1. Social Performance Indicators (SPI) Tool Measuring social performance of microfinance institutions

2. SPI Tool: A questionnaire to measure SP Principles: simplicity, internal info, standardization, external verification, designed with and for MFIs Contents: a questionnaire and a companion guide (available on www.cerise-microfinance.org)www.cerise-microfinance.org 4 key dimensions : Outreach Products & Services Benefits to clients Social responsibility

3. The nature of the SPI Tool Assessment of social processes: intents, actions, corrective measures (not impact) Use of the questionnaire  As a self-assessment by MFI; provides food for thought for Board and stakeholders ( e.g. AMK Cambodia, ASHI Philippines, ASC Union Albania )  As a social audit with technical assistance (e.g. CERISE, Aquadev, Profin Bolivia), investors due diligence (e.g. Oikocredit, Alterfin, Incofin), apex and professional associations (e.g. Red Financiera Rural, Finrural, CIF West Af.) A companion guide to help in the use of the questionnaire  Rationale behind the indicators, information sources to be used, how to interpret results Tool free of charge available on www.cerise-microfinance.orgwww.cerise-microfinance.org

4. The characteristics of the SPI Tool Developed with and for MFIs Practical: quick and simple in its application (easy internal monitoring, easy external verification); Provides visual results : radar and diamond graphs Standardized: Adaptable to diverse contexts & MFIs Promotes the culture of social performance Provides reporting format for MFIs on their SP Recognized tool by the Social Performance Task Force, CGAP, SEEP, social investors, rating agencies

5. Two main parts to the Tool Part One : context and social strategy of the MFI / major financial indicators Part Two: social performance indicators

6. Part Two: the 4 dimensions of social performance Outreach to the poor and excluded Products & Services Benefits to clients Social responsibility  A wide vision of social performance

7. Dimension 1: Outreach to the poor and excluded 3 main strategies for targeting: Geographic: Selection of operating areas Individual: Use of targeting tools and procedures Pro-poor methodology : Social collateral, specific approach for remote areas or excluded populations, transaction size

8. Dimension 2: Adaptation of products and services to target clients  Range of services Diversity of loans and voluntary savings  Quality of services Decentralisation, rapidity, transparency, adaptation to clients’ needs, client drop outs  Innovative services (direct or through partnership): non-financial, mobile banking, transfers, remittances, etc.

9. Dimension 3: Improvement of clients’ benefits Economic benefits Tracking of economic changes, impact studies, profit sharing with clients Client participation Level of participation, efforts towards quality of participation, effectiveness (results) Empowerment Social capital, creation of local capacities, addressing issues beyond access to financial services, client advocacy among local or national authorities

10. Dimension 4: Social responsibility of the MFI Social responsibility to staff Salary policy, health insurance, career advancement, training plans for all, participation in decision making, staff turn-over Social responsibility to clients Consumer protection (grievance procedures, over-indebtedness, death insurance, code of conduct regarding interest rates, collateral, etc.) Social responsibility to the local community and the environment Respect of local culture, local economic development, SR towards the environment

11. Limitations of the Tool Limits of standardization not very detailed, and all indicators do not apply to every MFI (e.g. savings, client participation); however, offers an exhautive assessment of potential SP objectives Strong involvement necessary for individual MFIs to appropriate Hence the important role of networks and TA in the early stages Well-adapted at the MFIs’ level but can be simplified for investors => Need for selection of few indicators (e.g. SPS/MIX)

12. StrengthsWeaknessesDecision taken 1. OutreachGood geographic targeting, know clients well Little use of social collateral, no individual targeting No correction: Cveca’s mission is to serve the entire villages. 2. Products & Services Emergency loans, savings, good quality services No loans for social needs or innovative products. High desertion rate. No client studies Development of products for remittances, Satisfaction survey 3. Benefits to clients Strong trust, transparency, participation Lack of women representatives Creation of special structure to serve poor women 4. Social responsibility Participation and consensus among villagers, No codes of conduct, salary tables, little community investment Merging of agencies: critical size necessary for SR

13. AMUCSS: taking measures based on SPI results (linked with governance analysis) Starting point: Identification of points to be improved based on the SPI analysis (e.g. quality of services, HR); actors to be involved in the process based on governance analysis Steps: Clarification of objectives for main criteria of SPI to be improved; identification of actions and people responsible