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At USAID’s Partnerships Incubator, we often field questions from potential USAID partners seeking guidance about the past performance section of their proposals. New partners can sometimes feel that the past performance section required in USAID proposals is a sort of Catch-22: if a partner is new, how can they have past performance to show the Agency? In this article, we will describe some ways that new partners can approach the past performance section of their proposals to make a strong case to USAID about their expertise and capabilities.<h4>Are “Experience” and “Past Performance” the Same Thing?</h4>There is a difference between experience and past performance. Experience focuses on the degree to which an organization has performed similar work or has technical competence in a specific area, whereas past performance focuses on the quality of previous work performed. While an organization may have experience working in the specific sector or technical area of USAID’s solicitation, it may not have an official record of how well it performed doing that work.&nbsp;&nbsp;<h4>How Does USAID Use Past Performance Information?</h4>The section of a solicitation that asks for past performance information typically will list the information that is being requested about each recently completed project. This may include details such as the scope of work, the primary locations of the work, the term of performance, the dollar value, and the names, titles, telephone numbers, and e-mail addresses of individuals outside of the applicant’s organization who supervised/oversaw the activity. You should always follow each solicitation’s specific requirements.&nbsp;In its solicitation, USAID will spell out how it plans to factor in past performance. For example, USAID may use past performance in one of the following ways:(1)&nbsp; Pass/Fail: USAID can look at an organization’s past performance on a pass/fail basis to determine whether a prospective contractor's record indicates that it can perform successfully. When assessed in this way, the organization's past performance is not used as a basis for comparing it to other firms. What matters is whether the firm's past performance is sufficient to “pass.” All available past performance records (which can be found in the Contractor Performance Assessment Reporting System, or CPARS) may be considered, even those that are not relevant to the specific project.&nbsp;&nbsp;(2)&nbsp; Ranking/Comparison: When used as a competitive evaluation factor, the past performance of each organization is evaluated and ranked from best to worst. If there is no record of past performance, USAID assigns a “neutral” rating—neither good nor bad. However, “experience” in a specific technical area may still be required and evaluated.Many organizations that are new to USAID—such as those seeking their first USAID award—may not have extensive past performance records. However, there are several ways for new partners to demonstrate that they have the background and expertise to deliver results for USAID.&nbsp;<h4>Think Outside the USAID Box</h4>It’s important to remember that experience and past performance do not have to be limited to USAID. A great way for your organization to obtain both experience and performance records working in your sector is to implement similar projects for other U.S. Government agencies, other donor organizations, the host-country government, or the community itself. These projects sometimes involve smaller dollar amounts than a typical USAID project, and the compliance requirements may also be less stringent—meaning that they can help you to get experience and prove your abilities.&nbsp;<h4>Highlight Your Experience as a “Sub”</h4>Working as a USAID sub-partner can also be a great way to show your involvement in your sector. If you can demonstrate a strong performance as a sub-partner, you can illustrate both your technical strengths as well as your awareness of compliance requirements. Sub-partnership can be a kind of training ground that can allow your organization to prove that you have the technical know-how to contribute to achieving development impact. You won’t have a CPARS record for work performed as a sub-partner, but you can provide your own past performance write-ups about your involvement. For more information about sub-partnership, check out the USAID training module on <a href="https://www.workwithusaid.org/resource-library/building-strong-sub-partnerships">“Building Strong Sub-Partnerships.”</a><h4>Include Key Personnel, Subcontractors, or Affiliates</h4>If USAID’s solicitation terms allow, another common way that young organizations address requirements related to experience and past performance records is by pointing to the qualifications and professional expertise of proposed key personnel, subcontractors, or even affiliated entities (affiliates). Provided it is clear how they will contribute to the project, you can discuss the technical background and performance records of these staff members, subcontractors, or affiliates. If a solicitation is silent on whether subcontractors’ or affiliates’ experience and past performance can be evaluated, be sure to ask USAID this question during the Q&amp;A part of the solicitation process.<h4>Keep Your Audience (USAID) in Mind</h4>In the past performance and experience sections of your proposal, your job is to instill confidence that you have the specific background, knowledge, connections, and expertise that USAID needs to successfully carry out its project. Always read your proposal from USAID’s point of view, and make as compelling an argument as possible that your organization can achieve USAID’s desired impact.&nbsp;Are you a new partner that has successfully demonstrated past performance in a proposal? We would love to share your experience in a guest blog. Read our <a href="https://storage.googleapis.com/wwusaid-public-prod/strapi/Workwith_USAI_Dorg_Newsand_Insights_Guest_Blog_Policy_final_05_17_2022_e679ff396a/Workwith_USAI_Dorg_Newsand_Insights_Guest_Blog_Policy_final_05_17_2022_e679ff396a.pdf">guest blog policy,</a> and then <a href="https://docs.google.com/forms/d/e/1FAIpQLSeFboOX83-M6Jd7qo8pXXmqMoU0rjuwAa0E3bK131sJdb7y-w/viewform?usp=send_form">submit your pitch</a>.&nbsp;For an example of how one organization built its past performance qualifications, check out <a href="https://storage.googleapis.com/wwusaid-public-prod/strapi/Snapshot_2_Agri_Centric_70623e4b6e/Snapshot_2_Agri_Centric_70623e4b6e.pdf">this snapshot</a> about the strategic decisions that helped AgriCentric Ventures become more competitive for USAID awards.

USAID/Honduras staff member works with Honduran business owner, Pamela, on a digital impression.

Past Performance for New Partners

Susana Lungo’s face lit up with pride as she spoke about her organization’s successful path to USAID partnership as a local prime. Lungo is the Regional Executive Director of the Pan American Social Marketing Organization (<a href="https://www.asociacionpasmo.org/">PASMO</a>), a Guatemalan organization that recently broke off from <a href="https://www.psi.org/">PSI</a>, a large international nongovernmental organization, to become established as its own local entity.&nbsp;“To be local means a lot to the staff,” said Lungo. “That sense of pride that we are the owners, we are responsible for the work, and the ones that are making the decisions. Having a direct relationship with USAID means a great deal for PASMO’s path forward.”Having worked on HIV issues in the Latin America and Caribbean region for over 25 years as part of PSI, PASMO had steadily built its capacity to compete for USAID funding as a prime. Their time came in 2020 when USAID released a Request for Application (RFA) with eligibility criteria that limited the opportunity only to local entities. In September of that year, PASMO won the award from USAID to provide HIV services in five countries in the region: Guatemala, El Salvador, Honduras, Nicaragua, and Panama. PASMO works on identification and diagnosis to help people know their status, and it provides linkages to care for those who test positive for HIV. The organization’s approach is unique as it combines in-person field activities with online digital outreach to effect social behavior change and has created unique and important alliances with the private sector for the provision of HIV combination prevention services.&nbsp;At USAID’s recent 4th Annual Global Health Local Partners Conference this November, I had the opportunity to sit down with Lungo and her colleague Dr. José Carlos Quiñónez, Strategic Alliances and Special Projects Regional Manager, to learn more about PASMO’s journey. During our discussion, Lungo and Quiñónez shared information about resources that helped PASMO on its path to partnership, challenges they faced along the way, and tips for new local entities interested in pursuing USAID funding.<h4>What helped?</h4>The <a href="https://usaidlearninglab.org/">USAID Learning Lab</a> website proved to be a helpful resource for PASMO. The platform houses a robust set of information, including details about the USAID program cycle, the partnership process, theories of change, monitoring and evaluation, and most importantly, examples and stories from other partners.Having the opportunity to connect with others in the international development community has also been vital to PASMO’s success. PASMO participated in communities of practice in which members shared best practices and ideas on organizational capacity development. The members have shared experiences and have stayed connected through WhatsApp groups and other channels. “Being connected has been really helpful,” stated Lungo.Additionally, regular USAID meetings such as the Annual Global Health Local Partners Conference have given PASMO a more powerful voice. “Being here for the first time as locals, in this meeting, is something that our team really appreciates,” said Quiñónez.&nbsp;<figure class="image image-style-align-left image_resized" style="width:48.03%;"><img src="https://storage.googleapis.com/strapi-media-dev/Path_to_Prime_Partnership_USAID_20230110_SS_b9c630b929/Path_to_Prime_Partnership_USAID_20230110_SS_b9c630b929.png"><figcaption>PASMO’s Jose Carlos and Susana attend USAID’s 4th Annual Global Local Partners meeting. PASMO presented on two panels and provided marketing materials about their local action to provide stigma-free HIV services.</figcaption></figure><h4>What were the challenges?</h4>A key challenge for PASMO was putting a robust human resources structure in place with the capability and budget to compete with international organizations. International organizations have the ability to make better offers with higher salaries to local staff. Additionally, Lungo noted that, from the overall award money granted, “there is no specific budget designated for human resources.” This makes it more difficult for local organizations to have the ability to properly train and retain their key personnel.Although partnership can take significant effort and can be challenging at times, Lungo reiterated that it is worthwhile and that, once an organization understands the process, things get easier. Lungo framed the benefits by referencing the big picture: “It’s good for our countries [for local partners to develop this capacity],” as the U.S. Government support will one day decrease and eventually stop. She emphasized that it’s important for local organizations to take on ownership of the work in their own countries.<h4>Any tips for other potential local partners?</h4>Lungo stressed the importance of communication in a partnership’s success, stating, “communication is key.” She said that it is critical to have a good working relationship with USAID staff at the in-country Mission. “This is a win-win relationship,” Lungo added. She stressed that if the local partner succeeds, USAID succeeds, so partners should be sure to connect with Agency staff at every step along the way.&nbsp;Thanks to this proactive approach toward communication and PASMO’s persistence in advancing its capacity, the organization is seeing results across the region and is proud to be a USAID prime partner. In fact, in a sign of PASMO’s new trajectory, its former parent organization, PSI, is now serving as a sub-partner, supporting PASMO’s prime contract. The organization has come a long way, and with the commitment and passion shown by Lungo, Quiñónez, and the rest of the organization's staff, it aims to expand its development impact in the region.&nbsp; Interested in becoming a USAID partner? Check out our <a href="https://www.workwithusaid.org/pre-engagement">Pre-Engagement Assessment</a> to evaluate your organizational capacity and learn if your entity is ready to compete for USAID funding.

Medical staff at local organization pose for a photo between two USAID banners.

Image of two people who work for PASMO standing in front of a "USAID" welcome banner at conference

The Path to Prime Partnership: Insights from a Local Partner 

This article is the third in our <a href="https://www.workwithusaid.org/blog/series/2">three-part “How to Write a USAID Proposal” blog series</a>.&nbsp;The cost proposal is a critical component of your application for any USAID funding opportunity. USAID needs to know how you would plan to spend the award funds to ensure that the cost approach is reasonable and realistic to achieve the desired development outcome. Creating a cost proposal might sound intimidating, but it doesn’t have to be!&nbsp;While we are covering this as a separate blog, it is actually deeply interwoven with the technical proposal section covered in “<a href="https://www.workwithusaid.org/blog/writing-your-usaid-proposal">Writing Your USAID Proposal.</a>” Your budget needs to be informed by the technical proposal—and it also needs to inform and shape the technical proposal. This means that the development of your budget needs to occur in tandem with the writing of the technical narrative and various components—and that steady communication must be maintained among all proposal team members.Your cost proposal will have three components: a summary budget, a detailed budget, and a budget narrative. You can reference the USAID training modules on “<a href="https://www.usaid.gov/work-usaid/get-grant-or-contract/trainings-how-work-usaid/preparing-budgets-usaid-acquisition">Preparing Budgets for USAID Acquisition Solicitations</a>” and “<a href="https://www.usaid.gov/work-usaid/get-grant-or-contract/trainings-how-work-usaid/preparing-budgets-assistance-awards">Preparing Budgets for USAID Assistance Awards</a>.”Below are some key steps to remember when creating your cost proposal.<h4>1. Define your budget categories.</h4>Before you dive into the details of costs associated with your proposal, it’s a good idea to define the major categories of those costs. The graphic below shows some common categories for project costs, including salaries and wages, equipment and supplies, travel and transportation, etc.<figure class="image"><a href="https://storage.googleapis.com/strapi-media-dev/USAID_NPI_Preparing_Budgets4_B_Assistance_infographic_12_22_2022_262cd62dd5/USAID_NPI_Preparing_Budgets4_B_Assistance_infographic_12_22_2022_262cd62dd5.png"><img src="https://storage.googleapis.com/strapi-media-dev/USAID_NPI_Preparing_Budgets4_B_Assistance_infographic_12_22_2022_acad8bfe62/USAID_NPI_Preparing_Budgets4_B_Assistance_infographic_12_22_2022_acad8bfe62.png"></a></figure><h4>2. Connect with the technical team.</h4>Many of the details of the budget will flow from the technical proposal that your organization offers, so the team members developing the budget need to have a full understanding of the solution being described and the resources required for successful implementation. Go through each of the categories you’ve outlined with the technical team to get their input on the resources that will be needed.&nbsp;<h4>3. Begin “costing.”</h4>Costing involves doing research to understand the resources needed for each component of the project, where those resources can be procured, and how much they are expected to cost. In this phase, you might consult staff on other similar projects, and you might also do desk research on projected costs. You should also connect with your organization’s human resources, procurement, and finance departments when preparing your estimates. If you are responding to a proposal for work in another country, consider contacting someone who is on the ground to collect quotes for any items whose cost you aren’t sure about.<h4>4. Fill in your detailed budget.</h4>The detailed budget provides a breakdown of costs within each category. Here is a <a href="https://www.usaid.gov/sites/default/files/2022-12/USAID_Budget_Template_Example_0821_3.xlsx">basic budget template (Excel)</a>, with summary and detail tabs that you can fill in. Information uncovered during costing will be used to populate your detailed budget. New partners will need to determine how to budget their indirect costs. Because most new partners will not have a negotiated indirect cost rate agreement (NICRA), they may choose to allocate these costs as “<a href="https://www.usaid.gov/sites/default/files/Example-Direct-Allocation-Method.pdf">direct costs</a>” or they may propose a rate, such as the 10-percent de minimis rate in the case of assistance awards. (Note: subcontractors under prime contracts cannot use the 10-percent de minimus rate for indirect costs.) Find additional information about budgeting indirect costs in USAID’s training module on “Preparing Budgets for USAID Acquisition Solicitations” (contracts) or “Preparing Budgets for USAID Assistance Awards” (grants).<h4>5. Create a budget summary.&nbsp;</h4>Your budget summary presents costs by the major line item categories you defined at the beginning of the process. Your budget summary should provide USAID with a high-level overview of the cost of your technical solution. Ensure that the numbers on your budget summary align with those on your detailed budget.<h4>6. Write your budget narrative.</h4>The budget narrative describes the “how” and the “why” of your cost proposal. In this section, you will explain how you arrived at the estimates provided in your detailed budget. You will also justify your reasoning on the costs described, as well as any assumptions behind those estimates. This example shows <a href="https://www.usaid.gov/sites/default/files/2022-05/sample_budget_narrative.doc">a sample format for the budget narrative</a>.&nbsp;<h4>7. Circulate for feedback and risk analysis.</h4>Just like with the technical proposal, you should make sure that your cost proposal has been fully reviewed by the proposal team, as well as any other experts who may have input. Program managers of similar initiatives can validate costs and note areas to gain efficiencies in your cost proposal. Confirm cost realism and check that costs are not double-charged across projects. Always make sure the numbers in your budget summary, detailed budget, and budget narrative match. Have an expert perform a risk analysis of the budget and its impact on your organization’s existing programming and footprint, so that your leadership is fully aware of the budgetary implications and risks of the new project.&nbsp;&nbsp;<h4>8. Submit your full proposal before the deadline.</h4>Once your cost proposal is complete, it should be copyedited to ensure there are no spelling, grammar, or punctuation errors. Then you will be ready to submit your full proposal package. Don’t wait until the last moment to submit your proposal, and be mindful of the time zone of the proposal deadline. It’s important to remember that emails can sometimes be delayed, and USAID does not accept late submissions. Always submit your materials at least several hours early, and then congratulate yourselves on a well-run process!&nbsp;After your proposal is submitted, watch for a response from USAID. If your proposal is successful, congratulations! If not, make sure you request feedback from the USAID solicitation point of contact about your proposal so that you can improve your chances next time.&nbsp;&nbsp;This <a href="https://www.workwithusaid.org/blog/series/2">three-part blog series</a> provided general guidance on the proposal writing process. For more information on writing USAID proposals, check out the resources provided in the <a href="https://www.workwithusaid.org/resource-library?search=proposal">WorkwithUSAID.org library</a>.

Persons hands, writing on a piece of paper with a graph. Paper money and a calculator are on the desk, along with a laptop computer.

Developing Your Cost 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 

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 capacity 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 capacity 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 <a href="https://docs.google.com/document/d/1DFTv1am0bpvyGFjidOOCU8ziC6_P7aPVD9kU5k6uIss/edit">our second blog in this series</a>.

Outstretched hand holding a small green plant

Preparing to Write a USAID Proposal

Juan Carlos Martinez is a Director at <a href="https://www.workwithusaid.org/directory/environmental-incentives">Environmental Incentives</a> and Program Director of the USAID-funded Latin America and the Caribbean Environment Support Services Contract (LAC ESSC). Katherine Connolly is Senior Associate for Business Development and Marketing at <a href="https://www.workwithusaid.org/directory/environmental-incentives">Environmental Incentives</a>. Rob Clausen is an independent consultant who contributed to this blog.<figure class="image image-style-align-right image_resized" style="width:12.05%;"><img src="https://storage.googleapis.com/strapi-media-dev/Rob_Clausen_Work_with_USAID_Author_20230118_GUE_86eba7d700/Rob_Clausen_Work_with_USAID_Author_20230118_GUE_86eba7d700.jpg"><figcaption>Rob Clausen</figcaption></figure><figure class="image image-style-align-right image_resized" style="width:12%;"><img src="https://storage.googleapis.com/strapi-media-dev/Katherine_Connollly_Work_with_USAID_Author_20230118_GUE_51c4e8acae/Katherine_Connollly_Work_with_USAID_Author_20230118_GUE_51c4e8acae.jpg"><figcaption>Katherine Connolly</figcaption></figure><figure class="image image-style-align-right image_resized" style="width:11.99%;"><img src="https://storage.googleapis.com/strapi-media-dev/Juan_Carlos_Martinez_Work_with_USAID_Author_20230118_GUE_d2b6f9a1d7/Juan_Carlos_Martinez_Work_with_USAID_Author_20230118_GUE_d2b6f9a1d7.png"><figcaption>Juan Carlos Martinez</figcaption></figure>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.&nbsp;Environmental compliance is not just about checking regulatory boxes. As USAID partner countries confront complex challenges, including the impacts of climate change, USAID’s commitment to including environmental considerations in project planning, design, and implementation is essential to achieve sustainability goals, including as articulated in the Agency’s 2022-2030 Climate Strategy. The Strategy lays out how the Agency will “work on the ground with partner governments and local actors to set the global trajectory toward our vision of a resilient, prosperous, and equitable world with net-zero greenhouse gas emissions.”In our experience, making the most of environmental compliance is all about perspective:&nbsp;Consider the management of a healthy forest ecosystem—each component part, from the soil microbes to the vegetation and wildlife—to the communities that steward and depend on the goods and services the forest produces—is part of an integrated system that can’t be fully understood or effectively managed in isolation.&nbsp;In a similar vein, project design and implementation involve a group of activities that must be managed in a coordinated way. Regulations like<a href="https://www.usaid.gov/environmental-procedures/laws-regulations-policies/22-cfr-216"> 22 CFR 216</a> (“Reg. 216”) provide an environmental lens through which project designers and implementers can better prepare for and manage, the systemic impacts of implementation.As you prepare your program, consider our three tips to demystify environmental compliance and Reg. 216 based on our recent experience supporting local grantees to prepare for the process through USAID’s<a href="https://enviroincentives.com/projects/usaid-pacific-american-fund/"> Pacific American Fund</a>.&nbsp;<h4>Tip 1:&nbsp; Become familiar with the environmental risk levels associated with the more common project categories.</h4>All projects impact the environment to some extent, but certain types of projects pose higher risks. Again, think of compliance as a planning tool—higher risks do not mean a project shouldn’t be undertaken, but they do mean more detailed planning is required. Accounting for a potential risk will strengthen overall sustainability and can increase the likelihood of achieving a positive project impact. General environmental, climate, and social impacts and mitigation measures for a variety of sectors can be found on the environmental procedures webpage under “<a href="https://www.usaid.gov/environmental-procedures/sectoral-environmental-social-best-practices/sector-environmental-guidelines-resources">sector environmental guidelines</a>. At the same time, the context (location, nearby environment, and current uses) also matters.&nbsp;Some of the more sensitive project categories include the following:<ul><li>Small- and large-scale agriculture (including irrigation)<ul><li>Agricultural projects are a core part of USAID’s investment in sustainable development. However, pesticides are common in most agricultural projects and are often overused. Reg. 216 mandates that projects apply integrated pest management and only include pesticides as a measure of last resort.&nbsp;If pesticides are necessary, then a pesticide evaluation report with a safe use action plan (<a href="https://www.usaid.gov/documents/1865/pesticide-evaluation-report-and-safer-use-action-plan-persuap">PERSUAP</a>) will be required. If not properly designed, agriculture may also impact soil fertility and water quality, accelerate erosion, and generate waste that must be managed.</li></ul></li><li>Construction<ul><li>Projects that involve construction will directly impact the environment. If your activity includes new construction, make sure you carefully consider the site characteristics to minimize impacts on natural systems as well as to avoid possible damage from natural events (e.g., hurricanes/typhoons, riparian and coastal flooding, landslides, liquefaction, sinkholes, etc.). Construction site selection must also consider impacts on land ownership, existing human settlements, and associated livelihoods; USAID’s guidelines on<a href="https://www.land-links.org/wp-content/uploads/2016/09/USAID_Land_Tenure_Guidelines_CDR.pdf"> Compulsory Displacement and Resettlement (CDR)</a> may come into play. If your project involves construction, review USAID’s<a href="https://www.usaid.gov/environmental-procedures/sectoral-environmental-social-best-practices/seg-construction/pdf"> construction sector environmental guidance</a> to design an environmental impact assessment and plan for sustainable project management.&nbsp;</li></ul></li><li>&nbsp;Health&nbsp;<ul><li>Medical and biohazardous waste present significant environmental risks. Project designers and implementers should clearly outline how they will mitigate medical waste risks to the local population as well as the environment. Such measures could include identifying an appropriate incinerator for waste disposal, an inventory control system to ensure unnecessary waste is not generated, and waste management training. USAID’s<a href="https://www.usaid.gov/environmental-procedures/sectoral-environmental-social-best-practices/seg-healthcare-waste/pdf"> Healthcare Waste Environment Sector Guidance</a> provides program designers with clear tools to assess and mitigate environmental impact.&nbsp;</li></ul></li><li>Protected area management<ul><li>As pressure mounts on our remaining natural areas, it is widely recognized in the international development community that efforts to conserve protected areas (terrestrial, marine, and wetlands) and their biodiversity, as well as the ecological services they provide, are critical to sustaining benefits for current and future generations. In many respects, protected areas safeguard some of the resources that enable communities and livelihoods to prosper. Protected areas also are frequently the focus of ecotourism activities, which normally provide employment and other commercial opportunities for local communities. Ecotourism is not without environmental risks, however, and poorly regulated ecotourism programs can have negative impacts. Some protected areas allow for nearby communities to continue with select extractive practices (e.g., collection of dead fuelwood from the forest floor; honey, mushroom, and medicinal plant collection in specified buffer-zone areas; tapping into natural springs for gravity-fed water supply systems; etc.). Unless carefully monitored, all of these actions can produce negative environmental impacts.&nbsp;&nbsp;</li><li>Assessing, mitigating, and planning for risk is central to achieving program impact. It is the responsibility of the implementing partner to design, implement, and report on the effectiveness of mitigation measures.&nbsp;</li></ul></li></ul><h4>Tip 2: Seek out synergies with host-country policies.</h4>When planning a new project, keep the local context in mind and engage host-country environmental officials when appropriate. Projects must follow host-country national environmental regulations in addition to Reg. 216. The good news is that many host-country environmental regulations and procedures are largely in alignment with Reg. 216. Seek out synergies where you can and consider including civil servants from the host-country environmental department or agency to review your project proposals. Sometimes, required host-country documents and USAID documents can be combined.<h4>Tip 3: Design for the end user.</h4>Remember, environmental impact assessment is an ongoing process to ensure project safety and success. Too often, implementers develop a practice to be compliant but fail to design that practice with the end user in mind. Consider how planning for compliance can also be a tool to advance local ownership in sustaining development results. Co-creating mitigation and monitoring plans with the project partners—and when conditions allow, the beneficiaries—provides end users the opportunity to adapt best practices to achieve sustainable development.&nbsp;&nbsp;<h4>Compliance Champions</h4>Given the vast array of project requirements, it’s easy to see how environmental compliance can be overshadowed. Thankfully, USAID designs its projects with its commitment to environmental sustainability in mind, with helpful guidance such as Reg. 216. By demystifying the process, we hope to inspire more compliance champions—project planners, implementers, and partners—that see environmental compliance as a powerful planning tool that is essential to achieve overall goals.&nbsp;&nbsp;&nbsp;And if you’re looking to dig deeper—USAID offers guidance and tools, including <a href="https://www.usaid.gov/environmental-procedures/training-courses-calendar/distance-learning">environmental training</a> for Mission staff, implementing partners, and partner government officials via the<a href="https://www.usaid.gov/environmental-procedures"> Environmental Procedures Hub</a>. For any questions or additional information, please feel free to reach out to your Bureau Environmental Officer, <a href="https://www.usaid.gov/environmental-procedures/environmental-compliance-officers">Mission Environmental Officer, or Regional Environmental Advisor</a>.

A resident of Mandaue City Cebu in the Philippines conducting containerized gardening to grow food.

Demystifying Environmental Compliance

JUAN CARLOS MARTINEZ, KATHERINE CONNOLLY, ROB CLAUSEN

Social media connects people around the world and has the power to reach new audiences, often at a minimal cost. So, why aren’t more development organizations going viral with inspiring stories about the social good they are providing? The fact is, while its benefits are clear to most organizations—increased awareness, engagement, and fundraising—social media can present challenges to many grassroots organizations.&nbsp;Over the past few months, the Partnerships Incubator had the privilege of providing a few local partners with visual identity and marketing support, including enhancements to their social media strategy. The experience of working with these partners helped us identify a number of common challenges facing smaller, nontraditional development partners in managing social media accounts. These challenges include a lack of awareness of best practices, a lack of time to devote to social media, a lack of staff support, and a lack of understanding about which topics to present.<figure class="image image-style-align-right image_resized" style="width:38.42%;"><img src="https://storage.googleapis.com/strapi-media-dev/Screenshot_2023_01_12_at_2_26_31_PM_d9bfacefcf/Screenshot_2023_01_12_at_2_26_31_PM_d9bfacefcf.png"><figcaption>ADOPLAFAM has fully embraced its new brand identity and sharing its refreshed messaging in an exciting way across its social media pages.</figcaption></figure>We were pleased that, at the end of our activity, the organizations we supported were feeling hopeful and excited to implement a clear strategy because of how it can benefit the sustainability of their work. The time you put into developing a social media strategy now will pay off in the future.<h4>Why Create a Social Media Strategy</h4>Social media is a great way to present timely, brief updates about what your organization is doing. This can serve as a valuable sneak peek for funders on the types of services your organization provides and how your community engages with you. Consider how your public presentation might influence other entities’ decisions to work with you. If your organization builds good rapport through social networking you can be seen as an organization worthy of investment or collaboration. Social media also offers you the opportunity to build transparency with your stakeholders by sharing real-time updates about how funding is being used and how your community is being served.<h4>Tips for Your Social Media Strategy</h4>We learned throughout our partner support process that social media is too valuable not to invest in, and it’s much easier to manage than you might think. So, let’s break down how your organization can do it.<ol><li>Evaluate what you’re already doing. Start by connecting with your team to understand if you have social media profiles and, if you do, evaluate your content's performance, consistency, and quality. Take a look at the number of likes or comments on your posts, the last time you posted content and how often you post, and the resolution of images or branding on graphics. Are you satisfied with what you are seeing?</li><li>Develop key performance indicators (KPIs). You can use KPIs to track your success on social media. Consistency of content and number of likes are two common KPIs to monitor. At first, it’s essential to ensure that your KPIs are small and measurable. This can be as simple as deciding to gain two new followers per week, sharing three weekly posts on each platform, and creating one weekly company update. After seeing success with those smaller goals, increase the targets your team is aiming for.&nbsp;</li><li>Identify the tools and support you need. To accomplish your goals, <a href="https://www.socialpilot.co/social-media-marketing-tools">research the tools</a> that can help you reach the finish line. Various platforms exist to help organizations manage and optimize social media content, including scheduling, graphic design, and competitor research tools. Setting up these tools will save your team time and energy in the future when implementing your strategy.</li><li>Define your messaging. Evaluating who your audience is and what their values are will help determine your content. You should focus not only on the goals and tools of your strategy but how you communicate with your audience. Your audience's demographics (age, education, income, etc.) and interests will enhance your ability to share your voice, tone, and values in a way that resonates with them.</li><li>Curate stock posts. Decrease the burden of maintaining fresh content by developing a content calendar and stock posts to cycle through. If your organization plans to share three to five posts per week, rotate the topics you share—these can include company updates, “meet the team” posts, recruitment and events notices, and industry trend commentary.</li><li>Start, evaluate, and adjust. Take a leap of faith and implement the strategy you have developed. A major benefit of creating a business account on all social media platforms is that they offer insights or analytics for you to evaluate your page’s performance. Discuss with your team members which <a href="https://blog.hootsuite.com/social-media-metrics/">social media metrics are most valuable</a> to your work—engagement, impressions, audience growth, or conversions. This discussion will help you determine your KPIs. Decide what takes priority and adjust your strategy to accomplish improved metrics in that particular area.&nbsp;</li></ol><h4>Social Media Strategies in Action&nbsp;</h4>As you build your social media presence, stay curious about how other organizations—especially those in your sector—use social media. Although social media is ever-evolving, so is development. That means we can pivot to use the latest social media trends to our advantage to meet our development objectives.&nbsp;How can your organization accomplish a successful social media strategy or campaign? Download the Partnerships Incubator’s <a href="https://www.workwithusaid.org/resource-library/social-media-strategy-template-for-development-organizations">Social Media Strategy template</a> to help strengthen your marketing and communication practices.&nbsp;

Three people in matching aprons browse social media on their cell phones.

Why Development Organizations Need a Social Media Strategy

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

Colleen Allen is the Assistant Administrator for USAID’s Bureau for Management.<figure class="image image-style-align-right image_resized" style="width:24.47%;"><img src="https://storage.googleapis.com/strapi-media-dev/Colleen_Allen_165x210_f0e848fae5/Colleen_Allen_165x210_f0e848fae5.jpeg"><figcaption>USAID Assistant Administrator Colleen Allen&nbsp;</figcaption></figure>Big things are happening these days at USAID’s headquarters in Washington, D.C., and at our Missions around the world—and many of them have to do with localization.&nbsp;Just two weeks ago, on October 19, the Agency launched our first-ever <a href="https://www.usaid.gov/local-capacity-strengthening-policy">Local Capacity Strengthening (LCS) Policy</a>, which encapsulates USAID’s approach to engaging with local partners in the countries where we work. Sitting in the audience for that event, I was reminded of another important localization event, held one year ago today at Georgetown University.&nbsp;&nbsp;In her speech entitled “<a href="https://www.usaid.gov/news-information/speeches/nov-4-2021-administrator-samantha-power-new-vision-global-development">A New Vision for Global Development</a>,” Administrator Samantha Power outlined her localization priorities and announced the launch of <a href="https://www.workwithusaid.org/">WorkwithUSAID.org</a>—a free, global one-stop shop for partnership tools and resources.&nbsp;The site, which is celebrating its one-year anniversary today, has changed the way organizations engage with the Agency.<figure class="image image-style-align-right image_resized" style="width:45.04%;"><a href="https://www.workwithusaid.org/"><img src="https://storage.googleapis.com/strapi-media-dev/Workwith_USAID_Home_Page_dc0cceebd1/Workwith_USAID_Home_Page_dc0cceebd1.png"></a><figcaption>WorkwithUSAID.org home page</figcaption></figure>The site lowers barriers to partnership for new and nontraditional partners by proactively offering tools and resources designed to be welcoming, approachable, and understandable. And it brings USAID together with both new and established partners to share knowledge and enhance transparency. Finally, it provides a common platform for raising visibility so that partnership can be about “what you know” not about “who you know.”Over the past year, the site’s performance has been wonderful to watch:&nbsp;<ul><li>More than 3,100 organizations from over 140 countries have registered in the <a href="http://workwithusaid.org/directory">Partner Directory</a>, and more than 60 percent of these are local partners;&nbsp;</li><li>More than 2,000 organizations have taken the site’s <a href="https://www.workwithusaid.org/pre-engagement">Pre-Engagement Assessment</a> to help them understand their partnership readiness; and</li><li>More than 90 pieces of content have been shared on the <a href="http://workwithusaid.org/blog">News &amp; Insights blog</a>, ensuring a steady supply of fresh guidance and encouragement, from inspirational success stories to insightful Q&amp;A-style interviews with USAID staff.&nbsp;</li></ul>Even better, the WorkwithUSAID.org website is a key pillar of USAID’s designation as a federal <a href="https://www.performance.gov/cx/index.html">High-Impact Service Provider</a> (HISP). The site’s focus on the customer experience represents a new approach to engaging with the partner ecosystem and the public overall. I am proud of how, as a HISP, USAID is demonstrating its leadership among federal agencies in “doing business differently” in order to become more open, responsive, and streamlined.So, on this one-year anniversary of WorkwithUSAID.org, I am feeling encouraged by the progress we have made in fostering a shared localization mindset at USAID and taking real steps to work hand-in-hand with local partners to find solutions to the world’s pressing development challenges. I look forward to the upcoming year and all the progress we will make now that both the policies, like the LCS Policy, and the tools, like <a href="https://www.workwithusaid.org/">WorkwithUSAID.org</a>, are in place and gaining momentum.

Three smiling women standing in an agricultural field in brightly colored saris of yellow, red, and green. Two of the women hold baskets of eggplants.