Impact Evaluation Final Web

The ILO Turin Centre's facilities
Located in an attractive park on the banks of the River Po,

the Centres campus provides a congenial environment in
which to live and study.
l a bank;
It contains 21 pavilions with fully equipped modern

classrooms, conference halls and meeting rooms fitted
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computer laboratory, and a computerized documentation
centre linked to various data banks.
l a post office;
The campus has 287 study/bedrooms, all with private

bathrooms, telephones and cable television. It also has:
l an infirmary.
l a reception desk open 24 hours a day;

l a restaurant, a self-service canteen and a coffee
lounge, all catering for international dietary needs;
l a travel agency;
l a laundry service;
l an internet point;
l a recreation room;
l facilities for outdoor and indoor sports;
Social events are regularly held both on and off campus,

so that participants from different cultural backgrounds
can make the most of the stimulating international
climate.
For further information, please contact:
Impact evaluation of
Training Programmes on
Microfinance (2005-08)
International Training Centre of the ILO

Enterprise, Microfinance and Local Development Programme
Viale Maestri del Lavoro 10
10127 Turin (Italy)
E-mail: emld@itcilo.org
Phone: +39 011 693 6776
Fax: +39 011 693 6589
Designer Luca Fiore - Printed by the International Training Centre of the ILO, Turin, Italy
International Training Centre
www.itcilo.org
Impact Evaluation of
Training Programmes on Microfinance (2005-08)
IMPACT EVALUATION OF
TRAINING PROGRAMMES ON
MICROFINANCE (2005-08)
Suzanne Taschereau
ACKNOWLEDGEMENTS
This impact evaluation is the product of the collective effort involving seven consultants living in seven
countries and the ITC-ILO Evaluation Unit, with the support and guidance from MMW and Boulder MFT
program coordinators.
National consultants were creative and innovative in findings ways to contact former participants, they
translated and adapted the interview questionnaires so that alumni could be interviewed in their language,
interviewed a large number of persons in a relatively short period of time, and recorded their views
faithfully. They are: Jhonny Garrido and Daniel Andrs Franck, Consultora Impacto (Bolivia), Miranda
Beshara Independent Consultant (Egypt); Sara Saeed Khan, Pakistan Microfinance Network; Khar Ndiaye
(Senegal); Stephen Kyalibulha (Uganda), and; Thu Hang Ngo, CECEM (Vietnam)
We gratefully acknowledge the support of MMW trainers and of the following ITC-ILO partner institutions
for their contributions to this evaluation, including their support to national consultants in reaching MMW
alumni: Centro International de Apoyo a las Innovaciones Financieras (Centro AFIN, Bolivia), Sanabel
(Egypt), CECEM Network and ILO office (Vietnam), Uganda Institute of Bankers and trainers, Pakistan
Microfinance Network, and Cabinet ASCODEV (Senegal).
We are most indebted to the 184 alumni of ITC-ILO Microfinance training programmes who graciously
agreed to contribute their time and to share their experience and views in a candid manner.
Rute Mendes of the Evaluation Unit of the ITC ILO coded and processed over 180 questionnaires in a short
period of time. Her keen attention to detail and collaborative spirit were instrumental in ensuring that
quantitative information could support analysis of trends in the evaluation report.
Many thanks to Peter Tomlinson of the ITC-ILO who had the foresight to undertake this project, a keen
interest in ensuring that the evaluation would be of high quality, and the resolve and flexibility to deal with
the challenges it involved.
While the impact evaluation is the product of a collective effort, I take full responsibility for the content of
this report.
Suzanne Taschereau
Lead Evaluator
Ottawa, Canada
31 January 2010
TABLE OF CONTENTS
1.
2.
3.
4.
INTRODUCTION..................................................................................................1
1.1
Context...................................................................................................................1
1.2
ITC-ILOs training activities on Microfinance................................................................1
1.3
Purpose of the impact evaluation on microfinance training............................................2
THE EVALUATION APPROACH ............................................................................3

2.1
Sample for the evaluation .........................................................................................3
2.2
Evaluation modes and instruments ............................................................................3
2.3
Representation and quality of responses.....................................................................3
2.4
Structure of the report ..............................................................................................6
THE MAKING MICROFINANCE TRAINING PROGRAMME.......................................7

3.1
Motivations and objectives for attending the program...................................................7
3.2
Benefits to participants of MMW and impact on their institutions ..................................7

3.2.1
Benefits to individuals ................................................................................7
3.2.2
Actions taken by MMW participants after the course and

Impact on Institutions ..............................................................................10
3.2.3
Multiplier effect .......................................................................................15
3.3
Contributing factors................................................................................................16
3.4
Suggestions for Improvement of the MMW program...................................................18
DEVELOPING INSTITUTIONAL CAPACITY TO DELIVER MMW ............................21

4.1
Expectations and perceived benefits.........................................................................22

4.1.1
Expectations and Benefits to Partner institutions .........................................22
4.1.2
Motivations and Benefits to Trainers ..........................................................23
4.2
Actions taken and impacts observed ........................................................................23
4.3
4.4
Suggestions for improvement ..................................................................................27
5. THE BOULDER MICROFINANCE PROGRAMME .......................................................29
6.
5.1
Motivations and objectives for attending the program.................................................30
5.2
Benefits to participants of the Boulder program and impacts on

their institutions ....................................................................................................30
5.2.1
Benefits to individuals..............................................................................30
5.2.2
Actions taken by Boulder participants after the course

and impact on their institutions.................................................................35
5.2.3
Multiplier effect .......................................................................................36
5.3
5.4
Suggestions for Improvement of the Boulder program.................................................38
CONCLUSIONS AND RECOMMENDATIONS ........................................................41
ANNEXES..................................................................................................................47
1.
Total sample by country and year ............................................................................47
2.
Interview Questionnaires and Guidelines for National Consultants ...............................48
LIST OF ACRONYMS
ASCODEV
Afrique Amrique Asie Sant et CODEVeloppement
BI
Boulder Institute of Microfinance
CECEM
Centre for community empowerment
Centro AFIN
Centro Internacional de Apoyo a las Innovanciones Financieras
CGAP
Consultative Group to Assist the Poor
DANIDA
Danish international development agency
FINCA
Foundation for International Community Assistance
HR
Human resources
ILO
International Labour Organization
ITC-ILO
IT
Information technology
M&D Centre
Microfinance & Development Centre
MDG
Millennium development goals
MF
Microfinance
MFI
Microfinance Institution
MFT
Microfinance Training
MMW
Making microfinance work
NGO
Non-government organization
SACCO
Savings and credit organizations
SANABEL
Microfinance network of Arab countries
SAULU
Ugandan microfinance institution
SFP
Social Finance Programme of the ILO
SME
Small and medium-sized enterprises
TORs
Terms of reference
TOT
Training of trainers
UGAFOD
Uganda for Development
UNCDF
United Nations Capital Development Fund
1. INTRODUCTION
1.1
Context
In 2009, the International Training Centre of the ILO (ITC-ILO) embarked on an effort to assess the impact
of its training programmes. The fourth Development Plan states that the ITC-ILOs learning approach is
learner-centred, that it is geared to practical needs of participants and their organizations, and therefore
aims at creating impact. It mentions that activities impact is bolstered by the extent to which they are
inserted into medium and long-term development programmes and projects by setting up an evaluation
system at entry and exit, by systematic follow-up of training and participants, and by regular monitoring
and evaluating methods and programmes. The Plan indicates that the ITCILO will extend the application of
information and communication technology to follow-up and evaluate training.
Against this background, the ITCILO wishes to focus on:
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1.2
enhancing the quality of its products and services;

reinforcing the relevance of its activities to meet the needs and expectations of its partners and
customers;
measuring as objectively as possible the results achieved and the lasting changes produced through its
training activities, products and services; and
increasing accountability vis--vis the Centres Board, the constituents, and the customers
organizations.
ITC-ILOs Training Activities on Microfinance

Microfinance has significant potential to create jobs and reduce poverty, yet it is not fulfilling that potential.
One of the biggest constraints to the success of microfinance institutions around the world is the
insufficient training of managers. ITC-ILO offers 2 main training programmes on Microfinance:
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Making Microfinance Work: managing for improved performance (MMW)

The Boulder Microfinance Training Program (Boulder MFT)
The MMW is intended to help middle level managers of microfinance institutions (MFIs) to better
understand their jobs and to obtain additional resources for strengthening the performance of their
institutions. It is a two-week course delivered in countries by a network of certified trainers, using core
standardized materials that are adapted to the local environment. The MMW has been delivered in the
following countries thus far: Albania, Argentina, Armenia, Bolivia, Brazil, Democratic Republic of Congo,
Egypt, Ethiopia, Indonesia, Macedonia, Mali, Nigeria, Mozambique, Pakistan, Philippines, Senegal,
Tajikistan, Uganda, Vietnam, Zambia and Zimbabwe. Several hundred microfinance managers have
benefited from the course.
The Boulder Microfinance Training (MFT) program, which is hosted at ITC-ILO under an agreement with
the Boulder Institute of Microfinance, is intended to give participants a thorough understanding of the
essential principles of microfinance plus exposure to current ideas of microfinance best practices. The
Boulder MFT aims to make participants aware of important microfinance case examples and programmes
from around the world, and to meet individual learning needs with a unique offering of core courses and
electives that address specific areas of interest and competency. Divided into 3 weeks, this programme
offers one core course and over 50 electives courses. The clientele of the programme represent a wide
range of organizations and backgrounds, including microfinance institutions (MFI), NGOs, donor
agencies, consulting firms, government agencies, central banks, commercial banks, socially responsible
investors and private individuals. It has an alumni network of over 2,500 alumni from 135 countries, and
is considered to be the premier international training program of its type.
Over time, the ITC-ILO has progressively withdrawn from direct implementation and emphasised the
transfer of know-how and the strengthening of national institutions capacity to take over responsibility for
developing and delivering training. The means available to ITC-ILO to strengthen national institutional
capacity over the period covered by this evaluation have included:
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1.3
A training package for MMW. The ILOs Social Finance Program and ITC developed a 400 page course
manual drawn from experiences and techniques of microfinance service providers worldwide. The
training manual is available to the public in English, French, Portuguese, Spanish, Russian,
Vietnamese, Bahasa Indonesia and Arabic. Training materials also include trainers notes, Power Point
slides and handouts for each session.
A decentralized network of certified trainers. Full time and part-time trainers have gone through a
rigorous certification process. Trainers can be certified at three levels: Associate, Accredited, and
Accredited master, based on a criterion-based assessment of their level of knowledge and training
skills. Certified trainers are expected to deliver MMW training activities initially guided by master
trainers, and eventually on their own.
Collaboration with national and regional training institutions to organize and deliver MMW, initially
guided by the ITC-ILO and eventually as part of their offering.
Purpose of the impact evaluation on microfinance training

The purpose of this evaluation is to assess the impact of the MMW and the Boulder MFT program on
learners in terms of knowledge and skills acquisition and application of learning, and on microfinance
institutions in terms of improved performance.
This study attempts to provide ITC-ILO management and staff with a measure of the contribution of their
various activities in meeting the above stated objectives. Beyond describing recorded outcomes and
impacts of the ITC-ILO training activities on micro-finance, we will attempt to elucidate some of the
factors, both positive and negative, that have contributed to performance and institutional development
processes. An understanding of these factors should help ITC-ILO and the Boulder Institute articulate their
future intervention strategies in order to maximize their impact in the future.
2. THE EVALUATION APPROACH

The rationale behind the general approach to this evaluation was developed by the ITC-ILO and is
described in the Terms of Reference (see Annex 1). This report does not review the rationale nor does it
deal extensively with the many methodological issues encountered in the process. For this, we refer
interested parties to a separate report on lessons learned from the evaluation methodology. Rather, we will
describe the approach that was used in carrying out this evaluation. We will conclude this section with
brief observations on the validity and limits of the approach, and on the reliability of the data that
emanated from such an approach.
2.1
Sample for the evaluation

The following countries were selected by the ITC-ILO for the impact evaluation: Bolivia, Egypt, Pakistan,
Senegal, Uganda and Vietnam. The ITC-ILO determined that the evaluation should reach participants that
took the programmes between 2005 and 2008. It was expected that participants views would be
validated by their supervisors or by third party consultants or trainers.
The sample for each program in each country was drawn from lists of former participants provided by
Boulder and by the ITC-ILO. The total sample for the Boulder program in the 6 countries and for the period
was 122 participants, and 268 for the MMW. A detailed breakdown of the total sample by country and
year is included in Annex 1.
2.2
Evaluation modes and instruments

The most appropriate mode for this survey was found to be the personal interview. In-depth, open ended
interviewing alone could probe below the level of superficial observations to uncover evidence of impact.
Six national consultants conducted in-country participant interviews. Data were obtained mostly through
interviews based on a set of questionnaires: one for former participants of MMW, one for former
participants of the Boulder MFT program, and another for trainers and training institutions working with
ITC-ILO in support of MMW training. Interview questionnaires built on questions that were in the TORs,
were enriched with feedback from key stakeholders from the Boulder Institute and the ITC-ILO, and pilot
tested in Senegal. Post-pilot, revised interview questionnaires were translated by national consultants in
Spanish, Arabic and Vietnamese.
Personal interviews were preferred over group interviews because they could ensure the participants a
higher degree of confidentiality and thus, were thought to be more productive. Group interviews were
limited to groups of two or three individuals, and were not to include individuals of different hierarchical
levels. Where in-person interviews were not possible because of geographical, time or budget constraints,
national consultants carried out telephone interviews or a combination of e-survey with follow-up
telephone calls.
Guidelines for national consultants were prepared by the lead evaluator to assist national consultants in:
1) preparing for and carrying out interviews; b) recording and data analysis. Guidelines, supplemented by
lead consultant guidance and support to national consultants, ensured a degree of consistency and rigor in
application of the methodology across countries, and facilitated aggregation of data. Interview
questionnaires and Guidelines for Consultants are included in Annex 2.
2.3
Representation and quality of responses

A total of 198 interviews were carried out between September and December 2009, including 46 former
participants from the Boulder MFT program (37,7% of the total sample), 134 former participants from the
MMW (50% of the total sample) and 18 MMW trainers including master trainers, accredited trainers and
directors of training institutions. The detailed breakdown is included in Table 1 below.
Table 1.
Numbers of participants interviewed and percentage

Boulder
MFT
Number
interviewed
Sample
MMW
Percent
Sample
MMW
Number
interviewed
Percent
Trainers
Bolivia
2%
23
12
9,0%
Egypt
20
19,5%
30
13
9,7%
Pakistan
42
19
41,5%
37
4,5%
Senegal
25
12
26%
24
11
8,2%
Uganda
23
4,5%
40
17
12,6%
Vietnam
11
6,5%
114
75
56,0%
122
46
100,0%
268
134
100,0%
18
TOTAL sample
MMW survey respondents are broadly representative of the range of MMW alumni job profiles: Nearly
half of the sample hold management positions: 28.4% are branch managers, 12.7% are senior or regional
managers, another 7% (from the category of others) can be classified as middle managers from their titles.
The remainder are technical staff (audit or credit officers), administrative officers or technical advisors. A
majority of respondents work in MFIs (65.7%) and in development NGOs (16.4%). Others work in
microfinance institutions, commercial banks, central banks and consulting firms. 40% of the respondents
had more than 5 years experience in microfinance when they attended the MMW, 37% had between 2-5
years experience, and 23% had less than two years experience.
Responsibility level
Institution type
Overall, Boulder survey respondents are representative of a broad range of job profiles and institutions:
16% are in senior /regional management positions, 16 % are specialists or technical advisors, and the rest
are in a range of middle management and/or project coordination positions.
Responsibility level
Institution type
Others = Quality assurance manager (3), Banker, Chief financial officer, Others= Microfinance Bank, Training Institution,
Department head, Division chief, District program manager, Portfolio manager, Head internal audit, Project supervisor, Trainer
Respondents work in a range of institutions: MFIs, government, banks, donor agencies, NGOs and training
institutions. More than two thirds (69.5%) of Boulder MFT respondents had more than 5 years experience
in microfinance when they attended the program, while 22.7% had less than 2 years experience in
microfinance.
Reaching former participants of the ITC-ILO microfinance training programmes proved to be challenging:
contact information was incomplete or out of date, some participants had moved to another organization
or out of the country, and the sample included a significant number of managers working in MFIs that were
spread out geographically and difficult to reach. Some of the Boulder participants did not agree to meet
with evaluators saying they were too busy with their year-end planning and other responsibilities, and one
alumnus in Vietnam refused because she had been interviewed for a recent impact evaluation of ILO
activities in Vietnam. National training institutions and trainers were extremely helpful in contacting MMW
alumni and, in some cases, helped to facilitate arrangements for interviews.
Despite these challenges, individual and some group interviews with participants yielded a wealth of
valuable information, especially where consultants probed for concrete examples and evidence to support
statements. Responses to questionnaires for both training programmes were coded and processed by the
ITC-ILO Evaluation Unit. This provided quantitative data to support the qualitative analysis of trends,
thereby increasing the confidence in our findings.
Time, distance and budget constraints precluded interviews with participants supervisors. Information
obtained was cross-checked and validated with other participants and trainers where possible, thus
providing a higher degree of confidence in the validity of the data.
2.4
Structure of the report

The report has been structured to make it easy for reference by various stakeholders from the ITC-ILO and
from the Boulder Institute:
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In the following section, we review our findings for MMW: the impact on individuals and on their
institutions, contributing factors and suggestions for improvement.
Section 4 is devoted to findings and analysis of the impact of ITC-ILO efforts to build capacity for
delivering MMW in a decentralized, networked model.
In section 5, we focus on findings for the Boulder MFT: impact on individuals and institutions,
contributing factors and suggestions for improvement.
Section 6 concludes with recommendations to the ITC-ILO.
3. THE MAKING MICROFINANCE TRAINING PROGRAMME FINDINGS AND ANALYSIS

One of the objectives of the evaluation was to establish the impact of the MMW training program on
individuals and on their institutions. This section of the report summarizes examples of lasting impacts on
participants' knowledge and skills, as well as actions carried out by them when they returned to work.
Impacts of participants' actions on their own performance and that of their institutions follows. A review of
the contributing factors in the environment influencing those outcomes follows. This section concludes
with suggestions for improving the access, quality and impact of the MMW program.
3.1
Motivations and objectives for attending the program

Participants that attended the MMW program had a range of motivations and objectives. The most often
quoted reasons for participating in the program were to increase and/or update knowledge and skills in
microfinance, get a comprehensive vision of management of an MFI, gain new ideas and insights on
different ways of approaching their practice, share experiences with people from around the globe, develop
products more efficiently and improve their decision making process
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Participants working in MFIs at the time of attending the program were hoping to update their
knowledge of microfinance and/or to increase their knowledge and skills in microfinance and
management. Those who were already managers (branch managers, senior managers and heads of
departments) were hoping to validate and enrich their knowledge and skills of microfinance, and
especially management of microfinance. While they had experience in microfinance, they were hoping
to gain more systematic and professional knowledge and skills.
Competency gaps that were most cited were in the areas of risk management, product development
and client retention. Soft skills included staff appraisals and incentives, working as a team, time
management and managing conflict.
Participants who face organizational challenges or were going through institutional transformations
were hoping to gain new ideas and practical tools in specific areas such as: handling regulated
operations, product development and product diversification, marketing of microfinance services, and
increasing efficiency in meeting targets.
Those who were not yet managers and those with less than 2 years experience in microfinance were
hoping to learn concepts of microfinance and some skills in management. They believed that attending
the course would lead to a promotion to a higher position.
Five participants from the Training Centre of Vietnam Bank for Social Policy attended the program as
they were embarking on design of a new training program for the Banks line managers. They were
looking to explore substantive content to integrate in their training programmes.
Generally, these groups reported that the MMW program either met or surpassed their expectations.
3.2
Benefits to participants of MMW and impact on their institutions
3.2.1 Benefits to individuals

60% of the participants said that gaining new ideas and insights on different ways of approaching their
practice was one of the most important benefits of the MMW program. Examples of a shift in mindset were
provided by participants from several countries:
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Vietnam and Senegal: The course provided an integrated picture of Microfinance they did not know
before, including human resource dimensions. They now view their jobs differently, and some lower
level managers see more potential for taking responsibility in their jobs. This was echoed by a
participants from MFIs in Senegal for whom the integrated management model of les six degrees de la
porte broadened their view of their role as managers to include management of human resources
Pakistan: One respondent gained a broader perspective and an understanding that microfinance is not
effective as a standalone activity. He now sees the importance of set ups that promote education and
health services alongside microfinance for the under-served. Others said they are now better able to
identify gaps in their institutions, and that they have gained an appreciation of risks in the industry.
One participant noted that: the model of credit union was discussed - afterwards I managed detailed
work on developing a credit union in Pakistan
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A former manager from TESO Rural Development Trust (TERUDET) in Uganda: We installed working
systems to enable the MFI to operate with a business mind, not like a charity organization.
Implementation of the action plan developed during the MMW contributed to changing operational
methods.
Eighty two participants (61%) who responded to the questionnaire reported they had upgraded
knowledge and skills and used this knowledge in their work. Respondents from all countries reported
they improved their technical knowledge and ability to run their operations more efficiently and effectively
in particular areas: the most cited were planning, market research and new product development, risk
management and client services. Respondents also reported improved knowledge and skills in human
resource management, specifically performance management and staff motivation. The course was said
to be like a Mini MBA in microfinance by participants in Pakistan. Details of how participants used this
knowledge and skills in the workplace are provided in section 3.2.2.
Nearly a third of respondents (38) stated that they have more confidence in their jobs and have improved
their performance as a result. Others noted that they had increased their confidence to discuss
microfinance issues and their ability to present their ideas to their supervisors. More than half of Program
officers and Department heads, and more than a third are regional and branch managers who responded
to the survey reported they had increased their confidence to discuss microfinance issues.
Contacts made by individuals with participants from their own country continue to be seen as valuable by
60% of the respondents, and in all countries but Pakistan. Personal relationships created during the
program with participants from their country continue beyond the program, and are leveraged to exchange
information and seek advice. In countries where a significant number of participants were part of the same
organization (for ex. Egypt), or part of an active network of practitioners, contacts were more easily
maintained and information shared beyond the program. A Vietnamese MFI senior manager noted that
through the course many colleagues from other MFIs and programmes came to know about his institution,
leading eventually to their hosting of a number of study-tour visits.
While no one from Bolivia maintained contact with the MMW trainers, 45 respondents from other
countries (a third of the total sample) contacted MMW trainers after the program to request information
and advice, or to secure consulting services (16).
A relatively small proportion of respondents (18%) have maintained contact with participants from other
countries. One vibrant example of continued contacts was found in Senegal: following the MMW program
in Senegal in 2008, two learning tours were organized by the Union Financire Mutualiste to Mali and to
Burkina Faso respectively.
Most significant benefits from your participation
Forty-eight participants who responded to the survey increased their levels of responsibility since they
attended the MMW program. Most were from Bolivia, Uganda and Vietnam and had taken the course prior
to 2008 (i.e. 2004, 2005 and 2007). Nearly a third of regional managers, branch managers and program
officers (37,5%, 28.9% and 33.3% respectively) changed jobs or have increased their responsibilities
since they attended the program. 44.3% of respondents who work in MFIs had increased their level of
responsibility since attending the MMW program. A third of respondents from microfinance support
institutions and from commercial banks have also increased their level of responsibility. The majority of
respondents from development NGOs and Central Banks are still in the same position.
Current position, compared to the time of the program
Fifteen of the forty-eight respondents who increased their level of responsibility after the course
(approximately one third) said the MMW course contributed to this increase in responsibility.
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After returning from the course, a participant from Uganda was given the task to open a new branch, to
assess the strengths and weaknesses of the branch, to train and orient staff in customer care and better
service delivery, and to set performance standards. Branch performance improved and this experience
was used to improve and backstop other branches that were weak.
A participant from Bolivia who secured a job with more responsibilities in another organization stated
that having attended the MMW with ITC-ILO increases his credibility and was seen as a strength in the
interview. One third of the respondents in Bolivia have either been promoted or have shifted to other
firms to work in positions with more responsibility and authority since they took the program.
Because of his increased confidence and articulation of issues following MMW, a manager in Uganda
was seconded as a consultant on a related USAID regional program.
Benefits are not perceived equally by respondents from different institutions. Participants from MFIs and
MF support institutions, as well as those from development NGOs find the program more beneficial to
them and to their work than those from Central Banks, Commercial Banks and International Development
Agencies. This is not surprising, given that the MMW has been designed primarily to meet the needs of the
former, rather than the latter.
3.2.2 Actions taken by participants after the course and impact on performance
As part of their program, MMW participants developed action plans to be implemented in their workplace.
The evaluation sought to identify whether action plans had been implemented, which actions had been
taken and with what impact on performance.
There were a few examples of respondents implementing their whole action plan fairly systematically,
notably in Egypt, Uganda and Vietnam. More generally however, participants applied the knowledge and
skills they learned to address problems they face in their organization, and took actions that were within
their sphere of control or influence.
When I became a branch manager (after the course), I selected some essential contents of the
MMW to train staff: skills in dealing with clients effectively. At that time, the delinquency rate
of my branch was high, so I wanted staff to help deal with this problem. After that, the
delinquency reduced to 0.9% .
Branch manager, Vietnam
10
Level of application depended to some extent on the position and responsibility of the person in the
organization. This was particularly true in the case of participants from Vietnam: participants in
managerial positions, including senior and branch managers were more likely to perceive they had
authority to act. This includes participants who were promoted to managerial positions after the course.
Those who work as accountants, credit officers and assistants to managers reported they have applied cost
management, planning and communications skills in their daily work.
When asked to provide examples of actions they had taken following the MMW program, respondents
across all countries gave examples in the following areas: 1) more systematic planning and more thorough
market research; 2) developing new products and services; 3) increasing financial performance - most
often cited examples were of actions taken to address issues of risk management and delinquency rates; 4)
improving client services and satisfaction; 5) applying new and effective ways to manage staff, including
the introduction of performance incentives; 6) managing organizational change. Below, we refer to some
of the striking examples of actions taken by MMW alumni and, where provided, identify the difference they
made to their own performance or to that of their institution.
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More systematic planning and market research

Senior managers, branch managers and heads of departments working in MFIs across the different
countries reported that they have shifted their way of working, adopting a much more systematic
approach to planning and market research.
We conduct market research before expanding our microfinance services to a new area. Before
the course, we did not conduct market research thoroughly. Currently, we identify the economic
activities (income generating), migration situation and needs of clients (including potential
clients). Also by doing many things to satisfy clients, TYM reduced the number of drop out
clients, numbers of active borrowers increased significantly, and the level of financial
sustainability was improved.
Senior manager, Vietnam
We apply testing and follow up more than before. This changed the orientation of some
commercialized products that were not performing because of inadequacy of the distribution
zone. Instead of copying products, we now evaluate products that are offered and adapt them to
demand. We do studies and integrate dimensions such as cost of credit. This has resulted in
new product focus, an increase in numbers, and increased client and staff satisfaction.
Branch manager, MFI Senegal
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These types of actions were not limited to practitioners in MFIs. For example, a company in Bolivia
implemented new market research and product development tools. Consultants in Uganda reviewed
their branding of business products, and were thus able to better position their firm in the market.
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Developing new products and services

Many alumni from MMW reported that they have developed new products and diversified their product
lines, and that they are doing this differently with a resulting increase in client membership and
satisfaction. For example, senior and branch managers from MFIs in Uganda reported they had
diversified their products e.g. Centenary Rural Development Bank developed group lending; SAULU
Uganda developed SME and individual lending; two Savings and Credit Organizations (SACCOs)
developed housing and solar power loans; three SACCOs from northern Uganda developed agriculture
products for rural lending; FINCA introduced Western Union services, savings mobilisation for lending,
and incentive bonuses for loan officers; one branch manager reviewed and modified a post-conflict
financial product the institution is now more relevant to the clients in the region.
Actions taken by alumni from the Senegal MMW to develop new products after the program included:
introduction of a new micro-insurance product for which there is demand, leading to an increased
number of members; implementation, following cost analysis and testing, of a 3 year investment credit
to purchase solar panels; adaptation of a credit for womens groups searching for funds and different
lending conditions, and; introduction of an agricultural credit to seed cooperatives and of a commercial
credit for breeders
Several respondents from Vietnam noted they had taken action to develop new products. The most
notable example follows, as quoted in the respondents own words:
Prior to attending the MMW, we were offering only the compulsory saving product. After the
course we introduced the optional/voluntary saving product. We launched the product to help
clients practice saving. They can use these savings for their emergency cases or when they need
money for children to go to school or for TeT holidays. The amount of savings helped to increase
the capital resource that we can use for our lending activity. I got the idea of this product during
the course, listening to other participants experience.
Vice Head Credit, MFI Vietnam
Financial and risk management

Many examples were provided of actions taken to enhance organizational performance. Most were
focused on managing risks and dealing with delinquency. Some participants reported that they had
taken action to manage risks, for example by screening clients, developing tools to identify risks
(Vietnam), looking for insurance companies to insure risks (Uganda), and adopting improved
mechanisms for transfer of funds so as to prevent fraud (Senegal). Others gave examples of improved
costs controls, for example: a company in Bolivia implemented new financial and cost indicators; a
branch manager in Senegal reported improved management of expenses by including costs of petrol in
the costs of collecting payments on credit.
12
Upon completing the MMW, I trained Board members, management and staff, and held talks
with clients on the importance of making micro finance work and sustainability of the
institution. This enabled us to address the issues of appraising loans properly and management
of delinquency. This contributed ultimately to reducing the delinquency rate from 3.5% to 3.0%
from 270 groups in 18 sub-counties in Lira and Oyam District.
Regional Manager, Uganda
I applied risk management skills that are relevant to my work in the accounting department: I
guided credit officers in the way to screen potential clients before lending. During the loan term,
credit officers now have to follow the repayment schedule. We collect the payment weekly, and
credit officers are not allowed to miss any week. I also trained credit officers to explain to clients
why they should make their repayments on time. Prior to this time, credit officers did not
understand the importance of frequent repayment and risk management, so they accepted
delinquency of clients.
Chief Accountant MFI, Vietnam
Client services: seeking and responding to feedback, focusing on client satisfaction

Respondents from all countries reported actions to increase client satisfaction through better market
research and improved customer service, thus contributing to greater outreach and increased client
loyalty. Examples of actions taken to increase client satisfaction were given by managers, heads of
departments, accountants and credit officers. They included:
adopting new ways to collect feedback from clients as input to revise products and ensure their relevance, and
dividing clients into different groups (frequent clients, non-frequent and new), and proposing new ways to
attend to their needs and expectations (Vietnam). In the four cases noted, this led to an increase in the portfolio
and in the number of clients;
training staff in communication skills and client services (Uganda and Senegal)
Several examples were given of actions taken by respondents from microfinance support institutions
and consultants to encourage improved client services. For example,
a consultant working in a micro-finance support institution in Uganda encouraged management to open a cash
window for customers to deposit money versus going to the Bank, which is inconvenient. He wrote a proposal,
presented it to management, and awaits Board approval;
a respondent of Smart Solution convinced a high ranking official to train programmers to generate an adequate
program focused on customer service (Bolivia)
13
Finally, most respondents who reported an increase in client satisfaction and a concurrent increase in
their client base noted that this generally happened through a series of actions addressing both the
technical (relevant products and services) and human dimensions (staff motivation and skills) of
customer service. The following quote from a senior manager illustrates the point:
We revised repayment schedules based on the condition and expectations of the client. We
considered the repayment process and good behaviour of credit officers as our funds
competitive advantage. Other funding sources provided bigger loan size with lower interest rate
which we could not follow. The flexible and gradual/partial payment option, combined with the
enthusiasm of credit officers were attractive to clients. We were able to maintain and grow our
client numbers
Senior Manager, MFI Vietnam
Human Resource Management

Many examples of actions taken to apply new and effective ways of managing staff: to mobilize team
spirit and to encourage/motivate staff were given by respondents of all levels and from all countries.
Examples include the following:
A branch manager in Bolivia developed a strategic business plan using examples learned in MMW. As a result,
new sources of motivation were created, and the management team improved its performance
A senior manager in an MFI in Uganda trained 27 staff, set targets, redesigned monitoring reports, and
implemented marketing and internal controls. Performance is now measured on a daily, weekly and monthly
basis. This has improved team work and reduced conflicts.
Senior managers, branch managers and heads of departments from Vietnam spoke of actions they had taken to
adopt a more participatory style of management, delegating more, and involving staff in decision making. One
memorable quote gives a sense of the types of actions taken on the ground and of their impact on the
organizational culture
I changed the way to gather ideas of staff. My objectives were to involve them in decision
making. I knew they are smart and creative. I invited them to the coffee shop or to go out of the
office, every week or every two weeks. In those meetings, I brought cases to discuss, and they
came up with decisions by themselves. Step by step, they understood the way to communicate
with clients effectively, and to solve problems by themselves. We also came up with ideas for
new product development. Staff became more confident and less afraid of me. I also had more
time for strategic thinking (e.g. about sources of capital).
Senior manager, MFI, Vietnam
Several respondents in each of the countries covered by the evaluation implemented a new staff
incentives scheme, resulting in improved staff performance and retention:
A senior manager in an MFI in Vietnam revised the salary scale and reward systems. The new salary scale and
reward system helped to encourage staff. They now work more effectively e.g. in the past, 5 credit officers
would manage 5000 clients, they can now manage 7000 clients.
A branch manager in Senegal introduced portfolio bonuses to credit agents. They have increased lending and
decreased their risk portfolios. Portfolio management has improved and their rate of repayment on credits is
100%. He also introduced incentives to attract and keep clients. The branch organized events and gave prizes
to best savers among womens groups. This has resulted in record membership, near doubling of levels of
savings and of the overall portfolio of the branch (Senegal)
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Managing organizational change

Senior managers from Bolivia and from Vietnam underwent major organizational transformations
following the MMW course: ProMujer in Bolivia was moving from an NGO to a regulated MFI, and an
MFI in Vietnam was undergoing a major transformation of the institution. These participants indicated
that actions they took in managing organizational change were informed by new approaches learned in
the program. However, they did not provide specific examples of what actions they took or of the
outcome of those actions.
The impacts of any training program in terms of an increase in efficiency and performance of
organizations are difficult to establish. While the evidence shows that MMW participants have tended
to apply their acquired skills when they were in a position to do so, increases in performance or
efficiency of their organization cannot necessarily be attributed to attending an ITC-ILO training
activity. Time and cost constraints precluded going to workplaces and exchanges with third parties to
validate claims of increased organizational performance made by respondents. Nevertheless, examples
provided repeatedly by respondents from across different countries indicate that the MMW has
contributed significantly to increasing MMW participants capacity - through new insights, enhanced
skills, and enhanced confidence to take action in their workplace, with some significant benefits to
their organizations.
3.2.3 Multiplier effect through sharing of information, training, and consulting services
Respondents reported they shared knowledge and skills they learned in MMW, mostly through discussing
ideas with their colleagues, staff and superiors (80 respondents 62.5%). A majority of respondents
shared knowledge and skills learned in the course in meetings or discussions with their staff and
colleagues combining this in some cases with guided practice. When asked about these exchanges,
however, few of them were able to recall the content or outcomes of the exchanges.
Ways for sharing knowledge gained from the course

90
75
60
45
30
15
0
Ideas debated
Formal
Through
in your
presentations
discussing
organization
made to your
new ideas
for
institutions or
with your
implementation
others
colleagues,
staff or superiors
Distribution
of program
materials
Organizing
and/or holding
workshops
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Other ways of disseminating knowledge on microfinance and on management included making formal
presentations, debating ideas for implementation, and sharing of program materials. Branch managers
repeatedly spoke of their appreciation of the program materials, with many referring to it the MMW Manual
as their bible or livre de chevet. The MMW materials have been a reference tool to many participants
and they in turn have shared them with other staff who did not attend the program.
Nine alumni from MMW organized workshops and/or training programmes. They include, among others:
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3.3
The Head of training at the Vietnam Bank for Social Policy and his team who attended MMW in 2008
designed a training program for district branch managers drawing on the content of the MMW and
other learning programmes on management. Six courses have been given to 180 branch managers to
date, and more courses will be delivered in 2010.
The head of an HR department in Egypt organized a 2 day training session to implement the action
plan;
The Coordinator of the Cadre de concertation des ruraux in Senegal held a three days workshop with
members of his organization where he shared the tools from the program. Two trainers from an NGO
that provides technical assistance to MFIs conducted workshops on elements of microfinance for
elected officials (Board). They report elected officials are more able to analyze conditions for credit and
real costs that are not limited, as they had thought, to interest rates
Contributing factors
When asked about factors that facilitated implementation of new ideas and approaches to micro-finance
management in their organizations, respondents identified the following:
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External legitimacy of the ITC-ILO, a professional MMW training manual, and experienced trainers
increased credibility of proposed ideas and approaches. It was noted that accredited trainers in Egypt
were active microfinance practitioners and executive directors who understood very well the
operational environment of MFIs in the country.
Critical mass: Having more than one member of any particular MFI in the program allowed participants
to develop a shared language and understanding of issues which made cooperation and mutual
support to change things more effective.
Support from the supervisors and/or Board. Many countries in the sample still operate in a hierarchical
organizational culture. Those who had support from their supervisors and/or who managed to make a
convincing case to their Boards were more likely to have implemented changes that required some
level of approval from the top.
Follow up coaching and/or technical support from a trainer, consultant, and microfinance support
institution and/or via learning exchanges with more experienced practitioners from the country or
region during implementation. This was particularly important for those experimenting with new
approaches and who benefited from additional coaching to address challenges of implementation.
Access to funding from a development NGO project. Four senior managers noted that support from a
development NGO (for ex. Save the Children) was instrumental in giving them the financial resources to
experiment and implement new approaches, which they otherwise did not have.
Not surprisingly, absence of those factors made it much more difficult for alumni to act on their intentions
to bring about significant changes in their organizations. Indeed, not all respondents were able to apply
new ideas or approaches to micro-finance and management when they returned to work. When asked
about the obstacles they had faced in applying their learning in the workplace, nearly one of every four
alumni (21 respondents in total) stated they did not have the authority or power to influence consideration
of ideas and their application by their Board or supervisor.
16
Obstacles to the application of learning
Other factors that hindered application included the following:

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Some ideas and approaches were not applicable in the country or in the organization. For example,
while branch managers wanted to implement mobile telephone and electronic transfers of money in
Senegal, many rural areas do not have the infrastructure to support these approaches. Respondents
from Vietnam noted that the centralized institutional and regulatory framework in the country
precluded implementation of some of the ideas they would have liked to implement at the district or
local level.
Resistance to change: Most countries in the sample operate within hierarchical, bureaucratic
structures and the culture is hard to change. Staff are often reluctant to adopt new ways of working, as
they are afraid of failure, hardship and workload.
Turnover of staff in the workplace was an obstacle to implementation where changes required time and
continuity of engagement.
Insufficient capacity financial, human or technical MF resources to implement the desired changes.
Lack of follow up support was identified as an obstacle to maintaining energy to deal with the many
challenges and difficulties of implementation
I did not have a consultant or anyone to help during the implementation, so sometimes I felt
confused and tired because I had to implement and learn at the same time. I expected to have a
source of consultants so I can discuss the ideas and find solutions together when I meet
difficulties
Vice Head of Credit Department, MFI Vietnam
There was either no follow up or it took too long. The level of motivation of participants went
down. Even networking among course participants and trainers was not sufficient
MMW alumni, Uganda
Finally, respondents noted that they had been too ambitious when they drew up their action plans. With
the benefit of hindsight, some adjusted their plans to make them more realistic.
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3.4
Suggestions for Improvement of the MMW program

The following aspects of the MMW program were most appreciated by respondents and should be
maintained in the future:
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Comprehensive content and practical cases. The hands-on, practitioner focused aspect of training is
particularly appreciated by participants from Bolivia, Egypt, and Pakistan.
Highly qualified trainers both in content (microfinance management) and in process (adult,
participatory learning methods)
High quality documents and materials
Participatory learning methods, compelling participants to work in teams with others, so they share
experiences and network. Interactive discussions are useful with the Master Trainer summing up at the
end.
Follow up support from trainers and former participants. Respondents in Egypt, Uganda and Senegal
who benefited from some follow up advice and support from trainers, consultants and some of the more
experienced participants in their program, noted that this had helped them a great deal in addressing
challenges they faced when attempting to implement some of the ideas and approaches they learned in
the MMW program
Respondents were asked to identify what ITC-ILO should change to increase impact in the future. More
specifically, they were asked how ITC-ILO could increase access, quality, and impact of the MMW
program on their performance and that of their organization. Their feedback and suggestions for
improvement are analyzed below.
Improving Access to the MMW
When asked whether they had or would recommend the MMW program to others, a majority of
respondents from all countries said they would recommend the program if they were in a position to do so.
Most felt that this kind of program meets a real need in their country.
This real need has not necessarily translated into high demand. One of the reasons for this is that the
MMW is not well known. Boulder alumni who were interviewed for this evaluation, and who in many
instances hold senior level positions in microfinance institutions, government and donor agencies in their
country were not familiar with MMW. Respondents who took the MMW suggested that the course should
be promoted
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through brief presentations within institutions (Bolivia),

by involving country MFI umbrella organizations (Uganda), and
by introducing MMW products to universities and institutions involved in delivering microfinance
programmes (Senegal and Uganda).
In the next section of this report, we look at some of the actions that have been taken by ITC-ILO partner
organizations in the various countries covered by this evaluation to market the MMW better, and offer
additional suggestions on strategies that could be adopted by national training institutions, in collaboration
with ITC-ILO to better market the MMW.
One constraint to improving access that has been noted previously and was again identified by participants
is the cost of the program. The course is delivered in residence over a two week period, it is relatively costly
and out of reach for many MFIs that have limited budgets and cannot access donor project funds.
Moreover some participants, particularly those in senior and mid-management positions find it difficult to
stay away from their work for a two week period. Some respondents in every country suggested that
ITC-ILO actively pursue experimenting with alternative approaches to delivery. Suggestions that would
make the course more accessible included:
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Offer the existing MMW course into two or three shorter phases of one week duration (this suggestion
came up in every country in the sample). While over time, this may be more costly in financial terms (if
you add additional travel expenses), breaking it up would make it more accessible if opportunity costs
are added to the equation.
Combine virtual learning (on line distance learning) and in-person workshops. ITC- ILO could make the
course material available on line or on a CD, require some distance learning pre work or work between
phases/modules. This would allow those who cannot leave their duty station to access learning on
MMW and more time in the program could be devoted to exchange of ideas.
Increase national capacity to market and deliver more MMW programmes. Respondents from MFIs and
micro-finance support institutions in several countries are urging ITC-ILO to increase the number of
certified trainers (Bolivia, Uganda, Senegal and Vietnam), to organize regional level events so that
many staff can attend, and to look at partnering with other training institutions offering microfinance
courses instead of seeking partnership with only one institution (Bolivia and Uganda).
In the next section of this report, we look at some of the actions that have been taken by ITC-ILO to
increase the number of certified trainers and offer additional suggestions.
Improving the quality of the MMW
Respondents are generally satisfied that the MMW program is of high quality. Factors such as experienced
trainers, generally relevant and high quality content and materials, and participatory learning methods that
are appropriate for adult practitioners are identified as key features of the MMW. Nevertheless, respondent
identified a number of areas that, if addressed, would make a difference in enhancing their learning.
There is too much content to cover in a two week course. Respondents from Vietnam and Uganda noted
that some modules are conducted in a hurry, trainers present too quickly for participants with less
experience to absorb. The training schedule is intense, and there is little time to digest content and
integrate their learning (all countries). This is particularly the case for those with less experience in
microfinance and in management. This has led a substantial number of participants in all countries to
make the following suggestions:
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Consider delivery the content in a phased approach: a Phase 1 for those who are new to microfinance
and/or have little or no experience with management; a phase 2 for managers with more experience,
and potentially a follow up Phase 3 to help consolidate the learning by reviewing challenges with
application of ideas, concepts and implementation plans.
Alternatively, combine virtual learning and shorter, more focused courses supplemented by on the job
coaching.
It is challenging to deliver MMW on a larger scale while also maintaining quality. Respondents from all
countries were generally satisfied with quality of accredited MMW trainers, in both content and process,
and expressed the wish that more accredited, skilled trainers be trained in country to support them during
and after the program. It was noted by some respondents in Egypt that having more accredited trainers
would allow pairing with the profile of participants, thus ensuring more relevant substantive expertise.
Respondents from Senegal urged ITC-ILO to ensure that more trainers are fluent in French. Several MMW
alumni who attended the program expressed their wish to pursue training of trainers, as they are already
trainers in microfinance for CGAP.
Quality of the training materials and documents matters to participants. Respondents from Uganda and
Senegal suggested that examples in the Manual and in the course should be reviewed from time to time to
suit the changing environment and market dynamics. They also suggested that more context appropriate
examples from Africa and from Asia be integrated in the MMW materials and training program. To address
this issue, ITC-ILO has included the preparation of a case study as one of the requirements of the trainer
certification process and these case studies are being made available to all trainers through the knowledge
sharing website. Several Senegalese branch managers suggested that the French translation of the manual
should be reviewed and ITCILO has since done this.
19
Improving conditions for impact

MMW participants hold different types of jobs and have different levels of experience. The MMW course is
aimed primarily at managers in MFIs and soon-to-be managers. Participants in other jobs like accountants
and credit officers, found content on strategic planning and human resources interesting, but felt this was
not relevant to their jobs at the time of taking the course. As they have little opportunity to apply these
skills, some would have preferred shorter, more specialized training modules. Respondents who had little
experience in microfinance or were newly promoted to management positions left the program with some
ideas but not enough in depth analysis of some of the areas to feel competent in applying new ideas or
approaches.
Respondents from all countries urge ITC-ILO to adopt a continuous learning approach and follow up after
the course, so as to support integration /application of the content, feedback and coaching by trainers
between modules (if a phased approach is adopted) and/or after the course to support implementation of
action plans. Suggestions along these lines include:
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Continuous courses, with feedback. Program supervision performed by trainers according to plans of
action.
Develop mechanisms to follow up on implementation of action plans (Egypt).
Local trainers should follow up and backstop MFIs by providing counselling and business advice
(Uganda and Vietnam)
After a year or two, hold a national or regional post-training forum/refresher training for
experience/material sharing (Pakistan and Uganda). This would also help to keep the network strong
Give follow up support in terms of grants and help with handling government regulations (Uganda)
Respondents from all countries reported that having more than one participant from their organization
facilitated collaboration when they returned, developed shared language and perspectives, and a support
network to implement new ideas. They also noted that improvements in performance were more likely
when there is support from their supervisor/decision makers in the organization. ITC-ILO could increase
significantly the potential for impact by
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Marketing the MMW to senior managers of target group institutions and inviting them to send more
than one participant to MMW programmes or to hold in house programmes. Given some materials and
minimal guidance, ILO offices in country and national partner training institutions could do this.
Designing a process to engage participants supervisors and/or Boards: (i) pre-course, to identify
individual learning goals and organizational performance issues that are of concern, as part of the
application form and; (ii) post-course, to review the participants action plans after the MMW when
they return to work.
Many of the suggestions outlined above require enhanced capacity to deliver MMW, as well as pre-course
marketing and post-course follow up in countries around the world. In the next section we describe actions
that have been taken by the ITC-ILO to build this capacity, review findings of interviews with MMW
trainers and ITC-ILO partner training institutions, and offer suggestions for the future.
20
4. DEVELOPING INSTITUTIONAL CAPACITY

TO DELIVER MMW
One of the ITC-ILOs objectives was to develop decentralized capacity to deliver the MMW training
program. Considerable effort was invested in the development of training materials, the introduction of
participatory adult learning methods and training of trainers (ToT) in the hope that these would result in a
multiplier effect. To make the course more widely available, the ITC-ILO worked with local partner
institutions to offer the MMW training program and certified local trainers to deliver the MMW course of its
behalf.
The three-phase certification process was designed to ensure a high standard of quality, typically taking
between six and twelve months to complete. Once the trainers are certified, they have access to a full set of
training materials that are regularly updated to incorporate new developments in the field. Trainers adapt
these materials to their local environment. There are three categories of certification:
1. Associate trainer: This status is awarded to trainers who complete the training of trainers process and
demonstrate the ability to deliver the course with one or more accredited trainers.
2. Accredited trainer: This status is awarded to trainers who complete the training of trainers process and
meet all the standards for certification as an ILO-accredited trainer who can deliver the course
3. Master trainer: This status is awarded only to those trainers who have achieved the status of
Accredited trainer and have met additional requirements that qualify them to mentor other local
trainers through the three-stage Training of trainers (TOT) process.
At the time this evaluation was written, the ITC-ILO had close to 60 certified trainers living in 29 countries,
although a few of these trainers will likely lose their certification in 2010 for not having delivered the
course. Five certification processes were in progress (in Argentina, Ethiopia, Congo, Central Asia, MENA
and India) and were expected to produce up to 6 new trainers each.
Fifteen certified trainers with representation from each country and each category were interviewed.
Representatives from ITC-ILO partner training institutions were interviewed in each country except
Pakistan where the partner institution (the Pakistan Microfinance Network) was selected as national
consultant for the impact evaluation. The Table below identifies for each country in the sample: the name
of the ITC-ILO partner institution, the total number of trainers who were certified in the countries, and the
number of trainers interviewed for the impact evaluation.
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Country
Partner training institution
Total Certified Trainers
Numbers interviewed
2 trainers
(Bolivia & Columbia)
+ one Rep. Partner institution
Bolivia
Centro International de Apoyo a las 6 certified trainers:

Innovaciones Financieras (Centro 2 accredited (Bolivia)
2 accredited (Brazil)
AFIN)
1 Associate (Peru)
1 Associate (Mexico)
Egypt
Sanabel
5 Accredited trainers in Egypt (2), 4 Accredited trainers + 1 rep

Jordan (1) Palestine (1) and ILO partner institution
(1)
Senegal
ASCODEV
6
2
1
1
1
1
Uganda
Banking and Finance Training 2 Accredited

Services Department, Uganda
Institute of Bankers
1 Accredited trainer + 1 rep.

partner institution
Pakistan
Pakistan Microfinance Network
1 Associate
Vietnam
Microfinance Project, ILO Office in 4 Accredited ++

Hanoi
Canada
certified trainers:
accredited (Mali)
accredited (Senegal)
Associate (Mauritania)
accredited (Benin)
Associate (Guinea)
3 Associate
1 Master trainer
4.1
1 Accredited trainer (Senegal)

- is also rep. for the partner
institution
4 Accredited trainers + 1 rep

partner institution
1 Master
Expectations and perceived benefits
4.1.1 Expectations and Benefits to Partner institutions

The ITC-ILO sought to decentralize the marketing, coordination and delivery of the MMW. The MMW was
first delivered in Uganda in 2004. The collaboration focused on rolling out the course in the country under
the Microfinance Competence Centre of the Uganda Institute of Bankers responsible for training micro
finance practitioners and staff of commercial banks. Since then, the ITC-ILO has collaborated with
different types of partner institutions to deliver the MMW: some are microfinance networks, some are
donor-funded projects, some are private training institutions, a few are NGOs and one is a private
consulting company.
Beyond collaborating on the initial delivery of the MMW course, ITC-ILO expected that local partner
institutions would set a market price for future MMW training programmes and that they would
incorporate the curriculum into their ongoing list of services offered to the local microfinance industry.
ITC-ILO assumed that donors would support the initial curriculum development and trainers certification,
but that ongoing delivery would be driven by certified trainers with a quality product and skills to deliver it.
Representatives of institutions that were interviewed understood that the aim of partnering with ITC-ILO
was to work together to ensure visibility and delivery of MMW in their country and/or region. They also
understood they were to assure marketing of the MMW within targeted institutions.
The perceived benefits of partnering with ITC-ILO were the following:
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Increased ability to offer high quality training courses to meet demand of MFIs for middle
management training. MMW was a good option to fill the gap in many countries, as it had been
delivered internationally and had ILO certification;
Access to high quality materials in microfinance and highly qualified trainers with a deep experience
of microfinance; and,
The ITC-ILO brand and certification process enhanced perception of quality and credibility of the
training product and of the partner institution delivering it.
Representatives from all partner institutions agreed that they benefited from the above and that the
collaboration with ITC-ILO has added value to their institutions. However, some of the representatives of
partner institutions hoped that the initial collaboration with the ITC-ILO would evolve into a vibrant
institutional partnership to strengthen capacity of microfinance institutions. For example, following
delivery of the MMW in Senegal, Ascodev hoped that the partnership could be leveraged to create an
ITC-ILO/Ascodev Masters in Microfinance at the Universit Gaston Berger in Saint Louis.
4.1.2 Motivations and Benefits to MMW trainers
Motivations for being an MMW trainer varied among respondents. The most often quoted answers related
to: (i) growing their knowledge base of the microfinance industry by delivering an international course with
content from all regions of the world, (ii) increasing their knowledge of microfinance experiences and
practices from lead trainers and course developers, (iii) being able to disseminate the content using
innovative adult learning methods, and (iv) enriching their professional credibility as a certified ITC-ILO
trainer in microfinance.
When asked about the benefits and added value of being a certified MMW trainer, most agreed that being
certified by the ITC-ILO increased their credibility as professionals in the area of microfinance. Other
benefits include:
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Access to high quality training materials on microfinance during the certification process (all
countries) and training resources from the website and other references enable trainers to keep up to
date with microfinance issues (all countries except Senegal)
Acquisition of new adult learning skills and methods. Trainers report they learned how to organize
adult training modules and expanded their range of teaching methods (debates, day reviews, course
assessment, etc.). The participatory nature of the course and well-documented session guides make it
easy for trainers to experiment with new methodologies.
Coaching and mentoring by master trainers
A community of practice/network: Training as a community and belonging to a network that supports
trainers beyond the program is seen as an important benefit.
Actions taken and impacts observed

Beyond their contribution to jointly organizing and delivering initial MMW programmes and certification of
trainers, partner institutions are expected to market and deliver other MMW programmes in their country
and region. Interviews with representatives of partner institutions and with trainers revealed that they had
taken some actions to fulfil this expectation, for example:
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Bolivia: CentroAfin had planned to deliver 3 courses a year for three years, under the agreement with
ITC-ILO. Since then, four MMW courses have been delivered: two in Bolivia, one in Brazil, and one in
Peru.
Egypt: Trainers delivered two MMW programmes in Egypt: one in 2006 and another in 2009. The
master trainer has provided coaching and mentoring to trainers in many countries around the world.
Senegal: At the time of the evaluation, Ascodev was recruiting participants for the first MMW after the
initial MMW course offering in Senegal in 2008. The MMW course was to be held in November 2009
and half of the participants had registered in September 2009. The partner institution had hoped
ITC-ILO would assist with marketing and was disappointed with the lack of response.
Uganda: Trainers delivered three training activities in Uganda (2009) and three outside Uganda.
Trainers marketed the MMW program to the Government of southern Sudan and plan to deliver the first
training program there. Promotion of MMW has led to selling of other products of the UIB. DANIDA is
willing to co-sponsor the delivery of at least two more courses to Centenary Bank in 2010.
Vietnam: MMW was offered in 2005, twice in 2006, once in 2007, and once in 2008 with support
from the ILO microfinance project. The project has now come to an end.
Respondents identified other types of actions they were able to take following their collaboration with
ITC-ILO to deliver MMW. These included: a) creating spaces for sharing knowledge and skills gained in
MMW courses; b) delivering short courses and informal mentoring in MFIs, and, c) providing some follow
23
up support and consultancies to participants in implementing new approaches in their organizations. A

few examples are highlighted below.
l
Creating spaces for sharing of knowledge and skills gained in MMW

The M&D Centre is the coordinator of the microfinance working group in Vietnam. Trainers from M&D
distributed training materials and invited former MMW participants to share their experience and
knowledge gained from the course with members of the microfinance working group.
Delivering short courses and informal mentoring in MFIs

Two of the certified trainers in Vietnam are managers in their MFIs. They conducted different training
courses for their organization in specific subjects e.g. Human resources management and
organizational culture. Informally, they also monitored and supported staff who attended MMW in the
application of knowledge and skills
Following up with participants

In most cases, partner institutions were not clear that follow up was part of their mandate, and
therefore did not take action to follow up with participants beyond the MMW course. Some MMW
participants approached certified trainers with requests for assistance in implementing new
approaches in their organization. Some trainers were proactive in keeping in touch with participants.
This was generally easier when all participants worked in a single MFI and/or where follow up for
implementation of the action plan was an explicit part of the trainers mandate, for example:
One of the certified trainers in Vietnam worked with the ILO on a microfinance project and was active in
communicating with partner organizations and MFIs who sent staff to attend MMW courses. More precisely he:
a) provided information; b) asked about application of knowledge and skills in the workplace; c) worked as a
consultant for the organizations as needed.
One of the trainers in Egypt followed up with participants from his own MFI. Another trainer who delivered the
MMW course to one MFI at a time followed up on implementation of the action plan as part of his consultancy.
The certified trainer in Senegal who is also a senior partner in the firm Ascodev followed up with participants
that needed on the job coaching beyond the program. He signed three technical assistance contracts: 1) with
MECAPEL in Mali; 2) with Union Financire mutualiste in Senegal, and; 3) with Inter-Cre to develop new
products and the Management information system.
Trainers in Uganda interacted with some of the participants to develop diversified products e.g. At UGAFOD,
one of the MMW trainers helped to develop the SME lending product.
As has been demonstrated in this section of the report, partnering with ITC-ILO has benefited partner
institutions and certified trainers. Partner institutions and trainers have increased their capacity to offer
microfinance programmes to middle managers, and this capacity has been leveraged to some extent in
most countries. The level of engagement to take action beyond the initial collaboration with ITC-ILO has
varied among the institutions and trainers. Below, we explore some of the factors that have facilitated or
hindered achievement of ITC-ILOs objective to decentralize capacity for marketing and delivery of MMW
in a sustainable way.
24
4.3
Respondents were asked to identify factors that contributed to their continued engagement in marketing
and delivering the MMW program in their countries and/or regions. A majority of trainers and
representatives of training institutions identified the following facilitating factors:
l
l
l
l
The MMW program is relevant, meets a clear need in MFIs and is in demand by MFIs where it is
known.
Most partner institutions have the capacity to deliver MMW training, with some support from the
ITC-ILO.
The process of certification of ILO is highly rated in the microfinance industry and in some of the regions
where it is known. Acceptability by microfinance practitioners is very high.
Where support and backstopping has been provided by master trainers, this has contributed to
maintaining or rekindling confidence and motivation to deliver the MMW (for ex. in Uganda).
The various challenges faced by ITC-ILO, partner institutions and trainers to build capacity to market and
deliver context relevant MMW programmes in a sustainable way have been documented and some
measures have been taken to address them. Nevertheless, it may be useful to review the most striking
factors that limit achievement of a sustainable decentralized capacity to deliver microfinance training to
middle managers.
l
The MMW is not well known

A clear need for microfinance training of middle managers has not translated into high demand in most
countries in the sample. MMW alumni and trainers that were interviewed agree that one of main
reasons is that the MMW is not well known. Boulder/ITC-ILO alumni who were interviewed for this
evaluation did not know about the MMW although most are middle and senior managers in
government, MFIs and donor agencies in their countries.
One of ITC-ILOs criteria for selecting partner institutions is that the MMW fits into their strategic plan
and that they have capacity to market the MMW, with some support from the ITC-ILO if needed. While
partner institutions agreed that to take responsibility to market the course in their country and region,
several expected that this would be a collaborative venture with ITC-ILO actively providing marketing
materials and promoting MMW to governments, MFIs and donor circles.
The ITC-ILO has taken a number of steps to support partner institutions and to develop their marketing
capacity: 1) the second phase TOT workshop agenda has been adjusted to address marketing and
organizational issues; 2) work has been done with local partners to put plans in place for a next course
offering by the time the certification process is in place; 3) the scope of website development has been
expanded to better support trainers and local partners in marketing and organizing training events,
providing access to sample brochures, letter templates, etc.; 4) a common space for advertising
upcoming course delivery has been created, as well an on line forum through which trainers can
communicate with each other to troubleshoot and prepare their deliveries.
The most striking example of the kind of support that can make a difference in developing capacity of
partner institutions to market MMW was reported in Uganda. After a long period of inactivity (not much
happened after the initial 2004 delivery of MMW), ITC-ILO worked with the Uganda Institute of
Bankers to develop a marketing plan and provided marketing materials. This helped to rekindle and
mobilize energy of the partner institution and certified trainers to pursue opportunities to market the
MMW and to secure funding. There is currently significant demand for the program from the MFIs in
Uganda and in the region. DANIDA supported MMW training for Centenary Bank limited in 2009 and
promised more support for two other training activities in 2010.
Where this kind of support has not been provided by the ITC-ILO (Bolivia and Senegal) or is no longer
available locally (for example with the end of the ILO project in Vietnam), partner institutions and
certified trainers struggle to stimulate demand for the MMW and eventually lose some of their
motivation to consider MMW as an institutional priority.
25
Cost of the MMW program

The cost of the program was raised as an issue by both MMW alumni and by local partner institutions.
Local partners have had difficulty selling the course at a price that makes it profitable for them to deliver
it. In some countries like Vietnam for instance, MFIs still rely on subsidies and grants: they are
prepared to contribute to tuition fees but will not accept to pay for travel and accommodation to attend
the course.
MMW alumni have offered suggestions that would reduce the costs while increasing access (see
section 3.3), some of which have already been acted upon. For example, ITC-ILO has encouraged and
sometimes assisted local partners to identify local donor funding to help institutions cover the cost of
training. It has adjusted the design so that it can be delivered in a non-residential format. It has also
experimented with delivering the course within a single institution, so that large MFIs can train up to 24
managers at once at a lower cost than sending all to an industry level event. All of these measures have
been helpful and contribute to making the course more accessible. Partner institutions have offered
additional suggestions to address this challenge (see section 4.4 below)
Availability and commitment of qualified trainers

Three years after its first pilot test, ITC-ILO had certified 20 trainers, yet only 35% had delivered a
course within a year of certification. Many factor contributed to this: some trainers who are also
consultants or managers in MFIs have other work commitments, MFIs are unwilling to pay a market
rate for the course, trainers depend on local partners that did not market the course as expected, and
the MMW course is more challenging to organize and deliver than the typical short courses. ITC-ILO
has implemented a number of solutions to address this issue: 1) it has linked regular delivery to
maintenance of certification status; 2) more trainers are being certified, thereby increasing the
numbers of trainers to draw from (there are now close to 60 certified trainers living in 29 countries),
and; 3) a system of incentives has been implemented.
At the time of the evaluation, availability and commitment of qualified trainers continued to be an
issue. In Egypt, high turnover of senior full time staff in the training department has affected effective
delivery of courses. Vietnam has four certified trainers but the ILO trainer left the country when the
project ended, and two others are too busy, as they hold important management positions in their
microfinance institutions.
When asked about what would make a difference in their interest and availability to teach MMW more
often, respondents identified three important things: 1) recognition of their contribution; 2) good pay;
3) that partner institutions market the program effectively.
Leadership and Coordination

Although the ITCILO sought from the beginning to decentralize the marketing and organization of the
MMW to local partners, it has struggled to develop the kind of local partner relationships that actually
result in the course being delivered regularly. Interviews with respondents revealed that action was
often not taken because there was confusion about who was supposed to do what, when, and where
the financial support was coming from. Developing clearer MOUs and/or agreements on level of quality,
amount of time and funds, and timelines has helped somewhat to reduce confusion about terms of the
partnership. Nevertheless, respondents from Egypt and Senegal pointed out that MOUs should spell
out management responsibilities and reporting relationships in more detail.
ITC-ILO has learned how to identify local partners with interest and capacity to market and organize
courses regularly. The best type of partner seems to be an entrepreneurial training institute that attracts
other entrepreneurs, with a dynamic leader who believes in the value of the MMW, who is capable of
articulating how the MMW course fits into their strategic plan, has a solid marketing approach, can
make sure that costs are covered and that trainers are well paid. Interviews revealed that few partner
institutions in the sample countries have all of these characteristics.
While most are prepared to take on a large part of the responsibility for delivering on the MOUs and/or
agreements, capacity to stimulate demand and/or to respond to it by delivering high quality training in a
timely way varies among partner institutions. For example, Ascodev (Senegal) has been approached to
deliver a ToT in the Democratic Republic of Congo (DRC), but does not have capacity to do so on its
own. There has been no response by the ITC-ILO to repeated requests for support with marketing
materials in French and assistance to organize the event. ITC-ILO admits the need to strengthen
26
marketing materials in French, and, at a later date, did contract an Ascodev trainer to co-deliver the
MMW training in DRC.
Turnover is a reality in the microfinance industry and in training institutions. The experience in Uganda
has demonstrated that to be sustainable, the course needs to be institutionalized within the local
partner and not just championed by one person. The experience in Vietnam has also demonstrated that
ITC-ILO may need to periodically take stock of the level of engagement, capacity and performance of
existing partner institutions in order to determine what capacity strengthening measures may need to
be put in place, or whether there is a need to consider collaborating with another local partner.
Respondents from partner institutions in four of the six countries would like to consider the relationship
with ITC-ILO as a partnership rather than a service contract to deliver a product. They expect that
leadership will be shared, and that ITC-ILO can play a more dynamic/responsive role in the partnership
to develop MMW training in the countries and regions. Their suggestions on how ITC-ILO could play
this shared leadership role are reviewed in the next section.
4.4
Suggestions for improvement

l
Marketing the MMW
Microfinance is increasingly recognized as one of the promising strategies to address poverty reduction.
This has led to an expansion of the microfinance industry in many countries and an opening up of
opportunities to renew efforts to market the program. For example, after a long period of inactivity on the
MMW front in Uganda, the context has evolved and the Uganda Institute of Bankers has been able to
promote the MMW program in the country and in the entire Great Lakes region. The microfinance industry
is rapidly developing and there is a need for training of managers in micro-finance.
In order to achieve its Prosperity for all goal by 2015 as part of MDGs in poverty
reduction, the government of Uganda has supported the development of Savings and
credit organizations (SACCOs). The microfinance industry is vibrant: there are over 5000
SACCOs, 50 MFIs, 5 MDIs and 22 commercial banks in the country. ITC-ILO and its
partner institution have the opportunity to promote the MMW by reaching out to:
1.
Government programmes implementing Prosperity for all - to build capacity for

over 2000 SACCOs that have mushroomed under this initiative. www.ucscu.co.ugt
2.
The Uganda Cooperative Alliance (UCA) - the umbrella organization for cooperative
societies and unions that operates approximately 600 savings and credit
organizations www.uca.co.og
3.
The Private sector foundation of Uganda - the umbrella organization supporting

private sector development. It supports capacity building by giving grants of 50%
reimbursements on acquisition of skills and knowledge through the use of BDS.
This is a grant scheme the MFIs and SACCOs can tap into to participate in the
MMW and Boulder training courses. www.psfuganda.org
To do this requires success stories of both the MMW and the Boulder programmes in the
country be documented so that these cases can be used to motivate participation. This
can take the form of writing what has worked, video taping exemplary practices in real life
situations, and/or drawing on alumni from organizations that have had some success in
applying ideas and approaches introduced in the MMW and Boulder programmes to make
presentations on their experiences.
Respondents from local partner institutions have suggested that ITC-ILO could add value to the
partnership with local institutions and increase potential for sustainability by providing support to
expand the presence of MMW in the countries/regions where there is a favourable context, significant
potential demand and opportunity. It can do so by: (i) contributing to strategic analysis of opportunities
that can be pursued and/or leveraged, (ii) collaborating in organizing events, (iii) promoting the course
to government institutions and (iv) linking up with donors that can offer participant scholarships.
27
Incentives for partner institutions and trainers

Many collaborating institutions expect and need financial and material resources to fulfil their
obligations under the MOU and/or agreement to market and deliver the MMW. ITC-ILO has limited
resources, yet it cannot ignore these institutions' constraints if it is seriously committed to developing
decentralized capacity. ITC-ILO should consider implementing a better cost sharing formula to make
the course more attractive to all parties involved. It can also make a useful contribution by convening
donors conferences and/or seeking collaborative arrangements with other donor agencies.
Our findings revealed that what constitutes the most attractive incentive to maintain engagement of
certified trainers varied depending on their motivations and objectives. For those for whom good pay is
both an incentive and a necessity, fair and competitive trainer compensation from partner institutions is
most critical. For those who are motivated by making a tangible difference in MFIs and reducing
poverty, offering the MMW to one or two MFIs at a time and enlarging the mandate to include follow up
support for implementing changes and actions beyond the program is attractive and desirable. For
others, continuous learning through mentoring and a network of trainers, and maintaining certification
were key motivators. For certified trainers in Egypt and West Africa, accessing training materials on
microfinance in Arabic and in French is an important incentive, one that has not materialized as quickly
as they had hoped.
The ITC-ILO has developed an incentive structure that addresses a range of trainer motivations and
objectives. It has complemented this with initiatives to strengthen capacity of local partner institutions
to market and cost the program so they can deliver on those incentives that are within their zone of
control or influence. ITC-ILO is in a position to deliver on some of the positive incentives such as
maintenance of a vibrant community of practice among trainers, mentoring, and ensuring support
materials and advice are available in a timely way.
Need for a full or part time network coordinator

Strengthening training institutions' capabilities is a long-term process requiring sustained and focused
efforts. It requires pre-activity contact with the leadership of institutions, the working out of an
integrated plan to develop skills, the provision of consultancies and materials, and follow-up visits. All
this takes time and is better handled with sustained efforts.
While linking MMW to projects may have been a good place to start, it now risks becoming a liability.
For example, the end of the ILO project in Vietnam has meant a loss of leadership and potential erosion
of training capacity that has been developed at great cost and effort.
A majority of trainers and representatives of training institutions agreed that the evolution of the MMW
network of trainers and training institutions is such that there is now a need for a secretariat of at least
one person to support network management: someone who gets to know partners and what drives
them, who can provide impetus to members of the network, monitor progress of the course in the
various regions, provide a single point of contact to follow up in a timely way to requests for support
from partner institutions in response to opportunities - a person who can handle partners, provide
coaching and mentoring, facilitate relationship building and maintenance of both the MMW products
and the network.
28
5. THE BOULDER MICROFINANCE PROGRAM

The Boulder Microfinance Training (MFT) program is intended to give participants a thorough
understanding of the essential principles of microfinance plus exposure to current ideas of microfinance
best practices. The Boulder MFT aims to make participants aware of important microfinance case
examples and programmes from around the world, and to meet individual learning needs with a unique
offering of core courses and electives that address specific areas of interest and competency. Divided into
3 weeks, this programme offers one core course and over 50 electives courses. The clientele of the
programme represent a wide range of organizations and backgrounds, including microfinance institutions
(MFI), NGOs, donor agencies, consulting firms, government agencies, central banks, commercial banks,
socially responsible investors and private consultants.
This section reviews Boulder participants motivations for attending the program, highlights benefits of this
participation on individuals and on their institutions, and captures examples of lasting impacts on
participants' knowledge and skills, as well as actions carried out by them when they returned to work.
Impacts of participants' actions on their own performance and that of their institutions is followed by a
review of the contributing factors in the environment influencing those outcomes. The section concludes
with participants' suggestions for improving the access, quality and impact of the Boulder program in the
future.
29
5.1
Motivations and objectives for attending the program

Participants that attended the Boulder MFT program had a range of motivations and objectives. The most
often quoted reasons for participating in the program were to gain knowledge on microfinance and
international best practice, to share experiences with peers and experts from around the world, to make
contacts and to build a network among MFIs and key stakeholders in the microfinance world. More
specific objectives varied significantly among respondents:
l
Technical experts, finance and HR managers wanted to increase their competency in precise areas of
microfinance. For example, participants from Pakistan wanted to learn about product development,
internal controls, policy and regulation, alternative delivery channels, structuring equity, debt
instruments. Participants from Senegal were particularly interested in Islamic finance. Project officers
and managers in UNCDF Senegal were particularly interested in inclusive finance and local
development, while several senior and middle managers from MFIs and government were hoping to
learn more about Islamic finance.
Participants with less than 2 years experience in microfinance who were exposed for the first time to
the world of microfinance at the Boulder course were looking to gain knowledge on fundamental
concepts and best practices. Some of the more experienced middle and senior managers were looking
to find or validate ideas to address organizational challenges e.g. microfinance program expansion and
organizational transformation in Pakistan.
Some of the respondents wanted to increase their competency to do their current job better e.g. a
respondent from Uganda wanted to become a better examiner/regulator of microfinance institutions.
Others wanted to increase their formal qualifications in order to take on more responsibilities. Others
went with the specific intent of transferring new knowledge/skills back to the job and organization
(Egypt), to use the knowledge and experience gained to help micro-finance working group (Vietnam
and Senegal), or to increase their capacity to train staff in order to improve performance in their MFIs.
These groups reported that the Boulder program had generally met their expectations. However, given the
diversity of groups and institutions, the range of interests and electives that were offered, it is not surprising
that perception of benefits of the Boulder MFT also varies between and among these groups.
5.2
Benefits to participants of the Boulder program and impacts on

their institutions
5.2.1 Benefits to individuals

The overwhelming majority of respondents (91.9%) from all responsibility levels and all types of
institutions said they had gained new ideas and insights on different ways of thinking about and
approaching issues of microfinance. Participants from Vietnam and from Bolivia particularly appreciated
the global contextual analysis and hearing experiences from around the world. Three managers from an
MFI in Senegal gave an example of how they gained new insights when they participated in the Boulder
MFT
We moved from a model and language of inclusive financing to one of responsible financing.
This helped us to address the issue of mobilization of savings in a way we had not thought about
before
Senior manager and his management team, MFI, Senegal
30
Twenty-seven participants (60%) who responded to the questionnaire reported increased clarity on issues
and options when dealing with micro-finance issues, and twenty-three respondents (51.1%) reported
they had increased their skills and acquired new tools they now use in their work.
Respondents from all countries except Bolivia reported they increased their technical knowledge and
acquired new tools that they can use in the context of their work. The most cited areas were: risk
management, planning, financial management and human resources management, internal controls
and fraud prevention. Many examples were given of use of particular tools and approaches in participants
jobs after returning from the Boulder MFT program:
I learned some new ideas and methodologies in particular related to poverty lending. The
materials provided insights into developing procedures and systems and opened up venues for
new thinking,
Senior Financial Analyst, Egypt
Microfin was a very specialized course within Boulder and contact with other participants
helped a great deal in better understanding the tool,
IT Manager within an MFI, Egypt
I took the course in financial analysis and now use ratios to measure financial health of MFIs,
Head, Statistic Division, Ministry of finance, Senegal
Networking is valued as a key feature of the Boulder program by 56.8% of the respondents. Sixteen alumni
(36%) had contacts with former participants and thirteen (29%) with experts to address work related
issues after the program. Several respondents from Vietnam and from Senegal are part of working groups
on microfinance in their countries, and thus had opportunity to connect more easily after the program. For
respondents who are not part of a network or working groups, contacts were made right after the course to
seek advice or materials on specific topics. For example, participants from Egypt were interested in credit
scoring or group lending and followed up with other participants with expertise in these areas after the
course. However, except for a few cases, most respondents have not maintained these contacts over time
except for a few seasonal greetings, if any.
Twenty-two (50%) respondents from the various countries in the sample contacted participants from other
countries, mostly to exchange of materials and to seek information or advice. The respondent from Bolivia
had limited contacts with a few participants from Mexico, Iraq and Italy, and did not communicate with
trainers, as these contacts were not useful when addressing practical issues in her work.
31
Nineteen respondents (43.5%) contacted faculty to request follow-up information and advice, and/or to
use their services as consultants. Those who did so explained that this increased their level of comfort with
adopting new approaches or trying out new methodologies when they returned to their workplace e.g.
The most significant benefit was the contact with the HR instructor as we maintained close
contact after the course and it assisted me a great deal as I was new to the field of MF,
Newly appointed HR Manager, Pakistan
Mr. Kimanthi Mutua (K-Rep Bank) was extremely helpful in advising us during transformation
of our institution
Transformation Officer in an MFI, Pakistan
We invited experts to help us with risk mapping.

Senior Manager, MFI Senegal
Ten respondents (22.7%) reported they had increased their confidence to introduce new ideas at work
and/or to implement ideas they already had (Egypt, Senegal, Uganda and Vietnam). Some managers who
had been recently promoted noted that the program helped to increase their confidence to handle the
increased responsibilities. Nine respondents (20%) increased their responsibility after attending the
program, mostly among the ranks of middle-managers and specialists, and another eight (17.8%)
changed jobs. Four of those who increased their responsibilities or changed jobs stated that having
attended the Boulder program had contributed to the change.
I participated in the program at a time where the MFI grew from 2,000 to 30,000 clients in one
year. The theory confirmed practice for me and assisted me in decision making and
management in my new capacity,
Newly appointed MFI Executive Director at the time of the program, Egypt
I think my participation in the program was the main reason to shift my career; it was the
gateway that enabled me to expand my practical knowledge & organizational experience,
MIS Specialist at the time of the program now in retail banking, Egypt
My self-confidence was increased, so I decided to accept the invitation of the Institut Africain de
Management and from CESAG to give courses in regulations and supervision of microfinance.
(translation)
Conseiller technique, Ministre de lconomie et des finances, Sngal
32
Respondents from all levels of responsibility and all types of institutions agree that they gained new
ideas and insights on different ways of thinking about or approaching microfinance issues from their
participation in the Boulder program. The leading edge and global dimension of the MFT program is clearly
valued and appreciated by a majority of participants.
Assessment of other benefits by respondents varied depending on their level of responsibility and whether
they were in policy oriented or operational management types of positions:
l
l
Senior managers benefited mostly from exposure to new ideas and ways of thinking about
microfinance, increased skills and contacts with others
More than 70% of specialists/analysts/advisors, and half of the program managers and middlemanager reported they had increased clarity on issues and options for dealing with microfinance issues
and also increased their skills in particular technical areas of interest to them in their work.
Microfinance program managers working in NGOs and donor agencies benefited from exposure to new
ideas and exploration of options for dealing with microfinance issues, but reported no increase in skills
or abilities or benefits from contact with other participants or experts.
A detailed breakdown of benefits from participation by level of responsibility is presented in the following
Table.
BENEFITS from participation by level of responsibility

at the timeof the program (percent)
A
Total (freq)
Executive Director, Deputy

or General manager
83.3
8.3
50.0
33.3
50.0
50.0
Regional or country director
100.0
0.0
0.0
0.0
0.0
Manager
100.0
50.0
83.3
16.7
66.7
33.3
Microfinance program manager
100.0
52.0
0.0
25.0
0.0
0.0
Specialist/analyst/advisor
85.7
71.4
71.4
42.9
42.9
0.0
Other
90.0
65.0
50.0
15.0
30.0
40.0
20
Legend:
A - New ideas and insights on different ways of thinking about or approaching issues
B - Increased clarity on issues and options for dealing with the microfinance issues
C - Increased skills/abilities
D - Increased confidence to implement ideas you already had
E - Contact with participants to deal with practical issues after returning to your work
F - Contacts with experts from international institutions
Assessment of other benefits by respondents also varied depending on the type of institution in which they
work when they attended the Boulder MFT:
33
Participants from microfinance institutions and microfinance support institutions reported a wider
range of benefits than those from other types of institutions (new ideas, new skills, contacts). Central
Banks, commercial banks and government agency participants reported increased clarity on issues of
microfinance, and little or no benefit from contacts with other participants or with experts.
Development agencies and NGOs looked for and benefited from new ideas and insights on ways of
thinking and approaching issues, and reported less benefit in terms of increased clarity on issues and
options in microfinance, or improved skills to address them in their work.
A detailed breakdown of benefits from participation by organization type is presented in the following
Table.
BENEFITS from participation by organization type (percent)

A
Microfinance institution
Total (freq)
87.5
32.5
68.8
25.0
56.3
43.8
16
Microfinance support institution
100.0
83.3
50.0
16.7
50.0
33.3
Central Bank
100.0
100.0
0.0
0.0
0.0
0.0
50.0
100.0
0.0
0.0
0.0
0.0
Government agency
100.0
100.0
100.0
0.0
0.0
0.0
International development agency
100.0
20.0
40.0
20.0
20.0
0.0
Development NGO
100.0
25.0
25.0
25.0
25.0
37.5
75.0
75.0
50.0
50.0
25.0
25.0
Commercial bank
Other
Legend:
A - New ideas and insights on different ways of thinking about or approaching issues
B - Increased clarity on issues and options for dealing with the microfinance issues
C - Increased skills/abilities
D - Increased confidence to implement ideas you already had
E - Contact with participants to deal with practical issues after returning to your work
F - Contacts with experts from international institutions
Level of experience in microfinance made a difference in how much benefit individuals got from the MFT
program. For example, a program officer with less than 2 years experience in microfinance and working in
a donor agency in Senegal increased his confidence to advise government on sector policy. A program
manager and a program officer working in another donor agency in Senegal, with more than 5 years
experience in microfinance and interests in local development and inclusive finance, felt the program was
too general to be useful in addressing the challenges they face.
34
5.2.2 Actions taken by Boulder participants after the course and impact on performance
For most participants, the program contributed to greater understanding of microfinance, an increased
confidence level to better perform their respective jobs, and acquisition of a network of peer and expert
contacts they could call upon to address challenges as and when they arise.
Our findings suggest that Boulder MFT program has been instrumental in improving the confidence of
some key players who are in a position to influence regulations and articulate policies in their countries.
This increased in confidence was instrumental in stimulating some actions. Respondents reported a
greater understanding of global trends and of their application (or lack of) in various countries of the world.
We could not establish whether this had resulted in enhancing the policy environment in the countries.
What we could establish however was that this increased understanding either led participants to come to
terms with some of those trends or stimulated their thinking about alternatives.
The most often quoted examples of actions taken by participants after the Boulder MFT related to sharing
new ideas and perspectives with staff, colleagues and superiors and sharing materials (cf. section 5.2.3
below). The most concrete examples of application of new knowledge and skills were generally following
participation in one or more of the specialized electives. Examples that follow provide some evidence of
actions new ideas and approaches some participants acted on when they returned to work after the
Boulder MFT program.
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Influencing policy
Some of the respondents were in a position to influence national regulatory frameworks. Participants
from Pakistan made presentations and provided feedback to regulators on major policy issues such as
Know Your Customer (KYC), record retention, age of portfolios, and loan provisioning. A participant
who works as policy advisor in the Ministry of Finance of Senegal introduced some of the ideas from the
Boulder program in the national working groups on regulating MFIs of which she is a member. A similar
case was reported in Vietnam.
Developing alternative financial and human resources management policies, practices and systems
In addition to application of new skills and approaches in the realm of risk management and financial
analysis already noted in section 5.2.1, the most concrete actions and initiatives were related to
Human Resources Management where participants were able to fine tune their respective institutional
HR policies and practices, integrate HR policy and system with the accounting system, and revise
salary scales.
The program assisted me in developing the human resources policy in our MFI and to check
which ideas could be adapted to our institution. I was able to actively participate in discussions
with senior management as a result,
Finance and Admin Manager, MFI Egypt
35
Soon after the program, I was promoted to Head Internal Audit with responsibility for Risk
Management. We re-engineered the entire credit process focusing on internal controls and cost
efficiencies. We also introduced many Risk Management tools from client assessment, credit
risk, operational risk and market risks.
Head Internal Audit and Risk Management, Pakistan
Spearheading institutional transformation

Participants from Pakistan, Uganda and Senegal reported that they had spearheaded institutional
transformations after attending the Boulder program, and that both the content and the experts had
been instrumental in making the transition successful. The most notable example was that of the senior
manager and members of the management team from a large MFI from Senegal who upon returning
from Turin drafted and implemented policies relative to mobilisation of savings and communication in
their MFI. They assigned some staff to specialize in mobilisation of savings and used some of the
materials they had picked up in the Boulder program to train staff in how to present ideas clearly and in
a convincing manner. They also implement new software. This led to increased performance of their
MFI, increased staff and client satisfaction.
The Boulder MFT aims to make participants aware of important microfinance case examples and
programmes from around the world, and to meet individual learning needs. It does not have an explicit
objective beyond individual acquisition of knowledge and skills, nor does it have an action planning
process focused on enhancing individual and/or organizational performance in a limited number of
areas as is the case for MMW. The previous section has provided evidence of benefits to participants
and examples of the extent to which individual learning needs have been met. Examples of actions
taken beyond the program indicate that Boulder MFT has contributed to increasing capacity of some
participants to take action in their workplace with some benefits to their organizations.
5.2.3 Multiplier effect

Respondents reported they shared knowledge and skills they learned at the Boulder MFT mostly through
discussing new ideas acquired with their colleagues, staff or superiors (34 respondents - 77.3%). Other
ways of disseminating knowledge on microfinance and on management included distributing program
materials (43.5%), debating ideas in the organization for implementation (34.1%), making formal
presentations and organizing workshops.
36
Participants from Senegal, Uganda and Vietnam were particularly active in disseminating what they had
learned at the Boulder MFT:
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5.3
Senegal: Several respondents reported they shared and debated new ideas with members of their
teams, especially as many have participated either at the same time or over the years. Three of the
twelve respondents now use the materials in courses they teach at the local management schools
Uganda: One trainer was able to develop new training programmes to address the needs fo MFIs. He
designed training packages with enriched examples from all over the world, and reported being more
confident after attending the Boulder MFT. He has since trained over 1000 practitioners in the different
training programmes his organization offers.
Vietnam: All respondents used the new knowledge and skills gained in the course to train others. One
MMW trainer integrated the training contents and live examples from the Boulder program in her
training sessions in the MMW courses in Vietnam. The integrated contents included: the new
technology used in MF, current situation and future of microfinance in the world, tools used in cost
analysis, etc. Two other participants trained their staff in the MFIs about trends in microfinance in the
world, tools used in microfinance management and monitoring, etc. Finally, one participant also
translated some documents of the course that he found useful into Vietnamese and disseminated them
in the organization.
Participants identified a number of factors that had either made a positive contribution to observed
impacts or had been constraints in their accomplishment. Some of these factors stemmed from the
ITC-ILO Boulder Institute training program itself and others were liked to the organizational and country
context.
When asked about factors that facilitated implementation of new ideas and approaches to microfinance
and to management in their organizations, respondents identified the following:
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External legitimacy of the Boulder MFT: Its long-standing reputation as a international forum where
experienced practitioners and leading edge experts exchange best practices from around the world
increased credibility of proposed ideas and approaches.
Authority to apply ideas or to influence consideration of ideas or approaches. More than 80% of
participants reported they were in a position to take some action and/or to make some decisions at their
level, and/or to influence consideration of new ideas or approaches at higher levels. Those who had
support from their Board of Directors and from their supervisors were more likely to have taken some
actions to implement changes that required some level of approval from the top.
Critical mass A significant proportion of respondents (87.7%) work in organizations and/or
microfinance networks that sent participants to the Boulder program before, during or after they
attended the program. Participants from a same organization who attended the MFT as a team were
able to explore policy and practice alternatives together in Turin. They returned to work with a shared
vision and resolve to implement new approaches.
Follow up coaching and/or technical support from experts and peers allowed participants to bounce
off their ideas, get reactions to them and access to some coaching and/or technical support to
implement their ideas. The interaction stimulated them to emulate new ideas and practices, increased
their confidence and gave them renewed energy to pursue alternatives in their workplace.
Not surprisingly, absence of some of those factors made it much more difficult for alumni to act on their
intentions to bring about significant changes in their organizations. Indeed, not all respondents were able
to apply new ideas or approaches to micro-finance and management when they returned to work. When
asked about the obstacles they had faced in implementing these ideas or approaches, nearly one of every
three alumni (14 of 45) stated that the ideas were not applicable in their country or organization.
37
Frequency
Percent
Ideas and approaches were not applicable to the country situation
20.0%
Ideas and approaches were not applicable in your organization/office
11.6%
Not enough technical basis and skills to plan and implement the
changes
11.6%
You had not authority and capacity to influence the consideration of

ideas and their application
11.6%
Lack of support to tailor the approaches to your situation
9.3%
Resistance from higher levels or other agencies or departments whose

support was necessary
8%
Other: legal and financial (4)
9.3%
5.4
Suggestions for Improvement of the Boulder MFT program

The following aspects of the Boulder MFT program were most appreciated by respondents and should be
maintained in the future:
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Content and practical cases: Presentations and lectures on leading edge ideas, concepts and theories
were appreciated, as are practical cases (64.4% of respondents). The Boulder MFT provides
information, facts and figures - market intelligence that is difficult to access otherwise, in a concise and
well articulated format
Networking: Open sharing of ideas and group work with participants from different countries should be
preserved as a key feature of the program (56.8%).
High quality documents and materials (48.9%). Materials continue to be used as reference when
dealing with challenging problems that emerge in the context of their work or as reference in those
areas they could not go deeply into at Boulder.
Tools and methodologies (45.4%)
A favourable environment for learning. Several respondents noted that the intense experience
removed from day to day preoccupations provided the time and space to reflect on practice, to consider
alternatives and to work out how they might go about implementing them. The location and associated
facilities (training rooms, equipment, accommodations, etc.) are conducive to learning, and ITC-ILO
staff, organization and overall logistics are also very good.
Respondents were asked to identify what the Boulder Institute and ITC-ILO should change to increase
impact in the future. More specifically, they were asked how the Boulder Institute and ITC-ILO could
increase access, quality, and impact of the MFT program on their performance and that of their
organization. Their feedback and suggestions for improvement are analyzed below.
Improving Access to and Reach of the MFT
When asked whether they had or would recommend the Boulder MFT program to others, respondents
from all countries were unanimous all of them (100%) would recommend the program to others, as
they feel this kind of program meets a real need in their country and organization. With the move to Turin,
there is more demand from African countries and less from Latin America. This evolution is also due to
early success in Latin America, reduced donor funding for Latin America and increased investments in
Africa. Demand from Africa has grown, stimulated by a few small but heavily subsidized programmes,
marketing to get program materials to ILO field offices and participants own efforts at fundraising.
One constraint to improving access that has been noted previously and was again identified by participants
is the cost of the program. The course is delivered in residence over a three-week period: the formula is
expensive and is thus out of reach for many institutions that have limited budgets. While some established
institutions have their own funding, others will continue to need some level of financial support in the form
of scholarships to be able to access the program. Beyond the financial costs of the Boulder MFT, some of
the senior and middle-managers also assess the costs of their participation and that of their staff to the
Boulder MFT in terms of time away from the office.
38
Some respondents in every country suggested that ITC-ILO consider experimenting with alternative
approaches to delivery. Suggestions that would make the course more accessible included:
Reduce the MFT to 2 concentrated weeks, and offer two tracks: one for those who are new to microfinance
and one for more experienced practitioners.
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Assess what content could be offered through virtual learning before and/or after the intensive in
residence program
Offer/assist access to more scholarships for participants from developing countries.
Offer courses in more languages, according to the profile of participants (French, Arabic, Spanish, etc.)
Consider offering the program in the spring, as summer time is peak holiday seasons and affects
personal leaves.
Improving the quality of the Boulder MFT

Respondents are generally satisfied that the Boulder MFT program is of high quality. Factors such as
leading edge experts and experienced practitioners, generally relevant and high quality content and
materials, and space to share good practices are contributing factors and should be retained. Participants
from all countries particularly appreciated working sessions, practical exercises, and intercultural
exchanges.
Respondents who had little experience in MF or were newly promoted to management positions left the
program with some ideas but not enough in depth analysis of some of the microfinance and management
areas to feel competent in applying new ideas or approaches. Depending on their level of experience and
the nature of the technical topic, the content of the program was either too basic or did not go enough in
depth.
Many respondents from Senegal noted that the reputation of the Boulder program and the range of topics
had motivated them to register even if the cost was inaccessible to most of their institutions. While the
broad range of courses means that participants could find something that is relevant to their area of
interest, many participants faced a dilemma when choosing. Some courses they would have wished to
register for were oversubscribed and they thus had to take others that were of less interest.
Some experts lived up to participants expectations (for ex. Marguerite Robinson, Carlos Vargas, and
Soulmane Djobo), However, several senior government officials, one bank official and two donor program
managers that were interviewed expressed disappointment with the level of expertise particularly in the
area of Islamic Finance and with the variable quality of approaches to adult learning (too much lecturing,
not enough participatory peer learning). Francophone participants were generally disappointed with the
quality of French translation.
Respondents from the different countries identified a number of areas that, if addressed, would make a
difference in enhancing their learning.
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Offer a beginner track and an expert track to match participants with different levels of experience and
position types.
39
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Expand the notion of core courses to ensure that some modules such as management of MFIs are
included and available in many languages
Expand the scope of examples to include regulatory policies and good practices from countries outside
of Latin America and Asia
Reduce the number of electives: go for depth versus breadth in the technical topics. A significant
number of participants expressed the wish that the Boulder MFT reduce the number of electives to
choose from, focusing rather on enhancing the depth, quality of experts and materials, and dynamic
approaches to adult learning in selected technical areas e.g. planning, financial analysis, etc.
Use more experienced experts and practitioners in some of the areas for ex. in Islamic finance. Consider
co-facilitation by experts and practitioners (North and South).
Encourage/support experts to make more use of experiential, participatory adult learning methods.
Improving conditions for impact

The Boulder MFT program objectives are stated in individual terms: the program aims to expand horizons,
inspire leaders, foster the development of networks, in country and world wide to improve microfinance.
The flexible buffet approach is ideal to meet a wide range of individual needs, but does not necessarily
maximize conditions for impact on policy processes and/or organizational performance.
Broad topic plenary presentations facilitate exploration of historical and current trends in microfinance, but
limit in-depth discussion of policy issues and options applicable to participants own country and/or
organizational contexts. Participants suggested that the problem they face is often not that they are not
interested in applying some of the options they are exposed to, but that they need someone to sit down
with them to help them define policy and/or practices alternatives that are politically acceptable and
economically realistic in their countries, along with modalities of implementation.
Respondents from all countries reported that having more than one participant from their organization
facilitated collaboration when they returned, developed shared language and perspectives, and a support
network to implement new ideas. They also noted that improvements in performance were more likely
when there is support from their supervisor/decision makers in the organization.
40
6. CONCLUSIONS AND RECOMMENDATIONS

Our analysis of findings and discussion of implications for ITC-ILO and for the Boulder Institute have
pointed to areas of comparative advantage and strengths, and to issues that must be addressed if ITC-ILO
wants to improve its impact. Specific suggestions have been made on how to improve the MMW,
decentralized capacity to deliver MMW and Boulder MFT. In this last section, we review our main
conclusions and offer a set of recommendations that, in our view, may contribute to improving the impact
of ITC-ILOs training and capacity development initiatives in microfinance for the future.
6.1
Conclusions
A majority of Boulder MMW alumni from all countries in the sample gained new ideas and insights on
different ways of approaching their practice, and increased their ability to do their jobs. Examples have
been provided of actions taken by participants after the program which contributed to increasing individual
and organizational performance, specifically: 1) more systematic planning and more thorough market
research; 2) development of new products and services; 3) actions taken to address issues of risk
management and delinquency rates, leading to increased financial performance of MFIs; 4) improved
client services and satisfaction; 5) new and effective ways to manage staff, including the introduction of
performance incentives; 6) management of organizational change.
A majority of MFT alumni from all responsibility levels and all types of institutions in the sample gained
new ideas and insights on different ways of thinking about and approaching issues of microfinance. More
than half of the alumni surveyed increased their skills and acquired new tools they now use in their work,
mostly in the more technical areas of risk management, planning, financial management and human
resources management, internal controls and fraud prevention. The most concrete examples of application
of new knowledge and skills were generally following participation in one or more of the specialized
electives. Examples were provided of actions taken by MFT alumni who reported they were better
equipped following MFT and acted to: 1) influence national regulatory frameworks, 2) develop alternative
financial and human resources management policies, practices and systems; 3) spearhead institutional
transformation. 100% of alumni would recommend the Boulder MFT Program to others.
Not all participants to MMW and MFT benefit equally however. The findings of the evaluation show that
benefits vary depending on level of experience of participants, their level of responsibility/authority to act or
influence others, and the type of institutions in which they work. Depending on the level of experience, the
content is either too basic or does not go in enough depth for participants to act upon when they return to
their jobs. This suggests a need to explore ways to address different participant profiles in course content
and approaches.
Other factors affect whether alumni are able to use knowledge and skills gained in the program to increase
individual and organizational performance, including: 1) relevance of course content and examples to related
participants country context; 2) support from supervisors and/or Board to implement key ideas; 3) other
members of their organization attending the program, and; 4) follow up coaching and advice from experts and
trainers. The ITC-ILO and the Boulder Institute could increase the potential for impact by addressing some of
these contributing factors.
Both the MMW and the MFT learning programmes have external legitimacy, are seen to be leading edge
and of high quality. ITC-ILO has been systematic and strategic in developing incentives to attract experts,
trainers and local training institutions, and in training/mentoring trainers to deliver high quality
programmes. ITC-ILO microfinance programmes participatory, experiential learning methods and
opportunities to exchange and network with other microfinance practitioners are particularly appreciated
by participants. The international reputation of the ITC-ILO and of the Boulder Institute, a professional
MMW training manual, experienced trainers and experts increase credibility of ideas and approaches in
microfinance management that participants want to implement in their organizations. These factors give
ITC-ILO a comparative advantage among other microfinance training programmes offered to the industry.
One of the ITC-ILOs objectives was to develop decentralized capacity to deliver the MMW training
program. Considerable progress has been made to achieve this objective: the ITC-ILO now has a network
of close to 60 trainers in 29 countries, and the evaluation provided evidence of actions taken by trainers
and local training institutions that result in a multiplier effect, including: 1) delivery of other MMW courses;
41
2) creating spaces for sharing knowledge and skills gained in MMW courses; 3) delivering short courses
and informal mentoring in MFIs, and; 4) providing some follow up support and consultancies to
participants in implementing new approaches in their organizations. However, efforts at marketing the
MMW have been limited and the program is not well known. Capacity of local partner institutions to
market and deliver the MMW is variable, and cost and accessibility of both programmes to developing
country participants remains an issue. Local partner institutions look to ITC-ILO to play a more active
leadership and coordination role in the partnership, in marketing of the MMW and in facilitating network
management.
6.2
Recommendations
Recommendation 1: Leverage the modular approach to address the needs of participants with different profiles
Both the MMW and the MFT address a substantial amount of content in microfinance and in management
that are delivered to participants with a diversity of profiles: some are relatively new to microfinance and/or
to management and others have more than 5 years experience; some have specialized technical
responsibilities, while others are in management positions. Alumni from MMW, particularly those who are
new to microfinance and to management consider there is too much content to integrate in a relatively
short period of time. The content of MFT is too basic for experienced alumni and does not go sufficiently in
depth for those who are relatively new to microfinance.
The MMW is structured as a series of modules, and the MFT has substantial number of electives that
participants can choose from, so that participants with different profiles can explore issues of interest. ITCILO could leverage the modular approach to better address varying needs of participants with different
profiles,
For the MMW:
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Offer the existing MMW course into two or three shorter phases of one week duration: a Phase 1 for
those who are new to microfinance and/or have little or no experience with management; a phase 2 for
managers with more experience, and potentially a follow up Phase 3 to help consolidate the learning by
reviewing challenges with application of ideas, concepts and implementation plans.
Combine virtual learning and residential learning events. Assess what content could be offered through
virtual learning before and/or after the intensive residential programmes.
In order to make the MMW more accessible, offer a lower cost per participant when they come in teams
and for in house programmes, and facilitate access to more scholarships for MFT participants from
developing countries.
For the Boulder MFT:

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Consider reducing the length of the MFT to 2 concentrated weeks, combining virtual learning and in
residence learning events.
Offer different tracks for different profiles: one tailored to those who are new to microfinance
management (in many languages); one for more experienced managers with an interest in trends,
policy alternatives and applications; and one for more specialized technical areas
Reduce the number of electives and focus on depth versus breadth.
Recommendation 2: Ensure continued relevance of training programmes to participants country contexts

Quality and relevance of the training materials and documents matter to participants, and make a
difference on whether they can apply new ideas and approaches to microfinance management in their
country or organization.
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Examples in the MMW manual and in the Boulder MFT should be reviewed from time to time to suit the
changing environment and market dynamics.
More context appropriate examples from francophone Africa (for example, Senegal and Mali in the area
of Islamic finance) and from Asia (for example Vietnam, a country with a centralized regulatory
framework) should be integrated in the materials and training program.
If ITC-ILO wants to expand its reach to francophone Africa and in the MENA region, ensuring good,
timely translation in French and Arabic is critical.
Expand the circle of experts for the Boulder MFT to include alumni from the MFT and experienced
practitioners from African, Asian and Middle East countries.
Recommendation 3: Establish more systematic approaches to post course follow up

The ITC-ILOs fourth Development Plan mentions that the impact of learning activities is bolstered among
other things by systematic follow-up of training and participants. Evidence from this evaluation supports
the notion that follow up coaching and/or technical support from a trainer, consultant, and microfinance
support institution and/or via learning exchanges with more experienced practitioners from their country or
region has been a key contributing factor in the ability of participants of MMW and MFT programmes to
implement new ideas and approaches to microfinance management in their organizations. This was
particularly important for those experimenting with new approaches and who benefited from additional
coaching to address challenges of implementation.
To that end, we recommend that ITC- ILO and the Boulder Institute:
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Offer a possibility of accessing X number of hours of coaching/technical assistance post-course from

MMW trainers, and/or MFT experts, as part of the course. A limited number of trainers and experts with
practical experience in key areas of microfinance and microfinance management could be offered a
retainer or compensation for follow up coaching or technical assistance, on demand and up to a
maximum to be determined depending on budget.
Facilitate of a more systematic on line forum for experts and participants to exchange ideas and
experience after the program
Periodically convene alumni to share new ideas and techniques in on-line regional discussion groups or
regional forum, in collaboration with local partner institutions and ILO offices where appropriate
Recommendation 4: Provide more systematic support to develop capacity of local partner institutions to market
MMW
A clear need for microfinance training of middle managers has not translated into high demand in most
countries in the sample. One of main reasons is that the MMW is not well known: Boulder/ITC-ILO alumni
who were interviewed for this evaluation did not know about the MMW although most are middle and
senior managers in government, MFIs and donor agencies in their countries.
One of ITC-ILOs criteria for selecting partner institutions is that the MMW fits into their strategic plan and
that they have capacity to market the MMW, with some support from the ITC-ILO if needed. Action was
often not taken because there was confusion about who was supposed to do what, when, and where the
financial support was coming from. Developing clearer MOUs and/or agreements on level of quality,
amount of time and funds, and timelines has helped somewhat to reduce confusion about terms of the
partnership. Capacity to stimulate demand and/or to respond to it by delivering high quality training in a
timely way varies among partner institutions. The ITC-ILO has taken a number of measures to support
partner institutions to prepare marketing plans, but much remains to be done.
43
ITC-ILO could add value to the partnership with local institutions and increase the potential for
sustainability by providing more systematic support to expand the presence of MMW in the
countries/regions where there is a favourable context, significant potential demand and opportunity. It can
do so by:
(i) contributing to strategic analysis of opportunities that can be pursued and/or leveraged in the country
and region, and to development of marketing plans;
(ii) providing some marketing materials and collaborate in organizing events;
(iii)promoting the course to government institutions, MFI umbrella organizations, MFIs and donor circles,
and;
(iv)linking up with donors that can offer participant scholarships.
Recommendation 5: Engage a part time or full time network coordinator for MMW
The ITC-ILO now had a decentralized network sixty certified trainers in 29 countries and local partner
institutions with interest in collaborating with ITC-ILO in marketing and delivering the MMW.
Strengthening a network of trainers and capacity of training institutions is a long-term process requiring
sustained and focused efforts. It requires pre-activity contact with the leadership of institutions, the
working out of an integrated plan to develop skills, the provision of consultancies and materials, and
follow-up visits. All this takes time and is better handled with sustained efforts.
The evolution of the MMW network of trainers and training institutions is such that there is now a need for
a secretariat of at least one person to support network management: someone who gets to know partners
and what drives them, who can provide impetus to members of the network, monitor progress of the
course in the various regions, provide a single point of contact to follow up in a timely way to requests for
support from partner institutions.
Recommendation 6: Leverage the potential for critical mass to increase impact of ITC-ILO and Boulder training
programmes in microfinance
The evaluation has shown that having more than one participant from a MFI or from a country facilitates
collaboration when they return, develops shared language and perspectives, and a support network to
implement new ideas. Alumni also noted that improvements in performance were more likely when there
is support from their supervisors and decision makers in their organization. ITC-ILO could increase
significantly the potential for impact of MMW by:
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Marketing the MMW to senior managers of target group institutions and inviting them to send more
than one participant to MMW programmes or to hold in house programmes.
Designing a process to engage participants supervisors and/or Boards: (i) pre-course, to identify
individual learning goals and organizational performance issues that are of concern, as part of the
application form and; (ii) post-course, to review the participants action plans after the MMW when
they return to work.
Findings of this evaluation suggest that the Boulder program has played an instrumental and facilitating
role in furthering the dialogue between actors, in some cases bringing parties closer together. The Boulder
program and the ITC-ILO bring with them the credibility and prestige of a long-standing high level
program, but also a reputation of being open to dialogue and innovative ideas on alternatives for
microfinance. This is its part of its distinctive comparative advantage.
Boulder and ITC-ILO could capitalize on the comparative advantage of the MFT to create conditions for
greater impact. The Boulder MFT currently has 3000 alumni, many of whom are dynamic and innovative
actors in their countries. 98.7% of respondents to this evaluation said they wanted to maintain contacts
with other practitioners, and 81% wanted to maintain contacts with experts beyond the program. Boulder
Institute and ITC-ILO hold the potential to connect alumni from a given country and/or region in a safe
space to explore implementation of alternative policies and practices that are context specific.
44
ITC-ILO and the Boulder Institute could increase significantly the potential for impact by
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Being more intentional about the kind of changes Boulder MFT participants could contribute
to with what they learn from their participation in program for example: influence
regulations, improve management of risk, HR management, facilitate organizational
transformations, etc.
Bringing together teams of people from a country, creating a neutral space to explore
alternative policy and practices away from the dynamics of relationships linked to roles in
their countries
Continuing to liaise with the Boulder Institute's partner institutions and donor agencies that
have programmes to help identify/stimulate participation of individuals and/or teams of
participants that could benefit from the MFT.
Exploring the potential for connecting vibrant alumni who want to affect change in their
countries and facilitating development of a national backbone of leadership
Working with national umbrella organizations and/or ITC-ILO partner training institutions
and training providers to connect MFT alumni in country or regional networks
Finally, Boulder MFT alumni were not aware of the MMW nor did they know who the alumni were in
their countries. Given that both programmes aim to increase performance of MFIs and that they are in
essence complementary, ITC-ILO could capitalize on the presence and legitimacy of ILO field offices
and on its partnership with local training institutions to convene and connect alumni of both
programmes to share experiences and identify ways to further improve the policy environment and
performance of MFIs in their countries.
45
Annexes
Annex 1
ITC ILO Impact Evaluation - Total sample in 6 target countries

Boulder Microfinance Training program - 3 weeks in Turin
Year
Bolivia
2005
Egypt
1
Senegal
Uganda
Pakistan
Vietnam
Total
10
27
2006
14
16
13
12
59
2007
12
21
2008
13
25
20
35
23
42
11
132
Total
Making Microfinance Work (MMW) - Decentralized delivery

Course
Bolivia
Egypt
Senegal
Uganda
juil-04
28
oct-04
12
nov-06
19
juil-08
11
Pakistan
juin-07
23
avr-08
14
Vietnam
mai-05
26
mars-06
24
oct-06
21
avr-07
18
avr-08
Total
25
fvr-08
16
juin-08
20
Total
23
30
24
40
37
114
268
Total sample
per country
24
50
59
63
79
125
400
47
Annex 2.1
Making Microfinance Work - Impact Evaluation Interview Protocol

for Participants
Introduction
Thank you for agreeing to participate in the ITC/ILO impact evaluation of the Making Microfinance Work course. Your views will
help to ensure that the program continues to be effective and responsive to the needs of its microfinance service providers.
As you may recall from the note that was sent to you, we wish to follow up on what you, as a former course participant, were able
to apply to your work following the program, what actions you were able to take and what difference the course made in your
performance and that of your institution. The ITC/ILO and its partners in your region are particularly interested in your views and
suggestions on how they could best meet your needs in the future. We are most grateful for your collaboration. The interview
should last about 1 hour.
Please be candid with your answers. We remind you that we are not seeking any personal information from you, nor is the
purpose of this study to evaluate you or your organization. Only trends will be reported and your observations will be kept
strictly confidential.
GENERAL INFORMATION (for statistical purposes) - complete prior to interview
Country: _________________________________________________
Please check () the box beside the answer you consider most accurate:
1.
The course you attended was in

2005
2.
2006
2007
2008
When you attended the program, you were working in:

Government agency
Central Bank
Development NGO
Commercial Bank
Other: ____________________
When you attended the program, your level of responsibility was
3.
4.
Senior manager
Department head (HR, marketing, etc)
Branch manager
Internal audit and evaluation
Regional manager
Finance manager
Head of program
Consultant
Program officer
Other: ________________________________
What is your position now?

The same as at the time of the program
Different with increased responsibility. If so, ask: Did your participation in the course contribute to any
changes in your job responsibilities or assignments since the training took place?
Other: ____________________
5.
Did other members of your organization attend the MMW course?
48
No
Yes. Please indicated whether others members of the organization participated
at the same time, in the same program. How many ____________________
in a program offered before the one attended by this participant. How many ____________________
in a program that was offered after. How many ____________________
6.
How many years experience in microfinance did you have when you attended the course?
0-2
7.
2-5
More than 5 years
Expectations
What questions/ issues initially motivated you to attend the program? What were your individual and institutional
objectives in attending the program?
BENEFITS OF THE MMW COURSE FOR YOU AND YOUR ORGANIZATION

8.
In hindsight, what
in the MMW course?
were
the
most
significant
benefits
TO
YOU
from
your
participation
Check the box that most closely corresponds to participants answers.

New ideas and insights on different ways of approaching their practice.
Increased skills which ones?
Increased ability to present ideas to supervisors and others.
Increased confidence to discuss microfinance issues and experiment with alternatives.
Contacts to deal with practical issues after returning to your work
Probe for specific examples:
9.
What aspects of the program were most useful and valuable for you in your work? Interviewers give a few examples of
what we mean by aspects of the program (see below) to stimulate their thinking.
Training manual
Presentations by trainers
Practical exercises
Having more than one participant from our organization/country
Action planning
Others: _________________________________________________
Probe for concrete examples and details
49
10.
Have you been able to share ideas and knowledge gained from the course?
Probe if necessary:
Through discussing new ideas with your colleagues, staff or superiors?
Formal presentations made to your institutions or others?
Ideas debated in your organization for implementation?
Distribution of program materials
Organizing and/or holding workshops
Please ask for some details (content, duration, audience, outcomes)
11.
Have you maintained contacts with
a.
Participants from other countries

Yes
No
Participants from other parts of your own country
b.
Yes
c.
No
Trainers
Yes
No
If the answer is Yes to any of the above, please explore the nature of this contact:
follow up information request and advice
request for materials and/or documents
exchange visits
use of trainers as consultants
Other?
To what extent were these contacts helpful to you in addressing practical issues in your work? How? Tell me more.
APPLICATION TO YOUR WORK

12.
ACTION PLAN: Part of the MMW course involves the development of an Action Plan.
What actions or initiatives did you intend to take when you returned to your work?
Interviewers should ask: Do you still have the Action Plan? If so, request to see the action plan
13.
What actions or initiatives did you take after the course, when you went back to work?
Probe for what they did, how, with whom, what ideas and insights from the course they used, etc.
50
14.
What difference did these actions make
a.
in your own job performance?

Probe for changed practices (what they do differently as a result of the course) and the effects of these changed practices
have on their ability to do their job
b.
in your organizations performance?

Probe for concrete examples of increased organizational performance linked to introduction of new practices (for ex.
reduced delinquency on loans following a course on credit management)
15.
What factors or conditions helped or facilitated application?

Probe for factors such as good timing, support from supervisors and/or from course resource persons, etc.
16.
What obstacles/difficulties if any, did you face in applying new ideas or skills?
Ideas and approaches were not applicable to country circumstances
The ideas and approaches were not applicable in your organization/office
You did not have authority and capacity to influence consideration of ideas and their application
No support from your supervisor. Probe: Did you discuss priorities and ideas before and after the course?
The institution did not have the technical basis and skills to plan/ implement the changes
Resistance from other agencies or departments whose support was necessary
Lack of follow up support to tailor the approaches to our circumstances
Others?
FUTURE DIRECTIONS
The ITC/ILO, its network of partner training institutions and trainers wish to ensure that the MMW continues to be relevant to the
evolving needs of microfinance institutions and agencies, that it offers the most appropriate content to support managers in doing
their work, and that it continues to be accessible. Your answers to the following questions will help ensure continued improvement
to the program.
17.
What aspects of the program are the most valuable and need to be preserved in the future?
18.
What changes in the program and its delivery would make the biggest difference to:
a.
support you to improve your own and your organizations performance in microfinance?
b.
Make microfinance learning programmes more accessible to you and to your organization?
19.
Have you/would you recommend the MMW program to others?

Yes
No
Please say why: ______________________________________________________

20.
Other comments or suggestions
51
52
ANNEX 2.2 Making Microfinance Work- Impact Evaluation

Interview Protocol for Microfinance Trainers and Partner Institutions in the regions
The questionnaire is divided in three parts:
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l
l
Part 1 asks questions of trainers of the MMW (pages 1 -2)

Part 2 questions for training institutions that have worked in partnership with ITC/ILO to deliver the
MMW course in their country (pages 3-4)
Part 3 is aimed at both trainers and training institutions (pages 4 6)
Country: _________________________________________________
PART 1 MMW TRAINERS

1.
GENERAL BACKGROUND INFORMATION
Tell me about.
a.
Yourself, your occupation, your institutional base and clients - Exchange business cards
b.
The history and nature of your relationship with ITC/ILO partner training institution in the region (before, during and
since delivery of courses)
c.
Are you
Accredited master
Accredited
Associate
In training
d.
How many MMW courses have your offered / delivered? _______
2.
What motivated you to want to become a trainer for MMW? What were your expectations?
3.
In hindsight, what in your view are some of the most significant benefits of the MMW course and related Training
network activities on you as a trainer?
New ideas and insights on different ways of approaching their training practice.
New skills learned and applied to training practice.
Increased ability to present ideas to MMW course participants
Increased confidence to discuss microfinance issues and experiment with new learning methodologies.
Contacts with master trainers and peer trainers to deal with practical issues between course offerings
A relatively steady source of contracts to deliver courses
Credibility that comes with being certified by the ITC/ILO
Concrete examples:
4.
How comfortable/capable do you feel to plan, design and deliver the MMW course at this stage?
Not at all
To some extent
To a large extent
Completely
53
5.
To what extent have you been able to apply new training/learning ideas and approaches gained in the certification
process in your practice as a trainer?
a.
What actions have you taken and what changes have you integrated in your practice?
b.
What difference did these new ideas and learning methods make in your performance as a trainer in microfinance?
PART 2 - PARTNER TRAINING ORGANIZATIONS
1.
GENERAL BACKGROUND INFORMATION
Tell me about
a.
Your organization and your responsibilities in the institution.
b.
The relationship between your institution and Micro finance institutions s in the region
c.
The history and nature of your relationship with the ITC/ILO in the framework of the MMW
2.
EXPECTATIONS
a.
What were your individual and institutional objectives in agreeing to work with the ILO/ITC to provide training in
microfinance in your region?
b.
What were the ITC/ILOs objectives in agreeing to work with you? Were these clear?
Were they realistic?
3.
BENEFITS OF THE MMW TRAINING AND RELATED TRAINING OF TRAINING NETWORK ACTIVITIES
a.
Benefits and impact of MMW on performance of microfinance managers and on their institutions.
To what extent have you been able to follow up (on action plans for ex.) with managers and their supervisors beyond the
course? Please give concrete examples of initiatives, changes in practices and enhanced performance you have observed
following the MMW course.
b.
BENEFITS: What in your view are some of the most significant benefits of the MMW course and related Training network
activities on you as a training institution working in partnership with the ITC/ILO?
Access to high quality materials in microfinance
Access to high qualified trainers with demonstrated expertise in microfinance
Increased ability to offer high quality training courses to meet demand of MFIs
Being part of an international network of certified trainers and partner institutions in microfinance
enhances institutional credibility with MFIs.

Enhanced potential to access financial resources. Probe: Donor project funds? Partial cost recovery?
54
Please ask for specific, concrete examples:
PART 3 TRAINING INSTITUTIONS AND TRAINERS

6.
What were the most important features of ITC/ILOs approach that added value to your capacity to design and deliver
high quality training in microfinance?
Access to training materials: notes, power point slides and handouts
Coaching from a master trainer throughout the certification process
Access to technical guide with tips for organizing the course and managing the
training
environment
Access to the website sharing of local case studies and examples with other
Other: ________________________________________________________
7.
a.
Participants from the courses you taught/offered

Yes
b.
No
Trainers
Yes
No
If the answer is Yes to any of the above, please explore the nature of this contact
Request (or your initiative) to follow up with information and advice
Request for materials and/or documents
Consultancy to support implementation of a new idea or approach.
Please specify activities undertaken and outcomes of these activities
8.
Have you been able to share ideas and knowledge gained from your experience in MMW?
Discussing ideas with your colleagues and potential new clients
Formal presentations made to MFIs and agencies?
Organizing and/or holding workshops on microfinance, drawing on materials from MMW
Please ask for some details (content, duration, audience, outcomes)
9.
What factors contributed to your ability to continue perform as a vibrant network of high quality MMW trainers and
institutions in support of MFIs?
55
Probing questions
a.
What level of demand for MMW by MFIs (Strong? Weak? Unknown?)
b.
To what extent is MMW part of Partner training institutions plans?
c.
Does the local partner institution have the skills and resources to plan and implement MMW?
d.
Is there adequate leadership and coordination by ITC/ILO?
e.
To what extent has there been post course follow up activities in support of MFIs (or lack of)?
f.
Are there Incentives (or not) to make continued participation in the network attractive?
FUTURE DIRECTIONS
The ITC/ILO, its network of partner training institutions and trainers wish to ensure that the MMW continues to be relevant to the
evolving needs of microfinance institutions and agencies, that it offers the most appropriate content to support managers in doing
their work, and that it continues to be accessible. Your answers to the following questions will help ensure continued improvement
to the program.
10.
Do you wish to deliver more MMW courses?

Yes
No
a.
Please say why: ______________________________________________________
b.
To what extent is offering MMW a part of your institutional priorities and work plans?
11.
What aspects of the network of trainers and institutions involved in MMW are the most valuable to you and need to be
preserved as we move forward?
12.
What opportunities or challenges, if any, do you face in offering MMW courses in the future?
13.
What changes in ITC/ILOs approach to MMW management would make the biggest difference in
a.
supporting you to improve your own and your institutions capacity to provide high quality training in microfinance in the
future?
b.
your willingness and commitment to continue to offer MMW in the future?
14.
56
ANNEX 2.3 The Boulder Microfinance Training Program - Impact Evaluation

Interview Protocol for Participants
Introduction
Thank you for agreeing to participate in the ITC/ILO impact evaluation of the Boulder Microfinance Training Program. Your views
will help to ensure that the program continues to be effective and responsive to the needs of its microfinance service providers.
As you may recall from the note that was sent to you, we wish to follow up on what you, as a former course participant, were able
to apply to your work following the program, what actions you were able to take and what difference the course made in your
performance and that of your institution. The Boulder Institute of Microfinance and the ITC/ILO are particularly interested in your
views and suggestions on how they could best meet your needs in the future. We are most grateful for your collaboration. The
interview should last about 1 hour.
Please be candid with your answers. We remind you that we are not seeking any personal information from you, nor is the
purpose of this study to evaluate you or your organization. Only trends will be reported and your observations will be kept
GENERAL INFORMATION (for statistical purposes) - complete prior to interview

Country: ________________________________________________________
Please check (a) the box beside the answer you consider most accurate:
1.
The Boulder Microfinance Training program the participant attended was in

2005
2.
3.
2006
2007
2008
When the participant attended the program, he/she was were working in:
Government agency
Central Bank
Development NGO
Commercial Bank
Other: ____________________
Level of responsibility at the time of attending the program

Executive Director, Deputy or General manager
Regional or country director
Manager: Please specify (Operations, Human Resources, Information technology, Business development,
audit, etc. ___________________________________________

Microfinance Program manager
Specialist / analyst/ advisor. Please specify _________________________________
Other: Please specify
4.
___________________________________________________
What is your position is now:

The same as at the time of the program
Different with increased responsibility. Please specify and probe: Did your participation in the program
contribute to any changes in your job responsibilities since the

________________________________________________________________
training
took
place?
Other. Please give details_________________________________________
57
5.
Have other members of your organization attended the Boulder Microfinance training program?
No
Yes. Please indicate (to the best of your knowledge) whether others attended
at the same time as you did, in the same program. How many________
in a program offered before the one you attended. How many________
in a program that was offered after the one you attended. How many___
6.
How many years experience in microfinance did you have when you attended the program?
0-2
7.
2-5
More than 5 years
EXPECTATIONS
What were your individual and institutional objectives in attending the program? What questions/ issues initially
motivated you to attend the program?
BENEFITS OF THE BOULDER MICROFINANCE TRAINING PROGRAM

In hindsight, what were the most significant benefits TO YOU from your participation in the Boulder microfinance
training program?
8.
New ideas and different ways of thinking about or approaching issues

Increased clarity on issues and options for dealing with the microfinance issues
Increased skills / abilities.
Increased confidence to implement ideas you already had.
Contacts with participants to deal with practical issues after returning to your work
Contacts with experts from international institutions
Other: ________________________________________________________________
Probe for concrete examples and details:
What aspects of the program were most useful and valuable for you in your work? Interviewers probe if required and
circle answers that most closely represent participants answer:
9.
Presentations and lectures on leading edge ideas, concepts and theories

Tools and methodologies
Access to materials
Networking with participants from different countries
Having more than one participant from our country
Other: ____________________________________
58
Probe for concrete examples and details
10.
Have you been able to share ideas and knowledge gained from the program?
Probe if necessary:
Through discussing new ideas with your colleagues, staff or superiors?
Formal presentations made to your institutions or others?
Ideas debated in your organization for implementation?
Organizing and/or holding workshops
Please ask for some details (content, duration, audience, outcomes) ______________________
11.
a.
Participants from other countries

Yes
b.
Participants from other parts of your own country

Yes
c.
No
No
Faculty
Yes
No
If the answer is Yes to any of the above, please explore the nature of this contact:
use of faculty as consultants
follow up information request and advice
request for materials and/or document
exchange visits
Other: _________________________________________
To what extent were these contacts helpful to you in addressing practical issues in your work? How? Tell me more.
59
APPLICATION TO YOUR WORK

12.
Drawing on insights and/or questions explored at the Boulder program, what actions or initiatives did you take after the
program?
Implemented a new approach to deal with microfinance issues
Formulated action plans for implementing changes in microfinance services to increase access and/or
cost effectiveness
Introduced tools and methods to improve individual and/or organizational performance
Pursued policy dialogue between policy makers, regulators and microfinance service providers
Other: __________________________________________________________
Please give specific examples of how you used information from the program in your job: application of skills, new initiatives, etc.
13.
What difference did these actions or initiatives make in
a.
Your own work and performance
b.
Your organization or programme performance
14.
What factors supported or facilitated the application of your learning from the training program?
Probe for factors such as good timing, support from supervisors and/or from course resource persons, etc.
15.
What obstacles did you face in introducing or implementing new ideas?

Ideas and approaches were applicable to country circumstances
The ideas and approaches were not applicable in our organization/office
You did not have the authority and capacity to influence consideration of ideas and their application
Resistance from higher levels
Not enough technical basis and skills in the institution to plan and implement the changes
Resistance from other agencies or departments whose support was necessary
Lack of support to tailor the approaches to our circumstances
Others: ____________________________________________________________
16.
Did you attend any other microfinance or management training programmes in the last three years?
Circle your answer
No
Yes. Please specify the title, location and duration______________________________
60
Please indicate whether that training program was

more beneficial and valuable to you than the Boulder program. Say why______
less beneficial and valuable to you than the Boulder program. Say why_______
Not applicable
FUTURE DIRECTIONS
The Boulder Institute of Microfinance and the ITC/ILO wish to ensure that the Boulder Microfinance training program continues to
be relevant to the evolving needs of microfinance institutions and agencies, that it offers the most appropriate content to support
managers in doing their work, and that it continues to be accessible. Your answers to the following questions will help ensure
continued improvement to the program.
17.
What aspects of the program are the most valuable and need to be preserved in the future?
18.
What changes in the program and its delivery would make the biggest difference in
a.
supporting you to improve your performance?
b.
making microfinance learning & support programmes more accessible?
19.
Have you/would you recommend the Boulder Microfinance Training program to others? Circle your answer
Yes
No
Please say why: _____________________________________________________

20.
Would you like to maintain closer contact with: (circle yes or no)
a.
Boulder alumni
Yes
b.
No
Boulder Faculty
Yes
No
For what purpose? Probe: refresher training, coaching/mentoring, sharing tools and practices? other?)
How? Probe: on line, face to face meetings, other?
21.
61
Annex 3.1. GUIDELINES FOR CONSULTANTS PREPARATION AND INTERVIEWS

ITC-ILO Impact Evaluation of Microfinance Training programmes 2005-08
You are part of a team of 7 evaluators who have been entrusted with the task of gathering and analyzing
data on impact of ITC/ILO managed programmes in microfinance:
l
1 Lead evaluator who is responsible for advising and developing methodology, developing and testing
interview questionnaires, guiding the work of national consultants, and drafting the Impact Evaluation
Report.
6 consultants located in Bolivia, Egypt, Pakistan, Senegal, Uganda and Vietman who are responsible
for reaching as many former participants as possible for both the Boulder program and the Making
Micro-finance program, interviewing them, summarizing and reporting on data gathered through
interviews.
The credibility and usefulness of the evaluation will largely depend on your ability to reach a substantial
number of former participants that are representative of the total sample population, on your skills at
gathering and capturing accurate and detailed information in participant interviews, and on your ability to
summarize/analyze the data gathered in your country in a way that it can be aggregated and further
analyzed by the Lead Evaluator who will be drafting the report.
The ITC-ILO has provided you with TORs that provide background and objectives for the impact
evaluation. These Guidelines have been developed by the Lead Evaluator to support the work of local
consultants, following pilot testing of the methodology and approach in Senegal in September 2009.
1.
Preparation/logistics
You will likely need to devote a minimum of 3 days to find contact numbers or e-mails for past
participants, to communicate with them, and to prepare a schedule of interviews.
1.1
Update contact information (Three week prior to carrying out the interviews)
You will have received lists of former participants from your country for both the Boulder and MMW
training programmes that were offered between 2005 and 2008. Please note that contact information
may or may not be up to date.
Depending on the context in your country, you may contact former participants and update the lists by:
l
l
l
1.2
Review the total sample for both programmes.

l
1.3
62
Sending an e-mail to former participants informing of the Impact evaluation and asking them to update
their contact numbers and addresses (see Annex 1 for suggested content)
Meeting with the local ILO office, MMW partner institution and/or certified MMW trainer who may be
able to assist in contacting former participants.
If your country has a reliable telephone assistance service, you may be able to find telephone numbers
and contact participants by phone.
Ideally, plan to interview 50% of former participants of both programmes, ensuring that the sample
reached is representative of the institutions (NGOs, donors, microfinance institutions, etc) and levels of
responsibility.
You may find, as was the case in the pilot, that a substantial number of MMW participants are located
outside the capital city. If this is the case, we ask that you explore the possibility of travelling to a region
up to 4 hours away from the capital city, in order to maximize the number of MMW participants to be
reached and that you submit a short proposal and budget to support this.
Where possible, MMW certified trainers may be able to assist in arranging 1-2 full days schedule of
group interviews with participants coming to a central location in the selected region from where they
work/live. Please note that ITC-ILO will not cover participants expenses/travel costs and that they
should be advised to that effect.
Scheduling (10 days prior to doing the interviews)
l
l
l
l
l
l
Schedule meetings with ILO and with trainers/partner institutions early on- before interviews.
Where possible, schedule full days to interviewing a number of participants in each of the programmes
(for ex. day 2 to Boulder, day 3 to MMW, etc. Focused attention on one program or another in a day
facilitates identification of patterns that emerge from a number of interviews, and deeper exploration of
some questions in subsequent interviews.
Plan 2 interviews (individual or group) per half day, with a maximum of 4-5 interviews per day,
reserving time at the end of the day to take stock and complete notes from the day.
Allocate 1 hour for individual interviews, and 1.5 hours for group interviews (with 2-3 people)
Ensure group interviews do not mix participants that report hierarchically to one another.
Maintain some flexibility to seize opportunities and adjust the schedule to accommodate participants,
most of whom are relatively busy people.
Level of effort to carry out interviews for national consultants will be 7-10 days, depending on sample size
(including travel to regions).
Call former participants to confirm appointments (time and location of interviews) 2 days before doing
the interviews.
2.
Preparing and carrying out interviews
2.1
Review the translation of interview questionnaires provided by the ITC-ILO, to ensure that questions are
framed clearly and will be understood by participants. Once a final translated version is ready, make
sufficient copies so that you have one questionnaire for each participant being interviewed.
2.2
Become familiar with the questions in the interview questionnaire prior to doing the interviews.
2.3
While the questionnaires themselves are important tools, how they are administered is equally as
important to ensure quality data gathering.
l
Take time to establish contact/a relationship, to set the context of the evaluation, to reassure participants
this was not an evaluation of their performance but rather of the program. Encourage participants to be
candid in their answers and reassure them that their answers will be confidential, that they will help to
improve the programmes etc. Ask if they have any questions.
Ensure the interviews take the form of a conversation versus an interrogation. You can guide the
conversation by asking the questions in the questionnaire, but you need not ask the questions in the exact
order of the questionnaire: go with the flow of what participants are most interested in sharing re: their
experience. Be sufficiently flexible to allow participants to follow their thinking, while still ensuring we
covered all key questions. This will be much easier after a few interviews.
Participant may answer your questions with general statements ex. I improved my performance, increased
my capacity, etc. Ask that they give you specific examples, and probe as much as you can to get concrete
details.
Be sure to thank participants for their time and contributions.
3.
Recording data
While the questionnaire is systematic and covers key questions, participants typically engage in
interviews when they can tell their story. Their answers may not immediately fit as an answer to specific
questions. Or their answers may be richer and more precise than the choices provided in the
questionnaires.
We recommend that you:
l
l
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Listen to the stories drawing out of these the answers to questions you have, and gently bring
interviewees back to questions you want to ask once they have finished.
Pay attention to capturing and record compelling examples, quotes (not for attribution unless
participants agree), etc. anywhere on the questionnaire (back pages, margins, etc.)
Plan a review period to review and complete each participants questionnaire at the end of half day or
day.
63
4.
Summarizing and analyzing data

After you have completed the interviews, we ask that you provide three analytical summaries of data for
the sample in their country:
1. one for the Boulder training program participants
2. one for the MMW decentralized training program participants,
3. and one for MMW trainers/partner institutions
The template for these summaries is the electronic format of the 3 questionnaires. We suggest you proceed
as follows:
l
Input data from interviews for each question in the questionnaires. For ex. demographics check and
add how many participants interviewed participated in the program in 2006, 2007, etc. How many
were of what levels of responsibility.
For questions on application: Input key findings and concrete examples, identifying whether they were
provided by an MFI, or a donor, etc. After listing all key findings and examples, review to identify trends
and patterns, and write a short analytical summary for each question.
The summary reports should be sent by e-mail to the Lead Evaluator BY (deadline).
2-3 days of work should be allocated for data analysis/reports to be sent by national consultants to the
Lead evaluator.
Proposed content of an e-mail for initial contact MMW participants
You may recall that you attended the Making Microfinance Work course. The course was developed
by International Labor Organizations (ILO)s Social Finance Program and the International Training
Centre (ITC). The course is built around a 400-page training manual drawn from experiences and
techniques of microfinance service providers worldwide, and is delivered in regions by a network of
certified trainers.
As part of its commitment to be effective and responsive to the needs of its microfinance service
providers, the ITC/ILO is sponsoring an external follow-up evaluation to determine the impact of the
course you attended. The evaluation will be carried out in six countries: Bolivia, Egypt, Senegal,
Uganda, Pakistan and Vietnam.
The ITC/ILO kindly requests that you agree to be interviewed by an external consultant, in order to
follow up on what you as a former course participants were able to apply to their work following the
program, what actions you were able to take and what difference the course made in your
performance and that of your institution. The ITC/ILO and its partners in your region are particularly
interested in your views and suggestions on how they could best meet your needs in the future.
Please note that we are not seeking any personal information from you, nor is the purpose of this
study to evaluate you or your organization. Only trends will be reported and your observations will be
kept strictly confidential.
The interview should last approximately one hour. We would be most grateful if you indicate your
willingness to participate in this evaluation by responding to this e-mail, and confirming your
contact telephone number and address. We will be contacting you in a few days to set an
appointment. Thank you for your collaboration.
64
For Boulder participants

You may recall that you attended the Boulder Microfinance Training Program. The program was
developed by the Boulder Institute of Microfinance and was delivered by the International Labor
Organizations (ILO) International Training Centre (ITC) in Turin Italy.
As part of its commitment to be effective and responsive to the needs of its microfinance service
providers, the ITC/ILO is sponsoring an external follow-up evaluation to determine the impact of the
program you attended. The evaluation will be carried out in six countries: Bolivia, Egypt, Senegal,
Uganda, Pakistan and Vietnam.
The ITC/ILO kindly requests that you agree to be interviewed by an external consultant, in order to
follow up on what you as a former course participants were able to apply to their work following the
program, what actions you were able to take and what difference the course made in your
performance and that of your institution. The Boulder Institute of Microfinance and the ITC/ILO are
particularly interested in your views and suggestions on how they could best meet your needs in. We
are most grateful for your collaboration. The interview should last between 30-45 minutes.
Please note that are not seeking any personal information from you, nor is the purpose of this study
to evaluate you or your organization. Only trends will be reported and your observations will be kept
The interview should last approximately one hour. We would be most grateful if you indicate your
willingness to participate in this evaluation by responding to this e-mail, and confirming your
contact telephone number and address. We will be contacting you in a few days to set an
appointment. Thank you for your collaboration.
65
Annex 3.2
GUIDELINES FOR CONSULTANTS ANALYSIS AND REPORTING
These Guidelines have been drafted to support national consultants in recording and analysis of data
gathered in field interviews. These more precise Guidelines have been prepared in order to:
1. facilitate the work of national consultants
2. ensure that quantitative data can be processed and analyzed more efficiently by the ITC-ILO Evaluation
Unit
3. provide a shared framework for analysis of qualitative data by the lead evaluator
1.
Recording data from interviews on questionnaires

When you have completed one or a series of interviews, it is very important that you take some time to
review the information obtained in the interview and that you record the data in a way that will make
processing and analysis possible and effective. After each interview of set of interviews, review each
questionnaire and complete the information that you may not have time to record during the interview:
complete incomplete sentences or words, abbreviations, etc.
l
Pay special attention to ensuring you add important details that pertain to evidence of impact:
actions taken by participants beyond the course, new services introduced, changes in individual or
organizational performance, etc.
For those questions that offer multiple choice answers ensure that you have clearly identified the
choice that corresponds to the example provided by the person you interviewed. You may do so by:
circling the choice(s) that corresponds to the type of example provided by the person you interviewed if you
are reviewing and completing the questionnaire by hand

or highlighting the choice(s) in a different color, if you are transcribing the questionnaires in electronic format.
l
Indicate clearly on the first page of each questionnaire whether the interview was done with:
An Individual, in person
An individual, by telephone
A group of people
Also indicate the location of the person interviewed (capital, region, or other) and the number of people in
the group, in the case of group interviews. As we have promised confidentiality, do not write the persons
name.
2.
Data analysis
The quality and usefulness of the final report will largely depend on the quality of data analysis. Given that
interviews are carried out by 6 different consultants, in different languages, and with former participants
who working in different country and work contexts your preliminary analysis of findings will be extremely
important to make sense of the significant amount of data that will be collected.
We ask that you write three analytical summaries
1. one for the Boulder training program participants
2. one for the MMW decentralized training program participants,
3. one for MMW trainers/partner institutions
These analytical summaries will contribute directly to the overall analysis of impact of the Boulder and
MMW training programmes, and of the contributing factors, and they will also inform recommendations to
be made to ITC-ILO for the future of those programmes.
Please note that you are not required to count how many people selected which choices in the multiple
choice questions. This is the case for all General information questions, questions on benefits of the
program, and others where you are asked to check or circle the box beside the answer of the person
interviewed. If you have been diligent and consistent in checking the choices that correspond to the
answers of the persons you interviewed, the ITC-ILO evaluation unit will be able to process and analyze
quantitative information
Please find attached, templates for writing the analytical summaries.
66
3.
3.1
Documents to be sent to ITC-ILO and to the Lead Evaluator

Completed questionnaires should be sent to the ITC-ILO Evaluation Unit
Please send all completed questionnaires for your country as soon as you have completed the work from
November 21 to December 7 at the very latest.
l
l
If you have transcribed questionnaires into electronic format, these may be forwarded to
evaluation@itcilo.org. Please also send a copy to staschereau@sympatico.ca
If you have completed the questionnaires by hand, please send them via DHL to the following address:
Rute Mendes
International Training Centre Evaluation Unit
10127 Turin - Italy
The DHL expenses will be paid by the receiver.
3.2
Send the three Analytical summaries and list of persons interviewed electronically to staschereau@sympatico.ca on
or before December 7.
A standard format for recording lists of participants is also attached.
67
Template for Analytical summary

(BOULDER and MMW participants)
Country: _______________________________
Name of the consultant, organizational affiliation: ______________________________
Name of other collaborators (did interviews and /or data analysis: __________________
1. Observations on methodology
l
l
l
l
l
Appropriateness of questionnaire and methodology

Challenges you faced and how they were overcome: for ex. participants that have moved on and could
not be reached; support from the national training institution or trainers (in the case of MMW) to reach
participants, time frames, etc.)
Adaptations to the methodology for ex. telephone or group interviews or travelling to reach participants
outside the capital
Whether you were able to reach a representative sample of participants
Whether you feel confident that information you were able to gather is reliable.
2. What were individual and institutional motivations and objectives for attending the program?
l
l
l
Identify the types of objectives identified & categorize (increase technical knowledge in a particular
area, network / contacts, increase formal qualifications in order to take on more responsibilities,
organizational objectives?...
Are the motivations and objectives different for different profiles of participants (for general managers
versus technical experts versus program officers in international organizations?)
Are the objectives generally met? Or not?
3. Benefits of the program:

Please provide concrete examples / evidence of most significant benefits of the micro-finance training programmes that were cited
by persons you interviewed.
Where possible, indicate whether this was a single example or a part of a trend - one that was cited repeatedly by a number of
former participants from a certain category (for ex. Bank managers reported having acquired new ideas on micro-finance
services)
Include meaningful quotes without attributing it to a person, but where possible indicating whether the person was a bank
manager, or a program officer in an international organization, etc.
4. Sharing of information and maintaining contacts beyond the program
Please provide trends and most significant concrete examples/evidence. Focus on those that were helpful in addressing practical
issues in participants work.
5. Actions and initiatives taken and difference these made in the workplace after the program
Please write concrete actions and initiatives that were taken following the training programmes, and their effects on the
performance of the individual, on regulations, on services provided to clients, etc.
For MMW: were action plans were shared and/or actions taken, with what results.
6. Factors that helped or hindered application
ITC-ILO will analyze answers checked in the multiple choice questions. However, it would be useful if you could write your views
of factors in the country context, or linked to the ITC-ILO partner institution, or to local circumstances that need to be
understood and/or addressed in the future to overcome barriers to application.
7. Future directions
l
l
68
What aspects to maintain in the programmes

What aspects need changing to increase a) access of the program; b) quality - relevance and impact
Template for Analytical summary

(MMW TRAINING INSTITUTIONS AND TRAINERS)
Country: _______________________________
Name of the consultant, organizational affiliation: ______________________________
Name of other collaborators (did interviews and /or data analysis: __________________
1. Expectations in agreeing to work with ITC-ILO re: providing training in microfinance in the region
(Answers to Questions 1 &2 0
What is the nature of the partnership?
Were mutual expectations clear and realistic?
To what extent were expectations met?
2. Perceived benefits on trainers and on the partner institutions
Answers to Question 3 and 6. Give concrete examples/evidenced provided
3. Follow up actions taken by training institutions beyond the delivery of programmes (Questions 7 & 8)
Trends and evidence of:
l
l
l
l
l
l
Sharing of information and knowledge

Organizing or taking action to organize other training events
Consultancies
Distributing and using materials
To what extent has there been post course follow up activities in support of MFIs (concrete examples
please)
Pursuing opportunities to support funding, co-financing or subsidizing of participants to increase
access to training
4. What factors explain follow up or lack of it beyond the initial offerings: (question 9)
l
l
l
What is the level of demand for MMW in the country (strong? Weak? Unknown?)
Is MMW part of partner institution or trainer plans? Is the leadership committed?
Are there incentives (or not) for continued participation in the network attractive to trainers and training
institutions? Which ones?
5. Future directions
Write a short paragraph for each of questions 10-14.
Indicate possibilities that ITC-ILO and/or partner institutions could follow to improve the relationship and strengthen the network
in the future
69
The ILO Turin Centre's facilities

Located in an attractive park on the banks of the River Po,
the Centres campus provides a congenial environment in
which to live and study.
l a bank;
It contains 21 pavilions with fully equipped modern

classrooms, conference halls and meeting rooms fitted
out for multilingual simultaneous interpretation, a
computer laboratory, and a computerized documentation
centre linked to various data banks.
l a post office;
The campus has 287 study/bedrooms, all with private

bathrooms, telephones and cable television. It also has:
l an infirmary.
l a reception desk open 24 hours a day;

l a restaurant, a self-service canteen and a coffee
lounge, all catering for international dietary needs;
l a travel agency;
l a laundry service;
l an internet point;
l a recreation room;
l facilities for outdoor and indoor sports;
Social events are regularly held both on and off campus,

so that participants from different cultural backgrounds
can make the most of the stimulating international
climate.
For further information, please contact:
Impact evaluation of
Training Programmes on
Microfinance (2005-08)

Enterprise, Microfinance and Local Development Programme
10127 Turin (Italy)
E-mail: emld@itcilo.org
Phone: +39 011 693 6776
Fax: +39 011 693 6589
Designer Luca Fiore - Printed by the International Training Centre of the ILO, Turin, Italy
International Training Centre
www.itcilo.org

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The ILO Turin Centre's facilities

Located in an attractive park on the banks of the River Po,

It contains 21 pavilions with fully equipped modern

The campus has 287 study/bedrooms, all with private

l a reception desk open 24 hours a day;

lounge, all catering for international dietary needs;

Social events are regularly held both on and off campus,

For further information, please contact:

International Training Centre of the ILO

International Training Centre

International Training Centre of the ILO

ITC-ILOs training activities on Microfinance................................................................1

Purpose of the impact evaluation on microfinance training............................................2

THE EVALUATION APPROACH ............................................................................3

Sample for the evaluation .........................................................................................3

Evaluation modes and instruments ............................................................................3

Representation and quality of responses.....................................................................3

Structure of the report ..............................................................................................6

THE MAKING MICROFINANCE TRAINING PROGRAMME.......................................7

Motivations and objectives for attending the program...................................................7

Benefits to participants of MMW and impact on their institutions ..................................7

Benefits to individuals ................................................................................7

Actions taken by MMW participants after the course and

Multiplier effect .......................................................................................15

Suggestions for Improvement of the MMW program...................................................18

DEVELOPING INSTITUTIONAL CAPACITY TO DELIVER MMW ............................21

Expectations and perceived benefits.........................................................................22

Expectations and Benefits to Partner institutions .........................................22

Motivations and Benefits to Trainers ..........................................................23

Actions taken and impacts observed ........................................................................23

Suggestions for improvement ..................................................................................27

5. THE BOULDER MICROFINANCE PROGRAMME .......................................................29

Motivations and objectives for attending the program.................................................30

Benefits to participants of the Boulder program and impacts on

Actions taken by Boulder participants after the course

Multiplier effect .......................................................................................36

Suggestions for Improvement of the Boulder program.................................................38

CONCLUSIONS AND RECOMMENDATIONS ........................................................41

Total sample by country and year ............................................................................47

Interview Questionnaires and Guidelines for National Consultants ...............................48

Afrique Amrique Asie Sant et CODEVeloppement

Boulder Institute of Microfinance

Centre for community empowerment

Centro Internacional de Apoyo a las Innovanciones Financieras

Consultative Group to Assist the Poor

Danish international development agency

Foundation for International Community Assistance

International Labour Organization

International Training Centre of the ILO

Microfinance & Development Centre

Millennium development goals

Making microfinance work

Savings and credit organizations

Microfinance network of Arab countries

Ugandan microfinance institution

Social Finance Programme of the ILO

Small and medium-sized enterprises

Uganda for Development

United Nations Capital Development Fund

enhancing the quality of its products and services;

ITC-ILOs Training Activities on Microfinance

Making Microfinance Work: managing for improved performance (MMW)

Purpose of the impact evaluation on microfinance training

2. THE EVALUATION APPROACH