Strategic Review of the Limited Excess Property Program (LEPP)

The program's primary goal is to provide humanitarian assistance and support development projects in countries around the world. The LEPP model has been in place since 2013, with a focus on partnering with non-governmental organizations (NGOs) to distribute excess property. The program has been valued by partners for its ability to provide essential equipment and supplies, with over 2,500 pieces of equipment distributed to date. The majority of partners are private voluntary organizations (PVOs), with 15 PVOs currently participating in the program. Partnerships with PVOs have been a key component of the LEPP model, with 38 PVOs participating in the program since its inception. The PVOs have been characterized as having a strong commitment to humanitarian assistance and development, with a focus on providing essential services to vulnerable populations. The LEPP model has also been valued for its ability to support the achievement of humanitarian, development, and public diplomacy outcomes, with a focus on improving the lives of people in need. However, the LEPP model has also faced several challenges, including cost constraints, administrative constraints, and management constraints. The program has struggled to manage the distribution of excess property, with a high volume of equipment and supplies requiring coordination and oversight. Additionally, the program has faced challenges in monitoring and reporting on end-user outcomes, with a need for more effective systems to track the impact of the program. Five program design options were analyzed as part of the strategic review, including a modified PVO model, a mission-based distribution option, direct program-to-program partnerships within USAID, intergovernmental cooperation with other USG agencies, and direct transportation financing. The analysis of these options highlighted several potential benefits and drawbacks, including the potential for increased efficiency and effectiveness, as well as the need for additional resources and support. The strategic review concluded that the modified PVO model and the mission-based distribution option showed the most promise, with the potential to improve the efficiency and effectiveness of the program. However, the review also noted that the program would require significant resources and support to implement these options, including additional funding and personnel. Recommendations for decision-making were provided, including the need for a more detailed analysis of the costs and benefits of each option, as well as the need for additional resources and support to implement the recommended options. The review also highlighted the need for more effective monitoring and reporting systems to track the impact of the program and ensure that it is meeting its goals and objectives.