1. Launch of the SPTF Universal
Standards for Social Performance
Management
June 6, 2012

2. The Universal Standards for SPM
• A set of management standards that apply to all
microfinance institutions pursuing a double
bottom line.
• Meeting the standards signifies that an institution
has “strong” social performance management
(SPM) practices.
• The Standards document contains
standards, essential practices, and additional good
practices.

3. The Standards apply to double bottom
line institutions
A double bottom line institution:
• Seeks not only financial sustainability, but
also to achieve one or more social goals.
• Works toward increasing financial inclusion
and creating benefits for clients, beginning
with reducing client vulnerability.
• Ensures that clients are not harmed.

4. The Standards are for institutions with
any variety of social goals
The Standards do not specify what an MFI’s social
goals should be, only that:
• Goals should be clearly defined and have measureable
targets;
• MFIs should monitor their progress toward their
social goals and use this information to improve their
operations; and
• Employees, managers, and the Board should be
accountable for achieving the institution’s goals.

5. SPTF developed the Standards in
response to member demand
• Task Force members asked the SPTF to
establish clear standards for strong SPM for
microfinance institutions.
• The Standards respond to an industry
desire to re-focus microfinance on the
client.

6. The document is organized into six
categories
1. Define and Monitor Social Goals;
2. Ensure Board, Management, and Employee
Commitment to Social Goals;
3. Treat Clients Responsibly;
4. Design Products, Services, Delivery Models
and Channels That Meet Clients’ Needs and
Preferences;
5. Treat Employees Responsibly; and
6. Balance Financial and Social Performance

7. Why these six categories?
The SPTF started with the assumption that, to
achieve a double bottom line, an institution
must:
• Set a strategy
• Build employee buy-in
• Put clients first

8. The Standards combine and build from
the work of other key initiatives
• Imp-Act Consortium
• CERISE
• Smart Campaign
• MFTransparency
• MicroSave
• International Labor Organization
• MIX (social performance indicators and data analysis)
• Social rating agencies
• Investors’ due diligence

9. The Standards will be useful for
many stakeholders
MFIs Investors/donors
• Learning tool • Learning tool
• Self-evaluation • Due diligence and
• Roadmap monitoring
Networks/ Others:
associations • Raters/auditors
• Learning tool • Regulators/policymakers
• Teaching tool • Researchers

10. SPTF developed the Standards
collaboratively and has built buy-in
• 18-month process, five rounds of public comment
• Feedback gathered in a variety of ways: working
groups, surveys, conversations with MFIs in the
field, webinars
• Input from approximately 40 countries, in all
regions of the world
• 300 to 400 individual members

11. Frequently asked questions
• It is very difficult for MFIs to do all of this – is it
unrealistic?
• Is compliance mandatory?
• Why are there standards for microfinance
institutions only? Why not for investors?
• Why do you focus on management practices
instead of client outcomes?

12. Reflections on the significance of the
Standards

13. Members signal the following areas for
assistance:
• Build internal buy-in for the Standards.
• Help MFIs to develop a timeline for action: what to do first,
what to do second, etc.
• Help MFIs put the proper management information system
(MIS) in place.
• Help MFIs to understand the important elements of a Human
Resources system: which positions to have, how to train
employees, etc.
• Support networks/associations to develop communities of
practice for MFIs to share learning.