CONTENTS

EXECUTIVE SUMMARY ...................................................................................................................................................2

Table of Acronyms .........................................................................................................................................................7
Introduction ...................................................................................................................................................................9
Methodology ...............................................................................................................................................................10
LIMITATIONS ................................................................................................................................................................13
Observations and Finding ............................................................................................................................................14
Recommendations .......................................................................................................................................................28
PROJECT FACTS SHEETS ...............................................................................................................................................31
West African Civil Society Organization (WACSI) ....................................................................................................31
Caritas Ghana ..........................................................................................................................................................32
Dunk Grassroots ......................................................................................................................................................35
Savanna Signatures .................................................................................................................................................37
Alliance for Reproductive Health Rights .................................................................................................................39
Alliance for Reproductive Health Rights .................................................................................................................40
Net Organization for Youth Empowerment and Development ..............................................................................41
Care and Action for Mental Health in Africa ...........................................................................................................42
Argo-introductions ..................................................................................................................................................44
Reproductive Advocate Health Education Ghana ...................................................................................................46
Play Soccer Ghana ...................................................................................................................................................48
Learning Helping Living ...........................................................................................................................................49
Presbyterian Agriculture Services (PAS) ..................................................................................................................50
Agoro ne Obrapa project.........................................................................................................................................52
Nubian Vault Association (AVN-Ghana) ..................................................................................................................53
A Rocha Ghana ........................................................................................................................................................55
The Centre for Popular Education and Human Rights Ghana .................................................................................56
Appendix ......................................................................................................................................................................57

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EXECUTIVE SUMMARY

Allocated a budget of €448,000 French Embassy in Ghana implemented the “French Solidarity
Program for the Strengthening of Civil Societies in Ghana”, also known as FSPI PISCCA or PISCCA
for short. The project took place over the period 2019-2020. Its aims were to contribute to the
capacity building of Ghanaian Civil society to enable them carry out advocacy actions and to promote
three themes that are at the heart of development issues for Ghana, and the priorities of the
development aid set up by France.
1. The environment and climate change,
2. Sexual health and reproductive rights and
3. Sports as a tool for inclusion
PISCCA consisted of two components. Component 1 required the Capacity Building of CSOs, The
West African Civil Society Institute (WACSI) was selected as the institute to provide capacity building.
Two selected staff of each of the CSOs being supported as part of the PISCCA program underwent
training. An amount of, fifty-six thousand two hundred and sixty Euros (€56,260) was allocated to
this component.

Component 2: consisted in the financing of 15 concrete projects in the three selected fields a Call
for project proposals – Grants for local CSOs. A total of 15 local NGO’s has been financed through
PISCCA (7 NGO’s in 2019 and 10 in 2020). However, as part of its effort to support Ghana fighting
against Covid-19, the embassy reallocated part of the grant to support 2 (two) projects to implement
education on covid-19 and provision of some personal protective equipment and materials (veronica
buckets, face mask, etc.). An amount of three hundred and sixty-three thousand Euros €363,000 was
allocated to this component.

This evaluation is aimed at providing an assessment of the conduct and outcome of the French
Solidarity Program. The methodology employed include field visits of selected projects with
individual and group meetings held with: final project beneficiaries, the organization receiving the
grant, committee members or office, the operator of the project, any other organization that may
have taken in the implementation of the project and representatives of local authorities and technical
services of the state involved in the project. An addendum to the project was agreed at the inception
meeting which consisting of soliciting the views of the CSOs in the form of a partnership survey.
Findings and Observations

General Observations
a. It was observed that all organisations that were supported by the FSPI PISCCA grant were
very appreciative of the support. Most have previously complained of a difficult donor
environment for CSOs evidenced in some cases by their having to cut back on activities and
the inability to retain good staffing.

b. The omnibus objective of the FSPI PISCCA program in strengthening civil society in Ghana
has not been explicitly decomposed in terms of rubrics to be aspired to and assessed by for
the CSOs who benefit from PISCCA.

2
 c. It was found that the fifteen CSOs whose select agents underwent capacity building training
at WACSI were at different levels of organizational growth and proficiency. This was especially
noticeable in the 2019 trainings which had a classroom atmosphere.

d. Contrary to the new practice of consciously allocating a budget for communication activities
per project. it was observed that the 2019 interventions had no communication budget line
unlike the 2020 interventions. However, the amounts allocated to communications activities
were relatively small amounts dedicated. Though the amounts were sufficient for the
customary t-shirts, signage and leaflets they were insufficient to engage in securing airtime on
audio/visual media or wage dedicated social media campaign.

e. As expected Covid 19 was the biggest disruptive influence to all the 2020 interventions as well
as 2019 interventions that overlapped into 2020. CSOs adopted various ways of adapting and
working around the situation to ensure that their set objectives were met.

f. It was found that only a few interventions were anchored with institutions that would
assist in sustaining the interventions post project when the money/incentives run out.
The anchored projects included; NOYED, who had intense engagements with the municipal
branch of Ghana Education Service. LHL also partnered with the Forestry Commission who
supplied at no cost 5000 seedlings for tree planting.

g. In terms of sustainability a number of CSOs have been able to leverage on this project to get
additional funding from other developing partners. This includes ANOPA which secured
funding from Memphis DePay Foundation, LHL also manage to secured 45,000 GHc from
Plan Ghana for a complementary 6 months project, and Dunk Grassroots also securing 45,000
Ghc from a Canadian Based donors called Crossroads International to complement their
intervention.

h. It was observed that a few NGOs (3) have adopted a practice of hiring project managers for
to implement a successful project proposal and dispensing of their services at the end of the
project. This made it difficult to get credible feedback since most of the hired Project Manager
were in different employ and felt no obligation to respond to request for information for the
evaluation. This exposed a deficiency in the corporate governance of the CSOs concerned,
revealing weak ownership and or institutional memory of projects.

i. It was found from interactions with the 15 CSOs that there was an overwhelming and
unanimous demand for FSPI PISCCA to engage in longer duration projects with broader
scope and more finance. The main complaint was that in most cases due to the innovativeness
or uniqueness of the projects the stakeholder engagements and sensitization to get project buy
in takes the most time. Leaving little time to actually implement the key activities to observe
for success in terms of behavioral change or societal impact.

j. With the challenges of Covid notwithstanding, it appears FSPI PISCCA team at the French
Embassy (which as of March 2020 consisted of one-person 1) might have engaged too many
CSO partners and therefore not having the ability to have greater involvement in terms of
monitoring as well as visits to all of them.

1
The reduction staff due to the departure of another officer in the person of Genevieve Partington
3
Recommendations

1. The twin rubrics addressing CSO strengthening and making impact in the thematic area of
priority to the French Embassy in Ghana needs to be clearly articulated internally. It is
recommended that FSPI PISCCA establish and articulate clear measurable benchmark
indicators for these twin objectives.

2. Given that PISCCA program does not allow a duration of project of more than 12 or 15
months for each cohort. It is recommended that PISCCA prune down the number of CSOs
(not exceeding 5) for a high impact catalytic intervention such that it can graduate CSOs from
PISCCA support to enable them attract funding from AFD and other development
organisations. Also simultaneously increase the quantum of funding for these CSOs above
the 30,000 Euros annually by doubling the figure e.g.60,000 Euros.

3. PISCCA in its current format appears to address more short-term catalytic interventions. It
is recommended that in future PISCCA needs to draw a stronger relation in linking the
capacity building to the resilience of the CSOs concerned and put emphasis on the CSOs
strengthening. However, it must be made clear that the PISCCA does not support
infrastructure (refurbishment of offices, furniture, equipment such as laptops, printers,
copiers, etc.) augmentation or personnel (i.e. paying for staff cost, or technical experts) and
systems enhancement. This type of support must be sought elsewhere.

4. In terms of training institution WACSI is ideal given its experience and track record for CSOs
in the key areas of policy advocacy, Monitoring and Evaluation, governance, leadership and
other soft skills etc. which is their forte. It is recommended that for technical topics such as
Financial Management, Procurement, Etc. FSPI PISCCA takes advantage of short (1-2 weeks)
programs conducted by institutions such as GIMPA, MDPI which provides an academic
atmosphere and also addresses the need for participants for certificates from academic
training institutions.

5. The needs assessment conducted appears aimed at zeroing in on the common issues facing
the group of CSOs to enable a group training. In conducting capacity building training for
future interventions, it is recommended that the need assessment should be aimed at seeking
the individual priority needs of each CSOs be highlighted and emphasized in the trainings.

6. It is recommended that FSPI PISCCA should maintain and augment its presence as the
sponsor of innovative projects by CSOs in Ghana. Also, that the French Embassy in Ghana
maintain its responsiveness, involvement and flexibility with its CSO partners. This is a source
of competitive advantage appreciated by the CSOs.

7. It is recommended that in future FSPI PISCCA projects there should be a requirement that
projects be “anchored” with institutional stakeholders within the community such that
sustainability does not become a challenge once the project is over. Sustainability has to be
built in to the design of the project to answer the question on how the gains of the project
will be sustained once the funding runs out. A request for a well-articulated sustainability
strategy/ plan including the partnerships to be established should be part of the PISCCA
format.

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 8. It is recommended that FSPI PISCCA adopt a double qualification approach to its selection
process where after the general call for proposals, the qualified/shortlisted candidates will then
be made to undergo a second process where they will do a presentation with their project
implementation team members prior to the final selection.

9. It is recommended that FSPI PISCCA grants should be focused on community level or

community based CSOs and not the so called “big” CSOs with national network/presence.

10. In future interventions where there is an existing informal economy around a product or
service e.g. scavengers of e-waste already exist, or commercial collectors of waste sachet water
plastics already exist, it is recommended that the intervention design should seek to co-
opt/integrate the existing informal structures instead of trying to create a parallel structure.

11. It is recommended that the Trainers of courses in future develop social media forums such as
WhatsApp or Telegram group where they can continue to assist participants in terms of
capacity and also be a source of feedback for the trainers.

12. It is recommended that CSOs in future be supported to enhance their resource mobilization
partnership and research ability. This will serve as part of the rubrics for assessing its strength
to impact change within its community or sector.

Partnership Survey
Surveying the 15 CSOs of the PISCCA it was found that 75% of the CSOs were not first-time partners
of PISCCA but have had a collaboration with the French Embassy in Ghana previously for 1-5 year
or more.
STAR-Ghana Foundation was the donor that the PISCCA CSOs have had the most collaborations as
a funding Agency. On the whole Donors supported CSOs in order of priority: Advocacy, followed by
capacity building. Surprisingly in areas like Research and infrastructure where the needs assessment
conducted by WACSI revealed as their weakness is the least supported by donors. In terms of Funding
CSOs were quite familiar receiving between 10,000-50,000USD for their projects this was followed
closely by those receiving 50-100,000usd bracket.
The perception of the French Embassy in Ghana by the PISCCA CSOs vis a vis their image is very
high at 85% positive. The three areas the French Embassy receives high marks for making impact and
are in order of priority the areas of Governance, Gender and Cultural co-operation. With regards to
the most valuable characteristic of the French Embassy in Ghana are :1. fostering a good collaborative
environment comes out first, 2. Transparency in its processes and 3. having a culture of timeliness.
The CSOs also rank the French Embassy’s support for Advocacy as the area they are most satisfied
with followed by the Embassy’s ability to engage for collaborative integrated development solutions.
Asked for suggestions on improvements going forward the CSOs suggested that the embassy should
develop a broad partnership and coalition to push large scale change. Secondly the Embassy should
play a role facilitating public and private finance for SDGs-linked activities and lastly the embassy
should support government with development planning and implementation. Though the
respondents were not overly elaborative, their response appears to address the French Embassy
functions holistically and not CSO-specific issues, concentrating more on how the French Embassy
can support Ghana generally through its other functions.

5
 1. FSPI PISCCA to invest in the CSOs in terms of time and consistent finance i.e. an increased
quantum of money over a longer duration i.e. support a CSO consistently over a 2 or 3year
period.
2. FSPI PISCCA to support the building of more partnership and coalitions to support CSOs. It
is thought that the CSOs would want the DPs also to partner in their support leveraging on
their respective strengths. One DP could provide capacity building while another supports in
terms of technical assistance or operational activities. In the same way that DPs should
encourage CSOs to associate in applying for funding.
3. FSPI PISCCA to focus as a strategic objective on building capacity of up and coming CSOs
i.e. Support CSOs to build capacities of vulnerable communities through empowerment
activities by constant engagements with CSOs and training.
4. Increase the scope of FSPI i.e. to enable it to fund activities such as Education and
infrastructure

Conclusion
In conclusion the implementation of FSPI PISCCA is still a work in progress with only 4 of the
projects fully completed. However, feedback from the CSOs and the participants trained demonstrate
overwhelming that the capacity building training has a positive impact on the operational capacity of
the CSOs concerned.
From interaction with the CSOs reveal an almost unanimous request for greater funding and greater
duration for the projects. The one-year cycle appears too short to see through the implementation.
This is because most of the projects are innovative and the stakeholder engagement and sensitization
takes time. However, the French Embassy in Ghana should explore partnering with other institutions
in the achievement of its objectives this could be STAR-Ghana Foundation in terms of
complementing efforts to strengthen CSOs, and academia such as GIMPA or MDPI which conducts
short and targeted training. This collaboration may take the form of i) building a co-financed program
or ii) Or, to select CSOs that are supported by Star Ghana and support them for an “extension” of
their project.
Seventeen projects implemented by fifteen CSOs in most regions of the country over a two-year
project is being managed by an Embassy personnel of two among other their duties. This appears
will stretch the ability of the personnel to be deeply involved or intervene in the numerous projects.
Covid 19 has hampered a lot of the activities mostly group activities as well as increased the
operational cost of all activities since provision will have to be made for sanitizers, PPEs and other
protective measures where activities are concerned. The CSOs however have in most cases
demonstrated adaptability and creativity to overcome the restrictions caused by COVID-19,
Nevertheless an extension will be needed for most of them to fully complete their interventions.

6
TABLE OF ACRONYMS
ACDEP Army Concept Development and Experimentation Program
AGRA Alliance for a Green Revolution in Africa
ANOPA Agoro ne Obra Pa
ARHR Alliance for Reproductive Health Rights
AVN Nubian Vault Association
ARG A Rocha Ghana
BGP Beyond the Goal post
CAMHA Care and Action for Mental Health in Accra
CBO Community-Based Organisation
CEPEHRG Centre for Popular Education and Human Rights-Ghana
CPA Community Protected Areas
CREMA Community Resource Management Area group
CSO Civil Society Organizations
CSE Comprehensive Sexuality Education
DAFAREC Drug and Alcohol-Free Awareness Rehabilitation Centre
EPA Environmental Protection Agency
FBO Faith Based Organisation
FIFA Federation of International Football Association
EU European Union
FSPI-PISCCA French Solidarity Program for the Strengthening of Civil Societies in Ghana
GEF Global Environment Facility
ICCO Interchurch Organization for Development Cooperation
ICRISAT International Crops Research Institute for the Semi-Arid Tropics
IFDC International Finance and Development Corporation
IUCN International Union for Conservation of Nature
LGBT Lesbian Gay Bisexual and Transgender
LMIC Low- and Middle-Income Countries
MISAICAK Mitigating the Spread and Impact of Covid-19 in Ashiedu Keteke
NGO Non-Governmental Organisation
NOYED Net Organization for Youth Empowerment and Development
OXFAM Oxford Committee for Famine Relief
PAS Presbyterian Agriculture Services
Q&A Question and Answers
SDG Sustainable Development Goal
SHE+ Sexual Health Education plus
SGBV Sexual and Gender Based Violence
SMD Severe Mental Disorder
SRHR Sexual and Reproductive Health and Rights
ToR Terms of Reference

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TOT Training of Trainer
TVET Technical and Vocational Education and Training
UNICEF United Nations International Children’s Emergency Fund
UNESCO United National Educational Scientific and cultural Organization
UNDP United Nations Development Program
UNFPA United Nations Population Fund
UNHCR United Nations High Commissioner for Refugees
USAID U.S Agency for International Development
VSO Voluntary Service Overseas
WACSI West African Civil Society Institute
YDRC Youth Development Resource Centre

8
INTRODUCTION

This report is an evaluation of support provided by the French Ministry of Europe and Foreign
Affairs. This support was provided through the French Embassy in Ghana in the implementation of
the “French Solidarity Program for the Strengthening of Civil Societies in Ghana”, also known as
FSPI PISCCA or PISCCA for short. The project took place over the period 2019-2020. It sought to
contribute to the capacity building of Ghanaian Civil society to enable them carry out advocacy
actions and to promote three themes that are at the heart of development issues for Ghana, and the
priorities of the development aid set up by France, namely: the environment and climate change,
sexual health and reproductive rights and sports as a tool for inclusion. With an allocated budget of
€448,000, a total of 15 local NGO’s has been financed through PISCCA (7 NGO’s in 2019 and 10 in
2020). 2
More specifically, six NGO’s on environment and climate change, five on sexual and reproductive
health rights and four in the field of sports as a tool for inclusion. In addition to this, and due to the
current pandemic covid-19, funding was also redirected to fund two NGO’s as a form of support
during this pandemic through implementation of community education. The French Embassy,
selected WACSI to build the capacity of the CSOs through training. The support from WACSI
focused on Technical, administrative, communication, and financial skills of CSOs as well as their
networking skills from 2019 -2020. Approximately, €56,260 was dedicated to this cross-cutting
component. The PISCCA project revolved around two components.
Component 1: Capacity Building of CSOs by West African Civil Society Institute (WACSI):
WACSI is a regional organization that works in a network with many partners in other countries in
the region. It enjoys a good reputation among development partners; The French embassy, upon
advice of the selection committee, launched a call for proposals and selected 15 NGO’s to benefit
from grants of not more than €30,000 and capacity building from WACSI for two of their agents/staff
in the various sectors such as planning, management, accounting, networking, advocacy technique,
monitoring and evaluation. Approximately, €56,260 was dedicated to this cross-cutting component.
Component 2: Call for project proposals – Grants for local CSOs:
Component 2: consisted in the financing of 15 concrete projects in the three selected fields; Climate
Change and the Environment, Sexual and Reproductive Health Rights and Sports as a tool for
Inclusion. However, as part of its effort to support Ghana fighting against Covid-19, the embassy
decided to reallocate part of the grant to support 2 (two) projects to implement education on covid-
19. An amount of €363,000 was allocated to this component 2. A call for project proposal was
launched publicly through the embassy website and via email through its networks and partner
organizations. Potential project were expected to be active, middle-sized civil society organization
with the capacity to advocate and real impacts. Projects could not exceed an envelope of €30,000.
This evaluation is aimed at providing an assessment of the French Solidarity Program. Through field
visits of selected projects with individual and group meetings held with; final project beneficiaries, the

22
Note 2 CSOs Caritas and ARHR were funded in 2019 and 2020 for separate projects.
9
organization receiving the grant, committee members or office, the operator of the project, any other
organization that may have taken in the implementation of the project and representatives of local
authorities and technical services of the state involved in the project.
This evaluation will provide:
• An assessment of the use of the FSPI PISCCA Funding in Ghana;
• An assessment of the quality and capacity of the project managers in each of the
PISCCA projects;
• Recommendations, as appropriate, to inform reflection on a new PISCCA
METHODOLOGY

The evaluation adopted a multi-faceted approach that ensured that all relevant stakeholders, including
target beneficiaries were fully involved in the process. It mapped out the key issues delineated in the
ToR and structured the interview guide and subsequent analysis in line with the evaluation criteria.
The assessment aimed to capture stakeholder perspective and feedback to ascertain the effectiveness
of the PISCCA process and key results achieved by the project.

As per the ToR, the assessment sought to answer the evaluation questions in line with the evaluation
criteria: relevance, efficiency, effectiveness, impact and sustainability. The evaluation adopted a
transparent, consultative, inclusive and participatory approach to collect, analyze and report on
evaluation observations, findings and recommendations. Where outcome and impact level data was
lacking, the evaluation assessed the extent to which the project had contributed to the achievement of
change and betterment in the community. The evaluation used a mixed methods approach, drawing
on primary and secondary data, mostly qualitative data to come up with an overall assessment backed
by evidence and results stories.

Field Visits-The consultant had initial inception meetings and email correspondence with the French
Embassy team consisting of Alexandre Foulon (Head of Cooperation) and Marion Chapon
(Cooperation attaché). This was to clarify the scope of the assignment. He subsequently undertook
field visits to Volta Region, Northern Region, Central Region, Ashanti Region and of course in
Greater Accra Region. Though the ToR reference visits of 6 or more CSOs the consultant took
opportunity wherever possible to engage with as many CSOs as possible. He visited and or physically
met with personnel from 13 of the 17 CSO projects as well as having an extensive meeting with the
WACSI team. The consultant also engaged in online meetings/ teleconferencing with other CSOs
who could not be physically met.

Feedback Questionnaire and perception survey-As part of the data collect method a feedback
survey was developed and shared among the key stakeholders. For component 1 to ensure
triangulation of data. Three stakeholders being the training organisation team (WACSI) the training
participants (trainees) and the management of the CSOs that nominated them for training were

10
surveyed. Below is a brief summary of the questions of which answers were sought from the
stakeholders. As an outcome of the initial inception meeting it was thought opportune to survey all
the CSOs to get their perception of the PISCCA program. This was to better inform future program.
Thus, each of the CSOs was also requested to fill a “partnership survey”. Below is a brief of the
questions of which perceptions were sought from stakeholder.
Trainees feedback

In obtaining feedback from the trainees, they were asked their opinions and views on; the key
takeaway they received based on the program. They also responded to how the technical training (e.g.
financial management) had affected the quality of their work post training? Other questions were on
whether they have had the opportunity to use their enhanced capacity in their organizations? Whether
they believe their added capacity has strengthened their organizations and the evidence to support
the change in their work prior and after their training. Their opinion was also sought on key
improvements they would want to see in future training programs and any additional information
they would like to add concerning the training.
Trainer WACSI Feedback

In obtaining feedback from the West African Civil Society Institute (WACSI), they were asked their
opinions and views on; whether the selected CSOs were appropriate for the training? Also, their view
was solicited on what were the key impacts and benefits to participants and participating CSOs? The
general and specific challenges they faced in delivering the training and if they were to conduct this
training again what they would do differently? A request for their view and recommendations for the
beneficiary institutions and training sponsor (FSPI PISCCA) was also sought.

CSO Management feedback

In obtaining feedback from the management of the Civil Society Organizations, they were asked their
opinions and views on; whether they had given the participants of the WACSI training the
opportunity to use the skills and capacity learned? did the training of two member of staff make any
difference to their organisation? What were the critical risks linked to weak CSO participation in
governance within their community/district/region/country? What had been gained/learned by the
CSO concerned following the attendance of their staff to the training at WACSI? We also solicited
recommendations covering the training programs, training institution and sponsor.
Partnership Survey

In discussions at the inception meeting as part of the evaluation it was mooted that the French
Embassy in Ghana take the opportunity to assess its partnerships, as a means of better impacting
change in Ghana through its support activities and gain insight/feedback on partner perception of
French activities (specifically its FSPI PISSCA program). Questions asked of CSOs were to elicit
answers to assess which CSO has already been supported by French grant (AFD, French Embassy,
FFEM, etc.) and other DPs’ grants? To gain an idea on the amount granted? If PISCCA is the only
financial tool that provide this kind of “small/medium” grant?

11
Table 1: FSPI Project Profile and Status at time of Evaluation

THEMES CSO PROGRAM BUDGET (GHc) STATUS

ALLIANCE FOR REPRODUCTIVE HEALTH Adolescent Health Empowerment Project (AHEP) GH¢ 167,093.70 Ongoing
REPRODUCTIVE RIGHTS

RIGHTS
REPRODUCTIVE ADVOCATE HEALTH Strengthening the capacity of 1000 adolescent girls in menstrual hygiene GH¢ 121,720.00 Ongoing
EDUCATION GHANA
NET ORGANIZATION FOR YOUTH Fistula free northern Ghana campaign GH¢ 168,555.00 Ongoing
SEXUAL AND

EMPOWERMENT AND DEVELOPMENT

CENTRE FOR POPULAR EDUCATION AND Empowering vulnerable communities (The Ghanaian LGBT Community) GH¢ 165,000.00 Ongoing
HUMAN RIGHTS GHANA to make informed decisions that influence their sexual and reproductive
health rights and well being
SAVANNA SIGNATURES Girls Empowerment Project GH¢ 172,012.00 completed
AGRO-INTRODUCTIONS Strengthening Community Resilience to, and Action on Climate Change GH¢ 156,741.00 Ongoing
ENVIRONMENT AND CLIMATE

PRESBYTARIAN AGRICULTURE SERVICES Promoting Shea for Environment and Biodiversity Conservation in GH¢ Ongoing
Northern Ghana
NUBIAN VAULT ASSOCIATION (AVN- Emergence, strengthening and support of the sustainable housing market in GH¢ 116,919.00 Ongoing
GHANA) Upper East Region, Ghana
A ROCHA GHANA Community Collective Action for Food Security, Climate Mitigation and GH¢ 154,650.00 completed
Conservation of the Newly Designated Lake Bosomtwe Biosphere Reserve
LEARNING HELPING LIVING Restoration of forest cover and conservation of biodiversity of Tanyigbe, GH¢ 177,770.00 Ongoing
CHANGE

Akoefe and Tokokoe degraded lands for the socio-economic

transformation of the people
CARRITAS GHANA Care for our common home - E-waste management in Ghana GH¢ 176,402.00 Ongoing
PLAY SOCCER GHANA Goal post nets for clean cities GH¢ 172 507,00 Ongoing
AGORO NE OBRAPA PROJECT Swimming project for deaf and blind children in promoting inclusion GH¢ 147,700.00 Ongoing
SPORTS AS A

INCLUSION
TOOL FOR

CARE AND ACTION FOR MENTAL HEALTH Promotion of mental health and wellness through Sports GH¢ 150,292.80 completed
IN ACCRA

DUNK GRASSROOTS Beyond the goalpost project GH¢ 140,244.00 completed

ALLIANCE FOR REPRODUCTIVE HEALTH “Mitigating the Spread and Impact of Covid-19 in Ashiedu Keteke GH¢ 47,729.00 Ongoing
COVID-19

RIGHTS (MISAICAK)”
CARITAS GHANA Care for Our Common Home - Covid19 Humanitarian Support Project Ongoing

12
LIMITATIONS

In conducting the evaluation there was intensive field data gathering, however due to time constraint,
which might not have given scope for harnessing all opinions and adequate time for receiving inputs
as well as conducting intensive triangulation of data and information.

Ghana has not been spared in the COVID-19 crisis, but the country started its preparedness activities
early. As a result, most of the projects activities were badly affected since most of them required group
contact activities. Therefore, many CSOs were not able to complete the implementation on time. At
the time of the evaluation only 4 of the 17 projects had been completed. Even concerning the training
conducted by WACSI though course module tuition has been completed, WACSI is still undertaking
follow-up action.

Project activities are still on-going and as a result some of the evaluation interview guide questions on
effectiveness, efficiency, sustainability, etc. will elicited highly questionable responses. This of course
will affect certain aspects of the evaluation.

Apart from the response to the questionnaire being painstakingly slow. The respondent’s answers to
the questionnaire also created a certain level of difficulty due to a multiplicity of issues. This include
some of the respondent’s poor online communication hence delays in receiving responses. A few
CSOs had actually recruited project managers for their PISCCA intervention and on completion
truncated their services, so the project managers did not feel any obligation to cooperate with the
evaluation. Some respondents were not diligent in answering the questionnaires. Some of the
questions it appears were not well understood. This is evidenced by some questions (questions 4,5,6,
7, 8) being poorly answered or skipped all together. The slow response rate did not allow for good
follow up and clarifications of their responses to certain questions or to drill down for more
elaboration.

There was limited triangulation with government authorities-with most of the project on-going and
the advent of COVID putting strictures government engagement with the public so was difficult to
engage online or through teleconference. The consultant mitigated this by as much as possible paying
onsite visit and interacting with direct project beneficiaries. In this respect the consultant managed to
do in person visits 12 of the 15 CSOs and engage with project beneficiaries.

13
OBSERVATIONS AND FINDING

In component one (1) the French Embassy in Ghana went through a consultative participatory
process with a known partner, WACSI that had earlier submitted a grant proposal. The grant amount
from the proposal was significantly reduced on finalization, resulting in a reduction in planned
activities. Component two (2) had 17 interventions conducted by 15 CSOs (two CSOs, ARHR and
Caritas engaged in two separate interventions).
From interactions both physically and virtually, with the project implementers and some beneficiaries
the consultant made the observations and findings below. These have been broken down to the
general, component 1 and component 2 specific observations and findings.

General Observations
k. It was observed that all organisations that were supported by the FSPI PISCCA grant were
very appreciative of the support. Most have previously complained of a difficult donor
environment for CSOs evidenced in some cases by their having to cut back on activities and
the inability to retain good staffing. Key in their appreciation was the French Embassy in
Ghana’s responsiveness, willingness to adapt to changes in project implementation, and
involvement by way of visits which helps to magnify the role of the intervention. The
communication development impacts was also a course most appreciated.

l. The omnibus objective of the FSPI PISCCA program in strengthening civil society in Ghana
has not been explicitly decomposed in terms of rubrics to be aspired to and assessed by for
the CSOs who benefit from PISCCA.

m. It was found that the fifteen CSOs whose select agents underwent capacity building training
at WACSI were at different levels of organizational growth and proficiency. This was especially
noticeable in the 2019 trainings which had a classroom atmosphere.

n. It was observed that the 2019 interventions had no communication budget line unlike the
2020 interventions which had small amounts dedicated to communications activities.

o. As expected Covid 19 was the biggest disruptive influence to all the 2020 interventions as well
as 2019 interventions that overlapped into 2020. CSOs adopted various ways of adapting and
working around the situation to ensure that their set objectives were met. This is exemplified
by WACSI adopting online training for its 2nd Cohorts, and CAMHE and PlaySoccer
requesting for and being granted extensions to their original timeline.

p. It was found that only a few interventions were anchored with institutions such as the local
authorities, assemblies and interest groups that would assist in sustaining the interventions
post project when the money/incentives run out. These anchored projects included;
NOYED, who had intense engagements with the municipal branch of Ghana Education
Service. LHL also partnered with the Forestry Commission who supplied at no cost 5000
seedlings for tree planting. A Rocha also formed an A Rocha coordinating group called the
14
 Community Resource Management Area group CREMA which supervises and coordinate all
projects in the 30-60 meters reserve area around lake Bosomtwe.

q. A number of CSOs have been able to leverage on this project to get additional funding from
other developing partners. This includes ANOPA which secured funding from DePay
Foundation, LHL also manage to secured 45,000 GHc from Plan Ghana for a complementary
6 months project, and Dunk Grassroots also securing 45,000 Ghc from a Canadian Based
donors called Crossroads International to complement their intervention. The fact that these
CSOs were conducting PISCCA funded activity was contributory to them gaining additional
funds.

r. It was observed that a few NGOs (3) have adopted a practice of hiring project managers for
a proposal and dispensing of their services at the end of the project. This made it difficult to
get credible feedback since most of the hired PM were in different employ and felt no
obligation to respond to request for information for the evaluation.

s. It was found from interactions with the 15 CSOs that there was an overwhelming and
unanimous demand for FSPI PISCCA to engage in longer duration projects with broader
scope and more finance. The main complaint was that in most cases due to the innovativeness
or uniqueness of the projects the stakeholder engagements and sensitization to get project buy
in takes the most time. Leaving little time to actually implement the key activities to observe
for success in terms of behavioral change or societal impact.

t. With the challenges of Covid notwithstanding, it appears FSPI PISCCA team at the French
Embassy (which consist of two-persons) might have engaged too many CSO partners and
therefore not having the ability to have greater involvement in terms of monitoring as well as
visits to all of them.

Component 1

a. The grant partners were also the beneficiaries of the capacity building training. This allowed
for a better assessment not only of the quality of the capacity building but also its results in
terms of change in the individual, contribution to the organisation and its utility or lack
thereof.

b. WACSI conducted a needs assessment which aided in the subject/topic selections for the
training. WACSI was flexible in its choice of topic evidenced by the replacement of
Monitoring and Evaluation of the 1st cohort with Governance and leadership in the second
cohorts based on the needs assessment. The needs assessment appeared cursory, looking for
the common issues the group of CSOs have in common. It could have done greater work on
what was each CSOs priority needs and develop customized capacity training for the CSOs
concerned such that there would be selective emphasis each CSOs during the training on their
weakness.

15
 c. Technical issues remain a problem for both cohorts in terms of the quality of the hardware
(laptops) they brought and their lack of ease /familiarity with simple software applications
such as word and excel. In the 2nd Cohort there were issues of poor connectivity for the virtual
trainings as well as poor attention span of participants which made the training difficult.

d. The selected CSOs are all at different stages in their organizational life cycle, also in terms of
geographical scope of their activities and operations (two being national organisations with
branches throughout the country, two Faith-based organisations, and others restricted to
single regions and or district organisations). It would be prudent in training them to form
subgroupings with shared perspectives.

e. Unfortunately, some priority needs of the CSOs appeared out of scope of the current
interventions this included human resources management systems as well as personnel which
was rated among the top challenges facing CSOs. The major challenge in this area had to do
with inadequate funding to employ and retain high quality staff. Other areas that needed
addressing was Research skills of CSOs.

f. The need for logistics from participants was a re-occurring theme with the 2nd Cohorts who
underwent virtual training. This training had its challenges such as the technical it was also
observed that some CSOs despite its prohibition changed participants midway through the
training.
Below is a summary of the TRAINEE FEEDBACK
1. The responses to their major take away on the program were 100% positive. Most of them
mentioned that, they learnt under the Project Management module, the key principles of
project management and the importance of M&E to project management. Others stated that
they had gained insights into organizational strategy and board restructuring and the
understanding of the change theory is key. Some also mentioned that, they understood that
in communicating you should set clear goals, know your audience, decide what you want to
say or how you want to say it and the messages must be as clear as possible, the channel of
communication is also very essential.

2. In response to how the technical training had affected the quality of their work, many
mentioned that, the training has improved upon their skills set in accounting standards,
documentation and reporting skills. Some stated that, in terms of leadership and governance;
their degree of responsiveness to issues has improved through being proactive rather than
reactive. The practical value of the project management training some mentioned was that
now there’s effective communication which has brought all members of the teams to the
same page of their respective projects’ goals.

3. The response to whether they have had the opportunity to use their enhanced capacity was
very positive. Demonstrating that the management of the CSOs have found utility in the
training. A majority of trainees mentioned that they had already been able to use their
enhanced capacity in their project implementations. Some of them stated that the knowledge
gained from the training has improved their style of communication and relating with

16
 partners. Others stated that, they were able to share with their team mates in their respective
organizations the knowledge they had gained in financial management and project reporting.

4. The responses to whether their added capacity had strengthened their organization were
100% positive. Some stated that, usually projects were mainly coordinated by their executive
directors but after the capacity building training, they have been able to apply their knowledge
to the fieldwork, coordinating and execution of other projects. They have also been more
involved in the preparation of financial reporting to funders. Others mentioned that it has
helped in re-strategizing their organizations and re-structuring their board.

5. In providing evidence that exists to support their change in work prior and after training,
many mentioned that prior to the training their organization did not have codes of ethics that
governed the behavior and conducts of their members and staff, but after the training
management came together to develop one. This is a tangible evidence and attributable to the
training. Some also mentioned the financial tools adopted like the use of ACCESS has
improved upon their financial presentations which used to be in EXCEL Sheet and QUICK
BOOKS. The active development and implementation of communication strategies is
gradually increasing traffic to their websites and social media handles etc. A few others
provided no data or evidence.

6. The key improvement trainees want to see in future training programs has to do with the
notion from many of them that the days were over packed and stressful. It was suggested that
despite the challenges a few participants experienced with the internet may be next time, some
modules can be started online before the face to face session or to just increase the number
of days so training sessions and ensure that the modules are well paced. The request for
practical sessions was also made such that it is not overly theoretical.

7. Information added concerning future improvements in the training include quote “the fall in
donor support was making it impossible to put the knowledge learned into good use”
Unquote. It was suggested that there should be created opportunities to have more access to
funding for community developments.

The following are the summary responses from WACSI

8. In response to whether the selected CSOs were appropriate for the training, WACSI was of
the view that the target civil society organisations were selected based on an eligibility criterion
set by the Embassy in line with defined thematic areas of interest. The training was provided
to organisations that were successfully selected from a pool of candidates for the Embassy’s
PISCCA’s grant. Therefore, they were the appropriate target to receive the training that was
provided.

9. Regarding the benefits and key impacts of the training on participants and participating CSOs,
WACSI responded that participants got a better understanding of the role of communications
17
 in their work. Additionally, they understood the need to develop a communications strategy
that would guide their communications actions. The trainings in Project Management and
Monitoring & Evaluation sought to equip participating organisations to improve their
projects planning, team management and collaboration, design and application of monitoring
and evaluation tools, formulation of indicators, development of M&E plans, reporting and
accountability, among others. It is hoped that organisations had the ability to practice and
integrate some of their learnings into their work post-training.

10. The general and specific challenges, WACSI mentioned was that the most specific challenge
had to do with the duration of the program. Most of the training modules delivered are
often delivered over longer periods, 3 days on average, to enable more experiential learning,
various iterations of group exercises, feedback, Q&A, etc. Although the 1-day sessions per
module were interactive and enabled a few activities, more could be done if time had allowed.
It was largely insufficient to enable them take many more practical exercises and peer
reflections on aspects of organisational communications.

11. With regards to what they would do differently if they were to conduct this training again?
WACSI opined that was that not much would have changed as the training was a good blend
of mini-lectures, video-based content, practical exercises however, they would give
participants an exercise prior to the training for them to possibly reflect on and try their hands
on. That way, as they imbibe the content of the session, they apply it to the exercise they
reflected on prior to the training. This would also assist in assessing their level/proficiency.

12. The recommendations covering the beneficiary institutions (CSOs) were that, they should
commit funds to produce some communication materials (annual reports, fliers, etc.) or
purchase some communication equipment (cameras, laptops) or acquire relevant
communications infrastructure (like website). These are important as they give participants
the opportunity to apply knowledge gained from the training for the overall good of the
organisation and also the management should take ownership of the learning process and be
committed to applying the change not only at the project level, but also at organisational level
and maintain connection after the programmed has ended to share concerns and receive more
support where needed.

a. Also, given that communications are about giving visibility to organisations and
sponsors, a key concluding ‘obligatory’ requirement from grantees/beneficiaries,
particularly those who take part in communications training, can be for them to write
a ‘success story’ that captures a key highlight of the importance of the project from
date of inception to date of finalisation. Although such project timelines can be close,
organisations could be encouraged to find the most significant change that has
occurred within the timeline of the project and as much as resource would permit,
consider increasing the training duration for each module to enable partners get the
best out of the experience and have the opportunity to practice more during the
training.

18
Below is a summary of the FEEDBACK FROM MANAGEMENT THE CSOS :

13. In response to whether the WACSI training participants had been given opportunities to use
the skills and capacity learned, the CSO management were unanimous that they had given all
participants the opportunity of using their acquired skills in relevant areas e.g. in financial
management and tracking as well as monitoring and evaluation. They have also shared tools
and resource from the training with other relevant personnel in their respective organizations.
The only negative response by the management of one of the CSOs was that staff members
trained were given the opportunity to work on the financial templates but they were not
conversant with it.

14. The response to whether the training of the two members of staff made any difference to
their organisation, some mentioned that the Training is helping their Staff in Restructuring
of the organization in the Areas of: Project Management Plan, Communication Plan/Strategy,
Success Story Documentation and Financial tools. Others also stated that, it has created an
avenue for mutual peer support and team building among staff, confidence building and
motivation of the staff. Also, they stated that budgeting and financial reporting are now done
immediately after the activity has been implemented and on the aspect of communication,
their social media handles and website is being updated every week with ongoing activities,
pictures and videos. Some also explained that, their teams further conducted a step-down
training for the other staff who could not attend due to budget limitations. With the support
of the staff, they developed data collection tools for the project and took guidance from it
towards developing for other projects they were implementing.

15. In response to the critical risks linked to weak CSO participation in governance within your
community/district/region/country, they mentioned that,
a) There was lack of interest in accountability issues at the district assembly level. The
assembly staff are not interested in such a project.
b) The lack of information on annual work plans, budgeting for social projects, social
accountability mechanisms/avenues for CSOs for proper and constructive
engagements with the municipal and district assemblies.
c) Underdevelopment, inadequate accountability and transparency, resources
degradation and monopolization making it challenging to meet the SDG goals.
d) Development initiatives fail to address felt needs of the people and likely increase in
corruption.

16. The responses to what had been gained/learned by their organizations following the training
at WACSI were that, there is a more efficiency and awareness in delivering of projects in
general, the financial reporting and tracking is excellent and is helping with their financial
management systems. Also, the monitoring and evaluation component has contributed to
their other project results and compelling stories with relevant data in order to communicate
impact on a given project. This is more likely to attract the full support of project stakeholders

19
 including donors. Some mentioned that, they have improved on their reporting and
timeliness and Increase capacity of staff and their organizations have adopted new methods
in finance and administration as well as organizational strategy. The evidence for some were
that there had been reconstitution of boards and the strategy development plans.

a. The responses on the training program were that, the training modules were
excellent, facilitators were excellent but the time for the thematic areas were short
and should be improved, going forward in person training program would be a good
idea and there is the need to look at the timing. Some of the courses would need
more time for learners to get the full benefit. For example, the M&E component. It
comes with demonstrations and practicals. More time should be allocated.

b. On the training institution they mentioned that, the training institution was great per
all training arrangements and implementation, WASCI must research on more
innovative and collaborative learning models to stimulate ideas and concept from
prospective organisations earmarked for its professional training programs, they
discovered WACSI through the project – and they saw that they are a good fit in
working with CSOs.

c. On the training Sponsor, these were their responses, The French Embassy’s quest to
support CBOs/NGOs in different capacity building programs is excellent and should
continue to enable the bodies become relevant bodies that will contribute to
governance and sustainable development, Consider longer-term project partnerships
(3 years and more) for beneficiary organizations to enable staff have more hands-on
experience in project management, Support partner organizations in the
development or review of Human Resource Manual to incorporate new knowledge
gained by staff, Increase funding and expand timelines and they expressed their
gratitude to the French Embassy For their Support.
Component 2

17. CSOs were generally very welcoming of receiving visits from officials of the French Embassy
(at least once during the implementation of their interventions). Save for the advent of
COVID-19. CSOs also applaud the engagement that the French Embassy has with them. For
the “small” community-based organisations these visits served as a validation of their work
and also a boost to their credibility in the community.

18. Individual intervention demonstrated versatility with regards to their work planning especially
for the weather dependent interventions such as the case of A Rocha where they had to rush
to do the planting before they did the training, Nubian Vault also had to upend their workplan
since they could only build the houses during the dry season.

19. There were unintended outcomes observed in the “Beyond the Goalpost” undertaken by
Dunk Grassroots. This intervention aimed at utilizing sports as the fulcrum within which they
could provide a safe space for young girls and to educate them is a female empowerment
20
 activity. It was found that six months into the implementation the project witnessed a demand
from the area boys to be part of the program. Despite the resource constraint Dunk
Grassroots treated this as an opportunity to expand the program.

20. It was observed that the community was grateful for some of the permanent infrastructure
created by the projects the grant from the French Embassy enabled in the case of Dunk
Grassroot to build an asphalted court which will long outlive the project and serve as a
recreation ground for all in the community.

21
PARTNERSHIP SURVEY FEEDBACK AND COMMENTS
Profile of CSO Respondents Quest (1a, 1b and 2)

Profile of Respondent CSOs Geographic Scope of CSOs

10 Activities
9
8 7
7 6
6 5
5
4 4
3 3
2 2
1
0 1
0

Figure 2.Respondent Profile Figure 1:Scope of Operations of FSPI PISCCA CSOs

The respondent (FSPI CSOs) identified predominantly as Community Based NGOs with only two
Faith based organisation (Caritas and Presbyterian Agriculture Services) and one CSO that also
engages in Social enterprise. In terms of their geographical scope of operations the majority (11 CSO)
described their operations as either regional or sub-national i.e. working in one region or with a few
other branches. Only two (ARHR and A Rocha) described themselves as national organisations with
one CSO namely WACSI being an international organisation due to its scope covering West Africa
with another office in Senegal.

The Number and Consistency of Development Partners that the FSPI PISCCA CSOs
have worked with(3a)
In terms of the number of years of collaboration
Years of collaboration CSOs have had these CSOs have had relationships with the French
with French Embassy in Ghana
Embassy, the majority of CSOs (75%) had
8 collaborations with the French Embassy in Ghana
6 for 1-5 and over. In fact, two CSOs had relationship
exceeding 5 years. Only 25 % were newcomers.
4

0
10 plus 5 to 10 1 to 5 0-1

Figure 3:Years CSOs have collaborated with French Embassy

22
 As can be expected the 16 CSOs respondent have had extensive interactions with donors spanning
multiple countries. Of interest is that most of the collaborations are one-off. 37% of the donors were
regular partners compared to 63% one-off collaborations. Apart from the French Embassy, STAR-
Ghana was the next in terms of regular collaboration.

DPs the 16 CSOs have worked/collaborated with regularly or on an one-off

6
5
4
3
2
1
0

Regular One-off

Figure 4:Figure 4: Number and Extent of PISCCA CSOs DP Collaborations

DPs the 16 CSOs have worked/collaborated with regularly or on an one-

off
2
Regular One off

Figure 5:Number and Extent of PISCCA CSOs DP Collaborations

23
 What CSO Activities are DPs supporting and how much? (3b and 3c)
In order of priority and quantum the donor fund CSO advocacy activities at 25% with Capacity
building coming in second at 22%. Of least interest is infrastructure and research activities. In terms
of the quantum of financial support 40% of the CSO are familiar to receiving support in the 10,000-
50,000 USD bracket. PISCCA is in the same bracket as other DPs. Most encouraging is that 33% of
the CSOs have raised resources within the 50-100,000 USD.

PERCENTAGE PROJECTS USUALLY FUNDED Financial Support provided by DPs to

BY THEIR DPS CSOs (USD)
Comm Research 7
Mobilisation Advocacy
9% 6
13% 25%
5

infrastructural 4
8% Policy 3
change
Operational 13% 2
Capacity-
10% building 1
22% 0
1-5K 5-10K 10-50K 50-100K Above
100K

Figure 6: CSO Activities fuded by DPs Figure 7: Financing Provided to CSOs by DPs

Perception of the French Embassy in Ghana by FSPI CSOs (3d, 4,5,6 and 7)

CSOs Perception of other DPs familiarity Perceptions of French Embassy in Ghana

with activities of French Embassy
15
12
10
10
8
5
6
4 0
2 Str Agree agree neutral disagree str disagree
0
Very Familiar Not familiar Not at all favourable image of Embassy Embassy a valued partner
familiar familiar Emb plays relevant devlpt role

Figure 8: Familiarity of French Embassy by CSOs’ partners

Figure 9: Perception of French Embassy

The majority (85%) of the CSOs surveyed responded that their other partners were very conversant
with development activities of the French Embassy. These partners also have a favorable image of
24
the Embassy and viewed it as a valued partner and that the embassy played a relevant
developmental role in Ghana. In ranking the value addition that the Embassy brought to the table
it its programs and projects, the French embassy in Ghana was valued for its Project/Programme
implementation acumen first and foremost, followed closely by capacity development as a
contributory attribute that the Embassy that brought to its CSO partner organisations it
collaborates with.
Conversely other valued characteristics such as: South-South co-operation, contribution to operational
services and policy advice ranked very low. It is interesting that the French Embassy had a medium
ranking in its ability to assist its CSO partners in providing integrated solutions to development
challenges and also to leverage financing for development, these are two areas that the French
P E R C E I V E D VA L U E O F F E R I N G O F F R E N C H E M B A S S Y I N
GHANA
50
45
40
35
30
25
20
15
10
5
0

Figure 10: Perceived Value offering of the French Embassy in Ghana

Perception of Embassy's contribution to Development

10 Proirities
9
8
7
6
5
4
3
2
1
0

Not at all Not much Nuetral Strongly Very Strongly

Figure 11: Embassy Contribution to Ghana's Development Priorities

Embassy can ramp up.

25
 Regarding the perceived contribution of the French Embassy to national development priorities the
respondents ranked the Embassy highly in Governance, Gender and cultural cooperation. Surprisingly
Language cooperation, environment, as well as education, and Resilience did not score highly in
comparison to the other development priorities.

Characteristics PISCCA CSOs associate with the French Embassy

10

Not at all Not much Neutral Strongly Very Strongly

Figure 12: Characteristics CSOs associate with the French Embassy in Ghana

FSPI PISCCA CSOs association with the French embassy they perceive is characterized very strongly
by a good collaborative environment, transparency, and a culture of timeliness forging a consultative
partnership.

Satisfaction and Suggestions from CSOs on Improvement in FSPI PISCCA (8, 9, 10)

CSOs Satisfaction with FSPI PISCCA Contributon in select areas

15
Support CSOs advocacy actions Resource mobilisation
Support CSO data collection Provide collaborative solutions
10

0
Not at all Not much Neutral Strongly Very Strongly

Figure 13: CSOs Satisfaction with FSPI PISCCA in four select sectors

The respondents when asked how strongly some select statements describe their satisfaction with the
French Embassy in Ghana’s contribution in four areas of support picked in order of satisfaction that
the French Embassy’s support for advocacy actions was primary, followed closely by, its ability to
provide collaborative integrated development solution. The perception on its ability to mobilise
resource with other donors and its support to CSO for evidence/data collection and analysis slightly
weaker.

26

How French Embassy can support Ghana to
achieve SDGs
Support govt with
development planning &
28% implementation
38%
Facilitate access to public
and private financing for
34% SDG
Develop broad
partnerships, coalition
Figure 14: Perception of Areas French Embassy can Support Ghana Achieve SDGs
planning and implementation.
The CSOs were of the view
that for the Embassy to support
Ghana’s attainment of the
SDGs in order of priority and
emphasis, first and foremost
the embassy should develop a
broad partnership and coalition
to push large scale change.
Secondly the Embassy should
play a role facilitating public
and private finance got SDGs-
linked activities and lastly the
embassy should support
government with development

Respondents were given the opportunity to proffer suggestions on “how the French Embassy in Ghana
can improve its support activities through FSPI PISCCA?” their responses could be categorized into five
main suggestions, namely:

1. FSPI PISCCA to invest in the CSOs in terms of time and consistent finance i.e. an increased
quantum of money over a longer duration i.e. support a CSO consistently over a 2 or 3year
period.
2. FSPI PISCCA to support the building of more partnership and coalitions to support CSOs.
Though respondents did not elaborate and the questionnaire did not allow for follow up questions.
Interactions with the CSOs it appears they want French Embassy in Ghana to harness other partners DPs to
support CSOs as well as supporting CSOs umbrella groups.
3. FSPI PISCCA to focus on building capacity of up and coming CSOs i.e. Support CSOs to
build capacities of vulnerable communities through empowerment activities by constant
engagements with CSOs and training.
4. Increase the scope of FSPI i.e. to enable it to fund activities such as Education and
infrastructure (refurbishment of offices, furniture, equipment, such as photocopiers, laptop
etc.)

27
RECOMMENDATIONS

1. The twin rubrics addressing CSO strengthening and making impact in the thematic area of
priority to the French Embassy in Ghana needs to be clearly articulated internally. It is
recommended that in future FSPI PISCCA establish some benchmark indicators for is the
French Embassy measuring change i.e. strengthening of CSOs. This must be clearly
circumscribed e.g. capacity to raise independent grants, technical skills, relevance in the
community, knowledge leadership on a particular sector e.g. (fistula in the North). Also, the
rubrics on the impact French Embassy in Ghana want to achieve in a sector/area such as
environment, Inclusion etc. must likewise be clearly defined.

2. Given that PISCCA program does not allow a duration of project of more than 12 or 15
months for each cohort. It is recommended that PISCCA prune down the number of CSOs
(not exceeding 5) for a high impact catalytic intervention such that it can graduate CSOs from
PISCCA support to enable them attract funding from AFD and other development
organisations. Also simultaneously increase the quantum of funding for these CSOs above
the 30,000 Euros annually by doubling the figure e.g.60,000 Euros 3.

3. PISCCA in its current format appears to address more short-term catalytic interventions. It
is recommended that in future PISCCA needs to draw a stronger relation in linking the
capacity building to the resilience of the CSOs concerned and put its emphasis on the CSO
strengthening. This should not exclude some infrastructure augmentation, personnel and
systems enhancement.

4. In terms of training institution WACSI is ideal given its experience and track record for CSOs
in the key areas of policy advocacy, Monitoring and Evaluation, governance, leadership and
other soft skills etc. which is their forte. For technical topics such as Financial Management,
Procurement, Establishing Compensation and Benefits etc. It is recommended that FSPI
PISCCA takes advantage of short (1-2 weeks) programs conducted by institutions such as
GIMPA, MDPI which provides an academic atmosphere and also addresses the need for
participants for certificates from academic training institutions.

5. In conducting capacity building training for future interventions, it is recommended that more
intense need assessment be conducted and more time and attention be given to technical
subjects such as financial management and accounting. Also, the involvement of sub-partners
of the CSOs in implementation should not be excluded from the training opportunity.

6. It is recommended that FSPI PISCCA should maintain and augment its presence as the
sponsor of innovative projects by CSOs in Ghana. Also, that the French Embassy in Ghana
maintain its responsiveness, involvement and flexibility with its CSO partners. This is a source
of competitive advantage appreciated by the CSOs.

7. It is recommended that in future FSPI PISCCA projects there should be a requirement that
projects be “anchored” with institutional stakeholders within the community such that
sustainability does not become a challenge once the project is over.

3
Reference to fig 7
28
 8. It is recommended that FSPI PISCCA adopt a double qualification approach to its selection
process where after the general call for proposals, the qualified/shortlisted candidates will then
be made to undergo a second process where they will do a formal presentation of their project
with their implementation team members prior to final selection.

9. It is recommended that FSPI PISCCA grants should be focused on community level or

community based CSOs and not the so called “big” CSOs with national presence/networks.
This is to prevent the so called big CSOs crowding out the Community Based Organisation.
However, this must be exercised with flexibility since some interventions require an
organisation with national representation. Another caveat is that the CBOs should be under
stricter supervision, monitoring and mentorship to ensure that the CBOs can be groomed to
manage a bigger budget.

10. In future interventions where there is an existing informal economy around a product or
service e.g. scavengers of e-waste already exist, there was no need to create another group, or
commercial collectors of waste sachet water plastics already exist, also no need for competing
groups. The design of the project should seek to co-opt/integrate the existing informal
structures instead of trying to create a parallel structure. This could lead to unneeded
competition and a threat to achievement of the project outcome.

11. It is recommended in future that course Trainers develop a social media forum or platform
for the students such as a WhatsApp or Telegram where participants can share ideas to assist
each other, mutually reinforce their capacity and also provide feedback to Trainer.

12. It is recommended that CSOs be supported to enhance their resource mobilization partnership
and research ability. This will serve as part of the rubrics for assessing its strength to impact
change within its community or sector.

Conclusion
In conclusion the implementation of FSPI PISCCA is still a work in progress with only 4 of the
projects fully completed. However, feedback from the CSOs and the participants trained demonstrate
overwhelming that the capacity building training has a positive impact on the operational capacity of
the CSOs concerned.

From interaction with the CSOs reveal an almost unanimous request for greater funding and greater
duration for the projects. The one-year cycle appears too short to see through the implementation.
This is because most of the projects are innovative and the stakeholder engagement and sensitization
takes time. However the French Embassy in Ghana should explore partnering with other institutions
in the achievement of its objectives this could be STAR-Ghana Foundation in terms of
complementing efforts to strengthen CSOs, and academia such as GIMPA or MDPI which conducts
short and targeted training.

29
Seventeen projects implemented by fifteen CSOs in most regions of the country over a two-year
project is being managed by an Embassy personnel of two among other their duties. This appears will
stretch the ability of the personnel to be deeply involved or intervene in the numerous projects.

Covid 19 has hampered a lot of the activities mostly group activities as well as increased the operational
cost of all activities since provision will have to be made for sanitizers, PPEs and other protective
measures where activities are concerned. The CSOs however have in most cases demonstrated
adaptability and creativity to overcome the restrictions caused by COVID-19, Nevertheless an
extension will be needed for most of them to fully complete their interventions.

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PROJECT FACTS SHEETS

Organization WEST AFRICAN CIVIL SOCIETY ORGANIZATION (WACSI)

Project Training for Embassy of France Civil Society Partners

Amount GHc Ȼ 58,000.00 Project duration 13 months
Geographic Scope Sub-Regional (West Africa) Location Greater Accra
Status Almost completed (doing follow up phase)
Project Summary
The West African Civil Society Organization part of the FSPI PISCCA project was a 13-month project
comprising component 1. WACSI is a regional organization that works in a network with many
partners in other countries in the region. As the component 1 capacity building service provider
WACSI provided training and technical support to the selected civil society organizations working in
the areas of sport and social inclusion, environment, climate change and sexual and reproductive
health and rights. The training modules were selected after a rapid training needs assessment was
conducted with the CSOs concerned. It was agreed that two cohorts of CSOs would be beneficiaries
with the first cohort had interventions spanning Feb 2019 and ending Feb 2020 and the second cohort
starting in Feb 2020 and will end in Feb 2021. Two agents/staff were nominated by each of the CSOs
to partake in the training. The training covered four areas, namely; Project Management, Financial
Management and reporting, Monitoring and Evaluation and Communicating Impact. In the second
Cohort Governance and Leadership was substituted for Monitoring and Evaluation.
Relevance
WACSI based a lot of its modifications to it program on the outcome and recommendations of the
PISCCA evaluation. Among the recommendations implemented bridged the disconnect where the
people trained and CSOs supported differed. In this project the grant partners were also the
beneficiaries of the capacity building training. There was alignment with the needs of the grantees to
ensure they were able to deliver to expectations and document and report their results in a more
compelling manner. Sixty-two (62) per cent of respondents see the capacity building as Extremely
Useful and a critical next step in their development while thirty-eight (38) per cent see it as Very
Useful and a key input to Organisational growth.

Effectiveness
In all 16-key staff in all went through training from the selected civil society organizations for 2019
and 2020 sections. Of this number cohort 1 benefited from a classroom experience with being
physically present whereas with the 2nd cohort the majority had to suffice with virtual training. The
training was carried out in Accra. In 2019, these staff/agents were trained in a classroom format with
physical presences whereas in 2020, training was conducted virtually due to the outbreak of the covid-
19 and the staff/agents from each CSO were trained.
Challenges faced in implementation included the fact that most of the trainees were challenged with
their office logistics reflected in poor laptops and outdated software for 2019 training. The 2020
training also suffered for connectivity issues and also poor attention span of attendees was given as
feedback by Wassails since the 2nd Cohorts had virtual training. The changing of personnel during the
training also occurred in a few instances.
31
 Organization CARITAS GHANA
Project Care for our Common Home E-Waste
Years Staffing
Amount GhȻ 95,000.00 Project duration 13 months
Geographic Scope International Location Tamale Metropolitan District (NR)
Status Project on-going Estimated Work done 70 %
Efficiency
In 2019 the training of the agents/staff from the Civil Society Organizations was carried out
successfully as the planned activities were accomplished with no time overrun or cost overruns. In
2020, the outbreak of the global pandemic covid-19 affected the program resulting in WACSI having
to devise online virtual training. This was conducted with all 2020 participants with patchy results due
to a number of factors including poor connectivity, divided attention span of participants and a few
of the CSOs had different participants over the period of the online training sessions breaking the
continuity.
Impact
Feedback from trainee responses and CSOs management who nominated the two agents has been
overwhelmingly positive. They have stressed on the impact of the training on their individual work as
well as to the Organisation. They particularly commended the Communicating for Impact training.
The outlier was on the financial Management training where both trainees and management registered
misgivings. The financial management training was the weakest in terms of satisfaction. Currently
WACSI is conducting follow-up which might unearth the issues.
Lessons Learnt
Some of their needs of the CSOs though an urgent priority were out of scope of the PISCCA such as
in human resource-how to retain good staff and in Domestic Resource mobilization as well as
Research. These three are requisites for.
Saddled with a limited budget on hindsight a lower number of CSOs would have made for more
customization of the capacity building interventions to address their specific needs.
Recommendations
• A more intense training needs assessment to better elicit the appropriate level of customization
of the content for participants.
• Future trainings should be longer duration and if that is not possible then prior assignments
have to be given toy participants before they come for the training.
• It is recommended that trainings in which participants are physically present in a class room
atmosphere be the default model.
• A pre-requisite of hardware and software requirements should be given to participants prior
to the training, such that issues of outdated laptops and software do not rear its head.

32
Project Summary
This project is a 13-month project by Caritas Ghana. The purpose of the project was to create
awareness and recycling campaign on E-waste as a subject matter on climate change in line with the
“Care for our Home” agenda in Tamale in the Northern part of the country. The project will seek to
the construction of 8 collection centers and mobilize the unemployed youth through trainings where
they will be educated on electronic waste, its harmful effects and capacity building towards the
management of e-waste in an environmentally sound manner whilst projecting decent jobs for them.
The project is to ensure that public awareness is created on the harmful effects of electronic waste on
the environment and to the lives of individuals and also train young men and women in the
dismantling and collection of these Electronic waste.

Relevance
The fact that E-waste collection has been on-going, being carried out by a few persons informally,
reveals a gap in the selective disposal of harmful waste products that Caritas Ghana’s idea of the E-
waste collection project is serving. This is an issue that the informal economy hadn’t found satisfactory
answers. Caritas by this project is responding to the situation by seeking to structure and formalize
the disposal of harmful e-waste.

Effectiveness
Activities of the project have been carried out. There was intense community education through local
radio discussions and public space interactions in the northern region of Ghana. Awareness of the
covid-19 pandemic was created through the radio discussions. Promotions and marketing of the care
for our home E-waste campaign to cooperate institutions in Accra whiles acknowledging funding
from the French Embassy in Ghana. A link was not created with the informal sector who prior to the
intervention had already been scavenging waste (including e-waste). Instead young men and women
were also trained to collect and dismantle the Electronic waste and transfer them to the collection
center which had been constructed to receive them. This dented the effectiveness of the project
implementation by creating a parallel e-waste collection structure. The outbreak of the covid-19
pandemic slowed down the project’s implementation activities and premium needed to be given to
the people who would deposit their E-waste at the collection centers is not available.

Efficiency
Although so far the project witnessed a successful communication plan through the media and public
education, and the effective training of the young men and women to collect, dismantle and deliver
the E-waste products to the collection center, Covid-19 broke in and as a result halted the collection
of the E-waste for some time as the government has put restrictions on social gatherings. It was after
the restrictions were lifted that Caritas Ghana was able to operate with strict adherence to the
protocols. Collection of the E-waste has commenced.
Impact
Though the project is ongoing, it appears to have been recognized for its novel approach to e-waste.
This is evidenced by the International Labour Organisation has identified it as one of the innovative

33
projects in Africa and invited Father Sebastian to Geneva in November 2019 to do a presentation on
the project.
Lessons Learnt
So far lessons learnt for future projects of this nature is that project designers should take cognizance
of the current stakeholders such as the informal collectors of e-waste to enable them to integrate
them in the value chain, least they become threats to the success of the project.
Sustainability
To sustain the gains of this intervention in clearing all these wastes which are harmful to the
environment will depend on structuring the current informal economy on e-waste. This will include
co-opting those who are already collecting it for a premium. If they get nothing in return for their
deposits, it’s certain that they would get discouraged and stop activities. This will impede the ability
of the project to be sustainable.

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 Organization DUNK GRASSROOTS
Project Beyond the goalpost project
Amount GoȻ 112, 480.00 Project duration 13 months
Staff Strength 5 Years of Operation 6
Geographical Scope Districts Greater Accra Region
Location Agege, Dansoman District/ Greater Accra Region
Status Project Completed June 2020
Project Summary
The population in Accra is highly dense with about 56% of the population being under 24 years. For
the wider Accra region as a whole, slightly more than a fifth of the population has never attended
school before. There are several deprived and marginalized areas in Accra where children lack
supervision and opportunities and this project is focusing on one of most salient and area of need.
This project was a 13-month project by DUNK-Grassroots standing for Developing Unity and
Nurturing Knowledge, operating in Ghana since 2011 (hereafter referred to as DUNK). It sought to
empower 80 young girls aged between 8 and 16 years and 20 physical education teachers of local
public schools to become agents of change in underserved slums of Accra (Agege, Dansoman
district). This project uses sports as the key enabler to focus on two target groups within two thematic
focus areas: I) young people’s empowerment and health through sports and life skills (outcome 1), ii)
gender focus through integrated sports and education activities (outcome 2).

Relevance
SDG Goal 5 seeks to achieve gender equality and empower all women and girls, thus empowering
young girls from deprived areas of Accra to have access to organized sports and education to the
highest potentials is well aligned to Ghana’s aim of achieving the SDGs. Also providing safe space
for young girls in deprived locations reinforces SDG 11 which aims to make cities and human
settlement inclusive, safe, resilient and sustainable. .

Effectiveness
The project initiated the first supervised after school recreational safe space in Agege- Dansoman
community. Practices were organized on non-performance orientation but for social inclusion while
containing the increasing number of participants through grouping. The project organized community
tournaments and conducted capacity training physical education teachers in the local schools. The
project renovated the washrooms of the library and also offered space for the participants to do their
homework. The use of games and play to teach the young girls certain life skill and gender sensitive
topics had been a benchmark for DUNK.
An unintended consequence or challenge to the project was that the boys in the community also
wanted to participate in the project even though the project was designed for the girls in the
community. This was in some way due to miscommunication in the initial promotion of the project.
3 select days in the week was dedicated to females while the males had one specific day dedicated to
use the facility.

35
To their credit DUNK Grassroots took this as an opportunity to expand on the project by securing
funding to accommodate the community boys, with a weekly one-day event. Dunk Grassroots
managed to raise support (45,000 GHc) from Crossroads International to distribute food and PPEs
during the Covid-19 lockdown. Other challenges encountered included difficulty engagement of local
physical education teachers and weak communication with stakeholders, especially with donors. All
competitive tournaments had the project participants kitted out in branded t-shirts.
Efficiency
In terms of efficiency the grant amount to the Dunk grassroots might have been inadequate. This is a
either a result of poor project design/budgeting and or weak project management on the part of
DUNK Grassroots which expanded the project beyond its scope. The project generated great
community interest and DUNK Grassroots showed versatility and resourcefulness in mobilizing
additional funds from Denmark to among other asphalt the space. In respect to activities of the French
Grant there was no time overlap or cost overlap.
Impact
The project created transformative change for 80 adolescents’ girls (aged 8 to 16). A safe space for the
community was created for the girls for the project activities. Dunk grassroots showed an immediate
impact as it served as a means to create self-awareness, education and empowerment for the youth.
The physical change in terms of upgrading of the infrastructure at Agege-Dansoman has provided a
permanent space for the community children to learn and play.

Another significant change is that the project has reinforced the notion that sports is increasingly blind
to gender. This is evidenced by the support from parents (duty bearers) in the encouragement of their
girls to participate in the project.
Sustainability
Poor anchoring due to late engagement of local authorities such as the sub-metropolitan assembly the
project threatens the sustainability of the project. Continuation of this project will certainly be delayed
if further funding is not approved, however, we continue to look at other grant’s partners. Currently
the project is using innovative methods of revenue mobilization such as renting the space for events
(weddings and funeral receptions) to sustain the project. Though they do not own the land, having
developed it in consultation with the community they are conferred some informal rights to manage
it.

36
 Organization SAVANNA SIGNATURES
Project Girls Empowerment Project
Amount GhȻ 106,990 Project duration 12 months
Staff Strength 19 Years in Operations 10
Geographical scope Regional- (Northern) Location Sagnarigu, Tolon District
Status Project completed
Project Summary
The Girls Empowerment Project was a one-year project which targeted 3 formal and informal
Technical and Vocational Education Training Institutions in the Sagnarigu and Tolon Districts in the
Northern of Ghana. The main goal of the project is to reduce the incidence of Sexual and Gender
Based Violence among female trainees in these institutions. This will be achieved through the creation
of safe spaces within project training institute or community for girls, development of peer mentors,
delivery of Comprehensive Sexuality Education (CSE) to both male and female trainees in TVET
training institute by trained teachers and also, linkage to service delivery points through our Sexual
Health Education plus (SHE+) Call Centre platform for social justice support or health care support.
The Girls Empowerment project will deeply involve girls and other key stakeholders in the project
planning, implementation and evaluation to sustain the gains. The capacity building opportunity will
also provide continuous utilization of skills and knowledge even are the project ends through the
conducting of stepdown trainings to colleagues of trained persons in the project.
Relevance
The incidence of the Sexual and Gender based violence in the northern region of Ghana is very high
especially in the communities as well as institutions. This sexual and Gender based violence is rooted
in gender inequality, the abuse of power and harmful norms which is a violation of human rights and
a life-threatening health and protection issue. The implementation of the project in the districts
contributes to the achievement of SDG 5 in the northern region of the country was necessary.
Effectiveness
The identified stakeholders participated in a meeting where they were fully briefed about the project
and also pledged their support for the project. The training of the Health workers and Social Justice
Institution staff and teachers of the project institutions was successful. Six teachers of project
institutions were trained on Sexual Reproductive Health and Rights, to help them understand and
address the SRHR needs of students in the project schools and 10 health workers and social justice
institution staff were trained on Youth Friendly Services to provide the requisite skills in handling
issues on rights and Sexual and Gender Based Violence. Six peer mentors were trained on handling
issues on Rights and Sexual and Gender Based Violence to help empower their colleagues to know
their rights, when it is violated and where to seek for help when those rights are violated. Sensitizations
were carried out on the SHE+ call center in the various institutions and project communities to make
it easier for beneficiaries to seek for help at their own convenience. Comprehensive Sex Education
sessions were conducted for the teachers and peer mentors on weekly basis. Some of the challenges
were that, the outbreak of the covid-19 and the restriction put up by the Government brought the
project implementation to a halt for some time and also the final round of lessons for facilitators was
not completed.

37
Efficiency
The project implementation was being carried smoothly until the outbreak of the covid-19 which
caused the activities to halt for some time and in May everything came back to normal to help complete
the project. Furthermore, 6 teachers of the 3 project schools trained instead of 10 teachers of 5 project
schools per the initial project plan and 10 heath workers and social justice institution staff were trained
instead of 12 which were due to two institutions presenting only one participant instead of two as a
result of lack of staff and the final lesson could not be completed due to the restrictions as a result of
the covid-19. However, the all the major aspects of the project eventually were completed.

Lessons Learnt
• The duration for the project was too short.
• In future there is need to use different approaches for the informal and formal Technical and
Vocational Education Training Institutions.
• Next time it is suggested that a budget should be allocated for the engagement of the
community and its leadership to Fund community engagement events such as venue and
venue arrangements, including public address system and event management issues.
• It is important to put into consideration the double track system when planning activities for
the formal institutions as it affects activities in the project. The opportunity must be open to
both tracks since the double tracks system is effectively two school streams. One group will
feel left out if they do not get the benefits of the opportunity that the intervention grants
students.
• From the sensitizations and discussions with stakeholders in the project communities, the
project team realized that issues of SGBV are prominent in project communities, and that
community members endorse norms that condone violence. It will take time and continual
engagement with community leaders to completely change these norms.

Recommendation
Sustained engagement needs to be made at the community level to change mind sets. It is
recommended that the SGBV projects should be anchored with the district assemblies and the liaise
with the Gender Ministry as well at the National Council for Civic Education.

38
 Organization ALLIANCE FOR REPRODUCTIVE HEALTH RIGHTS

Project Adolescent Health Empowerment Project (AHEP)

Amount GhȻ Project duration 18 Months
Staff Strength 10 Years of Operation 16
Geographical Scope National
Location Ashieku Keteke, Greater Accra Region
Status Project On-going Estimated work done 33%

Project Summary
The project is an 18-month project that sought to Empower Adolescents. The Alliance for
Reproductive Health Rights seeks to improve the poor SRH outcomes of adolescents by contributing
to the systemic empowerment of adolescents by: providing Comprehensive Sexuality Education
(CSE); providing Sexual and Gender Based Violence (SGBV) prevention information; and connecting
them to services in Agbogbloshie in the Ashiedu Keteke Sub-Metro of the Greater Accra Region.
Capacity building of Adolescent Health Champions, peer networking and contraceptive demand
generation activities will serve as entry points for promoting adolescents’ access to CSE and ASRH
services. Marginalized adolescents, particularly girls with disabilities, will receive specialized attention
through learning events on SRH and legal literacy.

Relevance
Agbogbloshie is a densely populated community in Accra which lacks access to good quality basic
social amenities such as education, health, shelter, sanitation, security etc. The place is also home to
about 7,700 head porters who are between the ages of 10-35 years. Most of these porters are homeless
and sleep in the streets of the markets in which they work. Some challenges and issues faced by
adolescents in this setting are unplanned pregnancies, sexual violence, increasing risk of STIs
including HIV occupational hazards, unsafe abortions, gender-based violence and human trafficking.
Effectiveness
The project is on-going and there has been a training for 20 Adolescent Health Champions (to enable
them to sensitise, educate and create awareness on gender-responsive topics relating to SRH and
issues of abortion among their peers and to facilitate their reference of young girls to health facilities
and outreach contraceptive services through young people's peer networks and community
mobilization programmes). The girls were selected through stakeholder consultation (the parents of
the girls, the city of God CSO, and community leaders). Some of the challenges were that, the
adolescent training sessions were undertaken in small groups and some of the activities had to be
stopped due the Covid-19 outbreak.
Efficiency
The project implementation in progress however, some of the activities have been stopped and for
now the organization is looking at conducting indoor activities due to the covid-19 pandemic.
Monitoring mechanism has been developed to monitor their working performances.

39
 Organization ALLIANCE FOR REPRODUCTIVE HEALTH RIGHTS

Project Mitigating the Spread and Impact of Covid-19 in Ashiedu Keteke

(MISAICAK)
Amount GhȻ Project duration 5 months
Staff Strength 10 Years of Operation 16
Geographical Scope National
Location Ashiedu Keteke, Greater Accra Region
Status Project On-going
Project Summary
ARHR has over the years played a crucial role in community capacity building including community
mobilization and engagement. The project, ‘Mitigating the Spread and Impact of Covid-19 in Ashiedu
Keteke (MISAICAK’ is intended to mitigate the spread and impact of COVID-19 among residents of
the Ashiedu Keteke sub metro by September 2020. It complements two of the five objectives outlined
by the government of Ghana to mitigate the spread and impact of COVID-19 in Ghana. Specifically,
the objectives of this intervention are to;
(i) Intensify community education to ensure prevention and spread of the virus among
communities
(ii) Strengthen and enhance community knowledge and attitude towards social distancing and
(iii) To advocate against fear, discrimination and stigmatization of individuals and families
infected and affected by the virus.
Relevance
The continuous spread of the coronavirus pandemic (Covid-19) across the world coupled with the
increasing incidence of new infections in Ghana called for collective action by state and non-state
actors including CSOs. Measure taken by Ghana to mitigate the spread and impact of the disease in
the country has been applauded but has not prevent its spread of the virus.
Effectiveness
The activity of community sensitization about Covid-19 pandemic, they were briefed on how one can
contract the virus, the effects of contracting tests positive for the virus and the measures that can be
taken to avoid being infected by people with the virus. In promoting hand washing, basins and other
key materials were procured in some key places in the community. Info-graphic materials on the
preventive measures were sent to the local community to give the people education on how not to
speed up the spread of the virus through the adherence to the measure put up by the government of
the country. We noticed that many of the people in the community had stopped wearing their nose
masks. In the course of activities, the girls who were being trained left.
Efficiency
The project implementation was going on smoothly as some of the key activities to be done were
accomplished however, some of the activities were not able to be implemented for some time as a
result of the restrictions by the government. The education and sensitization of the public to follow
the safety measure put up by the government is still ongoing.
LessonsThe awareness creation was not enough for the people in the communities as they wanted
materials like the hand sanitizers, PPEs, nose masks and gloves to be provided to them.

40
 Organization NET ORGANIZATION FOR YOUTH EMPOWERMENT AND DEVELOPMENT

Project Fistula Free Northern Ghana Campaign (FFN-GC) Project

Amount GhȻ 160,000 Project duration 12 Months
Staff Strength 5 Years of Operation 15
Geographical Regional (Northern) Location Kpandai District,
Scope
Status Project On-going Estimated work done 30%
Project Summary
The project is a 12-month project by the Net Organization for Youth Empowerment and
Development. NOYED-Ghana has conceived this Fistula Free Campaign for implementation in one
of the deprived districts in northern Ghana where the incidents have been recorded. The main goal
of the Campaign is ‘To have a Fistula Free Northern Ghana’. Objectives include: Educating about
1,150 people on issues of fistula and safe motherhood practices in Kpandai district, to secure medical
care and facilitate reintegration for about 30 fistula victims in selected 10 deprived rural communities
in Kpandai, building multi-stakeholder community groups in support of fistula victims and young
girls in a sustained manner in Kpandai. To achieve the above, NOYED will use local volunteers as
an agent of change, train them to educate and advocate for the rights of women (reproductive issues),
form community stakeholder groups in support of fistula victims, identify and correct fistulas, as well
as support reintegration of victims into their communities. Community bye-laws will also be enacted
in support of girl child education, safe motherhood and protection of human dignity as a right.
Relevance
This intervention subscribed to Ghana’s achievement of SDG 3 The goal is to ensure healthy lives
and promote well-being for all at all ages.
Effectiveness
NOYED has engaged with the District stakeholders, identified the vulnerable communities and made
a Community entry. Communication materials/picture cards and Jingles on fistula were developed as
they Conducted sensitizations education of the general public on fistula and effects of early/child
marriage. 14 patients were identified with the fistula condition, and they were brought to Tamale to
go through examinations needed for the surgery. The project witnessed smooth implementation till
December 2019.The challenges faced included the breakdown of project implementation due to the
outbreak of the covid-19 pandemic. The 14 women who took their examinations for surgery had to
be sent back to their communities due to the unavailability of the surgeons tasked with responsibility
of the surgeries. The regional directorates were hard to reach as they were mostly busy. The budget
given by the fistula center to conduct the surgeries was excessive and inadequate was also beyond
NOYED’s projections.
Efficiency
So far there has been timely reporting, and quality reports showing evidence. The fact that NOYED
is based in Tamale and the project is in Kpandai has caused some hiccups due to inability for sustained
engagement with the regional health directorate in Kpandai. However, the District Health Directorate
has been very co-operative. The outbreak of the covid-19 pandemic, slowed down project
implementation activities. Collaboration from other health institutions (Tamale Teaching Hospital
and The Tamale Fistula Centre) have not been smooth.
Lessons Learnt:
So far, a good case can be made to build the capacity of station surgeons in Kpandai to enable them
to be able to undertake corrective surgery on location.

41
 Organization CARE AND ACTION FOR MENTAL HEALTH IN AFRICA
Project Promotion of Mental Health and Wellness Through Sports
Amount GhȻ Project duration 12 – 18 months
Staff Strength 7 Years of Operation 10
Geographical Scope National/international Location Accra & Central Region
Status Project has been completed
Project summary
The project was a 12 – 18-month project by the Care and Action Mental Health in Accra. The main
objective of this project was to use sports as a tool for inclusion as well as the promotion of sports
practice, awareness and access to sporting activities among individuals living with SMD. The project
would ensure that an awareness is created on mental health, undertake events and activities which has
the potential to reduce stigmatization and discrimination and in addition, organize workshops for
mental health professionals across the country on the importance and the evidence supporting the use
of physical activity to promote recovery and improve mental and psychological health. Sports
champions; among staff and patients would be identified in mental health facilities and across the
regions to help to promote physical activities among this vulnerable group of patients in their
identified catchment area. Sporting Competitions would be organized among the mental health
institutions and drug rehabilitation facilities across the country and Sporting equipment will be
procured and distributed to them.
Relevance
With mental disorders contributing to 7% of the global burden of disease as estimated by disability
adjusted life years and this is rising especially in Low- and Middle-Income Countries (LMIC) such as
Ghana (GBD 2016). In addition to causing a large proportion of morbidity, mental disorders –
especially Severe Mental Disorders (SMD) – are linked with poorer health outcomes and increased
mortality. SMD are defined as a group of conditions that include moderate to severe depression,
bipolar disorder, and schizophrenia spectrum and other psychotic disorders. Therefore, it is necessary
to appreciate the role and importance of physical activities in the recovery journey of people living
with SMD and factor that into the formulation of future policies. The authority will also recognize
such individuals and give them all the necessary support they require to promote physical activity
among people living with SMD.
Effectiveness
The Procurement of Sporting Equipment and deliveries were made to the Three Psychiatric Hospitals
and Drug and Alcohol-Free Awareness Rehabilitation Centre (DAFAREC) in Nsawam, Eastern
Region and REMAR Ghana based in Accra – Dansoman. The Launching of the annual programmed
– CAMHA GAMES 2019 was successfully done and the games were held in Accra. The construction
a Volleyball pitch at Tankful Psychiatric Hospital was completed. CAMHA successfully organized the
Training of Trainer (TOT) for Physical Activity Champions workshops and the aim was to support
nurse who are ward based and those in the community with knowledge and understanding the effects
of Physical Activity in Mental Health Recovery Process and Managing Challenging Behaviors in
Mental Health Care Facilities. Some of the challenges was due to wrong budgeting resulting in
challenges in the implementation of the project hence the need to cancel some activities to free up
funds for other equally important activities. the project faced some bureaucratic tendencies on the
part of some of the stakeholders which resulted in some delays in the implementation of some
42
activities such as change in initial locations for the construction of volleyball courts in the various
institutions coupled with delays in decision making and also the Global Covid -19 Pandemic and its
associated protocol also restricted some of our activities.
Efficiency
All project activities were implemented successfully with the exception of the construction of the
Volleyball Project at Panting Hospital we have had some delays in commencing the construction of
the Volleyball Pitch at Panting Hospital. The delay is due to change of the initial site allocation.
CAMHA team have made several contacts with the estate department of the hospital for the site plan
for their proposed sport complex but all our effort has not been successful.

43
 Organization ARGO-INTRODUCTIONS
Project Strengthening Community Resilience to, and Action on Climate Change
Amount GhȻ Project duration 18 Months
Staff Strength 7 Years of Operation 6
Geographical Scope Sub-national Location Save uGu District, Northern Region
Status On-going Estimated work done 35 %
Program summary
This project is an 18 months project by Argo-introductions. Climate change effects, coupled with low
socio-economic development and increasing environmental degradation results to a highly vulnerable
and poverty endemic population. The project intends to complement and upscale the Strengthening
Community Resilience to, and Action on Climate Change project in Savelugu funded by the
UNDP/Adaptation Fund. The objectives are to promote irrigated dry season vegetable farming,
establish community tree nursery enterprises, institute village savings and loans schemes, promote the
adoption of improved clean cook stoves and sensitize and raise awareness on environmental
degradation. The strategies for this project implementation are;
• Train and support beneficiaries to undertake climate smart vegetable farming during the lean
season in order to diversify and improve household incomes;
• Train select beneficiaries and support them to establish community tree nursery enterprises
to supply various tree seedlings under the Planting for Export and Rural Development
Program;
• Set up beneficiary administered Savings and loans scheme to initiate a savings regime and
provide ready access to credit and financial security.
Relevance
Rural communities in the Savelugu district of the Northern Region depend on the local ecosystem to
meet their livelihood needs. These local people are the most exposed and vulnerable to climate related
shocks and hazards. The extending dry season leaves communities with no income venture or
livelihood option; thus, families often go hungry and malnourished especially during the long lean
season. Most of these victims are women and children. Therefore, the implementation of this project
is important to solve the problems of cycle of food insecurity, its associated malnutrition, poverty,
gender inequality and underdevelopment. It responds to more than 4 of Ghana’s SDGs. Beneficiaries
within the community will be trained on how to make and sell clean cook stoves, planting and nursing
tree seedlings and also trained on dry season vegetable gardening option; 12 women are being trained
on the making of clinkers and 80 beneficiaries for the tree seedling nursing.
Effectiveness
So far, the Community entry, consultation with stakeholders, formation of project management
committee and project launch have been accomplished. Sensitizing of the people on climate change
and its mitigation was successfully conducted as well as training of local farmers in the community on
diversified farming which has commenced. Agro-introduction was to conduct sensitization programs
12 schools in the 4 areas but due to the outbreak of the covid-19 pandemic it was halted till further
notices. Group activities such as a football gala which formed part of the outreach events has been
suspended till next year (National COVID protocols allowing).

44
Sustainability
Agrointroductions Ghana aims to influence the long-term sustainability of the project beyond its
duration, by consciously integrating a business dimension in the various components of the
intervention. This is to ensure that financial benefits are created and sustained to enable the long-
term sustainability of the project.
Lessons Learnt
At this stage of implementation, the project implementers believe that on hindsight they should have
added marketing component to the project to ease the marketing of the tree seedlings. The use of
audio visuals means especially radio to educate and sensitize the communities has been most
appropriate.

45
 Organization REPRODUCTIVE ADVOCATE HEALTH EDUCATION GHANA
Project Strengthening the Capacity of 1000 adolescent girls in Menstrual Hygiene
Management (MHM)
Amount GhȻ Project duration 12 Months
Staff Strength 5 Years of Operation 4
Geographical Sub-national Location Awutu Senya East Municipal in Central Region
Scope
Status Project On-going
Project Summary
Women and girls in rural setting and particularly adolescent girls in schools suffer most from stigma,
lack of menstrual materials, facilities and services to help them cope with the physical and
psychological pains during menstrual periods. Other challenges both at the community and school
level include inadequate preparations for the young girls who have not yet experienced menstruation,
inadequate water to clean and wash the body, lack of private space and wash rooms and inappropriate
facilities for disposal of materials for those who have used pads.
This is a 12-month project by Reproductive Advocate Health Education. The objectives of the project
are to strengthen girls menstrual hygiene management to increase the capacity of selected public
schools to effectively manage and sustain menstrual hygiene and sanitation practices, increase
awareness on proper hygiene and sanitation practices among adolescent girls; to equip adolescent girls
with facilities and materials needed to overcome the challenges of menstruation that become barrier
to the girl child education and to fully participate in school and community life. In attaining this,
training will be conducted for 1000 vulnerable school girls from 10 basic schools to locally make
reusable sanitary pads to manage menstruation hygienically and stay at school throughout the month.
The project will further establish 10 counselling and rest rooms to enable girls have privacy in
changing their sanitary pads during menstruation within school sessions. Additionally, there will be
weekly lessons on menstrual hygiene management including effective means of dealing with social
stigma and taboos.
Relevance
This project responds to Ghana’s achievement of SDGs goal 3. The goal is to ensure healthy lives
and promote well-being for all at all ages, SDG 5 to achieve gender equality and empower all women
and girls. And to a lesser extent SDG goal 10. The goal is to reduce inequalities within and among
countries.
Effectiveness
First tranche of the project has been completed as RAHE Ghana Facilitated education and training
sessions on menstrual hygiene management among 1000 adolescent girls from 10 schools in the
communities. Community sensitization durbars on menstrual hygiene management and the need to
do away with traditional stigma and taboos about the subject. 10 Contractors/trainers were contracted
to impart 1000 adolescent girls and 45 teachers with the knowledge and skills to sew reusable sanitary
pads. 2 major workshops were organized for the project stakeholders where they were informed and
sensitized on the various roles expected of them in order to ensure successful project implementation
and sustainability. 45 female teachers selected and trained to teach 1000 adolescent girls on Menstrual
Hygiene Management.

46
Efficiency
The first tranche of the project has successfully been completed. RAHE Ghana is awaiting the grant
for the commencement of the second tranche of the project.
Impact
So far it can be said that the increased in access/ utilization to reusable sanitary pads has resulted
confidence among adolescent girls to participate in school and community life. This is evidenced by
reduced school absenteeism.
Sustainability
The element of skills transfer in sewing the reusable sanitary pads I hoped will ensure project
continuity both at school and community level after project completion.

47
 Organization PLAY SOCCER GHANA
Project Goal Post Nets for Clean Cities
Amount GhȻ Project duration 12 months
Staff Strength 12 Years of Operation 20
Geographical District Ashaiman Municipal, Greater Accra; Cape Coast,
Scope Location Central Region and Tamale Metropolis, Northern
Region
Status Project On-going Estimated Work done
Project Summary
Plastic waste generation and management problems in Ghana continue to result in several
environmental problems. Discarded sachet bags are one of the major plastic materials that pollute the
environment and pose serious environmental risks to society. An effective and practical measure to
solving the problem is by promoting their effective reuse. By implementing this project, Play Soccer
Ghana aims at contributing to improving environmental sanitation and quality of life of targeted
communities in Ghana. This project will expand an existing project supported by the Embassy and
will build the capacity of more young people to transform water sachet wastes into goalpost nets. The
project will be integrated with the Play for Fun, Learn for Life programme supported by FIFA and
the Kicking for Change and Safe Water project supported by Manchester City Cityzens Giving.
Currently the project is being implemented in eight (8) communities in the Greater Accra Region,
Tamale Metropolis and Cape Coast Metropolis.
Relevance
Waste management remains a major development challenge in Ghana.. This project subscribes to
SDG goal 11. The goal is to make cities inclusive, safe, resilient and sustainable. And SDGs 12 to
ensure sustainable consumption and production patterns.
Effectiveness
The project just started in August 2020. So far planned activities including a three days training
workshop was conducted to build the capacity of 25 young people (15 males and 10 females) from 6
communities in Cape Coast and 5 young people from Tuutingili in Tamale. The training workshop
was to provide training on Thirty-five (35) Volunteers in all collected water sachets from six (6)
communities in Cape Coast and Tamale to be knitted into goalpost nets. The Volunteers identified
places such as markets, taxi stations etc. where water sachet rubbers were generated and engaged the
various leaders of these locations to solicit to community members who patronize the places to drop
their sachet rubbers in a particular container assigned for only sachet rubbers, so they could collect
them periodically. However, The Covid 19 pandemic delayed the start of the project by almost 6
months. Instead of starting March 2020 they started in September 2020. As such the project is still at
its preliminary stages since implementation started about 2 months ago. At the yearly AGM in Cape
Coast the issue of how to adapt to the challenges caused by Covid-19.
Comments
So far it has become obvious to the project team that there is a general lack of co-ordination in the
implementation of waste management intervention programmes. In order to achieve a network of
integrated waste management facilities that much more effective national, regional and District co-
operation is required.

48
 Organization LEARNING HELPING LIVING
Project Restoration of forest cover and conservation of biodiversity degraded lands
for the socioeconomic transformation of the people
Amount GHc 102,730 Project Duration 12 months
Staff Strength 5 Years of Operation 15
Geographic scope Regional (Volta)
Status Ongoing Estimated work done 40%
Project Summary
The Weto-Gbeta, is situated mainly in the Ho Municipal, while the Northern flanks lie within the
Biakoye, Afadzato South and Hohoe District all in the Volta region. The Tanyigbe, Akoefe, Tokokoe,
Avee, and Nyive together constitute about half of the forest fringe communities who live and own
lands around the Forest Area. Compared to other lands in the Volta Region, is being depleted at an
alarming rate. According to the Forestry Commission forum project report, this is happening through
chain-saw operations, illegal farming inside the (from all sides), and through yearly bush-fire burning
activities. The goal of this project is to restore forest cover and conserve the biodiversity of the Weto-
gbeta forest at Tanyigbe and restore degraded lands for the socio-economic transformation of the
people. This would involve setting up community protected areas and initiating community led
collaborative management arrangements, strengthening local capacity for the adoption of Community
Protected Areas (CPAs), setting up Community Resource Management Area (CREMA), and
Community Dedicated Forests and Implementations of CREMA management plans and capacity
strengthening of Forest based community association whiles engaging the community in alternative
livelihood.
Relevance
This project responds to SDG 15 which seeks to protect, restore and promote sustainable use of
terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land
degradation and halt biodiversity loss.
Effectiveness
So far LHL has partnered with the Forestry Commission to conduct six of the fourteen key activities
in its workplan. It has managed to organise community stakeholder forums, compile a community
profile, enact community rules to govern activities of hunters, formed and registered with the Forestry
Commission a Hunters Association, Formed six(6) Wildlife Volunteers Squad in each of its target
communities and Established a community nursery at Tanyibe to be used to supply other
communities. Challenges faced by the project so far has to do with the delay in the coming of the
rains. LHL has effectively engaged the Forestry Commission who supplied them with 5000 seedlings
for tree planting. Have been able to leverage on this project to get a 6-month support project from
Plan Ghana (45,000GHc) as part of its Covid -Response Project.
Comments
Though the project is ongoing they have already noted some lapse in the project design that could
have made them more efficient. Primary was the lack of knowledge that there was no need to establish
a nursery since the Forestry Commission once they establish the bona fides of CSOs are willing and
able to supply seedlings for tree to be planted. Another oversight was the budgeting for the use of
tractors to clear the degraded land. On reaching the field LHL has realized that this has to be done by
manual labor since there are stumps on the land making use of tractor untenable.

49
 Organization PRESBYTERIAN AGRICULTURE SERVICES (PAS)

Project Promoting Shea for Environment and Biodiversity Conservation in

Northern Ghana
Amount GHȻ Project Duration ??? months
Staff Strength 23 Years of Operation 53
Location Northern Region (North East Gonja District, East Mamprusi
Municipality, Garu District, Builsa North District)
Geographic scope National Estimated work done %
Project Summary
The Presbyterian Agriculture services since November 2013 has been implementing projects on
Women Economic Empowerment through Shea in Northern Ghana. Primarily, PAS has through
this project been training shea women groups on cooperative development, business development
and management, parkland management, quality shea butter production and marketing, and
warehouse management. Over 20 warehouses and shea processing centers have been built and
donated to women cooperatives over the years.
However, the survival of the shea trees that bears the “golden” fruits remains under threat as a result
of indiscriminate bush burning, and felling the trees for charcoal production, firewood and lumber. In
an attempt to curb this worrying development, the project principally seeks to promote awareness on
the preservation of shea and other economic trees, build the capacities of women and youth in tree
planting and nursery management, and promote the efficient use of energy in northern Ghana. A
significant expected outcome of the project is to curb the increasing trend of declining population of
shea trees. It is estimated that, the project will directly impact 500 people and 5000 people indirectly
by May, 2021. It is also anticipated that by the end of the same period, about 8,000 seedlings of suitable
tree species will be provided to farmers for incorporation into their farming systems and boundary
planting to provide environmental benefits and additional income from improved land productivity
and tree products.
Relevance
There has been an increasing trend of declining population of shea trees over the past few years in
the Northern part of the country. The survival of the shea trees still remains under threat as a result
of indiscriminate bush burning, and felling the trees for charcoal production, firewood and lumber.
Therefore, the project implementation is important as it will create awareness on the importance of
the shea trees to and then provide education on the need to preserve them.
Effectiveness
The project is just 3 months old at the time of evaluation. The workplan has been revised. Activities
undertaken include the securing the support of the duty bearers (community Chiefs, land owners,
District assemblies etc.) on the conservation campaigns in the four districts. Eight (8) community
level sensitization meetings have been held for 370 community members (240 women, 130 men)
knowledge enhanced on the project inventions and project funding sources. 202 direct project
beneficiaries (133women, 37 men and 32 youth) have been selected and trained on shea conservation
and nursery management. Some of the challenge was that the project launch which was expected to
bring together French Ambassador to Ghana, other top officials from the French Embassy in Accra,
project partners (including the media), and project beneficiaries was also not done because of

50
COVID-19. The has also been difficulty in securing additional funds to procure and supply personal
protective equipment (nose masks, Veronica buckets, hand sanitizers) in line with the covid-19
protocols for our meetings. Obviously, this was an unbudgeted yet necessary procurement given the
situation.
Comment
The project had made progress as the activities public education and sensitization on shea butter and
the training of beneficiaries on the conservation and nursery management of the shea trees were
accomplished. For example, in the village of Janyili the youth will not allow anyone to cut down a
shea tree. However, Covid-19 outbreak and restrictions especially the ban on social gatherings delayed
project activity implementation by four (4) months. As a result, very important activities including
planting of shea trees and other tree seedling could not be done because the recommended season
for transplanting seedlings (late May –early June) was fast gone and therefore, will have to be done
next year. The project is ongoing as the covid-19 restrictions have been eased.
Lessons learnt
So far it can be said that the involvement of established community structures such as the chiefs,
assembly persons and women’s leaders in the community level committees has enhanced the early
communities’ ownership and hence support for the project interventions in general.

51
 Organization AGORO NE OBRAPA PROJECT

Project Swimming project for deaf and blind children in promoting inclusion
Amount GHȻ Project Duration 18 Months
Staff Strength 7 Years of Operation 10
Geographic scope District (Cape Coast) Estimated Work done 25%
Project Summary
ANOPA seeks to improve the life conditions of children and the adolescence in the region of Cape
Coast through the use of Sports. ANOPA believes young people should be strengthened through
sports and education programs in developing their personality. ANOPA aims to achieve these
objectives through the use of Sports. The objectives of ANOPA’s project is to enhance the awareness
of deaf and blind children in swimming, use swimming to bridge the gap between the deaf and blind
children and the other children and use swimming to promote quality education which is central to
sustainable development and a tool to break the cycle of poverty and encourage social cohesion
among the deaf and blind children in ten (10) communities within the Cape Coast Metropolis.
Relevance
There is a huge social exclusion and discrimination among deaf children. They are excluded sections
of the society with society's misperception that they are the 'Breed Apart'. In Cape Coast, Ghana there
are more than 5000 deaf children who are pitied, ignored, vilified and hidden away in institutions, and
homes or on the streets. This project is trying to reduce these barriers, reach these children and
provides more than 1,500 of these children with a voice by giving them education through the use of
swimming. Compounding the issue of children’s’ disabilities is also the situation where almost all of
them come from very poor households with their parents and care givers requiring lifeline support
just to get by. This project subscribes to Ghana’s achievement of SDG 10 reducing inequality.
Comments
The project started in June 2020 with the preparatory activities though this was hampered by the
Covid Protocols. Group meeting started in August 2020, where activities such as engagement and
sensitization of authorities from the School for the Disabled and parents of the children have been
undertaken, swimming lesson started in the latter part of August. A challenge encountered were
parents’ unwillingness to allow their children to swim. The project team also had to combat some
cultural superstitions and fears and beliefs of water bodies.
Some early signs of change have been witnessed from the beneficiaries. A key observation is the
punctuality exhibited by the beneficiaries when it is time to bus them to the have indicates genuine
interest in the program, none of them have ever missed a swimming date. It has also been observed
that the beneficiaries have improves their socialization making friends with Children not living with
disability children and finding a way to engage in conversations. This cuts across the participants.
There has also been a reduction in for lack of better word “fear” of the children living with disability
from non-disable children who are increasingly befriending and socializing together.
Almost 99% of the deaf and mute children come from destitute homes, ANOPA has secured funding
from Depay Foundation to pay for their schooling. ANOPA was the most vociferous in complaining
of the online training from WACSI especially with regards to Financial management where the
Management said even after the training the participants could not practically apply the skills taught.
Also, a help hotline provided by WACSI remained unanswered when they called for assistance.

52
 Organization NUBIAN VAULT ASSOCIATION (AVN-GHANA)

Project Emergence, strengthening and support of the sustainable housing market in

Upper East Region, Ghana
Amount GhȻ Project duration 12 months
Location Garu District
Status Project On-going Project Estimation 60%

Project Summary
In Ghana, the housing deficit is estimated to be in excess of 1.7 million units as of December 2015,
with an increase in annual demand for housing units of over 60 000 affordable housing units. The
Nubian Vault Association’s programme has the goal to improve living conditions, economies and
vocational training for as many people as possible through the emergence of an appropriate housing
market in Sahelian West Africa. A household, it is an investment in the health of all the family
members, increasing their productive capacity and their well-being. But crucial as it is, housing is a
widely neglected issue. Therefore, the objective of this project is to improve the living conditions of
the local population through the emergence of an adapted housing market and the strengthening of
young people's employability. In order to make this market emerge, AVN focuses on specific areas
where dual vocational training is implemented and the housing demand is promoted
Relevance
Architecture in the Sahel traditionally used raw earth brick walls and wooden roofs, but woody
resources (mainly « bush wood ») have become rare or have disappeared due to deforestation and
demographic changes. For their roofs, most of the families have no choice but to turn to zinc sheets,
despite their high cost, their poor thermal and acoustic comfort, their lack of aesthetic and
architectural qualities (loss of roof terraces), their rapid degradation and their inadequacy to extreme
climatic events (wind-lifting of roofs for example). On the environmental front, people in the Sahel
are particularly vulnerable to current and future trends in climate change, making the need for
comfortable, sustainable and resilient housing all the more urgent. Moreover, the housing issue is
highly interesting to tackle: constructing adapted and resilient houses is beneficial to the whole family.
Having a better house helps the residents (men, woman and children) to stay in good health.
Effectiveness
There was the sensitization of the public about the Nubian vault technique and the selection of people
who wanted to get involved in the training. The activities of training the selected individuals to become
Nubian Vault masons was successfully accomplished as they were trained to build their own houses.
The training comprised of the on-sight training (which was made up of 7 masons and 7 apprentices)
and the in-class training which was to train masons who had been trained in the past. (32 persons were
trained). Some incentives were distributed to poor rural households to build their houses if they would
choose the technic. Only 3 of the incentives has been provided so far instead of 15. This is demand
driven aspect of the project, the inability to give more incentive for construction to take place is due
in large part to Covid disrupting the project implementation.
Comments
The project had three components in the activity implementation. The first component involved
Training and capacity building of people to become masons of the Nubian vault to help develop their
53
activities and has been completed. The second component involved the sensitization and awareness
raising of institutional and potential operational partners who could help spread the program through
their own network. This component could not be completed totally because Nubian Vault had to
stop the meeting and also, they had to travel from region to region. The third component was affected
by the covid-19 pandemic and restrictions by the government.

The project was very efficient. And the only challenge or issues was that they had to do an
intermediate report a bit too early.

There is a high chance for the practice will be sustainable even when the project is being completed.
The incentives given to the individuals to assist them in making their house is not too big and as a
result they will be able to use their own to build these houses.

54
 Organization A ROCHA GHANA
Project Community Collective Action for Food Security, Climate Mitigation and
Conservation of the Newly Designated Lake Bosom We Biosphere Reserve
Amount GHȻ Project Duration 12 Months
Location Ashanti Region
Staff Strength 21 Years of Operation 20
Geographic scope National Estimated Work done
Project Summary
This project is a 12-month project by A Rocha at Lake Bosomtwe, in the Ashanti Region. The project
aims to engender local self-organization to enable more sustainable agriculture and resources use,
thereby reducing land degradation and mitigating climate change, whilst enhancing natural resources
and livelihoods. The project will enhance the capacity of 75 farmers in conservation agriculture
(protocols in bio pesticides, biofertilizers, composting, mulching, land preparation and tilling). They
will be supplied with seeds and farming equipment to support the conservation agriculture. 5 acres
of degraded shoreline will be restored with a mix of 12,000 indigenous and fruit tree species to serve
nutritional gains, mitigate climate change and enhance biodiversity. Importantly approximately 3000
community members will be self-organized, educated and their awareness raised to make decisions
for sustainable conservation practices, water protection and climate change in a series of behavior
change engagements.
Relevance
Lake Bosomtwe and its catchment area are an example of a Lake ecosystem with unique blend of
species (including endemic Tilapia busman) and habitats - wetland, forested catchment, marshes and
grassy ridges. The catchment supports a population of approximately 50,000, whose main livelihoods
are fishing, farming and tourism. Baseline environmental challenges include serious deforestation and
soil degradation on the steeply sloped farmlands, driven by the continuing advance of an
unsustainable agricultural frontier (including clear cutting, burning and intensive use of chemical
farming along Lake Fringes leading to pollution of the Lake). Current farmer-reported climate change
trends further exacerbate the threat to this unique site. In 2017 it was designated as a biosphere reserve
by EPA.
Effectiveness
The design of the project so far has proved adequate in addressing. The project team has been able
to use indigenous trees/commercial trees such as coconut to protect the banks of the river as well as
provide some short-term benefits for the community. Also, capacity on climate smart cropping
systems (CSCS) has been taught to the farmers within the community.
Comments
There have been time slippages due to the A Rocha team receiving the first tranche during the minor
rainy season, other reasons for the delay is the culture of the community within the project catchment
area. In contrast to the project work plan A Rocha immediately embarked on planting to take
advantage of the rains before engaging in the training. They also took advantage of the cultural
practice of not fishing or farming on Tuesdays to conduct the training and meeting.

55
 Organization THE CENTRE FOR POPULAR EDUCATION AND HUMAN RIGHTS
GHANA
Project Empowering Vulnerable communities (the Ghanaian LGBT communities)
to make informed decisions that influence their sexual and reproductive
Health Rights and wellbeing
Amount GHȻ Project Duration 12 Months
Location Ashanti Region, Greater Accra, Eastern and Central Region
Staff Strength Years of Operation 17
Geographic scope National Estimated Work done 40%
Project Summary
This project is a 12 months project by the Centre for Popular Education and Human Rights Ghana.
The project seeks to address the issue of inadequate education and awareness on SRHR activities and
services in Ghana among LGBT communities. The main object is to empower the Ghanaian LGBT
community on Sexual Reproductive Health and Rights in the context of Human Rights and create
awareness through education of community members on SRHR activities and services, which include
STIs and HIV as well as human rights issues.
CEPEHRG, is to organize a two-day empowerment meeting for 100 LGBT Community members in
four regions namely; Greater Accra, Central, Ashanti and Eastern Region. CEPEHRG will organize
3 SRHR fairs for LGBT women in Accra, organize interactive theatre performances in the four
regions. CEPEPHRG will collaborate with stakeholders to develop electronic IE&C materials on
SRHR issues to be disseminated on social media among the Ghanaian LGBT community to empower
them on their rights as enshrined in the 1992 constitution.
Relevance
From its extensive experience working in the LGBT community CEPEHRG responded to a gap in
LGBT community’s lack of knowledge and network of its membership and their respective capacity
in terms of business and service provision. As well as to create space for socialization.
Effectiveness
The project activities were due to start in March 2020 but due to the Covid 219 lockdown CEPEHRG
started in August of 2020. To date CEPEHRG has organised one fair at Cleaver House in September
2020 for LGBT community and conducted three trainings (Ashanti, Greater Accra and Central
Region). It is left with the training in the Eastern region. Other as activities outstanding are group
events such as the interactive theatre and another entrepreneurship fair.

In terms of sustainability and anchoring the project, CEPEHRG has integrated institutions into their
program with the training being conducted by staff of Planned Parenthood Association of Ghana
(PPAG), Commission for Human Rights and Administrative Justice (CHRAJ) and the Ghana Health
service (GHS). This bodes very well for the sustainability since these are institutions whose mandate
and operational activities overlap with the CEPEHRG

56
APPENDIX

1. List of Participants
2. CSOs Interview Guide
3. Questionnaire 1-TraininginAgent
4. Questionnaire 2-Trainers (WACSI)
5. Questionnaire 3 CSO Management
6. Partnership Survey

57
 List of Participants

S/N Name Organisation Contact Tel / Email

1. Alexandre Foulan Alexander.foulan@diplomatie.gouv.fr
French Embassy

2. Marion Chapon
French Embassy marion.chapon@diplomatie.gouv.fr
Sejourne
3. Frank Sombo WACSI fsombo@wacsi.org

4. Charles VanDyck WACSI cvandyck@wacsi.org

5. Jimm Chick
WACSI jcfomunjong@wacsi.org
Fomunjong
6. Samuel Appiah WACSI sappiah@wacsi.org
7. Kwabena Kroduah WACSI kkroduah@wacsi.org
8. Gervin Chanase WACSI gchanase@wacsi.org
9. julianaelsieadanoo@gmail.com
Juliana Adanu Helping Learning Living
0247924921
10. Matildaesenam9@gmail.com
Mathilda Loga Helping Learning Living
0246706175

11. Pius Kojo Adigbey Helping Learning Living 0550544310

i.nyampong@arhr.org.gh
Alliance for reproductive
12. Isaac Nyampong 0248307521
Health Rights

Nii Ankoma Annorbah- Alliance for reproductive n.sarpei@arhr.org.gh

13.
Sarpei Health Rights 0244746569
abarkahamza@agrointroductionsgh.org
14. Abdullah Hamza Agro-introductions
0247018606
Mudasir Zanyeya Yakubumudasir1@gmail.com
15. Agro-introductions
Yakubu 0247990989

Net Organisation Youth and

16. Alhassan Iddi Aaiddi2000@gmail.com
Development
Net Organisation Youth and
17. Gdande Yaw Joseph Gbande.joseph@yahoo.com
Development

58
S/N Name Organisation Contact Tel / Email
18. Isabelle Houessou Nubian Vault Association isabelle.houessou@lavoutenubienne. org

Cabral Adagewine
19. Nubian Vault Association cabral.adagewine@lavoutenubienne. org
Asumboya
steve@savsign.org
20. John Stephen Agbenyo Savanna Signatures
0244421532
alidu@savsign.org
21. Alidu Zakaria Savanna Signatures
024344719

22. Rahana Mohammed Savanna Signatures info@savsign.org

Sylvia Agyarkowaa Presbyterian Agriculture Olansyl97@yahoo.com

22.
Ziggah Services 0246339585
Presbyterian Agriculture Nunifu2014@yahoo.com
23. Nunifu Buutmang
Services 0242103482
Presbyterian Agriculture neindowmoses@gmail.com
24. Moses Neindow
Services 0207784183
anthonyasanteaddo@yahoo.com
25. Anthony Asante Addo Play Soccer Ghana 0244773013

wunzako@gmail.com
26. Ibrahim Abdul-Latif Play Soccer Ghana
0249581999
Dickson Antwi dicksonberkomah@yahoo.com
27. Play Soccer Ghana
Berkomah

William Bismark Williambismarkquartey37@gmail.com

28. Play Soccer Ghana
Quartey 0540736455
Sabina5annan@gmail.com
29. Sabina Annan Play Soccer Ghana
0540500590
Care and Action for Mental samuelhanu@yahoo.co.uk
30. Samuel Cudjoe Hanu
Health in Africa
Care and Action for Mental
18. Isaac Mawuenyega Health in Africa quameike@yahoo.com

19. Eva Gagakumah A Rocha Ghana eva.gagakumah@arocha.org

59
S/N Name Organisation Contact Tel / Email

20. Christopher Dankwah A Rocha Ghana christopher.dankwah@arocha.org

21. Emmanuel Akom A Rocha Ghana Emmanuel.akom@arocha.org

musahanopa@gmail.com
22. Musah Mohammed Agoro ne Obrapa
0247565031

Elsinaannang16@gmail.com
23. Elsina Annang Agoro ne Obrapa
0265161889

Priscilla N.A Boatema

24. Caritas Ghana pzan@caritas-ghana.org
Zan

25. Father Sebastien Caritas Ghana

26. David Issaka Caritas Ghana

27. Father Sackey Caritas Ghana

Samuel Owiredu sowiredu@cepehrg.net

25. CEPEHRG
Hanson 0208266131

leslieowusu222@gmail.com
26. Leslie Owusu Prince CEPEHRG
0245057224

Huseina Mohammed
27. CEPEHRG 0244068459
Meyaki

Reproductive Advocate paultagoe@ymail.com

28. Paul Teiko Tagoe
Health Education-Ghana 0261700444

29. Mohammed Tahir Dunk Grassroots mo.tahir@dunkgrassroots.org

30. Eric Akodu DUNK Grassroots eric@dunkgrassroots.org

60
 Interview Guide

PISCCA FSPI EVALUATION INTERVIEW GUIDE

Respondent: CSOs,

CRITERIA Key Question Sub questions Indicators if Sources of data Data Collection
any Method(s)
Relevance
1.1Details of how the 1.1.1 What weaknesses if any has the support
CSOs has benefited in program influenced in the CSO?
terms of capacity
through the PISCCA
FSPI
2.1Details of the 2.1.1 How well does the FSPI program relate
program’s to governance priorities at internal, local, and
significance with national levels?
respect to increasing
voice, accountability
and responsiveness 2.1.2 How well did the FSPI program relate to
within the local French Embassy in Ghana’s Country Strategy’s
context. aims and objectives?

2.1.3 To what extent were project

stakeholders including beneficiaries involved
in the formulation and design of the project

3.1.1. How do the results contribute to each

Effectiveness 3.1 To what extent did
of the outcome areas of the project
the FSPI support program
objectives?
achieve its objectives?
3.1.2. In what way has the NGOs contributed
to the objectives?

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CRITERIA Key Question Sub questions Indicators if Sources of data Data Collection
any Method(s)
3.2.1 Did key stakeholders fully participate in
3.2Assess the level of
stakeholder involvement the project?
and its impact on the
achievement of objectives 3.2.2 Did the right stakeholder benefited from
the project; were there other important
stakeholders not included?

Efficiency: 4.1 How far funding, 4.1.1 Were there obvious links between
personnel, regulatory, significant expenditure and key program
administrative, time, outputs?
other resources and
procedures contributed to
or hindered the
achievement of outputs. 4.1.2 What are the examples of leveraging
other resources or partners in joint
campaigning through this project?

4.1.3 How did the project monitoring and

evaluation frame work influenced co-
ordination and decision making

Impact and 5.1 Details of the broader

evidence of economic, social, and 5.1.1 What was the FSPI support program’s
change political consequences of
overall impact and how does this compare
the program and how it with what was expected?
contributed to the overall
objectives of the FSPI
project and to CSO 5.1.2 Did the program focus the intended
Capacity. target groups and with which audiences did
the program interact as compared with those
who were anticipated?

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CRITERIA Key Question Sub questions Indicators if Sources of data Data Collection
any Method(s)
5.1.3 Who were the direct and indirect
beneficiaries of the program?

5.1.4 What difference has been made to the

CSO and the lives of those involved in the
program?

6.1.1 Were there other partnerships that

Partnership: 6.1 How well did the
partnership and would have made the project more effective
or impactful?
management
arrangements work and
how did they develop
over time?

Equity: 7.1 Discussion of social 7.1.1 How did the program actively promote
differentiation (e.g. by gender equality?
gender, ethnicity, socio-
economic group,
disability, etc.) and the 7.1.2 What was the impact of the program on
extent to which the children, youth and the elderly?
program had a positive
impact on the more
disadvantaged groups: 7.1.3 How were the needs of excluded
groups, including people with disabilities and
people living with HIV/AIDS, addressed within
the program?

Sustainability 8.1 Potential for the 8.1.1 What are the prospects for the benefits
continuation of the impact of the programme being sustained after the
achieved and of the funding stops?
delivery mechanisms
Did this match the intentions?

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CRITERIA Key Question Sub questions Indicators if Sources of data Data Collection
any Method(s)
following the withdrawal
8.1.2 How could collaboration, networking and
of existing funding. influencing of opinion support sustainability?

Visibility 9.1.1 Have interventions been publicised and

9.1 Appropriateness of
are the stakeholders aware of the support
the communication tools
and approaches. organisation(French Embassy in Ghana)’s
contribution?

Replicability 10.1 How replicable is the 10.1.1 What aspects of the programme are
process that introduced replicable elsewhere?
the changes/impact?
Refer especially to
innovative aspects which
10.1.2 Under what circumstances and/or in
are replicable.
what contexts would the programme be
replicable?

Lessons learnt 11. 1How can we improve 11.1.1 Consider what could have been done
future program design differently or better during the lifespan of the
and management project.

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Ques 1 TRAINING AGENT FEED BACK WACSI TRAINING PROGRAMME BENEFICIARY/PARTICIPANT

Dear Sir/Madam,

You recently were part of the WACSI Training under the French supported PISSCA project which trained
participants in 1. Financial Management 2. Monitoring and Evaluation 3. Project Management and 4.
Communicating Impact Kindly answer these questions as concisely as possible and email to
jonas@cicadaconsult.com before the 30th of October 2020.

1. Based on the programme, what were the key takeaway for you?

2. How has the training programme on (choose on the four topics) …………………………….. at WACSI affected
the quality of your work?

3. Have you been given the opportunity to use some of your enhanced capacity in your organisation since
the training?

4. Do you believe your added capacity has strengthened your organisation? If so kindly elaborate

5. What data/evidence exists to support the change in your work prior to and after your training?

6. What are the key improvements you would want to see made in future training programme like the this?

7. Is there any other information concerning the training you would like to add?

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Ques 2. PISCCA WACSI TRAINER QUESTIONNAIRE

Dear Sir/Madam,

Your institute recently conducted capacity building training under the French supported PISSCA project which
trained participants in 1. Financial Management 2. Monitoring and Evaluation 3. Project Management and 4.
Communicating Impact. This questionnaire is to seek your individual view on the program. Kindly answer these
questions as concisely as possible and email to jonas@cicadaconsult.com before the 30th of October 2020.

1. In your view were the selected CSOs appropriate for the training?

2. In your view were what were the key impacts and benefits to participants and participating CSOs?

3. What general and specific challenges did you face in delivering on the training?

4. On hindsight what would you do differently were you to conduct this training again?

5. Make recommendations covering:

a. the beneficiary institutions (CSOs) and

b. training sponsor (FSPI PISCCA)

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Ques 3-MANAGEMENT OF BENEFICIARY INSTITUTIONS (PISCCA CSOs) OF THE WACSI TRAINING

Dear Sir/Madam,

Two members of your organisation recently partook in a training at WACSI as part of the French Embassy
supported FSPI PISCCA program. Kindly answer a few questions as concisely as possible with regards to the
program. Do send email your response to jonas@cicadaconsult.com by 30th October.

1. Has any of the participants of the WACSI training been given the opportunity to use the skills and capacity
learned?

2. Did the training of two member of staff make any difference to your organisation? If so/not kindly
elaborate

3. What are the critical risks linked to weak CSO participation in governance within your
community/district/region/country?

4. What has been gained/learned by your CSO following the training at WACSI? Is there any evidence to back
your observation?

5. Make recommendations covering

a. the training program

b. Training institution (WACSI) and

c. training sponsor (FSPI PISCCA French Embassy)

6. What information concerning the training you would like to add?

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 PARTNERSHIP SURVEY

Dear Sir/Madam,

The French Embassy in Ghana wishes to assess its partnerships, as a means of better
impacting change in Ghana through its support activities and gain insight/feedback
on partner perception of French activities (specifically its FSPI PISSCA program).
This survey is being undertaken by an independent consultant to ensure respondent
anonymity and confidentiality. The survey is due by the 30th October 2020) kindly
respond promptly. Send response to daniel@cicadaconsult.com. Do tick/fill the
appropriate column

Q1a. Which type of civil society organization do you work for? Tick as many as
applicable

Organization type Tick/Fill

Community Based Organisation
Faith based Organisation
Media (print, radio, audio-visual, social media etc.)
Social Enterprise
Academia or think tank
Foundation
Other (please specify)

Q1b, how would you describe your Organisation in terms of geographic reach and
scope? Tick one

National based (branches in all regions)

Sub-national (branches in a few regions)
Regional (based in one region, activities in one region)
District based
Community based

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 Q2. For how many years has you/your organization partnered/collaborated with the
French embassy here in Ghana?

Year range Tick/Fill

10 + years
5 – 10 years
1 – 5 years
0 – 1 year
never

Q3a. Name not more than 10 donors you have worked/collaborated with
(regularly or onetime work) in Ghana?

Donor/Development Partner Regular One-time

1
2
3
4
5
6
7
8
9
10

Q3b. What types of projects do they mostly fund? Number in order of

priority with 1 being the most common and 7 the least popular

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Advocacy (awareness raising, education, sensitization, peer to peer learning)
policy change dialogue Platforms, networks etc.
Capacity-building (training, coaching, mentoring)
Operational
infrastructural
Community mobilization
Research

Q3c. Normally how much in terms of financial support is provided as

support? Number in order of priority with 1 being the most common and 5
the least popular

1,000-5,000 usd
5-10,000 usd
10,000-50,000 usd
50,000-100,000 usd
Above 100,000 usd

Q3d. In your interactions with other donors, how familiar are they with the
French embassy in Ghana and its activities with CSOs?

Familiarity Tick/Fill
Very Familiar
Familiar
Not familiar/
Not at all familiar

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Q4. How strongly do you agree or disagree with the following statements?
(Kindly score a maximum of 5 stars, with the definition of the stars as: 5 stars =
Strongly Agree, 3 stars = Neutral, 1 star = Strongly Disagree)

Answer 5 4 3 2 1

My perception of the French Embassy is favorable

French Embassy is a valued partner to my organization

French Embassy plays a relevant role in the development of

countries, and reflects the development priorities of its partners

Q5. What value does the French Embassy in Ghana bring to your organization?
(Kindly select 3-5 choices in order of priority, with 1 being the most important and 5 the
least)

Values Tick as appropriate

Technical expertise
Programme and project implementation
Capacity development
Convening power
Thought leadership on the global development agenda
South-South and Triangular Cooperation
Policy advice
Global network
Leveraging financing for development
Operational services
"On-the-ground" presence
Integrated solutions to development challenges
Innovative development solutions
Neutrality and impartiality
Other

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Q6. In your opinion, how much is the French Embassy contributing to the following
development priorities? 5. Very Strongly 4. Strongly 3. Neutral 2. Not Much 1. Not at All

Answer 1 2 3 4 5
EDUCATION: Higher education academic and scientific co-
operation
GOVERNANCE and Civil Society:
Strengthening effective, inclusive,
and accountable governance and Strengthening NGOs
RESILIENCE: Enhancing crisis prevention and recovery capacities
to build resilient societies
ENVIRONMENT: Tackling climate change and environmental
damage
ENERGY: Transitioning towards clean, renewable, and affordable
energy
GENDER: Strengthening gender equality and the empowerment of
women and girls
Health

Cultural Cooperation

SPORTS

Language Cooperation

POVERTY: Keeping people out of poverty

Q7. How strongly do the following statements describe the French Embassy?
(Kindly score a maximum of 5 stars, with the definition of the stars as: 5. Very Strongly 4.
Strongly 3. Neutral 2. Not Much 1. Not at All)

Answer 1 2 3 4 5
Tailors its activities and capacities to national context and needs
Provides high-quality technical expertise
Implements quality projects and programmes
Provides innovative solutions
Delivers results
Collaborates with development actors to solve complex issues
Ensures maximum value of investments

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 Maintains high level of transparency
Provides quality reporting
Maintains timeliness in reporting
Effectively communicates results
Consults and involves partners in key initiatives and events
Consults and involves partners in key initiatives and events

Q8. How satisfied are you with French Embassy’s contribution to the FSPI PISCCA
program in each of the following areas? (Kindly score a maximum of 5 stars, with the
definition of the stars as: 5. Very Strongly 4. Strongly 3. Neutral 2. Not Much 1. Not at All)

Answer 5 4 3 2 1
Supporting Ghanaian civil societies to take advocacy actions and promote
development issues imperative to the country’s development
Pursuing coordinated resource mobilization with other Country Team
members
Contributing to analysis and evidence collection underpinning the local
NGO’s work
Providing integrated development solutions in collaboration with other
stakeholders

Q9. How can French Embassy best contribute to the achievement of the SDGs?

Contributions Tick/Fill
Support national and local governments with development planning and
implementation
Facilitate greater access to public and private financing for the SDGs
Develop broad partnerships and coalitions that push for large-scale
development change

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Q10. How can the French Embassy in Ghana improve its support activities through
FSPI PISCCA?

Thank you for your feedback!!!

74