1
WORKSHOP REPORT
NGO MANAGEMENT TRAINING WORKSHOP FOR CIVIL
SOCIETY ORGANIZATIONS IN WEST AFRICA
DATE: 27 – 29 NOVEMBER, 2010.
VENUE: WACSI SECRETARIAT, ACCRA, GHANA
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TABLE OF CONTENT
1. Introduction 4
1.1. Objectives 4
1.2. Methodology 4
1.3. Training Areas 4
1.4. Expected Outcomes 5
1.5. Opening Remarks 5
1.5.1. Programmes and Capacity Building Officer 5
1.5.2. Representative from WACSI (Mrs. Nana Afadzinu, Executive Director) 5
2. Introduction to the NGO Management Workshop 6
3. Session One Strategic Planning/Governance 7
3.1. EXERCISE ONE: Developing a Strategic Plan 8
3.2. Session Two- Financial Management 12
3.2.1. Exercise Two: Developing a financial plan (budgeting) 12
4. Session Three: Team Building, Program and Project Management and People
Management 13
5. Session Four: Fundraising and Organizational Sustainability 14
5.1. Session Five: Communication Strategy 15
5.2. Session Six: Light Bulb Moment 15
5.3. Session Seven: Evaluation 17
6. Closing Remarks by Representative of WACSI- Nana Afadzinu, ED 18
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Appendix 1: Programme Agenda 19
Appendix 2: List of participants: NGO Management Course, 27-29 November, 2010. 22
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1. Introduction
The West Africa Civil Society Institute (WACSI) organized an NGO management training
workshop for civil society organizations in Accra, Ghana. In attendance were 27 actors from
civil society organizations in Ghana. The workshop was targeted at strengthening the managerial
skills of middle level staff of NGOs in Ghana. The training was also geared towards introducing
participants to key techniques needed in NGO management and to equip them with the relevant
skills to plan strategically. This reports documents the proceedings of the workshop.
1.1. Objectives
The workshop sought to:
Enhance the management practices of NGOs;
Provide middle managers in NGOs with project management skills;
Strengthen the ability of NGOs to access and manage donor funding;
Prepare participants for strategic thinking that will be needed as they progress into senior
management positions and;
Equip each participant to return to their organization with an action plan to promote
personal and organizational effectiveness.
1.2. Methodology
The training workshop was delivered using interactive, learner-centered methods, audio visual
tools, experiential learning, and practical exercises. Participants shared their real life-
organizational experiences.
1.3. Training Areas
The three day workshop covered 8 sessions. The sessions aimed at strengthening the capacity of
participants’ to enable them institute the necessary changes to sustain their organizations. The
specific training areas include:
Strategic Planning;
Financial Management;
Team Building;
Program and Project Management;
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People Management, Fundraising;
Community Mobilization and Stakeholder Involvement;
Role of Communications and Public Relation; and
Monitoring and Evaluation.
1.4. Expected Outcomes
The expected outcomes of the training were:
Improvement in performance of middle managers in NGOs
Enhancement of project, people and assessment management skills of middle managers
Increased networking and collaboration among NGOs in Ghana
1.5. Opening Remarks
1.5.1. Capacity Building Officer
The workshop began with a welcome address by the Capacity Building Officer of WACSI,
Charles Vandyck. The Officer acknowledged the relevance of the workshop and benefits for the
participants’. Charles reiterated that, civil society organizations have weak internal governance
systems so the workshop is organized to enable participants’ strengthen governance structures in
their organizations. He thanked the participants for taking time off to be at the workshop and
introduced the facilitator Ms. Karen Shormeh Sai.
1.5.2. Representative from WACSI (Mrs. Nana Afadzinu, Executive Director)
Nana Afadzinu welcomed participants to WACSI. In addressing the participants’, Nana stated
that, NGOs invest in lives in order to see a change in lives however the skills of profit
organizations elude NGOs. Thus this training is to enable participants’ remain in civil society set
up and for sustainability in the current system. Nana encouraged the participants to air their
views and come out with their problems to enable WACSI to respond and assist them
appropriately. Finally, Nana thanked the participants for coming and hoped that they will see
themselves as members of the WACSI family.
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2. Introduction to the NGO Management Workshop
The three day training workshop was in several sessions they are:
Session one: Strategic Planning/Governance
Session two: Financial Management
Session three: Team Building, Program and Project Management, and People
Management
Session Four: Fundraising and Organizational Sustainability
Session Five: Community mobilization and stakeholder involvement and the role of
communication and public relation.
Session Six: Monitoring and Evaluation
Session Seven: light Bulb Moment and Evaluation
The facilitator, introduced herself to the participants’, and outlined the agenda. The next
important step was participants’ together with the facilitator set the rules of engagement to
enable the success of the workshop and to avoid destruction. The rules were as follows:
Switch off/put mobile phones on silence
Respect for each other’s opinion
Getting involved in the activities lined up for the workshop
Participants were paired up and given the opportunity to introduce each other to the rest of the
participants at the workshop.
The participants outlined a number of expectations they wish to achieve at the end of the
workshop to include:
Networking, collaborating, sharing experiences and adding on to knowledge
Enhance project management skills
Become a better team leader and project manager
Enhance managerial skills and increase capacity in NGO works
Gain insights into the current trends in the NGO sector
Understand what it takes to organize an organization effectively
Learn the new dimensions in program monitoring
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Develop a winning proposal after the programme
Learn more on advocacy and monitoring
Effective management of new staff
Gain knowledge in project and human resource management
3. Session One: Strategic Planning/ Governance
The training began with the facilitator taking the participants through the importance of strategic
planning and governance for organizations. The participants’ were introduced to the Strategic
Planning process, and tools. Strategic planning encompasses fundamental decision making and
action planning to shape and guide an organization toward the future. A strategic plan does not
guarantee that an organization will reach or exceed its goals, but it provides a clearly thought out
path to reach them. The SWOT analyses, Logical framework and the PEST were identified as
some of the tools for designing an S.P. the S.P process involve:
Plan to plan
Who will participate?
Assess external environment
Assess internal environment
Clarify mission and values
Determine goals and objectives
Develop indicators of success
Develop and document strategies and final plan
To enable participants have a practical understanding of Strategic Planning, participants’ were
grouped into five (organizations). Each group was assigned to a specific project and was tasked
to develop a strategic plan in relation to the project. The group tasks were:
Group one: Increasing women’s participation in governance in Ghana
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Group two: Reducing maternal mortality in Ghana
Group three: Improve access to education at the tertiary level for Youth in Ghana
Group four: Increasing employment for the youth in the non-formal sector
Group five: A system to support persons facing sexual harassment in their workplace
The rapporteurs from the various groups presented their Strategic Plans. The groups critiqued
each other’s work and made several important contributions to it. The facilitator explained
further the essence of the S.P tools, and she urged participants to try all for efficiency and to
avoid an oversight. In the area of governance she dwelled on the importance of the composition
of the Board to the organization. She emphasize on the need to strategically select board
members. Participants deliberated on the differences between Articles of incorporation and By-
laws. The difference was clarified by the facilitator who explained that the former referred to the
constitution of the organization while the latter is the legal framework that guides the policies of
the organization. A participant drew to the attention of all on the need for NGOs to have accurate
knowledge on the legal framework of the country which is the company’s code.
Below is a tabular representation of the Strategic Plans of the Groups,
3.1. EXERCISE ONE: Developing a Strategic Plan
Group Name Strategic Plan
Group One:
SAACE
INSTITUTE
Vision: To have a nation where there are equal opportunities for women in
governance.
Mission: The organization seeks to enhance and strengthen the skills and
capabilities of women to increase their participation and representation in
governance in Ghana.
Objectives: To have 50% women participation in local governance by 2014;
Increase the awareness and knowledge on the need for women participation in
governance; Build the capacity of women for leadership roles; Train trainers to
aid in the advocacy of women participation in governance; To have 50% women
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participation in governance at the national level.
Activity Description: Research, Training, Networking, Publications
Output: 100 women to be trained nationwide in governance, gender, human
rights etc.; 100 TOTs trained nationwide
Sources of Funding: African Women Development Fund (AWDF), Department
for International Development (DFID), European Union (EU)
Group Two:
MHIP
Vision: Reduce the rate of maternal mortality in Ghana
Mission: Improving access to antenatal and postnatal care in rural Ghana
Goals: Increase Awareness on Maternal Health Issues in rural communities;
Improve access to maternal health care in rural communities
Objectives: Increase number of maternal health personnel by 20% in 3 years;
Build capacity of TBAs and volunteers by 15% in 3 yrs; Improve by 50% the
rate of rural women attending antenatal and postnatal clinics
Activity Description: It is our plan to use awareness creation and capacity
building tools to arrive at reducing maternal mortality in rural Ghana. This will
be done through: Training programs and workshops; Utilisation of the
community radio and; Symposia and durbars
Indicators: Increased awareness of Maternal Health issues in rural communities;
Reduced rate of maternal mortality in the rural areas; By end of the 3 yr period,
150 ToTs, TBAs and volunteers should have been trained; Stakeholder forums
on maternal health conducted annually.
Means of Verification: Field Reporting to be conducted by field agents;
Statistics from Maternal Health Care Providers
Assumptions: Improvement of access to maternal health services and increased
awareness of such leads to decreased maternal mortality; Awareness leads to
more women attending maternal clinics.
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Sources of Funding: WHO, UNFPA, DANIDA, UNDP, UNICEF, MTN,
Tullow Oil.
Group
Three:
EDUCARE
Vision: Improve access to education at the tertiary level for youth in Ghana
Mission: To empower the youth to access education at the tertiary level, through
scholarships, training, mentoring and advocacy.
Objectives: To mobilize funds for scholarship for a 6yr project; To form
partnerships for mentoring with the various tertiary institutions; To offer
training to build their skill in learning, time management, confidence and
assertiveness; To advocate for spaces, opportunities and specific affirmative
actions for admissions into the various tertiary institution; To raise GH200,000
every 2yrs for 100 students to enter tertiary education; To offer scholarships to
300 students within over a 6yr period (50 per yr.); To form partnerships with 5
tertiary institutions; To train 50 students every year; To liaise with the heads of
institutions to lobby for spaces for our beneficiaries.
Activity Description: Fund raising; Form partnerships; Advocacy; Training and
mentoring; Scholarship awards; Monitoring and Evaluation.
Scope of Operation: Senior High School Graduates from Greater Accra region
and Deprived students
Group Four:
Center for
Youth
Empowerme
nt
Vision: An economically empowered and self-sufficient Ghana.
Mission: Create employment opportunities for youths through skill training,
professionalized services provision and business entrepreneurship.
Objectives: increase employment opportunities for youths in Ghana;
Professionalize carwash service to attract; Attract more markets for bamboo
Craft for 15% of unemployed youths by 2013; Professionalize car washing to
attract 20% of unemployed youths in Ghana by 2013; Promote Agric
development to attract 30% of unemployed youths in Ghana by 2013.
Activity Description: Increase employment opportunity for youths in Ghana.
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Output: 5000 youths trained in improved farming methods and formed into
cooperatives annually; 10 professionalized carwash centers established in 3
years and run by youths; 6 Bamboo craft centers set up in Ghana to train 1,200
youths annually.
Means of Verification: Survey reports.
Assumptions: Professionalizing car washing facilities will attract more
customers; That youths use the skills to create employment for themselves;
Improved designs will attract more markets; Youths are willing to accept jobs in
the Agric sector; That people patronize professionalized carwash services over
traditional one; That youths take interest in careers in bamboo craft; That no
baseline studies have been done on the area.
Sources of Funding: (Agriculture), UNFAO, CIDA, USAID, DFID, DANIDA,
MTN, TIGO, ZAIN, Banks, Bill gates Foundation, Rich individuals in project
communities, Traditional Rulers in project communities
Group Five:
Nsiah
Foundation
Vision: A society that is free from sexual harassments
Mission: To work with relevant stakeholders in Ghana in ensuring a sexual
harassment free society
Goals: to build a sustainable organization that works at addressing sexual
harassment issues in Ghana
Objectives: To reduce the level of workplace sexual harassment in Ghana by
30% by the end of 2013
Activity Description: Research, Counseling, Awareness Creation, Partnering
with Stakeholders
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3.2. Session Two- Financial Management
Participants were introduced to the essence of financial management for an organization and the
need to budget wisely in order to avoid omission or hindering the organization from completing
its projects or a particular need.
Financial Management is the use of financial information, skills, and methods to make the best
use of an organization’s resources. The building blocks for financial management include:
• Internal controls: physical verification, limited access, standard documentation,
segregation of duties, checks and balances, approval and authorization, and
reconciliation;
• Budgeting: compliance with the budget when making payments is and important
control over spending;
• Accounting: transparent book keeping is an important control against fraud and;
• Reporting: reviewing financial reports is an important control to detect errors and
inconsistencies
Most organizations fail to take into consideration everything needed for a successful project and
as such sustaining the organization. Organizations need more than a person to manage it
finances. Having an individual managing the organizations finance does not ensure
sustainability. (i.e.: the same person, who signs the checks, endorses it, is the sole signatory to
the account and the auditor).
In a question as to whether to inflate budget to be able to cover all costs since some donors are
not willing to cover administrative costs, it was agreed that, for credibility and honesty, it is not
necessary. Furthermore not inflating budget will avoid to be tagged by donors as too expensive
and to draw away from the organization, hence the budget has to be realistic.
3.2.1. Exercise Two: Developing a financial plan (budgeting)
Participants were tasked to develop financial plan for their groups, taking into consideration the
goals and objectives they have set. They were required to indicate specifically, their sources of
funding.
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4. Session Three: Team Building, Program and Project Management and People
Management
The facilitator introduced the agenda for the day and did a recap of the previous day’s activities.
The presentation focused on team building (roles of the staff and the board), program and project
management and people management. Shormeh and the participants identified several ways in
which NGOs can manage a team to include the following:
An inclusive environment
A close nit team with open communication.
Stability and growth plan.
Capacity building plan or opportunities.
Regular two-way performance.
Providing an appropriate and comfortable work place.
Modern technology.
Motivation through welfare support.
Team building exercises.
Flexibility in communication.
Flexible management system.
Open and effective communication.
Trust.
Structure.
Grievance handling process or system.
An agreed on value system.
A problem solving form for the team.
Regular team meeting.
Meaningful delegation.
A reward system incentive system.
The presentation also captured the difference between project and program. Whereas, a project is
an activity with a beginning, a middle, and an end, with a clear objective and an established
budget, a program the other hand has several related outcomes, a goal, a purpose, or an objective;
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several strategies working towards these objectives; it may include a number of projects and;
may incorporate several types of interventions.
Participants returned to their various groups to finalize their projects and prepare for the
presentation. The groups were required to make a presentation that does not only inform but to
convince the audience that their project is viable. The facilitator allotted a thirty minute time
frame for group work.
In deciding on which group to make the first presentation, the groups balloted and the mantle fell
on Nsiah Foundation to present first and the SAACE Institute presented last. It is interesting to
note that, the turn out of the balloting resulted in group five presenting first and group one
presenting last.
The groups showed their IT prowess by delivering their presentations in power point. As usual
everybody contributed to each other’s work by critiquing and providing additional and relevant
information to the work. At the end of the presentations, the participant voted to select the best
group presentation.
In the end Group two (MHIP) emerged winners with a landslide victory of 15 votes, Nsiah
Foundation came second with five votes, SAACE Institute were third with 3 votes, EDUCARE
and the Center for Youth Empowerment had two votes each indicating a tie.
The third day featured the last four sessions- fundraising, community mobilization and
stakeholder involvement, monitoring and evaluation, and the light bulb and evaluation sessions.
5. Session Four: Fundraising and Organizational Sustainability
The fundraising session was captured ‘fundraising and organizational sustainability’. The
facilitator emphasized on the importance of funds in sustaining organizations, hence the need for
diversification of funding resources and holding reserves. A sustainable organization is one that
can continue its activities into the future. There is the need for a country to formulate policies to
encourage philanthropy to enable NGO activities to be a success.
Furthermore, the presentation touched on the importance of community mobilization and
stakeholder involvement in sustaining organizations financially. This is possible when the
community gets involved and identify with the projects (assisting in the development and
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maintenance of the project). This will also infuse new energy and promote community
ownership; encourage collaboration between individuals and organizations; and limit
competition and redundancy.
5.1. Session Five: Communication Strategy
The presentation on monitoring and evaluation focused on communication. The facilitator
informed the participant on the need for an organization to design a good communication
strategy to have an effective monitoring and evaluation system. Participants’ were taking through
the process of designing a communication strategy. A communication strategy template from the
World Wildlife Foundation (WWF) was used by the facilitator in illustrating the process to
participant and a copy was made available to the participants’. The groups were assigned to
design a communication strategy for their project using the template available.
The groups presented their communication strategy after the tea break. Participants’ critiqued,
shared ideas and asked question pertaining to the presentations on the communication strategy.
The facilitator provided of the questions and clarified most of the issues raised to the
participants’ satisfaction.
Finally the facilitator concluded by leaving the participants’ with a food for thought, “You
cannot get away from opinions neither can opinions stop you from achieving your cause”.
5.2. Session Six: Light Bulb Moment
The training workshop ended with the light bulb and evaluation session, where participants were
grouped in two pairs and assigned to each tell the other on how beneficial the workshop had been
to him/her and how he/her will make impact in their respective organizations. After this activity,
the participants’ informed everyone of what each disclosed to the other. Time frames were set for
each partner to check on the other to ensure that they are accomplishing the set target in their
organizations. Below is a compilation of the targets and time frame set by the participants’.
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NAME TARGET TIME FRAME
Akyaah K. Dapaah
To formulate a strategic plan for next year’s
activity
January, 2011
Linda Aba Daisie To Formulate a Communication’s Plan; To
Set up Proper Roles and responsibilities for
Staff Board; To Apply management Skills
April, 2011
Aba Crentsil To design a Strategy Plan
Azumi Mesuna To develop a Communications Strategy January, 2011
Angela Dwamena-Aboagye To formulate a Policy on Compensating and
Rewarding Staff
Mach, 2011
John.S. Amoakohene To design a Communication Strategy; To
strengthen Fundraising
Mach, 2011
Frederick Ofosu To design a Comprehensive Communication
Plan
Seth Anane Twum Impact Fundraising Strategies within
organization
January, 2011
Rockson Dutenya To design a Communication plan to create
Value
To re-organize a Proposal(Credit for latrine)
30th
November, 2010
31st January, 2011
Seth Frimpong Training on Budgeting Processes February, 2011
Emmanuel Sackey To Review Fundraising Strategy December, 2010
Beatrice Acheampomaah Aboagye To Formulate a Communication Plan March, 2011
Ebenezer A. Zonoe To push for a decision to create a reserve; to
write an income generating proposal; To for a
review of 5 years Strategic plan
March, 20111
David K. A. Kporfor To strengthen Internal Communication December, 2010
Nana Prempeh Aduhene
Joyce Lena Danquah To finalize Communication Strategy 10th
November,2010
Mack Mulbah To Develop a Communication Strategy for
my Organization
January, 2011
Odoley Oddoye To incorporate the Log frame and Strategy January, 2011
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Planning Tools; To create Vision and Mission
for the Foundation
Oluwatoyin Ojelabi
Joana Ackah To utilize Community mobilization in Current
Project
January, 2011
Esther Darko- Mensah To Develop Communication and public
Relations Strategy
January, 2011
Annabelle Akuki Azu To Develop a Public Relations Strategy April, 2011
Assiatou Diallo To organize a meeting to share knowledge on
budgetary processes with Staff
June, 2011
Bismark .A. Tandoh To encourage the restructuring of the Board ;
To utilize Strategy management, project
management and Communication plan
December, 2010
Naafah Gervin Kokoi To design a Communication strategy for
Advocacy Project; To utilize the Log Frame
Benjamin Lartey To Develop a Communication Plan Strategy;
To replicate Training
Aicha Araba Etrew To Assist in Developing a Communication
Strategy
February, 2011
Stella Obese-Jecty To use Knowledge on People Management to
Motivate Staff
15th
April, 2011
5.3. Session Seven: Evaluation
Evaluation questionnaires were handed over to participants’ to fill and disclose their overall
impression of the workshop, access the facilitator and making recommendation for subsequent
training workshops for WACSI.
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6. Closing Remarks by Representative of WACSI- Nana Afadzinu, ED
The E.D, Nana Afadzinu thanked the participant and informed them of subsequent trainings
WACSI intends to organize and urged participants to take apply and participate. She
acknowledged the importance of the feedback and said she will be happy to get feedbacks. She
also disclosed to the participants about redesigning of WACSI’s website to make it more
interactive and the intent to send out invitation for the development of the expert database and
encouraged participants’ to get involve. Finally, she thanked the facilitator for a job well done.
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APPENDIX 1
PROGRAMME AGENDA
NGO MANAGEMENT TRAINING FOR CIVIL SOCIETY ORGANIZATIONS IN
WEST AFRICA
DAY 1 WED 27/10/10
TIME
ACTIVITY
OFFICER
RESPONSIBLE
8:30 – 9:00
Arrival and Introduction of Resource Person and
Participants
WACSI
9:00-11:00
Participant expectations
Strategic planning
Who is involved
Governance
Long term objectives
Short term objectives
Mission
Vision
KSS
11:00-12:00
Exercise 1: Group exercise on a case study to develop a
strategic plan. KSS
12:00-1:00
LUNCH BREAK
WACSI
1:00-4:30
Financial Management
Financial planning
Budgeting
Fund raising
KSS
4.30-5.15 Exercise 2: Develop and Critique a budget per same
groupings for 1st exercise
KSS
END OF DAY 1
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DAY 2 THURS 28/10/10
TIME
ACTIVITY
OFFICER
RESPONSIBLE
8:30 – 9:30
Exercise 3
KSS
9:30-10:00
Team building
Role clarification between staff and board KSS
10:00-10:30
Program and Project Management WACSI
10:30-11:30 People Management KSS
11:45-12:45
TEA BREAK
KSS
12:45-1:45
Exercise 4: Design a Project, create its management
framework; report it using a Log Frame
WACSI
2:00-3:30
LUNCH BREAK KSS
3:30-4:30 Presentations and Election of Best Group Work
KSS
END OF DAY 2
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DAY 3 FRI 29/10/10
TIME
ACTIVITY
OFFICER
RESPONSIBLE
9:00-10:30
Fund raising
Organization sustainability
KSS
10:30-11:00
The role of communication and public relations/
Community mobilization and stakeholder involvement
WACSI
11:00-11:45 TEA BREAK
KSS
11:45-12:30 Monitoring and evaluation KSS
12:30-1:30 LUNCH BREAK
WACSI
1:30-3:00
Exercise 6: developing a communication strategy for an
NGO KSS
3:00-3:30 CLOSING CEREMONY WACSI
END OF DAY 3
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APPENDIX 2
LIST OF PARTICIPANTS: NGO MANAGEMENT COURSE, 27-29 NOVEMBER, 2010.
NAME ORGANIZATION EMAIL Phone Number
Akyaah K.
Dapaah
Centre For
Development
Partnerships
[email protected] 0302- 923-950,
024-009-5266, 020-351-
0101
Linda Aba Daisie St. Andrew’s
Clinics For
Children (STACC)-
Ghana
m.org
0264671670
Aba Crentsil [email protected] 024.4.226306
Azumi Mesuna Northern Ghana
Network for
Development
0243353108
Angela
Dwamena-
Aboagye
Ark Foundation [email protected]
0302 511610
John. S.
Amoakohene
The Hunger
Project-Ghana
0302 502657/8
Beatrice
Acheampomaah
Aboagye
The Hunger
Project-Ghana
0302 502657/8
Seth Anane
Twum
The Hunger
Project-Ghana
0302 502657/8
Rockson Dutenya The Hunger
Project-Ghana
0302 502657/8
Seth Frimpong The Hunger
Project-Ghana
m
0302 502657/8
Emmanuel
Sackey
Ghana Federation
of the Disabled
[email protected] 0233 (21) 240 530
Frederick Ofosu
Ghana Federation
of the Disabled
rg
020 814 9248
Ebenezer A.
Zonoe
Africa 2000
Network - Liberia
+231 6 520154 or +231 6
598084
David K. A. Friends Orphanage friendsorphanage@hotm 0244064413
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Kporfor ail.com
Oluwatoyin
Ojelabi
Evergreen
Women’s Initiative
(EWI)
[email protected] +233 5473 07042
Mack Mulbah WIPSEN-A mmulbah@wipsen-
africa.org
+233 241 770792
Odoley Oddoye Databank
Foundation
odoley.oddoye@databan
kgroup.com
0241 044 014
Joyce Lena
Danquah
The Gender Center [email protected]
m
0244222629
Joana Ackah The Gender Center [email protected] 0202471718
Esther Darko-
Mensah
The Gender Center [email protected]
0244377390
Annabelle Akuki
Azu
The Gender Center [email protected] 0244788110
Stella Obese-Jecty
Ghana Anti-
Corruption
Coalition
sjecty@ghana-
anticorruption.org
0264 922 797 / 0302
230483
Bismark .A.
Tandoh
Elms –Haven
Foundation
elms –
0264746550/0243014234
Naafah Gervin
Kokoi
Dialogue And
Advocacy For
Good Governance
(DAGG)
0204087850
Benjamin Lartey CONIWAS [email protected]
om
0302250816
Aicha Araba
Etrew
WACSI [email protected] 0243917867
Assiatou Diallo WACSI [email protected] 0242661095
Karen Shormeh
Sai
The Empowerment
Group
[email protected] 0244812141