MicroStart MidTerm Evaluation
Case Study on Côte d’Ivoire for the Midterm Evaluation
Jill Donahue
December 1999
Related Documents:
"MicroStart: Finding and Feeding Breakthroughs, 1999"
Annex 3. Summary Statistics from Quarterly Report
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Annex 3. Summary Statistics from Quarterly Report |
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Annex 3: Outreach and Portfolio Performance Report |
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In Côte d’Ivoire CFA (US$1=CFA600) in thousands CFA |
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TSP COUNTRY QUATERLY SUMMARY |
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FOR THE QUARTER ENDING JUNE 1999 |
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MUCREFAB |
MUCREFBO |
CMEC-Katiola |
COFENCI |
CEP-CECREV |
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Baseline |
Jun-99 |
Baseline |
Jun-99 |
Baseline |
Jun-99 |
Baseline |
Jun-99 |
Baseline |
Jun-99 |
All Institutions (ending June only) |
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Loans |
Total |
Average |
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P1 |
No. of Active Clients |
892 |
1,444 |
921 |
1,494 |
177 |
490 |
87 |
15 |
0 |
32 |
3,475 |
695 |
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Percentage of Female Clients |
100% |
100% |
100% |
100% |
15% |
23% |
100% |
100% |
40% |
1% |
68% |
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P2 |
Value of Loans Outstanding |
341,364 |
464,246 |
159,069 |
362,232 |
11,839 |
94,567 |
9,743 |
19,856 |
100,000 |
3,301 |
1,224,853 |
136,095 |
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P3 |
No. of Loans Disbursed During Period |
1,100 |
338 |
780 |
398 |
177 |
180 |
7 |
9 |
5 |
19 |
3,013 |
301 |
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P4 |
Value of Loans Disbursed During Period |
150,235 |
198,769 |
176,174 |
79,688 |
10,000 |
14,145 |
3,230 |
482,006 |
80,334 |
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P5 |
Average Loan Size |
383 |
444 |
254 |
448 |
66 |
443 |
1,429 |
1,572 |
2,000 |
170 |
7,209 |
721 |
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Savings |
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P6 |
No. of Active Savers (Volun.& Forced) |
1,450 |
2,940 |
1,641 |
3,361 |
1,440 |
3,686 |
87 |
348 |
134 |
217 |
15,304 |
1,530 |
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Percentage of Female Savers |
100% |
100% |
100% |
100% |
18% |
100% |
100% |
40% |
82% |
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P7 |
Amount of Total Savings |
197,917 |
283,943 |
105,722 |
230,357 |
78,663 |
306,142 |
25,182 |
32,260 |
21,040 |
5,681 |
1,286,907 |
128,691 |
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Portfolio Quality Ratios |
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P8 |
Portfolio in Arrears (>1 day) |
2.0% |
1.03% |
2.0% |
0.96% |
0.0% |
0.0% |
0.0% |
5.0% |
0.0% |
14.6% |
3% |
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P9 |
Portfolio at Risk (>30 days) |
5.0% |
21.0% |
6.0% |
4.08% |
0.0% |
0.37% |
0.0% |
28.0% |
0.0% |
0.0% |
6% |
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P10 |
Loan Loss Ratio (6-month period) |
2.0% |
0.0% |
2.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0% |
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P11 |
Client Retention Rate (6-month period) |
95% |
1300% |
100% |
5% |
100% |
14% |
23% |
114% |
78% |
203% |
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Operating Efficiency Ratios |
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O1 |
Cost per Unit of Money Lent (6-months) |
7.22 |
13.76 |
15.47 |
0.24 |
12.00 |
0.17 |
404.00 |
65 |
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O2 |
Active Clients per Credit Officer |
89 |
85 |
131 |
213 |
25 |
35 |
87 |
15 |
67 |
32 |
779 |
78 |
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O3 |
Outstanding Portfolio per Credit Officer |
34,136 |
27,308 |
22,724 |
51,747 |
2,419 |
6,754 |
9,743 |
8,223 |
5,000 |
3,301 |
171,355 |
17,136 |
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Financial Sustainability Ratios* |
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F1 |
Annual Effective Interest Rate |
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F2 |
Return on Average Outstanding Portfolio |
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F3 |
Operating Self-Sufficiency Ratio |
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F4 |
Financial Self-Sufficiency Ratio |
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* information could not be gathered on this area during the evaluation |
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