USAID RFP: Integrated WASH and Health Systems Strengthening Activity in the Sahel Region

The USAID RFP for Integrated WASH and Health Systems Strengthening in the Sahel Region is a transformative opportunity to address the intertwined challenges of water insecurity and weak health systems across some of the world's most vulnerable communities in Burkina Faso, Chad, Mali, Mauritania, Niger, and Senegal. This $50-75 million, five-year award aims to improve health outcomes by ensuring that communities have access to safe water, adequate sanitation, and improved hygiene practices, while simultaneously strengthening the health system's capacity to prevent, diagnose, and treat waterborne and climate-sensitive diseases. The RFP reflects USAID's commitment to integrated programming, recognizing that WASH and health are mutually reinforcing: without clean water and sanitation, health system investments are undermined; without a functioning health system, WASH behaviors may not sustain. This overview provides a deep dive into the contextual drivers—climate change, population displacement, and governance fragility—that make this RFP both urgent and complex. The call specifically targets organizations with a proven ability to operate in conflict-affected and remote areas, where access is limited and infrastructure is weak. Successful applicants must demonstrate a nuanced understanding of the Sahel's geopolitical landscape, including the presence of non-state armed groups, cross-border dynamics, and the interplay between development and humanitarian needs. The RFP mandates a 'theory of change' that explicitly links WASH interventions to health system strengthening outcomes, such as reduced child mortality and improved maternal health. Furthermore, it requires a detailed sustainability plan that transitions ownership to local stakeholders by the project's end. This includes capacity building for local governments and community-based organizations to manage water systems and health services independently. Beyond technical interventions, the project must incorporate social and behavior change communication (SBCC) to promote hygiene practices and health-seeking behaviors. Financially, the award will be structured as a cost-reimbursement contract with performance-based milestones, meaning that organizations must have robust cash flow and financial management systems. The RFP also emphasizes value for money, with cost-effectiveness analyses required for all major activities. Given the high urgency (deadline August 20, 2026), bidders should form consortiums swiftly, leveraging complementary skills. GSLI can play a critical role by providing rapid training in proposal writing, grants management, and M&E, enabling consortia to meet USAID's exacting standards. This overview underscores the importance of a holistic, cross-sectoral approach backed by solid evidence, local partnerships, and an unwavering focus on sustainability. ## Strategic Value and Development Alignment Securing this award offers profound strategic benefits beyond the immediate funding. For implementing organizations, it positions them as leaders in integrated WASH and health programming in a high-profile region, opening doors to future USAID and other donor funding in the Sahel and beyond. The project will generate a wealth of data and lessons learned that can be published and presented at global conferences, enhancing organizational reputation. Moreover, the emphasis on local capacity building means that successful applicants will help strengthen the institutional fabric of Sahelian countries, fostering long-term partnerships with ministries of health and water. This aligns with the donor's goal of 'ending the need for foreign assistance' by building self-reliance. From a development alignment perspective, the RFP directly supports multiple SDGs: SDG 6 (Clean Water and Sanitation), SDG 3 (Good Health and Well-being), and SDG 5 (Gender Equality). It also contributes to SDG 16 (Peace, Justice and Strong Institutions) by strengthening governance of water and health services. The integrated approach is endorsed by the WHO, UNICEF, and the World Bank, which all advocate for WASH in health care facilities as a cornerstone of universal health coverage. By investing in climate-resilient infrastructure, the project also supports the Paris Agreement and national adaptation plans. Financially, the $50–75 million investment is expected to leverage additional resources from other donors, host governments, and the private sector. In terms of capital gain, health improvements reduce out-of-pocket expenditures for households, freeing up resources for other development priorities. The multiplier effect of improved water access on livelihoods (e.g., women's time saved) and educational attainment (children, especially girls, can attend school) amplifies the returns. Furthermore, this RFP is a strategic tool for U.S. foreign policy in the Sahel, aiming to reduce instability by addressing root causes of conflict—resource scarcity and lack of opportunity. Successful implementation can improve U.S. standing in the region and counter negative narratives from extremist groups. For bidders, the opportunity to contribute to peace and resilience is a compelling mission-driven incentive. Aligning proposals with the U.S. Strategy to Prevent Conflict and Promote Stability will resonate strongly with evaluators. Consequently, the strategic value of this award is immense, offering both tangible financial benefits and intangible reputational capital. ## Implementation Roadmap Phase 1: Inception & Consortium Alignment (Months 1-6) – This critical phase sets the foundation for success. Activities include: (a) formalizing the consortium with signed agreements that define governance, risk-sharing, and financial processes; (b) conducting a comprehensive baseline using representative surveys and participatory rural appraisals; (c) finalizing the work plan, budget, and M&E plan with detailed indicator definitions and data sources; (d) establishing community feedback mechanisms, such as hotlines and suggestion boxes; and (e) initiating security assessments and developing context-specific standard operating procedures. Key deliverables include an inception report approved by USAID, a baseline report, and a detailed annual work plan. GSLI's 'Project Management for Development' course can train consortium project managers in developing realistic schedules and budgets. Phase 2: Foundational WASH & Health Systems Scale-Up (Months 7-30) – This is the heavy implementation window, focusing on constructing/rehabilitating up to 500 water points and 10,000 household latrines, and equipping 200 health facilities with water, sanitation, and hygiene facilities. Health system activities include training 3,000 community health workers on integrated management of childhood illness (IMCI) and infection prevention and control. Integration is achieved by coordinating water point committees with health facility management committees at the district level. Activities are implemented via local subcontractors to build capacity. Monitoring is quarterly, with data reviewed in adaptive management meetings. GSLI's 'WASH (Water, Sanitation, and Hygiene)' and 'Public Health & Epidemiology' courses prepare staff for technical challenges. Phase 3: Behavior Change & Institutional Strengthening (Months 10-48) – This phase leverages earlier infrastructure to sustain behavior change. Community-led total sanitation (CLTS) triggers are conducted in all target villages, followed by social marketing for handwashing. Health facilities receive support to establish outreach services and referral networks. The project provides technical assistance to local governments for operation and maintenance of water systems, and to district health teams for budget planning. Public-private partnerships are explored for supply chain of hygiene products. This phase also includes capacity building for local NGOs through coaching and access to GSLI e-learning modules. Monitoring focuses on behavior indicators like handwashing with soap at critical times. Phase 4: Transition & Exit (Months 40-60) – The final phase ensures sustainability. WASH facilities are formally handed over to communities and local governments with operation and maintenance plans. Health system activities are integrated into routine district health services. The project conducts a final evaluation, disseminates lessons, and holds a close-out workshop. A sustainability index is tracked, measuring the capacity of local institutions to continue activities. GSLI's 'Financial Management for NGOs' and 'Grants Management' courses equip partners to manage ongoing budgets. The consortium submits a final report and completes asset disposal per USAID rules. Post-project, the consortium may offer continued advisory support under separate agreements. ## Risk Mitigation Risk mitigation is woven into every phase of implementation. The most significant risk is security instability due to armed groups and intercommunal violence. To mitigate, the project will maintain a flexible security plan with real-time threat monitoring, secure communication systems, and contingency evacuation procedures. Staff will receive security training (hostile environment awareness training – HEAT). Operations in high-risk areas will be conducted through remote management and local subcontractors. Another key risk is fiduciary mismanagement, which is mitigated by stringent internal controls, segregation of duties, regular third-party audits, and transparent procurement. All financial staff must complete GSLI's 'Financial Management for NGOs' course. A third risk is weak local capacity, leading to delays and poor quality. This is addressed by embedding capacity development officers who work side-by-side with local partners, and by providing access to GSLI's online courses. Implementation is phased to allow learning curves. Finally, environmental degradation (e.g., over-extraction of groundwater) is mitigated by conducting hydrogeological studies and involving water authorities in site selection. All activities adhere to USAID's environmental procedures. A grievance mechanism ensures community concerns are heard and addressed promptly. Regular risk assessments are reviewed by a dedicated risk management committee. ## FAQ: - Who is eligible?: Eligible organizations include international and local NGOs, private firms, and universities with significant experience in integrated WASH and health programming in fragile settings, a minimum annual revenue of $5 million, audited financials, and in-country presence in at least two Sahel countries. Consortiums are encouraged, but lead must be identified. - How does GSLI training assist with this bid?: GSLI training directly addresses common gaps in USAID proposals, such as weak financial management, M&E design, and proposal writing. By enrolling key staff in courses like 'Writing Winning Proposals', 'Grants Management', and 'Monitoring & Evaluation (M&E)', organizations enhance their compliance with USAID rules and produce a more competitive bid. Courses also help during implementation by equipping staff with project management and financial oversight skills. - What core technical outcomes are expected?: The project aims to increase access to safely managed water for 500,000 people, reduce open defecation in target communities by 80%, train 2,000 community health workers, and reduce under-five mortality by 20%. Outcomes are measured via rigorous M&E using mixed methods, with indicators aligned to SDG 6 and 3. - How can we structure the Monitoring & Evaluation setup?: The M&E setup should include a detailed logical framework with baseline, intermediate, and end-line targets; a performance indicator reference sheet for each indicator; a data quality assurance protocol; and a plan for annual surveys and evaluations. Use mobile data collection tools and integrate with national HMIS. GSLI's M&E course offers practical templates and guidance. - What risk mitigation protocols does the donor require?: The donor requires a comprehensive risk management framework that identifies security, fiduciary, environmental, and reputational risks; outlines mitigation measures; and includes a conflict sensitivity analysis. Standard protocols include dual signatures for transactions, quarterly audits, security drills, and adherence to 'do no harm' principles. ## Cross-Selling of Short Courses To maximize success in this RFP, GSLI recommends at least the following two courses for immediate enrollment: 'Writing Winning Proposals' to master USAID's proposal structure and scoring criteria, and 'Grants Management' to understand compliance with 2 CFR 200. Coupling these with 'Monitoring & Evaluation (M&E)' ensures a robust M&E plan, and 'Financial Management for NGOs' strengthens budget narratives. For technical staff, 'WASH (Water, Sanitation, and Hygiene)' provides evidence-based design, while 'Public Health & Epidemiology' underpins health system interventions. All courses are available online with certificates that can be included in the proposal's key personnel section.

Strategic Overview

The USAID RFP for Integrated WASH and Health Systems Strengthening in the Sahel Region is a transformative opportunity to address the intertwined challenges of water insecurity and weak health systems across some of the world's most vulnerable communities in Burkina Faso, Chad, Mali, Mauritania, Niger, and Senegal. This $50-75 million, five-year award aims to improve health outcomes by ensuring that communities have access to safe water, adequate sanitation, and improved hygiene practices, while simultaneously strengthening the health system's capacity to prevent, diagnose, and treat waterborne and climate-sensitive diseases. The RFP reflects USAID's commitment to integrated programming, recognizing that WASH and health are mutually reinforcing: without clean water and sanitation, health system investments are undermined; without a functioning health system, WASH behaviors may not sustain. This overview provides a deep dive into the contextual drivers—climate change, population displacement, and governance fragility—that make this RFP both urgent and complex. The call specifically targets organizations with a proven ability to operate in conflict-affected and remote areas, where access is limited and infrastructure is weak. Successful applicants must demonstrate a nuanced understanding of the Sahel's geopolitical landscape, including the presence of non-state armed groups, cross-border dynamics, and the interplay between development and humanitarian needs. The RFP mandates a 'theory of change' that explicitly links WASH interventions to health system strengthening outcomes, such as reduced child mortality and improved maternal health. Furthermore, it requires a detailed sustainability plan that transitions ownership to local stakeholders by the project's end. This includes capacity building for local governments and community-based organizations to manage water systems and health services independently. Beyond technical interventions, the project must incorporate social and behavior change communication (SBCC) to promote hygiene practices and health-seeking behaviors. Financially, the award will be structured as a cost-reimbursement contract with performance-based milestones, meaning that organizations must have robust cash flow and financial management systems. The RFP also emphasizes value for money, with cost-effectiveness analyses required for all major activities. Given the high urgency (deadline August 20, 2026), bidders should form consortiums swiftly, leveraging complementary skills. GSLI can play a critical role by providing rapid training in proposal writing, grants management, and M&E, enabling consortia to meet USAID's exacting standards. This overview underscores the importance of a holistic, cross-sectoral approach backed by solid evidence, local partnerships, and an unwavering focus on sustainability. ## Strategic Value and Development Alignment Securing this award offers profound strategic benefits beyond the immediate funding. For implementing organizations, it positions them as leaders in integrated WASH and health programming in a high-profile region, opening doors to future USAID and other donor funding in the Sahel and beyond. The project will generate a wealth of data and lessons learned that can be published and presented at global conferences, enhancing organizational reputation. Moreover, the emphasis on local capacity building means that successful applicants will help strengthen the institutional fabric of Sahelian countries, fostering long-term partnerships with ministries of health and water. This aligns with the donor's goal of 'ending the need for foreign assistance' by building self-reliance. From a development alignment perspective, the RFP directly supports multiple SDGs: SDG 6 (Clean Water and Sanitation), SDG 3 (Good Health and Well-being), and SDG 5 (Gender Equality). It also contributes to SDG 16 (Peace, Justice and Strong Institutions) by strengthening governance of water and health services. The integrated approach is endorsed by the WHO, UNICEF, and the World Bank, which all advocate for WASH in health care facilities as a cornerstone of universal health coverage. By investing in climate-resilient infrastructure, the project also supports the Paris Agreement and national adaptation plans. Financially, the $50–75 million investment is expected to leverage additional resources from other donors, host governments, and the private sector. In terms of capital gain, health improvements reduce out-of-pocket expenditures for households, freeing up resources for other development priorities. The multiplier effect of improved water access on livelihoods (e.g., women's time saved) and educational attainment (children, especially girls, can attend school) amplifies the returns. Furthermore, this RFP is a strategic tool for U.S. foreign policy in the Sahel, aiming to reduce instability by addressing root causes of conflict—resource scarcity and lack of opportunity. Successful implementation can improve U.S. standing in the region and counter negative narratives from extremist groups. For bidders, the opportunity to contribute to peace and resilience is a compelling mission-driven incentive. Aligning proposals with the U.S. Strategy to Prevent Conflict and Promote Stability will resonate strongly with evaluators. Consequently, the strategic value of this award is immense, offering both tangible financial benefits and intangible reputational capital. ## Implementation Roadmap Phase 1: Inception & Consortium Alignment (Months 1-6) – This critical phase sets the foundation for success. Activities include: (a) formalizing the consortium with signed agreements that define governance, risk-sharing, and financial processes; (b) conducting a comprehensive baseline using representative surveys and participatory rural appraisals; (c) finalizing the work plan, budget, and M&E plan with detailed indicator definitions and data sources; (d) establishing community feedback mechanisms, such as hotlines and suggestion boxes; and (e) initiating security assessments and developing context-specific standard operating procedures. Key deliverables include an inception report approved by USAID, a baseline report, and a detailed annual work plan. GSLI's 'Project Management for Development' course can train consortium project managers in developing realistic schedules and budgets. Phase 2: Foundational WASH & Health Systems Scale-Up (Months 7-30) – This is the heavy implementation window, focusing on constructing/rehabilitating up to 500 water points and 10,000 household latrines, and equipping 200 health facilities with water, sanitation, and hygiene facilities. Health system activities include training 3,000 community health workers on integrated management of childhood illness (IMCI) and infection prevention and control. Integration is achieved by coordinating water point committees with health facility management committees at the district level. Activities are implemented via local subcontractors to build capacity. Monitoring is quarterly, with data reviewed in adaptive management meetings. GSLI's 'WASH (Water, Sanitation, and Hygiene)' and 'Public Health & Epidemiology' courses prepare staff for technical challenges. Phase 3: Behavior Change & Institutional Strengthening (Months 10-48) – This phase leverages earlier infrastructure to sustain behavior change. Community-led total sanitation (CLTS) triggers are conducted in all target villages, followed by social marketing for handwashing. Health facilities receive support to establish outreach services and referral networks. The project provides technical assistance to local governments for operation and maintenance of water systems, and to district health teams for budget planning. Public-private partnerships are explored for supply chain of hygiene products. This phase also includes capacity building for local NGOs through coaching and access to GSLI e-learning modules. Monitoring focuses on behavior indicators like handwashing with soap at critical times. Phase 4: Transition & Exit (Months 40-60) – The final phase ensures sustainability. WASH facilities are formally handed over to communities and local governments with operation and maintenance plans. Health system activities are integrated into routine district health services. The project conducts a final evaluation, disseminates lessons, and holds a close-out workshop. A sustainability index is tracked, measuring the capacity of local institutions to continue activities. GSLI's 'Financial Management for NGOs' and 'Grants Management' courses equip partners to manage ongoing budgets. The consortium submits a final report and completes asset disposal per USAID rules. Post-project, the consortium may offer continued advisory support under separate agreements. ## Risk Mitigation Risk mitigation is woven into every phase of implementation. The most significant risk is security instability due to armed groups and intercommunal violence. To mitigate, the project will maintain a flexible security plan with real-time threat monitoring, secure communication systems, and contingency evacuation procedures. Staff will receive security training (hostile environment awareness training – HEAT). Operations in high-risk areas will be conducted through remote management and local subcontractors. Another key risk is fiduciary mismanagement, which is mitigated by stringent internal controls, segregation of duties, regular third-party audits, and transparent procurement. All financial staff must complete GSLI's 'Financial Management for NGOs' course. A third risk is weak local capacity, leading to delays and poor quality. This is addressed by embedding capacity development officers who work side-by-side with local partners, and by providing access to GSLI's online courses. Implementation is phased to allow learning curves. Finally, environmental degradation (e.g., over-extraction of groundwater) is mitigated by conducting hydrogeological studies and involving water authorities in site selection. All activities adhere to USAID's environmental procedures. A grievance mechanism ensures community concerns are heard and addressed promptly. Regular risk assessments are reviewed by a dedicated risk management committee. ## FAQ: - Who is eligible?: Eligible organizations include international and local NGOs, private firms, and universities with significant experience in integrated WASH and health programming in fragile settings, a minimum annual revenue of $5 million, audited financials, and in-country presence in at least two Sahel countries. Consortiums are encouraged, but lead must be identified. - How does GSLI training assist with this bid?: GSLI training directly addresses common gaps in USAID proposals, such as weak financial management, M&E design, and proposal writing. By enrolling key staff in courses like 'Writing Winning Proposals', 'Grants Management', and 'Monitoring & Evaluation (M&E)', organizations enhance their compliance with USAID rules and produce a more competitive bid. Courses also help during implementation by equipping staff with project management and financial oversight skills. - What core technical outcomes are expected?: The project aims to increase access to safely managed water for 500,000 people, reduce open defecation in target communities by 80%, train 2,000 community health workers, and reduce under-five mortality by 20%. Outcomes are measured via rigorous M&E using mixed methods, with indicators aligned to SDG 6 and 3. - How can we structure the Monitoring & Evaluation setup?: The M&E setup should include a detailed logical framework with baseline, intermediate, and end-line targets; a performance indicator reference sheet for each indicator; a data quality assurance protocol; and a plan for annual surveys and evaluations. Use mobile data collection tools and integrate with national HMIS. GSLI's M&E course offers practical templates and guidance. - What risk mitigation protocols does the donor require?: The donor requires a comprehensive risk management framework that identifies security, fiduciary, environmental, and reputational risks; outlines mitigation measures; and includes a conflict sensitivity analysis. Standard protocols include dual signatures for transactions, quarterly audits, security drills, and adherence to 'do no harm' principles. ## Cross-Selling of Short Courses To maximize success in this RFP, GSLI recommends at least the following two courses for immediate enrollment: 'Writing Winning Proposals' to master USAID's proposal structure and scoring criteria, and 'Grants Management' to understand compliance with 2 CFR 200. Coupling these with 'Monitoring & Evaluation (M&E)' ensures a robust M&E plan, and 'Financial Management for NGOs' strengthens budget narratives. For technical staff, 'WASH (Water, Sanitation, and Hygiene)' provides evidence-based design, while 'Public Health & Epidemiology' underpins health system interventions. All courses are available online with certificates that can be included in the proposal's key personnel section.

Who is it For?

This opportunity is designed for a diverse range of organizations, including international non-governmental organizations (INGOs), local NGOs, private sector firms, universities, and research institutions, provided they can demonstrate substantial experience in integrated WASH and health systems programming in fragile or conflict-affected settings. USAID strongly encourages partnerships and consortiums that leverage complementary expertise—for instance, a lead with deep WASH infrastructure experience partnering with a health systems specialist and a local organization with community trust. Eligible entities must be legally registered and in good standing in their country of origin, with the ability to operate in multiple Sahelian countries simultaneously. Specifically, organizations must have at least 10 years of relevant experience, a proven track record of managing USAID-funded awards of $10 million or more, and robust financial management systems that comply with 2 CFR 200. Additionally, bidders must demonstrate cultural competence, gender-sensitive programming, and conflict sensitivity in their past performance. Local organizations are particularly encouraged to apply, either as prime awardees or as significant subcontractors, to ensure sustainability and local ownership. The donor expects evidence of effective community engagement mechanisms and staff with professional proficiency in French and local languages (e.g., Hausa, Fulfulde, Songhai). Ineligible entities include those with active debarment, conflicts of interest, or unresolved audit findings. Organizations must also be willing to undergo pre-award surveys and capacity assessments by USAID.

Priorities

USAID's global strategic priorities, as outlined in the 2024–2029 Policy Framework, center on ending the need for foreign assistance through locally led development, building resilience, and accelerating progress toward self-reliance. In the Sahel, this translates into four key investment KPIs: (1) improved WASH access and sustained hygiene behaviors, measured through indicators like the proportion of target population using safely managed drinking water services; (2) strengthened health systems, gauged by reductions in under-five mortality and maternal mortality rates; (3) increased resilience to shocks, tracked via the Resilience Index Measurement and Analysis (RIMA) scores; and (4) enhanced local capacity, measured by the number of local organizations meeting USAID's organizational capacity assessment benchmarks. The donor specifically prioritizes climate-resilient water and sanitation infrastructure, menstrual hygiene management in schools and healthcare facilities, and integration of WASH into primary health care services, including infection prevention and control (IPC). Furthermore, USAID emphasizes cash-strapped budgets; therefore, interventions must demonstrate high cost-effectiveness—for example, per capita cost for providing basic water services should be below regional benchmarks. Gender equality and social inclusion is a cross-cutting priority, requiring 50% of beneficiaries to be women and girls, and specific allocations for marginalized groups like people with disabilities and internally displaced persons (IDPs). Finally, the donor expects a strong research and learning component, with data collection contributing to the global evidence base on integrated programming in fragile contexts.

Eligibility

Financial eligibility requires applicants to have audited financial statements for the past three fiscal years, demonstrating sustainable revenue streams (minimum annual revenue of $5 million) and negligible debt-to-equity ratios. Liquidity ratios must show the ability to pre-finance activities for at least three months without donor reimbursement. Private sector firms must provide proof of legal registration, tax compliance certificates, and anti-money laundering policies. Special scrutiny applies to organizations with previous USAID awards; they must submit a current Negotiated Indirect Cost Rate Agreement (NICRA) or justify their indirect cost methodology. Spatial eligibility demands that the applicant have an established operational presence (e.g., country office, registration, or permanent staff) in at least two target Sahel countries for a minimum of two years, with demonstrated relationships with local government ministries and community structures. Legal audits require submission of articles of incorporation, bylaws, conflict of interest policies, and whistleblower protection mechanisms. Environmental assessments—as per 22 CFR 216—must be included, showing that proposed activities will not cause significant adverse environmental impacts, and that climate vulnerability is addressed. For consortiums, a lead applicant must be identified, with signed consortium agreements outlining roles, responsibilities, and financial management structures. Bidders from countries subject to sanctions or with U.S. trade restrictions are prima facie ineligible. Additionally, any organization that has received a 'Does Not Meet Requirements' from a previous USAID pre-award survey within five years must submit a corrective action plan.

Path to Success

Step 1: Rapid Capability Assessment & GSLI Training Enrollment (Months 1-2) – Immediately assess your organization's strengths and gaps against USAID's eligibility criteria, particularly in financial management, M&E, and WASH/HSS integration. Enroll key staff in GSLI's 'Writing Winning Proposals' course to sharpen proposal development skills, and 'Grants Management' to ensure compliance with 2 CFR 200. Also consider 'Public Health & Epidemiology' to strengthen health systems rationale and 'Monitoring & Evaluation (M&E)' to design a robust performance monitoring plan. Step 2: Consortium Formation & Technical Workshop (Months 2-3) – Identify and engage potential local partners through formal Letters of Intent. Host a technical workshop (potentially co-facilitated by GSLI experts) to align on a shared theory of change, and map existing WASH and health initiatives to avoid duplication. Use GSLI's 'Project Management for Development' course to train consortium project managers on USAID reporting cycles and work plans. Step 3: Rapid Needs Assessment & Data-Driven Proposal Design (Months 3-5) – Conduct a rapid, participatory needs assessment in targeted communities, using GSLI M&E frameworks to collect baseline data on WASH access, disease prevalence, and health system capacity. Synthesize findings into a compelling problem statement and evidence-based intervention logic. Leverage GSLI's 'WASH (Water, Sanitation, and Hygiene)' and 'Health Systems Strengthening' expertise to design integrated service delivery models. Step 4: Cost Proposal & Compliance Vetting and Final Submission (Months 5-7) – Develop a detailed budget that aligns with USAID's cost principles, ensuring cost reasonableness and allocability. Use GSLI's 'Financial Management for NGOs' course to train finance teams on USAID-specific budgeting and reporting. Have an independent reviewer audit the proposal against ADS 303 mandatory clauses, gender requirements, and environmental mitigation plans. Submit prior to the August 20, 2026 deadline.

Recommended GSLI Courses

Deadline: 2026-08-20

Persona: General

Urgency: Normal