As displacement has become increasingly protracted, the actors are more and more from the humanitarian development nexus, and the responses are becoming more focused on durable solutions, to support more dignified, inclusive and comprehensive programmes for refugees and the communities that host them. Self- reliance and empowerment need to be facilitated and, financial inclusion is part of the equation.

This new training course “Making finance work for refugees and host communities” is targeting managers of financial services providers FSPs that currently serve or consider serving refugees and host communities with financial services.

This training programme helps financial service providers to diversify their product portfolio through serving refugees and host communities, in a strategic and cost-effective manner. It is relevant to institutions that are looking for ways to serve these population groups more effectively, as well as institutions that have not yet diversified and are seeking guidance on where and how to start.

The course is designed for middle and high level managers of various types financial services providers. The course is also useful for funding agencies and technical assistance providers who are supporting financial inclusion of refugees and the diversification efforts of the FSPs.

Goals

Participants of the course will:

• Be exposed to accumulated experiences, global, regional and local, in serving refugees and host communities
• Design a specific outreach strategy for serving the target group
• Obtain tools and strategies for serving the segment within a broader diversification context
• Prepare an action plan ready for implementation

Participants

This first delivery will focus on FSPs from Kenya and Uganda. The target audience is:

• Managers of the FSP in charge of developing new products and expansion into new markets: operations managers, marketing managers, business development managers, product and portfolio managers
• Managers in charge of developing human resources and implementation of the expansion strategies, branch and department managers
• Social performance management staff
• Other staff members engaged in the design and implementation of the strategy

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