Setting Goals and ObjectivesGilbert Burnham, MDJohns Hop.docx

Setting Goals and Objectives
Gilbert Burnham, MD
Johns Hopkins University
The material in this video is subject to the copyright of the
owners of the material and is being provided for educational
purposes under
rules of fair use for registered students in this course only. No
additional copies of the copyrighted work may be made or
distributed.
Part 1: Thinking about Goals, Objectives,
and Indicators
3
Project
Development
Process—1
4
Project
Development
Process—2

5
Project
Development
Process—3
6
The Logical Sequence—1
► The Problem Statement leads to program goals or aims
► These say what you are going to do to address the problems
and needs identified
► Objectives lead to your strategy and methods
► Objectives are the basis of your monitoring system
► Objectives are measured by indicators
► Objectives are what you will be evaluated against during
regular and final evaluations
So these have to be right!
7

The Logical Sequence—2
8
Start with the Goal or Aim or Purpose
► An overall end point—where do we want to be at project
end?
► Explain why you are doing the project
► Emphasizes consistency with national plans or with other
initiatives and your
organizational mandate
► It says what you hope to achieve by addressing your problem
statement
► Can help build recognition of activities
► Goals represent general overall project direction
► Not specific, and not quantifiable, but not vague
► There should be only one overall goal—too many confuses
the reader
● May be several subgoals—each of which will have one or
more objectives, but don’t
make it confusing
► Sets the stage for the objectives, which are specific and
quantifiable
9

Objectives—1
An objective…
► Is a statement of a specific and quantifiable accomplishment
to be attained in a given time
frame
► This says how you intend to achieve your goal, and how you
will make a difference in the
lives of the population you serve
► Includes words like—
► “increase”
► “strengthen”
► “decrease”
► “extend”
► “empower”
10
Objectives—2
11
Objectives—3
12
“SMART”

Objectives
The famous SMART objectives, now taught in primary schools
the
world over (with some variations)
► Specific
The objective describes the direct result of the activity, and say
how you will achieve them
► Measurable
The objective can be quantified—how much, how many, how
often
They are the change created
► Achievable (also Attainable, Agreed, Assignable)
The objective can be attained by the organization—capacity,
constraints, resources
► Relevant (also Realistic)
This is something which will have practical benefit
► Time-bound (also Time-limited)
Results will be achieved within in a given time
13
Indicators, Milestones, and Targets
► Indicators—can be qualitative or quantitative
► Variables that help measure changes in health situations and
assess the extent to
which the objective and targets of a program are being attained

► Indicators are usually expressed as percentages, rates, or
ratios to allow comparisons
to be made, but are not a value themselves
► They are not to be confused with objectives and targets and
goals
● They are “value neutral”
► Milestones
► How are your progressing on the path to realizing the
objective?
► Targets
► A value to be attained by a certain time in the life of the
project
14
Indicators and Targets—1
15
Indicators and Targets—2
16
Qualities of an Indicator
► Valid

► The result is a true representation of what is happening
► Specific
► The indicator measures only the activity that is intended
► Sensitive
► The indicator easily picks up the changes that are intended
► Operational
► Easy to use and it has been tested against other standards
17
The Systems Model for Objectives and Indicators—1
Each step in the systems model could have objectives and
indicators in many projects-
depending on the problem
18
The Systems Model for Objectives and Indicators—2
► A measles immunization program for a specified age group
► Input objective: zero stock out of vaccine; indicator: number
of days in past 90 days
that vaccine was present
► Process objective: vaccine is stored between 2.0 °C to 8.0
°C; indicator: number of days
in past 90 at correct temperature

► Output objective: 8,000 vaccine doses given past 90 days;
indicator: number vaccine
doses given past 90 days
► Outcome objective: 95% measles immunization coverage
achieved; indicator: measles
immunization coverage
► Impact objective: no measles death in past 90 days;
indicator: recorded deaths in past
90 days
19
Targets and Results—1
► Target: a value to be attained by a certain time in the life of
the project
► Often confused with goals and objectives
► Generally liked as an advocacy tool: “Lymphatic filariasis
will be reduced to 25% of
households.”
● This sounds impressive, but the message could be “relax after
the program reaches
the 25% prevalence level”
● Don’t set targets that are to ambitious; you may be setting up
for failure
20

► Results—has an uncertain definition
► Does it mean outputs or outcomes? Don’t use it unless
clearly defined—such as a
“results-based framework”
21
► Impact—used in different ways
► The public health team means change in death rates
► As commonly used, just means some change, amount not
specified
► Many are hesitant to use this term as it is too vague in
standard use
22
Dashboard Indicators—1
► Certain indicators are high priority indicators for effective
managers
► Some project indicators may change quickly and have
important consequences
► These may require quick decision-making from the
management team
► A group of indicators may effectively portray the health and
functions of a project

► These “dashboards” are a collection of such indicators
► This is a central location that integrates data from many
project areas
► Particularly, this is important when a project is complex and
many interventions
► Common in hospitals where bed occupancy, ER waiting time,
and surgery activities can
be monitored minute by minute by senior hospital management
23
Dashboard
Indicators—2
Image adapted from: Evidence for Action - MamaYe. (2014).
Mchinji district data dashboard
and advocacy resources. Lilongwe & London: Evidence for
Action.
24
USAID Results Framework—1
► Strategic objectives—to be achieved by the end of the
project—the “results” or the
impact
► Intermediate results—milestones along the way, outcomes in
order to achieve strategic
objective

► Results framework—the big picture
► One strategic objective may have several intermediate results
(IRs)
► Each IR has a strategy
► Each IR can have several activities
► Each IR activity has indicators
25
USAID Results
Framework—2
The material in this video is subject to the copyright of the
owners of the material and is being provided for educational
purposes under
rules of fair use for registered students in this course only. No
additional copies of the copyrighted work may be made or
distributed.
Part 2: Putting All This Together in a
Logical Framework (Log Frame)
2
The Logical
Framework
► The log frame (or logic model) is dearly beloved by USAID

and
others
► Intent is to guide project development in a logical manner
► Promoting a smooth flow from objective to design of
activities to support the objectives
► Encouraging measurable objectives—making the team
return to fix those that are not measurable
► Selecting ways of measuring
► Prevents things from being forgotten
► Helps unify the various parts of the project
► Can be mechanical and time consuming
► You should do this for your project—think of this as the road
map to your project
3
Log Frame: A
Common
Format—1
4
Log Frame: A
Common
Format—2

5
Log Frame: A
Common
Format—3
6
Log Frame: A
Common
Format—4
7
Log Frame: A
Common
Format—5
8
Log Frame: A
Common
Format—6
9
Log Frame: A

Common
Format—7
10
Log Frame: A
Common
Format—8
11
Monitoring—1
► What happens after implementation?
► How do you know if you are on track?
► What segments are lagging behind?
► Are there some things that are getting ahead?
► Risk of activities getting out of sequence
12
Monitoring—2
13
Monitoring—3

► What happens after implementation?
► How do you know if you are on track?
► What segments are lagging behind?
► Are there some things that are getting ahead?
► Risk of activities getting out of sequence
14
Evaluation—1
► Did the project achieve what was intended?
► Commonly asked at annual evaluations or desk reviews
► And always at end-of-project evaluations
► What went well? What did not?
► How could the design and implementation have been
improved?
► Who benefited, and who did not
► Were resources expended on activities in an efficient
manner?
► A project cannot be evaluated without specific objectives
15
Evaluation—2

16
Strengths and Weaknesses of a Log Frame—1
Strengths
► Methodical approach
► Links aims with objectives and methods with outcomes
► Improves thoroughness and connectedness
► Especially important in complex multicomponent programs
► Facilitates evaluation
► Establishes framework for decisions
► Builds common agenda when developed collectively
17
Strengths and Weaknesses of a Log Frame—2
Weaknesses
► Concentrates on quantifiable indicators
► “We monitor what we can measure—not what is important”
► Mechanistic logic
► Project may become static
► May alienate staff and community

► Requires large investment of time and other resources
18
Beyond Indicators to Indices
19
Cold Chain Index
1. Vaccine refrigerator working
2. Sufficient fuel for 30 days
3. Thermometer working
4. Temperature log kept
5. Cold box vaccine carrier (accept one only)
6. Ice packs present and in good condition (accept one only)
7. Adequate immunization cards for 30 days
20
Indicators for Complex Events
Patient satisfaction index for a clinic visit—Likert scale

1. Length of waiting time
2. Convenience of the health center
3. Cleanliness of health unit
4. Respectfulness and courtesy of staff
5. Trust in the skills and abilities of the health personnel
6. Ease of getting medications
7. Opening hours of health facility
21
Indicators and Indices for the Balanced Scorecard—1
22
Indicators and
Indices for the
Balanced
Scorecard—2
23
Indicators and
Indices for the
Balanced

Scorecard—3
Use of indicator data for informatics which are effective ways
of
communicating project achievements
24
Summing Up
► Goals and objectives are the heart of the project
► Spend time getting them right in the first place
► You can change them as you develop the project
► You can change them even as the project is running
► The log frame is a critical internal tool to ensure consistence
and sequential flow
► It takes time, and sometimes is mechanistic
► But the log frame will help ensure the completeness of your
project design
► Every project needs a communication plan, and indicator
data can feed this
25986Setting Goals and ObjectivesPart 1: Thinking about
Goals, Objectives, and IndicatorsProject Development
Process—1Project Development Process—2Project
Development Process—3The Logical Sequence—1The Logical
Sequence—2Start with the Goal or Aim or PurposeObjectives—
1Objectives—2Objectives—3“SMART” ObjectivesIndicators,

Milestones, and TargetsIndicators and Targets—1Indicators and
Targets—2Qualities of an IndicatorThe Systems Model for
Objectives and Indicators—1The Systems Model for Objectives
and Indicators—2Targets and Results—1Targets and Results—
2Targets and Results—3Dashboard Indicators—1Dashboard
Indicators—2USAID Results Framework—1USAID Results
Framework—225987Part 2: Putting All This Together in a
Logical Framework (Log Frame)The Logical FrameworkLog
Frame: A Common Format—1Log Frame: A Common Format—
2Log Frame: A Common Format—3Log Frame: A Common
Format—4Log Frame: A Common Format—5Log Frame: A
Common Format—6Log Frame: A Common Format—7Log
Frame: A Common Format—8Monitoring—1Monitoring—
2Monitoring—3Evaluation—1Evaluation—2Strengths and
Weaknesses of a Log Frame—1Strengths and Weaknesses of a
Log Frame—2Beyond Indicators to IndicesCold Chain
IndexIndicators for Complex EventsIndicators and Indices for
the Balanced Scorecard—1Indicators and Indices for the
Balanced Scorecard—2Indicators and Indices for the Balanced
Scorecard—3Summing Up
This is a sample Request For Application (RFA) from USAID.
It what donors such as USAID issue when they are seeking
application from Private Voluntary Organizations (PVOs),
which is an NGO classification USAID uses to implement
projects.
In this application an American or International PVO will be
partnering with a local NGO from the selected country to
implement a Maternal, Neonatal, and Child Health (MNCH)
project. The concept is for an experienced PVO to strengthen
the national NGO so there will be sustainability beyond the end
of the project period through improved capacities of the
national NGO.
There will be eight awards of $5 million each for five years,

amounting to $1 million per year. This is a good size project
and winners should expect to implement MNCH projects in one
or more districts in the selected country, a rural or periurban
district commonly being between 300,000 and 1 million people.
Most MCNH projects are implemented in rural areas, as
morbidity and mortality are higher here.
For this proposal, there are many eligible countries. If your
team wishes to do an MNCH project, select a country from the
list, preferably a country that someone in the group has some
knowledge about. Then, you can select a location, devise a local
NGO partner and set about collecting information about the
health and needs of that location. There are many sources such
as DHS surveys and national data from the relevant Ministry of
Health. It is good to select a country with easily accessible data
to help in your project design. For each country, there are a
number of different activities or interventions you can do, so
there is something for everyone’s interest in this RFA.
As you go along, you will have to create a few imaginary
things, such the local NGO partner you will be working with
and the skill sets of various people working for the project.
During the course we will be stepping through each of the
stages of project design so you can be designing and writing
each part as we go along. And then—Voila!!—the proposal is
complete with all of its parts.
The RFA has the fine print about the details the donor wants to
be included in the project (e.g. cost share, length of pages, what
can or cannot be done, etc.). Study these carefully as you are
designing the project! You do not want to do all this work, and
lose out because of a silly mistake. This RFA has been greatly
simplified from its usual format, which is about twice the
length. If you work for NGOs or PVOs, you will learn how to
read these carefully, looking for the fine point. Your job will

depend on this!
We are here to help you with any problems you have
understanding this. After people have been doing this work after
some years they become real experts at understanding an RFA.
Federal Agency Name: United States Agency for International
Development (USAID), Bureau for Global Health (BGH), Office
of Health, Infectious Disease and Nutrition (HIDN)
Funding Opportunity Title: Request for Application (RFA):
MNCH Grants program.
Announcement Type: Initial
Funding Opportunity Number: RFA-OAA-18-000008Catalog of
Federal Domestic Assistance (CFDA) No.: 98.001
RFA Dates:
Note: All specified times in this RFA are Washington, D.C.
time.
RFA Issuance Date: October 29, 2018
RFA Questions Due:November 12, 2018
12:00 Noon RFA Closing Date: December 21, 2018
RFA Closing Time: 12:00 pm (noon) Executive Summary
Introduction
The United States Government, represented by the United States
Agency for International Development (USAID) Bureau for
Global Health (BGH), Office of Health, Infectious Disease and
Nutrition (HIDN) is seeking applications from U.S. Private and
Voluntary Organizations (PVOs) who are engaged in

international health and development. to implement Maternal,
Neonatal and Child Health activities under the MNCH Grants
Program.
The success of U.S. Government (USG) initiatives [e.g., Global
Health Initiative (GHI) and Feed the Future (FtF)] prioritizes
collaboration and effective partnerships with diverse local,
national, and global stakeholders in order to implement the core
principles guiding these initiatives and accelerate progress
towards achieving their goals and targets through country-led
and country- owned policies and strategies. U.S. Private
Voluntary Organizations (PVO) and their local partners, and
local and national NGOs are well poised to contribute to the
core principles of these initiatives[footnoteRef:1] as well as key
areas within USAID’s reform agenda, including but not
restricted to promotion of research and innovation, integration,
sustainability and systems strengthening, a focus on women and
girls, and new partnerships with civil society as a part of
procurement reform. [1: The seven principles underlying the
foundation of GHI are the following: Implement a woman- and
girl-centered approach; Increase impact through strategic
coordination and integration; Strengthen and leverage key
multilateral organizations, global health partnerships and
private sector engagement; Encourage country ownership and
invest in country-led plans; Build sustainability through health
systems strengthening; Improve metrics, monitoring and
evaluation; and Promote research and innovation. A public
consultation document focusing on the GHI may be accessed at:
http://www.usaid.gov/ghi/
]
Through the Maternal, Newborn and Child Health Grants
Program (MNCH), USAID’s Bureau for Global Health (BGH)
has developed effective partnerships with U.S. PVOs and
leveraged their entrepreneurship and expertise for community

health and development, particularly for designing,
implementing, and evaluating innovative community oriented
approaches through local/sub-national/national partnerships in
order to effectively and sustainably improve the coverage of
high impact MNCH interventions in vulnerable populations.
Specifically, this MNCH Request For Applications (RFA)
focuses on the New Partner category which seeks new and
diverse partnerships with new partners (U.S. PVOs and national
NGOs) and provides opportunities to build technical and
organizational capacity for MNCH programming, and
contributes to documenting promising models for local capacity
and sustainability
General RFA Information
Issuance of this RFA does not constitute an award commitment
on the part of the Government, nor does it commit the
Government to pay for costs incurred in the preparation and/or
submission of an application. Applicants who come under
consideration for an award that have never received USAID
funding will be subject to a pre-award audit to determine fiscal
responsibility, ensure adequacy of financial controls, and
establish an indirect cost rate (if applicable). For the purposes
of this RFA, the term “Grant” is synonymous with “Cooperative
Agreement”; "Grantee" is synonymous with "Recipient;" and
"Grant Officer" is synonymous with "Agreement Officer". The
authority for this RFA is found in the Foreign Assistance Act of
1961, as amended.
USAID intends to award up to eight (8) Cooperative
Agreements in total under this RFA totaling up to $40,000,000.
Cooperative Agreements issued under this RFA may have an
implementation period of up to five (5) years. Applicants may
propose implementation periods of less than five (5) years (cost
efficiencies and project effectiveness should be considered) but
no more than five (5) years. The Government reserves the right

to reject any or all applications received and may or may not
award the specified number of Cooperative Agreements in any
category.
New Partner Cooperative Agreements: Up to 8 New Partner
awards (up to $5 million each, up to five years; total estimated
cost of total awards: $12,000,000). The guidance and evaluation
criteria for this supports USAID’s procurement reform
objectives for increasing direct partnerships with new partners
(national, U.S.) and documenting promising practices and
processes to advance local capacity building and sustainability.
Eligible Applicants: U.S. PVOs and local/national NGOs.
Application Limitations: Eligible applicant organizations may
submit up to one (1) application in the New Partner category..
Estimated Award Period of Performance: Project
implementation periods shall begin on October 1 of this year..
Cost Share Minimum Amount: 15% of the total cooperative
agreement amount shall be provided by the prime recipient.
Application Specifications
1. Technical Application: All applicants shall submit a
Technical Application by the closing date of this RFA.
Technical Applications shall be no more than 10 pages (a one
page Executive Summary and nine pages of technical approach)
in length not to include Technical Application Attachments (not
to exceed 12 pages). Any pages in a Technical Application that
exceed the specified number of pages for the application or
attachments will not be reviewed or considered during
evaluations. MNCH Recipients will utilize their Strategic
Workplan development phase (which follows initial grant
approval) to add detail to the project’s technical approach

Applicants may only propose projects in country(s) listed in the
RFA Eligible Country List under each MNCH category a focus
on USAID priority countries). Projects proposed in any
country(s) not on the Eligible Country List within each specific
category will not be considered. See Section III: Eligibility
Information for the full country listings.
2. Cost Application: A Cost Application will accompany this
proposal. This will follow the guidelines set out in Section IV J.
The Cost Application shall be separate companion document to
the Technical Application. See Section IV. Application and
Submission Information for more specific information.
While it is anticipated that these procedures will be successfully
completed, potential applicants are hereby notified of these
requirements and conditions for award. No costs chargeable to
the proposed Agreement may be incurred before receipt of
either a fully executed Agreement or a specific, written
authorization from the Agreement Officer.
Key Updates for Previous MNCHGP Applicants
· The RFA continues to recognize the entrepreneurial role of
U.S. PVOs and their local partners in designing, testing,
evaluating, and facilitating the scale up of new and/or
promising solutions that improve maternal, newborn, and child
health and survival, particularly at the primary health care and
community levels in resource poor
settings.
· The MNCH RFA Eligible Country List has been modified to
focus on USAID priority countries. Please see Section III:
Eligibility Information.
· Key personnel required in the FY2019 are a Headquarters

Technical Backstop, a Project Manager, and a Final Evaluation
Consultant. At the time of application, USAID form 1420 are
suggested for the Headquarters Technical Backstop and Project
Manager.
· Applications for the MNCH RFA will only be accepted
through the jhu courseplus dropbox . It is recommended that
interested applicants not already registered with course
604.221.86 begin the registration process as soon as possible.
Please see Section IV: Application and Submission Information
and Annex J.
Thank you for your interest in this USAID initiative. USAID
looks forward to your organization’s participation.
TABLE OF CONTENTS
Table of Contents 6
ACRONYM LIST 7
SECTION I: Funding Opportunity Description 8
Introduction 8
Overview of the MNCHGP 9
Technical Interventions 10
SECTION II: Award Information 14
Type of Award 14
Substantial Involvement 14
Total Estimated Funds Available 14
Anticipated Award Schedule 15
SECTION III: Eligibility Information 15
Eligibility Requirements 15
Project Restrictions 18
SECTION IV: Application and Submission Information 19
Address to Request Application Package 19

Content and Form of Application Submission 19
Summary Document Due Dates 20
Required Format of Application(s) 20
Branding Requirements 20
Cost Application Funding21
Content Application Document 22
Cost Application Content 26
SECTION V: Application Review Information 27
Evaluation Criteria 29
Technical Evaluation Criteria for New Partner Category
Applications 29
Cost Effectiveness and Cost Realism 30
SECTION V: Reporting 30
ANNEX A: RFA APPLICATION SCREENING
NEWPARTNER CATEGORIES30
ANNEX B: ELIGIBILITY CHECKLIST. 30
ANNEX C: POPULATION AND SUB-POPULATION
CALCULATION GUIDELINES.32ANNEX D:PAST
PERFORMANCE SHORT FORM(3 REFERENCES
REQUIRED)33
ANNEX E: RESULTSFRAMEWORK.34
ANNEX F: TECHNICALPACKAGE AND LEVELOF
EFFORT (LOE) TABLE36
ANNEX G: FINANCIAL REPORTING FORMS AND
INSTRUCTIONS37
ANNEX H: FREQUENTLY ASKED QUESTIONS (FAQs)38
4
ACRONYM LIST
AIDS
Acquired Immune Deficiency Syndrome
BGH

Bureau for Global Health
CBO
Community-based Organization
CCM
Community Case Management
DPT
Diphtheria, Pertussis, Tetanus
FtF
Feed the Future
FBO
Faith-based Organization
FY
Fiscal Year
GH
Global Health
GHI
Global Health Initiative
HIDN
Health, Infectious Diseases, and Nutrition
HIV
Human Immunodeficiency Virus
HMIS
Health Management Information Systems
IMCI

Integrated Management of Childhood Illnesses
IPTp
Intermittent Preventive women Treatment in pregnant
IRS
Indoor Residual Spraying
ITN
Insecticide Treated Net
IYCF
Infant and Young Child Feeding
KPC
Knowledge, Practices, and Coverage Survey
LOE
Level of Effort
LLIN
Long Lasting Insecticide Treated Net
MAMAN
Minim um Package for Mothers and Newborns
MCH
Maternal and Child Health
MCHIP
Maternal and Child Health Integrated Program
MCP

Malaria Communities Programs
M&E
Monitoring and Evaluation
MNCH
Maternal, Newborn, and Child Health
MNCHGP
Maternal, Neonatal, and Child Health Grants Program
MOH
Ministry of Health
NGO
Non-Governmental Organization
OR
Operation Research
ORS
Oral Rehydration Salts
PEPFAR
President’s Emergency Plan for AIDS Relief
PMI
President’s Malaria Initiative
PMTCT
Preventing Mother-to-Child Transmission
PVO
Private Voluntary Organization
RFA
Request for Application
SBC
Social and Behavior Change
TRM
Technical Reference Materials

USAID
United States Agency for International Development
USG
United States Government
WHO
World Health Organization
SECTION I: Funding Opportunity Description
A. Introduction
Achieving high, equitable and sustained coverage of proven,
high impact interventions is critical to reducing mortality and
improving nutrition and other health outcomes among women of
reproductive age, newborns and children under five years of age
in low resource settings. The challenge rests in introducing,
evaluating, and scaling up new and/or promising
implementation solutions that address key gaps in national and
global policies and programs to improve the delivery and use of
these proven, high impact interventions in communities most in
needIt is important to identify, understand, and address gaps in
coverage and quality of care along the continuum of care for
maternal, newborn and child health, improve the delivery and
use of essential interventions and packages to achieve
sustainable impact at scale, and work to eliminate disparities in
coverage.
The success of U.S. Government (USG) initiatives [e.g., Global
Health Initiative (GHI) and Feed the Future (FtF)] prioritizes
collaboration and effective partnerships with diverse local,
national, and global stakeholders in order to implement the core
principles guiding these initiatives and accelerate progress
towards achieving their goals and targets through country-led
and country- owned policies and strategies. U.S. Private
Voluntary Organizations (PVO and their local partners, and
local and national NGOs are well poised to contribute to the
core principles of these initiatives[footnoteRef:2] as well as key

areas within USAID’s reform agenda4, including but not
restricted to promotion of research and innovation, integration,
sustainability and systems strengthening, a focus on women and
girls, and new partnerships with civil society as a part of
procurement reform. [2: The seven principles underlying the
foundation of GHI are the following: Implement a woman- and
girl-centered approach; Increase impact through strategic
coordination and integration; Strengthen and leverage key
multilateral organizations, global health partnerships and
private sector engagement; Encourage country ownership and
invest in country-led plans; Build sustainability through health
systems strengthening; Improve metrics, monitoring and
evaluation; and Promote research and innovation. A public
consultation document focusing on the GHI may be accessed at:
http://www.usaid.gov/ghi/]
MNCHGP USAID’s Bureau for Global Health (BGH) has
developed effective partnerships with U.S. PVOs and leveraged
their entrepreneurship and expertise for community health and
development, particularly for designing, implementing, and
evaluating innovative community oriented approaches through
local/sub-national/national partnerships in order to effectively
and sustainably improve the coverage of high impact MNCH
interventions in vulnerable populations. The MNCHGP’s
strategic focus on operations research for new and/or promising
implementation solutions and new partnerships has positioned
U.S. PVOs and their partners to significantly advance the
science of implementation and contribute to the global and
national evidence base for advancing solutions that address
critical bottlenecks in policies and strategies for community
health. The GH Bureau’s Office of Health, Infectious Diseases
and Nutrition (GH/HIDN) supports USAID’s role in USG
strategic initiatives (e.g., GHI, FtF) and the Agency’s reform
agenda through the several strategies and mechanisms at the
global and country levels. This RFA continues to align the

guidance for U.S. PVO designed implementation solutions,
particularly at the primary health care and community levels,
with the principles and priorities of USAID’s broader strategic
work. The MNCHGP grantees, MCHIP PVO Support, CORE
Group network) are well positioned to contribute to
identification, testing, and dissemination of new and/or
promising solutions to implementation challenges and research
as well as to strengthening dialogue and effective exchange of
technical resources, new and/or promising solutions, research
methodologies, and use of evidence and lessons within a wider
network of innovators supported by USAID.
This Request for Applications (RFA) for the Child Survival and
Health Grants Program (MNCHGP) is seeking effective
partnerships with U.S. PVO/NGO and non-U.S. NGOs to enable
the identification, testing, and scale up of new and/or promising
solutions that address the most critical bottlenecks faced by
governments in order to improve the implementation of policies
and strategies for integrated community health and strengthen
the capacity of health systems and their local partners to
respond to local needs.
The New Partner program seeks new and diverse partnerships
with new partners (U.S. PVOs, international and national
NGOs) and provides opportunities to build technical capacities
with local partners, and contributes to documenting promising
models for local capacity and sustainability. Please see Section
IV: Application and Submission Information for additional
information on the New Partner categories.
B. Overview of the MNCHGP
Since 1985, USAID has supported community-oriented
maternal, neonatal and child health projects implemented by
U.S. PVOs and their local partners. The purpose of this program
is to contribute to sustained improvements in maternal and child
survival and health outcomes, particularly in vulnerable

populations, by supporting the innovative, integrated
community oriented programming of PVOs and their in-country
partners.
MNCHGP Program Model
The Maternal, Neonatal and Child Health Grants Program’s
unique program model combines (1) global implementation with
(2) specialized PVO technical assistance and (3) collaboration
for learning and action to advance the intellectual and technical
leadership for integrated, community-oriented health globally
and nationally, combining national action with global
collaboration and learning through communities of practice.
(1) PVO Cooperative Agreements: Each year, new cooperative
agreements are awarded to support community-oriented health
projects in specific child survival and health technical areas.
Of the 30 integrated MNCH projects in the active portfolio, the
primary focus of 23 projects (approximately 80%) is on
operations research for new and/or promising solutions to
critical challenges for improving and scaling up integrated
MNCH service delivery and use, particularly at the community
level, in low resource settings; and, seven (7) MNCH projects in
the portfolio focus on new partners and previous categories of
awards. Prevention and treatment of Tuberculosis is the central
focus of four (4) projects in the MNCHGPMNCH portfolio.
(2) Specialized Technical Assistance from the Maternal and
Child Health Integrated Program (MCHIP): MCHIP is the GH
Bureau’s flagship project for MNCH. It is a Leader with
Associates Cooperative Agreement with a JHPIEGO-led
consortium, which includes ICF International and JHUIIP.
MCHIP is designed to support the introduction, scale-up, and
further development of high impact MNCH interventions,
including program approaches to effectively deliver these
interventions to achieve measurable reductions in under-five
and maternal mortality and morbidity in focal countries.

Illustrative examples of MCHIP priority areas include:
prevention or management of pre-eclampsia/eclampsia; skilled
birth attendance; newborn infection prevention and
management; handwashing for newborn health; postpartum
hemorrhage prevention; home-based management of asphyxia;
postnatal care/essential newborn care; specialized care for low
birth weight infants; new vaccine introduction and routine
immunization systems strengthening; community case
management (pneumonia, malaria, diarrhea, and malnutrition);
and expansion of the reaching every district (RED) approach.
One of MCHIP’s strategic objectives focuses on assisting PVOs
and their local partners MNCHGP and the President’s Malaria
Initiative (PMI) Malaria Communities Programs (MCP) to
design, implement, monitor, and evaluate innovative, effective,
and scalable community-oriented strategies. The MCHIP PVO
Support Team provides technical assistance for refining
MNCHGPOR questions and designs to ensure alignment and
contribution of MNCHGP research to USAID/USG priorities for
program learning at the global and national levels. In addition,
MCHIP supports technical assistance to Missions interested in
strengthening their local NGO partners through direct
consultation and through access to a wide range of program
design, monitoring, and evaluation tools that are publicly
accessible5. For more information, see the MCHIP website:
http://www.mchip.net/.
(3) The CORE Group: CORE Group is a network of
international health and development organizations that fosters
collaborative action and learning to improve and expand
community-focused public health practices. CORE Group is an
independent organization that currently has over 55 NGO
members with extensive experience implementing community-
oriented health and development programs in 180 countries.
CORE Group is home to the Community Health Network, which
brings together CORE Group member organizations, associates,
partners, scholars, advocates and donors to support the health of

underserved mothers, children and communities around the
world. This dynamic hub includes eight technical Working
Groups, a Practitioner Academy for Community Health, and an
ongoing series of technical exchanges and updates through in-
person and Web-based events and virtual means of
communication, coordination and collaboration. Organizations
interested in participating in CORE Group activities and
learning more about the child survival community should
consider joining the network. For more information, see the
CORE Group website: http://www.coregroup.org/.
CORE Group participates in MCHIP in order to contribute to
USAID’s leadership role in innovative integrated community
MNCH programming, and to maximize the inclusion of NGO
contributions in scale-up of proven and integrated MNCH
interventions at the country level.
C. Technical Interventions
Technical guidance and relevant tools for designing,
implementing, and evaluating the MNCHGP interventions can
be found on http://www.mchipngo.net [e.g. Technical Reference
Materials (TRMs), Minimum Package for Mothers and
Newborns (MAMAN) framework, Rapid Health Service
Provision Assessment (R-HSPA), and Knowledge, Practice, and
Coverage (KPC) survey.[footnoteRef:3] In addition, applicants
may consult USAID’s strategic programming initiative for
MCH.[footnoteRef:4] Applicants should familiarize themselves
with these materials, which provide guidance for developing
strategic high impact intervention packages. [3: A summary of
these tools can be found at
http://www.mchipngo.net/lib/components/documents/PVOCente
r/Tools- and-Resources-for-Local-Institutions.pdf] [4:
http://pdf.usaid.gov/pdf_docs/PDACL707.pdf]
Applicants must select one or more interventions for their

proposal from the following list of high impact interventions
(illustrative examples and selected guidance for activities are
provided below). Selection of interventions should be guided by
the disease burden and health system capacity. The Level of
Effort (LOE) is a percentage assigned to each technical
intervention area with a maximum total of 100 percent for the
proposed technical package. The LOE should reflect the
applicant’s best estimate of the amount of time and resources
that will be required for the proposed activities per intervention
area over the life of the project. Please note that healthy timing
and spacing of pregnancy activities may be incorporated into
any intervention mix or platform (immunization, IMCI or other
child health, or other areas), and is not only restricted to
activities related to maternal and newborn care. While technical
interventions are listed and communicated separately, applicants
are strongly encouraged to consider smart integration of several
interventions, where integration makes technical, financial, and
cultural sense and contributes to improving service delivery and
use. However, integration must be based on context specific
circumstances and the understanding that integration
coordination has a cost — it adds complexity and administrative
burden that should be weighed against the urgency and focus of
rapid, disease-specific results. Applicants may choose to phase
in integration gradually over the life of the project, as relevant.
High Impact MNCH Intervention Areas:[footnoteRef:5] [5:
http://www.mchip.net/node/773 ]
· Nutrition: With an objective to improve nutritional status,
particularly during pregnancy and the first two years of life,
especially for the prevention of under nutrition, illustrative
nutrition activities include the following: social and behavior
change communication on maternal nutrition actions, improving
dietary diversity, and exclusive breastfeeding and appropriate
infant and young child feeding (IYCF) practices; increasing

access to quality foods; targeting of micronutrient
supplementation; preventing and addressing child anemia;
improving delivery of preventive and curative nutrition
services, such as community management of acute malnutrition
through sustainable platforms; and integrating nutrition across
health and agriculture with water, sanitation, and hygiene
activities. In addition, efforts to improve the enabling
environment for nutrition such as strengthening host country
capacity by advancing comprehensive nutrition and food
security policies and improving relevant data collection and
information systems may be included.
· Immunization: Strengthening routine immunization systems
(DPT, BCG, Measles); expanding coverage and assessment;
improving surveillance methods; improving quality and safety
of products; strengthening the cold chain; and supporting polio
vaccination programs.
· Control of Diarrheal Disease: Improving family and
community practices for diarrheal disease prevention, including
hand washing with soap; safe transport, correct storage and
handling of drinking water; promotion of point-of-use treatment
of water; safe disposal of feces; hygiene promotion and
improving water and sanitation technologies; strengthening
enabling environments to reduce the incidence of diarrheal
disease; improving recognition and appropriate treatment of
diarrheal disease at the facility and community level;
breastfeeding for infants and young children; supporting the
revision of policy guidelines to endorse the use of low
osmolarity Oral Rehydration Salts (ORS) with zinc treatment to
improve diarrhea case management for children; and expanding
access to and use of low osmolarity ORS and zinc treatment;
and reinvigorating Oral Rehydration Therapy (ORT) practices.
· Pneumonia Case Management: Ensuring adequate access to
pneumonia case management, which includes high quality

facility- and community-based treatment; promoting timely
recognition of pneumonia by caretakers and prompt care seeking
from appropriate health providers; supporting an integrated
package to strengthen case management such as improving
skills of health workers, improving health system support, and
improving family practices and community services.
· Prevention and Treatment of Malaria: Promoting intermittent
preventive treatment in pregnant women (IPTp);[footnoteRef:6]
expanding ownership and use of long-lasting insecticide treated
bednets (ITNs), including supporting country-led efforts to
achieve and maintain universal coverage; improving malaria
case management (diagnosis and treatment) at the facility and
community levels, including training of health care workers to
correctly use [6: Promoting IPTp should be done in the context
of ANC visits; community delivery of IPTp with SP should not
be included.]
RDTs for diagnosis of malaria particularly in settings where
microscopy is unavailable and in the correct use of ACTs;
promoting care-taker recognition of fever in children under five
and prompt care-seeking behavior; applications should not
include activities related to indoor residual spraying
(IRS).[footnoteRef:7] [7: In PMI countries (Angola, Benin,
Democratic Republic of Congo, Ethiopia-Oromiya Region,
Ghana, Guinea, Kenya, Liberia,
Madagascar, Malawi, Mali, Mozambique, Nigeria, Rwanda,
Senegal, Tanzania, Uganda, Zambia, and Zimbabwe). MNCHGP
projects should be implemented in collaboration with PMI
efforts and priorities in country, which are based on close
planning with National Malaria Control Programs (NMCPs). See
the PMI website at www.pmi.gov for more information,
including annual PMI country malaria operational plans for each
PMI country. Technical resources on behavior change are
available at www.pmi.gov/technical/bcc/index.html In all
countries, projects should be consistent with NMCP strategies

and approaches. Please note that malaria interventions are not
restricted to PMI focus countries or regions.
]
· Maternal and Newborn Care: Improving birth preparedness
and complication-readiness planning; access to focused
antenatal care (including education and counseling for
healthy timing and spacing of pregnancy), nutrition, infection
prevention, and provision of tetanus toxoid immunization and
iron folate; promoting skilled attendants for birth and improving
skills of providers; promotion of clean delivery and infection
control; employing appropriate household- and community-
based strategies where access to skilled care is difficult,
including referral; promotion, prevention, and management of
post-partum hemorrhage including active management of third
stage of labor (for SBAs) for facility-based care and
misoprostol for community-based care in those countries where
it is supported by the MOH and registered for PPH prevention;
prevention and management of pre-eclampsia/eclampsia;
improving access to quality
· postnatal/postpartum care (including education and counseling
for signs of complications, nutrition, activity and infection
prevention, healthy timing and spacing of pregnancy,
Lactational Amenorrhea counseling, and referral to family
planning services); promoting essential newborn care practices
for all newborns including thermal care, cord care, and
immediate and exclusive breastfeeding; and sick newborn care
including identification and treatment of neonatal infection and
complications, resuscitation, and special care of preterm and
low birth weight infants.
· Family Planning: The addition of family planning funding will
support an expanded set of activities that includes as the
provision of family planning services and commodities, training
and supervising community workers and facility based health

personnel to deliver FP services and commodities. As such,
plans for FP service provision must be included as activities in
the narrative. Applicants are encouraged to consult the
following technical resources in the development of their FP
component and approach to integration: Community-Based
Family Planning (CBFP) Toolkit
http://www.k4health.org/toolkits/communitybasedfp;
Technical Reference Materials for Family Planning and
Reproductive Health
http://www.mchipngo.net/controllers/link.cfc?method=tools_tec
h; Family Planning 101 and other FP courses on USAID e-
learning modules
http://www.globalhealthlearning.org/programs.cfm.
Please see Annex A for exemptions on Family Planning
programming..
· HIV/AIDS[footnoteRef:8],[footnoteRef:9] Strengthening or
establishing timely linkages between MNCH services and
HIV/AIDS related services for women and children, where these
linkages will serve to strengthen: 1) both types of services
based upon an evidence-based package of
services;[footnoteRef:10] 2) community-facility linkages such
as routine child health services, including community-based
services, to support improved detection, care, and treatment of
HIV- [8: HIV/AIDS cannot be proposed above 30% level of
effort] [9: To the extent possible, proposed projects should
coordinate with PEPFAR efforts and priorities in relevant
countries. Please
note that HIV/AIDS interventions and/or integration activities
are not restricted to PEPFAR focus countries. www.pepfar.gov]
[10: MAMAN package www.mchipngo.net;
http://www.who.int/making_pregnancy_safer/documents/fch_10
_06/en/]

positive infants and children including referral to Orphan and
Vulnerable Child programs (particularly children under five); 3)
a broad array of evidence-based interventions including those
that may be considered beyond health per se such as the
integration of safe water, hygiene, and sanitation into PMTCT
services as well as into the care and support of HIV-positive
mothers and HIV-exposed children; and 4) the follow-through
of services along the MNCH continuum of care such as the link
of MNCH services providing antenatal, delivery, and post-
partum care with preventing mother-to-child transmission
(PMTCT) services, to produce improvement in those maternity
and newborn/child services as well as increased uptake of
PMTCT and improved follow-up, care, and treatment of HIV-
exposed infants and HIV-positive mothers. In addition,
interventions should support country efforts to incorporate new
WHO HIV guidelines for PMTCT, infant feeding, and ART
[footnoteRef:11]and these may include combination therapy,
cotrimoxazole prophylaxis, and long-term follow-up. Since
MNCHGP funding is MCH element funding, rather than HIV
specific, it is important that any proposed activities related to
HIV detection, care, and treatment be designed in ways that also
strengthen routine MNCH services for the broader population of
women and children in the target population. [11: WHO
recommendations on integrated service packages
http://www.who.int/hiv/topics/mtct/en/index.html]
NOTE: Environmental compliance terms and conditions apply to
these activities. See Section
III. Eligibility Information for more information.
End of Section ISECTION II: Award Information
A. Type of Award
The anticipated type of assistance instrument(s) to be awarded
under this RFA is a cooperative agreement(s).
B. USAID’s Substantial Involvement in implementation of this

award
USAID’s involvement during the implementation of the program
will be limited to approval of the elements listed below:
1. Strategic Workplan - Approval of the Strategic Workplan,
submitted to USAID/GH/HIDN, and any subsequent revisions.
Substantial changes resulting in any revisions to specific
activities, locations, beneficiary population, international
training costs, international travel, indirect cost elements, or the
procurement plan may require a formal modification to the
Agreement by the Agreement Officer.
2. Key Personnel - Approval of key personnel to include the
following positions:
a. Headquarters Technical Backstop
b. Program Manager
c. Final Evaluation Consultant
3. Subawards - All subsequent subawards not included and
approved in the original Cooperative Agreement require
approval.
C. Total Estimated Funds Available
The total estimated funding available under this RFA for new
partners is $40,000,000. Pending the availability of funds,
USAID expects to award up to eight (8) cooperative agreements
in the following category:
1. New Partners: Up to 8 awards in the New Partner category
(up to $5 million each, up to five years; total estimated cost of
eight awards: $40,000,000). The focus of this category is to
support USAID’s procurement reform objectives for increasing
direct partnerships with new partners (national, U.S.) and
documenting promising practices and processes to advance local
capacity building and sustainability.

Application Limitations:
New Partner: Eligible applicants may submit up to one (1)
application in the New Partner category.
See Section IV. Application and Submission Information for a
detailed description of this category and application limitations,
New Partner.
D. Anticipated Award Schedule
It is anticipated that awards will be made by September of this
year. Applicants have the option to propose projects that have
periods of performance of up to five (5) years starting in
September of this year. Applicants may propose projects with
implementations periods of less than five years but no more
than five years. For projects proposed of less than five years,
cost efficiencies and project effectiveness should be considered.
When estimating the start date of a project implementation
period, use a start date estimate at least six months from the
closing date of this RFA.
End of Section II
SECTION III: Eligibility Information
A. Eligibility Requirements
To be eligible for a MNCH Cooperative Agreement under this
RFA, principal applicants must meet the below applicable
eligibility requirements.
1. Eligible Applicants
Applicants are advised to read section a (1-4) carefully.
a) Organizational Status and Experience: Principal applicants
must be a U.S. PVO (any category) or a partnering
local/national NGO. See below for additional information on

organizational status.
1. Definition of New Partner:
To be eligible as a New Partner, both U.S. PVOs and
local/national NGOs must have been awarded no more than $1.5
million in total, USAID direct assistance funding over the three
fiscal years prior to the submission of an application.
Furthermore, for a non-U.S. local/national NGO to be eligible
as a New Partner, it 3must:
1) Be a local non-governmental organization organized under
the laws of the country or region of the proposed activity;
2) Have its principal place of business in the country or region
of the proposed activity;
3) Be managed by a governing body, the majority of whom are
citizens or lawful permanent residents of the country or region
of the proposed activity;
4) Not be controlled by a foreign entity or by an individual or
individuals who are not citizens or permanent residents of the
recipient country; and
5) Attach official documentation of their formal legal status as
an NGO in the host country or in a country in the region.
Local/national NGOs are not required to register with USAID.
Local/national NGO applicants must be non-profit
organizations.
2. Project Eligibility Requirements
1) Documented Legal Presence: The prime applicant must have
legal presence in the country where the MNCH project is
proposed.
2) Eligible Country List: The eligible country list is prepared in
conjunction with Bureau of Global Health leadership and
selected Missions in order to align the potential contributions of
PVOs/NGOs supported through the MNCHGP with USG/USAID
strategic initiatives in focal countries and coordination at the
global level to address country needs.
New Partner Eligible Countries for MNCH projects:

Africa
Asia and Middle East
Latin America and Caribbean
Ethiopia Ghana Kenya Liberia
Madagascar
Malawi
Mali
Mozambique
Rwanda
Senegal
South Sudan Tanzania Uganda
Zambia
Afghanistan Bangladesh Cambodia India
Indonesia Nepal
Pakistan
Guatemala Haiti
b) Application Submission Limitations:
New Partner
Applicants to the New Partner category may submit up to one
(1) application total.
b) Level of Effort (LOE) Restrictions:[footnoteRef:12] An
HIV/AIDS intervention may be proposed up to a 30% LOE
under the New Partner funding category m. (e.g. 40% LOE for
HIV/AIDS would be deemed ineligible). For all intervention
areas, including HIV/AIDS, the LOE proposed is an estimate
determined by the applicant. MNCHGPUSAID expects that the
value proposed reflects the applicant’s best estimate of the
amount of time and resources that will be required for the
proposed activities per intervention area over the life of the
project. [12: Please see definition for LOE under Section I (C)
Technical Interventions.]

c) Page Limitations:Technical Applications shall contain a total
of 10 pages (1 page executive summary
+ 9 pages). Technical Applications submitted with pages that
exceed 10 pages will not be reviewed. This page limit
restriction for the body of the Technical Application does not
include attachments, preliminary matter (title page, table of
contents, acronym list), or the Application Screening Form.
[Technical Attachments cannot exceed 12 pages in length.]
Information required in the Technical Application per the RFA
guidance cannot be included as an attachment and will NOT be
reviewed unless it is specified that this information may be
provided as an attachment.
d) Local Partnerships:
The applicant must work in partnership and/or coordinate with a
range of partners, such as local government, local community
and faith-based organizations, networks of C/FBOs, local or
regional academic or research institutions, private sector
groups, or other local organizations at the regional, national and
sub-national level, on the design and overall implementation of
projects, including monitoring and evaluation and OR efforts.
Applicants are encouraged to partner with and build the
capacity of women’s civil society organizations, as relevant.
All applications must be prepared in collaboration with the
project partners in the proposed site or country.
For the purposes of this RFA local organizations are those
organizations that have been locally conceived, supported and
staffed, whose inception was initiated by nationals from the
country of application and whose headquarters originated and
currently resides in the country of application. Partnerships
with women-led organizations are encouraged.
Regional organizations are those organizations that have been

conceived, supported and staffed in the broader sub-region or
region of the world.
e) Key Personnel: The following positions must be included as
key personnel in the applications and require USAID approval
upon award:
Headquarters Technical Backstop: Assign at least one public
health professional at the applicant organization’s U.S.
headquarters with at least 20% LOE devoted toward
MNCHGPMCNH activities. This staff person must be employed
by the principal applicant, and will have responsibility for
coordinating with the project team, principal investigator, the
final evaluation consultant and any implementing partner(s). In
addition, the Headquarters Technical Backstop will ensure
quality in the deliverables as well as responsiveness to USAID
guidelines (e.g. project workplans, the operations research
protocol, budgets, annual reports and other project deliverables)
submitted to USAID. The Headquarters Technical Backstop is
the primary point of contact for all coordination with
USAID/Washington regarding the progress of the project.
coordinating with the project team, principal investigator, the
final evaluation consultant and any implementing partner(s).
The Headquarters Technical Backstop is the primary point of
contact for all coordination with USAID/Washington regarding
the progress of the project.
Project Manager The designated Project Manager assumes
oversight for the quality of the implementation and outcomes of
the project.
3. Cost Share
Each organization must propose to contribute a percentage of
the cost of the proposed project in non-U.S. Government
resources, in cash or in-kind. U.S. Government resources of

any type or source do not count toward the applicant’s cost
share contribution for the MNCHGP.
4. Other Project Reuirements Reporting Requirements
The following are reporting requirements for all MNCHGP
grantees. All grantees must be able to comply with the
requirements as set forth below:
a) Strategic Workplan: To be submitted per MNCHGP reporting
guidelines within the first project year. Grantees must complete
an in-depth assessment and analysis of the current health
situation in the project site through qualitative and quantitative
baseline surveys. Grantees must establish strong partnerships
with local counterparts and jointly prepare the Strategic
Workplan for submission to USAID for approval. The Strategic
Workplan will provide a plan for the program, including plans
for baseline and final surveys and collection of required
indicators.
b) Annual Reports: Per MNCHGP reporting guidelines, annual
reports are to be submitted 90 calendar days after the award
year.
c) Final Evaluation Report: Per MNCHGP reporting guidelines,
final evaluations are to be submitted 90 calendar days after the
expiration or termination of the award.
d) Financial Reporting: Financial Reports will be required on a
quarterly basis. (See Annex I for Financial Reporting Forms.)
B. Project Restrictions
All proposed activities must directly contribute to improved
maternal, neonatal and child survival and health outcomes.
Applications for which the main purpose is: equipping
hospitals, orphanages, or other residential facilities; curative
care in hospitals; surgical procedures and prosthetics;

construction; manufacturing of pharmaceuticals, or other health
aids; evacuation of children to the U.S. for medical treatment;
emergency relief activities; or adoptions are beyond the scope
of the the program.
End Section III
SECTION IV: Application and Submission Information
A. Address to Request Application Package
This RFA and any future amendments can be downloaded from
the CourePlus website.
B. Content and Form of Application Submission
The following are general instructions for what constitutes a
complete, full application. The instructions include the required
contents on an application(s), required format of an
application(s), the contents of application(s) documents, and
how applications shall be submitted.
A complete application shall consist of the following documents
1. To be submitted by the closing date of this RFA:
a) Full Technical Application consisting of:
i. Technical Approach—general discussion of the points in the
required parts of the proposal with special details on the
deliverables requested
2. Full Cost Application consisting of:
i. Budget Narrative in Word Format
ii. Detailed Budget in Excel Format
21
C. Summary of Document Due Dates
Document

Due Date
Technical Application
Closing date of the RFA
Cost Application
Closing data of the RFA
Further specification of the contents that are required in each of
these documents is described in the section below entitled
Content of Application Documents Guidance.
D. Required Format of Application General
1. All information shall be presented in the English language.
2. The Application shall use the Letter Format 8 ½” x 11”
(There are two exceptions to the aforementioned instruction: 1)
budgets may be in a slightly smaller font (10 point) with smaller
margins, and 2) tables may use smaller fonts and margins,
however, must be easily readable).
3. 12-point font
4. 1” margins on standard, letter-sized paper (8½” x 11”).
Title Page Format
The title page of the application should include:
1. The name and address of the PVO/NGO applicant
2. The country for which the project is proposed.
.
Technical Application Format
The following are formatting instructions for the Technical
Application:
1. The Technical Application shall be formatted Microsoft
Word.
2. The Technical Application shall not contain any cost
information.
3. Number of Overall Pages: All applicants shall submit a
maximum 10 page Technical Application, INCLUDING a one-

page Executive Summary and no more than nine additional
pages which respond to the evaluation criteria for New Partner
applications This page number restriction does not include
attachments, preliminary matter (title page, table of contents,
acronym list) or the Application Screening form.
4. Technical Attachments: All Technical Attachments should be
12 pages or less (EXCLUDING Past Performance Short Forms).
All Technical Attachments should be clearly marked, included
at the end of the application, and listed in the table of contents.
Technical Attachments (annexes) (cannot exceed 12 pages
EXCLUDING Past Performance Short forms) can consist of the
following documents:
· Map of Program Area
· Letters of Support (e.g. MOH or other host country
government, local/international NGOs, research institutions,
private sector partners).
· Technical Package and LOE Table
· Brief summary of biographic information of the two key
positions
· Past Performance Short Form References (3)
E. Branding Strategy and Marking Plan Format
A Branding Strategy and Marking plan template will be
provided to the successful applicants at the time of notification
of a successful application.
F. Cost Application Format General
The following are formatting instructions for the Cost
Application:
1. There is no page limit for the cost application. However,
Applicants are encouraged to be as concise as possible and still
provide the necessary details.
2. The Cost Application shall be completely separate from the
Technical Application.
3. The Cost Application Detailed line-item budget shall be
formatted in Microsoft Excel. Budgets shall display all formulas

(to illustrate method of calculation) with unlocked cells.
4. The Cost Application Budget Narrative shall be formatted in
Microsoft Word.
Budget Narrative and Detailed Budget Format
The Budget Narrative shall have appropriate headings that
match those of the Detailed Budget. For example, the Budget
Narrative shall explain how salaries and wages were determined
and give the appropriate rational under the Salaries and Wages
heading. And the Detailed Budget shall display the estimated
costs for salaries and wages under the Salaries and Wages
budget line item. The Budget Narrative shall explain in t detail
how costs were derived and the methodologies used to derive
and estimate costs. The Detailed Budget shall display the
estimated costs proposed for each budget line item.
G. Content of Application Documents Guidance
This section provides guidance on the contents of the required
documents such as the Technical Application, Cost Application,
and the Past Performance Short forms.
Technical Application Content
The New Partner application is for an amount up to five years,
up to $5 million.
Category Purpose and Scope
This category expands and strengthens USAID’s partnerships
with civil society in response to procurement reform and
advances effective and sustainable approaches and models for
integrated maternal, newborn, and child health. New Partners
(U.S. NGO/PVOs or local/national NGOs) have an opportunity
to develop partnerships with organizations that contribute to
strengthening their technical and organizational capacity as well
the capacity building needs identified by local partners engaged
in implementation, as relevant (e.g. MOH, private sector, civil
society).
New Partners are expected to design and implement effective

MNCH projects that are replicable, and that complement USAID
Mission and national health programming. Applicants are
expected to work in close coordination with the national/local
MOH to support MOH priorities, MOH ownership; and
“mainstreaming” of MOH supported interventions and delivery
platforms New Partner applicants are encouraged to integrate
high impact MNCH interventions as relevant and feasible within
existing programmatic platforms for project they are already
implementing. Eligible LOEs are the following: Nutrition,
Immunization, Control of Diarrheal Disease, Pneumonia Case
Management, Prevention and Treatment of Malaria, Maternal
and Newborn Care, HIV/AIDS. Please see Section I (C)
Technical Interventions for more information.
Budget Requests: New Partner category applicants may submit
budget requests for up to five year projects for up to $5 million
total. Applicants should adequately budget for capacity building
activities.
Who Should Apply: U.S. PVOs and non U.S. local/national
NGOs who meet the eligibility, organizational, and program
requirements identified in Section III: Eligibility Information of
this RFA.
Technical Application Guidance
Applicants must follow the format and guidance described
below to prepare their application in response to this RFA.
Suggested content is provided as a guide and is only
illustrative; applicants may distribute the pages and develop the
content of the narrative as appropriate and relevant to their
submission.
a) A Technical Application shall include the following sections
and address the identified bullets unless otherwise specified:1.
Executive Summary This will summarize your proposal, the
problems identified and what you intend to do about them
This section should be a succinct one-page summary and must

contain the following information as applicable and any
additional information the Applicant believes necessary to best
represent its proposed project.
The summary should include:
· Problem statement What problem will the project address?
· State the problem and challenge, who it affects
(individuals/group), project location, context, and magnitude.
What are the current efforts locally or nationally to address this
problem, by whom, and what are the gaps in terms of existing
options and strategies?
· Description of and the rationale for the proposed partnership,
including plans for organizational/local capacity building needs
and sustainability.
· Approach: What approach(es) or strategy does this project
take to address the problem?
· Key technical package, delivery strategies and nature of
integration if applicable (both technical and within systems).
· Goal(s), Key Objective(s) and Impact or outcomes: What are
the main goals and objectives? What is the expected impact of
the project if successful?
As part of the above, please include the following information;
· Estimated total population in the project location and number
of children under five and women of reproductive age (see
calculation guidelines in Annex C.
· Local partners involved in project implementation, including
name and type of any sub-grantees and total level of USAID
funding to be sub-granted.
· Level of USAID funding requested for the project and cost-
share amount..
· Proposed start/end dates.
b) Body of the proposal Organizational and Local Capacity
Building Needs. Information on local partner(s) please

summarize how you would approach this
This section outlines the organizational and local capacity
building needs of the local NGO applicant. This section also
describes plans for measuring and documenting the proposed
partnership model designed to promote local capacity building
and sustainability. Since the US applicant will be engaged in
local partnerships, this section must also describe the selected
local partner(s) and their role(s) and responsibilities in the
proposed project implementation. This should describe:
● Identify specific technical and organizational capacity
development needs of the New Partner organization, to be
addressed through the proposed project.
● Describe each area of capacity building specifically (e.g.
M&E, sustainability planning and measurement, financial or
human resources management, etc.).
● Describe how these needs were determined as well as the
feasibility of addressing these needs during the course of the
project. Reference any institutional assessments the
organization may have already conducted.
· Discuss the proposed project’s approach to and use of local
partnerships.
· Discuss how the applicant will build and/or leverage the
capacity of any local partner(s) to contribute to expected project
results, as appropriate or relevant to the partner and proposed
programming and partner(s).
· Describe the role of local partners in project activities, and as
relevant, the role of local partners in sustainability planning and
measurement.
· Describe the approach to measuring and documenting the
partnerships that promote local capacity and sustainability. New
Partner applicants must develop plans to disseminate findings
with in-country and global stakeholders. For guidance on
planning for and measuring sustainability, New Partner
applicants are encouraged to review the “Taking the Long

View” Sustainability Manual:
http://www.mchipngo.net/controllers/link.cfc?method=tools_sus
tain .
· In an attachment, include any letters showing specific support
for the proposed project from each of the cooperating
governmental and/or other organizations with which the project
will establish a formal relationship. The letter must outline the
specific role in the proposed project of each of the cooperating
governmental and/or other organizations with which the project
will establish a formal relationship. In addition, a letter from
the MOH must demonstrate that the MOH is supportive of the
proposed program approach.
3. Project Context, Strategy Methods and Results Framework
· Context: This section of the application presents an overview
of the context in which the proposed community-oriented
project will operate. It should provide a clear and
comprehensive picture of the health context in the selected
project area to serve as the basis for the selection of
interventions, strategies, and key project partners.
· Provide a description of the current health status of the target
population and factors that are particularly relevant to the
project strategy including key causes of mortality and morbidity
and socio-cultural, economic, gender, and behavioral factors
that influence care-seeking and self-care practices, vulnerability
and exposure to disease, and the access to, use, and quality of
services. Please cite sources of data.
· Discuss the implementation status and role of relevant national
policies and strategies related to the proposed programming,
including both technical interventions and cross-cutting or
delivery strategies. Provide an explanation of, and justification
for, any proposed approach that differs from the MOH policy in
the proposed country.

· Describe relevant programming that the applicant organization
and/or other groups (including USG/USAID Mission) are
implementing in the same geographic area, highlighting
synergies and ensuring no duplication of effort. Indicate how
the proposed project will engage and/or complement existing
programs.
· Interventions proposed:
· Provide a table in an attachment that specifies the technical
intervention package that will be implemented, which must
include high impact, technical interventions (see Section I (C)
Technical Interventions and technical reference). Please see
Annex G for the table format.
· Goals and objectives with indicators and log frame. This is a
deliverable so full details will be expected.
Provide a logical framework of the goal, strategic objective(s),
and expected results of the proposed project. Also include a
results framework diagram to show how the interventions will
produce the desired results or outcomes. Demonstrate how
selected high impact, technical interventions (e.g., skilled birth
attendance, antenatal care, immunization, etc.)[footnoteRef:13]
and project strategies support stated goal, strategic objectives,
and results/outcomes. Applicants are encouraged to incorporate
aspects of a logic model, which depict the
context.[footnoteRef:14] Please see Annex F for definitions of
terms and resources for developing a results framework. [13:
http://www.mchipngo.net/controllers/link.cfc?method=tools_tec
h] [14: Please see page 9-10 of the Report to Congress
“Working Toward the Goal of Reducing Maternal and Child
Mortality: USAID Programming and Response to FY08
Appropriations.” http://pdf.usaid.gov/pdf_docs/PDACL707.pdf]
· Monitoring plan This is a deliverable so full details will be
expected.
Indicate your monitoring plan and how this will track the

interventions of your project to attain the overall objectives and
results.
· Proposed project strategy and implementation plan. Outline
how you will address this.
Strategy
Clearly describe the overall project strategy, including the high
impact, technical intervention package and cross-cutting
approaches/activities at multiple levels as relevant (e.g.
individual/household, community, facility, policy, other) that
the project will implement to achieve the expected results by
the end of the project. Discuss cross-cutting approaches and
strategies only as relevant and appropriate to the proposed
programming (e.g., behavior change communication, community
mobilization, community-facility linkages, local capacity
building and sustainability, policy, etc.).[footnoteRef:15] [15:
See page 36 of Using Logic Models to Bring Together Planning,
Evaluation, and Action
https://apps.publichealth.arizona.edu/CHWToolkit/PDFs/Logic
mod/executiv.pdf]
Methods including the management plan Outline how you will
address the management of this project
Indicate the methods the project will use to implement its goals
and objectives using the strategy selected. The management
approach using various level of technical staff and community
members should be explained. The management plan should
indicate how the primary PVO will work effectively with the
national NGO to make this project work effectively. Explain
how the decision making process will function.
As an attachment, provide a management/human resources table
of the key project staff and partners who will contribute to
achieving the results of the project. This may include, but is not

limited to: PVO/NGO headquarters and field staff, including
project manager, local partner staff, MOH staff, community
health workers, and private sector providers. For each type of
worker provide: 1) the number of workers in that category; 2)
organizational affiliation; 3) main responsibilities; 4) percent of
effort devoted to project activities; and 5) entity responsible for
remunerating the worker (e.g. PVO/NGO, MOH, community,
volunteer); and 6) brief description of the role the individual
will play within the project.
Evaluation plan This is a deliverable so full details will be
expected
Indicate what are the key points which should be included in the
final evaluation of the project. What are approaches which
should be considered as appropriate given the nature of this
proposal?
4. PVO Organizational Capacity Outline this in your proposal
This section provides evidence that applicants have the ability
to carry out successful projects. See the Technical Reference
Materials (TRMs) for information and resources on
organizational development and capacity
building.[footnoteRef:16] [16:
http://www.classtoolkit.org/sites/default/files/documents/Capaci
ty_Building_for_PVOs.pdf
]
The Organizational Capacity section shall provide the
following:
· Discuss the organization’s experience in designing,
implementing, monitoring and evaluating community-level
projects, specifically organizational successes in the proposed
intervention areas and approaches.
·
Provide any relevant information around the organization’s

operations, current agreements, and working relationships with
the host country government and other organizations within the
country proposed in this application
c) Past Performance References (Attachments) Annex D Just
add a few lines about the wonderful last three project that your
organization did
As an attachment, the applicant shall submit three (3) past
performance references forms for any contracts, grants, and/or
cooperative agreements which the applicant has implemented
involving similar or related projects over the past three years
before the application. Note the following: on the past
performance form: Part I should be completed by the applicant;
Part II should be completed by the reference. Applicants are
required to attach the Microsoft Word format version of this
form to their submission.
H. Cost Application Content
USAID will evaluate the Cost Application separately for cost
effectiveness and realism. While there is no page limit for this
portion, applicants are encouraged to be as concise as possible,
and still provide the necessary details. Applicants shall submit a
completed the budget in and Excel worksheet.Budget Narrative
and Detailed Budget Contents
The contents of the Budget Narrative and Detailed Budget
documents shall mirror and reflect one another. The Budget
Narrative shall have appropriate headings that match those of
the Detailed Budget. For example, the Budget Narrative shall
explain how salaries and wages were determined and give the
appropriate rational under the Salaries and Wages heading. And
the Detailed Budget shall display the estimated costs for
salaries and wages under the Salaries and Wages budget line
item. The Budget Narrative shall explain in great detail how
costs were derived, and the methodologies used to derive and
estimate costs. The Detailed Budget shall display the estimated

costs proposed for each budget line item.
Budget Narrative Contents
To support proposed costs for your project, all applicants must
provide a detailed Budget Narrative for all costs that explain
how the costs were derived and the methodologies used. The
Budget Narrative must provide:
1. The breakdown of all costs associated with the program.
2. The breakdown of all costs according to each partner
organization involved in the program.
3. The costs associated with external, expatriate technical
assistance and those associated with local in-country technical
assistance.
4. The breakdown of any financial and in-kind contributions of
all organizations involved in implementing this program.
Detailed Budget Contents
The Detailed Budget should be broken out by the projects
implementation period (e.g. If the project implementation
period is for five years, the applicant would propose a Detailed
Budget which explains the project costs for a total of five years,
broken out by annual rates).
Additionally, the Detailed Budget shall clearly state the
Applicant’s required cost share portion of the budget.
Applicants to the New Partner category must contribute at least
15% of the cost of the proposed project in non-U.S. Government
resources.
The Detailed Budget Excel Worksheet should contain the
following budget categories at a minimum (other categories may
be added as the applicants feel necessary):
Salary and Wages: Direct salaries and wages should be
proposed in accordance with the Applicant’s personnel policies;

USAID requires that salary daily rates are calculated 260
working days per year. The Budget Narrative should explain
how daily rates are calculated.
1. Fringe Benefits: If the Applicant has a fringe benefit rate that
has been approved by a U.S. Federal Agency, such rate should
be used and evidence of its approval shall be provided. If a
fringe benefit rate has not been so approved, the Application
should propose a rate and explain how the rate was determined.
If the latter is used, the narrative should include a detailed
breakdown comprised of all items of fringe benefits (e.g.
unemployment insurance, workers compensation, health and life
insurance, retirement, FICA, etc.) and the costs of each,
expressed in dollars and as a percentage of salaries.You may
consider the fringe benefit rates as 34% of the salary level
2. Travel and Transportation: The budget should indicate the
number of trips, domestic, regional, and international, and the
estimated costs. Specify the origin and destination for proposed
trips, duration of travel, and number of individuals traveling.
Per Diem shall be based on the Applicant’s normal travel
policies.
3. Equipment: The budget should provide the estimated types of
vehicles and equipment to be used on this project. Be sure to
include all costs associated with equipment such as safety gear
(e.g. helmets), estimated fuel for the project life, tax/tag,
maintenance and insurance premiums as applicable under an
appropriate budget category. The equipment model number, cost
per unit and quantity shall be provided.
4. Supplies: The budget shall specify the supply items related to
this activity (e.g. specimen collection, training materials,
sample transport, administrative).
5. Contractual: The budget shall identify any goods and services

being procured through a contract mechanism.
6. Other Direct Costs: The budget shall identify the following
but is not limited to: staff housing, communications, report
preparation costs, passports, visas, medical exams and
inoculations, insurance (other than insurance included in the
Applicant’s fringe benefits). The narrative shall support and
provide a breakdown for all other direct costs.
7. Indirect Costs: The Applicant shall support the proposed
indirect cost rate with a letter from a cognizant U.S. Federal
audit agency, a Negotiated Indirect Cost Agreement (NICRA),
or with sufficient information for USAID to determine the
reasonableness of the rates (For example, a breakdown of labor
bases and overhead pools, the method of determining the rate,
etc.). For this proposal consider a NICRA rate to be 29%.
End of Section IV
29
SECTION V: Application Review Information
A. Evaluation Criteria
The Technical Applications will be evaluated in accordance
with the Technical Evaluation Criteria set forth below. If an
application is recommended for award following the technical
review, a Cost Application will be requested, and cost
negotiations will be conducted based on a detailed budget (to be
requested upon notification of successful applicant status).
Applicants should note that the technical evaluation criteria
serve to: (a) identify the significant issues which applicants
should address in their applications; and (b) set the standard
against which all applications will be evaluated. To facilitate
the review of applications, applicants should organize the
narrative sections of their applications in the same order as the

evaluation criteria. Awards will be recommended based on the
ranking of applications according to the technical evaluation
criteria and the quality of the response to these criteria.
B. Technical Evaluation Criteria for Applications
All criterion are weighted equally within each of the four (4)
sections (see the breakout of points below). These criteria
apply to each of the sub-categories detailed in Section IV:
Application and Submission Information. Please see Section IV
for further guidance. Annex B will provide assistance for
completeness during preparation.
1. Organizational and Local Capacity Building Needs and
Partnership (45 points total)
1a. Clear description of technical and capacity building needs of
applicant and relevant local partners. Clear description of the
organization’s characteristics and experience to adequately
address identified capacity building needs during the course of
the project, as well as sustainability planning and measurement.
1b. Compelling rationale for proposed local organizational
partnerships for advancing capacity building and sustainable
programming.
1c. Clear description of plans for measuring and documenting
partnership models that promote local capacity building and
sustainability.
2. Project Context, Strategy, and Logical Framework (30 points
total)
2a. Clear and concise situation analysis that presents a strong
rationale for prioritization of the proposed project strategy
(technical interventions, delivery strategies, local partnerships)
responsive to the local/national health systems and national
policy and strategy contexts, including USG/USAID strategic

priorities in-country.
2b. Logical framework is comprehensive and consistent with a
goal, objective(s), and expected results appropriate to the
proposed project. Proposed technical interventions and
strategies effectively contribute to the proposed project
outcomes. These should be illustrated by a results based
framework matrix showing strategic (main) objectives,
intermediate results, and results or outcomes.
2c. Clear discussion of how the proposed local partnership(s)
will contribute to the implementation of effective and
sustainable MNCH programming. Support and/or engagement of
local/national partners in project implementation is
demonstrated in letters of support.
3. Organizational Capacity (20 points total)
3a. Clear description of organizational capacity to implement
the proposed activities through discussion of past relevant
programming experience.
3b. Clear demonstration of a management plan that is feasible
and appropriate to carry out the proposed activities. Clear
demonstration that proposed HQ Technical backstop meets the
criteria described in Section III.4. Past Performance (5 total
possible points)
4a. Information obtained demonstrates successful past
performance implementing previous health projects based on
references.
End of Technical Evaluation Criteria for New Partner
C. Cost Effectiveness and Cost Realism
The Applicant’s Cost Application are expected to allowable,

allocable to the project, fair and reasonable, and cost effective.
They are expected to follow the format provided in Section IV
J. with the financial over view provided separately in SF 424
(JHU). The budgets will be weighed carefully against the budget
narrative provided. All Cost Applications are subject to a cost
realism analysis. Information gathered from such considerations
will clarify the evaluators’ understanding of various application
details and lend itself to an adjustment of scores. In the event
Technical Applications are ranked/scored substantially the
same, the applicant that represents the best value in terms of
cost may be the determining factor for award.
End of Section V
SECTION IV: Reporting
1. Reporting Requirements: The following are reporting
requirements for MNCHGP grantees:
a. Strategic Workplan: to be submitted per MNCHGP reporting
guidelines within the first project year.
b. Annual Reports: to be submitted 90 calendar days after the
award year which is in accordance with 22 CFR 226.51(b).
c. Final Evaluation Report: to be submitted 90 calendar days
after the expiration or termination of the award which is in
accordance with 22 CFR 226.51(b).
d. Financial Reporting: in accordance with 22 CFR 226.52, the
SF 425 and SF 272 will be required on a quarterly basis. (See
Annex H for Financial Reporting Forms.)
RFA ANNEXES
ANNEX A: RFA APPLICATION SCREENING FORM FOR
NEW PARTNER CATEGORIES

30
Name of Applicant Organization:
Country Applying For:
Duration of Program:years Funding Category:
New Partner
(MNCH), sub-category 1-B (PMI/Malaria), sub-category 1-C
(FP Integration))
Technical Interventions (must include %): (Total = 100%)
Nutrition
Immunization
Diarrhea
Pneumonia
Malaria
Maternal/ Newborn
Family Planning
HIV/AIDS
TOTAL
100%

ANNEX B: ELIGIBILAITY CHECK LIST
Eligibility Criteria from RFA
Indicate yes, no, or not applicable and cite the page number or
location in application as appropriate for numbers 1-10..
1.
Status 1: U.S. PVO registered, or in the process of registration,
with USAID
or
Status 2: U.S. non-profit NGO/non-U.S.
non-profit NGO (New Partner applicants only)
2.
New Partner category Applicant Financial Restriction:
Applicant is within USG funding restriction of < $1.5 million in
the last three (3) fiscal years.
3.
PVO/NGO proposes Cost Share at 15% (New Partner) of total
cooperative agreement budget
4.
Applicant has Country Presence (Attachments –include page
numbers and signed document from host country government
providing organization with legal status to operate in country)

5.
Eligible Country (Proposed program is in an eligible country,
see RFA eligible country lists)
6.
If HIV/AIDS is proposed in New Partner CategorieY, it is at a
level of effort not higher than 30%.
7.
Technical Application with executive summary is 10 pages or
less (excluding attachments, preliminary matter, and this
screening form).
8.
9.
Key Personnel is proposed. HQ Technical Backstop (New
Partner)
Three (3) completed past performance short forms
9.
Point of Contact at Applicant Organization for Notification of

Application Status: Name
Address, Phone Number, Email for notifying Applicant of
Application Status:
ANNEX C: POPULATION AND SUB-POPULATION
CALCULATION GUIDELINES
Population numbers help reviewers determine if proposals target
a reasonable number of people in relation to the project area and
proposed interventions. Population numbers are also used to
calculate cost per beneficiary. MNCHGP reports on the total
number of beneficiaries reached by the program since its
inception in 1985. Grantees need to know the number of
beneficiaries in order to plan activities on a yearly basis and
over the life of the project. This document contains
recommended guidance to help applicants report beneficiary
numbers in a standardized manner.
It is expected that MNCHGP projects, either directly or
indirectly, benefit all children less than 5 years and women of
reproductive age (15-49) in the project area; therefore, for these
grants the following definition of the beneficiary population is
used:
Definition: A beneficiary is a child under the age of 5 or women
of reproductive age (15-49) who lives in the project target area.
Guidance:
· Applicants must provide information on beneficiary
population based on the population in the target geographic area
(or areas) at the beginning of the project.
· Applicants must state the source of population numbers for the
project area, the date when this information was collected, and
information as to whether or not these numbers were determined

by official projections. For example, did they perform a census
of the project area or did they use an official source? How is
percent of total population for women of reproductive age and
children under 5 determined? Below are links to sites for
population figures:
· CENSUS BUREAU SITE:
http://www.census.gov/ipc/www/idb/index.html
· UNICEF: http://childinfo.org/
Illustration of Beneficiary Calculation for Project X:
Explanation of calculation: Numbers are calculated before the
initiation of the project. The Project X team calculated the
population breakdown based on official guidance from the
regional health office, which stated that of the total population
in the district where the population operates, 4% are infants 0-
11 months, 4% are children 12-23 months, 20% are children 0-
59 months, and 22% are women of reproductive age (15-49).
They obtained the total population numbers from the National
Census Bureau.
Beneficiary Population Numbers for Project X:
Beneficiary Population
Number
Infants: 0-11 months
5,193
Children: 12-23 months
5,193
Children: 24-59 months
15,580
Children 0-59 months
25,966
Women 15-49 years
28,561

Total Population
129,830ANNEX D: PAST PERFORMANCE SHORT FORM (3
REFERENCES REQUIRED)
Note: Part I is to be completed by the applicant. USAID will
obtain the information to complete Part II.
PERFORMANCE REPORT - SHORT FORM
PART I: Award Information (to be completed by Applicant)
1. Name and Address of Organization for which the work was
performed:
2. Award Number:
3. Award Type:
4. Award Value (TEC): (if subagreement, subagreement
value)
5. Contacts: (Name, Telephone Number and E-mail address)
6. Period of Performance:
7. Title/Brief Description of Product/Service Provided/
Results Achieved to Date:
8. Problems: (if problems encountered on this award,
explain corrective action taken)
PART II: Performance Assessment (to be obtained by
USAID—DO NOT COMPLETE)
1. Quality of product or service, including consistency in
meeting goals and targets, and cooperation and effectiveness of
the Prime in fixing problems. Comment:
2. Cost control, including forecasting costs as well as accuracy
in financial reporting. Comment:
3. Timeliness of performance, including adherence to contract
schedules and other time-sensitive project conditions, and
effectiveness of home and field office management to make
prompt decisions and ensure efficient operation of tasks.
Comment:
4. Customer satisfaction, including satisfactory business
relationship to clients, initiation and management of several
complex activities simultaneously, coordination among
subcontractors and developing country partners, prompt and

satisfactory correction of problems, and cooperative attitude in
fixing problems. Comment:
5. Effectiveness of key personnel including: effectiveness and
appropriateness of personnel for the job; and prompt and
satisfactory changes in personnel when problems with clients
where identified. Comment:
ANNEX E: RESULTS FRAMEWORK
For more information on developing a results framework or for
illustrative examples, please consult the USAID Program
Design and Monitoring and Evaluation Participant’s Guide at
https://usaidlearninglab.org/sites/default/files/resource/files/RF
_Technical_Note_Final_2013_0722.pdf
Defining Terms
Goals: Big picture, long-term, ultimate ambitions to alter health
status in a population. Goals are at the highest level and are
typically not measured in the program context. For example,
reducing morbidity and mortality in the general population are
usually considered to be at the goal level.
While the fulfillment of a goal may not be possible or verifiable
within the life-span of the project, the achievement of the
project's more specific objectives should contribute to the
realization of the goal.
Strategic Objective: A statement of what the program plans to
achieve during the life of the project. This achievement is the
highest-level result that a program can materially affect with its
efforts within the given restraints (such as time and funding).
For example, “increased use of contraception,” or “reduced
unmet need for family planning,” or “increased utilization of
antenatal services.” Results are stated in terms of changes in
condition of targeted beneficiaries or changes in conditions that
affect them such as deliveries with a skilled attendant, or
appropriate case management of common childhood illnesses.
Intermediate Results (IR): A discrete result or outcome

necessary to achieve an objective or another intermediate result
critical to achieving the objective. For example, “Increased
access to contraceptive counseling and services,” “improved
quality RH services,” and “increased motivation for use of
family planning and selected reproductive health information
and services” could be a set of intermediate results necessary
for achieving the desired higher result or strategic objective of
“adequate child spacing practiced.”
Outcomes: Outcomes are anything clearly intended to be
achieved. For example, program outcomes may be, “improved
service delivery by health providers,” or “community outreach
services at levels beyond the household or beneficiary.” They
are intermediate effects that often occur at several levels in a
series of cause and effect relationships. Outcomes have an
ultimate effect on the target population/clients (results).
Outcomes are sometimes described as better knowledge or
changed attitudes, leading to adoption of desirable behavior
(results). Whether an objective is a result or outcome depends
on where in the chain of results it is.
· Results describe the longer-term impact on the beneficiaries
(or customers).
Adoption of healthy behaviors and practices by caretakers are
often the objective at the level of results.
· Outcomes describe more immediate effects on the
beneficiaries (or customers). Outcomes may include increased
knowledge or changed attitudes of the child’s caretaker or
improved quality of care by a health service provider at the
community or health facility level.
33
ANNEX F: TECHNICAL PACKAGE AND LEVEL OF
EFFORT (LOE) TABLE TO BE SPECIFIED IN PROPOSAL

Please note: entries in italics are illustrative.
Level of Effort (LOE)
High Impact Technical Interventions30
Level of Delivery
Policy/Strategy
Facility (Referral)
Facility (1stLevel/ Outreach)
Community
District
National
LOE 1
(e.g. Maternal and Newborn Care – 50%)
Skilled care at birth
X
X
X
Essential Newborn Care
X
X
X
LOE 2
(e.g. Nutrition – 25%)
Infant and young child feeding

X
X
X
LOE 3
(e.g. Pneumonia Case Management – 25%)
Treatment of pneumonia
X
X
X
X
X

ANNEX G FREQUENTLY ASKED QUESTIONS (FAQs)
Frequently Asked Questions (FAQs)
Note: Questions are listed under the corresponding relevant
section of the RFA.
Eligibility Information
Question: My non-profit organization is not a U.S. based
organization. Can I apply to this opportunity?
Answer: Yes. The MNCHGP RFA is open to both U.S. and
non-U.S. Non-Profit organizations. See the Section III,
Eligibility Information for the complete set of criteria that a
prospective NGO must meet in order to be eligible to apply for
funding under this RFA.
Question: My organization wants to submit more than one
application. Can I do this?
Answer: Applicants may submit up to one application to the
New Partner category.
Question: I am considered a new partner to USAID. Do I have
to provide cost share?
Answer: Yes. The MNCHGP FY16 RFA requires applicants who
are applying to the New Partner category to provide a 15% cost
share. Applicants who propose less than 15% cost share will be
considered ineligible for award.
Question: Does my organization need to be already registered in
the country in which I want to propose to compete for this
grant?

Answer: Prime applicants must demonstrate that they have
begun the process of establishing legal presence in the proposed
country by the time of application submission. However, before
an agreement can be awarded, the applicant must have proof
that this process has been finalized and they possess
documented legal presence.
Application and Submission Information
Question: My organization plans to submit an application to
conduct a project in Benin. Can we submit our application in
French?
Answer: No. All information in the technical proposal should
be presented in the English language, and attachments and/or
supplementary documents must be in English or accompanied by
an English translation.
38
Talking about course requirements
Design and Planning of PHC Projects
1. Milestones.
Milestone 1: The first milestone are just reminders of where you
should be as the course moves forward. The first one reminds
you that you should have chosen an RFA by this point and
decided what specific type of project that you will be designing.
At this point you will have decided if you are going to do this
on your own, or will be working with someone else, or even a
second partner

Milestone 2: The second milestone means that you will have
completed the cluster survey exercise at this point and gotten
the correct answers from your analysis of the data.
Milestone 3: By the third milestone you now will have
something to show for the development of the project you are
designing. Here you will have 6 slides to give a background to
the problem you have chosen for your project, the project goals
and objectives, the strategy you have chosen, how you will
involve the community and the human resources needed. You
will turn these in by the deadline data. The faculty will review
these and give you comments, but this is not part of your grade.
Some peers will review these as well using voice thread and
give your comments as well.
Milestone 4: The fourth milestone is the final milestone. Here
you will present your finished product. Although you will
describe the PHC project you have designed the main parts you
will be graded on are those that have been labeled as
deliverables in the course. Some of your fellow classmates will
be reviewing your final project design and leaving voice thread
comments. The final product will be an important part of your
grade (40%). The parts of the project design which you will be
most closely graded on are the goals and objectives, the
monitoring plan and logframe, the project budget and the
evaluation plan. Please outline the other parts but we will
expect less detail on these. In lecture 10 we will outline the
design components which are present in a project proposal. We
will give you these in a separate list shortly, so you can be
thinking ahead.
2. Deliverables
These are powerpoint slides on a specific project component
that you must turn in through the course dropbox. We the
faculty will review these, not for a grade but to give you tips on
these particular project parts. There are date when each of these
4 parts are due.
Deliverable 1. These are your goals and objectives and should
be submitted on up to 6 powerpoint slides. With these

objectives you will also indicate which indicators you have
selected to measure the achievements of the objectives.
Deliverable 2. Following on the design on your goals and
objectives you will create a monitoring plan for your project
and include the logframe that you have created for this. There
are aids available in the online library on the creation of
logframes.
Deliverable 3. This is the project budget. There will be good
directions in the lecture 13 and in the online library materials
on how to construct a line item budget. The challenge here is to
consider all the various details that need to go into this budget,
but we will give you help with this, and make comments with
what you submit.
Deliverable 4. This is the final deliverable and it includes the
evaluation plan. How would you like to have your project
evaluated? What would you direct the evaluators to look at or
for?
3. Quizzes. There are 3, which will cover all parts of the course.
The intent of these is to assure the faculty that students are
understanding the material which is being presented. The scores
from these three quizzes will account for 20% of your grade.
These quizzes will usually be 10 questions or less. They are
“open book” in the sense that you can refer to your notes or the
slides as you like. However you will only have about 30 minutes
to complete the quiz once you start.
4. Midterm exercise. The student will be given a PHC proposal,
and asked to review this individually to assess how realistic a
proposal it is, where the weak parts are, and what changes
should be instituted to improve its quality. The student’s marks
for this exercise will constitute 20% or their final grade. When
we get close to the midterm we will provide much more
information.
5. Class participation. On an internet class, participation is
more difficult than raising your hand in a classroom. However,

there are opportunities to ask questions and respond to
discussion board postings, as well as, to participate with the
live talks. Class participation is worth 20% of the student’s
grade.
6. The Final PHC Proposal. The final proposal will be an
aggregate of all the deliverables that the student (or pair of
students) have been working on throughout the term. As the
term progresses the student will be adding to a rough PHC
Proposal outline. By the end of the term, the student will have
the main components of a PHC proposal. This will be 40% of
the student’s grade. There are examples of proposals in the
Online Library.

Setting Goals and ObjectivesGilbert Burnham, MDJohns Hop.docx

More Related Content

Similar to Setting Goals and ObjectivesGilbert Burnham, MDJohns Hop.docx (20)

More from klinda1 (20)

Recently uploaded (20)

Setting Goals and ObjectivesGilbert Burnham, MDJohns Hop.docx