LIVELIHOODS AND INCLUSIVE FINANCE EXPANSION (LIFE)

LIVELIHOODS AND INCLUSIVE

FINANCE EXPANSION (LIFE)

QUARTERLY PROGRESS REPORT:

YEAR 2 QUARTER 2

CONTRACT NO. AID-268-C-16-00002

Implementing Partner: Palladium International, LLC

Contracting Officer’s Representative: Rana Helou

Submission: April 30, 2018

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TABLE OF CONTENTS

Table of Contents ............................................................................................... 2

Acronyms & Abbreviations ................................................................................3

Executive Summary ............................................................................................4

Component 1: Financial Inclusion.................................................................... 5

Key Activities and Outcomes ........................................................................... 5

Component 2: Technical Assistance...............................................................12

Key Activities and Outcomes ..........................................................................12

Upcoming Work under Component 2: …………………………………………..14

Component 3: Livelihoods ...............................................................................15

Key Activities and Outcomes ..........................................................................15

Operational Activities .......................................................................................21

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ACRONYMS & ABBREVIATIONS

ADR Association for Development of Rural Capacities

AEP Association D'entraide Professionnelle

AMFA Azerbaijan Microfinance Association

AMEP Activity Monitoring and Evaluation Plan

BAS Business Advisory Services (consultants and firms)

BDL Banque du Liban

BEE Business Enabling Environment

CGAP Consultative Group to Assist the Poor

CLA Collaboration, Learning, and Adaptation

CLD Cooperative Libanaise pour le Developpement

COP Chief of Party

DCOP Deputy Chief of Party

EDF Entrepreneurial Development Foundation

FSVC Financial Service Volunteer Corps

GAP Gender Action Plan

IFC International Finance Corporation

ISP Institutional Strengthening Plan

LIFE Livelihoods and Inclusive Finance Expansion

LIM Lebanon Investment in Microfinance

LMFA Lebanese Microfinance Association

LOP Length of Project

MDS Microfinance Demand Study

M&E Monitoring and Evaluation

MF Microfinance

MFI Microfinance Institution

MIS Management Information System

MOU Memorandum of Understanding

NBFIs Non- Bankable Finance Institutions

NCAT Network Capacity Assessment Tool

NGO Non-Government Organization

RFP Request for Proposals

STTA Short Term Technical Assistance

TA Technical Assistance

USAID United States Agency for International Development

USG United States Government

Y1Q1 Year 1 Quarter 1



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EXECUTIVE SUMMARY

The principal updates for the second quarter of Year 2 for LIFE pertained to the

four events described below:

1. On January 7th, 2018 David Holdridge began work as the new COP for LIFE.

David has extensive prior experience as a manager in The Middle East and

specifically in Lebanon. In all cases his principal partner/Donor has been USAID.

On March 21, 2018, USAID also approved a new Director of Finance &

Administration for LIFE, filling an important vacancy in the LIFE team.

2. In March 2018, LIFE secured an agreement with Jammal Trust Bank by which

LIFE would invest in their 'Save and Win' campaign aimed at attracting 10,000

new 'unbankables' over a 12-month span. New accounts would provide access

to both Saving and Loan programs. Loans would be at affordable rates for this

demographic. This is a significant prototype since it represents a direct

alternative to MFI's loan programs and adds a Saving component.

Performance of this grant over the rest of Y2 will reveal the demand for this

product, but LIFE considers it a good value/low risk grant which, if it meets the

agreed upon metrics, would significantly increase the number of unbankables

entering into formal financial institutions.

3. Also in March, LIFE managers, accompanied by representatives of

USAID/Lebanon, went to the Beka'a to visit livelihood beneficiaries----specifically

women owners of micro and small businesses. From ensuing discussions, a plan

for producing a video aimed at "Women Rising" was incubated. It

represents two of the main themes which will govern LIFE investments

henceforth: Unbankable women's inclusion in financial institutions and an

active outreach to under-represented areas of Lebanon.

4. Finally, this quarter witnessed the full implementation of the new Livelihood

model whereby Livelihood grants were decoupled from MFI activities. Instead

the grants were to be managed by Lebanese NGOs which provided both

assets and training to unbankable Micro’s and only subsequently introduced

them to the possibility of loans by MFIs. In total, six new grants (EDF, Hadatha,

SHIFT, SHEILD, Al Majmoua, LPHU) began preparation in this quarter with an

anticipated value of more than 1.5 million USD.

Details for these initiatives as well as ongoing activities are detailed below.

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COMPONENT 1: FINANCIAL INCLUSION

Key Activities and Outcomes

Jammal Trust Bank (JTB)

JTB’s prototype intervention (217700-LIFE-JTB-005) was developed to serve LIFE’s

inclusive finance objective.

Current perception is that working with un-bankables is expensive and risky to any

commercial bank. However, LIFE team believes that investing in women and in

underserved communities will help to bring their intellect and efforts into the

national polity and economy where they can be productive and successful when

given the opportunity.

Therefore, LIFE is challenging the existing perception by testing the below

assumption: that if commercial banks begin to serve traditionally unbankable

communities, the large increase in number of clients will lead to aggregate

increase in deposits and access to microfinance that will support long term

acceptable return and risk ratios- as well as a significant increase in inclusive

finance.

Life’s intervention is supporting the bank in mitigating the high risk of working with

un-bankable (people with high risk) for the added value of providing people with

access to savings and access to building a financial record - especially for women

who are half of the country’s population.

Long Term Acceptable Return Vs. Risk Ratio

Increase in access to

micro-loans through access

to savings

Increase inclusive finance

Increase in Clients

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JTB as a partner

Unique product “Save and Win” –no fees, no minimum amount, every 50,000

LBP deposited earns a ticket for a monthly prize draw.

JTB has 60% of its branches outside Beirut (Beka’a, North & South); 32% in

South of Lebanon.

JTB’s main focus is and will continue to be on women. 43% of the “Save &

Win” accounts are Lebanese females due to its flexibility; the average rate

of females having a bank account is currently 33% according to the World

Bank.

Design of Intervention

Financial literacy program to school students as part of raising financial

education in the Lebanese communities

12 months project for $250,000 with 3 main milestones:

1) 5,000 new savings accounts for the un-banked population in rural

areas, with main focus on the Beka’a and South Lebanon during first

6 months.

2) Another 5,000 new saving accounts by the 12th month.

3) Outreach to 10,000 students with receipt of banking financial literacy

training by the 12th month.

LMFA MIS and peer-to-peer exchange trip to Azerbaijan

LIFE’s support to the LMFA is an assortment of investments (financing, networking, training,

and coaching) in order to try to build the LMFA as a sustainable influencer and a

fundamental element of the microfinance industry in Lebanon. Illustrative of this effort are

Carla Hobeiche (center) JTB Head of Consumer Banking and Branches Network with David Holdridge & Nataly Chebib

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current discussions and preparations for the eventual development of a Management

Information System (MIS) which, conceptionally, would serve constituent members with

a common database in which to assess loan applicant bona fides.

A second illustration during this quarter took place in January 2018, when LIFE/USAID

funded the participation of the LMFA staff and several board members including

representatives from ADR, Al Majmoua, AEP and EDF in a four-day mission organized by

the “Azerbaijan Microfinance Association “AMFA” in Baku. This activity was managed by

the SEEP network—a LIFE sub awardee.

Pursuant to the “Baku" workshop, much discussion was prompted on the structure and

the constitution of both the Board of the LMFA and the LMFA Secretariat with an eye

toward increasing efficiency in the execution of the Board's vision and in augmenting the

demand of MFI's ---current and potential--- for its services. These discussions are ongoing

but expected to be finished by the end of the next quarter (Year 2 Quarter 3).

LIFE contributing to overcoming access barriers to financial services in Baalbek-

Hermel Governorate

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In order to support the MFIs members of the LMFA to reach out to new areas and

expand their range of products and services to more vulnerable populations in under-

served rural areas, the Financial Inclusion team has organized two “Access to

Microcredit” workshops in March 2018.

The workshops took place in Arsal and Al

Qaa - two Lebanese regions that

suffered the most from the Syrian crisis,

the consequences of which have been

dramatic on the healthcare, education,

economic and social levels.

Both are located on the Lebanese Syrian borders, Arsal and Al Qaa (Baalbek District of

Baalbek-Hermel Governorate) have being invaded by the Syrian militias “ISIS,” Al-Nusra

and the Free Syrian Army for six years. These militias were directly responsible for the

burning of the local farmers’ crops and trees. This territory has only been recently secured

by operations conducted by the Lebanese Army in August 2017.

The USAID-funded LIFE project has facilitated the penetration of two local MFIs “Al

Majmoua” (the largest in the country) and “CLD” respectively in Arsal and Al Qaa, which

lack MFIs and access to finance, given the volatility of the risks associated with security

incidents: only three banks nearby in Labwe Village (SGBL, Fransabank and Jammal Trust

Bank) can be seen in addition to very few in Hermel. The formal banking sector was very

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careful and risk-averse and is only offering savings and loans to well established and

wealthy people in the area.

The main objective of the workshops was to raise the locals’ awareness of the importance

of microfinance in the eradication of poverty and establish better understanding of how

access to finance plays an important role in providing better livelihood opportunities for

people in vulnerable, poor rural areas, thereby promoting economic growth. The

workshops brought together 159 (138 from Al Qaa and 21 from Arsal) farmers and women

from across the region with a common interest in microfinance and a desire to improve

their livelihoods and increase household incomes.

The workshops were also an opportunity to encourage and support local women (being

the main target group of LIFE), since the locally-sourced catering offered during the

sessions was prepared by them.

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Workshops outcomes:

LIFE has contributed to restoring hope for local farmers and women entrepreneurs

in both areas, but especially in Al Qaa where 55 persons (36.66%) working in

different fields showed interest in taking loans averaging $15,000 to improve their

livelihood.

Following the workshop, the

CLD team has paid another

visit to Al-Qaa’ head of

municipality Mr. Bachir Matar -

with LIFE Coordinator for the

Bekaa region Charbel Matar -

to assist the cooperative in

recruiting a loan officer in the

area and to follow up with

eight of the 55 interested

people to fill out applications.

Al Majmoua has recruited

one loan officer from Arsal and

is considering hiring another

female loan officer due to the

potential demand for

microcredit in Arsal.

LIFE has acted as a bridge

between Al Qaa and Arsal

municipalities, local civil society

organizations and relevant MFIs.

CLD representatives with Al Qaa’ Head of Municipality Mr. Bachir Matar

CLD Ex. Dir. Mr. Serge Oueiss with one of the potential borrowers in Al Qaa

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Microfinance Market Indicators

The LIFE Financial Inclusion Team has collected outreach indicators for several MFIs and

NBFIs (Non-Bank Finance Institutions) to assess and estimate the microfinance industry

growth and performance in 2017. These MFIs are receiving technical assistance and staff

capacity development trainings funded by LIFE and are the nine members of the LMFA.

- Al Majmoua, a major MFI player in the Lebanese industry has increased its client’s

portfolio by 13% from 2016 to 2017; its current portfolio has 72,802 clients. Al

Majmoua achieved a capital growth of 22% and reached an outstanding

portfolio of 72.1 Million USD as of December 2017.

- Ibdaa Microfinance clients increased by 15.4% to reach 15,000 borrowers and their

capital outstanding increased by 27.5% to reach 13 Million USD.

- Emkan Finance’s portfolio increased 24.3% in term of borrowers to reach 18,640

and their outstanding capital increased by 23% to reach 45.4 Million USD.

- ADR “Association for the Development of Rural Capacities” made a 10% growth

in number of clients with 2,631 and their capital outstanding portfolio increase 2.3%

to reach 4.1 Million USD as of December 31, 2017.

- AEP Portfolio increased by 7.2% in number of clients and 2.1% in term of capital in

2017. Their portfolio has 1,200 clients for an outstanding of 3.8 Million USD as of

December 31, 2017.

- The portfolio of Makhzoumi Foundation increased by 5.5% in term of clients and

reached 1,100 for a total outstanding of 1.3 Million USD as of December 31, 2017.

Among the nine members of the LMFA, EDF is the only MFI facing sustainability challenges,

and the Board of Directors has recently appointed a new Executive Director to

restructure the organization and drive its operations. EDF’s portfolio decreased by 33% in

terms of clients and 36% in outstanding capital; it had 375 clients and a total outstanding

of 598.2 thousand USD as of Dec 31, 2017.

MFI OUTS.

Clients

2016

OUTS.

Clients

2017

OUTS.

Capital

2016

OUTS.

Capital

2017

% Women

Borrowers

2016

% Women

Borrowers

2017 Al Majmoua 64,432 72,802 $59,263,165 $72,070,490 57% 57%

VITAS 21,000 Not Yet

Avail.

31,000,000 Not Yet

Avail.

40%

Emkan Finance 15,000 18,640 $37,000,000 $45,366,750 18% 21%

Ibdaa MF. 13,000 15,000 $10,200,000 $13,000,000 74% 70%

ADR 2,383 2,631 $3,946,684 $4,038,789 37% 44%

AEP 1,113 1,200 $3,765,969 $3,844,000 40% 45%

CLD 480 525 $8,399,331 $7,383,410 23% 33

Makhzoumi FDN. 1,043 1,100 $1,277,777 $1,274,000 51% 51%

EDF 555 375 $930,745 $598,145 43% 43%

TOTAL 119,006 $156 M - -

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COMPONENT 2: MICROCREDIT

Key Activities and Outcomes TRAININGS

In this quarter, the LIFE project facilitated 32 training sessions for 190 participants coming

from different departments and MFIs (more details in “Life Annual Training Plan” Table).

The trainings have covered a broad range of workplace topics such as: Supervisory Skills,

Customer Service, Professional Attitude, CNSS, VAT and Income Tax, Sales and Marketing,

and Time Management.

The trainings facilitated by LIFE are aligned with the following outcomes:

- Introducing participants to management best practices, customer etiquette, and

effective customer service communication;

- Introducing participants to the sales mistakes they should avoid, the five pillars of

effective Sales and strategic selling;

- Providing tips on effective communications, giving feedback, coaching and

delegation skills;

- Introducing time management tools and techniques that allow participants to

manage their time more effectively and feel more in control;

- Introducing participants to the rules and regulations of the Lebanese Law with an

explanation of the CNSS background and Taxation rules and regulations to finally

have a broad legal perspective of these issues;

- Providing participants with essential concepts and skills to establish and maintain

a professional attitude at the workplace, tips on how to enhance assertiveness,

emotional intelligence perceptions, and ethics.

As shown in the chart above, a total of 190 partner MFI staff were trained and their

capcities increased through LIFE’s training program on many different topics.

050

100150200

T O T AL M F I

S T AF F

T R AI N E D

M AL EF E MAL E

190101

89

Total MFI Staff Trained Male Female

Staff Trained 190 101 89

TOTAL MFI STAFF TRAINED IN Q2

Staff Trained

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All the trainings provided for our partners had a significant proportion of women

participation with almost 50/50 ratio.

89 Female MFI staff were trained on at least 8 different training topics to help build

their capacities in reaching out to vulnerable people and explaining the whole

financial system in easy and comprehensible ways.

53%

47%

Gender segregation of MFI staff trainings

participation in Q2

Male Female

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Upcoming Work under Component 2: Y2Q3 will be focused on supporting the following:

- The “Loan Officers Development Support” project

which will be developed and conducted by FSVC for

AEP staff. During this six-day project, the FSVC

volunteer experts will work with the management

team to develop a feasibility study template, train

loan officers on how to use the template and explain

how to approach potential clients for collecting the

requisite information, and finally conduct field visits

with loan officers in their introductory meetings with

clients and follow-up with delinquent clients.

- The Loan Officer Model: LIFE will facilitate the

recruitment of new loan officers (mainly women) for

microfinance institutions with the main purpose to

expand their market outreach in untapped

Lebanese geographical areas which lack access to

finance. New loan officers recruited will help expand

the range of products and services offered by MFIs

to vulnerable populations - particularly low-income

women, youth, and physically disabled people in

under-served rural areas.

- Revamping the ADR website so that they get a user-

friendly, professionally designed, attractive and easy

to navigate website with a focus on promoting the

association’s mission, activities and products.

- Supporting IBDAA microfinance to reinforce its

internal control systems due to the institution growth

in size and complexity; an agreement will be

concluded between LIFE and Mrs. Muntaha Barakat

- a very well-known experienced consultant - for a

period of three months. During this period, the

consultant will commit to evaluating and developing

the existing control systems and processes, create

the needed tools for the internal audit, monitor these

systems and build the capacity of the field audit staff

in using and applying these systems and tools.

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COMPONENT 3: LIVELIHOODS

Key Activities and Outcomes

LIFE’s tools for expanding financial inclusion and improving the livelihoods

of micro/small businesses in underserved areas with main focus on one of

society’s main pillars “WOMEN” are:

Providing business development services including both

vocational and business-related trainings, mentoring and

coaching;

Supporting access to micro-credit;

Support through in-kind sub-grants based on need.

This approach started in Year 1 and is currently expanding to include 8

partners by Y2Q3 with an estimated total commitment of USD 1.75 M with

a geographical spread across 3 regions in Lebanon:

1- Bekaa: Central, North and West

2- South Lebanon: Saida, Jezzin, Hasbaya, Tyre, Marjayoun, Rmeich,

Jensneya, Nabatiye and Bintjbail

3- North Lebanon: Akkar, Tripoli, Zgharta and surroundings

Current Active Grants Status- by Y2Q2

1- Lebanese Development Cooperative (LDC) grant (217700-LIFE-

LDC-004):

In-Kind sub-grants for a total of Micro Loans for a total of Number of beneficiaries: 13

LDC’s beneficiaries are expected to reach a minimum total of 60 by the end of the grant term. Updates on beneficiaries’ businesses are shared with USAID in weekly reports.

In addition, LDC, with the support of LIFE, were able to penetrate Al Qaa in Northern Bekaa. Results of this linkage will be evaluated and presented in the upcoming quarters and are described in the Component 2 section of this report.

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As shown in the chart above, LIFE currently has 2 active grants with MFIs (AEP, CLD)

which are disbursing loans to micro enterprises for business enhancement.

CLD, disbursed a little above Fifty thousand dollars in Q2 of their own money coupled

with USAID grant funds (shown in table below) whereas AEP, with a smaller loan

average than CLD, managed to facilitate ninety thousand dollars of their money to

micro enterprises for business start-ups and enhancement.

Quarter 2 of Y2, witnessed a $140,000 in small loans disbursement from MFIs, which

brought the total loan disbursement to almost $410,000.

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

$450,000

CLD Loans Q2 AEP Loans Q2 Total Q2 Total Lumpsum

disbursed from

project kick off

$50,471 $90,065

$140,536

$409,545

Loan amounts disbursed in Q2 to end benficiaries VS

total amount disbursed ti l l date

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As shown in the chart above and mentioned in the previous chart of loan amounts

disbursed, MFIs are coupling their loan strategies with LIFE in-kind grants of USAID

money and the disbursement of grants is disaggregated as shown in the chart.

In the north, which is one the most vulnerable areas in Lebanon, having the highest

grants disbursement of $18,695, 66% of the grants were provided to male owned

business and 33% were provided to women owned business.

Women owned business in the Bekaa had a higher portion of the grant budget where

40% were eligible to be part of the USAID LIFE grants recipients and 60% of the grants

went to male-owned businesses.

The South area of Lebanon, which is the least explored area in this field, had a very

high number of woman-owned businesses considered eligible for USAID grants with

almost 70% of the grants disbursed to businesses in this area benefiting women-owned

businesses.

2- Professional Mutual Aid Association (AEP) grant (217700-LIFE-AEP-003):

In-Kind sub-grants for a total of Micro Loans for a total of Number of beneficiaries: 66

Start-up businesses: 9

AEP’s beneficiaries are expected to reach a minimum total of 163 by the

end of the grant term. Updates on beneficiaries’ businesses are shared with USAID in weekly reports.

$0.00

$5,000.00

$10,000.00

$15,000.00

$20,000.00

$25,000.00

$30,000.00

$35,000.00

$40,000.00

Bekaa North South Total Leb

$11,000.00

$18,695.00

$6,492.00

$36,187.00

$6,455.00

$12,722.00

$1,925.00

$4,545.00

$5,975.00

$4,567.00

Total Area Male Female

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Field Trip

On Tuesday February 27th, USAID representatives and LIFE’s team went on a field

trip to Bekaa where they visited 4 women beneficiaries of AEP:

Rania Keirouz- Beauty Salon (Deir El Ahmar - North Bekaa)

Nancy Fardissi – Beauty Salon (Jdita)

Georgette Chamoun -Chamoun Grocery (Zahle Boulevard)

Denise Nassar- Coqrico shop (Haouch El Oumara)

The trip highlighted the value of our support to these women who are strong and

determined to play a productive role in the economy and within their families. A

three-minute video was created and shared with USAID on these women.

Women percentage in grants and loans through LDC and AEP is on average 33%.

USAID representatives Rana Helou and William Butterfield visit LIFE’s beneficiaries in Bekaa

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3- Al Hadatha grant (217700-LIFE-Al Hadatha-004):

Completed 6 training sessions for 20 volunteers from Hadatha and the

below 4 local NGOs:

1) Tanmiya w Salam

2) Jeel El Amal

3) WWA

4) Ibdaa w Najah

Completed outreach and assessment of 400 potential beneficiaries and

selected the 200 beneficiaries who will be undergoing the BDS program

offered by Hadatha. 200 beneficiaries are from: Berkayel, Bebnin, Jaideh,

Oyoun El Ghezlan, Karkaf, Wedi El Jemouss, Borj El Arab, Al Amara, Bahsa,

Halba, Talh Hayat, Machha, Hrar, Habchit, Kabiit, Ein El Dahab and Fnaidek.

Next quarter Al Hadatha will be conducting Training of Trainer sessions on

managing livelihoods for the selected 4 local NGOs and will initiate the BDS

program for the 200 selected beneficiaries.

Male, 64%, 64%

Female, 36%, 36%

Hadatha NGO "Beneficiaries selection finalists"

Male

Female

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Pipeline Status (reflecting new model utilizing NGOs)

1- SHEILD:

Area of implementation: South of Lebanon

Number of beneficiaries: 80 micro businesses focused on start-

ups .

Activities: Management and Financial training sessions, access

to MFIs, and distribution of in-kind grants.

Estimated grant budget:

2- SHIFT:

Area of implementation: Jabal Mohsen and Beb El Tebene

Number of beneficiaries: 200 micro businesses

Activities: vocational trainings, business skills trainings, access to

MFIs, and distribution of in-kind grants.


3- LUPD:

Area of implementation: Bekaa and South Lebanon

Number of beneficiaries: 150 people with disabilities




4- Al Majmoua:

Area of implementation: Bekaa and South Lebanon





5- EDF:

Area of implementation: Bekaa and South Lebanon in

coordination with Jaber Institute in South Lebanon and Daher

Foundation in Bekaa





6- Loan Officers Model:

LIFE is planning to subsidize loan officers for several MFIs based

on their need and potential for geographic expansion and

women inclusion. LIFE’s investments will be contingent on pre-set

targets of loans per loan officer per MFI.

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LIFE is committed to making the best strategic use of grant monies in order to

optimize its contribution to the achievement of USAID Economic Growth goals

and objectives and to empower the marginalized half of the Lebanese

population who have the capabilities to become productive and efficient

members in the economy.

OPERATIONAL ACTIVITIES

Staffing

In Year 2 Quarter 2, LIFE’s operational priority has been to put in place a

reorganized staffing structure and fill associated vacancies. LIFE’s new Chief of

Party, David Holdridge, mobilized to Lebanon. Additionally, LIFE conducted a

review and reordering of its team as documented in the Local Compensation

Plan. A revised version of the LCP was submitted to USAID for approval in this

quarter.

The new structure is flattened, with four directors reporting to the Chief of Party.

Each Director is responsible for Components 1 and 2, Component 3,

Communications, and Operations and Finance respectively. This structure allows

directors to assume additional autonomy and responsibility for their duties and

ability to represent the project with external vendors and stakeholders.

LIFE also identified additional positions needed to maximize implementation.

These included a Grants Officer, Associate Director for Financial Inclusion

(Components 1 & 2), Accountant, and project Driver. One position was filled by

internal hire, and candidates for two others identified.

After conducting an extensive search and period of interviews, LIFE also identified

and received approval for a new Director of Finance & Administration, to begin

work in April 2018.

Project Infrastructure

Palladium continued its rollout of systems and customization of country-specific

procedures to its project team, with the continued goal of streamlining all

management support and maximizing ownership of the project by in-country

staff.

The LIFE project also moved to a new, larger office space with dedicated

conference room, allowing the project to host larger stakeholder meetings and

accommodate the anticipated increase in staff size.

LIVELIHOODS AND INCLUSIVE FINANCE EXPANSION (LIFE)

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