powg case study findings compilation

8/8/2019 POWG Case Study Findings Compilation

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Case Study

CARE Rwanda 60% 51.70%

Trickle Up Mali 63.80% 72.30%

PACT Nepal 30.90% 39.10%

% pop. belowpoverty line(Table 1.1)

% pop. below$1/day(Table 1.1)


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56% 13.50%

46.40% 27.20%

Friendship BridgeGuatemala

FFH/RCPB BurkinaFaso


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42% 38%Save/NirdhanNepal


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ASA India 26.10% 26.10%


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CCF India 28.60% 34.70%


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Pro Mujer Peru 49% 12.50%

MEDA Pakistan 17%35% (2000-01); 24%(2004-05)


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ABA Egypt 16.70% 3.10%


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Kenya BDS 40% 22.80%


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1.2.1.1 Geographic target areawithin country

rural provinces Umutara, Gikongoro,Gitarama, Byumba, Butare and KigaliNgali (Rural Kigali)

Mali, a landlocked country in West Africa

that covers 1.2 million square kilometer,has an estimated population of 11.4million, which is growing at 2.2% peryear. The overall population density isonly 10 people per square kilometer.Over 80% of its population is rural and46% is under 15 years old. Almost 60%of Mali's land area, corresponding to thethree northern regions of Timbuktu, Gaoand Kidal, is semi-arid or arid. Two ofAfrica's largest rivers, the 900-kilometreSenegal River and the 1 600-kilometre

Niger River, flow through the country. Inaddition to fishing and dry seasongrazing areas, both rivers have vastfloodplains where crops are cultivated;crops are also grown around permanentlakes and depressions.

WEP started out in 21 of Nepal's 75districts in Southern Nepal: these include19 (all but one, Dang) districts in the

Terai as well as Surkhet and Ilam (Hilldistricts). Almost the entire target area isrural and densely populated. The Terai isthe most densely populated region ofNepal (254 persons per squarekilometer, versus 125 for country); thispopulation density has almost doubled inthe last two decades as a result of thenorth-south movement of the populationand immigration. The Terai belt accountsfor almost 60 per cent of Nepal'spopulation.


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Guatemala is ranked 118 in the humandevelopment index. According to theWorld Bank, 56.2% of Guatemalaspopulation lives below the poverty line.Poverty is widespread in Guatemala; butthe indigenous farmers are the poorest.

The poorest regions in Guatemala are

the ones heavily populated byindigenous people, such as Alta y BajaVerapaz, Totonicapn, Solol,Quetzaltenango, Huehuetenango, SanMarcos and El Quich. 89.5% ofGuatemalas indigenous population ispoor; 76% is extremely poor; 10.5%classifies as not poor.

Burkina Faso is a landlocked country inthe Sahelian region of West Africa. Itspopulation of 13.2 million inhabitantsoccupies a territory of 274,000 squarekilometers. Much of the population is

concentrated in the Central Plateauregion and around Ouagadougou


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Nepal is one of the poorest countries inthe world, with 40% of its populationliving below the poverty line. Located insouthern Asia, Nepal is landlocked andstrategically wedged between twopowerful neighbors, China and India. Atclose to 150,000 square kilometers,Nepal is slightly larger than the state of

Arkansas. Geographically the country isdivided into three distinct regions, thetarai flat plain of the Ganges River insouth, the central hill region, and therugged Himalayas in north. Mountainscover 75% of Nepal, which is home to 8out of 10 of the world's tallestmountains, including Mount Everest.

The estimated population of Nepal in2005 was more than 27.6 million, with agrowth rate of 2.16% and a lifeexpectancy of 60 years.


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According to World Bank, out of a totalworld population of 6 billion, a total of1.2 billion people, live on less than $1per day (World Bank, 2004). The majorityof them live in Asia. Poverty isconsidered affecting over 40% of thepopulation of South Asia. India alone issaid to host about one third of the

world's poor. 70% of India's over 1 billioninhabitants live in rural or semi urbanareas. 26% or 260 million people livebelow the poverty line of $1 per day(World Bank, 2004). Poverty and ruraldevelopment remains the number oneissue in India. Government estimatesshow that over 250 million people areleft without proper access to creditdespite a network of 33 thousand ruraland semi urban branches of commercialbanks, 14 thousand branches of Regional

Rural Banks (RRBs) and 92 thousandoutlets of cooperatives (Planet Finance,2002). The poorest people very often donot comply with the norms that banksset for accessing credit. They neitherhave salary certificates nor the requiredcollateral to show as security against theloan. In India, the poorest citizens accesscredit mostly through informal channelssuch as the village moneylenders wholend at very high interest rates wherebythe result is that the poor therefore

remain perennially debt-ridden whichultimately results in them loosing theirdignity. To date in India, over anestimated 8 million poor people (mostlyrural women) benefit from microfinanceservices (Chakrabarti, 2004), therebyleaving a vast unmet demand fordeveloping credit, savings and insuranceactivities which is termed asmicrofinance services targeted at what isuntil today referred to as the non-bankable sector. The perpetual

dependence of the rural poor on variousinformal sources of credit, widespreadunemployment, illiteracy and non-availability of technical support to suchhouseholds demonstrate the high levelof demand for credit. Estimates of thedemand for credit in the rural areas,particularly among the unorganizedworkforce and the women vary from atleast US$ 3.3 billion on the basis of aminimum need of US$ 44.4 per family toUS$ 11.1 billion (Planet Finance, 2002).

The latter estimate envisages thatapproximately 75 million households


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The Livelihood and EconomicEnhancement of Poor (LEEP) program ofCCF India operates in 54 Districts in 16States and Union Territories (UT).Collectively, the states where LEEPoperates represent 68.9% of thepopulation of India. A map which showsthe states where CCF India operates is

included as Appendix 1. At the currentlevel of funding, each of LEEPs 74partners serves about 1,000 participantsthat are typically located in a clusteredarea of 20-30 villages.


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Peruvian territory covers a surface areaof 1.285.216 km. A total of 52.1% of thepopulation lives on the coast, while36.9% live in the Andes and 11% live inthe Amazon. The Peruvian populationcurrently numbers 27.2 million people.

The average population density is 21.2inhabitants per square kilometer, with a

growth rate of 2.6% a year. As a result,the Peruvian population is forecast toincrease by more than half a millionpeople per year. In Peru, state power hasbeen sub-divided into 24 regions, withthe capital being the Lima Region. ProMujer began its activities in Peru in thePuno Region, which is located insouthern Peru (near the border withBolivia). Pro Mujer currently works in fourregions (Puno, Tacna, Moquegua andApurimac), with activities in seven

branch offices.

Behind the Veil targets ruralembroiderers in specific districts of threeprovinces: Multan in Punjab; Quetta inBalochistan; Interior Sindh: especially

Thatta and Hyderbad. The program linkswomen to buyers in urban areas of these

districts as well as to markets in Karachi(Sindh) and Islamabad (Punjab).


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ABA is active in the governorates ofAlexandria since its inception and, since1997; it expanded its geographicalcoverage to other neighboringgovernorates: Kafr El Sheikh, Behira,Matrouh and Menoufia.


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Kenya, Nyanza Province, Suba District:Administratively, Suba district is dividedinto five administrative divisions,Mbita/Rusinga Island; Gwasi; Mfangano;Central and Lambwe. The district coversas area of 1,055 square kilometers, ofwhich three quarters is covered by LakeVictoria. The district is predominately

rural, with a mix of small scale farms andfishing communities in the divisionsbordering or part of Lake Victoria. KenyaBDS operates on 17 beaches on Rusingaand Mgangano islands: Rusinga(Nyagina, Luanda Rhombo, Litare,Kolunga and Nyachebe, Gumba, Tabla),and Mfangano (Sena, Wakula,Nyawalongo, Milundu, Konyahera,Yokia,Ugina, Mauta, Mrongo and Nyakweri).

The program serves rural islandcommunities. Rusinga Island can be

reached by a causeway linked to MbtiaPoint the most urban area in the district;however the roads to Mbtia are poor andoften unaccessible during the rainyseason due to flooding. Relative to otherdistricts in the Province Mbita is more ofa small town than a city and offers fewservices.. Mfangano island is reached byboat or air. From both islands it takesapproximately 1.5 days to travel tourban areas and back, including theHoma Bay district which borders Suba

district and is the location of the nearestbank and government health center.


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1.2.4.1, 1.2.4.2, 1.2.4.3 Poverty data on target area

65.7% below national poverty line; 45.8% in extreme poverty;Extreme poverty by province Umutara (41.9%), Gikongoro (69.7%),Gitarama (44%), Byumba (56.1%), Butare (64.4%), Kigali Ngali(59.9%)Mali is one of the world's poorest countries and an estimated 88% of

the poor live in rural areas. Women are more affected by poverty thanmen; their access to health services is extremely precarious. Ofwomen over 15 years of age, 80% are illiterate and cultural normsoften limit their access to information, resources and participation indecision-making. Chronic hunger affects at least one fifth of thepopulation and malnutrition is widespread. TU operates in three ofthe four regions with highest poverty incidence: Mopti, Timbuktu, andGao. The choice to target Northern Mali was based not only on the factthat this region is the poorest of the country, but also the least servedby microfinance (and other development) programs. Mopti is theregion with the highest incidence of extreme poverty (38.1%).

Timbuktu also has a high rate of extreme poverty (26.4%), whereas

Gao has a relatively low rate of extreme poverty (11.1%).

The Nepal Living Standards Survey (NLSS) was conducted in 1996 andagain in 2003-4. Central Bureau of Statistics conducted Nepal LivingStandard Survey over all Nepal in 1996 with introduction of ultra poor.

The survey was comprehensive and also micro nature. The surveymeasured 42.0% as national average of poverty incidence in 1996 outof which the poor was 24.9% and the ultra poor was 17.1 % regardingthe defined poverty line. The poverty line is set to the rupees perperson a normal household will need to buy a normal basket of foodthat contains 2124 kcal per day, plus normal additional spending for apoor household. The poverty line varies between regions dependingon local prices. In rural Eastern Terai the poverty line is 6,000 rupees,which for a six-person household means 3,000 rupees per month. Anormal wage in Kathmandu for casual workers is now in the range of100-200 rupees, and in rural Terai it is in the range of 50-120 rupees.As casual laborers do not work every day, a poor household will needat least two working members, who are employed large parts of theyear to cross the poverty line. The Women Empowerment Programtargeted all but one of the Terai districts. Poverty data by district arenot available. The most recent Nepal Living Standards Survey (NLSS)was conducted in 2003-4, and found that 31% of the total populationwas living below the poverty line, with a slightly higher figure, 35%,for the rural population. The poverty headcount rates in Rural West

Terai and Rural East Terai were 38% and 25% respectively.


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The TU program targets Mali's Northern rural regions of Timbuktu, Gaoand Mopti. Despite their productive potential, communities in northernMali are the poorest in the country. Poverty in the northern regions ischaracterized by environmental degradation, lack of infrastructure andchronic food deficits. The conflicts in the north that occurred duringthe 1990s have also led to insecurity, which perpetuates chronicpoverty. The rural poor are especially vulnerable to the fragileenvironment; many are food insecure. With few assets or access to

physical or financial resources, they depend on income-generatingactivities with low productivity. In addition, they have limited access tobasic social services, primary health care, safe water, useable roads,electricity and communication services.

The national poverty line in Burkina Faso is defined as the amount ofincome needed to satisfy a certain level of well-being. In practice, it iscomputed to ensure the caloric consumption required by a normaladult (2,300 calories). The following table provides povertymeasurement data from the three most recent household surveys

conducted by INSD. While urban poverty has been increasing, the vastmajority of the poor can be found in rural areas, while over half of therural population lives below the poverty line. In 2003, the regions mostaffected by poverty (in terms of incidence) were: Northern; SouthCentral; Central Plateau; Boucle du Mouhoun; East Central; andSouthwestern. When looking at contribution to overall poverty, theregions that contain the greatest number of the poor are the Boucledu Mouhoun and Hauts Bassins. RCPB has near-complete nationalcoverage, and will expand to the three remaining provinces by 2010.

The regions described above are already covered. The organizationhas chosen to make CEE a standard component of its product offeringswhen opening new cooperatives. The network's expansion model

takes into consideration the eventual profitability of cooperative sites,in order to maintain the overall financial viability of the network. Thefollowing information applies to the country as a whole: 27.2% of thepopulation lives below a dollar-a-day, while 71.8% lives below twodollars-a-day. Rural / urban differentiation on these measures is notavailable. 46.4% of the population lives below the poverty line (52.3%in rural areas); the median below the poverty line is not available.


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The rural hill and mountain regions of Nepal suffer from a heavyconcentration of poverty. Many of these areas are not accessible byroad and have little or no infrastructure. Most of these areas are alsounder the control of Maoist rebels and therefore inaccessible togovernment relief and development programs. This combination offactors results in chronic food deficits in the hills and mountains.While extreme poverty has typically been a rural problem in Nepal,with the Maoist insurgency, many poor people have migrated to cities,

thus compounding the problem of urban poverty. The majority ofNirdhan Bank's clients live in the tarai lowlands of south central Nepal,a region which is relatively better off than the western hills or themountains. However, Nirdhan has expanded its operations anddeveloped specific poverty focused products for the rural hill regionsof central Nepal. Nirdhan is currently limited by the Rastra Bank tooperating in 10 regions. As soon as they receive authorization, theyplan to expand their area of operations to include more rural hillregions. Nirdhan Bank currently operates in ten districts with a totalpopulation of about 6,000,000 people.


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Poverty has been endemic and persistent in Tamil Nadu. Thepercentage of people below poverty line declined from mid-1950s toearly/mid 1960s, but went up later. From the early 1960s to 1980s,about 50% of Tamil Nadu population was continuously below thepoverty line (Tamilnadu People's Forum for Social Development,2001). In 1993-1994, Union Planning Commission estimates, thepoverty rate has come down to 35%. Despite this positive progress,rural and urban disparities persist. While in 1973-1974, rural poverty

(57%) was higher than urban poverty, in 1993-1994, urban poverty(39.8%) exceeded rural poverty (32.5%). The situation of the urbanpoor in slums has steadily deteriorated, leading to serious deprivationsand dire lack of basic services in slums. Almost 25% of urban people in

Tamil Nadu live in slums that grow at about 4.5% per annum(Tamilnadu People's Forum for Social Development, 2001). Accordingto the Ninth Five Year Plan of Tamil Nadu (1997-2002), Tamil Nadu isan educationally advanced state with a general literacy rate of 62.66%compared to the national average of 52.21%. It ranks third amongmajor states with regard to general literacy and in female literacy rate.However, according to the NSS Organization survey conducted in1998, there is disparity due to gender: 80% of the males are literate

whereas only 60% of the females are literate. There is also disparitydue to social status of the population. The literacy rate for the dalit,especially female dalits is lower than the state average: 39.5% fordalits and 29.5% for dalit women, while the state average is 63%.Although poverty is persistent and prevalent in the state of TamilNadu, it is not the extreme poor state. ASA is planning to expand itsservices to serve the unmet demand of the poorest in the neighboringstates.


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The poorest areas in India are those clustered in the Bimoru States,whose populations are highly represented by indigenous tribes.

Traditionally, CCF-India has worked, with the exception of the NorthEast and Kashmir, all over the country. In July 2004, CCF Indiaundertook a major study, e.g. Identification of Backward Areas in India,to help it identify those districts most in need of interventions. Districtlevel analysis was chosen over State-wide, to allow for a more preciseidentification of target areas. Identification of backward districts

assured that a poor district would not be excluded on the grounds thatthe State it was in is relatively more developed. The exercise was alsouseful in identifying clusters of backward districts that are spreadacross more than one State, making operations more efficient for CCF.Only state wide data, provided in section 1.2.4.1, is available for

those falling under the national poverty line.

Consistent with CCFs child centered focus, the ranking methodologyselected indicators that could provide insights into the capabilitydeprivations that are central determinants of the status of people andespecially children. The following are the indicators CCF-India usedto develop an index of development and subsequently rank the 225

poorest districts in the country.

Health Infant survival rate.Education Female literacy rateIncome Monthly per capita expenditureSocial Status Sex ratio among children;% of Scheduled Caste /Scheduled TribesAccess to facilities/markets % urbanization

The study revealed that nearly three quarters of the most backward


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Figures from the National Statistics Institute , (INEI) show that povertyin Peru is very significant given that 45% of the population isconsidered poor and more than 16.1% is considered extremely poor.By geographic region, the greatest poverty levels continue to belocated in the jungle and the highlands, with 63.4% and 56.6%respectively, while on the coast the level is much lower (28.7%). At adepartment level the poorest departments in the country located inthe highlands or in the jungle are: Huancavelica 88.7%, Ayacucho

78.4%, Puno 76.3%, Apurimac 74.8%, Huanuco 74.6%, Pasco 71.2%,Loreto 66.3%, Cajamarca 63.8%. / According to the poverty map, theregions of Puno and Apurimac have poverty indexes that indicate thatbetween 40% and 60% of their populations live below the poverty line,while in Tacna and Moquegua 20% of the total population lives belowthe poverty line. In the past two decades, trend of migration hasbegun from Andean zones toward urban zones considered to be tradecenters such as Tacna, Arequipa, Moquegua and Ilo, expanding theurban structure of these cities and forming new peri-urban or urbanmarginal zones with low human development indexes. / Of the 24regions, two regions (8.3%) have more than 60% of their totalpopulation living below the extreme poverty line. Moreover, there are

seven regions (29%) which have between 40% and 60% of their totalis below the extreme poverty line; six regions (25%) have between20% and 40% of their population below the extreme poverty line andnine regions (37.5%) have less than 20% of their total populationbelow the extreme poverty line.

Poverty rates by geography, 1999: Baluchistan and Sindh: 25%,Punjab: 33%, NWFP (North West Frontier Province): 33-45%, AJK: 25%,

Jammu & Kashmir: unknown. Program Sites and level poverty rates(1999):Hyderabad, Sindh: 25%

Thatta, Sindh: 25%

Quetta, Balochistan: 25%Multan, Punjab: 33%National poverty rate: 35% (This is from a different report and may notbe completely comparable)


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The EHDR [2005] found that poverty is localised and masked byaverages. The distribution of wealth groups between rural and urbansettings was significant. The poor live in primarily rural areas; themajority have no social security, are significantly not connected to thepiped water, not linked to sewage system and drains, have no flushesand their households are poorly equipped (74% of the pooresthouseholds have no refrigerator). Over a third of the heads ofhouseholds in the poorest quintile are agricultural workers (36.2%)

and another 11.3% are peasants farming their own land. Almost half(47.2%) are ultra poor rural households. Poverty is found to beconcentrated in Upper Egypt. ABA-SME was created by an associationof businessmen from Alexandria to help the development of thegovernorate. Obviously, its first area of activity was the governorate oforigin it self. The expansion strategy was guided by geographicalproximity to Alexandria rather than by level of poverty of the areas.When it was possible to expand activity, ABA-SME has chosen thesurrounding governorates for evident reasons of easier operationalfollow up of the branches. As a consequence of a past law confiningassociations activities to one governorate, the majority of MFIs arespecialized by geographical area. Only banks have a national

coverage. ABA-SMEs target area falls within an area where thepoverty incidence is not the most severe. 4 to 10% of the populationof Alexandria, Kafr Echeikh, Behira and Menoufia are considered to bepoor. While between 10 and 25% of Matrouhs population areconsidered to be poor. With half the national proportion of poorpopulation and compared to the poorest region of the country (UpperEgypt), the target area (mainly Alexandria and Kafr El Sheikh) seem tobe less affected by poverty. Though, with a Gini coefficient higher thanMenoufia and Behira, these two governorates show inequalities in theincome distribution. Even though Alexandria seems wealthier (or lesspoor) with the lowest percentage of poor population among the fourgovernorates, it has the second highest share of ultra poor. The

hypothesis of inequlity in income distribution is confirmed by a Ginicoefficient, by 3 points higher than the national level. Menoufia andBehira, the more rural governorates (table 2) show an assumedcorrelation between rural areas and incidence of poverty. Behiraseems to have a homogenous poor, rural population while Menoufiahas a better off, also homogenous population.


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Per the poverty mapping, Nyanza Province contributes the thirdlargest number of very poor people to Kenya's total. Similar to theWestern Province, which is the poorest province in Kenya, between60% to 70% of the population (headcount index) in the vast majorityof the districts in Nyanza Province live below the national poverty line.

The design for the omena value chain program balances povertytargeting with economic potential and the promise of scale in terms ofthe numbers of very poor women it could work with. This enables the

program to target the very poor effectively by integrating them into aprofitable industry and providing significant increases in their incomes.It also allows for greater expansion of the program, since by

partnering with the private sector the program operates with fewsubsidies, while reaching larger numbers of the very poor throughprivate investment. Suba district was of interest given that it is one ofthe poorest districts in Kenya. Equally important was the role that thedistrict plays in Kenyas profitable fishing industry. The districtsupplies 25% of the total fishing catch for Lake Victoria and is thelargest source of fish for Kenya, pumping over 3.5 billion KES annuallyinto the Kenyan economy. Fishing provides 10,000 direct jobs in Subadistrict and another 20,000 indirectly. The main fish harvested from

Lake Victoria are nile perch, tilapia and omena, otherwise known asminnow. The omen value chain was ultimately choose for the program,since it would enable very poor women working at a near subsistencelevel drying and selling omena to upgrade to commercial production.Another important factor in choosing to work in the omena value chainwas the presence of the firm Promisdor, which offered the womenaffordable financing and a guaranteed market for their product if theywould agree to meet its quality and delivery standards. This loweredthe risk for the women to upgrade their production while providingthem with the needed investments. It also ensured the sustainabilityand expansion of the program since it is driven by the businessrelationship between the women and Promisdor.


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1.2.4.4 Determining factors about poverty

rural location, household headed by widow or children, lackof education, ill health, lack of access to clean water, landownership, conflict

Despite their productive potential, communities in northern

Mali are the poorest in the country. Poverty in the northernregions is characterized by environmental degradation, lackof infrastructure and chronic food deficits. The conflicts inthe north that occurred during the 1990s have also led toinsecurity, which perpetuates chronic poverty. The ruralpoor are especially vulnerable to the fragile environment;many are food insecure. With few assets or access tophysical or financial resources, they depend on income-generating activities with low productivity. In addition, theyhave

limited access to basic social services, primary health care,safe water, useable roads, electricity and communicationservices.


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N/A

The main determinants of poverty are discrimination ofindigenous populations, civil war and natural disastersaffecting the country. Poverty is manifested by low literacyrates, high levels of malnutrition, poor housing conditionsand limited access to basic services, such as health care,secondary schools (junior and high school) markets andinfrastructure. Household size may indicate a familysvulnerability to poverty as well.


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N/A


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Based on ASA's experience, the main indicators of povertyinclude: caste, gender, education level, amount of land andanimals owned, location and economic sector of incomegenerating activities. The first two are main causes ofpoverty.


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Traditional poverty indicators tend to focus on income orfinancial deprivation. CCFs DEV (deprivation, exclusion andvulnerability) framework considers the broader range ofsocial and economic factors. Within the poor communitieswhere CCF-India works, the factors used in the PWR processto indicate poverty include: # of children, # ofdisabled/chronically ill dependents, size of land parcelowned, female head of household, attendance of school

aged children, quality of home. If one looks at thedeterminants of poverty, the focus shifts to issues of landownership, lack of water, social status in a rigidly stratified,caste based society, low levels of education that lead to highlevels of illiteracy, limited access to markets, informationand social services, high population growth rates, anddependence on the agriculture sector which has low returns.


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Diverse factors, both external and internal, determinepoverty, where quality of life indicators are very low. Inthese parts of Peru, poverty is very difficult to overcomebecause of the diverse factors that explain it, including lowproductivity, child malnutrition, migration, lower access toand poor quality of education (particularly in Andean ruralzones), lack of access to infrastructure and basic services,cultural barriers, climate factors, etc.

As a whole, the poor experience: Lack of services:electricity, water, sewer, telephone, health care /Remoteness and/or urban squalor / Social structures andconstraints that support exploitative economic practices /Low Education levels, low literacy levels - especially forwomen / Low access to land, often through feudal systems

in which the landlord retain property rights. Women's right oown property is not widely recognized. / Poor health, lowaccess to health care / Market disruption due to insecurity,political factionalism and/or natural disaster. For theprogram target group, in addition: Gender: low education,home confinement, domestic violence, arranged marriages,lack of access to and control over resources, lack of mobility,lack of autonomy to pursue economic activities, andisolation from markets


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N/A


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The government in developing its poverty baseline usesfood and non-food expenditure (schooling, health,transportation and rent) s at the household level, which alsoaccounts for regional price differences. The governmentalso more broadly tracks a number of social indicators todetermine a households or a province economic well-beingincluding: life expectancy, school enrolment, householdincomes, access to health care and banking services, postal

services, security and electricity.


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Case Study 2.1.2.1 Mission & Vision

CARE Rwanda

Trickle Up Mali

PACT Nepal

CAREs mission is to serve individuals and families in thepoorest communities in theworld. CAREs vision is to seeka world of hope, tolerance and social justice where povertyhas been overcome and people live in dignity and security.

Trickle Up empowers people living on less than a dollar a

day to take the first steps out of poverty, providing themwith resources to build microenterprises for a better qualityof life.

Pact's mission is to build empowered communities, effectivegovernments and responsible private institutions that givepeople an opportunity for a better life. We do this bystrengthening the capacity of organizations and institutions

to be good service providers, represent their stakeholders,network with others for learning and knowledge sharing, andadvocate for social, economic and environmental justice.Interdependence, responsible stewardship, inclusion ofvulnerable groups, and respect for local ownership andknowledge are core values across all of our programs. Pact'smission is to help build strong communities globally thatprovide people with an opportunity to earn a dignified living,raise healthy families, and participate in democratic life.Pact achieves this by strengthening the capacity ofgrassroots organizations, coalitions and networks and by


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Friendship BridgeGuatemala

Mission: Friendship Bridge provides microcredit andeducation to help women and their families create their ownsolutions to poverty.

Vision: FB vision is that all those living in poverty will havefull access to financial and educational opportunities (andother economic and social resources) so they have thefreedom to choose what meets their needs.

Beliefs:Microcredit helps impoverished women reach economicindependence.Education for women and children is an important tool fordevelopment.Health education enhances personal, family, and communitywell-being.

Respect for the spiritual and cultural roots of communities isfundamental.

Participatory techniques incorporate each client's voice.

Women are leaders for change in their families andcommunities.

Effective programs are created through listening.

FFH/RCPB BurkinaFaso

Freedom from Hunger's Vision is a world free from hunger.Mission Statement: "Freedom from Hunger brings innovativeand sustainable self-help solutions to the fight againstchronic hunger and poverty. Together with local partners,we equip families with resources they need to build futuresof health, hope and dignity."


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ASA India N/A

CCF India

Save/NirdhanNepal

Save the Children believes in a self-help philosophy with amission of providing communities with a hand up, not ahandout. SC works with families to define and address theproblems their children and communities face and utilizes abroad array of intervention strategies to ensure thesustainability and efficacy of all its programs. Programs seekto make lasting, positive change in institutions, behaviors orpolicies that affect human well-being. This is accomplished

be enabling individuals, communities, and institutions toadopt new behaviors and systems that promote change andendure beyond Save the Children's involvement. Save theChildren recognizes, promotes and supports sustainability atfour levels within its programs: institutional, financial,behavioral and policy.

Too many of the worlds children suffer the debilitatingeffects of poverty and violence.

Children have the right to experience life with as much joy

and hope as possible. Christian Children's Fund creates anenvironment of hope and respect for children in need inwhich they have opportunities to achieve their full potential,and provides children, families and communities withpractical tools for positive change.

CCF Beliefs:

all children deserve an environment of hope, respect andunderstanding; that poverty is a personal experience for every child andthis insight and sensitivity guides all of our actions;

it takes a global perspective and collaborative effort inorder to substantially impact the issues of poverty that arefacing children today; we must work together to create an environment ofunderstanding towards all children embracing cultural andreligious differences; that all our actions must be guided by the utmost integrityand transparency; that we are accountable for all funds we receive, and wewill always be upfront and honest with our donors andstakeholders and use these funds in the most efficient andproductive manner.


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Pro Mujer Peru

MEDA Pakistan

ABA Egypt N/A

Kenya BDS

Pro Mujer is a nongovernmental women's developmentorganization (NGO). Its mission is to empower women toimprove their social and economic conditions. The successof Pro Mujer is thanks to its service model that has beendemonstrated to be highly effective, maintaining a superiorquality. Pro Mujer provides loans and training for LatinAmerican women who are the owners of small businessesbut do not have access to loans from major banking entities.

Unlike other NGOs and MFIs, Pro Mujer is focused onproviding services to clients who earn less than $2 a day.Pro Mujer seeks to provide women with the financialservices and training they need to be successful in theirbusiness and achieve a better quality of life. Pro Mujerbelieves as part of its vision that, in order to achieve the fulldevelopment of nations, the value and potential of womenmust be taken into account, ensuring that women exerciseactive roles in all processes of personal and communitydevelopment.MEDA Mission: "As an association of Christians, in businessand the professions, committed to applying biblicalteachings in the marketplace, MEDA members share theirfaith, abilities and resources to address human needsthrough economic development." / MEDA Vision: "...that allpeople may experience Christ's love and utilize their abilitiesto earn a livelihood, provide for families and enrich theircommunities."

The Kenya Business Development Services Program (KenyaBDS) is a 6-year micro- and small-enterprise (MSE)development program funded by the United States Agencyfor International Development (USAID) and managed by theEmerging Markets Group. The objective of Kenya BDS is to

increase growth and incomes among rural MSEs through: 1)access to markets; and 2) access to commercial skills andresources to compete in those markets. The programachieves these goals by working in subsectors of highgrowth potential for microenterprises. The program usesvalue chain and subsector analysis to identify critical marketinefficiencies along the value chain, which it then seeks toaddress. The objective is to build the competitiveness of thetargeted value chain through interventions that increase itsefficiency and better meet the demands of final markets.


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2.1.3.1 Primary target group & developmentfocus

2.1.3.2 Specialized inMF/MED or multi-sector

CARE targets individuals and households in thepoorest communities in the world.

Interventions include:education, economic security,health and HIV/AIDS,environment and landmanagement

TU supports very poor people, with a strong focus

on women and people with disabilities. TU'scurrent geographic focus comprises West Africa(Mali and Burkina Faso), East Africa (Uganda andEthiopia), South Asia (India and Nepal), andCentral America (Guatemala and Nicaragua). TU'sprimary development focus is microenterprisedevelopment for the very poor.

TU employs a grants-based

MED approach to assist verypoor households inimplementing (expanding,improving, starting) amicroenterprise, and alsoassists Trickle Up beneficiariesin managing their own savingsgroups.

Pacts livelihood promotion programs target poorand vulnerable sections of the populations.Depending on the local program context, thesecan be women, the rural poor, and other

vulnerable groups, who are being reached withmicrofinance, microenterprise development,education/literacy or health services, to name themost prominent ones.

Pact does not specialize inone single approach inmicrofinance ormicroenterprise development,

but instead has built upexpertise and capacity invarious models of MF andMED, as well as in non-economic development areas.


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FBs goal is to reach poor women. The majority ofclients are indigenous women who live in ruralareas and in the outskirts of urban areas. They aremicro entrepreneurs, micro producers, micro ruralmerchants who have no access to the formalfinance system because of cultural, financial andgeographic limitations. Most of the borrowersinvest their loans in the development of their

artisan production, livestock, agricultural, ormerchant businesses. The development of newmarkets is based on the criteria of geographicexpansion and greater penetration our alreadyexisting markets.

FB is committed to providingboth financial as well as non-financial services, primarily inthe area of non-formalparticipatory education forwomen and educationalsupport for the children onFBs clients.

Freedom from Hunger focuses its efforts on thechronically hungry poor and frames its work interms of outcomes. All programmatic activities(inputs) address directly or indirectly the threecomponents of family food security - availability,access and utilization. Freedom from Hungertargets its programs toward women, particularlyvery poor women, as entry-points to thehousehold with particular responsibilities towardthe well-being of young children. Programs areprimarily designed for rural areas, but also reachperi-urban areas. Freedom from Hunger has

chosen to concentrate on a few regions of theworld with large numbers of chronically hungrypeople, relative political stability, and existing civilsociety organizations with which to partner: SouthAsia (particularly India) and Southeast Asia(particularly the Philippines), West Africa and EastAfrica, the Andean Region of Latin America, andMexico.

Freedom from Hungerpromotes the integration ofservices: the provision to thesame program participant of abundle of financial services,behavior-change educationsessions (training in the areasof health, nutrition,microenterprise development,household financialmanagement) and health-protection products and

services.


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N/A N/A

SC's primary target group is children, theirfamilies and their communities. SC works in arange of development sectors, including health,education, HIV/AIDS, emergency response andfood security, in addition to providing economicopportunities.

Save the Children supportsboth specialized and multi-sectoral partner institutions.SC and its partners implementbest practice microfinanceprograms and strive for fullfinancial sustainability withinseven years.

Children are the target population of all CCFprograms. Since improved family income is socentral to child wellbeing, the MED target group isfamilies living in CCF supported communities,

especially mothers. CCFs approach to MED is tostrengthen parents income-earning capacitythrough some combination of micro-credit,technical assistance, and skills or businesstraining. CCF focuses on fostering family self-reliance, responsibility, and creating a sustainablelivelihood capacity.

The following key principles guide CCFmicrofinance programs: Target services to the poorest and mostvulnerable, focusing particularly on women.

Use mutual guarantees rather than physicalcollateral for loans. Expect full and on-time repayment of loans. Offer initial loan sizes that are appropriate to theborrowers capacity and needs. Microfinance activities achieve full financialsustainability in less than 7 years, and spin-offfrom CCF to become autonomous MFI partners. Maximum integration of MED with other sectorprograms such as HIV/AIDS and emergencyresponse programs. Establish systems to monitor the impact of MED

on families, especially children.

CCF, Inc. does not advocate asingle/preferred microfinancemethodology or approach.

The role of the international

organization is to providequality standards which allMED programs are expectedto meet.

Some CCF programs focusexclusively on microfinance,others do only non-financialservices, and yet others do ablend. The subject of thiscase study, LEEP India, is anexample of a blended

microfinance and non-financial services approach.


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N/A N/A

Pro Mujer serves low income women who do nothave the opportunity to develop the skillsnecessary to compete in the formal sector market,and at the same time have limited access tobanking services and private funds. In order togenerate income, these disadvantaged women optto create their own micro businesses. In order toopen these businesses, they need access to

funding, therefore improving their quality of lifeas well as their abilities and self-esteem.

While many NGOs offer onlycredit and a few also offertraining in business skills, ProMujer stands out among thefew NGOs that successfullycombines loans, businesstraining and basic healtheducation.

MEDA targets the economically active poor witheconomic development programs. They believe inoffering a "hand-up" rather than a "hand-out."

Exclusive MF/MED approach although MEDA is involved indeveloping some healthmarkets, for example forinsecticide treated mosquitonets.

Emerging Markets Group (EMG) is an integrateddevelopment consulting firm that providesservices to international donor agencies andsovereign governments. EMG offers solutions infinancial services, private sector development,

agribusiness, trade, infrastructure, health care,sustainable tourism and public sector reform.

For the Kenya BDS program,an exclusive MF/MEDapproach is used, with KenyaBDS facilitatingmicroenterprises commerical

access to market linkages,products and services thatenable them to sell intohigher value markets.


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2.1.3.3 MF/MED Model

Emphasis on (1) savings-based microfinance schemes and (2) participation in high-returnagricultural subsectors and (3) community solidarity based emergency preparedness.CLASSE-Intambwe Model is in large part based on CAREs original Village Savings and LoanAssociation (VS&LA) Model, creates Accumulating Savings and Credit Associations(ASCAs). CARE Rwandas CLASSE-Intambwe Model is in large part based on CAREsoriginal Village Savings and Loan Association (VS&LA) Model, developed initially by CARE

Niger. This approach creates Accumulating Savings and Credit Associations (ASCAs), self-selected groups of people, who pool their money into a fund from which members canborrow. The money is paid back with interest, causing the fund to grow and increasinglymeet members financial needs. These Savings and Loan Associations (SLAs) becomeentirely self-managing and typically open a group account with a local bank. SLAs usuallyinclude between 15 and 30 members. They receive a training program according to theCLASSE-Intambwe methodology. In contrast to most of CAREs VS&LA programsworldwide, up to 30 individual SLAs within a region form an Intergroupment (similar to afederation), which acts as an intermediary to obtain loans from the local Banque Populaire.

TU provides both enterprise development assistance (business training, facilitating access

to markets) and access to finance (through conditional seed capital grants, encouragingsavings including formation of savings groups and access to microcredit).

Pacts approach to economic challenges faced by the poor depends on local countrycontext and ranges from savings mobilization, microenterprise development, and market-based livelihoods development activities that increase household income. This approachaims to provide sustainable financial services, which can be savings-led or focused on

microcredit.

In Myanmar Pact is running a large traditional MF program (credit-led). This approach usesa group lending methodology and stimulates small business ventures through a range ofsmall business support services. The savings-led approach (as it originated in WEP andcontinues to evolve in WORTH) helps poor people (usually women) establish and operatetheir own village banks and acquire skills in managing micro- and small enterprises.

In other cases Pact practices market-based livelihoods development, assessing anddeveloping a market for local products, improving the local production capacity andstrengthening supply channels.


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FB offers credit services using the trust bank methodology, with group guarantees. Thereis a mandatory savings component to the credit services, where clients save at least 10%of their loan. They are eligible to receive their savings at the end of their loan cycle.

These credit services are paired with education in business development and moneymanagement courses as well as health and personal development curricula. Thismethodology is based on the belief that spiritual and personal empowerment is asimportant as economic empowerment especially for women.

Freedom from Hunger's Credit with Education methodology originally combined a modifiedvillage banking model (adding Grameen-inspired solidarity groups to the FINCA model)with group-based, non-formal education on a variety of topics. Over time, Freedom fromHunger's improvements and implementing organization innovations have broadened thefinancial service component options to encompass a variety of lending and guaranteemodels. A common feature of these variants is regular group meetings of participants,which provide the platform for training sessions and other development interventions. Arecent and more significant variation involves the formation of savings groups, whointermediate their own savings without external grants or loans - these groups also receivetraining sessions. These products offered by a wide variety of institutions (NGOs, non-bankfinancial institutions, rural banks, credit unions, credit union federations, regulatedfinancial institutions), either as a sole or main product offering, or as a specialized product

line.


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N/A

SC's model is to improve the economic security of needy children and their mothers bybuilding sustainable MFIs that provide access to financial services for poor femaleentrepreneurs. Where credible local partners exist, SC works with them to build theircapacity both technically and institutionally. In countries where there is no credible MFIpartner, SC facilitates the creation of one, usually transferring staff to the newly createdinstitution after several years of direct management. Although Save the Children usesGroup Guaranteed Lending and Savings (GGLS), or poverty lending, as its primarymethodology, it works with partners who use a variety of methodologies, such as Grameen

replicas and village banks. Most SC partner MFIs serve a client base that is 100% women.

CCF programs do not follow one specific lending methodology, and experiences vary withlocal context, i.e. solidarity lending (Afghanistan, Sri Lanka, Thailand and Sierra Leone),self-help groups (Timor Leste and India), village banking (Guatemala), and credit unions(Senegal).


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N/A

The Pro Mujer model is made up of three principle elements: group microloans withmandatory savings; training in basic business skills, health and self esteem; and access tohigh quality, low cost health services. The principle group product is called communalassociation credit, and is rooted in communal banking and the Grameen model. Pro Mujeralso offers seasonal loans, educational loans, solidarity group loans and individual loans.Pro Mujer is in the process of developing several new products through a donation fromthe Bill & Melinda Gates Foundation that include loans for young people, agro-commercialloans, housing loans, loans for men, loans for salaried workers and loans for clients with

high business potential.

MEDA's Production and Marketing Linkage strategy is a pro-poor value chain developmentstrategy. MEDA conducted a market assessment to select the embroidery value chain asan appropriate value chain for reaching marginalized, low-income rural women. Theyidentified viable consumer market opportunities, and addressed the product and marketlinkage constraints for the target women in reaching these markets. The results havebeen higher quality, more marketable products, that get higher prices, and more reliablesupplies at affordable cost and/or on credit. MEDA has established a sustainable andgrowing market system.

Kenya BDS uses the value chain framework to design and implement its program. Withinthe framework, the interventions used are determined by the value chain analysis andprogram design process which ranks the most critical constraints and opportunities in thevalue chain. Potential interventions to address these constraints and to leverage theseopportunities vary depending on the results of the analysis, but may include all or some of

the following: access to commercial material inputs, services and technical assistance;access to commercial financing and savings services; business skills development; groupor cluster development, collection and marketing (branding and certification for domesticand international markets); embedded service* facilitation between lead firms andmicroenterprise producers including financing; advocacy to national and local government.


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Case Study

CARE Rwanda RESAFI MF/MED capacity building

Trickle Up Mali

PACT Nepal N/A

2.2.1.1 Nameof the

organization orinstitution

2.2.1.2Geographic area

of operations2.2.1.7 Specialized in

(MF/MED) or multi-sector

in capital and allprovinces

Union des BanquePopulaires deRwanda

Nationwide, 148Peoples Banks, atleast one in eachdistrict

Financial Services (savingsand loans)

Sahel EtudeAction pour leDveloppement(SEAD)

14 rural communesand 1 urbancommune (Gao) inthree 'cercles' of theGao Region

Multiple sectors: economicactivities, agriculture,handicrafts/artisan support,livestock, irrigation,environment, training andresearch, education, health,technology

Most partnerorganizations arelocal (ranging fromdistrict to villagelevel)

Mostly not specialized in MF orMED


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MFFriendship BridgeGuatemala

Friendship Bridge-Guatemala

Guatemala;Departments of:Solol,Suchitepquez,Quich,Chichicastenango,Nebaj,Quetzaltenango,

Chimaltenango,Totonicapn,Sacatepquez,Rethaluleu


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Financial services institutionFFH/RCPB BurkinaFaso

Rseau desCaisses Populairesdu Burkina

42 of 45 provinceshave at least onecooperative


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Save/NirdhanNepal

Nirdhan UtthanBank Ltd.

Ten districts (out of75): Rautahat, Bara,Parsa, Chitawan,Nawalparasi,Rupandehi, Palpa,Kapilbastu, Dangand Banke

Specialized microfinanceservices


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ASA India The Activists forSocial Alternatives(ASA)

Tamil Nadu,Southern part ofIndia

ASA - Rights based Issuebased developmentprograms / GV - Microfinance


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CCF India Grama Vidiyal

Pro Mujer Peru Pro Mujer Inc MF

16 States and UnionTerritories of India

LEEP India will be specializedin microfinance, with CCFIndias partners providing thecomplimentary TA services.CCF is multisectoral, childsponsorship agency.Livelihood and MED activitiesare conducted under the

LEEP program.

Peru, provincesPuno, Juliaca,Moquegua, Ilo,

Tacna, Abancay


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MEDA Pakistan Entrepreneurshipand CareerDevelopmentInstitute (ECDI)

ECDI's head office isbased in Karachi butactivities andinterventions areundertaken all overPakistan.

ECDI has evolved a morepronounced focus on BDSmarket development in recentyears but its traditional areasof concern have remainedwomen entrepreneurshippromotion, technologydissemination, capacity and

vocational skill enhancement.All interventions have arigorous gender sensitizationfocus and aim to empowerwomen to take control of theirlives and destinies.


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ABA Egypt AlexandriaBusinessAssociation - SMEproject

Governorates ofAlexandria,Menoufiya, Bahira,Kafr El Sheikh andMatrouh

Specialised in financialservices (microcredit)


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Kenya BDS Promisador Operates acrossseveral countries inAfrica, bothproducing andmarketing its foodproducts whichinclude dairy,beverages & food

enhancers(flavoring, sauces,etc.)

Private firm, which sourcesproduct from microenterprisesamong others


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2.2.1.9 Principle activity

2001

1974 Savings, Loans

Since 2004, when TU partnership began

At time of WEP introduction Community mobilization

2.2.1.8 Beginning of MF/MEDactivities

VS&LA capacity building, BDS,advocacy, M&E

Food security, education,health


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Nov-98 Credit with educationprograms for women andeducational support for theirchildren


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1993Savings and lendingcooperative


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Mar-93 Savings, Loans, Insurance andMoney Transfer


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1993 1. Credit 2. Savings 3.Insurance 4. Business loans(Individual loans) 5. Loans forpoorest segment (specialloan/multipurpose loan)


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2008

Apr-00 Loans, savings, health plans

LEEP Indias core business willbe microcredit. TA willcontinue to be provided bypartner NGOs supported byCCF-India. CCF Indias corebusiness is childdevelopment. LEEP programscore business is family

livelihood enhancementthrough credit and technicalassistance.


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Small and microenterprise developmentsince 1990 including management,leadership and entrepreneurshipdevelopment training targeted atspecifically at women. Research andadvocacy (including at important policyforums) on related gender anddevelopment issues since inception.

Since 2002, BDS market assessment inan organized and concerted fashionalthough earlier projects had done somework in three subsectors: frozen foods,vegetable dyeing and handmade paper.

Capacity development ofindividual womenentrepreneurs, institutionalstrengthening of otherdevelopment agencies,research and resourcedevelopment all centeredaround the promotion of

women and their economicand social empowerment


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1990Credit


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N/A N/A


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SLAs, local CBOs N/A

Rural and urban savers 398,799

Poor rural women 1,225

N/A

2.2.1.11 Target population MF/MED

2.2.1.12Number of

clients/participants MF/MED

Varies uponcapacity


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13,803 womenRural, indigenous, poorwomen


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RCPB serves adult communitymembers who live or work inits catchment area. The targetmarket for the Credit withEducation products are poorand very poor women in ruraland peri-urban areas

454,550cooperativemembers,representing954,761 men andwomen clients Ofthese, 66,706 areCEE clients, 2,721

are ACI clientsand 1,444 areCFMU clients


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40% of the bottom poor 74,731 (As of June2006)


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poorest of the poorcommunity in tamil nadu atpresent. ASA-GV may expandto other states in future

Total members -203176 / Totalborrowers -186328


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MF, women 35,000 women

Primary target: Families ofCCF- Indias enrolled childrenSecondary target: All poorfamilies in the villages whereCCF-Indias enrolled childrenlive

Primary clients:70,000

Total clients:350,000


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Middle class womenentrepreneurs and poor ruralartisans as well as micro andsmall businesses. / Institutionssuch as NGOs, social securityorganizations, governmentemployees, service providerssuch as MFIs / Earlier there

was a stronger urban focus ofinterventions, but this hasradically changed in the last 5years.

Other than thecurrent project,over 2000individual womenentrepreneurstrained anddeveloped; and180 MED trainers

developed


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59,526Existing Small and microenterprises / poor women


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N/A N/A


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2.2.2.1 Mission and Vision

N/A

RESAFIs mission is to ensure sustainability and replication of thecommunity saving and loans methodology initiated by CARE International inRwanda in 2002, and to take all necessary actions to expand andconsolidate this model through human, material and financial resources.

To develop savings and loans products, promote economic and socialwellbeing in partnership with its shareholders, and to serve the communityat large. Subsistence farming is still a way of life for many and thegovernment is keen to encourage a move away from this, towards morecommercial farming. In order to get involved in more value-add activitiesthe rural communities need access to more micro-financing.

SEAD' mission is to contribute to the well-being of both the sedentary andnomadic populations, particularly women and destitute children in theNorth of Mali through technical support and assistance to local communitiesin areas of education, production, mobilization of internal and externalresources.


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Vision: Women and their families can find their own solutions to povertythrough access to credit and education services.Mission: Provide a financial service model, Microcredit Plus tailored to theneeds of Guatemalan women.


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RCPB Mission statement: "To help improve the living conditions of theworking peoples of Burkina Faso, through: the mobilization of local savings,the development of reliable and profitable cooperative savings and creditentities, the promotion of appropriate and accessible financial services,democratic administration and management according to cooperative rulesand principles, while a focus on and respect for humankind." RCPB Values:Respect for individuals, Respect of the principles of honesty and integrity,Respect for the common good, Respect of law and regulations, Respect of

the organization. RCPB commitments: Pay attention and listen tomembers, Be available and equitable toward members, Fight poverty andrelieve misery, Strive for excellence and availability in work


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Nirdhan Bank's vision is to reduce poverty in Nepal by enabling poor peopleto contribute equally to a prosperous, self-reliant rural society through self-employment and social awareness. The bank's mission is to extendfinancial services and to improve the social awareness of the poor.


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ASA-GV's vision is "A value based, poverty free, productive, prosperous,humane and sustainable "Grama Vidiyal" Family." The internal vision is tobecome "an organization owned by members and managed byprofessionals" in the medium term and to be "an organization owned,managed and used by women" in the long term. The mission is "Toempower women of the poorest families socially, economically andpolitically through networking them into community institutions andthrough efficient poverty alleviation and microfinance program". The

overall approach of ASA-GV can be summarised as "from women to familiesand from families to society" identifying women as the poorest and worsthit by poverty.


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CCF-India is a partnership-based child development organizationrepresenting the voice of deprived, vulnerable, marginalized and excludedchildren in some of the remote and hard-to-reach places in India, regardlessof religion, race, creed and gender. CCF-India strives to improve the wellbeing of vulnerable children by empowering the community to undertakeand manage holistic child development programs and by networking withother stakeholders.

The following is the vision and mission of CCF-India, which currently housesLEEP. As CCF-India implementing partners will be share holders of LEEPIndia, these child centered values will be reflected in its mission statementas well.

Vision: An India where the disadvantaged, discriminated and excludedchild is supported and enabled to grow up playing an active and positiverole within family, community and nation.

Mission: To place the child at the center of its activity ensuring that theprograms which surround the child are of the highest quality and thatrecordable difference is made to the quality of life of a large number of

children. The programs to be of such quality that they can serve to inspireothers including the Government to improve the implementation of childcentered development initiatives.

All programs, including MED, must make a direct link to child wellbeing.This emphasis is reflected in the goal of the Livelihood and EconomicEnhancement Program (LEEP):

Livelihood and economic enhancement of poor families for improvedwellbeing of their children.

The mission is: To provide women who have limited resources with integralservices: financial services and personal development services thatcontribute to their development and that of their family and community.

The vision is: The social objective of the Institution is to help womenbecome more effective in their personal development and in thedevelopment of their children, families and society.


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ECDI's vision is an equitable society that creates space for and empowerswomen to attain their socioeconomic potential. ECDI's primary mission isthe creation of an enabling environment for the equitable socioeconomicdevelopment of women and youth in Pakistan through the enhancement oftheir entrepreneurial and managerial skills. The organization's mission isdirected towards its emergence as a recognized leader within the MED andBDS fields in the Asia-Pacific region. ECDI offers specialised programs inentrepreneurship, BDS market development and career counselling for

women and youth in Pakistan. It is deeply committed to education, training,research and field activities that allow it to support individuals, businessesand communities by advancing their income-generation capacities.


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The institution aims to develop and promote existing small and microenterprises, to raise the income of SMEs, to help the transformation ofSMEs from the informal to the formal sector, and ultimately contribute tosolving the radical and chronic unemployment problem. The different grantand credit products offered by ABA help to graduate poor people tomicrocredit. Its approach is summarized in their leitmotif "reaching down scaling up".


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Promasidor's vision is as follows: Quality - Our customers demand anddeserve quality products. We must fulfill our promise to provide productsand service of consistently high quality. Values - We need to demonstratethe highest standards of corporate governance and corporate and socialresponsibility throughout the Group. We have clear obligations toconsumers, suppliers, our employees and to the communities in which weoperate. These obligations are respect, integrity and openness. Profitability- We will sell products where we can be profitable. If circumstances within

the operating environment limit the potential to generate profits, thecompany cannot invest, grow, motivate, develop and reward our peopleand stakeholders.


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2.2.2.3 Objectives

To provide technical assistance to SLAs; o Promote formation of new SLAs; o To coordinateexchange of experiences on savings and credit among SLAs and their members; o To advocateon behalf of the SLAs towards government and bank institutions; o Provide training andmaterials to SLAs; o To collaborate with CARE, the public sector and private sector as a

consultative body community microfinance programs.

1) to provide members with an opportunity to deposit their savings in regulated and safeconditions; 2) to offer credit to members to meet their economic needs and to be paid backaccording to fixed terms established in a loan contract ; 3) to admit hardworking and earnestlow-income people as members ; 4) to promote a spirit of initiative and local work throughprudent use of credit and savings; 5) to combat usury and speculation.

SEAD's overarching objective is to contribute to sustainable development and autonomousadvancement of local communities, by organizing the sedentary and nomadic communities ofNorthern Mali, technical and institutional assistance to those communities, supportingmobilization of internal and external resources, facilitating communication and collaborationamong all stakeholders in the area.

Many of the local NGO/CBO partners are engaged in community mobilization on a range ofissues, such as irrigation, forest management, farming and health.


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I. Micro-finance Plus programs:A. Financial services

1. Provide a variety of financial and educational services tailored to the needs of 35,000 clientsacross Guatemala by 2011.2. Reach the poorest sectors with products attractive to them; 100% of our future clients belowthe poverty line and 30% of them below the line of extreme poverty.

B. Non-Financial Services

1. Womens education: Ongoing learning for borrowersa) Offer interactive learning activities on topics of relevance and interest to all FBG clients. Acore curriculum around health, business development and money management as well aspersonal development and education.b) Facilitate discussion spaces and critical analysis that provide tools for clients to take actionsto improve their lives at the family and community levels.2. Childrens Educationa) Encourage and support the formal schooling of our clients childrens through scholarshipsand learning centers.b) Work with FBG clients to identify and encourage ways to support their childrens success inschool.3. Fair trade and specialized commercialization

a) Work with clients to improve quality of their products and achieve access to marketsb) Develop cultural tourism programs4. Donor educationa) Offer meaningful spaces for learning and reflection for the participants in FBs insight Tours5. Impact: continually evaluate who our clients are and the impact FBGs programs have ontheir lives: poverty alleviation and empowerment.

II. AdministrationMaintain and keep developing a well-organized and efficient institution with well-trained andempowered staff and clientele.

III. Finance

1) Expand our sources of funding in order to satisfy our needs as an institution.2) Achieve financial sustainability by 2009.


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RCPB is currently finalizing a 2008-2010 business plan that calls for complete national coveragby expanding into the last three untouched provinces, growing total membership (not countingthe individual clients belonging to member groups) to 783,000, and restructuring andstreamlining the network to ensure better service delivery to the members.


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Nirdhan Bank's goals are to reach a maximum number of poor households, to develop a well-managed institution and to enhance women's self-respect. Their objectives are: to focus onbottom 40 percent of population, to maintain simple loan process, to require compulsory grouptraining and savings, to seek homogeneity of group members, to promote collective groupliability and to integrate financial and non-financial services.


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?The objective of ASA-GV is aimed at achieving the mission and vision with optimum utilisationof resources. ASA-GV is following the integrated approach to poverty alleviation taking MF asentry point and utilising the platform created for social and political empowerment of women.

The members are federated at various levels, which form the backbone of the microfinanceactivities. The federation formed is active in lobbying and advocacy as well. The officialorganisational structure and the parallel federation structure of the members together form thvehicle for the services rendered by ASA-GV to the members. ASA-GV uses internationallyaccepted tools like Housing Index to target the poor and avoid non-poor in the program.

Objectives include: To work for the upliftment of socially and economically deprived sections othe rural people, To on-lend / lend to Grama Vidiyal SHGs groups formed for activities under-taken for the Environmental, Economic and Social upliftment of its members, To work for thesustainable development of the society through community organizing, capacity building byproviding education, housing and addressing local issues, To create employment opportunitythrough micro credit and enterprises development, To work for the holistic empowerment of thwomen and the community, To involve in lobbying and advocacy for micro and macro issues.


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CCF-India's comprehensive community development approach helps families improve theireconomic status and cope with emerging health and survival challenges.CCF-India's program focus areas include:

Health: Interventions related to reproductive and child health, nutrition, HIV/AIDS,tuberculosis, malaria, disability, water and sanitation. Education: Ensuring universal primary education for all children under 14 years of age incommunities where we work, and early childhood education.

Livelihood: Target families to increase their income through investment and support serviceMicrofinance, combined with extensive technical assistance, is an integral part of addressing

these challenges. Emergency Response: Because children are the worst victims and most likely to be exploiteduring an emergency, CCF-India responds to both localized emergencies in CCF communitieslike house fire and death, as well as National disasters like the Tsunami, earthquakes, cyclonesetc.

1)To make positive changes in the personal, business and social development of the clients antheir families. Microcredit and personal services constitute a means of reaching superiorobjectives such as the development of businesses and social development. 2)Healthy growth othe portfolio, which is a product of both the expansion to new regions and the development ofnew products. The portfolio will increase by 30% in 2006, by 34% in 2007 and by 28% in 20083)Maintain the profitability of financial services and ensure that the personal developmentservices are permanent and sustainable. These final elements differentiate Pro Mujer Peru andtherefore the organization recognizes the importance of guaranteeing their permanence andexpanding Pro Mujer's coverage of clients. 4)To increase participation in the national market,both in terms of coverage and depth, going from the 2 current regions to 5 regions in 2008 andproviding more products per client. 5)To strengthen the image of PMP as an efficient,transparent, prestigious MFI and leader in the market, this is the time to project an institutiona

image in financial media, among investors, international cooperation, academics and with peein the microfinance industry, making public Pro Mujer's results and achievements.


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ECDI believes that entrepreneurs are not just born but can also be developed through well-conceived interventions. Contingent on this belief, the broad objectives of the institute are: Tosupport the development, promotion and expansion of small and micro-enterprises owned andmanaged by women; To advance the managerial and leadership capabilities of existing microand small-scale women entrepreneurs and expand the social base of the Pakistani womenentrepreneurial genre; To contribute to new knowledge and insight in MED and BDSdevelopment and practice through research and pilot projects; To advocate for greater policyand resource focus on women through awareness-raising and sensitization on a range of gend

and other developmental concerns; and To enhance the number of motivated, competentwomen entrepreneurs in the country through concerted education and training programs; Topromote the fair integration of women, particularly those from rural areas, in mainstreammarkets by piloting and documenting new approaches to market access and disseminating bespractices in the area; To enlarge the existing cadre of local trainers and community motivatorsto undertake women entrepreneurship development; To network with similar organizations aninstitutions to share learning and accomplish common goals.


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ABA-SME's main objectives are to promote existing small and micro enterprises, to raise theincomes of SMEs and to help their transformation from informal to formal.


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See 2.2.2.1


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2.2.2.7 Training/awareness raising

Professional training provided by CARE to thepersonnel of partner peoples banks. The staff ofparticipating BPs attend annual trainingsorganized by UBPR and CARE to discuss specific

circumstances and needs of the new clientele ofSLAs who are much poorer than typical BPmembers. In addition to this training, which isattended by BP managers and credit officers,UBPR regional representatives monitor and

Professional training provided by CARE to thepersonnel of partner peoples banks. The staff ofparticipating BPs attend annual trainingsorganized by UBPR and CARE to discuss specificcircumstances and needs of the new clientele ofSLAs who are much poorer than typical BP

members. In addition to this training, which isattended by BP managers and credit officers,UBPR regional representatives monitor and

SEAD and other Trickle Up local partner NGOs inmost cases already work with very poorcommunities. Trickle Up also trains partner NGOstaff in the importance (for the TU mission) toreach the very poor and how to reach the verypoor by using a TU designed poverty targetingtool.

N/A: no training on mission and poverty outreach.EWs were trained to train and assist the womengroups as they progressed through the WEPtraining manuals, from forming a strong group tostarting regular savings, lending out accumulatedsavings among members and improvingmicroenterprise activities.


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Staff is hired with a strong social mission as asignificant art of their job and their qualificationsgoing into the job. Mission and vision are clearlyexplained when a loan officer enters the job.

Training is usually done both in the central officegoing over policies and procedures as well asmission and vision for the organization. Then loanofficers are placed with another loan officer to

observe and learn from a more seasoned loanofficer. Follow up training is done both throughmeetings and exchange opportunities in otherbranch offices to identify common challenges anddifferent strategies to overcome them. Incentivesare used to encourage reaching the poorestclients through average loan size. Additionalincentives could be considered to encouragereaching to more rural and hard to reach areas. In2008, it is planned to make a more concentratedeffort to reach the poorest clients with a specialloan product that better fits their needs as well as

stronger training in business development.


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When Credit with Education was first introduced tothe organization in 1993, senior managers, andFederation- and Regional-level Directorsparticipated in a workshop designed andfacilitated by Freedom from Hunger staff. Thisworkshop engaged participants to analyze thebenefits and challenges for the institution to adoptthe new line of service. In particular, RCPB was

able to reflect on the opportunity to reach an un-served client segment: very poor women livingbeyond the cooperatives' traditional catchmentarea, or unable to avail the services offered by thecooperatives. Staff recruitment within RCPB iscentralized: the Federation fills all open positionsfor the entire network, and conducts initial stafftraining. Further in-service training is provided atthe Regional level. Training on CEE is focused ondirect implementers (animatrices andcoordinatrices), while cooperative Managers andDirectors receive an orientation to the product, its

objectives and procedures. The field staff(animatrices and coordinatrices) are initiallytrained using curriculum developed by Freedomfrom Hunger, with local adaptation to theinstitutional context. The CEE Program Managerand the Federation's training department facilitatethe training. Animatrices then typically shadowveteran colleagues in order to better assimilatethe field realities and subtleties of their duties.Over time, field staff receive in-service refreshertrainings, as well as trainings on additionaleducational modules. These trainings take place

at the regional or federation level, depending onhow well the training is assimilated at the regionallevel, and how widespread the need for aparticular topic is. Cooperative Managers receivean orientation to the CEE methodology, such thatthey are able to monitor the animatrices and theirperformance. Directors are also sensitized to theproduct, in particular Credit Committee memberswho must delegate their loan approval authorityto field staff in order to ensure rapid grouprecapitalization at the end of a loan cycle. Thesetrainings are performed by the area's

coordinatrice, or by the CEE Program Manager,using a scaled-down version of the MOT. At thislevel, greater emphasis is placed on increasingmembership by reaching out to underservedpopulations, than on the fact that these are "verypoor" populations.


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Staff training at Nirdhan is centralized in theheadquarters-level training department. Havingpassed through the examination and interviewprocess, recruits spend a week at headquartersfor an introduction to the bank and its operations.

They are then posted to a branch office for sixmonths of on-the-job training. Recruits arepartnered with senior field assistants who guide

and monitor them closely. After six months,trainees are either let go or are promoted to thestatus of full-time staff. Although the focus oftraining for field assistants is practical, there isalso important classroom based training on theNirdhan lending methodology, policies, andprocedures. During these training sessions newstaff are introduced to the goals and mission ofNirdhan and are sensitized to the importance ofserving poor clients. Nirdhan managers areusually hired from within, so they have alreadybeen trained on Nirdhan's poverty mission and are

experienced in the bank's operations. Additionaltraining for managers is provided through regionalworkshops and seminars organized by Grameen

Trust, CASHPOR and other group lendinginstitutions.


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ASA-GV has a separate training departmentconsist of two senior management staff with twotraining co-coordinators. The team takes care ofthe trainings for staff in all level. As per thefollowing table different level of staff are gettingdifferent kinds of training. Board members andsenior management team are regularly attendingdifferent national international level training,

workshops, conferences and visiting differentorganizations for updating the program and MFsector. The divisional managers and the zonalmanagers and the core team members are actingas resource persons for the training to the fieldlevel staff. Some special guests professors frommanagement institute and colleges are invited forspecial trainings such risk management,personality development, communication skill,etc. ASA has been adapting an integratedapproach to its economic empowerment andCommunity Development programs. The

community is being organized using microfinanceas the entry point activity. The sustainabledelivery of the services focusing on socio-politicalempowerment of women largely depends on theplatform formed by credit programs. Hence therewas a potential threat to view the activities merelyas a credit program. ASA realized the need forincreasing the focus on development programs, soas to keep pace with the growth of credit services.ASA aimed at achieving this objective by trainingits staff and women leaders on effectiveintegration of credit and credit plus activities.


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No specific staff training or sensitization onpoverty outreach is required because it is themission of the NGO. CCF-Indias strategic plan isbased on a commitment to work in the poorestdistricts in India, which were identified in a studyit commissioned. Once the priority districts wereselected, CCF-India searched for partners who hada presence in the target districts, and were

capable of implementing its programs. Poverty isthe key criterion that identifies 1) the poorestcommunities within the district and 2) poorfamilies within those communities.

CCF undertakes a regular induction program of itspartners, where poverty criteria are explained,along with how to use tools to identify poorermembers of the community. CCF area field staffsmonitor the families/children actually enrolled forthe sponsorship program to verify application ofthe poverty outreach policy.

The training that is provided does not placeemphasis on reaching the poorest clients. It placesfundamental emphasis on knowing the population,processes and techniques to reach clients, theloan conditions and above all how to manage theloan methodology. This training is done both inthe field (practical) and in the office (theoretical).

The training for the Board and other managementpositions is similar. It includes a practical partabout the products and services that theorganization provides and about the populationand clients we work with, and it also includes

specialized training. There is no training for follow-up.

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powg case study findings compilation

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