MFI transformations in Latin America and the Caribbean have led to significant growth and improvements. Some key advantages of transforming non-regulated NGO MFIs into regulated financial institutions include gaining access to more diversified funding like deposits, offering more services to clients, and achieving greater scale and efficiencies. Careful planning is important, focusing on regulatory compliance, cultural changes, and developing strategic areas like governance, risk management, products, and operations. Transformed MFIs in the region have shown substantial increases in outreach, portfolio size, and deposit mobilization.
http://www.willbros.com/Investor-Relations/Credit-Suisse-Group-Engineering-and-Construction-Conference-402.html
Presentation for Credit Suisse Group Engineering & Construction Conference
Andrew Wiswell, NAL Energy's President and CEO, presents at the CIBC 2012 Whistler Institutional Investor Conference at Whistler, B.C., at 8 a.m. PST (9 a.m. MST, 11 a.m. EST).
http://www.willbros.com/Investor-Relations/Credit-Suisse-Group-Engineering-and-Construction-Conference-402.html
Presentation for Credit Suisse Group Engineering & Construction Conference
Andrew Wiswell, NAL Energy's President and CEO, presents at the CIBC 2012 Whistler Institutional Investor Conference at Whistler, B.C., at 8 a.m. PST (9 a.m. MST, 11 a.m. EST).
Use Investment PowerPoint Presentation Slides to educate your clients about various investment schemes, long term investments, benefits, and more. Investment manager can present their different portfolios to the potential investors. This content-ready investment PowerPoint complete presentation deck aims to meet particular investment goals for the benefit of the investors. Incorporate templates like investment objectives, investment instruments, mutual funds, types of mutual funds, SIPs, exchange traded funds, and more. This investment complete presentation slideshow can be used on various other topics like asset allocation, financial statement analysis, stock selection, monitoring of existing investments, plan implementation, etc. Investment management PowerPoint templates are completely customizable. You can edit the PPT slides as per your convenience. Edit the color, text, icon, and font size as per your need. Add or delete the content from presentation if needed. Download ready-to-use investment PowerPoint presentation templates to create an investment portfolio for your clients. Get folks familiar with the field of computers with our Investment Powerpoint Presentation Slides. Be able to increase digital exposure.
2011 and 2012 are two years of uneven recovery. What would the future hold for Project finance in MENA and EMEA remains largely an open question. Is there a war for capital? may be with caution. The presentation focuses on current PF market, explains the past and highlights some of the issues that will be encountered in the near future. Has the PPP model of long term loans secured by income stream from underlying assets been broken? The answer is a likely YES. Are there alternatives, the answer is a Definite YES.
Competition in financial sector to intensify gradually. Following the
liberalization of equity ownership requirements in 27 non-financial
services areas last week, the Government announced liberalization
measures for the financial sector yesterday. The ‘gradualist’ approach
does not come as a surprise, as we enter the final phase of the
Financial Sector Master Plan which has laid out a road map for greater
foreign participation by 2010.
Up to seven more foreign owned commercial/Islamic banks. The
liberalization measures encompass three areas, namely:
up to seven new licenses for foreign commercial and Islamic banks
– four in 2009 and three in 2011, which may be 100% foreign
owned, and two more takaful operators;
increase in foreign equity limits in domestic insurance/takaful,
investment banks and Islamic banks to 70% (from 49% previously);
greater operational flexibility for locally-incorporated foreign
commercial banks, mainly in branch openings.
Existing domestic commercial banks’ foreign ownership limit of 30% is
unchanged. Details of the measures are summarized in page 2.
Generally, in line with the “managed” approach in the past, as
opposed to the “Big-Bang” approach. This fits in with the national
development agenda of enhancing contribution of the services sector
as a source of growth, employment, investment and trade, as well as
laying the foundations for the domestic financial services sector to take
advantage of the eventual recovery in the global economy and
investment flows.
Gives local banks “some time” before the “crunch” in 2011. On the
outset, the moves imply increased competition for the domestic
commercial banks. But this will not come immediately as the two new
commercial banking licenses in 2009 to foreign players are for
"specialized expertise", relating to “industry-specific financing” like for
shipping, technology, infrastructure and agro-based. Also, greater
operational flexibility for foreign commercial banks for micro-financing
should not have an immediate material impact on the domestic banks.
In essence, the domestic commercial banks have a 1½ year time frame
to raise their competitiveness and efficiency before the opening of the
banking sector to three world-class commercial banks in 2011.
The liberalisation measures are LT positive in raising Malaysia’s
competitiveness in the financial services sector. We however,
maintain Underweight on the Banking sector. The immediate issues
are on asset quality, as the global and domestic economy head for a
slowdown. We stay concerned over rising NPLs and equity cash calls
to boost core capital (although not needed for now). The main risk is a
more severe and protracted economic downturn, with spikes in
unemployment (3.7% @ end-2008), and asset deflation.
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: how Equitas does integrated health and microfinance
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: action planning
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: client testimonies
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: Bandhan's market research
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: intro, objectives, and the agenda
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: intro to integrated health and microfinance
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: how and why to do market research
This one-day workshop will introduce the pathway that financial service providers can take to enhance their social performance management (SPM) practices, using the Universal Standards for Social Performance Management (“Universal Standards”) as a framework for improving practice. Case studies and activities will make the day as interactive as possible. The target audience for this workshop is associations and direct service providers.
The day will start by quickly defining SPM and exploring its importance to an institution’s clients and business. Participants will take a deeper look at the Universal Standards and learn how to use the SPI4 Audit Tool to assess their current level of implementation of the Universal Standards. We will also discuss key resources available to help financial service providers institute changes after they assess themselves.
This course will prepare microfinance practitioners to understand and provide financial and non-financial services to rural and urban youth. The course will introduce participants to best practices for serving youth, help them to understand the differences between rural and urban youth financial service provision, and detail specific products and service delivery models. To ground the information in concrete examples, the training will also involve a live case study component, where participants will be able to engage with representatives of financial institutions in the MENA region that are currently offering financial services to youth.
You have helped your clients see themselves and their families in a new light as economic actors. You can do the same for their lives as civic actors. The nations of the world have agreed to the Sustainable Development Goals, goals such as eradicating extreme poverty, eliminating preventable child deaths, and ensuring all children complete secondary school all by 2030. In this training you will learn how to empower your clients to use their voices as citizens on issues that matter in their lives, the lives of community members, and across their nation. By helping clients influence village leaders and members of Parliament through advocacy, we will make the SDGs real.
G.R. Chintala, NABARD, Bangladesh, Partnerships that Build Bridges to New Fro...
Felipe Portocarrero, ransforming from NGO to Regulated MFI
1. MFIs Transformations: The LAC
Experience
Felipe Portocarrero M.
2011 Global Microcredit Summit
November 14-17, 2011 – Valladolid, Spain
2. Contents
• Introduction
1. Advantages and disadvantages of MFI
transformations
2. Key factors for successful transformations
3. Planning the transformation
4. Final remarks
Annex: Indicators of transformed MFIs in LAC
2
3. Introduction
• Transformation is the process whereby NGOs, or other formal or
informal microfinance providers, convert to a regulated deposit-
taking financial institution.
• In the 1990s the microfinance industry was dominated by NGOs
who depended on donor and public sector funding to onlend. But
as the sector experienced significant expansion those sources of
funding were unable to meet the demand. The resulting
constraint led the more mature and sustainable MFIs to enter
the commercial sector by (i) appealing to international
investors; (ii) contracting lines of credit from the banks and (iii)
requesting the authorization to mobilize deposits and be subject
to government regulations.
• The development of the banking sector clearly showed that
savings were long-term the main and more stable funding source
to be taped.
3
4. •This recent trend of transformations from non-
regulated microfinance NGOs into regulated
microfinance institutions has allowed the world to see
that microfinance can operate in an open market and
be sustainable.
Notable examples of NGOs that have upscaled in LAC
are:
•BancoSol, FIE, Caja Los Andes and Prodem in Bolivia
•Confianza, Mibanco, Edyficar and Crear Arequipa in
Peru
•Bancamia, Banco WWB Cali in Colombia
•Compartamos and CAME in Mexico
4
5. 1. Advantages of MFI transformations
• The main advantages are:
1. Access to a greater and more diversified funding base, including deposits
and bonds, that will support long-term portfolio growth.
2. Clients are offered a greater array of financial services (savings, micro
insurance, remittances).
3. Regulation provides a better framework for risk management and corporate
governance
4. Formalization allows the MFIs to attain greater leverage and to grow the
portfolio
5. With rapid portfolio growth, MFIs will be able to reap economies of scale,
consolidate their sustainability and attain a massive outreach at the BOP.
6. Transformation tends to reduce the financial costs of the MFI. At the same
time, increasing competition will spur operational efficiency and drive down
active interest rates in a sustainable manner to the benefit of the clients.
7. A transformed MFI will have more success attracting external investors,
facilitating thus growth and M&A.
5
6. Disadvantages of MFI transformations
Disadvantages :
• (i) Costs of regulatory compliance;
• (ii) Need to allocate extensive time and critical resources to
the transformation process;
• (iii) Issues of cultural change in the MFI as it converts into a
more commercial driven entity.
But the benefits far outweigh the costs of transformation. Hence,
the continued success of the process.
It should also be underlined that transformation is a valid option
only for those credit-granting NGOs that have attained financial
sustainability and developed a critical institutional base.
6
7. 2. Key factors for successful transformations
• The existence of specific regulations tailored for the microfinance
sector has greatly facilitated the process.
• The stage of development of the MFI.
• The commitment of the MFI main stakeholders is key for the
transformation to succeed.
• The quality of the technical assistance contracted
• It is also important the development of different areas:
1. Strategic Planning / Feasibility studies
2. Corporate Governance
3. Risk Management Units (Credit, Operating, Market risks)
4. Financial and Treasury Department
5. Deposit Mobilization (adequation of organizational structure,
infrastructure, training of staff, marketing, etc).
6. Improving Operational Efficiency and Internal Controls.
7. Systems / IT / MIS
8. Implementation of new lending products
7
8. 3. Planning the transformation
• Experience has shown that the MFI should designate a
transformation champion, a Director or senior manager firmly
persuaded on the advantages of the process and able to lead the
effort of the MFI and manage the main challenges.
• Additionally, the institution should contract a transformation
manager, who will be in charge of the coordination and
monitoring of the consultant team and to ensure the continuous
support of the rest of the organization.
• The transformation plan should contain a detailed discussion of
the studies and consultancies to be contracted, including their
terms of reference, timeline and estimated budget.
8
9. 4. Final remarks
• The transformation experiences have been very positive: portfolio
growth has accelerated; operational efficiency and profitability have
increased; financial products offered multiplied and the funding
structure was more stable and diversified.
• Strategically plan the transformation process: the main focus should
be the long term needs of the MFI and its business plan; to comply
with the regulator’s demands is a secondary, albeit important,
consideration.
• Transformation has not generated mission drift
• Highlight the long term advantages of transforming as opposed to
short term costs.
• Develop a detailed road map of the consultancies required for the
process, including TORs and estimated budget and timeline.
• Once the project is approved the real work begins: establish a new
governance structure; maintain a good quality portfolio growth;
design and implement new financial products; reinforce financial
management; improve operational efficiency and explore options to
increase outreach in a cost efficient manner.
9
11. Indicators of transformed MFIs in LAC
Table 1: Selected financial indicators of transformed MFIs in LAC
(as of Dec. 2010 in millions USD)
No. of (Equity/As Deposits/Lia
MFI Net Loans Assets Deposits Liabilities Equity Borrowers sets) (%) bilities (%)
Bolivia
Bancosol 627 869 608 807 63 145,608 7.2 75.3
Banco Los Andes -
Procredit 554 789 563 703 86 67,203 10.9 80.1
FIE 589 751 514 684 65 146,819 8.7 75.1
PRODEM 526 700 504 632 68 108,881 9.7 79.7
Colombia
Bancamia 315.9 376.5 16.5 279.5 97 341,100 25.8 5.9
WWB Cali **
Mexico
Compartamos 765.6 907.9 202.8 458 449.4 1,961,995 49.5 44.3
Peru
Crear Arequipa 123.8 151 * 130 21.4 87,302 14.2 n.i.
Confianza 124.5 174 9.5 149.9 24.2 75,802 13.9 6.3
Edyficar 335 465.6 153 410 55.5 285,781 11.9 37.3
Mibanco 1,224 1,587 997.5 1,448 138.8 401,788 8.7 68.9
* Crea r wa s not a l l owed to ra i s e depos i ts a t the time a s i t tra ns formed recently i nto a fi na nce co.
** Ba nco WWB wa s a uthori zed a t the end of Dec. 2010
Source: ASOFIN for Bol i vi a , SBS for Peru, www.compa rtamos .com,www.ba nca mi a .com.co
11
12. Outreach Indicators of transformed MFIs
Banco Los
Andes K-Rep
Banco Sol Finam eric ProCredit Banco Mibanco Bank
MFI (BOL) a (COL) (BOL) ADEMI (DR) (PE) (Kenya)
Transformation
date Feb-92 Oct-93 Jul-95 Jan-98 May-98 Sep-99 TOTAL
No. of borrow ers 22,743 32,022 12,662 18,000 32,000 13,201 130,628
at transformation
date Dec-91 Dec-93 Jul-95 Jan-98 May-98 Dec-98
145,608 61,880 67,203 82,049 401,788 65,073 823,601
No. borrow ers in
2010 (Dec 10) (Dec 10) (Dec 10) (Dec 09) (Dec.10) (Dec.10)
Portfolio value at 4.5 11.0 4.2 30.3 14.0 3.3 67.3
transformation
(US$ M) (Dec 91) (Dec 93) (Jul 95) (Jan 98) (May 98) (Dec 98)
Portfolio value in 439.8 181.7 392.3 192.0 1,224.0 74.2 2,503.9
2010 (US$ M)) (Dec 10) (Dec 10) (Dec 10) (Dec 10) (Dec 10) (Dec 10)
No. depositors in 414,154 109,389 381,416 109,364 390,941 170,189 1,575,453
2010 (Dec 10) (Dec 10) (Dec 09) (Dec 10) (Dec 10) (Dec 10)
Amount of savings
420 124.5 391.4 117.1 997.5 67.6 2,118.1
mobilized in US M in
2010 (Dec 10) (Dec 10) (Dec 10) (Dec 10) (Dec 10) (Dec 10)
12