spm and operations - aski
TRANSCRIPT
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Mainstreaming
Social Performance in Operations
ASKI and Strategic PlanningJuly 30, 2010
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ASKIS VISION
A God-centered,model microfinance
organization
committed to servethe needy in Luzon
through socio-
economic andholistic
transformation.
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ASKI MISSION
Enhance the spiritual life of ourstakeholders through daily devotions.Retreats and Christian enrichmentactivities.
Ensure the economic security of our
clients by providing financial servicesand technical expertise.
Link with domestic and foreignpartners to realize communitydevelopment program and projects.
Develop the talents and skills of BOTs,managers and employees.
Safeguard resources, well-being andprestige of ASKI.
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MULTIPLE BOTTOMLINES
Social
Economic Environmental
Spiritual
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Financing
Insurance
Community development Services
Business Development and Support Services
Training
Scholarship
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FACTS AND FIGURES
AS OF JUNE 30, 2010
Outreach: 63,638
Portfolio: Php. 470,631,309
No. of branches covered: 32
No. of provinces covered: 10
No. of towns covered: 229 No. of Barangay covered: 3,465
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CURRENT SPM INITIATIVES
Conduct of PPI Survey
Product Assessments
Creation of Process Maps
Development of an environmental management system
Review of vision, mission and objectives
Review of monitoring and reporting tools to include SP
info Review of Staff Incentive System and PAR to include SP
indicators
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ASKI SPM Milestones
ASKI was established in 1987. Social mission of ASKI
is clear since its inception. The reason it is one of
the pioneers in community development
implementation or the beyond credit (credit ++) approach
to poverty alleviation which was formally launched in 2002.
2008
Review of Vision and Mission Statement
Piloting of Progress Out of Poverty Index (PPI)
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ASKI SPM Milestones
2009
Attendance to SPM Strategy workshop conducted
by MCPI
Development of SPM Plan
Revision of Strategic Business Plan and inclusion
of SPM as core strategy
Roll-out /Use of PPI to know poverty distribution
of ASKI outreach and progress of clients overtime.
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FORMALIZING SPMHow it started?
The importance of Institutional Buy-in
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ASKIs Journey towards institutional buy-in
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1. Get buy-in from the Board and Staff
SPM (Translating mission into practice) orientationwas given to Board and Senior Management Team
highlighting the importance of SPM to achieve
mission
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ASKI and Strategic Planning
Importance of an MFIs Mission After the SPM orientation, ASKI Board and Senior
Management realized the importance of reviewing
the mission to clarify 3 important elements of SPM:1) Who are the target clients
2) Services that will be given to address their needs
3) Impacts/Changes that we want to see in their lives
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ASKI and Strategic PlanningPart 1: Revisiting ASKIs Mission
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ASKI and Strategic Planning
Why did ASKI revisit its mission?
1. To further define our target clients
ASKI uses the word NEEDY to name our target
clients but realized that needy is a broad word and
can be anybody.
ASKI try to specify who are our target clients theneedy in the SPM plan of ASKI.
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SOCIAL GOALSOutput of ASKI SPM Team
Reachingtarget
clients
Who will your MFI reach?
Needy
ECONOMIC people/families who are in need to start or
expand their businesses
*lack collaterals or need smaller loans.
*below the poverty line
*marginalized people (IPs, Fisher folks, landless farmers,
small farmers, upland farmers, rural artisans, Senior
Citizen, Out of school youth)
*salaried workers
SOCIAL and Spiritual people/families who:
* lacks opportunity for education and other social services
* lacks involvement in activities leading to spiritual growth
through local churches and communities
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ASKI and Strategic Planning
Why did ASKI revisit its mission?
2. To list down products and services that are
vital to actualize the impacts that ASKI isaiming
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Meeting
target-
client
needs
How will your MFI meet the needs of your clients and
beneficiaries?
Provision of financial and technical expertise
-i.e. Financial services (credit, life and health
insurance and savings), trainings, marketing
opportunities, networking and organizing
Provision ofChristian values-formation activities
and trainings
Provision ofscholarship for vocational and tertiary
education Provision offinancial aid to selected day care centers
Provision ofcommunity-development projects to
very poor communities
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ASKI and Strategic Planning
Why did ASKI revisit its mission?
3. To specify positive changes that ASKI
wanted to contribute in the lives of its target
clients.
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What positive changes will ASKI contribute in the lives
of target clients?
Change in
target
clients
lives
MICROFINANCE OPERATION Ensure economic security/ living sustainably
* Sustainable business operation
* business registered to appropriate government
agencies and able to pay taxes
* Employment generation
* having enough income to cover expenses or basic
needs: food, shelter, clothing, water andsanitation
having savings to support future needs
having insurance for security of family
Access to health services and education
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Change
in target
clients
lives
TRANSFORMATION AND COMMUNITY DEVELOPMENT
Socio-cultural
Health access to health services
Environment increase awareness and participation in
environmental advocacy
Training and education access to formal and non-formal training and education
Culture preservation and promotion strengthen worth
and dignity as IP
Spiritual transformation
Active participation in their respective churches and
ready to assume leadership
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ASKI and Strategic Planning
Part 2:
Setting Social Objectives and Performance Targets
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1. Inclusion of SPM as core strategy in
accomplishing ASKIs mission.
2. Creation of SPM Committee to monitor and
review social performance
3. Designing of SPM reporting framework tomonitor performance (on going)
4. Annual analysis of social performance
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ASKI and Strategic Planning
Part 3:
Creating a strategy to achieve social objectives
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ASKI and Strategic Planning
Part 3:
Creating a strategy to achieve social objectives
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1. Buy-in from the Staff level
Inclusion of SPM session in the TrainingCurriculum of New Staff and Management
Trainees highlighting the importance of SPM
strategy to achieve mission;
Review of the Information Dissemination Scheme
and creation of a more clarified feedback loop to
ensure that SPM updates/results is well-communicated to implementers (Board, Senior
Management, Head Office and Branch Staff)
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2. Clarify SPM Plans and how it can be put
into actionTraining for implementers to ensure
understanding and appreciation of strategy and
tools that will be used;Ensure that strategy/implementation can be
integrated to the existing system and will not
be an additional workload.
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SPM Training Snapshots
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Create SPM Committee to monitor and review
implementation
Inclusion of SPM tools in the regular branch
processes for more systematic administration;
Inclusion of SPM updates in the meeting
agenda to monitor social performance.
3. Clarify accountabilities
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Challenges and Strategies to overcomeChallenges Strategies done to Overcome
Support of the Credit
Operations
Orientation-Workshop for managers to understand
and appreciate SPMKnow-how of
implementers in PPI
Training-workshop for rank and file
Inclusion of SPM Session in the Training Program of
Staff (Classroom and Field Exposure) and
Management Trainees
Collection, Monitoring
and Quality Control
Appointment of SPM Point Person (Corporate
Planning Head) responsible to lead SPM initiatives
Communicating SPM-
related processes
Review and refinement of existing policy
integrating SPM requirements.
Development of process maps for credit operations
and head office transactions for systematic
implementation.
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Challenges and Strategies to Overcome
Challenges Strategies to Overcome
Communicating
SPM results
Development of a simple PPI report for
Branches
Presentation of PPI report to branches to
increase understanding and reception.
Branch score sheet for Client Satisfaction
(being done annually- first report due in
August 2010)
Cost of
implementation
For PPI - Cost of implementation, plans and
directions presented to managementhighlighting that cost of full implementation
will be the same in doing Means Test
(previous poverty assessment tool being
used by ASKI)
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Challenges
Ensure standardised implementation of recently modified/ re-engineered processes.
SPM reporting requirements of different networks and funding
agencies.
Expectation of networks and funding agencies to reflect SPchanges done on the financial performance of MFIs. (will be
difficult if will be based on trends because of the increasing
competition in the MF industry that affects financial
performance of MFIs)Absence of peer data (Philippines) to compare ASKI results
(PPI and SPM)
Standardization of SPM indicators among MCPI partners to
allow comparative analysis
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Way Forward -ASKI
Use of SPM results for decision-making.
Review of SBP to align changes made on some policies and
processes.
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Thank you!!!