Microfinance Handbook: An Institutional and Financial PerspectiveWorld Bank Publications, 01/12/1998 - 302 من الصفحات Microfinance is not simply banking; it is a development tool. It has been estimated that there are 500 million economically active poor people in the world operating microenterprises and small businesses. Most of them do not have access to adequate financial services. The purpose of this Handbook is to bring together in a single source guiding principles and tools that will promote sustainable microfinance and create viable institutions. The Handbook takes a global perspective, drawing on lessons learned from the experiences of microfinance practitioners, donors, and others throughout the world.This volume covers extensively matters pertaining to the regulatory and policy framework and the essential components of institutional capacity building, such as product design, performance measuring and monitoring, and management of microfinance institutions.The handbook has three parts. 'Issues in Microfinance Provision' - Part I, takes a macroeconomic perspective toward general microfinance issues and is primarily nontechnical. 'Designing and Monitoring Financial Products and Services' - Part II, narrows its focus to the provision of financial intermediation, taking a more technical approach and moving progressively toward more specific (or micro) issues. 'Measuring Performance and Managing Viability' - Part III, is the most technical part of the handbook, focusing primarily on assessing the viability of microfinance institutions. |
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الصفحة 114
... delinquency (well below 5 percent to 8 percent of outstanding portfolio, with loan loss rates below 2 percent) to ensure optimum income and prevent asset erosion. Source: Clark 1997. ISSUING FINANCIAL PAPER REFERS TO A FORMAL IOU GIVEN ...
... delinquency (well below 5 percent to 8 percent of outstanding portfolio, with loan loss rates below 2 percent) to ensure optimum income and prevent asset erosion. Source: Clark 1997. ISSUING FINANCIAL PAPER REFERS TO A FORMAL IOU GIVEN ...
الصفحة 120
... Delinquency management (reports and monitoring; enforcement/follow-up procedures; incentives and sanctions: i) rewards for timely repayment, ii) penalties for late payment, iii) consequences of default, insurance/use of savings ...
... Delinquency management (reports and monitoring; enforcement/follow-up procedures; incentives and sanctions: i) rewards for timely repayment, ii) penalties for late payment, iii) consequences of default, insurance/use of savings ...
الصفحة 122
... Delinquency management—repayment rates, portfolio aging, arrears aging, provision and write-off policies I Internal controls to avoid fraud, negligence, and theft, internal audit procedures I Sources of capital and relationship with ...
... Delinquency management—repayment rates, portfolio aging, arrears aging, provision and write-off policies I Internal controls to avoid fraud, negligence, and theft, internal audit procedures I Sources of capital and relationship with ...
الصفحة 123
An Institutional and Financial Perspective Joanna Ledgerwood. I Delinquency and default are closely monitored and tightly managed; appropriate provision and write-off policies are in place and properly implemented. I Sufficient sources ...
An Institutional and Financial Perspective Joanna Ledgerwood. I Delinquency and default are closely monitored and tightly managed; appropriate provision and write-off policies are in place and properly implemented. I Sufficient sources ...
الصفحة 127
... delinquency and even default.) Additional factors to consider in projecting the portfolio include: I Client drop-out rate I Growth pattern of average loan size over time— influenced by average loan term, cyclical nature of demand ...
... delinquency and even default.) Additional factors to consider in projecting the portfolio include: I Client drop-out rate I Growth pattern of average loan size over time— influenced by average loan term, cyclical nature of demand ...
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activities additional adjusted amount analysis approach areas assets Association average balance Bank borrowers branches calculated capacity capital cash changes chapter clients considered costs credit officers debt delinquent demand dependence deposits determine donors earned economic effective enterprise equity example existing expenses financial institutions financial services formal funds growth impact important income increase indicators individual inflation institutions interest interest rate internal investment issues lending loan loss loan term measure ment method Microenterprise microfinance mobilization months Network NGOs offer operating organization outstanding payments percent performance period policies poor portfolio profit programs Project ratio received regulated repayment reports reserve result risk rural savings sector social Source staff statements structure subsidies Sustainable tion Washington women World Bank