Tag: International Affairs

Unlocking Government R&D Funding: A Small Business Guide to SBIR and STTR Programs

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Navigating SBIR and STTR Programs: A Guide for Small Businesses

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Introduction

In the realm of government-funded innovation, the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs stand as beacons of opportunity. These programs are crucial for small businesses aiming to engage in federal research and development (R&D) initiatives. This blog post is designed to guide small businesses through the intricacies of SBIR and STTR programs, offering insights and actionable steps to capitalize on these opportunities. Whether you are a startup dabbling in technology or a small firm with groundbreaking research ideas, understanding SBIR and STTR can be your springboard to success.

Understanding SBIR and STTR Programs

The SBIR and STTR programs are government initiatives designed to foster innovation and technological advancement by funding small businesses. While both programs aim to support R&D efforts, they have distinct features:

  • SBIR Program: Focuses on funding small businesses to conduct R&D with the potential for commercialization.
  • STTR Program: Similar to SBIR but requires the small business to collaborate with a research institution, encouraging technology transfer.

Understanding these programs and their differences is crucial for small businesses that aspire to transform innovative ideas into marketable products and services.

Getting Started with SBIR/STTR

Entering the world of SBIR and STTR programs involves several critical steps:

  1. Eligibility Check: Ensure your business meets the eligibility criteria for these programs – typically, being a small business with less than 500 employees.
  2. Research Opportunities: Identify agencies that align with your R&D focus. Each participating government agency has its topics of interest.
  3. Proposal Development: Develop a strong, compelling proposal that not only outlines your innovative idea but also demonstrates its potential impact and feasibility.
  4. Understanding the Review Process: Familiarize yourself with the review process of your chosen program, as it varies between agencies.

Mastering these steps can set the foundation for a successful application to the SBIR or STTR programs.

Strategies for SBIR/STTR Success

To increase your chances of success in the SBIR and STTR programs, consider the following strategies:

  1. Tailor Your Proposal: Customize your proposal to fit the specific objectives and requirements of the agency and program you are applying to.
  2. Focus on Commercialization: Particularly for SBIR, emphasize the commercial potential of your idea.
  3. Build Strategic Partnerships: For STTR, forge strong collaborations with research institutions.
  4. Leverage Past Success: If you have prior experience or successes in similar projects, highlight them in your proposal.

These strategies can enhance the quality of your application and improve your chances of securing funding.

Utilizing Support Resources

There are numerous resources available to assist small businesses in navigating the SBIR and STTR programs:

  1. Agency-Specific Resources: Many participating agencies offer guides and workshops on how to apply for these programs.
  2. SBIR/STTR Conferences and Webinars: These events provide valuable networking opportunities and insights into the application process.
  3. Consulting Services: Consider engaging with experts who specialize in SBIR/STTR proposals to refine your application.

Utilizing these resources can provide a significant edge in the competitive process of securing SBIR or STTR funding.

Let us empower your dreams!

The journey through the SBIR and STTR programs is an exciting opportunity for small businesses to turn innovative ideas into reality with the support of federal funding. By understanding these programs, preparing thoroughly, adopting effective strategies, utilizing available resources, and learning from the success of others, your business can thrive in the world of government-funded R&D.

Ready to explore how SBIR or STTR programs can elevate your business? Click here to schedule a consultation with our experts who specialize in guiding small businesses through these complex but rewarding government programs.

 

WPS Helps Build International Alliances

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What’s Past is Prologue…

How the Indo-Pacific Alliance reveals the importance of women’s participation

Strong alliances and partnerships in the Indo-Pacific are becoming more important each day for both Japan and the United States. Taking a step back into history can reveal WPS elements that have contributed to the building of peaceful and sustained alliances and may be key to success today. For example, there are many lessons to learn from the successful building and sustainment of the U.S.-Japanese alliance after the Second World War.

After WWII, Japan and the U.S. built an alliance with one another that at the time seemed nearly impossible, but it is now one of the strongest on the international stage. One seemingly small but key piece of the puzzle that contributed to this success was the participation of women.

In the 1940 and 50s, Japan rebuilt its nation based on principles of democracy, international order, and human rights. The United States played a key role in the rebuilding process as Americans led the Allied Occupation of Japan from 1945-1952. During this time, it was General Douglas MacArthur, who as the Supreme Commander of the Allied Forces, had the primary objectives of pacifying and democratizing Japan.

As part of his plan to achieve these goals, MacArthur immediately called for the enfranchisement of women’s rights and for women’s suffrage. During the occupation, Japanese women would be granted suffrage, elected to the Japanese Diet, and granted rights in the new Japanese constitution.

Why is this significant?

MacArthur was not a champion of women’s rights and did not arrive in Japan with “progressive” ideals about gender equality. Rather, he was a strategist, who understood that all of society must be part of this effort. Therefore, his focus on women’s rights indicated that he recognized that women’s participation went beyond being a “nice thing” to do. Rather, he saw it as an important and imperative part of rebuilding.

While all Women Peace and Security principles, as we understand them today through the United Nations Security Council and the U.S WPS Act of 2017, were not present in post-WWII Japan (and those present were in many ways incomplete), MacArthur seemed to understand what research tell us today. There is a direct link between a nation’s treatment and rights of women and girls and that country’s level of peacefulness on the international stage. Furthermore, nations with high level of sex inequality are more likely to be a fragile state, be corrupt, and unstable and violent.[i]

Lessons Learned

While the relationship between WPS and the U.S.-Japanese alliance needs deeper investigation, I propose that as we face a world in which alliances are becoming more important and essential, we must recognize that WPS principles may not simply be “nice ideas.” Rather, they are key pieces to ensuring peace and strong relationships.

In post-WWII, they were a part of the formula that American and Japanese leaders implemented in efforts to build a peaceful and sustainable relationship based on shared values. Today, if Japan and the U.S. wish to strengthen old and form new partnerships in the Indo-Pacific, then both nations may need to consider something that MacArthur in the 1950s knew: to build strong democracies and lasting alliances, all of society, including women, must be part of the process.

Grace Hoffman, Ph.D. is a CountryIntel employee and a Fellow at the American Council on Women Peace and Security. She is currently researching and writing a chapter exploring how Women Peace and Security played a role in the successful rebuilding of Japan post-WWII and the formation of the U.S.-Japanese Alliance. Her work will be published in a forthcoming edited volume.

[i] See Valerie Hudson, The First Political Order: How Sex Shapes Governance and National Security Worldwide (New York, 2020); https://pdfs.semanticscholar.org/1a02/327babfb20be0982b5154e40c0ca5695cb3b.pdf

 

The Russo-Ukrainian War: How Energy Insecurity Fuels the Global Gender Imbalance

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by Dr. Grace Hoffman

 

Since the onset of the Russo-Ukrainian War in February 2022, countries have felt ripple effects caused by their dependence on Russian oil. Europe has been particularly impacted by their dependence on Russian energy, and is consequently, rethinking its reliance on certain energy sources. The significance of the energy sector and the need for alternative sources has become increasingly apparent for Europe’s economy. However, the overreliance on Russian oil may also affect gender inequality and non-European countries’ peace and security for years to come.

Women, Peace, and Security

In 2000, the United Nations adopted Security Resolution 1325, which established the Women, Peace, and Security (WPS) international agenda. In 2017, the WPS Act codified the agenda into U.S. law. WPS recognizes the disproportionate effect of conflict and violence on women and girls as well as the important role women play in peace and security. Research shows a direct connection between the treatment and empowerment of women and girls at the household level and a country’s stability and likelihood to enter conflict. In fact, high sex inequality makes a nation twice as likely to be a fragile state, 3.5 times more likely to have an autocratic and corrupt government, 1.5 times more likely to be unstable and violent, and 1.3 times more likely to experience terrorism.[1] Simply put, the treatment and role of women and girls in society directly correlates with a country’s long-term peace and security.

Inseparable Connections

Today, the treatment of women and girls at the household level may be directly impacted by increasing gas prices and food shortages caused by the reliance on Russian energy. In African countries such as Somalia, Kenya, and the Democratic Republic of the Congo, gas prices have greatly increased, as have food prices where communities rely on trucks to deliver food. Maureen Miruka, the CARE Kenya Country Director, noted that Kenyan women will be greatly affected, noting that “Whenever incomes in homes are negatively impacted, we have always noted an increase in gender-based violence against women.”.[2]

What Might the Future Hold?

WPS acknowledges that violence against women impacts the long-term stability of the communities and countries. It destabilizes communities and limits women’s ability to meaningfully participate in society. What will this mean for countries where violence against women increases as gas prices and food shortages increase?

Overdependence on energy from Russia is a sharp reminder of the need for innovation in the energy sector and for alternative and diverse energy sources, and the need for this may reach far beyond Europe’s economic concerns. While continents and countries recognize direct immediate effects, the possible long-term and indirect effects of energy insecurity on women and girls and therefore peace and security cannot be overlooked.

[1] https://pdfs.semanticscholar.org/1a02/327babfb20be0982b5154e40c0ca5695cb3b.pdf
[2] https://www.care-international.org/news/ukraine-conflict-soaring-food-and-fuel-prices-threaten-wellbeing-millions-east-central-and

 

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10 STEPS TO HELP YOU TRANSFORM INTO AN EFFECTIVE GOVERNMENT CONSULTANT

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By Leezan Omerbell

 

Government consulting is a big industry. Luckily for you, the industry is not as mysterious as some make it out to be. In fact, it is a profession with very clear expectations and requirements. Most of these expectations are based on common sense that are also shared across other industries. The requirements are tied to your contract’s scope of work, which requires no guessing. However, I would like to point out that there are a lot of consultants providing almost the exact same service as you are planning to provide. In other words, there are thousands of “you.” So, how do you distinguish yourself from the rest? Through lessons learned at Country Intelligence Group, we have compiled a list of the most important things to practice and keep in mind when providing service to your government client:

  1. Understand your client’s organization: Study and understand your client’s organization by researching where their organization falls within the government framework. For example, the Department of Defense is large and contains not only the Military Services but also the Combatant, Geographical, and Functional Commands, as well as the 4th Estates. So, if your client is a DoD “agency,” it falls under the 4th Estates. In addition, research the organization’s mission and how they relate to other DoD and non-DoD entities.
  2. Know the Stakeholders: Knowing the stakeholders is crucial to being a consultant. Pay attention to who the stakeholders are, both internally and externally. Do your due diligence and conduct a stakeholder analysis to understand each stakeholder’s interest, influence, and future participation in your client’s program or project.
  3. Pay attention to the internal culture: This one sound obvious but can be easily overlooked. Pay attention to the internal culture of your client’s organization. This will help you navigate any vague or sensitive situations you might encounter.
  4. Study the rank and grades: If you don’t come from a military background, it would be beneficial for you to study military ranks that are applicable to your client’s organization and stakeholders. It would also be beneficial to learn civilian grades and their military equivalent.
  5. Identify the decision makers: Your client is going to depend on you to help strategize and communicate level of efforts with individuals throughout the organization and across the stakeholder domain. For this purpose, you need to be able to map out and identify decision makers within the crowd. This is where you can help your client make impactful engagements.
  6. Remember, we only “recommend”: This one can be difficult for many to understand. Your job as a consultant is to recommend solutions and options to your client. That is it.
  7. Listen: I am sure you have heard this multiple times, but it really is an overlooked interpersonal skill. If you want to understand your client and their pain points, really listen to what they are saying and even to what they are not saying.
  8. Always follow up: When turning in a product or providing a recommendation, always follow up with your client. Ask questions to figure what whether the product met their expectations or if they have any feedback for you. Did your recommendation cover the pain point or was there an angle you missed? Take this feedback, implement the changes (if any), and re-engage.
  9. You are not part of the staff: Remember, you are not part of the extended staff. You are a hired consultant.
  10. Remain Professional: Always, always, always, remain professional. You are not part of the staff and should not take part in office gossip. This will be hard if staff members come to you and begin such a conversation. But just because they do, does not mean you should contribute to an unprofessional gossip session.

Your value to your client is that you are a consultant with a wide range of expertise to provide. Wear your badge of honor with pride and take lead in the government consulting world!

 

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WHAT DOES A DATA DICTIONARY AND A REFUGEE CAMP HAVE IN COMMON?

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By Leezan Omerbell

 

In my last life as a foreign affair professional, I worked as a field volunteer for Un Ponte Per, a non-governmental organization under the United Nations, at the Domiz Refugee Camp in the Kurdish Province of Dohuk, Iraq. As a volunteer, I used my language skills to collect data to help manage and allocate resources. A few days after arriving, I was in one of the trailers looking over my notes when a man entered the trailer. The man was about my age and wanted to know if his grandmother could come inside and sit on one of the empty chairs while waiting to be processed. Without hesitation, I agreed. A few minutes later a young woman entered with him and sat on one of the chairs. When I questioned him about the whereabouts of his grandmother, he simply pointed to the young woman.

As it turned out, the woman was not his grandmother, but his wife. You see, I had failed to take into consideration that even though I spoke the regional languages, there can be variances in vocabulary depending on location and dialect. Although the man thought he was communicating effectively, and I thought I was receiving the information correctly, there was still a disconnect.  To me the word he had used meant someone old, such as a grandmother. But in his dialect, it meant “wife.”

The Merriam-Webster dictionary defines communication as “a process by which information is exchanged.” This process is the foundation of all relationships, personal and professional. But what we often forget, is that machines too need to communicate and exchange information with one another as an integral part of modern life and business. Broken down to their simplest level, machines such as database systems communicate with one another continuously and need to so do to remain relevant.

But how do we prevent miscommunication between these machines? If humans can have such misunderstandings, like the one that took place between that young man and myself, then machines can most certainly experience miscommunication too. As a solution, data dictionaries for database systems were created to enable clear and correct exchanges of information. For your own systems, before accurate exchanges can take place, you should do your due diligence, and do some database dictionary “house cleaning.”

  1. Update your data dictionary: Update your data dictionary to reflect your database as it changes. Databases change…a lot. Columns and fields become irrelevant; some are taken out while new ones are added. So, before you begin exchanging data with another database, make sure your own data dictionary is up to date.
  2. Make your data dictionary readable: This isn’t corporate law where you must write policy in a language no one can read. The point of your data dictionary is so that others can clearly understand what your database is about. If others can’t read it or understand it, then you have failed to create a working data dictionary. Make your data dictionary simple and easily readable.
  3. Answer questions: This might sound like common sense, but if an individual who is working with your data dictionary has a question, answer it. And set up time to provide clarifications. Learn from these instances and update your dictionary accordingly to prevent similar questions in future.

Again, the whole purpose of your data dictionary is so your database can communicate with another system. This allows everyone involved, machines included, to get on the same page. If it fails to accomplish this, your data dictionary needs work. Small improvements to your data dictionary can yield huge benefits for your database.

 

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BUILDING RELATIONSHIPS IN CONSULTING

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by Leezan Omerbell

 

There are many consulting agencies saturating the market today. As a result, being knowledgeable in a particular field is not enough to set a company apart. I have known consulting firms that were experts in their field yet failed to provide adequate services because they did not take time to truly understand their clients’ needs. These companies make two novice mistakes.  First, they assumed their services and products were adequate to meet the clients’ demands. Second, they did not listen to the clients’ concerns regarding product usability and clarity. While the consulting firm initially had the client’s business, it is doubtful the client would return to that firm in the future. Consulting is an art form. It is a precise balance between knowledge and client relations.  In this article we’ll cover the three main pillars of how to successfully build and manage client relations.  

 

Relationship Management:

It is vital for consultants to establish a professional but genuine relationship with clients. Client-consultant relations require a strong foundation, and foundations are built over time. It is important to express sincere interest in the client and an innate desire to serve. This desire to serve motivates you to learn and address your clients’ needs. Optimize each engagement by practicing active listening and being truly present in the conversation. Active engagement in conversation provides the needed tools to anticipate future needs, capture and assess blind spots, and be a better consultant by capturing and addressing your clients’ unrealized needs. This level of dedicated personal service, executed proficiently, will undoubtedly build trust over time.                                                                                                                                                                                                                                                                        

Trust:

A client’s trust is vital for a consultant. A client must trust the consultant’s level of skill and knowledge of the industry. Most importantly, however, a client must trust that a consultant has their best interest in mind. The goal should not be to make a profit, but rather to help your client to the best of your ability. As Joy Hubert, the former CEO of Best Buy and author of The Heart of Business, said, “profit is the outcome, not the purpose itself.” In addition, mediocre service should never be an accepted practice in a consulting firm because that is a quick way to gain a bad reputation. Providing a quality service or product should be a long-term effort practiced company wide. Make it a standard procedure for yourself and your company to actively follow up with the client after a service or a product has been delivered. When a client experiences genuine service, they will trust you and be more inclined to communicate openly.                                                                                                                                     

Communication:

We have all heard that communication is one of the most important foundations to any relationship. I think what they mean to say is that communication, through active listening and understanding, results in better relationships founded on trust. This trust helps establish a communicative environment and acts as the catalyst when you, the consultant, need to deliver bad news to the client (hopefully infrequently) or if you need to assist in maneuvering them through a difficult situation.

 

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