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Assessment of Application CARE Uganda Program
Quality and learning Standards A case study of
VSLA and Gender guidelines December 2013
Hagit Freud The Hebrew University of Jerusalem
2
Contents
List of Acronyms ......................................................................................................................................................................... 3
Executive Summary ................................................................................................................................................................... 3
1. Intruduction ............................................................................................................................................................................. 5
1.1 Objectives of the Assessment .................................................................................................................................... 6
1.2 Methodology ..................................................................................................................................................................... 6
1.3Limitations of the Study .............................................................................................................................................. 7
2. Findings ..................................................................................................................................................................................... 8
2.1 Key Findings ..................................................................................................................................................................... 8
2.2 PQL Guidelines................................................................................................................................................................ 9
2.2.1 Familiarity among CARE Staff ......................................................................................................................... 9
2.2.2 Familiarity among CARE Uganda Partners ............................................................................................. 10
2.2.3 Usage of the PQL Guidelines .......................................................................................................................... 10
2.2.4 Attitude towards the Document .................................................................................................................. 11
2.3 VSLA .................................................................................................................................................................................. 12
2.3.1 VSLA’s Structure ................................................................................................................................................. 12
2.3.2 VSLA Performance ............................................................................................................................................. 13
2.3.3 Comparative Perspective ................................................................................................................................ 16
2.3.4 Initial Goals ........................................................................................................................................................... 18
2.3.5 Un-successful Groups ....................................................................................................................................... 21
2.3.6 The CBT’s Work................................................................................................................................................... 22
2.3.7 Retention in VSLA .............................................................................................................................................. 23
2.4 Gender Equality and Women Empowerment in CARE Uganda VSLA .................................................. 24
2.4.1 Participation ......................................................................................................................................................... 24
2.4.2 Gender Spectacles .............................................................................................................................................. 26
2.4.3 Promoting Women Empowerment ............................................................................................................ 27
3. Conclusion .............................................................................................................................................................................. 29
4. Recommendations .............................................................................................................................................................. 30
5. Appendix ................................................................................................................................................................................. 32
3
List of Acronyms
ARLPI Acholi Religious Leaders Peace Initiative
AICM African International Christian Ministry
BMCT Bwindi Mgahinga Conservation Trust
CBF/CBT Community Based Facilitator / Community Based Trainer
CI CARE International
FOKAPAWA Forum for Kalongo Parish Women Association
GDFA Gulu District Farmers’ Association
GWED-G Gulu Women’s Economic Development & Globalization
IPOs Implementing Partner Organizations
KIWEPI Kitgum Women Empowerment Project Initiative
NUWEP Northern Uganda Women Empowerment Program
POs Program Officers
PQL Program Quality and Learning
UWESO Uganda Women Efforts to Save the Orphans
WAYFIP Women and Youth Financial Inclusion Program
WENG Women Empowerment in Natural Resource Governance
WORUDET Women and Rural Development Network
VSLA Village Savings and Loans Associations
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Eexecutive Summary
CARE Uganda developed the Program Quality and Learning Guidelines (PQL guidelines) in
2012. The guidelines were designed to ensure common minimum standards are
consistently applied in CARE Uganda's three programs: WAYFIP, WENG and NUWEP. The
assessment presented in this report seeks to provide an external perspective of the extent
to which the PQL guidelines have been applied. The report examines the usage, relevancy
and contribution of the PQL Guidelines to CARE Uganda’s work and focuses on the
application and implementation of two specific guidelines: the VSLA and Gender Equality
and Women Empowerment.
The study was conducted by an intern, an M.A Community Development student from the
Hebrew University of Jerusalem, during the period of September to November 2013. It
utilized various methods such as: focus groups discussions, informal conversations and an
anonymous survey among the CARE staff, short interviews with PO in IPO. VSLA meetings
observations, VSLA informal group discussions, written questionnaires to CBT, verbal
questionnaires to VSLA group members, “Most significant change” stories collected from
VSLA group members and participatory methods of historical timeline & impact drawings.
The overall conclusion of this report is that the PQL guidelines are in broad use and found
to be very helpful by CARE staff. The VSLA guidelines are applied in the field, yet the level
of commitment to the methodology differs between the programs. The cross cutting
weaknesses are records keeping and attendance. As for the gender equality and women
empowerment section in the PQL guidelines, the report concludes that it sets a very high
demand while currently there is no capacity of CARE or the IPO’s to meet these
requirements.
The main recommendations in terms of the PQL guidelines include sharing relevant part of
the document with IPO’s, and periodic workshops to staff about the practical application of
the PQL guidelines. In terms of VSLA weaknesses, especially in the WENG groups,
methodological refreshment is required in order to ensure the groups' continuity.
Regarding attendance, there is a need to reconsider the mechanism and implementation of
the current enforcement system. It is also recommended that the high demand of the
Gender Equality & Women Empowerment section will be re-examined and that a gender
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expert or adviser will be available to advise and guide the CARE staff and IPO on that
matter.
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1. Introduction
CARE International is an International Non-government organization (INGO) that targets
vulnerable communities such as the very poor, internally displaced people, and women and
children to provide them assistance and opportunities for sustainable development and
with measurable impact of interventions being measured on women and girls. In Uganda,
CARE exclusively works through partners and with other allies to make sustainable
improvement in the lives of the very poor. In 2012, CARE Uganda finalized its transitional
process from a project based approach to programming to a population focused model.
That model is more holistic and involves a long-term commitment to specific marginalized
and vulnerable groups to achieve lasting impact at broad scale on underlying causes of
poverty and social injustice. This latter approach goes beyond the scope of individual
projects to achieve positive changes in human conditions, in social positions and in the
enabling environment.
Currently, CARE Uganda is implementing three programs; Women and Youth Financial
Inclusion Program (WAYFIP), Women Empowerment in Natural Resource Governance
(WENG) and Northern Uganda Women Empowerment Program (NUWEP). In moving
forward with the implementation of these programs, CARE Uganda sought to ensure that
common minimum standards are consistently applied within initiative and across
programs, that there is organizational and social learning resulting in generation of
knowledge and evidence of the impact of the work, whilst achieving coherence among
programs and components.
Considering the above emphasis, CARE Uganda developed the Program Quality and
Learning Guidelines (PQL guidelines), which were piloted during the first half of FY12
and finally rolled out in the third quarter. These guidelines are based on years of
experience indicating what works and what does not, CI programming principles, and
experiences and from peer organizations. The fundamental purpose is to standardize the
programming aspects and ensure consistency in meeting the minimum industrial
standards of key cross-cutting technical themes, (i.e. Gender equality & Women’s
Empowerment, Advocacy, partnerships, Governance, Monitoring and Evaluation/Impact
Measurement Climate Change and Adaptation, Knowledge management and Village
Saving and Loan Associations) across all CARE Uganda interventions.
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1.1 Objectives of the Assessment
The assessment presented in this report seeks to provide:
1. An external perspective of the extent to which the PLQ guidelines have been
applied to CARE Uganda programs. with specific focus on gender and VSLA
guidelines
2. Examine the usage, relevancy and contribution of PQL Guidelines to CARE
Uganda’s work. .
The author is an M.A student in “Glocal”- Community Development Program at the
Hebrew University of Jerusalem, Israel, and this report is one of the main outputs of her
internship at CARE Uganda from August through December, 2013.
1.2 Methodology
To examine the usage, relevancy and contribution of the PQL guidelines to CARE Uganda’s
work, three focus groups discussions were conducted with the program staff of the three
programs –WAYFIP, NUWEP and WENG. In addition an anonymous internet based survey
using Survey Monkey was sent to all CARE program staff, 22 of whom responded.1 Short
interviews were held with project officers in implementing partners organizations (IPO).
Input from informal conversations and discussions between the author to CARE Uganda
staff is also included as data.
To assess the application and implementation of the VSLA and gender equality and
women empowerment guidelines, several field visits were carried throughout
September-November, 2013. Twenty-eight VSLA groups that were between the first to
fifth cycles of saving were reviewed across the three programs in ten districts with nine
IPO.2 Constituted that sample size, these include: fourteen groups under NUWEP, in Gulu,
Kitgum, Pader, Agago and Amuru districts, operated by CARE IPO’s: GDFA, KIWEPI,
WORUDET, FOKAPAWA, GWED-G and ARLPI, eight groups under WENG in Kisoro and
Kabale districts, operated by BMCT and AICM, and six groups under WAYFIP in Soroti,
Kabaramido and Katakwi districts operated by UWESO were visited.
1 Survey with the results is presented in appendix 1 2 List of the groups reviewed is presented in appendix 2
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In total, data was collected through: VSLA meeting observation,3 informal group
discussions, 21 written questionnaires to CBT’s, 60 verbal questionnaires to VSLA group
members,4 34 “Most significant change” stories collected from VSLA group members and
participatory methods of historical timeline & impact drawings that were held with two
mature groups.
1.3 Limitations of the Study
While the study presented below was conducted through clear, unbiased research
methods, and it is believed the report provides valuable information and recommendations
with regard to the application of the PQL Guidelines in the various Care Uganda programs,
it should be noted that it has several limitations:
Language barrier: As the author does not speak any of the local languages, all the data
collected in the field was translated by non-professional translators (CARE or IPO staff)
from the different local languages to English. Due to language limitations, the
information collected may contain inaccuracies or incomplete information, or may not
have been understood completely. The fact that the author is not Ugandan and is from a
different culture should also be noted.
Unequal representation of the different groups: The numbers of groups visited from the
different cycles, programs, IPO and districts are not equal, therefore compromising the
quality of the comparative study.
3 Meeting observation form is presented in appendix 3 4 Questionnaires to CBT’s and VSLA group members are presented in appendix 4
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2. Findings
2.1 Main Findings
PQL guidelines
The “PQL guidelines” is a document well-known by the CARE Uganda staff; they perceived
it as a reference tool. The partners are unfamiliar with it, most of them heard of it but don’t
know much about it. It is widely agreed that the guidelines are useful to CARE’s work, as
the most useful section is Advocacy. There is a consensus among staff members that “the
PQL guidelines” is a valuable document to the organization’s work, primarily because it
stipulates certain standards and creates unity across the different programs.
VSLA
Generally, across the three programs, VSLA groups are structured per the standards..
Principles of transparency and democracy are observed as required, but worthy noting the
functional issues with attendance and record keeping arise in some of the groups.
Members' attitude and feelings towards their group are highly positive. VSLA initial goals:
providing means to cope with emergencies, build capital, create genuine self-reliance and
cultivate savings and financial management culture among members, are being fulfilled.
When comparing the performance of the three programs, unsurprisingly WAYFIP seems to
perform the best.
Gender equality and women empowerment in CARE Uganda VSLA
The gender equality and women empowerment section in the PQL guidelines sets a very
high demand while currently on ground there is no capacity of CARE or the IPO’s to meet
these requirements. Gender issues arise in VSLA, yet there is no policy in place to support
it.
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Agree 59%
Neutral 36%
Disagree
5%
Diagram1- I have read the PQL guidelines
in depth and I am highly familiar with them
2.2 The PQL Guidelines
2.2.1 Familiarity among CARE Staff
The “PQL guidelines” is a document CARE Uganda staff
is familiar with. Most employees claim they have read
the whole document. Others read only the parts they
felt were relevant to their work, yet they are familiar
with the overall content. The guidelines are perceived
as a reference tool. As one of the staff members said
during a focus group discussion, “It’s like the Bible for
me, I know what subjects it covers, and when I need
something I refer to it.”
New staff members that were recruited in the past year
mentioned the PQL guidelines as a key document they
were introduced to during their orientation. The senior
staff members mentioned a sense of ownership, as they
took active part in the process of writing the document.
Most staff members had an introductory meeting on the
document when it was released with a representative
from the PQL unit. Few employees mentioned that
some parts of the document are complex, such as the
sections about gender equality and women
empowerment, as well as governance. Accordingly,
they assume that they would have a better
understanding and knowledge of the document if they
had a workshop about it or a discussion with someone
from the PQL unit, rather than just individually reading of the document. However, most of
the respondents agree that the document is well-articulated, informative, precise and clear
to work with.
Strongly
agree 14%
Agree 43%
Neutral 43%
Diagram 2- I have a good conceptual understanding of the key
technical issues in the PQL guidelines.
Strongly
agree 37%
Agree 47%
Neutral 11%
Disagree
5%
Diagram 3- The PQL guidelines are reader
-friendly, convenient, clear and easy to work with.
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2.2.2 Familiarity among CARE Uganda Partners
Out of eight key colleagues in IPO that were interviewed, two have not heard of the
existence of the PQL guidelines. Six have heard of it, mostly during meetings with CARE
staff. Only two of them had received a copy of the PQL guidelines (but did not read them
all). The partners that heard of the document have a vague understanding of its content.
Generally, they know it is a document guiding CARE’s work and implementation. None of
the partners seem to know the exact topics the document deals with. Several CARE
workers expressed a desire to elaborate parts of this document with partners and to make
sure they are also obligated to follow it.
2.2.3 Usage of the PQL Guidelines
It is widely agreed that the guidelines are useful to CARE’s work.
Majority use only certain parts of the document that involve their scope of work. The most
useful chapter is “Advocacy”, ranking second is “Gender Equality and Women
Empowerment”, followed by “Partnership”, “VSLA” and “Governance”. However, all of the
chapters are being used.
13 10
8 7 7 6 6 4
Advocacy GEWE Partnership Governance VSLA M&E Climate Change
Knowledge Management
Diagram 6- Which chapters of the guidelines are being used?
Strongly agree 50%
Agree 45%
Neutral 5%
Diagram 4- I have found the PQL guidelines
very useful in my work Strongly
agree 10%
Agree 50%
Neutral 15%
Disagree 15%
Strongly disagree
10%
Diagram 5- In my work, I refer only to some of
the PQL guidelines.
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The main reasons CARE staff use the guidelines are:
- Working with partners.
- Writing log-frame or TOR.
- Preparing a presentation.
- Meeting with stakeholders.
- Writing reports.
- Desire to gain knowledge or understanding.
- Preparing for a workshop.
- Planning implementation.
Few staff members mentioned that due to the proliferation of documents guiding CARE’s
work, they might address other documents and not the guidelines. For instance, when
engaging with VSLA, the document usually used is the VSLA manual as it is more
comprehensive and detailed. On most topics there are longer and more detailed documents
that might be more relevant. Furthermore, in some issues the PQL guidelines contradicts
other documents addressing the same topics. The example given is that of the CARE’s
“unifying framework” that suggests a different methodology and is using different terms to
address gender issue. In addition, the initial idea of the document is to present a
comprehensive agenda that Guides the work across the different engagements. For the
most part, staff refers to those sections which are under their mandate. For instance
WAYFIP team mentioned using primarily the VSLA and partnership sections, whereas
chapters like gender equality and women empowerment or climate change do not guide
their work.
2.2.4 Attitude towards the Document
There is a consensus among staff members that “the PQL
guidelines” is a valuable document to the organization’s work,
primarily because it stipulates certain standards and creates
coherence across the different programs. In case that CARE’s
approach is unclear, this document provides the answer.
Additional reasons cited by staff members for the PQL’s value are:
the promotion of learning, the promotion of consistency, and the
strengthening of working as an organization and not as individuals.
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2
Yes No
Diagram 7- I have used the PQL
guidelines in my work at least once
Stron
gly agree 30%
Agree 65%
Neutr
al 5%
Diagram 8- When reading the
PQL guidelines, I feel I am learning or
gaining new knowledge which is
valuable
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2.3 Village Saving & Loan Association
“A Village Savings and Loan Association (VSLA) is a group of people who save together and take loans from those savings that is repaid back with interest as a mean of growing the fund. The activities of the group run in cycles of 8 months to one year, after which the accumulated savings and the loan profits are distributed back to members in proportionate terms with the cumulative amount saved per member. The purpose of a VSLA is to provide simple savings and loan facilities in a community that does not have easy access to formal financial services.” (PQL guidelines P.55)
2.3.1 VSLA’s Structure
Generally, across the three programs, VSLA groups are structured as required.
Membership: The average number of group members is 29 (according to the PQL
guidelines it should be 15 to 25 members, but according to the practices of CARE
Uganda, 25 is the ideal number and 30 is the maximum limit). All of the groups are self-
selected.
Management committee: All the groups reviewed have a management committee of 5
members. The majority of the groups have three key keepers that are not part of the
management committee. Out of the 28 groups, 25 (89%) have three keys locking their
box.
Weekly meetings: 78% of the groups reviewed meet on a weekly basis for VSLA
activities, as required. Some of the groups had gaps due to harvesting season or
community tragedies.
Welfare or social fund: All groups operate a welfare fund for emergencies, though
according to the PQL guidelines it is not mandatory. The welfare fund should be kept
outside the box (Where the savings and group documents are kept), in the custody of a
special welfare fund treasurer, and should be available for group-member emergencies
at any time and not only during group meetings. In more than half of the groups, this is
not the case, as the welfare and its records are kept inside the box and are not
accessible beyond meeting times, and are therefore irrelevant when emergencies occur.
Savings and loans principles: the vast majority of groups are following the principles
of saving between one to five shares a week and giving a maximum loan size of up to
three times each member's individual savings.
Constitution: 68% of the groups reviewed have a written constitution in their books.
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The main gap that should be noted and taken into consideration is the welfare custody. In
addition, the fact that 22% of groups do not meet weekly and 32% of groups do not have a
written constitution is a structural problem that should be addressed.
2.3.2 VSLA Performance
The performance of VLSA’s is average. Principles of transparency and democracy are
preserved as necessary, yet the areas of attendance and record keeping are not properly
functioning.
Attendance
The expected and desired attendance rate should be
above 80%. The average attendance rate at the
meetings reviewed was 65%, (according to
programs: NUWEP 68%, WENG 54% and WAYFIP
74%). Therefore, members’ attendance to meetings
is much lower than required.
Importantly, only 56% of groups had proper attendance record-keeping, and those records
showed that in 50% of the groups, more than a third of the meetings were conducted in the
absence of over half of the members. Since 44% did not have proper records, we can
assume that the real attendance rate is significantly lower.
Saving Record Keeping
Only nine groups (32%) had flawless savings records. Some of the groups had minor errors
regarding the documentation in the pass-books, yet due to the latest update requiring the
pass-book to be the main documentation tool, these gaps are also problematic.
As require
d 56%
Not calculating the total
16%
Not keeping
at all 16%
Not on a rgular basis 12%
Diagram 9- Attendance records keeping
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Loans
The main problem identified regarding loans is delay in loan repayment. In 32% of groups
there is an extended delay in the loan repayment.
Regarding loan documentation, only 50% of the groups had flawless loans records. The
main problem was lack of documentation of the loans in the pass-books. Considering the
fact that the new agenda required that the pass-book will be the main records keeping tool,
this is highly problematic. In addition, lack of loan calculation and miscalculation are also
relatively common and could lead to farther complications in loan follow-up and recovery.
Despite the problems presented, it is evident that loans are allocated to various uses.
Positively 75% of loans are taken for income generating activities.
39%
32%
14%
39%
21%
0% 10% 20% 30% 40% 50%
Not calculating or miscalculating the accumulated amount of saving
Not writing the cycle no. and or share rate in pass book
Not writing the meeting number in pass book
Not calculating the no. of stamps in each page
Not marking X in pass books or when not saving
Diagram 10- Errors in savings record keeping
0% 10% 20% 30% 40%
Miscalculating
No presentation of calculation in the book
No documentation of loans in the pass-book
Diagram 11- Errors in loans record keeping
School fees 15%
Buying (chickens, Tomatoes) and selling
25%
Buying livestock 10%
Hiring labor 10%
Buying seeds 15%
Business 15%
Buying food for family 5%
Medical issues 5% Diagram 12- Loan usage
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Transparency
Being one of the key principles of the VSLA methodology, transparency is being applied
relatively well across the groups. As evidence in all groups but one, the box was opened
during the meeting, visible to all group members. 90% of groups were properly announcing
the welfare savings and the regular savings loud and clear so every group member could
hear. 70% of the groups have proper cash book records, so the records are clear and the
amount of money held by the group is being followed and updated. However, in 75% of the
groups the chair person did not ask the group members about the amount of money in the
box at the beginning of the meeting as required.
Group members seem to embrace the transparency principle as indicated from their
answers to the questionnaire.
Democracy
As another key principle of the VSLA methodology, though harder to measure, democratic
behavior was also examined. According to group members' interviews, the decisions are
being made by the entire group, and all members have the right to express their opinions.
Strongly agree 62%
Agree 29%
Neutral 5%
Disagree 4%
Diagram 13- All of the members of a VSLA group know the current amount of money
their group holds
Strongly agree 82%
Agree 15%
Neutral 3%
Diagram 14- Monitoring what is happening in my
groups is important for me
Strongly agree 77%
Agree 23%
Diagram 15- In my VSLA groups every member has
a right to express his/her opinion Strongly
agree 8%
Agree 8%
Neutral 4%
Disagree 29%
Strongly disagree
51%
Diagram 16- In my VSLA group the decision making
is by few members
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Members' Attitude and Feelings towards the Group
As anticipated due to the self-selection principle, members' attitude and feelings towards
their groups are highly positive. Members feel very comfortable and respected, and that
their group strongly represents their aspirations.
2.3.3 Comparative Perspective
Comparing the Three Programs
When comparing the performance of
the three programs unsurprisingly
WAYFIP seem to perform the best, as
VSLA is the core of WAYFIP
intervention. The main issue requires
attention in WAYFIP is the issue of
savings records. WENG groups under
the HEAL project presented relatively
low performance. Due to the fact that
all the groups that were reviewed in
WENG were in their first cycle and half
of them were in their first month of
savings, these results of poor
performance are highly alarming.
NUWEP performance in terms of
attendance keeping, savings records,
delay in loan repayment and cash-books existence is also poor.
Comparing performance according to cycle number
When evaluating the performance according to cycle numbers first we learn that mature
groups have higher share value which Indicate capacity building throughout the years.
Also, mature groups had better loan records and no delay in loan repayment which might
give one explanation to their sustainability. Yet as the group matures, its tendency to
Table 1- performance according to program
NUWEP WENG WAYFIP
Average number of group members 29 28 28
Average attendance to meetings 19 15 21
Attendance keeping properly 43% 33% 100%
Meeting weekly 78% 85% 100%
Flawless records of savings 29% 37% 33%
Flawless records of loans 50% 42% 83%
Extended delay in loan repayment 57% - 16%
Cash-book in book 50% 66% 100%
Constitution 71% 83% 50%
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continue and follow the full methodology declines; Attendance keeping, proper savings
records and recording in cash-books are lower than those of the younger groups. Another
thing that declines is the practice of meeting on a weekly basis.5
Table 2- performance according to cycle number
First cycle Second-Third cycle Fourth-Fifth cycle
Number of groups reviewed 17 8 3
Average number of group members 27 30 26
Average attendance to meeting 17 21 18
Attendance in percentage 62% 63% 69%
Average welfare share rate 200 Ush 314 Ush 300 Ush
Average saving share rate 893 Ush 1250 Ush 1667 Ush
Keeping attendance properly 52% 50% 33%
Meeting weekly 76% 87% 67%
Flawless records of savings 23% 62% 0%
Flawless records of loans 47% 50% 67%
Extended delay in loan repayment 23% 62% 0%
Cash book 52% 50% 33%
Constitution 47% 37% 66%
5 Retention in VSLA will be farther discuss in section 2.3.7
19
2.3.4 VSLA goals
According to the PQL guidelines: “The VSLAs have altered the development equation in
marginalized communities’ worldwide, providing members with the means to cope with
emergencies, build capital and re-create social dynamics that support genuine self-
reliance”(P.60). Moreover, the VSLAs “Cultivates savings and financial management culture
among members” (P.61). This assessment found that CARE Uganda’s VLSAs are fulfilling
their initial goals.
“Means to cope with emergencies”
The welfare fund/social fund is the function that
provides members with the means to cope with
emergencies. As in most of the groups the social
funds are successfully operated and managed,
members can and are using it when in need. The
reasons mentioned of taking such a loan are:
medical issues, burial expenses and urgent
scholastic materials. Members have testified that
the membership is giving them means to cope
with emergencies.
“Build capital”
Though building capital is hard to measure in a short period, the results present a positive
improvement in that regard. In "The most significant change" testimonies that were
collected, 29% mentioned they were able to buy and rear livestock. 26% mentioned
Michael Emwoch A member of “Joo Pur Owei”(meaning “farmers relief from hard
work”) VSLA group. Married and a father of nine kids.
Abongoman village, Kabukubuku, Kabalamondo- UWESO
“I feel my life had improved since I joined the
group. Thanks to the group I now have a way
to deal with my emergencies by asking for a
loan from the welfare fund. One time my child
was sick and another time my bull was sick. I
took a welfare loan which enabled them to
receive medical treatment ... This is the first
time I am a member of a VSLA, in the past I did
not have an excess to funding or loans, and
since I joined I gained this excess.”
Strongly agree 66%
Agree 33%
Neutral 1%
Diagram 17- Being part of a VSLA group provides one
the means to cope with emergencies
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expending agriculture productivity (trough buying or renting Oxen, ox-plow, land or
seeds). And 23% mentioned establishing a business or engaging in an income generating
activity. In addition 61% mentioned their ability to pay school fees, 20% mentioned
improvement in their food-security and 32% mentioned improvement in health (of
themselves or their families). All the above indicates a general improvement in the
standards of living of VSLA members. Further, group members had stated firmly that being
in a VSLA influences their economic opportunities and allows them to build capital.
“Create genuine self reliance”
Group members have vastly agreed that
creating a VSLA in a community can make the
community self-reliable.
Group members mentioned a great feeling of
belonging, unity and cooperation within the
group. Yet, 4 groups (14%) requested a
donation or financial support at the end of our
visit, meaning that the expectation for handout
remained present.
Strongly agree 69%
Agree 30%
Disagree 1%
Diagram 18- Being a member of a VSLA allows one
to build capital
Strongly agree
6%
Agree 7%
Neutral 3%
Disagree 33%
Strongly disagree
51%
Diagram 19- Being a member of a VSLA does not influence the members economic
opportunities
Strongly agree 62%
Agree 32%
Disagree 6%
Diagram 20- Creating a VSLA in community can make the community self reliable
Merry Nyinamuhondo A member of Abizera (meaning “we have trust”) VSLA group, assumes
she is a 100 years old because "it had been very long", a mother of 7
children and many more grandchildren.
Ghinaga village, Nykabande, Kisoro- BMCT
“I feel a very big change. I was very lonely before
joining the group…I feel my life had improved and
feel much more comfortable since I have the
support of the group... My main challenge today is
that I am weak and I get sick a lot. I am happy that
I am in the group because the members are
coming to my rescue and taking me to the
hospital when I am in need. “
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“Cultivates savings and financial management culture among members”
In the testimonies collected from VSLA group members, 30% mentioned having the ability
to save and 45% mentioned the ability to access loans as the most significant change they
have experienced since joining the group. Meaning, those group members are well aware of
the value and the new financial possibilities that they gain trough the membership.
VSLA Long term affects
“Olchol Emorikikinos Framers VSLA Group” (Olchol village, Katine, Soroti) is an example of
a successful group that had been operating for almost five years. During these five years:
67% of group members improved their housing situation - constructing new houses
and moving from grass-thatched huts to permanent houses.
67% of group members expended their agricultural capabilities due to investment in
livestock and tools.
50% of group members’ children improved their level of education and gained ability to
pay for private schooling.
Oyet Jastin Has been a member of “Oplacen” (meaning “has woken up late"), male only
VSLA group for the past year. Jastin has two wives and ten children.
Lupara village, Pujule, Pader, WORUDET
“I used to struggle to have money to support the
household needs, it was hard. Since I joined the group I
plan more. Now, the wives fulfill part of the household
needs and I contribute my share; this had created
harmony between us. I used to have bad relationships
with my wives because I blamed them for wasting
money and mismanaging it. As I joined the group I
understood that they were managing our money in a
good way. I understood that they are beneficial and
effective in fulfilling the household needs. “
Esther Labanya A member of “Tim-Ki-Komi” (meaning “do it yourself”) VSLA group.
Apil west village, wol, Agago- FOKAPAWA
“This is my second year in the VSLA and I am the
group treasurer. I used to have a problem to meet
my basic needs like school fees for my
grandchildren and medical support. Since I joined
the VSLA things have been easier, because now I
have a place to borrow money when I am in need.
With my savings from the last year I support my
basic needs and buy food for my family in opposed
to last year when we suffered from a shortage. In
the past it was hard for me to get a loan, now the
VSLA is helping me. I even took a loan and bought
two goats!”
22
2.3.5 Un-successful Groups
This section presents two groups that diverted from VSLA methodology, and therefore faced
challenges and problems.
Gang Tek Ki Mon, Lamola village, Lamogi, Amuru, ARLPI-NUWEP.
The group was established in December 2010 with 30
members. At the beginning of the second cycle new members
wanted to join and the group decided to allow them.
Subsequently, 25 new community members joined, making it a
VSLA group of 55 members. The group members knew that
according to the methodology the group shouldn’t exceed 30
members but they wanted their community members to
benefit from the advantages of VSLA. In addition the group
didn’t have keys to lock their box and they are counting on their treasurer to hide the money in a
secure place. Group members insist that their CBT told them they can keep the money where ever
they want, the CBT denies. When the group was visited in November 2013, towards the end of the
third cycle, it was meeting on a monthly basis. According to the members, they were experiencing
several problems: some of the new member took a loan and didn’t return it, some people
subscribed as members but never bothered to come to the meetings. Moreover, as the group grew
bigger, time became an issue: the meetings became longer, people are late for meetings and new
members refuse to follow group regulation and pay fines when they are late.
Murubindi Batwa Bakiga Kweterana, murbindi village, Bufundi, Kabale, AICM- WENG
Established in August 2012, and up until the writing of this report (December 2013), had not done
its first Auction Audit. The group met on a weekly basis from August 2012 to June 2013 when the
group disintegrated. The chair person of the group took a loan of Ush 100,000, an amount much
bigger than his personal savings, and did not pay it back. As the chair person didn’t pay back the
loan other group members decided to do the same. Most of the members took loans, none of those
loans was paid back completely while the entire savings were giving away as loans. Members were
very disappointed from the group and from their chair person, many of them lost their savings and
felt helpless about it. None of those in charge of the group in AICM was supporting or assisting the
group during its crisis. On top of that, the same CBT that established this group established two new
groups at the same community and location in September 2013. One of them that was reviewed in
November 2013 was malfunctioning and didn’t receive proper training.
23
2.3.6 The CBT work
The CBT are the front line implementers of the VSLA Scheme. Their work, understanding,
and guidance of the group, are what will most likely to determine its success or failure.
Their work is guided by the VSLA manual, which is a detailed document giving all the
needed information to establish and support a VSLA group.
The biggest challenges the CBT experience
in their work are related to infrastructure,
include: long distance, bad weather,
transportation problems and terrain.
In addition they mentioned:
• Work overload.
• Contract and employment issues.
• Duplication of services with other
NGOs.
• Low attendance due to framing season.
• Poor record-keeping ability.
100% of the CBT stated that they feel adequately trained to work as a CBT; they felt they
were given sufficient training to facilitate and train on VSLA. The CBT expressed a desire to
have more refreshment workshops and to gain additional training regarding the following
issues:
Consulting.
Community management and service tools.
Agriculture skills.
Advocacy skills.
Gender issues.
Financial management and business.
Although the CBT presented confidence and a feeling of success, the analysis shows that
some of the gaps and errors mentioned in this assessment are due to lack of guidance or
misguidance of those CBT.
Interacting/ working with the
community 32%
Consulting 7% VSLA
training 36%
positive feedback
from community
13%
Personal learning/
gaining knowledge/ experience
6%
Training on Gender issues
6%
Diagram 21- What do you like about your work as a
CBT? What do you feel you are doing successfully?
24
2.3.7- Retention
VSLA active members presented a positive view
about their desire and belief that their group
will continue operating in the future without the
project's support. In the field, it was very
difficult, and in some districts impossible, to
visit mature groups. The reason might be that
some of those groups had been disintegrated.
From table 2 in page 17 in this report,
presenting the performance according to cycles division, we see that mature groups have a
good conceptual and practical understanding of the methodology. The secretaries and chair
persons of these groups, together with the rest of the group, were trained well enough to
continue operating independently. in some cases the IPO’s were still supporting and
following the groups and came to their assistance in the Auction Audit, to help them
calculate and share the savings properly. The groups that have diverted from the
methodology (or were not equally trained on the methodology) are not functioning and on
the verge of disintegrating. According to this, some of the groups visited in their first cycle
are un-likely to independently continue successfully.
Strongly agree 73%
Agree 21%
Neutral 4%
Strongly disagree
2%
Diagram 22- I believe my group will continue operating even after the project
support ends
25
2.4 Gender Equality & Women Empowerment in CARE Uganda VSLA
“If we are to tackle the underlying causes of poverty and vulnerability we must understand
the process of women empowerment by which gender issues can be recognized and
addressed if a project is to be action-oriented on gender issues it should incorporate and
enable the process of women’s empowerment” (PQL guidelines P.3)
The PQL guidelines' Gender Equality & Women Empowerment section sets a very high
standard. It demands that each project and intervention would include a gender
perspective and that each intervention would incorporate both gender and women
empowerment aspects. The section begins with an overview of several definitions that
provides a basic understanding of the fundamental concepts in the field of gender. This
introduction is followed up by a table explaining step by step what issues need to be
considered and examined in order to make the intervention gender-sensitive and directed
towards women empowerment. In regard to the PQL guidelines one staff member said: “It
seems that understanding the gender part of the guidelines is hard for staff”, meaning that
even though the information is available it is difficult reaching a level of understanding that
enables applying it. Currently, there is no gender expert or gender adviser working in CARE
Uganda to support the guidelines' high demand.
According to the programs' names and the documents describing the programs, women are
CARE’s target population and the programs' goals are directly related to Gender Equality &
Women Empowerment. The application of the Gender Equality & Women Empowerment
Guidelines in CARE Uganda VSLA will be explored and discussed in the following section.
2.4.1 Participation
According to the 26 mixed groups that were reviewed:
• The average number of group members is- 29
• The average number of women is- 21 (72%)
• The average number of men is- 8 (28%)
The fact that VSLA have a majority of female participants across the country is not
surprising. It is well known and understood among the people of CARE Uganda that women
are more drawn to savings and much easier to recruit to VSLA. When group members were
26
asked about equal opportunities to be part of the group,
group members vastly agreed that the opportunities are
equal. It should be noted that the fact that majority of
participants are female does not necessarily reflect
addressing women empowerment and gender equality as a
given. Also, it should be noted that in some cases even
when gender issues arise, they might not be properly
addressed.
When asked about equal
participation, members argued
fervently, that men and women
participate equally. But when the
statement was phrased differently
(diagrams 24 and 25), some group
members agreed that women have
less influence about what happens
in the group.
Micacabchara Twifatanye VSLA group (meaning: “women cooperate”)
Ghinga village, Nykabande, Kisoro, BMCT-WENG
Established in September 2013 - Self-selected only women
Why did they select only women?
• “Men are smarter than us, they might cheat us”
• Chair-person says “We wanted to be only women because we face the
same problems and we wanted to deal with them together”
• “We are working hard in the field, we want to share our hard work”
• “Men have more money but they are spending it all”
• “If a husband and wife will be together in the same group the husband
will take a loan and the wife will be the one to pay it back”
• “Men are selfish”
• “Men wouldn’t want to join when they see that there are many women”
• “Your husband will tell you to ask your father to sign a loan for you”
Strongly agree
71%
Agree 16%
Neutral 4%
Disagree
5% Strongly disagree
4%
Diagram 23- Men and women have equal opportunities to be part of a
VSLA group
52
18 2 0 0
0
50
100
Strongly agree Agree Neutral Disagree Strongly disagree
Diagram 24- In my group men and women participate equally
5 11
5
18
33
0
20
40
Strongly agree Agree Neutral Disagree Strongly disagree
Diagram 25- Usually women have less influence about what happens in a group
27
When examining the participation patterns in the management committee, a clear image of
patriarchal control and of gender rules is presented.
Table 3- Representation in the management committee
Chair
Person Secretary Treasurer Money
counters (two)
Total
committee
Men 11 23 6 16 56
40% 82% 22% 29% 40%
Women 17 5 22 40 84
60% 18% 78% 71% 60%
The secretary role, which is the most dominant and influential role, is dominant by men
which holds this position in 82% of the groups even though they are only 28% of
participants. Further, the treasurer role which requires carrying most of the responsibility
(keeping the money) without any significant influence is dominant by women as it fits their
traditional gender role in Ugandan society. These gender roles are not surprising for CARE
Uganda's staff that is familiar with VSLA. As the principle of self-selection in VSLA is
applied, there is a general feeling that not much can be done to address this issue.
If we are to look at the CBT’s as the role models, setting an example to these groups, only
seven out of the 21 CBT’s interviewed were women.
2.4.2 Gender spectacles
The PQL guidelines are speaking of “gender spectacles”, certain way of understanding and
thinking gender that should be adopted in order to address gender issues. This demand, as
was previously mentioned, sets a high bar. It requires taking into consideration, in each
intervention, the fact that women are affected differently than men. Therefore it requires
“Patriarchal control is a system of male monopoly or domination of decision making positions at
all levels of governance which is used to maintain male dominance and gendered discrimination of
continued privileges for male” (PQL guidelines P. 2)
““Develop a gender policy and strategy to guide implementation” (PQL guidelines P. 5)
28
monitoring the impact of the intervention on women in compare to men. In VSLA such
analysis isn't currently part of the work process. In fact there is only one case of a group in
which the records presented the gender performance were reviewed in a way that such
analysis could have been done.
The implementers on the ground are the IPO. From the IPO reviewed, only one had a
comprehensive and updated gender policy. If the implementers don’t have “gender
spectacles” it is unlikely they will implement in a way that will actively promote gender
equality and women empowerment.
2.4.3 Promoting women empowerment
The PQL Guidelines define five stages of women empowerment: welfare, access,
conscientisation, mobilization/participation and control. The expectation regarding to how
women empowerment in VSLA should look like is not exactly clear. In the following quotes
are few examples of what was witnessed in the field:
Margaret Alanyo- Waneno-anyim, Patiko, Gulu-
GDFA-NUWEP
“It’s a significant change because now I can take
care of my own things; the main thing I am
happy I can take care of, is the school fees. Now I
have the ability to do things on my own, I don’t
need to ask my husband.”
29
Acen Grace- Chair person of ”Amoro Kwo” Pakiri village, Lamogi, Amuru- GWED-G-NUWEP
“I like being the chair person because they listen
to me, I didn’t want or choose to be the chair
person, and I was elected. Now I gain the
experience and I am in the process of being a
good leader… My husband refuses me taking a
loan because refunding might be a problem, and
if he refuses to borrow I will not do that.”
Ktek Ki Lwak group
A self-established men-only VSLA group.
Abyee village, Lamogi, Amuru- ARLPI- NUWEP
“We established this group because we wanted
to save. Women are saying that men can’t save;
they also say that they are the sole
breadwinners. We wanted to compete with
them, to show them that men can also save! Also, we wanted to provide for our families.”
(Most of the member’s wives are part of other mixed VSLA groups)
Agudo Desta, chair person of “Olchol Emorikikinos Framers”
VSLA Group since 2008.
Olchol village, Katine, Soroti- UWESO-WAYFIP
“In 2011 after I gained momentum from the exposure I got in
the VSLA, I was able to achieve what is called “a good
home”….In 2012 I budget a plot in the trading center, and also
an ox plow. I also sent my daughter to a private secondary
boarding school and the other three kids to a private primary school. At that time I was also
selected to key positions: I am representing the women of two parishes in the sub-county.
Through the exposure in VSLA I can now address public meetings and stand in front of any
group of people. I am a happy and healthy woman and I cannot even compare myself to the
lady I used to be before this group.”
30
3. Conclusions
This assessment was conducted in order to evaluate the application of the PQL guidelines
in CARE Uganda’s programs and to its staff. It had shown that the “PQL guidelines” is a
document that has significant importance to CARE Uganda’s work. It is a very useful
reference tool that helps generating consistency across the different programs. However,
CARE's implementing partners haven’t been fully exposed to it.
Regarding the VSLA section, findings show that the minimum standards are met. In fact, the
requirements in terms of structure are almost fully fulfilled. When addressing the VSLA
performance, few gaps that need to be addressed have been indicated. Yet, the initial goals
of VSLA in terms of building capital, giving means to cope with emergencies, creating self-
reliance and cultivating savings and financial management culture are being overwhelming
fulfilled.
While examining the issues of Gender Equality & Women Empowerment aspects in VSLA,
there seem to be a substantial gap between the high standards that the PQL guidelines set
to the current capacity of CARE Uganda's and IPO to comply with these requirements. Even
in the absent of a clear operational plan, in some cases programs are leading towards
women's empowerment, but not necessarily deliberately.
31
4. Recommendations
PQL Guidelines
A policy of sharing relevant parts of the PQL guidelines with colleagues in IPO’S could
improve their implementation according to CARE's expectations and increase mutual
understanding and cooperation.
Periodic workshops on PQL guidelines practical application are recommended. This
could create a type of shared learning and collaborative thinking that might increase the
usage and relevancy of PQL guidelines.
VSLA
Some of the new groups that were reviewed, mainly in WENG, seem to have low
application of the methodology. Additional training on VSLA methodology is needed in
order for this group to be sustained.
Attendance performance is much lower than required. There is a need in
reconsideration of the mechanism and the implementation of the current enforcement
system, including consideration of alternatives. In addition there is a need in
emphasizing to IPO staff the importance of attendance at meetings in order to have a
fully functional and successful VSLA.
Since loan documentation is known to be problematic, recent updates require that the
loans will be document and up-date in the pass-books. As in the pass-books the
documentation is easier to follow and the calculation is simpler and clearer. This up-
date has not been applied by several IPO and was not introduce to majority of the
mature groups. Recording the loan documentation in the pass-books is strongly
recommended and should be emphasize.
There is a need to emphasizing to IPO staff and VSLA members the importance of the
Cash book and the constitution.
32
Gender Equality & Women Empowerment
The high demands, as presented in the Gender Equality & Women Empowerment
section, should be re-examined. A possible option should be considered, in which some
of the requirements would be presented as recommendations rather than mandatory
requirements.
In order to successfully address the gender issue, a gender expert or a gender advisor
should be available to counsel and guide the CARE staff on this issue.
IPO should develop a gender policy or be introduced to CARE's policy on that matter; in
order for gender issues to be addressed in field level.
Specifically regarding VSLA and gender- It is necessary to define a common conception,
in the organizational level, regarding gender issues that arise in VSLA. (Such as gender
roles and male dominance in leadership positions, equal participation and promoting
women empowerment through VSLA)
33
5. Appendix
Appendix 1 - Survey to CARE staff
PQL Guidelines Monkey Survey Questionnaire
Number of responders
1 Strongly agree
2 agree
3 Middle
4 disagree
5 Strongly disagree
Mean
I have read the PQL guidelines in depth and I am highly familiar with them
22 13 8 1 2.45
59.09% 36.36% 4.45%
I have a good conceptual understanding of the key technical issues in the PQL guidelines.
21 3 9 9 2.29 14.29%
42.86% 42.86%
When reading the PQL guidelines, I feel I am learning or gaining new knowledge which is valuable
20 6 13 1 1.75
30% 65% 5%
I have find the PQL guidelines very useful in my work
20 10 9 1 1.55
50% 45% 5%
In my work, I refer only to some of the PQL guidelines. If so, which ones?
20 2 10 3 3 2 2.65
10% 50% 15% 15% 10%
The PQL guidelines are reader -friendly, convenient, clear and easy to work with.
19 7 9 2 1 1.84
36.48%
47.37% 10.53% 5.26%
I have used the PQL guidelines in my work at least once, if the answer is yes please specify in what part, when and how?
22 Yes 20 90.91% No 2 9.09%
34
Appendix 2- List of the groups reviewed
Program IPO Name & Location date of Review
NUWEP
GDFA Waneno-anyim, Patiko, Gulu 2/10/2013
GDFA Gum Pe Rom, Obwola- Koro Lapainat west, Gulu 3/10/2013
GDFA Aol Ki Tam, Abole village koro Ibakara, Gulu 4/10/2013
KIWEPI Ukony Lwak- Masese village-Namokore kalegong, Kitgum 7/10/2013
KIWEPI Tim Ki Komi-Oryang village Namokora Pagoda west, Kitgum 7/10/2013
KIWEPI Nyerodong Licwa village, lokung , Kitgum 8/10/2013
KIWEPI Agolaoyee Licwa village, lokung, Kitgum 8/10/2013
WORUDET Opolacen, Lupara village, Pujule, Pader 9/10/2013
WORUDET Ribber-ber, Lupara village, Pujule, Pader 9/10/2013
FOKAPAWA tim Ki Komi-Apil west, wol, Agago 10/10/2013
FOKAPAWA Watemo, Bunga village, wol, Agago 10/10/2013
GWED-G Amoro Kwo, Pakiri village, Lamogi, Amuru 11/11/2013
ARLPI Gang Tek Ki Mon, Lamola village, Lamogi, Amuru 13/11/2013
ARLPI Atek Ki Lwak, Abyee village, Lamogi, Amuru 15/11/2013
WENG
BMCT Micacabchara Twifatanye, Ghinga village, Nykabande, Kisoro 22/10/2013
BMCT Kanyabukungu kwifatanya, Kanyabukungu village, Nykabande,
Kisoro 22/10/2013
BMCT abizera, Ghinaga village, Nykabande, Kisoro 23/10/2013
BMCT Gahinga Tuajymbere, Ghinga village, Nyakabande, Kisoro 23/10/2013
BMCT Gatera Tutrimbere, Gatera village, busanza, Kisoro 24/10/2013
BMCT Gatera Bi Twunguke, Gatera village, busanza, Kisoro 24/10/2013
AICM Murubindi Batwa Bakiga Kweterana, murbindi village, Bufundi,
Kabale 25/10/2013
AICM Murubindi Batwa Bakiga Kweterana, murbindi village, Bufundi,
Kabale 25/10/2013
WAYFIP
UWESO Agule Mulen, Agule village, Katine, Soroti 29/10/2013
UWESO Joo Pur Owei, Abongoman village, Kabukubuku, Kabalamondo 30/10/2013
UWESO Baptist group, Opiro village, Apakira, Kabalamondo 30/10/2013
UWESO Eyalama, Achanga village, Usuk, Katakwi 31/10/2013
UWESO Nazaret group, Achanga village, Usuk, Katakwi 31/10/2013
UWESO Olchol Emorikikinos Framers Group Olchol village, Katine, Soroti 1/11/2013
35
Appendix 3- Meeting observation form
Observation of a VSLA Meeting Report
Part of meeting
timing comments
Opening the meeting
Was the box open in the meeting? Yes/ No Are the three key-keepers not part of the leadership: Yes/ No________________ Number of group members________ (M_______,F_____) attendance to the meeting _________(M_______,F_____) Leadership sex- CP:_______ S:______ T:_______ MC:______,______ Form of sitting:_____________________________ gender sitting division ___________ Attendance? Yes/ No
Collection of welfare fund
Welfare rate__________ Properly announcing? Yes/ No __________________________________________________
payback of welfare loans
Accumulated amount___________________
Giving welfare loans
Reasons for welfare requests (+personal info: background, age, sex):
Saving CP asks the group about the amount in the box from previous week? Yes/ No ________________________________________________________________________ Share rate___________ Properly announcing? Yes/ No __________________________________________________ Proper use of the stamps? Yes/ No _____________________________________________ Total saved today ___________________________ Accumulate amount___________________________
Collecting previews loans
Giving out new loans
Interest rate_____________% Reasons for loan requests (+personal info: background, age, sex):
Additional topics and closing
Total amount in box_____________________
Question and request from us
Group name___________________________
Sub-county _____________________________
village___________________________________
Partner organization _________________
CBT-____________________________________
Date of beginning _________________________
Meeting no.______________ Cycle no. ________
Date of meeting____________________________
Democracy
Transparency
Gender
36
The books
Additional info
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
Attendance keeping ________________
No. of meeting with attendance lower than half __________
Meeting weekly? ______________________
Keeping records of saving In book: In pass-books:
Keeping records of loans In book: In pass-books:
Cash book : yes/ no Constitution : yes/ no Group diversity (Age, Gender, Status) Age: under 25_______, 25-50_______ , 50 +______. Number of literate members_________ Number of single-household members_________
37
Appendix 4- Questionnaires to CBT’s and VSLA group members
CBT Questionnaire
CBT Name_______________________________________________M/F, Age _____ number of years working as a CBT______
No. of groups saving ______________ Location____________________________________ organization_____________________
1. How often do you attend your group meetings? weekly/ twice a month/ once a month/ once every two months / other
2. How often do you meet your immediate supervisor? weekly/ twice a month/ once a month/ once every two months / other
3. How often do you submit reports to your supervisor?weekly/ twice a month/ once a month/ once every two months / other
4. What is the average number of members in your groups? ___________________________________________________________________
5. What is the average attendance of members in your groups? _______________________________________________________________
6. How many of your groups operate a social fund? ______________________________________________________________________________
7. In a month, how many times does your group meet for VSLA activity? ______________________________________________________
8. Do any of your VSLA groups have an Add-on component (additional activity that the group is doing besides savings
and loans)? Yes/ No . If the answer was “Yes”, please specify the component
______________________________________________________________________________________________________________________________________
9. 9. How has VSLA transformed the lives of members in your community?
______________________________________________________________________________________________________________________________________
______________________________________________________________________________________________________________________________________
______________________________________________________________________________________________________________________________________
10. Please give an example for one group member whose life had been transformed and how-
____________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________________________________
____________________________________________________________________________________________________________________________________________
11. Do you feel you were adequately trained to work as a CBT on VSLA? Yes/ No
If the answer is “No” what is missing? ________________________________________________________________________________________________
____________________________________________________________________________________________________________________________________________
What would you like to be added to the CBT training?_______________________________________________________________________________
___________________________________________________________________________________________________________________________________________
12. What do you like about your work as a CBT? What do you feel you are doing successfully?
_______________________________________________________________________________________________________________________________
_______________________________________________________________________________________________________________________________
13. What are the problems or challenges in you experience in you work as a CBT? ______________________________________________
____________________________________________________________________________________________________________________________________________
_______________________________________________________________________________________________________________________________
14. Do think men and women benefit equally from their membership in the VSLA? Yes/ No. Please explain
how and why.
____________________________________________________________________________________________________________________________________________
______________________________________________________________________________________________________________________________
38
Please mark the level of your agreement/disagreement with each sentence:
Group members:
Name age sex Status
1
2
3
For CBT+ Group members 1 Strongly
agree
2 Agree
3 Middle
4 Disagree
5 Strongly disagree
1 In my VSLA groups every member has a right to express his/her opinion
2 All of the members of a VSLA group know the current amount of money their group holds
3 Being part of a VSLA group provides one the means to cope with emergencies
4 Men and women have equal opportunities to be part of a VSLA group
5 In my group men and women participate equally
6 In my VSLA group the decision making is by few members
7 Being a member of a VSLA allows one to build capital
8 Monitoring what is happening in my groups is important for me
9 Creating a VSLA in community can make the community self reliance
10
Usually women have less influence about what happens in a group
11
Being a member of a VSLA does not influence the member economic opportunities.
12
I think the men in my group benefit more than the women
13
I believe my group will continue operating even after the project support ends
For VSLA member : 14
I feel comfortable in my group
15
I feel that the group represent my aspirations
16
I feel respected in my group
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