About Us

THE ANNUAL GENERAL MEETING

The Annual General Meeting (AGM) accordingly and by our constitution and policies remains the highest decision making body which looks into the overall operations and mandates of the organization. It is conveyed yearly and when the need arise equally tasked to meet for emergency to undertake critical decisions on key issues prevailing at the time. It brings together on one platform both dues and none paying dues members.

This kind of encounter is set to review, act, and appraise the general performance of the management of the organization. Aftermath of satisfactory of the works of the management their contract is extended to another period agreed upon. Therefore the AGM is the heart beat of the foundation for which reason their decisions is central in the affairs of the organization.

EXECUTIVE MANAGEMENT

Beyond the operations of the AGM comes the executive management team led by a nucleus constituted set of expertise that are mandated to put the decisions of the AGM into action. They convey a series of meetings during which both financial and narrative activities reports..Are presented for thorough review by members. Thus, the executive management operates the organization for and on behalf of the members of the AGM. The chairman elected at the bi-annual AGM is expected to play active role and be the mouth piece of the AGM in the administration of the foundation all the time in the day to day running of the foundation.

Additionally, the Executive Director, is expected to expand the administration pattern of the organization and when necessary to make running of the secretariat smooth upon consultation with the chair person in the cause of time. The members of staff and volunteers is unlimited for which reason the Executive Director takes into accounts the available resources,needs,projects,situation vacant before recruiting people into the organization.

THE SECRETARIATE

The Secretariat is managed with the support of core staffs and the chairperson of the foundation. The Executive Director supervisors and coordinates all activities that take place from administration to other forms of engagement. Refer to our administrative documents for details. The secretariat is also mandated to venture into other key activities when necessary to the extent of having the power to open offices in other regions should the need be and where the resource for implementation of projects are available to do so.

INTERNATIONAL OFFICES

CAFAF by its constitution is free to operate foreign policy advocacy service across the globe. In this vain management is expected to follow the due processes in securing the necessary permits to operate at such levels. In 2013 quiet a number of people approached the foundation seeking permission to open similar offices outside the country to articulate the mission and vision of the foundation at such levels. Such permission has been granted to a group in Kenya and management is in constant touch with them supporting them to put the necessary structures in place. Outcomes of such engagement will be communicated into our next report in the coming years. These offices are not to rub shoulders with the mother organization rather play complementary role in making the voice of people count through policy influence.

REGIONAL FOCAL POINT

CAFAF in the future hopes to operate in other regions in Ghana. As per our constitution management is in consultation with other Networks with possibility of opening office in a region that we are likely to begun implementing activities there. Such offices will be mined by regional representatives with core staff and volunteers where necessary. They will be expected to report to the regional office depending on the type of activities and projects offered on the grounds.

MEMBERSHIP

The organization recognizes two sets of members; they include direct and indirect members.

DIRECT MEMBERS

They are individuals and organizations who have interest in the organization. Such members pay dues and are engaged in most of the activities of the foundation as and when time will allow them. They are given specific tasks and targets to achieve which is supervise by a senior management member. These volunteers’ members also represent the foundation at different levels of interaction and are mandated to raise funds to boost the operations of the foundation.

INDIRECT MEMBERS/INVISIBLE

They are also known as shadow members they do not play active role in the activities of the organization but are expected to contribute resources on regular basis to support the operations of the organization. Management communicates and updates such members from time to time via sending them of reports, plan of actions, upcoming events, and correspondence to update them. They also have the free hand to come on board subject to official notification of management to perform other tasks if one wishes to do so.

PARTNERSHIP MEMBERS

These are organizations and coalitions who are by the virtue of our constitution are allowed to join the organization after meeting our standard of participation requirement. Such members become franchise members and it allows them to use our tools and resources from time to time to champion our cause in the common interest for mutual development. They are expected to benefit from our free trainings, workshops, consultancy, services, meetings, opportunities where necessary etc.

BENEFICIARIES AND COMMUNITIES

Whatever CAFAF does affect lives and our natural resources directly and indirectly which can be found in communities. Therefore these terms are used interchangeably to depict the nature of people and communities we operate in based on our resources.

BENEFICIARIES

They are our target audience who are reached with our range of interventions from time to time based on identification of their needs and wants.

COMMUNITIES

These are the geographical locations of our activities toward achieving our specific goals and mission. It changes depending on the projects and stakeholders and partnership activities. The entire structure of the organization uses either top to down or bottom to the top .its approach largely rests on the beneficiaries and communities for which reason we do not joke with them at all. The social marketing and donor supports received by the organization are directed to such areas to achieve the needed outcomes at the end of every intervention. Apart from this brief presentation on the governance structure, management has a pictorial view of the structure itself which can be referred to in our cooperate governance policy document.

CAFAF have in place the necessary evidence which has been largely used, up dated to operate and conform to best practices and international standard from time to time. In 2014, further steps will be taken to update and review the policies to correspond with International and local demand standards in the field of NGOs operation.