WEWE’s National/Sub National Governance Capacity
USAID Request for Information
Questions for Sub-National Governance October 2024
- Provide information regarding your organization’s past performance including work sample. Please provide web link, if available.
Widows and Orphans Empowerment Organization (WEWE) has gained seven (7) years of past performance experience with USAID-funded sub-national governance projects, through implementing three (3) USAID-funded governance projects as sub-grantee/contractor. The projects are listed below.
Project Name USAID Strengthening Civic Advocacy and Local Engagement (SCALE)
Grant Number SCALE-217787-G-2021-001/2022-046
Period of performance August 16, 2021 to January 15, 2024
Grant Amount USD 289,892
Prime Partner Palladium International LLC
USAID Award No. AID-72062020CA00012
Project Name USAID Strengthening Advocacy and Engagement (SACE)
Contract Number AID-620-C-14-00001 – ops 015
Type of Contract Time and Materials Multiplier (T&M) Subcontract
Period of performance August 21, 2017 to October 12, 2018
Grant Amount USD 314,675
Prime Partner Chemonics International Inc.
USAID Contract No. AID-620-C-14-00001
Project Name USAID State Accountability, Transparency, and Effectiveness (State2State)
Grant Number G-Ebo-006
Period of Performance December 01, 2021 to November 21, 2022
Value of Project USD 48,306.67
Prime Partner DAI Global, LLC
USAID Contract No. 72062020C00002
We have included final reports outlining WEWE’s activities and deliverables for the three abovementioned projects.
- WEWE State2State Final Report submitted to DAI
- WEWE’s USAID SACE Endline report submitted to Chemonics International
- WEWE’s USAID SCALE final report submitted to Palladium International
- Describe your organization’s technical experience managing governance activities at the national, subnational or local government levels. Highlight examples of past, present and future governance activities or projects managed in the areas of public financial management and citizen engagement in governance (if possible to cover at least the last 3 years)
WEWE has technical experience managing governance activities at the national, subnational, and local government levels.
At the national level, WEWE is currently managing a governance project that involves advocating for the repositioning of a revised Gender Bill [House Bill (HB) 342)], which was an “Act to Establish a National Council for Public Assistance to Widows, Dependent Children and Orphans and Related Matters, 2019” previously sponsored by Hon Chukwuma Umeoji during the ninth (9th) House of Assembly. Although the bill had passed the First Reading and was awaiting a second reading, Unfortunately, this gender bill, amongst others, did not advance to be enacted before the close of the ninth (9th) Assembly. Nineth (19) Gender-related bills were not passed at the ninth (9th) House of Assembly. Therefore, there was a need for increased policy advocacy to ensure that more gender-related bills were passed.
Against this backdrop, WEWE selected one of the 19 House Bills, Bill 342, to advocate for its repositioning for passage in the 10th National Assembly. In collaboration with the office of the Honorable Speaker of the House of Representatives, Tajudeen Abbas CFR, WEWE hosted a two-day High-Level Round Table Policy Dialogue in July 2024 to reposition the gender bill for passage in the 10th Assembly.
The outcome of this high-level round table dialogue was an agreement among all key stakeholders to revise and reposition the bill. The revised bill has been renamed “A Bill for an Act to Establish an Agency for Widowhood and Orphans in Nigeria.” In addition, new sponsors and co-sponsors have been identified; The new sponsors are Hon. Yusuf Adamu Gagdi, and co-sponsors are Hon. Paul Sunday Nnamchi, Hon. Victor Obuzor, Hon. Fatima Talba Chairperson, the Committee of Women in Parliament, and the support of all 16 female lawmakers in the National House of Representative Assembly. As at today October 31, 2024. The bill has been redrafted and is currently being prepared for numbering and presentation at the 10th Assembly in 2025.
At the State level: WEWE served as a sub-recipient to the Research Triangle Institute (RTI) for the USAID Effective Water and Sanitation and Hygiene (EWASH) Project from September 2019 to December 2020. During this period, WEWE promoted sector-wide reform to improve public accountability in Imo State, specifically in three local government areas (LGAs): Owerri Municipal, Owerri West, and Owerri North, encompassing eight communities in total.
In collaboration with the Imo State Water and Sewerage Corporation (ISWSC), WEWE focused on promoting WASH sector reform, public accountability, and enhancing sanitation and hygiene in both urban and rural settings. This was achieved by working closely with various units within the ISWSC to engage and educate different WASH groups on topics related to hygiene and sanitation, as well as water production and consumption.
Additionally, WEWE is collaborating with other civil society organizations (CSOs) to finalize a draft customer service charter for the Imo State Water and Sewerage Corporation, which addresses water metering and billing practices.
At the Local Government Level: WEWE as a subgrantee to DAI Global LLC was trained by the USAID State2State project to enhance the accountability, transparency, and effectiveness of seven (7) local governance areas (LGAs) in the sectors of Primary Health, Basic Education, Water, Sanitation, and Hygiene (WASH), and Conflict Mitigation. The project also aimed to strengthen the capacity of LGA staff in Public Finance Management and Procurement processes, while improving citizens’ understanding of WASH.
To support this initiative, WEWE developed an LGA Scorecard for WASH, which serves as a measurement tool to monitor the implementation of the Demand Service Charter. This charter outlines the LGAs’ commitment to collaborating with citizens in the areas of Primary Health, Basic Education, WASH, and Conflict Mitigation, while providing insights into their operations.
Additionally, WEWE established seven WASH Customer Forums—one in each LGA—serving as hubs for local WASH stakeholders to discuss identified issues and develop potential remediation plans. These forums across the seven LGAs function as sustainable platforms to advance the goals and objectives of the State2State project in Ebonyi State.
At the level of Citizen Participation and Engagement
WEWE was a subgrantee under USAID-funded SCALE. WEWE’s role was to implement Component One of SCALE, which aimed to improve CSO organizational capacity. WEWE conducted Organizational Capacity Assessments (OCAs) and developed OCA development plans for 63 CSO SCALE sub-grantees. These sub-grantees include Anchor CSOs and Business Membership Organizations (BMOs). WEWE used two tools: (1) the Organizational Capacity Assessment Tool (OCAT) and (2) the Organizational Performance Index (OPI). In addition, while conducting the assessments, WEWE identified a low level of statutory compliance with nine (9) government regulations and consequently developed action plans. As a previous direct recipient of a USAID award, WEWE used its experience to coach and mentor these organizations to set up systems to prepare them to access and manage USAID funds directly.
WEWE was a subcontractor to Chemonics International on the SACE project. WEWE’s scope of work was to conduct OCAs and develop Organizational Capacity development plans for 17 SACE sub-grantees, including Anchor CSOs and BMOs, using the Non-U.S. Organization Pre-Award Survey (NUPAS) and OCAT tools. WEWE’s results under the SACE project included: Eight (8) of the SACE grantees had adequate systems (organizational, financial, internal control, procurement, and fundraising) to directly access USAID grants in Nigeria; andthere was a significant increase in proposal writing skills of all the CSOs, and nine (9) of them, within 12 months, were able to secure over USD 8.5 million in direct grants from USAID.
Describe your organization’s capacity to receive, manage and implement donor funding. Include an overall statement on leadership and management structure, geographic focus or established areas of operations, certifications, networks and/or partnerships with women led/focused organizations, disability focused organizations, etc., and any other relevant capabilities.
WEWE has strong organizational capacity to receive, manage and implement donor funding, including a direct award from USAID of USD 11 million.
Our legal name is “Incorporated Trustees of Widows and Orphans Empowerment Organization” and hereafter referred to as Widows and Orphans Empowerment Organization aka WEWE. WEWE is a women-led, faith-based organization (FBO) officially registered on June 07, 2009. with Corporate Affairs Commission (CAC) Abuja Nigeria with RC Number CAC/IT/33132.
WEWE has a head office in Abuja, active programs operating in two states, and experience working in Northern Nigeria. A high-level all-professional board, a seven-person strong professional management team, 33 staff, an average income of one (1) million USD in the last five (5) years, over 29 organizational policies, strong financial, procurement and administrative systems, with 435 assets worth N54 million (USD 46,000),
In the last five years, WEWE has managed an average of 5 million USD, which have been audited by reputable audit firms, including PricewaterhouseCoopers (PwC) and Baker Tilly Chartered Accountants.
WEWE has a competent financial management team headed by a member of the Institute of Chartered Accountants of Nigeria (ICAN). The Finance team is staffed to allow for segregation of duties. WEWE uses QuickBooks accounting software online version for posting and reporting financial transactions in real-time.
WEWE has a finance policy that guides financial management practices within the organization. WEWE is bold to say that God has helped us to be the most financially compliant Women-Led/Faith-Based local organization to local statutory regulations with a 100% compliance level. WEWE has consistently remained fully compliant with the requirements of the nine (9) mandatory statutory bodies, which includes Corporate Affairs Commission (CAC), Federal Inland Revenue Service (FIRS), FCT/States Inland Revenue Service (FCT-IRS, SIRS), Financial Reporting Council of Nigeria (FRC), Special Control Unit against Money Laundering (SCUML), Nigeria Social Insurance Trust Fund (NSITF), Pension Commission (PENCOM), National Housing Fund (NHF) and National Health Insurance Authority (NHIA).
WEWE has an internal audit and compliance unit headed by a Fellow of the Institute of Chartered Accountant of Nigeria to provide independent assurance that WEWE’s risk management, governance, and internal control processes operate effectively.
WEWE maintains a risk register to identify likely risks and offer due mitigations to avert identified risks.
WEWE has a fraud prevention system including fraud policy which contains clear guidelines for whistle blowing.
Grants Management (Management of Sub-Award): WEWE has the institutional capacity to manage sub-grantees. WEWE has managed sub-awards to 21 CBOs valued up to $2,311,035, with the smallest and largest size awards ranging from $13,886.61 to $176,558.42. WEWE has a Grants Manual used to manage the CBOs and during the pre-selection process. As of today, WEWE has four (4) sub-awardees, which are CBOs under the CDC-Institute of Human Virology of Nigeria (IHVN) ASPIRE Project.
Human Resources: WEWE has a staff strength of 34 staff currently working on existing projects. WEWE has robust HR, Safeguarding, Remote Work, and Sexual Harassment Prevention Policies
Procurement: WEWE has a procurement policy and staff in charge of procurement. The manual comprises guidelines on relevant procurement activities, as stated below: The above procedures include, but are not limited to, procurement planning, sourcing guidelines, vendor solicitation procedures, vendor prequalification, market survey, bidding processes, conflict of interest management, procurement thresholds, approval matrix, SAM/anti-terrorism and anti-money laundering checks, and procurement committee.
Country Registration: WEWE has been operational for over 14 years since its registration with CAC. With its headquarters in Abuja, WEWE has worked in 16 states across both Southern and Northern Nigeria.
WEWE’s Mission and Vision: WEWE’s vision is “A Society without Vulnerable Persons,” and our mission is “Empowering Communities, Vulnerable Persons, and Local Organizations to Be Resilient by Faith.”
Leadership and Governance: WEWE is legally registered and fully compliant with CAC regulations. It also has a well-drafted, certified constitution that has been updated within the last five years.
Strategic Planning: WEWE has developed a clear five-year strategic plan for 2023 to 2028 that aligns with the vision and mission statements guiding its work.
Succession Planning: WEWE has a succession plan that provides guidance for leadership transitions. The organization has an executive secretary, who is also the acting deputy executive director, capable of effectively taking over from the current leader without any significant transitional issues.
WEWE’s Board: WEWE has a strong and diverse board comprised of individuals with relevant knowledge and expertise. The board operates effectively, meeting in person every quarter to provide direction and support while fulfilling its statutory roles and responsibilities. The board ensures that all resolutions are fully implemented by WEWE’s management. Additionally, it oversees the auditors, reviews and approves audit reports, and ensures that statutory audits are up to date. The board also approves all transactions exceeding N5 million and supervises the Executive Director.
Administration: WEWE has standard administrative systems that ensure the smooth running of the organization’s operations. WEWE has complete and appropriately documented policies, which include a fixed assets management policy and procedure, Vehicle logbook, Travel policy, IT policy, and Internet usage policy. All WEWE’s policies are known to staff and consistently adhered to for all grants. WEWE has detailed documented travel procedures. (i.e., M&IE levels, travel is in line with the work plan and budget, travel authorization, scope of work, hotel budget limits, travel expense report, trip report, donor concurrence for a foreign trip, boarding pass, hotel receipts, guest folio, approval procedures) which are reviewed and approved from time to time. WEWE has a security plan that the Administrative manager coordinates. WEWE is a member of the Partners Liaison Security Operation (PLSO).
Capacity Strengthening of 127 local organizations: WEWE has the institutional capacity to strengthen the organizational capacity of other local organizations to manage USAID direct awards.
WEWE does this by conducting USAID Organizational Capacity Assessments using OCAT, a Self-Assessment checklist that identifies common capacity gaps; this Self-Assessment Checklist was developed after determining a gap in most tools regarding in-country nine (9) statutory requirements for Nigeria. Most tools, like Non-U.S. Organization Pre-Award Survey Guidelines and Support (NUPAS) and USAID OCAT, did not have domains to assess the local organization’s capacity to comply with local laws and statutory requirements. One of WEWE’s strategies was to prepare CSOs/BMOs to have the capacity to score high on any pre-award assessment. Therefore, WEWE adapted the NUPAS to align with USAID Automated Directives System (ADS) 303, Chapter 30 procedures. We then carried out a pre-award assessment for each CSO/BMO. The results of the NUPAS were used to identify their weakness in a pre-award assessment. We then developed individual Capacity Development Plans (CDP) and we implemented the Capacity Development Plans.
- What might your organization need in order to strengthen and further develop your management and implementation capacity?
WEWE requires technical assistance in electronic knowledge management and developing a high-level, structured system for new business/resource mobilization. Additionally, we aim to automate all operations to achieve paperless functionality.
We would also like to establish a robust exchange program with a US-based international organization experienced in mentoring and coaching local NGOs to support us with international technical assistance on local governance best practices and support on monitoring, evaluation and learning, work planning, and preparation of project deliverables to more effectively manage USAID funding for governance projects.