and 2004 covering the use of: exit surveys; client satisfaction focus groups; the use of loans, savings and profits; empowerment interviews; and impact surveys. This article describes some of the changes that the MFIs adopted as a result of implementing some of these tools, principally to
reduce client exit rates and to permit faster and more flexible lending. It then provides cost estimates for the client assessment work and estimates the 'break-even' induced increase in profits (from whatever source) required to cover them. More specific cost-benefit models are then presented,
based on more precise assumptions of the induced organizational changes. The client assessment work is shown to have been highly costeffective for the participating MFIs in Honduras during this period.
Mainstreaming Microfinance: Social Performance Management or Mission Drift?
World Development, Vol. 35 (2007), Iss. 10 P.1721https://doi.org/10.1016/j.worlddev.2007.06.004 [Citations: 206]
Money with a Mission (Volume 1)
Back Matter - Money with a Mission - Volume 1
2005https://doi.org/10.3362/9781780440866.010 [Citations: 0]
- Development impact bonds: learning from the Asháninka cocoa and coffee case in Peru
- Trade-off between outreach and sustainability of microfinance institutions: evidence from sub-Saharan Africa
- Value chain development for rural poverty reduction: A reality check and a warning
- Impact assessment of commodity standards: towards inclusive value chains
- What is cocoa sustainability? Mapping stakeholders’ socio-economic, environmental, and commercial constellations of priorities