Guidance on Standard 2B
Imp-Act/MicroSave Guidance Note on Governance
This briefing focuses on the role of the board of directors in ensuring effective governance. In this context, the section on adopting a statement of values or code of conduct is relevant (page 6).
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.
Imp-Act SPM Practice Guide: Chapter 3
This chapter tackles creating a strategy to achieve social objectives (starting on page 64). This requires managers to use clients’ needs as a starting point, rather the products themselves, else risk missing an opportunity to effectively help clients. As part of this, the chapter discusses how to identify and overcome barriers that clients face in their economic lives, and how to reduce or mitigate risks.
Imp-Act/MicroSave Strategic Planning Guidance Note
This briefing offers guidance on how to ensure that social performance is included in strategic planning processes, as well as how to address key challenges. Pages 5-7 cover key issues to consider when setting a strategy for social performance management.
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 financial service providers (FSPs) can systematically check compliance with their social mission into: client protection, quality of service provided to clients, and monitoring impact on clients’ lives.
Imp-Act Risk management guidance note
This briefing provides a quick overview of the main non-financial and operational risks typically overlooked by FSPs. It discusses the key institutional questions, and the importance of analysing 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.
Learning from Client Exit: Imp-Act Practice Note No. 3
This Practice note will help your FSP track and understand client exit in a simple, low-cost way. It looks closely at what client exit can mean for your programme, and shows how you can define and measure your FSPs exit rate. It overviews tools you can use for finding out who is leaving your programme, and how these tools can help you profile the different types of leavers. The note also provides guidance on finding out why clients are exiting, and explains how to use exit information in the most effective way.
Imp-Act Guidance Note on Staff Incentives
This briefing frames the key questions to consider when reviewing an FSPs 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.