The Role of Science, Technology, Innovation, and Partnerships in the Future of USAID (2017) / Chapter Skim
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5 USAID Program Cycle and STI P: Project Design and Implementation
5 USAID Program Cycle and STI P: Project Design and Implementation
Pages 89-108
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From page 89... ...
They may be implemented through contracts or cooperative agreements, or carried out by USAID staff directly. 1 USAID Project Design Guidance, December 9, 2011, http://usaidproject starter.org/sites/default/files/resources/pdfs/PDACS686.pdf, p.
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From page 90... ...
Implementing partners at the country level can bring local and national connections, cultural understanding, and often community trust. Roles of implementing partners vary from convening private-sector leaders and resources, such as Grow Africa's role in the New Alliance for Food Security and Nutrition, 3 to reforming national-level policy and regulation, such as the Alliance for Affordable Internet's work in six countries to revise tax laws and liberalize Internet markets.
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From page 91... ...
, Grand Challenges) at a more downstream, technology-deployment stage.
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From page 92... ...
Bilateral Cooperation In several countries, bilateral STI engagement exists in which USAID is a key partner in supporting research cooperation. For example, since 1995, the U.S.-Egypt Science and Technology Joint Fund has supported cooperative research, with funds provided equally by USAID/Egypt and the Egyptian Ministry of Scientific Research.
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From page 93... ...
Since its inception in 2011, the program, now overseen by the Global Development Lab, has funded scientists in USAID host countries who work with U.S. partners on development-related research.
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In 2012, USAID initiated the Higher Education Solutions Network (HESN) , a multi-disciplinary research and development effort led by six U.S.
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From page 95... ...
Projects in process: Improving hospital care for breastfeeding support: In Indonesia, hospital compliance is extremely low. First, a qualitative study is exploring the barri ers and facilitators, covering stakeholders from all levels: Ministry of Health, provincial and district health offices, related professional organization, sev eral selected hospitals, and community mother support groups.
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From page 96... ...
NSF-sponsored research in the Cordillera Blanca, the most glacierized region of Peru and the global tropics, shows glacier recession reduces water supply and has far-reaching consequences for the mountain environment and communities. The development of new Andes-specific methods to measure glacier volume changes, pro-glacier hydrology, and the development of a predictive hydrological model to estimate future river discharge enabled the findings.
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9 Nongovernmental Organizations USAID recognizes nongovernmental organizations (NGOs) , which range from large international entities to local, community-based groups, as critical change agents.
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From page 98... ...
For example, in 2010, the leadership convened a summit of innovators, scientists, and USAID officials to find ways to mainstream private-sector collaboration rather than treat it as an exception. As noted in Chapter 2, USAID engaged in more than 360 partnerships with the private sector in 2015; an effort coordinated by the Global Development Lab provides a publicly available dataset that characterizes approximately 1,600 such partnerships over 12 years.
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From page 99... ...
USAID considers its Global Development Alliance, launched in 2001, a model for public-private partnerships. The guidelines are simple: (1)
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From page 100... ...
Matching such openness, on the USAID side, has been the development of new mechanisms, such as the Global Development Lab-managed Development Innovation Ventures and the Grand Challenges for Development. (See Chapter 2 for USAID-provided descriptions of the two programs.)
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From page 101... ...
The pilot project led to a nationwide requirement, supported by the insurance industry and the government, to place these signs in all public-transport vehicles. 15 DIV deliberately encourages applications for Stage 1 funding from people who have never dealt with USAID before.
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Thus far, USAID and partners have launched eight Grand Challenges across most development sectors of USAID programming: health, agriculture, water, education, and democracy/governance. The Saving Lives at Birth challenge has gone through six cycles, creating a challenge-linked affinity group that extends cooperation well beyond the 17 GAO, Foreign Assistance: USAID Venture Capital Approach Relies on Evidence of Results but Could Strengthen Collaboration among Similar Programs.
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From page 103... ...
All of them incorporate other donors, the private sector, NGOs, and other agencies to ensure a shared strategic perspective on transformative "larger bets." The most effective challenges -- for example, Saving Lives at Birth -- appear to change the development trajectory of focus countries and contribute to the achievement of the Sustainable Development Goals agenda. The Obama administration made a strong case for the cultivation of nontraditional partners to work with USAID, just as the Bush administration did with its Global Development Alliance.
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From page 104... ...
Finding 5.2: Recent institutional innovations at USAID such as Development Innovation Ventures, Higher Education Solutions Network, and the Grand Challenges for Development have sought to make it easier for the private sector, U.S. universities, and nontraditional partners to contribute ideas and engage differently with the agency.
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From page 105... ...
Among other efforts: • "How-to" training in the areas of private-sector engagement and monitoring and evaluation for innovation for technical offices; • Encouragement by mission leadership that Foreign Service Officers in corporate STI+P-related work objectives or performance measures in to their performance plans so they are evaluated in these areas; • An Innovation Working Group that, although it does not currently op erate, brought in recognized social innovators, impact investors, and others to speak on trends and connect mission staff with a broad range of stakeholders; • Partnership action plans were established by each technical office, with tracking of goals related to private-sector leverage; • Staff recognition for STI+P engagement, including a Partnership Player of the Month and a Star Performer of the Month. SOURCE: Committee communication with USAID/India and Global Devel opment Lab, August 29, 2016.
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From page 106... ...
Having more Foreign Service Officers with mission experience in the technical bureaus and Lab could improve awareness and understanding of mission needs. A perpetual challenge for missions is finding efficient, targeted channels to discover how relevant research can inform new projects.
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From page 107... ...
RECOMMENDATIONS Recommendation 5.1: USAID should expand incentives for mission and Washington staff to systematically incorporate science, technology, and innovation approaches as they develop programs and projects. Along with the standard career incentives, staff should receive the necessary training and real-time mentorship to oversee, facilitate, and manage the expanding portfolio of STI activities conducted by project implementers.
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From page 108... ...
108 ROLE OF STIP IN THE FUTURE OF USAID Recommendation 5.3: USAID should continue to 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. USAID should, for instance, invest in expanding the staged funding model pioneered through its Development Innovation Ventures, which is intended to identify promising new or existing ideas, rigorously test them, and support their going to scale.
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