Position: Project Director, USAID Analytical Services V (ASV)
Location: Remote/Washington DC
Integra is seeking Project Director candidates for an upcoming proposal on the multi-year Analytical Services V contract. This mechanism will provide the Bureau for Democracy, Conflict and Humanitarian Assistance’s Center of Excellence on Democracy, Human Rights, and Governance (DCHA/DRG) with the means to support US foreign policy objectives by promoting resilient, democratic societies. Support for DRG is vital to the pursuit of freedom and national security and is essential to achieve the Agency’s and the US Government’s broader social and economic development goals. The IDIQ will directly build on USAID’s DRG Strategy by supporting USAID Missions and other operating units to develop strategies and projects that will have the greatest impact.
Responsibilities:
Provide overall leadership and technical direction throughout the project’s life with a focus on achieving results as described in the contract.
Provide technical inputs on select activity proposal efforts.
Serve as a primary point of contact for USAID staff and relevant stakeholders, reporting on progress, assessing evolving needs, and communicating lessons learned.
Contribute to technical work products, provide quality assurance, and own the delivery of high-value reports and workshops to USAID clients.
Work with Integra home-office staff in personnel, contract administration and financial management of the overall project.
REQUIREMENTS:
Advanced degree in economics, statistics, sociology, international development or other social science fields.
Minimum of 10 years of experience in MEL and research activities for international development.
Minimum of 5 years of experience in direct management or oversight of USAID projects.
Experience working with USAID/DRG, BHA or OTI preferred.
Expertise in democratic governance, participation and inclusion, DEIA, free and fair elections, promoting independent media, civic engagement, rule of law, human rights, e-governance and digital democracy, anti-corruption, and countering authoritarianism highly preferred.
Proficiency in USAID regulations, FAR, ADS, procurement procedures, and contract compliance.
Experience managing teams of internal staff and consultants resulting in successful project delivery, with a strong preference for experience in managing the concurrent implementation of multiple task orders under similar IDIQ mechanisms.
Demonstrated experience in technical proposal writing skills for USAID, Department of State, Millennium Challenge Corporation, or other donors for procurement opportunities.
The ability to produce high-quality technical work expeditiously and independently.
Strong people skills evidenced by client and team management experience, including through Project Manager roles.
Proficiency in Word, Excel, and PowerPoint.
Remuneration Package: A competitive package would be offered based on salary history and
work experience.
HOW TO APPLY: Qualified and interested candidates should submit a cover letter and CV to jobs@integrallc.com. Please include “Project Director, USAID Analytical Services V (ASV)” in the subject line of the e-mail. No phone calls please. Only short-listed candidates will be contacted.
Only shortlisted candidates will be contacted.
Integra provides equal employment to all participants and employees without regard to race, color, religion, gender, age, disability, sexual orientation, veteran or marital status.
The Technology Salon (TSNYC) on the International Aid Transparency Initiative (IATI), held April 13th, offered an overview of IATI as a coming-together point for aid transparency. It also stimulated discussion on opportunities and challenges for organizations and institutions when publishing information within the IATI standard and shared some available tools to support publishing NGO data.
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IATI Background
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Simon Parrish from Aid Info explained that IATI aims to provide information that meets the needs of a number of diverse groups, is timely, is ‘compilable’ and comparable, improves efficiency and reduces duplication. Simon explained that IATI arose from the 2005 Paris Declaration on Aid Effectiveness and was launched as part of the Accra Agenda for Action in 2008 due to a strong call from civil society to donors, multilaterals and northern NGOs for greater transparency.
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Organizations felt they were already working hard to be transparent; however governments, journalists, tax payers and others looking for information were not able to find what they needed. Rather than each organization creating its own improved transparency and accountability system, the idea was to use an open data approach, and this is where IATI came in. Since Accra, transparency and accountability have gained global traction and IATI has been a key part of this movement for the aid sector.
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Donor agencies, the World Bank, the EU, the US Government and others have already signed on to IATI and have started to publish basic information. INGOs are also starting to come on board and schedule their dates for publication to the IATI standard. It is hoped that over time the quality and amount of information published will improve and expand. For example, ‘traceability’ needs to be improved so that aid can be followed down the supply chain. Information from international and local NGOs is critical in this because the closer to the ground the information is, the better it can be used for accountability purposes.
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Opportunities and Questions around IATI
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To complement Simon’s overview, I shared ideas on some of the opportunities that IATI can offer, and some common questions that may arise within INGOs who are considering publishing their information to IATI.
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For example, IATI can help catalyze:
transparency and accountability as core values
better coordination and program planning (internally and externally)
reduced reporting burden (if donors agree to use IATI as a common tool)
improved aid effectiveness
collective learning in the aid sector
improved legitimacy for aid agencies
an opportunity to educate the donor public on how aid/development really works
‘moral ground’ for IATI compliant aid organizations to pressure governments and private sector to be more transparent
space for communities and ‘beneficiaries’ to hold aid agencies more accountable for their work
space for engaging communities and the public in identifying what information about aid is useful to them
concrete ways for communities to contest, validate and discuss aid information, intentions, budgets, actions, results.
Concerns and questions that may arise within NGOs / CSOs around IATI include:
Is IATI the right way to achieve the goal of transparency and accountability?
Is the cost in time, money, systems, and potential risk of exposure worth the individual and collective gain?
Is IATI the flavor of the month, to be replaced in 2-4 years?
What is the burden for staff? Will it increase overhead? Will it take funds and efforts away from programs on the ground?
What is the position of the US Government/USAID? Will implementing agencies have to report in yet another format (financial, narrative)?
Much internal project documentation at NGOs/INGOs has not been written with the idea of it being published. There may be confidential information or poorly written internal documents. How will aid agencies manage this?
What if other agencies ‘steal’ ideas, approaches or donors?
What security/risks might be caused for sexual or political minority groups or vulnerable groups if activities are openly published?
Isn’t IATI too focused on ‘upward’ accountability to donors and tax payers? How will it improve accountability to local program participants and ’beneficiaries’? How can we improve and mandate feedback loops for participants in the same way we are doing for donors?
Does IATI offer ‘supplied data’ rather than offer a response to data demands from different sectors?
ICT Tools to support NGOs with IATI
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Ruth Del Campo discussed some of the different tools that are available to support INGOs and smaller organizations with IATI reporting, including Open Aid Register (OAR) which she created to support smaller organizations to comply with IATI. The Foundation Center has created a tool to support Foundations to enter their information into the IATI Standard also. Aid Stream is being used by many UK organizations to convert their data to the IATI Standard. Geo-visualization tools include CartoDB, AidView.
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IATI awareness in the US
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Although tools exist and awareness around IATI is growing elsewhere, Ruth noted that in the US many organizations do not know what IATI is, and this is a problem. Another issue Ruth brought up is that most existing charity raters do not rate program effectiveness or program transparency. Instead, charities are judged based on overhead rates, growth, financial statements, and whether they are publishing certain information on their websites. These measures do not tell what an organization’s program impact or overall transparency are, and they do not trace funds far enough along the chain. Linking charity rating systems with IATI standards could encourage greater transparency and accountability and help the public make decisions based on program accountability in addition to financial accountability. (For background on INGO overhead, see Saundra Schimmelpfennig’s “Lies, White Lies, and Accounting Practices”).
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Because many INGOs are not familiar with IATI, a greater dissemination effort is needed for IATI to be of optimal use. If only 20% of the aid picture is available, it will not be very helpful for coordination and decision making. Many INGOs feel that they are already transparent because they are publishing their annual reports as a .pdf file on their websites and they have an overhead rate within a certain percentage, but this is not enough. Much more needs to be done to gain awareness and buy-in from US INGOs, government, charity rating systems, donors, media and the public on transparency and IATI.
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Discussion…
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Following the 3 discussants, TSNYC participants jumped in for a good debate around key points:
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Carrot or stick approach?
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NGOs place great importance on their Charity Navigator rankings and Better Business Bureau reviews, and many donors select charities based on these rankings, so it will be important to link these with IATI. The Publish What You Fund index, which tracks the transparency of different organizations, has been helpful in getting countries and institutions on board. The Foundation Center lists transparency indicators on their site GlassPockets as well. The Brookings and CGD QuODA report was mentioned as a key reason that the US Government signed onto IATI at Busan last November, since the US was ranked very low on transparency and saw that they could bring their ranking up by signing on.
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Consensus at the Technology Salon was that it is not likely that the US Government or USAID will make IATI compliance mandatory for their grantees and implementing partners as DFID has done. Rather, the existing dashboard for collecting information would be used to report into IATI, so the dashboard needs to be improved and regularly updated by US agencies. One concern was whether in this scenario, the information published by USAID would be useful for developing country governments or would only be of use to USAID Missions. On the bright side, it was felt that movement within the US Government over the past few years towards greater openness and transparency has been massive. TSNYC participants noted that there seems to be a fundamental mindset change in the current administration around transparency, but it’s still difficult to make change happen quickly.
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Some members of the US Congress have latched onto the idea and are pushing for greater transparency and this could impact whether the IATI profile increases. Transparency and accountability are of interest to both major US parties. Liberals tend to be interested in the idea of being more open and sharing information; and conservatives tend to focus on value for money and stamping out corruption and lowering inefficient aid spending and waste. IATI can support with both and be a win for everyone.
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Making IATI mandatory could, some cautioned, backfire. For example there are foundations and corporations that for a variety of reasons do not openly share information about their giving. If pressured, the tendency may be to shut down totally.
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Showing what positive things can be done with IATI and how it can benefit CSO information management and coordination internally as well as externally was thought to be a better approach than positioning IATI as “we are being audited by everyone now.” IATI should be emphasized as an opportunity to join data together to know what everyone is doing, visualize the data using new technologies, and use it to make better program decisions and improve coordination as well as accountability. Some examples of vibrant and informative uses of IATI data include Mapping for Results, Interaction’s Haiti Aid Map and the Foundation Center’s comparison of Foundation giving and World Bank funding.
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Transparency as a ‘norm’
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Many organizations are investing in transparency for reasons that go far beyond IATI compliance. Three kinds or organizations were identified at the Salon session: those who comply because it is mandatory; those who comply because it’s inevitable; and those who comply because they believe in the inherent value of transparency as a core principle. Even within organizations, some teams such as Democracy and Governance, may be much more interested in IATI than, say, Education, Health, or Arts teams, simply because of the themes they work on and their competing priorities. It is hoped that in 5 years’ time, it is no longer a question of mandatory or inevitable compliance, but rather transparency becomes the norm and it starts to feel strange to work in a space that is not transparent. Leadership is important to get an organization on board.
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Challenges and opportunities in IATI compliance
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Challenges to IATI compliance were discussed in depth at the Salon, including questions around the amount of resources needed to report to IATI. It was noted that the biggest challenges are organization, coordination, and change of attitudes internally. Some of the core obstacles that Salon participants noted include:
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Time and resources
Some pushback might be seen around IATI because investment in IATI compliance may not be seen as providing an immediate return to individual organizations. TSNYC participants felt that rather than a constraint, IATI provided an opportunity for organizations to better manage their own information for internal sharing and use. IATI can help improve program planning, reduce time spent gathering program information from colleagues and across countries, and support better internal coordination among offices and partners. It was noted that when governments started publishing open data, the people who most used it were government employees for their own work. IATI can be seen as an investment in better internal coordination and information management. Once the information is available in an open format it can be used for a number of data visualizations that can show an organization’s reach and impact, or help a number of organizations share their joint work and impact, such as in the case of coalitions and thematic or sectoral networks.
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Project document quality
Concerns may be raised in some organizations regarding the state of project documents that were not originally written with publication in mind. Organizations will have to decide if they want to work retroactively, invest in quality control, and/or change processes over time so that documentation is ready for publication.
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Losing the competitive edge
TSNYC participants worried that without USAID mandatory compliance, some INGOs, and contractors especially, would not be motivated to publish information for fear of losing their competitive edge. It is feared that getting contractors to report to any level of detail will be difficult. This, the group discussed, makes peer pressure and public pressure important, and mechanisms to encourage broader transparency will need to be found. One idea was to create a ‘5 star system’ of IATI compliance so that organizations with full compliance get a higher star rating (something that Aid Info is already working on). Another angle is the hope that IATI reporting could replace some other mandatory reporting mechanisms, and this may be another entry point.
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Accountability to whom?
It was recognized that IATI was initiated as a top-down approach to accountability. The question remains how to make IATI information more useful for ‘beneficiaries’ and program participants to track aid flows, and to contest and validate the information. What complaints mechanisms exist for communities where aid has not been effectively implemented? One point was that IATI is designed to do exactly that and that when it is more populated with information, then this more exciting part that involves playing with the data and seeing what communities have to say about it will start to happen.
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Simon noted that there is a huge emerging civic hacker and ICT for social change movement. Access to aid information can be hugely liberating for people. At some aid transparency workshops the focus has been on what national NGOs and governments are doing. Young people are often angry that they don’t know about this. They often find the idea that the information is available to them very exciting. Much of the conversation at these meetings has been about ways to reach communities and about who can be involved as intermediaries.
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IATI is still top down and the information that people need is bottom up. However the conversation is starting to happen. Infomediaries need to be multiple and varied so that there is not only one source of IATI data interpretation, but rather a variety of interpretations of the data. Social accountability processes like community score cards and social audits can be brought into the equation to extend the value of IATI information and bring in community opinion on aid projects and their effectiveness. Platforms like Huduma are examples of making open data more accessible and useful to communities.
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A huge thanks to our discussants Ruth Del Campo and Simon Parrish and to all those who participated in this 3rd Technology Salon NYC!
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Contact me if you’d like to get on the list for future TSNYC invitations.
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The Technology Salon™ is an intimate, informal, and in person, discussion between information and communication technology experts and international development professionals, with a focus on both:
technology’s impact on donor-sponsored technical assistance delivery, and
private enterprise driven economic development, facilitated by technology.
Our meetings are lively conversations, not boring presentations – PowerPoint is banned and attendance is capped at 15 people – and frank participation with ideas, opinions, and predictions is actively encouraged through our key attributes. The Technology Salon is sponsored by Inveneo and a consortium of sponsors as a way to increase the discussion and dissemination of information and communication technology’s role in expanding solutions to long-standing international development challenges.
https://www.integrallc.com/wp-content/uploads/2020/11/b-1.gif11actualizehttps://www.integrallc.com/wp-content/uploads/2020/10/Integra-Blue-Logo-1.pngactualize2012-04-23 06:33:002021-01-08 10:00:52Technology Salon: IATI, NGOs, tech and aid effectiveness
How should we engage the disenfranchised? The organization “Participación Ciudadana” is addressing this issue, aiming to involve Ecuadorian society in processes of social transformation. The approach is to inform citizens of news who are often forgotten about by the centric-national media. The project, Participación Ciudadana, is an electronic newspaper produced by regional news agencies in the provinces of Azuay, Guayas, Imbabura and Manabí. The newspaper is published online, featuring topics on politics, jurisdiction, legislation, elections, citizenry, the diaspora, and Latin America.
Participación Ciudadana allows the public to participate in the newspaper, accepting written articles, videos, forum discussions, and online surveys to stir debate in a society that struggles to find space for open criticism. The newspaper is deemed successful with its wide-range of readers seeking local information. A special feature that is popular is the live-streaming debates between experts and stakeholders on government policies.
Further steps are being made to keep the newspaper sustainable, by selling advertising space and seeking support from donors.
Instead of a post on how Malians are using social media to promote the now-delayed April 29th, 2012 presidential elections, we turn to see how social media has been used to spread information of a military coup on March 22, 2012.
By now, word is out that Malian army officers toppled President Amadou Toure’s government and suspended the constitution over the state’s handling of a Touareg rebellion in northern Mali. Something seemed amiss when the official Twitter account of Amadou Touré, the Malian President, denied a coup attempt and then went silent after days of consistent Tweets.
Most Malians may not use the Internet, but that doesn’t mean the Internet can’t provide the outside world with a glimpse of what is happening in the streets of Bamako. In fact, this marks the first time the world has been able to watch military leaders speak to the public immediately following a transfer of power. Within a day, videos from state TV were already on YouTube. To some degree, it is surreal to watch a group of Malian soldiers in fatigues calmly address a frightened nation after they eliminated democratic rule moments before. In the video below, the army explains why they felt a coup was necessary and then cites goals of empowering the army to unify all cities & organize free and transparent elections as soon as possible.
Since Wednesday’s coup, a handful of journalists, Malians, and media outlets have commented in real-time on events in Bamako. Kudos to CPJ for such quick analysis, MaliActu.net for such unique video, and Tommy Miles for his unmatched coverage:
Perhaps the best review of how word of the coup spread online comes from Mohamed Keita, Africa Advocacy Coordinator for the Committee to Protect Journalists. He has written an in-depth look on how social media spread news of the coup, with dozens of sources. His conclusion: traditional media is limited in times of fast-breaking news.
Mali Actualités, a Malian news site has released recent video from state TV ORTM onto YouTube. Six videos totaling 6,000 views have been uploaded since the coup (one is embedded at the top of this post).
Tommy Miles, a self-described “West Africa watcher” has created a list of 20 Twitter accounts to follow for news about Mali. He has posted and re-tweeted more than one hundred pieces of information. Especially interesting are how the Mauritania government supposedly supports the Malian coup, transcripts from TV announcements, and links to media articles.
Phil Paoletta, an American living in Bamako has provided a steady stream of observations. One of the most interesting is how state TV so casually alternates from military speech to music videos.
Jules Cavendish, a reporter for a variety of international publications, happens to be in Bamako and has provided poignant commentary on the situation (ie. “Could the irony of Toure’s legacy be that democracy only lasted as long as he was around?”)
Martin Vogl, freelance journalist working for the BBC and AP, was considered one of the most credible resources for international media to cite.
Fabien Offner, a West African journalist, made a couple of updates, including how one presidential candidate’s home was vandalized.
Bruce, an expat living in Bamako, has posted detailed accounts of his past couple of days on his WordPress blog, including insights from the US Embassy.
MaliJet has extensive coverage of the news, plus dozens of reactions and some images as does Journal du Mali.
Hashtags have included #Bamako #Mali #ORTM #SanogoShow.
The military claims to have formed a transitional council that will organize elections. The group also plans to restore power to a democratically elected leader, but a date has not been set. A shame, considering democratic elections were only a month away…
Note: Although state television and state radio were taken over (as is protocol for African military coups), the Internet was not explicitly shut-down.
https://www.integrallc.com/wp-content/uploads/2020/10/Integra-Blue-Logo-1.png00actualizehttps://www.integrallc.com/wp-content/uploads/2020/10/Integra-Blue-Logo-1.pngactualize2012-03-23 13:25:362021-01-08 10:21:45Online resources to monitor Mali coup events (including YouTube video from state television)
This was the question explored in a packed Room 3 (and via livestream and Twitter) on the last day of the ICTD2012 Conference in Atlanta, GA.
Panelists included Matthew Smith from the International Development Research Center (IDRC), Soren Gigler from the World Bank, Varun Arora from the Open Curriculum Project and Ineke Buskens from Gender Research in Africa into ICTs for Empowerment (GRACE). The panel was organized by Tony Roberts and Caitlin Bentley, both pursuing PhD’s at ICT4D at Royal Holloway, University of London. I was involved as moderator.
As background for the session, Caitlin set up a wiki where we all contributed thoughts and ideas on the general topic.
“Open development” (sometimes referred to as “Open ICT4D“) is defined as:
“an emerging area of knowledge and practice that has converged around the idea that the opening up of information (e.g. open data), processes (e.g. crowdsourcing) and intellectual property (e.g. open source) has the potential to enhance development.”
Tony started off the session explaining that we’d come together as people interested in exploring the theoretical concepts and the realities of open development and probing some of the tensions therein. The wiki does a good job of outlining the different areas and tension points, and giving some background, additional links and resources.
[If you’re too short on time or attention to read this post, see the Storify version here.]
Matthew opened the panel giving an overview of ‘open development,’ including 3 key areas: open government, open access and open means of production. He noted that ICTs can be enablers of these and that within the concept of ‘openness’ we also can find a tendency towards sharing and collaborating. Matthew’s aspiration for open development is to see more experimentation and institutional incentives towards openness. Openness is not an end unto itself, but an element leading to better development outcomes.
Soren spoke second, noting that development is broken, there is a role for innovation in fixing it, and ‘open’ can contribute to that. Open is about people, not ICTs, he emphasized. It’s about inclusion, results and development outcomes. To help ensure that what is open is also inclusive, civil society can play an ‘infomediary‘ role between open data and citizens. Collaboration is important in open development, including co-creation and partnership with a variety of stakeholders. Soren gave examples of open development efforts including Open Aid Partnership; Open Data Initiative; and Kenya Open Government Portal.
Varun followed, with a focus on open educational resources (OER), asking how ordinary people benefit from “open”. He noted that more OER does not necessarily lead to better educational outcomes. Open resources produced in, say, the US are not necessarily culturally appropriate for use in other places. Open does not mean unbiased. Open can also mean that locally produced educational resources do not flourish. Varun noted that creative commons licenses that restrict to “non-commercial” use can demotivate local entrepreneurship. He also commented that resources like those from Khan Academy assume that end users have a computer in their home and a broadband connection.
Ineke spoke next, noting that ‘open’ doesn’t happen in a vacuum. Sometimes power relations become more apparent when things become open. She gave the example of a project that offered free computer use in a community, yet men dominated the computers, computers were available during hours when women could not take advantage of them, and women were physically pushed away from using the computers. ‘This only has to happen once or twice before all the women in the community get the message,’ she noted. The intent behind ‘open’ is important, and it’s difficult to equalize the playing field in one small area when working within a broader context that is not open and equalized. She spoke of openness as performance, and emphasized the importance of thinking through the questions: openness for whom? openness for what?
[Each of the presenters holds a wealth of knowledge on this topic and I’d encourage you to explore their work in more detail!]
Following the short comments from panelists, the room split into several groups for about 15 minutes to discuss points, tensions, and questions on the concept of open development. (See the bottom of the wiki page for the full list of questions.)
We came back together in plenary to discuss points from the room and those coming in from Twitter, including:
Should any research done with public funds be publicly open and available? This was a fundamental values question for some.
Can something be open and not public? Some said that no, if it’s open it needs to be public. Others countered that there is some information that should not be public because it can put people at risk or invade privacy. Others discussed that open goods are not necessarily public goods, rather they are “club” goods that are only open to certain members of society, in this case, those of a certain economic and education level. It was noted that public access does not equal universal availability, and we need to go beyond access in this discussion.
Is openness fundamentally decentralizing or does it lead to centralization? Some commented that the World Bank, for example, by making itself “open” it can dominate the development debate and silence voices that are not within that domain. Others felt that power inequalities exist whether there is open data or not. Another point of view was that the use of a particular technique can change people without it being the express intent. For example, some academic journals may have been opening up their articles from the beginning. This is probably not because they want to be ‘nice’ but because they want to keep their powerful position, however the net effect can still be positive.
How to ensure it’s not data for data’s sake? How do we broker it? How do we translate it into knowledge? How does it lead to change? ‘A farmer in Niger doesn’t care about the country’s GDP,’ commented one participant. It’s important to hold development principles true when looking at ‘openness’. Power relations, gender inequities, local ownership, all these aspects are still something to think about and look at in the context of ‘openness’.
The general consensus was that it is important to fight the good fight, yes, but don’t lose sight of the ultimate goal. Open for whom? Open for what?
As organizers of the session, we were all quite pleased at the turnout and the animated debate and high level of interest in the topic of ‘open development’. A huge thanks to the panelists and the participants. We are hoping to continue the discussions throughout the coming months and to secure a longer session (and a larger room) for the next ICTD conference!
Today South Africa is celebrating Human Rights Day. We’re celebrating the long road to democracy covered with sticks and stones leaving apartheid’s oppression behind us. The path we’ve tread has been a long one, but 18 years into our democracy we enjoy rights many others around the world are still denied. Freedom of speech and media freedom are some of the most important rights we’ve gained.
Internet censorship is one arm of media censorship. (image: bestvpnservice.com)
However, if you look at Reporters Without Border’s annual freedom index released earlier this month, many African governments still deny democratic media coverage. Many journalists cannot report openly on what is happening in their country.
Technology could play a crucial role in helping journalists get the message out of what is happening in their countries. That’s why we’ve compiled a list of five programs journalists can use to get their stories out:
This email service allows you to send emails without the government monitoring your actions as the connection is encrypted. Journalists need safe and secure access to correspondents abroad if they want international media coverage of possible local atrocities.
Government official knocking on your door as you’re working on a confidential file? Eraser allows journalists to secure delete files and invisible recoverable files from their computer should their laptop be seized.
This Mozilla Firefox-based browser allows users a secure tunnel to the internet, hiding your digital online identity in case you’re being monitored. There’s a portable edition available which users can run from a flash drive.
This program works on the same basis as file-sharing program Dropbox. Running in the background, users can quickly and effectively back up their data. Journalists can encrypt and decrypt files with this program if ever confidential files were to get ‘lost’.
Free open-source instant messenger allows users to connective to several instant messaging accounts and services. However, with the Off-the-Record (OTR) plugin, journalists can chat online with others truly ‘off-the-record’ as you enjoy a secure connection.
https://www.integrallc.com/wp-content/uploads/2020/10/Integra-Blue-Logo-1.png00actualizehttps://www.integrallc.com/wp-content/uploads/2020/10/Integra-Blue-Logo-1.pngactualize2012-03-21 14:09:012021-01-08 10:26:185 Tools to fight internet censorship
Kayode Fayemi, Governor Nigeria’s Ekiti state, has declared yesterday his administration is ready to integrate fully Information and Communications Technology (ICT).
Kayode Fayemi, Governor Nigeria's Ekiti state, is happy about future the preliminary success of the Ekiti state's website. (image: file)
He even launched a new official website for the state. The new website will enhance accountability and transparency in governance he believes. The website is also expected to be interactive, easing access to government by providing diverse information on government activities.
The website also linked to Social Media sites like Facebook, Slideshare, Google Plus, Twitter, Flickr and YouTube, as well as mobile applications for Android and Blackberry devices, while Nokia and iPhone versions will be released within a month. Since its’ launch, the website has become the second most visited in Nigeria.
Ekiti is said to be the first state to have Quick Reference (QR) Codes integrated into its website. Fayemi also disclosed that his administration was providing laptops for students in public secondary schools.
While, the Ekiti State University (EKSU) is expected to be fully connected to the internet in two months time to allow students access to e-library. The site is expected to serve as an interactive platform between the people of the State and the government to get feedback and as means of engaging the younger generation.
Eleven Ghanian government departments and agencies will commence with e-government projects to improve service to its citizens, the government said on Wednesday.
William Tevie, National Information Technology Agency (NITA) Director General, encouraged members to get the discussions out of the way to get procedures underway. (image: flickr.com)
These agencies include Food and Drugs Board, National Communication Authority, Births and Death Registry, Ministry of Foreign Affairs and Regional integration, Accra Metropolitan Assembly, Passport Office, National Health Insurance Scheme, National Information Technology Agency, Minerals Commission and Registrar Generals Department.
William Tevie, National Information Technology Agency (NITA) Director General, disclosed this at the stakeholders’ meeting on e-payment system implementation on Tuesday in Accra.
He said the meeting aimed to tackle issues concerning the online payment for government e-service being deployed in the varying stages of the implementation process. The e-government project ensures the presence of important and relevant government information on the web be noted.
The e-services being developed are a Content Management System (CMS) for managing hosted content on the government portal, a payment gateway allowing portal applications to receive payments from customers, e-forms and a document management application. The project is expected to provide a free flow of information between department and agencies, service providers and the public.
He also stated that NITA played a central role in the government e-service such as the geGov currently being used by the Registrar Generals Department and the Ghana Revenue Authority, which was a Public Private Partnership. “An e-justice system, e-immigration, e-parliament, e-passport and e-Government Procurement system are envisaged,” he added.
Tevie urged the participants to use the meeting to deliberate and come out with recommendations that would help establish an effective online payment system that would be of benefit to the economy.
As always, the challenge is determining what share of fans of these pages are diasporans. A solid number of nations – most notably Liberia, Senegal, and Gabon – have seen extraordinary Facebook fan page growth in the past 4 months. Pages for leaders in these nations have shown 144%, 110%, and 92% growth rates, respectively, in the number of fans. Abdoulaye Wade’s fans have grown tremendously in advance of this month’s presidential elections. Cameroon’s Paul Biya witnessed similar interest on his Facebook page last year during the election season (his page has grown by 18% since). Other updates for February 2012 include:
Burkina Faso: Blaise Comparoré has a very official-looking page, even if it may not be official.
Rwanda: The widely-popular unofficial page for Rwanda’s Paul Kagame is gone – it boasted nearly 20,000 fans. Perhaps this was a move by leadership to reduce confusion?
Zambia: We found the official page for Zambia’s Rupiah Banda.
Gabon: Ali Bongo’s page continues to grow by huge margins after becoming official less than a year ago.
Egypt: Added community page for Mohamed Hussein Tantawi, although there is limited social interest around him.
Madagascar: Added community page for Andry Rajoelina.
DRC: The “official page” for Joseph Kabila, with previously 4,000 fans, has been removed. A profile with that many still exists however.
Chad: One of the two public profiles for Idriss Deby has been removed.
Growth trends & countries of interest:
Median fan growth rate: 10% over 4.5 months (was 15% for 4 months from June-October 2011 and 23% for 3 months from March-June 2011)
Given a consistent page, only the leaders of DRC and Seychelles lost fans over the time period.
Fan count growth of leader pages with greater than 10,000 fans has slowed substantially since last October. Growth is positive, but is only in the 5-10% range: Algeria 14% (was 17%), Ghana 8% (was 10%), Kenya 4% (was 5%), Morocco 2% (was 5%), Nigeria 7% (was 13%), Tanzania 9% (was 8%), Zimbabwe 3% (was 3%).
Less than 5% growth in Benin, Guinea, Mauritania, Somalia. Benin, and Guinea also were in this range last year.
The page for Libya’s Col. Gaddafi grew by another 23%
Mauritania still only has 4 fans of the community page for Ba Mamadou Mbaré. Guinea-Bissau is not much better with 14 fans for Malam Bacai Sanha.
Solid (40%) growth in Angola, Ethiopia, Malawi, Mali.
Ethiopia’s fan base has doubled from 700 to 1,400 since June 2011 suggesting either a growing interest in politics by diasporans or a domestic adoption of Facebook.
In order of sheer fan base there is no change in order: Nigeria (699k), Kenya (98k), Morocco (86k), Zimbabwe (67k), Tanzania (35k)
The above table lists all top African heads of state (usually President) and provides a link to the one or two most popular Facebook pages, groups, or profiles for a given leader. The final column shows how many users are interested in the particular leader. Loose definitions of the page-types:
Official page: A page run by the actual leader.
Public profile: A presidential account with a public wall and information about the leader.
Private profile: An seemingly real account without a public wall or information about the leader.
Unofficial page: A user-created page that serves as the leader.
Group: A user-created group dedicated to a leader.
Community page: A placeholder courtesy of Wikipedia for cases when no user-generated page exists.
Creating information is easy. Through mobile phones, GPS devices, computers (and countless other gadgets) we are all leaving our digital footprints on the world (and the World Wide Web). Through the open data movement, we can begin to access more and more information on the health and wellbeing of the societies in which we live. We can create a myriad of information and display it using open source software such as Ushahidi, OpenStreetMap, WordPress, and countless other online platforms. But what is the value of this digital information? And what impact can it have on the world?
Youth Empowerment Through Arts and Media (YETAM) is project of Plan International which aims to create information that encourages positive transformation in communities. The project recognizes young people as important change agents who, despite their energy and ability to learn, are often marginalized and denied opportunities. Within the YETAM project, Plan Kenya works with young people in Kwale County (on the Coast of Kenya) to inspire constructive action through arts and media – two important channels for engaging and motivating young people.
Information in Kwale County
Kwale County is considered by Plan International to be a “hardship” area. Despite the presence of 5-star resorts, a private airport and high-end tourist destinations on Diani beach, the local communities in Kwale County lack access to basic services such as schools, health facilities and economic opportunities. Young people in the area are taking initiative and investigating the uneven distribution of resources and the inequities apparent within the public and private systems in Kwale County.
As one component of their work in Kwale, Plan Kenya is working with the three youth-led organizations to create space for young people to participate in their communities in a meaningful, productive way. There are different types of participation in local governance – often times government or other agencies invites youth to participate (“invited space”) as “youth representatives” but they are simply acting to fill a required place and are not considered within the wider governance and community structures.
Youth representation can also be misleading as the Kwale Youth and Governance Coalition (KYGC) reports that “youth representatives” aren’t necessarily youth themselves – government legislation simply stipulates that there must be someone representing the youth – but there is no regulation that states that this person must be a youth themselves (they must only act on behalf of the youth). This leaves the system open to abuse (the same holds true for “women’s representative” – you can find a man acting on behalf of women in the position of women’s representative). Plan Kenya and the young people we met are instead working to “create space” (as opposed to “a place”) for young people in community activism in Kwale County.
The 5 weeks we spent in Kwale were,the beginning of a process to support this on-going work in the broad area of “accountability” – this encompasses child rights, social accountability and eco-tourism. The process that began during the 5 weeks was the integration of digital mapping and social media to amplify voices of young people working on pressing concerns in the region.
To create the relevant stakeholders and solicit valuable feedback during the process of the YETAM work on digital mapping and new media, our last 3 days in Kwale were spent reviewing the work with the teams. On Thursday November 10th, we invited advisors from Plan Kwale, Plan Kenya Country Office, the Ministry of Youth Affairs and officers from the Constituency Development Fund to participate in a half-day of presentations and feedback on the work the young people had undertaken.
By far the work that generated the most debate in the room was the governance tracking by the KYGC. The team presented the Nuru ya Kwale blog which showcased 28 of the 100 + projects the youth had mapped during the field work. They classified the 28 projects according to various indicators – and for example documented that 23 of the projects had been completed, 1 was “in bad progress”, 2 were “in good progress” and 1 “stalled.”
The CDF officers (the Chairman, Secretary and Treasurer of the Matuga CDF committee in Kwale County) were concerned with the findings and questioned the methodology and outcome of the work. They scrutinized some of the reports on the Nuru ya Kwale site and questioned for example, why Mkongani Secondary School was reported as a “bad” quality project. The officials wanted to know the methodology and indicators the team had used to reach their conclusions because according to the representatives of the CDF committee, the auditors gave the Mkongani Secondary School project a clean bill of health.
One important message for the youth based on feedback on their work was the need to clearly communicate the methodology used to undertake the documentation of projects (i.e. what are the indicators of a project in “bad” progress? how many people did you interview? Whose views did they represent?).
There is significant value in presenting balanced feedback that challenges the internal government (or NGO) audits – for example the data on Kenya Open Data documents that 100% of CDF money has been spent on the Jorori Water Project mentioned above, but a field visit, documented through photos and interviews with community members reveals that the project is stalled and left in disrepair. This is an important finding – the youth have now presented this to the relevant CDF committee. The committee members were responsive to the feedback and, despite turning the youth away from their offices the previous month, invited them to the CDF to get the relevant files to supplement some of the unknown or missing information (i.e. information that people on the ground at the project did not have access to, such as for example, who was the contractor on a specific project, and what was the project period).
Kwale youth with staff from Plan Kenya, officers from the CDFC and the local Youth Officer
Samuel Musyoki, Strategic Director of Plan Kenya who joined the presentations and reflections on November 10th and 11th, reported that:
“The good thing about this engagement is that it opened doors for the youth to get additional data which they needed to fill gaps in their entries. Interestingly, they had experienced challenges getting such data from the CDF. I sought to know form the CDFC and the County Youth Officer if they saw value in the data the youth were collecting and how they could use it.
—
The County Youth Officer was the most excited and has invited the youth to submit a business proposal to map Youth Groups in the entire county. The mapping would include capturing groups that have received the Youth Enterprise Fund; their location; how much they have received; enterprises they are engaged in; how much they have repaid; groups that have not paid back; etc. He said it will be an important tool to ensure accountability through naming and shaming defaulters.
The 5 weeks were of great value — talking to quite a number of the youth I could tell — they really appreciate the skill sets they have received-GIS mapping; blogging; video making and using the data to engage in evidence based advocacy. As I leave this morning they are developing action plans to move the work forward. I sought assurance from them that this will not end after the workshop. They had very clear vision and drive where they want to go and how they will work towards ensuring sustained engagement beyond the workshop.”
The impact of digital mapping and new media on social accountability is still an open question. Whether the social accountability work would have provoked similar feedback from duty bearers if presented in an offline platform (for example in a power point presentation) instead of as a dynamic-online platform is unknown.
The Matuga CDF officers were rather alarmed that the data were already online and exposed their work in an unfavourable light (in fairness, there were some well-executed projects as well). There is a definite need to question the use of new technology in governance work, and develop innovative methods for teasing out impact of open, online information channels in decision-making processes and how this is or isn’t amplifying existing accountability work. There is definite potential in the work the young people are undertaking and the government officers consulted, from the Ministry of Youth Affairs and local CDF Committee (CDFC) stated that they were “impressed by the work of the youth”.
Within the community development systems and particularly the structure of devolved funding, there is a gap in terms of monitoring and evaluation (M&E) that the CDF committee to date has not been able to play effectively. As Samuel Musyoki stated the youth “could watch to ensure that public resources are well utilized to benefit the communities.” The Youth Officer even invited the youth to submit proposals for assistance in buying GPS gadgets and computers to strengthen this work.
Continuing the on and offline integration
As discussed, the work in Kwale on various issues is dynamic and evolving. The 5 weeks we spent with the teams were meant to provide initial trainings and support and to catalyse action that would be continued by the youth in the area, with support from Plan Kenya. Not only did we provide training to the young people, but Plan Kwale staff were also involved in the process and started documenting their work through the tools and techniques introduced by our team. With these skills, the Plan Kwale staff will support the on-going field mapping and new media work. We are also available to provide remote assistance with questions about strategies and technical challenges.
Some of the future activities include:
Holding a “leaders forum” during which the youth interact with a wider cross-section of stakeholders and share their work.
Continuing work on their various websites – updating the sites with results from social auditing work to be carried out throughout the last weeks of November, as well as digitizing previous information collected during historical social auditing.
Validating the data by revisiting some project sites and documenting projects that haven’t been done yet, gathering stories from some of the Project Management Committees, taking more photos, and potentially conducting surveys within the communities to get more representative views on project evaluations.
Each group also needs to develop a more structured advocacy strategy to direct their activities in these areas.
All teams expressed interest in developing proposals to submit to the Ministry of Youth Affairs, through the Youth Enterprise Fund and CDF Committee, based on the suggestion of potential funding for this process. Plan Kwale staff, as well as some of the Country Office advisers offered to support the youth in developing these proposals.
Most importantly, the teams want to consult the wider community in their respective areas to demonstrate the relevance of YETAM, including the skills they have gained, to the community stakeholders (beyond the relevant government authorities
The potential of new technologies, including digital mapping to promote accountability, is only as powerful as the offline systems into which it is integrated. Without offline engagement, existing community systems of trust and recognition will be threatened and thus undermine any online work. The youth must remain grounded within their existing work and use new technology to amplify their voices, build their network, share their stories and lessons and learn from and engage with others.
https://www.integrallc.com/wp-content/uploads/2020/11/mapping-a-school-near-ukunda_small.jpg224300actualizehttps://www.integrallc.com/wp-content/uploads/2020/10/Integra-Blue-Logo-1.pngactualize2012-02-27 06:06:002021-01-08 11:13:55ICTs, social media, local government and youth-led social audits
Summer Hunter-Kysor currently serves as Senior Project Associate for Integra’s EE/MELDS and AEO contracts with USAID. With five years of development experience and a strong background in peacebuilding, governance, and education, she has spearheaded impactful projects with the goal of improving the lives of individuals and communities worldwide. Armed with an MA in International Development and BA in International Relations, Ms. Hunter-Kysor possesses a deep understanding and curiosity of the everchanging complexities facing developing regions and has successfully supported the implementation of notable initiatives that drive positive social impact and sustainable change.
Prior to joining Integra, Ms. Hunter-Kysor worked at Creative Associates International, where she provided backstop support to three USAID- and USAID/OTI-funded projects with values between $3-$38 million. She managed several aspects of project efforts including technical, financial, contractual, reporting & communications, HR, and operational duties. She led her teams’ knowledge management efforts to ensure that project successes and lessons learned could be adjusted and applied in different contexts. She was further dedicated to business development efforts in the democracy and governance space, serving as a contributing author on a solicitation the company won valued at $24 million. Previously, she focused on monitoring, evaluation, and learning and process improvement through her work in Pittsburgh local government and community development-focused nonprofits. Ms. Hunter-Kysor’s experience also includes federal contracting, a graduate internship with the Department of State (DoS), data research for the UNDP, and teaching English as a second language through the DoS Fulbright program.
As a compassionate leader, Ms. Hunter-Kysor is driven by a commitment to empower marginalized communities, advocate for social justice, and promote equitable access to essential services through locally led and inclusive approaches.
Gevorg Torosyan
Monitoring, Evaluation, and Learning (MEL) Director
Mr. Torosyan leads one of the firm’s practice areas as the Director of Monitoring, Evaluation, and Learning. He brings 18 years of experience in USAID and other donor-funded project management, evaluation, and consulting roles in more than 15 countries across Europe, Asia, and Africa. Half of his career was dedicated to delivering development consulting assignments in field offices as Project Director, Team Leader, and Policy Advisor in projects funded by USAID, The World Bank, ADB, UNDP, and EU. The remaining half was devoted to managing USAID-funded projects from the corporate headquarters of development consulting firms in the Washington, D.C. area.
Mr. Torosyan’s technical expertise spans a wide range of private sector development topics, such as the improved enabling environment for trade and investment, firm-level competitiveness enhancement, value chain development, and increasing SME access to finance. He also has in-depth knowledge of public sector governance reform issues, including evidence-based decision-making practices, impact assessment schemes, regulatory convergence with international standards, reform of state-owned enterprises in the energy and other infrastructural sectors, anti-corruption, and improved public service delivery via Govtech solutions.
Beyond his extensive project management and advisory work, Mr. Torosyan has a decade of experience in project performance evaluation and monitoring. He has demonstrated his expertise in Monitoring and Evaluation Lead roles at a development consulting firm in Washington, DC, and as an independent Evaluation Team Leader and Principal Evaluator of multiple donor-funded projects in Europe and Asia.
Mr. Torosyan holds a Master of Advanced Studies degree in International Law and Economics from the University of Bern, World Trade Institute, Switzerland. He was also a research fellow at the University of Muenster, Germany, specializing in institutional economics, which led to a Doctor of Economics degree from the Institute of Economic Research. He speaks Armenian and Russian fluently.
Brenda Lee Pearson
Research Director, LEAP III
Ms. Brenda Lee Pearson is the Research Director for the Integra-managed USAID Learning, Evaluation, and Analysis Project (LEAP III) and has served as Team Leader for economic growth performance evaluations in Georgia, Kenya, Ukraine, and USAID’s global programs: CATALYZE, EDGE, US-SEGA, Women’s Economic Empowerment Fund. She served as the gender and social inclusion advisor to USAID/India and Indo-Pacific Strategy from 2020-21. She has been Team Leader for democracy, human rights and governance assessments and political economy analyses in Bosnia Herzegovina, Bulgaria, Guyana, Honduras, Kosovo, Malawi, Romania and Tanzania. She served as global coordinator of nutrition programming for the United Nations World Food Programme, FAO, UNICEF and WHO. Ms. Pearson has provided technical assistance to projects funded by USAID, State Department, Millennium Challenge Corporation, DfID, AustraliaAid, World Bank, and UN agencies in 50 countries, and authored more than 100 articles. Ms. Pearson is the President of Cui Prodest, LLC, a woman-owned small business (www.cuiprodest.org) that partners frequently with Integra. Earlier in her career, she served as Chief of Party in Cambodia, Croatia, Egypt, N. Macedonia, Tanzania and Yemen.
Peter Levine
Business Development and Private Sector Specialist
Mr. Levine is a senior new business, project management and private sector development specialist with over 20 years direct experience in the design, oversight and implementation of complex international technical assistance programs, including extensive work in Latin America, Eastern Europe, Asia and Africa. He is well versed in private sector development, agriculture, land use planning and international best business practices, with a strong track record for facilitating stakeholder relationships for tangible and practical results. He has a proven track record for impact with USAID, MCC, DFID and other donors, working as both a Team Leader, Chief of Party, or key member of a multi-disciplinary team on both innovative projects and winning proposals. Prior experience as Executive or Practice Area lead who helped grow technical, financial and human capital for firms/clients, including leadership of USAID projects valued at between US$25 – $75 million.
Elizabeth Ferris
Migration Expert and Advisor
Elizabeth Ferris is Research Professor with the Institute for the Study of International Migration at Georgetown University’s School of Foreign Service and an adjunct professor in the Georgetown Law School. From January-September 2016, she served as Senior Advisor to the UN General Assembly’s Summit for Refugees and Migrants in New York. She presently serves as an expert advisor to the UN Secretary-General’s High-Level Panel on Internal Displacement.
From 2006-2015, she was a Senior Fellow and co-director of the Brookings-LSE Project on Internal Displacement where she worked to support understanding and protection of internally displaced persons. Prior to joining Brookings, she spent 20 years working in the field of humanitarian assistance, most recently in Geneva, Switzerland at the World Council of Churches. She has also served as the director of the Church World Service’s Immigration and Refugee Program, as research director for the Life & Peace Institute in Uppsala, Sweden and as a Fulbright professor at the Universidad Autónoma de México. Her teaching experience has included positions at Lafayette College, Miami University and Pembroke State University. She has written extensively on refugee, migration and humanitarian issues, including The Politics of Protection: The Limits of Humanitarian Action (Brookings Institution Press, 2011), Consequences of Chaos: Syria’s Humanitarian Crisis and the Failure to Protect, with Kemal Kirsici (Brookings Institution Press, 2016). Her latest book, Refugees, Migration and Global Governance: Negotiating the Global Compacts, with Katharine Donato, was published by Routledge in 2019. She received her BA degree from Duke University and her MA and PhD degrees from the University of Florida.
Quang Phan
Vietnam Country Director
Quang Phan has a 20-year track record of performance in running some of the most impactful projects in Vietnam and in the Mekong Region. These projects range from innovation and technology, sustainable public private policy dialogue and regulatory reform, and trade and investment facilitation. As an out of the box thinker, Quang has good judgement and a good sense of humour. He knows how to turn vision into ideas, and ideas into actions and results. He builds high performing teams and networks.
Quang has served as Integra’s Country Director in Vietnam since 2018 and leads the development and implementation of the USAID funded project in reforming PPP regulations and practices in Vietnam. Working with the home office and USAID/Vietnam, Quang has mobilized a team of international and local experts to work with the Ministry of Planning and Investment, the National Assembly, the Vietnam Chamber of Commerce and Industry and the business community on developing the first PPP Law of Vietnam. The team has built the capacity of a public private partnership committee that advocates for good PPP regulations and practices in Vietnam and piloted a PPP pipeline development tool in two provinces.
Theresa Miles Director, Business Operations
Ms. Theresa Miles is Integra’s Director of Business Operations and leads contract administrative management and oversees project operations and financial management. She guides the development of effective project operations and financial standards and operationalizing structures for delivery, risk management, reporting, and forecasting. She is also serving as the Operations Manager for the Integra-managed USAID Learning, Evaluation, and Analysis project (LEAP III), a five-year project that supports USAID globally by providing independent high-quality analytical services; strategy and project design; monitoring and evaluation; training; and knowledge management.
Theresa has 25 years of experience in international development and project management in Africa, Latin America, the Middle East, and South Asia. She has split her career between home office project support and management roles and overseas roles. She excels at organizing and increasing efficiencies by examining operations, analyzing needs, identifying duplication of effort and tailoring policies and procedures to project, organization, and donor requirements.
She has long-term experience in Ghana, Uganda, Madagascar, India, Democratic Republic of Congo and short-term experience in Mexico, Egypt, Mongolia and Tanzania. Theresa holds an MA in International Policy from the Monterey Institute of International Studies and has a general understanding of Spanish and working knowledge of French. Outside of work, she enjoys spending time with her dogs, antiquing, and refurbishing old furniture.
Theresa Miles
Director, Business Operations
Ms. Theresa Miles is Integra’s Director of Business Operations and leads contract administrative management and oversees project operations and financial management. She guides the development of effective project operations and financial standards and operationalizing structures for delivery, risk management, reporting, and forecasting. She is also serving as the Operations Manager for the Integra-managed USAID Learning, Evaluation, and Analysis project (LEAP III), a five-year project that supports USAID globally by providing independent high-quality analytical services; strategy and project design; monitoring and evaluation; training; and knowledge management.
Theresa has 25 years of experience in international development and project management in Africa, Latin America, the Middle East, and South Asia. She has split her career between home office project support and management roles and overseas roles. She excels at organizing and increasing efficiencies by examining operations, analyzing needs, identifying duplication of effort and tailoring policies and procedures to project, organization, and donor requirements.
She has long-term experience in Ghana, Uganda, Madagascar, India, Democratic Republic of Congo and short-term experience in Mexico, Egypt, Mongolia and Tanzania. Theresa holds an MA in International Policy from the Monterey Institute of International Studies and has a general understanding of Spanish and working knowledge of French. Outside of work, she enjoys spending time with her dogs, antiquing, and refurbishing old furniture.
Penelope Norton
Associate
Penelope is an Associate at Integra, where she supports a variety of USAID and MCC-funded projects. She has more than five years of experience in operations and project management and provides backstopping support on activities. Responsibilities include managing activity budgets, providing logistical support, recruiting, contracts, and travel preparations. Other experience includes data collection, program evaluation, quality assurance, and two years of program implementation in Guatemala.
Penelope holds an MS in Conflict Analysis and Resolution from George Mason University with a concentration in Prevention, Reconstruction and Stabilization, and a BA in International Affairs from James Madison University. When not working, Penelope enjoys international travel or camping in the amazing US National Parks.
Kethi Mullei
Learning and Evaluation Director
Kethi Mullei is a social researcher and qualitative analyst with over 15 years of experience working in development in Sub-Saharan Africa, primarily East Africa. Her most recent long-term position was with the BMGF CIFF & Hewlett – funded program, HCDExchange, serving as the Learning Lead. She recently joined Integra as Learning and Evaluation Director to support the USAID/Kenya & East Africa Mission.
Kethi is a passionate learner and researcher with a background in global public health and a keen interest in generating evidence on the value of applying simple, replicable yet rigorous human-centered and action-oriented methodologies for optimal application in improving the quality of global health interventions and outcomes in the Global South. She brings a great wealth of experience in health policy analysis & development, protocol & product development (learning agendas, practical guidance), literature/ desk reviews, knowledge management, and application of participatory and one-to-one learning methods in practice (e.g., capturing success stories, appreciative inquiry (AI), outcome harvesting). Having worked for 15 years collaborating with various stakeholders—civil society, research institutions, private sector, and funders/donors—she is an eager contributor to the broad field of global health.
Sarah Eissler
Evaluation Specialist
Sarah is an evaluation specialist with broad international experience designing, implementing, and analyzing mixed-methods research and evaluation projects addressing issues in agriculture, food security and nutrition, climate change, women’s empowerment, and the environment. Sarah currently works as an independent consultant to lead and support mixed-method evaluations for USAID, UN Agencies, The Bill and Melinda Gates Foundation, among others. She has supported several Integra activities under the LEAP III project as a data analytics and research design specialist with specific attention to the design and analysis of qualitative data. Recently, she has supported a strategic review of USAID’s Partnering to Accelerate Entrepreneurship (PACE) Initiative, a portfolio performance evaluation of the former USAID Women’s Global Development and Prosperity (W-GDP) Initiative, a strategic review of USAID’s Development Innovation Ventures (DIV) program, and evaluations and assessments in Egypt and Ukraine. She has a dual Ph.D. in Rural Sociology and Human Dimensions of Natural Resources and the Environment, and dual M.S. degrees in Rural Sociology and International Agriculture and Development from Penn State University.
Meziane Menasria
Associate
Meziane is an Associate at Integra, where he supports the MCC-funded Togo project and several other USAID projects. He brings more than seven years of experience working for a global K-12 education non-profit organization where he contributed project management, business intelligence, team management, budget tracking, and recruiting. He is a fluent French speaker and conversational in Spanish and Polish. He holds a BA in Government & Politics from the University of Maryland, College Park. In his free time, he enjoys watching club and international football (soccer) and hiking in the great outdoors.
Julienne Kaman
Technical Advisor – Papua New Guinea
Julienne Kaman serves as the Technical Advisor in Papua New Guinea (PNG) under USAID’s Asia Emerging Opportunities mechanism. Ms. Kaman has spent more than 30 years in the teaching profession, researching and doing consultancies in several PNG universities. She has taken short-term consultancies with the PNG Government and Governments of other Pacific Island countries, namely the Republic of Nauru. Ms. Kaman has also worked with international organizations such as UNICEF, UNDP, UNESCO, and the Incentive Fund Program of the Australian Government and with international nongovernment organizations in the country, namely, Save the Children Fund and Asia Pacific Bureau of Adult Education (ASPBAE) and with local companies such as Tanorama. As a certified and experienced teacher in PNG, Ms. Kaman has also written several contextualized textbooks in the Social Sciences for teachers and students to use at all levels of education in PNG.
Mrs. Hoang Anh
Business Environment Sustainability and Transformation (BEST) Director – Vietnam
Mrs. Hoang Anh Do serves as the Business Environment Sustainability and Transformation (BEST) Director in Vietnam under USAID’s Asia Emerging Opportunities mechanism. Before joining Integra, Mrs. Anh Do had experience holding several positions in the developing world and private sector. She served as Deputy Project Director of USAID/Vietnam Competitiveness Initiative (VNCI), leading three impactful initiatives, including 1) Administrative Procedures Reform of the Government of Vietnam (known as Project 30) by the Office of the Government, 2) Regulatory Impact Assessment (RIA) for Ministry of Justice and other stakeholders, 3) Public Private Partnership under Ministry of Planning and Investment, and 4) Provincial Competitiveness Index (PCI) with Vietnam Chamber of Commerce and Industry (VCCI).
She also worked on legal and economic reform in the USAID/Sustaining Technical and Analytical Resources (STAR) project, which helped the State Bank of Vietnam, the Ministry of Finance, the Ministry of Planning and Investment, the Ministry of Industry and Trade, the Ministry of Post and Telematics, the State Audit, different committees of the National Assembly to overwrite Vietnamese legal framework to implement Vietnam commitments under the US-Vietnam Bilateral Trade Agreement.
In the private sector, she established and chaired health tech, agri-tech, and logistics companies. Her vast experience and network in Government and private sector are valuable for her work to accelerate the transformation of Vietnam’s business environment and sustainability.
Brenna Casey
Program and Business Development Manager
Brenna is a Program and Business Development Manager at Integra. She brings five years of experience in various project management and technical capacities across the USAID and MCC portfolios. Programmatic responsibilities include leading and providing task order oversight and support on contracts, recruitment, budgets, client and subcontractor relations, reporting, and quality assurance. Business development roles include strategic planning and pipeline development, market research, partner and proposal coordination, staffing, technical writing, and compliance. Technical capabilities include research and data analysis, including sectoral, political economy, and landscape assessments; performance evaluations; and trainings, workshops, and knowledge management engagements.
Brenna has managed several activities under Asia Emerging Opportunities (AEO) and the Learning, Evaluation, and Analysis Project (LEAP III), including the USAID/Middle East Bureau’s multi-year $1.7+ million buy-in for private sector engagement (PSE). This activity supported the co-creation and implementation of PSE Action Plans for the Bureau and Operating Units in the region, including Bureau and Mission learning events, remote and in-person private sector outreach, Private Sector Landscape Assessments (PSLAs), and a report on PSE opportunities coming from the Gulf region. She supports the kickoff of the USAID Europe and Eurasia Monitoring, Evaluation, Learning, and Decision Support (EE/MELDS) and MCC Economic Analysis BPA contracts.
Ms. Casey holds a MA in Political Economy from Georgetown University and a BA in Foreign Affairs from the University of Virginia. She earned an advanced certificate in Political Economy from the ULB Solvay School of Economics and Management in Brussels, Belgium, and a project management certification from the University of Virginia. She is also certified in project management by the Project Management Institute (PMI). Additional professional experience includes a graduate internship with the Development Finance Corporation and health policy consulting in Alexandria, Virginia.
Eleanor Roberts
Associate
Eleanor is an Associate at Integra, supporting the USAID-funded Asia Emerging Opportunities task order. She assists in managing and backstopping projects, including planning, organizing, coordinating, program execution, and monitoring. Responsibilities include project reporting, budget tracking, and analysis, research and data analysis, assisting with project recruitment, ensuring contractual compliance, and providing administrative support as needed. Additionally, Eleanor assists in developing communications materials for the firm, including authoring content for Integra’s website.
Before Integra, Eleanor worked at Meridian International Center as a Program Associate implementing the International Visitor Leadership Program (IVLP) — the U.S. Department of State’s premier professional exchange. She holds a B.A. in Political Science and History from Denison University in Granville, Ohio.
Kate Fehlenberg
Director of Scaling Innovations
Kate Fehlenberg is an international development professional with over 20 years of experience across a dozen countries. She has designed, managed, scaled, and evaluated small and multi-million dollar programs in Public Health, Agriculture and Gender. With deep experience in coalition building, systematic assessments of new technologies, and strengthening local systems, Kate is uniquely skilled in Scaling sustainable solutions. Kate has worked for NGOs, researchers, and donors at headquarters and the field in over a dozen countries across Asia and Africa; sat on donor and fundraising committees; run hundreds of workshops, and trained and led teams in numerous countries. In her last overseas assignment (2015-2019), Kate managed a $15M USAID food security project across six countries in Africa. She established the SeedAssure Alliance, a public-private coalition to digitize commercial value chains in Africa to improve Ag technologies accessible to millions of farmers. She currently works with Integra as Director of Scaling Innovations, leading assessments of development investments for their market impact and sustainability potential. Kate has an MPH in Population in Family Health and Complex Emergencies from Columbia University, a Master’s in Civil Engineering from Ga Tech, and a Bachelor’s degree in Environmental Science from Samford University.
Paul Dodds
Enabling Environment Expert
Paul Dodds has a JD and over 25 years of experience in development consulting with MCC, USAID, DFID, the World Bank, AUS DFAT and ADB in over 15 countries. He has extensive expertise in legal analysis, policy reform and commercial due diligence, and experience working in AgCLIR analyses in varying capacities, with specific engagements for MCC in Tunisia, Philippines and Benin. In his AgCLIR work for USAID in Liberia, he focused on exploring the possible impacts of regulations restricting access to fresh markets for smallholder farmers and women traders.
Most recently, Paul brought technical expertise to the Integra team working in Bangladesh helping to design a support program for food safety and nutrition, and also on a detailed review of the new Vietnamese public private partnership law, providing background information to encourage the donor support needed for the law to succeed.
Paul studied Economics at Columbia and graduated from Harvard Law School. He spent the first decade of his professional career as a corporate lawyer and general counsel in Boston. He is now based in Little Rock, Arkansas where he owns and manages a growing portfolio of investments in renovated historic homes as his primary occupation. He speaks fluent German, serviceable French, Spanish and Russian and some Khmer.
Cynthia Mallory
Controller, Business Operations
Ms. Mallory has spent 20 years working with international development consulting firms. She currently serves as Integra’s Controller, and also manages Business Operations for the firm. She is an award-winning United State Air Force retiree who worked in forward locations during Operation Desert Storm and Desert Shield. She provided aid to supply officers, transportation commanders, fighter pilots and many more.
Liesl Kim
Operations Specialist
Liesl has been an Associate at Integra for nearly two years, providing project management and operations support for USAID-funded projects. She serves as the lead Associate on the Learning, Evaluation, and Analysis (LEAP III) Project, spearheading reporting mechanisms. She manages many aspects from activity start up to close, including drafting concept notes and work plans; recruiting and managing consultants; tracking budgets; organizing field work logistics; reporting on findings; and designing infographics/presentations to disseminate lessons learned. Liesl also provides support to the Asia Emerging Opportunities (AEO) Project and has worked on more than 30 unique activities, serving as the Operations Lead on 16 activities to date. She has also contributed to performance evaluations, such as the evaluations of the USAID/OFDA LAC Regional Disaster Assistance Program and the Power Africa Transactions and Reforms Program. Prior to joining Integra, she interned at the Asian Development Bank North American Representative Office, assisting in outreach efforts with stakeholders and partner organizations.
She holds an MA in International Development Studies from the Elliott School of International Affairs, George Washington University and a BA in Political Science and International Studies from Pepperdine University. She is a 5th degree black belt in Taekwondo and attributes the global sport as first attracting her to the realm of international relations.
Kaitlyn Turner
Data Analytics Manager
Kaitlyn leads Integra’s quantitative analysis and data collection work as the Data Analytics Manager. Prior to joining the Integra team in 2020, she worked in both project management, and programming and analysis of impact evaluations for a number of research-focused non-profit organizations. She has experience designing evaluation plans, managing quantitative data collection work, performing data analysis using Stata, and developing reports and other dissemination tools for internal and external stakeholders. She has spent the last three years living in Nairobi, Kenya and working throughout East Africa. She has worked in many sectors including global health, agriculture, and digital financial inclusion.
Ruta Aidis
Gender and Economic Development Advisor
Dr. Ruta Aidis is a leading expert in gender and economic development. She has more than 25 years of experience teaching, researching, consulting and publishing in the area of gender, women’s economic empowerment, entrepreneurship, innovation, institutional development and public policy. She is an award-winning author with over 50 published articles, books and reports. Dr. Aidis has conducted multiple gender-related assessments and consultancies for USAID and other international donor agencies. In 2019, she led USAID’s first global gender analysis of the recycling and waste management sector piloting both the Women’s Economic Empowerment and Equality (WE3) toolkit and recommendations for Women’s Global Development and Prosperity (W-GDP) initiatives.
As part of the LEAP III program, Dr. Aidis is serving as the deputy team lead for USAID’s portfolio performance evaluation (PPE) of the Women’s Global Development and Prosperity (W-GDP) initiative’s Round 1 funded activities. Previously she acted as the team lead for the 2020 Strategic Review of USAID’s Partnering to Accelerate Entrepreneurship (PACE) initiative.
Dr. Aidis is also a Senior Fellow at the Schar School for Policy and Government, George Mason University and founder of ACG Inc. She holds a PhD in Economics from the University of Amsterdam, an MA in International Development from the Institute for Social Studies and a BA from the University of Maryland.
Tim Schur
Chief Executive Officer
Timothy Schur is leading the company into the future by building on a foundation laid by Bob Otto, the founder of the firm in 2010. With more than 30 years of experience in advisory and consulting services, Timothy has filled wide-ranging roles in corporate finance, strategy and innovation, impact investment, business development, and business practice leadership. For the last decade he has been supporting International Development programs and investments for the United States, United Kingdom, and Australian governments as well as direct investments by governments across the Middle East, Africa and Asia. Throughout his career, Timothy has been a champion for performance-based contracting, impact investment and capital mobilization, systems enablement and knowledge sharing through technology, and program designs that result in durable solutions for economic independence.
Leading Integra is a return to the small business roots of Timothy’s career where client centric, nimble business solutions deliver impact for the investment stakeholders, beneficiaries and the individuals applying their expertise and experience to delivery. From a vantage point versed in traditional international development investors, cognizant of the capital constraints, and grounded in results measurement as the key to enduring impact; Timothy is positioning Integra as a key resource for government, private sector, and NGO clients seeking to capture and enhance both the financial and social return on their investments into emerging economies.
Robert Otto
Founder
Mr. Otto has more than 25 years of experience in international development and project management. He is highly experienced in providing consulting services and managing complex projects in private sector development, economic restructuring, and institutional development. Earlier in his career, Mr. Otto served as Chief Private Sector Officer, Financial Analyst, Project Development Officer, and Chief Environment Officer for the US Agency for International Development. Mr. Otto holds a MS in Management from MIT and a MS in Technology of Management from American University.
David Quinn
Chief Technical Officer
Mr. David Quinn is Integra’s Chief Technical Officer, where he oversees all company projects and activities. He has 15 years of experience working in international development projects and specializes in managing multiple-country, multiple-activity, mechanisms.
Currently, he serves as the Chief of Party for the Integra-managed USAID Learning, Evaluation and Analysis project (LEAP III), a five-year project that supports USAID globally by providing independent high-quality analytical services; strategy and project design; monitoring and evaluation; training; and knowledge management.
Mr. Quinn has conducted over 80 assignments across 23 countries. His technical expertise includes economic growth, policy and enabling environment reform, private sector engagement (PSE), and public-private partnerships (PPPs). In addition to his passion for international development (and Integra), he is an avid Liverpool Football Club fan.
Deanna Gordon
Director, Development Analytics
Dr. Gordon is Director of Development Analytics, as well as Chief of Party for the Asia Emerging Opportunities mechanism at Integra. She is an Agricultural Economist with a long track record in international development. Prior to joining the Integra team, she was with USAID as a Foreign Service Officer from 2005-2019. Her expertise is rooted in monitoring and evaluation, quantitative and mixed methods analysis, and impact evaluation. She has served in a variety of positions at USAID, including as Senior Agriculture and Food Security Advisor for USAID/BFS, Senior Monitoring and Evaluation Advisor at USAID/FFP, and Office Director for the Office of Economic Growth at USAID/DRC. She speaks French, Spanish, and Portuguese with professional proficiency and holds a Ph.D. in Agricultural and Resource Economics from UC Berkeley.
Kent Ford
Director, Private Sector Engagement (PSE)
Kent Ford is a pioneering international development professional with over 25 years of experience in successfully leading and delivering a range of private sector-focused programs in emerging and developing markets. Under the Learning, Evaluation and Analysis Project III (LEAP III), Kent leads Integra’s Middle East Private Sector Engagement Activity supporting the adoption of USAID’s Private Sector Engagement (PSE) Policy in the USAID/Middle East Bureau and associated Missions. This includes inter alia, writing a Strategic Vision for the Middle East Bureau, leading the development of a ThinkPiece envisioning the future of PSE in the MENA region, developing and leading monthly training webinars widely broadcasted throughout MENA and USAID/Washington, and creating an actionable approach to engaging the private sector in the work of USAID.
Kent has broad and proven strategic management and leadership experience as well as economic, political and cultural understanding from having worked in nearly 60 countries. Mr. Ford is a two-time entrepreneur, most recently as co-founder and Managing Director of Global Development Solutions, where he directed the establishment, growth and leadership of a global network of staff and consultants spanning four continents.
Kent co-developed the integrated value chain and market analysis methodology used by the World Bank, Asian Development Bank and sovereign governments to rigorously analyze agriculture and non-agriculture value chains to determine areas where foreign and domestic investment, access to finance and technical intervention would enhance the competitive position of entire market systems. He designed and spearheaded regional Trade and Investment initiatives by bringing together governments, private sector actors, NGOs, municipalities and development agencies—an innovative approach designed help businesses access new markets leading to millions of dollars in trade, investment, and market linkages. He has spent a total of eight years living in, working on and leading in-country private sector development project teams in the West Bank/Gaza, Albania, Kosovo, Nigeria and Uganda.
David Townsend
ICT Sector Advisor
Mr. Townsend is an international expert in ICT policy and economics and the leader of GBI’s Universal Service and Access Fund Support Program. For more than 25 years, Mr. Townsend has been a leading contributor to the evolution of the communications sector worldwide, and has advised governments in more than 40 countries on economic issues and policy options for ICTs. He has been one of the pioneers in the design of Universal Service Funds in numerous countries, and has worked extensively with the World Bank and the UN, among others.
Kimberly Hamilton
Director of Operations, MCC / Business Development Manager
Having joined Integra in 2012, Kimberly has provided technical and operational support for over 20 projects at the firm over the past decade. Currently, she serves as the Director of Operations for Integra’s Millennium Challenge Corporation (MCC) portfolio, working alongside technical staff and MCC representatives to ensure projects and deliverables meet client expectations and contractual requirements. She also serves the dual role of Business Development Manager, working directly with the CEO and CTO to pursue, manage, and execute partnerships and proposal efforts. This includes potential opportunities with a variety of USG-funded clients such as USAID, MCC, and the World Bank, among others.
Kimberly also provides operational and technical support on projects. This includes her current role as Operations Manager and Researcher for USAID’s performance evaluation of the U.S. Women’s Global Development and Prosperity Initiative, the first government-wide effort to advance women’s economic empowerment. She also provides operational oversight of Integra’s two-year-long engagement with USAID to support Vietnam’s development and implementation of public-private partnerships. In previous positions, she conducted field research for a variety of agricultural, M&E, and political economy activities, mostly in Southeast Asia and East Africa. Her favorite assignment to date was conducting field research for an agricultural market assessment in the Philippines for MCC, specifically focused on the value and supply chains of processed mango products. In addition to interviewing and analyzing data from smallholder farmers, mango traders, and exporters to inform MCC’s investments, mango tastings were a nice perk of the job.
Pin Thanesnant
Director of Operations, USAID Portfolio
Ms. Ganyapak (Pin) Thanesnant currently serves as the Director of Operations for Integra’s USAID portfolio. She brings ten years of experience in project management and operations, resource mobilization, and policy and market assessments, specifically in areas of food security and the business enabling environment. She has managed projects and implemented reform efforts across twenty countries in Africa and Asia. She oversees all operations and finances of Integra’s flagship contracts: USAID’s Learning, Evaluation, and Analysis Project III (LEAP III) and USAID’s Asia Emerging Opportunities (AEO). Under both contracts, she ensures rapid responses to rigorous, independent, and high-quality analytical services to USAID.
In just three years of LEAP III, Pin has managed over 50 activities across 30 countries and multiple sectors. In addition to project management, she also provides technical support on activities—most recently, serving as the Policy Expert for USAID’s Bangladesh Agriculture Policy Assessment, as well as the Evaluation Expert conducting an ex-post evaluation of USAID/Zambia’s Production, Finance, and Improved Technology Plus (PROFIT+) program and a mid-term evaluation of USAID/Belarus’ I3 program.
Prior to joining Integra, Ms. Thanesnant worked with Heifer International, managing all funding efforts in East Asia and Southern/East African countries through donor relations, contractual negotiations, and development and review of technical and cost proposals. Prior to this, she worked at Fintrac, Inc., where she was responsible for providing analytical services under USAID’s EAT Project. Pin holds an MA in Public Anthropology and International Development from American University and a BA in International Studies from the University of Richmond.
Brenna Casey
Operations Specialist
Brenna Casey joined Integra as an Associate in November 2018. She performs project backstopping for USAID and Millennium Challenge Corporation (MCC) projects, including but not limited to development of SOWs/concept notes; consultant recruitment and contracting; budget development, reporting and analysis; quality assurance and contractual compliance; travel coordination and logistics; project reporting; and project launch and close out activities. Other responsibilities include contributing to technical desk research and report writing. She also supports new business development, including responding to SSNs and RFIs, and past performance write ups, RFP/RFQ compliance, recruiting and personnel matrices, and coordination with partners and preparation of teaming agreements and cost information for proposals.
Brenna also currently serves as Private Sector Engagement (PSE) Specialist under Integra’s PSE practice area. She serves as Operations Lead for a $1.5M+ PSE Activity under the USAID LEAP III contract, where she works with a team of 12+ consultants in the co-creation and implementation of PSE Action Plans for the Middle East Bureau and nine Operating Units in the region. Activities include Bureau and Mission workshops and trainings, a listening tour, development of Mission PSE portfolio reviews and integration analyses, a PSE thought piece, and remote and in-person private sector outreach. Under this activity, she participated in a 2-week field visit across four cities in Morocco and interviewed private sector actors representing five key sectors, as well as 1-week of PSE brainstorming sessions with USAID/Egypt staff in Cairo for their PSE Action Plan and CDCS. Her favorite experience to date was leading the PSE brainstorming session with the Basic Education technical team in Cairo. As PSE Specialist, Ms. Casey has also provided technical support to the USAID/Egypt 2020 Private Sector Landscape Assessment (PSLA).
Ms. Casey holds a BA in Foreign Affairs and Psychology and a minor in Religous Studies (Islam) from the University of Virginia. She is professionally certified in Project Management from the University of Virginia and the Project Management Institute. She is currently applying to pursue her graduate studies in Washington, D.C. In her free time she loves reading a good book on the Rappahannock River in Urbanna, Virginia.
Ms. Cazier serves as an Associate at Integra, providing project management support for the USAID LEAP III and AEO projects, as well as business development support for new opportunities. Prior to joining Integra, Isabella worked on the Programs team at World Learning, managing international youth exchange programs across the Americas. She has worked extensively in Latin America on youth development programs, and credits this opportunity with shaping her interest in international affairs. Isabella is PMI certified, and holds an MA in International Affairs and Development from The George Washington University, and a BA in Anthropology and Russian Literature from Trinity University in San Antonio, Texas.
Isabella started at Integra in February 2020, and has worked on a range of projects, including the Tiger Matters Knowledge Management events which coincided with World Wildlife Day, the assessment of Democracy, Rights and Governance in the Pacific Islands region and the Mid-Term Evaluation of USAID/Rwanda’s Hinga Weze program. Working at a small business like Integra means that employees have the opportunity to develop professional skills very quickly, and the expertise on the team always leads to fascinating conversations around the virtual lunch table.
Isabella moved around a lot growing up, living in four countries before moving to the United States for college.
Ganyapak (Pin) Thanesnant Director of Operations
Ms. Ganyapak (Pin) Thanesnant currently serves as the Director of Operations for Integra’s USAID portfolio. She brings ten years of experience in project management and operations, resource mobilization, and policy and market assessments, specifically in areas of food security and the business enabling environment. She has managed projects and implemented reform efforts across twenty countries in Africa and Asia. She oversees all operations and finances of Integra’s flagship contracts: USAID’s Learning, Evaluation, and Analysis Project III (LEAP III) and USAID’s Asia Emerging Opportunities (AEO). Under both contracts, she ensures rapid responses to rigorous, independent, and high-quality analytical services to USAID.
In just three years of LEAP III, Pin has managed over 50 activities across 30 countries and multiple sectors. In addition to project management, she also provides technical support on activities—most recently, serving as the Policy Expert for USAID’s Bangladesh Agriculture Policy Assessment, as well as the Evaluation Expert conducting an ex-post evaluation of USAID/Zambia’s Production, Finance, and Improved Technology Plus (PROFIT+) program and a mid-term evaluation of USAID/Belarus’ I3 program.
Prior to joining Integra, Ms. Thanesnant worked with Heifer International, managing all funding efforts in East Asia and Southern/East African countries through donor relations, contractual negotiations, and development and review of technical and cost proposals. Prior to this, she worked at Fintrac, Inc., where she was responsible for providing analytical services under USAID’s EAT Project.
Pin holds an MA in Public Anthropology and International Development from American University and a BA in International Studies from the University of Richmond. While Ms. Thanesnant has spent over eight years in Washington, D.C., she was raised in six countries before coming to the United States to pursue her undergraduate degree. She is fluent in Thai and English, and conversational in French. She enjoys cooking, swimming, and going on hikes with her German Shepherd, Havana. More details can be found here.
Mapping a school near Ukunda, Kwale County
Kwale youth with staff from Plan Kenya, officers from the CDFC and the local Youth Officer
