NGO Management Training Narrative Report, Accra, Ghana (November, 2010)

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WORKSHOP REPORT

NGO MANAGEMENT TRAINING WORKSHOP FOR CIVIL

SOCIETY ORGANIZATIONS IN WEST AFRICA

DATE: 27 – 29 NOVEMBER, 2010.

VENUE: WACSI SECRETARIAT, ACCRA, GHANA

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TABLE OF CONTENT

1. Introduction 4

1.1. Objectives 4

1.2. Methodology 4

1.3. Training Areas 4

1.4. Expected Outcomes 5

1.5. Opening Remarks 5

1.5.1. Programmes and Capacity Building Officer 5

1.5.2. Representative from WACSI (Mrs. Nana Afadzinu, Executive Director) 5

2. Introduction to the NGO Management Workshop 6

3. Session One Strategic Planning/Governance 7

3.1. EXERCISE ONE: Developing a Strategic Plan 8

3.2. Session Two- Financial Management 12

3.2.1. Exercise Two: Developing a financial plan (budgeting) 12

4. Session Three: Team Building, Program and Project Management and People

Management 13

5. Session Four: Fundraising and Organizational Sustainability 14

5.1. Session Five: Communication Strategy 15

5.2. Session Six: Light Bulb Moment 15

5.3. Session Seven: Evaluation 17

6. Closing Remarks by Representative of WACSI- Nana Afadzinu, ED 18

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Appendix 1: Programme Agenda 19

Appendix 2: List of participants: NGO Management Course, 27-29 November, 2010. 22

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1. Introduction

The West Africa Civil Society Institute (WACSI) organized an NGO management training

workshop for civil society organizations in Accra, Ghana. In attendance were 27 actors from

civil society organizations in Ghana. The workshop was targeted at strengthening the managerial

skills of middle level staff of NGOs in Ghana. The training was also geared towards introducing

participants to key techniques needed in NGO management and to equip them with the relevant

skills to plan strategically. This reports documents the proceedings of the workshop.

1.1. Objectives

The workshop sought to:

Enhance the management practices of NGOs;

Provide middle managers in NGOs with project management skills;

Strengthen the ability of NGOs to access and manage donor funding;

Prepare participants for strategic thinking that will be needed as they progress into senior

management positions and;

Equip each participant to return to their organization with an action plan to promote

personal and organizational effectiveness.

1.2. Methodology

The training workshop was delivered using interactive, learner-centered methods, audio visual

tools, experiential learning, and practical exercises. Participants shared their real life-

organizational experiences.

1.3. Training Areas

The three day workshop covered 8 sessions. The sessions aimed at strengthening the capacity of

participants’ to enable them institute the necessary changes to sustain their organizations. The

specific training areas include:

Strategic Planning;

Financial Management;

Team Building;

Program and Project Management;

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People Management, Fundraising;

Community Mobilization and Stakeholder Involvement;

Role of Communications and Public Relation; and

Monitoring and Evaluation.

1.4. Expected Outcomes

The expected outcomes of the training were:

Improvement in performance of middle managers in NGOs

Enhancement of project, people and assessment management skills of middle managers

Increased networking and collaboration among NGOs in Ghana

1.5. Opening Remarks

1.5.1. Capacity Building Officer

The workshop began with a welcome address by the Capacity Building Officer of WACSI,

Charles Vandyck. The Officer acknowledged the relevance of the workshop and benefits for the

participants’. Charles reiterated that, civil society organizations have weak internal governance

systems so the workshop is organized to enable participants’ strengthen governance structures in

their organizations. He thanked the participants for taking time off to be at the workshop and

introduced the facilitator Ms. Karen Shormeh Sai.

1.5.2. Representative from WACSI (Mrs. Nana Afadzinu, Executive Director)

Nana Afadzinu welcomed participants to WACSI. In addressing the participants’, Nana stated

that, NGOs invest in lives in order to see a change in lives however the skills of profit

organizations elude NGOs. Thus this training is to enable participants’ remain in civil society set

up and for sustainability in the current system. Nana encouraged the participants to air their

views and come out with their problems to enable WACSI to respond and assist them

appropriately. Finally, Nana thanked the participants for coming and hoped that they will see

themselves as members of the WACSI family.

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2. Introduction to the NGO Management Workshop

The three day training workshop was in several sessions they are:

Session one: Strategic Planning/Governance

Session two: Financial Management

Session three: Team Building, Program and Project Management, and People

Management

Session Four: Fundraising and Organizational Sustainability

Session Five: Community mobilization and stakeholder involvement and the role of

communication and public relation.

Session Six: Monitoring and Evaluation

Session Seven: light Bulb Moment and Evaluation

The facilitator, introduced herself to the participants’, and outlined the agenda. The next

important step was participants’ together with the facilitator set the rules of engagement to

enable the success of the workshop and to avoid destruction. The rules were as follows:

Switch off/put mobile phones on silence

Respect for each other’s opinion

Getting involved in the activities lined up for the workshop

Participants were paired up and given the opportunity to introduce each other to the rest of the

participants at the workshop.

The participants outlined a number of expectations they wish to achieve at the end of the

workshop to include:

Networking, collaborating, sharing experiences and adding on to knowledge

Enhance project management skills

Become a better team leader and project manager

Enhance managerial skills and increase capacity in NGO works

Gain insights into the current trends in the NGO sector

Understand what it takes to organize an organization effectively

Learn the new dimensions in program monitoring

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Develop a winning proposal after the programme

Learn more on advocacy and monitoring

Effective management of new staff

Gain knowledge in project and human resource management

3. Session One: Strategic Planning/ Governance

The training began with the facilitator taking the participants through the importance of strategic

planning and governance for organizations. The participants’ were introduced to the Strategic

Planning process, and tools. Strategic planning encompasses fundamental decision making and

action planning to shape and guide an organization toward the future. A strategic plan does not

guarantee that an organization will reach or exceed its goals, but it provides a clearly thought out

path to reach them. The SWOT analyses, Logical framework and the PEST were identified as

some of the tools for designing an S.P. the S.P process involve:

Plan to plan

Who will participate?

Assess external environment

Assess internal environment

Clarify mission and values

Determine goals and objectives

Develop indicators of success

Develop and document strategies and final plan

To enable participants have a practical understanding of Strategic Planning, participants’ were

grouped into five (organizations). Each group was assigned to a specific project and was tasked

to develop a strategic plan in relation to the project. The group tasks were:

Group one: Increasing women’s participation in governance in Ghana

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Group two: Reducing maternal mortality in Ghana

Group three: Improve access to education at the tertiary level for Youth in Ghana

Group four: Increasing employment for the youth in the non-formal sector

Group five: A system to support persons facing sexual harassment in their workplace

The rapporteurs from the various groups presented their Strategic Plans. The groups critiqued

each other’s work and made several important contributions to it. The facilitator explained

further the essence of the S.P tools, and she urged participants to try all for efficiency and to

avoid an oversight. In the area of governance she dwelled on the importance of the composition

of the Board to the organization. She emphasize on the need to strategically select board

members. Participants deliberated on the differences between Articles of incorporation and By-

laws. The difference was clarified by the facilitator who explained that the former referred to the

constitution of the organization while the latter is the legal framework that guides the policies of

the organization. A participant drew to the attention of all on the need for NGOs to have accurate

knowledge on the legal framework of the country which is the company’s code.

Below is a tabular representation of the Strategic Plans of the Groups,

3.1. EXERCISE ONE: Developing a Strategic Plan

Group Name Strategic Plan

Group One:

SAACE

INSTITUTE

Vision: To have a nation where there are equal opportunities for women in

governance.

Mission: The organization seeks to enhance and strengthen the skills and

capabilities of women to increase their participation and representation in

governance in Ghana.

Objectives: To have 50% women participation in local governance by 2014;

Increase the awareness and knowledge on the need for women participation in

governance; Build the capacity of women for leadership roles; Train trainers to

aid in the advocacy of women participation in governance; To have 50% women

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participation in governance at the national level.

Activity Description: Research, Training, Networking, Publications

Output: 100 women to be trained nationwide in governance, gender, human

rights etc.; 100 TOTs trained nationwide

Sources of Funding: African Women Development Fund (AWDF), Department

for International Development (DFID), European Union (EU)

Group Two:

MHIP

Vision: Reduce the rate of maternal mortality in Ghana

Mission: Improving access to antenatal and postnatal care in rural Ghana

Goals: Increase Awareness on Maternal Health Issues in rural communities;

Improve access to maternal health care in rural communities

Objectives: Increase number of maternal health personnel by 20% in 3 years;

Build capacity of TBAs and volunteers by 15% in 3 yrs; Improve by 50% the

rate of rural women attending antenatal and postnatal clinics

Activity Description: It is our plan to use awareness creation and capacity

building tools to arrive at reducing maternal mortality in rural Ghana. This will

be done through: Training programs and workshops; Utilisation of the

community radio and; Symposia and durbars

Indicators: Increased awareness of Maternal Health issues in rural communities;

Reduced rate of maternal mortality in the rural areas; By end of the 3 yr period,

150 ToTs, TBAs and volunteers should have been trained; Stakeholder forums

on maternal health conducted annually.

Means of Verification: Field Reporting to be conducted by field agents;

Statistics from Maternal Health Care Providers

Assumptions: Improvement of access to maternal health services and increased

awareness of such leads to decreased maternal mortality; Awareness leads to

more women attending maternal clinics.

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Sources of Funding: WHO, UNFPA, DANIDA, UNDP, UNICEF, MTN,

Tullow Oil.

Group

Three:

EDUCARE

Vision: Improve access to education at the tertiary level for youth in Ghana

Mission: To empower the youth to access education at the tertiary level, through

scholarships, training, mentoring and advocacy.

Objectives: To mobilize funds for scholarship for a 6yr project; To form

partnerships for mentoring with the various tertiary institutions; To offer

training to build their skill in learning, time management, confidence and

assertiveness; To advocate for spaces, opportunities and specific affirmative

actions for admissions into the various tertiary institution; To raise GH200,000

every 2yrs for 100 students to enter tertiary education; To offer scholarships to

300 students within over a 6yr period (50 per yr.); To form partnerships with 5

tertiary institutions; To train 50 students every year; To liaise with the heads of

institutions to lobby for spaces for our beneficiaries.

Activity Description: Fund raising; Form partnerships; Advocacy; Training and

mentoring; Scholarship awards; Monitoring and Evaluation.

Scope of Operation: Senior High School Graduates from Greater Accra region

and Deprived students

Group Four:

Center for

Youth

Empowerme

nt

Vision: An economically empowered and self-sufficient Ghana.

Mission: Create employment opportunities for youths through skill training,

professionalized services provision and business entrepreneurship.

Objectives: increase employment opportunities for youths in Ghana;

Professionalize carwash service to attract; Attract more markets for bamboo

Craft for 15% of unemployed youths by 2013; Professionalize car washing to

attract 20% of unemployed youths in Ghana by 2013; Promote Agric

development to attract 30% of unemployed youths in Ghana by 2013.

Activity Description: Increase employment opportunity for youths in Ghana.

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Output: 5000 youths trained in improved farming methods and formed into

cooperatives annually; 10 professionalized carwash centers established in 3

years and run by youths; 6 Bamboo craft centers set up in Ghana to train 1,200

youths annually.

Means of Verification: Survey reports.

Assumptions: Professionalizing car washing facilities will attract more

customers; That youths use the skills to create employment for themselves;

Improved designs will attract more markets; Youths are willing to accept jobs in

the Agric sector; That people patronize professionalized carwash services over

traditional one; That youths take interest in careers in bamboo craft; That no

baseline studies have been done on the area.

Sources of Funding: (Agriculture), UNFAO, CIDA, USAID, DFID, DANIDA,

MTN, TIGO, ZAIN, Banks, Bill gates Foundation, Rich individuals in project

communities, Traditional Rulers in project communities

Group Five:

Nsiah

Foundation

Vision: A society that is free from sexual harassments

Mission: To work with relevant stakeholders in Ghana in ensuring a sexual

harassment free society

Goals: to build a sustainable organization that works at addressing sexual

harassment issues in Ghana

Objectives: To reduce the level of workplace sexual harassment in Ghana by

30% by the end of 2013

Activity Description: Research, Counseling, Awareness Creation, Partnering

with Stakeholders

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3.2. Session Two- Financial Management

Participants were introduced to the essence of financial management for an organization and the

need to budget wisely in order to avoid omission or hindering the organization from completing

its projects or a particular need.

Financial Management is the use of financial information, skills, and methods to make the best

use of an organization’s resources. The building blocks for financial management include:

• Internal controls: physical verification, limited access, standard documentation,

segregation of duties, checks and balances, approval and authorization, and

reconciliation;

• Budgeting: compliance with the budget when making payments is and important

control over spending;

• Accounting: transparent book keeping is an important control against fraud and;

• Reporting: reviewing financial reports is an important control to detect errors and

inconsistencies

Most organizations fail to take into consideration everything needed for a successful project and

as such sustaining the organization. Organizations need more than a person to manage it

finances. Having an individual managing the organizations finance does not ensure

sustainability. (i.e.: the same person, who signs the checks, endorses it, is the sole signatory to

the account and the auditor).

In a question as to whether to inflate budget to be able to cover all costs since some donors are

not willing to cover administrative costs, it was agreed that, for credibility and honesty, it is not

necessary. Furthermore not inflating budget will avoid to be tagged by donors as too expensive

and to draw away from the organization, hence the budget has to be realistic.

3.2.1. Exercise Two: Developing a financial plan (budgeting)

Participants were tasked to develop financial plan for their groups, taking into consideration the

goals and objectives they have set. They were required to indicate specifically, their sources of

funding.

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4. Session Three: Team Building, Program and Project Management and People

Management

The facilitator introduced the agenda for the day and did a recap of the previous day’s activities.

The presentation focused on team building (roles of the staff and the board), program and project

management and people management. Shormeh and the participants identified several ways in

which NGOs can manage a team to include the following:

An inclusive environment

A close nit team with open communication.

Stability and growth plan.

Capacity building plan or opportunities.

Regular two-way performance.

Providing an appropriate and comfortable work place.

Modern technology.

Motivation through welfare support.

Team building exercises.

Flexibility in communication.

Flexible management system.

Open and effective communication.

Trust.

Structure.

Grievance handling process or system.

An agreed on value system.

A problem solving form for the team.

Regular team meeting.

Meaningful delegation.

A reward system incentive system.

The presentation also captured the difference between project and program. Whereas, a project is

an activity with a beginning, a middle, and an end, with a clear objective and an established

budget, a program the other hand has several related outcomes, a goal, a purpose, or an objective;

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several strategies working towards these objectives; it may include a number of projects and;

may incorporate several types of interventions.

Participants returned to their various groups to finalize their projects and prepare for the

presentation. The groups were required to make a presentation that does not only inform but to

convince the audience that their project is viable. The facilitator allotted a thirty minute time

frame for group work.

In deciding on which group to make the first presentation, the groups balloted and the mantle fell

on Nsiah Foundation to present first and the SAACE Institute presented last. It is interesting to

note that, the turn out of the balloting resulted in group five presenting first and group one

presenting last.

The groups showed their IT prowess by delivering their presentations in power point. As usual

everybody contributed to each other’s work by critiquing and providing additional and relevant

information to the work. At the end of the presentations, the participant voted to select the best

group presentation.

In the end Group two (MHIP) emerged winners with a landslide victory of 15 votes, Nsiah

Foundation came second with five votes, SAACE Institute were third with 3 votes, EDUCARE

and the Center for Youth Empowerment had two votes each indicating a tie.

The third day featured the last four sessions- fundraising, community mobilization and

stakeholder involvement, monitoring and evaluation, and the light bulb and evaluation sessions.

5. Session Four: Fundraising and Organizational Sustainability

The fundraising session was captured ‘fundraising and organizational sustainability’. The

facilitator emphasized on the importance of funds in sustaining organizations, hence the need for

diversification of funding resources and holding reserves. A sustainable organization is one that

can continue its activities into the future. There is the need for a country to formulate policies to

encourage philanthropy to enable NGO activities to be a success.

Furthermore, the presentation touched on the importance of community mobilization and

stakeholder involvement in sustaining organizations financially. This is possible when the

community gets involved and identify with the projects (assisting in the development and

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maintenance of the project). This will also infuse new energy and promote community

ownership; encourage collaboration between individuals and organizations; and limit

competition and redundancy.

5.1. Session Five: Communication Strategy

The presentation on monitoring and evaluation focused on communication. The facilitator

informed the participant on the need for an organization to design a good communication

strategy to have an effective monitoring and evaluation system. Participants’ were taking through

the process of designing a communication strategy. A communication strategy template from the

World Wildlife Foundation (WWF) was used by the facilitator in illustrating the process to

participant and a copy was made available to the participants’. The groups were assigned to

design a communication strategy for their project using the template available.

The groups presented their communication strategy after the tea break. Participants’ critiqued,

shared ideas and asked question pertaining to the presentations on the communication strategy.

The facilitator provided of the questions and clarified most of the issues raised to the

participants’ satisfaction.

Finally the facilitator concluded by leaving the participants’ with a food for thought, “You

cannot get away from opinions neither can opinions stop you from achieving your cause”.

5.2. Session Six: Light Bulb Moment

The training workshop ended with the light bulb and evaluation session, where participants were

grouped in two pairs and assigned to each tell the other on how beneficial the workshop had been

to him/her and how he/her will make impact in their respective organizations. After this activity,

the participants’ informed everyone of what each disclosed to the other. Time frames were set for

each partner to check on the other to ensure that they are accomplishing the set target in their

organizations. Below is a compilation of the targets and time frame set by the participants’.

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NAME TARGET TIME FRAME

Akyaah K. Dapaah

To formulate a strategic plan for next year’s

activity

January, 2011

Linda Aba Daisie To Formulate a Communication’s Plan; To

Set up Proper Roles and responsibilities for

Staff Board; To Apply management Skills

April, 2011

Aba Crentsil To design a Strategy Plan

Azumi Mesuna To develop a Communications Strategy January, 2011

Angela Dwamena-Aboagye To formulate a Policy on Compensating and

Rewarding Staff

Mach, 2011

John.S. Amoakohene To design a Communication Strategy; To

strengthen Fundraising

Mach, 2011

Frederick Ofosu To design a Comprehensive Communication

Plan

Seth Anane Twum Impact Fundraising Strategies within

organization

January, 2011

Rockson Dutenya To design a Communication plan to create

Value

To re-organize a Proposal(Credit for latrine)

30th

November, 2010

31st January, 2011

Seth Frimpong Training on Budgeting Processes February, 2011

Emmanuel Sackey To Review Fundraising Strategy December, 2010

Beatrice Acheampomaah Aboagye To Formulate a Communication Plan March, 2011

Ebenezer A. Zonoe To push for a decision to create a reserve; to

write an income generating proposal; To for a

review of 5 years Strategic plan

March, 20111

David K. A. Kporfor To strengthen Internal Communication December, 2010

Nana Prempeh Aduhene

Joyce Lena Danquah To finalize Communication Strategy 10th

November,2010

Mack Mulbah To Develop a Communication Strategy for

my Organization

January, 2011

Odoley Oddoye To incorporate the Log frame and Strategy January, 2011

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Planning Tools; To create Vision and Mission

for the Foundation

Oluwatoyin Ojelabi

Joana Ackah To utilize Community mobilization in Current

Project

January, 2011

Esther Darko- Mensah To Develop Communication and public

Relations Strategy

January, 2011

Annabelle Akuki Azu To Develop a Public Relations Strategy April, 2011

Assiatou Diallo To organize a meeting to share knowledge on

budgetary processes with Staff

June, 2011

Bismark .A. Tandoh To encourage the restructuring of the Board ;

To utilize Strategy management, project

management and Communication plan

December, 2010

Naafah Gervin Kokoi To design a Communication strategy for

Advocacy Project; To utilize the Log Frame

Benjamin Lartey To Develop a Communication Plan Strategy;

To replicate Training

Aicha Araba Etrew To Assist in Developing a Communication

Strategy

February, 2011

Stella Obese-Jecty To use Knowledge on People Management to

Motivate Staff

15th

April, 2011

5.3. Session Seven: Evaluation

Evaluation questionnaires were handed over to participants’ to fill and disclose their overall

impression of the workshop, access the facilitator and making recommendation for subsequent

training workshops for WACSI.

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6. Closing Remarks by Representative of WACSI- Nana Afadzinu, ED

The E.D, Nana Afadzinu thanked the participant and informed them of subsequent trainings

WACSI intends to organize and urged participants to take apply and participate. She

acknowledged the importance of the feedback and said she will be happy to get feedbacks. She

also disclosed to the participants about redesigning of WACSI’s website to make it more

interactive and the intent to send out invitation for the development of the expert database and

encouraged participants’ to get involve. Finally, she thanked the facilitator for a job well done.

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APPENDIX 1

PROGRAMME AGENDA

NGO MANAGEMENT TRAINING FOR CIVIL SOCIETY ORGANIZATIONS IN

WEST AFRICA

DAY 1 WED 27/10/10

TIME

ACTIVITY

OFFICER

RESPONSIBLE

8:30 – 9:00

Arrival and Introduction of Resource Person and

Participants

WACSI

9:00-11:00

Participant expectations

Strategic planning

Who is involved

Governance

Long term objectives

Short term objectives

Mission

Vision

KSS

11:00-12:00

Exercise 1: Group exercise on a case study to develop a

strategic plan. KSS

12:00-1:00

LUNCH BREAK

WACSI

1:00-4:30

Financial Management

Financial planning

Budgeting

Fund raising

KSS

4.30-5.15 Exercise 2: Develop and Critique a budget per same

groupings for 1st exercise

KSS

END OF DAY 1

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DAY 2 THURS 28/10/10

TIME

ACTIVITY

OFFICER

RESPONSIBLE

8:30 – 9:30

Exercise 3

KSS

9:30-10:00

Team building

Role clarification between staff and board KSS

10:00-10:30

Program and Project Management WACSI

10:30-11:30 People Management KSS

11:45-12:45

TEA BREAK

KSS

12:45-1:45

Exercise 4: Design a Project, create its management

framework; report it using a Log Frame

WACSI

2:00-3:30

LUNCH BREAK KSS

3:30-4:30 Presentations and Election of Best Group Work

KSS

END OF DAY 2

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DAY 3 FRI 29/10/10

TIME

ACTIVITY

OFFICER

RESPONSIBLE

9:00-10:30

Fund raising

Organization sustainability

KSS

10:30-11:00

The role of communication and public relations/

Community mobilization and stakeholder involvement

WACSI

11:00-11:45 TEA BREAK

KSS

11:45-12:30 Monitoring and evaluation KSS

12:30-1:30 LUNCH BREAK

WACSI

1:30-3:00

Exercise 6: developing a communication strategy for an

NGO KSS

3:00-3:30 CLOSING CEREMONY WACSI

END OF DAY 3

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APPENDIX 2

LIST OF PARTICIPANTS: NGO MANAGEMENT COURSE, 27-29 NOVEMBER, 2010.

NAME ORGANIZATION EMAIL Phone Number

Akyaah K.

Dapaah

Centre For

Development

Partnerships

[email protected] 0302- 923-950,

024-009-5266, 020-351-

0101

Linda Aba Daisie St. Andrew’s

Clinics For

Children (STACC)-

Ghana

[email protected]

m.org

[email protected]

0264671670

Aba Crentsil [email protected] 024.4.226306

Azumi Mesuna Northern Ghana

Network for

Development

[email protected],M

[email protected]

0243353108

Angela

Dwamena-

Aboagye

Ark Foundation [email protected]

[email protected]

0302 511610

John. S.

Amoakohene

The Hunger

Project-Ghana

[email protected]

[email protected]

0302 502657/8

Beatrice

Acheampomaah

Aboagye

The Hunger

Project-Ghana

[email protected]

[email protected]

0302 502657/8

Seth Anane

Twum

The Hunger

Project-Ghana

[email protected]

[email protected]

0302 502657/8

Rockson Dutenya The Hunger

Project-Ghana

[email protected]

[email protected]

[email protected]

0302 502657/8

Seth Frimpong The Hunger

Project-Ghana

[email protected]

m

[email protected]

0302 502657/8

Emmanuel

Sackey

Ghana Federation

of the Disabled

[email protected] 0233 (21) 240 530

Frederick Ofosu

Ghana Federation

of the Disabled

[email protected]

rg

[email protected]

020 814 9248

Ebenezer A.

Zonoe

Africa 2000

Network - Liberia

[email protected]

+231 6 520154 or +231 6

598084

David K. A. Friends Orphanage friendsorphanage@hotm 0244064413

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Kporfor ail.com

Oluwatoyin

Ojelabi

Evergreen

Women’s Initiative

(EWI)

[email protected] +233 5473 07042

Mack Mulbah WIPSEN-A mmulbah@wipsen-

africa.org

+233 241 770792

Odoley Oddoye Databank

Foundation

odoley.oddoye@databan

kgroup.com

0241 044 014

Joyce Lena

Danquah

The Gender Center [email protected]

m

0244222629

Joana Ackah The Gender Center [email protected] 0202471718

Esther Darko-

Mensah

The Gender Center [email protected]

0244377390

Annabelle Akuki

Azu

The Gender Center [email protected] 0244788110

Stella Obese-Jecty

Ghana Anti-

Corruption

Coalition

sjecty@ghana-

anticorruption.org

0264 922 797 / 0302

230483

Bismark .A.

Tandoh

Elms –Haven

Foundation

[email protected]

elms –

[email protected]

0264746550/0243014234

Naafah Gervin

Kokoi

Dialogue And

Advocacy For

Good Governance

(DAGG)

[email protected]

0204087850

Benjamin Lartey CONIWAS [email protected]

om

0302250816

Aicha Araba

Etrew

WACSI [email protected] 0243917867

Assiatou Diallo WACSI [email protected] 0242661095

Karen Shormeh

Sai

The Empowerment

Group

[email protected] 0244812141