Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
Social Performance for Credit Unions
Day 1
Isabelle Kidney
Bless Darkey
CuTRAC, Kasoa, Ghana
Session 1
Advisor Introduction • Name
• Occupation/job
• Background
• Brief information regarding role in this project
Participant Introductions
• Name
• Role
• Experience – other positions
• Length of time, etc.
Learning Objective and Sessions, 27th Nov
Objective: To help cultivate a pro-poor orientation of the CU movement by familiarising participants with the concept of Social Performance Management, Assessment, existing initiatives as well as poverty dynamics of the different regions (and The Gambia)
Session 1: Introductions and Regional Poverty Characteristics Session 2: Reporting to the Group on Regional Poverty Characteristics Session 3: What is Social Performance, why is it important and who is doing what in this field? Session 4: Group work exploring cost benefit of SPM
Timetable: Day 1
•8:30 – 10:15 Session 1: Getting to know the group: introductions, expectations, and start of Presentation by Regional Managers
•10:15 – 10:30 Break
•10:30 – 12:00 Session 2: Presentations by Regional Managers
•12:00 – 01:00 Lunch
•01:00 - 02:30 Social Performance Management
•02:45 – 04:15 Exercise on Social Performance
Day 1 Day 2 Day 3
Social Performance Management Social Performance
Assessment
Poverty Assessment Tools
Session 1
Introductions and Orientation
Session 1
Orientation and Social
Performance Mgt.
Session 1
Poverty Assessment Tools
Session 2
Regional Characteristics of Poverty
Session 2
Social Performance Appraisal
Session 2
Poverty Assessment Tools:
Application
Session 3
Social Performance Management:
Overview
Session 3
Social Performance Appraisal
Ends
Session 4
Social Performance Management:
Exploration
Session 4
Social Performance Appraisal:
Application
A note on the delivery
• Technical Language
• Misunderstanding
• Note any word or term I use, which you think needs a definition or clarification
• ASK !
Mark Twain – “the only dumb (silly) question is the one you don’t ask”
Quote
The most important thing you bring to the table is your brain -Edward Filene, Credit Union Pioneer USA
Expectations
What do you expect to get from these two and a half days?
• Social Performance Management
• Knowledge Management
• Expansion into Under-mm served mm areas
• Capacity Building
National apex body
developed & strengthened
Credit Unions &
member-ship
Poor and Extremely
poor
Regional Hub &
Steering Group
West African Credit Unions Against Poverty Programme
Exercise
Each Regional Manager to Develop Flipchart Presentation on their own Regions – Highlight:
- Geographical characteristics
- Political factors
- Demographic characteristics (population size, whether high level of female headed households, migration etc.)
- Education levels
- Health and nutrition issues
- Issues around access to services (schools, infrastructure, clinics, extensions etc.)
- Economic characteristics
- Wealth and Welfare indicators (typical rich, middle, poor characteristics)
Session Two: Presentations
Flipchart Presentation on Regions highlighting: - Geographical characteristics & infrastructure - Political factors - Demographic characteristics (population size, whether high level of female
headed households, migration etc.) - Education levels - Health and nutrition issues - Issues around access to services (schools, infrastructure, clinics, extensions
etc.) - Economic characteristics - Wealth and Welfare indicators (typical rich, middle, poor characteristics)
The Definition of Social Performance
The effective translation of an institution’s mission into practice
Vision: your idea of a better world
Mission: your idea of how to bring this about
Starting Point for Social Performance Management
What is the mission of your credit unions?
Missions
• Banks ▫ Maximize profits / shareholder value
• Credit Unions ▫ Build democratic institutions with
strong common bond
• Microfinance Institutions ▫ Alleviate Poverty
▫ Help clients build livelihoods, improve wellbeing
What do we mean by ‘Social’?
What qualifies as ‘social’?
• Who you are reaching based on poverty or vulnerability criteria
• Expanding access to financial service for economic development
• Reaching women / providing opportunities for families
• Promoting equity
• Promoting progress towards Millennium Development Goals
• Fostering participation and empowerment
Common Social Missions:
• Serving increasing
numbers of poorer and
more excluded people
sustainably
• Improving the quality &
appropriateness of
financial services
through assessment of
members’ needs
• Increasing members’
social capital, assets,
income, and access to
services
• Reducing members’
vulnerability
• Improving members
responsibility of the
institution toward clients,
employees, and
communities
What is Social Performance?
The effective translation of an
institution’s social mission into practice
▫ No Social Mission
▫ No Social Performance
▫ No Social Performance Management
Who is working for who?
The effective translation of an institution’s mission
into practice relates to:
• Reaching target market • Delivering high quality and appropriate financial services • Responding to the needs of members, their families and
communities
• Ensuring responsibility towards: • Its members
• Its employees, volunteers, the community it serves and the environment
Results
• Reaching target members
• Meeting target members’ needs
• Change in target members’ lives
23
Social Performance Pathway
Operations Strategy
Information use
Poor households have very active
financial lives and different needs.
Photos credit: Fonkoze, Haiti
Trends in Microfinance
• Double bottom line: changing context
• Growth and competition
• Commercialisation & legal status
• Skepticism
Social Performance Cannot Be Taken for Granted
Big Problems?
What Went Wrong ?
Commercial Mission Drift:
Fast growth (15-30% + p.a)
High competition
Market saturation
Coercive collection practices
Over-indebtedness …
Financial Mission Drift:
High return on investment
expected
Minimize costs, maximize profits
Fast profitability
Few products
IPOs (stock market launch) …
Open Floor Discussion
• What are the dangers in the Ghanian / Gambian context??
Core Problem
• If you can’t measure it, you can’t manage it
• No Action Talk Only – NATO
• Social Performance Measurement
Backlash ▫ Donors
▫ Investors
▫ TA Advisors
• Client protection
• Development
standards, good
practices,
certification
• 7 principles
• 1 750 endorsers
from 120 countries
Responses of the Sector …
• Microfinance
Transparency
• Campaigns for fair
and transparent
pricing
• 28 countries
• More than 1000
different loan
products
• Seal of Excellence
for poverty
outreach and
Transformation in
Microfinance
• To recognize those
institutions doing
the most to help
families lift
themselves out of
poverty
• Platform for dialogue,
learning and
collaboration
• Facilitating
engagement and
advocacy
• Setting industry
standards for social
performance
management
• Promoting good
practices
• Gathering quality
evidence and research
SP vs. SPM
• Social performance
▫ Whether or not you achieve your social goals
• Social performance management
▫ How you achieve your social goals.
The Definition of “SPM”
The processes an institution uses to translate its
mission into practice.
These include:
▫ Setting social targets
▫ Measuring the progress toward these targets
▫ Using the results for strategic decision-making-
namely, to improve products, services, and
delivery channels
Achieve Your Mission Through Performance
Management
Mission
Performance Management
Social
Performance
Financial
Performance
Managing for Social Results
Define desired
performance
Measure progress
toward desired
performance
Use performance
results to improve
products, services,
& systems
30% new
members are
female
New
membership
recorded by
CU staff and
reported to
board
CuTRAC
training led to
more
inclusion of
women
AMK Company Profile
• Largest number of borrowers in Cambodia : > 300,000
• Outreach to > 10,000 villages: > 70% of the villages in Cambodia
• Absolute Commitment to Mission: 50% of new clients in 2011 were
below the Cambodia Rural Food Poverty Line
• Leader in Social Performance Management and Responsible Finance
• Finance at Your Doorstep Methodology: Loan disbursement and
collection at community level
• Average Loan Size lowest of nationwide MFIs in Cambodia: USD 172;
94% of loans are for less than USD 300
• Lowest interest rates in the group lending market
Key Stats
• Population: 14.1 million
• GNI per capita, Atlas method: USD 750
• Poverty Level: 30%
Mature SPM Example – AMK Cambodia
AMK Client Profile
• 50% are below Poverty Line
• 87% of clients are female
• 63% of clients are literate, and 81% attended some school
• Average household has 5.2 persons including 3 income earners
• Clients are predominantly rural, but 63% of clients’ main source of cash
inflow is non-farm activity; 35% is farm activity
• Food is one of the top three expenditures for 96% of clients
• 83% of clients own land, but 76% of clients have no toilet facilities
• 33% of clients’ economic situation stayed the same in the previous 12
months; 55% improved, and 13% worsened
AMK SPM Framework
Social Performance Progress and Challenges
• Strengths:
▫ Synergies between social and financial performance
▫ Practical way to answer critics
▫ Tools, approaches and support are good
• Challenges
▫ Confusion of tools
▫ Verification process / credibility
▫ Developing process, practices and internal accountability
▫ What about impact?
Cost benefit of SPM
Trade offs:
- Individual targeting of poverty
- Non financial services
- Client protection (early stage)
Synergies:
- Geog. targeting & participation
improve productivity
- Quality of services & reasonable
interest rates improve portfolio
quality
- Service adaptation improve
efficiency
Links between social &
financial performance
(Cerise)
Other studies on the SP/FP correlations
(Cerise)
• A rating agency: Microfinanzas Rating ▫ Financial cost of poverty outreach, but
▫ Positive Correlation between staff prod/pov outreach, OSS & SR staff, OSS & breadth of outreach – 36 MFIs, verified data
• A platform for reporting: Mix Market ▫ Cost per borrower increases with targeting very poor/poor
▫ But SR staff linked with better productivity and SPM training linked to better PAR – 204 MFIs, self reported
Overall, same trends in data analysis
SP/FP
• Costs of individual/direct targeting of the poor
• But other means to reach poor people: geographic, methodologies, clients’ participation
• SP & FP are compatible when different dimensions of SP are taken into account
Different levels of support for the MFI
• Purely self assessment: The MFI fills in the questionnaire alone
• Accompanied self-assessment:The MFI fills in the questionnaire with support from an external reviewer
▫ The external reviewer knows the SPI tool and can answer to the questions of the MFI
▫ Final doc= full questionnaire / excel data-graphs
• Self-assessment with external audit ▫ The auditor verifies the quality of the information ▫ At least one day for external audit ▫ Final doc= full questionnaire/ Excel data-graphs/2p
summary
• Purely external assessment: done by the external auditor
Group Work
In small groups, answer the following questions: 1. In your opinion, why do social performance? 2. How can social performance of credit unions be improved? 3. What are the resource implications of introducing social performance?
Wealth Ranking Exercise
• There are 10 households in this small but typical village.
• Make up fictitious names and divide them into Well Off, Middle Ranking and Poor.
• Allocate how many you think will be in each category
• Describe each category
• Report back on Flipchart Paper
Recap Questions
1. List 3 common social missions of financial service providers
2. What does NATO stand for?
3. Why was the microfinance sector’s reputation damaged?
4. What is meant by the term ‘double bottom line’?