Developpp.de - Strategic alliances

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Strategic alliances

"Projects of this size are virtually impossible for BEGECA to handle on its own. Without an internationally recognised organisation like GTZ at our side, we would not have been able to carry out the project."

Editor's note: GIZ was formed on 1 January 2011. It brings together the long-standing expertise of DED, GTZ and InWEnt.

Please find the entire Interview on page 7 of our develoPPPreport. (Sorry, only German Version available)

DEG and GIZ form strategic alliances with German and European companies to initiate projects with a particularly broad spectrum of impact (GIZ was formed on 1 January 2011. It brings together the long-standing expertise of DED, GTZ and InWEnt).

Generally, their scope is transnational, their focus is relevant to an entire sector and they bring together global players from trade and industry, governments and NGOs, and other national and international organisations.

When does a project become a strategic alliance?

The criteria
In addition to the general criteria of complementarity, subsidiarity, competitive neutrality, financial contribution from the company and compatibility with the development policies of the Federal Government, strategic alliances must meet further criteria. If at least six of the criteria listed below are met, including at least two quantitative criteria, a project may become a strategic alliance.

Quantitative criteria

The project is transnational in character and conducted in at least two countries (Brazil, China and India: more than two regions per country).
At least two private partners play a major role in the project's implemen-tation.
The project's total volume amounts to at least 750,000 Euros (aggregate public and private contribution).

Qualitative criteria

The project is of above-average significance for development policy, serving as a "lighthouse for other projects.
The project involves important institutions in the partner countries and has
a prominent impact in changing structures, for example in terms of economic framework conditions.
The project involves various target and interest groups (multi-stakeholder approach).
The project has a broad and positive impact on large sections of the poor
or disadvantaged population.
The project stands out through a high level of innovation.
The project serves as an example of best practice (replicability).
The project is linked to a defined focus on bilateral development cooperation.

Whether introducing minimum ecological and social standards in coffee cultivation, developing and encouraging micro-insurance policies for the poor in Asia or drawing up guidelines for correct hazardous waste disposal around the world – strategic alliances are as varied as they are effective.