; (5) working with local partners often requires more time and resources than traditional partners, including extended availability of funds and additional staff resources; and (6) increased flexibility is critical to enable USAID to respond to local priorities and leverage local capacities, including with respect to staffing, availability of funds, program design, and acquisition and assistance processes, among other areas. 4. Working with local partners (a) In general To the extent feasible and appropriate, the Administrator of USAID should localize USAID’s partner base by considering— (1) simplifying and increasing access to USAID resources for local partners in humanitarian and development sectors, including local partners who have relations, agency, or power structures in place that have produced, or can produce, strong trust, accountability, and legitimacy in the communities or networks such partners work in; (2) diversifying award types to streamline performance requirements and working with the Office of Management and Budget to address threshold constraints such as fixed amount subaward thresholds, category management award targets, and other thresholds, policies, and contracting incentives that pose a barrier to effectively supporting local partners; (3) streamlining monitoring and evaluation, periodic reporting, and other USAID reporting requirements; (4) ensuring USAID staff is able and encouraged to conduct regular consultation with local partners in local languages of the host countries, making available solicitations for acquisitions and assistance and accepting submissions in local languages, video format, or verbal presentations, including by— (A) investing in translation services; (B) hosting workshop-based engagements; and (C) advertising solicitations in local trade publications, local media including newspapers and radio, local community centers, and local online forums