Grants to an ad-hoc organization is possible?

In every country there are so many ad-hoc organizations in other words not officially registered organization work in the society as voluntary. If a group of people come together to solve an issue in their community, are called the ad-hoc organization. Without proper registration grants/donation become risk factor for AIDs/Donors. But sometimes AIDs/Donors want to support that group. To manage the situation the group could get the local government body or local business or non-governmental organization support on their behalf as the grantee. Alternately AIDs/Donors can award grants to the ad-hoc organization through a method of disbursement:

IK (in-kind) = AIDs/Donors will manage the procurement directly

DP (direct payment) = AIDs/Donors will do payment directly to the recipients

NP (negotiated payment) = The ad-hoc organization assist AIDs/Donors to handle procurement and submit the report and all original receipts to AIDs/Donors.

Re (Reimbursement)  = The ad-hoc will use their own fund and reimburse to AIDs/Donors. AIDs/Donors will only receive the reimbursement if the expenses are allowable, allocable and reasonable based on the approved budget.

For details please visit:

http://www.usaid.gov/policy/ads/300/303.pdf

http://www.usaid.gov/policy/ads/cfr.html#22

Project Start-up Process: A Real Challenge for Implementing Partner/s

The project start-up process poses a significant challenge for implementing partners, especially when initiating a new project in a partner (host) country. This challenge is even greater if the implementing partner is new to the country, as the assignment becomes more complex and demanding.

Got opportunities to take the initiative to set up three project offices in Dhaka, Khulna, and Barisal under AIP-USAID, implemented by CNFA. 

Project start-up is often an informal and unstructured phase—there is no standard working schedule, and initially, we worked more than 18 hours a day. This phase is less about paperwork and more about taking ownership and delivering results under pressure. My key contribution was maintaining the right attitude to meet critical timelines.

Several challenges stood out during this process:

• Negotiation with long-term service providers (e.g., securing rental agreements for office spaces) proved to be one of the most complex parts of the setup.
• Opening bank accounts was a fundamental task essential for managing project finances from the outset.
• Recruiting the project team was critical to building the foundation for successful implementation.
• Establishing documentation aligned with policies and procedures ensured compliance and accountability from day one.
• Managing office setup, including internal design and IT infrastructure, required technical insight and hands-on involvement.

Multiple tasks demanded immediate attention, making it essential to prioritize effectively. As the team leader, I acted as the project’s captain—leading with initiative and commitment to ensure everything was set in motion smoothly. From day one, the focus was on delivering results, and with the right leadership approach, even the most difficult tasks became manageable.