Executive Summary

The goal of the program is to improve food security and economically empower vulnerable women who are currently financially excluded. This project will contribute to sustainable livelihoods of Kaberamaido in the Kaberamaido in line with Pidongo Strategic Focus Area The project will benefit a total of 150 clients directly in short run and then gradually the entire micro finance clients with different types of livelihood activities and 750 indirect ones by providing finance through program to create and improve a range of micro-businesses in the region, especially livestock trade, cross border and petty trade (food, clothing & general shop goods). In addition there will also be training forums to develop their skills in business management and leadership. This project will be implemented directly by PIDONGO in collaboration with local financial institutions for facilitation of financial transaction and also in order to create a stronger linkage between the community and the Sacco. The poor $ lack access to institutional credit for consumption smoothening and to other services such as payments, money transfers, and insurance. Most of the poor households also find it difficult to accumulate financial savings without easy access ,the project will therefore need $ 80,000 PIDONGO will apply appropriate remedial action, to address weaknesses and initiate organizational changes to facilitate cost–effective product and service delivery and facilitate free flow of information both for internal and external use in a timely manner. Within one year extension it expected the Livelihood Coordinator will orient and assist the recruited Microfinance Coordinator to be able to manage the program me upon the expiry of the extension period, the Micro finance Coordinator will report to the Head of Program's at PIDONGO and work closely with the Finance manager and the Program me Quality Coordinator to manager the Microfinance portfolio towards being fully autonomous and self-sustaining. The governance structure ( Executive Board )of PIDONGO will continue to be inclusive to encourage transparency and effectiveness in the provision of products and services. Incentives for staff will be reviewed to boost productivity and increase responsibility PIDONGO is also expected to self-sustain the programme by creation of an independent micro finance unit within PIDONGO that will professionally manage the with a long term plan of establishing an Kaberamaido micro finance institution that will be community based, the go a long way in strengthening and establishing local institution for community economic empowerment. It will doubtless make a significant contribution towards the development process in general and achievement of the United Nation, Sustainable Development Goals. It will also enhance Pidongo visibility and will ensure a multiplier effect on larger orphaned community. Savings and Credit Cooperatives (SACCOs) have been considered as engines for poverty reduction through increased access to affordable credit and efficient provision of savings facilities to the economically active poor in developing economies who are excluded from formal financial institutions, such as commercial banks . Through improved access to credit and efficient provision of savings, the rural and urban poor are able to smoothen their consumption, build their asset base, develop their microenterprises, and manage their risks better Financial outcome: These are the benefits and gains that members realize from the financial activities performed and the institution, itself. Examples include but are not limited to the following: profitability, savings, and investment returns, cost of loan interest rates, and the cost effectiveness of operations; general financial health and stability, financial outcomes indicate the performance of SACCOs in sustainability of the institution and its possibility of offering financial services to members. Monitoring and evaluating financial outcomes allow the SACCO to point out areas that may need amendment, make informed decisions, and that resource management is effective and efficient in the best interest of the members and realization of the organization's goals all these are practice within our sacco The sacco admitters Accounting controls to safeguards & control assets and ensure accuracy of financial records and), five internal control components were developed and these must exist in a SACCO so as to conclude that internal control is fully effective, these are; control activities, monitoring, control environment, information and communication, and risk communication are all excise . Administrative Internal Controls These are policies designed by the administration of any SACCO in order to ensure perfect financial performance and protection of institutional assets from any kind of mishandling are also developed this made our sacco profitable PIDONGO’s target market and clients will be economically active rural and urban women and men entrepreneurs with established microenterprises or viable enterprise start–ups. This is indeed one of the most economically active segments of the rural and urban populations in Kaberamaido. To achieve this, PIDONGO will continue to mobilize women and men entrepreneurs into groups of between 15-30 members, and provide them with training to enable them start and successfully manage their own microenterprises. The current PIDONGO clients are economically active in the informal sector with majority directly or indirectly involved in trading and agricultural related activities. A feasibility assessment will be conducted in the new target markets to identify the market gaps and potential for products designing. The assessment study will mainly target Kaberamaido communities and selected sub-counties of Kaberamaido. PIDONGO will urgently renegotiate the partnership with partners to transform the programme to include which already has a strong partner footprint. This will also act as an entry strategy for PIDONGO to directly implement the programme in these areas in future. . Currently PIDONGO has micro finance portfolio circulating in the area largely dominated by the Kaberamaido community, with client base of over 768. Going forward in an effort to reduce operation cost, PIDONGO will seek to concentrate any future disbursement to fewer highly potential locations in existing operation areas. PIDONGO will also seek to diversify products to reach a wide market using the existing capital consolidated into a single central pool account for easy management. PIDONGO will further in future recover the guarantee fund deposited in the Post Bank account once the bank recovers the loan capital guaranteed by PIDONGO. All these funds will be put a central pool account, the account is expected to grow gradually as the programme generates revenue and continue to attract other external funding from partners to increase coverage.