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SANABEL 6 th Annual Conference. Beirut - May 2009. PRESENTATION TITLE. Micol Guarneri. Social Rating Director. MicroFinanza Rating. MicroFinanza Rating.

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SANABEL 6 th Annual Conference

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Sanabel 6 th annual conference

SANABEL 6th Annual Conference

Beirut - May 2009

PRESENTATION TITLE

Micol Guarneri

Social Rating Director

MicroFinanza Rating


Sanabel 6 th annual conference

MicroFinanza Rating

  • Private and independent rating agency specializing in microfinance and rural finance, registered in the IADB Rating and Assessment Fund and in the ADA Microfinance Rating and Assessment Initiative

  • First specialized rating agency recognized by a national regulatory authority (Superintendency of Banks and Insurance in Ecuador) and licensed to carry out credit ratings

  • More than 380 evaluations in 50 countries (LARGEST MARKET SHARE in 2007*)

  • A large number of investors use our reports (BlueOrchard, DWM, Deutsche Bank, Incofin, KfW, Microinvest, Oikocredit, ResponsAbility, Triodos etc.)

  • MicroFinanza Rating has pioneered the social rating for microfinance institutions, developing an innovative methodology which can include the direct collection of client-level data (32 SR conducted so far).


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MILAN

Bishkek

Mexico

Managua

Nairobi

Quito

Our Offices


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Social Rating: How did we get there?

  • Increasing focus on financial performance, commercial approach and transformation

  • Social performance of microfinance assumed and risk of mission drift

  • Increasing flow of resources (public and private) towards the microfinance sector

  • Media exposure and growing critics

  • Recent financial crisis

  • Focus on responsiveness to client’s needs

  • Recognize need for consumer protection (CPPs)

  • Various initiatives (SPTF): social performance norms, standards and tools

  • Pressure to better measure and evaluate social performance of microfinance: development of Social Rating tools


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What is a Social Rating?

It provides an opinion on the capacity of an MFI to put its social mission into practice and to achieve its social goals.

It is based on an in-depth analysis of an MFI social performance management system and social responsibility and an evaluation of its results (output)

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External and independent

Quantitative and qualitative

Objective

Comparable

Stand-alone or coupled with financial rating


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“Put its mission into practice”

Outreach

Social Performance Management

C H A N GES

I MPACT

Mission and Objectives Systems Output

Intent Process and Input Output

Services

Social responsibility – towards clients, community, environment, staff

Impact Study

Social Rating

Framework for sp measurement


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Social Rating versus Impact Studies

  • An impact study measures the change in the living conditions of one population due to the action of an MFI.

  • Social rating does not measure impact; rather, it analyzes the objectives, systems and results of the MFI, before the impact that these may have on clients.

  • Social Rating and impact studies are complementary tools, meaning one does not substitute the other, but they respond to different needs.


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Social Rating Dimensions


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MicroFinanza Rating’s Approach:Two different products

  • STANDARD SOCIAL RATING

  • Data available at institutional level

  • Proxies

COMPREHENSIVE SOCIAL RATING

  • Collection of clients level information:

    • submission of a questionnaire

    • focus group discussion with clients

  • Deeper Analysis:

    • Indicators about clients socio-economic profile

    • Feedback from clients about satisfaction/dissatisfaction

Differences can be more or less relevant depending on the effectiveness and reliability of the SP monitoring system of the MFI


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Why a Comprehensive Social Rating?

….Can answer to several important questions:

  • Which is the incidence of poverty among the clients of the MFI?

  • Which is the degree of financial exclusion of entering clients? How many did not have previous access to credit?

  • How severe are the living conditions and social vulnerability of clients’ households?

  • Are clients satisfied about the services offered?

  • Which are the main strengths and weaknesses in terms of adequacy of the products to clients’ needs, and why?

  • Which is the degree of financial awareness among clients?

  • Are clients over-indebted?


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Social Rating: Audience and Objectives

For the industry:

  • To increase transparency in the microfinance field

  • To compare social performance across MFIs

    For the MFI:

  • To provide a clear diagnostic of social performance strengths and weaknesses to the staff, management and governance, representing an important step towards the establishment of an effective social performance monitoring and tracking system

  • To facilitate the access to financial capital

    For external stakeholders

  • To provide potential donors and investors with the most appropriate tools and information for making resource allocation decisions

  • To monitor the SP of their partners (particular important in case of equity investment)

  • As a basis for designing technical assistance intervention to put in place effective SP management and monitoring system


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Dimension 1: spm system


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Dimension 2: Social Responsibility


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Dimension 3: Outreach

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Outreach: economic poverty(survey on clients)


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Outreach: financial inclusion (survey on clients)

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Dimension 4: Service Quality


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Value of Social Rating to MFIs


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SP & Social Rating and the Current Financial Crisis

  • Social performance and social rating cannot be considered an “ornament”: there is a need to put the “social” into performance management

  • Focusing on social performance measurement and management is all the more important in the current time of crisis:

    • Not only to attract funds from social responsible investors (social ratings facilitate communication with potential investors)

    • But also to face and manage reputational risk

  • Additional cost of tracking social performance indicators are compensated by medium/long term benefits (retention of clients, lower operational costs, higher productivity)

  • MFIs are increasingly seeking guidance on what factors to consider when tracking their social performance: important for the MFI to get familiar with social rating area of analysis to get ready with a social rating (couple SR with training).


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Some findings from our experience: SPM System

  • Intentions are generally well reflected in the mission statement, but key terms are not often specifically defined (poor/disadvantaged, etc)

  • Overall, the social mission is well disseminated even if in some cases:

    • it needs to be reinforced among more recently hired staff;

    • it is less disseminated at branch level;

    • systematic and formalised channel for communicating and reinforcing the social mission are generally not in place

  • General good balance (social/financial) in governance even if some strategies are only focusing on financial aspects... BoD need training on SPM

  • Mission orientation broadly influences the overall approach of the MFI, but broad social goals are not translated in strategic more specific objectives and performance targets to guide operations (resulting in poor social strategy)

  • MIS is not adequate to track and monitor achievements of social goals (where info available, not entered in the MIS…where in the MIS, not consolidated..)

  • Systematic Social Reporting is rarely available in MFIs.

  • HR policy alignment not always satisfactory: balance of skills and social orientation in job recruitment; reference of social mission and values as part of induction…but not reflected in the staff appraisal and incentive system


Sanabel 6 th annual conference

Some findings from our experience: Social Responsibility

  • MFIs are committed to Social responsibility and see it as an integral part of their orientation…but there is a need for formalisation of policies and mechanism to ensure compliance

  • Staff satisfaction surveys are rarely performed

  • Transparency is an area of improvement: generally higher in regulated MFI

  • Overindebtedness is often a critical issue:

    • MFI not always equipped with effective policies to mitigate and manage it

    • Necessity of effective Credit Bureaux

    • Policy for maximum level of indebtedness

    • Improve analysis of repayment capacity


Sanabel 6 th annual conference

Thank you!!!!

MF Rating HQ

Corso Sempione, 65 20149 Milan – Italy Tel: +39-02-3656.5019 Fax: +39-02-3656.5018

MF Rating South America

Calle Pasaje El Jardín #152 y Avenida 6 de Diciembre, Quito – Ecuador Tel.: +593-2-2248.114

MF Rating Central America

Costado Nor-oeste Parque El Dorado Casa 116. Residencial El Dorado, Managua – Nicaragua

Tel.: +505-2480.858

39 Poniente 3515, 5° piso Las Animas, 72400 Puebla – Mexico

Tel +52-222-1414.812/1414.861 Cel.: +52 2223433168

MF Rating Central Asia, the Caucasus and Russia

Apt.14, 231, Tynystanov Str., 720000, Bishkek, Kyrgyz Republic Tel: +996-312.682997

MF Rating Africa

c/o Prima Apartments, Gichugu Road, Kileleshwa, Nairobi - Kenya

Tel: +254 (0)20 300 6423; Mob: +254 (0)737 43 9297

Antenna in Brussels

Rue de la Victoire 101, Brusseles - Belgium Tel.: +32-2-539.2422

[email protected]


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