The Role of Science, Technology, Innovation, and Partnerships in the Future of USAID (2017) / Chapter Skim
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4 USAID Program Cycle and STI P: Planning
4 USAID Program Cycle and STI P: Planning
Pages 75-88
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From page 75... ...
A STREAMLINED STRATEGIC PLANNING PROCESS The QDDR calls for the Department of State and USAID to unite their planning, budgeting, and performance management processes into a single, coherent process. 1 The revised strategic planning process comprises four steps: 2 (1)
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COUNTRY DEVELOPMENT COOPERATION STRATEGIES In more than 60 countries, the Country Foreign Assistance Strategy takes the form of a Country Development Cooperation Strategy (CDCS)
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SOURCE: U.S. Agency for International Development, Country Development Cooperation Strategy/Mali Forward 2016-2020 (Public Version)
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For example, as part of their CDCS, missions invest to strengthen host-country STI capacity through cooperative research grants, higher education training and institutional development opportunities, and access to technical tools and expertise available through the Washington pillar bureaus, such as access to Geospatial Information Systems (GIS) or advice on agricultural research, extension, and education.
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From page 79... ...
is not required in a CDCS, although it is encouraged in implementation. Because the CDCS is a multiyear planning tool, the country and regional context may change over the course of its implementation, and integrating a learning framework throughout the CDCS process and guidance is recognized as helpful.
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From page 80... ...
USAID missions harness STI for achieving country and regional impacts in a variety of ways based on the host-country context and opportunities. The following examples describe CDCSs that focus on various elements of STI and its role in development, from an overall system approach, to dealing with critical issues, to how tools can contribute to development goals (see Box 4-1)
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The mission used the years leading up to the CDCS to engage with the Glob al Development Lab and other USAID STI focal points to invest in STI pro grams, such as American Association for the Advancement of Science Fel lows and the Partnerships for Enhanced Engagement in Research program, that complemented its own STI programs. In addition, bilateral STI devel opments created momentum for a major shift to using more STI in devel opment in Indonesia.
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From page 82... ...
This incorporation can be targeted at capacity-building of the STI ecosystem in countries with high-level objectives, such as India and Indonesia, or drawn upon for more specific outcomes, as in Colombia and Kenya. STI PLANNING IN WASHINGTON Pillar and Regional Bureaus In addition to contributing to CDCS development, pillar bureaus plan their own STI programs.
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From page 83... ...
Specialized offices in the regional bureaus provide technical support to multiple country and regional missions. The Offices of Technical Services in the Asia and Middle East Bureaus, for example, provide technical expertise to support field missions in designing, monitoring, and evaluating programs; analyze technical issues such as water; provide advocacy and information dissemination; work with USAID pillar bureaus in developing strategies and sector policy guidance; and engage throughout the agency.
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From page 84... ...
, West Africa Regional, Southern Africa Regional, and the Water Office in the Bureau of Economic Growth, Education, and Environment. Each year, the Lab plans to select a new round of Next Generation offices and examine the current cohort to see if they still need assistance or are ready to move forward without the Lab's assistance.
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During the creation of the CDCS, the Uganda mission examined previous results frameworks. In doing so, the mission discovered that the results frameworks from the 1990s through 2015 varied little, despite many political, social, and economic changes that occurred in Uganda over that period of time.
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and recognize the work that remains to integrate the planning processes across the agency. Finding 4.2: USAID missions have a suite of tools and resources offered by the Global Development Lab and pillar bureaus that they could use to inform their policy and program development efforts, but they do not always access them to their full potential.
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From page 87... ...
Recommendation 4.2: As missions and bureaus develop more innovation opportunities in their portfolios, USAID should increase incentives for including informed risk-taking and learning throughout the planning process. Incentives should focus on stronger integration of evolution processes in the project development stage that provide for realtime feedback of lessons learned and inclusion of experts in designing scaling outcomes.
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