Bureau for Democracy, Conflict and Humanitarian Assistance Bureau for Economic Growth, Agriculture, and Trade Bureau for Global Health Bureau for Management Bureau for Policy and Program Coordination Global Development Alliance International Partnerships Summary Tables Abbreviations & Acronyms Last updated: Wednesday, 29-May-2002 18:53:12 EDT

THE DEVELOPMENT CHALLENGE: Public-private alliances, as promoted by USAID's new Global Development Alliance (GDA) Secretariat, represent an important business model for USAID, and are applicable to many of the Agency's programs. USAID will serve as a catalyst to mobilize the ideas, efforts, and resources of the public sector, corporate America, the higher education and non-governmental organization (NGO) communities and other partners in support of shared objectives. GDA builds on many successful alliances around the world and seeks to take the best of those experiences and significantly expand this approach to meeting development objectives. Under the GDA and related efforts, USAID will collaboratively create alliances that bring new partners, innovations, and resources to development challenges.

THE USAID PROGRAM: The Program Data Sheets provided below cover the objectives for which USAID is requesting funds. The GDA approach recognizes significant changes in the assistance environment around the world. It builds on decades of experience working effectively with partners, both public and private, to take assistance to the next level of shared responsibility and magnified results. GDA brings a mix of new partners, including NGOs, private voluntary organizations (PVOs), cooperatives, foundations, corporations, higher education institutions and even individuals to the development challenge, and it will engage current partners in new ways. A GDA Secretariat was established as a temporary unit to provide leadership and direction across the Agency for rapid and full integration of this business model into USAID business operations. The intent isto mainstream a public-private alliances approach and the continued need for the GDA Secretariat will be reviewed at the end of FY 2003.

GDA entails the mobilization of significant non-U.S. Government resources - partners are to bring at least as many resources to the table as those provided by USAID. Resources may take the form of funding, in-kind contributions, human resources, or intellectual property. GDA uses collaborative obective setting as a catalyst to mobilize ideas and resources of many actors in support of shared objectives. Development problems and solutions are jointly definted. GDA seeks to improve the quality and extent of partnerships, catalyze private financing of development assistance, and enhance policy reform through advocacy. GDA responds to a growing international view that public commitment and resources alone are necessary but not sufficient to meet development needs and opportunities.

ON-GOING PROGRAMS FOR WHICH NO NEW FY 2002 OR FY 2003 FUNDING IS REQUESTED: None.

OTHER PROGRAM ELEMENTS: USAID has considerable experience with the development of strategic partnerships. The following are but a few of the many successful alliances currently in place:

• The Global Alliance for Vaccines and Immunization (GAVI) is a partnership between the Gates Foundation (which provided a $750 million financial commitment), USAID, international institutions including the World Bank, United Nations Children's Fund, the World Health Organization, the pharmaceutical industry and others to address the 30 million children every year who do not receive vaccinations.
• Conservation International has partnered with Starbucks Coffee in a USAID program to promote more remunerative and environmentally sound coffee production in the buffer zone surrounding the El Triunfo Biosphere Reserve in Mexico.
• The Parks in Peril program, which has mobilized more than $70 million of non-USAID funding, is a partnership among USAID, The Nature Conservancy, local NGOs, and local government agencies to ensure the protection of up to 37 critically threatened Latin American and Caribbean national parks and reserves of global significance.

The formation of the GDA pillar expresses USAID's strong commitment to developing future alliances that will bring to bear significant resources, expertise, creative approaches and new technologis to address international development issues.

OTHER DONORS: Corporate philanthropic giving, including that for international programs, has risen significantly. PVOs have grown in number, reach, and capability. (In 1970, there were 18 PVOs eceiving USAID funding; in 2000, there were 195.) In developing and transition countries, corporate philanthropy and activism among community, voluntary and non-governmental groups are growing. There is considerable untapped potential for U.S. private industry, faith-based and community organziations, universities, and other groups, both in the U.S. and overseas. These activities are generally narrow in scope but increasingly involve substantial resources. Public-sector efforts can be bigger coordinated in order to achieve maximum support of U.S. strategic aims. The capabilities and resources of the public, private, and NGO sectors can also be better harmonized to create a "bigger pie" for international development assistance and to allocate resources strategically. As the lead public-sector agency in development assistance, USAID has a critical role, based on its long experience and continuing presence overseas, to play in analyzing priorities, supporting host governments in policy reform, and implementing development assistance activities, and stimulating private resource flows to meet U.S. foreign policy goals.

Program Data Sheets

• 020-001  Program Development and Learning
• 020-XXX  Development Alliance Fund