United States International Development Corporation Chief Development Officer Act | ChamberLight
Bills · HR 6910
IN COMMITTEE· 119TH CONGRESS
House BillHR 6910International Affairs
United States International Development Corporation Chief Development Officer Act
INTRO DEC 19· LAST ACTION DEC 19
READING
3MIN
COSPONSORS
0
READER REACTIONS0 TOTAL
NO VOTES YET · BE THE FIRST
Introduced only
LEGISLATIVE PROGRESS
STEP 2 / 8
Introduced
In Committee
Reported
Passed House
Passed Senate
Conference
To President
Became Law
WHAT THE BILL DOES
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This bill matters because it seeks to ensure that a major U.S. government investment agency, the DFC, truly prioritizes its mission of fostering international development. If it becomes law, it would empower a key official to integrate development goals more deeply into the DFC's projects and strategy, moving beyond just financial or geopolitical interests. This could mean that U.S. taxpayer money invested abroad is more effectively channeled towards tangible improvements in global health, education, infrastructure, and economic opportunity, directly impacting the lives of millions in developing nations.
Without this bill, the emphasis on direct development impact within the DFC might remain less robust, potentially leading to projects that are less aligned with broad development objectives. By clarifying and strengthening the CDO's role, the bill aims to make U.S. international development finance more intentional, coordinated, and accountable for real-world change, which could enhance America's standing and influence globally.
KEY PROVISIONS
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PROVISION 01
The bill removes the requirement for the DFC Board's approval for the Chief Development Officer's role and shifts the advisory reporting line for development strategy from the Board to the Chief Executive Officer.
This centralizes authority over development strategy under the CEO, potentially streamlining decision-making and empowering the CDO's direct influence.
PROVISION 02
It expands the Chief Development Officer's duties to include advising DFC leadership on development policy, representing the DFC in interagency development meetings, and serving as an ex officio member of the Development Finance Advisory Council.
These changes elevate the CDO's strategic influence and ensures their direct involvement in key advisory and interagency forums.
PROVISION 03
The CDO is given explicit responsibility for coordinating with other federal agencies and overseas U.S. country teams to identify projects, explore innovative investment opportunities, and ensure awareness and leveraging of DFC's development tools.
This provision aims to foster stronger interagency collaboration and proactive identification of high-impact development projects.
PROVISION 04
The bill assigns the CDO management of DFC employees focused on structuring and evaluating interagency-codesigned projects, coordinating resource transfers, and implementing the DFC's overall development impact strategy.
This formalizes the CDO's operational authority over teams and resources dedicated to maximizing the development impact of DFC investments.
PROVISION 05
It tasks the CDO with fostering relationships and coordinating within the DFC to ensure U.S. international development policy and interests are integrated with the Corporation's foreign policy and national security goals.
This provision aims to ensure that development objectives are a co-equal consideration alongside other strategic priorities within the DFC.
This bill matters because it seeks to ensure that a major U.S. government investment agency, the DFC, truly prioritizes its mission of fostering international development. If it becomes law, it would empower a key official to integrate development goals more deeply into the DFC's projects and strategy, moving beyond just financial or geopolitical interests. This could mean that U.S. taxpayer money invested abroad is more effectively channeled towards tangible improvements in global health, education, infrastructure, and economic opportunity, directly impacting the lives of millions in developing nations.
Without this bill, the emphasis on direct development impact within the DFC might remain less robust, potentially leading to projects that are less aligned with broad development objectives. By clarifying and strengthening the CDO's role, the bill aims to make U.S. international development finance more intentional, coordinated, and accountable for real-world change, which could enhance America's standing and influence globally.
KEY PROVISIONS
AI-extracted
med
The bill removes the requirement for the DFC Board's approval for the Chief Development Officer's role and shifts the advisory reporting line for development strategy from the Board to the Chief Executive Officer.
This centralizes authority over development strategy under the CEO, potentially streamlining decision-making and empowering the CDO's direct influence.
high
It expands the Chief Development Officer's duties to include advising DFC leadership on development policy, representing the DFC in interagency development meetings, and serving as an ex officio member of the Development Finance Advisory Council.
These changes elevate the CDO's strategic influence and ensures their direct involvement in key advisory and interagency forums.
high
The CDO is given explicit responsibility for coordinating with other federal agencies and overseas U.S. country teams to identify projects, explore innovative investment opportunities, and ensure awareness and leveraging of DFC's development tools.
This provision aims to foster stronger interagency collaboration and proactive identification of high-impact development projects.
high
The bill assigns the CDO management of DFC employees focused on structuring and evaluating interagency-codesigned projects, coordinating resource transfers, and implementing the DFC's overall development impact strategy.
This formalizes the CDO's operational authority over teams and resources dedicated to maximizing the development impact of DFC investments.
med
It tasks the CDO with fostering relationships and coordinating within the DFC to ensure U.S. international development policy and interests are integrated with the Corporation's foreign policy and national security goals.
This provision aims to ensure that development objectives are a co-equal consideration alongside other strategic priorities within the DFC.
GLOSSARY
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U.S. International Development Finance Corporation (DFC)
A U.S. government agency that invests in private sector-led development projects in low- and middle-income countries around the world to advance U.S. foreign policy and national security interests.
Chief Development Officer (CDO)
A senior officer within the DFC responsible for leading and coordinating the agency's efforts to achieve its development goals in international projects.
Development mandate
The core purpose or mission of an organization to promote economic, social, or political progress and improvement in other countries.
Better Utilization of Investments Leading to Development Act of 2018 (BUILD Act)
The law that created the U.S. International Development Finance Corporation (DFC) and outlined its structure, powers, and objectives.
Ex officio member
A person who is a member of a board or council because of holding another specific office, rather than being separately appointed or elected.
Development Finance Advisory Council
A council that advises the U.S. International Development Finance Corporation on its policies and activities related to international development.
ACTION TIMELINE
2 EVENTS
DEC 19, 25
Introduced in House
INTROREFERRAL
DEC 19, 25
Referred to the House Committee on Foreign Affairs.
Meetings that involve representatives from different U.S. government departments or agencies working together on a common issue, such as international development.