Self Help Groups in Cross River State, Nigeria 1 · 2015-09-06 · 1 This paper was based on the outcome of a study of Self Help Groups in Cross River State, Nigeria sponsored by

European Journal of Social Sciences ISSN 1450-2267 Vol. 39 No 2 July, 2013, pp.152 - 173 http://www.europeanjournalofsocialsciences.com

Self Help Groups in Cross River State, Nigeria1

Uwem Essia

Department of Economics, University of Calabar, Calabar, Nigeria

E-mail: [email protected], [email protected]

Peter N. Mba

Department of Economics, University of Calabar

Calabar, Cross River State, Nigeria

E-mail: [email protected]

Margaret Ebokpo

Department of Civil Societies/Non-Governmental Organization

Office of the Governor, Cross River State, Nigeria

E-mail: [email protected], [email protected]

Nsa Ekpo

Mensa Communications, Calabar, Cross River State, Nigeria


Awuken Obaji

We- Women Network, Calabar, Cross River State, Nigeria


Abstract

Self Help Groups (SHGs) are generally nonprofessional organizations of about 10 to 20 people, who pool financial resources, make small interest bearing loans to their members, and help each other to deal with the ‘common problem’. Cross River State needs viable and sustainable SHGs to partner with for effective community development, poverty reduction, and informal-formal economy linkages. This paper reviews the evidence on SHGs in Cross River State based on a baseline survey conducted between October and November 2012. The focus was on the outreach, social role, and sustainability of SHGs in the State. Using evidences gathered through interviews and discussions from 568 SHGs, 1092 SHGs members/participants, and selected Self Help Promoting Authorities (SHPAs), the paper submits that SHGs are inhibited by several challenges including multiplicity of registrations, poor record keeping by the various SHPAs, absence of standard registration procedures and operational rules, low SHGs-government dialogue, and weak capacity for accessing bank loans. Arising from these weaknesses, the paper proposes an intervention plan that seeks to make SHGs more attractive to new members, promote healthy SHGs-Government dialogue, and ensure that SHGs access cheap seed for onward lending to the members. Equally needful is creation of a basket fund and clear procedures and requirements for eligible SHGs to partner with government to execute and manage of community development projects sustainably.

1 This paper was based on the outcome of a study of Self Help Groups in Cross River State, Nigeria sponsored by the Government of Cross River State.

However the views expressed here are those of the authors

European Journal of Social Sciences - Volume 39 Issue 2 153

Keywords: Self-help groups, linkages, basket fund, credit schemes, federations, savings

1. Background Issues Self help groups (SHGs) are generally nonprofessional organization of about 10 to 20 people, usually women from a similar class and region, who come together to form savings and credit organization that pool financial resources to make small interest bearing loans to their members. This process creates an ethic that focuses on savings first. Their mutual goal is to help each other to deal with, if possible to heal or recover from, the ‘common problem’. SHGs may exist separately or as part of larger organizations. They may operate informally or according to a format or program. The groups usually meet locally, in members’ homes or in community rooms in schools, churches, or other centers. Different models of SHGs organization exist; the “professional expert” model where professionals serve as leaders or provide supplementary resources (Gartner and Riessman, 1977), and the “peer participatory” model where leadership is democratic and participatory (Stewart, 1990).

According to Ahmad (2007) the original model of SHG was Alcoholics Anonymous (AA) founded in 1935 by William Griffith Wilson and Robert Holbrook Smith. Borman (1992) estimates further that AA has an estimated membership of 1 million people organized within more than 40,000 groups in 100 countries. AA has come to be known as a “twelve-step group” because its program for sobriety involves the following twelve steps:

1. We admitted we were powerless over alcohol—that our lives had become unmanageable. 2. Came to believe that a Power greater than ourselves could restore us to sanity. 3. Made a decision to turn our will and our lives over to the care of God as we understood

him. 4. Mjltdade a searching and fearless moral inventory of ourselves. 5. Admitted to God, to ourselves, and to another human being the exact nature of our

wrongs. 6. Were entirely ready to have God remove all these defects of character. 7. Humbly asked Him to remove our shortcomings. 8. Made a list of all persons we had harmed and became willing to make amends to them

all. 9. Made direct amends to such people wherever possible, except when to do so would injure

them. 10. Continued to take personal inventory and when we were wrong promptly admitted it. 11. Sought through prayer and meditation to improve our conscious contact with God as we

understood Him, praying only for knowledge of His will for us and power to carry that out.

12. Having had a spiritual awakening as the result of these steps, we tried to carry this message to alcoholics and to practice these principles in all our affairs.

There are numerous other twelve-step groups modeled after AA that help their members to recover from various addictive behaviors while maintaining member confidentiality. There are also groups that work towards recovery from addictions but reject certain tenets of twelve-step programs. Other types of SHG focus on a variety of problems, including; diseases prevention or management, bereaved or single parents, and accessing credit, research grants and a variety of assistantships. 1.1. Evolution of SHGs in Nigeria

In Nigeria self help or service approach to community development involves encouraging people to bring up development idea, and supporting them to implement development programmes that they can take ownership. This contrasts with the more traditional project and extension approaches where government either determines what the people need or seek to expose them to innovations and new information. As understood in the Nigerian development community, at least theoretically, self-help development is both an object (what) and a process (how). As an object, it involves inducing change

154 European Journal of Social Sciences - Volume 39 Issue 2

for achievement of desirable community goals. As a process, it involves well articulated programmes and efforts to assist individuals acquire competencies required for working sustainably in groups to solve common problems, develop their communities, and demand efficient service delivery. While the experience of India and other countries like Ethiopia, Kenya, Luanda and so on that have either successfully adopted or are experimenting the self-help approach may be quite informing, this baseline study is vital as it reveals the underlying socio-cultural and economic milieu, internal dynamics, and political praxis that galvanize and strengthen motivation to form and run SHGs sustainably (Udoye. 1992; Akpomuvie, 2010).

Akpomuvie (2010) discusses evolution of the practice of self-help development from pre-colonial to the present period. The pre-colonial years were characterized by mobilization of human and material resources for development using the instrumentality of age grades, lineages, and village councils. People were mobilized for building homesteads for the weak and vulnerable, clearing pathways to farm, streams and markets, and doing other things that were commonly required. Although many of such self help activities have persisted in many communities of Cross River State they differ from the modern notion of SHGs in the scope of operation, organization, and linkages with government, donors and banks.

The colonial period before the 1940s was characterized by exploitation and alienation. The divide-and-rule system, clientele (Warrant Chief) arrangement, extortion of taxes, and compulsory labour distanced people from the colonial government. The picture of government as alienated began to crystallize and dominate the mental models of many. People still formed groups based on kinship, blood relationships, business ties or religious affinity, and some measure of communal self help continued. But the overriding concern was pursuit of individual goals, often at the expense of others and the society. Many of the emerging ‘small groups’ took to illegalities and in many cases were willing to shield their members from criminal prosecutions. As Hancock (1962) aptly puts it, the colonial government before the 1940s paid lip services to promotion of self-help and any development that occurred was a byproduct of profit. Arndt (1981) notes however that abrogation in Britain of the Colonial Development Act and replacing it with the Development and Welfare Act in 1939 led to the establishment of Community Development Divisions, at the local level, charged with the responsibility of channeling and coordinating the efforts of the people towards promoting social and economic development. The British Government provided the Development and Welfare Fund that affected the lives of rural people through the then system of local government.

After the Nigerian Civil War (1967- 1970), most communities engaged in self help activities for reconstruction of the war ravaged facilities. This gave rise to several social clubs, community based organizations, and Diaspora groups that provided self help services. Further efforts by government to motivate development at the grassroots, led to the enactment of the 1976 Local Self-Help as a Strategy

for Rural Development in Nigeria: A Bottom-Up Approach programme, to create new growth centres for the spatial spread of development. Local Government Service Commissions were created in each State and wider powers and functions given to local governments in the 1979 Nigerian Constitution. In addition, a special Development Fund Law was enacted to generate more funds for community development at the local level. But although government claimed it adopted a bottom-up approach, it indeed adopted what is a mix of the project and extension approaches. Things indeed got worse for self help development consciousness when the then Military Government took over schools, hospitals, and management of public utilities from individuals, communities, and non-government organizations that established them. The immediate post Civil War rebirth of self help conscious gradually lost steam as more people increasingly relied on government; to think them, give jobs, clean the drains, and provide all that was needed. Clearly, excessive government intervention crowded out self help consciousness.

Return to civilian rule in 1999, dwindling earnings from crude oil exports, and a growing number of successes with SHGs in other countries have worked together to bring the SHG approach to the front burner. In Cross River State particularly, the abysmal decline in statutory allocation from the Federation Account, the need to garner local initiative and support and ensure communal ownership


and management of projects built with scarce funds, and also attract more donor funding have together made going the path of SHG development approach expedient. Currently there are several non government or citizens based groups in Nigeria. But as conceived globally today, particularly as it relates to regular savings by members, granting of loans, and having linkages with banks, government, and donors, there are only a few successful SHGs in Nigeria. Such SHGs include; the Community Development Trust Fund (CDTF) in Lagos State, the Community Women Association of Nigeria (CWAN) in Ondo State, the Live Above Poverty (LAPO) in Edo State, the Farmers’ Development Union (FADU) in Oyo State, and the Women Farmers’ Association (WOFAN) in Kano State. Others are Lions Micro Credit Society Nsukka and Peace Development Center in Uyo. So far no SHG in Cross River State has for instance reached the scale operation and popularity of LAPO. The baseline of SHGs in Cross River State can most appropriately be seen as an effort to identify the potentials of existing so-called SHGs in the State to grow to become SHGs in the real sense.

Accordingly, the baseline focused on seven sets of citizens’ based groups that perform some SHG functions and have potentials for becoming fully fledged SHGs, as follows:

• Cooperative Societies (CS): registered cooperative societies in the State.

• Community Based Organizations (CBOs): Age Grades, Community Development Associations, Committees of Friends, Diaspora Groups, and other Sociocultural Associations.

• Non-governmental Organizations/Civil Society Organizations (NGOs/CSOs): including all NGOs, CSOs, other advocacy groups, rights’ enforcement groups, etc.

• Producing Groups (PGs): including farm produce groups, livestock farmers’ groups, service provider, artisans, tailors, electricians, masons, hairdressers, etc

• Marketing Groups: market associations, produce buyers/sellers, retail/table traders, etc.

• Old Students’ Associations (OSAs): primary schools, secondary schools, and alumni of tertiary institutions.

There is broad acceptance in the literature that the capacity of these groups to evolve into SHGs will depend on the following among others:

• Outreach: the more new members that joins a group the broader is its outreach; a registered group has opportunities for wider outreach, members perception of the capacity of the group to grapple with the problems of its members

• Social Role: active involvement in local politics, promoting social harmony and justice, and participating in community services

• Sustainability: quality of group records and account, lending to members, defaults and recoveries, financial value.

Determining the how well these groups perform as SHGs and determining what has to be done to make them more functional is a key goal of this study. 1.2. Study Area

The study was undertaken in the 18 LGAs of Cross River State, Nigeria. Currently, the State has a population of 3.4 million people with about 2.5million literate persons, 761,255 households, and population growth rate of 2.8 percent per annum. The area of Cross River State is 23,074sq.km with Proportional Area Size (PAS) of 6.39 percent of Nigeria’s landmass. The major languages are Efik, Ejagham, and Bekwarra. The Efik speaking people live mainly in the Municipality, Calabar South, Bakassi, Akpabuyo, Odukpani and in parts of Akamkpa LGAs. There is also Qua communities in Calabar these LGAs who generally speak Efik alongside their traditional Ejagham language. More Ejagham groups occupy the Central and North Senatorial Zones. The other groups north of Calabar are known as the Ekoi's. The Ekoi's are the people of Biase in Biase LGA, part of Akampka LGA (i.e Oban), and the Bahumono in Abi LGA. The Yakurr/Agoi ethnic groups live in Yakurr LGA, while the Mbembe are predominantly found in Obubra LGA. Further up north are several sub-dialectical groups,


among which are Etung, Olulumo, Ofutop, Nkim/Nkum, Abanajum, Nseke and Boki in Ikom, Etung and Boki LGAs, and the Yala/Yache, Ukelle, Ekajuka, Mbube, Bette, Bekwarra and Utugwanga people are found in Ogoja, Yala, Obudu and Obanliku LGAs. 1.3. Study Objectives

Since 1999 successive State Governments have positioned Cross River State as a preferred destination for business, tourism, and donor support. So far, the State has not received direct budget support, but major donors like the European Community (EC), USAID, and the World Bank have included the State among the lead States for donor funding. This has given impetus to the upsurge of NGOs/CSOs and citizens’ based groups generally, as donors generally prefer to partner with States that have respect for citizens’ rights and citizens based groups. The thinking of donors is that when SHGs engage actively in budget work, participate in evaluating performance, represent the poor and vulnerable groups, and freely voice grievances, the cultures of good governance and accountability are readily consolidated and democracy is deepened. Development partners reason too that credible SHGs can custody seed capital for onward lending its members along with their individual thrift savings. Government also needs credible and trusted SHGs to partner with. This explains why it is needful to ensure that SHGs in the State discharge their functions creditably and also grow sustainably.

The key questions that this study concerns itself with therefore are how close are SHGs in the State to the ideal models of SHGs? How effectively do SHGs address the common problem of the members? Are the groups sustainable? Are they linked to banks? Do they have capacity to lend loans and recover debts? Are members happy with the performance of the SHGs? This study explores these questions based on information obtained from the baseline survey to present the picture ‘what is really happening’ in very simple terms, and equally chart the way forward with an intervention plan.

1.4. Study Context and Research Questions

This study addressed three broad areas of enquiry, namely; outreach of SHGs, social role of SHGs, and sustainability SHGs. Outreach relates the linkages that SHGs build with other SHGs, federations, banks, government, etc. The social role bothers on the SHGs ability to influence activities and events in the political, social and economic spheres. Sustainability is explained by the capacity continue to remain overtime without breaking away. The research questions are directly linked to each major area of enquiry as summarized in Table 1.1.

Table 1.1: Research Questions

Areas of enquiry Research Questions

Outreach

Characteristics of Members What is the age bracket of those who join? What is the sex of those who join? Educational level of those who join? Employment status of those who join? Income level of those who join

Social Role What roles have SHGs played in local elections? SHG executed community development projects? SHG conducted training programmes?

Sustainability

Meeting attendance: average meeting attendance rate by members New members: new members joining SHG Having Written Constitution: SHG with written constitution Group Records: SHG has annual statement and accounts Financial Viability: Does the SHG give out loans? Default and Recoveries: what is the pattern of loan repayment and what happens in case of default?

1.5. Conceptual Framework

Arising from the above research questions, the findings of this study would likely be affected by a number of factors, including:


• Regional socio-economic and cultural environment – many groups were hurriedly packaged to ‘capture’ perceived benefits from government and donors.

• Legal and operational environment – absence of a legal framework for the registration, regulation, support, and monitoring of SHGs, leading to incidences of multiple registration and non-standardization of practices.

• Physical context – SHGs in the rural communities are located far from bank and major linkage roads,

• Institutional context - whether part of a federation or cluster organization of SHGs, and

• Socio-economic profile of SHG members (age brackets, sex, marital status, economic level, literacy) – members of SHGs is mixed and not restricted to women as is traditionally the case.

These factors guided the sampling design and were reflected in the data analysis.

2. Research Methodology 2.1. Sample Selection

In terms of SHG numbers, records available in the Ministry of Social Welfare and Development put the estimated number of SHGs in the State at over 3,000. Based on 95% confidence interval a sample size of 600 SHGs and 1,200 SHGs members/participants were purposively selected for the study. Biases were introduced in sharing the sample across the State by giving more to the North and Central LGAs that principally engaged in agriculture and produce trade. For each SHG at least one official/representative and two members were interviewed. I the absence of standards records identifying the groups, the officials, and members was a major challenge. Priority was given to rural based SHGs. Table 2.1 summarizes the selected sample across the LGAs and SHGs types.

Table 2.1: Sample Selection by Type of SHG and LGA

Zones Study LGA CS PGs CBOs NGOs/CSOs MGs OSAs FBOs

South

Calabar South 4 1 4 3 3 3 3 Municipality 5 2 3 5 2 4 3 Bakassi 2 1 2 2 1 3 Akpabuyo 5 4 3 3 3 1 3 Akamkpa 10 5 4 5 3 2 2 Biase 9 6 5 5 4 1 3 Odukpani 6 4 3 4 3 4

Central

Yakurr 7 4 5 4 3 3 Obubra 6 5 6 4 3 1 2 Ikom 8 6 6 6 6 2 2 Etung 6 7 5 5 4 3 Boki 11 8 9 8 5 1 3 Abi 5 5 5 5 3 1 2

North

Obudu 11 7 9 6 6 2 3 Ogoja 10 8 9 6 7 3 4 Obanliku 7 7 7 7 4 3 Bekwarra 8 5 7 5 4 3 Yala 13 10 11 8 6 1 5

2.2. Research Design and Tools

The types of respondents and tools adopted for the research are summarized in Table 2.2. The three sets of respondents were officials/representatives of the sampled SHGs, members/participants of SHGs, and representatives of selected SHPAs. At the level of the SHGs officials/representatives information was sought from the group leaders majorly the chairperson, secretary, and treasurer. At


least two members of each SHG selected were interviewed. For the SHPAs letters were sent out to them and the designated officials were interviewed and relevant information collected from relevant documents of reference. In all cases interviews, discussions, and collection of relevant secondary information were the tools of research. The three levels of enquiries allowed us to triangulate and cross check for different experiences and perceptions. Generally the quality of information relevant to SHGs was inadequate and incomprehensive. The fact that SHGs were not monitored or regulated by any agency of the State may have explained the generally incapacities to maintain comprehensive records of activities and finances that can be rendered accessible at short notice. Clearly book keeping, planning, and operational organization are key areas that SHGs need capacity building. Table 2.2: Research Design and Tools

Level of enquiry Respondents Tools Focus

SHG Officials/ Representatives

Group leader Treasurer Secretary

Record review Interviews Discussions

SHG membership characteristics SHG – Government linkages SHG- banks linkages SHG sustainability

SHG members/ Participants

Members and participants

Perception of experience and role of SHGs Perception of the business environment Training needs

Related Institutions Designates Officers in the SHPA, government and donor projects, banks, and NGOs

Interview Discussions Data collection

-Registration details -background of SHPA and support to SHGs

3. Findings and Implication 3.1.1. SHG Number and Trends

It was difficult to determine the total number of SHGs in the State because of multiplicity of registrations. Generally State MDAs, donor projects, and LGCs registered groups for different purposes. Currently, the State MDAs registering, verifying or authenticating support groups include: Ministries of Youth and Sports Development, Women Development, Social Welfare and Development, Ministry of Agriculture (ADP), Cross River State Agency for Control of AIDS (CRSACA), FADAMA, Microfinance and Enterprise Development Agency (MEDA), and more recently the Department of NGOs/CSOs. Establishment of SHGs was generally in response to government policy or donor projects. If for instance people have information that there is loan to be accessed by registered cooperative societies (CSs), many will quickly register cooperative societies for that purpose. Another opportunity in Ministry of Agriculture attracted a similar frenzy. This way, many SHGs existed only in name with little or no achievement to present. There were no standard registration procedures, regulatory procedures or standard practice manuals or monitoring templates to regulate the different SHGs. 3.1.2. SHGs –Bank Linkages

Many of the sampled groups maintained accounts with banks, but were unable to earn the trust of banks to the extent of securing credit facilities for onward lending to members. Table 3.1 shows details of SHGs-Bank linkages summarized for the North, Central and South Senatorial Zones. Out of 427 total sampled SHGs 76.94 percent maintain bank accounts but only 32 or 5.63 percent admitted having accessed credit facility for members. Understandably the South had the highest number of SHGs linked to banks. Clearly the level of linkages with banks was generally low.


Table 3.1: SHG –Bank Linkage

SHGs Linked to banks Bank loans

Number % Number %

Total Sampled 427 76.94 32 5.63 North 156 73.58 11 5.6 South 134 80.72 12 7.22 Central 147 77.36 9 4.73

Chart 1: Top LGAs for SHG Bank Linkages

0

10

20

30

40

50

60

70

80

90

Percentage of SHGs link with Banks

Calabar Municipality

Calabar South

Ikom

Ogoja

Obudu

Bakassi

Akpabuyo

Yakurr

A major cause of poor SHG-bank linkages was inadequate knowledge of existing credit opportunities. Table 3.2 provides information on selected credit openings for micro, small and medium enterprises (MSMEs) that individuals and groups elsewhere in the country benefited from, but only a few officials and members of SHGs interviewed had functional knowledge of these opportunities. Invariably many of the sampled SHGs and their members did not benefit from the credit windows created by the CBN and other agencies. Table 3.2: Credit Schemes Known to SHGs in Cross River State

Credit Schemes for SMEs in

Nigeria Description

Known to SHG

members? (%)

Agricultural Credit Guarantee Scheme Fund (ACGSF). Established in 1977. An initiative of the Federal government managed by the CBN

The Agricultural purposes in respect of which loans can be guaranteed by the fund are those connected with cultivation and management of plantations, farms for varieties of food crops, animal husbandry, processing generally, farm machinery and hire services

2

Agricultural Credit Support Scheme (ACSS), an initiative of the Federal Government, the CBN, with the active support and participation of the Bankers’ Committee (N50 Billion)

ACSS was introduced to promote agricultural productivity and generate surplus for export. To access loans under ACSS, applicants (practicing farmers and agro-allied entrepreneurs with means) are encouraged to approach their banks for loan through the respective state chapters of farmers associations and State Implementation Committees. ACSS funds are disbursed to farmers and agro-allied entrepreneurs at a single-digit interest rate of 8.0 percent.

3


Table 3.2: Credit Schemes Known to SHGs in Cross River State - (continued)

Commercial Agriculture Credit Scheme (CACS). Established in 2009 by the CBN in collaboration with the Federal Ministry of Agriculture and Water Resources (FMA&WR). Financed through a N200billion Bond raised by the Debt Management Office (DMO).

Loans to eligible entities under the Scheme are disbursed at a maximum interest of 9 percent. In addition, each State Government could borrow up to N1.0billion for on-lending to farmers’ cooperative societies and other areas of agricultural development provided such initiatives/interventions. CACS is operated in two tranches of N100billion each. The 1st Phase of the tranche ran from May to December, 2009, while the 2nd tranche commenced in February, 2010.

1

SMEs Credit Guarantee Scheme (SMECGS) (See CBN, 2012)

The Scheme provides 80.00 per cent guarantee to banks’ loans to SMEs to improve lending to the small businesses and mitigate the risks associated with lending to the SME sub-sector.

2

Microfinance Development Fund (MDF)

Provided for in the revised Microfinance Policy (CBN, 2012), the MDF is set up as a vehicle to fund SMEs in the country, including the provision of refinancing, guarantee and wholesale facilities and liquidity support to microfinance banks/microfinance institutions (MFBs/MFIs) to enhance their lending activities to micro, small and medium enterprises (MSMEs) in 2012/2013.

4

Refinancing and Rediscounting Facility (RRF) for SME/Manufacturing Sector

The RRF was established by the CBN to boost real sector development through adequate funding. Almost all the funds for these projects have been disbursed nationally.

5

Nigeria Incentive-Based Risk Sharing System for Agricultural Lending (NIRSAL)

NIRSAL seeks to improve agricultural lending through an integrated agricultural value chain financing platform. It will leverage on its’ fund to increase bank lending within 10 years from the current 1.40 to 7.00 per cent. NIRSAL’ s US$500.00 million is shared across five pillars: Risk-sharing Facility (US$300.00 million), Insurance Facility (US$30.00 million), Technical Assistance Facility (US$60.00 million), Holistic Bank Rating Mechanism (US$10 million) and Bank Incentives Mechanism (US$100.00 million). The CBN shall continue to actively support the realization of NIRSAL’s objectives during the programme period.

3

Financial Inclusion Strategy To enhance access of the population of adult Nigerians excluded from formal financial services.

Development of the financial inclusion strategy commenced in 2011. Aims at linking informal financial services/service providers with the formal financial system.

2

Small and Medium Enterprises Development Agency of Nigeria (SMEDAN), an institution set up about nine years ago to coordinate activities in the sector, assist the businesses grow and reposition them for increased contribution to the country’s economy

As a coordinating and facilitating Agency, SMEDAN was source, process and disseminate business information; create and regularly update data bank on MSMEs, raw materials, markets, available local technologies/machinery and prototypes; formulate and ensure due approval and implementation of an MSME policy for Nigeria, establish Business Support Centre (BSC) to provide the following services: -Model business planning skills; mentoring Professional service such as Accounting, Financing and Book keeping, and other capacity building and promotional services; establishment of industrial parks; and enhance MSMEs access to finance

2%

3.1.3. Size and Age

The SHGs had on average 15 to 37 members across the 18 LGAs of the State. More SHGs indicated they had existed for over six years. For instance, in Calabar South five were 0-3 years, seven 4-5 years, and nine 6 years and over. In Yakurr, six were 0-3 years, ten 4-5 years, and ten over 6 years and above, and in Obudu eight were 0-3 years, twelve 4-5 years, and six 6 years and over. The details for each LGA is as summarized below in Table 3.3.


Table 3.3: Group size and years since formation

Zone LGA Sample SHGs Average member/SHG Years since formation

0-3 4-5 6+

South

Calabar South 21 15 5 7 9 Municipality 24 19 4 9 11 Bakassi 11 13 4 4 3 Akpabuyo 22 24 7 9 6 Akamkpa 31 28 11 9 11 Biase 33 19 8 14 11 Odukpani 24 25 9 7 8

Central

Yakurr 26 29 6 10 10 Obubra 27 31 7 9 11 Ikom 36 22 10 13 13 Etung 30 24 10 8 12 Boki 45 23 14 18 13

North

Obudu 26 27 8 12 6 Ogoja 44 34 15 18 11 Obanliku 47 37 19 14 14 Bekwarra 35 31 9 14 12 Yala 32 26 8 13 11

3.1.4. Members’ Savings

It was difficult to obtain comprehensive information on actual monthly savings of members or monthly earnings of the SHGs, because the officials/representatives were generally hesitant to mention specific amounts or provide cardinal measures, perhaps for fear of being taxed thereafter. Most SHGs members admitted made weekly and monthly savings. The distribution of SHGs on the basis of distribution of savings is summarized in Table 3.4. . Table 3.4: Group rate of savings/member

Zone LGA Distribution of Savings/month

</=N1,000 N1,000-N10,000 >N10,000

South

Calabar South 5 13 3 Municipality 4 16 4 Bakassi 2 8 1 Akpabuyo 7 14 1 Akamkpa 4 27 0 Biase 8 22 3 Odukpani 9 14 1

Central

Yakurr 6 17 3 Obubra 7 19 1 Ikom 12 21 3 Etung 10 18 2 Boki 15 26 4

North

Obudu 7 17 2 Ogoja 12 32 0 Obanliku 23 23 1 Bekwarra 10 25 0 Yala 13 18 1

For an average group saving N10,000 per month, the annual savings deposit worked out to N120,000/member and N2.4million for a group of 20.

3.1.5. Belonging to SHGs Federations

Table 3.5 indicates the SHGs that were affiliated to federations or cluster networks. There were 8 in the South, North 6 and Central 4. Among them FBOs were 6, OSAs 3 and NGOs/CSOs 6. Fewer CBOs, MGs, and PGs were linked to federations and clusters.


Table 3.5: SHGs linked to Federation and Clusters

Total South North Central CSs CBOs FBOs OSAs MGs PGs NGOs/CSOs

19 8 6 5 4 6 3 6

The dictionary meaning of federation is "association of autonomous bodies uniting for a

common perceived benefit". A federation is an association of primary organizations, to realize economies of scale or to gain strength as an interest group. While SHGs are informal, the federations often become formal institutions adopting appropriate legal forms. Federations access funds either through their supporting SHPA or the SHPA facilitates their direct access to bulk loans from a variety of financial institutions including banks. In most cases, the SHG Federations perform both financial and non-financial functions. Often some SHPA support SHG federations to perform the functions of a financial institution, while others have facilitated the federations to play more facilitating roles in marketing activities (Catholic Relief Services, 2006). It was difficult to find an SHG federation that meets this characterization.

Figure 1: SHGs, Cluster-level Associations, and Federation

FEDERATION

CLUSTER LEVEL

ASSOCIATION

CLUSTER LEVEL

ASSOCIATION

SHG

SHG SHG

SHG SHG

SHG

MEMBERS

3.2. Social Roles of SHGs

3.2.1. SHGs with Members in Politics

Table 3.6 shows the number of SHGs whose members were elected to political offices. 84 percent had their members elected/appointed to political offices; 89.15 percent in the North, 82.63 percent in the South, and 77.71 percent in the South. This supported the thinking that many SHGs were indeed small groups for political leverage and ‘extraction’ of government resources. Table 3.6: SHGs with Members elected/Political Appointment

Overall North Central South

N SHGs 568 212 190 166

% SHGs with members elected/or having political appointment 84% 89.15% 82.63% 77.71%

3.2.2. SHG and Community Development

Table 3.7 indicates the number of SHGs that engaged in community development projects. Overall, 32 (5.63 percent) had constructed boreholes, 3.70 percent classroom blocks, 6.69 percent supplied hospital equipments, and 2.99 percent constructed culverts and filled potholes.


Table 3.7: SHGs in Community Development

Community development projects No of SHGs Percent Specific Type of Project

Water & Sanitation 32 5.63 Construction of borehole Education 21 3.70 Construction of classroom Health service 38 6.69 Supply of hospital equipment Veterinary 12 2.11 Supply of veterinary medicines Roads 17 2.99 Construction of culvert/maintenance of potholes

Others 35 6.16 Supply of electricity materials such as poles and transformers

3.2.3. SHG with Group Enterprises and Cooperatives

Table 3.8 indicates sampled SHGs with cooperative societies and group enterprises. Most SHGs had cooperative societies because it is needful for securing credit facilities from banks and grants from development partnership projects, but fewer SHGs owned group enterprises that can generate jobs for its members and others. Table 3.8: SHG with group enterprises and cooperatives

Total Percentage North Percentage Central Percentage South Percentage

Sample SHGs 568 100 212 37.32 166 29.23 190 33.45

Cooperative societies 409 72.01 153 37.41 118 28.85 138 33.74 With group enterprises

133 23.41 49 38.84 43 32.33 41 30.83

3.3. Sustainability

3.3.1. Whether Passbook is maintained for Each Member

Table 3.9 summarizes responses to the question put to the member participant, ‘is passbook maintained for you? A total of 612 did not have passbooks maintained for them, while 480 had passbook maintained for them. This indicates that the quality of financial records of the SHGs needs to be improved to render them the more SHGs more sustainable. Table 3.9: Whether passbook maintained for each member?

N (SHGs) Total Percent North Percent South Percent Central Percent

Yes 480 43.96 149 36.25 178 56.33 153 41.92 No 612 56.04 262 63.75 138 43.67 212 58.08

Total 1092 100 411 100 316 100 365 100

3.3.2. Members’ Access to Credit

Table 3.10 shows that overall 372 SHGs had data on lending to members, and the overall mean number of loans was 6. The Central LGAs had 7 as mean number of loans, while North and South had 5 each. Table 3.10: Number of Loans (by zonal sample)

OVERALL NORTH CENTRAL SOUTH

SHGs with data 372 157 126 89

Mean number of loans 6 5 7 5

Table 3.11 shows the overall the mean amount of loan was N154,686.70, for South, Central,

and North were N167,250, N142,780, and N154,030 respectively.


Table 3.11: Mean Amount of Loans

Overall South Central North

SHGs with data 372 89 126 157 Mean amount of loan N154686.7 N167250 N142780 N154030

3.3.3.Economic Status of SHG Members

Table 3.12 indicates that on the average 21 percent of respondent indicated that they earned below N205 or USD1.25 per day, 21 percent were civil servants, 25 percent unemployed, 25 percent had registered businesses, while 46 percent operated unregistered (informal enterprises). Table 3.12: Economic Status of SHGs Members

Economic Classification Percentage SHG Members

Poor (Earning below N205 or USD1.25 per day) 17 21 24 21 Civil Servants 26 20.17 17.2 21 Unemployed 32 25.00 17 25 With registered businesses 32 25.00 17 25 With unregistered businesses 38 46.50 53.4 46

3.3.4. Serious Obstacles to doing Business in the State

This involved giving each SHG member a list of common de-enablers of the business environment to rank them according to which was the most serious obstacle to his/her business. Table 3.13 indicates the questions and their responses put in percentages. Over 50 percent of respondents agreed that all the obstacles severely affected the performance of their businesses, the most severe ones being access to steady electricity supply, quality of employees, and multiple taxes that scored 84 percent. Table 3.13: Ranking of Obstacles to Doing Business

MOST SERIOUS OBSTACLES TO DOING BUSINESS Percentage of SHGs Members indicating that

there is a problem with …..

North Central South Overall

Registration with CAC 84 76 72 77 International Certification 71 81 81 78 Access to electricity 84 78 73 79 Access to Water 68 64 66 66 Telephone Services 76 59 74 70 Internet Services/Websites 80 61 79 73 Transportation 77 52 67 65 Aggregate Demand/Purchasing Power of the 65 68 68 67 Large informal economy 72 72 77 74 Exposure to International Markets 72 71 75 73 Access to modern technology 58 69 69 65 Unfair competition with informal operators 68 68 80 72 level of Capacity Utilization 59 68 69 65 Access to Government Land 62 61 59 61 Unease of obtaining land 56 58 73 62 Absence of enterprise clusters, theme parks, etc. 58 58 70 62 Accessibility and affordability of shops in markets 70 64 58 64 Obtaining Building Permits 65 62 53 60 Armed Robbery 77 55 53 62 Cultism 67 60 45 57 Vandalism and arson 63 68 44 58 Fire outbreaks and other disaster 64 72 49 62 Responses of the Police and other government agencies to emergencies

60 70 50 60

Access to Finance and Credit 66 68 64 66


Table 3.13: Ranking of Obstacles to Doing Business - (continued)

High Interest Rates 72 63 66 67 Dealing with banks 64 63 48 58 Leasing of machineries, vehicles, mortgages, etc. 60 68 45 57 Dealing with insurance 68 55 61 61 Selling on Credit 80 70 68 73 Dealing with Courts 72 66 61 66 Obtaining approvals, licenses, and certifications from government offices

65 68 71 68

Tax assessments 67 64 71 67 Securing Government Contracts 78 56 78 70 Quality of employees 84 76 72 77 Regulations/restrictions in hiring labour 71 81 81 78 Multiple taxation 84 78 73 79 Dealing with rent seeking behavior of government task forces/security agencies

68 64 66 66

Dealing with ‘area boys’ and hoodlums 76 59 74 70 Education infrastructure 80 61 79 73 Healthcare infrastructure 77 52 67 65 Road Infrastructure 65 68 68 67 Market Facilitation 72 72 77 74

3.4. Discussions with SHPAs

Interviews were conducted for designated officials of selected SHPAs, specifically, banks, MEDA, Supreme Coalition, and DIDC and the views gathers are summarized under the relevant headings below: 3.4.1. SHG-Bank Linkages

Banks generally require: proof of effective organization (extracts of minutes of meetings, constitution, evidence of regular AGMs, audited account statements, etc.); having a duly registered cooperative society; and purpose of credit and a repayment plan before advancing money to SHGs. The general view of banks interviewed was that SHGs in the State needed more capacity building on preparation of bankable proposals and group dynamics to enhance their credit worthiness. Access bank particularly pointed at a facility it packaged for former Okada Riders in Edo State and wished groups in Cross River State to draw some useful lessons. The association of Okada Riders was able to raise a substantial part of the cost of acquiring the taxis from its members thereby meeting the primary condition for obtaining the facility. Government had to give only third party guarantee. Each beneficiary opened and managed his/her account and made the repayments individually. The group officials tracked all the vehicles. With very minimal risk of default the Bank was set for a second phase of the programme. This contrasts with the Cross River model where government took the facility on behalf of the beneficiaries and bore the risk of default 100 percent. Another benefit of the Edo model is that it promoted banking culture among beneficiaries unlike the Cross River model where the beneficiaries did not need to maintain an account with the bank. Access Bank looks forward to replicating the Edo State model in Cross River State. 3.4.2 SHG-Government Linkages

SHGs-Government dialogue received significant boost in 2012 with establishment of the Department of CSOs/NGOs to coordinate the activities of all types of SHGs, and designation of the CROs as Desk Officers of the Department in the respective State House of Assembly Constituencies. Equally, Supreme Coalition one of the largest SHGs Federations in the State is receiving government support and facilitation for accessing low interest credit windows for its members and affiliate SHGs. Supreme Coalition also operates thrift savings and is linked to SMEDAN, NASSI, etc., and partnering with the State MDI for training of members.


3.4.3. Microfinance and Enterprise Development

MEDA organizes micro enterprises into small groups for training, micro financing, enterprise incubation, and mentoring. MEDA is currently partnering with the Ministry of Women Affairs on Project Awake. It commenced Yam Intervention programme in 2011 and disbursed N200,000.00 across board to each selected farmer. Loan recovery was secured with cross guarantees among beneficiaries and third party guarantors. MEDA is working on groups of yam farmers in Yakurr and Ogoja. There are groups of 10 farmers per ward – 13 ward – working with 130 persons. Ogoja had 10 wards – working with 100 persons. Yam output increased at new yam festivals in the State. MEDA interfaces with banks on behalf of SHGs and negotiates lower interest rates for them, and is willing to partner with donors through contribution to an enterprise development fund to be launched in the future. 3.4.4. SHGs – Donors Linkages

DIDC deals with SHGs that collaborate with donors. At the time of research there were no standard guidelines for donor-SHG linkages. No framework for coordinating local donations, and no basket funds that SHGs can access. DIDC deals largely with international donor cooperation and collaborates mainly with CSOs/NGOs linked to donor projects/programmes.

4. Key Challenges of SHGs in the State • Declining interest in membership and activities of SHGs.

• Fewer SHGs attract credit facilities for members and their businesses.

• Internal governance of SHGs generally weak.

• Fewer SHG – Community development projects

• More SHG members/officials complain of unfavourable business environment for development of businesses

5. The Intervention Plan Table 5.1: The Intervention (Action) Plan

GOALS/OBJECTIVES INITIATIVES/ACTIVITIES COLLABORATING MDAS, groups, etc.

Overall Goal: Reduce Funding gaps through sustainable SHG culture, and fuller access to all Government and donor empowerment programmes, thereby reducing dependence on allocation from the Federation Account to 25 percent by 2016

Increase the number of registered SHGs by 10 % per annum

Legal framework for Registration, regulation SHGs/NGOs/CSOs in the State

Ministry of Justice to support drafting of legislation

Design attractive Incentives for Registration State Executive Council (SEC) to adopt legislation

Formalize Registration of SHGs State House of Assembly to pass legislation into SHG Law

Eliminate Multiple Registration Ease the Process of Registration Raise publicity on the importance of participating in SHGs All State MDAs to Mainstream SHGs

concerns in Action Plans & annual budgets Mainstream SHGs issues in the LGCs’ Budget Process

Build capacity for SHG advisory services among CROs & SWOs

MDI to support training of CROs and SWOs. To collaborate with Ministry of Local Government Affairs for buy in by the LGCs


Table 5.1: The Intervention (Action) Plan - continued

Increase the number SHGs facilitating credit for members by 10% per annum.

Create and manage an infrastructure of information and financial resources to support SHGs

Liaise with ICT Dept. for design of accessible electronic platform

Render the Infrastructure of Information and finances accessible and affordable to SHGs

Liaise with State Planning Commission, State Bureau of Statistics, CBN, Chambers of Commerce, NASSI, SMEDAN, national and State investment promotion bureaus for information

Identify and link up with all local and international SHG funding institutions and programmes

Create basket fund to support counter-part funding of community SHG projects

Seek SEC’s approval, collaborate with DIDC, Min. of Finance, Budget Office

Encourage all SHG Participants to own bank accounts Liaise with SHG Federations, Commercial Banks

Strengthen Capability for preparing funding proposals

Liaise with MDI, SPC Strengthen capacity for preparing feasibility studies

Strengthen capacity for conducting situation Analyses

Strengthen capacity for preparing Statement of Accounts

Liaise with Accountant-General

Strengthen capacity for Monitoring and Evaluation SPC, Dept. Project Monitoring & Evaluation

Strengthen internal governance of SHGs

Regulatory and prudential guidelines for governance of SHGs based on the legal framework enacted by SHA

To liaise SERVICOM, Due Process, independent consultant to assist in development of SHGs/NGOs/CSOs Policy for the State

Strengthen capacity for preparation of SHG Constitution

Build capacity for managing SHG meetings among the executive members Independent experts Undertake periodic benchmarking of SHGs

Provide avenues for members to voice grievances about how the SHG is managed

SERVICOM

Ensure that election of SHG officials/representatives are free and fair

State Security Adviser

Increase the number of SHG-Community Development Projects by 20 percent per annum

Multi-sector Institutional Community Development Strategic Policy

Liaise with SPC

Promote Linkages Between Groups and national & international agencies & Donors

Liaise wit DIDC, NDDC, SHG Federations, Diaspora groups

Agricultural programmes address the concerns of SHGs Ministry of Agriculture, FADAMA, MEDA, NDDC, etc.

SHGs benefit from MEDA capacity building programmes

MEDA, mobilize local donations for scale-up

Pro-Health SHGs partner with Health sector MDAs Ministry of Health, SACA, and other health sector agencies, and donors,

Pro-gender SHGs access support programmes Ministry of Social Dev. & Women Affairs, and GEMS 3

CROs coordinate activities of SHGs in the SHA constituencies

Regular capacity building – MDI, independent experts

SHGs Federations represented in State and LGCs budget Committees

SEC’s approval, State Budget Office, Ministry of LG Affairs

Policy framework for SHG –government partnership SPC, independent expert

Project specific incentives provided SPC, Ministry of Social Welfare and Development

Projects to be financed included in LGCs/State Budget

SEC’s Approval, State Budget office, Ministry of LG Affairs, BIR

SHGs participate in costing of project

Expenditure on community development project tax deductible

High performing SHGs officials/participants encouraged with State Honours Award and political appointments

SEC’s Approval


Table 5.1: The Intervention (Action) Plan - continued

Information on SHG community development projects published

Liaise with Ministry of Information, Department of ICT

20% improvement in the number of SHG participants that consider the business environment favourable for doing business

State investment policy supportive of SHGs SPC, MEDA, Investment Promotion Bureau

Multiple taxes and nuisance levies eliminated BIR, LG Chairpersons

Access to land for agriculture and other businesses eased

Ministry of Lands & Housing

Rent seeking and other oppressive victimization of SHG members checked.

Ministry of Justice (Citizens’ Rights Dept.), State Security Adviser, Police CRC

Information on new business opportunities, markets, and raw material sourcing provided

State & National Investment Promotion Bureaus, CBN, private Internet search experts

Procedures for obtaining approvals and licenses reduced, and all forms of time taxes eliminated

State Investment Promotion Bureau, BIR, LG Chairpersons

Infrastructural gaps and deficits reduced Liaise with relevant State MDAs, and related Federal MDAs, and donors

Increase in the number of SHGs participants/officials with registered by 40% each year

State-level business formalization reform programmed

SPC, Independent expert to prepare framework for business formalization

Establishment of formal evening markets to eliminate illegal road table trading

LG Chairpersons, Ministry of lands & Housing

More lock shops created in existing markets

New markets and theme parks created to accommodate potential entrants

Continuing identification and dialogue with informal operators to determine basis for possible formalization

Liaise with MEDA, State Security Adviser, Police Community Relations

Create incentives for businesses transiting from informal to the formal sector.

Liaise with MEDA, State Security Adviser, Police Community Relations, Ministry of Youth & Sport Development

Conclusion This study gathers baseline information of SHGs in Cross River State. The principal areas of focus were their outreach, social roles, and sustainability. The information gathered were used to set up indicators for assessing the SHGs are performing and set the benchmarks for sustainability checks in the future. The work was divided into three main sections, as follows: section one, background issues; section two, methodology, and section three findings and implications. Following the main sections is this conclusion, an intervention plan, and the bibliography.

The study found that self help consciousness has evolved from the pre-colonial times where filial associations, age grades, and family or village councils promoted exchange of services based on reciprocity, through the colonial times where community service and taxes were enforced by coercion and self help became privatized and narrowed to serve the interest of its promoters, to the post colonial military era when government takeover, control and management of common services crowded out community initiatives (making self-help movements more privatized), and to the present era in Cross River State where abysmal decline in statutory allocation from the Federation Account, the need to garner local initiative and support and ensure communal ownership and management of projects built with scarce funds, and also attract more donor funding have made going the path of SHG development expedient.

Currently, only a few organizations in Nigeria qualify to be called SHGs; in terms of linkages with banks and government, savings of members, lending, and sustainability. Many SHGs in Nigeria are quick-fix organizations packaged to extract personal gains or serve as platforms for political relevance. Successful SHGs in Nigeria include: Community Development Trust Fund (CDTF) in


Lagos State; Community Women Association of Nigeria (CWAN) in Ondo State; Live Above Poverty (LAPO) in Edo State, and Peace Development Center in Uyo. LAPO is currently lending to many in Cross River State.

The study sample was composed of 568 SHGs and 1092 SHG members/participants fro the 18 LGAs of Cross River State. They were selected from cooperative societies (CS), community based organizations (CBOs), non-governmental organizations/civil society organizations (NGOs/CSOs), producing groups (PGs), marketing groups (MGs), old students’ associations (OSAs), and faith-based organizations (FBOs). The method of purposive sampling was adopted to accommodate useful biases in the selection of the surveyed SHGs.

The survey design and research questions centered around outreach, social role, and sustainability of SHGs. It was obvious however that the findings of this study would likely be affected by: absence of a legal framework for the registration, regulation, promotion, and monitoring of SHGs; there are fewer banks for rural based SHGs to relate with; and absence of mechanisms for SHGs-Government dialogue. The research focused on three categories of respondents, namely; officials/representatives, members/participants, and officials of selected SHPRAs, and the survey tools used were semi structured interviews, focus group discussions (FGDs), and questionnaire.

The actual number of SHGs in the State could not be determined because of multiplicity of registrations and poor record keeping. But many SHGs surveyed were registered with CAC and the SHPAs relevant to them, and there are no standard registration procedures, regulatory procedures or operational manuals for the different support groups. Many of the sampled groups owned cooperative societies and operated had bank accounts. But only a few were able to earn the trust of banks to the extent of securing loan facilities for onward lending to members. A major cause of poor SHG-bank linkages is weak capacity for engaging banks arising from inadequate knowledge of existing credit opportunities.

The SHGs had on average 15 to 37 members, with average age of 4 – 5 years. It was difficult to obtain comprehensive information on the actual monthly savings, as officials of SHGs generally feared their taxes may be increased thereafter (an indicator of lack of trust for government). Fewer SHGs admitted being affiliated to federations or cluster networks, indicating low synergy among SHGs and also that the existing federations lack the underlying layers of SHGs to qualify them as federations. Many SHGs had members who were elected/appointed to political offices, which confirm the thinking that many SHGs are politician seeking platforms for benefiting from the patronage of Government and donors. Expectedly, fewer SHGs undertook community development projects. Equally, most SHGs had licenses to operate cooperative societies, which expresses the expectation of promoters to use SHGs to secure credit facilities from banks and grants from development partnership projects of agencies like Fadama, CSDP, CR-ADP.

More the half the SHGs members interviewed said passbooks were not maintained for them, but more SHGs officials agree to had data on lending to members. Fewer SHGs members had paid jobs. The SHGs members generally considered the business environment in the State unfavourable to doing business, and specifically identified poor electricity supply, low quality of employees, and multiple taxes as serious obstacles to doing business in the State.

From the perspective of banks, SHGs members and enterprise owners in the State poorly placed for accessing bank credit due to weak capacity for bankable documentation, a history of poor loan recoveries, and inadequate credible sponsors or promoters that are willing to serve as guarantors. This weighed against the situation of Edo State indicates that more needs to be done to strengthen the SHGs –banks linkages in Cross River State. With regards to SHGs-Government linkages, indicates growing readiness of Government to dialogue with SHGs. Among other developments, the Department of CSOs/NGOs was created, and State Government is entering into negotiation with Supreme Coalition for securing low interest credit windows for enterprises in the State. The Coalition is also currently partnering with MDI for training of its affiliate members and enterprises. But there is need for standardization of the registration, operation, and regulation of all categories of SHGs. There is also


need to create a ‘Basket Fund’ for supporting SHGs community development initiatives, and provide counterpart funding for SHGs-Government partnership projects.

The study observed generally that interest in SHGs membership is declining in the State because fewer SHGs are able to meet the expectations of members in terms of access credit, sound governance by SHGs officials, and incapacity of SHGs to dialogue with government on issues that affect their living conditions and the business environment. To promote the self help culture and ensure that SHGs in the State contribute more to the development of the State, the study proposes an intervention plan aimed at sustainable SHG culture, and fuller access to all Government and donor empowerment programmes, thereby reducing dependence on allocation from the Federation Account to 25 percent by 2016

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Abbreviations AA - Alcoholics Anonymous

ACGSF - Agricultural Credit Guarantee Scheme Fund ACSS- Agricultural Credit Support Scheme AGM – Annual General Meeting BIR – Board of Internal Revenue CAC – Corporate Affairs Commission CACS - Commercial Agriculture Credit Scheme CBN – Central Bank of Nigeria CBO – Community Based Organization CDTF - Community Development Trust Fund CRO - Community Relation Officer CRS-ADP – Cross River State Agricultural Development Programme CRSACA - Cross River State Agency for Control of AIDS CS - Cooperative Societies CSO – Civil Society Organization CWAN - Community Women Association of Nigeria DIDC – Department of International Development Cooperation DMO - Debt Management Office FADAMA – Hausa name for irrigable land FBO – Faith Based Organization FMA&WR- Federal Ministry of Agriculture and Water Resources GEMS 3 – Growth & Employment in States 3 ICT – Information and Communication Technology LAPO - Live Above Poverty LG – Local Government LGA – Local Government Area MDA – Ministries, Departments, Agencies MDF - Microfinance Development Fund MDI – Management Development Institute MEDA - Microfinance and Enterprise Development Agency MGs – Marketing Groups MSMEs – Micro, Small, and Medium Enterprises NERFUND – National Economic Reconstruction Fund NCDF – Nigerian Capital Development Fund NDDC – Niger Delta Development Commission NGO – Non Governmental Organizations NIRSAL -Nigeria Incentive-Based Risk Sharing System for Agricultural Lending OSA – Old Students’ Association OVP WDI- One Village Planet Women’s Development Initiative


PAS - Proportional Area Size PGs – Producing Groups PLC – Public Limited Company PSDGs – Private Sector Development Groups RRF - Refinancing and Rediscounting Facility SA - Special Adviser SEC – State Executive Council SERVICOM – Service Compact with All Nigerian SHGs - Self Help Groups SMECGS - SMEs Credit Guarantee Scheme SMEDAN - Small and Medium Enterprises Development Agency of Nigeria SPC – State Planning Commission

Self Help Groups in Cross River State, Nigeria 1 · 2015-09-06 · 1 This paper was based on the outcome of a study of Self Help Groups in Cross River State, Nigeria sponsored by

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