When I wake up in the morning, the electricity is out. Which is a pity, because without electricity, the monster of a boiler we have in our bathroom won’t produce any hot water. This doesn’t really matter though, because we soon discover that we don’t have running water. Because of my cold, my voice still sounds like someone had forgotten to let the tummy of a stuffed teddy go.
After electricity and running water return to us as if by magic, I have a shower and the world then seems like a very different place.
We set off for university at Lake Saaka. I pore over mountains of GIZ paperwork from about microfinance institute, statements about why GIZ (Gesellschaft fuer internationale Zusammenarbeit, Germany’s society for international cooperation) is supporting the university and its two courses, Banking and Development Finance, and Rural Microfinance, and I compose my first summary for the bank. I completed the script for my lecture about electronic banking at the weekend, and I talk with Geoffrey, the head of the banking department, about when we should hold the lecture.
Evaluating the GIZ papers has a sobering effect on me. In my opinion, it is difficult to encourage people to save money with an interest rate of over 14% this year, but this is the objective of the GIZ programmes for small SACCOs (savings and credit cooperatives). On the other hand, the people working at these very small microfinance companies have such threadbare training that I don’t really know where to begin.
SACCOs are savings and loans cooperatives created by people with meagre income, e.g. small tea and coffee growers. Credit and money from deposits can only be issued to the cooperatives’ members. Unlike commercial banks and bigger microfinance institutes, tier 1 and tier 3 banks, SACCOs’ activities are not regulated by the Bank of Uganda, the country’s central bank. As a result, certain things are scarce on the ground, such as correct bookkeeping. Cashflows in and out are simply jotted down in a “day book” and people just don’t think ahead – if, for example, these bundles of paper went missing, it would no longer be possible to ascertain how much money different people have or who has taken out a loan. SACCOs have also had other problems: farmers have asked for their savings to be paid out, but this wasn’t possible because the money had been issued as a loan, and managers have been known plunder the institutes’ savings. All of this has resulted in a severe loss of trust among the members – this doesn’t really surprise me. I think that before anybody starts advertising SACCOs as a place to save money, you have to ask if their levels of professionalism need to be improved or if regulations should be applied. However, saving money with a well-managed SACCO is maybe still better than putting money under your mattress, lending it to family members and friends or treating cattle only as a form of “investment”: there is, of course, always the risk that the animals could simply die or fall sick, or that someone’s cache of money could get stolen. SACCO members often have no access to banks: only the bigger towns have big banks, there are none in the countryside.
Unfortunately, the university’s banking department is understaffed. GIZ employees Oliver and Felix, both of them academic advisors, support the university’s efforts by offering advice and consulting. They also provide help with lectures though that’s strictly speaking not part of their brief, because they’re only meant to provide assistance so people can learn to help themselves. But there’s such a shortage of so many things that you have to help out everywhere. Geoffrey, the department’s head, has to fight on his own and isn’t from a banking background. Regarding microfinancing, the important thing would be to ensure the students have a basic understanding of the simplest things, starting with proper bookkeeping and then issues like creditworthiness checks, or things like risk management and seeing if loans can be repaid.
The university has created two separate courses: a three-year B.Com in banking and development finance; and rural microfinance, which can be either a one-year course that provides students with a certificate or, if they’re good enough, a two-year diploma course. Both courses are aimed at training SACCO staff. Then there’s also a banking B.Com, but this isn’t connected to the microfinance courses. Though it also teaches some things about microfinance issues, the B.Com is for school-leavers, in other words it is designed for a younger group of students.
Once they’ve finished the course and received their degrees, these students are meant to get placements with tier 1 and tier 2 banks, i.e. bigger banks and credit institutes around the country. The longer I think about it, the more I see this as an issue for us, a bank, to get involved in: when it comes to training people in microfinance, I just can’t see us getting a big bank on board in the long term. I think it only makes sense to support the department as a whole, try to win over local banks which can then work with us on expanding the university course. I’d like to create a situation where Deutsche Bank is pushing the project’s progress forward, but with local banks joining up over time so they can work with the university to continue the project. The know-how has to be created in Uganda and not be flown in only to fly out again. To me, the main priority seems to be providing the department with staff who can teach – this is an urgent issue. There needs to be at least two more lecturers. I also see that there is a huge need for this training course when I take a look at the general level of education that people in the country have: (financial) education is virtually non-existent.
I start writing all of this in a due diligence study that will help define the project and its requirements.