US AGENCY FOR INTERNATIONAL DEVELOPMENT 
FRAME Program Assessment 
Final Report
MAY 25, 2006
Prepared by: BDA Global 
Table of Contents
SECTION 1 
INTRODUCTION 
Background 1 
Goals and Objectives 2 
Program Accomplishments 2 
Findings and Recommendations (Macro View) 3 
SECTION 2 
PROJECT APPROACH 
General Approach 6 
Tools and Techniques 6 
Methodology 7 
SECTION 3 
PROGRAM ACHIEVEMENTS 8 
SECTION 4 
FINDINGS AND RECOMMENDATIONS 
Overarching Program 12 
Steering Committee/Contact Group 19 
Communities of Practice 22 
Institutional Partners 24 
FRAME Fellows 26 
Stocktaking 27 
FRAMEgram 29 
FRAME Website 32 
Emerging Opportunities 35 
Program Management 37 
CONCLUSION 40 
Appendix 1 FRAME Study Methodology Table 
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SECTION 1: INTRODUCTION 
The following section outlines the background of the project and scope of work 
performed. 
1.1 Background 
RAME is a program developed by the US Agency for International Development’s 
Bureau of Economic Growth Agriculture and Trade (EGAT) and administered by the 
International Resources Group (IRG). Originally intended to engage and support the 
Natural Resource Management (NRM) community in Africa, FRAME is now expanding 
its focus to include other regions of the world. The program provides support, information, and 
analytics for the betterment of the NRM industry by employing an array of tools and techniques, 
many which grew organically, as the program evolved since its inception in 1999. Those tools 
and techniques comprise FRAME’s operating structure and include 7 distinct components, as 
follows: 
 Steering Committee: Group of 11 NRM professionals, originally serving as advisors to 
USAID 
 Contact Group: 100 plus geographically dispersed experts, intended to advise USAID a 
and other FRAME stakeholders 
 Communities of Practice: Group of NRM professionals working together to share ideas 
and knowledge 
 Institutional Partners: Partnerships with key institutions across Africa to identify and 
address cutting edge themes 
 FRAME Fellows: Local NRM students tasked with supporting Institutional Partners 
 FRAMEgram: Monthly newsletter about NRM issues 
 FRAME Website: Program website 
Herein lies the impetus for this project. As the program continues to grow and with the rollout of 
a broader geographic program scope, that includes the Americas and Asia in the last year, 
FRAME’s success requires the coordinated efforts of the program’s owners and administrators in 
performing the above activities and a range of executive, driver, and support functions in 
executing the program’s goals and objectives. It is important to note that while our report 
examines key functionality of FRAME’s components, our analysis included a holistic view of the 
program in developing recommendations to improve outcomes. 
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1.2 Goals and Objectives 
The FRAME program assessment sought to answer whether the FRAME premise is still 
sound given the strategies and priorities of the organization, whether the intended users are 
actively engaged and if they use FRAME as a resource, whether there are program strengths 
that can be replicated or weaknesses that must be addressed, and if there are opportunities to 
improve performance and outcome of the FRAME program. Specific targets included: 
 Examining the overarching mandate and determining whether it is still relevant and 
appropriate 
 Assessing program components to determine where there might be opportunities to 
mor0e effectively meet stakeholder needs 
 Examining emerging opportunities and addressing how FRAME might elevate its 
position as a resource to the NRM community 
1.3 Program Accomplishments 
BDA Global’s analysis found that while there is opportunity to streamline the program going 
forward, FRAME has a rich history with several accomplishments over the years. Per the 
Cognizant Technical Officer (CTO), the program has been making substantial progress 
toward a number of the Land Resources Management Team’s objectives including the 
following: 
• Increased peoples' awareness of the role of NRM in reducing poverty, increasing 
revenues, strengthening local governance, and reducing environmental degradation. 
• Developed impact assessment tools that Missions and others have used to design 
programs and make other strategic decisions aimed at scaling up impact. 
• Helped Missions and others better appreciate how value-chains can be assessed to 
increase their efficiencies and increase the proportion that goes to producers. 
• Brought together members of otherwise disparate groups (across countries, across 
disciplines, across languages) to find ways to work together more effectively in order 
to achieve common NRM goals. 
• Provided a website that helps people to more easily access topical NRM information. 
• Provided local specialists with opportunities to lead NRM assessments and to help 
them become stronger champions of NRM progress in their countries. 
• Provided a means for people to contribute actively (versus being passive recipients) 
in a knowledge management community. 
• Supported the transfer of resource rights to rural populations by supporting Impact 
Assessments by NRM champions that show the positive linkages between the 
transfer of these rights and improved management, improved biodiversity, and 
increased revenues. 
• Helped operationalize the Nature, Wealth and Power framework by using it to help 
people organize findings from NRM Impacts Assessments and Value-Chain 
Assessments. 
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1.4 Findings and Recommendations (Macro View) 
Our analysis of FRAME showed that the program is still relevant and appropriate, but requires modifications for long-term viability. Our 
analysis of FRAME yielded over 70 findings and mutiple related recommendations to streamline the overarching organization across each 
of the operating components. Section 4 of the report highlights our key findings and recommendations across the following areas: 
Analytic Area Macro View Findings 
Reference 
Recommendations 
Reference 
Overarching 
Program 
FRAME would benefit from taking a strategic 
approach to running the program. We 
recommend the development of mission and 
vision statements, a strategic plan, and related 
actions plans to guide the organization’s 
operations. 
9 findings; 
4.1.1 page 13 
18 recs; 4.1.2 page 
13 
Steering 
Committee (SC) 
/Contact Group 
(CG) 
The current SC configuration is not effectively 
used to guide USAID or assist the program’s 
development. Eliminate SC or reconfigure to 
more substantively engage stakeholders. If SC is 
kept, create a senior advisory panel comprised 
of SC members and use it for advisory and 
sounding board functions. 
12 findings; 
4.2.1 page 19 
8 recs; 4.2.2 page 20 
Communities of 
Practice 
Build a more engaged and formal CoP. A 
formalized CoP structure would likely increase 
the level of member engagement and ownership. 
8 findings; 
4.3.1 page 22 
4 recs; 4.3.2 page 22 
Institutional 
Partners (IPs) 
IPs are an underutilized resource to FRAME 
and can be used to more broadly market the 
program. Engage IPs in marketing FRAME and 
supporting efforts to build the FRAME 
community. 
8 findings; 
4.4.1 page 25 
7 recs; 4.4.2 page 25 
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Analytic Area Macro View Findings 
Reference 
Recommendations 
Reference 
FRAME Fellows The FRAME Fellows program has great 
potential to assist the development of future 
members of the NRM community. Work with 
IPs and other stakeholders to build the FRAME 
Fellows program and engage future NRM 
practitioners. 
4 findings; 
4.5.1 page 26 
6 recs; 4.5.2 page 27 
Stocktaking Stocktaking activities are critical to analyzing 
impacts, solutions, and opportunities around 
specific NRM issues. It is important that these 
exercises utilize effective standards to ensure 
that outcomes are measured accurately and 
consistently. Develop standardized stocktaking 
approaches and build more robust reporting and 
communications mechanisms. 
9 findings; 
4.6.1 page 27 
7 recs; 4.6.2 page 28 
FRAMEgram FRAMEgram is a useful tool to share news and 
ideas in the NRM community and to promote 
FRAME and its services. Aggressively pursue 
opportunities to build readership and consider 
opportunities to leverage FRAMEgram for 
revenue raising. 
10 findings; 
4.7.1 page 29 
7 recs; 4.7.2 page 30 
FRAME Website The website is the main face of FRAME and has 
the potential to be utilized more effectively as a 
community center, knowledge management 
tool, and feedback portal, interfacing with the 
NRM community. Improve visibility and take 
innovative steps to attract NRM professionals to 
the website. 
14 findings; 
4.8.1 page 32 
10 recs; 4.8.2 page 
34 
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Analytic Area Macro View Findings 
Reference 
Recommendations 
Reference 
Emerging 
Opportunities 
There are opportunities for FRAME to use 
parts of its existing structure and new 
recommended refinements to more effectively 
identify and analyze emerging opportunities and 
their potential impacts on the NRM community. 
Adopt new techniques for identifying, vetting, 
and drawing attention to emerging 
opportunities. 
5 findings; 
4.9.1 page 35 
4 recs; 4.8.2 page 36 
Program 
Management 
There are logistical concerns in coordinating the 
schedules of FRAME’s key principals. This 
issue in unavoidable given the significant travel 
schedules of these members of the international 
development community. With this inherent 
drawback, it would be beneficial to consider 
alternate operational models to ensure 
continuity of management. Examine need for 
additional management support and consider a 
co-management structure. 
2 findings; 
4.10.1 page 37 
5 recs; 4.10.2 page 
38 
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SECTION 2: PROJECT APPROACH 
This section describes the analytic methodology used in the project. 
2.1 General Approach 
n assessing FRAME, BDA Global examined the program’s operational documentation 
and communication tools, and solicited feedback from several key FRAME 
stakeholders including USAID personnel, IRG, Institutional Partners, Contact Group 
Members, and Steering Committee members. 
2.2 Tools and Techniques 
In conducting the analysis several tools were employed, including face-to-face and telephone 
interviews, focus group sessions, survey, and research of documents supplied by FRAME’s 
program management in addition to FRAME’s website.
Meetings 
Face-to-face and telephone interviews were conducted to garner information on program 
management, overarching program, technology, and various components of FRAME’s program. 
In addition, extensive research of FRAME’s program as described throughout its program 
website (www.frameweb.org) and research of its FRAME management supplied documents were 
conducted. 
Focus Groups 
Focus group sessions were held on two different dates in November 2005 and February 2006. 
The first focus group session included representation from FRAME’s steering committee, 
management, institutional partners, and USAID. The session focused on reviewing the up-to￾date findings and discussing the program’s strengths and weaknesses of its various components, 
including Overarching Program, Steering Committee and Contact Group, Communities of 
Practice, Institutional Partners, FRAME Fellows, Stocktaking, FRAMEgram, FRAME website, 
and Emerging Opportunities. A comprehensive summary and synthesis of the focus group’s 
outcomes were compiled and disseminated. The second focus group provided a forum in which 
BDA Global presented its findings and recommendations for comments and feedback. 
Survey 
A survey was developed and sent to recipients as selected by FRAME’s CTO, Mike 
McGahuey of USAID. BDA Global created the survey with significant input from IRG’s 
team and Mike McGahuey. The survey was comprised of questions seeking both 
quantitative and qualitative responses regarding FRAME’s overall program and its specific 
components as named above. The recipient had a choice to complete it by one of three 
ways: downloadable file that could be completed and returned by e-mail, downloadable file 
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that could be returned by fax, and on-line survey with information stored in a central 
repository viewable by designated FRAME and BDA Global members. There were 19 
responses that were returned by e-mail or completed on-line. For those that were returned 
by e-mail, the results were uploaded into the centralized on-line survey database. Therefore, 
all results are viewable by each individual’s survey or can be cross-referenced by question to 
achieve an overview of responses to each individual question. 
Analysis 
BDA Global synthesized collected data and examined FRAME structural and operational 
characteristics to develop options for potential improvement. Based on the results and feedback 
from the face-to-face and telephone interviews, focus group sessions, on-line research and survey 
results, a comprehensive set of findings and recommendations were developed. 
2.3 Methodology 
Using a collaborative approach, BDA Global designed a consulting strategy to encourage 
FRAME stakeholder participation and obtain broad feedback in developing findings and 
recommendations. BDA Global’s goal was to work with FRAME personnel to develop 
solutions that effectively identify opportunities for program improvement and to the extent 
practicable create roadmaps to facilitate the implementation of adopted recommendations. 
BDA Global worked closely with appropriate personnel and management related to 
FRAME operations to ensure maximization of results. 
To be successful BDA Global employed an 8-step assessment approach tailored to meet 
FRAME’s needs, including Project Initiation, Program Structural Analysis Facilitation, 
Program Operational Assessment Facilitation, Preliminary Half-Day Focus Group Session, 
Draft Assessment Report on Findings and Recommendations Development, Subsequent 
Focus Group Session Facilitation for presenting Findings and Recommendations, 
Finalization of Assessment Report on Findings and Recommendations and Updates. 
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SECTION 3: PROGRAM 
ACHIEVEMENTS 
This section outlines FRAME’S program achievements as identified through 
dialogue with FRAME management and outside consultants previously and 
currently engaged with the program. 
he importance of documenting some of FRAME’s program achievements became 
apparent after speaking with FRAME and USAID management so that those outside of 
the FRAME team would better understand the contributions the program has made and 
in addition support our recommendation for its continuation. The following are a list of 
key FRAME achievements in recent years, as summarized by the CTO, Mike McGahuey, based 
on FRAME reports and other sources of information: 
• There were multiple participants in the three-day Gender and NRM discussion forum that was 
hosted on the FRAME website in November and December 2005. In addition, the discussion 
postings were viewed by many more visitors to the site. Gender and NRM discussion participants 
came from Asia (Nepal/India), Africa (Cameroon), the America's (US, Jamaica), and Europe 
(UK/Netherlands) and represented non-profit organizations, private sector, and academia. At the 
end of the three-day forum, participants expressed an interest in a continued dialogue. Similar 
discussions were held on Local NRM Conventions, the crisis in Niger, and governance (CAPRi, 
sponsored by IFPRI). In each case, people who shared common interests and passions were able to 
interact with each other as they would not otherwise have been able to do. 
• Increasing peoples' awareness of the impact of NRM in poverty reduction, economic growth, 
empowerment, and degradation reduction. A major challenge is helping people discover the impacts 
of NRM. This was particularly the case amongst the Secretariat of the UN's Convention to 
Combat Desertification (UNCCD) where the discourse focused on funding issues rather than 
working together to scale up the considerable impacts that had been produced by past investments. 
To help reverse this harmful trend, FRAME and CILSS set out to conduct NRM Impact 
Assessments to identify and publicize impacts and capture lessons that could be used to scale up the 
impacts. FRAME conducted pilot assessments in two countries and was joined by two other 
donors, each of whom contributed. The preliminary results were presented and discussed at two 
conventions. These studies have helped change the discourse about NRM both in the West African 
subregion and amongst the delegates at the UNCCD. Another result of the Impact Assessments 
created an interest amongst the international media, usually an entity that gives much press to 
Africa's disasters. It appears that BBC will be filming the findings of the Niger study to compare 
the successes with the steady diet of negative news that has been coming out of West Africa. 
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• FRAME's Impact Assessment approach, as discussed above, is different from most other 
assessment tool used by AID. Many impacts and lessons of most NRM programs are produced 
after the end-of-project and are not discovered or used by AID. This failure by AID to bring to 
light impacts from past investments not only cripples the Agency in telling the taxpayer what its 
investments have achieved, but also from capitalizing on the lessons produced by the programs in 
order to scale up impacts. FRAME's Impact Assessment is one of few tools that identifies 
impacts-including unexpected impacts-after programs are over. In addition to being used by CILSS 
and other partners in the context of the UNCCD, USAID Missions in Madagascar, Namibia, 
Tanzania, Senegal, and Uganda have used them to design programs and strategies. 
• The Nature, Wealth and Power Framework was first presented and discussed as a formal concept 
at a FRAME Contact Group workshop. FRAME was a major supporter of its subsequent 
development and roll-out to the NRM community. And, as noted above, FRAME supports its 
operationalizing each time it uses the NWP Framework in conducting and discussing the findings of 
NRM Impact Assessments and the Value Chain Assessments. 
• Natural products harvested from the land are a major source of income to the rural poor but are 
often neglected by countries in their national growth strategies. This neglect reduces opportunities for 
the rural poor to fully benefit from a multitude of changes that could be made to increase the benefits 
they accrue from these natural products. Over the last six months, FRAME has supported value￾chain analyses and workshops in Senegal, Philippines, Nepal, and Guatemala. A team is 
scheduled to go to Madagascar in 2006 and two other countries, Ecuador, and Paraguay, have 
requested assessments. In addition, AMAP, a microenterprise project funded by the 
Microenterprise Office, has joined FRAME to co-fund future assessments. Among other results, 
these assessments and workshops bring together members of the value chain that typically do not 
interact, and in some cases have never interacted. These fora have led to discussions that otherwise 
would never have taken place. 
• The FRAME website offers a unique package of information and services. People who use the site 
can find information by topic, region, and activity (e.g., FRAME discussions). FRAME provides 
“democratized" knowledge management by permitting members of the NRM community to be 
active, rather than passive, participants in growing the knowledge base. In addition, the Simplify 
platform allows other partners to host pages from anywhere in the world. Amongst those having 
active sites are the International Programs of the US Forest Service and a consortium of 
Conservation NGOs that host a biodiversity site. 
• As noted above, FRAME has actively supported local consultants and NGOs in using the NRM 
Impact Assessment Approach to identify and make sense of impacts from past NRM investments. 
Currently, FRAME is working with IUCN to support consultants in southern Africa to take 
stock of Community-Based Natural Resources Management (CBNRM) programs. The concern 
amongst many is that the positive impacts on biodiversity, rural revenues, and empowerment of rural 
populations are in danger of being diminished as governments in the subregion start to pull back 
resource management rights that they had given over the last 15 years. The Impact Assessments will 
allow local consultants to look at the relationships between the transfer of these rights and the 
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increases in biodiversity and revenues. In Mali, FRAME supported GDRN5, a local NGO, to 
assess impacts from several NRM investments. In addition to presenting these findings at several 
fora, including a subregional meeting, GDRN5 used them in at least two national-level policy fora. 
Furthermore, the following achievements were cited in the mini-assessment led by Tom Fox in 
2005: 
Principal Findings of the Mini-Assessment 
It is certainly clear that a number of NRM policymakers and practitioners, including 
USAID officials, have benefited from FRAME. For example:
Contributions to Nature Wealth and Power: NWP got its start from Stocktaking 
Assessments, the NRM Tracker and online database of case studies, and Contact Group 
meetings that included discussions of lessons learned and implications of these analytical 
efforts. As best bets, principles, and recommended actions emerged from these efforts 
and related surveys and focused efforts guided by Jon Anderson and Mike McGahuey, the 
FRAME CG served as a sounding board for the early presentation of NWP ideas and 
drafts of the NWP discussion papers and contributed to the process of validating NWP. 
USAID/Tanzania, USAID/Senegal, USAID/Madagascar, USAID/Uganda used 
stocktaking / Tracker and FRAME Contact Group members / meetings to help with the 
review and rethinking of their program interventions and investment strategies. A number 
of SO teams included FRAME CG members. Given their enhanced relevance to D/G, 
poverty alleviation, conflict management as well as biodiversity conservation and other 
Agency priorities, E/NR program investments have been continued, expanded or renewed 
in a number of missions. 
FRAME has helped NRM practitioners and E/NR program investments become more 
relevant to the agenda of poverty alleviation, and to more effectively integrate activities 
related to enterprise development, income generation, conflict management, improved 
governance, gender, HIV/AIDS and a host of related strategic concerns and issues. 
FRAME has helped to nurture more ownership of emerging opportunities among NRM 
practitioners in Africa, and facilitated greater advocacy for more effective E/NR and 
related rural development program investment strategies by decision makers in Africa.
USAID/Madagascar adopted FRAME’s stocktaking approach to help it define its five￾year environment strategy. The mission engaged local partners to ensure that they 
capitalized on tier past experiences in thinking strategically about the future. The 
resulting strategy focuses on the linkages between NRM, governance and economic 
development. 
As another example, FRAME recently supported a local NGO in Mali to examine the 
barriers to the transfer of NRM powers to communities. The study results were then 
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presented at a FRAME-supported workshop for decision makers, ultimately helping to 
influence decisions regarding the decentralization of NRM rights. 
As these examples demonstrate, the capturing of local experiences to allow policy makers 
and practitioners to make more informed decisions is what FRAME is all about.
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SECTION 4: FINDINGS AND 
RECOMMENDATIONS 
This section describes findings and recommendations for FRAME continuity 
and build-out 
4.1 Overarching Program 
n 1999, the FRAME program was created to assist bureau practitioners and decision 
makers in the Natural Resource Management (NRM) community capitalize on the 
knowledge, experience and ideas on NRM and increase communication within the 
NRM community. FRAME was the response to the premise that more effective use 
and promotion of the extensive body of NRM knowledge could reduce the time to illustrate 
effective technologies and systems in the NRM world because at the time it was felt that 
much of the information was fragmented, less organized and inaccessible to those it would 
benefit. In addition, it responded to the idea at the time that champions of change worked 
in isolation of one another and that linking them would enhance information flow as well as 
help to fortify the determination of change implementers to move forward and support 
information, tools and techniques necessary to promote improved natural resource 
management. 
Throughout the evolution of the program, various components have been woven together 
to create the integral program of FRAME. As FRAME moves from the present into the 
future, it is important that its effective parts of the program maintain and grow while areas 
that have proven to be less than effective be transformed and transmuted into more 
productive components. These components should aim to improve the program going 
forward and grow FRAME into a more active, interactive and participatory framework that 
offers easy access to information while contributing to overall policy making. It is through 
examining these findings that recommendations to create a more practical program follow. 
NOTE: Recommendations were developed iteratively with the input of multiple 
FRAME stakeholders and shared through meetings and focus groups. We are 
pleased to acknowledge that some of the recommendations indicated within are 
currently being adopted and implemented.
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To strengthen the overarching program and its more specific components, 
recommendations follow: 
4.1.1 Overarching Program Findings 
1. It has been noted that the FRAME website is regarded as a helpful tool for 
accessing information in the NRM community and environmental policy. It is 
commonly agreed that it can better maximize its opportunity to situate itself as a 
go-to resource within the NRM community. 
2. Originally FRAME was developed as a tool for USAID’s missions in the field. 
As FRAME’s program further expands and diversifies, there is discussion as to 
whether it would remain a USAID fully-funded program. Survey and focus 
group session results indicate that there is a desire to explore and determine 
alternative ways for FRAME to be able to evolve and become self-sustaining. 
3. Human and financial resource limitations have been identified as reasons for 
program constraints, minimizing the opportunity for FRAME to grow optimally. 
Resources need to be used more strategically to achieve desired growth. 
4. FRAME provides a large body of data. To achieve its mission and goals, 
FRAME would benefit from ameliorating its knowledge mining and 
management. 
5. It is not evident who the primary and target end-users of FRAME are. 
6. FRAME does not always measure impacts. 
7. There is a desire to see broader geographic coverage that increasingly extends 
beyond Africa. 
8. There is a desire to increase coordination and linkages with USAID programs 
and staff as well as coordination and collaboration with mission programs. 
There is a desire to focus on USAID presence countries. 
9. There is a need to increase the synthesis of FRAME information. 
4.1.2 Overarching Recommendations 
The overarching program can be divided into multiple umbrella areas or building blocks that 
set the stage for a strategically viable organization. The program’s mission provides the basis 
for its operations and there are several driver functions (Strategic Planning, Branding, 
Marketing and Program Execution) that should be performed to maximize the program’s 
opportunity for success. The following diagram illustrates how these key functions are 
directly linked to the FRAME mission and vision, and the subsequent narrative provides 
explanations of how/why these processes are critical. 
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Exhibit 1 
Organizational Building Blocks 
Within each of these umbrella areas, there are a number of actions that would be effective in 
meeting FRAME’s business objectives. It is recommended that FRAME perform the 
following steps: 
Organizational Mission and Vision 
There are major positive outcomes that can be linked to having an effective mission and 
vision statement. It creates a directive goal towards which an organization or entity aspires. 
In addition, it creates a goal around which the entity’s offerings and activities can be 
strategically oriented. To effectively create a cohesive and coherent direction, it is 
recommended that FRAME create a formal mission statement and vision statement. 
1. Create Mission Statement: During the course of the assessment, it was 
determined that no formal mission statement existed for FRAME and that in 
order to centralize the focus of the program both internally as well as 
externally, it is important to develop one. It is critical that FRAME develop 
a targeted mission statement that captures its overarching purpose, the 
breadth of its operations, and the scope of its reach. Through the 
assessment, it was discovered that FRAME can better seize the opportunity 
to further nurture the creation of community and position itself as a leading 
resource to the NRM industry. This can be conveyed in the mission and 
vision statement.
To foster discussion at the first focus group held in October 2005, a mission 
statement was developed: 
To foster discussion on emerging trends in environmental and natural resource 
management across disciplinary and geographic boundaries; and provide timely and 
relevant information on innovations and strategic options to address these issues. 
Industr
Briefing y
s
-
Pr
e
-bi
Conference d 
s
Pilo
Alternati t v
e Mode
FRAME MISSION 
& VISION 
Strategic 
Planning 
Program Execution
Branding 
Marketing
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During the session, the group decided the mission statement should include the 
recipient, reason, timing, method and impact of the provision of information as 
well as the concepts of effectuating change, empowering and communicating. 
To foster discussion for the second focus group held in February 2006, a second 
mission statement was developed: 
To serve as the premiere Natural Resource Management (NRM) resource for practitioners, 
the public sector, and private sector stakeholders, using technological tools, analytic techniques, 
and facilitation to gather and share information on current NRM issues, emerging trends, and 
strategic options, across disciplinary and geographic boundaries. 
FRAME should consider adopting the above mission statement or developing 
a mission statement that captures its core basis for operating and its 
overarching priorities. 
2. Develop Vision Statement: FRAME should adopt a formal Vision Statement that 
highlights the direction of the program. A suggested vision statement follows: 
To be recognized as the preeminent information hub within the NRM community, known for 
efficiently and effectively aggregating, synergizing, and disseminating NRM data to 
practitioners, the public sector, nonprofits, and private sector stakeholders. 
As a result of the focus group session held in February 2006, the following should be 
considered in developing the vision statement: 
• The vision statement should be written in the present tense. 
• Answer the question “empowering people to do what?” Is it better informed 
decision or investment making? 
• Does USAID want to pursue this type of service? If so, how more effectively? 
• Virtual and face-to-face meetings sets environment for otherwise unlikely 
meetings to happen and include agents in discussions to fuel empowerment and 
impact change. 
Strategic Planning 
A strategic plan can drive an entity’s long-term plan and help it to ascertain the direction in 
which it wants to go. The following diagram highlights the key steps in effective strategic 
planning: 
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Exhibit 2 
Strategic Planning Components 
3. Following the actions highlighted in Exhibit 2 above, FRAME program 
personnel should develop and implement a strategic approach, tying the mission 
and vision to operational goals and objectives. While the remainder of the 
contract with present management is 1.5 years, FRAME should undertake the 
development of long-term strategic plan, capturing its mission statement and 
vision for the future. 
4. In defining goals, objectives, and strategies, ensure that performance measures are 
outcome or results focused and not output focused. In meeting with 
management and at the focus group sessions, challenges were voiced over having 
to focus on results for the sake of statistics at various integrals in the program 
versus results based on quality of productivity. Implement benchmarks that 
measure for quality and outcomes rather than current measures such as “charge 
time” and “level of effort.” 
5. Through discussions, focus group sessions, and surveys, different programs were 
mentioned as being alternative information sources offering similar information 
to that available through the FRAME website. These sources include INFO 
RECOFT, GDN, CAPRI program (CGIAR), Conservation International, 
Critical Ecosystem Partnership Fund, IUCN, UNEP, FAO, CBNRM NET, and 
IIED. Consider benchmarking FRAME against these other programs and 
implementing some of the more favorable communication tools utilized by them. 
Program Execution 
It is important to develop and maintain standard guidelines and procedures and a systematic 
approach to anything FRAME undertakes. 
Effective 
Strategic 
Planning 
Identify 
Stakeholder 
Needs
Develop and 
Implement 
Strategies 
Measure 
Performance 
and Refine 
Approach 
Analyze
Operational 
Options 
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6. Develop standardized tools and techniques for field studies (stocktaking). 
Document approaches that can be used for various types of analytic activities, 
and guidance to ensure consistency across studies. It seems that recently 
FRAME has increased its focus on stocktaking activities. Going forward, 
stocktaking is becoming a tool for which it is recommended to have a systematic 
approach that can be applied across the board to other stocktaking activities, 
especially as FRAME expands globally and standard approaches will be 
important worldwide. 
7. Create and employ a set of standards in how to request FRAME services whether 
it is requesting a particular stocktaking study or requesting a FRAME Fellow. 
Centralize a list of standard approaches and create a link on FRAME’s homepage 
so that the information is easily accessible to the end-user. 
8. With an eye toward making FRAME self-sustaining, consider potential revenue￾driving activities that could be evolved through building FRAME’s membership 
and leveraging communication tools to attract advertisers and sponsors. 
Members of the FRAME NRM community and other corporate entities could be 
engaged to provide financial support for the program. Furthermore, FRAME 
could be evolved into a government sponsored non-profit organization that will 
have more flexibility to pursue innovative revenue raising strategies. 
Branding
As FRAME seeks to establish itself as a go-to NRM information source, FRAME needs to re￾brand itself. A brand enables an entity to create a positive image that differentiates itself from 
rivals offering similar products and services. A brand becomes a conduit of conveying an entity’s 
image and creating the perception held by the end-user. It is a communication of an entity’s 
values and traits, preferably ones shared by the end-user. Branding enables an entity to strengthen 
relationships with the end-user by cultivating repeat business. It also offers the environment 
where, once established, additional services can be launched. A brand appeals to the emotional 
side of an end-user, where brand loyalty drives them back because they are satisfied with the prior 
experience. 
9. In the focus group sessions, it was determined that the prime audience would 
include NRM community entities, practitioners, policymakers, and private and 
public sector stakeholders including USAID. Determine the primary and target 
end-user of the FRAME program. This will help FRAME to determine how to 
brand itself and what products to offer. Also, in knowing who the target 
audience is, FRAME will have the information to better assist it to further 
develop content, meetings, virtual meetings, and on-line discussions catering to 
the selected target audience so that it is an effective service for the customer 
FRAME desires. It will also enable FRAME to know how to better organize 
data and access to information in particular on the website.
10. Develop the FRAME brand including a logo, motto/tag line, and develop plans 
to officially launch FRAME. There was discussion in the first focus group 
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session about possibly changing the name of either the FRAME program or its 
website to avoid confusion by the end-user on the difference between the overall 
program and the website. Determine the names, deciding whether to retain the 
current ones or change them, and have a re-launch of the program under any 
circumstance. Select the image and the logo, choose the colors and “packaging,” 
and ensure consistency is maintained throughout correspondence, reports, digital 
signatures, FRAMEgram headers, FRAME website headers and footers, and 
anywhere else the logo might appear. The relaunch can be done simply through 
using FRAMEgram, the FRAME website, and e-mails to FRAME’s database of 
e-mail addresses as media through which to announce the new product launch. 
Marketing 
Once a brand is agreed upon and executed, it is important that FRAME market it. Components 
to consider include the following: 
11. Develop a roll-out marketing strategy identifying the methods by which FRAME 
intends to get its product and service offering out to the market. 
12. Use media to promote FRAME more effectively. FRAME could mobilize press 
around its success stories in the field. Consider the use of press conferences and 
press releases to highlight major milestones, success stories, program tools, 
natural resource management concerns, emerging opportunities, and to promote 
FRAME resources to local practitioners. These strategies can be used to 
promote and present FRAME in a positive light and drive end-users to use its 
program, thus building a following and influencing its evolution into a go-to 
natural resource management resource. 
13. Consider hosting an exhibit booth at strategically selected trade shows, depending 
on the product and service being offered. For example, if natural products are 
being highlighted, then consider renting a booth at a natural products tradeshow. 
There are several websites that offer information on trade shows in various types 
of industry. The tradeshow booth itself can be styled in the logo and colors of 
FRAME, another opportunity for branding. Pamphlets on FRAME’s products 
and service offerings can be distributed and its website can be highlighted on 
marketing materials and display backdrop. At these tradeshows, industry oriented 
press corps often attend and highlight vendors and trends that arise. FRAME 
could use this opportunity to court the press there as well. This will contribute to 
FRAME’s being perceived as an expert in the field. 
14. Use USAID missions to promote the FRAME program and serve as regional 
points of contact for best practices. Identify contacts within the field missions to 
promote FRAME’s services, information and resource offerings. Incorporating 
these contacts, create FRAME Centers of Excellence within USAID missions to 
help local practitioners identify best practices and identify resources in their NRM 
efforts. Use FRAMEgram and the FRAME website to promote the program. 
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15. Consider developing a “Vendor of the Month Program” where selected vendors 
of natural products are featured on the website and FRAMEgram. In the 
featured story, products, best practices and market approaches can be discussed 
and conveyed to the public. 
16. Use the website to more effectively market FRAME. Include links to the 
FRAME website on the digital signatures of USAID, EGAT and bureau 
environment staff in addition to the Institutional Partners' webpages and digital 
signatures on their e-mail as well as FRAMEgram and any other correspondence 
that is generated by those involved with FRAME. Cross-links could be included 
between the FRAME website and websites of USAID specific publications 
(CDIE, NRIC, etc.), the Small Business Administration (natural products), etc. 
17. Create a database of FRAME field practitioners, such as in natural products, 
wanting to develop an export market. Contact organizations such as the Small 
Business Administration and Department of Commerce who offer services to 
companies wanting to source products and services overseas apprising them of 
FRAME’s resource. Use FRAME as a business development tool for the 
practitioners in the field as well as an asset to these U.S. companies. 
18. Coordinate with Institutional Partners to market FRAME’s program and 
resources to their contacts. In exchange for FRAME’s web-hosting of Partner 
sites, mandate that these partners host a FRAME link on their site. 
4.2 Steering Committee and Contact Group 
he Steering Committee (SC) is comprised of 11 NRM professionals. The Contact 
Group (CG) is comprised of 100+ geographically dispersed NRM experts. Through 
discussions and the focus group sessions, it appears that the original purpose of SC 
and CG was to advise USAID while the current primary goal is to guide FRAME’s 
thematic organization and to animate FRAME activities through working together to foster 
discussion on emerging trends and to provide innovative and strategic leadership. 
4.2.1 Steering Committee Findings 
The following is based on feedback from discussions, focus group sessions and surveys: 
1. There appears to be insufficient face time for SC and CG members. 
2. SC and CG are not being used to advise USAID, as initially intended. 
3. SC is not visibly influencing FRAME’s strategic direction, goals, objectives, or 
activities. 
4. Both the SC and CG appear to be functionally inactive. 
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5. SC and CG should be used to draw attention to emerging opportunities. 
6. Need for more guidance on CG roles, responsibilities, and avenues for 
participation. 
7. Need to make CG more conspicuous on website. 
8. Need for more direct individual communication to engage CG members. 
9. Face-to-face meetings on technical topics integrated with demonstrations and use 
of web resources are essential to advancing interest, participation, and the future 
of FRAME. 
10. Stronger inclination to participate if CG were comprised of smaller, more 
technically focused groups. 
11. Create regional CG cells and link them with existing bodies. 
12. Recently FRAME has not been proactive in engaging the CG. 
4.2.2 Steering Committee Recommendations 
While one option is to reengage the SC and CG in their current formats, building them into a 
more substantive resource for FRAME, it is recommended that FRAME reconfigure SC and CG 
using new strategies to engage members. Recommended actions include the following: 
1. Determine whether there is a real need for a steering committee or senior 
advisory panel. It is recommended that the SC be eliminated. If FRAME 
chooses to keep the SC, then reconfigure it by creating a senior advisory 
panel comprised of SC members and either retain the name “steering 
committee” or re-name it to reflect a re-launch or change. Use the SC for all 
advisory and sounding board functions. Consider rotational SC. 
2. In reconfiguring the CG, rename the “Contact Group” and make it a 
comprehensive database of experts, practitioners and anyone who has signed 
up for membership on the site or signed up to receive FRAMEgram. Have a 
membership drive. It does not have to be costly. Should some people have 
signed up for FRAMEgram but not signed up to be a member, send them an 
e-mail saying “FRAME sees they receive FRAMEgram, would they like to 
join FRAME’s program for access to helpful information and opportunities 
for participating in the NRM community?” Target key relevant NRM policy 
decision makers and send them an invitation to join; this will give them 
ownership in an organization as well as market FRAME as a tool for them to 
use. The database will serve as a directory of key contacts listing each 
individual member’s vocation, foreign language capabilities, area of expertise, 
area of interest, region, membership affiliation, and authored publications. 
Include a question at membership sign-up asking if they would be interested 
in serving on a committee around thematic ideas in the future? Make this 
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database FRAME’s central repository including for experts. If there is a 
question of privacy in publishing this list, make the list available to FRAME 
on the back-end and members can contact FRAME to locate experts in a 
particular area. FRAME can serve as the middle man. In the sign-up ask 
“Would you like your contact information and background to be made 
available to…?” Even if they say ‘no’ in the sign-up, FRAME can contact 
them directly to ascertain their level of interest in serving in a specific issue. 
3. Use the CG database as the primary resource for Communities of Practice 
(CoP) expertise and for selecting committee participants. (For more 
information on this, please see Communities of Practice section below). 
4. Develop Standard Operating Procedures for CG activities. Processes should 
outline requirements to join, operating protocol, and link standard actions 
with CG goals and objectives, and define support mechanisms available to 
CG members. Post these processes on FRAME’s website and in 
FRAMEgram in a section that appears in every monthly issue. 
5. It appears that face-to-face meetings have been very helpful. Host regional 
face-to-face NRM events at strategic points, based on geographic spread of 
CG members. Using the CG database, FRAME can identify the geographic 
location of its members. If FRAME does not want to incur the costs 
associated with hosting regional face-to-face meetings then an option would 
be to engage CG individuals based on their geographic location, and possibly 
initiate meetings hosted by the CG members themselves. 
6. Solicit CG regarding specific tasks. Request written reviews of policy 
analyses, documented experiences, etc. Use findings as themes around which 
to orient on-line discussions or create committees under CoP for further 
research. Supply information to key decision makers. 
7. Develop a “Resource Request and Referral” capability. Enable CG members 
to tap into the resources of FRAME and request a resource in the field (e.g. a 
practitioner may need assistance on how to grow a certain variation of crop). 
Establish a process by which resources can be requested. Apprise relevant 
policymakers of FRAME’s resources and market FRAME’s information to 
them offering them background information or field studies information as 
part of a service-offering FRAME can provide. 
8. Once the brand of FRAME has been determined, identify and engage a 
public figure to serve as the FRAME Ambassador. Many not for profits and 
effective social and environmental causes join forces with a noted 
spokesperson who shares a common viewpoint that espouses the mission, 
values and vision of the particular program. In FRAME’s case, choosing 
someone who is proactively aligned with the natural resource community is 
suggested. It could be someone prominent in the business community or 
entertainment world that shares similar values looking to cross-market with a 
cause. 
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4.3 Communities of Practice (CoP) 
ommunities of Practice (CoP) are groups of NRM professionals with a shared interest 
working together to share knowledge and expertise. During the time of the assessment, 
CoP was comprised of Conservation in Governance, Contact Group, Local 
Conventions, FRAME Fellows, Gender and Sustainable NRM, TAVY Group, Land 
Tenure for Dryland Development E-conference, Natural Products and Nature Wealth and 
Power.
4.3.1 CoP Findings 
From discussions, focus group sessions, reading material, survey results and research on 
FRAME’s website, the following findings were made: 
1. Although CoP was created by FRAME to weave together groups of individuals 
with common interests in the NRM community, the CoP community currently is 
an informal group that does not appear to be actively engaged in FRAME. 
2. There is an opportunity for more effective communication between CoP 
members and the NRM community. 
3. There is an opportunity to better engage CoP members on what is working well 
and what can be improved. 
4. The CoP section of the FRAME website is helpful both for uploading 
documents and referencing.
5. The CoP e-conference facilitates effective sharing of ideas. 
6. The CoP provides an effective forum for networking.
7. There is a need for more proactive engagement of CoP. 
8. There is a desire to broaden CoP circle, to include non-NRM community 
members (e.g. journalists, community leaders, etc.). 
4.3.2 CoP Recommendations 
It appears that the CoP is a loosely woven group created by FRAME and centralized around 
themes around which documents and information are offered. CoP has the potential to be an 
effective tool of FRAME. The following is recommended: 
1. Change the name of “Communities of Practice” to reflect a new service offering 
bearing in mind a name that will reflect the nature of the service. 
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2. Build an active CoP that is tasked with serving as a knowledge sharing resource 
for the NRM community. To do this, establish a membership program inviting 
relevant members from the CG to join specific communities. Select a champion 
for each community. This ownership will encourage more proactive 
participation. Develop and nurture institutional partners for knowledge mining, 
broadcasting issues, and participation in the CoP community. Develop cross￾functional committees with various skill sets represented. 
3. Formalize the CoP structure, including a membership program to increase the 
engagement and ownership of members. Attributes of the program include: 
a. Formal Membership Program – Membership can be formed on 
voluntary and invitation basis. In order to join a CoP, the individual 
must join FRAME. Part of the sign-up procedure for membership on the 
website would include the option to serve as a member of an advisory 
group. Engage existing CoP in the conservation community as a 
springboard for more organized CoP. Drive membership through 
marketing CoP in FRAMEgram and on FRAME’s website and send an 
e-mail to relevant e-mail addresses FRAME has, inviting the recipient to 
join. Consider posting membership information on the Institutional 
Partners’ websites as well as USAID’s relevant internal websites. In 
addition, consider “advertising” membership in the digital signature (e.g. 
Would you like to join FRAME’s CoP, learn more or find out how). 
b. Industry Advisory Group(s) – Establish industry advisory groups 
comprised of members of the CG. In determining the make-up of the 
industry advisory group, use the information from the time of 
membership sign-up to help determine who possesses what expertise or 
membership affiliation. 
c. Facilitated discussions on key issues of concern – As FRAME 
determines what the emerging trends are, where it would like to influence 
policy or issues or cases in which practitioners in the field need the most 
assistance, FRAME can facilitate discussions on these topics. The 
discussions can continue on the FRAME website as it has in the past and 
FRAME can also host or encourage discussions within the particular 
industry advisory groups as well. It is recommended that there be a link 
on the homepage of FRAME’s website publishing the schedule of all 
upcoming on-line discussions as well as offering a button (“Suggest A 
Topic”) where one can suggest a topic around which they would like to 
see an on-line discussion occur. 
d. Standard Operating Procedures – Develop a standard process and 
guidelines on how to create a committee around an issue, join a 
committee, initiate the transfer of information to influence policy 
decision makers, etc. For example, who decides when to create a 
committee? What are the criteria? What is the time period? Tap into 
ideas at every level from practitioners and USAID field missions to policy 
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makers to USAID home office to the FRAME community. Create a 
systematic approach to introducing these ideas and subsequently forming 
the committees and their protocol for executing. Create a process for 
delivering the results to the practitioner community as well as policy 
making level. 
4. Use FRAME to serve as a conduit between CoP and practitioners. Use CoP as a 
sounding board and resource for NRM issues. Form targeted committees 
comprised of members of the CG as appropriate to study or address specific 
issues. The group can be formed when an issue arises around which FRAME 
wants to generate thought papers, influence policy or assist practitioners on 
particular cases in the field. A committee can be comprised of anywhere from a 
local group of people to internationally geographically dispersed individuals for a 
broader community. USAID field missions could contact FRAME to request 
assistance on particular cases in the field, and the group can be standing and/or 
arranged on a case-by-case basis. It could also be a resource into which the 
USAID home office taps as well to gather research regarding policy or subject 
matter for which it requires background. These committees can become 
champions of causes in the policy area as well. Consider including USAID field 
mission contacts, institutional partners, policy makers, and other members of the 
NRM community as members of the committee. A committee can be formed by 
FRAME or anyone wanting to initiate. Ask preliminary questions such as “For 
how long do you think the committee will stay together? Who will use it? Who 
are the champions? Who are the community leaders?” The committee can be a 
vehicle for research and discussions whose findings and results get back to the 
local practitioner level in the field as well as are conveyed to policy making 
decision makers at more of a macro level. Perhaps a required result that comes 
out of each committee could be a thought paper on the particular issue. The 
champion of the committee could be tasked with ensuring the paper is written, 
sent to FRAME and then passed along to the appropriate policy making level 
body. In addition, any “best practices” findings could be passed along to the 
practitioner level and anyone else who might benefit. This service tool can be 
highlighted in FRAMEgram and the FRAME website as well as in e-mail about 
FRAME’s relaunch and its program offerings. 
4.4 Institutional Partners (IPs) 
nstitutional partnerships are partnerships with key institutions across Africa to identify 
and address cutting edge themes based on the preoccupations and priorities of the field 
NRM practitioners. These partnerships attempt to help strengthen CoP and build 
relationships while facilitating debate around cutting edge issues. As FRAME program 
expands globally, they will most probably include key institutional partnerships with 
institutions around the world. FRAME provides IPs with web hosting services and 
facilitates internships/apprenticeships for FRAME fellows to work with these partners. 
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4.4.1 IP Findings 
1. The Institutional Partner (IP) program appears to be working well and feedback 
provided suggests that IPs receiving web hosting services from FRAME are 
engaged and happy with FRAME’s services. 
2. There are no clear requirements from IPs in exchange for FRAME services, 
including that of hosting IPs websites. 
3. Program has been successful at providing web-presence for partners who could 
not otherwise afford it. 
4. Program has been successful at building capacity to use the Internet for 
development purposes. 
5. Program has facilitated the development of relationships, organization of debates, 
and development of joint programs. 
6. It appears that the documents and links provided to IPs are easy to access and 
use. Some users have been deterred from using the site by having to sign-in. 
7. It appears that IP page is not updated on website. 
8. It seems that the main focus of the IP program is to offer webhosting services 
while the other elements such as offering FRAME Fellows to the IPs and other 
programmatic offerings are not as promoted. 
4.4.2 IP Recommendations 
While a major part of the IP program is offering web hosting services to the IPs, it seems that 
there are other programmatic aspects that are either underdeveloped or under marketed. 
Consider incorporating value-added components into the IP program for the benefit of partners 
and of FRAME. It is recommended that the following elements be incorporated: 
1. Develop standard requirements and protocol for IPs. 
2. Develop and market the entire IP program, disseminating information on the 
entire program including webhosting and FRAME Fellows, as well as the other 
service offerings. 
3. Require individuals of IPs to register as members of FRAME, thereby making 
them a part of the CG database. 
4. Require IPs to have representation serving on committees as part of the CoP and 
act as advisors as needed to practitioners in the field in a related subject matter as 
determined by FRAME. 
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5. For those IPs receiving webhosting services, require them to submit a certain 
number of documents per month to FRAME for loading on to the FRAME 
website and incorporating into the FRAME library of documents. Require them 
to update their webpages every two months at minimum. 
6. Market FRAME’s program and tools to IP contacts. Look to each IP to provide 
contacts that could be integrated into the FRAME network. Work with IPs to 
more effectively market FRAMEgram and other FRAME products and services 
directly to the contacts of each IP. 
a. In exchange for webhosting and other privileges, the IP should be 
required to include links to FRAME on their websites and include a 
“FRAME Partner” link to FRAME in their e-mail signatures. 
b. Mandate that the IPs send the monthly issue of FRAMEgram to their 
contacts whether through the on-line link and/or as a PDF file 
attachment. 
7. Host an annual feedback session with the IPs to learn what has been effective in 
their institutional capacity building. This will also provide information that can be 
used to show the effectiveness of the FRAME program as it seeks to grow and 
secure alternative sources of funding. 
4.5 FRAME Fellows 
RAME Fellows are local NRM graduate students who support the efforts of Institutional 
Partners. The Fellows Program allows students to gain practical experience, assisting 
Institutional Partners, supporting the work of FRAME and supporting Stocktaking 
activities. 
4.5.1 FRAME Fellows Findings 
1. The FRAME Fellows program has the potential to effectively engage all FRAME 
stakeholders by providing resources to hosts, opportunities for growth and 
development to future members of the NRM community as well as potential 
resources to USAID missions. The program has the potential to build capacity 
and nurture future expertise. 
2. The FRAME Fellows program is underutilized and has not been expanded to 
include a significant number of students/future practitioners. Information on 
program is not readily available to potential fellowship candidates. 
3. Information on the FRAME Fellows program is not readily available to members 
and potential hosts. Program could be better publicized and marketed. 
4. There is a need to better identify specific NRM issues and potential FRAME 
Fellow hosts. 
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4.5.2 FRAME Fellows Recommendations 
While there has been much discussion about whether or not to continue this component, there 
are numerous compelling reasons for it to be continued. First and foremost, the FRAME 
Fellows program can help cultivate the NRM community of the future through offering these 
students opportunities to gain practical knowledge. It is recommended that the following be 
done: 
1. Use the FRAME Fellows program to more effectively engage and nurture future 
members of the NRM community. Take steps to further formalize and grow the 
program. Market the results as contributing to the practical experience and 
knowledge base of the international NRM community. Benevolence warrants 
good press. Convey it as a result to the press. 
2. Survey IP and member organizations in the new contact group to identify 
internship and trade apprenticeship opportunities for Fellows. Use website as a 
cost effective tool to publish Fellowship opportunities and bring potential 
Fellows and IPs together. Consider asking IPs to fund these efforts. 
3. It is understood that with particular IPs, the option of whether to host a FRAME 
Fellow stands. Facilitate the effective matching of hosts’ needs with fellowship 
candidates’ vocational interests and skill sets. 
4. Develop outreach program with educational institutions to identify potential 
Fellowship candidates. Simultaneously market FRAME’s services to the 
educational institution apprising them of the resource that FRAME offers for 
case study and best practice research and policy making. 
5. Develop formal marketing plan to publicize and promote the program. 
6. Once the FRAME Fellows program is complete, facilitate the Fellow’s transition 
to full time employment, as practicable, also considering referral to the local 
USAID field mission, where appropriate. 
4.6 Stocktaking 
hese are field and desk studies of NRM initiatives that examine the biophysical and 
socioeconomic impacts of changes beginning with the impacts and working backwards. 
4.6.1 Stocktaking Findings
1. A significant amount of FRAME’s resources have been focused upon 
stocktaking activities. 
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2. It appears that stocktaking activities are at times undertaken without a clear 
rationale. 
3. There is a need to develop a standardized performance measurement approach 
for stocktaking activities to ensure that outcomes and results are effectively 
captured. 
4. Stocktaking results are not clearly used to effect change around the studied issue. 
5. There is no apparent centralized archive of historical stocktaking studies. 
6. There is a feeling that stocktaking studies are helpful to practitioners. It provides 
outcomes and technologies, tools, interventions, and conditions that were 
responsible for results applicable to similar situations. 
7. There is a feeling that there is an opportunity to have greater impact on NRM 
policy through integrating participatory action research in studies and exercises, 
analyzing overlaps and contradictions in existing NRM policies, and supporting 
policy forums. 
8. These activities provide an increased understanding of what works and what does 
not in the field. 
9. The website does not include the most current stocktaking activities. 
4.6.2 Stocktaking Recommendations 
These stocktaking exercises have been beneficial and had positive outcomes for practitioners on a 
practical level as well as on a policy level. For example, in the study on local conventions 
(conventions are agreements between communities and local government that provide the 
context for the management of NRM) in Mali, FRAME’s funded research and workshops as well 
as resulting lessons and report coincided with the FAO-funded draft legislation over transfer of 
power over NRM to local government. It was FRAME’s report that influenced this policy. 
It is recommended that FRAME continue with these studies and become more formalized in the 
approach and results, per the outlined points below: 
1. Rename “Stocktaking.” A suggestion is “NRM Field Studies” or “NRM Field 
Case Studies.” Re-launch this tool introducing it to all e-mail contacts in the CG 
as well as policy makers and USAID missions. This will enable FRAME to 
explain this tool and the benefits. 
2. Consider refining stocktaking approach by: 
• Taking a systematic approach to determining what studies to perform. 
• Developing standardized stocktaking methodology. 
• Formalizing performance measurement and reporting. 
• Using priorities and lessons learned to identify emerging opportunities. 
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• Developing standards for reporting results and disseminating to stakeholders. 
3. Create a standard process to determine what studies to perform. Conduct 
periodic survey of CG members, IPs, local practitioners, and USAID missions to 
identify desired field studies, develop priorities, and developing rolling study 
schedule. In addition, host a button on FRAME’s website to enable users to 
suggest a study (“Suggest a Study”). Have an on-line discussion about it. Create 
the online discussions around emerging trends. Have a form to complete with 
information about suggested topic, suggested locale, champion of cause, reason 
why study is needed, etc. 
4. Develop standardized approach for defining stocktaking performance indicators 
and incorporating outcomes. 
5. Add an index page to the website that lists and links all field case studies to enable 
easy and immediate access, effectively creating a library of field case studies. 
Enable search by theme, category or activity. 
6. In gathering data during the study, best and ineffective practices will emerge. 
Formalize them in a report. Post the report in the centralized library of case 
studies and findings. Submit these findings to USAID missions, practitioners, 
and policy makers to effect policy. Highlight how well these studies have 
supported biodiversity, etc. Convey what works well and what does not. 
7. Use the study survey data to help identify emerging trends around which to create 
more on-line discussions and possible CoPs. 
4.7 FRAMEgram 
RAMEgram is a monthly newsletter about the NRM community and issues. Since the 
inception of the study, due to new software, it is now a web-enabled newsletter posted for 
the benefit of NRM experts and practitioners. Initially it was a file attachment posted on 
the website and e-mailed to recipients. Newly formatted issues began in January 2006 
with three issues since its inception including January, February/March, and April/May. 
4.7.1 FRAMEgram Findings 
The below findings are a result of research, meetings, focus group discussions and survey results: 
1. FRAMEgram is not distributed to everyone in the FRAME community for 
which e-mail addresses exist. 
2. FRAMEgram readership base is not profiled and analyzed to target future 
articles. 
3. Patterns not tracked to determine readership growth and potential expansion.
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4. The publication is sent consistently and in a timely manner. 
5. The publications are easy to access. 
6. The publication might target more NRM issues pertinent to Southern Africa. 
7. More comprehensive analysis would be desirable. 
8. It would be desirable for readers to be able to contact the authors of articles. 
9. USAID staff could be added to FRAMEgram mailing list. 
10. The most updated statistics for FRAMEgram include the following (as gathered 
from the Knowledge Systems Coordinator at IRG): 
a. Using a new FRAMEgram format, implemented in the January 2006 
issue, FRAMEgram is sent out in an e-mail with links back to the website 
where the issue is posted. For the April/May 2006 issue, FRAMEgram’s 
subscription for its English version was 1,165 subscribers, 
FRAMEgram’s subscription for its French version was 1,071 subscribers 
and FRAMEgram’s subscription for its Spanish version was 4 
subscribers. It was noted that the group of people who are sent the 
English version also receive the French version and have a choice to view 
both versions or opt out of either. In addition, the Spanish group is new 
and will be offered to FRAME’s contacts in Latin America through the 
FRAME natural product studies. For the April/May 2006 issue, for the 
English version recipients, 25.4% opened their e-mail and 20.3% clicked 
through to the website. For the French version, 14.8% opened the e￾mail and 8.9% clicked through to the website. According to FRAME 
Knowledge Systems Coordinator at IRG, the percentage that actually 
clicked through was above average for this type of publication. 
b. Originating from FRAME’s website itself, the number of times the 
English `version of the FRAMEgram newsletter has been viewed using 
the website as the point of access was 577 times for the January 2006 
issue, 389 times for the February/March 2006 issue, and 247 times for 
the April/May 2006 issue. Please note this does not include unique 
visitors but rather the total amount of time upon which the newsletter 
was visited. 
4.7.2 FRAMEgram Recommendations 
1. Make FRAMEgram available in the new web-based format as well as a 
downloadable file format for those with limited Internet access. Have the 
downloadable file available on the FRAME website as well as e-mail it out to the 
entire CG database of members for whom e-mail is available. 
2. Take proactive steps to increase readership: 
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a. Send FRAMEgram to USAID missions worldwide where NRM is a 
relevant concern. 
b. Invite USAID staff to subscribe to FRAMEgram. 
c. Although it currently is not, FRAMEgram should be sent to everyone in 
the FRAME community. Readers should be offered the option to 
unsubscribe. 
d. Add the option to receive FRAMEgram to the membership registration 
process. By signing up as members, individuals are already expressing 
interest in becoming engaged in the FRAME community and accessing 
FRAME’s resources. Capitalize on it. 
e. Target additional readership by requesting that IPs forward FRAMEgram 
to their constituents and host a link to the FRAMEgram portal on their 
websites (possibly a prerequisite for partnership?) and in digital e-mail 
signatures. 
3. Analyze readership patterns to determine the characteristics of the reader 
audience and thereby target articles for future issues. Determine whether 
FRAMEgram technology includes capability for FRAME personnel to track 
reader patterns. 
4. Periodically survey CG members for potential topics and articles. With global 
roll-out, consider having geographic-oriented articles or articles on common 
themes found throughout all targeted geographic areas. In FRAMEgram, ask for 
future contributors for FRAMEgram articles. Consider asking USAID missions 
dealing with NRM issues in the field for articles around particular topics. 
5. In each issue, consider having a message from the Ambassador of FRAME or 
head of the FRAME program. 
6. Use FRAMEgram to market FRAME. Each month have a standard “corner” 
populated with FRAME contact information, information on FRAME’s tools, 
resources, and libraries of information as well as instructions on how to sign up 
for FRAME’s website program (e.g. “If you like what you see here and you are 
not a member of FRAME’s on-line community where there is even greater access 
to current and popular information on NRM, go to www.frameweb.org to sign 
up”). In the active web-enabled issue, have links to FRAME’s website, on-library 
library, etc. (Note: Be sure to enable it where one can easily electronically return 
to FRAMEgram rather than be forced to stay in the new clickthrough locale.) 
7. With the stated goal of FRAME becoming self-sustaining in the future, consider 
the potential FRAMEgram offers to become a future revenue source through 
advertising. Track reader demographics with the goal of incorporating 
advertising in the future. 
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4.8 FRAME Website 
he FRAME website (www.frameweb.org) is a web portal that is used to share 
information with FRAME members and participants. It serves as a data repository and a 
vehicle for ongoing communication. 
4.8.1 Website Findings 
Overall FRAME’s website is an extremely useful tool offering information to the 
NRM community as well as an effective communications vehicle for on-line 
discussions and information on entire FRAME program. From the start of the 
engagement to date, several statistics showing user patterns have been gathered on 
the FRAME website. The comparative statistics for the FRAME website between 
September 2005 and April 2006 are as follows: 
FRAME Website Statistic Category September 
2005 
April 
2006 
New Website Accounts (Individuals with 
user names and passwords) 
24 145 
Portal account logins 411 326 
New “Topics” added to the website 
(Topics are pages with content, such as 
regional and country pages, thematic pages, 
partner pages, and any pages in those 
sections.) 
39 152 
New “Knowledge Objects” (Include 
documents, website links, events, and other 
types of information added to the site) 
273 349 
New Discussions started this month 5 4 
Total number of website accounts 795 1,125 
Total number of “Topics” 1,429 1,707 
Total number of “Knowledge Objects” 6,617 9,792 
Total number of documents 1,947 2,737 
Total number of web links 2,040 1,889 
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Total numbers of “Communities of 
Practice” (Dedicated workspaces for 
communities to share information) 
12 23 
Total number of hits 153,112 570,010 
Total visits (Visits by separate users – one 
visit can result in multiple “hits”) 
15,546 3,268 
From focus group discussions, on-line research, meeting discussions and survey results, the 
following findings were made: 
1. The website includes useful data. 
2. “FRAME” is used synonymously to refer to the overarching program and 
website which, some think, lends to confusion. 
3. The website is not easily found from major web search engines. 
4. The website could be made more user-friendly. User training would be useful. 
5. It is difficult to find contacts and contact information on the site. Users would 
like direct access to authors of FRAME documents. 
6. Slow load time for web pages. 
7. Inconsistency in links on horizontal and vertical navigation bars. 
8. Some links on the website are inactive. 
9. It is not clear what the benefits are to FRAME membership.
10. The member sign-in process deters users. 
11. Documents are sometimes difficult to find. 
12. Links could be included from FRAME website to USAID specific publications. 
(CDIE, NRIC etc.). 
13. FRAME website links could be included on EGAT and other Bureau websites. 
Consider adding links to FRAME website to EGAT and bureau environment 
staff email signatures. 
14. FRAME should gather and post publications from members. 
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4.8.2 Website Recommendations 
With an eye toward meeting USAID’s Knowledge for Development goals, consider the use of 
the website as a technological tool that could be implemented toward achieving greater and more 
effective knowledge sharing and management. Specific recommendations include:
1. Consider changing the name to eliminate ambiguity and potential confusion 
between FRAME’s overall program and website. 
2. Take steps to make the site more accessible. Increase the number of meta tags 
for key word search via the Internet browser. This will facilitate higher Internet 
search ranking and increase access and drive traffic to FRAME’s website. 
3. Continue to maintain an on-line membership program in order to track the 
demographics of the end-user and use this knowledge to identify target audience. 
Create more exclusive membership privileges and include a description of 
membership benefits as a direct link on homepage (e.g. “Sign up to be a 
Member” -- “Click here to read about Membership privileges”). In the 
membership registration process, add check boxes for updates to request email 
updates on a wider variety of FRAME topics. Send applicable stocktaking study 
results, policy information, practitioner field project information, on-line 
discussion information, etc. 
4. More effectively promote website as a knowledge sharing and online discussion 
capability and clearly delineate between the two. On the website, develop an 
online discussion portal that is accessible from the homepage and that is 
dedicated to on-line discussions. This page should include a schedule of 
upcoming on-line discussions and archives of results from past on-line 
discussions as well as the capability to suggest a topic for upcoming discussions. 
On-line discussions could be included in CoP, further formalizing it as an on-line 
community. 
5. Develop a resource section on the FRAME website including: 
a. Contact Group (privacy issues permitting) – for end-users to research 
people they can contact regarding particular subject areas as defined by 
CG members at their time of registering. 
b. Document Library 
c. Field Study Library (Stocktaking) 
d. On-line Discussion library 
e. Glossary of Key Terms – explaining what each heading is (e.g. 
Stocktaking, CG, etc.) 
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6. Refine site to facilitate easier document management through search and retrieval 
functions. Establish an on-line library system. Create repository of centralized 
documents, case studies and stocktaking study reports of best and least favorable 
practices, thread results from on-line discussions, etc. There should be a link to a 
searchable document library from the homepage of the site. 
7. Establish a “Frequently Asked Questions” (FAQ) page on the website including: 
a. How do I contact FRAME by phone, e-mail, etc.? 
b. How do I suggest a topic for on-line discussions? 
c. What do I get for signing up to be a member of FRAME? 
d. How do I join a CoP and a committee to advise local practitioners on 
issues? 
e. How do I join in the effort to effect policy? 
f. How do I form a committee around an issue? 
g. Etcetera 
8. Consider the plausibility of including advertisers on the FRAME website, as 
a revenue raising option, with the goal of self-sustainability. 
9. The website should include reciprocal weblinks to and from notable web￾based NRM community resources, USAID and its relevant bureaus including 
EGAT, IPs, etc. Add FRAME web link to e-mail signatures of EGAT and 
Bureau environment staff, as well as IP’s. 
10. Consider including telephone support to FRAME members. 
4.9 Emerging Opportunities 
he broad criteria for selecting emerging opportunities on which to focus FRAME 
resources would include (1) a good fit with FRAME’s overall objectives (e.g. policy 
impact) and (2) a sense that FRAME and other resources exist to have a real impact on 
NRM practitioners, policy and practice, including Contact Group interest and 
commitment. 
4.9.1 Emerging Opportunities Findings
It is evident that FRAME’s focus on emerging opportunities has helped impact policy making as 
well as field practitioners. Multiple assessment participants credited FRAME with bringing local 
level experiences to light, in addition to effectively disseminating information to the appropriate 
people to effectuate change at the policy level by fostering dialogue (e.g. UNCCD and FRAME’s 
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policy review to combat desertification). In addition, FRAME’s work with natural products was 
cited as an achievement. FRAME has supported research and coalition processes which have 
culminated in workshops that have been held in Senegal, Guatemala, Philippines and Nepal with 
an upcoming international workshop scheduled for October 2006. Through this, FRAME has 
effectively been able to bring together people from the government, private sector, and civil 
society to discuss how to expand. 
Through focus group sessions, discussions and survey feedback, findings include: 
1. Identify emerging opportunities through: 
a. Building partnership with organizations working in natural resources. 
b. Maintaining regular dialogue with key FRAME members. 
c. Tracking policy changes in the donor community as well as at the Afican 
Union level and regional organization level. 
d. Supporting or organizing as well as making use of policy forums and 
networks. 
e. Undertaking short-term studies and field visits. 
f. Informal dialogues with natural resource communities including grassroots 
stakeholders, government and non-government organizations, and other 
market actors. 
g. Taking part in the relevant forums and workshops organized by similar 
organizations. 
h. Soliciting emerging opportunity topics from key sources outside the NRM 
sector. For example, look toward “DG” practitioners have been doing that 
relates to local empowerment of NRM. Also, consider looking for best 
practices outside of Africa. 
2. Use SC and CG to draw attention to critical emerging opportunities. 
3. Website, FRAMEgram, and policy briefs should be used to highlight emerging 
opportunities. 
4. Given resource limitations, consider focusing efforts on promoting local 
empowerment. 
5. Collaborate with other initiatives, e.g. UNCCD/Convention to Combat 
Desertification. 
4.9.2 Emerging Opportunities Recommendations 
1. It was suggested that three broad principles for identifying potential opportunities be 
incorporated into FRAME: 
a. A focus on the nexus of natural resources, livelihoods, and governance 
b. An approach that mobilizes local experience around this nexus to facilitate 
enabling conditions, including policy, to promote local empowerment in 
natural resource management matters 
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c. A good fit with the USAID agenda (either mission or home office). The 
current focus on the UNCCD process would be an example of this sort of 
focus and use of all of the FRAME assets in its “toolkit.” Capture and 
discuss emerging opportunities around upcoming meetings, policy decisions, 
and planned stocktaking (field studies). 
2. Conduct annual forum with SC, FRAME personnel, and USAID staff around 
identifying emerging opportunities, and discussing priorities for future stocktaking 
analysis. 
3. Integrate key community members, including non-NRM contacts into emerging 
opportunity discussions, with a particular emphasis on broader community impacts. 
4. Create an emerging opportunity webpage (linking it on the FRAME homepage) that 
highlights the opportunities being analyzed today such as natural products and anti￾desertification. Identify an issue that is topical and host an on-line discussion around 
it. Allow members to post comments and feedback on this page and consider 
including an interactive chat capability to facilitate real time on-line discussion around 
such opportunities. 
4.10 Program Management 
hrough discussions with program management, the following findings and suggestions 
were made as ways to improve management. 
4.10.1 Program Management Findings 
In general, the interaction between FRAME program personnel and USAID’s Cognizant 
Technical Officer, Mike McGahuey, referred to hereafter as “The CTO,” appears engaging 
and productive. With the CTO’s long history of working with the NRM community and as 
FRAME’s manager, his institutional knowledge is invaluable and he serves as an effective 
steward of the program. Similarly, IRG’s program team includes professionals with years of 
applicable NRM experience. The combined USAID/IRG team brings a great deal of 
enthusiasm and dedication to the core objectives of FRAME and works collaboratively 
toward achieving favorable outcomes for the program. 
There are, however, several issues relating to coordination and logistics that became 
apparent during the assessment. Findings for aspects that could be improved include: 
 
1. Since the CTO also functions as a field operative for USAID, there are times when 
scheduling and planning activities is challenging. There is a need to develop a support 
infrastructure that would facilitate continuous oversight and support in the event that 
the primary overseer is unavailable. 
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2. There is a need for more streamlined project reporting. As FRAME becomes more 
strategic in its operations, it will become more critical that performance metrics are 
reported both to measure success and to inform decision making to guide the 
direction of the program. 
4.10.2 Program Management Recommendations 
1. Management/Representation 
Consider developing co-management or alternate CTO function to support USAID 
program management and ensure continuity of communication. This would have 
the additional benefits of reducing the pressure on the existing CTO as the program 
grows and engaging others within USAID who could bring new ideas on tools, 
techniques and approaches to manage the program. The selection of a co-manager 
would have to be determined strategically, considering who would be effective, and 
how well they would work with the existing team as well as who might complement 
plans for the global roll-out of FRAME. 
2. Communication 
IRG/FRAME has staff meetings every Tuesday to review the status of the 
program’s various activities. FRAME creates reports summarizing the meetings and 
outlining action items. Meeting notes are shared with the CTO. IRG generally 
meets with the CTO at some point during the week when schedules allow. In order 
to better utilize meeting times, we recommend that the CTO review the Tuesday 
meeting notes in advance of meeting with IRG and facilitate the development of an 
action plan at the end of the meetings. We recommend a meeting notes template 
that includes: 
• Meeting Highlights 
• Issues and Concerns 
• Action Items 
3. Events 
As suggested by IRG members, we feel there is an opportunity to host more events 
for the Washington, DC audience (colleagues, decision makers, etc.) to promote 
engagement in FRAME. Suggested forums include Brown Bags, Summary 
Presentations of New Findings, and Speakers. Such events could be used not only to 
continue refining FRAME’s strategic goals and objectives but might also be staged to 
raise awareness of important NRM initiatives, to solicit support of members of the 
business community, and to engage NRM stakeholders. 
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4. Quarterly Meetings 
FRAME should consider adopting quarterly meetings to address accomplishments, 
ongoing activities, outstanding items, barriers, and resource issues. These meetings 
can be used to engage a broader USAID audience (for example, include forestry 
team, land resources management team, and any other relevant people at USAID 
relevant to the topic of discussion) and to promote FRAME more widely. 
5. Program Promotion 
The CTO should examine ways to promote FRAME within USAID. Suggestions 
include adding messages from the CTO in FRAMEgram, adding a link to FRAME’s 
website on the CTO’s e-mail signature, and inviting other USAID program 
personnel to participate in key FRAME events. 
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CONCLUSION 
The FRAME program provides a valuable service to members of the NRM community. The 
program has evolved over the years, broadening its services, engaging stakeholders, and refining 
its use of technology striving to meet the needs of the community. There is, however, a 
significant opportunity for FRAME to more effectively meet its stakeholders and clients needs. 
In that vein we feel that it is important that FRAME focus and adopt a more strategic approach 
for its operations, starting with a clear mission and specifying short-term and long-term goals and 
objectives for the program, with a focus on making the program outcomes more useful to the 
practitioner in the field as well as at the policy level. Detailed strategies and programs should 
continue to be evolved to meet these goals and facilitate ongoing success in fulfilling the mission 
of the organization. Furthermore, we feel that performance metrics could be more effectively 
used to track performance and guide the program. That said, FRAME appears to be well 
positioned to become a leading resource for members of the NRM community. 
 
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APPENDIX 1 
The following table provides a snapshot of Frame’s 8-step assessment approach, detailed in 
the Methodology section of this report:
Task Consulting Activities Outputs/Deliverables 
1. Project Initiation Met with FRAME 
representatives, contract 
monitor, and other project 
owners; Developed reporting 
schedule; Defined 
communications protocol. 
Clearly defined operating ground￾rules; Effective project 
management and 
communications system; Project 
work plan 
2. General Program Review Obtained documentation on 
the program’s structures, 
management systems, and 
resources, including process 
documentation, policies and 
procedures, and organizational 
charts 
Reviewed documentation on 
FRAME premise and structure, 
including breadth of service 
area, management functions, 
and customer service 
mechanisms. Detailed 
consulting activities included 
documentation analysis, key 
personnel interviews, and focus 
group(s). 
Request for information 
Preliminary findings
3. Design and Facilitate Half￾day Retreat 
Evaluated management 
practices: personnel, strategic 
planning, performance 
management and policies and 
procedures. Discussed target 
customer usage and satisfaction 
data; 
Developed draft organizational 
analysis findings: Outlined 
operational strengths, 
weaknesses, opportunities and 
threats; Developed suggested 
actions 
Draft Strengths, Weaknesses, 
Opportunities, and Threats
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Task Consulting Activities Outputs/Deliverables 
4. Follow-on interviews Scheduled and conducted 
interviews with key FRAME 
stakeholders. 
FRAME Improvement 
Suggestions 
5. Survey Analysis Conducted web-enabled survey 
gathering data 
Data reports on FRAME 
Components (for analysis) 
6. Data Analysis and 
Reporting 
Reviewed findings from first 
focus group session; Reviewed 
survey results; extrapolated 
findings; Developed suggested 
actions. 
Draft, Findings, Options, and 
Suggested Actions 
7. Design and Facilitate full 
day retreat 
Presented findings, options, 
and suggested actions; 
Obtained management and 
stakeholder feedback; facilitate 
discussion of findings, options, 
and suggested actions. 
Feedback on Findings, 
Options, and Suggested 
Actions (to feed into final 
recommendations)
8. Finalize “Assessment 
Report on Findings and 
Recommendations.” 
Present draft report to 
Management finalize 
Finalized report based on 
stakeholder feedback 
Final assessment report