FINANCIAL INCLUSION

SOCIAL PERFORMANCE MANAGEMENT: Managerial systems for achieving

Making financial inclusion work for the rural economy means putting in place products and systems that achieve impact. The managerial approach that establishes strategies, sets goals, and monitors progress toward achieving impact is known as “social performance management” (SPM). It is the foundation upon which all ACCESS interventions are based.

ACCESS has delivered SPM introductory training and a follow-up orientation workshop to rural financial institutions and industry stakeholders across Asia. Using the CERISE Social Performance Indicators (SPI) tool, ACCESS has audited the social performance of 30 financial institutions in the region.

Following the audit, ACCESS conducts a week-long “strategic realignment” workshop with the leaders and staff of financial institutions from all levels, the output of which is a change management plan that balances social and financial returns in the strategy of the financial institution.

Follow-up technical assistance is provided to assist the financial institution in implementing the change management plan, including integrating the change management program into annual operating plans.

SERVICES OFFERED

  • CERISE-certified Social Performance Indicators (SPI) audit
  • Strategic realignment workshop / strategy mapping
  • Change management plan
  • Reporting and monitoring system
  • Communication plan
  • Mainstreaming of new management policies and procedures

INNOVATIVE APPROACHES TO SUCCESS

In order to more deeply integrate the Universal Standards for Social Performance Management (USSPM), ACCESS works closely with each client financial institution to train, coach and mentor internal SPM “Champions” charged with maintaining buy-in and sustaining the process after ACCESS’s engagement ends.

Finally, ACCESS helps its financial institution partners to create a “Social Performance Report Card” which enables them to monitor progress toward achieving social outcomes, make managerial decisions, and report results to external stakeholders such as shareholders, regulators and the Social Performance Task Force.

RESULTS AND REFERENCES

  • Social Performance Audits and Mainstreaming of Social performance Management Systems, Policies and Practices in three rural financial institutions in the Philippines: Conducted under the “Improving Livelihood of Small Scale Low Income Farmers affected by Typhoon Haiyan through Enhanced Institutional Capacities of Cooperatives in Eastern Visayas” program funded by the Japan International Cooperation Agency, 2016-19.
  • Social Performance Audits and Mainstreaming of Social performance Management Systems, Policies and Practices in three rural financial institutions in the Philippines: Conducted under the “Improving Financial Access of Small Scale Farmers in Mindanao” program funded by the Japan International Cooperation Agency, 2011-14.
  • Strengthening of client protection practices in three rural financial institutions in the Philippines through the enhancement of policies and procedures for a newly-developed agri-microfinance loan product: Conducted under the “Building Wealth for Filipino Farmers” program, funded by Citi Foundation and Schmitz Schtiftung, 2013-14.
  • Social Performance Audits and Mainstreaming of Social performance Management Systems, Policies and Practices in three rural financial institutions in the Philippines: Conducted under the “Improving Financial Access of Small Scale Farmers in Mindanao” program funded by the Japan International Cooperation Agency, 2011-14.
  • Workshop on Universal Standards for Social Performance and Social Performance Management: Transition in the East Alliance, 2014.
  • Social Performance Audits and Mainstreaming of Social performance Management Systems, Policies and Practices in 12 rural financial institutions in Cambodia, the Philippines and Vietnam: Conducted under the “Improving Financial Inclusion and Social Impact toward Food Security in Southeast Asia” program, funded by the European Union and Agence Francaise de Developpement, 2010-13.