Social Impact Assessment of Microfinance Programmes - weman

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were introduced at several levels and reporting regarding overdue and delinquency was re-engineered. During this period client attrition increased from 10 to 20 percent, therefore client satisfaction was focused on and several research initiatives were undertaken, like customer satisfaction surveys and assessment of exit clients. During 2001-03, Kashf followed a lateral growth path by entering new markets and managing dispersed units. Throughout this period sustained improvements in policies, systems and procedures were undertaken to ensure client satisfaction. Kashf managed growth by widening outreach and deepening access by offering new products like microinsurance and revamping the existing savings products. A new post of an Area Manager (AM) was created in an attempt to further decentralize and achieve outreach targets, enhance financial performance and improve policy compliance. An operational manual was put together, which benchmarked functions from the LO up to the AM. All these steps resulted in annual growth increasing to 209 percent and branch level productivity went up to 2200 clients with each LO managing 563 clients. The OSS increased to about 130 percent though FSS was still below 100 percent At the end of 2003 Kashf had 30 branches with 5 to 6 LOs per branch and almost 60,000 clients. The following Figure 8.2 shows the evolution of operational and financial self sufficiency of Kashf since 2001. Figure 8.2 200 Operational and Financial Self Sufficiency 187 175 Percentage 150 100 50 125 129 67 75 52 57 143 0 2001 2002 2003 2004 2005 2006 Year OSS FSS In 2004 and 2005 Kashf consolidated the growth achieved and planned for the future. Kashf had experienced a fast rate of growth in the past 3 years so the management had to ensure that previous growth was maintained and new issues arose that had to be dealt with. The issues included staff attrition, improving financial management and improving second tier management at the field level. In 2005 Kashf started to work on automating all its branches and exploring areas to open new branches. In 2005 a new product, the Business Sarmaya Loan for micro entrepreneurs was launched and additional research was undertaken to offer new products such as the home improvement loan. However, client and staff attrition were major problems during 2004-05. Kashf has also revised the household income criteria for prospective clients from Rs.3,500 to Rs.6,000, to Rs.4,000 to Rs.10,000 based on poverty analysis as the basic wage went up from Rs.100 to Rs.200 3
per day. During this time period, the number of LOs at a branch were also increased from 6 to 10 so that outreach could be further deepened in the areas of operation. 8.1.2 Organizational Structure Kashf is run by a highly qualified and diversified voluntary Board of Directors who meet bi-annually. The structure of the Board is three-tier with executive, non-executive and specialist Board members. Recently, Dr. Ishrat Hussain (the previous SBP Governor) joined the Kashf Board as Chairman. The Board meets twice a year and authorizes budgets, future plans and various other matters. The organisation is led by the President and Founder, Roshahneh Zafar, who is supported by the CEO and the CFO. The operations, human resources, MIS and the Advocacy Department are managed by the CEO, while the Research and the Internal Audit departments directly report to the President. The operations department is the core arm of the organization and responsible for all the microfinance activities. (Organization Chart attached in Appendix A.8.XXX) Kashf’s branches operate as independent units but they all have an identical setup and follow the same policies and procedures. The typical setup of a branch consists of 6-10 Loan Officers (LOs), one Branch Manager, one Computer Operator, an Office boy and a security guard. Each LO is responsible for managing 24-26 centres with 25 members each, which translates to about 600-650 customers. Moreover, each LO has to conduct 3 centre meetings daily. The branches are decentralized and are responsible for managing their own portfolios. The branches report to their respective Area Manager (AM) and each AM is responsible for 4-8 branches and is stationed in one of the centrally located branches in his/her area. Due to the expansion, a new post of the Regional Manager is being created who will be stationed in the regional office. The regional office will be a monitoring arm of the head office and will be responsible for ensuring expansion, client satisfaction, networking and managing the staff in his respective region. 4
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Social Impact Assessment of Microfi
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indicators which are more difficult
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• Since Asasah has been in operat
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Akhuwat • Akhuwat was established
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and economic change in their surrou
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development. NRSP's mandate is to h
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Kashf Urban Poverty Alleviation Pro
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clients’ amounts to Rs.5.6 millio
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Pakistan, Official Poverty Line - R
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Contents Executive Summary Acknowle
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7.5 UPAP Survey Results 7.6 UPAP Re
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microfinance operations. This ordin
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and not other services such as savi
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elow. While we examined the traditi
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Ideally, baseline studies and panel
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members of these organizations are
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Microfinance Branch District/City I
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factor. For this survey, the sample
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loans and might have increased cons
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Chapter Three: Asasah 3.1 Instituti
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insufficient resources. Furthermore
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Figure 3.1: Asasah’s Target Marke
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for SBF, two in Lahore and one in K
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to Regional Managers as the organiz
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undertake thorough research which e
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According to Asasah the only time a
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Figure 3.3 Funding Sources NGO 5% D
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Borrower’, is that client who has
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Note: There are 237 and 273 respond
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orrowers spend less on education by
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Jewellery and livestock were genera
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Appendix Chapter 3 A 3.1.1 Institut
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A3.1.4 Organizational Structure Boa
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Table - A.3.2.4 Respondent Characte
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Table - A.3.2.9 Child Education [AS
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Table - A.3.2.14 Household Assets O
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Table - A.3.2.17 Women’s Empowerm
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Table - A.3.2.20 Women’s Empowerm
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Table - A.3.2.22 Borrowers - Loan A
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Table - A.3.2.27 Non-Borrowers’ P
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Chapter Four: Orangi Charitable Tru
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these, as many as 7,301 units are c
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• Loan for Livestock: OCT also su
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guarantees of two local entrepreneu
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CEBEMO, a Dutch funding agency, has
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MFIs claim. Hence, its criteria and
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Table - 4.4 OCT - Household Assets
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difference, we found that active bo
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mainly because they don’t have to
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Term/D uration Loan size improveme
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Table - A. 4.2.4 Respondent Charact
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Average Indebtedness 19300 6375 340
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Table - A. 4.2.14 Household Assets
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Table - A. 4.2.19 Borrowers’ Perc
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Table - A. 4.2.23 Non-Borrowers’
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which also became the head office.
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problem of group lending is that me
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uy insurance, which covers the risk
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activities with other NGOs and Soci
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5.1.5.3 Policy Environment As Akhuw
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are also working on a marketing pla
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We first discuss results based on t
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New and Non- Borrowers 506072.7273
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From these results we can judge tha
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Appendix Chapter 5 A 5..11 Institut
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Table - 5.4.2.1 Sample Information
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Table - A. 5.2.6 Housing Characteri
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Table - A. 5.2.12 Sources of Househ
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Table - A. 5.2.16 Women’s Empower
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Table - A. 5.2.29 Non-Borrower’s
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in the contextual needs of the comm
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6.1.4.1 Products and Services Offer
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Other filters related to the specif
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management reveal the significance
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have been chosen from ‘old/establ
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School Going Children - Boys % Acti
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The Difference in Differences (DID)
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Table 1: Regression results Young B
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• Participants were also not very
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Impact on Quality of Life & Social
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Appendix Chapter 6 A.6.1.1 Institut
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Sample Information [SAFWCO] Table -
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Table - A. 6.2.7 Housing Characteri
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Table - A. 6.2.12 Sources of Househ
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Table - A. 6.2.29 Non-Borrowers’
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incremental growth, it is emerging
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the purpose of the organization and
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Group loans are meant specifically
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Officer. If the Field Worker and Cr
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The worker’s degree of mobility d
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credit is disbursed to another woma
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Borrowers Houses with RCC Roof Acti
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Own House Active Borrowers 98.4568
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A Single Difference equation is als
Page 208 and 209: Table 7.6: Regression results Young
Page 210 and 211: Table - 7.8 UPAP - Economic Status
Page 212 and 213: Table - 7.10 UPAP - Household Asset
Page 214 and 215: Y ij = X ij α + C ij β + M ij γ
Page 216 and 217: Table 1: Regression results Young B
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Page 222 and 223: Client Profile Most of the women in
Page 224 and 225: Appendix Chapter 7 Appendix A.7.1 N
Page 226 and 227: Appendix A.7.2 Results from NRSP Su
Page 228 and 229: Table - A. 7.2.6 Housing Characteri
Page 230 and 231: Monthly Expenditure on Health 1526
Page 232 and 233: Table - A. 7.2.16 Women’s Empower
Page 234 and 235: Do you operate Bank account in your
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Page 238 and 239: No 17.6 14.1 20.3 9.6 16.7 100.0 15
Page 240 and 241: Appendix A.7.3 UPAP Institutional B
Page 242 and 243: Table - A.7. 4.4 Respondent Charact
Page 244 and 245: Table - A.7. 4.9 Child Education [U
Page 246 and 247: Table - A.7. 4.14 Household Assets
Page 248 and 249: Table - A.7. 4.17 Women’s Empower
Page 250 and 251: Table - A.7. 4.20 Women’s Empower
Page 252 and 253: Table - A.7. 4.23 Borrowers - Loan
Page 254 and 255: Table - A.7. 4.27 Non-Borrower’s
Page 256 and 257: Chapter Eight: Kashf 8.1 Institutio
Page 260 and 261: Box 8.1 Kashf’s Core Values Servi
Page 262 and 263: issues are in the social theme book
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Page 272 and 273: Table 8. 2 Financing Sources: Septe
Page 274 and 275: We first discuss results based on t
Page 276 and 277: Note: There are 239 and 271 respond
Page 278 and 279: Table - 8.7 KASHF - Business Charac
Page 280 and 281: The results from the estimation of
Page 282 and 283: A total of three focus group discus
Page 284 and 285: The positive impact of the credit w
Page 286 and 287: Appendix Chapter 8 A.8.1.1 Institut
Page 288 and 289: 54 Jawarian R 55 Behra R 56 Sahiwal
Page 290 and 291: A.8.1.5: GESA Activities Initiative
Page 292 and 293: Table - A.8.2.1 Sample Information
Page 294 and 295: Table - A. 8.2.6 Housing Characteri
Page 296 and 297: Table - A. 8.2.12 Sources of Househ
Page 304 and 305: Table - A. 8.2.22 Borrowers - Loan
Page 306 and 307: Table - A. 8.2.27 Non-Borrowers’
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Chapter Nine: Conclusions For anyon
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are necessary for impact to take pl
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Another finding from the survey sug
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of the microfinance sector in Pakis
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Section 1 - IDENTIFICATION File:
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1.9 Occupation - Primary __________
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Section 4a - All Respondents File:
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Section 4b - All Respondents File:
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Section 5b - All Respondents File:
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Section 7 - Only for Non-Agricultur
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8) Do you regularly pay the loan in
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Section 9 - All Respondents File:
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10.2 Had you wanted to join a progr
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11.7 Business Assets Business Asset
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Section 14 - All Respondents File:
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Section 16,17,18 - All Respondents
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17.2 [If Yes in 17.1], Why you did
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Section 19 - Only for Female Respon
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19.8 Who in your household decides
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Section 20a - Only for Agricultural
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Section 20b - Only for Agricultural
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Page is left intentionally blank Qu
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Appendix: Additional Codes ________
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___________________________________
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Bibliography Carolyn Barnes and Jen
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