1.
Annual Report
2011
Entrepreneurship through social microfinance
2011 Annual Report ID Ghana
TABLE OF CONTENTS
1.
INTRODUCTION………………………………………………………………………………………………………..5
1.1.
PROGRAMME HISTORY…………………………………………………………………………………………………………………………….5
1.2.
VISION, MISSION, OBJECTIVES AND SOCIAL VALUES……………………………………………………………………………………5
1.3.
SERVICES AND PRODUCTS………………………………………………………………………………………………………………………5
1.4.
INTERVENTION ZONE………………………………………………………………………………………………………………………………6
1.5.
BENEFICIARIES………………………………………………………………………………………………………………………………………6
2.
A HISTORICAL PARTNERSHIP WITH EDM…………………………………………………………………….6
3.
NETWORKS………………………………………………………………………………………………………………7
3.1.
GHAMFIN………………………………………………………………………………………………………………………………………………7
3.2.
ASSOCIATION OF FINANCIAL NGOS – ASSFIN………………………………………………………………………………………….7
3.3.
MIX MARKET………………………………………………………………………………………………………………………………………..7
3.4.
AFRICAN MICROFINANCE TRANSPARENCY……………………………………………………………………………………………………8
4.
2011 OPERATIONAL PLAN………………………………………………………………………………………….8
4.1.
OVERALL OBJECTIVES……………………………………………………………………………………………………………………………..8
4.2.
OUR FOUR KEY OPERATIONAL OBJECTIVES FOR 2011…………………………………………………………………………………..8
5.
ACHIEVEMENTS………………………………………………………………………………………………………10
5.1.
INSTITUTIONAL STRENGTHENING…………………………………………………………………………………………………………….10
5.2.
2011 ACHIEVEMENTS IN FINANCIAL SERVICES…………………………………………………………………………………………10
ONIPA NUA LOANS .......................................................................................................................... 10
FRONT DESK LOANS ........................................................................................................................ 10
KICK START LOANS ......................................................................................................................... 10
WRITE-OFFS ................................................................................................................................... 11
REPAYMENT AND SUSTAINABILITY RATIOS......................................................................................... 11
PORTFOLIO DATA ............................................................................................................................ 11
BOOSTING SAVINGS ........................................................................................................................ 11
CONSTRAINTS ................................................................................................................................ 11
METHODOLOGICAL OVERHAUL .......................................................................................................... 11
RECENTRALISATION OF THE MIS ....................................................................................................... 12
5.3.
2011 ACHIEVEMENTS IN SOCIAL MISSION………………………………………………………………………………………………13
BUSINESS AND SOCIAL TRAINING .................................................................................................... 13
KICK START loans ............................................................................................................................ 13
PEER EDUCATORS PROJECT .............................................................................................................. 14
NATIONAL HEALTH INSURANCE SCHEME (NHIS) REGISTRATION ........................................................... 14
POVERTY ASSESSMENT TOOL (PAT) ........................................................................................................... 14
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2011 Annual Report ID Ghana
PARTNERS’ SATISFACTION SURVEY ................................................................................................... 14
SOCIAL PERFORMANCE INDICATORS (SPI SURVEY) - CERISE ............................................................... 14
TRAINING CURRICULUM & PEER EDUCATORS ..................................................................................... 15
SUCCESS STORIES .......................................................................................................................... 15
5.4.
SUSTAINABILITY………………………………………………………………………………………………………………………………….17
TECHNICAL SUSTAINABILITY ............................................................................................................ 17
FINANCIAL SUSTAINABILITY ............................................................................................................. 17
6.
RESOURCES……………………………………………………………………………………………………………18
6.1.
OVERVIEW………………………………………………………………………………………………………………………………………….18
6.2.
HUMAN RESOURCES…………………………………………………………………………………………………………………………….18
6.3.
EQUIPMENT AND INVESTMENT…………………………………………………………………………………………………………………19
6.4.
FINANCIAL RESOURCES…………………………………………………………………………………………………………………………19
7.
BANK OF GHANA……………………………………………………………………………………………………..20
8.
EVENT MANAGEMENT………………………………………………………………………………………………20
8.1.
ENTREPRENEURS DU MONDE2011 REGIONAL
MEETING…………………………………………………………………………………………………………….20
8.2.
AMT 2011 GENERAL ASSEMBLY AND INVESTORS FAIR………………………………………………………………………………21
9.
LOOKING AHEAD TO 2012………………………………………………………………………………………..21
10.
APPENDICES…………………………………………………………………………………………………………..22
10.1.
MAP OF ACCRA WITH ID GHANA INTERVENTION ZONES………………………………………………………………………………22
10.2.
DESCRIPTION OF ID GHANA INTERVENTION ZONES……………………………………………………………………………………23
Dansoman/Glefe Service Center ........................................................................................................ 23
Kaneshie/Nima Service Center .......................................................................................................... 23
Chorkor/Agbogbloshie Service Center ................................................................................................. 24
Madina Service Center ...................................................................................................................... 25
Teshie Service Center....................................................................................................................... 25
10.3.
ORGANIZATIONAL CHART OF ID GHANA AS OF DECEMBER 2011………………………………………………………………….26
10.4.
FINANCIAL SERVICES ACTIVITY RESULT PORTFOLIO REPORT…………………………………………………………………………27
10.5.
NON FINANCIAL SERVICES ACTIVITY RESULT…………………………………………………………………………………………….28
10.6.
FINANCIAL STATEMENTS OF ID GHANA FOR 2011…………………………………………………………………………………….29
10.7.
D GHANA PARTNERS WITH ENTREPRENEURS DU MONDEFOR THE 2011 REGIONAL MEETING IN GHANA…………...30
10.8.
ID Ghana Partners WITH AMT for the 2011 General Assembly and Investor’s Fair……………………….............31
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2011 Annual Report ID Ghana
1. INTRODUCTION
1.1.
PROGRAMME HISTORY
Initiative Development Ghana (ID Ghana) was created by Initiative Développement, a French nongovernmental organisation working in the field of community development, which had set up an
HIV/AIDS and microcredit programme in the deprived communities of Cotonou, Benin. The Ghanaian
community living there quickly showed interest in microcredit, leading Initiative Développement to
conduct a feasibility study, in early 1998, in the deprived areas of Accra to replicate the success of the
microcredit scheme of Cotonou. The report came out with positive conclusions, leading to the creation
of a credit scheme in Accra, as a wide range of the population of Accra did not have access to any
financial and training services to develop or start an income generating activity.
In 1998 ID Ghana was incorporated under Act 179 of the Ghana Companies code 1963 and
subsequently registered with the Department of Social Welfare of Ghana as a non-governmental
organisation (NGO). ID Ghana further defines itself as a non-profit, non-political and non-religious
organisation.
In 2005, Initiative Développement, which was still closely monitoring the development of ID Ghana,
and which has a generalist approach to development, decided to hand over the follow-up of this
programme to another French NGO, Entrepreneurs du Monde, specialised in microfinance.
1.2.
VISION, MISSION, OBJECTIVES AND SOC IAL VALUES
The vision of ID Ghana: To live in a world where the poor are able to develop their own incomegenerating activity in order to reach better nutrition, health and educational standards.
The mission of ID Ghana: To create a dynamic financial, entrepreneurial and social development
organisation which provides economic opportunities to people living in deprived urban areas.
Our objective: To empower the poor and the excluded with services such as business and social
training, facilitation and subsidy of National Health Insurance and microfunds, to enable them to
improve their socio-economic conditions.
Social Values:







Participatory governance
Integrity and innovation
Universal humanitarian principles
Non-discrimination
Commitment & dedication
Care for the environment
Responsiveness
1.3.
SERVICES AND PRODUCTS
ID Ghana provides two types of services out of which three main products have been developed.
SERVICES
1. Social-economic services: Weekly business and social trainings, individual and community
empowerment, National health insurance subsidies and an interest free Kick Start loan.
2. Financial services: Incremental small short term productive loans with a minimum weekly
savings deposits.
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2011 Annual Report ID Ghana
PRODUCTS
Out of the above services, ID Ghana has developed 3 unique social microfinance products:
1. Onipa Nua Product: A community/residential group methodology with individual
responsibility1 and a compulsory weekly training programme. The weekly training meetings are
held in the communities closed to the partners2.
2. Kick Start Product: A community group methodology which targets the very poor such as
unemployed single mothers and widows. It is an interest free startup product with a
comprehensive compulsory weekly training program to put the most vulnerable people back on
track.
3. Front Desk Product: A market area based methodology with individual responsibility but
without a compulsory training program. Partners must have their trading activities located in
the specified market to access this product.
1.4.
INTERVENTION ZONE
ID Ghana operates in two different contexts defined as “market areas” and “community/residential
areas”. The organisation’s network is currently composed of one Head Office, five Service Centers and
two points of service strategically disseminated in the city and covering most of the deprived areas of
the capital (see detailed map in Appendix 10.1 and description of zones in Appendix 10.2).
While the organisation’s historic area of presence is covered by Dansoman Service Center in the west,
Kaneshie Service Center covers most of the central and eastern deprived neighbourhoods, and Chorkor
and Glefe cover the south-western belt of Accra. All these Service Centers are located in residential
areas. In addition to these Service Centers, ID Ghana is present in three of the most prominent
markets of the city. These are Agbogbloshie (next to the area of Sodom and Gomorrah - see Appendix
10.2), Kaneshie and Madina. However, the year 2011 saw the merger of the Kaneshie and Nima
service centeres for improved operational efficiency.
1.5.
BENEFICIARIES
The direct beneficiaries of ID Ghana are the thousands of families living in the deprived
neighbourhoods of Accra, including the micro-entrepreneurs in the market areas. These families or
individuals wish to start or consolidate an income-generating activity. They are on average 40 years
old and live in urban districts that usually lack basic infrastructure. They are low income people, the
vast majority of whom are involved in the informal economy. ID Ghana and Entrepreneurs du Monde
call all the beneficiaries “partners”, as the programme encourages them to take part and get involved,
and supports the Partners in the development of their businesses and daily lives.
The leading entrepreneurs in such families are often the mothers, as the husband, when he is
employed whether in the formal or the informal sector, is often away from the family home. Women
represent 98% of our on-going borrowers as of the end of 2011.
2. A HISTORICAL PARTNERSHIP WITH ENTREPRENEURS DU MONDE
Entrepreneurs du Monde (“Entrepreneurs of the World”, EdM) is a non-profit organisation founded in
1998, based in France. It operates in developing countries to enable the poorest families to develop a
small economic venture by giving them access to credit, savings and training. Since 2008, it also
As opposed to group methodologies with joint liability, that have proven mostly ineffective in including the
poorest and frustrating for clients having to repay for others over time. Fixed amount and duration of loans, so
that people in any one group are granted similar sums also prevent clients to develop at their own pace.
1
In ID Ghana, clients are referred to as partners to reflect a win-win situation, whereby the clients are also actors
of their own development and of ID Ghana’s orientations.
2
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2011 Annual Report ID Ghana
develops some social business projects (improved cook stoves, nutrition, ecological housing, business
incubators…).
ID Ghana has been a partner of Entrepreneurs du Monde since 2005, when Initiative Développement
handed over to the French organisation its Ghanaian microfinance programme. Entrepreneurs du
Monde provides financial and technical support to ID Ghana, and is really committed to accompanying
the NGO in the long run, towards sustainability and beyond with its further expansion plans.
Entrepreneurs du Monde therefore has two seats on the Executive Council of ID Ghana and provides
regular monitoring visits at least four times a year in Accra through some technical assistants based in
France.
ID Ghana is also an active member of the group of seven microfinance institutions (MFIs) supported by
Entrepreneurs du Monde in West Africa, namely in Benin, Burkina Faso and Togo. It co-organised and
attended the Regional Meeting in Cotonou in September 2011 on ‘Putting the social into Microfinance’
with a 7-people strong team. Some managers also attended the November 2011 workshop on MIS &
Finance that was held in Ouagadougou.
3. NETWORKS
ID Ghana is linked with a number of organisations and institutions at national and international levels.
3.1.
GHAMFIN 3
Ghamfin started as an informal network of institutions and
individuals that operate within Ghana's microfinance industry.
This network emanated from the interest of some Ghanaian Microfinance Institutions in developing
best practices in the delivery of microfinance services. Their concern and initiative were promoted by a
World Bank-sponsored research project, which sought to identify innovative techniques for wider
application, which would be successful in improving the access of micro-entrepreneurs to financial
services.
This action research project which started with 3 Ghanaian MFI grew into an informal network of
organisations interested in providing effective financial services to the poor. Today, the informal group
has been formalised and registered as a company limited by guarantee, the Ghana Microfinance
Institutions Network (GHAMFIN).
3.2.
ASSOCIATION OF FINAN CIAL NGOS - ASSFIN
ASSFIN
This Association of Financial NGOs has existed informally since 2003 but was formally
inaugurated in 2005 as an apex organisation of all financial non-governmental
organisations in Ghana.
AssFin aims to regulate financial NGO and is accredited, as a private voluntary organisation in
development. It currently has 96 members.
3.3.
MIX MARKET
Since August 2008, ID Ghana is registered on the international web-based microfinance
information platform MIX-Market4. This platform, launched under its present form in
September 2002, gathers the financial and operational data of more than 1,300 MFI
around the world, 14 of which are in Ghana. It aims at providing microfinance
stakeholders (MFI, microfinance investment funds, facilitators, etc.) with information regarding the
sector and publishes regular surveys related to the sector.
Text adapted from www.ghamfin.org .
ID Ghana’s profile is accessible on the following link:
http://www.mixmarket.org/en/demand/demand.show.profile.asp?ett=2850& .
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2011 Annual Report ID Ghana
MIX-Market ascribes particular importance to the transparency of the data it provides. It rates
organisations on its database with a certain number of “diamonds” representing the level of
transparency of the data provided. Out of a maximum of 5 diamonds, ID Ghana obtained 4.
3.4.
AFRICAN MICROFINANCE TRANSPARENCY
In 2009, ID Ghana also became part of the AMT network5. The purpose of AMT is to
promote transparency within the African microfinance sector and to further strengthen the
performance of African MFI in order to improve the efficiency of their activities in terms of
poverty alleviation. ID Ghana’s General Manager attends the yearly General Assembly of
members in Accra Ghana since 2010. In October 2011, ID Ghana also co-organised the
event, as it was hosted in its home country.
4. 2011 OPERATIONAL PLAN
4.1.
OVERALL OBJECTIVES
Our core objective for 2011 was to build on our mission and focus on our institutional strengthening
and sustainability. The process involved:

Creating a strong link between financial services and social services

Transitioning ID Ghana, as a purely social microfinance institution well on its way towards
operational and institutional sustainability, and

Positioning ID Ghana as a unique social microfinance operator in our core areas of operations,
i.e., Financial (microcredit and microsavings) and social services (social and business trainings),
for the most vulnerable families in the very disadvantaged neighbourhoods of Accra.
These overall objectives for the year fit ID Ghana’s general mission to reduce poverty in some
neighbourhoods of Accra and its suburbs. More specifically, the aim is to increase the income
and savings capacity of the families of the slums of Accra by providing them with permanent
access to loans, savings and training.
4.2.
OUR FOUR KEY OPERATIONAL OBJECTIVES FOR 2011
ID Ghana identified four key operational objectives and related activities for 2011:
KEY OBJECTIVE 1
ID Ghana offers permanent access to productive loans, savings and business training

Activity 1.1.: Consolidate the Onipa Nua6 group lending methodology as a One Stop Social
Microfinance product;

Activity 1.2.: Improve all related procedures manuals and documentation;

Activity 1.3.: Make our savings products more attractive and improve savings management.
KEY OBJECTIVE 2
Reinforce the Social Mission of the organisation and develop an offer of quality social services capable
of significantly sustaining the impact of the financial services, either directly or through partnerships
with specialised agencies.

Activity 2.1.: To replace WebPAT with LPF 8.0 with integrated PAT indicators;
5 Adapted from http://www.amt-forum.org/en
.
‘Onipa Nua’ means ‘caring for each other’ in Twi language, one of the prominent indigenous languages spoken in
Ghana.
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2011 Annual Report ID Ghana

Activity 2.2.: Develop and formalise more social modules for training;

Activity 2.3.: Develop and pilot the Peer Educator concept in two Service Centers;

Activity 2.4.: Continue to facilitate access to health and hygiene services for our Partners, and
more specifically their registration to the National Health Insurance Scheme (NHIS).
KEY OBJECTIVE 3
ID Ghana strives towards financial, organisational and institutional sustainability.

Activity 3.1.: Centralise the Loans and Savings Management Information System (MIS) and
finalise the reorganisation of the chart of accounts;

Activity 3.2.: Review the reporting tools;

Activity 3.3.: Enhance the overall productivity of the organization through the interlinking of
social and financial operations;

Activity 3.4.: Conduct a Satisfaction Survey

Activity 3.5.: Follow-up on BoG licensing for ID Ghana as a FNGO.
KEY OBJECTIVE 4
Develop or train a skilful and motivated workforce oriented towards serving the poor.

Activity 4.1.: Redefine and reinforce the identity of the organisation;

Activity 4.2.: Provide training opportunities that allow staff continuous improvement;

Activity 4.3.: Review job description for all departments.
The pride of ID Ghana – women yam sellers on Agboblogshie market
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2011 Annual Report ID Ghana
5. ACHIEVEMENTS
5.1.
INSTITUTIONAL STRENG THENING
2011 was a strengthening year for ID Ghana in all its strategic areas. First and foremost, in terms of
operations, ID Ghana successfully mastered the development of the Onipa Nua group methodology,
which now accounts for 94% of its portfolio. The Social Mission, revived in 2007, has been interlinked
with Onipa Nua with all partners being trained weekly, and all Service Centers now having their own
trainer. At the same time, the operation’s management was decentralised to the Service Centers, with
Service Center Managers taking more responsibility and Head Office monitoring and controlling
operational activities, with the aim of enabling ID Ghana to be even closer to its partners.
5.2.
2011 ACHIEVEMENTS IN FINANCIAL SERVICES
The financial services underwent substantial strengthening in the course of 2011. The strengthening
of the Onipa Nua group methodology in all residential areas is a landmark in the evolution of ID Ghana,
as a purely social microfinance institution and will be a stepping stone for future product development.
As a result, both Individual Microloan and Small7 Loan products were stopped by the end of 2009.
Onipa Nua is a group methodology that does not require any guarantees or joint liability and therefore
puts the emphasis on positive group pressure to ensure successful repayment. It aims to be very
inclusive of even the poorest, and also includes an extra emphasis on training during the weekly group
meetings. It also fosters a good loyalty rate.
ID Ghana reached out to 7,770 microentrepreneurs8 in 2011 and had 6,426 continuing
borrowers as of 31st December 2011.
ONIPA NUA LOANS
The Onipa Nua product developed marvelously well, growing from 92% of our portfolio in January
2011 to 94.6% at the end of December 2011 with a repayment ratio of 98.0% at the end of the year.
Moreover, the Portfolio at Risk at 30 days (PaR30) on this product decreased from 5% in January 2011
to 3.7% in December 2011.
FRONT DESK LOANS
The Front Desk loan is gradually being diluted, as the 2011 strategy was to only focus on existing
partners in Kaneshie and Madina, but it maintained its position as an efficient support to the petty
traders at Agbogbloshie market. It fell from 8.27% of our portfolio in January 2011 to 5.22% as of
December 2011 with a Portfolio at Risk at 30 days (PaR30) of 18.7% and a repayment ratio of 96.1%
at the end of 2011 as against January’s performance of 95.9% repayment rate and 27.4% PaR30. The
PaR is mostly an inheritance from a major fraud that took place in Kaneshie in 2009 and still weighs on
the results.
KICK START LOANS
The Kick Start product is a social loan developed in 2009 to support the poorest people within our
catchment area with a 0% interest product. It was started with 9 partners and can now boast 141
partners at the end of 2011. It is gradually growing from 0.14% of our portfolio in June 2009 to 0.21%
as at the end of 2011. However it has a Portfolio at Risk at 30 days (PaR30) of 12.1% and a
repayment ratio of 94.1% at the end of December 2011.
“Small Loans” are ID Ghana’s biggest loan, as opposed to “micro loans”.
Number of microentrepreneurs having received at least one loan from ID Ghana between 01/01 and
31/12/2011.
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2011 Annual Report ID Ghana
WRITE-OFFS
The organisation did not carry out a general write-off exercise in 2010 and 2011, although provision
was made for it. However, reports on social write-offs for natural incidents like death and flood from
the various Service Centers have been submitted to Management for consideration. Management plans
to undertake a general write-off after a detailed audit has been conducted on the bad portfolio of 2011
and also to develop and implement a write-off policy.
REPAYMENT AND SUSTAINABILITY RATIOS
All in all, the organisation was able to achieve a repayment ratio of 98% with a Portfolio at Risk at 30
days (PaR30) of 4.5% at the end of the year. The sustainability ratio also increased from 58.3% in
January 2011 to a more comfortable 113.5% as at December 2011.
PORTFOLIO DATA
The portfolio size increased (both in numbers and value) over the 2011 period from 4,136 borrowers in
January to 6,426 (+45%) in December 2011 and GHS 673,940 (Euro 313,300) to GHS 1664,338
(Euro 773,715) (+146.96%), reflecting the greater emphasis that ID Ghana puts on reaching out to
more new partners, but also providing existing partners, who can afford it with bigger loans to develop
their businesses. This is also reflected in the outreach, which increased by 35.20% to reach 7,770
microentrepreneurs.
BOOSTING SAVINGS
Nevertheless, this resolutely social microfinance approach comprising loans and training services also
boosted the savings activity9. The number of savers increased by 35.95% to 9,304, while the deposits
grew by 105.22% to GHS 781,929 (363,502 Euros).
For the second time running, ID Ghana paid 5% interest on partners’ savings calculated half yearly
leading to GHS 10,689 in June and GHS 16,326 in December making a total of GHS 27,025
(Euro 12,563) for the 2011 period.
CONSTRAINTS
The organisation was able to perform well in the course of 2011 but its development was slowed down
by the lack of resources to satisfy such a large demand. Our main objective is to further develop our
services to meet the huge needs on the ground, but this is hampered by the legal aspects of savings
mobilization. By the end of 2011, ID Ghana was still working with Bank of Ghana to regularize its
operations to abide by the BoG regulatory framework. ID Ghana has also proceeded to lodge part of
the partners’ savings in an Escrow account and will be increasing it yearly. This is to prove that ID
Ghana does not use its savers’ money in its operations and hence works within the legal framework of
Ghana.
METHODOLOGICAL OVERHAUL
The strengthening of the Onipa Nua group methodology was the main focus of the Operations
department in 2011. From the pilot project initiated in the Glefe Service Center in January 2007, ID
Ghana built a fully fledged lending methodology for urban microfinance, based on the ASA10 approach
and fine-tuned to ID Ghana’s social practice of microfinance.
We have also made the compulsory savings product which is part of the Onipa Nua methodology more
flexible by allowing on-the-spot withdrawals during weekly group meetings.
According to the Onipa Nua methodology, newcomers must save at least GHS 1 for four consecutive weeks
before they can apply for a loan.
10 Association for Social Advancement, Bangladesh
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2011 Annual Report ID Ghana
ID Ghana also pays 5% per annum interest on savers’ Saving Deposits, and experienced a notable
growth in savings’ collection in 2011.
RECENTRALISATION OF THE MIS
A major project in 2011 was the recentralization of our loan management software, Loan Performer
(LPF), from all Service Centers to an Encoding Center located at ID Ghana’s Head Office and also
providing mini laptops for all the Service Centers with backstopping data availability. ID Ghana used to
work with two sub-offices: Sukura (managing data for the Service Centers of Chorkor, Dansoman and
Kaneshie) and Nima ( managing data of Madina and Nima-New Town). In 2010, the database was split
over 5 Service Centers (Dansoman, Chorkor, Kaneshie, Nima, and Madina) by Crystal Clear Software,
Loan Performer’s development company based in Uganda, under follow-up and guidance from
Entrepreneurs du Monde’s MIS and Finance Manager and the local coordination of our LPF Manager in
Ghana. However, due to the slow rate of data processing, high data manipulation, frequent data loss
and the general high cost of networking at the various Service Centers, the MIS and data base was
recentralized to an Encoding center at the Head Office that is now under the management of the MIS
manager and the Risk department.
The centralization of the MIS and data base has led to a prompt and enhanced management decisionmaking. Under the control of Risk department, errors are also detected and corrected on time. It has
also helped in preventing the tendency of Service centers to re-register blacklisted partners as new
partners. The centralization has also reduced the rate at which data is manipulated by the service
center teams to improve their performance for bonuses. Another example is that using the partners’
savings for loan repayments cannot be solely decided by the service center team anymore.
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2011 Annual Report ID Ghana
5.3.
2011 ACHIEVEMENTS IN SOCIAL MISSION
The socio-economic services were consolidated and strengthened in 2011. The main activities of the
department included:

Business and social training,

Kick Start loan product,

National Health Insurance registration,

Encoding of Poverty Assessment Tool (PAT) forms,

Social counseling sessions,

Success stories,

Peer Educator’s concept ,

Partners’ satisfaction survey,

SPI11 survey.
BUSINESS AND SOCIAL TRAINING
Five Training Officers were each attached to a Service Center and assigned the responsibility to run
these activities. Dansoman and Chorkor Service Centers with the largest number of partners had 119
people trained as Peer Educators to complement the efforts of the Training Officers.
After structuring the training curriculum into a set of 50 topics consisting of a social and a business set,
and putting together an illustrated storyboard for 12 major social topics, the team was able to reach
out to a greater number of partners. The strengthening of ID Ghana’s social microfinance
methodology, which enables ID Ghana trainers to meet each partner at least once a month during
group sessions, was also instrumental in this result.
KICK START LOANS
The Kick Start product is a social loan product developed in 2009 to support the poorest people
within our catchment area with a 0% interest. This product was started with 9 partners and can
now boast 141 partners at the end of 2011.
In 2011, three out of the five Service Centers began the year with kick start disbursements before
Teshie joined later in the year. The year ended with all the Service Centers doing disbursement, except
Madina Service Center that was short-staffed. A total of 203 partners were disbursed a total amount of
GHS 17, 350 (Euro 8,066) with a repayment of 94.1% and PAR at 30 days of 12.1% as of December
2011.
35 Kick Start Partners were graduated to Onipa Nua, bringing the total number of Kick Start partners
graduated to Onipa Nua to 46 since the inception of the programme.
The Kick Start program encountered some challenges, such as relocation. Some partners after taking
the loan were relocated either by Market Authorities or Landlords and as a result repayment became
difficult, because they could not be tracked. Some also fell sick during their loan repayment period and
apparently used the money for medical treatment. Madina Center was advised to suspend Kick Start
granting, because of their bad experience (most of their previous Kick Start partners were caretakers
The Social Performance Indicators is an audit of the social performance of MFI using a questionnaire with 4
dimensions and 70 questions, devised by CERISE.
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2011 Annual Report ID Ghana
for new owners and have relocated and could not be traced. This development affected both
repayment and Portfolio at Risk (PaR30).
PEER EDUCATORS PROJECT
The concept of Peer Educators was introduced and launched in June 2011 through the financial support
of Technip, a French Oil and Gas Company working in Ghana. A total of 119 selected peer educators
were trained at the two pilot Service Centers of Chorkor and Dansoman on adult learning skills to
enable them facilitate social and health related topics during group meetings. So far, they have
facilitated popular topics, including sexual abuse, personal hygiene, malaria prevention and
management, early marriage, teenage pregnancy and importance of girl education among others, to a
total of over 3,000 partners.
Apart from the selected topics from ID Ghana, the peer educators themselves selected and treated
different topics including relationship between tenants & landlords, spending money wisely, patience,
forgiveness, child health, gender issues, incest, living with in-laws, humility to husband and love to
wives, child discipline at home, marriage by ordnance, early marriage, mismanagement of resources,
loan policy or family planning, .
The Peer Educator concept was introduced to firstly complement the efforts of the training officers in
the selected Centers due to the large number of partners in those Centers. Secondly, ID Ghana
expects the Peer Educators to lead the way in organising community literacy programmes in their
various communities through home visits or at group meetings.
NATIONAL HEALTH INSURANCE SCHEME (NHIS) REGISTRATION
The follow-up of partners facing particularly difficult situations, as well as the facilitation of the
registration of our partners with the National Health Insurance Scheme (NHIS) and subsidy of its
premium, were also expanded. The organisation subsidises partners’ premiums for the NHIS through a
declining scheme over 3 years, to the tune of 50%, 33% and 25% discount per year.
During 2011, ID Ghana registered 791 partners with the NHIS, and disbursed an amount of GHS8,
601.33 as NHIS subsidy for 752 of them and their 866 dependants. This brings the total number of
partners registered under the scheme since November 2007 to 2,742 partners with an additional
2,394 dependants. Out of these, 1,803 families have had their insurance premium subsidised by ID
Ghana.
POVERTY ASSESSMENT TOOL (PAT)
In terms of social performance, the Poverty Assessment Tool continued to be administered to every
odd loan cycle (1st, 3rd, 5th ....). In all, a total of 2,233 forms were administered and encoded.
Additionally, for the first time in ID Ghana, encoded PAT data were exported and analysed. After the
analysis, a comprehensive narrative report was written which highlighted the strength and weaknesses
of our partners. Based on this report, some corrective measures were taken to improve on the
weaknesses. For example, there was an increase on weekly savings from GHS 1.00 to GHS 2.00 to
help partners improve on their savings ability. Training on NHIS was done twice within the year to help
improve on the registration exercise as it was identified as a weakness.
PARTNERS’ SATISFACTION SURVEY
Partners’ satisfaction survey was also carried out in September to ascertain from our partners, if our
services are really addressing their needs in a satisfactory manner. The result indicated that on the
whole, partners are satisfied and appreciate our services, as compared to other MFI. The only
weakness they mentioned was the fact that ID Ghana’s loan amount was relatively small.
SOCIAL PERFORMANCE INDICATORS (SPI SURVEY) - CERISE
ID-Ghana measured for the fifth consecutive year its social performance with the CERISE SPI tool, and
was able to appreciate the organisation’s position, as far as its social mission is concerned, and
14
2011 Annual Report ID Ghana
realised that the progress mentioned above had more to do with its strengthening, than its expansion
to new areas. The overall score of the organization was 52% as against 69% in 2010. This did not
reflect a drift in ID Ghana’s social mission though, but the fact that a new questionnaire was used for
2011 (v.3.3.1) which was different from the previous questionnaires. On the whole, ID Ghana has
strengthened its social mission and is very hopeful to keep the spirit high in 2012.
TRAINING CURRICULUM & PEER EDUCATORS
A coherent curriculum of 24 business and 30 social modules was designed and implemented in 2011,
which enabled the social mission team to put a total of 55,628 participations through training12 (see
Appendix 10.5 for full reporting details). Partners were trained by the Training Officers on 20 topics
within the year under review. These topics were made up of both business and social themes. The
business topics included business opportunity identification, group dynamics, record keeping, costing
and pricing, importance of savings and effective selling. We can also add to the list small business
management, income and expenditure management, credit management and domestic and business
expenses.
The social topics were personal hygiene, teenage pregnancy, early marriage, girl child education, rape
and defilement, drug abuse, family planning, cholera, malaria prevention and management and
national health insurance.
However, 3 core topics (group dynamics, National health Insurance and importance of savings) were
compulsory topics for every new group before disbursement.
In the second part of the year, a total of 119 selected peer educators were trained at the two pilot
Service Centers of Chorkor and Dansoman, on adult learning skills to enable them facilitate social and
health related topics during group meetings. So far they have facilitated 6 main topics; sexual abuse,
personal hygiene, malaria prevention, early marriage, teenage pregnancy and importance of education
among others to a total over 3000 Partners.
SUCCESS STORIES
During the year under review, 12 success stories were written by all the Service Centers on partners
who have been economically and socially successful with ID Ghana’s support.
Peer Educators’ Workshop @ Dansoman
One participation in training corresponds here to “one person receiving training on one topic during a particular
session”. Training happens normally twice a month for each Partner in each Service Center. Some individuals can
participate in up to 24 sessions per year.
15
12
2011 Annual Report ID Ghana
16
2011 Annual Report ID Ghana
5.4.
SUSTAINABILITY
TECHNICAL SUSTAINABILITY
The technical sustainability of the organisation was enhanced in 2011 as ID Ghana consolidated the
rigorous use of the Onipa Nua methodology in all the Service Centers. As a yearly routine, the manual
for Onipa Nua operations and the manual for Front Desk operations were modified. The Accounting
manual and the Internal Audit manual were also operationalised in 2011. Lastly, the loan application
form was reduced from two pages to one to process re-loans faster.
FINANCIAL SUSTAINABILITY
The financial sustainability ratio (without the Social Mission) increased from 67.8% in January 2011 to
128.2% in December 2011. On the other hand, the sustainability ratio with Social Mission, we prefer to
focus on, as the provision of social services and the management of social performance are fully
integrated in our operations increased from 58.3% in January 2011 to 113.5% in December of the
same year.
17
2011 Annual Report ID Ghana
6. RESOURCES
6.1.
OVERVIEW
Human resources were decisively strengthened in 2011 with the reshuffling of Center Managers and
also the replacement of non performing officers. Training on portfolio management and credit
assessment were organised internally for all the Service Center Teams.
Management also attended various workshops organised by Entrepreneurs du Monde in Ghana and
Burkina Faso on MIS, Finance and Social Microfinance.
In terms of equipment, ID Ghana was also better off in 2011, particularly as regards computer
equipment, as new computers and mini laptops were bought for HO and Center Managers to enhance
the smooth operation of the institution. However, the institution is still operating with the bare
essentials and will need to plan some investment in 2012, such as laptops and pickups, so as not to fall
short of quality tools to develop its operations.
6.2.
HUMAN RESOURCES
ID Ghana had 39 employees at the end of 2011, 13 of whom are employed at the head office and 26
are field staff attached mostly to the Operations Department and the Social Mission Department. A
detailed organisational chart is available in Appendix 0.
Five people left ID Ghana in the course of the year; three mainly due to poor portfolio management
and performance and two to pursue their careers with other employers. Aside from this, the staffs of
ID Ghana are quite stable and include a sizeable number of colleagues who have given 4 to 10 or even
13 years of service. The rate of turnover is of only 11%, reflecting the satisfaction and dedication of a
long serving team.
Early morning catch-up @ ID Ghana HO
18
2011 Annual Report ID Ghana
6.3.
EQUIPMENT AND INVESTMENT
ID Ghana activities were strategically controlled from the Head Office located at Dansoman SSNIT Flats
and it manages operations from its 5 Service Centers located in the heart of our areas of activity (see
map in section 10.1). Most Service Centers have a dedicated space for training, as well as a mini
laptop and printer in order to maintain the partners’ database. Similarly in Head Office, each
collaborator has a computer at his/her disposal and all share a large capacity printer. A generator
enables the staff to operate normally, even in the event of power cut.
2 motorbikes and 2 pick-up vehicles are owned by ID Ghana and used for operational management.
Some staff supported by the institution acquired their own cars, motorbikes and bicycles and also rely
on them for institutional operations.
6.4.
FINANCIAL RESOURCES
The total level of operating expenses of ID Ghana reached GHS 662,131–(€307,810.43) in 2011
and included a financial charge of GHS103,015.54, while the operating income reached
GHS 740,45313-(€344,220) and also included Partners escrow investment interest of GHS22,858.58
. (See Appendix 10.4 for comprehensive details on the financial statements).
As at 2011, ID Ghana is indebted to two main institutions. The first is a total debt of € 172,336.43
(GHS329, 076) to Entrepreneurs du Monde (France) at 3% per annum and renewable yearly. The
second is a debt of €305,000 (GHS 612, 215) to Micro Finance Solidaire SAS in France at 5% per
annum over a duration of three years. This brings the total amount of loan owed to these two
institutions to €477,336.43 (evaluated at GHS941, 291.41) as at the end of 2011.
13
Excluding donations
19
2011 Annual Report ID Ghana
7.
BANK OF GHANA
In November 2011 ID Ghana commenced the process of Bank of Ghana (BoG) licensing by submitting
the requested documentations to the Banking Supervision of Bank of Ghana. The Executive Council
approved the Financial NGO status that befits ID Ghana in tier 3. They also passed a resolution to
approve a special change of name. This was subsequently sent to the Registrar to change the name
from ID Ghana to ID Ghana FNGO as requested by BoG. Verbal approval has been given by BoG to ID
Ghana, as ID Ghana waits for its official license to be issued to them. (Below is a summary of BoG
Rules and Guidelines)
On July 18th, 2011 Bank of Ghana published an Operating Rules and Guidelines for microfinance
institution in Ghana in an attempt to regulate the industry. All MFIs are to subject their operations to
Bank of Ghana’s supervision and to obtain an operating license to operate their activities. The
regulated activity included
1. The taking of deposits and the granting of credit for whatever tenor constitutes regulated
activity under the Banking Act, 2004 as amended and the Non-bank Financial Institutions act.
Except where expressly exempted in writing by Bank of Ghana, persons and or institutions
undertaking such activity required a license issued by the bank of Ghana.
2. All institutions or persons engaged in activities that involve deposit taking or the granting of
credit shall obtain a license or an exemption from the Bank of Ghana before commencing of
continuing such activities.
3. Institutions that were in existence or persons engaged in such activities before the coming into
force of the Non-bank Financial Institutions act 2008 or this notice, whose source of
authorization is a repealed legislation such as the Money Lenders Ordinance (Cap 176) are
hereby directed to take steps to be re-licensed by Bank of Ghana.
All though individual cases will be considered on its own merits, three different tier activities were
made available to all MFIs in Ghana to choose from and to belong to.
1. Tier 2 Activities – Susu companies and other financial service providers, including Financial NonGovernmental Organisations (FNGOs) that are deposit taking and profit making.
2. Tier 3 Activities – Money lenders and Non-deposit taking Financial Non-Governmental
Organisations (FNGOs)
3. Tier 4 Activities – Susu collectors whether or not previously registered with Ghana Cooperative
Susu Collectors Associations (GCSCA) and Individual money lenders.
The dateline for the receipt of all applications by BoG is 20 th January 2012.
8. EVENT MANAGEMENT
ID Ghana took a bold step in event management in 2011 by successfully organizing and managing two
important events in the microfinance calendar - the Entrepreneurs du Monde (EdM) Regional Meeting
and the African Microfinance Transparency Summit (AMT).
8.1.
ENTREPRENEURS DU MO NDE2011 REGIONAL MEETIN G
The Entrepreneurs du Monde2011 Regional Meeting was held from the 12th to 16th September 2011
and this provided an occasion for partners of Entrepreneurs du Monde to meet up to exchange on
issues constituting the basic principles of social microfinance. This exchange included presentations,
workshops, site visits and reports from external participants. This was also a platform to promote ideas
on chosen issues and to discuss them in a practical way by taking into account experiences through
success and failure cases.
Entrepreneurs du Monde2011 Regional Meeting theme was “Putting the Social into Microfinance”. It
was held at the KrisView hotel in Accra - Ghana and was attended by 40 participants representing 12
organisations from 6 different countries. (See Appendix 8 for a press release on the 2011
Entrepreneurs du Monde Regional Meeting)
20
2011 Annual Report ID Ghana
8.2.
AMT 2011 GENERAL ASS EMBLY AND INVESTORS FAIR
ID Ghana partnered with AMT to host the 2011 AMT General Assembly and Investors Fair in Ghana at
Alisa hotel from the 10th to the 14th of October 2011 and a total of 130 participants were involved. The
event was spread along four main activity lines. The first was the AMT General Assembly held on the
10th of October and saw the election of the Board and the approval of the budget. The second was a
Post-Rating Analysis Workshop also held on the 10th of October which provided a platform to MFIs and
Rating Agencies to have a general discussion on Ratings and its associated issues. Then, there was a
Training for Member by certified trainers from the ‘Social Performance Task Force’ (SPTF) and was on
“How to manage social performance for MFIs and was held on the 11th and 12th October. The last part
was the Investor’s Fair held on the 13th and 14th October and was the biggest of the events with 54
MFIs from 20 different African counties, 4 Rating Agencies a record number of 24 Investors and other
representatives from MIS providers, CGAP and ADA taking part. (See Appendix 9 for a press release on
the AMT 2011 General Assembly and Investors Fair)
9. LOOKING AHEAD TO 201 2
ID Ghana initiated in 2010 and 2011 a vast process of restructuring which will need to be consolidated
in 2012 to ensure that the institution is able to face the challenges ahead. The key to a successful year
can actually be narrowed down to five key points:

Strengthening the success of the Onipa Nua methodology: having tested the
methodology for three years, we have been able to fine-tune it and ensure that Onipa Nua is
the tool of preference to reach out to our target population in large numbers, with an
impeccable quality of portfolio and the desired economic and social impact. This impact should
also be reflected in a better sustained loyalty rate.
•
Reinforcing and sustaining the institutional sustainability: With the strong technical and
financial support from its strategic partners Entrepreneurs du Monde and MicroFinance
Solidaire, ID Ghana needs to reinforce and sustain its institutional sustainability in 2012 through
efficient and effective management practices.
•
Financing the growth of financial activities to maintain sustainability: the strategy spelt
out above will need to be fuelled with adequate funding in order to allow growth to unleash
according to plan. Again, the Onipa Nua methodology is capable of letting the organisation
maintain the critical volume of activity needed to maintain sustainability in 2012. Finding new
sources of capital funding locally and abroad will therefore be a priority for 2012, but also a
tough challenge in the light of the global economic crisis. This will be partly tackled through the
maintaining of a credible image of ID Ghana, as a model Social Microfinance Institution.
•
Keeping the focus on Social Mission: With a Social Mission revived in 2007 and consolidated
in 2011, ID Ghana needs to maintain a strong focus on this crucial aspect of its activities, so as
to keep it in tune with the expected growth of the financial activities. The Social Mission
embodies the heart of the values of ID Ghana and the institution therefore needs to develop
innovative services which make an impact and can demonstrate the relevance of our approach
to urban development. That has been made possible thanks to the development of our NHIS
registration facilitation programme since 2007, Peer Educators programme in 2011 and the
creation of a new loan product called ‘Kick Start loan’ from 2009 for extremely deprived micro
entrepreneurs (financed by the French Embassy in Accra), amongst other things. A key
indicator of the relevant development of the Social Mission will be the loyalty rate, which is
expected to increase, as partners will tend to stay with ID Ghana on a long term basis to benefit
from its financial, but also most importantly its non-financial services.
•
Complete BoG licensing process: With all the documents requested submitted, follow-ups
will be done to complete the process and also to receive a documented official license from
Bank of Ghana.
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2011 Annual Report ID Ghana
10.
APPENDICES
10.1.
MAP OF ACCRA WITH ID GHANA INTERVENTION Z ONES
AG: Agbogbloshie
CH: Chorkor
TE:Teshie
22
DA: Dansoman
GL: Glefe
KA: Kaneshie
MA: Madina
NN: Nima-New Town
HO: Head Office
2011 Annual Report ID Ghana
10.2.
DESCRIPTION OF ID GHANA INTERVENTION ZON ES
Estimated
population
Agbogbloshie
288,201
Chorkor
128,849
Dansoman
461,731
Glefe
39,077
Kaneshie
268,548
Madina (market 3,687
only)
Nima-New Town 537,270
Teshie
200,000
Total ID Ghana 1,727,364
areas
Service Center
DANSOMAN/GLEFE SERVICE CENTER
Glefe
ID Ghana opened a Service Center in Glefe in January 2007 to test its new Onipa Nua group
methodology. ID Ghana was the first financial organisation to penetrate the area and therefore found
out that the inhabitants were not financially educated. The area is located in the south-western end of
Accra, but is often omitted from commercial maps of the city. In fact, the area is not registered by the
government, who tried for many years to relocate its inhabitants. Nevertheless, Glefe now benefits
from electricity supply, water and medical care facilities. Being close to the sea, the inhabitants
regularly face the ocean’s turbulent temper and as a result are often victims of floods.
Dansoman
Sukura, an area covered by the present Dansoman Service Center, is where ID Ghana originally settled
10 years ago. At that time, the area was considered a deprived suburb of Accra. Some areas like
Exhibition and Petroleum have since turned into wealthy areas, while the deprived areas, Russia,
Zamala and Mataheko still make ID Ghana’s presence in the area totally relevant.
Today, merged Dansoman Service Center is the largest ID Ghana Service Center covering all the
eastern part of Accra, from over the Kwame Nkrumah Motorway in the north, through Odokor,
Sakaman, down to Dansoman, Russia, Zamala and going south to Dansoman Last Stop, Bortianor,
Gbawa, Agege and Mpoase. The Center has a Partner portfolio of 1,859, gross portfolio of GHS592,
916, repayment rate of 98.2% and a PaR30 of 0.8%.
It is important to note that, for effective and efficient management and to cut down operational cost,
and also due to the closeness of their area of operation, Glefe and Dansoman Service Centers are now
merged.
KANESHIE/NIMA SERVICE CENTER
Kaneshie
Kaneshie Service Center covers a wide area in the north-eastern part of Accra. The Service Center was
first established in Zongo, one of the most deprived areas of Accra. The Service Center office later
moved to Kaneshie market (the second biggest market in Accra) in 2006. The Service Center is
23
2011 Annual Report ID Ghana
extending from Lartebiokorshie to the north of the Kwame Nkrumah Motorway in Lapaz and further to
communities like Israel and Alhaji.
This is a very heterogeneous area, with some market places (like the giant Kaneshie market), some
deprived areas (like Zongo, Abossey Okai and some parts of Dakuman and Odorkor) and some
wealthier residential areas (mostly Bubuashie, North Kaneshie and Abeka).
Nima
Nima-New Town Service Center is the result of the merger of two former Service Centers of ID Ghana:
Nima East and New Town opened in 2003 and 2004 respectively. It forms the largest deprived
community in Accra and can be divided into two main distinct areas:

Nima and Mamobi;

Suburbs: Kotobabi, Alajo and New Town.
Nima is in the heart of Accra, and can be considered as a city within the city. Historically, migrants
from the north came to settle there as early as the 1910s and in time formed a homogeneous
settlement of working class individuals employed in the numerous industries of the capital.
From 1983 onwards, Ghana initiated several Structural Adjustment Programmes and the area
underwent drastic changes, as thousands of workers lost their salaried jobs. (They used to be called
redeployed workers.) As a result, women gradually emerged as a vital source of income for the
families. Today ID Ghana does a lot of work with the women of these areas to help them build their
income-generating activities.
The merged Center has a partner portfolio of 1,303 partners, gross portfolio of GHS222,661,
repayment rate of 92.5% and a PaR30 of 22.1%.
It is important to note that, for effective and efficient management and to cut down operational cost,
Kaneshie Service Center and Nima-New Town Service Center are now merge due to the closeness of
their area of operation. The merged Service Center is now operating in a new and a larger office
located at the Kaneshie market.
CHORKOR/AGBOGBLOSHIE SERVICE CENTER
Agbogbloshie
ID Ghana settled in Agbogbloshie in 2002. The main reason for setting up a Service Center in the area
was the presence of Sodom and Gomorrah, the largest slum in Accra, surrounded by many markets. In
fact, this central part of Accra contains the largest area of markets in the country: from Makola to Tudu
going through the EFO market or the yam market, everything can be bought and sold in the area.
Chorkor
ID Ghana also settled in Chorkor Service Center in 2002. The organisation initially moved into this area
so as to provide assistance to the local fishmongers’ community. But with time, the staff of Chorkor
realised that fishmongers had very bad repayment behaviour. ID Ghana therefore decided to broaden
the Service Center’s client base to other petty businesses. The Service Center later expanded to Labadi
in south-east Accra.
The merged center has a Partner portfolio of 1,573 Partners, gross portfolio of GHS504,108,
repayment rate of 99% and a PaR30 of 1.1%.
It is important also to note that, for effective and efficient management and to cut down operational
expenses, Agbogbloshie Service Center and Chorkor Service Center are now merged.
24
2011 Annual Report ID Ghana
MADINA SERVICE CENTER
Madina is a new residential area where people started settling around 15 years ago. The area is
therefore developing fast. ID Ghana opened there in 2007 and primarily works in the Madina market
but since 2011 and with Onipa Nua, has extended its operation to as far as Ayarifa close the borders of
Eastern Region. The Center has Partner Portfolio of 551 Partners, gross portfolio of GHS97, 144,
repayment of 89.9% and a PaR30 of 16.2%
TESHIE SERVICE CENTER
ID Ghana established a new Service Center in Teshie in March 2010 to support the fishmongers along
the coast who are mainly women. The area is densely populated with slums. The main trades are
fishing and fish-mongering, as the slums are very close to the sea. Today ID Ghana has provided
training and microcredit to over 1,140 Partners living along the coast of Teshie. The center has a gross
portfolio of GHS97, 144, repayment of 100% and a zero percent PaR30.
The pathway to a group meeting @ Chorkor
25
2011 Annual Report ID Ghana
10.3.
ORGANIZATIONAL CHART OF ID GHANA AS OF DECEMBER 2011
Executive Council
5 members
ORGANISATIONAL CHART
December 2011
Internal Auditor
(Risk Management)
General Manager
Social
Operations
Manager
Financial
Operations
Manager
MIS Manager
(Risk Management)
Field Operations
Manager
MIS Assistant
1
Risk Management
Operations
Finance and Admin
Finance &
Accounts
Manager
Accounts
Assistant
1
Admin & HR
Officer
1
Encoders
3
26
Driver
1
Utility Workers
2
CHORKOR AGBOBLOSHIE
Center Manager
DANSOMAN - GLEFE
Center Manager
Trainer
1
Trainer
1
Credit Officers
4
Credit Officers
4
MADINA
Center Manager
Trainer
1
Credit Officers
2
NIMA NEW TOWN KANESHIE
Center Manager
TESHIE
Center Manager
Trainer
1
Trainer
(Asst BM)
Credit Officers
3
Credit Officers
2
2011 Annual Report ID Ghana
10.4.
FINANCIAL SERVICES ACTIVITY RESULT PORTFOLIO REPORT
FINANCIAL SERVICES REPORTING
OPERATIONNAL EFFICIENCY INDICATORSSAVINGS INDICATORS
PORTFOLIO QUALITY INDICATORS
LOANS ACTIVITY INDICATORS
CONSOLIDATED
Jan-11
Number of active borrowers
4,136
Active borrowers - BUDGET
4,209
Onipa Nua
3,773
Onipa Nua - budget
3,833
Front Desk
264
Front Desk - budget
264
Kick Start
99
Kick Start - budget
112
Gross outstanding portfolio
673,940
Gross outstanding portfolio - BUDGET
729,179
Onipa Nua
616,052
Onipa Nua - budget
672,843
Front Desk
55,732
Front Desk - budget
52,777
Kick Start
2,156
Kick Start - budget
3,559
Number of loans disbursed
322
Number of loans disbursed - BUDGET
755
Cumulative loans disbursed (12m)
6,985
Onipa Nua
307
Onipa Nua - budget
680
Front Desk
15
Front Desk - budget
35
Kick Start
0
Kick Start - budget
40
1st Loans (Onipa Nua)
40
Re-loans (Onipa Nua)
267
1st Loans (Front Desk)
2
Re-loans (Front Desk)
13
1st Loans (Kick Start)
0
Re-loans (Kick Start)
0
Amount disbursed
125,410
1st Loans (Onipa Nua)
11,000
Re-loans (Onipa Nua)
108,510
1st Loans (Front Desk)
600
Re-loans (Front Desk)
5,300
1st Loans (Kick Start)
0
Re-loans (Kick Start)
0
Average amount of the loans disbursed
389
1st Loans (Onipa Nua)
275
Re-loans (Onipa Nua)
406
1st Loans (Front Desk)
300
Re-loans (Front Desk)
408
1st Loans (Kick Start)
0
Re-loans (Kick Start)
0
Outreach
5,747
Partners loyalty rate
69.1%
Partners loyalty rate Onipa Nua
70.7%
Partners loyalty rate Front Desk
68.4%
Partners loyalty rate Kick Start
18.1%
Portfolio at risk (30 days)
6.8%
Onipa Nua
5.0%
Front Desk
27.4%
Kick Start
6.8%
Repayment ratio
97.6%
Onipa Nua
97.7%
Front Desk
95.9%
Kick Start
95.0%
Amount written off
0
Onipa Nua
0
Front Desk
0
Kick Start
0
Number of loans written off
0
Cumulative amount written off (12m)
223
Loan write-off ratio (12 m)
0.0%
Total saving balance
381,032
Total savings balance - BUDGET
307,601
Average balance by saver
43
Number of savers - active accounts
6,844
Number of compulsory savers - active accnts
6,551
Balance of compulsory savings - active accnts
334,009
Average balance by compulsory saver - active accnts
51
Number of voluntary savers - active accnts
359
Balance of voluntary savings - active accnts
28,086
Average balance by voluntary saver - active accnts
78
Number of savers - dormant accounts
2,100
Balance of dormant accounts
18,938
Number of Credit officers
16
Officer's caseload
259
Risk coverage ratio
88%
Loan loss reserve
40,709
Amount of portflio at risk (30 days)
46,149
Onipa Nua
30,733
Kick Start
146
Front Desk
15,270
Cost per loan disbursed
30
Income (per month)
36,076
Income - budget
42,313
Operational expenses branches
15,843
Operational expenses head office
17,761
Operational expenses social mission
6,008
Other financial expenses
3,083
Loan loss reserve adjustments (+Amort. In Dec)
2,140
Operational Sustainability w/o SM (12 m)
70.5%
Operational Sustainability w/o SM (12 m) - budget70.6%
61.1%
Operational Sustainability (12 m)
61.0%
Operational Sustainability (12 m) - budget
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
4,559
4,647
4,879
5,123
5,519
5,494
5,707
5,905
5,844
6,014
4,335
4,451
4,624
4,796
5,037
5,196
5,296
5,389
5,539
5,662
4,177
4,258
4,472
4,697
5,129
5,090
5,279
5,467
5,420
5,561
3,938
4,023
4,164
4,295
4,513
4,636
4,711
4,780
4,914
5,008
274
281
284
295
256
249
260
264
270
302
261
258
256
263
272
298
323
347
363
384
108
108
123
131
134
155
168
174
154
151
136
170
204
238
252
262
262
262
262
270
800,439 879,975 1,007,296 1,146,812 1,211,660 1,162,715 1,238,672 1,356,576 1,390,310 1,532,966
817,623 862,392 935,190
976,783 1,020,907 1,079,492 1,120,344 1,169,293 1,236,324 1,296,979
737,732 816,086
935,943
1,068,125 1,122,705 1,079,842 1,151,380 1,273,583 1,304,050 1,426,031
759,399 801,965
872,916
910,956
952,580
1,007,646 1,045,343 1,091,549 1,156,747 1,215,256
59,384
60,686
67,307
74,027
83,063
76,320
79,184
75,456
80,323
102,106
53,444
54,081
54,674
57,218
59,387
62,731
65,939
68,675
70,463
72,305
3,323
3,202
4,046
4,659
5,893
6,553
8,108
7,537
5,938
4,830
4,781
6,346
7,600
8,609
8,939
9,114
9,062
9,069
9,115
9,418
865
837
972
999
863
668
1,075
1,098
812
1,117
850
840
900
900
900
975
935
985
1025
1,055
7,423
7,745
7,785
8,053
8,482
8,342
8,817
9,206
9,418
9,628
815
811
929
957
806
630
1,006
1,063
778
1,052
770
750
810
800
800
860
820
870
910
940
28
18
24
24
29
16
30
19
30
53
40
40
40
50
50
65
65
65
65
65
22
8
19
18
28
22
39
16
4
12
40
50
50
50
50
50
50
50
50
50
323
343
525
476
345
340
432
443
296
440
492
468
404
481
461
290
574
620
482
612
6
5
6
4
7
5
12
7
8
15
22
13
18
20
22
11
18
12
22
38
16
7
13
12
25
18
38
10
2
5
6
1
6
6
3
4
1
6
2
7
322,010 326,910 381,800
429,440
391,050
294,980
465,250
494,380
424,400
584,080
83,550
99,420
161,250
150,500
106,550
106,250
138,400
142,400
96,900
144,350
220,590 212,480
198,810
256,250
254,520
175,420
303,860
338,000
305,250
396,700
1,600
1,550
1,450
1,150
2,100
1,700
3,950
2,300
2,500
4,700
14,500
12,800
18,600
19,850
25,500
9,650
15,450
10,150
19,350
37,150
1,240
580
1,110
1,130
2,080
1,560
3,490
930
200
500
530
80
580
560
300
400
100
600
200
680
372
391
393
430
453
442
433
450
523
523
259
290
307
316
309
313
320
321
327
328
448
454
492
533
552
605
529
545
633
648
267
310
242
288
300
340
329
329
313
313
659
985
1,033
993
1,159
877
858
846
880
978
78
83
85
94
83
87
92
93
100
100
88
80
97
93
100
100
100
100
100
97
5,895
6,055
6,282
6,513
6,792
6,853
7,206
7,468
7,589
7,753
70.7%
70.6%
70.5%
68.1%
72.0%
68.3%
69.8%
71.9%
73.1%
69.4%
72.4%
72.1%
71.4%
68.5%
72.9%
69.0%
70.7%
72.6%
73.8%
69.7%
68.9%
67.5%
73.7%
77.4%
73.5%
70.2%
67.1%
69.0%
75.2%
78.3%
20.6%
21.3%
27.9%
31.4%
32.4%
35.0%
29.9%
38.1%
32.6%
35.3%
6.0%
5.6%
5.0%
4.4%
4.3%
4.8%
4.7%
4.9%
4.9%
4.5%
4.4%
4.1%
3.6%
3.2%
3.3%
3.7%
3.7%
4.0%
4.0%
3.6%
25.5%
25.5%
23.6%
20.6%
18.4%
20.2%
19.3%
20.2%
20.2%
15.9%
5.2%
8.4%
8.9%
7.6%
5.0%
4.7%
3.8%
4.1%
5.2%
7.2%
97.2%
98.0%
98.0%
98.2%
98.6%
97.8%
97.8%
97.2%
97.7%
98.3%
97.3%
98.0%
98.1%
98.2%
98.5%
97.8%
97.8%
97.2%
97.7%
98.4%
96.0%
96.6%
97.4%
98.9%
99.1%
98.4%
97.5%
97.6%
96.7%
96.4%
87.1%
92.0%
89.8%
98.0%
99.1%
98.7%
99.8%
99.8%
98.3%
97.5%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
95
95
95
95
95
95
95
45
45
0
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
421,443 460,346 497,233
537,745
574,395
609,767
650,765
684,193
720,764
756,032
325,051 310,434 334,551
322,539
341,221
350,223
359,613
367,932
394,886
398,635
44
47
49
52
52
53
56
57
59
62
7,373
7,741
8,083
8,314
8,913
8,677
8,881
8,980
9,217
9,192
7,128
7,467
7,852
8,011
8,613
8,387
8,584
8,667
8,961
8,924
372,457 408,982
445,973
484,050
522,952
553,967
593,620
625,798
659,551
696,017
52
55
57
60
61
66
69
72
74
78
355
338
336
383
381
290
297
313
330
345
30,022
32,140
32,092
34,015
33,025
34,482
35,817
35,084
37,814
36,675
85
95
96
89
87
119
121
112
115
106
2,099
2,134
2,148
2,114
2,049
2,777
2,843
2,971
2,975
2,973
18,964
19,224
19,168
19,680
18,418
21,318
21,329
23,311
23,400
23,340
16
16
16
16
15
15
14
14
15
15
285
290
305
320
368
366
408
422
390
401
88%
89%
90%
92%
92%
89%
88%
83%
84%
88%
42,055
43,870
44,891
46,263
47,752
49,350
51,592
55,077
57,613
59,941
47,828
49,462
50,144
50,255
52,147
55,260
58,479
66,361
68,750
68,221
32,496
33,696
33,907
34,650
36,552
39,553
42,870
50,778
52,204
51,604
173
268
361
352
293
310
309
309
312
348
15,159
15,499
15,876
15,253
15,302
15,398
15,300
15,274
16,235
16,269
28
26
26
24
23
24
23
22
21
21
37,132
45,413
55,228
56,143
61,787
61,881
72,909
70,830
71,599
82,943
49,535
54,020
53,602
58,525
57,448
56,007
59,345
63,971
66,372
68,658
16,405
19,313
18,213
16,383
21,368
20,064
20,482
17,484
17,377
18,010
18,943
21,311
18,723
19,513
23,420
22,229
21,210
21,019
20,274
23,086
4,600
7,179
5,839
6,083
5,726
7,081
5,698
6,534
9,194
5,300
2,876
2,845
3,632
3,765
15,229
5,887
5,955
6,556
6,917
7,655
1,346
1,802
1,021
1,372
1,596
1,599
2,242
3,485
2,535
2,329
73.4%
78.3%
85.3%
91.4%
94.7%
99.4%
106.9%
114.3%
120.2%
126.8%
74.5%
79.6%
83.9%
87.8%
89.2%
91.3%
94.7%
97.1%
100.0%
102.7%
63.8%
68.0%
74.2%
79.8%
83.3%
87.4%
94.3%
100.7%
105.6%
111.7%
64.4%
68.7%
72.3%
76.0%
77.3%
79.2%
82.1%
84.1%
86.7%
89.1%
Dec-11
6,426
5,779
6,004
5,131
281
380
141
268
1,664,338
1,301,442
1,574,037
1,219,725
86,799
72,309
3,502
9,408
1,121
1015
10,749
1,104
900
12
65
5
50
335
769
1
11
0
5
597,400
103,450
482,050
300
11,100
0
500
533
309
627
300
1,009
0
100
7,770
143.1%
139.2%
1294.1%
90.4%
4.5%
3.7%
18.7%
12.1%
98.0%
98.0%
96.1%
94.1%
0
0
0
0
0
0
0.0%
781,929
379,039
64
9,304
9,089
727,591
80
371
32,166
87
2,944
22,172
15
428
85%
63,272
74,871
58,249
423
16,199
20
88,545
70,648
19,185
27,185
5,068
13,817
3,331
128.2%
99.1%
113.5%
86.4%
27
2011 Annual Report ID Ghana
10.5.
NON FINANCIAL SERVIC ES ACTIVITY RESULT
OPERATIONAL REPORTING
PAT
NHIS
SOCIAL CASES
TRAININGS
CONSOLIDATED
28
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Total Outreach on Financial Services 5,747
Number of trained people
2,650
5,895
3,582
6,055
3,238
6,282
2,937
6,513
4,354
6,792
3,568
6,853
3,608
7,206
3,095
7,468
5,293
7,589
4,370
7,753
4,928
7,770
3,524
Number of business trainings (attendance)
BA1 - The Purpose of Business
BA2 - Business Opportunity Identification
BA3 - Business Start-up
BA4 - Entrepreneurship
BA5 - Self-employment
BA6 - Group Dynamics
BB1 - Record Keeping
BB2 - Costing and Pricing
BB3 - Domestic vs. Business Accounts
BB4 - Buying and selling on credit
BC1 - Importance of Saving
BC2 - Credit Management
BC3 - Stock Management
BC4 - Dealing with the Bank
BD1 - Marketing/Effective Selling
BD2 - Business Ethics
BD3 - Communication
BD4 - Time Management
BE1 - Business Environment
BE2 - Business Planning
BE3 - Small Business Enterprise
BE 4 - Working Capital management
BE5 - Income & Expenditure
Number of Social (attendance)
2,650
SA1 - Personal Hygiene
SA2 - Malaria Prevention & Management
SA3 - Diarrhoea Prevention & Management
SA4 - Cholera
SA5 - HIV/AIDS
SA6 - Tuberculosis
SA7 - Health Insurance (NHIS)
2,650
SA8 - Swine Flu
SA9- Cervical Cancer
SA10 - Menopause
SB1 - Breast Feeding
SB2 - Child Abuse
SB3 - Child Labour
SB4 - Child Trafficking
SC1 - Girl Child Education
SC2 - Early Marriage
SC3 - Abortion
SC 4- Sexually Transmitted Infections
SD1 - Indecent Dressing
SD2 - Defilement/Rape
SD3. - Teenage Pregnancy
SD4 - Drug Abuse
SD5 - Unemployment
SE1 - Single Motherhood
SE2 - Conflict Management
SE3 - Stress Management
SE4 - Domestic Violence
SE5 - Family Planning
3,582
3,238
189
4,354
3,568
3,608
3,095
45
4,370
1,707
3,524
45
109
86
1,400
49
145
221
132
1,443
4,928
3,343
3,258
1,443
2,960
Number of social permanencies held
Number people met in social cases
Avg nb people met in social permanencies
Number of external referrals
Number of external Business referrals
Number of external Social referrals
2,885
267
166
125
265
2,960
70
95
155
16
3,497
55
3,431
112
64
67
4,089
3,315
4,116
-
310
2,937
85
709
1,432
1,303
5,293
1,384
2,898
310
39
85
76
45
21
3,909
90
134
1,077
820
979
801
1,387
633
1
1,282
680
645
5
TOTAL 2011
31,280
31,280
2,885
1,432
1,400
2,960
3,431
812
7,586
3,315
4,116
3,343
24,348
1,384
4,403
2,898
7,359
1,897
979
801
680
1,387
2,560
6
-
-
-
-
-
-
-
-
-
-
-
-
Total NHIS registrations facilitated
36
Inlcuding NHIS registrations subsidized 35
Cumulative NHIS facilitated (12 m)
387
of which NHIS subsidized (12 m)
366
Registrations with dependants
37
Cumulative Registrations with dependants (12 m)
516
TOTAL REGISTERED MEMBERS
1,987
16
13
367
346
21
474
2,003
42
40
387
364
48
488
2,045
19
18
343
323
27
426
2,064
87
82
417
392
94
504
2,151
91
86
473
447
103
562
2,242
159
154
614
583
159
697
2,401
71
68
650
622
73
724
2,472
49
47
677
647
57
749
2,521
199
187
848
807
235
956
2,720
5
5
818
777
920
2,725
17
17
791
752
12
866
2,742
791
752
791
752
866
866
2,742
Total of PAT encoded
165
Cumulative PAT encoded (12 m)
2,190
Number of PAT analysis reports finalised
24
2,184
531
2,583
149
2,593
134
2,667
274
2,790
216
2,831
206
2,836
139
2,894
187
2,681
170
2,299
38
2,233
2,233
2,233
-
2011 Annual Report ID Ghana
10.6.
FINANCIAL STATEMENTS OF ID GHANA FOR 2011
INITIATIVE DEVELOPMENT GHANA
FINANCIAL STATEMENT FOR THE YEAR ENDED 31ST DECEMBER, 2011
ASSETS
INCOME
2011
CASH & BANK
Cash accounts
Operations bank account
FSD - project bank accounts
Running expenses bank account
Savings account
UT bank escrow account
TOTAL CASH & BANK
2010
12,755
90,601
58,210
8,824
278
135,044
305,712
CURRENT ASSETS
Salary Advance
Accounts Receivables
Shortage Receivables
Stationery Stock
Rent Prepaid
TOTAL CURRENT ASSETS
OPERATION ACCOUNTS
Outstanding Loan
Staff Loan
TOTAL OPERATION ACCOUNTS
2,222
164,101
15,067
150,723
20,189
15,516
4,873
22,463
50
14,525
4,678
27,379
63,041
46,632
TOTAL ASSETS
147,128
76,579
64,126
134,675
2,111,318
723,734
13,638
737,372
-
82,864
66,870
15,994
1,132,111
LIABILITIES
OPERATION ACCOUNTS
Savings deposits
TOTAL OPERATION ACCOUNTS
LIABILITIES
Provision for ESB
Other Liabilities
Deferred Grant Income
Loan Fund - EDM
-MFS
TOTAL LIABILITIES
EQUITY
Fund Grant
Capital Grants - Current Period
Recovery Capital Grant
Income Surplus Account
TOTAL EQUITY
TOTAL LIABILITIES & EQUITY
-
2010
294,005
1,668
45,762
7,565
349,000
332,113
1,601,065
6,825
1,607,890
NON CURRENT ASSETS
Fixed Assets Value
Fixed Assets Accumated Depreciation
Other assets
TOTAL NON CURRENT ASSETS
2,011
615,769
255
98,354
3,216
22,859
740,454
Interest Received on Loans
Recovery of Loans Written Off
Loan Commissions
Other operating Income
Other Non-operating Income
TOTAL INCOME
2011
2010
782,351
782,351
359,714
359,714
69,625
83,847
329,076
612,215
1,094,763
68,200
67,573
329,076
305,520
770,369
223,842
97,184
83,168
3,654
234,204
106,242
93,481
- 77,485
- 120,210
2,028
2,111,318
1,132,111
Provision for Loan Loss
Interest on loans
Bank Charges
TOTAL FINANCIAL CHARGES
NET MARGIN
-
24,809
35,575
2,862
63,246
-
31,243
10,742
4,216
46,201
677,208
302,799
2011
365,173
15,103
7,938
9,981
8,184
101,907
2,949
410
2010
430,206
19,309
5,808
8,261
8,294
20,747
600
EXPENDITURE
Staff expenses
Rental expense
Utilities & Supplies
Repairs & Maintenance
Communication expense
Fuel & Transportation
Motor Vehicle Insurance
Advertising
Software Licence Fee
Membership fees
Audit expenses
Consultancy
Partners Training
Professional /Legal fees
Meetings & Conference
Interest on Partners Savings
NHIS Subsidy
Depreciation expenses
Exchange Difference expense
Other operating expense
Other non-operating expenses
Office Administration
Research & Development
Tax Expenses
TOTAL EXPENSES
3,248
4,000
2,925
10,000
1,976
2,126
4,130
2,000
5,000
17,976
5,940
11,056
4,712
8,692
1,941
573
1,228
27,015
8,601
12,379
410
80
279
12,125
1,125
3,859
598,919
19,894
579,241
OPERATING DEFICIT/BENEFIT
78,289
- 276,442
Capital Grant Drawndown
Income Grant for Running Expenses
TOTAL INCOME GRANT
5,684
32,589
38,273
8,690
267,752
276,442
BENEFITS/LOSS (Including Grant)
116,561
-
29
2011 Annual Report ID Ghana
10.7.
D GHANA PARTNERS WITH
REGIONAL MEETING IN GHANA
30
ENTREPRENEURS
DU
MON DE
FOR
THE
2011
2011 Annual Report ID Ghana
10.8.
ID GHANA PARTNERS WITH AMT FOR THE 2011 GENERAL ASSEMBLY
AND INVESTOR’S FAIR
31
2011 Annual Report ID Ghana
32
2011 Annual Report ID Ghana
Stephens Close, Dansoman SSNIT Flat, Opposite Block 15.
PO Box GP-19382
Accra - Ghana
www.idghana.org
+233 (0)302 320 699
Skype : stephendugbazah
s_dugbazah@yahoo.com
stephen.dugbazah@idghana.org
33