Metrics
Standards for Social Performance Metrics ... CGAP

Series on the Universal Standards for Social Performance Management ... from the CGAP MicroFinanceGateway

Burgess COMMENTARY

Peter Burgess

Series on the Universal Standards for Social Performance Management

Presenting all articles in our series on the recently released set of new tools and guidance on essential practices for microfinance social performance management.

Introduction Introducing the Universal Standards for Social Performance Management SPTF releases new tools and guidance on essential practices for microfinance social performance management.

Section I Defining and Monitoring Social Goals: Lessons from MicroLoan in Malawi Presenting standards and essential practices from category one of the Universal Standards for Social Performance Management.

Section II Beyond the Mission Statement: Ensuring Commitment to Social Goals Our series on the Universal Standards for Social Performance Management continues with Section 2: Ensuring Board, Management, and Employee Commitment to Social Goals. Learn how Banco Compartamos of Mexico and Mi Banco of Peru weave their social goals into the institutional culture.

Section III A Risk for the Client Is a Risk for the Institution: Client Protection at Partner MFI in Bosnia Our series on the Universal Standards for Social Performance Management continues with Category 3: Treat Clients Responsibly. Learn how Partner in Bosnia emerged from an over-indebtedness crisis by putting their clients first.

Section IV Savings, Loans…and Toilets: Grameen Koota’s Quest to Respond to Customer Demand As part of our continuing series on the Universal Standards for Social Performance, Grameen Koota presents their organization’s efforts to listen and respond to client needs. At Grameen Koota, this often goes beyond traditional loan products.

Section V Put Your People First: Lessons on the Link Between Employee Relations and Social Performance As part of our continuing series on the Universal Standards for Social Performance, the Gateway presents several examples of organization's efforts to listen and respond to staff feedback as part of their comprehensive efforts on social performance management.

Section VI - The Great Balancing Act: Social and Financial Performance Section 6, the final section of the Universal Standards for Social Performance Management, speaks to the challenge of balancing social and financial performance. Read more about how new data and collaborations between investors and MFIs are supporting this balancing act and helping prevent over-indebtedness.