Social Performance Management (SPM) - WordPress.com · Social Performance Management (SPM) Isabelle...
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Social Performance
Management (SPM)
Isabelle Kidney
Bless Darkey
CuTRAC
2013
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Introductions
Name
Occupation/job
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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”
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Thursday Friday
Social Performance Assessment Poverty Assessment Tools
Session 1
Orientation and Social Performance Mgt. Overview
Session 1
Poverty Assessment Tools
Session 2
Social Performance Appraisal
Session 2
Poverty Assessment Tools: Application
Session 3
Social Performance Appraisal
Ends
Session 4
Social Performance Appraisal: Application
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Objective
Familiarise participants with the concept of Social Performance Management and how to assess the status of SPM at Credit Union level
Session 1: Overview of Social Performance
Session 2: Presentation and Practice of SP Assessment Tool
Session 3: Practice of SP Assessment Tool
Session 4: Feedback and Roll Out
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• Social Performance Management
• Knowledge Management
• Expansion into Under-mm served mm areas
• Capacity Building
National apex body
developed & strengthene
d
Credit Unions & member-
ship
Poor and Extremely
poor
Regional Hub &
Steering Group
West African Credit Unions Against Poverty Programme
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What do we mean by ‘social’ in relation to
credit union financial services?
(what ‘good’ are we hoping to help bring about?)
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Photos credit: Fonkoze, Haiti
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Why talk about Social Performance?
What problems can financial service providers cause members / clients / customers?
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Big Problems?
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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) …
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Social Performance Cannot Be Taken for Granted
• Member dissatisfaction, distress (and exit)
• Over-indebtedness or multiple loans
• Lack of understanding of costs related to terms and conditions
• Complaints about staff
• Limited benefit of financial services for the member
• Unserved segments of the community
• Unmet needs
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Social Performance Drivers
Member Level Organisational Level
• Underserved people (women, youth, rural): Financial Inclusion
• Poorly managed remittances: Product and Service Development
• Need for linkage with non financial support: Product and Service Development
• Low usage of certain products: Client satisfaction
• Loan repayment problems: Client protection
• CUs focus is on financial performance: Double bottom line
• CU staff use coercive practices to get high repayment rates: Client protection
• CUs face difficulty in retain good staff: Staff satisfaction
• Fierce competition between providers: Client protection
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If the CU wants to demonstrate…..
In order to … It must provide
FINANCIAL INCLUSION / OUTREACH
Verify whether membership matches targeting objectives…
Basic indicators on the number of poor and excluded people served
PRODUCTS AND SERVICES IMPROVEMENTS
Verify to what extent the CU fulfils the needs of the members…
Information on satisfaction levels of members with products and services
CLIENT PROTECTION
Ensure that CUs are responsible to their members….
Information on compliance with client protection principles (transparency around pricing etc.)
SOCIAL RESPONSIBILITY TO STAFF, COMMUNITY & ENVIRONMENT
Ensure that CUs meet acceptable standards (e.g. human resource policies) and make special efforts to be socially responsible ….
Information on staff satisfaction, HR policies, work conditions and special CU initiatives regarding community and environment
CHANGES TO CLIENTS LIVES Illustrate accomplishment of mission …..
Information on changes to members livelihoods (next level up is impact assessment)
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Required Systems for Most Common Social
Performance Indicators Common Social Performance Indicators Systems
• Number of Female Members
• Volume of activities (savings, loans)
• Members by urban / rural category
• Member Profiles
• Satisfaction with products & services
• Preventing over-indebtedness
• Level of over-indebtedness
• Staff job satisfaction
• MIS
• MIS
• MIS
• Poverty assessment tool
• Client satisfaction survey
• Interviews with managers
• Member interviews
• Staff survey
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Intent & Design
Internal Systems/ Activities
Outputs Outcomes
Where do you start?
INTENT AND DESIGN What is the mission of the institution?
Does it have clear social objectives?
INTERNAL SYSTEMS & ACTIVITIES
What activities will the institution undertake to achieve its social mission? Are systems designed and in place to achieve those objectives?
OUTPUTS
Does the institution serve poor and very poor people? Are the products designed to meet their needs?
OUTCOMES
Have clients experienced social and economic improvements?
Impact
IMPACT Can change in client welfare be attributed
to institutional activities?
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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
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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
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Mission Statement: To serve increasing numbers of poor people and female headed households thereby
helping to improve their livelihoods.
Mission
Component
Objective: what
exactly you want
to achieve?
Indicators: what
are you going to
measure to show
progress?
Fill In the Gaps
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Approach t Social Performance
Balance of financial and social performance
Focus on social performance creates business value – for example
• appropriate products (e.g. low loan ceilings, flexibility of repayment) … leads to higher repayment rates
• suitable delivery system serving clients in remote areas
• demand patterns reflecting member cash flows
• member retention
• Higher staff satisfaction higher member satisfaction
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Social performance is management’s responsibility; performance
appraisal of General Manager / CU Manager reflect the expected
balance between financial and social performance
Social Performance Committee at governance level advises
management on strategic directions, social research, reporting, it
provides recommendations to management and the Board
Aligning systems to SPM – e.g. monitoring compliance of operations
to SP principles is allocated to internal audit team; where possible
social data are captured by MIS
Institutionalising SPM
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Do Good & Do No Harm
• Maximise the appropriateness of the financial services
• Focus on lifting people out of poverty and contributing to economic development
• Act responsibly towards members, staff, volunteers & community
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ILCUF SPM Assessment Questionnaire
Overview
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ILCUF SPM Assessment Questionnaire
Home Instructions Results: Scoring Results: Graphics
Questionnaire Dimensions - Outreach & Inclusion - Member benefit & welfare - Governance - Responsibility to Staff &
Volunteers - Community & Environment - Cooperation amongst Cooperatives
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ILCUF SPM Assessment Questionnaire
Some notes on the Questionnaire: - It is a refined, simplified composite of other tried and tested
assessment tools - It takes into account International Cooperative Principles - It sets highest standards in a very wide and deep range of SPM issues - It is a tool and needs to be incorporated into the Management
Information System for decision making purposes - Be aware of ‘lingo’ in this tool and ask for explanation
You are the pioneers!
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ILCUF SPM Assessment Questionnaire
How it works
- Questionnaire administered by regional manager / WACUPP / CU managers to board member, staff member and CU manager
- Takes a half day to complete and another half a day to ensure proper reporting
- Under each heading there are a number of questions under a set of sub-headings
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ILCUF SPM Assessment Questionnaire
How it works
- For scoring purposes, each sub-heading is weighted as ‘critical’ (most important / essential), ‘high’ (important), or ‘medium’ (desirable, relevant)
- Team picks a statement that most closely matches their CU
- Automatic scoring on table and ‘web’ graphs
- Report back to board and CUA / Bless / board / AGM
- Conduct on an annual basis
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ILCUF SPM Assessment Questionnaire Exercise: Carry out the SP Assessment in Groups of 4
1. Decide who is going to make the final presentation
2. Agree on the parameter of the exercise (pick one CU that all the group know or
the average CU in the region etc.)
3. Rotate who is using the laptop, one section per person
4. The person who is using the laptop is asking the questions
5. Take one section and then sub-heading at a time, read out the related statements, and discuss and agree which statement most closely resembles the CU situation
6. Answer ‘Yes’ in the adjacent cell, insert justification & continue to the next question…
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ILCUF SPM Assessment Questionnaire
Open Floor Exercise
Outreach & Inclusion
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ILCUF SPM Assessment Questionnaire
Feedback Sessions
Each group present back one section
(last group present back last two short sections)
Feedback & Clarifications on Each Section
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From SP assessment to SP management
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SPA vs. SPM: two different things!
Social Performance Management
SPA
a measure of how well an institution uses its
systems and operations to generate positive social benefits
SPM the use of this measure
to make decisions
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Example from Mali (adapted from Cerise)
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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
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Achieve Your Mission Through Performance
Management
Mission
Performance Management
Social
Performance
Financial
Performance
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ILCUF SPM Assessment Questionnaire
Plan for Rolling out SPM
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Recap Questions?
• Why can we not take social performance for granted?
• Where should the starting point be for social performance?
• Name three of the headings under the social performance assessment tool.
• Who is the driver of social performance in a credit union?