This groundbreaking report analyzes PPI data from 10 microfinance institutions (MFIs) in the Philippines to illustrate how MFIs and other pro-poor organizations can use poverty measurement data to evaluate their social performance.
This case study illustrates the use of data analytics - including the use of the Progress out of Poverty Index® - to strengthen CARD Bank's savings strategy. It outlines the business questions that were asked and the client insights they gleaned, as well as how this information is being used to change produce design and delivery.
Most economic development programs that aim to reach the poorest households have not been designed using a sustainable business approach. Instead, these programs have been developed as grants and charity-driven projects. While there is a role for grant-driven programs, organizations can also make sustainable business decisions to extend outreach to poorer populations in the medium to long term.
Grameen Foundation’s holistic approach to microsavings provides the framework and tools to develop and offer convenient, accessible, and secure poverty-focused savings programs while building sound financial, organizational, and operational practices that help transform microfinance institutions (MFIs) from credit-led to demand-driven institutions.
Since 2008, Fonkoze has been using PPI and food security data to monitor and evaluate the progress of clients participating in its targeted programs for hurricane relief. Fonkoze is now also using it for earthquake recovery efforts.
Effective data analytics is essential for meeting the bottom line, and is even more critical when you are trying to meet a double bottom line. This case study examines how PT Ruma – a social enterprise based in Indonesia – is using social and business data to change its business practices.
This case study shows how PT Ruma, the first technology-for-development initiative to use the PPI, applied its findings to guide twin goals to reach more poor women with its mobile phone business microfranchises and to affirm its social accountability to shareholders.
The capability of their staff is perhaps the single most important resource microfinance institutions (MFIs) have for meeting the challenges of reaching more people, while navigating financial, regulatory, political, competition and other issues.
For over 30 years, microfinance institutions (MFIs) have been successfully serving some of the poor and poorest people around the world, primarily with credit products. Generally however, MFIs grapple to successfully add savings services to their portfolio of financial products.
Targeting and selecting groups for social development programs based on poverty levels can be a powerful first step in achieving greater impact. However, the complex nature of poverty often leads to processes that are accurate, but extremely customized, making it difficult to make comparisons across projects and geographies. This paper presents a methodology that aims to address both these issues.