1. law, govt and politics
2. government
3. legislative

Operational Policy and Procedures
version as of the 1st of May 2015
Content
page
List of Abbreviations and Definitions …….......................................................
1
1
Introduction ..................................................................................................
2
2
Co-Funding Windows ...................................................................................
2
3
Targets ............................................................................................................
2
4
5
Organisational Set-Up ...................................................................................
Guiding Principles ...........................................................................................
3
7
6
Eligibility Criteria for Partner Financial Institutions ........................................
8
7
8
Selection Criteria ...........................................................................................
Procurement and Financial Regulations ........................................................
9
9
9
10
Management Process .............................……………………………………....
Reporting ......................................................................................................
12
13
11
Marketing and Public Relations .....................................................................
14
Annex 1: List of eligible countries for the SCBF related to SDC funding
Annex 2: Product Up-scaling Support Application Form (1st Window)
Annex 3: Feasibility Study Application Form (2nd Window)
Annex 4: Financial Education Campaign Application Form (3rd Window)
Annex 5: Proposal Assessment Form
Annex 6: Execution Contract Template
Annex 7: Final Report Template & Manual for Product Up-scaling Support
List of Abbreviations and Definitions
FSW / FS
Grantee
MSME(s)
PFI(s)
PUW / PU
SC
‘Financial Education Window’/Financial Education Campaig n(s)
Any institutional type of formal financial institution, such as micro and SME banks, postal
and savings banks, commercial banks, development banks, savings and credit co-operatives,
non-banking financial institutions and other types of microfinance institutions, as well as
mircoinsurance service providers, such as local and international insurance and reinsurance
companies.
If no suitable formal financial institutions are available or interested in collaboration, the SCBF
may - as an exception - justify accepting also semi-formal financial institutions.
‘Feasibility Study Window’/Feasibility Study(ies)
TA Provider/Competence Centre
Micro, Small and Medium Enterprise(s)
Partner Financial Institution(s)
‘Product Up-scaling Window’/Product Up-scaling Support(s)
Steering Committee
SCBF
SDC
TA
Swiss Capacity Building Facility - Association for Income and Employment Generation
Swiss Agency for Development and Cooperation
Technical Assistance
FEW / FE
Financial
Institution
1.
INTRODUCTION
The SCBF is an innovation facility that is co-funding tailor-made capacity building for partner financial
institutions (hereafter referee to “PFIs”) in the South for them to up-scale client-oriented financial services
offered responsibly to low-income people. If functions also as an early grant provider to bridge finance
the piloting of innovative financial inclusion business models so as to help mobilise the first social/venture
investors.
This document entitled “Operational Policy and Procedures” stipulates all operational policies and
procedures for the SCBF to promote financial inclusion in line with its Articles of Association. The General
Assembly may update/revise it with a qualified majority whenever required.
The SCBF also accepts financial inclusion mandates at the retail level from funders, like from SDC’s
North Africa Programme, which may involve capacity building for PFIs in selected countries and/or
related to specific types of client-oriented financial services for low-income people. The SCBF does apply
in principle the operational policies and procedures also when executing such mandates, unless their
funder may stipulate different selection criteria for the capacity building of PFIs.
2.
CO-FUNDING WINDOWS
SCBF’s operations are organised around the following three co-funding windows:
(1) The primary ‘Product Up-scaling Window’ (hereafter referred to as “PUW”) co-funds the
development, testing and launching of both client-oriented financial products and product
distribution channels that meet the needs of low-income households, smallholder farmers, and
micro, small, and medium enterprises1 (hereafter referred to as ”MSMEs”) with a particular focus
on women and rural areas. The PFI concerned will be assisted in overcoming prioritised constraints
that have so far hampered it to up-scale its ‘pro-poor’ banking and/or insurance operations in a
responsible and institutionally sustainable manner.
(2) The supportive ‘Feasibility Study Window’ (hereafter referred to as “FSW”) co-funds the preparation
of feasibility studies and business plans as well as related activities that are pre-conditions, among
other things, for (1) introducing insurance and other new financial services, (2) transforming
successful financial inclusion programmes into regulated financial institutions, and (3) establishing
greenfield financial institutions in environments in which the existing financial institutions are unable
or not willing to engage in inclusive financial services. The FSW helps preparing the groundwork
for developing subsequent proposals for the PUW. It is earmarked for members and SDC partners
only.
(3) The supportive ‘Financial Education Window’ (hereafter referred to as “FEW”) co-funds financial
education campaigns that are pre-conditions for (1) introducing insurance and other new
financial services, and (2) establishing greenfield financial institutions in environments in which
the existing financial institutions are unable or not willing to engage in inclusive financial services.
The FEW is supporting on-going PU. It is earmarked for members and SDC partners only.
Co-funding under the PUW and FEW is limited to a maximum of two years and under the FSW to one
year.
3.
TARGETS
To achieve its mission as set out in its Articles of Association, the SCBF has defined the following two
sets of targets for its first eight years of operation until the end of 2018. The first corresponds to the
‘output’ level and the second to the ‘outcome’ level of the SCBF.
1) Offer tailor-made capacity building to up to 100 PFIs to assist them in up-scaling their ‘pro-poor’
financial services under the PUW plus support in (i) preparing feasibility studies for around 20 PFIs
under the FSW, and (ii) conducting financial education campaigns for around 20 PFIs under the FEW.
1
Non-subsistence farmers do fall under MSMEs.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 2 of 14
(2) Up to 90 PFIs will expand substantially their outreach in a responsible and institutionally sustainable
manner to at least 1’450’000 new low-income clients thereby causing direct positive income and
employment and/or risk mitigation effects for the latter (reaching around 7’250’000 low-income
family members) within three years upon completion of the PU. Some of the PFIs will target small
and medium enterprises which are the key drivers for economic growth and employment generation.
The eligible countries for the SCBF when using funding from the Swiss Agency for Development and
Cooperation (hereafter referred to as “SDC”) are listed in Annex 1, with the target that at least 50% of
all operations be located in SDC’s twenty priority countries and regions. Other members and sponsors
may fund PU, FS and FE in additional countries that are not listed in Annex 1.
4.
ORGANISATIONAL SET-UP
Apart from the General Assembly as governing body as stipulated in the Articles of Association, the
SCBF has the following organisational bodies:
1) ‘Pro-poor’ Banking and Insurance Steering Committees, with selected Sub-Steering Committees.
2) Chair and Vice-chair.
3) Management Committee.
4) Secretariat.
Joint-Signatory power is given to the Secretariat together with the Chair, Vice-chair or another member
of the Management Committee following a “four eyes principle”.
1) ‘Pro-poor’ Banking and Insurance Steering Committees, Sub-Steering Committees and
Monitors
The General Assembly has delegated decision-making and monitoring of PU, FS and FE proposals to
two Steering Committees (hereafter referred to as “SCs”), one related to ‘pro-poor’ banking products and
the other to ‘pro-poor’ insurance products. Each member is requested to perform tasks of the SC
concerned according to his/her professional competence. Members may engage in both SCs, if they
possess expertise in ‘pro-poor’ banking and ‘pro-poor’ insurance.
The SCs delegate their decision-making and monitoring tasks to Sub-Steering Committees (Sub-SCs)
that are formed for each PU, FS and FE proposal to support the Steering Committees in the execution
of their tasks. The Sub-SCs are operational whenever at least three members (Sub-SCs) convene via
phone conference or in person upon notification at least five days in advance. The Sub-SCs take
decisions with a qualified majority of at least two-thirds, but aim at unanimous decisions. SCBF members
who have provided funding to SCBF have a veto right in order to explicitly block approval in cases where
justifiable reasons may indicate potential reputational risks. In exceptional cases, it is possible to abstain
from voting under the condition that the abstaining member clearly discloses the reasons for the
abstention.
The Secretariat invites three members for the Sub-SC in line with their professional competence. SDC
as main funder participates in every Sub-SC. The Secretariat coordinates the meetings of Sub-SCs and
prepares minutes of the decisions of the Sub-SC. Following the notification of a Sub-SC meeting by the
Secretariat, the members join Sub-SC meetings depending on their availability, interest, and
professional competence provided that they do not face any potential conflict of interest. One of
the Sub-SC members is asked by the Secretariat to do a pre-quality check of the proposal before
submitting the proposal to the other Sub-SC members. In the case that a member endorses a proposal
from a non-member, that member is responsible for the pre-quality check.
In order to avoid any potential conflict of interest, each Sub-SC member has to disclose any financial
and other interests in the proposal assessment form (Annex 7). In the case of a financial interest - e.g.
the member’s organisation or a related organisation (1) has proposed to implement the PU, FS or
FE proposal, (2) is a shareholder of the PFI concerned, etc. - the member is automatically excluded
from decision-making. Applicants shall be available to be dialled into the Sub-SC meeting to provide
information, if needed. Endorsing members shall participate in the Sub-SC and, as long as they do not
have any potential conflict of interest, have a voting right and are allowed to assume the role of the
Monitor. In the case of other non-financial interest, the SC concerned has to decide case-by-case
whether or not a member has to be excluded from decision-making.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 3 of 14
The duties and responsibilities of the Sub-SCs are to:
1)
Discuss and decide on all PU, FS, and FE proposals on a first-come-first-serve basis within three
weeks after the proposal passed the ‘pre-quality check’ (assigned by the Secretariat to a member)
in line with (a) the eligibility criteria for PFIs in chapter 6, (b) the selection criteria in chapter 7,
and (c) the standardised application formats for the PUW in Annex 2, for the FSW in Annex 3, and
for the FEW in Annex 4.
The Sub-SC members review the application along the criteria on the proposal assessment form
(Annex 7), and ensure that the milestones in the Implementation Plan are clearly defined and allow
for a feasible monitoring. Key milestones - if possible linked to specific outreach targets - have to
be defined for the Execution Contract. There should be at least one milestone for each six months.
In case a proposal is approved in principle only, the Sub-SC decides on a case-by-case basis within
how many weeks the applicant has to provide the requested information. If the applicant does not
provide the information within the agreed timeframe, SCBF claims the right to release the blocked
funds for other proposals.
In exceptional cases CVs of local/regional specialists can be submitted retroactively. This applies
notably for local/regional staff, who will be contracted at a later stage. The Sub-SC approves the
terms of references and overall budget. The Grantee is obliged to provide the missing CVs in due
time to the Monitor who shares the document with the Sub-SC members on a non-objection basis.
In the case where the expert rate needs to be adapted based on the CV provided, the overall budget
will be adjusted through the final payment. This has to be stated in the Execution Contract below
‘Special Provisions’.
In cases where the statement of self-interest in the application form reveals an unreasonable
commercial self-interest, the Sub-SC has to involve the Management Committee in the discussion.
The Management Committee provides a recommendation (based on basic guidelines still to be
defined) while the final decision is taken by the Sub-SC.
2)
Monitor progress of the PU and FE that may include a monitoring visit. The Sub-SC delegates the
monitoring function for each PU and FE to one member called Monitor. The Monitor can subdelegate part of his/her monitoring tasks to colleagues of his/her organisation or to third parties.
In the case of FS, SDC assumes the monitoring role as public sector member. Private sector
members may only assume the monitoring role, if explicitly accepted by the member in charge of
the FS.
The Monitor receives the FS on a confidential basis and informs the other two Sub-SC members
and the Secretariat when the FS is completed and whether he/she approves or rejects it. The
Monitor also negotiates with the PFI via the Grantee what part of the FS can be made public on
SCBF’s website and provides this public version to the Secretariat. The Grantee may also approve
the Secretariat to file the confidential version of the FS.
The SCBF reserves the right not to accept a proposal if the Grantee has caused the delay of one or more
on-going interventions. This excludes interventions delayed by regulatory approvals or other factors
outside the control of the Grantee. In such case it is the Grantees responsibility to inform the Monitor and
request an official extension of the intervention within the approved SCBF funding.
The duties and responsibilities of the Monitor are to:
1) Agree with the Grantee on the reporting format (SCBF milestone reports, other reports, emails,
calls), realistic outreach targets and related key milestones.
2) Follow up with the Grantee on its obligations in providing documentation and updates when
milestone reports are due and/or activities are delayed (updated Implementation Plan) and/or other
significant changes occur.
3) Signalise a transparent error culture to the Grantee and provide support for constructive solutions
in case of unexpected significant changes and ensure capture of the corresponding learnings.
4) Inform the Grantee whether extra milestone reports are requested (according to the transparency
guidelines in chapter 5), approve these milestones and file them in SCBF’s electronic archive.
5) Decide whether an extra Sub-SC meeting is required in order to take a decision.
6) Revise and approve milestone reports.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 4 of 14
7)
File milestone reports as well as all other kind of relevant documents regarding monitoring in SCBF’s
electronic archive.
8) Inform the Secretariat by e-mail when the status of PU, FS, or FE changes (especially when an
extension of the duration is approved) to also be reflected in the fact sheet concerned.
9) Provide quarterly status update of PU, FS and FE to the Secretariat, applying the defined traffic
light system.
10) Review and approve achievement of defined targets and ensure specific intervention-related
learnings are reflected in the final report. Review and approve the final report in coordination with
the Secretariat, who is responsible for consistency regarding formal structure.
In order to ensure meaning- and successful monitoring the SCBF encourages on-site visits. The
members are requested to inform the Secretariat in case they (or a member of their organisation) are
able to visit a PFI. The visit has to be planned in close collaboration with the responsible Monitor and
the Secretariat.
2) Chair and Vice-chair
The Chair has the following duties and responsibilities:
1) Guide the General Assembly in effectively meeting its responsibilities.
2) Ensure regular General Assembly meetings take place, chair these meetings, ensure that the
necessary preparations are made and that the members receive timely and appropriate information.
3) Ensure that procedures are duly followed during the consultation and decision-making by the
General Assembly.
4) Lead Management Committee in advising Secretariat in day to day operations.
5) Represent SCBF in public events/meetings.
6) Signature of contracts, accounts and other administrative documents/responsibilities related to
employment of Secretariat, financial transfers and accounts.
7) Support Secretariat and other members in fundraising activities.
8) Lead internal management or operational issues/work streams as necessary.
The Vice-chair represents the Chair in General Assembly meetings and on the Management Committee
in case of absence of the Chair and supports the Chair in effectively discharging all of his/her other
responsibilities.
3) Management Committee
The Secretariat is supervised and receives strategic advice and support from the Management Committee
on the following issues: communication, financial management, legal and tax related issues, reporting
and relationship management with local authorities and partners of the SCBF.
The Management Committee shall consist of three SCBF members. The Chair of the SCBF shall chair
the Management Committee. Furthermore, a representative of SDC will be a permanent member of the
Management Committee. The General Assembly shall elect one additional member for a 1 to 2-years
term. In order to ensure continuity within the Management Committee, it should be tried to only replace
one member at a time. A mixed composition of members of the Management Committee is desirable with
a public member, one private sector member without a direct business interest in the SCBF, and one
private sector member with a direct business interest in the SCBF.
4) Secretariat
The Secretariat has the following duties and responsibilities:
1) Ensure timely and accurate communication between the SCBF and its members, accessibility of
information to members and non-members, and the visibility of the SCBF for external partners.
Inform the members on approved PU, FS and FE proposals on a quarterly basis.
2) Ensure adequate organisation of meetings of the General Assembly, the ‘pro-poor’ Banking and
Insurance Steering Committees and their Sub-SCs, which includes the preparation of the agenda
in close consultation with the members concerned, the preparation of minutes and the follow-up
of the execution of decisions according to the mandate of the Secretariat.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 5 of 14
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
16)
17)
18)
19)
20)
21)
Collect applications (in case of endorsements: pre-checked by endorsers), ensure the timely
execution of the thematic pre-quality check, execute the pre-quality check regarding financial
issues and the coherence between terms of references, Implementation Plan and Budget.
Recommend a fee level for the consultants whereas the final decision is up to the Sub-SC.
Manage a data base of all employed local, regional, and international consultants and support the
Sub-SCs in setting of fee levels in line with SCBF’s financial regulations.
Inform affected parties on the selection criteria, application procedures and reporting requirements
(including preparation of project fact sheets, milestone reports, and final reports). In case of
endorsement only upon request of endorser.
Prepare Execution Contracts with the consultants/competence centres for implementing approved
PU, FS and FE as well as selected outcome studies - in compliance with SCBF’s financial and
procurement regulations.
Follow up the monitoring of the PU, FE and FS for which selected Monitors are responsible for and
ensure monitoring reports are filed in the electronic archive.
Ensure in consultation with the Monitor that the Grantee prepares a four to maximum six-page final
report (PU) in line with the SCBF template. Revise and edit final reports as necessary.
Ensure in consultation with the Monitor that the Grantee prepares a second version of the report in
line with the SCBF template three years after completion (‘final report +3’) to track the time-lagged
results achieved. Revise and edit these reports as necessary.
Ensure mobilisation and effective and efficient allocation of SCBF member’s manpower resources among others - for thematic pre-quality checks of proposals, decision-making of proposals, and
monitoring of the implementation of approved proposals. Keep track of the in-kind contributions of
the members and collect their semi-annual time sheets for controlling their contributed amount of
days.
Maintain an electronic filing system for all support cycle events of PU, FS and FE from application,
decision-making (notably the minutes of the Sub-SC), fact sheets, milestone reports, final reports
and final reports +3 (according to the transparency guidelines in chapter 5). Maintain a proper
hardcopy filing system with adequate security for all Execution Contracts and financial
transactions of the SCBF.
Update and maintain the SCBF website. This includes the further development of the website and
the timely update with all documents for the public and internal domain (refer to the transparency
guidelines in chapter 5) as well as updating the fact sheets for PU, FS and FE when significant
changes occur.
Link interested PFIs with social investors by disseminating their PU milestone reports with the
explicit consent of the former.
Carry out the financial management of the SCBF, including accounting and management of the SCBF
trust fund account over which all financial transactions of the SCBF take place. Issue all financial
transactions upon receipt of a payment request in line with the decisions of the Sub-SCs/signed
Execution Contract.
Prepare financial statements for the annual report and the mid-year financial report.
Organise annual audits of the SCBF trust fund account by an external auditor.
Prepare annual reports of the SCBF for the General Assembly meetings in July of the next year, biannual financial status reports, and all other reporting.
Support to any external reviews of the SCBF.
Coordinate members fundraising activities and support marketing of the SCBF.
Relationship management with the members and partners of the SCBF.
Ensure compliance with all regulatory requirements set by the Federal Department of Foreign Affairs
and Federal Authorities in the Canton of Fribourg.
The Secretariat consists of up to four part time positions, while the Secretary assumes the overall
responsibility for the coordination of the Secretariat.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 6 of 14
5.
GUIDING PRINCIPLES
1)
The SCBF shall comply with international good practices for capacity building (comprising technical
assistance (hereafter referred to as “TA”), training, and coaching) and focuses on innovative
projects.
The SCBF will comply with the following international consensus guidelines for funders,
performance indicators recommended by international platforms, and selected tools of SDC:
 CGAP Good Practice Guidelines for Funders of Microfinance (2 nd edition, October 2006)
 SDC: Accountability for Results. A Manual on Managing Cooperation in Financial Sector
Development (December 2009).
 Mix Market: Financial Performance Indicators and Social Performance System for Social
Performance Indicators (January 2011).
 MicroInsurance Network: Performance Indicators for Microinsurance. A Handbook for
Microinsurance Practitioners (2 nd edition as of October 2010).
 MicroInsurance Network: Protecting the poor: A microinsurance compendium, Volume II, 2012.
2)
Ownership by the PFI shall be ensured by (a) a self-contribution of the PFI and (b) having a senior
manager actively engaged in the PU and assuming responsibility within it.
3)
The ‘value for money’ of the members’ donations shall be maximised by ensuring efficiency in the
delivery of ‘high-quality’ TA services. This includes, among others, the principles of:
 Offering tailor-made TA to mostly relatively mature PFIs to help them overcome specific
institutional limitations to unlock outreach expansion to low-income households, smallholder
farmers and MSMEs. TA shall be provided as required by the PFI and according to its
evolutionary needs. The proposed TA and budget is regarded as ceiling.
 Keeping the TA teams rather small and favouring efficient and rather medium-term deployment
of consultants staying if possible, on-site.
 Involving wherever feasible regional and local consultants instead of international consultants. An
additional objective of the SCBF is thereby to help building local and regional capacities in financial
inclusion.
 Avoiding a direct subsidisation of holding companies providing in-house TA at international
consultancy rates. The SCBF requests full transparency regarding other funding sources to avoid
any ‘double funding’.
4)
Focus on TA which supports innovative banking and insurance services and leads to specific and
measurable results. Sharing results and know-how in order to contribute to the overall industry
building is desirable.
5)
Full transparency is ensured by the following documentation:
(A)
(B)
(C)
(D)
(E)
(F)
(G)
(H)
At the level of PU, FS and FE:
Applications under the PUW, FSW, and FEW in line with the Annexes 2, 3 and 4;
Minutes of Sub-SC meetings;
One-page fact sheet of each approved PU, FS and FE proposal;
Execution Contracts in line with the template in Annex 6;
PU and FE milestone reports;
Accounting records for all SCBF payments to Grantees;
Final reports respectively final reports +3 according to the template and manual in Annex 7;
Selected outcome studies.
(I)
At the SCBF level:
Minutes of the General Assembly meetings;
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 7 of 14
(J) Annual reports;
(K) Accounting records of all donations, inclusion technical expertise in-kind, and overhead
expenses for the Association;
(L) Annual audits of the SCBF trust fund account;
(M) External mid-term review report as of 10/2014 and future review reports.
All reports are filed on SCBF’s electronic archive. The reports under (C), (G), (H), (J) (L) and (M)
shall additionally be posted on the SCBF website (www.scbf.ch), whereas the other documents (A),
(D) and (I) are filed in the section restricted for members. The documents under (B), (E), (F) and (K)
are filed with the Secretariat and accessible for the corresponding Sub-SC members or any member
upon justifiable request.
A file of every approved proposal shall be electronically available. The access to these files shall be
restricted to the Sub-SC concerned. Among others the following documents have to be filed:
 Application for PU, FS, and FE (version submitted to the Sub-SC);
 Approved minutes of the Sub-SC meeting, including the proposal assessment forms from each
Sub-SC member;
 Execution Contract signed by the SCBF and Grantee (including final version of application and
its annexes);
 Payment requests and information on payments;
 Relevant emails/documents regarding decision-making and monitoring;
 Milestone reports (in agreed format).
6.
ELIGIBILITY CRITERIA FOR PARTNER FINANCIAL INSTITUTIONS
The main eligibility criteria for PFIs are:
1)
If SDC funding is involved, the operations concerned shall take place in the countries listed in
Annex 1. Other SCBF members and sponsors are free to co-fund operations also in non-listed
countries.
2)
The PFI makes a meaningful self-contribution according to its financial standing. In addition, it
assumes ‘full’ ownership by appointing a senior manager to coordinate the PU.
3)
Financial and institutional self-sufficiency is reached or the PFI is on a clear path towards it. On a
case-by- case basis, greenfield financial institutions with documented institutional and financial
sustainability targets in their business plans will be considered.
4)
Proven social mission in serving low-income clients, notably women, preferably in rural areas.
As a minimum, the PFI complies with responsible finance practices by signing and respecting the
client protection principles advocated by the Smart Campaign and practising minimum governance
standards (or banks documenting its commitment elsewhere).3
5)
Sufficient potential of the PFI to reach at least 4’000 new clients being low-income households,
smallholder farmers, and MSMEs. The Sub-SC is entitled to adjust this number on a case-by-case
basis and in general for capacity building and institutional strengthening without a direct link to
product up-scaling applied for by members who have already invested in the PFI concerned.
2
2
On average at least 20% of the total costs of the PU, but it can be lower for state-owned institutions and immature
microfinance institutions with low profitability levels and should be higher for commercial banks.
3
The SCBF insists on clear evidence of a proven social mission and the respect of the client protection principles
(notably to avoid clients’ over-indebtedness) so as to minimise potential reputation risks.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 8 of 14
7.
SELECTION CRITERIA
Key selection criteria for PU are:
1)
Maximise outreach to low-income households, smallholder farmers, and MSMEs in rural areas
with particular focus on low-income women - to be measured through outcome measurement
processes.
2)
Innovative financial services and service delivery mechanisms with reduced transaction costs for
both clients and PFI that meet the specific financial needs of low-income households and
particularly low-income women.
Caution is given in promoting loan products with a strong attention to client protection issues,
particularly in competitive financial markets with a high penetration rate of low-income households
where a risk of client over-indebtedness exists. Consumer loan products are excluded.
3)
Innovative insurance and savings services with minimum transaction costs for both clients and
PFIs that help mitigate risks of low-income and vulnerable clients, notably in rural areas.
Caution is given in promoting insurance products which are tied to loans, particularly in competitive
financial markets with a high penetration rate of loans to low-income households.
4)
Training of staff of PFIs and their agents in responsible finance practices vis-à-vis low-income and
illiterate clients. Contributions to an improved financial literacy level of low-income actual and
potential clients are desirable.
5)
Mobilisation and development of local/regional competences and capacities, especially through
hiring of local consultants and staff of local organisations as well as through the preference of
having international consultants spending at least 60% of their expert days in-country.
6)
Contribution to industry building and knowledge sharing.
7)
In view of the inclusive financial sector context the PU represents an innovative solution to financial
inclusion and has an important impact on SCBF’s target groups through selecting PFIs (and their
distributors) with a specific market positioning. Demonstration effects are desirable.
8)
The SCBF prefers the co-funding of medium-term experts compared to short-term experts in
all cases where medium-term experts can achieve capacity building targets more efficiently and
effectively than several short-term experts flying in and out.
Members who have invested equity and/or debt into a new and/or immature financial institution are
entitled to submit one proposal per PFI under the PUW for capacity building and institutional
strengthening without a direct link to product up-scaling. The PU eligibility and selection criteria apply,
but the minimum outreach criterion is waived. Such general capacity building support should serve as a
preparatory step towards a subsequent product up-scaling proposal for the PFI concerned for which the
investing members are entitled to.
FS shall help preparing the groundwork for developing subsequent PU. FE shall be linked to PU
proposals to facilitate the clients’ comprehension of newly offered financial services. For more detailed
information please contact the Secretariat.
8.
PROCUREMENT AND FINANCIAL REGULATIONS
Procurement
The SCBF does not tender projects. The maximum ceiling for any PU, FS, FE and outcome studies is
CHF 150’000. After the application process, the Execution Contracts are directly awarded to the
designated Grantee.
Financial Regulations
In general, the financial regulations shall be based on principles of value for money and performancebased compensation.
During the pre-quality check for the submitted proposal, the Secretariat will check the consultant rates
with regard to following considerations: the level of qualification/experience of the expert (junior, medium
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 9 of 14
or senior expert) and the specific position as well as the level of services which is demanded from this
position/role in the project. The following grid shall provide an indication on how international consultancy
rates are screened:
Role in project
- General coordination and responsibility for
complex mandate (project implementation
mandate)
- Project management tasks for
multidisciplinary team
- Highly challenging review tasks
- Highly qualified experts
Maximum fee scale
per day
CHF 900.-to
CHF 1’300.--
Experience/Role in company
- Owner, partner, recognised expert
- Professor, head planner, head of research
- Head of division, member of board of
directors, highly qualified experts (e.g.
computer expert, legal expert, researcher
etc.)
- >15 years of relevant experience
Senior expert, consultant
- Challenging scientific and technical tasks
(requiring several years of experience)
- Works independently
CHF 700.-to
CHF 900.--
Expert, consultant
- Scientific and technical tasks
- Coordination and management of
administrative/research tasks
- Works independently with little supervision
Up to
CHF 700.--
- Head of group of experts, head of section,
unit or service, experienced
scientist/academic
- Highly qualified experts (e.g. IT, legal
expert, marketing, researcher, business
analyst, etc.)
- 5-15 years of relevant experience.
- Scientific assistant, experts (IT, legal expert,
marketing, research, business analyst etc.)
- <5 years of relevant experience in the
specific field
- University degree (PhD, Msc)
Junior expert, consultant
Scale for regional fees (please contact the Secretariat for more detailed information)
Region/Classification
Junior
Expert
Senior
Asia
USD 50-391
USD 250-525
USD 113-825
Latin America
USD 80-375
USD 245-450
USD 320-560
East Africa
USD 150-315
USD 220-550
USD 415-750
West Africa
USD 150-250
USD 180-320
USD 230-580
Middle East & North Africa: Please contact the Secretariat with terms of references and CV of the expert.
The SCBF standard rates for international, regional and local consultants are guidelines and shall include
all expenses accruing to the Grantee such as social costs, overhead costs, and profit margin. The Grantee
shall provide a justification for specific cases where the actual market rate is significantly above the
guiding standard rates. The consultants are required to officially disclose their current employment status
and current domicile in the application form.
The SCBF aims at fostering local knowledge and capacities. Therefore, the SCBF supports the
deployment of local and regional consultants. The ranges of rates above are only guidelines and may
vary considerably within a region depending on the country. Applicants are strongly encouraged to seek
further information with the Secretariat who will advise on the local and regional standard rates for
consultants before submitting proposals.
The SCBF covers only expert days which are related to activities and not administration. Management
days cannot be added on top. Staff of the PFI cannot be funded through the SCBF nor added below selfcontribution.
Apart from the co-financing of short-term TA, the SCBF may fund the full effective costs in cases where
junior experts are contracted for long-term assignments (up to 2 years) and integrated into the
management structure of the PFI. If the Grantee is a majority shareholder no margin can be added to the
monthly salary of the junior expert.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 10 of 14
The Grantee is requested to describe the shareholder structure and disclose any investments and links
between the PFI and the Grantee/proposed consultants in the application form.
The SCBF can co-finance larger TA-packages of other funders. In these cases, the offer and rates from
the tender submission that have been accepted by the main funder apply. The SCBF may agree on the
monitoring and reporting procedures of the main funder so as to streamline the reporting efforts for the
PFI.
In exceptional cases, individual consultants can be endorsed by SCBF member organisations and
contracted directly via the SCBF. Such exceptions have to be explicitly approved by the Sub-SC during
the Sub-SC meeting and stated in the Sub-SC minutes.
Self-contribution by the PFI
The PFIs shall provide self-contributions of at least 20% of the total costs of the PU. Lower rates may
apply for state-owned financial institutions and immature financial institutions that are not yet profitable as
well as in the MENA region where many donors offer too high levels of subsidies for political reasons. The
Sub-SC may decide on the minimum self-contribution case-by-case. Self-contributions are also expected
from the applicants for FE but less than 20% because FE constitutes largely a public good. Selfcontributions for FS depend on the profitability of the financial institution concerned.
In principle, the SCBF only co-funds the fees of local (also local staff), regional, and international
consultants. However, in the above mentioned exceptional cases, the Sub-SC concerned may decide to
co-fund international economy class flight costs as well. All local costs, such as local transport,
accommodation and per diem of the consultants, plus the travel costs of regional and international
consultants have to be borne by the PFI. If the total local costs plus the regional and international travel
costs are below the amount of the required self-contribution, the PFI shall pay directly part of the
consultant fees up to the minimum requirement.
Per diem and accommodation costs shall be calculated as exactly as possible. Per diem and
accommodation costs cannot exceed the rates of the Swiss government. Receipts for the efforts of
consultants (hours, invoice), flights, other expenses etc. as listed in the Budget need to be provided upon
request of the Secretariat, SDC or the Federal Audit Office of the Swiss Confederation. In cases where
monthly rates are applied they include per diem & accommodation costs.
Additional costs, such as visa fees, airport departure taxes, communication and administrative cost etc.,
are deemed to be included in the consultant’s fee.
The Grantee has to provide evidence of the self-contribution of the PFI, signed by a senior manager of
the PFI. Additionally a senior manager of the PFI has to confirm availability for a structured phone
interview with the SCBF Monitor after completion of the PU or FE. The Monitor conducts these interviews
on a random basis to capture the level of satisfaction with the TA and lessons learnt to be included in the
final report.
The SCBF will conduct spot checks on whether the self-contribution is actually paid for by the PFIs or the
Grantee (from its consultancy margins) or third parties or a combination of these options.
Payments and funds
The SCBF will contract all Grantees according to the Execution Contract template in Annex 6. Generally,
the Secretariat will pay 50% upon signature of the Execution Contract and receipt of the fact sheet, and
the remaining 50% as final payment subject to acceptance of the final report, or in the case of FS, upon
acceptance of the services by the Monitor. However, the Secretariat can adjust the payment schedule on
request of the Grantee to fit better the latter’s cash flow needs. In such cases, intermediary payments are
tied to milestone reports and mentioned in the Execution Contract.
The approved funding for FS contracts is considered as maximum ceiling and a final financial report
(signed by the Grantee) for the SCBF funding has to be provided after completion of the FS. The final
payment is reduced accordingly.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 11 of 14
The Grantee has no right to use SCBF funds for other purposes, unless the Monitor approves so due to
a changed environment that was not predictable beforehand. The Secretariat shall make all financial
transactions in line with the decisions of the Sub-SCs via SCBF’s trust fund account.
Updated account statements are part of the annual report. The accounting year of the SCBF is in line
with the calendar year. An external auditor selected by the General Assembly shall carry out an annual
audit of the SCBF financial management and its trust fund account to be completed by the end of May
of the following year.
9.
MANAGEMENT PROCESS
The following sequential steps apply for the management process:
1)
The Secretariat receives PU proposals from members, Swiss social investors, Swiss competence
centres, other competence centres endorsed by a member according to the application template
in Annex 2. On request, the Secretariat provides explanations on how to apply the template.
Only members and SDC partners can submit FS and FE proposals according to the application
templates in Annex 3 and 4.
2)
A member (most likely the Monitor) and the Secretariat assess the proposal according to the eligibility
and selection criteria in the above chapters 6 and 7. If essential information is missing or the application
is not fully in line with SCBF priorities, the applicant is requested to complement and/or adapt its
application. Information may have to be cross-checked with the PFI concerned. The PFI indicates
whether it is interested in being linked with the Swiss social investors through dissemination of the
PU milestone report.
3)
The Secretariat submits the ‘pre-quality checked’ proposal (signed by the applicant) for decisionmaking to the Sub-SC concerned. Each member of the Sub-SC provides a proposal assessment
form - which includes boxes to tick regarding potential conflict of interest and availability for
monitoring - prior to the Sub-SC and only to the Secretariat and recommends approval, approval in
principle, or rejection of the proposal. In cases, where a PU and a FE are assessed in one Sub-SC
each Sub-SC member can provide one proposal assessment form for both proposals.
4)
The Sub-SC discuss on a conference call whether the proposal is in line with (a) the eligibility
criteria for PFIs in chapter 6, (b) the selection criteria in chapter 7 and whether the terms of
references, the Budget and the Implementation Plan are coherent. The Sub-SC decides whether
SCBF should fund a PU, FE, FS and under what conditions (stated in the minutes). The discussion
within the Sub-SC in anonymous, Sub-SC members shall therefore not communicate specific
statements of other Sub-SC members to SCBF members outside the Sub-SC or to Grantees.
5)
The Secretariat informs the Grantee about the outcome of the Sub-SC as soon as the minutes are
approved by the Sub-SC members. The minutes of the Sub-SC are a SCBF internal document and
shared only with the corresponding Sub-SC members and shall not be forwarded directly to the
Grantee in order to provide feedback on the Sub-SC decision.
6)
If approved, the Secretariat ensures that the Grantee prepares a one-page fact sheet and applies
the procurement regulations in chapter 8. If rejected, the Secretariat informs the applicant about
the decision of the Sub-SC concerned and the rationale for its rejection.
7)
The Monitor agrees on realistic outreach targets and related key milestones with the Grantee and
communicates to the Secretariat. Key milestones are included in the contract.
8)
The Secretariat prepares an Execution Contract according to the template in Annex 6.
9)
Upon signature of the Execution Contract with the Grantee and receipt of the fact sheet, the
Secretariat pays up to 50% as advance payment.
10) The Grantee has to provide PU and FE reports aligned to milestones to the assigned Monitor in the
format agreed with the latter. Milestone reports for FS are required only, if the process takes longer
than five months. The Monitor assumes the responsibility to ensure that milestone reports are
provided by the Grantee in accordance with the agreed Implementation Plan. The Monitor assesses
and approves the milestone reports and shares results with the Secretariat and the Sub-SC
concerned and files the documents in SCBF’s electronic archive.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 12 of 14
11) The Monitor informs the Secretariat in case of significant external and internal changes and
requests ‘extra’ milestone reports from the Grantee when necessary. The Monitor decides whether
a specific situation requests an extra Sub-SC meeting.
12) Upon completion of the PU and FE, the Secretariat requests the Grantee to submit the final report
(including annexes) according to the template and manual in Annex 7 to the Monitor for approval.
In the case of a FS, the Monitor receives the feasibility study from the Grantee on a confidential
basis for approval. On a case-by-case basis the Grantee approves whether the confidential version
of the feasibility study can be filed at the SCBFs external hard disk or only with SDC. The Monitor
and the Secretariat approve the final report (PU and FE) or the feasibility study and inform the
Secretariat accordingly so that the latter can issue the final payment order. Upon receipt of the
payment request and the approval of the final report, the Secretariat transfers the amount approved
by the Monitor.
13) The Secretariat will request the Grantee to complete the excel sheet of the final report three
years upon completion of the PU (final report +3) so as to better capture the outreach and other
results achieved during this period.4 No final report is required for FS. The Grantee is responsible
for collecting the required data from the PFI for each year until three years upon completion of the
PU in for the Grantee to provide the contractually agreed final report +3.
10. REPORTING
Reporting at the SCBF institutional level comprises:
1) Minutes of each General Assembly meeting.
2) Annual reports, financial statements, annual audits.
3) The annual financial statement has to be submitted to the members before the General Assembly
meeting (takes place during the second half of January). The audited financial statement together
with the annual report shall be submitted to the members before the second General Assembly
meeting (takes place during the first half of July).
The annual report shall contain (1) one-page fact sheet, (2) illustrative display of the portfolio
broken down by region, type of financial institutions, type of support related to financial products
and distribution channels, (3) main decisions taken by the members, (4) main events and
challenges faced, (5) an overview of all CB support under all windows in format, differentiated
by status of (i) completed, (ii) under implementation, (iii) suspended, and (iv) approved, but
not yet started, (6) a status on the pledges and actual contributions of the financial and human
resources of each member, and (7) a financial report on the expenses and income, including a
bank statement of SCBF’s trust fund account.
4) Mid-year financial updates shall be submitted to the members by 30th of July.
Reporting at the SCBF operational level comprises:
1) Minutes of each meeting of the General Assembly and the Sub-SCs
The minutes of the Sub-SCs shall state the key technical/thematic issues, necessary changes,
special provisions, name of Monitor, the decisions (if unanimous or not) including the proposal
assessment form where Sub-SC members disclose potential conflict of interest and the
Secretariat provides recommendation on fee levels and other financial issues.
2) Milestone reports
Short milestone reports which inform on the achievement status of the milestones indicated in the
Implementation Plan.5 Milestone reports indicate main bottlenecks and challenges and required
adjustments of the original Implementation Plan as well as a short update on the used/remaining
budget: These milestone reports are mandatory but the format is to be agreed upon between
Monitor and Grantee (milestone reports are required for FS only, if the process takes longer
4
5
This is because of the time lag it takes for the results triggered by the introduction of new products/distribution channels.
The Implementation Plan on Excel is an integral part of the application and becomes - with modifications as requested
by the Sub-SC concerned - an integral part of the Execution Contract.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 13 of 14
than five months). ‘Extra’ milestones are required in case of immature PFIs, bureaucratic
Grantees and when significant external and internal changes occur - including but not limited to delay in regulatory approval of new insurance products, introduction of interest-rate caps,
exchange of consultants, too limited human resources of PFI, etc.
3) Final reports and final reports +3 (PU and FE only)
Four- to maximum six-page final reports for PU and FE according to the template in Annex 7.
(the format for the final report for FE is still to be created).
The final report for PU is due upon completion and the ‘final report +3’ three years after
completion to track the time-lagged results achieved at client, PFI and eventually sector level.
In cases where there are several complementary supports for a PFI, the Monitor can decide to
group the final reporting to one report. Whereas the report of the first project has to be submitted
in order to issue the final payment of the first completed PU or FE. This report can then be
complemented for the following reports.
4) Outcome study
Outcome studies shall be conducted preferably on an annual basis by independent researchers.
The General Assembly decides on the topics for the outcome studies. The Secretariat is
responsible for the contracting and overall implementation.
11. MARKETING AND PUBLIC RELATIONS
All members are committed to ensure a clear and effective presentation of the SCBF message to the
media and the community, ensure a clear and understood strategy for communicating a consistent
message to the media, and avoid any misunderstandings or misquotes.
Each member is entitled to put public documents of the SCBF on its own website and to add
information that are correct and consistent with the latest version of the SCBF Articles of Association
and Operational Policy and Procedures and other relevant decisions of the Sub-SCs and/or to
disseminate such information via electronic or hard copy newsletter.
The SCBF has no official spokesperson, as each member shall handle its media releases and
media enquiries responsibly by its own media unit in fullest compliance with the latest version of the
SCBF Articles of Association & Operational Policy and Procedures and other relevant decisions of
the General Assembly. The Secretariat assists the members in the marketing and public relations of the
SCBF. Each member has to inform the Secretariat as well as the other members on communication,
media releases, etc. in the name of or regarding the SCBF before publishing (ideally not less than 10 days
before publishing). Use of logos from other members and direct quotes from other members are not
allowed, except with prior consent by e-mail.
In the case of potentially critical issues for the SCBF or even a crisis situation, each member according to its own prudent judgement - shall consult with the other members in writing (by e-mail) about
the contents of media releases and responses to media enquiries. If the General Assembly may then
decide to delegate the handling of specific media enquiries to professional media specialists, the
press department of the Swiss Ministry of Foreign Affairs would assume such tasks.
The members can market specific PU, FS and FE as their ‘own’ supports provided that they have
mobilised either the full funding or the full manpower (direct implementation) for implementation.
However, this requires a prior agreement by the Management Committee to ensure that a member
would claim a particular PU, FS or FE as its ‘own’.
All members shall engage in fund raising, public relationship building, and in the marketing of the
SCBF. Grantees and the PFIs are requested to indicate the sponsoring role of the SCBF in all their
relevant documentation and marketing materials that relate to co-funded support by the SCBF.
SCBF Operational Policy and Procedures (as of 1st May 2015)
page 14 of 14
ELIGIBLE COUNTRIES UNDER THE SCBF
as per December 2014
Western
& Southern Africa
Eastern Africa
Asia
Latin America
MENA
SDC priority countries and regions (target: at least 50% of SCBF projects)
Benin
Burkina Faso
Chad
Niger
Mali
Southern Africa:
(Lesotho,
Malawi,
Swaziland,
Zambia,
Zimbabwe)
Mozambique
Tanzania
Great Lakes:
(Burundi,
Eastern Congo,
Rwanda)
Horn of Africa:
(Ethiopia,
Northern Kenya,
Somalia,
South Sudan)
Bangladesh
Mongolia
Nepal
Mekong Region:
(Cambodia,
Laos,
Myanmar*,
Vietnam)
Bolivia
Cuba*
Haiti
Central America:
(Honduras,
Nicaragua)
Palestine &
North Africa:
(Egypt,
Libya,
Morocco,
Tunisia)
Other countries also eligible for the SCBF with SDC funding
Cameroon
Ghana
Ivory Coast
Liberia
Nigeria
Senegal
Sierra Leone
Madagascar
Afghanistan
India
Pakistan
Sri Lanka
El Salvador
Ecuador
Guatemala
Peru
Jordan
Libanon
Syria*
Yemen
* Credit Suisse will not contribute any support, financial or in-kind, to capacity building projects that
involve Cuba, Iran, North Korea, Syria, Sudan and/or Burma/Myanmar. Further countries may be
added to the list as Credit Suisse’s trade and economic sanctions policy changes. Depending on the
nationality and residence of Credit Suisse personnel engaged in the capacity building activities of the
SCBF, further restrictions may apply.
* Zurich will not contribute any support, financial or in-kind, to capacity building projects that
involve Cuba, Iran, North Korea, Syria, Sudan and/or Burma/Myanmar. Further countries may be
added to the list as Zurich’s trade and economic sanctions policy changes. Depending on the
nationality and residence of Zurich personnel engaged in the capacity building activities of the
SCBF, further restrictions may apply.
Swiss Capacity Building Facility
www.scbf.ch
Application for Product Up-scaling Support
Title of Product Up-scaling Support
Country of implementation
Notes on completing the application form:
 When completing the application form, please keep within the given space limits and follow the
questions provided for your guidance. Only fill out white boxes.
 The application form will not be processed further unless the eligibility and selection criteria outlined at the
end of this application and on the SCBF website are satisfied.
 Proposals should be submitted in English. In exeptional cases, applications can be submitted in French
or Spanish – please consult the SCBF Secretariat prior to submission.
 All monetary values are to be indicated in Swiss Franc and larger financial figures in CHF ‘000.
1.
Brief of the proposed Product Up-scaling Support
1.1.
General data
Team Leader (name, function)
Duration of Product Up-scaling Support
Overall cost (see 2.2)
SCBF share (see 2.2)
Own contributions (cash and staff) (see 2.2)
Third party contributions (cash and staff)
(see 2.2)
Further information/comments
1.2. Short description of the Product Up-scaling Support (max. 80 lines – covering the 5 questions below)
1.2.1. What is the substantive aim and the summary outreach targets (consistent with 1.4.1) of the product
up-scaling support?
1.2.2. What are the key milestones, their cut-off dates, and the concrete activity areas of the product upscaling support process (as illustrated in the Implementation Plan under 2.1.)?
1.2.3. What preparatory steps have been taken to date?
1.2.4. What innovations in ‘pro poor’ financial products and/or product delivery mechanisms are planned?
1.2.5. Mention any planned contribution to financial education of low-income clients
1.3.
Development relevance (max. 25 lines – covering the 3 questions below)
1.3.1. Snapshot of financial inclusion vision of the government (documented by financial sector development
blueprints; poverty reduction strategies, socio-economic development plans, etc.) and key strategies.
SCBF | Swiss Capacity Building Facility
[email protected]
2
1.3.2. Indicate financial inclusion nationwide and in operation areas of Partner Financial Institution(s): e.g.
penetration rates for specific financial services; financial depth ratio; bank accounts per households; etc.
1.3.3. Outline the financial inclusion market share of Partner Financial Institution(s) and its capacity in upscaling client-oriented and gender-sensitive financial services (i.e. understanding of client needs,
institutional and financial strength, and corporate governance of putting its social mission into practice).
1.4.
Expected outcome/results (max. 30 lines – covering the 4 questions below)
1.4.1. Indicate targeted increase in outreach (due to the support) by completion of the support and three
years later, differentiated by client groups (i.e. low-income households, smallholders, MSMEs),
gender, and location (rural, urban). Underpin main assumptions for the outreach projections with
arguments.
1.4.2. What amount of equity/debt investments are expected to finance the business growth of the Partner
Financial Institution(s)?
1.4.3. Outline expected strengthened financial inclusion role of the Partner Financial Institution(s) and what
positive demonstrative effects it may have on the financial sector concerned or even beyond?
1.4.4. In what way (e.g. access to formal financial services per se, access to more client-oriented formal
financial services, generation of income and jobs, reduction of livelihood risks, etc.) will the low-income
client groups benefit and how will you measure it (e.g. by client satisfaction surveys)?
2.
Implementation of the Product Up-scaling Support
2.1.
Implementation Plan: Please submit the completed Implementation & Monitoring Plan separately, in
Excel format. [To download the Implementation Plan template click here].
2.2.
Budget: Please submit the completed budget breakdown separately, in Excel format. [To download the
budget breakdown template click here].
2.3.
CVs: Please attach CVs of all consultants proposed in the Implementation Plan and Budget.
2.4.
Terms of References (ToR): Please fill in all white areas of the below table for each consultant proposed
in the Implementation Plan and Budget: name; area(s) of TA (e.g. product development, MIS, etc.); total
days per consultant (thereof the days on-site); main TA/training activity areas plus number of
days per activity area per consultant (add more lines, if needed). Ensure full consistency with the
Implementation Plan and Budget!). [please add tables, if more than 3 consultants (one for each
consultant) and delete tables, if less than 3 consultants]
Name & domicile (city, country) of consultant I:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
4)
Total days/ thereof on-site
Justification of rate:
Rate per day: CHF,
SCBF | Swiss Capacity Building Facility
[email protected]
3
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Name & domicile (city, country) of consultant II:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
4)
Total days/ thereof on-site
Justification of rate:
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Rate per day: CHF,
Name & domicile (city, country) of consultant III:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
4)
Total days/ thereof on-site
Justification of rate:
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Rate per day: CHF,
2.5.
What quality assurance mechanisms will ensure to meet the expected results (max. 10 lines)
2.6.
Please describe what kind of cost-effective measures you have taken to make the requested
Product Up-scaling Support as efficient as possible (max. 10 lines)
3.
Data on Applicant(s) and Partner Financial Institution(s)
3.1.
General data on Applicant (in case of a consortium/working group, the below data must be
entered for each partner by copying the below matrix and indicate the lead agency)
Name of company
Address, incl. website
Contact details
(name, phone, e-mail)
Legal status
Endorsement by SCBF member
Statement of self-interest
SCBF | Swiss Capacity Building Facility
[email protected]
4
3.2.
Partner Financial Institution (in case of more than one, the below data must be entered for each
partner financial institution by copying section 3.2.1 - 3.2.4 below and paste as 3.3.1 - 3.3.6, etc.)
3.2.1. General data
Name of company
Address, incl. website
Contact details
(name, phone, e-mail)
Legal status; year of foundation
Commercial register no.
Type of Financial Institution
Involved partners of Partner
Financial Institution
Shareholder structure
3.2.2. Financial data and workforce (last 3 years and/or projections, as available)
Monetary value in CHF’000
[year -3]
[year -2]
[year -1]
[year 0]
[year +1]
[year +2]
[year +3]
Annual profit/loss
Equity capital
Total assets
Number of personnel
Operational self-sufficiency
Return on Assets
Notes: Audited accounts might be requested at a later stage. Please refer to the CGAP Microfinance
Consensus Guidelines
For Financial Institutions offering ‘pro poor’ banking services [please delete this table, if not applicable]
Monetary value in CHF’000
[year -3]
[year -2]
[year -1]
[year 0]
[year +1]
[year +2]
[year +3]
Total deposits value
No. of depositors*
Ø savings balance/saver
Women depositors (%)
Rural depositors (%)
Gross loan portfolio
No. of active borrowers*
Ø outstanding loan/borrower
Women active borrowers (%)
Rural active borrowers (%)
PAR 30 days
Outreach other services
(e.g. Insurance as agent)
* the number of individuals who currently have an outstanding loan balance/deposit value with the MFI or are primarily
responsible for repaying any portion of the gross loan portfolio.
For Financial Institutions offering ‘pro poor’ insurance services [please delete this table, if not applicable]
Legal License:
☐ Life
☐ Non-Life
Insurance Product offering: please respond for all relevant product groups and fill in the below table
for each product group by starting with the most important product group in terms of number of
clients. Add further tables, if there are more than two relevant product groups.
SCBF | Swiss Capacity Building Facility
[email protected]
5
1) Agriculture (crop, livestock)/Catastrophe (flooding, draught, wind, earthquake)/Life (credit/plus, term)/
Endowment/Funeral/Health/Property [please delete all except the 1st important product group]
Type
☐ Mandatory ☐ Voluntary
Functions involved (e.g. underwriting;
claims management & settlement; policy
administration; sales & marketing, etc.)
Target population (short description)
Specify distribution method(s) (e.g.
Over-the-Counter; Door-to-Door; Mobile
phone; Pre-paid cards; Telemarketing)
Projections
[year 0]
[year +1]
[year +2]
[year +3]
# total targeted low-income clients
a) # of premium holders
b) % of women premium holders
c) # staff trained
2) Agriculture (crop, livestock)/Catastrophe (flooding, draught, wind, earthquake)/Life (credit/plus, term)/
Endowment/Funeral/Health/Property [please delete all except the 2nd most important product group]
Type
☐ Mandatory
☐ Voluntary
Functions involved (e.g. underwriting;
claims management & settlement; policy
administration; sales & marketing, etc.)
Target population (short description)
Specify distribution method(s) (e.g.
Over-the-Counter; Door-to-Door; Mobile
phone; Pre-paid cards; Telemarketing)
Projections
[year 0]
[year +1]
[year +2]
[year +3]
# total targeted low-income clients
a) # of premium holders
b) % of women premium holders
c) # staff trained
3.2.3. Short description of the Partner Financial Institution (max. 20 lines)
Short profile (ownership, financial services offered)
Vision/mission, business strategy and objectives (incl. targets for reaching low-income clients, smallholders,
and micro, small and medium enterprises {MSMEs})
References, like rating reports (please attach)
3.2.4. Compliance with Smart Client Protection Principles or similar guidelines for banks (max. 20 lines)
How does the Financial Institution ensure compliance with the Smart Campaign criteria?
[Please refer to smart campaign principles]
Endorsement of Smart Campaign:
Appropriate product design and delivery:
Prevention of over-indebtedness:
Transparency:
Responsible pricing:
Privacy of client data:
Fair and respectful treatment of clients:
Mechanisms for complaint resolution:
SCBF | Swiss Capacity Building Facility
[email protected]
6
3.2.5. Available social performance measurement data, including information
methodology,
if not available please indicate the results measurement mechanism (max. 10 lines)
about
applied
3.2.6. Key constraints to up-scale financial services massively to low-income clients (max. 15 lines)
with regard to regulatory environment, financial sector environment, corporative constraints etc.
3.3.
Any additional comments (optional) (max. 10 lines)
I hereby affirm that all information provided in this application is complete and correct:
Name/title:
Date: [dd/mm/yyyy]
Organisation:
Signature: [mandatory]
Attachments:
1) Implementation Plan (excel file; refer to 2.1)
2) Budget (excel file; refer to 2.2)
3) CVs of all consultants proposed (one separate Word or pdf file; refer to 2.3)
4) Statement of self-contribution between Applicant and PFI
(including confirmation of self-contribution, availability of senior management to attend a structured phone
interview with the SCBF Monitor upon completion of the intervention)
Please be aware the application form will not be processed further unless
the eligibility and selection criteria outlined below are satisfied
SCBF Eligibility & Selection Criteria
☐
One of the eligible countries for SCBF funding (mandatory when funded through SDC funds)
☐
Meaningful self-contribution of on average at least 20%
(lower rates may apply for state organizations and immature institutions
as well as for FEW and FSW – sub-SC decide case by case on minimum self-contribution)
☐
☐
☐
☐
☐
☐
Involvement of senior management (mandatory)
Financial and institutional self-sufficiency is reached or on clear path towards it (if applicable)
Proven social mission in serving low-income clients, notably women, preferably in rural areas (mandatory)
Compliance with responsible finance practices (Smart Campaign) (mandatory)
Social Performance Measurement System or Rating available (desirable)
Sufficient potential to reach at least 4’000 new clients (low-income households, smallholders and MSMEs) (mandatory)
☐
Innovative financial services/insurance services and service delivery mechanisms with reduced transaction costs for
clients and institution (desirable)
☐
Training of staff of financial institutions (desirable)
☐
Mobilization and development of local/regional competences through hiring of local consultants and by having
international consultants spending at least 60% of their expert days in-country (desirable)
☐
☐
Contribution to industry building and knowledge sharing (desirable)
Focus on rather small TA teams and favouring medium-term specialists (desirable)
SCBF | Swiss Capacity Building Facility
[email protected]
Application for Feasibility Study
Title of Feasibility Study
Country of implementation
Notes on completing the application form:
 When completing the application form, please keep within the given space limits and follow the
questions provided for your guidance. Only fill out white boxes.
 The application form will not be processed further unless the eligibility and selection criteria outlined at the
end of this application and on the SCBF website are satisfied.
 Proposals should be submitted in English. In exeptional cases, applications can be submitted in French or
Spanish - please consult the SCBF administrator prior to submission.
 All monetary values are to be indicated in Swiss Franc and larger financial figures in CHF ‘000.
1.
Brief of the proposed Feasibility Study
1.1.
General data
Team Leader (name, function)
Duration of Feasibility Study
Overall cost (see 2.2)
SCBF share (see 2.2)
Own contributions (cash and staff) (see 2.2)
Third party contributions (cash and staff)
(see 2.2)
Further information/comments
1.2.
Short description of the Feasibility Study (max. 60 lines – covering the 4 questions below)
1.2.1. What is the substantive aim of the feasibility study? Which key questions should be answered that you
would consider the feasibility study as a success?
1.2.2. What are the key milestones, their cut-off dates, and the concrete activity areas of the feasibility
study implementation process (as illustrated in the Implementation Plan under 3.1.)?
1.2.3. What preparatory steps have been taken to date?
1.2.4. In the case of institutional transformation, please describe the steps of transformation and the status
to be achieved.
1.3.
Development relevance (max. 20 lines – covering the 2 questions below)
1.3.1. Outline the financial inclusion market share of Partner Financial Institution(s) and its capacity in upscaling client-oriented and gender-sensitive financial products (i.e. understanding of client needs,
institutional and financial strength, and corporate governance of putting its social mission into practice).
SCBF | Swiss Capacity Building Facility
[email protected]
2
1.3.2. What innovations in ‘pro poor’ financial products and/or product delivery mechanisms are intended to
be developed?
1.4.
Expected outcome/results (max. 20 lines – covering the 2 questions below)
1.4.1. Indicate targeted increase in outreach (as analysed by feasibility study) differentiated by client groups
(i.e. low-income households, smallholders, MSMEs), gender, and location (rural, urban).
1.4.2. In case of a positive outcome of the feasibility study, what are the next steps envisaged?
2.
Implementation of the Feasibility Study
2.1.
Implementation Plan: Please submit the completed Implementation & Monitoring Plan separately, in
Excel format. [To download the Implementation Plan template click here].
2.2.
Budget: Please submit the completed budget breakdown separately, in Excel format. [To download the
Budget template click here].
2.3.
CVs: Please attach CVs of all consultants proposed in the Implementation Plan and Budget.
2.4.
Terms of References (ToR): Please fill in all white areas of the below table for each consultant
proposed in the Implementation Plan and Budget: name; area(s) of TA (e.g. product development, MIS,
etc.); total days per consultant (thereof the days on-site); main TA/training activity areas plus no.
of days per activity area per consultant (add more lines, if needed). Ensure full consistency with the
Implementation Plan! [please add tables, if more than 3 consultants (one for each consultant) and
delete tables, if less than 3 consultants]
Name & domicile (city, country) of consultant I:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
4)
Total days/ thereof on-site
Justification of rate:
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Rate per day: CHF,
Name & domicile (city, country) of consultant II:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
SCBF | Swiss Capacity Building Facility
[email protected]
3
4)
Total days/ thereof on-site
Justification of rate:
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Rate per day: CHF,
Name & domicile (city, country) of consultant III:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
4)
Total days/ thereof on-site
Justification of rate:
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Rate per day: CHF,
2.5.
What quality assurance mechanisms will ensure to meet the expected results (max. 10 lines)
2.6.
Please describe what kind of cost-effective measures you have taken to make the requested
Feasibility Study as efficient as possible (max. 10 lines)
3.
Data on Applicant(s) and Partner Financial Institution(s)
3.1.
General data on Applicant (in case of a consortium/working group, the below data must be
entered for each partner by copying the below matrix and indicate the lead agency)
Name of company
Address, incl. website
Contact details
(name, phone, e-mail)
Legal status
Endorsement by SCBF member
Statement of self-interest
3.2.
Partner Financial Institution (in case of more than one, the below data must be entered for each
partner financial institution by copying section 3.2.1 - 3.2.4 below and paste as 3.3.1 - 3.3.4 etc.)
3.2.1. General data
Name of company
Address, incl. website
Contact details
(name, phone, e-mail)
Legal status; year of foundation
Commercial register no.
Type of Financial Institution
Involved partners of Partner
Financial Institution
SCBF | Swiss Capacity Building Facility
[email protected]
4
Shareholder structure
3.2.2. Financial data and workforce (last 3 years and/or projections, as available)
Monetary value in CHF’000
Annual profit/loss
[year -3]
[year -2]
[year -1]
[year 0]
[year +1]
[year +2]
[year +3]
Equity capital
Total assets
Number of personnel
Operational self-sufficiency
Return on Assets
Notes: Audited accounts might be requested at a later stage. Please refer to the CGAP Microfinance
Consensus Guidelines
For Financial Institutions offering ‘pro poor’ banking services [please delete this table, if not applicable]
Monetary value in CHF’000
[year -3]
[year -2]
[year -1]
[year 0]
[year +1]
[year +2]
[year +3]
Total deposits value
No. of depositors*
Ø savings balance/saver
Women depositors (%)
Rural depositors (%)
Gross loan portfolio
No. of active borrowers*
Ø outstanding loan/borrower
Women active borrowers (%)
Rural active borrowers (%)
PAR 30 days
Outreach other services
(e.g. Insurance as agent)
* the number of individuals who currently have an outstanding loan balance/deposit value with the MFI or are primarily
responsible for repaying any portion of the gross loan portfolio.
For Financial Institutions offering ‘pro poor’ insurance services [please delete this table, if not applicable]
Legal License:
☐ Life
☐ Non-Life
Insurance Product offering: please respond for all relevant product groups and fill in the below table
for each product group by starting with the most important product group in terms of number of
clients. Add further tables, if there are more than two relevant product groups.
1) Agriculture (crop, livestock)/Catastrophe (flooding, draught, wind, earthquake)/Life (credit/plus, term)/
Endowment/Funeral/Health/Property [please delete all except the 1st important product group]
Type
☐ Mandatory ☐ Voluntary
Functions involved (e.g. underwriting;
claims management & settlement; policy
administration; sales & marketing, etc.)
Target population (short description)
Specify distribution method(s) (e.g.
Over-the-Counter; Door-to-Door; Mobile
phone; Pre-paid cards; Telemarketing)
Projections
[year 0]
[year +1]
[year +2]
[year +3]
# total targeted low-income clients
SCBF | Swiss Capacity Building Facility
[email protected]
5
a) # of premium holders
b) % of women premium holders
c) # staff trained
2) Agriculture (crop, livestock)/Catastrophe (flooding, draught, wind, earthquake)/Life (credit/plus, term)/
Endowment/Funeral/Health/Property [please delete all except the 2nd most important product group]
☐ Mandatory
Type
☐ Voluntary
Functions involved (e.g. underwriting;
claims management & settlement; policy
administration; sales & marketing, etc.)
Target population (short description)
Specify distribution method(s) (e.g.
Over-the-Counter; Door-to-Door; Mobile
phone; Pre-paid cards; Telemarketing)
Projections
[year 0]
[year +1]
[year +2]
[year +3]
# total targeted low-income clients
a) # of premium holders
b) % of women premium holders
c) # staff trained
3.2.3. Short description of the Partner Financial Institution (max. 20 lines)
Short profile (ownership, financial services offered)
Vision/mission, business strategy and objectives (incl. targets for reaching low-income clients, smallholders,
and micro, small and medium enterprises {MSMEs})
References, like rating reports (please attach)
3.2.4. Key constraints to up-scale financial services massively to low-income clients (max. 15 lines)
with regard to regulatory environment, financial sector environment, corporative constraints etc.
3.3.
Any additional comments (optional) (max. 10 lines)
I hereby affirm that all information provided in this application is complete and correct:
Name/title:
Date: [dd/mm/yyyy]
Organisation:
Signature: [mandatory]
Attachments:
1) Implementation Plan (excel file; refer to 2.1)
2) Budget (excel file; refer to 2.2)
3) CVs of all consultants proposed (one separate Word or pdf file; refer to 2.3)
4) Statement of self-contribution between Applicant and PFI
(including confirmation of self-contribution, availability of senior management to attend a structured phone
interview with the SCBF Monitor upon completion of the intervention)
SCBF | Swiss Capacity Building Facility
[email protected]
6
Please be aware the application form will not be processed further unless
the eligibility and selection criteria outlined below are satisfied
SCBF Eligibility & Selection Criteria
☐
One of the eligible countries for SCBF funding (mandatory when funded through SDC funds)
☐
Meaningful self-contribution of on average at least 20%
(lower rates may apply for state organizations and immature institutions
as well as for FEW and FSW – sub-SC decide case by case on minimum self-contribution)
☐
☐
☐
☐
☐
☐
Involvement of senior management (mandatory)
Financial and institutional self-sufficiency is reached or on clear path towards it (if applicable)
Proven social mission in serving low-income clients, notably women, preferably in rural areas (mandatory)
Compliance with responsible finance practices (Smart Campaign) (mandatory)
Social Performance Measurement System or Rating available (desirable)
Sufficient potential to reach at least 4’000 new clients (low-income households, smallholders and MSMEs) (mandatory)
☐
Innovative financial services/insurance services and service delivery mechanisms with reduced transaction costs for
clients and institution (desirable)
☐
Training of staff of financial institutions (desirable)
☐
Mobilization and development of local/regional competences through hiring of local consultants and by having
international consultants spending at least 60% of their expert days in-country (desirable)
☐
☐
Contribution to industry building and knowledge sharing (desirable)
Focus on rather small TA teams and favouring medium-term specialists (desirable)
SCBF | Swiss Capacity Building Facility
[email protected]
Application for Financial Education Campaign
Linked to Product Up-scaling
# 201X-XX: title (or product up-scaling carried out directly by SCBF member)
Country of implementation
Notes on completing the application form:
 When completing the application form, please keep within the given space limits and answer precisely
to the questions below. Only fill out white boxes.
 The application form will not be processed further unless the eligibility and selection criteria outlined at the
end of this application and on the SCBF website are satisfied.
 Proposals should be submitted in English. In exeptional cases, applications can be submitted in French
or Spanish - please consult the SCBF Administrator prior to submission.
 All monetary values are to be indicated in Swiss Franc and larger financial figures in CHF ‘000.
1.
Brief of the proposed Financial Education Campaign
1.1.
General data
Team Leader (name, function)
Duration of Fin. Education Campaign
Overall cost (see 2.2)
SCBF share (see 2.2)
Own contribution (cash and staff) (see 2.2)
Third party contributions (cash and staff)
(see 2.2)
Further information/comments
1.2.
Short description of financial education campaign (max. 60 lines – covering the 4 questions below)
1.2.1. What is the substantive aim and the outreach targets of the financial education campaign?
1.2.2. What are the key milestones, their corresponding cut-off dates, and the concrete activity areas of the
financial education campaign process (as illustrated in the Implementation Plan under 2.1.)?
1.2.3. What are the key implementation approaches (e.g. conduct of village-level financial education
workshops by local service providers upon training of local trainers; coaching of field staff of Partrner
Financial Institution(s) in client training, etc.)?
1.2.4. What preparatory steps have been taken beforehand?
1.3.
Expected outcome/results (max. 30 lines – please ensure to cover all topics mentioned below)
1.3.1. Indicate targeted increase in outreach due to the financial education campaign by its end and three
years later, differentiated by gender, and location (rural, urban). Underpin main assumptions for the
outreach projections with arguments.
1.3.2. Outline expected better use of the new financial products by the low-income clients, notably
female clients, and how this impacts on their livelihood and income generating capacity? How will
the latter be measured (e.g. client survey)?
SCBF | Swiss Capacity Building Facility
[email protected]
2
1.3.3. What innovations in financial education will be pioneered by the financial education campaign (e.g.
developing new or adapting existing financial education modules; etc.)?
2.
Implementation of the Financial Education Campaign
2.1.
Implementation Plan: Please submit the completed Implementation & Monitoring Plan separately, in
Excel format. [To download the Implementation Plan template click here].
2.2.
Budget: Please submit the completed budget breakdown separately, in Excel format. [To download the
Budget template click here].
2.3.
CVs: Please attach CVs of all consultants proposed in the Implementation Plan and Budget.
2.4.
Terms of References (ToR): Please fill in all white areas of the below table for each consultant
proposed in the Implementation Plan and Budget: name; area(s) of TA (e.g. product development,
MIS, etc.); total days per consultant (thereof the days on-site); main TA/training activity areas
plus no. of days per activity area per consultant (add more lines, if needed). Ensure full consistency
with the Implementation Plan! [please add tables, if more than 3 consultants (one for each
consultant) and delete tables, if less than 3 consultants]
Name & domicile (city, country) of consultant I:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
4)
Total days/ thereof on-site
Justification of rate:
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Rate per day: CHF,
Name & domicile (city, country) of consultant II:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
4)
Total days/ thereof on-site
Justification of rate:
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Rate per day: CHF,
Name & domicile (city, country) of consultant III:
Employment status:
Total number of days:
thereof on-site:
Area(s) of TA:
SCBF | Swiss Capacity Building Facility
[email protected]
3
Main TA/training activity area:
1)
Total days/ thereof on-site
2)
Total days/ thereof on-site
3)
Total days/ thereof on-site
4)
Total days/ thereof on-site
Justification of rate:
[optional – what kind of expenses included, if higher or lower than market rates pls. specify reason, etc.]
Rate per day: CHF,
2.5.
What quality assurance mechanisms will ensure to meet the expected results (max. 10 lines)
2.6.
Please describe what kind of cost-effective measures you have taken to make the requested
Financial Education Campaign as efficient as possible (max. 10 lines)
3.
Data on Applicant(s) and Partner Financial Institution(s)
3.1.
General data on Applicant (in case of a consortium/working group, the below data must be
entered for each applicant by copying the below matrix and indicate the lead agency)
Name of company
Address, incl. website
Contact details
(name, phone, e-mail)
Legal status
Endorsement by SCBF member
Statement of self-interest
3.2.
Partner Financial Institution (In case of more than one, the below data must be entered for each
partner financial institution by copying section 3.2.1 - 3.2.4 below and paste as 3.3.1 - 3.3.4, etc.)
3.2.1. General data
Name of company
Address, incl.website
Contact details
(name, phone, e-mail)
Legal status; year of foundation
Type of Financial Institution
Involved partners of Partner
Financial Institution
Shareholder structure
3.2.2. Financial data and workforce (last 3 years and/or projections, as available)
Monetary value in CHF’000
[year -3]
[year -2]
[year -1]
[year 0]
[year +1]
[year +2]
[year +3]
Annual profit/loss
Equity capital
Total assets
Number of personnel
Operational self-sufficiency
SCBF | Swiss Capacity Building Facility
[email protected]
4
Return on Assets
Notes: Audited accounts might be requested at a later stage. Please refer to the CGAP Microfinance
Consensus Guidelines
For Financial Institutions offering ‘pro poor’ banking services [please delete this table, if not applicable]
Monetary value in CHF’000
[year -3]
[year -2]
[year -1]
[year 0]
[year +1]
[year +2]
[year +3]
Outreach Savings
Ø savings balance/saver
Women depositors (%)
Rural depositors (%)
Outreach credit
Ø outstanding loan/borrower
Women borrowers (%)
Rural borrowers (%)
PAR 30 days
Outreach other services
(e.g. Insurance as agent)
For Financial Institutions offering ‘pro poor’ banking services [please delete this table, if not applicable]
Monetary value in CHF’000
[year -3]
[year -2]
[year -1]
[year 0]
[year +1]
[year +2]
[year +3]
Total deposits value
No. of depositors*
Ø savings balance/saver
Women depositors (%)
Rural depositors (%)
Gross loan portfolio
No. of active borrowers*
Ø outstanding loan/borrower
Women active borrowers (%)
Rural active borrowers (%)
PAR 30 days
Outreach other services
(e.g. Insurance as agent)
* the number of individuals who currently have an outstanding loan balance/deposit value with the MFI or are primarily
responsible for repaying any portion of the gross loan portfolio.
For Financial Institutions offering ‘pro poor’ insurance services [please delete this table, if not applicable]
Legal License:
☐ Life
☐ Non-Life
Insurance Product offering: please respond for all relevant product groups and fill in the below table for
each product group by starting with the most important product group in terms of number of clients.
Add further tables, if there are more than two relevant product groups.
1) Agriculture (crop, livestock)/Catastrophe (flooding, draught, wind, earthquake)/Life (credit/plus, term)/
Endowment/Funeral/Health/Property [please delete all except the 1st important product group]
Type
☐ Mandatory ☐ Voluntary
Functions involved (e.g. underwriting;
claims management & settlement; policy
administration; sales & marketing, etc.)
SCBF | Swiss Capacity Building Facility
[email protected]
5
Target population (short description)
Specify distribution method(s) (e.g.
Over-the-Counter; Door-to-Door; Mobile
phone; Pre-paid cards; Telemarketing)
Projections
[year 0]
[year +1]
[year +2]
[year +3]
# total targeted low-income clients
a) # of premium holders
b) % of women premium holders
c) # staff trained
2) Agriculture (crop, livestock)/Catastrophe (flooding, draught, wind, earthquake)/Life (credit/plus, term)/
Endowment/Funeral/Health/Property [please delete all except the 2nd most important product group]
Type
☐ Mandatory
☐ Voluntary
Functions involved (e.g. underwriting;
claims management & settlement; policy
administration; sales & marketing, etc.)
Target population (short description)
Specify distribution method(s) (e.g.
Over-the-Counter; Door-to-Door; Mobile
phone; Pre-paid cards; Telemarketing)
Projections
[year 0]
[year +1]
[year +2]
[year +3]
# total targeted low-income clients
a) # of premium holders
b) % of women premium holders
c) # staff trained
3.2.3. Synopsis of SCBF (or the member’s direct) product up-scaling support to Partner Financial
Institution (max. 15 lines)
Aim and outreach targets of SCBF’s (or the member’s direct) product up-scaling support
Aim:
Outreach targets:
Key milestones of SCBF’s (or the member’s direct) product up-scaling support with cut-off dates
1)
2)
3)
4)
5)
by [dd/mm/yy]:
by [dd/mm/yy]:
by [dd/mm/yy]:
by [dd/mm/yy]:
by [dd/mm/yy]:
3.2.4. Key characteristics of existing & targeted clients of Partner Financial Institution (max. 15 lines –
covering the 2 questions)
What are the key socio-economic characteristics of the existing and targeted clients?
What is the level of financial education of the existing and targeted clients?
3.2.5. Key demand constraints to up-scale financial services massively to low-income clients in terms
of their understanding of (new) financial products concerned (max. 10 lines)
SCBF | Swiss Capacity Building Facility
[email protected]
6
3.3.
Any additional comments (optional) (max. 10 lines)
I hereby affirm that all information provided in this application is complete and correct:
Name/title:
Date: [dd/mm/yyyy]
Organisation:
Signature: [mandatory]
Attachments:
1) Implementation Plan (excel file; refer to 2.1)
2) Budget (excel file; refer to 2.2)
3) CVs of all consultants proposed (one separate Word or pdf file; refer to 2.3)
4) Statement of self-contribution between Applicant and PFI
(including confirmation of self-contribution, availability of senior management to attend a structured phone
interview with the SCBF Monitor upon completion of the intervention)
Please be aware the application form will not be processed further unless
the eligibility and selection criteria outlined below are satisfied
SCBF Eligibility & Selection Criteria
☐
One of the eligible countries for SCBF funding (mandatory when funded through SDC funds)
☐
Meaningful self-contribution of on average at least 20%
(lower rates may apply for state organizations and immature institutions
as well as for FEW and FSW – sub-SC decide case by case on minimum self-contribution)
☐
☐
☐
☐
☐
☐
Involvement of senior management (mandatory)
Financial and institutional self-sufficiency is reached or on clear path towards it (if applicable)
Proven social mission in serving low-income clients, notably women, preferably in rural areas (mandatory)
Compliance with responsible finance practices (Smart Campaign) (mandatory)
Social Performance Measurement System or Rating available (desirable)
Sufficient potential to reach at least 4’000 new clients (low-income households, smallholders and MSMEs) (mandatory)
☐
Innovative financial services/insurance services and service delivery mechanisms with reduced transaction costs for
clients and institution (desirable)
☐
Training of staff of financial institutions (desirable)
☐
Mobilization and development of local/regional competences through hiring of local consultants and by having
international consultants spending at least 60% of their expert days in-country (desirable)
☐
☐
Contribution to industry building and knowledge sharing (desirable)
Focus on rather small TA teams and favouring medium-term specialists (desirable)
SCBF | Swiss Capacity Building Facility
[email protected]
Assessment Form for Sub-SC Meeting
SCBF Steering Committee members who are selected to participate in a Sub-SC are requested to fill in this
form and to send it to the SCBF Secretariat prior to the Sub-SC meeting. Formal decisions will be taken after
discussion in the Sub-SC only.
Window
☐ PUW
☐ FSW (earmarked for members and SDC partners only)
☐ FEW (earmarked for members and SDC partners only)
Title
Country
TA provider
Financial Institution
Name of Sub-SC participant
Conflict of interest
(please check )
Do you or your organization have any potential conflict
of interest regarding this application?
☐ No ☐ Yes
Monitoring
(please check )
Are you or a member of your organization willing to do the
monitoring of this intervention?
☐ No ☐ Yes
Based on a thorough review of the provided project application file, I will recommend the following during the
upcoming Sub-SC meeting:
☐ Approve
☐ Approve in principle
☐ Reject
Please be aware of the following selection and eligibility criteria when revising the proposal:
One of the eligible countries for SCBF funding (mandatory when funded through SDC funds)
Meaningful self-contribution of on average at least 20% (lower rates may apply for state organizations and immature institutions)
as well as for FEW and FSW – sub-SC decide case by case on minimum self-contribution)
Involvement of senior management (mandatory)
Financial and institutional self-sufficiency is reached or on clear path towards it (if applicable)
Proven social mission in serving low-income clients, notably women, preferably in rural areas (mandatory)
Compliance with responsible finance practices (Smart Campaign) (mandatory)
Social Performance Measurement System or Rating available (desirable)
Sufficient potential to reach at least 4’000 new clients (low-income households, smallholders and MSMEs) (mandatory)
Innovative financial services and service delivery mechanisms with reduced transaction costs for clients and institution (desirable)
Innovative insurance and savings services with minimum transaction costs for clients and institution (desirable)
Training of staff of financial institutions (desirable)
Mobilization and development of local/regional competences through hiring of local consultants and by having international consultants
spending at least 60% of their expert days in-country (desirable)
Focus on rather small TA teams and favouring medium-term specialists (desirable)
Contribution to industry building and knowledge sharing (desirable)
Execution Contract
(Lump sum contract)
Dated dd.mm.yyyy
Between
Swiss Capacity Building Facility
Route de la Fonderie 6
CH-1700 Fribourg
(“SCBF”)
and
xxxx
xxxx
xxxx
(“Grantee”)
endorsed by
xxxx
xxxx
xxxx
Contract
SCBF 201x-xx [PUW] or SCBF FSW-XX or SCBF FEW-XX
Short Title
Partner Financial Institution
Country / Region
Duration
mm.yyyy until mm.yyyy
Date of Sub-Steering Committee Approval
dd.mm.yyyy
Approved SCBF Contribution
CHF xxx’xxx
SCBF Monitor
SCBF | Swiss Capacity Building Facility
Route de la Fonderie 6, 1700 Fribourg – Switzerland
[email protected]
2
1. General Provisions
I.
Contract Language
This contract is prepared in the English language as the “Contract Language”. All direct
correspondence between the parties to this contract and the milestone reports and final
reports shall be prepared in English. If requested by the SCBF for monitoring and audit
purposes, additional reports, studies, technical data, certificates and documents pertaining
to the Product Up-Scaling Support/Feasibility Study/Financial Education Campaign shall be
acceptable also in French, Spanish or German.
II.
Governing Law
This contract shall be governed by the law of Switzerland.
III.
Assignment
Neither party shall have the right to assign or transfer any rights or obligations arising from
this contract in full or in part without the prior consent of the other party in writing.
IV.
Modifications and Amendments
Should circumstances arise that require modifications of or amendments to this contract,
these shall be agreed upon by the parties in writing.
V.
Entry into Force
This contract enters into force upon signing by both parties.
VI.
Postponement of Starting Date and Delays in Implementation
In case of postponement of the starting date, the end date will be moved accordingly,
ensuring that the overall duration remains unchanged. This contract covers the period
mentioned under “Duration” and remains valid until all parties have complied with their
obligations. The Grantee is required to inform the SCBF Monitor as soon as possible in case
of significant changes and delays.
VII.
Partial Invalidity
The invalidity of any provision of this contract shall not affect the validity of the remaining
provisions. Any gap resulting in consequence shall be filled by a provision consistent with
the purpose of this contract with the written consent of both parties.
2. Parts of this Contract
The Proposal as approved by the Sub-Steering Committee, incl. Budget and Implementation Plan
(annex 1), as well as the SCBF Final Reporting Template (annex 2) shall form, be read and
construed as integral parts of this contract.
SCBF’s grant support is subject to the compliance of the Partner Financial Institution/s with the
performance targets (including outreach and social performance as stipulated in the annex 1)
and best efforts in adhering to client protection as outlined in paragraph 3.V below. The Grantee
is obliged to ensure the above-mentioned compliance of the Partner Financial Institution/s to
the best of its ability.
3. Obligations of the Grantee
I.
Milestone Reporting to the SCBF Monitor [PUW/FEW, delete if not applicable]
The Grantee shall submit to the SCBF Monitor short milestone reports that inform on (i)
the status of achieving the milestones as indicated in the Implementation Plan (annex 1),
(ii) the main bottlenecks and challenges faced, and (iii) the required adjustments of the
original Implementation Plan. The SCBF Monitor determines the frequency of the
milestone reports in consultation with the Grantee.
SCBF | Swiss Capacity Building Facility
Route de la Fonderie 6, 1700 Fribourg – Switzerland
[email protected]
3
[FSW, delete if not applicable]
Milestone reports for the Feasibility Study are required only, if the process takes longer
than five (5) months. The Grantee shall provide the complete Feasibility Study to the SCBF
Monitor for approval together with a version for the public, which will be available on the
SCBF website. The SCBF Monitor shall treat the complete Feasibility Study as confidential
document not to be shared within and outside the SCBF.
II.
Final Report According to the SCBF Final Reporting Templates [only PUW & FEW, delete if
not applicable]
Within thirty (30) days upon completion of the Product Up-Scaling Support/Financial
Education Campaign, the Grantee shall submit a four- to maximum six-page final report in
line with the SCBF Final Reporting Templates (annex 1 and available on the SCBF website)
to the SCBF Monitor. The Grantee ensures that all information provided in the final report
is correct.
[PUW only, delete if not applicable] An updated version of the Excel file of the SCBF Final
Reporting Templates must be provided three (3) years after completion to track the timelagged results achieved at client, partner financial institution and eventually sector level
upon request of the SCBF.
III.
Collection of Outreach Data [only PUW, delete if not applicable]
The Grantee ensures for the period during and up to three (3) years after acceptance of
the final report, that selected data on outreach (as stipulated in the Excel file of the SCBF
Final Reporting Templates)and other data, if specified by the SCBF Monitor, are collected
by the Partner Financial Institution/s and, on request submitted to the SCBF. Outreach
data should be product and gender-specific and differentiated between rural/urban, as far
as feasible.
IV.
SCBF Monitor & key milestones
The Sub-Steering Committee has
a) appointed XXX as SCBF Monitor
b) defined the following key milestones according to which the Grantee is required to
report to the SCBF Monitor:
No.
Title/Description
1
[title or short description of milestone]
2
3
[mm.yyyy]
[mm.yyyy]
[title or short description of milestone]
[title or short description of milestone]
Final Report
x
x+3
years
V.
Date
[mm.yyyy]
[requested format]
(e.g. SCBF format, other format, email, call)
[within 30 days
upon
completion of
intervention]
[3 years after
completion of
intervention]
Final Report +3
[requested format]
[requested format]
SCBF Final Reporting
Templates (annex 2 or
available on SCBF website)
Excel File of the SCBF Final
Reporting Templates
Responsibility for Achievement of Objectives and Performance Targets
The Grantee ensures to the best of its ability the achievement of agreed objectives and
performance targets within the budget and time approved by the SCBF. In case of nonachievement of objectives and performance targets within the agreed period, subject to
the Force Majeure provisions in clause 10.III, the Grantee is requested without additional
funding from the SCBF to expand the duration period and its services for up to four (4)
months to deliver its contractual inputs in an effective and efficient manner to obtain the
outputs and outcomes defined in the proposal. If this is not possible for good cause, which
has to be approved by the SCBF Monitor, the Grantee is required to reimburse the
unutilised funds to the SCBF.
SCBF | Swiss Capacity Building Facility
Route de la Fonderie 6, 1700 Fribourg – Switzerland
[email protected]
Format requested by SCBF Monitor
4
VI.
Client Protection
The Grantee shall request the Partner Financial Institution/s in all direct agreements to
comply with the client protection principles of the Smart Campaign - or similar relevant
client protection guidelines for banks - and strongly encourage its/their management and
staff to apply them in a pragmatic and feasible manner.
VII.
Grantee Staff
The Grantee shall assign the staff designated in the annex 1 for the performance of the
services. Any change in the designated staff requires the approval of the SCBF Monitor.
If the Grantee must withdraw or replace any staff during the duration of the support, the
costs thus accrued shall be borne by the Grantee.
On request of the SCBF Secretariat, the Grantee shall provide verification on the actual
provision of consultancy services (mainly in terms of time sheets of the specialists
financed).
VIII.
Visa and Travel Arrangements
Under this contract, the Grantee shall be responsible for making all travel arrangements
(including purchase of tickets) and obtaining all necessary visas.
4. Confidentiality
All parties hereby acknowledge and agree that all relevant documents, budget-plans, reporting
and other information received from the other party will be treated with strict confidentiality
and may not be made accessible to any third party outside the SCBF and unrelated to the
Product Up-Scaling Support/Feasibility Study/Financial Education Campaign without written
permission of the disclosing party, unless such disclosure is required by applicable law.
5. Remuneration, Terms and Method of Payment
I.
Remuneration
For the services to be rendered by the Grantee under this contract the SCBF shall pay the
sum of up to CHF xxx’xxx (“Contract Value”). A detailed cost breakdown is given in the
annex 1.
II.
Terms of Payment
The Grantee’s remuneration shall be paid against presentation of the respective invoices
as stated below. The Grantee’s invoices shall be addressed to the SCBF Secretariat.
CHF xx’xxx (max. 50%)
advance payment, payable upon signature of contract and
against presentation of the SCBF fact sheet.
CHF xx’xxx
intermediary payment, payable upon submission and
approval of milestone X.
CHF xx’xxx
intermediary payment, payable upon submission and
approval of milestone X.
Up to CHF xx’xxx (min. 20%) as a final payment upon termination of the services, the
submission of the final report (incl. verification of
consultancy services provided) and the acceptance thereof
by the SCBF. The SCBF may partially or fully suspend the
payment of the final payment, if the Product Up-Scaling
Support/Feasibility Study/Financial Education Campaign has
not been implemented by the Grantee substantially in line
with the orientations defined in the Proposal (annex 1), or if
the Grantee fails to comply with reporting obligations.
SCBF | Swiss Capacity Building Facility
Route de la Fonderie 6, 1700 Fribourg – Switzerland
[email protected]
5
III.
Method of Payment
Payments shall be directly disbursed to the account indicated by the Grantee. Transaction
costs to accounts outside Switzerland shall be borne by the Grantee. In exceptional cases
and upon acceptance of the SCBF Secretariat, the payments can be made to another
account than that of the Grantee.
6. Liability of the Grantee, Terms and Method of Payment
I.
The Grantee shall perform the services for which it was contracted in full, in due time and
in agreement with generally accepted industry quality standards, unless unable to do so (i)
in the event of Force Majeure or (ii) in the event of other causes not due to the Grantee’s
or the Partner Financial Institution’s default. In this regard, the Grantee shall be liable for
any breach of contract for which he is accountable.
II.
The liability of the Grantee for negligence shall be limited to the Contract Value (see 5.I).
This shall not affect the liability for gross negligence.
III.
The liability of the Grantee shall terminate upon the final acceptance of the Grantee’s
services by the SCBF.
IV.
Liability of the Grantee for consequential damage is excluded.
7. Insurance
The Grantee shall ensure that all specialists listed in the annex 1 shall maintain adequate
insurance coverage during their involvement in the implementation of this Product Up-scaling
Support/Feasibility Study/Financial Education Campaign in compliance with the labour laws and
regulations of the jurisdiction of the Grantee.
The SCBF shall not assume any liability for the specialists employed and/or contracted by the
Grantee.
8. Termination of Contract
I.
Termination by the SCBF
The SCBF may terminate this contract at any time upon written notice of not less than
thirty (30) days for any reason.
Upon receipt of such notice, the Grantee shall promptly and orderly bring the services to a
close and shall deliver to the SCBF copies of all reports, drafts and other documents
prepared up to this date.
II.
Termination by the Grantee
The Grantee may terminate this contract at any time upon written notice of not less than
thirty (30) days for good cause. Upon receipt of such notice, the Grantee shall promptly
and orderly bring the services to a close and shall deliver to the SCBF copies of all reports,
drafts and other documents prepared up to this date.
III.
Consequences of Termination
a) The Grantee has to return any unutilized funds to the SCBF within thirty (30) days upon
the termination of the present contract.
b) If the termination is not due to a default on the part of the Grantee, the latter shall be
entitled to the fee accrued until the date of termination of the contract.
c) If the termination is due to a default on the part of the Grantee, the SCBF shall be
entitled to claim damages for any direct loss resulting from such default, limited to
funds disbursed by the SCBF prior to termination.
SCBF | Swiss Capacity Building Facility
Route de la Fonderie 6, 1700 Fribourg – Switzerland
[email protected]
6
9. Applicable Law and Arbitration
I.
The law applicable to this contract is the law of Switzerland. The place of jurisdiction is
Fribourg.
II.
Any dispute arising between the parties in connection with the implementation, the
interpretation or application of this contract shall be first resolved amongst the parties.
The SCBF and the Grantee agree to make all efforts to enter into discussion in order to find
an adequate settlement of such a dispute by negotiation.
10. General Provisions
I.
Conduct
During the period of this contract the Grantee and its foreign staff shall not interfere in
the political or religious affairs in the country of intervention.
II.
Anti-corruption
Within the framework of this contract, the parties shall neither directly nor indirectly
propose benefits of any nature whatsoever. They shall not accept any such proposals.
Any corrupt or illegal behavior signifies a violation to the present contract and justifies its
termination as well as/or the recourse to supplementary corrective measures in
accordance with applicable legislation.
III.
Force Majeure
If the Grantee is temporarily unable to perform its obligations under the present
agreement by reason of Force Majeure – defined as unpredictable events on which the
Grantee has no control whatsoever and preventing him from executing its obligations
under the present contract – the Grantee’s obligations shall be suspended as long as the
inability continues, provided that the Grantee has notified the SCBF Secretariat in writing
regarding the details of the event within two (2) weeks after its occurrence. The Grantee
may benefit from an extension of time of the contract corresponding to the delay caused
directly by the Force Majeure. The Grantee and the SCBF will neither be liable to the
other party for losses or damages sustained by the other party if the loss or damage
arises from any event of Force Majeure. Should the event of Force Majeure lasts for
more than ninety (90) days, either party may terminate the contract by a written thirtyday notice to the other party.
IV.
Visits
The SCBF Secretariat as well as any third party appointed by the SCBF, the Swiss Agency
for Development and Cooperation (SDC), and/or the Federal Audit Office may at any
time during normal business hours, and without prior notice visit the sites of the
assignment and examine the implementation of the assignment as well as all respective
documents. The exercise of this right shall in no way affect the Grantee’s duty to carry
out the assignment in accordance with the contract. Such visits shall be reasonable and
shall not interfere with Grantee’s or its Partner Financial Institution’s business activities.
V.
Financial Inspection
The SCBF reserves the right for random financial controls of the expenses as listed in the
Budget. Receipt for the efforts of consultants (hours, invoice), flights, other expenses etc.
need to be provided upon request of the SCBF Monitor or the SCBF Secretariat.
Furthermore, SDC as well as any third party appointed by it and the Federal Audit Office
of the Swiss Federation may at any time and without prior notice visit the sites of the
Grantee and examine the implementation of this contract as well as all respective
documents. The exercise of this right shall in no way affect the Grantee’s duty to carry
out the activities in accordance with the contract.
SCBF | Swiss Capacity Building Facility
Route de la Fonderie 6, 1700 Fribourg – Switzerland
[email protected]
7
VI.
VII.
Notices
All notices to the SCBF and the Grantee shall be addressed to the following addresses:
For the SCBF
as indicated on page 1 of the contract
For the Grantee
as indicated on page 1 of the contract
Copyright and Intellectual property
[PUW & FEW, delete if not applicable]
The copyright/ intellectual property for all studies, reports, designs and related
documents furnished by the Grantee under this Product Up-Scaling Support/Financial
Education Campaign shall be jointly owned by the SCBF, the Grantee and related third
parties. The SCBF, the Grantee and related third parties are entitled to dispose freely of
this material for all Product Up-Scaling Support/ Financial Education Campaign-related
purposes.
[FSW, delete if not applicable]
The SCBF does not claim any copyright and intellectual property of the Feasibility Study,
except the publication of a ‘public version’ of the Feasibility Study on its website.
VIII.
Parts of Agreement and Modifications
This contract and the annexes attached hereto shall form the entire agreement between
the Grantee and the SCBF, superseding the contents of any other negotiations and/or
agreements, whether oral or in writing, pertaining to the subject of this contract. No
modification of, or change to this contract, waiver of any of its provisions or additional
contractual provisions shall be valid or enforceable unless previously approved in writing
by the parties to this contract or their duly authorized representatives in the form of an
amendment to this contract duly signed by the parties hereto. The invalidity or
unenforceability for any reason of any provision of this contract shall not prejudice or
affect the validity or enforceability of its other provisions.
11. Special Provisions [delete if not applicable]
Upon signature of this Execution Contract and submission of a one-page fact sheet in the SCBF template,
the SCBF will transfer CHF xx’xxx to the following account:
[Beneficiary name]
[IBAN/Account no.]
[Beneficiary bank], [SWIFT/ABA]
This contract is executed in two counterparts, each of which constitutes an original contract.
On behalf of the SCBF:
For the Grantee:
[Name & role of signing person]
Place, Day/ Month/ Year
[Name & role of signing person]
Place, Day/ Month/ Year
[Name & role of signing person]
Place, Day/ Month/ Year
SCBF | Swiss Capacity Building Facility
Route de la Fonderie 6, 1700 Fribourg – Switzerland
[email protected]
8
Annexes:
 Annex 1: SCBF Product Up-scaling Application Form (including Budget & Implementation Plan)
[delete if not applicable]
SCBF Feasibility Study Application Form (including Budget & Time Schedule)
[delete if not applicable]
SCBF Financial Education Application Form (including Budget & Implementation Plan)
[delete if not applicable]
 Annex 2: SCBF Final Reporting Template for up-scaling banking products
[delete if not applicable]
SCBF Final Reporting Template for up-scaling insurance products
[delete if not applicable]
SCBF Final Financial Education Reporting Template
[delete if not applicable]
SCBF | Swiss Capacity Building Facility
Route de la Fonderie 6, 1700 Fribourg – Switzerland
[email protected]