livelihoods and inclusive finance expansion (life) project
TRANSCRIPT
1 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
LIVELIHOODS AND INCLUSIVE
FINANCE EXPANSION (LIFE)
LIVELIHOODS AND INCLUSIVE
FINANCE EXPANSION (LIFE)
PROJECT
ANNUAL PROGRESS REPORT: YEAR 3
OCTOBER 2018 – SEPTEMBER 2019
CONTRACT NO: AID-286-C-16-00002
Contractor: Palladium International LLC
Contracting Officer’s Representative: Rana Helou
Submission: October 30, 2019
2 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
LIVELIHOODS AND INCLUSIVE
FINANCE EXPANSION (LIFE) Annual Progress Report: Year 3
Contract No. AID-268-C-16-00002
Contractor: Palladium International, LLC
Submitted to Rana Helou, USAID COR
DISCLAIMER
This report is made possible by the support of the American People through the United States Agency for
International Development (USAID). The contents of this report are the sole responsibility of Palladium
and do not necessarily reflect the view of USAID or the United States Government.
3 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Table of Contents
Livelihoods and Inclusive Finance Expansion (LIFE) ROJECT ................... 1
ANNUAL PROGRESS REPORT: YEAR 3 .................................................. 1
October 2018 – SEPTEMBER 2019 .............................................................. 1
CONTRACT NO: AID-286-C-16-00002 ....................................................... 1
Livelihoods and Inclusive Finance Expansion (LIFE) ................................... 1
Livelihoods and Inclusive Finance Expansion (LIFE) ................................... 2
1. Acronyms and Abbreviations .................................................................. 7
2. Project Description ................................................................................. 9
Executive Summary ............................................................................................................................ 9
3. COMPONENT I: INCLUSIVE FINANCE ............................................ 13
3.1: LMFA Institutional Strengthening ..........................................................................................13
Sub-Activity 3.1.1: Grant Support to the LMFA.................................................................................... 13
Sub-Activity 3.1.2: SEEP and SANABEL Conference: .......................................................................... 14
Sub-Activity 3.1.3: LMFA Financial Literacy Training ........................................................................... 15
Sub-Activity 3.1.4: SEEP NCAT Scoring .................................................................................................. 17
3.2: LIFE-USAID Support for Policies and Regulations of the Central Bank of Lebanon .17
Sub-Activity 3.2.1: The Transformation of Al Majmouaa under Lebanon Central Bank Circular
“505” ............................................................................................................................................................... 17
Sub-Activity 3.2.2: Central Bank of Lebanon Financial Inclusion Day .............................................. 18
4. COMPONENT II: MICROCREDIT and Financial Services .................. 19
4.1 NUDGE Lebanon Grant - Strengthening Women’s Financial Inclusion Through
Behaviorally Informed Interventions and Policymaking - 217700-LIFE-Nudge-011 .21
BLOM bank’s intervention: ........................................................................................................................ 23
Bank Audi’s Intervention: ........................................................................................................................... 24
4 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
The BLC bank’s intervention ..................................................................................................................... 24
4.2: Pathway to Savings ....................................................................................................................24
BLOM Bank - Bringing Peace of Mind into LIFE-217700-LIFE-BLOM-025 ..................................... 24
Banque Libano-Française SAL (BLF)-BLF “All-Right”- 217700-LIFE-BLOM-026 ........................... 26
Saradar Bank SAL -Financial Inclusion Initiative-217700-LIFE-SARADAR-028 .............................. 27
MEAB SAL – FISLAB .................................................................................................................................... 27
EMKAN Pathway to Saving - Financial Inclusion of Emkan Finance Clients with BankMed-
217700-LIFE-Emkan-012 ............................................................................................................................. 28
4.3: Fintech Portfolio ........................................................................................................................30
The Professional Mutual-Aid Association (AEP) - Fintech Kick off - 217700-LIFE-AEP-015 ..... 30
Al-Majmoua- Online Digital Learning Management System (E-learning) for the Lebanese
Association for development (Al Majmoua) - 217700-LIFE-AM-017 ............................................... 32
IBDAA- Financial Inclusion through Digital Financial Services– 217700-LIFE-IBDAA-018 ......... 32
VITAS- Customer Centric Digitization - 217700-LIFE-VITAS-023 .................................................. 33
Makhzoumi Foundation – Digital Field Application .............................................................................. 34
4.4: Supporting the MFIs and small-scale NGOs’ Loan Officers ............................................34
Geo-Expansion Aid Project - The Professional Mutual-Aid Association (AEP) ............................ 34
4.5: Technical Assistance .................................................................................................................34
5. COMPONENT III: LIVELIHOODS ....................................................... 35
Lebanese Development Cooperative (LDC) - 217700-LIFE-LDC-002 ................................35
Al Hadatha Association - 217700-LIFE-Al Hadatha-004 ..........................................................36
37
SHEILD - 217700-LIFE-SHEILD-006 .............................................................................................37
Social Innovation (SHIFT) - 217700-LIFE-SHIFT-007 ................................................................38
Entrepreneurial Development Foundation (EDF) - 217700-LIFE-EDF-010 .........................40
Lebanese Union for People with Physical Disabilities (LUPD) -217700-LIFE-LUPD-008 .41
5 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
The Lebanese Association for Development (Al Majmoua) -217700-LIFE-AlMajmoua-009
....................................................................................................................................................44
Lebanese Development Cooperative - 217700-LIFE-LDC-016 .............................................45
Graph of progress of work ........................................................................................................................ 47
AL HADATHA Organization- 217700-LIFE-AL HADATHA-019 .........................................47
SHEILD- 217700-LIFE-SHEILD-027 ..............................................................................................51
DPNA - 217700-LIFE- DPNA-030 ................................................................................................52
“Bab Rizk” - Revitalization Hub Initiative in Tripoli ..................................................................53
Rene Mouawad Foundation (RMF)- 217700-LIFE-RMF-020 ..................................................... 54
DAR Al Zahraa - 217700-LIFE-DAR-021 ........................................................................................... 54
AKKAROUNA- 217700-LIFE-Akkarouna-022 .................................................................................. 54
“Dareb El Najah” - Revitalization Hub Initiative in Bekaa .......................................................56
217700- LIFE-EDF- 029 – pending USAID approval ............................................................................ 56
6. Monitoring & Evaluation ........................................................................ 57
6.1: Year 3 Overview .......................................................................................................................57
6.2: Year 4 Planned Activities .........................................................................................................58
6.3: M&E Progress Graphs for Q4Y3 ...........................................................................................59
7. Communications ................................................................................... 64
7.1: Appointment of a Marketing & Communications and Manager (MarCom).................64
7.2: Improving branding ...................................................................................................................65
7.3: The Women Rising Campaign ................................................................................................65
7.4: Attracting USAID Lebanon, USAID Middle East and the US Embassy of Beirut
attention ...................................................................................................................................66
7.5: Success stories ...........................................................................................................................69
7.6: Event organization and coordination with USAID and LIFE partners ...........................69
6 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
7.7: Social Media Insights .................................................................................................................70
Facebook: ....................................................................................................................................................... 70
Instagram ........................................................................................................................................................ 72
YouTube ......................................................................................................................................................... 73
7.8: Media Mention ...........................................................................................................................74
LIFE and EDF on MTV ................................................................................................................................. 74
EMKAN - The Pathways to Saving launch event................................................................................... 75
BLOM – Bringing Peace of Mind To LIFE ............................................................................................... 75
7 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
1. ACRONYMS AND ABBREVIATIONS
AEP Professional Mutual Aid Association
AMEP Activity Monitoring and Evaluation Plan
BDL Banque Du Liban
BDS Business development Services
BIAT Business Incubation Association Tripoli
BLF Banque Libano-Française
BOEP Bottom of Economic Pyramid
CCIAZ Chamber of Commerce, Industry and Agriculture of Zahle and the Beqaa
CGAP German Society for International Cooperation
COP Chief of Party
CRI Consultation and Research Institute
DAR Dar Al Zahraa
DPNA Development for People and Nature Association
EDF Entrepreneurial Development Foundation
ESA Ecole Supérieure des Affaires
FMO Netherlands Development Finance Company
GIZ Gesellschaft für Internationale Zusammenarbeit
GUC Grants under Contract
IFC International Finance Corporation
INGO International Non-Governmental Organization
ISP Institutional Strengthening Plan
LDC Lebanese Development Cooperative
LIFE Livelihoods and Inclusive Finance Expansion
LIM Lebanon Investment in Microfinance
LMFA Lebanon Microfinance Association
LOP Life of Project
LUPD Lebanese Union for People with Disabilities
M&E Monitoring and Evaluation
MarCom Marketing & Communications Manager
MDSF Michel Daher Social Foundation
MF Microfinance
MFI Microfinance Institution
MoSA Ministry of Social Affairs
MOU Memorandum of Understanding
MSME Micro, Small & Medium Enterprises
NCAT Network Capacity Assessment Tool
NCVT National Center for Vocational Trainings
NGO Non-Governmental Organization
PIR Performance Indicator Review Sheets
PSD Private Sector Development
PSS Psycho-Social Support
PWD People with Disabilities
8 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Q1Y3 Quarter 1 Year 3
Q2Y3 Quarter 2 Year 3
Q3Y3 Quarter 3 Year 3
Q4Y3 Quarter 4 Year 3
Q1Y4 Quarter 1 Year 4
REV Reduced Economic Vulnerability
RFA Request for Applications
RMF Rene Mouawad Foundation
SEEP Small Enterprise Evaluation Project
SGBL Societe Generale de Banque du Liban
SHEILD Social Humanitarian Economical Intervention for Local Development
SHIFT Social Innovation Hub
STTA Short Term Technical Assistance
TA Technical Assistance
TOT Training of Trainer USAID United States Agency for International Development
USG United State Government
VP Vice President
VSU Vetting Support Unit
Y3 Year 3
Y4 Year 4
9 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
2. PROJECT DESCRIPTION
The USAID-funded Livelihoods and Inclusive Finance Expansion (LIFE) Program (2016 –
2021) will link vulnerable businesses at the Bottom Of the Economic Pyramid (BOEP) with
business training and financial services, improve livelihoods, create jobs, and reduce
poverty while facilitating the growth of inclusivity in Lebanon. The project has three
primary objectives: Financial Inclusion, Financial Services and Microcredit, and Livelihoods.
Executive Summary
YEAR 3 was the most salient to date within the five-year LIFE contract. In collaboration
with USAID and local stakeholders, during the first quarter the project launched a re-
vamped strategy that responds to changes within the local business enabling environment
for financial inclusion and retains the projects focus on increasing financial inclusion of un-
and under-banked communities. The strategy entails working with MFIs, Commercial
Banks, and the Central Bank on programs that address inclusion in a comprehensive way
including expanding access to microloans, savings products, and other interventions that
support increased access and utilization of financial services. During the second quarter
of year 3, LIFE operationalized its updated scope of work. Pertinent Requests for
Application (RFAs) were issued to expand our inclusivity agenda within the commercial
bank community in collaboration with the Central Bank of Lebanon's various new
protocols aimed at improving access for the 'unbanked'. With that expansion, LIFE was
now recognized as working to improve access for the unbanked in a vertically integrated
way. That included recognition by the micro businesses we continue to serve through our
10 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Livelihoods program and to selected banks which have chosen to pursue the unbanked
demographic in Lebanon. The third quarter of the year was the time frame when the
midterm program shifts planned in conjunction with USAID became fully implemented,
reflected by a complete staff, a significant shift in investments--aimed at inclusivity-- toward
Fintech, Retail Commercial Banks, Peri-urban Hubs and a partnership with the Central
Bank on all issues relating to improved access by the 'unbanked' to the saving and loan
infrastructure. Within all three constituent components, the LIFE project team facilitated
locally owned initiatives which were consistent and supportive of USAID country
strategies.
With this surge in LIFE's activities has been a significant increase in media coverage of our
investments, especially the rising attention earned by women in all our work--from the
Livelihood activities at the Bottom of the Economic Pyramid to the numbers of women
reached through our partnerships with Micro-Finance Institutions and Retail Banks. Our
brand, "Women Rising" is increasingly recognized by our demographic--the unbanked.
The overall LIFE budget as concerns its grant obligations and grants under development with partners was almost 100% committed. We were excited in late June to learn that
USAID has opted to award LIFE OPTION #1 adding 3.1 million to our budget.
Within Component 1 (Inclusive Finance), the LIFE team encouraged the LMFA (Lebanon
Microfinance Association) Board to pursue membership expansion and donor funding
base expansion as a mechanism for sustainability of the association; however, a realistic
assessment of demand for the services provided by LMFA is steering the wheel toward
a new viable and sustainable model for a National Association that would include and
consolidate the major players of financial inclusion in Lebanon including fintech providers,
commercial banks, financial institutions and microfinance institutions working under the
non-profit-umbrella. That proposal is now under review.
Within Component 2 (Micro-Credit and Financial Services), LIFE is focused on
strengthening the supply of financial services for un and under banked communities.
Under this component LIFE is engaged with providing Technical assistance and incentives
for MFIs and Commercial Banks which have demonstrated a sustained and significant
interest and effort to provide the unbanked with savings and loan products. The
launching of our "Pathway to Savings" initiative through provision of grants to
Commercial Banks and MFIs (Emkan-Bankmed, BLOM Bank, BLF Bank, Saradar Bank-
Vitas, etc.) is described below and benefited from profitable debate with the Economic
Growth Team at USAID. Allied to these investments is our grant with NUDGE
Lebanon, which is applying the best practices of behavioral economics to effecting
inclusivity at selected commercial Banks and within the Central Bank's inclusivity
initiative. In addition, LIFE has begun to invest significantly in FinTech grants to both
Financial Institutions and MFI's in which both transaction costs and reach will be
improved by the further use of the new technologies. Furthermore, in line with the
Financial Inclusion Strategy and reforms of the Central Bank of Lebanon, LIFE is supporting
11 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
in the application of Circular 505 for The Lebanese Association for Development- Al
Majmoua (AM).
Our final component (Livelihoods) has also undergone a review and adaptation toward an
approach that optimizes impact. Instead of a series of individual grants, the project took
the BDS model through another iteration, our work now focuses on several grants in
geographically defined vulnerable neighborhoods of urban and peri-urban areas and seeks
the attendant synergies to be derived from the ensemble of investments and the leverage
they will have with municipal authorities. This initiative has been named
"revitalization hubs" and during Y3, two pilot programs were developed “Bab Rizk in
Tripoli” and “Darb El Najah in Central Bekaa”. LIFE also continued to offer performance-
based grants for local NGOs which reach the bottom of the economic pyramid.
Summary of LIFE GUC Portfolio as of September 30, 2019 (end of Year 3)
GUC Budget USD Value % of Total GUC
Committed to Date
GUC Committed in Year 1 14%
GUC Committed in Year 2 22%
GUC Commitments in Year 3 64%
Total GUC Committed to Date
Total Disbursed to Date 56%
USD Value Grant Proposals Pending USAID
Approval Grant Proposals in Pipeline - Year 4
Summary of LIFE Key Indicators by end of Year 3
Graph 1: Total number of people reached through Business Development Services (i.e. trainings) and financial literacy sessions by USG assisted sources
by the end of Year 3 (showing division by year)
12 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Graph 2: Number of person days of USG funded training provided to support
microenterprise development by the end of Year 3 (showing division by year)
Graph 3: Proportion of female participants in USG assisted programs designed
to increase access to productive economic resources by the end of Year 3
(showing division by year)
13 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
3. COMPONENT I: INCLUSIVE FINANCE
Support of LMFA, the Central Bank of Lebanon and allied financial services providers to
promote and implement inclusive economic policies.
3.1: LMFA Institutional Strengthening
Sub-Activity 3.1.1: Grant Support to the LMFA
In year 3, LIFE continued to support the Lebanese Micro Finance Association (LMFA)
through the ‘grant under contract’ mechanism.
217700- LIFE- LMFA-001 was completed during Q2Y3 with a final disbursement of
. During this grant LMFA was successful in appointing a new General Manager,
Ms. Ilda Nahas, who was able with the support of LIFE team and SEEP to put in place a
business plan for LMFA.
Based on the changes and the business plan put forward by the LMFA, a new 14 month
grant - 217700-LIFE- LMFA- 014- was awarded to the LMFA in February 2019 for a total committed of The objective of the grant is to provide the LMFA with
the means to strengthen the capacity of the association so it can serve as the vehicle for
improved and sustained stakeholder dialogue, policy analysis, and action as well as to
ensure the development of a sustainable entity with multiple donors and increased
member engagement.
During Year 3, the LMFA completed its brand identity uplift (logo, newsletter, website,
social media platforms) and participated in 2 job fairs as a mean to promote the association
14 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
and the microfinance industry across the younger generations and to emphasize its MIS
and Financial Literacy programs as well as the current and future projects planned with
LIFE program.
Also, the LMFA with the support of SANAD Technical Assistance Facility, conducted a
microinsurance demand study in Lebanon with Microinsurance Center at Milliman to
assess the demand of the microinsurance and develop preliminary ideas for product
prototypes in Lebanon.
On April 18th, 2019, the LMFA hosted USAID LIFE contracting officer representative, Ms.
Rana Helou, along with LIFE Chief of Party Mr. David Holdridge and his senior
management team; where the LMFA hailed the role of USAID in supporting the economic
growth and microfinance industry in Lebanon for the past few decades and for the
continuous financial and technical support from the LIFE USAID program for the LMFA,
MFIs and the industry. The LMFA also embraced the LIFE-USAID strategy of accelerating
financial inclusion through different players including the Lebanese commercial banks.
USAID and LIFE representatives stressed the main objectives of the current grant in expanding the memberships of LMFA and the association’s funding base to decrease their
dependence on USAID funding and assure sustainability.
Despite the numerous activities that were covered under the grants provided to the
LMFA and the appointment of a new General Manager for the LMFA, the association failed
to meet the major milestones of attracting new members and diversifying its funding base
of donors and investors. As of today, The LMFA is failing to demonstrate sustainability
and viability beyond USAID investments in its core costs and operational overheads and
expenses. A successor organization called NAFI (National Association of Financial
Inclusion) has been floated before key shareholders as a more comprehensive approach.
Sub-Activity 3.1.2: SEEP and SANABEL Conference:
In Q1Y3 (October 2018), LIFE-USAID sponsored a delegation of three LMFA
representatives to participate in the SEEP conference in Washington, D.C. The visit aimed
to provide international exposure to the LMFA and the Lebanese Microfinance sector by
providing wider networking opportunities with similar actors, stakeholders, potential
investors and donors.
15 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Also, in Q1Y3
(November 2018) LIFE-
USAID Financial Inclusion
team & the LMFA staff
participated in the
SANABEL Conference
2018 that took place in
Amman, Jordan. The two-
day conference titled
“From Sustainable to
Responsible Finance - The
State of Responsible
Finance Practices and
Considerations in the Arab
Region” mainly focused on Responsible Financial
Inclusion and Digitization
of Microfinance Services.
During the conference the LMFA General Manager, Ms. Ilda Nahas had the opportunity
to share her vision with a network of donors, investors, regional and international
microfinance networks. This annual conference opens doors to participants including
LIFE-USAID representatives and LMFA, to learn more about emerging financial inclusion
opportunities and challenges in the region.
On the sidelines of the conference, several
trilateral meetings were held bringing
together LIFE and LMFA teams along with
regional and international donors,
investors, networks and stakeholders
from which we list but not limited to
Accion International, Finance in Motion,
IFC, FMO, CGAP, GIZ, Yemen
Microfinance Network, Jordan
Microfinance Network, etc.). The main
objective of these meetings was to discuss
potential funding opportunities for the
LMFA ensuring the sustainability of its
upcoming plans and activities.
Sub-Activity 3.1.3: LMFA Financial Literacy Training
In alignment with its mission to advocate for the Micro Finance (MF) industry in Lebanon,
to create awareness of the association, to increase the number of its members’
LIFE & LMFA teams meeting with
Finance in Motion representatives
16 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
beneficiaries and to provide financial inclusion to excluded and low-income population,
the LMFA took part in the nationwide awareness campaign that was launched in October
2018 by the Ministry of Social Affairs (MoSA).
LMFA collaborated with MoSA
mainly to implement the Family
Education Component strictly
related to financial literacy and
household financial management.
The financial literacy sessions
reached around 5000 beneficiaries,
80% of whom were women, and
took place in 104 different
locations at the same time over
two consecutive Saturdays
(October 6 & 13, 2018).
These financial literacy sessions
were possible through a Train the Trainer (TOT) Program. 115 trainers selected from
the various MFI members of LMFA participated in a 6-day TOT Program – funded by the
Central Bank of Lebanon and facilitated by Positive Planet on delivering a unified material
on household budgeting and
income generating activities.
Financial Literacy Session
Group photo during a TOT session
17 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Sub-Activity 3.1.4: SEEP NCAT Scoring
In Q4Y3 (September 2019), The SEEP network consultants conducted the NCAT
“Network Capacity Assessment Tool” for the LMFA. The core findings of the NCAT
scoring were:
• LMFA board members were divided on the key issue of expanding the membership
for the board of LMFA.
• The high-risk exposure for financial sustainability of the association. SEEP NCAT
scoring reflected that there is no vision within the current LMFA to reach financial
sustainability through any form of new memberships, new donors long-support or
additional paid services.
Based on the acknowledged limitations of LMFA through the above sub-activities, LIFE
represented by the Chief of Party and in coordination with the Central Bank of Lebanon,
LMFA President and KEY MFIs Stakeholders, is assessing the demand for a new viable and
sustainable model for a National Association that would include and consolidate the major
players of financial inclusion in Lebanon including fintech providers, commercial banks,
financial institutions and microfinance institutions working under the non-profit-umbrella.
The new model suggested by LIFE assumes that Lebanon will only realize its potential as
a free and prosperous nation when internal exclusions are neutralized. This can be done
through provisions of equitable opportunities for all citizens to participate in a national
polity.
3.2: LIFE-USAID Support for Policies and Regulations of the
Central Bank of Lebanon
Sub-Activity 3.2.1: The Transformation of Al Majmouaa under
Lebanon Central Bank Circular “505”
Within its role of supporting major policies and regulations on financial inclusion by the
Central Bank of Lebanon. LIFE is supporting the transformation of the Lebanese
Association for Development “Al Majmouaa” under the circular 505.
In August 2018, the Central Bank of Lebanon issued circular 505 that tackled Microfinance
Institutions operating under the umbrella of non-profit organizations. In compliance with
the “505” circular, every MFI with an outstanding portfolio greater or equal to 10 Million USD, is obliged to transform into a financial institution regulated within the Central Bank
of Lebanon. A team of international and local consultants conducted an assessment and a
gap analysis which identified the gaps between existing policies and procedures at Al
Majmouaa and the compliance requirements of the Central Bank. Al Majmouaa’s deadline
for transformation was extended until December 2019 and the Central Bank of Lebanon,
18 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
is adopting a flexible approach to make sure Al Majmouaa can smoothly achieve the
transformation.
Being the largest provider of microcredit for the unbanked population, many donors and
investors are supporting “AM” transformation. LIFE along with the senior management
and Chairman of Al Majmouaa have identified several technical assistance interventions to
support Al Majmouaa in preparing to transform into a regulated financial institution in
compliance with the regulations of the Central Bank of Lebanon. The technical assistance
is being implemented in close coordination with the CEO of Al Majmouaa and the Central
Bank of Lebanon according to the organization’s needs and the evolution of the
transformation process.
During the Q4Y3 LIFE completed training for 292 staff of Al Majmouaa on Change
Management. The training was requested by the Senior Management of Al Majmouaa and
was tailored to meet their needs in adapting their personnel to the new regulatory
environment under a for profit institution supervised by the central bank of Lebanon.
During Q1Y4, the recruitment of a compliance consultant to align the new institution with the requirements of the Central Bank of Lebanon will be done as a second form of
technical assistance. Also, Al Majmouaa and LIFE are discussing the piloting of a tiered
digital KYC “Know You Customer” program under the auspice of the central bank of
Lebanon and within the umbrella of USAID investment in this transformation.
Sub-Activity 3.2.2: Central Bank of Lebanon Financial Inclusion Day
LIFE participated in the Arab
Financial Inclusion Day organized
by the Central Bank of Lebanon on
the 27th of April 2019 for the third
consecutive year. The below
message was cleared by the
Central bank of Lebanon and
the Council of the Arab Central
Banks and Monetary Authorities:
“The Council endorses steps and
actions taken to promote financial
inclusion, and reiterates the
importance of including all society categories and sectors into the formal financial system, namely the youth, women, entrepreneurs, micro, small and medium-sized enterprises by
enhancing their access to, and use of, financial services and products that suit their needs
at reasonable costs and conditions, and by protecting their rights and improving their
19 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
knowledge and awareness of financial issues so that they can make sound investment
decisions”.
LIFE investments are in clear alignment of this message on expanding financial inclusion
and providing financial literacy to the Lebanese community.
4. COMPONENT II: MICROCREDIT AND
FINANCIAL SERVICES
During Y3 and in collaboration with USAID and local stakeholders, the project launched
a re-vamped strategy that responds to changes within the local business enabling
environment for financial inclusion and retains the project’s focus on increasing financial
inclusion of un- and under-banked communities.
Component 2 of the LIFE project focused on strengthening the supply of financial services
for un and under banked communities. Under this component the Project is engaged with
providing support for MFIs and Commercial Banks on programs that address inclusion in
a comprehensive way including expanding access to microloans, savings products, micro
insurance products, FinTech solutions and other interventions that support increased
access and utilization of financial services.
In Lebanon, microfinance institutions (MFIs) can provide lending services, however by law
MFIs are not permitted to create savings accounts. Savings can only be offered through
commercial banks. In general, commercial banks view the unbanked population as carrying
a large transaction cost for them, due to their lack of financial literacy and potentially low
usage of the accounts, which would result in fewer fees and less profit for the bank.
In light of these challenges, LIFE created a strategy to forge a “Pathway to Savings” for the
unbanked through a partnership between MFIs and commercial banks. The crux of this
innovative idea is to have the MFI act as the intermediary between the client and the
commercial bank, ultimately assisting them with setting up a savings account at the
commercial bank.
Fintech has also been growing rapidly in recent years. The application of financial
technology is one of the pillars of Lebanon’s Central Bank Financial Inclusion Strategy; the
Central Bank of Lebanon aims to encourage the facilitation of financial transactions
through new digital tools and channels. Within this context and in order to boost financial
technology as an enabler for financial inclusion, LIFE supported investments to promote
and create financial and non-financial products that advance and accelerate financial
inclusion.
These investments will increase the outreach to the poor and improve the MFIs
management capacity; thus, fostering financial inclusion and reduction of the high costs
associated with traditional processes. Using digital solutions (including e-platforms for
20 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
financial and non-financial services) increases the productivity of MFIs, introducing
automated processes that reduce staff fraud and errors, enhance the management of
defaulting loans and provide accurate data. FinTech will also help in bridging the financial
literacy gap which has an important role in facilitating access and use of appropriate and
formal financial products to the unbanked.
During this year, under component 2, LIFE published five requests for applications (RFA):
RFA #4 on Support for the MFIs Loan Officers to expand their outreach within
vulnerable communities and remain resilient against the rise of commercial banks and
competitors in the microfinance landscape.
RFA #7 on Fintech for Small Scale MFIs with outstanding portfolio less than USD 10
Million; LIFE will support the outreach for new unbanked clients through Fintech and
digital financial services. The use of financial technology will increase the outreach of small-
scale MFIs, reduce the costs of their loans, and decrease the average disbursement time,
among other benefits.
RFA #8 on Fintech for Large Scale MFI/FIs was designed to match the for-profit MFIs members of LMFA representing a consolidated portfolio of 91% of the association’s assets
at USD169 million.
RFA #9 on expanding Financial inclusion in Lebanon for commercial banks. This funding
opportunity is aligned with the Banque Du Liban (BDL) Financial Inclusion Strategy,
published in April 2017 and aims to accelerate & expand the reach of unbanked into the
formal financial services infrastructure and improve the perceptions & behaviors of the
unbanked toward commercial banks.
In collaboration with the BDL and the Association of Banks in Lebanon (ABL), a Q&A
workshop was held on March 29, 2019 at the ABL premises and attended by
representatives from 14 commercial banks. An overview of the BDL’s financial inclusion
circular and the RFA, including the application process, grant review, award and
implementation process, were given by BDL, USAID and LIFE representatives.
21 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
RFA#10 on Fintech for Lebanese Financial Institutions and Fintech providers to improve
and automate the delivery and use of financial and non-financial services to the unbanked
population at competitive costs.
Allied to these investments is our new grant in December with NUDGE, which will apply
the best practices of behavioral economics to effect inclusivity at selected commercial
Banks and within the Central Bank's inclusivity initiative.
4.1 NUDGE Lebanon Grant - Strengthening Women’s
Financial Inclusion Through Behaviorally Informed
Interventions and Policymaking - 217700-LIFE-Nudge-011
Status: Active
Project duration: 12 months (February 1, 2019 –January 31, 2020)
Area of implementation: All over Lebanon Targeted beneficiaries: Women who do not have access to savings accounts and that
are not part of the formal financial infrastructure. Women who already have savings
accounts, but whose transactional history and use of said accounts are either low or
inactive.
Objectives: Increasing the access to and use of savings accounts by working and non-
working women by incorporating behavioral science tools with three bank partners in
order to optimize already existing savings schemes, increase the number of women
entering the formal financial sector, and expand the use of savings accounts. Moreover,
NUDGE Lebanon will influence the financial inclusion value chain by informing regulations
and circulars that have implications on financial inclusion and micro-financing in Lebanon.
Grant budget:
During this year, at the first stage of implementation, Nudge developed heat maps ofthe
regulatory landscape of financial products, services, providers, stakeholders,
opportunities, and challenges. Heat maps served as baseline assessment to identify
behavioral challenges and bottlenecks for access to and use of saving accounts by women.
Based on the assessment and several discussions, Nudge signed three Memoranda of
Understanding with three Lebanese commercial banks: BLOM Bank, AUDI Bank and BLC
Bank.
22 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Initially Nudge was supposed to develop two common Randomized Controlled Trial
(RCT) protocol experiments to bank partners: one on USE of and one on ACCESS to
saving accounts. However, during the negotiation phase, each bank requested to have two
exclusive experiments bringing the total experiments to six instead of two.
To date:
• NUDGE developed three RCT protocols on USE with the three banks and one
RCT on ACCESS with BLC Bank.
• 77 staff members were trained on behavioral science, nudges and financial inclusion
behavioral insights in 4 core trainings conducted in the 3 selected banks.
• 100 staff members were trained on the nudging material, tools and implementation
plan for their USE intervention.
• 2 workshops on the experimental blueprint design on ACCESS for BLOM and
BLC banks and 3 workshops on the experimental blueprint design on USE for the
three banks were completed; 39 staff members attended these workshops.
From BLOM Bank Core Trainings
23 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
BLC Blueprint design session
Experiment on Usage of saving accounts was initiated in the three banks:
BLOM bank’s intervention:
Targeting 464 rural women clients with a saving balance less than USD 5,000 and above
USD 100 and last account usage have been during 2016 or beyond. The intervention relies
on calling and sending personalized SMS for women to re-activate their dormant account.
23 call center staff were trained to achieve this follow-up.
• As part of the first phase of the experiment, phone calls were conducted by BLOM
in June 2019, asking end beneficiaries about their willingness to save, their saving
goals; 91% of the sample replied to the call. As result to these phone calls, 57
women reactivated their accounts during the first two months of implementation
with a total of 67 deposits with an average of USD 1,218 per deposit. The total
amount deposited by all 57 women amounted to USD 69,431. In fact, 35% of this amount, i.e. USD 24,371, was deposited by 14% of the women who deposited
more than once during the mentioned period.
• After calling the 464 selected women, the sample was split into controlled and
treatment group, whereas personalized SMS messages were sent to the treatment
group only. During August, the first batch of SMS messages was sent to this group.
Accordingly, 41 women means 9% of the sample, deposited a total amount of USD
58,781 in their savings accounts during the same month. In fact, 20 out of these
41 women reactivated their inactive accounts depositing a total amount of USD
32,727 while the remaining 21 women have already reactivated their accounts in
July. These 21 women increased their amount of saving by 39%, whereas they have
deposited a total amount of USD 15,893 in July and USD 26,055 during August.
24 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Bank Audi’s Intervention:
The intervention with Audi is targeting 1,066 rural women with a saving balance less than
USD 5,000 and above USD 100 and last account usage have been during 2016 or beyond.
The intervention consists on Nudging this selected population to re-activate their accounts via phone calls and provide them with saving calendar to monitor their saving
process. For the implementation process, Nudge Lebanon trained Audi’s branches’ staff
in Bekaa, South and North as well as the call center team to acquire all needed information
on the nudging material, tools and implementation plan.
From Bank Audi's Field Staff Training at Saida Branch
The BLC bank’s intervention
As for BLC bank, the intervention required the design of a new saving product. The
intervention will target the sample of women-clients of BLC in rural areas that pay loans
to include them in a fractional loan to saving program.
4.2: Pathway to Savings
BLOM Bank - Bringing Peace of Mind into LIFE-217700-LIFE-BLOM-
025
Status: Active
Project duration: 9 months (August 7, 2019 –May 6, 2020)
Area of implementation: All over Lebanon
25 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Targeted beneficiaries: 2,000 unbanked clients in peri-urban and rural areas who will
access saving/current accounts.
Objectives: BLOM Bank intends to increase access to
savings for unbanked populations (especially women
and youth) in peri-urban and rural communities,
increase the payment awareness and usage, increase
cashless society through digital products tailored for
low income market segments and finally to improve
perceptions and behaviors of the ‘unbanked’ towards
Commercial Banks.
Grant budget:
BLOM Bank kicked off the grant
award with a launching event held
on September 25, 2019 in the
presence of USAID Mission
Director, the Central Bank of
Lebanon representatives, BLOM
management, and LIFE project
representatives.
During this event, BLOM Bank launched its new product “START”: a saving/current
account that offers incentive of USD 50 for the first 2,000 opened account.
“START” Truck Visual
Social Media Visual to promote
START product
26 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
This product will be introduced in Lebanese rural areas through “START Truck” that will
be roaming targeted areas’ roads.
Along with the new service, BLOM bank developed marketing and communication
materials to enhance awareness on saving behaviors and improve financial literacy.
These materials will be showcased on BLOM bank’s social media platforms and as
commercials on Lebanese TV channels
Banque Libano-Française SAL (BLF)-BLF “All-Right”- 217700-LIFE-
BLOM-026
Status: In Progress
Project duration: 18 months (September 12, 2019 –March 11, 2021)
Area of implementation: All over Lebanon
Targeted beneficiaries: 2,000 unbanked clients in peri-urban and rural areas who will
access saving/current accounts.
Objectives:.
BLF’s intervention consists of three main activities. First, they are launching a new savings
package that is tailored to the un and under banked population. Second, a mobile ATM
will be deployed to provide access to banking services in areas without financial
infrastructure. And third, a new mobile application will be developed that will provide
easy and intuitive access to banking and financial services to the wider population.
Grant budget:
27 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Kicking off on September 12, 2019, employees were briefed on the new customized
banking products and targeted populations along with the updated implementation plan
focusing on improved monitoring and follow up of grant activities.
The BLF launch event is scheduled for December 6, 2019.
Saradar Bank SAL -Financial Inclusion Initiative-217700-LIFE-
SARADAR-028
Status: Approved
Project duration: 16 months
Area of implementation: All over Lebanon
Targeted beneficiaries: 2,000 unbanked clients in peri-urban and rural areas whom will
access saving/current accounts.
Objectives: Saradar Bank intends to increase financial inclusion and integration as well
as increase cashless dealings through access to savings for the unbanked populations, with
an additional focus on relatively vulnerable segments, especially women and youth in rural
and peri-urban communities. This will be achieved through the issuance of debit cards;
additions to the ATM network, fostering underlying behaviors and perceptions through
digital and marketing campaign and training the concerned workforce to create an
inclusive culture. Saradar Bank will partner with an affiliated company “Vitas” to
implement project activities
The grant was approved on October 15, 2019 and the project was kicked off on October
16, 2019.
MEAB SAL – FISLAB
Status: grant proposal package submitted to USAID on September 18, 2019 for approval.
Financial Inclusion South Lebanon and Bekaa Project is MEAB’s new initiative to increase
financial inclusion and financial literacy mainly in South Lebanon and in the Bekaa region
and providing them with basic and key banking solutions and resources.
Through this intervention MEAB will be:
- Offering new customized packages for micro-entrepreneurs and individuals/
households with a focus on woman and youth.
- Setting up 4 new ATMs in 4 different rural regions in the South not yet covered
by the bank.
- Conduct financial literacy training/workshops especially for youth in collaboration
with Phoenicia University.
28 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
The duration of the proposed project is 12 months with a total budget of $248,980.
EMKAN Pathway to Saving - Financial Inclusion of Emkan Finance
Clients with BankMed- 217700-LIFE-Emkan-012
Status: Active
Project duration: 14 months (February 25, 2019 –April 24, 2020)
Area of implementation: All over Lebanon
Targeted beneficiaries: minimum 2,000 individuals will have access to saving accounts;
minimum 4,000 individuals will access micro-loans, around 13,000 beneficiaries will apply
new technology through SMART ATMs.
Objectives: Include financially excluded people (Emkan Finances’ clients) in the financial
sector through opening loan-savings accounts at Bank-Med and access to FinTech
solutions by developing a new mobile application.
Grant budget:
Emkan Finance launched “The Pathway to savings project” in partnership with Bankmed
on July 2, 2019. Emkan is the first MFI in Lebanon to undertake the Pathway to saving
initiative; through this project, unbanked segment of the Lebanese population will have
access to financial services by commercial banks.
To ensure this collaboration between Emkan and BankMed an MOU was signed between
the two parties followed by an addendum that establishes budget and cost division
between parties on account fees and cards issuance.
During this year, 79 staff were trained on the “Pathway to savings” new product in Zahle,
Halba and Tyre and more than 1,400 individuals benefited from the financial literacy
trainings delivered by EMKAN.
Moreover, Emkan developed marketing materials (billboards and brochures) for the promotion of the new product. The roll out of the new product and marketing campaign
is scheduled for October and November 2019.
29 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
From Emkan Financial Literacy sessions From Emkan Field Staff Training
One of the developed Billboards
30 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
4.3: Fintech Portfolio
The Professional Mutual-Aid Association (AEP) - Fintech Kick off -
217700-LIFE-AEP-015
Status: Completed
In April 2019, the USAID funded LIFE project has granted AEP an amount of USD
88,783.00 to develop and install a management information system in order to better
track the association’s performance and secure its data’ availability.
The project spanned over a period of 6 months and was successfully completed in
September 2019.
Below are the main project outcomes:
• Day to day management of active portfolio
• 12 staff members (4 female and 8 male) trained on how to apply new technology
• 14 staff members are now using the new technology
• 10 loan officers are now using tablets for work
31 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
According to AEP management, this project was “exceptional” as it took the association
to the next level enabling them to embrace the digital era by digitally transforming the
whole loan process.
“Fintech Solutions has surpassed all other Loan
Management Systems that I have been using for
the past 6 years … The best feature is that
Fintech Solutions allows our loan officer and I
to work on a loan at the same time – no
waiting! And we are both notified what type of
changes have been made and by who, so
everyone is on the same page -Thank you
USAID and LIFE program!”
L.H - C.O.O
“The applied solution has allowed me to work
efficiently so I can spend more time focusing
on expanding my portfolio and my follow-ups
on current beneficiaries. I can execute many
once time-consuming tasks now in just a few easy clicks thanks to its user-friendly interface.
The ability for multiple users to access the
same client file helps accelerate the closing
process and ensure my deadlines will be met.
Thank you, USAID, for your support’’.
R.K - L.O Central Beqaa “ I love using the newly MIS applied because
it allows me to track my loans more
effectively and integrates the entirety of my
job into one platform. I can order a
portfolio evaluation and send out an
application to E-Sign, all with the click of a
button. No manual work anymore. Big
Thanks to USAID ‘’.
N.Z - L.O Mount Lebanon
’ I love using Fintech Solutions because it
allows me to track my loans more effectively
and integrates the entirety of my job into
one platform. I can order a portfolio
evaluation and send out an application to E-
Sign, all with the click of a button. No manual work anymore. Big Thanks to
USAID ‘’.
32 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Al-Majmoua- Online Digital Learning Management System (E-
learning) for the Lebanese Association for development (Al
Majmoua) - 217700-LIFE-AM-017
Status: In progress
Project duration: 15 months (April 8, 2019 – June 8, 2020)
Area of implementation: All over Lebanon
Targeted beneficiaries: 454 (including 394 loan officers and 59 % of women) + around
80,000 of Al Majmouaa beneficiaries
Objectives: Applying an e-learning platform represented by an integrated set of different
interactive online services that provide learners (whether staff or external beneficiaries)
involved in learning and development with information, tools and resources to support
and enhance service provision and management
Grant budget:
AM fintech project was kicked off last April and the e-learning platform should be ready
by June 2020. During the first five months, AM team and the platform developer have set
up the technical ground essential to the development of the e-learning platform - the
platform concept/ design and trainings database (modules, videos are created, and the
web-based application developed).
IBDAA- Financial Inclusion through Digital Financial Services–
217700-LIFE-IBDAA-018
Status: In progress
Project duration: 12 months (April 18, 2019 – April 17, 2020)
Area of implementation: All over Lebanon
Targeted beneficiaries: all of IBDAA’s existing portfolio of 18,540 clients out of which
around 66% are women and 44% are youth + around 17,000 potential clients + 163
field/branch staff.
Objectives: deploying modern technology to support integrated operations by
establishing an interoperability between digital platform and systems managing clients’ data
and financial models. Through this technology, IBDAA will perform electronic financial
operations facilitating the use of mobile money for unbanked population.
Grant budget:
IBDAA is currently developing a mobile phone solution to serve as a cash management
tool for their clients as it will help in accelerating the disbursement and reimbursement
33 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
of their loans, provide for peer to peer transfer of money, as well as save their (clients)
time and hassle of certain bill payments.
IBDAA’s fintech project is creating an automated workflow to integrated with the Central
Bank of Lebanon’ Centrale des Risques (CDR) system and IBDAA’s new ERP system, this
requires a complete reengineering of the institution’s processes. Coupled with credit
scoring, IBDAA operations will move towards a risk-based approach in loan appraisals.
Technical meetings were held with the CDR Interface provider to set a road map that
will ensure the successful integration and automation of the CDR process. Some
challenges have been identified on the Central Bank level regarding clearance for launching
the new system.
In addition to the positive impact of applying the digital application at the operational level
(credit decisions, staff efficiency and customers satisfaction, etc.), this grant has
contributed to the following;
• A project manager was recruited during the first quarter of the grant
implementation to oversee the project implementation;
• 60 staff members were trained on the new workflow;
• 20 staff members were trained on the new delta system and scanning.
VITAS- Customer Centric Digitization - 217700-LIFE-VITAS-023
Status: In progress
Project duration: 12 months (July 8, 2019 – July 7, 2020) Area of implementation: All over Lebanon
Targeted beneficiaries: 27,335 of Vitas potential and existing clients + 160 loan officers
and field staff
Objectives: providing the needed equipment (tablets and handheld printers) to help
VITAS digitize the lending cycle and develop a client application.
Grant budget:
VITAS is in the process of a fully-fledged digitization of their credit workflow and lending
cycle, aimed at reinforcing a comprehensive customer centric approach in line with the
principles of customer protection. This effort included integration of the existing credit
scoring model and development of a customer mobile application and revamped website.
The “Customer Centric Digitization” project was kicked off in the third quarter of year
3. During the first phase, the VITAS team purchased the needed equipment (tablets and
advanced printers) needed for the newly digitized credit cycle.
34 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Makhzoumi Foundation – Digital Field Application
Status: grant proposal package was submitted to USAID on September 9, 2019 for
approval.
In Q4Y3, the LIFE team submitted a new Fintech proposal to USAID in favor of Makhzoumi foundation to support the application of digital financial services to their
process. The tablet-based solution will increase their loan officers’ monthly productivity,
cut loan-processing time, as well as track their acquisition time and patterns.
The duration of the proposed project is 12 months with a total budget of USD 64,980.
4.4: Supporting the MFIs and small-scale NGOs’ Loan
Officers
Geo-Expansion Aid Project - The Professional Mutual-Aid
Association (AEP)
Status: grant proposal package was submitted to USAID on June 20, 2019 for approval.
The Objective of the project is to support AEP in expanding its outreach to new
marginalized areas and the unbanked Lebanese population. The grant intends to provide
financial incentives to loan officers for the disbursement of more than 480 new
microcredit loans to unbanked consumers in new areas and integrate them into the formal
and BDL regulated loan structure.
The duration of the proposed project is 15 months with a total budget of USD 74,989. It
was subsequently approved by USAID in Q1Y4
4.5: Technical Assistance
During this year and prior to any decision made regarding the deployment of modern
technology, IBDAA Microfinance management solicited support to conduct an assessment
to explore potential Fintech solutions to improve the effectiveness and efficiency of its
operations and their outreach to customers. To this effect the LIFE project has recruited
Ms. Najwa Rahal – LMFA former Program Manager – for a short-term consultancy that
has resulted in a preparatory analysis and innovative plan for the digital solution currently
being applied.
35 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
5. COMPONENT III: LIVELIHOODS
LIVELIHOODS Direct assistance to micro enterprises through financial literacy, business
development and investments in capital assets.
In Year 3 of the LIFE project; the Livelihoods team accelerated activities under grants
across all regions in Lebanon: Beqaa (Central, North and West), South and North
Lebanon in order to contribute to expansion of financial inclusion and improvement of
livelihoods of micro/small businesses in underserved areas.
This was demonstrated through:
1- Recruitment and employment of two new team members within LIFE: A Deputy
Livelihoods Director who is co-managing the livelihoods grant portfolio and a
Grants Officer who has an essential role in expanding and accelerating the grants
process.
2- Development and submission for USAID’s approval of follow-on grant proposals
for LIFE’s best performers: Lebanese Development Cooperative in collaboration
with BIAT, Al Hadatha Association, EDF, SHEILD, and SHIFT.
3- In Q2 of Y3 LIFE published two RFAs for the creation of Revitalization Hubs in
targeted vulnerable peri-urban areas of Lebanon, RFA #6 -Saida and RFA #4 -
Tripoli, intended to provide the most significant impact. Theses hubs will
coordinate the efforts of 3 to 4 livelihoods partners in a concentrated geographic
area. They will share data on beneficiaries and coordinate efforts with local
governments and stakeholders. This synergy will create greater efficiencies in their
aid to the underserved population of current and starting MSMEs.
4- RFA #4 & #6 were published on January 8th, 2019 in Annahar and The Daily Star
newspapers and on Daleel Madani online newspaper. January 27th, 2019 was the deadline where 8 concept notes in response to RFA #4 and 6 concept notes in
response for RFA #6 were received. In February, 3 applicants were shortlisted
for the Tripoli Hub and 2 applicants were shortlisted for Saida Hub.
5- All three shortlisted applicants for RFA #4 (DAR, RMF, Akarunaa) were submitted
to and approved by USAID creating the Tripoli Revitalization Hub.
6- The shortlisted applicants under RFA#6 for Saida were unsuccessful in developing
full grant proposals. Thus, RFA #6 will be re-issued in Q1Y4.
Lebanese Development Cooperative (LDC) - 217700-LIFE-
LDC-002
Status: Closed out– End Date: November 30, 2018
36 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Area of implementation: Bekaa, North and South Lebanon
Number of beneficiaries: 60 Micro/small businesses
Activities: Access to micro-credit and in-kind grant support
Grant budget:
The grant was completed on November 30, 2018 (18 months period) with a final total
value of .
Below are the main metrics of the grant:
• Total number of beneficiaries: 60
• Total value of in-kind grants/trainings:
• Total value of leverages loans:
• Total proportion of female participants: 33% (40 Males - 20 Females)
• Beneficiaries throughout Regions:
✓ 5 Beqaa
✓ 10 South
✓ 40 North
✓ 5 Mount Lebanon LDC’s loan sizes varied between $10,000 and $25,000, with in-kind grant support
representing around 25% of the loan size.
Al Hadatha Association - 217700-LIFE-Al Hadatha-004
Status: Closed Out – End Date: February28, 2019
Area of implementation: Akkar, North Lebanon
Number of beneficiaries: 200 beneficiaries (entrepreneurs, micro/SMEs and others
from vulnerable Lebanese population) and 4 local NGOs.
Activities: basic business skills and vocational trainings, access to finance and in-kind
grant support for micro/small businesses and capacity building of 4 local NGOs.
Grant budget:
The grant was completed on February 28, 2019 (14.5 months period) with a final total
disbursement of
Below are the main metrics of the grant:
• Total grants/trainings value:
• Total loans accessed as a result of USG assistance:
• Total number of Microenterprises that received BDS:
o 208 Total 111 Males 97 Females
• Number of NEW income-generating enterprises that were beneficiaries of Grants
and TA from USG assistance:
o 11 Total 6 Males 5 Females
37 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
SHEILD - 217700-LIFE-SHEILD-006
Status: Closed Out – End Date: May 17, 2019
Area of implementation: South Lebanon
Number of beneficiaries: minimum 95 beneficiaries (entrepreneurs, micro/SMEs and
others from vulnerable Lebanese population)
Activities: basic business skills, access to finance and capital asset grant support.
Grant budget:
SHEILD has supported 95 businesses from different sectors and conducted follow up visits
to provide lessons learned and to assess the impact of the grant activities of the previous
interventions.
The grant was completed and closed out on May 17, 2019 with the below principal results:
• 4 training courses on small businesses management and marketing skills were
conducted successfully involving 101 vulnerable owner/managers of micro-
businesses including 90 women and 11 males.
• 95 business grants in form of capital assets were distributed with a total of
USD119,999. It is important to highlight that 85 out of these 95 beneficiaries were
women.
USAID LIFE beneficiaries in the north
of Lebanon through Al Hadatha
38 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Social Innovation (SHIFT) - 217700-LIFE-SHIFT-007
Status: Closed Out – End Date: June 3, 2019
Area of implementation: Jabal Mohsen and Beb El Tebene
Number of beneficiaries: 200 micro businesses
Activities/Objectives:
1. Provide business development support services to the vulnerable communities
including injured and disabled individuals from the 2017 clashes in Tripoli as well
as, youth, and women.
2. Enhance access of some Lebanese MFIs to vulnerable communities struggling with
post-conflict socio-economic situation.
3. Contribute to reviving part of the economic cycle in post-conflict areas towards
long term peace-building efforts.
Grant budget:
During Q3, Y3 SHIFT successfully concluded all its activities and the grant was closed out.
• SHIFT completed its mentorship sessions for 81 beneficiaries.
39 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
• Effectively delivered coaching sessions for 100 beneficiaries.
• SHIFT was able to distribute the last batch of capital asset Grants--total of 94
micro businesses, amounting to more than $100,000 (51 women, 43 men, 20 youth
18 disabled).
• A final event was held on May 23, 2019, at the Chamber of Commerce, Industry
and Agriculture in Tripoli. The event was attended by USAID Representative (
Rana Helou) as well as the Executive Director of Shift Social Innovation, President
of the Chamber of Commerce, Industry and Agriculture, representatives from the
internal security forces, financial institutions, and civil society from the areas of
Jabal Mohsen and Bab Al-Tebbaneh including the participants in the program.
Shift’s Representative gave his opening speech and reminded the audience of the
years when Tripoli suffered more than 22 rounds of fighting on the seam lines
between the areas of Jabal Mohsen, Bab Al-Tebbaneh and El Quobbe. USAID’s
representative expressed gratitude for the good management of the project and
endorsed the need to enhance and continue the work. A video was displayed to
introduce the attendees to the program, presenting 3 different stories behind 3
different business owners, showing how the trainings and grants have helped them
grow their businesses again. The LIFE Area Manager of the North gave a short
presentation about LIFE. A power point presentation was presented by SHIFT
summarizing the project and outcomes.
40 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Entrepreneurial Development Foundation (EDF) - 217700-
LIFE-EDF-010
Status: Closed out – End Date: July 1st, 2019
Area of implementation: Bekaa and South Lebanon
Number of beneficiaries: Total of 300 beneficiaries (entrepreneurs, micro/SMEs and
others from vulnerable Lebanese population), provide capital asset grant support to a
shortlisted 100 businesses and access to finance based on needs.
Activities: Basic business skills, Access to finance and capital asset grant support
Grant budget:
The grant was completed on July 1st, 2019 (12 months period) with a final total
disbursement of
358 micro and small businesses owners received basic business development trainings
across the Bekaa Valley and South of Lebanon. Procurement and delivery of 115 business
grants were distributed equally in all 4 cycles in Rachaya, Gaze, Ain Ebel, Central Bekaa,
Azour, Kosaiby, Saida, Tyre and Qaa. The supported businesses were from food
processing, coffee shops, cosmetology, technicians, architects and other sectors. One
beneficiary was able to access micro-credit from a Lebanese commercial bank.
Left to Right:
USAID COR, Rana Helou,
SHIFT Director, Omar Assaf
41 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Lebanese Union for People with Physical Disabilities (LUPD)
-217700-LIFE-LUPD-008
Status: Closed out – End Date: July 15, 2019
Area of implementation: Bekaa and South Lebanon
Number of beneficiaries: 150 people with disabilities
Activities:
- Delivering Vocational Trainings to PWDs.
- Applying Business Skills Trainings
- Provide access to finance for PWDs through MFIs
- distributing in-kind grants to improve the economic empowerment of PWDs.
Grant budget:
During Q4 of Y3, LUPD successfully concluded all its activities and the grant was closed
out.
• Successfully delivered all Vocational, Marketing, Management, and psycho-social
support (PSS) training sessions that were planned to all selected beneficiaries.
• Effectively set up and participated in a meeting between the 2 advocacy groups
they created from PWDs that undertook advocacy training through LUPD’s
42 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
project and different local CSOs to deliver capacity building on issues related to
PWDs’ rights and inclusion in Q4.
• Signed 3 MOUs with 3 different MFIs to help PWDs in their Financial inclusion
through tailor designed products.
• Successfully completed the Internship process of 20 PWDs in the labor market.
This Grant had one general Objective, “Improvement of the conditions of life, inclusion
and the rights of persons with disability in Lebanon” and three specific Objectives,
1. People with disabilities have better access to the labor market in South area and
Bekaa Valley through employment and self-employment opportunities.
• This objective was achieved through:
✓ Identification of more than 160 beneficiaries of which 150 continued the
journey through guidance meetings.
✓ Delivery of 10 Marketing and Management courses, 8 vocational courses
✓ Provision of In-Kind grants to 23 beneficiaries either to start up their
business or to enhance their already established business;
✓ Provision of 20 internships leading to 3 employments.
2. PWDs in South area and Bekaa Valley are empowered to become independent
and to demand their rights and access to services.
• This objective was achieved through
✓ Provision of 10 psychosocial support sessions.
✓ Training 2 advocacy groups on disability rights and issues. These 2 Groups
are taking initiatives, meeting and participating in events, seizing the
opportunity to advocate for their rights.
3. Civil Society and microfinance organizations have more information and
knowledge about the rights of PWDs.
• This objective was achieved through
✓ Attendance of Microfinance organizations of a
training on accessibility and inclusion.
✓ Three signatures were completed with three
MFI’s- Majmouaa, Ibdaa and Makhsoumi
Foundation to introduce tailored products for
PWDs.
43 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
✓ 1 CSO roundtable where more than 10 different Civil Society
organizations came together to discuss the importance of networking and
working together for the best interest of people with disabilities in the
country
Highlights
• Three women with disabilities were
offered job opportunities.
• Two men with disabilities were offered
jobs at Jiyeh Marina and have begun
working.
• One woman with disability has begun her
job after proving her capacities during her
internship with Bekaii;
• One female with disability succeeded in getting a paid internship within UNICEF as
Data Admin assistant, proving herself highly capable and was subsequently hired by
LIFE project as an M&E Officer.
Chart summarizing the activities
44 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
The Lebanese Association for Development (Al Majmoua) -
217700-LIFE-AlMajmoua-009
Status: Active – End Date: October 31, 2019
Area of implementation: Bekaa, North and South Lebanon
Number of beneficiaries: 120 people with disabilities
Activities: providing entrepreneurs at the bottom of the economic pyramid with:
- business trainings.
- vocational Training.
- in-kind grants.
- access to financial services.
Grant budget:
During Q4 of Y3, Al Majmoua has completed the below activities:
• Distribution of Capital Assets to an additional 62 micro-businesses making the
total numbers of businesses that benefited 122.
The below figures are the totals reached until end of Q4Y3:
• 132 Diagnosis Sessions
o 122 Entrepreneurship Training
o 60 Vocational Training
o 90 In-Kind follow ups
o 10 Legal consultations
o 20 Technical Expertise consultancy
Al Majmoua’s In-Kind vs Loans
$40,713
$33,574
$45,828 $44,557
$57,300 $59,250
$67,800$62,504
0.00
10,000.00
20,000.00
30,000.00
40,000.00
50,000.00
60,000.00
70,000.00
80,000.00
Batch 1 (30Beneficiaries)
Batch 2 (30Beneficiaries)
Batch 3 (30Beneficiaries)
Batch 4 (32Beneficiaries)
In-Kind Grant Loan Amount
45 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
In Q1, Y4, Al Majmoua will be concluding its activities and delivering its final batch of
Entrepreneurship training, In-Kind distribution, and In-Kind follow up.
Lebanese Development Cooperative - 217700-LIFE-LDC-
016
Status: Active- Start date: April 24, 2019 and End date: April 23, 2020
Area of implementation: North Lebanon
Number of beneficiaries: 100 micro and small businesses (existing and start-ups) in
North Lebanon.
Activities: Training program on Marketing, Accounting and Access to finance. women
empowerment session, In-Kind Grants.
Grant budget:
This grant was approved during Q3Y3. During Q4Y3, LDC provided 25 micro and small
businesses with in-kind grant support and with 2-day business and women empowerment
training program which was conducted at BIAT premises.
Fairouz Slim is a 55 years old beneficiary
who benefited from an In-Kind.
Food Safety – Ghazieh, July 2019
Foot Safety: Beneficiaries learned about the principles of food
safety such as separate raw and cooked foods to prevent
contaminating the cooked foods, store food at the proper
temperature, use safe water and safe raw materials.
46 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
47 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
The diversified profiles of beneficiaries assisted to date reflect the care LDC and BIAT are
giving to ensure a wide geographical and sectoral coverage. The collaboration with BIAT,
as sub-contractor to LDC is proving fruitful because the two actors believe in the
importance of supporting the bottom end of the economic pyramid.
Graph of progress of work
AL HADATHA Organization- 217700-LIFE-AL
HADATHA-019
Status: Active- Start date: May 23, 2019 – End Date: May 22, 2020
Area of implementation: North Lebanon
Number of beneficiaries: 75 will receive in-kind assistance, 150 farmers from the
Agricultural Cooperatives will receive training on “Production enhancement” and
“Marketing skills and access to Finance”, 60 Micro and small businesses will benefit from
BDS.
Activities: Establish Akkar Economic Forum (Montada), business skills trainings, access
to MFIs, distribution of in-kind grants and cooperation with 5 Municipalities in Akkar to
raise awareness on Economic challenges and opportunities.
Grant budget:
48 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Al Hadatha Organization’s grant “Reducing Economic Vulnerability in Akkar” REV II was
approved by USAID on May 14, 2019. During Q3 and Q4 of Y3, Al Hadatha completed
the recruitment of the grant team including trainers and updated the implementation plan.
In addition, Al Hadatha team conducted a general survey to evaluate 10 Municipalities and
10 Cooperatives. Following the survey, 5 Cooperatives and 5 Municipalities were selected,
and an MoU was signed on August 8, 2019 between Al Hadatha and the selected
Cooperatives and Municipalities.
Selected Cooperatives are:
• Cooperative Association for Feed Farming and Development in Bebnin.
• Cooperative Association for Olive growing in Kashlak.
• Fishing Cooperative Association in Abdeh-Hay El Baher.
• Cooperative Association for the Development of Feed Cultivation in Berkayel.
• Cooperative Association for the manufacture of agricultural production in
Fnaideq.
Selected Municipalities are:
• Mhammara Municipality.
• Hweich Municipality.
• Talmaayan Municipality.
• Ghzayli Municipality.
• Hrar Municipality.
These connections with municipalities and cooperatives help Al Hadatha in their outreach
to businesses in need for Business Development Support, in addition to raising awareness
of economic development and productive participation in the community and local
economy.
During Q4, Al Hadatha completed the delivery of Business Development Support training
program to the members of the 5 selected Cooperatives. The total number of participants
was 140, 57 females and 83 males.
Below are some pictures from the training sessions:
49 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Bebnine Cooperative-
Marketing Session
Berkayel Cooperative-
Marketing Session
50 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Fnaideq Cooperative-
Production
Enhancement Session
Kashlak Coperative-
Marketing Session
During Q1Y4, Al Hadatha will be working with the selected Municipalities on delivering 5
workshops on economic development for an average of 30 attendees per Municipality.
51 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
SHEILD- 217700-LIFE-SHEILD-027
Status: Active – Start date: 14 August 2019- End date: 13 August 2020
Area of implementation: South Lebanon Number of beneficiaries: 120 will receive Soft Skills Training -50 will receive Vocational Training- 79
will receive In- kind grants and Technical Training.
Activities:
Grant budget:
“Building Skills, Creating Opportunities for the most Vulnerable Youth and Women in south Lebanon Phase 2” Grant
was approved by USAID on August 9, 2019 with a start date of 14 August 2019.
During Q3Y3, LIFE has wrapped up a project entitled “Building Skills, Creating
Opportunities for the most vulnerable Youth and Women in South Lebanon” “217700-
LIFE-SHEILD-006” in which 101 beneficiaries were trained and 95 supported with small
in-kind grants. More than 20 success stories were reported. Based on these results in
the first phase, SHEILD and LIFE program were encouraged to explore extending the
partnership to a new phase with recreated modality of support based on their lessons
learned. The project’s new phase is following a more diverse and practical module
ensuring higher and deeper level of capacity building and livelihoods support not just
through supporting grants but also in terms of job creation.
To date SHIELD was able to complete the following:
52 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
• Recruitment of grant team including trainers; update of grant implementation
timeline, and screening for all grant personnel.
• Completion of outreach to 20 medium enterprises and selection of 4 (VR
RINGS; ROUAA FOR COMMERCE; LA VIOLA; AL KHDAR
ESTABLISHMENT).
• Signature of MOUs with the 4 medium enterprises mentioned above whereby
they commit to create 4 jobs.
• Signature of MOUs with MOREX paints and AMJAD institute whereby they
commit to offer or ensure jobs to 7 trainees who attended the vocational
training.
• Initiation of the outreach for the 280 to select 116 beneficiaries.
DPNA - 217700-LIFE- DPNA-030
Status: Active- Start date: September 24, 2019 – End date: September 23, 2020
Area of implementation: South Lebanon
Number of beneficiaries: 150 NMSMEs Activities: basic business skills, access to finance and capital asset grant support, gender
Awareness sessions under the title of “Together to improve socio-economic status”.
Grant budget:
“Enhancing the Socio-Economic Aspect in Old City of Saida and Grand Saida” Grant was approved by USAID on
September 23, 2019 with a start date of September 24, 2019.
53 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
During Q4Y3, DPNA has initiated work on the first milestone consisting of recruitment
of staff including trainers; update of grant implementation timeline, and screening for all
grant personnel in addition to laying out the criteria to select the 150 NMSMEs
This intervention with micro and small business will establish the access to finance
experience with the micro and small enterprises in South Lebanon and specifically in Old
Saida which is considered to be one of the significant poverty squares in Saida with an
emerging economic potential.
This Grant will join efforts with the potential South Hub partners to be established in the
South.
“Bab Rizk” - Revitalization Hub Initiative in Tripoli
Status: Start date: July 15, 2019- July 14, 2020
Area of implementation: Tripoli
Total Allocated Budget:
Number of beneficiaries: 360 Beneficiaries Partners: 3 with the option of adding other strategic and active stakeholders.
54 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Rene Mouawad Foundation (RMF)- 217700-LIFE-RMF-020
•
• 25 micro and small businesses will receive BDS and 15 will receive in-kind grants;
• 75 vulnerable people will receive accelerated vocational training and a start-up toolkit as a means
to encourage the beneficiaries to start their own businesses.
DAR Al Zahraa - 217700-LIFE-DAR-021
•
• 160 micro / small businesses will receive Business Skills Training Program and 50 will be selected
to receive in-kind grants.
AKKAROUNA- 217700-LIFE-Akkarouna-022
•
• 100 micro / small businesses will receive General Employability Skills Training;
• 40 of them will receive Basic Business Development Skills Training and in-kind grants.
Activities: 7 common activities during a period of 12 months that will address the
challenges faced by micro and small businesses in Tripoli:
• Women Empowerment Intervention
• Business Boot Camp
• Technical School Program
• Access to Finance Intervention
• Vocational training-Access to Market Intervention
“Bab Rizk” is the first step in the Revitalization Hubs initiative created by the LIFE project
in order to increase impact within vulnerable peri-urban areas in Lebanon.
In “Bab Rizk” 3 Livelihood partners: Akkarouna, DAR, and RMF will work in synergy in
one concentrated area of Tripoli (Jabal Mohsen, Beb Tebne, Malloule, Wadi Nahle,
Beddawi, Mankoubin, Qobbe, and surroundings) to encourage the underserved
population to start new businesses and increase their productivity. The 3 NGOs will
coordinate their work with the governing municipality and with other USAID EG activities
working in the same area.
The 3 NGOs will co-chair a steering committee which will meet regularly and coordinate
efforts for a maximized impact on the economy and community of Tripoli.
During Q4Y3, Bab Rizk partners completed the following activities:
2 steering committee meetings took place; major outcomes:
55 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
1) Future of Bab Rizk i.e. sustainability of this initiative which could be through
registering platform with more partners investing in. However, taking into
consideration all of the challenges and variables in Lebanon, an open mind for
innovative approaches is present as long as optimizing impact is at the core of any
decision.
2) Based on the above; the plan for inviting at least one additional partner to
coordinate with the 3 partners and invest in the hub. SHIFT is an NGO operating
in the same focused geographical area, has the same values and vision of the hub,
proven effective and successful interventions with LIFE and a candidate for a
follow-on grant pending USAID approval.
3) SHIFT potential grant (217700-LIFE-SHIFT-031) was submitted to USAID on
September 4, 2019 for a total budget of where100 micro / small
businesses will receive Business Skills Training; and 40 of them will receive advance
business skills training and in-kind grants.
4) RMF completed mapping for 50 SMEs and selection of 25 to enrol in the business
development trainings and services which will commence in Q1Y4.
5) DAR completed outreach and selection of 80 micro/small businesses to enrol the
business development trainings and services which will commence in Q1Y4.
56 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
6) Akkarouna completed outreach and baseline assessment for 200 micro/small
businesses and selection of 100 to enrol in business development trainings and
services which will commence in Q1Y4. Akkaruna is also following up with the
mobile application provider on the development process (mobile application will
be an online platform for the beneficiaries to have their own page for marketing
and communication purposes).
7) Plan for Bab Rizk Launching Event which is scheduled on the 29th of October 2019
in Tripoli. Due to current events (demonstrations) taking place in Lebanon, the
event is on-hold.
8) Akkarouna in coordination with Bab Rizk partners held several meetings with
community stakeholders (municipalities, chamber of commerce, etc.) to introduce
this initiative and ensure support throughout the implementation period.
9) The Bab Rizk partners agreed on sharing their beneficiaries’ databases to maximize
their efforts and to ensure they are not duplicated.
Year 4 will be a year full of activities for this initiative and it will set the course for the
future/ sustainability of this pilot revitalization hub initiative.
“Dareb El Najah” - Revitalization Hub Initiative in Bekaa
217700- LIFE-EDF- 029 – pending USAID approval
Under the same vision of Revitalization Hub initiative, “Darb El Najah” has been
created, where 3 organizations EDF (main grantee under LIFE), Michel Daher
Social Foundation (MDSF) and The Chamber of Commerce, Industry and Agriculture
of Zahle and the Beqaa (CCIAZ) will work in synergy in one concentrated area of
Central Bekaa (Bar Elias, Taalabeya, Saadneyel, Kab Elias, Mrayjet, Mksse, Jdita, Majdel
Anjar, Anjar, Ferzol, Ablah, Nabi Ila, Niha, Rayak, Kousaya, Reit, Deir El Ghazel, Kfarzabad, Ain Kfarzabad, Zahle, Kaa L Rim and Terbol) with its underserved
population to be more productive and start new businesses. The 2 NGOs and the
chamber will coordinate their work with the governing municipality and with other
USAID EG activities working in the same area.
57 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
This proposal was developed based on a follow-on award for grant (217700-LIFE-EDF-
010) where EDF demonstrated high level of commitment and professionalism in
implementation and delivery of services to the beneficiaries. Details about EDF’s grant
217700-LIFE-EDF-010 can be found above. Successes and lessons learned were the basis
of the
Darb El Najah proposal. With a total budget of USD 390, 044.64 Darb El Najah will target:
1- Capacity Building and Management training: 16 EDF “Back on the Map” Alumni
and 7 Staff members between EDF and MDSF.
2- Business Development Skills training, Marketing and Social Media training, and
Access to Finance: 400 MSMEs from central Bekaa villages.
3- Basic Quality and Food Safety Training: 200 MSMEs from the 400 selected.
4- In kind grant assistance: 120 MSMEs from the 400 selected (selection is based on
needs and availability of funds).
Darb El Najah grant proposal was submitted to USAID for approval during Q4Y3.
6. MONITORING & EVALUATION
6.1: Year 3 Overview
After the new private sector development strategy was issued by USAID in June of 2018,
and an indicator alignment exercise with the new results framework was also issued by
58 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
USAID for the Economic growth sector, LIFE fully incorporated the new strategy and
indicators into our programming. All grants issued after the newly adopted Private Sector
Development (PSD) strategy were designed with their M&E templates for reporting data
collection and assessments to fully comply with all new indicators.
In addition, due to the changes in program implementation and the creation of a new
component (banking), the AMEP had to be rewritten and redesigned to fully address and
reflect the new changes and new PSD strategy that the LIFE project operates under. The
AMEP was submitted to Social Impact with a full revamp along with all indicator PIRSs in
April of 2019.
After re-assessing the M&E processes through a lessons learnt exercise conducted by the
M&E Lead in terms of data collection, analysis and reporting and after recommendations
from SI and the COR subsequent to a Data Verification (DV) exercise, LIFE’s M&E Lead
received the approval to search for a more effective alternate way of collecting data from
partners--rather than providing them with customized excel templates for data reporting
which was time consuming.
Since Q3Y3, the M&E department at LIFE has been in contact with ArabiaGIS, a local tech
company that created an online database platform (tahakipro), which LIFE will be using
through its partners to track all activities implemented in the field. All LIFE partners will
move the reporting of their activities online with this platform that will minimize human
error while entering and submitting data.
“tahakipro” is now available for all active partners of the project, where activities are
entered on daily basis which enables the M&E department access to accurate and timely
data. This will minimize double counting of beneficiaries as well as track the beneficiaries’
journey through our project from outreach till they receive the intended services through
our partners. Tahaki will analyze the data entered onto it by all LIFE partners and will
generate the live progress of the LIFE project via graphical charts as well as raw data to
be shared with USAID.
Miss Alaa Aoun joined the LIFE M&E team in September 2019; she had a proper induction
to the program and is now the focal point for the tahakipro platform. She provides
technical assistance to our partners who are working on the platform and reporting their
activities, monitors their data input and conducts spot check monitoring exercises on all
uploaded supporting documents.
Also in Year 3, all partner NGOs, received multiple technical assistance trainings from the
M&E Lead on reporting issues faced during previous reporting phases; partners today have
a good understanding of the new PSD indicators, and an improvement in data reporting
is noticed when conducting validation exercises between the M&E department and the
livelihoods grants officers with all supporting documents.
6.2: Year 4 Planned Activities
59 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
During the Q1Y4, the M&E team will closely provide technical assistance to LIFE partners
on the new tahakipro platform and will make sure that all retroactive data from old grants
will be imported to the platform.
The M&E department is getting ready for the LIFE mid-term evaluation scheduled to take
place in November of 2019 by an external consultant hired by USAID; all supporting
documents and processes are being reviewed under the supervision of the Director of
Livelihoods in order to be ready to provide any information to help facilitate the
evaluation.
The M&E department will revisit the TOR put in place by the M&E Lead regarding the
Women’s internal impact evaluation and will begin implementation in Q3 of year 4. A
sample of LIFE women beneficiaries will be chosen and interviewed in order to produce
an impact assessment report of the intervention provided to them through LIFE and its
partners.
6.3: M&E Progress Graphs for Q4Y3
The following section is dedicated to showcasing a representative selection of figures and
numbers pertaining to Livelihood grants throughout the Q4Y3.
Graph 1 Days of Training delivered in Q4Y3/ Y3 Total/ Y1-Y3 Total
Graph 2 Value of capital asset grants & trainings provided in Q4Y3/ Y3 Total
Graph 3 Cumulative number of beneficiaries reached through all USG assisted
activities in Q4Y3/ Y3 Total/ Y1-Y3 Total
Graph 4 Value of commercial loans accessed as a result of USG assistance in
Q4Y3/ Y3 Total/ Y1-Y3 Total
Graph 5 Cumulative Number of microenterprises that received BDS from USG
assisted sources in Q4Y3/ Y3 Total
Graph 6 Proportion of women owned businesses participating in BDS Sessions in
Q4Y3/ Y3 Average/ Y1-Y3 Average
Graph 7 Cumulative number of microenterprises/individuals accessing loans as a
result of LIFE in Q4Y3/ Y3 Total/ Y1-Y3 Total
Graph 8 Proportion of Women participation in LIFE activities in Q4Y3/ Y3
Average/ Y1-Y3 Average
60 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Graph9 Cumulative number of staff NGOs/MFIs receiving training as a result of
LIFE in Q4Y3/ Y3 Total
Graph 1.
Graph 2.
0
2000
4000
6000
8000
10000
12000
14000
Q4Y3 YEAR 3 Y1-Y3
GRAPH 1
3314
9311 12508
Number of person days of USG funded training provided to support
microenterprise development
$86,484 $78,922
$165,406
$411,786 $470,356
$882,142
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
Male Female Total
Value of Of in-kind-grants & trainings provided
Q4Y3 Year 3
61 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Graph 3.
Graph 4.
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
Q4Y3 Year 3 Y1-Y3
graph 3
$301,000
$793,856
$2,245,363
Total value of commercial loans accessed as a result of USG assistance
62 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Graph 5.
Graph 6.
0
500
1000
1500
2000
2500
3000
Male Female Total Y3
23 39 62
1124 1110
2234
1339 1369
2708
CUMULATIVE NUMBER OF BENEFEICIARIES RECEIVING BDS FROM USG ASSISTED SOURCES
Q4Y3 VS TOTAL Y3
Total Q4Y3 Total Y3 Y1-Y3
0%
10%
20%
30%
40%
50%
60%
70%
Q4Y3 YEAR 3 AVG Y1-Y3 AVG
37%
51% 48%
63%
49% 52%
proportion of women owned businesses participating in BDS Sessions
Male Female
63 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Graph 7.
Graph 8.
25
92
239
24
110
182
49
202
421
0 50 100 150 200 250 300 350 400 450
Q4Y3
Year 3
Y1-Y3
NUMBER OF MICROENTERPRISES /INDIVIDUALS THAT HAVE SUCCESSFULLY ACCESSED LOANS FROM COMMERCIAL
BANKS/MFIS, PRIVATE EQUITY OR BOTH AS A RESULT OF USAID ASSISTANCE
Total Female Male
44%
46%
48%
50%
52%
54%
Q4Y3 Year 3 AVG Y1-Y3 AVG
47%
51%
48%
53%
49%
52%
P R O P O R T I O N O F W O M E N PA R T I C I PAT I O N I N L I F E A C T I V I T I ES
Male Female
64 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
Graph 9.
7. COMMUNICATIONS
7.1: Appointment of a Marketing & Communications and
Manager (MarCom)
After a thorough recruitment process during the first quarter of Year 3, a Marketing &
Communications (MarCom) Manager was identified and joined the LIFE team at the
beginning of the Quarter 2. After an appropriate hand-over period, the MarCom Manager
took the lead on producing three sample videos showcasing the “Women Rising” concept
(Video Sample). After receiving positive reviews and feedback from the project
management and from USAID, MarCom started working on developing a more
comprehensive campaign concept which was materialized during the following quarters.
0
100
200
300
400
500
600
MALE FEMALE TOTAL
Male , 267Female, 306
Total, 573
Male , 277 Female, 311
Total, 588
Total number of MFI staff trained in Year 3
Q4Y3 Year 3
65 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
7.2: Improving branding
In coordination with USAID Development Outreach and Communications Specialist
MarCom developed and circulated the different types of branded templates to the team
and partners. As part of USAID Marking and Branding guidelines, MarCom stressed on
the importance of good visuals and shared, during a 2h training session to the LIFE team,
some photography basics in line with USAID visibility strategy.
Major improvements were applied to the project’s social media networks with the
objective of uplifting and reactivating the existent networks (YouTube, Facebook, Twitter
and Instagram), and increasing the followers and the engagement rate thus USAID-LIFE
visibility.
After upgrading the social media applications for a more efficient mobile and desktop use
such as linking the accounts, activating the Hootsuite application and adding the IGTV to
the LIFE Instagram account, MarCom started drafting an initial concept to launch a national
campaign using social media
7.3: The Women Rising Campaign
One of the major achievements of Quarter 3 was the conceptualization of the Women
Rising Campaign. In coordination with LIFE project management, it was shared and
approved by USAID following some minor amendments. The campaign was successfully
launched as planned during Quarter 4.
Under the title of “#WomenRising”, a soft launch was initiated for 3 weeks in July 2019
promoting women success stories across the project social media networks in close
coordination with USAID Communications department.
The Campaign effective launch date was August 2, 2019. 12 short videos documenting
Women success stories from each of the main 3 regions that LIFE targets, were produced.
66 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
The #WomenRising Videos were released and promoted on weekly basis. Every Friday a
new video was shared across all LIFE social media networks. To make it more enticing to
the audience, a teaser post was shared one day before each video release and a follow up
post followed the video on every Monday. The campaign is still running and expected to
end during the first quarter of year 4. The total campaign period will have been 13
consecutive weeks including one final recap video.
To optimize the reach and engagement with the project audience the #WomenRising
videos promoted most of the partner NGOs under the Livelihood component from all
over Lebanon. Each of the videos mentioned/tagged a specific NGO and eventually the
videos were cross promoted on their social media networks.
MarCom went the extra mile and opened new communication channels with Palladium
Strategic Communications and Marketing Senior Manager at Palladium Head Quarter who
was very receptive and supportive to the #WomenRising campaign. As a result, the
Women Rising videos were shared on Palladium YouTube channel under a dedicated
Playlist.
7.4: Attracting USAID Lebanon, USAID Middle East and the
US Embassy of Beirut attention
#WomenRising consistent branding across all social media networks
67 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
The #WomenRising videos succeeded in attracting USAID Lebanon, USAID Middle East
and even the US Embassy of Beirut attention on several occasions. As a result, several
#WomenRising Videos were posted/shared on USAID Lebanon Facebook while many
others were shared on USAID Middle East and the US Embassy of Beirut Facebook Pages
and Twitter accounts. From those instances we list the following sample:
68 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
69 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report
October 1, 2018 to September 30, 2019
7.5: Success stories
With the intention to gather worthwhile content and in coordination with the Area
Managers MarCom conducted several field visits during which he interviewed the
beneficiaries and documented impressive stories in videos and photos.
MarCom focused on content that has a humanitarian aspect showcasing USAID’s positive
impact across Lebanon in the South, North and the Bekaa areas. In March 2019, a new
engaging content started to emerge across LIFE social media networks. Since then LIFE
visibility is on the rise. Several success stories were produced and shared with USAID and
Palladium Headquarters. Most of these stories were shared on LIFE social media accounts.
Some of them were retweeted and shared on USAID Lebanon and USAID Middle East
social media networks.
7.6: Event organization and coordination with USAID and
LIFE partners
MarCom coordinated with USAID and LIFE partners on branding related matters and on
the following major events :
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October 1, 2018 to September 30, 2019
• NUDGE grant award launch event - Feb 7, 2019
• EDF certificate distribution in the Bekaa - Mar 2, 2019
• Dar Al Ali launch event in Tripoli - Mar 7, 2019
• The Financial Inclusion session at the ABL – Mar 29, 2019
• EDF certificate distribution in the south - Apr 5, 2019
• SHIFT closing event - May 23, 2019
• EMKAN - Pathway to Savings launch event - Jul 2, 2019
• LUPD Advocacy event - Jul 14, 2019
• BLOM Bringing Peace of Mind to LIFE launch event – Sep 25, 2019
7.7: Social Media Insights
Facebook:
Facebook Likes increase from 1,777 to 3572 (an increase of 101%)
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October 1, 2018 to September 30, 2019
The highest paid reach was on Sep 7, 2019 reaching 64,010. While the highest organic
reach took place on Aug 3, 2019 reaching 6,095.
The campaign succeeded in shifting the demographic distribution of LIFE Facebook page,
moving from 51% Women during Quarter 3 to 60% (a 9% increase in the total number
of Women who Liked LIFE Facebook page.
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October 1, 2018 to September 30, 2019
The same increase resulted in the people engaged.
Women in the age bracket of 35-44 y/o constitute most of LIFE fans, they also are the
most engaged with LIFE post. For Men, the highest age bracket is 25-34 y/o while the
most engaged bracket is 35-44 y/o. Which shows that men and women belonging to the
same age bracket of 35-44 were the most interested in LIFE activities.
Instagram followers reached 1,043 at the end of September 2019 resulting in an increase
of followers of 166%
Most Instagram followers
belong to the 25-34 age bracket.
A slightly younger audience
compared to Facebook.
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October 1, 2018 to September 30, 2019
YouTube
Considering the nature of the campaign and the videos that were promoted, a lot of effort
was done to optimize YouTube views. The YouTube channel subscribers registered 160
subscribers as of Sep 2019. An increase of 128 new subscribers from Jul 1, 2019. While
the sum of all the video views exceeded 157,000 views, the highest was on Sep 15, 2019.
A slightly higher percentage of
Women was detected on
Instagram compared to
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October 1, 2018 to September 30, 2019
7.8: Media Mention
LIFE and EDF on MTV
Throughout the past year LIFE got its first breakthrough into one of the leading Lebanese
TV station. In a coordinated effort between MarCom and EDF Director, LIFE was able to
secure a 15-minute TV spot on Jul 1, 2019. During this appearance, EDF Director spoke
about their achievements and their future plans, while LIFE was represented by its Area
Manager who spoke about the project objectives and vision.
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October 1, 2018 to September 30, 2019
EMKAN - The Pathways to Saving launch event
On Jul 2, 2019 EMKAN Pathways to Saving launch event took place and was fairly covered
by the media and by the local press. In coordination with EMKAN/Bankmed
Communications and Marketing team, LIFE was mentioned across the major TV channels
and local newspapers.
USAID/Lebanon launched “Pathway to Savings” in partnership with Bankmed and its
subsidiary, Emkan Finance. The launch event was held at Bankmed headquarters with
USAID Economic Growth Office Director Dr. William Butterfield, executives from
Bankmed and Emkan, representatives from the Central Bank, and other stakeholders.
The event was also followed with a TVC and a TVR which were promoted on most TV
channels for a maximum visibility.
BLOM – Bringing Peace of Mind To LIFE
On Sep 25, 2019, The USAID-funded Livelihood and Inclusive Finance Expansion (LIFE)
project launched, in collaboration with BLOM BANK, a new initiative under the theme
“Bringing Peace of Mind to LIFE” to bring rural clients into the Bank’s financial inclusion
strategy.
The launch event was held in the presence of USAID Mission Director, Dr. Anne
Patterson and BLOM BANK Chairman and General Manager, Mr. Saad Azhari along with
representatives from BDL, BLOM senior management and media personalities.
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October 1, 2018 to September 30, 2019
The event was promoted on 4 major local TV stations. It was also followed with a TVC
and a TVR which were promoted on the same TV channels to maximize its visibility. Both
the TVC and the TVR will run in October 2019.