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Tracking Financial Performance Standards of ... - Sa-Dhan

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<strong>Tracking</strong> <strong>Financial</strong> <strong>Performance</strong> <strong>Standards</strong> <strong>of</strong> Micr<strong>of</strong>inance InstitutionsSl.No.Name <strong>of</strong>Tool/Institution6. Women's World Banking(WWB)WWB has been a leader inbuilding consensus, firstamong leading MFIs, thenwith donors and policymakerson the keyindicators needed tomeasure performance <strong>of</strong>MFIs. The performanceindicators recommendedby WWB are divided intoqualitative andquantitative categoriesThe emphasis is on MFIsachieving minimum agreedperformance standards andtaking significantincremental steps toimprove performance.Broad performance areaQuantitativePortfolio Size and QualityEfficiencySelf-sufficiency/ Pr<strong>of</strong>itabilityKey Demographic Data onClientsInterest RatesQualitativeReach <strong>of</strong> client group - focus onthe poorMFI Management, Structuresand SystemsIndicators to measure performance• Gross portfolio outstanding - at beginning andend <strong>of</strong> year• Total number <strong>of</strong> loans disbursed during theperiod• Repayment rate on time and/or as <strong>of</strong> 30 days• Portfolio at risk on time and/or as <strong>of</strong> 30 days• Cost per unit <strong>of</strong> money lent - based on amount<strong>of</strong> loans disbursed in the period based on avg.portfolio outstanding• Number <strong>of</strong> loans per credit staff person• Operational self-sufficiency <strong>of</strong> credit & savingsoperations and overall, including and excludingcosts <strong>of</strong> funds• Overall financial self-sufficiency• Return on performing assets• Average loan size• Percentage <strong>of</strong> loans below $500• Number <strong>of</strong> active borrowers• Percentage <strong>of</strong> borrowers below poverty line• Percentage <strong>of</strong> repeat credit clients for previousyears• Number <strong>of</strong> savers• Total deposits at beginning and end <strong>of</strong> the period• Percentage <strong>of</strong> borrowers who are women• Percentage <strong>of</strong> savers who are women• Percentage <strong>of</strong> board members who are women• Percentage <strong>of</strong> total staff that are women• Positive interest rates charged to clients in relationto inflation, commercial bank price rate, andadministrative costs <strong>of</strong> inflation• Resource Base• Reduction in subsidies, donor dependence• Evidence <strong>of</strong> focus on the poor• Methodology• Use <strong>of</strong> collateral substitutes• <strong>Sa</strong>vings• Vision and mission• Governance• <strong>Financial</strong>, credit and management informationsystems• Legal structures• <strong>Financial</strong> reporting• Management and staff• Business plan, financial projections• Effective operating systemsSource: Women’s World Banking 2001110

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