· web viewofferor’s name, address, and type of organization (profit, nonprofit, educational,...

UNSOLICITED PROPOSAL SUBMITTED TO USAID MISSION NIGERIA

Basic Information Offeror’s name, address, and type of organization (profit, nonprofit, educational,

small business, etc.)Ms. Leslie Harris Cosgrove, CEO/FounderAMARANT Village Inc2439 Birch Cove Rd, Herndon, VA 21071501c3, approved January 2016

Names and telephone numbers of technical and business personnel to be contacted for evaluation or negotiation purposes Leslie Harris Cosgrove, CEO/Founder, 215-266-2307; [email protected] Mame Sylla Diby, Board Member/CFO, 703-346-1319, [email protected]

Identification of proprietary data to be used for evaluation purposes only – n/a

Names of other Federal, State, or Local agencies or parties receiving the proposal or funding the proposed effort [email protected] . USAID Mission Nigeria, Dr. Osagie Aimiuwu, Team Lead, Feed the Future,

[email protected] USAID LocalWorks, Mr. Arjun Tasker, [email protected]

Date of submissionNovember 21, 2016

Signature of a person authorized to represent and contractually obligate the offeror

Ms. Leslie Harris Cosgrove, CEO/Founder

AMARANT VILLAGE INC, WWW.FACEBOOK.COM/AMARANTVILLAGE

mailto:[email protected]

mailto:[email protected]


Technical Information - Concise title and abstract (approximately 200 words) of the proposed effort

Guiding Women-Led NGOs to the Decision Making and Peace Negotiating TablesSupporting marginally supported women led NGOs to become operational and

financially sustainable through coaching & training

With no experience as grantees, the nonprofits of Nigerica Village are currently excluded from participating in the grant process. Marginally supported women led nonprofits need to learn how to assess potential partners and donors, develop and facilitate local partnership networks, and operationally manage the grant process. Lack of skills and opportunities continue to prevent women from participating at decision making tables, as they simply cannot afford the time nor expenses, and will continue to be excluded unless they are given the same equity consideration.

Nigerica Village is a representative national network of marginally supported women led registered NGOs seeking financial and operational sustainability for themselves and other local nonprofits serving their villages and communities. With advisor coaching and training from AMARANT Village Inc, Nigerica Village members will learn the art of partnering and assessing donors; experience working in partnership relationships; develop project opportunities; and learn as a sub-grantee to implement, report, and manage grant obligations; thereby creating their own performance experience. With empowering leadership, Nigerica Village members will then organize and lead local community networks, sharing coaching facilitation to the local network. Methodologically innovative back-to-basics common sense that reaches to the heart of the problem, this is true empowerment and sustainability – it is true local ownership.

Statements of support for the Concept IssueAt a Congressional Committee hearing held in December 2015, former U.S. Ambassador to Nigeria Princeton Lyman spoke clearly about the need to finance women empowerment in the peace process; and two months prior in Washington DC, the issue of “how to get women to the peace-making/ building/ keeping table as part of the peace process” was queried at the USIP discussion forum, “Global Security and Gender Equity”.

The ongoing issue was addressed again in the October 2016 published discussion paper: How Women’s Participation in Conflict Prevention and Resolution Advances US Interests , authored by Jamille Bigio & Rachel Vogelstein, and published under the auspices of the Women and Foreign Policy program in conjunction with the Center for Preventive Action. “Despite the role that local women’s groups could play in preventing and resolving conflicts, they received just 0.4 percent of the aid to fragile states from major donor country in 2012–2013.” (“Financing UN Security Council Resolution 1325: Aid in Support of Gender Equality and Women’s Rights in Fragile Contexts,” OECD DAC Network on Gender Equality, March 2015)



A reasonably complete discussion stating the objectives of the effort or activity

With the increase in conflict violence perpetrated by Boko Haram, and Niger Delta Avengers and Fulani militants in the Middle Belt, it is important to recognize the primary obstacles facing women led non-profits: namely lack of financial resources, technology, training, education, social services networking, and community reinforced protection. In turn, understanding the specific problems faced by vulnerable and marginalized people victimized by conflict and poverty are the primary missions of women led NGOs.

Operational and financial sustainability for women led NGO networks in culturally complex and conflict prone societies provides a holistic approach to creating sustainable peace and increasing human security for all people. Where high percentages of conflict and intolerance exist, coaching and empowering local non-profits is a community strategy for cultivating tolerance and peacebuilding.

From a development perspective, studies show a high correlation between grassroots/ community activity and economic growth and peace. Moreover, activities by women-led non-profits increase the sustainability of a country’s economic growth as women have a greater tendency to invest their time for the benefit of their community, in priority areas such as nutrition, health, conflict resolution and education. In addition, NGOs are an integral part of the local economic value chain system; like all other businesses, institutions and government, as entrepreneurs, non-profit employers and service providers.

Locally founded and marginally funded women led organizations need knowledge and access to building partnerships and developing competitive proposals for donor funded projects. To participate in the peace process, from negotiations to building to keeping, women need capacity building sustenance. Women need the same competencies that non-volunteer and non-women non-profits have that provide those entities’ leadership, staff and members with the financial supports to participate in collaborative decision making and at the peace table.

When people in a village or community are in need, women seek first to provide services before they seek to fund an organization. These voluntarily sustained women led organizations reach out to those in need by offering help and assistance.

It is when women realize that the need is far greater than their capacity to serve or finance those services that they become terribly aware of their lack of knowledge and capacity to seek, develop and manage donor support.

It is this same lack of financial support that hinders women’s capacity to participate at the decision-making tables for community improvement, sustainable development, or initial and ongoing peace process.

Nigerica Village is a representative national network of women-led registered NGOs seeking financial and operational sustainability for themselves and other local non-profits serving their villages and communities. Similarly to Nigerica Village, women led non-profits globally are predominately volunteer led and operated. Consequently, locally founded women’s organizations need knowledge on how to assess and build partnerships, to fund raise, and develop proposals for donor funded projects.



With no experience as grantees, the non-profits of Nigerica Village are excluded from participating in the grant application process. Women non-profits need to learn in a reality environment how to assess potential partners and donors, and how to develop and facilitate local partnership consortiums. The lack of skills and opportunities will continue to prevent women from participating at decision making tables, as they simply cannot afford the time or expenses. Women will continue to be excluded from participating in community problem solving venues unless they are given the same equity consideration.

Both concerns can be addressed by supporting local women led NGOs with capacity building skills and mentoring. Impact outcomes of mentoring capacity building skills for sustainability to support the Gender Equity Initiatives of USAID and the Sustainable Development Goals 2030 will result in:

Financial support for the long term sustainability of women inclusive organizations by providing mentoring and skill training in partnership building, donor assessment, revenue raising and action planning.

Leadership capacity to facilitate local partnership networks, and sit at decision making tables for community improvement, sustainable development, or conflict mitigation.

Gender-inclusive team building skills to support civil society working relationships between women and men.

These skills cannot be role played in a classroom, but need to be enacted out in real life with a coach to guide and advise the NGOs as they begin to forge their partnerships with one another and with local community networks. With continued guidance, local and network partnerships will apply for small grant projects to develop an experience narrative of their own.

The method of approach and extent of the effort to be employedMethodologically innovative back-to-basics common sense that reaches to the heart of the problem is all about capacity building through networking, online meetings, and advocating policy and programs with support for women’s economic empowerment and sustainability. The educational tools provided and the setting of the project will foster the kind of scenario needed for development. It will also provide a forum for the exchange of knowledge and experiences between women led nonprofits in Nigeria.

Supported Objectives 1. Building capacities in business development and grant development &

management by mobilizing women leaders of local NGOs and providing training, skills and tools.

2. Encouraging gender equality/equity and socioeconomic development by bridging the gap between men and women local actors through training and dissemination of knowledge, networking and developing partnership at the grassroots, and partnering together.

3. Fighting poverty and intolerance to foster holistic socioeconomic development in Nigeria.



4. Empowering and galvanizing local grassroots NGOs and their networks with operational and financial sustainability tools and skills.

The nature and extent of the anticipated resultsThe development of a mentoring relationship to guide and assist each partnering Nigerica Village member in their development process will include information on crucial aspects of the international factors that affect the sectors in which they work. Member/partners will become proficient in:

Assessing and partnering with donors Working in partnership relationships Developing project opportunities, Implementing and managing grant obligations Organizing, leading and mentoring local consortium networks

The manner in which the work will help to support the accomplishment of USAID’s missionWorking in Nigeria since 2013, AMARANT Village Inc., a 501c3 start-up in 2016 with experience in Africa, Asia and the Middle East, understands why the overwhelming majority of women led non-profits are not participating at decision making tables, locally or nationally. The overwhelming majority of women led non-profits around the globe are volunteers.

In a cooperative effort with a group of women led NGOs representing all the regions, Nigerica Village was created. The resulting network was brought together by AMARANT Village to work with women led NGOs in Nigeria. Representative of volunteer women led nonprofits, the members of Nigerica Village seek to become financially and operationally sustainable as a network, as individual entities and as facilitating leaders of local NGO networks within their own communities.

Local networks are powerful voices when people speak together to advocate for their communities and to work together to deal with issues of local conflict. Under this model, women leaders will be able and available to participate at decision making tables, creating equitable solutions to local problems.

As Nigerica is the feminine form for Nigeria, Nigerica Village was chosen to best represent women led organizations serving local villages and communities. Currently, Nigerica Village has a members only Facebook page and a Whatsup account for communications. Whatsup provides an in-time communication tool for discussions and a working environment.

Funding this mentoring program will be in line with USAID’s vision to end extreme poverty and promote the development of gender resilient, democratic environments that realize their potentials, enabling sustainable growth that will promote peaceful and self-reliant villages and communities. Grassroots capacity building and training will contribute to the building of human capital, creating effective networks that will reach the poorest and most vulnerable in all regions of Nigeria.



Women’s organizations need to have knowledge and access to building partnerships and developing competitive proposals for donor funded projects. To participate in the peace process, from negotiations to building to keeping, women need capacity building sustenance, the same competencies that non-volunteer and non-women nonprofits have that provide those entities’ leadership, staff and members with the financial supports to participate in local collaborative decision making and at the peace table.

AMARANT Village has a strong track record in mobilizing networks of women to build their capacities with a view of founding close linkages between women-led non-profit organizations both locally and regionally. Promoting gender equality/equity and bridging the gap between men and women results in reducing poverty by creating opportunities for women and all members of their local communities.

With advisor mentoring and training from AMARANT Village Inc., Nigerica Village members will learn the art of partnering and assessing donors; experience working in partnership relationships; develop project opportunities; and learn as a sub-grantee to implement, report, and manage grant obligations; thereby creating their own performance experiences.

With empowering leadership, Nigerica Village members will then organize, facilitate, and lead local consortium networks, offering the same mentoring to the local network. This is true empowerment and sustainability – it is true local ownership.

Names and biographical information of the offeror’s key personnel who would be involved, including alternates

Ms. Leslie Harris Cosgrove, AVI Chair Board Member, Project Director/Coach / TrainerCEO/Founder, AMARANT Village Inc; www.facebook.com/amarantvillageMasters of Science, Community Economic Development (MS/CED)35+ years of US and international project management and administration of nonprofits; primarily working on issues of human rights protection, environment, governance & democracy, advocacy, and community economic development.

Ms. Mame Sylla Diby, AVI Vice Chair Board Member, Project & Finance ManagerPresident, MBS Consulting Inc; Herndon, VA USA Executive MBA, Bachelor of Arts in Finance / Accounting 15 years of domestic and international government/donor funded project financial management experience; 5 years of business ownership in Senegal and Cote D’Ivorie.

Ms. April Gangemi, AVI Board Member, Support Logistics CoordinatorReston, VA USABachelor of Science, Psychology7 years of volunteer management, communications and fundraising experience with AMERICorps and nonprofits serving the homeless in Florida and Virginia.

Mrs. Ebi Owoubiri, Co-Project Director /Facilitator


http://www.facebook.com/amarantvillage


Chief Executive Officer/Programme Director, New Horizons Aid for Development Initiatives (NHADI), Bayelsa State; 53 Hon. Foingha Jephtah Road, Kpansia, Yenagoa, Bayelsa State, Tel: 08033693623; Facebook @ournhadiBA Hons. Politics and Society 30+ years experience in nonprofit and non-governmental sectors in UK and Africa working on issues of AIDS and poverty.

Mr. Sanusi Nurain Ololade, Co-Project Manager/Finance Director CEO, Framework Investment and Consulting Services Limited. Registered office: First Floor, Cocoa House, Ibadan, Nigeria MBA, BSc Accounting15+ years working experience in African and Pacific countries; experience with several donor agencies including USAID, UN, EU and DfID; currently implementing a large regional security project in Kenya with eight beneficiary countries.

Type of support needed from USAID (facilities, equipment, materials, or personnel resources

From USAID – Advisory support in discussions of potential partners and strategic planning meetings. Project support request includes financial support for in country travel, workshop venues, materials and provisions. Any equipment or facilities that are able to be provided through USAID without a cost to AVI or Nigerica Village would offset the budget request, and be greatly appreciated.

Nigerica Village member NGOs will provide its own equipment (laptops, printers, phones) and local meeting venues in regions outside Abuja.

AMARANT Village will provide home office support for international travel and final report preparation, financial reporting, and electronic delivery.

Supporting Information Proposed price or total estimated cost for the effort presented in sufficient detail for

meaningful evaluationUSD $25,551.00 (SEE BUDGET BELOW)

Period of time for which the proposal is valid (suggested six month minimum)6 months

Type of contact preferredFirm fixed price (FFP) staff costs AND time and material (TAM) travel etc.

Proposed duration of effort6 months

Brief description of the organization, previous experience in the field, and facilities to be used-



A startup 501c3, AMARANT Village Inc. offers international donor supported experience throughout Africa, and prior advisory support in Central Asia, Eastern Europe, and the Middle East.

Since 2013, under the guidance of CEO Leslie Harris Cosgrove, AVI has been partnering under the Farmer to Farmer USAID program with WInrock International / Nigeria, specifically in development capacity building with national and regional entities in the business, industry, and agricultural sectors of Nigeria.

Ms. Cosgrove received a Points of Light Bronze Award in 2016 from the Office of the President of the United States for her participation as both a volunteer and advisor. AVI is technically a cyberspace entity incorporated in the State of Connecticut, USA, and addressed in Herndon, VA, USA. As AVI offers advice and guidance through mentoring, coaching, training and hands-on participation, all services are provided within the environment of the project beneficiary entities.

AVI Quals- (FOLLOWING DETAILED BUDGET)

Other statements, if applicable about organizational conflicts of interest, security clearances, and environmental impactsn/a

DETAILED BUDGET

ACTIVITY DESCRIPTION OF EXPENDITURE CACULATION AMOUNT TOTAL

Meetings/Mentoring Venue – Abuja X 3 300 900

Venue – 6 states – Counterpart Funding X 6 100 600

Subtotal 1500

Training Equipment Projector Hire X 3 120 360

Project Laptop 1 1200 1200

Project Printer 1 300 300

Subtotal 1860

Lunch and Coffee break

Abuja 10 Persons x 3/30 15 450

6 States – Counterpart Funding X 12 10 120

Subtotal 570

Transport: L. Cosgrove Int’l Air Travel: Return Flights 3 trips 2400 7200

National Travel – Flights to 6 geo-political zones

6 trips 200 1200

Local Transport – Airport to Hotel & 3 trips 35 105




ReturnLocal Transport 10 trips 10 100

Local Air Travel – Airport to Hotel & Return

3 trips 35 105

Local Transport 10 trips 10 100

Subtotal 8810

Accommodation: L. Cosgrove

Accommodation – Abuja 24 nights 100 2400

Accommodation – States 12 nights 80 960

Subtotal 3360

Meals: L. Cosgrove Breakfast 24 8 192

Lunch 24 12 288

Dinner 21 15 315

Subtotal 795

Transport: E. Owoubiri Return Air Travel Port Harcourt –Abuja 2 trips 200 400

Local Air Travel – Airport to Hotel & Return

2 trips 35 70

Local Transport 6 trips 10 60

Subtotal 530

Accommodation: E. Owoubiri

Accommodation – Abuja 4 nights 100 400

Subtotal 400

Meals: E. Owoubiri Breakfast 4 8 32

Lunch 4 12 24

Dinner 6 15 90

Subtotal 146

Consultation Fee L. Cosgrove 12 500 6000

E. Owoubiri 5 200 1000

S. N. Ololade 3 100 300

Subtotal 7300

Miscellaneous learning materials, printing, mobile Wifi internet, phone cards, etc.

1000

Subtotal 26271

Minus Counterpart 720




FundingGrand Total: USD 25551

AMARANT VILLAGE QUALIFICATIONS

METHODOLOGY BASED THINKING:

Gender equity is a way of life. Gender equity is about men and women thinking together - planning, budgeting and working together to attain the same goals by joining their differing perspectives into a holistic vision that is inclusive of not just issues of male and female, but those of the young, aged, and disabled. As the body and soul are one, it is our human obligation to work for inclusiveness in all issues: ethnicity, religion, race, sex, disability, and minority/marginalization. In addition, sexual gender based violence is a component of an overall program assessment – and includes human trafficking, slavery, child soldiering, and forced labor in conflict and post conflict environments in ethnically and religiously diverse fragile nations.

Intrafaith equity. Intrafaith equity is about giving equal understanding to differing religious beliefs. Acknowledgement of faith comes from the knowledge that faith exists. The possibility of existence, whether it be faith or the universe or planets yet not known, constitutes its existence unless proven otherwise.

Development of baseline data. Baselines are instrumental in monitoring and assessing quality of services. As indicated with the SDGs, baselines are not yet uniform nor internationally duplicated, but must be a priority as we seek to work toward the success of SDGs by 2030.

Is Mentoring Sustainable Capacity a methodology or an ethos? Methodologies are standardized and delivered. Ethos is a way-of-training, like a way-of-life (analogy). It’s a path, not a method. A path allows for followers to participate, and provides assistance and learning from one to another. A methodology is more a one-way street that may or may not allow for participant participation in the learning or experience process. It is the mentor’s job to assess the participant(s)’ level of skills and scope of skills, as the participant will not have that capacity, although participants will have the awareness of their own skills. People are teeming with skills and knowledge with no usage or transferable usage capacity. Mentoring is about showing and providing support in the learning process for new uses of already attained skills

PARTNERS:

Democratic Republic of Congo: Action pour le Développement endogène et la Promotion sociale (ADEPROSO); Centre d’Assistance Sociale sans Frontières (CASF); Women's Advocacy Project (WAP); HAKI, AMANI NA MAENDELEO KWA AKINA MAMA (HAM); Femme, Enfant en Détresse pour le Développement Intégré (FEDI); Action Humanitaire pour l’Assistance et le Développement Intégré (AHADI); Parlement des Femmes Albinos Au Sud-Kivu; PAPEC

Nigeria: Association of NonBank Microfinance Institutions of Nigeria (ANMFIN), Development Input, Fisheries Industry Society of Nigeria (FISON), Friends of the Environment (FOTE), IFAD



Country Office, National Board of Technical Education (NBTE), Network of Agricultural Technical Education for Nigeria (NATEN), New Horizons Aid for Development Initiative, Partner for Development/Nigeria, International Food Policy Research Institute (IFPRI), Nigerica Village

South Sudan: Scenario AID International: Ohio State University/USA, Partners for Development/USA, Westminster

University Business School/ London UK, Winrock International, USAID, USAID Mission Nigeria; Sayara International, 21st Century Wilberforce Institute, Virginia Tech Institute

PROJECTS:

2016 - 2017 Farmer to Farmer / AMARANT Village Inc/ Winrock International/ USAIDThe Federal Republic of Nigeria

2017 Senior Advisor/Facilitator; Resource Mobilization, NATEN, Ado-Ekiti; Business/ Partner/ Grant Development and Management, NITAR, Kaduna (Jan-Mar) – in planning

2016 Senior Advisor/Facilitator Creation and structuring of NATEN, Network of Agricultural Technical Education for Nigeria. Federal Polytechnic, Ado-Ekiti (chair); Federal College of Agriculture, Ishiagu; Osun State Polytechnic, Iree; Samaru College of Agriculture, Abu; College of Agriculture and Tech, Oyo State; College of Agric and Animal Science, Mando Kaduna; Enugu Polytechnic, Iwolo; National Board of Technical Education (NBTE-national regulatory board), Kaduna

Incorporation and launch of NATEN. (October – January 2017) – Launch Committee of NATEN working with Youth Campaign Communications Committee to plan for incorporation of NATEN and a national launch in Abuja. Awaiting a meeting with the Vice President to discuss NATEN participation on Master Plan of Ag Council.

Business and Grant Proposal Development. (September – October 2016) College of Agriculture & Animal Science, Mando Kaduna. Trained institution leadership staff, one training for management staff and one for decision making leadership to align themselves with donor funded public-private partnerships and projects, to understand the regulations and obligations of grant funded projects and to prepare a newly drafted strategic plan and platform statement.

Creation of Campaign to attract Youth into 21st Century Agriculture. (August – September 2016) Facilitated a group of communications specialists to establish a youth campaign to support individual institutions and the Master Plan of Ag 2016-2030. Resulted in Concept Statement for Youth Campaign: Nigeria needs a new orientation to change the perception of farming, and develop a sustainable environment to make agriculture a more profitable business and preferred career option for Youth. Radical overhaul of the ag system must be facilitated with the support of the Government of Nigeria. NATEN will conduct a baseline survey to determine definitive data supporting the issues of youth in today’s economy in relation to farming and agriculture. Definitive data will then be used to conduct a youth campaign to address the issues of youth in regards to farming and agribusiness, offering them options in their future selections of business, career and employment



Creation and structuring of NATEN. (April – June 2016) – Incorporating as an NGO, NATEN is self-governing and offers membership to the agricultural technical education institutions under NBTE regulatory guidance. NATEN will pursue partnerships with local community networks of business and education to seek out opportunities that will give young people the knowledge and experience they will need to enrich the local economies with new startup businesses through farming, agribusiness, markets and transport. To modernize the ag industry will require 21 st

century technology and the support training needed to implement modern tools and methodologies. Working in partnerships with businesses and existing agri-value chains, NATEN will alliance with other existing projects supported by national and international donors to ensure non-duplication and expansion of current services and resources.

Decision Makers Leadership & Strategic Plan Development Forum (January – February 2016) –Facilitated academic institution decision makers, including Governing Board members, to prepare individual institutions to create a network entity outside the Government of Nigeria in order to partner and compete for donor funding and partnerships. This leadership group is anticipating hosting as many as 300+ members within 5 years, with assistance and guidance from NBTE. This concept has been envisioned to be the first of its kind in Africa, and will provide leadership for re-cultivating the historical Nigerian culture of agriculture. (Expected involvement: 3-5 years)

PRE-PARTNERSHIP:

2015 Senior Advisor/Trainer; Business and Grant Proposal Development, Farmer to Farmer/ Nigeria, Winrock International & Nigeria/ USAIDFederal College of Agriculture, Ishiagu. (September - October 2015) – Trained institution leadership staff, one training for management staff and one for decision making leadership to align themselves with donor funded public-private partnerships and projects, to understand the regulations and obligations of grant funded projects and to prepare a newly drafted strategic plan and platform statement.

Federal Polytechnic, Ado-Ekiti. (July - August 2015) – Trained institution leadership staff to align themselves with donor funded public-private partnerships and projects, to understand the regulations and obligations of grant funded projects and to prepare a newly drafted strategic plan and platform statement.

Osun State Polytechnic, Iree. (June - August 2015) – Trained institution leadership staff to align themselves with donor funded public-private partnerships and projects, to understand the regulations and obligations of grant funded projects and to prepare a newly drafted strategic plan and platform statement.

Association of Non-Bank Microfinance Institutions of Nigeria (ANMFIN). (March-May 2015) – Worked with ANMFIN staff and board members to align themselves with donor funded public-private partnerships and projects, to understand the regulations and obligations of grant funded projects and to prepare to present a newly drafted strategic plan and platform statement to the Microfinance Advisory Board of the Central Bank of Nigeria.

2013 Grant Application and Proposal Development for Aquaculturists Farmer to Farmer/ Nigeria; Fisheries Society of Nigeria (FISON)/Winrock International & Nigeria/USAID; Project Director/Trainer (May – July 2013) – Designed and delivered 2-day workshop trainings in three locations (Abuja, Calabar and Lagos) on business and proposal



development and management from pipeline inception to award handover. Introduced Gender Budgeting as a cutting edge/ value added methodology incorporated into the project budget process/cost proposal, and included into the methodology of the technical proposal with the corresponding gender needs assessment and appropriate indicators for measurement, tracking and auditing. Demonstrated how to research donors, build partnerships with government and civil society, assess competition, and to develop technical and cost proposals responsive to donor. In additionally initiated business development opportunities with existing EU/DFID/USAID funded projects between public and private sectors in agriculture and aquaculture. Advised local NGO developing a project to address the issues of the street children of the North, referred to as the Almajiris under the influence of the Boko Haram, who are now infiltrating the streets of Abuja and to some extent Lagos.

Pre-Partner experience with USAID/WInrock/IESC relevant to AMARANT Village Inc.:

2006 Youth Leadership Training for Former Child Soldiers; South Sudan, Ministry of Information, Youth, Sports & Culture; Winrock International/ USAID; Project Manager/Trainer (May-July) Reintegration of former combatants: working with former combatants in Lakes State on the transference of military skills and leadership to civil society. Researched, developed and implemented a train-the-trainer/mentor-future-youth-leaders pilot project complete with a 5-day course curriculum, and extensive international research on lessons learned and conflict mitigation/ medication techniques for former child soldiers transitioning from combatant/military to civil society/peace building skills. Instituted gender-sensitivity into instruction on the Interim Constitution of Southern Sudan, the Millennium Development Goals, and Conflict Mitigation for use with community and tribal leaders; and jointly developed and prepared two proposals for the Lakes State Youth Leadership Group to the Ministry of Youth to ensure political and financial support for the pilot project with the anticipation of and request for South Sudan-wide replication. As requested by the Ministry, provided assessment of the journalism training project on issues of freedom of information, policy, procedure, media/ communication strategy techniques, interviewing and research skills and legal practicality within a post conflict environment, and inter-project cooperation with the gender-inclusive youth leadership training. Included a pre-post testing component to gauge levels of skills in mediation and leadership.

2005 Community-Based Groups to Combat Human Trafficking; Kyrgyz Republic, Farmer-to-Farmer (F2F); Winrock International/USAID; Project Manager/Trainer (Apr– June) - Provided research, strategic planning and implementation consultation utilizing community building skills for a regional NGO, community associations and their raion governments throughout the oblast in the planning and preparation of a project proposal to develop a region-specific human trafficking prevention awareness campaign targeting 18-30 year olds in a mountainous region north of China, dealing with issues of forced labor, the sale of body organs and infants, and prostitution. Worked with local NGO and local community associations in coordination with local government to develop communication materials and networking system with use of local media to assist in identifying recruiters victimizing young people with promises of jobs outside the country. Assessed and participated in high school training for youth at human trafficking risk, dealing with gender specific issues that victimize and entrap people into trafficking. Pre and post surveying was used to measure increase in knowledge and to gauge possible behavior change in terms of potentially being victimized by recruiters. Provided requested assistance to regional NGO on development of USAID grant-funded proposal to provide technical assistance and support for small agri-business assistance.



2004-5 Gender Mainstreaming & Diversity in Agriculture Phase I / Phase II; Republic of Guinea, PEGRN(ACA), Farmer-to-Farmer(F2F); Winrock International/USAID; Project Manager/Trainer (Phase 1: June- Aug 2004 / Phase 2: Feb- Apr 2005) - Phase I: Introduced Gender Mainstreaming & Diversity in Agriculture at the request of the Guinea NGO, working with their management staffs to develop and implement training to over 50 field staff and directors in Labe and Dabola in gender analysis as a tool to work with village elders in defining the roles and impacts of men and women farmers in their communities. Pre and post evaluations were completed for analysis and preparation for Phase II. Prior to Phase II, the course direction was supplemented with new skill techniques to assist in using gender analysis in the field. At the beginning of Phase II, participants were selected to “re-instruct” Phase I to gauge the retention of participants after 8 months. Phase II: Train-the-Trainer for complete field staff and other interested NGO staff, including Peace Corps, integrating communications as a training methodology and training component, and incorporating village level presentation skills to empower village leadership to present their community needs to the local government officials. Both phases resulted in the development of a 3-day curriculum with incorporated skill training for train-the-trainer skills and presentation techniques.

2003 Fundraising: Current Options Involving NGO Constituencies, Members and Supporters; Republic of Armenia, World Learning; International Executive Service Corps/USAID; Project Manager/Trainer (Aug-Nov) - Worked with ten networked NGOs on Revenue Raising Strategic Planning and the development of a first-ever national professional association of Human/Family Abuse NGOs working together to create a comprehensive national plan for family abuse services to seek out international sustainable donor grant funding and to coordinate with the newly released Republic of Armenia National Plan of Action: Domestic Violence, HIV/AIDS, Human Trafficking and Child Rights. Joined network with the United Nations Office of Immigration Migration to provide overlapping services to victims of human trafficking. Provided a replicable workshop and curriculum on revenue raising strategic planning. Assisted individual and partner NGOs in the preparation and editing of funding proposals to the European Commission, Eurasia and Open Society. USAID had certain M&E indicators that required being tracked and reported in the final project report.

2001 Raising the Awareness of Domestic Violence as an Issue for NGOs; Republic of Armenia, World Learning; International Executive Service Corps/USAID; Project Manager/Trainer (May-Aug) Assisted 12 NGOs through the USAID grant proposal process and the implementation of initial grant service requirements; initiated coalition training and the development of a national network of family violence services. Researched, developed curriculum and facilitated workshop presentations on association building, family violence and community enforcement throughout Armenia. Presented issues and strategies to government officials, business leaders, community leaders, health professionals, attorneys, and numerous individuals and organizations within the projects’ start up phases. Facilitated nationwide conference for journalists and reporters on issues of family violence and issue constraints of public media. Conferred with OSCE on family violence proposed legislation in relation to Armenia’s reform agenda meant to align with the European Union regulations for EU entry. Participated with Los Angeles, USA law enforcement team in presentation of US enforcement strategies. Toured and conferred with medical, hospital and health professionals on the state of medical services, with attention to PTSD/trauma, pediatric /childhood disabilities, mental illness/ health and women’s health. All trainings required the standard USAID evaluation reporting and analysis for the final report.

2000-5 Prosperous Africa/New Hampshire African Information Center; New Hampshire USA; Senior Expert - International nonprofit working in Mali and New Hampshire, USA with African-born refugees and immigrants struggling with immigration and cultural integration issues. Worked on the initial research and planning for a sanitation/solid waste/water treatment project with USAID in



Bamako, including a comprehensive outreach strategy for reaching local communities, and primarily women who are the most affected.

Non Profit Experience of Founder & CEO International Consultancies

2014 -2015 War Child Canada; Uvira & Fizi Territories, Sud Kivu, Democratic Republic of CongoCountry Director - Responsibility for leading, managing and building capacity of the in-country team of twelve professionals (organizational goal - 100% Congolese staff by 2017) and one hundred field staff and four local partners with expansion to a territorial comprehensive network; programs in SBGV, innovative micro-financing training and support, literacy education, IRI secondary education for at-risk girls, livelihoods and youth training; and operations including establishing a DRC strategic plan and a security/crisis/evacuation plan for field and home staff. Oversight of operational compound including residential housing, vehicles and security outposts; financial budgeting; building staff and local partner capacity; developing funding opportunities with regional and global donors for local and regional projects within the context of existing conditions in Eastern Congo; and ensuring issues of gender, religion, ethnicity and disability are equated into programming and implementation with consent and support of territorial government and local village leadership. Working with international development team to create and implement a 3-year donor strategy plan for WC/USA in order to support WCC multi-country programs in Congo, Afghanistan, Uganda, Sudan, and South Sudan with US Government funding through partnering and sole contracting. Exposed risks that compromised the integrity of security at numerous levels.

2012 - 2013 Stability in Key Areas (SIKA); East, South, and West/Afghanistan; Overseas Strategic Consulting (OSC) Ltd/ USAID; Director, Afghanistan Programs (May 2012 – February 2013) (In Afghanistan: June-July/Kabul, Aug-Sept/Kabul, Oct/ Kandahar) -Oversight of technical implementation of three OSC SIKA projects in Afghanistan, including the management and support of LTTA, STTA and CNN staff through close supervision of in-country directors/managers. Liaised regularly with in-country staff and home office management to ensure contract performance. Developed communications and outreach training modules, CNN staff trainings, field staff guide and implemented capacity building initiatives. Contributed to project deliverables, including monthly and quarterly reports, and monthly media analysis with a focus on issues of gender. Safety issues for the CNN staff and the participating beneficiaries were a #1 priority and reflected in all trainings and materials developed and delivered to the citizens of Afghanistan. Recognizing ethnicities, languages, and religious/traditional customs, all trainings and materials were developed with gender inclusiveness by and for the needs of Afghan wo/men, and to give voice and be responsive for youth, elderly, disabled, children, and all marginalized individuals.

2012 Palestinian Community Infrastructure Development Program; West Bank/Gaza /ANERA (American Near East Refugee Aid) /USAID; Proposal Development Manager/Technical Writer (April – May 2012) - Awarded USD$100M proposal for incumbent to EWAS II for expanded services that include the new 2012 USAID policy on gender equality/equity and behavior/attitude change M&E indicators. Primarily a water and sanitation project, USAID required a comprehensive community outreach strategy for full gender participation and employment targeted to local people. Created comprehensive community outreach strategies for full gender participation and employment targeted to local people in accordance with USAID guidelines. Designed outreach programs to incorporate training and all available communication tools and resources to be utilized by the full contingent of Public Relations/ Communications Outreach staff. Developed PMP to include gender sensitivity and inclusiveness in water and sanitation infrastructure projects.

2011 Interim Proposal Development Manager; Plan International USA (July – September)



Recommended actions and policy/procedures for restructuring, implementation and management of proposal development division; recommended an internal system for management linking the follow through from pre-proposal /business development to proposal development to project management; recommended developing inter-Plan country relations to better coordinate the grant proposal selection process and development through submission and award. Participated in development of Performance Management Plans (PMPs) for USAID RFAs and APSs in Bangladesh, Egypt and Dominican Republic. Reviewed and made recommendations on PLAN women and children policies for conformity with USAID, UN and other international standards.

2011 Protecting Human Rights; Bangladesh, Plan International USA/ USAID; Gender Based Violence Specialist (Feb – June) - Startup Implementation for 5 year $12.5M project, using a collaborative approach to team and partner building, worked with core teams from primes and subcontractors in the development of the draft materials; responsible for the drafting and final report submissions to USAID of the Annual Work Plan Year One- a detailed breakdown of all tasks and activities, the Monitoring & Evaluation Plan, and the Baseline Survey Tools. Identified critical assumptions and recommended alternative actions to address the opposing party support of a radical religious group targeting the National Women’s Development Policy 2011, inclusive of domestic violence law 2010, as against the doctrine of the Qur’an and Sunnah. An escalating movement that within the first month of the project produced violent demonstrations injuring members of the law enforcement and resulting in over 1500 suits of property damage with a national daybreak to dusk hartal/strike closing government and businesses and planned to convene a weeklong conference with rallies to promote their dissatisfaction with the NWDP. Alternative actions included the development of an interagency, inter-partner and collaboratively developed crisis management plan in coordination with USAID, US Embassy, US Institute of Peace, and the Government of Bangladesh; including the development of policy/position/white papers on human rights, women, children and families to contextualize the crisis management response and action strategy with a detailed action work plan. Developed and delivered a domestic violence sensitivity training to the implementing partners’ staff and core teams; developed and delivered a presentation on the barriers and challenges of the new domestic violence law in terms of the drafting of rules for implementation and enforcement. A media watch system initiated to track the issues and respond appropriately, and to work with USAID/US Embassy in deflecting any dangerous situations that arose. It also tracked the reports of domestic violence and capacity of local communities to provide support under the domestic violence law. A communications department was hired along with an initial communications strategy. Project received 6th year continuation funding in 2016.

2010 Zimbabwe Results Based Financing Project; World Bank/Ministry of Health and Child Welfare, Government of Zimbabwe; Team Leader/Proposal Writer / International Rescue Committee (IRC) (September 2010) Researched, developed project design and wrote a USD $15.4M 18-month project to establish a Performance Purchasing Agency to contract and sub-grant to healthcare facilities to provide high quality user-fee-free maternal and neonatal services, and to act as a purchasing agency for equipment/works/supplies required under the grant contracts. A communications strategy to reach out to all potential women and families, especially in the rural regions of Zimbabwe, that could benefit from these services, included use of all media, print materials, public meetings, brochures and poster flyers. A comprehensive M&E plan with a baseline survey, data collection, reporting and analysis was developed to measure both quantitative and qualitative information in terms of behavior change and increase in maternal and neonatal health.



2010 Rule of Law Assessment in Kyrgyzstan, Evaluation Services IQC Task Order/ USAID/ Gender Analyst, International Business & Technical Consultants Inc. (July – Sept 2010)Strategic planning, monitoring performance and quality of deliverables, ensuring adherence to timelines and budgets, managing partner and client relationships, and leading and supporting project teams, providing M&E support and training, developing data collection tools, collecting quantitative and qualitative data, and preparing reports and recommendations. Drafted gender issues for in-country assessment. Edited final report to maintain gender equality in final assessment and recommendations for future legislation and rule making.

2009 - 2010 Procurement Curriculum Development and Training, Capacity Building & Training IDIQ Task #1, Office of Director for Public Procurement (ODPP), Government of Malawi; Millennium Challenge Corporation; Acting Team Leader/Training Lead; International Business & Technical Consultants Inc (April 2009 to Sept 2010) - With ODPP, and local training institutions, delivered training programs to the targeted and gender-inclusive public procurement related audiences in Malawi including Anti-Corruption Bureau and Auditor General Office, and provided support to GOM for sensitization workshops. M&E component tracked the courses, student and trainer participation, and reported monthly with pre-post-test evaluations. Designed and provided an interactive website post-training support network system for 6 months following trainings. Daily/weekly communications included new procurement regulations, a question/answer series allowing participants to blog their answers and opinions with the answer provided 5 days after the question. Q&A were sent electronically to all 500+ gender-inclusive participants that registered on a weekly basis and the website portal supplied all the supporting documents and resources, along with opportunity to discuss specific issues with procurement experts. The website portal allowed for tracking participation and type of participation for future web & course development.

2009 – 2010 Contracted Admin. for Technical Education and Vocational Training Project; Millennium Challenge Account - Mongolia (MCA-M); Technical Proposal Writer/Home Office Project Administrator; International Business & Technical Consultants Inc. (Aug 2009- Sept 2010) Researched and wrote, in collaboration with a senior technical advisor and Onom Foundation of Mongolia/USA, a 32 page technical understanding, approach and methodology to support the goals of the MCC by promoting overall economic growth and reducing poverty in its efforts to design and implement Competitive Grant Programs (CGP) to TVET institutions. The four year $695,000 technical assistance program was awarded to the partnership. A comprehensive outreach and communication strategy was developed to provide a communication network between the grantor and the grantees in the implementation of their projects to share lessons learned and to promote their successes. A comprehensive M&E plan tracked each procurement requiring each sub-grantee to provide a similar gender-inclusive M&E plan to show capacity and improvements in relation to other TVET projects.

2009 Women’s and Children’s Rights Programme- Communications Component; Ministry of Family, Youth and Sport/EU/Ukraine; Technical Proposal Writer / GOPA-Cartmill (April - May 2009) Researched and wrote, in collaboration with consortium team, a 40 page technical understanding, approach and methodology on the development of research, a comprehensive needs assessment, measurement indicators, training methodologies, and a stakeholder communications and media strategy to support the Government’s and civil society’s efforts in this 6M Euro/28 month grant-funded program to advance the status of women and children’s rights and to foster a gender culture across Ukrainian society by engaging specific target groups. Required comprehensive communications strategy and media outreach campaign with M&E component measuring media impact.



2003 Reclaiming our Integrity, Youth Conservation Foundation/Navajo Nation; Project Manager (Mar- July 2003) - Researched, created and developed a grant-funded summer employment, vocational training and education program for disadvantaged/at-risk youth, establishing historical redemption for the Kit Carson massacre of 1879 by re-planting a fire-destroyed peach orchard accompanied with a riparian-buffer, erosion-conservation strategy, a project piloted by the Maliseet Indians of Maine. Worked with tribal government after negotiating public lands to secure never beforehand US federal funding (non-Department of Interior/Bureau of Indian Affairs) to the only sovereign nation on USA soil. A full media campaign was developed to share the message of reaffirmation to the tribal community. An evaluation component was required to measure both participation and reaching objective.


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