Lessons Learned: Diasporas for Development Initiative

The initiative aimed to engage diaspora communities in the United States to reduce poverty and inequality by addressing skills gaps in five countries: Kenya, Ethiopia, Jamaica, Peru, and the Philippines. The DfD model included developing relationships with diaspora organizations, recruiting diaspora volunteers, establishing sustainable partnerships with select diaspora organizations, and working with program partners internationally to develop opportunities for diaspora volunteers to contribute to development goals. A public-private partnership leveraged the resources and expertise of the private sector, non-profit, and government partners. Through the work of 86 diaspora professionals volunteering through DfD, 2,133 direct beneficiaries were equipped with entrepreneurship, technical, and employability skills. Additionally, 302 direct beneficiaries obtained employment or an apprenticeship/internship, and 1,303 direct beneficiaries started new businesses, employing 574 individuals. Five diaspora organizations, identified as Diaspora Partner Organizations (DPOs), became stronger and more strategic as a result of technical assistance provided by Accenture and Cuso International. These organizations developed 3-5 year strategic plans, building capacity in volunteer recruitment and management, and showed an 80% increase in their perceived capacity to meet their mission. The DfD initiative demonstrated that many diasporans and diaspora-serving organizations or associations are seeking structured opportunities for engagement in the social and economic development of their country of heritage. The project observed strong recognition of both the skills and workforce gaps that many countries have to overcome, as well as the opportunities for strong market-driven approaches to development. Diaspora volunteers bring specific skills to the table that non-diaspora international volunteers are unlikely to possess, such as cultural understanding, local knowledge, local networks of support, and language skills. Returned DfD volunteers reported the following points as the value of being a diaspora volunteer: * Understanding the language and culture facilitates integration and communication. * Diaspora volunteers have commitment and passion to the particular country or region. * The quality of professional relationships developed during the volunteer assignment is often higher. * Diaspora volunteers can serve as role models for youth, particularly young women. * A diaspora volunteer can serve as an Ambassador within their home country and country of ancestry. * Many diaspora volunteers reported gaining a greater sense of identity. The M&E strategy had a two-pronged approach, engaging both the local partner and the volunteer in activity and impact reporting. The strategy required an initial capacity assessment of the local partner, a capacity development work plan with goals, and monthly reporting on progress and technical assistance activities. Full activity and impact reporting was required by USAID and Accenture on a quarterly basis, while progress was shared with the project Advisory Committee on a monthly basis. The M&E strategy received significant feedback from volunteers, focusing primarily on the workload and the metrics of evaluation. Many volunteers reported that they felt that the reporting requirements were high and that it was hard to balance the expectations that they and the partner had for outcomes and impact of the assignment with the relatively short duration available to complete the assignment.