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CARE INTERNATIONAL IN UGANDA VILLAGE

SAVINGS AND LOANS ASSOCIATION (VS&LA)

WORKSHOP REPORT

Held, 25th – 27th April, 2006

IMPERIAL BOTANICAL BEACH HOTEL, ENTEBBE

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Contents Contents ................................................................................... 1

Summary .................................................................................. 2

1 Introduction .......................................................................... 4

1.1 Participant’s Expectations ................................................................................................... 4

2 Training methodology ................................. Error! Bookmark not defined.

3 Details for the workshop ............................................................ 5

3.1 VS&LA Methodology ................................................................................................................. 5 Strengths and weakness of VSLAs ................................................................................................ 8

Core Principles in the implementation of VSLAs .......................................................................... 8

3.2 Approaches for providing Rural Financial Services ........... Error! Bookmark not defined.

Commercial banks, money lenders, ROSCAS and PYRAMIDS Error! Bookmark not defined.

Micro Finance Institutions ............................................................ Error! Bookmark not defined.

3.3 VS&LA Implementation ................................................................................................... 10 The key aspects of VS&LA operations ........................................................................................ 10

3.4 Implementation Approaches ............................................................................................ 11 Direct Implementation .................................................................................................................. 11

Use of Community Based Agents ................................................................................................ 12

Partnership Implementation ......................................................................................................... 13

Challenges of Implementation through Partnership ..................................................................... 13

3.5 Efficiency in VS&LA operations ...................................................................................... 13

3.6 Efficiency Benchmarks ...................................................................................................... 14

3.7 Partnerships in VS&LA implementation ........................................................................ 14 Rationale for Partnership .............................................................................................................. 14

Key Principles for Successful Partnerships .................................................................................. 14

Different type of partnerships ....................................................................................................... 15

3.8 Experiences with CARE partnerships .............................................................................. 15

4 Conclusion ........................................................................... 17

5 Appendixes ......................................................................... 18

5.1 List of participants ............................................................................................................. 18

5.2 Workshop program ............................................................................................................ 21

5.3 Community Business Trainer Job Description................................................................ 22

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Summary This report presents an account of the orientation and experience-sharing workshop on the

VSLA program organised by CARE Uganda for her staff and partners implementing VSL

methodology. The workshop took place from 25 – 27 April 2006, at Imperial Botanical Beach

Hotel and was attended by 36 participants from thirteen (13) organisations, CARE inclusive

(See Appendix).

The workshop was intended to orient the partners on the VSLA methodology and share

experiences. Specifically the workshop intended to achieve the following objectives:

Harmonize understanding and approach to VSL methodology

Introduce participants to VSLA MIS soft and hard tools and have common

understanding of their implementation

Understand and agree upon key issues for successful partnership

Thus the workshop addressed the following components of the VSLA methodology:

What is the VSLA methodology

Core principles in implementing VSLAs

Strengths and weakness of VSLAs

VSLA implementation approaches and

Efficiency in VSLA operations and efficiency Benchmarks

VSLA best practices

The workshop addressed the CARE Uganda VS&LAs implementation strategy which is currently

based on the SUTAIN programme framework (see appendix…) i.e. implementation through

partnership . In addition, the workshop also discussed the types and challenges of partnering,

principles for successful partnership, qualities of a suitable implementing partner organization

and suitable donor partner organisations.

In addition to the above, the workshop considered the disadvantages of different approaches

used in providing rural financial services such as moneylenders, commercial banks and

microfinance institutions in order to amplify the benefits of the VSLA methodology.

The workshop was facilitated by Grace Majara, Rabecca Nyonyozi and Judith Aguga (CARE

Uganda Staff) supported by Late (CARE Atlanta – EDU). It was delivered through a variety of

participatory methods to enable participants have in-depth understanding of concepts and

practical application of the methodology. Participants were free to ask and have issues for

clarification where necessary. These issues are captured in section—and serve as some of the

issues follow-up areas that will be incorporated in the panned activities of the programme.

Participants appreciated the following experiences with CARE’s partnerships: capacity building,

close dialogue, transparency, accountability, coordination, shared reports, linkages and joint

programming with partners. However, they raised concerns over the following issues; delayed

fund releases, short term contracts, crush and rushed project activities, rigid policies

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especially in procurement & monitoring, delayed MOU signing, poor remuneration and lack of

budget openness.

They gave the following recommendations for improved partnerships with the VSLA program,

flexibility (review the policy), long term contract for effective impact, coordination meetings,

transparency, timely release of fund and accountability, constant monitoring, proper

remuneration & monitoring of staff.

This report is presented in following sections: summary, introduction and participants

expectations, workshop topics, key issues raised and recommendations made to CARE and

partner organizations that will strengthen the implementation of VSLA in Uganda, a conclusion

and appendices.

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1 Introduction

Care International in Uganda, organised a VSLA workshop to orient and share experiences with

partners on the VSLA methodology, involving all the CARE projects and partners implementing

VSLA activities. The workshop attracted 36 participants from thirteen (13) organisations,

CARE inclusive. CARE staff with support from Late (CARE Atlanta –EDU) facilitated the

workshop. The specific objectives of the training were to:

Harmonize understanding and approach to VSL methodology

Introduce participants to VSLA MIS soft and hard tools and have common

understanding of their implementation

Understand and agree upon key issues for successful partnership

1.1 Participant’s Expectations

To share, learn and improve experiences on village saving and loans association

project.

To learn more about village savings and loans methodology

New information, strategy and new ways of handling MIS.

Harmonize terminologies and approaches of village savings and loans association.

Obtain the software for capturing village savings and loans association data.

How partnering will work in village savings and loans association.

To get the advantages of VS & LA MFIs.

To what point does a VS & LA become an MIF?

Expect to know some approaches on micro finance systems.

Networking with partner organizations in different locations.

Understand the difference between VSLA and other Micro- finance institutions.

To learn how best changes in people’s lives can be tracked under VSLA.

Gain skills in capturing VSLA programme data and extract relevant reports.

Learn more on the new CARE Uganda initiative – Sustain.

Build cohesion around the VSLA methodology in the Ugandan context.

Common understanding on aspects pertaining VSLA implementation.

Challenges in village savings and how to overcome them.

Mastering the best practices of VSLA.

Analyse the most cost effective methodology for VSLA implementation/monitoring.

Most of the participant’s expectations were in line with the content of the planned workshop

and were addressed accordingly. However, more learning on the methodology needs to be

arranged through other exchange programmes and interactions among the partners over time

in order to harmonise the understanding and appreciation of the role played by the

methodology in addressing the need of financial services among the very poor.

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While opening the workshop, the SUSTAIN program coordinator highlighted the workshop

objectives to enable participants get a clear understanding of the workshop and the work

context they are operating in. She called upon participants to use this timely opportunity to

discuss the different challenges faced and forge a way forward. She gave a background that

CARE Uganda started implementation of VSLAs activities in 1998 in the West Nile region.

Since then, the methodology has been replicated in many parts of the country (Acholi, Kasese,

Kabale, Kanungu and SUSTAIN program is in the process of covering the entire country). In

addition, many partners such as PLAN International in Uganda, Save the Children in Uganda

including the donors have picked interest in methodology, therefore the need to start

discussion on how and who should implement the activities and this was workshop was to enable

this discussion.

2 Details for the workshop The workshop centred on-areas of VSLA and village financing whose content is summarised in

the Table 2 below:

Table 1: Summary of workshop details

Topics Subtopics

1. Different approaches

of providing rural

financial services

Rotational Savings and Credit Associations (ROSCAS)

PYRAMIDS (CYCLE);

Money lenders

Commercial Banks

Micro Finance Institutions

Accumulated Savings and Credit Associations (ASCAs)

2. VS&LA Methodology Origin

Strengths

Weaknesses

Core principles in the implementation of VSLAs

VS&LA implementation

Efficiency in VS&LA operations

Partnerships in VS&LA implementation

2.1 Approaches for providing Rural Financial Services

Different approaches used in provision of financial services to rural communities were discussed to

give partners a holistic perspective of financial services to enable them appreciate the role of VS&LA

methodology in the finance sector. Approaches discussed include; Commercial banks, money

lenders, ROSCAS and PYRAMIDS as detailed in the table below.

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Financial service Advantages Disadvantages

Commercial banks Access to loans and savings

High interest rate- given as

dividends to members at the

end of the FY.

Limited out reach since in the

rural areas, you must go to

them

High transaction costs.

High collateral

requirements

Savings and Credit Coops

Associations (SACCOs)

Located in the rural areas To become a member-

minimum share

requirement is Ushs

52,000

Money lenders These are

individuals who accumulate

their financial resources and

lend them out

Quick access to funds

Unrestricted amount

Clients selection based on

personal knowledge of the

client

Rapid response to credit needs

Extremely high

interest charged

Obligation to sell

products to middle man

below market price

PYRAMIDS (CYCLE);

A group of people self select

themselves agree to

contribute an equivalent

amount.

Access to big amount of money

No interest charged

Access to funds is

dependent on your

bringing new members

to the club.

High default rate

ROSCAS- Rotational Savings

and Credit Associations

Groups of people that save on

agreed periods and give the

amount saved to one person

who is Lucky on that day.

Access to a lump some amount

Repayment through pear

pressure

Self managed groups

Mobilization of savings

Inflexible timing

Limited and inflexible

loan amounts

Risk of loss in

investment

High rate of default

after receiving your

share.

Micro Finance Institutions

(MFIs)

Use group solidarity module

which are generally small

between 3 and 10 members

but belong to a larger group

of 20-30 people.

Groups are often formed by

the Micro Finance

MFI groups usually have a long-

term relationship with the

micro-finance agency;

‘graduation’ is not part of the

methodology. The MFI Officer

does loan appraisal and

approval.

Credit is usually group

guaranteed and this minimise

cases of default

They promote sometimes

Access to loan is

limited to the

performance of the

whole group

High transaction costs

Credit is usually group

guaranteed and

therefore all members

are responsible in case

of default

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savings, which are compulsory

(apart from MDIs).

Institutions and the group

does review of individual loan

requests

VS&LA Methodology

The origin and the concept of VS&LA were presented to the workshop spelling out the

different names commonly used interchangeably to mean VS&LA. These are VS&LA (Village

savings and loans associations), SLAs (Savings and Loans Associations) and ASCAs

(Accumulated Savings and Credit Associations). The presentation highlighted and emphasised

the VS&LA three phase delivery system as, Preparatory Phase, Training phase and 3-Staged

Supervision Phase

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Strengths and weakness of VSLAs

Strengths

Ability to deliver appropriate financial services in remote

areas marked by weak economic activity, on a sustainable

basis, and at low establishment cost.

The methodology is adaptable to local conditions and needs

and is transferable in almost any environment.

VS&LA can serve non-literate people as well as literate

people.

It does not need an expert and expensive staff to

implement and can easily be integrated into a non-financial

services programme

VS&LA have operating expenses close to zero, so that they

can afford to make extremely small loans VS&LA have an

excellent safety record i.e. there is minimum

embezzlement of group funds & loan loss –(Lock-boxes, key

holders and counters ensure a high level of transparency

investment in long-term activities)

VS&LA have operating expenses close to zero, so that they

can afford to make extremely small loans

The system of transactions is quick, simple and

transparent and ensure high returns on savings

Cultivates financial management culture

The action audit allows participants to acquire useful lump

sums of capital at a predictable time and invest them in

longer term activities

All sums paid by the VS&LA stays in the village, there is no

drainage towards a headquarter.

Weaknesses Loan amount is small

especially at the

beginning of the cycle

Loan period is usually

short and limits long term

investment

Loan funds are not always

available at appropriate

times

Core Principles in the implementation of VSLAs

Periodic Action Audit

Groups are expected to set a date in advance at which they will carry out the Action Audit,

and respect the date. Groups that do not want to begin again at zero after the Action Audit

may do a partial distribution, retaining enough money in the box to begin the next loan cycle.

The end of cycle principle in which the action audit is done as the group revisits it operation in

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terms of new membership, review of the savings value, revisit of the leadership performance,

bye-laws amendments, and gate the benefit of savings.

Independent Groups

Implementing Organizations are expected to train the groups in such a way that the groups

reach a point, within about 12 months, at which they need no further visits or support from

the IO. Thus all VSLA promoters must aim at building groups capacity to enable them become

self-sustainable and allow free VSLA methodology replication. Thus an SLA must grow through

the three phases, graduate and become independent.

Low tolerance of arrears

This aims at instilling a culture of saving among group members and ensuring that there is no

fund loss to defaulters.

All arrears should be publicly acknowledged in-group meetings, and, in general, the percentage

of borrowers in arrears should not be encouraged.

“Ring fenced” box

- No funds should enter or leave the box except in conformity with VS&LA best

practices

- Groups should not be targeted by on-lenders, no extraneous funds should be kept in

boxes, and VS&LA should not carry out-group IGAs with common funds from the

boxes.

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3.3 VS&LA Implementation

The objective of discussing VS&LA methodology implementation, was to enable the different

implementing partners demonstrate uniformity and common practice in the key aspects of

VS&LA operations.

The key aspects of VS&LA operations

VSLA target person; the characteristics of a VS&LA targeted client were discussed as;

Limited assets (collateral)

Rural based (Isolated from basic infrastructure)

Limited income opportunities

Limited savings mobilization opportunities

Poor social standing at community level (information)

Mainly illiterates.

People in conflict or post conflict and other places

Qualities of a good CBT Patient and tolerant

Need to have facilitation skills

Needs to be presentable

Time conscious

Should be social

Should be reliable (Quality)

Should have numerical skills

Self motivated

Needs to be flexible

Confidentiality

Trainable

Able to resolve conflicts.

Criteria of selecting a CBT

Resident of the community.

Knowledge of local language of the community.

Relevant skills e.g. facilitation and numerical skills.

Willing and able to learn new things.

Minimum level of education – senior four

Health (mental)

NB: The selection should be competitive not head hunting

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Community Based Trainers TOR (ref; Annex vii)

Motivation & reinforcement of a CBT The discussion concluded that a CBT should be motivated and reinforced basing on the

following:-

a) Work load (number of groups & clientele)

b) Quality of the groups.

c) Number of timely group graduations (action audits)

d) Clear terms of employment e.g a signed contract

e) Sufficient facilitation e.g transport (allowance/equipment)

f) Support supervision

g) Recognition

Effective and successful VS&LA implementation It was agreed that effective implementation of a VS&LA program must consider the

following;

The program rollout has to be done through phases to allow concrete understanding

and masterly of the methodology among groups

Effective monitoring of project activities is paramount for quality service provision

through supervision & support

Set bench – marks to facilitate efficiency and accountability among implementing

staff

Financial sufficiency of the implementing organizations is a prerequisite for

efficient service delivery

Technical capacity of the implementation organization ensures quality service

provision

Adherence to the tested VS&LA training manual ensures uniformity and compliance

to the tested VS&LA methodology

3.4 Implementation Approaches

The different implementing approaches used by different CARE International country offices

were discussed. The discussion aimed at widening the scope of the VS&LA implementers

towards the different options used focusing on the strengths and weaknesses of each. The

approaches discussed were;

Direct Implementation

Features of direct implementation were listed as;

- CARE implements the project itself among targeted communities

- CBTs are hired, facilitated, supervised & monitored by CARE

- CARE is responsible for quality control

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- CARE is also responsible for data collection and information management of the

implementation The Challenges of direct implementation include:

- High costs of operation

- Limited coverage & outreach

- Sustainability

- Community empowerment

- Program ownership

Use of Community Based Agents

Features of use of Community Based Agents/Village Agents were discussed as; CARE identifies, trains and mentors individuals from the targeted community

Builds the agents capacity for a specified period (project period)

CARE remunerates the agents for the project period then after clients & the

trainer agree on a professional fee

Beyond the project period new groups formed pay a training fee to the agent

Challenges of working through CAs include:

Hard to control quality-CAs are self supervised

Agents implement VS&LA as a side activity in their free time-compromising

efficiency

Accountability and performance

Low levels of outreach due to lack of targets

Hard to motivate & reinforce CAs

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Partnership Implementation

Partnership implementation features were discussed as below;

- Partners are locally based

- Partners express interest in the methodology

- CARE builds their interest of the methodology e.g on desk, exposure visits to other

VS&L implementing partners

Strengths of Implementation through Partnership

- Cost effective

- High outreach

- Coverage

- More sustainable & reliable

- Monitoring, support supervision & documentation

Challenges of Implementation through Partnership

- Uniformity /standardization

- Policies & procedures

- Founder syndrome

- Capacity gaps

3.5 Efficiency in VS&LA operations

In order to ensure quality in the promotion of VS&LA methodology, IOs were introduced to

the key aspects to efficiency in their operations.

- Ratio of field staff to total staff

- Caseload: Groups per CBT

- Case load: Individual clients per CBT

- Active clients per staff member

- Portfolio utilization

- Cost per client supported

- Average loan outstanding per group

- Average member savings/contribution to date

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3.6 Efficiency Benchmarks

Clients per Field Officer

Return on savings

Clients graduated per year/Field officer

Cost per client

Field officer to total staff

Average length of supervision period

Drop out rate (Associations ceasing to operate)

3.7 Partnerships in VS&LA implementation

Partnership was discussed to enable CARE and its partners articulate the nature of the

partnership to be undertaken by assessing more in depth the respective strengths and

weaknesses of the partner and the CARE country office. The discussion focused on the

following areas:

Rationale for Partnership

Local Presence and Reach

Synergy between Local and International

Sustainability

Strategic Shift from Delivery to Facilitator

Cost effectiveness

Matching competencies

Larger impact

Key Principles for Successful Partnerships

Shared mission, vision, common values and principles.

Accountability / transparency

Mutual respect

Recognition of each other strengths and weaknesses

Effective communication

Respect of mutual engagement

Given up power

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Different type of partnerships

- Strategic partnership

- Tactical partnership

- Sub-agreement relationship

- Capacity strengthening Other key areas discussed included; partner selection tool, partnership management,

institutional mapping and partners experience with CARE partnerships.

3.8 Experiences with CARE partnerships

Areas of appreciation Capacity building,

Close dialogue,

Transparency,

Accountability,

Coordination,

Shared reports,

Linkages and

Joint programming with partners.

Problematic areas Delayed fund releases,

Short term contracts,

Crush and rushed project activities,

Rigid policies especially in procurement & monitoring,

Delayed MOU signing,

Poor remuneration and

Lack of budget openness.

Recommended actions Need for flexibility (Review the policy),

Long term contract for effective impact,

Coordination meeting to be continued,

Transparency,

Timely release of fund visa-vi accountability,

Constant monitoring,

Proper remuneration of staff,

Proper monitoring of staff.

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3.9 VS&LA Frequently Asked Questions

The workshop participants raised questions that they have often faced either being directed to them

by the community or tingling on their minds in the process of implementation. These included:

Can VS&LAs be linked to other interventions like business training?

What kind of MIS do you use for the VS&LA data?

How can you simplify interest rate calculation?

How does one capture the different stages of the VS&LA groups?

What is the best strategy for sustainability of VS&LA programming?

What do you do with groups whose minimum saving value is so low?

How do groups deal with external funding

What next after VS&LAs? Where does the path end?

Who borrows from the social fund?

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4 Conclusion

This workshop was considered timely by the participants and provided a suitable

forum for participants, not only to understand and share areas of dilemma but

also find contacts for further discussion and ways of working together in the

implementation of VS&LA in their different programs.

By the end of the workshop, participants had a common understanding of key

issues in any VS&LA intervention. Although the ways in which each program

implements VS&LAs may vary by way of who does it on ground and their outreach

plan, there were key areas which, as a result of the workshop, will have

uniformity- the VS&LAs will have agreed upon periodic action audit, agreed upon

number of members, be independent from the implementing organization, have 3-

lock boxes and ensure that the issue of arrears in the groups are critical.

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5 Appendixes

5.1 List of participants

Name Organization Address/Contact

1. Arop Samuel CARE Uganda - Pader P.O. Box 187, Kitgum

2. Ameletum John

Robert

Karamoja Private

Sector

P. O. 48, Moroto

3. Bere aneno Lucy Church of Uganda Kitgum

4. Katalemwa Martin Karamoja Private

Sector

P. O. Box 48, Moroto,

Email: Karamojapsd@yahoo.co.uk

5. Patricia Nsiime CARE International Email Nsiime@careuganda.org

6. Kamaha W. Peter FURA-KASESE P. O. Box 544, Kasese

7. John Nakedde

Sempangi

Plan Uganda 126 Luthuli Avenue

P. O. Box 12075, Kampala

8. Segawa B. Ronance TOERUP Tel: 0782186108

9. David Oira Walter CARE International

Gulu S/O

Tel: 0772586629

10. ISSA Mohamed Voluntary Initiative

support Organization

VISO Gulu

Tel: 0772358242

11. Sarah Nabukeera Busia Private Sector P. O. Box 62 Busia

Tel: 077448812

12. Rebbeca Nyonyozi CARE International

CUHQ

P.O. Box 7280, Kampala

13. Amabe Felix CARE International

Arua

P.O. Box 239, Arua

Tel: 0752804985

14. Ivan Tumuhimbise CARE International

Kasese

P. O. Box 181, Kasese

Tel: 0772329204

15. Aloyo Harriet

Nyeko

International Rescue

Committee

P. O. Box 154, Kitgum

Tel: 0772493794

16. Okello David Ben International Rescue

Committee

P. O. Box 154, Kitgum

Tel: 0712601224

17. Toolit Godfrey International Rescue P.O. Box 154, Kitgum

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Committee Tel: 0772348913

18. Christopher

Musoke

DFID – FSDU chris@fsdu.or.ug

19. Oundo Lenard Sepspel (Busia) Tel: 0782516259

20. Lydia Tebekkanya Plan Uganda P. O. Box 210, Wobulenzi

Tel: 0772587822

21. Jacob R. Oporot Plan Uganda P. O. Box 42, Tororo

Tel: 0772621170

22. Mwanika Francis CARE International

Kabale S/O

P.O. Box 702, Kabale

Tel: 0772626677

23. Rev. Can. Nelson

Ongom

CARE International

Pader

P. O. Box 187, Kitgum

24. Tom Wa Bukomba

Maate

TOERUP – Kasese P. O. Box 568, Fort portal

Tel: 0752490951

Email wabukombimtom@yahoo.com

25. Apio Sarah Nancy VISO Tel: 0772640014

26. Oola Dam Odiya Church of Uganda P. O. Box 232, Gulu

Tel: 0772928212

27. Doris Akishule

Mugisha

CARE International

Kabale S/O

P. O. Box 702, Kabale

28. Piloya Harriet

Antonia

Church of Uganda P. O. Box 232, Gulu

Tel: 0772470103

29. Anyero Janet Gulu District Farmers P. O. Box 364, Gulu

Tel: 0782488777

30. Ojara George Gulu District Farmers P. O. Box 364, Gulu

Tel: 0782841180

31. Grace Majara

Kibombo

CARE International

CUHQ

P. O. Box 7280, Kampala

32. Late Lawson CARE USA EDU llawson@care .org

33. Mbauia Rebe FURA P. O. Box 544, Kasese

34. Judith Aguga CARE Uganda CUHQ P. O. Box 7280, Kampala

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Acomu

35. Elizabeth Okotch CARE International

Gulu S/O

Tel: 0772361592

okotchi@careuganda.org

36. Hannington

Sebaduka

CARE International

Kabale S/O

P. O. box 702, Kabale

Tel: 077459445

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5.2 Workshop program

Time Tuesday Wednesday Thursday

8:30 am-

10: 15 am

Official opening &

remarks

VS&LA methodology

Partnerships in VS&LA

implementation

MIS ctd

10:15 am-

10: 30 am

Coffee/Tea Break

10:30 am-

1: 00 pm

VS&LA Vs other

micro finance

approaches/services

(SWOT)

Partnership ctd

Recommendations

MIS

Recommendations

VS&LA best

practices and Core

principles

1:00 am-

2:00 pm

Lunch break

2:00 pm-

3: 30 pm

VS&LA

implementation

strategy (IOs)

Management

Information System

Recommendations

IIS report/findings

sharing

3:30 pm-

3: 45 pm

Coffee/Tea Break

3:45 pm-

5:00 pm

Implementation

strategy (CARE)

MIS ctd

CARE VS&LA product

growth & scale (goal,

vision & strategies)

Official closure

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5.3 Community Business Trainer Job Description

Directly reports to: Community Business Developer

Duty Station: IDPs Camp/ Sub county……………………….

Immediate Subordinates: None

Role: To mobilize, train entrepreneurs and monitor them as well as marketing all ……. economic

empowerment methodology

Key Result Areas

1. To mobilize and sensitize clients in order to enable them start/improve their IGAs and

incomes as per the training manual.

2. To train clients about SLA/SPM products in line with the generally accepted best practices

as stipulated in the training manual.

3. To assess the quality of groups in line with SLA methodology and best practices.

4.To monitor entrepreneur’s and groups’ portfolio in line with the business best practices and

performance indicators respectively.

5.Filling and keeping entrepreneurs’ and groups’ records and correspondence according to ……

guidelines.

6.To prepare weekly/bi weekly monitoring and monthly performance reports.

7.Mentor and train CBT trainees according to VISO policies.

8.To market all business development services products promoted by …… in line with its policies

and procedures

Qualifications

S. 4, S.6, & Diploma in a related field (may vary from organization to organization).

. Abilities and Personal Qualities

Ability to work with persons of diverse backgrounds.

Analytical capabilities

Ability to promote, organize and maintain groups.

Ability to form teams who can work together.

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Excellent human public relation skills.

Excellent Communication skills

Good Leadership skills

Creativity and initiative

Social consciousness Integrity and professional ethics

Problem solving skills

Level of Authority

Make recommendations on product and customer care improvements

Make recommendations on marketing and efficient delivery of services to

entrepreneurs

Recommend groups and entrepreneurs to …… management for enrolment and training

Key Relationships

Internally relate with all staff at the head office in day-to-day operations of the

area/IDPs camp assigned to him/her.

Externally relate with entrepreneurs/groups on a regular basis as far as quality of

services provided to them is concerned.

Specific Functions:

Supervision

To promote, train and supervise entrepreneurs/groups weekly.

Monitor and supervise the Executive Committees of each SLA Group assigned to you to

ensure weekly attendance, weekly savings, borrowing and loan repayment during the

intensive and development phases.

Make weekly/bi weekly visits to the entrepreneurs/groups under your supervision and

make recommendations.

Evaluation of SLA Groups/entrepreneurs

Evaluate groups for training and fill request forms for approval to beginning training.

Assist in the impact evaluation of SLA Groups members/entrepreneurs and their

performance in the project.

Activity Planning

Make needs assessment and demand measurement on business development services in

area of operation.

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Create and implement your work plan to facilitate the realization of the …… expansion

plan.

Network with other organizations and individuals to provide educational, health,

technical and any other non-financial services to the entrepreneurs/groups.

Training Training of new Community Based Trainer Trainees when called upon.

Present the initial sessions and ongoing SLA Group training following the SLA

methodology.

Train all executive committee members in their respective roles to successfully

administer their SLA Group according to the methodology.

Identify training needs of the SLA Group under your supervision and assist in the

implementation of necessary ongoing training for the increased performance of the

group.

Supervise and evaluate Community Based Trainers Trainees as a Mentor Community

Business Developer as assigned and submit periodic evaluations as requested by the CBT

Supervisor.

Communications

Maintain constant communication within assigned groups/entrepreneurs.

Attend Weekly/Bi-weekly Community Based Trainer’s Meetings.

Reporting and Controlling

To provide a written monthly progress/status report to the Supervisor and identifying

new groups/entrepreneurs mobilized, trained and other issues that arise during the

month including entrepreneurial problems or superlative activities. Also to be included

is to be a case study of one entrepreneur and group per quarter.

Customer Care

Being sensitive to entrepreneurs needs with out portraying a negative image of ……

without compromising policies.

Establishing entrepreneurs needs and presenting them to the management team

Serving …… entrepreneurs with a smile.

I__________________________________________as an employee of …….acknowledge

that I have read the Job description of the Community Business Developer the job that I have

been employed to do.

_________________________________ _____________________

Employee’s Signature Date

25

25

Acknowledgment of Receipt

_____________________________________ ______________________

Supervisor’s Name and Signature Date

__________________________________ _______________________

Human Resources Department/C/M BOD Date