10 years anniversary publication

102 Pages·2016·6.37 MB·English

M E N T TO C
T O
M I M
M M
O U
N
C I
T
I
E
S

S
S
E
Y E A R S C
C
e n a b l i n g A
empowerment
F
O
CELEBRAT2I0N06G-2 T01E6N Y E A R S
ACCESS Development Services
2 0 0 6 – 2 0 1 6
M E N T T O C
T O
M I M
M M
U
O
N
C I
T
I
E
S

S
S
E
Y E A R S
C
C
e n a b l i n g
A
e m p o w e r m e n t
F
O
2006-2016
C
S
E
L R
E A
B E
RATI N G T E N Y
Committed to Communities,
Enabling Empowerment
M E N T T O C
T O
M I M
M M
U
O
N
C I
T
I
E
S

S
S
E
Y E A R S
C
C
e n a b l i n g
A
e m p o w e r m e n t
F
O
2006-2016
C
S
E
L R
E A
B E
RATI N G T E N Y

Contents
Vision and Mission
Envisioning ACCESS
The Idea of ACCESS
Groundswell of Support
Projects and Programme
Strengthening the Enabling Environment
Institutionalising Solutions for the Poor
ACCESS at Work
Vision
Access is the global partner of choice providing inclusive
and innovative livelihood solutions enabling the poor to
overcome poverty and live with dignity.

Mission
To build the capacity of community-based
institutions that deliver relevant financial and livelihood
development services to the poor and unreached households.

Envisioning ACCESS
Board of Directors Reflect
The Board of Directors is the apex decision making
body of the organization. Over the years ACCESS
has been fortunate to have distinguished Board
members representing diverse experiences such as
banking, private sector, government, development
sector and legal services. ACCESS draws value from
the aggregate experience and maturity of its Board
of Directors to design its strategy and direction.
Uniquely, all Board of Directors of ACCESS remain
fully engaged and committed to the affairs of the
organization.
While the Board of Directors meet every quarter, a
Board constituted Management Committee meets on
a monthly basis to review programmes and progress
on the Annual Operating Plans and supports the
CEO in the organisation’s functioning.
Founding Chairman Remembers CCEOLMEMBIRTAMT2EI0NN0YeeT6Gm-n 2 EpTT0aoO1EwAb 6NCelr ORmYiMEenMAnSUgRtNS ITOIF ESA C C E SS
by Mr. Biswajit Sen was
undertaken and it emerged
that in coming years it would be good to
gradually add livelihood support services
to company profile. It was then envisaged
that by 2011 about 75% of revenue would
flow from the livelihood vertical which
proved so right. I am so grateful to Steve
for giving full freedom in creating the
new entity and Mr. Daniel Sinnathamby,
the then Deputy Director, Care India
for his active participation in its early
nurture. Mr. Ajay Sud, then legal advisor
to Care India was an integral part of
the structuring exercise & continues to be
on ACCESS Board till date. As projected,
ACCESS gradually transformed itself to
livelihood support entity and to keep a
separate focus on microfinance, ACCESS
ASSIST was set up. The way a target
of about 75% was laid for livelihood
services during 2006-11 which was
achieved, the senior team as well as the
Board deliberated over several sittings and
Sometime in first half of 2004, Mr. Steve structure continued over several meetings narrowed down the focus area of ACCESS
Hollingworth, the then Director, Care during the period between 2004 and 2006 to farm livelihoods in weak geographies
India asked me to suggest future course and it was finally decided to set up 2 for the next 5 year phase (2011-16) with
for DFID funded Credit and Savings for different entities - one for hand holding a target to earn about 75% of revenue of
Household Enterprise (CASHE) project and the other for financing start-ups. As the company from farm related services
beyond December 2006 when the project transfer of revolving and set up an ambitious target
was scheduled to conclude. Mr. Vineet Rai fund of CASHE was ACCESS is a great of strengthening half a million
of Intellicap joined me in this scoping facing FCRA hurdle, livelihoods.
assignment. After looking at the critical ACCESS was set up idea whose full
weakness in the microfinance sector still in March 2006 as a potential is yet to Looking back ACCESS has
dominated by southern players and weak section 25 company done exceedingly
policy environment it was felt that the to undertake be tapped well in the area of policy
need for nurturing and financing start- microfinance advocacy through annual sector
ups in underserved geographies besides related development reports, yearly summits, policy
a mature policy environment was still activities. The intent to set up ACCESS retreats on critical issues and occasional
there and given the business case for even before December 2006 was to use papers written by eminent professionals
microfinance, it should be possible to raise the remaining months of the project to both in the area of microfinance and
necessary resources to sustain the activities give a robust start without immediate livelihoods. The annual summit and the
not only for 4 DFID states but for all concern for funds. Before the first publications have gained global recognition
underserved geographies of the country. meeting of the Board held in July 2006 positioning ACCESS as a knowledge
The deliberations on the content and an elaborate scoping exercise coordinated platform par excellence.