The Fundamental Role of Science and Technology in International Development An Imperative for the U.S. Agency for International Development (2006) / Chapter Skim
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4 Capabilities of USAID to Use Science and Technology Effectively
4 Capabilities of USAID to Use Science and Technology Effectively
Pages 73-92
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From page 73... ...
At the same time, development specialists have consistently supported three strands of USAID programming wherein S&T are deeply embedded -- improved health services for developing countries, agricultural research, and the use of modern technologies in responding to natural and humanitarian disasters. But many of these practitioners too often erroneously assume that high-quality and relevant S&T capabilities will be immediately available whenever USAID decides to buy prepackaged services.
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From page 74... ...
to help expand the involvement of Land Grant Colleges in USAID programs. All the while, the USAID missions continued to have substantial staff capabilities to address technical aspects of their programs in a variety of fields, and the number of S&Trelated projects of the agency continued to grow.
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From page 75... ...
The decision to establish the position apparently was triggered by the appointment of a well-known agricultural scientist as Science Adviser to the Director of the U.K. Department for International Development (DFID)
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From page 76... ...
Thus, both the number and the technical qualifications of personnel available to work on USAID programs may change very little, but bringing the formerly embedded personnel directly into the agency should enhance agency capabilities during internal dis
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From page 77... ...
CAPABILITIES OF USAID TO USE SCIENCE AND TECHNOLOGY EFFECTIVELY 77 Engineering 58 Legal 70 Food Aid 74 Economics 80 Agricultural & Rural Development 104 Education 107 Disaster Response 114 Private Enterprise 115 Environment 116 Health 263 General Development 309 Democracy & Governance 411 0 100 200 300 400 500 Number of Staff FIGURE 4-2 Assignments of USAID direct-hire program staff (worldwide)
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From page 78... ...
The from a USAID official to committee technical credentials of USAID project staff, June 2005. managers are critically important in
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From page 79... ...
It is simply difficult for USAID officials to manage projects effectively when contractors or other partners have far better understandings of the details of projects than do the USAID managers. Box 4-2 presents an example of how S&T expertise relates to a USAID project.
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From page 80... ...
Given the reduction in size of technical staffs in Washington and the missions, USAID must depend more than ever on its partners -- particularly contractors, other U.S. government departments and agen cies, and nongovernmental organiza BOX 4-3 tions -- to provide the technical inputs needed in designing, implementing, and USAID contractors have re evaluating programs.
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From page 81... ...
The decline in the number of S&T specialists has significantly reduced advocacy within the agency for exploring opportunities to increase the impact of USAID programs through innovative uses of S&T. Too often technological innovation has become an afterthought that receives little more than lip service in USAID offices, particularly when there are many claimants on limited financial resources.
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From page 82... ...
The USAID leadership should continually articulate in policy papers, internal discussions, and interactions with host governments the importance of strengthening local S&T capabilities, integrating these capabilities within a broad range of development activities, and incorporating S&T into USAID programs. The agency should establish training programs and related activities that assist USAID officials engaged in designing, implementing, and evaluating programs to develop a higher degree of science and technology literacy.
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From page 83... ...
Therefore, the agency should recruit assistant administrators, deputy assistant administrators, and mission directors with strong S&T credentials as well as experience in international development for positions that offer special opportunities for improving USAID's use of S&T. Such appointments are particularly important in the pillar bureaus in Washington and in missions in the more technically advanced developing countries.
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From page 84... ...
work in most USAID missions. They should be given opportunities to stay abreast of S&T developments through participation in relevant training programs and conferences.
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From page 85... ...
ship opportunities and issues concerning S&T strategies and specific technologies that are or should be of interest to the agency; a line responsibility for overseeing the activities of the Innovation Center; and a coordination responsibility for assisting the S&T Advisory Committee in addressing important issues. The first responsibility would provide insights as to agency priorities and opportunities for the Innovation Center and Advisory Committee to make impor
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From page 86... ...
A strong but flexible mechanism should be established to provide independent advice on technical issues to the Administrator, assistant administrators, the S&T adviser, program offices, and field missions. Every day, units of the agency are addressing important S&T issues; external advice regarding responses to particularly significant issues could help ensure that complicated developments are well understood.
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From page 87... ...
This center, financed by USAID, would concentrate on application of innovative technologies to specific development problems identified by USAID missions, USAID Washington, and the center's staff. A center staff of about 40 technical specialists and 10 managers or administrators, with an annual budget of about $20 million, could give continuing attention to established and emerging technologies and would
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From page 88... ...
· A senior USAID official with direct links to the USAID Administrator and other senior officials throughout the agency, namely, the S&T Adviser, would serve as the USAID project manager. · A governing board chaired by USAID's Deputy Administrator and including senior representatives of USAID's regional and pillar bureaus, together with university and industry representatives, would approve the center's program of work within the general framework of the center's charter and evaluate its effectiveness annually.
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From page 89... ...
They would, of course, be important contributors to the center's work. In proposing the Innovation Center, the committee was well aware that for many years USAID has supported technology innovation projects in a variety of fields that have been carried out by other government agencies, by universities, by nonprofit organizations, and by private companies, usually on an ad hoc basis.
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From page 90... ...
S&T assets. During these discussions, a senior USAID official estimated for the committee that the number of additional direct-hire scientists and engineers, both civil service and foreign service
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From page 91... ...
A detailed work force analysis by specialists familiar with USAID's entire portfolio and sensitive to the importance of S&T skills during the age of globalization is required to arrive at a well-considered number. Nevertheless, in order to be responsive to the USAID request, a very preliminary estimate of the personnel requirements to implement the recommendation in this chapter is offered by the committee, keeping in mind the estimate of 50 to 150 positions: · At least 10 of the approximately 100 assistant administrators, deputy assistant administrators, and mission directors should have strong S&T backgrounds.
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