LIVELIHOODS AND INCLUSIVE FINANCE EXPANSION (LIFE) PROJECT

1 | P a g e Year 3 Quarter 4 LIFE Year 3 Annual Report

October 1, 2018 to September 30, 2019

LIVELIHOODS AND INCLUSIVE

FINANCE EXPANSION (LIFE)


FINANCE EXPANSION (LIFE)

PROJECT

ANNUAL PROGRESS REPORT: YEAR 3

OCTOBER 2018 – SEPTEMBER 2019

CONTRACT NO: AID-286-C-16-00002

Contractor: Palladium International LLC

Contracting Officer’s Representative: Rana Helou

Submission: October 30, 2019




FINANCE EXPANSION (LIFE) Annual Progress Report: Year 3

Contract No. AID-268-C-16-00002

Contractor: Palladium International, LLC

Submitted to Rana Helou, USAID COR

DISCLAIMER

This report is made possible by the support of the American People through the United States Agency for

International Development (USAID). The contents of this report are the sole responsibility of Palladium

and do not necessarily reflect the view of USAID or the United States Government.



Table of Contents

Livelihoods and Inclusive Finance Expansion (LIFE) ROJECT ................... 1

ANNUAL PROGRESS REPORT: YEAR 3 .................................................. 1

October 2018 – SEPTEMBER 2019 .............................................................. 1

CONTRACT NO: AID-286-C-16-00002 ....................................................... 1

Livelihoods and Inclusive Finance Expansion (LIFE) ................................... 1

Livelihoods and Inclusive Finance Expansion (LIFE) ................................... 2

1. Acronyms and Abbreviations .................................................................. 7

2. Project Description ................................................................................. 9

Executive Summary ............................................................................................................................ 9

3. COMPONENT I: INCLUSIVE FINANCE ............................................ 13

3.1: LMFA Institutional Strengthening ..........................................................................................13

Sub-Activity 3.1.1: Grant Support to the LMFA.................................................................................... 13

Sub-Activity 3.1.2: SEEP and SANABEL Conference: .......................................................................... 14

Sub-Activity 3.1.3: LMFA Financial Literacy Training ........................................................................... 15

Sub-Activity 3.1.4: SEEP NCAT Scoring .................................................................................................. 17

3.2: LIFE-USAID Support for Policies and Regulations of the Central Bank of Lebanon .17

Sub-Activity 3.2.1: The Transformation of Al Majmouaa under Lebanon Central Bank Circular

“505” ............................................................................................................................................................... 17

Sub-Activity 3.2.2: Central Bank of Lebanon Financial Inclusion Day .............................................. 18

4. COMPONENT II: MICROCREDIT and Financial Services .................. 19

4.1 NUDGE Lebanon Grant - Strengthening Women’s Financial Inclusion Through

Behaviorally Informed Interventions and Policymaking - 217700-LIFE-Nudge-011 .21

BLOM bank’s intervention: ........................................................................................................................ 23

Bank Audi’s Intervention: ........................................................................................................................... 24

https://grmfutures-my.sharepoint.com/personal/nataly_chebib_thepalladiumgroup_com/Documents/Desktop/AID-268-C-16-00002%20Lebanon%20LIFE%20Y3%20Annual%20Report-%20Revised%20Nov.%2014%202019.docx#_Toc24645863





The BLC bank’s intervention ..................................................................................................................... 24

4.2: Pathway to Savings ....................................................................................................................24

BLOM Bank - Bringing Peace of Mind into LIFE-217700-LIFE-BLOM-025 ..................................... 24

Banque Libano-Française SAL (BLF)-BLF “All-Right”- 217700-LIFE-BLOM-026 ........................... 26

Saradar Bank SAL -Financial Inclusion Initiative-217700-LIFE-SARADAR-028 .............................. 27

MEAB SAL – FISLAB .................................................................................................................................... 27

EMKAN Pathway to Saving - Financial Inclusion of Emkan Finance Clients with BankMed-

217700-LIFE-Emkan-012 ............................................................................................................................. 28

4.3: Fintech Portfolio ........................................................................................................................30

The Professional Mutual-Aid Association (AEP) - Fintech Kick off - 217700-LIFE-AEP-015 ..... 30

Al-Majmoua- Online Digital Learning Management System (E-learning) for the Lebanese

Association for development (Al Majmoua) - 217700-LIFE-AM-017 ............................................... 32

IBDAA- Financial Inclusion through Digital Financial Services– 217700-LIFE-IBDAA-018 ......... 32

VITAS- Customer Centric Digitization - 217700-LIFE-VITAS-023 .................................................. 33

Makhzoumi Foundation – Digital Field Application .............................................................................. 34

4.4: Supporting the MFIs and small-scale NGOs’ Loan Officers ............................................34

Geo-Expansion Aid Project - The Professional Mutual-Aid Association (AEP) ............................ 34

4.5: Technical Assistance .................................................................................................................34

5. COMPONENT III: LIVELIHOODS ....................................................... 35

Lebanese Development Cooperative (LDC) - 217700-LIFE-LDC-002 ................................35

Al Hadatha Association - 217700-LIFE-Al Hadatha-004 ..........................................................36

37

SHEILD - 217700-LIFE-SHEILD-006 .............................................................................................37

Social Innovation (SHIFT) - 217700-LIFE-SHIFT-007 ................................................................38

Entrepreneurial Development Foundation (EDF) - 217700-LIFE-EDF-010 .........................40

Lebanese Union for People with Physical Disabilities (LUPD) -217700-LIFE-LUPD-008 .41



The Lebanese Association for Development (Al Majmoua) -217700-LIFE-AlMajmoua-009

....................................................................................................................................................44

Lebanese Development Cooperative - 217700-LIFE-LDC-016 .............................................45

Graph of progress of work ........................................................................................................................ 47

AL HADATHA Organization- 217700-LIFE-AL HADATHA-019 .........................................47

SHEILD- 217700-LIFE-SHEILD-027 ..............................................................................................51

DPNA - 217700-LIFE- DPNA-030 ................................................................................................52

“Bab Rizk” - Revitalization Hub Initiative in Tripoli ..................................................................53

Rene Mouawad Foundation (RMF)- 217700-LIFE-RMF-020 ..................................................... 54

DAR Al Zahraa - 217700-LIFE-DAR-021 ........................................................................................... 54

AKKAROUNA- 217700-LIFE-Akkarouna-022 .................................................................................. 54

“Dareb El Najah” - Revitalization Hub Initiative in Bekaa .......................................................56

217700- LIFE-EDF- 029 – pending USAID approval ............................................................................ 56

6. Monitoring & Evaluation ........................................................................ 57

6.1: Year 3 Overview .......................................................................................................................57

6.2: Year 4 Planned Activities .........................................................................................................58

6.3: M&E Progress Graphs for Q4Y3 ...........................................................................................59

7. Communications ................................................................................... 64

7.1: Appointment of a Marketing & Communications and Manager (MarCom).................64

7.2: Improving branding ...................................................................................................................65

7.3: The Women Rising Campaign ................................................................................................65

7.4: Attracting USAID Lebanon, USAID Middle East and the US Embassy of Beirut

attention ...................................................................................................................................66

7.5: Success stories ...........................................................................................................................69

7.6: Event organization and coordination with USAID and LIFE partners ...........................69



7.7: Social Media Insights .................................................................................................................70

Facebook: ....................................................................................................................................................... 70

Instagram ........................................................................................................................................................ 72

YouTube ......................................................................................................................................................... 73

7.8: Media Mention ...........................................................................................................................74

LIFE and EDF on MTV ................................................................................................................................. 74

EMKAN - The Pathways to Saving launch event................................................................................... 75

BLOM – Bringing Peace of Mind To LIFE ............................................................................................... 75



1. ACRONYMS AND ABBREVIATIONS

AEP Professional Mutual Aid Association

AMEP Activity Monitoring and Evaluation Plan

BDL Banque Du Liban

BDS Business development Services

BIAT Business Incubation Association Tripoli

BLF Banque Libano-Française

BOEP Bottom of Economic Pyramid

CCIAZ Chamber of Commerce, Industry and Agriculture of Zahle and the Beqaa

CGAP German Society for International Cooperation

COP Chief of Party

CRI Consultation and Research Institute

DAR Dar Al Zahraa

DPNA Development for People and Nature Association

EDF Entrepreneurial Development Foundation

ESA Ecole Supérieure des Affaires

FMO Netherlands Development Finance Company

GIZ Gesellschaft für Internationale Zusammenarbeit

GUC Grants under Contract

IFC International Finance Corporation

INGO International Non-Governmental Organization

ISP Institutional Strengthening Plan

LDC Lebanese Development Cooperative

LIFE Livelihoods and Inclusive Finance Expansion

LIM Lebanon Investment in Microfinance

LMFA Lebanon Microfinance Association

LOP Life of Project

LUPD Lebanese Union for People with Disabilities

M&E Monitoring and Evaluation

MarCom Marketing & Communications Manager

MDSF Michel Daher Social Foundation

MF Microfinance

MFI Microfinance Institution

MoSA Ministry of Social Affairs

MOU Memorandum of Understanding

MSME Micro, Small & Medium Enterprises

NCAT Network Capacity Assessment Tool

NCVT National Center for Vocational Trainings

NGO Non-Governmental Organization

PIR Performance Indicator Review Sheets

PSD Private Sector Development

PSS Psycho-Social Support

PWD People with Disabilities



Q1Y3 Quarter 1 Year 3





REV Reduced Economic Vulnerability

RFA Request for Applications

RMF Rene Mouawad Foundation

SEEP Small Enterprise Evaluation Project

SGBL Societe Generale de Banque du Liban

SHEILD Social Humanitarian Economical Intervention for Local Development

SHIFT Social Innovation Hub

STTA Short Term Technical Assistance

TA Technical Assistance

TOT Training of Trainer USAID United States Agency for International Development

USG United State Government

VP Vice President

VSU Vetting Support Unit

Y3 Year 3

Y4 Year 4



2. PROJECT DESCRIPTION

The USAID-funded Livelihoods and Inclusive Finance Expansion (LIFE) Program (2016 –

2021) will link vulnerable businesses at the Bottom Of the Economic Pyramid (BOEP) with

business training and financial services, improve livelihoods, create jobs, and reduce

poverty while facilitating the growth of inclusivity in Lebanon. The project has three

primary objectives: Financial Inclusion, Financial Services and Microcredit, and Livelihoods.

Executive Summary

YEAR 3 was the most salient to date within the five-year LIFE contract. In collaboration

with USAID and local stakeholders, during the first quarter the project launched a re-

vamped strategy that responds to changes within the local business enabling environment

for financial inclusion and retains the projects focus on increasing financial inclusion of un-

and under-banked communities. The strategy entails working with MFIs, Commercial

Banks, and the Central Bank on programs that address inclusion in a comprehensive way

including expanding access to microloans, savings products, and other interventions that

support increased access and utilization of financial services. During the second quarter

of year 3, LIFE operationalized its updated scope of work. Pertinent Requests for

Application (RFAs) were issued to expand our inclusivity agenda within the commercial

bank community in collaboration with the Central Bank of Lebanon's various new

protocols aimed at improving access for the 'unbanked'. With that expansion, LIFE was

now recognized as working to improve access for the unbanked in a vertically integrated

way. That included recognition by the micro businesses we continue to serve through our



Livelihoods program and to selected banks which have chosen to pursue the unbanked

demographic in Lebanon. The third quarter of the year was the time frame when the

midterm program shifts planned in conjunction with USAID became fully implemented,

reflected by a complete staff, a significant shift in investments--aimed at inclusivity-- toward

Fintech, Retail Commercial Banks, Peri-urban Hubs and a partnership with the Central

Bank on all issues relating to improved access by the 'unbanked' to the saving and loan

infrastructure. Within all three constituent components, the LIFE project team facilitated

locally owned initiatives which were consistent and supportive of USAID country

strategies.

With this surge in LIFE's activities has been a significant increase in media coverage of our

investments, especially the rising attention earned by women in all our work--from the

Livelihood activities at the Bottom of the Economic Pyramid to the numbers of women

reached through our partnerships with Micro-Finance Institutions and Retail Banks. Our

brand, "Women Rising" is increasingly recognized by our demographic--the unbanked.

The overall LIFE budget as concerns its grant obligations and grants under development with partners was almost 100% committed. We were excited in late June to learn that

USAID has opted to award LIFE OPTION #1 adding 3.1 million to our budget.

Within Component 1 (Inclusive Finance), the LIFE team encouraged the LMFA (Lebanon

Microfinance Association) Board to pursue membership expansion and donor funding

base expansion as a mechanism for sustainability of the association; however, a realistic

assessment of demand for the services provided by LMFA is steering the wheel toward

a new viable and sustainable model for a National Association that would include and

consolidate the major players of financial inclusion in Lebanon including fintech providers,

commercial banks, financial institutions and microfinance institutions working under the

non-profit-umbrella. That proposal is now under review.

Within Component 2 (Micro-Credit and Financial Services), LIFE is focused on

strengthening the supply of financial services for un and under banked communities.

Under this component LIFE is engaged with providing Technical assistance and incentives

for MFIs and Commercial Banks which have demonstrated a sustained and significant

interest and effort to provide the unbanked with savings and loan products. The

launching of our "Pathway to Savings" initiative through provision of grants to

Commercial Banks and MFIs (Emkan-Bankmed, BLOM Bank, BLF Bank, Saradar Bank-

Vitas, etc.) is described below and benefited from profitable debate with the Economic

Growth Team at USAID. Allied to these investments is our grant with NUDGE

Lebanon, which is applying the best practices of behavioral economics to effecting

inclusivity at selected commercial Banks and within the Central Bank's inclusivity

initiative. In addition, LIFE has begun to invest significantly in FinTech grants to both

Financial Institutions and MFI's in which both transaction costs and reach will be

improved by the further use of the new technologies. Furthermore, in line with the

Financial Inclusion Strategy and reforms of the Central Bank of Lebanon, LIFE is supporting



in the application of Circular 505 for The Lebanese Association for Development- Al

Majmoua (AM).

Our final component (Livelihoods) has also undergone a review and adaptation toward an

approach that optimizes impact. Instead of a series of individual grants, the project took

the BDS model through another iteration, our work now focuses on several grants in

geographically defined vulnerable neighborhoods of urban and peri-urban areas and seeks

the attendant synergies to be derived from the ensemble of investments and the leverage

they will have with municipal authorities. This initiative has been named

"revitalization hubs" and during Y3, two pilot programs were developed “Bab Rizk in

Tripoli” and “Darb El Najah in Central Bekaa”. LIFE also continued to offer performance-

based grants for local NGOs which reach the bottom of the economic pyramid.

Summary of LIFE GUC Portfolio as of September 30, 2019 (end of Year 3)

GUC Budget USD Value % of Total GUC

Committed to Date

GUC Committed in Year 1 14%

GUC Committed in Year 2 22%

GUC Commitments in Year 3 64%

Total GUC Committed to Date

Total Disbursed to Date 56%

USD Value Grant Proposals Pending USAID

Approval Grant Proposals in Pipeline - Year 4

Summary of LIFE Key Indicators by end of Year 3

Graph 1: Total number of people reached through Business Development Services (i.e. trainings) and financial literacy sessions by USG assisted sources

by the end of Year 3 (showing division by year)



Graph 2: Number of person days of USG funded training provided to support

microenterprise development by the end of Year 3 (showing division by year)

Graph 3: Proportion of female participants in USG assisted programs designed

to increase access to productive economic resources by the end of Year 3

(showing division by year)



3. COMPONENT I: INCLUSIVE FINANCE

Support of LMFA, the Central Bank of Lebanon and allied financial services providers to

promote and implement inclusive economic policies.

3.1: LMFA Institutional Strengthening

Sub-Activity 3.1.1: Grant Support to the LMFA

In year 3, LIFE continued to support the Lebanese Micro Finance Association (LMFA)

through the ‘grant under contract’ mechanism.

217700- LIFE- LMFA-001 was completed during Q2Y3 with a final disbursement of

. During this grant LMFA was successful in appointing a new General Manager,

Ms. Ilda Nahas, who was able with the support of LIFE team and SEEP to put in place a

business plan for LMFA.

Based on the changes and the business plan put forward by the LMFA, a new 14 month

grant - 217700-LIFE- LMFA- 014- was awarded to the LMFA in February 2019 for a total committed of The objective of the grant is to provide the LMFA with

the means to strengthen the capacity of the association so it can serve as the vehicle for

improved and sustained stakeholder dialogue, policy analysis, and action as well as to

ensure the development of a sustainable entity with multiple donors and increased

member engagement.

During Year 3, the LMFA completed its brand identity uplift (logo, newsletter, website,

social media platforms) and participated in 2 job fairs as a mean to promote the association



and the microfinance industry across the younger generations and to emphasize its MIS

and Financial Literacy programs as well as the current and future projects planned with

LIFE program.

Also, the LMFA with the support of SANAD Technical Assistance Facility, conducted a

microinsurance demand study in Lebanon with Microinsurance Center at Milliman to

assess the demand of the microinsurance and develop preliminary ideas for product

prototypes in Lebanon.

On April 18th, 2019, the LMFA hosted USAID LIFE contracting officer representative, Ms.

Rana Helou, along with LIFE Chief of Party Mr. David Holdridge and his senior

management team; where the LMFA hailed the role of USAID in supporting the economic

growth and microfinance industry in Lebanon for the past few decades and for the

continuous financial and technical support from the LIFE USAID program for the LMFA,

MFIs and the industry. The LMFA also embraced the LIFE-USAID strategy of accelerating

financial inclusion through different players including the Lebanese commercial banks.

USAID and LIFE representatives stressed the main objectives of the current grant in expanding the memberships of LMFA and the association’s funding base to decrease their

dependence on USAID funding and assure sustainability.

Despite the numerous activities that were covered under the grants provided to the

LMFA and the appointment of a new General Manager for the LMFA, the association failed

to meet the major milestones of attracting new members and diversifying its funding base

of donors and investors. As of today, The LMFA is failing to demonstrate sustainability

and viability beyond USAID investments in its core costs and operational overheads and

expenses. A successor organization called NAFI (National Association of Financial

Inclusion) has been floated before key shareholders as a more comprehensive approach.

Sub-Activity 3.1.2: SEEP and SANABEL Conference:

In Q1Y3 (October 2018), LIFE-USAID sponsored a delegation of three LMFA

representatives to participate in the SEEP conference in Washington, D.C. The visit aimed

to provide international exposure to the LMFA and the Lebanese Microfinance sector by

providing wider networking opportunities with similar actors, stakeholders, potential

investors and donors.



Also, in Q1Y3

(November 2018) LIFE-

USAID Financial Inclusion

team & the LMFA staff

participated in the

SANABEL Conference

2018 that took place in

Amman, Jordan. The two-

day conference titled

“From Sustainable to

Responsible Finance - The

State of Responsible

Finance Practices and

Considerations in the Arab

Region” mainly focused on Responsible Financial

Inclusion and Digitization

of Microfinance Services.

During the conference the LMFA General Manager, Ms. Ilda Nahas had the opportunity

to share her vision with a network of donors, investors, regional and international

microfinance networks. This annual conference opens doors to participants including

LIFE-USAID representatives and LMFA, to learn more about emerging financial inclusion

opportunities and challenges in the region.

On the sidelines of the conference, several

trilateral meetings were held bringing

together LIFE and LMFA teams along with

regional and international donors,

investors, networks and stakeholders

from which we list but not limited to

Accion International, Finance in Motion,

IFC, FMO, CGAP, GIZ, Yemen

Microfinance Network, Jordan

Microfinance Network, etc.). The main

objective of these meetings was to discuss

potential funding opportunities for the

LMFA ensuring the sustainability of its

upcoming plans and activities.

Sub-Activity 3.1.3: LMFA Financial Literacy Training

In alignment with its mission to advocate for the Micro Finance (MF) industry in Lebanon,

to create awareness of the association, to increase the number of its members’

LIFE & LMFA teams meeting with

Finance in Motion representatives



beneficiaries and to provide financial inclusion to excluded and low-income population,

the LMFA took part in the nationwide awareness campaign that was launched in October

2018 by the Ministry of Social Affairs (MoSA).

LMFA collaborated with MoSA

mainly to implement the Family

Education Component strictly

related to financial literacy and

household financial management.

The financial literacy sessions

reached around 5000 beneficiaries,

80% of whom were women, and

took place in 104 different

locations at the same time over

two consecutive Saturdays

(October 6 & 13, 2018).

These financial literacy sessions

were possible through a Train the Trainer (TOT) Program. 115 trainers selected from

the various MFI members of LMFA participated in a 6-day TOT Program – funded by the

Central Bank of Lebanon and facilitated by Positive Planet on delivering a unified material

on household budgeting and

income generating activities.

Financial Literacy Session

Group photo during a TOT session



Sub-Activity 3.1.4: SEEP NCAT Scoring

In Q4Y3 (September 2019), The SEEP network consultants conducted the NCAT

“Network Capacity Assessment Tool” for the LMFA. The core findings of the NCAT

scoring were:

• LMFA board members were divided on the key issue of expanding the membership

for the board of LMFA.

• The high-risk exposure for financial sustainability of the association. SEEP NCAT

scoring reflected that there is no vision within the current LMFA to reach financial

sustainability through any form of new memberships, new donors long-support or

additional paid services.

Based on the acknowledged limitations of LMFA through the above sub-activities, LIFE

represented by the Chief of Party and in coordination with the Central Bank of Lebanon,

LMFA President and KEY MFIs Stakeholders, is assessing the demand for a new viable and

sustainable model for a National Association that would include and consolidate the major

players of financial inclusion in Lebanon including fintech providers, commercial banks,

financial institutions and microfinance institutions working under the non-profit-umbrella.

The new model suggested by LIFE assumes that Lebanon will only realize its potential as

a free and prosperous nation when internal exclusions are neutralized. This can be done

through provisions of equitable opportunities for all citizens to participate in a national

polity.

3.2: LIFE-USAID Support for Policies and Regulations of the

Central Bank of Lebanon

Sub-Activity 3.2.1: The Transformation of Al Majmouaa under

Lebanon Central Bank Circular “505”

Within its role of supporting major policies and regulations on financial inclusion by the

Central Bank of Lebanon. LIFE is supporting the transformation of the Lebanese

Association for Development “Al Majmouaa” under the circular 505.

In August 2018, the Central Bank of Lebanon issued circular 505 that tackled Microfinance

Institutions operating under the umbrella of non-profit organizations. In compliance with

the “505” circular, every MFI with an outstanding portfolio greater or equal to 10 Million USD, is obliged to transform into a financial institution regulated within the Central Bank

of Lebanon. A team of international and local consultants conducted an assessment and a

gap analysis which identified the gaps between existing policies and procedures at Al

Majmouaa and the compliance requirements of the Central Bank. Al Majmouaa’s deadline

for transformation was extended until December 2019 and the Central Bank of Lebanon,



is adopting a flexible approach to make sure Al Majmouaa can smoothly achieve the

transformation.

Being the largest provider of microcredit for the unbanked population, many donors and

investors are supporting “AM” transformation. LIFE along with the senior management

and Chairman of Al Majmouaa have identified several technical assistance interventions to

support Al Majmouaa in preparing to transform into a regulated financial institution in

compliance with the regulations of the Central Bank of Lebanon. The technical assistance

is being implemented in close coordination with the CEO of Al Majmouaa and the Central

Bank of Lebanon according to the organization’s needs and the evolution of the

transformation process.

During the Q4Y3 LIFE completed training for 292 staff of Al Majmouaa on Change

Management. The training was requested by the Senior Management of Al Majmouaa and

was tailored to meet their needs in adapting their personnel to the new regulatory

environment under a for profit institution supervised by the central bank of Lebanon.

During Q1Y4, the recruitment of a compliance consultant to align the new institution with the requirements of the Central Bank of Lebanon will be done as a second form of

technical assistance. Also, Al Majmouaa and LIFE are discussing the piloting of a tiered

digital KYC “Know You Customer” program under the auspice of the central bank of

Lebanon and within the umbrella of USAID investment in this transformation.

Sub-Activity 3.2.2: Central Bank of Lebanon Financial Inclusion Day

LIFE participated in the Arab

Financial Inclusion Day organized

by the Central Bank of Lebanon on

the 27th of April 2019 for the third

consecutive year. The below

message was cleared by the

Central bank of Lebanon and

the Council of the Arab Central

Banks and Monetary Authorities:

“The Council endorses steps and

actions taken to promote financial

inclusion, and reiterates the

importance of including all society categories and sectors into the formal financial system, namely the youth, women, entrepreneurs, micro, small and medium-sized enterprises by

enhancing their access to, and use of, financial services and products that suit their needs

at reasonable costs and conditions, and by protecting their rights and improving their



knowledge and awareness of financial issues so that they can make sound investment

decisions”.

LIFE investments are in clear alignment of this message on expanding financial inclusion

and providing financial literacy to the Lebanese community.

4. COMPONENT II: MICROCREDIT AND

FINANCIAL SERVICES

During Y3 and in collaboration with USAID and local stakeholders, the project launched

a re-vamped strategy that responds to changes within the local business enabling

environment for financial inclusion and retains the project’s focus on increasing financial

inclusion of un- and under-banked communities.

Component 2 of the LIFE project focused on strengthening the supply of financial services

for un and under banked communities. Under this component the Project is engaged with

providing support for MFIs and Commercial Banks on programs that address inclusion in

a comprehensive way including expanding access to microloans, savings products, micro

insurance products, FinTech solutions and other interventions that support increased

access and utilization of financial services.

In Lebanon, microfinance institutions (MFIs) can provide lending services, however by law

MFIs are not permitted to create savings accounts. Savings can only be offered through

commercial banks. In general, commercial banks view the unbanked population as carrying

a large transaction cost for them, due to their lack of financial literacy and potentially low

usage of the accounts, which would result in fewer fees and less profit for the bank.

In light of these challenges, LIFE created a strategy to forge a “Pathway to Savings” for the

unbanked through a partnership between MFIs and commercial banks. The crux of this

innovative idea is to have the MFI act as the intermediary between the client and the

commercial bank, ultimately assisting them with setting up a savings account at the

commercial bank.

Fintech has also been growing rapidly in recent years. The application of financial

technology is one of the pillars of Lebanon’s Central Bank Financial Inclusion Strategy; the

Central Bank of Lebanon aims to encourage the facilitation of financial transactions

through new digital tools and channels. Within this context and in order to boost financial

technology as an enabler for financial inclusion, LIFE supported investments to promote

and create financial and non-financial products that advance and accelerate financial

inclusion.

These investments will increase the outreach to the poor and improve the MFIs

management capacity; thus, fostering financial inclusion and reduction of the high costs

associated with traditional processes. Using digital solutions (including e-platforms for



financial and non-financial services) increases the productivity of MFIs, introducing

automated processes that reduce staff fraud and errors, enhance the management of

defaulting loans and provide accurate data. FinTech will also help in bridging the financial

literacy gap which has an important role in facilitating access and use of appropriate and

formal financial products to the unbanked.

During this year, under component 2, LIFE published five requests for applications (RFA):

RFA #4 on Support for the MFIs Loan Officers to expand their outreach within

vulnerable communities and remain resilient against the rise of commercial banks and

competitors in the microfinance landscape.

RFA #7 on Fintech for Small Scale MFIs with outstanding portfolio less than USD 10

Million; LIFE will support the outreach for new unbanked clients through Fintech and

digital financial services. The use of financial technology will increase the outreach of small-

scale MFIs, reduce the costs of their loans, and decrease the average disbursement time,

among other benefits.

RFA #8 on Fintech for Large Scale MFI/FIs was designed to match the for-profit MFIs members of LMFA representing a consolidated portfolio of 91% of the association’s assets

at USD169 million.

RFA #9 on expanding Financial inclusion in Lebanon for commercial banks. This funding

opportunity is aligned with the Banque Du Liban (BDL) Financial Inclusion Strategy,

published in April 2017 and aims to accelerate & expand the reach of unbanked into the

formal financial services infrastructure and improve the perceptions & behaviors of the

unbanked toward commercial banks.

In collaboration with the BDL and the Association of Banks in Lebanon (ABL), a Q&A

workshop was held on March 29, 2019 at the ABL premises and attended by

representatives from 14 commercial banks. An overview of the BDL’s financial inclusion

circular and the RFA, including the application process, grant review, award and

implementation process, were given by BDL, USAID and LIFE representatives.



RFA#10 on Fintech for Lebanese Financial Institutions and Fintech providers to improve

and automate the delivery and use of financial and non-financial services to the unbanked

population at competitive costs.

Allied to these investments is our new grant in December with NUDGE, which will apply

the best practices of behavioral economics to effect inclusivity at selected commercial

Banks and within the Central Bank's inclusivity initiative.

4.1 NUDGE Lebanon Grant - Strengthening Women’s

Financial Inclusion Through Behaviorally Informed

Interventions and Policymaking - 217700-LIFE-Nudge-011

Status: Active

Project duration: 12 months (February 1, 2019 –January 31, 2020)

Area of implementation: All over Lebanon Targeted beneficiaries: Women who do not have access to savings accounts and that

are not part of the formal financial infrastructure. Women who already have savings

accounts, but whose transactional history and use of said accounts are either low or

inactive.

Objectives: Increasing the access to and use of savings accounts by working and non-

working women by incorporating behavioral science tools with three bank partners in

order to optimize already existing savings schemes, increase the number of women

entering the formal financial sector, and expand the use of savings accounts. Moreover,

NUDGE Lebanon will influence the financial inclusion value chain by informing regulations

and circulars that have implications on financial inclusion and micro-financing in Lebanon.

Grant budget:

During this year, at the first stage of implementation, Nudge developed heat maps ofthe

regulatory landscape of financial products, services, providers, stakeholders,

opportunities, and challenges. Heat maps served as baseline assessment to identify

behavioral challenges and bottlenecks for access to and use of saving accounts by women.

Based on the assessment and several discussions, Nudge signed three Memoranda of

Understanding with three Lebanese commercial banks: BLOM Bank, AUDI Bank and BLC

Bank.



Initially Nudge was supposed to develop two common Randomized Controlled Trial

(RCT) protocol experiments to bank partners: one on USE of and one on ACCESS to

saving accounts. However, during the negotiation phase, each bank requested to have two

exclusive experiments bringing the total experiments to six instead of two.

To date:

• NUDGE developed three RCT protocols on USE with the three banks and one

RCT on ACCESS with BLC Bank.

• 77 staff members were trained on behavioral science, nudges and financial inclusion

behavioral insights in 4 core trainings conducted in the 3 selected banks.

• 100 staff members were trained on the nudging material, tools and implementation

plan for their USE intervention.

• 2 workshops on the experimental blueprint design on ACCESS for BLOM and

BLC banks and 3 workshops on the experimental blueprint design on USE for the

three banks were completed; 39 staff members attended these workshops.

From BLOM Bank Core Trainings



BLC Blueprint design session

Experiment on Usage of saving accounts was initiated in the three banks:

BLOM bank’s intervention:

Targeting 464 rural women clients with a saving balance less than USD 5,000 and above

USD 100 and last account usage have been during 2016 or beyond. The intervention relies

on calling and sending personalized SMS for women to re-activate their dormant account.

23 call center staff were trained to achieve this follow-up.

• As part of the first phase of the experiment, phone calls were conducted by BLOM

in June 2019, asking end beneficiaries about their willingness to save, their saving

goals; 91% of the sample replied to the call. As result to these phone calls, 57

women reactivated their accounts during the first two months of implementation

with a total of 67 deposits with an average of USD 1,218 per deposit. The total

amount deposited by all 57 women amounted to USD 69,431. In fact, 35% of this amount, i.e. USD 24,371, was deposited by 14% of the women who deposited

more than once during the mentioned period.

• After calling the 464 selected women, the sample was split into controlled and

treatment group, whereas personalized SMS messages were sent to the treatment

group only. During August, the first batch of SMS messages was sent to this group.

Accordingly, 41 women means 9% of the sample, deposited a total amount of USD

58,781 in their savings accounts during the same month. In fact, 20 out of these

41 women reactivated their inactive accounts depositing a total amount of USD

32,727 while the remaining 21 women have already reactivated their accounts in

July. These 21 women increased their amount of saving by 39%, whereas they have

deposited a total amount of USD 15,893 in July and USD 26,055 during August.



Bank Audi’s Intervention:

The intervention with Audi is targeting 1,066 rural women with a saving balance less than

USD 5,000 and above USD 100 and last account usage have been during 2016 or beyond.

The intervention consists on Nudging this selected population to re-activate their accounts via phone calls and provide them with saving calendar to monitor their saving

process. For the implementation process, Nudge Lebanon trained Audi’s branches’ staff

in Bekaa, South and North as well as the call center team to acquire all needed information

on the nudging material, tools and implementation plan.

From Bank Audi's Field Staff Training at Saida Branch

The BLC bank’s intervention

As for BLC bank, the intervention required the design of a new saving product. The

intervention will target the sample of women-clients of BLC in rural areas that pay loans

to include them in a fractional loan to saving program.

4.2: Pathway to Savings

BLOM Bank - Bringing Peace of Mind into LIFE-217700-LIFE-BLOM-

025

Status: Active

Project duration: 9 months (August 7, 2019 –May 6, 2020)

Area of implementation: All over Lebanon



Targeted beneficiaries: 2,000 unbanked clients in peri-urban and rural areas who will

access saving/current accounts.

Objectives: BLOM Bank intends to increase access to

savings for unbanked populations (especially women

and youth) in peri-urban and rural communities,

increase the payment awareness and usage, increase

cashless society through digital products tailored for

low income market segments and finally to improve

perceptions and behaviors of the ‘unbanked’ towards

Commercial Banks.

Grant budget:

BLOM Bank kicked off the grant

award with a launching event held

on September 25, 2019 in the

presence of USAID Mission

Director, the Central Bank of

Lebanon representatives, BLOM

management, and LIFE project

representatives.

During this event, BLOM Bank launched its new product “START”: a saving/current

account that offers incentive of USD 50 for the first 2,000 opened account.

“START” Truck Visual

Social Media Visual to promote

START product



This product will be introduced in Lebanese rural areas through “START Truck” that will

be roaming targeted areas’ roads.

Along with the new service, BLOM bank developed marketing and communication

materials to enhance awareness on saving behaviors and improve financial literacy.

These materials will be showcased on BLOM bank’s social media platforms and as

commercials on Lebanese TV channels

Banque Libano-Française SAL (BLF)-BLF “All-Right”- 217700-LIFE-

BLOM-026

Status: In Progress

Project duration: 18 months (September 12, 2019 –March 11, 2021)


Targeted beneficiaries: 2,000 unbanked clients in peri-urban and rural areas who will


Objectives:.

BLF’s intervention consists of three main activities. First, they are launching a new savings

package that is tailored to the un and under banked population. Second, a mobile ATM

will be deployed to provide access to banking services in areas without financial

infrastructure. And third, a new mobile application will be developed that will provide

easy and intuitive access to banking and financial services to the wider population.

Grant budget:



Kicking off on September 12, 2019, employees were briefed on the new customized

banking products and targeted populations along with the updated implementation plan

focusing on improved monitoring and follow up of grant activities.

The BLF launch event is scheduled for December 6, 2019.

Saradar Bank SAL -Financial Inclusion Initiative-217700-LIFE-

SARADAR-028

Status: Approved

Project duration: 16 months


Targeted beneficiaries: 2,000 unbanked clients in peri-urban and rural areas whom will


Objectives: Saradar Bank intends to increase financial inclusion and integration as well

as increase cashless dealings through access to savings for the unbanked populations, with

an additional focus on relatively vulnerable segments, especially women and youth in rural

and peri-urban communities. This will be achieved through the issuance of debit cards;

additions to the ATM network, fostering underlying behaviors and perceptions through

digital and marketing campaign and training the concerned workforce to create an

inclusive culture. Saradar Bank will partner with an affiliated company “Vitas” to

implement project activities

The grant was approved on October 15, 2019 and the project was kicked off on October

16, 2019.

MEAB SAL – FISLAB

Status: grant proposal package submitted to USAID on September 18, 2019 for approval.

Financial Inclusion South Lebanon and Bekaa Project is MEAB’s new initiative to increase

financial inclusion and financial literacy mainly in South Lebanon and in the Bekaa region

and providing them with basic and key banking solutions and resources.

Through this intervention MEAB will be:

- Offering new customized packages for micro-entrepreneurs and individuals/

households with a focus on woman and youth.

- Setting up 4 new ATMs in 4 different rural regions in the South not yet covered

by the bank.

- Conduct financial literacy training/workshops especially for youth in collaboration

with Phoenicia University.



The duration of the proposed project is 12 months with a total budget of $248,980.

EMKAN Pathway to Saving - Financial Inclusion of Emkan Finance

Clients with BankMed- 217700-LIFE-Emkan-012

Status: Active

Project duration: 14 months (February 25, 2019 –April 24, 2020)


Targeted beneficiaries: minimum 2,000 individuals will have access to saving accounts;

minimum 4,000 individuals will access micro-loans, around 13,000 beneficiaries will apply

new technology through SMART ATMs.

Objectives: Include financially excluded people (Emkan Finances’ clients) in the financial

sector through opening loan-savings accounts at Bank-Med and access to FinTech

solutions by developing a new mobile application.

Grant budget:

Emkan Finance launched “The Pathway to savings project” in partnership with Bankmed

on July 2, 2019. Emkan is the first MFI in Lebanon to undertake the Pathway to saving

initiative; through this project, unbanked segment of the Lebanese population will have

access to financial services by commercial banks.

To ensure this collaboration between Emkan and BankMed an MOU was signed between

the two parties followed by an addendum that establishes budget and cost division

between parties on account fees and cards issuance.

During this year, 79 staff were trained on the “Pathway to savings” new product in Zahle,

Halba and Tyre and more than 1,400 individuals benefited from the financial literacy

trainings delivered by EMKAN.

Moreover, Emkan developed marketing materials (billboards and brochures) for the promotion of the new product. The roll out of the new product and marketing campaign

is scheduled for October and November 2019.



From Emkan Financial Literacy sessions From Emkan Field Staff Training

One of the developed Billboards



4.3: Fintech Portfolio

The Professional Mutual-Aid Association (AEP) - Fintech Kick off -

217700-LIFE-AEP-015

Status: Completed

In April 2019, the USAID funded LIFE project has granted AEP an amount of USD

88,783.00 to develop and install a management information system in order to better

track the association’s performance and secure its data’ availability.

The project spanned over a period of 6 months and was successfully completed in

September 2019.

Below are the main project outcomes:

• Day to day management of active portfolio

• 12 staff members (4 female and 8 male) trained on how to apply new technology

• 14 staff members are now using the new technology

• 10 loan officers are now using tablets for work



According to AEP management, this project was “exceptional” as it took the association

to the next level enabling them to embrace the digital era by digitally transforming the

whole loan process.

“Fintech Solutions has surpassed all other Loan

Management Systems that I have been using for

the past 6 years … The best feature is that

Fintech Solutions allows our loan officer and I

to work on a loan at the same time – no

waiting! And we are both notified what type of

changes have been made and by who, so

everyone is on the same page -Thank you

USAID and LIFE program!”

L.H - C.O.O

“The applied solution has allowed me to work

efficiently so I can spend more time focusing

on expanding my portfolio and my follow-ups

on current beneficiaries. I can execute many

once time-consuming tasks now in just a few easy clicks thanks to its user-friendly interface.

The ability for multiple users to access the

same client file helps accelerate the closing

process and ensure my deadlines will be met.

Thank you, USAID, for your support’’.

R.K - L.O Central Beqaa “ I love using the newly MIS applied because

it allows me to track my loans more

effectively and integrates the entirety of my

job into one platform. I can order a

portfolio evaluation and send out an

application to E-Sign, all with the click of a

button. No manual work anymore. Big

Thanks to USAID ‘’.

N.Z - L.O Mount Lebanon

’ I love using Fintech Solutions because it

allows me to track my loans more effectively

and integrates the entirety of my job into

one platform. I can order a portfolio

evaluation and send out an application to E-

Sign, all with the click of a button. No manual work anymore. Big Thanks to

USAID ‘’.



Al-Majmoua- Online Digital Learning Management System (E-

learning) for the Lebanese Association for development (Al

Majmoua) - 217700-LIFE-AM-017

Status: In progress

Project duration: 15 months (April 8, 2019 – June 8, 2020)


Targeted beneficiaries: 454 (including 394 loan officers and 59 % of women) + around

80,000 of Al Majmouaa beneficiaries

Objectives: Applying an e-learning platform represented by an integrated set of different

interactive online services that provide learners (whether staff or external beneficiaries)

involved in learning and development with information, tools and resources to support

and enhance service provision and management

Grant budget:

AM fintech project was kicked off last April and the e-learning platform should be ready

by June 2020. During the first five months, AM team and the platform developer have set

up the technical ground essential to the development of the e-learning platform - the

platform concept/ design and trainings database (modules, videos are created, and the

web-based application developed).

IBDAA- Financial Inclusion through Digital Financial Services–

217700-LIFE-IBDAA-018

Status: In progress

Project duration: 12 months (April 18, 2019 – April 17, 2020)


Targeted beneficiaries: all of IBDAA’s existing portfolio of 18,540 clients out of which

around 66% are women and 44% are youth + around 17,000 potential clients + 163

field/branch staff.

Objectives: deploying modern technology to support integrated operations by

establishing an interoperability between digital platform and systems managing clients’ data

and financial models. Through this technology, IBDAA will perform electronic financial

operations facilitating the use of mobile money for unbanked population.

Grant budget:

IBDAA is currently developing a mobile phone solution to serve as a cash management

tool for their clients as it will help in accelerating the disbursement and reimbursement



of their loans, provide for peer to peer transfer of money, as well as save their (clients)

time and hassle of certain bill payments.

IBDAA’s fintech project is creating an automated workflow to integrated with the Central

Bank of Lebanon’ Centrale des Risques (CDR) system and IBDAA’s new ERP system, this

requires a complete reengineering of the institution’s processes. Coupled with credit

scoring, IBDAA operations will move towards a risk-based approach in loan appraisals.

Technical meetings were held with the CDR Interface provider to set a road map that

will ensure the successful integration and automation of the CDR process. Some

challenges have been identified on the Central Bank level regarding clearance for launching

the new system.

In addition to the positive impact of applying the digital application at the operational level

(credit decisions, staff efficiency and customers satisfaction, etc.), this grant has

contributed to the following;

• A project manager was recruited during the first quarter of the grant

implementation to oversee the project implementation;

• 60 staff members were trained on the new workflow;

• 20 staff members were trained on the new delta system and scanning.

VITAS- Customer Centric Digitization - 217700-LIFE-VITAS-023

Status: In progress

Project duration: 12 months (July 8, 2019 – July 7, 2020) Area of implementation: All over Lebanon

Targeted beneficiaries: 27,335 of Vitas potential and existing clients + 160 loan officers

and field staff

Objectives: providing the needed equipment (tablets and handheld printers) to help

VITAS digitize the lending cycle and develop a client application.

Grant budget:

VITAS is in the process of a fully-fledged digitization of their credit workflow and lending

cycle, aimed at reinforcing a comprehensive customer centric approach in line with the

principles of customer protection. This effort included integration of the existing credit

scoring model and development of a customer mobile application and revamped website.

The “Customer Centric Digitization” project was kicked off in the third quarter of year

3. During the first phase, the VITAS team purchased the needed equipment (tablets and

advanced printers) needed for the newly digitized credit cycle.



Makhzoumi Foundation – Digital Field Application

Status: grant proposal package was submitted to USAID on September 9, 2019 for

approval.

In Q4Y3, the LIFE team submitted a new Fintech proposal to USAID in favor of Makhzoumi foundation to support the application of digital financial services to their

process. The tablet-based solution will increase their loan officers’ monthly productivity,

cut loan-processing time, as well as track their acquisition time and patterns.

The duration of the proposed project is 12 months with a total budget of USD 64,980.

4.4: Supporting the MFIs and small-scale NGOs’ Loan

Officers

Geo-Expansion Aid Project - The Professional Mutual-Aid

Association (AEP)

Status: grant proposal package was submitted to USAID on June 20, 2019 for approval.

The Objective of the project is to support AEP in expanding its outreach to new

marginalized areas and the unbanked Lebanese population. The grant intends to provide

financial incentives to loan officers for the disbursement of more than 480 new

microcredit loans to unbanked consumers in new areas and integrate them into the formal

and BDL regulated loan structure.

The duration of the proposed project is 15 months with a total budget of USD 74,989. It

was subsequently approved by USAID in Q1Y4

4.5: Technical Assistance

During this year and prior to any decision made regarding the deployment of modern

technology, IBDAA Microfinance management solicited support to conduct an assessment

to explore potential Fintech solutions to improve the effectiveness and efficiency of its

operations and their outreach to customers. To this effect the LIFE project has recruited

Ms. Najwa Rahal – LMFA former Program Manager – for a short-term consultancy that

has resulted in a preparatory analysis and innovative plan for the digital solution currently

being applied.



5. COMPONENT III: LIVELIHOODS

LIVELIHOODS Direct assistance to micro enterprises through financial literacy, business

development and investments in capital assets.

In Year 3 of the LIFE project; the Livelihoods team accelerated activities under grants

across all regions in Lebanon: Beqaa (Central, North and West), South and North

Lebanon in order to contribute to expansion of financial inclusion and improvement of

livelihoods of micro/small businesses in underserved areas.

This was demonstrated through:

1- Recruitment and employment of two new team members within LIFE: A Deputy

Livelihoods Director who is co-managing the livelihoods grant portfolio and a

Grants Officer who has an essential role in expanding and accelerating the grants

process.

2- Development and submission for USAID’s approval of follow-on grant proposals

for LIFE’s best performers: Lebanese Development Cooperative in collaboration

with BIAT, Al Hadatha Association, EDF, SHEILD, and SHIFT.

3- In Q2 of Y3 LIFE published two RFAs for the creation of Revitalization Hubs in

targeted vulnerable peri-urban areas of Lebanon, RFA #6 -Saida and RFA #4 -

Tripoli, intended to provide the most significant impact. Theses hubs will

coordinate the efforts of 3 to 4 livelihoods partners in a concentrated geographic

area. They will share data on beneficiaries and coordinate efforts with local

governments and stakeholders. This synergy will create greater efficiencies in their

aid to the underserved population of current and starting MSMEs.

4- RFA #4 & #6 were published on January 8th, 2019 in Annahar and The Daily Star

newspapers and on Daleel Madani online newspaper. January 27th, 2019 was the deadline where 8 concept notes in response to RFA #4 and 6 concept notes in

response for RFA #6 were received. In February, 3 applicants were shortlisted

for the Tripoli Hub and 2 applicants were shortlisted for Saida Hub.

5- All three shortlisted applicants for RFA #4 (DAR, RMF, Akarunaa) were submitted

to and approved by USAID creating the Tripoli Revitalization Hub.

6- The shortlisted applicants under RFA#6 for Saida were unsuccessful in developing

full grant proposals. Thus, RFA #6 will be re-issued in Q1Y4.

Lebanese Development Cooperative (LDC) - 217700-LIFE-

LDC-002

Status: Closed out– End Date: November 30, 2018



Area of implementation: Bekaa, North and South Lebanon

Number of beneficiaries: 60 Micro/small businesses

Activities: Access to micro-credit and in-kind grant support

Grant budget:

The grant was completed on November 30, 2018 (18 months period) with a final total

value of .

Below are the main metrics of the grant:

• Total number of beneficiaries: 60

• Total value of in-kind grants/trainings:

• Total value of leverages loans:

• Total proportion of female participants: 33% (40 Males - 20 Females)

• Beneficiaries throughout Regions:

✓ 5 Beqaa

✓ 10 South

✓ 40 North

✓ 5 Mount Lebanon LDC’s loan sizes varied between $10,000 and $25,000, with in-kind grant support

representing around 25% of the loan size.

Al Hadatha Association - 217700-LIFE-Al Hadatha-004

Status: Closed Out – End Date: February28, 2019

Area of implementation: Akkar, North Lebanon

Number of beneficiaries: 200 beneficiaries (entrepreneurs, micro/SMEs and others

from vulnerable Lebanese population) and 4 local NGOs.

Activities: basic business skills and vocational trainings, access to finance and in-kind

grant support for micro/small businesses and capacity building of 4 local NGOs.

Grant budget:

The grant was completed on February 28, 2019 (14.5 months period) with a final total

disbursement of

Below are the main metrics of the grant:

• Total grants/trainings value:

• Total loans accessed as a result of USG assistance:

• Total number of Microenterprises that received BDS:

o 208 Total 111 Males 97 Females

• Number of NEW income-generating enterprises that were beneficiaries of Grants

and TA from USG assistance:

o 11 Total 6 Males 5 Females



SHEILD - 217700-LIFE-SHEILD-006

Status: Closed Out – End Date: May 17, 2019

Area of implementation: South Lebanon

Number of beneficiaries: minimum 95 beneficiaries (entrepreneurs, micro/SMEs and

others from vulnerable Lebanese population)

Activities: basic business skills, access to finance and capital asset grant support.

Grant budget:

SHEILD has supported 95 businesses from different sectors and conducted follow up visits

to provide lessons learned and to assess the impact of the grant activities of the previous

interventions.

The grant was completed and closed out on May 17, 2019 with the below principal results:

• 4 training courses on small businesses management and marketing skills were

conducted successfully involving 101 vulnerable owner/managers of micro-

businesses including 90 women and 11 males.

• 95 business grants in form of capital assets were distributed with a total of

USD119,999. It is important to highlight that 85 out of these 95 beneficiaries were

women.

USAID LIFE beneficiaries in the north

of Lebanon through Al Hadatha



Social Innovation (SHIFT) - 217700-LIFE-SHIFT-007

Status: Closed Out – End Date: June 3, 2019

Area of implementation: Jabal Mohsen and Beb El Tebene

Number of beneficiaries: 200 micro businesses

Activities/Objectives:

1. Provide business development support services to the vulnerable communities

including injured and disabled individuals from the 2017 clashes in Tripoli as well

as, youth, and women.

2. Enhance access of some Lebanese MFIs to vulnerable communities struggling with

post-conflict socio-economic situation.

3. Contribute to reviving part of the economic cycle in post-conflict areas towards

long term peace-building efforts.

Grant budget:

During Q3, Y3 SHIFT successfully concluded all its activities and the grant was closed out.

• SHIFT completed its mentorship sessions for 81 beneficiaries.



• Effectively delivered coaching sessions for 100 beneficiaries.

• SHIFT was able to distribute the last batch of capital asset Grants--total of 94

micro businesses, amounting to more than $100,000 (51 women, 43 men, 20 youth

18 disabled).

• A final event was held on May 23, 2019, at the Chamber of Commerce, Industry

and Agriculture in Tripoli. The event was attended by USAID Representative (

Rana Helou) as well as the Executive Director of Shift Social Innovation, President

of the Chamber of Commerce, Industry and Agriculture, representatives from the

internal security forces, financial institutions, and civil society from the areas of

Jabal Mohsen and Bab Al-Tebbaneh including the participants in the program.

Shift’s Representative gave his opening speech and reminded the audience of the

years when Tripoli suffered more than 22 rounds of fighting on the seam lines

between the areas of Jabal Mohsen, Bab Al-Tebbaneh and El Quobbe. USAID’s

representative expressed gratitude for the good management of the project and

endorsed the need to enhance and continue the work. A video was displayed to

introduce the attendees to the program, presenting 3 different stories behind 3

different business owners, showing how the trainings and grants have helped them

grow their businesses again. The LIFE Area Manager of the North gave a short

presentation about LIFE. A power point presentation was presented by SHIFT

summarizing the project and outcomes.



Entrepreneurial Development Foundation (EDF) - 217700-

LIFE-EDF-010

Status: Closed out – End Date: July 1st, 2019

Area of implementation: Bekaa and South Lebanon

Number of beneficiaries: Total of 300 beneficiaries (entrepreneurs, micro/SMEs and

others from vulnerable Lebanese population), provide capital asset grant support to a

shortlisted 100 businesses and access to finance based on needs.

Activities: Basic business skills, Access to finance and capital asset grant support

Grant budget:

The grant was completed on July 1st, 2019 (12 months period) with a final total

disbursement of

358 micro and small businesses owners received basic business development trainings

across the Bekaa Valley and South of Lebanon. Procurement and delivery of 115 business

grants were distributed equally in all 4 cycles in Rachaya, Gaze, Ain Ebel, Central Bekaa,

Azour, Kosaiby, Saida, Tyre and Qaa. The supported businesses were from food

processing, coffee shops, cosmetology, technicians, architects and other sectors. One

beneficiary was able to access micro-credit from a Lebanese commercial bank.

Left to Right:

USAID COR, Rana Helou,

SHIFT Director, Omar Assaf



Lebanese Union for People with Physical Disabilities (LUPD)

-217700-LIFE-LUPD-008

Status: Closed out – End Date: July 15, 2019

Area of implementation: Bekaa and South Lebanon

Number of beneficiaries: 150 people with disabilities

Activities:

- Delivering Vocational Trainings to PWDs.

- Applying Business Skills Trainings

- Provide access to finance for PWDs through MFIs

- distributing in-kind grants to improve the economic empowerment of PWDs.

Grant budget:

During Q4 of Y3, LUPD successfully concluded all its activities and the grant was closed

out.

• Successfully delivered all Vocational, Marketing, Management, and psycho-social

support (PSS) training sessions that were planned to all selected beneficiaries.

• Effectively set up and participated in a meeting between the 2 advocacy groups

they created from PWDs that undertook advocacy training through LUPD’s



project and different local CSOs to deliver capacity building on issues related to

PWDs’ rights and inclusion in Q4.

• Signed 3 MOUs with 3 different MFIs to help PWDs in their Financial inclusion

through tailor designed products.

• Successfully completed the Internship process of 20 PWDs in the labor market.

This Grant had one general Objective, “Improvement of the conditions of life, inclusion

and the rights of persons with disability in Lebanon” and three specific Objectives,

1. People with disabilities have better access to the labor market in South area and

Bekaa Valley through employment and self-employment opportunities.

• This objective was achieved through:

✓ Identification of more than 160 beneficiaries of which 150 continued the

journey through guidance meetings.

✓ Delivery of 10 Marketing and Management courses, 8 vocational courses

✓ Provision of In-Kind grants to 23 beneficiaries either to start up their

business or to enhance their already established business;

✓ Provision of 20 internships leading to 3 employments.

2. PWDs in South area and Bekaa Valley are empowered to become independent

and to demand their rights and access to services.

• This objective was achieved through

✓ Provision of 10 psychosocial support sessions.

✓ Training 2 advocacy groups on disability rights and issues. These 2 Groups

are taking initiatives, meeting and participating in events, seizing the

opportunity to advocate for their rights.

3. Civil Society and microfinance organizations have more information and

knowledge about the rights of PWDs.

• This objective was achieved through

✓ Attendance of Microfinance organizations of a

training on accessibility and inclusion.

✓ Three signatures were completed with three

MFI’s- Majmouaa, Ibdaa and Makhsoumi

Foundation to introduce tailored products for

PWDs.



✓ 1 CSO roundtable where more than 10 different Civil Society

organizations came together to discuss the importance of networking and

working together for the best interest of people with disabilities in the

country

Highlights

• Three women with disabilities were

offered job opportunities.

• Two men with disabilities were offered

jobs at Jiyeh Marina and have begun

working.

• One woman with disability has begun her

job after proving her capacities during her

internship with Bekaii;

• One female with disability succeeded in getting a paid internship within UNICEF as

Data Admin assistant, proving herself highly capable and was subsequently hired by

LIFE project as an M&E Officer.

Chart summarizing the activities



The Lebanese Association for Development (Al Majmoua) -

217700-LIFE-AlMajmoua-009

Status: Active – End Date: October 31, 2019

Area of implementation: Bekaa, North and South Lebanon

Number of beneficiaries: 120 people with disabilities

Activities: providing entrepreneurs at the bottom of the economic pyramid with:

- business trainings.

- vocational Training.

- in-kind grants.

- access to financial services.

Grant budget:

During Q4 of Y3, Al Majmoua has completed the below activities:

• Distribution of Capital Assets to an additional 62 micro-businesses making the

total numbers of businesses that benefited 122.

The below figures are the totals reached until end of Q4Y3:

• 132 Diagnosis Sessions

o 122 Entrepreneurship Training

o 60 Vocational Training

o 90 In-Kind follow ups

o 10 Legal consultations

o 20 Technical Expertise consultancy

Al Majmoua’s In-Kind vs Loans

$40,713

$33,574

$45,828 $44,557

$57,300 $59,250

$67,800$62,504

0.00

10,000.00

20,000.00

30,000.00

40,000.00

50,000.00

60,000.00

70,000.00

80,000.00

Batch 1 (30Beneficiaries)




In-Kind Grant Loan Amount



In Q1, Y4, Al Majmoua will be concluding its activities and delivering its final batch of

Entrepreneurship training, In-Kind distribution, and In-Kind follow up.

Lebanese Development Cooperative - 217700-LIFE-LDC-

016

Status: Active- Start date: April 24, 2019 and End date: April 23, 2020

Area of implementation: North Lebanon

Number of beneficiaries: 100 micro and small businesses (existing and start-ups) in

North Lebanon.

Activities: Training program on Marketing, Accounting and Access to finance. women

empowerment session, In-Kind Grants.

Grant budget:

This grant was approved during Q3Y3. During Q4Y3, LDC provided 25 micro and small

businesses with in-kind grant support and with 2-day business and women empowerment

training program which was conducted at BIAT premises.

Fairouz Slim is a 55 years old beneficiary

who benefited from an In-Kind.

Food Safety – Ghazieh, July 2019

Foot Safety: Beneficiaries learned about the principles of food

safety such as separate raw and cooked foods to prevent

contaminating the cooked foods, store food at the proper

temperature, use safe water and safe raw materials.

https://en.wikipedia.org/wiki/Water_quality

https://en.wikipedia.org/wiki/Raw_material





The diversified profiles of beneficiaries assisted to date reflect the care LDC and BIAT are

giving to ensure a wide geographical and sectoral coverage. The collaboration with BIAT,

as sub-contractor to LDC is proving fruitful because the two actors believe in the

importance of supporting the bottom end of the economic pyramid.

Graph of progress of work

AL HADATHA Organization- 217700-LIFE-AL

HADATHA-019

Status: Active- Start date: May 23, 2019 – End Date: May 22, 2020

Area of implementation: North Lebanon

Number of beneficiaries: 75 will receive in-kind assistance, 150 farmers from the

Agricultural Cooperatives will receive training on “Production enhancement” and

“Marketing skills and access to Finance”, 60 Micro and small businesses will benefit from

BDS.

Activities: Establish Akkar Economic Forum (Montada), business skills trainings, access

to MFIs, distribution of in-kind grants and cooperation with 5 Municipalities in Akkar to

raise awareness on Economic challenges and opportunities.

Grant budget:



Al Hadatha Organization’s grant “Reducing Economic Vulnerability in Akkar” REV II was

approved by USAID on May 14, 2019. During Q3 and Q4 of Y3, Al Hadatha completed

the recruitment of the grant team including trainers and updated the implementation plan.

In addition, Al Hadatha team conducted a general survey to evaluate 10 Municipalities and

10 Cooperatives. Following the survey, 5 Cooperatives and 5 Municipalities were selected,

and an MoU was signed on August 8, 2019 between Al Hadatha and the selected

Cooperatives and Municipalities.

Selected Cooperatives are:

• Cooperative Association for Feed Farming and Development in Bebnin.

• Cooperative Association for Olive growing in Kashlak.

• Fishing Cooperative Association in Abdeh-Hay El Baher.

• Cooperative Association for the Development of Feed Cultivation in Berkayel.

• Cooperative Association for the manufacture of agricultural production in

Fnaideq.

Selected Municipalities are:

• Mhammara Municipality.

• Hweich Municipality.

• Talmaayan Municipality.

• Ghzayli Municipality.

• Hrar Municipality.

These connections with municipalities and cooperatives help Al Hadatha in their outreach

to businesses in need for Business Development Support, in addition to raising awareness

of economic development and productive participation in the community and local

economy.

During Q4, Al Hadatha completed the delivery of Business Development Support training

program to the members of the 5 selected Cooperatives. The total number of participants

was 140, 57 females and 83 males.

Below are some pictures from the training sessions:



Bebnine Cooperative-

Marketing Session

Berkayel Cooperative-

Marketing Session



Fnaideq Cooperative-

Production

Enhancement Session

Kashlak Coperative-

Marketing Session

During Q1Y4, Al Hadatha will be working with the selected Municipalities on delivering 5

workshops on economic development for an average of 30 attendees per Municipality.



SHEILD- 217700-LIFE-SHEILD-027

Status: Active – Start date: 14 August 2019- End date: 13 August 2020

Area of implementation: South Lebanon Number of beneficiaries: 120 will receive Soft Skills Training -50 will receive Vocational Training- 79

will receive In- kind grants and Technical Training.

Activities:

Grant budget:

“Building Skills, Creating Opportunities for the most Vulnerable Youth and Women in south Lebanon Phase 2” Grant

was approved by USAID on August 9, 2019 with a start date of 14 August 2019.

During Q3Y3, LIFE has wrapped up a project entitled “Building Skills, Creating

Opportunities for the most vulnerable Youth and Women in South Lebanon” “217700-

LIFE-SHEILD-006” in which 101 beneficiaries were trained and 95 supported with small

in-kind grants. More than 20 success stories were reported. Based on these results in

the first phase, SHEILD and LIFE program were encouraged to explore extending the

partnership to a new phase with recreated modality of support based on their lessons

learned. The project’s new phase is following a more diverse and practical module

ensuring higher and deeper level of capacity building and livelihoods support not just

through supporting grants but also in terms of job creation.

To date SHIELD was able to complete the following:



• Recruitment of grant team including trainers; update of grant implementation

timeline, and screening for all grant personnel.

• Completion of outreach to 20 medium enterprises and selection of 4 (VR

RINGS; ROUAA FOR COMMERCE; LA VIOLA; AL KHDAR

ESTABLISHMENT).

• Signature of MOUs with the 4 medium enterprises mentioned above whereby

they commit to create 4 jobs.

• Signature of MOUs with MOREX paints and AMJAD institute whereby they

commit to offer or ensure jobs to 7 trainees who attended the vocational

training.

• Initiation of the outreach for the 280 to select 116 beneficiaries.

DPNA - 217700-LIFE- DPNA-030

Status: Active- Start date: September 24, 2019 – End date: September 23, 2020

Area of implementation: South Lebanon

Number of beneficiaries: 150 NMSMEs Activities: basic business skills, access to finance and capital asset grant support, gender

Awareness sessions under the title of “Together to improve socio-economic status”.

Grant budget:

“Enhancing the Socio-Economic Aspect in Old City of Saida and Grand Saida” Grant was approved by USAID on

September 23, 2019 with a start date of September 24, 2019.



During Q4Y3, DPNA has initiated work on the first milestone consisting of recruitment

of staff including trainers; update of grant implementation timeline, and screening for all

grant personnel in addition to laying out the criteria to select the 150 NMSMEs

This intervention with micro and small business will establish the access to finance

experience with the micro and small enterprises in South Lebanon and specifically in Old

Saida which is considered to be one of the significant poverty squares in Saida with an

emerging economic potential.

This Grant will join efforts with the potential South Hub partners to be established in the

South.

“Bab Rizk” - Revitalization Hub Initiative in Tripoli

Status: Start date: July 15, 2019- July 14, 2020

Area of implementation: Tripoli

Total Allocated Budget:

Number of beneficiaries: 360 Beneficiaries Partners: 3 with the option of adding other strategic and active stakeholders.



Rene Mouawad Foundation (RMF)- 217700-LIFE-RMF-020

•

• 25 micro and small businesses will receive BDS and 15 will receive in-kind grants;

• 75 vulnerable people will receive accelerated vocational training and a start-up toolkit as a means

to encourage the beneficiaries to start their own businesses.

DAR Al Zahraa - 217700-LIFE-DAR-021

•

• 160 micro / small businesses will receive Business Skills Training Program and 50 will be selected

to receive in-kind grants.

AKKAROUNA- 217700-LIFE-Akkarouna-022

•

• 100 micro / small businesses will receive General Employability Skills Training;

• 40 of them will receive Basic Business Development Skills Training and in-kind grants.

Activities: 7 common activities during a period of 12 months that will address the

challenges faced by micro and small businesses in Tripoli:

• Women Empowerment Intervention

• Business Boot Camp

• Technical School Program

• Access to Finance Intervention

• Vocational training-Access to Market Intervention

“Bab Rizk” is the first step in the Revitalization Hubs initiative created by the LIFE project

in order to increase impact within vulnerable peri-urban areas in Lebanon.

In “Bab Rizk” 3 Livelihood partners: Akkarouna, DAR, and RMF will work in synergy in

one concentrated area of Tripoli (Jabal Mohsen, Beb Tebne, Malloule, Wadi Nahle,

Beddawi, Mankoubin, Qobbe, and surroundings) to encourage the underserved

population to start new businesses and increase their productivity. The 3 NGOs will

coordinate their work with the governing municipality and with other USAID EG activities

working in the same area.

The 3 NGOs will co-chair a steering committee which will meet regularly and coordinate

efforts for a maximized impact on the economy and community of Tripoli.

During Q4Y3, Bab Rizk partners completed the following activities:

2 steering committee meetings took place; major outcomes:



1) Future of Bab Rizk i.e. sustainability of this initiative which could be through

registering platform with more partners investing in. However, taking into

consideration all of the challenges and variables in Lebanon, an open mind for

innovative approaches is present as long as optimizing impact is at the core of any

decision.

2) Based on the above; the plan for inviting at least one additional partner to

coordinate with the 3 partners and invest in the hub. SHIFT is an NGO operating

in the same focused geographical area, has the same values and vision of the hub,

proven effective and successful interventions with LIFE and a candidate for a

follow-on grant pending USAID approval.

3) SHIFT potential grant (217700-LIFE-SHIFT-031) was submitted to USAID on

September 4, 2019 for a total budget of where100 micro / small

businesses will receive Business Skills Training; and 40 of them will receive advance

business skills training and in-kind grants.

4) RMF completed mapping for 50 SMEs and selection of 25 to enrol in the business

development trainings and services which will commence in Q1Y4.

5) DAR completed outreach and selection of 80 micro/small businesses to enrol the

business development trainings and services which will commence in Q1Y4.



6) Akkarouna completed outreach and baseline assessment for 200 micro/small

businesses and selection of 100 to enrol in business development trainings and

services which will commence in Q1Y4. Akkaruna is also following up with the

mobile application provider on the development process (mobile application will

be an online platform for the beneficiaries to have their own page for marketing

and communication purposes).

7) Plan for Bab Rizk Launching Event which is scheduled on the 29th of October 2019

in Tripoli. Due to current events (demonstrations) taking place in Lebanon, the

event is on-hold.

8) Akkarouna in coordination with Bab Rizk partners held several meetings with

community stakeholders (municipalities, chamber of commerce, etc.) to introduce

this initiative and ensure support throughout the implementation period.

9) The Bab Rizk partners agreed on sharing their beneficiaries’ databases to maximize

their efforts and to ensure they are not duplicated.

Year 4 will be a year full of activities for this initiative and it will set the course for the

future/ sustainability of this pilot revitalization hub initiative.

“Dareb El Najah” - Revitalization Hub Initiative in Bekaa

217700- LIFE-EDF- 029 – pending USAID approval

Under the same vision of Revitalization Hub initiative, “Darb El Najah” has been

created, where 3 organizations EDF (main grantee under LIFE), Michel Daher

Social Foundation (MDSF) and The Chamber of Commerce, Industry and Agriculture

of Zahle and the Beqaa (CCIAZ) will work in synergy in one concentrated area of

Central Bekaa (Bar Elias, Taalabeya, Saadneyel, Kab Elias, Mrayjet, Mksse, Jdita, Majdel

Anjar, Anjar, Ferzol, Ablah, Nabi Ila, Niha, Rayak, Kousaya, Reit, Deir El Ghazel, Kfarzabad, Ain Kfarzabad, Zahle, Kaa L Rim and Terbol) with its underserved

population to be more productive and start new businesses. The 2 NGOs and the

chamber will coordinate their work with the governing municipality and with other

USAID EG activities working in the same area.



This proposal was developed based on a follow-on award for grant (217700-LIFE-EDF-

010) where EDF demonstrated high level of commitment and professionalism in

implementation and delivery of services to the beneficiaries. Details about EDF’s grant

217700-LIFE-EDF-010 can be found above. Successes and lessons learned were the basis

of the

Darb El Najah proposal. With a total budget of USD 390, 044.64 Darb El Najah will target:

1- Capacity Building and Management training: 16 EDF “Back on the Map” Alumni

and 7 Staff members between EDF and MDSF.

2- Business Development Skills training, Marketing and Social Media training, and

Access to Finance: 400 MSMEs from central Bekaa villages.

3- Basic Quality and Food Safety Training: 200 MSMEs from the 400 selected.

4- In kind grant assistance: 120 MSMEs from the 400 selected (selection is based on

needs and availability of funds).

Darb El Najah grant proposal was submitted to USAID for approval during Q4Y3.

6. MONITORING & EVALUATION

6.1: Year 3 Overview

After the new private sector development strategy was issued by USAID in June of 2018,

and an indicator alignment exercise with the new results framework was also issued by



USAID for the Economic growth sector, LIFE fully incorporated the new strategy and

indicators into our programming. All grants issued after the newly adopted Private Sector

Development (PSD) strategy were designed with their M&E templates for reporting data

collection and assessments to fully comply with all new indicators.

In addition, due to the changes in program implementation and the creation of a new

component (banking), the AMEP had to be rewritten and redesigned to fully address and

reflect the new changes and new PSD strategy that the LIFE project operates under. The

AMEP was submitted to Social Impact with a full revamp along with all indicator PIRSs in

April of 2019.

After re-assessing the M&E processes through a lessons learnt exercise conducted by the

M&E Lead in terms of data collection, analysis and reporting and after recommendations

from SI and the COR subsequent to a Data Verification (DV) exercise, LIFE’s M&E Lead

received the approval to search for a more effective alternate way of collecting data from

partners--rather than providing them with customized excel templates for data reporting

which was time consuming.

Since Q3Y3, the M&E department at LIFE has been in contact with ArabiaGIS, a local tech

company that created an online database platform (tahakipro), which LIFE will be using

through its partners to track all activities implemented in the field. All LIFE partners will

move the reporting of their activities online with this platform that will minimize human

error while entering and submitting data.

“tahakipro” is now available for all active partners of the project, where activities are

entered on daily basis which enables the M&E department access to accurate and timely

data. This will minimize double counting of beneficiaries as well as track the beneficiaries’

journey through our project from outreach till they receive the intended services through

our partners. Tahaki will analyze the data entered onto it by all LIFE partners and will

generate the live progress of the LIFE project via graphical charts as well as raw data to

be shared with USAID.

Miss Alaa Aoun joined the LIFE M&E team in September 2019; she had a proper induction

to the program and is now the focal point for the tahakipro platform. She provides

technical assistance to our partners who are working on the platform and reporting their

activities, monitors their data input and conducts spot check monitoring exercises on all

uploaded supporting documents.

Also in Year 3, all partner NGOs, received multiple technical assistance trainings from the

M&E Lead on reporting issues faced during previous reporting phases; partners today have

a good understanding of the new PSD indicators, and an improvement in data reporting

is noticed when conducting validation exercises between the M&E department and the

livelihoods grants officers with all supporting documents.

6.2: Year 4 Planned Activities



During the Q1Y4, the M&E team will closely provide technical assistance to LIFE partners

on the new tahakipro platform and will make sure that all retroactive data from old grants

will be imported to the platform.

The M&E department is getting ready for the LIFE mid-term evaluation scheduled to take

place in November of 2019 by an external consultant hired by USAID; all supporting

documents and processes are being reviewed under the supervision of the Director of

Livelihoods in order to be ready to provide any information to help facilitate the

evaluation.

The M&E department will revisit the TOR put in place by the M&E Lead regarding the

Women’s internal impact evaluation and will begin implementation in Q3 of year 4. A

sample of LIFE women beneficiaries will be chosen and interviewed in order to produce

an impact assessment report of the intervention provided to them through LIFE and its

partners.

6.3: M&E Progress Graphs for Q4Y3

The following section is dedicated to showcasing a representative selection of figures and

numbers pertaining to Livelihood grants throughout the Q4Y3.

Graph 1 Days of Training delivered in Q4Y3/ Y3 Total/ Y1-Y3 Total

Graph 2 Value of capital asset grants & trainings provided in Q4Y3/ Y3 Total

Graph 3 Cumulative number of beneficiaries reached through all USG assisted

activities in Q4Y3/ Y3 Total/ Y1-Y3 Total

Graph 4 Value of commercial loans accessed as a result of USG assistance in

Q4Y3/ Y3 Total/ Y1-Y3 Total

Graph 5 Cumulative Number of microenterprises that received BDS from USG

assisted sources in Q4Y3/ Y3 Total

Graph 6 Proportion of women owned businesses participating in BDS Sessions in

Q4Y3/ Y3 Average/ Y1-Y3 Average

Graph 7 Cumulative number of microenterprises/individuals accessing loans as a

result of LIFE in Q4Y3/ Y3 Total/ Y1-Y3 Total

Graph 8 Proportion of Women participation in LIFE activities in Q4Y3/ Y3

Average/ Y1-Y3 Average



Graph9 Cumulative number of staff NGOs/MFIs receiving training as a result of

LIFE in Q4Y3/ Y3 Total

Graph 1.

Graph 2.

0

2000

4000

6000

8000

10000

12000

14000

Q4Y3 YEAR 3 Y1-Y3

GRAPH 1

3314

9311 12508

Number of person days of USG funded training provided to support

microenterprise development

$86,484 $78,922

$165,406

$411,786 $470,356

$882,142

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

Male Female Total

Value of Of in-kind-grants & trainings provided

Q4Y3 Year 3



Graph 3.

Graph 4.

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

Q4Y3 Year 3 Y1-Y3

graph 3

$301,000

$793,856

$2,245,363

Total value of commercial loans accessed as a result of USG assistance



Graph 5.

Graph 6.

0

500

1000

1500

2000

2500

3000

Male Female Total Y3

23 39 62

1124 1110

2234

1339 1369

2708

CUMULATIVE NUMBER OF BENEFEICIARIES RECEIVING BDS FROM USG ASSISTED SOURCES

Q4Y3 VS TOTAL Y3

Total Q4Y3 Total Y3 Y1-Y3

0%

10%

20%

30%

40%

50%

60%

70%

Q4Y3 YEAR 3 AVG Y1-Y3 AVG

37%

51% 48%

63%

49% 52%

proportion of women owned businesses participating in BDS Sessions

Male Female



Graph 7.

Graph 8.

25

92

239

24

110

182

49

202

421

0 50 100 150 200 250 300 350 400 450

Q4Y3

Year 3

Y1-Y3

NUMBER OF MICROENTERPRISES /INDIVIDUALS THAT HAVE SUCCESSFULLY ACCESSED LOANS FROM COMMERCIAL

BANKS/MFIS, PRIVATE EQUITY OR BOTH AS A RESULT OF USAID ASSISTANCE

Total Female Male

44%

46%

48%

50%

52%

54%

Q4Y3 Year 3 AVG Y1-Y3 AVG

47%

51%

48%

53%

49%

52%

P R O P O R T I O N O F W O M E N PA R T I C I PAT I O N I N L I F E A C T I V I T I ES

Male Female



Graph 9.

7. COMMUNICATIONS

7.1: Appointment of a Marketing & Communications and

Manager (MarCom)

After a thorough recruitment process during the first quarter of Year 3, a Marketing &

Communications (MarCom) Manager was identified and joined the LIFE team at the

beginning of the Quarter 2. After an appropriate hand-over period, the MarCom Manager

took the lead on producing three sample videos showcasing the “Women Rising” concept

(Video Sample). After receiving positive reviews and feedback from the project

management and from USAID, MarCom started working on developing a more

comprehensive campaign concept which was materialized during the following quarters.

0

100

200

300

400

500

600

MALE FEMALE TOTAL

Male , 267Female, 306

Total, 573

Male , 277 Female, 311

Total, 588

Total number of MFI staff trained in Year 3

Q4Y3 Year 3

https://youtu.be/9HYAVpXm5AU



7.2: Improving branding

In coordination with USAID Development Outreach and Communications Specialist

MarCom developed and circulated the different types of branded templates to the team

and partners. As part of USAID Marking and Branding guidelines, MarCom stressed on

the importance of good visuals and shared, during a 2h training session to the LIFE team,

some photography basics in line with USAID visibility strategy.

Major improvements were applied to the project’s social media networks with the

objective of uplifting and reactivating the existent networks (YouTube, Facebook, Twitter

and Instagram), and increasing the followers and the engagement rate thus USAID-LIFE

visibility.

After upgrading the social media applications for a more efficient mobile and desktop use

such as linking the accounts, activating the Hootsuite application and adding the IGTV to

the LIFE Instagram account, MarCom started drafting an initial concept to launch a national

campaign using social media

7.3: The Women Rising Campaign

One of the major achievements of Quarter 3 was the conceptualization of the Women

Rising Campaign. In coordination with LIFE project management, it was shared and

approved by USAID following some minor amendments. The campaign was successfully

launched as planned during Quarter 4.

Under the title of “#WomenRising”, a soft launch was initiated for 3 weeks in July 2019

promoting women success stories across the project social media networks in close

coordination with USAID Communications department.

The Campaign effective launch date was August 2, 2019. 12 short videos documenting

Women success stories from each of the main 3 regions that LIFE targets, were produced.

https://www.youtube.com/channel/UCkkmHKJF8GBS6Th6jQvKElg?view_as=subscriber

https://www.facebook.com/LIFELeb/

https://twitter.com/Leb_LIFE

https://www.instagram.com/life_leb/



The #WomenRising Videos were released and promoted on weekly basis. Every Friday a

new video was shared across all LIFE social media networks. To make it more enticing to

the audience, a teaser post was shared one day before each video release and a follow up

post followed the video on every Monday. The campaign is still running and expected to

end during the first quarter of year 4. The total campaign period will have been 13

consecutive weeks including one final recap video.

To optimize the reach and engagement with the project audience the #WomenRising

videos promoted most of the partner NGOs under the Livelihood component from all

over Lebanon. Each of the videos mentioned/tagged a specific NGO and eventually the

videos were cross promoted on their social media networks.

MarCom went the extra mile and opened new communication channels with Palladium

Strategic Communications and Marketing Senior Manager at Palladium Head Quarter who

was very receptive and supportive to the #WomenRising campaign. As a result, the

Women Rising videos were shared on Palladium YouTube channel under a dedicated

Playlist.

7.4: Attracting USAID Lebanon, USAID Middle East and the

US Embassy of Beirut attention

#WomenRising consistent branding across all social media networks

https://www.youtube.com/channel/UCjBaTzEQySuk_UvPXVBvZDg

https://www.youtube.com/watch?v=Wd8oNh3hzT8&list=PLkuKMbI0SlfoNq1Z6kvZ9BXbR8d2yl9Q7



The #WomenRising videos succeeded in attracting USAID Lebanon, USAID Middle East

and even the US Embassy of Beirut attention on several occasions. As a result, several

#WomenRising Videos were posted/shared on USAID Lebanon Facebook while many

others were shared on USAID Middle East and the US Embassy of Beirut Facebook Pages

and Twitter accounts. From those instances we list the following sample:





7.5: Success stories

With the intention to gather worthwhile content and in coordination with the Area

Managers MarCom conducted several field visits during which he interviewed the

beneficiaries and documented impressive stories in videos and photos.

MarCom focused on content that has a humanitarian aspect showcasing USAID’s positive

impact across Lebanon in the South, North and the Bekaa areas. In March 2019, a new

engaging content started to emerge across LIFE social media networks. Since then LIFE

visibility is on the rise. Several success stories were produced and shared with USAID and

Palladium Headquarters. Most of these stories were shared on LIFE social media accounts.

Some of them were retweeted and shared on USAID Lebanon and USAID Middle East

social media networks.

7.6: Event organization and coordination with USAID and

LIFE partners

MarCom coordinated with USAID and LIFE partners on branding related matters and on

the following major events :



• NUDGE grant award launch event - Feb 7, 2019

• EDF certificate distribution in the Bekaa - Mar 2, 2019

• Dar Al Ali launch event in Tripoli - Mar 7, 2019

• The Financial Inclusion session at the ABL – Mar 29, 2019

• EDF certificate distribution in the south - Apr 5, 2019

• SHIFT closing event - May 23, 2019

• EMKAN - Pathway to Savings launch event - Jul 2, 2019

• LUPD Advocacy event - Jul 14, 2019

• BLOM Bringing Peace of Mind to LIFE launch event – Sep 25, 2019

7.7: Social Media Insights

Facebook:

Facebook Likes increase from 1,777 to 3572 (an increase of 101%)



The highest paid reach was on Sep 7, 2019 reaching 64,010. While the highest organic

reach took place on Aug 3, 2019 reaching 6,095.

The campaign succeeded in shifting the demographic distribution of LIFE Facebook page,

moving from 51% Women during Quarter 3 to 60% (a 9% increase in the total number

of Women who Liked LIFE Facebook page.



The same increase resulted in the people engaged.

Women in the age bracket of 35-44 y/o constitute most of LIFE fans, they also are the

most engaged with LIFE post. For Men, the highest age bracket is 25-34 y/o while the

most engaged bracket is 35-44 y/o. Which shows that men and women belonging to the

same age bracket of 35-44 were the most interested in LIFE activities.

Instagram

Instagram followers reached 1,043 at the end of September 2019 resulting in an increase

of followers of 166%

Most Instagram followers

belong to the 25-34 age bracket.

A slightly younger audience

compared to Facebook.



YouTube

Considering the nature of the campaign and the videos that were promoted, a lot of effort

was done to optimize YouTube views. The YouTube channel subscribers registered 160

subscribers as of Sep 2019. An increase of 128 new subscribers from Jul 1, 2019. While

the sum of all the video views exceeded 157,000 views, the highest was on Sep 15, 2019.

A slightly higher percentage of

Women was detected on

Instagram compared to

Facebook



7.8: Media Mention

LIFE and EDF on MTV

Throughout the past year LIFE got its first breakthrough into one of the leading Lebanese

TV station. In a coordinated effort between MarCom and EDF Director, LIFE was able to

secure a 15-minute TV spot on Jul 1, 2019. During this appearance, EDF Director spoke

about their achievements and their future plans, while LIFE was represented by its Area

Manager who spoke about the project objectives and vision.



EMKAN - The Pathways to Saving launch event

On Jul 2, 2019 EMKAN Pathways to Saving launch event took place and was fairly covered

by the media and by the local press. In coordination with EMKAN/Bankmed

Communications and Marketing team, LIFE was mentioned across the major TV channels

and local newspapers.

USAID/Lebanon launched “Pathway to Savings” in partnership with Bankmed and its

subsidiary, Emkan Finance. The launch event was held at Bankmed headquarters with

USAID Economic Growth Office Director Dr. William Butterfield, executives from

Bankmed and Emkan, representatives from the Central Bank, and other stakeholders.

The event was also followed with a TVC and a TVR which were promoted on most TV

channels for a maximum visibility.

BLOM – Bringing Peace of Mind To LIFE

On Sep 25, 2019, The USAID-funded Livelihood and Inclusive Finance Expansion (LIFE)

project launched, in collaboration with BLOM BANK, a new initiative under the theme

“Bringing Peace of Mind to LIFE” to bring rural clients into the Bank’s financial inclusion

strategy.

The launch event was held in the presence of USAID Mission Director, Dr. Anne

Patterson and BLOM BANK Chairman and General Manager, Mr. Saad Azhari along with

representatives from BDL, BLOM senior management and media personalities.



The event was promoted on 4 major local TV stations. It was also followed with a TVC

and a TVR which were promoted on the same TV channels to maximize its visibility. Both

the TVC and the TVR will run in October 2019.