Frequently Asked Questions
1. PURPOSE OF THE QDDR
1.1 What's the purpose of the QDDR? Why do it now?
Summary: 21st century global changes require rethinking the way America leads diplomacy and development efforts. The QDDR will strengthen and elevate diplomacy and development as key pillars of U.S. foreign policy.
Secretary of State Hillary Rodham Clinton launched the Quadrennial Diplomacy and Development Review (QDDR) in July 2009 with the goal of strengthening and elevating diplomacy and development cooperation as key pillars of U.S. foreign policy. Through aligning policy, strategy, authorities, and resources, the QDDR will provide the blueprint for our diplomatic and development efforts. The end goals are unified smart power; clear, mutually reinforcing State and USAID roles and missions; and tangible organizational change leading to excellence in performance. By using all of the tools of American power, we can pave the way for shared peace, progress, and prosperity.
The U.S. Government faces a wide array of complex global challenges. The QDDR effort arises in the context of broader shifts in the world and in America's engagement with the world, many of which go to the very core of how we define and practice both diplomacy and development. As President Obama, Secretary Clinton, and USAID Administrator Dr. Rajiv Shah have elaborated in various speeches and statements, American relations with other nations are based on the principles of mutual interest, mutual respect, and mutual responsibility. Where possible, we seek to translate these principles into both diplomatic and development partnerships. We must be able to lead by harnessing connections and helping provide the resources, ideas, influence, and persistence necessary to turn common interest into common action.
1.2 What issues does the QDDR address?
Summary: The QDDR focuses on global trends, policy priorities, institutional capabilities, and operational changes needed to ensure effectiveness, efficiency, and accountability of USG international efforts.
The review focuses on the institutional capabilities that State and USAID need to address current and future challenges and opportunities as they relate to development and diplomacy. It aims to make our diplomacy and development tools and institutions more agile, responsive, and complementary. It will better align policy, strategy, authorities, and resources - human and financial - to ensure effectiveness, efficiency, and accountability of USG efforts. Essentially, the QDDR will answer the questions, "How do we see the world, what impact do we want to have on the world, and what - if any - are the organizational and resource changes needed to achieve those impacts?"
Specifically, the QDDR addresses the present and future global environment and foreign policy objectives by asking how we engage with global influencers; how the interagency optimally organizes to achieve the diplomacy and development aspects of U.S. national objectives; how we effectively deliver security assistance; how we use aid effectiveness principles to achieve development outcomes; how we predict, prevent, and mitigate crises and conflicts; and finally, what systems and platforms will support State and USAID's achievement of foreign policy objectives and development outcomes.
1.3 Does the QDDR process aim to absorb USAID into the State Department? Who is controlling the process and making the final decisions?
Summary: The State Department and USAID will remain independent, interwoven entities. They are working as equal partners in the QDDR process. The QDDR will result in more effective linkages and use of resources between agencies.
Secretary of State Hillary Rodham Clinton launched the QDDR in July 2009 with the goal of strengthening and elevating diplomacy and development as two of the three pillars of American foreign policy, alongside defense. Equally important, she called for integrating development and diplomacy in ways that advance our overall foreign policy mission.
Integration means neither merging the two together nor submerging one to the other, but rather connecting them in ways that help both the State Department and USAID work much effectively together as the leaders, coordinators, or supporters of government-wide initiatives.
USAID and State have worked as equal partners throughout the process. Deputy Secretary Jack Lew and USAID Administrator Rajiv Shah lead the process. Anne-Marie Slaughter, Director of Policy Planning at the State Department, is Executive Director of the QDDR and Karen Hanrahan serves as Chief Operating Officer. The QDDR Leadership Team is comprised of senior advisors with experience in diplomacy, development, and defense issues and processes. Working Groups and Task Forces are jointly led by senior leaders from USAID and State, with input from staff of both agencies in Washington and the field, other USG agencies, Congress, and external stakeholders.
1.4. Talented professionals have been leading and implementing diplomacy and development initiatives for decades. Why alter the course?
Summary: Both State and USAID have done admirable work over the years - staff members have shown tremendous commitment, developed innovative approaches, and made huge sacrifices to support the efforts and interests of the United States. The current institutions and systems, however, were designed for a different era, and it is widely recognized that change is needed to best position the United States for the 21st century global context. We must be sure that our talented officers have the tools, the training, and the institutional support to be most effective in addressing the new and evolving challenges of the 21st century.
Both State and USAID have done admirable work over the years and continue to develop innovative approaches to new challenges. We must examine closely what obstacles stand in the way of developing new and creative approaches to within a changing global context. Within the framework of global trends, we must build on and expand our core understanding of what diplomats and development experts do, the skills and training they need, and the tools they use - that is the purpose of the QDDR.
In many cases, State and USAID officials have been adapting and innovating for years, but their efforts have not been fully recognized or broadly adopted. We need to learn from ongoing best practices and shift the baseline for what is needed and expected today and in the future. In some cases, we need genuinely new thinking. And in all cases, we need to define needs, decide how to fulfill them, and evaluate what to continue, change, or stop.
2. PROCESS
2.1. Who is involved in the process?
Summary: Deputy Secretary Jack Lew and USAID Administrator Rajiv Shah lead the process. Anne-Marie Slaughter is Executive Director of the QDDR and Karen Hanrahan is the Chief Operating Officer. The QDDR Leadership Team is comprised of senior diplomacy, development, and defense advisors. Working Groups and Task Forces are jointly led by senior leaders from USAID and State, with input from staff of both agencies in Washington and the field, other USG agencies, and external stakeholders.
Under the direction and guidance of the Secretary of State, the QDDR process is co-led by Deputy Secretary Jack Lew and USAID Administrator Rajiv Shah. Anne-Marie Slaughter, Director of Policy and Planning at the State Department, is the Executive Director of the QDDR and Karen Hanrahan serves as Chief Operating Officer. The QDDR Leadership Team is comprised of senior advisors with experience in diplomacy, development, and defense issues and processes. All QDDR Phase 1 Working Groups and Phase 2 Task Forces are jointly led by senior leaders and managers from USAID and State. Phase 1 engaged nearly 500 personnel in Washington and in the field and solicited input from a wide range of external stakeholders; Phase 2 will follow the same input mechanisms.
2.2. What did Phase 1 consist of/result in?
Summary: Phase 1 was a strategic thinking exercise focusing on global trends, outcomes, and capabilities. It resulted in an Interim Report for Phase 2 discussions.
Phase 1 of the process was a strategic thinking exercise involving State, USAID, other U.S. Government agencies, and external stakeholders. Through an analytically rigorous process, it identified the outcomes and capabilities of State and USAID across the spectrum of diplomacy and development. The results of the review are being used as a basis for discussion to solidify recommendations in Phase 2.
Phase 1 focused on key global trends that impact how we will practice diplomacy and development over the next 10 years. Working groups analyzed roles, missions, challenges, opportunities, desired outcomes, baseline capabilities and gaps related to: 1) building a global architecture of cooperation; 2) leading and supporting whole of government solutions; 3) investing in the building blocks of stronger societies; 4) preventing and responding to crises and conflicts; and 5) building operational and resource platforms for success. Cross-cutting themes included performance measurement, partnerships, and gender integration.
2.3. What's in the Interim Report?
Summary: The Interim Report includes a description of the first phase of the QDDR process; a description of the outcomes and capabilities State and USAID need to advance USG foreign policy priorities, including development cooperation; and a list of priority goals for further study and concrete recommendations.
The Interim Report briefly summarizes the in-depth analysis of Phase 1 and identifies outcomes and goals that will be further defined in Phase 2. It includes a description of the first phase of the QDDR process; a description of the outcomes and capabilities State and USAID need to advance USG foreign policy priorities, including development cooperation; and a list of priority goals for further study and concrete recommendations. The Interim Report is being used as a basis for discussion to solicit broad feedback to consider in Phase 2 deliberations.
2.4. What will Phase 2 consist of and accomplish?
Summary: Task Forces will analyze the priority issues selected from Phase 1, solicit input from stakeholders, narrow to what can be accomplished in the inaugural QDDR, and make detailed recommendations that will define the way forward.
On the basis of the Phase 1 analysis, QDDR leadership produced a manageable set of priorities that include: bilateral, regional, multilateral, and private sector engagement; State, USAID, and broader interagency collaboration; aid effectiveness; innovation; conflict and instability; security assistance; public diplomacy; and institutional reforms in human resources, contracting, strategic planning, and budgeting.
Phase 2 is focusing on the operational and institutional changes required to develop recommendations and put them into practice. State-USAID Task Forces are analyzing these issues, soliciting input from stakeholders, and making detailed recommendations that will define the way forward. QDDR Chairs may continue to narrow the priorities based on recommendations from the teams.
2.5. Can I provide input into the QDDR?
Summary: Yes. A space will soon be available on our website for posting comments.
This inclusive process requires input from stakeholders around the world. We value your opinions - your comments will help inform the nation's diplomacy and development goals and the processes and tools to achieve them.
Mechanisms for input will include posting comments on our blog, sending comments to the team via the web form, and participating in specific face-to-face discussions with Task Force members and the QDDR Leadership. Due to the expected volume of comments, we will not respond to individual submissions.
2.6. This is the inaugural QDDR. How will the QDDR be institutionalized in the future?
Summary: This first QDDR is the beginning of a long-term process of institutional change that is intended to have the immediate impact of setting strategic priorities while laying the groundwork for an institutionalized, recurring review process. We intend to repeat this process every four years.
2.7. When will the final report be issued? What will be included in the final report?
Summary: We will release the final report in September 2010. The report will include detailed recommendations for institutional changes required to achieve our goals.
The final report will be issued in September 2010. It will include detailed recommendations for short, medium, and longer terms actions that will be specific and feasible and that will build a robust, agile, and flexible foundation on which to achieve our goals. As we implement the QDDR recommendations - some of which are already underway - we will begin the process of more closely aligning policy, processes, and human and financial resources to ensure that State and USAID have the capabilities to meet foreign policy challenges.
2.8. What steps follow the release of the Final Report?
Summary: As we implement the QDDR recommendations, we will begin the process of more closely aligning policy, processes, and resources - human and financial - to ensure that State and USAID have the capabilities to meet foreign policy challenges.
The report will set the course for implementation of specific recommendations over the coming years. The institutional change required will not be completed through one QDDR. Some of the initial recommendations from the QDDR process will inform the FY2011 budget request, but its principal findings will guide the FY2012 budget and related planning processes.
This summer, teams will develop a focused implementation planning process so that upon release of the final report, State and USAID will be able to begin to implement recommendations. As we implement the QDDR recommendations, we will begin the process of more closely aligning policy, processes, and resources - human and financial - to ensure that State and USAID have the capabilities to meet foreign policy challenges.
3. FOCUS AREAS
3.1. How were the Phase 1 focus areas selected?
Summary: A core senior leadership group did a structured analysis of global trends and selected primary capability areas that will allow us to excel in meeting the challenges we face.
We began Phase 1 with a universe of possible objectives and changes that could be undertaken. A core senior leadership group analyzed global trends and identified some of the biggest capability gaps that, if filled, would allow cross-cutting ways to better address the challenges we face. Each capability area identified cuts across issues, sectors, countries, and regions. Choices were driven by aligning what we want to do in the world with what we need in order to do so effectively.
3.2. What were the process/criteria used for selecting the capabilities going forward in Phase 2?
Summary: The focus was on those key areas that are most critical to State and USAID's ability to operate most effectively, and that can be achieved through this inaugural QDDR.
The five working groups submitted detailed interim reports containing consolidated input and reflecting a rich level of discussion from nearly 500 State and USAID employees working in over 25 working groups and sub-groups. The reports also reflected input received through the intranet, direct responses to working group questionnaires, and input from interagency and external stakeholders. The groups covered a broad range of issues that got to the heart of how State and USAID operate - they considered what capabilities are needed now and what might be needed given the trends over the next ten years.
The QDDR Chairs prioritized those areas most critical to State and USAID's ability to operate effectively and considered what can be realistically accomplished through this inaugural QDDR. A thorough review of the working groups' conclusions - led by Deputy Secretary Lew and co-chaired by USAID Administrator Shah - focused on those key areas that can be achieved through this inaugural QDDR. The Secretary was actively involved in the review process.
3.3. The Secretary is clearly committed to women's issues. Why isn't there a standalone taskforce on gender?
Summary: Gender issues are integrated into every working group/task force.
It is the objective of the QDDR to integrate gender in policy formulation, strategic planning, and implementation, including monitoring and evaluation - in other words, every stage of the process. A standing group of gender experts meets regularly, and members of that group participate in each working group/task force to ensure that the technical knowledge related to gender is infused into QDDR analysis. Gender integration and empowering women and girls will continue to be priorities in Phase 2.
4. USG REFORMS
4.1. How does the QDDR relate to the Foreign Assistance Reform underway in Congress?
Summary: Congress, State, and USAID agree that foreign assistance can benefit from being modernized to meet current day and future challenges. The proposed legislation has informed the QDDR, and the QDDR will inform key aspects of foreign assistance reform.
Congress, State, and USAID agree that foreign assistance can benefit from being modernized to meet current day and future challenges. The proposed legislation has informed the QDDR, and the QDDR will inform key aspects of foreign assistance reform. The QDDR Leadership Team has met with Congressional staffers on several occasions to discuss substantive issues of mutual interest.
4.2. How does the QDDR relate to the Presidential Study Directive-7 (PSD-7) process led by the National Security Council (NSC)?
Summary: The QDDR and PSD-7 processes are complementary - the PSD-7 focuses on global development policy and the QDDR focuses on building the capacity of State and USAID to achieve the foreign policy objectives, including those related to development.
The QDDR and PSD-7 processes are complementary - the PSD-7 focuses on policy development and the QDDR focuses on building the capacity of State and USAID to achieve the policy objectives. The leadership of the PSD-7 and QDDR processes meets regularly to discuss the progress of both efforts.
4.3. How does the QDDR compare to similar reviews of Defense and the Department of Homeland Security? How does the rest of the interagency fit in? And how is the QDDR different from other recent reform initiatives at State and USAID?
Summary: Each review is tailored to specific needs and challenges of their respective agencies. These initiatives receive interagency review and comment to ensure that they reinforce and complement each other.
All of these reviews are aimed at improving the way agencies carry out their mandates, but each has a focus that is tailored to specific needs and challenges of a particular agency. The first QDDR has different objectives and approaches than the DoD QDR and the QHSR, which were recently completed after a full year of deliberations. All of these initiatives receive interagency review and comment in order to ensure that they reinforce and complement each other.
4.4. The QDDR suggests State and USAID have responsibility for "leading and coordinating whole-of-government approaches" across agencies. Why is that your role?
Summary: State and USAID's legislative authorities, combined with their international expertise and presence throughout the world, means they are best placed to offer strategic vision to USG foreign policy efforts. We recognize there are times when we lead or coordinate, and others when we support the international efforts of other agencies.
4.5. The Secretary has stated on numerous occasions that USAID should be the "premier development agency in the world" and that development should be elevated. What does that mean in practical terms?
Summary: In practical terms, we will increase USAID's capacity by expanding and better structuring its institutional capabilities and reinforcing its leadership in meeting USG foreign policy objectives.
Development leadership is critical to USG success in international efforts. It is important that diplomacy and development are mutually reinforcing at every stage of the policy, planning, and implementation, in Washington and in the field.
The priorities selected for continued analysis in Phase 2 are directly linked to increasing USAID's capacity. These priorities will inform 1) how to structure State and USAID in Washington and the field to achieve global development goals; 2) how to strengthen USG bilateral and multilateral engagement; and 3) how to more effectively advance development solutions.
Task Forces in Phase 2 are also considering how both State and USAID can incorporate aid effectiveness principles into business processes, encourage and support innovation in foreign assistance, and build civilian response to conflict. Phase 2 is focusing on core processes fundamental to USAID's ability to meet development goals, including strengthening the development policy, planning, and budgeting capability; reforming human resource policies and practices; restoring a balance between outsourcing and in- house capacity; and increasing accountability for results.
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