J.2 Approved Programmatic IEE_2022-2027.docx

PROGRAMMATIC INITIAL ENVIRONMENTAL

EXAMINATION

PROJECT/ACTIVITY DATA

ORGANIZATIONAL/ADMINISTRATIVE DATA

Funding Operating Unit(s):

(e.g., Mission or Bureau or Office) Center for Democracy, Human Rights and Governance (DRG); Inclusive Development (ID) Hub

ID Hub: $600,000,000

ENVIRONMENTAL COMPLIANCE REVIEW DATA

☒Negative ☐Positive ☒Deferred (per 22 CFR 216.3(a)(7)(iv)

THRESHOLD DECISION MEMO AND SUMMARY OF FINDINGS

PURPOSE OF THE INITIAL ENVIRONMENTAL EXAMINATION

The purpose of this programmatic initial environmental examination (PIEE) is to provide both a summary of administrative clearance and a technical analysis of activities that will be undertaken by the nine teams and six working groups of the United States Agency for International Development (USAID or Agency) Democracy, Human Rights and Governance (DRG) Center[footnoteRef:1] and the six portfolios of the Inclusive Development (ID) Hub.[footnoteRef:2] [1: Additional information can be found at https://www.usaid.gov/democracy/democracy-human-rights-and-governance-center. ] [2: Additional information can be found at https://www.usaid.gov/inclusivedevelopment. ]

This PIEE provides a.) regulatory threshold determinations, b.) an analysis of environmental impact and climate risk, and c.) conditions for corrective actions. Upon approval of this document, the determinations become affirmed, per Agency regulations (22 CFR 216).

A prior version of this PIEE was approved by the DDI BEO on July 30, 2021. This PIEE reflects updated analysis and supersedes the prior document.

PROJECT/ACTIVITY SUMMARY

USAID missions and the Washington-based DRG Center and ID Hub organize their work into nine teams, six working groups, and six portfolios, with numerous activity types.

The nine teams that comprise the DRG Center are: 1) Civil Society & Media (CSM); 2) Policy Coordination & Integration (PCI); 3) Democratic Elections & Political Processes (DEPP); 4) Democratic Resilience & Innovation (DRI); 5) Governance (GOV); 6) Justice, Rights & Security (JRS); 7) Evidence & Learning (E&L); 8) Program; and 9) Cadre Care & Development (CCD).

The six portfolios that comprise the ID Hub are: 1) Disability Rights, Physical Rehabilitation, and Assistive Technologies (Victims of Torture, Leahy War Victims, Disabilities, Wheelchair & Eyeglasses Congressional directives); 2) Children in Adversity; 3) Indigenous Peoples; 4) LGBTQI+; 5) Youth and Emerging Leaders; and 6) Mental Health.

Table 1 (shown below) summarizes the broad types of activities that may take place under this PIEE, as well as the threshold determinations for each broad activity type. As shown in Table 1, Activities 1-5 qualify for a categorical exclusion, Activities 6 and 9-11 qualify for a Negative Determination with Conditions, Activities 7-8 quality for either a categorical exclusion or Negative Determination with Conditions (depending upon what is being specifically proposed under the activity type) and Activities 12-13 are deferred. Annex 2 contains a more detailed breakdown of potential activities analyzed in this PIEE, sorted by team, working group, or portfolio with the identifying mechanism. Section 3 of this PIEE notes any differences in implementation among activity types.

Please consult ALL of the below items when determining if your proposed activity(ies) fall under the scope of this PIEE and when determining if additional 22 CFR 216 documentation is needed.

INSTRUCTIONS ON HOW TO USE THIS PIEE

For Activities 1-11 indicated in Table 1, a Level of Review Confirmation form is required for BEO approval and/or initial screening. This is to confirm what is being proposed and to identify next steps.

The BEO decision process will either result in:

1) Approval of the Level of Review Confirmation form with no further action required

2) Approval of the Level of Review Confirmation form with requirement for activity-level EMMP to be approved by the DDI BEO

3) Direction to prepare a Supplemental IEE (SIEE) and activity-level EMMP that must be approved by the DDI BEO (note, if the document preparer believes that an SIEE and EMMP are needed based on the scope of the proposed activities, please consult the DDI BEO early - the DDI BEO may decide that a Level of Review Confirmation Form is not needed and the document preparer can initiate the SIEE).

For Deferred activities (Activity 12 and 13) the DRG Center and ID Hub will need to analyze potential impacts of these activities to resolve the Deferral in an amendment to this PIEE or by developing a Level of Review Confirmation Form or standalone RCE or standalone IEE depending on the type of work being conducted. All 22 CFR 216 documentation are to be submitted by the DRG Center and ID Hub for final approval by the DDI BEO. Please consult the DDI BEO team early to provide guidance on deferred activities.

Annex 2 provides a more detailed list of potential DRG Center and ID Hub activities covered in this PIEE and identifies threshold determinations. To determine what additional steps may be needed (i.e. EMMP, SIEE), please consult the last column on the right in Annex 2 (“22 CFR 216 Citation(s) that May Apply and Instructions for Next Steps”). Note that Annex 2 attempts to provide a comprehensive list of activities but the DDI BEO may provide flexibility in coverage of additional similar activities. Please consult the DDI BEO early to determine if your activity is covered by this PIEE.

Any activity that falls outside the scope of Annex 2 will require a more in depth analysis under 22 CFR 216 to be completed and will require BEO review and concurrence.

For recurring events and activities or for groups of similar recurring events and activities, only one submission of a Level of Review Confirmation Form is required for BEO approval over the period of the project (award or contract). If any of the major details of the activity change during the contract period, a new Level of Review Confirmation Form is required for BEO approval.

OPERATING UNIT/MISSION BUY IN

The following procedures will be followed by Operating Units and Missions that need to buy into this mechanism:

For Operating Unit / Mission Buy in: For all activities identified in Table 1 and Annex 2, there are two options:

· If the Mission/OU already has 22 CFR 216 documentation covering the proposed activities for the buy-in, the Mission/Operating unit will forward that documentation to the A/COR and DDI BEO via email and summarize how their existing documentation covers the proposed buy-in activities. The DDI BEO team will then complete a Level of Review Confirmation Form (Annex 1) along with their 22 CFR 216 documentation as an attachment.

· If the Mission/OU does not already have 22 CFR 216 documentation covering the proposed activities for the buy-in, Mission/Operating Unit should follow the “Instructions on How to Use this PIEE” on page 3 of this document.

ENVIRONMENTAL DETERMINATIONS

For Operating Unit / Mission Buy in: See above for detailed information listed under “Operating Unit/Mission Buy In”.

Upon approval of this document, the determinations become affirmed, per Agency regulations (22 CFR 216).

TABLE 1: ENVIRONMENTAL DETERMINATIONS FOR DRG CENTER AND ID HUB

Deferral[footnoteRef:5] [5: Deferrals must be cleared through an Amendment to this PIEE prior to implementation of any deferred activities. ]

Activity 1: Capacity-building and Technical Assistance

Categorical Exclusion; Level of Review Confirmation Form required (see Annex 1) §216.2(c)(2)(i) Education, technical assistance, or training programs;

§216.2(c)(2)(iii) Analyses, studies, academic or research workshops and meetings;

§216.2(c)(2)(v) Document and information transfers;

§216.2(c)(2)(viii) Programs involving nutrition, health care or population and family planning services except to the extent designed to include activities directly affecting the environment; and §216.2(c)(2)(xiv) Studies, projects or programs intended to develop the capability of recipient countries to engage in development planning

Activity 2: Communications and Knowledge Management

Categorical Exclusion; Level of Review Confirmation Form required (see Annex 1) §216.2(c)(2)(i) Education, technical assistance, or training programs;

§216.2(c)(2)(iii) Analyses, studies, academic or research workshops and meetings; and §216.2(c)(2)(v) Document and information transfers

Activity 3: Events and Training

Categorical Exclusion; Level of Review Confirmation Form required (see Annex 1) §216.2(c)(2)(i) Education, technical assistance, or training programs; and §216.2(c)(2)(iii) Analyses, studies, academic or research workshops and meetings

Activity 4: Research and Evaluation

Categorical Exclusion; Level of Review Confirmation Form required (see Annex 1) §216.2(c)(2)(iii) Analyses, studies, academic or research workshops and meetings;

§216.2(c)(2)(v) Document and information transfers; and §216.2(c)(2)(xiv) Studies, projects or programs intended to develop the capability of recipient countries to engage in development planning

Activity 5: Staffing

Categorical Exclusion; Level of Review Confirmation Form required (see Annex 1) §216.2(c)(2)(i) Education, technical assistance, or training programs; and §216.2(c)(2)(v) Document and information transfers

Activity 6: Commodity Procurement

Negative with Conditions; Level of Review Confirmation Form and EMMP required

Activity 7: Electoral and Political Process Support

Categorical Exclusion; Level of Review Confirmation Form required §216.2(c)(2)(i) Education, technical assistance, or training programs

Activity 8: Indigenous Peoples Engagement

Negative with Conditions or Categorical Exclusion; Level of Review Confirmation Form and/or EMMP required

Activity 9: Small-Scale Agriculture

Negative with Conditions; Level of Review Confirmation Form and EMMP required

Activity 10: Small-Scale Construction

Negative with Conditions; Level of Review Confirmation Form and EMMP required

Activity 11: Medical Services for Human Trafficking Victims

Negative with Conditions; Level of Review Confirmation Form and EMMP required

Activity 12: Medical Services for Vulnerable populations

Deferred; additional 22 CFR 216 document needed to resolve the deferral. See Deferral instructions on page 3.

Activity 13: Compensation for Vulnerable Populations

Deferred; additional 22 CFR 216 document needed to resolve the deferral. See Deferral instructions on page 3.

CLIMATE RISK MANAGEMENT

Section 4.2 summarizes the methodology used and findings of the Climate Risk Management (CRM) Screening, in accordance with ADS 201mal. The project design team considered the potential effect of climate risks/stressors (changing precipitation patterns, rising temperature, floods, droughts, fires, landslides, etc.) on the sustainability of the activity types at a high level. See Annex 4: Activity Climate Risk Management Summary Table, for the complete CRM table.

Given that climate change risks vary by context and geographic location, the high-level activity risk rating presented herein will not be an accurate reflection of risk in some contexts. Once the activities and their geographies (e.g., country and coastal proximity) are defined under a DRG Center and ID Hub award, the climate change risks must be reconsidered to determine whether the climate risk ratings in this PIEE remain valid or if pertinent risks have been omitted.

For any activity that is rated as Moderate/High Climate Risk in this PIEE or for any activity that the DRG team and ID Hub elevates from Low to Moderate/High Climate Risk upon further definition of the activity or geography, the DRG Center and ID Hub must provide to the DDI Climate Integration Lead (CIL), with DDI BEO on copy, an updated CRM Summary Table and narrative. This information may be included in the Level of Review Confirmation Form (if the activity(ies) fits within the scope of Annex 2) or a separate 22 CFR 216 analysis for that particular activity(ies). The DRG Center and ID Hub may also move some risks from Moderate/High to Low depending on locational context; if this occurs, it should be noted. Otherwise, no further action is needed. See Annex 4: Activity Climate Risk Management Summary Table, for more details on CRM screening.

BUREAU ENVIRONMENTAL OFFICER (BEO) SPECIFIED CONDITIONS OF APPROVAL

In accordance with 22 CFR 216 and Agency policy, the conditions and requirements of this analysis become mandatory upon approval. This includes the Bureau Environmental Officer (BEO) Specified Conditions of Approval, described in detail in Section 5.

Reporting: The DDI BEO requires that the Activity Managers/Agreements Officer Representatives (AORs)/Contracting Officer Representatives (CORs) share access to the Environmental Mitigation and Monitoring Plans/Reports (EMMPs/EMMRs) that will be written to implement the findings of this PIEE for review and approval by the DDI BEO Team. The reports should be submitted to DDI Regulation 216 (DDIReg216@usaid.gov) and will be automatically tracked within the DDI Bureau.

COVID-19 Condition: To reduce COVID-19 transmission during the implementation of these activities, it is recommended that USAID managers:

· Ensure all activities addressed by this PIEE adhere to current, applicable COVID-19 guidelines. Such measures may include, but are not limited to social distancing, use of personal protective equipment, limiting the size of gatherings and travel, and effective disinfection.

· Share with the partner:

· Applicable COVID-19 guidance from the USAID Mission, Operating Unit or U.S. Embassy;

· Applicable COVID-19 guidance from local authorities. Where guidance is limited or inconsistent with USAID requirements, USAID guidance supersedes; and

· The following Agency-wide “COVID-19 GUIDANCE FOR IMPLEMENTING PARTNERS” page on the USAID website: https://www.usaid.gov/work-usaid/resources-for-partners/covid-19-guidance-implementing-partners.

· Ensure that partners have appropriate training, authorization, and resources to meet the expectations of the applicable guidance while implementing these activities.

Protected Areas Social Safeguards: Per the FY2020 Statement of Managers (SOM) requirements, activities occuring in protected areas are subject to the following conditions:

Consultation - Develop and execute a community consultation and engagement plan (as part of the social safeguard implementation plan) for the project and any potential/activities environmental and social impacts, including consultation in accordance with USAID’s Policy on Promoting the Rights of Indigenous Peoples (Pro-IP Policy) when Indigenous Peoples are likely to be affected. Consider how the implementing partner will:

1. Present the project and project impacts to the community and other authorities and relevant actors.

2. Consider community perspectives and concerns.

3. Promote continued community engagement and empowerment such as through local development committees.

4. Ensure that the appropriate community members, including representatives of vulnerable groups, are represented.

5. Monitor and continue community consultation and engagement for the proper execution of the project to ensure community satisfaction.

Land and resource use claims - Consistent with international best practices and in consultation with the project affected community: (a) assess social impacts of the proposed project (consider USAID’s Optional Social Impact Assessment Framework), (b) avoid, mitigate or address negative impacts as appropriate, and (c) monitor the impacts of its proposal, particularly potential project impacts on land or resource rights claimed by affected local communities;

Training and monitoring of park rangers, eco-guards, and other protected area law enforcement personnel regarding the professional and ethical execution of their duties, including upholding human rights, and document compliance with this requirement. Reinforce principles of human rights during regular meetings. USAID will ensure that Leahy Vetting has occurred.

Establish, communicate and maintain a Grievance and Redress Mechanism allowing members of the affected community to share environmental and social grievances (including potential human rights violations) with the offeror, and how such grievances will be reported to the USAID AOR/COR within 72 hours.

Engaging with Indigenous Peoples: The USAID’s Policy on Promoting the Rights of Indigenous Peoples (PRO-IP Policy) offers guidance for engagement and partnership with Indigenous Peoples to help USAID’s programs align with these communities’ own priorities and safeguard against unintended adverse impacts. As outlined in the PRO-IP Policy, USAID uses the following criteria to identify Indigenous Peoples:

A. self-identification as a distinct social and cultural group;

B. recognition of this identity by others;

C. historical continuity with pre-colonial and/or pre-settler societies;

D. collective attachment to territories and their natural resources;

E. customary social, economic, or governance institutions that are distinct;

F. distinct language or dialect; and/or G. resolve to maintain and reproduce their ancestral environments and systems as distinctive peoples and communities.

The implementing partners will determine if beneficiaries or those affected by the project are considered Indigenous Peoples as defined by USAID’s Policy on Promoting the Rights of Indigenous Peoples (PRO-IP Policy). If Indigenous Peoples are identified, USAID’s PRO-IP policy applies. The analysis of potential impact on indigenous people will be included in a Social Impact Assessment (SIA), Inclusive Development Analysis (IDA), or other similar type of analysis separate from this PIEE, and implementing partner’s staff and USAID will ensure that they meet international best practices for Free, Prior, and Informed Consent (FPIC). The USAID Indigenous Peoples Advisor will be consulted, if needed. The results of the analysis will be shared with the DDI BEO as part of the overall reporting of activities engaging with indigenous peoples in order to provide certification of compliance with the PRO-IP policy requirements.

IMPLEMENTATION

ANNEX 2: DRG CENTER AND ID HUB WORK PLAN: ACTIVITIES COVERED UNDER NEGATIVE DETERMINATION WITH CONDITIONS

In accordance with 22 CFR 216 and Agency policy, the conditions and requirements of this document become mandatory upon approval, including the relevant limitations, conditions and requirements in this document as stated in Sections 3, 4, and 5 of the PIEE and any BEO Specified Conditions of Approval.

USAID/DDI

DRG Center and ID Hub PIEE

USAID/DDI 1

DRG Center and ID Hub PIEE

USAID APPROVAL OF PROGRAMMATIC INITIAL ENVIRONMENTAL EXAMINATION

PROJECT NAME: Center for Democracy, Human Rights and Governance and Inclusive Development Hub

07/22/2021

David Black, Director, DRG Center (required)

Date

07/21/2021

Rebecca Levy, Acting Director, ID Hub (required)

Date

07/22/2021

Kira Mitre, Deputy Director, DRG Center

Date

7/30/2021

Nikki Enersen, Acting Deputy Director, ID Hub

Date

12/06/2022

Carol Zurawski, Bureau Environmental Officer (required)

Date

7/30/2021

Adrienne Antoine, DDI Climate Integration Lead

Date

DISTRIBUTION:

DRG Center Team Leads ID Hub Portfolio Chiefs Bureau Environmental Officers from Regional Bureaus Regional Environmental Advisors and Officers

USAID/DDI 11

DRG Center and ID Hub PIEE

INITIAL ENVIRONMENTAL

EXAMINATION

CONTENTS

USAID/DDI 12

DRG Center and ID Hub PIEE

1.0 PROJECT DESCRIPTION

1.1 PURPOSE OF THE PIEE

The purpose of this analysis, in accordance with Title 22, Code of Federal Regulations, Part 216 (22 CFR 216), is to provide a preliminary review of the reasonably foreseeable effects on the environment of the United States Agency for International Development (USAID or Agency) interventions described herein and recommend determinations and, as appropriate, conditions, for these activities. In this programmatic initial environmental examination (PIEE), the USAID Democracy, Human Rights and Governance (DRG) Center and Inclusive Development (ID) Hub activities are mapped to their respective team and working groups, their environmental and climate impacts assessed, and environmental threshold determinations presented. Upon approval, these determinations become affirmed, per 22 CFR 216 and specified conditions become mandatory obligations of implementation. This analysis also documents the results of the activity-level CRM process in accordance with USAID policy (specifically, ADS 201 mandatory reference 201mal_042817, or ADS 201mal).

This environmental analysis is a critical element of USAID’s mandatory environmental review and compliance process meant to achieve environmentally sound activity design and implementation.

1.2 PROJECT OVERVIEW AND DESCRIPTION

CENTER FOR DEMOCRACY, HUMAN RIGHTS AND GOVERNANCE

On February 27, 2012, the DRG Center was launched. A year later, the first-ever U.S. Quadrennial Diplomacy and Development Review (QDDR) explicitly tasked USAID with establishing the DRG Center as the primary means of elevating and integrating democracy, human rights, and governance within the agency’s overall development portfolio.[footnoteRef:6] [6: Additional information is available at https://www.usaid.gov/democracy/democracy-human-rights-and-governance-center/teams. ]

USAID missions and the Washington DC-based DRG Center work together to promote the DRG Center’s defined mission to “advance democracy, human rights and governance for the sake of political freedom, while contributing to socioeconomic progress and overall developmental resilience by integrating DRG across all sectors." The DRG Center organizes its work to achieve the three following strategic objectives:

1. Learn. Increase knowledge concerning the global advancement of DRG.

2. Serve. Improve the quality and impact of DRG technical assistance to the field.

3. Influence. Elevate the role of DRG in key USAID, USG and multilateral strategies, policies and budgets.

With a strong emphasis on rigorous learning, the DRG Center promotes and supports evidence-based DRG programming.

The Agency’s primary means of implementing DRG Center programs in “presence” countries remains in USAID missions. In well-defined circumstances, these mechanisms may also be used in “non-presence” countries. Overall, the DRG Center’s support of missions is provided through an interlinked approach that involves technical leadership, targeted field support, cadre development and training, and direct program management. Various training, as well as assessment and programming tools, are developed by the DRG Center to assist missions in analyzing and choosing appropriate strategies to address DRG issues in their host countries, as well as implement Agency-wide policies.

The nine teams that comprise the DRG Center are: 1) Civil Society and Media (CSM); 2) Policy Coordination and Integration (PCI); 3) Democratic Elections and Political Processes (DEPP); 4) Democratic Resilience & Innovation (DRI); 5) Governance (GOV); 6) Justice, Rights and Security (JRS); 7) Evidence and Learning (E&L); 8) Program; and 9) Cadre Care and Development (CCD).

DRG CENTER TEAMS

1. Civil Society and Media (CSM) Team. The CSM Team provides technical leadership and support on civil society issues, including youth, labor, and media. The team generates comparative knowledge on effective approaches for strengthening the sector; pilots state-of-the-art approaches to civil society and media support; builds up the agency’s DRG staff through training and technical assistance; conducts assessments, strategy, and program designs, and evaluations; and manages a targeted portfolio of global programs. The team promotes innovations in civil society, labor and media arenas—including the use of social media and other new media technologies—as a means for addressing development challenges. The team also represents USAID in international processes, networks, and working groups.

2. Policy Coordination and Integration (PCI) Team. The PCI Team leads the DRG Center’s engagement on DRG integration and sector-wide DRG principals, policies, strategies, and budgets. The PCI Team fosters a more integrated approach to programming across USAID’s development portfolio by identifying and documenting good practices, and supporting Missions and operating units in designing and implementing programming that incorporate DRG principles and practices. The team engages within USAID and in the interagency on U.S. diplomacy, policy, programs, and resources regarding the promotion of DRG, and manages relations with external stakeholders to advance the DRG Center’s core interests, including but not limited to, Congress, partners, think tanks, private sector, and other donors. The team leads the DRG Center’s efforts at supporting country-specific DRG assessments, political economy analyses, and strategies and promotes understanding of how power and politics shape sectors by employing a Thinking and Working Politically lens to ensure interventions are grounded in local country contexts. The PCI Team provides leadership, advocacy, research, training and targeted technical assistance to promote the integration of the DRG principles of participation, inclusion, transparency, and accountability, across all sectors of Agency programming to improve governance and strengthen sustainability of USAID activities. The team also works to improve understanding of local systems, empower local actors, and strengthen in-country capacity to improve the quality and sustainability of development outcomes. The team represents USAID’s DRG sector in the annual global budget formulation and execution process, ensuring that budget levels are consistent with strategies and policy priorities, and leads the DRG Center’s reviews of Country Development Cooperation Strategies, and other strategic, policy, and program planning documents. Finally, the team manages the cross- DRG Center Field Support Unit, coordinating technical assistance and regional support.

3. Democratic Elections and Political Processes (DEPP) Team. The DEPP Team provides technical leadership and support for elections and political transitions to USAID field Missions and Washington DC bureaus, other USG entities, and the broader DRG and ID community. The DEPP Team offers technical leadership for and support on specific issues, such as electoral security, and delivers technical assistance in areas including political party development, electoral administration, election monitoring and observation, voter education, and the political participation of women and traditionally marginalized groups. The DEPP Team also assists USAID Missions to develop electoral strategies, design programs, and implement and evaluate programs.

4. Democratic Resilience & Innovation (DRI) Team. The DRI Team coordinates the DRG Center’s efforts to counter resurgent authoritarian influence (RAI) in our partner countries. The team serves as a “think-tank” for the DRG Center by identifying emerging issues that are affecting USAID’s objective to strengthen democratic governance around the world and works across the DRG Center to mainstream efforts to effectively respond to those emerging trends. The team also supports USAID Missions and the DRG cadre by developing assessment tools for understanding the incentives that authoritarian influence creates within countries, and how to design programs to counter that influence. The team coordinates across the Agency and the interagency on countering authoritarianism strategy and response and provides technical assistance to Missions to develop targeted programming to counter authoritarianism. Areas of expertise include countering disinformation and digital authoritarianism, as well as strengthening the resilience of democratic institutions to democratic backsliding and external interference.

5. Governance (GOV) Team. The GOV Team leads USAID efforts to help countries build public institutions that are resilient, transparent, and accountable to citizens. This includes enhancing the capacity and commitment of executive and legislative institutions at all levels of government to provide effective, inclusive, and citizen-responsive services to mobilize and spend public resources to promote self-reliance and economic growth efficiently and transparently. The GOV Team also serves as the urban focal point at USAID, coordinating programming and strategic thinking among pillar and regional bureaus to leverage urbanization in support of economic development and improved service delivery.

6. Justice, Rights, and Security (JRS) Team. The JRS Team strengthens the Agency’s expertise and technical knowledge in rule of law and the protection and promotion of universally recognized human rights, through field support in justice, rights, and security. The team asserts that access to justice, human rights, and security services is a universally guaranteed right for all. It requires country-specific approaches calibrated to the local governance context, which include authoritarian regimes, hybrid regimes, developing democracies, or liberal/consolidated democracies. Additionally, it includes an understanding of conflict, transition, and backsliding challenges being faced in the country, or more broadly, in a region. The team supports Missions in designing and implementing programs that promote and protect the rule of law, human rights, and security. This includes programs that empower all individuals and justice seekers to claim and exercise their rights and solve their legal problems and related justice needs. Programming is also inclusive of government institutions, civil society organizations, the private sector, local leaders, and other partners to strengthen the administration of justice, provide equal access to justice for all, improve safety and security, facilitate cultures of lawfulness and public trust, and strengthen accountability in all its forms.

7. Evidence and Learning (E&L) Team. The DRG Strategy reaffirmed USAID’s commitment to “generate, analyze, and disseminate rigorous, systematic, and publicly accessible evidence in all aspects of DRG policy, strategy and program development, implementation, and evaluation.” With this emphasis on learning, the E&L Team is the focal point for USAID’s implementation of the DRG Learning Agenda, a dynamic collection of research questions that serve to guide the DRG Center’s and USAID Field Missions’ analytical efforts. USAID seeks to inform DRG strategic planning and project design with the best theory, evidence, and practical guidance. In addition, the E&L Team manages the DRG Learning, Evaluation, and Research mechanisms, which comprise two contracts with a combined ceiling of $55.4 million and with awards to the National Opinion Research Center at the University of Chicago and the Cloudburst Group.

8. Program Team. The Program Team serves as the DRG Center’s Program and Budget Office. The Program Team supports the DRG Center’s strategic development, ensures the alignment of activities with the DRG Strategy and Center objectives, and strengthens activity design through the incorporation of best practices and cross sectoral integration. The Program Team also interfaces with the DDI Bureau’s Program Office; the Office of Budget and Resource Management; and the Bureau of Foreign Assistance to plan for, manage, and execute the Center’s budget, and organize data collection and reporting. Further, the Program Team serves as the DRG Center’s primary procurement and legislative policy interlocutor with the Office of Acquisition and Assistance and the Bureau for Legislative and Public Affairs and leads on strategic communications products.

9. Cadre Care and Development (CCD) Team. The CCD Team promotes, supports, and represents the DRG Center across the Agency and all hiring mechanisms. Specifically, the CCD Team collaborates with other bureaus/offices to promote and advance technical excellence, leadership, and career and professional development among the DRG Center. This team also seeks to build the training capacity of the global DRG Center and promote internal USAID experts to serve as primary trainers, with external trainers and academics to support the delivery of DRG training. The DRG Center focuses training on the learners’ needs as identified by DRG officers in the field, as well as through training needs assessments conducted USAID-wide and by the DRG Center.

DRG MECHANISMS

At the time of the 2022-2027 PIEE development, the following DRG mechanisms were in existence.

1. Illuminating New Solutions and Programmatic Innovations for Resilient Spaces (INSPIRES) (under Enabling and Protecting Civic Space (EPCS) broad agency announcement (BAA))

2. Civil Society Innovation Initiative (CSII) - Fiscal Agent

3. Global Labor Program (GLP)

4. Strengthening Civil Society Globally (SCS Global)

5. Civil Society Organization Sustainability Index (CSOSI)

6. Greater Internet Freedom (GIF)

7. Advancing Integrity in Media (AIM)

8. Media Viability Accelerator (MVA)

9. Civil Society and Media: Strengthened Together and Advancing in New Directions (CSM-STAND) - Award 1 - AFR - MENA

10. Civil Society and Media: Strengthened Together and Advancing in New Directions (CSM-STAND) - Award 2 - ASIA - EE - LAC

11. International Fund for Public Interest Media (IFPIM)

12. Powered by the People (PxP) (formerly CSII)

13. Asia-Pacific Regional Support for Elections and Political Transitions Program (RESPECT) Leader With Associate (LWA)

14. Democratic Elections and Political Processes (DEPP) LWA

15. Supporting Transitions and Electoral Processes (STEP) LWA-Africa Region

16. Support to Bulgaria’s Anti-Corruption Reform Program (Grant)

17. Analytical Services IV (ASIV) indefinite delivery, indefinite quantity (IDIQ) contract

18. DRG Assessment II Task Order (under ASIV)

19. ASIV Task Order: Analytic Task on Authoritarian Resurgence & Influence (ATARI)

20. SEGA

21. LER II (NORC)

22. LER II (Cloudburst)

23. LER I (Social Impact)

24. LER I (NORC)

25. LER III

26. Supreme Audit Institutions

27. Open Budget Survey

28. Extractive Industry Transparency Initiative (EITI) Secretariat grant

29. Open Government Partnership (OGP) Secretariat Grant

30. House Democracy Partnership (HDP)

31. State Translations interagency agreement (IAA)

32. Cities Alliance

33. Empowering Anti-Corruption Change Agents

34. Combating Transnational Corruption Grand Challenge

35. Active Communities, Effective States IDIQ (ACES IDIQ)

36. Rule of Law IDIQ

37. Human Rights Support Mechanism (HRSM)

38. Justice, Rights, and Security (JRS) Rapid Response Assistance

39. Justice, Rights, and Security (JRS) Annual Program Statement (JRS APS)

40. OASIS (formerly MacFadden)

41. Generate Results within Our Work (GROW) (transitioning to GROWTH)

42. Advancing Digital Democracy (ADD)

43. Participating Agency Service Agreement (PASA) with the U.S. Treasury: Strengthening Public Finances

INCLUSIVE DEVELOPMENT HUB

On November 16, 2020, USAID’s Inclusive Development Hub (ID) Hub was launched. The ID Hub promotes the rights and inclusion of marginalized and under-represented populations in the development process. The ID Hub provides support to care and protect children in adversity, and to address the needs of Indigenous Peoples, persons with disabilities, LGBTQI+ persons, victims of torture, and people needing rehabilitation. The Hub works to accomplish the following:

· Promote inclusive, nondiscriminatory, and integrated development approaches that ensure all people, regardless of their identity, can fully participate in and benefit from international development efforts.

· Implement activities that combat stigma and discrimination, promote empowerment and inclusion of marginalized or underrepresented groups, and improve the lives of at-risk populations.

· Manage the Congressionally mandated Displaced Children and Orphans Fund, Leahy War Victims Fund, Wheelchair Program, Low-Cost Eyeglasses Pilot, Disability Fund, and Victims of Torture Fund.

ID HUB PORTFOLIOS

The six portfolios that comprise the ID Hub are: 1) Disability Rights, Physical Rehabilitation, and Assistive Technologies (Leahy War Victims, Disabilities, Wheelchair & Eyeglasses Congressional directives); 2) Children in Adversity; 3) Indigenous Peoples; 4) LGBTQI+; 5) Youth and Emerging Leaders; and 6) Mental Health.

1. Disability Rights, Physical Rehabilitation, and Assistive Technologies (Leahy War Victims, Disabilities, Wheelchair & Eyeglasses Congressional directives). The ID Hub works to promote the inclusion of persons with disabilities across all USAID-funded work. The ID Hub houses the Agency Disability Rights Coordinator and manages the Disability Program Fund, which catalyzes disability inclusive programming worldwide. Through the longstanding Leahy War Victims Fund, the ID Hub responds to the growing need for physical rehabilitation with activities that strengthen comprehensive, sustainable, and quality physical rehabilitation services in conflict-affected countries. The ID Hub-managed Wheelchair Program improves access to appropriate wheelchairs, prosthetic, and other assistive health technology, while the Low-Cost Eyeglass Pilot Program supports access to low-cost eyeglasses and services.

2. Children in Adversity (CECA). The ID Hub houses the U.S. Government Special Advisor on Children in Adversity and coordinates the U.S. Government’s response to the needs of the world’s most-vulnerable children through the U.S. Government Advancing Protection and Care for Children in Adversity Strategy. The ID Hub also manages the longstanding Displaced Children and Orphans Fund and implements programs that build strong beginnings for children, put family care first, and protect children from violence.

3. Indigenous Peoples. The ID Hub houses the Agency Senior Advisor for Indigenous Peoples’ Issues, who advises on matters relating to Indigenous Peoples internationally; coordinates U.S. Government resources and programming to protect the rights and address the needs of Indigenous Peoples; and coordinates implementation of USAID’s Policy on Promoting the Rights of Indigenous Peoples (PRO-IP).

4. LGBTQI+. The ID Hub houses the Agency’s LGBTQI+ Coordinator and works to address anti-LGBTQI+ violence, stigma, discrimination, and criminalization; advance the human rights of LGBTQI+ people; and ensure LGBTQI+ people are meaningfully included in USAID’s development programming. This work is guided by the 2021 Presidential Memorandum on Advancing the Human Rights of LGBTQI+ Persons Around the World and USAID’s LGBT Vision for Action.

5. Youth. The ID Hub houses USAID’s Senior Advisor on Youth who helps to advance youth engagement and youth development issues across the Agency. The ID Hub works to strengthen youth programming, participation, and partnership in support of the Agency’s Youth in Development Policy. USAID youth programming advances a Positive Youth Development approach that builds on the assets, skills, contributions, and enabling environment that allow young people to build healthy, productive, and peaceful communities. It also coordinates the Agency’s Global LEAD initiative for emerging young leaders.

6. Mental Health. The ID Hub houses the Agency’s Mental Health and Psychosocial Support (MHPSS) Coordinator and works to improve the quality of and access to MHPSS interventions and build the capacity of USAID staff to respond to MHPSS needs. The ID Hub also manages the Victims of Torture Fund to support the treatment and healing of individuals, families, and communities who have experienced torture and trauma. Programs strengthen organizations that provide mental health services and fund research on effective and scalable interventions appropriate for low- and middle-income countries.

ID HUB MECHANISMS

At the time of the 2022-2027 PIEE development, the following ID Hub mechanisms were in existence.

1. Promoting LGBTI Equality through Entrepreneurship and SME Growth in Developing Countries and Regions

2. Addressing Unmet Rehabilitation Needs Public International Organization (PIO)

3. Partnerships Plus

4. Changing the Way We Care General Duty Assistant (GDA)

5. Helping Survivors Heal

6. New Editions Vulnerable Populations Technical Support Contract

7. Learning, Acting and Building for Rehabilitation in Health Systems (Relab-HS)

8. Multi-Donor LGBTI Global Human Rights Initiative (GHRI)

9. World Health Organization (WHO) Special Initiative on Mental Health PIO

10. Strengthening Physical Rehabilitation Services in Health Systems

11. John Hopskins University (JHU) Improving Effectiveness of Treatment for Torture Survivors

12. WHO Global Cooperation on Assistive Technology (GATE) PIO

13. UCP Consolidating Logistics for Assistive Technology Supply and Provision (CLASP)

14. ATscale PIO

15. Indigenous Peoples’ Alliance for Rights and Development

16. Name To Be Determined (TBD) - ISC Contract New Technical Support Contract

17. Name TBD - New APCCA award

18. Sustainable Inclusive Development for Equity (SIDE) LWA and (IDAMS) Task Order

DRG CENTER AND ID HUB ACTIVITY CATEGORIES

Table 2 includes a list of activity types, descriptions of intervention types, variations in approach by the different teams, and working groups or portfolios for the purpose of environmental impact and climate risk analysis, and cross-walked with existing funding mechanisms. These are generated based on the activities that are typical to the six DRG working groups, although funding is managed by either the DRG teams or ID Hub portfolios. The illustrative examples are meant to identify some, not all, of the typical interventions covered under each activity type.

1.3 POTENTIAL OPPORTUNITIES FOR DRG CENTER AND ID HUB ENGAGEMENT ON ISSUES OF ENVIRONMENTAL RISK REDUCTION Some potential opportunities also should be considered when implementing DRG Center and ID Hub activities and when considering their associated impacts on the environment, including the following:

· Corruption. Non-democratic practices, like corruption, can exacerbate environmental impacts. For example, corrupt practices by municipal authorities like bribery or skimming could allocate important solid or hazardous waste management services to unqualified contractors or improperly divert funds from waste-management planning or programs. DRG Center and ID Hub programming should carefully consider how good governance and anticorruption programming can help prevent and mitigate corrupt practices that have harmful environmental impacts.

· Citizen science or research. When project implementers conduct training or workshops, impact and performance evaluations, analyses, studies, or other research projects, they often have the opportunity to interview or engage with local citizens; as noted, outreach to local citizens is a particular focus of the DRG Center and ID Hub. Where possible, implementers should include questions or engagement segments related to citizens’ concerns about the environment or climate impacts, with a particular focus on how those concerns could be allayed through democratic practices (referendums, legislation, civil society activities, etc.)

TABLE 2: DRG CENTER AND ID HUB MECHANISMS BY ACTIVITY TYPE AND ILLUSTRATIVE EXAMPLES Activity Types[footnoteRef:7] [7: The DRG Center and ID Hub often work in partnership with Public International Organizations (PIOs) via a cost-type grant under ADS 308. As with all DRG Center and ID Hub partners, PIOs are expected to minimize and mitigate any environmental impacts resulting from activities awarded by USAID. Guidance for these types of activities can be found in Annex 7 of this document.]

Activity 1: Capacity-building and Technical Assistance

· Educational activities

· Legislative and policy support

· Methodology development

· Sub-grants to advance the work of local civil society organizations (CSOs)

· Training

· Illuminating New Solutions and Programmatic Innovations for Resilient Spaces (INSPIRES) [under EPCS BAA];

· Civil Society Innovation Initiative (CSII)- Fiscal Agent;

· Global Labor Program (GLP);

· Strengthening Civil Society Globally (SCS Global);

· Civil Society Organization Sustainability Index (CSOSI);

· Greater Internet Freedom (GIF);

· Supporting Transitions and Electoral Processes (STEP);

· Asia-Pacific Regional Support for Elections and Political Transitions Program (RESPECT);

· Democratic Elections and Political Processes (DEPP) LWA

· Supreme Audit Institutions; Open Budget Survey;

· Extractive Industry Transparency Initiative (EITI) Secretariat grant;

· Open Government Partnership (OGP) Secretariat Grant;

· House Democracy Partnership (HDP);

· Rule of Law IDIQ;

· Human Rights Support Mechanism (HRSM);

· Promoting LGBTI Equality through Entrepreneurship and SME Growth in Developing Countries and Regions;

· Addressing Unmet Rehabilitation Needs (PIO);

· Strengthening Physical Rehabilitation Services in Health Systems (under Partnership Plus);

· Partnerships Plus; Changing the Way We Care GDA;

· Helping Survivors Heal;

· New Editions Vulnerable Populations Technical Support Contract;

· Learning, Acting and Building for Rehabilitation in Health Systems (Relab-HS);

· Multi-Donor LGBTI Global Human Rights Initiative (GHRI);

· WHO Special Initiative on Mental Health PIO;

· JHU Improving Effectiveness of Treatment for Torture Survivors;

· UCP Consolidating Logistics for Assistive Technology Supply and Provision (CLASP)

· ATscale PIO

· Active Communities, Effective States IDIQ (ACES IDIQ)

· Sustainable Inclusive Development for Equity

· Rapid Response Assistance

· Cities Alliance

· Combating Transnational Corruption Grand Challenge

· Empowering Anti-Corruption Change Agents

· Name TBD - New APCCA award

· Sustainable Inclusive Development for Equity (SIDE); IDAMS Task Order

Activity 2: Communications and Knowledge Management

Categorical Exclusion; Level of…