Efectos internos de las fuerzas

USAID currently has more than 1,000 alliances and 3,000 distinct partners, and our funding has been matched by more than $12 billion from public and private resourc- es. These resources are helping to take USAID projects to scale to broaden their impact throughout the world. This is particularly true in Haiti where, after the Janu- ary 2010 earthquake, USAID worked with the Bill and Melinda Gates Foundation to implement a mobile banking program targeted at those lacking access to financial services by incentivizing the development of a nationwide mobile banking program. This system will allow participants to send, receive, and store money on their cell phones. Mobile banking is safer and easier than traditional banking, and could give users access to a wider range of financial services, such as savings accounts and insurance. Mobile banking could help give users access to a wider range of financial services, such as savings accounts and insurance.

• Partnerships with other public and private donors. The international development community has and will continue to change significantly. More than 56 nations and 260 multilateral aid organizations contribute development resources. New donors are emerging: China, India, Brazil, Taiwan, and Russia collectively contribute over $8 billion each year. In addition, multi-donor trust funds, which pool and coordinate donor resources to address development challenges, are expanding. Trust funds administered by the World Bank have grown more than fourfold in the past decade, from $2 billion in 2001 to almost $9 billion in 2009.  And private donors such as foundations and NGOs continue to expand their development role, contributing more than $52 billion in 2008 alone. In addition, private foreign investment plays a large and growing role in low- and middle-income countries around the world. Today, more than 80 percent of U.S. contributions to the developing world comes in the form of private capital, not government assistance. These changes will expand the overall impact of development, but they will also require new leadership to ensure the coordination—leadership that only the United States can provide.   

U.N. agencies and programs are particularly critical partners. More than 30 U.N. agencies, funds and programs engaged in development and humanitarian relief in 160 countries together provide more than $22 billion in assistance. The United States is the lead donor to a number of these agencies, including the World Food

Program and U.N. High Commissioner for Refugees. Given the magnitude of U.S. assistance that is channeled multi- laterally, it is critical that State, USAID and the U.S. Mission to the United Na- tions work jointly to improve operation- al cooperation with U.N. agencies both in New York and in the field, especially in complex emergencies that are a top priority for the U.S., such as Afghani- stan, Pakistan, Haiti, and Sudan.  The U.S. is also uniquely positioned to help promote better collaboration among the U.N. agencies and the multilateral development banks, where we have a strong voice as the leading shareholder.   To build these partnerships with other donors, State and USAID will work with all development stakeholders, including other countries, private donors, NGOs, and businesses to coordinate objectives, programs, and projects. We will ensure that our efforts complement, rather than duplicate, one another, under a country-owned overall strategy. Country-specific development cooperation strategies, detailed later in this chapter and in Chapter 5, will provide a foundation for coordinating our efforts with other donors. State and USAID will develop joint guidance to enhance donor coordination, including for co-funding projects and contributing to multi-donor trust funds, working with Treasury with respect to trust funds at the international financial institutions. We will work to strengthen the capabilities of multilateral donors and trust funds to complement our development objectives within a country-led framework. For example, we intend to seek a $4 billion U.S. contribution through 2013 for the Global Fund to Fight AIDS, Tuberculosis, and Malaria—a 38-percent increase in the U.S. investment in the Fund over previous years—coupled with a commitment to strengthen the operations of the Fund to improve its effectiveness. And we will engage new donors, assisting them in build- ing their own development capabilities and ensuring that their growing contribu- tions conform to development best-practices and fit within overall country-led strategies.

• Partnering across the interagency. Nearly every U.S. government agency has expertise, skills, and resources that can advance U.S. development efforts—

U.S Agency for International Development Administrator Dr. Rajiv Shah speaks to journalists and staff members at Mbagathi District Hospital in Nairobi, Kenya, on May 15, 2010. USAID plans to increase funding and staff for programs in Africa to help the continent reduce poverty, disease, and illiteracy.

CHAPTER 3

particularly in those instances where the binding constraints on a country’s development are largely government capacity limitations. One of the most powerful repositories of interagency expertise, the Office of Technical Assistance (OTA) within the Department of the Treasury has served more than forty countries, offering host governments help in everything from drafting budget, tax, and oversight legislation, to undertaking vital, if sensitive, reforms in areas like central banking and increasing financial services for the poor. Peace Corps volunteers help magnify the impact of U.S. government investments at the community level by ensuring that these investments are community-owned, properly maintained, and sustained over time. And there are many other examples. Consistent with our commitment to facilitating effective collaboration detailed in Chapter 2, State and USAID will work with the more than two dozen U.S. federal agencies to ensure the implementation of the core objectives of the Presidential Policy Directive. Through the revised strategic and budget planning processes detailed in Chapter 5, we will ensure that assistance activities are coordinated in a single plan that supports a country-led develop- ment strategy. We will actively engage with each of these agencies, both in Washington and the field, to ensure that their unique contributions are included and fully utilized.

Through Feed the Future, for example, State and USAID are working closely with the Department of Treasury, Department of Agriculture, the Millennium Challenge Corpora- tion, the Peace Corps, and other agencies to maximize the impact of our investments. The Global Health Initiative is taking a similar approach with State, USAID, the Centers for Disease Control and Prevention, other agencies of the Department of Health and Human Services, the National Institutes of Health, Peace Corps and other agencies. As detailed in Chapter 5, in the field, interagency country teams, under the leadership of the Chief of Mission, will develop comprehensive interagency Integrated Country Strategies that reflect shared foreign policy goals and the assistance, engagement, policies, and other means of achieving those goals. USAID and State will also seek greater efficiencies, such as the cur- rent GHI effort to harmonize procurement systems with those of other U.S. Government agencies working in health.

• Partnering with local implementers to ensure sustainable development. Our aid programs must do more than fill in gaps of services and basic needs; they must equip people and nations to deliver services and take ownership of programs over the long term. USAID and State will invest in national systems, institutions, and implementing partners to the extent practicable. We will design projects so as to be institutionally and financially sustainable over the long term. To do so, in at

least 25 countries, we will increase the portion of U.S. funds provided to partner country governments, local organizations, and local businesses from less than 10 percent today to 20 percent. We will more than double direct grants to local nonprofit organizations so that they account for 6 percent of program funds, and more than double our local partner base to 1,000 partners. And we will increase direct contracts with local private businesses from less than 1 percent to 4 percent of our assistance.

As we shift our assistance to rely more on local implementing partners, we will seek to ensure the sustainability of our investments by strengthening partner implemen- tation systems. For example, through the Global Health Initiative, we are seeking health system reforms that will support local supply chains and lasting improve- ments in national health systems. Similarly, in 13 countries USAID, PEPFAR, and the Centers for Disease Control and Prevention are transitioning the leadership of HIV/AIDS treatment programs from external organizations to national govern- ments and indigenous organizations.