Transition Awards. After the partner selection and capacity assessment phase, the solicitation should describe the steps involved in developing the local partner’s capacity to meet USAID standards for a direct award. This typically involves significant training and accompaniment around financial management, compliance, and reporting systems (e.g., having banking accounts, using a bookkeeping system, regular financial statements, utilizing the accounting cycle, audit and review of financial statements). This capacity development plan should be cross-referenced with relevant sections of the Sustainability and Transition Plan. Where relevant, AORs and CORs may also wish to incorporate language from the CBLD-9 standard indicator as described above. Example Language: After one or more local organization(s) is selected, [Activity] will work with the relevant Mission, initial award AOR/COR, and AO/ CO to determine the special conditions applicable to this particular subaward. A portion of the initial awardees payments will be tied to the achievement of these special conditions to ensure that [the capacity development objective] is fulfilled.These will include the activities required to improve capacity, specifically the local partner’s organizational and financial management procedures, with specific benchmarks and goals needed to prepare the local partner for independent operations that meet USG standards. These special conditions, along with the respective payments tied to each special condition, will be incorporated into the [Activity] agreement via an award modification. NEW PARTNERS USAID has long understood that awards made directly to local organizations should include some form of institutional capacity development. As official guidance on Fixed Amount Awards states, “An organization with limited or no experience in receiving USG grants... will often need the assistance of USAID at all stages, including pre-award and post-award, for compliance with USAID requirements and successful completion of the grant.” However, use of tools such as the Fixed Amount Award Entity Eligibility Checklist to assess capacity gaps can result in a narrow focus on financial management, leaving aside other institutional capacities important for long-term sustainability. This capacity development plan should be cross-referenced with relevant sections of the Sustainability Plan. Example Language: After an award is made, relevant [Mission or OU] staff will conduct a locally relevant capacity assessm...
Transition Awards. The extent to which the applicant explicitly describes its approach for identifying and strengthening local partners, primarily with regard to meeting the transition award criteria.This includes the degree to which the applicant demonstrates its understanding of the challenges facing local partners in [Country], its ability to tailor support based on varying partner and country needs, and its strategy for overcoming barriers to ensure successful achievement of the transition award goals. ORGANIZATIONAL CAPACITY, STAFFING, AND MANAGEMENT PLAN
Transition Awards. Does the proposal include a reasonable plan to build partner capacity in line with the CBLD-9 standard indicator? This should include: ‹ An overview of capacities important for organizational sustainability, including grants management, strategic planning, leadership development, financial management, and fundraising ‹ Some form of locally relevant capacity assessment to identify a baseline and key strengths and gaps ‹ A process of capacity development with collaboratively defined indicators and milestones ‹ An adaptive approach involving reflection and iteration of training activities ‹ Adequate budget lines for capacity development • Has the applicant shown a clear understanding of the criteria required for the local partner to prime? • For the cost realism assessment: does the budget include an overhead rate for local partners? If not, is there an explanation? • Does the proposal include provisions for property transfer to local partners following the period of performance? • Has the proposal budgeted for audits of local partners? REVIEWING PROPOSALS FOR SUSTAINABILITY AFTER TRANSITIONS Included in this box are examples of green and red flags to assist your evaluation committee while they are reviewing proposals involving transitions.
Transition Awards. In exchange for Executive’s agreement to continue employment with the Company through the Retirement Date under the terms of this Agreement, timely execution and non-revocation of this Agreement, and execution and non-revocation of the Separation Waiver and Release following the end of the Employment Term, Executive shall be entitled to his base salary described above, a 2020 Management Incentive Plan (“MIP”) target award of 165% of base salary, subject to the terms and conditions of the MIP program, and a 2020 Long-Term Incentive Performance (“LTIP”) program target award at 300% of base salary, subject to the terms and conditions of the LTIP program (the “Transition Awards”). Other than the Transition Awards and other benefits and payments specified in this Agreement, the Company shall have no obligation to pay Executive any further compensation or remuneration, including but not limited to base salary, commissions, or bonuses.
Transition Awards. Offeror agrees that as soon as reasonably practicable after the Effective Date it will grant to all individuals who:
Transition Awards
