The Role of Science, Technology, Innovation, and Partnerships in the Future of USAID (2017) / Chapter Skim
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, the committee considers STI to be distinct from P -- and USAID's budget category still treats science, technology, and innovation separately from reporting on partnerships. Thus, the committee uses "STI+P" as an acronym to convey this concept.
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This summary provides for the broad audiences engaged with USAID four recommended strategies to guide USAID programming as it creates and implements new platforms focused on science, technology, innovation and partnerships for development, followed by five internal USAID management changes that would enable the agency to better achieve these strategies. These recommended strategies and management changes encompass the report's 20 specific recommendations, all of which appear in Chapter 9.
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In recent years, USAID has begun to transform itself from its traditional role of designing, implementing, and wholly funding specific projects in individual countries to that of a national and global broker of organizations and resources to achieve greater, more sustainable impact, in a more cost-effective way. Appropriate partnerships with other donor nations/agencies and host nations are vital in reaching development goals, both at the national level and to achieve the global Sustainable Development Goals.
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USAID should propose to the Office of Science and Technology Policy (OSTP) that it should create a position to be filled by an experienced USAID staff member on detail, to focus on STI+P in international development per Presidential Policy Directive-6 (PPD-6)
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Successful development assistance ultimately depends on the capacity, organizational effectiveness, and political will of partner countries to create national development strategies, choose the most effective options from donors and other sources, and adapt technologies and systems they can sustain locally. Science, technology, and innovation rely on an enabling environment.
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Traditional economic analyses rarely take into account valuable, yet difficult-toquantify, impacts resulting from advanced training such as enduring professional networks and partnerships. USAID should, perhaps with other development agencies and institutions, develop robust, state-ofthe-art methods for assessing the impact of longer-term interventions, including investments in adaptive research and human and institutional capacity development.
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USAID management and staff incentives increasingly emphasize scaling from project design, including expanded partnerships with private- and public-sector partners, allowance for greater levels of risk-taking, and management flexibility to alter programs in the field to respond to monitoring results. USAID should continue and expand the promising institutional innovations that have helped to open the agency up to greater and more creative engagement with the private sector, universities, and non-traditional partners, including in developing countries.
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Through education and access to the formal economy, empowering women can sharply increase the global human potential to address societal challenges. Highly regarded development programs focus on this gender potential across all sectors, given the power of science, technology, and innovation to contribute to the advancement of women.
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USAID appropriately addresses a broad and diverse range of interrelated issues, where science and technology can lead to solutions, such as improving health for women and girls, promoting gender equality and access to education, addressing the Internet gender gap, and achieving gender equality in agriculture. Some STI-focused USAID programs have well-developed, data-based gender analyses and use this information to shape programming, but others still face challenges in data collection and accessing sufficiently sophisticated analytical capabilities to use in their science, technology, and innovation programs.
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. The agency should intensify use of its expanded evaluation methodologies to identify lessons from these programs in creating and sustaining collaborations with developing country researchers and institutions.
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and Development Innovation Ventures (DIV) , are examples of initiatives that have begun to extend the agency's reach in seeking competitively selected scientific and technological solutions to address key development challenges.
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USAID should expand incentives for mission and Washington staff to systematically incorporate science, technology, and innovation approaches as they develop programs and projects. (from Recommendation 5.1)
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The importance of evaluations to successful long-term economic development is clear, and USAID already has many evaluation policies and tools on which to draw. The increased sophistication of evaluation approaches in USAID's democracy and governance, health, and economic growth programs creates models for improving evaluation and using evaluation results to improve program operations and outcomes.
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Scientific research produces discoveries to improve lives and societies; technological breakthroughs revolutionize commerce and knowledge-sharing; and innovation inspires people to seek new solutions to persistent problems. Partnerships in all three of these areas potentially maximize the impact of efforts by individuals and groups to reach millions, rather than just thousands, of people with unmet needs.
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