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AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)
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AMERMS Workshop 13: Cutting Edge in SPM (PPT by Refilwe Mokoena)

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FULL TITLE: …

FULL TITLE:
What is the Cutting Edge in Managing and Measuring Social Performance?
ROOM: Tsavo A
Translated session: English & French
PANEL:
Chair: Mr. Christian Loupeda, Director Imp-Act Consortium, Freedom from Hunger (FFH), USA
Panelist: Mr. Abebual Zerihun Demilew, Research Manager, BRAC, Uganda
Panelist: Ms. Refilwe Mokoena, Research & Development Manager, Small Enterprise Foundation
(SEF), South Africa
Panelist: Ms. Ging Ledesma, Manager of Social Performance, Oikocredit, The Netherlands

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  • 1. SPM in Practice: Defining and Managing Key Operational Activities Small Enterprise Foundation, South Africa
  • 2. SEF at a glance… <ul><li>Operating since 1992 </li></ul><ul><li>4 provinces of South Africa – Limpopo, Mpumalanga, North West &amp; Eastern Cape </li></ul><ul><li>Solidarity group lending model </li></ul><ul><li>61,700 clients </li></ul><ul><li>2 types of programs MCP (15,316 clients) and TCP (46,48 clients) </li></ul><ul><li>Mission…. “target the poor and very poor with range of financial services” </li></ul>
  • 3. SPM at SEF: building successful clients <ul><li>Product Design &amp; Development </li></ul><ul><li>Piloting methodology additions to benefit clients </li></ul><ul><li>Eg. TCP Development </li></ul><ul><li>Eg. Partnership with IMAGE </li></ul><ul><li> Management Systems </li></ul><ul><li>Regular performance reports </li></ul><ul><li>PRIDE Department reflections to rest of organization </li></ul><ul><li>Asking questions from client perspective </li></ul><ul><li>Mission and vision </li></ul><ul><li>Poverty alleviation through investment in microenterprise </li></ul><ul><li>Target the poor and very poor with financial services </li></ul>SPM at SEF
  • 4. SPM at SEF: building successful clients <ul><li>PRIDE (Progress, Research, Innovation, Development, Efficiency) Department </li></ul><ul><ul><li>Respond to issues </li></ul></ul><ul><ul><li>Innovation </li></ul></ul><ul><ul><li>Reflection </li></ul></ul><ul><li>One of the most important ways PRIDE does this is through regular reflection reports and relationship-building with other Departments </li></ul>
  • 5. Example of PRIDE Reflection Report <ul><li>Highlights day-to-day operational issues </li></ul><ul><li>Discussed at Operations management meetings </li></ul><ul><li>PRIDE Reflections also included in bi-monthly PRIDE Newsletter </li></ul>
  • 6. Defining and Standardizing Key Operational Activities (KOAs) <ul><li>KOA: activity that is central to SEF’s methodology (eg Centre Meeting, Business Evaluation, Progress Meeting etc.) </li></ul><ul><li>Objective: </li></ul><ul><ul><li>Overall: Improve service to clients and organizational performance </li></ul></ul><ul><ul><li>SPM: Ensure social performance KOAs are equally managed </li></ul></ul><ul><li>Steps: </li></ul><ul><ul><li>Define KOAs and expected outcome of each KOA </li></ul></ul><ul><ul><li>Develop monitoring and management systems </li></ul></ul><ul><ul><li>Regular reporting and review of quality of KOAs </li></ul></ul>
  • 7. Define KOA and expected outcome <ul><li>Categorize each KOA according to key aspects of SEF methodology: </li></ul><ul><li>Poverty Targeting </li></ul><ul><li>Financial services &amp; support </li></ul><ul><li>Client solidarity </li></ul>KOA Rationale &amp; expected outcome Client Solidarity Centre Meeting Centre meetings are the place where financial transactions are made, problems identified and DF support given. Making these focused and efficient is important. Start and finish on time – meeting is efficient Good attendance, savings, repayments – financial transactions happen efficiently Good facilitation by CLS Clients learn from attending Problem solving Improves centre/group solidarity
  • 8. Monitoring and managing KOAs <ul><li>Each KOA assessed using checklist </li></ul><ul><li>Ops management, Quality Assurance Dept </li></ul><ul><li>Branch Manager to use as coaching tool for Development Facilitators </li></ul><ul><li>Currently dedicated monitoring team doing coaching </li></ul><ul><li>Compiled into regular report &amp; review key challenges </li></ul>
  • 9. Results from KOA Checklist
  • 10. Challenges and way forward <ul><li>Buy-in from Operations </li></ul><ul><li>Making sure agreed responses to issues highlighted are done </li></ul><ul><li>Training and informing clients </li></ul><ul><li>Continued review meetings with Ops management </li></ul><ul><li>Continued monitoring and feedback to Ops management and general management </li></ul><ul><li>Designing quality management system to feed into incentives in long term </li></ul>

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