Yamyellé Housséini OUEDRAOGO

Coordinated multi-disciplinary teams across departments to achieve shared objectives while promoting cross-functional collaboration.
Ensured compliance with donor regulations through thorough documentation practices and timely reporting submissions.
Led fundraising efforts that resulted in increased donor contributions and sustained funding streams.
Fostered a positive work environment by creating opportunities for team building and professional growth among staff members.
Established partnerships with key stakeholders for increased collaboration and resource sharing.
Evaluated program success using data-driven approaches leading to informed decision making around resource allocation.
Developed innovative solutions to address program challenges that led to improved outcomes for targeted populations.
Reduced operational costs through the implementation of efficient processes and procedures in daily tasks.
Monitored emerging trends within relevant sectors to inform strategic planning processes.
Cultivated strong working relationships with government agencies for enhanced cooperation on projects initiatives.
Strengthened program effectiveness by implementing strategic plans and monitoring progress towards goals.
Developed comprehensive annual budgets, outlining financial requirements for programs and activities.
Streamlined operations by identifying areas of improvement within existing systems to increase efficiency while maintaining quality standards.
Promoted a culture of accountability by setting clear expectations for staff and conducting regular performance evaluations.

Under my leadership, Plan International CAR made significant progress, laying the fundamental foundations of a country program that is essential to achieving the organization's ambitions in CAR;

• Developed four-years Humanitarian Response Plan (FY24-FY27) that serves as a guiding framework for our interventions in CAR (strategic, programmatic, resource mobilization). This includes a Resources Mobilization Plan.
• I redefined and adjusted the priority geographical areas of intervention, extending the programs to crisis prone-zones in the western and eastern regions of the country, thus enabling the program to intervene in 10 prefectures (out of 20) with 05 Base offices.
• I mobilized and managed a program portfolio of around 48 million Euros, made up of 09 grants in Food Security and Livelihood Rehabilitation, Child Protection, Education in Emergencies and WASH. This program budget was secured from 07 different donors, including ECHO, ECW, Irish Aid, GFFO, UNICEF: WFP and Plan International.
• Adjusted structures (Departments, Units and Program Units/areas) in line with the requirements, needs and orientations of the country's Humanitarian Response Plan.
• To implement this program, I managed a country team of over 200 staff (including 12 expatriates) deployed in 05 field offices and the country Office.
• Reviewed and adapted the operating and decision-making mechanisms and bodies, enabling it to better articulate the implementation of the Humanitarian Response Plan: Core-CLT, E-CLT, COOLT, socialization meeting, program meeting, project launch meeting, program implementation progress review, face-to-face sessions, etc.
• Thanks to an austerity plan drawn up under my leadership to reduce the 35% financial gap in operating, jointly validated and implemented, and regularly monitored and reported on by the CLT, Plan CAR's finances have been kept in order (financial gap eliminated, NGRANT eliminated).
• Together, the country program team has strived to strengthen a team spirit and create a friendly, convivial working atmosphere, where mutual support has become a credo, while instilling and developing in each team member a sense of belonging.
• The number of legal cases (disputes) brought to the courts has been drastically reduced , with XAF 266,336,625 at stake in 2021, compared to XAF 108,552,235 in January 2024.
• This large set of macro-achievements has enabled the key performance indicators (KPIs) to gradually improve, contributing to the gradual restoration of Plan International CAR image and reputation

1. I developed - in an inclusive and participative manner including the key strategic partners and the main
stakeholders - a sound three-year country strategy plan for 2021 – 2023.
2. I Led a phenomenal growth of programme from March 2019 to April 2022:
❖ Lead the growth (300%) of the programme portfolio size from £1.5 to £4.5 million ;
❖ Diversified and increased the number of institutional donors from 02 donors to 07 donors, during the
same period.
❖ Extended the programme operations areas from three (3) difficult to reached and isolated Prefectures to
four (4) Prefectures that were under the entire control of non state armed groups.
❖ Increased the staff caseload by 25% (from 71 to 95 staff)
❖ Increased the number and the capacities of implementing NGO partners from 05 national NGOs to 08
organizations with over 400 staff fully paid from the budget of our communal projects

(1). I lead a multi- country resilience programme Portfolio (5 million Euros) targeting 203 participant communities, mainly rural areas spread out in 07 Regions of Burkina Faso and Mali.

• Burkina Faso: 162 communities in 04 Regions: (i). Soum Province (Sahel Region): 98 rural locations; (ii). Tapoya Province (Eastern Region): 50 communities; (iii). Bam Province (Centre-North Region): 06 rural and urban communities; (iv). Passoré Province (Northern Region): 08 rural locations.
• Mali: 41 rural communities spread out in 3 Regions: Koulikoro Region: 19 rural locations; Sikasso Region: 19 villages; and Mopti Region: 03 locations.

(2). I led the delivery of this program (5 million Euros) granted by 07 donors (UE, EUTF, ECHO, DFID, Start Fund and Christian Aid and small foundations) and reached 68 952 direct beneficiaries thanks to:

• Solid partnerships framed with 13 partners, including 02 strategic partners (INGOs) and 11 national ONGs (08 NGOs in Burkina Faso and 03 NGOs in Mali)
• Active participation within 4 consortia set up in the response to the crises

• Under my leadership DDG has extended the programme in the Liptako Gourma from 05 border communities to 14 communities.
• This was done through a community-based armed violence reduction approach run in close collaboration with 44 security services posts à the border and local authorities.
• The community-based approach helped build and reinforce the acceptance of DDG within an operation area marked by a volatile security.
• The main achievements include de following: Armed-Violence Reduction (AVR): 1).
• 14 Community safety plans and 02 cross border community safety plans developed and being implemented ; 2).
• 77 sessions of forum dialogue held between communities and the security forces at the border about 22 different topics; 3).
• 239 sessions of risks education on SALW, ERW and mines that reached 4800 individuals; 4).
• Capacity building of 44 security services units at the border through rehabilitation of their buildings, logistics support and training; 5).
• 95 training sessions on conflict education held, reaching 1 917 community members.
• Livelihood /economic recovery: 282 individual beneficiaries trained in using tools for income generating activities; 39 women village saving and loans associations were trained and now are able to conduct cash transactions; 10 organisations (of which 04 youth associations) provided with kits for animal breeding; 2 economic platforms involving 25 leaders (18 men and 7 women) set linked to the customs.

• In October 2015, I reopened MAG office in Chad and launched two programmes (HMA and AMD), respectively funded by the European Union and WRA.
• I obtained all necessary administrative authorizations, including MAG organizational and technical accreditation in manual mine clearance and mechanical demining; ii).
• I led the staff recruitment and set structure comprising 04 Multi Task Teams (Caseload of 74 staffs including 07 expatriates).
• Under my leadership, the two programs have achieved the following results: HMA: i).
• 101 suspected hazardous areas were surveyed in 21 communities affected by conflicts in the Tibesti Region, of which 90 areas confirmed dangerous were cleared and released to communities; ii).
• 40 risks education sessions were carried out within 21 communities leaving near the contaminated lands; iii).
• 635,000 sqm of lands and 1,750 sqm of roads cleared and released to communities; v).
• Over 8,230 items (950 landmines seized from the communities or removed, 1,000 small ammunitions and 6,280 ERW) were removed and destroyed; vi).
• It resulted in these main achievements a reduction of landmines and UXO victims by 90%, as compared to the period before the project start.
• It directly provided over 27 000 nomadic people with safe access to pasture lands and water facilities for their animals, food and water and re-open a safe road to 125 000 people.
• Arms and Ammunitions Management and Destruction: Conducted technical assessments of 60 weapons and ammunition storage facilities for security forces and the army units across the country.
• Equipped 60 units with improved secure infrastructures and training in their management which simultaneously increased national capacity to safely store and manage weapons and ammunitions.

• Led and carried out a process of an organizational self-assessment of the operational platform (09 sub-offices and bases with a caseload of 300 staff that led to developing twelve-month operational platform reinforcement, defining and clarifying roles and responsibilities in the programme cycle management.
• I had implemented a portfolio of 15 grants related to humanitarian and development programmes including Education, Child Protection, Food Security and Livelihoods, WASH, etc.
• funded by various major donors: USAID, OFDA, DFID, DANIDA, ECHO, Save Korea, etc.

• As the Country Director, I was responsible for overseeing the field assessment followed by a subsequent re-alignment of Merlin's programme plans for Mali.
• This is including responsibility for identifying and securing donor funding and an expectation to establish Merlin's profile through representation to external actors such as government ministries, local leaders and beneficiaries, UN agencies, INGOs and National NGOs and donors.
• I was responsible for providing the overall leadership and strategic direction for Merlin's operations in Mali, and the overall programme development and implementation.
• Responsible for the management of all Merlin personnel, Programmes and support functions and I ensured that relevant Merlin procedures, policies and best practices are followed in relation to logistics, security, finance and human resource and administration management.
• In coordination with MERLIN Headquarters, I led the transition process that led to merging MERLIN Mali to Save the Children International Mali/Guinea, aftermath I took up the position of Director of Porgramme Operations with SCI.

I was of 4 members who served in the country’s Management Team for Oxfam Novib, and a member of extended Country leadership team for Oxfam International: In this role, I coordinated three humanitarian programmes.

• The first one is a $15 million, Sahel Food Crisis Humanitarian Response, focused on emergency food security and livelihood, which included cash for work, food for work, community-managed cereal banks, cash transfers, livestock strategic destockage, gardening and rain-fed production support as well as WASH issues. I managed multiple donors as well as 11 Nigerien NGOs and 2 consortia of CSOs for advocacy focused on Food Charter.
• The second programme was Oxfam’s response to floods with a budget of $1.4 million. This programme focused on emergency WASH interventions. For this programme, I worked with multiple donors and two local NGO partners.
• The third programme was the Mali + 3 programmes, with a $5.8 million operation response to Malian refugee’s crisis with the following areas of intervention: clean water provision, hygiene and sanitation promotion, sanitation facilities construction, community-based waste management, gender-based violence, classroom construction and furniture.
• The three emergency programmes reached around 400, 000 beneficiaries, of which 37,000 Malian refugees: 33,000 flood-affected people and 330,000 in food insecurity.

I was responsible for the management and implementation of multiple programmes totaling a budget of $12 million aimed at enabling people living in poverty to improve the quality of their lives through direct support of an integrated community-driven development with a focus on livelihoods, civil society development, emergency, gender and HIV. I was involved in all aspects of the programme from its design to implementation and from resources and finances management to staff supervision. I developed and coordinated a programme strategy and led a team consisting of 12 staff members and 75 local employees to bolster a community driven approach. As a reflection of my commitment to partnerships and capacity building of local NGOs, I negotiated and signed partnership agreements with 4 Guinean NGOs. In this role, I developed relationships with government and partner agencies as he sought new funding opportunities and raised an average annual budget of $2-3 million in grants. To reduce violent protests, street demonstrations and looting, my team trained 8,600 vulnerable youth, CSO leaders and local authorities in conflict mitigation, citizenship, public property, civic rights, duties and responsibility as well as income generating activities for women. In a programme with multiple objectives and donors, I was able to skillfully coordinate and define the direction of this programme resulting in the training of 40 CSOs and CBOs in Governance, PRA, Project Design, Resource Mobilization, Traditional Advocacy/Negotiation Mechanisms, Literacy and Essential Texts and Law.

• I led the strategic direction of the organization's long-term development programme in Niger for this $5 million project.
• I designed a three-year Country Strategic Plan aimed at addressing the grassroots causes of food insecurity with a focus on household food security, primary health and nutrition improvement, WASH, non-formal education and orphan welfare.
• This effort was consolidated with the achievements of the previous emergency and rehabilitation operations.
• I led a team of 59 staff members to ensure that implementation was done in a consultative, participatory and gender sensitive manner, consistently assessing progress and designing new interventions to enhance programme activities.
• My involvement not only contributed to the technical clarity of the project, but also to the financial and operational aspect of the programme.

• I launched and led Islamic Relief response to Niger's food and nutrition crisis.
• Through my undertaking of the programme design, implementation, monitoring and evaluation, I shaped and led roughly $3.6 million programme from being an emergency operation to a long-term development programme that involved a recovery programme as I oversaw 51 staff members.
• The two emergency operations in the first phase of the project addressed the nutritional needs and concerns of 188,300 individuals and 164,000 children by establishing 34 operational community-based supplementary feeding centers and 4 therapeutic feeding centers.
• In addition, I fostered a relationship with the Government, NGOs and other partners.

• I developed and implemented a three-year CBO leadership training and capacity-building grant funded by the Dutch Government and valued at $550,000. Under my leadership, the project supported over 750 CBO leaders by setting them up with essential mechanisms for local governance and oversaw the upgrade and construction of the center’s premises.
• I prepared and conducted 15 training sessions that consisted of an integrated curriculum package relating: community PRA, development project outlining, child and mother healthcare, HIV/AIDS and household food security.
• My experience was documented in the book, “Bangr Nooma Institute, a New Program for Community Capacity Building” that I edited.

• In partnership with the Grassroots-based Government Agricultural Departments, I developed a five-year country plan to strengthen household food security and create income generating activities for women.
• I was responsible for the implementation of a DFID granted food security project, ($250,000) which constructed 25 open wells and developed 25 hectares of wetland for dry season market gardening activities.
• I also managed 50 hectares of wetland for rain-fed rice production.
• In addition, I designed a $300,000 household-based food security programme.

• I oversaw the sponsorship Department composed of 23 staff.
• In this role, I assessed the needs for technical assistance to five (05) Program Unit Teams and the Sponsorship Managers.
• I led the effort to set up and refine the operational production management system by developing a new communication system that helped coordinate and streamline communication to the five Programme Unit offices resulting in reducing the number of unsatisfactory responses by 15%.
• Between 40,000 sponsored children living in 400 rural communities and their "foster parents based in 08 Northern countries.
• I was also responsible for the sponsorship department staff while assessing the needs for technical assistance to the Program Unit Teams and the Sponsorship Managers.

• I revamped PLAN's community development approach in Burkina Faso where I monitored the implementation of the project's activities.
• I coordinated the establishment of 140 Community Development Committees and trained the committee leaders in community managed-project implementation, partnership building and negotiation.
• In addition, I led the training of 70 staff members in community participatory rapid need assessment, and was instrumental in the development of a training manual for the community-managed project.
• I provided technical assistance to the establishment of local management committees in 400 communities as I developed in-house criteria for on-site programme monitoring and evaluation.
• I served as Plan's liaison to government hosted meetings.

• I contributed to the design of this community and organizational capacity-building programme with an annual budget of $1,200,000.
• I organized and led three workshops for stakeholders and actors on the issues of Community Development Plans.
• I set up 45 Community Development Committees and designed development plans for each.
• I also constructed and equipped 4 Community Development Centers (CDC), trained CDC members on leadership, community-managed project policies and procedures.

• I pioneered the position of a Program Unit Team Leader within Plan's Burkina management system.
• In this role I was responsible for the overall management and implementation of this $750,000 programme, with a focus on community capacity building, health, water and sanitation, livelihoods and natural resources management, micro-credit development, and education that directly supported 124 vulnerable rural communities.
• In addition, I managed the sponsorship caseload of 16,000 children and oversaw the design and implementation to ensure compliance with donors requirements and Plan's policies.
• Under my leadership, the new role of "Program Unit Team Leaders" was introduced as part of a pilot management structure as I managed my team of 22 staff members, including 8 reporting to this position.

• I was responsible for conducting a training needs assessment for 35 community-based organizations managing rural socioeconomic infrastructures in community cereal banks, grinding mills, hand-made soap factory, community centers, and community essential medicines.
• I led a participatory assessment of 35 community project management committees on the basis of the findings I designed training courses focused on improving management tools and operations based.
• In addition, I designed tools and materials for monitoring and evaluation of local management committees ultimately leading community self-assisted evaluation sessions at each target village.

As the leader of the other Units (WASH, Education, Health, Sponsorship, SANREM) I managed annual staff appraisals and prepared the annual programme budget of $400,000 for PLAN LAKE BAM. I defined the criteria and approach for PLAN LAKE BAM and targeted the 10 most vulnerable communities. I developed a three-year phase out action plan covering the 25 most long long-lasting supported communities, and designed capacity reinforcement training for 56 community-based organizations. I prepared and led the annual learning events involving the representatives and leaders from 56 Community Development committees.

• As a rural geographer in a multidisciplinary research team, I participated in the evaluation of various small scale agricultural development projects.
• In this role, I led focus group interview ( project beneficiaries, leaders and members of community based organizations, community leaders and heads of Government departments).
• As such, I carried out community participatory mapping and designed 20 village mappings.
• My work contributed to the assessment of 20 small scale agricultural development projects implemented by 10 various national and international NGOs.

• I formulated a research topic and defined pertinent socio-economic criteria to target the three most relevant communities for a project that aimed at integrating traditional pastoralist production systems into sustainable natural resources management and soil conservation techniques.
• I designed the data collections tools and conducted interviews with set focus groups including agro-pastoralist households, farm households, community-based organizations, community leaders and local authorities.
• I designed monographs for each village and drew village maps, which I included in my final internship report.