A capacity building journey: Gateway academy case study
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In this panel discussion, learn about Gateway Academy's journey developing a curated learning platform and marketplace focused on financial inclusion in Sub-Saharan Africa. Hear about lessons learned, including challenges faced throughout the process and an emerging 7-step capacity-building approach.
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A capacity building journey: Gateway academy case study
- 1. A Capacity Building Journey Case Study
- 2. What is Gateway Academy? • An innovative learning project within CGAP in partnership with The MasterCard Foundation. • A curated online marketplace. • A learning platform initially aimed to FSP staff offering courses & cultivating communities of practice.
- 3. Our Financial Service Provider Partners
- 5. Julias Alego FSD Africa Jamie Anderson CGAP Ruth Dueck-Mbeba Mastercard Foundation Atish Gonsalves Humanitarian Leadership Academy Nigel Paine Learning & Development Specialist Gerhard Coetzee CGAP Sumaiya Sajjad Mastercard Foundation Thom Sinclair CGAP Lutz Ziob 4Afrika Gateway Academy Board of Advisers
- 6. A capacity gap exists in Financial Inclusion among FSPs, policy makers, and other stakeholders.
- 7. The capacity building market is not working sufficiently to scale up proven financial inclusion practice.
- 8. Increase access to capacity building in financial inclusion Increase access to markets
- 14. Gateway Academy closes the gap between demand and supply in the FI capacity building market.
- 15. Gateway Academy closes the gap between demand and supply in the FI capacity building market.
- 17. Collaboration and Co-creation- 7-Country Workshop, June 2016 Rwanda Workshop, October 2016 Blantyre Workshop, December 2016 Lilongwe Workshop, December 2016 Ghana Workshop January 2017 Zambia Workshop March 2017 Uganda Workshop, April 2017 Tanzania Workshop, May 2017 Where we’ve beenWhere We Work
- 18. Course/Content Development and Testing Selected learners taking courses that will be refined through feedback and tested prior to full deployment. Beta: Full Courses delivered on fully functional platform ✘✔✔✔✘✔✔✔✔ ✘✔✘✔✘✘✔✘✔ ●●●●●●● ●●●●●●● Fully developed courses that are run with a selected group of users before Beta deployment. Platform Demo: Full courses delivered on new platform Alpha Courses: Courses tested before final platform selection Prototype testing of various technologies (platforms), modes of learning and content. ●●●●●●●● ●●●●●●●● ●●●●●●●● ●●●●●●●● ●●●●●●●● Successful prototypes will be developed into full courses. Courses will be refined prior to Beta.
- 19. Course/Content Development and Testing ✘✔✔✔✘✔✔✔✔ ✘✔✘✔✘✘✔✘✔ Alpha: Courses tested before final platform selection Prototype testing of various technologies (platforms), modes of learning and content. Successful prototypes will be developed into full courses. Alpha Information: • Timeline from November 2016 – August 2017 • 103 Learners from 5 financial service providers tested courses
- 20. Course/Content Development and Testing ●●●●●●● ●●●●●●● Fully developed courses that were run with a selected group of users before Beta deployment. Demo: Full courses delivered on new platform Courses will be refined prior to Beta. Demo Information • Tested from: June – July 2017 • ~100 users from 8 financial institutions in 5 countries testing content
- 21. Course/Content Development and Testing Selected learners taking courses that will be refined through feedback and tested prior to full deployment. Beta: Courses delivered on final platform ●●●●●●●● ●●●●●●●● ●●●●●●●● ●●●●●●●● ●●●●●●●● Following the Demo phase, the platform will move into the Beta phase with fully built out functionality. Beta Information • Begins November 2017 and will go through at least May 2018 • +300 learners from 8 financial institutions testing at least 6-8 courses • Will begin to test fee based courses • “Launch” after May 2018
- 22. Market Creation Active Curation & Founding Partners Worskhop- Jan 30-Feb 1, 2018
- 23. Emerging 7 Step Capacity Building Approach 1.Context is Key! 1.Collaboration and Co-creation 1.Prototyping 1.Testing the Platform in Context 1.Beta Phase- Multiple testing phases 1.Engaging Deeply- Founding Partners
- 24. www.cgap.org
- 25. Introducing: Gateway Academy App!
- 26. Thank you!
- 28. Initial High-level Content Areas from Demand-Side Study Industry Knowledge • Agricultural finance • Microfinance • Small business finance • Mobile banking • Savings products • Digital finance • Micro insurance • Agency banking • Housing microfinance • Education finance Leadership and Management • Strategic planning • People mgmt, performance & motivation • Communication • Relationship building • Organizational development • Negotiation • Governance / Board management • Influencing • Culture change • Self-management Technical • Risk management • Portfolio mgmt • Credit management • Delinquency mgmt. • M&E and impact • Customer service & client satisfaction • Project management • Business case development • Product development • External comms
- 29. Gateway Academy Change Wheel: Relationships and Interventions
Editor's Notes
- We are currently working with these tra
- Institutions we are working with to build their capacity.
- We are currently working with these tra
- Julias Alego is the Director of Capacity Building at the Financial Sector Deepening Africa - FSD Africa. Prior to this role, he was the General Manager of Learning and Leadership development at Equity Bank and Head of Learning and Talent Development at Standard Chartered Bank. Julias is passionate about people development and has over 20 years’ experience in learning and skills development having conducted successful training programmes in a number of African and South-East Asia countries. He is certified to facilitate sales, customer service and leadership development programmes as well as being a coach and mentor. Jamie Anderson Jamie Anderson, Senior Financial Sector Specialist at CGAP, works on financial innovations that target smallholder households. She leads CGAP’s demand-side research on smallholder families – which included financial diaries and nationally-representative household surveys in several markets – and works to uncover opportunities for financial solution providers to better serve this important client group. Prior to CGAP, Jamie worked as a Technical Advisor in Rural Finance at IFAD and as an independent consultant in rural and agricultural finance to The Boulder Institute of Microfinance and GIZ. She earned an MBA, an MS in Agricultural and Resource Economics, and an MS in International Agricultural Development from UC Davis. Ruth Dueck-Mbeba Ruth has over 30 years' experience as a practitioner, trainer, consultant and donor in the field of microfinance in many regions of the world, particularly in Africa. She is currently a Senior Program Manager with The MasterCard Foundation and previously served as SEEP Financial Services Working Group facilitator. She has extensive experience in building capacity at all levels of organizations and in the design and delivery of microfinance curriculum in the areas of financial, risk and credit management, internal controls and internal audits. She is a Chartered Professional Accountant, a member of the Institute of Internal Auditors and holds a certificate in Adult Education. Atish Gonsalves Prior to the Academy, was the Executive Director of DisasterReady.org (in Los Angeles, USA) and have worked for many years with the United Nations Refugee Agency (UNHCR) where he led their learning technology team. With a background in technology and human-computer interaction (HCI), m experience includes a combination of private sector and humanitarian roles, having moved between the two sectors over the last 18 years in Asia, Australia, Europe, US and Africa. Gerard Coetzee Gerhard Coetzee leads the Customer and Provider Solutions Group at CGAP (working on customer centric business models, financial innovations for smallholder families and digital financial products and services beyond payments). Before coming to CGAP, he was Head of Inclusive Banking at Absa Bank. He is the founder and Director of the Centre for Inclusive Banking in Africa. He was a Professor in Agricultural Economics at the University of Pretoria and is currently Extraordinary Professor at the University of Stellenbosch Business School. Gerhard holds a PhD in Agricultural Economics from the University of Pretoria, South Africa and he is widely published. Nigel Paine Nigel Paine has been involved in corporate learning for over twenty years. In the past, he has produced learning software, CD Roms and multimedia materials, and more recently, offered development and support to companies large and small in over 30 countries around the world. He was appointed in April 2002 to head up the BBC’s Learning and Development operation. Under his leadership, the team developed a brand-new on-boarding experience, a comprehensive leadership development programme for over 6,000 staff, an award-winning intranet, and state of the art informal learning and knowledge sharing networks. He left the BBC in September 2006 to start his own company that is focused on building great workplaces by promoting creativity, innovation, values based-leadership and learning and the link between them. He speaks regularly at conferences around the world, and teaches on a doctoral programme at the University of Pennsylvania and for Chicago Booth Business School. Has published several books Sumaiya Sajjad Sumaiya Sajjad is a team lead on the management of The MasterCard Foundation Symposium on Financial Inclusion and the Foundation’s learning agenda on savings. Her portfolio at The MasterCard Foundation includes partnerships that are aimed at building institutional and human capacity of financial service providers and expanding access to finance through alternative delivery channels. Before joining MasterCard Foundation she worked at the First MicroFinance Foundation in Egypt, Pact in Washington DC, and BRAC in Bangladesh. Sumaiya also worked in the US on education and health policies. She holds a Master’s in Public Policy from Johns Hopkins University and a Bachelor of Arts in Economics from University of Toronto Thomas Sinclair Thom leads the Gateway Academy work at CGAP. Before CGAP, he was a Senior Knowledge Management (KM) and Learning Advisor and Capacity Building Lead at USAID. His previous work was with private sector consulting firms. From 2003-2012 he worked with USAID’s Microenterprise Development Office on value chains and financial inclusion, leading major KM and learning projects developing training, e-learning, seminars/webinars and websites including microlinks.org. He has an MPA from Rutgers in International Development and an MA in Political Science from Georgia State. He has worked in Ecuador, Estonia, Ghana, Honduras, Jamaica, Kazakhstan, Kenya, Latvia, Lithuania, Malawi, Mozambique, Pakistan, Rwanda, South Africa, Tanzania, Thailand, Uganda, Ukraine, and Zambia Lutz Ziob Lutz Ziob the Dean of the 4Afrika Academy, part of Microsoft’s 4Afrika program through which the company actively engages in Africa’s economic development to improve its global competitiveness. This is a multi-year initiative that represents Microsoft’s increased commitment to Africa, built on the dual beliefs that technology can accelerate growth for Africa, and Africa can also accelerate technology for the world. To do this, Microsoft is focusing on three critical areas – Access, Innovation, and World-class skills. World-Class Skills aims at providing world-class education services, both online and offline, to help Africans develop skills for improved employability, entrepreneurship, and global competitiveness. The 4Afrika Academy offers technical, business and leadership skills to youth, small and medium enterprises, and the broad Microsoft partner community in Africa. Before moving to Johannesburg in September 2013, Ziob was the General Manager of Microsoft Learning, a training and skills development organization reaching millions of Microsoft customers worldwide. Prior to joining Microsoft in 2002, Ziob was VP of Certification at CompTIA, an globally operating ICT industry association. Previously, Ziob was director of Worldwide Education Sales Programs at Novell, Inc. and a sales account manager for WordPerfect Corporation in Germany. Ziob was a research fellow at the University of Bochum, Germany and the University of London, UK, where he specialized in comparative studies of European education.
- What is financial inclusion? Who does it? (FSPs- MFIs, Banks, MNOs, new entrants) There is a capacity gap between what we know works and what is happening with FSPs. There is information overload. There is difficulty scaling. There are lack of resources. We don’t have all of the answers, but we do know there is good practice and good training, that if scaled up could make an impact on the sector. Our goal is to create an online capacity building market. Starting first with online learning for mid and entry level FSP staff.
- We know there is good content and that there are good trainers. We know that staff at FSPs benefit form good training and our research tells us that HR and Learning and Development Managers want to increase the amount of training for their staff. But, currently the market is not working sufficiently. Trainers are not able to reach the numbers of FSPs to make a large impact, and FSPs are not able to afford to bring in expert trainers to their institutions to train large numbers of staff.
- FSPs are looking to increase effectiveness of spend. TSPs are looking to increase their access to the market/the reach of their content. We need to address both sides of this market for this to succeed.
- Current market state is broken and not scalable. FSPs and TSPs have difficulty finding each other and often only do so by chance. There is no standardization or mechanism to facilitate scale. What we’re trying to do is address this issue, and to begin, we need to understand the needs of each player.
- Using the Gateway Academy Framework enables markets to be built and facilitates multiple FSPs working with single TSPs and vice versa. This initial stage, at our starting point – we are focusing on building and strengthening the framework, testing market requirements, and validating our initial concepts before scaling the market further.
- This will allow the market to continually scale and grow, increasing the number of FSPs and TSPs that are able to partner. As the market grows, we will continue to validate the business model and begin to create revenue for the various parties in the marketplace to begin to move toward sustainability.
- As this grows further and becomes sustainable, we can begin to look into creating a spinoff and allowing the marketplace and Gateway Academy to further mature as a self-sustaining entity.
- Gateway Academy is closing the gap between demand and supply in the financial inclusion market and doing so through a focus on four key areas: Market Facilitation: building the capacity of providers to deliver learning at scale while building the capacity of FSPs as customers to stimulate demand for services while scaling early approaches that work Affordable, Scalable and Effective: a common platform reduces development and marketing costs for providers; provides scalable purchasing opportunities for employers, with relevant tech and andragogy for this audience Sustainable: designing from the start for CGAP Exit by planning for a spin-off that align our incentives with market incentives and long-term sustainability Credible in the Region: built on CGAP’s decades of experience
- We first focused on building buy-in and understanding market needs. Over the last year we have done X and heard from a large number of people around their priorities that we have focused on for this platform. These priorities included building a framework for quality, ensuring that the platform is designed for mobile interaction, that social learning and engagement are present and that the solution is easy to use and simple to engage with. We’re in the middle of this process. We started about 2 years ago Focus on collaboration and co-creation. Collaboration and Co-creation Workshop (Kenya), June 2016 Rwanda Country Workshop and Mission October 2016 Blantyre Workshop and Mission, December 2016 Lilongwe Workshop and Mission, December 2016 Ghana Country Workshop and Mission, January 2017 Key Lessons: There is a demand and a desire for e-learning in this sector The content areas discovered through the Demand Study have been validated Internet connectivity and
- Training Service Provider & Content area Financial Service Provider (testing the course) Type of Course Strathmore Business School - Leadership Jamii Bora Bank FMB Bank Blended learning Accion – Credit Management Ugafode Equity Bank Self-paced ITC/ILO – People & Performance Management Letshego Tanzania Kenya Commercial Bank Self-paced Helix Digital Institute (Microsave) – Digital Finance 101 Jamii Bora Bank AB Bank Instructor-led online
- Jamii Bora Bank AB Bank Zambia Access Bank Ghana Digital Financial Services, Helix Institute of Digital Finance Instructor Led e-Workshop Letshego Kenya Limited Musoni Kenya Limited Digital Credit, CGAP Self-paced Ugafode Fidelity Bank Ghana Access Bank Tanzania Customers at the Center, CGAP Instructor Led
- Mid-level firms Not distinguishing MFIs and Banks Industry level focused vs. base-line “how to run a bank”. Agricultural finance Digital finance Etc Some softer skills
- 5-6 FSPs 4-6 TSPs Other FSPs-benefits Can get access to platform and take courses on an adhoc basis. Get support to engage and get access to the platform Subset of courses Pay on per-course basis Give feedback on a regular basis Dont know that they are missing out on things Founding Partners –extra benefits Community of practice Higher level of engagement re: enterprise scale & learning culture Participation in defining/refining the GA offer, course content, services etc. Get annual subscription Get impact stories/get case studies More courses? Actively selected Board of Advisers-mention-upcoming slide
- We set out with basic principles of engagements- co-creation, partnership, bringing the learner into the room as much as possible. We went through the stages we’ve discussed here. As we look a back on our work and put a frame around it, we see this framework emerging. Note that we don’t see these as standalone steps but more as integrated parts of an iterative process. As we go along, we continually revisited each of these processes based on what we learned and to better align with the evolving needs of our target audiences. We’re now in the 7th step, but it is very much back to the 2nd step, and it will lead us to prototype more content and modes/methods of delivery in a continuous learning cycle.
- On Apple and Google App Store
- Co-Creation Workshop
- The Change Wheel represents behavior change within core market systems (the inputs distribution network system and the supply chain management system) and behavior change within the systems that act as counterbalances & reinforcements to change that takes place in the core market systems (the agricultural support services systems, business services systems, and other interconnected systems). The Change Wheel can be used to better understand the relationship between different interventions on the market system, to identify the areas to work on, and to assess which stage of change could be targeted to create a more inclusive market system. The Change Wheel provides a more holistic overview and understanding of system change than a more linear results chain. The Change Wheel describes the behavior change that the market actors could progress through in order to become more inclusive. The behavior change is categorized by the level of change that may occur: the outer circle of the Change Wheel, indicates early stage change, the middle circle indicates mid-transition stage, and the inner circle indicates the tipping point for the market system to becoming a well-functioning, inclusive system.