It relies entirely on them for quality graduate degree programs. Through this training and educational sponsorship the 

 A.I.D. Office of International Training is a sources of financial support for universities and a contributor to campus 

 research manpower. It also adds to the international perspective on the U.S. campus and encourages professional ties 

 with institutions in the developing world. 



Several hundred million dollars per year of research are sponsored by A.I.D. This investment improves A.I.D.'s 

 operational programs; more fundamentally it influences the research agenda of the international community. Re- 

 search in such areas as tropical agriculture and tropical medicine receives very large investments worldwide, and 

 A.I.D. seeks to catalyze and steer these investments to achieve U.S. objectives. The intellectual leadership of the U.S. 

 scientific community, especially the leadership from the research-intensive universities, is critical to this effort, estab- 

 lishing the cutting edges of the research itself, training researchers, and providing technical assistance and external 

 peer review. 



A.I.D. Expectations/Requirements for Relationships with Universities: 



A.I.D. has a charter to promote democratization, the development of free market economies, peace, and social 

 and economic development in client states. Universities play a key role as modem states seek to achieve these objec- 

 tives. The U.S. university system serves as a unique model and source of aid to A.I.D.s clients. Moreover, the interna- 

 tional university community is an institution of world importance, and U.S. universities' participation in this world 

 network is critical to the health of universities in A.I.D.'s client countries. 



Of course, A.I.D. also calls on the university community for educational services, for the creation and organiza- 

 tion of knowledge and technology, for the professional services of the scholarly community, and for institutional ser- 

 vices including management of projects and programs. 



Issues with Current Relationships/Barriers to an Effective Relationship: 



Is there a need for a stronger effort to catalyze and facilitate the role of U.S. universities in developing 

 countries? 



Is the potential for U.S. university involvement in developing countries recognized and fully appreciated by 

 policy, program, and technical staff of A.I.D. and other government agencies involved in our work? 



Are the universities sufficiently international in outlook? Can the government accelerate the universities' 

 internationalization movement? 



Are the "markets" effective, so that developing country and A.I.D. staff "customers" seeking U.S. univer- 

 sity services know of the offerings, and U.S. university know of the demand for their services? 



Does A.I.D. (U.S. government) need new mechanisms or authorities which recognize the special role and 

 value of universities in our society and make it easier to obtain their services and participation? 



Elements/Characteristics of a Productive Future Relationship: 



• Mutual confidence and trust; 



• Expanded information in each party (university staff, government staff, foreign nationals) as to the others; 



• More interpenetrating personnel systems so that scholars and managers can move freely between govern- 

 ment and university; 



• Wider public. Executive and Congressional understanding of the benefits of a more international orienta- 

 tion among universities and a more effective partnership of government and university in development; 



• More effective flow of information as to needs of scholarship from government to university, and much 

 more effective flow of the scholarly information from university to government; 



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