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Comlan Ignace Dovi Director of Consortium ALAFIA Email : ignace.dovi@alafianetwork

Social Performance Reporting. Comlan Ignace Dovi Director of Consortium ALAFIA Email : ignace.dovi@alafianetwork.org. Outline. Experiences in monitoring and evaluation Results and reporting indicators Findings and member reactions Overview and system successes

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Comlan Ignace Dovi Director of Consortium ALAFIA Email : ignace.dovi@alafianetwork

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  1. Social Performance Reporting Comlan Ignace Dovi Director of Consortium ALAFIA Email : ignace.dovi@alafianetwork.org

  2. Outline • Experiences in monitoring and evaluation • Results and reporting indicators • Findings and member reactions • Overview and system successes • Important program achievements • Lessons learned

  3. Introduction • Consortium ALAFIA is the network of MFIs in Benin, established in 2000 with the purpose of advocating for and contributing to the professionalization and development of MFIs. • As of December 31st, 2009, it has 33 members: • Savings outstanding: $159 million • Loan portfolio: $163 million • Defaulted loan rate (90 days) : 3.9% • Number of active clients: 1.4 million • Number of service points: 440

  4. Introduction • In terms of performance, though most members adopt different approaches according to their institutional structure, they manage to reach the poor and neglected and achieve social performance. • However, improvements are expected for better geographic coverage, lower service costs, and diversification of funded activities.

  5. Experiences in Monitoring and Evaluation • ALAFIA published member performance analysis reports from 2002 to 2007. • Monitoring of and analysis of member performance contribute to the mission of providing information to industry stakeholders on member achievements and the sector. • This activity is not without difficulties. • A network specializing in project management should be supported in this work

  6. Results and ReportingIndicators • The tangible results are i) the performance reports published between 2002 and 2007, ii) creation of the database and iii) lessons from ALAFIA’s experience passed on to other networks. • Members report on both types of indicators. However, the Central Bank’s financial indicators are reported on the most. Reporting on social indicators is still new to most.

  7. Results and ReportingIndicators • The tangible results are i) the performance reports published between 2002 and 2007, ii) creation of the database and iii) lessons from ALAFIA’s experience passed on to other networks. • Members report on both types of indicators. However, the Central Bank’s financial indicators are reported on the most. Reporting on social indicators is still new to most.

  8. Conclusions and memberreactions • Findings relate to institutional knowledge on performance (strengths and weaknesses), the sector, and the role of the institution with regards to competition • Members consider analysis to be a reliable source of information that they can reference for information on the sector and for compare themselves to other institutions.

  9. Overview of the System • Secure and customizable Windows system • Captures financial and social data • Data processing (computing) for publishing financial ratios and social performance indicators (SPI) for each member using the system • Migration from the ACCESS database to the SQL SERVER • Automatically generates member performance reports consolidated by network

  10. Lessons Learned • Choosing the right development platform from the outset in order to avoid starting over (e.g. problem with database license) • Implementing the system in MFIs’ facilities is not without difficulties (e.g. problems with operating system compatibility, driver files, etc…) • Availability of stakeholders improves the quality and implementation of the project and allows it to be completed on time

  11. Conclusion • Social performance reporting is necessary for the social transparency and effectiveness of MFIs, which is a network objective • Creating relevant, sophisticated, and easy-to-use measurement tools may motivate MFIs to further pursue social goals. • It is important to have trainings on social performance tools so that MFIs adopt them in the same way as financial reporting tools. • It is necessary to coordinate, normalize, and standardize social performance indicators in order to facilitate the dissemination and collection of more comprehensive and reliable information on social performance from MFIs.

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