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Joey A. BermudezChairman, Maybridge Financial
Group
Managing Risks in Rural Finance
A Value Chain Perspective
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The ultimate risks in rural finance are the risks that: (a) exposures may not be recovered and/or (b) exposures may not be properly priced. Both events will render the lending activity unprofitable in the short run and unsustainable in the long run.
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Lessons from the pastThe risks in rural finance will be
unwieldy as long as value chains are weak.
A value chain is only as strong as its weakest link.
A value chain can be enhanced or damaged by the external environment.
Value chain financing requires a healthy risk appetite supported by the required skills set and a robust infrastructure
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Manageable Risks in Rural Finance
Strong Value Chains
Failed value chains “actualize” risks
Credit enhancements and maverick structures are myopic solutions.
Weak value chains turn off supply.
The truth and nothing but the truth
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Weak Value ChainsWeakest link: Capability not aligned
with the rest of the actorsNo strategic commitment by the
players; hence, inconsistency and under-investment in the chain
Misuse and abuse of market power; hence, under-development of the weakest link
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The impact of the environmentInappropriate policy response; hence,
market distortionsAbsence of “contract” culture; hence,
no integrity in commercial arrangements
Hostile macro-economic and natural environment; hence uncompetitive value chains
Vulnerable institutional arrangements
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Risk appetite, skills and infrastructureAppetite is short; so is expertise and
capabilitiesInfrastructure is inadequate;
technology is not fully deployedInformation is asymmetric; not enough
effort to use data to manage risksFinancial position of lender is impaired
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RecommendationsStart operating CISA! Enrich the data
by using information accumulated by the key players in the value chain!
Private institutions must develop expertise, build capability and strengthen their risk management infrastructure.
Soundly-managed rural financial institutions should scale up; badly-managed ones should not be saved with taxpayers’ money
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RecommendationsFocus on strengthening the weakest
link in the chain, not “babying” it!Only “strategic” value chains with
committed players should be encouraged.
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RecommendationsGovernment
Focus intervention on capacity-buildingCheck abuse of market power in the
value chainFoster a macro-economic environment
that encourages investment and ensures fair play
Formulate rules that ensure the integrity of commercial arrangements and reduce the vulnerability of institutional arrangements
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Alcoy Coffee ProjectCHMI Agro-Forest Development
Corporation
Strong Value Chains: Example
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PLANTATION COMPANYProvides technical Provides financing
know-how & to Plantation Co.assistance to
Plantation Co. Buys green coffee beans Enters into joint venture
with CBFMA holders/farmer cooperatives
FARMERS COOPERATIVESJV Partner and Service Provider
Coordinates farmers' technical Buys cherries from farmers and process to training & assistance with Nestle produce green coffee beans
Arrange loan facility for the farmers;Deduct farmer's loan payment from sales
Buys green proceeds & remits directly to bankProvides coffee beans
technical know Provides
how and Provides seedlings, financing to the assistance fertilizers at discounted farmers thru the
prices initiative of Provides technical know Plantation Co.how thru farm technicians
Government guarantee
Supervised credit
NESTLE BANK
PLANTATION COMPANY
maintains a core plantation, wholly-owned but cooperating w/farmers
LGU
BANK
FARMER FARMER FARMER FARMER FARMER
NESTLE