Up0015 PDF Eng

Case UP0015
Version: 28/07/2015
Case
ISSN: 2409 - 5753
Credit for
women’s
microenterprises
Assessing a social project1
Introduction
Several months had gone by since the first phase of the Development and Training Project for
Women’s Microenterprises, executed by the Peruvian Government’s National Food Assistance
Program (PRONAA, for its Spanish acronym) and funded by the United Nations’ World Food
Program (WFP), had come to a successful end, including a due evaluation of its impact on the po-
pulation groups involved, in terms of families’ healthcare, education and income improvements.
1
Based on Beltrán, Arlette; Cueva, Hanny, and Millán, Armando, “Crédito para microempresas de mujeres: una evaluación de impacto” in:
Vásquez, Enrique (2002). Impacto de la inversión social en el Perú, Lima: Universidad del Pacífico, .pp. 201-243. All events described in this
case and associated with the project’s second stage are fictitious and have been reenacted on the basis of the analysis discussed in the cited do-
cument on what was viewed as the first stage in the project and its execution and evaluation process.
AUTHORSHIP This case was prepared by Professors Betty Alvarado, Arlette Beltrán and Hanny Cueva from the Universidad del Pacífico
CREDITS (Perú) – Research Center. Teaching cases are developed solely as the basis for class discussion and are not intended to serve as endor-
sements, sources of primary data, or illustrations of effective or ineffective management. To order copies or request permission to reprodu-
ce materials, contact coleccion.cladea@gmail.com.
Copyright © 2015 Universidad del Pacífico (Perú) – Research Center. No part of this publication may be reproduced, stored in a
retrieval system, used in a spreadsheet, or transmitted in any form or by any means --electronic, mechanical, photocopying, recording, or
otherwise-- without the permission of the copyright holder.
This document is authorized for use only in Gilberto Sarfati's 3889 - Metodologia De Problemas Científicos at FGV - EAESP from Jan 2023 to Jul 2023.
Case UP0015
On January 2, 2004, donors wanted to drive a second phase to further the project in the same
locations where it was already operating but with two adjustments:
≈≈ Introducing some design and management changes into the project to address issues
that had emerged in the assessment of the first stage so as to guarantee a more efficient
project performance.
≈≈ Designing, from the start, the impact evaluation for the second stage in order to deter-
mine whether the project’s nationwide scaling up would be convenient in the future. In
this regard, it should be noted that, when the project was initially launched, assessing
policies and projects underway was not a common practice in Peru. As a result, basic
information was seldom gathered on the population groups benefiting from these in-
terventions. This had changed, particularly since the agency in charge wanted to secu-
re funds from donors as well as showing improved outcomes, especially when elections
would soon take place in Peru.
Project evaluators, economists Valeria Arhunza and María Belén Roca, recognized by project
launchers, were approached once again by PRONAA, the donor and Peru’s Ministry of Econo-
mics and Finance, to help in designing the second stage of this intervention, as well as to assess
its impact. To this end, evaluators were asked to submit a technical and financial proposal to
perform both tasks.
Excited at the prospect of continuing their work on these issues, both professionals rose to the
challenge. The first thing María Belén told Valeria was, “We ran out of money with the budget we
requested the last time. Also, in order to adjust the evaluation methodology to get more accurate
results, we’re going to need more resources.”
Thoughtfully, Valeria replied, “This is a critical decision, as it implies quite significant future bu-
dgetary commitments. I feel we need to be more assertive and to request more funding. A more
valid and rigorous research design is required –the design we submit will have to prove more
convincing.”
“Great!” María Belén cried out. “I have an idea to work on the new design presentation, but we
should remember what we did and what we recommended for the first stage assessment in order
to make the necessary adjustments for the second stage.”
After this quick brainstorming, they agreed that Valeria would submit the final report on the first
stage, with her notes and suggestions to improve the project’s second stage. In turn, María Be-
lén would look into the initial adjustments suggested and would work on a scheme to assess the
impact of the second stage in this project, including the information that would be required to
collect from the start to perform that evaluation.
The section below includes an extract from the final report on the first stage submitted by Va-
leria, as well as a number of emails exchanged by both experts to discuss and prepare their
p. 2 proposals.
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Scope of the Development and Training

Project for Women’s Microenterprises,
1996-2000
The overall goal of this project was to improve educational, healthcare and ongoing income levels
for the families of organized women (henceforth referred to as “partners”) in extreme poverty
districts. To this end, in its first stage, the project featured two components: community organi-
zation and income creation via self-managed business enterprises.
The purpose of the first component was to promote and strengthen female groups’ partnering or-
ganization to ensure women’s inclusion and engagement in local, regional and national economic
development processes. Specifically, the following objectives were pursued:
≈≈ Promoting and strengthening female involvement in partnering processes and larger
organizations.
≈≈ Bolstering female groups’ management and negotiation capabilities.
≈≈ Contributing to natural leaders’ training, supporting their volunteer work disposition.
≈≈ Favoring the creation of self-sustainable and profitable microenterprises by wo-
men.
This component consisted of four courses of action described in Exhibit 1.
The second component sought to support job creation and to raise income levels for organized
women’s groups by means of business endeavors that proved sustainable and self-sufficient in
order to gradually mitigate the need for food assistance and to incorporate them to the formal
financial system. Courses of action in this component included credit access, technical support
and training, as detailed in Exhibit 2, which also explains the requirements established to ac-
cess these benefits.
The project was executed by PRONAA in Metropolitan Lima and Callao (henceforth referred to
as “Lima”), Cusco, Puno, Ancash, and Cajamarca (see map in Exhibit 3).
Finally, it should be noted that, in order to access project benefits and, specifically, to qualify for
a loan, women’s organizations had to meet the following requirements:
I. When joining the project, the organization needed to be recognized as such according to
current Peruvian regulations.
II. Upon its registration in the project, the organization had to feature a number of mem-
bers that made it possible for venture profit distribution to account for a family income
increase over 25%. This meant that groups in charge of business units could not be too
large, as the profits would have to be distributed among too many women, failing to ac-
count for a sufficient household income increase.
III. The organization had to be located in poor urban and rural areas, preferably at extremely
poor districts
IV. The organization had to raise a solidarity fund for its business venture with contribu-
p. 3 tions made by its female members.
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E-mail from Valeria to María Belén, dated January 9, 2004.
Subject: On First-Stage Components
Belencita, I still think that tying food support to loan granting is a double-edged sword
that may create negative incentives. The last time, our recommendations did not include
possible alternatives to both comply with WFP’s food delivery requirement and promo-
ting income-creation ventures. We should bear this in mind for the adjustments we will
be submitting to WFP for PRONAA execution. We know for a fact that we can influence
the design of this second stage if we prove to those funding this intervention (WFP) that
our plan may have a greater impact that what has been done thus far. Donors are very
likely to tie their funding for the second stage to project design improvements, but they
will only do so if they have compelling evidence.
Reply
Hi, Vale! Yes, I remember! We’ve got to think about a way to decouple both things so that food
supplies stop being the goal pursed by women’s organizations when they join the project. Why
don’t we talk about it? I think that finding best practice examples in this field can enlighten us.
We cannot work on the evaluation for the second stage if we don’t use our findings from the
first stage to submit a new design for this intervention. Both PRONAA and, especially, WFP will
appreciate it if we do!
Assessment Methodology
The purpose of evaluating both the first and second stage lay on measuring the project’s effect in
its two scopes of action: the economic results of the enterprise receiving and using the loans, and
the families’ welfare in terms of education, healthcare, income and empowerment improvements.
The impacts of the first stage were measured with an ex post design method with no control group.
Unfortunately, as noted earlier in the Introduction, with a culture lacking an emphasis on as-
sessments of policy interventions made by the Peruvian Government, back then the consultants
found no base line or adequate monitoring system to spot trends and forecast a scenario ex ante
–that is, before starting the project. As noted below, María Belén and Valeria were forced to rely
on valid proxies to rebuild past information, asking the women who participated in the project
about their perceptions on their situation when they joined the project.
2
This fund was built with voluntary, periodical money contributions from organization members, intended to meet some specific capital requi-
rements –especially, working capital– for the business venture started as part of the project. Organizations were expected to return the loans
p. 4 after a specific period of time established by the rules of this fund.
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To that end, two surveys were conducted with a selected group of women’s organizations that had been
granted a loan. The first survey administered to leaders of selected enterprises probed the progress made
by the businesses funded with the loan. The second survey focused on capturing the project’s social im-
pact on organization members’ households, selecting one member of the enterprise at random. In this
case, the information gathered pointed to the effects of the project on household income, family health-
care, education, and nutrition, as well as the woman’s role in her community and home. Also, qualitative
information was collected via a number of open questions asked to both groups of interviewed women.
Sample Composition
To build the sample, the universe (or target population) consisted of groups of women engaged in
the project that had received loans to fund their business ventures’ working capital and/or fixed
asset acquisition. Table 1 below shows the target population, including 461 organized groups, as
well as its geographic distribution.
Table 1
Target Population and Sample Size in Every Region
Number of
Structure Number of
Region Women’s
(%) Surveys
Organizations
Lima 117 25% 24
Ancash 48 10% 11
Cajamarca 107 23% 22
Cusco 78 17% 16
Puno 111 24% 23
Total 461 100% 96
Source: Beltrán, Cueva and Millán (2002)
Sample size proved a crucial element, as it would represent the entire population, with an 8.5%
error margin. This percentage was higher than expected as a result of the budgetary restrictions
faced during the assessment of the first stage in this project.
According to the information available, the total number of organizations involved in this project
added up to 760, with 61% of them qualifying for loan grants (461 organizations), based on project
requirements.3 This percentage was used to estimate the sample size according to the formula below:
2 2
1,72 p(1-p) 1,72 0,61(1-0,61)
n= = 96
0,085 0,085
where p stands for the project’s beneficiary population that received a loan. These 96 units were
divided among the analysis areas, based on the geographic distribution of loans granted, as shown
in Table 1 above.
3
This was used as a proxy for project scope (relative success). See Exhibit 2 for a list of the conditions established for beneficiaries to qualify
for a loan. It should be noted that, in the second stage of the project, as recommendations for design improvements were executed, more orga-
p. 5 nizations qualified for a loan.
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As a key goal for this analysis consisted on assessing the financial sustainability of business activi-
ties funded by this project, the sample was built with the same distribution as the female groups’
business ventures. Thus, the number of surveys to be conducted in every region and in every bu-
siness type was established, randomly selecting respondents within the population that received a
loan (see Table 2 below).
E-mail from Valeria to María Belén, dated January 12, 2004
Subject: Sample Size
Mabe!!! I’ve read the final report on the first stage and donors’ benchmark terms carefully. They
now request that the sample used to assess the second stage be more representative or have
a lower error margin. Say good-bye to our 8.5%! What error margin should we submit? Per-
haps, we should run two scenarios, describing the additional budget each one would require.
Reply
Hello, Vale! You’re right. I’ll think about it and let you know the margin we should explore.
One more thing: in the second stage, based on the experience earned during the first stage, I
think it is safe to assume that more than 61% of beneficiaries will qualify for a loan. I’d assu-
me that, this time around, 75% of female members will qualify for a loan. What do you think?
Table 2
Sample Size in Every County and Every Business Venture Category
Region and Business Activities Region and Business Activities
Lima 24 Cusco 16
Clothes making in general 14 Cattle fattening 7
Knitting in general 2 Chicken breeding 3
Hand knitting 1 Pork breeding and fattening 1
Jam making 1 Bakery 1
Otras actividades 6 Others 4
Ancash 11
Milling 3 Puno 23
Poultry 2 Calf rebreeding 5
Skirt making 1 Knitwear and clothing 5
Knitwear and clothing 1 Puffed cereal manufacturing 3
Others 4 Sheep fattening 3
Bakery 2
Cajamarca 22 Cattle fattening 2
Knitting in general 7 Others 3
Cattle fattening 6
Clothes making in general 3
Pork breeding and fattening 3
Knitwear and clothing 2
Others 1
p. 6 Source: Beltrán, Cueva and Millan,2002
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Assessment Goals and Tools
As noted earlier, two surveys were designed to collect the information required to evaluate
the financial sustainability of business operations funded by the project and its social impact.
At this juncture, the lack of background information posed a significant challenge, as it made
an experimental or quasi-experimental double-difference impact evaluation among similar
initiatives very difficult. As a result, most of the questions referred to “before” and “after”
project execution times in order to recreate the information that was unavailable. Clearly,
this undermined the quality of the information gathered, as data collected was biased by in-
terviewees’ perceptions.4
E-mail from Valeria to María Belén, dated January 15, 2004
Subject: Survey and Data Collection
Dear Mabe, as the evaluation and tools for the first stage were designed when the pro-
ject was already coming to an end, I think we should take the opportunity presented by
this second stage. With this new stage starting soon, it is possible to try to craft a qua-
si-experimental, double-difference evaluation, for example, or another method that in-
creases the validity of results.
Reply
Valeria, good evening –are you still up? I see that you’re really troubled by this issue.
I think your ideas are great! But, if the quasi-experimental evaluation proves too cost-
ly, we could, instead, recommend gathering more qualitative information from parti-
cipants as well as implementing a direct observation strategy (triangulation) in order
to use two methods to check whether results point in the same direction or contradict
each other.
In other words, I’m thinking about recommending surveys to capture beneficiaries’ insi-
ghts and experiences regarding their welfare improvements as well as sending an evalua-
tor to observe –as a means to double-check the information collected– project members
on weekends, when they sell their products at local fairs. If surveys revealed that their
wellbeing has not improved, their sales should not prove higher either. What do you
think? Something like this was done in the first stage, but it would be more explicit this
time. In fact, I’m going to dig up my book on impact evaluation for some refreshment
reading before the presentation in order to be as enlightening as possible.
p. 7
4
However, to offset these biases, the information collected could have been cross-checked against other sources to support its validity.
Case UP0015
An early outcome that was measured with the evaluation was the economic performance of the
business ventures started by the women who were granted a loan by the project. To this end, a
financial sustainability survey was carried out with one or several female leaders in the group of
women who managed the information about the association’s overall organization and the busi-
ness operations funded by the project. The purpose was to collect basic data on the organization,
its core business, its investments, key products, target market, personnel, and sustainability.
It should be noted that the information provided by female leaders did not meet quality and ac-
curacy expectations. As a result, a number of assumptions were made, notably including modera-
te, regular estimations about sales and prices. In general, regularity assumptions proved weaker,
as many organizations featured very seasonal operations, as they addressed specific orders on
which their livelihood depended. Thus, interviewees largely reported a production capacity that
was not entirely believable when compared when researchers observations on the field, conside-
ring microenterprises’ infrastructure, fixed assets, and personnel.
The quantitative analysis was based on the following metrics:

1. Net revenues: revenues minus operating costs, excluding compensations. This metric pro-
ves significant, as the labor involved is seldom compensated, for partners themselves are
in charge of business operations. As a result, this is an effective operating income metric.
2. Gross profit: net revenues minus incurred compensations. This is an operating income
metric that microenterprises would use if compensations were indeed paid or if part-
ners’ opportunity costs were taken into account. In this case, local minimum wages were
considered.
3. Net profit: gross profit minus annualized investment. This metric factors in the required
annualized investment return, so that business venture continuity and sustainability can
be ensured.
4. Net present value (NPV): business profitability as compared to the best investment al-
ternative with the same risk, which, in this case, has been calculated at 7%.5 To estimate
NPV, the following assumptions were used:
≈≈ The project started with funding was received. All assets owned at that time were valued
at current year prices, taking into account the corresponding depreciation.
≈≈ The project’s lifecycle lasted five years.
≈≈ Machinery depreciated at 5% a year, while tools depreciated at 20% a year. Assets were as-
sumed to deplete completely throughout business enterprises’ ’ lifecycle (no residual value).
≈≈ All flows were calculated in current Peruvian currency “Per$ (soles)”.
Thus, business ventures with an estimated negative NPV were deemed non-sustainable, with tho-
se posting negative net profits incurring net losses and, worse yet, those posting negative gross
profits recording operating losses.
Table 3 below summarizes the results from every location where the project was executed.
p. 8
5
Interest rate for fixed-term deposits in Per$ (soles) at retail banking (first quarter in 1997)
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Table 3
Profitability and Financial Sustainability of Business Enterprises Funded by
Loans in Every Region (number of organizations and share of total)
3
Region Operating Loss
1
Net Loss
2 Non-Sustainable
activities
Lima 3 13% 4 17% 9 38%
Puno 6 26% 15 65% 15 65%
Cuzco 2 13% 8 50% 8 50%
Ancash 0 0% 6 60% 7 70%
Cajamarca 2 11% 7 37% 10 53%
Total 13 14% 4 44% 49 53%
Source: Beltrán, Cueva, and Millán (2002).

1) Post operating losses occur when their gross profit is negative.
2) Post net losses occur when their net profit is negative.
3) The productive activity is not financially sustainable when its NPV is negative.
As regards the second analytical goal, measuring the project’s socio-economic impact for women
engaged in the project and their families in their respective areas, a three-prong approach was
used, measuring:
i. Household income and spending (total healthcare, food, and other expenses).
ii. The result of promoters’ work on preventive healthcare, family planning, child health-
care, literacy, etc.
iii. Women’s role in households and its ties to the work they do at the organization (hus-
bands’ and children’s acceptance of women’s jobs at the organizations).
E-mail from María Belén to Valeria, dated January 16, 2004
Subject: Data Collection and Validation Means
Hi, Vale! How are you? I’m almost done reading the report, and I’ve just remembe-
red that we ran into a lot of trouble gathering quantitative information to analyze
financial feasibility of the economic activities in the enterprises. Do you have any
ideas on how to improve this analysis, as it jeopardizes the evaluation? I’m leaning
towards introducing some changes in project management and follow-up processes
in order to secure relevant information and to avoid making so many assumptions.
What kind of information do you think we should collect? What data would be the
most important?
Reply
You’re right, Mabe. I think we could make some recommendations to enhance business
monitoring and follow-up; otherwise, metrics will fail to help us draw realistic conclu-
sions, and ‘so long, evaluation!’ The information required should contribute to building
p. 9 a business cash flow, right? Can you think of anything else?
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I’m also concerned about the profitability metrics we should use to measure project im-
pact on families and women’s business ventures. I think we have to make a clear dis-
tinction between components 1 and 2. Should we use quantitative indicators for both,
or should we just rely on a qualitative analysis for the first component?
Key Findings of the Project’s First Phase

Evaluation
Based on the information collected with the tools in place, the results were plotted in a number
of tables intended to address the two goals set for the assessment of the first stage in this project.
Thus, the following conclusions were drawn:
≈≈ An element that characterized most of the organizations engaged in the project was a wi-
despread interest in the food support associated with loan awards. In some cases, part-
nering women decided to start their business venture as a means to receive and ensure
food deliveries. This may also explain why, despite their difficulties to repay their debts,
they wanted to apply for a new loan.
≈≈ In every geographical area analyzed, a key issue that impaired business venture per-
formance was market access –in Lima, as a result of competition, and, in the provin-
ces, due to long distances to marketplaces and/or prioritization of self-consumption.
These circumstances largely explained the negative performance shown by many of
these enterprises. In turn, business operations seemed poorly managed: produc-
tion was small-scale and largely manual, while the sales process was even less busi-
ness-like, as, typically, partners divided the output to sell it individually. The worst
performance was observed in the financial management, as reported in some inter-
viewed businesses.
≈≈ Most of the women interviewed reported not having improved their income with the
project. This may have been caused by several reasons, rather than the project failing to
have an effect on income. First, it should be noted that, in every interview of this kind,
people tend to underestimate their revenues for fear of control for unknown purposes or
to avoid being excluded in a future project stage. However, most of the benefits received
by these women were foodstuffs and a share of the goods their micro-venture produced.
Therefore, instead of money, they received goods. Moreover, in many cases, the partners
themselves were the largest customers of their own business ventures. However, the in-
come effect may be proven not only because a large share of the women reported having
a greater spending capacity as a result of the project, but also on account of the women’s
and their husbands’ perception about how important their involvement in the organiza-
tion was and about the contributions made to household economies.
≈≈ Most husbands seemed to accept their wives’ engagement in the project, even if women
were viewed as neglecting house chores or other production activities. This may be due
to the significant financial contribution that the organization meant for families, espe-
cially as regards food availability, but also because the women were able to join a busi-
p. 10 ness venture.
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≈≈ Women’s involvement in the organization and, more so, in a business venture enabled
them to learn and develop their organizational abilities, also enhancing their leadership
skills and capability to take on responsibility jobs –especially in the case of leaders and
micro-enterprise participants. Nonetheless, these changes were not adequately noticed
by interviewees, which, to some extent, curtailed the true effects that they could have
brought about on the role of women in these communities. Yet, and especially in the-
se regions, belonging to the organization proved to make it possible for women to have
their own say in local decisions.
Promoters’ role was largely informative, and partners’ engagement as such proved very signifi-
cant. However, some issues were fond, especially as regards promoters’ ability to convey basic
notions effectively. Also, while survey findings did not shed any light on the practical outcomes
of this promotional work, especially when it came to driving changes in family healthcare prac-
tices, there was a noticeable increase in preventive healthcare practices, particularly in the field
of child healthcare (weight and size controls as well as vaccination).
The Final Agreement between Vale and

Mabe
After a careful review of the final report on the project’s first stage and an extensive analysis by
both specialists on what the new project stage would involve, Vale and Mabe came to the fo-
llowing agreements:
1. They would recommend management improvements and adjustments for the second
stage in this project, based on the first stage evaluation findings. They shared a con-
cern about the need to maintain food deliveries or whether it would be best to try a
new incentive system, including financial benefits. This first product would prove
especially relevant for two parties involved: the WFP, which would determine whe-
ther it should continue to invest funds in this project, and PRONAA, which would be
forced to secure tangible results in order to continue accessing the funds offered by
the donor.
2. They also agreed on designing the impact evaluation for the project’s second stage, choo-
sing the best method available to accommodate project characteristics. To this end, they
would have to at least consider the following elements:
a. Evaluation design strengths and its potential validity limitations or risks, if any.
b. The information required and how it would be gathered to ensure its validity and qua-
lity. A way to meet this requirement would be to design additional metrics or to in-
troduce the necessary adjustments to the scheme used in the first stage (in terms of
formulas or algorithms).
c. Sample size accommodating the survey in the areas involved in this project, according
to its suggested design. A convenient error margin (below 8.5%) would have to be fac-
tored in, as well as a higher loan success metric than in the first stage (61%), based on
p. 11 the experience drawn from it.
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3. The final product to be submitted would be a budget to undertake this evaluation, inclu-
ding all costs incurred, according to the standards set by the evaluation design of choice,
the sample size for surveys, the information gathering instances, and other specifications.
To prepare this budget, Exhibit 4 shows a sample template and the guidelines these ex-
perts decided to use. If more information were required, the specialists would rely on
suitable assumptions.
p. 12
Exhibit 1: Courses of Action for the
“Community Organization” Component
Exhibits’
Section 1. Support and incentive for education promoters
• Training an organization member so that she can serve
as an education promoter, covering the areas of prima-
ry education, early stimulation, and adult literacy.
2. Support and incentive for healthcare promoters

as a promoter for children’s healthcare as well as sexual
and reproductive healthcare.
3. Support and incentive for business promoters
as a microenterprise promoter.
4. Temporary food assistance

• This food assistance will only be provided to groups
joining the project and showing an interest in starting
business operations with project support via loans. The
timeframe for this assistance is determined by the term
established for loan cancellation.
• The role of this food assistance is to serve as a means to
provide cohesion and encouragement for women’s orga-
nizations, in order to promote, strengthen or consolidate
the productive activities created, so that, later, this food
assistance may be replaced by a self-managed business
supported by the project.
• Temporary food assistance is provided to every women’s
group, based on three (3) individual daily rations for e
very member. A new group of women receives this food
assistance when one group leaves this program.
p. 13
Exhibit 2: Courses of Action for the
“Income Creation via Self-Managed
Business Ventures”
Exhibits’
Section 1. Credit / Loans
• Funding for production, transformation and service business
operations.
• Funding for fixed assets, working capital, and startup building.
• The credit is awarded to women’s groups and/or some of their
members who prove to be organized to start a potentially viable
business venture.
2. Training
• Training efforts will focus on knowledge transfers geared to
provide business management capabilities to the women
involved in starting and operating business. Members partici-
pating in training activities are selected according to age, pro-
ductive and/or business experience, former suitable training,
and other variables.
• Training courses are offered once before loan awarding, except
when a new business venture is started.
• These training courses are delivered via institutions, compa-
nies and/or specialists hired for the project.
3. Technical support
• This advisory process intends to guide partnering women to
find solutions to technical and administrative issues, as well as
to consolidate their business economic activities.
• This support is provided by institutions, companies and/or
specialists hired for the project.
Assistance support was provided to groups of organized women, preferably young and household
heads in rural or poor areas. Women’s groups were required to have earlier business experience
and to create soundly built enterprises, so that they would not vanish over time. PRONAA recei-
ved loan applications all the time and assessed those submitted over a year to choose the organi-
zations that met the afore-mentioned requirements.
Food assistance was subject to loan approval, which was based, first, on an evaluation of mi-
croenterprise’ financial profile to determine the need for a loan and to establish sales goals. This
analysis served as a basis to approve loan applications and to provide food assistance, training,
and technical support on management and marketing.
p. 14
Exhibit 3: Coverage Areas for the
Credit for Women’s Microenterprise
Project, 2005
Exhibits’
Section
Keys
Region Population Altitude

1 Area
(MAMSL) (sq. kms)
1 Cajamarca 1,086,604 729 - 2720 33317.54
2 Ancash 1,412,262 4 - 3394 35914.81
3 Lima 2/ 9,322,088 30 - 154 34948.57
4 Cuzco 1,208,821 1047 - 3913 71986.50
5 Puno 1,290,052 2178 - 4315 71999.00
Nation wide 27,460,073 -34 - 6768 12.852.156
Fuente: National Stadistics and Information Institute (INEI)
Elaborated by case writers
1) Estimated population with a census 2005
p. 15 2) Considered as de Callao region
Anexo 4: Budget Template to Design
and Administer the Project’s Second Sta-
ge Impact Assessment Information
Exhibits’
Section To build and estimate the budget required, it is necessary first to design the impact evaluation to
be used. Based on that information, the following data will be clear:
1. The type of human resources required and time dedication needed. These will depend,
for example, on whether the model will be supported by internal project monitoring, how
expenses are distributed among regular monitoring and impact evaluation tasks, among
other concerns. In any case, it will be necessary to determine individual human resour-
ces’ roles and responsibilities as well as their time allocation and benchmark standards;
these data should then be verified in order to assess team size.
2. The total number of people involved and not involved in this project.
3. The size of the sample that should be surveyed.
4. The type of survey to be used, which will determine the time allocated for each survey as
well as the number of interviewers and field heads required.
5. The number of times the survey will be conducted in a year or during the project period.
6. The number of conglomerates or groups surveyed.
7. The materials to be reproduced –surveys, guides, maps.
8. Other survey costs (overhead, if third parties are hired, logistic expenses associated with
surveys, etc.).
These items are summarized in the table below.
p. 16
Exhibits’ Table A.4.1
Section Summary Table for Impact Evaluation Information Management
Core Item Descrip- Unit Quantity Unit Cost (Per$ Total Cost
tion –soles) (Per$ –soles)
Coordination /
Management
Specialist # 1 Days worked
Specialist # 2 Days worked
Other
Management and
Operations
Statistics Analyst Month
Interviewers Interviewer per
collection cam-
paign
Other
Survey Administration
Training (consider
number of interviewers Workshop
required)
Pilot
Survey
Other
Data Collection Man-
agement
Program monitor
Months
Other
Other Logistic
expenses
p. 17

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Scope of the Development and Training

This component consisted of four courses of action described in Exhibit 1.

E-mail from Valeria to María Belén, dated January 9, 2004.

Subject: On First-Stage Components

Source: Beltrán, Cueva and Millán (2002)

E-mail from Valeria to María Belén, dated January 12, 2004

Subject: Sample Size

Assessment Goals and Tools

E-mail from Valeria to María Belén, dated January 15, 2004

Subject: Survey and Data Collection

The quantitative analysis was based on the following metrics:

Source: Beltrán, Cueva, and Millán (2002).

E-mail from María Belén to Valeria, dated January 16, 2004

Subject: Data Collection and Validation Means

Key Findings of the Project’s First Phase

The Final Agreement between Vale and

2. Support and incentive for healthcare promoters

4. Temporary food assistance

Region Population Altitude

These items are summarized in the table below.

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