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Guidelines

Acumen's Lean Data Field Guide-Tips For Collecting Customer Data to Build More Impactful Businesses

This document is designed to serve as a field guide to help you conduct projects using Acumen's Lean Data approach. It is meant to be practical and action oriented. The approach involves two main elements: 1) A shift in mindset away from reporting and compliance and toward creating value for a company and its customers and 2) The use of methods and technologies for data collection that emphasize efficiency and rapid response while still achieving a sufficient degree of rigor.

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Guidelines

Guidelines on Outcomes Management for Investors

These guidelines for integrating outcomes measurement, analysis, and reporting into the operations of microfinance investors, asset managers, and other funders (hereinafter "guidelines") are the result of the work of the e-MFP Social Performance Outcomes Action Group, a collaborative effort of a group of responsible investors and other stakeholders that was created as a result of a partnership between the Social Performance Task Force (SPTF) and the European Microfinance Platform (e-MFP). The work on the guidelines has been coordinated by the SPTF Outcomes Working Group in parallel with the development of three resources for financial service providers (FSPs): 1) a "making the case" brief that describes how outcomes data are useful and even essential to an FSP's financial and social performance; 2) "how-to" guidelines for FSPs that describe ten steps for implementing strong outcomes management; and 3) a harmonized menu of key outcome indicators.

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Case studies & Field examples

FINCA Experience with Outcomes Management as presented to Outcomes Working Group

Summary of an Oct 2016 Outcomes Working Group session in which FINCA shared its approach to generating credible data that is useful for decision-making on a limited budget. FINCA includes outcomes data in its quarterly MFI mission monitoring dashboard, which includes
targets and achievements for depth of outreach (including female managed enterprises) as well as
predicted outcomes on key business indicators. FINCA uses a predictive model based on a small number
of selected indicators and enterprise segmentation and a small sample of clients quarterly to track quarterly in between larger data collection efforts every 3-5 years.

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Tools & Templates

Friendship Bridge Client Outcomes Report

Example from Friendship Bridge in Guatemala of a client outcomes report detailing key performance indicators for client outcomes and grading their performance.

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Case studies & Field examples

IDEPRO Desarrollo Empresarial Case Study

This case details IDEPRO Desarrollo Empresarial (Bolivia)'s journey to develop an outcomes and impact evaluation system. IDEPRO’s experience demonstrates two critical and related points. First, actually measuring outcomes is essential to determine whether an organization is achieving its social mission. Second, strategic use of outcomes data can help an organization advance that mission, by yielding valuable insights into areas such as risk management, client retention, and product design. Ultimately, good data does not just measure outcomes—it helps shape them. Implementing an outcomes monitoring system is an investment whose benefits, both to the clients and the institution, significantly outweigh the costs.

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Tools & Templates

Fundación Paraguaya Poverty Stoplight Application Manual

Manual describing the Poverty Stoplight outcomes tracking system created by Fundación Paraguaya. It includes the poverty stoplight scorecard as well as instructions for how to apply it, audit it and use it.

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Tools & Templates

Friendship Bridge Strategic Plan 2021-2025

Example strategic plan from Friendship Bridge (Guatemala) that sets social goals and articulates how its products and services will achieve them. Includes indicators.

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Guidelines

Building MIS Capacity for Social Performance Reporting

This Briefing Note describes the processes that Filipino MFI ASKI followed to determine MIS requirements and the initial steps that were taken in 2014 to improve the MIS so that Social Performance reporting was brought into balance with Financial Performance reporting. This BN describes the way in which ASKI arrived at which indicators to track, the frequency of reporting and the co-ordination / role which the departments played so as to report using a Social Performance Dashboard.

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Publications

Making Microfinance Investment Responsible – State of the Practice in Europe

This issue of European Dialogue is a follow up to the 2008 issue, “The Role of Investors in Promoting Social Performance”. The 2008 issue set out to take stock of investment funds' practices in terms of promoting and assessing social performance. In the last two years, practices have become more systematic and refined, as social performance assessments of MFIs have become commonplace. The time has come to see how far we've come to “Making Microfinance Investment Responsible”. What are investors doing to systematize social performance management at the MFI level, and what are they doing to improve their own practices as responsible investors?

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Publications

Driving Investment Decisions with Social Performance Information

This brief offers a glimpse into the inner workings of some european fund managers. drawing on in-depth interviews, it gives examples of the tools they rely on to make.

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