Annual Report Trias Ghana & Burkina Faso 2015 (EN)

TURNING DREAMS INTO
OPPORTUNITIES
The self-development of 60,000 people in 2015

2 | TRIAS Ghana Burkina Faso annual report
‘I HAVE A DREAM’
Dear reader,
2015 was the first year in which the
regional program truly took shape. TRIAS
started its program in Burkina Faso in 2014.
That year was a start-up year, in which staff
was recruited and the office was set-up. In
2015, the team of advisors and support
staff became complete and the program in
Burkina Faso started with all partners. So
far, results are encouraging, but much work
is still ahead of us to further consolidate
these results.
In Ghana, 2015 was a year of consolidation.
Different projects entered the second year
of implementation. Result are very encour-
aging as well.
2016 will become an important year for
TRIAS. Both in Ghana as well as in Burkina
Faso, several programs and projects will
enter their last year. A new program for the
period 2017-2021 shall be developed for
both countries to further support farmers’
and entrepreneurs’ organisations.
What will TRIAS look like in 2021?
Our new program will have a strong focus
on inclusion of gender and youth in our
partner organisations. Moreover, the
program will concentrate on good leader-
ship and governance. In addition, a lot of
attention will be put on the environment.
Also the use of ICT shall be strongly
encouraged.
Last but not least, we aim for financial
sustainability for all our partners.
That in short is the TRIAS dream
for the next few years.
Enjoy our annual report,
Eva Dossche
Regional Director
TRIAS Ghana Burkina Faso
‘TRIAS wants to continue focus on
inclusion of women and youth and
make our partners financially
self-sustainable. That is our dream.’
Start by doing
what’s necessary,
then do what’s possible
and suddenly you are
doing the impossible.
Francis of Assisi

TRIAS Ghana Burkina Faso annual report | 3
I have a dream
'Opportunities don’t come along often
for people like me. To overcome
my obstacles I have to set my own goals
and work hard to achieve them.'

OBSTACLE

KEEP MANY PEOPLE AWAY FROM
REACHING THEIR DREAMS
It may sound like a paradox, but most poor people on our planet
are economically active, as family-farmers or small-scale entre-
preneurs. Unfortunately, many of them find the road to success
paved with obstacles. Disadvantaged entrepreneurs are often
low-skilled, they do not have capital or other resources, they are
faced with lack of infrastructure and they barely have access to
profitable markets. And the government itself may often prove a
limiting factor. Vulnerable groups such as women and young
people have to overcome the most obstacles.
CAUSE A POINTLESS WASTE OFTALENT
AND ENTREPRENEURSHIP
In many parts of northern Ghana and Burkina Faso, being a
farmer or entrepreneur is not easy. It comes with many
obstacles.
Many people ask themselves whether there will be enough
food to serve all family members tonight. People ask
themselves if their children can be cured if they fall ill.
Healthcare is expensive. People ask themselves if they
could send all their children to school. People ask them-
selves how to overcome 4 or 5 months to come when their
granaries are empty and the next harvests are still a million
miles away.
If a farmer is working on his or her field, he or she is asking
how their crops will survive as rains have subsided; how
their plants could grow faster, because they cannot afford
fertilizer.ES
…
…

OUR APPROACH
The sense of entrepreneurship is omnipresent among family farmers
and small-scale entrepreneurs in the countries where TRIAS is active.
Very often they initiate changes in society. In order for them to
overcome the obstacles along the way it is vital they cooperate. TRIAS
believes that economic development is about people who join forces
without regard to age, race or gender: teamwork makes the dream
work! Cooperation allows people to realize their dreams that would
otherwise seem impossible to reach.
In our relations with farmers’ and entrepreneurs’ organisations we
adopt a systematic and well thought-out approach, based on the
major principle that the dreams of enterprising people can be realized
by no other than themselves. That approach lifts people up to the
power of three: PEOPLE3
:
PHASE 1 IDENTIFYING DREAMS
Aware of the local culture and know-how, the TRIAS country and
regional teams select locally based farmers ’ and entrepreneurs’
associations with growth potential. Strengthening of these member-
ship-based organisations is complex and therefore requires a
long-term commitment. At the start, together with the partner, TRIAS
maps the identity of the organisation. This entails questions such as:
• Which values are at the heart of the organisation?
• What are the strategic and operational objectives?
• Is the organisation motivated to strengthen its organisational
capacities and manage resources?
In a participative way board members and ordinary members come
together in search of answers. Women and young people play a
prominent role in this process. Because only in this way challenges
and opportunities can be shared and awareness grows. Ambitions
take shape, plans mature.
1 TRIAS UNITES
TRIAS unites enterprising people
in membership-based
organisations. They learn how
to cooperate and how to
conceive projects. That
enables them to deal
with challenges that
are beyond the reach
of individual farmers
and entrepreneurs.
PEOPLE3
MAKES SURE
THAT DREAMS
STILL HAVE A CHANCE
…
3 TRIAS CHANGES
As members of a group, family
farmers and small entrepreneurs
have a voice. And in order to
make that voice sound loud we
connect membership-based
organisations with each
other and with other
stakeholders. By setting
up a dialogue
underprivileged
entrepreneurs
manage to
change
society.
2 TRIAS STRENGTHENS
As members of a group, family farmers and small entrepreneurs can
achieve their full potential. The development of an economic activity
enhances both their self-image and their family income.
1
2 3

In the next step, TRIAS’ local advisers support farmers’ and entrepre-
neurs’ organisations in drafting their development plans. In such a
plan, the organisations describe step by step how they will lift their
internal operations and external service delivery to a higher level. The
action points in the development plan cover various aspects of
organisational reinforcement and improved service delivery to the
member, e.g. services that ensure easier access to training, micro-fi-
nance and markets
PHASE 2 SEIZE OPPORTUNITIES
In order to realize the plans in the best possible ways, local TRIAS
advisers use and share a wide range of instruments. In addition to
funding, the TRIAS capacity development box consists of:
• Advice and coaching by TRIAS advisers as well as external experts
TRIAS’ country and regional offices allow us to provide intensive
coaching to our partners. We organise trainings and workshops
and whenever it is necessary we do not hesitate to call upon
exter-nal experts in our organisational network
• Innovative methods and tools
TRIAS is a learning organization that thoroughly systematises its
knowledge and experience, which has allowed us to develop our
own set of tools over the years. Farmers’ and entrepreneurs’
organisations can utilize these tools for many purposes including
the professionalization of their financial management, defending
their interests or strengthening their leaders
• Share of local and international knowledge
TRIAS assumes the role of bridge builder between farmer’ and
entrepreneurs’ organisations. Organisations all over the world can
learn from each other, across border. The exchange of both
technical and organisational expertise is based on equality.
PHASE 3 PERFORMANCE MEASUREMENT
TRIAS advisers assist farmers’ and entrepreneurs’ organisations in
monitoring the results in a participatory way. Thus, our partners
develop a thorough and objective look at their progress. That moti-
vates their employees and members, even if certain processes do not
always evolve as expected. They become aware that they have their
performance in their own hands and are able to adjust constantly.
Our partners map their progress in terms of seven key capabilities:
resource management, member participation, services, relationship
management, finance, leadership and diversity. This analysis feeds the
adjustment of their organisation development plans. This creates a
continuous learning cycle.
MIDDELENBEHEER
LEDENPARTICIPATIE
DIENSTVERLENING
RELATIEBEHEERFINANCIËN
LEIDERSCHAP
DIVERSITEIT
2014
2015
4
3
2
1
LEGEND
0 no action
undertaken
1 weak
2 average
3 good
4 self-sufficient, no
further support
needed
Instrument for measuring the annual progress of our partners
MEMBER PARTICIPATION
RESOURCE MANAGEMENT
RELATIONSHIP MANAGEMENT
DIVERSITY
SERVICE DELIVERYLEADERSHIP
FINANCES
This in turn constantly pushes farmers’ and entrepreneurs’
organisations towards better achievements.
That is the power of PEOPLE3
, people to the power of three.

GUATEMALA
HEAD OFFICE IN
BRUSSELS, BELGIUM
EL SALVADOR
ECUADOR
PERU
HONDURAS
BRAZIL
GUINEA
BURKINA FASO
GHANA
CONGO
UGANDA
TANZANIA
PHILIPPINES
SOUTH-AFRICA
… IN 14COUNTRIES
TURNING DREAMS
INTO OPPORTUNITIES

IN SUMMARY
Key figures TRIAS Ghana Burkina Faso
Ghana 2015 Burkina Faso 2015
Location of office Bolgatanga Ouagadougou
(country office) (regional office)
Number of staff 12 8
• Of which expats 0 2
Total number of partners
(member-based organisations)
16 7
Outreach 33080 26742
• % women 53% 31%
• % young people 26% 19%
• % family farmers 76% 89%
• % small-scale entrepreneurs 24% 11%
Income (from donors) Euro 508,076 Euro 725,841
Expenditures (program) Euro 314,766 Euro 373,283
Expenditures (operations) Euro 193,309 Euro 352,574
Main intervention zones
Comoé
Houet
Leraba
Sanmatenga
Ouagadougou
Trias intervention zone
Accra
BURKINA-
FASO
GHANA
Upper East
Region
Northern
Region
Upper West
Region

CAPACITY BUILDING OF FARMERS’ ORGANISATIONS
Together,
we overcome obstacles …
OBSTACLES
zz Many organisations lack resources to
organise themselves.
zz Membership contributions are low and
knowledge and skills are lacking to
actively approach donors and implement
projects.
zz In case a donor supports, they become
100% dependent on donor contribution,
making them vulnerable if the donor
withdraws again
zz Equipped office space is lacking and
they cannot employ staff to serve their
members
zz Capacities of leaders is lacking to
effectively manage and steer the organisa-
tion at all levels
zz In the political arena, they are often not
heard, because lobby and advocacy
capacities are insufficient.
zz Women and young people are underre-
presented in organisational decision-ma-
king bodies. This is due to low literacy
levels, especially among women
zz Active member participation is low, as
the organisation has difficulties supplying
them meaningful economic services
RESULTS IN 2015
IN GHANA
zz 11 rice farmers groups practice village
savings and loans associations
zz Among all partners, frequency of
meetings have improved and all groups
have developed by-laws
zz All 6 rice APEX organisations have
product control committees in place
IN BURKINA FASO
zz All local partners in Sanmatenga
(UGPOS, UPPRS and UERWL) have
established a financial and administrative
system as well as transparent internal
control systems
zz Our partner in Bama (UCRB) has
improved its system where member contri-
bute to maintain water irrigation canals.
Membership contribution has improved
from 50% to 70%
zz Participation of members in meetings
has improved in all partners in Sanma-
tenga and our partner in Douna (UDERD)
as a result of trainings in conducting
meetings
zz UNERIZ has improved its marketing
capacity by employing a marketing officer
based in Bobo Dioulasso
integrated services
membership participation
inclusivity
leadershipfinancial health
resource management
networking
2
0
1
2
3
4
2015
2014
Progress in reinforcing partners' capacities in Burkina Faso

So how does the TRIAS dream look like?
INCLUSIVITY
AND PARTICIPATION
There is an intrinsic motivation to come
together, members pay their dues, mem-
bers have confidence in themselves and
women and young people actively partici-
pate in the organisation
FINANCIAL HEALTH, RESOURCE
MANAGEMENT AND LEADERSHIP
There is inspiring and serving leadership,
there are transparent rules and laws that
are respected by all members, elections are
open and transparent and there is a
strategic focus that is translated in clear
organisational and operational objectives.
The organisation is able to take care of its
own operational costs, such as paying
rent, utilities and staff
INTEGRATED (ECONOMIC)
SERVICES
There is a core economic activity that the
organisation and its members are engaged
in, there is a large number of group
extension workers providing technical
services to their members and groups are
able to raise their own working capital
through internal savings and credit
mobilisation
LOBBY AND NETWORKING
Farmer’ and entrepreneurs’ organisations
work together with local governments and
have a diverse number of supporters and
donors. They are able to network with
micro-finance institutions, input providers
and traders to strengthen their position in
the value chain.
OUEDRAOGO SALIF
President Union des Groupements
Provinciale des Producteurs d’Oignon
du Sanmatenga (UGPOS)
“Since we started collaborating with TRIAS
in 2014, my organisation had three departe-
mental unions with a total of 400 members.
Now we have eight unions with a total of
1,623 members. We have been able to
acquire office space and we have a project
officer on our payroll. This has considerably
increased the visibility of the union.
… and make our dreams
come true
Lobby and networking
Integrated
(economic) services
Financial health,
resource management
& leadership
Inclusivity &
participation

THE ONION VALUE CHAIN
Onions as a vital source of income
during the long dry season
OBSTACLES
zz Food stock (millet, sorghum) runs out
within the 4 or 5 months after harvest.
Onion provides extra income in the dry
season
zz Many farmers do not master good
agricultural practices, lack access to good
seeds, fertilizer, machinery. In many
villages water runs short towards the end
of the growing season. Hence yields are
low
zz Service delivery is low, as farmers have
hard times paying even their membership
fees
zz Through trainings and faciliating
access to seeds and fertilizers, TRIAS
assists farmers in realizing their full
potential by maximizing their yields
zz Most farmers store their onions under
their beds in their rooms and lack suitable
space to store their onions for several
months, to catch a better price in the
market
RESULTS IN 2015
IN GHANA
zz 1,234 onion farmers participated on
farmer field schools in which improved
onion varieties were tested
zz About 25% of these farmers adopted
new varieties to try out on a portion of
their land
IN BURKINA FASO
zz 15 onion storage structures have been
tested, with onions being stored up to 5
months
zz 623 farmers were trained in farmer field
school, after which about 15% immedia-
tely adopted some practices. Those who
adopted noticed an increase of 20% in
yield
PARTNERS IN 2015
Burkina Faso
UGPOS in Sanmatenga
Ghana
BAWOFA & GATOFA
in Upper East Region
Outreach
(people)
Expenses
(euros)
2014 5,672 22,253
2015 7,372 90,840
FINANCIERS IN 2015
Directorate General of Development
Cooperation and Human Aid of
Belgium (DGD); AgriCord; Andreas
Hermes Akademie (AHA); DFID-MADE;
A training on safe use of pesticides in Ghana.
Farmers storing onions in Burkina Faso
Comoé
Houet
Leraba
Sanmatenga
Ouagadougou
Accra
BURKINA-
FASO
GHANA
Upper East
Region
Northern
Region
Upper West
Region

THE RICE VALUE CHAIN
Quality rice produced in West Africa
OBSTACLES
zz The rice value chain has lot of challen-
ges.
zz Many dams and canals have degraded,
so that irrigated rice production in the dry
season becomes more and more a
problem
zz Farmers lack skills in good agricultural
techniques and inputs such as fertilizers
to increase their yields
zz Rice parboilers lack good parboiling
machines and equipment to produce
quality rice.
zz Due to lack of machinery, such as
harvest combiners and dehusking
machines, rice locally produced rice often
has stones, which makes it unattractive
for costumers.
RESULTS IN 2015
IN GHANA
zz 745 farmers have acquired knowledge
and skills in entrepreneurship.
zz 63 farmers leaders were sensitized on
gender issues in rice farming
zz 72 leaders have acquired better skills in
management of farmers’ organisations
IN BURKINA FASO
zz 421 rice farmers were trained using
farmer field school approach, about 40%
of the farmers have adopted the skills
zz 120 rice parboilers were trained in
improved rice parboiling techniques, of
which about 50% of them have adopted
the newly acquired skills
zz Members of all rice producing and
parboiling organization have been trained
in how to conduct meetings and set-up a
small administrative system
zz UNPRB has been trained in lobby and
advocacy skills to better approach the
government and lobby for funds to
rehabilitate some water infrastructure
Selling locally produced rice on the market is the biggest challenge, as quality is often inferior to
imported rice. Thus most people still prefer to eat rice imported from Asia, which has a low nutritional
value compared to local rice. TRIAS supports rice farmers and rice parboilers to improve the quality of
locally produced rice, so that the population can better nourish itself.
PARTNERS IN 2015
BURKINA FASO
UNPRB & UNERIZ (all over Burkina Faso)
UPPRS and UERWL (Sanmatenga),
UCRB, (Houët) and UDERD (Léraba)
GHANA NORTHERN REGION
Bontanga APEX Farmers Group;
Golinga APEX Farmers Group;
Savelugu Rice Multi-Stakeholder
Platform
GHANA UPPER EAST REGION
Navrongo Rice Multi-Stakeholder
Platform; Tono Irrigation Cooperative
Farmers Union; Vea APEX Farmers
Group
FINANCIERS IN 2015
Directorate General of Development
Cooperation and Human Aid of
Belgium (DGD); AgriCord; AFDI.
Andreas Hermes Akademie (AHA);
Swiss Development Cooperation
(SDC); Belgische Postcode Loterij;
Alliance for Green Revolution in Africa
(AGRA)
Outreach
(people)
Expenses
(Euro)
2014 27.362 67.270
2015 32.012 227.943

THE GUINEA FOWLVALUE CHAIN
Keeping guinea fowls in Ghana’s savannah
OBSTACLES
zz High keet (young guinea fowl) mortali-
ties (which sometimes is as high as 80
– 100%) due to lack of good housing,
good feeding and medication.
zz Lack of knowledge and skills on
(semi)-intensive guinea fowl production
zz Limited capacity of Ministry of Food
and Agriculture (MoFA) to deliver
extension and vaccination services
zz Limited access to finance to improve
the production process, processing and
marketing of birds
RESULTS IN 2015
zz 350 GUIFFA members participated in
trainings on safe handling of eggs for
brooding and medication for young
guinea fowls
zz About 25% of the farmers have adopted
better feeding, housing and medication
practices
zz As a result, a reduction of 60% is
reported in mortality rate of young guinea
fowl
zz The same group of farmers have
reported improved hatchability rates of
eggs
PARTNERS IN 2015
GUIFFA (Upper East Region) and
NORGFFA
(Northern Region)
FINANCIERS IN 2015
AgriCord, Northern Rural Growth
Program (NRGP)
Outreach
(people)
Expenses
(euros)
2014 2.653 36.182
2015 4.476 137.362
Accra
Upper East
Region
Northern
Region
Upper West
Region
With good housing, feeding and
medication, the likelihood of keet
surviving the first 8 weeks increases
dramatically. Guinea fowl meat is
very popular in Ghana, so farmers
could make good income if they have
a good number of birds for sale

MICRO FINANCE
Levering access to finance
for small-scale entrepreneurs
and family farmers
OBSTACLES
zz Few farmers and small-scale entrepre-
neurs have access to a bank or savings
account.
zz They lack confidence to open an
account or banks are just too far away
zz Very few farmers and small-scale
entrepreneurs have access to credit
because they lack the necessary collater-
als
zz Banks have very few credit, saving and
insurance products adapted to the needs
of farmers and small-scale entrepreneurs
zz Farmers and small-scale entrepreneurs
lack good skills to manage a loan, to save
or to invest
RESULTS IN 2015
IN GHANA
zz Following a financial education
campaign held in 2014, 15 farmers’
groups have been successfully linked to
financial services of the Rural and
Community Banks
zz Within these groups, 891 farmers have
opened a savings account
A women is repaying part of her loan in a
monthly group meeting in Ghana’s Upper
East Region, where members meet with a
credit officer from Builsa Community
bank.
PARTNERS IN 2015
Toende Rural Bank; Bessfa Rural
Bank; Naara Rural Bank; Builsa
Community Bank; Bongo Rural Bank
(Upper East Region)
Bangmarigu Community Bank;
Bonzali Rural Bank; East Mamprusi
Community Bank (Northern Region)
Sissala Rural Bank (Upper West
Region)
Outreach
(people)
Expenses
(euros)
2014 66.458 212.357
2015 76.271 *
* Micro-finance activities integrated
in other projects
FINANCIERS IN 2015
AgriCord; AGRA; NRGP
zz 60 onion farmers successfully applied
for a loan and 100% paid back their loan
within the stipulated time
IN BURKINA FASO
zz A study was conducted to map out
financial needs of farmers and entrepre-
neurs, available financial products and
financial institutions.
zz The study has served to prepare the roll
out of the micro-finance component in the
future program
Comoé
Houet
Leraba
Sanmatenga
Ouagadougou
Accra
BURKINA-
FASO
GHANA
Upper East
Region
Northern
Region
Upper West
Region

AGRICULTURAL EXTENSION
Bridging the gap
for farmers to
access information
services
OBSTACLES
zz In Ghana, the ministry of agriculture
lacks resources to recruit sufficient
numbers of extension workers. Those
who are recruited do not have enough
resources to provide good quality
services. Formerly, the extension officer
to farmer ratio was 1: 2,200
INFORMATION SOLUTIONS
zz With support from AGRA, TRIAS
supports organized farmers in the rice,
maize, soybean
zz Within those organizations, TRIAS has
identified local community extension
workers to make technical and market
information and practices more accessi-
ble to the farmers
zz Extension workers are able to share
their knowledge on a much larger scale by
providing extension services such as
radio emission, video mobile tricycle and
SMS messaging
RESULTS IN 2015
zz The project has trained over 300
farmers as community extension workers
who in turn have reached out to 18,000
farmers through radio programs, SMS
services and video broadcasts in
communities
zz These farmers are now aware of the
correct amount of inputs (fertilizers,
agrochemicals etc.) to use, as well as
how to handle these products safely
zz The project has been able to reduce the
farmer extension worker to farmer ratio
from (1: 2,200) to (1:70).
Farmer have become radio hosts! In
northern Ghana, farmers participated in
bi-weekly radio shows in which knowledge
on good agricultural techniques are
explained to their listeners. Farmers could
also call in the show to express their
concerns and ask for other information.
Each community is served by a video van,
displaying movies on how to use good
agricultural practices
PARTNERS IN 2015
Savelugu Nanton Rice Platform;
West Mamprusi Maize Farmers
Association; West Mamprusi
Soyabean Farmers Association (all
in Northern Region)
Outreach
(people)
Expenses
(euros)
2014 9.728 156.400
2015 18.002 197.344
FINANCIERS IN 2015
Alliance for Green Revolution in
Africa (AGRA)
Through the AGRA extension project, rice, maize and soybean farmers
in northern receive the latest meteorological information, information
on when to sow and information on the latest market prices.

SUSTAINABILITY
DEVELOPING OUR PARTNERS THROUGH
MAKING PROFIT
zz In May 2015, TRIAS and its seven partners in Burkina
Faso went to Leo in Sissili Province to learn about the
Nununa Federation. This federation is able to sustain itself
financially through production and marketing of shea
butter. This visit has inspired our partners to start
reflecting over new strategies on how to become financi-
ally self-sustainable and autonomous
DEVELOPING OUR PARTNERS THROUGH
EMPOWERING PEOPLE
zz People are central in the TRIAS approach. Inclusion of
women and young people in all the membership organisa-
tions we work with is a key attention point.
zz Traditionally men take up 90% of the leadership
positions in most organisations, TRIAS and its partners
strive for a better percentage of women and youth
representation
zz Changing attitudes is key as a better word starts with
yourself. TRIAS pays a lot of attention on leadership
development and development of entrepreneurial skills.
Only serving and transparent leaders accompanied by
strong entrepreneurial members can make a difference in
society
DEVELOPING OUR PARTNERS BY TAKING
CARE OF THE PLANET
zz In Burkina Faso, our partners involved in rice production
train farmers on the use of Sustainable Rice Intensification
(SRI) and Profound Placement of Urea (PPU) techniques.
zz Using these techniques result in using up to 50% less
water and chemical fertilizer and up to 90% less seeds.
Meanwhile productivity sharply increases.
zz Our partners in Ghana and Burkina Faso also train their
members on a balanced and safe use of pesticides and
helping them finding more environmental friendly ways to
manage pest and diseases
zz All farmers TRIAS works with are encouraged to use
organic manure instead of inorganic fertilizers
zz Rice parboilers are encouraged to use alternatives for
firewood and use more fuel efficient stoves
PEOPLE PROFIT
PLANET

STORIES
Dreaming of a house
with electricity
ISSAH ABURE
Nationality: Ghanaian
Profession: guinea fowl farmer
Issah is from the small town of Zebilla in the Upper East Region and
loves being a guinea fowl farmer and takes lot of pride in his work.
He won the 2014 Regional Award for Guinea Fowl Farmer of the year.
He produces up to four hundred guinea fowl annually.
Before he just produced up to seventy guinea fowls. Since being a
member of GUIFFA, he has seen his enterprise change a lot.
He received training in guinea fowl rearing and obtained a loan that
enabled him to invest considerably in his business.
His big challenge before was that he had no brooder house, now he
has two. His next dream is to install electricity in his house, so he is
saving to buy a solar panel. With a solar panel, his children can better
do their homework in the evenings
Everybody
works hard
to make their
dreams
come true ...
Dreaming of expanding
my business
ISSAHAKA SUALISU
Nationality: Ghanaian
Profession: community extension worker and
rice farmer
Issahaka is 39 years old. He is from Savelugu in Northern Region.
He has three wives and three children. He has been farming rice
since he was 19 years old. His significant experience has enabled
him to become a community extension worker in the project that is
supported by AGRA.
The project equipped him with knowledge and skills on new rice
varieties. This enabled him to almost double his harvests last year.
The new rice variety is popular in the market, so to better sell the rice
he organised farmers to establish a marketing committee within the
organisation he belongs to. Their sole dream is to contact buyers and
have better contracts with them.
There are more dreams for him in the future. He really hopes one day
the bank can give him a loan, to further expand his enterprise and to
become the lead farmer in his community.

Dreaming to buy
my own motorbike
MARIAM MANDO
Nationality: Burkinabè
Profession: rice parboiler
Mariam is a rice parboiler from the small village of Louda in San-
matenga province. She is married and has five children.
In her daily live, she parboils rice. But she is also involved in other
businesses to make ends meet. She parboils rice already for a very
long time. Her main challenge is that paddy rice is so expensive and
she has no money to buy in large quantities. She also lacks good
stoves to parboil rice and a clean space to dry rice.
Since a few year, she joined a group of 120 women with the main aim
helping one another. Since then, she has acquired new skills to
improve the quality of her rice. It increased her sales.
Her dream is now to buy a motorbike to better transport her rice to
the town of Kaya, where she can sell her rice in the market.
Dreaming of a better
future for my children
ADJARA SAWADOGO
Nationality: Burkinabè
Profession: onion farmer
Adjara is married and has five children. She is from the village of
Foutrigui, but works on her field in the village of Toécé. In 2001 she
became member of a group named Song Taaba. Initially the group
members supported one another in times of hardship. But since her
group joined the provincial union of onion farmers, she has seen
economic benefits increasing.
Through the union, she received different training in onion production
and onion storage and has seen her benefits increasing. She can now
send her children to school and has been able to acquire a cow.
She dreams that all her children will complete their education and
can have a better life. She also wants to further increase her
livestock. Working hard producing onion will help her make her
dream come true

FINANCES
EXPENDITURE (in Euros) GHANA OFFICE BURKINA OFFICE
2014 2015 2014 2015
Transfer to partners 77.605 90.835 47.809 373.283
Depreciations asset 31.483 838 28.791 42.665
Costs of building 3.993 4.213 6.816 13.698
Public utilities and office cost 8.086 12.903 1.263 12.617
Others functioning costs 26.373 36.169 3.446 9.751
Service delivery and capacity building 221.323 226.757 27.417 28.064
Personnel costs 88.104 103.965 60.414 224.837
Others costs 58.365 18.453 1.672 20.773
Own means costs - 13.943 417 167
TOTAL COSTS 515.332 508.076 178.045 725.855
INCOME (in Euros) GHANA OFFICE BURKINA OFFICE
2014 2015 2014 2015
DGD program - - 179.313 581.892
AFDI - - - 143.949
Transfer received Head Office EU 178.353 - - -
Transfer received Head Office BRS 3.800 - - -
Transfer received Head Office AGRA 27.000 60.020 - -
Transfer received Head Office AGRA
extension
222.425 169.160 - -
Transfer received Head Office AGRA rice 36.408 99.404 - -
Income of Regional Office 18.443 - -
Transfer received 14all - 38.206 - -
Transfer received others donors - 8.928 - -
Transfer received MADE/DFID - 60.156 - -
Transfer received NRGP - 65.521 - -
Transfer received others incomes - 11.690 - 63
TOTAL INCOME 486.429 513.085 179.313 725.904
The profit and loss account
and the balance sheets
present TRIAS account
for the year 2015
PROFIT AND LOSS ACCOUNT
COSTS
In 2015 TRIAS Ghana Burkina spent a total of 1,233,932 Euros for the region,
to achieve its objectives: 508,076 for Ghana office and 725,855 Euros for
Burkina Faso office.
Of this amount, 464,118 Euros was used to support local partners
(90,835 Euros for Ghana office and 373,283 Euros for Burkina office);
254,851 Euros was used for service delivery and capacity building for local
partners (226,785 Euros for Ghana office and 28,064 Euros for Burkina Office).
The amount of 514,963 which represents 42 percent of the total expenses
was used for operational and personnel costs (190,454 Euros for Ghana office
and 324,509 Euros for Burkina Office)
INCOME
In 2015 TRIAS Ghana Burkina Faso has received 1,238,989 Euros as income
(513,085 Euros for Ghana office and 725,904 Euros for Burkina Office).
In 2015 the funds of Ghana office were provided mainly by the local project
and the Burkina Office funds were provided by DGD program and AFDI.

TRIAS
GHANA 2014 2015
ASSETS
Non-Current Assets
Total Fixed Assets - -
Current Assets
Ghana Prepayments 115 3.814
Ghana Partner Balances at Year End 1.220 -
Ghana Pre-finances to Head Office -8.714 3.921
Ghana Insurance Claim Receivable 19.407 -
Ghana Cash and Cash Equivalent 96.390 103.968
Total Current assets 108.418 111.703
TOTAL ASSETS 108.418 111.703
LIABILITIES AND FUNDS
Current Liabilities
Accrued Charges 17.498 10.334
Other Payable - 9.115
Total Current Liabilities 17.498 19.449
Fund Balance
Ghana Profit Carried forward 13.260 10.730
Ghana Balance c/f: Others -4.066 -2.701
Ghana Balance c/f: AGRA Partner -134 -
Ghana Balance c/f: BRS Partner - -
Ghana Balance c/f: AGRA Ext 75.369 30.122
Ghana Balance c/f: AGRA Rice 6.492 -2.614
Ghana Bal C/f: Own means - 15.683
Ghana Balance C/f: MADE/DFID - 21.139
Ghana Balance C/f: NRGP - 19.895
Total Fund Balance 90.921 92.254
TOTAL LIABILITIES AND FUNDS 108.419 111.703
BURKINA FASO 2014 2015
ASSETS
Non-Current Assets
Total Fixed Assets - -
Current Assets
Prepayments - 2.048
Partner Balances at Year End 13.342 13.575
Pre-finances to HO 863 2.085
AFDI Short-term receivables - 37.442
Cash and Cash Equivalent 18.414 103.807
Total Current assets 32.618 158.958
TOTAL ASSETS 32.618 158.958
LIABILITIES AND FUNDS
Current Liabilities
Accrued Charges 1.354 22
Other Payable 6.406 42.891
Total Current Liabilities 7.760 42.913
Fund Balance
Balance c/f: DGD 24.858 116.045
Balance c/f: AFDI - -
Total Fund Balance 24.858 151.410
TOTAL LIABILITIES AND FUNDS 32.618 158.958
BALANCE SHEETS GHANAAND BURKINA FASO

GHANA
Country Representative: Rex Asanga
Opposite Regional GNAT Office
Zorbisi, Bolgatanga
P.O. Box 778, Upper East Region
Ghana
+233 382095701
triasghana@trias.ngo
BURKINA FASO
Regional Director: Eva Dossche
TRIAS Regional Office
Patte d”Oie—Secteur 15
05 BP 6530 Ouagadougou 05
Burkina Faso
+226 25375114
triasghanaburkina@trias.ngo
triasghanaburkina@trias.ong
CONTACT INFORMATION

TRIAS
Ibrahim Saré
Driver
Burkina Faso
Charles Ayamga
Driver
Ghana
Felix Aniah
Finance and
Administration Officer
Ghana
Esther Ouédraogo
Asistant Accountant
Burkina Faso
Vida Nyaaba
Assistant Accountant
Ghana
Ebenezer Matey
Program Coordinator and
Micro-Finance
Ghana
Delmas Kinda
Micro-Finance Advisor
Burkina Faso
Albert Adombila
Project Officer
NRGP Guinea Fowl Project
Ghana
Rex Asanga
Country Representative
Ghana
Bakari Cissé
Member-Based Organisation
Advisor
Burkina Faso
Johnson Agolmah
Project Officer
AGRA Extension Project
Ghana
Rogier Huijmans
Program Coordinator
Ghana & Burkina Faso
Stéphane Bayala
Agro-Economic Advisor
Burkina Faso
Marie-France Vary
Monitoring and
Evaluation Officer
Ghana
Aicha Apiou
Finance and
Administration Officer
Ghana & Burkina Faso
Grace Amoah
Cleaner
Ghana
Patience Alagskomah
Member-Based Organisation
Advisor
Ghana
Eva Dossche
Regional Director
Ghana Burkina Faso

About this report
The annual report describes the operations of
TRIAS Ghana Burkina Faso during the period from
1 January to 31 December 2015.
For questions about this report, please contact
Eva Dossche, Regional Director TRIAS Ghana Burkina Faso
eva.dossche@trias.ngo
COLOPHON
Editing and design: TRIAS Ghana Burkina Faso
Photography: Isabel Corthier, Phillipe Hilven
and TRIAS Team
www.trias.ngo
Follow TRIAS on Facebook, Twitter and Instagram

Annual Report Trias Ghana & Burkina Faso 2015 (EN)

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Annual Report Trias Ghana & Burkina Faso 2015 (EN)