annual report trias ghana & burkina faso 2015 (en)

TURNING DREAMS INTO OPPORTUNITIESThe self-development of 60,000 people in 2015

2 | TRIAS Ghana Burkina Faso annual report

‘I HAVE A DREAM’Dear reader,

2015 was the first year in which the regional program truly took shape. TRIAS started its program in Burkina Faso in 2014. That year was a start-up year, in which staff was recruited and the office was set-up. In 2015, the team of advisors and support staff became complete and the program in Burkina Faso started with all partners. So far, results are encouraging, but much work is still ahead of us to further consolidate these results.

In Ghana, 2015 was a year of consolidation. Different projects entered the second year of implementation. Result are very encour-aging as well.

2016 will become an important year for TRIAS. Both in Ghana as well as in Burkina Faso, several programs and projects will enter their last year. A new program for the period 2017-2021 shall be developed for both countries to further support farmers’ and entrepreneurs’ organisations.

What will TRIAS look like in 2021?Our new program will have a strong focus on inclusion of gender and youth in our partner organisations. Moreover, the program will concentrate on good leader-ship and governance. In addition, a lot of attention will be put on the environment. Also the use of ICT shall be strongly encouraged.

Last but not least, we aim for financial sustainability for all our partners.

That in short is the TRIAS dream for the next few years.

Enjoy our annual report,

Eva DosscheRegional DirectorTRIAS Ghana Burkina Faso

‘TRIAS wants to continue focus on inclusion of women and youth and make our partners financially self-sustainable. That is our dream.’

Start by doing what’s necessary,then do what’s possible and suddenly you are doing the impossible.Francis of Assisi

TRIAS Ghana Burkina Faso annual report | 3

I have a dream'Opportunities don’t come along often

for people like me. To overcome my obstacles I have to set my own goals

and work hard to achieve them.' “Opportunities don’t come along often for people like me. To overcome my obstacles I have to set my own goals and work hard to achieve them.”


OBSTACLES


KEEP MANY PEOPLE AWAY FROM REACHING THEIR DREAMSIt may sound like a paradox, but most poor people on our planet are economically active, as family-farmers or small-scale entre-preneurs. Unfortunately, many of them find the road to success paved with obstacles. Disadvantaged entrepreneurs are often low-skilled, they do not have capital or other resources, they are

faced with lack of infrastructure and they barely have access to profitable markets. And the government itself may often prove a limiting factor. Vulnerable groups such as women and young people have to overcome the most obstacles.

CAUSE A POINTLESS WASTE OF TALENT AND ENTREPRENEURSHIPIn many parts of northern Ghana and Burkina Faso, being a farmer or entrepreneur is not easy. It comes with many obstacles.

Many people ask themselves whether there will be enough food to serve all family members tonight. People ask themselves if their children can be cured if they fall ill. Healthcare is expensive. People ask themselves if they could send all their children to school. People ask them-selves how to overcome 4 or 5 months to come when their granaries are empty and the next harvests are still a million miles away.

If a farmer is working on his or her field, he or she is asking how their crops will survive as rains have subsided; how their plants could grow faster, because they cannot afford fertilizer.OBSTACLES

…

…


OUR APPROACH

The sense of entrepreneurship is omnipresent among family farmers and small-scale entrepreneurs in the countries where TRIAS is active. Very often they initiate changes in society. In order for them to overcome the obstacles along the way it is vital they cooperate. TRIAS believes that economic development is about people who join forces without regard to age, race or gender: teamwork makes the dream work! Cooperation allows people to realize their dreams that would otherwise seem impossible to reach.In our relations with farmers’ and entrepreneurs’ organisations we adopt a systematic and well thought-out approach, based on the major principle that the dreams of enterprising people can be realized by no other than themselves. That approach lifts people up to the power of three: PEOPLE3:

PHASE 1 IDENTIFYING DREAMS

Aware of the local culture and know-how, the TRIAS country and regional teams select locally based farmers ’ and entrepreneurs’ associations with growth potential. Strengthening of these member-ship-based organisations is complex and therefore requires a long-term commitment. At the start, together with the partner, TRIAS maps the identity of the organisation. This entails questions such as:

• Which values are at the heart of the organisation?• What are the strategic and operational objectives?• Is the organisation motivated to strengthen its organisational

capacities and manage resources?

In a participative way board members and ordinary members come together in search of answers. Women and young people play a prominent role in this process. Because only in this way challenges and opportunities can be shared and awareness grows. Ambitions take shape, plans mature.

1 TRIASUNITES

TRIAS unites enterprising people in membership-based organisations. They learn how to cooperate and how to conceive projects. That enables them to deal with challenges that are beyond the reach of individual farmers and entrepreneurs.

PEOPLE 3 MAKES SURE THAT DREAMS STILL HAVE A CHANCE

…

3 TRIASCHANGES

As members of a group, family farmers and small entrepreneurs

have a voice. And in order to make that voice sound loud we

connect membership-based organisations with each

other and with other stakeholders. By setting

up a dialogue underprivileged

entrepreneurs manage to

change society.

2 TRIASSTRENGTHENS

As members of a group, family farmers and small entrepreneurs can achieve their full potential. The development of an economic activity enhances both their self-image and their family income.

1

2 3

In the next step, TRIAS’ local advisers support farmers’ and entrepre-neurs’ organisations in drafting their development plans. In such a plan, the organisations describe step by step how they will lift their internal operations and external service delivery to a higher level. The action points in the development plan cover various aspects of organisational reinforcement and improved service delivery to the member, e.g. services that ensure easier access to training, micro-fi-nance and markets

PHASE2SEIZEOPPORTUNITIES

In order to realize the plans in the best possible ways, local TRIAS advisers use and share a wide range of instruments. In addition to funding, the TRIAS capacity development box consists of:

• Advice and coaching by TRIAS advisers as well as external experts TRIAS’ country and regional offices allow us to provide intensive coaching to our partners. We organise trainings and workshops and whenever it is necessary we do not hesitate to call upon exter-nal experts in our organisational network

• Innovative methods and tools TRIAS is a learning organization that thoroughly systematises its knowledge and experience, which has allowed us to develop our own set of tools over the years. Farmers’ and entrepreneurs’ organisations can utilize these tools for many purposes including the professionalization of their financial management, defending their interests or strengthening their leaders

• Share of local and international knowledge TRIAS assumes the role of bridge builder between farmer’ and entrepreneurs’ organisations. Organisations all over the world can learn from each other, across border. The exchange of both technical and organisational expertise is based on equality.

PHASE3PERFORMANCEMEASUREMENT

TRIAS advisers assist farmers’ and entrepreneurs’ organisations in monitoring the results in a participatory way. Thus, our partners develop a thorough and objective look at their progress. That moti-vates their employees and members, even if certain processes do not

always evolve as expected. They become aware that they have their performance in their own hands and are able to adjust constantly. Our partners map their progress in terms of seven key capabilities: resource management, member participation, services, relationship management, finance, leadership and diversity. This analysis feeds the adjustment of their organisation development plans. This creates a continuous learning cycle.

MIDDELENBEHEER

LEDENPARTICIPATIE

DIENSTVERLENING

RELATIEBEHEERFINANCIËN

LEIDERSCHAP

DIVERSITEIT

2014

2015

4

3

2

1

LEGEND

0 no action undertaken

1 weak

2 average

3 good

4 self-sufficient, no further support needed

Instrument for measuring the annual progress of our partners

MEMBER PARTICIPATION

RESOURCE MANAGEMENT

RELATIONSHIP MANAGEMENT

DIVERSITY

SERVICE DELIVERYLEADERSHIP

FINANCES


This in turn constantly pushes farmers’ and entrepreneurs’ organisations towards better achievements. That is the power of PEOPLE3, people to the power of three.

GUATEMALA

HEAD OFFICE INBRUSSELS, BELGIUM

EL SALVADORECUADOR

PERU

HONDURAS

BRAZIL

GUINEA

BURKINA FASO

GHANA

CONGOUGANDA

TANZANIA

PHILIPPINES

SOUTH-AFRICA

… IN 14 COUNTRIES

TURNING DREAMS INTO OPPORTUNITIES



IN SUMMARY

Key figures TRIAS Ghana Burkina Faso Ghana 2015 Burkina Faso 2015

Location of office Bolgatanga Ouagadougou

(country office) (regional office)

Number of staff 12 8

• Of which expats 0 2

Total number of partners (member-based organisations)

16 7

Outreach 33080 26742

• % women 53% 31%

• % young people 26% 19%

• % family farmers 76% 89%

• % small-scale entrepreneurs 24% 11%

Income (from donors) Euro 508,076 Euro 725,841

Expenditures (program) Euro 314,766 Euro 373,283

Expenditures (operations) Euro 193,309 Euro 352,574

Main intervention zones

Comoé

HouetLeraba

Sanmatenga

Ouagadougou

Trias intervention zone

Accra

BURKINA-FASO

GHANA

Upper EastRegion

NorthernRegion

Upper WestRegion


CAPACITY BUILDING OF FARMERS’ ORGANISATIONS

Together, we overcome obstacles …OBSTACLES

z Many organisations lack resources to organise themselves.

z Membership contributions are low and knowledge and skills are lacking to actively approach donors and implement projects.

z In case a donor supports, they become 100% dependent on donor contribution, making them vulnerable if the donor withdraws again

z Equipped office space is lacking and they cannot employ staff to serve their members

z Capacities of leaders is lacking to effectively manage and steer the organisa-tion at all levels

z In the political arena, they are often not heard, because lobby and advocacy capacities are insufficient.

z Women and young people are underre-presented in organisational decision-ma-king bodies. This is due to low literacy levels, especially among women

z Active member participation is low, as the organisation has difficulties supplying them meaningful economic services

RESULTSIN2015 IN GHANA

z 11 rice farmers groups practice village savings and loans associations

z Among all partners, frequency of meetings have improved and all groups have developed by-laws

z All 6 rice APEX organisations have product control committees in place

INBURKINAFASO z All local partners in Sanmatenga

(UGPOS, UPPRS and UERWL) have established a financial and administrative system as well as transparent internal control systems

z Our partner in Bama (UCRB) has improved its system where member contri-bute to maintain water irrigation canals. Membership contribution has improved from 50% to 70%

z Participation of members in meetings has improved in all partners in Sanma-tenga and our partner in Douna (UDERD) as a result of trainings in conducting meetings

z UNERIZ has improved its marketing capacity by employing a marketing officer based in Bobo Dioulasso

integrated services

membership participation

inclusivity

leadershipfinancial health

resource management

networking2

0

1

2

3

4

2015

2014

Progress in reinforcing partners' capacities in Burkina Faso


So how does the TRIAS dream look like?

INCLUSIVITY ANDPARTICIPATION

There is an intrinsic motivation to come together, members pay their dues, mem-bers have confidence in themselves and women and young people actively partici-pate in the organisation

FINANCIALHEALTH,RESOURCEMANAGEMENT AND LEADERSHIP

There is inspiring and serving leadership, there are transparent rules and laws that

are respected by all members, elections are open and transparent and there is a strategic focus that is translated in clear organisational and operational objectives.

The organisation is able to take care of its own operational costs, such as paying rent, utilities and staff

INTEGRATED(ECONOMIC) SERVICES

There is a core economic activity that the organisation and its members are engaged in, there is a large number of group extension workers providing technical services to their members and groups are able to raise their own working capital through internal savings and credit mobilisation

LOBBYANDNETWORKING

Farmer’ and entrepreneurs’ organisations work together with local governments and have a diverse number of supporters and donors. They are able to network with micro-finance institutions, input providers and traders to strengthen their position in the value chain.

OUEDRAOGOSALIFPresidentUniondesGroupementsProvinciale des Producteurs d’Oignon duSanmatenga(UGPOS)

“Since we started collaborating with TRIAS in 2014, my organisation had three departe-mental unions with a total of 400 members. Now we have eight unions with a total of 1,623 members. We have been able to acquire office space and we have a project officer on our payroll. This has considerably increased the visibility of the union.

… and make our dreams come true

Lobby and networking

Integrated (economic) services

Financial health, resource management

& leadership

Inclusivity & participation


THE ONION VALUE CHAIN

Onions as a vital source of income during the long dry seasonOBSTACLES

z Food stock (millet, sorghum) runs out within the 4 or 5 months after harvest. Onion provides extra income in the dry season

z Many farmers do not master good agricultural practices, lack access to good seeds, fertilizer, machinery. In many villages water runs short towards the end of the growing season. Hence yields are low

z Service delivery is low, as farmers have hard times paying even their membership fees

z Through trainings and faciliating access to seeds and fertilizers, TRIAS

assists farmers in realizing their full potential by maximizing their yields

z Most farmers store their onions under their beds in their rooms and lack suitable space to store their onions for several months, to catch a better price in the market


z 1,234 onion farmers participated on farmer field schools in which improved onion varieties were tested

z About 25% of these farmers adopted new varieties to try out on a portion of their land

INBURKINAFASO z 15 onion storage structures have been

tested, with onions being stored up to 5 months

z 623 farmers were trained in farmer field school, after which about 15% immedia-tely adopted some practices. Those who adopted noticed an increase of 20% in yield

PARTNERSIN2015

Burkina FasoUGPOS in SanmatengaGhanaBAWOFA & GATOFA in Upper East Region

Outreach (people)

Expenses (euros)

2014 5,672 22,253

2015 7,372 90,840

FINANCIERSIN2015

Directorate General of Development Cooperation and Human Aid of Belgium (DGD); AgriCord; Andreas Hermes Akademie (AHA); DFID-MADE;

A training on safe use of pesticides in Ghana.

Farmers storing onions in Burkina Faso

Comoé

HouetLeraba

Sanmatenga

Ouagadougou


Accra

BURKINA-FASO

GHANA

Upper EastRegion

NorthernRegion

Upper WestRegion


THE RICE VALUE CHAIN

Quality rice produced in West AfricaOBSTACLES

z The rice value chain has lot of challen-ges.

z Many dams and canals have degraded, so that irrigated rice production in the dry season becomes more and more a problem

z Farmers lack skills in good agricultural techniques and inputs such as fertilizers to increase their yields

z Rice parboilers lack good parboiling machines and equipment to produce quality rice.

z Due to lack of machinery, such as harvest combiners and dehusking

machines, rice locally produced rice often has stones, which makes it unattractive for costumers.


z 745 farmers have acquired knowledge and skills in entrepreneurship.

z 63 farmers leaders were sensitized on gender issues in rice farming

z 72 leaders have acquired better skills in management of farmers’ organisations

INBURKINAFASO z 421 rice farmers were trained using

farmer field school approach, about 40% of the farmers have adopted the skills

z 120 rice parboilers were trained in improved rice parboiling techniques, of which about 50% of them have adopted the newly acquired skills

z Members of all rice producing and parboiling organization have been trained in how to conduct meetings and set-up a small administrative system

z UNPRB has been trained in lobby and advocacy skills to better approach the government and lobby for funds to rehabilitate some water infrastructure

Sellinglocallyproducedriceonthemarketisthebiggestchallenge,asqualityisofteninferiortoimportedrice.ThusmostpeoplestillprefertoeatriceimportedfromAsia,whichhasalownutritionalvaluecomparedtolocalrice.TRIASsupportsricefarmersandriceparboilerstoimprovethequalityoflocallyproducedrice,sothatthepopulationcanbetternourishitself.

PARTNERSIN2015 BURKINAFASO

UNPRB & UNERIZ (all over Burkina Faso) UPPRS and UERWL (Sanmatenga), UCRB, (Houët) and UDERD (Léraba)

GHANA NORTHERN REGION

Bontanga APEX Farmers Group; Golinga APEX Farmers Group; Savelugu Rice Multi-Stakeholder Platform

GHANAUPPEREASTREGION

Navrongo Rice Multi-Stakeholder Platform; Tono Irrigation Cooperative Farmers Union; Vea APEX Farmers Group

FINANCIERSIN2015

Directorate General of Development Cooperation and Human Aid of Belgium (DGD); AgriCord; AFDI. Andreas Hermes Akademie (AHA); Swiss Development Cooperation (SDC); Belgische Postcode Loterij; Alliance for Green Revolution in Africa (AGRA)

Outreach (people)

Expenses (Euro)

2014 27.362 67.270

2015 32.012 227.943


THE GUINEA FOWL VALUE CHAIN

Keeping guinea fowls in Ghana’s savannahOBSTACLES

z High keet (young guinea fowl) mortali-ties (which sometimes is as high as 80 – 100%) due to lack of good housing, good feeding and medication.

z Lack of knowledge and skills on (semi)-intensive guinea fowl production

z Limited capacity of Ministry of Food and Agriculture (MoFA) to deliver extension and vaccination services

z Limited access to finance to improve the production process, processing and marketing of birds

RESULTSIN2015 z 350 GUIFFA members participated in

trainings on safe handling of eggs for brooding and medication for young guinea fowls

z About 25% of the farmers have adopted better feeding, housing and medication practices

z As a result, a reduction of 60% is reported in mortality rate of young guinea fowl

z The same group of farmers have reported improved hatchability rates of eggs

PARTNERSIN2015

GUIFFA (Upper East Region) and NORGFFA(Northern Region)

FINANCIERSIN2015

AgriCord, Northern Rural Growth Program (NRGP)

Outreach (people)

Expenses (euros)

2014 2.653 36.182

2015 4.476 137.362

Accra


Upper EastRegion

NorthernRegion

Upper WestRegion

Withgoodhousing,feedingandmedication,thelikelihoodofkeetsurvivingthefirst8weeksincreasesdramatically. Guinea fowl meat is verypopularinGhana,sofarmerscould make good income if they have a good number of birds for sale


MICRO FINANCE

Levering access to finance for small-scale entrepreneurs and family farmersOBSTACLES

z Few farmers and small-scale entrepre-neurs have access to a bank or savings account.

z They lack confidence to open an account or banks are just too far away

z Very few farmers and small-scale entrepreneurs have access to credit because they lack the necessary collater-als

z Banks have very few credit, saving and insurance products adapted to the needs of farmers and small-scale entrepreneurs

z Farmers and small-scale entrepreneurs lack good skills to manage a loan, to save or to invest


z Following a financial education campaign held in 2014, 15 farmers’ groups have been successfully linked to financial services of the Rural and Community Banks

z Within these groups, 891 farmers have opened a savings account

A women is repaying part of her loan in a monthlygroupmeetinginGhana’sUpperEastRegion,wheremembersmeetwithacreditofficerfromBuilsaCommunitybank.

PARTNERSIN2015

Toende Rural Bank; Bessfa Rural Bank; Naara Rural Bank; Builsa Community Bank; Bongo Rural Bank (Upper East Region)

Bangmarigu Community Bank; Bonzali Rural Bank; East Mamprusi Community Bank (Northern Region)

Sissala Rural Bank (Upper West Region)

Outreach (people)

Expenses (euros)

2014 66.458 212.357

2015 76.271 *

* Micro-finance activities integrated in other projects

FINANCIERSIN2015

AgriCord; AGRA; NRGP

z 60 onion farmers successfully applied for a loan and 100% paid back their loan within the stipulated time

INBURKINAFASO z A study was conducted to map out

financial needs of farmers and entrepre-neurs, available financial products and financial institutions.

z The study has served to prepare the roll out of the micro-finance component in the future program

Comoé

HouetLeraba

Sanmatenga

Ouagadougou


Accra

BURKINA-FASO

GHANA

Upper EastRegion

NorthernRegion

Upper WestRegion


AGRICULTURAL EXTENSION

Bridging the gap for farmers to access information services

OBSTACLES z In Ghana, the ministry of agriculture

lacks resources to recruit sufficient numbers of extension workers. Those who are recruited do not have enough resources to provide good quality services. Formerly, the extension officer to farmer ratio was 1: 2,200

INFORMATIONSOLUTIONS z With support from AGRA, TRIAS

supports organized farmers in the rice, maize, soybean

z Within those organizations, TRIAS has identified local community extension workers to make technical and market

information and practices more accessi-ble to the farmers

z Extension workers are able to share their knowledge on a much larger scale by providing extension services such as radio emission, video mobile tricycle and SMS messaging

RESULTSIN2015 z The project has trained over 300

farmers as community extension workers who in turn have reached out to 18,000 farmers through radio programs, SMS services and video broadcasts in communities

z These farmers are now aware of the correct amount of inputs (fertilizers, agrochemicals etc.) to use, as well as how to handle these products safely

z The project has been able to reduce the farmer extension worker to farmer ratio from (1: 2,200) to (1:70).

Farmer have become radio hosts! In northernGhana,farmersparticipatedinbi-weekly radio shows in which knowledge ongoodagriculturaltechniquesareexplained to their listeners. Farmers could also call in the show to express their concerns and ask for other information.Eachcommunityisservedbyavideovan,displaying movies on how to use good agricultural practices

PARTNERSIN2015

Savelugu Nanton Rice Platform; West Mamprusi Maize Farmers Association; West Mamprusi Soyabean Farmers Association (all in Northern Region)

Outreach (people)

Expenses (euros)

2014 9.728 156.400

2015 18.002 197.344

FINANCIERSIN2015

Alliance for Green Revolution in Africa (AGRA)

ThroughtheAGRAextensionproject,rice,maizeandsoybeanfarmersinnorthernreceivethelatestmeteorologicalinformation,informationon when to sow and information on the latest market prices.


SUSTAINABILITY

DEVELOPINGOURPARTNERSTHROUGHMAKINGPROFIT

z In May 2015, TRIAS and its seven partners in Burkina Faso went to Leo in Sissili Province to learn about the Nununa Federation. This federation is able to sustain itself financially through production and marketing of shea butter. This visit has inspired our partners to start reflecting over new strategies on how to become financi-ally self-sustainable and autonomous

DEVELOPINGOURPARTNERSTHROUGHEMPOWERING PEOPLE

z People are central in the TRIAS approach. Inclusion of women and young people in all the membership organisa-tions we work with is a key attention point.

z Traditionally men take up 90% of the leadership positions in most organisations, TRIAS and its partners strive for a better percentage of women and youth representation

z Changing attitudes is key as a better word starts with yourself. TRIAS pays a lot of attention on leadership development and development of entrepreneurial skills. Only serving and transparent leaders accompanied by strong entrepreneurial members can make a difference in society

DEVELOPINGOURPARTNERSBYTAKINGCAREOFTHEPLANET

z In Burkina Faso, our partners involved in rice production train farmers on the use of Sustainable Rice Intensification (SRI) and Profound Placement of Urea (PPU) techniques.

z Using these techniques result in using up to 50% less water and chemical fertilizer and up to 90% less seeds. Meanwhile productivity sharply increases.

z Our partners in Ghana and Burkina Faso also train their members on a balanced and safe use of pesticides and helping them finding more environmental friendly ways to manage pest and diseases

z All farmers TRIAS works with are encouraged to use organic manure instead of inorganic fertilizers

z Rice parboilers are encouraged to use alternatives for firewood and use more fuel efficient stoves

PEOPLE PROFIT

PL A N ET


STORIES

Dreaming of a house with electricity

ISSAHABURENationality: Ghanaian Profession: guinea fowl farmer

Issah is from the small town of Zebilla in the Upper East Region and loves being a guinea fowl farmer and takes lot of pride in his work. He won the 2014 Regional Award for Guinea Fowl Farmer of the year. He produces up to four hundred guinea fowl annually.Before he just produced up to seventy guinea fowls. Since being a member of GUIFFA, he has seen his enterprise change a lot. He received training in guinea fowl rearing and obtained a loan that enabled him to invest considerably in his business.His big challenge before was that he had no brooder house, now he has two. His next dream is to install electricity in his house, so he is saving to buy a solar panel. With a solar panel, his children can better do their homework in the evenings

Everybody works hard to make their dreams come true ...

Dreaming of expanding my business

ISSAHAKASUALISUNationality: GhanaianProfession: community extension worker and rice farmer

Issahaka is 39 years old. He is from Savelugu in Northern Region. He has three wives and three children. He has been farming rice since he was 19 years old. His significant experience has enabled him to become a community extension worker in the project that is supported by AGRA.The project equipped him with knowledge and skills on new rice varieties. This enabled him to almost double his harvests last year. The new rice variety is popular in the market, so to better sell the rice he organised farmers to establish a marketing committee within the organisation he belongs to. Their sole dream is to contact buyers and have better contracts with them.There are more dreams for him in the future. He really hopes one day the bank can give him a loan, to further expand his enterprise and to become the lead farmer in his community.


Dreaming to buy my own motorbike

MARIAM MANDO Nationality: Burkinabè Profession: rice parboiler

Mariam is a rice parboiler from the small village of Louda in San-matenga province. She is married and has five children.In her daily live, she parboils rice. But she is also involved in other businesses to make ends meet. She parboils rice already for a very long time. Her main challenge is that paddy rice is so expensive and she has no money to buy in large quantities. She also lacks good stoves to parboil rice and a clean space to dry rice.Since a few year, she joined a group of 120 women with the main aim helping one another. Since then, she has acquired new skills to improve the quality of her rice. It increased her sales.Her dream is now to buy a motorbike to better transport her rice to the town of Kaya, where she can sell her rice in the market.

Dreaming of a better future for my children

ADJARA SAWADOGONationality: Burkinabè Profession: onion farmer

Adjara is married and has five children. She is from the village of Foutrigui, but works on her field in the village of Toécé. In 2001 she became member of a group named Song Taaba. Initially the group members supported one another in times of hardship. But since her group joined the provincial union of onion farmers, she has seen economic benefits increasing.

Through the union, she received different training in onion production and onion storage and has seen her benefits increasing. She can now send her children to school and has been able to acquire a cow.

She dreams that all her children will complete their education and can have a better life. She also wants to further increase her livestock. Working hard producing onion will help her make her dream come true


FINANCES

EXPENDITURE (in Euros) GHANA OFFICE BURKINA OFFICE

2014 2015 2014 2015

Transfer to partners 77.605 90.835 47.809 373.283

Depreciations asset 31.483 838 28.791 42.665

Costs of building 3.993 4.213 6.816 13.698

Public utilities and office cost 8.086 12.903 1.263 12.617

Others functioning costs 26.373 36.169 3.446 9.751

Service delivery and capacity building 221.323 226.757 27.417 28.064

Personnel costs 88.104 103.965 60.414 224.837

Others costs 58.365 18.453 1.672 20.773

Own means costs - 13.943 417 167

TOTAL COSTS 515.332 508.076 178.045 725.855

INCOME (in Euros) GHANA OFFICE BURKINA OFFICE

2014 2015 2014 2015

DGD program - - 179.313 581.892

AFDI - - - 143.949

Transfer received Head Office EU 178.353 - - -

Transfer received Head Office BRS 3.800 - - -

Transfer received Head Office AGRA 27.000 60.020 - -

Transfer received Head Office AGRA extension

222.425 169.160 - -

Transfer received Head Office AGRA rice 36.408 99.404 - -

Income of Regional Office 18.443 - -

Transfer received 14all - 38.206 - -

Transfer received others donors - 8.928 - -

Transfer received MADE/DFID - 60.156 - -

Transfer received NRGP - 65.521 - -

Transfer received others incomes - 11.690 - 63

TOTAL INCOME 486.429 513.085 179.313 725.904

The profit and loss account and the balance sheets present TRIAS account for the year 2015

PROFITANDLOSSACCOUNT

COSTS

In 2015 TRIAS Ghana Burkina spent a total of 1,233,932 Euros for the region, to achieve its objectives: 508,076 for Ghana office and 725,855 Euros for Burkina Faso office.

Of this amount, 464,118 Euros was used to support local partners (90,835 Euros for Ghana office and 373,283 Euros for Burkina office); 254,851 Euros was used for service delivery and capacity building for local partners (226,785 Euros for Ghana office and 28,064 Euros for Burkina Office).

The amount of 514,963 which represents 42 percent of the total expenses was used for operational and personnel costs (190,454 Euros for Ghana office and 324,509 Euros for Burkina Office)

INCOME

In 2015 TRIAS Ghana Burkina Faso has received 1,238,989 Euros as income (513,085 Euros for Ghana office and 725,904 Euros for Burkina Office).

In 2015 the funds of Ghana office were provided mainly by the local project and the Burkina Office funds were provided by DGD program and AFDI.


TRIAS

GHANA 2014 2015

ASSETS

Non-Current Assets

Total Fixed Assets - -

Current Assets

Ghana Prepayments 115 3.814

Ghana Partner Balances at Year End 1.220 -

Ghana Pre-finances to Head Office -8.714 3.921

Ghana Insurance Claim Receivable 19.407 -

Ghana Cash and Cash Equivalent 96.390 103.968

Total Current assets 108.418 111.703

TOTAL ASSETS 108.418 111.703

LIABILITIES AND FUNDS

Current Liabilities

Accrued Charges 17.498 10.334

Other Payable - 9.115

Total Current Liabilities 17.498 19.449

Fund Balance

Ghana Profit Carried forward 13.260 10.730

Ghana Balance c/f: Others -4.066 -2.701

Ghana Balance c/f: AGRA Partner -134 -

Ghana Balance c/f: BRS Partner - -

Ghana Balance c/f: AGRA Ext 75.369 30.122

Ghana Balance c/f: AGRA Rice 6.492 -2.614

Ghana Bal C/f: Own means - 15.683

Ghana Balance C/f: MADE/DFID - 21.139

Ghana Balance C/f: NRGP - 19.895

Total Fund Balance 90.921 92.254

TOTAL LIABILITIES AND FUNDS 108.419 111.703

BURKINA FASO 2014 2015

ASSETS

Non-Current Assets

Total Fixed Assets - -

Current Assets

Prepayments - 2.048

Partner Balances at Year End 13.342 13.575

Pre-finances to HO 863 2.085

AFDI Short-term receivables - 37.442

Cash and Cash Equivalent 18.414 103.807

Total Current assets 32.618 158.958

TOTAL ASSETS 32.618 158.958

LIABILITIES AND FUNDS

Current Liabilities

Accrued Charges 1.354 22

Other Payable 6.406 42.891

Total Current Liabilities 7.760 42.913

Fund Balance

Balance c/f: DGD 24.858 116.045

Balance c/f: AFDI - -

Total Fund Balance 24.858 151.410

TOTAL LIABILITIES AND FUNDS 32.618 158.958

BALANCE SHEETS GHANA AND BURKINA FASO

GHANACountry Representative: Rex Asanga

Opposite Regional GNAT Office

Zorbisi, Bolgatanga

P.O. Box 778, Upper East Region

Ghana

+233 382095701

[email protected]

BURKINA FASORegional Director: Eva Dossche

TRIAS Regional Office

Patte d”Oie—Secteur 15

05 BP 6530 Ouagadougou 05

Burkina Faso

+226 25375114

[email protected]

[email protected]


CONTACT INFORMATION


TRIAS

Ibrahim SaréDriverBurkina Faso

Charles AyamgaDriverGhana

Felix AniahFinance and Administration OfficerGhana

Esther OuédraogoAsistant AccountantBurkina Faso

Vida NyaabaAssistant AccountantGhana

Ebenezer MateyProgram Coordinator and Micro-FinanceGhana

Delmas KindaMicro-Finance AdvisorBurkina Faso

Albert AdombilaProject Officer NRGP Guinea Fowl ProjectGhana

Rex AsangaCountry RepresentativeGhana

Bakari CisséMember-Based Organisation AdvisorBurkina Faso

Johnson AgolmahProject Officer AGRA Extension ProjectGhana

Rogier HuijmansProgram CoordinatorGhana & Burkina Faso

Stéphane BayalaAgro-Economic AdvisorBurkina Faso

Marie-France VaryMonitoring and Evaluation OfficerGhana

Aicha ApiouFinance and Administration OfficerGhana & Burkina Faso

Grace AmoahCleanerGhana

Patience AlagskomahMember-Based Organisation AdvisorGhana

Eva Dossche Regional Director Ghana Burkina Faso

About this reportThe annual report describes the operations of TRIAS Ghana Burkina Faso during the period from 1 January to 31 December 2015. For questions about this report, please contact Eva Dossche, Regional Director TRIAS Ghana Burkina Faso [email protected]

COLOPHONEditing and design: TRIAS Ghana Burkina FasoPhotography: Isabel Corthier, Phillipe Hilven and TRIAS Team

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annual report trias ghana & burkina faso 2015 (en)

Government & Nonprofit