Global Brigades Ghana
Pilot Business Brigades
MEET THE STAFF
William (Willy) Offei serves as the Microfinance Program Lead. In this role, Willy is
responsible for managing relationships with our partnering communities. Prior to joining
Global Brigades, Willy worked for Barclays in Ghana where he amassed a wealth of
banking knowledge.
Ronnie Washington serves as the Microfinance Program Developer. In this role,
Ronnie is responsible for developing brigade programming as well as defining the
program strategy. Prior to joining Global Brigades, Ronnie worked as a Strategy and
Operations Consultant for Deloitte Consulting based in Atlanta, GA.
Hellen Kassa is the Microfinance Program Advisor. In this role, she is responsible for
managing communications with students and overseas student engage pre- and postbrigades. Prior to joining Global Brigades, Hellen attended The University of Denver
where she majored in Economics and International Studies.
Isaac (Kojo) Acheampong is the Microfinance Coordinator. Working across community
development, program development, and student engagement, Kojo is responsible for
running brigades with students once they are in country. Prior to joining Global Brigades,
Kojo attended Cape Coast Technical Institute.
MICROFINANCE AND BUSINESS IN GHANA
MISSION:
 To provide access to business consulting services to as many microentrepreneurs throughout the Central region as possible
 To increase the average annual income and savings of households in
our partnering communities
 To build strong business skill sets throughout the community to increase
the long-term success of community businesses
 To promote community development through business expansion and
CDF sponsored social projects
HOW IT WORKS:
The Microfinance team establishes Community Development Funds,
informal rural banking systems that provide savings and loan services to
community members, in various communities. Through these facilities,
loans are able to be granted for the purpose of business expansion, working
capital, and/or social projects. The Microfinance and Business Brigades
support this mission throughout the various stages of the business lifecycle.
ROLE OF BRIGADERS
Brigaders have the ability to be involved in every step of the process for addressing the
economic challenges existing in our partnering communities including financial literacy,
business development, and social investments.
1
CIF
Investment
 Selecting 1 of 5 strategically
designed buckets for CIF
contributions
 Building on investments from
previous brigades to
complete projects
Investing in
MicroEntrepreneurs
 Identifying potential
entrepreneurs and social
projects
 Serving as pioneer investors for
potential social and business
ideas
2
Community
Development
Focus
 Providing a $100 investment
to fund identified projects
Focus
Identifying
Micro-Entrepreneurs
Brigade Groups
3
Microfinance
Brigade
 Providing financial literacy
education to community
members
Business
Brigade
Focus
Developing
MicroEntrepreneurs
 Delivering business
training to potential
entrepreneurs
 Developing
recommendations to
improve the viability of
businesses and social
projects
IDENTIFYING ENTREPRENUERS
1
Microfinance Brigade Experience: Exposes students to the financial challenges faced by those
living in developing countries. Perfect for individuals interested in Finance or Economics!
Day-to-Day
Activities
 Conduct door-to-door family visits to gain an understanding of
the challenges families face
 Work in teams to develop solutions to address some of the top
financial challenges faced by families and their businesses
 Deliver presentations on solution to financial issues utilizing
materials from the GB Financial Literacy Curriculum
Program Goal
 Identify community members with viable social projects and
business ideas
 Increase the level of basic financial literacy throughout the
community
Post-Brigade
Involvement
 Develop a business plan on behalf of the micro-entrepreneur
 Solve real-life development cases
 Help fundraise on behalf of your partnering community and
micro-entrepreneur
DEVELOPING ENTREPRENUERS
2
Business Brigade Experience: Allows students to assess businesses and social projects for
long-term viability. Perfect for people interested in Management Consulting or Entrepreneurship!
Day-to-Day
Activities
There are 3 phases to the Business Brigade including:
 Assessing the business idea or social project
 Developing a solution for potential issues and/or opportunities
 Presenting your recommendations to GB staff and community
members
Program Goal
 Deliver business training to budding micro-entrepreneurs
 Validate the viability of investments identified by previous
Brigades
 Promote community development through the increased
number of businesses and social projects in the community
Post-Brigade
Involvement
 Develop plans for business growth and development
 Solve real-life development cases
 Help fundraise on behalf of your partnering community and
micro-entrepreneur
SAMPLE BUSINESS EXPERIENCE
Name Mary
Age 52
Profession Farmer
PICTURE
Status Married
Number of Children 6;12 grandchildren
Business Idea Soap Making
A Brigader’s Perspective: The Business Brigade Experience
Initiate Research
(Day 3-4)
• Met with our community partner,
Mary, for the first time to do
introductions
• After building a good level of
comfort, our team of 3-5 people
began asking questions about her
business
• Mary was interested in starting a
soap business, but needs help
understanding how to get it started
• After understanding Mary’s goal, the
team began to document the
approach they would take to offer
assistance
Develop Solutions
(Day 5-7)
• Over the course of the next few
days, we met with other community
members to validate some of our
notes and gather additional
information to help Mary
• Once all of the issues were
gathered, the team bucketed the
issues in a manageable way
• We then used a consulting
framework to make sense of the
core problems and to identify
potential solutions
• The team finally came to a
consensus on an idea and
developed a proposal for Mary
Propose Solutions
(Day 8-9)
• We introduced Mary to the proposal
to see if she was comfortable with it.
She had some thoughts so we
decided to incorporate her feedback
• Once Mary was comfortable with the
recommendations, the team
developed an action plan to
accomplish the proposal
• On the last day, the team presented
the proposal and the action plan to
Mary which she loved.
• In the end, we were able to help
launch a business and recommend
Mary for a loan from the CDF
CIF INVESTMENT
3
CIF Investment: Allows both Microfinance and Business Brigaders to invest into the same
micro-entrepreneurs that were identified and trained. The Microfinance team has designed 3
strategic areas that these funds can be used for, leaving the option ultimately to the
group. Great opportunity for future Social Investors!
Microfinance Brigade CIF Investment –
Become the pioneering investor in a community
social project or micro-entrepreneurs’ business
Business Brigade CIF Investment –
After performing business assessments, invest in the
most viable social projects and micro-entrepreneurs’
business plan
Post-Brigade Investments –
Support your partnering community’s CDF and/or
micro-entrepreneur through one-time or regular
contributions through the GB Membership Portal
Goal: Identify, Develop, and Finance
Micro-entreprenuers
Goal: Identify, Assess, and Finance
Social Projects
DESCRIPTION OF CIF BUCKETS
Every Brigader’s program fee includes an amount of $100 that can be used to invest in
the community. The group has the ability to choose any of the following 3 buckets to use
the their CIF:
1
General Loans
Used to extend loans to community members to undertake such projects as hiring
hands, expanding their businesses, and purchasing machinery and equipment. The
average loan size is between $50-$200 and can be life changing for many families. By
investing in this option, you will be investing in people across all of our communities.
Note, recommendations can be made for investing in specific projects and businesses.
Social Project
Used to fund such social projects as identified by Brigaders and the GB Microfinance
team including libraries, schools, community centers, etc.. A longer term investment,
this option allows students to help community members in their pursuit of growing and
developing their community.
Community
Education
Used to fund continued training, including facilitating trainings delivered by
professionals. Every community visit and training held by the MF team has a significant
cost component. Without funding, communities may not have access to business and
financial education. By investing in this option, you will be able to help facilitate trainings
led by experts on various specific topics such as agriculture, marketing, accounting, etc.
2
3
ITENARARY
Day 1
PHASES
Day 2
Intro
7:00am
Day 3
Day 4
Day 5
Day 6
Day 7
Develop Solutions
Research Issues
Day 8
Day 9
Day 10
Propose Solutions
Depart
Breakfast
Breakfast
Breakfast
Breakfast
Breakfast
Breakfast
Breakfast
Breakfast
Breakfast
Transport to
Community
Transport to
Community
Transport to
Community
Preparation
for Market
Transport to
Community
Transport to
Cape Coast
Transport to
Community
Transport to
Community
Goodybye’s
11:00am
Opening
Ceremony
Introduction
to the CDF
Trip to
Mankessim
Market
Project
Work
Project
Work
Project
Work
Project
Work
Final
Presentation
Transport to
Accra
12:00pm
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch
Tour of
community
Introduction
with
Community
Partner
Project
Work
Project
Work
Project
Work
Project
Work
Project
Work
Tour of
Cape Coast
Transport to
Airport
5:00pm
Transport to
lodging
Transport to
lodging
Transport to
lodging
Transport to
lodging
Transport to
Lodging
Transport to
Lodging
Transport to
Lodging
Transport to
lodging
Check In
6:00pm
Intro to MF
and Ghana
Relax
Relax
Relax
Relax
Relax
Cultural
Activity
Relax
7:00pm
Dinner
Dinner
Dinner
Dinner
Dinner
Dinner
Dinner
Dinner
8:00pm
Reflection
Reflection
Reflection
Reflection
Reflection
Reflection
Reflection
Next Day
Prep
Next Day
Prep
Next Day
Prep
Next Day
Prep
Next Day
Prep
Next Day
Prep
Next Day
Prep
8:00am
9:00am
10:00am
1:00pm
2:00pm
3:00pm
4:00pm
9:00 pm
Group
Arrives
Departure
Party!
RECOMMENDED READING
Please feel free to use any of the following resources to prepare for your Brigade experience in
Ghana. We look forward to meeting you!
Recommended Readings on Microfinance/Business
• Banker to the Poor
• Due Diligence
• Dead Aid
• Case In Point
• Stanford Social Innovation Review
History of Ghana
• Ghana, 4th (Bradt Travel Guide)
Past Brigade Contact Info
• Ronak ShahL ronak.shah.09@gmail.com
• Nat Banyatpiyaphod natbanyat@gmail.com
• Sandra Chua sandra.chua@st-annes.ox.ac.uk
**Please contact team for additional recommendations.**
PACKING
What NOT to Bring
•High heels
•Expensive jewelry
•Hair dryers
•Major electronics
What to Bring
•Passport + Copy of Passport
•Flashlight
•Spending money (just in case)
•Bug spray (>30% Deet)
•Sun block
•Waterproof windbreaker/poncho
•Long, lightweight pants
•Hat
•Sunglasses
•Camera
•Canteen or Water Bottle
•Travel-size toiletries (check these
in your suitcase due to the TSA
regulations on liquids)
•Pens and notebooks
•Laptops (recommended, at least
one per group)
Pack light, yet remember the essentials.
*Please dress appropriately when in the communities. Be conservative in your attire.
CULTURE
“It’s not good, it’s not bad, just different”
The best thing you can do is be open and ask questions.
http://vimeo.com/54567774
Questions?
APPENDIX: MICROFINANCE MODEL
APPENDIX: MICROFINANCE MODEL
APPENDIX: MICROFINANCE MODEL
Savings Goal: To provide community members with financial literacy training as well as a secure
place to store their money through the CDF’s Savings product
2
Legend:
Bold Text
Exit
Brigade focus
Dividends
5
Community maturity
Launch new communities
6
Loans
4
CDF Funds
Criteria Before Offering Savings:
Shares
3
Savings
Launch
1
 Fair processes to identify and select leaders facilitated
 Location for operations secured
 Materials for operations provided including some office
supplies (E.g. tables, chairs, safe box, file binders, general
ledger, client profile sheets, savings slips and customer
passbooks)
 Leaders successfully completed training on basic accounting
and CDF operations
 Initial Grameen Progress out of Poverty Survey conducted in
community
 CDF services adequately marketed and promoted
throughout the community
 Community provided with basic financial literacy training
 Global Brigades’ team discretion
2
1 Month
6 Months 6.5 Months
Time since launch
1 Year
1.5 Years
(1 FY from Shares)
~3-5 Years
APPENDIX: MICROFINANCE MODEL
Share Goal: To raise loan capital and to give community members opportunities to become
shareholders in the CDF, allowing them to earn dividends
3
Legend:
Bold Text
Exit
Brigade focus
Dividends
Launch new communities
6
5
Community maturity
Loans
4
CDF Funds
Criteria Before Offering Shares:





Shares
3
Savings
Launch
1
~40% of community adults have accounts
~100 Cedis average savings per account
Community members trained on shares
3 consecutive audits passed
Training CDF leaders
− Offered twice before shares offered
− Test knowledge through role playing
scenario
− Leaders selected as “Shares Marshals”
 Global Brigades’ team discretion
2
1 Month
6 Months 6.5 Months
Time since launch
1 Year
1.5 Years
(1 FY from Shares)
~3-5 Years
APPENDIX: MICROFINANCE MODEL
Loans Goal: To provide community members with business development training and loans to
start or expand their businesses
4
Legend:
Bold Text
Exit
Brigade focus
Dividends
Launch new communities
6
5
Community maturity
Loans
4
CDF Funds
Criteria Before Offering Loans:








Shares
3

Savings
Launch
1
~50% of community adults have accounts
~125 Cedis average savings per account
Community members trained on loans
20% of community adults purchased shares
5000 Available Cedis to loan (includes Share
income and CIF)
Exemplary leadership and managerial excellence
3 consecutive audits passed
Training CDF leaders
− Offered twice before loans offered
− Tests knowledge through role playing scenarios
− Leaders selected as “Loan Marshals”
Global Brigades’ team discretion
2
1 Month
6 Months 6.5 Months
Time since launch
1 Year
1.5 Years
(1 FY from Shares)
~3-5 Years
APPENDIX: MICROFINANCE MODEL
Dividends Goal: To provide shareholders with dividends from CDF profits at the end of the fiscal
year
5
Legend:
Bold Text
Exit
Brigade focus
Dividends
5
Community maturity
Launch new communities
6
Loans
Criteria Before Offering Dividends:
4
CDF Funds





Shares
3
Savings
Launch
1
2
1 Month
90% loan repayment rate
Community members trained on loans
4 consecutive pop-up audits passed
1 Fiscal Year passed since shares offered
Training CDF leaders
− Offered twice before dividends offered
− Tests knowledge through role playing scenarios
− Leaders selected as “Dividend Marshals”
 Board of shareholders have met with CDF leaders to discuss
profit, decide on retained earnings and determine the date for
distributing dividends to shareholders
 Proper accounting procedures in place to allocate interest
income in the following manner:
− 40% Dividends
− 30% Capitalization
− 20% Reserve
− 10% Social Fund
6 Months 6.5 Months
Time since launch
1 Year
1.5 Years
(1 FY from Shares)
~3-5 Years
APPENDIX: MICROFINANCE MODEL
Sustainable Exit Goal: To provide the community with access to financial services, financial
literacy, and opportunities to develop their community through the Community-based bank
6
Legend:
Bold Text
Exit
Brigade focus
Dividends
Launch new communities
Loans
CDF Funds
4
Shares
3
Savings
Launch
1
2
1 Month
6
5
Community maturity
Operational Metrics Before Exit:
 Successful transition of auditing
and advisory functions to the
Centralized Development Bank
 Successful leadership transition
 Youth represented in CDF (E.g.
interns)
Impact Metrics Before Exit:
 # of people trained on financial
literacy and business
development
 75% of community adults have
savings accounts
 95% savings account client
retention rate
 Average of 200 Cedis per
savings account
 Average deposit rate
 95% loan repayment rate
 # of shareholders
 ~7000 Cedis in loan capital
6 Months 6.5 Months
Time since launch
1 Year
 CDF sustainably profitable to cover
administrative costs,
compensation, and social fund
initiatives
 6 pop-up audits passed
 Community benefited from at
least one (1) Social Project
 # of microenterprises financed
 # of outstanding loans
 # of active borrowers
 # of jobs created
 % increase in per capita household
income
 % decrease in per capita
household expenditure
 Final Grameen Progress out of
Poverty Survey improvements
 Global Brigades’ team discretion
1.5 Years
(1 FY from Shares)
~3-5 Years