---

“RESCUE US”

THANK YOU FOR RESPONDING!

---

In 2010, two of NEA’s staff members, Osman and Fatawu and their wives, lost newborns on the first day of life. We celebrated the arrival of Osman’s first child in the morning and the next day we wept with him as he told us that although the nurse had done all she could, they could not save his little boy. Tears streamed down his face as he kept saying, “He was so beautiful.” Over the next months, we kept hearing of the deaths of more newborns, and the pain of these losses left us with the burning question of “What can we do to change this?”

BRENDA MENSAH

Leyaata means Rescue Us. This seemed an apt name for our project to reduce newborn death rates in 80 communities through simple community-based activities; supporting health workers, enabling women to choose safe childbirth, caring for newborns and preventing malaria among mothers and children.

The program, which ran from 2011-2014, was an overwhelming success, so we expanded those same core activities to include a total of 162 communities through the Leyaata Ane Project. This meant that twice as many mothers and babies would be helped.

The scope of the project was expanded to include: providing savings education to families expecting babies, and developing and delivering reproductive health awareness to adolescents and other vulnerable groups. From 2016 – 2021, The Leyaata Ane Project saw two primary intermediate outcomes in four districts:

of gender-responsive essential health services for mothers, pregnant women, newborns and adolescents

IMPACT @ A GLANCE

Over the past five years, Leyaata Ane successfully empowered over 18,000 women to take charge of their own decision-making regarding their labour and delivery of their newborns.

One of the strategies implemented in the Leyaata Ane Project was the implementation and distribution of nearly 14,000 ‘susu’ (savings) boxes.

These ‘susu’ boxes provided a financial cushion to vulnerable pregnant women without dependence on immediate families.

The ‘susu’ box provided the finances I needed when I gave birth to buy the things that I needed for my child and me.

Beneficiary Mother
(Focus Group Discussion )

5 YEARS.

162 COMMUNITIES.

2,868 BABIES.

18K+ MOTHERS.

RESCUED!

---

We gratefully acknowledge the Government of Canada’s great contribution in helping us save more babies and mothers!

---

I think that you have done your part. Now, it’s my part. I will call for a PTA meeting and advise parents to take up the adolescent project to

eliminate teen pregnancies in our community.

Traditional Ruler of One of the Communities
(In-Depth Interview Session)

The Leyaata Ane Project included training for health professionals in 50 health facilities and allowed for a robust partnership with Ghana Health Service to produce an incredible impact on the lives of the beneficiary women and babies, and their extended families.

Due to the positive outcomes and the enormous benefits of the Leyaata Ane project, we are confident in the continued execution of the project activities.

Leyaata means “Rescue Us” and we thank God for opening our eyes to see the need, for helping us to find ways to address it, and blessing it far beyond what we ever could have dreamed. And of course, we thank Him for the thousands of babies who have been rescued.

Through the training provided, we are able to save asphyxiated babies.

Staff Midwife
(In-Depth Interview Session)

---

RELEVANCE

The Leyaata Ane Project was designed to be receptive, flexible and adaptive to emerging health care interventions, seeking to build on health activities that addressed community and health workers’ needs.

Major stakeholders such as local level governing officials, health workers, chiefs, beneficiary mothers, school headmasters and students were included in the program design, ensuring the project was relevant, sustainable and effective.

The logistical support and equipment boosted logistics availability for beneficiary health facilities to ensure continuous delivery of quality health care services, especially to the deprived rural communities.

Supported the government of Ghana in the provision of infrastructure (i.e. potable water supply and sanitation supplies), ensuring quality health service is delivered in a clean environment.

EFFECTIVENESS

Pursued aggressive and sustained monitoring and supervision of antenatal care and delivery service points.

Extensive training was conducted for health workers, Trained Birth Assistants (TBAs) and Community -Based Surveillance Volunteers (CBSVs) to ensure enhanced quality of health care service in remote areas.

Both the project and the stakeholders through their symbiotic relationship have ensured the successful delivery of the plans and objectives of the project to the benefits of not only the target population but also the stakeholders.

Well-planned reproductive health education and school club activities resulted in reduced teenage pregnancies and increased girls’ enrollment and retention in the schools.

EFFICIENCY

Activities were monitored, amended and updated, ensuring the project achieved its vision of providing quality health care in a continuum.

Project staff were involved in ongoing modification by identifying key gaps in the provision of adolescent reproductive health education and service delivery.

Coaching, mentoring, and facilitative supervision was adequately established, making it easier to follow up and ensured CBSVs and TBAs were up to the task with their responsibilities.

A robust partnership with Ghana Health Service produced an incredible impact on the lives of the beneficiary population.

“Even one single life saved is worth the money invested in the project.” (In-Depth Interview Participant)

SUSTAINABILITY

Despite COVID-related restrictions of activities, the reduction of maternal and child mortality in the project area was successfully achieved.

Strong relationships with stakeholders such as local authorities, institutions, beneficiary communities and target groups ensured mutual respect and understanding.

The pledge of support in various ways from all stakeholders to sustain the program and to support its expansion to cover other communities ensures the ongoing success of the program.

It is expected that the Leyaata Hospital will continue to support Leyaata Ane interventions through its public health arm and will be a site for ongoing referrals of neonates by CBSVs working within the Leyaata Ane communities and beyond.

---

LEYAATA HOSPITAL UPDATE

BY JACQUES LAPOINTE

The Leyaata Hospital construction site and temporary planning offices are a hub of intense activity. “Logistics” is the key to everything that needs to come together as we close in on an opening date.

Like any large, complex project like the Leyaata Hospital, the initial stage involves getting material and labour coordinated for each phase of construction. Contractors must excel at this to complete a project on time and on budget. We have an excellent contractor who has expertly handled the unanticipated mandatory closures and materials availability issues that have come with COVID. Yet despite this, the end of construction is only a few months delayed and very close to budget.

Presently, our logistics bandwidth has greatly increased.

• Hospital equipment selection is essentially completed, with initial containers making their way from the UK warehouse where these are gathered from suppliers around the world to Ghana to arrive in time for customs clearing, transport to the hospital site where they will be staged for installation, testing and training of hospital staff and technicians.

• Essential pharmaceuticals and other supplies have been identified and plans for ordering just in time for opening are in the works.

• IT systems have been purchased, with hardware and software ready for installation, testing and staff training once construction is completed.

• Staffing needs for each stage of opening have been identified and interviews are planned, ensuring their arrival is coordinated with the end of construction and other logistics. From experience, we know it can take three or more months for all of these things to come together.

• Certification of the hospital, in various stages, is another essential process before opening and this is also integrated into the planning.

• The Grand Opening Ceremonies will of course involve the coordination of hundreds of guests and officials from both Ghana and abroad.

Setting a realistic final opening date with all of these interconnected moving parts still in motion is difficult but essential to seeing it all come together for completion. The opening date has not yet been declared but early 2022 is the target. Stay tuned!

The Leyaata Hospital is, of necessity, getting a lot of attention but please remember that the vast majority of our NEA staff continue the work of helping people out of poverty through ongoing projects and programs. We are determined not to be distracted from this basic mission, and our ability to advance in this regard is completely dependent on your ongoing support. Thank you so much for continuing to make a real difference!

---

---

---

---

---

---

---

---

GRID & NEA – Preparing What’s Ahead – A PREVIEW

---

2021 may be the most challenging, eventful year in our long history of working together in Northern Ghana. Six years in the making, the largest, most complex project GRID & NEA have undertaken, the Leyaata Hospital, scheduled to open later this year, will be a modern, sophisticated facility helping thousands annually. Completion of a large 100-bed dormitory and three churches is also planned. The five-year Leyaata Ane Project will end while the equally large Babanayaa Project gets underway and many other important initiatives are advancing. These alone positively impact tens of thousands of people.

While we complete what’s before us, we plan and pray also for what may lie ahead. It is evident that through this intense period of implementation in Ghana, NEA’s capacity and capabilities have grown exponentially. We’ve proven our ability to successfully take on large, sophisticated projects like a hospital, Leyaata Ane and Babanayaa. The growing expertise of NEA staff is a tremendous asset and we have been able to establish new relationships in Ghana and beyond that will serve us well in the future, all while maintaining a close relationship to those we serve, ensuring that small, individual and community needs can be identified and addressed.

We realize that all of you have been affected by COVID, some more deeply than others – yet despite this, in North America, we just completed our best financial year ever, thanks to supporters who have so generously responded to the needs brought to them. Over the past few years, new supporters, both large and small, have trusted us to complete what is underway in Ghana. We’ve established new relationships with Foundations, Trusts and individual donors while strengthening relationships with long-time supporters. GRID has greatly benefited from a wide range of expertise, both in our virtual office and through volunteers, to support the work in Ghana.

These are some of the reasons we can plan confidently for the future. And in a way, this describes the new GRID and NEA going forward. The Lord has provided, and we always seek to fulfill his will and plans. Allow us to share a preview of what the future may look like.

Plans are being made for large projects such as converting the hospital to solar power, reaping tremendous economic and environmental benefits. A large extension to our aquaculture program is in development. A future extension to the hospital is planned, making it the 100-bed facility originally foreseen. We must address the ongoing need for clean water, agricultural and local aquaculture programs and other elements of our holistic, sustainable approach in the communities in our catchment area. Youth training, education, the establishment of new congregations and churches are all important priorities, as well as many other identified local needs.

NEA, with its many entrepreneurial enterprises, is capable of maintaining what is already established. New initiatives are dependent on GRID’s ability to identify sources of funding. We hope credibility has been established with our supporters, and you will look favourably on our plans and continue to partner with us. And we continue to look for new partners. Large projects, mid-sized proposals, as well as what we may call “The Ghana Operating Fund,” which would provide for the local allocation of funds to smaller but equally important needs that together will help reach even more people.

We hope you are encouraged by this brief overview. As always, we continue to rely on God’s guidance and provision, but we also know that he uses people to bring his plans to reality. We value your ongoing prayers and support as we move ahead with confidence.

In His service,

---

---

https://grid-nea.org/2021/03/2020annualimpactreport/

2021 may be the most challenging, eventful year in our long history of working together in Northern Ghana. Six years in the making, by far the largest, most complex project GRID & NEA have ever undertaken, the Leyaata Hospital, scheduled to open later this year, will be a modern, sophisticated facility helping thousands annually.  Completion of a large 100-bed dormitory and three churches is also planned.  The five-year Leyaata Ane Project will be completed and the equally large Babanayaa Project gets underway. Both of these address needs in many communities. Many other important initiatives are also advancing.   Tens of thousands of people are being positively impacted both physically and spiritually by these alone. 

While we complete what’s before us, we plan and pray also for what may lie ahead.  What has become evident is that, through this intense period of implementation in Ghana, NEA’s capacity and capabilities have grown exponentially.  We’ve proven our ability to successfully take on large, sophisticated projects like a hospital, Leyaata Ane and Babanayaa.  NEA’s ability to manage multiple projects, both large and smaller, simultaneously, is well established. The growing expertise of our NEA staff is a tremendous asset going forward.  We have been able to establish new relationships in Ghana and beyond that will serve us well in the future.  Yet, we have been able to maintain a close relationship to those we serve, ensuring that small, individual and community needs can be identified and addressed. 

In North America, despite COVID, we have just completed our best financial year ever, thanks to our many supporters who have responded, well beyond expectations, to the needs brought before them.  Over the past few years, new supporters, both large and smaller, have put their trust in us to permit the completion of what is underway in Ghana. We’ve established new relationships with Foundations, Trusts and individual donors while strengthening the relationship with those who have supported us for many years.  GRID has greatly benefited from a wide range of expertise, both in our virtual office and in large part through volunteers, to support the work in Ghana.

These are some of the reasons we can plan confidently for the future. And in a way, this describes the new GRID and NEA going forward. The Lord has provided, and we always seek to fulfill his will and his plans as we look ahead.  Allow us to share a preview of what the future may look like.

Plans are being made for large projects such as converting the hospital to solar power that will have tremendous economic and environmental benefits.  A large extension to our aquaculture program is in development.  In a few years, an extension to the hospital to make it the 100-bed facility that was originally foreseen will need our attention.  We also must address the ongoing need for clean water, agricultural and local aquaculture programs, and other elements of our holistic, sustainable approach in the 160 communities in our catchment area.  Youth training, education and growing our coverage of spiritual needs with the establishment of new congregations and churches are all important priorities.  And there are many other identified local needs that we must be ready to fulfill. 

NEA, with its many entrepreneurial enterprises, is capable of maintaining what is already established.  The list of possible new initiatives in part described above is dependent on GRID’s ability to identify sources of funding.  We hope that credibility has been established with our supporters, and you will look favourably on our plans and continue to partner with us. And we continue to look for new partners.  Some have a great capacity to consider some of our larger projects.  Others perhaps, either individually or in conjunction with others, would be able to address our more mid-sized proposals while others, as a group, would be able to provide funding “Where Needed Most” or what we might call “The Ghana Operating Fund,” which would provide for the local allocation of funds to smaller but equally important needs that together will help reach even more people.

We hope you are encouraged by this brief overview. As always, we continue to rely on God’s guidance and provision, but we also know that he uses people to bring his plans to reality.  We value your ongoing prayers and support as we move ahead with confidence.

In His service,

1.1   INTRODUCTION

Ghana Rural Integrated Development (GRID) works to alleviate poverty in Northern Ghana. Motivated By Christ’s love, our mission is to assist poor communities to meet their basic need in a sustainable manner. We believe that every human being is uniquely created and is inherently precious because of that. We are committed to the spiritual, mental, and physical well-being of each individual regardless of their age, sex, ethnicity, or ability.

This policy defines GRIDs commitment to the protection from sexual exploitation and abuse (PSEA) of vulnerable adults, children and youth involving GRID Employees, Partner Organizations and Related Personnel. In recognition of the special vulnerability of children and youth, this policy also affirms GRIDs commitment to the welfare and protection from sexual exploitation and all forms of abuse of children, involving GRID Employees and Related Personnel.

Vulnerable adults, children and youth[1] everywhere are at risk of sexual exploitation and abuse that devalues them and diminishes their well-being, both in the present and in the future. GRID has zero tolerance for any form of sexual exploitation, abuse. We acknowledge that we have a responsibility to promote the gender-responsive[2] protection of vulnerable adults, children and youth; especially those with whom we work or have contact with. GRID would take seriously any concerns or complaints about sexual exploitation and abuse involving GRID Employees, initiate a rigorous investigation of complaints that indicate a possible violation of this policy, and take appropriate disciplinary action as needed.

1.2  PURPOSE

The purpose of this policy is to ensure that:

• everyone who works for and with us is able to meet their responsibilities of safeguarding vulnerable adults, children and youth from sexual exploitation, sexual abuse and violence and to interact with them positively in alignment with our mission and values;
• we have in place procedures to prevent and deal with behaviour of our staff, associates, and visitors that result in sexual exploitation, abuse or violence against a vulnerable adult, child or young person or places them at risk of the same;

1.3  SCOPE

This policy applies to all employees, volunteers, or anyone representing our organization. This policy governs conduct in the workplace as well as off-premises situations with a relationship to the workplace or that affect the workplace.

1.4  PRINCIPLES

1.4.1        Value of vulnerable adults, children and youth

Each person is valuable. We take very seriously our responsibility that we as an organization, and anyone who represents us, does not in any way harm or abuse vulnerable adults, children and youth, or put them at risk of the same.

1.4.2      Promote safety

We promote practices and interventions that respect all vulnerable persons including children and youth. We will identify risks, including gender-based risks, to vulnerable adults, children and youth we are in contact with and put in place appropriate measures to protect them.

We will respond to all vulnerable adults, children or young people who may be in need of protection or support. Their welfare and best interests will be of paramount consideration at all times.

1.4.2      Create a safe culture

We will ensure that all who work with and for us understand their responsibilities and roles in safeguarding vulnerable adults, children and youth. We will take action to prevent anyone who may pose a risk to children from becoming involved with us. We will take appropriate action against any employee, volunteer or visitor who perpetrates an act of violence against a child.

1.5  DEFINITIONS

Child or youth: Globally children are identified as persons under the age of 18. UNICEF defines youth as those ages 15-24, whereas adolescents are those aged 10–19.

Sexual abuse: Actual or threatened physical intrusion of a sexual nature, whether by force or under unequal or coercive conditions. All sexual activity with a child is considered as sexual abuse.

Sexual exploitation: Any actual or attempted abuse of a position of vulnerability, differential power, or trust, for sexual purposes, including, but not limited to, profiting monetarily, socially or politically from the sexual exploitation of another.

Protection from sexual exploitation and abuse (PSEA): The term used by the United Nations and non-governmental community to refer to measures taken to protect vulnerable people from sexual exploitation and abuse by their own staff and associated personnel.

The term “GRID Employees, Partner Organizations or Related Personnel” includes all employees of GRID and all of GRID’s Affiliates and partners. The term also includes board members, volunteers, interns, and international and local consultants, in addition to individual and corporate contractors of these entities and related personnel. This includes non-GRID entities and their employees and individuals who have entered into partnership, sub-grant or sub-recipient agreements with GRID.

Vulnerable Adult: A person who is 18 years of age or over, and who is or may be in need of community care services by reason of mental or other disability, age or illness and who is or may be unable to take care of him/herself, or unable to protect him/herself against significant harm or serious exploitation.[3]

1.6  INVESTIGATING AND RESPONDING TO INCIDENTS OF ABUSE

We will investigate any breach of this policy quickly and thoroughly. Anyone who is determined to have violated this policy will be subject to appropriate disciplinary procedures, up to and including termination as employee. If the violation is criminal in nature, we will refer the incident to local law enforcement.

If it is established that false allegations of abuse were made knowingly and intentionally, corrective action will be taken against the person making the allegations.

Actions taken outside of working hours or outside of GRIDs purview that contradict this policy are considered a violation of the policy, and appropriate corrective action will be taken.

1.7  ROLES AND RESPONSBILITIES

All Staff, Associates[4], and Visitors shall:

• commit and contribute to an environment where vulnerable adults, children and youth feel respected, supported, safe and protected.
• never act or behave in a manner that results in sexual exploitation, sexual abuse or violence against a vulnerable adult, child or young person or places a vulnerable adult’s child or young person at risk of violence.

All Staff shall:

• comply with this policy, including signing and adhering to the Prevention of Sexual Abuse, Exploitation and Violence (PSEA) Code of Conduct (below);
• report and respond to safeguarding concerns and breaches of the policy.

Managers shall ensure that:

• Staff under their supervision have signed and are adhering to the PSEA Code of Conduct.
• Associates and Visitors are aware of the PSEA Code of Conduct standards that are applicable for their role.

 

---

[1] Globally children are identified as persons under the age of 18. UNICEF defines youth as those ages 15-24, whereas adolescents are those aged 10–19.

[2] “Gender-responsive” means that we are aware that boys and girls have different risks and vulnerabilities because of their sex. It is important that we consider those differences as we seek to make all children and youth safe.

[3] Law Commission – Who Decides?: Making decisions on behalf of mentally incapacitated adults 1997

[4] An Associate is any contracted paid or non-paid individual who has committed to work with GRID. It includes board members, volunteers (including community volunteers), interns, sponsors, researchers, donors, consultants, contractors, staff and/or representatives of partner organizations and the local government.

IN ALL THINGS – WE ARE THANKFUL

by: Jacques Lapointe (GRID Chairman)

WE ARE THANKFUL THAT…

WE ARE THANKFUL THAT…

None of our Ghana staff or their families were stricken by COVID, in fact, there has been no report of a single case in the four districts where most of the 200,000 people that we serve live. Thanks to the Lord for His protection.

Despite nation-wide lockdowns, all of our major projects are tracking positively again. Yes, construction sites were shut down for some weeks, and Leyaata Ane was delayed because of travel restrictions, but all are back on track for successful completion.

Our churches continue to grow. We have planted two new congregations and graduated three new pastors in 2020. For a number of months, churches were closed throughout Ghana, but with the creative use of technology, Dr. Mensah delivered Sunday messages that anyone with a cellphone could pick up, and many did. Churches have now re-opened with few restrictions.

We are weathering the storm financially. Our hardest hit sector was deliveries of shea butter to The Body Shop. This had been NEA’s largest source of earned income but has been severely affected in 2020. Thanks to its financial reserves and other sources of earned income, NEA has managed to self-sustain and meet its payroll. In Canada and the USA, our faithful donors have dug deeply in this time of need so that we are only slightly behind 2019 donation levels. We have also been able to take advantage of the Government of Canada COVID support program which has also been a tremendous help. Thanks to the Lord for His care.

WE ARE ENCOURAGED AND HOPEFUL THAT…

In 2021 we will see the opening of the Leyaata Hospital that will become the focal point of our health care work. Construction is on track for completion in mid-2021. Equipment, staffing and other pre-opening activities are progressing. The completion of a 100-bed dormitory is also expected next year. This is needed for training, for Chiefs’ conferences and other large gatherings that have become the norm. Training is the key to building sustainable development.

We will be able to construct at least two new church buildings for congregations that desperately need them, thanks to funding from a major supporter. The new 500 capacity church building in Carpenter will be completed in a few months and pastors continue to be trained at Bible College.

We will be able to support new deserving students through our Scholarship Program.

The Leyaata Ane Project will be successfully completed and the new Babanayaa Project will be initiated for its three-year run. Both of these are major multi-year projects funded by both the Government of Canada and donations from our donors. The impact of such projects is life-changing for large numbers of people.

One new shea butter order has recently been received. It may be a long time before this gets back to normal again as it depends on how quickly the rest of the world opens up, but it’s a good start.

Our 2020 year-end donors will dig deep once again to help replenish our GRID reserves. 50% of our annual income is typically received in the last six weeks of the year. Much of what can be accomplished in Ghana in 2021 will be determined in the next few weeks. How many wells we drill, how many farmers receive help, how many women can be trained to sustain themselves and their families, and many more such activities depend on our generous supporters.

A PERIOD OF RE-FOCUS

With the completion of a number of major capacity-building projects in 2021, we will be re-focusing on programs to accelerate the building of healthy, self-sustaining communities. With 160 villages and towns under our care, there is much to do.

Early in the New Year, Dr. Mensah and I will be communicating plans for this and how you can be involved. So much has been accomplished, yet there is so much more to do. We always seek wisdom and direction from the Lord, so your prayers are much valued.

I simply want to conclude by thanking you on behalf of all of us and those who are impacted by your faithfulness. May you receive the Lord’s blessings as we celebrate His birth and wait with great expectation for what is to come in the New Year.

---

The Next Generation of Church Leaders RISING UP AND SHARING CHRIST’S LOVE

by: Dr. David Mensah (GRID & NEA Executive Director)

Christ’s love is our motivation in helping the weak, standing up for those without rights, healing the sick, and comforting the broken-hearted.

For many years, you supported us in reaching out to community after community to speak and live out the Gospel. The result is the establishment of 46 congregations.

YOU helped train pastors and lay leaders.

YOU sponsored several gifted leaders through college training.

YOU provided motorbikes for the pastors so that they can more easily visit those under their care.

YOU helped build church buildings in many communities.

‘First-generation Christians’ make up most of the ECAC’s (Evangelical Christ Apostolic Church) congregations, but that is rapidly changing as their children (about 65% of the youth) are rising and taking leadership in many ways. By definition, in the church, ‘youth’ includes school-age children up to college and careers – or the under 30 set. This update will focus on some of the things this church demographic is up to.

Pastor Solomon, one of the recently trained pastors, assumed the role of ECAC Youth Pastor, providing oversight of youth programs for the 46 ECAC congregations. Elijah, the ECAC Youth Coordinator, supports him. Based on proximity to each other, the youth groups are divided into four zones: Kintampo, Yaara, Subinso and Bamboi.

Each zone has a youth leader who works with the youth in the local church. Youth leaders organize monthly zonal meetings and rotate around to the churches within the zone. They invite other ECAC pastors and church members to speak. Youths meet at least twice a week for times of praise, study of God’s Word and mentorship from senior leaders in their home churches. They are also involved in “Youth Ministry Week,” whereby they lead all the church meetings, including the Sunday service.

Every year, youths from all the churches come together for a “Youth Conference.” They take the time to pray, hear from senior pastors, play games, and even go on a field trip. Last year’s Youth Conference had over 200 in attendance. It was amazing to hear that they worked at various jobs like weeding people’s farms or gardens to earn funds to pay their way to attend. It was too important to miss!

The Bamboi Zone organized a special program for the Junior High and Senior High Graduates with the Theme “Let Us Exalt His Name Together.” The purpose was to come together to praise and thank God for helping them reach these educational milestones. The 45 girls and 31 boys who attended are now in a ‘gap year’ as they await their results before proceeding to secondary school or university. They were encouraged to take good care of themselves during this period.

One of the pastors helped establish the Service Brigade. The young men and women who are part of this group provide service at large church gatherings (conferences, weddings and funerals). They carry and set up canopies and chairs, usher people to available seating, distribute water to the thirsty and bring a special dignity to the role of pallbearers in times of bereavement.

Youths at the Carpenter Church noted that a senior church member’s shelter was inadequate and unsafe and came up with a plan to remedy this. All of the youth group moulded the mud blocks needed to build a better building. Youths employed in the area contributed from their earnings to purchase some building materials. With an additional donation of some cement and roofing sheets, they completed the work. They had a meaningful ‘commissioning’ whereby they handed the building over to the owner and prayed for him as he took possession!

The old house (photo above) and the new house (photo below).

It is thrilling to see this next generation rising up and continually looking for ways to love the Lord with all their hearts, souls, minds and strength and their neighbours as themselves. We look forward to seeing all that God will do in and through them in the years ahead.

Special acknowledgement to Prosper Yeaka, NEA staff and one of the key church youth leaders who provided information and photos for this update.

---

KEEPING THE LEGACY ALIVE

Joan Maguire first set foot on Carpenter soil in Ghana, West Africa in 2009. Since that day, she dedicated her entire being to helping deliver health and hope to thousands of men, women and children in Northern Ghana.

In June, it was with a heavy heart that we bid farewell to our dear Joan as she went to be with the Lord. It is not surprising that Joan has requested donations in her memory to provide opportunities for young men and women in Ghana to enter this profession, which she loved so dearly. Over $15K has been raised toward nursing scholarships in memory of Joan.

Joan’s legacy will live on in the lives of all she touched in Ghana and in the future Ghanaian nurses whose training was and will be made possible by her and her family.

We are so thankful to GRID & NEA for their partnership in creating the Joan Maguire Nursing Scholarship, and we are overwhelmed by the generous donations that have already been given in our mom’s honour. As a family, we want to thank you from the bottom of our hearts for giving so much generosity. We hope that her legacy of love will continue to ripple through the nurses who receive scholarships. To their families, patients and community.

Meagan (marcus, noah, finnley and levi)
Jeff (robyn & emmett)

---

SUSTAINABILITY AMID CRISIS

Sustainability is at the heart of all our poverty alleviation work and has become a part of our DNA.

During our Annual General Meeting, Dr. David Mensah shared that in spite of being in the midst of a worldwide health crisis, incredible work and progress has been made.

Dr. Jennifer Wilson remarked,

This story needs to be shared. We need to let everyone know the importance of sustainability. They should see the impact of sustainability in the face of crisis.

For thirty years, each of the programs and projects that we developed and implemented were for the purpose of laying down the foundations for our friends in Ghana to be able to sustain themselves, now and in the future.

FOOD SECURITY

Families have income and food on their tables as a result of the women’s co-op program through peanut farming and the newly planted 200-acre corn farm.

The fishery program continues to supply fish to recipient communities providing protein which is essential in keeping a healthy diet.

The poultry program has been blessed with a great volume of eggs. Supply extends to the hospitals now, providing adequate nutrition to the patients and staff.

HEALTH

“Why hasn’t Ghana significantly been affected by COVID19 as we thought it would be?” Dr. Wilson asked.

The Ghanaian government’s precautions and protocols, including checking passengers at bus stations and collecting phone numbers, coupled with the resiliency of Africans when faced with infectious disease, have limited the spread of the virus in rural areas. Most importantly, the President has called for fasting and prayer.

As mentioned on our June Impact Updates, the chiefs were advised of the COVID situation before it hit Ghana, and they quickly implemented washing stations in their communities.

COVID19 crisis highlighted the need for a strong local health system. The construction crew is motivated and inspired to finish the Leyaata Hospital as soon as possible. In addition, during their personal time, the NEA staff can be seen carrying concrete blocks and cleaning the construction site or doing other tasks to keep the work moving.

It’s very exciting to see the progress made in the hospital. Most of the buildings have roofs, and other internal and external work is advancing.

---

---

EDUCATION

An integrated approach is at the core of our program implementation. The scholarships we offer complement the success of each sector. Currently, we have scholars studying nursing, engineering, education, medicine and theology.

WATER & SANITATION

Over 120K people now have access to clean water, making it possible for each of the community leaders to ensure that members maintain good personal hygiene, especially during this COVID crisis.

CHURCH GROWTH

Year after year, the church is flourishing. This year, two new churches have been established. We have a construction crew (led by one of our local pastors who is a builder by profession) busy with the Carpenter Church building’s completion, which will have the capacity to serve over 500 members. Our youth leaders are also actively sharing their faith and drawing other youth in the communities.

---

30 YEARS ON . . .

In November of 1990, the Mensah family left Canada to start work in Ghana. At the time, David and Brenda’s daughters – Elizabeth, Deborah, and Carole – were aged 7, 5, and 3.

While it was an exciting step into the work God had called our family to, there were also some concerns around the impact it would have on our daughters. While people still face incredible challenges with healthcare access in Northern Ghana, 30 years ago, things were so dire that it was safer to have blood tests done at the veterinary lab than at the regional hospital. Having three girls at vulnerable ages for illness was certainly on our minds.

dR. DAVID MENSAH

Added to that were questions about how Elizabeth, Deborah, and Carole would get a quality education when many primary schools in the region had classes that could sometimes have as many as 60 students per teacher. The alternatives were a boarding school that was 15 hours away in Ivory Coast or homeschooling. The Mensahs also knew that starting up NEA’s work would be challenging, and taking the girls from the home they knew to something so unfamiliar brought concerns about how they would adapt and remain connected with family in Canada, as well as develop new relationships in Ghana.

Looking at where Elizabeth, Deborah and Carole are now, thirty years on is a testament to God’s faithfulness when you step out in courage.

Even through difficult illnesses and injuries, there was always healthcare when it was needed most. We realized the gap that existed in education and saw that homeschooling would not be sustainable, so we set up an international school which not only provided the girls with quality education but also helped hundreds of other Ghanaian and immigrant students to excel. Most importantly, dinner table discussions about NEA’s work embedded a sense of purpose that has led each of our girls on different paths that have ultimately brought them back to be a part of the work.

brenda mensah

Elizabeth has a Ph.D. in International Relations and Conflict Management and has been working in International Development for over 15 years. This past December, she became senior Queen Mother of the Mo tribe. The Queen Mother role is a leadership position that will enable her to work in areas of justice and peacebuilding for women and men in the tribe, region and beyond.

When she was eleven, Carole decided that rather than being a veterinarian (a career path idea prompted by all of her pets), she wanted to be a doctor because she could help more people. In June, Carole finished her Pediatric Residency in Brooklyn, New York, during the COVID-19 pandemic height. She has already started on her path to help people and hopes to bring those skills home to Ghana in the days ahead.

From a young age, Deborah always displayed a passion for the health and well-being of mothers and babies. She graduated with a Master’s Degree from the London School of Hygiene and Tropical Medicine and has worked in Public Health and Development for over ten years. Most recently as the Executive Director of Save the Mother’s Canada and as the Vice-Chair of the board for the Canadian Council of Christian Charities.

Deborah also helped design and implement NEA’s Leyataa Ane Program, which has received accolades from the Canadian government.

It’s incredible to see how neonatal mortality declined from 40/1000 to 4.9/1000 in NEA’s catchment area of 160 villages, throughout the four-year project. I can just see the thousands of babies’ faces who were saved.

deborah mensah

---

Thank you for continuing to walk with us in equipping individuals, families, and communities to become self-sufficient.

Your help is so much appreciated!

We want to keep you informed of the impact of COVID-19 on our work in Ghana and how we are dealing with this.

While no cases of COVID-19 have been confirmed in our catchment area, a growing number of cases have been confirmed in Ghana, especially in the larger cities.

The Government of Ghana has imposed very strict lockdown restrictions throughout the country and its border.

As a result, NEA has temporarily stopped all construction work, including the Leyaata Hospital. Churches are closed and training involved in various projects is on hold for the time being. Visits to the villages are also limited to essential visits only. However, communication with NEA’s network of pastors, Christian Chiefs and Community Based Health Volunteers is done via phone and radio messages. Everyone is encouraged to follow the government’s guidelines and to continue in prayer.

With some NEA revenue streams in Ghana at risk during a time when the opportunity exists to make a big difference, we would appreciate your continued prayer and financial support during this critical time and thank you in advance for these.

God Bless,

Jacques Lapointe

GRID Chair