CHRISTIAN RURAL AID

NETWORK
(CRAN), GHANA
(Meeting Rural People at their point of
Need)

AN ORGANIZATIONAL PROFILE
(WITH FOCUS ON MICROFINANCE)

CRAN AS A LOCAL RURAL

DEVELOPMENT NGO WORKING TO
END POVERTY IN GHANA

1.0

INTRODUCTION

The purpose of this document (CRANs organisational profile) is to introduce CRAN and its
work i.e. its programmes, projects and activities, which it undertakes within its various target
areas in parts of Ghana.

2.0

ABOUT CHRISTIAN RURAL AID NETWORK (CRAN)

The Christian Rural Aid Network (CRAN) is a rural development organisation established in
1993 with its seat in Cape Coast in the Central Region of Ghana. It is registered as an NGO
(under the Companies Code 1963, Act 179) with the Registrar Generals Department
(Registration No: 56925), and also with the Department of Social Welfare (Registration No:
DSW/671). CRAN is also an active member of the Ghana Association of Private Voluntary
Organisations in Development (GAPVOD) as well as the Ghana Micro-Finance Institutions
Network (GHAMFIN).
CRAN has as its broad aim to promote the socio-economic development of the rural poor and
by that working and contributing in a most professional and qualitative manner towards
ensuring an improved quality of life for the over 60% of Ghanas population who reside in
mainly squalid and distressed rural communities.
CRANs work is based on the values of Christian motivation and obligation towards the
development of the individual as a whole. In this regard it employs and promotes demandled or self-help strategies towards rural community development and rural poverty reduction.

2.1

CRANs Vision

CRANs vision is to see a Ghanaian society in which, poverty and its concomitants including
hunger, illiteracy, ignorance and squalor, which characterize the lives of majority of the
countrys rural population are substantially reduced if not completely eradicated, leading to
the achievement and sustenance of social justice.

2.2

Our Mission

To work towards improvement in the quality of life for the rural poor and disadvantaged
populations and communities in a holistic manner (physically, socially, economically and
spiritually) with emphasis on the economic and social empowerment of women as well as the
right of children to quality formal basic education in a most professional and qualitative
manner.

2.3

Our Core Values

Paramount are the people we serve. To act with passion for the poor, the
disadvantaged and the vulnerable, while upholding credibility and professionalism.

2.4

Our Broad Objectives

CRANs broad objectives are to:

Achieve social and economic development and improved quality of life for poor and
disadvantaged rural households and communities with emphasis on women and children
within CRANs geographical scope of operation.

Promote and provide access to quality formal basic education for children within deprived
rural communities and by that contributing to bridging the urban-rural, gaps in basic
education in Ghana and also as long-term means to poverty reduction.

2.5

Our Key Policy Steps towards Achieving Objectives

In striving to achieve the above objectives, CRAN has adopted a number of policy steps and
strategies some of which include:

Working in partnership with relevant governmental institutions and agencies, local

(decentralised) political and administrative bodies (District Assemblies) and departments
to initiate and implement development programmes and projects at the village level.

Working in close partnership with other NGOs, churches and church organisations to
bring development to the rural poor, the needy and the disadvantaged in our target
communities.

Promoting the concept of self-help among target communities in order for these to
contribute towards their own development and social well being.

Seeking innovative ways to raise funds both locally and internationally including
partnerships with foreign donors and foreign development organisations, Christian
organisations and churches in support of CRANs development programmes and projects.

Using microfinance as a tool for poverty alleviation and wealth creation and by that
providing access to microcredits for poor rural households towards the promotion of
income-generating activities while at the same time inculcating savings culture among this
same target group.

Promotion of vocational and entrepreneurial training targeted at rural women towards the
acquisition of self-employable skills for income-generation activities.

Incorporating HIV/AIDS prevention and related issues in all of CRANs development

programmes and projects at the community level.

Developing and maintaining CRAN as a professional quality organisation.

2.6

CRANs Main Programme Areas

CRAN operates along two broad programme areas. These are:

a)
Microfinance for Development programme
b)
Social Development programme

3.0

MICROFINANCE FOR DEVELOPMENT

CRANs Microfinance programme is professionally managed and distinctively separate from

its Social Development Programme, although it is common to find that microfinance
constitutes a key component in a number of CRANs social development projects.
CRANs Microfinance programme broadly entails:
Rural and informal sector microfinance.
Extension of microcredits to poor households on both individual and group basis.
Rural savings mobilisation schemes based on the traditional Susu system.
Establishment of village banks and microcredit village agencies.
Promotion of small businesses at the rural and peri-urban sectors using microfinance.
Entrepreneurial skills training for target groups and clientele.

4.0

SOCIAL DEVELOPMENT PROGRAMME

CRANs social development programmes focus mainly on the following areas:

Promotion of quality basic education among target poor rural communities through
various strategies including:
- The provision of basic school infrastructure and facilities;
- Support for Early Childhood Development Programmes;
- Girl-Child Education Promotion and Child Education Support Schemes (CESS)
- Generally assisting to develop a community environment that stimulates parents to
send and retain their children in school; and
- Partnering with other basic education providers including the churches and
District Assemblies at the local level.
Promotion of vocational and entrepreneurial training for women and target rural
households towards self-employable skills development and empowerment.
Promotion of village micro-enterprises through the combination of appropriate
technologies, entrepreneurial training and microfinance towards rural poverty
alleviation as well as wealth creation.
HIV/AIDS prevention education and support for direct and indirect victims of the
pandemic through various programme activities.

5.0

GEOGRAPHICAL SCOPE OF CRANS ACTIVITIES AND

TARGET GROUPS

CRAN over the last ten years has been operating within parts of the Central Region, Western
Region and the Volta Region of Ghana. The specific districts across the regions where our
activities and operations are concentrated include:
Central Region:
- Mfantsiman District
- Abura-Asebu-Kwamankese District
- Cape Coast Municipality (including mainly rural and peri-urban fringes)

5
-

Komenda-Edina-Eguafo-Abirem (KEEA) District

Volta Region:
- Hohoe District
- Kpandu District
- South Dayi District
- Jasikan District
- Kadjebi District
Western Region:
- Shama-Ahanta East District
- Mpohor Wassa East District
In 2002, CRAN was selected by the Government of Ghana among a few NGOs to coimplement the Microfinance for Food Marketers component of the Emergency Social Relief
Programme (ESRP) in at least five (5) other districts in the Western Region. These included
- Ahanta West District
- Wassa West District
- Wassa Amenfi District
- Sefwi-Wiaso District
- Juaboso District.

5.1

The Seat of the Organisation

The seat and headquarters of the organisation is located in Cape Coast in the Central Region
whilst the regional office for operations in the Volta Region is located at Hohoe.

5.2

Specific Target Groups of CRANs Programmes and Projects

Our key target groups in all the districts within the Central and Western regions include the
several clusters of indigenous and migrant fishing communities dotting the coastline in these
areas as well as several distressed peasant farming communities. The key occupational groups
targeted include fishermen and fishmongers, farmers, agro-processors, food marketers and
retailers, artisans, petty traders, market women and various categories of informal sector
operators.
The main target groups among which we operate within the five districts in the Volta Region
are several distressed rural farming communities and also among small informal sector
operators including agro-processors, food marketers and retailers, artisans, petty traders,
market women with considerable emphasis on women.

6.0

ORGANISATIONAL STRUCTURE OF CRAN

The organisational structure of CRAN is composed of the following:

Board of Directors
Executive Management, and
Project Managers /Field Staff.
a)
Board of Directors

6
The nine-member Board of Directors of CRAN is the highest decision-making and governing
body of the organisation. Composed of individuals with varying but rich professional and
academic backgrounds, the Board assists in drawing and approving policies, plans and
programmes of CRAN as well as setting the strategic direction for the organisation in order to
meet its mission and long term objectives. Among other things, it is responsible for approving
the annual budgets of the organisation and in that sense the Board exercises the necessary
financial controls and checks over the organisation. The Board also advises on a wide range of
policy and technical issues while fostering a close relationship between CRAN and
government agencies, donor and partnering organisations as well as between other NGOs both
within Ghana and abroad.
b)
Executive Management
The Executive Management is the executing body that carries out the day-to-day management
and administration of the organisation. It is responsible for the implementation of policy
decisions, programmes and projects approved by the Board of Directors. The Executive
Management is also responsible for programmes and projects planning, budgeting,
fundraising and fostering project partnerships, projects implementation, monitoring and
evaluation and reporting. Headed by an Executive Director, the Executive Management is
composed of the Directors and Heads of the three main divisions of CRAN namely
Programmes and Projects, Microfinance and Administration/Finance. In addition to these are
the various Programmes Officers/Co-ordinators and the Head of Finance and Accounts. The
Executive Management is assisted in the execution of its functions and duties by a secretarial
and technical supporting staff at the organisations head office and regional office in Cape
Coast and Hohoe respectively.
c)
Project Managers/Field Staff
Local Project Managers and Field Staff are those stationed locally to supervise and manage
projects at the village community level. These include the various Managers of the Village
Bank Units of CRAN set up as part of its microfinance programme, including also
Microcredits Field Officers and Village Agents. Local Project Managers and Project Officers
directly carry out the specific and planned activities involved with the various projects,
working in close collaboration with the beneficiary/target communities. Local Project
Managers and Field Staff also carry out regular monitoring and evaluation of projects
assessing their impacts on the target groups while providing regular feedback link between the
CRAN main office and the project communities. They also assist in mobilising project target
communities for communal action and self-help activities as part of project implementation
and management.
d)
Grassroots Units as the Direct Beneficiaries
Grassroots units who are often the direct beneficiaries of CRANs activities do include whole
village communities led by their chief and elders and represented by Village (Town)
Development Committees, Assemblymen/women or Unit Committee Members, Members of
Parliament etc. Other direct beneficiaries include community based organised groups such as
womens groups, village production groups, church groups, youth groups and children.
Community project leaders most often elected by the project communities and trained by
CRAN liaise between local project managers and the community in order to ensure that
project activities remain on track and on schedule. A number of strategies including
Participatory Rapid Appraisal (PRA) Methods, Baseline Surveys and Rural Household Index,
Need Assessment etc. are used to identify project target groups usually the poorest of the poor.

7
CRAN Management also does have very regular direct technical-community interfaces with
both prospective and actual project communities at all stages of the project cycle. These
include the project conceptualisation and formulation, design, implementation, monitoring
and evaluation stages of the project. This is deemed crucial in order to afford target
communities maximum participation in all facets of the project.

CRANS ORGANISATIONAL STRUCTURE

CRANs Board of
Directors

Advisory
Committee on

Executive
Director

Director
Directorfor
for
Programmes
Programmes&&
Projects
Projects(PME)
(PME)

Programme
Officers /Coordinators
(PME)

Local Project
Managers / Officers

Director
Directorfor
for
Finance
Finance&&
Accounts
Accounts

Directorfor
for
Director
Administration
Administration

Regional and Branch

Accountants

Secretarial &
Accounting Staff

Technical &
Supporting staff

Local Social Projects

Employees and Staff

Directorfor
for
Director
Micro-Finance
Micro-Finance

Microfinance Regional
& Branch Managers

Microcredit & Savings

Unit Managers

Microcredit Field
Officers & Village
Agents

Grassroots Units and Rural Clientele

7.0

ALL ABOUT CRANS MICROFINANCE PROGRAMME

7.1

A Historical Overview

In 1993, CRAN initiated a rural credit scheme known as Small Scale Rural Lending Scheme
targeted at rural women in fishing related enterprises. The aim of the scheme was to provide
rural credits for the enhancement of income generating activities and the economic
empowerment of the target group. Group lending was encouraged to minimise default on
loans and delinquency, and also to provide group or collective collateral to enable the group
obtain larger volumes of credit from the commercial banks. The scheme, however suffered
some setbacks along the line accounted for by poor credit recovery rates and inadequate
capitalisation.
Between 1996 and 1997, the management of CRAN made painstaking efforts to study and
properly investigate reasons and factors accounting for the low success of the Small Scale
Rural Lending Scheme as well as similar schemes initiated by both government institutions
and other NGOs. Within the same period, other success stories elsewhere in the world were
carefully studied, especially, the Grameen Bank Model of Bangladesh and others in Africa
and Latin America. In addition, CRAN became a member of the world microcredits
movement (Microcredits Summit) through which it avails itself of valuable technical
information including information on other microfinance success stories elsewhere in the
developing world, as well as training opportunities for CRANs staff in the efficient
administration and management of rural credits.
Armed with these renewed knowledge and skills, CRAN re-launched its rural credit and
savings scheme in April 1998 as CRANs Microcredits and Savings Scheme based on a new
model and with innovative components that are intended to render the scheme sustainable,
with considerable positive impact on rural poverty reduction in Ghana. Key among these
innovations are emphasis on savings mobilisation and efficient micro-banking system, which
saw the establishment of village/community banks and women solidarity groups in target
areas to serve clusters of rural communities and populations. With a start-up operational
capital of only 5million cedis (US$1,500 as in 1998), the scheme was managed very
successfully, until two years later in 2000, when it received its first major capitalisation boost.
The CORDAID (formerly Bilance) of The Netherlands, having satisfied itself with the
operational mechanism of CRANs Microcredits and Savings Scheme and in particular, its
outreach to rural women, committed a total of US$185,000 towards the capitalisation of the
programme. Of this amount, US$100,000 was a micro-credit loan-in-aid1 meant to directly
capitalise the scheme, while US$85,000 was a grant-in-aid provided to fund other required
investments related to the programme. In 2001, the Deutsche Welthungerhilfe [also known as
German Agro Action (GAA)], which also became interested in CRANs Microfinance
scheme, provided some funds towards logistics and staff training. It also sponsored two
CRANs staff for a study tour of successful women-targeted Microfinance projects in Mali.
The Evangelischer Entwicklungsdienst e.V. (EED) of Germany in 2002 also provided an
80,000 grant facility for the direct and exclusive capitalisation of the microfinance scheme
which by then had commenced in the Volta Region of Ghana.
Today, CRANs micro-credit scheme is undergoing a rapid and a very healthy growth.
Starting with a humble client size of 50 in 1998, it now reaches a total of more than 10,000
families and clients across three regions of Ghana Central, Volta and Western Regions.
Women in particular have benefited and continue to benefit immensely from the scheme,
1

CRAN has since paid back this loan-in-aid to the CORDAID at an interest rate of 15% in local currency (cedi)
terms.

10
taking advantage of the programmes financial discipline and credit extension facilities.
Currently, women constitute more than 75% of total client size. Economic groups reached
include traders, fishmongers, fishermen, artisans, peasant farmers, and small-scale agroprocessors. A total of eight village/community bank units are currently in operation with a
total of 35 full-time employees under the programme. CRAN is currently set to expand the
programme to reach at least 30,000 clients by year 2010 and at least 50,000 clients by 2015
once the requisite capitalisation funds are secured.

7.2

Vision of CRANs Microfinance Programme

The vision of CRAN Microfinance is to achieve an improved and sustained quality of life for
the majority of the productive rural and peri-urban poor in the Ghanaian society through the
instrument of microfinance (in combination with other instruments), as a basis for attaining
and sustaining social justice.

7.3

Mission of CRANs Microfinance Programme

The mission of the Microfinance programme of CRAN is to provide innovative microfinance

services at affordable prices to the productive rural and peri urban poor in the Ghanaian
society with emphasis on women.

7.4

Main Objectives of CRANs Microfinance Programme

To reach 30,000 households with microcredits by the year 2010 and 50,000 households by
the year 2015.

To ensure that at least 70% of the rural and peri-urban poor who receive microcredits
under the programme by 2015 within the various target areas are and remain women.

Ensure that CRANs Microfinance covers at least five districts each within each of the
three target regions of Ghana - Central, Western and Volta Regions where CRAN is
currently operating by 2015.

CRANs Microfinance programme becomes fully self sustainable by 2010 and largely
independent of foreign donor funding.

Attain a microfinance institutional status that promotes at least 2.5% of clients from
subsistence to income generating to micro-enterprise and to small-scale industry yearly
staring from 2006.

CRANs Microfinance programme graduates into a fully-fledged microfinance institution

and thereupon becoming a key player in Ghanas microfinance industry by 2010.
Increase and achieve rural and informal sector savings mobilisation rate of 25% per
annum starting from 2006.
Provide entrepreneurial capacity building training and business advisory programme to at
least 25% of total registered clients in a year.

11

8.0

SUMMARY OF CRANS CURRENT MICROFINANCE

RELATED PROJECTS AND ACTIVITIES

Programme
/Project

Location

District / Threshold/ Sponsors/

Region
Target
Donors
Population.

Remarks

Micro-Banking, Savings &Group Lending Schemes

Cape
Coast,
District,
CR
Cape
Coast,
District,
CR
Cape
Coast,
District,
CR

1.

Cape Coast
Microfinance Bank
Unit

2.

Swidu Community
Microfinance Bank
Unit

Swidu- Cape
Coast

3.

Abura Community
Microfinance Bank
Unit

Abura- Cape
Coast

4.

Elmina Community
Microfinance Bank
Unit

Elmina

KEEA
District,
CR

5.

Shama-Kedzi
Community
Microfinance Bank
Unit

Shama-Kedzi

SAED
District,
WR

Cape Coast

Total of
50,000 in a
peri-urban
area
Total of
15,000 in a
peri-urban
suburb
Total of
20,000 in a
peri-urban
suburb
Total of
30,000 in a
peri-urban
suburb
Total 10,000
in clusters of
villages

CORDAID

CORDAID

CORDAID

CORDAID

CORDAID

6.

Hohoe Microfinance
Regional Branch
Bank

Hohoe

Hohoe
District,
VR

50,000 in
clusters of
villages

EED

7.

Kpandu
Community
Microfinance Bank
Unit

Kpandu

Kpandu
District,
VR

30,000 in
clusters of
villages

EED

8.

Kadjebi Community
Microfinance Bank
Unit

Kadjebi

Kadjebi
District,
VR

20,000 in
clusters of
villages

EED

9.

Group and
Individual Lending
Schemes

Selected
communities in
the AAK
district

AAK
District,
CR

10,000 in
clusters of
villages

GoG Social
Investment Fund
(SIF)

10.

Group Lending
Schemes

GoG Social
Investment Fund
(SIF)

Group and
Individual Lending
Schemes

Ho, Hohoe,
Kpandu,
Districts in
VR
KEEA
District
C/R

30,000 in
clusters of
communities

11.

Target
production
groups in three
districts in VR
10 selected
villages in the
KEEA District

2,000 women
as part of
nutrition

LIF Project
MOH, World
Bank sponsored

Services
informal sector
operators mainly
Services
informal sector
operators &
artisans mainly
Services market
women & food
marketers &
petty traders etc
Services women
fish processors
& fishmongers,
petty traders etc
Services women
fish processors
& fishmongers
Services
informal sector
operators, petty
traders &
farmers
Services
informal sector
operators, petty
traders &
farmers
Services
informal sector
operators, petty
traders &
farmers
Services
informal sector
operators, petty
traders &
farmers
Services market
women & agroprocessors, petty
traders etc
CRAN selected
to execute the
microfinance

12
Programme
/Project

Location

District / Threshold/ Sponsors/

Region
Target
Donors
Population.
CBNFSP of

promotion

12.

Group and
Individual Lending
Schemes

10 selected
villages in the
Kadjebi
District

Kadjebi
District,
VR

CBPRP project

2,000 women
as part of
nutrition
promotion

LIF Project
MOH, World
Bank sponsored
CBNFSP of
CBPRP project

Remarks
(LIF) component
of the project
here
CRAN selected
to execute the
microfinance
(LIF) component
of the project

Rural Micro-Enterprises Development Promotion Programme

13.

14.
15.

Village Entreprises
Development
Promotion
Programme
(VEDPP)
Womens oil and
cassava processing
project
Integrated Agroprocessing &
production project

Targeting 50
village
communities
Liati-Wote/
Logba
Gbi-Wegbe

16.

Mushroom & Snails

Growing projects

Liati-Wote

17.

Forestry & Bee

Farming projects

Liati-Wote

18.

Improvement of
Agricultural
production
projects

Twenty-five
(25) farming
villages

19.

Agro-processing
mills project for
women

Abakam
Fishing Village

Dzi Ngo Pa Oil

Processing Mills
Project

Efutu Koforidua

Hohoe
District,
VR
Hohoe
District,
VR
Hohoe
District,
VR
Hohoe
District,
VR
Hohoe
District,
VR

Several village
production
groups

EED

Aimed to
provide rural
employment &
sustainable
source of income

Total of 1,000
in four villages

CRAN
Freundeskreis
, EED

As part of
VEDPP

Total of 1,000
in a village

EED

As part of
VEDPP

Total of 3,000
in four villages

CRAN
Freundeskreis, EED

Pilot project as
part of VEDPP

Total of 3,000
in four villages

CIDA, EED

As part of
VEDPP

Hohoe
District,
VR

Total of 300 in
25 farming
groups

EED

As part of
VEDPP

Cape
Coast
District,
CR
Cape
Coast
District,
CR

Total of 3,500
in 4 adjoining
village
communities
Total of 8
separate agroprocessing
groups

Crossroads
USA, CRAN
Freundeskreis

As part of
VEDPP

Tara Jane
Trust, UK

As part of
VEDPP

Legend:
CRAN - Christian Rural Aid Network;
CR - Central Region;
KEEA Komenda-Edina-Eguafo-Abirem;
EU European Union;
EED Evangelischer Entwicklungsdienst;
VR Volta Region;
AAK Abura-Asebu-Kwamankese
CR Central Region
CBNFSP - Community-Based Nutrition and Food Security Programme
CBPRP - Community-Based Poverty Reduction Project
VEDPP - Village Entreprises Development Promotion Programme

MOH Ministry of Health

WR Western Region
LIF - Local Initiative Fund
GoG Government of Ghana
SAED Shama Ahanta East District
SIF - Social Investment Fund

9.0 CRAN MICROFINANCE: OPERATIONAL PROCEDURES

13
The operational procedures or mechanism of the microfinance programme are built on the
following components:

9.1

Savings Mobilisation

A key component of the microcredit scheme is the savings plan modelled on the time-tested
traditional Susu system. The Susu is a mobile informal bank that accepts fixed deposits
on a daily basis over a set period, thereby setting the depositor on a programme of financial
discipline.
Clients either deposit their daily savings directly with the village/community unit banks in
their area, or are visited on daily basis by CRANs well-trained field officers to collect these
savings. The savings plan is compartmentalised into compulsory savings and voluntary Susu
savings. The Compulsory Susu Savings (CSS) permits clients to take loans after a compulsory
deposit of 90 days, while the Voluntary Susu Savings (VSS) allows clients to deposit any
amount on a daily basis, which they are entitled to retrieve at any time. The voluntary Susu
savings client suffers a 3.2% deduction per month being commission charged on his/her
savings.

9.2

Credit Extension and Facilities/Procedures for Credit Delivery

After three (3) months of successful participation in the compulsory Susu savings programme,
clients qualify for loans. There are four categories of loan administered under the CRAN
Microfinance Programme.
a)

Short-Term Business Loan (STBL): On qualification, a client is required to put in an

application. Loan amount per client is usually 200% of clients total savings amount.
The saving is however; retained to serve as collateral and it is refunded to the client
only after a successful repayment of the loan. The maximum repayment term is six
months. The interest rate for STBL is at effective rate of 30% per annum.

b)

Long-Term Business Loan (LTBL): As in the case of the Long Term Business Loan
(LTBL), the client who qualifies for the credit facility is given 200% of his/her total
deposit with the deposit retained to serve as collateral until a successful repayment of
the loan. Maximum repayment period here is one year. The client is expected to pay
only the interest monthly on the total loan received for the period he/she keeps the
principal. When the period expires, he/she pays the bulk principal including interest
for that month. The interest rate here is 35% per annum. LTBL is granted to
creditworthy clients who have benefited from STBL for over two years and operate
successful businesses, which may take at least a year to yield income and profits. In
both cases of STBL and LTBL, clients retained savings are used to offset their debts
in case of any default in repayment of their loans.

c)

Group Loans/Lending Schemes: Group loans based on the Grameen model also form
an essential part of CRANs credit delivery and management system. Properly
constituted and well registered economic and production groups receive both longterm and short-term business loans. Solidarity group loans are also extended to clients
where group collateral guarantees loans for the group members. Loan repayments are
through the groups and their recognised leaders in charge. Groups are expected to
deposit 10% of the loan value as part of the collateral with loan repayment spread over
six months or one year depending on whether the loan is STBL or LTBL.

14

d)

Inventory Loans (Loans in kind): Inventory loans or loans in kind form part of
CRANs Microfinance programme. Under this, loans are packaged in the form of
agricultural and agro-inputs and delivered directly to farmers and agro-processors
other than cash. Currently, the inventory loan facility remains a veritable part of
CRANs Village Enterprises Development Promotion Programme (VEDPP) being
piloted in the Hohoe District in the Volta Region. Inventory loans are long-term loans
payable over one to three years at an effective annual interest rate of 25%. The
inventory loan facility is targeted at very poor farming households and communities
engaged in farming and or processing of farm produce for value addition and
marketing. Loan recovery is through group savings account.
e) Village Enterprises Development Component: The village enterprise development
concept represent CRANs attempt to move beyond Microfinance delivery to ensuring
that small credits actually benefit those they are aimed at, particularly, rural women
towards rural poverty reduction and wealth creation. Under the programme, women
are trained and set up in small production units for both agricultural production and
agro-processing activities. CRAN facilitates access to appropriate rural technologies,
micro-finance and entrepreneurial training. Normally, about ten (10) to twelve (12)
women form one processing village enterprise unit, which is structured strictly on the
principles of division of labour and specialisation rather than the normal group
production systems. Pilot projects in this area are under way in the Hohoe District of
the Volta Region.
f) Business Advisory and Training Component of the Scheme: The aim of this is to
ensure that rural clients (registered scheme members) who receive microcredits are
able to put these facilities to efficient and profitable use. In this way, the prospect for
improved quality of life at the household level becomes better while also loan
repayments tend to be less burdensome. Regular training workshops in record keeping,
basic bookkeeping, business management, business promotion, credit management,
good savings culture etc., are organised, where registered scheme members in all the
clusters are targeted. This is done in collaboration with local institutions and bodies in
the regions such as the Business Advisory Centre (BAC) of National Board for Small
Scale Industry (NBSSI) and the Intermediate Technology Transfer Unit (ITTU) of
GRATIS and the Alavanyo E.P. Trades School in the Volta Region. These
organisations provide the requisite expertise for training.
g) Micro-Banking Component (Village/Community Bank Concept): This entails the
construction and/or establishment of village /community bank units as part of the
effort to bring micro-banking to the doorsteps of target communities. The location of
unit banks close to clients also affords better understanding and appreciation of the
micro-banking concept and inspires confidence and trust. This is evidenced by the
rapid increment in the size of clients and the quantum of monthly savings mobilised.
Above all, it brings about increased efficiency in the running of the scheme.

GRAPHICAL PRESENTATION OF THE OPERATIONAL PROCEDURES &

MECHANISM OF CRANS MICROFINANCE

15

BULK DAILY SAVINGS LODGEMENTS WITH

AND BULK CASH WITHDRAWALS FOR LOAN
PAYMENTS FROM COMMERCIAL BANKS

MICROFINANCE BRANCH AND HEADOFFICES

MICROFINANCE BRANCH AND HEADOFFICES
AT CAPE COAST & HOHOE
AT CAPE COAST & HOHOE

Crosschecks all field returns brought by the MC

Crosschecks all field returns brought by the MC
Field Co-ordinator from the various units
Field Co-ordinator from the various units
In-puts and updates clients data on the Loan
In-puts and updates clients data on the Loan
Performer MIS
Performer MIS

Pays
Paysbulk
bulkdaily
dailysavings
savingsinto
intothe
theSSB
SSBBank
Bank
Processes
Processesall
allloan
loanapplications
applications
MF FIELD COMF FIELD COORDINATORS
ORDINATORS

visit VBs and MC Units

visit VBs and MC Units
regularly to crosscheck
regularly to crosscheck
accounts, collect data for
accounts, collect data for
computerisation at Head &
computerisation at Head &
regional Offices
regional Offices

Unit
Unit
Bank
Bank

MFOs
VAs /CAs
at the
village/PU
level

Unit
Unit
Bank
Bank

Unit
Unit
Bank
Bank

M FOs

MFOs

VAs /CAs
at the
village/PU
level

VAs /CAs
at the
village/PU
level

VAs /CAs
at the
village/PU
level

Unit
Unit
Bank
Bank

M FOs

VAs /CAs
at the
village/PU
level

Unit Bank
Unit Bank

M FOs

VAs /CAs
at the
village/PU
level

Clients in various Clusters of Villages and Peri-urban Communities

Legend:
MFOs-Microcredit Field Officers; PU- Peri-urban;
MC-Micro-credit

9.3

VAs/CAs-Village/Community Agents; VBs-Village Banks;

Loan Recovery /Repayment Procedures

The repayment of both LTB and STB Loans is done through clients daily savings or group
savings account. By the schemes accounting system, deductions are made to meet monthly

16
principal and interest instalments. Balances remaining after full loan repayment is discharged,
and added to clients retention fund, which could be withdrawn or added to initial savings
which forms the consideration for granting further loans.

9.4

Cash Repatriation to Head Office

Central account is opened at various commercial and rural banks including the SG-SSB Bank,
Ghana Commercial Bank and the Barclays Bank into which all cash mobilised for savings and
loan repayment are lodged. SG-SSB also extends its banking services to the unit banks by
accepting to mobilise and repatriate all cash deposits at our CRAN Microcredits unit banks on
regular basis thereby assuming the cash repatriation risk.

Box 1:
Strategies for Identifying Needy Target Groups
In identifying target communities and distressed households for microcredits
extension, CRAN employs Participatory Wealth Ranking (PWR) and the Housing
Index approaches as well as other baseline survey methods. This ensures that the
scheme actually benefits the desired target group- the poorest of the poor. Rural
women, however, remain the first line of beneficiaries of the scheme. So far, 80% of
CRANs rural microcredit beneficiaries are female household members engaged in
sorts of small scale enterprises.

10.0 OWNERSHIP AND GOVERNANCE STRUCTURE OF CRAN

MICROFINANCE
Being a company (NGO) limited by guarantee, CRAN is owned by the original Board
of Directors who guaranteed to the liability of the company as well as the entire staff of
CRAN.

10.1 Governance Framework

The governance and organisational framework of CRAN is made up of:
- The Board of Directors (same as on page 6)
- Microfinance Advisory Committee
- Executive Director of CRAN
- Director of Microfinance
- Unit Managers and Field Staff
10.1.1 The Board of Directors of CRAN (same as described in page 6)
10.1.2 Microfinance Advisory Committee
A seven-member Advisory Committee of Experts on Microfinance made up of a senior
banker, two Microfinance practitioners, a financial analyst and a legal officer has been
constituted to offer technical and expert advice solely and towards the efficient management
of CRANs Microfinance scheme. The Committee which is yet to have its full compliment of
members has a dual role. It advises the Board of Directors of CRAN on issues related to the
Microfinance scheme and guides the Microfinance Management Team on the management
and direction of the scheme. The Advisory Committee is mandated to assist in transforming

17
the CRANs Microfinance scheme into a full-fledged Microfinance Institution by the year
2010.
10.1.3 Microfinance Management Team
The Microfinance Management Team is the executing body that carries out the day-to-day
management and administration of the scheme. It is responsible for the implementation of
policy decisions of the Microfinance Advisory Committee. The management team is
composed of the Director of Microfinance, the Head of Operations, the Director of
Administration and the Head of Finance and Accounts and the Internal Auditor. The
management team has developed professional skills in microfinance over the years but these
skills have also been tempered with the virtue of great compassion for the poor.
Data Manager: The data manager is responsible for in-putting and capturing all clients data
related to daily savings loan disbursements and loan repayment schedules into the computer
for easy processing and accessing. He processes and generates monthly reports for all the unit
banks so as monitor the performance of each unit bank in terms of savings mobilisation, loan
recovery position, clients loan due etc., which are important information needed for risk
management. (CRAN has recently, acquired the Loan Performer software, a customized
computer-based microfinance management software from Uganda which forms the basis of
our MIS).
10.1.4 Unit Managers/Field Staff
Unit Managers and Field Staff are frontline staff stationed locally and are responsible for
direct microfinance transactions and activities at the village/community banks sited within the
village communities. These include village/community unit bank managers, cashiers,
field/credit officers and village agents. Majority of the staff here have been working with the
Microfinance scheme for between four to seven years. Also this frontline staff interacts with
the clientele on daily and regular basis and does have considerable passion for the poor and
while continually demonstrating immense dedication to their jobs. Below their specific roles
and functions are explained
Unit Managers: Seven Unit Managers and one Branch Manager man the various
village/community banks. Unit managers control and direct all the activities of the model unit
banks. They are responsible for staff and the resources attributed to the unit banks under their
jurisdiction. Unit managers control the field staff and other categories of staff under them.
They are responsible to the Head of Microfinance. They therefore report to the Director of
Microfinance on monthly basis on the operations of their respective unit banks. The Unit
Managers have skills in accounting, marketing, credit management, human relations and
management.
Unit Cashiers: Unit cashiers work permanently at the unit banks and assist the Unit Managers
in handling unit cash transactions. They report to the Manager of their unit banks. They are
trained and equipped with record keeping skills.
10.1.5 Field Staff - Field/Credit Officers and Village Agents
Field Officers (or Credit Officers) are assigned to clusters of clients within particular localities
while Village Agents link the clients of a particular village to the unit banks. The field staff
thus includes the Village Agents and Field Officers (Credit Officers) who are chosen from and
in collaboration with their respective communities within which they operate.

18
They are usually people recognised by the community as having high moral integrity and
respect. All field staff are directly responsible to their designated Unit Manager. They
mobilise savings and loan repayment from the clients of particular community or village and
report on daily basis to the Unit Managers. They are trained to give basic education to their
assigned clients and send feed back to the unit banks. The field staff are also equipped with
skills in documentation and customer relations.
The Management of the Microfinance scheme is well structured (as shown in Figure 1 above)
with authority and responsibility commensurate with accountability at all levels of the
organisation. Communication flows up and down the organisational structure. There exist an
efficient system of information flow and communication due largely to the esprit de corps
developed from teamwork. Regular Management staff meetings, and Board - Staff retreats
have smothered the flow of communication injecting constant lifeblood into operations of the
organisation.
Integrating Microcredits as part of Village Enterprises
Development for Rural Women
As part of its effort to effectively integrate microcredits into its overall rural development
programmes, CRAN ensures that individuals, mostly women, who have acquired some selfemployable skills through CRANs informal rural vocational and entrepreneurial training
programmes, receive small loans as start-up capital which they invest in small businesses
within their localities. Within the period under review, small loans have been granted (as
investment capital) to a number of women-trainees (graduants) from CRANs vocational
centres to enable them purchase either sewing machines for dressmaking, fish smoking
accoutrements (Chorkor smoker 2), materials for, tie and die and batik manufacturing, African
beads making, balm and perfumery production or for traditional cloth weaving etc.
Box 2:

In other instances, target women have received small loans to enable them purchase farm
produce such as cassava, soybeans, palm nuts, and palm-kernels for processing on mills
provided by CRAN. In the Volta Region, village women production groups are currently being
organised and supported so they can receive small loans under the Microcredit scheme with
which they are able to purchase cassava, palm fruits and palm-kernel in bulk for processing
into gari and palm-kernel oil respectively, on processing mills (cassava grating and palmkernel cracking mills) provided in the area under CRANs initiated Village Enterprises
Development Promotion Programme (VEDPP).

Chorkor smoker is a wire mesh energy-saving devise used in fish smoking.

19
ORGANISATIONAL STRUCTURE OF CRANS MICROFINANCE SCHEME

Advisory Committee of
Experts on

Executive
Director

Internal
Auditor

Director and Head of

Microfinance

Head of
Operations
(PME)

Unit Bank
Managers

Head of
Finance &
Accounts

Director for
Administration

Unit Bank
Managers

Unit Bank
Managers

MFOs

MFOs

MFOs

Village
Agents

Village
Agents

Village
Agents

Rural and Informal Sector Clientele

Legend:
MFO Microcredit Field Officer
Legend: MFOs Microfinance Field Officers (Credit Officers)

Unit Bank
Managers

MFOs

Village
Agents

and Target Groups

Head of MIS
and Data
Management

Unit Bank
Managers

MFOs

Village
Agents

20

11.0 ABOUT CRANS VILLAGE ENTERPRISES DEVELOPMENT

PROMOTION PROGRAMME (VEDPP)
VEDPP is CRANs response to realities on the ground which necessitates going a step beyond
microfinance i.e. the delivery of credits and savings mobilisation.
Aim & Objective of VEDPP
To promote employment, increased value added production and income generation at the
village level for poverty reduction and wealth creation.
Key Strategy
VEDPP design and implementation strategy involves the combination of the following
Training for self-employable and entrepreneurial skills acquisition and development;
Facilitating access to appropriate rural technologies and technology transfer, and
Facilitating access to rural finance through micro-credits extension and management.

Entrepreneurial
and selfemployable skills
training

Appropriate
rural technology
transfer

Access to rural
finance through
micro-credits
extension

Production Organisation: Establishment of village production companies based on clear

division of labour and enterprise management instead of the usual group or individual
production units.

Specific Areas of Production Intervention

Stepping up current levels of agricultural production through various interventions.
Diversification of agricultural production with access to export market.
Provision and/or facilitating access to appropriate technologies for small-scale agroprocessing.
Facilitating the creation of viable and sustainable village enterprises.
Entrepreneurial capacity building and enterprise development for target groups and
individuals;
Transfer of and access to appropriate technologies for village enterprises and production;
Provision of and access to rural finance in the form of micro-credits for target groups.

Project Location: Targeting 25 clusters of villages in the Hohoe District in the Volta
Region of Ghana.
Main Donor: The Evangelischer Entwicklungsdienst e.V. (EED) of Germany.

12.0 CRANS MAIN FINANCIERS/ DONORS IN THE PAST AND

21

PRESENT
Since 1993, a small support and partner group founded by former schoolmates and friends in
Germany provides a minimum but regular support for CRANs village micro-projects and
towards the administration of the organisation in Ghana. Known as CRAN-Freundeskreis
e.V., Germany, this group comprises individuals who donate cash and materials on regular
basis towards the activities of CRAN in Ghana. The group also assists in linking CRAN to
donor organisations and churches and church-based organisations in Germany through which
funding is attracted for well-designed projects (upon the presentation of well-packaged project
proposals and plans by CRAN-Ghana). CRAN-Freundeskreis e.V., Germany also undertakes
a limited number of fundraising activities intended to raise funds for CRANs village microprojects here in Ghana.
Over the last eight years, CRAN-Freundeskreis annual total funding extended to CRANGhana increased from an average of US$ 8,000 to US$50,000 annually. More than 50% of
these annual grants though go directly into targeted projects, mainly village schools and
kindergartens, womens projects and educational sponsorships for disadvantaged children
under CRANs Child Education Support Scheme (CESS) programme. Less than 20% of this
yearly grant is expended on part of CRANs administrative and staff cost.
CRAN has in the past and in some cases continue to receive funding support for various
programmes and projects under medium term and long-term partnerships with the following
development donor organisations:
CORDAID, The Netherlands
Tara Jane Trust, United Kingdom
Evangelischer Entwicklungsdienst (EED), Germany
Deutsche Welthungerhilfe (DWHH), Bonn, Germany
Deutsch-Afrikanische Zusammenarbeit (DAZ), Germany
The Alliance for Community Action on Girl-Child Education in Africa The
Alliance / FAWE/UNICEF
CRAN-Freundeskreis e.V., Germany
Beside CRANs main donors above, CRAN between 1995 and 2005 has received one-time
funding support and/or occasional financial donations specifically for a number of its projects
from several organisations and bodies including:
The British High Commission in Ghana (Small Grant Section)
The Canadian International Development Agency (CIDA)
Hilfe fr Brder e.V. (Stuttgart, Germany)
The American Crossroads of the USA
British Women Association in Ghana
North American Women Association in Ghana
Katholischen Hochschule Gemeinde (KHG), Aachen, Germany
Free Evangelical Church of Aachen, Germany
Evangelical Church of Dortmund-Brechten, Germany
Canadian University Students Overseas (CUSO)
School of Gummersbach, Germany
Afrika Action, Germany
Diakonisches Werk der EKD e.V. Stuttgart, Germany
UBS Investment Bank, London, UK

22

Noble Friends Charity, UK.

12.1

Partnerships and Networking

CRAN currently has working partnership and/or networks with the following organisations:
Canadian University Students Overseas (CUSO)
Afrika Action Germany (formerly Ghana Action Deutschland)
Noble Friends Charity, UK
World Association of NGOs (WANGO)
Deutsch-Afrikanische Zusammenarbeit (DAZ), Germany
Microcredit Summit
Ghana Association of Private Voluntary Organisation in Development (GAPVOD)
Ghana Micro-Finance Institutions Network (GHAMFIN)
Association of Financial NGOs (ASSFIN)
Food Research Institute of Ghana
National Board for Small-Scale Industries (NBSSI)
Relevant District Assemblies and Government Departments
Local churches and church groups

12.2 Participation in Ghana Government Initiated and Donor Funded

Programmes
CRAN has had the privilege to have been selected on a number of different occasions since
2001 by the Government of Ghana and sections of the donor community to partake actively in
the implementation of a number of national poverty reduction and rural development related
programmes and projects in various parts of the country. The following are some of them:
Date

Project Designation

a)

2002 -2004

Emergency Social Relief

Programme (ESRP)

b)

2004 -2005

c)

2004

d)

2004 2005

Description of Activity & Remarks

Extension of Microcredits to Food Marketers in six

districts in the Western Region of Ghana as part of the
ESRP where CRAN extended to and managed
microcredits for over 1,000 beneficiaries in six
districts in the Western Region with considerable
success. CRAN has been ranked among the best three
of all the agencies and NGOs selected to implement
this particular programme.
Promoting Private Sector CRAN was selected for participation in the capacity
Development
Programme building component of the PPSD programme
(PPSDP) of the Government sponsored by the UNDP and the Government of
of Ghana (administered by Ghana
the
United
Nations
Development
Programme
-UNDP)
Skills Training &
CRAN selected for the administration of MicroEmployment Placement
Finance as start-up / working capital for trained
(STEP) Programme
unemployed youth in the Central and Volta Regions,
under the Skills Training & Employment Placement
(STEP) programme of the Ministry of Labour and
Manpower Development (in process).
Local Initiative Fund (LIF) CRAN selected as the Facilitating Organisation to

23
Date

Project Designation

Description of Activity & Remarks

sub-Component
of
the
Community-Based Nutrition
and
Food
Security
Programme (CBNFSP) of the
Community-Based Poverty
Reduction Project (CBPRP)

e)

2004 till
date

f)

2005 - 2006

g)

2005 - 2006

implement the Local Initiative Fund LIF

(microfinance) sub-component of the CommunityBased Nutrition and Food Security Programme
(CBNFSP) as part of the Community-Based Poverty
Reduction Project in ten pilot communities each in the
KEEA District in the Central Region and Kadjebi
District in the Volta Region. (This is a World Bank
sponsored Ministry of Health / Ghana Health Service
Project).
Social Investment Fund (SIF) CRAN was selected to implement the microfinance
component of the SIF to various production groups in
four districts within the Central and Volta Regions of
Ghana under the World Bank / IDA /AfDB sponsored
Ghana Governments Social Investment Fund
programme - a poverty alleviation programme of the
Government of Ghana
Agricultural Extension
CRAN was selected to undertake extension services
Services delivery by the Non- delivery to farmers in the Hohoe District (Volta
public sector under the
Region) as a pilot under the aegis of the Non-Public
Extension Development Fund Sector Agricultural Extension Services programme
(EDF)
sponsored by the World Bank as part of the Extension
Development Fund (EDF)
Capacity Building for Farmer CRAN was selected to undertake training and capacity
Based Organisations (FBOs) building for Farmer Based Organisations (FBOs) in
as part of the Agricultural the Hohoe District (Volta Region) under the aegis of
Sub-Sector
Improvement the Agricultural Sub-Sector Improvement Project
Project (ASSIP) with funding (ASSIP) with funding support from the World Bank.
from the World Bank.

CONTACT TO CRAN:
Address:
Christian Rural Aid Network (CRAN), Ghana
P.O. Box UC 97,
Cape Coast, C/R,
GHANA.
Tel. +233-42-33572
Fax: +233-42-34218
Mobile: 020 201 9399
E-mail: crangh@cran.org
or akucran@yahoo.com
Internet: www.cran.org
Office Location in Cape Coast: SIC Building Adjacent to Ghana Telecom.

Contact to our Volta Regional Office

CRAN, Volta Regional Office
P.O. Box 472
Hohoe, V/R., GHANA
Tel. +233 935 22195
Mobile: 0244 835 624
E-mail: cosbea@yahoo.com
Office Location in Hohoe: Adjacent to Shell Filling Station, close to the District Assembly
and the Hohoe Central Market.

24

Contact to our Partner/Support Group in Germany

The Co-ordinator (Hans Wallhaueser)
CRAN-Freundeskreis, e.V.
Purweider Winkel 82
52070 Aachen, Germany.
Tel. +49 241 9107764
E-mail: akucran@yahoo.com,
or

crangh@cran.org

Internet: www.cran.org

Bank Particulars of CRAN in Ghana

Bankers:
Account Name:
Account Number:
Swift Code:

Barclays Bank of Ghana Limited.

P.O. Box 255, Cape Coast, Ghana.
Christian Rural Aid Network (CRAN)
161 45 21
BARCGHAC

Our Institutional References:

Ghana Association of Voluntary Organisations in Development (GAPVOD), Accra.

Ghana Microfinance Institutions Network (GHAMFIN), Accra.

Association of Financial NGOs in Ghana (ASSFIN)

Deloitte (formerly Deloitte and Touche), Accra Ghana (CRANs financial auditors)

CRAN Freundeskreis, e.V., Aachen, Germany

Deutsche-Afrikanisch Zusammenarbiet (DAZ), Greifswald, Germany.

25

LIST AND PROFILES OF CRANS BOARD OF DIRECTORS

FULL NAME

SEX

EDUCATIONAL
QUALIFICATION

FIELD OF
SPECIALISATION

PRESENT
EMPLOYMENT STATUS
Assoc. Professor, Institute of
African Studies, University of
Ghana
Mechanical Engineer- Public
Works Department (PWD) &
Reverend Minister- Global
Evangelical Church, Koforidua
Development Consultant, Pab
Consult, Tema, Ghana.

DATE OF
APPOINTMENT

1.

Prof. Dr. Akosua

Adomako Ampofo (Mrs.)

B.Sc., M.Sc., Ph.D.

Development Planning
& Management/
Women Studies

2.

Rev. William Amewuga

Diploma in Mechanical.
Engineering,
Certificate in Theology

Mech. Engineering,
Theology

3.

Mr. Elijah Yaw Danso

(Board Chairman)

B.Sc., P.G. Dip., M.Sc.

Agriculture & Rural

Development
Management

4.

Dr. Kafui Etsey (Mrs.)

B.A (Hons.), M.A. PhD

Education

Education

University Lecturer
University of Cape Coast

June 1993

5.

Dr. Daniel Baah Inkoom

B.Sc., M.Sc., Ph.D.

Development Planning
& Management

University Lecturer, Dept. of

Planning, UST, Kumasi, Ghana.

June 1993

6.

Prof. Dr. Mary Botchey

(Mrs.)

B.Sc., M.Sc., Ph.D.

Zoology

Assoc. Professor, University of

Cape Coast, Ghana

February 1999

7.

Mr. Edwin Asamoah

B.A Hons., M.A.

Librarianship

8.

Mr. Henry Baye

B. Com., Dip Ed.,

MBA (Finance)

Banking and Finance

9.

Dr. Patrick Agbesinyale

B.A., M.Sc., Ph.D.

Development Planning
& Management

Senior Librarian, University of

Cape Coast, Ghana
Branch Sales and Service
Manager, Standard Chartered
Bank, Ghana Ltd.
Executive
Director, CRAN-Ghana

June 1993

June 1993

June 1993

February 1999
October 2001
June 1993

26

LIST AND PROFILES OF CRANS CURRENT MANAGEMENT TEAM

FULL NAME
1.

Doris
Agbesinyale
(Mrs.)

SEX

EDUCATIONAL QUALIFICATION

DATE OF
EMPLOYMENT

B.A (Arts), Dip. in Education M.Sc.

Educational. Planning & Administration

August 2001

Director for Programmes

and Projects (CRANVolta Regional Director)

March 2005

Director & Head of

Micro-Finance

October 1994

JOB DESCRIPTION/
FUNCTION
Director for
Administration

Cosmos Abiwu

B.Sc. (Hons) Agric., Dip. in Education,

M. Phil (Agric. Administration)

Mr Samuel
Dsane

GCE A Levels
Institute of Bankers Examination Part II

4.

Emmanuel Fynn

5.

Michael Segbefia

6.

Teye Eben Kodzi

7.

Beatrice Mattah
(Ms.)

8.

George Tokpo

G.C.E Level, RSA Stage III,

Financial Management (MDPI) PEM

September 1996

Internal Auditor

9.

Patrick
Agbesinyale

B.A., M.Sc., Ph.D. (Development

Planning & Management)

January 1993

Executive Director

B.Sc. Administration (Accounting

Option); ACCA Part II
B.Sc. Administration (Accounting
Option)
B.Ed. Education, Dip. Social Studies;
M.A. Development Management
Bachelor in Education
(Home Economics)

March 2003
August 2002
August 1999
August 2003

Senior Accountant &

Head of Finance
Regional Accountant &
Administrator
Senior Programmes
Officer
Head of Vocational
Training & Gender Issues

PREVIOUS
EMPLOYMENT
Secondary School Tutor
-Agric. Extension Ministry of
Agric.
-Secondary School Tutor
Manager of Abokobi Rural
Bank. Former banker with
Barclays Bank of Ghana for
20 years.
Accountant with a District
Health Administration Unit
Secondary School Tutor
Library Assistant
Ministry of Education
Former Banker with the SSB
Bank Ltd, Ghana with over
20 years experience
Secondary School Tutor
University Lecturer/ Research
Fellow

*In addition to the Management Team above, CRAN has a total of over fifty (50) middle level and local project staff engaged on various projects in a number of communities. These include
administrative and supporting staff, Micro-banking managers, Micro-finance field co-ordinators, Micro-finance field officers and village Agents and local project managers etc. A number of
volunteers both foreign and local are also assigned to various CRAN projects.

27

LIST AND PROFILES OF CRANS MICROFINANCE ADVISORY COMMITTEE

FULL NAME

SEX

EDUCATIONAL
QUALIFICATION

FIELD OF
SPECIALISATION

PRESENT
EMPLOYMENT STATUS

DATE OF
APPOINTMENT

Mr. Henry Baye

(Chairman)

B. Com., Dip Ed., MBA

Banking and Finance
(Finance)

Branch Sales and Service

Manager, Standard Chartered
Bank, Ghana Ltd.

October 2001

Mr. Patrick AwukuDogbe

MBA Finance, BA.

Adm., ACIB

Banking

Head of Treasury
Sanapi Aba OIC Trust

January 2006

Mr. Godwin Ahadzie

ACIB Part I

Banking

Supervision Department,
Bank of Ghana

January 2006

Banking and Micro

GCE 'A' Levels
Director for Microfinance,
M
Finance with 25yrs
December 2003
Institute of Bankers
CRAN
banking experience
Examination Part II
B.A , M.Sc., Ph.D.
Development
Dr. Patrick Agbesinyale
M
Development Planning
Planning &
Executive Director, CRAN
January 1998
& Management
Management
Note: The recruitment process for at least one legal expert and one other person for inclusion in the committee is in progress.
Mr Samuel Dsane

28

LIST AND PROFILES OF CRANS CURRENT CRANS MICROFINANCE MANAGEMENT TEAM

FULL NAME

SEX

EDUCATIONAL
QUALIFICATION

DATE OF
EMPLOYMENT

JOB DESCRIPTION/
FUNCTION

1.

Patrick
Agbesinyale

B.A., M.Sc., Ph.D. (Development

Planning & Management)

January 1993

Executive Director

2.

Mr Samuel Dsane

GCE A Levels
Institute of Bankers Examination
Part II

March 2005

Director & Head of

Microfinance

3.

Doris Agbesinyale
(Mrs.)

4.

Cosmos Abiwu

Emmanuel Fynn

6.

Michael Segbefia

7.

George Tokpo

B.A (Arts), Dip. in Education

M.Sc. Educational. Planning &
Administration
B.Sc. (Hon) Agric., Dip. in
Education, M. Phil (Agric.
Administration)
B.Sc. Administration (Accounting
Option); ACCA Part II
B.Sc. Administration (Accounting
Option)
G.C.E A Level, RSA Stage III,
Financial Management (MDPI)
PEM

October 1994
August 2001
March 2003
August 2002
September 1996

Director for
Administration
Regional Director of
Operations (Volta
Region)
Senior Accountant &
Head of Finance
Regional Accountant &
Administrator
Internal Auditor

PREVIOUS
EMPLOYMENT
Secondary School Tutor
University Lecturer/ Research
Fellow
Manager of Abokobi Rural
Bank. Former banker with
Barclays Bank of Ghana for
20 years.
Secondary School Tutor
-Agric. Extension Ministry of
Agric.
-Secondary School Tutor
Accountant with a District
Health Administration Unit
Secondary School Tutor
Former Banker with SG-SSB
Bank Ltd, with over 20 years
of banking experience

29