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 15
... performance, since they have little or no incentive to become sustainable. Subsidized interest rates create excess demand that may result in a form of rationing through private transactions between clients and credit officers. Source ...
... performance, since they have little or no incentive to become sustainable. Subsidized interest rates create excess demand that may result in a form of rationing through private transactions between clients and credit officers. Source ...
الصفحة 16
... performance of the unit desa system. This accountability is pushed down the line; every unit is responsible for its own lending decisions and profits. Monetary staff incentives and the prospects of promotion reinforce individual ...
... performance of the unit desa system. This accountability is pushed down the line; every unit is responsible for its own lending decisions and profits. Monetary staff incentives and the prospects of promotion reinforce individual ...
الصفحة 18
... performance standards. Given the large number of new institutional entrants to the sector, MFIs and donors should work together to promote consistent performance standards. I Building a cadre of microfinance technicians and training ...
... performance standards. Given the large number of new institutional entrants to the sector, MFIs and donors should work together to promote consistent performance standards. I Building a cadre of microfinance technicians and training ...
الصفحة 19
... performance. A policy advisory group of practitioners from leading MFIs around the world advises the consultative group and the secretariat on strategies for providing support to the poor. Source: CGAP 1996a. Government Mandates for ...
... performance. A policy advisory group of practitioners from leading MFIs around the world advises the consultative group and the secretariat on strategies for providing support to the poor. Source: CGAP 1996a. Government Mandates for ...
الصفحة 22
... performance of either the operations or the loan portfolio. Alarmed by Finansol's growth rate and the deteriorating quality of loans, the bank superintendency increased its supervision. In December 1995 the superintendency required ...
... performance of either the operations or the loan portfolio. Alarmed by Finansol's growth rate and the deteriorating quality of loans, the bank superintendency increased its supervision. In December 1995 the superintendency required ...
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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