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The Butterfly

‘On a morning I discovered a cocoon in a tree,

just when the butterfly was trying to get out by making a little hole in the cocoon.

I waited for a while, but it took me too long and I became impatient.

I went down on my knees and blew towards the cocoon to heat it.

I heated it as fast as I was able to and the miracle happened in front of my eyes, faster than life.

The cocoon opened itself while the butterfly slowly crawled into the outside world.

But I will never forget my disgust when I saw

the wings were all folded and crumpled,

while its whole body was shaking, the deformed butterfly tried to unfold his wings

But if was in vain.

It should have climbed out of the cocoon patiently

Now it was too late.

My breath had forced the butterfly to come out, crumpled up while his time was yet to come.

It kept on fighting desperately, but a few seconds later it died in the palm of my hand. ’

(N. Kazantzakis,– Zorba the Greek

Translation: Maartje Bos)

Through this poem we try to visualize our motto. We advocate for the rights of persons with disabilities, without taking over. We only

create the opportunity for them to develop their selves, but by their own effort, they are responsible for their own success. Because

this poem learns us, when you want to control or take over too much, it may lead to the opposite of your intentions.

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Table of contents

Table of contents 3

1. Historic background 4

1.1. Persons with disabilities 4

1.2. Tamale Metropolis 4

1.3. Resource Centre for Persons With Disabilities 4

1.4. School for the children who guide their blind parents (School for the child guides) 5

2. Identification of problems and needs 6

3. Project proposal 7

3.1. Mission 7

3.2. Vision 7

3.3. Target group 7

3.4. Aims 7

3.5. Objectives 8

3.6. Criteria 8

3.7. Strategy 8

4. Plan of action 10

4.1. The management team 10

4.2. Steps to take 12

4.3. The micro credit system 14

5. Control system 15

5.1. Meetings 15

5.2. Financial system 16

5.3. Norghavo as a control factor 17

6. Assumptions and risks 18

7. Future plans 19

7.2. The first three years 19

7.3. Required budget 19

Appendix 1: Sources and references 21

Appendix 2: Memorandum Of Understanding (MOU) 22

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1. Historic background

1.1. Persons with disabilities

An estimated 1.8 million Ghanaians are living with some form of disability. They are generally poorer than other people since they

are more exposed to illiteracy and unemployment.

Around 50,500 disabled people live in the Upper East Region alone. Of these, as many as 88% live on or below the poverty line.

Statistics of 1999 showed that approximately 2.85 million Ghanaians live in a condition of extreme poverty. Half of these people

reside in Northern Ghana, making the Northern Region the poorest region in the country.

Some of the obstacles disabled people are facing are:

• Unemployment and discrimination in the workplace.

• Poor education and access to training opportunities

• Communication difficulties

• Self-esteem problems

As well as the hardships of poverty, people with disabilities are also the victims of social injustice and discrimination. They are

denied fundamental human rights and are often marginalized and neglected by their own communities solely on the basis of

physiological differences. It is harder for them to access education and they are being confronted with discrimination when they are

searching for employment. The numerous injustices and the unnecessary isolation facing the disabled people of Ghana make it much

harder to overcome the vicious circle of poverty and suffering. The result is that many find themselves with no other choice but to

go begging in the street. In addition, their own children are often denied the same access to education, thus perpetuating the circle

of poverty and exclusion.

1.2. Tamale Metropolis

Tamale Metropolis is one of the 18 districts of the Northern Region as well as one of few Municipalities/Metropolis in the country.

Tamale is the capital of the Northern Region as well as the capital of the Tamale Metropolis. More than 16% percent of the population

of the Northern Region is living in Tamale Metropolis, which makes it the largest district.

The Metropolis is a heterogeneous society, with multiple ethnic and religious groups. The indigenous native and dominant ethnic

group in the municipality is the Dagomba group. Other ethnic groups in the Municipality include the Gonja, Mamprusi, Nanumba,

Hausa, Mossi, Frafra, Dagaba and the Akan. The main religions practised are Islam, Christianity and Traditional religions. The

cultural practices of the people are the extended family system; paternal system of inheritance; polygamy and fostering of children.

1.3. Resource Centre for Persons With Disabilities

The Resource Centre for PWD’s has 10 main functions:

1. It creates employment opportunities by means of vocational training at the Centre, thereby creating income generation for

disabled people.

2. It gives access to counselling and advice for people with disabilities and their families.

3. It provides a central point of information, including a library, used foreducation and research and creates access to

information in both print and Braille.

4. It acts as a common headquarters for GAB (Ghana Association of the Blind), GSPD (Ghana Society of the Physically

Disabled), GNAD (Ghana National Association of the Deaf) and APGCWD (Association of Parents and Guardians of Children

With Disabilities) and enables these organisations to network and formulate close working relationships.

5. It strengthens the organisation and administrative capacity of the PWDs by providing a venue for training in skills such as

group development, business development, advocacy and lobbying and fundraising to encourage greater independence.

6. It acts as a workstation for PWDs who are tailors and dressmakers in the Tamale district.

7. It provides a suitable meeting place for members and visitors to exchange ideas and socialize.

8. It serves as a recruiting point for members of PWDs in the Northern Region and its environs.

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9. It provides a suitable location to coordinate services between PWDs and ADD and other organisations.

10. As the Resource Centre is open to both disabled and non-disabled people it provides greater interaction between the two

groups, which will challenge negative perceptions about disabilities.

The Resource Centre thus has four main objectives:

• Poverty reduction focus

• Social and economic development

• Enhancing productive capacity

• Focus on gender equality

1.4. School for the children who guide their blind parents (School for the child guides)

A study conducted by the Ghana of Association of the Blind (Tamale branch) in 1999, revealed that about 8 of every 10 physically

challenged persons living in Tamale Metropolis are in street live and begging as means of livelihood. The study also indicated that

over 95% of the physically challenged parents in street life are using their children as guides and aids to support their movements

and activities.

Street children in Ghana may be regarded as children under the age of 18 who spend a significant amount of their time living or

working on the street. Over the years a minimum of government money has been spend on social and welfare programmes for

street children.

The children that are being used as guides are neither enrolled in schools nor in any technical and vocational skills training centre.

Therefore they are often caught up in the issues facing their disabled parents. That is why the Resource Centre of Persons With

Disabilities has initiated a school for this specific target group. The school for the children who guide their blind parents, also called ‘

School for the child guides’, has been established in 2000.

The aim of the school is to provide these children with basic numeric and literacy skills to prepare them to join mainstream school

system after two years. The first two years, this initiative was sponsored by Community Poverty Reduction Programme (CPRP), under the Metropolitan

Assembly Tamale. They provided the children with educational needs like text books, school uniforms, sandals, stationery, first aid

and counselling services. Besides that, they got lunch in the afternoon before the lessons started, which proved to be a stimulation

to send the children and has increased their level of concentration.

So far the school has had a positive impact on the children, and increased their ability to read and write basic things. Since it started,

the school for guides has mainstreamed 60 children, 25 boys and 35 girls.

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2. Identification of problems and needs

The following identified problems and needs are based on documentation research, interviews with the blind parents and

experienced personnel of the Resource Centre.

The school for the guides helps the children in their educational needs, but it does not change anything about the position of the

parents and the circumstances they are living in. As long as the parents keep on using their children to generate their income out of

begging in the street, the children will suffer from it. Their childhood is taken away and their education and future opportunities

cannot be fulfilled.

The parents are being neglected through deep seated perceptions and ignorance of society. Due to this attitude towards persons with

disabilities, lifestyles are habits are being created. They lack the skills and resources to undertake income generation ventures to

sustain themselves. They are neither able to earn their living nor able to cater for their children’s education, training, clothing and

development. Therefore they are ending up with begging on the street, with the help of their children as guides.

What has been tried before to help the bl ind parentsWhat has been tried before to help the bl ind parentsWhat has been tried before to help the bl ind parentsWhat has been tried before to help the bl ind parents

Action on Disability and development Ghana (ADD) has been giving different kind of trainings, like skill training in soap making and

kuli kuli powder (peanut powder, a local ingredient) processing, capacity building, training in awareness and lobbying. ADD also gave

them a small capital to start up something. However, this amount was insufficient for serious investments and the participants did

not have sources to raise it to a serious starting capital.

Organization of Women in Development (OWD) has offered blind women loans but they are illiterate and never have been educated

in managing money. The money got wasted a result. Some of them were able to repay the loan, but people took advantage of their

vulnerable position as a blind challenged person and they were cheated when the money was collected.

In 2003 the RCPWD (Resource Centre For Persons With Disabilities) initiated a program as a follow-up of the street children program,

in addition to other services provided by the CPRP (Community Poverty Reduction Program). The awareness was created that the

blind parents first need a business management training and then a serious starting capital to start up their own business. A project

proposal has been written, but because sources were not available it has never been implemented.

It can be concluded that the core problems why earlier attempts have failed are based on:

- Deep seated social neglecting by society and their families.

- lack of business management skills and illiteracy

- Lack of a starting capital to start up a business

- The inability to generate funds outside begging

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3. Project proposalTo fulfil the aims of the Resource Centre and to change the situation of the blind parents and their children, the idea has started to

set up a micro credit project for persons with disabilities, initiated by the NorGhaVo-Volunteer Maartje Bos, together with Mercy

Apoe, the coordinator of the school for the guides.

3.1. Mission

• To stand up for the rights of persons with disabilities by reducing their poverty condition and give them the opportunity to

change their life perspectives and the life perspective of their children.

• To change the perception and attitude towards Persons With Disabilities (PWD’s), created by society.

3.2. Vision

To provide the opportunity to persons with disabilities in Tamale Metropolis to:

• Access financial support to develop income generation activities into micro-enterprises.

• Gain management skills to develop profitable micro-business

• To take part in society as a well respected member.

In our vision this will lead to a better care and management of their household. It will also create awareness in the community and

families about the capabilities and abilities of PWD’s, which leads to a change of perception and attitude towards them.

3.3. Target group

In general the target group is persons with disabilities living in Tamale Metropolis. The persons with disabilities are members of one

of the four Organizations For Persons With Disabilities (OPWDs): Ghana Association of the Blind, Ghana Society of the Physically

Disabled, Ghana National Association of the Deaf and Parents and Guardians of Children with Disabilities.

SpecificationSpecificationSpecificationSpecification

The first 2 years we want to focus on Tamale. When the project runs successfully we will extend and move to the other districts in

the Northern Region

Our first main focus is blind parents who use their children to generate income for their livelihood. The parents all have children who

attend the school for the guides. Most of the blind persons are married to a blind man or woman as well. In the Northern Region of

Ghana it is very difficult to marry a seeing person when you are blind. That makes life difficult for them. They are illiterate and most

of them are begging on the street to generate their income. In other words, this is one of the most vulnerable groups.

Therefore 15 members out of the blind parents have been selected, as a pilot group. The selection was based on their commitment,

reliability, skills and capability. Each beneficiary has the skills to produce something or has a good marketing idea. When they

succeed other seeing challenged persons can learn from them and copy their strategy.

3.4. Aims

1. To provide micro credit to persons with disabilities

2. To enable them to establish their own business

3. To enable the parents to assist their children to go to school and provide their educational needs.

4. To enable the beneficiaries to have a role and contribution in their community and become a well-respected member.

3.5. Objectives

Short term objectives (one year)Short term objectives (one year)Short term objectives (one year)Short term objectives (one year)

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1. To give a management business training to 15 blind parents

2. To provide a micro credit to 15 blind parents

3. To enable the 15 blind parents to start up their own business

Long term objectives (three years)Long term objectives (three years)Long term objectives (three years)Long term objectives (three years)

1. To enable the 15 blind parents to establish their business. After three years they should be able to run their business

supported by their own sources.

2. To let 15 children who currently attend the school for child guides go mainstream within three years.

3. To let 75 Persons With Disabilities benefit from the project within three years. After a successful implementation each year a

new group of 30 beneficiaries should start.

3.6. Criteria

To be able to continue and extend the project, the following criteria need to be reached after one year.

1. Availability of resources

1. Successful implementation of the micro credits

2. 80% repayment

3. Well functioning management team

3.7. Strategy

Our strategy is based on the keywords ‘Ownership’, ‘ Group development ’, ‘Empowerment ’ and ‘Commitment’.

1. Ownership 1. Ownership 1. Ownership 1. Ownership

To give the beneficiaries the ownership by:

- Letting them decide which type of business they want to get into

- Letting them appoint their leaders and make them responsible to organize and structure their meetings

2. Group development2. Group development2. Group development2. Group development

- The group is responsible to repay the loans. When they have fully repaid, they will get a new loan. When a

beneficiary fails to repay, the whole group will take the consequences. This group pressure will stimulate the

beneficiaries to commit their selves into their business and into repaying.

- Leaders of the group are responsible to organize meetings, collect the money and register and report the progress

3. Empowerment 3. Empowerment 3. Empowerment 3. Empowerment

The responsibility of the management team is to empower the beneficiaries by:

- Getting the beneficiaries trained and educated

- Guide, advice and stimulate the beneficiaries

- Keeping the beneficiaries on the right track and act when they are losing track

4. Commitment4. Commitment4. Commitment4. Commitment

If the beneficiaries are committed to their business and committed to their loan agreement, a successful implementation of the

project can be reached. The responsibility of the team is to create this culture and awareness by showing their own commitment.

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4. Plan of action

4.1. The management team

Resource Centre shall use experienced personnel with the requisite and relevant experiences for the implementation of the project.

Four key personnel namely project coordinator, two social workers and a finance officer will play key and active roles throughout the

implementation of the project. Each team members will coordinate 5 beneficiaries and the coordinator will coordinate the team and

is responsible for the general coordinating. This means that the team members will arrange the visiting schedules by their selves, in

cooperating with their beneficiaries. Because the coordinator blind she will play an important role in maintaining the link between the

beneficiaries and the team. She is having positive influences on the beneficiaries and they consult her a lot.

The responsibilities and functions of the Management team are recorded in a memorandum of understanding (see appendix 2) and

signed by the coordinator of the project, the staff of Norghavo, the founder and the chairman of the Resource Centre.

The staff of Norghavo will play a controlling role and will supply volunteers. The role of volunteers is to strengthen the team and to

keep the link with Europe and the Netherlands. Maartje Bos, the founder of the project, will play an active role in consultancy,

fundraising, and influence and authority in decision making.

The following schedule shows the names of all the persons who are involved, their position and their key roles and functions. In the

memorandum of understanding (appendix one) the roles and responsibilities of each parties who are involved are clarified.

Name of PersonnelName of PersonnelName of PersonnelName of Personnel Posit ionPosit ionPosit ionPosit ion Key roles and functionKey roles and functionKey roles and functionKey roles and function ssss

1. Mercy Apoe Coordinator - Provide direction and lead in

the implementation of the project

- Monitor/supervise activities of

the projects officers & facilitators

- Preparation and submission of

all reports in the project

- ITC. (any other thing)

2. Comfort Ayomah Social Worker and credit officer - Responsible to monitor 5

beneficiaries, by coordinate the

schedules and paying visits.

- Writing reports

- Credit collateral

3. Adam Abdulai Social Worker and assistant credit

officer

- Responsible to monitor 5



- Assist in writing reports

- Credit collateral

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4. Sulemana Abdul-Samed Accounts officer - Design and maintain relevant

books of accounts and other

records

- Prepare regular returns and

financial reports on the activities

of the project

- Contact person with the website

designer and founder.

- Responsible for providing case

studies to the website designer

and others.

- Responsible to monitor 5



5. Staff of Norghavo Controlling and advising function - Pay a visit each quarter to

check how the implementation of

the project is working.

- To receive reports from the

management team of the project

and send the reports back to the

Netherlands.

- Supply volunteers.

- To play an active role in fund

raising and lobbying.

6. Maartje Bos Founder - Start up the project.

- Writing the project proposal .

- Fund raising.

- Develop a data base.

- To assist in monitoring, record

keeping and report writing.

7. Abdul Samiwu Adam Website designer - Website planner

- Website adviser

- To gather and receive

information by Samed (contact

persons team), the founder,

Norghavo and volunteers and

update the website.

11

8. New volunteer Profile:

- Educational background: social

work or any other related study,

basic economic knowledge

- Organizational skills and

independent

- Computer and report writing

skills

- Competent in the English

language

- Interested in experienced

(preferably) in working with

Persons With Disabilities

- To observe how the team is

functioning, assist and advice

them.

- To assist in monitoring. Interact

with the beneficiar ies, making

pictures and write case studies

(to put on the website).

- To raise funds.

- Develop a powerpoint

presentation to use to promote

the project and appeal for funds.

- To update the website. Provide

Samiwu (the website designer)

with information and help him

with develop it.

- To look for improvements that

can be made and develop

systems that will make the

project work more efficient and

effective.

- To keep the link and

cooperation between the

Norghavo Staff (the staff of

Ghana and the staff of the

Netherlands). Inform and consult

them if necessary.

4.2. Steps to take

Steps to take Steps to take Steps to take Steps to take Tasks Tasks Tasks Tasks DateDateDateDate

f in ished/f in ished/f in ished/f in ished/

PPPPerioderioderioderiod

Done by Done by Done by Done by

1. Orientation - Identifying problems and needs

- Gathering information about the

history (what has been tried and

achieved before)

- reading, consulting

26-03-2007 Maartje Bos, Mercy Apoe

2. Selection and

interviewing

- Selecting 15 members

- Designing an application form

- Interviewing the beneficiaries

02-04-2007 - Mercy Apoe

- Maartje Bos

- Maartje Bos, Mercy

Apoe, Adam Abdulai

3. Making a data base - Process the information of the

beneficiaries in a database (in excel)

23-04-2007 Maartje Bos

4. Appointing

management team

- Making a job description of the

team members

April All

5. Management

business training

- Giving a two days training for the

beneficiaries

- Writing report about the training

April A professional trainer

12

6. Writing the

proposal report

- - - - Developing a project plan including

a historical background, mission,

vision and aims

30-06-07 Maartje Bos, Mercy Apoe

7. Open a bank

account

- - - - Appointing authorized signatures May Management team

8. Disbursement of

the micro credits

- Inviting quests and Radio Savanna

- Arranging refreshments

25-04-07 Management team

9. Getting the

beneficiaries

organized as a team

- Appointing leaders

- Making sure that the beneficiaries

are informed about the concept of

the project (aims and objectives,

strategy, micro credit system)

- Let them organise themselves

May - Beneficiaries

- Management team

- Mercy Apoe

10. Designing a

web-site

Designing a website:

- to promote the project

- to make information accessible

- to be able to communicate, with the

team, funders and Norghavo easily

July Samiwu Abdel and

Maartje Bos

11. Organizing

meetings

- Fixing dates and organizing

structural and settled meetings

During the

whole process

Mercy Apoe

Leaders of the

beneficiaries

12. Monitoring - Paying structural visits to the

workplaces of the beneficiaries and

gathering information

Each month Mercy Apoe

Comfort Ayomah, Adam

Abdulai

13. Report writing Writing reports each month Each month Comfort Ayomah, Adam

Abdulai, lead by Mercy

Apoe

14. Collect the

repayment

- Collect the repayment

- Putting the money on the bank

account

After three

months each

month

Comfort Ayomah, Adam

Abdulai

15. Record keeping - Writing financial reports

- Sending reports to Norghavo and

funders

After three

months each

month

Sulemana Abdul-Samed

16. Raising funds - Sending reports to Norghavo and

the Netherlands

- Report in PowerPoint to Donors

- PR in the district of Tamale (through

radio, newsletters, newspapers, etc)

- Appeal for funds within the network

of the Resource Centre

During the

whole process

Management team,

Norghavo, Volunteers

17. Pre-evaluation

after six months

- Evaluate according to the aims and

objectives

- Writing a report and sending it to

Norghavo and to funders in The

Netherlands

October Management team,

organized by Mercy

Apoe

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18. Making

adjustments due to

the evaluation

If necessary arrange more

assistance and or training

October Mercy Apoe

19. Final evaluation

after one year

- Evaluate if the criteria of the project

have been reached

- Decide how to continue and extend

May 2008 Management team,

Norghavo and funders

20. Disburse a new

circle of micro credits

and start again.

- Selecting the next group of persons

with disabilities who can benefit the

project,

- Depending on the availabilities of

sources and the capabilities of team

members

May/June 2008 Management team,

Norghavo and funders

Explanation Explanation Explanation Explanation

After the selection, each beneficiary is interviewed and their information is registered with the help of an application form. This

information gives a clear view about their family situation, financial situation, motivation and skills. The application forms are

processed in a database.

Information about the database and reports (about the management business training and the launch) can be retrieved by Maartje

Bos or Norghavo. The reporting format can be found in Appendix 3.

4.3. The micro credit system

Each beneficiary will receive 500,000. Cedis (45 euro), with an interest of 20%. This means that after one year they have to repay

600,000.00 Cedis. The first three months they will have the time to start up. After three months they will start with the repayment

each month.

Experiences with other micro credit enterprises have learnt that one year is not enough for the beneficiaries to sustain their

business. That is why the beneficiaries will have three years to make their business grow and sustainable. When the beneficiaries

have fully repaid after three years the total amount of 364,000.00 Cedis will be returned to each member. The 364,000.00 Cedis –

being the interest that the beneficiaries have paid during the three years micro credit program - will be returned to each member.

This means that nor the Resource Centre, nor the management team and nor the funders are benefiting from the interest that the

beneficiaries have paid during the three years program. It will be returned to them, on the following conditions:

1. Apart from the interest the beneficiary has paid, he or she has been able to save at least 50% from out of their starting

capital. The ones who received 500,00.00 Cedis, must have been capable to save 250,000.00

2. The beneficiary should be engaged in a productive, profitable making business

3. The beneficiary should be out of the street; the beneficiary has stopped with generate his or her income out of begging on

the street

Micro credit Micro credit Micro credit Micro credit

per participantper participantper participantper participant

Paying back per Paying back per Paying back per Paying back per month (aftermonth (aftermonth (aftermonth (after

three months)three months)three months)three months)

Payment after one yearPayment after one yearPayment after one yearPayment after one year

First year: 500,000.00 Cedis 67,000.00 Cedis 600,000.00 Cedis

500,000.00 Cedis + 100,000.00

Cedis interest (20%)

Second year: 600,000.00 Cedis 80,000.00 Cedis 720,000.00 Cedis

600,000.00 Cedis + 120,000.00


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Third year: 720,000.00 Cedis 96,000.00 Cedis 864,000.00 Cedis

720,000.00 Cedis + 144,000.00


15

5. Control system

This chapter reviews how the implementation of the project will be controlled and registered. This system will form the basis for the

continuity and progress of the project.

5.1. Meetings

With the help of structural meetings the progress and the functioning of the implementation of the project can be registered.

Type of meetingType of meetingType of meetingType of meeting Per iodPer iodPer iodPer iod DayDayDayDay AimsAimsAimsAims OutcomeOutcomeOutcomeOutcome

Management teamManagement teamManagement teamManagement team Each month Every first Friday - Post the progress

and keep each other

informed

- Divide tasks

- Make adjustments

Minutes with new

action points and

recommendations

Benefic iaries andBenefic iaries andBenefic iaries andBenefic iaries and

management teammanagement teammanagement teammanagement team

Each month Every third

Wednesday,

12.00 hrs.

- Collect the money

- Register the

progress

- Make adjustments

if necessary

Report

Benefic iar iesBenefic iar iesBenefic iar iesBenefic iar ies Each month Every second

Saturday

- Share experiences

and advise each

other

- Report necessary

information to the

leaders

Minutes and report

necessary

information to the

team

Beneficiaries andBenefic iaries andBenefic iaries andBenefic iaries and

management team tomanagement team tomanagement team tomanagement team to

collect the moneycollect the moneycollect the moneycollect the money

Each month

(after three

months)

Every first

Wednesday of the

month

- Collect the money Financial report

General meeting withGeneral meeting withGeneral meeting withGeneral meeting with

beneficiaries,beneficiaries,beneficiaries,beneficiaries,

management team andmanagement team andmanagement team andmanagement team and

Norghavo StaffNorghavo StaffNorghavo StaffNorghavo Staff

Each

quarter

- Report the

progress

- Evaluate according

the aims and

objectives

- Evaluate according

to the functioning of

the management

team

- Making adjustments

and decide if actions

needs to be taken

A general report

will be sent to

Norghavo and

funders

5.2. Financial system

The management team is willing to operate on voluntary level. To enable the team to fulfil their work and take their responsibilities

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the team will receive allowances and monitoring and administrative costs will be covered. This will be organized by the finance

officer. Because this project is having a limited budget, the allowances are minimal. The Resource Centre for Persons With

Disabilities can provide printing facilities to the project free of charge.

The following schedule reviews an income and expenditure account which enables the project to be implemented for the first year.

RESOURCE CENTRE MICRO CREDIT PROJECT (RCMCP)

Income and expenditure account

Item Income ¢ (Cedis) Expenditures ¢ (Cedis) Total Balance

1. Funds from Norghavo 16,563,800.00

2. Management training

Hire a trainer for two days 500,000.00

Drinks 67,000.00

Food for two days 207,000.00

Transport 600,000.00

Sub-total 1,374,000.00

3. Releasing micro credit

Micro credit for 15 members 7,500,000.00

Launch 184,000.00

Sub-total 7,684,000.00

4. Structural costs

Allowances coordinator 3,000,000.00

Administrative costs 600,000.00

Monitoring 2,400,000.00

Unforeseen costs (10%) 1,505,800.00

Sub-total 7,505,800.00

GRAND TOTAL 16,563,800.00 0,00

Bank accountBank accountBank accountBank account

To make sure that all the transactions, payments and savings are controlled well and will run safely a bank account will be opened.

Three persons will be authorized as signatures, two members of the management team and one representative from the Resource

Centre. This will guarantee transparency, easy and fast coordination and communication with the whole concept of The Resource

Centre For PWD’s.

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5.3. Norghavo as a control factor

Norghavo is responsible to take care that the management team is functioning and that the project will implemented according to the

plan. The Norghavo staff of Ghana is responsible to forward reports to the Norghavo staff of the Netherlands and to other NGO’ s. I ’ll

mostly expect recommendations when the project is running unsuccessful.

Norghavo plays a control role in the finances. The money that is being raised with the help of (volunteers from) Norghavo will be

send by Norghavo. When the criteria of the project have been successfully implemented after one year, Norghavo will release the

finances and send it to the bank account of the RCMCP.

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6. Assumptions and risks

The assumptions and risks of the project are many and varied. It is assumed here that the following will take place

1. All involved parties will be willing to lead the process of project implementation and will all stay in good health. The involved

parties are the Resource Centre Management team, Norghavo, the beneficiaries, the leaders of beneficiaries in particular,

the stair comity of the Resource Centre, the founder, (future) funders and NGO’s and the website designer.

2. Beneficiaries will be prepared to fight for their own success, freedom and inclusion. They shall use their micro credit in a

effective and useful way, convinced by the aims and objectives of the project.

3. Leaders of the beneficiaries will be willing and capable to organize the beneficiaries in order to get each beneficiary

committed, encouraged and to create the opportunity to share experiences and ideas.

4. Continuous funding for the project will be guaranteed by funders.

5. The Resource Centre Micro Credit Team will be fully committed to fulfil their roles and responsibilities, convinced and acted

by the mission, vision and strategy of the project.

6. Other NGO’s and the District Assembly will be willing to partner with the RCMCP.

7. There is continuous political stability, accountability and good governance.

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7. Future plans

7.1. The first three years

To be able to continue the project the following criteria need to be reached after one year:



3. 80% repayment


Depending of the availability of sources and the capability of the management team new groups will be selected after one year. Our

aim is to provide 75 members with a micro credit in the period of three years, 15 members in the first year, 30 members in the

second year and 30 members in the third year.

When this aim can be reached, it might be necessary to extend the management team. During the evaluation this needs to be

examined by The Staff of Norghavo, the Management team and volunteers who are involved. Important decisions can only be made

with the approval of Norghavo and the funders.

This project can be more professionalized by developing a variety of procedures adjusted to individuals and target groups. Each

individual is having different capabilities and business ideas. If we create different procedures, each individual will have the

opportunity to develop his or herself optimally. The procedures of loan agreement can vary in:

1. Amount of loan and amount of interest.

2. Loan circle (period of repaying)

3. The intensity and type of monitoring

7.2. Required budget for the first three years

The following budget is required to continue and extend the project according to the aims.

RESOURCE CENTRE MICRO CREDIT PROJECT (RCMCP)

Estimate of costs, April 2008 - April 2010

Costs ¢ (Cedis)Total costs ¢(Cedis)

Total costs €(Euro)

1. Management training

2008-2009, training for 30 beneficiaries 2,200,000.00

2009-2010, training for 30 beneficiaries 2,500,000.00

Sub-Total 4,700,000.00

2. Releasing micro credit

2008-2009. Releasing micro credit for 30 members 16,500,000.00

2009-2010. Releasing micro credit for 30 members 18,000,000.00

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Launch 2008 400,000.00

Launch 2009 450,000.00

Sub-Total 35,350,000.00

3. Structural costs

Allowances coordinator 3,960,000.00

Administrative costs 1,386,000.00

Monitoring 16,632,000.00

Website 1,000,000.00

Sub-Total 22,978,000.00

TOTAL 63,028,000.00

Unforseen costs (10%) 5,194,000.00

GRAND TOTAL REQUIRED BUDGET 68,222,000.00 4740

7.3. Future plan after After three years

When the project runs successfully other districts in Metropolis can be included. The Resource Centre for PWD’s shall use the

experiences of Woman Service Foundation in their way forward.

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Appendix 1: Sources and references

Documents:

- Project proposal ´Schooling for child guides of the psychically challenged and disabled street children’ (Submitted by

Resource Centre For Persons With Disabilities, December 2003)

- Brochure Resource Centre For Persons With Disabilities

- Rapid assessment of material and logistic capacity building in the development of the Resource Centre for Persons

with Disabilities in Tamale, Northern Region, Ghana (February 2006)

- Report formats and documents from Women Service Foundation.

Persons:

- Fuseini Hamidu (trainer/teacher N.B.S.S.I – BAC)

- Mr Jakubu Iddrisu. (Programme officer of ‘ Communicty Partnership for Youth and Women Development ’,

experienced into micro credits.

- NorGhaVo staff Ghana and Netherlands

- Mr. Sulemana Abdul-Samed (Executive Director Women Service Foundation)

- Madam Mercy Apoe (Coordinator of the school for the guide childes)

- Gab Clement (Director of . ….., working experience in Ghana and experienced into micro credits for Developmental

countries).

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Appendix 2: Memorandum Of Understanding (MOU)

Memorandum Of Understanding (MOU)

Between

Project Coordinator/Team Implementing Partners of

the Resource Centre Micro Credit (RCMC) Project

And

Northern Ghana Volunteers (NorGhaVo)

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Background

In Collaboration with Northern Ghana Volunteers (NorGhaVo), the Resource Centre of Tamale Metropolis in consultation with its

partners (Ghana Association of the Blind (GAB), Ghana Society of the Physically Disabled (GSPD), Ghana National Association of the

Deaf (GNAD) and Association of parents and Guardians of Children With Disabilities (APGCWD) designed the Tamale Resource Centre

Micro Credit Project to be implemented in the Tamale Resource Centre. At the validation meetings on the project proposal, Resource

Centre and its partners identified certain roles and responsibilities for the team of the RCMC Project and NorGhaVo. The agreed roles

and responsibilities have been developed into this Memorandum of Understanding.

Objective of the MOUThe primary objective of this MOU is to clearly spell out the Agreed roles and responsibilities between Resource Centre and the

Partners/Donors for a successful implementation of the Tamale Resource Centre Micro Credit Project and to serve as the primary

reference document for the relationship between Resource Centre, Donors, Project coordinator/team and Beneficiaries.

Mission and Vision of the RCMCP

Mission Mission Mission Mission

• To stand up for the rights of persons with disabilities by reducing their poverty condition and give them the opportunity to

change their life perspectives and the life perspective of their children.

• To change the perception and attitude towards Persons With Disabilities (PWD’s), created by society.

VisionVisionVisionVision

To provide the opportunity to persons with disabilities in Tamale Metropolis to:

• Access financial support to develop income generation activities into micro-enterprises.

• Gain management skills to develop profitable micro-business

• To take part in society as a well respected member.

In our vision this will lead to a better care and management of their household. It will also create awareness in the community and

families about the capabilities and abilities of PWD’s, which leads to a change of perception and attitude towards them.

Target group of the RCMCP

In general the target group is persons with disabilities living in Tamale Metropolis. The persons with disabilities are members of one

of the four Organizations For Persons With Disabilities (OPWDs): Ghana Association of the Blind, Ghana Society of the Physically

Disabled, Ghana National Association of the Deaf and Parents and Guardians of Children with Disabilities.

SpecificationSpecificationSpecificationSpecification

The first 2 years we want to focus on Tamale. When the project runs successfully we will extend and move to the other districts in

the Northern Region

Our first main focus is blind parents who use their children to generate income for their livelihood. The parents all have children who

attend the school for the guides. Most of the blind persons are married to a blind man or woman as well. In the Northern Region of

Ghana it is very difficult to marry a seeing person when you are blind. That makes life difficult for them. They are illiterate and most

of them are begging on the street to generate their income. In other words, this is one of the most vulnerable groups.

Therefore 15 members out of the blind parents have been selected, as a pilot group. The selection was based on their commitment,

reliability, skills and capability. Each beneficiary has the skills to produce something or has a good marketing idea. When they

succeed other seeing challenged persons can learn from them and copy their strategy.

Aims and objectives of the RCMCP

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Aims Aims Aims Aims

1. To provide micro credit to persons with disabilities

2. To enable them to establish their own business

3. To enable the parents to assist their children to go to school and provide their educational needs.

4. To enable the beneficiaries to have a role and contribution in their community and become a well-respected member.

ObjectivesObjectivesObjectivesObjectives

Short term objectives (one year)

1. To give a management business training to 15 blind parents

2. To provide a micro credit to 15 blind parents

3. To enable the 15 blind parents to start up their own business

Long term objectives (three years)

4. To enable the 15 blind parents to establish their business. After three years they should be able to run their business

supported by their own sources.

5. To let 15 children who currently attend the school for child guides go mainstream within three years.

6. To let 75 Persons With Disabilities benefit from the project within three years. After a successful implementation each year a

new group of 30 beneficiaries should start.

Criteria of the Resource Centre Micro Credit Project

To be able to continue and extend the project, the following criteria needs to be reached after one year.



3. 80% repayment


Roles and Responsibilities Coordinator/Team of the Micro Credit Project

- Provide direction and lead role for the implementation of the project

- Monitor/supervise activities of the project

- Preparation and submission of all activities reports in the project

- Organize meetings between the beneficiaries and the management team

- Raise funds on behave of the project

- Partner With NorGhaVo Staff and NorGhaVo Volunteers

- Submit reports to NorGhaVo and the Donors

- To attend to emergency problems of the project

- Provide needed training for the beneficiaries

- Writing case studies

- Providing the website designer with information to update the website (reports, case studies, pictures,

announcements)

Roles and Responsibilities of Norghavo Staff

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- To take care that the management team is functioning and that the project will be implemented according to the

plan. To give advice at the team and come with suggestions and proposals in case of malfunctioning. To have

influence in decisions that need to be made.

- To attend the general meeting with the Management Team and Beneficiaries each quarter

- To receive report from the management team of the Micro Credit Project and to forward them to Norghavo

Netherlands (Staff and Volunteers)

- To provide volunteers

- To write recommendations to partner Organizations of Norghavo and to play a role in fund raising and lobbying.

- To play a controlling role in the finances. The money that is being raised with the help of (volunteers from)

Norghavo will be send through Norghavo. When the criteria of the project have been successfully implemented after

one year, Norghavo will release the finances and send it to the bank account of the RCMCP.

Roles and responsibilities of Maartje Bos (founder)

- Advisor and consultant. Give feedback on received information. To be involved in the planning of strategies and the

way forward.

- Authority in decision making (important decisions) in regards to finances and procedures.

- To maintain the link between NorGhaVo and the Resource Centre.

- Fundraising

Authority in decision making

In the daily running of the project the management team is responsible and having the authority to make decisions.

When it comes to the following matters concerning the implementation of the project changes and decisions need to be improved by

the founder (Maartje Bos) and the Norghavo Staff.

- The aims, objectives, strategy and criteria of the project

- Financial matters

- Functioning of the team

- The roles and responsibilities of each party

- Future plans, the way forward

- Any emergency, unforeseen matter

When a problem is arising, Norghavo and the founder should be consulted and involved. The parties are together responsible to find

a solution, that will suite everyone. The interest of each party should be considered. When it is not possible to come to a common

solution, the founder is having the authority to make the decision. Future funders will also have influence in these matters. However,

this procedure should not slow down the efficiency. That is why the team is encouraged to come with proper proposals so that it only

needs to be improved.

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We declare to agree with all conditions as formulated by the Resource Centre Micro Credit Project (RCMCP).We declare to agree with all conditions as formulated by the Resource Centre Micro Credit Project (RCMCP).We declare to agree with all conditions as formulated by the Resource Centre Micro Credit Project (RCMCP).We declare to agree with all conditions as formulated by the Resource Centre Micro Credit Project (RCMCP).

Project Coordinator RCMC: Name:……………………………………………………

Signature:…………………………………………….

Date:……………………………………………………..

Norghavo Staff: Name:……………………………………………………

Signature:…………………………………………….

Date:……………………………………………………..

Resource Centre Chairman Name:……………………………………………………

Signature:…………………………………………….

Date:……………………………………………………..

Founder: Name:……………………………………………………

Signature:…………………………………………….

Date:……………………………………………………..

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