Putting the 'Social' Into Performance Management: State of Practice
This report describes the current status in social performance management (SPM) based on case studies from Imp-Act Consortium’s Global Learning Program (GLP). SPM refers to practical steps that MFIs can adopt when developing strategy, setting objectives and aligning systems to achieve their financial and social goals.
There is significant SPM good practice emerging among MFIs, but there is also evidence of disconnect between key elements. Also, few MFIs have been able to integrate SPM at operational levels. At a broad level, SPM needs to be a practitioner-led initiative rather than a donor-led one. Other key priorities identified by the Consortium, in discussion with practitioners and support agencies, are:
- Demonstrating the value of SPM;
- Scaling up SPM in Africa;
- Engagement and communication;
- Tailoring resources to different contexts;
- Building capacity.
The report also presents the proposed key principles for SPM, as set forth by the Consortium:
- Clients are at the center of SPM;
- Balanced performance management responds to clients' vulnerability;
- Using information is at the heart of performance management.
