WEST AFRICA CIVIL SOCIETY INSTITUTE IIiINSTITUTE

TRAINING REPORT

NGO Management Training Workshop for Middle Level Managers in West Africa

July 22-25, 2008, Crystal Palm Hotel Accra, Ghana.

Contents
1.0
1.1 1.2 1.3 1.4

Background
Justification Introduction Objectives Expected Outcomes

3
3 4 4 4

2.0
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9

Training Areas
Managing Different Types of Organisations Program and Project Management People Management Financial Management Organisation Management Strategic Management Community Management Image and Advocacy Evaluation and Research

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5 5 6 7 7 8 8 9 9

3.0

Conclusion and Recommendations

10 12 13 17

Appendix One: Training Topics Appendix Two: Training Agenda Appendix Three: Training Participants

1.0 BACKGROUND
The West Africa Civil Society Institute (WACSI) was established by Open Society Initiative of West Africa (OSIWA) to enhance the capacity of civil society organisations (CSOs) through training, research, documentation, and policy dialogue. The Institute trains national and regional civil society actors in advocacy, policy analysis, influencing and effective research and documentation skills. The rationale for strengthening civil society lies in the fact that civil society in West Africa is an important partner in the promotion of good governance, democracy, peacebuilding and participatory development processes. In West Africa, many non-governmental organisations operate with weak intellectual bases. A training needs assessment carried out by WACSI revealed that staff members in NGOs lack basic research and analytical skills which hinders them from actively engaging in policy debates as well as contributing to the advancement of knowledge among civil society organisations. Furthermore, it was reiterated that documentation skills within the NGO sector is inadequate. WACSI therefore has decided to organise periodic training for NGOs. The NGO management training needs assessment highlighted that managerial outputs from organisations within the region are often flawed and lack the proper methodological basis. Other challenges in the region include inadequate organisational, financial, and community management. NGOs also lack the ability to document or articulate the impact of their activities resulting in the diminished appreciation of their contribution in the sub region. This training was in response to the need for proper management of NGOs, a responsibility that WACSI has taken to facilitate. This report sums up the concepts, discussions and comments gathered from the Training workshop held at Crystal Palm Hotel, Tesano, Accra from Tuesday 22 Friday 25 July, 2008. Twenty-one participants from middle-level management in NGOs attended the training. The training methodology and approach was enhanced by discussions, interactions and group exercises. 1.1 Justification The institutional and operational gaps identified in the training needs assessment carried out by WACSI highlights the importance of strengthening the managerial capacity of NGOs to enable them run their various organisations in a form which makes them accountable to funders and self sufficient. This workshop was designed to develop the skills of participants and equip them with all appropriate tools to appreciate, and properly manage their own resources. The major topics discussed included, managing different types of organisations, programme and project management, image and advocacy, financial management, and strategic management including monitoring and evaluation.

1.2

Introduction

NGOs are a part of social movements within civil society in the sub region and have been a major component in the influencing governments, mobilising people at community levels by strengthening their institutions and creating the awareness of various developmental issues and formulating policies which will affect the sub region. This task therefore requires NGOs to have both inter and intra- organisational skills and technical competence. However, most NGOs are institutionally weak and lack adequate internal governance structures and management skills to implement their mandates thus, the need for this training workshop. WACSI organised a four day NGO management training workshop with the aid of three facilitators from PsychonH.R; Dr. Bill Puplampu, Chief Executive Officer, Professor John Aheto, Chairperson of the Board and Emmanuel Amoako. This was the second NGO management training workshop the Institute had organised for civil society actors in the sub region. The overall objective of the workshop was to enhance the management and leadership skills of participants. 1.3 Objectives The specific objectives of the training were to: Enhance management capacity and organisational effectiveness of NGOs Provide middle level managers and officers in NGOs with programme and project management skills. Strengthen NGOs ability to access and manage donor funding.

1.4 Expected Outcomes The expected outcomes of deliberations on the various areas were: Increased understanding of the importance of strategic management in NGOs. Acquisition of skills that will enhance human resource management and development, recruitment and selection, rewards management, performance appraisal, training policies and practices. Enhanced understanding of managing programmes and resources: financial management and budgeting; project planning and management. Equip participants with vital knowledge and skills in managing their various organisations in a practical and professional manner so they achieve their vision and mission. The methodology used at the workshop encompassed presentations, brainstorming sessions, discussions, and case studies. The trainers approached the training sessions in a participatory and practical manner. The Executive Director of WACSI delivered a brief welcome address which highlighted the need for the participants to get fully involved in the training process so that it can benefit their organisations. Dr. Puplampu gave a brief introduction about PsychonH.R and its services. Subsequently participants introduced themselves and highlighted the areas of focus of their respective organisations

2.0 TRAINING AREAS

Nine comprehensive topics on NGO management were presented by the trainers. 2.1 Managing Different Types of Organisations

In this first session, management in itself was defined, a definition that differentiated it from the idea of being a boss. A good manger is a professional who wants to achieve results and therefore guides, trains, supports and coaches employees. The outline of the basic functions of management; Planning, Organising, Leading and, Controlling which involves setting clear standards, correcting errors, discipline and appraisal. It also involves determining if the organisation is progressing towards its set goals and taking corrective actions where necessary. The presentation highlighted the various types of organisations stating their peculiar characteristics as well as their advantages and disadvantages. This was followed by a group exercise on how best to manage an NGO which was to help participants understand the dynamics of running an NGO. This was significant because it explained to participants the importance of viewing their organisations not as voluntary work and therefore managing it haphazardly but more as a company and therefore managing it professionally. The policy of the organisation was significant to help it draw out a plan for programmes, project and human resource. This will facilitate and give direction to achieving the goals of the organisation. The criteria outlined for effective management are specification, time and budget as the three criteria for effective project management. 2.2 Programme and Project Management

Projects, programs and policy differ in form and purpose. However, there is usually a confusion of these terms. Projects do not exist in a vacuum, they emanate from programmes while programmes are generated from policy. Policies are areas of thematic focus that an NGO devotes itself. The policy may be derived from community problems, and social, political and economic issues in the country or region. A policy addresses challenges in a systematic manner through effective articulation, documentation and a long-term framework. An NGO may have more than one program or thematic area. A program is a set of interrelated ideas and activities organised around a core theme and running within a short to medium term period. However, a project is a set of interrelated tasks which are directed to achieve a particular limited objective within a short period. Programmes may constitute only one project or a number of projects within it. Projects emanate from programmes and are time-bound. Projects need a multiplicity of people, skills and time management. Projects must be delivered to time, to specification and to budget.

NGOs should be aware of the concept of the critical path and the importance of the logical framework. The critical path is a situation where key activities must necessarily happen before an NGO can achieve a project. NGOs have to adhere to an outlined logical framework (log frame) and reporting parameters of donors in order to attract necessary funding. A log frame is a document that sets out a philosophy, an agenda, costs, geographic delivery patterns, interrelated tasks, when, why, delivery dates, proposal concepts and monitoring and evaluation standards. Many donors ask for a log frame at the proposal stage or as a mid-term evaluation tool or at both the beginning and end of a program. For effective proposal approval, it is advisable to attach it even if donors do not request for it. The log frame is a monitoring and evaluation tool and a blue print for program management. The log frame is also a tool for project audits and a basis for sourcing funds. 2.3 People Management

An NGOs major asset is its people therefore great importance is to be paid to its structure for its human resource. Using the entry-maintenance-exist framework for managing people in an organisation is simply dealing with HR and organisational issues that may arise from the time a person is employed, their period of employment, up to the point when they exit the organisation. Entry into a NGO should be done professionally by NGOs themselves or they should hire consultants or recruitment agencies to do it right. NGOs are encouraged to move away from familiarity and a voluntary mind-set. It is imperative for NGOs to clearly define skills, knowledge, and competencies required for each job. NGOs are encouraged to undertake interviews that assess technical, managerial and interpersonal skills of candidates. They should select candidates who would best fit into the job and the organisation and issue appointment letters where probation plus confirmation periods are clearly stated. Another important entry process is induction and orientation which would help new employees imbibe the organisations culture and values. In addition, it also helps employees to attach some level of importance and seriousness to the induction or orientation process. NGOs are advised to implement a Performance Management and Appraisal System (PMPA). This system should include: monitoring of tasks, the range of core competencies, task execution processes, targets and professional standards. It is important for supervisors to understand the PMPA which aims to identify performance gaps and provide remedies and assist, reward and progress management. Training and development and compensation management are very important for the growth of NGOs. If there is no money for training and development, what should NGOs do? This is an issue for NGOs to reflect on. Exit strategies should be clearly spelt out and contain rules and regulations made known to employees. Sanctions should be based on the rules and in conformity with labour laws of the land and not on emotions. Nonetheless, the notice period for exit should be known to employees and employees should have a social security policy.

2.4

Financial Management

The most important aspect of steering an NGO is the appropriate management of its finances. Participants shared various encounters they had had with accounting administrators. From the various experiences, it was obvious that every organisation has a particular time had a problem with the financial department. Financial management involves appropriate budgeting, a vibrant internal control and regular auditing. Budgeting is a systematic allocation of scarce resources to unlimited demands or uses. Internal controls are processes by which an entity obtains a reasonable assurance as to the achievement of specified objectives. Auditing is a systematic process of objectively obtaining and evaluating evidence regarding assertions about economic actions and events, to determine the degree of correspondence between the assertions and established criteria and communicating the results to interested users. Budget is the financial aspect of strategic planning. A budget contains information about types and amounts of proposed expenditures, the purposes for which they are to be made, and the proposed means of financing them. The four main budgetary phases and functions are planning, control, monitoring and evaluation, reporting and feedback. Cost and a minimum level of quality should be taken into account in the process of budgeting. A control system is run by activities which involve policies and procedures that guarantee that management directives are implemented. There is a technical difference between the internal and external auditor. An internal auditors responsibility is to check anomalies within the organisation which may taint its credibility. Auditing results enables NGOs identify any financial inconsistencies and subsequently place preventive measures to avoid loss of integrity. The facilitator outlined the requirements for an effective audit as having evidence gathering and evaluation knowledge. Also, evidence which is sufficient and competent to support the audit opinion on financial statements is another requirement. Reasonable assurance from material errors or financial misstatements is important. 2.5 Organisation Management

NGOs need to learn to move voluntarism to a formal organisation to enable them sustain their funds and obtain new funding. Voluntarism is good and NGOs must maintain a spirit of volunteer work. However, it is imperative that it should have a plan in place which will help it sustain itself if there is no immediate access to funds. Stakeholders have advised NGOs to register with appropriate authorities and also set up specific standard for entry and exit of staff.

In addition, NGOs should not expect free service and they should seek expert help if they are not competent to undertake the specific task as well registering for workshops in particular fields. NGOs must find suitable organisational structures that fit their objectives and vision. They could opt for a hierarchical or coordination structure. Choosing a hierarchical structure or coordination structure depends on the practical situation of the specific NGO. Also, it is important for managers to learn the importance of effective delegation as a tool for managing an NGO and the relevance of teamwork in increasing employee motivation, higher levels of productivity, improved communication, and commitment to mission, vision and strategy. 2.6 Strategic Management

Day three started with an exercise on building a tower. The towers were judged on beauty, stability and height. This exercise was to test the team work and implementation abilities of participants. The facilitator introduced participants to strategic management. This is a process that combines strategy formulation (decisions) and strategy implementation (actions). In order for NGOs to become sustainable and evade dependency syndrome, formulating strategic plans is vital. A strategy is an organisations methodology to fulfilling its comprehensive objectives and aims in the short, medium and long-term. The plan contains specific detailed activities aimed at a strategic action. NGOs have to formulate clear visions and continually re-vision them to keep them in the direction they are going. The clearly stated vision will sustain the organisation because it represents a compelling, ideological and philosophical driving force of the organisation. The formulation process includes the SWOT analysis and the development of corporate and functional or departmental strategies. Strategy implementation is the actual execution of proposed strategy after which monitoring and evaluation are crucial. It is important to add these to proposals. It gives a high professional front to the NGO. Strategic plans are formulated but often there is a gap in its implementation and this gap can only filled with professional management from a focused and determined leader. 2.7 Community Management

Understanding the concept of the community is important to NGOs in helping them to focus their activities in such a community. A group of people who live in a particular geographical area for example a village, town, district or country may be termed a community. Also, it could be defined as a group of people who share a common history or a common set of social challenges. A community oriented NGOs work is to assist with development and social change in a particular community. A true community development NGO outlines a process aimed at promoting citizen awareness of problems in that community by enabling them to define their needs in relation to the total environment. NGOs must assist communities to be socially and economically viable in order to support individual and family growth to enhance the quality of life. Community development interventions require a program, a methodology and a process. It is important to ensure that the NGO understands the needs of the community before offering to help in a particular aspect. In the event of varied interests, NGOs may find it difficult to get community involved or appreciate vision.

It is important for NGOs to call on opinion leaders and the regular local people before program implementation. This will help them gather information about how the community operates and also avoid the usual response of communities to foreign ideas. A good method will be the use songs, plays and film show to educate the people about the need for such a project to take place in their community. Developing a healthy relationship with the indigenes is crucial to gathering information as well as gaining access to opinion leaders and leaders of the community. Project staff should avoid activities that may betray the trust members of the community have in them. A feedback mechanism from the local people on the implementation challenges, the impact of the project on the community and areas that require remedies among others. 2.8 Image and Advocacy

An NGOs image within the community, amongst donors and amongst volunteers is crucial in its quest to achieve its goals. It is important for NGOs to move from the nonchalant image most of them have by building systems and structures for delivering quality service, by demanding professionalism from all staff. This can start from the employing serious minded people not just on the bases of being a relative. Donors want results hence deal only with professionally managed organizations. Continuous inflow of funds from donors is tied to the seriousness attached to the timeliness and accuracy of reports. Extensive marketing and advocating of an NGO is important and can be done by exploring other communities who need their service apart from the current ones. Marketing secures donor sustained interest in a particular project and ensures a long-term survival of the NGO. It also helps the NGO survive the different forms of competition from civil society space and donor support. Submitting reports to district authorities and by networking with other NGOs to engage central government to influence policy initiation or implementation is a way of tackling advocacy issues. In addition, NGOs should participate in policy matters within their scope at the early stages of policy formulation. Internal issues can be resolved NGO communicating and helping the staff deal with it. If it is external, an appropriate strategy should be devised to prevent, manage or minimize its impact. 2.9 Evaluation and Research

Sound data is needed to inform strategy for intervention for all social problems. Designing of research instruments and the use of appropriate analyses tools such as graphs, charts gives the NGO the opportunity to have concrete data to work with. If NGOs cannot undertake research, they can access academic papers, books as well as social departments of universities to assist them. There a various approaches to evaluation. They can be categorized as goal evaluation, proves evaluation and impact assessment. The evaluation process begins with the need to clearly define what an NGO is intending to achieve with the intervention and concludes with ascertaining whether the intervention worked or not. If the intervention did not work, one should ascertain how differently it can be done to effect change.

3.0

CONCLUSION AND RECOMMENDATIONS

Organisation management is essential for NGOs. It is important for NGOs to build their institutional capacity and move from being run haphazardly to a more professional structure. WACSI will play an important role in this process for NGOs in the sub region. The following recommendations were made at the NGO training workshop: Organisational Development It is important for NGOs to understand that merit and capacity are not priorities in a public agency. This is because appointments are determined by political lobbying and other political considerations. Theoretically many NGOs link merit and capacity but in practice it is rare. There is a need for NGOs to move beyond voluntarism to a structured organisation. It is imperative for networks to determine the criteria for qualification as an NGO in order to reduce the number of illegitimate NGOs. NGOs need to set standards which have to be met at all levels to help the NGO grow. There is need for NGOs to maintain both political savvy and assertiveness. They could be political but not governmental to avoid manipulations from current government in power. NGOs should be proactive and not reactive in their affairs. Program and Project Management There is a need for NGOs to make a distinction between programs and projects. NGOs often muddle the two concepts. NGOs should discourage manipulations by funding agencies. Their clear goals should be stated and if there are grave disparities, alternative funding should be accessed. People Management It is important to employ competent people to run the affairs of the organisation. NGOs should be more creative by using internal staff who can train colleagues in their areas of competence. NGO staff should make use of information on the internet and library sources. Organisational Management Autocracy is quite necessary within a certain context. However, there must be a balance. NGOs should develop a system of training the next generation of staff and put in place a systematic succession plan to avoid a vacancy that cannot be filled immediately. One of the major shortcomings of NGOs is the lack of transparency, accountability and coordination. Strategic Management When formulating the strategic plan there is a need for NGOs to be sincere, honest, accurate, open, devoted, resolute, just, objective, transparent, and passionate. NGOs have to determine their comparative advantage. That particular activity they undertake completely.

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Financial Management There is a need to cost activities within a project properly and avoid miscellaneous expenses or contingency. Every activity must have a personnel cost dimension. NGOs can source for local funding and not only international ones. NGOs should invest their funds by making use of investment funds in between the time of receipt and implementation. This process requires a good internal auditing system that tracks monetary transfers. NGOs should find innovative ways of raising money and find mechanisms to be entrepreneurial to overcome the lean season. Profit-making ventures can be created by NGOs through their subsidiaries but this depends on the legal environment the NGO is situated in. The ability and culture of delivering projects after funding shows a high sense of credibility and further funding. Community Management NGOs must identify prominent community leaders and work through them. There is a need to be aware of the hierarchy in a community. Staff should maintain a high sense of decorum and ethics when visiting communities There is a need for NGOs to understand local sensitivities and find appropriate ways of tackling issues in the communities. It is important to involve community in the process to help them feel its their project. There is need also, to educate community members on maintenance of projects. Image and Advocacy NGOs should avoid the image of family-owned outfits a few months after inception. The image of NGOs should be maintained as civil society in helping developmental activities rather than political activities. NGOs within the sub region have to explore local generosity or philanthropy for funding. Donors have to be made to be concerned about the real problems of the populace. West African NGOs have to move towards financial independence in order to minimise the overbearing influence of donors. NGOs can solve their financial problems by using professional fund raisers who can get funding from the private sector. Evaluation and Research NGOs must specialise on research and use the outputs to achieve positive outcomes. In order to make alternative proposals, research must be consistently undertaken. Quality databases and proper documentation of all findings is important with well written reports for future reference.

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Appendix One: Topics 1. Managing Different Types of Organisations 2. Program and Project Management 3. People Management 4. Organisation Management 5. Strategic Management 6. Financial Management 7. Community Management 8. Image and Advocacy 9. Evaluation and Research

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Appendix Two: Agenda

DAY 1 TUES 22/07/08
TIME ACTIVITY RESOURCE PERSON

8:30 9:00

Introduction of Resource Persons and Participants

WACSI

9:00-9:15

Welcome Address

WACSI

9:15-10:00

Session 1 Managing Different Types of Organisations

Dr. Bill Puplampu

10:00-10:30

TEA BREAK

Crystal Palm Hotel

10:30-11:00

Exercise 1 Groups 1&2

Emmanuel Amoako

11:00-12:30

Session 2 Programme & Project Management

Dr. Bill Puplampu

12:30-1:00

Exercise 2 & 3, Discussion on Exercises

Mr. Emmanuel Amoako

1:00-2:00

LUNCH BREAK

Crystal Palm Hotel

2:00-3:30

Session 8 Image & Advocacy

Emmanuel Amoako & Dr. Bill Puplampu

3:30-3:45

TEA BREAK

Crystal Palm Hotel

3:45-4:30

Session 9 Research & Evaluation

Dr. Bill Puplampu Emmanuel Amoako &Dr. Bill Puplampu

4:30-5:00

Light Bulb Moment

END OF DAY 1

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DAY 2 WED 23/07/08

TIME

ACTIVITY

RESOURCE PERSON

8:30-10:00

Session 5 Financial Management for NGOs (Budgeting)

Prof. John Aheto

10:00-10:30

TEA BREAK

Crystal Palm Hotel

10:30-12:30

Session 5 Contd. Internal Controls

Prof. John Aheto

12:30-1:30

LUNCH BREAK

Crystal Palm Hotel

1:30-1:45

Ice Breakers/Light Physical Exercises

Emmanuel Amoako

1:45-3:15

Session 5 Contd. Programme, Project & Corporate Level Auditing contd.

Prof. John Aheto

3:15-3:30

TEA BREAK

Crystal Palm Hotel

3:30-4:30

Session 5 Contd. Components of audit Risk

Prof. John Aheto

4:30-5:00

Light Bulb Moment

Emmanuel Amoako

END OF DAY 2

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DAY 3 THURS 24/03/08

TIME

ACTIVITY

RESOURCE PERSON

8:30-9:30

Session 6 What is Strategic Management

Prof. John Aheto

9:30-10:00

TEA BREAK

Crystal Palm Hotel

10:00-11:30

The Strategic Management Process

Prof. John Aheto

11:30-12:00

Individual Exercise 4 + Discussions on this Exercise

Emmanuel Amoako

12:00-1:00

Developing Strategies

Prof. John Aheto

1:00-2:00

LUNCH BREAK

Crystal Palm Hotel

2: 00-3:00

Strategy Implementation

Prof. John Aheto

3:00-4:00

Strategy Monitoring & Evaluation

Prof. John Aheto

4:00-4:15

TEA BREAK

Crystal Palm Hotel

4:15-4:30

Light Bulb Moment

Emmanuel Amoako

END OF DAY 3

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DAY 4 FRI 25/07/08

RESOURCE TIME ACTIVITY PERSON

8:30-10:00

Session 3 People Management

Emmanuel Amoako

10:00-10:30

TEA BREAK

Crystal Palm Hotel

10:30-11:00

Session 3 People Management contd.

Emmanuel Amoako

11:00-12:00

Session 4 Organisation Management

Emmanuel Amoako

12:00-1:00

Session 4 The Importance of Delegation and Teamwork

Emmanuel Amoako

1:00-2:00

LUNCH BREAK

Crystal Palm Hotel

2:00-2:30

Group Exercise: 2 4 Groups

Emmanuel Amoako

2:30-2:50

Group Presentations and Discussions

Emmanuel Amoako

2:50-3:00

TEA BREAK

Crystal Palm Hotel

3:00-3:45

Session 7 Community Management

Dr. Bill Puplampu

3:45-4:15

Training Evaluation

Emmanuel Amoako

4:15-4:30

Closing Remarks

Dr. Bill Puplampu, Ms. Thelma Ekiyor

END OF DAY 4

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Appendix Three: List of Participants

No. 1 Tangara Soumama Name Mali Country Organisation CCA-ONG Email Address Phone Number in Home Country

cca@afribone.met.ml 6056176/220-92-51 soumanatangara2005@yahoo.fr tallxpress@hotmail.com Ifeomaolisakwe@yahoo.co.uk mabandusherif@yahoo.com shola@afariogun.com windowofhopef@yahoo.com ohoseniak@yahoo.fr afjci@aviso.ci moleonti@yahoo.fr adikel2006@gmail.com adindu@africaleadership.org edaniels@nants.org eddyikhu@yahoo.com 00221-775400648 00234-8033473171 002316524230 08033248636 0208191438 00226-70280213 20322824 07467663 08035436676 or 08054270705 00234 8023423446

2 3 4 5 6 7 8

Ibrahima Tall Ifeoma Olisakwe Mabandu Sherif Afariogun Adeshola Elizabeth Adubofuor Kabore K.O.G Sonia Moloko Leontine

Senegal Nigeria Liberia Nigeria Kumasi, Ghana Burkina Faso Cote DIvoire

WAWA NIDPRODEV CEMESP AFED Window of Hope Foundation TOCSIN AFJ-CI

Adindu Chukwudi

Nigeria

Africa Leadership Forum (ALF) National Association of Nigerian Traders

10

Edwin Daniel Ikhuoria

Nigeria

No. 11 12 13

Name Fomba Emmanuel Mbebeb John Paul Bai Tijani Mahmoud

Country Cameroon Sierra Leone Kumasi, Ghana

Organisation Youth Outreach Programme Independent Youth Forum Islamic Youth Development Society Christian community Initiative for Peace and Development Empowerment centre for Women and Children MSS/URM AFRICA Defense for Children International -NS Child Protection Alliance SEFOF, Enugu, Nigeria Suglo N-Nya Biahegu Womens Association

Email Address fombaem@yahoo.com John_iyf@yahoo.co.uk mtj91@yahoo.co.uk

Phone Number in Home Country 23777772835 232 33 2364439 00232-76-619561 00233-24-939121 233-24-4939121 00234-80-33480462 33486462

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Odigbo Ikechukwu (Rev.)

Nigeria

ccipad@yahoo.com

15

Aminata Ibrahim

Kumasi, Ghana

ecwcasawcesi@yahoo.com

00233-24-4530644

16 17

Amouzoun Tofa Eyo Nsah

Togo Nigeria

mjsafrique@yahoo.fr eyonsah2002@yahoo.com info@dci-nig.org rightful181@yahoo.com amakaikeobi@yahoo.com sulglogh@yahoo.com

00228 227334 002289077189 08057057646

18 19 20

Bakary Y. Badjie Amaka ikeobi Adams Abdulai

Gambia Nigeria Tamale, Ghana

00220 9959803 08037437353 08059033479 00233-24-2569286

18