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This is an archived USAID document retained on this web site as a matter of public record.
In this section:
Alliances Link Government and Private Group Aid
and Expertise
Alliances Link Government and Private Group Aid and Expertise
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A mother feeds a child with water treated by PuR water
treatment technology. USAID’s public-private alliance
with Procter and Gamble is one of the over 290 Agency-wide
alliances formed since 2002.
Procter and Gamble (P&G) |
It was a new way to help poor countries: development alliances
that combine U.S. government cash and expertise with the money
and business savvy of U.S. companies, foundations, and NGOs.
USAID has worked with foundations for more than 40 years.
But under the auspices of the Global Development Alliance
(GDA), such partnerships have become more frequent.
After only three and a half years, the Global Development
Alliance (GDA) has matched $1 billion in USAID funding with
$3 billion in private funds, changing the way the Agency approaches
development assistance.
The Ash Institute at Harvard University’s Kennedy School
of Government recently named GDA as one of the 18 most innovative
initiatives in government.
GDA coordinates agreements between the Agency and corporations,
nonprofits, and other government agencies to put together
ideas, technologies, and funding to tackle problems in countries
and territories where USAID works.
The programs unite the diverse but often complementary interests
of public and private actors.
For fiscal years 2002–04, USAID invested over $1 billion
across 290 public-private alliances in 98 countries and every
region and sector.
GDA is committed to changing the perception of USAID from
an opaque bureaucracy to an open, accessible service provider,
facilitator, and resource partner.
In practice, GDA has enlisted a wide range of partners,
including corporations, foundations, faith-based groups, and
universities. Partners range from Home Depot to Aveda to the
Kellogg Foundation.
“GDA—unlike many government reform initiatives—in
less than four years moved from being a lofty idea to an operational
reality in missions around the world,” said Holly Wise,
who retired in March as the GDA’s first director.
Dan Runde is currently the acting director.
The GDA Secretariat has worked to educate Agency staff about
its new approach to development. It has delivered more than
25 workshops reaching over 800 USAID staff.
GDA has set up scores of projects with oil companies and
other firms and organizations. Projects range from building
schools to getting former combatants back to their farms.
But to have permanent impact, the alliance-building model
will have to be practiced throughout the Agency’s regional
and functional bureaus.
Throughout the world, alliances can work in such areas as
environment, conflict mitigation, education, health, economic
growth, agriculture, and communications.
“The greatest measure of a new direction in a bureaucracy
is if you can recognize it 10 years later,” said Administrator
Andrew S. Natsios.
“Not in the name it was called, but in what it practiced
and achieved. I dearly hope to look back 10 years from now
and see the hallmarks of public-private alliances and a diverse
range of partners, as the fight to reduce poverty continues.”
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