Project: AFOR Mixed Development Project

Diamond Projectz Afrikanuus RC1234347 is the official name of our organisation and AFOR Mixed Development is the name of our social impact as well as humanitarian project. Afor Mixed Development project was previously referred as WCZ + SAC Mixed Development Project (WCZ and SAC are acronyms for Wealth Creation Zones and Smart Affordable Cities respectively). Main contact: Mudiaga Ejerebe (CEO). Email: mudiagaejerebe@gmail.com . Phone/WhatsApp: +234 803 516 1623. Address: 5 Olare Layout, Opposite United Believers Mission, DDPA, Effurun, Delta State, Nigeria.

The organisation is registered as a Limited Liability Company in Nigeria: Diamond Projectz Afrikanuus Limited (RC1234347), operating as a social impact and humanitarian investment company.

Current focus is Delta State, Nigeria, with the first development planned in Afor community, Ndokwa East LGA, Delta State. The long-term strategy is to replicate similar WCZ + SAC projects across multiple locations in Nigeria over time.

The project addresses youth unemployment and underemployment, lack of affordable housing, and limited access to basic services (power, water, sanitation and other essentials) by developing an integrated jobs-and-housing precinct.

6 months: secure funding commitments, complete land acquisition process planning, mobilise project partners, and progress initial surveys/design and approvals preparation for the first WCZ + SAC site. 12 months: complete key permits/impact studies, complete detailed designs and engineering for the sub-projects, and begin site preparation and early-stage implementation steps toward construction and commissioning.

The biggest constraint is capital/funding, including unlocking the required bank guarantee instrument (Advance Payment Guarantee / SBLC) needed to trigger the power infrastructure investment and enable full project mobilisation.

(1) Raise the required project capital / secure funding partners for the first WCZ + SAC development. (2) Secure the bank guarantee / SBLC / APG instrument required to unlock committed power sector financing and enable major execution steps. (3) Accelerate land and early project development readiness, including master planning, approvals pathway, and coordinated mobilisation of delivery partners.

The project already has identified delivery partners across the core workstreams including: True Modular Building BV & Vision Technology Limited (city development and housing delivery), Ample Energies (renewable power and storage), Pharmadeep Turnkey Consulting & Engineering (pharmaceutical plant), Agriplast Protected Cultivation PVT Limited (greenhouse complex), and Andaman Capital Group (waterpark and entertainment complex) — coordinated by Diamond Projectz Afrikanuus Limited.

At this stage, the project is operating primarily using formal project documentation and investor materials (proposal decks, written summaries, and planning documents) while engaging partners and funders. The intention is to formalise monitoring and coordination systems during mobilisation as implementation begins.

The project is currently at development and funding mobilisation stage, so a full beneficiary register may not yet be in operation; however, as the project begins onboarding employees/residents and service users, it will implement clear consent-based data handling aligned with safe, secure storage and responsible use for housing allocation, employment support, and service delivery administration.

(1) Sustainable Jobs Creation (multi-sector employment) – Creating new long-term jobs through a cluster of projects (energy, construction, agriculture, pharma, utilities, leisure). (2) Smart Affordable Housing Delivery – Building affordable homes and apartments linked to the employment zone, enabling workers and families to live near their jobs. (3) Power Generation + Battery Storage (200MW target) – Reliable electricity supply to enable industry, reduce energy costs, and improve quality of life for residents and businesses. (4) Water Treatment & Supply Services – Clean water production and distribution for households, industry, and community services. (5) Industrial Greenhouse / Agriculture Services – Structured greenhouse food production that increases food security and provides employment. (6) Pharmaceutical Production Support – Establishing a pharmaceutical plant to strengthen local access to essential medicines and create skilled jobs. (7) Prefabrication Construction / Housing Production – Faster, lower-cost construction supply chain to accelerate housing delivery and create local construction jobs. (8) Leisure + Recreation (Waterpark & Entertainment) – Community leisure infrastructure that supports wellbeing and creates tourism/hospitality jobs.

The project is currently in the planning and mobilisation phase, so service delivery is not yet at full operational scale. Current “services” are mainly development activities, such as: (1) Stakeholder engagement and partnership coordination (ongoing / weekly) – engaging delivery partners and funding stakeholders. (2) Pre-development planning and investment structuring (ongoing / weekly) – shaping the project scope, phasing, and readiness pathway. (3) Community interface and location readiness activities (as needed / monthly) – preparing for land, local engagement, and early implementation. (Direct beneficiary service volumes will increase once funding triggers mobilisation and build-out.)

The most needed services that cannot yet be delivered at scale are: (1) Large-scale job deployment and training pipeline (2) Affordable housing build-out and occupancy onboarding (3) Reliable power and water supply (in full operational form) (4) Expanded healthcare/medicines access through the pharma facility (5) Community services and long-term support systems (as the new city grows) These are primarily limited by capital mobilisation and execution readiness.

Top beneficiary needs the programme is designed to solve are typically: (1) Stable employment and reliable income (2) Affordable, decent housing close to work (3) Reliable electricity (power stability and affordability) (4) Clean water and sanitation services (5) Accessible healthcare and essential medicines (With food security improved through the greenhouse/agriculture component.)

The pathway is designed to work like this: (Step 1) Interest/registration (Step 2) Screening/eligibility (Step 3) Onboarding into jobs or housing pathway (Step 4) Service delivery (employment + utilities + housing support) (Step 5) Follow-up through worker/community support structures. As implementation begins, entry points will include job recruitment, housing allocation processes, and community registration for utility and service access.

This approach is different because it is integrated and self-sustaining: it combines jobs creation, affordable housing and essential services inside one coordinated development precinct. Instead of offering short-term relief, it builds a long-term economic engine where people can earn, live safely, and access basic services within the same system.

With basic funding in place, the programme could reliably deliver a minimum monthly package such as: (1) Monthly recruitment + screening intake for job candidates (2) Basic training / onboarding pathway for early hires (3) Early-phase employment placement into active workstreams (4) Basic housing pathway administration (allocation planning + support) (5) Community engagement + grievance/feedback channel (6) Simple reporting on jobs/housing progress for transparency

A typical case could look like this: (Step 1) A job seeker makes contact (Step 2) Completes screening and onboarding (Step 3) Receives basic training (Step 4) Is placed into a role (e.g., greenhouse, construction, utilities, support services) (Step 5) Begins earning stable income Step 6) Becomes eligible for affordable housing allocation (Step 7) Relocates into safe housing near work (Step 8) Receives ongoing support through structured follow-up and community service access.

Key risks/harm points include: (1) Exploitation or fraud in recruitment (e.g., “pay to get a job” scams) (2) Misinformation and unrealistic expectations during early rollout (3) Security risks (site security, theft, intimidation, instability) (4) Land/community conflict risks if local engagement is not managed well (5) Inequality or exclusion risks (bias in selection, gender vulnerability) (6) Safety risks during construction/industrial operations (7) Corruption risks in contracts, allocations, or service prioritisation (8) Data privacy risks once a beneficiary register is active

Simple indicators include: (1) Number of jobs created (and job retention after 3–6 months) (2) Number of housing units delivered and occupied (3) Income improvement outcomes for recruited workers (4) Power availability and uptime (reliability indicators) (5) Water quality and continuity of supply (6) Beneficiary satisfaction feedback (simple surveys / complaints resolved) (7) Growth of local economic activity (suppliers, small businesses, services)

Remote-capable (WhatsApp/phone): (1) Enquiries and awareness (2) Pre-registration and screening (3) Interview scheduling and onboarding instructions (4) Follow-up check-ins and case tracking (5) Reporting of complaints/issues and support requests Physical presence required: (1) Training delivery and practical onboarding (2) Job placement into site-based work (3) Housing handover and occupancy support (4) Utilities provision (power/water infrastructure) (5) Construction, inspections, safety assurance, and service commissioning

The project currently operates with basic communications capability (mobile phone / WhatsApp) and standard office access as required. Any dedicated equipment such as laptop/PC, printer/scanner, monitor, and office furniture should be confirmed by the project lead, as the project is still in the planning and mobilisation phase.

Main contact is Mudiaga Ejerebe (CEO). Phone/WhatsApp: +234 803 516 1623 Email: mudiagaejerebe@gmail.com Address: 5 Olare Layout, Opposite United Believers Mission, DDPA, Effurun, Delta State, Nigeria. Management team: Core leadership team + partner organisations (exact number TBC). Scale of impact: target creation of ~1,000 sustainable jobs and delivery of 1,000+ housing units, with wider benefit to worker households and the surrounding community.

Current operations are run from a local base in Delta State (Effurun) during the planning and partner-coordination stage, while the first development site is being prepared in Ndokwa East LGA (Afor community). Early operations are expected to function from a home/office base until a dedicated project office is established.

At this stage the project relies on reliable mobile communication, while key execution equipment (dedicated laptop/PC, printer/scanner, stable internet router, and secure filing/storage) may be limited, shared, or not yet fully provisioned until funding mobilisation begins.

Electricity supply in the region can be inconsistent, and reliable service delivery will require backup solutions (generator/solar/inverter) and mobile data alternatives. Internet access may also fluctuate depending on location and network coverage.

Current project data is primarily held in digital documents and communications (email/phone/WhatsApp and working files). A more structured system (shared cloud folders + PHC Port workspace + backups) will be established as the project transitions into execution.

Sensitive records can be stored securely if a lockable cabinet / controlled access space is available. As the project scales, the plan should include clear data protection rules, restricted access, and secure storage for contracts, beneficiary records, staff details, and financial documentation.

Transport is currently expected to be a mix of public transport and car-based movement as needed, depending on meeting locations and field visits. The biggest barrier is likely cost, time, road conditions, and coordination delays, especially when moving between urban base locations and the development site area.

Printing/scanning can be handled through pay-per-use business centres / print shops until a dedicated printer/scanner is purchased for the programme office. A dedicated printer becomes essential once onboarding, contracts, site documentation, and reporting become routine.

If provided with a small starter kit (phone + laptop + printer), responsibility should sit with the Project Lead / Operations Admin, with clear sign-out rules and usage policies, ensuring the equipment supports delivery reporting, partner coordination, and governance documentation.

A functional workspace needs: (1) Desk + chair (2) Reliable electricity (with backup power option) (3) Stable internet/data access (4) Printer/scanner (5) Lockable cabinet or secure storage (6) Basic stationery and filing system (7) A dedicated routine for document control and backups

In 6 months the ideal base would be a small rented office / shared project coordination centre near the project activity area (or a strategic Delta hub), enabling structured administration, partner meetings, secure record storage, and reliable execution planning.

Key risks include theft, loss of sensitive documents, privacy exposure, and unauthorised access to equipment or data. These risks reduce significantly with secure storage, controlled access, backups, and clear data-handling procedures.

Mudiaga Ejerebe – Project Leader / CEO (overall coordination, partner engagement, investor outreach). Partner Leads (TBC) – Technical delivery leads across power, housing, agriculture/greenhouse, pharma, water, and leisure components (delivered through partner organisations). Admin / Operations Support (TBC) – document control, meeting coordination, follow-ups, and reporting support. Finance / Investment Liaison (TBC) – funding structuring, investor communications, and compliance follow-up. (Exact internal team names can be confirmed/added during onboarding.)

The project currently operates with a small active core team weekly, anchored by the project leader and supported by key delivery partners. Weekly activity is mainly focused on funding mobilisation, partner coordination, and project readiness planning.

Current available skills include: (1) Project leadership and multi-sector coordination (2) Investor engagement and stakeholder mobilisation (3) Engineering / infrastructure capability through delivery partners (power, housing, water, agriculture systems) (4) Commercial development and implementation planning (5) Strategic planning and phased delivery approach (6) Administration and documentation capability (at an early stage)

Skills most urgently required to strengthen delivery include: (1) Structured programme governance / delivery control (to keep multiple workstreams aligned) (2) Fundraising and grant/investment packaging support (including pitch refinement) (3) Community engagement and beneficiary onboarding systems (4) Legal/compliance support for land, permits, and contracting (5) Monitoring, reporting and accountability systems (dashboards, metrics, funder reporting)

High-value training areas include: (1) Project governance and reporting discipline (multi-workstream coordination) (2) Data handling and records management (beneficiary/job/housing records) (3) Case management and onboarding processes (employment + housing pathways) (4) Safeguarding basics (especially once families and vulnerable groups are involved) (5) Fundraising and investor readiness (clear narrative + evidence-based progress reporting)

Volunteer involvement will be managed through a simple recruitment + onboarding structure, including: (1) Basic screening and role matching (2) Clear role descriptions and written agreements (3) Supervision through a named coordinator (4) Activity logging / reporting (weekly check-ins) (5) Escalation route for issues or safeguarding concerns As the project scales, a formal volunteer framework will be introduced.

Safeguarding will become critical as the project begins supporting families, jobseekers, and housing allocation. A safeguarding lead can be assigned from the core management team (or a trusted partner representative), supported by simple written safeguarding rules and a clear reporting pathway.

Current communication is expected to be a combination of: (1) WhatsApp / phone communication (ongoing, as needed) (2) Ad-hoc planning meetings for partners and funding discussions (3) A structured weekly rhythm can be introduced as the project enters active mobilisation (weekly coordination call + action list).

Key risks include: (1) Burnout risk on the project leader while funding is pending (2) Role confusion between partners if responsibilities are not clearly defined (3) Expectation management issues (community expectations vs delivery timelines) (4) Disagreements on priorities when multiple sub-projects compete for attention (5) Coordination risk if progress tracking is not formalised early

(1) Project Operations Coordinator / Admin Lead – to stabilise daily execution support, documentation, scheduling, and follow-up discipline. (2) Finance / Investment & Compliance Lead – to manage funding communications, reporting requirements, and commercial controls. (3) Community Engagement / Onboarding Lead – to manage recruitment pathways, local stakeholder trust, and beneficiary intake systems. (These roles protect delivery speed, transparency, and credibility with funders.)

The project is currently in planning and funding mobilisation phase, so regular monthly income is limited or not yet established. Any income at this stage is likely from private contributions, early partner support, or small-scale mobilisation spending, while the main capital requirement is still being secured.

Fixed monthly costs at this stage typically include: (1) Airtime/data and internet (2) Transport for meetings and site visits (3) Printing/scanning and document preparation (4) Basic admin costs (stationery, office support, minor logistics) Rent and staff payroll costs are expected to remain minimal until a dedicated office and paid project delivery team is activated.

Possible emergency/unpredictable costs include: (1) Security incidents (site or team risk response) (2) Urgent travel needs (stakeholder meetings, approvals, crisis response) (3) Medical/support needs for team members (4) Legal/documentation issues (land, permits, disputes) (5) Sudden equipment replacement (phone/laptop failures) (6) Community tension/conflict resolution costs

When funds are available, priority spending typically goes to: (1) Travel and logistics (meetings, site visits) (2) Data/internet and communications (3) Printing/scanning and documentation (4) Early technical studies / surveys (5) Legal and compliance costs (land, permitting, contracting) (6) Professional advisory costs (finance structuring, engineering input) (7) Stakeholder engagement sessions (local liaison support) (8) Basic equipment upgrades (laptop, printer, storage) (9) Project coordination support (admin/operations assistance) (10) Prototype mobilisation activities that improve readiness and investor confidence

Financial records are expected to be maintained through basic transaction history and receipts, supported by bank statements and written records of expenditure. Records are held by the Project Lead / Finance oversight role, and will be strengthened into a more formal reporting system as the project enters active execution.

The project is led by a registered company (Diamond Projectz Afrikanuus Limited), so it is appropriate to operate through an organisation bank account (and mobile transfer methods where relevant). Where partner funding routes exist, the project may also use formal partner accounts and controlled payment mechanisms, depending on transaction type and funder requirements.

A meaningful “starter” funding level would cover mobilisation and readiness acceleration, including communications, travel, documentation, and coordination support. This would include enough to maintain momentum for at least 30 days of structured mobilisation activity, even before major capital is secured.

The 12-month ideal budget is driven mainly by the need to move from planning into execution, including: (1) Project office establishment (2) Core operations staffing (3) Technical development work (design/surveys/permits) (4) Readiness and governance systems (5) Pre-construction mobilisation and early works In full scale, funding needs are in the multi-million USD range, with the power and infrastructure components forming a significant proportion of the total.

Funding efforts to date have focused on investment engagement and mobilisation of capital instruments, including approaches to entities capable of supporting the SBLC / Advance Payment Guarantee pathway that unlocks larger infrastructure financing. Progress has been made in structuring and identifying the route, but full closure depends on securing the required funding commitments.

Good governance proof would include: (1) Formal project reporting (clear progress reports, milestones, budget tracking) (2) Receipts and transaction records (bank statements, proof of spend) (3) Photographic evidence / geo-tagged site progress updates (4) Third-party verification (partner confirmations, audited statements where required) (5) Beneficiary confirmation records (job placements, housing allocations, service delivery evidence) (6) Transparent workstream tracking dashboards to show that funds are being used for measurable progress and protected from misuse

The project’s primary audiences are impact investors and donors, government stakeholders, delivery partners, and the local community, especially job seekers, low-income families, and beneficiaries seeking affordable housing and stable livelihoods.

Current communication is mainly through direct outreach, including phone calls, WhatsApp, email, and stakeholder meetings. As the project scales, it can expand into Facebook/LinkedIn updates, targeted partner communications, and structured community engagement channels.

The project already has structured written summaries and partner-linked project material describing the vision and sub-project components. Media assets such as a logo, project visuals, concept images, short videos, and beneficiary stories can be developed as mobilisation progresses and the project moves into visible implementation.

“This programme de-risks poverty and unemployment by building an integrated development where sustainable jobs, affordable housing, power and essential services are delivered together—so families can earn, live with dignity, and grow long-term stability.”

“We are creating real jobs and affordable homes in a safe, planned community—so you can work, earn steadily, and build a secure future for your family without needing upfront deposits.”

Q: Is this real, and how do people benefit? A: Yes - this is a structured multi-sector development bringing jobs and housing together, with phased implementation and delivery partners. Q: Do I need money upfront to get a house or job? A: No - housing is designed to be accessed through income-based repayment over time, linked to employment. Q: When will it start? A: The project begins once funding mobilisation is secured, then the workstreams roll out in phases rather than all at once. Q: What types of jobs will be available? A: Jobs will be created across construction, utilities, agriculture/greenhouse, pharma, operations, security, services, and maintenance.

The project has an active contact base including partner organisations, investors, stakeholders, and local/community touchpoints. The contact list exists through direct networks and outreach activity, and can be formalised into a structured CRM-style list as the programme progresses.

Fastest growth would come from partnerships that accelerate land readiness and delivery permissions, including: (1) Local and state government (land access, approvals, enabling support) (2) Infrastructure and utility partners (power and water rollout) (3) Community leadership structures (local trust and onboarding) (4) Housing and workforce agencies / vocational training partners (5) Security and community safety partnerships for site stability

Quarterly events could include: (1) Community engagement and orientation meetings (jobs + housing pathway explanation) (2) Recruitment and onboarding days for jobseekers (3) Stakeholder roundtables (government + investor + partner coordination) (4) Project progress briefings (public transparency updates) (5) Skills and training awareness sessions tied to upcoming workstreams

The simplest monthly proof to publish would be: (1) Numbers onboarded (job applicants screened, candidates trained, roles assigned) (2) Progress milestone updates (permits, designs, land readiness, partner mobilisation) (3) Photos of meetings / site activities / early works (4) Short success story (a worker pathway or beneficiary case narrative) (5) Basic financial transparency summary (spend categories + receipts evidence where appropriate)