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“If you want to know the end, look at the beginning.” This African proverb applies to the importance of setting up a solid framework for success at the beginning of a project.&nbsp;In international development and humanitarian response, passionate leaders can sometimes be so eager to begin making an impact in their communities that they fail to focus on establishing a healthy, functioning project at the outset. This can lead to management difficulties later in implementation.&nbsp;The Chief of Party (COP)—sometimes referred to as the Project Director—is responsible for guiding their project to success, and the first 90 days are critical. What can you learn and put in place to help your project get off to a good start? The 10 tips we collected below will help you set your project up for success.<ol><li>Do your homework. “Learn as much as you can about the local context, including social, economic, political, and cultural factors. This will help you design interventions that are appropriate and effective,” states Dr. Patricia Gonde on <a href="https://www.linkedin.com/feed/update/urn:li:activity:7057369014259359744?updateEntityUrn=urn%3Ali%3Afs_feedUpdate%3A%28V2%2Curn%3Ali%3Aactivity%3A7057369014259359744%29">LinkedIn</a>. This research on the local context can be done informally as a listening tour or can be a more formal study, such as a <a href="https://www.usaid.gov/democracy/document/thinking-and-working-politically-through-applied-political-economy-analysis">Political Economy Analysis</a>, as recommended by Eduardo Flores-Trejo, also on <a href="https://www.linkedin.com/feed/update/urn:li:activity:7057369014259359744?updateEntityUrn=urn%3Ali%3Afs_feedUpdate%3A%28V2%2Curn%3Ali%3Aactivity%3A7057369014259359744%29">LinkedIn</a>.</li><li>Read the proposal and award documents. It may seem obvious, but an important early task for a new COP is simply to read the project proposal and award documents to understand what your organization promised to the donor/USAID. Begin mapping what you see in the proposal to what you learn in your local research. At the same time, stay flexible, and remember that the best project outcomes may not be planned, at least initially.</li><li>Understand what success looks like, to local communities, to your organization, and to USAID. Often, the best way to ascertain this is simply to ask. If these expectations are out of alignment with each other, you will need to come up with a plan to prioritize, compromise, or realign</li><li>Assess risks. “Draft a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis that identifies potential risks, and develop mitigation strategies to address them,” notes Moreblessing N. Panganai on <a href="https://www.linkedin.com/feed/update/urn:li:activity:7057369014259359744?updateEntityUrn=urn%3Ali%3Afs_feedUpdate%3A%28V2%2Curn%3Ali%3Aactivity%3A7057369014259359744%29">LinkedIn</a>.</li><li>Begin to assemble and get to know your team. What are their strengths? What are their weaknesses? Where are there gaps, and can you make a plan to address those gaps? “The COP needs to know the dynamics [and] the strengths of critical members of the team. These are going to be the team [members] that will make or mar the achievements of the project. It's important to identify the potential of the team, harness it, and put it to good use,” notes Dr. Julie Yemi Jonathan on <a href="https://www.linkedin.com/feed/update/urn:li:activity:7057369014259359744?updateEntityUrn=urn%3Ali%3Afs_feedUpdate%3A%28V2%2Curn%3Ali%3Aactivity%3A7057369014259359744%29">LinkedIn</a>.</li><li>Focus on stress management and mental health. Working in the development and humanitarian sector can take an emotional toll. Cultivate an <a href="https://www.workwithusaid.org/blog/the-value-of-empathetic-leadership">empathetic leadership style</a> and prioritize your staff’s needs, as well as your own. By adopting this approach from the beginning of your project, you set up a culture of mutual understanding and support.&nbsp;</li><li>Build trust with key stakeholders. Relationships underpin the success of your project. This includes everyone who has a stake in the outcome of the project, from communities to local government entities to subcontractors/subawardees and, of course, USAID. Set a precedent of being hyper-responsive, proactive, and communicative with all stakeholders. Put a special focus on building trust with your Contracting Officer's Representative (COR)/Agreement Officer’s Representative (AOR), as they are your primary contact at the Agency.</li><li>Don’t be afraid to ask questions and express needs. For example, one COP found it difficult to discuss and share details about their new award with their local staff due to language barriers. They expressed this concern to their AOR, and the Mission provided an informal translation of the award document. Assume that Mission staff want you to succeed, and advocate on behalf of your project and staff.</li><li>Remember these three magic words: “Tell me more.” You can use these three words, says Project Director Dr. Donna Vincent Roa, who leads USAID’s Partnerships Incubator, to invite new and innovative ideas, to signal curiosity, and to indicate an openness to hearing ideas from team members at all levels.</li><li>Set a culture of inclusivity, respect, and gratitude. More than anything, a respectful team culture will benefit the work you have ahead of you. A tension-free work setting will enable the best results for the community and for USAID. As Dr. Roa writes, “<a href="https://www.linkedin.com/pulse/move-over-bitcoin-gratitude-new-currency-donna%3FtrackingId=WC59jM3RaUeasG9mdNww8A%253D%253D/?trackingId=WC59jM3RaUeasG9mdNww8A%3D%3D">Gratitude is the new currency</a>.”</li></ol>Remember, it is much easier to manage a project that has been set up with purpose and intentionality. Taking time at the beginning of your project to lay a strong foundation of knowledge and relationships will make your job as COP easier in the long run.&nbsp;For additional resources on leadership, visit the <a href="https://www.workwithusaid.org/resource-library?search=leadership">WorkwithUSAID.org Resource Library.</a>

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Starting Strong: Top 10 Tips for Chiefs of Party in Their First 90 Days

This post is the third entry in a <a href="https://workwithusaid.org/blog/series/4">series</a> on how USAID’s first-ever Local Capacity Strengthening Policy will affect programming.Patrick Phoso is USAID/Malawi’s Program Management Specialist for Local Capacity Development in the Democracy, Human Rights, and Governance Office.<h4>Changing the Definition of Success</h4>I’ve been working to strengthen local capacity in Malawi for my entire career. And after witnessing too many missed opportunities, I have to say that I am now so excited about the<a href="https://www.usaid.gov/policy/local-capacity-strengthening"> Local Capacity Strengthening Policy</a>.&nbsp;For most of my career, the donor community—not just USAID, but the whole donor community—had a specific way of measuring success. They would choose a goal, set up indicators, and focus on how partners could meet them. When donors left, the organizations we partnered with could not function without our support. So many struggled to sustain the work, and some efforts even collapsed.USAID’s Local Capacity Strengthening Policy envisions success measured by how effectively organizations can meet their own targets—and keep meeting them long after we leave. The policy focuses on giving communities and citizens agency to respond to issues that affect their quality of life.&nbsp;In Malawi, we have seen how this can work. A few years ago, those of us in USAID/Malawi looked around and asked ourselves why our country was not developing at the same rate as our neighbors. We knew there were challenges in geographical positioning (Malawi is a landlocked country), the education system, and governance—but none were enough to explain the lack of development. We did everything the donors prescribed, but it still wasn’t enough. What were we missing?At this time, USAID’s <a href="https://www.usaid.gov/local-faith-and-transformative-partnerships/local-works">Local Works </a>program was working with specific Missions to encourage local partners to drive innovation and experimentation in development. We wondered if things would be different if we tried this approach. We applied for the Local Works funding and received it.<h4>Shifting Perspective</h4>The first thing we did was send out a call to local organizations in Malawi that announced the resource opportunity and requested their help in identifying challenges and solutions.We recognized potential barriers and made two changes to how we traditionally do calls for expressions of interest. We allowed responses in local languages as well as English and asked them not to include a budget. We wanted them to focus on the challenge and the solution; the budget could come later.We received more than 200 expressions of interest.&nbsp;It was a terrific response, but far too many for us to move forward with. We narrowed the concept notes down by looking for manageable projects, grouping applications by issue, and encouraging coalition forming. We did not want to force local organizations to do things our way—but we recognized that some groups could accomplish more together.&nbsp;We called the finalists together for a roundtable where we worked to understand their perspectives and what they were trying to accomplish. We launched a co-creation process where USAID brings together organizations and individuals to find solutions to development challenges and foster local ownership. None of us in Malawi had done co-creation, so we brought in facilitators with experience to lead us through four co-creation sessions. We worked together to identify the challenges and opportunities to use local resources to realize solutions.&nbsp;This process narrowed our potential partners to ten local organizations from the initial 200.<h4>Confronting Child Marriage</h4>One of the nascent local organizations that inspired me is Youth Response for Social Change (YRSC). YRSC led a coalition of other local organizations that all wanted to tackle child marriage. The other organizations included Forum for Youth Development (FOYODE) and Nayuchi AIDS Network Services (NANES).Despite being outlawed, child marriage in Malawi is a major problem. Forty-two percent of girls are married before age 18, and nine percent are married before 15.&nbsp; Other efforts have focused on healthcare and services for girls who are already married. We worked with YRSC to identify the need to address prevention.Together, we built a strategy that set goals for raising awareness, preventative actions, and addressing the root causes. We established milestones for accountability and progress tracking.Once launched, YRSC worked faster and more effectively than we would have because they speak the local language and know the gatekeepers, families, and girls who are most vulnerable. If I were to walk into a village and say, “Child marriage is terrible. Here are the reasons, and here’s why you have to stop it,” people would look at me as an outsider who doesn’t understand the culture. The young people who work with YRSC are internal changemakers.They have been able to talk with families to understand what is driving a decision to send their daughters into an early marriage. For example, if the family doesn’t have enough food, YRSC can connect them to other resources in the community. If the family doesn’t have enough money to send a daughter to school, YRSC can help them fund books and materials. When they heard that several girls had stopped going to school because they didn’t have access to sanitary products, they helped community women start up a collective that makes reusable pads from cast-off fabric.After its first year, YRSC prevented at least 37 child marriages. Twenty-seven of the girls went back to school. Ten were not eligible to return, so YRSC connected them to life-skills training and literacy classes.The activity is now in its second year, and YRSC is working to build a sustainable organization&nbsp;beyond USAID support. They are building internal systems, including recruitment, having recently recruited a former lecturer of child psychology from one of Malawi’s top universities. I asked this professor why she would leave such a prestigious job. She said that she loved lecturing but recognized that university students were usually from wealthy families. Having grown up in a rural community and seen too many child marriages herself, she felt she could make a bigger difference by working with YRSC.<h4>Lessons Learned</h4>Ultimately, the USAID/Malawi Mission found it more important to focus on ideas rather than eloquence when addressing persistent development challenges. Local organizations have great ideas, but without previous direct donor partnerships, they aren’t used to articulating themselves in the same ways as established partners. However, when I had a chance to go out and meet the applicants and listen to their ideas, I understood what they wanted to do and saw that they knew where they wanted to go. I think we miss a lot when we judge these partners in terms of eloquence, not the capacity to make a difference.Something I learned that I believe is captured in this Policy is that when we make an effort to appreciate existing abilities, and we work to support the local vision of progress, we can truly strengthen capacity. When we can strengthen capacity, the work will more likely outlive our involvement.I have a lot of hope. I am not celebrating just yet, but I can imagine that in four or five years, we can come back and see these vibrant organizations in their communities. When I retire, I imagine visiting Youth Response for Social Change and seeing as much passion and impact there, maybe even more, as I do today.Read the<a href="https://www.usaid.gov/policy/local-capacity-strengthening"> Local Capacity Strengthening Policy</a> and check out<a href="https://www.workwithusaid.org/blog/usaid-announces-first-ever-local-capacity-strengthening-policy"> this blog</a> about the policy’s October 2022 launch. Also, bookmark<a href="https://usaidlearninglab.org/sites/default/files/2022-10/distinguishing_tools_for_lcs_guide_508.pdf"> this guide</a> to discover practical tools for capacity strengthening efforts. &nbsp;

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USAID's Local Capacity Strengthening Policy: Championing Local Changemakers

Alexander Riabov is the Senior Communications Specialist in DAI’s Digital Frontiers.&nbsp;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.Artificial intelligence (AI) is not neutral; instead, it involves lots of human decisions that profoundly impact how AI systems are designed and implemented. As a result, AI can work well for some and not for others. Researchers and activists have identified numerous instances of inequitable design, use, and impact of AI-enabled tools in low- and middle-income countries. Diverse collaboration through public-private partnerships can help recognize deficiencies in the technology, but encouraging these partnerships is a challenge in itself.&nbsp;USAID seeks to support early-stage experimentation, create a trusted space for meaningful exchanges, and offer direct incentives such as grants to support the private sector in emerging markets. By working with USAID, organizations can more effectively design, build, and deploy AI-enabled tools to address pressing global issues while honoring a commitment to ensuring these tools are inclusive and transparent.In parallel, USAID and similar bilateral and multilateral donors should recognize bureaucratic processes, barriers to entry for small businesses, and divergent motivations between the public and private sectors as persistent hurdles that prevent the private sector from fully engaging in the first place. By addressing these obstacles and demonstrating the value proposition of working with governments, USAID and its donor counterparts can propel public-private partnerships to reach their full potential.<h4>Taking on Risk So Others May Innovate</h4>From supporting a startup that uses an algorithmic credit-scoring model to determine which smallholder farmers are likely to repay loans, to funding an AI company that specializes in supply chain forecasting, USAID’s ability to support early-stage experimentation incentivizes partners to identify and mitigate inequitable outcomes during the outset of an AI pilot. Experimentation also allows the Agency to collect evidence on what works and what doesn’t, stresses Meredith Perry, Senior Advisor for Innovation Competitions in USAID’s Innovation, Technology, and Research (ITR) Hub.&nbsp;Simultaneously, USAID can take on financial risk that some smaller companies cannot afford, says Shachee Doshi, Acting Lead for the Strategy and Research Team in USAID’s ITR Hub. Reflecting on the early stages of RappiCard Mexico, the financial technology, or fintech, joint venture of the Rappi delivery platform and Mexico’s second largest financial group Banorte, CEO José Antonio Murillo shared a similar sentiment, stating that making a difference becomes really difficult when startups have limited resources and are short on capital.USAID also encourages others to refine their products. Highlighting a recent partnership with the Agency to develop more gender-equitable credit-scoring algorithms, Murillo notes how RappiCard expects to accelerate its learning curve on who is creditworthy. With greater insight into the company’s customer base, Murillo hopes to provide better service to a population who previously lacked access to the financial industry.<h4>Creating a Space for Meaningful Exchanges</h4>Committed to taking action against the unintentional consequences of AI on gender equity, USAID launched its <a href="https://www.marketlinks.org/blogs/how-five-awardees-are-paving-way-more-equitable-ai-powered-future">Equitable AI Challenge</a>—a competition designed to address gender bias and harm resulting from the inequitable design and use of AI tools. Blending competition and co-creation, the challenge encouraged participants to collaborate on solutions, identify partnerships, and strengthen their proposals—all while forming a larger community of practice.While the challenge welcomed competitors, participants came in willing and interested to work with just about anyone, explains co-creation participant Michael Klein, U.S. Director &amp; Vice President at Itad. Itad came into the challenge with the IBM AI Fairness 360 Toolkit and some ideas for how to use it in a development context. However, the organization lacked a really strong case study, highlights Klein. PIT Policy Lab then put forward a tangible case study that would allow Itad to use IBM’s tool in a practical setting.<h4>What Prevents the Private Sector from Engaging in the First Place</h4>For some private sector companies, the speed at which they work is an important consideration to ensure projects take off. Stakeholders may lose interest if collaboration is not moving at a reasonable pace, notes Murillo when reflecting on RappiCard’s engagement in working alongside USAID and a consortium of universities—two types of partners who tend to be held up by bureaucratic processes. As USAID continues to seek new private sector partners, the velocity at which partnerships are formed remains a priority for these partnerships to be sustainable.For smaller businesses, certain contractual and bidding processes become complicated and time-consuming, shares Kate Gromova, Co-Founder of Women in Digital Transformation (WinDt Consulting). Gromova stressed that providing a different route toward financial and information resources to companies with smaller capacities or limited budgets is necessary if USAID hopes to engage organizations on a more local level.Some innovative but smaller pilots lack certain incentives that encourage larger private sector partners to engage in AI projects. While USAID may default to a more hyper-local technical strategy, even building some AI tools as fit-for-purpose solutions that do not require growth, larger tech companies tend to favor pilots that promise scalability, highlights Josh Mandell, IBM’s Lead for Global Development. As USAID continues to seek new private sector opportunities, it is critical that the Agency and large private sector companies identify ways to integrate the strategic visions and motivations of both organizations into a partnership—ensuring a mutually beneficial relationship keen on producing cutting-edge AI solutions.<h4>Private Sector Engagement Remains a Priority</h4>Private sector engagement, including cooperation with smaller businesses, remains a priority for USAID as a much-needed way to address AI challenges. The Agency’s <a href="https://www.usaid.gov/digital-development/artificial-intelligence-action-plan">Artificial Intelligence</a> <a href="https://www.usaid.gov/digital-development/artificial-intelligence-action-plan">Action Plan</a> highlights private sector partnerships as an essential component to addressing instances of inequitable design, use, and impact of AI-enabled tools. With an opportunity to shape how technologies evolve in the developing world, a strong network of partners across public and private sectors will remain crucial to ensuring secure, open, and inclusive digital ecosystems—where all communities can benefit from emerging technologies.For more insights on how AI is being used in development, check out this recent blog on “<a href="https://www.workwithusaid.org/blog/how-usaid-and-partners-can-use-ai-to-advance-development">How USAID and Partners Can Use AI to Advance Development</a>.”

How USAID Encourages Private Sector Partners to Tackle AI’s Most Critical Challenges

An organizational capability statement can be a vital tool for business development, networking, and partnership formation among international development organizations. Especially if you are seeking subcontracts, you will want to have a polished capability statement on hand to share with potential prime partners (i.e., those directly receiving funding from USAID). Read more below to find out why this tool is so valuable and to learn how to write one for your organization. We’ve also provided sample templates and examples to get you started creating your own capability statement.<h4>What is a capability statement, and why does my organization need one?</h4>Your capability statement is like a personal curriculum vitae (CV) or resume for your organization. It summarizes your strengths, skill sets, and experience and helps to set you apart from competitors. Your capability statement is a gateway to your organization that you can share with prospective partners, including potential prime organizations. Similar to an <a href="https://nonprofithub.org/craft-successful-elevator-pitch/?gclid=CjwKCAjwzuqgBhAcEiwAdj5dRn2zGb3AVeu09IVbivYqZHM99oRTLDAAmqN_6Hxn5tFu_PHVyf3sohoC6cQQAvD_BwE">elevator pitch</a>, your capability statement is an efficient way to communicate how your firm can add value to international development activities. Capability statements also are often a required element (usually referred to as a capacity statement) in USAID solicitations and also can be useful to have available at <a href="https://www.workwithusaid.org/blog/what-is-a-usaid-industry-day">USAID Industry Days</a>. While your statement should be tailored for every opportunity, having a baseline capability statement on hand will save you time as you develop proposals.<h4>What information should I include in my capability statement?</h4>While the exact headings will vary, a typical capability statement usually contains the following general sections:Organizational Information: This section typically includes a brief (1-2 sentence) overview, including your tagline, mission, vision, history, staffing, revenue, and any geographic focus. You should also include basic contact information (contact name, address, phone number, email address, website, and social media), as well as common federal codes. If you already have your System for Award Management (SAM) Universal Entity Identifier (UEI), it is good to include on your statement. This preparation will show that you know the registration process and that you “speak the language” of federal funding.Core Competencies: Include a short introduction with bulleted keywords. Remember, “core” is the focus. You don’t need to include everything your organization can do, just the key focus areas related to a particular development opportunity. Focus on those core capabilities that relate to the work that USAID is doing. You can learn more about USAID’s priorities in your country and sector by reviewing <a href="https://www.usaid.gov/results-and-data/planning/country-strategies-cdcs">USAID’s Country Development Cooperation Strategies</a>.Past Performance (and Partnerships): In this section, you should list relevant experience on related activities. Include the name of each organization or donor that you worked with, the dates, and a short description of your impact or outcomes. If your organization is new, you can list the relevant experience of key staff. Once again, “relevant” experience is what is important here. Only include activities that are related to the project you hope to support.Differentiators: This section is one where you can make your organization sparkle! Describe how you will add value to the activity of the prime partner or USAID. Make an argument for what sets your organization apart from the competition, whether it’s specialized expertise, technologies, or even softer skills and abilities. Ensure that the differentiators you identify relate to the anticipated needs of the specific organization you seek to engage.&nbsp;<h4>What should I know about writing my capability statement?</h4>First, keep it short. Most capability statements are 1-2 pages, but some can be longer, especially if they include photos and other visual elements. Remember that potential business partners will likely skim your statement, so use bullets when possible. Review your text to ensure that it is lean and concise and that it uses keywords that are familiar within your sector. Do your research by exploring the language and keywords used in your sector by reviewing documents like the <a href="https://www.usaid.gov/results-and-data/planning/country-strategies-cdcs">USAID Country Development Cooperation Strategy</a> for the country where you seek to work.Second, know your audience&nbsp; – and your competitors. There are typically two audiences for capability statements: (1) USAID staff evaluating proposals, which could include individuals from technical or management offices, and (2) potential prime partners. Before you write, assess how other organizations – your competitors – talk about themselves and their work. Your capability statement should illustrate how your organization could bring unique skills and abilities to an activity, or how you could complement the skills and abilities of a potential prime partner.&nbsp;<h4>How should I format my capability statement?</h4>Your capability statement should be visually appealing and well-branded. Make sure to feature your logo and branded color palette along with any images or graphics that describe your work. It’s worthwhile to consider hiring a graphic designer to develop an attractive design, but if your budget is limited you can utilize and modify templates. Finally, save your statement as a PDF with a file name that includes your organizational name.<h4>Where can I find a capability statement template?</h4>Professional graphic design is always best for a high-profile document like a capability statement, but, to get you started, we have created two basic <a href="https://docs.google.com/presentation/d/1azCcvCQgjPjqTfm5H0UT7-kdJHSXpOyBbmOIaTTECVc/edit?usp=sharing">free one-page templates</a> that can be downloaded and modified for your organization’s use until you can have your statement professionally designed. Even these templates, however, should be modified to include your logo, as well as your branded fonts and color palette. (Please note: These templates are offered as a helpful starting point but do not guarantee applicability to individual situations.)<h4>Should I modify my capability statement depending on whom I’m meeting with?</h4>Absolutely! Just like a CV/resume, it’s essential to make sure that your capability statement is tailored for your audience and their needs. Keep a folder or database of capability write-ups for different audiences so you can easily refer back to which statements emphasized which aspects of a project. Just ensure that you proofread your statement thoroughly every time you make changes!<h4>Where can I find examples of international development capability statements?</h4>Below are some examples of international development capability statements that stood out to us. That said, each statement will differ, depending on the organization’s profile and intended audience.&nbsp;&nbsp;<ul><li><a href="https://corporate-capability-statement.webflow.io/">Institute for Development Impact</a></li><li><a href="https://www.rmit.edu.au/content/dam/rmit/au/en/research/networks-centres-groups/centre-for-international-development/capability-statement-CID.pdf">RMIT Centre for International Development</a></li><li><a href="https://www.malariaconsortium.org/media-downloads/1244/Malaria%20Consortium's%20global%20capability%20statement">Malaria Consortium</a></li></ul>For more information on developing capability statements and using them as a tool to develop partnerships, visit USAID’s “<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.

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Crafting an Impactful Organizational Capability Statement

Update: The nomination period for the U.S. Agency for International Development (USAID) – OSDBU’s Awards to recognize Small Business Champions for the Fiscal Year 2022 award nomination period has been extended to May 17, 2023.&nbsp;USAID's Office of Small and Disadvantaged Business Utilization (OSDBU) is pleased to announce the FY22 OSDBU Awards. OSDBU through these awards has the opportunity to highlight the impact of outstanding small business owner’s innovation and commitment to customer service and USAID’s staff for their outstanding work and support of small businesses.Nominations are due by no later than April 28, 2023 and must be submitted using these Google form links: <a href="https://docs.google.com/forms/d/1oX5-me668p3-bAhNwogYjQkSWj41rLonr5qGnjnAlbE/viewform?edit_requested=true">2023 Employees Awards Nomination</a> and <a href="https://docs.google.com/forms/d/17sJy-9bL9LXh2hY7lmAEoOu1M8WTw7gro2NROrN59Lg/viewform?edit_requested=true">2023 Businesses Awards Nomination</a>. Please read through all instructions below before submitting your nominations.&nbsp;<h4>OSDBU NOMINATING AWARD CATEGORIES</h4><ul><li>Small Business Contractor of the Year</li><li>Program Official/Contracting Officer Representative (COR) of the Year Award (Washington)</li><li>Mission Program Official/Contracting Officer Representative (COR) of the Year Award</li><li>Large Business (Prime) Contractor of Year</li><li>Contracting Officer (CO) of the Year</li><li>Mission Contracting Officer (CO) of the Year</li></ul>Nominations must be no more than 1 page (double space), and include a project title name, business, or organization name as applicable. Provide examples that demonstrate how the nominated employee or business stands out among their peers. Examples should describe in detail their impact as it relates to the award category criteria.<h4>1. Small Business (SB) Contractor of the Year</h4>Description: Recognizes the creative, unique, and extraordinary performance of a small business which has significantly and directly impacted core USAID mission objectives and requirements. Performance work for the Small Business of the Year award includes work done as a Prime Small Business for USAID.Criteria: Recipient excels beyond expectations or contract requirements by:<ul><li>Demonstrating creative and unique solutions to USAID requirements</li><li>Extraordinary customer service, and or significant value (ex. Schedule, budget related)</li><li>Innovative ideas to the specific project/task orders companies is performing under</li><li>Cost, time and manpower savings for USAID</li></ul>Who can nominate a small business for the “Small Business of the Year" Award?<ul><li>Small Businesses (SB) can self-nominate for this award</li><li>Small Businesses can nominate another small business</li><li>Large Businesses can nominate a small business</li><li>USAID staff can nominate a small business</li></ul>Guideline for nominators: The U.S. small business entity must be in good standing with USAID and with all Federal procurement guidelines, including the Excluded Parties Listing System (EPLS). Small Business (candidate) must have an up-to-date or current reporting status in the Contractor Performance Assessment Reporting System (CPARS) that reflects a positive report that is currently noted as a small business for the category for which it is being nominated.Requirements for nominee(s): A nominee for the SB of the Year award category must operate a business, defined as “small” for its primary NAICS Code under the applicable SBA size standards. &nbsp;Nominees must also be residents of the United States or its territories. Small Businesses owned and operated by nominees must comply with applicable federal, state and local laws.<h4>2. Program Official/Contracting Officer Representative (COR) of the Year</h4>Description: Individuals that hold the position of Program Official/Contracting Officer Representative (COR) for an independent office or bureau for USAID that has demonstrated advocacy and forward thinking in the utilization of small businesses to support USAID objectives. His or her efforts far exceed expectations in working with, advocating for and assisting in the increased utilization of small businesses.Criteria: Recipient excels beyond expectations or contract requirements by:<ul><li>Demonstrating creative and unique solutions in supporting U.S. small businesses</li><li>Innovative ideas in working with U.S. small businesses in the contracts management</li><li>Create and expand small business opportunities when designing procurements</li></ul>Who can nominate a Program Official/COR for the “Program Official/COR of the Year" Award?<ul><li>Small Businesses can nominate</li><li>Program and Technical Office personnel can nominate themselves</li><li>Contracting Officers can nominate a COR</li><li>A USAID staff can nominate a COR</li></ul>Guideline for nominators: The candidate must be a USAID COR. Have a direct employee–employer relationship with the U.S. Government that allows him or her to perform inherently governmental functions. The candidate must work for USAID as (an): - Direct-hire employee, - Employee of another U.S. Government agency through an interagency agreement or in detail, or - PSC (U.S. citizen, Foreign Service National or Third Country National).<h4>3. Mission Program Official/Contracting Officer Representative (COR) of the Year</h4>Description: Individuals that hold the position of Program Official/Contracting Officer Representative (COR) for a USAID Mission that has demonstrated advocacy and forward thinking in the utilization of small businesses to support USAID objectives. &nbsp;His or her efforts far exceed expectations in working with, advocating for and assisting in the increased utilization of small businesses.Criteria: Recipient excels beyond expectations or contract requirements by:<ul><li>Demonstrating creative and unique solutions in supporting U.S. small businesses at their Mission</li><li>Innovative ideas in working with U.S. small businesses in the contracts management</li><li>Create and expand small business opportunities when designing procurements</li></ul>Who can nominate a Program Official/COR for the “Program Official/COR of the Year" Award?<ul><li>Small Businesses can nominate</li><li>Program and Technical Office personnel can nominate themselves</li><li>Contracting Officers can nominate a COR</li><li>A USAID staff can nominate a COR</li></ul>Guideline for nominators: The candidate must be a USAID COR. Have a direct employee–employer relationship with the U.S. Government that allows him or her to perform inherently governmental functions. The candidate must work for USAID as (an): - Direct-hire employee, - Employee of another U.S. Government agency through an interagency agreement or in detail, or - PSC (U.S. citizen, Foreign Service National or Third Country National). &nbsp;<h4>4. Large Business (Prime) Contractor of the Year</h4>Description: The contract performance of the Large Business (Prime) Contractor of the Year award includes documented excellence in the utilization of small businesses as meaning development partners. This award recognizes large prime contractors for their creative, unique, and extraordinary contribution in directly impacting the success of USAID’s agency mission and objectives.Criteria: Recipient excels beyond expectations or contract requirements by providing:<ul><li>Total Small Business Subcontracting Dollar %</li><li>Utilizes small businesses in critical roles in the implementation of USAID programs</li><li>Engage in formal or informal mentorship for the development and growth of small businesses</li></ul>Who can nominate a large business for the “Large Business (Prime) Contractor of the Year" Award?<ul><li>Large Businesses can self-nominate for this award</li><li>Small Businesses can nominate a large business</li></ul><h4>5. Contracting Officer (CO) of the Year&nbsp;(Washington)</h4>Description: Individuals that hold the position of Contracting Officer for a USAID independent office or Bureau. The candidate for this award must display leadership and commitment to maximizing small business utilization through market research, contract awards and creating an atmosphere of “small business first” throughout his/her acquisition career at USAID.Criteria: Recipient excels beyond expectations or contract requirements by:<ul><li>Demonstrating creative and unique solutions in supporting U.S. small businesses</li><li>Innovative ideas in working with U.S. small businesses in the contracts management</li><li>Create and expand small business opportunities when designing procurements</li></ul>Who can nominate a CO for the “Contracting Officer of the Year" Award?<ul><li>Small Businesses can nominate</li><li>Contracting Officer can nominate themselves</li><li>Contracting Officer’s Representative/Program Office personnel can nominate a CO</li><li>A USAID staff can nominate a CO</li></ul><h4>6. Mission Contracting Officer (CO) of the Year</h4>Description: Individuals that hold the position of Contracting Officer for a USAID independent office, bureau or mission. The candidate for this award must display leadership and commitment to maximizing small business utilization through market research, contract awards and creating an atmosphere of “small business first” throughout his/her acquisition career at USAID.Criteria: Recipient excels beyond expectations or contract requirements by:<ul><li>Demonstrating creative and unique solutions in supporting U.S. small businesses at their Mission</li><li>Innovative ideas in working with U.S. small businesses in the contracts management</li><li>Create and expand small business opportunities when designing procurements</li></ul>Who can nominate a CO for the “Mission Contracting Officer (CO) of the Year" Award?<ul><li>Small Businesses can nominate</li><li>Contracting Officer can nominate themselves</li><li>Contracting Officer’s Representative/Program Office personnel can nominate a CO</li><li>A USAID staff can nominate a CO</li></ul>Nominations must be no more than 1 page (double space), and include a project title, business name, or organization name as applicable, contact information, project overview, and address the above stated criteria as it relates to the award category of the nomination.&nbsp;Speak directly to each rating criteria. Failing to respond to any one criterion could prevent an otherwise outstanding nominee from being selected.All completed nomination forms must be submitted by C.O.B. May 17, 2023.&nbsp; If you have any questions or need assistance with the nomination process, please send your Email to <a href="mailto:osdbuoutreach@usaid.gov">osdbuoutreach@usaid.gov</a> with subject line: 2023 Award Nominations. &nbsp;

FY 2022 USAID Small Business Awards Nominations

International development and humanitarian projects are often specialized and complex. Even the most diverse prime organizations, or “primes,” can't do everything. That’s why primes work with subawardees and subcontractors, known as “subs''—to get access to unique skills, expertise, and local knowledge they may lack.&nbsp;However, primes must value their subs as strategic assets to take projects to the next level. Having an open mind to elevate subs as thought partners can greatly benefit a project and promote the sustainability and contributions of these smaller, often local, organizations into the future.&nbsp;Even more broadly—and more importantly—in promoting global change, development practitioners must be willing to infuse empowerment into their implementation strategies to improve processes. Elevating subs as vital contributors and showcasing their work demonstrates key values of respect and inclusivity central to USAID’s localization vision.<h4>Be Transparent and Supportive</h4>How your subs perform becomes a hallmark of your project. When subs understand the environment in which your project operates, they can become informed members of your team and execute to the best of their ability. Everyone benefits when performance expectations and responsibilities are clearly defined.Kap-Kirwok Jason, Chief of Party (COP) for the USAID-funded Regional Intergovernmental Organization (RIGO) System Strengthening Activity in East Africa, suggests instituting a formal training program to orient partners on performance and compliance expectations."Spend time training partners and include them in project management meetings regularly. Even if it doesn't directly concern them, you want partners to feel a part of the team. Have them join your weekly meetings as much as possible so you're completely aligned from the beginning," remarks Jason.&nbsp;Natalia Kolbjornsen, a Program Manager with the Kaizen Company, stresses the importance of transparent communication around information related to budgets and timelines, adding, "Their entire team might depend on that partnership. Suppose you're not transparent and sharing things that will impact their day-to-day work. In that case, they won't have time to prepare, and that's unfair."&nbsp;<h4>Create Space for Leadership and Growth</h4>COPs or Project Directors should include subs in conversations that impact their work and create an openness to hear alternative solutions, from project conceptualization and implementation to monitoring and reporting. Give subcontractors intellectual leadership in their areas of expertise."You have got to build trust and leave space," remarks Morris Israel, the COP for the Water, Sanitation, and Hygiene Partnerships and Learning For Sustainability (WASHPALS) #2 project. "There have been instances where I've received a response, and it would be easy for me to say, 'This is how you do it.' But I stepped back and asked the partners how they would do it."&nbsp;What also makes WASHPALS #2 unique is that instead of channeling communication through the COP, subs have a relationship with the Contracting Officer's Representative (COR) and are elevated as technical leads, often presenting findings directly to USAID.&nbsp;Encourage technical conversations across lines of leadership, from the COP to the subs, for fluid engagement and information sharing. This approach creates an ownership mindset that the project is just as much the subs’ as the primes’. For subs with cross-sector knowledge and skill sets, allow them space to provide value in other areas when possible.&nbsp;<h4>Lead with Empathy and Respect&nbsp;</h4>Primes should take the time to reflect on their reliance on subs to assess their collaborative relationship. Subs should feel a part of the team and not a managed resource. Contracts drive the function of international development, but people are at the foundation of each agreement. People who work hard create impact and provide high-value outcomes.&nbsp;"Don't be selfish when showing gratitude for those making a contribution that affects the outcomes of your project. Thank subpartners for their ideas," says Dr. Donna Vincent Roa, the Partnerships Incubator Project Director.&nbsp;Prioritize understanding, trust, and communication to create an equitable relationship that raises morale and motivates all parties to perform at their highest potential. Subs will be more open and willing to accept constructive feedback and recommendations when respect is central to the working environment and culture.<h4>Benefits of a Collaborative Approach</h4>A skilled sub is a vital resource for any development project, and that relationship must be cultivated and nourished. Subs with extensive technical expertise, particularly those who have worked within the local context for many years, can be excellent resources for ideas and feedback that strengthen the project’s outcomes. These partners bring firsthand experience, cultural insights, and on-the-ground perspectives, allowing for more nuanced and practical programming.By approaching subcontractors and subawardees as partners in collaboration, primes can avoid unnecessary pivots or a commitment to unachievable deliverables and instead facilitate tailored interventions that effectively respond to the needs and aspirations of the target communities.There is also magic in the meeting of minds, especially when several subs support a prime. When subs work together, they can leverage specialized skills and learn from one another to expand their expertise. Elevating the strengths of all partners gives the project access to a consortium of ready-made experts for all thematic areas.&nbsp;"Subs create positive momentum. When you have subs, you experience the strength of the collective mind. You gain access to alternative viewpoints. Subs give us an extra layer of being connected to the industry's best and next practices, such as in graphic design and available technologies," says Dr. Roa.&nbsp;<h4>Doing Good and Doing Well</h4>Amplifying local partners and vendors is also an investment in localization and sustainability. By supporting the growth and empowerment of local organizations, primes can strengthen capacity among local partners that will go on to serve their communities. As USAID makes significant strides to further localization, prime partners who elevate and empower their local subs have an opportunity to “do good” by strengthening local capacity and “do well” by making their development work more effective, relevant, and impactful.

Empowering Subs as Thought Leaders

<h4>Selected Funding Opportunity Due Dates*</h4>*All current USAID opportunities can be found on<a href="http://sam.gov/"> SAM.gov</a> (contracts) and<a href="http://grants.gov/"> Grants.gov</a> (grants and cooperative agreements). Don't see an opportunity in your country? Check out USAID's<a href="https://lnkd.in/e5g9ik7"> Business Forecast</a> to see anticipated upcoming opportunities.AFRICAJune 12 | Egypt 🇪🇬 Request for Information (RFI) for an <a href="https://lnkd.in/eGrhpJMt">Anticipated Activity to Address Macroeconomic Issues</a>June 13 | South Africa 🇿🇦 Notice of Funding Opportunity (NOFO) for <a href="https://lnkd.in/g2vaWwvb">Local Organizations in South Africa for the Children, Adolescents, and Families in the HIV Epidemic in North West Province</a>June 13 | Zimbabwe 🇿🇼 NOFO for the <a href="https://www.grants.gov/web/grants/view-opportunity.html?oppId=348017">Improving Maternal, Newborn, and Child Health Services Activity</a>June 14 | Ethiopia 🇪🇹 NOFO for <a href="https://www.grants.gov/web/grants/view-opportunity.html?oppId=347899">USAID/Ethiopia's Empowered Communities Activity</a>June 16 | Benin 🇧🇯 Call for concept notes for the <a href="https://lnkd.in/gq4qR5wf">Strengthening Health Services, Demand, and Systems in Benin Activity</a>June 22 | Ghana 🇬🇭 NOFO for the <a href="https://lnkd.in/ecQgcT6N">End the Malaria Burden Through Meaningful Engagement - II (SEMBE II) Activity</a>June 22 | Malawi 🇲🇼 NOFO for the <a href="https://lnkd.in/ek6gtNpP">Ana ndi Achinyamata Patsogolo (Children and Youth First) Project</a>June 22 | Malawi 🇲🇼 NOFO for the<a href="https://lnkd.in/esqA2RuV"> Kuthekera (We Can) Project</a>June 22 | Malawi 🇲🇼 NOFO for the<a href="https://lnkd.in/e5VBg_7x"> Kuteteza (Prevention) Health Project</a>June 23 | Ghana 🇬🇭 NOFO for the <a href="https://lnkd.in/g6jass6h">Expand Family Planning and Sexual and Reproductive Health (ExpandPF) Activity</a>June 26 | South Sudan 🇸🇸 NOFO for <a href="https://www.grants.gov/web/grants/view-opportunity.html?oppId=348167">Tamkeen (An Arabic Word Meaning Empowerment) Activity</a>June 30 | Sudan 🇸🇩 RFI for <a href="https://sam.gov/opp/c7eb7738359d4ddd9d3e517ccb465cfb/view">Locally Led Development Approaches</a>THE AMERICASJune 9 | Haiti 🇭🇹 SSN for the <a href="https://lnkd.in/ek_z78As">Health Information Systems (HIS) Activity</a>June 16 | Dominican Republic 🇩🇴 RFI for an <a href="https://lnkd.in/eVf5XfKH">Anticipated Private Sector Engagement Activity</a>ASIAJune 7&nbsp; |&nbsp; India 🇮🇳 NOFO for the <a href="https://lnkd.in/d4qArkJ2">Strengthening Preservation of Tibetan Culture Activity</a>June 14 | Vietnam 🇻🇳 Request for Proposals (RFP) for the <a href="https://lnkd.in/eWbrZRFP">Higher Education Policy Support Activity</a>June 26 | Philippines 🇵🇭 Sources Sought Notice (SSN) for the <a href="https://lnkd.in/gUBq2aKs">Biodiversity and Climate Change Activity</a>June 26 | Vietnam 🇻🇳 Request for Applications (RFA) for the <a href="https://www.grants.gov/web/grants/view-opportunity.html?oppId=347779">Climate Resilient Agriculture in the Mekong Delta Activity&nbsp;</a>EUROPEJune 5 | Ukraine 🇺🇦 RFI for an <a href="https://lnkd.in/ePt4Tjja">Anticipated Physical Rehabilitation Activity</a>MIDDLE EASTJune 5 | Jordan 🇯🇴 Call for bids for the <a href="https://sam.gov/opp/86a949ee498648aabf805f937a220207/view#general">Supply of Mechanical Meters CDN=1/2</a>June 10 | West Bank and Gaza: RFA for the <a href="https://lnkd.in/dAK2q2WN">Pioneers-Raedat Program</a>June 15 | West Bank and Gaza: NOFO for a <a href="https://lnkd.in/ecFd6Kt5">Basic Education Activity (BEA)</a>June 16 | South Caucasus: RFP for a <a href="https://lnkd.in/exZpKVjg">Regional Tourism Program</a>OTHERJune 16 | Office of Acquisition &amp; Assistance: NOFO for the <a href="https://lnkd.in/gXdKAmti">Global Health Program Evaluation, Analysis, Research and Learning (GH PEARL) Activity</a>June 20 | Bureau For Conflict Prevention &amp; Stabilization: RFP for the <a href="https://sam.gov/opp/ec5fd6cb6789489da1bde122a3f39b65/view">Support Which Implements Fast Transition (SWIFT) 6 Indefinite Delivery Indefinite Quantity (IDIQ) Contract</a>June 23 | Office of Acquisition &amp; Assistance: RFP for <a href="https://lnkd.in/euniK9FS">USAID's High Energy Biscuit Blanket Purchase Agreement</a>July 28 | Office of Acquisition &amp; Assistance: RFP for a <a href="https://lnkd.in/gkRc_jzZ">Procurement Service Agent (PSA) Lab, Diagnostics and Molecular Diagnostics (PSA Diagnostics)</a>Interested in responding but not sure if you're ready to partner with USAID? Take the<a href="https://www.workwithusaid.org/pre-engagement"> Pre-Engagement Assessment</a> on<a href="http://workwithusaid.org/"> WorkwithUSAID.org</a>! This 46-question self-assessment will help you understand your organization's readiness and provide resources to help build your capacity. Also, get tips on crafting your proposal in our three-part blog series entitled “<a href="https://www.workwithusaid.org/blog/series/2">How to Write a USAID Proposal.</a>”

June Funding Opportunities: Mark Your Calendars

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.

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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"