The <a href="https://www.usaid.gov/business-forecast/search">USAID Business Forecast</a> provides information about potential funding and partnership opportunities at USAID and offers partners the opportunity to engage with us early in the procurement process. The Business Forecast includes anticipated activities that are still in the planning phase, so the information in it may change over time.&nbsp;The Agency hosts a quarterly Business Forecast and Partner Update webinar to allow partners the opportunity to ask questions about current items on the Forecast, as well as hear about Agency priorities from senior leaders across USAID.&nbsp;During today’s webinar, we provided a number of updates about things happening at USAID. Priority topics included:<ul><li>An overview of FY 2021 obligations and actions for Acquisition and Assistance (A&amp;A);</li><li>Updates to the Business Forecast tool;</li><li>The launch of <a href="https://www.workwithusaid.org/">WorkwithUSAID.org</a>;</li><li>Updates to Section 889 guidance;</li><li>Information about the A&amp;A Strategy refresh;</li><li>Contracting/Agreement Officer A&amp;A staffing;</li><li>Small Business goal achievements;</li><li>Announcement of the Local Capacity Development Policy, <a href="https://www.usaid.gov/local-capacity-development-policy">currently open for public comment</a>;</li><li>Highlights of Agency priorities from Legislative and Public Affairs;</li><li>Findings from a customer experience survey for existing and potential private sector partners;</li><li>Category Management achievements and the new Business Process Improvement platform; and</li><li>The new eSignature process.</li></ul>To access the recording, transcript, and questions and answers from this quarter's engagements, visit our <a href="https://www.usaid.gov/business-forecast">Business Forecast webpage</a>.&nbsp;To stay up to date on all of the latest USAID information, connect with us on our <a href="https://twitter.com/WorkwithUSAID">Work with USAID Twitter account</a> and our <a href="https://www.linkedin.com/groups/12491152/">Work with USAID LinkedIn group</a>, and <a href="https://workwithusaid.us7.list-manage.com/subscribe?u=5436029da268e9a9cd7a41a21&amp;id=8f90e497fe">sign up for our Work with USAID email distribution list</a>.&nbsp;If you have any questions, please email <a href="mailto:BusinessForecast@usaid.gov">BusinessForecast@usaid.gov</a>.

Highlights from USAID’s Quarterly Business Forecast and Partner Update Webinar

A Q&amp;A with Lovesun Parent, the director of external partnerships at USAID’s New Partnerships Initiative Incubator.<h4>What is the first thing you tell new and underutilized partners?</h4>Partners need to recognize that while they may offer some unique services, they are not working in a silo. Your organization is never truly isolated; rather, you are in a universe with others who are tackling the same development issues, share the same vision, and pursue the same mission.&nbsp;The real first step is understanding how and why stakeholder engagement is essential to elevating your organization’s cause. You can do this in a formalized process by developing an engagement strategy. Once you see the value of collaborating with various stakeholders, it becomes easier to dig deeper in building partnerships within your sector. Part of that strategy would focus not only on future stakeholder engagement but also on a reflection of your past engagement.&nbsp;<h4>How do we gain that insight—learn more about stakeholders?</h4>Within your organization’s universe, you need to identify who is who within your ecosystem and begin thinking of ways to strengthen your organization’s relationship with these stakeholders. That can happen through a more formal mapping exercise. This exercise will require you to set some criteria on how to define stakeholders. In more general terms, stakeholders are often categorized as primary, secondary, and tertiary. You have to figure out how your organization’s vision and mission align with those with whom you are currently working, those who support your efforts, and those who are collaborators.&nbsp;Another benefit to building out your strategy and conducting a mapping exercise is that it also allows you to develop an engagement mechanism focusing on long-term goals, such as policy alignments to a USAID <a href="https://www.usaid.gov/results-and-data/planning/country-strategies-cdcs">Country (or Regional) Development Cooperation Strategy</a>. Once your organization has those pieces in place, you can start devising an approach and assessing the logistics needed to collaborate with these critical stakeholders. Then the fun part begins: You explore your network and begin tapping into partners.On WorkwithUSAID.org, there is a <a href="http://workwithusaid.org/resource-library">library</a> that offers a variety of tools and resources to support stakeholder mapping. These tools will help you determine who your stakeholders are and how you might collaborate with them. Additionally, you will learn how your stakeholders might support your organization as allies, partners, or network members with resources, funding, business opportunities, and more.Lastly, you want to integrate the stakeholder strategy and mapping into your regular program cycle. While this may be a new way of working for many organizations, it allows your organization to ensure that its programs are designed, implemented, and evaluated according to the needs of your stakeholders. Explore our many resources and learn about the policies, platforms, and guidelines that ensure successful partnerships and engagements.<h4>Aren't they competitors?</h4>While it may seem as if you are competing for the same pool of funding opportunities with some of your stakeholders, I suggest approaching stakeholder engagement from a partnership-building point of view. Seeing your stakeholders as competitors instead of partners can cause fragmentation in your sector and hinder your efforts to achieve sustainable development outcomes.I think it is useful to plug into your “competition” and build bridges for the future. Effective collaboration among organizations will yield better results. Think of it as the same strategy as networking: Learn about your partners, build partnerships and coalitions, work together where you can, and stay in the know. After all, as the saying goes, “Together we are stronger.”<h4>What do you mean by "communities of practice"?</h4>Think of your relationships with stakeholders, nongovernmental organizations, funders, and beneficiaries as communities of practice. A community of practice is simply defined as a group of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. They offer a constant information exchange when you stay connected.&nbsp;The people with whom you are working in your community are the most important stakeholders. They will provide you honest feedback and a nuanced understanding of what works and what does not. Always remain connected, and see them as a source of advice and valuable information.&nbsp;<h4>Any last thoughts, particularly for new and underutilized partners?</h4>Through the resources on <a href="https://workwithusaid.org/">WorkwithUSAID.org</a>, organizations can build capacity in stakeholder engagement and relationship-building. The <a href="http://workwithusaid.org//pre-engagement">Pre-Engagement Assessment</a> is a great place to start. It helps organizations to identify performance gaps.&nbsp;These Incubator resources can help you lay out your organizational road map and figure out how to achieve your stakeholder strategies.

The Infinite Value of Stakeholder Engagement and Relationship Building

When dealing with COVID-19, development and humanitarian organizations are no different from individuals and families—their only choice is to adapt. During this pandemic, organizations have been called on to help in ways that depart from usual operations. In addition, the virus has intensified some routine challenges.One of the most obvious challenges is funding. The United Nations (UN) humanitarian response system is seeking a <a href="https://news.un.org/en/story/2020/12/1078852">record-setting $35.1 billion in 2021 to reach more than 235 million people,</a> which calculates to 1 in 33 people globally who require lifesaving assistance. This extreme need, which the UN’s emergency relief chief attributes “almost entirely to COVID-19,” puts additional pressure on agencies. And even though some funding specifically addresses virus-related needs, it is often not enough.In some cases, funding exists, but not for pandemic-related purposes. In Vietnam, funds originally identified for assistance to populations that are marginalized have been<a href="https://www.devex.com/news/behind-vietnam-s-covid-19-success-story-98257"> diverted to pandemic needs</a>, causing further distress. In a November 2020 press release, UN Women said that although virus-incited gender-based violence is expected to affect <a href="https://reliefweb.int/report/world/impact-covid-19-intensifies-un-women-calls-concrete-actions-respond-concurrent-shadow">an additional 15 million women </a>for every three months of lockdowns, gender-based violence has not been widely included in pandemic responses.COVID-19 has exacerbated other existing problems, such as flaws in government policy and humanitarian services. In Ethiopia, heightened virus-related tensions led to increased violence and raids of government food stores. Some regions are experiencing<a href="https://www.devex.com/news/covid-19-is-just-part-of-the-story-for-ngos-in-the-pacific-98454"> strained relationships between governments and nongovernmental organizations (NGOs)</a>, and it is clear that those relationships will need to evolve beyond the pandemic.One unexpected challenge is the backlash—and, sometimes, violence—against staff in international humanitarian organizations <a href="https://www.acaps.org/sites/acaps/files/products/files/20200407_acaps_quick_survey_humanitarian_impact_of_covid-19.pdf">because they are perceived as carriers of the virus</a>.And even well-intentioned assistance measures can create unintended problems for nonprofits and NGOs. For example, Indo-Pacific regional trade agreements that included a <a href="https://www.devex.com/news/covid-19-is-just-part-of-the-story-for-ngos-in-the-pacific-98454">reduction in corporate tariffs were pushed through in spite of COVID-19</a>. The benefit for businesses meant less income for government social programs, including life-sustaining services such as vaccinations for children and security for workers.Despite the difficulties, nonprofits and NGOs are finding positive ways to modify their operations to aid virus mitigation. The International Federation of Red Cross and Red Crescent Societies reports that<a href="https://www.devex.com/news/ifrc-sees-global-surge-in-volunteer-sign-ups-98680"> thousands of new volunteers</a> have joined as a result of COVID-19—and it plans to keep them working after the pandemic.In October, Vani Catanasiga, executive director of the Fiji Council of Social Services, told a regional development conference that thinly stretched funding has forced a<a href="https://www.devex.com/news/covid-19-is-just-part-of-the-story-for-ngos-in-the-pacific-98454"> new focus on localization</a>. Local activities can help organizations respond faster and can better target the delivery of assistance. “In one instance with COVID,” she said, “I saw just how … replaceable international NGOs, and some local NGOs, became. Unpaid volunteers … replicated much of the work of humanitarian NGOs across the country in a matter of weeks.”&nbsp;Unlikely partnerships are forming as diverse organizations come together to meet overwhelming virus-related needs. <a href="https://www.devex.com/news/sponsored/opinion-the-enduring-value-of-multireligious-action-98716">Interfaith coalitions</a>, for example, pool many different types of expertise and resources. A multifaith effort in the Philippines brought thousands of pounds of food, hand sanitizer, and disinfectant to people in need.Other development and humanitarian efforts that have been adapted to deal with the virus include using digital IDs and other digital tools in new ways for distribution and delivery, applying lessons learned during Ebola outbreaks, repurposing research projects, and reallocating resources to pandemic-related needs.As development and humanitarian organizations urgently take on issues raised by the pandemic, UN Women offers this reminder: all of the positive action doesn’t mean that old problems, such as the “shadow pandemic” of violence against women, have gone away. As the virus continues to spread, livelihoods will continue to be lost, fragile health systems will be further weakened, and food insecurity is likely to worsen. The challenge now is to ensure that all of these “shadow pandemics” are addressed along with COVID-19.

How COVID-19 Is Changing Development

Intimidation. Violence. Hacking. These are among the threats Indonesian journalists face just to do their jobs. Although Indonesia has made impressive gains in political freedom in the last two decades, an apparent backsliding of democracy in recent years threatens that progress. USAID’s New Partnerships Initiative (NPI) responded by creating Media Empowerment for Democratic Integrity and Accountability (MEDIA), a project to strengthen Indonesia’s free press including through partnerships with seven local organizations.“A free media is the building block of democracy,” said Eric Sasono, MEDIA chief of party. “Reporters working safely and freely, without interference from government or business influences, can bring much-needed attention to Indonesia’s challenges.”<h4>Striving toward Democracy after Colonization, Dictatorship</h4>Indonesia is the world's third largest democracy, but it has a tumultuous political past, including more than a century of Dutch colonization and 30 years of rule by the corrupt dictator Suharto. Since 1999, when the country held its first truly free election, democracy has taken hold. Despite impressive progress, the country’s march toward full democracy remains hampered by problems such as widespread corruption, alleged vote-buying, misinformation, discrimination against minorities, political extremism, use of excessive force by police, and new laws to silence dissent.In its <a href="https://freedomhouse.org/report/freedom-world/2020/leaderless-struggle-democracy">2020 Freedom in the World report</a>, Freedom House, a Washington-based nonpartisan nonprofit that tracks democracy, gave Indonesia a ranking of “partly free.” The <a href="https://freedomhouse.org/country/indonesia/freedom-world/2021">country’s “freedom score”</a> was 59 out of 100, a two-point decline from the previous year. Indonesia is not alone; Freedom House noted that democracy has declined worldwide since 2006 and experienced a significant hit last year, with scores dropping in 73 countries that represent 75 percent of the global population.<h4>USAID Taps Existing and New Partners</h4>USAID’s MEDIA leaders hope the project will help reverse this negative trend, enabling Indonesia to get back on track as a leading force for democracy in Asia. In 2020, USAID awarded Internews, an international nonprofit that promotes in-depth, trustworthy reporting around the globe, an $8 million grant to manage the five-year project. The organization is a traditional partner for USAID and has been working in Indonesia for 20 years. “We’ve built up a lot of trust across the media sector, which is critically important,” says Brian Hanley, regional director for Asia at Internews. In keeping with NPI’s priority of utilizing and strengthening new and local organizations, Internews will be distributing subgrants to seven Indonesia-based implementing partners to create more robust partnership on-the-ground:<ul><li><a href="https://aji.or.id/">Alliance of Independent Journalists</a> Indonesia (AJI), a group with more than 2,000 members, promoting press freedom and quality journalism</li><li><a href="https://www.mafindo.or.id/">Indonesian Anti-Slander Society</a> (MAFINDO), a grassroots anti-disinformation task force and fact-checking outlet</li><li><a href="https://www.amsi.or.id/">Indonesian Cyber Media Association</a> (AMSI), an organization of more than 300 cyber media companies</li><li><a href="https://ppmn.or.id/">Indonesian Association for Media Development</a> (PPMN), an institution aimed at expanding access to information by increasing media capacity and improving media literacy</li><li><a href="https://www.antikorupsi.org/">Indonesia Corruption Watch</a> (ICW), a group dedicated to monitoring corruption in Indonesia</li><li><a href="https://sejuk.org/profil-indonesia/">Journalists Association for Diversity</a> (SEJUK), a union of journalists dedicated to protecting religious and sexual minorities</li><li><a href="https://lbhpers.org/">Legal Aid Center for the Press</a> (LBH Pers), a group that provides legal aid to defend press freedom</li></ul><h4>Challenges and Goals for Indonesian Democracy</h4>According to one local MEDIA implementing partner, AJI, reporters in Indonesia were victims of at least 84 violent acts in 2020, the highest number the group has recorded in the past 14 years. In October 2020 alone, AJI reported 28 incidents of police action—including intimidation, violence, and detention—directed toward journalists who were covering mass protests against an unpopular new law limiting worker protections. AJI also noted several instances of hacking, doxing (publishing individuals’ private information on the Internet for negative purposes), and other cyber-interference targeting Indonesian media outlets and reporters. “The legal and physical safety of journalists is under attack,” MEDIA’s Sasono said, adding that female journalists are frequently targeted. Tracking these incidents, as AJI does, is critical to understanding worrisome trends.&nbsp;At both the national and local levels, corruption is a problem, as is the safety of the journalists reporting on it, said Adnan Topan Husodo, the coordinator of ICW, another implementing partner. “We want to encourage our journalists to cover corruption,” he said. “Many times, when they face threats trying to do this, they give up.”&nbsp;Religious, ethnic, and sexual minorities also present a challenge for journalists—both in representation of minorities in the ranks of media outlets and in coverage of them in news reports, which often present them in a biased, unflattering manner, MEDIA’s Sasono said. “We want to make sure the media is reaching out to minorities to include them in their reporting,” he said. “Indonesia is very multicultural. We’re trying to build harmony in the country between these different groups [media and minorities].”MEDIA was conceived as a way to address these issues and many others facing the press in Indonesia, but another major benefit of the project will be the robust ongoing collaboration it is fostering among the local implementing partners. When MEDIA ends in the summer of 2025, the seven implementing partners intend to continue meeting and working together on common issues. “We don’t know what the political or social situation will be then,” Sasono said. “But our goal is to achieve a better environment in which the media can operate.”This article first appeared on USAID.gov.

Indonesian journalists interviewing a man in a hat

NPI Press Project Involves Local Partners to Support Democracy in Indonesia

Lovesun Parent is the director of external partnerships at USAID’s New Partnerships Initiative Incubator.Two fundamental goals of USAID’s partnerships efforts are working with more diverse partners and connecting with those partners in new ways that help guide them toward successful, sustainable efforts to improve their communities.&nbsp;In the past, partnering with USAID could appear complicated for organizations that had never worked with the Agency—and even for some with previous Agency experience. To help solve that challenge, USAID is changing the way it approaches awards by giving partners a larger role in the process and a greater influence over outcomes. In short, the approach is about elevating local leadership and empowering local development actors.At the Partnerships Incubator, we support this effort by focusing not just on identifying new partners, but also on creating tools and resources that enable them to gauge their readiness to work with USAID and learn some of the Agency’s basic requirements. We are also helping these partners build their own skill sets and knowledge to address complex development challenges.&nbsp;I have noticed some important trends that organizations interested in working with USAID can capitalize on to introduce themselves to the Agency and potentially partner with USAID.&nbsp;First and foremost, partners are now often working side by side with Agency staff to co-create projects. This approach makes better use of everyone’s knowledge and ideas. Co-creation is turning out to be a great way to harness partners’ local knowledge and networks. This is important because local innovation and creativity can increase sustainability and help ensure project success.Some of the trends address logistic improvements. For example, incorporating co-created design processes into the procurement process can not only save time, but can improve results. The Agency is also requiring less complex proposals upfront, using more oral applications and presentations, and conducting phased competitions. These new approaches simplify processes, lower barriers to entry, and potentially lower costs and speed awards.A positive overall trend is the Agency’s renewed emphasis on results, and not on simple compliance. I am excited about this change because it will help partners achieve real progress and build strong sustainability.Going forward, USAID is looking at additional improvements to simplify processes and expedite projects. As an example, it is considering using customized performance periods to match intended project results, instead of asking partners to shoehorn operations into prescribed performance periods. The Agency will also work toward less burdensome reporting requirements, and it plans to develop new ways to use report data to learn, adapt, and collect the most useful information more effectively.&nbsp;With these changes, USAID’s ultimate goal is to provide knowledge and resources that help local leaders and development professionals build capacity and drive development well into the future.

USAID staff and a local stakeholder look at papers on a table