CEDEP
STRATEGIC PLAN
HANDBOOK
1999-2003
CENTRE FOR THE DEVELOPMENT
OF PEOPLE
CEDEP STRATEGIC PLAN HANDBOOK |
|
1999-2003 |
CENTRE FOR THE DEVELOPMENT OF PEOPLE |
The Centre for the Development of People
Postal address:
P.O. Box 5601, Kumasi, Ghana
Head Office:
Location: Top Floor, Bank for Housing and Construction, Harper Road, Adum, Kumasi
Telephone: (051) 24581 and 30881 Fax: (051) 26026
E-mail:
CEDEP Resources & Services Department
Location: Top Floor, Kumasi Home Stores Building, Adum, Kumasi
Community Learning Centre (CLC) Telephone: (051) 31206
CEDEP Consultancy Services (CCS) Telephone: (051) 30679
Publication & Documentation Unit (PDU) Telephone: (051) 31205
FAX: (051) 31205
Community Initiatives Department:
Gender & Development Unit (GDU); Youth Initiatives Unit (YIU);
Community Leadership Development Unit (CLDU) and
CEDEP Reproductive Health Unit (CRHU)
Youth Initiatives Unit (YIU)
Location: South Suntreso, Kumasi, Ghana
Telephone: (051) 22971
Accra Office:
Location: Adjacent to VSO office, Wawa Road, Kokomlemle
Postal address: P.O. Box 11299, Accra-North, Ghana
Telephone/: (021) 244537/244538 Fax: 244539
Northern Office:
Location: Adjacent to Cinema Palace, Wa
Postal address: P.O. Box 216, Wa, Ghana
Telephone: (0756) 22216 Fax: c/o (0756) 22326
Acknowledgements
We would like to thank Sulley S. Kamara of ORIENT for facilitating the review of CEDEP and the environmental scan; USAID for providing us with the services of Price Waterhouse Coopers to assist in the strategic process of CEDEP; Price Waterhouse Coopers for their expertise and guidance throughout the process of review; and all CEDEP staff members who spent countless hours in meetings defining, redefining and clarifying CEDEP’s mission, vision, values, and objectives.
Foreword
The Centre for the Development of People is a mature and vibrant non-governmental organisation (NGO) with 15 years experience of working with people at grassroots level. Established in 1983, CEDEP has grown to become one of the major service NGOs in Ghana, respected for its capacity to carry out large and small-scale development programmes reliably and effectively.
In November 1997, the organisation embarked on a participatory strategic planning process, beginning with a review of its work, the development milieu and trends in Ghana. This was facilitated by Mr. Sulley Kumara of ORIENT, Sierra Leone. With the support of USAID, Price Waterhouse Coopers provided their expertise and guidance to the CEDEP staff for the forward planning and the restructuring required to achieve our vision, mission and strategic objectives.
The major outcome of this process is collated into this handbook to be shared with others, but more importantly to guide management and staff over the strategic period.
Despite the support of Mr. Kamara and Price Waterhouse Coopers, there are bound to be some shortcomings in our strategic plan and this handbook. We at CEDEP are entirely responsible for these. Please do not hesitate to point them out to us. Thank you for taking an interest in CEDEP.
But
I, being poor, have only my dreams;
I have spread my dreams under your feet;
tread softly, for you tread on my dreams."
W.B. YEATS
| Section A: Mission,
Vision and Values 1. Introduction * 2. Programme Direction * 3. Mission, Vision, Values * 1. Strategic Objective 1 * 2. Strategic Objective 2 * 3. Strategic Objective 3 * 4. Strategic Objective 4 * 5. Strategic Objective 5 * 6. Strategic Objective 6 * 7. Strategic Objective 7 * 1. 12. Upper-Level Organisation * 2. Directorate * 3. Programme Division * 4. SUPPORT SERVICES DIVISION * 1. CHART: CEDEP * 2. CHART: UPPER LEVEL ORGANISATION * 3. CHART: PROGRAMME DIVISION * 4. CHART: NORTHERN OFFICE * 5. CHART: ACCRA OFFICE * 6. CHART: COMMUNITY INITIATIVES DEPARTMENT * 7. CHART: SUPPORT SERVICES DIVISION * 8. CHART: CEDEP ENTERPRISES, MARKETING & FUNDING DEPARTMENT * 9. CHART: CEDEP RESOURCES AND SERVICES DEPARTMENT * 10. CHART: PROGRAMME SUPPORT DEPARTMENT * |
A mission to support, facilitate and build capacity of marginalized and vulnerable groups Interaction among participants
during an income generating SECTION A |
CEDEP MISSION, VISION & VALUES |
"If you don’t know where you are going, no road will take you there."
"Where there is not vision, the people perish."
OLD TESTAMENT, Proverbs, XXIX, 18
Our mission, vision, values, objectives and programmes set out in this handbook were deduced from our analysis of our past and the current trends in Ghana and the world as a whole. We are acknowledging the shift to a neo-liberal economic-political model that accounts for the current globalisation process, which is also propelled by new information technologies. In this globalisation all attention is being given to the private sector with the intention of shrinking the roles, responsibilities and control of the state. While there can be advantages in limiting the power of the state, the outcome is the concentration of power in the hands of fewer and fewer multi-national corporations, and the worsening conditions of ordinary people, especially the poor, women and children.
From these trends we felt it imperative to improve the circumstances and prospects of the vulnerable and marginalized people who are unable to realise their potentials or to achieve their full rights in society. Additionally, we thought it necessary to act on the issues that are detrimental to the well being of society as a whole.
To achieve these goals, we deem it necessary to create alliances with the primary actors whose policies and actions often impact negatively on the vulnerable. In this era of globalisation and the information super highway, we recognise that a primary strategy for success in many areas, including sustainable development, is to join forces with other organisations and institutions for greater impact.
We have chosen to continue with gender and development activities because gender inequity, especially the second-class position of women in our society, is entrenched. We hope to team up with others on issues such as women’s reproductive rights, entrepreneurial development and participation in decision-making process at all levels, with particular emphasis on women's access to information, education and reproductive health services.
The rapid spread of HIV/AIDS and its destructive impact on the productive regiment of our population makes it imperative that we continue our partnership with Save the Children Fund (SCF-UK), the Ministry of Health and other Ghanaian NGOs in reproductive health areas.
The high youth unemployment in the country does not augur well for stability and now is the time for action. Over the years, we have engaged with in-school and out-of-school youth in discussions on pertinent development issues. In the next five years, we intend to collaborate with Youth in Action, a network of youth groups in Kumasi, to undertake projects with an emphasis on entrepreneurial development.
From our analysis, one factor responsible for the decline of many communities, especially those in rural areas, is weak or poor leadership. With the decentralisation of government putting Unit Committees in place at the community level, there is the likelihood for conflict with traditional leaders, unless the two institutions work closely together. In this vein, we intend to work with the chieftancy institution at all levels on the need for reforms within that institution. We also intend to provide training to chiefs, "Asafo" or youth groups, and Unit Committees on a pilot basis in a few selected paramouncies. This training will be in strategic and project planning, project execution and management, monitoring and evaluation.
Our review also brought home to us that we have progressed from being project-driven to being a full-fledged organisation with on-going costs that exceed what projects accommodated. This calls for a broadening of our funding base beyond grants and what we earn from consultancy services. For this reason, we have extended our fee-for-service scheme to include our Publication and Documentation Unit and the newly created computer-based Community Learning Centre. Our plans also include the establishment of a fund-raising and marketing unit, as well as a unit that will go into long-term ventures and partnerships.
These are our dreams for the next five years. We invite you to share them with us and help us achieve them in whatever way you can for a better Ghana and the global village.
VISION
By the year 2003 CEDEP, a Ghanaian not-for-profit organisation, hopes to be largely self-financing, a model of NGO excellence, of international repute, and a major contributor to the formulation and implementation of national social policy.
MISSION
CEDEP’s mission is to support, facilitate, and build capacity of marginalized and vulnerable groups, and influence policy, in pursuit of sustainable human development in Ghana.
Values
CEDEP considers the following to constitute its potential partners as vulnerable and marginalized groups:
CEDEP considers the following to constitute its potential critical actors:
(The list of critical actors is subject to continuous review.)
"The real voyage of discovery consists not in seeking new landscapes, but in having new eyes."
Marcel Proust
Engaging critical actors in support of the marginalized and vulnerable groups.
SECTION B |
CEDEP’S STRATEGIC OBJECTIVES |
"Anything can be achieved in small, deliberate steps, but there are times you need the courage to take a great leap; you can’t cross a chasm in two small jumps. "
David Lloyd George
| Strategic Objective 1 | To empower disadvantaged groups, community-based organisations and institutions to work for the rights of their members and ensure the recognition of their needs and capacities by the structures of authority |
Specific Objective 1 |
To assess and analyse the status and needs of existing disadvantaged groups, community-based organisations (CBOs) and institutions |
Specific Objective 2 |
To support the development of entrepreneurial and project management skills of the existing disadvantaged and vulnerable groups, community-based organisations and institutions |
Specific Objective 3 |
To facilitate networking among existing vulnerable and marginalized groups and the acquisition of appropriate advocacy skills |
| Strategic Objective 2 | To sensitise critical actors in society to protect the rights of the marginalized and ensure the recognition of the needs and capabilities of the latter by the structures of authority |
Specific Objective 1 |
To create awareness among critical actors in at least four districts of Ghana (two in Ashanti, one in BA, and one in Upper West) from 1999-2003 on the needs of five (5) vulnerable and marginalized groups. |
Specific Objective 2 |
To support dialogue between critical actors and ‘ vulnerable and marginalized’ groups |
Specific Objective 3 |
To develop collaborative relationships with critical actors |
| Strategic Objective 3 | Specifically to enhance women’s ability to improve the quality of their lives and access to and control of resources, skills and benefits |
Specific Objective 1 |
To assess, analyse and document the status and needs of women yearly in the Ashanti and Upper Regions West Regions of Ghana |
Specific Objective 2 |
To improve women’s access to information, and educational issues |
Specific Objective 3 |
To organise campaigns on women’s reproductive rights awareness and access to reproductive health services and information |
Specific Objective 4 |
To identify and develop a collaborative relationship with critical actors in the areas of gender issues |
Specific Objective 5 |
To promote the entrepreneurial development of women |
Specific Objective 6 |
To empower women in decision-making process |
| Strategic Objective 4 | To improve the quality of life of the youth through the acquisition of relevant skills and knowledge to enable them to make informed decisions in economic and social matters |
Specific Objective 1 |
To identify, assess and analyse the status and needs of the youth and their organisations and highlight the issues affecting them |
Specific Objective 2 |
To improve the access of youth to appropriate information, functional literacy and education |
Specific Objective 3 |
To improve the entrepreneurial skills of the youth in the selected areas during and assist them to get appropriate support |
Specific Objective 4 |
To facilitate and develop collaborative relationships between at least three (3) critical actors, the youth and CEDEP in the area of youth issues and also help them improve upon their advocacy skills |
| Strategic Objective 5 | To develop a strong network with other organisations in order to influence macro socio-economic policy |
Specific objective 1 |
To engage in active network partnership with at least five (5) national civil society organisations (CSOs) on socio-economic policy issues |
Specific Objective 2 |
To influence at least one macro socio-economic policy |
Specific Objective 3 |
To review the progress of partnership with other organisations yearly |
| Strategic Objective 6 | To enter into partnership and joint ventures with identifiable organisations for mutual socio-economic benefit |
Specific Objective 1 |
To establish income generating projects, such as the purchase of cocoa, to facilitate the transfer of technology to the vulnerable (especially women, children and farmers), and all who need structural guidance to achieve economic independence and sustainability |
Specific Objective 2 |
To identify, secure and manage externally sourced funds for programme execution |
| Strategic Objective 7 | To strengthen and improve management and organisational systems and procedures within CEDEP |
Specific Objective 1 |
To strengthen and improve administrative/financial systems & procedures |
Specific Objective 2 |
To strengthen and improve the programmes |
Specific Objective 3 |
To strengthen and improve the governance of the organisation |
Specific Objective 4 |
To provide skills and professional development for staff |
Specific Objective 5 |
To strengthen and improve personnel systems and procedures |
Specific Objective 6 |
To strengthen and improve financial systems and procedures |
Forward in support of women’s advancement.
CEDEP Gender and Development Unit at recent workshop on empowerment of women. SECTION C |
CEDEP’S ORGANISATIONAL STRUCTURE |
"The important thing is this: To be ready at any moment to sacrifice what you are for what you could become. "
Charles Dubois
| Board of Trustees | b) To approve, amend or review recommendations from the committees appointed by the General Assembly c) To make recommendations to the General Assembly on the amendments of the Constitution of CEDEP d) To supervise the implementation of policies, programmes & procedures of CEDEP e) To recommend the adoption & amendments of the Bye-Laws & regulations of CEDEP f) To fill any vacancies among the members of the Board from among the CEDEP membership, until the next meeting of the General Assembly g) To select & approve nominations for international conferences & workshops upon recommendation from the Directorship or committee where applicable h) To appoint or terminate the appointment of the Executive Director & other management-level staff including consultants, technical advisors, etc. i) To oversee and supervise the
budgetary and financial matters of CEDEP |
Re-constituted by end of 1999 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Directorate | ||
Executive |
a) To ensure
that all policy decisions taken by the BOT are
implemented b) To direct, support & facilitate the work of the staff of CEDEP c) To see to the improvement of project implementation & administrative systems d) To spearhead the development & review of long term strategic plans of CEDEP e) To promote, support, facilitate & monitor activities of CEDEP especially those within the network of groups & individuals f) To develop & maintain communications between the Secretariat/Directorate, its partners, the Executive Committee, the Board of Trustees, the Patrons & the General Assembly g) To represent CEDEP to partner organisations, funding agencies, NG0s, bilateral & multilateral agencies & government bodies/agencies h) To manage budgetary & financial matters of CEDEP, & see to the financial sustainability of the organisation |
Fully in place by end of 1999 |
Internal Audit |
a) To ensure
compliance with policy & procedural guidelines
published by the organisation & funding sources b) To undertake programme audits, reviews of donor funds disbursements, accounting & financial controls, & compliance with internal guidelines, policies & procedures in all functional areas |
Implementation before January 2000 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Programme Division | a) To empower
disadvantaged groups, community-based organisations &
institutions to work for the rights of their members
& ensure the recognition of their needs &
capacities by the structures of authority b) To sensitise critical actors in society to protect the rights of the marginalized & ensure recognition of their needs & capabilities by the structures of authority c) To develop a strong network with other organisations in order to affect macro socio-economic policy d) To enhance women's ability in participatory decision-making, access to & control of resources, skills & benefits in order to improve the quality of their lives e) To improve the access of the youth to relevant skills & knowledge to enable them to make informed decisions in economic & social matters & to adopt facilities, which improve the quality of their lives f) To enter into partnership & joint ventures with identifiable organisations for mutual economic benefit g) To identify, secure & manage externally or internally sourced funds for program execution |
Implementation 1999-2003 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Northern Office (WA) | a) To promote
achievement of all core program & advocacy/networking
objectives, in addition to the provision of consultancy
services & administrative support as a fully
integrated office serving Upper West, Upper East &
Northern Regions b) To identify, secure & manage externally sourced or internally generated funds for programme execution |
Implementation 1999-2003 |
| Administration/Finance Unit | a) To manage
the administrative & personnel functions for the
regional office in accordance with guidelines &
directives provided by the Programme Support Department b) To manage the accounting & finance functions of the regional office in accordance with guidelines & directives provided by the Programme Support Department c) To manage the fund raising functions of the regional office in accordance with donor requirements & internal guidelines & directives provided by the Programme Support Department |
| Consultancy Services Unit | a) To
identify & manage activities in core programme areas
related to gender, community resource development &
youth-oriented programs, as well as advocacy work, with a
focus on community groups, critical actors & relevant
institutions in Upper West, Upper East & Northern
Regions b) To identify & manage consultancy services in training research & project management in Upper West, Upper East & Northern Region |
| Poverty Alleviation & Advocacy Unit | a) To
identify & manage activities in core programme areas
related to gender, community resource development &
youth-oriented programs as well as advocacy work with a
focus on community groups, critical actors & relevant
institutions in Upper west, Upper East & Northern
Regions |
AREA |
FUNCTION |
DURATION/PERIOD |
| Accra Office | Implementation 1999-2003 |
|
| Administration/ Finance Unit | a) To manage
the administrative & personnel functions in
accordance with guidelines & directives provided by
the Programme Support Department b) To manage the accounting & finance functions of the regional office in accordance with guidelines & directives provided by the Programme Support Department |
|
Advocacy Unit Implementation June 1999 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Consultancy Services Unit | a) To provide
training to an external clientele for income generation
& to programme units under donor or internal
financing b) To provide research to an external clientele for income generation & to program units under donor or internal financing c) To provide project management services for an external clientele: possibly under donor funding |
Implementation 1999 |
| Persons Living with HIV/Aids (PLWHA) Project | a) To promote
the development of a national network of Persons Living
with HIV/AIDS b) To create awareness among critical actors of needs of Persons Living with HIV/AIDS through civic education programmes (publicity, workshops, seminars, etc.) c) Supporting dialogue between Persons Living with HIV/AIDS & critical actors through workshops & seminars & national fora & news media d) To collaborate with critical actors
through accessing services and information exchange in
relation to HIV/AIDS issues |
Implementation 1998-2000 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Community Initiatives Department | a) To promote
empowerment of disadvantaged groups, community-based
organisations & institutions to work for the rights
of their members & ensure the recognition of their
needs & capacities by the structures of authority b) To sensitise critical actors in society to protect the rights of the marginalized & ensure recognition of their needs & capabilities by the structures of authority c) To enhance women’s ability in participatory decision-making, access to & control of resources, skills & benefits in order to improve the quality of their lives d) To improve the access of the youth to relevant skills & knowledge to enable them to make informed decisions in economic & social, matters & to adopt facilities, which improve the quality of their lives e) To identify, secure & manage externally or internally sourced funds for programme execution |
Implementation 1999-2003 |
| Community Leadership Development Unit | a) To
undertake needs assessment, provide training (including
advocacy skills) & create networks of existing
leadership institutions in the communities for
development b) To create awareness among critical actors & support dialogue between the community leaders, institutions & critical actors in relation to the needs of the community through public fora, news media, & civic education programmes (publicity, workshops, seminars, etc.) c) To collaborate with critical actors through advisory services & information exchange d) To engage in active network partnership with civil society organisations on socio-economic issues (Mid-Ghana NGO Network) e) To promote entrepreneurial development of vulnerable & marginalized groups through training, workshops, linkage to funding & public fora |
Implementation June 1999 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Gender & Development Unit | a) To
undertake needs assessment of existing gender-oriented
groups & community-based organisations (CBOs),
provide training to (including advocacy skills) &
create networks of above b) To assess, analyse & document status & needs of women c) To create awareness among critical actors & to support dialogue between gender-oriented groups & critical actors in relation to the needs of women through civic education programmes, public fora & news media (publicity, workshops, seminars, etc.) d) To collaborate with critical actors on gender issues through surveys, network partner analysis, workshops, advisory services & information exchange e) To engage in active network partnership with civil society organisations on gender-oriented socio-economic issues (CEDEP Women's Forum) f) To improve women's access to information & education issues, including women’s reproductive rights awareness & access to reproductive health services & information g) To promote entrepreneurial development of women through training, workshops, links to funding & public fora h) To empower women in decision-making process through leadership training, workshops for critical actors (women parliamentarians & Assembly Members) & skills training for women in political roles i) To enter into partnership & joint ventures with identifiable organisations for mutual economic benefit through sale of Kente & beads |
On-going |
| CEDEP Reproductive Health Unit | a) To develop
culturally appropriate materials & information
regarding reproductive health b) To provide capacity building & training initiatives for FRHP-assisted groups c) To support FRHP-assisted groups with project planning, management, monitoring & evaluation d) To establish a network forum for local non-governmental & community-based organisations involved in reproductive health |
On-going |
AREA |
FUNCTION |
DURATION/PERIOD |
| Youth Initiatives Unit | a) To
undertake needs assessment, provide training (including
advocacy skills) & create networks of existing youth
groups & CB0s b) To assess, analyse & document status & needs of youth c) To create awareness among critical actors & support dialogue between the youth & critical actors in relation to the needs of the youth through public fora, news media, & civic educational programmes (publicity, workshops, seminars, etc.) d) To network with youth, particularly through Youth in Action e) To collaborate with critical actors through advisory services & information exchange f) To improve youth's access to appropriate information, functional literacy & education, including information on reproductive health g) To improve entrepreneurial skills of youth through training & assist in obtaining support, e.g. Suame Islamic Youth association (SIYA) h) To facilitate & develop collaborative relationships amongst critical actors, youth & CEDEP, & help with acquisition & development of advocacy skills |
Implementation March 1999 |
AREA |
FUNCTION |
DURATION/PERIOD |
| SUPPORT SERVICES DIVISION | a) To
strengthen & improve management & organisational
systems & procedures b) To support the achievement of programme objectives through the cost-effective provision of common services c) To identify & enter into partnership & joint ventures with organisations for mutual economic benefit & the generation of internal funds d) To identify, secure & manage externally sourced funds for program execution |
Implementation 1999-2003 |
| CEDEP Enterprises, Funding & Marketing Department | Implementation 1999-2003 |
|
| CEDEP Village for Sustainable Livelihoods |
a) To provide
a forum for learning & action on best practices
regarding environmentally sound small-scale industrial
& agricultural activities b) To increase people's information on issues affecting their development c) To strengthen CEDEP's advocacy capability d) To provide a source of income generation through practical training & commercial service activities |
Implementation 1999-2003 |
| Business Development Unit | a) To
identify & implement new business opportunities for
income generation, such as shops, produce buying, CEDEP
ventures b) To integrate income generation opportunities with program objectives & entrepreneurial activities of target groups |
Implementation 200 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Funding & Marketing Unit (Accra-based) Implementation 1999-2002 |
AREA |
FUNCTION |
DURATION/PERIOD |
||
| CEDEP Resources & Services Dept. | a)
To undertake income generating activities with an
external market clientele in order to generate internal
funds b) To support program activities through the provision of specialised services to programme units c) To promote programme goals by collaboration with partner groups for income generation |
Implementation 1999-2003 |
||
| CEDEP Consultancy Services Unit (CCS) | a) To provide
training to external clients for income generation &
to programme units under donor or internal financing b) To provide research to external clients for income generation & to programme units under donor or internal financing c) To provide project management services for an external clientele, possibly under donor funding |
On-going |
| Community Learning Centre (CLC) | a) To provide
Internet access to the general public b) To provide basic knowledge to the public on computer technologies c) To train the public on computer software d) To serve as an "information doorway" to businesses e) To guide organisations to create their own Web pages on the Internet f) To support programme & advocacy work by sourcing information from the Internet & supplying relevant research findings & community findings to the Internet |
Implementation 1999-2003 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Publication & Documentation Unit (PDU) | a) To engage
in active network partnership with civil society
organisations on socio-economic issues through periodic
publication of the "NGO Forum Newsletter" &
other such publications b) To influence macro socio-economic policy by disseminating findings of research & policy positions through targeted publications c) To collaborate with critical actors through exchange of information, publications, etc. d) To promote awareness of development issues through the publication of "Reflections" e) To promote programme objectives through the publication of relevant material (cartoons, posters, etc.) which effectively communicate advocacy & other messages to non- or low-literacy target groups f) To provide published material for external clientele in areas of programme & research specialisation for income generation |
Implementation 1999-2003 |
AREA |
FUNCTION |
DURATION/PERIOD |
| Programme Support Dept. | a) To strengthen & improve administrative systems & procedures, programme administration, organisational governance, personnel systems, skills & professional development of staff, financial systems & procedures | Implementation 1999-2003 |
| Administration & Personnel Unit | a) To develop
& implement personnel systems & procedures such
as recruitment & placement, b) performance appraisal, salary administration, & job reviews c) To ensure adequate provision of staff skills & professional development d) To develop & implement administrative systems & procedures such as lateral & vertical communication channels, information management, logistics & transport management, maintenance & fixed assets management e) To develop & implement programme
administration through resource/logistics support,
standardisation of reporting, information management |
Implementation 1999-2003 |
| Accounting & Finance Unit | a) To develop
& implement financial systems & procedures such
as accounting & financial reporting, payroll,
tax-related issues, financial management reporting
(including profit & cost centre analysis), donor
funding management & reporting b) To implement & maintain an efficient computerised accounting system, including establishment & control of authorisation & access levels & associated reporting c) To develop & implement financial systems & procedures related to budgeting & medium term corporate planning |
Implementation 199-2003 |
Optimising Human Potential
CEDEP staff after strategic planning session SECTION D |
CEDEP’S ORGANISATIONAL CHARTS |
"The heights great men reached and kept were not attained by sudden flight, but they, while their companions slept, were toiling upward in the night."
LONGFELLOW
CHART: UPPER LEVEL ORGANISATION
CHART: COMMUNITY INITIATIVES DEPARTMENT
CHART: SUPPORT SERVICES DIVISION
CHART: CEDEP ENTERPRISES, MARKETING & FUNDING DEPARTMENT
CHART: CEDEP RESOURCES AND SERVICES DEPARTMENT
CHART: PROGRAMME SUPPORT DEPARTMENT
* Handy Person/Security = Contracts
Maximizing human potential through:
Capacity building; advocacy; development education; publication; gender awareness; training, consultancy services; research; networking
CEDEP staff meeting with Mr.
Daniel Ohene Agyekum, the Ashanti Regional Minister
(1994-1998)
