Economic Development

Opportunities For Long-Term Sustainable Growth From Recent Economic Hardship

The recent economic crisis has demonstrated the interdependence and interconnectedness of the world’s markets. Whether long-established superpowers or fledgling states, few have been immune to the effects of the globalized downturn. In fact, currently, 1.4 billion of the planet’s people depend on a daily income of $1.25 or less.

Though the economic decline has brought difficult challenges, it has also provided positive opportunities. CAMRIS works to seize these opportunities, rejuvenating weakened areas and providing a path toward sustainable growth. Through broad-based economic development, CAMRIS assists clients, individuals, organizations and governments alike, to empower themselves.

Stronger economies are better equipped to ward off societal ills such as hunger and malnutrition, disease, water and sanitation challenges and conflict. Thus, as part of its case-by-case approach, CAMRIS encourages numerous steps such as inclusive domestic and global market access, increased financing opportunities, government spending efficiency, upgrading of infrastructure and collaboration with the private sector. All of these initiatives contribute to the CAMRIS goal of creating sustainable and adaptive economic growth.

When clients need to add capacity execute their mission, CAMRIS weaves solutions that increases client capabilities. We increase your capabilities through our service delivery tracks that include:

  • Program and project design and implementation

  • Capacity building

    • Individual

    • Organization (agency, bureau, mission, implementing partners)

  • Institutional support 

  • International experts

  • Researchers

  • Administrative

  • Delivery of high quality baseline through end of project evaluations

  • Monitoring and evaluation


CAMRIS works with the United States Agency for International Development’s (USAID) Global Development Lab (GDL) on the GDL-II contract. The purpose of GDL is to foster innovation by working with external partners to help end poverty. This is done by using technology, innovation, science, and partnership to accelerate achievement of foreign policy and development goals. GDL operates through a two-part mission: produce breakthrough development innovations, and accelerate the transformation of the US development enterprise.

CAMRIS Approach

CAMRIS supports the GDL mission through highly qualified technical experts. These experts are trained in areas such as development, science, technology, communications and policy. These experts assist USAID in fostering independence through technological advancements. Among these advancements are mobile technology for banking and other services, as well as online education in regions which are difficult to access.


CAMRIS brings together diverse teams of experienced and qualified staff to support GDL’s mission of leveraging technology to help end poverty. Staff are placed within two units attached to the Office of the Director, and five key centers:

Global Development Lab Office of the Director

  • Engagement and Communications Unit
  • Evaluation and Impact Assessment Unit

Global Development Lab Key Centers

  • Center for Data, Analytics and Research (Lab/DAR)
  • Center for Development Innovation (Lab/DI)
  • Center for Global Solutions (Lab/GS)
  • Center for Transformational Partnerships (Lab/TP)
  • Center for Mission Engagement and Operations (Lab/MEO)


USAID/Peru conceived the New Alternatives Program, NAP, as a vehicle to support the transition of communities in post-eradication areas from coca dependency to licit livelihoods.  To achieve this with funding levels lower than in the last 20 years, USAID sought an unprecedented level of contractor collaboration and institutional strengthening support for the Government of Peru agency responsible for the fight against illicit drugs, DEVIDA.

CAMRIS Approach

Recognizing the importance of providing a local solution, CAMRIS partnered with a Peruvian firm, and leverages USAID funding by supporting and strengthening Peruvian government efforts to reduce poverty and coca production in post-eradication areas. The cornerstone of the project’s approach has been to build the strategic and operational ability of DEVIDA to implement post-eradication activities. We have achieved this by providing a proven team of field experts to work with DEVIDA teams throughout Peru while supporting DEVIDA central leadership and management to optimize the program’s management. Our team supports integrated rural development that drives balanced development through all aspects of sustainable agricultural production and commercialization, community development and governance, small farmer associativity, and the expansion of access to credit. A robust communications platform supports these efforts. NAP promotes equal gender access to all programs and supported DEVIDA to adopt a gender mainstreaming policy and plan as part of Peru’s 5-year national strategy for drug control. 

In concert with this core work with DEVIDA, NAP collaborates with and supports an increasingly broad array of stakeholders, including communities, public institutions, and private organizations that play key roles in building the social and economic foundation for licit communities in post-eradication areas. To broaden GOP support for project objectives, the project has supported DEVIDA to secure commitments to invest more resources in alternative development as well as the other key components of the counter-drug strategy: interdiction, illegal coca eradication and drug use prevention.


Program results have been impressive, which prompted USAID to extend the program from four to five years.  The following results are emblematic of our performance and the results of our institutional support model through the third quarter of the fourth year of implementation.

  • Over 14,300 families participate in the program through signed agreements with DEVIDA to transition to licit livelihoods and cease coca cultivation.
  • Participating communities have formed 327 community development committees, which have succeeded in leveraging over $6.5 million in public funding through participatory budgeting for activities prioritized in their community development plans, facilitated by NAP and DEVIDA.
  • NAP has worked with small farmers to apply an agroforestry approach in installing over 7,000 hectares of premium cacao and coffee jointly with DEVIDA.
  • The project has facilitated the formation and preparation of 376 agricultural committees with 9,390 members.NAP supports these committees to sell their members’ production; deals which totaled $2.7 million in the last three quarters. Sales by small farmers throughout post-eradication areas have exceeded $10M per year for the last two years.
  • NAP has supported farmers and organizations to install and manage over 220 organic fertilizer modules, which produced 61,150 liters of fertilizer to restore soils depleted by coca cultivation in the first three quarters of the current year alone.
  • To support high-quality agricultural production among participants, NAP established an agreement with the national bank, AGROBANCO, to offer credit services in post-eradication areas.These have resulted in 2,108 loans for $4.75M over the project to date with an exceedingly low default rate of 0.67 percent, which is facilitating the continued expansion of these credit products.
  • NAP has developed a community communications platform that includes over 400 community promoters in a network of over 155 communities. These promoters work with community development committees, municipal authorities and others to carry out communications supporting their communities’ development.
  • DEVIDA has increased its funding for Post-Eradication Program field activities dramatically, exceeding the project’s objective of the GOP assuming 80 percent of field activity costs while providing over 80 percent of the program’s personnel.
  • With NAP support, DEVIDA has led the development of a national counterdrug strategy that has made the post-eradication program a centerpiece, concentrating the alternative development funding on areas where eradication will take place and adopting a gender mainstreaming policy, among other advances.


Develop innovative approaches to knowledge and information management to improve the planning, implementation, and impact of USAID/Peru’s Alternative Development Program (ADP), which from 2002 to 2012 promoted licit economic activities to replace coca cultivation.

CAMRIS Approach

An "information audit" that:

  • Identified all pertinent information from documents, data sets, and other sources, including those generated by USAID, ADP, and outside sources.
  • Reviewed and rated all sources based on content and reliability.
  • Created a digital library and other knowledge management tools.

The CAMRIS information audit systematically reviewed, classified, rated, and organized all available information to determine the extent of information coverage, its reliability, and information gaps.


The CAMRIS information audit facilitated USAID and Peruvian government decision making regarding the timing and sequencing of ADP activities, beginning with coca eradication and linking eradication communities to regional and national networks of sustainable development opportunities and follow-on activities as part of the longer-term alternative economic development process.