0. Tourism Activity in BiH - Statement of Objectives (SOO).pdf

STATEMENT OF OBJECTIVES

TOURISM ACTIVITY

IN BOSNIA AND HERZEGOVINA (BiH)

I. PURPOSE

The goal of the Tourism Activity (hereinafter referred to as the "Activity") is to improve the socio-economic conditions in Bosnia and Herzegovina (BiH). The purpose of the Activity is to enhance the economic benefits of tourism.

Tourism is one of the fastest growing sectors in BiH and a pillar of its economic development. However, its potential contribution to the country's economic growth remains yet to be fully exploited, and its development remains unsustained. To address this development challenge, the Activity will drive inclusive economic growth, strengthen social cohesion by leveraging BiH’s distinctive attributes and cultural heritage, and build on the current momentum in the tourism sector to guide it toward a more sustainable and resilient future.

The Theory of Change (ToC) of the Activity is the following:

IF policy reform in the tourism sector is supported and the management of publicly owned protected areas is improved;

IF authentic tourism products and experiences are developed to meet the expectations of international guests;

IF BiH’s destination brand is strengthened and the key tourism assets are promoted across the selected international markets;

IF human capital in tourism is improved in line with the global best practices in order to fill the gap in the market due to workforce migration;

THEN the economic benefits of tourism in the country will be enhanced.

II. SCOPE

To achieve the purpose of the Activity, the Contractor must provide comprehensive technical assistance to a diverse range of tourism sector stakeholders. Direct beneficiaries of this support may include government institutions (e.g., trade chambers), Destination Management Organizations (DMOs), private sector entities, civil society organizations (CSOs), and academia. All Activity interventions must be thoughtfully designed and strategically implemented to address immediate sector needs while contributing to broader, long-term development objectives.

The Activity’s work must be guided by principles of local ownership, inclusivity, sustainability, and a strong commitment to advancing gender equality, women’s empowerment, and private sector engagement (PSE). The Activity must align with local systems, promote digital transformation, and ensure effective coordination with other donors to maximize results and avoid duplication of efforts.

The Activity will place a particular focus on empowering women by addressing systemic barriers, expanding access to resources, and fostering opportunities for their engagement, leadership, and entrepreneurship in the tourism sector. PSE will also be integral to the Activity’s success, leveraging partnerships with companies and investors to create shared value, build workforce capacity, and promote sustainable economic growth. Additionally, the Activity must navigate BiH’s decentralized governance structure and ethnic and political tensions by fostering collaboration among diverse stakeholders and aligning interventions with local priorities to ensure inclusivity and cohesion.

By adhering to these principles, the Activity will achieve its objectives while strengthening local systems, fostering resilience, and ensuring equitable, inclusive, and sustainable development. USAID’s oversight will support the consistent application of these principles and the effective management of constraints during implementation.

Grants under Contract (GUC)

To complement and enhance the effectiveness of the Activity’s technical assistance, the Contractor must allocate $750,000 for Grants under Contracts (GUC) to local entities, non-profits or for profit. All grants should have a strong and clear justification for their necessity, must align with the Activity’s objectives, and adhere to U.S. Government regulations, ensuring transparency, accountability, and effective use of funds. The Contractor will be responsible for managing the full grant cycle, including solicitation, selection, award, monitoring, and reporting, in compliance with established guidelines.

III. CONTRACT LENGTH AND PLACE OF PERFORMANCE

The length of this contract is expected to be five years. The Activity will be implemented across the entire territory of BiH. During the course of implementation, the geographic focus is subject to change, pursuant to shifts in USAID and BiH’s priorities, changes to the operating environment, and consultations with the Contracting Officer Representative (COR).

This flexibility must be noted in the Contractor’s proposal.

IV. BACKGROUND

A. General Background Information and Country Context

BiH is an upper-middle income country, located in the heart of Europe and marked by a rich history, diverse culture, and remarkable natural resources. The country offers a mix of natural beauty, historical sites, and cultural experiences that attract a growing number of international visitors. The tourism sector in BiH has seen steady growth, particularly after the war in the 1990s. In 2019, the tourism sector in BiH had the third-highest growth rate globally.

However, the COVID-19 pandemic in 2020 severely disrupted the sector and led to an over 85 percent decline in tourism revenues, a dramatic decrease in international and domestic tourist arrivals, widespread job losses, and left survival struggles for many small and medium-sized enterprises (SMEs) struggling to survive.

USAID’s significant support to the tourism sector has played a vital role in its return to a growth trajectory. Ever since the easing of COVID-19 restrictions, the sector has been on a path to recovery with gradual return of tourists, popular destinations rebound (e.g., Sarajevo, Mostar, and Medjugorje), reopening of hotels and restaurants, and adoption of health and safety measures, among other things. Despite the negative effects that the pandemic has had, COVID-19 also led to a growing interest in outdoor activities and nature-based tourism and accelerated the adoption of digital technologies in the tourism sector. In 2023, three years after the pandemic started, tourism statistics in BiH reached its new high - 1,755,040 arrivals (7 percent more than in 2019) and 3,690,514 overnight stays (9 percent more than in 2019).

B. Development Challenge

Despite positive developments in recent years, numerous challenges remain in BiH’s tourism sector, hindering its full potential for growth and sustainability. Fragmented governance structures and insufficient coordination among stakeholders impede the development of cohesive policies and strategies for sustainable tourism. Additionally, limited infrastructure, particularly in rural areas, and a lack of targeted workforce development programs prevent the sector from meeting rising international tourism standards. Gender disparities also pose significant challenges, with women underrepresented in decision-making positions and facing barriers to establishing and growing tourism-related businesses. Furthermore, private sector engagement (PSE) in the tourism sector remains insufficient, limiting the development of innovative solutions and partnerships needed to address these challenges. Enhancing the tourism offering through initiatives like creating additional signature experiences and increasing visitor spending is essential. Equally important is strengthening the country’s global image through efforts such as roadshows and improving connectivity. Addressing these challenges requires an integrated approach that improves destination management, enhances marketing capacities, and ensures that local communities benefit from tourism development while preserving the country’s rich cultural and natural heritage.

Given the highly politicized environment in BiH and its influence on tourism development, USAID anticipates maintaining a degree of engagement and oversight throughout the implementation of the Activity. This will include providing technical directions to ensure that the Activity aligns with broader strategic goals, navigates political sensitivities effectively, and addresses emerging challenges in a manner that promotes inclusive and sustainable tourism growth. By exercising this level of operational control, USAID aims to mitigate potential risks, support adaptive management, and ensure that interventions remain responsive to the complex political dynamics that affect tourism development in BiH.

Continued, well-timed support is essential to enable private sector expansion and strengthen government responsiveness to sector needs. Without such support, both the sector's growth and broader development objectives that USAID aims to advance may face considerable setbacks.

C. Link to USAID/BiH Country Development Cooperation Strategy (CDCS)

The Activity will contribute to the achievement of USAID/BiH’s Country Development Cooperation Strategy (CDCS) goal: “BiH citizens hold their government accountable, participate in a robust, legitimate economy, and value and promote an inclusive society.”

Specifically, the Activity will support both CDCS Development Objectives (DOs). Under DO2: "Socio-Economic Conditions Improved," the Activity will focus on advancing Intermediate Result (IR) 2.2: "Private Sector Growth Increased." Additionally, the Activity will contribute to DO1: "Accountability of Government to Citizens Strengthened," by supporting IR 1.2: "Governance Effectiveness in Targeted Areas Strengthened." The Activity will also address CDCS cross-cutting priorities, including improving donor coordination and addressing the issue of emigration in the country.

The Activity will also promote and support key Agency priorities, including gender equality and women’s empowerment, PSE, digital development, and localization. Specifically, the Activity will advance gender equality and women’s empowerment in alignment with USAID’s 2023 Gender Equality and Women’s Empowerment Policy, which emphasizes creating opportunities for women and girls to fully participate in economic, social, and political life. The Activity will also contribute to USAID’s Digital Policy, which focuses on leveraging digital tools and technologies to drive positive development outcomes, foster innovation, and promote inclusivity. This alignment will support efforts to enhance digital capacity and bridge digital divides. Furthermore, the Activity will incorporate USAID’s Private Sector Engagement (PSE) Policy, working collaboratively with private sector partners to achieve sustainable development goals. This approach underscores the importance of market-based solutions and partnerships to drive economic growth and improve livelihoods.

Detailed information about specific contract parameters can be found in Section VI.

Operating Constraints and Contract Parameters.

D. Relationship to other USAID activities and other donor or host-government funded programs

Potential collaborations may include, but are not limited to Diaspora Invest 2, the Local Governance Assistance Activity, Countering Ethno-Nationalism Activity, and the Mission’s digital initiatives. Additionally, the Activity will establish, strengthen, and maintain close relationships with other USAID efforts in the country. It will ensure alignment and collaboration with activities within the democracy and governance, as well as economic development portfolios, to promote synergy, complementarity, and the optimal use of resources.

The Activity will build upon the significant successes and achievements of USAID/BiH’s Turizam Activity, summarized in Annex I, to ensure the long-term sustainability of its outcomes. To support this effort, Offerors are encouraged to review and rely on findings, conclusions, and recommendations from the mid-term performance evaluation of USAID/BiH’s Turizam, completed in early 2024. By leveraging the credibility and trust that USAID/BiH’s Turizam has established among donors and key local actors, the Activity will create a solid foundation for continued progress and innovation in the tourism sector.

Assuming a leadership role in this transition, the Activity will prioritize strategic and effective donor coordination to maximize the value of all support provided. These efforts will include enhancing the flow of information among local constituents, partners, and USAID, fostering transparency and strengthening accountability to local communities. This commitment to building on USAID/BiH Turizam's work underscores the importance of achieving and sustaining measurable results that benefit all stakeholders.

https://www.usaid.gov/sites/default/files/2023-03/2023_Gender%20Policy_508.pdf https://www.usaid.gov/sites/default/files/2024-07/DigitalPolicy_USAID_FINAL_24JUL.pdf https://www.usaid.gov/sites/default/files/2022-05/usaid_psepolicy_final.pdf https://docs.google.com/document/d/10QBo6ADtnp1kHHUHErFLBJEZuDJrzEQCOpf5yB_zmc0/edit?tab=t.0 https://measurebih.com/uimages/USAID-MII-Performance_Evaluation_Turizam-Final_Report_2024.pdf https://measurebih.com/uimages/USAID-MII-Performance_Evaluation_Turizam-Final_Report_2024.pdf

V. PERFORMANCE OBJECTIVES AND RESULTS

A. Performance Objectives

Activity Goal: Socio-economic conditions improved.

Activity Purpose: The economic benefits of tourism in BiH enhanced.

The Activity will stimulate inclusive economic expansion propelled by tourism and foster social cohesion through the strategic utilization of its unique attributes and abundant cultural legacy. It will further fortify the ongoing robust expansion of BiH tourism sector, guiding it towards a more sustainable tourism economy.

The Activity purpose will be considered achieved if the following indicative targets are accomplished over the life of the Activity:

● 10% increase in the total number of tourism nights recorded compared to the baseline,1

● $500 million increase in the total amount of tourism receipts compared to the baseline.2

To achieve its purpose, the Activity will focus on the following four objectives:

Objective 1: Adoption and Implementation of Targeted Policy Reforms Supported

Target: Up to 10 strategies, policies, or regulations necessary for the tourism sector growth drafted with USG assistance and supported through proposal, adoption and/or implementation procedures

Objective 2: Authentic Tourism Products and Experiences Developed

Target: 60% improvement from the baseline in the number of new tourism products and experiences launched3

Objective 3: Destination’s Brand Strengthened and Key Tourism Assets Promoted Across Select International Markets

Target: 60% improvement from the baseline in the number of international travel agents selling BiH4

Objective 4: Human Capital in Tourism Improved

Target: 40% of tourism businesses reporting improved workforce quality due to USG-supported training

These objectives are fully aligned with the 2021-2027 tourism development strategies5 adopted by the Federation of Bosnia and Herzegovina (FBiH) and Republika Srpska (RS) with USAID’s support.

1 2025 data on total number of visitors to be published by the BiH Agency for Statistics should be taken as the baseline value.

2 2025 data on total amount of tourism receipts to be published by the United Nations World Tourism Organization should be taken as the baseline value.

3 USAID/BiH Turizam’s actual for FY 2025 for the same indicator should be taken as the indicator baseline.

4 USAID/BiH Turizam’s actual for FY 2025 for the same indicator should be taken as the indicator baseline.

5 Tourism development strategy for FBiH can be found here and for RS here.

https://fmoit.gov.ba/upload/file/turizam/doc/FINALNA_VERZIJA_STRATEGIJE_RAZVOJA_TURIZMA_BOS.pdf https://www.vladars.net/sr-SP-Cyrl/Vlada/Ministarstva/MTT/Documents/%D0%A1%D1%82%D1%80%D0%B0%D1%82%D0%B5%D0%B3%D0%B8%D1%98%D0%B0%20%D1%80%D0%B0%D0%B7%D0%B2%D0%BE%D1%98%D0%B0%20%D1%82%D1%83%D1%80%D0%B8%D0%B7%D0%BC%D0%B0%20%D0%A0%D0%B5%D0%BF%D1%83%D0%B1%D0%BB%D0%B8%D0%BA%D0%B5%20%D0%A1%D1%80%D0%BF%D1%81%D0%BA%D0%B5%202021-2027_184076603.pdf

To ensure cohesion and effectiveness, Offerors should design policy reform interventions under objective 1 to respond to and support the priorities emerging from objectives 2, 3, and

4. Objective 1 is supplemental and should enhance, rather than direct, the broader outcomes sought under objectives 2–4.

Objective 1: Adoption and Implementation of Targeted Policy Reforms Supported

Objective 1 will aim to create a better working environment for the private sector stakeholders, and support the public sector in designing the solutions needed to stimulate further tourism development. The Activity should utilize lessons learned from the ongoing USAID/BiH Turizam’s efforts and provide strategic guidance to public sector institutions, strengthen the private sector’s advocacy capacities, support the demand driven policy reforms and data-driven decision making, related to specific issues identified under objectives 2, 3 and 4, and further work to improve the management of protected areas. Advocacy capacities in this context may include enhancing the ability of private sector stakeholders to effectively communicate their priorities to policymakers, participate in policy dialogue, and influence decision-making processes.

Policy work remains a cornerstone for the strategic development of sustainable tourism in BiH, ensuring the sector's long-term growth and competitiveness. However, moving forward, efforts in objective 1 will be focused and streamlined under work tied to objectives 2, 3, and 4.

Objective 2: Authentic Tourism Products and Experiences Developed

Under objective 2, the Activity should support creating unique, high-quality products that reflect the country’s rich cultural and natural heritage and developing ways for tourists to extend their stay and spend more in the destination. The Activity should build on the foundation laid by USAID/BiH’s Turizam while suggesting innovative approaches to developing authentic tourism products and experiences where appropriate. For instance, the Activity may consider supporting partners involved in initiatives like the Herzegovina Wine Route (HWR) and Most Beautiful Villages (MBV), expanding concepts such as Signature Experiences and the Hub and Spokes model, and continuing efforts in standardization and certification within the sector. However, the Activity should also explore new and creative ways to leverage BiH’s rich cultural and natural heritage for tourism development and consider providing grant support to promote innovative tourism products. Based on further analysis, the Activity should also be prepared to align its support with other relevant initiatives that reflect the state of tourism assets in BiH and emerging market trends. Notably, the Activity will approach proposed interventions through a sustainability lens, building on USAID’s achievements in disability inclusion and women’s empowerment.

Objective 3: Destination’s Brand Strengthened and Key Tourism Assets Promoted Across Select International Markets

Under objective 3, the Activity will focus on enhancing BiH's visibility and appeal to global audiences through targeted marketing and branding efforts. Informed by the accomplishments of USAID/BiH’s Turizam, the Activity will continue supporting the efforts of DMOs and the private sector for improving the BiH brand globally, with an aim to bring more international tourists to the country. This may include promoting the destination internationally through a variety of channels, establishing new partnerships, developing and growing marketing initiatives such as Signature Experiences and Hub and Spokes model, and supporting other activities based on the developments in the field and relevant emerging trends in tourism globally. The Activity will identify and implement additional approaches to enhancing BiH's visibility and appeal to global audiences.

Objective 4: Human Capital in Tourism Improved

Objective 4 prioritizes building a skilled and knowledgeable workforce to support the evolving demands of the tourism industry. The Activity will focus on practical learning solutions for the industry provided through continued on-the-job training, tailor-made field training activities and a variety of online training opportunities widely available to tourism and hospitality workers. Based on this, the Activity is expected to continue the development of Turizam Academy and expand the Pathways to Professionalism model, both established through USAID/BiH’s Turizam efforts, and support the industry through a variety of other demand-driven direct training activities. The Activity will assess the current situation related to formal tourism education and suggest relevant interventions aimed at bridging the workforce gap in the tourism sector.

B. Performance Measurement

To measure progress towards the Activity purpose and objectives, the Contractor must track indicators presented below.

Table 1: Required performance indicators

Activity purpose: The economic benefits of tourism in BiH enhanced.

● Number of tourism nights recorded

● Amount of tourism receipts

● Number of officially registered jobs in USG-assisted enterprises and other private sector partners/beneficiaries6

Objective 1: Adoption and Implementation of Targeted Policy Reforms Supported

● Number of laws, policies, regulations, strategies, or standards proposed/adopted/ implemented with USG-assistance

Objective 2: Authentic Tourism Products and Experiences Developed

● Number of new or enhanced tourism products and experiences launched

Objective 3: Destination’s Brand Strengthened and Key Tourism Assets Promoted Across Select International Markets

● Number of international travel agents selling BiH itineraries

Objective 4: Human Capital in Tourism Improved

● Percentage of tourism businesses reporting improved workforce quality due to USG-supported training

6 The required data source for this indicator are official taxation authority forms (PD3100 in RS and JS3100 in FBiH). The Contractor may supplement the taxation authority forms with additional data sources (FIA/APIF, structured interviews with beneficiaries, etc.), if necessary.

The Contractor will suggest additional indicators, preferably outcome indicators, that will allow adequate measurement of progress toward the Activity purpose and each objective. The Contractors are also strongly encouraged to consider the following Standard Foreign Assistance Indicators (SFAI), if tracking these would make sense considering the proposed interventions as a response to this SOO:

● PSE 1 Number of USG engagements jointly undertaken with private sector enterprises to support U.S. foreign assistance objectives

● PSE 2 Number of private sector enterprises that engaged with the USG to support U.S. Foreign Assistance objectives

● PSE 3 Number of private sector enterprises with improved participation in the local economy as a result of USG engagement

● PSE 4 Value of private sector resources leveraged by the USG to support U.S.

Foreign Assistance Objectives

● CBLD-9 Percent of U.S. Government-assisted organizations with improved performance

● CBLD-10 Value ($) of non-donor resources mobilized for local development priorities

● GNDR 2 Percentage of female participants in USG-assisted programs designed to increase access to productive economic resources (assets, credit, income or employment)

● GNDR 8 Number of persons trained with USG assistance to advance outcomes consistent with gender equality or female empowerment through their roles in public or private sector institutions or organizations

● YOUTH 3 Percentage of participants in USG-assisted programs designed to increase access to productive economic resources who are youth (15-29)

● STIR 10 Number of innovations supported through USG assistance

● STIR 14 Number of investments in the digital ecosystem

The Contractor will develop final baselines and targets in consultation with USAID but must indicate proposed baselines and targets where available or appropriate.

VI. OPERATING CONSTRAINTS AND CONTRACT PARAMETERS

Localization

To ensure sustainability, Offerors must prioritize strengthening and engaging the local system, which includes governments, civil society, the private sector, academia, and other stakeholders working collaboratively to achieve development outcomes. Offerors must ground their interventions in local priorities and demonstrate how their approaches respond to local needs, reflect the specific context and characteristics of the target areas, and ensure that local stakeholders are actively involved in every phase of planning and implementation. This approach will prevent interventions from being created or executed for stakeholders without their meaningful participation.

Offerors are encouraged to review and integrate insights from Agency-wide localization efforts to strengthen locally-led development practices. This will allow the Activity to strengthen the ability of local actors to design, implement, and sustain development initiatives, ensuring inclusive, context-sensitive solutions that empower communities and foster resilience.

https://www.usaid.gov/localization https://www.usaid.gov/localization

Emigration

BiH is facing a critical emigration challenge. Although exact figures are unavailable, estimates indicate that the diaspora exceeds 50% of the population currently living in the country.7 In 2023, 16% of citizens expressed intentions to emigrate, with youth (ages 18 to

30) showing a particularly strong inclination compared to older adults. This persistent trend has resulted in a significant brain drain, undermining the country’s labor market, including the tourism sector, which has been affected by the outflow of skilled workers critical for its growth and development.

The Activity will help counter the high emigration rates, particularly by creating opportunities that encourage citizens, especially youth, to stay and contribute to local economic growth. Mitigating the challenges posed by emigration requires a strategic approach based on fostering job creation, enhancing workforce development, and promoting community engagement within the tourism sector to strengthen its resilience and appeal as a sustainable livelihood source. Hence, Offerors must ensure that emigration concerns are thoughtfully considered.

Private Sector Engagement (PSE)

Offerors must integrate a strong PSE approach to build mutually beneficial partnerships with companies and investors, advancing development goals while addressing business challenges like supply chain stability, workforce development, and community investment. These partnerships should enable the Activity to leverage complementary resources, expertise, and capabilities, fostering shared value and achieving results that neither sector could accomplish independently.

The Activity will engage the private sector as co-creators of solutions, aligning interventions with business priorities to ensure sustainability and effectiveness in their proposals. Offerors are encouraged to review the USAID Private Sector Engagement Policy and incorporate its principles, demonstrating how private sector collaboration will support Activity objectives, strengthen local systems, and contribute to long-term economic growth and progress.

Gender Equality and Female Empowerment

USAID/BiH conducted an activity-level gender analysis to inform the Activity’s approach (see Annex II), with its design further guided by USAID’s 2023 Gender Equality and Women’s Empowerment Policy. The analysis revealed that while the tourism sector in BiH has made progress in incorporating gender perspectives, there remains considerable room for improvement to advance gender equality.

To ensure that gender equality and women’s empowerment concerns in the tourism sector are adequately addressed and not exacerbated by the Activity interventions, the Activity will incorporate gender equality and female empowerment as a cross-cutting priority across all of its objectives. The findings of the gender analysis will be considered when designing, planning, and implementing Activity interventions. This commitment will go beyond ensuring meaningful and equitable participation of all genders, focusing on identifying

7 USAID/BiH. 2021. Diaspora Assessment.

https://www.usaid.gov/sites/default/files/2022-05/usaid_psepolicy_final.pdf https://drive.google.com/file/d/18T4i3T06VD6dO-qihYM5RCtqIZY6J81H/view?usp=drive_link opportunities to promote inclusivity and empowerment at every stage of the Activity. For more guidance on gender analysis and integration, please see the following references:

● USAID’s 2023 Gender Equality and Women's Empowerment Policy

● ADS Chapter 201: Program Cycle Operational Policy

● ADS Chapter 205: Integrating Gender Equality and Women’s Empowerment in

USAID’s Program Cycle

Disability and Inclusion

USAID has a priority to help underserved groups, including people with disabilities.

According to the United Nations Convention on the Rights of People with Disabilities, a person with a disability is defined as someone who has long term physical, mental, and intellectual or sensory impairments which, in interaction with various barriers, may hinder their full and effective participation in society on an equal basis with others. Under this award, every effort will be made to accommodate the needs of people with disabilities.

Digitalization

Developing sustainable digital tools and platforms at the local level is crucial for achieving and maximizing long-term impact. Digital solutions should align with best practices outlined in USAID’s Digital Policy and incorporate insights from the USAID/BiH Digital Ecosystem Country Assessment. Offerors are required to clearly outline their approach to advancing digital transformation through Activity interventions. Ultimately, the digital advancement strategies proposed must ensure that technology serves as a catalyst for sustainable development and inclusivity, creating long-term benefits for all stakeholders.

Donor Coordination

The Activity will prioritize donor coordination to maximize impact, avoid duplication of efforts, and ensure the efficient use of resources. Building on existing partnerships and leveraging synergies with other donor-funded initiatives, the Activity will align its interventions with the broader development landscape in BiH. The Contractor must develop strategies for fostering collaboration with donors active in tourism, economic development, and governance sectors. This includes sharing insights and coordinating activities to address common challenges and advance shared objectives. By maintaining open communication channels and actively participating in donor coordination mechanisms, the Activity will enhance its ability to drive sustainable outcomes while contributing to a cohesive and integrated development approach in the country.

Political Environment in BiH

The political environment in BiH presents a significant potential constraint to the implementation of the Activity. The country’s decentralized governance structure, marked by divisions between the FBiH, RS, and Brčko District, creates complexities in policy alignment and coordination. Ethnic and political tensions further complicate collaboration among stakeholders, potentially affecting Activity implementation and sustainability. Limited institutional capacity and regulatory inconsistencies may delay reforms or hinder the enforcement of tourism-related policies. Addressing these challenges will require proactive https://www.usaid.gov/sites/default/files/2024-10/201_102224.pdf https://www.usaid.gov/gender-policy https://www.usaid.gov/gender-policy https://www.usaid.gov/sites/default/files/2024-10/201_102224.pdf https://www.usaid.gov/gender-policy https://www.usaid.gov/gender-policy https://www.usaid.gov/sites/default/files/2023-04/205.pdf https://www.usaid.gov/sites/default/files/2023-04/205.pdf https://www.usaid.gov/sites/default/files/2023-04/205.pdf https://www.usaid.gov/sites/default/files/2023-04/205.pdf https://www.usaid.gov/sites/default/files/2024-07/DigitalPolicy_USAID_FINAL_24JUL.pdf https://www.usaid.gov/sites/default/files/2023-02/BiH%20DECA.pdf https://www.usaid.gov/sites/default/files/2023-02/BiH%20DECA.pdf stakeholders’ engagement, alignment with local priorities, and flexibility to navigate the country’s dynamic political landscape.

Monitoring, Evaluation, and Learning (MEL)

Monitoring, Evaluation, and Learning (MEL) is crucial for effective activity implementation because it ensures that an activity stays on track, delivers results, and adapts to changing circumstances. The Contractor must develop a comprehensive MEL Plan that outlines their strategy for monitoring, evaluation, and the effective application of collaborating, learning, and adapting (CLA) practices.

The Activity will employ a comprehensive CLA approach to ensure adaptive management, continuous improvement, and alignment with USAID’s strategic objectives. This approach will be embedded across all phases of the Activity, fostering collaboration, facilitating learning, ensuring accountability, and enabling adaptation to respond effectively to dynamic challenges and opportunities in the tourism sector. The Activity CLA approach must build on the learning agenda, and include, among other things:

● Activity Accountability and Feedback Plan (AFP) reflecting Activity’s suggested method(s) to acquiring feedback from a broad range of stakeholders, adapting interventions based on the local actors’ feedback, and updating USAID/BiH and relevant actors on the information gathered and subsequent actions.

● Collaborating with USAID-supported activities where such work makes sense (see Section IV.D) and engaging with stakeholders (defined collaboratively with USAID COR) to deliver integrated services to target stakeholders.

● Organizing strategic review sessions with USAID/BiH on an annual basis to discuss progress in implementing Activity interventions and lessons learned over the period under review. The planning and organization of such learning events must be closely communicated and coordinated with the Activity COR. In addition, the Contractor must be ready for organizing and/or participating in informal pause and reflect sessions with USAID/BiH as needed.

● Identifying and relying on various sources of learning (e.g., monitoring data; findings of evaluations, analyses, and other research supported by USAID or relevant third parties) to generate and communicate knowledge that can help achieve Activity results.

Knowledge gained through learning shall influence decision making, resource allocation, and adaptation to contextual shifts. Application of new knowledge to implementation decisions must be reflected in the Annual Work Plans.

https://usaidlearninglab.org/cla/cla-toolkit/understanding-cla https://usaidlearninglab.org/system/files/resource/files/learning_agenda_tip_sheet_final.pdf

STATEMENT OF OBJECTIVES