TEERE means change, or more generally impact. The choice of this word is to show the compelling and burning need for the transformation of lives in Northern Ghana in particular and the country as a whole.
TEERE started initially as a non-registered community mobilisation organisation. Since 2011, it has been working with low-income, mostly rural women to improve their economic circumstances by connecting them with Village Savings and Loans Associations (VSLA). In 2014, the organisation was registered and has since then collaborated with relevant state institutions such as Regional Coordinating Council (RCC), Metropolitan, Municipal and District Assemblies (MMDAs), Local Government Service Secretariat (LGSS), National Association of Local Authorities of Ghana (NALAG) on issues related to development work, women empowerment, education, research, culture and creative arts. They also work with CSOs and social groups, especially disadvantaged and excluded ones to help drive the change they are seeking in their communities.
After attending the MS training in November and December 2020, TEERE’s action plan was focused on building the capacities of women through livestock rearing and empowering them to become active decision makers within their households, families, and communities in the Upper East Region. Using the stakeholder mapping tool, they were able to identify key stakeholders at the local level such as opinion leaders, chiefs, queen mothers and district assemblies.
A baseline study carried out enabled them to identify and train 150 women in various aspects of livestock rearing (pigs and guinea fowls) and provided them with access to veterinary services. At the end of this project, TEERE intends to carry out an impact study which will assist in determining the level of involvement of women in decision making as a result of the project.
TEERE was able to create an independent committee to facilitate engagement between local government authorities and communities on various livelihood and governance issues. This committee organised a discussion about the relevance of Deputy Regional Ministers and through this advocacy, the position of Deputy Regional Ministers was scrapped.
The organisation is however faced with hurdles in implementation of their activities. These include lack of professional skills by employees and absence of a communication strategy, lack of stable funding to engage communities in advanced areas of implementation and difficulties in engaging with local government structures to execute their mandate as most of these structures already have existing mandates.
WACSI proposed that TEERE needed to build synergies with like-minded organisations to scale up impact, develop strategies to retain and motivate staff. A communication template would be provided, and discussions will be held on organising talent management capacity strengthening and policy development trainings for TEERE.