Internship Report EDM BCamareri

8/6/2019 Internship Report EDM BCamareri

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Baptiste CAMMARERI Internship report - Entrepreneurs du Monde 2010 3

I. The NGO Entrepreneurs du monde (EdM)

A. Entrepreneurs du monde France 1

1. The vision and the actions

Entrepreneurs du Monde (EdM) is a French NGO created in 1998 and is based in

Poitiers. Their main goal is to help an increasing amount of very poor men and women,

to create or develop an income generating activity and then creating access to

employment.

They reach their goal by providing access to microcredits, savings and skilled training in

10 countries in south Asia, west Africa and Haiti, serving close to 60 000 people among

the poorest.

Their key actions are :

To encourage economic initiative through microcredit to start or develop small

businesses

To target the poorest region of the world, especially the slums in Asia and rural

area in Africa.

To provide a personalized follow up of the beneficiaries, adapting the products to

their specific needs

To Train people : social trainings as well as economic training to favor the

success of micro-enterprises

To structure and professionalize the local teams through the hiring of local

managers, frequent follow up and powerful information systems.

To target the sustainability of each program on the middle term: 5 to 7 years so

that the financial aspect dont take over the social aspect.

1Entrepreneurs du monde - Annual report 2009 downloadable at :

http://entrepreneursdumonde.org/downloads/RA2009_LANG.pdf


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A particular attention is given to the adaptation of the products to the local needs and

capacity, which is ensured by a systematic measure of impact in order to follow the

beneficiaries living condition on the middle and long term.

In order to reinforce this impact on the families, EdM contribute to the organization and

structure of value chains with social or environmental value added, that microcredit can

help to spread.

Depending on the countries, EdMs approach is different; In south asia, in the area

where the poorest where not served, they have set up microfinance institutions. In west

Africa, they have supported the creation of two MFI in Benin and Ghana because their

was a real lack of services, while in Burkina Faso, which is more served by MFIs, they

only provide technical assistance, and financial support to existing MFIs.

The team is composed of 17 employees , but the global projects of EdM are hiring more

than 500 local employees with local contracts.

2. Sources of funding

EdM is financed through several sources of funding. In 2009, 291 000 came from the

general public, 820 000 from corporate foundations, that are selected for their social

responsibility. 635 000 come from public subsidies (AFD) , a total of 1,9 million eurosare collected, among which 1,3 million are used for the projects as follow:

93 000 are dedicated to seek fundings and 140 000 to general administration


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3. Key Figures

B. Entrepreneurs du monde Burkina Faso

1. The partners MFI

Implemented in Burkina Faso in 2008, Entrepreneurs du monde is working with 3

different MFIs : AsIEnA , LSK and Microstart.

The choice of supporting existing MFIs rather than creating a new one was justify by the

large offer of Microcredit in Burkina Faso, thus there were no need to create a new MFI

however, there is a strong need for technical assistance and financial support for the

MFI that have a very social vision.

AsIEnA, Association Inter-Instituts Ensemble et Avec , was created

in 2003 and is present in Burkina Faso and Niger with a double mission

of solidarity and self reliance. AsIEnA has been supported by 3 concrete

initiatives: the creation of mutual health group, the creation of savings

and deposit institution, and the setting up of economic trainings. AsIEnA is the result of

a collaboration between 38 religious women institutes in Burkina Faso especially

targeting women and targeting the 2/3 of the population in Burkina Faso that are living

with less than 250FCFA per day. Especially in rural areas : Ddougou, Dibougou,

Koudougou, Ouagadougou (peri-urban areas)


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AsIEnA is one of the only MFI in Burkina that is using the principle of MUSO (MUtuelles

de SOlidarit). The MUSO technique was designed to address several issues :

Make savings

Learn how to manage money with exterior need

Ensure the safety of their savings

Experience solidarity

Share experience

Experience the democratic model.

It is based on 3 boxes and organized among a group of 15 to 40 people (97% women):

The green box is used to collect a regular amount of money which is determined in

advance by the members and paid every two weeks or every month, during the

meetings where all members have to be present. The green box is used as a micro

fund so that members can lend money to those who need it, based on their own

savings. It is a way for the members to get used to self-management of money.

The Red box is the solidarity box: a fixed amount of money is collected during every

meeting and put in the red box but this money is not recuperated, the red box is used

for emergencies to finance a taxi to go to the hospital, to pay for medicines or help pay

funerals.

The Blue box is set up only once the green box is managed well. Indeed, the blue box

works like the green box, it allows granting credits to those who need it, but this box is

funded by external funds, belonging to the MFI. Thus a more accurate and strict

management is required.

This technique has proved very efficient and adapted to rural areas where the MFIs

have difficulties to go. Indeed, the management of a MUSO only need one loan officer

that coordinate the meetings every month or every two weeks, train the women at the

beginning, and slowly let them manage the money by themselves.


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Women gathered in MUSO group

Up to now, there are more that 100 MUSO that gathers more than 4000 members in

Burkina Faso, with fast development partly due to the support of EdM.

EdM is providing technical assistance for accountancy and general management, has

made the SPI audit in 2009, has implemented the PAT tool for 60% of the loans, work

with them on value chain and provide credit lines to help AsIEnA develop their activities.

Microstart started its activities in 2000, and was created by 10 women that were all

previously working in microfinance for 10 years and that wanted to use their knowhow

and experience to serve the poor women having a business and seeking adapted

financial products to develop their activities.

Microstarts objectives is to become a professional MFI that offer financial products,

advices and training to help create or develop income generating activities for women,

to help them reach financial sustainability providing saving services, to reinforce their

management capacity, to create jobs and improve the living conditions of the

beneficiaries.


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Up to now, Microstarts credit and savings program has supported the creation or

development of 8000 business hold by women.

EdM has done the SPI audit 2010, provides financial help to develop social

performance, help bring new clients through the selling of products (improved stove)

and will set up the PAT tool.

LSK (Laafi Sira Kwieogo) is a young MFI that started its activities in 2008

and target very poor people in peri-urban and rural areas. For now, EdM

is providing them new opportunities of clients by granting microcredits for

improved stove, and has done the SPI Audit 2010.

2. The Team

In order to fulfill its mission, EdM-BF is composed of 10 employees that have been

recruited locally, a coordinator and a volunteer in charge of the development. Each

activity has one manager and can be divided into 4 main branches of activity.

EdM Burkina Faso - Organization chart July 2010


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3. The activities

a) Financial and non financial servicesIt is managed by a microfinance expert that provides technical assistance to the

partners when needed and create training support. The whole training activity relies on

this branch and has trained more than 2000 people in 2009. The trainings are as

various as business planning, enterprise development (marketing, management), social

trainings (VIH/AIDS, Malaria, gender issue, nutrition, alphabetization)

b) Social entrepreneurshipArmel manages 2 programes: one program that is already running, and one is in

process:

1 women, 1 stove, 1 forest: is a program that promotes improved stove, gaz

stove and banco stove that have a multiple benefits and can thus be considered as


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Baptiste CAMMARERI Internship report - Entrepreneurs du Monde 2010

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social entrepreneurship products : The improved stove create employment and are a

profitable business for the craftsmen, they reduce the expenses of the families on wood

consumption, they help fight deforestation, and reduce health problem allowing a better

combustion of the wood and charcoal. (with gaz the health is even more improved).

EdM is promoting the use of improved stove by providing trainings to poor women, andoffering a special financial product to buy it in partnership with the MFIs partners : the

Savings-objective : the concept is based on a daily saving of 100FCFA (that can be

made on 2 or 3 month if women cannot save everyday), once the saving card is full (=

has reached 30 days), the women can exchange their saving card against an improved

stove. It is an inverted credit : the beneficiaries dont have to borrow money to have it,

they have to save money.

For Improved stove that are more expensive or those dedicated to professionals, a

special microcredit product has been created to facilitate the purchase of the stove.

Training session on improved stove

One roof for all : The project deals with housing through microfinance in

partnership with an existing association that uses a specific building technique called

vote nubienne. This is an ancient technique adapted and standardized to fit local

needs. These houses dont need wood or steel to be built, they only use ground earth

and water. The advantage of this technique is that is 90% of the price of the house is


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man power, I.e. the owner can gather friends and relatives to build the house. They only

need 150 000 FCFA to pay the mason, the door and windows. A project is now running

to grant credits to build these types of houses.

c) Microfinance and healthGnalou is in charge of the pole microfinance and health, it is working especially on one

project :

Spirulina for all

Spirulina is a micro alga with high nutritious power, which is produced locally and can

be one solution for people victims of malnutrition. The aim of this project is to promote

Spirulina consumption through the training of vendors and consumers.

EdM and AsIEnA are providing credits in nature to women (they lend them Spirulina 25g

bags), train them to sell these products (1 bag cost 350FCFA and is sold 500 FCFA),

Once the women have sold the bags, they can reimburse the loan with 2% interest permonth. For the moment, women sell Spirulina as a side activity, but some of the 30

women trained are beginning to specialize in Spirulina selling.

The Spirulina is produced by local farms and ordered by EdM according to the vendors

need.

Besides the traditional commercial way, EdM has implemented a social price for

Spirulina, in order to reach the poorest. The Spirulina is bought to the farms at a lower


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II. Field activities and research results

The objective of this internship was to evaluate the impact and sustainability of theprojects supported by Entrepreneurs du monde (social entrepreneurship projects)

This objective has been composed by several missions and steps the value chain cost

analysis of the projects, SROI analysis, Sustainability analysis according to the McGill

Framework.

In addition to these missions directly linked to the objective of the internship, I have had

the opportunity to realize two SPI audits: for LSK and Microstart, according to Cerise

methodology and in cooperation with them.

A. Cost and Impact analysis

The aim of the cost analysis is to identify the economic factors of sustainability or non-

sustainability of the project. In order to do this cost and impact analysis, I processed

with different steps:

- I gathered all the existing information on the project: market studies, annual

reports, reports from similar projects conducted by other actors, national studies,

and mission reports, in order to have a global vision of the project and

understand the context and potential limits.

- I interviewed the different actors of the project in order to precise the details of

the project itself and its realization. The actors of the project include the membersof the NGO, the suppliers of the products, the MFI , the MFI clients that buy

products, the other NGO that are involved in the project

For example, on the project 1 women, 1 stove, 1 forest, I interviewed :


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- EdMs general manager Laetitia RAGINEL + project manager Armel

GUENGUERE

- 15 beneficiaries

- 4 Stove producers

- GTZ general manager : Andrea REIKAT (train producers)- IRSAT Dr SANOGO designer of the stoves

The results of these interviews and data collected before, allowed making a

triangulation of the information, and thus establishing a reliable cost analysis study that

showed a first set of economic impacts generated by the projects. It showed that

producing improved stove is a profitable business, which is a favorable indicator

concerning the sustainability of the project

It also pointed out that the sustainability of this project depends on several issues: either

economic or cultural:

Indeed the sustainability of the project depends on:

- The variation of the price of raw material

- The difficulty/cost of transport to find raw material (if its too expensive, -

producing Improved stove is not a profitable activity)

- The quality of the product % price, thus there is a great need to make producers

and consumers aware to produce and ask for good quality products; else it couldruin the image of the improved stove.

- The financing possibilities offered by the MFI to acquire an improved stove. For

personal and professional use

- The training of the producers: if on the medium term, nobody can train new

producers to build improved stove, the sustainability is not ensured

- The level of communication to promote the improve stove (social training, or

marketing)- The level of acceptation of the improved stove in rural/traditional areas.

The Final Aim of this cost and impact analysis was to estimate the Impacts generated

by the projects which were determined thanks to the data and interviews collected

before and gathered in a table taking into consideration a maximum of parameters, in

order to make the impact tool the more accurate as possible.


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The results is that up to now, the improved stove that have been sold from January to

June 2010 have generated the following impacts : (see appendix 1 for more details)

The same process has been done for the second project : Spirulina for all

It allowed us to identify the key elements that can make the project fail or success.

The sustainability of the project depends on :

- The ability of the farms to be profitable : find new clients, reduce their cost

- The level of acceptation of Spirulina in peoples consumption/habits

- The ability of the Spirulina promoters to make people aware of the interest of

Spirulina


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B. Field inquiries Impact of Improved stove

For the Value chain cost analysis, all the data were found in statistics, other reports and

previously released studies in other countries. So in order confirm the data and update

them to the local context, I created a questionnaire to be administered to the

beneficiaries.

One part of the questionnaire tries to assess the progress that has been made

regarding the health improvement. This part has been inspired by an existing analysis

made on indoor air pollution, and we considered it was relevant for this analysis.

We went on the field to administrate the questionnaire with the project manager and did

it on 15 beneficiaries that had an improved stove for at least 6 months. each

questionnaire took 10minutes to answer.

Back to the office, I created a Google spreadsheet (appendix 2 ) that allow us to

seize the data directly and the advantage to automatically generate the graphics , being

shared by several people, being host on the internet (no risk of losing data), and

gathering all the data at a same place.


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C. Impact barometer

Besides this cost analysis, I used the data and interviews to estimate the impacts of the

project not only in terms of money generated for the producers, but also on :

- The money saved due to less wood consumption

- The time saved due to more efficient burning power

- Amount of wood saved

- Amount of CO2 saved

- The revenue generated for the craftsmen

The calculus are based on the national statistics and have been confirmed by the data

collected during the field inquiries.

Example : How to calculate money saved on wood :

= Efficiency of the stove * amount of wood consumed per person per day * nb of

persons in the family * price of wood per kg* rate of wood bought vs picked * nb of stove

sold * lifetime of the stove

In order to follow the real time impacts, I designed a table to be filled every month with

the types of stove sold and the location : urban or rural area, and it automatically

calculates the theoretical impacts generated by the project on year 2010. (stoves sold

in January have more real time impacts than stoves sold in December)

To facilitate the communication of these impact, and the follow up , I created a

barometer of the impacts that is advertised in the office and can be seen by everybody

showing how many stoves we have sold and the resulting impacts


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This tool meets a real success and helps motivate the team, showing reel impacts

rather than just figures on a table. It will be replicated for the other projects and probably

in the other branches of Entrepreneurs du monde.

D. The SROI analysis

1. The methodology

The SROI methodology was created in 2002 in the USA, it was first design for investors

and projects managers. Indeed, the SROI allow clearly identifying the activities and the

related impacts of each stakeholder of a project, then monetizing the final result in

order to evaluate the social value created.

For the investors, the monetization is useful to estimate if the project create a strongsocial value or note, in other words, the SROI is an attempt to show the investors how

for each euro invested in a project, what is the social value created.

Une analyse SROI se fait en 10 tapes clef :

1. Introduction of the project

2. Theory of change : how the project will create social value

Ex : for 1750 stove sold, the

impact generated are :

- More than 100 30T

trucks of wood saved

- 1750 T of CO2 saved

- 65 000 000 FCFA saved

- 1250 days of time saved

for women


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3. The stakeholders: who are the actors of the project or the people impacted by

the project: partners, beneficiaries, funders?

4. The inputs: what are the inputs provided by the stakeholders in money, in

benevolent time or in kind donation?

5. The activities: what is the role and activity of each actor in the project? Whatdoes he do?

6. The outputs: What are the effects of the project on each stakeholder (a

stakeholder can have an output even if they have no input, for example the

government can benefit from the program because it will induce less expenses

on healthcare.

7. The impacts et their attribution : we are supposed here to determine for each

activity the ratio of impact :i.e.: what is the REAL impact on the project (Vs what

would have happened without the project). And determinate the attribution: to

what extent the impact is due to your project. This part is very difficult to

determinate because it is very subjective and influence a lot the final result.

8. The indicators: accurate and measurable units to measure the outputs.

9. The monetization : a monetary value is given here to all the data found (ex:

money saved by the beneficiaries thanks to the improved stove, money saved on

health expenses, monetary value of the wood saved (very subjective), value

given to time saved for women (hard to monetize..) these monetized value

represent the social value created

10. Projection of the results on 2 to 5 years, in order to plan the evolution of the

impacts.

The result is a ratio : (example: SROI = 1,973) which means that for 1 invested

in this project, we estimate that 1,973 are generated in social value


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In order to do the SROI analysis, I have used a tool inspired by the website:

www.socialevaluator.eu that helped me understand and interpret the results.

2. Critics on the methodology

However, it is worth noticing concerning SROI that :

- The decomposition of each activities and stakeholders and their impacts on the

actors is very interesting and rich of teachings

- However, the mandatory monetization of the impacts is controversial, indeed

sometimes, some indicators cannot be monetized, how to give a monetary value

to increase in self esteem or increase life expectancy on certain ethical

questions, the monetization is not always appropriate.

Thus it is important to be cautious about the results after monetization. First because

everything is not monetizable, second because the rate of impact and attribution is very

subjective, third, because the SROI has no certification by external auditors yet. Hence,

the result depends a lot on the accuracy of judgment of the internal auditor (the

tendency is often to over estimate the impacts)

3. Results of our analysis (see appendix 3 for more details)

The intermediary results of the SROI analysis on the project improved stove revealed

the following SROI :

- The SROI has been calculated her from the data collected on the field and from the

IRSAT and GTZ data.


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- It is made on a 4 years projection including 2 years without financial support of EdM

- It estimates a sales progression per year of 2000 to 5000 stoves in 4 years

- A sales repartition of 50% for Gaz, 40% for Multi stove, 10% for the other stoves

Several data need to be analyzed more in depth but the source of information are

missing or are too subjective to be accurate : how to calculate the impact attribution of

an activit?

E. Sustainability analysis according to McGill methodology

1. Why this methodology?

EdM asked me to measure the sustainability of their projects, so I looked for an

appropriate methodology and throughout my research, I realized that very few tools

existed. Finally I found one, developed by the university McGill in Canada. They have

created a toolbox2 to help auditors estimate the process leading to sustainability

(prennisation), and the level of sustainability of a project. This toolbox was first

conceived to evaluate the sustainability of public health programs but can be applied to

other kind of projects.

We have decided to test this method for EdMs projects : 1 woman, 1 stove, 1 forest,

and Spirulina for all

Ive contacted the researchers that have created this method and have obtained all their

support and advice. We even had to opportunity to meet Valery Ridde, PHD on project

evaluation and co-author of this method, that is working in Ouagadougou and gave us

more insights on how to conduct the surveys and how to interpret the results.

2. The methodology McGILL

The method is composed of 2 inquiries:

- One concerning the process leading to sustainability (10 questions)

2This toolbox is downloadable for free on http://www.cacis.umontreal.ca/perennite/index_fr.htm


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- One concerning the level of sustainability of the project (15 questions)

The evaluation of sustainability is based on the evaluation of the routines that are :

o The memory (Financial, human, material, other)

o The adaptation (to the context, to the effect, to the barriers)

o The values (Objectives, symbols, specific language)

o The rules (supervision, planning, tasks, regulation)

These two inquiries have been administrated to the 6 key persons have been

interrogated :

EdM: Laetitia (Coordinator West Africa), Jonathan (Manager), Modeste (Coordinator

Burkina)

GTZ : M. KERE (project manager)

Microstart : (Operation manager)

3. The results

Once their answers has been collected, a sum up has been done in order to draw an

overview of the different perceptions of the same issues, seen by different actors that

are either internal or external to EdM. (see appendix 4)

Time was missing to write the final report during the internship, but further exchanges

will probably be made after the internship.

F. SPI audit

EdM is working with Cerise for long and is offering to conduct an SPI audit to all its

partners.

During my internship, two new contracts were signed with 2 MFI partners, thus we

offered them to conduct an SPI audit during the month of July.


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Before my internship in addition to the course we have had on the SPI, I followed a

training session with Florent Bedecarrats at Cerise, thus I had all the tools and

methodology to conduct the SPI analysis properly.

1. Different steps

Both SPI analysis were conducted with the following steps :

1. Meeting with the MFI director to explain what the SPI will consist in,

define a schedule, and ask to prepare the required of documents

2. Meeting with all the employees (or at least a maximum of person) to

introduce the notion of social performance and explain which kind of

question will be asked.

3. Conducting of the survey at the MFI , field visit of beneficiaries and

loan officers (3 days)

4. Data collection and report on the excel files

5. Analysis of the results and redaction of the SPI report

6. Restitution of the results and insights on the strengths and

weaknesses of the MFI regarding social performance

2. The SPI for LSK

See conclusions from the SPI analysis in appendix 5

3. The SPI for Microstart

At the time of writing of the internship report, the SPI analysis and synthesis for

microstart were not available yet.


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G. Research results

The different missions were all related to impact and sustainability analysis, which is not

exactly the topic of my thesis, however, it allowed me to collect a lot of information and

data on the projects of social entrepreneurship and all their stakeholders that have been

useful for the thesis. Indeed, all the projects supported by entrepreneurs du monde are

based on the support of social entrepreneurs: Improved stove, Spirulina and Vote

Nubienne.

Each project has a different approach and use of microfinance, thus it allowed me to

compare them and analyze it in the thesis.

III. Professional and personal experience acquired

A. From Burkina Faso

This internship was a first opportunity for me to go and live in Africa, so it was a fruitful

experience, especially because Ive been able to go in the countryside, meet

beneficiaries and talk with them, as most of them were speaking French.

Living in Burkina was also an occasion for me to learn more about African culture. I

realized and understood how important the relationships within the group and within the

family are in African culture. How important are the greetings and good relationships

with neighbors. Discussing with local people, I began to understand how money is

circulating within the family members: those who success have to give money to those

who have difficulties, thus it is quite hard to acquire personal assets as everything is

shared: the houses, the wages, the meals

In Burkina there is a strong issue on women: they are doing everything and working

from dawn to dusk while men are more often idle. Children and especially girls are very

used by their mother and aunt to do housekeeping or small selling in the streets.


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B. From Entrepreneurs du Monde

This internship was my first experience with the world of NGOs and with microfinance. It

was a chance to be able to take an active part of a small NGO , so that Ive been able to

see quickly the different levels of organization: from funds seeking, to accountancy,

from project management to training manager, from logistician to branch manager. The

EdM Team has welcomed me very quickly and easily as one of theirs, after 1 week of

adaptation to the local uses and to the way of communicating.

Working for Entrepreneurs du Monde has been a great experience because it is indeed,

led by a group of managers that have strong personalities and a strong social view,

trying to always target the poorest in the most efficient way. They dont hesitate to try

innovative schemes or products, they follow their impacts on the beneficiaries veryaccurately and they dont count their time and efforts to increase their outreach on the

poor.

C. From my missions

My missions were very directed towards social impacts and social performance among

an NGO that is supporting MFIs, so I have had only few opportunities to see the daily

life of an MFI because I was there only as a partner.

However, I took all the opportunities that were offered to me to go on the field, meet

beneficiaries, attend training session or make a follow up of the beneficiaries. Meeting

beneficiaries allowed me to realize their real level of poverty, which is something that

has to be felt once. Meeting people that earn less than 1 USD per day despite their hard

working, entering in their house and seeing them laughing, joking and living quite

happily was a rich immersive experience that I had the opportunity to reproduce several

times in urban as well as in rural areas.

I was lucky to assist to several meetings of APIM Burkina Faso , that were providing

trainings on social performance and transparency. Thus I have been able to better

understand how social performance is understood and how transparency is still a taboo

among the MFI in Burkina.

I had the opportunity also to do two SPI audits at LSK and Microstart, which were by far

the best way for me to understand these two MFI in depth. In terms of experience It


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gave me the first chance to pilot a complete audit: I created the slides for the training on

social performance and SPI audit (based on Cerise slides), I organized and did the

interviews in collaboration with one colleague but that had no experience on SPI, so I

was considered as the expert and thus given the tasks to coordinate the audit, compile

the data, write the reports and do the restitution. A full collaboration of the MFI directorswas very helpful and showed a great transparency, which helped a lot.

From this experience I better understood the role of an auditor and the different steps

that required an audit. I realized the importance of pedagogy in the audit and began to

learn how to teach to adults. Especially in this strange relationship of a white bringing

a new tool to the local people But as I chose to make participative audits, it helped me

to be accepted as an expert to help and not to control.

IV. Conclusion

This internship was a great opportunity to discover West Africa, and in particular

Burkina and Togo, their cultures in rural and urban areas thanks to local people that

invited me in their families.

Working with entrepreneurs du Monde was a great first step in the world of NGOs

because they are particularly pro active in terms of efficiency, outreach to the poor and

innovative products, thus I learned a lot on the mechanisms that rule an NGO but also

the limits it has, to rely on donors and to spend hours writing reports to justify the use of

the money

I wasnt doing my internship in an MFI, so I saw less microfinance than what I was first

expecting, but what I experienced with microfinance institutions was still very interesting

because, realizing an SPI audit allow to go in depth into the organization and probably

help to understand more accurately an MFI that if I was doing an internship among this

MFI.

Meeting different MFIs, I also discover innovative products and methodologies that

deserve to be tested and replicated in a close future in other contexts: MUSO

methodology, savings-objectives, Spirulina, Vote Nubienne and all the work done

considering social entrepreneurship.


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Concerning the work I did, I was happy to learn that the Impact analysis, the SROI

methodology and the sustainability analysis will be kept and re-used to measure the

impact of the other projects of the NGO maybe even in the other countries. So I think

my contribution was useful to the EdM

Field experience was what I needed to realize the real outreach and power of

microfinance. It is a complementary step to the master and I feel now much more

prepared to start working in microfinance knowing what it is in theory and now in

practice

V. Appendixes

1. Appendix 1 Cost and Impact analysis (abstract)


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2. Appendix 2 : Questionnaire to Improved stove beneficiaries

QUESTIONNAIRE IMPACT FOYERS AMELIORES RECHAUDS No :

Lieu : IMF de rfrence : Date ..//.

UTILISATEURS

Nom et prnom.

Zone : Rurale Priurbaine Urbaine

Pour combien de personnes cuisinez vous chaque repas ?........................

Combien de repas faites-vous par jour ? 1 repas 2 repas 3 repas

AVANT davoir le FA / Rchaud : combien de temps passiez-vous prparer les repas par jour ?............

La prparation du repas avec les FA ou gaz est elle moins longue ? oui non

Environ combien de temps gagnez vous par jour ?

5min 15 min 30 min 45min 1h autres :

Comment utilisez-vous le temps gagn ?

Soccuper de : enfants AGR tudes (pr les jeunes filles)

Tches domestiques champtres repos/visite des amis ou des parents


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FOYERS AMELIORES (NON GAZ)

Quel Foyer Amlior avez-vous ? Burkina mixte Ouaga mtallique

Multi-marmite Banco autres :

Quelle taille ?................

Quel est le prix : Dun tas de bois : . Pour combien de jours ?: Soit :../Jour

Dun paquet de charbon : Pour combien de jours ?: .. Soit :../Jour

A combien estimez vous les conomies par jour en bois ?

Pas dconomie 25F 50F 75F 100F 125F 150F plus:.

Comment vous procurez vous du bois ? Ramassage ..% Achat %

Allez-vous chercher plus ou moins de bois quavant ? plus quavant Moins quavant

AVANT les FA, combien de temps passiez vous ramassez ou aller acheter du bois ?..........................

MAINTENANT, combien de temps passiez vous ramassez ou aller acheter du bois ?.........................

RECHAUDS A GAZ

Combien de jours dure la bouteille de gaz ? ..

Combien de temps mettez-vous pour aller chercher la bouteille de gaz ?................

A quelle frquence allez vous chercher du gaz (tous les 3 jours, 15jours, tous les mois)?..............

Quel est le prix de la recharge dune bouteille de gaz ? 6kg : . 12kg :..

QUESTIONNAIRE SANTE

AVANTdavoir le foyer /rchaud ? APRES utilisation du foyer/rchaud :

Est-ce que vous toussiez ?

jamais jamais

au rveil au rveil

pendant la journe pendant la journe

Est ce que vous avez tousspendant plus de 3 mois par an ?

Oui Non Oui Non

Est-ce que vous avez des glaires ?

Jamais Jamais

au rveil au rveil

pendant la journe pendant la journe

est ce que vous avezeu des glaires

pendant plus de 3 mois par an ?


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4. Appendix 4 sustainability study McGill methodology

EVALUATION DU PROCESSUS DE PERENNISATION ET DE LA PERENNITEDU PROJET : 1 FEMME, 1 FOYER, 1 FORET

Contexte :Au Burkina Faso, 85% de la consommation de bois sert la prparation des repas, or , la dforestation(-

5% de la surface forestire en 15 ans) menace le Burkina de dsertification, constituant une crise

cologique majeure et entrainant une crise conomique et sociale.

Problmatique/domaine dintervention :laugmentation du prix du bois rduit le budget des familles les plus pauvres et empche leurdveloppement conomique. Les foyers amliors, en rduisant la consommation de bois, constituent une

solution pour rduire les dpenses des familles ainsi que la pression sur les ressources naturelles.

Objectif :Amliorer les conditions de vie des populations et lutter contre la dforestation grce des produits

dpargne et de crdit adapts pour la production et lquipement en foyers amliors et en foyers gaz.

Rsum des activits :EdM, avec ses partenaires (institutions de microfinance = IMF) proposera des sessions de sensibilisation

et mettra en relation des producteurs, et distributeurs de foyers amliors bois et/ou gaz afin de rduire la

valuation base sur la mthode de luniversit McGILL Montral CANADA

[email protected]

Evaluation par :

Baptiste CAMMARERI [email protected]


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consommation de bois et ainsi les dpenses lis la cuisson. Lorsque cest ncessaire, des microcrdits

seront propos par nos partenaires afin de soutenir le dveloppement de cette filire.

Rsum des ressources :subventions provenant de 4 bailleurs diffrents : Poweo, fondation Ensemble, fondation Amisse,

Fondation Terra symbiosis

OUTIL 1. Processus de prennisation

Concernant le programme/projet vnements (p. ex. actions entreprises) Favorable

Dfavorable

vnements spcifiques la prennisationQuelles actions ont t entreprises pour

stabiliser les ressources organisationnelles

(financires, humaines, matrielles,

formation) consacres au projet

Fin : logique budgtaire sur 3 ans, cration de SA :finance solidaires fonds dispo sur plus long terme

Fond de crdit plac dans les IMF (source dargentdont on reste proprietaire et tourne sur plusieurscycles)

recherche multi bailleurs avec engagement sur

plusieurs annes Ngociation avec plusieurs compagnies gazires pour

pouvoir ngocier les prix des rchauds et ne pas tre

dpendant dun fournisseur

RH : Armel en CDD , logique CDI + 1 rfrent chez

chaque partenaire

Mat : Achat dun 4x4, Partenariat avec Compagnie

gaziere + ngociation des prix

Formation : Renforcement des capacits de gestion des

IMF, formation des diffrents acteurs dans une logique

de prennisation et dautofinancement a terme , veille

technologique par le responsable + formation des

formateurs par un organisme extrieur

Quels risques organisationnels avez-vous

pris en faveur du projet

Le projet a t commenc avant davoir tous lesfonds

Risque detre instrumentalis par les gaziers et/ouGTZ

FA (Foyers Amliors) et rchauds convoys +stocks par EdM risque de vol et incendie

Quelles incitations avez-vous dploy pour

encourager les acteurs effectuer les

activits du projet ?

Salaris :salaire assur, pas de prime dobjectifmais embauche en CDI la clef stimulation par

limpact social des activits, augmentation des frais


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de dplacements pour rpondre aux ralits du

terrain, tarifs prfrentiel pr achat de FA, motivation

mission sociale.

IMF : Incitation financire : EdM octroi desfonds de crdits et finance certains salaires des IMFs.

FA = Produit dappel microcrdit = + de clients , + de

revenus

Bnficiaires :sensibilisations gratuites,avantages conomies Economies en bois, meilleure

sant (%fumes), conomie de temps

Artisans : formations gratuites, Projet rentable,+ de revenus

St gazires : + de revenus, +de parts demarch

Avez-vous essay dadapter le projet au

contexte local en fonction des comptences

de votre quipe et des besoins des

bnficiaires ?

Oui :

approche participative, multi acteurs et quipelocale

appui sur des rseaux existants,

Adaptation des produits aux beneficiaires (peu

cher) + financement adequat (microcrdits) + produitslocalement

Choix de ne pas dvelopper les fours solairescar ne correspondent pas aux habitudes et attentes

locales.

Travail avec les fournisseurs de gaz locaux prne pas changer les habitudes des bnficiaires

Pas de subvention lachat des foyers pour nepas crer de dpendance et favoriser lappropriation.

Non : Besoin de la filire (pas besoin spcifique des

bnficiaires)

Avez-vous mis en place le projet en lienavec les objectifs dEdM ?

Oui : les objectifs dEdM sont : fournir des produitsgnrant des impacts sociaux positifs sur les familles et

favorise les emplois locaux par la microfinance et la

formation.

La communication entre EDM et les

partenaires du projet a-t-elle t de nature

transparente ?

EDMpartenaires : Oui car EdM veut montrerlexemple

Partenaires EdM : parfois non car reportingprennent du temps partenaires ne sont pas tjrs

volontaires transmettre les informations

Ne souhaitent pas toujours tre transparent %comptition

Parfois manque de comprhension

les IMF ne connaissent pas les fonds allous EdM pour le projet

Les bnficiaires ne savent pas que lIMFprends une marge sur les FA..

Quel est le niveau de partage dune culture

de lartefact (mythes, symboles,

mtaphores, rituels, normes, valeurs) entre

EdM et ses partenaires

Langage/culture communs : Moor-Mossi

Mme outils : SPI, PAT, Loan performer,Norme de gestion du portefeuille

Mais : diffrentes conceptions de lasolidarit/humanitaire Europen/africain

Nom du projet : 1 femme, 1 foyer, 1 fortutilis par EDM mais pas par ses partenaires

Avez-vous cherch intgrer les rgles

relatives au projet dans celles dEdM?

Augmentation des remboursements de frais de

dplacement mais pas spcifique au projet , rponse


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une demande globale

Avez-vous effectu des investissements dans

des ressources adquates pour raliser le

projet

Achat dchantillons

Embauche Armel

Formation du charg de projet

Est-ce que les pratiques ou techniques lies

au projet taient compatible avec les

activits dEDM?

Oui : appui sur des acteurs existant localement, et savoir

faire dEdM

Le projet a t rendu compatible avec les activitsdEdM par une tude pralable de faisabilit etlembauche dun responsable nouveaux produits

apportant les comptences techniques spcifiques, lies

au projet.

OUTIL 2. Degr de prennitConcernant le

programme/projet

Oui Non Indicateurs (justifier vos rponses oui / non)

Mmoire (indicateurs spcifiques)Ressources financires de

lorganisation Dpendance aux bailleurs de fonds exterieurs, une part attribue

la gestion globale, le reste au projets

Ressources humaines

Contrats plein temps, en CDD et CDI, petite quipe, logique de

progression, formation du personnel

Ressources matrielles

EdM est propritaire de tout le matriel et des vhicules utiliss

pour le projetLocation des locaux

Autres ressources

Dpendance aux partenaires : Coordination des artisans,

centralisation des commandes et livraisons assures par la GTZ et

les cies Gazires

Adaptation (indicateurs spcifiques)Adaptation au contexte Adaptation constante, ralit du terrain qui prime (sur les

demandes des financeurs)

Projet li aux cultures locales, trs adapt au contexte (quipe

locale)

Adaptation aux effets Suivi mensuel, rapport trimestriel, annuel, tude dimpact

outils de collecte dinformations et de suivi des bnficiaires

(PAT)

Barrires ladaptation

Les projets ou ralisations non adaptes ne sont pas retenues, tous

les projets repondent un besoin identifi

EDM accepte le choix des IMF mme si ce nest pas pertinent

dans tous les cas : Microstart est uniquement avec Oryx, LSK

uniquement avec Sodigaz, alors quil serait plus pertinent detre

mutli fournisseur

Valeurs (indicateurs spcifiques)Congruence avec les objectifs

de lorganisation Reunions mensuelles, cadre logique, objectifs definis, suivi des

indicateurs

Prsence de symboles dans

lorganisation

Charte graphique de tous les documents

Pas de log spcifique, existance du nom 1 femme, 1 foyer, 1

fort , mais pas utilis dans toutes les IMF et peu utilis au

quotidien.

Prsence de rituels

Rencontres annuelles avec tous les acteurs, rencontres mensuelles

avec partenaires


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5. Appendix 5 : SPI audit conclusions for LSK

Synthse SPI pour LSK


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Les rsultats obtenus par LSK au questionnaire SPI sont assez htrognes avec une

forte disparit selon les dimensions, cependant en considrant la taille et lanciennet de lIMF (5 ans),

ces rsultats sont honorables et confirment que LSK est engage dans une dmarche proactive

concernant la performance sociale, qui a besoin dtre structure en fonction des priorits de lIMF.

Aprs une rcapitulation des points forts, nous voquerons quelques mesures damlioration de la

performance envisageables.

1. Un engagement fort de LSK pour la participation de ses clients

Depuis son origine, LSK a inclus ces clients comme partie intgrante des dcisions prises par lIMF. Ainsi

pour chaque agence, le conseil dadministration, le comit de crdit et le comit de contrle sont

composs uniquement de clients lus en assembl gnrale. Nanmoins labsence dun conseil

dadministration pour lensemble de la structure ne permet pas aux clients davoir un pouvoir de

dcision sur des questions stratgiques comme la mise en place de nouveaux produits ou limplantation

de nouvelles agences.

2. Une bonne adaptation des produits et des services

Un des points fort rside dans la diversit des produits quoffre LSK. En effet, en insistant sur lpargne,

tout en proposant des produits tels que lpargne-objectif, les prts durgence, les prts long terme et

les divers produits financiers standards, LSK obtient un trs bon score sur cette dimension. Toutefois,

les prts de groupe et les dpts vue qui reprsentent respectivement 83% du nombre de crdits

octroys et 93% de lpargne collecte ne laisse que peu de place aux autres produits.

3. Un ciblage des pauvres non formalis

Dans les faits, LSK travaille dans des zones de march o la majorit des commerants sont pauvres etissus du secteur informel. Cependant, lIMF ne dispose pas dun outil et dune mthodologie qui

permettraient de justifier ce positionnement et de mesurer les bnfices pour les clients (outils type

PAT). Par exemple, louverture dune nouvelle agence se fait, aujourdhui plus par des donnes

informelles que par une tude formelle identifiant une zone particulirement pauvre.

4. Amliorer la fidlisation des clients

Le taux de clients inactifs (ou dabandon) de LSK est significatif et doit tre analys par lIMF. La mise en

place pour les clients dune procdure de plainte et la mise en place denqutes de satisfactions

pourraient permettre de comprendre les raisons du nombre lev de comptes inactifs des clients et

daugmenter ainsi leur fidlit en mettant en place des mesures correctives adaptes.

De manire gnrale, un recueil dinformation utilis de faon plus systmatique, permettrait de

formaliser et de rendre plus objectif ladaptation des produits en fonction des besoins des clients.

5. Amliorer la protection du consommateur

Le grand nombre de produits propos par LSK, et le manque de documents dinformations sur ces

produits (transparence du TEG, conditions gnrales,) peut entrainer un manque de clart pour les


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clients. Ainsi la mise en place dune communication adapte et cible permettrait daugmenter

lattractivit et la bonne comprhension de chaque produit.

Par ailleurs, la redfinition du manuel de rfrence crdit permettrait aux agents de crdit de proposer

des produits standardiss et de transmettre ces informations en toute transparence auprs de la

clientle dans un souci de protection du consommateur.

En outre, pour lutter contre le surendettement croissant au Burkina Faso, LSK pourrait inclure dans le

montage du dossier un calcul de la capacit rembourser des bnficiaires qui est faite aujourdhui de

manire informelle.

6. Amliorer la responsabilit sociale vis--vis des employs

LSK en raison notamment de sa petite taille, na pas encore mise en place un manuel de gestion

formelle du personnel. Le dveloppement potentiel de son quipe ncessitera terme une

formalisation de la politique de ressources humaines incluant la mise en place dune grille salariale, des

entretiens individuels annuels dvaluation, une participation des employs dans les dcisions

stratgiques et une couverture sant pour tous.

Ladquation entre les objectifs de la direction et ceux du personnel pourrait tre renforce par la mise

en place de prime sur objectifs.

Ainsi, le taux dimpays et le taux de comptes inactifs relativement lev pourraient tre rduits par la

mise en place de ce type de prime sur la qualit de ces portefeuilles.

Pour rappel, ces recommandations ont pour objectif damener lIMF explorer les pistes

envisageables damlioration de la performance sociale. Elles doivent tre adaptes la

politique gnrale de la structure et au contexte local.

Internship Report EDM BCamareri

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