# data[].attributes.body
Also struggling to find francophone HO staff (activity management, tech assignments) - so language capacity writ large.

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Team Work: Educating local staff of all levels on Project goals and scope.

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Ability in Spanish to help teams in the field that do not speak/write in English

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Not enough retention options for star field staff

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Not enough retention options for star field staff

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Access to comms support if projects do not have dedicated, skilled staff.

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Support to staff to provide consistent service

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Support to staff to provide consistent service

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For example, some COPs are great technically but at sea with respect to "compliance." We try to back them with DCOPs, for example, but don't provide much support to build their own capacity.

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Maybe mentoring for newcomers or short freshman crash course
Definition of roles/expectations

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People: empowering local project staff and training including in communications skills.

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Impact our ability to deliver high quality support to our field projects

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Training program for COPs that helps them develop the whole package. Could be used to develop new COPs, including local ones

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Still uneven processes for remote onboarding and connecting new staff to broader DAI networks.

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ability to field junior/mid-level tech staff

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ability to field junior/mid-level tech staff

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seems to be a consistent need (esp for DC-based projects) that we aren't always able to fill internally.

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some decision-making paralysis or bumping it up to the next level which slows things down

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Integration with DAI's other regional offices and business units

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Integration with DAI's other regional offices and business units

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need to build strong relationships bw DAI's regional platforms, UK office, etc.

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Have we done a benchmark with other competitors? Most people leaving my project complained of DAI being slower and more bureaucratic than others in Colombia

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Loss of licenses for CRM that used to share Mission intel and have broader functionality.

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Greater capacity to ensure compliant implementation across the project teams.

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Capacity building for local service providers (on grants/subk management) as part of a standard offering (links to localization) but also could mitigate risk if we invest

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Capacity building for local service providers (on grants/subk management) as part of a standard offering (links to localization) but also could mitigate risk if we invest

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Methods to build the capacity of and retain people - especially local staff to take on leadership roles on projects

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more resources and attention on recruitment at all levels-

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Methods to ensure that new projects can leverage tools/approaches used on other DAI projects rather than re-inventing the wheel.

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Structured soft-skills training/mentoring for COPs on the intangibles.

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Integration between technical and "compliance"

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Integration between technical and "compliance"

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Too few people dealing with too many projects

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lacking in their functionality

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Surge support SOP when projects encounter challenges

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Surge support SOP when projects encounter challenges

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Ability to provide cross-cutting support

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Ability to provide cross-cutting support

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Struggle to find appropriate people to support GESI, MEL, GIS, Environmental Compliance, etc.

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Teams in the HO stretched, doing multiple tasks and not being able to respond to the expectations of the client