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Partnering with USAID A Guide for Companies

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					        USAID/Angola     Alison Bird   AFP   AFP




Partnering with USAID:
A Guide for Companies
Contents


                 How to Use this Guide                                                                        2

                 Introduction: Partnerships with USAID                                                         3

                     1   Why Partner?                                                                          4
                         Case Study: Sustainable Coffee with Conservation International
                         and USAID                                                                             6

                     2   Identifying the Intersections of Business
                         and Development                                                                       7

                     3   Determining Your Investment Strategy                                                 10
                         Table 1: Business-Relevant USAID Priorities                                          13
                         Case Study: Building a Stable Pyrethrum Value Chain in Rwanda                        14

                     4   Making It Happen                                                                     15
                         Diagram 1: USAID Program Life Cycle and Stages for Engagement                        18
                         Case Study: Water and Development Alliance                                           19

                     5   Navigating the Logistics: The USAID Alliance
                         Formation Process                                                                     20
                         Table 2: USAID Departments and Roles                                                  21
                         Table 3: Alliance Funding Mechanisms                                                  23




                                                                Appendixes                                    24
                                                                Definitions and Abbreviations                 24
                                                                USAID Partnership Worksheet                   25
                                                                USAID Private-Sector Contact List             26




                          This publication was produced from the United States Agency for International Development
                          by BSR. It was authored by Racheal Yeager, Blythe Chorne, BSR, and designed by MW Studio.
                          The Office of Development Partners/Private Sector Alliances wishes to recognize BSR,
                          Racheal Yeager, Blythe Chorne, and Chad Bolick for their work on this guide, as well as
                          to offer our profound thanks to all the individuals who contributed their time and ideas
                          towards its development.
           AFP

                                                                                                                    1
                How to Use tHis
                GUide


                 The following pages provide guidance on each part
                 of the partnership process. Depending on your level
                 of experience with partnerships and with the public
                 sector, or with USAID, you may find different sections
                 more or less relevant.
                 The table below provides guidance on which sections
                 may be most helpful for you.




                Making the internal case for partnership?                    New to partnership?              Want to make sure your partnership
                                                                                                              comes off without a hitch?
                Section 1 and 2 describe the value of partnership and        Section3 explains the
                the business benefits of investing in development.           process for finding areas        Section 4 and 5 explain success factors and logistics
                                                                             for strategic investment         for putting a great partnership together.


                Why Partner?                   Identifying the                  Determining Your             Making it Happen                  Navigating the
                (pg. 4)                        intersections                    Investment Strategy          (pg. 15)                          Logistics (pg. 20)
                                               of Business and                  (pg. 10)
                • Access technical                                                                            • Building strategic             • Clarify roles and
                                               Development (pg. 7)
                  expertise                                                                                     relationships                    responcibilities
                                                                                • Determine your
                • Strengthen                    • Supply chain                    objectives                  • Go local                       • Make initial USAID
                  stakeholder                     stability                                                                                      contact
                                                                                • Define financial            • Start small
                  networks                      • Social License to                                                                            • Define shared
                                                                                  commitment                  • Be flexible
                • Reduce financial                operate                                                                                        alliance objectives
                                                                                • Create partnership          • Join existing
                  burdens                       • New market                                                    programs                       • Determine funding
                                                                                  management
                                                  development                     structure                                                      mechanism
                                                                                                              • Identify an
                                                • New customer                                                  implementer                    • Solidify the alliance
                                                                                • Find shared
                                                  outreach                        priorities                  • Explore timing
                                                • Product                                                       options
                Case Study:                       differentiation               Table: Business              Diagram: Program                  Table: USAID
                                                • Talent development.           Relevent USAID               Cycle, pg. 18                     Department Roles,
                Starbucks, pg. 6
                                                                                Priorities, pg. 13                                             pg. 21
                                                • Community                                                  Case Study:
                                                  investment                    Case Study: SC               Coca-Cola, pg. 19                 Table: Alliance funding
                                                                                Johnson, pg. 14                                                Mechanisms, pg. 23
                                                                    Resource: Definitions and Abbreviations, pg. 24

                                                                        Resource: Partnership Checklist. pg. 25

                                                                 Resource: USAID Private Sector Contact List, pg. 26
    KickStart

2
                                                           introdUCtion: PartnersHiPs witH Usaid
                                                           USAID wants to partner with you to promote sustainable development.

                                                           USAID believes that collaborating with the private       • partnerships resonate with
                                                           sector can be an effective way to work, and the           CUSToMerS AND SHAreHoLDerS.
What is USAID?                                                                                                      Development makes a compelling story about
                                                           organization seeks partners that are active and
USAID is the United States Agency for                      invested in economies across the globe.                  improving people’s lives—and that story speaks to
International Development.                                                                                          business stakeholders. Working with USAID can lend
We are an independent, federal government agency                                                                    authority and legitimacy to a business’ development
that receives overall foreign policy guidance from the     WHAT DoeS THIS MeAN For BUSINeSS?                        efforts. Development initiatives can also create new
Secretary of State. USAID supports long term and           The term “development” refers broadly to the             customers and open new markets.
equitable economic growth and advances U.S. foreign        reduction of poverty and improvement of living
policy objectives through support for economic             standards through increased economic opportunity         • partnerships can Double
                                                                                                                     or TrIPLe THe IMPACT oF YoUr
growth, agriculture and trade, education, global health,   and a better quality of life. Issues relating to
                                                                                                                     social investments.
democracy, conflict prevention, and humanitarian           development include governance, healthcare, education,
assistance.                                                gender equity, infrastructure, human rights, economic    With more than a billion people lacking access to
                                                           opportunity, and environmental sustainability.           safe water, proper nutrition, and basic health care, the
Founded in 1961, USAID is the world’s largest national                                                              challenges of poverty are widespread and crippling.
development agency. USAID operates in sub-Saharan          Development initiatives aim to address individuals’      Partnership enables the sharing of resources, skills, and
Africa, Asia, Latin America and the Caribbean, the         challenges to prosperity and well-being through          networks that allow partners to achieve far more than
Middle East, and Eastern Europe and Eurasia. The           targeted assistance to non-governmental                  they could individually.
agency is headquartered in Washington, D.C., and has       organizations, businesses, and national and local
regional missions in each of the six regions above and     governments in the developing world. By fostering
country-level missions in the 86 countries in which        well-functioning markets, increasing trade, improving    GeTTING STArTeD oN A PArTNerSHIP CAN
the agency operates.                                       health and education, and enhancing governance           Be CHALLeNGING.
                                                           and infrastructure, development initiatives create       We have written this guide to help you navigate the
USAID created the Global Development Alliance
                                                           environments for long-term economic growth and           process of forming a partnership with USAID. From
(GDA) model in 2001 to prioritize and support
                                                           social progress. For example, over the past two          strategy conversations inside your company, to your
strategic partnerships between USAID and the private
                                                           decades, investments in better seeds and agricultural    first visit to USAID, to the relationship we develop and
sector. To date, USAID has cultivated more than 900
                                                           techniques have helped feed about one billion people     the partnership we create, this guide offers tips and
alliances with more than 1,700 partners to leverage
                                                           in the world.                                            examples to help you get started and to help those
approximately US$9.6 billion in resources.*
                                                                                                                    who are already working with USAID improve future
*Partner contributions are estimates by USAID              • Development partnerships make                          partnerships.
partners and may include contributions from the             SeNSe For BUSINeSS.
private sector, NGOs, foreign governments, and other       Development initiatives also benefit businesses by
organizations. Estimated contributions include cash        mitigating risks, creating access to new markets,
and in-kind resources. In-kind resource estimates          training workforces, and building relationships with
may have been valued by non-USAID partner                  key stakeholders. These initiatives can address
organizations. Partner contribution estimates are not      socio-cultural, economic, and environmental challenges
audited.                                                   and opportunities to enhance your current and future
                                                           operations.



                                                                                                                                                                    3
                                                1. wHy Partner?

                                                As environmental and socio-economic challenges
                                                                                                              ACCeSS TeCHNICAL exPerTISe
                                                                                                              Public private partnerships can be beneficial to all
In Short:                                       threaten supply chain stability and the security of global
                                                                                                              participants because of the opportunity to share
                                                operating environments, investment in development
    • Access technical expertise.                                                                             knowledge.
                                                has become increasingly relevant to long-term business
    • Strengthen stakeholder networks.          growth and risk mitigation. And as businesses grow
                                                                                                              For example, while a company might have limited
    • Reduce financial burdens.                 globally, companies are supporting development to
                                                                                                              expertise about a geographic area or about a topic
                                                better understand and gain access to new markets.
                                                                                                              related to development, USAID has considerable
                                                                                                              experience in all facets of development, as well as deep
                                                Many of the challenges businesses face are really
                                                                                                              regional and country level knowledge. USAID can
                                                symptoms of the development challenges USAID is
                                                                                                              also help you find the intersections between critical
                                                working to address. As a result, initiatives to address
                                                                                                              development issues and your company’s bottom line.
                                                business and development challenges are often best
                                                                                                              USAID has particular expertise in the following issues
                                                pursued jointly investments often have long term
                                                                                                              that also affect the private sector:
                                                horizons and challenges require diverse areas of
                                                expertise, and partnerships can provide business
                                                and the public sector the opportunity to combine               • Agricultural supply chains: working with small farmers or farmer
                                                complimentary strengths and resources. Participation             groups to increase productivity, enhance quality, and improve value chains
                                                and buy in by local communities, government, and               • Economic growth and trade: improving access to finance, building
                                                international experts can enrich the quality and                 skills, developing infrastructure, and improving supply chain efficiency
                                                sustainability of your activities, and contribute to the       • Education: supporting workforce development through technical
                                                legitimacy of your efforts. By working together, partners        training programs, and support for primary, secondary, and higher
                                                                                                                 education
                                                often find a new way of looking at a problem, and then
                                                                                                               • Environment: supporting communities and governments in natural
                                                develop a better solution together.
                                                                                                                 resources management and developing certification systems
                                                                                                               • Global health: improving the health of citizens and their children
                                                To this end, a growing number of companies are                   for a healthier workforce and sustainable communities
                                                forming partnerships with governments, multilateral            • Rule of law and democratic governance: fostering business-friendly
                                                organizations, and bilateral aid agencies like USAID to          operating environments, promoting respect for human rights and
                                                share funding, expertise, and stakeholder networks.              the rule of law, and supporting regulatory policies related to
                                                                                                                 labor standards


                                               What USAID Brings to Partnerships                             What Companies Bring to Partnerships
                                                   • technical development expertise.                            • skills, services, and products.
                                                   • strong national and local government relationships.         • access to global supply chains and markets.
                                                   • long-term country presence.                                 • market-driven approach to initiatives.
                                                   • credibility and goodwill.                                   • technology and intellectual property.
                                                   • network of local, regional, and global partners for         • relationships with local business actors.
                                                     implementation.                                             • communication and marketing acumen.
                                                   • convening power.                                            • Financial resources.
                                         AFP       • Financial resources.
4
USAID also has expertise in effective monitoring and        as well as resources to improve their practices and
evaluation frameworks, so that companies can measure        products.
the results of development activities over time.
                                                            Businesses also bring important relationships to
Similarly, companies bring unique expertise to              partnerships that can enhance development impacts.
government partners. Companies have deep insight            Companies with local operations are generally well
into market trends and needs, and they also can assist      connected to local business communities, which can be
public-sector partners in connecting suppliers to global    important for linking suppliers to markets.
value chains. Often, businesses provide technologies
and intellectual property that otherwise might not
be available to the public sector. Finally, companies
can contribute business skills, such as marketing and
communications.


                   “Expanding beyond our comfort zone
                      was what led us to seek partners.”
                          — Dennis Flemming, Chevron



strengthen stakeholDer networks
The private and public sectors also bring a
complementary set of relationships to partnerships.
USAID’s country-level missions typically have strong
relationships with national and local governments, and
throughout the world, USAID has a strong network of
local, regional, and global NGOs, civil society groups,
and foundations. Through these partnerships, USAID
has also built considerable credibility globally and has
a strong convening power with groups across sectors
and geographies. These relationships can help companies
understand economic development and developing
market needs, and secure social and regulatory licenses                                                             USAID/Angola

to operate.

Partnerships can also help companies strengthen existing
business relationships, particularly by providing local
suppliers and stakeholders access to technical expertise,

                                                                                                                     5
                                                                   CASe STUDY:                                                USAID AS A MULTIPLIer
                                                                   SUSTAINABLe CoFFee WITH                                    In 2003, a USAID program focused on farmer livelihoods
                                                                                                                              in Mexico created an opportunity for significant
                                                                   conservation international anD usaiD
                                                                                                                              expansion of the existing work with Starbucks. CI
                                                                   In 1997, Conservation International (CI) approached
                                                                                                                              submitted a proposal, and Starbucks’ existing financial
                                                                   Starbucks with a discovery: The coffee-growing areas
                                                                                                                              commitment gave CI an advantage in the application
                                                                   around the world overlapped with dense areas of
                                                                                                                              process. When the USAID grant was awarded, Starbucks’
                                                                   biodiversity. CI also revealed that sustainable coffee-
                                                                                                                              CEO went to Mexico City to sign the three-way
                                                                   growing practices went hand in hand with environmental
                                                                                                                              memorandum of understanding with officials from CI
                                                                   conservation. When farmers have access to markets
“For us, partnership is about identifying areas of mutual                                                                     and USAID as well as the U.S. ambassador to Mexico,
                                                                   and are paid a good price for high-quality coffee,
interest, finding out what the critical needs are, and                                                                        generating positive publicity for the initiative.
                                                                   they are less likely to use their land for livestock or
finding the stakeholders who can come to the table and
leverage our collective resources.”                                commercial development—both of which contribute to
                                                                                                                              With USAID involved, the project was replicated in
                                                                   deforestation.
                                                                                                                              Costa Rica and Panama. The additional funds also
                            — Dennis Macray, Starbucks                                                                        supported the development of a new Starbuck’s coffee
                                                                   Starbucks, which has a long-standing commitment
                                                                                                                              purchasing program focused on sustainable farming as a
                                                                   to sustainability and philanthropy, was interested in
                                                                                                                              business solution.
                                                                   supporting sustainable growing practices. But the
                                                                   company was reluctant to commit to buying the coffee
                                                                                                                              FroM PHILANTHroPY To C.A.F.e. PrACTICeS
                                                                   without technical assistance for farmers to meet the
                                                                                                                              As a result of the partnership, Starbuck began its Coffee
                                                                   specialty quality requirements.
                                                                                                                              and Farmer Equity (C.A.F.E.) Practices purchasing
                                                                                                                              program. C.A.F.E. Practices is a continuous improvement
                                                                   However, the quality of the coffee produced by
                                                                                                                              platform that evaluates coffee quality, sustainable farming,
                                                                   the farmers participating in the program exceeded
                                                                                                                              and compliance criteria. C.A.F.E. Practices reflect
                                                                   everyone’s expectations. Not only did Starbucks buy
                                                                                                                              the evolution of the Starbucks purchasing model to
                                                                   the coffee, the company made it a signature product:
                                                                                                                              prioritize close relationships with producers, investment
                                                                   Starbucks Organic Shade-Grown Mexico.
                                                                                                                              in sustainable coffee production, and a commitment to
                                                                                                                              the development of grower communities. Partnerships
                                                                   The program created a win-win-win situation:               with USAID globally represent a critical tool in helping
                                                                                                                              Starbucks achieve its business and development
                                                                       • Starbucks secured high-quality coffee with           objectives.
                                                                         organic certification.
                                                                       • Farmers received higher prices, access to premium
                                                                         and specialty markets, and technical training to
                                                                         keep improving coffee.
                                                                       • CI created incentives for farmers to produce their
                                                                         coffee sustainably, to avoid deforestation, and to
                                                                         protect the biodiversity surrounding their farms.
                                      Conservation International

     6
                                                     2. identifyinG tHe interseCtions of BUsiness
                                                       and develoPment

                                                    Many problems businesses face in international markets
                                                    and global supply chains are symptoms of the same                                          “USAID has been an invaluable
In Short:
                                                    development challenges that USAID is seeking to                                         partner to Wal-Mart in our efforts
   • Supply chain stability.                        address. This section presents a list of common business                               to improve the export readiness of
   • Social license to operate.                     challenges, and identifies how and why development                                          producers around the world.”
   • New market development.                        organizations may also be working on the same issues, or
                                                    may be able to influence them. Targeting your partnership                                            — Angela Hofmann,
   • New customer outreach.                                                                                                                              Wal-Mart Stores, Inc.
                                                    investments toward these shared challenges will likely
   • Product differentiation.                       result in a dynamic, mutually beneficial alliance.
   • Talent development.                                                                                         SoCIAL LICeNSe To oPerATe
   • Community investment.                          SUPPLY CHAIN STABILITY                                       A social license to operate can be both formal, requiring
                                                                                                                 government approvals, and informal, based on community
                                                    Enhance supply chain transparency through                    goodwill.
                                                    engagement with sub tier suppliers in community
                                                    development initiatives.                                     Increase social license to operate and help
                                                    When supply chains lack transparency, disruptions            stabilize insecure operating environments.
                                                    in production can impede a company’s ability to              If your international activities are geographically bound,
                                                    meet customer demand. Lack of transpararency can             maintaining a strong social license to operate and
                                                    also increase violations in labor, quality or sanitation     good relationships with local government is critical to
                                                    standards. By boosting local economies, improving            the success of current and future operations. Through
                                                    access to global markets, and stimulating sector growth,     partnerships, companies can demonstrate their long term
                                                    development initiatives can increase supply chain            commitment to local communities and their support for
                                                    transparency and aid in supplier capacity building.          the broader development agenda. Community investment
                                                                                                                 and engagement with local government can also promote
                                                    Build technical expertise and sustainable practices          transparency, rule of law, civil society, and healthy local
                                                    to ensure stable supply chains.                              economies.
                                                    Overseas producers particularly suppliers of specialty
                                                    or geographically defined products often get linked into     Reduce regulatory risks by engaging local
                                                    international value chains without the technical expertise   government and supporting transparent rule of law.
                                                    or business knowledge to ensure long-term, reliable          USAID missions often have established relationships
                                                    production. Investment in a partnership can help ensure      with national and local governments, and can
                                                    that the suppliers you are using today will be able to       facilitate introductions and support opportunities for
                                                    meet your production needs in the future. Development        collaboration. Private sector support for development
                                                    initiatives may focus on building technical expertise and    efforts that seek to engage government, increase
                                                    promoting sustainable practices in suppliers in order to     transparency, and increase support for compliance codes
                                                    reduce their vulnerability to social and environmental       and other labor regulations will also contribute to a
                                                    risks, such as water scarcity, poor working conditions,      stable operating environment for business.
                                                    and environmental degradation.

                                  USAID/Guatemala

                                                                                                                                                                   7
Examples:                                                                             “Partnering with USAID is like getting
Risk Mitigation Benefits                                                            a Good Housekeeping Seal of Approval.
                                                                                        They bring a lot of legitimacy to our
Mars: Concerns about the long-term viability of                                             initiatives, particularly when we
cocoa supply chains led Mars to develop a partnership                                            are entering new markets.”
with USAID to ensure regular availability of inputs such
as seeds, as well as training for cocoa producers to                                  — Carolyn Brehm, Procter & Gamble
enhance crop yield and quality.


Chevron: The Angola Partnership Initiative
contributed significantly to establishing new networks
                                                               new market Development
of partners that helped Chevron improve its long-term
business interests in Angola through collaborative
support for socio-economic development. It also                Develop technical infrastructure to support
helped the company improve its relations with the              market expansion.
Angolan government and other key stakeholders in the           Building new markets in emerging economies often                                                              Procter & Gamble
country.                                                       requires parallel growth in a related market, or
                                                               development of some other piece of the economy, such             NeW CUSToMer oUTreACH
                                                               as infrastructure. For example, the market for cell phones
                                                               is limited in regions that lack power infrastructure.
                                                                                                                                Reach new and future customers at the base of
                                                               Development organizations may support strategic                  the pyramid.
                                                               partnerships that invest in the parallel development             Expansion to new markets or increasing market share
                                                               required, creating new markets and promoting progress            often requires the adaptation of existing products to
                                                               in the local economy.                                            ensure their relevance in different cultural and market
                                                                                                                                contexts, particularly at the base of the economic
                                                               Introduce existing products to new markets.
                                                                                                                                pyramid, where customers have extremely limited
                                                               Development initiatives also offer a valuable opportunity to
                                                                                                                                income. For example, consumer goods can be repackaged
                                                               bring existing products to new markets. Working with
                                                                                                                                into smaller, less expensive units. Development initiatives
                                                               local actors to create small-scale distribution
                                                                                                                                that facilitate engagement with potential customers can
                                                               networks even outside of the formal economy can help
                                                                                                                                help companies understand these market needs. In a best
                                                               you reach isolated populations while also supporting
                                                                                                                                case scenario, a company could develop a product that
                                                               local entrepreneurship. New products can also promote
                                                                                                                                solves a tough development problem and benefits the
                                                               changes in well being for new customers. For example,
                                                                                                                                company. Examples of this include a food item fortified
                                                               the introduction of feminine hygiene products helps
                                                                                                                                with nutrition supplements for an area where children
                                                               women work and girls attend school without interruption.
                                                                                                                                are malnourished, or a mobile microfinance program that
                                                                                                                                delivers small loans via phone in areas with limited
                                                                                                                                banking infrastructure.

                                                USAID/Angola

     8
                                                                                    “We now have Cisco Networking          Build capacity of local employees to support short
                                                                                 Academies in more countries than we       and long term business growth.
Examples:                                                                              have Cisco offices. Often, they      In addition to suppliers, many companies also have local
                                                                                           are the first face of Cisco.”   operations in developing countries. Workforce
Growth Opportunities
                                                                                                                           development and leadership programs can help build the
Cisco: Cisco’s Networking Academy programs                                                  — Cristina McGlew, Cisco       skills of your company’s current and future local staff,
teach students around the world how to design, build,                                                                      who will contribute to the sustainability of local operations.
troubleshoot, and secure computer networks for
                                                                                                                           Professional development contributes significantly to
increased access to career and economic opportunities.     ProDUCT DIFFereNTIATIoN                                         local development by increasing skill and wage levels.
                                                           Differentiate your products by tying them to
Procter & Gamble: In many of P&G’s initiatives
                                                           social investment programs.                                     community investment
with USAID, business units and the regional teams                                                                          Finally, development initiatives are an effective method of
(known as the go to market teams) have sought to take      Linking products to development initiatives allows
                                                           companies to tell compelling stories about the people           achieving your company’s commitments to community
existing products into emerging economies.
                                                           involved in the creation of their products, such as women       investment and philanthropy. Partnering with an
                                                           working in garment factories or farmers growing coffee.         organization like USAID can lend authority and
                                                           Development initiatives can also help farmers secure            legitimacy to your investments, while cost sharing can
                                                           valuable labeling certifications, such as organic or Fair       provide opportunities to expand successful programs
                                                           TradeTM, which enable companies differentiate their             for increased impact. Procter & Gamble’s Children’s Safe
                                                           products and increase consumer loyalty.                         Drinking Water initiative, for example, is the company’s
                                                                                                                           signature philanthropic program. Working with USAID,
                                                                                                                           P&G has been able to deliver more than 1.6 billion liters
                                                           workForce Development
                                                                                                                           of clean drinking water since 2004.
                                                           Improve operational efficiency, products, and
                                                           product inputs through training and education
                                                           programs.
                                                           By supporting and building relationships with producers,
                                                           businesses can realize significant value as well as mitigate
                                                           risk. Producers may lack access to education and support
                                                           infrastructure, but they are likely most aware of what
                                                           would help them be more productive or create
                                                           higher-quality goods. In other cases, teaching suppliers
                                                           simple innovations or process improvements can have
                                                           significant impacts on product quality and/or yield. Such
                                                           investment can create opportunities for socio economic
                                                           development through producer skill-building, increased
                                                           access to markets, and increased quality and yield of
                                                           products.

                                                     IYF                                                                                                                            AFP

                                                                                                                                                                               9
                                                         3. determininG yoUr investment strateGy

                                                       Embarking on a partnership with USAID may mean
                                                       moving away from your company’s traditional methods of
                                                       making philanthropic investments or donations. In order                                “We look at global health needs, and
                                                                                                                                             then we find where our expertise fits
                                                       to guarantee a long term benefit for your company, you
                                                                                                                                              best, and which needs we could best
                                                       should clarify some key internal issues: You must identify
In Short:                                                                                                                                                          contribute to.”
                                                       your company’s strategic objectives, define your level of                                           — Kathy Pickus, Abbott
     • Determine your objectives.                      financial commitment, create a partnership management
     • Define your financial commitment.               structure, and find shared priorities.
     • Create a partnership management
       structure.                                      Determine your objectives
                                                       Every company has different reasons for pursuing                Determining Your Company’s Strategic
     • Find shared priorities.                         development partnerships. To ensure that your activities        Development Issues
                                                       are relevant, spend some time determining which type            A graphic modeling of priorities, or a materiality
                                                       of program will best meet your company’s business               analysis, is an excellent tool for identifying and building
                                                       objectives. Often, the myriad development challenges            internal consensus on which development issues are
                                                       and partnership opportunities can be overwhelming.              most strategic for your company.
                                                       USAID can help you determine which issue areas are
                                                       most pertinent for your business. Nonetheless, to ensure        Beginning with a range of development issues across
                                                       maximum relevance to your company, you should play an           geographies, you can undertake a structured process
                                                       active role in identifying geographies, opportunities, and      to prioritize the issues that influence the assessments
                                                       potential activities for investment. Pinpointing important      and decisions of stakeholders and that have significant
                                                       issues to your business strategy and your stakeholders          influence on your bottom line.
                                                       usually involves a focused priority, or materiality analysis.
                                                                                                                           This process will help ensure meaningful development
                                                         Regardless which departments will provide funding or              impacts, and will maximize overlap with business
                                                         partnership oversight, you should seek companywide                interests. The process
                                                         input. Without a wide range of contributions,                     and outcomes will
                                                         partnerships will struggle to meet business goals and             also support
                                                          g Y ou r Co m pany’s S tra tegic Devel Procter &
                                           Deter mininmay be less sustainable over the long term. op m ent Iss ues conversations with
                                                         Gamble, for example, has built and sustained a number of          USAID and efforts
                                                                                                      alysis, is an excellent identify areas of
                                           A graph ic modeling of priorities, or a m ateriality an business units
                                                         partnerships by incorporating ideas from                          to too l for
                                           iden tifying an d building interna l con sen sus on which de velop ment issue s are m ost
                                                         looking to expand market access for particular products.          mutual interest.
                                           strategic fo r you r compan y.
                                                         Flexibility on details is important, as the activities
                                                                                                                                                                                     Most material
                                                         of a partnership should be issue s by all actors
                                           Beg inn ing withanyran ge of de velop mentdecided across ge ogra phies , you can                                                              issues
                                                           struc tured proces s to to USAID or an implementing
                                           un dertak e ainvolved. However, goingprioritize the issue s that influenc e the
                                                         partner with a limited understanding of tha t have s ignifican t influen ce on
                                           asse ssments a nd dec ision s of stak eho lde rs and your objectives,
                                           your bo ttomexpectations, and potential restrictions, will limit the
                                                          li ne .                                                                                   Importance to stakeholders
                                                         efficacy of your conversations, could unnecessarily lengthen
                                                         the start-up phase, mea ning ful deve lopment impa cts,
                                           This proc ess will he lp en sure and may reduce the strategic nature an d will max imiz e                             Influence on
                                           overlap withof any partnership you create. ss and ou tcomes will also suppo rt
                                                AFP
                                                           bu sine ss interests. The proce                                                                   business success
                                           conv ersations w ith USAID and efforts to iden tify are as of mutua l interest.
10
                                                               The more you know about what your company is trying                  provide financial support, or pay cash to the company
Tip:                                                           to achieve and why, the better prepared you will be to               for in kind donations.
Think about using both business and                            select a partner or partners and design a program to               • Philanthropy budget allocation: If it is important
charitable funds for development                               achieve your shared objectives. Securing support from                to keep community and business investments separate,
partnerships.                                                  senior management at the outset will also strengthen the             philanthropy dollars can be used.
Diversifying the sources of funding (and any conditions        partnership.                                                       • CSR and corporate affairs: CSR budgets could be
on their use) enables innovative combinations                                                                                       used for programs that promote stakeholder
that reflect the realities of strategic development                                                                                 engagement, including local community initiatives such as
investment. Contribution from the charitable side can          Remember: Don’t go it alone. It’s crucial to                         health and education. This department is also sometimes
also help encourage business departments to invest             involve colleagues throughout your company to ensure                 called communications or government affairs.
their funds in the partnership.                                relevance, senior management support, and long-term                • Supply chain management: Initiatives focused
                                                               sustainability.                                                      primarily on improving capacity for ethical sourcing and
Achieving this balance can be complicated, especially
                                                                                                                                    strengthening relationships with suppliers can be funded
for companies that explicitly separate the foundation
                                                                                                                                    through procurement or supply chain budgets.
from the business. But there may be a solution: For
example, you could have company departments                                                                                       • Local business units or subsidiaries: Local
                                                               DeFINe YoUr FINANCIAL CoMMITMeNT                                     business units may have marketing, business
or suppliers pay for activities with direct business
benefits, and use corporate foundation funding for
                                                               Early in the partnership process, you should discuss                 development, or philanthropy budgets that can be used
strategic investment in surrounding community                  the financial aspects of the partnership both with your              for partnerships. For example, a portion of the Angola
infrastructure.                                                company and with your partners. This will ensure that                Partnership Initiative came from Chevron’s local
                                                               time is not wasted if financial commitment does not                  subsidiary.
                                                               exist, and it will help build trust and transparency in            • Product and business development
                                                               partner relations.                                                   departments: The testing of safety-approved
                                                                                                                                    new products or technologies could be integrated
                                                               Internally, you first need to determine how much you                 into development partnerships. For example, a new
                                                               are willing to invest. New initiatives with only one private         computer product could be tested for bugs by students
                                                               sector partner may require investments of US                         in a computer skills program. Similarly, expanding
                                                                                                                                    existing products to new markets could be relevant
                                                               $1 million or more; however, companies can also explore
                                                                                                                                    to these departments. Business development units can
                                                               opportunities to join existing partnerships with smaller             also facilitate in-kind donations. This department is
                                                               initial investments (see page 13). Once you have agreed              also sometimes called product development or
                                                               on an amount, determine your options and constraints                 emerging markets.
                                                               for dispersing the funds. Aligning your desired funding
                                                               commitment and your internal allocation requirements           CreATe A PArTNerSHIP MANAGeMeNT
                                                               will help avoid delays and potential conflict later.
                                                                                                                              STrUCTUre
                                                                                                                              Both the partnership-building process and the
                                                                                                                              implementation phases are more efficient when you
                                                               Funding allocation strategies include:
                                                                                                                              identify a point person to manage your company’s
                                                                                                                              relationships with USAID and the implementing partner,
                                                                   • Independent corporate foundation: If your
                                                                     company has a separate foundation that supports issue    the partnership formation process, and the resulting
                                                                     areas relevant to your business, the foundation could    program. If you are pursuing a partnership in only
                                                        Gain

                                                                                                                                                                                 11
                                                             one country, this person should be based nearby, with          Funding for alliances will come from the mission or
                                                             designated support from headquarters. If a partnership         regional level; USAID’s Washington-based staff have
Examples:                                                                                                                   limited budgets. Therefore, once you have identified
                                                             is spread across several countries, one person at
Internal Management                                          headquarters should oversee all partnerships and act as a      an issue area, you should contact either the Office of
Microsoft: This company established internal                 first point of contact for staff in the field.                 Development Partnerships (GDA) in Washington, or
communication channels, promoting USAID                                                                                     the Regional Alliance Builders (See the Appendix C,
opportunities with local business units. All questions       The types of staff chosen for the job are important, too.      page 26) to inquire which missions may be interested in
and project ideas directed upward to a headquarters          As managers of the relationship with USAID and other           exploring partnerships.
contact, who facilitates mission-level relationships.        partners, they will also serve as an internal “interpreter”
                                                             of these external organizations. For the partnership           Also note that USAID is a U.S. government agency,
Mars: Internal management evolved over time. First,          manager to function effectively and build meaningful           housed under the Department of State, and priority
it was housed in purchasing, and it soon broadened to        relationships with partners, this person should possess        areas of investment may emerge in conjunction with
include both technical staff (to vet project contents        a basic understanding of the development perspective,          critical foreign policy issues at the behest of Congress.
and support implementation) and government affairs           and skills or experience to support working with public        For example, at the time of publication in late 2009,
(to act as mediator).                                        sector and nonprofit entities.                                 Muslim-majority countries, especially Pakistan and
                                                                                                                            Afghanistan, were high priority aid recipients. The
                                                             In addition to creating a formal staffing structure, you       President’s Emergency Plan for AIDS Relief (PEPFAR),
                                                             should develop a formal communications and relationship        is another example of public policy impacts on global
                                                             management framework with USAID. Partnerships                  USAID strategy. Large, sweeping directives such as these
                                                             approached like formal business relationships with             change along with geopolitical circumstances and foreign
                                                             suppliers or retailers will yield better results through       policy priorities, and you should take them into account
                                                             enhanced and consistent communications.                        when considering investment areas.


                                                                               “Who you assign [internally] to these
                                                                                    partnerships is really critical. They
                                                                                have to be able to build relationships.
                                                                              And if they don’t have an understanding
                                                                                     of those other organizations, this
                                                                                           is very difficult to achieve.”

                                                                                        — Dennis Flemming, Chevron


                                                             FIND SHAreD PrIorITIeS
                                                             USAID defines investment priority areas that inform
                                                             budget allocation at the regional and country-level
                                                             missions and agency headquarters. A high-level summary
                                                             of these priority issues is outlined in the table that
                                                USAID/OFDA   follows.                                                                                                     USAID/OFDA

    12
                                                         table 1: business-relevant priority areas oF usaiD investment
                                                         USAID                 Relevant                  USAID Interests: Potential Areas of
                                                         Program Area          Industries                Shared Interest

                                                         Agricultural Supply   Agriculture, Food, and   • Agricultural markets, trade, and finance.
                                                         Chains                Beverage                 • Secure supply chains and stable producer communities.
Allocation of USAID dollars undergoes                                                                   • Food security and nutrition.
significant scrutiny and partnerships are no                                                            • Science and technology research.
                                                                                                        • Technical assistance and extension services for farmers.
exception.
                                                                                                        • Sustainable agriculture and livestock.

                                                         Disaster Response     Any                      • Traditional disaster relief: food, clothing, and shelter donations.
Some examples of what USAID cannot fund include:
                                                         and Humanitarian                               • Technology and skills transfer via staff or equipment.
    • Pursuit of corporate interests beyond              Assistance                                     • Post-disaster rebuilding.
      development focused initiatives.
    • Direct investment in company activities or
      expansion into new markets.
                                                         Education and         Information and          • Workforce training programs.
    • Direct loans to companies.                                               communications           • ICT education and qualification programs.
                                                         Workforce Training
                                                                               technology (ICT)         • Education for women and girls.
                                                                               Extractives
                                                                               Any

                                                         Energy Efficiency,    Any                      • Tools and training for sustainable farming practices.
                                                         Conservation, Water                            • Energy-efficient technology for suppliers.
                                                         Management                                     • Wastewater treatment programs.
                                                                                                        • Irrigation technologies.
                                                                                                        • Community access to water.

                                                         Market Access and     Agriculture, Food,       • Training programs for suppliers to increase quality and yield.
                                                         Business-Enabling     Beverage Consumer        • Microfinance programs.
                                                         Environments          Products                 • Improve supplier access to global markets.
                                                                               Finance                  • Telecommunications and infrastructure.
                                                                               ICT

                                                         Rule of Law and       Finance                  • Rule of law and business-friendly operating environment.
                                                         Transparent           Media                    • Supporting transparent elections and political processes.
                                                         Governance            ICT                      • Promoting free and independent media.




                                                         Worker and            Pharmaceuticals          • Hospitals and clinics for worker communities.
                                                         Community Health                               • ICT and health (remote and mobile health care, health records).
                                                                               Consumer Health
                                                                                                        • Health care provider training.
                                                                               Products
                                                                                                        • Medical device donations and training.
                                                                               ICT                      • Awareness-raising programs.
                                                   AFP

                                                                                                                                                                       13
                                                               CASe STUDY:                                                 When SC Johnson determined that it wanted to create
                                                               Building a Stable Pyrethrum Value Chain in                  an initiative based on the results of the assessment,
                                                               Rwanda                                                      the Borlaug Institute immediately made the link to
                                                               On a trip to Rwanda a few years ago, SC Johnson             the mission’s objective of expanding agribusiness
                                                               Chairman and CEO Fisk Johnson was struck by the             opportunities in Rwanda. Borlaug also facilitated an early
                                                               poverty he encountered and became eager to explore          introduction between SC Johnson and USAID, so that all
                                                               opportunities to support the pyrethrum growers and          three parties participated in the project design process.
                                                               industry in the country. Dried chrysanthemum flower         Based on the Borlaug Institute’s recommendation, the
“If you want to work with USAID, finding an                    heads contain the natural pyrethrum insecticide that        USAID Mission built the pyrethrum project into its
organization with an existing relationship or track            SC Johnson uses in some of its consumer insecticide         budget and proceeded with the SC Johnson partnership.
record with them is extremely helpful.”                        products.                                                   During the application process, Borlaug was also able to
                                    — Dr. John Owens,          From the start, SC Johnson had a clear understanding        lay the groundwork for the project and begin preliminary
                                           SC Johnson                                                                      activities by tapping existing funds through the SPREAD
                                                               of its business objectives: Increase the availability of
                                                               pyrethrum by improving production practices and             Project and SC Johnson’s contribution.
“SC Johnson’s balanced approach has made them a                stability in the supply chain. However, the company also    commitment to social investment + Due
strong partner – they are interested in having sources         wanted to ensure robust supply chain infrastructure and
for their products, but also interested in bettering
                                                                                                                           DILIGeNCe = TrIPLe WIN
                                                               market links to support sustainable growth.
people’s lives.”                                                                                                           One of the key success factors in developing this
                                                               THe CATALYST:                                               partnership has been SC Johnson’s balanced approach
                                 — Dr. Linda Cleboski,
                                                               A Partner with Existing Ties to USAID                       to business and development needs. The company
                                 The Borlaug Institute
                                                               To better understand the potential for pyrethrum            demonstrated an equal commitment to securing a source
                                                               sourcing from Rwanda, SC Johnson enlisted the Norman        for its products and to improving the farmers’ lives.
                                                               Borlaug Institute for International Agriculture at Texas
                                                               A&M University to do a value chain assessment. The          This shared commitment contributes to the strong
                                                               Borlaug Institute, which employs agriculture science to     relationship between SC Johnson, USAID, and the
                                                               meet hunger needs and promote economic development,         Borlaug Institute, which in turn supports the long-term
                                                               had been working on value chain development projects        sustainability and viability of the partnership.
                                                               in the country since early 2000, most recently as part of
                                                               the SPREAD Project in partnership with USAID.               This partnership has achieved triple win impact:
                                                               The assessment revealed significant potential for             • SC Johnson develops a stable and sustainable source for a
                                                               development of Rwanda’s pyrethrum value chain.                  key input to its natural insecticide product lines.
                                                               Although the sector had struggled, Rwanda had the
                                                                                                                             • Farmers receive technical assistance and training, access to
                                                               necessary volume of farms to build cooperatives and the         global markets, and access to credit for buying materials for
                                                               necessary infrastructure to grow the sector, creating a         and constructing pyrethrum flower drying tables.
                                                               clear opportunity to achieve business and philanthropy
                                                                                                                             • USAID contributes to a new value chain to grow and
                                                               objectives.
                                                                                                                               diversify the Rwandan economy. It also improves technical
                                                               An added catalyst came through the Borlaug Institute’s          skills and market links of Rwandan farmers, ultimately
                                                               existing relationship with the USAID mission in Rwanda.         resulting in higher incomes and a better quality of life.
                                                  World Bank

   14
                                                                    4. makinG it HaPPen

                                                                   Every partnership comes together in a unique way;              Next, seek relationships with public sector aid agencies
                                                                   however, many draw on similar success factors. Whether         like USAID and implementing partners who are working
In Short:                                                          you are looking to partner for the first time, to build on     in a relevant sector or geographic area. To find such
   • Build strategic relationships.                                existing relationships, or to avoid previous mistakes, the     organizations, try looking online as a starting point: for
                                                                   tips that follow will help you maximize efficiency and         example, the Yahoo Directory has a useful list. USAID
   • Go local.
                                                                   build a solid foundation for sustainable and impactful         can also help point you in the right direction or make
   • Start small.                                                                                                                 initial introductions.
                                                                   partnerships.
   • Be flexible.                                                                                                                 As you begin a partnership, work to understand your
   • Seek opportunities to join existing programs.                                                                                commonalities and how you might work together.
                                                                                           “Through existing relationships, the
   • Identify an implementer.                                                           Department of State approached us to      Relationship development takes time. To be more
                                                                                            participate in a joint program with   efficient, consider starting at the local level, where
   • Link planning to partnership objectives.
                                                                                          USAID on telemedicine in Pakistan.”     relationships can lead to action more quickly. Another
   • Explore timing options for engagement.                                                                                       option is to look within your company and staff to find
                                                                                                         — Bonnie Glick, IBM      existing relationships that may prove useful. As described
                                                                                                                                  earlier in this guide, SC Johnson established its alliance
                                                                                                                                  with USAID through an existing relationship with the
                                                                   BUILD STrATeGIC reLATIoNSHIPS                                  Borlaug Institute.
                                                                   “Public-private partnerships” is a popular catchphrase for     Another option is to hire staff with international
                                                                   relationships that many companies want to have in their        development, public sector, or cross cultural
                                                                   portfolio of corporate responsibility or philanthropy          communication expertise. These individuals provide a
                                                                   programs. However, a meaningful partnership cannot             rich collection of expertise and relationships that you
                                                                   form without serious, concerted investment by all              can use to build a more robust department for managing
                                                                   parties. Like any venture, partnerships depend on              sustainability initiatives and partnerships.
                                                                   the people who manage them and this requires the
                                                                   formation of strong bilateral relationships.                                       “Your first step should be to take some
                                                                   Investing time in strong relationships will deliver                                 time to get to know the people at the
                                                                   more return in the long term than hastily conceived                                mission, gauge their level of interest and
                                                                   partnerships. Start by familiarizing yourself with the                                                            resources.”
                                                                   development landscape. In many emerging economies,
                                                                                                                                                                — Dennis Flemming, Chevron
                                                                   USAID and other bilateral and multilateral agencies are
                                                                   big players with big budgets. There is a strong chance that
                                                                   their work will be relevant for your business activities
                                                                   or growth objectives in those regions. Moreover, your          Go LoCAL
                                                                   ability to operate efficiently and responsibly in these        USAID staff in Washington can be an excellent resource,
                                                                   environments will be enhanced when you are familiar            but strategy and funding decisions are made at the
                                                                   with the activities of global development organizations.       country and regional level. If you know where you want
                                                                                                                                  to invest, work through your own regional staff, build
                                                                                                                                  direct relationships with USAID missions, and find
                                      Conservation International

                                                                                                                                                                                     15
Example:                                                           implementing partners with strong local knowledge.
                                                                   Many interviewees for this guide reported that the
Coca-Cola                                                          best ideas are developed at the local level, where local
With the support of senior management, Coca-Cola                   business knowledge and relevant technical expertise                “Have a vision for something big. But start with something
created a global water stewardship policy which                    are likely to be deeper. Moreover, long-term success              you can manage, that will enable flexibility, and that you can
would become the basis for broader engagement.                     and sustainability requires local ownership, which is best                                              build on as you learn.”
However, their first proposal and ultimate partnership             established early.
with USAID focused on four pilot projects in four                                                                                                    — Denise Knight, The Coca-Cola Company
countries, which were led by USAID missions, local                 Local relationships are also critical from a financial
Coca Cola business units, and Coca Cola bottlers.
                                                                   standpoint. USAID funds are predominantly managed at
                                                                   the mission level, so engaging these staff members first       Be FLexIBLe
                                                                   will ensure that you are working with the key                  Development challenges whether related to health,
                                                                   decision-makers within USAID.                                  education, access to water, or access to markets are all
Remember:                                                                                                                         impacted by local culture, political circumstances, and
USAID funds for partnerships are distributed through               If your company has local staff, involve them early, and, if   potentially even natural disasters. There is no
country and regional missions, not through the                     possible, give them leadership roles in the partnership.       cookie-cutter approach, and even a strategy that
Washington office.                                                 Local cultural contexts around CSR and corporate               seems right at one point may become irrelevant if
                                                                   philanthropy may conflict with headquarter objectives,         circumstances suddenly change. Moreover, because
                                                                   and ignoring these differences may jeopardize the              USAID is a development organization and not a business,
                                                                   success of your initiative.                                    its approach to a shared challenge may differ from yours.
                                                                                                                                  Embrace these differences as opportunities to make your
                                                                   STArT SMALL                                                    activities more holistic and sustainable. For initiatives
                                                                   Choose one issue and a defined geographic area and             and partnerships to have the greatest impact, they must
                                                                   grow and learn from there.                                     be relevant to all stakeholders. Maintaining flexibility and
                                                                   Setting up an effective development partnership is a           listening to your partners will allow you to seek areas of
                                                                   complex process, and limiting your focus will improve          common understanding when conflicts arise.
                                                                   efficiency and provide room for course correction along
                                                                                                                                  seek opportunities to join existing usaiD
                                                                   the way. In development, as in business, a good idea is not
                                                                   enough. Unexpected barriers may arise, and addressing          ProGrAMS
                                                                   these on a small scale will reduce cost and risk.              USAID missions often invest in large, multiyear
                                                                   Moreover, you can establish a platform to avoid similar        programs with trusted implementing partners to achieve
                                                                   challenges if you replicate the project on a larger scale.     development goals in a given country. For example, a
                                                                   Moreover, building internal systems and relationships          broad program may seek to contribute to the growth of
                                                                   with USAID and other resource partners, and developing         small and medium sized businesses in the country, while
                                                                   the partnership content itself, will create a more robust      a specific program may target a specific region, issue area,
                                                                   platform for successful expansion in the future.               or industry, such as the Mekong Delta, access to finance,
                                                                                                                                  or the garment sector. Such programs can be two to five
                                                                                                                                  years in length and often receive renewals if they have
                                                                                                                                  been successful.
                                    West Africa Water Initiative

   16
                                                           Many companies create partnerships with USAID by               Next, look at your competitors: Significant NGO
                                                           adding or “embedding” a partnership within an existing         partnerships will likely be highlighted on corporate social
                                                           program. For example, Abbott created a partnership with        responsibility websites. This can help you get an idea of
Example:
                                                           USAID in Kosovo to reduce premature births and infant          who is working on what issues and where. Finally, ask for
The USAID Assurance                                        mortality by contributing cash and in-kind resources to        help. For example, BSR has relationships with numerous
Now that their relationship with USAID is well             an existing USAID program with the Dartmouth College           development NGOs who operate globally.
established, Starbucks has begun to recognize the          of Medicine and Americares that targeted Kosovo’s
significant non-financial value of working together. For   health systems.                                                An industry group can also act as an implementer,
example, Starbucks often seeks USAID’s insights on
                                                                                                                          pursuing and managing alliances on issues critical to
potential NGO partners or grantees. Looking at the
portfolio of organizations that USAID is supporting        Embedding in existing USAID programs offers an efficient       its members. A useful example is the World Cocoa
in a given country can help you make wise investment       and cost effective entry point into a partnership with         Foundation (WCF), which began exploring partnership
decisions.                                                 USAID. With this method, your company can circumvent           opportunities to address the sustainability of the cocoa
                                                           preparatory relationship-building by jumping into existing     supply chain because of the urgency of the issue to its
                                                           relationships, and often invest at a comparatively lower       food processor and retailer members. WCF currently
                                                           level, by contributing to a portion of a larger program,       manages three large partnerships with USAID in Africa
                                                           rather than carrying the program on your own.                  and Central America, as well as others with donors such
                                                                                                                          as the U.S. Department of Agriculture and the Gates
                                                            Contact the USAID Regional Alliance Builder or the            Foundation.
                                                           point of contact in the mission of interest to you to
                                                           obtain a list of their current projects including dates and
                                                           funding levels (See Appendix C, pg. 26 for contact details).
                  “If an NGO is working with USAID,
                        we may see them as a credible      IDeNTIFY AN IMPLeMeNTer
                   organization, and that they are part    Implementing partners know the local development
                  of a broader development agenda in       landscape and are often already recipients of aid from
                               the country or region.”     many donors, so they can serve an important role in the
                                                           partnership formation process. Implementing partners
                          — Dennis Macray, Starbucks
                                                           can also save time and reduce the administrative burden                                    “We wouldn’t have been able to
                                                           for companies. As implementing partners are often the                                    make as much progress or to scale
                                                           recipient of your funds and those of USAID, they may be                                  up our initiatives as much as we’ve
                                                           best placed to manage the partnership logistics.                                        been able to do without the help of
                                                                                                                                                       the World Cocoa Foundation.”
                                                           Look for an organization working in the region of
                                                           interest to you, or one with relevant technical expertise                               — Sherrie Esposito, Kraft Foods Inc
                                                           on the issue you’ve identified. Start with USAID mission
                                                           websites to see what they are already funding. Existing
                                                           USAID grantees and contractors will have the easiest
                                                           time securing funding for a new partnership project.
                                                           USAID Washington can also provide direction.

                                                                                                                                                                            17
                                                                DIAGrAM 1: USAID ProGrAM LIFe CYCLe AND STAGeS For eNGAGeMeNT

link planning to partnership objectives
Integrating discussions of partnership opportunities
into strategic planning processes can help enhance
links between business and development objectives and
ensure appropriate budget allocation. Broadening this            Work with USAID to design a program      Work with an implementer to create
conversation to include USAID and other partners can              and select an implementer through a    a proposal that outlines your intended
help promote transparency and solidify partnerships                               competitive process.                             contribution.
beyond the life of one project.

One option is to work with USAID Washington, USAID
missions, and implementing partners as they set budgets
for the coming year (find relevant contact details in
Appendix C, pg. 26). While USAID does not set aside
specific funds for partnerships, investment in cocoa
supply chains, for example, could be included in USAID’s
economic, trade, or agriculture budget.

Because USAID budgets are often tied to political
priorities, consider linking your project to existing special
initiatives with significant, multiyear funding, such as the
President’s Emergency Plan for AIDS Relief (PEPFAR).
Early strategic planning can reduce the time associated
with partnership formation, and reduce the chance that a
USAID mission has already allocated relevant funding.

exPLore TIMING oPTIoNS For eNGAGeMeNT
Companies can enter into partnerships with USAID at
many stages of a program’s life cycle (see Diagram 1,
below). Talk to your USAID contact to determine the
opportunities that may exist for you at different stages,
and the positive and negative aspects of becoming                 Work with USAID and the program        Join an existing project by contributing
involved at each stage. For example, joining an existing          implementer to create a strategy       to planned activities, or by working
alliance is often easier than creating an initiative from         for program renewal/ expansion, to     with USAID and the implementing
scratch, but your level of involvement and strategic              which you contribute.                  partner to design a specific component
direction may be more restricted.                                                                        to complement the program objectives.




       18
                                                                                                                                     • USAID: Strong support and engagement by water team staff
                                                               case stuDy: water anD Development
                                                                                                                                       members helped drive the partnership formation process. A
                                                               ALLIANCe (WADA)
                                                                                                                                       champion from within the team facilitated initial outreach
                                                               In 2005, The Coca-Cola Company and USAID created
                                                                                                                                       and relationship building with missions about the opportunity
                                                               the Water and Development Alliance (WADA) with the
                                                                                                                                       and helped GETF develop the original technical proposal for
                                                               Global Environment & Technology Foundation (GETF)
                                                                                                                                       the alliance.
                                                               to help Coca-Cola fulfill its water stewardship goal to
                                                               return to nature and communities an amount of water
                                                               equal to what the Company uses in its beverages. The                SUCCeSS FACTorS: BUILDING A STroNG
                                                               alliance does this by supporting healthy watersheds and             FoUNDATIoN For exPANSIoN
                                                               sustainable community water programs. WADA also                     A great deal of time and energy went into the formation
                                                               supports USAID’s commitment to improve water supply                 of a robust Coca-Cola-USAID relationship. In addition
                                                               and sanitation services, water resources management,                to focusing on trust and mutual respect, Coca-Cola and
                                                               and the sustainable management of watersheds in                     USAID spent a lot of time getting to know each others’
“Coca-Cola doesn’t have a business without water.
There is no other ingredient more important than the           developing countries worldwide.                                     idiosyncrasies and constraints to gain an understanding
water that goes into a beverage.”                                                                                                  of how best to work together. GETF was helpful as a
                                                               A PerFeCT STorM: CreATING THe USAID                                 partnership facilitator and manager during the critical
                                      — Denise Knight,         PArTNerSHIP                                                         relationship-building and concept-development phase.
            WADA Manager, The Coca-Cola Company                The Coca-Cola Company began tracking water-                         Communications guidelines, budgeting and reporting
                                                               efficiency measures several decades ago, but in 2003, in            systems, and organizational cultures varied greatly.
                                                               its Form 10K report to the U.S. Securities and Exchange             The time invested in gaining an understanding of
“One secret to WADA’s success was the
                                                               Commission, the Company identified water quality and                these differences paid off in avoided frustration and
sophistication of Coca-Cola’s internal staff on water-
resources management, development issues, and the
                                                               quantity as a substantive risk to the business. Greater             the formation of a strong foundation that allowed the
realities of developing countries.”                            understanding of this risk led to focused risk mitigation           relationship to grow over time.
                                                               efforts and a commitment to water stewardship,
                                     — Sharon Murray,
                                                               including improved plant efficiency (Reduce), treatment             The creation of a strong process to promote local
                               WADA Manager, USAID             of all process wastewater to high international standards           ownership and identify “internal” financial resources
                                                               (Recycle), and support for healthy watersheds and                   also contributed to WADA’s rapid expansion. Because
                                                               sustainable communities (Replenish).                                the majority of USAID funds are programmed at the
                                                                                                                                   mission level, it was essential to ensure local project
                                                               Following that, the water team in USAID’s Economic                  development and implementation. For Coca-Cola, the
                                                               Growth, Agriculture, and Trade Bureau and the                       global and regional Coca-Cola foundations provide much
                                                               Environment and Water Resources department at                       of the funding support for philanthropic, community-
                                                               Coca-Cola began discussions, and a perfect storm of                 based water initiatives. WADA has established a process
                                                               circumstances combined to support the formation of a                inviting USAID missions and Coca-Cola business units
                                                               global alliance:                                                    to express interest in partnering. Projects are designed
                                                                                                                                   and proposed by NGO implementing partners and must
                                                                 • Coca-Cola: In addition to overall senior management’s           receive approval by both parties, thereby establishing
                                                                   commitment to water stewardship, the company’s                  critical local relationships before funding is dispersed and
                                                                   Environment and Water Resources team was led by a former        activities begin.
                                                                   USAID senior manager who was familiar with the USAID
                                                                   GDA model, knew the right place to send his colleagues          These investments paid off: Launched with just
                                                                   within the agency, and committed key staff to the partnership   US$2.5 million dollars in 2005, by 2009 the alliance had
                                                                   development process.                                            a combined investment of US$28.1 million, with active
                                                                                                                                   programs in 22 countries in Africa, Asia, Latin America,
                                                         AFP                                                                       and the Middle East.
                                                                                                                                                                                        19
                                                              5. naviGatinG tHe loGistiCs: tHe Usaid allianCe
                                                                formation ProCess
                                                             Partnering with the public sector provides myriad                         • Mobilize corporate communications teams to publicize the
                                                             benefits but it also involves administrative requirements                   objectives, activities, and impact of the alliance.
In Short:                                                    that can be complicated and time consuming. USAID has
                                                                                                                                    Implementing partners manage the implementation of
    • Clarify roles and responsibilities.                    streamlined this process by training missions and operating
                                                                                                                                    project activities associated with the partnership.
    • Make initial contact with USAID.                       units to maximize the efficiency of internal processes
                                                             related to partnerships. This section offers suggestions               An implementing partner champion will:
    • Define shared alliance objectives.
                                                             for navigating alliance formation logistics effectively.                • Oversee implementation of all activities on time, to budget,
    • Determine funding mechanism.                                                                                                     and in pursuit of identified objectives.
    • Solidify the alliance.                                 CLArIFY roLeS AND reSPoNSIBILITIeS                                       • Measure and report on impact achieved to support internal
                                                             It is critical to remember that all alliances are people                   and external communications about the partnership.
                                                             driven. Individual champions drive progress and generate                 • Facilitate relationship between company and donor agency,
                                                             impact at every point of engagement within the company,                    such as USAID.
Remember:                                                    resource partners, and the project implementer.
                                                                                                                                      • Foster a close relationship with your company’s local and
Just as USAID processes seem confusing to you,               Each partner organization has various roles and respon-                    headquarters staff to share successes, challenges, and future
so, too, are corporate processes to USAID staff.                                                                                        opportunities.
                                                             sibilities. There are also nuances within organizations,
Explaining your internal processes, business                                                                                          • Identify unexplored business and development opportunities
                                                             such as the different roles played by USAID missions and
motivations and constraints, and management                                                                                             for additional phases of the project or new projects.
structure will help USAID better serve your needs.           Washington operating units (see Table 2, pg 21).

                                                             Companies bring resources, skills, and market links to                 Donor agencies such as USAID bring resources and expertise
                                                             transform traditional development projects into dynamic                to help companies understand and address critical
                                                             partnerships that can also benefit the private sector.                 development needs and priority issues at a country level.

                                                             A company champion will:                                               USAID will:
                                                                                                                                     • Create and disseminate accessible information about
                                                                • Conduct a materiality analysis of the company’s value chain
                                                                                                                                       development strategies and intersections with business to
                                                                 with a development lens to identify strategic intersections.
                                                                                                                                       promote partnerships.
                                                                • Sell the partnership and associated activities internally, from
                                                                                                                                      • Engage with companies to identify shared development
                                                                  the headquarters to the local/regional level.
                                                                                                                                        priorities.
                                                                • “Interpret” USAID and other partners for colleagues.
                                                                                                                                      • Provide technical analysis of ideas from a development
                                                                • Coordinate local and regional business unit staff to ensure           perspective.
                                                                  their engagement.
                                                                                                                                      • Facilitate access to relevant people and departments within
                                                                • Facilitate access to and training on the company’s relevant           USAID.
                                                                  products, services, and skill sets for community members,
                                                                                                                                      • Coordinate oversight and logistical requirements for the
                                                                  implementing partners, and other relevant stakeholders.
                                                                                                                                        partnership, such as the selection of program implementers
                                                                • Prioritize market access for program participants when                and applications for funding, with transparency and efficiency.
                                                                  relevant.
                                                                                                                                      • Ensure that development interests are preserved alongside
                                                                • Identify opportunities to contribute company resources                business strategy objectives.
                                                                  other than cash.
                                               istockphoto

   20
                                              TABLe 2: USAID DePArTMeNTS AND roLeS


                       Missions                  Regional Bureau               Technical Bureau                 Office of Development
                                                                                                                Partnerships/ Private
                       86 country-level          Asia                          Economic Growth,                 Sector Alliances
                                                                               Agriculture, and Trade           (a.k.a. GDA)
                       Africa/East               Africa
                       Africa/Southern           Europe and Eurasia            Global Health
                       Africa/West               Middle East                   Legislative and Public Affairs
                       Central America           Latin America and
                       (ROCAP)                   Caribbean
                       Regional
                       Development Mission/
                       Asia (RDMA)


                       1st Contact:              1st Contact:                  1st Contact:                     1st Contact:
                       Regional Alliance         Regional Alliance             GDA Washington                   GDA Washington
                       Builder                   Builder


                       Role:                     Role:                         Role:                            Role:
                         • Set country- and        • Provide Washington-         • Provide Washington-           • Division tasked with
                           regional-level            based desk support            based technical and             overall oversight of
                           strategies and            to country and                strategic direction to          GDAs throughout
                           disperse funds            regional missions.            missions.                       USAID.
                           within those            • Can provide                 • Champion or veto               • Identify strategic
                           guidelines.               limited background            power over technical             missions or regional
                                                                                   quality of partnership           bureaus to target based
                         • Help determine            on country and
                                                                                   proposal.                        on shared priorities.
                           relevance of              region priorities
                           project and               and potential               • Facilitate access to           • Facilitate initial contact
                           whether funding           funding areas.                technical staff at               at the region and
                           exists.                                                 missions.                        mission level.
                                                   • Facilitate access to
                         • Make decisions            mission staff               • Can assist in technical        • Help navigation of
                           about funding.            through country-              components of program            alliance formation
                                                                                   design.                          process.
                                                     specific desk officers.
                         • Support the
                                                                                                                  • Develop tools for
                           identification
                                                                                                                    partnership.
                           of implementing
                           partner.                                                                               • Collect/share best
                                                                                                                    practices.
                         • Support and
                           manage project                                                                         • Manage global
                           implementation.                                                                          frameworks.
USAID, Rebecca Acuna

                                                                                                                                      21
                                                                • Enforce robust impact measurement to enhance the                a clear understanding of the next steps.You should also
                                                                  business and development case for continued and expanded        be sure to identify your primary point of contact as the
                                                                  alliances.
What to Take to USAID on Your                                                                                                     partnership discussion moves forward.
                                                                • Support communications efforts of companies and
First Visit                                                       recognize company contributions through public events.
                                                                                                                                  DeFine shareD partnership objectives
   • An understanding of your business objectives,              • Facilitate opportunities for the replication, expansion, and    Ideally, you will have determined your internal objectives
     expectations, and potential constraints.                     continued funding of successful projects.                       for the potential partnership ahead of discussions with
   • An identified country or region and/or issue area.                                                                           USAID. Share these objectives with your USAID contact
   • An estimated contribution amount.                        INITIAL CoNTACT                                                     and work together to find the commonalities between
                                                              Initial contact with USAID can be used to discuss                   your priorities.
   • A basic explanation of company internal
                                                              engagement strategy, potential alliance concepts, focus
     processes as they relate to a partnership.
                                                              countries, and partners. USAID staff can help provide               USAID objectives will determine how much money is
   • A basic understanding of USAID mission strategic         insight into Washington, regional, and local priorities, and        available. All USAID bureaus are subject to their current
     objectives (posted on mission websites).
                                                              can assist in finding the best intersections between the            funding strategy (determined every two to five years).
                                                              agency’s work and yours.                                            These strategies dictate which issue areas will be funded.
Example Preliminary Questions:                                                                                                    If an issue area is not allocated funding at a mission, or
                                                              * Contact with USAID can begin through a                            the funding allocation has already been dispersed, you
1. What countries or issue areas do you suggest given         number of actors:
   our focus?                                                                                                                     may not be able to implement your desired project in
                                                                • USAID mission: If you have identified potential focus           partnership with that mission.
2. Can we join an existing project?                              countries and program objectives, start with the Regional
3. Is our chosen issue a high a priority?                        Alliance Builder in your target region. The majority of          Another option is to join an existing project on a
4. What implications might this have for our budget?
                                                                 budget allocation occurs at the local level, so it makes sense   relevant issue area that already has funding allocated
                                                                 to start here if possible. Most country and regional missions    funding (See “seek opportunities to join an existing
5. How would you describe success for programs like              have a designated “Alliance Builder” or GDA point of             USAID program,” page 19). Missions often allocate
   these? What are the main challenges?                          contact that can help with partnership building. See             significant funding to strategic multiyear initiatives. It is
                                                                 Appendix C, pg. 26, for contact details.
                                                                                                                                  often the case that implementers have some flexibility
                                                                • Implementing partner: If you have identified an                 on program activities, and significant private-sector cost
                                                                 implementing partner, this partner can facilitate your           sharing is a strong motivator for engagement. Talk to the
                                                                 introduction to USAID at the local level, and often at the
                                                                                                                                  mission in the region you have identified to see if these
                                                                 Washington level as well.
                                                                                                                                  opportunities exist.
                                                                • USAID Washington division or bureau: GDA
                                                                 and technical bureaus (see Table 2, pg. 21) can help you         Before you get to the conversation stage, research
                                                                 think through potential engagement areas and can facilitate      what the priorities are and where by browsing mission,
                                                                 contact with missions. If your initial meeting is in             regional bureau, and technical bureau websites. See
                                                                 Washington, request that both ODP/PSA and a                      Appendix C, pg. 26 for details.
                                                                 representative from the relevant technical bureau
                                                                 participate. This will ensure that you hear both perspectives,
                                                                 and will help prevent the need for additional meetings in
                                                                 the future.
                                                              At the conclusion of your first meeting, you should have
                                            USAID/Guatemala

   22
                                                                          TABLe 3: ALLIANCe FUNDING MeCHANISMS

                                                     Alliance                Process                        Pros                                    Cons
DeTerMINe FUNDING                                    Mechanism
MeCHANISM
USAID funding is dispersed through                   Existing USAID          Private sector                • USAID has already approved            • Project activities may
                                                     Program                 contributes funding or          funding, so process is fast.            be largely predetermined,
either a grant or a contract and can                                                                                                                 potentially limiting the
                                                     (“Embed”)               in-kind resources for an      • Existing project
be allocated to both nonprofit and                                                                                                                   strategic linkage to
                                                                             existing USAID program.         infrastructure.
for-profit organizations, although                                                                                                                   company objectives.
                                                                                                           • Likely to see quicker results.
the process is generally considered
easier for nonprofits. Grants and                                                                                                                  • Relinquish programmatic
                                                     Gift Authority          Private sector donates        • Easy financial approval
contracts are awarded based on                                               money to USAID,                 process.                                and administrative control.
a competitive process. The most                                              earmarking it for a           • You can specify where you             • Legal requirements and
relevant processes below.                                                    specified purpose,              want money to go (issue                 reviews can be time
                                                                                                                                                     consuming.
                                                                             country and issue area.         or geographic areas, or into
                                                                                                             existing programs).                   • Could limit opportunity to
SoLIDIFY THe ALLIANCe:                                                       USAID directs spend                                                     directly participate in
THe MeMorANDUM oF                                                            down as specified by          • Simplify internal accounting            project activities.
                                                                             donor.                          processes by treating like            • No option to change use
UNDerSTANDING (MoU)                                                                                          traditional donation.                   of funds over time.
Once an alliance is accepted or
awarded, a formal MOU is drafted                     Application via         Implementer or private        • Satisfies required                    • Potential that control over
with USAID and reviewed by the                       Annual Program          sector donor submits            competitive bid process.                objectives and activities
                                       In order                              application for funding to                                              will be limited.
company for approval. The MOU                        Statement (APS)                                       • Flexible level of involvement
                                       of shortest                           USAID mission.                  by company.                           • Implementing partner
sets out shared objectives, roles                                                                                                                    cannot make profit on
and responsibilities, governance       to longest                            Usually follows a parallel    • Opportunity for high level              proposed activities.
                                       timeframe                             funding structure: USAID        of engagement in program
structure, implementation details,                                                                           design, objectives, and activities.   • Less technical direction and
                                                                             and company both fund
and intended funding levels. The                                             the implementer.
                                                                                                                                                     control over implementers
                                                                                                           • Limited logistical burden.              once grant is awarded.
MOU also includes legal details,
such as the validity period of the                   Joint Solicitation      USAID and company             • Opportunity to choose                 • Lengthy and potentially
MOU and the terms of revising the                    (RFA or RFP)            create a joint solicitation     implementer from a group                complex and highly
document.                                                                    for applications based on       of applicants based on their            regulated process.
                                                                             shared objectives.              capacity and project idea.            • High logistical burden.
The MOU is not a legally binding                                             Full participation of         • High level of input and               • Significant advance planning
                                                                             company in applicant            engagement in the design
document but serves to solidify                                              review process.
                                                                                                                                                     required.
                                                                                                             and direction of project.
and clearly define alliances between
                                                                             Parallel funding structure
USAID and company partners. The                                              as above.
MOU must be approved by the legal
department of the company and of                     Collaboration           USAID funds company           • Private sector retains                • Extremely long process.
                                                     Agreement               to do development               program and administrative            • High logistical burden.
USAID.                                                                                                       control.
                                                                             work; for example,                                                    • Not a commonly used
                                                                             Starbucks implements a        • Fewer regulatory
                                                                                                             requirements than a                     mechanism at USAID.
                                                                             program to help farmers         traditional award.                    • Legal requirements
                                                                             in Rwanda make higher         • Joint planning and                      and reviews can be time
                                                                             quality coffee.                 strategic design.                       consuming to process.

                                                                                                                                                                      23
 aPPendix a: definitions and aBBreviations

Alliance                                                       company that defines shared objectives and goals, roles     Resource Partner
A one to one public private partnership between USAID          and responsibilities, implementation details (including     A public or private sector organization that contributes
and a private resource partner (including companies,           funding levels, decision-making processes, governance       resources (cash or in kind) to a partnership.
foundations, membership organizations). A USAID                structure, reporting requirements, and intended
alliance strives to create a win win win situation where       evaluation mechanisms), and legal details (including        Sustainability
strategic business and development objectives are              the MOU’s validity period and any terms for revision).      Broadly, sustainability refers to the endurance of
pursued concurrently to achieve sustainable impact.            MOUs can also outline branding requirements and             a project or endeavor over time. In reference to
                                                               public relations plans. Implementing partners or local      development initiatives, including environmental projects,
Alliance Builders                                              governments can be included on the MOU.                     this guide uses the term “sustainability” to refer to
USAID staff with specific skills or responsibilities to help                                                               the lasting impact of activities, their contribution to
companies build alliances with USAID. Alliance Builders        Non-Governmental Organization (NGO)                         economic development within a country or region, or
work in the Office of Development Partners at USAID            Organizations that are independent of government,           the ability of local actors to maintain activities after
headquarters in Washington, D.C., in technical bureaus         sometimes referred to as civil society organizations.       donor funding ends. From a business perspective,
throughout the agency, and in regional and country             NGOs can be for-profit or nonprofit, and often work         “sustainability” can also refer to the long-term viability of
missions globally. Some Alliance Builders’ work full time      on issues related to social change or advocacy. In this     markets, supply chains, products, and activities. This guide
to build alliances, while others work on partnerships in       guide, the term “NGO” is used predominantly to              seeks to demonstrate how commitment to this kind
addition to other responsibilities.                            describe organizations that receive funds from USAID to     of sustainability can help realize both development and
                                                               implement activities.                                       business objectives.
Annual Program Statement (APS)
The Annual Program Statement is a broad solicitation           Office of Development Partnerships/                         United States Agency for International
issued by ODP/PSA (see below) on behalf of USAID               Private-Sector Alliances Division (ODP/PSA)                 Development (USAID)
missions and operating units through which NGOs and            ODP/PSA is the USAID department tasked with                 An independent agency that provides economic,
their corporate partners can apply for grant funding for       supporting the creation and management of                   development, and humanitarian assistance around the
partnerships.                                                  public-private partnerships in the GDA model. ODP/          world in support of the foreign policy goals of the United
                                                               PSA has a service staff based in Washington, D.C., and      States. For more information about USAID and its
Global Development Alliance (GDA)                              manages a network of alliance builders (see above) that     programs around the world, visit www.usaid.gov.
The Global Development Alliance is USAID’s                     are focused on specific regions.
market-based business model for partnerships between                                                                       USAID Mission
the public and private sector to address jointly defined       Request for Application/Request for                         USAID has field-based offices (missions) at the country
objectives. Alliances are co designed, co funded, and          Proposals (RFA / RFP)                                       and regional level around the world. USAID missions are
co managed by partners so that the risks, responsibilities,    An invitation for implementing partners to submit an        frequently housed within U.S. embassies or consulates.
and rewards of partnership are equally shared.                 application or a proposal to USAID for project funding.
                                                               Such invitations are explicitly tied to USAID mission       USAID Washington Operating Units (WOU)
Implementing Partner                                           or bureau strategy, and when an RFA or RFP is issued,       Washington Operating Units are USAID departments
An organization, for profit or nonprofit, that receives        the agency has already set aside funds for the costs of     based at agency headquarters in Washington, D.C.
funding from USAID and its partners to implement the           anticipated activities. Applications lead to contracts on   Regional Bureaus house country desk officers, regional
activities associated with an alliance.                        which an implementer can realize a profit. Proposals        technical experts, and program support staff that liaise
                                                               lead to grants on which an implementer cannot realize a     regularly with missions. Technical bureaus include Global
Memorandum of Understanding (MOU)                              profit.                                                     Health; Economic Growth, Agriculture, Trade; and
A non-legally binding agreement between USAID and a                                                                        Democracy, Conflict, and Humanitarian Assistance.


       24
 aPPendix B: Usaid PartnersHiP worksHeet

This worksheet serves as a summary of the guide’s        managed: through which department, through                       • Build flexibility into your program model and timeline.
contents, with key points to remember and useful         headquarters or regional or local offices, and what type         • Join existing programs. See if the issue you are con
questions to ask yourself and potential partners.        of skills would be required to manage the partnership              cerned about is already one that is being addressed
                                                         within your company.                                               by a USAID mission or potential partner.
1. Find the intersections between your                                                                                    • Link internal company planning processes to partner
business and development.                                3. Find shared priorities.                                         ship objectives, and work with potential partners to
                                                                                                                            build shared objectives into their planning processes.
Based on your identified business challenge              Given your identified priorities and
or opportunity, identify your priorities. Think          objectives, try to find the overlap with areas                 5. Navigate the logistics.
about:                                                   of priority investment for USAID (see Table                    Remember that all partnerships are people driven.
                                                         1, page 13):                                                   Finding a champion at USAID or an implementing
  • Supply chain stability.                                                                                             partner organization will help push you through the
  • Social license to operate.                             • Agricultural supply chains.                                logistics more smoothly.
  • New market development.                                • Disaster response and humanitarian assistance.
  • New customer outreach.                                 • Education and workforce training.                          Roles and responsibilities of different USAID
  • Product differentiation.                               • Energy efficiency, conservation, water management.         offices and locations differ. Be sure you go to
  • Workforce development.                                 • Market access and business enabling environments.          the right people with the right questions (see
  • Community investment.                                  • Rule of law and transparent governance.                    Table 2, page 21      ):
                                                           • Worker and community health.
2. Determine an investment strategy to                                                                                    • Country and regional missions.
address the problem through partnership.                 Take your list of priorities to your first conversation with     • Regional bureau (Washington Operating Unit).
Identify your objectives: What do you want to achieve?   USAID to identify the intersections.                             • Technical bureau (Washington Operating Unit).
                                                                                                                          • Office of Development Partnerships/Private-Sector
Identify how those objective overlap with development    4. Identify success factors for making it happen.                  Alliances (aka GDA).
priorities as above.                                     What relationships do you need to build to make the
                                                         partnership succeed?                                           There are many different funding
Determine how much money would be                                                                                       mechanisms for partnership initiatives with
required and where it might come from:                   Where is the money for the partnership coming from on          USAID (see Table 3, page 23):
                                                         the government side, the local level or the Washington,
  • Corporate foundation                                 D.C., level? This is where you should target the majority        • Co-fund existing USAID program (“embed”).
  • Philanthropy budget                                  of your engagement.                                              • Gift authority.
  • CSR and corporate affairs (also public relations,                                                                     • Application via annual program statement (APS).
    government affairs, community engagement)            Think about how to incorporate the                               • Joint solicitation for proposals or applications (RFA/RFP).
  • Supply chain management (also ethical sourcing,      following success factors into your plan for                     • Collaboration agreement.
    human rights, compliance)                            partnership:
  • Local business units or subsidiaries
  • Product and business development departments (also     • Build strategic relationships.
    product development, emerging markets)                 • Drive local ownership of project activities.
                                                           • Start activities on a small scale, even if the vision is
Think about how the partnership would best be                for something bigger.


                                                                                                                                                                             25
aPPendix C: Usaid Private seCtor ContaCt list

                                                           Office of Development Partnerships/Private Sector Alliances (also known as Global Development Alliance (GDA)
This contact list is relevant as of January 1, 2010.
                                                           Senior Coordinator                     Scott Schirmer                     +1 202 712 4989                   sschirmer@usaid.gov
Please visit: http://www.usaid.gov/our_work/global_part-   Deputy Division Chief                  Jerry O’Brien                      +1 202 712 4455                   jo’brien@usaid.gov
nerships/gda/ for updated contact details.                 GDA Staff                              Dr. Rockfeler Herisse              +1 202 712 4229                   rherisse@usaid.gov
                                                           GDA Staff                              Todd Kirkbride                     +1 202 712 1747                   tkirkbride@usaid.gov
                                                           GDA Staff                              Avery Ouellette                    +1 202 712 1702                   aouellette@usaid.gov
                                                           GDA Staff                              Rob Schneider                      +1 202 712 1763                   roschneider@usaid.gov
                                                           GDA Staff                              Dr. James Small                    +1 202 712 5286                   jsmall@usaid.gov
                                                           GDA Staff                              Gail Spence                        +1 202 712 1311                   gspence@usaid.gov
                                                           GDA Staff                              Michelle Wu                        +1 202 712 1582                   mwuyoon@usaid.gov

                                                           USAID Missions

                                                           Africa/East               Regional Alliance Builder   Michael Kibinge        + 254 20 8622000 Ext. 2850     mkibinge@usaid.gov
                                                           Africa/West               Regional Alliance Builder   Jonathan Petko         + 233 21 741489                jpetko@usaid.gov
                                                           Europe and Eurasia        Regional Alliance Builder   Nancy Wildfeir-Field + 361 475 4994                   Nwildfeir-field@usaid.gov
                                                           Central America           Regional Alliance Builder   Gerardo Tablas         + 503 2501 3469                gtablas@usaid.gov
                                                           (ROCAP)
                                                           Office of Middle East     Regional Alliance Builder   Dave Besch             + 2 (0)2 2522 6845             dbesch@usaid.gov
                                                           Programs
                                                           Regional Development Regional Alliance Builder        Michael Silberman      + 662 263 7448                 mSilberman@usaid.gov
                                                           Mission/Asia (RDMA)
                                                           Country Level Mission USAID Mission Directory:                            http://www.usaid.gov/locations/missiondirectory.html

                                                           USAID Technical Bureaus

                                                           Economic Growth, Agriculture, and Trade                                   http://www.usaid.gov/our_work/economic_growth_and_trade/
                                                           Global Health                                                             http://www.usaid.gov/our_work/global_health/
                                                           Legislative and Public Affairs                                            http://www.usaid.gov/our_work/democracy_and_governance/

                                                           Regional USAID Bureaus

                                                           Asia                                                                      http://www.usaid.gov/locations/asia/
                                                           Africa                                                                    http://www.usaid.gov/locations/sub-saharan_africa/
                                                           Eastern Europe and Eurasia                                                http://www.usaid.gov/locations/europe_eurasia/
                                                           Latin America and the Caribbean                                           http://www.usaid.gov/locations/latin_america_caribbean/
                                                           Middle East                                                               http://www.usaid.gov/locations/middle_east/

       26
USAID   stockvault   Rainforest Alliance                                          AFP




                                   U.S. Agency for International Development
                                                     1300 Pennsylvania Avenue, NW
                                                            Washington, DC 20523
                                                                Tel: (202) 712-0000
                                                               Fax: (202) 216-3524
                                                                 www.usaid.gov

				
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