Your Board's Social Responsibilities: Guiding Your Board to Manage Social Performance
SPTF's publication is a short guide for financial service provider (FSP) managers on how to work with their boards to manage the FSP's social performance. The publication will also be useful for board chairs and members as well as for others who work with FSP boards, such as FSP executives and staff, technical assistance providers, or funders.
Segments from the Universal Standards Implementation Guide
A much shorter version of the Universal Standards Implementation Guide that only includes sections most relevant to the role of the Board of Directors in managing social performance. This document includes several examples of practices of providers around the world (e.g., Negros Women For Tomorrow Foundation (NWTF) in the Philippines, Chameroun Microfinance in Cambodia, Juhudi Kilimo in Kenya).
Handbook on SPM for Boards
A guide on the role of the Board of Directors in guiding senior management on the implementation of social performance management (SPM) in FSPs. The handbook explains the case for social performance at the board level, offers step-by-step guidance on how to take it into practice, and includes practical examples from FSPs (mostly ASKI).
Imp-Act SPM Practice Guide: Chapter 4
Imp-Act SPM Practice Guide - Putting the “social” into performance management. Chapter 4 (pages 71-84) refers to how to get a board “on board” with SPM, looks at board composition, and institutional type influence in the SPM process, and the role of leadership.
e-MFP Brief #2 on Sharing Innovative Practices for Responsible Finance Investment
This brief includes examples from European investment funds working to strengthen governance at the sector and at the FSP level. Most relevant for boards is the second section on straightening governance at the FSP level (pages 7-11), which includes examples of SPM committees at the board level (AMK Cambodia, Apoyo Integral in El Salvador), a social performance dashboard (Contactar, Colombia), and a self-evaluation tool for boards (developed by Incofin).
Imp-Act/MicroSave Guidance Note on Governance
Effective governance is increasingly seen as a key ingredient to success – whether for private companies, non-government organisations (NGOs) or FSP's. This briefing focuses on the role of the board of directors in ensuring effective governance. In this context, the section on board orientation/training and creating a balanced perspective is relevant (page 3), as well as the section on establishing an SPM committee (page 9).
Imp-Act Risk Management Guidance Note
A quick overview of the main non-financial and operational risks typically overlooked by FSPs. The note discusses the key provider questions, and the importance of analyzing existing practices to assess how the FSP may overlook some of these risks. It also presents emerging practices that FSPs are finding useful to help them integrate social performance into their risk management activities.
Internal Control: Imp-Act Guidance Note
This briefing emphasises the importance of integrating social performance into internal controls and audit. It offers guidance on how FSPs can systematically check compliance with their social mission into: client protection, quality of service provided to clients, and monitoring impact on clients’ lives.
Staff Incentives: Imp-Act Guidance Note
This briefing frames the key questions to consider when reviewing an FSP's staff incentive system. It then identifies some emerging practices that FSPs are finding helpful in ensuring that the staff incentive systems appropriately balance their social and financial performance objectives.
Hardwiring Social Mission into MFIs
A concept note developed by Grassroots Capital Management that can be of use for board of directors as they contemplate or prepare for changes in structure and want to take action to avoid mission drift.
Stemming the Tide of Mission Drift
An excellent general resource, provides an overview of the process by which FSPs transform from NGOs into regulated providers, and examines the impact of transformation within a group of FSPs over five years, with particular focus on the effect of transformation on an FSP’s outreach to low-income women.
CGAP Focus Note No 79: Effective Governance for Microfinance Institutions
This paper examines the role of governance, including the roles of board members, board composition, and an explanation of important issues of trust and conflicts of interests. In this context, the discussion on page 3 around transformation is relevant.
How to Develop an Institutional Code of Ethics
Establishing high standards of ethical employee behaviour is a two-part process; first, the provider defines standards of behaviour, and second, those standards are brought to life throughout the institution. This guide focuses on the first part of the process—defining standards of behaviour through a formal Code of Ethics.
Preventing Mission Drift during Institutional Transformation
This is an Imp-Act Consortium resource on transformation that includes the measures that FIE, Boliva took to protect its social mission when it made the transition from a non-profit NGO to a for-profit provider, and offers lists of key questions to ask potential new donors and investors.