Guidelines for Impact Monitoring & Assessment in Microfinance ...

IMPACT MONITORING & ASSESSMENT IN MICROFINANCE PROGRAMMES
In this context, we need to consider institutional performance in terms of its pertinence
to meeting client needs and combating poverty. Do the services provided by
the programme meet client needs? Have the objectives been satisfactorily met? If
not, what corrections are necessary to ensure that interventions have positive impact
on clients?
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• In this context, we must check the following quality criteria at the client level:
From the point of view of the programme, what impact is anticipated on the
target group?
• To what extent do activities and results contribute to intended impact and
goals?
• What impact do programme clients perceive, and how do perceptions differ
according to the work sector and gender of the client?
• To what extent do results correspond with the target population’s needs?
• What do clients value about the programme (products, services)?
• Which clients receive more benefit, which less, and why?
On the basis of this operational model, we obtain findings at each level that you can
use to adapt and improve interventions and become more effective. The findings
should be integrated into existing project management activities. IM and IA incorporate
frequent feedback loops in which analysis, planning and decision-making are
repeatedly reassessed in light of experience gained. Our main goal is to institute IM
as part of the on-going M&E framework in order to strengthen the internal management
capacity of the implementing organisation. IM should be based on the principles
of process monitoring. 9
9 GTZ/ NARMS (1996)