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The New
Microfinance
Handbook
On microfinance and The New Microfinance Handbook
“Financial services help to smooth cash flows, build assets, invest productively, and, importantly, man-
age risks. Increasing the outreach of financial services that are affordable and meet the varied needs of
poor women and men can contribute significantly to economic development and overall quality of life,
key objectives of practitioners and policy makers alike.”
—Maria Otero, former CEO, Accion International
“The journey from microfinance to financial inclusion began in earnest when we understood that cli-
ents need diverse services such as savings, payments, and insurance, as well as loans. The New
Microfinance Handbook reflects a lesson we learned many years ago—that sharing knowledge and best
practices is so important to help providers, policy makers, and others to continue to innovate, adapt,
and scale financial services in order to add real value to customers in a responsible way.”
—H.R.H. Princess Máxima of the Netherlands, The UN Secretary-General’s Special Advocate for
Inclusive Finance for Development (UNSGSA)
“The New Microfinance Handbook fills a critical gap in the current literature on financial inclusion. I am
particularly pleased with the explicit focus on consumers and their needs—this, together with the
onset of technology-based delivery models, has been the most important shift in the microfinance field
over the past 15 years. I am sure that by taking the financial ecosystem approach and compiling all the
current trends into one volume, this book will serve as a reference for the large and growing financial
inclusion community for years to come.”
—Brigit Helms, author of Access for All
“Financial services that support asset building, investment, and risk management are critical for people
of all ages in frontier and postconflict environments. In The New Microfinance Handbook, the authors
highlight the importance of understanding client needs and the need for a more inclusive financial
sector. This work provides an excellent resource for navigating a diverse and rapidly changing micro
finance sector.”
—President Ellen Johnson Sirleaf, Liberia
“Poor people’s lives are complex; the goods, services and amenities that they need to escape from
poverty—and the means by which they get them—are equally diverse. One-size-fits-all solutions are an
illusion. Our challenge as development policy makers, researchers, and practitioners in all fields—be
that in finance, agriculture, health or education—is to understand and respond to this complexity in
ways that help build diverse, resilient socioeconomic systems that are able to serve the needs of the
poor, sustainably and at scale.
“The New Microfinance Handbook reflects this challenge. It moves beyond the original Microfinance
Handbook’s focus on retail microfinance to deal with the imperative of understanding and strengthen-
ing the wider financial ecosystem, which is essential to making financial markets genuinely work
better—inclusively and responsibly—for poor men and women. This shift has significant implications
for development agencies, requiring ‘smarter’ subsidies, different types of partners, and more facilita-
tive or catalytic interventions.”
—Robert Hitchens, Director, Springfield Centre, United Kingdom
The New
Microfinance
Handbook
A Financial Market System Perspective
1 2 3 4 16 15 14 13
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Cover Image: Embroidery by Kaross Studio, Letsetele, South Africa. Used with permission from Gerhard Coetzee, who commis-
sioned the artwork. Non-English terms in the image and their translations are as follows: ABSA: Bank; KAART: Card game; LOBOLA:
Negotiated payment before a wedding; SAB: South African Breweries; STOKVELA: ROSCA (Rotating Savings and Credit
Association).
Foreword xv
Preface xvii
Acknowledgments xix
About the Authors xxi
Abbreviations xxiii
Introduction 1
Chapter 2. Clients 49
Stuart Rutherford, Daryl Collins, and Susan Johnson
Contents v
PART TWO. FINANCIAL SERVICE PROVIDERS 147
Index 479
Boxes
I.1 A Market This Big Needs Many Types of Providers 5
I.2 Latest Findings from Randomized Evaluations of Microfinance 6
1.1 From Microfinance to Financial Inclusion 17
1.2 Youth Financial Services: An Opportunity for the Future 18
1.3 Gambian Family Structure and Impact on Financial Behavior
and Demand 19
1.4 The Financial Service Needs of the Poor in Mexico 21
1.5 Reaching the Poorest: Lessons from the Graduation Model 22
1.6 Religion and Caste in India 23
1.7 The Embeddedness of Financial Service Use in Gender Norms
in Kenya 24
1.8 Understanding the Financial Market System 28
1.9 The Range of Providers in Sub-Saharan Africa 30
1.10 Savings-Led Financial Services in Bangladesh 31
1.11 Key Rules and Supporting Functions for Savings Services 33
1.12 Formal and Informal Rules 34
1.13 Understanding Informal Rules through Financial Landscapes 35
1.14 Potential of Mobile Banking 42
1.15 New Branchless Banking Business Models 43
2.1 Income Volatility, Week-by-Week and Year-by-Year 53
2.2 Cash Flow Management Given Volatile Seasonal Income 55
2.3 Ramna’s Top-Ups 56
2.4 Enayet’s Foot 57
2.5 Building a Home Little by Little 60
Contents vii
2.6 How MFI Loans Are Used in Bangladesh 62
2.7 Daisy’s ROSCA 65
3.1 Bank and Retail Network Partnership 73
3.2 Encouraging Stakeholders to Adopt New Rules 76
3.3 Policy for Microinsurance 76
3.4 Financial Capability Strategies 77
3.5 Financial Literacy in the Russian Federation 77
3.6 Financial Inclusion in Mexico 78
3.7 Financial Inclusion in India 80
3.8 Negotiating a Special Microfinance Law in Uganda:
The Outcome of Competing Interests 83
3.9 The Maya Declaration 84
3.10 The G-20 Principles for Financial Inclusion 85
3.11 SEEP’s Toolkit for Policy Advocacy 87
3.12 Battling Over-Indebtedness in Azerbaijan 90
3.13 Financial Education as Part of the Business Model 92
4.1 Shaping Intervention from an Understanding of the Market
System 105
4.2 Financial Sector Deepening Kenya (FSD Kenya) 106
5.1 Using Data to Increase Financial Inclusion 114
5.2 Evidence of Over-Indebtedness through Research 116
5.3 Microfinance Information eXchange 118
5.4 Savings Groups Information Exchange 120
5.5 Who Uses Landscape Supply Data? 121
5.6 Core Indicators of Global Findex 122
5.7 FinScope Surveys 123
5.8 Interpreting Financial Access Strands 125
5.9 Cash-In, Cash-Out: Financial Diaries in Malawi 127
5.10 Financial Landscapes in Kenya 129
5.11 Livelihood Landscape Studies 130
5.12 Measuring Outcomes of Facilitating Savings Groups 131
5.13 The Changing Focus of Impact Assessment 132
5.14 Participatory Rapid Assessment 135
5.15 The Difficulty of Proving Causation 137
6.1 Ghana’s Susu Collectors 152
6.2 Beyond Carrying Cash: Informal Money Transfer Systems 153
6.3 Rural ASCAs in India 155
6.4 Savings Groups and Other Activities 159
6.5 Paths to Savings Group Replication 160
6.6 Fee-for-Service: Variations on a Theme 161
Contents ix
10.3 Warehouse Receipt Systems: Lessons from Niger 242
10.4 Crop Receivables 244
10.5 Heifer International 245
10.6 FONDECO: Microfinance Innovations along the Value Chain 246
11.1 Key Insurance Terms 251
11.2 AKAM’s Experience with Village-Based Health Microinsurance
in Pakistan 253
11.3 IFFCO-Tokio’s Bundled AD&D Coverage 255
11.4 Collaborating with a Utility Company in Colombia 257
11.5 Savings Completion Insurance Offered by TUW SKOK 262
11.6 Microfund for Women’s “Caregiver” Product 263
11.7 Public-Private Partnerships and Health Microinsurance in India 264
11.8 Index Insurance and Technology: The Case of Kilimo Salama,
Kenya 265
12.1 Trends in the Average Cost of Remittance Services 273
12.2 Mobile Money Innovations in Microinsurance in the Philippines 274
12.3 Mobile Money in Papua New Guinea 275
12.4 Glossary of Terms Related to Alternative Delivery Channels 276
12.5 Expanding Rural Finance in Sri Lanka 279
12.6 World Food Programme Card Pilot, 2009 281
12.7 Cardless ATM Transactions 281
12.8 Payment Terminals in the Russian Federation 282
12.9 Urwego Opportunity Bank’s Mobile Bank and Open
Sky System 283
12.10 M-PESA Reaching Scale with Mobile Money 285
12.11 Banking with a Mobile Phone: The Customer Experience 286
12.12 Third-Party Providers: New Business Models 289
12.13 bKash Ltd. 290
12.14 Branchless Banking in Brazil 291
12.15 From Payment Terminals to Multiple Services 292
12.16 Cost of Managing Agent Liquidity 293
13.1 IFMR Trust in India 303
13.2 What Are the Attributes of Success in Adjacent Sectors? 305
14.1 Performance Monitoring of Savings Groups 323
14.2 Software Application Controls 327
14.3 Universal Standards for Social Performance Management 341
14.4 Social Audit Tools 346
15.1 Board Consideration for NGO MFIs Transforming into
Regulated Institutions 353
15.2 Principles of Well-Designed Incentive Schemes 357
Contents xi
18.10 Call Center at the First Microfinance Institution Syria 454
18.11 In Practice: Paraguay Financiera El Comercio 455
Figures
I.1 Financial Access Strands—Country Comparisons (July 2012) 4
1.1 Financial Service Needs for Different Livelihood Segments 20
1.2 Stylized View of the Financial Ecosystem 27
1.3 The Range of Financial Service Providers 29
B1.9.1 Number of Clients, Loans, and Deposit Accounts in Africa, by Type
of Provider 30
1.4 Market System Players and Facilitators 37
1.5 Evolution of Intervention Focus from Financial Institutions to
Financial Systems 39
B2.1.1 Revenues and Inventory Expenses of a South African Small
Businesswoman, Daily Cash Flows Aggregated Fortnightly 54
3.1 Financial Inclusion Strategies and Responsible Finance 80
3.2 Responsible Finance: A Multiple-Stakeholder Approach 86
4.1 The Role of Donors in Financial Market System
Development 98
4.2 Stylized View of the Financial Market System 100
4.3 The Purpose of Donor Commitments 102
5.1 FinScope Financial Access Strand: Definitions 124
5.2 FinScope Access Frontier 124
B5.8.1 Access Strand Analysis 125
B5.8.2 Service-by-Service Analysis 126
5.3 Logic Model Definitions 130
B5.15.1 The Spectrum of Evidence 137
6.1 The Range of Financial Service Providers 150
7.1 The Range of Financial Service Providers 172
8.1 How Savings Can Improve the Lives of the Poor 200
10.1 Using the Value Chain for Agricultural Financing 237
10.2 The Warehouse Receipts Financing System 241
12.1 Relationship between the Customer, the Agent, and a Bank in
Conducting a Mobile Banking Transaction 287
12.2 Monthly Costs in Dollars Associated with an Illustrative
Transaction Account 294
13.1 A Platform Perspective 307
13.2 Transactions in Space and Time 311
13.3 Channel Mix 316
14.1 The Social Performance Process, Indicators, and Assessment
Tools 343
Tables
1.1 Gender-BasedObstaclesinMicrofinanceandMicroenterprise 25
1.2 Illustrative Solutions to Household Financial Management
Needs 32
1.3 Key Characteristics of Facilitators and Providers in the Financial
Market System 38
3.1 Potential Barriers to Effective Consumer Protection through
Standards and Guidelines 91
4.1 Spectrum of Donors in Financial Inclusion and the Way
They Operate 99
5.1 Research Methods and Their Usefulness 139
5.2 Main Poverty Assessment Tools Available for Microfinance
Practitioners 140
6.1 Characteristics of Community-Based Financial Service Providers:
Indigenous Groups 151
6.2 Characteristics of Community-Based Financial Service Providers:
Facilitated Groups 157
7.1 Characteristics of Institutional Financial Service
Providers 173
11.1 Two Long-Term Insurance and Savings Products in India 261
B14.1.1 Key Indicators of Performance for Savings Group
Facilitation 323
14.1 Efficiency and Productivity Ratios (MFRS) 335
14.2 Profitability Ratios (MFRS) 336
14.3 Asset Quality (Portfolio Quality) Ratios (MFRS) 337
14.4 Capital Ratios (MFRS) 338
14.5 Liquidity Ratios (MFRS) 339
14.6 Balanced Performance Management 342
14.7 Indicators in the Social Performance Standard Report 344
Contents xiii
15.1 Roles and Responsibilities for Risk Management 365
16.1 Public and Private Funders 384
16.2 Holding Company Investment Examples 394
17.1 Regulatory Objectives for Microfinance 417
18.1 Implications of Telecommunications Connectivity for the
Provision of Branchless Financial Services 443
Foreword xv
PREFACE
Imagine a life without access to financial services: no deposit account, no debit card,
no fire insurance, no college savings plan, no home mortgage. Life would be an
incredibly stressful roller coaster ride, and most dreams would remain unfulfilled.
The day you get paid for work would be good, the other days rough. Any accident
would set your family back. Sending the kids to college? Too difficult. Buying a
house? Forget it. Nobody can pay for such needs out of cash accumulated under the
mattress. For us, life without access to financial services is unimaginable.
Yet according to 2011 data from the World Bank, an estimated 2.5 billion
working-age adults globally—more than half of the total adult population—have to
do exactly that. They live a life without access to the types of financial services we
take for granted. Of course, they cannot do without financial intermediation, so they
rely on age-old, informal mechanisms. They buy livestock as a form of savings; they
throw a village feast to cement local ties as insurance against a future family crisis;
they pawn jewelry to satisfy urgent liquidity needs; and they turn to a moneylender
for credit. These mechanisms are risky and often very expensive.
Increasingly robust empirical evidence demonstrates how appropriate finan-
cial services can help to improve household welfare and spur small enterprise
activity. Macro evidence also shows that economies with deeper financial inter-
mediation and better access to financial services grow faster and have less income
inequality. Policy makers and regulators worldwide recognize these connections.
They have made financial inclusion—where everyone has the choice to access and
use the financial services they need, delivered in a responsible fashion—a global
development priority.
A powerful vision of responsible financial market development is emerging—a
vision that aims to bank the other half of the global working-age adult population
by leveraging what we have learned from the microfinance story to date, using
advances in technology to spur product and business model innovation, and
encouraging new ways of thinking about how to create an enabling, risk-
proportionate regulatory and supervisory environment.
Preface xvii
The New Microfinance Handbook reflects the current frontier of our collective
thinking and experience. It starts with the need to understand the demand side.
Poor households in the informal economy are producers and consumers. They
need access to the full range of financial services to generate income, build assets,
smooth consumption, and manage risks. The global financial inclusion agenda rec-
ognizes these broader needs. It also recognizes the importance of financial literacy
that builds consumer financial capabilities and of consumer protection regimes
that take into account the conditions and constraints of poor families in the infor-
mal economy.
The Handbook also takes a broad look at the diversity of providers required to
meet these needs and at the business model challenges of different products. The
original microcredit revolution found an ingenious way to overcome the previous
obstacle to providing credit for the poor. How do you manage credit risk and
repayments at the local level when working with a segment of the p opulation that
has no traditional collateral? The breakthrough was the joint-liability group loan—
social collateral to allow the poor to pledge for each other. But the business model
challenges are different for other financial services. For small-denomination sav-
ings and remittances, transaction costs must be ultralow; for insurance, risks must
be pooled and managed at an actuarially relevant scale; for pensions, micro contri-
butions must be invested in ways that generate adequate long-term returns.
Continued innovation in products and business models is needed so that we
can reach more people with a broader range of products at lower costs. No one
type of provider will be able to overcome the very different business model
challenges of all products. What is needed instead is a variety of financial service
providers that come together in a local-market ecosystem that works for the poor
at the base of the economic pyramid.
Lastly, the Handbook takes a fresh look at the enabling infrastructure and
regulatory environment. The infrastructure requirements range from a larger num-
ber of low-cost, physical access points in harder-to-reach geographic areas to
nationwide unique financial identities that facilitate consumer enrollment and pro-
tection. On the regulatory side, policy makers are recognizing that financial exclu-
sion poses a risk to political stability and impedes economic advancement, and they
are increasingly willing to balance the ultimately mutually reinforcing needs for
financial stability, financial integrity, and financial inclusion.
With a better understanding of demand, ongoing innovation in products and
business models to better meet that demand, and recognition of the need for a
protective and supportive enabling environment, I believe we have the knowledge
and the means to achieve full financial inclusion in our lifetime. Read on to learn
how this is already happening and what more is needed.
Tilman Ehrbeck
CEO
Consultative Group to Assist the Poor (CGAP)
The writing of this book has been a highly collaborative effort and there are many
people we wish to acknowledge and thank for their support and contributions.
First of all, our Advisory Committee, composed of David Ferrand, Steve Rasmussen,
Tom Austin, Ann Miles, and Benoit Destouches, provided sound guidance and
leadership for which we are very grateful. We also appreciate the significant effort
and expertise of the contributing authors, without whom this book would not
have been published: Ines Arevalo, Craig Churchill, Daryl Collins, Mayada
El-Zoghbi, David Ferrand, Barbara Gähwiler, Alan Gibson, Susan Johnson, Kate
Lauer, Joyce Lehman, Ignacio Mas, Peter McConaghy, Calvin Miller, Geraldine
O’Keeffe, Stuart Rutherford, Lisa Sherk, Stefan Staschen, and Joakim Vincze. In
addition, we are deeply grateful to Peter McConaghy, who conducted excellent
research and provided significant draft material for a majority of the chapters. We
also thank those who contributed to specific chapters, including Cheryl
Frankiewicz, Liz Case, Alyssa Jethani, Linda Jones, Emilio Hernandez, and Ruth
Dueck-Mbeba.
For their insightful feedback, we thank our peer reviewers of which there were
many: Elizabeth Berté, Anita Campion, Liz Case, Gerhard Coetzee, Monique
Cohen, Christoph Diehl, Thomas Engelhardt, Laura Foose, Cheryl Frankiewicz,
Martin Habel, Michel Hanouch, Tor Jansson, Susan Johnson, Kabir Kumar, Kate
Lauer, Joyce Lehman, Ignacio Mas, Janina Matuszeski, Sitara Merchant, Ann
Miles, Hanif Pabani, JR Rao, Steve Rasmussen, Rich Rosenberg, Adam Sorensen,
Ingrid Stokstad, Joakim Vincze, Leah Wardle, Martina Wiedmaier-Pfister, and
Kim Wilson. In particular we are extremely grateful to Bob Christen for reviewing
the initial draft of the book and suggesting a significant new direction that, at the
time, seemed like a very big task but was exactly what was needed; we appreciate
his honesty and guidance. We are indebted to Ruth Dueck-Mbeba, who reviewed
the entire book, providing excellent feedback and suggestions as well as a signifi-
cant portion of chapter 15.
We are very grateful to The MasterCard Foundation and the Aga Khan
Foundation for the support provided throughout the making of this book, in
Acknowledgments xix
articular Reeta Roy, Ann Miles, Ruth Dueck-Mbeba, David Myhre, Tom Kessinger,
p
Mike Bowles, Erin Markel, Sam Pickens, Helen Chen, Jayne Barlow, and especially
Tom Austin.
We greatly appreciate the efforts and patience of Paola Scalabrin for her persis-
tence in requesting this update, ensuring that the book was published, and her
patience and advice during the process. We thank Aziz Gökdemir for a brilliant job
managing the publication process and we extend our thanks to Elizabeth Forsyth
and David Anderson for their excellent editing, as well as to Nora Ridolfi for dili-
gently overseeing the printing of the book. Thank you as well to Ellie Mendez and
Alyssa Jethani for checking sources.
Joanna would like to thank Alan Gibson for sharing his deep knowledge and
experience of the market systems framework, David Ferrand for suggesting we use
the framework and his guidance in doing so, and Steve Rasmussen for his thought-
ful and generous support. She also thanks Alyssa Jethani for taking on much of
what needed to be done at the Aga Khan Foundation during the process of bring-
ing this book together, for her high level of productivity, and for being a wonderful
colleague. She is grateful to her family, especially Joakim, and her parents, for
their consistent support throughout. In particular, she thanks her father, Doug
Ledgerwood, for his guidance and advice during this project and always.
Julie is grateful for the encouragement and technical guidance from her col-
leagues at the International Finance Corporation, in particular Jean Philippe
Prosper for his strong support and endorsement of this book to the World Bank
publication committee; Tor Jansson for his numerous reviews of chapters; and
Barbara Sloboda and David Crush for always finding a solution. She would also like
to thank her many clients in Africa who have provided years of inspiration through
their hard work and success in some of the world’s frontier countries. Finally, Julie
thanks the many friends who have supported her work on this book with every-
thing from advice, shelter, and a friendly ear; and gives a special thanks to her
family for keeping her close despite how far away she lives.
Candace has deep appreciation for several long-term colleagues who have done
so much to cultivate and sustain her commitment to clients, including Paul Rippey,
Monique Cohen, Kathleen Stack, Jeffrey Ashe, and Jennefer Sebstad. Seasoned
professionals, they have inspired her with their intelligence, integrity, and passion.
As ever, Candace is grateful to SEEP’s Savings-led Financial Services Working
Group for its high degree of collaboration; she would especially like to thank the
authors of the SEEP publication, Savings Groups at the Frontier, from which she
drew extensively in writing chapter 6.
Joanna Ledgerwood
Julie Earne
Candace Nelson
Ines Arevalo is a consultant to the Aga Khan Agency for Microfinance. She holds
an MA in Development Economics (University of Sussex) and focuses on client
research and social performance management.
Craig Churchill is the head of the International Labour Organization’s Social
Finance Programme, which supports the use of productive and protective financial
services, particularly for excluded populations. He serves as the team leader of the
Microinsurance Innovation Facility and the chair of the Microinsurance Network.
Daryl Collins is a Director at Bankable Frontier Associates, a niche consulting
practice aimed at providing financial services to low-income people. She is also
co-author of Portfolios of the Poor.
Julie Earne is a Senior Microfinance Specialist at the International Finance
Corporation. She has worked extensively throughout Africa, investing in and
enabling financial sector development in frontier countries for more than 15 years.
Mayada El-Zoghbi is head of CGAP’s office in Paris. She manages CGAP’s support
to donors and investors as well as in the Middle East and North Africa Region. She
holds a Master of International Affairs from Columbia University.
David Ferrand is Director of Financial Sector Deepening Kenya, a multidonor
facility supporting market development. He holds a PhD from Durham University
and has worked in the financial inclusion field for 20 years.
Barbara Gähwiler is a microfinance expert at GIZ in Tunisia and previously
worked with CGAP’s donors and investors team. She holds a Master of International
Affairs from University of St. Gallen and Sciences Po, Paris.
Alan Gibson is a Director of the Springfield Centre. He has been influential in
developing the “making markets work for the poor” (M4P) approach and in sup-
porting its application in different spheres of development.
Susan Johnson is a Senior Lecturer in International Development at the
University of Bath. She has extensive research experience in the microfinance
field, in particular in impact assessment, gender, and the embeddedness of local
financial markets in social relations.
Abbreviations xxiii
ID identification PSP payment service provider
IMF International Monetary Fund RCT randomized control trial
IPO initial public offering RIA regulatory impact assessment
IT information technology ROSCA rotating savings and credit
association
IVR interactive voice response
RTGS real-time gross settlement
KfW Kreditanstalt für Wiederaufbau
SaaS software as a service
KYC Know Your Customer
SACCO savings and credit cooperative
MDB multilateral development bank
SAR Special Administrative Region
MDI microfinance deposit-taking
institution SAVIX Savings Groups Information
Exchange
Me2Me me-to-me (payment)
SEEP Small Enterprise Education and
MFI microfinance institution
Promotion
MFRS Microfinance Financial
SG Savings Group
Reporting Standards
SHG Self-Help Group
MII microfinance investment
intermediary SIM subscriber identity module
MIS management information system SMART specific, measurable, achievable,
realistic, and time-bound
MIV microfinance investment vehicle
SMS short messaging service
MIX Microfinance Information
eXchange SPV special purpose vehicle
MNO mobile network operator SRI socially responsible investing
NBFI non-bank financial institution STK SIM Tool Kit
NGO nongovernmental organization SWIFT Society for Worldwide Interbank
Financial Telecommunication
P2B person-to-business
TCP transmission control protocol
P2P person-to-person
USAID U.S. Agency for International
PAT poverty assessment tool
Development
PCG partial credit guarantee
USSD unstructured supplementary
PIN personal identification number services data
POS point-of-sale VPN virtual private network
PPI Progress out of Poverty Index WSBI World Savings Banks Institute
PRA participatory rapid assessment WOCCU World Council of Credit Unions
Introduction 1
economic growth and the overall stability of the expected increase in financial inclusion resulting
system. from the gradual substitution of donor funding
Increasingly, best practice in microfinance is with private sector capital has yet to happen. The
responsible finance, defined as the delivery of retail majority of poor people remain outside the main-
financial services in a transparent, inclusive, and stream financial sector, and many MFIs continue
equitable fashion (BMZ, CGAP, and IFC 2011). to depend on subsidies.
Consumer protection and financial capability are Looking forward, it appears likely that tech-
now seen as important policy objectives, particu- nology will enable customer touch points to pro-
larly in a context of new providers, more sophisti- liferate among nontraditional service providers.
cated products, and technology-enabled delivery The technology drivers of financial inclusion will
channels. Recent media attention to the significant come from innovations in mobile money, biomet-
profits made through initial public offerings of ric identity systems, smart phones, and wireless
microfinance banks6 have highlighted the need for broadband Internet access. At the same time,
transparent pricing and appropriate interest rates. however, much remains to be learned to effec-
Unlike 15 years ago, funding for microfinance tively increase outreach in a substantial way,
today is no longer the purview of donors alone. As including, for example, developing appropriate
of 2011 more than 100 microfinance investment regulatory frameworks for branchless banking
vehicles were managing close to US$7 billion models (Alexandre 2010). Further, it is vitally
(Symbiotics 2011), making private and quasi- important to better understand the social dimen-
private sector capital readily available. With the sions of how households manage financial
recognition that grant funding crowds out the resources, particularly in the informal sector, and
private sector, responsible donors have shifted the role of technology to work within these social
from providing funds for loan capital and operat- dynamics (Johnson 2012).
ing subsidies to more of a facilitation role Thus, the well-documented and widely
supporting the development of enabling environ- applauded achievements of microfinance are
ments, provision of information, and financial increasingly coupled with recognition of its lim-
infrastructure. itations and the need to take a more holistic view.
Although significant investments have been Concerns include the following:
made to reform regulatory systems to accommo-
• Outreach—In many countries outreach
date microfinance and transform microfinance
remains a small percentage of the population;
institutions (MFIs) into regulated institutions
only 41 percent of adults in developing econo-
complete with return-seeking investors, rela-
mies report having an account at a formal
tively few MFIs can absorb a significant amount
financial institution,8 8 percent report having
of capital. “However, the pool of investment-ready
originated a new loan from a formal financial
MFIs is small and is not expanding at the speed of
institution in the past 12 months, and 2 percent
the supply of equity investment. Indeed, 52 per-
report having personally paid for health insur-
cent of all foreign debt is channelled to only 25
ance (Demirgüç-Kunt and Klapper 2012);
MFIs, out of a total of 524 MFIs that receive for-
more than half the world’s adult population
eign debt finance. At the country level, foreign
does not use formal or semiformal services,
investment is, to a large degree, still focused on a
nearly all of whom live in Africa, Asia, and
small number of countries in LAC and ECA7 with
Latin America (Chaia et al. 2009).
only moderate levels of financial exclusion”
(Reille et al. 2011, p. 10). Given the concentration • Sustainability—Although figures are not pre-
of investment in relatively few institutions, the cise, many microfinance operations continue
Introduction 3
Figure I.1 Financial Access Strandsa—Country Comparisons (July 2012)
RSA'11 63 5 5 27
Namibia'11 62 3 4 31
Swaziland'11 44 6 13 37
Botswana'09 41 18 8 33
Lesotho'11 38 23 20 19
Ghana'10 34 7 15 44
Nigeria'10 30 6 17 47
Zimbabwe'11 24 14 22 40
Kenya'09 23 18 26 33
Uganda'10 21 7 42 30
Malawi'08 19 7 19 55
Rwanda'08 14 7 26 53
Zambia'09 14 9 14 53
Tanzania'09 12 4 28 56
Mozambique'09 12 1 9 78
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
of benefits; increased access and more choice do improvement in access does not develop in a
not automatically translate into effective client competitive manner, benefits may be restricted.
use. For example, the major growth in access for Clients with limited information and/or choices
saving services through the Mzansi account in may not be able to exert competitive pressure on
South Africa disguised a large number of dormant providers to improve services.
accounts, opened but often unused, because cli- Providers and other stakeholders need to take a
ents either found better options for their needs or more proactive approach that recognizes the diver-
were too poor to utilize the account.12 The path sity of barriers to access, the heterogeneity of
from uptake (that is, opening an account) to usage consumers, and the variety of financial service
is still an uncharted course. needs among various lower income segments and
Growth in access, especially if accompanied by underserved or excluded groups. Looking for major
access to more diverse services, may require cli- impact from a single product or institution type
ents with greater financial capabilities to ensure risks overlooking the inherent complexity of liveli-
effective usage and benefits. As in any market, if hoods and financial service needs (see box I.1).
Back in 1982, when Citi made its first loan to a opulation is unbanked. This is too big a seg-
p
nongovernmental organization (NGO), the mi- ment to cover with just one or two approaches
crofinance world was much simpler. There and institutional forms. We have the ultra-
were the few global networks, and we were poor and displaced people at one end of the
still using the term “microcredit.” It was a scale, and the very economically active peo-
much more focused, smaller community. The ple who might even be employed on the other
industry has grown tremendously since then. end. Their needs are different.
From a few mil lion clients in the 1980s, I get concerned with some of the ar
microfinance now reaches more than 190 guments that take place in microfinance to-
million families. We have seen tremendous day. It seems like there is an underlying as-
growth in the size of microfinance organiza- sumption that there is only one type of
tions and the scale of their operations, but we microfinance client and that client should be
are also seeing that there is a price for grow- served by only one type of institution—when
ing too fast—in any industry. You can grow the opposite is true. There are many different
only so fast before burning out the staff, or client segments in micro finance, and MFIs
you cannot bring on well-trained new staff to would do better to focus on each segment to
keep up with your growth. develop the best business models to serve
Most of this growth has come from organi- those clients.
zations offering only one or two credit prod- In the next few years, the innovation needs
ucts. The demand, the need, and perhaps the to be in designing products that fit who clients
model lent itself to consistent growth be- are and what they want to become; we get
cause it stayed very focused. However, fast there by get ting to know the clients, their
growth of organizations using similar models needs, their cash flows and their aspirations
and strategies in the same locations has led, much better.
in some cases, to multiple loans to the same Within this microfinance ecosystem, we
borrower and a breakdown of lending disci need some institutions to work with the very
pline. We see these issues in Andhra Pradesh difficult-to-reach and vulnerable communities,
in India where institutions’ client-base over- delivering social output of a very high calibre,
laps are putting a lot of pressure on and they cannot then be devoted just to
repayments. achieving scale and even full sus tainability.
How do you provide financial access to the Their objective may never be to become a
vast majority of the population? It will take finance company, yet they may use financial
more than NGOs and commercial banks—we tools as one of the enablers toward progress
need cooperatives, credit unions, and postal out of poverty along with health and education
savings banks. We need cell phone compa- training.
nies that can make loan payments. We see Even as one part of microfinance becomes
opportunities for many different services and more commercial, we have to keep thinking
types of providers. about the many vulnerable, underserved,
In most of the countries where we work, compli cated communities that mainstream
anywhere from 60 to 80 per cent of the microfinance may not yet be able to reach.
Source: Bob Annibale of Citibank, writing in Reed (2011). Reprinted with permission.
Introduction 5
Redefining Objectives proposition (see box I.2). “While the language
changed with insights and expanded horizons,
At the time of writing the original Handbook, the the underlying fundamental idea has remained
predominant microfinance model was an NGO the same: Help poor families in the informal
MFI providing credit to microentrepreneurs for economy realize their economic potential and
investment in microenterprises. This model was give them the financial services means to manage
largely based on the belief that access to credit for their lives that most of us in the North take for
productive investment would support entrepre- granted” (Ehrbeck 2012).
neurship and economic development, empower Greater financial inclusion thus requires
women, and alleviate poverty by generating addressing constraints and taking advantage of
higher incomes and employment. However, opportunities in the financial ecosystem.
increasing evidence of the impact of microfi- Stakeholders are now beginning to focus on the
nance, particularly microcredit, indicates that it diversity of clients (geography, income levels,
has some effect on the expansion of business and livelihoods, gender, life-cycle) and their needs
increased profits, very little effect on women’s (growth, cash management, risk mitigation), as
empowerment, and virtually no effect on poverty well as the wide range of financial services (credit,
alleviation (O’Dell 2010). savings, payments, insurance), financial service
Fifteen years later, the shift to financially providers (informal, MFIs, cooperatives, banks,
inclusive systems, based in part on better under- insurance companies), and delivery channels
standing impact, appropriately broadens the (branches, agents, mobile phones) to meet these
objectives beyond economic development and needs. They are paying attention to the effective-
poverty alleviation to include the ability of poor ness (social performance/impact, transparency,
women and men to better manage risks, smooth and client protection) of financial services as well
income, invest in productive activities, and build as the knowledge and skills that clients need to
assets. These broader objectives demand more of use them (financial capabilities); the rules that
stakeholders in terms of better understanding cli- guide financial markets (regulations, standards,
ents and, in turn, delivering an improved value norms); the financial infrastructure (payment
“The overall message from this body of work that allow it to view poor customers as individ-
is that poor people face various limits, and uals. Some of those individuals will leverage
their ability to capitalize on opportunities var- financial services to smooth consumption;
ies greatly. … [N]ot all borrowers want to some to manage risk; some to make invest-
grow a business. The variable results seen can ments they have the skill and resources to
be as much a function of borrower intent as profit from; some will do all of the above. With
borrower ability. A one-size-fits-all product will a view of serving all of these needs, microfi-
not bring benefit to the borrowers or profit to nance providers may evolve a new generation
the providers. Instead, the microfinance in- of improved services and products that reli-
dustry needs to continue to mature in ways ably and flexibly help poor people.”
Source: Bauchet et al. 2011.
Introduction 7
Evolving Financial Landscape, written by Joanna Providers, written by Joanna Ledgerwood,
Ledgerwood and Alan Gibson, outlining three key describes financial service providers that are
influences in financial services for the poor that more formal in nature. This grouping includes a
are greatly affecting the way the sector is moving: wide variation of provider types, differing in the
a renewed focus on clients, acknowledgment of services they provide as well as their ownership
the wider financial ecosystem, and the potential structures, regulatory status, geographic focus,
of technology. Chapter 2—Clients builds on the target markets, and objectives, but are similar in
centrality of clients and financial management. that they have a more concrete structure than
Drawing from Portfolios of the Poor (Collins et al. providers in the informal sector and are thus
2009), authors Stuart Rutherford, Daryl Collins, referred to as institutions.
and Susan Johnson examine the financial service Parts I and II are the least technical parts of
needs of poor people and how these needs are the handbook; they require no formal back-
met. Chapter 3—The Role of Government and ground in microfinance or financial theory. They
Industry in Financial Inclusion, written by Stefan will be of most interest to donors, policy makers,
Staschen and Candace Nelson, addresses how key students, and those interested in understanding
players promote financial inclusion, from the role financial inclusion and the actors involved.
of government as policy maker and legislator, to Part III—Financial Services and Delivery
industry as it warms to responsible finance Channels expands on the original Handbook’s
through self-regulation and the need for coordi- discussion of savings and credit with new chap-
nation. Chapter 4—The Role of Donors in Financial ters on agricultural finance, insurance, and pay-
Inclusion, written by Mayada El-Zogbhi and ment services. It also addresses the many
Barbara Gähwiler, focuses on the changing role of alternative channels that are beginning to show
donors in microfinance and proposes ways to promise and includes a thought provoking chap-
facilitate the market to work better for the poor. ter on supporting the poor through financial plan-
Given that financial inclusion is on the agenda of ning tools. Chapter 8—Savings Services, written by
many policy makers, much attention has recently Joanna Ledgerwood, considers the various sav-
been invested in measuring it and assessing the ings products demanded by the poor and touches
impact of using financial services. Supply and on the institutional capacity required to offer
demand-side studies, impact assessment, and deposit services. Chapter 9—Credit, written by
other rigorous research are addressed by Joanna Joanna Ledgerwood and Julie Earne, looks at
Ledgerwood in Chapter 5—Measuring Financial pricing loans and types of credit products includ-
Inclusion and Assessing Impact. ing traditional working capital and fixed asset
Part II—Financial Service Providers updates loans, as well as newer products such as housing
the original chapter 4 (The Institution), adding loans and leasing. Chapter 10—Agricultural
an additional chapter to acknowledge the numer- Finance, written by Calvin Miller, acknowledges
ous and varied providers in the informal sector. the substantial need for financial services for peo-
Chapter 6—Community-Based Providers, written ple working in the agricultural sector (the vast
by Candace Nelson, describes indigenous infor- majority of the poor) and the ways in which finan-
mal providers, for example, moneylenders, cial products and delivery channels cater to meet
deposit collectors, rotating savings and credit these needs. Although in the original Handbook
associations and mutual aid groups such as burial insurance was only briefly mentioned, in this
societies, and other providers such as Self-Help edition, given the growing importance of micro-
Groups and Savings Groups that are facilitated insurance in financial inclusion and acknowledg-
by external agencies. Chapter 7—Institutional ment of the risk management needs of poor
Introduction 9
2. For example, national-level FinMark Trust’s credibly) can be difficult and expensive.
FinScope surveys, www.finmark.org.za, and Addressing this dilemma, there is a school of
Global Findex databases, http://data.worldbank thinking that advocates certain ‘proxies’ for
.org/data-catalog/financial_inclusion. impact. Otero and Rhyne have summarized
3. For example, see Financial Access Initiative recent microfinance history by saying that
(FAI), http://financialaccess.org; Abdul Latif there has been an important shift from
Jameel Poverty Action Lab (J-Pal), http:// focusing on the individual firm or client of
www.povertyactionlab.org/about-j-pal; and financial services to focusing on the
Innovations for Poverty Action (IPA), http:// institutions providing services. This financial
poverty-action.org. systems approach ‘necessarily relaxes its
4. Microfinance as defined by CGAP in CGAP attention to “impact” in terms of measurable
Occasional Paper 15, “The New Moneylenders: enterprise growth and focuses instead on
Are the Poor Being Exploited by High measures of increased access to financial
Microcredit Interest Rates?” (Rosenberg et al. services’ (Otero and Rhyne 1994).”
2009), “usually refers to the provision of 10. Account at a formal financial institution
financial services to poor and low-income denotes the percentage of respondents with an
clients who have little or no access to account (self or together with someone else) at
conventional banks. The term is often used in a a bank, credit union, another financial
more specific sense, referring to institutions that institution (for example, cooperative or
use new techniques developed over the past 30 microfinance institution), or the post office (if
years to deliver microcredit—tiny loans—to applicable) including respondents who
informal microentrepreneurs. The range of reported having a debit card (Demirgüç-Kunt
services can include not only microcredit but and Klapper 2012).
also savings, insurance, and money transfers.” 11. www.shgportal.com.
5. The ACCION Center for Financial Inclusion 12. E-mail exchange with Gerhard Coetzee, April
defines financial inclusion as “Full financial 4, 2012, and Bankable Frontiers Associates
inclusion is a state in which all people who (2009).
can use them have access to a full suite of
quality financial services, provided at
affordable prices in a convenient manner, and References
with dignity for the clients. Financial services Alexandre, Claire. 2010. “Policymakers Create
are delivered by a range of providers, Room for Experimentation with Banking
most of them private, and reach everyone beyond Branches.” Global Savings Forum, Bill &
who can use them, including disabled, Melinda Gates Foundation, Seattle, WA,
poor and rural populations” (www November.
.centerforfinancialinclusion.org). Bankable Frontier Associates. 2009. “The Mzansi
6. See http://www.economist.com/node/ Bank Account Initiative in South Africa, Final
11376809 for information on the Compartamos Report.” Commissioned by FinMark Trust.
Banco IPO. Somerville, MA, March.
7. Latin America and the Caribbean (LAC) and Bauchet, Jonathan, Cristobal Marshall, Laura
Europe Central Asia (ECA). Starita, Jeanette Thomas, and Anna Yalouris.
8. Defined as “a bank, credit union, cooperative, 2011. “Latest Findings from Randomized
post office, or microfinance institution” Evaluations of Microfinance.” Access to Finance
(Demirgüç-Kunt and Klapper 2012). Forum, Reports by CGAP and Its Partners No. 2.
9. In chapter 2 of the Microfinance Handbook CGAP, Washington, DC, December.
(Ledgerwood 1998, p. 49) Tom Dichter wrote, BMZ, CGAP, and IFC. 2011. “Advancing
“Doing impact analysis well (and therefore Responsible Finance for Greater Development
Introduction 11
PART I
UNDERSTANDING
DEMAND AND THE
FINANCIAL ECOSYSTEM
CHAPTER 1
Historically, the promise of poverty alleviation Many events have influenced the landscape for
through microcredit was tied primarily to one financial services for the poor, but three signifi-
product—the productive loan invested in a micro- cant “big picture” influences warrant discussion
enterprise—delivered primarily by one type of and are the subject of this opening chapter.
provider—a microfinance institution (MFI). Yet The first has been a shift from a narrow focus
reality belies the premise of this model: clients do on the institution and its performance to a much
not always use loans for productive purposes; broader focus on clients—understanding their
they have either limited capacity to use invest- behavior, financial service needs, and how various
ment credit or more pressing needs for products providers can better meet these needs. This
that support consumption or income smoothing. shift has been brought on by the recognition—
Today, there is broad recognition that access to supported by significantly better data and more
capital is only one of the inputs required for eco- robust research—that outreach and, perhaps
nomic development and poverty alleviation. more important, impact have not been as
Furthermore, there is wide acknowledgment that expected. This is also the result of a widening
the poor, like anyone, require and use a variety of view of microfinance. No longer limited to invest-
financial services for a variety of purposes. And ing in microenterprises, microfinance now
some of these services work better than others, encompasses all financial services and how to
for reasons we are just beginning to understand. provide them in a way that improves the quality
Since the original Microfinance Handbook was of life of poor women and men.
written, the field of microfinance has changed The second important shift, which greatly
substantially, particularly in the last few years. influences this book, has been from a narrow
The 1.5 billion people between the ages of most cases, the scope of the products has
12 to 24 in the world today represent the larg- expanded to include interventions to provide
est number of youth ever on the planet. Of financial education, develop capacity, and
these, 85 percent, or 1.3 billion people, live in build youth skills, knowledge, and capital,
developing countries (World Bank 2011). including life skills training, workforce training
Although the “youth bulge” is declining in (such as vocational education), and mentoring
East Asia and Central Europe, the youth popu- and internship or apprenticeship programs.
lation is expected to grow in Sub-Saharan Community-managed finance models, includ-
Africa for the next 40 years. In 97 developing ing savings-led groups and rotating savings
countries, half of the population is 25 years of and credit associations (ROSCAs), have been
age or younger. Worldwide, 47 percent of the adapted for youth and have shown promise.
unemployed are youth. Most young people in Some preliminary evidence suggests that
developing countries do not have access to access to financial services has improved the
the financial services and education that ability of young people to manage their
would help them to be productive, engaging finances and plan for their own futures. These
citizens in their economies. results suggest that efforts are needed to
This explosion of youth constitutes an innovate and experiment with product design
immense challenge and opportunity for human as well as bundled packages of services that
development. Youth is an excellent time to integrate financial with nonfinancial services.
learn responsible habits and attitudes with Together, these offerings support the develop-
regard to saving, borrowing, spending, using ment of a better-informed and financially
insurance, and investing. Appropriate financial savvy generation.
services, tailored to the unique needs and Youth financial services remain a niche field
capabilities of youth, can help young people to within the larger financial services industry,
manage their finances better and potentially to driven mainly by a few donors, large interna-
start and expand microenterprises to support tional nongovernmental organizations (NGOs),
themselves and their families. and a few innovative providers. If we are to
However, age restrictions, identification meet the needs of this growing segment of
requirements, and relatively low profitability the population and ensure that they have the
of small deposit accounts or loans can make it skills and resources to be economically active
difficult for providers to meet the needs of citizens, we need to mainstream youth finan-
young people. This nascent field has seen cial services within the financial inclusion
much innovation in the past few years. In agenda—both nationally and globally.
Source: Nisha Singh, Small Enterprise Education and Promotion (SEEP) Network. Statistics are from http://www
.photius.com/rankings/population/median_age_total_2008_0.html, compiled from CIA 2008.
Box 1.3 Gambian Family Structure and Impact on Financial Behavior and
Demand
A remittance landscape study conducted in and keep money away from male family
The Gambia by Women’s World Banking members.
provides insight into how family structure
In addition to earnings from small-scale
affects the demand for financial services economic activities, women in The Gambia
(Orozco, Banthia, and Ashcroft 2011). Women also depend heavily on international remit-
often live in polygamist households and play tances to feed the family, send children to
central roles in managing the household school, and pay for food and clothes for reli-
budget. For many Gambian women, the gious events. In focus groups, many women
financial goals of purchasing land or building said that remittance-linked savings accounts
up savings often take a back seat to the would help them to meet their financial goals,
day-to-day financial needs of the extended but because of the financial needs of their
family. Women often save in informal com- extended family and the cost and time of get-
munity-based savings clubs called ososus ting to a bank, consistent use of a savings
because they are close at hand, c onvenient, account would be challenging.
Source: Banthia and McConaghy 2012.
Consumption
smoothing
610m
small-holder Risk
farmers protection
Safe savings
Source: Wyman 2007.
Although the need to save and borrow is common across all groups of people, the ability to save
and pay back debt is constrained by illiquidity. Ideally, financial services should help people to
create liquidity and increase their financial assets:
• Formal salaried workers who earn a stable income would value a portfolio of savings
products that provide options to save with different terms, returns, and liquidity features,
including simple savings products to help plan for both foreseen and unforeseen
expenses and commitment savings to achieve longer-term goals. They would also value
having easy access to credit or savings for smoothing shortfalls and meeting emergency
needs and to transactional services for putting away money temporarily or transferring it
to others.
• Entrepreneurs who earn a variable income would value a portfolio of savings and credit
options that provide liquidity to respond to business opportunities and smooth out expenses
across business cycles.
• Seasonal or agricultural workers have the most irregular income, often insufficient in itself.
These households usually engage in multiple endeavors to supplement income and group
together in extended families to pool resources and share expenses. They would value sav-
ings services, insurance, and small loans for emergencies. Perhaps the most vulnerable, this
group would benefit the most from broader financial planning and literacy.
Source: Faz and Breloff 2012.
Box 1.5 Reaching the Poorest: Lessons from the Graduation Model
BRAC works in 70,000 rural villages and 2,000 small loans to accelerate livelihood develop-
urban slums in Bangladesh, providing microfi- ment. In less than 20 years, the program
nance, schooling, health care, legal services, reached 2.2 million households. In 2002 BRAC
and marketing facilities. Realizing that its fine-tuned its approach, both through better
microfinance programs were not reaching identification of the ultrapoor (defined as peo-
many of the poorest, in 1985 BRAC partnered ple who spend 80 percent of their total expen-
with the government of Bangladesh and the diture on food without attaining 80 percent of
World Food Program to add a graduation lad- their minimum caloric needs) and through a
der to an existing national safety net program set of more intensive, sequenced inputs.
that was providing the poorest households By 2010, BRAC had reached around
with a monthly allocation of food grain for a 300,000 ultrapoor households with this new
two-year period. The graduation model is built approach, termed Challenging the Frontiers of
on five core elements: targeting, consump- Poverty Reduction/Targeting the Ultra Poor.
tion support, savings, skills training and regu- BRAC estimates that more than 75 percent of
lar coaching, and asset transfers. BRAC these households are currently food secure
worked with beneficiaries, eventually adding and managing sustainable economic activities.
Source: Hashemi and de Montesquiou 2011.
The caste system describes a stratification in provides indispensable conditions for capital
which social classes or subclasses of tradi- accumulation: “In India, religious affiliation
tional Hindu society are separated by distinc- can govern the creation and protection of rent,
tions of hereditary rank, profession, or wealth. the acquisition of skills and contacts, the
Different castes engage in different produc- rationing of finance, the establishment and
tive activities according to their historical defense of collective reputation, the circula-
connections. Skills are passed on through
tion of information, the norms that regulate
apprenticeships gained through social net- the inheritance and management of property,
works based on kin, caste, and locality. Caste and those that prescribe the subordination of
is least flexible where social disadvantage is women” (Harriss-White 2004). In addition,
most entrenched and poverty is most pro- religious groups provide insurance and last-
found. Lower levels of technology are resort social security. Jains, for example, are
relegated to lower castes—for instance, the often wealthy local merchants, moneylenders,
dalits have to carry heavy loads on their heads; and pawnbrokers who have indirect power
they cannot use wheelbarrows. Workers over the local rural economy through webs of
themselves may enforce caste stratification credit. The Muslim traders of Pallavaram, in
to protect their place in the labor market. contrast, are limited in their economic growth
Studies in India have found that religion by their lack of access to finance.
can supply a collective identity, which, in turn,
Source: Harriss-White 2004, as summarized on microLINKS.
Tarazi, and Reille 2008). While these principles targeting a programme towards women. It
reflect widely held beliefs, sharia-compliant reg- means recognising the position of women in
ulatory frameworks are just beginning to be relation to men as actors in society: in the con-
developed. text of husbands and families; local community
Religion and ethnicity can also affect the abil- and authority; and more broadly their position
ity of women to access services. For example, in in society at the national level as governed by
some cultures women are home-bound for reli- laws and custom. Then it is necessary to act to
gious reasons and unable to meet with providers support women to overcome the obstacles they
outside the home or to form groups with other face in these relationships which prevent them
women. Similarly, some cultures prohibit male from using financial services to achieve what
staff from visiting female clients. Gender-based they wish for themselves (Johnson 2000).
rules and norms can have a significant impact on
Women often lack control over cash manage-
both the financial service needs of women and
ment within their household and may be depen-
their ability to access and use services.
dent on their husband to access financial services.
Moreover, rules often prevent women from
Gender
owning assets or participating in wage-earning
Recognizing gender issues in microfinance, as activities outside the household (see box 1.7). For
in any project intervention, means more than example, in Morocco, women’s mobility outside
Research in the rural areas of central Kenya are less likely to use ROSCAs and more likely
indicates that the use of formal and infor- to use banks or SACCOs to manage lump
mal financial services is strongly influenced sums and hold them until needed or, if possi-
by gender relations (Johnson 2004). Men ble, take loans.
are much more likely to have accounts with Social differences also affect how men and
banks or savings and credit cooperatives women engage with financial services. For
(SACCOs), but women are much more example, men and women differ in their atti-
likely to use informal group-based systems, tudes toward the social consequences of fail-
especially ROSCAs. Men are also much ing to make a payment in a ROSCA. Women
more likely to use M-PESA—e-money pay- said that they would experience embarrass-
ment and transfer—services (Johnson and ment and shame if they were unable to pay
Arnold 2011). the contribution; they would view this as
It is necessary to understand how the divi- “spoiling” the group. Men said that they would
sion of labor and control of income in the not be ashamed of not paying, would not trust
household influences the type of financial ser- each other to make the system work, do not
vices that men and women need. While like the strictness of the rules, and realize that
women contribute important labor to agricul- little could be done if they did not pay.
tural activities, men usually control the activi- Consequently, in Kenya, women’s ROSCAs are
ties with the highest financial returns; women more successful than men’s ROSCAs.
likely control smaller income streams, which These differences reflect deeply rooted
enable them to pay for food and other house- gender norms. Women’s groups have a long
hold items needed on a regular basis. These history in Kikuyu society, and participation is
differences in income flows result in gender- considered an important social skill; groups
differentiated demand for financial services. socialize women in how they should act and
For women, ROSCAs are an ideal way of behave. Groups also enable women to pro-
turning small but fairly regular incomes into a vide some of the household essentials.
larger amount over a period of weeks to pur- Additionally, since property, especially land,
chase goods such as household utensils, blan- tends to be under men’s control, to the extent
kets, or clothes. Moreover, the timing of these that land is used as collateral, men are more
needs is not especially critical. Men’s incomes able to borrow from banks than women.
are often larger and tend to be received in However, in Kenya men do not have exclusive
lump sums. Men are responsible for larger control of land, and the family must agree to
purchases, such as assets or farm inputs. its use as collateral. Women can refuse if they
They find it difficult to make regular contribu- think the loan may be misused. In addition,
tions to ROSCAs at levels that would produce men usually hold the licenses for the produc-
the size of payouts needed. Also, since some tion of cash crops (tea, coffee) and can open
of their expenditures have specific timing, an account with a crop-based savings and
many men in a ROSCA may require access to credit cooperative, while their wives are usu-
the payout at the same time. As a result, men ally simply a cosignatory.
Source: Susan Johnson, Centre for Development Studies, University of Bath.
the home is restricted, and women’s work is often The Financial Ecosystem
associated with shame, as it reflects a man’s
inability to be the sole financial provider (Banthia While understanding the behavior and needs of
et al. 2011). clients is paramount, many stakeholders are also
Table 1.1 outlines the most prevalent gen- concerned with the wider financial ecosystem
der-based obstacles affecting financial service and how it affects financial inclusion (or exclu-
access and use. sion). Financial inclusion efforts focus on how the
Altogether, the need for and ability to use and supply of financial services (products and ser-
benefit from financial services depend to a great vices provided by sustainable institutions) can
extent on age and life-cycle income levels, cul- better meet demand; they also acknowledge the
tural context, and gender. The more we under- functions within the wider market system that
stand client characteristics and influences on support financial transactions.
their behavior, the better equipped we will be to The contents of this book are shaped by the
increase financial inclusion in a meaningful way. market system approach (see M4P Hub 2008).
SUPPORTING
FUNCTIONS
Clients
Information
Funding
Coordination Infrastructure
Private sector
Research
Technical
assistance
Capacity
develop- Advocacy Government
ment
Representative associations
RULES
must increase; expanding the access frontier to discussions are provided in the chapters that
include previously excluded people is a key indi- follow.
cator of financial system development and an offi-
cial goal of many financial authorities. Second, Demand: Clients
products must accurately address the needs of As discussed in the previous section on clients,
clients, improving their lives or businesses.5 A poor households are in continual need of finan-
better-functioning core is therefore manifested in cial tools to improve their productivity and secure
more and better-quality transactions. The key the best possible consumption and investment
players in the core of the market are clients choices, all the while managing potential or exist-
(demand) and financial service providers (sup- ing risks. Understanding demand requires both
ply), connected to each other by products (sup- an understanding of the financial service needs of
ply). The following discussion provides a brief clients and, as well, their behavior with regard to
overview of demand and supply. More detailed existing financial services.
For any organization involved in financial demand; it involves the many other functions
market development—for-profit companies,
that influence transactions—attitudes and
NGOs, governments, investors, donors, and values, skills, product and organizational
other development practitioners—an under- development, regulations, and policies. These
standing of the financial market system is provide information, knowledge, and incen-
important when considering their objectives tives that determine behavior and practices
and roles. Building on a detailed understand- and shape relationships.
ing of market systems and a clear vision of the The players in the system thus extend well
future of financial inclusion, the market sys- beyond the “simple” duopoly of clients and
tems approach guides stakeholders to providers to include government, private sec-
address systemic constraints and bring about tor service providers, associations, and com-
large-scale, sustainable change. It is through munities. When the functions and players in
the development of inclusive and sustainable financial market systems work well, benefits
financial market systems that financial ser- follow. When they do not, consumers, espe-
vices will make a meaningful difference in the cially the poor, are likely to receive limited or
lives of poor people and promote economic temporary benefits. Sustaining the benefits of
growth. access depends on the stability of the finan-
The financial market systems framework cial system and its ongoing ability to provide
recognizes how different players fit within services and, indeed, ensure that people’s
the system, including their main functions and savings are not put at undue risk.
the relationships between them. Although the A functioning and inclusive financial market
central function in market systems is to pro- system, therefore, is characterized by strong
vide a space for transactions, the nature and and sustainable performance—demonstrated
efficiency of those transactions are shaped by by size and outreach (number of clients and
formal and informal rules and a range of sup- number and variety of providers), depth and
porting functions. While supply-side factors quality (poverty level and degree to which
(offering financial services) are crucial to mak- products meet client needs)—and the capac-
ing the financial system work better for the ity and competence of rules and supporting
poor, achieving this goal is more complicated functions, allowing the market to learn, adapt,
than a straightforward equation of supply and and develop in a sustainable manner.
Analyzing data from financial diaries collected 100 percent of their income. This reveals a remark-
across Bangladesh, India, and South Africa, able resourcefulness, but when transaction costs
Collins et al. (2009) suggests a much more com- don’t scale with transaction size, fragmenting
plex picture of demand than previously assumed: transactions over many informal instruments can
“The authors of the book, Portfolios of the Poor, be very costly. Therefore, they not only need
found that households used between eight and 10 financial tools, they need well-performing and
different types of mostly informal financial instru- cost-effective financial tools” (Kendall 2010, 1).
ments with very high turnovers—often 10 times The poor often prefer the informal sector on
the asset values through the year and more than most dimensions important to consumers (access,
Level of formalization
Note: ROSCAs = rotating savings and credit associations; ASCAs = accumulating savings and credit associations; CVECAs = caisses
villageoises d’épargne et de crédit autogérées; SACCOs = savings and credit cooperatives; NGO = nongovernmental organization;
MFIs = microfinance institutions.
a. Mobile network operators are regulated as communication companies; most are not licensed to provide financial services.
In 2011 the Microfinance Information eXchange (MIX) compiled a data set on financial inclusion
for Sub-Saharan Africa. The data set brought together information from more than 60 distinct
industry resources along with hundreds of individual institutions, covering some 23,000 provid-
ers of financial services reaching low-income populations in Africa. Africa has a diverse land-
scape of financial service providers—of which specialized MFIs are an important part—but the
poor also access financial services through banks, credit unions and cooperatives, postal sav-
ings banks, SGs, and many other types of providers. Figure B1.9.1 shows the outreach of differ-
ent types of providers across Africa.
Figure B1.9.1 Number of Clients, Loans, and Deposit Accounts in Africa, by Type of
Provider
Provider type
Credit union/Cooperative
Mobile network operator
NBFI/NGO
Bank
Savings bank
Savings groups
Postal savings bank
0M 5M 10M 15M 20M0M 2M 4M 6M 0M 5M 10M 15M 20M
SafeSave, one of the world’s first MFIs to walks to households in the neighborhood, pro-
offer basic money management services to viding services to individual clients. Clients
poor clients, takes a client-centered approach, may deposit as little as Tk 1 (US$0.015) when
acknowledging that the tiny incomes of poor the collector calls. Accounts with balances
people are often irregular and unreliable, forc- above Tk 1,000 (US$15) earn 6 percent inter-
ing them to use a complex set of financial est. Clients may withdraw up to Tk 500 per
management strategies. With minimal access day (US$7.50) at their doorstep or up to
to formal sector providers, they often save in Tk 5,000 per day (US$75) at the branch office.
the home, borrow from moneylenders, and Long-term savings products are offered as
participate in savings clubs—devices that are well as credit. All borrowers start with a credit
accessible, but not always reliable. SafeSave limit of Tk 5,000 (US$75), but loans are not
tries to provide the strengths of informal mandatory. A minimum passbook savings bal-
finance, while redressing its weaknesses. ance equal to one-third of the loan balance is
SafeSave offers savings and loan services required as collateral at all times. In March
to anyone living within walking distance of a 2010, for the first time, SafeSave’s savings
branch office. Six days a week, a collector portfolio surpassed its loan portfolio in value.
Source: SafeSave (http://www.safesave.org/).
Box 1.11 Key Rules and Supporting Functions for Savings Services
• Rules. Prudential and supervisory regimes that balance increased access with stability and
depositor protection
• Operational and human resource development. A combination of training services and tech-
nical consultancy aimed at building provider capacity
• Payment systems. Requires collaboration between public and private players, enables orga-
nizations to take deposits and transfer funds
• Deposit insurance. Whether public or private sector–based, requires savings organizations to
agree on deposit requirements
Source: Glisovic, El-Zoghbi, and Foster 2011.
Formal rules consist of the written laws, gov- ferent individuals based on a combination of
ernment policies, formal regulations, and social norms, culture, and historical factors.
industry standards that are formally docu- Any specific community tends to adopt such
mented and (sometimes) enforced. They are rules, codes of conduct, and regulations based
shaped and influenced by the informal rules of on a combination of norms associated with
the society or business community. In turn, different social institutions. Sometimes these
they influence how informal rules are informal rules fill an obvious gap in the formal
expressed in the performance of the market. legislation. Informal rules are often psycholog-
Informal rules are unwritten, tacit rules that ically internalized: not merely unwritten, but
define acceptable roles and activities for dif- beneath people’s conscious attention.
Source: microLINKS wiki 2010.
system. Formal rules are discussed in more capital, where systems and structures have been
detail in chapters 3, 17, and 19. developed to build trust and foster social and eco-
Informal rules are an integral part of local cul- nomic transactions beyond the family and kin
ture, value systems, and practices. By definition, group, it will be easier and less costly to build sus-
they are not the responsibility of one player. tainable systems for financial intermediation
Although particular individuals or organizations (Bennett 1997).
may exert considerable influence, informal rules Informal rules can contribute to the effective-
emerge organically and are the result of traditions ness of formal rules when the norm is compliance
and habits influenced by social institutions, such or when formal rules codify informal norms
as gender, religion, caste, tradition, inheritance already widely accepted (microLINKS wiki
rights, and landownership.10 For example, accord- 2010), such as Islamic finance principles now
ing to microLINKS wiki (2010), “Typically these being incorporated into regulatory frameworks.
gender norms are expressed through informal Informal rules may also emerge in response to
(and formal) rules that lead to discriminatory formal rules that do not work well for a particular
property and inheritance laws, for example, differ- group or do not exist. For example, a village leader
ent access to resources, and to restrictions on the can “vouch” for borrowers in the absence of a
tasks or places of work that women may occupy.” credit bureau or can verify property ownership in
Norms suggest a standard of conduct that the absence of a housing registry. Given that
people believe they ought to follow to avoid sanc- informal rules reflect long-held beliefs and social
tioning (Coleman 1994). Social and cultural structures, they typically are difficult to change
norms surrounding attitudes toward money, (although some can be addressed by corrective
sharing, and authority can greatly influence the regulation or judicial decision).
type of financial services that are most useful in a Informal rules also influence the supply side
given community. Trust, for example, plays an of the market. They may be manifested in, for
integral role in the decision to use a particular example, industry norms in relation to innova-
financial service or adopt a set of financial behav- tion and risk, which, in turn, drive attitudes and
iors (Shipton 2007). In societies with high social practices to develop new products. And for
The methodology (and metaphor) of financial landscapes seeks to examine the path through
which the poor access services in relation to the world around them, including, for example:
• Spatial. How distance and ease of travel in locating providers affect access to services, taking
into account settlement patterns and physical infrastructure
• Historical. How past policies and approaches have shaped existing service provision and
attitudes
• Sociocultural. How social and personal networks develop in response to limited access
• Economic. How patterns of income and expenditure shape the demand for services.
This type of research seeks not only to throw light on the specific situations of households
but also to examine how this affects financial service provision and access. In doing so, a more
complete picture should emerge of both the core and the “informal rules” that have shaped its
development.
Source: Bouman and Hospes 1994.
SUPPORTING Private
FUNCTIONS sector
Government Facilitators
Community Seeking to
groups develop the
D CORE S
market system
Representative as external
associations catalyst
Not-for-
profit sector
RULES
Players
Specific roles within
the market system
s ervices, regulators, and other developers and function more effectively and inclusively.
enforcers of formal rules and providers of sup- Facilitation is therefore a public role (not com-
porting functions. These entities are part of mercial); it is temporary (not permanent) and
the system and envisage remaining part of it in requires understanding and capacity to inter-
the future. vene with appropriate and timely resources
(financial, human, and political). And while in
• Facilitators. External players, standing outside
the short to medium term, the role of the facil-
the system, whose role is to facilitate positive
itator may involve multiple activities—
changes in the market system. Facilitators are
including direct roles in the market if
most often donors and development agencies
required—in the longer term, the strategic
that are funded by donors. (Investors who pro-
purpose of facilitation is, by definition, not to
vide debt or equity to providers are considered
have any continuing role in the market system.
to be market players, as they provide funding,
an important supporting function.) Grant Table 1.3 outlines the strategic differences
funding is used (or should be) to facilitate the between the two roles. In the long term, who
market and to develop the capacity of market should be a market player (that is, provide a prod-
players in the system. While facilitators work uct or service, public or private) and who should
in a variety of ways, their role is to use resources pay for those products or services? There is rela-
to address constraints, allowing the system to tively little disagreement about who should fulfill
(a) Strengthening
supply
SUPPORTING
FUNCTIONS
(b) Understanding
demand
RULES
(c) Building the
core market
already largely “branchless,” for institutional transfers to full-service banking, allowing depos-
providers, branchless banking is changing the its, withdrawals, and, if relevant, loan disburse-
way clients and providers interact and is poised ment and payments or even insurance premium
to lower the costs of delivery significantly and payments or payouts.
to reach financially excluded households that In providing an overview of branchless bank-
cannot be served profitably using conventional ing and the associated new business models, it is
branch-based approaches—especially in remote, helpful to define a few terms. Mobile money
sparsely populated areas and urban slums refers to a type of electronic money that can be
(CGAP 2011). transferred over a mobile phone. The issuer of
Banking without branches requires alterna- mobile money may (depending on the local law
tive access points for client transactions. These and the business model) be an MNO or a third
include self-serve solutions such as mobile party, including a bank (CGAP 2011). Mobile
phones or ATMs, staff-based transaction points banking is the use of a mobile phone to access
such as mobile branches that visit underserved financial services and execute financial transac-
areas on specific days, and third-party agents tions connected to a bank account. This covers
including retailers (or in some cases, MFIs) both transactional and nontransactional ser-
using card-reading point-of-sale (POS) devices, vices, such as viewing financial information on a
mobile phones, or Internet-connected computing mobile phone (Chatain et al. 2011). An agent is
devices. Branchless product offerings range from any third party acting on behalf of a bank or
individual money transfers and government cash other financial service provider (including an
Mobile banking has great potential to reach other services. Mobile money has often fallen
vast numbers of low-income, unbanked peo- between the regulatory cracks, and MNOs in
ple at affordable prices with a wide range of several countries are offering mobile pay-
products to meet complex financial needs. Yet ments without being regulated as banks.
early experience suggests that, although the Simply put, MNOs are poorly positioned on
potential is strong, it is by no means guaran- their own to offer a broader range of products.
teed that mobile banking will deeply pene- Strategic partnerships with providers that bet-
trate low-income, unbanked segments with ter understand the financial landscape and
appropriately designed products. needs of the client are critical. For some
First, the very qualities that endowed MNOs, mobile payments do everything they
mobile network operators with a head start in want them to do: increase loyalty among
mobile money may work against their capac- voice clients and decrease the cost of distrib-
ity to field a more complex suite of products. uting airtime. In other words, they have no
The common mobile money product—a liq- motivation to do more unless they have
uid, electronic wallet with the capability to strong, strategic partners. Because financial
transfer money—is quite simple, akin to the services are not their core business, MNO
preexisting airtime wallet. However, MNOs owners and shareholders may not be inter-
know little about credit, savings, and insur- ested in investing in more services or
ance. They also lack regulatory room to offer partnerships.
Source: McKay and Pickens 2010.
extensive agent networks and retailers to pro- define the options for mobile banking, including
vide cash-in, cash-out services and to sign up regulatory restrictions on outsourcing cash-in,
customers for banking services. The MNO’s cash-out functions, know-your-customer (KYC)
brand can be leveraged to appeal more directly to obligations, and limits on mobile money transac-
clients with stronger a ffiliations to mobile phones tions. In fact, the maximum amount allowed for
and mobile brands than to banking. This may be transfers is generally relatively low, which may
particularly appealing for efforts to increase limit the use of this service. Other issues include
financial inclusion among youth. However, using data security and customer privacy regarding
the MNOs’ distribution and marketing channels e-banking, account issuance of non-banks, and
also has revenue implications: fees are split taxation.
among the MNO as a brand, the MNO as a trans- At the time of writing, various new technolo-
action channel provider, and the bank as finan- gy-enabled business models are emerging: those
cial intermediary. that provide money transfer services (mobile
And lastly, in many countries, regulation of money), those that link MNOs with bank services
MNOs by the banking authorities is not yet clear, (mobile banking), and agent banking being estab-
although this is beginning to change as new mod- lished by large retailers. Some of the more inter-
els emerge and the various stakeholders better esting ones are described in box 1.15, although
understand the systemic risks inherent in mobile time will tell which ones will reach significant
banking. Ultimately, significant regulatory factors scale and longevity.
Clients
Stuart Rutherford, Daryl Collins, and Susan Johnson
No matter how it is measured, the number of unbanked poor—dwarf the number of clients
people without access to financial services is already served by microfinance, estimated at 190
very large indeed. In 1976, when Muhammad million at the end of 2009 (Microcredit
Yunus in Bangladesh started the experiment that Campaign Summit 2011).
led to the Grameen Bank, he focused on the very In chapter 1, “The Evolving Financial
poor. As microfinance grew, it attracted the “eco- Landscape,” we discussed who the poor are, how
nomically active poor,” people who might be they differ, and how various influences such as
expected to take loans to run a small business, life-cycle stages, geography, livelihoods, and
for example. More recently with the drive for informal rules and norms, such as gender, affect
“financial inclusion,” attention has turned to the their access to financial services. This chapter
“unbanked” poor—poor people not using formal examines financial services from the point of
financial services of any sort (including microfi- view of poor people. It looks at the kinds of tools
nance, sometimes referred to as “semiformal” that the poor need to manage their money,
services). Just over half of the world’s adult pop- shows why they need them, and assesses the
ulation is unbanked, most of them poor: In extent to which they already have access to
Africa, four out of five adults are unbanked, and them. It describes the key characteristics of
in South Asia, three out of five (Chaia et al. 2009). good quality pro-poor formal financial tools and
In rich countries, by contrast, fewer than one in shows how and why the poor, the extremely
ten adults lacks a formal means to save or to bor- poor, and the unbanked poor might use and ben-
row (Chaia et al. 2009).1 All these numbers—of efit from such services if they were more widely
the extremely poor, the moderately poor, and the available.
Clients 49
The Poor and Financial Services: their money management needs are presented,
Diverse Needs and Common beginning with the most basic question of all:
Problems Why do poor people need financial tools in the
first place? To answer that question, we need to
The poor, as broadly defined in the opening para- move into the villages and slums and find out
graph, make up half or more of the world’s popu- more about how poor people manage their money.
lation, and although they are somewhat clustered
regionally, above all in Africa and Asia, in all other
The “Financial Portfolios”
respects they are diverse. It follows that their
of the Poor
financial behavior is similarly diverse. The bor-
rowing and saving patterns of an agricultural Finance is the intersection of money and time.
day-laboring household are not the same as those Looking at one element in the absence of the
of a farmer, let alone those of a household that other tells less than half the story. One-off surveys
depends on a small shop or workshop in an urban that focus on the finances of poor households may
slum, or on low-paid wage jobs in a factory, or on identify which savings institutions are used or
domestic service. Even where livelihoods are sim- what types of loans are outstanding, but say little
ilar, innate differences between households will or nothing about how the timing of cash flows is
generate different financial patterns, according to managed to accumulate savings or repay loans. To
the age, the gender, and the health of the house- see how poor households try to reconcile con-
hold members. Research shows that women and strained incomes with expenditure needs, and
men tend to have different attitudes toward how financial tools, no matter how crude, are
household resources and their allocation, includ- employed to achieve that end, we need to look at
ing financial resources.2 At an individual level, their household finances as a totality, as a portfo-
personality counts: Some people are more cau- lio of tools, each with its particular cash flow. To
tious than others and may therefore be more understand how and why poor households
averse to loans and more ready to save. Conversely, choose and use their financial tools, we need to
there are overarching cultural traditions—for observe how these portfolios change over time:
example, the preference for certain types of “What has been missing is a close look at how
savings-and-loan clubs among the ethnic Chinese portfolios function: not just how well the pieces
or among the slum dwellers of Nairobi—that give work, but how well they work together. Focusing
a distinctive shape to the financial behavior of on how gives new insight into the day-to-day
whole groups of people. The degree of monetiza- nature of poverty and yields concrete ideas for
tion of a country’s or of a district’s economy will creating better solutions for it” (Collins et al.
affect the scope for financial intermediation. And, 2009, p. 14).
last, a household’s financial service needs change For the book Portfolios of the Poor, the authors
over time with life-cycle events: for example, as conducted year-long “financial diaries” in urban
the children are educated and leave home and and rural sites in Bangladesh, India, and
productive activities in the household decline. South Africa, to better understand this three-
Nevertheless, poverty presents poor people dimensional view of household finances. These
with a number of financial management prob- were not “diaries” that the households them-
lems that cut across differences in traditions, live- selves kept, but reports from interviews carried
lihoods, and household composition. These out by trained investigators, speaking the local
commonalities are the subject of this chapter. language, on a frequent and regular basis through-
Here general observations about poor people and out a full year.3 The investigators recorded as full
Clients 51
for life-cycle expenses of all kinds and for emer- includes the financing of productive activities,
gencies. Because such sums can be built only by such as setting up and stocking small businesses,
capturing money squeezed from already very or buying assets for self-employment, such as
small cash flows, they need tools that help them rickshaws.
do exactly that—set aside a little money each day
or each week or month that can be used to build Cash Flow Management and Income
savings or to repay loans. Such tools need to be Smoothing
close at hand, and flexible enough to catch as When the World Bank says that a percentage of
many deposits and repayments as possible. The the world’s population lives on US$2 a day, it
financial diaries revealed that saving at home, means that the average monthly income, multi-
often in very small values, is the most common plied by 12 and divided by 365, comes to US$2. But
and frequent kind of transaction carried out by most people who live on low incomes do not actu-
poor householders as they seek to protect money ally receive US$2 each and every day. Many poor
from many competing demands. Then comes people derive their income from one or several
borrowing and lending small sums in the village informal activities that produce income sporadi-
or slum, among family and friends, and often cally. An Indian slum dweller may pull a rickshaw
interest free. To build larger sums, poor people most days, but not on days when he cannot find
typically save through savings groups of various one to hire, or it is raining heavily, or he is too ill,
sorts (some of them very sophisticated) or use or the streets are blocked by a demonstration.
larger-scale informal borrowing, often from mon- Meanwhile his wife has a low-grade job in a gar-
eylenders and usually with interest. ments factory where, in theory, she gets paid
monthly, but in practice she can never be sure
when her floor supervisor is going to get around
Understanding the Poor’s Financial
to paying her, or how much he is going to hold
Service Needs
back for how long.
Research exercises such as the financial diaries Income irregularity and unreliability make up
reveal the complexity of money management one leg of a “triple whammy” of financial handi-
among the poor and the intimate way in which it caps faced by the poor. The other legs are low
shapes and is shaped by the circumstances of incomes and the lack of adequate financial tools.
individuals and their households. Nevertheless, The effect of all three working together and rein-
the research also provides an opportunity to look forcing each other is reflected most sharply in the
at the financial lives of poor people in aggregate, poor’s struggle to manage life on a day-to-day
and when that is done, dominant themes emerge basis. If income really did come in at a reliable
that respond to the set of most pressing financial US$2 a day, not only would planning expendi-
needs faced by all poor people. One of these is tures be much easier, but the poor might also be
short-term cash flow management to deal with offered better financial services by lenders or
day-to-day life—what economists might call “con- deposit collectors who would know their clients
sumption smoothing.” Another is the problem of could save or repay at least a small amount every
how to deal with emergencies when they arise, or day. But with US$8 coming in one day and then
“risk management.” A third is how poor house- nothing for a week, just putting food on the table
holds struggle to assemble the large sums of each day becomes a logistical problem that needs
money they need to take care of major life-cycle help from financial tools if it is to be solved.
events and to build up household assets. For some Widening the timescale reveals an extra layer
households, an important part of this last category of seasonal problems. Farmers or traders whose
Pumza lives in Langa, a township near Cape her inflows of cash, that is, the cash revenues
Town, South Africa. She supports herself and that Pumza receives as well as the collections
four children by selling sheep intestines that she makes from clients who bought from her
she grills on the side of the street. Every day on credit. The lighter, solid line shows her
she buys and cooks intestines and sells business outflows of cash, that is, inventory
them to passersby. “This can be a fairly prof- purchases and business expenses, such as
itable business, and indeed Pumza makes a wood to cook the sheep intestines. Both lines
profit averaging about US$95 per month. A are quite volatile, but most importantly, they
government-provided child support grant of do not always move in step. Sometimes busi-
US$25 a month supplements this income, ness does not go well, and Pumza does not
so Pumza’s five-person family lives on a earn enough revenue to buy stock for the next
monthly income of about US$120. These fig- day. In the time we knew her this happened
ures show that Pumza is not among the twice—indicated by the arrows in the chart.
poorest of households, but they do not reveal She could have sold her old stock, but cus-
the fluctuations in cash flow that Pumza tomers prefer fresh meat and might choose to
experiences in her business life.” go to one of the other several sheep intestine
Figure B2.1.1 shows these cash flows on a sellers in the area. If she’s lucky, these times
fortnightly basis. The dark, solid line shows coincide with the receipt of her child grant,
(continued next page)
Clients 53
Box 2.1 (continued)
which helps tide her over, but on the two of US$30. In this way, she was able to fund
occasions when we observed this problem, her first cash flow shortfall in figure B2.1.1.
she was not lucky in this way. However, dur- Unhappily her savings club failed her during
ing May, she and a group of three other sheep the next shortfall, because one of the club
intestine sellers had formed a savings club. members failed to pay in. Pumza ended up
From Monday to Thursday, they each paid in going to the moneylender, where she paid an
US$7.70 and took turns getting the entire pot interest rate of 30 percent per month.
120
60
40
20
0
04
04
4
04
4
4
4
4
04
00
00
00
00
00
20
20
20
20
,2
,2
,2
,2
,2
1,
1,
1,
,
21
21
21
21
21
21
r2
r2
t2
r
ch
il
e
ay
ly
us
be
be
e
pr
Ju
ob
ar
Ju
ug
em
em
A
M
ct
A
O
pt
ov
Se
Source: Collins et al. 2009, p. 42 and passim, with permission from Princeton Press.
Sita, a widow, farmed a little land in northern During the household’s eight-month-long
India. Two of her sons lived with her, and as “low season” it sometimes fell to less than
well as helping on the land, they took casual half of that.
laboring work. Nevertheless, 60 percent of Astonishingly, Sita and her sons still man-
their income was earned in just four months, aged to save enough grain and cash, at home,
from June to September, and in the year to ensure that they could eat throughout the
that we tracked their lives, bad weather year. To get hold of a larger sum they mort-
meant that that income was especially low. gaged land to borrow from a grain trader for
Averaged over the year, total household whom one of the sons worked, and repaid
income was just under US$30 per month, or that debt by deducting a little at a time from
about 32 cents for each member of the his wage. In these ways, over the year they
household (about US$1.20 per person per saved and repaid about US$63, almost a fifth
day when adjusted for purchasing power). of their total income.
going into rent arrears. Then, when the rent financial tools to average annual income varied
arrears have built to the point where the landlord between about 75 percent and 175 percent in
begins to threaten eviction, they borrow larger India, a similar amount in Bangladesh, and a figure
sums, with interest, from a moneylender. To repay somewhat higher in South Africa (Collins et al.
the moneylender, saving efforts have to be 2009, pp. 31–33). This is because much day-to-day
redoubled, or assets have to be sold off. But selling management involves short-term, rapidly revolv-
off assets—for example, selling roof sheets to ing exchanges of cash. Many of the smallest loans
repay a creditor—simply creates another essential from neighbors were repaid in a matter of days.
item that requires the poor to save. No wonder “Big flows and small balances” is a good general
households in the financial diaries told the description of poor-owned portfolios, and they
researchers that “All this keeps us awake at night,” are matched in the experiences of MFIs that have
or confided that “I hate having to borrow money a track record of offering unusually convenient
from other people—but there is no life without passbook savings to poor communities. When
money, so we just have to do it.” examining the accounts at BURO, an MFI in
But although day-to-day money management Bangladesh, researchers found that the annual
is where the majority of financial services are flow through the passbook savings product was
used, this does not show up much in the balance four and a half times the value of the year-end
sheets of the poor. Year-end balances of most savings balance (Rutherford et al. 2001). Poor
“diary” households revealed rather low levels of people need to save short term to form small sums
household savings and of local borrowing and that can be withdrawn to cope with everyday life.
lending. It is only when cash flows are examined Saving, for the poor, is a verb before it is a noun:
that this intensity of use can be seen. Typically a something you do rather than something you pos-
household’s annual financial cash flow was many sess. More often than not, saving is a way of cop-
times the value of their financial assets and liabil- ing with small and unreliable incomes rather than
ities. The ratio of cash pushed and pulled through a way of building capital.
Clients 55
A reliable lender of small loans can also help to for the borrower or built into the price of the
smooth income, as box 2.3 shows. loan). Lacking formal insurance, most poor peo-
ple must look for other ways to anticipate risk and
Dealing with Emergencies and to deal with emergencies when they occur.
Anticipating Risk Poor households are peculiarly vulnerable to
When emergencies strike, poor people, like every- emergencies. Many live in fragile ecosystems:
one else, need large amounts of capital if they are Pushed to the margins by poverty, they are closer
to have a chance of fending off the worst effects of than others to seas that breed cyclones or rivers
the event. In wealthy countries, and among the that flood, or farmland prone to drought. Close to
better-off in poorer ones, insurance is available to one-fifth of the burden of disease in developing
provide that capital, in the right amount at the countries can be attributed to environmental
right time. Insurance is a fast-growing and excit- risk—with unsafe water, poor sanitation, and poor
ing part of microfinance, but it has reached hygiene as leading risk factors causing premature
few poor households so far (though many deaths (World Bank 2005). The poor may live in
microlenders do provide insurance against debt if provisional slums with uncertain legal status
a borrower dies holding a loan, either as an option where they can be pushed out by landlords or
One of several innovations that Grameen in a tea stall. Ramna was in charge of keeping
Bank introduced in 2002 in an effort to make the home ticking and making sure everyone
its products less rigid was the loan “top-up.” was fed. She found Grameen’s top-up sys-
Under this provision, borrowers may top-up tem useful. Every six months she got a use-
their loans to the original disbursed value fully large lump sum that helped her keep the
once they are about halfway through the household stable. The researchers saw her
annual repayment schedule. In effect, they spend these sums on stocks of rice, manag-
can take smaller loans every six months ing her father-in-law’s funeral, buying medi-
rather than a bigger loan once a year. Ramna cines for her husband, and paying for school
and her husband provide a good example of fees and books and clothes. Once she simply
Grameen clients who benefited from the top lodged her loan top-up with a moneyguard
up loan. They were getting on in age, neighbor until she needed to take it back to
unskilled, uneducated, and unlikely to run pay off a private loan that became due. On
any kind of business, but they still had two another day she was found keeping back
sons at home whose schooling they desper- some of her top-up in a locked box at home
ately wanted to continue. Their income came because she knew that a “down” period was
from whatever casual employment or coming and she would need an extra source
self-employment Ramna’s husband could from which to make the regular weekly
find: During the three years that their finan- Grameen loan repayment—behavior that
cial life was tracked, he did farm labor, col- indicated the value she placed on getting her
lected crabs from the sea nearby, and worked biannual infusions of useful capital.
Enayet worked on building sites with his factory, money she had planned to use for her
father in a slum in Dhaka, Bangladesh. When marriage. But the sum they raised was still far
he was about 17, his parents realized he was from enough, and faced with a “no fee no
becoming dependent on drugs. They remon- treatment” ultimatum from the doctors,
strated with him, and Enayet ran away from Enayet’s father went to better-off people in
home and lived on the streets of Chittagong, the neighborhood—a retired teacher with a
a port city several hundred kilometers away. pension, a shopkeeper, and a small-time
His father drew down their meager savings pawnbroker—to take loans on interest of 10
and gave up working to search for his son. He percent a month. Later, in the time of the
found him, but only because Enayet got into a financial diary research, Enayet was back
brawl and broke his leg. He had no money to home, walking with a crutch. The expensive
treat the injury, and it worsened: Eventually loans had not been repaid, and very little inter-
he contacted his father when he could bear est had been given. Enayet’s mother suffered
the pain no longer. Back in Dhaka, Enayet’s verbal abuse from one of the lenders and did
family gave up almost everything to have him her best to ignore it. Almost certainly, the
admitted to the hospital. They sold their furni- debt will not be repaid; from time to time
ture, their jewelry, and their bicycle. They got Enayet or his father will make token interest
loans from extended family. Enayet’s younger payments, hoping that eventually the principal
sister withdrew her savings from a club run by will be forgiven or forgotten.
women working on her floor in a garments
Clients 57
Nevertheless, when a particular risk is espe- Building Bigger Sums for Life-Cycle Events,
cially expensive, or has an unusually high likeli- Assets, and Businesses
hood of happening, poor households may try to The constant threat of emergencies requires
buy protection from it, using formal insurance or households to find large sums of money quickly.
informal substitutes. Such is the case in South But they are by no means the only reason why
Africa of funeral insurance, where many poor poor households need to build large sums. All of
households anticipate having to pay out for funer- us, including the poor, need to be frequent big
als and invest in devices specifically designed to spenders, to deal with life’s big events—annual
deal with this event. Many of the “diary” house- festivals, ceremonies to celebrate birth, marriage
holds belonged to an informal burial society into and death, costs for education and home building,
which they pay monthly premiums and in return and assets to make life better, such as fans and
receive financial benefits to help cover the high televisions. Some will also want to build large
costs of burials. Some of the same households also sums to establish a new business or expand an
paid into formal funeral insurance policies.5 existing one, or to invest in a large asset for
Many households used both the informal and self-employment, such as owning one’s own rick-
the formal schemes, so the financial diaries shaw rather than hiring one on a daily basis, or
authors were able to compare how well they buying or leasing-in more land to farm. Others
worked. Within an overall financial portfolio of will migrate to find work, in the big city or over-
8 to 12 financial instruments, South African dia- seas, and will need to finance these often costly
ries households usually had at least one burial journeys. How do they go about building these
society and one formal funeral insurance policy. bigger sums?
These households spent, on average, 3 percent of We have seen that most of the financial tools
gross monthly income in total on all of their used by poor people are informal. But informal
funeral cover instruments. sector finance is not geared to handling large
On pure economic terms, formal funeral insur- sums of money over protracted periods of time. It
ance has about the same value as informal burial is not safe to hold large amounts of savings at
insurance:6 Formal funeral insurance tends to home, or in a savings club, because the longer
cost more on average per month than informal these savings have to be kept, and the greater
burial insurance, but it also pays out more. their value, the greater the risk of loss or theft or
Looking beyond economics, burial societies have misuse. Similarly, even the greediest money-
the advantage of providing a great deal of physical lender is not willing to lend large sums to the poor
assistance and moral support around the time of because large loans need lengthy repayment peri-
the funeral. Fellow members take on a signifi- ods, and the longer the loan is held the greater
cant role in preparing and serving the feast dur- grows the risk of default.
ing the burial, often providing the cookware and So, even though these kinds of large expendi-
eating utensils. However, burial societies can be ture can usually be anticipated, rather than being
quite unreliable. Evidence suggests that close to needed suddenly, poor people nevertheless find
10 percent of them run out of money (FinMark themselves building up sums piecemeal, just as
Trust 2003). Therefore, although many poor they do when faced with an emergency. It is not
households may continue to belong to burial soci- unusual for a big asset to be bought with a mix of
eties for the social benefits they provide, formal savings, loans, gifts from family, and the proceeds
insurance providers have a clear contribution to from the sale or mortgaging of other assets. The
make in this market by continuing to offer good piecemeal approach also characterizes the way
value products with reliable service. that savings for large-scale expenditures are
Clients 59
Box 2.5 Building a Home Little by Little
Jonas and Mimimi, a married couple who run a shebeen (township bar) in Langa near Cape
Town, have an impressive capacity to save. Mimimi’s profits from the shebeen business are
about US$324 per month, while Jonas works as a gardener and is paid US$185 per month, for
a total monthly household income of US$509. Compared with other diaries households in
Langa, which have an average monthly income of US$425, they are doing quite well. Mimimi
typically manages to send about US$31 per month to her relatives in a rural area of the Eastern
Cape. Their children live there with Mimimi’s mother, and she sends money every month to pay
for their food and school fees as well as to contribute to a home they are building there. She then
manages to stretch about US$87 for their living expenses every month. A typical monthly
budget is detailed below.
Mimimi’s typical monthly budget (US$) 509
Source of funds
Business profits 324
Regular wages 185
Uses of funds 486
Cell phone 6
Cigarettes 3
Electricity 16
Food 49
Money sent to Eastern Cape 31
Transport to shopping 1
Transport to work 13
Savings clubs 367
Net savings in bank 23
Jonas and Mimimi’s most important savings devices are two informal savings clubs. Together,
they save about US$367 with these clubs. A total of US$3,065 was paid out from one of them
during the research year, and it was all used to build the house in the Eastern Cape. The other
club paid out US$725 a few months later. From this payout, they spent the majority on a
Christmas feast and Christmas presents when they went to the Eastern Cape for the holidays.
But that still left about US$260 to buy cement for the floors and to buy doors for the house.
In the end, between the two savings clubs and the money they retained from Jonas’s salary
in a bank account, this young couple built up about US$4,000 in savings (not counting the money
sent to the Eastern Cape every month). Of this, 12 percent was spent on Christmas, 6 percent
was retained in the bank, and 82 percent was used to build the Eastern Cape house. The way
they saved to build the house and the proportion of savings that went toward the house is similar
to that of many other households in South Africa.a
Note: a. See “Housing and the Finances of the Poor” at www.financialdiaries.com for more details regarding how
financial diaries households acquired housing.
Clients 61
Box 2.6 How MFI Loans Are Used in Bangladesh
Out of a total of 237 microfinance loans care- more than a timber hut with a few dollars’
fully tracked through repeated visits to bor- worth of stock. Then one finds only a handful
rowers of Bangladeshi MFIs over a three-year of households with a more than nominally
period, just under half were used to stock productive business: perhaps a couple of fam-
retail or trading businesses, or to finance ilies running rice mills, and someone success-
small-scale production, or to buy or maintain fully recycling garment-factory waste into
assets of one sort or another. One in ten loans stuffing for mattresses.a Most of the other
were on-lent to subborrowers outside the villagers are agricultural day laborers or are
household (neighbors and relatives), and a self-employed service workers, pushing rick-
similar number were used to pay down exist- shaws or ferrying boats or loading trucks in
ing debt (including, sometimes, debt from the neighboring market or selling tea from a
other MFIs). The remainder were used for microstall. The small number of better-off
consumption or for a mix of uses. Half of farmers, with landholdings big enough to pro-
these MFI loans, then, by number and roughly duce more rice than the family can eat, are
by value, were used for what could broadly be mostly not MFI clients because they dislike
called “income-generating activities.” But this having to attend weekly meetings and find the
does not mean that half of the borrowers loans too small for their needs: They may also
used their loans in this way, because a small have access to formal finance, particularly if
number of commercially active borrowers they have land they can pledge. Putting this
took bigger loans and took them more fre- into numbers, the study found that 14 percent
quently from more than one MFI. Imagine a of the MFI borrowers were responsible for
small Bangladesh village: Just a few house- taking two-thirds of all MFI loans used for
holds are running shops that are anything businesses.
Note: a. This was the situation in one village where these diary studies were undertaken.
South Africa8 showed that business owners were people to borrow to establish and expand
able to start operating with fairly small sums of businesses.
upfront capital. However, to keep their business Most MFIs began with the primary purpose of
in operation, they need frequent fresh infusions providing loans to the poor to start or expand a
of capital. Rarely did these business owners small business, but the early hope that every poor
dream of expanding their business, or imagine person can become a successful entrepreneur is
that they would make more money if they did. now giving way to an understanding that enter-
They were rather more concerned about just prise lending is best when targeted at clients
keeping it going, to provide a stable, if small, selected for their aptitude for business and their
source of income. stable domestic finances. As a result, the
Enterprise borrowing, then, is not for every- enterprise-investment side of microfinance is
one. Nevertheless, a good proportion of MFI gradually moving away from loans with weekly
borrowers—at least one in seven in the sample repayment schedules that may not match the cash
from Bangladesh described in box 2.6—respond flow patterns of small business, and toward loans
well to the microcredit dream of enabling poor given to and tailored for individuals rather than
Clients 63
ifficult, if not impossible, to repay, so the land is
d discipline. Saving within a bigger group, as in a
in effect lost for good. ROSCA or an ASCA10 (accumulating savings and
MFIs have been much better able than banks credit association, described in chapter 6,
to approximate the convenience of informal “Community-Based Providers”), offers much
finance. They have done this in various ways. more discipline, relying on the power of group
First, they got physically close to their clients, by pressure and sanctions to keep the transactions
holding meetings right in the village or slum. flowing regularly. Many poor people are well
Soon, they settled on a form of lending in which aware of the flip side of informal finance’s flexibil-
repayments were made easy by being small and ity and convenience—its lack of discipline—and
frequent—often weekly, at the meeting, some- this helps to explain the popularity of devices like
times even daily, through itinerant collectors. It the ROSCA. Researchers have also suggested that
was this level of convenience and frequency— when people are distracted by the problems of
rather than anything to do with microenterprise poverty, and have to juggle several income flows
development, or “group solidarity”—that led to from different sources and deal with the individ-
microcredit’s extreme popularity in its early days. ual cash flows of numerous financial tools, they
Provided that their household cash flows were can lose sight of their longer-term financial posi-
strong enough to come up with a small weekly tion.11 By joining a group such as a ROSCA poor
toll, people could borrow for whatever purpose people may inject enough regularity into their
was most pressing at the time. Later, when some financial lives to help them plan for and meet
of the disadvantages of a credit-only regime longer-term goals.
became apparent (such as the risk of overindebt- In earlier sections we have seen how ROSCAs
edness), MFIs, where regulators allowed them to, help their members build sums that can be used to
introduced passbook savings that could be depos- meet emergencies or acquire assets. ROSCAs can
ited into or withdrawn from at will, at the village fail, but as well as offering a disciplined environ-
or slum meeting. Nevertheless, most general ment that encourages regular saving, they have
lending to the poor by MFIs (as opposed to their other advantages. One is that because they never
lending to microenterprises) is short term and require cash to be stored (at each meeting the
therefore of low value relative to incomes: A typi- money goes straight to that meeting’s taker) there
cal loan may have a term of 11 months and be is no risk of the treasurer dipping into the fund.
worth the equivalent of two or three months’ Another is that the combined eyes of all the mem-
household income. This is very useful for con- bers ensure that transactions will be more than
sumption smoothing (as shown by Ramna’s usually transparent and verifiable. These virtues
behavior described in box 2.3) but not for the big- offset the moderate risk of the ROSCA going
ger sums that all households need from time to wrong because a member simply fails to pay in
time. To accumulate big sums, with most MFIs, after he or she has taken his or her turn at the
borrowers still need to build a series of modest lump sum. Other features of ROSCAs make them
sums through successive rounds of borrowing, suitable for poor people: They require no book-
and find their own ways of storing their value— keeping, so the illiterate are rarely confused by
most commonly by holding them in nonfinancial more literate members of the group. They are
assets such as jewelry or livestock. without cost: Money goes straight from the
depositors to the taker in what must be the
Disciplined—But Only in the Short Term world’s swiftest and cheapest form of financial
Saving on your own is hard. Saving with a money- intermediation. And they are close at hand and
guard helps impose some distance but not enough convenient: People set up ROSCAs right where
Enayet’s sister’s saving club (see box 2.4 about one of the women, in a fixed order decided by
Enayet) was a ROSCA (she called it a lotteri lottery on the first day of the ROSCA, took the
shomiti). Daisy earned 1,500 taka a month whole 5,100 taka, a sum equivalent to two or
(about US$25 at the market rate). In a meeting three months’ salary. When Enayet was admit-
that took place each monthly payday, when ted to the hospital, Daisy’s turn to take the
she and 16 other women on her floor con- money was still a long way off, but, in return
ducted their ROSCA, they each contributed for a modest tip, she was able to get another
300 taka from their wages, and each month member to swap turns with her.
Clients 65
of poor governance, by training members in the the social relationships in which people are
use of improved practices. Because these savings engaged may be complex, involving labor
groups are standalone entities not linked to exchange and land rental as well as money. In
banks or other institutions, they are seen as par- such contexts “moneylenders” may act as patrons
ticularly suitable to remote and sparsely popu- who assist their “clients,” and this remains true
lated areas. even when such help could result in cycles of debt
Microcredit MFIs, as is well known, of course, that are ultimately damaging to the long-term
lend through groups. But MFI groups in the welfare of the borrower. In these cases, with few
fastest-growing microcredit traditions, such as
competing options, poor people often prefer to
that based on the work of Grameen Bank, are not retain such avenues of access to resources than to
mutual entities that own or share their own group avoid them.
funds, but simply groups of retail customers Another way in which the informal sector
brought together by the MFI to reduce service operates through social relationships is in the
delivery costs. ways people assist each other, especially family
and friends. Poor people may help their friends
Social Embeddedness—A Strength and relatives in ways that are quite open-ended. If
and a Weakness a child needs school fees and parents cannot pro-
The discipline that ROSCAs offer is in part a vide, another relative—or even a friend—may
result of the social relationships they embody: help. Such assistance creates a debt that takes the
Being a member of the group creates an obliga- form of a future obligation to reciprocate. It may
tion to contribute or to be shamed in front of the not be reciprocated in cash, or in school fees, but
group.14 However, this discipline is often tem- in a completely different form such as labor, lend-
pered by flexibility in the way in which the ing animals, or taking care of a child. It is a form of
ROSCA responds to clients’ needs. The essential saving with others that is not directly financial
feature of the group is that it represents a source and in which the return is unknown at the time,
of liquidity that members can access one way or but is indeed an obligation. In this way debts are
other. This can involve direct negotiation at a not to be avoided: They create relationships of
group meeting to obtain the payout because of a reciprocity that can be drawn on in the future. In
pressing need, shock, or emergency, or members the case of Enayet (see box 2.4) the loans his par-
can negotiate directly with each other to change ents took were never repaid in full and were on
the order in which the payout is received (as in the way to being “forgiven”—but public disap-
Daisy’s case; see box 2.7) or borrow the payout proval and comment ensures that the borrowers
from the member who did receive it. Groups cannot forget that the obligation represented by
organize themselves in many ways, and they vary the unpaid debt continues.
in how flexible they are prepared to be, but the The social relationships in which informal
key feature is that by jointly creating a source of financial services are embedded are both one of
liquidity, members have a right to make claims on their greatest strengths as well as their greatest
that resource and to be listened to by other mem- weakness. For those who are able to manage
bers, either formally at the club meeting or at its “negotiability” successfully they offer flexibility
margins. This feature can be referred to as and responsiveness for risk management in par-
“negotiability.” ticular, but also for productive investment and
Although the mechanism differs, this negotia- asset building. However, such relationships are
bility is also a feature of moneylending. not open to all, and the poorest people are less
Moneylending is often seen as exploitative, but able to engage with them because they are less
Clients 67
entirely replace them. But by finding ways to con- school fees, for example—can be met. This range
tact their clients where they are, in the village or of plans can be offered, more reliably, by a formal
slum, and doing so as often as they can, through provider that is in regular frequent contact with
regular weekly or daily routines, or via cell phones its clients.
and bank agents, formal services should be able to These challenges are well worth formal pro-
gain a much bigger share of the everyday financial viders tackling. Informal finance, where poor
intermediation of the poor than they have at pres- people conduct most of their financial lives, can
ent. Recent innovations that will help them do suffer from low reliability and an inability to offer
this include mobile-phone banking and legisla- long terms to create large-value sums. These are
tion to allow banks to operate through agents— major deficiencies, and formal services can and
either peripatetic as in India’s recent “banking should offer something better. Reliability, in the
correspondent” provisions or as a supplemental sense of ensuring that agreed contracts are hon-
business for local shops, as in Brazil. ored, is fundamental. The poor live in environ-
Another challenge for formal providers is to ments that are continuously changing; most have
make products more flexible, to respond better to neither cash flows, nor living arrangements, nor
the irregular cash flows of poor clients. Here environmental and social conditions that are
again there is cause for optimism: Worries about static or reliable. Bringing more reliability into
internal control, and a sensible concern to keep financial tools will provide a significant boost to
things simple, caused early microcredit pioneers the ability of the poor to plan and envision a
to begin with rigid payment schedules, such as future beyond the short term. This requires ser-
the strict weekly repayments of Grameen-style vices that are offered in a timely manner and
microlending. But with experience and the astute under clear conditions, with terms that are
use of technology they are now able to offer “pass- upheld and with opportunities to easily ask
book” savings—savings accounts where the client questions and seek redress.
can deposit or withdraw as much as he or she A minimum “menu” of financial services for all
likes at any time—and flexible loan repayments, at poor clients in the second decade of the twenty-
least for modest value loans. first century would ideally include passbook
Because they are permanent institutions, it is savings and flexible small-scale loans (for short-
much easier for MFIs and other formal providers to-medium-term money management), medium-
to offer long-term intermediation. Formal com- term loans (such as up to three years) with
mitment savings plans for the poor (which structured repayments suited to whatever is
include endowment and other forms of insur- known about the client’s household cash flow,
ance, and pension plans) will be a huge growth and medium-to-long-term commitment savings.
area for microfinance. They offer the discipline As techniques for doing so evolve, providers
that poor people so often seek when they use should aim to add pensions, and insurance cover,
group-based devices such as ROSCAs but add starting with the risks that are easiest to calculate,
value by having much longer terms, allowing such as life insurance, but aiming eventually at
much larger sums to be formed. They can also the more difficult ones, above all health and agri-
offer a “one-stop shop” for such services. In East culture. To carefully selected segments of clients,
Africa it is common for people to take member- providers should also learn how to offer longer-
ship in several ROSCAs at once, each with its term loans for productive investments tailored to
own term, frequency, and value, so that the user business cash flow, and for big life-enhancing
can ensure that different spending needs— investments (in homes, household goods, and
weekly consumption, quarterly rents, or annual education) tailored to repayment capacity shown
Clients 69
Kuyasa Fund. 2005. Kuyasa Fund: Community- ———. 2010e. “The ‘Triple-Whammy’ of Poverty:
Based Lending. Marshalltown, South Africa: Lessons from Portfolios of the Poor: How the
FinMark Trust. World’s Poor Live on $2 a Day.” PoP Briefing
Microcredit Summit Campaign. 2011. “The State Note 1, MicroSave, Lucknow.
of the Microcredit Summit Campaign Report Rutherford, Stuart. 1999. “Savings and the Poor:
2011.” Microcredit Summit Campaign, The Methods, Use and Impact of Savings by the
Washington, DC. Poor of East Africa.” MicroSave, Lucknow.
MicroSave. 2010a. “Borrowing to Save: Rutherford, Stuart, with Sukhwinder Arora. 2009
Perspectives from Portfolios of the Poor.” PoP The Poor and Their Money. Rugby: Practical
Briefing Note 3, MicroSave, Lucknow. Publishing.
———. 2010b. “Grameen II and Portfolios of the Rutherford, Stuart, with S. K. Sinha and Shyra
Poor.” PoP Briefing Note 7, MicroSave, Aktar. 2001. Buro Tangail Product Development
Lucknow. Review. Dhaka and London: BURO and DFID.
———. 2010c. “How Do the Poor Deal with Risk?” World Bank. 2005. Environment Matters: Annual
PoP Briefing Note 3, MicroSave, Lucknow. Review. Washington, DC: World Bank.
———. 2010d. “Living on $2 a Day.” PoP Briefing Wright, Graham A. N. 2005. “Designing Savings
Note 1, MicroSave, Lucknow. and Loan Products.” MicroSave, Lucknow.
Tailoring a country’s financial system to enable from infrastructure to legally mandated outreach
financial markets to work better for the poor targets. Industry players are rallying around codes
involves the combined efforts of public and private of conduct intended to increase transparency and
players. It is relatively recent, and commendable, fair treatment of consumers and are defining per-
that both government and the financial services formance in financial, social, and environmental
industry acknowledge the importance of increas- terms. Both spheres share the responsibility for
ing financial inclusion. But financial inclusion is “responsible” finance, building financial inclusion
not simply about numbers or attracting more cli- on a foundation of consumer protection.
ents to the range of providers. “Responsible” This chapter outlines the role of government
financial inclusion increases access to financial (through its policies, regulation, and other sup-
services in ways that are safe for consumers, port for a stable financial sector) and industry
enabling their participation informed by knowl- (through standards and guidelines) in promoting
edge and choice. Increasingly shared by public and financial inclusion, as both separate and some-
private actors, this vision requires coordinated times overlapping arenas of activity. In addition, it
efforts from both. Governments are investing recognizes coordination and advocacy as impor-
authority in policies and rules that shape behavior tant functions within the market system. This
in market systems; their imprint is wide-ranging, chapter provides a high-level perspective on the
The Mexican government is leveraging public harnessing its public infrastructure to pursue
infrastructure for savings and G2P payment this goal. In areas with no financial services, it
delivery. The 2010 Budget Law crafted by the is attempting to reach people by linking a net-
Ministry of Finance stipulates that all govern- work of 23,000 community-owned stores
ment payments (primarily administered by the with its conditional cash transfer program
Ministry of Social Development) must be deliv- (Oportunidades) and the savings services of a
ered electronically by 2012. The government is state-run bank.
Source: Almazan 2010.
The success of the disclosure regime in Peru Financial institutions in Peru are required to
can be attributed in part to the extensive resolve all questions related to the content of
efforts of the Superintendency of Banking and a contract before it is signed. In addition, they
Insurance. Regulators spent two years dis- must designate customer service personnel
cussing disclosure rules with the industry, to consult with clients on the scope of stan-
addressing issues of compliance costs, and dardized contracts. Such an approach shifts
developing providers’ familiarity with formulas the burden of achieving comprehension onto
for calculating EIRs. In addition, a large cam- the provider, but should not be viewed as a
paign was launched to educate consumers on substitute for clear instructions on what and
EIRs and to ensure they understood the new how information is disclosed.
disclosure rules.
Source: Chien 2012.
Policy makers need to understand the insur- microinsurance. Government can consider
ance needs of low-income households and treating microinsurance products differently
ensure that policies facilitate the market-based than commercial products for tax purposes.
provision of microinsurance. They can engage Increasingly, central banks and finance minis-
the insurance industry and other actors—such tries have become engaged in promoting finan-
as unregulated insurers and networks—in cial literacy, as low levels of information and
a dialogue on microinsurance and involve trust are probably the biggest barrier to uptake
them in educating the market and promoting of insurance among low-income populations.
Source: Martina Wiedmaier-Pfister.
Building Financial Capability exercise them. These include the right to under-
Although historically governments may have stand product choices, often offered by competing
focused on limiting harmful credit products providers, and the right to choose the services that
through interest rate caps and debt forgiveness, are best for them.6 Consumers need to develop
the focus has shifted toward the need to empower relationships with financial service providers on
financial service users, to inform them, and to give the basis of knowledge and choice as opposed to
them tools to protect their rights (CGAP 2010). fear. Ill-informed consumers and unsupervised
CGAP identifies consumer financial capability, providers can undermine the impact of financial
government regulation, and industry codes of inclusion efforts; this risk is especially high in a
conduct as the three principal consumer protec- context of rapid, often technology-driven, change
tion strategies (McKee, Lahaye, and Koning 2011). in the financial service marketplace. Given the
Consumers need to know their rights in order to asymmetries in knowledge, as well as access to
A Ghanaian government survey in 2007 strategy for financial literacy and consumer
revealed a low level of knowledge of financial protection in the microfinance sector was
institutions, services, and products among adopted that addressed three pillars of finan-
adults. As a result, the government launched a cial capability: knowing, understanding, and
financial literacy program in 2008 to create changing behavior. The strategy featured edu-
awareness and build trust between consum- cation materials describing key products and a
ers and service providers. In 2009, a national road show that toured rural areas.
Source: AFI 2011.
In Russia, research was conducted to study having more unspent income at the end of the
the consequences of greater financial literacy month and higher spending capacity. The rela-
on the use of financial products and financial tionship between financial literacy and the
planning. The study found that financial liter- availability of unspent income was even more
acy was positively related to participation in evident during the recent financial crisis, sug-
financial markets and negatively related to the gesting that better financial literacy may better
use of informal sources of borrowing. equip individuals to deal with macroeconomic
Individuals with higher rates of financial liter- shocks.
acy were significantly more likely to report
Source: Klapper, Lusardi, and Panos 2012.
Under its National Development Plan for ifferent services and were subject to different
d
2007–12, the Mexican government reformed regulations than traditional banks. The plan
banking laws to permit nontraditional entities also facilitated the transition of small savings
such as banking agents to operate in rural and credit organizations into regulated deposit-
areas. Niche banks were allowed to offer taking entities.
Source: AFI 2011.
‘Responsible’ financial inclusion that raises financial capability in line with financial access leads to:
• Stronger positive impacts at level of individual, firm, economy, financialsector
• Lower risk (for individuals, financial institutions, and the financial sector)
• Improved uptake of new technology
Examples of how households/firms can benefit Examples of how households/firms can benefit
Financial inclusion
Responsible finance
India’s government has a long tradition of pro- In a parallel initiative, in 2010 the govern-
moting financial inclusion. For more than 40 ment and the central bank set goals to provide
years, the central bank, the Reserve Bank of by 2015 all 600,000 villages in India with a
India, has been operating priority sector lend- banking outlet (either by a branch or a retail
ing mandating a portion of banks’ loan portfo- agent, in India known as a business corre-
lios to be in the agriculture sector and to small spondent), with stipulated annual targets
and micro enterprises. In 2005, it required along the way. While these targets were not
banks to offer basic no-frills accounts with no, specified by law, the Reserve Bank of India
or very low, minimum balances and affordable requires all banks to report progress regularly
charges. However, use of these accounts has and closely monitors their achievements.
been very low. In 2011, banks were advised to It is still too early to say how successful the
provide at a minimum four products: (a) a sav- implementation of these ambitious goals will
ings or overdraft account, (b) a remittance be. Some banks have risen to the challenge
product for electronic transfer of government and opened numerous new outlets (mostly
benefits and other remittances, (c) a pure business correspondents). Others have com-
savings product (ideally a recurring-deposit plained that the financial inclusion targets hurt
scheme), and (d) entrepreneurial credit. their profits.
Consumers-
Providers of financial Regulators (central
individuals and
Key services – banks, banks, financial
businesses – and
stakeholders MFIs, NBFIs, others – regulators, consumer
advocacy
and their associations protection agencies)
organizations
Cross-cutting Financial markets stability, poverty reduction, access to finance, job creation and
issues SME development, health and education, sustainable development
• Social responsibility of the provider toward • Responsible pricing. Pricing, terms, and condi-
its clients, employees, and the community it tions will be set in a way that is affordable to
serves.14 clients, while allowing financial institutions to
be sustainable. Providers will strive to provide
Tools covering a wide range of purposes sup-
positive real returns on deposits.
port the measurement and achievement of strong
social performance (see chapter 14). • Fair and respectful treatment of clients.
Financial service providers and their agents
The Smart Campaign will treat their clients fairly and respectfully.
Under the broader umbrella of social performance They will not discriminate. Providers will
management, the Smart Campaign, initiated in ensure adequate safeguards to detect and cor-
2009 by the Center for Financial Inclusion at rect corruption as well as aggressive or abusive
ACCION International, advocates consumer pro- treatment by their staff and agents, particu-
tection principles and has recruited hundreds of larly during the loan sales and debt collection
organizations and individuals to endorse them. processes.
The shift from assumed to explicit articulation of • Privacy of client data. The privacy of individual
consumer protection measures followed debates client data will be respected in accordance
about pricing and profits in microfinance, as well with the laws and regulations of individual
as the emerging crises related to over-indebtedness jurisdictions. Such data will only be used for
and abusive practices. The Smart Campaign has the purposes specified at the time the informa-
advanced seven consumer protection principles:15 tion is collected or as permitted by law, unless
• Appropriate product design and delivery. otherwise agreed with the client.
Providers will take adequate care to design • Mechanisms for complaint resolution. Providers
products and delivery channels in such a way will have in place timely and responsive
that they do not cause clients harm. Products mechanisms for handling complaints and
and delivery channels will be designed taking resolving problems for their clients and will
client characteristics into account. use these mechanisms both to resolve individ-
• Prevention of over-indebtedness. Providers will ual problems and to improve their products
take adequate care in all phases of their credit and services.
In addition to serious internal efforts to avoid loan to another MFI’s client commits to pay-
over-indebtedness among its own clients, ing off the client’s existing loan. Thus if a
AccessBank has been spearheading a cam- lender wishes to issue a US$3,000 loan to a
paign to reduce over-indebtedness at the client who already has US$5,000 outstand-
sector level. Collaborating with the Azerbaijan ing with another lender, that new lender
Microfinance Association, AccessBank has would have to issue a US$8,000 loan, part of
promoted a “one-client, one-lender” strat- which would go to pay off the client’s out-
egy, in which a lender seeking to provide a standing debt.
Source: Rozas 2011.
Table 3.1 Potential Barriers to Effective Consumer Protection through Standards and Guidelines
Target group and barrier Details
Clients
Low literacy Illiterate clients cannot read published lists of consumer protection
principles and client rights. They may have trouble filing complaints.
High priority assigned to accessing Fear of not getting a loan often drives client behavior, serving as a
loans deterrent to asking for product information or raising issues of
unethical behavior.
Lack of knowledge Clients often do not know their rights or what constitutes a
violation. Violations are not limited to cases of borrower versus
lender. In Bolivia, in focus group discussions, group lending
members reported the use of abusive debt collection practices—
intended to shame defaulters—that violated members’ rights.
Clients often do not understand the products on offer. At a basic
level, many do not understand that interest is charged as a
percentage of the loan; few can evaluate the difference in interest
cost calculated using a flat rate or declining balance.
Financial institutions
Overestimation of consumer Institutional investments in product development have not been
knowledge matched by investments in client education about new offerings.
Potential conflict with profitability Efficiency requirements and financial incentives can undermine
staff motivation to spend enough time with clients to ensure that
they understand the products they may purchase. Institutions have
a bigger vested interest in product-specific marketing than in
education that will enable customers to compare products across
lenders. Transparent presentation of rates and fees could be a
disadvantage if not done uniformly and universally by all lenders in
the same market.
Implementation of consumer Implementing new codes can be costly, involving revisions to
protection principles human resource systems, new mechanisms for customer feedback
and complaints, and monitoring of compliance by providers in
multiple countries (for example, by an MFI network)
Source: Nelson 2009.
Over a period of just three years, the Kenyan clips, comic strips, and interactive work-
financial market experienced significant sheets, delivered by professional trainers.
growth, exposing many previously unbanked Training was supported by interactive coach-
clients to an increasingly complex array of ing sessions with loan officers. An impact
products. Without adequate information to evaluation, using a quasi-experimental design,
make informed decisions about these prod- revealed improvements in specific indicators
ucts, clients were often confused and vulner- of knowledge and behavior among the treat-
able to exploitation. Faulu Kenya believed that ment group. Most significantly, portfolio at
inappropriate use of financial services was risk was lower in the four pilot treatment
leading to over-indebtedness and default. branches than in the nontreatment branch.
Clients lacked information on how best to use Training for staff was initially planned to
credit and how to make decisions about how facilitate client recruitment. Yet, with the
much and when to borrow (or not) and from inclusion of financial education as part of
where. In 2009 Faulu Kenya embarked on a staff curriculum, the results were much
financial education project Elewa Pesa greater. Staff became more knowledgeable
(Understand Your Money), co-funded with the and better equipped to answer clients’ ques-
Financial Education Fund. Faulu’s objective tions and more engaged in coaching and
was to equip nearly 50,000 clients at 26 advising them; they even began saving more
branches with the necessary financial knowl- themselves.
edge and skills to facilitate prudent money Finding that financial education has bene-
management, premised on the belief that fits both for the client and for the institution,
educated people are better clients. Financial Faulu has incorporated financial education in
education was provided through a one-time its loan orientation training and as a key indica-
training workshop complemented by video tor of performance.
Source: Alyna Wyatt, Financial Education Fund; Jacqueline Nyaga, Faulu Kenya.
Financial inclusion is the state in which all indi- financial inclusion, what part of the financial sys-
viduals and businesses have the choice to access tem needs donor support, how donors can sup-
and the ability to use a range of appropriate finan- port the attainment of full financial inclusion, and
cial services, responsibly provided by institutions the tools they have to do this (figure 4.1).
permitted to offer such services. As described in
chapter 1, demand and supply of financial ser-
Donors That Support Financial
vices meet in a broader financial ecosystem that
Inclusion
includes supporting functions and rules. Donors
aiming for financial inclusion, as an end in itself In this chapter we use the term donors to mean
or as a means toward economic development or entities that have an explicit mission to support
poverty alleviation, can help make the financial development goals. A spectrum exists of these
ecosystem work better and be more inclusive. actors in terms of their ownership, where they
Chapter 1 makes an important distinction raise their resources, and how they operate in the
between actors within the market system and market. Some donors are structured as state-
organizations that are outside the system. For the owned agencies, whereas others are private foun-
most part, donors are outside the system, but they dations. Some donors raise their funding from
may enter the system temporarily to provide a public resources such as federal or state govern-
catalytic role in market development. This chap- ment resources (that is, taxes). Donors may also
ter will discuss who the donors are that support raise their resources from private donations.
Government
Facilitators
Community
Demand CORE Supply groups Seeking to
develop the
Representative market system
Donors
associations as external
catalyst
Not-for-
profit
sector
RULES
Players
Specific roles
within the market
system
Some donors are highly concessional, whereas guarantee. DFIs should therefore enter markets
others try to mimic private investors. Regardless only temporarily to play a catalytic role by
of where they sit along this spectrum of behavior, “crowding in” other market actors such as the
the fundamental role of donors in financial inclu- local capital markets, banks, or depositors. If DFIs
sion is to provide catalytic support to market become permanent actors within a market, their
development (table 4.1). stay defeats the purpose of their market catalytic
It is important to point out here that develop- role.
ment finance institutions (DFIs) are a distinct cat- Although many international nongovernmen-
egory of development agency. They often see tal organizations (NGOs), such as World Vision
themselves as market actors (inside the market) and CARE, raise significant amounts of private
and try to mimic the behavior of private investors. donations that they either allocate to partners on
Although they may temporarily play the role of a the ground or use for their own development
market actor, their existence, mandate, and legal work, we do not classify NGOs as donors. The
status entrust upon them the same catalytic mar- majority of NGOs rely on donor funding through
ket development role that “traditional” donors either grants or cooperative agreements. How
have. DFIs are part of the public system of devel- ever, among NGOs a large spectrum is seen of
opment assistance and are able to raise money in how they operate, with some acting like donors,
capital markets benefiting from an implied state others serving as facilitators, and others entering
the market and delivering retail or support ser- unbalanced or unfair when the level of informa-
vices directly. This chapter will not focus on the tion between parties engaging in an exchange is
role of international NGOs, only noting where skewed.
they may overlap with donors, facilitators, or With regard to the market for financial ser-
market actors. vices, information asymmetry is a common mal-
function in the market whereby suppliers do not
Where Is Catalytic Funding Needed? have sufficient knowledge about certain segments
Areas within a market system that may need cata- of clients (demand) or clients do not have suffi-
lytic support from donors tend to fall into three cient knowledge and information to make
categories: information, capacity, and incentives. informed choices among suppliers.
Solutions to the problem of information in a
Information market can include changing the rules, for exam-
Markets are a mechanism for exchange. For ple, mandating disclosure about interest rates;
exchange to occur between parties, whether this within the supporting functions, for example,
exchange is monetized or merely traded, certain establishing a private credit bureau with data on
information is required about the item being transaction histories of all income groups; or
exchanged, about the entities engaged in the within the core itself, for example, making infor-
exchange, and about the terms of the exchange mation available to suppliers about the nature
itself. Markets can yield outcomes that may seem and quantity of demand among specific market
SUPPORTING
FUNCTIONS
Clients
Information
Funding
Coordination Infrastructure
Private sector
Research
Technical
assistance
Capacity
develop- Advocacy Government
ment
Representative associations
RULES
The FinMark Trust’s approach to the development of transaction banking services in South Africa
was distinctive from the outset. Faced with the challenge of how to improve access (in the core
of the market), FinMark sought to identify the underlying causes of poor access in the support-
ing functions and rules in the financial market system; that is, it took a systemic perspective to
analysis and intervention to facilitate change. Although a conventional approach might have
emphasized engaging directly with providers—with financial and technical assistance—in prac-
tice, FinMark identified a number of priority constraint areas (see figure below):
• Rules—Numerous weaknesses in relation to, for example, consumer credit, and problem-
atic capital requirements for new providers.
• Informal rules—A prevailing culture that did not understand or emphasize low-income con-
sumers (the “unbanked”) or consider how to innovate new services.
• Coordination—Little constructive dialogue between stakeholders in relation to the low a ccess
problem and how to address it.
• Information—An absence of detailed, analytical data on the low-income market as a
whole, including its size, perceptions of services and providers, current use of money, and
needs.
SUPPORTING
FUNCTIONS
Coordination
Information
Reduced
conventional focus Priorities
Demand CORE Supply Main focus: facilitating
systemic change
Formal Informal
RULES
These constraints formed an agenda for action for the industry as a whole and for FinMark
specifically. Its interventions focused on these as underlying causes—in rules and supporting
functions—to bring about change in the core of the market and contribute to a substantial increase
in access from 2003 to 2010.
Source: Alan Gibson, The Springfield Centre.
FSD Kenya started as a DFID project in 2001 mittee (PIC). The PIC comprises nominees
but was transformed into a multidonor trust in from supporting donors as well as indepen-
2005. The creation of this independent trust dent experts. A specialist technical team is
was motivated by the desire to strengthen responsible for developing and delivering FSD
effectiveness by permitting a closer, more flex- Kenya’s strategy and managing its market
ible, and responsive engagement with market making investments. As the market has devel-
actors as well as to improve efficiency by pool- oped in Kenya the depth of expertise in this
ing donor funds within a single special-purpose team has expanded, with the emphasis shift-
vehicle. Fiduciary oversight is provided by a ing from funding to guiding market actors
firm of professional trustees (currently the through research and technical assistance. For
international accounting firm KPMG), and pol- FSD Kenya to function effectively as a market
icy guidance and strategic direction are the facilitator, its core donors fund a single com-
responsibility of the program investment com- mon approach, set out in its strategy paper.
Source: FSD Kenya 2012, private communication.
To make financial markets work better for the inclusion and the importance of continuing to
poor, it is valuable to understand what is taking invest in achieving it.
place in the core of the financial market This chapter focuses on measuring and moni
system—what services are provided by whom, toring financial inclusion—that is, supply and
to whom, and how—and what is the impact. demand—and on assessing outcomes leading to
Measuring financial inclusion helps us to impact. In doing so, it provides an overview of
understand which segments of the population tools to measure and monitor financial inclusion
lack what types of financial services, why they and to conduct research. It seeks to inform stake
lack access, and which financial services they holders, including development agencies, regula
use. Monitoring financial inclusion allows us tors, and providers, who are increasingly
to determine if inclusion is improving over modifying policies, services, delivery channels,
time and to compare countries within peer and outreach models, to capitalize on insights
groups. Assessing impact helps us to under provided by databases and research findings.
stand the quality of services—convenience, These modifications can occur either at the macro
affordability, safety, dignity—and, ultimately, level, initiated by governments and regulators, or
the long- term outcomes of using financial at micro levels, affecting financial service struc
services. This provides a much better under tures within communities and financial service
standing of the value of increased financial providers themselves (see box 5.1).
Contributions to this chapter were made by Ines Arevalo and Alyssa Jethani.
Better data can increase awareness of the bank’s decision to allow Safaricom to launch
problem of financial exclusion and motivate pol- the M-PESA platform, an e-money transfer
icy makers to enact market-expanding reforms. and payment system. M-PESA now reaches
Data can also give the private sector the infor- 55 percent of all Kenyan adults. After the first
mation it needs to expand and develop new FinScope data for Zambia were released in
products and can stimulate new research into 2005, several institutions reported being moti-
the drivers and impacts of financial inclusion. vated to launch new ventures. Barclays
At the Alliance for Financial Inclusion’s 2009 reopened some of its rural branches, Zambia
Global Policy Forum in Nairobi, Gerald Nyoma, National Commercial Bank launched a mobile
director of the Central Bank of Kenya, credited banking venture, and Dunavant, a cotton com-
the first FinAccess survey in 2006, which pany, created a mobile payment linkage for
showed that only 14 percent of Kenya’s popu- 150,000 of its growers. Similar reports have
lation had access to banking services, with come from policy makers and market players
having a significant influence on the central in other countries.
Source: Kendall 2010.
Over-indebtedness has become a cause for with the growing levels of default. The evi-
concern and a new focus of research and dence to date is not clear-cut. The high levels
data collection. Strong competition in some of default in Bosnia in the late 2000s are
markets and the expectation of excessive proof of too much debt and a lack of financial
returns on the part of some investors have capability to manage the credit. By contrast,
led to predatory lending, with rising levels of in Ghana many possess the financial capabil-
portfolios at risk. Explanations for these ity to juggle multiple loans, even when the
behaviors are many, including the absence of personal cost is high. What has not changed
credit bureaus, limited due diligence by lend- is that over-indebtedness has long been an
ers, or the assumption that clients assume attribute of poverty and that a life of perpetual
more debt than they can manage. Multiple shocks without protection keeps many stuck
loans from an array of lenders are associated in the vicious cycle of poverty.
Source: Monique Cohen, Microfinance Opportunities.
Committed to strengthening financial inclu- the information for comparability. Its pub-
sion and the microfinance sector by promot- lished data track development of the industry,
ing transparency, MIX provides information on both for its operators and for those supporting
the performance of MFIs, funders, networks, it through funding, policy, or analysis. Its
and service providers serving low-income primary data platform, MIX Market, has
clients. delivered MFI profiles and annual standard
Incorporated in 2002, MIX collects and performance reports since 2002. Between
reviews financial, operational, product, client, 2002 and 2012, its public database has grown
and social performance data, standardizing from covering just over 100 MFIs to more than
(continued next page)
2,000 providers around the world. Its platform Active partners include the Small
data include benchmarks and comparative Enterprise Education and Promotion (SEEP)
analysis, along with quarterly results. In addi- Network for developing financial reporting
tion, MIX publishes annual regional updates standards and the Social Performance Task
and topical analysis of the sector through the Force for measuring MFI social performance.
long-standing MicroBanking Bulletin. In addition, MIX encourages local microfi-
The data available on MIX Market has nance associations to embed these reporting
evolved with the industry. In the early years, standards in local markets and connects asso-
data focused on outreach and financial perfor- ciations with a global network of analysts
mance as the sector sought to understand the working with MFIs to collect, standardize,
dynamics of building sustainable institutions. analyze, and disseminate data on MFI perfor-
As funding sources and products diversified, mance. More than 30 associations have joined
MIX’s data evolved to capture information on the network.
the nature and terms of MFI funding as well Since 2011, MIX has published country
as the growing array of credit and deposit briefings, quarterly updates on market devel-
products. In recent years, a renewed focus on opments, and market forecasts for major
understanding the social mission and results microfinance markets. These additional tools
of the sector led MIX to work with industry and analysis are available through paid
peers to standardize, collect, and analyze data subscriptions.
on MFI social performance.
Source: Blaine Stephens, MIX; www.mixmarket.org.
The SAVIX is a centralized reporting system the mission of promoting transparent pricing in
that provides transparent, standardized data on the microfinance industry.12
SGs (see chapter 6). Data are collected and sub The World Council of Credit Unions, the
mitted on a quarterly basis (see box 5.4). global trade association and development agency
The Microcredit Summit database contains for financial cooperatives, promotes the develop
information on more providers than other data ment of financial cooperatives worldwide and
bases but only collects information on the num advocates for improved laws and regulations. It
ber of borrowers (totaling 137.5 million in 2010), maintains a database on its members, providing
the number of “poorest” borrowers, and profit information annually on the number of credit
ability.10 Summary information is published unions (by country), total members, savings bal
annually.11 ances, loan balances, reserves, and total assets.13
Microfinance Transparency is an NGO estab The World Savings Banks Institute represents
lished to promote pricing transparency of provid savings and socially committed retail banks or
ers. It maintains a database with microfinance associations. It maintains a database for savings
interest rate data for individual country markets and postal banks that globally tracks total assets,
and publishes the information as a series of inter loans, deposits, capital adequacy, outlets, employ
active tables and graphs. The database supports ees, and customers annually.14
SAVIX is an online reporting system that pro- 22 countries were reporting to SAVIX on a vol-
vides transparent and standardized data on untary basis and uploading quarterly program
the performance of SGs and the agencies that data to the website.
promote them. In 2012 it collected and vali- SAVIX enables users to conduct compara-
dated financial and operational data from more tive, trend, and geographic analysis with a
than 80,000 SGs representing over 1.8 million choice of filters and metrics. Informed deci-
members in all regions of the developing sion making improves program planning and
world. Metrics include measures of outreach management, and SAVIX seeks to facilitate
(for example, number of groups), membership analysis, develop norms, and improve the per-
data (for example, percentage of women formance of institutions that promote SGs.
members), portfolio indicators (for example, The site also provides donors and facilitating
value of loans outstanding), and performance agencies with industry benchmarks and analy-
ratios (for example, annualized return on sis that support planning and investments
assets). As of mid-2012, 142 projects in across the sector.
Source: David Panetta, Aga Khan Foundation; www.thesavix.org.
For the most part, these databases collect (RCTs), and focus group discussions, for exam
information on outreach and financial perfor ple. Demand-side research may identify unmet
mance used by various stakeholders (see box 5.5). demand as well as reasons why the uptake of
However, some databases have recently begun to services offered (supply) may be lower than
collect nonfinancial information. Since 2005, the anticipated. Researchers may also analyze
industrywide Social Performance Task Force has structural deficiencies in markets that prevent
developed ways to measure social performance the poor from accessing financial services and
(see chapter 14), creating 22 social performance explore the opportunities for increased finan
indicators to assess how an MFI aligns its systems cial inclusion.
to its mission and measures its social perfor Demand-side research often begins with client
mance. MIX began collecting information on behavior, attempting to assess transaction vol
these social performance indicators in 2009, with umes at the individual and household levels and
212 MFIs reporting. SAVIX is considering adding identify links between use and quality of services.
social performance indicators once they are This is in contrast to institutionally driven
established for SGs. information-gathering techniques that focus on
provider performance as a metric for financial
Demand-Side Research access.
Demand-side research seeks detailed informa Overall, demand-side research considers how
tion about how financial services are used and poor households use financial services and who is
from what providers. It can be carried out at the excluded, sometimes also looking at the nature of
individual, household, or community level and household cash flow and how money is spent.
uses a variety of tools, including national sur Examples of demand-side studies include the
veys, panel studies, randomized control trials World Bank’s Access to Finance, Living Standards
Knowledge is power only if it is used produc- into a new market or a new product. What
tively. Who uses the data collected so pains- types of competition might they encounter?
takingly by hundreds of organizations? And Which populations are most underserved? A
who should be using the information? subnational view on the data—especially at a
So far, much activity on financial inclusion branch or district level—can be valuable in
has taken place in the high-level policy sphere. addressing such questions.
Regulators and policy makers use data on Networks also use and potentially contrib-
financial inclusion to develop policy and to ute to landscape data. Landscape data can
monitor progress. For instance, the Superinten give members the big picture and place their
dency of Banking and Insurance in Peru uses activities in context, whether the network
benchmarks on financial inclusion to measure itself has a broad or a narrow focus for mem-
progress in reaching underserved areas. bership. Networks can also use landscape
However, MFIs can also use landscape data to data to highlight gaps or opportunities for
support business planning when expanding donors and investors.
Source: Linthorst and Gaul 2011.
Measurement Study, Global Findex, and FinScope helping policy makers and others to understand
databases—the latter two being the most relevant. the behaviors and constraints regarding consum
Most financial diaries studies also conduct ers’ access to and use of financial services. Key
demand-side research. characteristics include cross-country compatibil
ity, availability of demographic covariates, and
Global Findex regular measurement of the entire set of coun
The Global Financial Inclusion (Findex) database tries over time (Demirgüç-Kunt and Klapper
is a detailed demand-side survey covering 150,000 2012). Findex provides a baseline for benchmark
individuals in 148 economies, measuring how ing financial inclusion and tracking progress over
adults use financial services. According to time, leading to the identification of priorities
Demirgüç-Kunt and Klapper (2012), “The Global (see box 5.6): “One of the most fascinating parts of
Findex fills a major gap in the financial inclusion the results are people’s answers to obstacles they
data landscape and is the first public database of face in getting access to finance, which range
demand-side indicators that consistently mea from too expensive, document requirements,
sures individuals’ usage of financial products and too far to travel” (Latortue 2012).
across countries and over time. Covering a range
of topics, the Global Findex can be used to track FinScope
global financial inclusion policies and facilitate a FinMark Trust is an independent trust based
deeper and more nuanced understanding of how in South Africa that seeks to extend financial
adults around the world save, borrow, and make access by strengthening the market system. In
payments.” 2003 FinMark Trust launched FinScope, a
Findex provides demand-side data by gender, consumer survey that seeks to understand
age, education, geography, and income levels, consumer demand with regard to access
The core set of Global Findex indicators addresses five dimensions of individual use of financial
services: accounts, savings, borrowing, payment patterns, and insurance. Use of financial ser-
vices refers to how different groups (poor, youth, and women) use financial products. Financial
inclusion also refers to how easily individuals can access available financial services and prod-
ucts from formal institutions (defined as institutions that are authorized or licensed to offer finan-
cial services and that may or may not be actively supervised). The demand-side data provided by
Global Findex complement existing supply-side data collected by the IMF’s Financial Access
Survey and the AFI’s core set of financial inclusion indicators.
The following core set of indicators and subindicators of financial inclusion is based on the
Global Findex database:
• Use of bank accounts. Percentage of adults with an account at a formal financial institution
(such as a bank, credit union, post office, or MFI that is registered with the government and
possibly regulated), purpose of accounts (personal or business), frequency of transactions
(deposits and withdrawals), percentage of adults with an active account at a formal financial
institution, and mode of access (such as ATM, bank branch, retail store, or bank agent)
• Savings. Percentage of adults who saved within the past 12 months using a formal financial
institution (such as a bank, credit union, post office, or MFI), percentage of adults who
saved within the past 12 months using an informal savings club or a person outside the
family, and percentage of adults who otherwise saved (for example, in their home) within
the past 12 months
• Borrowing. Percentage of adults who borrowed within the past 12 months from a formal
financial institution such as a bank, credit union, post office, or MFI (a flow measure), per-
centage of adults who borrowed within the past 12 months from an informal source (includ-
ing family and friends), and percentage of adults with an outstanding loan to purchase a
home or an apartment (a stock measure)
• Payments. Percentage of adults who used a formal account to receive wages or government
payments within the past 12 months, percentage of adults who used a formal account to
receive or send money to family members living elsewhere within the past 12 months, and
percentage of adults who used a mobile phone to pay bills or send or receive money within
the past 12 months (not collected in high-income countries)
• Insurance. Percentage of adults who personally purchased private health insurance and per-
centage of adults who worked in farming, forestry, or fishing and personally paid for crop,
rainfall, or livestock insurance.
Source: Demirgüç-Kunt and Klapper 2012.
to transactions, savings, credit, and insurance their income and manage their financial lives. The
from both formal and informal providers. sample covers the entire adult population, rich and
FinScope, an initiative of FinMark Trust, poor, urban and rural, in order to create a seg
"is a nationally representative study of consum mentation, or continuum, of the entire market
ers’ perceptions of financial services and issues, and to lend perspective to the various market
which creates insight into how consumers source segments." 15
The FinScope survey information supports private and public sector initiatives to improve the
policy environment and stimulate commercial innovation. For example,
• Bank Windhoek in Namibia used FinScope to develop its low-income savings product called
EasySave.
• In South Africa, the Financial Services Board has used FinScope to improve consumer finan-
cial literacy. According to the board, “The FinScope surveys have played a major role in iden-
tifying consumer financial education needs by following consumer financial behaviour over
time and in making valuable information available to others for their consumer financial edu-
cation programmes.” The National Treasury in South Africa also used FinScope data to sup-
port the development of a policy of financial inclusion to feed into government processes for
wide-ranging social security reform.
• According to African Life Assurance Zambia, “From the time we started using FinScope, we
have been able to develop a funeral insurance policy for the informal market ... and by under-
standing the current coping mechanisms and the recurrent costs of such mechanisms used
by the informal sector, we have been able to determine an affordable price.”
• ABSA, South Africa’s largest retail bank, stated, “Until FinScope there was no single source
of information that provided us with an in-depth understanding of the life styles of different
segments of South Africa’s population … [FinScope] really gave us that edge in terms of
getting such an insight that we could really develop a customer value proposition for the
mass market.”
Source: http://www.finscope.co.za/new/pages/About-FinScope/Using-FinScope.aspx?randomID=d2e9237a-4bf9-
4272-92ec-8c82443013ea&linkPath=2&lID=2_2; Makanjee 2009.
The percentage of adults who are banked. The percentage of adults who are formally served
Adults using commercial bank products. but who are not banked. Adults using financial
May also be using informal products. services from providers which are not banks,
such as microfinance institutions or insurance
companies. May also be using informal products.
The percentage of adults who are not formally The percentage of adults who are excluded/
served but who are informally served unserved. Adults using no financial services
(informal only). Adults using informal financial to manage their financial lives —neither
products or mechanisms only, such as savings formal nor informal—and depend only on
clubs or burial societies. family/friends for borrowing or saving at home.
Current Market
frontier potential
Already use Have access but Could have access Unlikely to ever
do not use but do not have access
The financial access landscape provides fur- savings, credit, insurance or remittance financial
ther information on access to specific products by products or services.
creating a diagram with five axes, illustrating the While the access strand is a key comparative
percentage of adults who have used transactional, measure to see how access has changed over time,
The top-line findings for the access strands from the FinAccess Kenya 2009 survey show that
the proportion of individuals included in the formal sector increased from 18.9 percent in 2006
to 22.6 percent in 2009 and that the proportion using “formal other” services (such as SACCOs,
MFIs, and money transfer services) increased dramatically from 7.5 to 17.9 percent, while those
using the informal sector (mainly informal financial groups such as rotating savings and credit
associations, ROSCAs) declined from 35.2 to 26.8 percent. Hence services included in the “for-
mal other” category increased, while informal services declined (see figure B5.8.1).
Figure B5.8.1 Access Strand Analysis
2006 2009
100%
38.4% 32.7%
26.8%
35.2%
17.9%
7.5%
18.9% 22.6%
0%
Excluded Informal Formal other Formal
However, the access strand classifies a person according to the “most formal” service used.
A service-by-service analysis presents some contrasting points. Figure B5.8.2 disaggregates the
“formal other” category and shows a fall in the use of SACCOs, a small increase in the use of
MFIs, and a large increase in the use of M-PESA. The data also suggest an increase in the use
of services in the informal sector (ROSCAs, ASCAs, buyers, hire-purchase, local shops, informal
moneylenders). Although the use of formal sector services rose, so did the use of informal sec-
tor services. This is not apparent in figure B5.8.1, which does not count the use of informal
services once a person uses a more formal service (moves up the continuum).
Figure B5.8.2 Service-by-Service Analysis
35
30
% of adult population
25
20
15
10
0
y
ed
FI
nd
et
ho
SC
SC
CC
M
er
ie
ci
ls
RO
fr
SA
st
so
ca
gi
or
g
re
Lo
in
ily
A
ild
m
ES
bu
Fa
-P
or
M
nk
Ba
2006 2009
Thus the access strand approach needs to be used carefully. First, increased use of “formal”
sector services does not necessarily mean that the use of “other formal” or “informal” services
has declined. Second, it is very important to know how services in these studies are classified. In
Kenya, M-PESA is classified as “formal other,” which implies a significant increase in financial inclu-
sion. However, M-PESA does not intermediate funds in the way that SACCOs and MFIs do, and
research suggests that many use it simply as a cash-in, cash-out mechanism. Hence being included
in the category “formal other” via M-PESA use alone does not signal the same quality of inclusion
as having access to a SACCO or an MFI and may result in misleading classifications of inclusion.
Source: Susan Johnson, Centre for Development Studies, University of Bath.
Using financial diaries, Microfinance The study determined that the mean
Opportunities (MFO) undertook research to number of weekly transactions per house-
explore the extent to which the introduction of hold was 19. Cash exchanges between indi-
a mobile “bank-on-wheels” serving rural loca- viduals were ubiquitous, largely from men to
tions in central Malawi provided value in areas women, suggesting gender-based depen-
without branch offices of the Opportunity dency on cash gifts and a pervasive informal
International Bank of Malawi (OIBM). MFO safety net among family and friends. Savings
collected transaction data (all inflows and out- transactions dominated bank use. Although
flows, including use of financial services) from the mobile van was popular initially, OIBM
just under 200 low-income households, half of services rarely replaced informal finance
whom were OIBM clients using the mobile and use of the van dropped off markedly. Yet
bank, for 18 months over 2008–09. The sample the OIBM van added value for women cli-
was mostly a mix of poor farmers and micro- ents; furthermore, the analysis of aggregate
entrepreneurs. Eight field workers interviewed transaction data helped the OIBM to under-
participants at the van stops and recorded stand client behavior and develop better
their financial transactions once a week. products.
Source: Stuart, Ferguson, and Cohen 2011.
Landscape research maps the supply and demand sides of financial service provision—both
formal and informal—and seeks to understand the patterns of use and the reasons for them.
Financial Sector Development (FSD) Kenya commissioned a landscape research study in
2010–11 to examine what was occurring in smaller towns and their rural environs. The goal
was to understand to what extent and in what ways the dynamic changes in the market evi-
dent at the national level were being experienced in specific contexts and by people whom the
financial sector finds it hard to reach (because of both low incomes and rural context).
The research was conducted in three towns chosen to reflect different poverty profiles.
A supply-side survey collected data from banks, SACCOs, MFIs, and informal groups on prod-
uct profiles, number of clients, volume of savings and loans, competition, and local market
context. On the demand side, questionnaires were completed with small samples (20 house-
holds and multiple users in each household where possible) in each town and in two rural
sites at different distances from the town, yielding an overall sample of 337 individuals in
194 households across the three sites. The surveys were followed by in-depth qualitative
interviews with 148 individuals.
Supply-side data were compiled to develop a profile of service provision and products and
provide insight into competition dynamics. The analysis involved probit regressions to understand
socioeconomic characteristics most associated with the use of particular services (for example,
employment type, poverty level, age, gender, marital status, and distance) and analysis of
qualitative data to identify the reasons people gave for their service use and preferences.
The results revealed the following:
• Bank accounts and SACCOs are used to manage payments more than to make voluntary
savings.
• Financial groups are used extensively because they offer structure but also flexibility and
liquidity—in particular, easy access to loans of sizes that individuals need on a frequent basis
rather than the much larger loans offered by formal providers.
• Mobile money services are used extensively because they allow access to liquidity through
social networks but are not used for saving beyond an emergency reserve.
Source: Susan Johnson, Centre for Development Studies, University of Bath.
welfare, the last two dimensions of financial Generally four main components are included
inclusion as defined by AFI. in monitoring and evaluation—inputs, activities,
Monitoring involves the regular collection of outputs, and outcomes. Inputs are the basic
data, generally quantitative, while evaluation resources used, activities are the set of actions
involves periodic or one-time in-depth analysis of taken, outputs are the deliverables, and out
performance against objectives and anticipated comes are the net result of the outputs over time.
outcomes. Impact assessment attempts to deter Long-term outcomes are sometimes referred to
mine if there is a change in consumer welfare and, as impacts. These can all be viewed within a
if so, what the change is and if it can be attributed logic model (see figure 5.3).
to the use of financial services (or an intervention The logic model (also known as the theory of
seeking to enhance financial inclusion). change or results chain) links the results that we
Livelihood landscape studies are similarly qual- Special attention is paid to understanding the
itative in orientation and employ the same composite livelihood strategies that individuals
methods as financial landscape studies, but pursue (for example, small business, plus
with a focus on the livelihood strategies of the farming, plus support from family), how the
target population, including the range of occu- pieces fit together, and the reasons for com-
pations and perceived advantages and disad- bining them. These studies also attempt to
vantages of each. Livelihood landscape studies understand differentiated access to livelihood
move beyond occupation to encompass the strategies and the factors that boost or inhibit
full range of activities that contribute to the access to financial services—for example,
subsistence of individuals and households. class, gender, or ethnicity.
Source: Microfinance Opportunities.
would like to see with the activities and inputs client welfare, help funders to understand the
that are in place (see box 5.12).18 impact of their investments, and, coupled with
measuring financial inclusion, help policy makers
Assessing Impact to adjust policies and make budget allocation
Impact assessments evaluate long-term outcomes. decisions. Academics use impact assessments to
They help providers to understand the effect answer rigorous academic questions regarding
of their services (both positive and negative) on the role and function of financial services in the
Facilitators of SGs generally anticipate outcomes in multiple domains that take hold within the
first two years of group participation and deepen with time. The five domains of outcomes are
as follows:
1. Stronger economic capacity. Asset accumulation, consumption smoothing, income-
generating investment, income, management of finances, savings
2. Increased social capital. Solidarity (with other members), collective activities taken on by
members, increase in leadership roles taken on by members in the community
3. Increased self-empowerment. Increased self-confidence, greater decision-making power in
the household
4. Greater food security. Increased food consumption or more varied diet
5. Other. Changes due to targeted activities, such as increased specific knowledge or changes
in behavior.
Source: Gash 2012.
lives of the poor. With the increased interest in assets, power, or decision making at the house
and emphasis on financial inclusion, stakeholders’ hold level. For example, if credit or crop insur
interest has moved beyond increasing the number ance is concentrated on more profitable but risky
of account holders to understanding if consumers cash crops mostly controlled by men, it is impor
are benefiting from financial services and if those tant to assess the potential welfare effects of shift
are provided using fair and prudent practices. ing resources away from crops that are controlled
Traditional impact assessment measures the largely by women (Copestake 2004).
developmental outcomes intended (and unin Historically, impact assessment was often con
tended) by the use of financial services; it tries to ducted to determine if a particular provider’s ser
identify links between product use and client vices or delivery were having any impact on its
welfare.19 Impacts can be economic, sociopoliti clients. The purpose was to improve their prod
cal, or cultural. Economic impacts include broad ucts and services based on findings from the
changes in economic growth—for example, move assessments. While there are benefits to this
ments from a barter to a monetized economy approach, the following section provides a
(particularly in rural settings), business expan broader discussion on impact assessment and
sion or transformation of enterprises, net gains in research methodologies, some of which may not
income within subsectors of the informal econ be used extensively by individual providers (for
omy, or a reduction in the vulnerability of poor example, RCTs; see box 5.13).
people through consumption smoothing and risk
management. Sociopolitical impact could include
Research
changes in policies that enhance the business
environment or improvements in human devel Generally all research begins with an over
opment indicators within a region (such as arching question that guides the focus, meth
changes in nutrition or educational outcomes). odologies, and tools used to carry out the
Cultural impact may include redistribution of research. The research question may be in the
The audience for microfinance impact assess- The need for cash to smooth consumption
ments is diverse. The original stakeholder and provide working capital trumps all.
group—providers, donors, and academics— Thus the tension persists between credi-
has expanded to include investors, policy bility born of research rigor and useful infor-
makers, and regulators. Yet despite stake- mation. The ongoing, rapid evolution of the
holder diversity, the reasons to invest in industry has fed the need to prove impact.
impact assessment have not changed that Rigorous approaches to research are seen as
much. Proving impact was, and still is, needed essential to generating credible results, and,
to justify the allocation of public and private consequently, interest in conducting RCTs
resources. However, impact assessments has exploded. An important pool of knowl-
can also play a role in market research because edge has thus been generated, albeit one that
client data can help providers to improve their seems disconnected from the dynamics of
products and services. These two agendas the industry or institutional practicalities of
form the prove-improve continuum that delivering services.
guides the design and use of assessment. Despite several recognized “good” and
For those seeking to prove impact, the credible studies, the industry still has much
methodological challenges of causality, selec- progress to make. While it is no longer a
tion bias, and fungibility of money persist. In single-product industry focused exclusively on
the mid-1990s, these difficulties led some to working capital loans, the bulk of impact
reject impact assessment, arguing that those assessments still addresses the effects of
who want to prove the causal relationship microcredit. Recognition of market segmenta-
between microcredit and poverty alleviation tion and product differentiation has yet to
face an uphill battle. Instead, they proposed spawn products and services that respond to
easier, more practical proxies. Early advocates clients’ changing life-cycle requirements.
of commercialization, for example, argued Broader impact assessment and financial
that repeat loans are a good indicator of the inclusion studies are needed.
positive value that borrowers ascribe to micro- What has perhaps changed is how impact
credit and can serve as a reasonable proxy for assessment findings have played out in the
difficult-to-obtain impact data. In the interven- public arena. As the audience has grown, this
ing years, both arguments have shown their information has, in some countries, become
weaknesses, the welfare effects of access to more politicized, and the results of the new cri-
credit have proven marginal, and repeat bor- tiques have been co-opted by politicians to the
rowing reflects the scarcity of capital available detriment of providers and their clients. The
to low-income populations more than the microfinance crisis in India between 2009 and
appropriateness of the products they use. 2011 reflected this misalignment of interests.
Source: Monique Cohen, Microfinance Opportunities.
form of a hypothesis, which is a proposed will lead to a lower incidence of theft (Nelson
explanation for a phenomenon or a presumed n.d.). A hypothesis can be confirmed, denied,
correlation between cause and effect—for or proposed for further investigation via qual
example, the provision of payment services itative or quantitative research. A research
PRAs are derived from classic sociological and anthropological approaches in that they involve
the use of semistructured interviews with key informants, participant observation, and the
methodological principles of triangulation and open-endedness. However, compared to tradi-
tional approaches, PRA techniques are more interactive. Workshop activities engage respon-
dents by using drawings, stories, and theater, encouraging them to identify significant changes
that have occurred in their lives as a result of access to financial services. PRAs use the following
techniques:
• Social mapping and modeling drawn by participants, indicating which institutions and struc-
tures of their community are important in their lives
• Seasonality maps or calendars, allowing communities to show how various phenomena in
their lives vary over the course of a year
• Daily time-use analysis to track how participants use their time, allowing participants and
researchers to obtain a sense of responsibilities, challenges, and opportunities for structuring
interventions
• Participatory linkage diagrams, showing chains of causality
• Venn diagrams, showing the relative importance of different institutions or individuals in the
community
• Wealth ranking
• Product attribute ranking
• Life-cycle needs analysis
• Cash mobility mapping, providing an understanding of where the community goes to
acquire or spend cash (markets, wage labor, cooperatives) and leading into a discussion of
supply and demand.
Source: Ledgerwood 1998.
with both groups, and results are compared to the use of a financial service should affect both
show what happened as a result of using the populations equally, so any difference in how
financial services and what happened in the these populations change over time can be
absence of using them. attributed to the effects of the financial services
Quasi-experimental studies are nonrandom being studied.
ized, while experimental methods, or RCTs, ran No one method is perfect, however, because
domly assign groups or individuals to treatment various methodological challenges are inherent
or control groups. While no one can ever know in research:
what would have happened to a specific individ
ual had they not participated in an intervention, • Attribution. The difficulty of attributing
a random control group forms a counterfactual changes to a specific activity (access to or use
(what would have happened in the absence of of financial services), given the complexity of
whatever is being studied) for the group of indi environments shaped by an array of factors,
viduals or households who use the service or including economic forces, social and cultural
receive the benefit. Changes that are not due to norms, and the political climate
One significant issue to consider is the ability of a study design to prove causation or eliminate
outside factors that could otherwise explain the results. A useful way to think about the link
between methodologies and their ability to prove causation is to consider where the methodol-
ogy would fall on a spectrum, as shown in figure B5.15.1. The farther the methodology is to the
right-side arrow, the better it proves causality, and the farther it is to the left-side arrow, the less
it proves causality and only shows association (or correlation). In general, the more rigorous the
method, the more likely that cause can be attributed to the intervention.
ASSOCIATION CAUSALITY
Source: Gash 2012; provided by Kathleen Odell, Brennan School of Business, Dominican University.
Quasi-experimental and nonexperimental studies indicate where impact may lie and help to
identify important questions that can be answered more confidently with experimental studies.
They are more flexible in terms of identifying unanticipated impacts and can sometimes more
easily incorporate the context of the situation. Their results can also hint at the “why” of results
that are not explained otherwise. The longer-term nonexperimental studies give us an idea of
additional impacts that may emerge as participants use services for longer than the one- to
three-year span of some RCTs. On a practical level, quasi-experimental and nonexperimental
studies can be less expensive and easier to implement. Quasi- and nonexperimental studies, or
even monitoring systems, can be used to check for similar results elsewhere. In essence, all
three designs complement each other by filling in gaps and triangulating data.
Source: Gash 2012.
Mixed Methods
Poverty Assessment Tools
A combination of quantitative and qualitative
methodologies often provides more comprehen Poverty assessment tools (or calibrated income
sive findings than one approach alone. Mixed proxy tools) are used to determine the poverty
methods can be carried out simultaneously, using levels of groups or individuals being studied.23
different research teams or mixed methods in one While most often associated with social perfor
study. For example, combining quantitative mance monitoring, they are discussed here
household surveys to track changes with qualita because they are often used in various research
tive focus group discussions and key informant efforts (for example, financial landscape studies
interviews expands the understanding of contex or impact assessments) to assess the level of pov
tual factors and may lead to unexpected ideas. erty of a group being studied. They allow
A mixed approach can also be sequential. researchers (or providers or others) to estimate
Qualitative work can inform what questions the rate of poverty incidence in a population
should be measured with quantitative work or (or their clients) without having to measure
explore unusual findings from quantitative stud income or consumption directly through time-
ies. Different studies can build on one another in consuming household budget surveys.
expected or unexpected ways. For example, qual Poverty assessment tools include short, coun
itative studies indicate that SG members seem to try-specific surveys with indicators that have
increase their saving rates from the first to the been identified as the best predictors of whether a
second cycle because, by the end of the first cycle, given set of households is very poor, according to
members have come to trust the model, under the legislative definition of extreme poverty
standing that they are able both to save and to applicable to the country in question. Once the
earn profits on their savings. However, comple gathered data are entered into a template, soft
mentary quantitative data show that this increase ware can estimate the share of households living
in saving from the first to the second cycle is much below the applicable poverty line. The construc
stronger for the first group in the village than for tion of the tool relies on a set of indicators that are
later groups in the same village. Having learned correlated most strongly with poverty in the
from the experiences of the first group, later nationally representative expenditure surveys.
groups understand better how the model works Each tool is meant to be administered by mini
and tend to start out with higher saving rates and mally trained staff in 20 minutes or less.
thus do not experience as great an increase Table 5.2 presents an overview of poverty
(Cojocaru and Matuszeski 2011). assessment tools commonly used in microfinance
All research benefits from triangulation— to measure absolute and relative poverty. Absolute
that is, checking data with respondents and measures classify people as poor or nonpoor in
cross-checking the information with others to relation to a defined poverty line (national or
confirm different points of view of the same international, like purchasing power parity of
Randomized control Uses structured Regarded as the Difficult to design and administer if the Useful for measuring the effects of
trials (RCTs) comparing surveys to measure most rigorous treatment group is self-selecting (that is, specific innovations where
treatment and control variables and changes statistical method; buying a service). In the case of a self- randomization is possible and for
groups attributable to the avoids “selection selecting treatment group, encouragement measuring the impact variables of
steps in a bias” because the design can be used, which allows anyone to interest (for example, specific
presuggested chain of treatment and take up the treatment, but randomly products or services such as
results when samples control groups are assigns the encouragement. Study savings accounts, weather
are sufficiently large identical on average questions cannot be changed mid-study insurance)
Quasi-experimental Uses structured More approximate in Easier to implement than RCTs; results are Similar to RCTs, useful for
research comparing surveys to measure that the control similar, but control group is not a perfect investigating specific interventions
before and after changes attributable to groups method is counterfactual because it is not randomly and where the sample is
characteristics in a step in the results not an exact control selected. The costs of the survey design, sufficiently large but, for
treatment and control chain; could be useful implementation, and analysis are identical operational reasons, RCTs are
groups (before-after for pilot projects for RCTs and for nonrandom control not feasible
with control group; groups. Careful design and measurement
also control variables are needed to ensure accuracy. Not valid
before-after studies) when the control group is significantly
different from the treatment group,
especially with regard to underlying
trends in both groups
Participatory Used where the Might be the only Might be subjective, open to bias Useful for understanding access to
approaches (for change in behavior way to show and use of financial services at the
example, focus might have been attribution; can local level; complements RCTs in
groups) caused by different uncover understanding causal pathways
factors unanticipated
impacts
Opinions of key Might be used when Low cost Might be influenced by interviewer; open Especially useful for understanding
informants and expert the key change is to subjective interpretation processes of policy change and
interviews driven by one person where causes of market changes
(for example, policy are being established (for example,
change) demonstration effects) and are
necessary for assessing
development of rules and
supporting functions
Case studies analyzing Used where qualitative Low cost; can be a Might not represent the universe of Very useful at all stages of logic
changes in behavior understanding is good indication of beneficiaries; can be time-consuming; model or results chain and
and performance needed to interpret attribution, if well might be influenced by interviewers especially important for
quantitative data designed and understanding changing patterns of
executed use by clients
139
Grameen Estimates the % of poor Country-specific poverty Scorecard can be Good balance of ease of Makes no urban-rural
Foundation clients, based on one or scorecard with 10 questions applied to a sample of use and accuracy; can be distinction;b not
Progress out of two poverty lines and (socioeconomic indicators clients or to the entire used for targeting and available for all
Poverty Index the probability of an that correlate with poverty); client base; for assessing changes in countries; validity of
(PPI) individual falling below indicators are derived from implemented by field poverty levels; a results indicators changes
the poverty line; large-scale nationally staff and can be used can be compared across over time
measures absolute representative surveys before, during, or after regions
poverty service delivery
USAID poverty Estimates the % of poor Country-specific poverty Scorecard can be Good balance of Data cannot be
assessment tool clients, based on one or scorecard of 16–33 questions applied to a sample of accuracy and ease of disaggregated and are
(USAID PAT) two poverty lines; (socioeconomic indicators clients or to the entire use; results can be not available for all
provides an absolute that correlate with poverty); clientele; implemented compared across countries; validity of
measure of poverty indicators are derived from preferably after clients countries and regions indicators changes
large nationally join the program over time
representative surveys
FINCA client Broad client assessment; A 130-question survey Surveys a sample of Provides a Relies on clients’ recall
assessment tool allows classification of divided in sections: clients, interviewed comprehensive of past expenditures to
(FCAT) the population according demographic and loan at periodic intervals assessment of clients’ measure poverty levels,
to different poverty lines, information, household well-being and a fair which is prone to
based on expenditure characteristics, expenditures, amount of information measurement errors
data; provides an assets, access to facilities that can be used for
absolute measure of (water, electricity, health management
poverty care), business types, and
client satisfaction and exit
CGAP poverty Assesses the poverty Questionnaire includes a Surveys a sample of Uses multidimensional Lengthy survey;
assessment tool levels of MFI clients range of indicators (adapted 200 clients and 300 definition of poverty demanding of technical
(CGAP PAT) compared to nonclients to local context): nonclients; input (highly qualified
within the operational demographic characteristics; implemented by staff) that does not
The New Microfinance Handbook
area of an MFI, based on housing quality; assets (type, external consultants build internal capacity
a multidimensional number, and value); for future in-house
index; provides a relative educational level and replication
measure of poverty; can occupation of family
use secondary data to members; food security and
put relative measures vulnerability; household
into a regional, national, expenditures on clothing
or even international and footwear (poverty
context benchmark)
Measuring Financial Inclusion and Assessing Impact
Housing index Identifies poor Uses a simple index that is MFI staff visit the Easy to verify; can be Limited definition of
households in relation to adapted to the local communities and used for targeting, poverty; accuracy
the community where conditions, in terms of apply the index to monitoring, and depends on the actual
they live, based on the housing conditions identify potential assessment link between poverty
structure and conditions clients; applied before status and housing
of their dwelling; or after service conditions
provides a relative delivery
measure of poverty
Means test Assesses the level of Uses household surveys Short interviews Combines simple Indicators may or may
poverty of households with a small number of easily conducted by field indicators with short not be closely linked to
based on a composite verifiable indicators; includes staff with all potential survey and standard poverty; accuracy is
index; provides a relative asset ownership (land, clients; applied before scoring system, unknown
measure of poverty livestock, radio, television), or after service simplifying
sociodemographic delivery implementation; good
characteristics, and others for targeting, monitoring,
and assessing
Participatory Identifies the poor in a Involves mapping the Participatory appraisal Provides a rich picture of Requires staff with
wealth ranking community, based on community, ranking carried out in the livelihood strategies, strong participatory
community perceptions individuals by level of wealth, community; facilitated nature, and causes of facilitation skills;
of wealth (measures triangulating results, and by experts and MFI poverty; can be highly accuracy is unknown
relative poverty) classifying individuals staff before or after correlated with national
the program; 100–500 poverty lines
households
Source: Ines Arevalo, consultant to the Aga Khan Agency for Microfinance drawing from Social Performance Task Force (2009); CGAP (2003); IFAD (2006); Simanowitz,
Nkuna, and Kasim (2000); SEEP Network (2008); www.progressoutofpoverty.org; www.povertytools.org; http://www.microfinancegateway.org/p/site/m/template.rc/
1.11.48260/1.26.9234/
a. Does not establish causality.
b. While the urban-rural indicator has been tested for power of prediction, it has never been included in a PPI. It was found that adding a rural-urban indicator did not
improve the PPI accuracy as much as other indicators that are also correlated with the geographic location of the household (including ownership of agricultural land, type
of dwelling, access to electricity). Geographic variation has also been accounted for by adjusting the poverty line that is used to construct the scorecard to the cost of
living in different regions of a country (Grameen Foundation 2008, 13; personal communication with Mark Schreiner).
141
US$1.25 a day). Relative measures classify people robust relationship be expected. In general,
in relation to other people of the same community this over-simplification of the definition of pov
or geographic area. Absolute measures allow erty leads to less accurate assessments. Other
comparisons across providers, countries, and so tools rely on a wider set of indicators (for exam
forth and are useful for impact assessment (Zeller ple, participatory wealth ranking), but these are
2004). In general, tools that measure absolute derived subjectively, which means that the rate
poverty perform better at the aggregate level— of poverty cannot be compared across regions.
that is, they are more accurate when they mea An important caveat applying to most tools
sure the rate of poverty in a group of people and included in table 5.2 is their validity over time.
not the poverty status of an individual. If the pur As the underlying relationship between the set
pose is to target beneficiaries, relative measures of indicators and poverty changes, the accuracy
are a better alternative. However, the Progress of the tool is reduced. This means that tools need
out of Poverty Index (PPI) of the Grameen to be updated (more recent national surveys
Foundation, unlike the poverty assessment tool need to be conducted in the case of PPI and PAT
(PAT) of the USAID or the client assessment tool or the participatory wealth ranking exercise
(FCAT) of the Foundation for International needs to be conducted again) and extra effort
Community Assistance (FINCA), which all made to allow inference of conclusions from the
measure absolute poverty, can also be used for application of the tools to different points in
targeting because of the methodology used to time.
derive the indicators.
None of the tools included in the table uses
income as an indicator of well-being, as con
Notes
sumption is generally considered a better indica 1. http://www.cgap.org/p/site/c/template
tor of welfare than income and is preferred as a .rc/1.26.14235/.
poverty measurement.24 Of the tools presented in 2. www.theMIX.org.
table 5.2, two attempt to measure expenditure as 3. www.finscope.co.za.
well (FCAT and CGAP PAT). However, large 4. http://data.worldbank.org/data-catalog/
samples and advanced techniques that do not rely financial_inclusion.
on recall over large periods of time are required to 5. For example, see http://www.themix.org/
reduce the error in estimations. To overcome this publications/microbanking-bulletin/2012/
issue, most tools use indicators that are correlated 02/over-indebtedness-and-investment-
with poverty, such as household characteristics, microfinance.
dwelling structure, ownership of assets, human 6. Regulated financial service providers are
capital, and access to service facilities (Zeller required to report to central banks, but their
2004). reporting is not standardized across countries.
The two tools whose set of indicators has The reporting of unregulated providers can be
the strongest correlation with poverty are the especially complicated. Credit unions often
report to their own apex body. Mobile money
Grameen Foundation’s PPI and USAID’s PAT,
providers are governed by specific legislation
as they derive the final set of indicators from
and thus may or may not be captured in
large nationally representative income and reports from regulators. Further, there is no
expenditure household surveys. Other tools systematic method for tracking outreach and
such as a housing index rely on a single indica contribution to financial inclusion of NGOs
tor to predict poverty; only when there is a very and non-bank financial institutions (Linthorst
strong correlation with that one indicator can a and Gaul 2011).
FINANCIAL SERVICE
PROVIDERS
CHAPTER 6
Community-Based Providers
Candace Nelson
“There are many devices for turning small savings Informal financial services tend to be flexible,
into usefully large lump sums—the main money- convenient, and close to where the poor live; how-
management task of the poor. Most of it is done in ever, they may not always be available when or in
the informal sector” (Rutherford 2009). People the amounts needed. As discussed in chapter 1,
often borrow from or save with a friend or a rela- informal financial service providers are referred
tive to help smooth cash flow, take advantage of to as community-based providers (see figure 6.1).
an opportunity, prepare for a life-cycle event, or Community-based providers offer flexible ser-
address an emergency. Informal groups, formed vices that can accommodate uncertain cash flows
for the purposes of mutual aid or savings and and provide discipline to encourage r egular sav-
credit, are also common. An early analysis of ings and loan payments. One of the greatest
the Global Financial Inclusion (Global Findex) benefits of community-based providers is acces-
database 2012 reports, “Community-based sav- sibility, determined by both proximity and prod-
ings methods such as savings clubs are widely uct features (for example, minimal administrative
used in some parts of the world but most com- procedures, no collateral requirements, low trans-
monly in Sub-Saharan Africa. Among those who action costs, flexible terms) that suit the needs of
reported any savings activity in the past 12 months, poor women and men. However, limited product
48 percent reported using community-based sav- offerings and potential unreliability are some of
ings methods”; of these, 34 percent reported hav- their disadvantages. Somewhat more so than
ing saved using only a community savings club institutional providers (discussed in chapter 7),
(that is, not in addition to a formal account) community-based providers are vulnerable to
(Demirgüç-Kunt and Klapper 2012). collapse or fraud, whether because of corruption,
Community-based groups
Individuals Indigenous groups: Registered institutions Regulated institutions
Moneylenders ROSCAs, ASCAs Financial cooperatives Deposit-taking MFIs
Deposit collectors Burial societies SACCOs Savings and postal banks
Pawnbrokers Facilitated groups: Suppliers, buyers State banks
Traders CVECAs NGO MFIs Commercial microfinance banks
Shop owners Savings groups Mutual insurers Non-bank financial institutions
Friends, Family Self-help groups Money transfer companies Commercial insurers
Financial service associations Mobile network operatorsa
Level of formalization
Note: ROSCAs = rotating savings and credit associations; ASCAs = accumulating savings and credit associations; CVECAs = caisses
villageoises d’épargne et de crédit autogérées; SACCOs = savings and credit cooperatives.
a. Mobile network operators are regulated as communication companies; most are not licensed to provide financial services.
lack of discipline, or collective shocks—for exam- type of expense, such as a funeral). Group
ple, a natural disaster or a bad harvest (Robinson members determine the rules that govern the
2001). Borrowing from family and friends can also group.
be associated with stigma or loss of dignity, espe- Facilitated providers are groups (not individu-
cially if borrowers become dependent on others als) that receive external training or assistance,
or over-indebted (Ruthven 2002). typically provided by nongovernmental organiza-
Informal or community-based financial ser- tions (NGOs) or government, to develop and
vice providers can be divided into two broad implement a process for saving and lending. Many
categories: indigenous and facilitated. forms of facilitated groups have been introduced
Indigenous providers, both individuals and over the years, but perhaps the largest, most well-
groups, emerge within communities with no known are India’s Self-Help Groups (SHGs).
external input or training. Individual providers Most facilitated groups follow a set of procedures
such as moneylenders generally offer basic designed to help them to save regularly, pool their
credit services using their own capital. As local savings, and make loans. Some operate solely
residents, they offer convenience and a rapid within their community; others federate, borrow
response. Indigenous groups are different; from banks to on-lend to their members, and take
their most common goal is to combine small on other development activities in addition to
sums into bigger ones, the purpose of which financial services. Despite their diversity, facili-
varies with the type of group. A rotating savings tated groups serve people who typically may not
and credit association (ROSCA) pools money to have access to other financial services. They have
circulate among the members in turn, while a a relationship with an external facilitator (often
mutual aid society pools member contributions time-bound) that introduces an approach or
to have funds available to respond to unex- model with procedures and systems to guide their
pected or emergency expenses (often a specific financial activities.
Ghana is home to a large number of susu col- basis. The susu club is a variation on this col-
lectors in the informal sector who go door to lection system, wherein members go to a
door collecting savings for a fee, mostly from designated place on a scheduled day of the
female market vendors and microentrepre- week to deposit their savings with the susu
neurs. Susu collectors have an average of collector, who uses the group format to ser-
150–200 clients and collect deposits at vice a much larger number of clients.
homes within the village on a daily or weekly
Source: Gallardo 2001.
More sophisticated informal systems exist the payment to the beneficiary upon sub-
under different names around the world, mission of the code.
including hundi (South Asia), fei-chen (China), After the transfer, hawaladars settle
hui kwan (Hong Kong SAR, China), padala accounts through payment in cash or in
(the Philippines), phei kwan (Thailand), and goods and services. They are remunerated by
hawala (the Middle East). Many of these systems, senders through a fee or an exchange rate
such as those common in African mineral- spread. Hawaladars often exploit fluctuations
exporting countries like Angola, evolved as in demand for different currencies, which
mechanisms for financing trade and transfer- enables them to offer customers better rates
ring net funds against the movement of than those offered by banks (most of which
goods. only conduct transactions at authorized rates
The hawala system used in the greater of exchange). Since many hawaladars are also
Middle East is representative of how such involved in businesses where money trans-
systems work. Typically, a migrant makes a fers are necessary, such as commodity
payment to an agent (hawaladar) in the coun- trading, transfer services fit well into their
try where he works and lives, and the existing activities. Remittances and business
hawaladar provides a code to authenticate transfers are processed through the same
the transaction. The hawaladar asks his bank accounts, incurring few, if any, additional
counterpart at the receiving end to make operational costs.
Source: Isern, Deshpande, and Van Doom 2005.
In northern India, the good ASCA leaders • They take top-up contributions, often
and bookkeepers are known in the commu- Rs100 per share, during start-up.
nity, so setting up a new ASCA involves little • During lean seasons members can defer
more than identifying reliable members contributions by converting the required
with a shared need for financial services. savings amount into short-term loans of up
Furthermore, ASCAs have adopted several to two months.
measures to address the seasonality of rural • They are much stricter about loan repay-
cash flows: ment at the end of the cycle (usually
another surplus season) than they are in
• They start operations during surplus
the middle.
seasons.
Source: Abhijit and Matthews 2009.
still community-based, they are larger and behave associated with costly life-cycle events. Regular
more like financial cooperatives, remaining rela- meetings keep financial management at the front
tively informal. They generally rely on ongoing of members’ minds, leading them to think criti-
external management, unlike other community- cally about their fiscal behavior. In short, they
based groups, where the facilitation process nor- learn by doing in a relatively safe and reliable
mally ends (although SHGs may also require environment. Yet some advocates believe that
ongoing assistance). facilitated financial groups can do more to
By offering financial services to members, improve members’ financial capabilities and
many of whom have had limited access to sav- thereby increase financial inclusion. Offering
ings and loans, these facilitated groups support financial education to group members is a proac-
financial inclusion. In the process, they also tive strategy that can enhance the benefits of
build members’ financial capability. Through facilitated groups. Financial education intro-
participation in groups, members have an oppor- duces people to good money management prac-
tunity to save and borrow, to generate more sta- tices with respect to earning, spending, saving,
ble cash flows, and to manage the challenges borrowing, and investing. Thus there is a natural
SGs are ultimately created to provide financial a ctivity truly benefit members and constitute
services. However, where launched, they an appropriate role for the NGO to play, or is
have grown, through external facilitation and it a way for the NGO to attract additional
spontaneous replication, into a visible net- funding?). Will it undermine the indepen-
work of rural groups that increasingly serve dence of Savings Groups? Additional costs,
as a platform for other development (non- ongoing dependency on external service pro-
financial) services. They are natural vehicles viders, diversion of group funds to the “ex-
for initiatives ranging from agricultural pro- tra” service(s), and spreading of group re-
duction and crop marketing to training in sources (members’ time, energy, focus, and
business skills, literacy, and health. Yet the funds) too thinly are risks that practitioners
addition of nonfinancial services to SGs is must consider. Furthermore, with limited
not straightforward. It is important to resources, facilitating agencies face the
determine whether the “add-on” is truly
difficult choice b
etween strengthening exist-
driven by demand and to examine the ing Savings Groups with additional program-
incentives for adding it (that is, does the ming or creating new ones.
Source: Ashe and Nelson 2012; Rippey and Fowler 2011.
Field research in Kenya found that SGs replicate “spontaneously” without any external facilita-
tion in the following ways:
• Fission of large groups. As groups add members, they get unwieldy and sometimes split into
two or more groups.
• Splinter groups. Members object to some aspect of their group and start a new one.
• Social entrepreneurs. Dynamic group members form additional groups, usually as a civic
service, but sometimes for a fee.
• ROSCA upgrading. An SG member introduces the approach to her ROSCA or another group.
• Natal village. Women who move to their husband’s village visit their families back home and
introduce the SG model.
• Inspired by. Neighbors carefully observe meetings and copy the procedures.
• Clusters. Groups often meet at the same time and in the same place, forming a cluster of
groups. The visibility and dynamism of clusters attract new members, encouraging the
formation of new groups.
Source: Rippey and O’Dell 2010; Digital Divide Data 2011.
In India, the Aga Khan Foundation initially which they work are prepared from the begin-
operated its SG program through local partner ning for the eventuality that they will assume
NGOs using paid staff. However, as the pro- responsibility for paying the private service
gram matured, the local partners began using provider.
CBTs to ensure continued expansion and sus- In western Kenya CARE piloted the use of
tainability. CBTs are remunerated at a rate of independent contractors—both individual entre
Rs 1 per member per meeting and are paid preneurs and faith-based organizations—
exclusively by members of the groups they that contracted their own CBTs to mobilize
mobilize and train. The funds are deposited in and train SGs in return for a fee per successful
a separate bag held in the cash box and may group trained. The pilot dramatically reduced
be withdrawn by the CBT at any meeting. the cost per member trained, and the critical
In Kenya, Uganda, and Tanzania, Catholic mass of SGs created under the project has
Relief Services has built a private commer- raised their visibility, whereby communities
cial system for training and supporting SGs. are slowly agreeing to pay the trainers to help
It hires field agents who spend one year them to establish their own groups. Further
learning to perform their duties. After a rigorous demand for CBT services comes from exist-
certification process, these agents become ing groups seeking intermittent assistance
private service providers. The communities in even after graduation.
Source: David Panetta, Aga Khan Foundation; Ferrand 2011.
voluntary replication to spur group expansion lockbox, at significant risk.4 However, the need
(Ferrand 2011). for formal savings vehicles to manage liquidity
may exist throughout the cycle; according to
Financial Linkages SAVIX, in the first quarter of 2012, globally,
Although advocates of SGs have championed loans outstanding represented only 53.2 percent
their simplicity—locally based, accessible, of total performing assets of SGs, indicating that
transparent, autonomous financial service pro- there may be significant excess liquidity.5
viders that are free of debt obligations to exter- Innovations are emerging that will enable SGs
nal lenders—as groups mature, access to formal to deposit excess liquidity through members’
financial services may be important. SGs do mobile phones (see box 6.7).
not, nor are they designed to, meet all the finan- While SGs have been linked to other financial
cial needs of their members, and some of their service providers for savings, credit, payments,
limitations can be addressed by linking to for- and, in some cases, insurance products, the wis-
mal financial service providers. Among the dom and benefits of doing so are still debated.6
most urgent needs is the ability to store cash Advocates suggest that such financial linkages
assets safely; this arises primarily near the end put Savings Groups one step higher on the ladder
of a cycle, when all loans are due in anticipation to formal financial inclusion, while others are
of the share-out. At this time, groups have been concerned about elite capture, loss of autonomy,
known to hold thousands of dollars in their and group sustainability, arguing that SGs are
A partnership between CARE, Equity Bank, and allows groups the same type of secure mobile
Orange allows CARE Savings Groups in Kenya access.
to open an Equity Bank account (pamoja) and The second feature, which was in the final
deposit cash into an interest-bearing group stage of testing in 2012, is that all group mem-
savings account without visiting a physical bers can register their cell phones enabling
branch. This is made possible by the extensive them to receive a text message announcing
network of Equity Bank and Orange agents any transaction made to the group account.
throughout Kenya. This assures them that no one has tampered
To ensure account security, CARE, Orange, with the group’s resources between
and Equity Bank developed a first-of-its-kind meetings.
security verification system that requires Equity Bank’s pamoja savings account of-
three members to provide personal identifica- fers a safe place to save, a 2.5 percent annual
tion numbers for every transaction—the elec- interest rate, no account maintenance or
tronic equivalent of the three-padlock metal deposit fees, and minimal withdrawal fees.
lockbox that prevents any one person from SGs have 24-hour access to their accounts us-
accessing the group’s cash. Although individu- ing the Eazzy 24/7 mobile phone platform.
als have accessed bank accounts with mobile Using the same system, Equity will soon offer
phones before, this is the first system that loans to SGs.
Source: CARE 2012; www.savings-revolution.org.
In a program of the Oriental Bank of Commerce loans to cover the costs of funds, support
in India, the only role of the bank’s Rudrapur services, and overhead. Individual “facilitators”
branch is to service SHGs. The branch’s two provide day-to-day transaction and bookkeep-
officers oversee about 1,000 five-member ing services directly to groups. Each facilitator
SHGs and perform most support functions. is contracted by about 200 SHGs and is paid
The bank charges groups 11 percent a year on 1 percent of each group’s outstanding loans.
Source: Isern et al. 2007.
active in village affairs, stand for local election, tribes. Self-Help Groups are often single-caste
or take action to address social or community groups. A study of 214 SHGs in four states found
issues, such as the abuse of women, alcohol, the that two-thirds of the groups sampled are single
dowry system, schools, and local water supply caste, reflecting both the practical advantages of
(Sinha et al. 2010). neighborhood proximity and the greater ease of
Self-Help Groups have achieved impressive organizing people by affinity (EDA Rural Systems
outreach—by 2010, nearly 7 million groups and APMAS 2006). The formation of SHGs—in
were serving more than 80 million members, which villages and with whom—is influenced by
making them the dominant form of microfi- the targeting policies of the self-help promotional
nance in India and perhaps the world. Although institutions. Some target only poor areas and poor
pioneered by NGOs, the SHG model was taken people, some have a softer target of some poor
to scale by the National Bank for Agriculture people, and some pursue a community-inclusive
and Rural Development (NABARD), a govern- approach (EDA Rural Systems and APMAS 2006).
ment wholesale lender, through its flagship
Self-Help Group Bank Linkage Program, intro- Self-Help Group Methodology
duced in 1992 (Lee 2010).7 The potential for Members join SHGs both to save (at least initially)
this relationship was catalyzed by govern- and to access loans. During the initial months,
ment-mandated, priority sector lending for members focus on building the group fund to
banks (40 percent of all bank credit must be increase the amount available for internal lending
lent to borrowers from priority sectors such as and, more important, to become eligible for larger,
agriculture, microenterprises, and low-income external loans. Once the group has saved the
populations). Banks, most of which are govern- amount that the bank requires to access whole-
ment owned, maintain an active presence in sale loans, members often stop saving with the
densely populated rural areas, facilitating group (Isern et al. 2007).
access by rural clients.8 Since launching the An SHG typically qualifies for a bank loan
program, NABARD has lent billions of dollars after it has deposited savings with the bank for a
to hundreds of banks to on-lend to SHGs, sig- minimum of six months. Banks make one loan to
nificantly expanding their number. the group, which on-lends to members. Initial
SHG membership is open to all and covers all loans usually start at Rs 10,000 (about US$186
social groups, including scheduled castes and as of October 2012), with repayment within six
Sudesh is a “promoting individual” who works manager said that he needed a few groups,
directly with more than 30 SHGs, most of so I gave him a few [in exchange for Rs 800
which she has “given” to a local bank manager for each SHG]; then DRDA [the District
or a government program to contribute to their Rural Development Agency] needed some
targets: groups, so I gave them some [also for Rs
800 for each SHG]. Now, DRDA’s targets
I was leader of a group under the govern-
are achieved, so they don’t need any more
ment’s program. The staff asked me to
groups, and the banker needs SHGs from
form a few more groups in my village . . .
time to time. I still have eight groups. I
Since then, I have promoted more than
charge each group Rs 20 a month for writ-
30 groups in neighboring villages. This is
ing the records, which gives me a good
my main job, since I am working with all
income.
these groups at the same time. The bank
Source: EDA Rural Systems and APMAS 2006.
Several key factors, rooted in India’s banking large-scale employment guarantee scheme
policies, explain how SHGs have flourished, delivers payments through them; social
engaging more than 70 million people. First, campaigns by local leaders use them as
the Reserve Bank of India mandates that their organizational base; and politicians of
banks must have 40 percent of their portfolios all parties and ideologies woo them in an
in a “priority sector,” and SHGs are one of the effort to influence opinion and win elec-
options for meeting these requirements. tions. From the top levels of government
Second, a NABARD directive in 1993 allowed policy and planning through to the local pan-
informal, unregistered SHGs to be treated as chayat (village government), SHGs have
“legal persons,” enabling banks to open become one of the most visible platforms
accounts and transact business with them. for women’s development and empower-
Overall, approximately 70 percent of SHGs ment; they are a household name for public
are linked to a bank for loans, and more than and development programs alike.
16 percent of all bank lending to priority sec- SHGs represent a counterpoint in the
tors is done through them. microfinance world—a model that is owned
As one of India’s national flagship pro- and managed by the members themselves,
grams, SHGs are a key government strategy encompassing a large set of small, decentral-
for offering financial services to unbanked ized, informal cooperative organizations,
communities and expanding financial inclu- enabled, actively supported, promoted, and
sion, particularly directed toward women. resourced by the state, with women as its
Perhaps more important, they are increas- central focus. However, the realization of this
ingly used to deliver many other develop- vision varies significantly: Some civil society
ment schemes and programs. As a organizations and women’s initiatives empha-
result, they have become much more than size “self-help” and empowerment; others
informal financial groups. Many are engaged focus on a more minimalist financial inclusion
collectively in common livelihoods, market- numbers game, with greater emphasis on
ing, and procurement activities. Health and delivering loans. Capacity and performance
nutrition workers use them to deliver ser- vary vastly. While the SHG model is relatively
vices; SHGs often double as the local simple, its implementation has evolved in
water management committee; schemes complex ways, and the groups have become
for low-cost housing, pensions, and group important institutions for social, political, and
insurance are delivered through them; a economic participation.
Source: Anuj Jain, Coady Institute.
In Kenya, the K-Rep Development Agency KFS also assists with market research and
(KDA) promotes FSAs; from 1997 until 2007, 77 product development, strategic planning,
associations with a total of 34,000 members business development, branding, and mar-
were established in 17 districts—including the keting. The aim is to achieve sustainable
far north, where agro-ecological conditions are management and oversight. Marked improve-
very challenging, livelihoods are predominantly ment in performance has led to increased
livestock based, and population densities community confidence in and use of FSAs. In
are low. With support from the Financial 2012 the KFS network included 44 FSAs,
Sector Deepening Project, the KDA regis- totaling approximately 122,000 members.
tered K-Rep Fedha Services (KFS), a limited FSD Kenya estimates that there are an addi-
liability company, to provide both manage- tional 80,000 members in 40 associations
ment services and supervision to the associ- outside of the KFS network.
ations for a fee. In addition to training, the
Source: FSD Kenya 2007; communication with Felistus Mbole, Financial Sector Deepening Project, June 2012.
Institutional Providers
Joanna Ledgerwood
Chapter 1 provides an overview of the types of financial services to poor women and men include
financial service providers within the core of the nongovernmental organization (NGO) microfi-
financial ecosystem. Chapter 6 focuses on nance institutions (MFIs), financial cooperatives,
community-based providers that operate primar- formal commercial microfinance banks, special-
ily in the informal sector. This chapter focuses on ized MFIs and other non-bank financial institu-
institutional providers—those that are more for- tions (NBFIs) such as insurance and leasing
mal in nature; that is, they generally have brick companies, as well as payment service providers.
and mortar branches (but not always), incur They can be found on the right side of figure 7.1.
operating expenses, generate revenue, maintain These institutions differ in their organiza-
financial accounts (including producing financial tional structure and governance, the types of
statements), and are usually registered and often products and services offered, their legal form,
regulated. and the associated supervision by authorities.
A financial institution is a collection of Although they may lack the flexibility and prox-
assets—human, financial, and other—combined imity of community-based providers, they often
to perform activities such as granting loans, can offer a broader variety of products and ser-
underwriting insurance, or mobilizing deposits. vices. The types of financial products and services
Projects are not institutions—institutions serve that a provider offers are influenced by its legal
a permanent function within the core of a mar- structure and related regulation (if applicable),
ket system. Financial institutions that provide capacity, mandate, and target market. Most, but
Contributions to this chapter were made by Julie Earne and Peter McConaghy.
Level of formalization
Note: ROSCAs = rotating savings and credit associations; ASCAs = accumulating savings and credit associations; CVECAs = caisses
villageoises d’épargne et de crédit autogérées; SACCOs = savings and credit cooperatives.
a. Mobile network operators are regulated as communication companies; most are not licensed to provide financial services.
not all, financial service providers provide while microfinance banks tend to take a few years
credit—either to their members, as with financial to break even because they need to invest in infra-
cooperatives, or to the public at-large, as with structure and develop their market. To date,
banks and NGOs. Most nonregulated institutions microinsurance providers have found it very diffi-
and even some regulated NBFIs (finance compa- cult to reach sustainability.
nies, insurance companies) are generally not This chapter discusses the types of institutions
allowed to mobilize and intermediate savings that provide financial services to poor women
from the public. However, financial cooperatives and men. Institutional management issues, such
can normally intermediate deposits within their as human resource management, product devel-
membership. Although some banks, MFIs, and opment, social performance monitoring, and
cooperatives sell insurance, this product is largely financial reporting and risk management, are dis-
restricted to insurance companies, as is insurance cussed in chapters 14 and 15.
underwriting. In some countries, banks, regu-
lated MFIs, and some mobile network operators,
Characteristics of Financial
in addition to institutions licensed as money
Institutions
transfer companies, provide payment services
and other transaction accounts. Institutional pro- A financial institution’s structure is determined
viders generally require more sophisticated oper- by its legal form, its ownership and governance
ations than informal providers, which often mean structure, the degree to which it is supervised by
professional staff and relatively more complex the state, and the types of clients it serves. These,
systems. The financial sustainability and inde- in turn, influence an institution’s product offer-
pendence of different providers vary primarily in ing, financial management, reporting needs,
relation to time and, in some cases, objectives. funding sources, and overall financial sustainabil-
NGO MFIs and transforming MFIs take time to ity and independence. Table 7.1 summarizes the
reach sustainability, depending on their target key characteristics of institutional financial ser-
market, support provided, and overall mission, vice providers.
Financial Registered Credit unions Owned by Board of A range of Basic savings Professionally Equity Medium to high
cooperatives with central may be members directors or clients, and credit, managed to provided depending on
authority regulated; management depending although varying from member capacity of
oversight by committee on members inherently degrees; contributions; management
specialized elected by savings led report to deposits and and governing
body members supervisory some body
authorities external debt
NGO MFIs Registered Not No owners, Board of Poor, Traditionally Professionally Grants and Low to medium
and as an NGO, regulated; strong directors, “unbanked” credit led; managed to debt from (high costs and
multipurpose not-for-profit may be ownership appointed by clients; for multipurpose varying development lack of
NGOs institution, or subject to characteristics founders and multipurpose NGOs degrees; may institutions, separation of
company government among funders NGOs, generally add need to report foundations, activities can
limited by oversight founders and various financial to registration socially delay or prevent
guarantee board target clients services to body responsible sustainability of
and other investors, or financial
beneficiaries activities aggregators activities)
Deposit- Licensed as Regulated Mostly private Board of Unserved or Credit, Professionally Mix of equity Varied, costs to
taking MFIs a bank or and shareholders; directors underserved savings, managed; and debt transform can
other form as supervised some appointed by individuals or insurance, report to financing be high;
per by central development shareholders micro or payment central bank from both ongoing costs
regulatory bank, banks as small services; or supervisory private and of regulatory
requirements ministry, or a initial businesses terms may be authority public requirements
specialized shareholders modified for sources, can be high
body client needs deposits
NBFIs: credit Licensed as Regulated by Mix of public Board of Clients vary Range from Professionally Mix of equity Medium to high;
companies, an NBFI or central bank and private directors depending credit only, managed; and debt initial support
insurance modified or specialized shareholders; appointed by on type of leasing, report to financing may be required
companies, financial body or by sometimes shareholders products (for insurance; supervisory from both depending on
leasing institution one or more other financial example, normally not authority private and target market
companies (determined government institutions or credit or able to public
by country- units other insurance) intermediate sources
specific legal companies deposits
charter)
Suppliers, Registered Credit Varies; can be Varies Rural Basic credit Little formal Funding from High
wholesale as a services owner farmers embedded in structure, working sustainability
buyers, company generally not operated or purchases provider capital; may
processors under regulated part of larger driven have debt
primary company
business
Rural, Licensed as Regulated by Shareholders, Board of Broad target Primarily Professionally Equity and Medium to high
savings or a bank central bank government directors group: poor savings; wide managed to debt
postal banks or specialized and/or private appointed by and nonpoor; distribution varying financing,
body or by shareholders generally network degrees; generally
one or more rural leveraged for report to from public
government payment regulators sources and
units services savings
State banks Licensed Normally Shareholders, Board of General Varied; some Professionally Public Varied; medium
with the regulated generally directors population; offer a full managed, but funding; debt (benefits from
central and government, appointed, government variety of may be largely public subsidies
authorities; supervised some private influenced by sometimes financial politically sourced from in certain cases
incorporated by the government mandates services, influenced; deposits due to often
as either a central bank poor or rural others focus normally rural distribution
parastatal or focus on agriculture report to network)
shareholding lending regulators
company
Commercial Licensed as Regulated Private Board of Commercial Credit, Professionally Equity and High; with
microfinance a commercial and shareholders directors micro, small, savings, managed; debt from greenfields,
banks bank supervised and some appointed by and medium payments, report to institutional some initial
by central development shareholders enterprise sometimes central bank investors; support
The New Microfinance Handbook
Member-owned and -managed financial ser- system to their own advantage (Johnson
vice providers offer several features that 2004). This arises from a more general set of
appeal to poor people. First, their survival “principal-agent problems” in which the inves-
depends on the degree to which they tors in the organization or the shareholders
respond to their members’ need for financial (the principals) elect a board or committee (the
services. Second, a high degree of client agents) to represent their interests (fiduciary
ownership and participation is present: responsibility). But when these organizations
Users have a direct influence in determining become large and monitoring the performance
the financial services provided, including the of the board becomes more difficult, the board
interest rates charged. (However, flexible may tend to protect its own interests and
terms and conditions require more detailed those of management rather than those of
reports to monitor performance and hence shareholders and the organization as a whole.
higher levels of management skill and stron- This results in the all-too-familiar situation of
ger governance mechanisms.) People assist escalating costs and bad loans to board mem-
one another and offer social support, and bers, which become particularly problematic
when a member has a genuine repayment when board members are net borrowers
problem, the member can appeal for more whose savings cannot cover the loan losses.
time to repay (Johnson 2004). This flexibility These problems are compounded in poorer
means that members are not as frightened areas where people are less well educated
of taking loans from these systems as they and poorly equipped to understand and moni-
would be from other systems; and unlike tor management. Where these systems are
in MFI group-solidarity systems, members most successful, it is often because board
are not forced to make repayments on the members are skilled, such as retired civil
defaulter’s behalf. servants and professionals, and sufficiently
However, the very nature of these advan- concerned about the well-being of the orga-
tages leads to the problems facing user-owned nization. Members often trust community
systems. The element of “negotiability” leaders more than unfamiliar staff at another
allows powerful individuals to manipulate the institution.
Source: Johnson, Malkamaki, and Wanjau 2005.
policies and to participate in nationally sponsored have the requisite skills to supervise financial
services and programs. intermediaries. This general lack of financial
As institutions that intermediate member sav- oversight coupled with weak governance can
ings, larger cooperatives are normally supervised. compromise the safety and soundness of
The level and structure of supervision varies sig- financial cooperatives, which is especially prob-
nificantly from country to country (see chapter 17). lematic when poor people’s savings are at risk.
In many countries, the authorities charged with Although many still struggle with poor manage-
overseeing cooperatives of all kinds—agricultural, ment, financial cooperatives are significant
marketing, transport, and others—also supervise providers of financial services in many develop-
financial cooperatives. These entities may not ing countries.
Many NGOs have taken different routes over Numerous institutional incentives are
the past decade, with some of the larger and associated with becoming a deposit-taking
more professional organizations transforming institution. Client satisfaction is improved
into deposit-taking institutions. The transfor- when the range of products is broad; and
mation process is difficult and has proven to deposits offer a stable base of local currency
be extremely time-consuming and expensive. funding. In addition, rigorous reporting to a
Thus it is not for the majority of NGO MFIs. regulator facilitates increased transparency
Assuming that the proper regulatory frame- and increased access to diversified investors
work is in place, an NGO MFI must modify its and funding sources. There are trade-offs,
governance structure, develop savings prod- however. Many institutions target large depos-
ucts, and design new operating processes its, which are generally less expensive to
and procedures. These processes include mobilize but can be less stable than small
both front-office operations—those that inter- local deposits and may undermine the original
face with clients—as well as back-office oper- purpose of transforming; however, mobilizing
ations, including accounting, reporting, and only small deposits generally entails high
treasury. In addition, upgrading infrastructure costs and therefore is not feasible. Some
such as banking halls and vaults to comply institutions struggle for years to implement
with banking regulations, developing manage- appropriate information systems to facilitate
ment information services capable of accepting deposits, and many underestimate
reporting to regulators, and capturing data
competition in the formal sector. In addition,
associated with savings products are all formal reporting to investors, regulators, and a
crucial activities for a successful transforma- board of directors is substantially greater for
tion. Furthermore, MFIs must hire and train deposit-taking institutions. Many MFIs find it
new staff for savings products, and they often difficult to keep up with the volume of report-
hire new senior management with experience ing and level of detail required of regulated
managing a regulated institution. financial institutions.
Source: Ledgerwood and White 2006.
NBFI than as a bank, because minimum capital are licensed and regulated by the banking
requirements are lower and because there is less authorities and are generally privately owned.
systemic risk as there is no (for the most part) Although most leasing companies do not focus
intermediation of deposits. on the poor (there are few microleasing compa-
nies), many types of providers are beginning to
Leasing Companies add leasing products. Because the lease is
Leasing companies and hire-purchase compa- granted based on cash flow with the asset itself
nies finance fixed assets such as equipment or as security, leasing provides entrepreneurs with
heavy-duty vehicles and mostly provide credit financial resources to start a business on a lim-
under financial lease contracts. Under a leasing ited budget or to increase productivity through
model, the leasing company retains ownership of new capital investments. Leasing requires pro-
the leased asset, which is generally used as col- cesses and systems that accommodate asset
lateral for the transaction. Leasing companies ownership and residual value, specific taxation,
Many MFIs in India operate as for-profit NBFIs. and cannot issue checks, and (3) deposit insur-
Under Indian law, an NBFI is a company regis- ance facilities are not available. NBFIs regis-
tered under the Company’s Act of 1956 and tered with the central authorities are classified
engaged in the business of loans and advances as an asset finance company, an investment
and the acquisition of shares, stocks, bonds, company, or a loan company. An asset finance
debentures, and securities issued by the gov- company, the most common type of NBFI, is
ernment or a local authority. a financial institution whose principal business
Banks differ from NBFIs: (1) NBFIs cannot is the financing of physical assets such as
accept demand deposits, (2) they are not a automobiles, tractors, lathe machines, or gen-
part of the payment and settlement system erators to support productive activities.
Source: India Microfinance Editorial Team 2009.
In March 2002 one of Mexico’s largest retail- which were previously issued by Elektrafin,
ers for electronics and household goods, the financing unit of Grupo Elektra’s retail
Grupo Elektra, received a banking license. In stores. These loans averaged US$250.
October 2002 it launched Banco Azteca, open- Although tied to merchandise, they could be
ing 815 branches in all Grupo Elektra stores. used for business purposes such as the pur-
From the outset, Banco Azteca targeted chase of a new sewing machine or a refrigera-
low- and middle-income customers, histori- tor that could be used to start or sustain a
cally underserved by the traditional banking microbusiness. In 2003 Azteca started offer-
industry. Azteca began offering savings ing US$500 consumer loans not tied to mer-
accounts that could be opened with as little chandise. These amounts were comparable in
as US$5. Within the first month, 157,000 size to loans offered by several microfinance
accounts were opened, increasing to 250,000 organizations, which in 2002 amounted to
accounts by the end of December 2002. At its about US$360 on average. Toward the end of
opening in October 2002, Banco Azteca also 2003, Azteca also expanded into the mort-
took over the issuance of installment loans, gage and insurance business.
Source: Bruhn and Love 2009.
which ensures that the term “bank” is reserved owned, member owned, or privately owned and
for certain types of financial institutions. Although are normally licensed and supervised by the bank-
microfinance banks share features of standard ing authorities. They are relatively small institu-
commercial or retail banks, lending and outreach tions, but large enough to support professional
are targeted to customers not normally reached management and staff. They are normally
by traditional formal financial institutions. restricted to a certain geographic area and may be
limited in the products they can offer. They gener-
Rural and Community Banks ally provide products similar to commercial banks,
Rural and community banks operate in rural areas, including short- and long-term savings products
providing primarily savings services and agricul- (sometimes with overdraft facilities) and invest-
tural loans, reflecting the main economic activity ment and consumption loans, often focused on
in rural areas. Rural banks can be government agriculture and trading. Rural banks may also be
As a network, rural and community banks are and 680,000 borrowers. Although the service
the largest providers of formal financial ser- delivery of the network has been strong, its
vices in Ghana’s rural areas. By the end of financial performance has been mixed. The
2008, Ghana had 127 rural and community profitability and net worth of the network have
banks, with 584 service outlets, representing grown, but the financial performance of some
about half of the total banking outlets in the members has been poor, and a small number
country, reaching about 2.8 million depositors are insolvent.
Source: Nair and Fissha 2010.
Of the 155,000 post office branches in India for Rs 3.4 trillion in deposits (more than US$75.6
reported in March 2008, more than 98 percent billion, 42.9 percent of what banks held). Even
offer some type of savings services. The post more encouraging for financial inclusion is that,
office controlled 174.7 million savings accounts unlike banks, 89.8 percent of all post offices are
(or 40.7 percent of what banks held), accounting located in rural areas.
Source: Linder 2010a.
The large branch and agency networks of payment systems, thus leveraging the postal
postal banks offer valuable channels for inter- banks’ networks. The Kenya Post Office
national and domestic money transfers. Savings Bank has partnered with Citibank and
Using a postal bank’s network, the govern- Stanbic Bank to do this. The network could
ment and other institutions can pay salaries also provide valuable outlets and agencies for
and pensions and individuals can pay school insurance products, as insurance companies
fees and transfer allowances to pupils in increasingly examine the low-income mass
remote areas that are not being served by market and develop products for it. However,
commercial banks. For example, in Kenya the challenges of successful linkages and
about 55 percent of the allowances for uni- strategic alliances should not be understated;
versity students in public universities and to date, few examples have reached signifi-
50 percent of government pensions are paid cant scale.
through the Kenya Post Office Savings Bank As postal banks start the process of reengi-
(Robinson and Anyango 2003). Postal banks neering themselves and their business, the
often attract young people and students— threat of brand confusion with the post office
either as parents seek to open a low-cost will grow in importance. The Kenya Post Office
bank account for their children or as govern- Savings Bank suffered damage to its reputa-
ments seek to pay student allowances across tion as a result of being confused with the post
the country. office and its poor service quality. Postal banks
Significant opportunities exist for postal often also suffer from serious overstaffing,
banks to become profitable, modern, partly as a result of their manual operations
client-responsive organizations. Postal banks and past politicization of appointments. This
have large networks of branches, giving them phenomenon means that, at some levels,
a comparative advantage over commercial postal banks not only have too many staff, but
banks and creating the potential for offering also do not have the appropriate skills to man-
e-banking solutions. The postal bank networks age cash balances and the treasury, with the
also have a comparative advantage over shops result that savers must often travel to larger
or other agent locations. They are permitted to centers to withdraw cash. Furthermore, most
accept deposits and utility bill payments, are postal banks are required by their enabling acts
used to handling remittances and manage or laws to invest mainly in government instru-
money, and in many cases have greater liquid- ments. Often state corporations cannot
ity than shops with limited turnover. Indeed, in borrow without the approval of the share-
some countries, the central bank authorities holder—the government—which guarantees
do not permit shops or others to offer even a the amount borrowed. This can result in bud-
basic withdrawal service. Strategic alliances getary constraints. Fluctuating interest rates
with other banks can allow postal banks to on treasury bills have meant significant vari-
offer withdrawal and deposit services through ances in annual profits and in the capacity to
point-of-sale devices or mobile phone–based carry out major projects.
Source: Wright, Koigi, and Kihwele 2006.
Khan Bank was established in 1991 from the the loan portfolio grew from US$9 million to
assets of the former state bank with the spe- US$149 million. In 2006, 76 percent of the
cific goal of serving the rural sector. In 1999 the loan portfolio was in rural areas, business
World Bank made reforming Khan Bank a con- loans accounted for 45 percent, consumer
dition of its Financial Sector Adjustment Credit loans for 28 percent, and agricultural loans for
Program for Mongolia, and the U.S. Agency for 26 percent. The portfolio at risk over 30 days
International Development agreed to fund was only 2.5 percent. During the initial transi-
external support to manage Khan Bank. tion period, Khan Bank focused on simple,
Management’s mission was to (1) restore standardized products in rural areas. It piloted
financial soundness to Khan Bank, (2) bring new products in selected urban branches,
financial services to the country’s rural popula- only rolling them out once they proved viable.
tion, and (3) prepare Khan Bank to operate Over time Khan Bank increased its range of
independently as a precursor to privatization. products and now offers a wide range of loan,
After being placed in receivership in 2000, deposit, and money transfer services. Loan
the bank was recapitalized, put under a products range from express micro loans and
restructuring plan, and successfully privatized small and medium enterprise loans to crop
in 2003. From December 2001 to June 2006, and herder credit.
Source: DAI 2007; ADB 2007.
In 1983 Bank Rakyat Indonesia (BRI) began shares of BRI to the public in an initial public
the transformation from a dispenser of subsi- offering. Listing on the Indonesian Stock
dized agricultural credit to a self-financed Exchange brought a new level of reporting
microbanking network with ever-growing and transparency as well as a true double bot-
deposits, loan portfolios, profits, and outreach tom line, with public investors expecting a
to the lower segment of the market. In 1997 return on their shares, while the government
and 1998 the Asian financial crisis destroyed maintained majority ownership as protection
much of the commercial sector in Indonesia against purely commercial motives.
and almost wiped out the country’s banking BRI became the most profitable bank
industry. However, BRI was one of the state- in Indonesia in 2007 and the largest bank in
owned banks exempted from closure. It was terms of loan portfolio size in April 2008. In
restructured through a massive recapitaliza- 2010 it purchased Bank Agroniaga in an effort
tion effort in 2000, and in 2003 the govern- to expand its footprint in the agribusiness
ment of Indonesia offered 40 percent of the sector.
Source: Seibel and Ozaki 2009.
SACCO Link is a partnership in Kenya that has access their cash through Co-Operative Bank of
increased linkages within the formal financial Kenya’s ATMs as well as any Visa-branded ATM.
sector. The SACCO Link service has helped It links many rural cooperative members with
SACCOs to enhance the sophistication of finan- the larger financial sector. The SACCOs pay for
cial services they offer to members. The SACCO connectivity, software upgrades, and a bridge
Link debit card enables SACCO members to to connect to the bank’s system (integrator).
Source: Co-Operative Bank of Kenya 2008.
To reach out to the low-income market, Allianz, may not have identity cards, do not know their
a commercial insurance company, looked for rights, and could not enforce them even if
partners with established networks in rural ar- they did. In a “cascade of trust,” Allianz relies
eas. It teamed up with PlaNet Guarantee, an on PlaNet Guarantee’s knowledge of local
international organization that promotes micro- MFIs and ability to manage microinsurance;
insurance across Africa. PlaNet Guarantee PlaNet Guarantee trusts the reliability of
has brokered nine partnerships for Allianz in Allianz; CAURIE trusts the advice of PlaNet
different African countries. Partners are MFIs Guarantee; the loan officers trust CAURIE;
that secure their credits with standard credit and the women in the village banks trust their
life insurance. CAURIE, Allianz’s partner in loan officers. Information about insurance and
Senegal, provides credit to 21,000 women in Allianz products in particular is handed down
275 village banks. Within each village bank, the this cascade.
women split up into solidarity groups of be To provide even better service in the
tween 3 and 10 women. To avoid the burden future, PlaNet Guarantee and Allianz initiated
that the death of a member can put on the dialogues with 300 microcredit clients through
whole group, the MFI added compulsory local NGOs. Customers help loan officers to
credit life insurance to its product. understand their needs beyond individual life
With this new service, CAURIE’s loan offi- insurance—such as coverage for the death of
cers had to learn how to explain microinsur- a family member and the associated funeral
ance. They found that the benefit of insurance costs or health expenses. This information
is much harder to convey than the benefit of helps Allianz to develop new products that will
credit, because customers pay up-front for a create additional value for these customers. In
specific future event that may or may not Senegal Allianz added a livelihood component
happen—for example, the death of the
to its life insurance pro duct. The insurance
insured. If that event does not happen, there pays out a fixed sum for each day a borrower
is no payout. Moreover, customers have to is unable to work to cover lost income.
trust that the insurer will keep its promise. Although not yet a full-blown health insur-
Formal contracts are worth little in villages ance, the daily allowance is large enough to
where people often do not have addresses, cover smaller medical expenses.
Source: Allianz 2010.
recently, through Internet networks or mobile internationally for people who are unbanked or
network operators (MNOs) and other third-party for people who prefer not to use either the formal
providers. These payment services typically banking system or informal systems. They trans-
require the use of a cash-in, cash-out location fer funds through electronic funds transfer (EFT)
whereby the customer making the transfer brings networks. The sender visits the company’s retail
cash to the office of the provider or the location of or affiliated agent’s location, submits the transfer
an affiliated agent. amount, and pays the fee, at which point the funds
Money transfer companies are commercial are transferred and the recipient is informed by
networks that transfer funds domestically and telephone or text message. The recipient is then
Two of the largest players in the money transfer Both Western Union and MoneyGram
industry are Western Union and MoneyGram. have increasingly offered retail and agent loca-
In 2012, Western Union had approximately tions in developing countries, while at the
510,000 agent locations in 200 countries and same time targeting members of diaspora
territories, allowing consumers to send money communities who frequently send money
worldwide through retail or agent locations, back to their home countries. Migrant workers
including convenience stores, kiosks, and the seeking economic opportunity in urban areas
postal service. Similarly, in 2012 MoneyGram away from home also provide a natural target
had more than 275,000 locations in 194 coun- market because many migrant laborers do not
tries. Each company earned significant profits. use banks.
Source: Isern, Deshpande, and Van Doom 2005; Wikipedia.org/wiki/moneygram; corporate.westernunion.com/
news_media_corporate.html.
FINANCIAL SERVICES
AND DELIVERY
CHANNELS
CHAPTER 8
Savings Services
Joanna Ledgerwood
Voluntary savings mobilization from the pub- and operations that improve productivity and
lic is not a matter of adding a few products to contribute to higher incomes. Savings also help to
a microcredit organization. If successful, it manage shocks through providing resources dur-
inevitably and irreversibly changes the insti- ing times of crisis (figure 8.1). In recent years the
tution, though not its mission. Those that are volume of demand and consumer preference for
not prepared for such changes should not safe and convenient savings services has been
undertake to collect savings from the public. increasingly acknowledged, outdating a previous,
However, those that are willing and able to widely held view that the poor do not save.
make the changes needed to overcome the “The poor need savings services that allow
risks can profitably attain wide outreach as them to (1) deposit small, variable amounts fre-
financial intermediaries and can serve as quently and (2) access larger sums in the short,
models of the industry for other institutions. medium, or long term (Rutherford 2009). Like
—Robinson (2006) everyone else, they demand a portfolio of savings
products that offer differing terms of access and
Demand for savings services is diverse and robust.
generate differing returns” (CGAP 2005, p. 3). In
A small amount of savings in a secure place can
some cases, poor people need highly liquid ser-
provide resources to manage consumption needs,
vices, for example, to cope with emergencies or to
smooth irregular income, cover expenditures for
take advantage of an investment opportunity. For
health and education, or provide the capital nec-
other purposes, they prefer illiquid options to pro-
essary to invest in household assets or new tools
tect their savings and instill discipline, particularly
(a) Enhance productivity (b) Smooth consumption (c) Protect against shocks
Income
Income
Income
Time Time Time
if they are saving to purchase an asset or pay an save in small amounts, making the transaction
upcoming expense such as school fees. Savings costs proportionately even higher. Products may
services also help to keep savings secure, espe- have complicated procedures and requirements
cially when receiving lump sums such as at har- that are difficult for poor people to meet, such as
vest time or through a remittance (CGAP 2005). minimum balances or formal identification;
This chapter provides an overview of savings intimidating banking facilities and procedures
services, primarily from an institutional perspec- can potentially make poor savers feel disre-
tive focusing on the institutional capacity spected (Frankiewicz and Churchill 2011).
required, the range of clients served, the added Although informal saving mechanisms have
complexity to operations when mobilizing depos- drawbacks, because of the difficulties in access-
its, and a brief discussion of savings products. It ing formal providers, many poor women and
will be of interest to practitioners, donors, and men continue to save informally (see box 8.1; see
regulators, particularly those interested in adding also chapter 2).
savings services for the poor. Saving in cash at home or with neighbors or
friends is the most liquid and accessible form of
savings but also the most vulnerable to pressure
Savings Services in the
for unintended or unnecessary expenditures and
Community
at the most risk of theft. To avoid such risk, many
Poor people often rank convenience, access, and choose to save in kind—storing value in grain, ani-
security over interest earnings, with proximity mals, or jewelry—or through savings clubs or
being key. For these reasons, poor savers have deposit collectors found in the local community.
persistently chosen to save in the informal sec- Often women will save a store of food (such as
tor. Banks typically have limited rural infrastruc- rice) with a neighbor for use at a time when food
ture, and many find it difficult to serve small, is scarce. These arrangements are generally recip-
often isolated savers profitably. Furthermore, for rocal between households and build on the trust
clients, accessing savings services from formal and social capital within communities. Saving in
institutions often requires time and high trans- livestock is common as well and can provide
action costs such as transportation, identifica- short-term income from the sale of products such
tion, registration, and opportunity costs. As well, as milk, eggs, or wool. In addition, selling animals
given low and irregular incomes, poor people can support the need for medium-term lump
sums. Yet saving in kind is not always safe and also be inflexible (for example, ROSCAs) and
often not very liquid as market demand and val- result in a negative return (for example, deposit
ues fluctuate. There are also costs associated with collectors),1 and money may not be accessible
saving in livestock because animals require food, when needed (for example, ASCAs).
water, grazing land, and shelter—costs that add to
household financial pressures. Saving in jewelry
Institutional Savings Services
is popular in many cultures because it is transfer-
able into cash and can be used to maintain value Formal providers are beginning to make impor-
during a period of inflation. However, jewelry can tant progress in reaching lower-income markets
also fluctuate in value and poses a high risk of with savings services. When savings services are
theft and fraud (Robinson 2004). offered by institutional providers, they are gener-
Saving clubs such as rotating savings and credit ally referred to as deposits. Savings is a more gen-
associations (ROSCAs), accumulating savings and eral term used when discussing a broad set of
credit associations (ASCAs), deposit collectors, activities related to holding assets stored by oth-
and others in the community are used frequently ers; deposits are the portion of savings held in
(see chapter 6). These offer more security than financial institutions (CGAP 2005). Mobilizing
keeping cash or other assets at home and instill deposits is very different from providing credit
discipline with mandatory regular deposits (daily, and much more difficult. Whereas lenders must
weekly, biweekly, or monthly). However, they can select borrowers whom they trust to repay the
To ensure depositors develop a trust relationship with the institution, providers must do the
following:
• Deliver on promises, even if they seem insignificant or have no direct connection to a savings
product; failure to deliver will create the impression the provider is unreliable.
• Serve customers in an efficient, friendly, and responsive manner.
• Provide well-defined and transparent services.
• Create a secure, attractive, and professional appearance.
• Hire and promote managers who demonstrate professionalism and are perceived by clients
to be strong, risk-conscious, and trustworthy.
• Make withdrawals simple and easy to access.
• Develop marketing campaigns and promotional materials that communicate safety, reliability,
transparency, and a long-term commitment to the community.
• Make public relations an important component of the institution’s marketing strategy.
• Provide financial counseling or financial education to increase clients’ understanding of
the benefits of saving and the measures the provider is taking to ensure the safety of their
funds.
Source: Frankiewicz and Churchill 2011.
“For many years, product design was clients; information systems, space use,
neglected in microfinance. Now the pendu- asset-liability management, liquidity, and
lum has swung, and product design is too cash management; efficiency of operations
often overemphasized by managers who (for example, short waiting periods for savers
sometimes appear to think that the race is who want to deposit or withdraw); quality of
won by the provider with the largest number administration; quality of the loan portfolio;
of products. Well-designed savings products trustworthiness of the institution; and many
are essential, but they are only one element other factors are crucial to capturing and
in a much larger set of requirements for suc- maintaining public savings. Getting the struc-
cessful mobilization of savings from the ture and operations of these interlinkages
public—many of which tend to be overlooked right—which requires experienced, skilled
as increasing emphasis has been placed on management at all levels—is far more impor-
designing multiple products. Product deliv- tant than a wide range of products. The race
ery is far more difficult than product design. is generally won by the institution that dem-
Convenience of branch location and opening onstrates the best delivery of a few well-
hours; attitudes of managers and staff toward chosen products.”
Source: Robinson 2006.
Opportunity Bank Malawi offers a savings agreement between the parents and the
account designed for parents and guardians bank to use the savings to pay for their chil-
with school-age children called Tsogolo dren’s education. Parents can open the
Langa. The account allows parents to more account and voluntarily deposit money into
easily pay school fees and other related it if the beneficiary child is a student at any
expenditures and to keep their money safe of the bank’s approved schools. The account
until the fees are due, ideally allowing chil- offers no service charges and makes fee
dren to go to school continuously. The payments directly to the school on behalf of
account features include a minimum bal- the depositor. Interest is paid on a monthly
ance of MK 300 (US$1.85) and a contractual basis.
Source: Opportunity Bank Malawi, http://www.oibm.mw/index.php/deposit-products/62-tsogolo-langa-account.
The Central de Cooperativas de Ahorro y farmers receive. Credit unions work with
Crèdito Financieras de Nicaragua (CCACN) farmer members to open a savings account
is a second-tier network of Nicaraguan and deposit the proceeds from each harvest
credit unions. CCACN developed a time and then work with each farmer to identify
deposit product called “Agriculture Salary” his or her individual expenses and deter-
with a twist. Rather than receive all the pro- mine an appropriate “salary”—a portion of
ceeds of an annual or semiannual harvest harvest proceeds on deposit combined with
as a lump sum all at once, the goal of the interest—to be withdrawn from the credit
product is to smooth the flow of income union each month.
Source: WOCCU 2003.
In 2001 Grameen Bank began to offer long- Deposits are made during the weekly
term savings products for the poor. Terms are meetings that all Grameen members are
5 or 10 years, and equal monthly deposits are obliged to attend. Grameen thus uses its own
made in sums as little as US$1. Interest on the “agents,” because the agents are also credit
10-year term is paid at 12 percent per annum. officers. After five years, in 2005 GPS had
This is about 8 percent in real terms and gener- attracted more than 3 million accounts holding
ous compared with rates offered by commer- approximately US$83 million. By the end of
cial banks for similar products. (This has led to October 2011 the balance was Tk 38.87 billion
increased demand from nonpoor households (US$513 million).
to obtain Grameen membership and brings Understanding precisely why the product
into question the profitability of the product.) is so popular is complicated by the fact that all
The depositor gets almost twice the amount borrowers with a loan of more than US$125
of money she saved at the end of the period. are required to hold a minimum-value GPS
The matured sum may be taken in cash or as account. Nevertheless, many savers hold
monthly income. Savers may also transfer the more than one account, suggesting that the
sum into one of Grameen’s fixed deposits. product is valued for its own sake.
Source: Frankiewicz and Churchill 2011, adapted from Roth, McCord, and Liber 2007; http://www.grameen-info
.org/index.php?option=com_content&task=view&id=26&Itemid=0.
Credit
Joanna Ledgerwood and Julie Earne
Credit products offer clients the ability to bor- requirements (to ensure repayment). The core
row money in exchange for an agreement to components of a loan are size, term, repayment
repay the funds with interest and/or fees at some terms, lending methodology, collateral or secu-
future point(s) in time. Credit products range rity, and pricing.
from working capital loans, emergency and con- Loan sizes vary depending on need and can be
sumption loans, to leasing products and housing as low as US$5 from a community-based pro-
loans. They are found at the core of the financial vider to upwards of US$20,000 or more for an
market system. individual business loan or housing loan. Loan
This chapter provides a brief overview of sizes can increase over time based on client
lending products including product characteris- needs, debt capacity, and credit history; loans
tics, pricing, methodologies for determining the should not increase simply as a function of con-
effective cost of borrowing, and the most preva- tinued borrowing.
lent credit products accessed by poor people Loan term (or tenor) refers to the length of
today. It will be of interest to practitioners, time the loan is intended to be outstanding. Most
donors, and others wanting to support outreach microfinance loan terms range from three months
of credit to the poor. to one year, although terms can be up to three
years or longer. Group loans tend to have short
Characteristics of Credit Products maturities given they are normally small and
Loans are structured based on client demand, sometimes provided to clients without a credit
capabilities of the provider, and risk management history. Agriculture loans may have longer terms
Credit 213
to match the planting and harvest period, while individuals and, in some cases, whether they
housing loans may be even longer due to their must adhere to Islamic banking principles. The
larger size and purpose. Given the higher risk lending methodology chosen greatly influences
associated with a longer term, loan terms can product design, client selection, the application
increase as clients establish a track record. and approval process, loan repayment, and mon-
Repayment terms affect the credit risk, trans- itoring and portfolio management. Lending
action costs, and accessibility of loan products. methodology also impacts the institutional
Loans are usually designed to be repaid in peri- structure and staff requirements, including
odic (often equal) installments over the loan term training and compensation.
or at the end as a lump sum, ideally matched to
the borrowers’ cash flows. Loan payments (usu- Group Lending
ally comprising principal plus interest but can be Group-based approaches lend either to the group
interest only if the principal is paid all at the end) itself as one loan, to individuals who are members
can be made in weekly, biweekly, or monthly of a group, or to groups who then on-lend individ-
installments depending on the loan structure, or ually to the members. Group lending reduces
can be a lump-sum payment at the end of the transaction costs and risks to providers and often
term. The frequency of loan payments depends facilitates greater access to financial services for
on the needs of the client and the ability of the those who are difficult and expensive to reach,
provider to ensure repayment and manage liquid- including remote, rural populations, those with
ity. A grace period (period of time between the low debt capacity, and those who have no collateral
disbursement and first repayment) may also be or credit history. The group mechanism effectively
provided, especially with agriculture loans to shifts the bulk of the responsibility for screening,
allow for planting. monitoring, and enforcement from the provider to
More frequent repayments serve to reduce the borrowers, and thus some of the costs.
credit risk but in turn can increase the transaction Some of the most well-known group lending
costs and may make loans less accessible for bor- methodologies include the following:
rowers in remote areas or those with infrequent
cash flows. Depending on how, when, and where • Grameen—five-person subgroups, six of which
payments are made, the risk of default may make up a center of 30 individual borrowers;
increase if the borrower is not able to manage the subgroups guarantee each other’s loans,
larger installments or a final lump sum. and the center provides a secondary guarantee.
Loan products must be well structured to meet
client needs and provided in a safe, transparent • Solidarity groups—three to 10 people per
manner. For example, it is imperative that provid- group, each guaranteeing each other’s individ-
ers effectively assess debt capacity to ensure that ual loans.
clients borrow amounts they can afford to repay • Village banks—15 to 50 people who form a “vil-
on time. When clients are unable to repay, provid- lage bank” that makes individual loans to the
ers should have policies that support delinquent members of the village bank. In some cases
borrowers and limit further harm while still pooled member savings may be loaned to
ensuring a strong repayment discipline. members within the group; such loans are
referred to as “internal account” loans.
Lending Methodology
Lending methodologies differ with respect Disadvantages of the group approach include
to whether loans are made to groups or to higher transaction costs for clients due to time
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Psychometric testing is a newer form of client creditors. Other Islamic banking principles state
evaluation and is in the early stages of develop- that (1) all financial transactions must be linked
ment. Psychometric evaluations involve asking a to a “real” economic activity involving tangible
series of questions that evaluate the potential bor- assets and (2) funds may not be invested in activ-
rower’s attitude and outlook, ability, and charac- ities inconsistent with Sharia (alcohol, pork, or
ter in an effort to predict creditworthiness.2 These gambling). Furthermore, contracts must reflect
tests are processed by specialized companies and mutual agreement; all parties must have precise
attempt to measure credit risk without depending knowledge of the product or service being
on formal financial accounts, business plans, or bought or sold (Karim et al. 2008).
collateral. There are various types of Islamic microfi-
nance lending contracts. Murabaha sale is a
Islamic Lending cost-plus-markup sale contract that requires the
Islamic banking requires special lending method- financial service provider to purchase the asset,
ologies.3 Islamic (or Sharia-compliant) financial as requested by the client, and sell it to them at a
principles strictly prohibit giving or receiving any predetermined markup to pay for the service
fixed, predetermined rate of return on financial provided (see box 9.1). Contracts can also be
transactions (Karim et al. 2008). Because Islamic developed as profit and loss sharing schemes:
law forbids gains on lending money, Islamic Musharaka refers to equity participation in a
loans are often treated more like equity than debt business with parties sharing the profits or losses
with lenders considered investors rather than according to a predetermined ratio. Musharaka
Credit 217
the return that could be earned otherwise. This be fixed for the term of the loan. The effective
needs to be considered in calculating the cost of price is increased when a fee is charged in addi-
the loan for the borrower. Compulsory savings, tion to interest. Fees are generally charged on the
however, also provide a means of building assets initial amount of the loan disbursed and may be
for clients; not all providers view compulsory sav- expressed as a percentage of the loan amount or
ings as strictly an alternative form of collateral. an absolute amount to cover the cost of making
A variation of compulsory savings is for bor- the loan. Other costs to the client such as trans-
rowers to pay additional interest each month and, port costs to visit the provider, costs to obtain
provided they have made full, on-time payments documentation such as identification or property
each month, the additional amount is returned to rights, child care, and time away from business all
them. For example, at the Bank Rakyat Indonesia, contribute to the total cost of credit for the bor-
this is referred to as a “prompt payment incentive” rower but are generally not expressed in the price
and results in the borrower receiving a lump sum of the loan and do not generate revenue for the
at the end of the loan term. This benefits the bor- lender.
rower and provides a concrete incentive to repay
the loan on time, thus benefiting the bank as well. Calculating Interest Rates
Personal guarantees: If borrowers do not have Interest rates can be stated using a declining bal-
the ability to guarantee their loans, they are some- ance method or a flat-rate method. The declining
times able to enlist friends or family members to balance calculates interest as a percentage of the
provide personal guarantees (sometimes referred amount outstanding during the loan term. As the
to as cosigners). This means that in the event of amount of principal declines with each periodic
the inability of the borrower to repay, the person payment, the interest is calculated only on the
who has provided a personal guarantee is respon- remaining amount owed. The flat-rate method
sible for repaying the loan. calculates interest based on the original disbursed
amount (sometimes net of fees). The flat-rate
Loan Pricing method is sometimes preferred by providers for
Revenue on loans is, for the most part, generated the sake of simplicity in calculation; because the
from interest and fees, including in some cases interest payment is the same amount each repay-
penalties for late payments. Revenue needs to ment period, some providers argue that using the
cover various expenses, including operating costs, flat-rate method is easier for staff and clients to
loan loss provisions, and the cost of capital, ideally understand (see box 9.2).
leaving a surplus (profit). Pricing requires a bal- Although many providers use the flat-rate
ance between the need to cover costs through method because it is simple to calculate, it results
revenue with the need for simplicity, transpar- in higher effective rates of interest (and thus
ency, and affordability for clients. For community- higher costs for the borrower) for the same
based lenders who have minimal if any costs, the stated rate compared to interest calculated on a
price for loans is usually set based on demand and declining balance. For example, by month 6 of a
supply. If the price is set too high, there will be 12-month loan for 1,000, the borrower will owe
little demand and therefore minimal returns; if it only 500 (approximately) if he or she has paid in
is set too low, demand will exceed supply. regular weekly installments. At that point, if the
The price of loans is normally stated as a nom- loan price were to be calculated using the declin-
inal interest rate—a percentage of the loan ing balance method, interest would be charged
amount. Interest rates can be flexible and change on only 500 rather than 1,000. (Note that with
depending on market conditions, or, more often, interest paid on the declining balance, a greater
The flat-rate method calculates interest as a percentage of the initial loan amount rather than the
amount outstanding (declining) during the loan term. Using the flat-rate method means that
interest is always calculated on the total amount of the loan initially disbursed, even though
periodic payments cause the outstanding principal to decline.
To calculate interest using the flat-rate method the interest rate is simply multiplied by the
initial amount of the loan. For example, if a provider charges 20 percent interest using the flat-
rate method on a 1,000 loan, the interest payable is 200.
For example, loan amount: 1,000; 12-month loan term; monthly loan payments: 100; interest
rate: 20 percent.
Outstanding
Month Payments Principal Interest balance
0 — — — 1,000.00
1 100 83.33 16.67 916.67
2 100 83.33 16.67 833.34
3 100 83.33 16.67 750.01
4 100 83.33 16.67 666.68
5 100 83.33 16.67 583.35
6 100 83.33 16.67 500.02
7 100 83.33 16.67 416.69
8 100 83.33 16.67 333.36
9 100 83.33 16.67 250.03
10 100 83.33 16.67 166.70
11 100 83.33 16.67 83.37
12 100 83.33 16.67 0.00
Total 1,200 1,000.00 200.00 —
Source: Ledgerwood 1998.
portion of the monthly payment is paid in inter- However, providers should realize that regard-
est during the early months of the loan and a less of the nominal rate quoted, it is important
greater portion of principal is paid toward the that all interest calculations are transparent.
end of the loan. This results in a slightly larger The examples in boxes 9.2 and 9.3 illustrate
amount than half of the principal remaining out- that with all other variables the same, the amount
standing at the midpoint of the loan. In the of interest paid on a loan with interest calculated
example in box 9.3, in month 6, 524.79 is still out- on a declining balance is much lower than that on
standing, not 500.) a loan with interest calculated on a flat-rate basis,
The declining balance method is a fairer way for the same stated rate. To compare rates of
to price loans but more difficult to calculate interest calculated by different methods it is nec-
and may be confusing to borrowers (box 9.3). essary to determine what interest rate would be
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Box 9.3 Declining Balance Method
To calculate interest on the declining balance, a financial calculator is required. On most financial
calculators, present value and payment must be entered with opposite signs; that is, if present value
is positive, payment must be negative, or vice versa. This is because one is a cash inflow and one is
a cash outflow. Financial calculators allow the user to enter different loan variables as follows:
PV = Present value, or the net amount of cash disbursed to the borrower
at the beginning of the loan
i = Interest rate, which must be expressed in same time units as n below
n = Loan term, which must equal the number of payments to be made
PMT = Payment made each period.
In the example above, a one-year loan of 1,000 with monthly payments and 20 percent interest
calculated on the declining balance is computed by entering the following:
PV = –1,000 (enter as negative amount, as it is a cash outflow)
i = 20 percent a year; 1.67 percent a month
n = 12 months
Solve for PMT:
PMT = 92.63.
Total payments equal 1,111.56 (12 months at 92.63).
Total interest is 111.56.
Loan amount: 1,000; 12-month loan term; monthly loan payments: 92.63; interest rate: 20 percent.
A 1,000 loan with 20 percent interest calculated on a declining balance for one year with
monthly payments results in interest of 112 (rounded from 111.56). The same loan with interest
calculated on a flat-rate basis results in interest of 200. To earn interest of 200 on a loan of
1,000 with interest calculated on the declining balance, the interest rate would have to
increase by 15 percentage points to 35 percent (additional interest revenue of 88 based on
interest on a 1,000 loan at 35 percent declining balance results in a total interest cost of 200,
rounded from 199.52).
Interest 35%
Interest 20% Interest Interest declining
declining balance 20% flat Difference 20% flat balance
Actual costs 112 200 88 200 200
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When interest is calculated on the declining Given all the possible variables when structur-
balance and there are no additional financial costs ing loans, numerous examples could be provided
to a loan, the effective interest rate is the same as and the permutations are many. Various sources
the nominal interest rate. Many providers, how- are available that explain in more detail how to
ever, calculate the interest on a flat-rate basis, calculate effective rates, including Rosenberg
charge fees as well as interest, or require borrow- (1996), Ledgerwood (1998), and mftransparency.
ers to maintain savings or contribute to group org. In particular, mftransparency.org provides a
funds (guarantee or insurance funds). downloadable Excel spreadsheet called the
Variables of microloans that influence the “Calculating Transparent Pricing Tool.”4
effective rate include the following: In reality, it is possible for all providers, even
without sophisticated systems, to calculate the
• Nominal interest rate
declining balance interest rate and communicate
• Method of interest calculation: declining bal- the effective interest rate to clients. Using several
ance or flat-rate widely available tools, a provider can amortize
the loan repayment so that each installment is the
• Payment of interest at the beginning of the
same, thus maintaining simplicity for clients who
loan (as a deduction of the amount of principal
want to pay the same installment each period. It is
disbursed to the borrower) or over the term of
used by most, if not all, formal financial institu-
the loan
tions. Also, if all providers used the declining bal-
• Service fees either up front or over the term of ance method, it would enable price competition
the loan based on transparency.5
• Contribution to guarantee, insurance, or group
fund Loan Products
• Compulsory savings or compensating balances As we now know, poor women and men have a
and the corresponding interest paid to the bor- multitude of financial service needs. In addition,
rower either by the provider or another insti- more and more providers acknowledge that
tution (bank or credit union) money is fungible; that is, loans intended for a
• Payment frequency specific purpose may be used for something else
within the household or business. In response
• Loan term providers have expanded their credit product
• Loan amount. offerings to include more than the standard
microenterprise loan for working capital or
When all variables are expressed as a per- fixed assets. Loans are beginning to be made
centage of the loan amount, a change in the available for different purposes, including the
absolute amount of the loan will not change the following:
effective rate.
Calculation of the effective rate demonstrates • Cash flow management (working capital and
how different loan product variables affect the consumption loans)
overall costs and revenues of the loan. Box 9.5
• Risk management (emergency and top-up
illustrates the effect that a change in the loan fee
loans)
and a change in the loan term have on the effec-
tive rate (the examples are calculated on both a • Asset building and productive investment
flat-rate and a declining balance basis). (fixed asset loans, leasing, housing loans).
With all other variables the same, the effective rate for a loan with interest calculated on a flat-
rate basis will be higher than the effective rate for a loan with interest calculated on a declining
balance basis. Fees also increase the effective rate, and if fees are charged, the effective rate is
further increased when the loan term is shortened. This is because fees are calculated on the
initial loan amount regardless of the length of the loan term. If the loan term is shortened, the
same amount of money needs to be paid in a shorter amount of time, thus increasing the effec-
tive rate. (This difference is greatest when a fee is charged on a loan with interest calculated on
the declining balance. The shorter loan term increases the relative percentage of the fee to total
costs.) Similarly, a fee that is based in currency (such as US$25 per loan application) will change
the effective rate if the loan amount is changed; that is, smaller loan amounts with the same fee
(in currency) result in a higher effective rate.
Calculation Effective
20% annual Service Loan term cost per
Fee/Term rate fee (%) (months) month (%) Change (%)
3% fee; 12-month Flat-rate 3 12 3.5
term
Raise fee to 8% Flat-rate 8 12 4.3 ↑ 0.8
Lower term to Flat-rate 3 3 4.0 ↑ 0.5
3 months
3% fee; 12-month Declining 3 12 2.1
term balance
Raise fee to 8% Declining 8 12 2.9 ↑ 0.8
balance
Lower term to Declining 3 3 3.2 ↑ 1.1
3 months balance
Note that the effect of an increase in the fee by 5 percent (to 8 percent) has the same effect
(an increase of 0.8 percent per month in effective rate) whether the loan is calculated on a declin-
ing balance or flat-rate method. This is because the fee is calculated on the initial loan amount.
Source: Ledgerwood 1998.
Credit 223
to access credit as needed up to a certain amount. regular income and assets, and in some cases,
Repayment is often very flexible as well. Interest payment may be delayed until schooling ends.
and fees (if applicable) are paid on the amount Education loans are increasingly linked with
borrowed (or “drawn down”) for as long as it is financial education for youth with the view to
outstanding. Lines of credit, however, require develop financial capable consumers.
management systems that accurately track with- As more stakeholders begin to acknowledge
drawals and payments of the line of credit as well the need for education funding, innovative prod-
as the ability to ensure adequate liquidity at all ucts are being developed (see box 9.6)
times; they are typically available only from com-
mercial providers. Risk Management
Consumption loans: Many households face Emergency loans provide funds on short notice
cash management challenges related to both daily for unanticipated events. They are generally
consumption and larger expenditures for life- offered by community-based providers but are
cycle events such as marriages and funerals, or to becoming more prevalent with institutional pro-
address emergencies or education needs. These viders. Banks sometimes make emergency loans
needs are often best addressed through savings, to clients with whom they have long-term rela-
but if not available or if cash flows are insufficient, tionships, often by adding to existing loans As
consumption loans with appropriate loan with any loans, the debt capacity of the borrower
amounts and repayment terms can be useful. The must be ensured.
primary purpose of these loans is to help house- Top-up loans: Many providers, both formal and
holds to smooth cash flows so that daily con- informal, offer “top-up” loans where the out-
sumption becomes less dependent on income, standing loan amount can be increased if the
particularly when income is erratic (Frankiewicz amount requested is relatively small. Top-up
and Churchill 2011). Consumption loans may not loans were introduced to provide flexibility to tra-
be available if providers are used to assessing ditional working capital loans and are generally
microenterprise cash flows to determine debt processed very quickly with decisions largely
capacity. Frequently when consumption loans are based on a borrower’s repayment history.
not readily available, borrowers will take a work-
ing capital loan and use it for consumption. Asset Building and Productive Investment
Salary loans are made to clients with a regular Fixed asset loans are used to finance a specific
source of income through salaried employment. asset such as a sewing machine or motorcycle;
The borrower’s salary provides collateral for the generally the assumption is the asset will con-
loan, and repayments are usually debited directly tribute to an income-generating activity or
through the employer at the time of payroll. Salary enterprise, increasing the borrower’s cash flow
loans may or may not be required to be used for and, thus, capacity for debt. However, as men-
specific investments or purchases and are often tioned above, stated and actual use may vary
used for consumption. Salary loans, however, are fundamentally. It is impor tant thus to assess
relatively rare for low- and very low-income pop- cash flows and debt capacity without the asset in
ulations because most do not have salaried case the loan proceeds are not used to purchase
employment. the asset. Acknowledging that this sometimes
Education loans are used to finance primary or happens and that altogether the poor may want
secondary education. These loans can have more to purchase assets that are not productive, some
flexible repayment schedules and collateral providers are beginning to make loans to pur-
requirements to accommodate students’ lack of chase household assets as well.
Education finance has long been an area of affordable payments upon graduation regard-
interest for financial service providers. One less of their level of income. Graduates are not
new tool—the Human Capital Contract required to make payments when unem-
(HCC)—provides an innovative approach to ployed, and they make smaller payments dur-
some of the key challenges associated with ing periods of underemployment, reducing
lending for higher education. the risk of unmanageable debt servicing asso-
More like equity then debt, the HCC is not ciated with traditional student loans.
technically a credit product. Participants apply Although the HCC lowers risk for students,
for and receive a given amount of funding to lenders must cope with variable repayment
help cover costs associated with higher educa- streams, income verification, and legal barri-
tion. In exchange, each student commits a ers to implementation. One Latin American
fixed percentage of their income for a fixed firm, Lumni, is successfully overcoming these
period of time after graduation. There is no set and other challenges. Lumni smoothes the
principal associated with the transaction—the risk inherent in such variable repayment
student’s obligation ends after the designated schemes by pooling student contracts and
number of payments (generally defined as a bringing actuarial and labor market expertise
percentage of their income over a set number to bear in its fund design and contract pricing
of years paid monthly) have been made work. To ensure success for both parties,
regardless of the total sum paid. The percent- students have access to career development
age of income commitments never exceeds services and networking activities.
15 percent and is set for each individual based By 2012, Lumni had financed over 3,000
on the expected earnings for his or her degree. students with operations in Chile, Colombia,
As a result, some students will ultimately Mexico, and the United States and is currently
repay more than others, but all students face planning expansion into Peru.
Source: Noga Leviner, education finance specialist and former CEO, Lumni USA.
Credit 225
• Noncancellation—the agreement is generally A variation on financial leases are sale and lease-
fixed at the time of the contract (Kloeppinger- back leases; the asset is sold initially to the lessor,
Todd and Sharma 2010). with the agreement that the lessee will purchase
back the asset over the life of the lease agreement
For farmers or enterprises constrained by a (Deelen et al. 2003).
lack of assets for collateral, financial leases over- Operating leases are structured so the respon-
come this constraint, and in some cases, the lessee sibility associated with ownership of the leased
owns the asset outright at the end of the lease asset rests with the lessor who owns the asset.
period (see box 9.7). Generally operating leases are for terms substan-
Financial leases are often beneficial to provid- tially less than the economic life of the asset, and
ers who may not have specific knowledge about the lessee pays to use it for a finite period of time.
the equipment being leased. Under a financial An example of an operating lease includes the use
lease, the lessor takes the financial risk of the of livestock or a vehicle for a few days in exchange
leased product without having to assume the for payment. With operating leases, the lessor
technical risk associated with product perfor- takes responsibility for the upkeep and ongoing
mance. Financial leases are sometimes called operations of the asset.
capital leases, lease to purchase, or hire-purchase Leasing can also be provided under Islamic
leases (with a hire-purchase lease, part of the banking. Ijarah is a leasing contract typically used
ownership of the asset is transferred with each to finance small equipment. The term of the lease
payment, and upon payment of the last install- and the payment schedule must be determined in
ment the lessee becomes the full owner). advance to avoid speculation and comply with
K-Rep Development Agency in cooperation the microleasing company and the farmer’s
with Swisscontact developed a cow-leasing family are covered. In the event of death of
product. Under the lease, a farmer is loaned either the farmer or the cow, the leasing
a pregnant cow and a chaff cutter used for company is paid the outstanding amount of
producing milk. Various alternative forms of the loan.
collateral and risk mitigation mechanisms Under the microleasing contract, the
are used to protect the provider and the farmer has the benefit of a grace period of up
farmer. First, as a lease, the asset itself is to three months. After this period, the farmer
collateral, because the provider may take the has to begin repaying the cost of the cow plus
cow back if the farmer does not make the interest. The farmer can also choose to repay
agreed payments. Second, the farmer must in 9, 12, or 18 months. The farmer uses income
belong to a group with other farmers who from milk sales to repay the loan. When the
cross-guarantee each other. Third, the farmer farmer completes payment for the cow and
has to take insurance coverage for the cow the chaff cutter, he owns both outright and
and for himself. The attached credit life prod- reaps double benefit; because the cow is
uct, the cost of which is built into the amount already pregnant, the farmer owns the cow
of the lease, ensures that all the risks to both and its calf.
Source: Baumgartner and Kamau 2010.
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Box 9.8 Affordable Housing in Ghana
In 2007 UN-Habitat, supported by the govern- on the ground floor that delivered cross-
ments of Sweden, Norway, and the United subsidy. Financing and funding arrangements
Kingdom, established a local finance facility included a commercial loan that was guaran-
institution in Tema-Ashaiman, near Accra, teed by TAMSUF, community down pay-
which was designed to provide credit ments, subsidy from partner nongovernmental
enhancement (in this case, cash-collateral organizations, subsidy from government, and
guarantees) and technical support to develop the commercial cross-subsidy being gener-
“bankable” low-income housing or slum ated by the shops and the toilets and show-
upgrading projects, that is, projects that are ers. Thus far, the community, all of whom are
able to secure and repay commercial housing informally employed, have been paying the
loans. The TAMSUF institution has now deliv- commercial loan with a 100 percent repay-
ered on a challenging but thus far successful ment rate.
project that resulted in the construction of a Although a complex project, which required
mixed-use low-income housing project in the significant structuring and negotiation, the
heart of the informal settlement of Amui Djor. Amui Djor building has served as a positive
The three-story building, constructed on land example that communities can repay com-
provided by the Tema Traditional Council, has mercial loans and can ensure and manage
32 residential units on the upper floors, which group repayment. TAMSUF is working on fur-
were sold to low-income residents at a ther phases of this project, which received an
reduced rate. This was made possible through award of excellence in December 2011 for
the construction and operation of 15 shops innovation in social housing from ConsultASH
and a commercial toilet and shower operation and the UK Charted Institute of Housing.
Source: Liz Case, UN-Habitat.
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CHAPTER 10
Agricultural Finance
Calvin Miller
Rural finance refers to financial services provided specific to agriculture. This chapter focuses pri-
in rural areas for agricultural as well as nonagri- marily on credit products for agriculture and will
cultural purposes. Agricultural finance, primarily be of interest to practitioners, policy makers, and
a subset of rural finance, is dedicated to financing regulators who want to understand the financial
agriculture-related activities such as inputs, pro- service needs of individuals and businesses work-
duction, storage, processing, and marketing of ing in the agriculture sector and to develop appro-
goods. In addition to funding for working capital, priate products for addressing those needs.
agricultural finance also funds investment and
infrastructure, such as irrigation systems, storage
The Context of Agricultural
facilities, and machinery. It includes a variety of
Finance
products including credit, savings, insurance, and
transfer payments. Agricultural finance is pro- Governments have tended to promote agricul-
vided in various forms (cash and in-kind) to tural finance, providing credit to low-income
agroenterprises and farmers operating small, farmers through government-owned agricultural
medium, and large farms. It also includes finan- banks and special agricultural loan programs.
cial services such as warehouse receipts systems, After relatively dismal results of agricultural
savings or other capitalization mechanisms, as credit programs due to systemic or covariant risks
well as insurance and forward contracts that are (risks that affect many at the same time, such as
The author thanks Linda Jones and Emilio Hernandez for their contributions. The views expressed here are those
of the author(s) and do not necessarily reflect the views of the Food and Agriculture Organization of the United
Nations, for which the content of this chapter was written.
Exporters / wholesalers
Bank
Technical training
Processors
Non-bank
financial institutions
Business training
Local traders & processors
Private investors
& funds
Producer groups Specialized
Cooperatives / services
associations
Farmers
Local MFIs / Governmental
community certification / grades
organizations Input suppliers
Value Chain Business Models often envision this model as the most desirable
because it gives producers the greatest power.
The nature of the product, cash flow dynamics, But this model generally brings greater exposure
type of relationships, and risks associated with a to risk, requires greater productive and manage-
value chain are influenced by various business rial capacity of farmers, and entails the need to
models defined by who is the “driver” of the value access more sophisticated financial services.
chain. There are several types of models: Many, and in some countries a majority, of small
• Producer-driven producer organizations do not have the capacity
• Buyer-driven and market knowledge for sustainable success
• Facilitated and growth without some support. One disad-
• Integrated. vantage is that market demand is driven by con-
sumers, who are the farthest from the producers
In producer-driven models, the producer in the value chain. However, for producer orga-
organization is the driver and the principal deci- nizations with good capacity and value chain
sion maker. Producers and even governments partners, the model can be successful.
The DrumNet Project in Kenya establishes re- transfer. DrumNet serves as the intermediary
lationships with key actors along a supply in the flow of payment to ensure that credit is
chain—a buyer, a bank, and several retailers of repaid before earnings reach the farmers’ ac-
farm inputs—and links them to smallholder counts. A master contract governs the entire
farmers through a dedicated transaction plat- process, and DrumNet’s information technol-
form and a fully integrated finance, p roduction, ogy system monitors compliance.
delivery, and payment process. The targeted The process creates an enabling environ-
use of information and communication tech- ment for agricultural finance in several ways.
nologies across the platform makes the pro- First, banks are assured at the time of lending
cess efficient, cost-effective, and practical in that farmers have a market for their produce
the African context. and the means to serve that market—two
The process begins when farmers (orga- building blocks of a healthy revenue stream.
nized into farmer groups) sign a fixed-price Second, banks minimize the problem of loan
purchase contract with an agricultural buyer. diversion by offering in-kind credit to
The contract allows farmers to approach a farmers for inputs and directly paying certi-
partner bank, obtain credit, and receive farm- fied (and monitored) retailers after the
ing inputs from a local, certified retailer. At har- inputs are distributed. Finally, cashless pay-
vest, the contracted produce is collected, ment through bank transfers reduces strate-
graded, and sold to the buyer at designated gic default, since farmers cannot obtain
collection points. A successful transaction revenue until their outstanding loans are
triggers a cashless payment through a bank fully repaid.
Source: Campaigne and Rausch 2010
The government of Brazil created the rural that c ommits the farmer to deliver a specific
finance note, called the cedula produto rural, quantity and quality of product at a given
for loans to agribusinesses and producers. The future date and location. In exchange, the
note is not a typical forward contract; it is a buyer pays in advance a certain amount of
hybrid of forward contracts and warehouse money that corresponds to the quantity of
receipts. Its mechanism is very simple— product specified. In effect, the buyer provides
farmers issue a rural finance note to a buyer an unsubsidized loan backed by the note.
Source: Miller and Jones 2010.
Heifer International and BRAC have long rec- asture improvements, para-veterinary train-
p
ognized that promoting animal husbandry may ing, vaccination campaigns, and other services.
require more than finance. Heifer International To increase the success of its many clients
gives loans in kind, with recipients repaying raising chickens, BRAC instituted hatcheries to
the loan with offspring. Its success over 60 supply day-old chicks and supported access to
years around the world has been intricately improved feeds.
linked to its support for group formation,
Source: Miller 2011.
moved beyond simply lending for agricultural Agricultural finance depends on the success
production to offering multiple financial prod- of the agriculture sector as a whole and the com-
ucts for different parts of the value chain, as petitiveness and risk profile of the client and the
shown in box 10.6. value chain. Long-term investments are needed
In summary, new approaches to agricultural to improve production and quality as well as to
finance reduce costs and risks. Some of these have build human capacity (skills and relationships)
been facilitated by increased value chain linkages and physical infrastructure (irrigation, storage,
and improved management, communication, and equipment, and technologies). All are required
technology systems. Even so, the three Rs of for a healthy agriculture sector capable of gener-
finance remain critically important for agricultural ating economic growth and higher incomes for
finance: the risk of clients and their agricultural farmers.
businesses, generation of sufficient returns to capi-
tal of the clients, and repayment capacity. There is
Note
no substitution or shortcut for assessing clients
and their businesses accurately. Cash flow analysis, 1. These support services are market-based,
product value chain assessment, and tailoring of supporting functions within the market
loans with the appropriate conditions are critical. system, not facilitation.
Even with the best assessment, agricultural
credit should be accompanied by insurance and
safety cushions. While insurance products can References and Further Reading
help to mitigate losses, the most important
Becerra, N., M. Fiebig, and S. Wisniwski. 2010.
insurance is built through savings and accumula- “Agricultural Production Lending: A Toolkit
tion of assets, which can be liquidated easily in for Loan Officers and Loan Portfolio
times of need. Easily accessible savings services Managers.” Rural Finance Learning Center,
support farmers. FAO, Rome.
Insurance
Craig Churchill
Low-income people live in risky environments, for the poor. Over the past decade, however,
vulnerable to numerous perils—illness, acciden- microinsurance has been on a steep growth and
tal death and disability, loss of property due to learning curve, in part because of work by the
theft or fire, agricultural losses, and disasters of Microinsurance Network and the International
both the natural and manmade varieties.1 They Labour Organisation’s Microinsurance Innovation
are also the least able to cope when a crisis does Facility. Thanks to their efforts, the experiences of
occur. For example, an estimated 150 million microinsurance providers around the world have
people are adversely affected by out-of-pocket been documented and analyzed, creating new
spending on health care services each year. waves of lessons and guidance.
More than 90 percent of these individuals live This chapter describes the need for insur-
in low-income countries. For approximately ance and key product design issues that need to
100 million people, out-of-pocket payments for be considered to make insurance relevant for
health services are so financially devastating low-income households. It provides an over-
that they are pushed below the poverty line view of the types of products, including life,
(Xu et al. 2007). health, property, and agriculture insurance, and
Microinsurance is much younger than other describes how insurance can be integrated into
financial services for the poor. In the original the financial inclusion agenda. It will be of
Microfinance Handbook (Ledgerwood 1998), it interest to practitioners, funders, and other
received only a passing mention, two paragraphs stakeholders interested in understanding how
and a box. At the time, there was very little expe- microinsurance can help poor women and men
rience or innovation around insurance services better manage risk.
Insurance 249
The Need for Microinsurance Microinsurance is emerging as a comple-
mentary tool to help low-income people man-
Stakeholders in microfinance often focus their age risks more effectively. It provides protection
attention and resources on the productive side of against specific perils including death, disabil-
finance, particularly micro- and small enterprise ity, hospitalization, or crop failure, in exchange
lending. Yet any development gains achieved— for regular payments proportionate to the like-
such as increased incomes, assets accumulated, lihood and cost of the risk occurring. Often the
and jobs created—can quickly be lost if the term “insurance” is used loosely to refer to gen-
entrepreneur’s business or household experi- eral risk-prevention and management tech-
ences a peril. Consequently, productive invest- niques. For example, savings set aside for
ments must be balanced with similar attention emergency purposes might be referred to as an
and resources on promoting protection. insurance fund. This book, however, uses a nar-
Although people in different countries are con- rower definition in which microinsurance, like
cerned with different risks, low-income house- traditional insurance, involves a risk-pooling
holds consistently identify the loss of an income element, which allows large groups of insured
earner and sickness of a family member as their entities to share the losses resulting from the
greatest concerns (Cohen and Sebstad 2006). The occurrence of an uncommon event (see box 11.1
dominance of illness is not surprising, especially for definitions of key insurance terms).
because of its double impact. An inability to work The insured entities—such as persons,
results in lower income opportunities and addi- businesses, households, communities, or even
tional expenses to cover health care costs. For countries—are therefore protected from risk in
families with sick children, small expenses can exchange for a fee known as a premium. The pre-
quickly mount and have a large financial impact. mium amount is determined by an estimation of
Accidents, as well as chronic illness such as the frequency and severity of the event occurring.
malaria and HIV/AIDS, require relatively large Those in the risk pool who do not suffer a loss
sums. These overwhelming financial pressures during a particular period essentially pay for the
frequently fall on women, many of whom assume losses experienced by others. Insurance reduces
primary responsibility for the welfare of their vulnerability as households replace the uncertain
families. prospect of peril with the certainty of making
Although poor households may have infor- small, regular premium payments and receiving a
mal means to manage risks, these strategies payout if the peril occurs. This risk-pooling func-
generally provide insufficient protection. Many tion makes insurance more complicated than sav-
risk-management strategies, such as spreading ings, credit, or payment services.
financial and human resources across several Despite features similar to those of traditional
income-generating activities, result in low insurance, microinsurance requires a fundamen-
returns. Informal risk-coping strategies, such as tally different approach to be relevant for the
borrowing from friends and family, tend to low-income market and viable for providers.
cover only a small portion of the loss, so the The products generally available from insurers
poor have to patch together support from a vari- are not designed to meet the specific characteris-
ety of sources. Even then, informal risk protec- tics of the working poor, particularly the irregu-
tion does not stand up well against a series of lar cash flows of households with bread winners
perils; before the household has a chance to in the informal economy. Other key product
fully recover from one crisis, they are often design challenges include inappropriate insured
struck by another.
Actuary: A person who calculates insurance and annuity premiums, reserves, and dividends.
Adverse selection: The tendency of higher-risk individuals to seek out more insurance cover-
age on average in anticipation of a greater probability of experiencing the insured event(s).
Agent: An insurance company representative who solicits, negotiates, or effects insurance con-
tracts, and provides service to the policyholder for the insurer, usually for a commission on
the premium payments.
Basis risk: The chance that an insurance payout does not match the loss experienced by the
policyholder. This is a particular concern with index insurance, which pays out based on a
measurable indicator, such as too much or too little rain, but that indicator may or may not
correlate well with the policyholders’ actual losses.
Beneficiary: The person or financial instrument (for example, a trust fund), named in the policy as
the recipient of insurance money if an insured event occurs.
Benefits: The amount payable by the insurer to a claimant or beneficiary after the occurrence of
the insured event.
Capitation: Method of payment whereby a physician or hospital is paid a fixed amount for each
person in a particular plan regardless of the frequency or type of service provided.
Claim: A request for payment of a loss that may come under the terms of an insurance
contract.
Claim verification: The process whereby the microinsurer verifies and processes claims for
payouts.
Copayment: Mechanism used by insurers to share risk with policyholders and reduce moral
hazard, which establishes a formula for dividing the payment of losses between the insurer
and the policyholder. For example, a copayment arrangement might require a policyholder to
pay 30 percent of all losses while the insurer covers the remainder.
Covariant risk: The tendency for either (1) many households to be affected by a risk at the same
time or (2) several risks to consistently occur together.
Coverage: The scope of protection provided under a contract of insurance, and any of several
risks covered by a policy.
Deductible (or excess): Mechanism used by insurers to share risk with policyholders and reduce
moral hazard, which establishes an amount or percentage that a policyholder agrees to pay,
per claim or insured event, toward the total amount of an insured loss.
Endowment: Life insurance payable to the policyholder if living, on the maturity date stated in
the policy, or to a beneficiary if the insured dies before that date.
Lapse: The termination or discontinuance of an insurance policy due to nonpayment of a
premium.
Moral hazard: A risk that arises when people with insurance engage in more dangerous
behaviors or use more services because they know they are protected. An example might
include failing to take preventative health care measures or making unnecessary visits to
a doctor.
Preexisting conditions: These are health conditions that are often excluded by insurance policies
as a means of controlling adverse selection. To control for this, insurance programs may
(continued next page)
Insurance 251
Box 11.1 (continued)
require a health checkup before enrollment, or ask prospective policyholders to answer a
health questionnaire.
Premium: The sum paid by a policyholder to keep an insurance policy in force.
Rider: An amendment to an insurance policy that modifies the policy by expanding or restricting
its benefits or excluding certain conditions from coverage.
Risk pooling: The spreading of losses incurred by a few over a larger group, so that in the
process, each individual group member’s losses are limited to the average loss (pre-
mium payments) rather than the potentially larger actual loss that might be sustained by
an individual. Risk pooling effectively disperses losses incurred by a few over a larger
group.
Self-administration: Maintenance of all records and assumption of responsibility by a group
policyholder for those covered under its health insurance plan. Responsibilities include
preparing the premium statement for each payment date and submitting it with a payment
to the insurer. The insurance company, in most instances, has the contractual prerogative
to audit the policyholders’ records. An alternative is third-party administration, whereby a
specialized company performs the administrative function.
Underwriter: (1) A company that receives the premiums and accepts responsibility for the fulfill-
ment of the policy contract; (2) the company employee who decides whether or not the
company should assume a particular risk; or (3) the agent that sells the policy.
Waiting period: The period whereby policyholders cannot access certain benefits for some
time after they enroll. A waiting period has essentially the same effect as excluding preex-
isting conditions except the insurer does not have to incur the claims verification costs.
Source: Adapted from Roth et al. 2007.
amounts, complex exclusions, and indecipher- and encourage salespersons to focus on larger
able legal policy language, all of which conspire policies and more profitable clients.
against effectively serving the poor. Microinsurance is just one of several risk-
Another major challenge in extending insur- management tools available to low-income
ance to the poor is educating the market and households, and so organizations truly con-
overcoming its bias against insurance. Many cerned about helping the poor to manage risks
poor persons are skeptical about paying premi- should assess whether the provision of microin-
ums for an intangible product with future bene- surance is the most appropriate response. For
fits that may never be claimed. Insurance risks that result in small losses or for risks with a
providers are seen as quick to take one’s money, high likelihood or high frequency of occurrence,
but slow to pay it out. In fact, this bias goes in savings and emergency loans would be more
both directions. People who work for insurance appropriate risk-managing financial services.
companies are usually unfamiliar with the needs Savings and credit are also more flexible than
and concerns of the poor. In addition, the culture insurance because they can be used for a variety
and incentives in insurance companies reward of different risks (and opportunities). Insurance,
In 2006 the Aga Khan Agency for Microfinance Based on thorough market research, micro-
(AKAM) launched a microinsurance program insurance experts designed a remarkable
in Pakistan to test an innovative health micro- product and innovative processes. The product
insurance to protect low-income families from covered not only inpatient hospitalization cost
the often ruinous effects of catastrophic health (up to US$400 per year), including a follow-up
care expenditure. The program attempted to visit and medication needed after discharge,
make insurance possible among villagers in but also one outpatient consultation for every
the rugged Northern Areas by dramatically insured person and life insurance for the fami-
reducing transaction costs through group poli- ly’s bread winner. The product had few exclu-
cies and designing insurance products that sions and no age limits, waiting periods,
meet the target market’s needs. copayments, or deductibles. Both normal and
(continued next page)
Insurance 253
Box 11.2 (continued)
complicated maternity was covered from day In addition, insurance utilization greatly
one. The general intention was to provide cov- exceeded expectations; claims exceeded pre-
erage for US$5 per year that addressed miums by several hundreds of thousands of
people’s needs in a way that would allow them dollars between 2007 and 2011. The main rea-
to understand, appreciate, and embrace for- son was an erroneous assumption regarding
mal insurance. membership in village organizations, which
Because cases of catastrophic health was neither universal nor static. Although the
costs of one villager can affect the entire insurance design assumed that every person
community, the insurance purchase was was already a member of a village organization
intended to be a community decision. when they were offered insurance, instead
Applying the principles of group insurance to people who intended to use the insurance
villages would allow AKAM to insure larger because of current pregnancies or preexisting
numbers by selling the product through vil- illnesses could choose to join one village orga-
lage organizations—thereby reducing the nization or another specifically to access insur-
transaction cost per person—and protect the ance. Market research confirmed the
program against the risk that only unhealthy opportunistic attitude. When asked why she
people would buy insurance. had not renewed her policy, one woman
Market research indicated, however, that answered, “Last year I was pregnant, but this
the insurance purchase could not be imposed year I don’t plan to have a baby, so why insure?”
on every person in a village: Some were too Other factors aggravated this behavior: Not
poor, and the initial assumption that the better all of a family’s children were insured, insur-
off would subsidize the premium of their ance was bought after the sales window was
neighbors proved unrealistic. So departing officially closed, and claims control could have
from one fundamental principle of group insur- been more rigorous. Given that much larger
ance, the minimum take-up rate was reduced premium volumes and much larger numbers
from 100 percent (everybody is insured) to of insured persons were needed to cover
50 percent of households in a village organiza- expenses and reduce the cost per person,
tion, but with the additional condition that those management’s main focus for several years
households that decided to buy the coverage was on increasing scale. It was expected that
had to include every household member. by insuring more people, automatically more
The outcome of this careful design was not healthy people would be insured, reducing the
as expected. Fewer people than anticipated unsustainable utilization rates. But this did not
bought the coverage, and the families who did happen, and in the end restrictive product
were smaller than the average household size. redesign was necessary to contain losses.
Source: Peter Wrede.
In India the Sankat Haran Policy sold by IFFCO- insurance premium, so there is no need for
Tokio provides accidental death and disability the insurer to collect premiums from the cli-
(AD&D) coverage, which is obtained when cli- ent or, indeed, from the retailer.
ents buy a 50 kg fertilizer bag of IFCCO and On the face of it, in a competitive market
Indian Potash brands. The receipt for the fertil- for fertilizer and AD&D insurance, it is hard to
izer bag acts as proof of payment, and the pol- imagine what value is offered to the consumer
icy document is printed on the fertilizer bag. by this type of embedding. Any consumer
The amount of coverage is US$90 in the event who wanted either fertilizer or AD&D insur-
of an accidental death and US$45 for certain ance could buy it separately in the required
categories of dismemberment and disability. quantities without needing to buy the two
The insured is the purchaser of the fertilizer together. However, the rural Indian market is
bag, and a single person can hold multiple pol- not competitive, and this may be the only
icies up to a maximum of US$2,260 in means of distributing such insurance. It is also
coverage. More than 3.5 million farmers are possible that the addition of AD&D insurance
covered by this program. provides an incentive to purchase a particular
Essentially the program sells prepaid insur- brand of fertilizer (in much the same way some
ance, in the sense that the retailer buys the Visa cards come with similar coverage linked
fertilizer, including its insurance component, to travel). The insurance is compulsory, which
from a wholesaler. The retailer prepays the in theory should control adverse selection.
Source: Adapted from Roth and Chamberlain 2006.
Insurance 255
• Reduces costs due to higher volumes and member selection to reduce the risks of overusage
lower enrollment, administration, collection, and moral hazard, but as shown in box 11.2, such
and underwriting costs an approach is not always successful.
• Improves claims ratios because it brings in
lower-risk individuals, which is known as pos- Terms of Coverage and Pricing
itive selection, who may otherwise opt out or Many microinsurance products have terms of
postpone their participation and 12 months or less. Short-term policies are gener-
ally preferred by insurers because long-term insur-
• Reduces vulnerability to staff fraud because it
ance involves longer-term commitments and thus
reduces the chance for agents to sell policies
higher risk—it is easier to predict the likelihood of
and keep the premiums.
an insured event in the next year than in the next
Community groups, such as women’s associa- 10 years. For the insured, however, the opposite is
tions and other community-based organizations, true: The advantage of long-term coverage is that
financial cooperatives, MFI borrowers, and small he or she will have protection over the long term
business associations, can be leveraged as distri- without having to reapply for insurance every year.
bution channels and as a mechanism to protect To address the need to balance long-term risk
against adverse selection. One of the biggest disad- with client preferences for long-term coverage,
vantages of mandatory coverage, besides the fact short-term policies can have a renewable term
that people are required to buy something that arrangement whereby the policyholder can con-
they may not want, is that the distribution system tinue to have coverage up to a maximum age
tends to overlook the consumers’ need for infor- without the need to reapply, as long as premium
mation. Such products generally have excessively payments are made. Renewable terms combine
low claims ratios, seemingly the result of people the advantages of short- and long-term coverage.
not knowing that they are covered. As one rural The insured are guaranteed to receive continued
banker in Ghana noted, “If we tell people all about coverage, yet the insurer can adjust the pricing,
the cover, we’d be flooded with claims.” When up or down for each renewal term, depending on
offering mandatory coverage, microinsurers its experience.
(or their agents) need to ensure that clients are Although insurance companies tend to exclude
constantly educated about buying an intangible high-risk persons, or charge them higher rates
service that provides security and peace of mind to than others, microinsurance programs generally
ensure that they can appreciate the benefits, and strive to be inclusive. Because the sums insured
thus lead to the creation of an insurance culture. are small, the costs of identifying high-risk per-
Microinsurance providers can combine the sons, such as those with preexisting illnesses, may
advantages of mandatory and voluntary coverage be higher than the financial benefits of excluding
by making insurance mandatory for all members them in the first place. Consequently, instead of
of an existing group (which minimizes adverse pricing products for an individual’s risk profile,
selection), while providing two or three options to microinsurance generally uses a group pricing
choose from. This allows members to opt for the method. Limiting the number of exclusions and
coverage level they would prefer and increases the restrictions lowers administrative costs and
likelihood they will receive sufficient information increases efficiency, and the group provides some
to make informed decisions. Some microinsurers means of controlling insurance risk.
use groups more effectively than conventional Besides using groups, insurance plans incorpo-
insurers by enlisting the support of the groups in rate various mechanisms to protect against
Insurance 257
effective payment services, for example, through it is preferable to require family coverage where
smartcards and point-of-sale devices or by mobile possible.
phones themselves, creates a new platform for Even more important than defining which
premium collection and dramatically expands dependents are eligible is to identify them in
potential outreach. advance. To minimize claims fraud, each person
covered by the policy must be individually identi-
fied using official documents (where possible)
Eligibility and/or with photographs. It is not sufficient to
When designing an insurance product, it is also specify which persons are covered without
necessary to determine who is eligible to be cov- explicit identification of the additional persons. It
ered. Generally it is better to have more people is also important to control movements of depen-
covered by one product, and therefore a family dents on or off the policy. For example, to control
benefit approach, which may include spouses, adverse selection, clients may have an option of
dependents, and even parents, creates a number adding newborn children on to the policy within
of advantages for microinsurers: a specified time frame, but not subsequently.
• A family is a group of sorts, and consequently
family coverage carries many of the same Claims
advantages as group coverage, including larger The best opportunity to demonstrate the value of
numbers and lower adverse selection risk. All insurance is to pay claims. When the benefits are
other things being equal, the price for a family paid is equally as important as how they are paid.
unit is generally lower than the sum of individ- Some products pay benefits in phases rather than
ual premiums. in one lump sum to cover ongoing expenses. The
provision of benefits over a period of time after
• Family coverage can have a positive selection the insured event may have greater development
effect by purposefully enrolling very low-risk impact than a lump-sum payment because
persons. demands on the receiver of the payment can be
significant; if the insurance payout is spent, for
• Family coverage often has a better marketing example, on an elaborate funeral, it is no longer
effect because the claims are more frequent, available to help the household cope with the loss
and thus there are many more examples to of income from the deceased.
demonstrate the value of microinsurance. Generally claims are paid only when the
• Lenders concerned about protecting their loan claim has been verified through a claim verifica-
portfolio realize that borrowers have repay- tion process. Policyholders have the right to
ment problems when death or illness strikes efficient claim processing to ensure they receive
family members. tangible benefits for the premiums paid. A claim
verification process consists of (1) an insured
The downside of family benefits is that not event leading to a notification of loss, (2) collec-
everyone has a family, or that some people have tion of required documents, (3) presentation of
larger families than others. To deal with the size the claims application to an intermediary or the
of the family, microinsurers either ask the policy- insurer, (4) claim adjustment to verify the claim
holder to identify a specific number of depen- and the amount, and (5) claim settlement.
dents who are covered by the policy or they offer In general there must be enough checks and
different prices for different sized households. To balances to ensure that fraudulent claims are not
ensure that women and children are not left out, paid. Effective controls center on ensuring the
Insurance 259
period. Term life is relatively simple to price has been in effect and the total of the premium
and manage the risk. Although term life is less payments.
expensive than other types of life insurance, The attraction of endowment policies is that
low-income households may feel they have they enable the policyholder to build assets
wasted limited resources by paying premiums if through a contractual savings component, which
they do not receive any benefits. enables the poor to have something to show for
Funeral insurance is essentially a term life their premium payments if the insured event does
product with a cash or in-kind benefit such as the not occur. The difficulty with this product is that
funeral service itself. This product is unique a significant portion of the premiums are used to
because in some places, such as South Africa, cover administrative expenses including the
there is significant demand, and therefore it can agent’s commission. Also, inflation and low
be sold or marketed through passive channels, investment returns can reduce the benefits, and if
such as a retailer. Funeral insurance may even be the policy lapses, contributions are forfeited.
sold by the funeral parlor itself and may or may Consequently this product may provide policy-
not be underwritten by a regulated insurance holders with limited value, especially if the client
company. Funeral insurance is sometimes more is unable to make the regular premium payments
attractive to low-income populations than other and the policy lapses, which happens frequently
term life products because the benefit—the with low-income clients who have irregular
funeral service—is tangible and represents a sig- incomes. Efforts to overcome the limitations of
nificant expense for low-income households. To endowment policies are underway, particularly
increase the value of these products to beneficia- by insurers in India, as evidenced by the examples
ries, some funeral products offer a schedule of in table 11.1.
benefits after the funeral, such as paying school With life annuities, the policyholder pays regu-
fees and electricity bills or providing groceries for lar premiums until a specified date, usually a
12 to 24 months to assist households that have lost retirement date, after which he or she receives
a bread winner to cope with the funeral costs and regular benefit payments until death. Often life
loss of income (for more details, see Hougaard annuities are referred to as pensions, although
and Chamberlain 2012). they do not have to be linked to retirement. Like
Accumulating value products, such as endow- other insurance products, life annuities work on a
ment plans and life annuities, include life insur- pooling principle. A population can be expected
ance and a savings element over a longer period to have a distribution of life spans around the
of time, and therefore they are much more com- population average, so those dying earlier will
plicated financial instruments than basic term support those living longer. To design such a
life products. Endowment policies combine ele- product, the insurer needs accurate data for the
ments of a contractual savings product and insur- target population’s age and mortality tables as
ance. An endowment policy accumulates value well as actuarial expertise to predict future
over a period, typically 5, 10, or 15 years, through trends. Consequently the pricing of annuities is
regular premium payments. If the policyholder very difficult, especially in developing countries,
survives the term, he or she receives a lump sum. and therefore such products are generally not
If the policyholder dies during the term, his or available for low-income markets.
her beneficiaries receive a payment called the Savings completion insurance combines con-
sum assured. Endowments can also be surren- tractual savings with insurance. In the event of
dered early for a surrender value, the amount of death, savings completion insurance covers the
which varies depending on how long the policy difference between the amount saved and the
Insurance 261
Box 11.5 Savings Completion Insurance Offered by TUW SKOK
TUW SKOK, the primary provider of insur- coverage. In the event of the member’s
ance to Polish credit unions, offers savings accidental death, TUW SKOK pays the bene-
completion insurance to encourage credit ficiary the difference between the savings
union members to save regularly. The mem- target and the savings balance at the time
ber determines a savings goal and time of death. This insurance product is of partic-
period, up to a maximum of 10 years. The ular interest to credit unions because it is
credit union then calculates the amount of closely integrated into their core business
the member’s required monthly deposit to and helps them achieve their own goals by
achieve his or her savings target. It also cal- making the contractual savings product
culates the monthly premium for insurance more attractive.
Source: Adapted from Churchill and Pepler 2004.
Health insurance benefits are often paid on a sometimes an additional payment for transporta-
reimbursement basis; the policyholder pays for tion. Such a product is also not linked to the actual
the health care and then submits the receipts for medical expenses, and therefore claims process-
reimbursement. Such an arrangement is gener- ing does not require medical expertise. Such a
ally less appropriate for poor clients who do not product is particularly relevant where the poor
have regular cash flows. Some health insurance have access to good quality care in government or
programs use a third-party or cashless payment other low-cost hospitals (see box 11.6).
system whereby the microinsurer pays the health Inpatient coverage pays for the actual costs of
care provider directly so the insured does not being in the hospital and is linked directly to the
experience any out-of-pocket expenses, except medical costs incurred. Hospitalization is a good
perhaps for a copayment or transportation, which example of an insurable risk because it is a large
is sometimes also reimbursed by the insurer expense that occurs infrequently, so it is possible
(for more details see LeRoy and Holtz 2012). for the risk pool to function effectively. However,
As with life insurance, there are several differ- inpatient-only coverage does not typically include
ent ways of structuring health insurance benefits, preventative care and early treatment, encourag-
and not all of them actually cover health care ing the insured to wait until an illness is so serious
costs. that it requires hospitalization before seeing a
The most basic version, critical illness cover- doctor when the illness may have been treated
age, is essentially a life insurance policy that pays more effectively if it had been addressed earlier.
benefits early, that is, before the person dies, if the Pharmaceutical coverage pays for medicine
policyholder is diagnosed with a specified critical either on its own or as an additional benefit to
or terminal illness. In the context of microinsur- other health insurance.
ance, this benefit is unlikely to cover the cost of Outpatient coverage pays for outpatient visits
treatment, but would assist with the financial to the doctor or clinic. Because it occurs fairly
hardship of not being able to work. often and is not a major expense, risk pooling
Hospital cash pays the insured a daily rate for does not work as well. Consequently, some
the number of days in the hospital, as well as organizations experiment with health savings
In situations where health care costs are low their spouse or a child is hospitalized, Caregiver
compared with opportunity costs in the event pays out a lump-sum benefit for each night a
of hospitalization, benefits sometimes take borrower or one of their immediate family
the form of a per diem payment, which policy- members spends in the hospital. Clients can
holders can use as they please. In Jordan the use the funds to cover costs such as transpor-
Microfund for Women’s Caregiver product was tation, child care, and medical fees, as well as
designed as a hospital cash-type product, but lost income. Borrowers are automatically cov-
with a gender-focused twist. Recognizing that ered when they take a new loan; they do not
women are their family’s primary caregiver, need to have a medical exam, and there are no
and they are likely to have to leave their work if exclusions for preexisting conditions.
Source: Adapted from Frankiewicz and Churchill 2011.
accounts for outpatient expenses, with possible market basis, sometimes it is completely subsi-
links to insurance for hospitalization. The advan- dized by governments, and often the reality lies
tage of covering outpatient expenses in an insur- somewhere in between.
ance product is that policyholders are likely to
use the benefits and thus appreciate the value of Property
renewing their policies. With inpatient coverage, Property insurance provides coverage for tangi-
in contrast, generally fewer than 5 percent of ble assets such as housing and contents as well as
policyholders are likely to experience a claim, machinery and other equipment. For low-income
and therefore many may feel they have wasted households and businesses, such coverage can be
their money. difficult to underwrite and verify claims, because
In many countries, both developed and devel- ownership may not be clear and actual losses can
oping, there is ongoing debate about the role of be difficult to verify. With the exception of agri-
government in providing health insurance bene- culture insurance, there are few examples of
fits to the public, particularly the poor. Although stand-alone property coverage for the low-in-
universal health insurance coverage is certainly come market, although it is included in some
an ideal objective, governments that cannot afford composite products. Perhaps the most common
it may have to ration benefits in some way, per- type of property microinsurance is a rider on a
haps by limiting coverage to the poor, or by subsi- credit life policy that would pay specified benefits
dizing health care providers to lower costs for if a borrower’s business burns down. Such a risk is
consumers. In some developing countries, includ- common among MFI clients who work as ven-
ing Rwanda, Ghana, and India (see box 11.7), the dors in large markets.
government is providing leadership in efforts to
extend health insurance coverage to workers in Agriculture
the informal economy (Leatherman et al. 2012). In rural areas, concerns about drought, death of
Indeed, microinsurance lies at the crossroads livestock, and other agricultural risks tend to be
between financial inclusion and social protection; high for low-income households. Without pro-
sometimes it is offered by insurers on a purely tection against agricultural risks, financial service
Insurance 263
Box 11.7 Public-Private Partnerships and Health Microinsurance in India
What is particularly interesting about health to aggregate huge numbers, these programs
microinsurance in India is the emergence of are transforming health microinsurance by
state-driven mass programs. These programs addressing key challenges such as data cre-
are considered under the broad heading of ation, investment in identification technology,
microinsurance, even though they are heavily and setting industry standards for health care
subsidized, because they generally involve provision.
some sort of user fee and they are often imple- For RSBY, the successful implementation
mented by the insurance industry through on such a scale can be attributed to the
public-private partnerships. public-private partnership and the use of tech-
From 75 million people covered under nology. Whereas Aarogyasri and Kalaignar col-
such programs in 2007, it is estimated that laborated with one insurer, Star Allied
302 million people had health microinsurance Insurance, RSBY in its first year worked with
in 2010. Three of these programs—Aarogyasri eight insurers and 16 third-party administra-
in Andra Pradesh, Kalaignar in Tamil Nadu, tors to implement the program. To control
and the national Rashtriya Swasthya Bima fraud, RSBY uses biometric cards that are
Yojana (RSBY) program—reportedly insured issued in “real time,” which improves cus-
54 million families by the end of 2010 (PHFI tomer service and controls any rent-seeking
2011). Backed by political will and the ability behavior by the card-issuing agency.
Source: Adapted from Ruchismita and Churchill 2012.
providers may be unwilling to lend for agricul- loss or pay off the claims adjuster), and expen-
tural inputs. Even if poor farmers have funds to sive claims verification processes, especially for
pay for seeds and fertilizer in one growing season, smallholder farms.
a crop failure may ruin their ability to plant the As described in box 11.8, an innovation to over-
following season. These risks tend to be covari- come these problems is index-based insurance
ant, affecting many farmers in the same region at whereby policyholders in a particular geographic
the same time, causing particularly large risks for area receive a benefit regardless of whether or not
local lenders. When an entire community is they experience a loss if a predetermined measur-
affected, this also limits the ability of farmers to able outcome occurs, such as too much or too lit-
help each other. tle rain, temperatures above or below certain
Agriculture insurance generally covers crop thresholds, or excess wind speeds. The big advan-
failure and the death of livestock. However, it is tage of an index approach is that it helps to elimi-
wrought with challenges, particularly moral nate fraud and moral hazard and minimizes the
hazard (for example, having insurance may costs of claims processing. A key limitation, how-
give the farmer an incentive not to follow ever, known as basis risk, is that farmers may
appropriate farming practices), covariant risk experience a loss even though the index is not
(for example, a natural disaster affects many of triggered, or alternatively do not experience a loss
an insurer’s policyholders at the same time), and still receive a benefit (for more details, see
fraud (for example, the farmer may fake crop World Bank 2011).
Insurance 265
Box 11.8 (continued)
the product more complex to understand. Farmers are on average 20 kilometers away from the
nearest station, which could lead to a misunderstanding by farmers as to whether they are enti-
tled to a payout if the rainfall recorded on their farms differs from the local weather station. This
basis risk increases the need for appropriate and extensive client education.
Multiple technologies are required to minimize the error margin in constructing weather
indices. Reliance only on weather station data is unlikely to provide an accurate picture of the
rainfall patterns experienced in a particular area. This is all the more difficult if weather stations
are few and far apart. To overcome this challenge, Kilimo Salama is experimenting with satellite
mapping systems and devising better ways to collect and track yield data. This will allow for the
cross-validation of weather data and the selection of more accurate product parameters.
Source: Adapted from Smith et al. 2012b. http://kilimosalama.wordpress.com/about/.
Insurance 267
rejected; the insurer does not have to check with • Improve efficiency: Administrative costs for
doctors and review medical records to determine microinsurance continue to be high for many
if the policyholder already had the problem, as it products, making it difficult for sufficient pre-
has to do with exclusions for preexisting miums to return to policyholders as claims. To
conditions. support scale, insurers need to efficiently pro-
Another alternative to exclusions which is cess huge volumes of data. At the same time,
more in line with the spirit of microinsurance front-office technology, from handheld and
is to offer benefit schedules with gradually point-of-sale devices to mobile phones, are
increasing benefits. For example, if the insured beginning to improve sales, premium collec-
event occurs in the first year, the benefit is tion, and even claims settlement. There are
small; but if it occurs after the first year, the great expectations that technology will facili-
benefit is much larger. Such an approach is an tate paperless insurance processes that will
effective way to control adverse selection while streamline systems and provide greater value
creating an equitable microinsurance program to policyholders.
that encourages long-term participation and
• Innovate with voluntary products: Much of the
renewal.
scale that has been achieved to date can be
attributed to mandatory coverage or automatic
Moving Forward benefits. The next step is to experiment with
voluntary products and sales mechanisms to
The rapid growth of microinsurance means that
better understand how to unlock the latent
many more low-income households have insur-
demand for microinsurance.
ance coverage, but it does not necessarily mean
that they have quality coverage. A growing body • Engage new players: Insurance companies
of evidence shows that it is possible to design and have been increasingly attracted to microin-
deliver insurance services to low-income house- surance, but outreach has dramatically
holds and enterprises, and it can be viable for pro- increased in part because of the involvement
viders, but the next step is to increase the value of new players, such as governments, mobile
that those products provide to the insured and phone companies, retailers, and banking cor-
their beneficiaries. In this context, the concept of respondents. Greater competition does not
value includes a range of dimensions, including automatically lead to better quality products,
affordability, accessibility, covering risks that are but these new entrants are likely to contribute
relevant, paying claims quickly, and a substantial to both scale and client value.
portion of the premium paid by policyholders
coming back to the risk pool in the form of claims • Develop better data: Insurance is a data-
(see Matul et al. 2011). To achieve these objec- intensive industry, and one of the drawbacks
tives, critical issues need to be addressed, includ- inhibiting the expansion of microinsurance is
ing the following: the lack of data, including information about
mortality and morbidity for people and ani-
• Improve insurance literacy: Low levels of insur- mals, property loss, and weather. Institutional
ance literacy make it difficult for clients to performance data are also limited. Where
understand policies and use them properly, microinsurance is not considered a business
which undermines client value. Financial edu- line for insurance companies, they often can-
cation is especially important with mandatory not assess their own performance in the
insurance and subsidized offerings. low-income market segment.
Insurance 269
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Microinsurance Compendium, Vol. II, ed. C. Churchill and M. Matul, 176–96. Geneva and
C. Churchill and M. Matul, 132–55. Geneva and Munich: International Labour Organization
Munich: International Labour Organization and Munich Re Foundation.
and Munich Re Foundation. Smith, A., H. Smit, and D. Chamberlain. 2012a.
Matul, M., C. Tatin-Jaleran, and E. Kelly. 2011. “New Frontiers in Microinsurance
“Improving Client Value from Microinsurance: Distribution.” In Protecting the Poor: A
Insights from India, Kenya, and the Microinsurance Compendium, Vol. II, ed.
Philippines.” Microinsurance Paper Series 12, C. Churchill and M. Matul, 486–502. Geneva
International Labour Organization, Geneva. and Munich: International Labour
PHFI (Public Health Foundation of India). 2011. Organization and Munich Re Foundation.
A Critical Assessment of the Existing Health Smith, A., E. Gerelle, M. Berende, and G. Chelwa.
Insurance Models in India. New Delhi: PHFI. 2012b. “The Technology Revolution in
Roth, J., and D. Chamberlain. 2006. “Retailers as Microinsurance.” In Protecting the Poor: A
Microinsurance Distribution Channels.” In Microinsurance Compendium, Vol. II, ed.
Protecting the Poor: A Microinsurance C. Churchill and M. Matul, 528–47. Geneva and
Compendium, Vol. II, ed. C. Churchill and Munich: International Labour Organization
M. Matul, 439–51. Geneva and Munich: and Munich Re Foundation.
International Labour Organization and Munich Wipf, J., E. Kelly, and M. J. McCord. 2012.
Re Foundation. “Improving Credit Life Microinsurance.” In
Roth, J., M. J. McCord, and D. Liber. 2007. The Protecting the Poor: A Microinsurance
Landscape of Microinsurance in the World’s Compendium, Vol. II, ed. C. Churchill and
100 Poorest Countries. Appleton, WI: M. Matul, 197–256. Geneva and Munich:
MicroInsurance Centre. International Labour Organization and Munich
Ruchismita, R., and C. Churchill. 2012. “State and Re Foundation.
Market Synergies: Insights from India’s World Bank. 2011. Weather Index Insurance for
Microinsurance Success.” In Protecting the Agriculture: Guidance for Development
Poor: A Microinsurance Compendium, Vol. II, Practitioners. Washington, DC: World Bank.
ed. C. Churchill and M. Matul, 427–60. Geneva Xu, Ke, D. B. Evans, G. Carrin, A. Mylena
and Munich: International Labour Aguilar-Rivera, P. Musgrove, and T. Evans.
Organization and Munich Re Foundation. 2007. “Protecting Households from
Rusconi, R. 2012. “Savings in Microinsurance: Catastrophic Spending.” Health Affairs 26 (4):
Lessons from India.” In Protecting the Poor: 972–83.
Payment services refer to the electronic trans- mobile phone) and the channel (for example,
fer of funds, sometimes called money transfers, when the mobile handset is connected to a bank
transfer services, transactions, mobile money, account, referred to as mobile banking, discussed
or simply payments. Although nonelectronic under delivery channels below). These distinc-
payment services exist, in this chapter these tions are important to note when discussing elec-
terms refer to the electronic transfer of funds tronic money.
between two parties, whether either party con- Payment services involve both a provider of
sists of an individual person, a business, a gov- the services and the service or product itself.
ernment, or any other organization. Referring The provider can be any one of a variety of finan-
to electronic money rather than using the more cial service providers, including money transfer
common terminology of mobile money reflects companies, banks or other formal financial insti-
the fact that most, if not all, payment services tutions, post offices, and now mobile network
can be accessed using devices other than a operators (MNOs) (see chapter 7). The product
mobile phone. can be a remittance from one individual to
With electronic payment services, it can be dif- another, a social welfare payment from a govern-
ficult to distinguish between the product (for ment to an individual, a bill payment by an indi-
example, when a transfer is conducted on a vidual to a business, a salary deposited directly
Contributions to this chapter were made by Joakim Vincze and Geraldine O’Keeffe.
Remittances Prices Worldwide (RPW), a World Bank initiative launched in 2008, monitors the
costs of cross-border remittances, measuring the progress of a 2009 G-8 goal to reduce the
global average cost by 5 percent in five years. By 2011 RPW was monitoring prices in 213 remit-
tance corridors to and from 31 sending countries and 91 receiving countries. The findings here
are based on an analysis of third-quarter 2011 data.
Commercial banks charge about 14 percent of the amount remitted and are the least trans-
parent in disclosing exchange rates. Post offices are less costly at 7.1 percent, but transparency
is also an issue. Money transfer companies, at 7.4 percent, are similar in cost but notably more
transparent, with 99 percent of those in the RPW database disclosing full price information to
their clients.
The cost of remittances also varies depending on where the money is being sent. South Asia
(6.2 percent) and Latin America and the Caribbean (7.7 percent) are the least costly, whereas
Sub-Saharan Africa (12.4 percent) and East Asia and Pacific (9.8 percent) are the most expensive.
These variations are likely due to the level of competition as well as contextual factors such as
local costs of doing business.
A comprehensive analysis of the average price by product found the following results:
• Cash products are available at an average price of 7.6 percent.
• Account-to-account services are very costly at 14.5 percent, but the price drops to 6.5 percent
if the two accounts are in the same or a partner bank.
• Online services cost on average 8.8 percent but are generally not available to the senders.
• The least expensive services are prepaid cards and account-to-cash products, at 4.2 and
2.9 percent, respectively.
Source: World Bank 2011.
Although most P2P transfers have tradition- through a POS device and a card or a mobile phone.
ally been through money transfer companies or Some organizations allow customers to pay for ser-
transacted through informal channels, this is vices such as health care premiums using mobile
beginning to change with the advent of mobile money (see box 12.2). The agreements for P2B
money. transfers typically do not entail a fee to the con-
sumer; instead, the business or merchant pays the
Transfers between Individuals and provider an agreed amount per transaction.
Businesses Throughout the developing world, numerous
P2B transfers include bill payments made by an financial service providers are experimenting with
individual to a business such as a utility or tele- having their credit clients repay loans or make
phone company as well as payments to a merchant deposits using mobile money rather than transact-
for goods purchased. Depending on the arrange- ing with cash at a branch.
ments made between the utility, telephone com- B2P transfers are increasingly used by compa-
pany, or merchant receiving the payment and the nies to pay salaries to their employees. These sal-
bank or MNO, the transfer can be made either ary payments are made through direct deposits to
Health care financing is one of the biggest weekly or monthly basis, as opposed to
constraints to improved health care around quarterly or half-yearly. Participation has
the world. In the Philippines, a national increased as convenience has increased
health insurer enables clients to pay micro- and costs (financial and opportunity costs)
insurance premiums though a mobile have decreased. The ability to make small
phone and receive claims into the mobile payments through a mobile phone gives
financial services account. They can also individuals greater opportunities to manage
use text messages to pay premiums on a insurance payments.
Source: Gencer and Ranck 2011.
the employees’ bank account, if they have an value (see box 12.3). And although it has the poten-
account, or onto their mobile phones. Some credit tial to put formal savings options within reach,
providers are beginning to use mobile payments to there are little or no data demonstrating a clear
make loan disbursements as well, although the size correlation between agent proximity and an
of the disbursement may exceed the maximum increase in both the uptake of savings accounts and
size of transaction allowed. deposit balances over time (Alvarez 2010).
From the government’s perspective, however,
Government Transfer Payments upgrading G2P payment mechanisms can sub-
G2P payments include government employee sal- stantially reduce administrative costs as well as
aries, pensions, health and social welfare limit opportunities for fraud and leakage. In
benefits, and one-off payments for emergencies. Brazil, switching just one financial institution to
Such government transfers are increasingly being electronic benefit cards helped to reduce the cost
linked to bank savings accounts or to mobile of delivering Bolsa Familia grants from 14.7 to 2.6
phones, facilitating access to the financial system percent of the grant value disbursed. Moreover,
and encouraging recipients to save a portion of there is growing recognition that financial
the funds received. The recipient can then choose inclusion efforts, particularly if driven by pro-
when and how much of the money received to moting access to savings, can be highly comple-
take as cash (through an agent, ATM, or branch mentary to a range of social protection objectives
office). As the entire electronic ecosystem devel- (Almazan 2010).
ops and more governments, businesses, and mer-
chants begin to use electronic technology, Value of Payment Services
customers have an opportunity to keep an Some payment service products are more appeal-
increasing amount of value in electronic form ing than others. The price of services is impor-
rather than converting it to cash. tant, perhaps more so than for other financial
Proximity of the cash outlet (an agent, for exam- services; particularly when small amounts are
ple) to the recipient clearly leads to both time and involved, fees can represent a significant cost. As
cost savings for receiving and making payments, technology develops, the price of payment ser-
transferring and withdrawing money, and storing vices will decline, particularly as competition and
Improvement in mobile money networks in and nurses are the largest groups of govern-
Papua New Guinea contributes to improved ment employees, but the education and health
health care and education by reducing the care systems are some of the weakest, in
need for nurses and teachers to travel to cash large part because of absenteeism. Teachers,
points to collect their pay. The government and for example, have a 15 percent absentee rate,
private sector, often based in urban areas, primarily because of the need to travel to col-
employ thousands of individuals across the lect wages. The opportunity cost is children in
country, most often in rural areas. The difficulty school with no teachers or patients in hospi-
of transferring money from urban to rural areas tals with no nurses. Mobile money reduces
can have real consequences for the country’s absenteeism and improves federal and private
education and health care systems. Teachers services, particularly in rural areas.
Source: Bruett and Firpo 2009.
efficiency increase; however, this will require a clients may be less likely to use the service. The
level of scale not yet reached. risk of losing money or having the receiver claim
An important feature of payment services is it never arrived is a concern, especially for new
the time it takes to effect the payment or transfer. users. These risks need to be mitigated as much
Generally the shorter the time, the higher the as possible by the provider, enabling clients to
price, but this is not always the case, depending trust the service and see value in using it.
on the service used. Transfers can be instanta-
neous, within a few hours, or take several days.
Delivery Channels
Depending on their needs, clients may be willing
to pay additional fees to ensure a quick transfer. Transactions can occur over a range of channels
Convenience is also important—both for the either in person at a branch or with technology-
sender and the receiver. If either needs to incur enabled alternatives. Financial service providers
substantial costs for transport, identification, or traditionally operate through branch networks,
time away from home or business, these addi- requiring face-to-face meetings with clients
tional costs need to be considered. In addition, either at the branch or in the field. As discussed
although security of cash is likely increased in chapter 1, to reduce costs, increase conve-
through electronic money, particularly with new nience, and reach more clients, providers are
delivery channels, using technology, agent net- exploring alternative channels such as ATMs,
works, or both may lack the level of confidence mobile branches, agent networks (using POS
and trust embedded in more traditional services. devices and mobile phones), and Internet bank-
Clients need to be sure that the money they are ing. In most alternative channels, the “face-to-
sending will get to the right person at the right face customer experience” with the institution
time and in the intended amount. If conducting changes significantly, a factor that may alter
the transfer themselves is too complicated—for products and how they are marketed or designed.
example, on their mobile phone—or is prone to Box 12.4 provides a glossary of terms related to
errors, with no checks and balances in place, alternative delivery channels.3
• Agent. Any third party acting on behalf of a bank or other financial service provider (including
an e-money issuer or distributor) in its dealings with customers. The term agent is commonly
used even if a principal-agent relationship does not exist by law in the country. Agents may
(if permitted under local law) engage subagents to carry out the activities on behalf of the
financial service provider. A financial service provider may also engage an agent network
manager to help select, train, manage, and oversee agents.
• Automated teller machine. An unattended electronic machine usually located in a public
place, connected to a data system, and activated by a client with an electronic payment card
connected to an account; it is used to make cash withdrawals or deposits and conduct other
banking services.
• Branchless banking. The delivery of financial services outside conventional bank branches,
using ATMs, mobile branches, agents, or other third-party intermediaries as the principal inter-
face with customers and relying on technologies such as card-reading POS devices and ATMs,
mobile phones, or Internet-connected computing devices to transmit the transaction details.
• Cash-in. In the context of e-money, the exchange of cash for electronic value.
• Cash-out. In the context of e-money, the exchange of electronic value for cash.
• Credit card. An electronic payment card allowing the holder to purchase goods and services
on credit.
• Debit card. An electronic payment allowing the holder to deposit or withdraw funds to or
from a bank account; it may be used with an ATM or in conjunction with a POS device.
• Electronic funds transfer or e-payment. Transfers initiated through an electronic terminal,
telephone, computer, or magnetic tape for the purpose of ordering, instructing, or authorizing
a financial institution to debit or credit a consumer’s account.
• Electronic money (e-money). A type of stored-value instrument or product generally under-
stood to have the following attributes: (1) issued upon receipt of funds, (2) consisting of
electronically recorded value stored on a device (for example, a chip, prepaid card, mobile
phone, or computer system), (3) accepted as a means of payment by parties other than the
issuer, and (4) convertible into cash.
• E-money account. An account of a holder of e-money held with the e-money issuer. If the
e-money issuer is a bank, the account could be a “regular” transactional bank account; if the
e-money issuer is a non-bank, then the account is a recording of the e-money issued by
the issuer and held by the customer. The funds backing the amount may be pooled with other
customers’ funds of the same non-bank e-money issuer and held in a bank account or accounts.
In some cases, a trust account is established for such customers.
• E-money issuer. An entity that initially sells or issues e-money against the receipt of funds;
some countries permit only banks to issue e-money; other countries also permit non-banks
to issue e-money.
• E-wallet. Electronic money held on a mobile phone, smartcard, or the Internet.
• Internet banking (e-banking). The use of an Internet browser to perform financial transactions
over the Internet, via the provider’s website.
• Interoperability. The ability of diverse information technology systems to work together so
that services can be provided across multiple providers.
(continued next page)
• Mobile banking. The use of a mobile phone to access financial services and execute financial
transactions connected to a bank account. This covers both transactional and nontransac-
tional services, such as viewing financial information on a customer’s mobile phone (Chatain
et al. 2011).
• Mobile branches. Sometimes referred to as mobile vans or as minibranches, vehicles equipped
with a portable ATM that are staffed by a teller equipped with a small laptop, mobile phone, or
POS device linked to the provider’s core banking system that travels to remote areas at spec-
ified times to conduct financial transactions, primarily cash-in, cash-out services.
• Mobile financial services. The use of a mobile phone to access financial services and execute
financial transactions. Mobile financial services can also include mobile branches. As mobile
branches are relatively few, the term most often refers to accessing financial services and
executing transactions via a mobile phone.
• Mobile money. A type of e-money that can be transferred by an MNO. As with other e-money
issuers, the issuer of mobile money may (depending on the local law and the business
model) be an MNO, a bank, or a third party.
• Mobile network operator. A company that has a government-issued license to provide a
mobile phone service.
• Mobile payment. An e-payment made through a mobile phone.
• M-wallet. A mobile-based account for storing electronic money on the mobile device.
• Payment terminal. A stand-alone terminal similar to an ATM, providing retail cash-in access
points, but not cash-out capabilities.
• Point-of-sale device. A small, portable device that facilitates an electronic financial
transaction.
• Prepaid cards. Also called stored-value cards, plastic cards that are preloaded with value and
used for purchases or payments where they are accepted. They typically do not require a
bank account, and they can be reloaded with funds.
• Smartcard. A payment card with a machine-readable embedded chip that stores information
about the customer and his or her accounts.
• Smartphone. A highly portable personal computer that has a built-in mobile phone.
• Third-party provider. Agents and others acting on behalf of a financial service provider,
whether pursuant to a service agreement, joint-venture agreement, or other contractual
arrangement.
Source: CGAP, draft glossary of mobile financial services terms; Center for Financial Inclusion 2010; CGAP 2011.
The Hatton Nation Bank (HNB) of Sri Lanka is effectively—customer service centers, micro-
a well-established commercial bank that was finance units, ATMs, and mobile vehicles.
forced to embark on rural and agricultural The bank also invested in a large network of
finance in the mid-1970s when the govern- field officers, hiring qualified people who not
ment restricted private commercial banks only understand finance but also have exper-
from opening more branches in urban areas. tise in agriculture and creating a network of 250
By the late 1980s, HNB had implemented a “barefoot bankers” who work in the villages
strategy for serving the largely underserved and normally come from the community. They
rural market. It had downscaled its regular act as field officers and also mentor, guide, and
operations, established a dedicated rural provide technical assistance to clients, encour-
banking division, and offered extension ser- aging and guiding farmers to become commer-
vices to its new rural clientele. To support the cially viable. With the barefoot bankers
new strategy, HNB invested in new delivery providing technical expertise and guidance
channels to reach rural customers more close to clients, the bank has reduced its risk.
Source: Lahaye 2011.
costs (machines, cards, vehicles for moving cash), MasterCard, which gives clients the ability to use
they require appropriate theft-proof installation them at ATMs or with an agent.
structure, data network connectivity, reliable The electronic cards store customer informa-
power, and regular service to replenish or collect tion on a magnetic stripe or an embedded chip.
cash. Furthermore, regulations also mandate that Cards with an embedded chip are referred to as
rigorous information management and internal smartcards. Although not an access point in and
control systems are in effect and may restrict the of themselves, smartcards facilitate access to dif-
use of ATMs by providers such as MFIs that may ferent transaction points and increase the secu-
be lacking in those systems. rity of information. Chips enable detailed
transaction records to be stored offline and to
Electronic Payment Cards perform transactions without a real-time link to
Clients access ATMs through electronic payment the customer’s account. They can also store bio-
cards using a password or personal identification metric information. Smartcards can function as
number (PIN) that allows personal information debit cards, credit cards, or prepaid (or stored-
to be verified and transactions carried out. Cards value) cards.
can be debit cards, where the amount available Prepaid cards differ from traditional debit
for withdrawal depends on the amount of acces- cards in that they are preloaded with value (and
sible funds in the corresponding bank account, or can be reloaded) and typically do not require a
credit cards, with a maximum amount of credit bank account. Prepaid cards come in various for-
available to the holder, which, if used, is repaid at mats and can be single- or multiple-use cards.
a later date with interest. They can also be They are cheaper to issue and to host than
branded with merchant or other organization conventional debit or credit cards. They are
logos or a card association such as Visa or increasingly used for government transfer
United Bank Limited (UBL), one of Pakistan’s largest private banks, has a branchless banking
channel called Omni, which launched in early 2009 and was fully rolled out in April 2010. In 2009
several million residents of the Swat Valley in Pakistan were displaced from their homes follow-
ing a period of intense conflict between security forces and militants, making them dependent
on emergency supplies and cash transfers from the World Food Programme (WFP). UBL
approached the WFP with an offer to pay out the cash transfers of Rs 4,000 (US$47) in each of
two monthly payments using a prepaid card as a means of piloting this way of paying cash. The
WFP designated 12,000 beneficiaries to participate, and UBL staff issued the cards.
A total of 24,000 cash payments were made, amounting to just over US$1 million using a
network of 15 Omni agents. The WFP transferred the funds in bulk to the UBL, which cred-
ited each of the underlying limited-mandate bank accounts set up for each beneficiary.
Thereafter, beneficiaries could withdraw their money by presenting the card and using their
PIN at an Omni agent. For each withdrawal, agents received the standard Omni cash-out fee
of 1–1.5 percent. An NGO, Save the Children, provided extensive support to the beneficiaries,
training them on how to use their card and PIN and even accompanying them to make their
first withdrawal. This spared UBL staff from having to provide support to previously unbanked
beneficiaries.
Based on the UBL’s experience and subsequent feedback from the WFP and customers, all
parties involved were extremely satisfied with and confident in the process. One enormous
benefit was that the program mobilized the local economy and generated employment and
business opportunities in the affected communities.
The biggest benefit was that the total cost of distributing aid was the 5 percent commission
that the WFP paid to UBL plus the minor administrative cost of its monitoring staff. If other
development agencies adopt the process, the aid distribution structure could be made more
efficient, because in the current system about 60 percent of aid is spent in the distribution chain
and does not translate into any benefit for the intended recipients.
Source: CGAP 2010.
Paynet Kenya developed the world’s first soft- grown to more than 500 ATMs nationwide,
ware that allows cardless transactions at enabling Kenyans to withdraw cash, pay bills,
ATMs. In March 2005, PesaPoint was founded access their M-PESA accounts, inquire about
to provide convenient ATM locations country- their bank balance, and more.
wide. Through the integration of financial insti- PesaPoint is a “white label” ATM network.
tutions, as of 2012 the PesaPoint network had One year after its launch, M-PESA partnered
The payment terminal is a grassroots Russian than 1,300 companies through its terminals.
invention. Terminals take in, but do not dis- Qiwi is expanding internationally and works in
burse, cash—their main limitation and major 22 countries in Europe, Asia, Africa, and the
distinguishing characteristic from ATMs. Americas.
Payment terminals came about as a conve- There were approximately 250,000 ter-
nient means to top up mobile phones. minals in Russia as of early 2011, and the
Customers enter their phone number into the number is growing. In places where people
machine and insert cash into the terminal. The have limited access to the Internet or
paid amount net of commission is automati- agents, payment terminals remain the best
cally added to their mobile account. way to pay for services without going to a
Currently, payment terminals can also be bank (Boris 2011).
used to pay for utilities, traffic tickets, and In 2010, the average payment size was
movie tickets, to transfer money to bank Rub 132 (US$4.20), and the total volume of
cards, as well as to pay a variety of other ser- transactions was Rub 772.2 billion (US$24.7
vices. In 2009, Qiwi, the leading operator in billion), implying approximately 5.8 billion
Russia, offered payment services for more transactions (Qiwi Channel 2011).
Source: Jenya Shandina. For information on Qiwi, see http://tv-technopark.ru/index.php?option=com_content&
view=article&id=479&catid=11 and http://qiwi.ru/about/world/ (both in Russian).
security, and the option of generating a printed portable and equipped with biometric scanners
transaction receipt.8 Retailers, providers, or their and wireless connection capabilities, including
agents can use this feature to issue ministate- Bluetooth,9 Wi-Fi,10 GPRS,11 and even a dial-up
ments showing, for example, the last 10 transac- modem to allow data connections over analog
tions on a client’s account. phone lines (similar to fax machines). Recharge
Multiple models of POS devices cater specifi- able batteries typically allow several hundred
cally to development finance markets by being transactions to be performed between charging.
Box 12.9 Urwego Opportunity Bank’s Mobile Bank and Open Sky System
In an effort to reach rural populations in Rwanda, When the mobile bank was launched, it
Urwego Opportunity Bank launched a mobile appeared to be one of the more attractive
banking service in 2010. A vehicle was equipped methods for reaching rural clients, but after
with networks, modems, and an application the pilot phase, it was determined to be too
called Open Sky, which enabled a low-band- costly. The vehicle itself was expensive to pur-
width real-time connection to the core banking chase and set up, as were the operational
system operating at the head office. With this costs related to vehicle maintenance, fuel,
technology, key banking services were avail- and secure cash transit.
able in the communities visited, including teller At the same time, more options became
transactions, new client registration, and loan available for using mobile money to extend
applications. A schedule was determined and outreach. Although the initial vehicle remains
advertised so that customers knew when to in use, the bank shifted its focus to mobile
expect the mobile bank visits. phone technology.
Source: Geraldine O’Keeffe, Software Group.
M-PESA, a Safaricom-led mobile money ser- convenient, and more secure than the infor-
vice in Kenya, was launched in 2007 with the mal methods they had previously used to
simple proposition to “send money home.” send and receive money (Rotman 2010). The
M stands for mobile, and PESA means 2008 survey also found that among nonusers
money in Swahili. By the end of 2009, more the lack of adoption was due to inadequate
than 70 percent of households in Kenya and, access to network agents.
more important, more than 50 percent of the Overall, M-PESA’s success has demon-
poor, unbanked, and rural populations were strated that leveraging mobile technology to
using the service (Jack and Suri 2010). By extend financial services to large segments of
June 2010, 70 percent of all financial transac- unbanked poor people is possible, largely
tions in Kenya were done using M-PESA, but because cell phone technology is becoming
the total value of these transactions repre- ubiquitous in the developing world. In contrast
sented only 2.3 percent of the total transac- to traditional banking models that rely on the
tion value, demonstrating the demand for a debt capacity of borrowers to generate reve-
great many very small transactions (Jack and nue from interest and fees charged on loans,
Suri 2010). As of November 2011, M-PESA M-PESA’s revenue model is based on usage
had more than 14 million subscribers and fees. This usage-fee model has proven to be
well over 28,000 agents across Kenya. profitable despite targeting a client segment
M-PESA’s perceived safety and conve- of hard-to-reach poor. In addition, M-PESA has
nience are major reasons that early adopters demonstrated the importance of offering low-
chose to use it. In the fall of 2008, researchers cost payment services.
completed a survey of 3,000 randomly The early support of Kenya’s central bank
selected Kenyan households to gain further for the pilot M-PESA and the fact that
insight into M-PESA use. Within the sample, Safaricom held a dominant position in the
26 percent of M-PESA users reported that market at the time of the launch were key fac-
safety was their main motivation for adopting tors that led to the rapid uptake. Even so, the
the service, whereas 45 percent stated ease M-PESA results demonstrate that low-income
of operation as their reason. About 12 percent clients sufficiently value the ability to make
of users stated that they use M-PESA for payments for payment services to be consid-
emergencies (see Jack and Suri 2010 for full ered a financial product (along with credit, sav-
survey results). Additionally, the vast majority ings, and insurance) that helps poor people to
of users viewed M-PESA to be faster, more manage their financial lives.
Source: Jack and Suri 2010; Rotman 2010.
defined by the MNO. Cash-in, cash-out services 1. Short messaging service (SMS). The client
still need to be performed in a branch, at an ATM, sends a specially coded SMS message to the
or with an agent. intended recipient. This is usually referred to
MNOs offer three types of transaction messag- as texting or a text message.
ing protocols to perform financial transactions
2. Unstructured supplementary service data
over GSM mobile networks:
(USSD). The client begins the session by
To open a bank account, the customer visits a account and be able to make payments—for
bank branch or an agent accredited by the example, pay utility bills (P2B) or transfer
bank where she is properly identified as money to others (P2P).
required by law. She fills out a form, supplies If she wants to withdraw cash from her
her name, address, and mobile phone num- account, she can do so through an agent who
ber, and presents an acceptable form of iden- represents her bank. She simply selects the
tification. If she already has a bank account, application from the phone’s menu, enters her
she can use her phone to sign up for mobile PIN, and selects “withdraw” from the menu.
banking by sending a text message to a partic- She will be prompted to select the account
ular number. Once the account is opened, the from which she wants to withdraw, enter the
bank transmits the mobile banking application amount, and then enter the phone number of
wirelessly to the customer’s phone, where it the agent. The next screen prompts her to con-
appears on the main menu. The customer reg- firm the transaction. Both the customer and
isters her phone number and selects and the agent then receive a message confirming
types in a PIN. She can now begin transact- that the customer’s account is debited, and the
ing. She will be able to receive her salary, amount is transferred to the agent’s account.
remittances, and other transfers into this At this point the agent gives her the cash.
Source: Mas and Kumar 2008.
Figure 12.1 Relationship between the Customer, the Agent, and a Bank in Conducting a Mobile
Banking Transaction
Bank
Client opens
Agent opens bank
– Agent account debited bank account
account (accessible 1 4 1
+ Client account credited (accessible by
by mobile phone)
mobile phone)
2 Cash-in
Agent Client
Electronic
3
value sent
In some countries, third-party technology world, with more than 45 million customers,
companies are developing “technology- and is still growing. Eko’s customers can
enabled business models” in partnership with transact via cell phones without going to an
banks and non-banks. Examples of these agent, unless they want a cash transaction.
include FINO, Eko, ALW, and SubK in India and Most of Eko’s transactions are person to per-
Wizzit in South Africa. son (P2P) and not government to person
FINO and ALW and several similar compa- (G2P).
nies in India use card and card-reader sys- Wizzit has a platform company called
tems, usually focusing on G2P payments. Wizzit International with contracts in several
The accounts are held by banks, and all trans- countries and a business in South Africa also
actions must be done with an agent. These called Wizzit. All Wizzit accounts are held in
companies manage agents and their acquisi- the South Africa Bank of Athens, which is
tion of and interaction with customers, but responsible for meeting central bank know
banks “own” the customers and are fully lia- your customer and risk management
ble for meeting all know your customer, doc- requirements. Wizzit is a P2P transaction
umentation, and other requirements. FINO’s business in which customers get both a
agents are not stationary; instead they set up debit card and a SIM card that are linked to
temporary disbursement sites on payment the same bank account and use both for
days. transactions (transactions on the two chan-
FINO and ALW use smartcard technology nels were about half and half at the time of
with biometrics, which is relatively expensive writing). For the most part, Wizzit has
(both cards and the readers) and does not link recruited, trained, and managed its own
into the national payments system. Eko uses agents, called Wiz Kids, an innovative sales
cell phone technology that requires the cus- approach that other providers have copied. It
tomer to be familiar with numbers. SubK (a has tried to work with retail networks, the
subsidiary of BASIX Group) uses a voice bio- post office, and fast-moving consumer
metric system that might work better for poor goods companies, but with little success so
people; its system could be linked into the far. None of these start-up companies is
national payments system. Some of these profitable yet, and some have struggled to
companies have both their own platforms and find equity investors and to grow to scale.
a separate not-for-profit business correspon- But they have demonstrated new business
dent company that manages the customer models, and this has influenced regulators
and agent relationship. FINO claims to be the to open up space and attracted other busi-
largest branchless banking business in the nesses to invest.
Source: Steve Rasmussen and Kabir Kumar, CGAP.
shares and their strategy for maintaining a geo- fewer agents and (2) the necessity of competing
graphic presence. To become comfortable shar- on the basis of superior products and service
ing platforms or agent networks, providers need rather than trying to establish exclusive geo-
to (1) understand the power of broad client graphic zones with high barriers to entry (Mas
reach versus exclusive operational control over 2008).
bKash was created in 2010 to develop a national payments platform accessible to a majority of
the poor in urban and rural Bangladesh. bKash functions as a third-party network that aspires to
work with multiple MNOs and multiple banks. The components include the following:
• An interoperable mobile money software platform that allows customers to make deposits,
withdrawals, transfer funds, pay bills, and store funds through a mobile wallet account
• An extensive agent network that registers customers, assists them with transactions, and
serves as cash-in, cash-out points
• A mobile operator through which bKash uses a USSD channel to conduct secure transactions
over the air (initially bKash partnered with Robi, but recently Grameen Phone, the MNO with
the largest market share in the country, has signed on to permit its customers to use the
bKash platform)
• A bank that will hold customer accounts; the first bank partner was BRAC Bank, but bKash is
looking to add additional banks in the future
• Other platform participants, such as governments, merchants, bill-pay services, and credit
and insurance providers.
Since the official launch in July 2011, customers are able to receive electronic money into
their bKash accounts through salaries, loans, domestic remittances, and other disbursements
and eventually can cash out at any of the thousands of bKash agents, hold the money in the
account for safe keeping, or make electronic payments.
The bKash mobile wallet is a Visa technology platform, fully encrypted to ensure secure
transactions. Money can be deposited into and withdrawn from this account or used for various
services.
Source: Author interview with b-Kash.
The market for payments, whether it is people treated as a regulated banking service, so util-
paying utilities, taxes, or credit card bills (P2B) ity companies cannot sign up local shops as
or the government making welfare payments agents for bill collection points, as is com-
(G2P), has been tapped most successfully by monly done in other countries.
the larger banks in Brazil. The country now has On the supply side, two factors helped to
more than 130,000 outlets acting as agents of create a distributed network of agents. First,
the bank (although only 39,000 of these out- state resources were used effectively. State-
lets offer full banking services) and serving owned Banco do Brasil and Caixa Federal led
about 13 million new bank customers who the charge in signing agents (the latter using a
have been added since 2002. major lottery chain), and the extensive postal
As a result, Brazil is the first developing network was auctioned off as an exclusive
country with at least one banking outlet in banking agent (won by Banco Bradesco,
every municipality. The success of the Brazilian which then created the Banco Postal as a joint
model hinges on country-specific factors. On venture with the postal service). These
the demand side, two factors created captive became three early and powerful agent net-
markets for new banking agents setting up in works that prompted other banks (Banco
areas previously unserved by banks. Real, HSBC, Unibanco) to join in. Second, a
First, the government embraced the early special retail payment technology infrastruc-
use of bank accounts to distribute welfare ture allows agents to deposit and withdraw
benefits (under the Bolsa Familia program), from their account at the branch of any bank.
and most of the new bank account holders This enables banks to provide service to
are welfare recipients. Second, bill payment is agents who are far from their own branches.
Source: Mas 2009.
and maintain trust in the system (Lehman there are enough agents to serve customers and
2010). enough customers to keep the agents interested
in providing the service (see box 12.15).
Building an Agent Network Safaricom, the single most successful mobile
An effective agent is well trained, trusted by cus- money deployment to date, invested heavily in
tomers, strategically and conveniently located, developing the M-PESA agent network with a
and properly incentivized to follow procedures, focus on a consistent customer experience. Each
keep sufficient float on hand, and serve c ustomers. one of its more than 20,000 agents provides the
Banks typically select larger and more established same services (that is, signing up new customers
retail stores, whereas mobile networks are more and facilitating cash-in, cash-out transactions),
inclined to use smaller retail outlets such as road- follows the same procedures, and has the same
side stands, “mom and pop” shops, or kiosks (Mas branding. Other providers have assigned different
and Siedek 2008). Some providers choose to out- roles to different agents, which has resulted in
source agent recruiting and training altogether. difficult trade-offs. For example, MTN Uganda
Either way, the size and growth of the agent net- separated the “field-based” account-opening
work has to be planned carefully to ensure that function from the “static” cash-in, cash-out
Inspired by a network of payment terminals pay a commission to Express Pay for process-
in Russia, Express Pay—an unregulated pay- ing transactions. For money transfers, cus-
ment service provider—started in Tajikistan tomers pay a maximum 3 percent of the
in 2007 and now offers a web of financial ser- transaction amount.
vices for numerous providers. According to In addition to payment terminals, Express
Express Pay’s co-founder, Dilshod Niyazov, Pay has extended its network to include 1,600
a forward-thinking representative of the agents, most of whom are local shopkeepers
National Bank of Tajikistan discovered located throughout Tajikistan. Agents perform
Express Pay’s first terminals within the busy the same functions as terminals but also
markets of Dushanbe and insisted that offer “cash out” services to customers and
Express Pay set up a licensed microdeposit soon will be able to register new accounts.
organization in 2009 to carry on business. In (Currently, customers must register for a new
response, FG Vavilon was established allow- account at a central office.)
ing Express Pay to capture savings legally as Niyazov estimates that 25 percent of
well as to make transfers and bill payments. Express Pay’s business comes through
Today, Express Pay manages 800 termi- agents and 75 percent comes through termi-
nals, small street-side machines that resem- nals. That will change as its presence expands
ble a one-way ATM, providing cash-in but not geographically and the company deepens its
cash-out. Through these terminals, users can offerings, particularly to utilities, where com-
pay bills, make domestic money transfers to pany employees travel from home to home to
other account holders, top up mobile airtime, invoice customers, collect payments, and
and, in some cases, repay loans. Express Pay issue paper receipts. It is not difficult to imag-
is convenient for clients. Bill pay services are ine a time when certified, roaming Express
free. Utility providers (water, electricity, Pay service agents will perform this function
Internet) and other financial service providers for a variety of companies.
Source: Kim Wilson, Fletcher School, Tufts University.
function to speed up the acquisition of new cli- Orange Money in West Africa, which has a regis-
ents. However, this created a situation in which tration process that takes up to a week. As a result
customers signed up even though they did not of this long wait time, only 6,000 of its first 120,000
need the service or could not find an agent with customers, or 5 percent, actively used the account.
which to transact (Davidson and Leishman 2010).
When an agent can both open accounts and Managing Liquidity
facilitate transactions, not only does the agent An agent is essentially an aggregator for the cash
have an incentive to provide services to custom- requirements of a community. It is a cash-storing
ers, but customers are encouraged to use the ser- and transfer business that absorbs the risk inher-
vice. If customers cannot transact immediately ent in handling cash. An agent must maintain ade-
upon opening an account, they lose the instant quate cash and e-money float balances to meet
gratification of being able to use the service. This customer cash-in, cash-out requests. If too much
situation is well illustrated by the deployment of cash is taken in, the agent may run out of e-float
Managing agent liquidity is the critical piece The central factor influencing cash-handling
in ensuring the viability of the agent system. costs is the ability to minimize the amount of
Regardless of how providers and agents cash that needs to be moved between the
share the burden of cash management, a bank and the retail agents—the ideal agent
burden that is too heavy will compromise being one that is fully “cash neutral” at the
the sustainability of the entire system or end of every day. Because cash-handling costs
price the transactions beyond the poor’s are typically proportional to the volume of cash
ability to pay. in transit (secure transport firms charge close
Emerging data from the Bansefi-Diconsa to 1 percent of cash volume in Mexico, for
correspondent banking pilot program in example), the notion that a large number of
Mexico indicate that handling cash may transactions per agent ensures viability of the
amount to anywhere from 35 to 60 percent of system comes into question. If the volume of
total system costs. Most cash-handling costs transactions involves the transport of large
are outlays for secure transport services and amounts of cash to the retail payout point,
insurance premiums, and about 10 percent then the net effect on system viability is uncer-
are the opportunity costs of holding cash and tain. Large social payments programs (G2P)
reserves for theft. present a special challenge in this respect.
Source: Lehman 2010.
• Use existing airline sales and marketing staff in Agent Costs and Fees
the field for MNO-led models. Zain in Tanzania Agent banking systems are much less expensive
used this method for budgetary reasons but to operate than bank branches. As shown in figure
found that its marketing teams were unwilling 12.2, the monthly costs associated with five sav-
to focus on agent training and management. ings account transactions (two deposits, two
Figure 12.2 Monthly Costs in Dollars Associated with an Illustrative Transaction Account
Mobile wallet
Branch cashier
The previous four chapters have discussed indi- services should be in relation to clients’ objectives,
vidual financial products and ways in which insti- with the various financial options presented in a
tutions might deliver them. In this chapter we consistent way so customers can select the option
argue that, for customers to make sense of all that most suits them, or indeed mix and match
these products, they must be embedded within a between them. In this fashion, the service tran-
financial planning tool. The use of all financial scends the constituent financial service elements
services should logically flow from a customer and becomes an integrated customer experience—
desire to organize payments to meet present and one that allows users not only to choose but also to
future needs. construct their own bouquet of services based on
Financial services are a means to an end, and a their specific circumstances and needs.
full financial service is one where customers are Such a customer experience should permit,
presented with various options to achieve their and indeed require, a high level of interaction
objectives. For instance, an objective might be between customers and their money. The per-
buying a motorcycle, which a customer might get sonal, always-with-you, connected nature of the
by setting some money aside and by borrowing the mobile phone presents a unique opportunity to
remainder and repaying it over time. This sug- conceive financial services as a conversation
gests that the most useful way of offering financial between the client and the provider.
Since 2008 a new microfinance model has and addressing the financial needs of the
been tested in three remote rural regions of approximately 10,000 people and 2,000
India under the franchise name Kshetriya households living in the area. Work begins
Gramin Financial Services (KGFS). Sponsored with a financial well-being assessment that
by IFMR Trust, the goal of KGFS is to provide collects household-level data in household vis-
complete financial services to all individuals its; these data are entered into a series of pre-
and enterprises in a predefined area. The oper- set formulas for easy analysis. Based on that
ations of each franchise organization are lim- assessment, frontline staff (called wealth
ited to between two and three contiguous managers) recommend a tailored combina-
rural districts with total populations ranging tion of financial products for each household.
from 4 to 5 million; within its catchment area, Each KGFS unit is “product agnostic,” advising
each branch is responsible for understanding clients on the right combination of savings,
(continued next page)
Delivering Financial Services over usability barrier (friendly and intuitive customer
Mobile Platforms experience).
What makes these problems particularly diffi-
What might a financial system that includes every-
cult is that they cannot be thought of separately or
one look like? We can guess at some of the constit-
tackled sequentially. These three aspects must
uent elements of the solutions by looking at what
come together at the marketing level to answer
has been successful in various related sectors. Box
the three main questions customers will have:
13.2 ascribes two success factors or lessons to each
(1) what is it, what does it do; (2) why should I use
of microfinance, informal finance, mobile money,
it, what are the benefits; and (3) how does it work,
mobile telephony, and the Internet.
where can I use it?
The sheer magnitude of the financial inclu-
sion gap—70 percent of households in develop-
ing countries are unbanked—calls for pretty Elements of a Mobile Financial Service
radical solutions. We need to overcome an access Proposition
barrier (last mile infrastructure), a relevance bar- We can distinguish between three basic elements
rier (right-sized products and services), and a of a mobile financial service proposition. First,
Microfinance success stories are many and by digitization of services. The first one is
diverse, but two common factors stand out the packaging of individual offerings into a
across all of them. The first is the value of fuller, friendlier, customizable customer
proximity: They all found ways to get physi- experience. The second one is the customer
cally close to the customers they wanted to information that can be gleaned from their
serve. The second is simplicity: They focused transactions or interactions with the ser-
on streamlining the product set and standard- vice, which can be used in turn to tailor
izing features. products and further optimize the customer
There are now high hopes for mobile experience.
money as a new platform for financial inclu- The informal money management prac-
sion, following M-PESA’s success in Kenya. tices that people use in their daily lives have
One lesson is the importance of cultivating the two characteristics that set them apart from
edge of the electronic payment network: Make what banks normally conceive. First, they blur
conversion in and out of cash easy and reliable. the boundaries between savings, credit, and
The other major lesson is that profitability in insurance (for instance, savings-led groups or
financial services need not come from credit lending money among friends). Second, they
alone: There is substantial willingness to pay use a range of discipline devices beyond
for some types of payment services that are sheer time commitments (fragmentation by
costly or inconvenient for people to do today. purpose, indivisibility of savings vehicle, creat-
The rampant growth of mobile telephony ing habits, peer pressure, and assigning
even in the poorest countries has shown us social/family value).
the power of two additional drivers of demand. Let us now connect all the emphasized
The first one is the immediacy of the service, keywords: To crack the financial inclusion prob-
which is inherent in the technology: being able lem all we need to do is to design a customer
to communicate here and now, on demand. experience that (1) combines features of sav-
The second one, slashing price barriers, came ings, credit, and insurance and offers a variety
with the shift to prepay: introducing tiny top-up of self-discipline tools, (2) is manageable by
amounts (as low as US20 cents) and eliminat- the customer within a simple-to-use, logically
ing fixed fees and usage commitments. consistent framework, (3) is delivered as and
From the internet, we have learned when people need it in any amount they need,
about two new key sources of value enabled and (4) has convenient local liquidity options.
there needs to be an infrastructure to exchange network of cash in/out points that people can
physical cash for electronic value (most com- incorporate into their daily routines. These
monly, branches and ATMs). This is not banking points need to be near where people live and
per se because it merely enables exchange work, located in retail environments that want to
between two forms of money, just like one might serve poor people like them, and offering two-
exchange notes for coins. But it allows people to way services (deposits and withdrawals) in small
easily combine the forms in which they are paid amounts.
their wages, store money, and spend it. There The most promising approach is to engage
needs to be a much more dense and cost-effective everyday stores as cash in/out points, where they
Single
user
experience
Balancing customer intimacy and scale is product development, through which they could
g enerally achieved through institutional special- develop deeper and richer relationships with
ization. One approach, shown in the middle of their customers.
figure 13.1, is to separate the operation of the basic
payment platform from the development and Creating a Single-User Experience
marketing of value-adding financial services that This separation of functions would go a long way
ride on that platform. The e-payment platform to put financial service providers on a more sound
box in figure 13.1 refers to the basic exchange and economic footing, but the proliferation of services
transfer functions described above. This service running on these rails presents significant mar-
could be supplied by larger banks through inter- keting challenges of their own. Communicating
operable switches or by mobile network opera- what each product does (features and terms), why
tors (MNOs) under mobile money schemes. or in what circumstances it might be relevant for
Although it is possible that these players might people (benefits), and how it is used (procedures)
operate such platforms as a closed loop, one requires a level of attention from poor customers
would expect that over time they would open that providers may not be able to garner, and even
them up to an ecosystem of specialized financial if they did, it may entail a cost which providers
institutions that wish to offer a fuller set of ser- are not able to bear.
vices to their customers. These specialized insti- There is a need to create a simple framework
tutions riding on the scalable platforms could through which people can discover, learn about,
operate as cashless banks, because they would col- and manage a diverse set of services. That is rep-
lect and return value to their customers through resented by the single-user experience box on the
third-party electronic payment platforms. Freed right-hand side of figure 13.1. Customers might
from the operational challenges of handling cash avail themselves of many products and services,
and electronic payment networks, they would be but all are presented and managed in a consistent,
in a position to focus more fully on marketing and seamless way through common interfaces.
1 2 3 4 5 6 7
8 9 Send
10 11 12 13 14
money
home
Time 15 16 17 18 19 20 21
Mobile phone screens
22 23 24 25 26transfer
Money 27 28
My balance
Buy Total saved:_________
Phone#:____________
bicycle Available:___________
Amount:____________
29 30 31 Committed:_________
PIN________________ For a / b / c:_______
Buy
books (Value date_________) For x / y / z:_______
in my liquid mobile money account for daily sometimes be interpreted to be not necessarily
expenditures. exact dates when certain payments are planned
but rather future financial decision points. Thus, I
• Farmers have the opposite problem: All their
might push money to April 1 simply so that I do
money comes at once, at harvest time. Thus, I
not have to think about how to use that money
could deposit the entire value of the crop and
until then; on April 1, I might decide to do some-
send large parts of it to myself on those dates
thing with it, or simply roll it over to, say, July 1.
when I need to pay for the rent of the land for
Me2Me payments to future dates are function-
the next season, and pay for soil preparation
ally equivalent to commitment savings subac-
and seeds at planting time. With the remaining
counts, each of which is associated with a
value, I could even create monthly payments
particular future date. Through this scheme,
to myself emulating a salary until the next
there is no need to predefine or open multiple
harvest.
accounts. In the customer’s mind, each date, and
Remember the previous discussion on goals: hence each subaccount, would be associated with
Some, like school fees, are clear objectives, a goal.
whereas others, like buying a motorcycle, might Most people save because they want to buy
represent a more fuzzy category of intentions. something. Applying a payments logic to savings
Thus, future payment dates to oneself might behaviors makes it more tangible and relevant for
(UI)
Retail cash
Contracted
merchant for
retail agents
cash in/out
Own staff,
brick and Face-to-face full-service channel
mortar
High
INSTITUTIONAL
MANAGEMENT FOR SCALE
AND SUSTAINABILITY
CHAPTER 14
This chapter addresses data and financial man- Different stakeholders require data and informa-
agement for planning, reporting, and monitoring tion for different purposes: managers rely on finan-
of social and financial performance and financial cial and social performance information at the
risk. This is different than measuring financial institution and unit level to understand areas of
inclusion at the national, regional, or global level operations that may require attention or focus;
discussed in chapter 5. This chapter is about man- investors use financial information to measure value
aging data and monitoring performance and risks and determine institutional performance relative to
of individual institutions providing financial ser- business plan targets and other potential invest-
vices—primarily credit and savings. It does not ments; other funders use information on financial
address insurance providers or payment service and social performance to allocate funding for spe-
providers. It focuses on institutional providers, as cific interventions or to monitor existing grants or
community-based providers generally do not debt; regulators use financial information primarily
require sophisticated levels of data collection or to measure compliance and support their oversight
financial management of the type discussed here.1 of financial service providers within their area of
It will be of interest to practitioners, funders, jurisdiction; policy makers use aggregated informa-
regulators, and others interested in understand- tion on institutional financial performance to struc-
ing performance management metrics. ture and protect the financial sector and to ensure
To support the periodic assessment of groups, VSL Associates and Software Group, have
made available an open-source, Excel-based MIS that stores information collected from
each SG and generates core ratios. The adoption of a common MIS has advanced the stan-
dardization of reporting in the sector and enabled all practitioners and donors to adopt a
stand-alone MIS that would otherwise be prohibitively costly and time-consuming to
develop separately. No data are collected on individual members. Rather the focus is on
(a) group profile and member satisfaction; (b) group financial performance and sustainability;
(c) efficiency and productivity of facilitating agencies; (d) sustainability of service delivery,
post-project; and (e) the cost per member, measured both during the life of a project and in
the long term.
The MIS is structured around three primary reports:
• Performance ratios. A quick overview of the program based on 16 key indicators of perfor-
mance (see table B14.1.1)
• Overall project performance. A detailed summary of performance including 48 metrics cov-
ering outreach and profile of members, financial performance of the group, and operational
and financial efficiency of the facilitating agency
• Portfolio performance comparison. A report providing consolidated portfolio performance
data for each facilitator based on 13 key indicators of performance to identify differences
across facilitators, to allocate resources and efforts more efficiently, and to resolve
weaknesses.
Software application controls are preventive, detective, and corrective in nature. Automation
enables and facilitates a range of such controls very effectively. All software applications contain
some generic controls. Regardless of whether the software is purchased or developed, applica-
tion-based controls should be in place to ensure that the following objectives are fulfilled:
• Input controls. Check the integrity of data entered into a system, regardless of when, where,
or how, to ensure the information is within specified parameters. Examples include the se-
quential entering of receipts, prevention of entering duplicate transactions, controls around
the entry date, and prevention of entering duplicate loan numbers.
• Processing controls. Ensure that processing is complete, accurate, and authorized. An exam-
ple is ensuring that the sum of all debits and credits posted by the system on any given day
are always equal. Processing controls also include user access for various activities and levels
of authority to carry out those activities.
• Output controls. Address what is done with the data or the transactions. Output controls
compare output results with the intended results and outputs with inputs. An example is
verifying receipt batch entries and their allocation to principal, interest, and fees with the
database report summary.
• Integrity controls. Monitor data in process or in storage to ensure that data remain consistent
and correct.
• Management trail. Provide a historical traceable record of transactions and processes. The
“audit trail” enables management to track transactions from the source to the ultimate
results reported and to trace backward from results to the events and activities they
record.
Source: Richards, Oliphant, and Le Grand 2005.
that most financial risks are interrelated. For portfolio over time. Visits to clients—to authen-
example, liquidity risk could easily lead to credit ticate their existence, verify loan balances, and
risk if borrowers begin to lose confidence in the gather feedback on satisfaction—are also an
provider’s ability to satisfy their demand for loans. essential part of understanding and managing
Similarly, credit risk may aggravate liquidity risk both credit and fraud risk in the loan portfolio.
and capital adequacy. Asset quality refers to the quality of the loan
portfolio, the cost and impact of nonperforming
Asset Quality loans, and the percentage of nonearning assets
Credit risk is a well-known and well-understood (see table 14.3). Credit risk is the core risk affect-
risk for financial service providers, particularly ing asset quality. In general, many providers offer
since lending is the prime source of revenue in relatively few products, which for the most part
most contexts. Credit risk is essentially the risk focus on credit for investment in productive
faced by lending one’s resources to others. There activities. This often results in homogeneity of
is an inherent risk that loans will not be repaid; borrowers, either geographically or by livelihood,
for this reason, institutions design eligibility cri- resulting in covariance risk. Because the loan
teria, loan policies, and procedures and guide- portfolio usually constitutes a proportionately
lines to assess and analyze a client’s ability and large share of overall assets, difficulties affecting a
willingness to repay and the appropriateness of large number of borrowers, such as a poor har-
the size and term of the loan. Portfolio analysis— vest, can have a substantial effect on overall per-
with reports segmented by branch, loan officer, formance. As providers expand their loan
product, and aged delinquency—is one of the products or target sectors, covariance risk may
best ways to understand and manage a loan decline.
In June 2012, the Social Performance Task Force launched the Universal Standards for Social
Performance Management, which is “a set of management standards that apply to all microfi-
nance institutions pursing a double bottom line. Meeting the standards signifies that an institu-
tion has ‘strong’ social performance management practices.” The standards are divided into six
sections:
1. Define and monitor social goals
2. Ensure board, management, and employee commitment to social performance
3. Treat clients responsibly
4. Design products, services, delivery models, and channels that meet client needs and
preferences
5. Treat employees responsibly
6. Balance financial and social performance.
The standards were developed in consultation with industry players, including MFIs, inves-
tors and donors, social rating agencies, networks, and associations. They build on previous initia-
tives in the industry, including those of the ImpAct Consortium, MicroSave, and the Smart
Campaign. The standards seek to guide institutions in the self-evaluation and implementation of
their social performance management. It is also expected that MIX Market, social rating agen-
cies, and funders will incorporate them into their reporting, rating tools, and due diligence
processes.
Source: http://www.sptf.info/sp-standards#1; Social Performance Task Force 2012.
Internal systems
Intent Outputs Outcomes Impact
and activities
Indicators
Social ratings
Social audits
• Output. Does the institution serve poor and improvements be attributed to institutional
very poor people? Are the products designed activities?
to meet their needs?
Social Performance Indicators
• Outcome. Have clients experienced social SPM does not focus on proving impact; rather it
and economic improvements? Can these focuses on gathering information that allows
The CERISE social audit tool uses a question- and weaknesses of the processes and man-
naire and guide to examine (1) outreach to the agement systems vis-à-vis the institution’s
poor and excluded populations, (2) adaptation social mission and goals through a four-step
of products and services for target clients, (3) procedure: (1) a gap analysis with manage-
improvement in social and political capital, ment, (2) interviews and group discussions
and (4) corporate social responsibility. Given with key stakeholders of the financial provider
its focus on organizational systems and pro- to get more in-depth information on the sys-
cesses, CERISE determines outreach to the tems and processes, (3) a summary of find-
poor through indirect means rather than ings that are summarized in a report, and
through client assessments. It analyzes the (4) a discussion of the findings with an internal
mission statement, board and staff commit- audit panel of key stakeholders. This last fea-
ment, and targeting methods to approximate ture is thought to be useful in validating the
whether poor clients are being served. Rather results of the assessment and building under-
than analyzing client empowerment at the standing within the institution of the various
household and community level, it assesses aspects of social performance. The final output
the social and political capital of clients by of the assessment is an action plan for the
looking at their involvement in MFI decision actions that could help the institution to
making and at the transparency of financial improve its current social performance.a As
transactions. such, it is a good entry point into social perfor-
The quality audit tool was developed by the mance management for financial service pro-
Microfinance Centre and Imp-Act. It can be viders that are new to social performance
implemented either internally by staff or exter- management, but it is also good for institutions
nally by a consultant. It identifies the strengths wanting to improve their current practices.
Source: http://www.cerise-microfinance.org/publication/impact.htm; SEEP Network 2008.
a. For more information on the tool, see SEEP Network (2008); http://www.mfc.org.pl/. For a user’s review, see
http://api.ning.com/files/S6i7J1FpYVkkMGKF4TG901dP2qw2vr7x8FDcMyztLOMw7tHVp9mhE1a5lU6BFgsc/
UserReviewVol1No6QAT.pdf.
seek to obtain a valuation of existing social perfor- 2. For example, the uniformity of measurement
mance within the institution.17 Various organiza- across countries and markets allows for
tions have developed social audit tools including benchmarking and comparison, helping to
CERISE (Comité d’Echanges, de Réflexion et d’In- inform investment decisions. This information
formation sur les Systemes d’Êpargne-crédit), is a vital part of the due diligence of any
investor and sends important signals to the
MFC (MicroFinance Centre), EDA, and MicroSave.
market regarding the current value and
The social audit tools of CERISE and MFC are anticipated performance of a given financial
described briefly in box 14.4. service provider.
3. The lists can be found at http://www.cgap
Notes .org/p/site/c/template.rc/1.11.160192/
1. The exception is organizations that facilitate 1.26.3104/ and http://www.mixmarket.org/
Savings Groups using a standardized service-providers.
management information system and thus it is 4. Comma-separated value, like Excel, but in a
discussed briefly in this chapter. more basic format.
Chapter 14 discusses data management and finan- manages risks, and ensures accountability. Good
cial and social performance monitoring for insti- governance provides management with the
tutional providers. This chapter provides an proper incentives to pursue objectives that are in
overview of governance and other issues related the interests of the organization. Governance
to the management and operations of institu- structures also facilitate effective monitoring and
tional providers, including human resource man- feedback of information, encouraging providers
agement, product management, and operational to make good decisions and use resources
risk management. It will be of interest to practi- effectively.
tioners, funders, and board members wanting to The ownership and governance of a financial
improve their understanding of the governance institution depend largely on its legal form, its
and operations of financial service providers. primary stakeholders, and if and how it is regu-
lated or supervised. The legal form could be a
shareholding company licensed by the govern-
Governance
ment, such as a bank or insurance company, a
Governance is the system of people and processes member-owned cooperative registered locally,
that defines and upholds the organization’s goals or a nonprofit such as a company limited by guar-
and mission, guides major strategic decisions, antee, or a nongovernmental organization (NGO)
Box 15.1 Board Consideration for NGO MFIs Transforming into Regulated
Institutions
Specific governance considerations exist for the very different challenges and risks faced
NGO MFIs that are in the process of becom- by a deposit-taking institution, as well as meet
ing regulated deposit-taking microfinance regulatory requirements. This includes under-
institutions. One crucial challenge facing such standing the role and time commitments of
institutions is how to incorporate old board board members of regulated MFIs. Some
members into an updated governance struc- transforming MFIs secure training to help
ture. Board members of the NGO MFI prior to board members to comprehend the roles they
its transformation face an important and in may be asked to play in the new governance
some ways unique challenge—they must pro- structure. In other cases, members leave the
vide continuity to the institution, including a board (or do not join the new board) as the
reminder of its history (and dedication to its MFI transforms.
social mission), acknowledge and respond to
Source: Ledgerwood and White 2006.
• Gradually introduce incentives. Especially when base salaries are high, the ratio of salaries to
incentives can be decreased over time by gradually increasing incentives. Incremental intro-
duction of incentives also allows for impacts to be monitored and adjusted as needed.
• Adjust incentives to account for inequalities. Incentives should be adjusted for different envi-
ronments. For example, urban loan officers may have different targets than rural staff, or
expectations for staff may be different in established than in new branches.
• Reward healthy growth. Incentives should encourage loan officers to grow at a steady and
stable pace until they reach (but do not exceed) maximum productivity levels.
• Encourage innovation. Monthly staff bonuses for innovative ideas tend to fuel creative
thinking.
• Keep it simple. To achieve its goals, a scheme should be simple; having too many variables
will make it more difficult for staff to allocate their time and resources to maximize financial
return.
• Promote teamwork with group incentives. To promote teamwork, consider a combination of
group and individual incentives based on the performance of the branch or the organization
as a whole. Group incentives include profit sharing, whereby a percentage of any surplus is
distributed to staff members, and employee stock ownership programs.
Source: Frankiewicz and Churchill 2006.
Grameen Bank began as a project to deliver credit to poor rural Bangladeshis in 1976. Led by its
managing director, Mohammad Yunus, it steadily developed what it now calls classic micro-
credit. Poor villagers (means-tested through land and asset ownership) formed groups and par-
ticipated in weekly meetings where savings were collected, loans were disbursed, and joint lia-
bility or support was provided should they fall into difficulty. Loans were repaid over one year in
weekly installments. By 2000 almost 2 million members—the majority women—were served
by Grameen’s credit program. That same year, work began on Grameen II, known formally as the
Grameen Generalized System. Grameen II represents a series of important changes to the prod-
uct offering, consolidating many of the lessons learned during years of providing services.
Important changes include the following:
• Public deposit services. The bank became a true intermediary by mobilizing deposits from
the general public, not just from members, whose mandatory deposits were part of the
bank’s credit methodology.
• Extended member deposit services. It introduced a wider range of savings opportunities
for members, including a commitment-savings account known as Grameen pension sav-
ings. Personal savings accounts were made far more flexible, and group savings accounts
largely disappeared. Passbook savings accounts and contractual savings products were
added.
• Improved loan products. It introduced a wider range of loan products with variable terms
and repayment schedules. Larger loans for business use are available. Loans may be
“topped up” mid-term or paid off early. There is no obligation to borrow. Borrowers in
repayment difficulties have their loans rescheduled (into “flexi” loans). Joint financial lia-
bility among group members is formally not allowed (although members still undertake to
help each other).
The introduction of a wider range of financial services and options help customers to manage
their complex financial lives. Top-up loans allow members to maintain capital in their businesses
or to manage unforeseen challenges or shortfalls and to extend repayment periods in a struc-
tured manner where necessary. Grameen II also offers special terms for the very poor and
makes education grants and loans.
Grameen II has achieved significant results. After a difficult period of stagnation and compro-
mised portfolio quality, the bank has grown significantly both in the number of customers and in
profitability. Grameen took 27 years to reach 2.5 million members and then tripled that with
Grameen II. Between 2002 and 2005, Grameen’s deposit base tripled and its loans outstanding
doubled. As of October 2011, Grameen had 8.35 million borrowers, 96 percent of whom were
women; 42 percent of the branches had borrower deposits equal to 75 percent or more of out-
standing loans of the branch. According to senior managers, the improvement in the bank’s
performance is related to the attractiveness of Grameen II’s wide range of consumer-focused
loan products.
Source: Rutherford 2004; Wright 2010. Statistics are from http://www.grameen-info.org/.
With a grant from the Ford Foundation, International Development and by MicroSave.
Microfinance Opportunities and MicroSave The series includes modules on client satis-
collaborated in 2002 to produce the Listening faction, analysis of financial sector trends, and
to Clients series, a pioneering audiovisual surveys of the use of loans and savings.
market research training program for microfi- Adding to its value, compact disks present
nance practitioners. It contains 13 modules PowerPoint scripts explaining the tools and
that present a collection of assessment tools video clips illustrating key applications. The
originally developed by the Small Enterprise compact disks can be used in many settings,
Education and Promotion (SEEP) Network enabling wide dissemination of the client
under the AIMS Project of the U.S. Agency for assessment tools.
Source: Cohen n.d.
analysis of financial and social monitoring infor- in a particular area, market research often focuses
mation.4 Depending on organizational resources, on improving client outreach, market positioning,
market research can range from having a full staying ahead of the competition, and enhancing
research department to lighter-touch techniques delivery channels of products and services.
involving ongoing feedback such as rapid surveys Traditional product design builds off market
administered by staff to monitor client experi- research findings to identify gaps in service deliv-
ence, client-focused discussions at staff meetings, ery and unmet client demand. In the design pro-
suggestion boxes in branches, or simple questions cess, product characteristics such as eligibility,
on account forms. Further information can be terms, price, and accessibility need to be deter-
gathered by reviewing industry trends and by dis- mined, operational procedures outlined, risks
aggregating the existing client base by product, identified, and cost analysis and revenue projec-
size, and term to begin to segment the market and tions estimated (Frankiewicz and Churchill 2011).
potentially expand the product mix. More pur- This will help to determine if the product is
poseful research can be carried out through peri- potentially viable or not based on assumed mar-
odic focus group discussions or surveys with ket size. If the product seems viable, the next
current, potential, and former clients, through stage is the pilot test.
feasibility studies and pilot projects, or through Piloting involves the introduction of a proto-
detailed competition analysis. type on a limited scale to determine acceptance
For financial service providers interested in and refinement of needs. Pilot testing helps to
operating in or expanding their services, key mar- predict how different clients will respond to
ket research questions center on understanding the new product, to assess potential demand,
the financial service needs of potential clients, and to get a sense of operational processes. It
determining the level and quality of infrastruc- includes selecting test sites (size, location),
ture (if moving to a new area), and understanding establishing test duration, and setting land-
sociocultural and historical issues. For well- marks during the pilot phase for analysis and
established providers with experience operating product refinement.
Equity Bank in Kenya is a strong proponent of and manage relationships daily had been
a market-led approach that embraces pilot underestimated. Soon one Equity employee
testing as a core step in developing success- was managing a portfolio of 5,000 clients.
ful financial products. Its exponential growth Post transformation, it took more than
in 2003–04 and its transformation from a three months for Equity to connect to the
building society to a bank challenged manage- central payment system. This caused sev-
ment to find ways of giving adequate atten- eral months of arrears to pile up quickly as
tion to the changes taking place. With the customers’ loan payments fell due, but their
potential of 100,000 customers per year, the salaries were yet to be credited. Portfolio at
bank decided to roll out an apparently straight- risk greater than 30 days rose (from 7 to
forward salary-based loan product without 18 percent in three months). Equity Bank
testing it. In the words of the CEO James quickly reviewed and reengineered the
Mwangi, “We thought it would be a quick win.” product, identified and mitigated risks, pur-
There was enormous demand for the prod- chased and installed a robust core banking
uct. It was easy to administer at low volume, system, and launched a major collections
so the bank scaled up, reaching a portfolio of effort. By November 2005 recovery had risen
US$3.75 million in only nine months. Then the to 90 percent. The key lesson is that pilot
trouble started. The amount of staff time testing is absolutely essential to forecast
required to complete an employer assessment demand and address risks.
Source: Wright 2010.
COST ALLOCATION
Income and expense Allocation bases Product costs
Loan product
Staff costs No. 1
Staff timesheet
Loan product
Non-staff costs No. 2
Portfolio volume
Savings product
No. 3
ABC
Core
process (B) Loan product
Non-staff costs No. 2
# Transactions
Core
process (C)
Savings product
No. 3
Sustaining
activities
low-income and remote populations often has Finally, with demand-based pricing, prices are
significant information asymmetries and few pro- determined based on the customers’ willingness
viders, it can be difficult to select appropriate and capacity to pay. This method sets prices based
competitive benchmarks. In addition, certain on the value proposition of the product to the cus-
providers may receive subsidies from donors and tomer. Value is a function of the benefits that come
therefore may price their products at prices that from using a particular product, such as quality,
are not sustainable. This can lead to substantial convenience, safety, or commitment features that
distortions in pricing. create discipline to save or repay on time.
Risk should also be evaluated in light of the Providers take a variety of approaches to imple-
opportunities to create value—financial and menting risk management. Many institutions
social—that risk taking represents. Successful risk establish a risk department (or officer) or a risk
taking and a well-managed appetite for risk and compliance department (or officer). A risk
should be evaluated periodically relative to the manager’s role is to support the effective and effi-
rewards and results they bring. This approach cient governance of a provider and the implemen-
implies that the response to risk—whether avoid- tation of an enterprise-wide risk management
ing, accepting, transferring, or controlling risk—is strategy. This individual continually monitors and
a careful process that evaluates the trade-offs in measures the institution’s evolving external and
developing risk-mitigating strategies. Controlling internal risks, generally in conjunction with board
risks affects costs, efficiencies, and the client member(s) or board appointees charged with risk
experience and must be weighed against the management. Other institutions form a risk man-
expected benefits. agement committee composed of senior managers
A common framework presented to under- from all operating units and areas. A strong com-
stand risk management is the risk management mittee will ensure that a risk management strategy
“feedback loop,” which incorporates risk man- is well incorporated into all of the provider’s busi-
agement activities throughout an organization. ness activities. As the provider grows in size, scale,
The risk management feedback loop has six key and complexity, its board may choose to appoint a
components: (1) identify, assess, and prioritize risk committee or a risk officer. Most small- to
risk, (2) develop strategies and policies to mea- medium-size institutions do not have a risk man-
sure risks, (3) design policies and procedures to ager and, until one is appointed, the entire role of
mitigate risks, (4) implement and assign responsi- risk assessment and reporting often falls to the
bilities, (5) test effectiveness and evaluate results internal audit department, a task that compro-
and efficiently communicate the findings, and mises the objectivity and independence of its
(6) revise policies and procedures as necessary internal audits.
(Campion 2000). Risk management is an ongoing Neither risk management nor internal audit-
process, as vulnerabilities change over time and ing should be confused with internal controls;
improvements to risk mitigation strategies prove however, the three are interconnected in current
effective. best practices and should be well understood and
Figure 15.3 illustrates an internal control sys- • Commitment of senior management and staff
tem consisting of five interrelated components to integrity and ethical values
The more an institution relies on information technology, the more important are the develop-
ment, testing, and comprehensiveness of an IT disaster recovery and business continuity plan.
However, all institutions should develop a plan, regardless of their size or dependence on
technology.
A very basic, simplistic approach includes the following:
• Regular documented system of backups—whether twice a day, daily, or weekly (not
recommended)
• A revolving backup system, where several days’ data are maintained
• Off-site storage of backup data
• Occasional testing of backup restoration and an efficient time period for recovery (ideally
within one to two days)
• Plans for alternate or remote work locations and equipment.
Source: Ruth Dueck-Mbeba.
SUPPORTING FINANCIAL
INCLUSION
CHAPTER 16
Funding
Julie Earne and Lisa Sherk
This chapter examines the role of funding, the var- increasing and varied investors and has also
ious types of funders, and the funding tools avail- allowed various providers to serve more clients in
able for providers within the core market system. diverse areas with a variety of products. The pro-
This content will be most useful to microfinance liferation of microfinance investment intermedi-
providers and investors. Chapter 4 addresses the aries demonstrates the view that financial service
role of funding for support functions in the market providers (FSPs) can be good and profitable invest-
system in greater detail. ments while still satisfying double-bottom-line
Funders are largely differentiated by their roles agendas. More recently the emergence of “impact
and purpose, which reflect in part their own investing” has brought funders actively seeking
source of funding as well as the tools they use. In investments that explicitly include a social devel-
the early days of microfinance, funding generally opment goal.
came from philanthropic or development-focused While there is a range of funder types, there is
donors such as foundations, bi-lateral and multi- also a range of funding tools, including grants, var-
lateral agencies, and development finance institu- ious types of debt, guarantees, and equity. Member
tions. As the industry has developed and grown, deposits and fees have, historically, funded the
the types of funders have expanded significantly operations of savings-based cooperatives small
to include private sector institutional investors, and large. Nongovernmental organization microf-
commercial banks (both local and international), inance institutions (NGO MFIs) for the most part
private equity funds, and individuals. have relied on grants for operations and loan fund
The commercialization and professionaliza- capital until achieving financial sustainability, at
tion of the microfinance industry has attracted which point many access loans from international
Funding 379
and/or local lenders to expand their operations. sector have expanded funding sources to include
Deposits and other forms of debt, equity, and capital markets.
retained earnings are the main sources of funding Given the increasing complexity of funding in
for more formal regulated providers. Public list- microfinance and the entrance of many new
ings of financial service providers and keen actors and terms, a glossary of funding terms is
involvement from profit-oriented investors in the provided in box 16.1.
Bond: A bond is tradable debt security, in c ompany or cash of equal value, at an agreed-
which the “issuer” (borrower) owes the “hold- upon price. It is a hybrid security with debt-
ers” (creditors) a debt and, depending on the and equity-like features. Although it typically
terms of the bond, is obliged to pay periodic has a coupon rate lower than that of similar,
interest (a coupon) for the life of the bond and nonconvertible debt, the instrument carries
repay the principal on the maturity date. additional value through the option to convert
A bond is a formal contract to repay borrowed the bond to stock, and thereby participate in
money and differs from a loan principally in further growth in the company’s equity value.
that it can be easily traded or transferred from Correlation: Correlation is the degree to
one holder to another whereas a loan is a con- which two or more measurable items show a
tract between two specific parties: the bor- tendency to differ at the same time. In finan-
rower and the lender. cial markets, it is usually used to describe how
Capital: In general, capital represents all the returns of two or more different invest-
the accumulated assets—including cash, ments move together (or not). A correlation
accounts receivable, and fixed assets—of a between two investments means that the
company. Sometimes, however, the term two investments always move in the same
capital is used synonymously with equity, rep- direction, and a correlation of −1 means that
resenting the accumulated wealth of a busi- they always move in the opposite direction.
ness, represented by its assets less its Covenants: Covenants are contractual
liabilities (as in tier 1 capital or tier 2 capital). It agreements in debt (loan or bond) agree-
is important to know the context in which the ments requiring or forbidding certain actions
term is being used to determine which sense of the debtor. Positive covenants require
is being used. actions, whereas negative covenants forbid
Capital markets: A capital market is a mar- them. In microfinance loan agreements, there
ket for securities (debt or equity), where com- are often covenants related, for example, to
panies and governments can raise long-term the level of a provider’s portfolio quality, profit-
funds. It is defined as a market in which ability, or capital adequacy that must be main-
money is provided for periods longer than a tained by the borrower over the life of the
year. The capital market includes the stock loan. The exact terms of a covenant must be
market (equity securities) and the bond written in the loan agreement/bond indenture.
market (debt). If the terms of a covenant are not met, then
Convertible debt: Convertible debt is a the debt holder may declare the borrower/
type of bond that the holder can convert into issuer in default and require repayment of the
shares of common stock in the issuing loan/bond.
(continued next page)
Funding 381
Box 16.1 (continued)
debt investments and selling bonds to inves- portfolio of assets that are funded by notes
tors that are repaid by the proceeds from of various risk tranches, usually to different
these debt investments. types of investors with different risk/return
Senior debt: Senior debt is debt that appetites.
takes priority over other debt owed by a bor- Subordinated debt: Subordinated debt is
rower. Senior debt has greater seniority in debt that ranks after other debts should a
the borrower’s capital structure than subor- company become bankrupt. Such debt is
dinated debt. In the event the borrower goes referred to as subordinate, because the debt
bankrupt, senior debt theoretically must be providers (the lenders) have lower status in
repaid before other creditors receive any relationship to the normal, senior debt.
payment. Because subordinated debt is repayable after
Structured products: Structured products other debts have been paid, they are more
are investment structures that combine a risky for the lender of the money.
The Role of Funding and will be more interested to fund more mature,
developed institutions.
Funding is required by all financial service pro- Different types of funding support different
viders to finance expanded outreach, to develop objectives. Debt financing is typically extended to
new products and channels, or to move into new fund portfolio growth or refinance maturing debt.
regions and market segments. The majority of Equity is often used as a foundation to support
direct funding to microfinance is to support port- regulatory requirements and to secure other types
folio growth,1 although this may vary depending of financing by acting as a financial cushion that
on the stage of development of the provider being provides greater comfort for lenders to provide
financed. For a greenfield or early stage institu- debt. Increasingly the type and structure of fund-
tion, a greater proportion of funding—typically ing available is designed with the needs of the
equity and grants—will be required for start-up actual microfinance client in mind. Innovations in
costs, infrastructure, and capacity building, ver- structured finance allow investors with different
sus portfolio funding for a more mature institu- risk and return appetites to participate in the
tion already able to generate sufficient income to same funding vehicle with some investors taking
cover its costs. “first loss” while others have a more secured posi-
The type of provider a specific funder will sup- tion. This helps to increase the term and amount
port depends particularly on their return expec- of funding available, which in turn facilitates dif-
tations, mandate, and the importance of social ferent products such as longer term leasing and
vis-à-vis financial return. Patient capital from housing credit. Local currency debt allows a pro-
double-bottom-line investors with longer invest- vider to borrow in the same currency it uses to
ment horizons provides investees the time they serve its clients.
need to grow through a start-up phase or trans- Investments that require a return generally
formation and become profitable. Other funders instill greater discipline and accountability for
may have liquidity and/or return requirements
Funding 383
Table 16.1 Public and Private Funders
Public
Bilateral agencies Multilateral agencies DFIs
funders
Examples Canadian International African Development Agencia Española de Cooperación
Development Agency Bank (AfDB), Asian Internacional para el Desarrollo
(CIDA), Gesellschaft für Development Bank (AECID), Belgian Investment
Internationale (ADB), European Company for Developing Countries
Zusammenarbeit (GTZ), Commission (EC), (BIO), Corporación Andina de
Swedish International International Bank for Fomento (CAF), Dutch Development
Development Cooperation Reconstruction and Agency (FMO), European Bank for
Agency (SIDA), Swiss Development (IBRD of Reconstruction and Development
Development Corporation the World Bank), (EBRD), European Investment Bank
(SDC), U.K. Department International Fund for (EIB), Inter-American Investment
for International Agricultural Development Corporation (IIC), International
Development (DFID), U.S. (IFAD), United Nations Finance Corporation (IFC), KfW
Agency for International Capital Development Entwicklungsbank (KfW), Multilateral
Development (USAID) Fund (UNCDF) Investment Fund (MIF IADB)
Tools used Grants, guarantees Grants, guarantees, Debt, equity, guarantees, grants
debt, equity
Private Institutional
Foundations NGOs Individuals
funders investors
Examples Bill & Melinda Gates ACCION, ACP, Pension funds, High-net-worth
Foundation, Ford Foundation, FINCA, insurance individuals, retail
Grameen Foundation, Grameen Opportunity companies, private investors, individual
Jameel, MasterCard International, equity firms, donors
Foundation, Michael & Susan SEPAR commercial banks
Dell Foundation
Tools used Grants, debt, equity Grants, debt, Debt, equity Debt, equity,
equity donations, deposits
Note: DFI = development finance institution; NGO = nongovernmental organization.
investors, two groups with often different motiva- more split, with foundations focusing more on
tions. Where foundations often provide funding, market development and investors targeting a
primarily grants, to achieve development goals, double bottom line where financial returns are
individuals and institutional investors invest for balanced with objectives to improve financial
both social and financial reasons and usually look access and impact.
for a financial return. Some funders specify what funding may be
The motivations of funders are increasingly used for. This is often detailed explicitly in the
focused on scale, commercialization, and broad- case of grant funding. For debt financing, the use
based financial inclusion. As discussed in chap- of proceeds is often not stipulated, although in
ter 4, public funders tend to focus on the some cases lenders may require that funds be
facilitation of market development, providing an used only to fund a specific product (for exam-
example to private investors with the aim of ple, agricultural loans or loans below a certain
“crowding in” or attracting private investors to size) or target market (for example, women or
underinvested markets. Private funders are clients in rural areas).
$2.4 billion
$5.7 billion
Microfinance
investment
intermediaries
(MIIs)
$1.2 billion
$1.2 billion
$11 billion
$0.9 billion
$8.1 billion
Apexes and
other
intermediaries
No data
Microfinance
Funding 385
Bilateral and Multilateral Agencies (IFAD), the European Commission (EC), and the
Bilateral development agencies are country- African Development Bank (AfDB) (CGAP 2011).
specific government agencies that work directly
with governments in developing countries and Development Finance Institutions
other organizations. Bilateral strategies are often Development finance institutions (DFIs) differ
linked to foreign policy initiatives of the donor from MDBs in that they largely focus on the pri-
country. Funding from bilateral agencies is fre- vate sector. DFIs invest funds both directly in
quently directed to developing markets through financial service providers and increasingly
either supporting individual financial service through intermediaries such as investment
providers or funding the development of support- funds or holding companies (discussed below).
ing service markets. If not provided directly to the Some of the primary DFIs investing in microfi-
government, bilateral funding is given to local or nance include KfW, the European Bank for
international NGOs to support capacity develop- Reconstruction and Development (EBRD), the
ment. Because of their strong credit standing, International Finance Corporation (IFC, the pri-
bilateral agencies are also well placed to provide vate sector arm of the World Bank Group), and
guarantees for providers to issue debt purchased FMO (the Dutch development bank).
by private sector participants. As quasi-government, DFIs are double-
Multilateral and UN agencies provide finan- bottom-line investors and, as such, have dual obj
cial support (grants, guarantees, and debt)2 and ectives of profitability and development impact.
professional advice for economic and social DFIs generally allocate resources to p rojects and
development activities in developing countries. companies that may not initially be appealing to
The term multilateral development bank (MDB) the private sector. Many DFIs attempt to crowd in
typically refers to the International Bank for the private sector by investing in frontier projects,
Reconstruction and Development (IBRD, com- demonstrating that these providers are inves-
monly referred to as the World Bank, the public table, and exiting once greater confidence in a
sector arm of the World Bank Group) and other given market is built. However, in economies
regional development banks such as the African where there is a vibrant or emerging private
and Asian Development Banks. These banks are investment sector, DFIs must be careful not to
characterized by broad ownership, including crowd out the private sector by providing more
both governments of developing countries and lenient terms or unnecessarily subsidizing
governments of developed countries. Most multi- well-performing institutions. In particular, the
lateral funding organizations are organized to choice of countries and funding tools as well as
interact with a target country’s government,3 and the timing of a DFI’s exit from its investments is
funds are largely provided as loans to govern- key to ensure effective development of financial
ments. Governments then use the funds to on-lend markets.
to various provider types and to support capacity-
building initiatives of providers or to support Private Funders
market infrastructure and policy development Most private funders in the financial service mar-
(El-Zoghbi et al. 2011). Given MDBs’ extensive ket are driven by both social and profit motives.
relationships with governments, they are well Impact investment, double-bottom-line invest-
placed to influence policy makers. In 2011 the top ment, triple-bottom-line investment, or sustain-
five multilateral funders of microfinance were the able investment is defined as investment in
IBRD, the Asian Development Bank (ADB), the businesses or funds that intentionally set out to
International Fund for Agricultural Development generate social or environmental good alongside
Funding 387
various requirements on reporting standards Banks
that have influenced the way providers and Local commercial bank funding to microfinance
intermediaries gather and provide information providers varies significantly by country; in
on their operational, financial, and social results. some countries they are not active at all, whereas
The entry of institutional investors into the field in others they are key funders in financial ser-
of financial inclusion has been an important vices for the poor. They are typically present
development in the evolution of the industry, only when both the local banking industry and
resulting in microfinance being more in the the microfinance industry are well developed
mainstream of investment alternatives with and/or if government mandates exist. In India,
more standardized reporting, ratings by main- for example, local banks are actively encouraged
stream rating agencies, and other more formal by a regulation that requires banks to lend to
sector characteristics. Box 16.2 provides an over- “priority sectors” to help achieve national devel-
view of the size of the institutional investor mar- opment goals.
ket in microfinance and examples of noteworthy Commercial banks invest in microfinance to
transactions. achieve both commercial and socially responsible
The market for institutional investors in micro- combined assets under management,
finance is relatively new. Institutional inves- launched a US$100 million Global Microfinance
tors are the fastest growing investment group Investment Program. The program has since
in microfinance, having increased their out- invested in ProCredit, a German holding com-
standing investment in microfinance from pany with microfinance banks in 21 develop-
US$1.2 billion in 2006 to US$3.5 billion in 2010 ing countries. Similarly, in April 2010, Dutch
(CGAP 2011). A December 2011 survey con- pension fund ABP invested US$30 million in
ducted by J. P. Morgan and the Global Impact global private equity fund Grassroots Capital.
Investing Network on “impact investing” as a The investment brought ABP’s total debt
whole (with microfinance constituting approx- and equity holdings in microfinance to
imately 40 percent of current investment in US$215 million. The Swiss Post Pension
impact investing) reported that institutional Fund dedicated CHF 130 million to microfi-
investors who responded to the survey nance in 2011 and stated “our analysis of
expected to allocate approximately 5 percent microfinance assets has shown that this
of their total investments to impact investing asset class fulfills our set selection criteria: it
over the next 10 years. offers an attractive risk/return ratio and can be
A diverse set of institutional players are expected to enhance our portfolio diversifica-
dedicating investment resources to microfi- tion.” Likewise, insurance companies with
nance. Institutional investors include interna- long-term funding have begun to invest in
tional banks, pension funds, and insurance microfinance. The Sonam insurance company
companies. For example, in 2006 TIAA-CREF, in Senegal has invested in MicroCred Senegal
a leading pension fund with US$453 billion in directly.
Source: Reille et al. 2011; Saltuk et al. 2011; Responsible Investor 2012.
Commercial banks invest both debt and equity their development finance group as part of
in microfinance providers. Bank of Africa and the bank’s overall corporate social respon-
BFV-SG (Société Générale) are minority equity sibility commitment, Deutsche Bank pro-
investors in greenfield microfinance institu- vides debt, equity, and limited philanthropic
tions. As minority investors, the banks have grants to the microfinance sector. Between
board seats, help in the licensing process, and 2002 and 2012, Deutsche Bank microfi-
provide complementary services to some nance had invested $215.5 million in capital
SME clients as they grow larger. in over 50 countries benefiting an esti-
Deutsche Bank was one of the first global mated 2.8 million poor entrepreneurs
banks to establish a socially motivated (https://www.db.com/us/content/en/
microfinance fund in the late 1990s. Led by 1077.html).
Funding 389
underserved markets and rural areas that other basis. Because of this liquidity feature, and
funders may not have the capacity to engage with because loans made by MIVs to financial service
directly. Symbiotics, a fund manager based in providers cannot easily be sold, loans provided
Geneva, estimates there were more than 102 MIVs by these funds are usually short to medium term
as of 2011, managing US$6.8 billion. The majority (usually averaging about two years, with maxi-
of MIVs are focused on debt investments. A mums in the three- to five-year range). Typically
smaller, but growing, proportion focus on equity such funds target established, well-performing
investments, and some provide both (so-called institutions, although to varying degrees they
mixed or hybrid funds) (Symbiotics 2011). Box 16.4 also invest in smaller institutions, and some may
provides aggregated data on the MIV segment. also offer equity in addition to debt.
Most MIVs are global in nature to maximize
Debt and Hybrid MIVs diversification and geographical outreach.
Although MIVs are largely funded by institu- Although the investment funds themselves are
tional investors, some debt and hybrid MIVs are denominated in hard currency (usually dollars or
open to retail investors, such as the Dexia euros, with some also in Swiss francs), most also
Micro-Credit Fund, responsAbility Global make loans in local currency to providers. The
Microfinance Fund, Dual Return Fund, and majority use currency-hedging instruments so
Triodos SICAV. These are set up as mutual funds that their investors are not exposed to foreign
and allow investors to buy or sell their shares in exchange risk and receive a more predictable
the funds usually on a monthly or quarterly return. The funds typically target a stable return,
Since 2008, CGAP, and then Symbiotics, has conducted annual surveys of the MIV market, ana-
lyzing data and industry trends. For the 2011 survey, 70 MIVs, representing 87 percent of the
total estimated MIV market, responded to the survey. Some of the key findings were as
follows:
• Fixed-income funds are the main type of MIVs, accounting for 64 percent of the total partic-
ipating MIVs and 83 percent of the total assets under management.
Assets under
Microfinance investment Number of management
vehicles (MIVs) MIVs ($ million) % of total
Fixed-income funds 45 4,881 83
Mixed funds 13 667 11
Equity funds 12 358 6
Total 70 5,906 100
• Private institutional investors represent the largest share of investors in each MIV peer group
(figure B16.4.1).
(continued next page)
100
9% 13%
26% 31%
75
60%
percent
61%
50 45% 40%
25
30% 30% 31% 27%
0
All MIVs Fixed-income Mixed funds Equity funds
funds
Public sector funders Private institutional investors
Retail investors and high-net-worth individuals
• Geographical focus is concentrated in Eastern Europe and Latin America, although trends
are for MIVs to expand their investments in underserved areas, such as Africa and the
Middle East.
% of portfolio invested in
Microfinance East Asia and
investment Eastern Europe Latin America Pacific, South Africa and
vehicles (MIV) and Central Asia and Caribbean Asia Middle East
Fixed-income
funds 45 34 14 8
Mixed funds 27 39 27 8
Equity funds 6 47 45 2
Total 40 35 17 7
2010 growth
across all funds 5 12 26 32
Source: Adapted from Symbiotics 2011 MIV Survey.
usually somewhat higher than investors would Enhancement Facility (MEF), and the Rural
receive on three- to six-month bank deposits. Impulse Microfinance Fund, with the main differ-
Other, similar MIVs are private placement debt ence being that only “qualified” investors who
and hybrid funds, such as the European Fund for meet certain regulatory requirements are able
Southeast Europe (EFSE), the Microfinance to invest in these vehicles through private
Funding 391
placements, and they may also be closed to new private institutional investors. Next in line for
investors. They are also more likely to have repayment are so-called mezzanine “B” notes,
regional or sectoral focuses than funds that are which are higher risk but also provide higher
open to retail investors and usually also do not pro- return. These are often bought by DFIs willing to
vide regular liquidity. These vehicles are funded support greater developmental return or private
principally by institutional investors and DFIs. investors willing to take greater risk for a higher
Other MIVs are cooperative/NGO structures, return. The third class—the first-loss “equity”
such as Oikocredit or Alterfin funds. The differ- tranche—is paid back last and are generally
ences with these funds are that these structures bought by foundations and bilateral and multi-
are owned by their members and tend to target lateral development agencies that may not
smaller institutions, with a more explicit focus on expect a return on their investment but are will-
social performance than other funds. As a cooper- ing to provide the catalytic investment to allow
ative MIV, Oikocredit in the Netherlands has a the structure itself to go forward. Given the
different structure than other MIVs in that its development of different types of structured
members provide the capital and vote on the size funds, box 16.5 provides examples of the evolu-
of the annual dividends they receive annually, tion of structured funds in the market.
which has historically been 2 percent or less.
Members are principally churches, church-re- Equity Fund MIVs
lated organizations, and support associations Equity fund MIVs are also usually of a fixed dura-
(www.oikocredit.org). tion and, because of the long-term nature of the
Other debt funds are set up as structured investment, do not generally allow investors to sell
finance vehicles, often called collateralized loan their interest in the fund until the end of the fund’s
obligations (CLOs) or collateralized debt obliga- term. Typically they have a “ramp-up” investment
tions (CDOs). Structured finance vehicles are period of several years, followed by another multi-
established for a fixed period of time and, in their year “exit” or divestment period. They are a het-
simplest form, fund a portfolio of loans to provid- erogeneous group with varying return targets
ers. They are funded by issuing “notes” to inves- typically offering a blend of equity and convertible
tors whose repayment comes from the repayment debt to high-growth providers in emerging mar-
of loans in the portfolio. They can also act as a kets. The first generation of equity MIVs were set
means to “securitize” loans within the providers’ up largely by DFIs or international NGO networks.
portfolio itself, combining a large number of loans Private investors—first high-net-worth and then
made to provider clients into an overall structure institutional investors—have been increasingly
and then selling notes to investors that are repaid involved, with regionally focused funds such as
by repayment proceeds on these loans. Bellwether in India, global funds such as the
Structured finance vehicles issue various BlueOrchard Private Equity Fund, and traditional
classes of notes that appeal to different types of venture capital funds such as Sequoia Capital. The
investors. In a typical structure, there are three Symbiotics 2011 MIV survey showed equity funds
or more different classes of notes, which are paid to be the fastest growing segment of MIVs.
sequentially (in a so-called payment waterfall) as One of the first equity funds dedicated to
the loans that the structured vehicle has made to microfinance was ProFund, incorporated in 1995
providers are repaid. For example, the most as a for-profit investment fund, with funding
senior “A” notes would be paid first and are principally from NGOs, DFIs, and multilaterals.
therefore the lowest risk tranche in the struc- The fund was created both to provide returns to
ture. Typical investors in these “senior” notes are investors and to act as an example for future
Funding 393
private, commercial investors. ProFund invested network model is shrinking in favor of more for-
in 10 MFIs in Latin America and was liquidated, mal institutional models.
as planned, in 2005, providing an overall 5.1 The holding company model was pioneered by
percent annual return to investors. ProCredit Holding and has been replicated suc-
cessfully by AccessHolding, MicroCred, and the
Microfinance Holding Companies Advans networks, among others. The holding
Many international microfinance “networks” company is usually the majority founding share-
are set up as NGOs or holding companies. These holder and sponsor of network banks. It effec-
networks, with their own donors or investors, tively acts as the investment vehicle for DFIs to
channel funds to affiliate operations globally, set up and manage new providers in underserved
providing grants, equity, debt, and parent guar- markets. Given that most holding companies have
antees depending on the requirements of the DFI shareholders, they effectively create public–
affiliate (table 16.2). Notable NGO actors in this private partnerships that demonstrate scalable
realm include ACCION International and and replicable commercial microfinance models
Opportunity International, although the NGO in nascent markets.
Funding 395
Box 16.6 Funding Concentration
markets, and deposit-taking institutions are able markets enables providers to diversify funding
to intermediate savings from the general public. sources, reduce foreign exchange risks (via
Funding is transferred either through a direct sources of local, rather than foreign, capital), and
investment between a funder or intermediary and support growth and loan product diversification
a provider or through public capital markets (for example, housing loans) through longer-term
where institutions and governments raise funds in funding (Women’s World Banking 2006).
the form of financial securities such as bonds and Capital markets provide investment access to
stocks. Both bond (debt) and stock (equity) mar- the public at large and are regulated given the
kets are part of the capital markets. Microfinance presumed lack of sophistication of retail public
is increasingly tapping into capital markets, both investors. The securities laws of many countries
as a fundraising tool for providers and as an exit require the issuer to register the offer of securities
mechanism for investors. Accessing capital with a national securities regulatory authority
Funding 397
to remain in good standing. These often include, term loans and all other debt) has been paid off.
for example, limits on delinquency, related party Because of its higher risk, such debt typically car-
lending, and capital adequacy ratios. If these ries a higher interest rate. Raising subordinated
covenants are breached, then the lender has the debt is advantageous for institutions to help them
right to demand early repayment of the loan. meet capital adequacy requirements, because in
The majority of international debt funding to some cases it can count as equity for regulatory
financial service providers comes in the form of calculations. Box 16.7 outlines the Basel regula-
term loans from MIVs, DFIs, or banks. tions associated with subordinated debt.
Subordinated debt instruments are also often
Syndicated Loans convertible into equity. Convertible debt is debt
A syndicated loan is a senior term loan for which with an option to convert part or all of the loan to
there is a primary or lead lender of record and common shares of the borrowing organization.
other commercial banks/lenders acquire partici- Although convertible debt usually carries a lower
pation, that is, lend part of the value of the overall interest rate than nonconvertible debt, convert-
syndicated amount. Participants share risks with ible debt offers investors a chance to participate
the lead lender on a pari-passu basis (meaning all in the profitability of the borrower in exchange
lenders have equal rights). Syndicated loans are for the lower rate. In some environments, how-
used when the amount of debt required by an ever, having an option to convert debt into equity
institution is larger than the exposure any single limits the debt’s qualification as tier 2 capital
lender can manage. Through syndication, a group (Ledgerwood and White 2006).
of investors agree to the same structure and
terms, reducing the amount of bilateral negotia- Bonds
tion necessary to raise a large amount of debt. In Bonds are essentially transferable or “securi-
this way a provider is able to negotiate with the tized” versions of loans: that is, debt obligations
lead syndication firm once, rather than individu- that can be easily transferred from one lender, or
ally with all lenders. “bondholder,” to another. Similar to loan agree-
Citigroup and a consortium of local banks in ments, the borrower, or “issuer” agrees to make
Pakistan provided the first local currency syndi- payments of interest and principal on specific
cated transaction for the microfinance sector in dates to the holders of the bond.
2007. The syndication enabled the Kashf Private bond placements offer providers an
Foundation, a leading commercial provider in opportunity to tap a broader range of investors
Pakistan, to access wider commercial financing. than straight loans from commercial banks but
The landmark US$22 million term financing are more limited than issuing a bond on a public
package provided funding to support Kashf market (Ledgerwood and White 2006). Private
Foundation’s significant growth plans. (Citi placements are investments that are offered to
Microfinance Business Unit, http://222.citigroup specific investors, rather than through the capital
.com/citi/citizen/data/cr07_ch08.pdf ) market, and can be either debt or equity. Private
placements are sold directly to institutional
Subordinated Debt investors, such as banks, mutual funds, insurance
Subordinated translates as to “below” or “inferior companies, and pension funds.
to,” and subordinated debt is therefore below all Public bond issuances are available through
other claims of debt. In the event of bankruptcy, the capital markets and thus evaluated by the
liquidation, or reorganization, subordinated debt financial markets in terms of yield (return) v ersus
can claim assets only after senior debt (senior risk. Public bonds can be issued on local capital
Because of the nature of subordinated debt, central banks often permit its inclusion in calculat-
ing an institution’s supplementary (tier 2) capital (but not in the core capital, or tier 1,
calculation).
International standards on this are set out in the so-called Basel Accords, under which finan-
cial institutions can include subordinated debt as supplementary, tier 2, capital under the follow-
ing conditions and limits:
• It must have a minimum original maturity of more than five years
• In aggregate, only subordinated debt equal up to 50 percent of tier 1 capital may count as tier
2 capital
• During the last five years of the subordinated debt’s maturity, the value of that debt that
can be used as tier 2 capital will be discounted by 20 percent each year.
Local regulations may differ from this depending on the jurisdiction.
Source: Basel Committee on Banking Supervision 2006.
markets or international capital markets. A local reduces exposure to foreign exchange risk. This is
bond issuance will provide funding in the local a critical issue in financial services for the poor
currency of the country it is issued in. International because the vast majority of funders (except for
bond issuances can be denominated in different depositors) are based in developed countries and
hard currencies, usually associated with the access funds in U.S. dollars and euros, but provid-
country in which they are issued, but not always. ers located in developing countries require local
Box 16.8 provides examples of private placements currency. The consequence of foreign currency
and public bond issuances in microfinance. mismatch is discussed in box 16.9. Although some
Significant administrative, regulatory, and MIVs and direct lenders will take on some amount
reporting requirements are related to issuing of local currency risk (sometimes diversifying
bonds, including ratings, and bonds are therefore across different currencies to lower their risk),
typically only a feasible option if the amount of most local currency financing from international
money being borrowed is significant, or if the pro- lenders is hedged in some manner, by either the
vider is looking to establish its name in the market funder or the borrower.
for future, larger issuance. Only a handful of Numerous tools have been developed to facili-
providers use this funding option because few tate local currency funding, including hedging
have reached the scale that would make this an using back-to-back lending, swaps, forwards, par-
economically attractive alternative and/or are tial credit guarantees, and specialized foreign
present in markets that allow for bond sales. currency funds.
The simplest form of a hedge is for a provider
Local Currency Funding to take the hard currency it has borrowed,
Local currency funding is important to the health deposit it into a local commercial bank, and use it
of a financial service provider because it allows an as cash collateral to borrow local currency. This
institution to borrow in the same currency it lends. is known as “back-to-back” lending. Although
Matching the currency of assets and liabilities conceptually straightforward, a cash hedge like
Funding 399
Box 16.8 Bond Issuance in Financial Services for the Poor
this can be very expensive because the provider with microfinance providers and understand
has to pay interest on both the dollar loan and microfinance better, hard currency cash deposits
the local currency loan. The deposit of hard cur- can be leveraged, and a provider can borrow
rency earns some interest, and the local currency multiple amounts in local currency vis-à-vis the
loan should theoretically be priced lower to amount of hard currency it has deposited.
reflect the limited risk the local currency lender A swap is a transaction in which two parties
is taking with a 100 percent collateralized loan, agree to exchange one set of future cash flows for
but often the price is not adjusted well enough. another. A currency swap facilitates the exchange
As commercial banks become more comfortable of cash flows denominated in one currency for
In June 2008 a financial service provider in the provider received som 35.92 million. On
Kyrgyzstan borrowed US$1 million for two June 30, 2010, the dollar/som exchange rate
years with repayment due in June 2010. Upon was 46.71, and the provider needed som
receipt of the dollars, the provider converted it 46.71 million to repay the US$1 million. It
into Kyrgyz soms and used the proceeds to therefore cost the provider an extra som 10.8
on-lend to its clients in soms. On June 30, million (equivalent at the time to US$233,000),
2008, the dollar/som exchange rate was reflecting a currency depreciation of more
35.92. Upon conversion of the US$1 million, than 20 percent over two years.
Source: All historical exchange rate sources from www.oanda.com.
cash flows denominated in another currency. For c ertain institution in a certain country, then the
every swap there is a counterparty who wants the price of a 50 percent guarantee fee would be 2.5
opposite currency. The lender usually initiates percent of the amount borrowed. The more com-
the swap on behalf of the provider and then lends fortable the lending institution is with the risk of
the local currency directly to the provider. Some the financial service provider, the lower the guar-
currencies have well-developed swap markets antee required. When a provider has a good track
with many potential parties interested in swap- record of on-time repayments and reporting dur-
ping a certain currency. Other currencies have ing a first loan, the level of guarantee typically
less liquid swap markets, where there are fewer declines as the local currency lender becomes
interested swap partners. Many currencies in more comfortable with the risk.
developing countries are too thinly traded to Specialized foreign currency funds have been
develop a functioning swap market. created to address the lack of hedging instru-
In countries where swaps are not available or ments for many local currency markets. They are
the swap market is not liquid enough, partial typically based on a diversification principle
credit guarantees (discussed in more detail in the whereby the lender tries to diversify its lending
Structured Finance section) can provide good across a basket of currencies. Sometimes these
local currency solutions. For a partial credit guar- funds are set up as structured finance vehicles
antee (PCG) set up to manage local currency risk, (discussed in more detail in the next section),
a well-rated institution such as an AAA-rated where risk is managed through a tiered invest-
DFI or bilateral donor guarantees a loan between ment structure and “first-loss” investors bear the
a commercial bank and a financial service pro- brunt of currency losses, cushioning more senior
vider. A PCG can also be used to guarantee a bond investors. These funds act as counterparties to
issued by a financial service provider on a capital borrowers who do not want to take on foreign
market. The amount of the guarantee can be any currency risk, or to lenders who lend directly in
percentage of the underlying loan; however, the local currency but wish to offload the currency
usual range is anywhere from 80 percent down to exposure. DFIs and multilaterals have played a
10 percent. The guarantor is paid a fee commen- crucial role in the development of these funds and
surate with the level of guarantee. For example, if in this capacity have kept very much with their
a guarantor prices the risk at 5 percent for a mission to catalyze rather than replace private
Funding 401
sector capital. Box 16.10 provides examples of at any time, and term deposits tend to be only a
foreign currency funds. few months in maturity—in practice they are usu-
ally quite stable as a source of funding, with long
Deposits holding periods and frequent rollover of term
Deposits play a dual role for an institution. On the deposits. An exception to this is if depositors sud-
one hand, they are an important service to clients. denly feel that their money is no longer safe,
On the other hand, deposits are also a source of because of either institution-specific problems or
local funding for financial service providers that economic instability, and a “run on deposits”
are licensed to accept them. A portion of deposits occurs whereby large numbers of depositors
are held aside as liquid assets to ensure clients can demand their savings at the same time, poten-
withdraw their funds when desired, and a larger tially jeopardizing the health of the institution.
portion are used by the institution to fund its loan Licensed providers that take deposits are less
portfolio (intermediate). dependent on external sources of funding and
Because of the importance of protecting pub- generally have more liquidity. A deposit-taking
lic depositors’ funds, strict regulations are in institution is able to raise deposits in local cur-
place to ensure the soundness of institutions rency and loan out or intermediate those funds
allowed to mobilize deposits. These regulations in the same currency, thereby matching its
vary significantly from country to country, but sources and uses of funds and reducing foreign
usually include minimal capital ratios, minimal currency risk.
standards on information systems and reporting,
and other requirements (see chapter 17). Structured Finance
Although deposits typically have very short Structured finance facilitates access to funding
maturities—demand deposits can be withdrawn for providers that would not otherwise be credit
The Currency Exchange Fund N.V. (TCX), 60 currencies. As of October 2011, it had out-
based in the Netherlands, has a mandate to standing exposure to 43 different currencies
provide local currency and interest rate hedg- for an aggregate amount of US$835 million.
ing products in emerging markets to its inves- Importantly, only shareholders or specified
tors and their clients. TCX was launched in clients of shareholders can access the hedging
2007 by FMO, KfW, other DFIs, and commer- services of TCX. To expand accessibility to the
cial banks, and the capital structure includes a services of TCX, “Microfinance Currency Risk
first-loss component provided by the Dutch Solutions” or “MFX,” was created in January
and German governments. The initial share- 2008 by a group of lenders, investors, net-
holders were later joined by development works, and foundations. With a US$20 million
banks, multilaterals, and MIVs, and as of credit guarantee from OPIC, MFX became a
September 30, 2011, TCX had US$650 million shareholder of TCX, allowing it to offer the
in capital and was rated A− by S&P. TCX hedging services from TCX to its clients, who
enters into medium- to long-term swap agree- would have been unable on their own to com-
ments and can transact in more than mit the capital required for direct access.
Source: https://www.tcxfund.com/partners/investors/mfx-solutions.
Funding 403
Typically a provider’s purpose in entering into a to new investors, lower the cost of funds, and
risk-sharing facility is to increase its capacity to remove assets from balance sheets, thereby
make more loans within a specific “high-risk” reducing the FSP’s debt/equity ratio. A lower
area without increasing the risk it incurs. debt/equity ratio can be beneficial to an FSP to
meet minimum regulatory capital adequacy
Securitization requirements, and generally to improve its over-
Securitization is a form of financing that involves all creditworthiness. Securitization structures
the pooling and transfer of financial assets to a are most appropriate for a provider that seeks
special purpose vehicle (SPV). This SPV then financing but is unable to tap funding sources
issues securities that are repaid from the cash for the desired length of time (term) and fund-
flows generated by the pooled assets. In general, ing cost because of its perceived credit risk. It is
any asset class with relatively predictable cash important to note, however, that only providers
flows can be securitized. The most common that have sound credit risk management tech-
assets include mortgages, credit card debt, auto niques and a well-performing portfolio and have
and consumer loans, corporate debt, and future demonstrated capable lending practices should
revenues. This type of transaction allows financ- consider securitization. Box 16.11 highlights key
ing to be based primarily on the risks of the asset microcredit securitization transactions.
pool rather than solely on the risk of the institu-
tion that originated the assets. Equity
Securitization can be a valuable tool to Equity is an ownership interest in a financial ser-
increase liquidity, spread credit risk, gain access vice provider through the form of shares that
One of the first microloan securitizations was euro-denominated microfinance loans. Enhanced
with BRAC in 2006. BRAC received US$12.6 by guarantees provided by the European
billion Bangladesh taka (US$180 million) in
Investment Fund and KfW, these securities
financing over six years from a microcredit secu- received a BBB credit rating, considered “invest-
ritization structured by RSA Capital, Citigroup, ment grade” from the global credit rating agency
FMO, and KfW. One billion Bangladesh taka Fitch.
(US$15 million) was disbursed to BRAC every six In June 2009 Banco Solidario in Ecuador
months, with a maturity of one year. During the securitized US$60 million of its loans by creat-
transaction, a special purpose trust was created ing a special purpose trust that took title to
to purchase BRAC’s receivables from its micro- these loans and issued five classes of notes
credit portfolio and issue certificates to investors. to investors with maturities of up to
The issuance received the highest quality credit 85 months. The notes were purchased by
rating (AAA) from a local rating agency, Credit local banks, the apex organization Corporación
Rating Agency of Bangladesh, and succeeded in Financiera Nacional, national pension funds,
attracting two local banks as key investors. and MIVs. After the success of this program,
Similarly, in May 2006, ProCredit Bank the bank issued another US$30 million securi-
Bulgaria securitized US$47.8 million of its tization in 2011/2012.
Source: Adapted from www.microcapital.org.
Funding 405
Figure 16.2 Three Main Stages in the Processing of Large Public Issues
• The lead manager rarely has the resources to underwrite the entire issue
• For this reason, the lead manager may decide to form a syndicate to
share the risk with other investment banks or security houses
Syndication
• This process is called “syndication”
• On the day the issuer announces the issue, the lead manager
invites other banks and security houses to join the syndicate
institution. Minority shareholders own less than option provides the unilateral right to sell shares
50 percent of an institution’s equity and often less in a provider to a preagreed buyer under prear-
than 20 percent. Typically, larger shareholders also ranged terms. Conversely a call option is the
play an active governance role and often require right to buy shares in a provider at a preagreed
one or more seats on the board of directors (relative price or formula. Sometimes debt funders are
usually to their share of ownership), rights to vote interested in becoming equity holders. In these
on board decisions, and other privileges. cases, sometimes a lower coupon (interest) rate
One of the largest risks for equity investors is is negotiated in exchange for warrants. Warrants
exit risk. Once an investor holds shares in a pro- are essentially options to buy, usually issued in
vider, the only way to liquidate the investment is conjunction with another financial instrument,
to find a willing buyer. Although the microfinance conferring the right, but not the obligation, to buy
market is increasingly diverse and global, the vast stock at a stated price within a specific period.
majority of investments are in private, unlisted
companies, and as such, equity investments are
Responsible Investing Practices
not very liquid. Equity exit mechanisms include
private trade sales to another investor or provider, With the strong growth in funding for financial ser-
selling shares through the capital market, or a vice providers in the past decade and the expansion
preagreed option arrangement. in the types of funders to the sector, many partici-
A preagreed option arrangement involves pants in the industry have worked to codify princi-
negotiation at the time of the initial investment ples and establish best practices to maintain a
of an option to exit called a put option. A put healthy, sustainable, and inclusive financial system.
Although numerous financial service provid- a very small number of people very rich and,
ers have issued bonds, as of December 2011 overall, promote institutional incentives that
only three microfinance stocks have been go against microfinance’s larger mission of
listed on equity capital markets: Compartamos addressing vulnerabilities and extending finan-
in Mexico, Equity Bank in Kenya, and SKS in cial access among the poor.
India. The IPOs of SKS and Compartamos, One particular component of the IPO
both of which were approximately 13 times debate is whether IPO prices are based on
oversubscribed, drew keen interest from not intrinsic value or whether the lack of capacity
only public and private actors in the microfi- in the market is bidding up the asking price.
nance industry but also the mainstream Critics point out that the high valuation of
public. both SKS and Compartamos were not in line
Supporters argue that IPOs offer a crucial with market peers at the time of their IPOs.
funding source that can help a microfinance In emerging markets, banks are valued at
organization fully commercialize and scale three times book value on average, although
operations, thereby enhancing the volume finance institutions serving low-income cus-
and reach of the unbanked. Many supporters tomers are trading at 2.6 times book value.
also suggest that an IPO is an ultimate SKS, on the other hand, was valued at 6.7
demonstration of the commercial potential times the company’s post-issue book value,
of the microfinance model. The prospect of and about 40 times the company’s fiscal year
an IPO has drawn keen interest from coun- 2010 earnings. At listing, Compartamos was
tries with major microfinance industries such valued at 13 times book value and 27 times
as Bangladesh, Mexico, Kenya, and India, as the company’s historical earnings.
well as private equity firms that have recently Another critical concern is that investors
moved into the sector. buying at such a high level may pressure
Critics, however, made up of a diverse set management to increase profitability, at the
of stakeholders, including NGO FSPs, civil expense of clients’ interests and long-term
society, and consumer protection advocates, company sustainability. The short-term and
see IPOs as a tool that promotes mission drift profit-focused interests may in fact clash
as they attract stakeholders with varied objec- with longer-term interest of the clients,
tives and afford investors the opportunity to noticeably to access affordable and acces-
cash in on profits. They argue that IPOs make sible financial products.
Source: Reille 2010; Women’s World Banking 2006.
This is related to concerns of over-concentration clients. Linked to this are concerns related to issues
and over-indebtedness: If funders are all drawn to of transparency of pricing on loans and other issues
providing their funds to the same small number of of client protection.
profitable providers, or to certain specific regions Many initiatives have occurred on this front in
that are easier to access, there is a risk that these the past several years, including the United Nations
providers or regions will have more funding than Principles for Responsible Investment5 and the
they can on-lend in a sustainable manner, and in Principles for Investors in Inclusive Finance.6
turn can lead to over-indebtedness of their own Guiding principles have also been established by
Funding 407
the International Association of Microfinance assessment of risks, performance, market position,
Institutions to help creditors and other stakehold- governance, and responsible finance practices.
ers in cases where a provider is either in default or They measure the probability that a provider will
in a distressed situation that may lead to default. continue to operate and remain a “going concern,”
Underlying these principles and guidelines is the even in the case of an external shock. They have a
basic idea that funding within the sector should strong focus on governance, on the quality of the
be done in a responsible manner that takes into microfinance operations and systems, and on
account the interests of the end client and the alignment of decisions with stated social goals
health of the overall system. Box 16.13 provides an and client protection, which are considered core
overview of responsible investor principles. assets for long-run sustainability.
A credit rating is the product of conventional
rating agencies (Standard & Poor’s, Fitch, and
Ratings
Moody’s are the best known rating agencies) and
The prevalence and importance of ratings in has a narrower focus than general performance
microfinance have grown exponentially since ratings. Credit ratings focus specifically on
they were first introduced in the mid-1990s. whether a provider is able to meet its credit obliga-
Used primarily by funders, including both tions, assessing the default risk during a given
donors and investors, ratings are evaluations of period of time. The methodology applied to a
institutions’ operational, financial, and more microfinance credit rating is the same as that
recently, social performance based on standard- applied to any financial institution—its purpose is
ized methodologies. primarily to make an opinion regarding the insti-
Microfinance institutional ratings7 provide an tution’s default risk at a given time. Although
opinion on long-term institutional sustainability many market players take interest in credit ratings
and creditworthiness through a comprehensive as objective third-party assessments of provider’s
Institutional investors that adhere to the Responsible Investor Principles acknowledge they have
a duty to act in the best long-term interests of investment beneficiaries. In this fiduciary role they
believe that environmental, social, and corporate governance (ESG) issues can affect the perfor-
mance of investment portfolios (to varying degrees across companies, sectors, regions, asset
classes, and through time). They also recognize that applying these principles may better align
investors with broader objectives of society. By adhering to the principles, investors have agreed
to the following:
1. Incorporate ESG issues into investment analysis and decision-making processes
2. Be active owners and incorporate ESG issues into ownership policies and practices
3. Seek appropriate disclosure on ESG issues from investees
4. Promote acceptance and implementation of the principles within the investment industry
5. Work together to enhance effectiveness in implementing the principles
6. Report on activities and progress toward implementing the principles.
Source: www.unpri.org.
Since 1997, of providers that have been rated, ilestone, because it is the mainstream
m
the vast majority had microfinance institu- product when seeking external investments
tional ratings conducted, rather than traditional in capital markets.
credit ratings, provided by such agencies as In addition to ratings for institutions, bond
Standard and Poor’s, Moody’s, and Fitch. issuances and securitizations are also rated.
A microfinance institutional rating is often Ratings for issuances are usually prepared by
more adapted to MFIs given that mainstream mainstream rating agencies. Ratings of issu-
credit ratings usually automatically see nega- ances are important because they enable reg-
tively unregulated financial institutions with a ulated investors such as pension funds and
relatively small asset size (small when bench- insurance companies to purchase investment
marked to mainstream financial institutions or products meeting certain regulatory invest-
banks) and uncollateralized loan portfolios. ment grade criteria.
This has started to change as more MFIs Issuances generally have a long- or short-
transform into banks, and the rating agencies term rating, reflecting the tenor of the paper
themselves have developed more in-house issued. A bond will have a long-term rating,
expertise on the sector. MFIs that are operat- and commercial paper will have a short-term
ing as regulated financial institutions and/or rating. Long- and short-term ratings usually
are sourcing their funding on local or interna- relate closely to the rating of the issuer.
tional financial markets are more likely to use Ratings for securitizations may differ from
standard credit ratings, rather than microfi- the issuers rating because they are based on
nance institutional ratings. For many MFIs, a the quality of the portfolio securitized, not the
credit rating represents an important issuer itself.
Funding 409
Box 16.15 Ratings for MIVs and Funds
Just as providers are rated, so too are MIVs CGAP and the United Nations Principles
and funds. The Luxembourg Fund Labeling for Responsible Investment, a network of
Agency is an independent, nonprofit organiza- international investors, in 2010 established
tion created in 2006 to support microfinance criteria for measuring the nonfinancial perfor-
and environmental related investments. The mance of microfinance investment vehicles.
LuxFLAG Microfinance Label is a mark of qual- These criteria include environmental (carbon
ity signifying to investors that a fund invests emission compensation, environmental
the majority of its assets in the microfinance exclusions, and exposure to natural disas-
sector and does so with transparency, respon- ters); social (average loan size, client protec-
sibility, sustainability, and independence. tion principles, breadth of services, percent-
In partnership with MicroRate, LuxFlag age of consumptions loans, percentage of
also offers Luminis, an online analytical plat- female and rural borrowers, and percentage
form on microfinance funds. Luminis offers of activity relating to health, education, and
analysis based on performance, risk, social, women’s empowerment); and governance
and management data. The Internet-based (reporting, staff training, investee corporate
platform enables investors to compare basic social responsibility policies, investee anti-
data and analysis on 80 microfinance funds at corruption policies, whistle-blowing protec-
no charge, with full fund profiles and reports tions, and seats on investee board of
available on a smaller subset for a fee. directors).
Source: www.LuxFLAG.org, www.microcpaital.org June 2012 issue, and www.CGAP.org.
frequency of repeat ratings also demonstrates on-lending, versus 12% for capacity building
that ratings are seen as a tool to improve gover- (8% at the retail level, 2% at the market
nance or motivate change within the organiza- infrastructure level, and 2% at the policy level)
tion to continue to reach organizational mandates, (El-Zoghbi et al. 2011).
both financial and social. Typically the rated 2. The United Nations Capital Development Fund
provider itself pays for the rating, as is standard (UNCDF) provides a small amount of equity to
practice in mainstream ratings. Funding has been some MFIs, but it is generally an exception for
multilaterals.
given to p
roviders to obtain their first ratings on a
cost-sharing basis by multilateral agencies and 3. In order to engage with the private sector, some
MDBs have separate departments that focus on
DFIs; however, this funding is being phased out.9
private sector clients; however, this is generally
Ratings for MIVs and microfinance funds are also not their primary focus.
available (see box 16.15).
4. The term “frontier” denotes less developed and
postconflict countries as well as rural and
underserved regions of countries with
Notes otherwise robust microfinance sectors.
1. A study by CGAP showed that in 2009, 88% of 5. See www.unpri.org/piif.
funding to microfinance was destined for 6. See www.iamfi.org.
Funding 411
I. Matthäus-Maier and J. D. von Pischke, 47–65. and J. D. von Pischke, 147–74. Berlin:
Berlin: Springer. Springer.
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Microfinance Institutions: Providing Full CGAP blog, August 11. http://microfinance
Financial Services to the Poor. Washington, DC: .cgap.org/2010/08/11/
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Deutsche Bank, New York. Investment in Microfinance: Balancing Social
Market Data and Peer Group Analysis. 2010. “2010 and Financial Returns.” Report 44, CGAP,
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Matthäus-Maier, I., and P. J. von Pischke, eds. Capital Investment in Microfinance:
2006. Microfinance Investment Funds: Reassessing Financial and Social Returns.”
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Springer. Switzerland’s Largest Pension Schemes Invested
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Regulation
Kate Lauer and Stefan Staschen
Chapter 3, “The Role of Government and Industry of which are published or otherwise made
in Financial Inclusion,” discusses at a high level public. This includes primary legislation (that is,
the role of policy makers in financial inclusion laws adopted by the legislature), secondary legis-
and the role of governments as “rule makers.” lation (that is, circulars, regulations, or guidelines
This chapter is more technical in nature and issued or adopted by the regulator), executive
focuses on the how and what of regulation—the orders, declarations, decrees, and other similar
rules that govern the financial system and the enactments and issuances. Typically primary leg-
various actors within. It will be of interest to pol- islation designates and authorizes a government
icy makers new to microfinance, practitioners authority to issue secondary legislation. For
wanting to better understand how regulation example, the banking law may designate the
works, and other stakeholders interested in central bank as the regulatory authority for
understanding how formal rules affect the finan- banks. A microfinance law may designate a spe-
cial ecosystem and how they can support markets cialized financial authority as the body respon-
that work better for the poor. sible for regulating microfinance institutions
(MFIs). Primary legislation typically can be
changed only by the legislature, whereas sec-
Definitions and General
ondary legislation (such as regulations) can be
Discussion
changed by the regulatory authority. Some reg-
Regulation: The term regulation is used in this ulation may be enforceable in court by private
book to refer to different types of formal legal parties; some may be enforceable only by a
edicts and pronouncements by government, all government agency.
Regulation 413
Many areas of law and regulation impact Licensing may be required to operate as a spe-
financial services, financial service providers, and cific type of institution. (Some jurisdictions use
clients: Banking law (that is, primary and second- the term “permit” instead of license.) Banks and
ary legislation) applies to banks and sometimes to other deposit-taking institutions, e-money issu-
other depository institutions (in which case ers, and payment service providers are required
other possible names may be used, such as to be licensed. In some countries, lending-only
“financial institutions law”); nonprofit law is institutions are also required to be licensed or
often relevant to nongovernmental organization “permitted.”
(NGO) MFIs; financial cooperatives are often To be licensed, an application must be submit-
subject to a specific law on cooperatives, although ted to the regulator that oversees or supervises
in some countries they may also be subject to a the specific institutions that are licensed. The
specific finance law (for example, non-bank application usually involves submission of vari-
financial institutions law); insurance law governs ous documents, including a three- or five-year
insurance companies; leasing law covers leasing business plan, operational policies and proce-
companies; the commercial code or companies dures, evidence that proposed senior manage-
law will typically apply to for-profit financial ment, board members, and significant owners
entities as well as nonprofit companies (where (that is, those with an ownership interest exceed-
they exist); and payment systems law generally ing a specified percentage) meet fit and proper
governs the payment infrastructure (and may also criteria, and demonstrated ability to meet the reg-
cover payment service providers and e-money ulatory minimum capital requirement. In some
issuers, either directly or as elaborated in regu- cases a deposit of funds must be made at the time
lations adopted under such law). Financial the application is submitted. An applicant for a
consumer protection regulation should apply
banking or similar license may also be required to
ideally to all financial service providers. Other demonstrate that it meets the following require-
areas of law that may be relevant to financial ser- ments: well-designed and implemented risk man-
vice providers include competition law, secured agement policies and procedures, an effective
transactions/collateral registries, anti-money audit function, secure branches, contingency
laundering and combating the financing of ter- plans, diverse ownership, and evidence that the
rorism (AML/CFT), insolvency, capital markets, core banking system and other technology
property rights, and foreign direct investment. requirements are adequate. A licensed institution
The regulatory environment can have signifi- in some countries may be required to seek addi-
cant impact on the particular models of financial tional licenses to engage in certain activities
service delivery and the possibility of develop- (for example, foreign currency trading).
ing innovative approaches. Supervision: The term “supervision” with
Registration and licensing: Registration typi- respect to financial institutions is most often used
cally involves filing basic information with a gov- to refer to prudential supervision of banks and
ernment body designated as the registrar (for other deposit-taking institutions, although it can
example, nonprofit registrar, MFI registrar, or also include supervision of nondepository institu-
cooperative agency). Basic information includes tions, such as non-bank e-money issuers and pay-
the provider’s name, address, and constituent ment service providers. The main objective of
documents (for example, articles of association or banking (or prudential) supervision is to promote
foundation, by-laws) and sometimes the names of the safety and soundness of banks and the bank-
the founder(s) or owners, senior management, ing system.1 This does not mean preventing all
and members of the board of directors. bank failure but rather reducing the “probability
Regulation 415
services industry is the most heavily regulated more effective and efficient payment mecha-
industry. Why is this the case, even though most nisms. Regulation is also necessary to address
countries subscribe to the principles of a free the risk that would result from one payment
market system? In other words, what is the eco- system participant’s failure to perform (that is,
nomic justification or rationale for regulation? In failure to settle its obligations by paying the
economic theory, it is assumed that the financial other participants what is due), whether as a
sector is subject to market failures and that this result of an operational failure or a contractual
provides a rationale for government interven- breach.
tions in the form of regulation—the public inter-
• Negative externalities cause the risk of “bank
est view of regulation.3
runs” (many depositors withdrawing their
The most important market failures that
funds at the same time), which can cause
provide a rationale for imposing regulation are
otherwise healthy institutions to deteriorate,
the result of information asymmetries and
and contagion leading to a system-wide panic
externalities:
(the systemic risk).
• Information asymmetries in deposit mobiliza-
The objectives of regulation are either directly
tion result in depositors lacking incentives and
targeted at removing these market failures
the means to sufficiently monitor the utiliza-
(for example, by disclosure requirements that
tion of their funds by the deposit-taking insti-
mitigate information problems) or at alleviat-
tution. In such a case, a regulator operates as a
ing negative consequences of market failures
“delegated monitor” on behalf of depositors
(for example, by protecting clients). In financial
and can monitor the provider more cheaply
regulation the burden of proof should always be
and more effectively.
on the rule maker; only if there is a clear economic
• In lending, borrowers hold superior informa- rationale for imposing regulation is regulatory
tion about their capacity and willingness to intervention justified.
repay and use borrowed funds, which makes it Table 17.1 summarizes the main regulatory
difficult for the provider to choose the most objectives for financial services for the poor. Each
creditworthy clients. One potential outcome of of the objectives is based on an economic reason
this is credit rationing. for regulation and can be addressed by a specific
type of regulation. The most widely discussed
• With insurance, again information asymme-
types of regulation in microfinance are prudential
tries exist because of the complexity of the
regulation, which is about the safety and sound-
business and the inability of clients to assess
ness of financial institutions, and conduct of busi-
the viability of the insurer. Regulating to
ness regulation, which focuses on how providers
reduce risk of failure of the insurer is of partic-
conduct business with their clients (see, for exam-
ular importance given the specific vulnerabil-
ple, Christen et al. 2012). The term “enabling reg-
ity of the client: If the insurer fails to perform
ulation,” which is often used in relation to access
under the contract, the client will suffer the
to finance, refers to the objective that microfi-
loss at the moment when he or she or the ben-
nance regulation should not unduly restrict
eficiaries most need the proceeds.
access to finance, but rather remove current bot-
• Payment systems will—without regulation— tlenecks and enable its provision in a safe and
generally favor first movers and can result in sound manner. The five regulatory objectives are
the exclusion of competitors that can poten- subject to trade-offs (for example, strict safety
tially serve broader populations and offer and soundness rules curtailing access), but also to
supportive relationships (for example, safety and between providers and clients (as opposed to a
soundness rules improving the safety of clients’ market-creation role). Rules will be most effective
deposits and thereby contributing to the con- if they follow the market.4
sumer protection objective).
Regulation can play a role in pushing the
“access frontier” outward over time and thereby Principles of Regulation and
bring new clients into the formal financial sector Supervision
(Porteous 2006). However, in a country with
In designing an appropriate regulatory and super-
very little capacity of providers to push the
visory framework for an inclusive financial sector,
access frontier, changes in regulation are likely
various guiding principles can be identified:
to have only a limited impact. Regulation (and
supervision) primarily supports the development • Proportionality: The principle of proportional-
and expansion of the core, that is, transactions ity advocates an approach to regulation and
Regulation 417
supervision that (1) is tailored to the specific the same rules, regardless of which type of
risks of a provider type, an activity, or a prod- institution is being regulated. This is also
uct and (2) aims to keep the costs imposed on referred to as activity-based regulation rather
providers, regulators, and consumers propor- than institutional regulation. This has impor-
tionate to the benefits. This approach can have tant implications because many countries have
significant implications on various regulatory chosen to establish a separate legal framework
and supervisory initiatives targeted at provid- for microfinance, but at the same time allow
ing the poor with financial services, especially mainstream banks to provide the same or simi-
given that most existing regulations and super- lar products. Following the principle of com-
visory structures may not have taken the spe- petitive neutrality, various types of institutions’
cific needs of the poor sufficiently into account. microloan portfolios should be subject to the
However, assessing the costs and benefits is same asset quality and provisioning rules. The
not an easy task, and different views often will same is true for conduct of business rules,
be found among stakeholders (regulators, pro- which should equally apply to all types of lend-
viders, consumers) on the risks as well as the ing institutions no matter whether they are
quantification of costs and benefits. Regulatory prudentially regulated or not. However, pru-
impact assessment can be a practical tool for dential regulation and supervision is mostly
implementation of this principle (see box 17.1). targeted at the solvency of institutions, and thus
an institutional approach is more appropriate.
• Competitive neutrality: To establish a level play-
For example, minimum capital requirements
ing field, the same activity should be subject to
Regulatory impact assessment (RIA) is a change could be either broad (for example, the
methodology to measure the success of spe- creation of a new institutional type such as a
cific regulatory reforms. This can either be deposit-taking MFI or a non-bank e-money
done ex ante, that is, as an estimation of the issuer) or narrow (for example, the change of a
expected impact of a regulatory change, or ex specific prudential standard). An RIA can com-
post, that is, after regulation has been changed. pare different options of regulatory change or
RIAs have gained in popularity in developed assess one particular reform proposal in com-
countries but are also slowly picking up in parison to a situation without any regulatory
developing countries (Kirkpatrick and Parker change. Both qualitative and quantitative indi-
2007). As an instrument, they can play an cators can be used to measure the impact.
important role in creating a proportional regula- One of the advantages of an RIA is that it
tory framework. requires policy makers to clearly articulate the
An RIA measures the impact a particular objectives of a regulatory change and the
regulatory change has on the achievement expected impact it will have. It thus increases
of regulatory objectives (effectiveness) and the accountability of regulators and explicitly
the cost of implementing the new regulation acknowledges the costs imposed on the
(efficiency) (Staschen 2010). The regulatory sector.
Regulation 419
graduate from one tier to the next in line with and other depository institutions are subject to
their stage of development.5 For example, the top prudential regulation. In contrast, nondeposi-
tier may be commercial banks with the power to tory institutions may be subject to certain lim-
engage in all types of activities from intermediat- ited nonprudential requirements, such as basic
ing deposits to entering into international and reporting.
foreign currency transactions. A second tier may In all cases, taking a proportionate approach to
limit the scope of activities by allowing deposit regulation helps to focus attention on the relevant
intermediation but not international transactions, risks and involves an assessment (ideally by both
while a third tier may allow only credit activities providers and the regulator) of what activities,
(see box 17.2). products, and services involve what risks and
why. A primary objective of regulating for finan-
cial inclusion—regulating so that markets work
Regulation of Financial Service
better for the poor—is ensuring that regulation is
Providers
appropriately crafted and not unduly burden-
Financial service providers are subject to dif- some, and that it gives a clear signal to the market
ferent regulations based on their activities and that financial services for the poor are a basic
their specific legal form. For example, banks component and priority of the regulatory scheme.
In 2002 the Economic and Monetary service from institutions that accept deposits.
Community of Central Africa (including In 2002 Kyrgyzstan passed its law regulating
Cameroon, the Republic of Congo, the Central microfinance organizations. Kyrgyzstan sepa-
African Republic, Equatorial Guinea, Gabon, rates all microfinance activity into three tiers/
and Chad) adopted a microfinance law that types: (1) microfinance companies, (2) micro-
divides MFIs into three tiers: credit-only insti- credit companies, and (3) microcredit agen-
tutions, institutions that take savings from cies that offer microfinance on a nonprofitable
members only, and institutions that take basis.
deposits from the general public. Mozambique Uganda was one of the first countries in
divides institutions into two categories: those Africa to adopt a separate law for deposit-taking
that are licensed and are prudentially regu- MFIs. In addition to commercial banks (tier 1)
lated (“microbanks” and credit cooperatives) and credit institutions that cannot take depos-
and those that are registered and are moni- its (tier 2), a new tier (tier 3) was created pur-
tored by the central bank (credit programs and suant to the Microfinance Deposit-Taking
savings and loan associations). Institutions (MDIs) Act in 2003. In the first
Within Europe and Central Asia, countries five years after the law was passed, four
including Bosnia and Herzegovina, Kyrgyzstan, NGO MFIs received a license under the new
and Tajikistan have adopted specialized tiered law. However, since then, a commercial bank
microfinance laws. These laws typically differ- bought one of the four MDIs, leaving only
entiate institutions that provide only credit three MDIs after nine years.
Minimum capital is the regulatory require- weighted; that is, the riskier the asset, the
ment for the minimum capital that a finan- more capital is required to be held.
cial institution must have. By requiring Ownership, board, and senior manage-
investors to put their own money at risk, ment requirements typically include certain
capital should ensure that shareholders fit and proper criteria (owners may be sub-
oversee the activities of the institution, ject to a financial capability standard; senior
which in turn should promote good man- management and at least some board
agement. To facilitate entry of institutions members will likely have to meet certain
and promote access, prudential regulation requirements regarding experience and
can serve as a balance against a lower expertise). Some countries may have cer-
minimum capital requirement. tain additional requirements for significant
Capital adequacy sets a framework for owners.
how banks and deposit-taking institutions Maximum shareholding limits (which
are capitalized or funded. Regulated institu- may be set at 20 percent, 25 percent, 50
tions are required to hold a certain amount percent, or higher) are intended to address
of capital relative to assets. Assets are risk diversification interests.
Source: Ledgerwood and White 2006.
Regulation 421
be regulated similarly to other institutions their application to deposit-taking MFIs is pro-
engaged in microfinance (Christen et al. 2012). portionate. Certain prudential requirements
Agent banking (that is, a bank’s use of agents to applicable to banks and other deposit-taking
provide various services to clients and potential institutions—minimum capital, capital adequacy,
clients) has been advancing in several countries ownership requirements and maximum share-
as a means for reaching and serving rural popula- holding limits, loan-loss provisioning, and
tions and others living in low-populated or hard- liquidity requirements—should be adjusted to
to-reach areas where bank branches do not accommodate the specific risks and benefits of
operate. Agents may engage in various services, microfinance activities11 (see box 17.4).
including cash-in/cash-out, account opening or
facilitation of account opening, collection of other Financial Cooperatives
information (for example, loan application form) The term “financial cooperatives” refers to mem-
on behalf of the provider, effecting payments and ber-based institutions with each member having
transfers, and providing account balances. In gen- one vote. Financial cooperatives include a wide
eral, agent banking is a type of outsourcing and variety of institutions of different size, member-
should be regulated as such. However, in many ship criteria/composition, and operations, includ-
countries, the lack of specific regulatory permis- ing credit unions, savings and credit cooperatives,
sion regarding banks’ use of agents has been a cajas, caisses, and cooperative banks. In some
barrier. It is critical to consider that rules are in countries financial cooperatives are found with
place to ensure optimal and effective use of more than 100,000 members and total assets
agents. These include (1) permitting the use of exceeding the equivalent of US$20 million. In
agent network managers and a tiered retail struc- other countries, the financial cooperatives are
ture (for example, agents and subagents) to enable local and small (fewer than 100 members) and
cost-effective rollout of agent networks, (2) per- geographically dispersed.
mitting a wide range of institutions (including Much less uniformity in approach to regulat-
retail outlets and small shops) to serve as agents,8 ing (and supervising) financial cooperatives is
and (3) permitting agents to effect or facilitate found than there is for banks, non-bank finan-
account opening and perform other actions cial institutions, and insurance companies. In
required to ensure the bank’s compliance with some countries financial cooperatives are sub-
AML/CFT rules.9 In addition, it is important to ject to prudential regulation; in other countries,
ensure consumer protection rules also address they are not. In many countries the regulatory
the risks introduced by the use of agents.10 body in charge of all cooperatives is also the reg-
ulator of financial cooperatives (and in some
Non-Bank Deposit-Taking Institutions cases, although perhaps very few, the nonfinan-
Typically, non-bank deposit-taking institutions are cial regulator is asked to supervise compliance
permitted to engage in a subset of banks’ permit- with prudential regulations). In other countries
ted activities. Lending activities may be limited one may find either an apex (or federation of
(entirely or in part) to microloans, and activities cooperatives) or a separate financial regulator for
other than lending and deposit-taking may be financial cooperatives.
restricted. Other complex or risky activities such For small financial cooperatives, the com-
as foreign currency exchange or derivatives may mon bond among members allows for a much
not be permitted. Prudential requirements should less intrusive regulatory approach, especially if
be evaluated by the regulator—which may be the they take deposits only from members (although
banking regulator or a separate body—to ensure for many financial cooperatives, the distinction
between deposits of members and nonmembers regulator’s capabilities. Furthermore, these small
is not significant given the ease of becoming a cooperatives generally do not have the capability
member by paying a small fee). Supporting this (in terms of staff and information systems) or the
approach is the underlying reality that it is dif- funding to comply with prudential requirements.
ficult to create a sustainable system for the The alternative—to close down all financial coop-
prudential regulation and supervision of small eratives that are not prudentially regulated and
(for example, 100-member) cooperatives; a large supervised—would deprive many people of finan-
number of small institutions can overwhelm a cial services that they need. However, there are
Regulation 423
clear situations in which financial cooperatives reasons: (1) MFIs often depend heavily on the
need to be prudentially regulated and supervised, availability of such funds for their business and
specifically, when they are big (as measured by (2) the risk of loss of customer funds is limited to
number of members and asset size) and/or take the amount by which (for any customer) the cash
deposits from nonmembers. These institutions collateral exceeds outstanding loans owed by
are often engaged in activities similar to those of such customer.
microfinance banks and should be regulated Although credit-only institutions do not raise
similarly. issues requiring prudential regulation, some
countries have placed the bank regulator in charge
Microlending Institutions of these institutions (typically using a newly cre-
Microlending institutions may be nonprofit or ated department). Other options include estab-
for-profit and may take different legal forms, lishing a delegated body, a separate regulator, or
including associations, foundations, companies, self-regulation by an association or apex. Some
or corporations. A microlending institution’s countries may have only a registrar that holds
activities are typically limited to lending—which the basic registration information of credit-only
it does using capital provided by donors, private providers.
investors, and other lenders including commer- Many credit-only MFIs wish to transform
cial banks—and other ancillary services, such as into a deposit-taking MFI in order to offer cli-
providing business development services.12 ents savings services and also to access addi-
Given the basic nature of credit-only opera- tional capital.15 Taking deposits is a complicated
tions (which by definition do not introduce risk of business, and the new (or transformed) entity
losing deposits), there is no reason to impose the should be subject to the applicable licensing cri-
burdensome and difficult prudential regulation teria and the relevant regulatory requirements
that is applied to banks and other depository applicable to such type of deposit-accepting
institutions.13 Instead, a credit-only institution institution. There should also be clear rules
should be subject to certain fundamental require- regarding how such a transformation is affected.
ments (in addition to registration): conduct of Those rules should at a minimum permit the
business (that is, consumer protection) rules, transfer by the credit-only MFI (including non-
basic reporting, and perhaps fit and proper crite- profits) of its microloan portfolio to the new
ria for senior management, board members, and, institution in exchange for assets of equivalent
in the case of a company, owners. The reporting fair market value.16 Some of the other issues to
requirement (if any) should be shaped by the consider and address include (1) whether to per-
legitimate objectives of the regulator. It is always mit inclusion of the loan portfolio to satisfy a
important not to impose burdensome or unneces- part of the initial capital requirement,17 (2) per-
sary requirements.14 mitting an NGO to have an ownership interest in
Some credit-only MFIs take cash collateral a for-profit company, and (3) permitting an NGO
(also referred to as “compulsory” or “forced” sav- to hold a significant interest in a deposit-taking
ings) from clients and intermediate or on-lend institution.18
such funds. Nondepository institutions should In some countries the transformation of an
arguably be required to hold such funds in a bank NGO MFI into a deposit-accepting institution
account or other safe and liquid investment and (or a for-profit microlending company) is prohib-
should not be permitted to intermediate (that is, ited because of a concern regarding the transfer to
on-lend) them. However, many would argue private actors of assets intended for public bene-
forcefully against such a requirement, citing two fit. This is a complicated topic, but the concern
Regulation 425
should generally apply to non-bank agents to Insurance Supervisors, the primary purpose of
ensure a level playing field between both models. supervision of insurance providers is to promote
Questions about payment system interoper- a “fair, safe and stable” sector for the benefit and
ability (the ability of clients of competing finan- protection of policyholders (IAIS 2011, p. 15,
cial service providers to transact with each other) sec. 1.3). This implies that providers of microin-
and agent exclusivity (the ability of a customer to surance are licensed and supervised by the
use the agents of different providers for cash-in/ insurance supervisor.26
cash-out services) challenge policy makers to As with many other aspects of microinsurance
develop rules that will facilitate fuller financial such as innovative product development or deliv-
inclusion (Ehrbeck et al. 2012) (see box 17.5). ery, good practice in the regulation of microinsur-
ance is emerging in terms of regulatory and
Microinsurance supervisory options. First, there is recognition of
Insurance companies are typically subject to a the leading role of the insurance supervisor in
distinct supervisory regime because the risks of supporting microinsurance and the relevance of a
insurance are different from those presented by clear development mandate for the supervisor:
lending or deposit-taking institutions.25 Normally Access to insurance should be included in finan-
insurance underwriters are prohibited from cial inclusion strategies. Furthermore, regulation
engaging in other financial services; similarly, should be risk based and proportionate to the
banks and other depository institutions are gen- nature, scale, and complexity of the risks inherent
erally prohibited from underwriting insurance. in the individual business. Last but not least,
As stated by the International Association of supervisors should build their capacities in terms
“Interoperability and nonexclusive agents can could ‘piggyback’ off of a large start-up invest-
expand financial access by opening more ment. A few governments have imposed
access points to a greater a number of cus- mandatory interoperability ex ante, some-
tomers. They could also increase competition times even requiring connection to a state
that could drive costs down, though this ulti- developed and/or -owned central switch for
mately depends on pricing—freely negotiated funds transfer processing. Such efforts have
or government imposed—for cross-network often achieved lackluster results. Other coun-
transactions. But what is the best path to tries are considering mandating interoperabil-
interoperation? ity ex post—often upon evidence that the
“Permitting exclusive platforms and agent dominance of large players is suppressing
networks can ultimately allow first movers or competition. And other governments have
large actors to dominate the market, with the taken a less direct approach—encouraging
possible result of limited competition and arti- the private sector to interoperate voluntarily,
ficially high prices. However, mandating inter- with the tacit understanding that the govern-
operability too early in the growth of the ment can impose interoperability on perhaps
market may discourage actors from entering less favorable terms if the voluntary approach
the market due to concerns that competitors does not produce the desired results.”
Source: Ehrbeck et al. 2012, pp. 7–8.
Regulation 427
Box 17.6 Making Insurance Markets Work for the Poor—Emerging
Guidelines for Microinsurance Policy, Regulation, and Supervision
compliance with regulatory requirements, includ- responsible for monetary issues, a separate regu-
ing basic reporting, fit, and proper requirements lator responsible for systemic risk and pruden-
(applicable to senior management, board mem- tial issues, a deposit insurance supervisor, and
bers, and significant owners), as well as consumer different regulators of state banks, private banks,
protection rules. smaller banks, and other banks (for example,
In many countries one finds institutions that savings banks or rural banks).
collect savings and intermediate them but are The focus of supervision for banks is risk man-
subject to no prudential supervision at all. agement and should ideally be shaped by the
Technically these institutions may not be taking application of a proportionate approach. This
“deposits” (as defined under the law), but their should serve to increase financial inclusion
activities involve risks similar to those of other because it advocates regulating according to risk
deposit-taking institutions. These institutions (of both the institution and the particular activi-
should probably be prudentially regulated and ties) and accordingly can serve to encourage and
supervised if they exceed a certain size, measured enable innovations with confined scope (focused
by assets (or in the case of financial cooperatives, on specific clients and products) and risk.
number of members).27 However, supervisors may Prudential supervision of banks involves
not have the staffing or capacity to take on such (1) monitoring (both off-site through reports
responsibility, and the institutions themselves and on-site) to ensure banks are complying with
may not have the staffing or funding to comply prudential regulations, (2) issuing compulsory
with prudential requirements. Policy makers need instructions, (3) taking other measures to influ-
to assess the situation and determine which is ence banks’ activities and actions, and (4) impos-
preferable: institutions engaged in unsupervised ing sanctions. Supervision of banks’ agent
deposit-taking (or depository-like) activities or the activities should be approached similarly to
cessation of such institutions or such activities. supervising other outsourcing by a bank.28
Regulation 429
department for non-bank depository institutions) credit information, payment and clearing sys-
or it may be a separate financial regulator. In some tems, deposit insurance, and collateral/secured
situations, supervision is conducted by a nongov- transactions.
ernmental agency, acting either pursuant to dele- The regulation of the credit information mar-
gation by a regulatory (governmental) authority ket is usually tied to data privacy and bank secrecy
or as part of a self-regulatory scheme. Certain laws.29 To transmit information about clients to
supervisory practices may not work well with an outside party (such as a credit bureau), with-
respect to institutions with loan portfolios pre- out a separate regulatory provision permitting
dominantly comprising microloans. First, the off- such activity, a provider would typically need to
site and onsite supervision techniques need have customers’ permission. (In some countries,
adjustment because microloan portfolios are rela- regulation specifically requires providers to have
tively light on documentation and cannot be customer’s consent to such activity.) In countries
assessed by reviewing a sample of large loans. where there is low participation by non-banks in
Rather, supervision should focus on compliance credit reporting, the regulator may decide either
with the lending and collection policies as well as to require participation or to create incentives to
performance of the portfolio. Second, certain participate (for example, by applying lower provi-
supervisory actions—specifically, stop-lending sioning requirements for loans that were
orders and forced assets sales and mergers—may extended based on review of the customer’s credit
not work for such institutions. Given clients’ reli- report). To ensure customers are not subject to
ance on follow-on loans, a stop-lending order can mistreatment as a result of inaccurate informa-
result in widespread defaults (Christen et al. tion in credit reports, there is typically a require-
2012), and with the often close relationship ment to keep information up-to-date and remove
between loan officers and clients, an asset sale or stale information, to provide customers’ access to
merger that cuts such a relationship may also the information on file, and to correct informa-
cause clients (who may also conclude that there is tion upon notification of error.
less likelihood of a follow-on loan) to default. Although regulators have traditionally focused
As stated above, less uniformity in approach on payment and clearing systems between finan-
is found in supervising financial cooperatives cial institutions (for example, SWIFT), increasing
than other non-bank financial institutions. Often attention and time is devoted to retail payments
the financial regulator with responsibility over and transfers because of their increasing impor-
the banking system has neither the required staff tance. Oversight includes promoting efficient,
nor familiarity with financial cooperatives to secure and reliable systems, addressing opera-
take on supervisory responsibility. This is a diffi- tional and other risks, and promoting fair and
cult challenge, and policy makers must decide open access. Access to a particular payment sys-
whether to impose the responsibility on such tem is usually determined by agreement among
regulator, create a delegated structure, bring participants who decide which institutions may
them under a separate supervisory body, or seek have access and at what cost. Ideally the partici-
to impose self-regulation. pants of a payment system will set requirements
(for example, proof that internal controls are suf-
ficiently robust to address and cope with various
Regulation of Financial
risks) designed to ensure the system‘s integrity
Infrastructure
and stability. The reality is that formal payment
Well-functioning and inclusive financial infra- systems are typically dominated by large com-
structure is key to financial inclusion, including mercial banks that have little interest or incentive
Regulation 431
supported by FATF is critical to addressing this 8. Many countries permit individuals to be
potentially significant and negative impact of agents. Appropriate criteria should be
AML/CFT rules. Low-value savings accounts and designed in light of the activities that the
mobile money wallets particularly benefit from agents will engage in. See further discussion of
this flexibility (Bester et al. 2008; Isern and de this and other regulatory issues relevant to
bank agents in Tarazi and Breloff (2011).
Koker 2009).
9. For a discussion of these issues and others, see
Lyman et al. (2008).
Notes 10. See further discussion on the consumer
1. Basel Committee on Banking Supervision protection issues raised by the use of agents in
(2011), para. 16, p. 4. Dias and McKee (2010).
2. This in turn means working with resolution 11. See Christen et al. (2012) for a detailed
authorities so the handling of the failure is discussion of the special prudential regulatory
done in an orderly manner. Ibid., para. 16, p. 4. standards and the particular supervisory
3. The public (as opposed to private) interest actions that should be applied to depository
view of regulation assumes that regulation microfinance institutions. See also Basel
benefits the society as a whole (and not only Committee on Banking Supervision (2010).
particular interest groups). See, for example, 12. Some microlending institutions also
Barth et al. (2006). On market failures in engage in financial education activities as
microfinance, see Staschen (2010). well as nonfinancial activities, such as
4. In rare cases, regulation might also spur the providing services related to education
market, but only if it is closely tailored to what and health.
the market needs. A case for this are the 13. Generally credit-only institutions do not
Branchless Banking Regulations in Pakistan, introduce systemic risk, although in a few
which were issued before any of the providers countries, the microlending institutions have
had launched a product, but have since grown so large and have such significant
facilitated a vibrant market. borrowings that their failure can cause
5. This approach was first described in van systemic instability. These risks, however,
Greuning et al. (1998). should ideally be addressed through
6. Additional activities that may be permitted but prudential regulation of the banks that lend
in some cases require an additional license to the microlending institutions.
include investment banking operations, 14. Reporting may include updating basic
foreign exchange operations, custody and sale elemental information on ownership, board
of precious metals, leasing, factoring and membership, address, and names of senior
similar activities (that is, buying and collecting management. Requiring some financial
claims), and conducting operations outside reporting can be justified if it is made available
country borders. Each country will have its to the public or if the regulator will use such
own list of permitted activities that may information to better understand and monitor
include some or all of the activities listed as the financial system as a whole. However,
well as others. requiring reporting for the purpose of
7. WSBI-ESBG message to the G20 Leaders’ “training” the MFIs is more appropriately set
meeting at the Cannes Summit in November forth in private arrangements, for example,
2011, http://www.wsbi.org/uploadedFiles/ with a donor or a lender.
Position_papers/WSBI%20and%20 15. The terms “transform” and “transformation” in
ESBG%20message%20to%20the%20G20%20 this case do not usually involve the conversion
Leaders.pdf. of an institution from one type into another but
Regulation 433
Principles for Effective Banking Supervision.” Cuevas, E. Carlos, and Klaus P. Fischer. 2006.
Report, Bank for International Settlements, “Cooperative Financial Institutions: Issues in
Basel. Governance, Regulation and Supervision.”
———. 2011. “Core Principles for Effective Banking World Bank Working Paper No. 82.
Supervision—Consultative Document.” Bank for Washington, DC: World Bank.
International Settlements, Basel, December. De Koker, L. 2009. “The Money Laundering Risk
Bester, H., D. Chamberlain, L. de Koker, C. Posed by Low-Risk Financial Products in South
Hougaard, R. Short, A. Smith, and R. Walker. Africa: Findings and Guidelines.” Journal of
2008. “Implementing FATF Standards in Money Laundering Control 12(4).
Developing Countries and Financial Inclusion: Dias, D., and K. McKee. 2010. “Protecting
Findings and Guidelines,” FIRST Initiative, Branchless Banking Consumers: Policy
World Bank, Washington, DC. Objectives and Regulatory Options.” Focus
Bester, H., D. Chamberlain, and C. Hougaard. Note 64, CGAP, Washington, DC.
2008. “Making Insurance Markets Work for the Ehrbeck, T., M. Pickens, and M. Tarazi. 2012.
Poor—Executive Summary and Emerging “Financially Inclusive Ecosystems: The Roles
Guidelines.” Focus Note 2, Microinsurance of Government Today.” Focus Note 76, CGAP,
Network, Luxembourg. Washington, DC.
Black, J. 2008. “Forms and Paradoxes of Principles *Ehrbeck, T., and M. Tarazi. 2011. “Putting the
Based Regulation.” LSE Legal Studies Working Banking in Branchless Banking: Regulation and
Paper 13. http://papers.ssrn.com/sol3/papers the Case for Interest-Bearing and Insured
.cfm?abstract_id=1267722. E-Money Savings Accounts.” World Economic
Chatain, P.-L., R. Hernandéz-Coss, K. Borowik, and Forum, Geneva.
A. Zerzan. 2008. “Integrity in Mobile Phone Financial Action Task Force. 2012. “International
Financial Services: Measures for Mitigating Standards on Combating Money Laundering
Risks from Money Laundering and Terrorist and the Financing of Terrorism and
Financing.” World Bank, Washington, DC. Proliferation – The FATF Recommendations.”
Chatterjee, A. 2012. “Access to Insurance and Paris: FATF.
Financial Sector Regulation.” In Protecting the IAIS (International Association of Insurance
Poor: A Microinsurance Compendium, Vol. II, Supervisors). 2011. “Insurance Core Principles,
ed. C. Churchill and M. Matul, 548–72. Geneva Standards, Guidance and Assessment
and Munich: International Labour Methodology.” International Association of
Organization and Munich Re Foundation. Insurance Supervisors, Basel.
*Christen, R., K. Lauer, T. Lyman, and R. Rosenberg. Isern, Jennifer, and Louis de Koker. 2009. “AML/
2012. Microfinance Consensus Guidelines: A CFT: Strengthening Financial Inclusion and
Guide to Regulation and Supervision of Integrity.” Focus Note 56, CGAP, Washington,
Microfinance. Washington, DC: CGAP. DC. http://www.cgap.org/gm/document-
CGAP. 2011. Global Standard-Setting Bodies and 1.9.37862/FN56.pdf.
Financial Inclusion for the Poor – Toward Kirkpatrick, C., and D. Parker. 2007. Regulatory
Proportionate Standards and Guidance. A White Impact Assessment: Towards Better Regulation?
Paper prepared on behalf of the G20’s Global Cheltenham: Edward Elgar.
Partnership for Financial Inclusion. Lauer, Kate. 2008. “Transforming NGO MFIs:
Washington, DC: CGAP, October. Critical Ownership Issues to Consider.”
Committee on Payment and Settlement Systems. Occasional Paper 13, CGAP, Washington,
2005. “Central Bank Oversight of Payment and DC, May.
Settlement Systems.” Basel: BIS. http://www *Lauer, Kate, Denise Dias, and Michael Tarazi.
.bis.org/publ/cpss68.pdf . 2011. “Bank Agents: Risk Management,
Regulation 435
CHAPTER 18
When the sun sets in rural Kenya, about drugs to motorbikes and water tanks, were
96 percent of households light up their able to supply portable solar lighting technol-
homes with candles and kerosene lamps. ogies at affordable prices by purchasing
These sources of lighting are expensive, inef- lights in bulk. The solar lamps also double as
ficient, and unhealthy. On average, a rural phone chargers.
household spends approximately US$18, or While making this product available for pur-
20 percent of their total monthly income, on chase was a great start, smart financing solu-
kerosene per month. To overcome this obsta- tions were necessary to ensure that rural
cle, Lighting Africa, a program of the communities could take advantage of this
International Finance Corporation and the new efficiency. The cost of each solar lamp is
World Bank, has been helping to develop anywhere from US$22 to US$97 and is guar-
commercial off-the-grid lighting markets. anteed to last without replacement costs for
TechnoServe, a nongovernmental organiza- five years. While the up-front costs are signifi-
tion (NGO) dedicated to building businesses cant, the dairy cooperatives agreed to intro-
that create income and economic growth, duce a loan product through the village bank,
has capitalized on this work and established something that was made possible by the
a sustainable method whereby rural farmers security of the dairy business.
participating in its dairy program can access Households realize the monetary benefits
affordable lighting resources. of having a solar light after just four months.
To supply lighting products at an afford- Assuming that a light lasts only five years (the
able price, TechnoServe linked rural stores to minimum life span), the household will save
leading global solar lighting companies such US$144 over the course of the first year and
as d.light, Barefoot, and Green Planet. These more than US$800 for the remaining four
rural businesses, known as agrovet stores, years, a total of nearly US$1,000 in savings for
which sell everything from livestock feed and rural Kenyan farmers.
Source: Keepper 2011.
access to the SWIFT network for institutions a line of credit with a limit. Likewise, when it
with a low volume of transactions.2 issues a debit card, it reviews the client’s account
At the national level, several systems exist, to ensure that it holds sufficient funds for pay-
including real-time gross settlement (RTGS), ment capacity. Clients can then purchase goods
which is typically operated by the central bank to and services using the credit or debit card at
facilitate high-value, low-volume transactions. In retailers that accept the payment processor’s
an RTGS system, transactions are settled immedi- brand. The payment processor facilitates the pay-
ately using accounts held at a central bank, which ment directly from the cardholder’s bank to the
eliminates credit risk associated with settlement retailer’s bank. This process effectively transfers
time lag. At the national level, EFT switches also the repayment risk from the seller to the financial
facilitate electronic payments via networks of institution that issued the card, which should be
ATM and point-of-sale (POS) devices. Switches more capable of analyzing credit risk than the
can be either hosted by individual financial insti- retailer.
tutions or shared among a group of institutions, as In addition to retail settlement systems, there
is the case with national switching systems. is an increasing need for clearing payments origi-
Through these national switches, clients of all par- nated by individuals or businesses outside of
ticipating institutions can use shared ATMs and financial institutions. These person-to-person
POS devices via debit or credit cards (see box 18.3). (P2P) payments, which are primarily facilitated
by the Internet and mobile phones, require a sys-
Retail Payment Processors tem for settling accounts between a triangle of
Retail payment processors, such as Visa, clients, mobile network operators (MNOs) or
MasterCard, Maestro, and CIRRUS, have their Internet merchants, and financial service provid-
own settlement systems. Participating financial ers. Some facilitate electronic payments over the
institutions issue branded cards to clients. When Internet alone, some provide a combination of
an institution issues a credit card, it evaluates the mobile and Internet access points, while others
creditworthiness of the cardholder and provides clear mobile payments only.
Two broad categories of companies provide services to financial institutions and, either as
payment integration services: core banking part of these other products or as a standalone
system providers and independent providers. offering, also provides integration services.
Within this first category, core banking sys- Included in this category are specialized soft-
tem providers bundle payment gateways with ware providers that enable financial institutions
their own core banking system. These gate- to connect to various payment systems or
ways are typically sold as optional modules delivery channels via an EFT switch. This switch
and can be implemented either at the point of is sold either together with one of their front-
installing the core banking system or at a later end solutions (mobile, Internet) or on its own.
point when the financial institution wants to Payment integrators may also offer integration
connect to a payment system. as part of their mobile banking or commercial
The second type of payment integrator is a services. Both can offer integration services to
company that provides other products and a range of core banking systems.
Source: Geraldine O’Keeffe, Software Group.
developing world, as many governments have transmission.4 Faster transmission speeds allow
instead favored partnerships with private clients to receive confirmations more quickly
MNOs. and more reliably.
Wireless connectivity requires the end user SMS messages are often used either directly
to have a radio-equipped device, such as a by a financial institution or as part of an elec-
mobile phone handset or a modem for connect- tronic payment system. Examples of direct com-
ing a computer to the Internet. The vast major- munications include “push” SMSs, which the
ity of the world’s mobile phones and modems provider sends to remind a client that a loan
operate on a radio system called the Global repayment is due, for example, and “pull” mes-
System for Mobile (GSM) communications.3 sages, which the customer initiates to request
Users can access an MNO’s network of radio their balance or a mini statement via a text mes-
towers by inserting an MNO-provided sub- sage. The second category includes SMSs used
scriber identity module (SIM) card in their within a payment system, such as when a mobile
device. A SIM card is a chip that stores client money provider sends an SMS confirmation
information. Coverage exists when a radio sig- after each transaction or after a transaction is
nal is picked up from a cell tower, allowing the done at an ATM.
client to make and receive calls and send text Voice-based technology such as interactive
messages, also known as short messaging ser- voice response (IVR) is a phone technology that
vice (SMS) messages. GPRS, EDGE, 3G, and 4G allows a caller to select options from a voice
are all wireless communications protocols that menu and interact with the phone system
are advancements of the GSM technology, with (Krugel 2007). While IVR was used prior to the
the primary difference being speed of data emergence of mobile money, it is now being
The Ecuadoran Rural Finance Network (RFR) In 2011, after years of intense competition
looked at alternative approaches to credit and bare-bones pricing—reports cost less
reporting and settled on a partnership with than US$0.10 each—only Credit Report is
Credit Report, a privately operated credit left. Its unique access to data on borrowers
bureau. It selected the firm because of the at the base of the pyramid through RFR’s
strength of its technology platform, financial members is one of the key factors contribut-
soundness, ownership by the international ing to its success. For RFR and the lenders it
credit reporting firm Equifax (representing serves, working with a privately owned credit
experience), and the price per report that the bureau provided access to data from other
bureau guaranteed for RFR members. When parts of the credit market, to related tools,
the deal was struck, six privately owned such as credit scoring, and to quality data—
credit bureaus were operating in Ecuador. all at a very attractive price.
Source: CGAP 2011a.
they advocate incorporating microfinance into a more complete picture of a client’s obligations,
mainstream credit bureaus as being more benefi- credit bureaus can facilitate the measurement
cial to both the client and the institution. and mitigation of over-indebtedness. Knowledge
Credit bureaus must be credible enough both of negative or positive payment behaviors, cou-
to enforce participation and to ensure that sensi- pled with the ability to assess the probability of
tive data are protected. An effective credit bureau default, helps providers to calculate how much
requires consistent, reliable, and trustworthy data money to lend for how long. They can use the
collected from and for both regulated and non- information to set appropriate interest rates and
regulated providers. All relevant lenders in a other loan terms according to risk-based pricing.
given market need to participate. Information In short, sharing credit histories reduces risk,
security and appropriate disclosure to authorized increases efficiency and profit, and supports
parties is critical to ensure equitable delivery of credit growth, leading to expanded access to
information (Helms 2006). financial services (Simbaqueba 2006).
Having a system in place for collecting consis-
The Benefits of Credit Bureaus tent and reliable data will motivate clients to
Although credit bureaus primarily minimize develop good payment habits, especially as they
lenders’ risk, leading to a healthier portfolio, they experience the power of their credit report. A pos-
are linked to a range of benefits for both providers itive credit history is an asset for clients as they try
and clients. Credit reports facilitate better, faster to access more and different types of financial
credit decisions. By making it easier to identify products. It may help them to secure more flexible
loan applicants with poor repayment histories, terms or lower rates, and it may enable them to
credit bureau data reduce lenders’ transaction seek other sources of finance rather than being tied
costs and increase efficiency. By identifying those to one provider. Timely credit histories can also
with loans in multiple institutions and providing reduce client over-indebtedness, as the system can
South Africa has one of the most sophisticated Credit databases not only play a role in
and inclusive credit bureau infrastructures in the initial credit decisions, but are also a platform
world. Mass-market credit reporting started for collections. Databases provide address
through parallel initiatives by the Consumer histories and current contact data; in addi-
Credit Association (representing the major retail tion, they track debt-related and other public
merchants), the consumer microlending indus- filings, such as real estate transactions,
try, and private credit bureau operators. The death, marriage, and divorce. Thus credit
Microfinance Regulatory Council (since trans- bureaus offer lenders the functionality to put
formed into the National Credit Regulator) then long-term trace orders on delinquent borrow-
took the initiative to regulate credit reporting and ers. A client whose loan has been written off
mandate full consolidation of the various data and who is currently without revenues or
streams into a National Loans Register. The assets, will automatically “pop up” for action
operation of the register is outsourced to two if the name appears in a new credit transac-
private credit bureaus—TransUnion and tion (indicating current revenues) or in a pub-
Experian. Other leading credit bureau operators lic record filing (possibly indicating economic
in South Africa are CompuScan and Expert activity or acquired assets). Although such
Decision Systems. uses of credit databases are entirely legal
Building a positive credit history is becom- and legitimate, potential for abuse does
ing critical even for poor households, as the exist, especially when powerful credit-
use of automated decision tools and credit reporting tools are introduced in the context
scoring becomes ever more pervasive. Today, of a fiercely competitive consumer credit
credit record checks not only are used in lend- gold rush. It is said that occasionally South
ing decisions, but also are built into many other African micro-consumer lenders will deliber-
routine processes, such as insurance under- ately report well-paying clients as delinquent,
writing, employment screening, rental back- so that they effectively “own” their borrow-
ground checks, and opening of utility accounts. ers and no competitor may legally lend to
At the same time, maybe unfairly, the belief them or settle their high-rate debt.
that “no credit history is a bad credit history” Despite its many advantages, the adoption
has become entrenched in decision models. of sophisticated credit reporting calls for keep-
Hence, credit databases will increasingly play a ing an eye on the potential for exclusion and
gatekeeper role in the transition from poverty unfair discrimination that standardization of
and into the economic mainstream. credit decision processes can bring.
Source: Contributed by Joachim Bald, consultant with Frankfurt School of Finance and Management.
The Unique Identification Authority of India the aadhaar and a fingerprint to the central
(UIDAI) was created in 2009 to issue a 12-digit database. The UIDAI verifies the individual’s
unique number (called aadhaar) to all 1.2 billion identity within eight seconds. Although pos-
residents. Aadhaar is linked to each individual’s sessing an aadhaar is not mandatory, obtaining
basic demographic and biometric information—a one does require proof of identity, an address,
photograph, 10 fingerprints, and an iris scan— and a date of birth. Individuals without identifi-
and stored in a central database. Individual iden- cation documents may obtain an aadhaar if
tities can be verified using hand-held devices they are introduced to the issuing agency by a
linked to the mobile phone network by sending current participant in the scheme.
Source: Bhatnager 2011.
Several ongoing training programs are offered plus additional programs in Latin America and
annually, providing excellent opportunities for elsewhere. Offering training in English and
middle to senior management of financial ser- French (and Spanish in Latin America), the pro-
vice providers, policy makers, and regulators gram is one of the most popular and well-
to develop their capacity and knowledge of attended microfinance training programs. The
financial inclusion. The following are some of extensive course selection is complemented
the best-known programs. by a daily symposium, where numerous
The Sustainable Microenterprise and industry leaders share their views on frontier
Development Program is held at the Carsey issues.
Institute at the University of New Hampshire The School of African Microfinance offers a
in the United States. This two-week program two-week training program in Mombasa,
emphasizes a livelihoods approach to microfi- Kenya, aimed at mid- and senior-level profes-
nance, enterprise, and community economic sionals working in microfinance. The program
development. The curriculum is built on a foun- consists of plenary sessions covering key top-
dation of the five capitals of sustainable liveli- ics, electives (participants choose four out of
hoods—natural, physical, human, social, and 14 options), and moderated discussions. The
financial. It emphasizes tools and strategies of courses aim to provide participants with the
transparency and good management practices tools to develop market-focused strategies,
that honor the triple bottom line (financial, deliver appropriate products and services, and
social, environmental) of sustainability. lead high-performing institutions.
The Frankfurt School Micro and SME The European Microfinance Programme is
[Small and Medium Enterprise] Banking a one-year master’s degree program focused
Summer Academy is held in Frankfurt, on microfinance. The program is jointly orga-
Germany. This one-week program is aimed at nized by four European universities and five
managers of microfinance institutions, com- NGOs. Classes are taught in English at the
mercial banks active in microfinance, and University Libre de Bruxelles in Brussels,
microfinance investors. Several electives are Belgium. In addition to coursework, all stu-
available. The program emphasizes the techni- dents complete a two- to four-month intern-
cal aspects of microfinance and leadership. ship at a microfinance institution in a develop-
The Boulder Institute of Microfinance ing country. To be eligible for the program,
holds the annual Boulder Microfinance Training applicants must already have a master’s
Program for three weeks from July to August degree.
Source:http://www.microfinancegateway.org/p/site/m/template.rc/1.26.19317?cid=PSD_MFGatewayBulletinEN_W_EXT.
to diversify their portfolios with socially respon- take the form of a core banking system based on
sible microfinance investments. Consulting an SaaS model, whereby the system is hosted on
firms that specialize in providing access to fund- servers sitting at a remote location managed
ing are generally centered in high-growth micro- directly by the supplier or in the “cloud.” Such
finance markets such as India or East Africa. arrangements relieve providers of the need to
Some providers, particularly commercial banks invest in hardware and skills to maintain and sup-
entering the microfinance market, use a manage- port the system in-house, reducing costs and the
ment service contract, whereby management is need for skilled technical personnel, who can
outsourced to a consulting firm specializing in often be difficult to find and expensive to hire.
microfinance. This is usually a time-bound rela- SaaS options are increasingly available from
tionship in which the consulting firm provides suppliers and are often cost-effective. The sup-
technical assistance to the subsidiary or greenfield plier hosts the core banking system on its servers,
institution on a fee-for-service basis. Technical which have been fully configured for the provider.
assistance is greatest in the early stages, as the sub- Typically, costing of this type of service is either
sidiary or greenfield institution builds its internal per client or per account and often does not
capacity. Most greenfield institutions have ongoing require an up-front investment in a license. While
management service contracts with their holding many providers may find this attractive, the pro-
company (if applicable) to ensure standardization vider must have strong communication links to
across a network of providers (see chapter 7). access the servers and must be fully assured of the
quality of the day-to-day support of the supplier.
Software as a Service Other models of IT outsourcing also exist
Many providers find it difficult to obtain the nec- whereby the core banking system is hosted
essary skills in-house to manage their informa- in-house, but third-party companies provide sup-
tion technology (IT) environments. In these port in specific areas. In such cases, providers still
cases, they may choose to outsource some or all need to have some IT resources available, but the
elements of their IT management. This could number and skills of these employees could be
The First MicroFinance Institution Syria 32 percent of those called having a conversa-
(FMFI-S) was interested in developing chan- tion with an FMFI-S staff member. Of this 32
nels beyond its branch network for marketing percent, about 10 percent visited a branch and
its services. To improve services and expand received a loan. The overall number of loans
outreach, FMFI-S established a call center to being disbursed increased 3 percent and was
handle customer complaints and queries expected to increase further as the campaigns
regarding products and services and also to continued. All of FMFI-S’s branches say that
disseminate information on promotional cam- the call center has played a role in attracting
paigns. By the end of 2010, seven promotional new clients.
campaigns had been launched, resulting in
Source: Aga Khan Agency for Microfinance 2011.
of strategies for receiving payment, including Outsourcing collection services can also dis-
calling, collecting on-site, setting up payment rupt the lines of communication between the pro-
plans, and offering various payment collection vider and client. Procedures for contacting clients
points. Collection agencies may be able to prompt should be simple, consistent, and take into
payback in a more straightforward manner than account the local context. Providers using collec-
loan officers because they do not have an ongoing tion agencies might find it useful to educate their
relationship with the client. Thus a specialized clients on the role and authority of the collection
agency may be able to secure payback while min- agency. If the client fails to acknowledge the col-
imizing long-term damage to the relationship lection agency’s authority, the agency may have a
between the client and the financial institution. difficult time recovering loans and may damage
However, there are risks and costs to relying on the long-term relationship between the client and
specialized collection agencies, and these must be provider (ACCION 2008; see box 18.11).
assessed prior to deciding to outsource. Many
collection agencies lack experience with the
Security and Cash in Transit
low-income sector. As a result, providers need to Specialized firms provide security and cash-in-
conduct a thorough due diligence of the collection transit services to minimize theft and fraud and
agency and ensure that it understands the unique ensure that clients can draw on deposit, credit,
needs and behaviors of low-income customers. It and mobile banking services safely. Outsourced
also must ensure that outsourcing collections security services generally involve the physical
makes financial sense. Normally collection agen- safeguarding of branches and ATMs to certified
cies take a percentage of the recovered debt, pro- (and sometimes bonded) staff. Security staff is
viding the incentive for increased recoveries. A responsible for minimizing and preventing the
full feasibility analysis including a multiyear possibility of robberies and for ensuring that
cost-benefit analysis should be completed prior to security procedures for clients, staff, and other
outsourcing debt collection activities. stakeholders are respected.
The shareholders and board members of the some years of operations, El Comercio has
Financiera El Comercio in Paraguay created reinstated its collections activities within the
their own external collection agency, called institution. The main reasons behind this deci-
Gestión, which managed El Comercio’s loans sion were high operating costs to maintain
more than 180 days past due using special- two separate administrative structures (two
ized collections officers and lawyers. The com- accounts, two boards), and the absence of
pany also provided call center services for feedback channels between Gestión and the
loans up to 30 days past due to support loan risk management unit of El Comercio for
officers in their collection activities. After reviewing policies and procedures.
Source: ACCION 2008.
Cash-in-transit refers to the physical transfer M-PESA in Kenya reported that 10 percent of
of bank notes, coins, or items of value from one agents were robbed in 2009 (CGAP 2012).
location to another. This can include the transport Outsourcing security requirements can help to
of cash and valuables from bank branches and prevent the possibility of theft, although it can
smaller district offices to headquarters as well as significantly increase the costs of doing business.
the transport of cash from ATMs or agent loca- The direct cost of outsourcing services must be
tions. In some countries cash-in-transit compa- balanced against the benefits accrued from addi-
nies fall under transport and security legislation, tional security, mainly less money lost from theft
while in others they fall under municipal police or or damage.
local authorities. Regulation often focuses on
security and logistics. For example, cash-in-tran-
sit companies are often restricted in the number Notes
of firearms staff can carry, the types of vehicles 1. http://www.waterforafrica.org.uk/go/
used, and the number of staff per vehicle. more-information/
The importance of sound security and cash- water-and-sanitation-facts/.
in-transit procedures continues to increase as 2. www.swift.com/alliancelite.
mobile banking becomes more prominent. 3. http://www.gsm.org/technology/gsm/index
Robbery and theft of agents are serious con- .htm.
cerns. In a survey conducted by the Consultative 4. Additional technical information on mobile
Group to Assist the Poor of mobile banking technology can be found at http://www.gsm
agents in several key markets that included .org/technology/index.htm.
questions related to security, 93 percent of 5. This section draws heavily from Demirgüç-
agents in Brazil reported that being an agent Kunt and Kane (2001) and Demirgüç-Kunt,
increases the risk of being robbed and 25 percent Karacaovali, and Laeven (2005).
said that they had been robbed at least once dur- 6. This section was contributed by Candace
ing the past three years. One aggregator for Nelson.
Over the last 18 chapters many aspects of finan- drives the process. Building on this, the idea of
cial inclusion have been discussed in depth. This “making markets work for the poor” is explored
chapter seeks to draw these various threads further and distinguished from the two diametri-
together and examine how the system as a whole cally opposed approaches to financial inclusion
develops and what can be done to influence it. In policy that have dominated debates in the past.
the Introduction the aspiration was established: One, belonging to a wider tradition of public
“Full financial inclusion is a state in which all peo- intervention in the economy, advocates direct
ple who can use them have access to a full suite of provision by government to substitute for the
quality financial services, provided at affordable market. The other, based on a belief in the efficacy
prices in a convenient manner, and with dignity of unfettered markets in solving economic supply
for the clients. Financial services are delivered by problems, urges governments to get out of the
a range of providers, most of them private, and way of the private sector and focus on eliminating
reach everyone who can use them, including dis- any putative distortion in incentives from regula-
abled, poor, and rural populations.” tion, taxation, or subsidy. By contrast a market
The starting point here is to examine the systems approach seeks to harness the pow-
empirical evidence on the development of mar- er-of-markets solutions to deliver services at
kets and inclusion before turning to look, briefly, scale and sustainably. Trying to resist or replace
at some of the theory that seeks to explain what market forces is rarely effective. However, it also
300
250
Domestic credit to private
200
sector (% of GDP)
150
100
50
0
100 1,000 10,000 100,000
–50
GNI per capita current US$ (logarithmic scale)
Sources: World Bank Global Financial Inclusion Database (2012): World Bank national accounts data, and OECD National Accounts
data files; International Monetary Fund, International Financial Statistics and data files and World Bank and OECD GDP estimates.
Note: GDP = gross domestic product; GNI = gross national income.
Figure 19.2 Variation of Formal Financial Inclusion with GNI per Capita
120
100
Account at a formal financial
80
institution (% age 15+)
60
40
20
0
100 1,000 10,000 100,000
–20
GNI per capita current US$ (logarithmic scale)
Source: World Bank Global Financial Inclusion Database (2012): World Bank national accounts data, and OECD National Accounts
data files; International Monetary Fund, International Financial Statistics and data files and World Bank and OECD GDP estimates.
Note: GNI = gross national income.
Scenario Analysis
Future gap
3. Market can reach in the access Attempting to predict the future is usually a fool-
Future frontier hardy undertaking. Rather than attempting to
make definitive predictions, it is often more effec-
tive to look at the various directions in which the
Access usage financial sector could evolve by considering
2. Market can reach now frontier
gap
potential scenarios. These can be used to help
establish the scope of future possibilities and bet-
ter understand what will influence these differ-
1. Have now
Usage ent paths. In seeking to peer into the future we
frontier need to understand what is likely to drive the
development of markets. Both economic and
Source: Porteous 2005. noneconomic factors may impact on financial
service access and usage. What will be the forces
that could drive changes? First, clearly major
frontier. It is here that the (relatively) low-hang- political and economic forces can be identified
ing fruit for market development should lie. that will shape the entire future of a country.
Simply providing data identifying the market Political and social stability, prudent macroeco-
opportunities to existing players could produce nomic management, or the avoidance of major
an impact. The next step is to determine those environmental catastrophes simply have to be
consumers and businesses that could be reached taken as background assumptions that cannot be
in the future by pushing out the access frontier. readily influenced; nor is it possible to put in place
Market development initiatives may be needed to meaningful strategic contingencies (at least in the
expand in a number of directions. Typically this context of tackling financial inclusion). Rather,
might entail expanding the geographical reach of there is a need to look at those forces that impinge
the system, reducing delivery costs, or improving more directly on the development of financial
the relevance of service offers to new market seg- markets. These can be divided into those that are
ments. Beyond this future access frontier are likely to change markets in ways that can be
those beyond the reach of the market—referred anticipated with a reasonable degree of confi-
to by Porteous as the “supra-market” group. dence and those that although clearly set to
Bringing financial services to this supra-market impact could play out in very different ways.
necessarily involves some redistribution or net What determines the way the latter uncertainties
transfer whether through direct subsidy or play out will be at least in part exogenous to the
embedded within government- or donor-financed financial system. Nevertheless identifying the
social protection payments. Even in the wealthi- prospective range of outcomes is useful in estab-
est countries with some of the most advanced lishing broadly where market development needs
Boxes, figures, notes, and tables are indicated by b, f, n, and t following the page number.
A advocacy
aadhaar (identification numbers), 449b financial inclusion and, 82–83, 86–88, 87b
Aarogyasri, 264b financial landscapes and, 36
ABC (activity-based costing), 362 Afghanistan, e-money issuers in, 425
ABP (pension fund), 388b AFI. See Alliance for Financial Inclusion
ABSA (bank), 123b African Development Bank, 386
access African Life Assurance Zambia, 123b
to financial services, 3–4, 5b, 115 AfricapFund, 441b
frontiers, 123, 124f, 417, 468–69, 469f Aga Khan Agency for Microfinance (AKAM),
indicators of, 118 253–54b
landscape studies and, 128 Aga Khan Foundation, 163b
strands, 4f, 124–25, 124f, 125–26b Agence Française de Développement, 106
AccessBank, 90b, 400b agent banking, 422
AccessHolding, 191b, 394 agent networks, 38, 40–41, 290–95, 291b
Access to Finance, Living Standards Measurement agriculture finance, 8, 235–51
Study (World Bank), 120–21 challenge of, 237–39
Acción Comunitaria del Perú (ACP), 387 client risk and financial services, 247–49, 250
ACCION International, 10n5, 89, 179, 191b, 334, 394 forward contracts, 248, 248b
accounting systems, 326, 331, 368–69, 450 guarantee funds, 248–49
accumulating savings and credit associations insurance, 247–48, 263–66, 265–66b
(ASCAs), 29, 64, 157, 157b, 158, 177, 205 lending for livestock, 249, 249b
accumulating value products, 260 context of, 235–37
Acleda, 387 microfinance institutions and, 236, 249–50, 250b
ACP (Acción Comunitaria del Perú), 387 value chain business models, 241–47, 242b
action audits, 373 bill discounting and factoring, 244–45, 244b
activity-based costing (ABC), 362 leasing, 246–47
ad hoc committees, 354 trade finance, 243–44
Advans, 191b, 394 warehouse receipts systems, 245–46, 245f,
adverse selection, 267–68 246b, 248b
advisory services, 450–52, 451–52b value chain finance, 239–41, 241f, 250
Index 479
“Agriculture Salary,” 213b of core banking systems, 453
AIMS Project, 360b external, 373–74, 450
Airtel Money, 43b internal, 366, 371–73, 372b
AKAM (Aga Khan Agency for Microfinance), outsourcing and, 450
253–54b social, 345–46, 346b
Akhuwat, 220b support, 326, 327b
ALCOs (asset and liability committees), 339–40 Australia, money transfers in, 440b
Alliance for Financial Inclusion (AFI), 83–84, 84b, automated information systems, 329–30
114b, 115, 117, 122b, 143n7 automated teller machines (ATMs)
Alliance lite, 439–40 as delivery channels, 278–80, 281–82b
Allianz, 195b financial linkages and, 193, 193b
Alterfin funds, 392 infrastructure for, 438
ALW (third-party provider), 289b mobile branches and, 283
Amazon.com, 309 passbook savings accounts and, 211
AML/CFT. See anti-money-laundering and point-of-sale devices and, 283, 440
combating financing of terrorism security of, 454
Amui Djor settlement (Ghana), 232b Azerbaijan
Andhra Pradesh Mahila Abhivruddhi microfinance banks in, 191b
Society, 167 over-indebtedness in, 90b
Angola, money transfer systems in, 155b Azerbaijan Microfinance Association, 90b
animal husbandry, 249, 249b. See also livestock
annual percentage rates (APRs), 75 B
anti-money-laundering and combating financing of Babylon, 395
terrorism (AML/CFT), 82, 422, 431–32 “back-to-back” lending, 399–400
apex institutions, 177, 185, 395 balance sheets, 332
approval authorizations, 369 Banco Azteca, 183b
APRs (annual percentage rates), 75 Banco Compartamos, 400b, 407b
Arevalo, Ines, 9, 321 Banco de Crédito del Perú (BCP), 293
Armenia, disclosure requirements in, 74 Banco do Brasil, 291b
ASCAs. See accumulating savings and credit Banco FIE, 387
associations BancoSol, 400b
Asian Development Bank, 383, 386 Banco Solidario, 404b
Asian financial crisis (1997), 189b Bangladesh
assessment tools. See poverty assessment tools business owners in, 62
assets emergencies in, 57, 57b
asset-liability management (ALM), 330, 339–40, financial diaries in, 28
347n10 financial portfolios in, 50–51
building of, 226, 228–32 financial services in, 22, 22b, 31b
finance companies, 182 Grameen Bank in, 49, 359b
physical control of, 369 income in, 55, 460
quality of, 336, 337t initial public offerings in, 407b
Association of Rural Banks, 185 microfinance in, 62b, 102, 466
ATMs. See automated teller machines mobile network operators in, 197
attribution in quantitative research, 135 moneyguards in, 63
audits NGOs in, 179
action, 373 ROSCAs in, 61
committees, 354, 371–73 savings in, 212b
Index 481
Carsey Institute, 451b CGAP. See Consultative Group to Assist the Poor
case studies, 134 challenge funds, 108
cash flows Challenging the Frontiers of Poverty Reduction/
agriculture finance and, 239, 244 Targeting the Ultra Poor, 22b
cash in/out points, 40, 305–6, 308, 316–17 character-based lending, 221
financial portfolios and, 50–51 checking accounts, 211
income irregularity and, 53–55b children, insurance and, 258
income smoothing and, 52–56 Chile
individual lending and, 219 education finance in, 229b
limits on, 369 savings banks in, 186
management of, 226–28 China, banking in, 185
statements, 332–33 chit funds, 156
cash-in-transit systems, 454–55 Churchill, Craig, 9, 249
cashless banks, 307 CIRRUS, 440
cash transfers, 22 Citi, 5b
caste groups, 22–23, 23b, 165 Citibank, 187b
catalytic funding Citigroup, 398, 404b
capacity for, 100–101 clients and customers, 8, 49–70. See also consumer
donors and, 98, 99–103, 110 protection
focus of, 102–3 assessments of, 345
foundations and, 387 cash flow management and income smoothing for,
incentives for, 101 52–56, 53–55b
information on, 99–100 demands of, 27–29
on-lending and, 101–2 emergencies and anticipating risk of, 56–58
Catholic Relief Services, 163b “financial portfolios” and, 50–51
CAURIE, 195b financial service needs and problems, 50, 52
causality bias in quantitative research, financial services, creating better, 67–69
132b, 136 financial tools, quality of, 63–67
CBS (core banking systems), 322, 325–29 convenience and reliability, 63–64, 67–68
CBTs (community-based trainers), 162, 163b disciplined savings, 64–66
CCACN (Central de Cooperativas de Ahorro y social embeddedness, 66–67
Crèdito Financieras de Nicaragua), 213b information on, 312, 317, 325
CDD (customer due diligence), 431 know your customer (KYC), 42, 431, 448
CDMA (code division multiple access), 296n13 life-cycle events and, 58–63, 60b
CDOs (collateralized debt obligations), 392, 393b money managers and, 51–52
cedula produto rural (rural finance notes), 248b relationship management systems, 308
cell phones. See mobile phones satisfaction, 345
CEMEX, 184b, 231 service channels for, 316, 316f
Center for Financial Inclusion, 89 CLOs (collateralized loan obligations), 392
Central Bank of Brazil, 84b “cloud” hosting, 452
Central de Cooperativas de Ahorro y Crèdito code division multiple access (CDMA), 296n13
Financieras de Nicaragua (CCACN), 213b CODENSA, 257b
Centre International de Développement et de collateral
Recherche, 170 agriculture and, 237, 238–39
CERISE (Comité d’Echanges, de Réflexion et credit and, 314
d’Information sur les Systemes forward contracts and, 248
d’Êpargne-crédit), 346, 346b on loans, 221–22
Index 483
control groups, 134–36 products offered, 226–32
convenience asset building and productive investment, 226,
of financial tools, 63–64, 67–68 228–32
of mobile money, 285b, 317 cash flow management and, 226–28
of payment services, 275 consumption loans, 228
convertible debt, 398 education loans, 228, 229b
Co-Operative Bank of Kenya, 193b emergency loans, 228
coordination fixed asset loans, 228
of facilitators, 107 housing loans, 231–32, 232b
of financial inclusion, 82–86, 83b leasing, 229–31, 230b
financial landscapes and, 36 lines of credit, 227–28
copayment arrangements, 257 risk management and, 226, 228
core banking systems (CBS), 322, 325–29, salary loans, 228
442b, 452–53 top-up loans, 228
Core Principles for Effective Banking Supervision working capital loans, 227
(Basel Core Principles), 82 ratings, 404b, 408–9, 409b, 445
Corporación Financiera Nacional, 404b scoring and history, 219, 314–15, 445–48, 446–47b
corporate social responsibility (CSR), 387, 389 credit bureaus, 73, 445–48
correspondent banking, 192 credit cards, 314, 440
COSO (Committee of Sponsoring Organizations of credit life insurance, 259
the Treadway Commission), 367 Credit Rating Agency of Bangladesh, 404b
Costa Rica, Patrimonio Hoy in, 184b Credit Report (credit bureau), 446b
cost-based method of product pricing, 362 credit unions, 65, 334, 440b
costing of products, 361–62, 363f critical illness coverage, 262
covariance risks, 219, 235, 264 crop insurance, 131, 247
credit, 8, 217–33 “crowding in” of funding, 103, 110, 384, 386
credit risk, 336 “crowding out” of funding, 2, 103, 238
creditworthiness, 219–20, 245, 409 CSR (corporate social responsibility), 387, 389
effective rates calculations, 225–26, 227b Currency Exchange Fund N.V. (TCX), 402b
financial management tools and, 314–15 currency funding, 399–402, 401–2b
information markets, 430 currency risks, 340
product characteristics, 217–25 current accounts, 211
character-based lending, 221 custom-built applications, 286
client visits, 221 customer due diligence (CDD), 431
compulsory savings, 221–22, 226 customers. See clients
fees and service charges, 225 customization of management information
group guarantees, 221 systems, 328
group lending, 218–19 CVECAs (caisses villageoises d’épargne et de crédit
individual lending, 219–20 autogérées), 158, 170
interest rate calculations, 222–25, 223–25b
Islamic lending, 220–21, 220b D
lending methodology, 218–21 damage-based insurance, 247
loan collateral, 221–22 databases, global, 118–19b, 118–20
loan pricing, 222–25 data communications, 441–44
loan size and term, 217–18 data preparation and extraction, 328
personal guarantees, 222 debit cards, 314, 440
repayment terms, 218 debt collection, 453–54, 455b
Index 485
Elektrafin, 183b factoring in agriculture finance, 244–45, 244b
Elewa Pesa (Understand Your Money), 92b fair treatment in consumer protection, 75, 89
El-Zoghbi, Mayada, 8, 97 Family Bank, 405
embedded finance, 240 family structures, 19, 19b
emergencies, financial, 56–58 farming. See agriculture finance
emergency loans, 228 FAS. See Financial Access Survey
e-money, 284, 290, 292–93, 425–26, 433n21. See also FATF. See Financial Action Task Force
mobile money Faulu Kenya, 92, 92b
E-Money Directive (EU), 433n23 feedback loops, 365, 368, 476–77
enabling environments, 472–73 fee-for-service models, 162, 163b, 192
endowment policies, 260–61 fees
environmental, social, and corporate governance in agent networks, 294–95, 294f
(ESG), 408b effective rates and, 227b
e-payment platforms, 307 school, 211, 212b, 301, 312
Equifax, 446b service charges and, 225
equity FEMSA, 44b
funding, 392, 394, 404–6, 406f, 407b Ferlo, 441b
quasi-equity and, 109–10 Ferrand, David, 9, 459
Equity Bank, 43b, 164b, 361b, 407b FG Vavilon, 292b
ESG (environmental, social, and corporate field officers, 278, 279b
governance), 408b FinAccess, 30, 114b, 125b
e-switch system, 441b finance committees, 354
Ethiopia, credit outreach data in, 117 finance companies, 182, 182–83b
Eurobonds, 400b Financial Access Survey (FAS), 72, 78, 115,
European Bank for Reconstruction and Development 116–17, 122b
(EBRD), 383, 386 Financial Action Task Force (FATF), 81,
European Commission (EC), 386 82, 431–32
European Fund for Southeast Europe financial and social performance, 9, 321–49
(EFSE), 391 financial management, 330–33
European Investment Fund, 404b business planning, 330–31
European Microfinance Programme, 451b portfolio reports, 333
European Union, e-money issuers in, 425 reporting, 331
evaluation of financial inclusion, 128–31 statements, 331–33
executive committees, 354 management information systems, 322–30,
exit strategies, 474–75 323–24b
Experian, 447b accounting, 326
Expert Decision Systems, 447b audit support, 326, 327b
Express Pay, 292b core banking systems, 322, 325–29
eXtensible Business Reporting Language (XBRL), customer information, 325
296n12 customization, 328
external risks, 355, 366 data preparation and extraction, 328
delivery channel and systems upgrading,
F 329–30
facilitated value chain models, 242, 242b deposit account management, 326
facilitators group management, 325
donors and, 103, 104–7, 106b, 110 installation of, 328–29
facilitating agencies, 161–62, 167 loan portfolio tracking, 325–26
Index 487
Financial Inclusion Data Working Group (AFI), 117 interventionism, 465–66
financial landscapes, 7–8, 15–48 laissez faire, 465, 466
branchless banking, 16, 38–44 market development, 466
actors in, 40–41 potential of, 467–70
agent networks, 38, 40–41 access frontiers, 468–69, 469f
business models for, 41–44, 42–44b financial landscape mapping, 468, 477
microfinance institutions and, 44 scenario analysis, 469–70
mobile network operators (MNOs), 38, 40, technology transfer, 467–68
41–42 understanding of, 462–64
client focus, 16–25, 17b behavior and strategy, 462–63
age, life-cycle, and family structure, 16, institutional rules, 463–64, 472–73
18–19, 18–19b Financial Sector Adjustment Credit Program
ethnicity, caste, and religion, 22–23, 23b (World Bank), 189b
gender, 23–25, 24b, 25t Financial Sector Deepening Kenya, 106–7,
livelihoods, geography, and income levels, 106b, 169b
19–22, 20f, 21b, 22b Financial Sector Development (FSD) Kenya, 129b
ecosystem of, 5b, 6–7, 25–38 financial service associations (FSAs), 158, 169, 169b
client demands, 27–29 financial service providers. See community-based
core design, 26–32 providers; institutional providers; specific
financial service providers, 29–31, 29f, 30b institutions
market system functions, 26, 27f, 28b Financial Services Board (South Africa), 123b
players and facilitators, 36–38, 37f, financial statements, 331–33, 373, 445
38t, 39f Financiera Compartamos, 400b
products in, 31–33, 31b, 32t Financiera El Comercio, 455b
rules in, 26, 33–35, 33–35b financiers, 182
supporting functions in, 26, 35–36 financing activities, 333
studies of, 127–28, 129–30b FINCA, 395
financial leases, 229–30, 230b FINCA Microfinance Holdings (FMH), 395
financial literacy, 76b, 77, 77b Findex. See Global Financial Inclusion
financial markets, 9, 459–78 FinMark Trust, 105b, 108, 121–22
challenges for, 470–74 FINO, 289b
business service markets, 471–72 FinScope, 108–9, 114b, 115, 121–25, 123b, 124f, 477n6
enabling environments, 472–73 first-loss funds, 397
market development, 473–74, 476–77 First MicroFinance Institution Syria (FMFI-S), 454b
retail capacity, 470–71 “fit and proper tests,” 353
depth of, 460, 460f Fitch, 409b
failures, 415–16, 475 5 Cs of loan analysis, 238–39
inclusion and, 461–62, 461f fixed asset loans, 228
interventions, 474–76 fixed deposit accounts, 257
exit strategies, 474–75 flat-rate methods of interest rate calculation, 222,
proportionality and, 475 223b, 225–26, 225b, 227b
risk taking, 476 flexibility in regulation, 419
“theory of change,” 475 FMFI-S (First MicroFinance Institution Syria), 454b
timing and, 475–76 FMH (FINCA Microfinance Holdings), 395
mature, 104, 106 FMO (Dutch development bank), 386, 402b, 404b
nascent, 104, 108, 472, 475 focus groups, 134, 138
the poor and, 464–66 Focus Note (CGAP), 1
Index 489
Global System for Mobile (GSM), 280, 284–85, Grameen Foundation, 142, 345
296n13, 442 Grameen Generalized System (Grameen II), 359b
Globe Funder, 395 Grameen Phone, 290b
GNI (gross national income), 460–61, 460–61f grants, 103, 108–9, 167, 179, 397
Good Practice Guidelines for Funders of Grassroots Capital, 388b
Microfinance, 473 greenfielding and greenfield institutions, 180, 188,
Good Return, 395 190–92, 191b, 382, 389b, 452
governance and managing operations, 9, 351–76 Green Planet, 438b
governance, 351–55 gross domestic product (GDP), 460
board of directors, 352–54 gross national income (GNI), 460–61, 460–61f
strategic considerations for, 354–55 group guarantees, 221, 237
human resource management, 355–58 group lending, 218–19
control activities and, 369 Grupo Elektra, 182, 183b
performance management, 357–58 GSM. See Global System for Mobile
policies for, 356–57 G2P. See government transfer payments
recruitment and screening, 356 guarantees
salary and incentives, 356–57, 357b in agriculture finance, 248–49
training and development, 356 as funding instruments, 103–4, 109
operational risks, 366–74 as funding tools, 403–4
control activities, 368–70 group guarantees, 221, 237
control environment, 367–68 NGO microfinance institutions and, 179
external audits, 373–74 partial credit, 401, 403
information and communications, 370–71 personal guarantees, 222, 237
internal audits, 366, 371–73, 372b Guatemala, factoring in, 244b
internal controls, 365, 366–67f, 367–71, guidelines. See standards and guidelines
370b Guinea, financial service associations in, 169
monitoring, 370
risk assessment, 368 H
product management, 358–64, 359b Hatton Nation Bank (HNB), 279b
costing, 361–62, 363f hawala systems, 155b
development, 358, 360–61, 360–61b HCC (Human Capital Contract), 229b
marketing, 364 health
pricing, 362–64 care costs, 250
risk management, 364–74, 365t, 366f insurance, 193, 253–54b, 261–63, 263–64b, 274b
Government Savings Bank (Thailand), 186 money transfer services and, 275b
government transfer payments (G2P), 73, 272, 274, out-of-pocket payments and, 249
275b, 289b, 291b shocks, 206b
GPRS. See general packet radio service Heifer International, 249b
Grameen Bank hire-purchase companies, 181
“economically active poor” and, 49 HIV/AIDS, 267–68
field officers and, 278 HNB (Hatton Nation Bank), 279b
financial inclusion and, 467 holding companies, 190, 394–95, 394t
group lending and, 66, 218 homeownership, financing of, 59
loan top ups and, 56b hospital cash, 262, 263b
long-term savings products from, 214b housing loans, 231–32
product management and, 359b HSBC Amanah, 220b
repayment schedules of, 67, 68 Human Capital Contract (HCC), 229b
Index 491
Institute of Internal Auditors, 371 mutual insurers, 193
institutional investors, 387–88, 388b need for, 250–53
institutional providers, 8, 173–99 NGO providers, 193–94
banks, 183–93 policy makers and, 76b
agency relationships and partnerships and, product options, 253–59
192–93, 193b claims, 258–59
downscaling and, 188, 190 coverage terms and pricing, 256–57
greenfielding and, 188, 190–92, 191b eligibility, 258
postal savings, 186, 186–87b group or individual, 253–54b, 253–55
private commercial, 188, 190–93, 191b premium payment mechanisms,
rural and community, 184–85, 185b 257–58, 257b
savings, 185–86 voluntary or mandatory, 255–56, 255b, 268
state, 186, 188, 189b product types, 259–66
characteristics of, 174–76, 175–76t property, 263
deposit-taking microfinance institutions, 180, 181b providers, 193
financial cooperatives, 177–78, 178b regulation of, 426–27, 428–29b
insurance companies, 193–94 reinsurers, 194
commercial insurance providers, 193–94, 195b savings completion, 260–61, 262b
mutual insurers, 193 savings groups and, 161
NGO insurance providers, 193–94 standards for, 82
NGO microfinance institutions, 173–74, sustainability of, 174
179–80, 181b yield-based, 247
other non-bank financial institutions (NBFIs), Insurance Core Principles (IAIS), 82
180–83 integrated value chain models, 242
finance and consumer credit companies, 182, interactive voice response (IVR), 442–43
182–83b Inter-American Development Bank (IDB), 411n9
leasing companies, 181–82 interest rates, 222–25, 223–25b, 236, 340
suppliers and buyers, 182–83, 184b internal controls, 365, 366–67f, 367–71, 370b. See also
payment service providers, 194–97, 196b audits
range of providers and, 174f internal risks, 354
insurance, 9, 249–70 International Accounting Standards, 373
agriculture and, 247–48, 263–66, 265–66b International Association of Insurance Supervisors
commercial providers, 193–94, 195b (IAIS), 81, 82, 426
composite, 266 International Association of Microfinance
crop, 131, 247 Institutions, 408
damage-based, 247 International Bank for Reconstruction and
deposit, 33b, 431, 444–45 Development, 386
emergencies and, 56, 57–58 International Finance Corporation (IFC), 103, 191b,
financial inclusion and, 122b, 266–68 205b, 383, 386, 403, 438b
funeral, 58, 260 International Financial Reporting Standards, 373
future predictions, 268–69 International Fund for Agricultural Development
health, 193, 253–54b, 261–63, 263–64b, 274b (IFAD), 103, 169, 386
index-based, 247–48, 264, 265–66b, 476 International Labour Organisation (ILO), 249,
informal, 158 450, 452b
information asymmetries and, 416 International Monetary Fund (IMF), 116–17, 122b
key terms in, 251–52b International Remittances Network (IRnet), 440b
life, 259–61, 261t Internet banking, 287–88
Index 493
lines of credit, 227–28 material misstatements, 373
liquidity mature markets, 104, 106
commitment and, 312 maturity mismatches, 340
foreign currency and, 340 Mauritania, financial service associations in, 169
management of, 330, 338–39, 339t Mauritius, credit outreach data in, 117
options for, 313–14 Maya Declaration (AFI), 84, 84b
requirements for, 423b McConaghy, Peter, 9, 351, 437
savings discipline and, 301 McCord, Michael, 158
social capital and, 315 MDBs (multilateral development banks), 386
Listening to Clients series, 360b MEF (Microfinance Enhancement Facility), 391
livelihood landscape studies, 130b men
livestock, 204–5, 230, 230b, 249, 249b financial services and, 24b
loan loss reserve and provision, 333 household resources and, 50
loans. See credit; specific loan types ROSCAs and, 156
(e.g., education loans) mental labeling of savings, 302
logic models, 129–30, 130f, 131b, 143n18 Me2Me payments, 310, 311, 316
long-term contractual savings (LTCS), 214, 214b Mexico
Los Cabos Summit (2012), 143n8 education finance in, 229b
Luminis, 410b finance companies in, 182, 183b
Lumni, 229b financial inclusion in, 78b
Luxembourg Fund Labeling Agency, 410b financial services in, 21b
LuxFLAG Microfinance Label, 410b government payments in, 73b
housing in, 184b, 231
M income in, 461
Madagascar initial public offerings in, 407b
banking in, 43b, 191b managing liquidity in, 293b
credit outreach data in, 117 MFIs. See microfinance institutions
Maestro, 440 MFRS. See Microfinance Financial Reporting
Making Microfinance Work Program, 452b Standards
Malawi mftransparency.org, 226
financial diaries in, 127b MiBanco, 400b
school fees in, 212b MicroBanking Bulletin (MIX), 119b
Malaysia, e-money issuers in, 425 MicroCred, 191b, 388b, 394
Mali, CVECAs in, 170 Micro Credit Rating International, 345
management information systems (MIS), 322–30, Microcredit Summit, 118, 119
323–24b micro-deposit-taking institutions, 180
management service contracts, 452 microfinance, 1–11
managing operations. See governance and managing book structure, 7–9
operations current state of, 1–3
manual information systems, 329 measuring progress of, 3–5, 4f, 5b
MAPFRE Insurance, 257b redefining objectives of, 6–7, 6b
market-based methods of product pricing, 362–63 Microfinance Centre, 346, 346b
market failures, 415–16, 475 Microfinance Deposit-Taking Institutions Act of 2003
marketing, 364 (Uganda), 420b
markets, financial. See financial markets Microfinance Enhancement Facility (MEF), 391
Mas, Ignacio, 9, 299, 444 Microfinance Financial Reporting Standards (MFRS),
MasterCard, 279, 440 334, 335–39t, 339, 347n8
Index 495
mobile phones (continued) development of, 475
credit and, 314–15 financial capability and, 477n5
customer information, 312, 317 financial inclusion and, 114b
customer service channels, 316, 316f identification cards and, 448
deferred payments, 310–12, 311f, 315 index insurance and, 265b
liquidity options, 313–14 men and, 24b
liquidity versus commitment, 312 mobile money and, 284, 285b, 305b
social capital, 315 person-to-person transfers and, 272
time dimension in, 310 security and, 455
financial services delivery and, 300, 304–9, 305b usage of, 126b
current state of, 309 MTN Uganda, 291–92, 294
elements of, 304–6 multilateral and bilateral agencies, 386
platform for, 306–7, 307f, 317 multilateral development banks (MDBs), 386
reasons for, 308–9 murabaha sales, 220–21, 220b
single-user experience, 307–8, 309 musharaka equity participation, 220–21
insurance and, 257–58, 274b mutual funds, 390
payment services and, 274 Mwangi, James, 361b
personal finance management and, 300–304 Mzansi accounts, 4
discipline-building mechanisms, 302
inflexible banking products and, 302–3 N
Kshetriya Gramin Financial Services model Namibia, FinScope survey in, 123b
and, 303, 303–4b nascent markets, 104, 108, 472, 475
psychology of, 300–302, 310 National Bank for Agriculture and Rural
prepaid cards and, 280 Development (NABARD), 165, 168b
mobile wallets, 284, 290b National Bank of Cambodia, 74
Model Regulations for Credit Unions, 433n27 National Bank of Rwanda, 84b
MoneyGram, 192, 196b, 440b National Bank of Tajikistan, 292b
moneyguards, 53, 55, 56b, 63, 64, 154, 209 National Credit Act (South Africa), 74
moneylending, 66, 153 National Development Plan for 2007–12
money transfer providers, 155, 155b, 192, 194–97, 196b. (Mexico), 78b
See also payment services and delivery National Loans Register (South Africa), 447b
channels National Partnership for Financial Inclusion
Mongolia, state banks in, 189b (Central Bank of Brazil), 84b
monitoring and evaluation of financial inclusion, national supply surveys, 117–18
128–31 NBFIs. See non-bank financial institutions
“monoliners,” 477n3 Nelson, Candace, 8, 71, 151
Moody’s, 409b Netherlands, microfinance investment in, 392
Morocco New India Assurance, 266
microfinance market in, 102 New Microfinance Handbook (Ledgerwood), 7–9
women in, 23, 25 NGOs. See nongovernmental organizations
mortgages, 63–64, 231 Nicaragua
Mozambique, microfinance institutions in, 420b credit unions in, 213b
M-PESA platform housing in, 231
agent network of, 291, 295 Patrimonio Hoy in, 184b
ATMs and, 281–82b Niger
borrowing to save and, 212b savings groups in, 160
branchless banking and, 43b warehouse receipt systems in, 246b
Index 497
payment services and delivery channels (continued) Philippines
automated teller machines, 278–80, banking in, 185
281–82b e-money issuers in, 425
branches, 277–78, 283–84, 291b insurance in, 269, 274b
electronic payment cards, 279–80, 281b interest rates in, 75
field officers, 278, 279b ROSCAs in, 59
glossary of terms, 276–77b phones. See mobile phones
Internet banking, 287–88 pilot testing, 360–61, 361b
mobile branches, 283–84, 283b PINs. See personal identification numbers
mobile phones, 284–87, 285–86b, 287f PlaNet Guarantee, 195b
payment terminals, 280, 282b, 292b Planet Rating, 334, 345
point-of-sale devices, 280, 282–83 P9 (savings-and-loan service), 212b
interoperability and, 288–90, 289–90b point-of-sale devices (POS), 273, 278, 280, 282–83,
payment services, 271–75 296nn7–8, 440
government transfer payments (G2P), 272, policy making
274, 275b, 289b, 291b coordination of, 83
person-to-business transfers (P2B), 272, government’s role in, 72
273–74, 274b, 286b institutional capacity and, 207
person-to-person transfers (P2P), 272–73, pro-poor, 473
273b, 286b, 289b, 291b the poor
value of, 274–75 financial market benefits for, 464–66
providers, 194–97, 196b policy making and, 473
regulation and, 416 portfolios of, 50–51
payment terminals, 280, 282b, 292b savings services and, 203, 204f
Paynet Kenya, 281b unbanked poor, 49, 196, 219
PCGs (partial credit guarantees), 401, 403 Porteous, D., 469
PEARLS, 334, 347n8 portfolios
peer pressure, 313, 315 analysis of, 336
peer-to-peer aggregators, 395 funding and, 382
pension funds, 387 loan tracking for, 325–26
pensions, 213–14 of poor people, 50–51
performance, financial and social. See financial and regulation and, 430
social performance reports, 333
personal guarantees, 222, 237 Portfolios of the Poor (Rutherford, Collins and
personal identification numbers (PINs), 279–80, Johnson), 8, 16, 28, 45n4, 50
281b, 283, 286b POS. See point-of-sale devices
personnel and compensation committees, 354 postal savings banks, 186, 186–87b
person-to-business transfers (P2B), 272, 273–74, poverty assessment tools (PATs), 138, 140–41t,
274b, 286b 140–42, 345, 348n15
person-to-person transfers (P2P), 272–73, 273b, PowerPoint, 360b
286b, 289b, 291b, 440 PPI. See Progress out of Poverty Index
Peru pragmatism in financial markets, 476
disclosure requirements in, 76b PRAs. See participatory rapid assessments
education finance in, 229b preexisting conditions, 267–68
interest rates in, 75 preferred shares, 405
PesaPoint, 281–82b prepaid cards, 279–80
pharmaceutical coverage, 262 price-based signaling, 111n4
Index 499
risk management Rural Finance Network (RFR), 446b
committees, 354 Rural Impulse Microfinance Fund, 391–92
credit products and, 226, 228 Russian Federation
emergencies and, 56–58 financial literacy in, 77b
financial services and, 52 payment terminals in, 282b, 292b
guarantees and, 109 Rutherford, Stuart, 8, 49, 212b
operational risks and, 366–74 Rwanda
risk-sharing facilities, 403–4 credit outreach data in, 117
roads, 438 health insurance in, 263
Robinson, Jonathan, 206b mobile branches in, 283b
Robinson, Marguerite, 203, 207
rotating savings and credit associations (ROSCAs) S
disciplined savings and, 64–65 SaaS (software as a service), 452–53
as financial service providers, 29 SACCO Link, 193b
as indigenous providers, 152, 156–57 SACCOs. See savings and credit cooperatives
items purchased through, 170n1 Safaricom, 43b, 114b, 265b, 284, 285b, 291,
life-cycle events and, 59, 61, 65b 294, 475
reliability of, 68 SafeSave, 31b, 212b
savings groups and, 162b salaries, 356–57, 357b
security of, 205 salary loans, 228
social embeddedness and, 66 Sankat Haran insurance policy, 255b
women and, 24b, 156 Save the Children, 281b
youth services and, 18b savings and credit cooperatives (SACCOs), 24b, 118,
Roth, Jim, 158 126, 129b, 177, 192–93, 193b
RPW (Remittances Prices Worldwide), 273b savings banks, 185–86, 421–22
RSA Capital, 404b savings completion insurance, 260–61, 262b
RSBY (Rashtriya Swasthya Bima Yojana) health savings groups (SGs)
insurance program, 264b audits and, 373
RTGS (real-time gross settlement), 440 as community-based providers, 158, 160–64,
rule making for financial inclusion, 72–73, 92–93n1 161–64b, 163b
rural areas facilitating agencies and, 161–62, 170n5
banking in, 184–86, 185b, 189b, 218, 278, 283 family structure and, 19b
commercial insurance in, 195b financial education and, 78
connectivity in, 443 financial linkages and, 163–64, 164b
CVECAs in, 170 as financial service providers, 29
delivery services in, 277–78 global supply surveys and, 117
financial cooperatives in, 177 group lending and, 219
financial services in, 3, 20–21 information systems and, 322
grants in, 108 methodology of, 160–61
mobile network operators in, 30 mobile wallets and, 284
money transfer services in, 275b as movement, 65
roads in, 438 nongovernmental organizations and, 65–66
rural finance, 235, 279b. See also agriculture performance monitoring of, 323–24b, 323t
finance research on, 138
savings groups in, 161b sustainability and replication of, 162–63, 162b
self-help groups in, 168 Savings Groups Information Exchange (SAVIX), 118,
stretcher clubs in, 158 119, 120, 120b, 162, 163, 322
Index 501
South Africa surveys in research, 116–18, 134. See also specific
banking in, 4, 93n8, 105b surveys
business owners in, 62 sustainability
consumer protection in, 74 in microfinance, 2–3
credit bureaus in, 447b savings groups, 162–63, 162b
emergencies in, 57, 58 Sustainable Microenterprise and Development
financial diaries in, 28 Program, 451b
financial portfolios in, 50 swaps, 400–401
FinScope survey in, 123b Sweden, UN-Habitat and, 232b
homes in, 59 Swedish International Development Cooperation
income in, 53–54b, 55 Agency (SIDA), 106, 385
insurance in, 260, 269 SWIFT (Society for Worldwide Interbank Financial
life-cycle events in, 60b Telecommunication), 439–40
third-party providers in, 289b Swisscontact, 230b
special purpose vehicles (SPVs), 404 Swiss Post Pension Fund, 388b
spillovers in research, 136 switches for electronic payments, 440–41, 441–42b
SPM. See social performance management Symbiotics, 390, 390b, 392
SPVs (special purpose vehicles), 404 syndicated loans, 398
SRI (socially responsible investing), 387 Syngenta Foundation, 265b
Sri Lanka Syria, call centers in, 454b
gross national income in, 461
rural finance in, 279b T
staff turnover, 371 tablet computers, 287, 296n14
Stanbic Bank, 187b Tajikistan, microfinance in, 191b, 420b
Standard & Poor’s, 393b, 409b takaful insurers, 193
standards and guidelines Tameer Bank, 43b
government’s role in, 81–82 TAMSUF institution, 232b
industry’s role in, 88–90, 91t Tanzania
Star Allied Insurance, 264b banking in, 191b
Staschen, Stefan, 8, 9, 71, 413 savings groups in, 163b
state banks, 186, 188, 189b Tarazi, Michael, 22
strategic plans, 330–31 TCP (transmission control protocol), 330
stretcher clubs, 158 TCX (Currency Exchange Fund N.V.), 402b
structured finance, 392, 393b, 402–4 technical assistance, 107–8, 167, 179, 192, 397
Sub-K, 197, 289b technology transfer, 467–68
Sub-Saharan Africa, financial inclusion in, 30b TechnoServe, 438b
subscriber identity module (SIM) cards, 280, 284, Telenor, 43b
286, 288, 290, 296n13, 442 telephones. See mobile phones
Summa, 244b term life insurance, 259–60
Superintendency of Banks and Insurance (Peru), terrorism. See anti-money-laundering and combating
84b, 121b financing of terrorism
supervision of financial institutions, 414–15 text messages, 285–86. See also short messaging
suppliers and buyers, credit from, 182–83, 184b service
supply-side research, 115–18 Thailand, savings banks in, 186
support services. See outsourced support services third-party platform providers, 288, 289b. See also
“supra-market” groups, 469 outsourced support services
surrender values, 260 3G protocols, 442
Index 503
V property rights and, 237
value chains religion and, 23
agriculture finance and, 239–41, 241f, 250 ROSCAs and, 24b, 156
business models for, 241–47, 242b savings and, 162b, 204, 206b
supplier credit and, 183 self-help groups and, 164–65
Vietnam, ROSCAs in, 59 Women’s World Banking, 19b
Vigo Remittance Corporation, 440b working capital loans, 227
village banks, 218, 278 World Bank
VimoSEWA, 266 demand-side research of, 120–21
Vincze, Joakim, 9, 437 on financial institutions, 3
virtual private networks (VPNs), 444 Financial Sector Deepening Trust and, 106
Visa, 279, 290b, 440 funding and, 383, 385
Vodacom Tanzania, 293 global supply surveys and, 116
Vodafone plc, 475 Khan Bank and, 189b
voice communications, 441–44 Lighting Africa and, 438b
VSL Associates and Software Group, 323b loans from, 103
on mortgages, 231
W remittances and, 273b
warehouse receipts systems, 245–46, 245f, 246b, on world incomes, 52
248b “World Bank Draft Guidelines for Consumer
warrantage. See warehouse receipts systems Financial Protection,” 88
warrants, 246, 406 World Bank Group, 116
welfare, financial services and, 115, 129 World Council of Credit Unions (WOCCU), 118, 119,
West African Economic and Monetary Union, 441b 334, 433n27, 440b
Western Union, 192, 196b World Food Programme (WFP), 22b, 281b
WFP (World Food Programme), 22b, 281b World Savings Banks Institute, 118, 119, 185
“white label” arrangements, 280, 281–82b World Vision, 98
Wi-Fi, 282, 296n10 WWB Cali, 400b
Wiz Kids, 289b
Wizzit, 289b X
WOCCU. See World Council of Credit Unions XBRL (eXtensible Business Reporting Language),
women 296n12
in agriculture, 238, 249
banks-on-wheels and, 127b Y
caste and, 23b yield-based insurance, 247
deposit collectors and, 154b youth financial services, 18b
family structure and, 19b Yunus, Muhammad, 49, 359b, 466, 467
Grameen Bank and, 359b
household resources and, 50 Z
insurance and, 195b, 254b, 256, 258 Zain, 294
microfinance and, 466 Zambia
mobile phones and, 280 banking in, 114b, 191b
mobility of, 23, 25 FinScope survey in, 123b
physical infrastructure and, 438–39 Zambia National Commercial Bank, 114b