access to youth finance
DESCRIPTION
Creating Access to Financial services for the youth through Village Savings and Loans (VSLs)TRANSCRIPT
Creating Access to Financial
services for the youth through
VSLAs Prepared and presented by:
Asum-Kwarteng Ahensah
Program Support Manager
Plan Ghana
Presentation outlineo Background to Financial access (Exclusion)o Plan Ghana Response (Phase I)o (VSL Methodology)o Multi-level partnership to scale upo Reach: Across Africa and Ghanao (Phase II) : youth-driveno Challengeso Recommendations
Background• Access to financial services by the poor is
constrained by inadequate institutions that provide appropriate services (chiefly savings, but also small, flexible loans);
• Some populations (rural settlers, women, youth, migrant tribes etc) are more excluded --- due to distance, social and other barriers.
• Lack of access to viable financial services deprives communities of the opportunities to build cash assets through savings and to raise financial capital to initiate and expand their businesses.
• Populations remain in poverty !!
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Plan Ghana’s Response (Phase I)• Design and implement programs that promote
financial inclusion via Village Savings & Loans (VSL) methodology:
Projects: Barclays-funded Banking on Change (BOC)– 3-
year duration targeting Adults (2009 to 2102)
CIDA-funded Promoting African Grassroots Economic Security (PAGES) project. 5-year duration targeting youth
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Basic features of the VSL model VSL methodology is designed for the very poor (financially
excluded) . Enables them to manage their household cash flow more efficiently and flexibly and to invest in income generating activities that secure and stabilize cash income: self-selected group of people living in the same community, who
pool their cash into a fund from which members can borrow Group membership could be: pure stand (e.g youth; women;
men); or mixed Group-dynamics regulated by agreed constitution Borrowed money is paid back with interest, causing the fund to
grow ! After about a year, the fund is shared among the members in
proportion to each one's savings (shares). This process produces pay-outs for members.
Members may receive a return on their savings investments 30%-100+% per annum!!!.
The groups normally re-form immediately and start a new cycle of savings and lending. 04/09/2
3
Value addition Value addition • Ability to mobilize own savings on a regular basis
which serve as loan fund from which members borrow at ease without any form of collateral/guarantor
• Provide a social fund against emergencies. • inculcates habit of regular savings, provides
relatively easy access to financial services by the excluded;
• Relatively low cost• ensures social cohesion or unity even in
communities difficult to mobilize (e.g: we have 3 Fulani groups!!)
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Multi-level partnership to scale-up• .
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UK: UK: •BarclaysBarclays- (Corporate/Private)•Plan International Plan International (INGO)
•CARECARE (INGO)
AfricaAfrica: : •Barclays : Ghana, Egypt, Uganda, Kenya, Tanzania, Kenya •Plan Ghana, Egypt; Uganda, Kenya, Tanzania, Kenya •CARE Ghana, Egypt; Uganda, Kenya, Tanzania, Kenya
Ghana: Ghana: •Barclays
•Plan Ghana, •CARE Ghana
•9 LNGO implementing partners•Community Volunteers (CVs)
•Village Savings & Loans Groups (Adults + youth)
Reach Across AfricaReach Across Africa
• Within 3 years, established over 21,000 village savings & loans associations (VSLAs) with over 500,000 membership in Ghana, Uganda, Tanzania and Kenya.
• Accrued over $6.5m in savings• Loaned out over $5m.• Nearly 500 groups formally linked to group
accounts in branches of Barclays
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Reach in GhanaIndicator BOC
(predominantly adult-based )
PAGES
(youth-based project)
Total % Youth
Total # VSL groups formed 2,927 349 3,276 11
# groups graduated 1,596 26 1,622 1.6
Total membership 77,372 7,808 85,180 9.2
# members graduated 41,922 667 42,589 1.6
% women 77% 73% 75
Cum. savings mobilized GHC 4,093,296 (US$ 2m)
GHC449,184 (US$225,000)
$2.25m 10
Total Loans disbursed GHC 3,458,652 (US$ 1.7m)
GHC349,118(US$175,000)
$1,875,000 9.3
Av. Cost/member GHC 20 (US$10) GHC 18.60 (US$9) na na
Attendance Rate 93% 88.3%
Retention Rate 99.3% 98.8%04/09/23
Selected project outcomesSelected project outcomes Improved access to loans by VSLA members in terms of
# of beneficiaries, size of loan and # of times that loans are available (VSLAs account for almost all loans contracted by their members in the past 2 years).
% of VSLA members who contracted loan increased from 39.8% to 73.2% during 3-year project duration.
VSLAs are the major savings mechanism for members % of VSLA members hiring labour increased from a
baseline of 39.8% to endline of 50.8% Average amount invested in IGAs increased from US$60
to US$110 ( positive economic impact although not enough to reduce susceptibility to poverty).
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Selected ImpactsSelected Impacts
• Nearly 70% of VSLA members who indicated improvement in quality and quantity of their meals attributed the change to VSLA.
• Close to 80% of members reported improved access to children’s education attributed the change to VSLA.
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Phase II (Youth-led): objectives Phase II (Youth-led): objectives Over 200,000 INDIRECT beneficiaries will be reached
through households
Support youth (under 35 yrs) to set up 1,650 youth savings & Loans groups with at least 41,000 members
Integrate skills-building to achieve additional impact: financial literacy, employability and
entrepreneurship skills training to beneficiaries. Expand geographically through training and use of
community volunteers (CVs); Support the establishment of around 41,000 sustainable
IGAs and small businesses
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Key Challenges• Youth migration tends to negatively impact on
their mobilization, attention, and retention • High youth unemployment a huge barrier to
savings• Potential “drain” on accumulated funds by
commercial MFIs if careful linkage of VSL groups is not achieved
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RecommendationsRecommendations Employ “smarter partnerships”--- multi-level but
with emphasis on strong community-based mechanisms
Move beyond access to savings & loans towards business/entreprenuerial capacity enhancement for greater impact and sustainability
Business start-up support must be “economically meaningful and viable”
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