SOCIAL PERFORMANCE TASK FORCE 1 SPM Sub-committee Report from sub-committee activity (June 2008 – May 2009) and future priorities Anton Simanowitz

SOCIAL PERFORMANCE TASK FORCE Lot of discussion - 40 weekly SPM ‘sound-bites’ SPM Practice Guide -> input from 100 people: 16,000 English language downloads in 4 months ‘Next steps in SPM’ meeting, November 2008: 34 organisations & 12 countries, + virtual input SPM network: 600% growth in past year to over 730 members; 1000 visits per month SPM learning meeting (expanding beyond Imp- Act Consortium – 20 organisations) 2 Engaging with industry – creating a buzz

SOCIAL PERFORMANCE TASK FORCE 1.Changing products and services deepening understanding -> adjust or add products and services NWTF flexibility of loan terms differentiating products by client groups recognising client opportunity & vulnerability (flexibility, diverse financial services, complementary non-financial services) need to make decision as MFI about what is desirable and practical. SPM does not imply non-financial services 3 Seven lessons for doing SPM

SOCIAL PERFORMANCE TASK FORCE 2. Human resource management Staff are critical to MFI applying mission Culture, selection, training, incentives, training etc eg. incentives Compare “new clients” to “total clients” Eg. AMK rural bonus Staff-client interface Not just money but how it is delivered/collected Eg. role of group leadership How can this be managed? 4 Seven lessons for doing SPM

SOCIAL PERFORMANCE TASK FORCE 3. Information system Clearer about what information and tools – less overload Processes of data collection generally not standardized -> poor data quality Weak: managing & using information. MFIs do not know what information they need so do not know how to leverage the data a manager may have a business question related to SP, the data can be there, but no skill to organize it in a form that would respond to the question 5 Seven lessons for doing SPM

SOCIAL PERFORMANCE TASK FORCE 4. Strengthening management systems SPM is applying social lens to performance management systems, so… SPM can be no more effective than overall management system Lot of SPM work focuses on basic systems SPM can help improve overall management 6 Seven lessons for doing SPM

SOCIAL PERFORMANCE TASK FORCE 5. Governance and strategic decisions Mandate is to protect the mission Formal SP role of Board (committee) & reports Skills of board Signals commitment esp. if follow-up issues Managing transition: selection of new CEO Client role in Board 7 Seven lessons for doing SPM

SOCIAL PERFORMANCE TASK FORCE 6. Impact of growth Internal & external pressure (-) compromise in quality (especially in relation to client- staff interface), short-cuts and stream-lining (+) expanding target market/outreach Challenges Pressure on management, information, HR systems Maintaining organisational culture & communications Strong systems and management allows growth and good SP 8 Seven lessons for doing SPM

SOCIAL PERFORMANCE TASK FORCE 7. External environment External incentives for SPM Bosnia regulation -> profit orientate equity investors South Africa – government backlash Some investors incentivising SP Changing nature of poverty eg. Bolivia, Bosnia, Haiti, South Africa – implications for info system 9 Seven lessons for doing SPM

SOCIAL PERFORMANCE TASK FORCE 1. Communicating SPM message and advocacy SPM principles: achieve industry consensus in practice through sign-on SPM film (short and long) SPM network ( 750 members: exchange, information sharing, discussion, technical helpdeskwww.spmconsortium.ning.com 10 Moving from ‘buzz’ to practice: 6 priorities

SOCIAL PERFORMANCE TASK FORCE 2. Capacity building for MFIs Imp-Act Consortium training – 4 day Director level, or one-on-one mentoring. English/Spanish/French Follow-up mentoring/TA Complementary resources: Cerise SPI, MFC strategic management training; Grameen Foundation PPI; MISION gender audit…. 11 Moving from ‘buzz’ to practice: 6 priorities

SOCIAL PERFORMANCE TASK FORCE 3. Building capacity of networks MFIs support members, provide quality control of consultants, standards, common reporting Provide the infrastructure for rapidly scaling up the support available to networks Share coherent frameworks for capacity-building, innovate and pilot-test with networks methods and products to improve the impact on MFI clients Joint project of Cerise and Imp-Act Consortium members; MISION Africa 12 Moving from ‘buzz’ to practice: 6 priorities

SOCIAL PERFORMANCE TASK FORCE 4. Capacity building for consultants/TA providers Varied level of specialised SPM skills -> need to build in some areas (link to networks programme) Need to mainstream skills: integrating ‘social lens’ into mainstream training & capacity building: Focus on core areas of performance management – applying a social lens to ensure that social performance is part of all work to support MFI management systems and processes Minimum standard: TA should be ‘SP neutral’ 13 Moving from ‘buzz’ to practice: 6 priorities

SOCIAL PERFORMANCE TASK FORCE 14 Moving from ‘buzz’ to practice 5. Technical resources Practice Guide (16,000+ downloads) – translation coming Spanish, French, Arabic). On-line resource centre based on Practice Guide will add experience, videos, discussion, help-desk feedback and up-to-date adaptations

SOCIAL PERFORMANCE TASK FORCE 6. Funding: TA fund for SPM Needs assessment: SPM training or externally administered social audit Support for implementing recommendations from social rating, audit or training action-plan strategy and product/service design management systems to set up systems to collect client-level data apply social lens to mainstream TA already committed Capacity building for networks and consultants? 15 Moving from ‘buzz’ to practice: 6 priorities

SOCIAL PERFORMANCE TASK FORCE 16 Moving from ‘buzz’ to practice