Ia report

AN INFORMATIVE STUDY

Center for Community Transformation 6 July 2015

Mission To see communities valuing the habit of savings, engaged in growing and sustainable economic activities, developing financial stewardship, building their own assets and growing together in relationship with God, self, others and the rest of creation.

Evaluating the Savings and Credit Association

2 SCA INFORMATIVE STUDY

Acknowledgment This report is a product of the work of the Center for Community Transformation (CCT) Savings and Credit Association (SCA) team. Thanks goes to Maria Isabel Naranjo for assisting the design of the evaluation and survey, and to Malu Garcia, Luzvinminda Lazo, Goldialou Valdellon and all the SCA staff who participated actively and provided helpful input in the planning of the evaluation and preparation of this report. Special thanks goes to the Regional Coordinators and the Core Facilitators who oversaw survey and data collection in their regions, the volunteers who conducted the survey interviews, and the members who patiently provided the information that makes this report. Thanks also go to the scholars who volunteered as surveyors in Payatas, to Maricar Santiago for translations at short notice, and to Pastor Jun Gonzagas and Raineer Chu for providing useful contacts. Gratefulness is also extended Ruth Callanta and other CCT program staff for offering structured feedback and providing field support where needed.

Additionally, HOPE International, partner to the SCA Program, has been an invaluable source of expertise, guidance and support during the entire process of the study. Thanks especially to Josiah Meneghni and Josh Meyer of the HOPE staff.

Finally, ‘not by might, not by power, but by my Spirit’ has this study been accomplished. To God be the Glory.

SCA INFORMATIVE STUDY 3

ACRONYM S

CF Core Facilitator

CCT Center for Community Transformation

IGA Income generating activity

RC Regional Coordinator

SCA Savings and Credit Association

VF Volunteer Facilitator


T A B L E O F C O N T E N T S

List of f igures & tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

1. Introduction .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 1.1 Background to CCT & SCA Program ............................................................................................................ 9 1.2 About the study ............................................................................................................................................. 9

2. Evaluation Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 2.1 Evaluation Design ......................................................................................................................................... 10 2.2 Survey sampling ........................................................................................................................................... 10 2.3 Survey Design ................................................................................................................................................ 11 2.4 Data collection and management .............................................................................................................. 11

3. Main Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.1 Respondent and household information ................................................................................................... 12 3.2 Program Impact on Targeted Objectives .................................................................................................. 13 3.2.1 Accumulating and mobilizing savings .............................................................................................. 13 3.2.2 Economic, spiritual and social transformation ............................................................................... 15 3.2.3 Linkages and Integration ................................................................................................................... 22 3.3. Assessment of Program Implementation ............................................................................................... 24 3.3.1. Methodology Compliance ............................................................................................................... 24 3.3.2. Quality of leadership ........................................................................................................................ 25 3.3.3. Future sustainability ........................................................................................................................ 29

4. Summary of f indings and recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 4.1. Summary of impact on targeted objectives ............................................................................................ 30 4.2. Recommendations ..................................................................................................................................... 31 4.3. Practical initial steps ................................................................................................................................. 33


LIST OF FIGURES & TABLES

Table 1: Adult and Children Respondents per Area…………………………………………………………………………….10 Table 2: Gender Distribution……………………………………………………………………………..………………………………12 Figure 1: Ages of Respondents…………………………………………………………………………………………………………..12 Figure 2: Civil Status of Adult Respondents……………………………………………………………………………………….12 Figure 3: Children of Adult Respondents……………………………………………………………………………………………13 Figure 4: Membership Growth in 2015……………………………………………………………………………………………….13 Table 3: Poverty Sectors…………………………………………………………………………………………………………………….14 Figure 5: Habit of Saving…………………………………………………………………………………………………………………..14 Figure 6: Use of Savings for Adults……………………………………………………………………………………………………15 Figure 7: Use of Savings for Children……………………………………………………………………………………………….…15 Figure 8: Children Decision Making……………………………………………………………………………………………………16 Figure 9: Sources of Income for Adults……………………………………………………………………………………………..16 Figure 10: Loans in the Past Year………………………………………………………………………………………………………..17 Figure 11: Fund Utilization Rate………………………………………………………………………………………………………….17 Figure 12: Business Development Training………………………………………………………………………………………….17 Figure 12: Spiritual Impact on Adults…………………………………………………………………………………………………18 Table 4: Spiritual Impact on Respondents………………………………………………………………………………………….19 Figure 14: Spiritual Impact on Children………………………………………………………………………………………………19 Figure 15: Outreach to Guardians of child Members……………………………………………..…………………………..20 Figure 16: Outreach to Children of Adult Members……………………………………………….………………………….20 Figure 17: Community Impact……………………………………………………………………………………………………………21 Table 5: Orientation on CCT Credit Cooperative………………………………………..………………………………………22 Figure 18: Integration with CCT Credit Cooperative……………………………………………………………………………22 Table 6: Desire to join CCT Credit Cooperative……………………………………………….………………………………….23 Figure 19: Integration with CCT Services……………………………………………………………………………………………23 Figure 20: Compliance with 6Ws………………………………………………………………………………………………………24 Figure 21: Handling of Group Money……………………………………..……………………….…………………………………24 Figure 22: Meeting Attendance…………………………………………………………………………………………………………25 Table 7: Effect of Meeting Attendance on Spiritual and Community Impact………………………………………25 Figure 23: Group Leader Training………………………………………………………………………………………………………25 Figure 24: Conflict Resolution……………..……………………………………………………………………………………………25 Table 8: Effect of Group Leader Training on Spiritual and Community Impact………..…………………………26 Figure 25: Facilitator Training……………………………………………………………………………………………………………26 Table 9: Effect of VF Quality on Impact………………………………….…………………………………………………………27 Figure 26: Plans After Savings Cycle…………………………………………….……………………………………………………29


EXECUTIVE SUM M ARY

The Joseph Ministry, or Savings and Credit Association (SCA) Program is another strategy of CCT to serve the urban and rural poor communities throughout the Philippines in pursuit of its desire to see changed lives, strong families and transformed communities centered in the Lordship of Jesus Christ.

The SCA Program was started in 2011 in partnership with HOPE International, with an aim to develop savings and credit associations in among impoverished communities in the Philippines. Its objectives are to see (I) community members accumulate and mobilize savings (II) community members experience economic, spiritual and personal transformation (III) group members integrated into other CCT ministries and services. To date, the SCA program is implemented in 153 branches nationwide and currently serves over 39,000 community members.

An informative evaluation study of the program took place between February and March 2015. The study looked at the achievement of program impact on targeted objectives, and drew learning from observed differential impacts. It also analyzed the quality of program implementation and compliance to methodology, and whether that had any implications on impact levels. Based on the findings, combined with coordination of input from community members, volunteer facilitators, field staff and program heads, a series of recommendations were developed to inform the SCA Program’s process of moving forward.

The findings indicate that the SCA Program has brought about meaningful impact on the lives of its members. The significant progress in towards reaching its targeted objectives in its 3 years is highly commendable. Moving forward, there remains exciting potential for greater impact and replication of current successes in each of the targeted objectives, especially in economic growth, spiritual transformation and community impact.

Overall, the program has effectively reached a large and diverse range of community members, from children to the elderly, and across various poverty sectors. It is especially strong in engaging women (80%), particularly housewives and small business owners; and membership is growing consistently at a monthly rate of 4%. Conversely, the program has been less effective in reaching out to men, youth, out of school children, and other religious groups such as Muslims (1%).

The program is effectively meeting its objective of helping members to accumulate their savings where they might not have done so before. 85% of adult and 73% of children respondents indicated saving frequently and regularly at an average monthly amount of 279 PHP.

Results show that the program has largely enabled members to mobilize their savings for consumption purposes (83%). Adults spent mostly on family consumption (37%) and education (35%). Unsurprisingly for children, the most common expense was on educational needs (50%). However, the program has been less effective in encouraging members to invest their savings in productive assets (25% for adults and 2% for children). This is low especially as there is a large potential for members to save for productive assets – 37% of adult respondents have no income source while 34% are engaged in micro-enterprise and livelihood.

While fund utilization rates are low, a large percentage of respondents took loans in the past year (whether in SCA or outside), majority of which used it productively and did not have issues with repayment. This suggests the reliability and potential of members to engage in loans in the SCA.

However, the program has not managed to capitalize on the accumulation of savings and potential to borrow in assisting members with business development. Only 6% of respondents


had received any business development training from CCT and 26% from other organizations. The study reveals a largely common desire of members to receive more assistance from CCT in income generating and livelihood activities, whether it is training or other forms of support.

One of most encouraging impacts of the program is its effectiveness in sharing the gospel and facilitating a better understanding of the Word of God and closer relationship with Christ. 78% of adults and 66% of children indicated at least hearing and understanding the Word of God, coming to know Christ, or drawing closer to God. Building a firm spiritual foundation is basic in achieving spiritual transformation. The study looked for demonstrations of spiritual activity as indicators of deeper discipleship and spiritual change. It found that while evidence of active spirituality was not prevalent, the program had made small steps that should not be overlooked. 31% of adults and 14% of children had indicated spiritual activity such as joining and participating in a local church or engaged in elements of discipling others, while 27% of adults and 18% of children had shown tangible personal change such as improved behavior, language use or abandoning certain vices/addictions. It is recommended that the program look at ensuring key inputs to further facilitate deeper discipleship and active spirituality.

Findings revealed that the program had largely helped members to better interact and relate with their community members, overall improving family and community relationships. However, the program had yet to give members a vision for their community and stimulate them to be agents of change and transformation. While 81% of adults had indicated stronger and improved community relationships, only 40% had become more aware of concerned with community issues, and 8% had become more involved in community activities. As with spiritual impact, the program should make sure sufficient and effective inputs are in place to catalyze and encourage active community engagement in members.

Integration of the SCA program into the wider CCT network has yet to be uniform and extensive across the regions. Linkages with CCT Credit Cooperative remains the largest extent of integration, while health and insurance are the most commonly linked service to SCA members. Even so, only 35% of adult respondents had received an orientation of the Cooperative, and reasons stated for a lack of desire to join the Cooperative largely centered on uncertainty and fear usually stemming from a lack of understanding about how the Cooperative could benefit them. Additionally, only 20% and 10% of adults had accessed health and insurance services respectively.

The quality of leadership and compliance with methodology was found to also be varying across groups. Standards of quality and compliance were found especially lacking in the 6Ws and in group leader training. 37% of adults and 21% of children stated doing all 3Ws (Word, worship & work) consistently in meetings, and only 23% of adult and 11% of children group leaders had been trained. Findings suggested that this had significant implications on levels of impact, with the quality of volunteer facilitators as an especially contingent to greater impact. For example, a consistently higher percentage of respondents who stated at least 3 of 4 main responsibilities being performed by their volunteer facilitator were found to indicate spiritual and community impact than respondents who did not state that their facilitators performed any of the activities.

Finally, a lack of clarity and vision for future steps on the part of members, volunteers and staff may provide constraints on the sustainability and scalability of the program. Majority of the members stated that they would continue on in the savings group after their current cycle (60%), a desire that was found to often stem from a lack of idea or vision about what other options they might have. Moreover, the program does not currently have a planned management capacity to either sustain larger numbers of members while continuing to grow, or a structured framework of helping


members graduate to other formal institutions or gain independency so as to allow room for more growth.

These findings point to a number of implications in moving forward:

• To improve reach to youth, especially those out of school, and additionally ensure larger impact among the younger population, curriculum materials and methodologies should be better catered to them and uniformly applied to ensure quality.

• Currently the extent of material impact has not extended largely to greater income smoothing and economic growth. Providing at least a basic and uniform level of income generating and livelihood assistance may both equip staff and volunteers to help members grow in this area, and empower members to achieve greater economic advancement

• To give greater clarity into the future of the program, and ensure capacity for sustainable growth, a graduation model or stage of progression framework should be formed with the coordination of input from staff and members.

• Key inputs for ensuring deeper discipleship and spiritual transformation evident in action should be put in place. There should be proper planning and allocation of the Spiritual Integration budget.

• Good leadership is critical in driving higher impact and program success, and thus better monitoring to guarantee compliance with group leader and facilitator trainings should be implemented, alongside with monitoring of regular group compliance with methodology. Increased emphasis and efforts in developing and investing in leaders may lead to a better quality of leadership and hence improved compliance and greater impact in groups.


1 . INTRODUCTION

1.1 Background to CCT & SCA Program

CCT is an organized Christian response against poverty and social injustice. The SCA Program is one of its strategies to see transformed communities in the Philippines. The SCA Program operates through partnerships with various institutions (churches, NGOs, schools, community officials) and individuals to develop biblically based savings groups among community members. Partner program implementers are called Volunteer Facilitators, and report to Core Facilitators, CCT staff who oversee a specific region.

At the start of the study, the program consisted of a Program Head, Deputy Manager, 2 Regional Coordinators, 22 Core Facilitators (1 with dual responsibilities in CCT), 1 Facilitator Assistant, and 484 Volunteer Facilitators. During the study staffing changes occurred and there are currently 21 Core Facilitators (2 with dual responsibilities). At the time of this report there are 667 Volunteer Facilitators and a total outreach of 39,924 savers and 1,736 groups.

1.2 About the study

This study was developed in order to gain insight into the impact on the lives of the participants since the program’s inception in 2011. Due to time and resource constraints, and other limitations, we refrain from referring to the study as an ‘impact evaluation’.

The objectives of the study were:

• To determine, and celebrate, the impact of the SCA Program on the lives the members and their households and community, with regard to the program’s achievements of targeted objectives and effectiveness in doing so.

• To provide useful lessons for planning the sustainability, scalability, and improvement of the program.

Through administered surveys, key informant interviews and focus group discussions, the study aimed to answer the question: Is the SCA program effectively implementing its methodology so that community members and households (i) are able to accumulate and mobilize savings (ii) experience economic growth and demonstrate spiritual and personal transformation (iii) are integrated into other CCT ministries and can access other services for holistic development? Based on the findings, a set of key recommendations is then explored.

The specific objectives of the program are:

• Community members are able to accumulate and mobilize savings

• Community members & households (the larger community, not limited to group members) experience economic growth, and demonstrate spiritual and personal transformation

• Group members and households are integrated into other CCT ministries and are able to access other services for holistic development


2. EVALUATION M ETHODOLO GY

2.1 Evaluation Design

A mix of quantitative and qualitative methods was used to collect the data from which results and impact were measured.

Surveys were administered among selected members of savings groups. Key informant interviews were conducted with selected savings members, group officials and Volunteer Facilitators. Focus group discussions were facilitated with savings groups and Volunteer Facilitators.

2.2 Survey sampling

Out of 26 areas managed by Core Facilitators, the team purposively chose 10 areas spread across the three regions of the Philippines (Luzon, Visayas and Mindanao) where the program was already well established (2-3 years). A mix of weaker and stronger branches was chosen.

The Lot Quality Assurance Sampling (LQAS)1 was used to determine the sample. Stratified sampling was adopted for different levels: 19 groups from each area were randomly chosen, and 5 members were randomly chosen from each group. A sample size of 19 provides an acceptable level of error for making management decisions, while samples larger than 19 do not result in significantly increased statistical precision.

A total of 195 groups and 691 group members from 25 cluster branches/branches in 10 areas were surveyed, 403 of which were adults and 288 children. 2

Table 1: Adult & Children Respondents per area

1 More information on the LQAS may be found in the Evaluation Study (ES) file. 2 Please see ‘Respondent Database’ file for a list of respondents.

Area # Of Adult respondents

# Of Children respondents

Bohol 67 28 General Santos 38 64

Cabanatuan 28 22 Laguna 71 23

Palawan 50 33 Surigao 46 31 Payatas 31 24

Rizal 35 0 Abra 37 33

NCR South 0 30 TOTAL 403 288

Difficulties and Limitations related to sampling and data collection include:

• Stratification among adult and children (below 18 years old) groups was not used, although on hindsight stratification would have been useful as (i) the surveys administered for adults and children were slightly varied (ii) the ratio of adult to children members between areas were significantly different (some areas were significantly either child or adult dominated).

• Group databases (that is, lists of groups and members) in each area had not been updated and maintained. Hence many randomly selected groups had either ceased to exist or had other issues that prevented the possibility of surveys, and had to be replaced with further randomly selected groups. In the future more time should be given to ensuring the accuracy of monitoring data.

• A particular problem on the field was the unavailability of selected members: (i) large number of respondents were not available or present for the survey interview even after several visitations (ii) some schools were on holiday and thus respondents were likely to be out of town (iii) some partner organizations refused to allow the groups they facilitated to participate in the survey.

• Often, further random selection was undertaken to replace these members. Occasionally convenience sampling was used in the field to make up for unavailable members. However, due to time and resource constraints, not all areas (Rizal, Payatas, NCR South) were able to fulfill their targeted number of surveys. As most of the surveying had to be completed in the month of March, more time allocated to data collection would have been useful.

• A large number of surveys in Cabanatuan had to be disregarded as teachers of children respondents were mistakenly interviewed instead of the children’s guardians.

• Missing, misunderstood or inaccurately recorded data was usually excluded from the analysis, and thus some answers in percentages may not total 100%.


2.3 Survey Design

Two surveys were designed, one for adult group members and one for children members. They were slightly varied; the children survey required the presence of a guardian during the survey, and included a section targeted at the child’s guardian.3

They surveys were not self-administered and required a one-to-one interview approach. Consent of members was requested and surveys were confidential.

The survey was piloted in Muntinlupa branch, discussed among key staff, and re-designed before being fully implemented across the areas.

2.4 Data collection and management

In total, 66 volunteers were recruited to conduct the surveys.4 Volunteers were diverse and included: Volunteer Facilitators, CCT staff, community volunteers, pastors, church members and college students. A set of requirements for recruiting volunteers was applied.5 Core Facilitators of the 10 selected areas supervised and managed data collection in their specific region. They thus handled the recruitment and management of the data collection team, and facilitated field operations, with assistance from the evaluation team.

Core Facilitators were trained by the evaluation team. Volunteer surveyors were either trained by the evaluation team or by their supervising Core Facilitator. Sets of guidelines for training volunteers and for the interview process were developed. 6

In the future, the quality of data collection can perhaps be improved by having a main training team, so that training is more uniform and quality of data collection better ensured.

Surveys were administered through house-to-house visitations, or through branch gatherings. Surveys took an average of 27 minutes to administer for adults and 23 minutes for children.

Collected data was encoded in the Excel program, cleaned, and analyzed; qualitative answers were translated from Tagalog and other dialects into English.7 Qualitative follow-up through interviews and focus group discussions were performed to supplement the analysis of survey results. These were held with group members, group officers and volunteer facilitators.

Results will be shared through reports and presentations to the SCA staff team and relevant stakeholders.

3 Please see ‘Adult survey’ and ‘Child survey’ for examples of the surveys 4 Database of volunteers 5 Please see document for recruiting volunteers. Include 6 for missing. 6 Please see for guidelines. 7 Please see for encoded data


3. M AIN FINDINGS

3.1 Respondent and household information

3.1.1 Gender

Females made up the significant percentage of respondents, although there was a more equal distribution of gender among children.

Table 2: Gender distribution

3.1.2 Age

Figure 1: Ages of respondents

Most of the adults were below 40 years old, while most of the children fell between 5 – 11 years old. A very small percentage of adults were in the older range, especially above 60 years old, and youth formed a low percentage for children respondents.

3.1.3 Civil Status

Most of the adult respondents were married (64%), while 17% were single and 11% were not married but living with a partner.

Figure 2: Civil Status of Adult respondents

Adult respondents

Children respondents

Female 80% 60% Male 19% 39%

30%

< 30 years 30 - 40 41 - 50

28% 20% 13%

51 - 60

8%

> 60Adults

2%

< 5 5 - 8 years 9 - 11

33% 28% 25%

12 - 15

11%

16 - 18Children


3.1.4 Household make up

75% of adult respondents have children. The average number of children respondents have is 3.

Figure 3: Children of adult respondents

3.1.5 Education

Most of the children respondents are receiving education. 82% of children respondents attend school everyday, 8% attend school often or sometimes, and 8% do not attend school.

Overall, the program is doing well in serving the female and young children population, although it could have a greater reach towards men, as the head of the household, and youth, particularly out of school youth and children, who might benefit more from the program.

3.1.6 Religion

The study found that the religious make up of the respondents were mostly Christian (58%) and Catholic (35%), with 1% being Muslim and 1% Iglesia ni Cristo.

3.2 Program Impact on Targeted Objectives

3.2.1 How well are community members able to accumulate and mobilize savings?

The study found that the program has a consistently growing outreach to community members.

At the time of this report, the SCA Program has a total outreach of 39,924 group members spread across over 153 branches in the Philippines and across 14 poverty sectors. Additionally, the program is growing at an average rate of 4% per month with a retention rate of 97%8.

Figure 4: Membership Growth in 2015

8 Average over a period of 6 months

Membership Growth

JAN MAY

34,629

39,924

75%of adults

have children


Table 3: Poverty Sectors

Poverty Sector Groups Members

Fisherfolk

Scavengers

Transport services

Itinerant vendors

Small miners

Informal Service Workers

IPs

Teachers/staff

Landless agricultural workers

Trading and retailing

Housewives/men

Church workers

Vulnerable women

Street dwellers

The program has a largely positive impact on members’ ability to accumulate savings.

Currently, the program has 11,124,196 PHP in savings. The average savings per member is 279 PHP.

85% of adults reported saving either weekly, bi-weekly or monthly, while 12% reported saving only whenever they had the money to do so (e.g. receiving salary/income) or infrequently or rarely. This percentage was slightly lower but still high for children respondents – 73% reported saving either every day, weekly or bi-weekly, while 24% saved infrequently.

Figure 5: Habit of saving

Frequency of savings decreased in the 3rd year or more of membership for both adult and children respondents, with a greater percentage of them saving either monthly or infrequently. Further study could be done to understand this trend.

Whether members were able to mobilize their savings is looked at under the following targeted objective.

73%children

save frequently

85%adults

save frequently


3.2.2 In what ways have community members been able to experience economic, spiritual and social transformation?

The SCA program has largely enabled group members to mobilize savings for consumption purposes. 83% of adults and children were able to use their savings for consumptive assets. Family and children related expenses were the biggest use of savings for adults (37%), followed by education (35%) and leisure (20%). As expected, education was the main spending of children (54%), followed by clothes (30%) and leisure activities (22%). It may be interesting to conduct further study into whether there has been any significant impact on education, such as increased spending on education and increased attendance or enrollment of school.

Figure 6: Use of Savings for Adults

Figure 7: Use of Savings for Children

The significantly large percentage of spending on leisure by children and adults can usually be attributed to Christmas and birthday expenses (parties & gifts), both of which are important festivities in the Philippines. For children, many of them stated buying toys or snacks, and spending their savings on eating at Jollibee (a popular fast food chain).

The percentage of children who indicated making decisions on savings usage themselves increased correspondingly with age. 12% of children aged 8 and below made savings decisions on their own, without any involvement from adults, compared to 54% of those aged 12 – 18. This could have

Consumption Productive Emergencies

37%Family & child-related

needs

35%Education

20%Personal/leisure

17%Health

16%Housing

12%Clothes2%

Life Cycle2%

Church

Gro

up

3%

23%Personal

ADULTS

ConsumptionProductive/For parents Emergencies

54%Education

30%Clothes

22%Personal/Leisure

6%Health

Pers

onal

2%

11%Parents

CHILDREN

2%


implications on which age group benefits more from learning financial stewardship and management, and hence have influence on the program’s target population focus.

Figure 8: Children Decision Making

Although members were largely able to use savings for consumptive assets, a much smaller percentage used their savings for productive assets.

The study showed that only 25% of adults had invested their savings into starting, expanding or improving their personal or group business, or into other productive assets including livestock or job-related expenses (such as job hunting). For children, only 2% had invested in productive assets while 11% of respondents reported either giving their savings to their parents for family use (including family investments), or helping their parents make purchases like rice.

There is great potential for members to invest their savings productively: 37% of adult respondents reported a lack of income source, while the largest income-generating source was from micro-enterprises or livelihoods.

Use of savings to help families cope with risk, such as emergencies, was also less utilized, with 14% of adult respondents reporting such usage and 2% of children.

Core Facilitators desired to see their members use their savings more productively, but felt under equipped to provide advice and guidance to groups in this aspect:

“What I always see is that members are able to accumulate a big amount of savings, but when it is time for share-out, they will withdraw and just spend it! Why not use the group savings to start a group business instead? But I don’t know how to tell them and help them with this, because I don’t know much about business.” (SCA Core Facilitator)

< 8 years old 9 - 11 years old 12 - 18 years old

12%

23%

54%

% children who made savings decisions

independently

37% 34% 29%

Micro-enterprise/livelihood

No income

Trading & retaling (4%)Informal service (8%)Transport (2%)Employed (11%)

Source of income

Figure 9: Sources of Income for adults


Fund utilization remains low for the SCA program, but there are promising signs of growth.

50% of adult respondents had taken a loan in the past year, but only 19% had taken a loan from an ASCA group. The rest of the members took their loans from other MFIs or organizations (14%), individuals (8%), and others such as moneylenders/CCT Credit Cooperative.

Currently, the SCA program consist of 8% ASCA and 1% ROSCA groups, which is much lower compared to other HOPE SCA Programs, such as in

Rwanda where majority of the groups are doing ASCAs and ROSCAs (>80%). Overall fund utilization is currently at 44%, however, majority of the utilization is concentrated in Cavite region, where there are several strong ASCA groups.

Some indicators point towards promising growth and potential in this area.

A larger percentage of members used loans productively (41%), compared to the use of savings. Only a small percentage of members who had taken loans reported difficulty in repayment (19%), suggesting the reliability of members to handle ASCAs and potential to advance towards formal linkages.

The most commonly citied difficulty in loan repayment was irregular or poor income, or complete lack of income. However, most of the claimed difficulty originated from members who had used their loans for consumption spending rather than productive usage.

Additionally, overall fund utilization has grown from 18% in January to 44% in May.

Figure 11: Fund utilization rate

The study found that the SCA program had not gained much ground in providing additional business development assistance to members.

33% of adult respondents had received additional business development training. 6% had received the training from CCT, and 26% from other organizations (although the SCA program does occasionally link members to receive trainings from other organizations).

0%

20%

40%

60%

Fund utilization rate

Jan May

Figure 10: Loans in the past year

% received additional

business develoment training

26%

Other orgs

6%

CCT

Figure 12: Business Development Training


The study looked at whether members who had invested savings in their businesses had continuing (that is, existing) businesses. For members who had also received some form of business development training, all reported continuing businesses. However, for members who had never received any form of additional business training, 13% reported discontinued businesses.

While the study did not look extensively into this area (such as how well businesses were performing), this result provides an initial suggestion that additional business training might be economically beneficial for members with enterprises.

Key informant interviews and focus group discussions suggest enthusiasm for greater enterprise and livelihood assistance. When asked what suggestions members had for improvement in the SCA program, 16% specifically requested opportunities for further IGA or livelihood assistance (3rd most common suggestion):

“[The program should] include free livelihood training so that we can create additional sources of income” “[The program should] help the group have additional sources of income”

Other members were dismissive of further training:

“We already receive lots of training [from DWSD, TESDA]. Our business is failing because there is no one to buy our products. We want a consultant to help us market our products.”

Further study needs to be done to have a better idea of whether trainings are effective, what kinds of trainings are the most beneficial, and to explore other forms of business/livelihood assistance.

The study found that the SCA program has made significant progress in bringing members to Christ and helping them to develop spiritually and personally. 78% of adult members stated that they (& their household) had experienced spiritual development through the SCA program in one or more of the following forms: hearing and understanding the word of God (66%), coming to know about or professing belief in Christ (30%), drawing closer in relationship with God (45%).

These elements are foundational first steps in creating disciples and it is thus a substantial result and encouraging indicator that the program is moving in the right direction.

The study then looked for evidence of deeper discipleship through demonstrated spiritual activity and found that the program had yet to reach similar growth in this area. Findings revealed that 31% of respondents demonstrated indicators of deeper spiritual discipleship9, such as joining a local church (7%), participating in church activities (9%), learning to share the gospel/testimony to others (15%), and learning elements of discipling like teaching the word of God (7%).

27% of respondents indicated demonstrating personal transformation such as giving up on certain bad habits or vices like drinking or

9 These indicators have been developed by the CCT SI department and are used as measures for all programs.

31% 27%78%Experienced spiritual

growth and developmentDemonstrated

spiritualtranformation

Demonstratedpersonal

transformation

Adults

Figure 13: Adult Spiritual Impact


gambling (4%), being more aware or conscious of language used like cursing (15%), and improved behavior, attitude or perspective on life (18%).

Table 4: Spiritual Impact

Spiritual Impact Indicators Adults Children Heard & Understood Word of God 66% 52% Came to know Jesus as Lord and Savior (personally & household)

41% 28%

Became closer to God 45% 33% Joined a local Christian church 7% 5% Joined and participated in church activities 9% 8% Learned to share testimony/gospel to others 15% 5% Learned to teach Word of God 7% 1% Gave up on vices (drinking/gambling) 4% 0% Became more conscious of language used (swearing) 15% 9% Improved behavior/attitude/life perspective 18% 7% No change or impact 2% 3%

Demonstrations of spiritual activity may be some of the best signs of real spiritual transformation. These results suggest that the program has made progress towards achieving deeper spiritual change, although it has yet to be extensive and widespread. It might be helpful to identify whether the key inputs the program currently has in place is sufficient and effective in ensuring that spiritual growth continues into more profound and real discipleship.

Members requesting for more spiritual integration activities suggested:

”I would like deeper study into the Word of God.” “[I would like] to have deeper understanding of the Word of God.”

Spiritual impact among children performed slightly lower than adults on every indicator, although this may partially be attributable to children being less verbal and eloquent during surveys. 66% of children respondents reported an impact of one or more of the indicators of experiencing spiritual change, while 14% and 18% of them affirmed indicators that demonstrated spiritual transformation and personal transformation respectively.

A desire of many staff and volunteers is for the program to be better catered to children, as the original SCA methodology and curriculum were designed for adults.

“We would like bible study materials with pictures and stories for our children and youth groups, to help facilitate our Word sessions” “We should have a sports program for youth, and more outreach to students”

14% 18%66%Experienced spiritual

growth and developmentDemonstrated

spiritualtranformation

Demonstratedpersonal

transformation

Children

Figure 14: Children Spiritual Impact


The SCA program, aligned with CCT’s vision, aims at transformation in the entire community as well as in groups and individuals. Communities may be geographical (barangays), organizational (schools, churches), poverty sectors, or other clusters.

The study looks mainly at how the SCA program is achieving community transformation through (III) Group members as agents of change in their family and household unit, and community.

The study found that the SCA Program has been able to encourage family members of group members to also join the program, but there is still large potential for greater impact in this area.

Figure 15: Program outreach to the parents/guardians of child respondents

For the 288 children respondents, 237 parents and guardians were surveyed. In total 33% of the parents and guardians were also members of the SCA program, and 7% of them had joined following the child saver. This highlights that while a sizeable percentage of the family members of children savers are reached, most of them had either already been members or joined at the same time as the child.

Of the guardians who were not SCA members, 35% of them stated that they did not save regularly and 49% of them stated that they would like to join the SCA program. Additionally, 37% of the parents and guardians are Christian, while a majority of them are Catholic (55%).

Leveraging children groups as a way to reach out to their parents or guardians and increase impact for the entire family unit is thus still a large and at present mostly un-tapped potential.

Figure 16: Program outreach to the children of adult respondents

Parents/guardians are SCA members

Not SCA members

7%

Joined the SCA

following the child saver

33%Of the non-SCA members,

35% do not save regularly

49% would like to join the SCA

Children are SCA members

Not SCA members

29%Joined the SCA

at the same time as their parents

49%12%joined following

their parents

7%Were members

before their parents

Community transformation can be achieved through: (I) Saturation of communities with savings groups (II) Economic trickle or spread effect (III) Group members as agents or catalysts of transformation.


The study found that adult respondents were more likely to engage their children in savings than vice versa. For adult members with children, 49% of them had at least one child in a savings group. 29% of the children joined at the same time as the adult respondents, while 12% of them joined following the parents. For both adult and children members, however, there remains a sizeable potential for their family members to be engaged in the program.

The SCA program has greatly helped to facilitate improved interaction and relationships of group members with their family, savings group and community members.

81% of the adult respondents agreed that their participation in the program has resulted in improved community relations such as: gaining more friends in the community, developing closer relationships with their family and community members, especially those in their own group and having a better ability to interact, cooperate and empathize with members of the community.

These are encouraging results as relationships form the base of community and are thus the key foundation to a close-knit society and overall community transformation.

However, the study found that such improvements in community relationships have yet to translate very effectively to active community involvement and participation or other tangible actions demonstrating change. As with spiritual transformation, the program seems to have brought about change in community relations but not yet to a deeper stage indicated by action taken.

40% of adult respondents stated that through their participation in the program they had become more aware of or concerned with happenings in the community, and only 8% of them had become more involved in community activities. 7% of respondents stated that they had not experienced any impact relating to change in the community or their relations with it.

Key informant interviews with savers and focus group discussions with group leaders revealed that many members had not seriously thought about or considered the impact they themselves or their group could contribute to the community. For example, when group leaders were asked what activities their group could do to contribute to the community, many had difficulty in answering, as they had not previously given it thought. In one informal interview with a group, members were asked about areas where they would like to see change in their community. They responded that their community was perfectly fine and healthy, even though there was an evident presence of gambling and cock fighting close to the group’s meeting place.

However, a commonly cited desire to see more community members participate in the savings program is an encouraging sign that members are growing to be more concerned and willing to introduce change in their community.

“Recruitment of members should be improved.” “There should be more zeal in reaching out.” “CCT should put up a tarpaulin [in the community] about it so that others can be aware of it”

Figure 17: Community Impact


Findings thus reveal that while group members have experienced and grown better community relationships, they have not been developed as of yet to take initiative and leadership in driving community change. Additionally, first guiding group members’ mindsets might be an essential primary step in developing them to be change agents in their community.

3.2.3 How effectively has the program been ensuring group members’ overall integration into the CCT network of ministries and their ability to access other CCT services?

CCT is strategically moving towards concentrating most or all of its services into centers in geographical communities where they will be made accessible to the community members. As one of the services offered by CCT, the SCA program is thus part of the bigger picture to better integrate and coordinate its ministries so as to achieve holistic development and impact in the lives, families and communities it serves.

The study found that while there has been some integration of SCA members into the wider CCT network, as this has not been an emphasized focus of SCA staff, it is not very extensive.

Although integration with other CCT ministries has not been one of the primary focuses of SCA staff, integration with the CCT Credit Cooperative has always played a large role as one of the main strategies of the SCA Program. Even so, linkages to the Cooperative are still not fully extensive, and very variant across regions.

Table 5: Orientation on Credit Cooperative

Overall, 35% of the adult respondents had received an orientation on the CCT Credit Cooperative. 51% indicated an interest or intention to join the Credit Cooperative. Those who had received an orientation on the Credit Cooperative were 13% more likely to indicate interest or intention.

% Adults Received

Orientation on Coop

B C D E F G H I J

25% 76% 36% 11% 38% 30% 48% 63% 22%

B – Bohol C – General Santos

D – Cabanatuan E – Laguna

F – Palawan G – Surigao

H – NCR North I – Rizal

J – Abra

Figure 18: Integration with CCT Credit Cooperative


Table 6: Desire to join CCT Credit Cooperative

Common reasons why members desire/do not desire to jo in the Credit Cooperative Desire to join No desire to join Increased ability to invest in IGAs No need or desire for loans

“Very few people in this group want to join. They do not want to take loans.”

Access to larger loans Fear & uncertainty of ability to repay loans “I do not have enough courage to borrow money” “I am scared, my husband’s salary is not enough to pay big loans”

To increase savings Satisfied with savings and loans in ASCA Access to additional financial/business knowledge

Not qualified to join – Over aged, Under aged, do not own business

Since the beginning of 2015, 974 SCA members have been linked to the Cooperative.10

SCA Linkages with other CCT services are slightly lower and less extensive.

Only 37% of adult respondents and their households had accessed at least one of the other CCT services.

The most common of these services were health-related (20%) and insurance (10%). 47% of parents or guardians of child respondents and their households had accessed other CCT services (besides the SCA), and majority of them were members of the Cooperative.

10 Figures before 2015 were not reported.

Integration with the CCT Credit Cooperative takes other forms. For example, (I) Members of the CCT Credit Cooperative who are mentored to be leaders (Fellowship Coordinators) are often also recruited to be Volunteer Facilitators of the SCA Program. (II) SCA groups sometimes make agreements with a Cooperative branch in their community to hold their savings in the Cooperative bank (III) Some SCA and Cooperative groups join fellowships (that is, the Worship and Word section) and separate during collection times (IV) Some spouses or family members of SCA savers are members of the Cooperative.

The SCA program also trains other CCT ministries to employ the SCA methodology and facilitate savings groups in their context. These are the Nehemiah Ministry (disaster relief services), Visions of Hope & KinaBOOkasan (school/educational programs), Covenant Community Service Cooperative (factories) and the Kaibigan Ministry (street dwellers program).

Figure 19: Integration with CCT services


3.3. Assessment of Program Implementation

3.3.1. What is the standard of group compliance with the SCA methodology, and what implications does it have on impact?

The study found that compliance with methodology was not consistent or uniform across all groups.

Figure 20: Compliance with 6Ws

83% of adult respondents confirmed that their meetings consisted of at least the 3 ‘W’s – Worship, Word and Work during meetings, but only 37% of them stated that they did all 3Ws consistently. Other members mentioned doing fewer than 3Ws, or doing the 3Ws sometimes, irregularly.

Consistency of doing 3Ws during meetings was lower among children savers – only 21% stated that their meetings always consisted of the all the 3Ws.

The study took into consideration that some groups met after church service, which was considered as both ‘Worship’ and ‘Word’. This was recorded as doing all 3Ws. However, the study found many other variations of group methodologies. Some groups met and saved on a certain day, and then attended a bible study on another day. Other groups met for bible studies on a certain day, and then a responsible person (usually the Volunteer Facilitator) made house visitations for savings collections. Some children groups saved money everyday during class at school, and then had bible lessons on one day of the week. Further study should be done to determine what the right balance is between methodological compliance and flexibility.

83% of adult respondents and 54% of children respondents stated that the group treasurer handled the savings collections, while 8% of adults and 31% of children mentioned the Volunteer Facilitator instead.

WORSHIPWORDWORK

83%

Do all 3Ws during meetings

37%

Do themconsistently

78%

Do all 3Ws during meetings

21%

Do themconsistently

ADULTS CHILDREN

Figure 21: Handling of group money


Most groups either met weekly or bi-weekly. 53% of adults and 46% of children indicated always attending meetings, while 18% and 25% of adults and children respectively attended rarely or not at all. Children attendance was usually found to be less regular than adults.

The study found that indicated spiritual & community impact was consistently higher among respondents who always or mostly attended meetings than respondents who attended infrequently.

Table 7: Effect of meeting attendance on spiritual & community impact

% Of spiritual & community impact indicated by adult respondents compared by their meeting attendance

% Of respondents indicating impact

Always attending meetings

Infrequent attendance

Heard & understood the Word of God 67% 50% Became closer to God 46% 31% Improved behavior/attitude/perspective on life 19% 10% Joined/participated in church activities 10% 10% Learned to share testimony/gospel 17% 7% More aware/concerned with community issues 43% 25% Increased unity/trust among members 31% 13% No spiritual change or impact 1% 10%

This suggests at least the effectiveness of meetings, that is, gathering and learning about God & financial stewardship together, in achieving higher spiritual and community impact. It also highlights the importance of ensuring excellent meeting attendance.

3.3.2. What is the quality of group leaders and volunteer facilitators, and what implications does it have on impact?

A surprising finding was that the program has been falling far short of training, developing and cultivating servant leaders in the program.

46%

53%

28% 29%

18%25%

ALWAYS

% who attend

meetings

MOSTLY INFREQUENTLY/

NEVER

Adults

Children

Adults23%

Children11%

% of group leaders of groups surveyed who have received Group Leader training

Figure 22: Meeting attendance

Figure 23: Group leader training Figure 24: Conflict resolution


Of all the groups surveyed, 23% of adult group leaders and 11% of children group leaders had received Group Leader training (Section C of the Chalmers Curriculum). This is extremely low considering that all group leaders should be trained.

Using conflict resolution as an indicator of whether the SCA program was managing to cultivate and develop servant leaders, the study found that 29% of adult respondents had experienced conflict in their group, and 5% had specified that their group president had led the process of conflict resolution.

The study also found that spiritual and community impact was consistently lower among respondents who did not have trained group leaders, suggesting the importance of strong group leaders in facilitating group and member development. Certain areas where there were no differences or actually lower impact among trained group leaders may suggest that current trainings are not effectively equipping group leaders in those areas. This may provide input for improving the content or style of group leader trainings.

Table 8: Effect of group leader training on spiritual & community impact

% Of spiritual and community impact indicated by adult respondents compared by whether their group leaders were trained

% of adult respondents who indicated impact

Group leaders trained Not trained

Heard & understood the Word of God 81% 63% Became closer to God 65% 41% Improved behavior/attitude/perspective on life 31% 15% Joined a local Christian church 7% 7% Learned to share testimony/gospel 24% 13% More aware/concerned with community issues 59% 31% Became more involved with community activities 6% 9% No community change or impact 3% 10%

Input from focus group discussions among volunteer facilitators suggested that Volunteer Facilitators were either unaware of the existence of Section C Group Leader training, or their responsibility to train group leaders in it, or they felt unequipped and inadequate to conduct such training for group leaders. The program should look further into whether Core Facilitators are effectively training Volunteer Facilitators in this aspect during the facilitator training and during subsequent mentoring sessions.

Additionally, the quality of volunteer facilitators is not uniform and consistent across the program. The study unearthed a large spectrum of volunteers, ranging from those who were always absent, to those who were performing activities contradicting the program methodology (such as handling group money), and to those who were going beyond all of the responsibilities expected of a facilitator (such as organizing additional events for members). Most notably, this seemed to have a significant effect on program impact experienced by members.

Alongside group leader training, 63% of volunteer facilitators of adult groups and 56% of volunteers of children groups surveyed have received facilitators training. This is also low, as all volunteer facilitators should be trained before facilitating a savings group. Staff shared that some volunteers had not received training at all, and other had not completed it due to unavailability of schedules.

ADULTS

CHILDRE

N

63% 56%

% Of respondents

whose VFs have completed

the SCA Facilitators Training

Figure 25: Facilitator Training


Additionally, mentoring attendance rates are at an average of 31%11, although it has been steadily increasing.

The study asked group members what the roles and responsibilities that their volunteer facilitator performed were. Focusing on 4 of the commonly indicated responsibilities which staff also viewed as primary: (1) Leading ‘Word’ sessions which include both biblical and financial stewardship lessons (2) Training group leaders (3) Providing encouragement, mentoring, guidance and motivation to members (4) General oversight, support and monitoring of group, the study then looked at whether the performance of these responsibilities had any implications on impact on the lives of the members.

Impact was compared between respondents who indicated that their VFs did 3 out of 4 of the activities, with those that did none of the activities, as the percentage of respondents who fell in either category were fairly similar. Findings suggest that the quality and performance of volunteer facilitators significantly affects the level of spiritual growth and development of members. Results across all indicators of spiritual impact are consistently higher amongst respondents whose VFs were at least said to do 3 of the 4 activities.

Table 9: Effect of VF quality on spiritual and community impact

% Of spiritual & community impact indicated by adult respondents compared by VF quality & performance

% Of respondents indicating impact

VFs performed 3 out of 4 activities

None of the 4 activities

Became closer to God 91% 23% Improved behavior/attitude/perspective on life 41% 8% Joined a local Christian church 16% 5% Joined/participated in church activities 22% 3% Learned to share testimony/gospel 34% 7% Improved interaction/community relations 50% 26% More aware/concerned with community issues 78% 13% More involved with community issues 16% 3% No community change or impact 2% 10%

Adult respondents strongly agreed on a desire for improved leadership and management of groups, especially leaders who can step up and are able to guide, mentor and motivate them. This was the most commonly cited suggestion for improvement in the program (40%):

“Group discipline is dependent on whether the group leader is able to lead well and is able to compel members to attend meetings.” “Our volunteer facilitator must be trained so that he/she can be an effective worker in our group.” “Facilitators should be active. There should be more monitoring of our group and we should be informed of SCA updates.” “There should be someone who can remind members of their savings responsibilities and who will encourage the members.”

Key information gathering interviews with members, groups and volunteer facilitators affirmed the crucial role of volunteer facilitators and group leaders in achieving greater heights of program impact.

11 Average over a period of 6 months


For example, interviews with exceptionally well-performing groups always revealed a leader behind the group’s extraordinary progress.

Evidence from high impact groups demonstrate that leaders (both Volunteer facilitators and group leaders) are often the ones taking the group to greater heights beyond regular groups and empowering members to fulfill their potential. “People need a leader to move or else they typically won’t move. People need leaders.”12

In discussing how to ensure quality leaders, Core Facilitators shared insights on how to retain volunteer facilitators and encourage better performance and commitment. They strongly agreed that it centers on their care and investment of the volunteers:

“You just have to love them, and show your love to them. That’s what will keep them coming back.”

12 Malcolm Webber

Silway group, General Santos The Silway group started out because of Concepcion Torres’s compassion for the boys in the rough Silway community who sniffed glue. A small group grew into 3 groups with a total of 315 community members, composing of children and youth. As the volunteer facilitator, Concepcion opens her home to the large group meetings despite the effort of maintaining her small house. She has also recruited her 4 children to help with the savings groups. “How can I manage? Because I love the people in my community. I am also trying to reach out to the children’s parents through regular house visitations so we can start an adults group.”

Recently, more than 60 children members gathered for a 3-day bible camp initiated by her and the Core Facilitators in General Santos, including bible lessons, games and giving of school supplies, which were donated by her family. She and the Core Facilitators raised the funds for the camp personally. “Concepcion helps illiterate community members to process government documents, and brings the sick to get medical check ups, and she remains faithful in encouraging the children to learn more about Jesus,” (Quote from Core Facilitator Jenny Torres)

Habitat Savings Group, Tagaytay The Habitat Savings Group in Tagaytay started a group laundry business in late 2013. Since then, it has provided jobs or additional income to 44 family members and neighbors in the community. The group also provides loans to community members. With the increased savings from profit, members have been able to build houses, and access water supplies, among others.

Ate Digna, the group leader, led the group in launching the business as she had experience from her own launderette, and even opened her home as a starting base for the business. Additionally, she instigated the organization of 3 more savings groups in the community, 1 of which is for children. “Digna is an inspiration and role model in her neighborhood because she puts the interests of others before her own, and helps members when needed. She always brings several community members with her to the CCT Corporate Worship on Saturdays.” (Quote from Core Facilitator Rolando Sabroso)


3.3.3. How is the program moving towards sustainability and scalability?

As the program progresses into its 4th year, its ability to maintain a sustained growth is vital to its success. The future of members gives insight into the future of the program. In seeking to understand more about the desires and plans of members after their savings cycle, the study was also able to highlight important considerations in moving forward.

Figure 26: Plans after savings cycle

The study found that members either intended to continue savings (60%) or join the CCT Credit Cooperative (30%) after the savings cycle, and very few of them envisioned other formal linkages such as banks or other MFIs.

Informal group interviews with members highlighted often a lack of vision and planning of what to do after a savings cycle, although they had a vision of where they wanted their family to be 3 years into the future.

“I don’t know [what to do after this savings cycle]. Just continue saving I guess.” “I don’t know yet. I have not thought about it [what to do after savings cycle].” “In three years I hope I will have an established business and be free from debt.” “In three years my business will be flourishing and I will be able to help bring people to the Lord.”

Input from volunteer facilitators and staff suggested that they too were uncertain about where to take members in terms of the future.

“The question now everyone is asking is: what’s next? Especially for children and youth, what’s next for them after savings groups?”

Without a clearer idea about the future of members, the future of the program also lacks clarity. As membership continues to grow at a steady rate, the program should consider the dreams and visions of its members and ensure that it has the proper inputs in place to help them graduate from the program, or an appropriate management structure to ensure the capacity of the program to manage larger numbers.

60%

Continue savings

25%

Join CCT Credit

Cooperative

15%

Join/remain with other MFI

Join formal bank

Leave SCA/Stop saving

Don’t know, uncertain

Other

Intention of adult

respondents after this

savings cycle

4. SUM M ARY OF FINDIN GS AND RECOM M ENDATIONS

Overall, the study found that the SCA program has made incredible progress in achieving its targeted objectives since 2011. The resulting meaningful impact on the lives of the members should be commended. In moving forward, there remains significant potential in all targeted objectives for improvement in reaching the greater scale and level of impact that the program desires. Naturally, as the program is still in its 4th year, some of this impact will come with time. However, the SCA program should ensure that key inputs are put in place to effectively and continuously increase impact, especially in areas that are lacking. Additionally, as the quality of program implementation and compliance with methodology plays an important role in enabling impact, the SCA program should find a satisfactory balance between methodological compliance and flexibility, and ensure this balance is consistently applied across all regions.

4.1. Summary of impact on targeted objectives

• The program has effectively reached a large and diverse range of community members, from children to the elderly, and across various poverty sectors. It is especially strong in engaging women, particularly housewives and small business owners; and membership is growing consistently at a monthly rate of 4%.

• Conversely, the program has been less effective in reaching out to men, youth, out of school children, and other religious groups such as Muslims.

• The program is effectively meeting its objective of helping members to accumulate their savings where they might not have done so before. Majority of the respondents indicated saving frequently and regularly at an average monthly amount of 279 PHP.

• The program has largely enabled members to mobilize their savings for consumption purposes, especially for education and family consumption.

• However, the program has been less effective in achieving also income smoothing and economic growth for its members, specifically through investment of savings and business development or livelihood assistance.

• A key achievement of the program has been facilitating spiritual development among members, most effectively in exposing community members to Christianity and increasing greater understanding of the Word of God.

• However, the program has yet to fulfill effectively its objective of promoting deeper spiritual discipleship and active faith, indicated by membership and participation in churches and other spiritual activities.

• Improved interaction and relations between group members and their family or community members has been a clear achievement of the program in terms of its impact on the community. This also includes the SCA program’s ability to influence family or household members of savers to participate in the program too.

• The program, however, has yet to develop its members to be agents of transformation in their community, as highlighted by a low percentage of active community involvement or other actions demonstrating care and investment in their community.

• Additionally, while the program has to an extent achieved a certain level of integration of its members into the CCT network of services, there remains a large portion of members who have not accessed other CCT services provided and are unaware of their ability to do so, most

TARG

ET P

OPU

LATI

ON

M

ATE

RIA

L IM

PACT

SPIR

ITU

AL

IMPA

CT

COM

MU

NIT

Y IM

PACT

INTE

GRA

TIO

N


importantly the CCT Credit Cooperative.

• The study showed a lack of consistency in methodological compliance across groups, which also additionally resulted in the quality of leadership being very widely varied. These were shown to have significant effects on the level and nature of impact, especially with regards to the quality of volunteer facilitators.

4.2. DRAFT Recommendations

• Improving services to children and youth. The SCA Program may consider whether it should redirect its focus from young children in schools, towards youth (12 – 18 years old). Youth are more likely to benefit from and apply lessons learnt from the savings program, use their money wisely, and carry the lessons with them into adulthood. This is especially so for out of school youth, many of who may be engaged in income generating activities and could benefit greatly from better financial stewardship and assistance. To be better prepared and equipped for reaching out to this population, the program may find it useful to develop materials and lessons for children and youth that could be applied uniformly and consistently across all regions. One way could be simply making the Chalmers Curriculum more children friendly. This would also ensure the quality and accountability of lessons currently being taught to the younger population of savers, of which the program now has no direct control over. Additionally, this may contribute towards improving spiritual and community impact for children, which the study has shown to be consistently lower than adult members.

• Provide business development and livelihood assistance uniformly and consistently accessible to all members in all regions. Further study and follow up needs to be done to determine what kind of assistance is desired, and should be provided, to achieve the targeted objective of seeing more income smoothing and growth. At the very least, all Core Facilitators, and perhaps volunteer facilitators, should be given a basic training in business development. With a better understanding, they will be more equipped and confident in providing sound business advise and guidance to groups and individual members. Moreover, all groups will have an easily accessible source of assistance and may feel more encouraged to invest in this area. Additional business assistance may take other forms such as: Better integration of CCT TDI (Training and Development Institute) trainings, uniform partnerships and linkages with other institutions that provide such trainings (TESDA, DWSD) or can be consulted for advise, etc. Once uniform assistance is established, different areas and regions can explore forming area-specific partnerships for additional services. Decisions need to be made about what the best way forward is and how to monitor the effectiveness of services provided. Overall, with increased and diversified economic growth, members will also be better prepared and empowered to graduate towards being formally linked to the CCT Credit Cooperative or other financial institutions.

• The SCA program is approaching the stage where many staff, volunteers and members are asking ‘What next?’ The sustainability and scalability of the program, as well as the future steps of members, should be given further thought and discussion. Input from this should be used to put in place a Graduation model, or Stage of Progression Framework, that is simple, comprehendible, and easily and uniformly applied by all Core Facilitators. The model or framework can be cyclical (that is, based on the number of savings cycles) and should provide both inputs and expected outputs for each stage of progression or graduation (e.g. provide

IM

PLEM

ENTA

TIO

N


Cooperative orientation end of first cycle, formal linkage end of 3rd cycle, etc). Overall, this could give structure to the program and provide a clearer sense of where the program and its members are headed, ensure quality and uniformity of progression across regions, and ensure the program’s sustainability and scalability is planned for.

• Currently, the Chalmers curriculum taught in 15-minute sessions during group meetings is the only spiritual input the program provides to its members. The program should identify whether this is sufficient to ensure deeper and more sustainable discipleship of group members or whether other key inputs need to be put in place. A key strategy in ensuring deeper discipleship that will last beyond membership in a savings group is ensuring integration of group members into a local church, or the CCT church. It may be helpful to have further discussions to determine steps Core Facilitators and Volunteers could take to better achieve this integration. Other inputs that may help plant seeds towards spiritual transformation can include providing additional optional bible studies for members who want to grow deeper in understanding and application of the Word of God, and also using that as an opportunity to cultivate disciplers who can lead Word sessions in their own groups and communities. This could be provided through partnerships with CCT church pastors or with local churches, which would also support better integration of members into a faith community.

• Increased emphasis and investment in cultivating quality leadership is essential in ensuring continued impact and also driving higher spiritual and community impact. In cultures such as the Philippines, groups tend not to move forward or take specific action without a leader to guide them. This is especially confirmed by the strong desire of many members to see better leadership and management of the group, and to receive more encouragement, motivation and guidance. Training of Group Leaders should be re-emphasized as a key non-negotiable strategy of the SCA program, and training for all current group leaders who have not received training should be arranged and carried out by a set timeframe. A tool should also be developed to monitor group leader training (see last suggestion).

• Additionally, the importance of Volunteer Facilitator training should be stressed as essential before they begin facilitating a savings group. All current facilitators who have not been trained should complete their training by a certain date decided by the Program head. (See last suggestion for a tool to monitor this.)

• Further investment and care into Volunteer Facilitators may help to assure improved quality in their leadership and facilitation of groups. As Sarah Sobrino, Mindanao Regional Coordinator, put it: ‘the most important thing is that you love your facilitators and show them your love. That is what will keep them volunteering and also make them attend mentoring.’ Showing love and care to volunteers, and investing in their development, recognizes their role as key to the success of the program. Previous suggestions from Core Facilitators mostly include: paying for their transportation to mentoring meetings, organizing a spiritual retreat for volunteers (in each area), giving them love gifts. These methods should be discussed in terms of both showing love and ensuring long-term, sustainable retention and motivation of volunteers, and delivery prioritized. For example, giving love gifts to volunteers is a short-term motivation and incentive, and may not be sustainable and cost-effective. However, yearly retreats can be a time of spiritual refreshment and also build a community among volunteers. The Spiritual Integration fund is currently not being utilized can be tapped into for these purposes.

• More materials related to community involvement should be created to inspire and motivate greater community engagement.


• Linkages and integration. TBD with CCT Manangement Committee.

• Regular, consistent and uniform monitoring should be put in place to ensure quality of groups and compliance with methodology. This can usefully be integrated with the SCA’s re-registration strategy. A simple checklist of controls can be included into group visitations. Moreover, it can include a list of simple impact indicators to develop regular impact monitoring.

4.3. DRAFT Practical initial steps

• Assign one or two staff in an area with a large population of children and youth groups to work on making the curriculum more kid and youth friendly, and developing other materials that might be needed at a reasonable cost. This could be piloted in the area, evaluated and improved upon before rolling out.

• Organize and arrange BDS/BHH training for CFs.

• Bring staff together to create and implement a graduation framework.

• Re-train staff in group leader training and set a date for all group leaders to be trained, including training attendance and signing sheet, and create monitoring tool to integrate into re-registration strategy.

• Set a date for all VFs to complete training, and create monitoring tool to integrate into re-registration strategy.

• Finalize at least one way of investment into Volunteer Facilitators, allocate Spiritual Integration fund into planned projects.

Ia report

Documents

Transcript of Ia report