WORKSHOP REPORT

NGO MANAGEMENT TRAINING WORKSHOP FOR CIVIL SOCIETY ORGANIZATIONS IN WEST AFRICA

DATE: 27 29 NOVEMBER, 2010.

VENUE: WACSI SECRETARIAT, ACCRA, GHANA

TABLE OF CONTENT

1. 1.1. 1.2. 1.3. 1.4. 1.5.

Introduction Objectives Methodology Training Areas Expected Outcomes Opening Remarks

4 4 4 4 5 5 5 5 6 7 8 12 12

1.5.1. Programmes and Capacity Building Officer 1.5.2. Representative from WACSI (Mrs. Nana Afadzinu, Executive Director) 2. 3. 3.1. 3.2. Introduction to the NGO Management Workshop Session One Strategic Planning/Governance EXERCISE ONE: Developing a Strategic Plan Session Two- Financial Management

3.2.1. Exercise Two: Developing a financial plan (budgeting) 4.

Session Three: Team Building, Program and Project Management and People 13 14 15 15 17 18

Management 5. 5.1. 5.2. 5.3. 6. Session Four: Fundraising and Organizational Sustainability Session Five: Communication Strategy Session Six: Light Bulb Moment Session Seven: Evaluation Closing Remarks by Representative of WACSI- Nana Afadzinu, ED

Appendix 1: Programme Agenda Appendix 2: List of participants: NGO Management Course, 27-29 November, 2010.

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1. Introduction The West Africa Civil Society Institute (WACSI) organized an NGO management training workshop for civil society organizations in Accra, Ghana. In attendance were 27 actors from civil society organizations in Ghana. The workshop was targeted at strengthening the managerial skills of middle level staff of NGOs in Ghana. The training was also geared towards introducing participants to key techniques needed in NGO management and to equip them with the relevant skills to plan strategically. This reports documents the proceedings of the workshop. 1.1. Objectives The workshop sought to: Enhance the management practices of NGOs; Provide middle managers in NGOs with project management skills; Strengthen the ability of NGOs to access and manage donor funding; Prepare participants for strategic thinking that will be needed as they progress into senior management positions and; Equip each participant to return to their organization with an action plan to promote personal and organizational effectiveness. 1.2. Methodology The training workshop was delivered using interactive, learner-centered methods, audio visual tools, experiential learning, and practical exercises. Participants shared their real lifeorganizational experiences. 1.3. Training Areas The three day workshop covered 8 sessions. The sessions aimed at strengthening the capacity of participants to enable them institute the necessary changes to sustain their organizations. The specific training areas include: Strategic Planning; Financial Management; Team Building; Program and Project Management;
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People Management, Fundraising; Community Mobilization and Stakeholder Involvement; Role of Communications and Public Relation; and Monitoring and Evaluation.

1.4. Expected Outcomes The expected outcomes of the training were: Improvement in performance of middle managers in NGOs Enhancement of project, people and assessment management skills of middle managers Increased networking and collaboration among NGOs in Ghana

1.5. Opening Remarks 1.5.1. Capacity Building Officer The workshop began with a welcome address by the Capacity Building Officer of WACSI, Charles Vandyck. The Officer acknowledged the relevance of the workshop and benefits for the participants. Charles reiterated that, civil society organizations have weak internal governance systems so the workshop is organized to enable participants strengthen governance structures in their organizations. He thanked the participants for taking time off to be at the workshop and introduced the facilitator Ms. Karen Shormeh Sai. 1.5.2. Representative from WACSI (Mrs. Nana Afadzinu, Executive Director) Nana Afadzinu welcomed participants to WACSI. In addressing the participants, Nana stated that, NGOs invest in lives in order to see a change in lives however the skills of profit organizations elude NGOs. Thus this training is to enable participants remain in civil society set up and for sustainability in the current system. Nana encouraged the participants to air their views and come out with their problems to enable WACSI to respond and assist them appropriately. Finally, Nana thanked the participants for coming and hoped that they will see themselves as members of the WACSI family.

2. Introduction to the NGO Management Workshop The three day training workshop was in several sessions they are: Session one: Strategic Planning/Governance Session two: Financial Management Session three: Team Building, Program and Project Management, and People Management Session Four: Fundraising and Organizational Sustainability Session Five: Community mobilization and stakeholder involvement and the role of communication and public relation. Session Six: Monitoring and Evaluation Session Seven: light Bulb Moment and Evaluation

The facilitator, introduced herself to the participants, and outlined the agenda. The next important step was participants together with the facilitator set the rules of engagement to enable the success of the workshop and to avoid destruction. The rules were as follows: Switch off/put mobile phones on silence Respect for each others opinion Getting involved in the activities lined up for the workshop

Participants were paired up and given the opportunity to introduce each other to the rest of the participants at the workshop. The participants outlined a number of expectations they wish to achieve at the end of the workshop to include: Networking, collaborating, sharing experiences and adding on to knowledge Enhance project management skills Become a better team leader and project manager Enhance managerial skills and increase capacity in NGO works Gain insights into the current trends in the NGO sector Understand what it takes to organize an organization effectively Learn the new dimensions in program monitoring
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Develop a winning proposal after the programme Learn more on advocacy and monitoring Effective management of new staff Gain knowledge in project and human resource management

3. Session One: Strategic Planning/ Governance The training began with the facilitator taking the participants through the importance of strategic planning and governance for organizations. The participants were introduced to the Strategic Planning process, and tools. Strategic planning encompasses fundamental decision making and action planning to shape and guide an organization toward the future. A strategic plan does not guarantee that an organization will reach or exceed its goals, but it provides a clearly thought out path to reach them. The SWOT analyses, Logical framework and the PEST were identified as some of the tools for designing an S.P. the S.P process involve: Plan to plan Who will participate? Assess external environment Assess internal environment Clarify mission and values Determine goals and objectives Develop indicators of success Develop and document strategies and final plan

To enable participants have a practical understanding of Strategic Planning, participants were grouped into five (organizations). Each group was assigned to a specific project and was tasked to develop a strategic plan in relation to the project. The group tasks were: Group one: Increasing womens participation in governance in Ghana
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Group two:

Reducing maternal mortality in Ghana

Group three: Improve access to education at the tertiary level for Youth in Ghana Group four: Increasing employment for the youth in the non-formal sector Group five: A system to support persons facing sexual harassment in their workplace

The rapporteurs from the various groups presented their Strategic Plans. The groups critiqued each others work and made several important contributions to it. The facilitator explained further the essence of the S.P tools, and she urged participants to try all for efficiency and to avoid an oversight. In the area of governance she dwelled on the importance of the composition of the Board to the organization. She emphasize on the need to strategically select board members. Participants deliberated on the differences between Articles of incorporation and Bylaws. The difference was clarified by the facilitator who explained that the former referred to the constitution of the organization while the latter is the legal framework that guides the policies of the organization. A participant drew to the attention of all on the need for NGOs to have accurate knowledge on the legal framework of the country which is the companys code. Below is a tabular representation of the Strategic Plans of the Groups,

3.1. EXERCISE ONE: Developing a Strategic Plan Group Name Group One: SAACE INSTITUTE Strategic Plan Vision: To have a nation where there are equal opportunities for women in governance. Mission: The organization seeks to enhance and strengthen the skills and capabilities of women to increase their participation and representation in governance in Ghana. Objectives: To have 50% women participation in local governance by 2014; Increase the awareness and knowledge on the need for women participation in governance; Build the capacity of women for leadership roles; Train trainers to aid in the advocacy of women participation in governance; To have 50% women
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participation in governance at the national level. Activity Description: Research, Training, Networking, Publications Output: 100 women to be trained nationwide in governance, gender, human rights etc.; 100 TOTs trained nationwide Sources of Funding: African Women Development Fund (AWDF), Department for International Development (DFID), European Union (EU) Group Two: MHIP Vision: Reduce the rate of maternal mortality in Ghana Mission: Improving access to antenatal and postnatal care in rural Ghana Goals: Increase Awareness on Maternal Health Issues in rural communities; Improve access to maternal health care in rural communities Objectives: Increase number of maternal health personnel by 20% in 3 years; Build capacity of TBAs and volunteers by 15% in 3 yrs; Improve by 50% the rate of rural women attending antenatal and postnatal clinics Activity Description: It is our plan to use awareness creation and capacity building tools to arrive at reducing maternal mortality in rural Ghana. This will be done through: Training programs and workshops; Utilisation of the community radio and; Symposia and durbars Indicators: Increased awareness of Maternal Health issues in rural communities; Reduced rate of maternal mortality in the rural areas; By end of the 3 yr period, 150 ToTs, TBAs and volunteers should have been trained; Stakeholder forums on maternal health conducted annually. Means of Verification: Field Reporting to be conducted by field agents; Statistics from Maternal Health Care Providers Assumptions: Improvement of access to maternal health services and increased awareness of such leads to decreased maternal mortality; Awareness leads to more women attending maternal clinics.

Sources of Funding: WHO, UNFPA, DANIDA, UNDP, UNICEF, MTN, Tullow Oil. Group Three: EDUCARE Vision: Improve access to education at the tertiary level for youth in Ghana Mission: To empower the youth to access education at the tertiary level, through scholarships, training, mentoring and advocacy. Objectives: To mobilize funds for scholarship for a 6yr project; To form partnerships for mentoring with the various tertiary institutions; To offer training to build their skill in learning, time management, confidence and assertiveness; To advocate for spaces, opportunities and specific affirmative actions for admissions into the various tertiary institution; To raise GH200,000 every 2yrs for 100 students to enter tertiary education; To offer scholarships to 300 students within over a 6yr period (50 per yr.); To form partnerships with 5 tertiary institutions; To train 50 students every year; To liaise with the heads of institutions to lobby for spaces for our beneficiaries. Activity Description: Fund raising; Form partnerships; Advocacy; Training and mentoring; Scholarship awards; Monitoring and Evaluation. Scope of Operation: Senior High School Graduates from Greater Accra region and Deprived students Group Four: Center Youth Empowerme nt Vision: An economically empowered and self-sufficient Ghana.

for Mission: Create employment opportunities for youths through skill training, professionalized services provision and business entrepreneurship. Objectives: increase employment opportunities for youths in Ghana; Professionalize carwash service to attract; Attract more markets for bamboo Craft for 15% of unemployed youths by 2013; Professionalize car washing to attract 20% of unemployed youths in Ghana by 2013; Promote Agric development to attract 30% of unemployed youths in Ghana by 2013. Activity Description: Increase employment opportunity for youths in Ghana.

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Output: 5000 youths trained in improved farming methods and formed into cooperatives annually; 10 professionalized carwash centers established in 3 years and run by youths; 6 Bamboo craft centers set up in Ghana to train 1,200 youths annually. Means of Verification: Survey reports. Assumptions: Professionalizing car washing facilities will attract more customers; That youths use the skills to create employment for themselves; Improved designs will attract more markets; Youths are willing to accept jobs in the Agric sector; That people patronize professionalized carwash services over traditional one; That youths take interest in careers in bamboo craft; That no baseline studies have been done on the area. Sources of Funding: (Agriculture), UNFAO, CIDA, USAID, DFID, DANIDA, MTN, TIGO, ZAIN, Banks, Bill gates Foundation, Rich individuals in project communities, Traditional Rulers in project communities Group Five: Nsiah Foundation Vision: A society that is free from sexual harassments Mission: To work with relevant stakeholders in Ghana in ensuring a sexual harassment free society Goals: to build a sustainable organization that works at addressing sexual harassment issues in Ghana Objectives: To reduce the level of workplace sexual harassment in Ghana by 30% by the end of 2013 Activity Description: Research, Counseling, Awareness Creation, Partnering with Stakeholders

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3.2. Session Two- Financial Management Participants were introduced to the essence of financial management for an organization and the need to budget wisely in order to avoid omission or hindering the organization from completing its projects or a particular need. Financial Management is the use of financial information, skills, and methods to make the best use of an organizations resources. The building blocks for financial management include: Internal controls: physical verification, limited access, standard documentation, segregation of duties, checks and balances, approval and authorization, and reconciliation; Budgeting: compliance with the budget when making payments is and important control over spending; Accounting: transparent book keeping is an important control against fraud and; Reporting: reviewing financial reports is an important control to detect errors and inconsistencies Most organizations fail to take into consideration everything needed for a successful project and as such sustaining the organization. Organizations need more than a person to manage it finances. Having an individual managing the organizations finance does not ensure sustainability. (i.e.: the same person, who signs the checks, endorses it, is the sole signatory to the account and the auditor). In a question as to whether to inflate budget to be able to cover all costs since some donors are not willing to cover administrative costs, it was agreed that, for credibility and honesty, it is not necessary. Furthermore not inflating budget will avoid to be tagged by donors as too expensive and to draw away from the organization, hence the budget has to be realistic. 3.2.1. Exercise Two: Developing a financial plan (budgeting) Participants were tasked to develop financial plan for their groups, taking into consideration the goals and objectives they have set. They were required to indicate specifically, their sources of funding.
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4. Session Three: Team Building, Program and Project Management and People Management The facilitator introduced the agenda for the day and did a recap of the previous days activities. The presentation focused on team building (roles of the staff and the board), program and project management and people management. Shormeh and the participants identified several ways in which NGOs can manage a team to include the following: An inclusive environment A close nit team with open communication. Stability and growth plan. Capacity building plan or opportunities. Regular two-way performance. Providing an appropriate and comfortable work place. Modern technology. Motivation through welfare support. Team building exercises. Flexibility in communication. Flexible management system. Open and effective communication. Trust. Structure. Grievance handling process or system. An agreed on value system. A problem solving form for the team. Regular team meeting. Meaningful delegation. A reward system incentive system.

The presentation also captured the difference between project and program. Whereas, a project is an activity with a beginning, a middle, and an end, with a clear objective and an established budget, a program the other hand has several related outcomes, a goal, a purpose, or an objective;
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several strategies working towards these objectives; it may include a number of projects and; may incorporate several types of interventions. Participants returned to their various groups to finalize their projects and prepare for the presentation. The groups were required to make a presentation that does not only inform but to convince the audience that their project is viable. The facilitator allotted a thirty minute time frame for group work. In deciding on which group to make the first presentation, the groups balloted and the mantle fell on Nsiah Foundation to present first and the SAACE Institute presented last. It is interesting to note that, the turn out of the balloting resulted in group five presenting first and group one presenting last. The groups showed their IT prowess by delivering their presentations in power point. As usual everybody contributed to each others work by critiquing and providing additional and relevant information to the work. At the end of the presentations, the participant voted to select the best group presentation. In the end Group two (MHIP) emerged winners with a landslide victory of 15 votes, Nsiah Foundation came second with five votes, SAACE Institute were third with 3 votes, EDUCARE and the Center for Youth Empowerment had two votes each indicating a tie. The third day featured the last four sessions- fundraising, community mobilization and stakeholder involvement, monitoring and evaluation, and the light bulb and evaluation sessions. 5. Session Four: Fundraising and Organizational Sustainability The fundraising session was captured fundraising and organizational sustainability. The facilitator emphasized on the importance of funds in sustaining organizations, hence the need for diversification of funding resources and holding reserves. A sustainable organization is one that can continue its activities into the future. There is the need for a country to formulate policies to encourage philanthropy to enable NGO activities to be a success. Furthermore, the presentation touched on the importance of community mobilization and stakeholder involvement in sustaining organizations financially. This is possible when the community gets involved and identify with the projects (assisting in the development and
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maintenance of the project). This will also infuse new energy and promote community ownership; encourage collaboration between individuals and organizations; and limit competition and redundancy. 5.1. Session Five: Communication Strategy The presentation on monitoring and evaluation focused on communication. The facilitator informed the participant on the need for an organization to design a good communication strategy to have an effective monitoring and evaluation system. Participants were taking through the process of designing a communication strategy. A communication strategy template from the World Wildlife Foundation (WWF) was used by the facilitator in illustrating the process to participant and a copy was made available to the participants. The groups were assigned to design a communication strategy for their project using the template available. The groups presented their communication strategy after the tea break. Participants critiqued, shared ideas and asked question pertaining to the presentations on the communication strategy. The facilitator provided of the questions and clarified most of the issues raised to the participants satisfaction. Finally the facilitator concluded by leaving the participants with a food for thought, You cannot get away from opinions neither can opinions stop you from achieving your cause. 5.2. Session Six: Light Bulb Moment The training workshop ended with the light bulb and evaluation session, where participants were grouped in two pairs and assigned to each tell the other on how beneficial the workshop had been to him/her and how he/her will make impact in their respective organizations. After this activity, the participants informed everyone of what each disclosed to the other. Time frames were set for each partner to check on the other to ensure that they are accomplishing the set target in their organizations. Below is a compilation of the targets and time frame set by the participants.

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NAME Akyaah K. Dapaah

TARGET

TIME FRAME

To formulate a strategic plan for next years January, 2011 activity To Formulate a Communications Plan; To April, 2011 Set up Proper Roles and responsibilities for Staff Board; To Apply management Skills

Linda Aba Daisie

Aba Crentsil Azumi Mesuna Angela Dwamena-Aboagye

To design a Strategy Plan To develop a Communications Strategy January, 2011

To formulate a Policy on Compensating and Mach, 2011 Rewarding Staff

John.S. Amoakohene

To design a Communication Strategy; To Mach, 2011 strengthen Fundraising

Frederick Ofosu

To design a Comprehensive Communication Plan

Seth Anane Twum

Impact

Fundraising

Strategies

within January, 2011

organization Rockson Dutenya To design a Communication plan to create 30thNovember, 2010 Value To re-organize a Proposal(Credit for latrine) Seth Frimpong Emmanuel Sackey Beatrice Acheampomaah Aboagye Ebenezer A. Zonoe Training on Budgeting Processes To Review Fundraising Strategy To Formulate a Communication Plan February, 2011 December, 2010 March, 2011 31st January, 2011

To push for a decision to create a reserve; to March, 20111 write an income generating proposal; To for a review of 5 years Strategic plan

David K. A. Kporfor Nana Prempeh Aduhene Joyce Lena Danquah Mack Mulbah

To strengthen Internal Communication

December, 2010 10th November,2010

To finalize Communication Strategy

To Develop a Communication Strategy for January, 2011 my Organization

Odoley Oddoye

To incorporate the Log frame and Strategy January, 2011

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Planning Tools; To create Vision and Mission for the Foundation Oluwatoyin Ojelabi Joana Ackah To utilize Community mobilization in Current January, 2011 Project Esther Darko- Mensah To Develop Communication and public January, 2011 Relations Strategy Annabelle Akuki Azu Assiatou Diallo To Develop a Public Relations Strategy April, 2011

To organize a meeting to share knowledge on June, 2011 budgetary processes with Staff

Bismark .A. Tandoh

To encourage the restructuring of the Board ; December, 2010 To utilize Strategy management, project management and Communication plan

Naafah Gervin Kokoi

To design a Communication strategy for Advocacy Project; To utilize the Log Frame

Benjamin Lartey

To Develop a Communication Plan Strategy; To replicate Training

Aicha Araba Etrew

To Assist in Developing a Communication February, 2011 Strategy To use Knowledge on People Management to 15th April, 2011 Motivate Staff

Stella Obese-Jecty

5.3. Session Seven: Evaluation Evaluation questionnaires were handed over to participants to fill and disclose their overall impression of the workshop, access the facilitator and making recommendation for subsequent training workshops for WACSI.

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6. Closing Remarks by Representative of WACSI- Nana Afadzinu, ED The E.D, Nana Afadzinu thanked the participant and informed them of subsequent trainings WACSI intends to organize and urged participants to take apply and participate. She acknowledged the importance of the feedback and said she will be happy to get feedbacks. She also disclosed to the participants about redesigning of WACSIs website to make it more interactive and the intent to send out invitation for the development of the expert database and encouraged participants to get involve. Finally, she thanked the facilitator for a job well done.

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APPENDIX 1 PROGRAMME AGENDA NGO MANAGEMENT TRAINING FOR CIVIL SOCIETY ORGANIZATIONS IN WEST AFRICA DAY 1 WED 27/10/10 TIME ACTIVITY OFFICER RESPONSIBLE

8:30 9:00

9:00-11:00

11:00-12:00 12:00-1:00

Arrival and Introduction of Resource Person and Participants Participant expectations Strategic planning Who is involved Governance Long term objectives Short term objectives Mission Vision Exercise 1: Group exercise on a case study to develop a strategic plan. LUNCH BREAK

WACSI

KSS

KSS WACSI

1:00-4:30

Financial Management Financial planning Budgeting Fund raising Exercise 2: Develop and Critique a budget per same groupings for 1st exercise END OF DAY 1

KSS

4.30-5.15

KSS

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DAY 2 THURS 28/10/10

TIME

ACTIVITY

OFFICER RESPONSIBLE KSS KSS WACSI KSS KSS

8:30 9:30 9:30-10:00 10:00-10:30 10:30-11:30 11:45-12:45 12:45-1:45 2:00-3:30 3:30-4:30

Exercise 3 Team building Role clarification between staff and board Program and Project Management People Management TEA BREAK

Exercise 4: Design a Project, create its management framework; report it using a Log Frame LUNCH BREAK Presentations and Election of Best Group Work END OF DAY 2

WACSI KSS KSS

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DAY 3 FRI 29/10/10

TIME

ACTIVITY Fund raising Organization sustainability The role of communication and public relations/ Community mobilization and stakeholder involvement TEA BREAK Monitoring and evaluation LUNCH BREAK Exercise 6: developing a communication strategy for an NGO CLOSING CEREMONY END OF DAY 3

OFFICER RESPONSIBLE KSS WACSI KSS KSS WACSI KSS WACSI

9:00-10:30 10:30-11:00 11:00-11:45 11:45-12:30 12:30-1:30 1:30-3:00 3:00-3:30

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APPENDIX 2 LIST OF PARTICIPANTS: NGO MANAGEMENT COURSE, 27-29 NOVEMBER, 2010.

NAME Akyaah K. Dapaah Linda Aba Daisie

ORGANIZATION Centre For Development Partnerships St. Andrews Clinics For Children (STACC)Ghana Northern Ghana Network for Development Ark Foundation

EMAIL adapaah@cdp-africa.org

Phone Number 0302- 923-950, 024-009-5266, 020-3510101 0264671670

ldaisie@noguchi.mimco m.org daixybaby@gmail.com

Aba Crentsil Azumi Mesuna

aba_crentsil@yahoo.com 024.4.226306 ngndnet@hotmail.com,M 0243353108 esuna006@yahoo.com adaboagye@hotmail.com adaboagye@yahoo.com amosarp@yahoo.com thpghana@ghana.com baduaffum@yahoo.com thpghana@ghana.com 0302 511610

Angela DwamenaAboagye John. S. Amoakohene Beatrice Acheampomaah Aboagye Seth Anane Twum Rockson Dutenya

The Hunger Project-Ghana The Hunger Project-Ghana The Hunger Project-Ghana The Hunger Project-Ghana

0302 502657/8 0302 502657/8

Seth Frimpong

Emmanuel Sackey Frederick Ofosu

satananet@yahoo.com thpghana@ghana.com durock05@yahoo.com asrockson@gmail.com thpghana@ghana.com The Hunger sethfrimpong@yahoo.co Project-Ghana m thpghana@ghana.com Ghana Federation sakigh@yahoo.com of the Disabled

0302 502657/8 0302 502657/8

0302 502657/8

0233 (21) 240 530

Ghana Federation Frederick.ofosu@gfdgh.o 020 814 9248 of the Disabled rg fredjoes2@yahoo.com +231 6 520154 or +231 6 598084

Ebenezer Zonoe

A. Africa 2000 zonoe2002@yahoo.com Network - Liberia

David

K.

A. Friends Orphanage

friendsorphanage@hotm
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0244064413

Kporfor Oluwatoyin Ojelabi Mack Mulbah Odoley Oddoye

ail.com Evergreen toyinoje@gmail.com Womens Initiative (EWI) WIPSEN-A mmulbah@wipsenafrica.org Databank Foundation odoley.oddoye@databan kgroup.com joycedanquah@gmail.co m yaakisiwaa@yahoo.com estpok@hotmail.com +233 5473 07042

+233 241 770792 0241 044 014 0244222629 0202471718 0244377390 0244788110 0264 922 797 / 0302 230483

Joyce Lena The Gender Center Danquah Joana Ackah The Gender Center Esther Mensah Darko- The Gender Center

Annabelle Akuki The Gender Center azu_akuki@yahoo.com Azu Stella Obese-Jecty Ghana Anti- sjecty@ghanaCorruption anticorruption.org Coalition Bismark Tandoh .A. Elms Haven antwiss@yahoo.com Foundation elms haven@yahoo.com Gervin Dialogue And gkokoi@yahoo.com Advocacy For Good Governance (DAGG) CONIWAS alwaysben2000@gmail.c om aetrew@wacsi.org adiallo@wacsi.org

0264746550/0243014234

Naafah Kokoi

0204087850

Benjamin Lartey

0302250816 0243917867 0242661095 0244812141

Aicha Araba WACSI Etrew Assiatou Diallo WACSI Karen Sai

Shormeh The Empowerment shomsai@gmail.com Group

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