Neoliberal Microfinance in Mexico
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Shared Interest's Guarantee Fund for South Africa
42 Community Development INVESTMENT REVIEW Unlocking Local Capital for Development: Shared Interest’s Guarantee Fund for South Africa Donna Katzin, Shared Interest Robert Rosenbloom, Strategic Philanthropy Advisors, LLC Introduction s the world grapples with growing income disparities that leave more than three billion of the planet’s people in poverty, and as the current recession shrinks the pool of public and private resources available to remedy the situation, inves- tors and policymakers across the globe are seeking high-impact, cost-effective Astrategies and tools to reduce the cavernous income and wealth gap and create bridges out of poverty.1 South Africa is a stark case in point. In 1994, when the country replaced apartheid with majority rule and elected Nelson Mandela president, South Africa was one of the most unequal nations on earth, with the preponderance of the country’s wealth concentrated in the hands of 9 percent of the population.2 Eighty-four percent of that wealth was deposited in the country’s four major banks, which by and large did not extend credit or most other banking services to blacks, who made up 80 percent of the population.3 That year, after the country transferred political power, but left economic power concen- trated in the same minority hands, Shared Interest was launched to provide U.S. inves- tors with a catalytic vehicle to help reverse apartheid’s legacy of institutionalized race-based inequality. In creating a model that would respond to South Africa’s particular conditions and needs, Shared Interest established a guarantee fund that moved highly capitalized South African banks to lend to community development financial institutions (CDFIs), coopera- tives, and emerging enterprises that, in turn, have supplied credit, affordable homes, and jobs to more than one million low-income black (including mixed race) South Africans. -
IFC Financing to Micro, Small, and Medium Enterprises in Sub-Saharan Africa Key Highlights
IFC Financing to Micro, Small, and Medium Enterprises in Sub-Saharan Africa Key Highlights IFC is working to develop solutions to close the micro, small, and $342 million for trade finance. In fiscal year 2011 alone, IFC MSME medium enterprise (MSME1) financing gap, collaborating with commitments in the region were $1,095 million. In addition, IFC’s 69 financial institutions across 23 countries in Sub-Saharan Africa. microfinance institution (MFI) clients had 157,000 loans outstanding to micro-enterprises in Sub-Saharan Africa by end of 2010, totaling As of June 2011, IFC committed a total of $1.8 billion to $128.3 million. Similarly, IFC’s SME financial institution (SME FI) MSME finance in Sub-Saharan Africa, $1.48 billion for long term clients had 34,000 loans outstanding to SMEs by end of 2010, finance (including $220 million for funds supporting MSMEs), and totaling $4.2 billion in this region. MSME Financial Intermediary Portfolio, June 2011 IFC’s Committed Portfolio in MSME Financial Institutions IFC’s Regional Committed Portfolio in MSME in Sub-Saharan Africa2 Financial Institutions 1,400 2% 1,200 13% Europe & Central Asia 1,000 East Asia & the Caribbeans 6% 34% s n 800 Latin America & the Caribbeans o illi Middle East & North Africa 600 M 11% South Asia 400 Sub-Saharan Africa 200 19% 15% WORLD 0 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 MSME Loans by IFC Clients, December 2010 MSME Loans by Microfinance Institutions MSME Loans by SME Financial Institutions IFC was able to survey or extrapolate outreach data from IFC was able to survey or extrapolate outreach data from 23 SME FI 17 microfinance clients in 12 countries, 53 percent of these clients clients in 12 countries, 35 percent of these clients received advisory received advisory services from IFC. -
Best Practices in Collections Strategies
Number 26 November 2008 Best Practices in Collections Strategies Past-due or non-collectible loans are part and parcel of the financial sector. As past-due rates surpass expected limits, though, this piece of the credit cycle can become a true problem. While often seen as a final step in the lending cycle, collections 1 actually plays a much more integral role in the overall process. In recent years microfinance institutions (MFIs) have sought to develop new and more effective strategies for collections. This increased attention to collections is in part due to an industry-wide emphasis on credit promotion and analysis as well as to the changing and increasingly competitive environments in which MFIs are operating. Drawing from the experiences of collections programs throughout Latin America 2 and through the implementation of initial collections activities in India that are mainly focusing on Individual lending methodology, this InSight explores “best practices” and considerations that an MFI should take into account when attempting to successfully implement collections activities. I. The Role of Collections Collections is an integral part of the credit Collections is an important service cycle. that helps to both maintain clients and free up money for lending again. It is a strategic process that is key to generating good habits and a payment culture among clients. It can also be seen as a business activity whose primary objective is to generate returns for the institution, converting losses into income. MFIs should view collections as an essential piece of the credit cycle, not just the final step. During the collections process, institutions receive feedback on policies and activities within each sub- process of the lending cycle: promotion, evaluation, approval, and disbursement. -
Generando Valor Social, Económico Y Humano Informe Anual Y Sustentable 2008 Nuestra Misión
Generando valor social, económico y humano Informe anual y sustentable 2008 Nuestra misión Somos el banco que genera valor social, económico y humano. Estamos comprometidos con la persona, generamos oportunidades de desarrollo en segmentos populares; estas oportunidades se basan en modelos innovadores y eficientes a gran escala y en valores trascendentales que crean cultura externa e interna, desarrollando relaciones de confianza permanentes, y contribuyendo a la creación de un mundo mejor. Nuestra visión Contando con personas autorrealizadas, ser el banco líder en finanzas populares, ofreciendo servicios de ahorro, crédito y seguros, ampliando las fronteras del sector financiero. La razón de ser de Compartamos Banco está orientada a generar valor social, económico y humano. Valor social Convencidos de impulsar el desarrollo social, llevamos servicios nancieros al mayor número de p ersonas en el menor tiempo posible. Valor económico Al crear una institución rentable y fuerte, en la que el capital privado pueda participar, hacemos que esta industria sea atractiva para que otros compitan. Valor humano Conamos en las p ersonas, en su palabra y en su buena disposición para tener éxito y desarrollar sus capacidades. Promovemos acciones que den a clientes y colaboradores la oportunidad de ser mejores personas. Nuestra mística: consiste en la vivencia de nuestros seis valores. Persona: buscamos que las personas sean mejores. Por ello, fomentamos su desarrollo de acuerdo a un modelo de desarrollo integral que considera todas las dimensiones de la persona (física, intelectual, social-familiar y profesional). Servicio: nos damos a los demás porque tenemos un interés auténtico en la persona. Responsabilidad: cumplimos nuestros deberes con excelencia y asumimos las consecuencias de nuestras acciones. -
Consejo De Administración Banco Compartamos, S.A. Institución De
Consejo de Administración Banco Compartamos, S.A. Institución de Banca Múltiple Consejeros Carácter Antonio Rallo Verdugo Independiente Carlos Antonio Danel Cendoya Relacionado Carlos Labarthe Costas Relacionado Francisco Javier Arrigunaga Gómez del Campo Independiente John Anthony Santa Maria Otazua Independiente José Ignacio Ávalos Hernández Relacionado José Manuel Canal Hernando Independiente Juan Ignacio Casanueva Pérez Relacionado Luis Alfonso Nicolau Gutiérrez Independiente Martha Elena González Caballero Independiente Rose Nicole Dominique Reich Sapire Independiente Presidente Carlos Labarthe Costas Secretario Manuel de la Fuente Morales Pro-Secretario Mariel Eloina Cabanas Suárez Comisario Manuel Constantino Félix Gutiérrez García Currículum Consejeros Antonio Rallo Verdugo Año de ingreso al consejo: 2015 Estudios: Biólogo Marino egresado de la Universidad de California en San Diego, California, con posgrado en Acuicultura en Aix Marseille III, en Francia. Actividades actuales: Presidente ejecutivo de ID345- Start UP, empresa enfocada en el desarrollo de empresas de tecnología y plataformas escalables. Experiencia: Fue Vicepresidente de Estrategia y Tecnología de Grupo Televisa, Co-fundador y presidente del consejo de NCubo Holdings, empresa incubadora de empresas de tecnología como: Kionetworks.com.; fundador y presidente ejecutivo de iWeb; fundador y presidente ejecutivo de Digital Media Studio; director regional de Tecnologías Multimedia para la división de Apple en Europa. Otros consejos donde participa: Kionetworks; Gentera, S.A.B. de C.V.; KarmaPulse; OpenPay; YaloChat y Reverscore.com. Campo de Especialidad: Sistemas y tecnología. Carlos Antonio Danel Cendoya Año de ingreso al consejo: 2000 Estudios: Arquitecto egresado de la Universidad Iberoamericana, con maestría en Administración de Empresas por el Instituto Panamericano de Alta Dirección de Empresas (IPADE). Ha cursado programas de microfinanzas en The Economic Institute en Boulder e impartido clases en Harvard Business School. -
Bootstrapdreams.Pdf (1.428Mb)
CONTENTS Preface IX Abbreviations Xlll INTRODUCTION 1 Chapter 1 THE INTERNATIONAL ROOTS OF MICROENTERPRISE DEVELOPMENT 19 Chapter 2 THE EMERGENCE OF U.S. MICROENTERPRISE DEVELOPMENT 44 Chapter 3 CHARACTERISTICS OF U.S. MICROENTERPRISE PROGRAMS 78 (Julie Cowgill, coauthor) Chapter 4 FORMING A MICROENTERPRISE PROGRAM: CASE STUDY PART' 120 (Julie Cowgill, coauthor) Chapter 5 MATURATION OF A MICROENTERPRISE PROGRAM: CASE STUDY PART" 159 Chapter 6 CONCLUSION: MICROENTERPRISE DEVELOPMENT CONTEXT, 201 CONTRADICTION, AND PRACTICE Notes 219 References 225 Index 245 0.. CHAPTER 1 THE INTERNATIONAL ROOTS OF MICROENTERPRISE DEVELOPMENT Conventional banking institutions do not make loans to the poor, especially to rural women. The bankers I met laughed at me. -YUNus (1997) After the bank's eighteen years in business, one could estimate that conservatively half a million families were able to throw off a life of destitution and begin living with a modicum of honor and dignity as a result of intervention from the Grameen Bank. -COUNTS (1996) [T]he development community is riding the microcredit band-wagon given that it is consistent with the dominant paradigm of self-help, decentralization. and given that structural adjustment programs have forced the poor into self-employment. -McMICHAEL (2000) A major source of the excitement surrounding microenterprise develop- ment has been the Grameen Bank in Bangladesh (Ryan 1997; Brill 1999). The statement by Mohammed Yunus, the bank's founder, describes his struggle to offer microcredit in the 1970s. The second statement captures the popular acclaim surrounding the bank and the hopes for future mi- croenterprise development. Many U.S. MDPs were modeled after famous southern programs such as the Grameen (Wahid 1993a; Counts 1996). -
A Tool to Measure Poverty
IN THIS ISSUE: A SPECIAL FEATURE PAGE 3 B NEWS FROM AROUND THE WORLD PAGE 4 C SPOTLIGHT ON OUR SUPPORTERS PAGE 5 D VOICES FROM THE FIELD PAGE 6 FALL-WINTER // 2013-14 Income and Health and Housing and Happy Employment Environment Infrastructure Families 69 18 20 PERCENT PERCENT PERCENT A TOOL TO MEASURE POVERTY IN PARAGUAY IS ALSO HELPING Reported to be below Reported having access Reported having no the poverty threshold to drinking water in access to electricity TO ELIMINATE IT their homes BY JORDAN CORIZA Education and Organization and Interiority and Culture Participation Motivation 29 56 39 PERCENT PERCENT PERCENT Reported being unable Reported having some Reported having complete to read or write Spanish or full capacity to solve autonomy and ability to problems and conflicts make decisions Scorecard for Curuguaty, a town in eastern Paraguay, where Fundación Paraguaya is working with indigenous groups, rural residents and local business leaders to assess and eliminate poverty uruguaty is a Paraguayan town in the eastern department of Canindeyú. income, strengthen existing jobs and create new ones. The idea worked. But If you’ve heard of it – which you almost certainly haven’t – it’s probably like similar programs in Latin America, Fundación Paraguaya dedicated its early C because its population, which is poor and mostly rural, has been surveyed years to achieving financial self-sufficiency. Doing so required the adoption of and plotted on a map using Fundación Paraguaya’s color-coded ‘Poverty Stoplight,’ what some refer to as a minimalist strategy: focusing solely on providing access an innovative poverty measurement tool that has helped nearly 18,000 families to credit rather than the integrated strategy of urban and rural development overcome economic poverty since the program began in 2010. -
Apr02 UR Social Exclusion
TIONAL BA A NK RN E F T O N R I WORLD BANK R E T C N O E N M S P T O R L U E CT EV ION AND D August 2002 No.7 A regular series of notes highlighting recent lessons emerging from the operational and analytical program of the World Bank‘s Latin America and Caribbean Region BRINGING MICROFINANCE SERVICES TO THE POOR: CREDIAMIGO IN BRAZIL Susana M. Sánchez, Sophie Sirtaine, and Rita Valente Among policymakers and economists, there is a widely- micro and small enterprises. These products typically held perception that microenterprises1 face severe financ- carry very high interest rates and require collateral. ing shortages that limit their growth opportunities. Re- Banking networks also leave many areas, particularly solving the problems of access to finance as well as the poor and remote regions in the Northeast and North of high cost of financing has become the main objective of Brazil, underserved. About 57 percent of all munici- many government programs. palities in these regions have no access to a bank branch, compared to a national average of around 30 With a view to increasing access to credit for percent. Although in many other Latin American coun- microenterprises in the Northeast Region of Brazil, the tries, microfinance institutions have been able to par- World Bank has supported Banco do Nordeste’s tially fill the gap left by larger institutions, in Brazil, CrediAmigo microfinance program since 1997. This note only a small fraction of the potential demand for describes how Banco do Nordeste initiated CrediAmigo microfinance appears to be satisfied by the current as part of its restructuring strategy and how the program supply. -
Sustainable Microfinance and Technology Abstract
Sustainable microfinance and technology Ford Motor Company Fellowship Natalie Kulik Patrice Molinari January 2004 Abstract This paper analyzes the role of technology to achieve financial sustainability and stronger impact of Microfinance Institutions (MFIs). The effects of technological solutions are assessed within the developed framework encompassing major stakeholders and industry drivers. In particular, we examine how technology can solve problems of MFIs and the microfinance industry, decrease information asymmetry between stakeholders and alleviate poverty by increasing microfinance impact and outreach. The results demonstrate that technology is only one of the determinants for MFIs’ sustainability and impact. The paper supports this argument through the analysis of industry trends, risks and opportunities and evidence from selected examples. We argue that the way forward to implement cost-effective technological solutions is a collaborative effort of stakeholders: the establishment of a global entity facilitating not only the technological development of microfinance, but also its institutional strengthening and a broader impact. Table of contents 1. Introduction ........................................................................................................ 3 1.1. Boom in Microfinance..................................................................................... 3 1.2. Social importance.......................................................................................... 3 1.3. Industry challeneges .................................................................................... -
Indicadores Básicos De Créditos Personales
Indicadores Básicos de Créditos Personales Datos a febrero de 2019 Banco de México Este reporte se publica en cumplimiento del artículo 4 Bis 2 de la Ley para la Transparencia y el Ordenamiento de los Servicios Financieros.1 ADVERTENCIA Este reporte se elaboró con información proporcionada por bancos comerciales y sociedades financieras de objeto múltiple reguladas, correspondiente a créditos personales que se encontraban al corriente en sus pagos en febrero de 2019.2 Cuando los intermediarios financieros efectúan cambios a los datos reportados, el Banco de México hace las modificaciones correspondientes, por lo que la información tiene carácter preliminar y está sujeta a revisión. 3 1 Artículo 4 Bis 2: “Con el objeto de incrementar la competencia en el sistema financiero, el Banco de México publicará bimestralmente información e indicadores sobre el comportamiento de las tasas de interés y comisiones correspondientes a los diferentes segmentos del mercado, a fin de que los usuarios cuenten con información que les permita comparar el costo que cobran las instituciones de crédito, sociedades financieras de objeto limitado y sociedades financieras de objeto múltiple reguladas en los diferentes productos que ofrecen”. 2 Elaborado con datos actualizados por las instituciones de crédito al 30 de mayo de 2019. 3 Es posible encontrar información histórica similar a la presentada en varias secciones de este reporte a través de la herramienta “Análisis de indicadores de crédito (tasas de interés)” que el Banco de México pone a disposición de los usuarios a través de la siguiente dirección electrónica: http://www.banxico.org.mx/PortalTranspCompSistFin/ Indicadores Básicos de Créditos Personales. -
Principles and Practices of Microfinance Governance
Principles and Practices of Microfinance Governance A USAID-funded project, implemented by DEVELOPMENT ALTERNATIVES, INC. In collaboration with ACCION International, Foundation for International Community Assistance, Harvard Institute for International Development, International Management and Communications Corporation, Ohio State University Rural Finance Program, Opportunity International, and the Small Enterprise Education and Promotion Network This work was supported by the U.S. Agency for International Development, Global Bureau, Economic Growth Section, Microenterprise Development Office, through funding to the Microenterprise Best Practices (MBP) Project, contract number: PCE-0406-C-00-6004-00. Principles and Practices of Microfinance Governance by Rachel Rock Maria Otero Sonia Saltzman ACCION International August 1998 This work was supported by the U.S. Agency for International Development, Global Bureau, Economic Growth Section, Microenterprise Development Office, through funding to the Microenterprise Best Practices (MBP) Project, contract number: PCE-0406-C-00-6004-00. Rachel Rock is Director of Resource Development at ACCION International in Somerville, Massachusetts. Previously, as Director for Program Evaluation and Research, she was responsible for researching and documenting microfinance issues. Ms. Rock edited and wrote several chapters of the ACCION monograph, “From Margin to Mainstream: The Regulation and Supervision of Microfinance,” 1997. Maria Otero is the Executive Vice President of ACCION International and Director of the Washington, D.C., office. Earlier, Ms. Otero was the Director for the ACCION program in Honduras. She has written monographs and articles on a variety of subjects related to microenterprise development and is the co-editor of The New World of Microenterprise Finance: Building Healthy Financial Institutions for the Poor, published by Kumarian Press in 1994. -
Panellist Bios
Panellist Bios ANATOL MONID Anatol is a Toronto Centre (TC) Program Director, having worked as a TC Program Leader for many years. He was previously Executive Director of the Licensing and Market Conduct Division (LMCD) of the Financial Services Commission of Ontario (FSCO) which conducted supervision and regulation across many regulated sectors, including: insurance, deposit‐taking, mortgage brokering, pensions and co‐ operatives. His responsibilities included oversight of the following core regulatory activities: licensing and registration; applications and filings; monitoring and compliance; enforcement and intervention; and contributed to regulatory policy for its regulated financial sectors. LMCD also supported regulatory efforts at a national level for insurance and mortgage broking. Anatol was with FSCO for almost fifteen years, originally joining FSCO as Director of Market Regulation. At that time, he was also appointed the Insurance Ombudsman. MAYADA EL‐ZOGHBI A 20‐year veteran and leader in financial inclusion, Mayada El‐ Zoghbi became CFI’s Managing Director in September 2019. She leads the vision and strategy for CFI, building on its strong foundation of innovative, industry‐shaping work. Mayada’s experience includes serving as Lead for Strategy, Research & Development for CGAP. In that role, she led CGAP’s strategy development and its research on women’s financial inclusion, financial services in crisis environments, and other emerging topics. Prior to this, she managed CGAP’s work with the donor and investor community based in Paris, France. From 2002 to 2009, Mayada founded and managed a development consulting firm. She has also led numerous technical assistance, evaluation, and research assignments, served as a research director for a USAID initiative, and lectured at Columbia’s School of International and Public Affairs.