Thursday 14 May 2009

Carpe Diem for Social Performance in India?

Some of CMF's staff had the good fortune recently of sitting down with Mr. N Srinivasan, one of India's most seasoned microfinance consultants and author of last year's State of the Sector Report (he will author the report this year as well). One of the many topics we chatted about was social performance and its emergence as a hot topic within the global sector. As a well-written article in Microfinance Insights describes:
"Intended as the capacity of an institution to translate its social mission into practice and achieve its social goals, Social Performance Management (SPM) could be likened to the Corporate Social Responsibility (CSR) of microfinance. In reality, however, SPM and assessment in microfinance is intended as a more proactive concept (i.e. “do good” rather than simply “do not harm”)."
I've heard that many microfinance institutions have struggled to implement and internalize the indicators social performance experts have generated for practitioners; perhaps the costs are high for overhauling certain procedures and for changing well-work infrastructure.

I wonder however, if we have a serendipitous moment upon us in India for the internalization of social performance indicators (if, we first agree that social performance indicators are useful). As dozens of microfinance NGOs aim to transform themselves into Non Bank Financial Companies (NBFC), they are experiencing operational and managerial transformations. In these malleable moments, it might be high time to incorporate social performance metrics and indicators as the entire organization would be transforming.....

What do you all think?? What are your thoughts on social performance in general?

1 comments:

Meritxell said...

Excellent point Alex, is organizational change THE opportunity to introduce social performance indicators in MFIs reporting standards? It certainly is.

MFIs starting business, those transforming into NBFIs, the ones that have achieved good levels of computerization...introducing social performance indicators from the early beginning of operations needs to be done (for those providers that state a 'social mission' at least). Sometimes it will require minimal tweaking from the reporting status quo: it could mean adding 5 to 10 indicators that allow institutions and its social investors to know who they really serve with their products and dollars invested(note: how many indicators are too many? can we agree on a list of indispensable ones?). Glad you guys touch upon this issue. I am looking forward to hear your concerns on implementing social perf. indicators at MFI level and on how all this agenda could help the RCT work. Keep the good work. Meritxell