THE WHITE HOUSE 

WASHINGTON 

March 8, 2019 

Dear Mr. Chairman: 

In accordance with section 1462 of the Better Utilization of 

Investments Leading to Development Act of 2018 (Division F, 

Public Law 115-254) (the "Act"), I submit the enclosed 

Reorganization Plan for the United States International 

Development Finance Corporation (the "Plan"). The Plan 

provides information concerning the elements identified in 

section 1462(b) of the Act, which may be modified consistent 

with section 1462(d) of the Act. 

Sincerely, 

The Honorable Richard Shelby

Chairman 

Committee on Appropriations 

United States Senate 

Washington, D.C. 20510 
INTRODUCTION 

United States International Development Finance Corporation 

On October 5, 2018, President Donald J. Trump signed into law the Better Utilization of 

Investments Leading to Development Act of 2018- ("the BUILD Act," or "the Act"). The BUILD 

Act consolidates, modernizes, and reforms the U.S. Government's development finance 

· capabilities - primarily the Overseas Private Investment Corporation ("OPIC') and the

Development Credit Authority ("DCA") of the U. S. Agency for International Development

("USAID")- into a new agency: the United States International Development Finance Corporation

("DFC," or "the Corporation"). Bipartisan proposals accelerated after the President announced a

commitment to reform and strengthen the U.S. Government's development finance tools at the

. November 2017 Asia Pacific Economic Cooperation Forum and included a proposal for a 

modernized development finance institution in his Fiscal Year 2019 Budget. The Administration 

is pleased to have worked with Congress to move this bill to the President's desk and looks forward 

to continuing this collaborative relationship as it implements the legislation. 

Development finance tools such as loans, guarantees, investment funds, and political-risk 

insurance facilitate private-sector investment in developing countries that will have positive . . . 

developmental impact. These are transactions the private sector will not do on their own because 

of risks associated with the developing world. Limited backing from the U.S. Government can 

help catalyze significant amounts of private capital into developing countries; This backing will 

be essential to supporting key sectors such as power, water; infrastructure, agriculture, and health 

. that improve the quality oflife for millions and lay the groundwork for creating modem economies 

and providing financing for women or other borrowers that have not had sufficient - or any -

access to commercial financing. The bipartisan support for the BUILD Act arose from a 

recognition that this model of mobilizing private investment must become a more prominent 

development tool of U.S. foreign policy, as the needs in the developing world are just too great to 

meet with government resources alone. 

Significantly, the DFC will provide a robust alternative to the Chinese state-directed,.debt-heavY 

model that can leave developing countries worse off. The DFC will better incentivize privatesector-led development projects in developing countries that adhere to high standards and are 

financially viable over the long haul, while ensuring that contracts are transparent, and that 

transactions properly assess economic and social impacts. Financing for high-quality privatesector-led development from the DFC and other like-minded bilateral and multilateral 

development finance institutions will help countries throughout the developing world sidestep 

opaque and unsustainable debt traps, and help more American businesses invest in and .open 

devel9ping markets, including in places that are of key strategic importance to the United States. 

While the DFC will maintain many aspects of OPIC and DCA' s programs at its core, the DFC will 

be a new agency with other enhanced elements such as the following: 

✓ More tools and flexibility to allow the DFC to substantially increase the U.S. Government's

support for private-sector-led development in the world's least developed countries;

1 
. ✓ Strong linkages among the DFC, the Department of State, USAID, and other agencies as 

appropriate, including the creation of an offic_e of the Chief Development Officer, to ensure 

close effective collaboration to support U.S. foreign policy priorities and deliver development 

impact; and 

✓ Increased taxpayer protections; such as a Chief Risk Officer, a dedicated Inspector General

and an Independent Accountability Mechanism, to ensure the prudent use of taxpayer resources

while advancing the development goals and foreign policy interests of the United States.

The Administration looks forward to working with the Committees in a collaborative manner in 

order to operationalize the DFC on October 1, 2019 and advance U.S. foreign and development 

policy objectives. 

THE REORGANIZATION PLAN 

The Administration submits this Reorganization Plan pursuant to section 1462 of the Act. The 

Act requires submission of a Reorganization Plan regarding three categories of information 

concerning plans for the DFC: 

(1) The transfer of agencies, personnel, assets, and obligations to the Corporation;

(2) Any consolidation, r�organization, or streamlining of agencies transferred to the

Corporation; and

(3) Any efficiencies or cost savings achieved as a result of the transfer of agencies,

personnel, assets, and obligations to the Corporation pursuant to. this title, including

.reductions in unnecessary or duplicative operations, assets, and personnel.

Section 1462(b)ofthe Act identifies six elements, together with other elements, "as the President 

deems appropriate," as among those for discussion in the plan. Each of the six elements set out in 

the Act appears verbatim below, followed by a discussion of the item. 

This plan is subject to modification pursuant to section 1462(d) of the Act, which provides that, 

following consultation with the appropriate Congressional Committees, the President may modify, 

,-or revise, any part of the plan until that part of the plan becomes effective. 

The plan will complement the Fiscal Year 2020 President's Budget Request and justification 

materials, as well as the Coordination Report required by section 1462( c) of the Act. 

PLAN ELEMENTS 

(1) Identification of any functions ·of agencies transferred to the Corporation pursuant to the

Act that will not be tr;msferred to the Corporation under the plan.

In accordance with section 1462( e) of the Act, the Administration will request an appropriation 

for Fiscal Year 2020 for the DFC; this plan becomes effective on October 1, 2019 ("Effective 

2 
Date"). On this date, pursuant to section 1463(a) of the Act, the functions, personnel, assets, and 

liabilities of the following shall transfer to the Corporation: 

(1) OPIC; and

(2) the following elements ofUSAID:

(A)DCA; and

(B) the existing legacy credit portfolio under the Urban Environment Program,

· and any other direct loan programs and non-DCA guaranty programs.

Section 1463(b) of the Act authorizes - but does not mandate - the transfer to the Corporation of 

the following elements ofUSAID, as further discussed below: 

(1) The Office of Private Capital and Microenterprise ("PCM'); and

(2) Enterprise Funds.

USAID's Office of Private Capital and Microenterprise: After careful consideration, the 

Administration has decided not to move PCM to the DFC. This office acts as a consulting unit for 

USAID's personnel to coordinate with the private sector. PCM staff help ensure that USAID 

plaruμng and programming more directly engage the private sector and· help USAID Missions 

identify when USAID's public resources can best influence the intersection between business 

opportunity and development impact. 

The decision regarding PCM' s disposition comes as USAID is seeking to transform its operations 

by bringing the private sector into the development process at earlier stages to co-design and cocreate innovative solutions to development challenges. Towards this end, pending completion of 

Congressional notification procedures, USAID is in the process of creating a new Private-Sector 

Engagement ("PSE') Hub, which would combine staff and expertise from several current offices, 

with PCM at its core. The PSE Hub would serve as USAID's primary organizational interface with 

the DFC. Therefore, by keeping PCM's staff and functions with USAID, both USAID and the 

DFC will be able to make maximum, effective use of the U.S. Government's development-finance 

tools and approaches. 

USAID does not intend to use its legacy microenterprise loan or credit authorities, but instead 

coordinate with the DFC for future credit investments. 

The Microenterprise Results and Accountability Act of 2004 (Public Law 108-484) ("MRAA"),· 

as amended by the Women's Entrepreneurship and Economic Empowerment Act of2018 (Public 

Law 115-428), requires USAID to report annually on the Agency's worldwide investments in 

microfinance and the development of micro, small and medium-sized enterprises, and to have a 

specific office led by a director dedicated to this purpose (the "Microenterprise" portion of PCM). 

The MRAA, as amended, also provided USAID with certain loan and credit authorities to support 

investments in micro, small and medium-sized enterprises, but USAID traditionally has used 

grants, cooperative agreements, contracts, its existing DCA authorities, and other forms of 

3 
assistance to achieve the purposes of the statute instead. The passage of the BUILD Act and the 

creation of the DFC consolidates and enhances the range of development-finance tools available 

to the U.S. Government, which will allow USAID to depend on the DFC to make such credit tools 

available, rather than use its legacy microenterprise loan or credit authorities provided under the 

MRAA. 

Enterprise Funds: Given the advanced stages of existing USAID-financed "enterprise funds," . . 

the Administration; after careful consideration, has decided to leave them and their existing 

governance structures in place as they begin to wind down. Congress initially authorized the 

Enterprise Fund program through the Support for East European Democracy (SEED) Act of 1989,

which authorized the investment of U.S. Government grant money to support the nascent market 

economies of Poland and Hungary. Later, Congress extended the model to much of the rest of 

Central and Eastern Europe and the newly independent states of the former Soviet Union, and most 

recently to the Middle East, specifically Egypt and Tunisia. 

Each Enterprise Fund has operated as an independent, 501(c)(3) non-profit organization governed 

by a Board of Directors nominated by the President and confirmed by the Senate. Each Board 

makes strategic and operating decisions, and typically engages an independent, professional fund 

manager to manage its investments. 

USAID provided grants that total nearly $1.2 billion to capitalize ten funds in Europe and Eurasia 

in the 1990s. Of these original ten Enterprise Funds, only two have not been legally dissolved or 

completed the dissolution process: the .Albanian-American Enterprise Fund, which is in the last 

stages of liquidating its two remaining investments; and the Western NIS Enterprise Fund, which 

operates in Ukraine and Moldova, the only fund that is making any new inve.stments. See 

Appendix A for further details on these Enterprise Funds. 

USAID made its last two grants to fund the Egypt and Tunisia Enterprise Funds in 2013. The 

Egyptian:..American Enterprise Fund (EAEF) and the Tunisian American Enterprise Fund (T AEF) 

commenced their orderly liquidation processes on December 31, 2018, and they will terminate 

over the course of the next several years. 

Given the advanced state of each Enterprise Fund, the Administration has determined that it is 

most prudent and efficient to_ leave the management of the existing Enterprise Funds with their 

respective Boards and USAID until they fully close down and their assets are liquidated in 

accordance with the processes set forth in their respective grant agreements. 

Moving forward, the establishment of a new Enterprise Fund will be determined following an 

interagency process. Each new Enterprise Fund will then in turn be launched, monitored, and 

liquidated under the authorities and management of the DFC. This is in keeping with the Act's 

intent to reduce the fragmentation of development finance across the U.S. Government and make 

these tools more accessible to policy-makers. 

Sovereign Loan G�arantees {SLGs): Section 1463(c) of the Act authorizes the transfer to the 

DFC or any other appropriate Department or Agency of the U.S. Government the "loan accounts 

and the legal rights and responsibilities" for the sovereign loan guaranty portfolio held by USAID 

. 4 
and mandates the. inclusion of the disposition of the Sovereign Loan Guarantee (SLG) program in 

this Reorganization Plan. 

SLGs allow foreign governments to issue debt guaranteed by the United States, which thereby 

provides access to private sector international credit markets and lowers the cost of financing for 

. these countries below what would have been possible based on their credit rating. The SLG · 

program is a foreign and macroeconomic policy tool of the U.S. Government. Historically, when 

Congress has authorized SLGs, the interagency has conducted a process to consider whether to 

enter into a SLG with a country and on the terms and conditions of the SLG, which USAID then 

administers. Funding for the credit subsidy associated with the SLG has been authorized from 

budget accounts (the Economic Support Fund and the Assistance for Eastern Europe and Central 

Asia) over which the State Department exercises authority. Table 1 lists the U.S. Government's 

current SLG exposure by country. 

The Administration has not yet come to a final dete:o:nination as to which agency will be assigned 

responsibility for the SLG portfolio. The Administration will continue to request that Congress 

provide, in appropriations acts, the authority to provide new SLGs, and Administration decisions 

will continue to depend on an inter-agency process. DCA, as the USAID office responsible for the 

administration of the .SLG program today will transfer to the DFC. Therefore, the administration 

of the SLG program will also shift to the DFC. 

Under the BUILD Act, the current SLG exposure is expected to count against the DFC maximum 

contingent liability, if responsibility for SLGs is assigned to the DFC. This is an outcome the 

Administration would like to avoid. We will provide an update to the Committees once a decision 

has been made. · 

While the agency responsible for the SLG portfolio will show approximately $21 billion exposure 

on its financial stateme�ts, the risk of a default is a risk to the U.S. Government writ-large, 

regardless of which Department or Agency includes the SLG portfolio in its financial 

statements. The cost of making a claim payment in the event of a default would not impact the 

agency's discretionary budget, and would be covered by permanent indefinite authority in the 

Federal Credit Reform Act of 1990. 

Table 1 Soverei.gn Loan Guarantee Exposure by Country 

Country Total Drawn Amount Total Exposure 

(Principal and Interest) 

Total $22,561,200,000 $21,020,671,560 

Israel $13,326,200,000 $11,239,005,710 

Tunisia $1,485,000,000 $1,551,197,100 

Jordan $3,750,000,000 $4,055,743,750 

Ukraine $3,000,000,000 $3,099,510,000 

Iraq $1,000,000,000 $1,075,215;000 

5 
2) Specification of the steps to be taken to organize the Corporation, including the delegation

or assignment of functions transferred to the Corporation.

The Administration will take a number of steps to organize the Corporation by the Effective Date. 

Specifically, the Administration will request an appropriation, submit nominations for Board 

members and DFC officials; designate acting officials to facilitate the activities of the DFC, such 

as proposals to the DFC Board regarding appropriate committees and delegations of authorities. 

In accordance with section 1462( e) of the Act, the Administration will request an appropriation 

for Fiscal Year 2020 for the DFC to become operational by the Effective Date. The Effective Date 

stated in this plan will allow for the orderly and considered organization of the new entity and the 

consolidation of _functions from USAID and OPIC, while aligning the DFC with the FY 2020 

appropriations proc.ess. 

Section 1413(b) of the Act provides for the membership and duties of the Board of Directors (the 

"Board'') that will govern the DFC. According to statute, the total membership of the Board is 

nine, with four non-government members and five from the Federal Government. The five Federal 

Government members are the Chief Executive Officer ("CEO") of the DFC, the Secretary of State, 

the Administrator ofUSAID, the Secretary of the Treasury, and the Secretary of Commerce, each 

of whom may send designees to act on their behalf. The Chairperson of the Board is the Secretary 

of State or a designee acting on behalf of the Secretary and the Vice Chairperson of the Board is 

the USAID Administrator or a designee acting on behalf of the Administrator. 

All powers of the DFC vest in and are exercised by, or under the authority of, the Board. The 

Board will carry out the functions specified in legislation, will develop a publicly available policy 

to provide for meaningful public participation in the Board's activities and will prescribe, through 

bylaws and policies, the manner in which the DFC will conduct its business and exercise its 

powers, including by delegation to the CEO. Such delegations, to facilitate the conduct of business, 

will specify the types of projects and accompanying thresholds the CEO may carry out (including 

which powers he or she may further delegate to other Officers of the DFC), and which powers the 

Board will retain. 

The Board will provide ongoing policy direction' and general oversight, including to the Risk and 

Audit Committees that section 1441 of the BUILD Act requires to be established. The Board's 

directions and oversight will be informed by reports from the accountability mechanism set out in 

section 1415 of the Act on its activities, as well as reports from the Chief Risk Officer (CRO), 

CDO, and the Audit and Risk Committees. The public/private nature of the Board will foster 

thoughtful linkages and yiewpoints that will assist the DFC's management in decision-making on 

key strategies, priorities and projects. 

During the transition period which ends on the Effective Date; the President will begin to appoint, 

subject to Senate advice and consent, and/or designate acting officials pursuant to the transfer 

provisions of the Act for, as many of the following officers as possible: 

6 
o Chief Executive Officer of the Corporation. Section 1413(d) of the Act establishes the

CEO of the DFC, whom the President appoints by and with Senate advice and consent..

The · CEO shall be responsible for the overall operations and management of the

Corporation; shall have general supervision, direction, .and control of the business and

officers of the Corporation; and shall exercise all powers and authorities of the Corporation

by delegation from the Board, subject to the bylaws and policies established by the Board.

The CEO shall represent the DFC generally in its relations with Congress, Agencies, and

Departments of the U.S. Government, and with all others that have business with the

Corporation. Wherever any statute or regulation provides for the exercise of any functions

or authorities by the Head of Agency or Department, the CEO shall exercise such functions

or authorities.

o Deputy Chief Executive Officer of the Corporation. Section 1413(e) of the Act establishes

the Deputy CEO of the Corporation, whom the President appoints by and with Senate

advice and consent. The Deputy CEO shall assist the CEO in the operations and

management of the Corporation, and perform other duties as assigned by the CEO. The

Deputy CEO would perform the duties of the CEO should there be a vacancy in that

position.

o Four Non-Government Members of the Corporation. Section 1413(b) of the Act

establishes that four of the nine members of the Board, whom the President appoints by

and with Senate advice and consent, may not be officers or employees of the U,S.

Government. These non-government members of the Board must also have relevant

experience, including related to the private sector, the environment, labor organizations, or

international development. These members serve a term of three years ( and the President

may reappoint them for one additional term) and will remain in place until their successor

is appointed and confirmed. Section 1413(b) of the Act further provides that the President

shall appoint individuals from among lists submitted by various Congressional leaders. 1 

Each non-government member shall perform the duties of a director, including as a

member of any Committee of the Board, in a manner in which he or she believes to be in

the best interests of the DFC.

Under section 1465( c) of the Act, the President may, pending the advice and consent of the Senate 

required for the above officers, designate a person to act in such office until the position is filled 

as required above. Any person so designated must be an officer whose appointment was "required 

to be made with advice and consent of the Senate, and who was .such an officer before the Effective 

Date and who continues in office, or immediately before the designation. 

There will be named, as soon as possible after the CEO and Board are in place, officers to fill the 

following offices created by the Act: 

o Chief Risk Officer. Section 1413(±) of the Act mandates that the CEO appoint a "CR0" whom

the Board must approve. The CRO will work under the guidance of the CEO, but will report

directly to the Board, and shall be removable only by a majority vote of the Board. Given the.

1 As noted in the signing statement that accompanied HR 302, the President expressed hope to work with Congress 

on these appointments, but will treat the restrictions in these provisions as advisory, and non-binding. 

7 
requirement that the CEO select an individual among individuals with experience at a senior 

level in financial risk-management, it is ,likely that the DFC would hire this individual using 

its "Administratively Determined" authority. 

The CRO shall be responsible for developing, implementing, and managing a comprehensive 

process for identifying, assessing, monitoring, and managing risks to the DFC, including the 

diversification of the portfolio. Drawing upon public- and private-sector "best practices," this 

individual will head an Agency-wide mechanism-to ensure the following: 

The consideration of risks across the DFC are considered in the aggregate; • The coordination of risk management activities, distributed across the DFC; and • An independent viewpoint on major decisions related to enterprise risk and assumptions 

across the Corporation. 

The CRO will build upon OPIC and DCA's existing risk functions to foster a culture of 

enterprise risk-management within the DFC, and a comprehensive understanding of the actual 

and potential risks to the DFC. The CRO will have strong interactions with the Risk 

Committee of the Board ( established by Section 1441 of the Act), and will need to have a 

collaborative relationship with the CDO to ensure the DFC is striking the right balance when 

evaluating risks in undertaking its developmental mission. 

o Chie{Development Officer. Section l 4 l 3(g) of the Act mandates the appointment of a "CDO."

This individual will be appointed by the CEO of the DFC, with the concurrence of the

Administrator ofUSAID, subject to the approval of the Board. The CDO will work under the

guidance of the CEO, but will report directly to the Board, and shall be removable only by a·

majority vote of the Board. Given the unique requirements of the position, as well as that the

CEO selects the individual among individuals with experience in development, it is likely that

the DFC would hire this individual using its "Administratively Determined" authority under

. section 1413(h)(2) of the Act.

The CDO will take on a large role at the DFC, and help to ensure the projects the DFC supports

have lasting development outcomes. The House committee report for the BUILD Act noted

that the CDO's "central role" will be to "ensure that USAID officers have 'training, awareness

and access to' the Corporation's financial tools, and that the DFC has access to USAID

resources in pursuit of development projects."2

Consistent with the Act, the CDO will have at least six distinct primary responsibilities at the

DFC. Given the demands, it is likely that this individual will be the head of an Office of the

CDO. The CDO will take advantage of many existing resources of OPIC and leverage the

expertise ofUSAID, State, the Millennium Challenge Corporation ("MCC'), and other related

Agencies and Departments to form this office. Per Section 1435, the CDO will ensure that the

DFC utilizes relevant data and analysis from departments and agencies that have development

functions to better inform its investment decisions and results measurement. Those staff in the

Office of the CDO will be responsible for transaction support, the monitoring and evaluation

2 -- H. Rept. 115-814 - BETTER UT/LIZA TION OF INVESTMENTS LEADING TO DEVELOPMENT ACT OF 2018

8 
of development impact, evaluations and assessments, technical assistance, and the integration 

of the DFC into the U.S. Government's development strategies. Pursuant to section 1462(c) of 

the Act, a separate Report on Coordination detailing the strong linkages between the DFC and 

USAID, will be submitted separately. 

o Inspector General. In the past, OPIC has come under the jurisdiction of the USAID Inspector

General pursuant to a reimbursable Memorandum of Understanding (MOU). Section 1414 of

the Act establishes an Inspector General ("JG") specifically for the DFC. As the statute calls

for a Designated Federal Entity Inspector General, appointment and removal authority for the

IG resides with the Board. It is anticipated that the process of identifying candidates for the

DFC's first IG will take place during calendar year 2019. The new IG would then fill vacant

positions in its office out of its own line-item budget, and coordinate the transition of any items

on which the USAID Inspector General is still working. The Fiscal Year 2020 Presjdent' s

Budget requests $2 million.

Until a new IG is in place, USAID's Inspector General will continue to provide audit services

for statutorily required audits (such as of credit card transactions and the requirements of the

Federal Information Security Management Act) and completing any outstanding program

audits. OPIC or the DFC will reimburse the USAID Inspector General for these services until

a new IG is in place under a similar arrangement as OPIC has currently. Additionally, the

USAID Inspector General will provide all investigative services until a new IG is in place.

Additionally, section 1415 of the Act directs the Board to establish an independent accountability 

mechanism. This independent and transparent mechanism will, annually, evaluate and report to 

the Board and Congress regarding the DFC' s compliance with environmental, social, labor, human 

rights, and transparency standards. The mechanism must also provide a forum for resolving 

concerns regarding the impacts of DFC-supported projects with respect to environmental, social, 

labor, human rights, and transparency standards. Lastly, the mechanism will provide advice 

regarding the DFC project's policies and practices. The accountability mechanism will be an 

office within the DFC with appropriate staffing to carry out its role. This accountability function 

is common among development finance institutions and provides a critical means for holding the 

DFC accountable with respect to the implementation of strong environmental, social, labor, human 

rights, and transparency standards in its operations. This accountability mechanism is 

complementary with the oversight function provided by the IG established in section 1414 of the 

Act. 

(3) Specification of the funds available to each agency that will be transferred to the

Corporation as a result of transfers under the plan.

The table attached provides the budgetary resources available as of December 31, 2018. The actual 

balances as of September 2019 will be updated on or about November 15, 2019. 

The following is the explanatory note on the attached table: 

9 
(1) Actual balances for the Effective Date will be finalized in late November-2019 when the

Office of Management and Budget ("OMB") and Treasury release the FY 2019 SF133 reporting

on Federal expenditures, obligations, cancelations, adjustments, and other balances.

(2) However, to comply with this report requirement, we are providing the best available data at

this time -the FY 2018 SF 13 3 reporting as of December. 31, 2018:

(a) This encompasses, all the resources, regardless of status, or source (mandatory or

discretionary) available as of this writing;

(b) Future Changes:

(i) Operations during FY 2019 will change the amounts in each account and their

status;

(ii) New Treasury Account Symbols ("TAS") will be created to receive

transferred balances and continue legacy account operations

(Iii) After the Effective Date -

1. Transactions with accounting dates on and after the Effective Date, and

activity otherwise attributed to the Effective Date T AS, will instead be

attributed to the new TAS; and

2. Some closing accounting activities in legacy TAS will be necessary for

· the orderly closing of the accounts. These closings will likely lag the

Effective Date to allow time to settle accounts.

(4) Specification of the proposed allocations within the Corporation of unexpended funds

transferred in connection with transfers under the plan.

The amounts in the table attached will be available for the authorized and appropriated purposes 

under the Act, or, the transactions, programs, projects, or activities under which the balances were 

collected, or obligations created. 

The following is the explanatory note on the attached table: 

(1) The attached table provides unexpended resources in each account;

(2) Each account will carry balances transferred under the Act, and therefore any terms,

conditions, or authorities with those balances:

(i) The Corporate Capital Account pursuant to section 1434 of the Act will contain the

balances from the non-credit account and non-credit reform activities;

(ii) The Program Account will contain appropriated resources (subsidy) transferred from

OPIC's Program account and the DCA program account; and

(iii) The Program Account and the' financing accounts will carry mandatory (nonappropriated) balances reflecting credit operations as specified under the Federal Credit

Reform Act of 1990, as amended.

(5) Specification of any proposed disposition of property, facilities, contracts, records, and

other assets and obligations of agencies transferred under the plan.

The Administration has no current intention to dispose of property, facility, contracts, records, and 

other assets and obligations of agencies transferred under the plan. All such assets and obligations 

will transfer with each function transferred to the DFC pursuant to section 1463 of the Act. 

10 
During the transition period (as defined by section 1461 of the Act, beginning on the date of 

enactment of the BUILD Act and ending on the Effective Date), the Corporation may identify 

property, facilities, contracts, records, and other assets and obligations of agencies transferred that 

would be candidates for disposition because of duplication, non-use, or obsolescence. 

(6) Specification of the number of authorized positions and personnel employed before the

· end of the transition period that will be transferred to the Corporation, including plans to

mitigate the impact of such transfers on USAID.

All OPIC and USAID/DCA funded positions and personnel will transfer to the DFC at the end of

the transition period, i.e. by the Effective Date. Specifically, USAID plans to transfer 40 positions

related to DCA programs to the Corporation. Thirty-two of these positions currently reside within

the Office of Development Credit at USAID. Another eight USAID positions are housed outside

of the DCA Office in support offices (USAID's Office of the General Counsel, USAID's Office

of the Chief Financial Officer, and the State Department's Office of U.S. Foreign Assistance

Resources).

OPIC and USAID are working together to smoothly transfer all OPIC and DCA staff to the DFC,

and to ensure they will be well positioned in the DFC to continue to support USAID's programs

in the field. The DFC will develop processes and procedures to make all of the DFC's financing

tools readily accessible to USAID Missions. In addition, pending completion of Congressional

notification procedures, USAID will develop a capacity within its proposed PSE Hub within the

Bureau for Democracy, Development and Innovation to engage directly and regularly with the

Corporation to ensure this access. The Office of the CDO will also play a central role in ensuring

interactive engagements between USAID and the DFC.

After the Effective Date, the DFC is expected to develop opportunities for the detail to the

Corporation of additional State, USAID, MCC, Commerce, and other U.S. Government staff with

appropriate skills to encourage and facilitate greater interagency cross collaboration. In addition,

the DFC is expected to develop a robust training program for interagency staff on the Corporation's

various financing tools and programs and how agencies can partner with the DFC on projects, as

well as provide opportunities to detail or second Corporation staff to State, USAID, MCC, and

other United States Government Departments andAgencies in furtherance of the DFC's objectives

and mandate.

11 
Appendix A 

Est. Est. Est. Year Original Amount to Amount to Fund Liquidation Status Incorporated Grant Legacy U.S. Proceeds Foundations Treasury 

Active; 

Albania 1995 30.0 215.0 200.0 15.o Liquidating

Assets 

Baltics 1994 50.0 62.2 37.5 25.0 · Dissolved 

Bulgaria 1991 58.0 500.0 422.5 27.5 Dissolved 

Central Asia 1994 106.0 17.0 17.0 0.0 Dissolved 

Hungary 1990 73.0 30.0 15.0 13.0 Dissolved 

Poland 1990 255.0 383.0 263.0 120.0 Dissolved 

Romania 1994 61.0 150.0 125.0 25.0 Dissolved 

Russia 1995 329.0 300.0 150.0 0.0 Dissolved 

Slovakia 1991 65.0 4.0 4.0 0.0 Dissolved 

WNIS Active; Making 

(Ukraine and 1994 150.0 TBD TBD TBD New 

Moldova) Investments 

Active; Making 

Tunisia 2013 100.0 TBD TBD TBD New 

Investments 

Active; Making 

Egypt 2013 300.0 TBD TBD TBD New 

Inve�tments 

Total 1577.0 1661.2 1234.0 225.5 

12 
Total Budgetary Un obligated Treasury Account # Treasury Account Resources as of Balances as of Account Title as of DFC Effective 

Agency Account Title (Current) Included in DFC? as of DFC Effective # (Current) December 31, December 31, Date 

Date 2018 2018 

OPIC Overseas Private Investment Corporation 

Noncredit Account (including admin.) 

USAID DCA Development Credit Authority Program 

Account (including admin.) 

OPIC Overseas Private Investment Corporation 

Program Account 

USAID DCA Development Credit Authority Direct Loan 

Financing Account 

OPIC Overseas Private Investment Corporation 

Direct Loan financing Account 

USAID DCA Development Credit Authority Guaranteed 

Loan Financing Account 

OPIC Overseas Private Investment Corporation 

Guaranteed Loan Financing Account 

USAID DCA Development Credit Authority Program 

Account, Negative Subsidies 

OPIC Overseas Private Investment Corporation 

Loans, Negative Subsidies 

Development Credit Authority Program 

USAID DCA Account, Downward Reestimates of Loan 

Guarantees 

Overseas Private Investment Corporation OPIC Loans, Downward Reestimates of Subsidy 

NEW NA 

USAID Legacy Microenterprise and Small Enterprise 

Development Program Account 

Microenterprise and Small Enterprise 

USAID Legacy Development Guaranteed Loan Financing 

Account 

Microenterprise and Small Enterprise 

USAiD Legacy Development, Downward Reestimates of 

Subsidies 

USAID Legacy Microenterprise and Small Enterprise 

Development, Liquidating Account 

USAID Legacy Urban and Environmental Credit Program 

071-4184

072-1264

071-0100 

072-4492 

071-4074 

072-4266

071-4075

072-5210

071-4910

072-5230

071-4930

NA 

072-0400 

072-4343 

072-3030 

072-4341 

072-0401 

5,804,416,627 

22,788,307 

89,751,966 

0 

1,739,227,739 

95,497,268 

1,460,456,657 

NA 

NA 

NA 

NA 

NA 

2,820,398 

3,522 

NA 

37,375 

2,154,255 

5,785,905,883 

13,595,303 

80,220,466 

0 

1,558,425,295 

89,795,876 

1,398,929,443 

NA 

NA 

NA 

NA 

NA 

2,820,398 

3,522 

NA 

- 37,375 

2,154,255 

Transferred ·

Transferred and consolidated 

Transferred and consolidated 

Transferred and consolidated 

Transferred and consolidated 

Transferred and consolidated 

New Activity 

Transferred, managed by DFC, no 

new activity 

Transferred, managed by DFC, no 

new activity 

Transferred, managed by DFC, no 

new activity 

Transferred, managed by DFC, no 

new activity 

Transferred, managed by DFC, no 

Development Finance Corporation, Corporate 

Capital Account (including admin.) 

Development Finance Corporation, Program 

Account 

Development Finance Corporation, Direct 

Loan Financing Account 

Development Finance Corporation, 

Guaranteed Loan Financing Account 

Development Finance Corporation, Negative 

Subsidies 

Development Finance Corporation, Doward 

Reestimates of Subsidy 

Development Finance Inspector General 

Microenterprise and Small Enterprise 

Development Program Account 

Microenterprise and Small Enterprise 

Development Guaranteed Loan Financing 

Account 

Microenterprise and Small Enterprise 

Development, Downward Reestimates of 

Subsidies 

Microenterprise and Small Enterprise 

Development, Liquidating Account 

Urban and Environmental Credit Program 

077-4483 

077-0110 

077-4484 

077-4485 

077-268510 

077-268930 

077-0111 

077-0400 

077-4343 

077-268630 

077-XXXX 

077-0401 Account new activity Account 

Urban and Environmental Credit Guaranteed Transferred, managed by DFC, no Urban and Environmental Credit Guaranteed USAID Legacy 072-4344 50,215,470 48,225,915 077-4344 Loan Financing Account new activity Loan Financing Account 

Urban and Environmental Credit Program, Transferred, managed by DFC, no Urban and Environmental Credit Program, USAID Legacy 072-4430 NA NA 077-268730 Downward Reestimates of Subsidies new activity Downward Reestimates of Subsidies 

Transferred, managed by DFC, no USAID Legacy Debt Reduction Financing Account 072-4i37 165,815,817 165,358,877 Debt Reduction Financing Account 077-4137 new activity 
Total Budgetary Unobligated Treasury Account# Treasury Account Resources as of Balances as of Account Title as of DFC Effective Agency Account Title (Current) Included in DFC? as of DFC Effective # (Current) December 31, December 31, Date 

Date 2018 2018 

USAID Legacy Economic Assistance Loans Liquidating 

Account 072-4103 37,379,852 37,379,852 Transferred, managed by DFC, no new activity 

Economic Assistance Loans Liquidating 

Account 077-4103 

USA! D Legacy 

SLG 

Housing and Other Credit Guaranty Programs 

Liquidating Account 

Loan Guarantees to Israel Program Account 

072-4340 

072-0301 

15,912,954 

0 

13,626,285 

0 

Transferred, managed by DFC, no 

new activity 

TBD 

Housing and Other Credit Guaranty Programs 

Liquidating Account 

Loan Guarantees to Israel Program Account 

077-4340 

TBD 

SLG Loan Guarantees to Israel Program Account, 

Reimbursement of Ad min Expense 072-5318 27,000 27,000 TBD Loan Guarantees to Israel Program Account, 

Reimbursement of Ad min Expense TBD 

SLG Loan Guarantees to Israel Financing Account 072-4119 1,273,402,838.6 1,273,402,838.6 TBD Loan Guarantees to Israel Financing Account TBD 

SLG Loan Guarantees to Israel, Downward 

Reestimates of Subsidies 072-2530 NA f\lA TBD Loan Guarantees to Israel, Downward TBD Reestimates of Subsidies 

SLG Ukraine Loan Guarantees Program Account 072-0402 19,779 19,779 TBD Ukraine Loan Guarantees Program Account TBD 

SLG Ukraine Loan Guarantees Financing Account 072-4345 1,156,047,431 1,156,047,431 TBD Ukraine Loan Guarantees Financing·Account TBD 

SLG Ukraine Loan Guarantees Program, Downward 

Reestimates' 072-3130 NA NA TBD Ukraine Loan Guarantees Program, Downward TBD Reestimates 

SLG MENA Loan Guarantee Program Account 072-0409 0 0 TBD MENA toan Guarantee Program Account TBD 

SLG f MENA Loa f Guarantee Financing Account 072-4493 1,109,246,403 1;090,679,793 TBD MENA Loan Guarantee F.inancing Account TBD 

SLG Downward Reestimates, MENA Loan 

Guarantee Program 072-7630 NA NA TBD Downward Reestimates, MENA Loan TBD Guarantee Program