social performance in microfinance introduction to social rating
DESCRIPTION
Social Performance in Microfinance Introduction to Social Rating. What is rated?. Social performance, ‘social returns’ Starting point is the MFI doing what it says it is? is the MFI contributing social value? - analysis of the evidence Follows the Social Performance Pathway. - PowerPoint PPT PresentationTRANSCRIPT
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Social Performance in Microfinance
Introduction to Social Rating
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What is rated?
• Social performance, ‘social returns’
• Starting point
is the MFI doing what it says it is?
is the MFI contributing social value?
- analysis of the evidence
• Follows the Social Performance Pathway
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Why Social Rating?
Balances financial performance rating
Interest from MFIs, donors, investors
Systematic, focussed, relatively quick approach
Quicker, cheaper – than ‘impact assessment’: ‘improving’ rather than trying to prove
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Social Rating Outlook: Evolution – numbers (incl assessments)
Number of SR conducted, by year
2025
33
50
0
10
20
30
40
50
60
up to 2006 2007 2008 June 2009
4 specialist rating agencies:M-CRIL, Microfinanza Rating, Planet Rating, MicroRate
‘pilots’
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Social Performance: dimensions
Social Rating covers 1 to 5
Dimensions
1 Context: Country level – socio-economic indicators; microfinance
PROCESS - CAPACITY
2 Mission, Strategy and systems alignment: governance, strategy and management systems
3 Social responsibility:
to clients: values and systems for client protection
to staff: decent working condition and development opportunities through appropriate HR policies
to community and environment
RESULTS – OUTPUTS - PERFORMANCE
4 Outreach - depth and breadth of geographical outreach and target reached
5 Services - variety and appropriateness of financial and non financial services
RESULTS – OUTCOMES
6 Change: changes for clients, households and enterprises associated with microfinance
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Process Results
In relation to the pathway
Intent & values
Internal Systems
Impacts Out-comes Out- puts
Social Rating
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Process Results
Difference in rating products: Assessment of outputs
Intent & values
Internal Systems
Impacts Outcomes Out puts
PORTFOLIO DATA + secondary data available
+ FIELD INVESTIGATIONMFI data &/or Rating sampleQuestionnaire – new clientsFocus Groups
1 Outreach – who is the MFI serving?2 Services – are they appropriate?
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RESULT: Outreach: who is the MFI serving?
Portfolio based information:
Usually available:NB – check clients (not loans)Number of clients % rural % women% in different regions% group based/individualAverage loan outstanding (as % per capita GNI)
Sometimes availableAverage loan disbursedAverage 1st loan disbursed% loans < $300/$400 (or nearest local currency)Loan distribution by sector
Client level information:
New/recent client households% rural, semi-rural, urban, slum% /# poor - below poverty line(s)excluded: % with no formal savings/credit % socially marginal groups
Other profiling:Main livelihoodWomen’s role in supported enterprisesDaughters/sons in school (prim/sec) Quality of life indicators (housing, electricity, sanitationIndirect outreach# employed in supported enterprises – hired/non-family (full/part-time)
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RESULT: Appropriate services?
Portfolio based information:
Available:Different financial servicesRelative access to different products/servicesRange of termsNon-financial services and access (as applicable)
Sometimes availableDrop-out rate
Client level information:
Client feedback on products and services – specific features:(amounts, terms, timeliness; group systems)
% also using other financial service providers – other MFIs, moneylenders
Specific issues and suggestions
Reasons for dropout
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Approach to scoring (M-CRIL)
1 Weighting the dimensions – according to
- Significance
- Relative effort involved for the MFI
- Reliability of the information
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Weighting the dimensions: example M-CRIL Weight
PR
OC
ES
S
Mission/Systems 3.0
Mission - clarity and awareness
Governance and Policy Making
HR systems
Targeting, market segmentation and product development
Social information - monitoring and reporting
Systems for Member-owernship and accountability*
Responsibility to clients 1.5 Code of conduct
Transparency
Cost to clients
Client Interactions
Non-financial services and linkages*
Other Social Responsibility 1.5
Gender approach
Responsibility to staff
Responsibility to community
Responsibility to environment (higher weight for SMEs)*
RE
SU
LT
S
– O
UT
PU
TS
Outreach 2.0
Operations in backward regions/areas
Reaching the unreached
Reaching disadvantaged groups
Depth of outreach - to the poor
Indirect outreach - applicable for SME lending*
Appropriate Services 2.0
Client awareness
Effective (group) systems*
Client satisfaction (esp. with reference to target group)
Client exit Overall social rating 10
*Modifed according to microfinance model
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Weighting the dimensions: example contd, M-CRIL Dimensions weight
PR
OC
ES
S
Mission/Systems 3.0
Mission - clarity and awareness 15%
Governance and Policy Making 20%
HR systems 20%
Targeting, market segmentation and product development 20%
Social information - monitoring and reporting 25%
Responsibility to clients 1.5 Code of conduct 20%
Transparency 20%
Cost to clients 20%
Client Interactions 20%
Non-financial services/linkages* 20%
Other Social Responsibility 1.5
Gender approach 30%
Responsibility to staff 35%
Responsibility to community 15%
Responsibility to environment (higher weight for SMEs)* 10%
RE
SU
LT
S
– O
UT
PU
TS
Outreach 2.0
Operations in backward regions/areas 23%
Reaching the unreached 23%
Reaching disadvantaged groups 15%
Depth of outreach - to the poor 40%
Indirect outreach - applicable for SME lending* -
Appropriate Services 2.0
Client awareness 25%
Effective (group) systems* 25%
Client satisfaction (esp. with reference to target group) 25%
Client exit 25% Overall social rating 10
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Approach to scoring (M-CRIL)
2 Scoring the indicators derived from:
- Best/optimal practice (clarity, consistency,
quality)
- Context averages (using available information)
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Indicator scoring: examples of ‘best practice’
Mission: clear and comprehensive (includes who, where, what for), understood across the MFI
Policy for client protection: written and comprehensive (6 principles); monitored as part of internal audit
Exit rate: below average (contextual) <15-20%
Client awareness of financial conditions >80%
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A Social Rating Report
Example – AMK Cambodia M-CRIL 2 page summary with grades up front
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Benefits of Social Rating
For the MFI:To provide a clear diagnostic of social performance
strengths and weaknesses, an important step towards the establishment of an effective social performance management system
Same basis as social reporting standards (SPTF/MiX ‘Part 1’ & ‘Part 2), verifies/basis for MFI social reporting To facilitate access to financial capital from social
investors
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Benefits of Social Rating
For external stakeholdersTo provide potential donors and investors with the tools
and information for making resource allocation decisions
For the industry:To increase transparency in microfinance
To compare social performance across MFIs
mirrors financial performance rating