Social Performance Management (SPM) Insert organisation, presenter and date Session 1: Introductions & Overview Of SPM Objective: To introduce participants and the trainer to each other and to familiarise participants with the subject and importance of SPM Presenters Introduce themselves & Participants Provide their Name Occupation/job A note on the delivery • Technical Language may be confusing: alert presenters if a problem • Misunderstanding: ask for clarification at any point • Note any word or term presenter uses which you think needs a definition or clarification • ASK ! Mark Twain – “the only dumb (silly) question is the one you don’t ask” Day 1 Day 2 Day 3 Social Performance Assessment Training Pilot in 2 Credit Unions Compilation & Feedback Pilot Roll out in Credit Union 1 Data Entry & Compilation Session 1 Introductions and Overview on Social Performance Management Session 2 Social Performance Appraisal: Presentation & Practice of SPM Tool Session 3 Pilot Roll out in Credit Union 2 Social Performance Appraisal: Group work exercise on SPM tool Session 4 Social Performance Appraisal: Presentation of group work, feedback & pilot roll out plan Presentation of Findings .& Roll Out plan Open Floor Question What do we mean by ‘social’ in relation to credit union financial services? (what ‘good’ are we hoping to help bring about?) Photos credit: Fonkoze, Haiti Why talk about Social Performance? What problems can financial service providers cause members / clients / customers? Big Problems? 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) … 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 Social Performance Drivers Member Level Organisational 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 • 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 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 Information on satisfaction levels of needs of the members… members with products and services CLIENT PROTECTION Ensure that CUs are responsible to their members…. Information on compliance with client protection principles (transparency around pricing etc.) SOCIAL RESPONSIBILITY TO STAFF, COMMUNITY & ENVIRONMENT Ensure that CUs meet acceptable standards (e.g. human resource policies) and make special efforts to be socially responsible …. Information on staff satisfaction, HR policies, work conditions and special CU initiatives regarding community and environment CHANGES TO CLIENTS LIVES Illustrate accomplishment of mission ….. Information on changes to members livelihoods (next level up is impact assessment) 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 Results Framework: Where do you start? Intent & Design Internal Systems/ Activities Outputs Outcomes 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? OUTPUTS Does the institution serve poor and very poor people? Are the products designed to meet their needs? OUTCOMES Have members experienced social and economic improvements? Impact IMPACT Can change in member welfare be attributed to institutional activities? 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 Example of Putting a Mission into Practice • The following is a mission statement of a microfinance institution in Cambodia: To help large number of poor people improve their livelihood options through delivery of appropriate and viable microfinance services • They looked to see how they could put this into practice by breaking it down…. EXERCISE Fill In the Gaps Mission Component Objective: what exactly you want to achieve? Indicators: what are you going to measure to show progress? Mission Statement: To serve increasing numbers of poor people and female headed households thereby helping to improve their livelihoods. Approach t Social Performance Balancing financial and social performance Focus on social performance can create 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 Institutionalising SPM Social performance is management’s responsibility; performance appraisal of General Manager / CU Manager needs to reflect the expected balance between financial and social performance. Management reporting on SP should be to the board and to members at AGMs. A 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. SPM Motto: 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 Session 2: ILCUF SPM Assessment Questionnaire Overview of SPM Appraisal Tool Objective: To be understand the SPM appraisal tool ILCUF SPM Assessment Questionnaire Home Questionnaire Dimensions Instructions - Results: Scoring Results: Graphics Outreach & Inclusion Member benefit & welfare Governance Responsibility to Staff & Volunteers Community & Environment Cooperation amongst Cooperatives 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! ILCUF SPM Assessment Questionnaire How it works - Questionnaire administered by managers to board member, staff member and CU manager - Takes between 1.5 – 3 hours to complete and the same amount to time to compile - Under each heading there are a number of questions under a set of subheadings Look through the SPM Appraisal Tool Flick through each page of the SPM Appraisal Tool - The ‘Home’ page registers headline information • Flick throughpage each page of the SPM Appraisal Toolthe tool The ‘Instructions’ provides details on how to administer The ‘Outreach’ page looks at where and what segments of society the CU is reaching The ‘Member Benefit and Welfare’ page asks about the suitability, transparency and scope of services offered The ‘Governance’ page covers issues such as representation & equity The ‘Staff and Volunteers’ page examines responsibility to staff and volunteers in terms of facilities, potential for development & addressing grievances The ‘Community and Environment’ page looks at social responsibility & environmental protection The ‘Cooperation between Cooperatives’ page looks at aspects relating to participation and cooperation The ‘Score’ and ‘Graphic’ page aggregate results automatically and present results in a visibly easy fashion 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 member AGM - Conduct on an annual basis ILCUF SPM Assessment Questionnaire Open Floor Exercise Outreach & Inclusion 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 Example from Mali (adapted from Cerise) Managing for Social Results New membership recorded by CU staff and reported to board 30% new members are female Define desired performance Measure progress toward desired performance Use performance results to improve products, services, & systems CuTRAC training led to more inclusion of women Achieve Your Mission Through Performance Management: Open Floor Questions & Clarifications Mission Social Performance Financial Performance Performance Management Session 3: ILCUF SP Appraisal Questionnaire Overview of SP Appraisal Tool Objective: To be able to use the SP appraisal tool ILCUF SP Appraisal Questionnaire Exercise: Carry out the SP Assessment in Groups of 4-6 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… Session 4: Feedback and Roll Out Objective: The objective is for participants to demonstrate that they can use the appraisal tool and to increase their familiarity through discussion and clarifications. Each group present backs to the wider group Feedback & Clarifications are Provided on Each Section as Necessary ILCUF SPM Assessment Questionnaire Plan for Piloting the SPM Who is going to which credit union? Logistics: Transport, lunch, contacts Clarification: Explain how the sessions should go. 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?