PROFILE OF CHRISTIAN RURAL AID NETWORK (CRAN), GHANA

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CHRISTIAN RURAL AID NETWORK

(CRAN), GHANA (Meeting Rural People at their point of Need) AN ORGANIZATIONAL PROFILE

(WITH FOCUS ON MICROFINANCE)CRAN AS A LOCAL RURAL DEVELOPMENT NGO WORKING TO END POVERTY IN GHANA

1.0INTRODUCTION

The purpose of this document (CRANs organisational profile) is to introduce CRAN and its work i.e. its programmes, projects and activities, which it undertakes within its various target areas in parts of Ghana.

2.0ABOUT CHRISTIAN RURAL AID NETWORK (CRAN)

The Christian Rural Aid Network (CRAN) is a rural development organisation established in 1993 with its seat in Cape Coast in the Central Region of Ghana. It is registered as an NGO (under the Companies Code 1963, Act 179) with the Registrar Generals Department (Registration No: 56925), and also with the Department of Social Welfare (Registration No: DSW/671). CRAN is also an active member of the Ghana Association of Private Voluntary Organisations in Development (GAPVOD) as well as the Ghana Micro-Finance Institutions Network (GHAMFIN). CRAN has as its broad aim to promote the socio-economic development of the rural poor and by that working and contributing in a most professional and qualitative manner towards ensuring an improved quality of life for the over 60% of Ghanas population who reside in mainly squalid and distressed rural communities.

CRANs work is based on the values of Christian motivation and obligation towards the development of the individual as a whole. In this regard it employs and promotes demand-led or self-help strategies towards rural community development and rural poverty reduction.

2.1CRANs Vision

CRANs vision is to see a Ghanaian society in which, poverty and its concomitants including hunger, illiteracy, ignorance and squalor, which characterize the lives of majority of the countrys rural population are substantially reduced if not completely eradicated, leading to the achievement and sustenance of social justice.

2.2Our Mission

To work towards improvement in the quality of life for the rural poor and disadvantaged populations and communities in a holistic manner (physically, socially, economically and spiritually) with emphasis on the economic and social empowerment of women as well as the right of children to quality formal basic education in a most professional and qualitative manner.

2.3Our Core Values

Paramount are the people we serve. To act with passion for the poor, the disadvantaged and the vulnerable, while upholding credibility and professionalism.

2.4Our Broad Objectives

CRANs broad objectives are to:

Achieve social and economic development and improved quality of life for poor and disadvantaged rural households and communities with emphasis on women and children within CRANs geographical scope of operation.

Promote and provide access to quality formal basic education for children within deprived rural communities and by that contributing to bridging the urban-rural, gaps in basic education in Ghana and also as long-term means to poverty reduction.

2.5Our Key Policy Steps towards Achieving ObjectivesIn striving to achieve the above objectives, CRAN has adopted a number of policy steps and strategies some of which include:

Working in partnership with relevant governmental institutions and agencies, local (decentralised) political and administrative bodies (District Assemblies) and departments to initiate and implement development programmes and projects at the village level.

Working in close partnership with other NGOs, churches and church organisations to bring development to the rural poor, the needy and the disadvantaged in our target communities. Promoting the concept of self-help among target communities in order for these to contribute towards their own development and social well being.

Seeking innovative ways to raise funds both locally and internationally including partnerships with foreign donors and foreign development organisations, Christian organisations and churches in support of CRANs development programmes and projects.

Using microfinance as a tool for poverty alleviation and wealth creation and by that providing access to microcredits for poor rural households towards the promotion of income-generating activities while at the same time inculcating savings culture among this same target group.

Promotion of vocational and entrepreneurial training targeted at rural women towards the acquisition of self-employable skills for income-generation activities.

Incorporating HIV/AIDS prevention and related issues in all of CRANs development programmes and projects at the community level.

Developing and maintaining CRAN as a professional quality organisation.

2.6CRANs Main Programme AreasCRAN operates along two broad programme areas. These are:

a) Microfinance for Development programme

b) Social Development programme

3.0MICROFINANCE FOR DEVELOPMENT CRANs Microfinance programme is professionally managed and distinctively separate from its Social Development Programme, although it is common to find that microfinance constitutes a key component in a number of CRANs social development projects.

CRANs Microfinance programme broadly entails:

Rural and informal sector microfinance.

Extension of microcredits to poor households on both individual and group basis.

Rural savings mobilisation schemes based on the traditional Susu system.

Establishment of village banks and microcredit village agencies.

Promotion of small businesses at the rural and peri-urban sectors using microfinance.

Entrepreneurial skills training for target groups and clientele.4.0 SOCIAL DEVELOPMENT PROGRAMMECRANs social development programmes focus mainly on the following areas:

Promotion of quality basic education among target poor rural communities through various strategies including:

- The provision of basic school infrastructure and facilities;

- Support for Early Childhood Development Programmes;

-Girl-Child Education Promotion and Child Education Support Schemes (CESS)

-Generally assisting to develop a community environment that stimulates parents to send and retain their children in school; and

-Partnering with other basic education providers including the churches and District Assemblies at the local level.

Promotion of vocational and entrepreneurial training for women and target rural households towards self-employable skills development and empowerment.

Promotion of village micro-enterprises through the combination of appropriate technologies, entrepreneurial training and microfinance towards rural poverty alleviation as well as wealth creation.

HIV/AIDS prevention education and support for direct and indirect victims of the pandemic through various programme activities.

5.0 GEOGRAPHICAL SCOPE OF CRANS ACTIVITIES AND

TARGET GROUPSCRAN over the last ten years has been operating within parts of the Central Region, Western Region and the Volta Region of Ghana. The specific districts across the regions where our activities and operations are concentrated include:

Central Region:

Mfantsiman District Abura-Asebu-Kwamankese District Cape Coast Municipality (including mainly rural and peri-urban fringes) Komenda-Edina-Eguafo-Abirem (KEEA) District

Volta Region:

Hohoe District

Kpandu District

South Dayi District

Jasikan District

Kadjebi District

Western Region: Shama-Ahanta East District Mpohor Wassa East DistrictIn 2002, CRAN was selected by the Government of Ghana among a few NGOs to co-implement the Microfinance for Food Marketers component of the Emergency Social Relief Programme (ESRP) in at least five (5) other districts in the Western Region. These included Ahanta West District

Wassa West District

Wassa Amenfi District Sefwi-Wiaso District

Juaboso District.5.1The Seat of the OrganisationThe seat and headquarters of the organisation is located in Cape Coast in the Central Region whilst the regional office for operations in the Volta Region is located at Hohoe. 5.2 Specific Target Groups of CRANs Programmes and ProjectsOur key target groups in all the districts within the Central and Western regions include the several clusters of indigenous and migrant fishing communities dotting the coastline in these areas as well as several distressed peasant farming communities. The key occupational groups targeted include fishermen and fishmongers, farmers, agro-processors, food marketers and retailers, artisans, petty traders, market women and various categories of informal sector operators.The main target groups among which we operate within the five districts in the Volta Region are several distressed rural farming communities and also among small informal sector operators including agro-processors, food marketers and retailers, artisans, petty traders, market women with considerable emphasis on women.

6.0ORGANISATIONAL STRUCTURE OF CRAN

The organisational structure of CRAN is composed of the following:

Board of Directors Executive Management, and Project Managers /Field Staff.

a)Board of Directors

The nine-member Board of Directors of CRAN is the highest decision-making and governing body of the organisation. Composed of individuals with varying but rich professional and academic backgrounds, the Board assists in drawing and approving policies, plans and programmes of CRAN as well as setting the strategic direction for the organisation in order to meet its mission and long term objectives. Among other things, it is responsible for approving the annual budgets of the organisation and in that sense the Board exercises the necessary financial controls and checks over the organisation. The Board also advises on a wide range of policy and technical issues while fostering a close relationship between CRAN and government agencies, donor and partnering organisations as well as between other NGOs both within Ghana and abroad.

b) Executive Management

The Executive Management is the executing body that carries out the day-to-day management and administration of the organisation. It is responsible for the implementation of policy decisions, programmes and projects approved by the Board of Directors. The Executive Management is also responsible for programmes and projects planning, budgeting, fundraising and fostering project partnerships, projects implementation, monitoring and evaluation and reporting. Headed by an Executive Director, the Executive Management is composed of the Directors and Heads of the three main divisions of CRAN namely Programmes and Projects, Microfinance and Administration/Finance. In addition to these are the various Programmes Officers/Co-ordinators and the Head of Finance and Accounts. The Executive Management is assisted in the execution of its functions and duties by a secretarial and technical supporting staff at the organisations head office and regional office in Cape Coast and Hohoe respectively.

c)Project Managers/Field Staff

Local Project Managers and Field Staff are those stationed locally to supervise and manage projects at the village community level. These include the various Managers of the Village Bank Units of CRAN set up as part of its microfinance programme, including also Microcredits Field Officers and Village Agents. Local Project Managers and Project Officers directly carry out the specific and planned activities involved with the various projects, working in close collaboration with the beneficiary/target communities. Local Project Managers and Field Staff also carry out regular monitoring and evaluation of projects assessing their impacts on the target groups while providing regular feedback link between the CRAN main office and the project communities. They also assist in mobilising project target communities for communal action and self-help activities as part of project implementation and management.

d)Grassroots Units as the Direct Beneficiaries

Grassroots units who are often the direct beneficiaries of CRANs activities do include whole village communities led by their chief and elders and represented by Village (Town) Development Committees, Assemblymen/women or Unit Committee Members, Members of Parliament etc. Other direct beneficiaries include community based organised groups such as womens groups, village production groups, church groups, youth groups and children. Community project leaders most often elected by the project communities and trained by CRAN liaise between local project managers and the community in order to ensure that project activities remain on track and on schedule. A number of strategies including Participatory Rapid Appraisal (PRA) Methods, Baseline Surveys and Rural Household Index, Need Assessment etc. are used to identify project target groups usually the poorest of the poor.

CRAN Management also does have very regular direct technical-community interfaces with both prospective and actual project communities at all stages of the project cycle. These include the project conceptualisation and formulation, design, implementation, monitoring and evaluation stages of the project. This is deemed crucial in order to afford target communities maximum participation in all facets of the project. CRANS ORGANISATIONAL STRUCTURE

Grassroots Units and Rural Clientele

7.0ALL ABOUT CRANS MICROFINANCE PROGRAMME7.1A Historical OverviewIn 1993, CRAN initiated a rural credit scheme known as Small Scale Rural Lending Scheme targeted at rural women in fishing related enterprises. The aim of the scheme was to provide rural credits for the enhancement of income generating activities and the economic empowerment of the target group. Group lending was encouraged to minimise default on loans and delinquency, and also to provide group or collective collateral to enable the group obtain larger volumes of credit from the commercial banks. The scheme, however suffered some setbacks along the line accounted for by poor credit recovery rates and inadequate capitalisation.

Between 1996 and 1997, the management of CRAN made painstaking efforts to study and properly investigate reasons and factors accounting for the low success of the Small Scale Rural Lending Scheme as well as similar schemes initiated by both government institutions and other NGOs. Within the same period, other success stories elsewhere in the world were carefully studied, especially, the Grameen Bank Model of Bangladesh and others in Africa and Latin America. In addition, CRAN became a member of the world microcredits movement (Microcredits Summit) through which it avails itself of valuable technical information including information on other microfinance success stories elsewhere in the developing world, as well as training opportunities for CRANs staff in the efficient administration and management of rural credits.

Armed with these renewed knowledge and skills, CRAN re-launched its rural credit and savings scheme in April 1998 as CRANs Microcredits and Savings Scheme based on a new model and with innovative components that are intended to render the scheme sustainable, with considerable positive impact on rural poverty reduction in Ghana. Key among these innovations are emphasis on savings mobilisation and efficient micro-banking system, which saw the establishment of village/community banks and women solidarity groups in target areas to serve clusters of rural communities and populations. With a start-up operational capital of only 5million cedis (US$1,500 as in 1998), the scheme was managed very successfully, until two years later in 2000, when it received its first major capitalisation boost.

The CORDAID (formerly Bilance) of The Netherlands, having satisfied itself with the operational mechanism of CRANs Microcredits and Savings Scheme and in particular, its outreach to rural women, committed a total of US$185,000 towards the capitalisation of the programme. Of this amount, US$100,000 was a micro-credit loan-in-aid meant to directly capitalise the scheme, while US$85,000 was a grant-in-aid provided to fund other required investments related to the programme. In 2001, the Deutsche Welthungerhilfe [also known as German Agro Action (GAA)], which also became interested in CRANs Microfinance scheme, provided some funds towards logistics and staff training. It also sponsored two CRANs staff for a study tour of successful women-targeted Microfinance projects in Mali.

The Evangelischer Entwicklungsdienst e.V. (EED) of Germany in 2002 also provided an 80,000 grant facility for the direct and exclusive capitalisation of the microfinance scheme which by then had commenced in the Volta Region of Ghana.

Today, CRANs micro-credit scheme is undergoing a rapid and a very healthy growth. Starting with a humble client size of 50 in 1998, it now reaches a total of more than 10,000 families and clients across three regions of Ghana Central, Volta and Western Regions. Women in particular have benefited and continue to benefit immensely from the scheme, taking advantage of the programmes financial discipline and credit extension facilities. Currently, women constitute more than 75% of total client size. Economic groups reached include traders, fishmongers, fishermen, artisans, peasant farmers, and small-scale agro- processors. A total of eight village/community bank units are currently in operation with a total of 35 full-time employees under the programme. CRAN is currently set to expand the programme to reach at least 30,000 clients by year 2010 and at least 50,000 clients by 2015 once the requisite capitalisation funds are secured.

7.2 Vision of CRANs Microfinance ProgrammeThe vision of CRAN Microfinance is to achieve an improved and sustained quality of life for the majority of the productive rural and peri-urban poor in the Ghanaian society through the instrument of microfinance (in combination with other instruments), as a basis for attaining and sustaining social justice.

7.3 Mission of CRANs Microfinance Programme

The mission of the Microfinance programme of CRAN is to provide innovative microfinance services at affordable prices to the productive rural and peri urban poor in the Ghanaian society with emphasis on women.

7.4 Main Objectives of CRANs Microfinance Programme

To reach 30,000 households with microcredits by the year 2010 and 50,000 households by the year 2015.

To ensure that at least 70% of the rural and peri-urban poor who receive microcredits under the programme by 2015 within the various target areas are and remain women.

Ensure that CRANs Microfinance covers at least five districts each within each of the three target regions of Ghana - Central, Western and Volta Regions where CRAN is currently operating by 2015.

CRANs Microfinance programme becomes fully self sustainable by 2010 and largely independent of foreign donor funding.

Attain a microfinance institutional status that promotes at least 2.5% of clients from subsistence to income generating to micro-enterprise and to small-scale industry yearly staring from 2006.

CRANs Microfinance programme graduates into a fully-fledged microfinance institution and thereupon becoming a key player in Ghanas microfinance industry by 2010.

Increase and achieve rural and informal sector savings mobilisation rate of 25% per annum starting from 2006.

Provide entrepreneurial capacity building training and business advisory programme to at least 25% of total registered clients in a year.

8.0 SUMMARY OF CRANS CURRENT MICROFINANCE RELATED PROJECTS AND ACTIVITIES

Programme /ProjectLocationDistrict /RegionThreshold/ Target Population.Sponsors/ DonorsRemarks

Micro-Banking, Savings &Group Lending Schemes

1.Cape Coast Microfinance Bank UnitCape CoastCape Coast, District, CRTotal of 50,000 in a peri-urban areaCORDAID Services informal sector operators mainly

2.Swidu Community Microfinance Bank UnitSwidu- Cape CoastCape Coast, District, CRTotal of 15,000 in a peri-urban suburbCORDAIDServices informal sector operators & artisans mainly

3.Abura Community Microfinance Bank UnitAbura- Cape CoastCape Coast, District, CRTotal of 20,000 in a peri-urban suburbCORDAIDServices market women & food marketers & petty traders etc

4.Elmina Community Microfinance Bank UnitElminaKEEA District, CRTotal of 30,000 in a peri-urban suburbCORDAIDServices women fish processors & fishmongers, petty traders etc

5.Shama-Kedzi Community Microfinance Bank UnitShama-Kedzi SAED District, WRTotal 10,000 in clusters of villages CORDAIDServices women fish processors & fishmongers

6.Hohoe Microfinance Regional Branch Bank HohoeHohoe District, VR50,000 in clusters of villagesEEDServices informal sector operators, petty traders & farmers

7.Kpandu Community Microfinance Bank UnitKpanduKpandu District, VR30,000 in clusters of villagesEEDServices informal sector operators, petty traders & farmers

8.Kadjebi Community Microfinance Bank UnitKadjebiKadjebi District, VR20,000 in clusters of villagesEEDServices informal sector operators, petty traders & farmers

9.Group and Individual Lending SchemesSelected communities in the AAK districtAAK District, CR10,000 in clusters of villagesGoG Social Investment Fund (SIF)Services informal sector operators, petty traders & farmers

10.Group Lending SchemesTarget production groups in three districts in VRHo, Hohoe, Kpandu, Districts in VR30,000 in clusters of communitiesGoG Social Investment Fund (SIF)Services market women & agro-processors, petty traders etc

11.Group and Individual Lending Schemes10 selected villages in the KEEA DistrictKEEA District C/R2,000 women as part of nutrition promotionLIF Project MOH, World Bank sponsored CBNFSP of CBPRP projectCRAN selected to execute the microfinance (LIF) component of the project here

12.Group and Individual Lending Schemes10 selected villages in the Kadjebi DistrictKadjebi District, VR2,000 women as part of nutrition promotionLIF Project MOH, World Bank sponsored CBNFSP of CBPRP projectCRAN selected to execute the microfinance (LIF) component of the project

Rural Micro-Enterprises Development Promotion Programme

13.Village Entreprises Development Promotion Programme (VEDPP)Targeting 50 village communities Hohoe District, VRSeveral village production groupsEEDAimed to provide rural employment & sustainable source of income

14.Womens oil and cassava processing projectLiati-Wote/ LogbaHohoe District, VRTotal of 1,000 in four villagesCRAN Freundeskreis, EEDAs part of VEDPP

15.Integrated Agro-processing & production projectGbi-WegbeHohoe District, VRTotal of 1,000 in a villageEEDAs part of VEDPP

16.Mushroom & Snails Growing projectsLiati-WoteHohoe District, VRTotal of 3,000 in four villagesCRAN Freunde-skreis, EEDPilot project as part of VEDPP

17.Forestry & Bee Farming projectsLiati-WoteHohoe District, VRTotal of 3,000 in four villagesCIDA, EEDAs part of VEDPP

18.Improvement of Agricultural production

projectsTwenty-five (25) farming villagesHohoe District, VRTotal of 300 in 25 farming groupsEEDAs part of VEDPP

19.Agro-processing mills project for womenAbakam Fishing VillageCape Coast District, CRTotal of 3,500 in 4 adjoining village communitiesCrossroads USA, CRAN FreundeskreisAs part of VEDPP

Dzi Ngo Pa Oil Processing Mills ProjectEfutu KoforiduaCape Coast District, CRTotal of 8 separate agro-processing groupsTara Jane Trust, UKAs part of VEDPP

Legend:

CRAN - Christian Rural Aid Network;

CR - Central Region;MOH Ministry of Health

KEEA Komenda-Edina-Eguafo-Abirem;

EU European Union; WR Western Region

EED Evangelischer Entwicklungsdienst;

VR Volta Region; LIF - Local Initiative FundAAK Abura-Asebu-Kwamankese

CR Central Region GoG Government of Ghana

CBNFSP - Community-Based Nutrition and Food Security Programme

SAED Shama Ahanta East DistrictCBPRP - Community-Based Poverty Reduction Project

SIF - Social Investment FundVEDPP - Village Entreprises Development Promotion Programme9.0CRAN MICROFINANCE: OPERATIONAL PROCEDURES The operational procedures or mechanism of the microfinance programme are built on the following components:

9.1 Savings MobilisationA key component of the microcredit scheme is the savings plan modelled on the time-tested traditional Susu system. The Susu is a mobile informal bank that accepts fixed deposits on a daily basis over a set period, thereby setting the depositor on a programme of financial discipline.

Clients either deposit their daily savings directly with the village/community unit banks in their area, or are visited on daily basis by CRANs well-trained field officers to collect these savings. The savings plan is compartmentalised into compulsory savings and voluntary Susu savings. The Compulsory Susu Savings (CSS) permits clients to take loans after a compulsory deposit of 90 days, while the Voluntary Susu Savings (VSS) allows clients to deposit any amount on a daily basis, which they are entitled to retrieve at any time. The voluntary Susu savings client suffers a 3.2% deduction per month being commission charged on his/her savings.

9.2 Credit Extension and Facilities/Procedures for Credit DeliveryAfter three (3) months of successful participation in the compulsory Susu savings programme, clients qualify for loans. There are four categories of loan administered under the CRAN Microfinance Programme.a)

Short-Term Business Loan (STBL): On qualification, a client is required to put in an application. Loan amount per client is usually 200% of clients total savings amount. The saving is however; retained to serve as collateral and it is refunded to the client only after a successful repayment of the loan. The maximum repayment term is six months. The interest rate for STBL is at effective rate of 30% per annum.

b)Long-Term Business Loan (LTBL): As in the case of the Long Term Business Loan (LTBL), the client who qualifies for the credit facility is given 200% of his/her total deposit with the deposit retained to serve as collateral until a successful repayment of the loan. Maximum repayment period here is one year. The client is expected to pay only the interest monthly on the total loan received for the period he/she keeps the principal. When the period expires, he/she pays the bulk principal including interest for that month. The interest rate here is 35% per annum. LTBL is granted to creditworthy clients who have benefited from STBL for over two years and operate successful businesses, which may take at least a year to yield income and profits. In both cases of STBL and LTBL, clients retained savings are used to offset their debts in case of any default in repayment of their loans.

c)Group Loans/Lending Schemes: Group loans based on the Grameen model also form an essential part of CRANs credit delivery and management system. Properly constituted and well registered economic and production groups receive both long-term and short-term business loans. Solidarity group loans are also extended to clients where group collateral guarantees loans for the group members. Loan repayments are through the groups and their recognised leaders in charge. Groups are expected to deposit 10% of the loan value as part of the collateral with loan repayment spread over six months or one year depending on whether the loan is STBL or LTBL. d)

Inventory Loans (Loans in kind): Inventory loans or loans in kind form part of CRANs Microfinance programme. Under this, loans are packaged in the form of agricultural and agro-inputs and delivered directly to farmers and agro-processors other than cash. Currently, the inventory loan facility remains a veritable part of CRANs Village Enterprises Development Promotion Programme (VEDPP) being piloted in the Hohoe District in the Volta Region. Inventory loans are long-term loans payable over one to three years at an effective annual interest rate of 25%. The inventory loan facility is targeted at very poor farming households and communities engaged in farming and or processing of farm produce for value addition and marketing. Loan recovery is through group savings account.

e) Village Enterprises Development Component: The village enterprise development concept represent CRANs attempt to move beyond Microfinance delivery to ensuring that small credits actually benefit those they are aimed at, particularly, rural women towards rural poverty reduction and wealth creation. Under the programme, women are trained and set up in small production units for both agricultural production and agro-processing activities. CRAN facilitates access to appropriate rural technologies, micro-finance and entrepreneurial training. Normally, about ten (10) to twelve (12) women form one processing village enterprise unit, which is structured strictly on the principles of division of labour and specialisation rather than the normal group production systems. Pilot projects in this area are under way in the Hohoe District of the Volta Region.

f) Business Advisory and Training Component of the Scheme: The aim of this is to ensure that rural clients (registered scheme members) who receive microcredits are able to put these facilities to efficient and profitable use. In this way, the prospect for improved quality of life at the household level becomes better while also loan repayments tend to be less burdensome. Regular training workshops in record keeping, basic bookkeeping, business management, business promotion, credit management, good savings culture etc., are organised, where registered scheme members in all the clusters are targeted. This is done in collaboration with local institutions and bodies in the regions such as the Business Advisory Centre (BAC) of National Board for Small Scale Industry (NBSSI) and the Intermediate Technology Transfer Unit (ITTU) of GRATIS and the Alavanyo E.P. Trades School in the Volta Region. These organisations provide the requisite expertise for training.

g) Micro-Banking Component (Village/Community Bank Concept): This entails the construction and/or establishment of village /community bank units as part of the effort to bring micro-banking to the doorsteps of target communities. The location of unit banks close to clients also affords better understanding and appreciation of the micro-banking concept and inspires confidence and trust. This is evidenced by the rapid increment in the size of clients and the quantum of monthly savings mobilised. Above all, it brings about increased efficiency in the running of the scheme.

GRAPHICAL PRESENTATION OF THE OPERATIONAL PROCEDURES & MECHANISM OF CRANS MICROFINANCE

Legend:

MFOs-Microcredit Field Officers; PU- Peri-urban; VAs/CAs-Village/Community Agents; VBs-Village Banks;

MC-Micro-credit

9.3Loan Recovery /Repayment Procedures

The repayment of both LTB and STB Loans is done through clients daily savings or group savings account. By the schemes accounting system, deductions are made to meet monthly principal and interest instalments. Balances remaining after full loan repayment is discharged, and added to clients retention fund, which could be withdrawn or added to initial savings which forms the consideration for granting further loans.

9.4Cash Repatriation to Head Office

Central account is opened at various commercial and rural banks including the SG-SSB Bank, Ghana Commercial Bank and the Barclays Bank into which all cash mobilised for savings and loan repayment are lodged. SG-SSB also extends its banking services to the unit banks by accepting to mobilise and repatriate all cash deposits at our CRAN Microcredits unit banks on regular basis thereby assuming the cash repatriation risk.

Box 1:

Strategies for Identifying Needy Target GroupsIn identifying target communities and distressed households for microcredits extension, CRAN employs Participatory Wealth Ranking (PWR) and the Housing Index approaches as well as other baseline survey methods. This ensures that the scheme actually benefits the desired target group- the poorest of the poor. Rural women, however, remain the first line of beneficiaries of the scheme. So far, 80% of CRANs rural microcredit beneficiaries are female household members engaged in sorts of small scale enterprises.

10.0OWNERSHIP AND GOVERNANCE STRUCTURE OF CRAN MICROFINANCE

Being a company (NGO) limited by guarantee, CRAN is owned by the original Board

of Directors who guaranteed to the liability of the company as well as the entire staff of

CRAN.

10.1Governance Framework

The governance and organisational framework of CRAN is made up of:

The Board of Directors (same as on page 6)

Microfinance Advisory Committee Executive Director of CRAN

Director of Microfinance

Unit Managers and Field Staff

10.1.1 The Board of Directors of CRAN (same as described in page 6)

10.1.2 Microfinance Advisory Committee

A seven-member Advisory Committee of Experts on Microfinance made up of a senior banker, two Microfinance practitioners, a financial analyst and a legal officer has been constituted to offer technical and expert advice solely and towards the efficient management of CRANs Microfinance scheme. The Committee which is yet to have its full compliment of members has a dual role. It advises the Board of Directors of CRAN on issues related to the Microfinance scheme and guides the Microfinance Management Team on the management and direction of the scheme. The Advisory Committee is mandated to assist in transforming the CRANs Microfinance scheme into a full-fledged Microfinance Institution by the year 2010.

10.1.3 Microfinance Management Team

The Microfinance Management Team is the executing body that carries out the day-to-day management and administration of the scheme. It is responsible for the implementation of policy decisions of the Microfinance Advisory Committee. The management team is composed of the Director of Microfinance, the Head of Operations, the Director of Administration and the Head of Finance and Accounts and the Internal Auditor. The management team has developed professional skills in microfinance over the years but these skills have also been tempered with the virtue of great compassion for the poor.

Data Manager: The data manager is responsible for in-putting and capturing all clients data related to daily savings loan disbursements and loan repayment schedules into the computer for easy processing and accessing. He processes and generates monthly reports for all the unit banks so as monitor the performance of each unit bank in terms of savings mobilisation, loan recovery position, clients loan due etc., which are important information needed for risk management. (CRAN has recently, acquired the Loan Performer software, a customized computer-based microfinance management software from Uganda which forms the basis of our MIS).10.1.4 Unit Managers/Field Staff

Unit Managers and Field Staff are frontline staff stationed locally and are responsible for direct microfinance transactions and activities at the village/community banks sited within the village communities. These include village/community unit bank managers, cashiers, field/credit officers and village agents. Majority of the staff here have been working with the Microfinance scheme for between four to seven years. Also this frontline staff interacts with the clientele on daily and regular basis and does have considerable passion for the poor and while continually demonstrating immense dedication to their jobs. Below their specific roles and functions are explainedUnit Managers: Seven Unit Managers and one Branch Manager man the various village/community banks. Unit managers control and direct all the activities of the model unit banks. They are responsible for staff and the resources attributed to the unit banks under their jurisdiction. Unit managers control the field staff and other categories of staff under them. They are responsible to the Head of Microfinance. They therefore report to the Director of Microfinance on monthly basis on the operations of their respective unit banks. The Unit Managers have skills in accounting, marketing, credit management, human relations and management.

Unit Cashiers: Unit cashiers work permanently at the unit banks and assist the Unit Managers in handling unit cash transactions. They report to the Manager of their unit banks. They are trained and equipped with record keeping skills. 10.1.5Field Staff - Field/Credit Officers and Village AgentsField Officers (or Credit Officers) are assigned to clusters of clients within particular localities while Village Agents link the clients of a particular village to the unit banks. The field staff thus includes the Village Agents and Field Officers (Credit Officers) who are chosen from and in collaboration with their respective communities within which they operate.

They are usually people recognised by the community as having high moral integrity and respect. All field staff are directly responsible to their designated Unit Manager. They mobilise savings and loan repayment from the clients of particular community or village and report on daily basis to the Unit Managers. They are trained to give basic education to their assigned clients and send feed back to the unit banks. The field staff are also equipped with skills in documentation and customer relations.

The Management of the Microfinance scheme is well structured (as shown in Figure 1 above) with authority and responsibility commensurate with accountability at all levels of the organisation. Communication flows up and down the organisational structure. There exist an efficient system of information flow and communication due largely to the esprit de corps developed from teamwork. Regular Management staff meetings, and Board - Staff retreats have smothered the flow of communication injecting constant lifeblood into operations of the organisation.

Box 2: Integrating Microcredits as part of Village Enterprises Development for Rural Women

As part of its effort to effectively integrate microcredits into its overall rural development programmes, CRAN ensures that individuals, mostly women, who have acquired some self-employable skills through CRANs informal rural vocational and entrepreneurial training programmes, receive small loans as start-up capital which they invest in small businesses within their localities. Within the period under review, small loans have been granted (as investment capital) to a number of women-trainees (graduants) from CRANs vocational centres to enable them purchase either sewing machines for dressmaking, fish smoking accoutrements (Chorkor smoker), materials for, tie and die and batik manufacturing, African beads making, balm and perfumery production or for traditional cloth weaving etc.

In other instances, target women have received small loans to enable them purchase farm produce such as cassava, soybeans, palm nuts, and palm-kernels for processing on mills provided by CRAN. In the Volta Region, village women production groups are currently being organised and supported so they can receive small loans under the Microcredit scheme with which they are able to purchase cassava, palm fruits and palm-kernel in bulk for processing into gari and palm-kernel oil respectively, on processing mills (cassava grating and palm-kernel cracking mills) provided in the area under CRANs initiated Village Enterprises Development Promotion Programme (VEDPP).

ORGANISATIONAL STRUCTURE OF CRANS MICROFINANCE SCHEME

Legend:

MFO Microcredit Field OfficerLegend:MFOs Microfinance Field Officers (Credit Officers)

11.0 ABOUT CRANS VILLAGE ENTERPRISES DEVELOPMENT PROMOTION PROGRAMME (VEDPP)

VEDPP is CRANs response to realities on the ground which necessitates going a step beyond microfinance i.e. the delivery of credits and savings mobilisation.

Aim & Objective of VEDPP

To promote employment, increased value added production and income generation at the village level for poverty reduction and wealth creation.

Key Strategy

VEDPP design and implementation strategy involves the combination of the following

Training for self-employable and entrepreneurial skills acquisition and development;

Facilitating access to appropriate rural technologies and technology transfer, and

Facilitating access to rural finance through micro-credits extension and management.

Production Organisation: Establishment of village production companies based on clear division of labour and enterprise management instead of the usual group or individual production units.

Specific Areas of Production Intervention

Stepping up current levels of agricultural production through various interventions.

Diversification of agricultural production with access to export market.

Provision and/or facilitating access to appropriate technologies for small-scale agro-processing.

Facilitating the creation of viable and sustainable village enterprises.

Entrepreneurial capacity building and enterprise development for target groups and individuals;

Transfer of and access to appropriate technologies for village enterprises and production;

Provision of and access to rural finance in the form of micro-credits for target groups.

Project Location: Targeting 25 clusters of villages in the Hohoe District in the Volta Region of Ghana. Main Donor: The Evangelischer Entwicklungsdienst e.V. (EED) of Germany.

12.0CRANS MAIN FINANCIERS/ DONORS IN THE PAST AND

PRESENT

Since 1993, a small support and partner group founded by former schoolmates and friends in Germany provides a minimum but regular support for CRANs village micro-projects and towards the administration of the organisation in Ghana. Known as CRAN-Freundeskreis e.V., Germany, this group comprises individuals who donate cash and materials on regular basis towards the activities of CRAN in Ghana. The group also assists in linking CRAN to donor organisations and churches and church-based organisations in Germany through which funding is attracted for well-designed projects (upon the presentation of well-packaged project proposals and plans by CRAN-Ghana). CRAN-Freundeskreis e.V., Germany also undertakes a limited number of fundraising activities intended to raise funds for CRANs village micro-projects here in Ghana.

Over the last eight years, CRAN-Freundeskreis annual total funding extended to CRAN-Ghana increased from an average of US$ 8,000 to US$50,000 annually. More than 50% of these annual grants though go directly into targeted projects, mainly village schools and kindergartens, womens projects and educational sponsorships for disadvantaged children under CRANs Child Education Support Scheme (CESS) programme. Less than 20% of this yearly grant is expended on part of CRANs administrative and staff cost.

CRAN has in the past and in some cases continue to receive funding support for various programmes and projects under medium term and long-term partnerships with the following development donor organisations:

CORDAID, The Netherlands Tara Jane Trust, United Kingdom Evangelischer Entwicklungsdienst (EED), Germany

Deutsche Welthungerhilfe (DWHH), Bonn, Germany

Deutsch-Afrikanische Zusammenarbeit (DAZ), Germany

The Alliance for Community Action on Girl-Child Education in Africa The

Alliance / FAWE/UNICEF

CRAN-Freundeskreis e.V., GermanyBeside CRANs main donors above, CRAN between 1995 and 2005 has received one-time funding support and/or occasional financial donations specifically for a number of its projects from several organisations and bodies including:

The British High Commission in Ghana (Small Grant Section)

The Canadian International Development Agency (CIDA)

Hilfe fr Brder e.V. (Stuttgart, Germany)

The American Crossroads of the USA

British Women Association in Ghana

North American Women Association in Ghana

Katholischen Hochschule Gemeinde (KHG), Aachen, Germany

Free Evangelical Church of Aachen, Germany

Evangelical Church of Dortmund-Brechten, Germany

Canadian University Students Overseas (CUSO)

School of Gummersbach, Germany

Afrika Action, Germany

Diakonisches Werk der EKD e.V. Stuttgart, Germany

UBS Investment Bank, London, UK

Noble Friends Charity, UK.12.1Partnerships and Networking

CRAN currently has working partnership and/or networks with the following organisations:

Canadian University Students Overseas (CUSO)

Afrika Action Germany (formerly Ghana Action Deutschland) Noble Friends Charity, UK

World Association of NGOs (WANGO) Deutsch-Afrikanische Zusammenarbeit (DAZ), Germany

Microcredit Summit

Ghana Association of Private Voluntary Organisation in Development (GAPVOD)

Ghana Micro-Finance Institutions Network (GHAMFIN) Association of Financial NGOs (ASSFIN) Food Research Institute of Ghana

National Board for Small-Scale Industries (NBSSI)

Relevant District Assemblies and Government Departments

Local churches and church groups

12.2Participation in Ghana Government Initiated and Donor Funded Programmes

CRAN has had the privilege to have been selected on a number of different occasions since 2001 by the Government of Ghana and sections of the donor community to partake actively in the implementation of a number of national poverty reduction and rural development related programmes and projects in various parts of the country. The following are some of them:

Date Project DesignationDescription of Activity & Remarks

a)2002 -2004Emergency Social Relief Programme (ESRP)Extension of Microcredits to Food Marketers in six districts in the Western Region of Ghana as part of the ESRP where CRAN extended to and managed microcredits for over 1,000 beneficiaries in six districts in the Western Region with considerable success. CRAN has been ranked among the best three of all the agencies and NGOs selected to implement this particular programme.

b)2004 -2005Promoting Private Sector Development Programme (PPSDP) of the Government of Ghana (administered by the United Nations Development Programme -UNDP)CRAN was selected for participation in the capacity building component of the PPSD programme sponsored by the UNDP and the Government of Ghana

c)2004Skills Training & Employment Placement (STEP) ProgrammeCRAN selected for the administration of Micro-Finance as start-up / working capital for trained unemployed youth in the Central and Volta Regions, under the Skills Training & Employment Placement (STEP) programme of the Ministry of Labour and Manpower Development (in process).

d)2004 2005Local Initiative Fund (LIF) sub-Component of the Community-Based Nutrition and Food Security Programme (CBNFSP) of the Community-Based Poverty Reduction Project (CBPRP)CRAN selected as the Facilitating Organisation to implement the Local Initiative Fund LIF (microfinance) sub-component of the Community-Based Nutrition and Food Security Programme (CBNFSP) as part of the Community-Based Poverty Reduction Project in ten pilot communities each in the KEEA District in the Central Region and Kadjebi District in the Volta Region. (This is a World Bank sponsored Ministry of Health / Ghana Health Service Project).

e)2004 till dateSocial Investment Fund (SIF)CRAN was selected to implement the microfinance component of the SIF to various production groups in four districts within the Central and Volta Regions of Ghana under the World Bank / IDA /AfDB sponsored Ghana Governments Social Investment Fund programme - a poverty alleviation programme of the Government of Ghana

f)2005 - 2006Agricultural Extension Services delivery by the Non-public sector under the Extension Development Fund (EDF)

CRAN was selected to undertake extension services delivery to farmers in the Hohoe District (Volta Region) as a pilot under the aegis of the Non-Public Sector Agricultural Extension Services programme sponsored by the World Bank as part of the Extension Development Fund (EDF)

g)2005 - 2006Capacity Building for Farmer Based Organisations (FBOs) as part of the Agricultural Sub-Sector Improvement Project (ASSIP) with funding from the World Bank.CRAN was selected to undertake training and capacity building for Farmer Based Organisations (FBOs) in the Hohoe District (Volta Region) under the aegis of the Agricultural Sub-Sector Improvement Project (ASSIP) with funding support from the World Bank.

CONTACT TO CRAN:Address:

Christian Rural Aid Network (CRAN), Ghana

P.O. Box UC 97,

Cape Coast, C/R,

GHANA.

Tel. +233-42-33572

Fax: +233-42-34218

Mobile: 020 201 9399E-mail: crangh@cran.org or akucran@yahoo.com

Internet: www.cran.org

Office Location in Cape Coast: SIC Building Adjacent to Ghana Telecom.Contact to our Volta Regional Office

CRAN, Volta Regional Office

P.O. Box 472

Hohoe, V/R., GHANATel. +233 935 22195

Mobile: 0244 835 624

E-mail: cosbea@yahoo.com

Office Location in Hohoe: Adjacent to Shell Filling Station, close to the District Assembly and the Hohoe Central Market.

Contact to our Partner/Support Group in Germany

The Co-ordinator (Hans Wallhaueser)

CRAN-Freundeskreis, e.V.

Purweider Winkel 82

52070 Aachen, Germany.

Tel. +49 241 9107764E-mail: akucran@yahoo.com, or crangh@cran.org

Internet: www.cran.orgBank Particulars of CRAN in Ghana

Bankers:

Barclays Bank of Ghana Limited.

P.O. Box 255, Cape Coast, Ghana.

Account Name: Christian Rural Aid Network (CRAN)

Account Number: 161 45 21

Swift Code: BARCGHACOur Institutional References:

Ghana Association of Voluntary Organisations in Development (GAPVOD), Accra.

Ghana Microfinance Institutions Network (GHAMFIN), Accra. Association of Financial NGOs in Ghana (ASSFIN)

Deloitte (formerly Deloitte and Touche), Accra Ghana (CRANs financial auditors)

CRAN Freundeskreis, e.V., Aachen, Germany

Deutsche-Afrikanisch Zusammenarbiet (DAZ), Greifswald, Germany. LIST AND PROFILES OF CRANS BOARD OF DIRECTORS

FULL NAMESEXEDUCATIONAL QUALIFICATIONFIELD OF SPECIALISATIONPRESENT EMPLOYMENT STATUSDATE OF APPOINTMENT

1.Prof. Dr. Akosua Adomako Ampofo (Mrs.)FB.Sc., M.Sc., Ph.D.Development Planning & Management/ Women StudiesAssoc. Professor, Institute of African Studies, University of GhanaJune 1993

2.Rev. William AmewugaMDiploma in Mechanical. Engineering,

Certificate in TheologyMech. Engineering, TheologyMechanical Engineer- Public Works Department (PWD) & Reverend Minister- Global Evangelical Church, KoforiduaJune 1993

3.Mr. Elijah Yaw Danso

(Board Chairman)MB.Sc., P.G. Dip., M.Sc.Agriculture & Rural Development ManagementDevelopment Consultant, Pab Consult, Tema, Ghana.

June 1993

4.Dr. Kafui Etsey (Mrs.)FB.A (Hons.), M.A. PhD EducationEducationUniversity Lecturer

University of Cape CoastJune 1993

5.Dr. Daniel Baah InkoomMB.Sc., M.Sc., Ph.D.Development Planning & ManagementUniversity Lecturer, Dept. of Planning, UST, Kumasi, Ghana.June 1993

6.Prof. Dr. Mary Botchey (Mrs.)FB.Sc., M.Sc., Ph.D.ZoologyAssoc. Professor, University of Cape Coast, GhanaFebruary 1999

7.Mr. Edwin AsamoahMB.A Hons., M.A.LibrarianshipSenior Librarian, University of Cape Coast, Ghana

February 1999

8.Mr. Henry BayeMB. Com., Dip Ed., MBA (Finance)Banking and FinanceBranch Sales and Service Manager, Standard Chartered Bank, Ghana Ltd.October 2001

9.Dr. Patrick AgbesinyaleMB.A., M.Sc., Ph.D.Development Planning & ManagementExecutive

Director, CRAN-GhanaJune 1993

LIST AND PROFILES OF CRANS CURRENT MANAGEMENT TEAM

FULL NAMESEXEDUCATIONAL QUALIFICATIONDATE OF EMPLOYMENT JOB DESCRIPTION/

FUNCTIONPREVIOUS EMPLOYMENT

1.Doris Agbesinyale (Mrs.)FB.A (Arts), Dip. in Education M.Sc. Educational. Planning & AdministrationOctober 1994Director for Administration

Secondary School Tutor

2Cosmos AbiwuMB.Sc. (Hons) Agric., Dip. in Education, M. Phil (Agric. Administration) August 2001Director for Programmes and Projects (CRAN-Volta Regional Director)-Agric. Extension Ministry of Agric.

-Secondary School Tutor

3Mr Samuel Dsane

MGCE A Levels

Institute of Bankers Examination Part IIMarch 2005Director & Head of Micro-FinanceManager of Abokobi Rural Bank. Former banker with Barclays Bank of Ghana for 20 years.

4.Emmanuel FynnMB.Sc. Administration (Accounting Option); ACCA Part IIMarch 2003Senior Accountant & Head of FinanceAccountant with a District Health Administration Unit

5.Michael SegbefiaMB.Sc. Administration (Accounting Option)August 2002Regional Accountant & AdministratorSecondary School Tutor

6.Teye Eben KodziMB.Ed. Education, Dip. Social Studies; M.A. Development Management August 1999Senior Programmes OfficerLibrary Assistant

7.Beatrice Mattah

(Ms.)FBachelor in Education

(Home Economics) August 2003Head of Vocational Training & Gender IssuesMinistry of Education

8.George TokpoMG.C.E Level, RSA Stage III, Financial Management (MDPI) PEMSeptember 1996Internal AuditorFormer Banker with the SSB Bank Ltd, Ghana with over 20 years experience

9.Patrick AgbesinyaleMB.A., M.Sc., Ph.D. (Development Planning & Management)January 1993Executive DirectorSecondary School Tutor University Lecturer/ Research Fellow

*In addition to the Management Team above, CRAN has a total of over fifty (50) middle level and local project staff engaged on various projects in a number of communities. These include administrative and supporting staff, Micro-banking managers, Micro-finance field co-ordinators, Micro-finance field officers and village Agents and local project managers etc. A number of volunteers both foreign and local are also assigned to various CRAN projects.

LIST AND PROFILES OF CRANS MICROFINANCE ADVISORY COMMITTEE

FULL NAMESEXEDUCATIONAL QUALIFICATIONFIELD OF SPECIALISATIONPRESENT EMPLOYMENT STATUSDATE OF APPOINTMENT

1Mr. Henry Baye

(Chairman)MB. Com., Dip Ed., MBA (Finance)Banking and FinanceBranch Sales and Service Manager, Standard Chartered Bank, Ghana Ltd.October 2001

Mr. Patrick Awuku-DogbeMMBA Finance, BA. Adm., ACIBBanking Head of Treasury

Sanapi Aba OIC TrustJanuary 2006

Mr. Godwin AhadzieMACIB Part IBankingSupervision Department, Bank of GhanaJanuary 2006

Mr Samuel Dsane

MGCE 'A' Levels

Institute of Bankers Examination Part IIBanking and Micro Finance with 25yrs banking experienceDirector for Microfinance, CRANDecember 2003

Dr. Patrick Agbesinyale MB.A , M.Sc., Ph.D. Development Planning & ManagementDevelopment Planning & ManagementExecutive Director, CRANJanuary 1998

Note: The recruitment process for at least one legal expert and one other person for inclusion in the committee is in progress.

LIST AND PROFILES OF CRANS CURRENT CRANS MICROFINANCE MANAGEMENT TEAMFULL NAMESEXEDUCATIONAL QUALIFICATIONDATE OF EMPLOYMENT JOB DESCRIPTION/

FUNCTIONPREVIOUS EMPLOYMENT

1.Patrick AgbesinyaleMB.A., M.Sc., Ph.D. (Development Planning & Management)January 1993Executive DirectorSecondary School Tutor University Lecturer/ Research Fellow

2.Mr Samuel Dsane

MGCE A Levels

Institute of Bankers Examination Part IIMarch 2005Director & Head of MicrofinanceManager of Abokobi Rural Bank. Former banker with Barclays Bank of Ghana for 20 years.

3.Doris Agbesinyale (Mrs.)FB.A (Arts), Dip. in Education M.Sc. Educational. Planning & AdministrationOctober 1994Director for Administration

Secondary School Tutor

4.Cosmos AbiwuMB.Sc. (Hon) Agric., Dip. in Education, M. Phil (Agric. Administration) August 2001Regional Director of Operations (Volta Region)-Agric. Extension Ministry of Agric.

-Secondary School Tutor

5Emmanuel FynnMB.Sc. Administration (Accounting Option); ACCA Part IIMarch 2003Senior Accountant & Head of FinanceAccountant with a District Health Administration Unit

6.Michael SegbefiaMB.Sc. Administration (Accounting Option)August 2002Regional Accountant & AdministratorSecondary School Tutor

7.George TokpoMG.C.E A Level, RSA Stage III, Financial Management (MDPI) PEMSeptember 1996Internal AuditorFormer Banker with SG-SSB Bank Ltd, with over 20 years of banking experience

Executive

Director

CRANs Board of

Directors

Director for Programmes & Projects (PME)

Director for Administration

Director for

Micro-Finance

Programme Officers /Coordinators (PME)

Clients in various Clusters of Villages and Peri-urban Communities

Microfinance Regional & Branch Managers

Local Project Managers / Officers

Secretarial & Accounting Staff

Technical & Supporting staff

Microcredit & Savings Unit Managers

Advisory Committee on Microfinance

Microcredit Field Officers & Village Agents

Local Social Projects Employees and Staff

Director for Finance & Accounts

Regional and Branch Accountants

VAs /CAs at the village/PU level

VAs /CAs at the village/PU level

VAs /CAs at the village/PU level

VAs /CAs at the village/PU level

VAs /CAs at the village/PU level

VAs /CAs at the village/PU level

MFOs

M FOs

MFOs

M FOs

M FOs

Unit Bank

Unit Bank

Unit Bank

Unit Bank

Unit Bank

MF FIELD CO-ORDINATORS

visit VBs and MC Units regularly to crosscheck accounts, collect data for computerisation at Head & regional Offices

MICROFINANCE BRANCH AND HEADOFFICES AT CAPE COAST & HOHOE

Crosschecks all field returns brought by the MC Field Co-ordinator from the various units

In-puts and updates clients data on the Loan Performer MIS

Pays bulk daily savings into the SSB Bank

Processes all loan applications

BULK DAILY SAVINGS LODGEMENTS WITH AND BULK CASH WITHDRAWALS FOR LOAN PAYMENTS FROM COMMERCIAL BANKS

Appropriate rural technology transfer

Entrepreneurial and self-employable skills training

Access to rural finance through micro-credits extension

Advisory Committee of

Experts on Microfinance

Executive

Director

Internal

Auditor

Director and Head of

Microfinance

Director for Administration

Head of Operations (PME)

Head of MIS and Data Management

Head of

Finance & Accounts

Village

Agents

Village

Agents

Village

Agents

Village

Agents

Village

Agents

MFOs

MFOs

MFOs

MFOs

MFOs

Unit Bank Managers

Unit Bank Managers

Unit Bank Managers

Unit Bank Managers

Unit Bank Managers

Rural and Informal Sector Clientele and Target Groups

CRAN has since paid back this loan-in-aid to the CORDAID at an interest rate of 15% in local currency (cedi)

terms.

Chorkor smoker is a wire mesh energy-saving devise used in fish smoking.

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