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- Private Capital Fuels International Development (pdf, 232kb)
- USAID Awards International Youth Foundation with "Alliance of the Year" for 2006
- The Future of Global Action Networks: The Challenges and Potential (pdf,194kb)
- USAID/Russia announces Incentive Fund for Developing Alliances (pdf,105kb)
- How to Make Development Partnerships Work; OECD Observer article by Dan Runde, May 2006
- Iraq Success Story in ICT (pdf, 84kb)
- USAID/Asia Press Release - High Tech partnership transforms wireless landscape in Vietnam (PDF)
- Private Sector Partnership Opportunities in Iraq (PDF)
- GDA referenced in National Security Strategy
- Making a World of Difference through Development Alliances - The Public Manager, Winter 2005-06
(pdf,205kb)
- Methane to Markets Call for Proposals pdf, 34kb)
Women's Health in Europe and Eurasia Addendum (pdf, 55kb) Road Safety in the Europe & Eurasia Region (pdf, 50kb)
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GDA Report: Public-Private Alliances for Transformational Development
One of four key pillars for the U.S. Agency for International Development (USAID), the Global
Development Alliance (GDA) links U.S. foreign assistance with the resources, expertise, and creativity
of the private firms and nongovernmental organizations (NGOs) that provide a growing
share of finance, human capital, and other resources for global development.
The GDA approach enables alliance partners—corporations, foundations, and NGOs—to bring
their strongest assets to bear to address jointly defined development challenges, thereby achieving
together a solution that would not be possible for any individual partner. This multi-stakeholder
approach represents a shift in the way USAID executes its foreign assistance mandate. For its entire
history, USAID has acted either as a direct donor or through a client-vendor relationship with
organizations that carry out projects defined by USAID. With the advent of GDA, however, USAID
welcomes companies and NGOs as equals in the development project.
Thanks to the GDA, USAID is able to form alliances quickly as needs emerge. Since the devastating
tsunami of December 2004, for example, the agency has formed 18 alliances with the private
sector in affected countries, leveraging more than $17 million in private sector funds from
partners including Mars, Inc., Chevron Corporation, Microsoft, The Coca-Cola Company, Prudential,
Deutsche Bank, IBM, 3M, and ConocoPhillips.
This report has two purposes. The first is to introduce GDA to businesses and nonprofits interested
in improving the lives of people in the developing world by coordinating their activities with
other actors pursuing complementary goals. The second is to present some of the bold and innovative
public.private alliances formed under the GDA standard.
It is too soon to say whether GDA or the alliance approach will fully realize its promise. The initiative
is young. But each of the 22 alliances profiled here, a small sample of the nearly 300 alliances
active today, represents a creative way of harnessing the fundamental forces now shaping
the development landscape—the spread of globalization, the rise of private giving, and the need
for cooperative solutions to the most significant development problems. The GDA has already
exceeded expectations, had an important impact on development thinking, and generated promising
early results through the application of nearly $5 billion in combined public-private funds.
Moreover, the commitment of USAID professionals in the field attests to the fact that the agency
sees alliance-building as a valuable approach to accomplishing our goals.
In December 2005, after close consultation with senior staff in Washington and mission directors
overseas, Administrator Natsios converted the GDA Secretariat into an independent office, reflecting
significant advances in mainstreaming the GDA business model within the agency. The former
secretariat is now known as the Office of Global Development Alliances. It will assist missions
and offices in Washington in their efforts to reach out to the private sector, to mainstream
the public.private alliance model, and to manage relationships with private sector partners. The
GDA team is honored to serve USAID and our alliance partners, present and future.
—Daniel F. Runde,
Director, Office of Global Development Alliances,
U.S. Agency for International Development
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