Training

Our Success Stories

CIGL’s Training Models

  • Training Model for Entrepreneurship

    a) To inspire and empower young entrepreneurs to cultivate entrepreneurship in all the sectors of the Ghanaian economy.
    b) To provide trainees with comprehensive knowledge about Agribusiness, including its various aspects such as production, marketing, value addition, and sustainability.
    c) To educate business owners on the various financing options available for Agribusiness ventures, including grants, loans, and investment opportunities, and guide on accessing these resources.

  • Models and Descriptions

Youth Entrepreneurial Skills Development & Enterprise Development

Introduction to entrepreneurship, business awareness/start your own business, business growth programme, customer care, vocational skills & management training (for informal sector operators), corporates

Business Idea and Business Opportunity Seeking for Informal Business. Forming a new Company, developing new products like  Car washbasins, Sachet water producers, and sources of funding, and managing early operations of SMEs.

Market studies and research. Business Diagnosis and Health Checks, Business Counseling, Feasibility Studies and Business Plan Preparation, Client Accounting and Book-keeping Service (CABS), Corporate restructuring and turnaround, Logistics support for Workshops.

Sources of Finance both local and international, Factors influencing the choice of sources of Finance and identification of Startups costs. Sources of Finance both local and international, Factors influencing the choice of sources of Finance and identification of Startups costs.

People’ management, organizational structure, strategy formulation, internal controls, policies and procedures, financial Risk, Operational risk, reputational risk, etc.

Production process design, Effectively developing proper waste management control projects. Health and Safely needs, Environmental sustainability.

Pension and contribution towards retirement.

  • Training Model for Financial Literacy for Small & Medium Enterprises (SMEs)

    1) Understand the principles of financial literacy. 2) Know the components of financial literacy.
    3) Know the importance of being financially literate, and the drawbacks of not being financially literate.

  • Models and Descriptions

Introduction to Financial Literacy

Keeping business records, sources of finance (how to access funds for business), making money works in business, financial management.

  • Setting Financial Goals
  • Creating a Financial Plan
  • Creating a Budget
  • Expense Tracking
  • Adjusting and Revising

Setting Financial Goals

  • Emergency Fund
  • Regular Saving Habits
  • Understanding Investment Options
  • Risk Management
  • Diversification
  • Understanding Credit
  • Responsible Borrowing
  • Improving Credit Score
  • Debt Repayment Strategies
  • Debt Consolidation

 

 

Avoiding Debt Traps

  • Basic Tax Knowledge
  • Tax-Efficient Strategies
  • Investment Products
  • Insurance Products
  • Banking Services

  • Training Model for Financial Literacy for Financial Institutions (FIs)

    a) Design, develop and implement non-trivial financial instruments and processes relevant to emerging financial sectors to boost profitability. b) Appreciate the creation of innovative financial instruments and processes that can be achieved by a professionally crafted agile financial reengineering that will maximize market value while minimizing cost of capital.
    c) Identify, analyse and assess risk, and its mitigation processes to help protect the organization from market threats and competitors.
    d) Understand products and services restructuring hands-on; that offers innovation strategies and techniques such as increasing or reducing risk, pooling risk, swapping income streams, and splitting income streams that connect long-term obligations into short-term ones in financial institutions.
    e) Explore the external economic environment where banks operate (financial markets) and interact with dynamic corresponding target customers to improve performance, profitability and strategic direction.

  • Models and Descriptions

Financial Reengineering
  • Identify Basic Fixed Income Securities
  • Non-trivial financial instruments development and implementation
  • Restructuring and financial engineering perspectives
  • Redesign of core financial changes and improvements in capital structure
  • Introduction to Derivative Securities The mechanics of forwards, futures, swaps and options.
  • Different sources and types of credit risk
  • Principles of Risk Management and Insurance
  • Optimization of credit risk management, profitability and liquidity position of a Bank
  • The role and importance of Asset Liability Management (ALM) in Banking
  • Apply and critique a range of techniques used to manage financial market risk
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  • The cyber threat landscape and  key drivers of cyber Risk
  • Cyber Risk Management & Practices
  • Cyber Risk regulations & Risk Supervision
  • Introduction to Decision Support Syteme & Knowledge Management

  • Training Model for Agriculture Lending

    1) To make a business case for agricultural finance as a tool for sustainable economic development.
    2) To draw the distinction between traditional agricultural financing versus agricultural value chain financing.
    3) To apply the tools applicable in agricultural production and value chain financing.
    4) To leverage on the various Risk Mitigation tools to encourage financing to the agriculture sector.

  • Models and Descriptions

Agriculture and Agribusiness Environment of Ghana
  • The Principles and Practice of Lending to Agricultural Value Chains
  • Identifying and Managing Risks in Agricultural Value Chain Financing
  • Financial Statement Analysis
  • Agriculture and Agribusiness Environment of Ghana
  • Making A Business Case for Agribusiness Financing
  • Managing Agricultural Credit Risk
  • Setting Credit Policies and Procedures for Agribusiness Lending
  • Agriculture and Agribusiness Environment of Ghana
  • Making A Business Case for Agribusiness Financing
  • Managing Agricultural Credit Risk
  • Setting Credit Policies and Procedures for Agribusiness Lending
  •  Agricultural Loan Portfolio Management Techniques and Problem Loans Strategy
  • Data Reporting and Loan Administration
  • Participants undertake Farm/ Enterprise visit

  • Training Model for Corporate Governance

    a) Strengthening the knowledge of the participants about good governance and the various development programmes and discussing the issues and mechanisms for the effective delivery to working masses.
    b) Inform corporate constituencies, other than investors and shareholders, that have specific economic ties to the corporate entity to evaluate potential conflicts of interest, deter corruption, and increase public confidence in government/businesses.
    c) Raise the awareness of act of behaving honorably, even when no one is watching so as to extend to professional areas at work such as decision-making, interacting with colleagues and serving customers or clients.

  • Models and Descriptions

Corporate Governance & Leadership
  • The Role of a Board
  • An Audit Committee’s Responsibilities
  • ESG and Shareholder Engagement
  • Strategic Management for Change Leadership
    • Dynamics of corporate governance
    • Corporate governance and money
    • Boardroom integrity and financial adequacy
  • Ethics of Board Selection & financial integrity
  • Reporting Breaches of Financial Integrity
  • Board structures & Processes
  • The purpose, strategy & Vision, Values & standards for the business
  • Ethics of Board Selection & financial integrity
  • Reporting Breaches of Financial Integrity
  • Board structures & Processes
  • The purpose, strategy & Vision, Values & standards for the business

  • Training Model for Project Finance

    a) To develop the cognitive, pschomotor and affective domain of participants to understand the techniques that managers/stakeholders can used to raise huge amounts of capital in both developed and developing countries for the foreseeable future.
    b) To acquire three competence skills as operational, professional, and strategic competence skills.

  • Models and Descriptions

Overview of Project Finance
  •  Introduction to project finance
  • Uses for project finance
  • Why use project financing
  • Description of a typical project finance transaction
  • Parties to a project financing
  • Financing sources used in project financing
  • Debt & equity Issues
  • Developers and consultants
  • Sponsors, off-takers, operators
  • The role of law firms, consultants, construction and engineering firms
  • Activities of political and regulatory bodies
  • Entity risks and Transaction risks
  • Mitigating and managing project risks
  • Security and Insurance issues
  • Project Cash Flow Analysis and mitigation strategies.
  • General Considerations of Credit Risk Appraisal.
  • The offering/ Information memorandum issues
  • Legislation relating to information memoranda
  • Legal Aspects in Project Finance
  • Project Agreements

CONSULTANCY SERVICES IN ‘ENTREPRENEURAL & BUSINESS SKILLS TRAINING’ UNDER THE GHANA JOBS AND SKILLS PROJECT

  • Training Profile
  • Trainee's Profile
The World Bank financed to the Government of Ghana (GoG) for the implementation of the Ghana Jobs and Skills Project. One of the main forms government’s top-priority agenda is upgrading skills among the citizenry, creating more and better-quality jobs, and improving job outcomes for the youth. It connects success in these areas to state stability, social cohesion, and economic inclusion. The program seeks to empower unemployed young people to achieve sustainable entrepreneurial development. The focus has been on achieving universal access to skills and entrepreneurship training, which is fundamental to improving enterprise development in nations. It aims to empower the unemployed youth and MSMEs to develop and grow businesses in Ghana.
Constance had the opportunity of training some 200 young entrepreneurs in the Eastern and Ashanti Regions. 120 at the Basic, 60 at the Intermediate and 20 at the Advance. Learning Objectives Three levels of entrepreneurship training offered are basic, intermediate, and advanced. At the Basic Entrepreneurship Training, the trainees were able to understand the basics of entrepreneurship, key business functions and components, refine their business ideas and develop a business model using the Lean Model Canvas. Participants also learned how to research and test the viability of their Business Models by assessing market demand and predicting income and expenditure over a period. They demonstrated understanding of the skills necessary to the entrepreneurship journey, recognized the existing business types and understand their advantages and disadvantages and identify what it takes to start their own businesses. At the end of the Intermediate Training, trainees were able to understand management and the various its functions, demonstrate understanding of the basic concepts and procedures of production and operations management. They understood the basic concepts of marketing and the procedures in the marketing mix, the basic concepts of building a product strategy, the basic concepts of costs and sales in business and be able to assess and build pricing strategies for their businesses.  They are in position to identify the basic concepts of human resource management, the basic concepts of Business Plans. The have developed the ability to develop business plans from provided template. At the end of the Advance Entrepreneurship and Business Skills Training, trainees demonstrated Quality management in business, understanding of the basic concepts of organizational change and procedures to handle organizational change. They were able to identify the various methods of attracting and retaining customers, identify the basic concepts of effective business communication. They understood how to promote their businesses through e commerce. Understand the basic statutory requirements to operating a business in Ghana Course Methodology Lecturette/PowerPoint Presentation Individual and Group Exercises/Activities Plenary Discussions Questions and Answers Practical Demonstration Experience Sharing.
Training Session and the Set Ups
Our Group Sessions
Our Group Sessions
Moment of Pitch Practice
Peer Mentorship Sessions
The Facilitation Moments
Trainees Contribution
The Enthusiastic Trainee Moments
Our Mentorship Moments
The Opening & Closing Ceremonies
The Quality Control checks by Empretec, PWC, and GEA
SSNIT, GRA and PWC with Us in Odumase
The Entry into Kpong Water Works
Our FIELD Experience

Our field visits took us to Ghana Water Company at Kpong, St Peter Cottage Beads and CEDI BEADS all in Odumase. We were exposed the various stages of production processes; water collection from the dam, the storage, treatment stage, then to filtration stages and then to final treatment stage where the water become ready for consumption, the supply stage, and the laboratory where alkaline and acidic levels of water is determined. We saw KAIZEN at its peak.

At the two bead industries, we learned how beads are made. Sourcing of raw materials, moldings, firing, polishing, packaging and marketing were all demonstrated. Trainees asked questions on how these entrepreneurs started, what keeps them moving, what are their business challenges, etc. Life experiences of these entrepreneurs were also shared with the trainees.

We had the privilege of welcoming official s from SNNIT and GRA to orient our trainees in applicable legal requirement on them as entrepreneurs. The main lessons as shared by the trainees were ‘it is compulsory for all employers to register with SSNIT and pay employees SSNIT including the self-employed’. ‘Everyone in business must pay tax and must file tax returns.’

Our Galant Tour & KAIZEN at Kpong Water Works
The Beads Making
Mentorship and Coaching
The Advance Level was all about trainee’s mentorship in the following areas:
Focus Area
  • Entrepreneurial and business management with emphasis on business formalization and planning
  • Financial management; budgeting, bookkeeping and payment of taxes.
  • Business operations; status of KAIZEN implementation, and the process in product certification
  • Mentorship session gave the trainees the opportunity to discuss the private business matters on financial planning, business designs and strategy in marketing and product delivery.
Gaps/Recommendations
  • Opportunity to discuss the private business matters on financial planning, business designs and strategy in marketing and product delivery.
  • A number these trainees who are running their own businesses were not keeping proper books of account. The mentors provided useful guidelines to enable the trainees complete the registration of their businesses and also to complete the business plans.
    They all pledged to adopt proper book keeping, budgeting and paying of taxes after the mentorship session.
  • Trainees who are already in business indicated that they have implemented KAIZEN and it principles in their businesses. These are already having an impact on product delivery to their customers and revenue. They are now in position to involve their workers more in everything they do in their businesses

Hitherto, the trainees were not willing to discuss these matter in the plenary.
The trainees were so much enthused about the sessions.

Mentorship and Coaching
The Advance Level was all about trainee’s mentorship in the following areas:
Focus Area
  • Entrepreneurial and business management with emphasis on business formalization and planning
  • Financial management; budgeting, bookkeeping and payment of taxes.
  • Business operations; status of KAIZEN implementation, and the process in product certification
  • Mentorship session gave the trainees the opportunity to discuss the private business matters on financial planning, business designs and strategy in marketing and product delivery.
Gaps/Recommendations
  • Opportunity to discuss the private business matters on financial planning, business designs and strategy in marketing and product delivery.
  • A number these trainees who are running their own businesses were not keeping proper books of account. The mentors provided useful guidelines to enable the trainees complete the registration of their businesses and also to complete the business plans.
    They all pledged to adopt proper book keeping, budgeting and paying of taxes after the mentorship session.
  • Trainees who are already in business indicated that they have implemented KAIZEN and it principles in their businesses. These are already having an impact on product delivery to their customers and revenue. They are now in position to involve their workers more in everything they do in their businesses
  • Hitherto, the trainees were not willing to discuss these matter in the plenary.
    The trainees were so much enthused about the sessions.
Lessons Leant: Trainees shared their lessons during the mentorship session.
Trainees’ Name
Tei Mary
Amos Baah

 

 

 

 

 

Alidu Benjimah
John Mensah
Lessons Learned

‘After the mentorship I realize I’m supposed to open sales book and purchasing book for my business, and I need to budget for my businesses.’

‘After the mentorship, this is what I have learned

  1. As an entrepreneur you have to have a business plan that will help you build upon to grow your business.

  2. There is a need for an entrepreneur to have a budget that will help the business to sustain.

  3. As an entrepreneur you have to pay your tax to the government to help facilitate its programs.’

‘After the mentorship I learned;

  1. How to write a better budget, keep proper accounting records which I wasn’t doing, take the herbal medicine to the next level.

  2. The service is done in our resident; I was thought to establish a centre separate from home

  3. Look for licence to operate as legal entity

  4. Herbs should be taken to FDA for testing.

  5. the risk involved was addressed

  6. Pay taxes, and as an entrepreneurs need to consider the above points to become successful.’

‘After the mentorship, I realized the following;

  1. The need to pay our taxes.

  2. Why it is necessary to have a business plan…

  3. I was guided on the need to scan your environment and identify the right competitors.

  4. Why it is necessary to have a SWOT analysis in your business plan.

  5. The consequences that come after overspending and the need to adopt proper spending.

  6. Requirements for a business to be registered.

  7. Why I need to expand my business land for large production.’

Post Training Evaluation

 

We met the training expectations of our trainees at all levels of our entrepreneurship training. In recounting her lessons, one trainees, Madam Ruth Onme indicated ‘this training equipped me on how to establish my businesses and to turn my ideas into Business Plan that will flourish, encouraged me to face challenges and not runway from them, holding my head up high in truth while being patient. Taught me how and why I need to register my Business with the GRA and pay SSNIT for my workers and myself, and the importance of training for my staff, keeping record books and setting policies in my organization.’

One trainee, Rebecca Martey said, there’s a deference between an Entrepreneur and a Business Woman.’ Many others; Amos Baah, Elizabeth Agyemang-Badu, etc. recounted their unique experiences during our training sessions. The trainees exhibited high level of energy throughout the training sessions from basic to advance. Attendance was great and the trainees were punctual in class at all the levels of the training.  There was also a high level of co-operation among the trainees, the BAC manager and the Facilitators.

Achievement:

The GJSP training workshop achieved the following:

  1. Trainees understood the concept of entrepreneurship; marketing, management and Human Resources Development. In less than two (2) months, trainees were able to write simple Business Financial Plan and complete competitive business plan. They were able to pitch their various business plans for financial support.
  2. All trainees had completed formalization of their businesses.
  3. Participants understand how to perform SWOT analysis on their business, and has increased self-confidence and motivation to pursue entrepreneurial ventures.
  4. The training facilitated networking opportunities and collaboration among participants.
This Day Marked My 50th Birth Day. It was pleasant doing something I really love to do.
Young entrepreneur in Training
Many children entrepreneurs attended all our sessions from Basic to Advance levels.