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DATE: 16-18 February, 2011 VENUE: WACSI Secretariat


TABLE OF CONTENTS 1. 1.1 1.2 1.3 2. 3. 4. Introduction Objectives Methodology Training Content Opening Session Workshop Activities Closing Remarks 4 4 4 4 5 5 11

Appendix    Groups Assignments Agenda List of Participants 13 21 24


LIST OF ACRONYMS ACBF IFC EU NDI UN UNDP USAID CSOs NGOs OSI OSIWA WACSI WB Africa Capacity Building Foundation International Finance Corporation European Union National Democratic Institute United Nations United Nations Development Programme US International Development Agency Civil Society Organisations Non-Governmental Organisations Open Society Institute Open Society Initiative for West Africa West Africa Civil Society Institute World Bank


1. INTRODUCTION The West Africa Civil Society Institute (WACSI) established by the Open Society Initiative for West Africa (OSIWA) and the George Soros Foundation organised a 3 day training workshop from16-18 February, 2011 at the WACSI Secretariat in Accra, Ghana focused on EU, USAID, WB, UN Grant requirements titled “Project Proposal Formulation and Grants Management” for Civil Society Organisations in West Africa. The workshop attracted 30 participants’, 11 females and 19 males from civil society organisations across West Africa. This included the Project Director of Mano River Union Training Project Orando B. Yanquoi from Sierra Leone, the Finance and Administration Manager of the National Democratic Institute, Abibath Bodea from Nigeria, the Regional Finance and Support Services Manager-West Africa West Regional Office of Sight Savers Bakary Marong from Senegal, the Deputy Executive Secretary of the Human Rights Commission of Sierra Leone, Raymond Bob Katta amongst others. The overall objective of the course was to provide development practitioners with the requisite proposal formulation competencies to meet international grant reporting requirements. The workshop also aimed to enhance the ability of CSOs to formulate winning proposals to solicit funds from International Donors, to manage and control programme and project funds.


The specific objectives of the workshop were: To provide participants with skills, concepts and guidelines to develop selling proposals; and To strengthen the resource mobilisation and funds management skills of development practitioners

Objectives of the Workshop


The workshop was delivered by using:  A learn-centered/ interactive methodology;  Learning by doing;  Paring, group work and plenary discussions and  Trainees were asked to share personal experiences and real issues within their organisations regarding the training themes.

Workshop Methodology


The workshop comprised nine (9) sessions:  Overview of the project cycle and project cycle management;  Basic concepts in fundraising and grants reporting;  Proposal (resource mobilisation) marketing techniques;  Concepts of budgeting, monitoring, evaluation of projects;  The Log-frame, and its link to fundraising and grants management; and  Grants reporting requirements EU, USAID, UN, WB amongst others.

Training Content


Capacity Building Officer The workshop commenced with a welcome message by the Capacity Building officer of WACSI, Charles Vandyck. The Officer welcomed the participants to Ghana and WACSI. The Officer began with a brief presentation on WACSI’s mandate. The Officer emphasised that WACSI was created to reinforce the capacities of civil society in the region and to bridge the operational gaps within civil society. The Officer added that WACSI conceptualised this specialised course to respond to the dearth of proposal formulation and grants management skills in the region, reiterating that West African development practitioners have consistently expressed their challenges with formulating winning proposals to solicit funds from international donors. The Officer concluded that by the end of the three days training, the course will provide the trainees with the requisite proposal formulation competencies and comprehensive understanding of International Grants reporting requirements. Trainers The trainers began by introducing themselves and giving brief information about their professional experience and their involvement in the course. The trainers also said the training will not be a lecture but an interactive platform that will provide the opportunity to learn from the experiences of other actors, and create a practical avenue for both trainers and participants to explore, discuss and share knowledge, leading practices and strategies.

Day 1 The workshop began with introductory remarks by all participants. The trainers commenced the process of setting ground rules to govern the successful delivery of the workshop. These rules included:  Punctuality  Respect for all opinions  Every input is valuable  We are time constrained and would appreciate conciseness and focus  Everyone must participate  Nothing is taboo  Lets think outside the box  Mobile phones on silent/vibrate/off The ground rules were unanimously agreed upon by all parties. This was followed by a statement to engender a discussion on the state of civil society.


The discussion was centered around this topic, “The two fastest growing ‘businesses’ in the West African economy currently are the Non- Government Organizations (NGOs) and the ‘Neo-Charismatic’ Churches. They are growing neck and neck.”Is that true? Feedback from the Trainees The responses from the trainees were:  In the past this used to be the case, but now donors are monitoring the work of CSOs extensively;  Trainees bemoaned Government’s inability to address critical issues affecting the masses which has lead to the proliferation of CSOs; and  CSOs are being challenged to become more relevant, transparent and accountable. The trainers reiterated that even though Governments‘are not addressing critical issues affecting community citizens and also are not able to provide social services, CSOs must not be seen to trying to take over Government’s function. The Trainers added that no CSO will amount to anything worthwhile unless it has Strong leadership, Strong Management, Determination and Honest Strength of Purpose. Feedback from Trainees The responses from the trainees were:  There is the need for CSOs to build their operational capacity.  CSOs must ensure that they have a clear mandate and a sustainability plan.  CSOs must build progressive relationships with constituencies they claim, they represent Group Assignment Trainees were divided into 4 groups to document 10 ingredients of a winning proposal. This exercise strengthened the trainees understanding of the project proposal formulation process. Trainees highlighted the following as captured in the table below:
GROUP 1 Clear, Concise Introduction; Clear and Realistic Objectives; Result of situational analysis; Risk analysis; Contribution to resources; How to quantify what will be needed; Monitoring and Evaluation Framework; Packaging of activities; Results of base line Survey. TABLE 1 GROUP 2 GROUP 3 Cover page to  Background Info contain info basic  Situational analysis Organisational  Problem Statement Profile of the NGO  Executive Summary executing project  Proposed Background info:  Start and Finish and situational analysis  Date Executive  Programme Summary/ Concept Implementation note  Strategic Objectives Project Objectives  Activities: Input/ Activity Plan  Specific Challenges and Project output  task Project outcome  Cost Implication to the Budget Activity Log-frame  Result:  Expected outcome and  Indicators of Performance  Management Team  Reporting Requirement  Conclusion GROUP 4 Organisational Profile Project title Background / Introduction Objectives of the Project Strategies Targeted beneficiaries Community Participation SMART work Plan Monitoring and Evaluation Framework

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In conclusion, the trainers stated that in the not too distant past there was very little emphasis on a proposal documenting a Monitoring and Evaluation and Sustainability plan but now Donors want to see this clearly articulated. Trainers also added that the NGOs need to distinctively clarify their project objectives from the donor objectives; The proposals should emphasize their capabilities. The most important aspect of a proposal is its uniformity and coherency. Session 1: Project Proposal Formulation Process This session was focused on the proposal formulation process. The trainers highlighted the objectives of the session which included:  To get an overview of the project cycle;  To provide some fundamentals of project selection;  To go through the project preparation cycle; and  To become better aware the process of assessing proposals. The trainers clarified the difference between projects and programmes. A project has a definite start date and a definite end date and is not a recurring event. The project exists within the programme. The importance of knowing donors was tackled through the use of a donor intelligence guide. In proposal formulation there were two processes CSOs need to pursue:  Project planning (formulation of project elements); and  Project proposal writing (converting the plan into a project document).  These steps are essential and critical for creating a solid project design. Before the project is written, its individual elements need to be developed. Addressing the planning considerations helps develop the project elements.  Next Activity: Project Selection  In this activity the trainer explained the need for CSOs to categorise their projects. There are 3 categorisations:  Duration and timeline?  Overall priority of the project  Another categorisation is whether the project addresses:  Problems/need  An opportunity  A directive  A change CSOs need to understand the categorisation process when they are writing a proposal because it will help build the sustainability plan. The plan will clearly articulate the long-term benefit and sustainability of the project beyond the project period.


Feedback from the Trainees Table2 Issues Responses Should the Sustainability plan appear in the first From the first proposal the sustainability plan proposal or as a Goal? should be articulated because the donors need to see in the Proposal the ability of the Project to continue delivering results after the end of the Project. A trainee cited a practical challenge where a CSO  The target people should be conversant with is facing challenges due to an inadequate budget their challenges ; and is inquiring how one would sustain such a  CSOs need to work in consonance with project regional and district authorities taking into cognizance regional and district development plans that fit their mandate. ;  CSOs cannot solve all problems but they can highlight them When writing proposals do we need to involve In response, the trainers stated that, it depends the community? on the proposal. Some proposals need community involvement e.g. advocacy proposals because one needs documentary evidence. The trainers initiated discussions on the SWOT Analysis and Brainstorming, Financial Analysis, the formulation of a Concept Note and a Review Criteria of a Proposal. The trainers explained the importance of all these planning stages in particular how much the donors need to see the Impact, the Sustainability and the Scalability of the Project. In addition, this session has concluded with a presentation by Frederick Ampiah, the Partnership Advisor to the UNDP, Ghana. The Partnership Advisor explained the need for donors to see if the project addressed the problem or demonstrated how that could be done effectively in the future, the number of persons that will benefit from the intervention or strategy; the ability of the project to continue delivering results after the funding period; and whether the project model is capable of being scaled to reach a significant number of recipients amongst others. The Partnership Advisor showed an example of a UN Proposal Format and highlighted on the characteristics of a winning proposal.

Day 2
Session 2: The logical Framework The trainers recapped the previous day’s activities. They introduced Strategic Planning and the Logical Framework. The Log framework is a method of planning, comprising a set of steps and a range of “tools” which aim to clarify perceptions, explore options and make choices about what solutions would effectively address particular problems. The Log framework Approach was comprehensively explained. This approach includes:  Context Analysis  Participants Analysis  Problem Analysis  Objective Analysis  Alternatives Analysis  Project Design 8

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Project Elements Assumptions Indicators

The trainers reiterated on the need for having all these details in their proposals, particularly the problem tree, an objective tree, an analysis and the selection of alternatives. Session 3: Monitoring and Evaluation The trainers imitated the session with an interactive discussion on measuring impact and documenting impact stories. Monitoring is a continuous process of collecting and analysing information to compare a Project, Programme or Policy’s performance against expected results. An Evaluation is an assessment of a planned ongoing or completed intervention to determine its relevance, efficiency, effectiveness, impact and sustainability. Also, the trainers explained the difference between Input, output, outcome, impact and indicators. The trainers added that without measurable indicators you cannot undertake a useful monitoring and evaluation exercise. To cement the trainees understanding, they were divided into 4 groups and tasked to design the logical framework after selecting a topic each using the following topics:  Migration women foreigners’ new busyness;  Unemployment of indigene;  High cost of living and  Displacement of indigene The day concluded with a Presentation by Uzoamaka Agyare Kumi from IFC, a member of the World Bank Group. Uzoamaka Agyare Kumi shared her experience with the trainees as a professional who has audited numerous amounts of proposals. Uzoamaka Agyare Kumi thanked WACSI for organising this training and providing a platform to share her experiences with trainees from across West Africa. Uzoamaka highlighted on the World Bank Proposal Format emphasising on the criteria and expectations from the Bank’s point of view. In addition, Mrs. Agyare Kumi reiterated that writing a proposal takes skill, time and attention to detail. In her intervention the Uzoamaka Agyare Kumi made the following key comments:  To articulate clearly what one is implementing e.g.: the impact of the project and the sustainability;  Work experience is also important;  To consider the deadline for asking questions ;  The proposal should be coherent and the concept clearly articulated. To clearly state the project outcomes;  Understand the requirements from your donors  To present a realistic budget;  To be cost-effective ;  The need to demonstrate that you can mange funds prudently; and  The proposal has to meet the donor expectations.


Feedback from Trainees What is the influence of friend raising? In response,Uzoamaka Agyare Kumi said friend raising is not a substitute for a well articulated proposal.

Day 3
Session 4: Funds Allocation and Utilisation After the recap of day two, the trainees were asked to present their groups work. The group exercise is attached in the Appendix. The trainers delivered an overview on the problem tree. After this presentation the trainers introduced the trainees to Grant Management. The trainers delivered a presentation on Financial Planning using a check list for preparing an activity schedule and actionable points on secrets to good grants management. Feedback from Trainees In case you send a Proposal and receive 2 funds what are your options? The responses from the trainees are documented in the text below:  Bring the donors together and expand the project  Harmonize the reporting template Session 5: The Grants Report Requirement: EU, UN, USAID, WB and others. The trainers went through the Grants Report Requirement of the EU, UN, USAID, WB amongst others. In this activity the trainers explained the important of knowing the donor cycle and the donor proposal format and also respecting the guidelines of the donor. In addition the trainers explained the specificity of each Donor guideline and the Report requirement. In generally there are:  Risk of late interim payments (Miss of cycle)  Risk of systematic error (e.g. in UNDP, the payment system is software; therefore if it is an error or the report is not come in time it can be corrected)  Risk of recovery payments  Risk of conflicts in the consortium  Report: it can be define by time.  Periodic reports  Interim reports  Final reports


Session 6: Risk Management and the Project Implementation The trainer explained that the risk management can be negative or positive. Transfer-shifting negative impact and responsibility to a third party –this does not eliminate it involves payment of risk premium to party to take risk e.g. insurance, performance bonds, warranties, contracts. The trainers highlighted the necessity of defining a health policy when it is needed in the project proposal. Session 7: Marketing a Proposal The focus of the session was lobbying and fundraising. The trainers highlighted on how to market a proposal including:  Have a good idea – think that idea through  Useful to discuss idea with someone with knowledge about the idea  Prepare a proposal and budget  Find out what organisation is interested/may be interested in such a project  Start small Nobody will fund a million dollars project if they don’t know you.  Build up a reputation  Succeed with your first projects. Nobody funds a project that has failed. Even if you have to put your own money, extra hours, do the works of 10 people at once to make sure the project is a success, do it! Do not find excuses  Prepare a good report (content style of presentation , the Log Frame how logical it is)  Report every cent and avoid unclear invoices  Invite the donors to come and verify your finances  Donors are extremely cautious and need proper financial reporting  Be honest, be transparent and do not misuse money. The trainers concluded this session by stating that even though fundraising and lobbying are difficult tasks, it is not impossible to do; it requires work, energy, commitment and perseverance. An add-on activity was the presentation of Dr. Kobena Hanson from ACBF (Africa Capacity Building Foundation); Dr Kobena Hanson delivered a brief presentation of his organization and its grantgiving requirements. The trainees’ asked the following questions after his presentation: What is the donor position when NGO does not have a lot of experience? Does ACBF fund an individual entity? Dr. Kobena Hanson answered saying, In terms of experience if the entity is registered, credible with a well done proposal; ACBF supports Institutions, NGOs, and CSOs.


Frederick Ebun Thorpe, Director of Finance and Administration of Human Rights Commission of Sierra Leone delivered a vote of thanks on behalf of the trainees. Frederick Ebun Thorpe indicated the value gained from the workshop and showed his appreciation to the trainees and WACSI for an in depth and educative training session on Project Proposal Formulation and Grants Management. Frederick Ebun Thorpe encouraged WACSI to organise more of such experiential workshops to build the capacities of CSOs and public agencies in West Africa.


On behalf of the Executive Director of WACSI, Nana Asantewa Afadzinu, Charles Vandyck expressed his satisfaction and thanked the trainers, resource people and the trainees for making the training a success. He also stated that the Institute is poised to introduce more training initiatives to respond to skills capacity gaps inherent within civil society in West Africa. At the end of the training, the trainees were given certificates of participation. Katherine Adarkwa the Administrative Officer of WACSI administered the certificates on behalf of the Executive Director of WACSI.


APPENDIX GROUP 1 Narrative Summary Goal Management of Migration in the Western Region of Ghana Indicators Increased training of security personnel enhanced technological capabilities and working conditions of security personnel Mean of Verification Population statistics (NBS) Newspaper records Social surveys Assumptions Political and economic stability Commitment of Security Personnel to the program

Purpose Enhanced Security systems Output Increased Personnel Improved security equipment Improved working condition Enhanced capacity of personnel Activities Training of Personnel Purchase of Security Equipments Increment of salaries and emoluments Recruitment of personnel Inputs Given the resources, the following inputs will be mobilized; Resource Persons Security Personnel Security Equipments Other Stakeholders including the people

% Reduction in immigration, attendant crime rate and social vices 400 security personnel employed by December 2013 50% increase in the number of security equipments and facilities acquired. 50% increase in the salary of workers 1000 security personnel trained and retrained by December 2013 8 trainings implemented by 2013 for 1000 security personnel (600 existing and 400 newly employed) USD500,000 equipments and facilities purchased for the security services Recruitment of 400 personnel @ 100 bi annually for two years (2011 - 2013)

Population records Crime rate statistics Records of the Police, Military, Immigration, Custom services Baseline reports Government Employment records Project records Training materials and records Focus group Discussions Training reports and materials Purchase orders, invoices and receipts Recruitment records Newspaper and Mass Media reports

Political stability Peaceful work environment Availability of security personnel for training Willingness of security personnel to embrace the project Early disbursement of funds by donors Inflation rate Political stability


Monitoring and Evaluation Plan Sources 1. Baseline


Purpose Update existing baseline reports and generate new statistical information as a basis for our intervention

Time At the inception of project

FGDs Questionnaire In-depth interviews with the head of security agencies

2. Project Review Report generation


Meetings In-depth interviews Government Employment records Project records Training materials and records Focus group Discussions Project Review meeting In-depth interviews Government Employment records Project records Training materials and records Focus group Discussions External evaluation report

To monitor extent of progress made on the project objectives Identify project implementation constraints and challenges Proffer alternative action where required To review the entire program

Quarterly (Six reviews in two years)

3. Exit plan


Scalability Plan Development and expansion of infrastructural facilities with improved social policy legislation


GROUP 2 NARRATIVE SUMMARY GOALReduce Unemployment among youth in the Oil District PERFORMANCE INDICATORS 30% of youth in the Oil District trained MEANS OF VARIFICATION -Report of meetings/workshops -Evaluation forms - Signed participants’ list - Invoices of conference packages & resource persons -Media publications Reports on training Evaluation forms Survey report from interview of granduands Contract documents Media reports Opinion survey reports Training curricular Training materials Training Staff Forum reports Attendance register ASSUMPTIONS /Risk -The youth willingness to accept the project & the intervention - youth take up gainful employment Strong & ready labour force

PURPOSESkill development among youth

OUTPUTAvailable manpower

-100 youth trained in various skills 10 Youth groups form working groups to venture into trading activities 10 youth groups organised for service delivery Operational training centre Resource persons

Reduction unemployment



ACTIVITIES: Organise sensitisation forums for stakeholders Established a training centre Organise training programmes Provide basic start up tool kits for trainees INPUTS

Established training centres Increase in income Reduction in poverty & social vices


GROUP 3 Background  The Problem: unemployment of indigenes  Main Causes  Red. In fishing activities  Lack of appropriate skill Effects  Dec. in productivity  Increased poverty  Increased in prostitution and  High crime rate Objective tree  Increased Employment opportunities  Create Alternative sources of livelihood  Provide Vocational skills training  Capacity building Logical framework Narrative Summary Indicators GOAL: Increase Red. Employment opportunities unemployment 50% by 2015

Of by

Means Of Verification base line and follow up studies Data from Ministry of Employment Records from the center showing enrolment and graduation rates

Assumptions Increased employment opportunities based on peace and people not moved/migrate to other areas Community members would accept and use vocational centers and take advantage of the microfinance scheme The community’s willingness use to skills acquired Willingness for community to patronize the micro finance scheme Willingness of the beneficiary to pay back

PURPOSE: Create alternative sources of livelihood and capacity building OUTPUT Provide Diversified Vocational skills training

A well functioning training center A well functioning microfinance scheme Two well functioning Vocational training center 100 people benefited from vocational training 200 villagers benefited from micro finance scheme

Project Records Periodic Reports Records from the bank and microfinance institution

provision of micro finance

ACTIVITIES Conduct a baseline study Develop and implement a resource mobilisation plan Build vocational centers Design the training program Conduct training Develop a micro finance

RESOURCES Records report Skilled and unskilled labour local knowledge Finance Materials and equipment and project Suitable location for the vocational center Successful mobilization resource

Maximum community engagement and participation


scheme Train target/ beneficiary group Elements of M& E plan  Brief project description  Cape three points is a much marginalised area.  The main source of livelihood is fishing and a bit of farming  Now, there is a limit to which people can go fishing, hence their livelihood is in jeopardy Purpose  To monitor and evaluate the performance of the project against the set indicators History Conceived at the project preparation stage and informed by research and consultation around our intervention. Evaluation framework Mid- term review and end of project evaluation Indicators System Informed by the logframe Impact evaluation design Will be informed by the logframe and M&E plan Dissemination and utilization plan Communication strategy and budgets Adjustment to M&E plan Will be informed by planning/steering committee meetings and reports


GROUP 4 Project duration: 18 months Stakeholders  The oil companies  Ministry of youth and employment  Ministry of environment  Traditional rulers  Opinion leaders  Local government  Members of the community Beneficiaries The youth Problem tree  Effects  High crime rate  School drop outs  Low productivity  Problem  Unemployment Of Indigenes  Causes  Poverty  Lack of credit facilities  Inadequate government policies of recruitments  Insufficient social welfare initiative  Lack of education  Lack of employable skills  illiteracy Objectives Tree  effects of the solution  reduced crime  retention in school/decrease in school drop out  increased productivity  Increased employment of indigenes  How the problem can be solved  provision of microfinance facilities  access to funds/credit loan  vocational training  distance learning in rural areas  recreational facilities  adequate social welfare intervention  adequate government policies to ensure recruitment of indigenes Alternative analysis  Training  Micro finance


LOG FRAME Narrative Summary GOAL: Improve youth livelihood in the Western Region PURPOSE: To increase youth employment in the Western Region OUTPUTS: 1. Youth trained in employable skills. 2. facilitate the establishments of credit facilities

Indicators Reduction of school dropouts. More youth meeting their basic needs. Reduction in crime rates Use of the skills acquired 2,000 youth trained and employed. 2,000 youth trained 3 credit facilities established

Means Of Verification School enrollments statistics Employment statistics. Social survey Manuals developed and number of trainings conducted trainings reports Field surveys Training reports Documentation of credit facilities Record of number of youth accessing credit facilities Project records and reports

Assumption Skills training will be relevant to the changing needs The trainings will be effective The skills acquired will be used effectively The skills acquired will be used effectively The funds accessed will be used for the purpose for which they were obtained 1. The youth will be available for the training and are unemployed. 2.Funds are available from the financial institutions. 3. Youth are willing to take advantage of the empowerment programmes 4.Training modules produced will be relevant to the youth to be trained.

ACTIVITIES: OUTPUT ONE Stakeholders meeting and sensitization Select youth to be trained Design training manuals and materials to address training needs Training sessions for youth. Recommend youth for internships in the oil and gas sector OUTPUT TWO Identify private sector stakeholders Develop internal credit assessment procedures Recommend youth to access credit schemes

RESOURCES: Finance Training materials Skilled and unskilled labour Equipments

MONITORING AND EVALUATION PROJECT DESCRIPTION Ghana discovered oil in the western Region in May 2008. As a result of exploration and the oil and gas sector unemployment of the youth is on the increase. This project seeks to address this problem by providing training for at least 2,000 youth with employable skills and facilitating the provision of credit facilities for these youth. The goal of the project is to improve youth livelihood in the Western Region. PURPOSE OF MONITORING The purpose of M&E is to monitor the implementation of these activities within 18 month. TOOLS Work plans, budgets, number of youth attending the training, workshop reports INFORMATION SYSTEM Statistics of ministry of youth, conduct surveys PURPOSE OF EVALUATION The number of youth employed. TOOLS Onsite visits, interviews, repayment of loans peace in the region, gainfully




IMPACT A drastic behavioral change, high productivity in the region, lessons learnt to be repeated in other regions. Good sustainability plan youth will be trainer of trainers. Dissemination and utilization plan Reports, engagement of stakeholders,


DAY 1 TIME 8:00-9:00 ACTIVITY Arrival and Introduction of Resource Person and Participants OFFICER RESPONSIBLE

9:00-10:45 10:45-11:00 11:00-12:00 12:00 – 1:00 1:00-2:00 2:00-4:00 4:00 – 4:30

Introduction to Project Proposal Formulation and Grants Management TEA BREAK Project Proposal Formulation Process Practical Exercise: “Characteristics of a winning proposal” LUNCH BREAK Grants reporting requirements EU, USAID, UN, WB and others Practical Exercise: Developing project goals based on donor specificities Marketing the Project Proposal


D.A. D.A.

D.A. D.A.

4:30-5:00 5:00-



DAY 2 TIME 8:30-10:15 10:15-10:30 10:30-11:30 11:30-12:30 12:30-1:00 1:00-2:00 2:00-3:00 3:00-3:45 3:45-4:00 4:00-4:30 4:30 – 5:00 TEA BREAK Logical Framework (Cont.) Practical Exercise: Designing a logical framework Discussions and Consolidation LUNCH BREAK Designing and Utilising a Monitoring and/or Evaluation Tool based on the Logical Framework of the Project Practical Exercise: Monitoring/Evaluation a project using its Logical Framework matrix TEA BREAK Funds Allocation and Utilisation Ethics in Grants Management END OF DAY 2 D.A. D.A. D.A. D.A. D.A. D.A. D.A. ACTIVITY Introduction to the Logical Framework Matrix D.A. OFFICER RESPONSIBLE


DAY 3 TIME 8:30 – 9:30 9:30– 10:00 10:00-10:20 10:20-12:00 12:00-1:00 1:00-2:00 2:00-2:30 TEA BREAK Practical Exercise and Presentation : “Writing a Winning Proposal” Discussions LUNCH BREAK Closing Ceremony END OF DAY 3 D.A. D.A. Risk Management Project Implementation: Code of Conduct D.A. ACTIVITY OFFICER RESPONSIBLE D.A.


NAME 1. Orando B. Yanquoi ORGANIZATION Mano River Union Training Project (MRUTP) Centre for Better Health and Community Development (BHECOD) National Democratic Institute for International Affairs (NDI) AFRICA LEADERSHIP FORUM Human Rights Commission of Sierra Leone Human Rights Commission of Sierra Leone Community Concern (CDC) Development COUNTRY Sierra Leone POSITION Project Director EMAIL/PHONE +232-78-586 107 +232-33-994 190 +234 8033976565 +234 8065597311 +234-8073891719 +232 76 616821 +232 33-511903 0249223623 m 0302-816963 m 0302-816963 0244 373 179


Oluwadare Christopher Abibath Bodea Sanusi Bukunle Ebun Thorpe Ibraheem Frederick


Secretary of the BOT and the Team Leader (ED) of the NGO Finance and Administration Manager Programme Officer Director of Finance Administration and

3. 4. 5. 6. 7. 8. 9.

Nigeria Nigeria Sierra Leone Sierra Leone Ghana Ghana Ghana

Raymond Bob Katta Joycelyn Akorfa Dotse Ochlich Salome Ankamah Ekua Ataa Nyaaku

Deputy Executive Secretary Executive Director Head of Administration.

Hope for Future Generations Prolink

10. MawusiTsaku



Project Manager Kadjebi

11. Marian Boahene


The Ark Foundation


Director of Programs


12. Yvette O. Bediako 13. Pembi Stephen 14. Kamagate Vahama The Ark Foundation AFRICA LEADERSHIP FORUM AEEMCI (Association des Elèves et Etudiants Musulmans de Côte d’Ivoire) West Africa Democracy Radio (WADR) West Africa Democracy Radio (WADR) University For Development Studies Peasant Farmers Association Of Ghana(PFAG) NETWORK MOVEMENT OF JUSTICE AND DEVELOPMENT (NMJD) SIGHTSAVERS International Federation of Women lawyers (FIDA – GHANA) PAN-AFRICAN STRATEGIC AND POLICY RESEARCH GROUP (PANAFSTRAG). West African Network of Election Observers (WANEO) Ghana Nigeria Cote D’Ivoire Financing & Reporting Officer PUBLICATION ASSISTANT Amir –National President 0208629070 +234-07055855691 +225 66 23 50 58 +225 05 78 04 32 +221 33 869 15 69 +221 77 637 49 78 + 221 33 869 15 69 +221 77 569 77 83 0244206175/ 026720617 +233 (0) 243 328 095 078-442483 +221 77 89 48 693 +221 77 35 98 240 +233 (0) 243339357 +233(0)200531615 -0302229283 +2348030996844 +2347067208767

15. Peter T. Kahler 16. Cheikh Mbengue Tidiane

Senegal Senegal Ghana Ghana Sierra Leone Senegal Ghana

Station Manager Admin and Finance Officer Teacher Programme Officer Human Officer Rights Support

17. Esther Ekua Amoako 18. Charles Kwowe K. Nyaaba 19. Joe Williams Famanjai

20. Bakary Marong 21. Benedicta Laryea Oboshie

Regional Finance & Support Services Manager- West Africa West Regional Office Projects Assistant

22. Ani Ikechukwu Michael 23. Anyanwu, Joseph




Programme Officer


24. Noelle Appiah International Federation of Women lawyers (FIDA – GHANA Ghana Legal Aid Coordinator +233 (0) 244 712 600 +233 ( 0) 209 209 508 +233 (0) 302 229283 +233 0302-766756 +233 0244 646040 +233(0) 230483 +233(0) 244636330 +2348035832947 +233 (0) 244 363 611 +233 (0) 541 061 694 +234 8065238587 +234 8187174056 0244628829 024391786 +233 (0) 302.522.589/542.010 +233 (0) 264.128.605

25. Daphne Nabila


Legal Resources Centre


Acting Executive Director

26. Sandra Arthur

Ghana Anti-Corruption Coalition (GACC)


Programmes Officer

27. Patrick Adebayo 28. Felicia Sosu Lartey 29. Lawal Amodu 30. Kenneth Wujangi 31. DANIEL ANDOH 32. Gilbert M.AttaBoakye 33. Aicha Araba Etrew 34. Charles Vandyck

Justice Development and Peace Commission- JDPC RURAL PROJECT SUPPORT NETWORK Citizens’ Forum for Constitutional Reform (CFCR) Integrated Center Development

Nigeria Ghana Nigeria Ghana Ghana Ghana Ghana Ghana

Director Executive Director Programme Officer Executive Director Consultant Consultant Intern Capacity Building Officer



35. Assiatou Diallo WACSI Guinea Intern 0242661480 +224 64 77 36 10