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Matthew Johnson is the USAID Industry Liaison and Communications Director for the Office of Acquisition and Assistance.Do you wish you could share your thoughts on how USAID does business? Now is your chance!&nbsp;Last week, USAID Deputy Administrator Paloma Adams-Allen <a href="http://v">announced</a> our refreshed <a href="https://www.usaid.gov/policy/acquisition-and-assistance-strategy">Acquisition and Assistance (A&amp;A) Strategy</a> (<a href="https://www.usaid.gov/sites/default/files/2023-03/AAStrategy-executivesummary.pdf">executive summary</a>) along with our <a href="https://www.usaid.gov/sites/default/files/2023-03/AA-Strategy-Implementation-Plan-3-2023-draft.pdf">Implementation Plan</a>. A <a href="https://www.workwithusaid.org/blog/what-usaid-s-new-a-and-a-strategy-means-for-localization">previous blog</a> showcased how USAID headquarters and Mission teams are already beginning to put in place key aspects of the strategy, including empowering our A&amp;A workforce, streamlining A&amp;A practices, and engaging with a more diverse set of partners.&nbsp;We know that our work with A&amp;A partners is a two-way street, both relying on and affecting the partner community we engage with. We always seek new ways to embrace entrepreneurship and creativity as we expand what’s possible for A&amp;A at USAID (check out our recently launched <a href="https://www.workwithusaid.org/sub-opportunities">Sub-Opportunities portal</a>!), but our own ideas are just one piece of the entire picture.&nbsp;To help us imagine better ways to use A&amp;A mechanisms to help our partner countries accelerate their progress, we rely on the partner community as a vitally important space to inform us about what works, what doesn’t, and what we still need to try. That’s why your feedback about the Implementation Plan is critical to how this “living document” evolves in the coming months and years.&nbsp;Throughout April, we will hold a series of consultations with organizations to discuss the A&amp;A Strategy Implementation Plan. While we are unable to meet with everyone, we want to ensure an open channel for feedback with all organizations in our international development community.&nbsp;Below we have outlined a few questions to consider as you review the <a href="https://www.usaid.gov/sites/default/files/2023-03/AA-Strategy-Implementation-Plan-3-2023-draft.pdf">A&amp;A Strategy and Implementation Plan</a>:<ol><li>What are the top three opportunities for advancing localization that you see in USAID’s Implementation Plan?&nbsp;</li><li>What are the primary challenges that you see in USAID's approaches outlined in the Implementation Plan? Are there any actions currently included in the Implementation Plan that should be removed due to inadvertent negative consequences for the partner community?</li><li>What specific actions do you think you can take as partners or potential partners to assist USAID in achieving the A&amp;A Strategy?</li><li>What can USAID do to reduce burdens for current partners?&nbsp;</li><li>What additional steps can USAID take to lower barriers for potential partners?</li><li>What additional actions or areas would you like to see included in the Implementation Plan?</li></ol>We are listening, and we are excited about the productive conversations that we are already having around the A&amp;A Strategy and Implementation Plan.Please send your thoughts on any or all of the questions above to me and my team at <a href="mailto:IndustryLiaison@usaid.gov">IndustryLiaison@usaid.gov</a>.

Two smiling women, one wearing pink and one wearing green

Share Your Input on the A&A Strategy Implementation Plan

<figure class="image image-style-align-right image_resized" style="width:20.23%;"><img src="https://storage.googleapis.com/strapi-media-dev/Screen_Shot_2023_03_20_at_12_08_53_PM_02b640b125/Screen_Shot_2023_03_20_at_12_08_53_PM_02b640b125.png"><figcaption>Nsama Musonda Kearns</figcaption></figure>Nsama Musonda Kearns is the Executive Director of <a href="http://www.carefornaturezambia.org">Care for Nature Zambia</a>.Disclaimer: This article was submitted to WorkwithUSAID.org as a guest blog post. The views expressed by WorkwithUSAID.org guest blog contributors do not necessarily reflect the views of the United States Agency for International Development or the United States Government.When development actors sit at global and regional conferences to discuss the rights and welfare of children in Africa or other regions, do we see African children, especially those from rural areas, sitting at the table? The localization movement calls for a “participation revolution” of communities impacted by foreign assistance to be involved in decision-making —and this must include children. Realizing children’s rights and solving the many problems that they face requires them to be actively involved. To advance the “participation revolution” and locally-led development, <a href="https://www.savethechildren.org/">Save the Children</a> has strengthened its partnerships with rural-based organizations such as my organization, <a href="https://carefornaturezambia.org/">Care for Nature Zambia</a>.&nbsp;The collaboration with Save the Children is one where they provide financial and technical support through training, organization assessment processes, and audits while Care for Nature does the project implementation and documentation through shared reports, publications, and documentaries.<figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/20211202_152913_2_b285a05a55/20211202_152913_2_b285a05a55.jpg"><figcaption>Care for Nature Zambia Executive Director Nsama Musonda Kearns conducts a child-centered social accountability training for children at Chilila Primary School in Chief Chisunka's Chiefdom. (Photo credit: Care for Nature Zambia) &nbsp;</figcaption></figure>With Save the Children’s organizational capacity development support, Care for Nature staff uses new monitoring, evaluation, and learning (MEAL) and finance tools and have improved our narrative reports. We also have undergone Save the Children's Organization Capacity Assessment (OCA). This process has helped us assess our strengths and weaknesses in governance, human resources, finance, monitoring and evaluation, and communication.&nbsp;Through the OCA process, we have been able to adequately plan for our organization’s capacity needs. In addition, the partnership with Save the Children has enabled us to undergo an external audit, a process for which many local organizations fail to meet partner requirements when applying for financial support. We have been able to access tools for use during training and get technical support in climate change, child rights programming, and child safeguarding, among others.&nbsp;Most importantly, we are elevating children’s voices better in our work. For example, we are working with children to produce documentaries that have been aired on radio and television. We are collaborating with children’s clubs to create new child-led initiatives and campaigns. To us, this is a clear indicator of the value of localization and how much change can be achieved when local organizations take the lead.Care for Nature Zambia is working with Save the Children on the Children’s Agency Project, which is aimed at enhancing the capacity of children in Zambia to participate in climate campaigns and document learning and impact. This project, funded by the <a href="https://www.sida.se/en">Swedish International Development Cooperation Agency</a> (SIDA)<a href="https://www.sida.se/en">,</a> is aligned with the Convention on the Rights of the Child Article 12, which focuses on children’s right to be heard and to express opinions on issues that affect them.&nbsp;Additionally, we have become technical advisors for other local partners working with Save the Children on this project, providing capacity assistance on children’s rights and climate change. During the project cycle, Save the Children identifies partner strengths among areas such as climate change and environment, gender equality, disability, conflict resolution, and children most impacted by inequality and discrimination. We encourage the partners to coach others and monitor how they use the knowledge gained within their project.&nbsp;Last November, Care for Nature Zambia introduced “Climate Change in Child Rights” programming to Save the Children’s partners under the SIDA program. This year, we will conduct monitoring to see how the knowledge gained during the training is being applied. This exercise of knowledge exchange helps partners to mainstream approaches and strengthen partner implementation across different geographical regions. These partnerships have helped to improve the capacity of Care for Nature Zambia while increasing the ecosystem and solidarity across other local actors.International organizations have the finance, technical expertise, and capacity to influence change globally. As local organizations, we have direct contact with the children and communities most impacted by the problems that international organizations seek to address. Such partnerships help to increase the number of people who can influence change and also cut down on the cost of organizations traveling from far away to implement activities in areas where local organizations are based.We at Care for Nature Zambia partner with international organizations such as Save the Children to promote children’s rights. This “participation revolution” will help to reduce inequalities and empower children to lead the way toward a safe, healthy, and happy future. By working together, national and international organizations complement each other's efforts.&nbsp;Visit the new WorkwithUSAID.org <a href="https://www.workwithusaid.org/sub-opportunities">Sub-Opportunities portal</a> to discover how you can support USAID-funded projects as a subcontractor or subawardee.

Children in Zambia marching behind a banner for World Environment Day

Incorporating Children’s Voices through Locally Led Development

Did you know that 85 percent of USAID’s development work around the world is implemented through grants, cooperative agreements, and contracts?&nbsp;USAID uses these mechanisms, also known as acquisition and assistance (A&amp;A) mechanisms, to provide funding to partners to implement development programs. Acquisition is when USAID buys goods or services for its own purposes. Assistance is when it provides a grant or cooperative agreement award to an organization to further development and humanitarian assistance goals.Because USAID uses A&amp;A to support partner countries in achieving their development objectives, the Agency’s A&amp;A Strategy is a critically important document. USAID recently updated its <a href="https://www.usaid.gov/sites/default/files/2023-03/USAID-AA-Strategy-Report.pdf">A&amp;A Strategy</a> – but what does that mean for its Missions and partners around the world? And what’s new in USAID’s new A&amp;A Strategy update?<h4>1. Empowering Local Staff to Lead Local Partnerships</h4>Localization starts with enabling, equipping, and empowering USAID staff in its A&amp;A workforce to collaborate with local partners. USAID has long relied on its locally employed Cooperating Country Nationals / Foreign Service Nationals (CCN/FSNs) for institutional knowledge, A&amp;A expertise, and understanding of the local context. In 2022, the CCN/FSN representatives formed a Management Council to elevate the needs and priorities of local A&amp;A Specialists and ensure that their expertise is represented in decision-making.&nbsp;Through the advocacy of the CCN/FSN Management Council and other groups, USAID is expanding leadership opportunities for CCN/FSN A&amp;A Specialists. For example, USAID will double the number of CCN/FSN A&amp;A Specialists with warrants&nbsp;by the end of FY 2023. A warrant authorizes CCN/FSN A&amp;A Specialists to independently manage A&amp;A actions and build relationships with local implementing partners, helping them step into a key leadership role in the Agency’s localization initiative. USAID also is seeking ways to hire&nbsp;CCN/FSN A&amp;A Specialists at higher levels when they take on warrants, ensuring that their compensation accurately reflects their expertise and value-add to the Agency.&nbsp;<blockquote>"The Agency is taking the necessary steps to empower the CCN/FSNs to provide the local staff with the necessary skills and authority to carry out our jobs effectively and efficiently.” ~Fabiola Loy, A&amp;A Specialist, USAID/Guatemala</blockquote>Fabiola Loy, a warranted A&amp;A Specialist from USAID/Guatemala, stressed the importance of the Management Council: “Through the CCN/FSN Management Council, we now have a direct channel of communication between the A&amp;A CCN/FSN community and the OAA [Office of Acquisition and Assistance]/Washington front office in which we can share the field perspective and together find solutions for our day-to-day challenges.”<h4>2. Using WorkwithUSAID.org to Facilitate Sub-Opportunities</h4>While there are many ways that organizations can forge a direct partnership with USAID, there are also indirect ways for organizations to become involved with USAID projects. Subawards and subcontracts are effective ways for new partners to access USAID funding while gaining experience and learning the rules and regulations of USAID awards.&nbsp;As USAID looks to expand who it partners with and increase access to USAID for local organizations, the Agency wants to raise the visibility of sub-opportunities. To do this, USAID recently launched a <a href="https://www.workwithusaid.org/sub-opportunities">Sub-Opportunity portal</a> that lists subaward and subcontract opportunities on <a href="https://www.workwithusaid.org/">WorkwithUSAID.org</a>. The site provides a searchable platform for subawards and subcontracts being offered by primes, increasing the visibility of these opportunities to all potential subrecipient and subcontractors, including new, nontraditional, and local organizations. The new page offers prime partners a central platform to be able to reach potential subrecipients and subcontractors outside of their immediate networks. Not only does this make these opportunities visible and accessible to a broader pool of organizations, but it also expands prime partners’ ability to make connections with new organizations that can add value to USAID-funded projects.<h4>3. Increasing and Improving the Use of Pay-for-Results and Other Simple A&amp;A Mechanisms</h4>One award mechanism that has allowed USAID to focus on results, partner with organizations of all types, and reduce compliance burdens is the pay-for-results award. With pay-for-results awards, such as fixed amount awards and firm-fixed-price contracts, partners and USAID co-create milestones, and the partner is paid upon achievement of these milestones, incentivizing innovation and solutions identified by the partner, rather than those prescribed by USAID. Additionally, pay-for-results awards have fewer pre-award requirements and lower compliance burdens during implementation, making them an excellent fit for partners that are new to USAID.&nbsp;&nbsp;<blockquote>USAID increased its use of fixed amount awards from $97 million in FY 2021 to $141 million in FY 2022.&nbsp;</blockquote>The Agency plans to continue to accelerate its use of pay-for-results awards by making the number of pay-for-results awards one of the publicly reported metrics of the A&amp;A Strategy implementation. USAID also will increase the capacity of staff to design and manage pay-for-results awards, such as making sure milestones are appropriate and providing the partner with the resources needed up front for successful implementation.&nbsp;<h4>4. Working with Partners in Local Languages</h4>Integrating localization throughout the A&amp;A process means collaborating with partners in local languages, rather than requiring them to adjust to USAID’s business model. To do this, USAID is mainstreaming the submission of brief concept notes in local languages as a first step in the application process, allowing concepts to be evaluated based on technical merit, not English fluency. Despite this important step, a barrier remains in the “last mile” of the partnership process, as partners are legally required to submit full applications to USAID in English. Missions are piloting various approaches to tackle this challenge, such as finding solutions to translate full applications from local languages to English for their partners.&nbsp;<a href="https://www.usaid.gov/nepal">USAID/Nepal</a> has been a forerunner in the process of institutionalizing their approach to translation. The Mission envisions providing the holistic support needed for localization, such as developing Nepali language resources for prospective partners, translating award materials submitted in Nepali to English, as well as helping partners prepare for USAID award requirements. This is an important step toward the Mission’s goal of providing 40 percent of their total funding to local partners. According to USAID/Nepal Contracting Officer Maria Televantos, “USAID/Nepal is committed to putting local actors in the lead role for Nepal’s development. In order to do that, we will need to work more in Nepali and other local languages, and our USAID Localization Support mechanism will play a key role in our ability to do that.”Contribute to the <a href="https://www.usaid.gov/sites/default/files/2023-03/AA-Strategy-Implementation-Plan-3-2023-draft.pdf">A&amp;A Strategy implementation plan</a>! The implementation plan is a living document, and we are currently seeking feedback from the partner community. Please email <a href="mailto:industryliaison@usaid.gov">industryliaison@usaid.gov</a> with your comments on the A&amp;A Strategy implementation plan. You can find other resources on the A&amp;A Strategy <a href="https://www.usaid.gov/policy/acquisition-and-assistance-strategy">here</a>.&nbsp;

A group of smiling Peruvian women dressed in green skirts

What USAID’s New A&A Strategy Means for Localization

USAID is pleased to announce its updated <a href="https://www.usaid.gov/policy/acquisition-and-assistance-strategy">Acquisition and Assistance (A&amp;A) Strategy</a>.Since the issuance of the 2018 A&amp;A Strategy, the Agency and development landscape have changed considerably, due to a global pandemic, a change in Administration, and other factors. By refreshing the A&amp;A Strategy, USAID is better positioning itself to address global development and humanitarian assistance needs.&nbsp;The vision of the <a href="https://www.usaid.gov/sites/default/files/2023-03/USAID-AA-Strategy-Report.pdf">new A&amp;A Strategy</a> is for USAID and its partners to achieve sustainable, inclusive, and locally-led development results through three objectives:&nbsp;<ul><li>A&amp;A workforce enabled, equipped, and empowered to further USAID’s development and humanitarian mission.</li><li>Streamlined and effective A&amp;A integrated throughout the Agency’s development approach.&nbsp;</li><li>A more diverse set of partners engaged to implement locally led development solutions.&nbsp;</li></ul>As mentioned in <a href="https://www.youtube.com/watch?v=TwlhiknFv3Y">USAID Administrator Power’s video</a>, more than 85 percent of USAID’s work is implemented through contracts and grants, meaning that how the Agency designs these partnerships is important to how development results are achieved.The A&amp;A Strategy is a key document that helps to guide USAID’s overall partnership approach. It prioritizes the A&amp;A workforce, investing in the Agency’s most important resources, as well as outlines the necessary tools and culture shifts needed for increased engagement to diversify USAID’s partner base.An implementation plan with actionable steps has been developed to support each objective of the A&amp;A Strategy. USAID looks forward to working with key stakeholders in the international development community to implement this updated strategy.&nbsp;On Wednesday, March 15, at 10:00 a.m. ET, join the Agency for a public event to learn more about the A&amp;A Strategy, Implementation Plan, and next steps. <a href="https://www.workwithusaid.org/events/usaid-s-new-vision-for-acquisition-and-assistance">You can register for the event here</a>.The team has drafted an implementation plan to accompany the A&amp;A Strategy. You can view the <a href="https://www.usaid.gov/sites/default/files/2023-03/AA-Strategy-Implementation-Plan-3-2023-draft.pdf">implementation plan here</a>. USAID welcomes your continued feedback on the A&amp;A Strategy implementation plan which will be updated on a rolling basis. Please email your feedback to: <a href="mailto:IndustryLiaison@usaid.gov">IndustryLiaison@usaid.gov</a>.&nbsp;<a href="https://www.usaid.gov/policy/acquisition-and-assistance-strategy">You can also visit the USAID A&amp;A Strategy webpage here to learn more</a>.

USAID Launches Updated Acquisition and Assistance Strategy 

Rachel Chilton

Connecting you with opportunities to work with USAID and its partners: that’s our mission at the Partnerships Incubator. And that’s why we are excited to be rolling out a <a href="https://www.workwithusaid.org/sub-opportunities">new Sub-Opportunities page</a> on WorkwithUSAID.org.<figure class="image image-style-align-right image_resized" style="width:50%;"><a href="https://www.workwithusaid.org/sub-opportunities"><img src="https://storage.googleapis.com/strapi-media-dev/Screen_Shot_2023_03_02_at_2_18_39_PM_5dd4e6dc18/Screen_Shot_2023_03_02_at_2_18_39_PM_5dd4e6dc18.png"></a></figure>The page shares opportunities being offered by USAID’s prime implementing partners, who may seek subcontractors or subawardees when they need specialized expertise or on-the-ground support. Sub-opportunities like these can be a great option for small, young, or growing organizations to become involved in the Agency’s important and impactful development work around the world.For prime partners, the new Sub-Opportunities page will raise the visibility of their subaward and subcontract opportunities, allowing them to access a wider pool of qualified potential partners. For potential subs, the page will provide visibility into more ways to get involved. Eventually, we hope to connect the Sub-Opportunities page with our <a href="https://www.workwithusaid.org/directory">Partner Directory,</a> so that organizations from a particular country or sector can be automatically notified when relevant new opportunities are posted.We are pleased to be taking one more step in the direction of removing barriers and increasing transparency for new partners. Subawards and subcontracts can be a good way for organizations to get a foot in the door. This new page will open that door wider for organizations that may have the knowledge, but not yet the networks, to support USAID projects.We aren’t stopping here, however. Watch <a href="https://www.workwithusaid.org/">WorkwithUSAID.org</a> for additional changes to streamline the customer experience for new, potential, and established USAID partners. Upcoming new features will include a funding feed that will pull prime opportunities from <a href="https://sam.gov/search/?page=1&amp;pageSize=25&amp;sort=-modifiedDate&amp;sfm%5Bstatus%5D%5Bis_active%5D=true&amp;sfm%5BsimpleSearch%5D%5BkeywordRadio%5D=ALL&amp;sfm%5BsimpleSearch%5D%5BkeywordTags%5D%5B0%5D%5Bkey%5D=usaid&amp;sfm%5BsimpleSearch%5D%5BkeywordTags%5D%5B0%5D%5Bvalue%5D=usaid">SAM.gov</a> and <a href="https://www.grants.gov/web/grants/search-grants.html?keywords=USAID">Grants.gov</a> onto one page. A new Partnership Pathways tool will also provide a welcoming interface that can guide users toward the most suitable partnership options based on their organization type, region, and sector.Are you a prime partner with a sub-opportunity to share? <a href="https://docs.google.com/forms/d/e/1FAIpQLSfarIbiyV5JIHCAYXe-RhXOmylOUgJLePnSrHeG69sIwpuiug/viewform">Submit details</a> about the opportunity using our submission form. Not a prime? Visit the <a href="https://www.workwithusaid.org/sub-opportunities">Sub-Opportunities page</a> to look for ways to support a prime partner on a USAID project, and learn more about the prime/sub relationship in the “<a href="https://www.usaid.gov/work-usaid/get-grant-or-contract/trainings-how-work-usaid/how-work-usaid-building-strong-sub">Building Strong Sub-Partnerships</a>” training module.&nbsp;

A man and woman doing a fist-bump in front of a white computer, a third person smiling

Announcing Our New Sub-Opportunities Page

Megan (Meg) Smith is a Communications Specialist for Locally Led Development Initiatives in USAID's <a href="https://www.usaid.gov/local-faith-and-transformative-partnerships">Local, Faith, and Transformative Partnerships Hub</a>.Tucked amidst rice terraces and forests lining the hills of Tublay, a municipality of Benguet in the Philippines’s Luzon island, stand the training center and offices of Alay sa Kapatid Foundation (AKAP). An all-female-run civil society organization, AKAP works directly with local communities to facilitate sustainable access to water.<figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/Screen_Shot_2023_03_22_at_9_34_14_AM_247a488ad2/Screen_Shot_2023_03_22_at_9_34_14_AM_247a488ad2.png"><figcaption>Staff and board members of AKAP join their USAID partners from the Mission in the Philippines and Washington outside of AKAP’s offices. (Photo credit: Megan [Meg] Smith)</figcaption></figure>In 2019, AKAP began working with USAID and its partner, LINC, to understand what water means to communities, and what it would take to improve water security, by conducting a <a href="https://linclocal.org/2019/03/20/linc-collaborates-with-usaid-and-local-communities-to-improve-water-access-in-the-philippines/">social network analysis</a>. After meeting with over 120 community representatives, AKAP found that connections between all actors in the water management system — from local water associations to municipal government officials — needed to be strengthened in order to address the inequitable water distribution, lack of information exchange, and physical infrastructure, among other challenges.Now, AKAP works directly with USAID’s <a href="https://www.usaid.gov/local-faith-and-transformative-partnerships/local-works">Local Works</a> program on the <a href="https://www.usaid.gov/philippines/economic-development-and-governance">Facilitating Local Access to Water (FLOW) activity</a> in the Philippines to catalyze local solutions for sustainable water management. Where there had been conflict and competition over access to water, AKAP began by facilitating community consultations with government representatives where community elders were able to share traditional values – enabling all involved in water distribution to get on the same page together. As a well-known local organization, the time AKAP dedicates to building partnerships within and amongst the communities they work and ensuring community voices lead the work are enabling FLOW to lead to greater sustainability than past projects.&nbsp;<figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/Screen_Shot_2023_03_22_at_9_31_05_AM_f4f63cb867/Screen_Shot_2023_03_22_at_9_31_05_AM_f4f63cb867.png"><figcaption>Katherine Agyao has been volunteering with AKAP as a community-based facilitator since February 2022, after active involvement in her community since 2010. “Water is precious,” she affirms. “It’s a treasure to save.” (Photo credit: Megan [Meg] Smith)</figcaption></figure><h4>A First-Time USAID Awardee</h4>Because FLOW represents AKAP’s first time partnering directly with USAID, they needed to go through a series of initial steps before finalizing their award. One early challenge they faced was in registering their organization in U.S. government systems, including in the annual registration through the <a href="https://sam.gov/content/home">System for Awards Management (SAM)</a>. When registering, each system in the process requires identical spelling, spacing, and punctuation. After inputting some entries slightly different than in their initial registration, AKAP recommends documenting earlier entries earlier to reference when renewing SAM registration, like through this <a href="https://www.usaid.gov/document/registering-work-usaid-key-information-log">Key Information Log</a>.&nbsp;Like other non-U.S. new partners, AKAP also went through the <a href="https://www.usaid.gov/work-usaid/get-grant-or-contract/trainings-how-work-usaid/preparing-non-us-organization-nupas">Non-U.S. Organization Pre-Award Survey (NUPAS) process</a>, a comprehensive assessment that helps USAID understand an organization’s legal, financial, and operational capacity to manage a USAID award before it is finalized. Though AKAP had systems in place for program management, personnel, financial management, and procurement processes, the NUPAS revealed that they needed to strengthen a few areas in order to partner with USAID. Based on AKAP’s experience, Florita “Flor” Paragas, the Chief of Party of FLOW and AKAP Executive Director, recommended that “incoming new potential USAID partners should be prepared with legal papers and other government required documents [specific to the country of business], organizational governance [or a] Manual of Operations (program management, personnel, organigram, financial management, and procedures), personnel with technical computer skills – and patience, openness, and willingness to learn.” Once the AKAP team addressed the NUPAS findings, they were able to co-create, finalize, and launch the project in partnership with USAID.<figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/Screen_Shot_2023_03_22_at_9_31_33_AM_74a22ceb71/Screen_Shot_2023_03_22_at_9_31_33_AM_74a22ceb71.png"><figcaption>As “keeper of the cooperative,” Geraldine Yampan takes on the large responsibility of managing her community’s water systems and association. She shares that AKAP “serves as a booster” to the work that she and her association do. (Photo credit: Megan [Meg] Smith)</figcaption></figure>As a new partner, learning about USAID’s requirements for work plans and progress reports also presented a challenge for AKAP’s team. “It was a lot of work to create everything from scratch while learning about them,” shared Paragas. Throughout both planning and implementation, the USAID Agreement Officer’s Representative (AOR) proactively made herself available to support. AKAP emphasized the importance of her understanding and flexibility to work with them amidst challenges, including occasional internet outages. For example, the AKAP team shared that “for one <a href="https://www.usaid.gov/work-usaid/get-grant-or-contract/trainings-how-work-usaid/preparing-progress-reports">quarterly report</a>, [the AOR] left really helpful edits that prompted us to truly be conscious of who is reading.” For other organizations that might face challenges, the AKAP team emphasized: “When faced with any difficulty, be open and feel free to seek assistance from concerned USAID personnel. They are always happy to assist and willing to go out of their way.”<h4>Empowering Their Communities – and Themselves</h4>The AKAP team is dedicated to elevating female leadership through FLOW. “Our philosophy is respect of human worth, dignity, and self determination of all individuals,” beamed Paragas. The AKAP team noted that they are confident in who they are as women, recognizing both their personal strengths and weaknesses. Throughout their efforts — from training to partnering — they integrate gender equality to ensure all genders have the chance to share their views. In their region, “women are on the frontline of development initiatives,” affirms Maria “Tita” Butz, AKAP’s Field Coordinator, adding that in some areas, “women [are claiming] their rights to water, which they did not until now.”&nbsp;From engaging dedicated community-based facilitators who volunteer to socialize and encourage community members to get involved, to association members, who support their community organizations through dedicated time, women at all levels exercise leadership to push their initiatives forward.Katherine Agyao finds fulfillment volunteering as a community-based facilitator with FLOW to support her barangay, a small Philippine administrative division. “It’s a gift to be a part of developing a community,” she shares after witnessing her municipality first hand. After leaving and missing her home for six years, she returned to her barangay and began her volunteer work. Already familiar with AKAP and its work, she was excited for the opportunity to support efforts to address water scarcity with her neighbors. As one of FLOW’s community-based facilitators, she organizes, supports, and facilitates events, meetings, trainings, and more with her community water association. “I see [our association] shining,” she smiles, hoping that they can eventually secure their own office to implement sustainable water systems for future generations.In a nearby barangay, the initial social network analysis enabled Geraldine Yampan to strengthen her leadership within her community water association in her community, now serving as an active board member. She found her biggest source of inspiration during the first training facilitated by AKAP focused on self reflection and social awareness. “Know yourself first before knowing others,” she emphasizes. “It’s not just for the association or local government unit, but the individual.” Since then, she has taken strides to strengthen the management and partnership capacity of her water association, sharing that, “Before, we didn’t know how to gain access to some [Filippino funding] agencies, [but now] we can be more empowered.” Volunteering about half of her time to the water association, she supports both women and men to get involved in helping strengthen the community’s water supply and partnerships they create with other neighboring associations and the local government.<h4>Local Leadership Matters</h4>AKAP, founded in 1991 as a relief and rehabilitation organization, had been well-known and recognized as a leader in the area for years, while its staff had established extensive experience working in and with the community for years. Field Coordinator Butz has been able to build on her relationships with farmer cooperatives that she has maintained since first starting to work with AKAP at age 19. Working closely with Butz in her community-based facilitator role, Agyao notes, “It is a huge help that AKAP is a local organization.” Understanding the local context, speaking the local dialect, and already having established credibility with different stakeholders has enabled AKAP to be a trusted partner and facilitator.<figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/Screen_Shot_2023_03_22_at_9_31_42_AM_20ebfc55f8/Screen_Shot_2023_03_22_at_9_31_42_AM_20ebfc55f8.png"><figcaption>Members and leaders of water associations from neighboring communities join hands in a closing ceremony. (Photo credit: Megan [Meg] Smith)</figcaption></figure>Beyond their deep relationships within harder-to-reach communities, AKAP noted that before FLOW, other organizations made efforts to address water insecurity issues, but the systems didn’t last. Some organizations and physical infrastructure were created hastily without the resources to ensure sustainability. Instead, these failed water systems ultimately became sources of conflict. One water association member shared that community relationships were not nurtured as the water distribution systems were built; without the social infrastructure to manage the physical, the short-lived projects would worsen inequity of water distribution.&nbsp;AKAP saw the opportunity to facilitate joint partnerships to generate water systems that could symbolize unity and cooperation. AKAP takes a different approach: prioritize grassroots capacity strengthening and relationship building to capitalize on human infrastructure. “The capacity strengthening activities conducted by FLOW… and [their own] reflections enabled the community to realize that indifference will not solve community problems on water,” and they now “believe in themselves to address issues affecting them.” With a “strong belief in self-determination,” as Paragas puts it, as well as collaborative engagements among communities, local officials, nongovernmental organizations, and the business sector, emerging solutions push toward sustainability.Get a snapshot of your organization’s current capacity to work with USAID by taking the WorkWithUSAID.org <a href="https://www.workwithusaid.org/pre-engagement">Pre-Engagement Assessment</a>, a 46-question self-assessment. Stay up to date with USAID’s work in the Philippines on the Mission’s <a href="http://www.facebook.com/usaid.philippines">Facebook</a>, <a href="https://twitter.com/USAID_Manila">Twitter</a>, and <a href="https://www.usaid.gov/philippines">webpage</a>. For more about how USAID is advancing locally led development, <a href="https://public.govdelivery.com/accounts/USAIDHQ/subscriber/new?topic_id=USAIDHQ_89">subscribe</a> to the Locally Led Development Initiatives newsletter.

Tips from a Local Partner: How a Female-Fronted Foundation Approaches USAID Partnership

This article is the first in our three-part <a href="https://www.workwithusaid.org/blog/series/2">“How to Write a USAID Proposal” blog series</a>.&nbsp;You have an innovative development idea, and you want to secure USAID funding to implement it. You’re eager to jump in and begin writing USAID proposals and concept papers. But wait! Crafting a USAID proposal can be a time-intensive process, so before you spend precious resources on proposal writing, check out the tips we’ve gathered. By following the guidance shared in this blog series, you can help make your proposal-writing process go smoothly, and you can maximize your chances for success.&nbsp;The following steps can—and should—be taken even before a USAID solicitation is released. (For a refresher on how USAID issues funding opportunities, see this <a href="https://www.usaid.gov/work-usaid/get-grant-or-contract/grant-and-contract-process">overview of USAID’s solicitation process</a>.) Taking these actions early can help you be ready when the time comes to write your proposal.&nbsp;&nbsp;&nbsp;<hr><h3>Phase I: Positioning Your Organization for Success</h3><h4>1. Ensure that your organization is ready to directly manage USAID funding.&nbsp;</h4>Review the <a href="https://www.workwithusaid.org/start-here">Start Here checklist</a> on WorkwithUSAID.org, and then take the WorkwithUSAID.org <a href="https://www.workwithusaid.org/pre-engagement">Pre-Engagement Assessment</a> to understand your organization’s strengths and capacity gaps. If you find that you are not ready to work as a direct USAID partner (or “prime” partner), don’t worry! Focus on building your experience as a <a href="https://www.usaid.gov/work-usaid/get-grant-or-contract/trainings-how-work-usaid/how-work-usaid-building-strong-sub">USAID sub-partner</a> (or “sub”) and with other donor organizations while growing your capacity. Remember, organizational development takes time.<h4>2. Do your homework.</h4><ul><li>Read the <a href="https://www.usaid.gov/results-and-data/planning/country-strategies-cdcs">Country Development Cooperation Strategy</a> (CDCS) for the country where you hope to work and consider where your development solution fits into the USAID Mission’s overall strategic direction.</li><li>Research other solicitations in your country and sector on <a href="https://www.grants.gov/web/grants/search-grants.html?keywords=USAID">Grants.gov</a> and <a href="https://sam.gov/search/?page=1&amp;pageSize=25&amp;sort=-modifiedDate&amp;sfm%5Bstatus%5D%5Bis_active%5D=true&amp;sfm%5BsimpleSearch%5D%5BkeywordRadio%5D=ALL&amp;sfm%5BsimpleSearch%5D%5BkeywordTags%5D%5B0%5D%5Bkey%5D=usaid&amp;sfm%5BsimpleSearch%5D%5BkeywordTags%5D%5B0%5D%5Bvalue%5D=usaid">SAM.gov</a> (you can access both through the funding tab on <a href="https://www.workwithusaid.org/">WorkwithUSAID.org</a>), and review past projects in the <a href="https://dec.usaid.gov/">Development Experience Clearinghouse</a> (“DEC”).&nbsp;</li><li><a href="https://www.workwithusaid.org/blog/why-you-should-respond-to-requests-for-information-and-sources-sought-notices">Respond to any Requests for Information (RFI) or Sources Sought Notices</a> (SSN) in your area of expertise to get your organization on USAID’s radar.&nbsp;</li><li>Begin gathering a standard package of materials that are required for most USAID solicitations (e.g., your organizational capability statement; copies of your human resources, travel, and procurement policies and procedures; any current NICRA; any approved fringe benefit rate; past performance information; an organizational chart; etc.).</li></ul><h4>3. Network with potential partners.</h4>You should build relationships with other organizations working in your country and sector. <a href="https://www.workwithusaid.org/">WorkwithUSAID.org</a> has made that easier with our searchable <a href="https://www.workwithusaid.org/directory">Partner Directory</a>. You can filter by country, sector, or keyword, and if you find a good match, you can contact that organization through the directory itself. Building your knowledge of compatible organizations may help you form partnerships later in the process. You can also talk to current USAID primes and subs to get a real feel for what it’s like being a USAID partner. Finally, it’s always a good idea to stay aware of which organizations are actively investigating opportunities in-country. Watch job boards for organizations that are recruiting for specific roles, such as Chief of Party.<h4>4. Keep an eye on the USAID <a href="https://www.usaid.gov/business-forecast/search">Business Forecast</a>.</h4>Once you feel confident that USAID is the right fit for you and you are the right fit for USAID, keep an eye on the Business Forecast — which is updated daily. This is where you will get an early glimpse at what programs and activities the Agency is planning. USAID rarely accepts unsolicited proposals, so it is a smarter strategy to determine how your work can support initiatives that the Agency already has underway. The Business Forecast is an important tool to get your organization prepared with the right staffing, resources, and documentation to compete for funding.<h3>Phase II: Preparing for a Specific Opportunity</h3><h4>5. Make an initial “go” or “no go” decision.</h4>When a promising opportunity appears on the Business Forecast, your organization’s senior leadership will make a “go” or “no go” decision about whether to pursue that opportunity once it comes out as a solicitation. Proposals can be a costly venture, not to mention the major impact of a new project on your organization. Leaders in your organization must ensure that you can adequately resource the proposal, that it's a good fit with your organizational growth strategy, and that your organization can be a competitive candidate before committing significant resources.&nbsp;&nbsp;<h4>6. Identify your team.</h4>When your organization’s leadership identifies a potential opportunity on the horizon, it’s time to get set up for success. A proposal development team usually has at least three core members:&nbsp;<ul><li>A proposal manager who organizes the team and keeps the project on schedule,&nbsp;</li><li>A proposal technical lead who serves as the main subject matter expert and may lead the writing, and&nbsp;</li><li>A budget preparer who assembles the cost proposal and budget narrative.&nbsp;</li></ul>The core team will be drawn from existing staff, but you may need to supplement your organization’s skill sets with additional support. For example, you should ensure that you can connect with a strong copy editor to review your proposal for correct grammar, punctuation, formatting, clarity, and flow. And if your team does not include anyone with prior experience writing USAID proposals, you could consider seeking external support.&nbsp;<h4>7. Create a proposal development schedule and template.</h4>You can prepare your proposal development schedule before USAID releases the solicitation. Map out your plan and create a proposal template before the solicitation is released. Most USAID solicitations are open for 30-45 days after they are issued. <a href="https://www2.fundsforngos.org/featured/how-to-plan-prepare-and-respond-to-a-usaid-call-for-proposals-a-free-guide-for-ngos-4/">FundsforNGOs.org</a> has a basic schedule that you can customize for your team. While it may seem like a good idea to begin drafting portions of your proposal ahead of the solicitation, it is better to wait so that you know USAID’s exact language and framing of the opportunity. (One exception might be your organizational capability statement, which outlines your prior experience and can be developed ahead of time.) Even at this early stage, some organizations may also begin conducting field visits to collect data for their proposal in the location of the future project.<hr>All USAID awards are unique, and each proposal process will differ, but the steps you take now to prepare for responding to a solicitation can give you a strong head start once the right opportunity is released. More importantly, most of these actions—researching your sector, networking, etc.—are beneficial for your organization no matter what partnership path you pursue.&nbsp;Read some tips for Day 1 and beyond in our <a href="https://www.workwithusaid.org/blog/writing-your-usaid-proposal">second blog in this series</a>.

Outstretched hand holding a small green plant

Preparing to Write a USAID Proposal

This article is the second in our three-part <a href="https://www.workwithusaid.org/blog/series/2">“How to Write a USAID Proposal” blog series</a>.&nbsp;Once USAID has released its solicitation, it’s time to put pen to paper—at least in a digital sense! The <a href="https://www.workwithusaid.org/blog/preparing-to-write-a-usaid-proposal">previous article</a> in our series helped you prepare and put your proposal team and schedule in place to be ready for an expected opportunity. Once the solicitation has been issued, the writing begins—and the clock starts ticking! Solicitations are typically open for just 30–45 days, so it is important to plan ahead and be ready to start your response on Day 1 when the funding opportunity is issued.&nbsp;&nbsp;This portion of the proposal development process occurs in three phases, outlined below.<h3>Phase I: Understand the requirements.</h3><h4>1. Read the solicitation carefully.&nbsp;</h4>It might be tempting to jump in and write up your technical approach. But if you did, you would miss the most crucial step of the proposal-writing process: reading the entire solicitation. Why is this step so important? You need to understand how USAID frames the issue in their program description, statement of work (SOW), and theory of change; the terminology they use for discussing the topic; proposal submission instructions; the proposal evaluation criteria; formats and supplemental materials that are required; and the types of approaches they may be seeking. So take a deep breath and slow down.&nbsp;<h4>2. Share the opportunity with your leadership and team.</h4>Circulate the opportunity to your leadership and to other stakeholders within your organization, including your proposal development team. Then mark up a copy of the solicitation by hand or on a computer so that you can track the key elements of the opportunity. Some organizations create a “crib sheet” that strips the solicitation down to its critical components, forming a kind of checklist to help the team ensure that they have all the required pieces. Share your markup or crib sheet with your full group of internal stakeholders and ask for their own contributions.<h4>3. Note the required format.</h4>Some solicitations will include very specific instructions about the sections to include and the length of those sections. You must follow all such requirements. A typical USAID proposal may include sections such as:<ul><li>Cover letter from the President or Chief Operating Officer;</li><li>List of acronyms;&nbsp;</li><li>Table of Contents;</li><li>Executive summary;</li><li>Technical approach for completing the deliverables in the statement of work (SOW);</li><li>Management approach and staffing plan;</li><li>CVs of key personnel;</li><li>Summary of relevant experience;</li><li>Corporate capabilities; and</li><li>Performance references for similar work.</li></ul>A budget component, or cost proposal, is also required as part of your proposal, as we will discuss in the third blog in our series. Other sections that may be required include a draft monitoring, evaluation, and learning (MEL) plan, a gender equality and social inclusion plan, a work plan, a fee schedule or milestone payment plan, a branding and marking plan, representations and certifications, letters of commitment from sub-partners, etc. You can find resources to help with these components in the <a href="https://www.workwithusaid.org/resource-library">WorkwithUSAID.org resource library</a> and answers to <a href="https://www.workwithusaid.org/faq?category=submissions-and-proposals&amp;themes=solicitation-response&amp;questions=">frequently asked questions about these proposal sections</a> in the FAQ portion of the website.&nbsp;&nbsp;<h4>4. Follow the opportunity on <a href="https://sam.gov/">SAM.gov</a> or <a href="https://www.grants.gov/">Grants.gov</a>.</h4>USAID will sometimes amend an opportunity based on questions they receive during the open-question period for an award. You can avoid missing a deadline extension or a change of requirements by visiting Grants.gov or SAM.gov frequently to watch for any updates to the opportunity. You are strongly encouraged to submit any questions that your own organization has during the open question period. There is a designated point of contact for each opportunity listed within the proposal. Be aware that all questions and answers are made public to ensure transparency and fair treatment.<h4>5. Schedule a kick-off meeting and confirm your organization’s “go” decision.</h4>Once your team has read the solicitation and has a good sense of USAID’s desired approach, your proposal manager should schedule a kickoff meeting with your proposal development team and senior leadership. At this meeting, you will:<ul><li>Discuss why this opportunity is important to your organization and confirm your “go” decision;</li><li>Brainstorm relevant prior experience and how to build upon that to address the requirements of the solicitation;</li><li>Formulate a “win theme” for your proposal—an “earworm” that your team wants USAID to remember;&nbsp;</li><li>Identify knowledge gaps and plan for how to fill them (desk research and/or outreach to your network);</li><li>Identify experience and expertise gaps, discuss what organizations could help fill them, and plan for this outreach to potential partners;&nbsp;</li><li>Review the proposal due date, your proposed schedule, and the roles that staff members will play;</li><li>Go over the proposal evaluation criteria provided with the solicitation and discuss how your proposal will match up to those criteria; and</li><li>Have an initial discussion about budget to ensure alignment.&nbsp;</li></ul>A strong proposal will often require a lot of team brainstorming to work out the many facets of the technical solution. The writing can only come once the content has been developed and fine-tuned.<h3>Phase II: Gather information and write the technical solution.</h3><h4>6. Fill in information gaps.</h4>In your kickoff meeting, your team may have identified some information gaps to address before your proposal can be formulated. Begin that research now, so that your proposal will include recent, relevant facts and figures and will demonstrate a solid understanding of the subject matter. ​​This is also when your organization should be doing community/stakeholder engagement to ensure the sustainability and relevance of the proposed interventions and prove to USAID that you truly understand the context and specific needs of the project.&nbsp;<h4>7. Form teaming agreements.</h4>Partnering with capable, respected organizations that have complementary expertise and/or relevant local experience strengthens your proposal and adds credibility to your approach. You may want to develop a “teaming agreement” with another organization doing compatible work. A teaming agreement is an agreement between a prime partner and sub-partners to combine resources in order to respond to a USAID funding opportunity. Teaming agreements are usually legally binding and are negotiated by people with authority from the organizations involved. A properly established teaming agreement reflects the role of each sub-partner, as well as the prime. Find out more about building sub-partnerships in <a href="https://www.usaid.gov/work-usaid/get-grant-or-contract/trainings-how-work-usaid/how-work-usaid-building-strong-sub">this USAID training module</a>. Be aware that there are two types of teaming agreements—exclusive and nonexclusive. Some solicitations may encourage nonexclusive teaming.<h4>8. Begin drafting.</h4>Start a draft document with the sections you will need (they may be outlined in the solicitation). You may have a lead writer, possibly your proposal technical lead, or you may make assignments to the team members with the expertise to draft each section. Sometimes you may need to have a staggered writing process, as some sections depend on others. For example, it might be necessary to finalize the technical approach before the staffing/management section. Make sure that the writer or writing team continues to coordinate closely with the budget preparer who is developing the cost proposal.<h4>9. Stay on schedule.</h4>The proposal manager supporting your development team will track the schedule your team developed. Proposal timeframes are short, so your proposal manager will remind your team members about internal deadlines. Make sure to leave at least two weeks for review and editing.<h3>Phase III: Review and edit.</h3><h4>10. Polish your writing.</h4>Once your team has a complete draft, your proposal lead and/or another senior staff member should review that draft proposal to ensure it is clear, consistent, and professional, and that the language you use reflects the language in USAID’s solicitation. Your proposal must grab and maintain the interest of the reader while addressing all of the evaluation criteria, as well as instill confidence in your technical expertise and ability to communicate.<ul><li>Clear: Avoid jargon and overly technical language. If you must explain a technical component of the project, do not assume knowledge or expertise. Spell out all acronyms at first use.&nbsp;</li><li>Consistent: Make sure that you maintain a consistent tone/voice in your narrative, especially when sections are drafted by different team members: for example, you should decide if it is appropriate to use “we” to refer to your organization, or if you will use the third-person “XYZ Organization.”&nbsp;</li><li>Professional: Avoid informal language, including contractions, and read your proposal from USAID’s point of view to assess how well your idea addresses the needs outlined in the solicitation.&nbsp;</li><li>“Mirror” language: Ensure that your language mirrors that of USAID when describing your development solution. You will often want to use the same terminology and framing that USAID uses in its solicitation. A strong proposal should be very easy for USAID to review because it speaks directly to the solicitation’s evaluation criteria.</li></ul><h4>11. Circulate for feedback.</h4>Make sure to get as much internal feedback as possible from team members with technical expertise and even colleagues on other comparable initiatives. These reviews should be kept on a tight schedule, and may go through multiple organized levels of review with specific goals at each session. If your organization has a win theme (discussed above), make sure your reviewers are aware of this theme and can evaluate its effectiveness.&nbsp;<h4>12. Edit, edit, edit!</h4>Ensure that you build time in your proposal development schedule for an editor to review your narrative for grammar, punctuation, Amercian English spelling, formatting, clarity, and flow. The editor should reference the formatting requirements in the solicitation and the stylistic guidance in the <a href="https://www.usaid.gov/work-usaid/style-guide">USAID style guide</a> to ensure a compliant, high-quality document. By submitting an error-free proposal, you will show USAID that you are detail-oriented and that you are attentive to the quality of your work. It’s also important that your editor helps the team adhere to any page limitations stated in the solicitation, as USAID will not review any pages beyond the stated limit.Writing a USAID proposal requires teamwork, attention to detail, and awareness of deadlines. The process can be daunting for organizations that have never applied for USAID awards before, but with discipline and motivation, you can craft a strong and competitive proposal package.&nbsp;Watch for the third blog in our “How to Write a USAID Proposal” series for information on the cost proposal.

Two people seated at a table with computers while one person stands and writes on a whiteboard

Writing Your USAID Proposal 

What is USAID's approach to localization, and how is it evolving? Read the latest on this important topic in the article below from Donald Steinberg, USAID's Expert Advisor to the Administrator.&nbsp;Expert&nbsp;Advisor Steinberg&nbsp;outlines the goals, plans, and challenges facing localization. Steinberg also discusses why&nbsp;localization—which has been attempted by multiple administrations—is different now, and why we are beginning to see real progress on this agenda.&nbsp;The full article was originally posted on the&nbsp;<a href="https://globalgovernanceforum.org/global-embrace-localization-changing-power-dynamics-development-humanitarian-aid-systems/" target="_blank" rel="noopener noreferrer">Global Governance Forum</a>.<hr><h3 style="margin-left:0px;">Global Embrace of Localization: Changing the Power Dynamics in Development and Humanitarian Aid Systems</h3>By Donald SteinbergAPRIL 13, 2022Whether it is called localization, decolonizing foreign assistance, community ownership, locally led development, or any other term, the global impetus to change the power dynamics in our current development and humanitarian assistance structures has never been stronger. Simply put, stakeholders throughout the assistance ecosystem have come to the shared conclusion that their work is more effective, more resilient, and more equitable when local partners play a lead role in identifying sectors, planning programs, implementing projects, and evaluating progress.&nbsp;&nbsp;The ground truth, credibility, accountability, and long-range time perspective these local partners bring to the table are essential for success in achieving collective objectives under the Sustainable Development Goals and the Humanitarian Grand Bargain.&nbsp;By contrast, the current power game where the deck is stacked to give all the trump cards to bilateral and multilateral donors, UN agencies, international nongovernmental organizations (NGOs), and development contractors must change.In her seminal address on A New Vision for Inclusive Development at Georgetown University in November 2021, USAID Administrator Samantha Power embraced this vision and outlined her agency’s response to this imperative.&nbsp;&nbsp;<h4 style="margin-left:0px;">Four Lines of Effort</h4>For Administrator Power, localization requires four principal lines of effort.&nbsp;First, it means channeling a larger portion of development and humanitarian awards directly to local civil society, business, and other institutions that are supported by and accountable to local communities.&nbsp;She pledged that 25 percent of USAID direct funding will go to these entities in the next four years—up from 6.2 percent in 2021—and&nbsp;that 50 percent of its projects over the next decade will put local partners in the lead to co-design projects, set priorities, drive implementation, and evaluate impact of aid programs.&nbsp;&nbsp;These goals will be achieved by expanding existing programs such as <a href="https://www.usaid.gov/local-faith-and-transformative-partnerships/local-works" target="_blank" rel="noopener noreferrer">Local Works</a> and the <a href="https://www.usaid.gov/npi">New Partnerships Initiative</a>; increasing the use of flexible, performance-based partnership tools like Fixed Amount Awards; and implementing new regional initiatives like <a href="https://www.usaid.gov/news-information/press-releases/nov-4-2021-usaid-announces-centroamerica-local-initiative-empower-local">Centroamérica Local</a>, which will invest $300 million to expand USAID’s work with community-based partners in El Salvador, Guatemala, and Honduras over the next five years to address the root causes of irregular <a href="https://globalgovernanceforum.org/global-issues/migration-and-population/">migration</a>.<img class="image-style-align-right image_resized" style="width:50%;" src="https://globalgovernanceforum.org/wp-content/uploads/2022/04/farming-el-salvador.jpg" alt="" srcset="https://globalgovernanceforum.org/wp-content/uploads/2022/04/farming-el-salvador.jpg 400w, https://globalgovernanceforum.org/wp-content/uploads/2022/04/farming-el-salvador-240x300.jpg 240w" sizes="100vw" width="400">Second, localization means changing the power dynamics among local actors, international prime partners, and donors to ensure a seat at the table—and preferably at the head of the table—for local actors, under the principle, “Nothing about us without us.” There will be a new focus on listening to the voices of marginalized populations, including women, people with disabilities, youth, the LGBTQI+ community, Indigenous populations, displaced persons, and ethnic and religious minorities.&nbsp;This effort requires international partners to display new humility and flexibility, and a willingness to adapt their systems and procedures to accommodate new and smaller partners unfamiliar with the complex application and compliance procedures, language preferences, and reporting requirements of each international partner.&nbsp;At USAID, one reflection of this effort is the launch of a new and simplified online entry point into the agency, <a href="https://www.workwithusaid.org/">WorkwithUSAID.org.</a>Third, USAID is adapting its planning processes to reflect a “local systems” approach tied to each country’s unique political, social, cultural, economic, and environmental conditions and targeting the drivers and barriers to change.&nbsp;Donors cannot come to the table with preconceived&nbsp;notions of sectors and regions for their assistance; instead, they must align their contributions to priorities identified by representative and accountable local partners.&nbsp;At USAID, this means integrating local voices into all its planning processes, and modifying its Assistance and Acquisition Strategy, Risk Appetite Statement, Policy Framework, Local Capacity Development Policy, and Partnership Principles.&nbsp;Finally, Administrator Power challenged her USAID colleagues to serve as global public advocates and thought leaders for the localization agenda, using their convening authority, partnerships, voice, and power of example to persuade others to climb on the localization train.&nbsp;At the April 2022 Skoll World Forum, for example, Administrator Power called for a global convening this summer of stakeholders to debate, discuss, and reaffirm concrete commitments to this agenda in a power-neutral environment.[…]<hr><a href="https://globalgovernanceforum.org/global-embrace-localization-changing-power-dynamics-development-humanitarian-aid-systems/" target="_blank" rel="noopener noreferrer">Read the full article here.</a>Do you have a story about how USAID's focus on localization is changing dynamics on the ground between the Agency and local organizations? Email your story idea to <a href="mailto:askzara@workwithusaid.org">askzara@workwithusaid.org</a> for a chance to be featured on the WorkwithUSAID.org News &amp; Insights blog.&nbsp;

USAID's Commitment to Advancing Localization

<h4>Request for Public Comment</h4>The external comment period for the U.S. Agency for International Development's (USAID's) “<a href="https://storage.googleapis.com/strapi-media-dev/DRAFT_Beneficiary_Feedback_Guidance_Sep_2022_4e40e331cb/DRAFT_Beneficiary_Feedback_Guidance_Sep_2022_4e40e331cb.pdf">Collecting Feedback from Beneficiaries of Development Programs: A Guide for USAID Implementing Partners"</a> has closed.Thank you to everyone who reviewed and provided feedback on this draft guidance document.Since 2018, U.S. Appropriations law has included a special provision encouraging the use of&nbsp;Development Assistance funds for the regular and systematic collection of feedback obtained directly from beneficiaries to enhance the quality and relevance of such assistance. To support these special provisions, USAID commissioned this draft guidance document to help USAID implementing partners integrate beneficiary feedback into their USAID-funded development activities. It describes basic concepts of beneficiary feedback and good practices for collecting and responding to it.&nbsp;Topics include:&nbsp;<ul><li>Key definitions, including “beneficiary feedback,”</li><li>The strengths and limitations of beneficiary feedback,</li><li>Planning for beneficiary feedback in Activity MEL plans,</li><li>Identifying beneficiaries for feedback collection,</li><li>Domains of feedback and deciding what kinds of feedback to collect,</li><li>Beneficiary feedback data collection approaches, and</li><li>Responding to and reporting on beneficiary feedback received.&nbsp;</li></ul>Your feedback is critical for USAID to ensure that this guidance document serves the needs of USAID implementing partners who must collect feedback from beneficiaries as a required part of their development program. We truly appreciate your input.A recording of the webinar about the Draft Guide to Collecting Beneficiary Feedback can be found here: <a href="https://www.youtube.com/watch?v=XPo4zLUxPYM">https://www.youtube.com/watch?v=XPo4zLUxPYM</a>.

Graphic Image - blue background with hexagon shapes, text "DRAFT: Collecting Feedback from Beneficiaries of Development Programs, A Guide for USAID Implementing Partners"

Draft Guide to Collecting Beneficiary Feedback

Sustainable development is locally led development. USAID’s role is to be a partner and champion of local actors. Specifically in the West Bank and Gaza, local partners are advancing economic opportunity, effective governance, youth development, and humanitarian needs.The future success of the West Bank and Gaza depends on the Palestinians who work every day to move the needle on the multitude of issues facing their societies. USAID provides tools to empower local organizations to be influential changemakers—while also listening to and learning from local partners to enhance our own approach to development.USAID provides funding to a variety of partners in this region, including small, local organizations that employ fewer than 20 people. Each partner has a unique approach that they apply to development issues, and USAID works with each one to ensure they achieve their objectives.&nbsp;Today, USAID partners with 1,153 local organizations, directing a total of $77 million in resources toward these partnerships as part of its <a href="https://www.workwithusaid.org/blog/usaid-s-commitment-to-advancing-localization">commitment to advancing localization</a> and helping newer, nontraditional partners work with USAID.Read on to understand the top five ways USAID empowers local partners.<h4>1. Listening: Understanding the Local Context</h4><figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_3_GUE_a1284827a0/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_3_GUE_a1284827a0.jpg" alt="A group of women stand outside of a building while talking in front of a USAID conference sign."></figure>USAID brings local stakeholders into the strategy and program development process by asking questions and listening. Before any funding opportunities ever become available, USAID must understand the local context, needs, and capacity. Our goal is to empower local partners and institutions to lead the development of the West Bank and Gaza, and we cannot do this without listening. This can range from having sector-specific meetings with local technical experts, to hearing the priorities of government officials, to surveying past and current beneficiaries on their needs and perceptions. Only by listening and using this information to guide our programming can USAID truly be a partner for localization. Local organizations are encouraged to <a href="mailto:wbgpo@usaid.gov">reach out to USAID/West Bank and Gaza</a> to share their priorities and experiences to help guide our process.&nbsp;<h4>2. Paving the Path: Making Opportunities Accessible</h4><figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_6_GUE_28bf00d973/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_6_GUE_28bf00d973.jpg" alt="A group of Palestinian women paint together for an activity."></figure>Anyone who is familiar with development knows that navigating USAID can be a challenge. USAID has made a number of changes to ensure that the process is accessible to local partners, including launching <a href="https://www.workwithusaid.org/">WorkwithUSAID.org</a>.Even after an organization understands the partnership process, the USAID/West Bank and Gaza may announce numerous opportunities for funding throughout the year. How do partners know which opportunity is right for them?&nbsp;Often, USAID hosts conferences when a new opportunity is posted to give potential partners the chance to hear directly from USAID and ask questions. Before an award is made, USAID and implementing partners work together to identify potential partners’ strengths and capacity gaps. When applicable, USAID selects the type of award that best suits the program and the organization’s capacity. Then a joint action plan is created to bolster the organization’s capacity for organizational policies and process improvements to be carried out during the USAID partnership. USAID staff work side by side with local organizations to strengthen their internal processes and help them develop as an organization, including financial management and human resources management. Throughout this process, USAID also learns the needs of the local landscape to better tailor our capacity-building programs. If you’re interested in this kind of feedback but unable to attend an in-person conference, we encourage you to take the <a href="https://www.workwithusaid.org/pre-engagement">Pre-Engagement Assessment</a> to help evaluate five key areas of organizational capacity.<h4>3. Finding Diamonds in the Rough: Translating Policies and Procedures to Actions</h4><figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_5_GUE_71fe62615b/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_5_GUE_71fe62615b.jpg" alt="A group of people speak together about USAID activities at a conference table."></figure>United States Government policies and procedures can be overwhelming and confusing to partners. With the help of USAID’s in-house team, local partners are assisted with the initial steps of an activity to ensure proper compliance with all the terms and conditions of their awards.&nbsp;&nbsp;Additionally, during a process called “<a href="https://www.workwithusaid.org/blog/communicating-the-facts-and-feel-of-co-creation">co-creation</a>,” USAID’s technical experts work with partner staff to determine the best approach for a project. The intensive, hands-on work of USAID staff helps potential partners build a theory of change and activities to achieve an impact. Co-creation enables our team to identify the “diamonds in the rough” and shape proposals to be ready for current and future USAID direct support.Over the life of the project, this support continues. In order to guarantee that implementing partners are maximizing their goals, USAID staff ensure they work with each partner to discuss potential adjustments to awards based on pivots necessary during implementation. Additionally, USAID staff helps partners track special award requirements that address organizations’ internal control gaps identified prior to award, ensuring partners take corrective actions that will not only enable them to comply with the terms and conditions of the award but also successfully strengthen their organizational capacity.&nbsp;<h4>4. Measuring Success: Ensuring Impact for Those Most in Need</h4><figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_2_GUE_235f8f0fbb/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_2_GUE_235f8f0fbb.jpg" alt="USAID speaker presents a live, hybrid event in a large conference room."></figure>Measuring an activity’s progress and achievements is a key element to ensuring USAID funds go to projects that support the people who need it most. USAID supports partners to meet monitoring and evaluation standards and develop plans, including one-on-one training tailored to each activity. Our staff works directly with partners on improving monitoring processes and ensuring that activities are meeting performance targets.During implementation, USAID conducts regular check-ins with partners to measure success and identify and address challenges. When warranted, USAID also works with partners to make program adjustments or course corrections and ensures that monitoring plans are updated as required. Because USAID’s support strengthens the partner’s monitoring system, at the end of USAID assistance, local organizations are better positioned to achieve results and notable impact beyond the life of USAID’s investment.To get ahead of the curve, potential and current partners can review the How to Work with USAID training module “<a href="https://www.workwithusaid.org/resource-library/monitoring-evaluation-and-learning-usaid-training-module">Monitoring, Evaluation, and Learning</a>” to develop a strong knowledge base with basic definitions and central principles of measuring success.<h4>5. “Attention, Attention, Read All about It!”: Messaging and Outreach Support</h4><figure class="image image-style-align-right image_resized" style="width:50%;"><img src="https://storage.googleapis.com/strapi-media-dev/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_4_GUE_b1fe606f73/USAID_West_Bank_and_Gaza_Supports_Local_Partners_Work_with_USAID_20230206_4_GUE_b1fe606f73.png"></figure>USAID implements programs in more than 100 countries—each requires tailored, unique messaging for the audience and context they operate in. For this reason, USAID hires communications specialists to assist and focus on the outreach needs in each program location. In the West Bank and Gaza, USAID staff provide communications support both directly and through training opportunities from international and local actors. Training includes photography, elevator pitch development, branding, and one-on-one support for everyday communications needs.USAID staff in the West Bank and Gaza Mission work with our partners from the pre-application process, through implementation, and beyond, to champion successful, local actors. USAID empowers local organizations to drive sustainable impacts while improving our own approach to development. By partnering with local organizations to strengthen their capacity, we ensure our activities are meeting the needs of those we serve using locally led approaches.Between 2020 and 2023 USAID will program more than $500 million to support the Palestinian people. USAID partners with big and small organizations, empowering Palestinians to build thriving communities, promote inclusive development and advance a two-state solution.&nbsp;If your organization is ready to work with USAID and advance localization, join the <a href="https://www.workwithusaid.org/directory">Partner Directory</a> and explore the <a href="https://www.workwithusaid.org/resource-library">Resource Library</a> to continue strengthening your capacity.

Palestinian woman playing with a child in a classroom.