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Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
Case Presentation: Social Performance and Impact of Microfinance Institutions
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Case Presentation: Social Performance and Impact of Microfinance Institutions

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Rolly Panganiban discusses how Pag-inupdanay, Inc. evolved to become an independent orgnaisation focused on local economic development. (Jan 30, PACAP Community Development Forum - Microfinance Amidst …

Rolly Panganiban discusses how Pag-inupdanay, Inc. evolved to become an independent orgnaisation focused on local economic development. (Jan 30, PACAP Community Development Forum - Microfinance Amidst the Global Financial Crisis)

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  • 1. The Case of Pag-inupdanay, Inc.
  • 2. <ul><li>Started as an Enterprise Development Unit of Quidan Kaisahan </li></ul><ul><li>Evolved as an independent organization in 2003 </li></ul><ul><li>Pursued a program targeting a 10% poverty reduction from the existing 62% of the 503,663 total poor households </li></ul>Pag-inupdanay, Inc.
  • 3. <ul><li>Goals </li></ul><ul><li>( 1)To create communities that are able to effectively respond to their economic, political, cultural needs and concerns; </li></ul><ul><li>(2) To create an alliance of communities advocating and implementing a community-based, community-led, community-directed micro finance and social insurance facilities </li></ul>
  • 4. Sustainable Household Livelihoods <ul><li>Microfinance which gives equal importance to savings generation </li></ul><ul><li>Micro-insurance to reduce vulnerability of poor households </li></ul><ul><li>Business Development Services for capacity building </li></ul><ul><li>Self- and Institutional Development for poor women </li></ul><ul><li>Support for value-adding activities </li></ul>
  • 5. Local Economic Development <ul><li>A community-based safety net against national/global crises </li></ul><ul><ul><li>Promotes production for domestic market and consumption of local produce </li></ul></ul><ul><li>Strengthening LGUs/CBOs to create a conducive environment for local economy </li></ul><ul><ul><li>Local legislations to encourage industry development </li></ul></ul><ul><li>Exchanges across communities/commodities </li></ul>
  • 6. <ul><li>Pag-inupdanay achieved and even exceeded its targets </li></ul><ul><li>As of December 2008, Pag-inupdanay has served a total 21,862 or 70% of the targeted 31,000 poor households </li></ul><ul><ul><ul><li>23 branches </li></ul></ul></ul><ul><ul><ul><li>146 staff </li></ul></ul></ul><ul><ul><ul><li>- 6 area managers </li></ul></ul></ul><ul><ul><ul><li>- 23 branch managers </li></ul></ul></ul><ul><ul><ul><li>- 109 Development Officer (DO) </li></ul></ul></ul><ul><ul><ul><li>Ave. Clients – DO Ratio : 200 </li></ul></ul></ul>
  • 7. <ul><ul><li>Percentage Share of total market: 14% </li></ul></ul><ul><ul><li>Loan Portfolio as of December 2008: 118.5 M </li></ul></ul><ul><ul><li>CBU/Savings Mobilization : 12.99M </li></ul></ul><ul><ul><li>PAR: 1.29% </li></ul></ul><ul><ul><li>Collection Rate: 98.92% </li></ul></ul><ul><ul><li>OSS: 109% </li></ul></ul><ul><ul><li>Financial Sufficiency Ratio: 93% </li></ul></ul>
  • 8. <ul><li>Pag-inupdanay has always ensured the fulfillment of its social mission: </li></ul><ul><li>“ reaching the un-reached serving the underserved” </li></ul>A Culture of Social Perfomance
  • 9. <ul><li>Measuring Social Performance and Impact: </li></ul><ul><li>PI’s Progress Out of Poverty Index (PPI) </li></ul>
  • 10. Objectives of Measuring Social Performance and Impact <ul><li>To ensure poverty outreach and adapt the services to the clients </li></ul><ul><li>To provide the clients with “voice” in PI’s decision-making </li></ul><ul><li>To measure the change in welfare and quality of life of the client and other stakeholders (employment generation, health improvement, education, empowerment) </li></ul>
  • 11. The PPI . . . <ul><li>provides Pag-inupdanay with a data base for a profile of its partners, an initial poverty score board </li></ul><ul><li>has become an important guide for management decisions and planning for the improvement of services including design of training modules </li></ul><ul><ul><li>Community oriented knowledge productions have been made for further reflections and action planning by the partners of Pag- inupdanay </li></ul></ul>
  • 12. <ul><li>Enables PI to measure changes in the lives of its partners </li></ul><ul><li>is now supplemented with qualitative investigations about other aspects of the partners’ lives such as sense of responsibility and integrity, sense of community, participation in local governance, attitudes and values in relation to loans, income utilization, income generation, etc. </li></ul>
  • 13. <ul><li>A semestral news letter is circulated among all members for knowledge sharing and advocacy </li></ul>
  • 14. <ul><li>Pag-inupdanay still realizes that there will always be an underlying disquietude reflected in the current social life in Negros Occidental, an uncomfortable awareness that the reported expanding economy of the province and even of the country has not brought gains to all in equal measure. This is reflected in Pag-inupdanay’s resolve to remain pre-occupied with the poorest of the poor in Negros. </li></ul>Lessons Learned
  • 15. <ul><li>Pag Inupdanay therefore has to continue to expand its outreach program among the destitute in the remotest areas of 5 th class municipalities of the province. </li></ul><ul><li>Pag-inupdanay has realized the need to balance Financial and Social Performance. </li></ul>
  • 16. <ul><li>While Pag-inupdanay realizes the need to adhere to the standards of financially sustainable micro finance institutions, it also remains committed to work for the welfare of the poor. There will always be this tension between working for the financial sustainability of the institution, on the one hand, and working for the welfare of the poor, on the other. </li></ul>
  • 17. <ul><li>Pag-inupdanay has learned both financial and social performances can be combined. </li></ul><ul><li>Committed to helping the poorest households develop their capabilities to improve their lives, Pag-inupdanay continues to search for ways to effectively provide invest opportunities for the poorest who have been traditionally shut out from financial markets. </li></ul>Forward Plans
  • 18. <ul><li>Thus, products and services to be extended to the poor for the next two years will be: Kabakod Loan Program, Agricultural Micro Finance, Economic Assistance to Address Child Labor, Group Formations and Capability Building, Business Development Services. </li></ul>
  • 19. MADAMO GUID NGA SALAMAT ! ! !

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