1 MF Diagnostic 2 Sample Size

1 MF Diagnostic

2 Sample Size • • • Loan Officer – 102 (Acting) Branch Manager/Team Leader – 30 (Acting) Area Monitor – 16 Region Monitor – 1 Total – 149 respondents

3 1. Definition of Microfinance Definition LO Provision of financial services to low income clients Provision of loans to low income clients Provision of savings and credit to the poorest of the poor only No Answer BM/TL AM/RM # % 76 19 15 110 73. 83% 12 3 0 15 10. 07% 10 7 1 18 12. 08% 2 1 0 30 1 17 2 TOTAL 102 2. 01% 3 2. 01% 149 100%

4 2. Typical Microfinance Client Characteristics No access to commercial banking Limited or no physical assets (collateral) Usually have low educational level All of the above No Answer TOTAL LO BM/TL AM/RM # % 16 3 3 22 14. 77% 20 8 6 34 22. 82% 2 1 0 3 2. 01% 60 4 102 18 0 30 8 0 17 86 57. 72% 4 2. 68% 149 100%

3. Creates Policies, Sets Direction; and Decides on Major Expansion Plans Answer LO 68 Board of Trustees Central 32 Management 1 Middle Management Branch 1 Management 0 No Answer TOTAL 102 BM/TL AM/RM 18 9 # 95 % 63. 76% 10 7 49 32. 89% 1 0 2 1. 34% 0 30 1 17 1 149 0. 67% 100% 5

6 4. Profitability Indicator Operating Efficiency Financial Self. Sufficiency Portfolio at Risk LO 17 Savings as Percentage of Assets No Answer TOTAL BM/TL AM/RM # % 4 2 23 15. 44% 34 11 12 57 38. 26% 20 5 2 27 18. 12% 28 10 1 39 26. 17% 3 102 0 30 0 17 3 2. 01% 149 100%

7 5. Efficiency Indicator Annual loan loss rate Return on Equity Amount of loan portfolio per loan officer Loans as percentage of assets No Answer TOTAL LO 11 9 BM/TL AM/RM 7 4 1 3 # 22 13 % 14. 77% 8. 72% 49 13 5 67 44. 97% 27 9 4 40 26. 85% 6 102 0 30 1 17 7 149 4. 70% 100%

8 6. Portfolio Quality Indicator Portfolio at Risk Grant as percentage of equity Yield on Portfolio Operational Self. Sufficiency No Answer TOTAL LO BM/TL AM/RM # % 27 15 11 53 35. 57% 17 7 0 24 16. 11% 30 1 2 33 22. 15% 22 7 3 32 21. 48% 6 102 0 30 1 17 7 4. 70% 149 100%

7. Maximum Number of Clients Per Branch No. of Clients 1, 125 1, 500 1, 350 1, 800 No Answer TOTAL LO 2 41 22 34 3 102 BM/TL AM/RM 1 0 10 5 10 2 9 10 0 0 30 17 # % 3 2. 01% 56 37. 58% 34 22. 82% 53 35. 57% 3 2. 01% 149 100% 9

8. Time Allotted for Reading the Guidebook Time LO 30 -60 minutes/day 67 after dinner More than 1 hr after 8 dinner 30 -60 minutes/day 23 after breakfast More than 1 hr after 2 breakfast 2 No Answer TOTAL 102 BM/TL AM/RM # % 24 14 105 70. 47% 1 3 12 8. 05% 5 0 28 18. 79% 0 0 2 1. 34% 0 30 0 17 2 149 1. 34% 100% 10

9. Minimum # of Group Members in Sparsely Populated Areas 11 No. of Group Members 5 10 6 7 No Answer LO 12 28 62 0 0 TOTAL 102 BM/TL AM/RM 3 1 4 1 22 15 1 0 0 0 30 17 # % 16 10. 74% 33 22. 15% 99 66. 44% 1 0. 67% 0 0. 00% 149 100%

10. Amount Collected After Initial Screening 12 Amount Ph. P 110 Ph. P 130 LO 81 2 1 Ph. P 120 12 Ph. P 140 6 No Answer TOTAL 102 BM/TL AM/RM 25 17 0 0 1 0 2 0 30 17 # 123 2 2 14 8 149 % 82. 55% 1. 34% 9. 40% 5. 37% 100%

11. Location of Notes on Group Meetings and Attendance Answer LO Group Secretary’s 3 Register 0 Notebook Group President’s 1 Register Group Treasurer’s 98 Register 0 No Answer TOTAL 102 BM/TL AM/RM # % 0 2 5 3. 36% 0 0. 00% 1 0 2 1. 34% 29 15 142 95. 30% 0 30 0 17 0 0. 00% 149 100% 13

12. LCBU Benefit of a Silver Client for Death of Beneficiary Benefit Ph. P 3, 000 Ph. P 5, 000 LO 5 14 74 Ph. P 4, 000 7 Ph. P 6, 000 2 No Answer TOTAL 102 BM/TL AM/RM 2 0 6 1 22 14 0 2 0 0 30 17 # 7 21 110 9 2 149 % 4. 70% 14. 09% 73. 83% 6. 04% 1. 34% 100% 14

13. Approves Accelerated Payment Answer Branch Manager Area Monitor Regional Monitor Divisional Coordinator No Answer TOTAL LO 64 27 6 BM/TL AM/RM 14 1 12 15 2 0 # 79 54 8 % 53. 02% 36. 24% 5. 37% 2 0 1 3 2. 01% 3 102 2 30 0 17 5 149 3. 36% 100% 15

14. Condition to receive payment at the staff house 16 Condition Client is a good payer Client is attractive Client is delinquent Client asks for permission No Answer TOTAL LO 3 0 36 BM/TL AM/RM 1 1 0 0 16 11 # % 5 3. 36% 0 0. 00% 63 42. 28% 62 13 5 80 53. 69% 1 102 0 30 0 17 1 0. 67% 149 100%

15. Not Reviewed During Branch Level Monitoring 17 Answer Fund Management CBU and LCBU Group Formation and Client Recruitment Loans No Answer TOTAL LO 64 3 BM/TL AM/RM 11 13 1 2 # 88 6 % 59. 06% 4. 03% 27 17 1 45 30. 20% 4 4 102 0 1 30 1 0 17 5 5 149 3. 36% 100%

16. Forms and Registers not under the Responsibility of LO & BM Forms Cashbook CBU Withdrawal and Return Register Daily Collection Sheet Loan Disbursement Master Roll No Answer TOTAL LO BM/TL AM/RM 62 12 10 # 84 % 56. 38% 20 5 4 29 19. 46% 5 3 0 8 5. 37% 7 7 0 14 9. 40% 8 102 3 30 3 17 14 149 9. 40% 100% 18

17. Included in the Financial Information System Report Monthly CBU Report Monthly Loan Report Monthly LCBU Report Balance Sheet No Answer TOTAL LO BM/TL AM/RM 2 0 0 15 2 1 1 1 0 80 26 16 4 1 0 102 30 17 # 2 18 2 122 5 149 % 1. 34% 12. 08% 1. 34% 81. 88% 3. 36% 100% 19

20 18. Length of the Table Length 48” 72” 60” 84” No Answer LO BM/TL AM/RM 12 3 2 58 13 10 23 10 3 5 2 1 4 2 1 30 17 TOTAL 102 # 17 81 36 8 7 149 % 11. 41% 54. 36% 24. 16% 5. 37% 4. 70% 100%

19. Acceptable Attendance Rate for Members >1 year Attendance Rate 70% 90% 80% 100% No Answer TOTAL LO 6 23 30 41 2 102 BM/TL AM/RM 0 0 6 4 10 6 14 7 0 0 30 17 # 6 33 46 62 2 149 % 4. 03% 22. 15% 30. 87% 41. 61% 1. 34% 100% 21

20. Weekly Payment for Ph. P 8, 000 Loan 22 Amount LO BM/TL AM/RM 0 0 0 Ph. P 300 94 26 16 Ph. P 400 3 1 1 Ph. P 350 5 3 0 Ph. P 500 0 No Answer 30 17 TOTAL 102 # 0 136 5 8 0 149 % 0. 00% 91. 28% 3. 36% 5. 37% 0. 00% 100%

23 Objectives of Loan Program (AM) Scores 0 1 2 3 4 5 Total Wtd. Average n 3 7 4 1 1 0 16 Percentage 18. 75% 43. 75% 25. 00% 6. 25% 5. 25% 0. 00% 1. 38

Areas for the Internal Auditor (AM) Scores 0 1 2 3 4 5 Total Wtd. Average n 4 9 1 0 2 0 16 Percentage 25. 00% 56. 25% 0. 00% 12. 50% 0. 00% 1. 19 24

Criteria for Opening a Branch (BM) Scores 0 1 2 3 4 5 Total Wtd. Average n 3 9 11 6 1 0 30 Percentage 10. 00% 36. 67% 20. 00% 3. 33% 0. 00% 1. 77 25

Standards in Choosing Clients (LO) Scores 0 1 2 3 4 5 Total Wtd. Average n 5 28 32 26 10 1 102 Percentage 4. 90% 27. 45% 31. 38% 25. 49% 9. 80% 0. 98% 100% 2. 11 26

27 Errors in Group Formation (LO) Scores 0 1 2 3 4 5 Total Wtd. Average n 63 24 8 4 2 1 102 Percentage 61. 77% 23. 53% 7. 84% 3. 92% 1. 96% 0. 98% 100% 0. 64

Reasons for Client Termination (BM) Scores 0 1 2 3 4 5 Total Wtd. Average n 2 12 12 3 1 0 30 Percentage 6. 67% 40. 00% 10. 00% 3. 33% 0. 00% 1. 63 28

29 Objectives of CBU (AM) Scores 0 1 2 3 4 5 Total Wtd. Average n 3 7 3 2 1 0 16 Percentage 18. 75% 43. 75% 18. 75% 12. 50% 6. 25% 0. 00% 1. 44

30 Industry Standard (AM) Financial Indicator Return on Assets Financial Self-Sufficiency Administrative Efficiency Operational Efficiency Clients per Loan Officer Portfolio at Risk Annual Loan Loss Rate Adequacy of Loan Loss Provision Savings as Percentage of Assets Loans as Percentage of Assets Correct Response Incorrect Response # % 0 0. 00% 16 100% 5 31. 25% 11 68. 75% 0 0. 00% 16 100% 1 6. 25% 15 93. 75% 0 0. 00% 16 100%

31 Presence of Incentive Schemes LO Yes 70 No 20 12 No Answer TOTAL 102 BM/TL AM/RM 26 13 1 2 30 17 # 109 23 17 149 % 73. 83% 15. 44% 10. 74% 100%

32 Incentive Schemes Attractive LO Yes 68 No 15 19 No Answer TOTAL 102 BM/TL AM/RM 28 13 0 1 2 3 30 17 # 109 16 24 149 % 90. 00% 2. 73% 7. 27% 100%

Incentive Schemes Based on Job Performance 33 Yes No No Answer TOTAL LO 70 17 15 102 BM/TL AM/RM 27 13 0 1 3 3 30 17 # 110 18 21 149 % 90. 00% 3. 64% 6. 36% 100%

34 Current Monthly Salary Scale Position Region Monitor Area Monitor Branch Manager Loan Officer Overall Average Current Salary Ph. P 21, 000. 00 Ph. P 15, 675. 71 Ph. P 10, 822. 43 Ph. P 7, 557. 29 Ph. P 13, 763. 86

35 Desired Monthly Salary Scale Position Region Monitor Area Monitor Branch Manager Loan Officer Overall Average Current Salary Ph. P 25, 000. 00 Ph. P 20, 708. 33 Ph. P 17, 017. 24 Ph. P 14, 288. 76 Ph. P 19, 253. 58

36 Desired Monthly Cash Incentive Position Region Monitor Area Monitor Branch Manager Loan Officer Overall Average Current Salary Ph. P 2, 000. 00 Ph. P 2, 681. 82 Ph. P 1, 605. 77 Ph. P 1, 972. 09 Ph. P 2, 064. 92

37 ASA Research on Staff Salary Management Level Region Monitor Area Monitor Branch Manager Loan Officer Overall Current Salary Desired Monthly Incentive 21, 000. 00 25, 000. 00 2, 000. 00 15, 675. 71 20, 708. 33 2, 681. 82 10, 822. 43 17, 017. 24 1, 605. 77 7, 557. 29 13, 763. 86 14, 288. 76 19, 253. 58 1, 972. 09 2, 064. 92

38 SEDPI Research on Staff Salary Management Level Top Management Field Staff Support Staff Current Salary Desired Salary 17, 230. 50 10, 175. 00 8, 010. 00 21, 042. 00 14, 583. 00 10, 000. 00 Desired Monthly Incentive 1, 500. 00 5, 000. 00 2, 000. 00

39 Benefits Received Travel/Transportation SSS/GSIS Philhealth Motor Repair Pag-ibig / HDMF Representation Communication Bonus Staff Benevolent Fund Cash Bond Insurance Salary Loan Motorcycle Loan Frequency 66 55 54 39 38 21 19 16 16 13 11 10 10 Percentage 44. 30% 36. 91% 36. 24% 26. 17% 25. 50% 14. 09% 12. 75% 10. 74% 8. 72% 7. 38% 6. 71%

40 Job Satisfaction Rating Scale 1 2 3 4 5 Description Extremely Dissatisfied Neutral Satisfied Extremely Satisfied

41 Job Satisfaction Indicators General Job Satisfaction Dress Code Facilities and Equipment Office Location Travel Destinations Danger Associated with Job Relationship with VB Members (Management/Staff) Relationship with VB Partners (Funders/Network) Relationship with VB Clients (End-Clients) Nature of Work and Load Trainings Organizational Policies Evaluation, Recognition, and Growth Organizational Vision, Mission, and Objectives Organizational State and Direction Organizational Productivity and Impact Overall Job Satisfaction Rating 3. 68 3. 75 3. 67 3. 44 2. 90 3. 83 3. 57 3. 52 3. 58 3. 54 3. 78 3. 81 4. 16 4. 02 3. 98 3. 90 Average 3. 70

42 Job Satisfaction Indicators Knowledge and Skills Enhancement Orientation In-House Trainings External Trainings Exposure Trips Further Studies Coaching / Mentoring Reference Materials Indicators Economic Satisfaction Basic Compensation Benefits (Non-Monetary) Monetary Incentives Overall Rating Average 3. 49 3. 98 3. 56 3. 31 3. 16 3. 28 3. 60 3. 52 Rating Average 3. 48 3. 47 3. 46 3. 52 3. 56

43 Capability-Building Needs Frequency Leadership Skills/ Personality Development Management Client Management Staff Orientation Bookkeeping/Finance/ Accounting ASA Technology Team-Building Communication Skills Interpersonal Skills Self-defense Recruitment Percentage 38 25. 50% 16 16 15 10. 74% 10. 07% 18 12. 08% 10 8 8 7 5 5 6. 71% 5. 37% 4. 70% 3. 36%

Number of Days before Approval and Release of Loan to Client 44 No. Of Days Less than 7 days 7 to 14 days More than 14 days No answer Total Frequency 25 87 2 Percentage 16. 78% 58. 39% 1. 34% 31 1 3 149 20. 81% 0. 67% 2. 01% 100%

45 Experience of Fraud Areas Frequency 54 89 6 Yes No No answer Total Percentage 36. 24% 59. 73% 4. 03% 149 100%

46 Amount Involved in Fraud Range Frequency 9 8 10 <5, 000 5, 001 to 10, 000 10, 001 to 50, 000 50, 001 to 100, 000 100, 001 to 200, 000 200, 001 to 400, 000 >400, 000 Don’t know No answer Total Percentage 16. 67% 14. 81% 18. 52% 5 3 4 0 8 7 54 9. 26% 5. 56% 7. 41% 0. 00% 14. 81% 12. 96% 100%

Form and Register Checked by Supervisor Areas Frequency 147 1 1 Yes No No answer Total Percentage 98. 66% 0. 67% 149 100% 47

Frequency of Checking by Supervisor Areas Frequency 57 14 73 Daily At least every month At least every week At least every quarter Longer than a quarter No answer Total Percentage 38. 26% 9. 40% 48. 99% 3 0 2 149 2. 01% 0. 00% 1. 34% 100% 48

49 Organizational Development

50 FGD Sample Size • 25 FGDs • 25 Branches • 163 Participants

51 Vision, Mission, and Goals • Description of ASA Philippines: – Hope – Helpful – Foundation – Microfinance – Lending – Service-oriented

52 Vision, Mission, and Goals • Knowledge of VMG: – Staff are only familiar with the gist of the VMG – Vision: to help poor Filipinos have additional capital by extending loans with low interest rate; additional working capital for their business – To help improve the standard of living of clients – To alleviate poverty in the Philippines – Devoted to serving the poor – To become a self-sustainable and stable MFI

53 Vision, Mission, and Goals • Purpose of VMG: – Serves as guide or direction – To be able to have targets to make the organization successful – For the staff and the foundation to be motivated to do their job well

54 Vision, Mission, and Goals • Uniqueness of Organization: – Loan insurance is free and refundable; clients are able to claim back their LCBU – Low loan interest rate – Savings deposits are not fixed – Young, single, and competitive staff – Individual Liability / Co-maker policy

55 Core Values • Organization’s Core Values: – Trust – Loyalty – Honesty – Patience – Camaraderie – Respect – Integrity – Godliness -- Morality -- Hard work -- Commitment -- Perseverance

56 Core Values • Practiced Values: – Almost all staff said that the core values are practiced • • Handling of money Help out other co-worker Treat clients well Issues of immorality are not tolerated – A few mentioned that these values are not always practiced in the organization

57 HR Planning and Staffing • Hiring Process: – Vacancies announced to clients during clients’ orientations and group meetings – Priority in hiring is given to relatives of clients – Qualification: at least 72 units in college or 2 -year course; single; 20 -28 years old; willing to be assigned anywhere – Application done at the nearest branch – Requirements: TOR; resume; NBI clearance; cedula; medical certificate; parental undertaking

58 HR Planning and Staffing • Hiring Process: – AM and/or BM conducts initial interview – 2 -week on-the-job training and 3 -day pre-service orientation and take exam – Final interview at the head office

59 HR Planning and Staffing • Staff Turnover: – High staff turnover – Terminations due to violation of policies; immorality issues; poor performance; fraud; misappropriation of records – Resignations due to too much workload; pressure from work; homesickness; issues with clients; shell out money for repayments – Some branch have no resignations – new branches

60 HR Planning and Staffing • Policy Announcement and Communications: – Most communications done through SMS and calls – Circulars from HO sent through courier – Follow protocol when discussing issues with immediate supervisor – Also conducts meetings at the branch

61 Training and Development • Self-Assessment of Skills: – Almost all staff think that they have the skills needed to do their job well • Assistance to Improve Skills: – Majority of the staff think that no other assistance is needed – Seminars and trainings – Personality Development; Client Management; Selfdefense; Leadership and Management; Client Recruitment

62 Training and Development • Trainings: – Majority of the staff have not attended trainings (in-house and external) – BM and AM conferences are conducted • Topics on Trainings: – ASA policies and guidelines • Training Needs Identification: – Head Office, specifically HR – District Coordinator

63 Training and Development • Trainings Attended: – For almost all the loan officers, their last training attended was the 2 -week training before deployment or the pre-service orientation (PSO) • Coaching, Mentoring, or Shadowing: – Done, specially to newly deployed loan officers

64 Leadership • Decision-making Process: – BM has final say; with consultations with the Los (brainstorming and voting during regular meetings) – Undergo proper channels – if small issues, BMs will decide; if issues get bigger, AM and/or RMs would be informed, and so on – Reports are created out of meetings and forwarded to the immediate supervisors until it reaches the President or HO

65 Leadership • Promotion: – Good and accurate recordings – Centers well-managed; treat clients well – Stayed longer in the organization – Good performance – number of clients; portfolio quality; minimal sit-downs, etc. – Hardworking – BM endorses to the AM and AM recommends to the RM

66 Leadership • Second-liners/OICs: – No formal second-liners – If BM is not available, AM takes over the branch – But, LOs and BMs are groomed to take on higher position • Clarity of Line of Authority and Accountability: – Clear to most staff members

Career Development and Planning • Willingness to be OICs: – Almost all staff are willing to be OICs • Cross-training and job rotation: – Job rotations are done monthly – vouchering; cashiering; creation of LDMR; orienting; going to bank to deposit; bookkeeping, etc. • Knowledge of work responsibilities of other staff: – All staff know the work responsibilities of other staff 67

68 Performance Management • Presence of Performance Evaluations: – Performance Evaluations are present – Answer on the frequency of evaluations differ • Performance Evaluation Process: – Written reports are prepared but no standardized forms are used – Immediate supervisor evaluates staff – Evaluation and recommendation are used interchangeably

69 Performance Management • Feedback Mechanism: – Feedback mechanisms are present – Done informally – Open forums or meetings – Formal feedback are channelled properly through the chain of command

70 Performance Management • Indicators of Good Performance: – No or minimal cases of sit downs – High recruitment – achieve target clients – Social skills and relationship with the clients – Client and center management – Positive feedback from clients – Recordings – Organized and timely production of paperworks

71 Rewards Management • Behaviors that get Rewarded: – Able to reach targets – Hardworking – Excellent performance • Rewards: – Promotion – “special representation” – Ph. P 500 monthly allowance – Yearly salary increment – Verbal recognition

72 Rewards Management • Incentive Schemes: – Special Representation • Evaluated annually • Monetary incentive • Will be given to LO who reaches 350 clients – clients should not be delinquent • Ph. P 500 allowance in addition to the monthly salary – Yearly salary increment • Performance-Based Incentive Schemes: – Will only be given if targets are met

73 Employee Relations • Staff Relationship with Each Other: – Like family – brothers, sisters, etc. – Friends – Acts professionally when work is being done – Help each other

74 Employee Relations • Conflict Resolution: – Open forums – BM to act as mediator – initiate meeting with staff members involved – Most conflicts are work-related (i. e. Time management) – If conflict cannot be resolved through dialogue, staff are transferred to different branches

75 Employee Relations • Non-work Related Activities: – Videoke – Eat out – Excursion – Sports – Shopping – Very seldom because of busy schedule

76 Employee Relations • Kind of Person to Belong in the Organization: – Hardworking/perservering – Patient – Friendly – Not irritable – “cowboy”/adventurous – Flexible/versatile/adaptive – Humble

77 Employee Well-Being • Reason for Working in the Organization: – Sense of happiness and contentment – Inspired by clients – ASA’s advocacy of helping people – Job is challenging and rewarding – Financial reasons – Self improvement and career development – Travel opportunities – Difficulty in finding other jobs

78 Employee Well-Being • Bulk of Work: – Most said heavy but manageable – Some says work is difficult • Time for Family and Other Interests: – Most said no or little time – assigned to different places; work eats up Saturdays and Sundays – Some find time for family during weekends

79 Employee Well-Being • Organization Caring for Staff Personally: – Most staff feel that the organization cares for them personally – Safety measures for staff well-being are undertaken – Benefits given to the staff are good – Financial assistance – Moral support

80 Employee Well-Being • Staff feel justly compensated: – Salary is inadequate compared to the costs that operations staff incur for their job – Salary is inadequate compared to the bulk of work done – Salary is enough for single employees only – Some said they are justly compensated

81 Planning • Strategic Plan Sessions: – Yes, there are strategic planning sessions for the whole organization – Branches do not do strategic planning at the branch level – Only the HO has strategic planning – Branch has monthly targets – Done by top management – Staff members at the branch level do not know how often SP sessions are conducted

82 Planning • Review of Targets and Outcomes: – This is done, especially at the branch level – Different frequencies of review of target and outcomes – monthly; weekly; daily • Participants in Planning Sessions: – RMs, DCs, President and other people from the HO – Some participants said that all are included during the planning sessions

83 Planning • Continuous Improvement of the Organization: – Expansion of branches and promotion of staff – Additional services like scholarships – Policy improvement – loan processing time – Increase in outreach, loan portfolio, and income of branch

84 Planning • Suggestion for Improvement of the Organization: – Salary increase – Overtime pay – Additional staff to do credit investigations and sit-downs – Address “tapal” done by loan officers – Add more health and hospitalization benefits to staff – Additional transportation allowance

85 Top Management Interview

86 Participants • Regional Monitor – 5 • IT Head • Accounting Head/Staff

87 Duties and Responsibilities • Monitoring Area Monitors and Branch Managers • Visit Branches and check operations • Client Visits • Discuss Problems with AMs and BMs • Handle Motorcycle Loan of Staff • Computer Management (IT) • Cash Disbursement and Safety Measures (Accounting)

88 Typical Workday • Surprise visits to branches – check records • Field Visits and check on clients • Check performance of staff • Go to courts for legal cases

89 Strengths • Dedication • Staff Management – Recruit, Monitor, Mentor, and Motivate • Hardworking • Patient • Frank * Need for further trainings and seminars

90 Weaknesses • • • Time Management Lax Policy Implementation Takes time on decision-making Shy Hurt people unknowingly * Need more exposure to people with higher authority

91 Biggest Achievement in ASA • • Promotion Higher Confidence Able to detect fraud Contribute to help clients

92 Challenging Part of Job • • • Collection / Sit-down Approach Decision-making with regard staff issues Separation from family Work pressure Handling of legal cases

93 Vision - Mission • Helping the poor • Alleviate poverty • Uplift the career of staff

Financing Strategic Plan of Having 695 K Clients • Loans from other organization • Income / Financial Viability • Some believe that they are now financially viable for such expansion 94

Knowledge and Skills Needed for Position • • • Knowledge of the Organization Decision-making Skills Planning Skills Communication Skills Knowledge in the business of clients Staff Management 95

96 Addressing Competition • Talk to clients and convince them to avail of services • Benefits and policies on insurance • LCBU • Cheapest rate • Fast expansion • Easy to get loan

97 Meet BOD • All respondents have met the BOD, although some not formally • Everyone is confident to present to the BOD, although some might need more time to study presentation

98 Staff Motivation • Non-work-related Activities • Promotion • Get comments of staff (needs and wants) and communicate these to higher authorities • Treat like brothers and sisters, but with professionalism

99 Areas for Improvement • • • Some said there is none More frequent mentoring to LO Staff recruitment and process More manpower Leadership at field level

Knowledge and Skills of Overall Leader in ASA • • Heart for the Poor Fieldwork Financial Management Knowledge of Policies and Operations Policy Implementation Decision-making Vision for the staff 100

Do you think you will be able to head ASA? • Majority said maybe someday with proper training and skills development • A few mentioned that they don’t dream of it 101

102 ASA without Kamrul • Currently, everyone cannot imagine ASA without Kamrul • But maybe it can be done in several years (5 -20 years) • Top Management need to settle differences • But some believe that no one can replace Kamrul