Fundraising and Communication Committee of the International Board

Catalyzing social and planetary regeneration. Strategic Consultants specialising in optimising boardroom functionality, creating a clear vision for action and ensuring decision making processes are designed to drive positive, purpose-led, change. CollaborANTS extensive experience of participatory and consultative processes, used in the human rights, development and humanitarian sectors, positions us well to facilitate constructive dialogue and stakeholder engagement.

Strategic adviser and consultant on leadership, governance, social sustainability/ESG and human rights.

Linking up elderly care with recruitment agencies to recruit (Ukrainian) refugees. Developing a competency plan for professional health workers to understand Swedish context and learn functional Swedish, a model for systematic work which can be scaled up and include different groups and topics.

Responsible for delivering changes in human rights in Sweden and internationally together with about 160 staff, nearly 100 000 members and supporters and with a budget of around 18 million USD. Reporting to a member elected board. Major achievements during the 7 years:* Developed a long-term direction until 2027. This included developing a more systematic work on human rights in Sweden. Priorities were to develop issues on women’s rights and non-discrimination (especially concerning EU-migrants, Sami indigenous people and ethnic discrimination). For the first time in ten years, two research reports were carried out. * Built a stronger movement and a more relevant human rights work through substantial changes in equality/inclusion work and activism.* Built a more efficient and effective organisation through improved systems and ways of working. Continuous increase in income.* Contributed on global level to development and decisions on human rights in Amnesty International as well as implementing common actions. Also contributed to internal development and governance. Ensured that the Swedish section was up to date with the international decisions and strategies.I also had assignments for Amnesty International; as a member of the Coalition Leadership Team, which is the top management team, and a as member of the Regional Advisory Group for Asia

Participated in setting up the Academy, which is Sweden's first value based leadership training entity with a focus on human rights. Our vision was to contribute to a new generation of leaders working for democracy and human rights, both in Sweden and internationally.

Responsible for 170 staff, one head office and seven sub-offices and for delivering programs in good governance for children, child participation and protection, education and health in ordinary contexts as well as natural and manmade disasters. Reported to a Regional Director and delivered programs on behalf of SCI members/donors. During this time I achieved the following together with the team;* Transition of staff, assets, legal registration and programs, as well as putting in place new systems, procedures, organisational structure, terms and conditions for staff from four SC stakeholders into a joint Save the Children International organisation with common goals and values. * Grew impact and sustainability for country programs by political and financial support (grew financially from 3.5 to 22 million USD) by a substantial increased number of SC entities and donors.* Developed a well functional ability to respond, at scale, to natural (typhoons and earthquakes) and manmade disasters (conflict in Mindanao).

Responsible for transitioning the Asia regional and national programs of Save the Children Sweden into Save the Children International, including staff transitions, legal agreements and a budget of almost 20 million USD. This was done while simultaneasly delivering of programs with/for children.

Responsible for the operational support and for coordinating the head office support to regional and country offices moving into SCI, together with around ten staff.Supported, coordinated and developed security as well as management of an international program to grow new national entitiesFurther developed the international advocacy work through increased synergies between different members. I chaired the SCI work on advocacy on emergencies for one year and was therefore also a member of the SCI steering committee on emergencies. I also chaired the steering group for the advocacy office in Geneva for three and a half years, and participated as a member in the New York advocacy office steering group.

Responsible for SCS's international advocacy work and to coordinate SCS's work in relation to Save the Children International, including the humanitarian work. Together with my 14 staff, and a budget of almost 6 million USD, we achieved:Further developed the international advocacy work through increased synergies between different thematic areas, between head office and country/regional offices, and between advocacy offices in Geneva, Brussels, Addis Abeba and New York. SCS was also the lead within SCI when it comes to advocacy in several thematic areas (emergencies, protection, education and child rights 20th anniversary).Coordinated SCS's internal work to more proactively respond to our efforts within SCI to establish unified presence in countries where there were at least two members. I represented SCS in SCI and had a special responsibility to provide programmatic perspectives in our work to build stronger member organizations within SCI.Further developed SCS as a humanitarian organization by a closer cooperation with SCI. SCS decided to prioritize humanitarian work and intensive policy work and recruitment was done to be able to scale up and improve implementation.Coordinated the work on how corporates could take increasing responsibility for children's rights. SCS contributed programmatic experience within Save the Children and with IKEA.

As Country Director for Southern Sudan, and Kenya (until June 2006), I achieved the following together with the staff.Developed an overall strategy as well as specific strategies for education and protection, children’s participation, good governance and internal capacity building after the peace agreement was signed in South Sudan in January 2005.Linked and strengthened relations and implementation with the Sudan People’s Liberation Movement (SPLM) and later the Government of South Sudan, as well as with UN organisations, INGOs and local NGOs.Developed and implemented substantial changes in the human resource management to the specific context in southern Sudan and Kenya, for the approximately 200 staff of different nationalities. Introduced a system for delegating responsibilities for staff and budgets within the organisation, leadership training and strengthening administrative and financial systems while expanding them to include all nine offices in southern Sudan and Kenya.Raised funds (approximately 65% of the budget) and managed a budget of approximately 4 million USD. Expanded the program in southern Sudan, mainly focusing on education, which after successful fundraising increased the budget with approximately 50% over a three-year period and doubled the number of donors.Ensured increased cooperation with SC UK and SC US in southern Sudan. Primarily around education but increasingly also coordinating contacts with authorities and in the pooling of resources.Ensured that the activities in Kenya were done in close cooperation with the Department of Social Welfare and the Police, that funding was available and that focus was on children’s rights. Also trained the peacekeeping forces of Kenya on child rights and for example child soldiers. We raised the same issues with the authorities in South Sudan, linking it to education and enabled an environment which refrained from recruiting child soldiers.

As a Programme Officer I was responsible for working children and, more generally, children exposed to exploitation and abuse, and relations with the private sector. This included to develop a position paper on working children within the International Save the Children Alliance in close cooperation with country offices and working children. The position was discussed with other key actors such as IPEC (International programme on the elimination of child labour at ILO).Being a Regional desk officer for East Africa and South Asia (alternating and in combination) I was responsible for, among other things, strategic discussions on the programmes in the regions, enhanced the conditions for effective implementation of the programmes, recruited staff and managed security of staff outside Sweden, including evacuation of staff in Eritrea. During this period I was also on maternity leave twice.

Responsible for support to Indian NGOs, mainly focusing on natural resource management, people with disabilities and people with HIV/AIDS. Emphasised the possibilities for concerned groups to make an impact on their own lives and linked the work of NGOs to related bilateral programmes.

Responsible for projects in Eritrea, Ethiopia, Kenya and Tanzania. Worked in close cooperation with Swedish organisations of people with disabilities and supported organisations of people with disabilities in developing countries. Supported strategic activities within the fields of special education and rehabilitation in close cooperation with the Swedish organisations.