centre for traditional governance, proposal

Finding innovation in the heart of tradition.Building on cultural knowledge to bring about sustainable change in Northern communities in Ghana

“Service by our chiefs these days no longer takes the form of military, ritual or even political leadership. Rather it has assumed the form of moral and social leadership, which is translatable into mobilising their communities for developmental purposes.”Professor J.S.K Ayim, Vice-Chancellor, KNUST, TAARN: 2004

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Center for Traditional Governance: Proposal of works 2010

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Acknowledgements:

Acronyms and abbreviations:

This paper was written by Moses A Appiah. NDA, BSc Agric, PG Dpl., MPA and Tom Nicholls, BA Pol/Comm, MA Global Comms. Commentary and advice were provided by Philip Ayamba of the CSRC.

ARRCSRCCTGDCEFGM GHC ICTMOFANGOSMSTAARN

Afforestation Reforestation RevegetationCommunity Self Reliance CentreCentre for Traditional GovernanceDistrict Chief ExecutiveFemale Genital CuttingGhana CediInformation and Computing TechnologyMinistry of Food and AgricultureNon-Governmental OrganisationShort Message Service Traditional Authority Applied Research Network

Contents:

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27-33

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Executive Summary

Organisational model: Chieftaincy structure and traditional influence

Relevant background: Binaba and the Upper East

Monitoring and Evaluation

Thematic Areas: proposed areas of action for consideration of partners

Governance Programmes

Livelihood Programmes

Budgets: Deconstructed, tabled and labeled

Future Plans and long term objectives

Executive Summary:

The need for developments in people’s livelihoods is something that is on the lips of many of the rural communities in the Binaba traditional area and beyond. This is the message that is brought to the chiefs who as traditional authorities are deeply involved with their people, highlighted here by Daasebre Osei Bonsu II, describing chieftaincy as “the embodiment of the spirit of our ancestors, as well as the spirit of the people we govern”.

The remit of the chief who has responsibilities’ over civil law, land and marriage rights, local legislation and conflict resolution put them at the very heart of any community-based approach to the improvement of living standards. The CTG wish to make use of this resource by taking the wishes of the Binaba traditional areas for improvement and developing a first phase of three livelihood programmes. These programmes will be supported by the institutional development of the chieftaincy structure, associated political organisations and traditional knowledge practitioners.

This will lay the foundations for the CTG to increase the effectiveness of the chieftaincy as a structure of decentralised governance, economic improvement and service delivery. This would be achieved through state intervention, NGO’s and importantly, the private initiative of the communities of the Binaba traditional area.

By documenting this process and ensuring a critical approach is taken to the CTG methodology both through participatory analysis among stakeholders and professional evaluation we shall develop the approach to ensure its benefit to other chieftaincies’.

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*Chief of Binaba, (Naba Abaare Appiah 1V) surrounded by his elders at the palace

1 Organisational model: Chieftaincy structure and traditional influence

The Bawku traditional area is one of the largest chieftaincy institutions in the Upper East with twenty-eight divisional chiefs sitting in the Bawku Paramountcy. Fig1 shows the relation between the Binaba Chief and the paramount chief in Bawku, although there are only two other chiefs shown this represents those in the immediate district of Bawku West rather than for the whole of Bawku. The Binaba chieftaincy is the largest in the Bawku West; under the chief there are fourteen sub-chiefs who in turn each have a group of elders and advisors. In all just over fifteen thousand people live within the chiefs area.

The chiefs has legislative power in so far that the District Assemblies are required to have a proportion of chiefs sitting and that devolution of central powers is required by legislation. The chiefs are assigned legal provision in the case of civil law although in practice distinguishing between civil and criminal means there is often overlap. Land use and ownership is a very important aspect of the chiefs powers, a recent story of a chief selling the lands out from under the peoples feet demonstrates both the power and the need for responsible chieftaincy.

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Paramount Chief Divisional Chief

Divisional Chief

Royal Household

Council of Elders

Binaba Chief

Sub-Chief Sub-Chief Sub-Chief Sub-Chief Sub-Chief Sub-Chief Sub-Chief

Sub-Chief Sub-Chief Sub-Chief Sub-Chief Sub-Chief Sub-Chief Sub-Chief

Community Population

Elders/Notables/Household Heads

*Decentralised Traditional power structure of Binaba division

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*Figures are approximate, taken from the Official 2000 Census

Population : community Sub-chief Assistant Chief

1,792: Binaba Natinga Azabugo Akugri Atori Awelinga/Akuka Adegili

944 : Gumbari Alabilla Awini Ayouri Akrurugu/AzuriAkparigem

1,132 : Gore Atulige Akuum Awituam Arongo/Awini Arasabit/Ay-inu Akeriga

676 : Yelwoko Abuguri Aye Zorbonnabt

1,716 : Kamega Azelbego Azoog eboAtotiba Apiim/Asamari Azanbeg/Ayouri Awafo/Ayeebo Ndego/Anyari Ayariga

406 : Agaago Akelisi Aban Azurago Anyari

1,405 : Azuwera Alalba Awelinga Ayinga Akezor/Ayandago Atei

486 : Gbantongo Arongo Anayi Aselgat Mbilla/Atubo Abugri/Akunab Ateega

1,222 : Kopella Avoka Arongo Ayobit Mlysum/ Avoka Ayeebo

838 : Gabuliga Alagari Agbande Alale Abugri/Atingbt Akobil/Milla Agaba

650 : Adagbirda Nbabun Abugubil Abugbun Abana/Arongbil Alale

1,078 : Tetako Anyari Awin Anyari Ayawego

142 : Ziego Ayariga Amannib Alabuit Buranga

2,960 : Boya Aningori ApambeAzoyouri Abugri/Abanga Awelinga/Ayeebo Akparibo/Agataba Ayendago/Mbilla Ayumah

Total : 15,447 Total : 14 Total : 33

2 Relevant background: Binaba and the Upper East

The Binaba Traditional area dates back to the 1780 when the main clan the “Bimb”, who hail from Burkina-faso moved South in search of fertile lands. The “Bimb” clan were hunters and farmers who upon arriving in their present settlement entered into conflict with the native Mamprusis tribes. They had been using the land now known as Binaba as a horse trading post and knew the place as ‘Dagbang Daa’. The “Bimba” pursued the Mamprusis up the Gambaga scarp and occupied the present day Binaba thus deriving the name from the clan ‘Bimb’.

This clan was said to have come from the old Ghana Empire that existed further North. When the first white man (the British) arrived in 1820 the Bimb’s had settled in the area and had developed leadership roles to rule its newly formed kingdom while they farmed and hunted. Many smaller clans moved south of the Sahara and settled around the outskirts of this kingdom widening its scope. The celebrated chief Apiiga Abugri expanded the kingdom by conquering more clans to add to his kingdom. Today the kingdom has fifteen sub-chiefs making it a divisional authority under the Bawku Traditional Authority.

Northern Ghana is unique in several respects, not least the hostility of its environment and its historical deprivation and marginalization. As an ecological zone, it is situated in a harsh region, enjoying limited and unreliable rains and watered by the Volta River Basin.In the context of the overall repressive colonial policies, Northern Ghana was more repressed, having been deliberately left out of infrastructure development and education for about three centuries. The legacy of that policy is today reflected in its extremely low adult literacy and poor quality of human development in general. The nationalist post independence government tried improving these poor indicators but the overthrow of that government led to their (indicators) continuing decline.

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*Areal Map of the Binaba traditional area

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*Binaba township area on a typical morning

3 Monitoring and Evaluation

Monitoring and evaluation will be considered in concert with the varied nature of the participants of the areas of CTG operation. Working at the level of communities up to professional bodies it is necessary that the CTG consider at each level how the process of monitoring and evaluation can add value and be as reflective of the particular circumstances of the reporting.When dealing with funders and professional bodies the CTG will seek to demonstrate in transparent and quantitative terms the impact that is made in the improvement in the areas identified. They must also translate well both upwards to professional bodies and funders as well as downwards to participants from where the information was gathered, ensuring that information and evaluations made are correct.Within the thematic areas there are explanations of the particular practices used in each programme however a brief overview shall be provided at this stage as concerned to the overall activities.

The CTG will make use of the chieftaincy networks as a participant and qualitative method of information gathering, this is a system of qualitative experience gathering that is well known to community members although some issues of traditional authority may require parallel systems of reporting where conflict arises. In cases such as those that may be identified as potentially vulnerable to distortion or out-right censorship steps will be taken to discuss with participants neutral members within the appropriate subject area. In this way we hope to ensure that the qualitative data collected is valid and reflective. The evaluation of this data and then subsequent re-transmission of it, either through one-way communication such as newsletter or recording will be supplemented with meetings, or where not appropriate, recourse to the systems as identified in the previous paragraph. This will be bolstered by quantitative analysis of indicators such as rates of income, nutrition, or educational attainment among the community groups where the programme allows. This sort of information will be gathered by committee through dynamic processes and by the CTG during stocktaking exercises.

At the level of the chieftaincy and its involvement with professional bodies such as government, funders or professional institutions information will be of either a evaluated qualitative type or quantitative in nature. Largely this will be driven by the needs of the body with whom the relationship exists. The strength of this organisation of data collection should be that information is constantly under collection and documentation attributable to its source. Indicators will be partially negotiated with communities where possible, relating particularly to perceived needs or current scarcity. In cases such as that of carbon capture the methodologies are prescribed, it will be of concern to the CTG to demonstrate the proper use of these methodologies while ensuring that its is able to translate their meaning appropriately to the local context.

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*Market women at an interview discussing access and supply

4 Thematic Areas: proposed areas of action for consideration of partners

The framework of the governance program will have in its inception a methodology of information gathering and evaluation, tied with participatory research and gender equality or active promotion where needed. The CTG recognize the damage that can be wrought by poorly managed and unaccountable actions and will ensure through a constant process of data collection and consultation that the programs it undertakes are acceptable to all.

By making use of modern communication technologies whether they be ICT based or accessible via mobile we will work towards the greater dispersal of information among groups so that the networking potential of the chieftaincy structure be realized. While many of the people within the traditional area will not have access to computers or written material there are interpersonal networks that can be utilized for this issue, framing information in understood terms. In terms of the upward movement of information to government or professional bodies it is well known that the growth of ICT usage will through ‘e-Government’ programs or the increased reliance on internet by professional groups expand. By integrating electronic means of communications and data retention at an early phase the CTG will ensure that information across its program range will be readily accessible and reproducible.

The CTG are also aware of the conflicts that arise between families and household groups. This is often an outcome of poverty lack of total participation or gender inequality. CTG believes that it is of utmost importance that as communities are given greater voice this voice is reflective of all members of the community, in terms of practices that humiliate or lead to traumatic circumstances CTG will work towards an awareness of the problems that arise through placing community members in situations that damage or inhibit their ability to sustain themselves.

Long term objective

To promote and strengthen traditional governance structures through capacity building, participatory research and networking between stakeholders, over the next five years.

Short term objective

To conduct consultation among the local communities investigating the capacity of groups to organize and take stock of the current capacities’ in 36 communities over the next year.

Training and discussion with traditional leaders on traditional and customary systems that positively and negatively affect the development of persons within the traditional area throughout the 36 communities over the next five years.

Investigations into the land management and surrounding environment with particular note made of areas of conflict or disasters that require specific training of the community or professional assistance.

Traditional governance programme 1.0 Traditional Governance

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Activities

1.1 Review of various powers and responsibilities of the chiefs, sub-chiefs and landlords. Jan – Feb, 2010.

To undertake an initial revision of the various powers and responsibilities of chiefs, sub-chiefs and landlords. Firstly as a desk based exercise and documentation dealing directly with the technical legal frameworks, then in consultation with the chiefs in relation to the traditional and cultural responsibilities.

1.2 Consultations with sub-chiefs and documentation of their resource networks, traditional practice and strategies for dealing with issues. March – April, 2010

To begin consultation with the sub-chiefs initially and individually on a day long exercise. The aim of this will be to familiarise the participants and to meet them initially on their ‘home-turf’. There should be discussion of the sub-chief’s sense of responsibility, coping strategies and resources for consultation. The aim will be to identify areas in which the sub-chief is technically able and those where they require to pass the issue on to the senior chief. How this is done might also be investigated and analyzed. The issue of traditional practices may be raised as one for thought although not necessarily explored at this stage. Information regarding legal and legislative powers of the chiefs should be discussed by the relevant elders however detailed discussion might also be left to a later period unless participants wish to raise issues earlier.

Traditional rulers constitute a highly decentralized system of governance that is in close proximity to the people they represent. It has been long recognised by central government that in order to effectively court the people the chiefs must first be assured. This system can potentially offer great benefits when furthering the aims of de-evolution and effective local governance.

It challenges traditional leaders to question presumptions and encourage practices that are not always those prescribed by tradition. The failure of many NGO’s to properly deal with issues of traditional practice may stem from a clashing of knowledge systems, of western and traditional thought. By framing the discussion through the chieftaincy and the associated traditional leaders the CTG will be better placed to frame the argument in terms that is understood by the local communities.

CTG will organize training workshops with communities in the area, initiated through the headsmen structures in order to bring communities together to look at the positive and negative aspects of cultural values. From these meetings we should develop programs to assess the types of development activities that would be appropriate to the area. CTG is currently involved with the creation of gender specific by-laws designed to limit some of the more harmful social practices concerning bride price, widowhood rights, FGC and other sexual abuses. CTG understand that when addressing these issues condemnation may only be possible for some of the more extreme practices such as those that constitute a direct assault to the individual, in many cases to directly ban a practice will only entrench it further. CTG through consultation and discussion will encourage communities to recognize harmful impacts of practices such as confinement of widows; in this case a reduction of the period may render it ceremonial rather than harmful.

Traditional rulers contain vast reserves of knowledge about their local areas and the peoples and resources available to them. This information is easily gathered when a specific trip is made to the communities however creating a lasting methodology for continuing to gather information. Whether to identify trends or to act as a means to evaluate the impact of programs in the area is an important aspect of the work that CTG intends to carry out. This sort of approach will also ensure accountability and proper systems of monitoring to identifying problems before they become insurmountable or harmful. The creation of a systematic methodology of work will simultaneously create a blueprint for other chieftaincy structures to implement similar programs. It is the explicit intention of CTG to actively engage surrounding Chieftaincy networks in discussions about the activities it carries out with the hope to extending the scope of the project.

Programme description

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1.3 Validation of consultation outcomes by opinion leaders and community members. May – June, 2010

The results of these previous meetings will have been recorded and documented during and after the meetings however there needs to be a period of reflection while the information is considered in relation to the other governance programs’. After this period information will be distributed in printed or verbal forms before a meeting is convened. Validation meetings should be held between the sub-chief’s opinion leaders and their community members to discuss the implications of the information they have received. These should bring about a greater range of opinions over the programs and associations to decentralization and traditional knowledge.

Long term objective

1.4 Consolidation of consultations and communication strategies between chieftaincy networks. July – August, 2010

During May the chief and sub-chief meeting should take place to bring about discussion between the members of the chieftaincy structure and differing perceptions about the continuance of the program and perceived advantages or disadvantages of continuing. At this point it may be possible to discuss the possibility of communication strategies aimed at bring greater connectivity to the chieftaincy network and the sort of professional and livelihood programs that they have engaged with and their success

1.5 Integration of Traditional leaders with further governance programs. August 2010, ongoing

Once the leadership program has established a strong and capable chieftaincy structure it will begin to integrate the further aspirations of the overall governance program. This is documented in the following two thematic areas but will rely on the chieftaincy structure to deliver many of the outcomes particularly in terms of community participation

2.0 Decentralization and Local Government Administration

Long term objective

The CTG want to create a climate as well as practical structure in which decentralization can occur. CTG want this process to be as inclusive of stakeholders as possible while not lessening the ability of governing forces to act.

To set up an information sharing agreement with the District Assembly concerning the mid-yearly plans and central directives.

To liaise with the Town and Area Councils and set up similar agreements with a view to increasing participation in decision-making.

To where possible introduce the use of ICT and Internet based programs to assist with the exchange and evaluation of information. To ensure that this is then appropriately conveyed to communities in formats that are understood by all.

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Decentralization is a process that requires capacity building among stakeholders while Local Government is effective so long as it is reflective of its demographic and effective in its operation. The Assemblies, be they District, Municipal or Metropolitan are the direct link between the local organisations/structures and the central administration. In order that they function efficiently they must demonstrate their ability to properly reflect the needs of their area. Decentralization to be effective must be able to devolve its powers to responsible and democratic organs that will operate effectively within the more localized framework.

Assemblies are democratic entities that are elected by the local population and should in this respect reflect the wishes of their constituents. They are accountable to approximately 100,000 people in the Bawku West area according to the 2000 census. They are affected by the central government in so far as one third of the Assembly is appointed by the Government. They may at times not properly fulfill the promise of decentralization due to their ties to the central government.

The project of decentralization will not succeed without a conscious and vibrant civil society, nor without understanding the channels and procedures for making recourse to the local Assembly. In areas where the most recognised form of governance is chieftaincy the manner in which the district assembly is contacted may be beyond many peoples experience. The CTG has organized the communities within the Binaba Chieftaincy under each of the sub-chiefs into organisations based on association, gender or to the preference of the community involved.

These associations need to be made aware of the Assembly and the work that they are undertaking. Equally the Assembly will benefit from more knowledge about the needs of their areas. Through establishing a culture of information sharing and evaluation the CTG hopes to be able to make all associations more effective. The CTG will also work with the communities to advise them when and how to work with local government for access to government funds or inclusion with projects.

The primary aim to create durable and vibrant local organisations that will make the promise of decentralization and local determinism possible. This will involve capacity building in the terms that have been described as well as continuous consultation with groups to support and further their aims and wishes.

2.1 Review of legislative framework and initial meetings with Town Council and District Assembly. August – October 2010.

The decentralization and local governance program will begin with the conclusion of the first phase of the traditional rulers activities. It will begin with desk based and participatory information gathering activities to ascertain the legally understood definitions of decentralization and legislative power of civil society groups alongside that of chieftaincy. Workshops should be conducted with the District Assembly and the Area and Town councils of the Binaba traditional area to draw awareness to the project. There should be some discussion of decentralization with the chance to gather advice as to how the Assembly operates producing mandates from a community level.

2.2 Integration with Traditional Rulers Program. October – November 2010.

There at this stage needs to be integration with the Traditional Leadership Programme. At this stage there will be some collation of information with invitations to all concerned parties be it Assembly to Community level to provide input. This should seek to draw out the sort of information exchanges that would benefit the parties involved with thought given to the nature of cooperation and potential outcomes. Subsequent meetings held between the sub-chiefs should go some way as to informing the necessary reaction towards findings of the program.


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Activities

2.3 Creation of mechanisms for alignment of interests. November – December 2010 ongoing.

The aim of the interactions between the traditional leaders, the Councils and the Assembly must be to create lasting relations where information from the central government or programs that the Assembly wishes to establish are able to find the widest mandate through their visibility to and collaboration from community members. This will allow decentralization to truly occur at an institutional level rather than to be the preserve of lobbies. It is then vital that information sharing as well as mechanisms for information gathering be created. Community participation should also be assured through finding mechanisms to alert and hold open forums in time for consideration of points raised.

There are many valuable resources to be found within the people and these resources die out when they are not passed on, often within the traditional manner. In order that they might be preserved there is a need for identification of these knowledge’s and then consideration of how they might be supported. This could take a number of differing paths whether it is by the greater use of this knowledge or by a professional body such as university interested in plant species.

Belief structures concerning soothsayers, traditional fortune-tellers and fetish priests exist in abundance and continue to direct behavior and social dynamics. The knowledge’s held are deeply connected to plants, animals and the immediate environment both physical and particularly the spiritual world. When considering traditional knowledge it is insufficient to consider only that deemed acceptable by scientific enquiry. The power of these systems is well understood by the traditional people and it is an important resource of knowledge and traditional belief. CTG will seek to engage with traditional figures to identify the particular knowledge’s with which they are endowed. From here the CTG will investigate the potentials to bring about positive affects on livelihoods on the one hand but also the spiritual and cultural lives of the community. It will be a primary aim of the CTG that the cultural wealth with which communities are often rich does not become lost or forgotten in the name of modernization. Development will build upon the pre-existing beliefs and knowledge’s rather than seeking to circumvent them.

Where appropriate the CTG will create links between traditional actors and professional bodies so that there might be mutual benefit to all parties. There are numerous studies underway across the world looking to new compounds, botanical substances and new knowledge systems that can be developed upon.

For example there are also knowledge’s concerned with the building of mud ovens, hardening houses to flooding and ways of farming in dry seasons that may have little application outside of the immediate household. In terms of medicine men there is a clear need for locally available sources of medicine and pesticides, particularly for dealing with illness in livestock. Reducing the dependency on chemical products will not only increase the money that people have, it will also lessen the harmful impacts of chemicals on soils or people. The use of pesticides made from the ‘Neem’ tree are well documented but there are many others that exist and may be made use of.


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To undertake a exhaustive stocktaking exercise within communities to identify the holders of knowledge and to enter into discussion about their impact and their willingness to involve themselves.

Through community discussion identify the practical applications for such knowledge and the abilities of the said communities to support these knowledge holders. To identify which professional organisations be they medical, agricultural, or academic and begin a dialogue about how they may support, learn from or improve the traditional knowledge held.

Long term objective

To support and further locally held knowledge through its greater visibility and usage. To ensure that indigenous practitioners are supported to the benefit of the local and international communities.

3.0 Indigenous Knowledge promotion and Development

3.1 Ongoing process of identification and documentation. January 2010

To begin with there are issues of Traditional leadership that will take president over the indigenous knowledge promotion due to the nature of operating within a community and the nature of respect for chiefs. Non-the-less the various livelihood programs will be identifying areas in that knowledge is required. Notes of needs for veterinarian skills, medicinal herbs and other needs will be recorded and documented in the course of the execution of related programs.

3.2 Integration within Traditional leadership program. August – October 2010

Through meetings with chiefs (Traditional Leadership Program) there will be notice given of the nature of the indigenous knowledge promotion. The chiefs will be expected to pass this information on to the people they identify as being relevant to the program. Documentation of those willing to engage with the program will be begun. This will involve the identification and grouping of the types of practitioner through discussion of their resources be it knowledge or material. This process will seek to produce a documentation of indigenous knowledge’s that are held within the area but also to investigate those that are lost or becoming so.

3.3 Investigation and collaboration with professional knowledge bodies and practitioners. November 2010, ongoing Investigation will be made to professional knowledge centers academic, clerical or otherwise to open information sharing concerning programs that may benefit from access to these practitioners. In order that this operates efficiently there will be a dedicated email address as well as online information concerning the traditional practitioners in the area. Information will be periodically sent to communities to build awareness. Where there are examples of groups such as NGO’s who wish to operate in particular fields that overlap with traditional practices of which many might be found within the area of gender rights CTG will organise workshops to begin the sensitization of professionals as to the beliefs of traditional practitioners with the hope of increased cooperation between both parties.

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Activities

*Local pito sellers make they’re brew from sorghum providing valuable income

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Livelihood programs; development and management

The alternative livelihood programmes are in three main areas. It will include the rehabilitation of the Binaba Dam site irrigation scheme. To support the women and young farmers to increase the production of rice and vegetables in the dry season for household consumption and income. The second intervention is to provide micro-credit support to traditional women and their male counterparts to support increased incomes for farming purposes and other off-farm activities in the Binaba traditional area. The third area will be concerned with the implementation of a tree planting and carbon capture scheme that will provide both income and economic benefits. By making use of mobile communication we might allow the scheme to operate on a very large area while retaining good information about the state of the trees.

4.0 Rehabilitation of the Binaba irrigation dam site.

Long term objective

To fully rehabilitate and extend the scale of the Binaba Dam with the various associated rights of use being fairly allocated through local organisation. To ensure it’s continued up-keep through responsible stewardship.


To organize committees responsible for investigating the current state of the dam with a view to the required rehabilitation work.

CTG will examine the scope of enlargement and based on the rehabilitation requirements consult where required over the needed investment.

CTG will work with the committees to identify the costs be they material or labour that will be met by the communities involved.


Binaba is the site of a large dam that was established in 1974 with money from Oxfam and the CUSO supported by the Anglican Church. It has long since passed into disrepair through the poor management by the MOFA and the young farmers who left periodically to farm in the more lucrative coco farms of the South. It is still used by approximately 250 farmers who make use of the damaged channels although many of the smaller irrigation channels have ceased to operate. The drainage channels are also in poor repair and mean the land does not drain properly increasing the standing water on the soil and lessening its fertility. There exist two large areas for thrashing rice and also the remains of an experimental nursery that is now mostly given over to fruit trees. The dam is affected by rising levels of silt that are created from the flows of water during the rains, a vested effort to increase soil cover is underway although lacking funds.Conscious efforts would be made to repair all the broken canals and cut open all drainage channels as part of the rehabilitation effort to get water to all fields as well as use water efficiently. An increase of the irrigated area is necessary and more canals and drainage would be constructed. To this end the CTG intend to set up a management structure to administer all the affairs of the irrigation scheme. This will be done through the formation of committees responsible for running the day-to-day affairs of the reservoir and the irrigated area.Three mandatory committees shall be formed,; • Water users committee• Land allocation committee • Product marketing committee. Other committees where necessary shall be formed to ensure that, power is decentralized to meet the needs of all parties.The dam suffers from siltation that will ultimately cause it to become useless, in order that it shall be sustained there must be efforts to maintain the environment around the catchment area of the reservoir the length and breadth of the irrigated area. Through tree growing and special grass species the CTG will improve the capacity of the foliage to lessen the earth that is transported by rains and erosion. It should run in collaboration with the carbon capture scheme to ensure that the costs of labor and maintenance are met.

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Activities

4.1 Identification of works and registration of committees. January – March 2010

A committee for the organisation and execution of labour shall be formed to register those seeking to farm in the irrigated area. Other committees with responsibilities for water allocation, land allocation, livestock control and product marketing will be formed. Their contribution to the project will be expressed in labour, organisation and administration with a view to becoming self sustained. There will be a through investigation of the drainage channels and estimations of the materials needed to restore or rebuild the existing infrastructure. Where required experts will be contacted for skilled tasks such as masonry or land surveys.

4.2 Provision of materials and restoration. March – June 2010

Beginning of the rehabilitation will involve the repair of damaged channels, reconstruction of others that have totally disintegrated and the removal of silt from most. The damage that has been intentionally inflicted by unprofessional extensions to the channels will be discussed during the period and other damage such as that by animals is drawn to attention. In order that similar acts are avoided in the future the participants will be encouraged to discuss the processes that have led to the dams decline and encouraged to suggest remedies to be collated and evaluated by the appropriate committees.

4.3 Establishment of nursery for conservation work. June – July 2010

In order that the conservation of the dam might be fully realised and the potential to encourage new crops or varieties be explored an experimental nursery will be created. Here varieties of grass that are known for fixing soils will be grown as well as trees that provide similar functions. The area will need to be fenced to protect it from livestock and there will be training provided for the attendants.

4.4 Conservation and protection of dam and catchment area. July 2010 – ongoing

Planting of the tree and grass species around the catchment area will reduce the siltation of the dam and erosion of the dam embankment. Removal of weeds from the dam itself by the water users committee shall ensure that the water is not swamped. There will also be a reduction of the crocodile population that as the weather has dried have invaded further into the populated areas of the dam endangering life and damaging fishing activities. To these ends training and material provision of tools will be provided and labour exercised through the appropriate committees.

4.5 Dredging of the reservoir. Period to be allocated

The reservoir was originally constructed in 1962 and in time will become too silted to hold water effectively. Measures affected by the CTG will slow this process and perhaps inevitably stop it, however without dredging of the dam the dam will inevitably fail due to the levels of silt it currently holds. The cost of this is far less than construction however still costly enough to require consultation with partners and government. This will be investigated by the CTG with a hope towards its realisation.

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4.6 Evaluation of project and institutional effectiveness. November – January 2011

It is the intention of the CTG that the committees established should be responsible for the running of the dam in all aspects. There will at the completion of the rehabilitation be in depth meetings with the committee members and the wider dam participants. Issues that have arisen without proper redress will be explored and appropriate measures or mechanisms implemented. Where needed further training will be offered in any of the areas associated with the dam; agricultural / conservationist / administrative / social. The evaluation will be carried out with a view to how initiatives’ such as the marketing committee will continue to operate and workshops or excursions to other markets may be organised in the future as and when needs arise.


To organise groups to open bank accounts and begin to deposit monies to begin the building of credit histories and viability of the scheme.

CTG will be ensuring that members of the groups are able to take over responsibility for ensuring that new market sellers or farmers are able to work within a supported atmosphere to learn from the more experienced members.

CTG undertake to increase the amount within the fund by finding supporters to extend grants or loans to increase the capacity of the scheme.

Gender inequalities and stereotypes in the name of tradition have kept women as second citizens to the man meant to provide services their husbands and their family members. Traditionally women have no say in how things should be done in the family. In terms of ownership of property, women do not own economic assets such as productive and fertile lands, the bigger animals like cattle, donkeys and economic trees such as the Shea butter and Dawadawa trees. Their male counterparts own these through the matrilineal system of inheritance. They are allowed to own only poultry and the small ruminants.

In recent years however, things are changing slowly in favour of gender equity and women’s liberation but certain traditional practices still leave much to be desired. CTG believe that the more informed and economically empowered the women, the better chances of being liberated from domestic servitude and gender discrimination.

CTG also understand that the empowerment of women with no recourse made to men will== only create greater friction between the divided parties. Because of this CTG prefer to include the discourse of gender equality at all stages of the program, seeking to actively address negative practices where they may exist. In this way the CTG will encourage a parity in its dealing with members of both genders creating a environment of equality in its dealings with communities.


20CTG

Long term objective

To create and manage the local formation of the credit scheme, ensuring that good borrowing practices are observed. To provide the material and informational support needed to ensure that business plans are well constructed and viable.

5.0 Micro-finance and marketing

Credit unions, learning and sharing

CTG would assist the women and farmers group’s to form traditional unions, the impetus of the micro-credit scheme will drive the realization of this objective. The coming together into unions would help them become a formidable socio-political force that will give them a say not only at the village level, but also at the district, regional and national level as well.

Leadership and group dynamics training would go alongside the micro-credit scheme improving the leadership and management of the respective groups. The groups therefore meet frequently to share their successes or challenges in the businesses as well as exchange ideas in traditional issues helping in the sustainability of the of the program and it technical knowledge.

To make the revolving credit program more sustainable, CTG is adopting a three –prong approach to improve the socio-economic conditions of these traditional households.

These are:

1. Micro-finance support for women’s economic activities and young farmers

2. Discussion of traditional behaviors and attitudes.

3. Skills training to improve marketing and quality of products.

These aims will be fulfilled through the following activities:

The micro-credit program would help CTG to institute a revolving loan scheme. This will be organised accordingly:Each woman who receives a loan will be required to pay back the loan at a later date with interest. The period of repayment will be between 6 months and one year and beneficiaries can reapply for another phase of the loan either to continue with her activities or expand what has been started. It is the experience in Ghana that repayment of loans by women is much better than their male counterpart. Repayment, plus an interest of 20% would be charged to help sustain the revolving fund over a long period of time, to the benefit of more women. Besides the group collateral that would be used to guarantee the loans, other guarantors would be required for certain categories of women identified by their members as high risk borrowers.

On the other hand credit would be extended to young farmers to promote sustainable agriculture as well as cash crop with high market potentials. Repayments are normally made after harvest and sales are made with interest rate

of 20%. As repayment rates among young farmers tend to be lower than that of their female counterparts measures will be taken to ensure that groups are supportive of one another and that the issue of non-repayment is brought to the fore of any discussion about the granting of loans that shall always be undertaken collectively.

A high degree of awareness and knowledge concerning the prevailing socio-economic environment within which there respective enterprise operates would prove extremely beneficial.

Constant education and training would be instituted for all the beneficiaries in such areas as business and financial management, gender education, marketing, groups’ dynamics etc. There will be attempts made to create a forum where farmers and sellers can come together to introduce some form of planning in relation to crops that may have fetched good prices or conversely discussion about the possible markets for things not currently sold commercially. This sort of forum should also generate respect for the position of the market sellers that are likely to have greater access to market information.

Improved market access and better prices for the products will go a long way to increase the profits and incomes of these women and farmers. CTG and these groups would continue to vigorously seek market opportunities for existing and new produce. With the introduction of the micro-credit and the promotion of increased production, contacts would be made to buyers outside the region to stimulate increase production.

The women and farmers would be assisted to cultivate the culture of savings. Each group would open a savings account with a bank into which membership contributions would be paid. The savings would also serve as a buffer or coping strategy against any decline of the business or farms in the future. Individuals are also encouraged to save parts of the earnings towards future investments or expansion of their farming or businesses.

CTG is aware that these initiatives are likely to create certain frictions; gender awareness, training and education would be constantly conducted targeting both parties within their traditional setting. This is expected to reduce gender conflicts and serve to create a greater understanding of the potential for communal support and learning, contributing immensely to the programme success.

21 CTG

Activities

5.1 Organisation of credit groups. November 2009 – March 2010

In order that the micro credit scheme might be begun the communities will need to organise themselves into cooperatives that are headed by an executive of a technical head, sectary and treasurer. They will be organised by the communities themselves and the notification of the requirement provided by the sub-chiefs, registration of the cooperatives is carried out with the chief and letters provided for introduction to the bank.

5.2 Opening of bank accounts. January – April 2010

The groups will bring their completed letters of introduction as well as a table of registration setting out the membership of the organisation and the executive group. They will also require each member to initially contribute approximately 5 Ghana cedi’s to the account. The treasurer and the chief will record these figures and continue to keep up-to-date records. The group will be provided with a letter of introduction from the chief for the bank and where needed he shall make their application on their behalf.

5.3 Registration with Cooperatives Union. April – June 2010

There will be invitations provided to the executive members of the banking groups to consider a constitution for acceptance of the groups en-mass. The aim of this would be to draw up procedures of how the groups operate and to decide upon the election of a regulatory body with influence over all groups within the scheme. The Cooperatives Union will be invited to visit the area in order that they are able to register the scheme and the groups within it.

5.4 Training in the fundamentals of credit management. June – July 2010

Training in the fundamentals of bookkeeping will hope to produce the sort of education in credit management that should encourage accountability and transparency within the credit union. This should cover training into how to manage a loan, when repayments are due and how much. It is important to create awareness about calculating profitability and understanding the cost of interest.

22CTG

5.5 Exploration of traditional and gender issues. July – September 2010

There are traditional and gender based issues that will endanger the operation of the scheme. These will need to be explored with the groups, we will use members from other micro-credit schemes to open up discussion about the nature of these issues and the potential problems. The outcome will be to have determined the appropriate traditional or professional authority to whom people should turn when they are faced with the sort of problems the discussion has raised.

5.6 Sustainable agricultural practices. September 2010 – on-going

There are numerous medicinal plants that the CTG will demonstrate the use of to communities as well as particular practices. CTG will make use of its extensive agricultural knowledge to train farmers into how they can make potential savings as well as potentially greater yields through using more effective methods for the production of their crops. Besides this they will learn about conservation of the area.

5.7 Advocacy and networking. September 2010 – on-going

CTG seek through the registration of the organisation as a credit union and registration with the cooperative union that they shall be able to make greater use of other experiences. There will be attempts made by the CTG to organise networking between the groups CTG represents and other credit unions. The purpose shall be both educational and economical in its scope. Although there will be the chance to learn from the experience of one another there is also the hope that the groups may be able to seek trading networks with other groups.

Long term objective

To create an efficient and well monitored carbon capture scheme that is able to scale itself successfully. To ensure that the tree planting exercises are carried out with evaluation of the area, potential markets, resources and associated programs.


To identify the initial areas for the tree planting and liaises with the communities concerning the land they would be willing to use.

To discuss issue of tree species taking into account the needs of the local people and the suitability of the land.

To establish the trading partner and the price that will be paid for the unit of carbon taking into account the price of the scheme.

Set in place agreed upon standards of evaluation and documentation between partners, the CTG and participants.

6.0 Tree Planting and Carbon Capture

23 CTG

Binaba traditional area like most parts of the North was once covered by extensive dry forest growth. Only sixty years ago large tracts of land on the outskirts of the Binaba town where wooded, growing populations and the increased land use has led to the deforestation of much of this. Nowadays young trees surround the compound house in many parts of the Binaba area as families encourage their growth for shade and protection from rains that can potentially destroy homes.

The cultural importance of trees cannot be missed, any meeting will take place in the shade of a mighty Baobab or couched beneath a spreading Mango. Failure to grow can often be attributed to a lack of water or improper protection from animals or fire. A barrier to the proper care and maintenance of trees is the due care of those needed to support its early growth. This may be because in many cases such undertakings are voluntary or are based on the eventual rewards provided by fruits.

The CTG believe that the carbon capture scheme would be a great asset to the area, benefiting both environment and people. The lands around Binaba are of differing character and the areas near dams or rivers provide attractive areas to begin a tree planting exercise. The CTG would encourage farmers to adopt a simple text-message (SMS) format to keep the center up-to-date with trunk diameters while undertaking periodic monitoring to ensure the validity. An initial period of tree planting around areas such as dams will not only allow the impacts of soil erosion to be checked but also to begin to evaluate the potential for income and thus the potential for groups in drier areas to consider loans for the construction of wells to be offset later with the income from trees. The income generation and chances of improving access to water would in these areas be tremendous. Groups with whom the CTG have discussed the plan are enthusiastic and immediately see the benefit of the scheme; the CTG will work to ensure that species that are unknown to the local community will also be made available. The CTG will provide assistance in the associated activities such as rearing livestock in the shaded area to control the undergrowth and activities like bee keeping.

For the partners that buy the carbon storage they can be assured of a professionally run and regularly evaluated scheme that will place heavy emphasis on the needs for participants to provide information on growth at regular intervals. The use of mobiles as a means of regular data collection will mean that frequent travelling by vehicles will not be needed, it will also allow for a project to be operated over a large and growing area. They may also be assured that the income generated by the storage will only be one in a number of benefits that such a scheme will bring to the area.

Programme description Activities

6.1 Stakeholder identification and accreditation. January – February 2010

The accreditation of the carbon capture scheme is obviously very important to the project and as such there must be careful investigation of the various steps required to meet the criteria of the Voluntary Carbon Standard. There will be to begin thorough investigation of the communities that have expressed interest in the scheme in terms of the viability of the project in their area. The initial phase of the project will seek to engage three communities.

6.2 Expert appraisal of the suggested sites. February – March 2010. Once the sites have been chosen a more rigorous assessment of the sites must be undertaken, this must demonstrate a number of things. Firstly that any tree growing activities on the site will not disrupt previously established forest or wooded area. That any associated agriculture does not also significantly alter the nature of the vegetation. There must be investigation of the human impact as concerns to the requirements for farming, firewood collection and other associated issues such as livestock. Following these surveys a further estimation must be made to calculate the quantities of trees that can be planted with associated needs of water, fertile soil and human labor.

24CTG

6.3 Nursery Establishment and training of community participants. March – May 2010

The establishment of nurseries for the seedlings and preparation of the land vis-à-vis firebreaks or agricultural preparation will need to be preempted by training in concern to agricultural practices that do not damage the land or the surrounding vegetation. Practices such as burning will need to be discussed and participants taught to use ruminant vegetative matter to create composts.

6.4 Planting and baseline readings. May – August 2010

The planting program for the first five thousand trees will hope to have planted and established the trees before the end of the rainy season. Any remaining trees will be planted if there is demonstrable irrigation to hand otherwise they will be kept in the nursery where seedlings will continue to be grown. During this period readings form the trees will need to be taken in parallel with the establishment of the first plantations. This process must include the provision of training for the associated planters in the procedure for recording and transmitting the information. In this case via text message.

6.5 Discussion with participants concerning the program and associated activities. August – November 2010

Having studied the results of other tree growing programs in East Africa it is clear from the results that the carbon capture although important in providing an extra income the money that can be made from associated agriculture. The farmers will benefit from the improvement in the environment as well as the cropping that once the trees are mature may take place. In the meantime there must be agricultural schemes put in place both to ensure that the land remains irrigated as well as the community members see the importance of the whole scheme overall. Workshops will be held to determine the most advantageous agricultural projects and those that the community members are happy with engaging with.

6.6 Monitoring and documentation. December – January 2010.

The process of the documentation of the scheme is vital to its ability to successfully fulfill the requirements of the VCS this meanings that both readings should be taken from the trees but also that the readings given should be moderated by the CTG in order that the claims be validated.

25 CTG

26CTG

*Binaba market area

5 Budgets: Deconstructed, tabled and labeled

The budget will be divided into seven areas comprising of two sections, the first section deals with the institutional and administrative needs of the CTG as an organisation over the course of the first year. The second section deals with the programme areas. This is divided between the governance and livelihood programmes. Each budget runs until the end of the year and includes the costs associated

with running the particular programme. The resources that are required to execute the programmes are only included in the specific budget where they are only relevant or to be used by that particular programme. Resources such as vehicles and computers that are required in common are displayed in the institutional and administrative budget.

27 CTG

NOTES ON BUDGETS0.0 Institutional ResourceThe need for the Office Rehabilitation is due to the operational capacity that the CTG requires. Currently the CTG works out of the chief’s premises that with the organisational work needed by the CTG is not sustainable. The depreciation figures are given in relation to the fact that motor vehicles will need to be replaced or maintained over the course of their operational life. The same applies to the ICT equipment that the CTG make use of.

4.0 Rehabilitation of the Binaba Irrigation Dam siteAlthough dredging appears in the programme it does

not appear in the budget as it would require technical advisors in order to ascertain the cost of such an exercise, nor does the CTG know when the money might be found for this.

The labour provided by the people who will come to farm the irrigated area is not paid and represents a contribution by the community. The paid workers that appear are assumed to be staple workers providing either skills or continuity.

The unpaid workers will require food and it is for this reason the figure ‘60’ appears under food.

5.0 Micro-Finance and Marketing The budget reflects ‘credit’ as being sourced between January and April however this is reliant on donors and as such may occur at another time.

The amount of credit provided by the groups personally is not shown in the budget as it is not under CTG’s responsibility nor use.

6.0 Tree Planting and Carbon Capture The cost of registration with a certified CDM group is variable and at this stage, prior to consultation, unknown.

The amount given for seedlings is the average of the price of cashew, grafted mango, shear and other seedlings.

The price provided for SMS assumes that we will provide a small quantity of credit to the farmers upon the inception of the programme.

The Up-loading fee is the desk-based exercise needed to display the project information as required by the CDM certification.

28CTG

Date

0.0 Institutional Resource

Insurance certification depreciation

Car depreciationMoto depreciationICT depreciationVehicle insuranceRoad worthy certNGO registrationHealth insurance

x1x2-x3x1x1x3

10,750 GHC 375 GHC725 GHC175 GHC 100 GHC600 GHC100 GHC

10750750725525100600300 = 13,750 GHC

May - July

Establishment of outdoor meeting area

FencingPolesTools LabourToilet

x20 rollsx80 poles-x2 x10 days-

200 GHC per roll40 GHC each200 GHC 10 GHC per day 850 GHC

40003200200200850 =8,450 GHC

Total Cost = 87,635 GHCJanuary 2010 - January 2015

March - May

Provision of material resources

4x4 Toyota AG 100 MotorbikeLaptopICT equipmentMobile

x1x2x3-x3

43,000 GHC1,500 GHC1,500 GHC2,900 GHC150 GHC

43000300045002900450 =53,850 GHC

Activity Resource Quantity Unit Costs Total Activity Cost

March - May

Rebuilding office Cement Timber Skilled labour LabourPaintElectricalPlumbingFittings Furnishings

x60x754 x30 days4 x30 days x10 tins----

16 GHC per bag15 GHC average30 GHC per day 10 GHC per day 20 GHC per tin500 GHC 500 GHC1500 GHC2000 GHC

96011253600120020050050015002000 = 11,585 GHC

29 CTG

July - August

1.4. Consolidation of consultations and communication strategies between chieftaincy networks.

Researcher GuideTransport-Car DocumentationStationaryRefreshment

2 x 20 day1x 20 day20 journeyx5 daysone offx20 meetings

50 GHC per day10 GHC per day 6 GHC per trip50 GHC per dayassorted items3 GHC x10 participants x20

2000200120250100600 =3,270 GHC

August - on-going

1.5. Integration of Traditional Leadership programme with further governance programmes

Facilitator Researcher AssistantDocumentationNewslettersNetworking Printing VenueTransport-CarRefreshment

1x 3 day1x 3 day1x 3 day10 days5 days 5 days 200 copies x3 3 journeysx3 meetings

50 GHC per day 50 GHC per day 10 GHC per day50 GHC per day50 GHC per day50 GHC per day0.30 GHC per copy50 GHC per day6 GHC per trip3 GHC x50 participants x3

150150305002502506015012450=2,002 GHC

May - July

1.3. Validation of consultation outcomes by opinion leaders and community members .

FacilitatorResearcher AssistantTransport-Car VenueStationary Refreshment

1x 3 day1x 3 day1x 3 day3 journeyx3one off3x meetings

50 GHC per day 50 GHC per day 10 GHC per day6 GHC per trip50 GHC per day assorted items3 GHC x50 participants x3

1501503018150100450 =1,048GHC

1.0 Traditional Governance

January - March

1.1. Review of various powers and responsibilities of the chiefs, sub-chiefs and landlords.

Researcher GuideTransport-Car StationaryRefreshment

2 x 20 day1x 20 day20 journeyone offx20 meetings

50 GHC per day10 GHC per day 6 GHC per tripassorted items3 GHC x10 participants x20

200020012050600 =2,970 GHC

Date Activity Resource Quantity Unit Costs Total Activity Cost

March - May

1.2. Consultation with the sub-chiefs and documentation of their resources, traditional practices and strategies for dealing with issues.

Researcher GuideTransport-Car StationaryRefreshment

2 x 20 day1x 20 day20 journeyone offx20 meetings

50 GHC per day10 GHC per day 6 GHC per tripassorted items3 GHC x10 participants x20

200020012050600 =2,970 GHC

Total Cost = 12,260 GHCJanuary 2010 - 2011

30CTG

November- ongoing

2.3. Creation of networking and information sharing processes for greater capabilities.

FacilitatorResearcher AssistantTransport-Transport-Car VenueStationaryDocumentationNetworkingRefreshment

1x 3 days1x 3 days1x 3 daysx60 people3 journeysx3one off5 days5 days3x meetings

50 GHC per day 50 GHC per day 10 GHC per day3 GHC per person6 GHC per trip50 GHC per day assorted items50 GHC per day 50 GHC per day5 GHC x20 participants x3

Total Cost = 3,147 GHCAugust 2010 - January 2011

1501503018018150100250250300 =1,578 GHC

October - November

2.2 Integration with Traditional Leadership programme.

FacilitatorResearcherVenueTransport CostsTransport -CarStationary Refreshments

1x 2 days1x 2 days x2 daysx40 people2 journeysone off2x meetings

50 GHC per day50 GHC per day 50 GHC per day 3 GHC per person6 GHC per tripassorted items 5 GHC x20 participants x2

1001001001201250200=682 GHC

August - October

2.1. Review of legislative framework and initial meetings with Town Council and District Assembly.

FacilitatorDesk ResearchVenueTransport-CarStationaryRefreshment

2 x 3 days3 daysx3 days3 journeysone off 3x meetings

50 GHC per day50 GHC per day 50 GHC per trip6 GHC per tripassorted items 5 GHC x15 participants x3


3001501501250225=887 GHC

2.0 Decentralisation and Local Governance

31 CTG

Date

November- ongoing

3.3. Exploration and collaboration with Professional knowledge bodies and practitioners.

FacilitatorResearcherAssistantWeb site Hosting CostNetworking DocumentationTransport-CarTransport CostsStationaryRefreshments

1x 5 days1x 5 days1x 5 days10 daysannual fee5 days 2 days 5 journeysx50 peopleone offx5 meetings

50 GHC per day 50 GHC per day 10 GHC per day50 GHC per day 60 GHC per year50 GHC per day 50 GHC per day6 GHC per trip 3 GHC per person 50 GHC3 GHC x10 participants x5

Total Cost = 2,625 GHCJanuary 2010 - January 2011

3.1. Ongoing process of identification and documentation.

ResearcherStationaryTransport-Moto

1x 5 daysone off5 journeys

50 GHC per dayassorted items5 GHC per trip

August - October

3.2 Integration with Traditional Leadership programme.

DocumentationNewsletterPrinting

5 days2 days200 copies

50 GHC per day 50 GHC per day 0.30 GHC per copy

Activity Resource Quantity Unit Costs

3.0 Indigenous Knowledge Promotion and Development

25025050500602501003015050150 =1.840 GHC

250 10025 =375 GHC

25010060 = 410 GHC

Total Activity Cost

January - ongoing

32CTG

*On the road to the palace; people begin visiting the chief from 6am and will still be coming untill 10pm

September- on going

5.6. Sustainable agricultural practices.

FacilitationAssistantVenueStationaryRefreshments

x4 daysx4 days x4 daysone offx4 meetings

50 GHC per day10 GHC per day 50 GHC per day1003 GHC x25 participants x4

20040200100600 = 1,140 GHC

June - July

5.4. Training in the fundamentals of credit management.




20040200100600 = 1,140 GHC

September- ongoing

5.7. Advocacy and networking

Facilitation AdministrationNetworkingNewsletter Transport-Tro-troRefreshment

x4 days x5 days x5 days x2 days x4 journeys x4 meetings

50 GHC per day 50 GHC per day 50 GHC per day50 GHC per day30 GHC per day3 GHC x15 participants x4

200250250100120180 = 1,100 GHC

July - September

5.5. Exploration of traditional and gender roles




20040200100600 = 1,140 GHC

January - April

5.2.Opening of bank accounts.

AdministrationTransport-MotoCredit

x5 days x5 journeys-

50 GHC per day5 GHC per trip50,000 GHC

2502550,000 =50,525 GHC

April - June

5.3. Registration with Cooperatives Union

AdministrationFacilitationVenue Transport CostsRefreshments

x15 days x4 days x4 days x100 peoplex4 meetings

50 GHC per day50 GHC per day 50 GHC per day 2 GHC per person3 GHC x25 participants x4

750200200200600 =1,950 GHC

November 2009 - March

5.1. Organisation of credit groups.

AdministrationDocumentationStationaryPrinting

x10 days x2 days one offx50 copies

50 GHC per day50 GHC per day 100 GHC 0.30 GHC per copy

50010010015 = 715 GHC

Total Cost = 57,710 GHCNovember 2009 - January 2011

Activity Resource Quantity Unit Costs Total Activity Cost

5.0 Micro-Finance and Marketing

33 CTG

July - ongoing

4.4. Conservation and protection of dam and catchment area.

FacilitationAdministrationTechnical AdvisorCooksFood for WorkersDemarcationVenueRefreshments

x3 daysx3 days x3 days2x 20 days20x 20 daysx1 day x2 daysx2 meetings

50 GHC per day50 GHC per day 50 GHC per day10 GHC per day2 GHC per person50 GHC per day50 GHC per day3 GHC x25 participants x2

15015015040080050100150 = 1,950 GHC

July - January

4.6. Evaluation of project and institutional effectiveness

Facilitation AdministrationAssistantDocumentationNewsletter VenueRefreshments

x4 days x4 days x4 days x3 days x2 days x4 dayx4 meetings

50 GHC per day 50 GHC per day 10 GHC per day50 GHC per day50 GHC per day50 GHC per day3 GHC x50 participants x4

20020040150100200600 = 1,490 GHC

June - July

4.3. Establishment of nursery for conservation work.

AdministrationTechnical TrainingNursery AttendantSkilled LabourFencing Material Poly-bagsPoly-tanksPump/HoseToolsBlack SoilSeedlingsSeeds

x5 days x10 days x8 months x2 days x10 rollsx1000x1x1-x2 loadsx80-

50 GHC per day50 GHC per day 25 GHC monthly25 GHC per day200 GHC per roll0.10 GHC per bag800 GHC per tank400/100 GHC200 GHC400 GHC per load3 GHC average100 GHC

250500200502000100800500200800240100 = 5,740 GHC

January - March

4.1. Identification of works and registration of committees.

Land SurveyorWork SurveyorFacilitatorAssistantStationaryRefreshments

1x 5 days1x 5 days1x 3 days1x 3 daysone off3x meetings

50 GHC per day50 GHC per day 50 GHC per trip10 GHC per dayassorted items3 GHC x25 participants x3

2502501503050225 =955 GHC

March - June

4.2. Provision of materials and restoration

AdministrationSkilled LabourUnskilled LabourCooksFood for WorkersCement StoneSand ShovelsPickaxesHeadpansOther ToolsTimberFuel/Lube

60 days3x 60 days4x 60 days 2x 60 days30x 60 days500 bags30 loads50 loadsx30 x30x30x50x5085 journeys

50 GHC per day30 GHC per day15 GHC per day10 GHC per day2 GHC per person16 GHC per bag600 GHC per load500 GHC per load15 GHC each15 GHC each 15 GHC each5 GHC average15 GHC average5 GHC per trip

3000540036001200360080001800025000450450450250750425 = 70,575 GHC

Total Cost = 80,710 GHCJanuary 2010 - 2011


4.0 Rehabilitation of the Binaba Irrigation Dam site

34CTG

August - November

6.5. Discussion among participants concerning the programme and associated activities.

Facilitation Technical ExpertAssistantDocumentationVenueRefreshments

x3 days x3 days x3 days x2 days x3 days x3 meetings

50 GHC per day 50 GHC per day 10 GHC per day50 GHC per day50 GHC per day3 GHC x15 participants x3

15015030100150135 =715 GHC

December - January 2011

6.6. Monitoring and documentation

MonitoringDocumentationTransport-MotoSMSUp-LoadingPrintingNewsletterNetworking

x3 days x3 days x3 journeysx6 communityx3 days x50 copiesx2 days x3 days

50 GHC per day50 GHC per day5 GHC per trip 0.05 GHC each50 GHC per day 0.60 GHC per copy50 GHC per day 50 GHC per day

150150150.3015030100150 =745.30 GHC

May - August

6.4. Planting and baseline reading

AdministrationTransport-MotoShovelsPickaxeHeadpansSMSDocumentationMonitoring

x60 daysx60 journeys x15x15x15x5,000x3 daysx3 days

50 GHC per day5 GHC per trip15 GHC each15 GHC each15 GHC each 0.05 GHC each50 GHC per day 50 GHC per day

3000300225225225250150150 =4,525 GHC

March - May

6.3. Nursery establishment and training of community participants.

FacilitationTechnical TrainingFencing MaterialPoly-bagsPoly-tanksPump/HoseToolsSeedlingsSeedsTransport-Car

x10 days x10 days x30 rollsx5,000 bagsx3 tanksx3 pump/hose- x3x5,000- x3x10 journeys

50 GHC per day50 GHC per day 200 GHC per roll0.10 GHC per bag 800 GHC per tank400/100 GHC200 GHC3 GHC average50 GHC6 GHC per trip

5005006000500240015006001500015060 =27,210 GHC

Febuary - March

6.2. Expert appraisal of suggested sites.

SurveyorFacilitatorResearcherDocumentationVenueStationary GPSMobile PhonesTransport-CarRefreshments

x6 days x6 days x6 days x3 days x3 days one off x1x6x9 journeysx3 meetings

60 GHC per day50 GHC per day50 GHC per day50 GHC per day50 GHC per day200 GHC250 GHC50 GHC each6 GHC per trip3 GHC x15 participants x3

36030030015015020025030054135 =2,199 GHC

January - February

6.1. Stakeholder identification and accreditation research.

Research Transport-MotoStationary

x15 daysx3 journeysone off

50 GHC per day5 GHC per trip100 GHC

75015100 = 865 GHC

Total Cost = 36,259.30 GHCJanuary 2010 - January 2011

6.0 Tree Planting and Carbon Capture


35 CTG

Rough outline of the Binaba tradtional area within the larger Bawku West district of the Upper East

36CTG

6 Future Plans and long term objectives

The first year programmes are designed to place foundations for the longer-term objectives of the CTG. The CTG does not believe that sustainability is an approach that can be consigned to only its work within the communities but believes that it must also be an aim of the organisation itself. Because chieftaincy is a lifelong appointment the organisation must once established find internal funding arrangements besides in the case of private investment or state driven development. The CTG believe that a 5 year period will be sufficient to establish and extend the programmes that begin in the first year phase. CTG hope that after 10 years it will have achieved its aim of being sustainably financed and community led.

The first 5 year period should see the following developments;

The establishment and growth of the livelihood programmes, moving from a funded and managed project to one that has successfully built capacity at the local level both in terms of skills and of material wellbeing. This should have moved towards the goal of producing self-regulating programmes with responsible committee leadership beginning to direct its expansion and inclusion of further applicants. They should be aware of the process they are practicing and of other similar programmes in the area and have built some level of relation with them. There should be a clear leadership and the knowledge within this leadership of how to solve the sort of problems with that it is faced.

The CTG will discuss how to disengage from the running of programmes and decide upon a maintenance or consultative role to be carried out in some regular pattern or on-demand of the running committee according to wishes and practical considerations.

The CTG will involve itself with increasing the marketing potential of the products and knowledge’s that have been identified in the area through networking and a broad-overview of the workings of the various projects. This will allow the potential of cross allegiance across programmes to be successfully realised and further opportunities such as processing opportunities and new market access to be realised. In this manner the CTG will seek to move towards operation as a civil society cooperative with some of the monies generated by its actions going towards the upkeep of the CTG. The particulars of an arrangement such as this will be agreed upon through stakeholder involvement and consultation. The CTG recognises no ownership over the programmes that may be begun in its name, this ensures the freedom of committees to direct their affairs and is vital to the successful establishment of a vibrant civil society organisation.

The creation of a self-reliant or resource-savvy civil-society organisation is the final aim of the CTG. For a chief, to serve the needs of their people is the traditional role since its inception; in order to do this they must first have the resources and institutional capacities to do this. The CTG hope that through successfully demonstrating how this can be practically achieved they will encourage other chiefs to realise the potential of their office and of their people to improve their livelihoods and leadership. Every programme run by the CTG has a networking or informational component, CTG will ensure that what is known will be captured and what is learnt will be freed.

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*The road to Binaba, tarmac provided by previous DCE

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designed by [email protected]

photos [email protected]

Centre for Traditional Governance Binaba Chiefs Palace Po BoxBinaba Upper East Ghana

tel:0244209489

email:[email protected]

centre for traditional governance, proposal

Education