Social Performance Management (SPM) Isabelle Kidney Bless Darkey CuTRAC 2013

Transcription

1 Social Performance Management (SPM) Isabelle Kidney Bless Darkey CuTRAC 2013

2 Introductions Name Occupation/job

3 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

4 Thursday Social Performance Assessment Friday 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 Ends Social Performance Appraisal Session 4 Social Performance Appraisal: Application

5 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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7 West African Credit Unions Against Poverty Programme Capacity Building National apex body developed & strengthene d Credit Unions & membership Expansion into Undermm served mm areas Knowledge Management Regional Hub & Steering Group Poor and Extremely poor Social Performance Management

8 What do we mean by social in relation to credit union financial services? (what good are we hoping to help bring about?)

9 Photos credit: Fonkoze, Haiti

10 Why talk about Social Performance? What problems can financial service providers cause members / clients / customers?

11 Big Problems?

12 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)

13 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

14 Social Performance Drivers Member 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 Organisational Level 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

15 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 SOCIAL RESPONSIBILITY TO STAFF, COMMUNITY & ENVIRONMENT CHANGES TO CLIENTS LIVES Ensure that CUs are responsible to their members. Ensure that CUs meet acceptable standards (e.g. human resource policies) and make special efforts to be socially responsible. Illustrate accomplishment of mission.. Information on compliance with client protection principles (transparency around pricing etc.) Information on staff satisfaction, HR policies, work conditions and special CU initiatives regarding community and environment Information on changes to members livelihoods (next level up is impact assessment)

16 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

17 Where do you start? Intent & Design Internal Systems/ Activities Outputs Outcomes Impact 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? IMPACT Can change in client welfare be attributed to institutional activities? 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?

18 Mature SPM Example AMK Cambodia 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 50% are below Poverty Line 87% of clients are female AMK Client Profile 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 Key Stats Population: 14.1 million GNI per capita, Atlas method: USD 750 Poverty Level: 30%

19 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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22 Fill In the Gaps 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?

23 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

24 Institutionalising SPM 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

25 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

26 ILCUF SPM Assessment Questionnaire Overview

27 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

28 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!

29 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 subheadings

30 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

31 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

32 ILCUF SPM Assessment Questionnaire Open Floor Exercise Outreach & Inclusion

33 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

34 From SP assessment to SP management

35 Social Performance Management SPA vs. SPM: two different things! 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

36 Example from Mali (adapted from Cerise)

37 Managing for Social Results 30% new members are female Define desired performance New membership recorded by CU staff and reported to board Measure progress toward desired performance Use performance results to improve products, services, & systems CuTRAC training led to more inclusion of women

38 Achieve Your Mission Through Performance Management Financial Performance Mission Social Performance Performance Management

39 ILCUF SPM Assessment Questionnaire Plan for Rolling out SPM

40 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?