FULL TITLE:
Entering the Field: Learning the Basics of Starting a Microfinance Program
ROOM: Tsavo B
Facilitated by Oxfam America:
Mr. Jeff Ashe (USA)
Mr. Soumaila Sogoba (Mali)
This document outlines an agenda and objectives for a district team training seminar. It covers the roles and responsibilities of district leaders and committees in supporting Rotary clubs. Key points addressed include:
- The role of assistant governors in assisting clubs and communicating between clubs and the district leadership.
- How district committees will work with clubs under the Club Leadership Plan to help clubs set goals and access resources.
- Resources available to clubs from district committees, leaders, and Rotary International.
- The final session will focus on identifying and developing strategies to address areas of concern in the district.
This document provides information about the position of Chief Executive Officer for Gympie Regional Council in Queensland, Australia. Applications for the position close on June 6th, 2011. The role involves overseeing council operations, finances, human resources, public relations and providing strategic leadership and advice to the mayor and council. Key selection criteria include experience managing resources, developing employees, customer service, policy implementation, organizational change and representing the council.
FULL TITLE:
Learning to Cost-Effectively Assess and Manage Social Performance
ROOM: Impala/Lake Turkana
FACILITATED BY: Freedom from Hunger
Mr. Christian Loupeda (USA)
The document outlines the roles and responsibilities of various coordinator positions in a BNI chapter. It discusses the roles of the President, Vice President, Secretary/Treasurer, Chapter Growth Coordinator, Application Review Coordinator, Mentor Coordinator, Attendance Coordinator, Referral Quality & Check Coordinator, and Educational Coordinator. It provides details on the tasks and goals of each position, such as running meetings, tracking attendance and referrals, onboarding new members, and providing weekly education.
This document provides an overview of the Change Force Pioneer training program. It discusses the roles of Pioneers as facilitators, the standards they must meet to become certified, and the structure of the training workshops where Pioneers will take turns facilitating sessions for each other. It also covers topics like how people learn, with a focus on principles of young adult learning, including that young adults learn best by doing, when they see relevance, and by solving problems. The objective of the introductory workshops is for Pioneers to learn how to prepare session plans and resources and understand delivery requirements.
This document discusses different approaches to management for micro cooperatives. It outlines five areas for managers to focus on: knowing your capability, knowing your cooperative, knowing your co-employees, knowing your co-owners, and knowing your community. For each area, it provides several bullet points of specific information that managers should understand, such as the cooperative's history and goals, conducting needs assessments of members, and complying with government regulations. The overall message is that effective management of a cooperative requires having knowledge and understanding across these different areas.
This document provides tools and guidance for chapters on recruiting and retaining members. It includes customizable templates like a chapter business plan, new member orientation agendas, and letters for outreach. Guidance emphasizes the importance of involvement and engagement for retention. Suggestions include orientation events, calling lapsed members, and assessing programs. The goal is to help chapters understand members' needs and deliver value through a variety of activities.
The Arkansas Forestry Association is creating a culture that incorporates ongoing membership recruitment. They have identified priority targets including current members, large landowners, individual private landowners, related industries, and young professionals. Strategies include utilizing communication to educate current members and asking them to recruit others. They will also target landowner databases, related businesses, and environmental educators. Challenges include some not seeing membership as important and the difficulty reaching and appealing to some groups like landowners and young people.
This document outlines an agenda and objectives for a district team training seminar. It covers the roles and responsibilities of district leaders and committees in supporting Rotary clubs. Key points addressed include:
- The role of assistant governors in assisting clubs and communicating between clubs and the district leadership.
- How district committees will work with clubs under the Club Leadership Plan to help clubs set goals and access resources.
- Resources available to clubs from district committees, leaders, and Rotary International.
- The final session will focus on identifying and developing strategies to address areas of concern in the district.
This document provides information about the position of Chief Executive Officer for Gympie Regional Council in Queensland, Australia. Applications for the position close on June 6th, 2011. The role involves overseeing council operations, finances, human resources, public relations and providing strategic leadership and advice to the mayor and council. Key selection criteria include experience managing resources, developing employees, customer service, policy implementation, organizational change and representing the council.
FULL TITLE:
Learning to Cost-Effectively Assess and Manage Social Performance
ROOM: Impala/Lake Turkana
FACILITATED BY: Freedom from Hunger
Mr. Christian Loupeda (USA)
The document outlines the roles and responsibilities of various coordinator positions in a BNI chapter. It discusses the roles of the President, Vice President, Secretary/Treasurer, Chapter Growth Coordinator, Application Review Coordinator, Mentor Coordinator, Attendance Coordinator, Referral Quality & Check Coordinator, and Educational Coordinator. It provides details on the tasks and goals of each position, such as running meetings, tracking attendance and referrals, onboarding new members, and providing weekly education.
This document provides an overview of the Change Force Pioneer training program. It discusses the roles of Pioneers as facilitators, the standards they must meet to become certified, and the structure of the training workshops where Pioneers will take turns facilitating sessions for each other. It also covers topics like how people learn, with a focus on principles of young adult learning, including that young adults learn best by doing, when they see relevance, and by solving problems. The objective of the introductory workshops is for Pioneers to learn how to prepare session plans and resources and understand delivery requirements.
This document discusses different approaches to management for micro cooperatives. It outlines five areas for managers to focus on: knowing your capability, knowing your cooperative, knowing your co-employees, knowing your co-owners, and knowing your community. For each area, it provides several bullet points of specific information that managers should understand, such as the cooperative's history and goals, conducting needs assessments of members, and complying with government regulations. The overall message is that effective management of a cooperative requires having knowledge and understanding across these different areas.
This document provides tools and guidance for chapters on recruiting and retaining members. It includes customizable templates like a chapter business plan, new member orientation agendas, and letters for outreach. Guidance emphasizes the importance of involvement and engagement for retention. Suggestions include orientation events, calling lapsed members, and assessing programs. The goal is to help chapters understand members' needs and deliver value through a variety of activities.
The Arkansas Forestry Association is creating a culture that incorporates ongoing membership recruitment. They have identified priority targets including current members, large landowners, individual private landowners, related industries, and young professionals. Strategies include utilizing communication to educate current members and asking them to recruit others. They will also target landowner databases, related businesses, and environmental educators. Challenges include some not seeing membership as important and the difficulty reaching and appealing to some groups like landowners and young people.
The student council exists to represent students and work with the school administration, staff, and parents for the benefit of students. The council aims to involve students in school affairs, be aware of student needs, and lead positive change through activities and projects. Council members must cooperate with others, receive leadership training, and set an example of courtesy, fairness and application of rules.
The student council exists to represent students and work with the school administration, staff, and parents for the benefit of students. The council aims to involve students in school affairs, be aware of student needs, and lead positive change through activities and projects. Council members must cooperate with others, receive leadership training, and set an example of courtesy, fairness and application of rules.
Quality Circle .pptx subject is total quality management in mechanical engine...anveskhan30
Its a PDF of quality cirle. It's a chapter in the subject of total quality management in mechanical engineering department. I'm not sure if I can make it to the meeting tonight but I will be there 😊. However I am not sure if I can make it to the meeting tonight but I will be there.
Why you don't understand how to nhi hai sir please send the address of Twin to get the kids together for the next few days.
Intended for district leaders who are responsible for organizing
grant management seminars, this session will provide tips for
organizing and running a successful event in person or online.
Building a Change Community of Practice webinar February 2017Prosci ANZ
Creating and growing a Change Community of Practice is key strategy for building organisational change capability. In our first Change Community of Practice Webinar for 2017, we will share top tips from our consultants and tap into the successes and lessons learned from our Change Community
- What is a Change Community of Practice?
- Benefits
- Tip 5 tips for success
- Q&A
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
This document outlines strategies for scaling up a fishery program in Bundelkhand, India. It discusses establishing producer companies and cooperative clusters to promote women's economic empowerment and market access for small fisherfolk. Key strategies include training local leaders to strengthen governance and planning, ensuring 50% of enterprises are women-led, linking women's groups to support programs, formalizing agreements between cooperatives and companies, and engaging in policy advocacy. The end goal is to replicate successful community-driven fishery models across Bundelkhand and influence supportive state policies.
The document outlines the duties and responsibilities of a Vice President of Education for a Toastmasters club. These include planning club meetings in advance, promoting participation in the educational program, orienting and assigning mentors to new members, attending executive committee and district council meetings, monitoring quarterly club performance with the president, and presiding over meetings when the president is absent. The VP of Education is responsible for administering the Toastmasters educational program and creating an environment where members can develop communication and leadership skills.
This document provides an overview of the learning objectives covered in the NMP 635 course on nonprofit board governance and volunteer management. It discusses topics like the history of volunteerism and governance, designing effective volunteer programs, board responsibilities, developing boards, and understanding different types of modern volunteerism. The key takeaway is that this course covered a wide range of important issues but having resources to reference is just as important as remembering every detail.
This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.
How to Start a Food Co-op in Your CommunityNFCACoops
Bonnie Hudspeth, Membership & Outreach Manager for Neighboring Food Co-op Association and Michael Faber, General Manager of Monadnock Food Co-op in Keene, NH share their experience organizing a member-owned food co-operative, Monadnock Food Co-op, in their community. In its first year, the Monadnock Food Co-op in Keene, NH sold products from 177 local farmers & producers. This presentation reviews resources available to guide the start-up process of a food co-op, shares examples of how food co-ops serve local farmers and producers, and presents lessons learned from the organizing and recent opening of Monadnock Food Co-op.
Council Committee Orientation Program as of November 1 2016ghemenet
This document provides an orientation for council committee members in the Patriots' Path Council. It summarizes the council's mission, vision, programs, organization structure, facilities, finances, and the responsibilities of committee members. The key points are:
1) The council's mission is to prepare youth for life using Scouting's values. It supports units through membership growth, program support, direct service and funding.
2) The council is governed by an executive board and committees. It oversees districts and provides resources like camps and a service center.
3) As committee members, their role is to support the council through developing and implementing annual plans, securing funding, and making a Friends of Scouting gift.
This document provides an agenda and information for a chapter president training at Virginia Commonwealth University. It outlines updates to forms, policies, and guidelines. It reviews the four governing councils at VCU and their member organizations. It introduces the Fraternity and Sorority Life advisors and staff and their roles in advising the councils and chapters. It reviews office policies and resources for the chapters.
The presentation is the summary of CFDA's experience in Community based micro finance initiative. The project was commenced in 1995 and continue to be operated by the local community since 1998. They are functioning under a Registered entity,''AKSHAYA'' and cater to the financial needs of about 2000 households in the urban fringes of Chennai
- Toastmasters International is a nonprofit organization established in 1924 that provides a platform for people to become more confident speakers, communicators, and leaders through structured activities.
- Gavel Clubs are student affiliates of Toastmasters that deliver the Toastmasters experience to members under 18. They must be approved by their host institution and adhere to Toastmasters programs and procedures.
- Standard Gavel Club meetings include prepared speeches, evaluations, and impromptu Table Topics speeches. Members serve in roles like Toastmaster and evaluators to provide feedback and leadership experience.
The document discusses developing effective nonprofit boards. It introduces SCANPO, a nonprofit membership organization, and their guiding principles for nonprofit governance. Various ideas are presented for implementing the principles, such as using them for self-assessment, strategic planning, and board meetings. Effective board practices are reviewed like running meetings, promoting governance, and confirming board member fit. Upcoming training events are highlighted, including a nonprofit summit with workshops, keynotes, and networking activities.
The Quality Circle "OMKAR" identified that observation memos from construction project inspections were often delayed, defeating their purpose, and solved this problem through identifying root causes and implementing foolproof solutions. This improved work quality and brightened the department's image while also benefiting employees through skills growth, work flexibility, teamwork opportunities, and motivation to improve work culture, self-improvement, and creativity. Another Quality Circle reduced accidents on a highway connecting New Mumbai by analyzing accident data, identifying causes, and implementing solutions like lane markings and signage that eliminated accidents at targeted locations.
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: how Equitas does integrated health and microfinance
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: action planning
More Related Content
Similar to AMERMS Course 8: Entering the Field - PPT 1
The student council exists to represent students and work with the school administration, staff, and parents for the benefit of students. The council aims to involve students in school affairs, be aware of student needs, and lead positive change through activities and projects. Council members must cooperate with others, receive leadership training, and set an example of courtesy, fairness and application of rules.
The student council exists to represent students and work with the school administration, staff, and parents for the benefit of students. The council aims to involve students in school affairs, be aware of student needs, and lead positive change through activities and projects. Council members must cooperate with others, receive leadership training, and set an example of courtesy, fairness and application of rules.
Quality Circle .pptx subject is total quality management in mechanical engine...anveskhan30
Its a PDF of quality cirle. It's a chapter in the subject of total quality management in mechanical engineering department. I'm not sure if I can make it to the meeting tonight but I will be there 😊. However I am not sure if I can make it to the meeting tonight but I will be there.
Why you don't understand how to nhi hai sir please send the address of Twin to get the kids together for the next few days.
Intended for district leaders who are responsible for organizing
grant management seminars, this session will provide tips for
organizing and running a successful event in person or online.
Building a Change Community of Practice webinar February 2017Prosci ANZ
Creating and growing a Change Community of Practice is key strategy for building organisational change capability. In our first Change Community of Practice Webinar for 2017, we will share top tips from our consultants and tap into the successes and lessons learned from our Change Community
- What is a Change Community of Practice?
- Benefits
- Tip 5 tips for success
- Q&A
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
This document outlines strategies for scaling up a fishery program in Bundelkhand, India. It discusses establishing producer companies and cooperative clusters to promote women's economic empowerment and market access for small fisherfolk. Key strategies include training local leaders to strengthen governance and planning, ensuring 50% of enterprises are women-led, linking women's groups to support programs, formalizing agreements between cooperatives and companies, and engaging in policy advocacy. The end goal is to replicate successful community-driven fishery models across Bundelkhand and influence supportive state policies.
The document outlines the duties and responsibilities of a Vice President of Education for a Toastmasters club. These include planning club meetings in advance, promoting participation in the educational program, orienting and assigning mentors to new members, attending executive committee and district council meetings, monitoring quarterly club performance with the president, and presiding over meetings when the president is absent. The VP of Education is responsible for administering the Toastmasters educational program and creating an environment where members can develop communication and leadership skills.
This document provides an overview of the learning objectives covered in the NMP 635 course on nonprofit board governance and volunteer management. It discusses topics like the history of volunteerism and governance, designing effective volunteer programs, board responsibilities, developing boards, and understanding different types of modern volunteerism. The key takeaway is that this course covered a wide range of important issues but having resources to reference is just as important as remembering every detail.
This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.
How to Start a Food Co-op in Your CommunityNFCACoops
Bonnie Hudspeth, Membership & Outreach Manager for Neighboring Food Co-op Association and Michael Faber, General Manager of Monadnock Food Co-op in Keene, NH share their experience organizing a member-owned food co-operative, Monadnock Food Co-op, in their community. In its first year, the Monadnock Food Co-op in Keene, NH sold products from 177 local farmers & producers. This presentation reviews resources available to guide the start-up process of a food co-op, shares examples of how food co-ops serve local farmers and producers, and presents lessons learned from the organizing and recent opening of Monadnock Food Co-op.
Council Committee Orientation Program as of November 1 2016ghemenet
This document provides an orientation for council committee members in the Patriots' Path Council. It summarizes the council's mission, vision, programs, organization structure, facilities, finances, and the responsibilities of committee members. The key points are:
1) The council's mission is to prepare youth for life using Scouting's values. It supports units through membership growth, program support, direct service and funding.
2) The council is governed by an executive board and committees. It oversees districts and provides resources like camps and a service center.
3) As committee members, their role is to support the council through developing and implementing annual plans, securing funding, and making a Friends of Scouting gift.
This document provides an agenda and information for a chapter president training at Virginia Commonwealth University. It outlines updates to forms, policies, and guidelines. It reviews the four governing councils at VCU and their member organizations. It introduces the Fraternity and Sorority Life advisors and staff and their roles in advising the councils and chapters. It reviews office policies and resources for the chapters.
The presentation is the summary of CFDA's experience in Community based micro finance initiative. The project was commenced in 1995 and continue to be operated by the local community since 1998. They are functioning under a Registered entity,''AKSHAYA'' and cater to the financial needs of about 2000 households in the urban fringes of Chennai
- Toastmasters International is a nonprofit organization established in 1924 that provides a platform for people to become more confident speakers, communicators, and leaders through structured activities.
- Gavel Clubs are student affiliates of Toastmasters that deliver the Toastmasters experience to members under 18. They must be approved by their host institution and adhere to Toastmasters programs and procedures.
- Standard Gavel Club meetings include prepared speeches, evaluations, and impromptu Table Topics speeches. Members serve in roles like Toastmaster and evaluators to provide feedback and leadership experience.
The document discusses developing effective nonprofit boards. It introduces SCANPO, a nonprofit membership organization, and their guiding principles for nonprofit governance. Various ideas are presented for implementing the principles, such as using them for self-assessment, strategic planning, and board meetings. Effective board practices are reviewed like running meetings, promoting governance, and confirming board member fit. Upcoming training events are highlighted, including a nonprofit summit with workshops, keynotes, and networking activities.
The Quality Circle "OMKAR" identified that observation memos from construction project inspections were often delayed, defeating their purpose, and solved this problem through identifying root causes and implementing foolproof solutions. This improved work quality and brightened the department's image while also benefiting employees through skills growth, work flexibility, teamwork opportunities, and motivation to improve work culture, self-improvement, and creativity. Another Quality Circle reduced accidents on a highway connecting New Mumbai by analyzing accident data, identifying causes, and implementing solutions like lane markings and signage that eliminated accidents at targeted locations.
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: how Equitas does integrated health and microfinance
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: action planning
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: client testimonies
The document summarizes a market research study conducted with 224 members of Bandhan, a microfinance institution in India. The study found that the most common health issues were cold, cough, fever, gastric problems, and skin diseases. It also found that while government healthcare is preferred, the main barrier to care is inability to pay rather than lack of access. Respondents expressed interest in health savings, education, and loans to pay for emergencies. Based on the findings, Bandhan introduced health education programs and emergency health loans for clients.
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: intro, objectives, and the agenda
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: intro to integrated health and microfinance
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: how and why to do market research
This one-day workshop will introduce the pathway that financial service providers can take to enhance their social performance management (SPM) practices, using the Universal Standards for Social Performance Management (“Universal Standards”) as a framework for improving practice. Case studies and activities will make the day as interactive as possible. The target audience for this workshop is associations and direct service providers.
The day will start by quickly defining SPM and exploring its importance to an institution’s clients and business. Participants will take a deeper look at the Universal Standards and learn how to use the SPI4 Audit Tool to assess their current level of implementation of the Universal Standards. We will also discuss key resources available to help financial service providers institute changes after they assess themselves.
This course will prepare microfinance practitioners to understand and provide financial and non-financial services to rural and urban youth. The course will introduce participants to best practices for serving youth, help them to understand the differences between rural and urban youth financial service provision, and detail specific products and service delivery models. To ground the information in concrete examples, the training will also involve a live case study component, where participants will be able to engage with representatives of financial institutions in the MENA region that are currently offering financial services to youth.
You have helped your clients see themselves and their families in a new light as economic actors. You can do the same for their lives as civic actors. The nations of the world have agreed to the Sustainable Development Goals, goals such as eradicating extreme poverty, eliminating preventable child deaths, and ensuring all children complete secondary school all by 2030. In this training you will learn how to empower your clients to use their voices as citizens on issues that matter in their lives, the lives of community members, and across their nation. By helping clients influence village leaders and members of Parliament through advocacy, we will make the SDGs real.
The document summarizes findings from a research study on financial diaries kept by rural households in Cambodia. It provides context on Cambodia's economy and microfinance sector. The study found that households used a mix of formal and informal financial tools to manage volatile income and expenses. A common informal tool is ROSCAs called "tongtin" which provide savings and credit functions and compete with microfinance institutions. The diaries revealed opportunities for new financial products addressing common shocks as well as a need for financial literacy training to help households avoid over-indebtedness.
This document summarizes a study that examined the impact of financial education and access to savings accounts on youth in Uganda. 240 youth groups were randomly assigned to receive either financial education, access to a group savings account, both, or neither (the control). Results found that financial education significantly increased savings amounts and earned income 1-2 years later, while access to savings accounts had smaller impacts. This suggests that financial education and account access may be substitutes rather than complements in increasing savings behavior and downstream outcomes.
This document summarizes research on a mobile savings product called M-Pasandaz launched in Afghanistan. Key points:
- M-Pasandaz allowed automatic payroll deductions into a mobile money savings account, with options for employer matching contributions.
- A study enrolled 949 employees and randomly assigned them to default enrollment at 5% of salary and different matching contribution levels (0%, 25%, 50%).
- Defaults significantly increased participation rates, with 71-86% of default-enrolled employees participating compared to 1% without defaults. Defaults also led to higher contribution amounts, roughly equivalent to a 50% match.
- The results suggest defaults are an effective way to address procrastination and help people save
This document summarizes preliminary results from a midline survey evaluation of the LISTA project, which aims to provide tablet-based financial education in Colombia. The summary includes:
1) LISTA uses tablets preloaded with financial education modules to potentially provide a scalable solution. 2) The evaluation examines the impact of LISTA on financial literacy, practices, and performance using a randomized controlled research design. 3) Preliminary midline results show some improvements in financial knowledge, savings habits, and reported savings amounts, but no impact yet on all measures.
This document summarizes key findings from a study of financial diaries in Zambia. It discusses how the diaries were used to develop more nuanced market segments based on patterns of income variation, rather than just demographic characteristics. Two examples are given of farmers with different livelihoods but similar income fluctuation patterns. The segments are described and how they differently manage cash flow and finance lump purchases. Insights from the diaries challenge assumptions about use of financial services among the populations studied.
Nathan Were from FINCA presented on their experience partnering with mobile network operators (MNOs) to expand digital financial services in Tanzania. Some key points:
- FINCA launched mobile payments in 2012 with MNO Vodacom and agency banking in 2014. In 2015 they integrated with multiple MNOs including Tigo and Airtel to offer mobile banking.
- Digital channels like agents and mobile banking increased in usage over time, with mobile transactions growing from 26% to 29% of all transactions from January to February 2016.
- Partnering with large MNOs requires cultivating the relationship through dedicated resources and service level agreements to avoid being at a disadvantage.
- Digital
The document discusses assessing the suitability of sites for microenterprises in Bangladesh. It analyzed various physical and economic criteria like distance to markets and roads, land elevation and flooding risk, to classify areas as highly, moderately or marginally suitable for poultry farming. Most unions had large unsuitable areas concentrated in the southeast. Microenterprises in unsuitable sites faced higher costs, lower profits and required greater support. The research findings could help prioritize development efforts and identify low-cost solutions to improve conditions for farmers in unsuitable locations.
The document summarizes the key findings of an independent evaluation of the Asian Development Bank's Microfinance Assistance Program from 2000-2010. The evaluation assessed the performance of ADB's microfinance portfolio in developing sustainable microfinance systems for the poor. It found that while interventions were well-designed, they were less effective at delivering intended results. Program and sector development loans were most effective in improving policies and expanding services, while projects focusing only on credit were less successful. The evaluation also analyzed microfinance clients and impacts in six countries, finding an increase in loans and clients over time but decreasing percentages of women, and limited welfare impacts.
G.R. Chintala, NABARD, Bangladesh, Partnerships that Build Bridges to New Fro...
AMERMS Course 8: Entering the Field - PPT 1
1. ENTERING THE FIELD: LEARNING THE BASICS OF
STRATING A MICROFINANCE PROGRAM
The case of Saving for Change in Mali.
Arica-Middle East Regional Microcredit Summit.
Nairobi,April 2010
2. CONTENTS
1. Local partner selection
2. Zones identification
2. Community mobilization
3.Groups training
4. Replicators selection
5. Coordinators' support
6. Tools.
3. Local Partner Selection
• Very critical :
– to reduce costs and also help in effective implementation in very
short period of time
– because some villager in Mali have been cheated by dubious
organizations
• Criteria for selection:
– the local organisation – provides effective services, well regarded by
peers and donors, audited financial statements
– legal certification in the country
– experience in MFI operation is not required to launch a Saving for
Change program.
• Field assessment :
– field visit and meeting with the villagers to assess the NGO
knowledge for the area, its relationship with villagers and its
credibility.
– Test villagers opinion about the program.
4. Zone identification
• The area of one saving for Change project
– At least 200 villages for a team of 10 field agents (called
animators) and 1 coordinator for 3 years.
– Each animator is responsible from 20 to 30 villages based
on geographical proximity .
• Contact with local authorities
– Visit/meeting with mayors introduce the program and confirm
the list of the commune villages, the population and their
location.
- Sometimes it is necessary for the local government to
introduce the animators in the village but it depends on how
well the NGO is known in the community.
• Mapping of the area by the animators to know the
actual location of villages
5. Community Mobilization
• Step 1: Meet with the chiefs of the village and
the religions/traditional authorities to introduce
the program
• Step 2 Meeting with the whole community
(leaders, the representatives of women, youths)
– An explanation on the program
– Who is to be included, how long intervention will last.
– Benefits that the community can derive by participating in
the program.
6. Community Mobilization
• Step 3: Meet with chiefs of the households
and the leaders
– Have their support in facilitating their wives participation
to the group weekly meeting
– Clarify the replication strategy for group creation,
7. Community Mobilization
• Step 4: Meeting with all women in the village.
– Explain/Promote the program to all women in the village
– Explain our strategy
– Measure the level of agreement for the program
NB: The main thing to clarify during all these meetings is
that we are not going to provide money to the group either
by way of a grant or a matching fund. All the funds of the
groups are saved by the group and all the loans given by
the group come from this savings.
9. Group training
The training is based on the “Group creation Guide”.
This Guide includes 2 parts:
Part One
Meeting 1 : The promotion and Savings Group Registration,
• Objective
• Compare current savings practices with a Savings Group.
• Identify the importance of saving in a group.
• Decide whether they want to join a Savings Group.
Meeting 2 : Savings Group Registration
• Objective
• Register their name to be part of a Savings Group.
• Review the phases of Savings Group development and schedule of visits by
the animator.
• Establish a schedule for Savings Group Training
10. Group training
• Part two : Training Meetings
• Meeting 1 : Savings Group Organization
Objective
– Correct the list of members, if necessary.
– Reflect on the benefits of membership in a Savings
Group.
– Discuss member responsibilities.
11. Group training
• Meeting 2: Management Committee
Election
Objective
– Identify the qualities of a good Management
Committee and elect qualified members to those
positions.
– Plan how to get a cashbox, lock and key.
12. Group training
• Meeting 3:. Savings Group Name, Goals
and Size
Objective
– Decide on a name for their Savings Group.
– Decide the financial and social goals for their
Savings Group.
– Discuss what a good group size is.
13. Group training
• Meeting 4: Attendance, Savings Amount
and Fines
Objective
– Decide the savings amount.
– Decide on fines for not attending or saving.
14. Group training
• Meeting 5: Member/Helper
Objective
– Meeting Agenda
– Review the responsibilities of the Helper and
the Member.
– Discuss the steps of a meeting.
– Begin saving.
15. Group training
• Meeting 5: Fund Utilization and Lending
Policies
Objective
– Examine the portion of their group fund to lend
out.
– Decide on size the loan period.
16. Group training
• 7. Lending Policies
• Objective
• Decide the interest rate for loans from the
group fund.
• Decide the amount of fines for late interest
or loan payments.
17. Group training
• Meeting 8: Fund Distribution and
Lending
Objective
– Decide the frequency for group fund
distribution.
– Begun lending
19. Replicators selection
• How to do it
– Observe all group members
– Identify those who attend more meetings and seem to
understand the activities of groups and the learning
Conversations.
– Choose them as replicators
• Criteria
– Person who can express easily her ideas in meetings.
– Have time
– Be motivated.
• Training and tools
– 3 days training outside their village,
– Receive pictorial manual
20. Replicators selection
Process of creating groups by animators and replicator
• The process of creating groups by the facilitator and
agent replicator is as shown in the table below:
..Groups creation.doc
22. Group assessment
• After 8 sessions to train the group and 7
malaria training sessions.
• Tool used: Group assessment tools.doc
23. Group assessment
•PHASE 1: Training (Months 1 to 6)
• A group of 15 to 25 like-minded women decide to form a
Savings Group to achieve their goals.
• The animator guides the members to make decisions about their
Management Committee, how much to save and how much
interest to charge.
• The animator trains members to make loans with their savings
and pay back loans with interest.
• The animator teaches members about health, business and
money management.
• The animator identifies, trains and coaches 2 members to
become replicators and form new groups.
• During phase 1, the animator goes to the Savings Group’s
weekly meetings.
24. Group assessment
•PHASE 2: Monitoring (Months 7 to 12)
• During phase 2, the animator monitors the Savings
Group as the members continue to save and lend
with interest.
• The animator observes the meeting activities and
answers any questions.
• The animator continues to teach members about
health, business and money management.
• The animator continues to coach replicators to form
new groups.
• At the end of phase 2, the members distribute the
group fund among themselves.
• During phase 2, the animator goes to Savings Group
meetings every 2 weeks or once a month.
25. Group assessment
•PHASE 2: Ongoing (after completing phase 2)
• After completing phase 2, the animator visits
periodically to see how the Savings group is working
and to offer additional training.
• The animator continues to teach members about
health, business and money management.
• The animator supports replicators to form new
groups.
• After completing phase 2, the animator goes to
Savings Group meetings every 3 months.
27. Coordinator’s support
• Supervise the animators
• Provide them advices and
• Make an operational plan for the organisation with
Objectives, indicators,
• Help animators to make their individual monthly
work plan for the
• Evaluate the progress and the performance of each
animator.
• Give feedback to animators while (s) he is
facilitating the group training
• Using the tool : Checklist for Animation Style.doc
• Fill the MIS for the monitoring and assessment.
28. Steps of meeting in Oral keeping system
• Why?
– Because of the low rate of literacy of our target,
– To involve all the groups members in the
activities of the groups.
29. Steps of meeting in Oral keeping system
• Check attendance
– The President calls the meeting to order.
– The President announces members’ names,
one by one, from left to right in the order in
which they are sitting to take attendance.
– Members say “Present” when their names
are announced.
– If a member is not present, the President
asks the Helper to remember her Member’s
fine for the next meeting.
30. Steps of meeting in Oral keeping system
• Recite rules
– The President asks the members to recite
the rules of the group.
– Members recite the rules of the group.
• Participate in a learning session
– The animator or replicator facilitates a
learning session with the group.
– Members participate in a learning session.
31. Steps of meeting in Oral keeping system
• Open the cashbox
• Hand over key and cashbox
– The Cashbox Holder hands over the
cashbox to the Cashier.
– The Key Holder hands over the key to
the Cashier.
32. Steps of meeting in Oral keeping system
• Members call out amount in cashbox
– The President asks all the members to
announce the amount they remember as
the final amount from the previous
meeting.
(Note: The beginning amount
in the cashbox should equal the final
amount from the previous meeting.)
33. Step of meeting in Oral keeping system
• Treasurer unlocks and opens cashbox
• The Cashier unlocks and opens the
cashbox.
34. Steps of meeting in Oral keeping system
Treasurer ashier counts and announces amount in
Cashbox
• Treasurer counts the money in the
cashbox and announces the amount to
the members.
If the amount equals the amount from
the previous meeting, the meeting goes
as planned.
• If the amounts are not the same, then the
Treasurer does a recount to see if there
was an error in counting.
• The meeting continues only when the
amount of money in the cashbox is the
same as what members remember as the
final amount from the previous meeting.
• If the 2 amounts do not match, then the
group needs to discuss and decide the
action to take.
35. Steps of meeting in Oral keeping system
Collect fines and missed payments
Call out and pay fines and payments
• The President asks all Helpers
remembering fines from previous
meetings to raise their hands.
• The President announces the Helpers’
names, one by one, from left to right in
the order in which they are sitting and
asks them to announce fines and missed
payments owed.
• The Helper announces her Member’s
name and the fine owed.
The Member comes forward and
announces to the group: “I am paying a
fine of _______ (amount)” and pays the
fine and missed payment to the Cashier