Universal Standards Implementation

Click here for a PDF series Announcement

The SPTF invites you to participate in the SPTF Universal Standards for SPM Implementation Series. Each of the seven sessions will present practical guidance on how to implement the practices found in the Standards, through interviews with one or more practitioners on how they are successfully managing their social performance. The SPTF will also highlight key resources for further learning and improving practice.

The SPTF will offer the series in English, Spanish and French. Live sessions in English will be offered at times convenient for members in Africa, Europe, and Asia. Live sessions in French will be convenient for our members in Africa, South America, and North America. Live sessions in Spanish will be convenient for members in Latin America and North America.

SERIES SCHEDULE-ENGLISH

November 2013

  • 11/21: INTRODUCTION TO THE SPTF UNIVERSAL STANDARDS FOR SPM
    9:00am UTC   /   Featured Speaker: Leah Wardle of the Social Performance Task Force

December 2013

  • 12/9: DIMENSION 1 - DEFINING AND MONITORING SOCIAL GOALS
    9:00am UTC   /   Featured Speaker: Leah Wardle of the Social Performance Task Force. Including an interview with Nat Robinson, CEO of Juhudi Kilimo, Kenya.

February 2014

  • 2/27: DIMENSION 2 - Ensure Board, Management, and Employee Commitment to Social Goals
    9:00am UTC   /   Featured Speaker: Leah Wardle of the Social Performance Task Force.

March 2014

  • 3/18: DIMENSION 3 - Design Products, Services, Delivery Models and Channels That Meet Clients’ Needs and Preferences.
    9:00 am, GMT Time (London, GMT) / Featured Speakers: Claudia McKay of CGAP and Leah Wardle of the SPTF.

  • Audio Recording
  • PowerPoint Presentation
  • Meeting Notes

April 2014

  • 4/17: DIMENSION 4 - Treat Clients Responsibly
    9:00 am, GMT Time (London, GMT) / Featured Speakers: Gulshan Jumayeva of FINCA Azerbaijan and Leah Wardle of the SPTF.

  • Audio Recording
  • PowerPoint
  • Meeting Notes

 

May 2014

5/22: DIMENSION 5 - Treat Employees Responsibly
9:00 am, GMT Time (London, GMT) / Featured Speakers: Alia Fargat of Al Majmoua and Leah Wardle of the SPTF.

 

 

June 2014

Date TBA: Balance Financial and Social Performance. Contact This email address is being protected from spambots. You need JavaScript enabled to view it. for an invitation to join the session.

 


SERIES SCHEDULE

September 2012

    • 9/19: INTRODUCTION TO THE SPTF UNIVERSAL STANDARDS FOR SPM
      10:00am EDT   /   Featured Speaker: Laura Foose of the Social Performance Task Force

    • 9/25: INTRO. TO THE SPTF UNIVERSAL STANDARDS FOR SPM
      Please see Introduction to the Universal Standards November 2013, above.

October 2012

    • 10/25: SECTION 1: DEFINE AND MONITOR SOCIAL GOALS
      10:00am EDT   /   Featured Speaker: Daniella Hawkins of MicroLoan Foundation Malawi
Resources for Implementation of Section 1 of the Standards:
  • Imp-Act SPM Practice Guide: Chapter three
    This chapter will help you clarify your social mission and develop a strategy to fulfil it. In doing so, you will consider the importance of the social mission, how it can change over time, how to conduct a mission review, set social objectives, and define a strategy to achieve those objectives.
  • Imp-Act Strategic Planning Guidance Note
    This briefing offers guidance on how to ensure that social performance is included in strategic planning processes, as well as how to address these three key challenges. It is intended as a resource for MFI managers to support them through the strategic planning process, as well as for consultants who are facilitating the process. A list of resources addressing specific areas of social performance and social performance management is provided.
  • Strategic Management Toolkit Handbook
    Chapter 8 contains a useful discussion of strategic choices to be considered when choosing a target market, including defining an MFI’s value proposition, competitive advantage, growth and competitive strategies.
  • SPM Resource Centre: Strategy to achieve your social mission
    To achieve your social mission, you must have a deliberate strategy. Every aspect of your operations should be undertaken with your mission in mind, including procedures and policies on staff performance and incentives, how staff interact with clients, how Board meeting agendas are set, etc.
  • Information system and needs audit
    There are nine questions you need to consider in order to make a thorough assessment of your information needs. Answering these questions before you choose tools or indicators, or make changes to the MIS, will save you both time and money. 
  • Tracking client performance: Imp-Act Practice Note
    This Practice Note guides you through choices that need to be made in designing a system that suits your needs. While there is no single system that works for all MFIs, there are some key principals and things to avoid that will help guide you through the process. In the end, the effectiveness of your monitoring will depend on how you use the information to make better management decisions.
  • Choosing and using indicators: Imp-Act Practice Note
    This Note aims to help MFIs think about the steps they need to take to develop indicators that make sense for their own programme. The Note also highlights issues that may influence the choice of indicators, as well as difficulties they may encounter along the way.
  • Poverty tools comparison guide
    Useful table appears in the SEEP Network Social Performance Map in chapter 8.
     

November 2012

    • 11/13: SECTION 2: ENSURE BOARD, MANAGEMENT, AND EMPLOYEE COMMITMENT TO SOCIAL GOALS
      10:00am EST   /   Featured Speakers: Representatives of Compartamos, Mexico and Mibanco, Peru
Resources for Implementation of Section 2 of the Standards:
    • Imp-Act/MicroSave Guidance Note on Governance
      Effective governance is increasingly seen as a key ingredient to success – whether for private companies, non-government organisations (NGOs) or microfinance institutions (MFIs). This briefing focuses on the role of the board of directors in ensuring effective governance.
    • How to Develop an Institutional Code of Ethics
      Establishing high standards of ethical employee behaviour is a two-part process; first, the institution defines standards of behaviour, and second, those standards are brought to life throughout the institution. This guide focuses on the first part of the process—defining standards of behaviour through a formal Code of Ethics.
    • Imp-Act Risk Management Guidance Note
      This briefing provides a quick overview of the main non-financial and operational risks typically overlooked by MFIs. It discusses the key institutional questions, and the importance of analysing existing practices to assess how the MFI may overlook some of these risks. It also presents emerging practices that MFIs are finding useful to help them integrate social performance into their risk management activities.
    • Transformation issues: Imp-Act SPM Resource Centre 
      Discusses key leadership issues at stake when protecting the institutional mission throughout the process of transformation, including understanding the needs and priorities of new institutional stakeholders. See also here the WWB report Stemming the tide of mission drift which is an excellent general resource.
    • Imp-Act Guidance Note on Staff Incentives
      This briefing frames the key questions to consider when reviewing an MFI‘s staff incentive system. It then identifies some emerging practices that MFIs are finding helpful in ensuring that the staff incentive systems appropriately balance their social and financial performance objectives. 
    • Imp-Act SPM Resource Centre: Human Resources section
      This section highlights the many challenges MFIs face in applying a social lens to all aspects of human resources (HR) management. It answers key questions about how you can adapt your human resources systems and procedures for SPM, including: How can you make sure that your staff share your mission? Why is staff training on SPM important? Why should you link staff performance to SPM? What non-financial staff incentives can support SPM?
       

December 2012

    • 12/17: SECTION 3: TREATING CLIENTS RESPONSIBLY
      10:00am EST   /  Featured Speakers: Representatives of Partner, Bosnia and Oikocredit 

Resources for Implementation of Section 3 of the Standards:

January 2013

    Resources for the Implementation of Section 4 of the Standards:

        • Appropriate Product Design and Delivery (PPT)
          Excellent training resource from the SMART Campaign which lays out key considerations when putting the first client protection principle (appropriate product design and delivery) into practice.
        • Building customer loyalty
          This guide explores the importance of quality product design and development as well as the significance of good customer service. Additionally, the authors point out how an MFI's structure can enhance customer loyalty, and that MFI staff members must be able to respond quickly to customers' questions, complaints and credit applications if the institution wishes topromote customer loyalty. The guide is full of tools to help MFIs of various sizes andstructures promote customer loyalty.
        • SEEP/AIMS tools: Understanding loan use over time and client satisfaction
          The “Use of Loans, Profits and Savings Over Time” tool is composed of two distinct modules—one on loan use and the other on savings. These two modules can be used together or singularly. In both cases, individual interviews are used to find out how mature clients have used their loans, profits and savings over time. The Client Satisfaction Tool is a focus group interview tool that will help users learn the extent to which clients are satisfied with the program and what specific changes would better meet their needs.
        • The QUIP: Imp-Act Practice Note
          This Practice Note provides a step-by step guide to developing and conducting in-depth interviews, analysing the information and making conclusions based on what you have learnt. The ten steps cover planning, data collection, analysis, and presentation of findings to inform decision-making. This will enable you to plan and implement the interview and data analysis process in a way that is appropriate for your organisation, programmes and clients.
        • Learning from client exit: Imp-Act Practice Note
          This Practice note helps your MFI track and understand client exit, in a simple, low-cost way. It looks closely at what client exit can mean for your programme, and shows how you can define and measure your MFI’s exit rate. It overviews tools you can use for finding out who is leaving your programme, and how these tools can help you profile the different types of leavers. The note also provides guidance on finding out why clients are exiting, and explains how to use exit information in the most effective way.
        • The Feedback Loop: Responding to client needs (Imp-Act Practice Note)
          The feedback loop describes the stages that information moves through in an institution from its initial generation to the implementation of changes in products and services. This Practice note is designed to help you review and improve your institution’s own systems of information flow and feedback, or to review these processes as an external assessor. The note outlines the steps of the feedback loop, and give advice on how to use it.

 

February 2013

    • No meeting
       

March 2013

    • 3/7: SECTION 5: TREATING EMPLOYEES RESPONSIBLY
      Featured Speakers: Mwangi Githaiga of Kenya Women's Finance Trust and Tahir Waqar of National Rural Support Programme, Pakistan

Resources for the Implementation of Section 5 of the Standards:

        • Imp-Act Staff Incentives Guidance Note
          This briefing frames the key questions to consider when reviewing an MFI‘s staff incentive system. It then identifies some emerging practices that MFIs are finding helpful in ensuring that the staff incentive systems appropriately balance their social and financial performance objectives.
        • Imp-Act SPM Resource Centre: Human Resources section
          This section highlights the many challenges MFIs face in applying a social lens to all aspects of human resources (HR) management. It answers key questions about how you can adapt your human resources systems and procedures for SPM, including issues around staff responsibility, performance reviews and staff satisfaction.
           

April 2013 

    • 4/3: SECTION 6: BALANCING FINANCIAL AND SOCIAL PERFORMANCE
      Featured Speakers: Emmanuelle Javoy of Planet Rating, Dina Pons of Incofin, and Lisa Sherk of Blue Orchard

May 2013

Resources for the Implementation of Section 6 of the Standards:

        • Imp-Act Guidance Note: Risk Management
          This briefing provides a quick overview of the main non-financial and operational risks typically overlooked by MFIs. It discusses the key institutional questions, and the importance of analysing existing practices to assess how the MFI may overlook some of these risks. It also presents emerging practices that MFIs are finding useful to help them integrate social performance into their risk management activities.