Jeffrey Gould Email & Phone Number

Rockville, Maryland, Us

USAID’s Integrated Health Program (USAID IHP) is a $314 million seven year intervention working across nine provinces in the DRC, supporting 178 health zones. USAID IHP supports USAID’s strategy on Health Systems Strengthening in the DRC. USAID is strengthening the capacity of Congolese institutions and communities to deliver quality, integrated health services to sustainably improve the health status of the Congolese population. The DOO had primary responsibility for setting the vision and providing the leadership for the operational roll out of the program to the nine provinces. Major aspects were manage, oversee and establish and/or maintain systems for human resources, sub-contracts, procurement, procurement, logistics, office management, and security. Another responsibility was collaboration with the Chief of Party, Director of Finance and Administration to ensure effective program delivery. Oversight with program and technical staff in the Kinshasa, Project Operations staff and three Regional Directors was a major role to ensure smooth operations and accountability in a challenging environment.

Provide expert operational services in the areas of program and project strategy and planning, business and proposal development, cradle to grave contract management including grant management. Operations management services includes procurement, logistics, security and emergencies, finance and accounting, workplan development and budgeting, international and host country staffing, project administration, compliance and audit, client relationships and reporting. Extensive management experience in post conflict and non-conflict countries receiving development assistance either in short-term or long-term assignments.

Seattle, Wa, Us

Led, directed and managed the financial and administrative activities of PATH's Democratic Republic of Congo Country Program. This included Oversight of the IHAP HIV / TB Global Program. Services provided direct administration and financial support and oversight for the administration of projects managed by other PATH divisions under the PATH Country Program.Specific responsibilities included: Finance: Oversaw accounting and financial management, including expenditure, procurement and disbursement processes; ensure submission of monthly financial reports, manage Payroll and local payroll taxes, ensure compliance with local government regulations. Liaised with local accounting/legal firm regarding office registration and tax exempt status. Coordinated internal and external audits. Budget Management: Developed and managed budgets for the PROVIC + Project and Country Program Office. Oversaw project administrative/budget officers, monitor burn rates to minimize risk of overspending, manage expenditures against the approved budgets and inform Project Director and Country Representative of monthly current or anticipated budget variances. Administration and Compliance: Developed, implemented and managed office processes in accordance with PATH policies and procedures, donor requirements, and in compliance with local law. Collaborated with PATH’s Human Resources department on Project staffing.Oversaw the management of PATH’s physical offices, assets, and safety and security at all PATH DRC locations. Reporting and External Relations: Supported the Country Representative regarding reports and roduction of reports for government and donor stakeholders. Lead the development and submission of donor-required financial reports.Sub-award and sub-contract management: Managed consulting agreements, work orders and in-country sub-agreements and overseawthe development and implementation of Fixed Obligation Grants and in-kind supports agreements.

In

Provided operational leadership as the Senior Finance Manager with responsibilities for Operations, Finance, Human Resources and Grants/Subcontract in support of DAI's $87 million Feed the Future Project (AVANSE). The Project is based at Cap Haitien, Haiti with an area of operations encompassing the North and Northeast Departments of Haiti.The project has 80 full time and 90 temporary host country staff and an expatriate staff of 8 professionals.In reporting to the Chief of Party, operational support is provided to four Intermediate Result teams and an Infrastructure team. The teams are Agriculture Production, Watershed Management, Agribusiness and Markets and Capacity Building with Infrastructure a cross-cutting team. As the Senior Finance Manager, there is close working relationship with the DAI home office project team in implementation of AVANSE.The general responsibilities were ensuring timely operational support to the technical team as it strives to achieve the objectives and goals of the project to transform the lives of farmers and enhance the development of private sector entities in the north and north-east departments of Haiti. A full range of project support was provided including reporting, security, general operational support, financial and accounting, human resources, procurement, and administration services. In the Grants/Subcontracting unit, more than $30 Million is planned for grants to implementation partners and host country construction firms.With the extensive and varied background of experience, advice was provided to the Chief of Party regarding planning of project activities, development of work plans, and problem solving in respect to issues in the planning, development and implementation of the work plan.

Rockville, Maryland, Us

Deputy Chief of Party responsibilities are providing leadership support, operational direction, and grant administration to the Chief of Party and a 10 person technical assistance team, to the Operations and Grants team, and to short-term consultants. The Project is implemented in very challenging operational and technical environment in the Greenbelt zone of South Sudan. Successfully implemented the first agricultural trade fair in South Sudan.Operational management included the establishment and operation of project offices at the project’s main project office in Juba, three state level offices, and county level offices throughout the Equatoria states. A full range of operational, vehicle, IT, logistical, procurement and administrative services were provided to staff at all sites in carrying out the project’s technical work. All offices operated as stand-alone offices with independent IT and power supply systems.An important element of operations was the responsibility for the project’s security posture throughout the project’s zone of intervention and in Juba. This included security protocols, Thuraya and cell phone network, static guard, personal detail guards, medical and evacuation, and incident services. Grants and related procurement accomplishments of a $5 Million grant program included issuing more than 350 fixed obligation and in-kind grants in the first three years of the project which was supported by seed and equipment procurements for the in-kind grants issued to farmer based organizations. The grant program focus was moving from a relief approach to grants to a cost share approach to grants with due diligence monitoring by the Project’s grant team to ensure compliance with grant obligations by the farmer based organizations.Financial management focused on oversight of fund flows, burn rates, and compliance with financial policies and procedures in incurring costs and the submission of field vouchers to Abt Headquarters.

Director, Contracts and Grants AdministrationLeadership and direction of the Contracts and Grants unit provided cradle to grave acquisition and assistance services for the non-profit’s $33 million international and domestic practice areas. Successfully implementing awards ranging from $2 million to $25 million was a measurable success. Developed and implemented internal policies and procedures to monitor and ensure ICMA’s compliance with client regulations and requirements. OMB Circulars A-110, A-122, A-133, and 22CFR226 and 228 were utilized for grants and cooperative agreements as well as the FAR/AIDAR for contracts. Financial management and auditing role focused on oversight of fund flows, burn rates, and compliance with financial policies and procedures across 12 projects of the international area’s $23 million business line. Another accomplishment was launching the Field Operations Unit to support projects. A secondary realization was the establishment of a Field Operations Manual for standardizing project policies and procedures. Managed contract and operation proposal contributions for an annual average of 30 bid submissions to the clients. With the practice areas, supervised the contractual and operational aspects of project startups. A major role was interpreting and supervising the application of donor and ICMA policies and procedures to ensure compliance with Federal (USAID and EPA), State, and Foundation funding requirements. Client management with donors and prime contractors sustained successful teamwork in carrying out projects.

Director, Field Operations, Worldwide Leadership, operational direction and compliance of operation policies, procedures, and guidelines were the primary responsibilities for this $60 million international development consulting firm. Operational guidance as part of my role was provided to the Senior Vice President for Operations and Marketing. Operational contributions for bids resulted in the award of various contracts including a $40 million project in Northwest Tribal Region of Pakistan. A major accomplishment was the development and dissemination of a Project Implementation Manual with a section on Field Operations that included eight technical operational areas. Another achievement was the company wide establishment and use of MS Project as a tool for proposals and project planning and implementation. Establishment of a “Best Practices” approach to Field Operations policies and procedures allowed for the standardization of policies, protocols and procedures. This applied to Field Operations, Procurement, Human Resources, Field Personnel Administration, Information Technology, Facilities Management, Communications, Security services, Grants Management and Pre-deployment Staff Orientation. Operational expertise contributed to successful implementation of traditional projects and Office of Transition Initiative post conflict projects. Leading and coordinating pre-bid and proposal development operational inputs meant doing operational assessments, the budgeting, designing approaches to field project launches and office set ups, security assessments and provision of security services, and other field-based operational functions... The operational support continued after the awards to more than 20 projects in 15 countries worldwide. Projects financed by USAID in Iraq and Afghanistan were post conflict country projects with contract values of $50 million and $75 million.

Project Manager at Headquarters for Iraq Field ProjectIntensive Project Management of a one year post conflict $50 Million Iraq Health System Strengthening Project financed by USAID. General project management guided the technical and administrative components. My administrative efforts centered on managing fifteen home office staff, sixty project staff, and eight subcontractors. Financial management and P&L monitoring was effective using the Oracle based financial monitoring and reporting system. My contract management role monitored contract reporting, deliverables, and subcontractor agreements. Another unusual role was security services management in Baghdad and country wide. As Project Manager of this post conflict project, my role was central to the implementation of Abt’s administrative system and the client’s policies and procedures. Compliance duties meant technical, operational and financial activities complied with Abt’s internal requirements and the contract requirements. Procurement and grants were high profile project components. A major $16 million of health care equipment procurement succeeded in delivering kits to 600 Primary Health Care Clinics. The Rapid Response Grant Program issued $6 million to communities. Effective client relationship building with USAID/Iraq and USAID staff in Washington led to an extension of the contract.

Operational, financial and administrative management expertise demonstrated in the successful implementation of United States Agency for International Development's (USAID) $60 million dollar Agricultural Technology Utilization and Transfer Project (ATUT) in Cairo, Egypt. Grant management resulted in a very successful two-year $325,000 fixed obligation grant to the Horticultural Export Improvement Organization (HEIA) an Egyptian Non-Government Organization. The Grant was implemented through working closely with HEIA to establish its organizational, technical, and financial management policies and procedures. This led it to fulfill its goal and objectives as the leading advocate for the burgeoning Horticultural industry in Egypt. Supervised and was held accountable for the project’s management system and its components of financial management, accounting, administration, and operations. Excellent service support to the Technical Assistance Team in Procurement and distribution of agriculture input commodities, managing 60 local hire personnel, and administratively managing more than a 100 US and Egyptian short-term consultants resulted high marks from USAID. Effective client liaison combined with excellent outputs and outcomes led to contract extensions and fund increases. A major achievement was my field development of the project’s Operations Manual. It served as the operational base for project’s implementation which was instrumental to completing an USAID audit ahead of schedule. Life, security and logistical support were services provided to the 10 expatriate members of the Technical Assistance Team. A major human resources responsibility was the management of more than 60 Egyptian project personnel. A $1.5 million commodity procurement supported project activities.