USAID publications cover a range of topics. This General Publications list will be used as a first step to collecting as many USAID publications as we can and then we can easily recategorize into relevant topics. All tagging and placement in collections will follow the documents as they are recategorized.
49 Issues in this Publication (Showing 21 - 30) Previous | Next
Inclusive Development: Additional Help for ADS 201
This guidance (1) explains the concept of inclusive development and its importance to achieving USAID’s development goals, (2) serves as a framework for applying USAID policies and guidance that promote inclusion of and equity for marginalized and/or underrepresented groups, and (3) provides guidance to help Missions and Washington, D.C.-based Operating Units (OUs) integrate inclusive development considerations across the Program Cycle and in operations.
Inclusive Development: An equitable development approach built on the understanding that every individual and community, of all diverse identities and experiences, is instrumental in the transformation of their own societies. Their engagement throughout the development process leads to better outcomes.
This document is designed to help USAID Missions/OUs apply inclusion and equity principles into USAID’s programming. It provides guidance and recommended approaches on how to integrate inclusive development across the Program Cycle and in Mission operations.
USAID Mental Health Position Paper
Mental health encompasses emotional, cognitive, psychological, and social well-being. It affects how humans think, feel, learn, work, make decisions, and build relationships. The importance of mental health to individual well-being, as well as to social and economic progress, is becoming more widely recognized.1 Mental health affects physical health (including nutrition, substance abuse, outcomes for infectious diseases, and incidence of noncommunicable diseases); child health and development; education outcomes; and workforce participation, among others. Evidence also shows that mental health conditions are higher among populations exposed to environmental stressors such as extreme poverty; war and conflict; food insecurity; high levels of community violence, including gender-based violence (GBV); and stigma and discrimination.2,3,4 Crucially, mental health also affects service providers, community workers, and activists who drive development progress. Taken together with the growing evidence of an emergent global mental health crisis,5,6,7,8 these factors make it clear that mental health is intricately tied to USAID’s ability to meet its development objectives across sectors and should be seen as an intersectional priority for the Agency.
USAID Terminated Awards
A description of the USAID Terminated Awards.
Applying Adaptive Management to Livelihoods in Emergency Settings - Challenges and Opportunities
Adaptive management is a way of working that starts with an assumption of uncertainty around how to address a particular challenge. This approach can be useful in complex emergency contexts, particularly for livelihoods and markets programs, yet humanitarian organizations have not embraced adaptive approaches as readily as the development sector, often due to the belief that the need for change is a failure of the initial needs assessment or a reflection of poor practice (ALNAP, p32). This brief invites an alternative perspective and provides an overview of how adaptive management can be applied to livelihoods and other market-related work in emergency settings. The foundation of this brief is a literature review of over 85 documents and resources on adaptive management in humanitarian settings, which was completed under the USAID Bureau for Humanitarian Assistance (BHA)-funded IDEAL Activity in 2020.
Designing for Behavior Change: A Practical Field Guide
The Technical and Operational Performance Support (TOPS) Technical and Operational Performance Support Program. 2017. Designing for Behavior Change: A Practical Field Guide. Washington, DC: The Technical and Operational Performance Support Program.
The Designing for Behavior Change (DBC) Approach was developed to help designers think more critically when developing and reviewing a Behavior Change strategy. Using the Approach starts with developing a DBC Framework. It is commonly used in the design phase or during project start-up. The DBC Framework can also be used at midterm if the expected behavior(s) is not changing or not changing at the expected rate. In these cases, researching barriers to change can create greater understanding, and be used to adjust project strategies and activities. Using the DBC Framework at the end of a project can help develop behavior change strategies for the next project or next phase.
The process of developing a DBC Framework starts with identifying a problem such as high infant or child morbidity and mortality or low agricultural productivity. Next, identify the Behaviors that science or the International Declaration of Human Rights tells us will (usually) resolve the problem. This step precedes developing the Framework, and thus the Problem is not included on the Designing for Behavior Change (DBC) Framework.
Burkina Faso: Food Security Outlook Update, August 2022
This report covers current conditions as well as changes to the projected outlook for food insecurity in this country. It updates the FEWS NET’s Food Security Outlook, which is published three times per year.
Crop Diversification Trainer's Manual: People, Rules, & Organizations Supporting the Protection of Ecosystem Resources (Prosper) Project
This publication will cover topics including:
- What is Crop Diversification?
- Why Crop Diversification?
- The Advantages of Crop Diversification
- A Need for Crop Classification
Food for Peace Indicators Handbook - Indicators for Emergency Activities
The FFP Indicator Handbook provides details and guidance for the U.S. Agency for International Development’s Office of Food for Peace (USAID/FFP) indicators. The handbook is intended to be used by potential awardees during the pre-award stage and by successful awardees (also referred to as “implementers” or “implementing partners”) post-award. The handbook is divided into three parts: Part I: Indicators for Baseline and Endline Surveys for Non-emergency Food Security Activities; Part II: Monitoring Indicators for Non-emergency Food Security Activities; and Part III: Indicators for Emergency Activities.
Resources to Strengthen Adaptive Management for Livelihoods Programming in Emergency Settings
Adaptive management (AM) acknowledges that there is often uncertainty around the best approach for addressing livelihoods challenges. Market systems and emergency contexts (in which markets operate) are constantly changing; adaptive management allows a program to adjust in response to those changes. However, humanitarian organizations have not embraced adaptive approaches as readily as the development sector, often due to the belief that the need for change is a failure of the initial needs assessment or not a reflection of good practice (ALNAP, p32). This brief focuses on how existing tools can be used for livelihoods and markets work in emergencies and complements Brief 1 in the series. While these tools can be used for adaptive management across many sectors, the guidance here focuses on how they can be used for livelihoods and markets applications in emergencies.
