Fekadu Yehuwalashet Final Thesis

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OUTREACH SERVICES AND SUSTAINABILITY: THE CASE OF

AMHARA CREDIT AND SAVING INSTITUTION
BY:
FEKADU YEHUWALASHET
ADDIS ABABA UNIVERSITY

COLLEGE OF MANAGEMENT, INFORMATICS AND ECONOMIC SCIENCE
MASTER OF BUSINESS ADMINISTRATION
JUNE, 2011
ADDIS ABABA, ETHIOPIA
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BY:
FEKADU YEHUWALASHET
A THESIS SUBMITTED TO THE SCHOOL OF GRADUATE STUDIES OF ADDIS ABABA

UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE
OF MASTERS OF BUSINESS ADMINISTRATION (MBA)

JUNE, 2011
ADDIS ABABA, ETHIOPIA
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BY:
FEKADU YEHUWALASHET
Approved by board of examiners:
___________________________ ______________ _________________
Advisor Signature Date
___________________________ ______________ _________________

Examiner Signature Date

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Declaration
This thesis is my original work and has not been presented for a degree in any other university, and
that all sources of materials used for the thesis have been duly acknowledged.
Declared by:
Name: ________________________________
Signature: _______________
Date: __________________
This thesis has been submitted for examination with my approval as a university advisor.
Name: __________________________
Signature: _______________
Date: ___________________
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Acknowledgment
First of all my special thanks and gratitude goes to my advisor Ato Teshome Bekele for his
professional and technical guidance to make this study effective. And also my deepest admiration
and appreciation goes to my dearest girl friend W/t Eleni Leykun for her cooperation in every aspect
for the entire duration of this thesis paper.
My heart-felt thanks also go to the officials of ACSI Debre Brehan Main Branch, Debre Berhan city
sub-branch and Deneba sub-branch offices those provided me with the relevant data to prepare this
thesis.
Lastly but not least, I would like to appreciate all my friends who showed me their concern for my
success.
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Table of Contents Page No
Acknowledgment -------------------------------------------------------------------------------I
Table of contents -------------------------------------------------------------------------------II
List of tables ------------------------------------------------------------------------------------IV
List of charts ------------------------------------------------------------------------------------V
Acronyms ---------------------------------------------------------------------------------------VI
Abstract ------------------------------------------------------------------------------------------VII
CHAPTER ONE
1.1. Introduction ----------------------------------------------------------------------------1
1.2. Statement of the problem ------------------------------------------------------------2
1.3. Objectives of the study ---------------------------------------------------------------3
1.4. Hypothesis -----------------------------------------------------------------------------4
1.5. Significance of the study -------------------------------------------------------------4
1.6. Scope and limitation of the study ---------------------------------------------------4
1.7. Methodology
1.7.1. Types of Research Design ---------------------------------------------------5
1.7.2. Methods of Data Collection -------------------------------------------------5
1.7.3. Method of Sampling and Sample Size Determination -------------------6
1.7.4. Data Analysis and Presentation ---------------------------------------------7
1.8. Organization of the study ------------------------------------------------------------7
1.9. Definition of terms --------------------------------------------------------------------8
CHAPTER TWO: LITERATURE REVIEW
2.1. Overview of Microfinance Institutions ---------------------------------------9
2.2. The Schools of Thought on Microfinance Service Delivery ---------------11
2.3. Outreach in Microfinance -------------------------------------------------------12
2.3.1. Aspects of Outreach -------------------------------------------------------13
2.4. Sustainability of Microfinance Institutions -----------------------------------14
2.4.1. Institutional Sustainability -----------------------------------------------15
2.4.2. Financial sustainability ---------------------------------------------------16
2.5. Sustainability vs. Outreach ------------------------------------------------------17
2.6. Importance of subsidy for microfinance institutions ------------------------18
2.7. Measures of Poverty Targeting in Microfinance -----------------------------20
CHAPTER THREE: PROFILE OF THE AMHARA CREDIT AND SAVING INSTITUTION
3.1. Historical Background -------------------------------------------------------------22
3.2. Vision, Mission and Objectives ---------------------------------------------------22
3.3. Ownership and Governance --------------------------------------------------------23
3.4. Organizational structure of ACSI -------------------------------------------------23
3.5. Products and Services of ACSI ----------------------------------------------------25
3.6. Targeting principles -----------------------------------------------------------------26
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CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION

4.1. Credit and saving provision methods of the institution (overview) ----------27
4.1.1. CREDIT PROVISION ---------------------------------------------------------27
4.1.1.1. Types of loan --------------------------------------------------------27
4.1.1.2. Loan Eligibility Criteria -------------------------------------------28
4.1.1.3. Credit and saving committee -------------------------------------29
4.1.1.4. Loan appraisal and Disbursement --------------------------------30
4.1.1.5. Mode of repayment of Loans -------------------------------------31
4.1.2. SAVING PROVISION --------------------------------------------------------31
4.2. Socio-economic conditions of the clients of the institution --------------------32
4.2.1. Socio-Demographic Characteristics of Clients -----------------------------32
4.2.2. Wealth Condition of clients --------------------------------------------------35
4.2.2.1. Income and Expenditure of the clients --------------------------35
4.2.2.2. Asset Ownership ---------------------------------------------------36
4.2.2.3. Housing and Utilities Conditions of clients --------------------37
4.3. Customers’ feedback on service delivery of the institution --------------------37
4.3.1. Loan Delivery and Utilization ------------------------------------------------37
4.3.2. Service delivery and Customers Handling (Treatment) of Employees--40
4.3.3. Customers rating on interest rates --------------------------------------------41
4.4. Training and development in the institution --------------------------------------42
4.5. Credit and saving outreach of ACSI -----------------------------------------------43
4.6. Sustainability performance of the Institution -------------------------------------44
4.6.1. Operational and Financial self-sufficiency of ACSI -----------------------45
4.6.2. Productivity and Efficiency ---------------------------------------------------46
4.6.3. Profitability ----------------------------------------------------------------------47
4.6.4. Financing or Capital Structure ------------------------------------------------49
4.6.5. Portfolio Quality ----------------------------------------------------------------50
4.7. Trade-off between outreach and sustainability -----------------------------------51
4.8. Performance rate of ACSI by MicroRate International Rating Agency -----52
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1. Summary of findings --------------------------------------------------------53
5.2. Conclusions -------------------------------------------------------------------56
5.3. Recommendations -----------------------------------------------------------57
References -------------------------------------------------------------------------------------58
Appendixes
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List of Tables Page No.

Table 1: Marital status of respondents -------------------------------------------------------------------33
Table 2: Cattle ownership of clients ---------------------------------------------------------------------36
Table 3: Sources of credit before member of ACSI ---------------------------------------------------37
Table 4: Period clients stayed as a member of ACSI --------------------------------------------------38
Table 5: Distance of the sub-branches from the client’s resident ------------------------------------40
Table 6: Credit and saving outreach of ACSI -----------------------------------------------------------43
Table 7: Productivity and efficiency of ACSI -----------------------------------------------------------46
Table 8: Profitability measures of ACSI -----------------------------------------------------------------48
Table 9: Financing/capital structure indicators of ACSI ----------------------------------------------49
Table 10: portfolio indicators of ACSI ------------------------------------------------------------------50
Table 11: Correlation analysis of number of active clients and net profit of ACSI ---------------52
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List of Charts Page No.

Chart 1: Organizational structure of ACSI -------------------------------------------------------24
Chart 2: Age of respondents ------------------------------------------------------------------------32
Chart 3: Sex composition of respondents ---------------------------------------------------------32
Chart 4: Educational level of respondents --------------------------------------------------------34
Chart 5: Occupation or respondents ----------------------------------------------------------------34
Chart 6: Credit period --------------------------------------------------------------------------------39
Chart 7: Rate of employees’ customer handling and treatment by clients ---------------------40
Chart 8: Rate of overall service delivery of the institution by clients --------------------------42
Chart 9: operational and financial self-sufficiency of ACSI ------------------------------------45
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Acronyms
ACSI: Amhara Credit and Saving Institution
ADA: Amhara Development Association
AWA: Amhara Women’s Association
BoFED: Bureau of Finance and Economic Development
CASHPOR: Credit and Savings for the Hard-Core Poor
CBE: Commercial Bank of Ethiopia
IFAD: International Fund for Agricultural Development
MFIs: Micro Finance Institutions
NBE: National Bank of Ethiopia
NGO: Non-Governmental Organization
ORDA: Organization for the Rehabilitation and Development in Amhara
PWR: Participatory Wealth Ranking
ROA: Return on Asset
ROE: Return on Equity
SIDA: Swedish International Development Cooperation Agency
USAID: The United States of Agency for International Development
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Abstract
Now a day’s microfinance is a useful means of intervention for development strategy for Ethiopia, to
reduce poverty by reaching people who are unable to offer collateral for formal banking loans. In
addition, at present, institutional sustainability is becoming the guiding principle for microfinance
institutions. The issues of reaching the poorest of the poor and ensuring sustainability are among
areas of ongoing debate in the microfinance sector. This study, therefore, was conducted to evaluate
the overall outreach and sustainability performance of the Amhara Credit and Saving Institution
using Debre Berhan Main Branch as a case study. In addition assessing whether outreach and
sustainability achieved together, assess the socio-economic conditions of the customers of the
institution and assess the clients attitude on the services of the institution were among the objectives.
Data was obtained from two sub-branches of the institution. In order to collect the data 180 clients
and the general manager, loan officers and field workers are selected as sample respondents. Both
simple random sampling and convenient sampling methods were employed for questionnaire
respondents and interviewee selection. To analyze both qualitative and quantitative analysis were
used. Ratio analysis, trend analysis, SPSS and Ms-Excel computer programs in relation with tables
and charts were important.
The main thought the researcher used was the institutionalist approach that centered both achieving
financial self-sufficiency and the number of clients served (breadth of outreach) as a main point.
The result indicates that the institution has made its own positive contribution to the clients in
relation to increase in wealth condition and gave priority to the rural poor women. Moreover, as the
researcher expected, the output of the study also identified that there is no evidence of trade-off
between outreach and sustainability, rather positive relationship was observed. Therefore, it
institutional sustainability could be accomplished while reaching to the poorest sections of the
society, that means both outreach and sustainability were achieved simultaneously.
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CHAPTER ONE
1.1. Introduction/Background
Microfinance programs and institutions are a recent growing development phenomenon in
developing countries. It plays an important role in providing access to financial services to rural
farmers and people engaged in other similar activities as well as micro and small-scale rural and
urban entrepreneurs (Micro Financing Business Proclamation no 62, 2009). Now a day’s
microfinance is a useful means of intervention for development strategy for Ethiopia, to reduce
poverty by providing a credit access to those people who are unable to offer collateral for formal
banking loans. Microfinance institutions are one way to shift from aid dependency to self-reliance.
Making financial service available to poor people as a loan is recognized as an important part of
poverty reduction strategies. Outreaching poor client requires innovative operating methods to
manage risk and reduce transaction costs because poor people have no physical assets to offer as
collateral for loans.
At present institutional sustainability is becoming the guiding principle for microfinance institutions.
A few MFIs are becoming sustainable with a record of good profit returns. However, there are
positions that such sustainability is achieved at the exclusion of the poor people (Letenah Ejigu,
2009)
These two imperative issues (outreach and sustainability) create a debate in the microfinance sector.
It is obvious that reaching the poor is so costly and risky; this makes the institutions to focus on the
non-poor societies to reduce their costs and risks (Lafourcade et al, 2005). On the other hand, the
limited supply of service by microfinance institutions because of little supply of fund from donors’
(donors’ demand on MFIs to have good repayment rate to offer further funding support) and the
methodologies of some MFIs do not fit with the interest of the very poor (they lack best way of
selection of customers) makes the MFIs to focus on mobilizing saving as a major source of loan fund
that highly needs to ensure sustainability to win the trust of depositors. Therefore, the issues of
reaching the poorest of the poor and ensuring sustainability are among areas of ongoing debate in the
microfinance sector. Still it is a great challenge to build MFIs that reach the poor and simultaneously
achieve sustainability, but both are the twin targets of microfinance to reduce poverty for the poor
people (Letenah Ejigu, 2009).
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This study mainly focused on the above issues. The study assessed the two most important empirical
issues of MFIs, outreach and sustainability, by taking the experience of the Amhara Credit and
Savings Institution (ACSI) as evidence. In addition, it assessed the client attitude towards the
services of the institution, and observed their socio-economic conditions of the clients. This study
will contribute its part to fill the gap between the theory and actual practice in microfinance sector,
and also the study will be essential for further researchers as a base ground.
ACSI is the largest microfinance institution in Ethiopia. Its primary mission is to improve the
economic situation of low-income, productive poor people in the Amhara region through increased
access to lending and saving services. ACSI was initiated in 1995 by the Organization for the
Rehabilitation and Development in Amhara (ORDA), an indigenous Non Governmental
Organization (NGO) engaged in development activities in the Amhara region. ACSI undertook its
pilot activities in 1996, and was licensed as a microfinance company in April 1997. The institution
has 10 main branches, 198 sub-branches and over 2,700 employees. It focuses on financial services
support for small farmers and makes predominantly agricultural loans using the group lending
methodology. It fully considers rural values, economic and social settings, and settlement and gender
issues. ACSI currently delivers micro-finance activities including credits (group loans, micro-bank,
individual loans, and asset loans), savings (compulsory and voluntary savings), micro insurance
(Life insurance services delivered to group loan clients), money transfer (local), and fund
management, like pension fund (ACSI, 2009).
1.2. Statement of the Problem

Several microfinance institutions were established and have been operating towards resolving the
credit access problem of the poor people who are not included in the formal banking sectors because
of collateral requirements. There are studies that show that microfinance does not reach the poorest
of the poor, rather they are reaching the non-poor group of people. Besides most MFIs have no clear
rules and criterion to target the poorest of the poor. This indicates that the MFIs are drifting away
from their original mission of reaching and serving the poor (Letenah Ejigu, 2009)
In Ethiopia, MFIs are considered to be useful development strategies to reduce poverty having the
objective to provide finance to the ‘poorest of the poor’ people in the rural as well as urban areas of
the country. It is obvious that providing microfinance to the poor clients is costly and risky. It
requires innovative operating methods to manage risk and reduce transaction costs (Mathison, 2001).
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These problems make the MFIs not to reach the poorest of the poor society especially living in more
remote areas.
Institutional sustainability is becoming the leading principle for microfinance service providers.
Even if it is a core for the going concern or survival of the industry, in many developing countries
especially in Africa most of the MFIs are subsidy dependents. Historically microfinance has started
operation with donor funds. There is an intense debate on whether MFIs should continue to be donor
supported or get relived from donation and stand on their own leg (Letenah Ejigu, 2009). In addition,
the limited supply of donor funds make MFIs to focus on mobilizing saving as a best source of loan
fund that leads highly need to make guarantee the sustainability to win trust of the depositors.
The main idea that motivated the researcher to pursue this study is the issue of both reaching the
poor and ensuring sustainability are unanswered debate in microfinance areas. So, the competition is
looking over the two schemes and a matter of trade-offs between the two. Currently, both outreach
and sustainability are the mirror image targets of microfinance for poverty alleviation (Lafourcade et
al, 2005). It is a great challenge to build MFIs that reach the poorest of the poor and at the same time
achieve institutional sustainability with operational and/or financial self-sufficiency. In addition, the
researcher couldn’t find detailed and recent research studies in Ethiopia regarding both outreach and
sustainability of MFIs. These gaps initiate the researcher to involve in this problem area for study.
In relation with the two schemes, the researcher intends to look the performance of ACSI in terms of
credit and saving delivery, productivity and efficiency, profitability, portfolio quality, socio-
economic conditions of the clients and their feedback on the services provision which are indictors
of outreach and sustainability.
Objectives of the Study

The purpose of this study would be to evaluate the overall outreach and sustainability performance
of ACSI using Debre Berhan Main Branch as a study area. In relation with the above general
purpose of the study, the researcher identified the following specific objectives:
• To evaluate the outreach performance of ACSI.
• To determine the financial sustainability of the institution.
• To figure out the operational sustainability of the institution.
• To assess the clients attitude on the services of ACSI.
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• To assess the socio-economic conditions of the customers of the institution.

• To assess whether outreach and sustainability achieved together.
• To indicate some important recommendations for ACSI.
In order to realize the above objectives and evaluate whether ACSI is able to achieve both outreach
and ensuring sustainability as the best interest of the customers, the following research hypothesis’s
were employed.
1.3. Hypothesis
H1: Operational and financial self-sufficiency are positively related with sustainability.
H2: Customer selection methods have direct relationship with outreach of the institution.
H3: Profitability and securing sustainability can be related positively.
H4: Outreach and sustainability can be achieved simultaneously.
1.4. Significance of the study

The study initially will help to fill the gap between the theory and the ongoing practice in the
microfinance area regarding outreach and sustainability. In addition the study will provide essential
information for the institution such as financial and operational self-sufficiency, outreach depth and
breadth, profitability, portfolio quality, and customers’ feedback about the service. This will help the
institution to evaluate itself and take adjustments for future improvement. And also, this study will
give some important information for customers about the institution which helps them to know
where the position of the institution is, that will create psychological confidence about the
institution.
On the other hand, the study will be useful for collecting and documenting valuable data for further
researchers who will have an interest on this study area.
1.5. Scope and Limitations of the study

This study emphasized on the assessment of outreach and sustainability of the Amhara Credit and
Saving Institution. Thus, the other issues like impact assessments would not be covered in this study.
It binds all relevant data within the institution which have influence on the outreach and
sustainability of the institution. Due to physical and capacity constraints the study concentrated on
Debre Berhan Main Branch taking samples of sub branches and included both rural and urban
residents for the data collection. In addition, non-customers and drop-out customers of the institution
were not included as a respondent for this study.
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For this study the researcher encountered the following limitations:

• Shortage of time and finance to finish the study.
• Some respondents were not willing to provide the necessary information as the time of
responding to interviews and questionnaires.
• Lack of literature review regarding the topic in Ethiopian context.
• Inability to get updated data.
1.6. Methodology
1.6.1. Types of Research Design
The study is case study in the form of cross sectional design in which data were collected using
questionnaires and interview. The methodology used by the researcher was descriptive approach for
both qualitative and quantitative data. The researcher used samples of the Amhara Credit and Saving
Institution sub-branches operating under Debre Berhan Main Branch.
1.6.2. Methods of Data Collection

The study was conducted in Debre Brehan Main Branch of ACSI located 130 km away from Addis
Ababa to the northern part of Ethiopia. This study has employed both primary and secondary data
collection methods.
In order to collect the primary data the researcher used questionnaires and interview. Questionnaires
were designed to collect information from the customers of the institution by taking sample
customers of the sub-branches offices. The main aim of the questionnaire is to obtain feedback from
customers regarding their wealth condition, the institutions service delivery and credit outreach
performance. It contained both close-ended and open-ended questions that indicate outreach and
sustainability performance of microfinance institutions. In order to make the questionnaires more
convenient to respondents it was translated in to Amharic language.
Interview questions were designed to ascertain the management view on the outreach and
sustainability of the institution. It was designed for general managers, credit officers and field
workers of the institution at the main branch and sub-branch level. The interview helped the
researcher to obtain information on the financial and operational sustainability, service outreach and
customers assessment methods of the institution.
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5 years (2005-2009) audited annual financial reports, independent auditors' report and financial
statements of the institution were used for this study as core secondary data sources. In addition,
other reports of the branch or/and sub-branch offices, manuals, pamphlets (flayers), information
from the National Bank of Ethiopia (NBE), Federal “Negarit Gazeta” (proclamation), magazines
prepared by the institution, newspapers, journals, books and websites were used as per the
requirement of the study.
1.6.3. Method of Sampling and Sample Size Determination

For this study the researcher used simple random sampling and convenient sampling techniques to
collect the required data from different sources.
Currently, ACSI has 10 main branches distributed over the whole Amhara Region. These are Awi
Main Branch, Debre Brehan Main Branch, East Gojjam Main Branch, West Gojjam Main Branch,
North Gondar Main Branch, South Gondar Main Branch, North Wello Main Branch, South Wello
Main Branch, Wagemera Main Branch, and Kamissa Main Branch (ACSI, 2009). A total of 198 sub-
branches are operating under those main branch offices. From 10 main branch offices the researcher
has chosen Debre Berhan Main Branch for the study in convenient sampling technique. Currently,
there are 27 sub-branches operating under Debre Brehan Main Branch, out of these sub-branches the
researcher selected “DENEBA SUB-BRANCH (42 km far from Debre Brehan city) and “DEBRE
BREHAN CITY SUB-BRANCH as a sample. The selection considers the access to transportation to
the area, cost and time constraints. “In designing a sample for a study, the researcher will chooses
the size of effect that he/she consider important and representative” (Abiy, Alemayehu, Daniel,
Melese and Yilma, 2009). So, the researcher believed that these samples are representative for this
study.
Under Debre Brehan Main Branch of Amhara Credit and Saving Institution there are more than
65,000 active customers using the services provided; in all 27 sub-branches. From the total
customers available 3405 customers were both in DENEBA and DEBRE BREHAN CITY sub-
branches. For the determination of sample size, there is no defined rule that can be followed
(Kothari, 2004). Out of the total population 5% was taken as a sample in which is believed that it
representative and reliable for this study. Therefore, the sample size is 3405×5% = 180 customers
(i.e. 90 customers from each sub-branch) which were selected in simple random sampling method.
The main reason for the researcher to decide on this sample size are; there is a greater homogeneity
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in the clients of the institution, time and financial constraints, and the researcher believed that having
more sample than this would not have much importance for the finding of the study.
Accordingly, a total number of 7 general managers, credit officers and field workers were selected as
a respondent for the study.
1.6.4. Data Analysis and Presentation

The researcher used both quantitative and qualitative data analysis methods. For the non-numerical
data the researcher used descriptive method of data analysis. For the numerical data mean, mode and
median were used. That means ratio analysis, trend analysis and descriptive presentations on
responses of clients and officers are included. In addition, different analytical formulas and
measuring variables which help the researcher to evaluate the outreach and sustainability of the
institution were employed. These include credit and saving outreach variables, operational and
financial self-sufficiency, productivity and efficiency measures, profitability measures (such as:
return on assets, return on equity, operating expanse to total expense ratio), capital structure
indicators (like: debt to equity ratio, equity to asset ratio), portfolio quality indicators (such as:
repayment rate, loan loss ratio) calculations.
After these the researcher used SPSS computer program and MS-EXCEL office application to
organize, summarize and analyze the data. These would reduce the possibility of creating errors and
increase the validity of the information. In addition, charts, diagrams and tables in relation to
percentage analysis were used as a supportive for the analysis.
1.7. Organization of the study

The study was organized in five chapters. The first chapter presented the introduction, statement of
the problem, objectives, hypothesis, significance, scope and limitations, and methodology parts of
the study. In the second chapter the paper covered review of related literatures that are relevant to the
study. The profile of ACSI was presented in the third chapter. Chapter four contained the analysis
and presentation of the obtained data. Lastly, the conclusion and recommendation part of the study
were presented in the fifth chapter of the paper.
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1.8. Definition of terms

Collateral: is an asset pledged by a borrower to secure a loan.
Clients/Customers: are individual or groups who use the product or services of a company.
Efficiency: refers to achieving the intended objective at the least resource use possible.
Loan Portfolio: refers to the loans that have been made or bought and are being held for repayment.
Microfinance institution: are financial institutions that are involved in providing access to financial
services to rural farmers and people engaged in other similar activities as well as micro and small-
scale rural and urban entrepreneurs.
Operational sustainability: is the ability of the firm to cover operational costs from revenue earned
from major lines of business.
Outreach: refers to the financial service provision (reaching) to the large portion of the society who
is poor and living in remote areas.
Poor: are people who are lacking financial or other means of subsistence.
Poverty: Condition where people's basic needs for food, clothing, and shelter are not or little being
met.
Productivity: the conversion of input into output using a given resource.
Self-sufficiency: is able to provide for oneself without the help of others or independent.
Socio-economic Condition: refers to the age, sex, occupation, marital status, educational level,
income level and wealth conditions of the customers of a certain company.
Sustainability: the continuous service provision to clients profitably as a going concern without
relying on subsidies.
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CHAPTER TWO
Literature Review
2.8. Overview of Microfinance Institutions
Poverty is the major problem in most developing countries. In these countries economy, among
others, absence of access to credit is presumed to be the cause for the failure of the poor to come out
of poverty. Meeting the gap between demand and supply of credit in the formal financial institutions
frontier has been challenging (Von Pischke, 1999). In fact, the gap is not aroused merely because of
shortage of loan-able fund to the poor rather it arises because it is costly for the formal financial
institutions to lend to the poor. Lending to the poor involves high transaction cost and risks
associated with information asymmetries and moral hazards.
Only a small fraction of the world population has access to financial instruments, essentially because
commercial banks consider the poor people as unbankable due to their lack of collateral and
information asymmetries (Letenah Ejigu 2009). Most formal financial institutions do not serve the
poor because of perceived high risks, high costs involved in small transactions, low relative
profitability, and inability of the poor to provide the physical collateral required by such institutions.
The business culture of these institutions is also not geared to serve poor and low-income
households. Lacking access to institutional sources of finance, most poor and low-income
households continue to rely on insufficient self-finance or informal sources of finance. However,
these sources limit their ability to actively participate in and benefit from the development process.
Thus, a segment of the poor population that has viable investment opportunities persists in poverty
for lack of access to credit at reasonable costs. The poor also lack access to institutional credit for
consumption smoothening and to other services such as payments, money transfers, and insurance
(ADB, 2000). Nevertheless, in several developing countries governments have intervened, through
introduction of microfinance institutions to minimize the gap, and then allow the poor access credits.
There is recent global agreement that microfinance institutions are good instruments to fill the gap of
conventional banks’ limitations in reaching the poor and the vulnerable non-poor with banking
services. They are considered as one of the most effective interventions for empowering the poor in
their economic and social involvements. That is, through these MFIs, the poor are able to access
financial services, which previously were exclusively available to the upper income population. The
basic idea behind such intervention is that access to microfinance services such as credit, savings,
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and micro-insurance to the poor could help them, among others, to expand their businesses that will
allow them to pull out of poverty (Mekonnen, 2008).
Formal micro-finance in Ethiopia, though a recent phenomenon, has encouraging acceptance both by
the government and the developmental NGOs working towards poverty alleviation objectives in the
country. The regulatory framework for micro-finance institutions permits encouraging options for
the MFIs to operate and expand their services in both rural and urban areas of the country. As one of
the positive aspects, the regulatory framework allows licensed MFIs to accept deposits from the
public and be able to finance a significant portion of their lending businesses. Microfinance has been
considered as one of the best entry points for bringing sustainable development. It is one of the most
prominent instruments of most government’s pro-poor development programs and strategies
(Mekonnen, 2008).
As Getaneh (2005) indicated in his study that, the Ethiopian government has established the
regulatory framework early-on in the development of the microfinance industry has helped to lay out
the roadmap for the development of the sector. In particular, the provision allowing MFIs to
mobilize small savings from the public has enabled them to finance a substantial portion of their
portfolio from internally generated sources.
Microfinance is indicated among the specific means that is given greater emphasis and is expected to
play essential role for reducing poverty in rural areas of the country where the bulk of its public
dwell. Thus, most of the microfinance services providing institutes have articulated creating a small
and easily accessible loan to the poor as their primary objective with the expectation of fostering
pro-poor growth.
Microfinance is said to have brought positive impacts on the life of the clients. A growing database
of empirical studies shows that microfinance has positive impacts to boost the ability of poor people
to improve the conditions in which they live. The poor have taken advantage of increased earnings to
improve consumption levels, send their children to school, and build assets. Microfinance allows
poor people to increase their incomes by starting new enterprises or expanding existing ones. The
argument is that through diversified sources of income, the people could be able to protect
themselves against external shocks. Apart from the above-mentioned positive impacts of
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microfinance, access to financial services whether credit, savings, or insurance enable many poor
people to access better healthcare services (Bamlaku, 2006).
Microfinance is an enabling, empowering, and bottom-up tool for poverty-alleviation that has
provided considerable economic and noneconomic externalities to low-income households in
developing countries. How to achieve viability and yet serve large numbers of poor people is
considered one of the greatest challenges for MFIs (Zeller and Meyer, 2002; Hasan et al, 2009)
2.9. The Schools of Thought on Microfinance Service Delivery

As welter (2010) and other scholars indicated there are schools of thought on how to deliver
financial services to the poor. These include the institutionalist, minimalist, welfarist, and the
integrated service delivery approaches (Welter, 2010; Woller and Woodworth, 2001).
The institutionalist approach centers on financial deepening of building sustainability to serve those
excluded from services of conventional banks. Achieving financial self-sufficiency and the number
of clients served (breadth of outreach) are at the heart of this approach. Institutionalists do not agree
on directly targeting the very poor. Because targeting the very poor is costly that hinders financial
self-sufficiency.
The welfarists approach argues that it is possible to realize breadth and depth of outreach with
poverty targeted services. For welfarists, the net social benefits derived from serving a limited
number of very poor clients are better than serving large numbers of not-so-poor clients (Woller and
Woodworth, 2001). To have the same effect on social welfare, the self-sustainable lender must have
15 to 125 times the breadth of the poverty lender (Schreiner, 2002; Morduch, 1999)
The two divisions of the institutionalist and welfarist approaches have practical inferences on
differences in the plan for service delivery, institutional structures and financing, and segregation of
the potential clients to be served. Their basic difference lies at focusing on the institutional
sustainability on the part of institutionalists but social benefits of welfarists. Hence, institutionalists
give main concern to the business; welfarists focus on clients. As to welfarists change in the life of
clients would be brought trough provision of both financial and non-financial services with the aid of
subsidies. Subsidies, for institutionalists, are start-up fuels and finance new innovations in an effort
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to enhance efficiency to be sustainable. Welfarists blame that MFIs are urged to divert from their
mission of serving the poorest of the poor.
The minimalist approaches focus only on financial services. In fact, most MFIs are minimalist in
design and delivery (Woller and Woodworth, 2001; Welter 2010). For minimalist, non-financial
services delivery weakens the sustainability and is not a basic condition for quality microfinance
provision (Woller and Woodworth, 2001).
The integrated service delivery approaches belief that the poor are constrained with many factors
beyond finance. The approach combines financial products with other services to impact. The
integrated service delivery approach incorporates the provision of non-financial services related to
health, nutrition, education, and business development trainings. (Woller and Woodworth, 2001)
Cost of service delivery is the key issue of debate between minimalist and integrative programs. This
leads to think about whether there exist tradeoffs between sustainability and poverty alleviation
missions of MFIs.
2.10. Outreach in Microfinance

Outreach is “a social benefit of microfinance” aiming at improving the well being of the poor. It is
the services provision to a large portion of the society (Schreiner, 2002). In other words, it is an
effort to extend microfinance services to the people who are underserved by formal financial
institutions (Lafourcade et al, 2005). Outreach is the ability of any MFI to provide high-quality
financial services to a large number of clients. As an ambition, it calls upon MFIs to reach a large
public and to have a significant and increasing volume of activities (Hasan et al, 2009)
There are evidences to prove that access to financial services helps to accomplish economic
prosperity at all levels- from individual level to national economic level. More specifically,
provision of financial services to poorer segment of the population is an effective strategy for
development. Providing opportunities for access to financial services to the poor raises economic
wellbeing and social development. Provision of financial services to poor can thus be regarded as
one of the main strategies of development efforts, but formal financial sector institutions are
reluctant to supply financial services to poor considering higher costs and risk involved when
transacting with the poor. Therefore there is a higher possibility that the poor to be kept away from
the formal credit market (Schreiner, 2002).
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As Bamlaku (2006) indicated in his study, in developing counties the poor section of the society
were simply kept out of the reach of the formal financial institutions for several reasons.
• Formal financial sectors require collateral and credit rationing.
• Formal lenders prefer for high income clients and large loans.
• The processes and procedures of providing loan are bureaucratic and lengthy.
• Formal lenders are often urban based and give lending to those engaged in trade and industry.
• Formal lenders usually consider the demand for loan by the poor as unattractive and
unprofitable.
The poor need finance services; they should be able to borrow money for consumption purposes,
start a business, expand an enterprise and need to save in small amounts and send their child to
school and all these opportunities open the door to increase quality of their lives. Access to financial
services at all level of the economy makes substantial growth and development, and this is more
consequential for poor (Herath and Ahmad, 2007).
Over the last decade, MFIs in Ethiopia have been able to serve the productive poor people mainly
with savings and credit services. Governmental and other developmental organizations have played
their own role for the positive achievements made in the country’s microfinance sector so far.
Despite such remarkable progress in outreach growth and performance, the MFIs in the country are
said to meet, so far, insignificant portion of the market for microfinance available in the country.
2.10.1. Aspects of Outreach
Six dimensions of outreach are identified to fit the outreach and sustainability debate.
a) Worth or quality of outreach: centers on contractual terms related to amount of loan, credit
period, amortization of debt, interest rate, safety and unlimited withdrawal of savings that fit
with the demands of clients (Schreiner, 2002). Worth of outreach to users is how much a
borrower is willing to pay for a loan. Worth of outreach to clients is the amount of disbursement
(loan size), the term to maturity, size of installments and other terms and conditions have been
suited to demand.
b) Cost of Outreach: indicates how expensive these products are for the clients, both price and
transaction costs are considered. Price costs are direct cash payments for interest and fees that are
revenues for the microfinance institutions. Transaction costs are non-price costs for both non-
cash opportunity costs such as the time to apply for a loan and indirect cash expenses for such
things as transport, documents, food and taxes needed to use a financial contract. Transaction
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costs are borne by the user and are not revenues for the institution (Schreiner, 2002; Gonzalez-
Vega, 1998; Navajas et al, 2000).
c) Depth of outreach: indicates the ability of the institution in reaching clients “deep in the pool
of the under-served”. This can be confirmed using the depth of outreach index that encompasses
the poor, women, rural inhabitants, and the uneducated as believed to be the attributes of those
excluded from conventional banks and are very poor (Schreiner, 2002). The poorer the client, the
greater the depth of outreach.
d) Breadth of outreach: refers to the number of clients served. In addition, the type of products
and services offered measures the breadth of outreach (Schreiner, 2002). Breadth of outreach
counts the numbers of clients of a given depth who are supplied with a microfinance product of a
given quality (worth) and a given cost.
e) Length of outreach: is the provision of microfinance service for indefinite period of time in the
future or it is the time frame of the supply of microfinance. Length of outreach is the time frame
in which a microfinance organization produces loans. Length matters since society cares about
the welfare of the poor both now and in the future. (Navajas et al, 2000). Length of outreach
requires sustainability. Because, without the desire for sustainability, clients, staff and managers
of MFIs will not have sufficient incentives to make the right decisions (Gonzalez-Vega, 1998).
f) Scope of outreach: implies the types of products and services offered to clients. Scope between
products might mean loans, savings, insurance and other products or services offered broken
down by product lines or product types. Scope within a product might mean loans to both groups
and individuals (Schreiner, 2002; Praveen, 2009).
In sum, serving a broader range of clients including the vulnerable poor and those excluded from
conventional banks helps to diversify risk while reaching the very poor in a sustainable way (Praveen,
2009). Poverty alleviation through microfinance requires reaching the poor lacking productive capital
through building viable institutions. Practice has shown that a successful outreach is also needed to
make sustainability possible (Hasan et al, 2009).
2.11. Sustainability of Microfinance Institutions
Adequate financial services can only be permanently and reliably provided by sustainable financial
institutions with adequate microfinance products and cost-effective outreach to the poor. The
development of sustainable financial institutions will contribute to the expansion of their outreach to
the poor. However, while improving the institutions' capacity in general to serve a wide range of the
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poor is important, this is not sufficient to ensure that their services are made available to certain
categories of the poor, such as those in resource poor and low population density areas, the poorest
of the poor, and ethnic minorities. Sustainability is the ability of MFI to meet its operating and
financial costs over the long run. A sustainable institution is one that is viable and depends on its
own resources rather than those of donors. A viable institution is able to cover its costs and perhaps
make a profit from its business operations (Seibel, 2002). Vatta (2003) states that sustainability is
essential for two reasons: first, the goal of microfinance practice should be to extend the reach of
commercial financial markets to the poor and the excluded; and, second, sustainability is necessary
to prevent MFIs from concealing bad practices with ongoing subsidies.
2.11.1. Institutional Sustainability
Institutional sustainability can be defined as the continuous service provision to clients profitably as
a going concern without relying on subsidies (Ledgerwood, 1999). As Herath and Ahmad (2007)
suggested there are no precisely set and universally acceptable indicators of institutional
sustainability but identified four dimensions of sustainability as continued benefit flows, longevity/
survival, ability to meet recurrent costs, and institutional capacity and performance (Herath and
Ahmad, 2007). Sustainability is beyond “calculating sustainability rates”. It is about ensuring
effectiveness, building and maintaining capacity, and realizing that capacity into tangible results.
Sustainability is of two types: operational and financial sustainability. Operational sustainability is
the ability of the firm to cover operational costs from revenue earned from major lines of business.
Financial sustainability is the entity’s ability to operate without subsidies. Subsidies seem a fact of
life for microfinance institutions (Morduch, 1999).
Welter (2010) indicated that the basic measures of sustainability are operational self-sufficiency,
financial self-sufficiency, and profitability. Operational self-sufficiency measures the capacity of
MFIs to cover operating expenses, financing costs, and allowance for bad debts from operating
revenues (Welter 2010). Operational Self-sufficiency ratio is an indication of an institution's ability
to generate revenue through its usual operating activities to cover operating expenses, administrative
costs, bad debts (loan loss provisions) (Ledgerwood, 1999; Herath & Ahmad, 2007). Financial self-
sufficiency measures the ability of MFIs to cover all direct and indirect costs without subsidies
taking adjustments to operating income and expenses.
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Profitability is achieved when profits net of taxes and subsidies are at least equal to the opportunity
cost of capital and risk taking. Operational efficiency is the ability of an institution to offer a
particular service at the lowest cost. Empirical evidences show that internal inefficiencies worry
microfinance organizations whether they are subsidy dependent or not. Window dressing in financial
reporting is a way to hide institutional inefficiencies from period to period. Many of the MFIs
experience management inefficiency, high running costs, persistent subsidy dependence, inclination
to social service than business approaches, non-performing loans, higher default rates, small number
of clients and targeting failure of the very poor. Those MFIs that secured self-sufficiency are through
extending credit to marginally poor rather than the poorest. Hence, many of the MFIs are unable to
keep their promise of “including the excluded (Woller and Woodworth, 2001; Zeller and Meyer,
2002).
2.11.2. Financial sustainability
The other indicator of performance of a micro finance institution is its financial sustainability. Meyer
(2002) also stated that the financial non sustainability in the MFI arises due to low repayment rate or
un-materialization of funds promised by donors or governments. "Measuring financial sustainability
requires that MFIs maintain good financial accounts and follow recognized accounting practices that
provide full transparency for income, expenses, loan recovery, and potential losses" Meyer (2002).
Financial Self-Sufficiency, which referred as high standard measure, is when MFIs can also cover
the costs of funds and other forms of subsidies received when they are valued at market prices.
Financial self-sufficiency shows cost recovery regardless of size of operation and gives a quick
synopsis of the general performance of the institution. It gives a clue on the sustainability of the
institution considering the impact of subsidies into account. To continue in the industry as a going
concern, “MFIs should be-or strive to become financially self-sufficient” (Halder and Mosley,
2004). As to Welter (2010) “having a positive financial self-sufficiency ratio alone is not sufficient”.
Because financial self-sufficiency can be achieved either from internal strength of the institution
through strict cost control or charging higher interest rates to hide management inefficiencies.
Progressive lending at a larger scale and efficient operation helps to achieve financial self-
sufficiency while working with the poorest. Internal efficiency and organizational strengths, rather
than the clients served, determines the potential for financial self-sufficiency.
Ensuring scale of outreach permanently is a “function of financial viability”. Clients negative
perceptions on the future survival of the institution and reliance on external financing rather than
internally generated resources “creates incentives to default” (Caudill et al, 2009).
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The sustainability of MFIs depends, among other things, on elements such as the structure of interest
rates, Productivity (the degree to which institutions are able to maximize services with minimal
resources), operational Efficiency (the degree to which institutions are able to minimize costs when
delivering services.), Profitability, financial structure (various fund sources and compare them with
assets purchased with those funds.) and Portfolio Quality (the health of productive assets and the
risks attached to it. It determines future revenues and an institution’s ability to increase outreach or
serve existing clients).
The availability of credit alone could not be a solution to the problems of the very poor.
Microfinance to impact on the life of the poorest should be delivered with non-financial services,
which is a big obstacle to attain sustainability. Still reaching the poor and sustainability are
unresolved controversies in the microfinance industry. Sustainability is not an end in itself but rather
a means to the end of improved social welfare (Rhyne, 2009).
2.12. Sustainability vs. Outreach
Sustainability and outreach are two long term goals that microfinance institutions eventually strive to
achieve (Ledgerwood, 1999). Achievement of sustainability has been one of the important goals of
microfinance institutions, because reduction of poverty can only be achieved if these institutions
generate excess earning over the total cost in the long run (Herath and Ahmad, 2007).
There are two current imperatives within the microfinance sector – “increasing outreach” and
“improving sustainability”. There is, however, a creative tension between these two imperatives. On
the one hand, if “increasing outreach” is taken to mean “more clients from a similar demographic”,
then “outreach” and “sustainability” are effectively identical terms. Increasing client outreach
provides economies of scale that in turn makes the microfinance program more efficient and
therefore more sustainable, at least in immediate financial terms. It is a case of “more of the same”,
while continually seeking incremental improvements in operational efficiency (Seibel, 2002). On the
other hand, if “increasing outreach” is taken to mean “targeting hard-to-reach clients” such as people
living in remote areas, then “outreach” and “sustainability” are effectively competing terms.
Reaching clients in remote areas is relatively expensive, which makes the microfinance program less
efficient and therefore less sustainable (Mathison, 2005). Sustainable institutions reach the wider
range of clients and can contribute to the development process (Caudill et al, 2009). Financial
sustainability is vital to serve clients permanently and “the only way to make an impact far beyond
what donor agencies and most governments can fund” but is “not an end in itself” (Praveen, 2009).
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Sustainability is not an end in itself but rather a means to the end of improved social welfare
(Navajas et al, 2000). Outreach and financial sustainability are “the two core drivers” in the industry
while “the latter has come to dominate the agenda” threatening the social mission of working with
the poor (Lensink et al, 2008).
Serving the very poor and attaining sustainability is a challenge to the microfinance industry. There
is a common assumption in microfinance operations that tradeoffs exist between outreach and
sustainability. It is not possible to conclude exactly on outreach and sustainability as mutually
exclusive goals. It is difficult to presume that deeper outreach is a constraint to sustainability and
vice versa (Caudill et al, 2009). There are differences and debates on “tradeoffs between outreach,
impact, and sustainability” in microfinance operations and “what to do about them”. Reaching the
very poor and becoming profitable is a debate among MFIs (Praveen, 2009).
The poorest can use financial services for improving their economic and social well-being without
endangering institutional sustainability of the service provider (Mathison, 2005). There exists “no
necessary tradeoffs between serving large numbers of the poorest households and the attainment of
institutional financial self-sufficiency by any MFI” (Halder and Mosley, 2004). In fact, it takes
longer to make a profit and become financially sustainable while working with the poor but not
unattainable goal. The tradeoffs between achieving the two goals are “less acute than originally
thought”. Provision of better quality services to the very poor is possible while covering full cost.
The cross-cutting challenges of the industry are increasing the numbers of clients and reaching the
poorest sections of the society at the lowest cost possible (Praveen, 2009).
Microfinance institutions focus on providing credit to the poor who have no access to commercial
banks. While microfinance institutions try to be financially sustainable, they appear to be often loss
making. The possible trade-off between efficiency and outreach is one of the most important topics
in recent discussions on microfinance (Lensink et al, 2008). Some believe that only when
sustainability is achieved can outreach be effective. Others believe that outreach is necessary to
achieve sustainability. These issues are the main debate area in microfinance institutions.
Importance of subsidy for microfinance institutions
Subsidies are common in microfinance, especially in the form of soft loans. Subsidies should
enhance and stimulate efficiency, rather than obliging any MFIs to choose between its social
objectives and financial performance. Microfinance traditionally supported by aid agencies and
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nonprofit entities (Krauss and Walter, 2009). Microfinance has started operation with donor funds
and now the industry has almost aged around 30 years. There is an intense debate on whether MFIs
should continue to be donor supported or get relived from donation and stand on their own leg.
There is school of thought which say microfinance can be sustainable with donor funds (welfarist
approach) and the others say the microfinance should generate enough revenue to cover their own
costs as donors funds are unpredictable (institutionalist approach) (Woller and Woodworth, 2001).
Hence the issue of building a sustainable microfinance institution that can operate without a donor
funds is of an empirical enquiry (Letenah Ejigu, 2009).
Until now, subsidies, whether local or international, have contributed in jump-starting and
strengthening microfinance. Subsidies have been injected so as to fuel the development and growth
of microfinance. Subsidies served in portfolio funding and capacity building of the institutions in
expectation to decline as the industry matures. Donor funds have been used for institutions that
started the financial services to the poor which were unthinkable for the private sector due to high
risk, high costs and minimum returns. Still the role of donors in supporting the industry through
financing research and development is vital.
Provision of financial services at subsidized rates leads MFIs to depend on grants to sustain their
operations due to insufficient operating revenues to cover full costs, which impede their
sustainability in the long run. Capability of MFIs is still questionable except the interest in the sector
and lots of subsidies channeled to the industry. Subsidies to MFIs seem inevitable due to high cost of
information, high-risk clients, and low returns on investment but require justification on social
equity, public benefit, cost effectiveness, or other grounds (Welter 2010). Even if subsidies do have
contributions that range from access to start-up fuels as loan fund to capacity building, its cons
should be considered. Microfinance has been able to attract the interest of governments. But this
sensitive interest has its opportunities and challenges. Governments can play a positive role in policy
formulation and leveling the field towards the creation of sustainable institutions. Others consider
the sector as donating money to poor people ignoring the wide range of financial services required
by the poor. It goes to the extreme of setting political criteria rather than proper credit discipline and
guidelines on selection of clients and operational locations. Reliance on subsidies can lower the
encouragement to mobilize savings. Subsidies should leave the way to private funding sources.
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Dependence on subsidies might change incentive structure of the microfinance institutions by

reducing the chance of a positive event. Subsidies may discourage the incentive of firms to analyze
their true costs to set appropriate prices and operate efficiently. Microfinance institutions should be
required to practically show that they are efficient ways for delivering subsidies to serve the market
if subsidies are required. Public funds channeled through microfinance should make a difference in
the lives of poor people (Letenah Ejigu, 2009).
2.13. Measures of Poverty Targeting in Microfinance
The slogan in the mission of the microfinance is “alleviating poverty by reaching the very poor .
The extent to which MFIs are able to reach the poorest of the poor with their services is still an open
debate. The poorest are those people belonging to the bottom line of the group of people living
below a country’s nationally defined poverty line. As there is no consensus on the definition of the
ultra poor it is not simple to identify them. Aspects such as quality of life, health, women’s roles, and
empowerment are difficult to quantify. But most of the attributes are related to lack of access and
control to assets and limited source of income. Various indicators should be considered like income,
job, housing, geographical location, and household features in targeting the poor.
Careful and clear targeting measurements of the poor are necessary. As woller and woodworth
(2001) indicated different MFIs have set their own techniques of reaching the poor. The basic
essence of these methods is on how to attract the poorest and discourage the better offs. Among
those practically employed methods Credit and Savings for the Hard-Core Poor (CASHPOR)
housing index, Participatory Wealth Ranking (PWR), Geographical Distribution of Poverty, small
size loans, household survey and house visits of potential clients are the major methods of targeting
the poor (Woller and Woodworth, 2001; Woller and Schreiner, 2002).
• The CASHPOR housing index is based on looking at the quality and condition of a house .It
takes into account the size, physical condition, and building materials of the house. People living
in houses constructed from mud bricks, with poor quality roofing, small windows and in a
general state of poor condition tend to be selected as the poorest.
• The Participatory Wealth Ranking community members rank themselves according to their
understanding of poverty.
• Geographical Distribution of Poverty serves to identify area of intervention for the microfinance
service providers.
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• Small size loans method of identifying the poor is used by limiting the size of credit to be given
that discourages the non-poor from joining microfinance.
• House visits of potential clients give a chance for credit officers to get first hand observation on
the living condition of the poorest. It also helps to exchange information about income and
expenditures of the family.
In general, the microfinance industry demands globally recognized measures of poverty outreach to
evaluate its contribution in the fight against poverty (Welter, 2010; Halder and Mosley, 2004)
As experienced in most MFIs, lack of clearly stated and effective targeting strategy leads to the
shallow depth of outreach. Understanding the desires and needs of the very poor and offering
products and services that satisfy them ensure deep outreach.
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CHAPTER THREE
Profile of the Amhara Credit and Saving Institution
In this part of the paper the researcher tried to give highlight about the institution. It covers historical
background, governance and ownership, vision, mission, objectives, values and principles,
organizational structure, products and services and targeting principles of ACSI.
3.1. Historical Background

The Amhara Credit and Saving Institution was established in the Amhara Region, Ethiopia, aiming
to feel the gap of formal institutions to meet the need of small-scale borrowers in income generation
schemes. Its operation is traced back to September 1995 when it was initially initiated by the
Organization for the Rehabilitation and Development in Amhara (ORDA), an indigenous Non-
Governmental Organization (NGO) engaged in development activities in the Amhara region. 1996
was the year when ACSI had undertaken its pilot activities and it was licensed as a MFI in April
1997. ACSI started its operation by first opening 6 branches. But prior to its operation it took about
nine months to do preparatory works including baseline survey, setting the objectives, strategies,
organizational structures of the institution, preparing the necessary recruiting and training staffs.
Currently, the institution has 10 main branches, 198 sub-branches and over 2,700 employees.
3.2. Vision, Mission and Objectives

Vision: ACSI aspires to see a society in which people are free from the grips of abject poverty with
all the power determining their future in their own hands, and its own capacity as an institution well
developed to provide best services for all in need in a sustainable manner.
Mission: ACSI’s primary mission is then to improve the economic situation of low income,
productive poor people in the Amhara region, primarily through increased access to lending and
saving services. It will maintain cost effectiveness in service delivery, and integrates its activities
with government and NGOs working towards achieving food security and poverty alleviation in the
region.
Objectives of ACSI
• Productivity Objective: To promote agricultural and non-agricultural economic activities of
the rural productive poor by providing innovative financial services.
• Outreach objective: to alleviate poverty, and stimulate the region's economic growth, giving
priority to rural and remote communities, particularly women.
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• Impact objective: Significantly to increase client's income and asset position.

• Institutional sustainability: to promote sustainable financial services, both operational and
financial.
3.3. Ownership and Governance
Proclamation 40/1996 requires the establishment of microfinance institutions as a share company as
per the Commercial code of Ethiopia (1960), and demands that the MFIs be governed by board of
directors selected by the general assembly of shareholders. ACSI has been licensed as a
microfinance share company in April 1997. The main shareholders of ACSI are the regional
government (25%), ORDA (35%), Amhara Development Association (ADA) (20%), Amhara
Women’s Association (AWA) (10%) and Endeavour (10%). Major donors and supporters include:
Swedish International Development Cooperation Agency (SIDA), International Fund for
Agricultural Development (IFAD), The United States of Agency for International Development
(USAID, Packard Foundation, etc.
ACSI's governance structure has the following components: the general assembly of shareholders,
board of directors, external auditors, and the general manager. The board is entrusted with the
responsibilities of providing overall guidance and policy directives while the general manager is
responsible for the day to day management of the activities of ACSI.
3.4. Organizational structure of ACSI
ACSI has a three-layered organizational structure: head office, branch and sub-branch. Whereas the
head office and the branch offices mainly do the administrative task, the sub branch conducts the
main marketing, operation, with staff directly contacting credit and saving clients: loan delivery,
monitoring, and recollection and saving mobilization. ACSI has 10 branch and 198 sub branch field
offices to implement its plans. Each sub branch operates as profit center. Currently, ACSI has more
than 2,700 employees with the educational level of 12th grade complete, certificate, diploma, and
degree and above; over 65% are at sub branch level, having direct contact with clients (ACSI, 2009).
The institution’s organizational structure is shown in the following figure:
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General Assembly
Board of Directors
Managing Director MicroBank Service
Audit Service Administrative

Services
Planning and Promotion and

Monitoring Documentation
Finance Credit Savings
Branch
Sub Branch
Chart 1: Organizational structure of ACSI

ACSI has established Human Resource Development and Administration unit with the responsibility
of recruitment, selection and training of staff. New employees are trained within ACSI itself. Thanks
to the strict selection procedure that ACSI follows it can be said that the staff both management,
administrative and program staff have high degree of commitment to the vision of the Institution and
willingness to work in a learning environment where uncertainty is likely, flexibility required and
experimentation necessary.
The Control System: Even with sufficient client ownership and community participation, for any
MFI, a system of internal controls should be in place to prevent corruption and to ensure that no
funds are misused. In fact internal control goes beyond those matters related directly to the
accounting system. ACSI’s internal control system involves establishing a strong, pro-active team
actively identifying and anticipating potential risk areas and implementing strategies to mitigate such
risks, while at the same time setting clear segregation of duties between, for example, back office
and field tasks, and between cash handling and other functions, etc.
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Management Information System: For any financial institution, efficient management of financial
data is a crucial task. Information on loan portfolio, financial accounting and others has to be
evaluated fully, by Branch and Sub Branch and accurate, timely and comprehensive reports
produced and provided to the different levels of users such as management, staff, board, others. The
Institution has little usage of computerized Management Information System to capture relevant data
and to generate desired management reports.
3.5. Products and Services of ACSI

ACSI currently delivers micro-finance activities including, credits, savings, micro insurance, money
transfer, and fund management.
Credit delivery: This activity, which again comprises various products such as group loans, micro-
bank individual loans, and asset loans delivered to economically active poor people involved in
income generating activities.
Saving mobilization: There are two kinds of saving products (Compulsory Savings (exclusively for
loan clients) and Voluntary Savings) that ACSI provides for loan clients as well as for the public at
large. The savings services are designed with the aim of instilling the culture of modern saving,
reducing the high propensity to spend economic surplus on social and religious activities in pursuit
of more efficient utilization for income expansion and poverty reduction activities in the region.
Micro insurance: Life insurance services delivered to group of loan clients for the purpose of
protecting risks of default and the associated debt burdens problems of group borrowers and the
family of a died client.
Money transfer: ACSI is also involved in the business of local money transfer, particularly to
institutions.
Fund management: ACSI serves as local agent of fund management at grassroots level where it has
sub branches, including for pension and social security Authority to disburse pension for retired
government employees. ACSI has a clear organizational advantage, having offices at all woreda
level and even beyond.
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3.6. Targeting principles of the institution

Due to the scarcity of loanable fund and the limited capacity of the institution to meet all demands in
the region, ACSI entertains targeting principles based on area, household and gender priorities.
Area targeting: ACSI, in consultation with woreda and kebele administrations, give priority to
chronic food insecure areas.
Household targeting: Using a combination of poverty assessment at the household level and
targeting methods, ACSI gives priority to those with one or no ox worth, and those who sell their
labour for daily bread in rural and urban areas respectively.
Gender targeting: all economically productive but poor individuals of the region are the main target
groups of the institution especially women clients. Special focus is given to women as they are the
ones who most suffer from all kinds of poverty and deprivation, and at the same time improvement
in women's income can have immediate impact on household poverty and nutrition. Women are
encouraged to start some business activities so as to improve their bargaining power within the
household through enhancing their "breakdown position". ACSI has a target of delivering at least
50% of the credit service to women.
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CHAPTER FOUR
Data analysis and Presentation
For the purpose of detailed analysis of the result obtained breakdowns of the section in to four parts
are made. Part one presented the overall service delivery and related issues of ACSI based on the
data obtained from the survey questionnaires and interview. The outreach performance of the
institution is presented in the second part of this section. In the third part of this section the
researcher presented sustainability performance of ACSI by calculation of ratios that indicates the
productivity, efficiency, profitability, financial and operational self-sufficiency, and loan portfolio
quality. The last part talks about the performance rate of ACSI by MicroRate International Rating
Agency.
4.1. Credit and saving provision methods of the institution (overview)

4.1.1. CREDIT PROVISION
4.1.1.1. Types of loan
The institution provides five types of loan facilities to its customers. These are:
i. Small scale loan: for economically productive poor as initial and working capital.
ii. Agricultural loan: for farmers engaged in agricultural activities. It is given for fertilizer,
improved seed, pests and chemicals needed to increase agricultural productivity.
iii. Package loan: given for food security
iv. Asset loan: for house construction, maintenance and furnishing
v. Micro and small enterprise loan
The institution provided the above types of loan through group collateral and asset collateral lending
system.
Asset collateral system is the provision of loan by holding an asset as a security for the loan amount
taken. ACSI takes houses, car, land and other fixed assets as collateral for loans allowed. Most of the
time asset loans are taken by urban rich customers of the institution.
Group collateral system
Group collateral lending method is the possible way outs for reaching the poorest that lack physical
collateral (Getaneh, 2005). ACSI follows group lending methodology that a group is taken as a
social security to guarantee for a loan in case a member defaults. Each group member guarantees for
the rest of group members. Before lending credit, clients are expected to form groups by themselves
with no external pressure or interventions that break their interest and willingness (ACSI, 2009).
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Group members should have no family ties. It is preferable if members in a group have more or less
similar economic capacity or living status, live in the same area and almost take relatively equal loan
amounts. Group members range from 5 to 7 individuals. While in group formation, the required
trainings on credit and saving management will be given by the institution for 3 to 5 days. They will
also be trained on group formation, group liability, institutional rules and regulations and drafting of
group and centre by laws. The group members will choose their group and center leaders. Group
leaders will work in consultation with other group members and represent their group while dealing
with field officers. The group leaders submit loan applications of members, monitor and follow-up
loans given to members and timely repayments, assist credit and saving officers in saving and
repayment collections. They also serve as a witness in collection of cash whether it has been done
properly (ACSI, 2004). Most of the time group collateral system is used by poor urban and rural
customers of the institution.
4.1.1.2. Loan Eligibility Criteria
In order to provide effective credit the institution has its own selection criteria. Effective and
profitable financial service delivery requires identifying who the potential clients are and
differentiating the market base on credit demand. MFIs know that very poor clients are among the
potential market niches beyond the social perspective (Hulme, 1999). In the case of ACSI the
productive active poor with the demand for such services are the target customers. Hence, as much
as possible, even if it is hard to set clear-cut criteria to identify the poor, the institution has
established some selection criteria. Potential clients are those economically productive urban and
rural poor lacking access to conventional banking services because of lack of collateral provided as a
security for the banks. Loan applicants are expected to be those in need of working capital and able
to utilize the loan in productive ventures. ACSI takes into account age, gender, personal
characteristics, and wealth condition in selecting clients. Some of the criteria used in selecting a
potential client for credit are:
i. Potential clients need to be between 18 to 65 years of age and economically active;
ii. Potential clients must be in the category of the poorest of the poor, owning not more than an ox
or an asset of its equivalent; in other words it should have low annual income (unable to cover
their annual expenditures)
iii. The potential customers need to be credit worthy, with good reputation among the community
that can be confirmed by the local credit and saving committee as well as the staff of ACSI and
not have previous debt from other sources;
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iv. He/she should present a business plan that also confirms the availability of market for the
product/service loan is requested for;

v. Willingness to be a member of credit group and abide by the laws of the group;
vi. He/she must be willing to save some part/percentage of his/her business income at ACSI.
vii. The potential customers should be permanent resident in the community
viii. He/she should be free of any mental illness or other illnesses that prohibits from working, and
ix. He/she should be free from any socially unacceptable behaviors, like theft and drunk. (ACSI.
2009)
As per the information obtained from the institution, by keeping the above criteria, civil servants
with an annual income of not greater than 2,000 birr with a productive household member can be
selected for the loan provision (ACSI, 2009). In addition, more priority is given to women
customers. Targeting women is necessary to impact on poverty because women use their income for
the well-being of the household and empowers women in making economic decisions. The above
customer selection methods of ACSI influence its outreach directly in terms of loan size. For
instance, economic condition is one of the selection methods for selection of clients this have an
impact on the loan size to be approved for that customers.
4.1.1.3. Credit and saving committee
New clients are selected based on community participation. The institution has its own credit and
saving committee at each sub-branch level organized for the purpose of screening viable customers.
This committee has a member of 4 to 5 individuals these are the chairman of the center, credit and
saving officer of the center, public relation officer, and two/one representative member from the
community (one male or/and one female). The committee was also organized at community level
and has contributed in minimizing information asymmetry problems about the creditworthiness of
clients. This helps to reduce risk of non repayment of loans (loan Loss). It is believed that the
committee adequately knows qualified potential clients according to the criteria of the institution.
The committee goes to the borrowers’ resident place in order to collect information about the
potential customer for loan approval by communicating with kebele and wereda administrators. The
information that is collected by the committee includes the health condition, previous credit
information, family status, economic condition of the clients…etc. The committee also assists in
loan monitoring and follow-up as well as putting pressure on timely collection of loans. Much of the
burden on initial client selection rests on the committee. Then the committee recommends the
amount of loan to be allowed for customers for the first loan. Starting from the second loan, credit
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decisions are made by the sub branch office (ACSI, 2009). Acquiring information about potential
clients has a contribution in reducing risk and lowering costs. Collecting information concerning the
characteristics and credit worthiness of borrowers is costly. Well-informed clients about the
performance of the financial institution will also be benefited in making choices among alternative
service providers.
4.1.1.4. Loan appraisal and Disbursement
ACSI advances credit only to income generating activities. No consumption loan is granted. The
institution finances activities like farming, animal fattening, petty trade, agribusiness, handicrafts,
and service businesses. The loan size the clients requested is to be decided considering various
factors. These include the type of activity the client engaged in, borrower’s capacity, rough budget of
expenditures, credit history, institutional capacity and regulations of the supervising agency. As per
the regulation of the NBE the maximum loan to be given to a single borrower is Birr 5,000. “Loans
extended to any one borrower by a licensed institution shall not at any one time exceed Birr Five
Thousand (Birr 5,000.-)” (NBE, directive No. MFI/5, 1996). Through group collateral lending
system the loan size ranges from 300 to 5000 birr and through asset collateral i.e. individual loan the
loan size ranges from 5001 to 3,000,000 birr (ACSI, 2004). Clients should get consent of their group
members to get a loan. The customer should understand and be aware of the credit terms of
repayment period, interest rate, and activity to be financed with the loan.
Before granting the loan all the necessary procedures should be completed like completion of forms
and spouse signature. Getting signature of the spouse is vital in enforcement of repayments, mutual
accountability, and proper credit utilization. Sometimes credit granted without knowledge of the
spouse leads to conflict in the household and even to the extent of divorce.
ACSI follows progressive lending technique in determining loan sizes. New clients are assumed to
have less understanding and awareness about institutional procedures and loan utilization resulting
high credit risk. The loan given in the first round ranges from birr 300 to 3000 in rural areas and
from birr 500 to 5000 in urban areas. The second loan will not be more than twice the first time loan
amount. The third round loan will not be more than 75% of the second loan taken. If the client’s
financial management capacity is improved step by step the fourth loan will be the third loan plus
half of it. The fifth and above round loans will be given up to Birr 5,000 taking into account clients’
business plan (ACSI, 2009). But the maximum limit for each loan doesn’t be exceeded in any level
of the loan.
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4.1.1.5. Mode of repayment of Loans

ACSI commonly follows two types of credit repayment conditions. These are the Installment loan
and Term loan. Loans given to petty trade, handicrafts and service businesses are amortized monthly
over a year with equal installment. This method is highly appreciated and encouraged from
institutional perspective to minimize risk of losses due to default. It is also helpful to the debtor as
the burden of debt amortized step by step.
4.1.2. SAVING PROVISION
The objective of saving is to help the clients gradually build up income so as to improve their asset
position and eventually to enable them to run their business from their own sources. Savings are the
major part of sustainable financial service delivery to the poor. Acceptance of saving deposits may
“represent the more valued financial service in many instances” (Getaneh Gobezie, 2005). ACSI
accepts deposits from loan clients as well as the public including institutions and organizations.
There are two broad categories of saving practiced by the institution. These are compulsory and
voluntary savings.
a. Compulsory Savings
This type of saving is positively imposed upon loan. Every loan client is required to deposit on up-
front savings of at least 5% of the total amount of the credit he/she applied for. After taking credit it
is mandatory to save 1% of the loan taken monthly. The moment he/she has repaid all loan amounts
with the interest, he/she can withdraw the total saving amount. Compulsory savings are tied as a
security till all group members settle their debt. The interest rate for such savings account is 5%
(ACSI, 2009).
b. Voluntary Savings
This type of saving can be practiced by anyone irrespective of the loan. It is further divided into
passbook savings (Private Account, Joint Account and Minors’ Account), fixed time deposits, non-
interest bearing accounts (Government and NGO savings), and “Muday Bank” (Piggy Bank-a small
metallic box by which a client saves money at home). 5-6.25% rate of interest which is capitalized
per month is paid for this type of saving.
The minimum initial deposit to open a passbook saving account is birr 2 which is affordable to the
poor compared to birr 25 required to open saving account in banks like Commercial Bank of
Ethiopia (ACSI, 2004). In addition, ACSI serves a joint account saving in which two or more persons
run the account jointly. Another type of savings product is minor’s saving account offered to
children below 18 years that guarantor or parents open on behalf of them.
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4.2. Socio-economic conditions of the clients of the institution

Under this sub-section the socio-demographic characteristics of the clients including their age, sex,
marital status, family size, educational level and occupation are presented. In addition the clients’
wealth condition in terms of housing and utilities conditions, asset ownership, and income and
expenditures are discussed.
4.2.1. Socio-Demographic Characteristics of Clients
1. Age
60 62.5%
Percent
40
37.5%
20
0
18-35 36-65
Age
Chart 2: Age of respondents
Age is one of the requirements for eligibility to borrowing money from the institution. The
institution has the rule that says “Potential clients need to be between 18 to 65 years of age and
economically active” (ACSI, 2009). As we can observe from the above chart that, 37.5% of the
customers age ranges from 18-35 years and 62.5% were from 36-65 years. This indicates that all
clients of the institution were in the productive age group and economically active.
2. Sex
Chart 3: Sex composition of respondents

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As we can see from the chart above, most of the customers of the institution are female, i.e. 58.3%
are female clients and 41.7% are male clients. This shows that the institution gives priority to woman
for credit to make them free from long history of economic dependency within home and in the
society as a whole. ACSI believed that lending money for women is better than male because
women are less extravagant and more responsible for saving and efficient use of money in the home
than male. Therefore, the institution is in a better position to make women economically
independent.
3. Marital Status and family size
Valid Cumulative
Frequency Percent Percent Percent
Valid Single 60 33.3 33.3 33.3
Married 82 45.8 45.8 79.1
Widowed 24 13.3 13.3 92.4
Divorced 14 7.6 7.6 100.0
Total 180 100.0 100.0
Table 1: Marital status of respondents
From the total respondents 45.8% were married. 33.3%, 13.3% and 7.6% were single, widowed and
divorced clients’ respectively. From this we can say that most of the clients of ACSI are married
households. Some single clients (borrowers) are assumed to be less loyal to the institution in the eyes
of the selection committee because it is suggested that these single borrowers are not voluntary to
repay the money they borrowed as they live dependent upon their family.
In relation with this the average family size of the client was 5.23 where the majority of the sample
respondents have the family size ranges from 3 to 7 members. The average household size as to the
survey conducted in 1999/00 was 4.6 and 4.9 for the Amhara region and at country level in rural
households (BoFED, 2008). However, the clients of ACSI have larger family size compared to the
two averages both at regional and national level. This implies that ACSI clients have large family
members, which may demand policy revision of incorporating family size when selecting clients for
credit provision.
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4. Educational Level
25
23.3%
22.5% ,
20
20.8%
,
Percent
15
15.3%
,
10
10%
8.1%
5
0
Illiterate Basic Education 1-4 Grade 5-8 Grade 9-12 Grade College and
above level
Educational Level
Chart 4: Educational level of respondents
It is known that education is the best instrument for the development of a country. The best way to
solve various problems is educating the productive age group by using not only the formal education
but also by non-formal educations. Regarding the literacy level of the clients of ACSI, as the bar
chart above indicated, 22.5% of them are illiterate who were not able to read and write a single
statement. In addition clients with basic education, 1-4 grade, 5-8 grade, 9-12 grade, and college and
above level accounts 20.8%, 23.3%, 15.3%, 8.1% and 10% respectively. From this we can conclude
that majority of the clients of ACSI are less literate. The main reason for this is most of the clients of
the institution are rural residents and poor in their economic condition.
5. Occupation
Chart 5: occupation or respondents

It is obvious that microfinance institutions are established to provide service to the rural poor who
are unable to get ordinary banking activity because of the access of banks in their nearby areas and
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the requirement of collateral to borrow money. The above chart analysis shows that farming is the
dominant occupation (55%) of the clients of the institution. But farmers are less aware and less
experienced in conducting business and capital (monetary) utilization than the rest customers
engaged in other occupations. Next to farming both daily laborers and service providers who are
using the service of ACSI accounts 10.8% and 10% respectively. The service providers are those
individuals who are owners of small sized cafeteria and individuals who are selling local drinks both
in urban and rural areas of the region. In addition, handicraft, petty trade, civil servant and tailors
clients of the institution accounts 8.3%, 8.3%, 5.1% and 2.5% respectively. From this we can say
that ACSI is reaching the rural and urban poor people of the region who are productive but has less
access to money.
4.2.2. Wealth Condition of clients
To measure the wealth condition of the clients of ACSI the researcher considered the income and
expenditure, asset ownership and the housing and utilities conditions of the clients.
4.2.2.1. Income and Expenditure of the clients
For the majority of the clients of ACSI the major source of income was agriculture that the annual
income comes from farming and related activities (67%). 8.8% and 24.2% of the respondents’
identified that their source of income was from governmental as well as NGO offices and other
sources. The other sources of income of the clients of ACSI are from their own shop (small in size),
support from children, and income from service provision as well as profit from their own activities.
This indicates that majority of the clients of ACSI are engaged in farming activity and take loan to
increase their farming productivity level.
As the data obtained from the questionnaires the majority of respondents’ yearly income ranges from
birr 1,500 to 6,500. The mean income was birr 4,517.34 per year for one household. However, the
mean annual income per household member (per capita income) was birr 863.74 (i.e. 4,517.34/5.23).
This implies that the daily per capita income of the clients of ACSI is birr 2.42. More than 60% of
the clients are those whose per capita income was below 3 birr per day which is below USD $1 per
day (which is equivalent to 17.41birr at the exchange rate during the survey). This tells us that how
much ACSI reached the poorest of poor people both in rural and urban areas.
In relation with the expenditure of the clients food was the major expenditure item of the total
budget (54.7%). Non-food expenditures like expenses for cloths, health care (situational), purchase
of fixed assets, school fee and other expenses account for 45.3% of the mean expenditure. The mean
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yearly expenditure for the sample respondents was Birr 4,286.57 per household. However, the mean
annual expenditure per household member was birr 819.61. The average food expenditure was lower
for ACSI clients compared to the Regional and National level. With no price adjustment, the level
of expenditure used as absolute poverty indexes set at national level by the BoFED was Birr 1,075
for 1999/2000 (BoFED, 2008). This is higher than the average found for ACSI clients in the
survey. Majority of the clients’ per capita expenditure was below the absolute poverty indexes. This
shows that the clients of ACSI are poor.
4.2.2.2. Asset Ownership
The ownership of assets especially rural clients, mainly livestock, before and after joining ACSI has
been assessed. As per the data obtained from the sample responses, the average cattle ownership was
lower for ACSI clients but the ownership increased after joining the institution. The average
ownership of cattle before and after joining ACSI is seen in the following table:
Types of cattle Before Member of ACSI After Member of ACSI
Ox 0.91 1.78
Cow 1.57 1.69
Sheep/goat 7.60 7.68
Donkey 0.27 0.49
Mule/horse 0.12 0.37
NB. All the values on the table are on average.
Table 2: cattle ownership of clients
From the sample respondents 49.7% had none or one ox; 34.2% and 16.1% owned two oxen and
above two oxen respectively. As it was seen in the above table that, the average cattle ownership was
increased after the clients is using the services of ACSI. This indicates that ACSI is helping the rural
poor to have their own cattle for farming activity.
When we see the ownership of land, 98.4% of rural clients of ACSI own land. It was only 1.6% of
clients who did not have land. The average land holding which is their own land was 2.45 hectare
per household. But there are some households who farm lands by lease/rent from other individuals.
Those who practiced farming on rented or leased farmland were only 16.3% with 0.43 hectare on
average. In addition, 54.2% of the respondents of ACSI has radio/tape recorder while the remaining
45.8% did not have.
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In general, as the information obtained from the interview with the officers and the survey of clients,
asset ownership by the clients of the institution is lower but showing as increasing trend from year to
year.
4.2.2.3. Housing and Utilities Conditions of clients
From the total sample 51.3% of clients live in a single house, 33.4% has more than on house and the
remaining 15.3% has no house (living in a rent houses). The quality of the houses is poor because
almost all houses are constructed from mad, wood and grass roofs. 72.5% of the clients of ACSI
have no access to electric supply. As a substitute people mostly used kerosene lamps as a lighting
source in rural areas. Firewood, Dung and Charcoal were the primary source of cooking fuel for
ACSI clients. For more than 70 % of ACSI clients the major sources of drinking water were streams,
rivers, ponds and open access common wells.
From this we can conclude that the majority of the clients of the institution have less access of
facilities. In addition the clients have limited infrastructure facilities like road, school nearby to send
their children and access to market their products.
4.3. Customers’ feedback on service delivery of the institution
In this sub-section the customers’ feedback on loan delivery and utilization, employees’ service
delivery and customer handling (treatment) and customer rating on interest rates has been assessed
and presented.
4.3.1. Loan Delivery and Utilization
No Sources In No In %age
1 Friends and relatives 82 45.49%
2 Local money lenders (usury) 55 31.11%
3 Cooperatives 6 3.33%
4 Credit and saving schemes 5 2.77%
5 Banks 2 1.11%
6 NGOs 3 1.43%
7 Churches/Mosques 3 1.43%
8 No Credit Before 24 13.33%
Total 180 100%
Table 3: Sources of credit before member of ACSI
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As shown on table 3 above, the main sources of credit before the establishment of ACSI were credit
from friends and relatives (45.49%), followed by local money lenders (usuries) (31.11%). The other
sources of credit accounts limited percentage. That is cooperatives, credit and saving schemes,
NGOs, Churches/Mosques and Banks cover 3.33%, 2.77%, 1.43%, 1.43% and 1.11% respectively.
In addition, the clients with no credit experience before ACSI account 13.33%.
Valid Cumulative
Frequency Percent Percent Percent
Valid Less than 1 year 6 3.3 3.3 3.3
1-2 years 44 24.2 24.2 27.5
3-4 years 57 31.7 31.7 59.2
5-7 years 36 20.0 20.0 79.2
Above 7 Years 37 20.8 20.8 100.0
Total 180 100.0 100.0
Table 4: period clients stayed as a member of ACSI
As it is clearly shown in the above table 3.3% clients stayed as a member of ACSI for less than 1
year, 24.2% stayed 1-2 years, 31.7% stayed from 3 to 4 years, 20% stayed for 5 to 7 years and 20.8%
stayed above 7 years as members of ACSI. As we can see the percentage the majority of the clients
are using the services of institution for a long period of time after its establishment. This indicates
that the institution is their first preference for credit as well as saving facilities. 57.5% of the
respondents prefer group collateral lending system and the remaining 42.5% prefers individual
lending by holding their land as collateral.
As per the rule of the institution the loan size through group collateral lending system ranges from
300 to 5000 birr and through asset collateral i.e. individual loan the loan size ranges from 5001 to
3,000,000 birr (NBE, directive No. MFI/5, 1996). As the data obtained from the survey the majority
(93.56%) of the clients take loan which ranges from 750 to 5,000, 6.44% are those borrowers who
borrow up to 200,000 birr from the institution by giving their car and house as a collateral. This
indicates that the institution provides a loan amount as per the need of the clients. The minimum
amount to borrow money from the institution is 300 birr which anyone can borrow easily. As source
indicated as the loan size is becoming lower and lower the institution outreach performance is
increasing (Ledgerwood, 1999). The loan advances were both on term and installment basis. 50% of
the clients prefer installment loan and the remaining half of the clients prefer to take loan in term
basis.
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How long is the credit period?
60
50 54.2%
40
Percent
30
20 25%
10 14.2%
0
6.7%
Less than 1 year 1-2 years 3-5 years Above 5 years
Credit Period
Chart 6: Credit period

As the chart indicated 54.1% of respondents took a loan which have a credit period of 1-2 years.
Credit period less than one year, 3-5 years and above five years cover 25%, 14.2% and 6.7% of the
respondents respectively. This indicates that most of the clients of the institution prefers loan which
is repayable within one to two year periods.
More than half (55%) of the clients took loan for farming and related activities, the remaining 45%
clients took loan for activities other than agriculture such as handicraft, service and purchase of fixed
assets/equipments. As per the rule of the institution no loan is granted for consumption purpose
(ACSI, 2009). It was only 10.8% of respondents who did not utilize the loan amount for the intended
purpose. The main reason that the respondents gave is that the loan size was small to utilize in time
as intended. In relation with this 62.5% the respondents indicated that they took a loan amount which
is less than they requested. Therefore, the loan size was not sufficient for the intended purpose.
Because of this sometimes clients may shift to another purpose when the loan approved is below the
requested amount. It is obvious that, some clients request larger loan amounts beyond their capacity
at their first request. Information from the group members input and the institution’s credit and
saving committee is important in this situation to test the capability, debt paying ability and
discipline of the client before approval of the loan. As it was indicated by the officers and approved
by the clients it took 3-5 days to get credit. But borrowers are expected to repay the amount they
took before the next loan is given (ACSI, 2004). This shows that how the institution is fast in its
client selection and credit approval system. And also 80.8% of the respondents responded that
delivery of credit was timely, but it is late for the remaining 19.2% of the respondents.
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4.3.2. Service delivery and Customers Handling (Treatment) of Employees

Majority (62.9%) of clients learnt about the institution from their friends’ and relatives for the first
time. The remaining 31.6% got the information from clarification given by the employees of ACSI
and 5.5% of the clients are members of the institution as a result of information obtained from
advertisements on public media like radio advertisings. As the above percentage indicated that, the
promotion was limited to the staff and the community networks. This way of promotion is
acceptable as there is high demand for the services and poor communication media in the rural
Amhara Region at the moment.
In addition to the credit and saving service 7.1% of the clients got pension payment services, 5.4%
used local money transfer facility of the institution and 2.6% of the respondents indicated that they
are using micro insurance services provided in addition to the credit and saving services.
Frequency Percent Valid Percent Cumulative Percent

Valid Below 5 km 48 26.7 26.7 26.7
5-10 km 72 40.0 17.5 44.2
11-15 km 32 17.5 40.0 84.2
16-20 km 16 9.1 9.2 93.3
Above 20 km 12 6.7 6.7 100.0
Total 180 100.0 100.0
Table 5: distance of the sub-branches from the client s resident
From the above table analysis we can see that 40% of the clients are expected to travel 5 to 10 km
from their home to the sub-branch offices. Additionally, 26.7%, 17.5%, 9.1% and 6.7% of the clients
are expected to travel below 5 km, 11-15 km, 16-20 km and above 20 km respectively.
This implies that the institution is better in reaching the rural poor by opening sub-branch offices,
which is fair compared to accessibility of other public services and economic infrastructure in the
rural Amhara Region. There are field workers who travel to the home of the poor people for
assessment and follow up. This ease of access to the sub branches reduces transaction costs to the
poor.
Employees’ customer handling and treatment
Percent
Chart 7: Rate of employees customer handling and treatment by clients

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As it is clearly seen from the above chart that 45.8% of the respondents rated employees customer
handling and treatment as very good. The remaining 25%, 23.4%, 2.5% and 3.3% of the respondent
indicated that employees are good, excellent, satisfactory and poor in threatening the clients
respectively. This shows that the employees are committed to their work and have better customer
handling method both in selection of clients as well as provision of services. In relation with this
20.8%, 41.7%, 30%, 4.2% and 3.3% of the respondents rated that the field workers proper and
timely follow-up of credit given is excellent, very good, good, satisfactory and poor. This implies
that the institution gave due consideration to follow the clients to check whether the loan given was
used for the intended purpose or not.
4.3.3. Customers rating on interest rates
The interest rate charged by ACSI on loan is 18% for both installment and term loans which is
somewhat higher than the interest rate of banks (11.5%, CBE). This interest rate percentage is set by
the Board of Directors of the institution as per the rule of the National Bank of Ethiopia. The
interest rate to be charged on loans and advances extended by a micro-financing institution shall be
determined by the Board of Directors of each micro-financing institution (NBE Directive
No.MFI/13, 2002). In addition, the institution opened microbank to provide small banking activities
for the poor. The microbank charges 10-14% rate of interest for its loans (ACSI, 2009). Most of the
clients’ compare the interest rate charged by ACSI with informal lenders especially with local
money lenders (usuries). As per the information obtained from the respondents, usuries lend money
with 20% rate of interest per month. Having these points in mind, the rate of interest on loan seems
fair for the majority (40%), low for 23.3%, high for 22.5%, very high for 10%, and very low for
4.2% of the respondents. From this we can say that the institution charged fair interest rate on loans.
A penalty of 2% is charged on past due balances. The penalty is calculated on the principal amount
past due. If there is no hope of securing a repayment of a loan after all efforts has been made, the
group members of the individual are responsible and the credit will be written-off once, the case is
taken to court and the client’s inability is decided by jurisdiction (ACSI, 2009).
When we see the interest rate paid for saving, it is 5% for compulsory saving and 5-6.25% for
voluntary savings which are compounded monthly (ACSI, 2009). Out of the total 180 sample
respondents for 27.5%, 25.8%, 22.5% 12.5% and 11.7% of the respondents the rate of interest paid
for both compulsory as well as voluntary saving is high, fair, low, very low and very high
respectively. The institution pays better interest for compulsory saving as compared with banks (i.e.
5% per annum). This indicates that it gives more emphasis for voluntary saving than compulsory
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saving. It initiates voluntary savers by paying more interest for them. As per the majority of the
respondents indicated (i.e. 75.8%) the institution pays better interest for the amount of money saved.
But there is withdrawal limitation imposed on compulsory saving. the rule of the institution says
Compulsory saving account holders have no right to withdraw the amount on their saving account
until the moment they has repaid all of debts they taken. Because compulsory saving account serves
as a guarantee for the institution in addition to group collateral. (ACSI, 2004) In general, the
clients rated the overall service delivery of the institution as shown in the chart below.
Chart 8: Rate of overall service delivery of the institution by clients

As we can easily observe from the above chart more than half of the respondents (50.8%) rated the
institution overall service delivery as excellent and the remaining 30%, 12.5%, 5.8% and 0.9% rated
it as very good, good, satisfactory and poor in its service delivery. From the analysis we can say that,
even if there are some areas that need improvement, the institution got acceptance from the public in
its efficiency and effectiveness in service delivery and customer handling.
4.4. Training and development in the institution
The institution have formal training program for both employees and customers in different time. If
the employee is a newly hired employee in the office he/she must take the training like how to
perform the activities he/she is assigned for, credit and saving related issues, psychological training
how to handle customers, and the rule and regulations of the institution. In addition to this if the
new employee is hired as a field worker he/she must take additional training such as how to form
groups and assessment of client’s socio-economic conditions. For the remaining employees the
institution provides continuous training as per the requirement to improve employees’ productivity
level more and more. In addition, the institution pays half of college payment for its employees for
further education and development. But the courses that the employee learns should be directly
related with the job he/she assigned for and its importance must be approved by the manager of the
sub-branch office. The institution also gives training for its customers in the area of credit and
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saving. In addition, the training was on introducing the institution, its services and products, group
and centre formation, duties and responsibilities as a group member, importance of savings, and
others. The training smoothes the information gap between clients and the institution. These training
also give the clients to be active in the service provision activity of the institution.
4.5. Credit and saving outreach of ACSI
Indicators/years 2005 2006 2007 2008 2009
Credit Outreach
No. of sub-branches
189 197 196 206 198
(Offices)
Total Number of Staff 1,915 2,065 2,363 2,590 2,732
No. of Active borrowers 434,814 536,804 597,723 710,576 679,518
% Percent of women
38.58% 49.98% 51.21% 59.81% 63.52%
borrowers
Loan portfolio, gross in
446.97 687.38 1,016.33 1,548.90 1,656.86
million
Average loan balance per
1,027.96 1,280.52 1,700.35 2,179.78 2,438.29
borrower
Savings Outreach
Voluntary deposits in
144.37 219.18 348.26 218.64 678.50
million
Compulsory deposits in
95.03 146.59 217.25 346.02 309.60
million
Total Deposit in million 239.41 365.77 565.52 829.51 988.10
Number of depositors 496,535 622,079 709,553 1,085,780 1,432,623
Average deposit balance
482 588 797 764 690
per depositor
Deposit to Loan Ratio 53.56% 53.21% 55.64% 53.56% 59.64%
TotalNo.of active clients 1,157,89
768,834 971,020 1,435,067 2,607,134
1
% of Kebeles in the 2358 2627 2783 2862 2953
(78.9%) (83.6%) (86%) (88.7%)
Region covered (70.85%)
Source: Financial and Performance Data for ACSI (2005-2009) and ACSI (2005-2009)
Table 6: Credit and saving outreach of ACSI
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As of the end of 2009, shown on Table 7, ACSI has given an employment opportunity for more than
2,700 staffs in 198 offices. It has been able to cover 2953 kebeles of the region, which is 88.7% of
the whole region. The number of active borrowers and depositors of ACSI increased from 434,814
to 679,518 and 496,535 to 1,432,623 respectively and organized in 123,767 groups and 6,547
centers. The number of savers increased more than twice. In addition percentage of women
borrowers has shown an increase from 38.58% (2005) to 63.52% (2009). This indicates that poor
female group of people are the major target of the institution. Since its establishment, there is an
increase both in terms of loan portfolio and average loan balance from year to year. Loan portfolio
has increased from Birr 446,970,605 in 2005 to 1,656,863,562 in 2009 (270.69% increase). In
addition, the average loan balance per borrowers also increased from birr 1,027.96 in 2005 to birr
2,438.29 in 2009 (137.2% increase). This indicates that the depth and breadth of outreach of the
institution is good.
ACSI has mobilized net savings of birr 988,108,227 in 2009 compared to 239,410,575 in 2005
(312.73% growth) both in voluntary and compulsory savings. This increase in saving mobilization
helps the institution to finance its loan portfolio from saving and being sustainable enough. In fact,
this shows an encouraging achievement on savings mobilization as well as a need to do more so as to
cover all loan funds from savings. The deposit to loan ratio also increased from 53.56% in 2005 to
59.64% in 2009. This indicates that more than half of the institution’s loan portfolio comes from
deposited money. Hence, the growth of loan portfolio was higher than the increase in savings which
needs more effort to increase saving from public to support the loan portfolio.
The average loan and savings balances were birr 2,702 and 1,206 for Africa and birr 1,540 and 1,082
for East African firms respectively (Lafourcade et al., 2005). ACSI had the average loan and deposit
balances of birr 2,438.29 and birr 690 respectively in 2009. From this we can say that when
compared with other African MFIs, the Average loan balance per borrower and average deposit
balance per depositor of ACSI was the lower in amounts.
4.6. Sustainability performance of the Institution
Now a days, ensuring sustainability to continue as a going concern in the financial market is a hard
obstacle to the microfinance industry. In this sub-section the researcher examined the institution’s
sustainability position by giving a great emphasis on its operational and financial self-sufficiency
ratios. In addition, productivity, efficiency, profitability, financing and portfolio quality performance
of the institution are covered in this sub section.
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Operational and Financial self-sufficiency of ACSI

Operational self-sufficiency refers to the firm’s ability to generate sufficient revenue from operations
to cover all direct costs (i.e., operating expenses, financing costs, and loan losses). Being unable to
reach operational self-sufficiency results in erosion of the net worth of a company over time and
waiting for donor funds to keep on operating. Financial self- sufficiency measures the firm’s ability
to generate revenue sufficient to cover both direct (operating, financing, and loan losses) and indirect
(cost of capital) expenses of doing business. Measure of financial self- sufficiency below 100%
indicates dependency on donor funds or subsidies (Ledgerwood, 1999). Both the operational and
financial self-sufficiency ratio of ACSI is shown in the chart below.
Source: Financial and Performance Data for ACSI (2005-2009)

Chart 9: operational and financial self-sufficiency of ACSI
As shown on chart, ACSI is going up both in operational and financial sustainability since 2005. So
we can say that since 2005, ACSI has started obtaining operational income adequate to cover its
operating costs. The financial self-sufficiency ratio shows an increasing trend from 115.35% to
164.39%. In all the five operating years, ACSI’s financial self-sufficiency is above 100%, this
demonstrated that ACSI was financially self-sufficient. From the above analysis we can say that the
institution covered not only direct costs (operating costs, loan losses, and interest on savings and
bank loans) but also indirect cost like cost of capital on loans and on allowance and absorbed
inflation impacts on its financial assets.
To sum up, on average ACSI is operationally and financially self-sufficient at around 211.16% and
144.58% respectively over the five year period. This indicates that the institution has the ability to
stand in its leg without donors fund or the institution’s subsidy dependent is lower. Even the general
manager of the branch office said that if we get donation from abroad it helps us, but if not we will
cover our costs from our own operational income sources like saving and profit.
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4.6.1. Productivity and Efficiency

Measuring the productivity and efficiency is helpful to assess the capability of MFIs to generate
revenue and resource use ability to wealth maximization. ‘Provision of financial services and
products at the minimum cost possible’ is the proverb of efficient service delivery (Befekadu, 2007).
The productivity ratio in the case of MFIs focuses on the capacity of staffs and loan officers to serve
as many clients as possible. The efficiency ratios measure the operational costs of service delivery.
Operating efficiency ratio measures the ratio or percentage of operating and personnel expenses
relative to loan portfolio (Bamlaku, 2006). The lower operating expense ratio indicates the lower
expense relative to portfolio outstanding. Usually costs of credit disbursement are higher than costs
of accepting saving deposits. The efficiency ratios include operating costs ratio, cost per unit of
currency lent, and cost per borrowers. As a base, operating cost ratios of 13% to 21% is a good
indicator for successful MFIs (Ledgerwood, 1999).
Indicators 2005 2006 2007 2008 2009

Borrowers per Staff 227 260 253 274 249
Borrowers per loan officers 360 370 386 412 385
Depositors per staff member 259 301 300 419 524
Operating expense/ loan portfolio 6.15% 4.94% 4.58% 5.55% 3.92%
Personnel expense/ loan portfolio 4.40% 3.39% 3.10% 2.75% 2.70%
Cost per borrower Br. 59 Br. 58 Br. 69 Br. 109 Br. 91
Personnel allocation ratio 63.08% 70.22% 65.59% 66.64% 64.53%
Operating Cost Ratio 6% 7.1% 6.01% 4.2% 4%
Cost per Unit of Currency Lent 0.05 0.06 0.05 0.03 0.04
Table 7: Productivity and efficiency of ACSI
From the above table we can identify that number of active borrowers per staff shows an increasing
trend from 227 in 2005 to 249 in 2009. In addition the number of depositors per staff members
increased from 259 to 524 from the year 2005 to 2009 (i.e. 102.3% increase). This indicates that the
people habit towards saving is increasing and the institution ability in saving also increasing from
year to year. Based on best practice for MFIs worldwide, average number of clients per loan officer
ranges from 300 to 500 whatever the type of lending methodology employed. African and East
African firms have been able to serve only 143 per staff and 132 borrowers per credit officer
(Lafourcade et al., 2005). But ACSI has been able to serve 249 per staff and 385 per loan officers.
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The personnel allocation ratio of ACSI was 64.53% in 2009 which means the institution human
resource allocation is good. This indicates that the instruction is, by far, the most productive in terms
of its human resources compared to African and East African firms. Hence, it is possible to say that
ACSI is more efficient than other African MFIs in the industry. The cost per birr lent was five cents
in 2005 coming down to four cents in 2009. The average cost per borrower for African and East
African MFIs is Birr 634 and Birr 510 respectively (Lafourcade et al., 2005). For ACSI the cost per
borrower is below Birr 100 except 2008 (109), this indicate that the institution is effective in
management of operating costs. But the cost per borrower increased because of huge increase in the
number of borrower is shown from year to year. The operating cost ratio has reduced from 6% in
2005 to 4% in 2009. The decrease in both operation expense per loan portfolio (6.15% to 3.92%) and
personnel expense per loan portfolio (4.40% to 2.70%) from the year 2005 to 2009 indicates that the
institution is in a good position to control its operating as well as personnel expenses in comparison
with the amount of loan portfolio changes. The increase in efficiency greatly contributes to
profitability and then to sustainability. Additionally clients are benefited whenever there is reduction
in cost of service delivery if the institution is to set a limit on its target level of financial self-
sufficiency and willing to transfer part of its gain to clients.
To sum up, there is an increase in productivity and efficiency of employees accompanied by

reduction in costs of disbursing loans which is favorable to institutional sustainability. ACSI is
much-admired for its reliance on internally mobilized savings to finance its portfolio and efficient
service delivery at the lowest cost possible compared to others in the industry. It achieved good
efficiency and effectiveness with low risk having better future prospects (MicroRate, 2005).
4.6.2. Profitability
Profitability indicators measure financial performance of a firm over a period of time. It is useful for
both internal management and external stakeholders to assess profitability of the business. To show
the profitability of the institution ROA, ROE, yield on portfolio, and profit margin ratios are used.
Return on assets (ROA) measures the average net income earned on a single currency owned and
indicates the kind of return the assets are generating. High return implies good utilization of assets.
Return of Equity (ROE) refers to the maximum return available to shareholders. The ROE gives the
rate of return earned on net worth or equity invested. Higher return implies happy shareholders or
owners. Yield on Portfolio measures the percentage of net income earned for every birr in portfolio.
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Yield measures ultimate profitability. The higher the ratio, the more profitable each currency lent
(Ledgerwood, 1999).
Most of the time the highest income source for MFIs is their portfolio where as the major source of
expenses are operating expenses. ACSI earns financial revenues from loans and other financial
services in the form of interest income, penalties, payments from local money transfer service,
commissions, and other sources like investment income. In addition the institution’s financial
activities also incur costs of doing business such as operating expenses, financing charges, and loan
losses due to default etc. Profitable institutions generate greater revenue that exceeds total expenses.
The profitability measures of ACSI are shown in the following table:
Indicators 2005 2006 2007 2008 2009 Mean
ROA 6.49% 7.94% 8.09% 9.06% 9.61% 7.7%
ROE 19.75% 25.63% 28.78% 36.45% 27.64% 27.65%
Yield on gross portfolio
17.81% 17.94% 17.91% 18.95% 17.94% 18.11%
(nominal)
Net Profit in million 40 61.7 89.4 140.7 152
Profit margin 49.99% 55.34% 55.83% 57.98% 59.02% 54.03%
Interest Income/Total
87.7% 91.66% 94.7% 93.23% 91.83% 91.82%
Income
Donation/Total Income 8.06% 4.44% 2.34% 8.45% 0
Operating Expense to Total
68.52% 61.04% 57.18% 48.54% 43.54% 55.76%
Expense
Sources: Financial and Performance Data for ACSI (2005-2009) and ACSI (2005-2009)
Table 8: Profitability measures of ACSI
As it was presented on table 9, on average more than 90% of the total income of ACSI was derived
from interest earned on loan portfolio. From 2005 to 2009, ACSI has been earning increasing net
profits from birr 40,041,184(2005) to birr 152,019,746 in 2009 (279.66% increase within five years).
In addition, the profit margin of the institution shows an increasing trend from 2005(49.99%) to
2009(59.02%). Out of the total expenses of the institution operating expenses cover 68.52% in 2005
but shows a decreasing trend in the remaining years to 61.04%, 57.18%, 48.54% and 43.54% from
2006 to 2009 respectively. From this we can say that the institution cost control method shows
improvement from year to year, and this helps the institution to secure its sustainability without
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donors support by increasing its profitability. In addition, we can see that the contribution of
donations to the total income of ACSI showed a decreasing trend i.e. 8.06% in 2005 to 0% in 2009.
In the same table above, ACSI experienced a higher percentage of ROA. A birr in assets earned 6.49
cents in 2005 and increased to 9.61 cents in 2009. In addition, a birr invested in equity has generated
19.75 cents in 2005. From 2006 to 2008 the institution ability to earn by investing was around
26cents, 29cents and 36cents respectively. But in 2009 it was declined to 28cents.
When we see the yield on portfolio, it shows an increasing trend from 2005(17.81%) to
2009(17.94%). But there are ups and downs in the mid years. This indicates that a birr lent earned
an interest income of around 17.81 to 17.94.
In general, the average ROA, ROE and yield on portfolio over the five year were 7.70%, 27.65% and
18.11% respectively. Therefore, ACSI is more profitable institution. These results are attributed to
higher efficiency and best portfolio quality.
4.6.3. Financing or Capital Structure
The sources of funding for ACSI are shareholders equity, retained earnings, donated equity,
commercial borrowings, subsidized liabilities, and savings. As indicated on Table 11, ACSI funds
26.26 % of its assets with equity in 2009. Savings are the main source of liabilities. Deposits account
for 59.64% of total liabilities.
Indicators 2005 2006 2007 2008 2009
Equity/asset ratio 32.36% 29.98% 26.90% 23.53% 26.26%
Debt to equity ratio 2.09 2.34 2.72 3.25 2.81
Deposits to loans 53.56% 53.21% 55.64% 53.56% 59.64%
Deposits to total assets 40.42% 43.42% 44.33% 42.14% 42.26%
Gross loan portfolio to total assets
75.46% 81.60% 79.68% 78.68% 79.87%
Table 9: financing/capital structure indicators of ACSI
There was a decrease in the share of equity from total assets in 2009 compared to 2005. The highest
equity-to-asset ratio was 32.36% in 2005 due to higher donated equity. Having higher equity to asset
ratio shows increase in stability of the institution (Ledgerwood, 1999). The debt-to-equity or
leverage ratio of the institution is 2.09 and 2.81 in 2005 and 2009 respectively. This means the total
debt of the company is two times of its equity. There is an increase in gross loan portfolio to total
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assets ratio from year to year. It was 75.46% (2005) of total assets in loan portfolio that increased to
79.87% in 2009. This shows there is effective utilization of assets in the institution to generate
interest income. On the other hand deposits finance more than 40% total assets for the five years.
The share of deposits in financing the loan was increasing from 53.56% (2005) to 59.64% (2009).
This indicates that more than 50% of the portfolio is financed through deposits mobilized. African
MFIs fund only 25% of assets with equity which implies that they are highly leveraged compared to
ACSI (26.26%) in 2009. deposits account for 72% of loans for African firms but only 59.64% in the
case of ACSI (Lafourcade et al., 2005).
4.6.4. Portfolio Quality
The major productive asset of ACSI is its loan portfolio. Thus, portfolio quality refers to the health
of this productive asset and the risks attached to it. The portfolio quality is detrimental to the
institutions current performance as well as future prospect in generating higher revenue and better
outreach to the poor. Repayment rates, arrears rate, loan loss, and portfolio at risk ratios are
indicators used to assess the portfolio quality (Ledgerwood, 1999).
Portfolio at risk (PAR) is a better indicator or measure of risk associated with the portfolio and it
includes any remaining balance of loans infected with arrears including the arrears balance itself. In
other terms, the calculation takes into account outstanding balance of loan amounts that have past
due amounts. The PAR helps to see the real picture of the risk of delinquency particularly in credit
terms with small loan payments over a long credit period. Loan losses are part of the costs of doing
business. It measures the amount of loans written-off or cancelled from accounting records as
uncollectible during a given accounting period when the loans do have little hope of collection in the
future.
Portfolio quality of ACSI was, in the words of MicroRate, “Excellent” and “one of the best
MicroRate has seen in Africa” (Microrate, 2007). However, the credit terms that were mostly term
loans have contributed to such outstanding performance when repayments were to be made once.
Indicators 2005 2006 2007 2008 2009 Mean
Repayment Rates 99.19% 99.26% 99.35% 99.2% 99.6% 99.12%
Arrears Rate 0.81 0.74 0.65 0.80 0.4 0.77
Portfolio at Risk > 30 Days Ratio* 1.90% 1.55% 1.27% 1.35% 3.80% 1.97%
Loan Loss Ratio 0.35 1.3 0.65 0.51 0.32 0.63
Sources: *PAR ratios are taken from MicroRate (2007), Financial and Performance Data for ACSI
(2005-2009): Table 10: portfolio indicators of ACSI
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Portfolio quality of ACSI based on its PAR ratio was 1.97% on average. It is the best as compared
to the global average, African and East African PAR values of 5.2%, 4%, and 4.8% respectively as
of 2005 (Lafourcade et al., 2005). As a general indicator, loan losses of above 2% annually show a
negligence problem (Ledgerwood, 1999). The loan loss of ACSI have become reduced which shows
the reduction in non-performing loans. i.e. from 0.35 (2005) to 0.32(2009). From 2005 to 2009 ACSI
has been able to maintain an excellent repayment rate at an average of 99.12%. The arrears rate was
below 1% of its loan portfolio. This indicates that the institution has a smaller risk of loan not to be
collected in the future. Such outstanding performance is hard to achieve even in conventional banks
backed by huge collaterals having a few credit clients but a bulk of credit balances. This effective
performance of ACSI might be attached by proper client selection, follow-up and monitoring both
by the staff and credit and saving committee, credit discipline and profitability of clients.
4.7. Trade-off between outreach and sustainability
After investigating outreach and sustainability of ACSI let’s see how these two schemes extract each
other. As different scholars identified, Sustainability and outreach are two long term goals that
microfinance institutions eventually strive to achieve (Ledgerwood, 1999). There are arguments that
there is a trade-off between reaching the poor and becoming profitable rationalizing that high
number of clients (breadth of outreach) with small loans will lead to high cost of lending, thereby,
lead to reduction in profit. There is, however, a creative tension between these two imperatives. On
the one hand, if “increasing outreach” is taken to mean “more clients from a similar demographic”,
then “outreach” and “sustainability” are effectively identical terms. On the other hand, if “increasing
outreach” is taken to mean “targeting hard-to-reach clients” such as people living in remote areas,
then “outreach” and “sustainability” are effectively competing terms. Reaching clients in remote
areas is relatively expensive, which makes the microfinance program less efficient and therefore less
sustainable. Regarding this issues, ACSI have been achieved both outreach and sustainability
simultaneously. The institution reaches/and reaching the poorest of poor people and as the same
times its financial as well as operational self-sufficiency increases from year to year. The following
table explains the correlation between outreach and sustainability of ACSI.
To show these achievements of ACSI, let’s see the following relationship between number of active
clients (breadth of outreach) and net profit (indicator of sustainability) as follows:
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Correlations
Number of active clients Net profit
Number of Pearson Correlation (r) 1 .926
active clients Sig. (2-tailed) .085
N** 5 5
Net profit Pearson Correlation(r) .926 1
Sig. (2-tailed) .085
N** 5 5
**Number of years (2005-2009)
Table 11: Correlation analysis of number of active clients and net profit of ACSI (2005-2009)
Correlation measures the degree to which two sets of data are related. Higher correlation value
indicates stronger relationship between both sets of data. When the correlation is 1 or -1, a perfectly
linear positive or negative relationship exists; when the correlation is 0, there is no relationship
between the two sets of data (Bowen & Starr, 1982).
As can be observed from the above table, it is noted that number of active client (i.e outreach
indicator) is positively and strongly correlated (r = 0. 926) with net profit (i.e. sustainability
indicator). Therefore, it is possible to be profitable while serving/reaching large number of clients.
Even if it is a great challenge to build MFIs that reach the poorest of the poor and at the same time
achieve institutional sustainability with operational and/or financial self-sufficiency, ACSI achieved
it well. The main reason for its achievement both in outreach and sustainability are proper
management, good client selection and follow-up, better strategies of reaching the poor while
keeping the profitability of the institution, high but accepted interest rate charged on loans etc.
4.8. Performance rate of ACSI by MicroRate International Rating Agency
ACSI has been rated two times by MicroRate in 2005 and 2007 and ranked as “ ”by MicroRate
standards. This gave ACSI a label stated as a microfinance institution “striving to balance a clear and
rational relationship among the social, financial, and operational considerations of sound
microfinance practice as compared to an international set of similar companies and emerging
standards of the microfinance industry”. As per the rating agency stands for institutions with
good efficiency and effectiveness, low risk and good future prospects (Microrate 2005 & 2007).
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CHAPTER FIVE
Summary, Conclusions and Recommendations
5.1. Summary of findings:
This study initially aimed to assess outreach performance, customers feedback about services
provided, socio-economic conditions of the customers, and sustainability of ACSI in terms of
operational self-sufficiency, financial self-sufficiency, productivity and efficiency, profitability,
financing and portfolio quality. These objectives were accomplished in line with the research
hypotheses stated. The researcher summarized the main point of the study findings as follows:
• All clients of ACSI are in a productive age group that ranges from 18 to 65 years and economically
active.
• Most of the clients of ACSI are married with an average family size of 5.23. However, the clients
of ACSI have larger family size compared to the two averages both at regional and national
level. This may demand policy revision of incorporating family size when selecting clients for
credit provision.
• Because of lack of availability of facilities nearby places of the clients of ACSI, majority of them
are less literate, has no access to electricity, no safe drink water supply, lack of access to market
their products and has poor housing quality. Most of them (55%) are engaged in farming activity
with small land and lower asset ownership. Therefore, ACSI helps poor farmers who are engaged in
farming and related activity and give loan to increase their farming productivity level.
• Almost all of the clients’ per capita income as well as expenditure were below the absolute
poverty indexes. These socio-economic conditions of the clients indicate that the majority of the
clients of the institution are poor in every aspect.
• The major sources of credit for the clients of the institution before its intervention were informal
money lenders which are friends/relatives and usuries that impose higher interest rate. 72.5% of
the clients are using the services of the institution for a long period of time after its establishment
(above 3 years). Sub branch offices were nearly located to rural villages compared to accessibility
of other public services and economic infrastructure in the rural Amhara Region. (i.e. within 5 to
10 km range). In addition, there are field workers who travel to the home of poor people for
assessment and follow-up. This ease of access to the sub-branches reduces transaction costs to
the poor.
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• Most of the clients of the institution prefers loan which is repayable within one to two year
periods in group collateral lending system. The maximum number of individuals included in a
group is five to seven which is manageable. The credit and saving committee of the institution is
responsible for approval of list of the group members, approval of loan amount for each
individual and proper follow up in coordination with field workers.
• The loan size rages from 300 to 5,000 to group collateral lending system and 5,001 to 3 million
for asset loans. 62.5% of the clients of the institution got loan which is lower than they requested.
Therefore, the amount of loan is not sufficient for the intended purpose. This results in a shift in
the purpose of loan by clients in the middle and decrease the effectiveness of the loan takers.
Most of loans were for agricultural projects on term basis. As per the rule of the institution no loan
is granted for consumption purpose. The interest rate on loan was 18% for group collateral loan
system and 10-14% for microbank loans of the institution. And the rate is fair for the majority of the
clients. In addition, the institution pays 5% and 5-6.25% rate of interest both for compulsory and
voluntary savings respectively, and compounded monthly.
• Only 15.1% of the clients are using other services of ACSI other than credit and saving facilities. The
institution provision of different types of services (the scope of outreach) is good but needs
improvement in new product development. The respondents indicated that ACSI has better customer
handling method both in selection of clients as well as provision of services. Both the employees’
customer handling (treatment) and field workers proper follow-up are rated as very good by the
majority of the clients.
• Products and services promotion was highly dependent on community networks and staff efforts
which were acceptable compared to the high demand for financial services and poor communication
media in the rural areas.
• The institution have formal training program for both employees and customers in different time.
Almost all the trainings for customers are on credit and saving services issues of the institution which
took 10 days on average.
• ACSI has given an employment opportunity to 2,732 staffs in 198 offices. It has been able to
cover 2953 kebeles of the region, which is 88.7% of the whole region in 2009. In addition it
serves more than 2.6 million clients. More than 1.6 billion birr has been disbursed with increase
in average loan size. The expansion was not only in loan portfolio but also go along with aggressive
saving mobilization as a permanent source of loanable fund. ACSI financed more than half of its
portfolio from savings.
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• Since 2005 ACSI has started obtaining operational income adequate to cover its operating costs.
On average ACSI is operationally and financially self-sufficient at around 211.16%% and
144.58% respectively over the five year period. ACSI was among a few MFIs which were able to
achieve the highest efficiency at the lowest cost per borrower. ACSI operated at the lowest operating
expense ratio compared to other African firms in the industry. Such lowest operational costs did
contribute to the attainment of operational and financial self-sufficiencies.
• Productivity per staff and per credit officer has grown over the years. There was also an increasing
trend on portfolio. The operating cost per birr lent was as low as four cents in 2009. ACSI was the
most productive in its human resource and operates at the lowest cost per borrower compared to
other African and East African MFIs. Both number of active borrowers and depositors per staff
shows an increasing trend from 2005 to 2009.
• There is an increase in productivity and efficiency of employees accompanied by reduction in
costs of disbursing loans which is favorable to institutional sustainability. ACSI is much-admired
for its reliance on internally mobilized savings to finance its portfolio and efficient service
delivery at the lowest cost possible compared to others in the industry.
• The major source of income for ACSI was interest income. Operating expenses of the institution
decreased from 68.52% in 2005 to 43.54% in 2009. From the study we can see that the
contribution of donations to the total income of ACSI showed a decreasing trend i.e. 8.06% in
2005 to 0% in 2009. The average ROA, ROE and yield on portfolio over the five year were
7.70%, 27.65% and 18.11% respectively.
• The sources of funding for ACSI are shareholders equity, retained earnings, donated equity,
commercial borrowings, subsidized liabilities, and savings. ACSI funds 26.26 % of assets with
equity. Savings are the main source of liabilities. Deposits account for 60% of total liabilities.
The average Debt-to-Equity ratio was 2.64.
• There is an increase in gross loan portfolio to total assets ratio from year to year. The share of
deposits in financing the total loan portfolio was increasing.
• ACSI has a high portfolio quality. PAR as an excellent measure of portfolio quality indicated that it
was at its best compared to the global average. The loan loss have become reduced which shows
the reduction in non-performing loans. From 2005 to 2009 ACSI has been able to maintain an
excellent repayment rate at an average of 99.12%. The arrears rate was below 2% of the industry
average. In general, the study also identified no evidence of trade-off between outreach and
sustainability, rather positive correlation was observed between them.
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5.2. Conclusions
Based on the objectives and hypothesis of the study the researcher concluded the study as follows:
• The institution gives priority to woman for credit to make them free from long history of
economic dependency with in home and in the society as a whole. ACSI believed that lending
money for women is better than male because women are less extravagant and more responsible
for saving and efficient use of money in the home than male. Therefore, the institution is in a
better position to make women economically independent. These issues have a direct impact on
the outreach performance of the institution.
• The institution has its own loan eligibility criteria to select among client for loan. As per
hypothesis two, those customer selection methods influence outreach directly in determining the
loan size, and approach of the poor.
• The institution is in a better position of depth and breadth of outreach to the poorest of poor rural
and urban people in providing financial support and increase productivity level in the region and
it is the first preference for credit as well as saving services for clients. Because the products of
the institution are not much expensive to the customers.
• As a result of smaller amount of loan given for the borrowers, there is a shift in the purpose of
loan by clients in the middle and decrease the effectiveness of the loan takers.
• There is higher portfolio concentration on a single sector, which is vulnerable to natural disasters and
calamities.
• From the outreach aspect, the institution outreach has shown increment over the five years of the
study with different rates of growth. It is also identified that ACSI reach the very poor, disadvantaged
groups and woman clients in rural as well as urban areas.
• The institution has the ability to stand on its own leg without donors fund or the institution’s
subsidy dependent is lower. Therefore, as a supportive of hypothesis one, operational and
financial self-sufficiency are positively related with sustainability of financial institutions in the
long-run. It achieved good efficiency and effectiveness with low risk having better future
prospects that indicates better length of outreach.
• The institution cost control method shows improvement from year to year, and this helps it to be
sustainability without donors support by increasing its profitability. In addition, Cost of outreach
is low for the institution.
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• As per hypothesis three, the institution has a better efficiency and profitability level that helps it
to secure its going concern. Therefore, profitability is helpful to secure sustainability in MFI.
• From sustainability angle, it is founded that ACSI is financially self-sufficient enough and its
dependency on donors support was decreased from year to year. In addition, there is low risk of loan
not to be collected in the future.
• Lastly, based on the experience of ACSI, institutional sustainability could be achieved while reaching
the poorest sections of the society, that means both outreach and sustainability can be achieved
simultaneously that supports hypothesis four of this study.
5.3. Recommendations:
In accordance with the result of the study the following recommendations are forwarded:
The loan size needs to be revised taking into consideration the purchasing power of birr at the
current market prices of inputs to clients’ businesses. In addition, family size and clients needs with
the purpose of the loan should be considered to increase the outreach level.
The researcher recommend the institution to develop new loan products like educational loan (for
those who send their children to school), housing improvement and expansion (in group collateral
lending form) and emergency loans to fit the interest of the clients. In addition, the institution should
also give especial attention to increase provision of other services like local money transfer, fund
administration and micro insurance services.
Group based lending helps MFIs serve those who are so poor that they could not provide sufficient
collateral for the loan they took. Therefore, improving group lending mechanism benefits both the
institution as well as the clients.
Improve voluntary saving from the general public targeting people in urban areas with regular
income and social institutions like “Idir and “Equb to make their deposits with ACSI. Saving is a
suitable source of funds for loans and helps to be sustainable in the future. The institution should
make every effort at its level to cover much of the loan fund from saving collected. ACSI should
invest in other income generating areas to cover its expenses other than subsidy dependents. This
helps the institution to strength its financial position and being sustainable in the future.
Lastly, to increase the achievement level both sustainability and outreach the institution should
increase its revenue from operations and reduce its operating, financing and loan loss expenses.
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References
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XXXVII (December 1999), pp. 1569 1614.
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International NGO Journal Vol. 4 (5), pp. 287-298, May, 2009. Retrieved from
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Financial Sustainability, Outreach, and Impact. Food Policy Statement, Number 40,
Washington, D.C, USA.
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Benefits of Microfinance, Washington University
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Democratic Republic of Ethiopia, 15th year no.33, 12th May, 2009, Addis Ababa
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INSTITUTIONS: ETHIOPIA Microreport #58, EciAfrica Consulting (PTY) LTD and
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• Professor Dr. Friederike Welter (July 2010). Sustainable microfinance: The balance between
financial sustainability and social responsibility, Jönköping Univerisity, France
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Bangladesh, Journal of International Development, Vol. 14 no. 3 (April 2002), The Ohio State
University
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Microfinance Institutions: is there a trade-off? University of Groningen, Netherlands.
• Sergio Navajas, Mark Schreiner, Richard L. Meyer, Claudio Gonzalez-Vega and Jorge
Rodriguez-Meza (2000). Microcredit and the Poorest of the Poor: Theory and Evidence from
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• Shantana R. Halder and Paul Mosley (2004). Working With the Ultra-Poor: Learning from Brac
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• Steven B. Caudill, Daniel M. Gropper and Valentina Hartarska (2009). Which Microfinance
Institutions Are Becoming More Cost Effective with Time? Evidence from a Mixture Model.
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• Stuart Mathison (2005). Increasing the Outreach and Sustainability of Microfinance through ICT
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A/ Summary of Financial Data, Inflation and Foreign Exchange Rates
Years
Balance Sheet
Accounts(in Birr) 2005 2006 2007 2008 2009
Total Assets 592,355,831 842,352,083 1,275,580,864 1,968,580,729 2,338,007,891
Loans 440,874,511 678,612,799 1,005,737,236 1,532,965,509 1,623,746,224
Net Worth 191,680,862 252,575,810 343,075,671 463,223,358 613,915,246
Total Liabilities 400,674,970 589,776,273 932,505,193 1,505,357,371 1,724,092,645
Savings 239,410,575 365,778,158 565,522,434 829,515,783 988,108,227
Income Statement Accounts(in Birr)
Interest Income 65,008,732 98,684,346 149,285,407 238,509,360 269,368,812
Total Income 74,125,560 107,667,549 157,653,968 247,364,759 293,340,588
Interest Expense 9,411,654 14,836,907 26,552,568 49,388,603 62,448,705
Loan Loss Provision 1,318,785 3,065,691 2,681,162 5,521,367 19,126,527
Operating Expense 23,353,937 28,046,757 39,029,658 51,788,895 62,904,867
Total Expenses 34,084,376 45,949,356 68,263,388 106,698,866 144,480,098
Net profit 40,041,184 61,718,194 89,390,580 140,665,893 152,019,746
Donations 5,973, 687 4,781,376 3,672,309 2,162,048 0
Inflation, Lending Interest and Foreign Exchange Rates
Inflation Rate 10.2 15.8 25.3 36.4 2.8
Foreign Exchange Rate(
per USD) 8.71 8.89 9.84 10.33 13.67
Sources: ACSI (2005-2009) and National Bank of Ethiopia

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B. Formulas used by the institution to calculate performance ratios
No. Indicators Formula

1 Repayment Rate Amount Received/ Amount Due
2 Average loan balance per borrower Gross Loan Portfolio / Number of Active Borrowers
3 Average deposit balance per depositor
Deposits / Number of Depositors
4 Deposit to Loan Ratio Deposits / Gross Loan Portfolio
5 Operational self-sufficiency Financial Revenue
(Financial Expense + Net Impairment Loss +
Operating Expense)
6 Financially self-sufficient Operating Income
(Operating Expenses + Financing Costs Provision
for Loan Losses + Cost of Capital)
7 Borrowers per Staff Number of Active Borrowers / Number of Personnel
8 Borrowers per loan officers Number of Active Borrowers / Number of Loan
Officers
9 Depositors per staff member Number of Depositors / Number of Personnel
10 Operating expense/ loan portfolio Operating Expense / Average Gross Loan Portfolio
11 Personnel expense/ loan portfolio Personnel Expense / Average Gross Loan Portfolio
12 Cost per borrower Operating Expense / Average Number of Active
Borrowers
13 Personnel allocation ratio Number of Loan Officers / Number of Personnel
14 Operating Cost Ratio Operating Costs
Average Portfolio Outstanding
15 Cost per Unit of Currency Lent Operating Costs for the Period
Total Amount Disbursed in the Period
16 ROA (Net Operating Income - Taxes)
Average Total Assets
17 ROE (Net Operating Income - Taxes)
Average Total Equity
18 Yield on gross portfolio Financial Revenue from Loan Portfolio / Average
Gross Loan Portfolio
19 Profit margin Net Operating Income / Financial Revenue
20 Equity/asset ratio Total Equity / Total Assets
21 Debt to equity ratio Total Liabilities / Total Equity
22 Arrears Rate Amount in Arrears
Portfolio Outstanding
or
1-Repayment Rate
23 Portfolio at Risk > 30 Days Ratio (Outstanding balance, portfolio overdue > 30 Days +
renegotiated portfolio) / Gross Loan Portfolio
24 Loan Loss Ratio Amount Written-off in the Period
Average Portfolio Outstanding for the Period
Sources: Financial and Performance Data ACSI (2005-2009) and ACSI (2005-2009)
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C. Survey Questionnaires
Addis Ababa University
School of Business and Public Administration
MBA Program
Questionnaire to be completed by selected customers of the sample sub branches
Dear Respondents:
This questionnaire aims at evaluating the Outreach and Sustainability of the Amhara Credit and
Saving Institution (ACSI). It is intended for academic purpose only for preparation of a thesis.
Your first hand information has a paramount value for me and your answers are fully confidential and
create no harm to you. Put “X” for your answers on the space provided.
Thanks for your cooperation in advance.
Fekadu Yehuwalashet
Region 3 Zone_________________ Woreda___________ Name of the sub-branch__________
I. Socio-demographic characteristics of customers
1. Age
Below 18 years 36-65 years
18-35 years Above 65 years
2. Sex Male Female
3. Marital Status
Single widowed
Married Divorced
4. Occupation
Farmer Handicraft
Civil Servant Petty Trade
Daily Labourer Service Provider
Tailor if other, specify______________________
If service provider is the answer for #4, what kind of service is that?______________
5. Educational Level
Illiterate 5-8 grade
Basic Education 9-12 grade
1-4 grade college and above level
6. How many family members do you have? ______________________
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II. Wealth Condition

1. What is/are your source of income?
Farming Salary
If other, specify_____________________
2. How much is your monthly income? ________________
3. How much is your monthly expenditure for?
Food ____________________
Heath ____________________
Clothing (yearly) ___________________________
Fixed Assets ______________________________
Education (school fee) ________________________
4. What type of house do you have? _____________
5. Do you have Electricity supply? Yes No
6. What is/are your primary cooking fuel source?
Firewood Charcoal Dung
Kerosene/Gas Electricity if other, Specify______________
7. What is your source of drinking water? ______________________
8. Do you have radio/tape recorder? Yes No
9. Have you experienced going work with no food in a month’s time?
Yes No
If Yes, what is the reason? ______________________________________
Additional questions only for rural respondents
10. How many cattle do you have?
Before joining ACSI After joining ACSI
Ox __________ ___________
Cow __________ ___________
Sheep/goat __________ ___________
Donkey __________ ___________
Mule/horse __________ ___________
11. Land ownership in hectares
Owned: Agricultural land _______________ Non-agricultural land ____________
Leased/rented: Agricultural land ____________ Non-agricultural land ____________
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III. Credit
1. Where did you get credit before becoming a member of ACSI?
Friends and relatives Cooperatives
Local money lenders (usury) Credit and saving schemes
Banks NGOs
Churches/mosques Others sources ______________________
2. For how long have you been a member of ACSI?
Less than 1 year 3-4 years
1-2 years 5-7 years Above 7 years
3. For this year how much loan (money) you have borrowed from ACSI including any
outstanding balance owed currently? _____________birr.
4. For what purpose have you taken the loan?
Consumption Agriculture Animal fattening
Petty trade Handicraft Purchase of fixed assets/equipments
Purchase of oxen Bee keeping
Service Others (specify) ____________________________
5. Did you get the loan amount as you requested?
Reduced As requested Larger
6. Did you use the loan entirely for the intended purpose (as stated on the loan application)?
Yes No
If No, why? ___________________________________________
And, how did you spend the remaining amount? _______________________________
7. How long is the credit period?
Less than 1 year 1-2 years 3-5 years above 5 years
8. Is the loan you take Term loan or Installment basis?
Installment Loan Term Loan
9. Does the loan reach you when you need it? Yes No
If No, what kind of problem you encountered? _______________________________
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IV. Service Delivery

1. How do you learn about ACSI?
From friends and relatives From advertisements on TV, radio, and newspapers
From information given by the employees of ACSI
If other, specify _________________________________________
2. What service you use in ACSI?
Saving Micro insurance Fund administration (Pension)
Credit Local many transfer if other, Specify _____________
3. What type of lending you prefer? Individual Group
4. How long it takes to get a loan? ___________________?
5. How far is the sub-branch office from your village?
Below 5 km 5-10 km 11-15 km 16-20 km above 20 km
6. How do you rate employees’ customer handling and treatment?
Poor satisfactory Good Very Good Excellent
7. Do the field workers select the customers for loan properly? Yes No
If No, what problem did u observed? __________________________________
8. How do you rate field workers proper and timely follow-up of credit given?
Poor Satisfactory Good Very Good Excellent
9. Do you get training form the institution? Yes No
If Yes, what kind of training is that?
Credit and saving Literacy/Educational
Marketing Health Related If other, specify______________
10. How long is the training time on average? ______________
11. When frequent you held meetings?
Per week per 15 days per month More than a month
12. How do you rate the interest rate on loan?
Very high High Fair Low Very low
What for saving?
Very high High Fair Low Very low
13. How do you rate the overall service delivery of the institution?
Poor Satisfactory Good Very Good Excellent
14. What improvement do you suggest for ACSI? _________________________________
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D. Translated questionnaires (Amharic Version)
3 --------- --------- --------------------

III.
1.
18 36-65
19-35 65
2.
3.
4.
______________
? ______________________________________________
5.
1-4 9-12
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5-8
6. ? ______________________
IV.
1. ?
__________
2. ? ________________
3. ?
_________________ ____________________
/ / ____________ _________________
____________ _________________
4. ? _____________
5. ?
6. ?
______________
7. ? ______________________
8. ?
9. ?
? _______________________________
10. ?
__________ ___________
__________ ___________
__________ ___________
__________ ___________
__________ ___________
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11.
: ___________ _________
: ____________ __________
III.
1. ?
___________
2. ?
1 1-2 3-4 5-7
3. ( ) ? -------------------
4. ?
__________
5. ?
6. ?(
)?
?
__________________________.
? _______________________________
7. ?
1 1-2 3-5 5
8. ?
9. ?
?
________________________
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V.
1. ?
/ /
_________________
2. / / ?
________________________
3. ?
4. / / ? ________________
5. ?
5 11-15 20
5-10 16-20
6. ?
7. ?
?
________________________________
8.
?
9. ?
?
____________________
10. ? ______________
11. ?
15
12. ?
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13. ?
14. — ?____________________________
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E. Interview Questions
Interview questions for managers of the institution
The Interviewee:
Qualification/Work experience
Role/position in the institution
General questions
• Total number of employees and their qualifications
• What are the services provided by the branch?
• Does your institution give training for the employees as well as for customers? In which area
do you give training? What is the average training time?
1. Questions related to institutional and financial Sustainability
• What is/are the sources of funding for operation?
• Do you have capable staff that can carry out all the functions within the organization?
• Are you efficient enough to cover your expenses from your own income?
• Do you have any difficulties you are facing when providing credit?
• Do you think that you will sustain your existence without subsidy (donors’ fund)?
• How do you rate the profitability trend of the institution for the past 5 years?
2. Questions related to outreach
• Total number of customers’ male female
Saving/depositors _________ __________
Credit/borrowers _________ __________
• How is the client dispersion in the area (per kilometer)?
• Do you think ACSI reached the poorest of the poor people in the region especially in more
remote areas?
• Do you have reached your outreach targets in terms of number of customers?
3. Questions related to customers’ assessment
• Who are your target customers? For which group do you give priority?
• What criteria do you use in selecting potential customers?
• Which lending system most of the customers prefer?
• For what purpose most of your customers took a loan?
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4. Questions related to loans and saving

• How much is the maximum loan size allowed for a single borrower at one time?
• Has the size of the loan increased/decreased as compared with the past years?
• What is the frequency of loans obtained by a borrower on average?
• How much is the loan-period? (Minimum and maximum)
• What is the amount of loan repayment periods (i.e. the installment period)?
• Do you have credit and saving committee? What are the duties of the committee?
• Did the loan takers pay the loan at the right time? If not what measures do you take?
• Do you feel that there is any potential for local savings?
• What type of saving does the institution provides for its customers?
• How much is the interest rate for saving and credit? What do you think as compared with
banks interest rate?

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OUTREACH SERVICES AND SUSTAINABILITY: THE CASE OF

ADDIS ABABA UNIVERSITY

OUTREACH SERVICES AND SUSTAINABILITY: THE CASE OF

A THESIS SUBMITTED TO THE SCHOOL OF GRADUATE STUDIES OF ADDIS ABABA

ADDIS ABABA UNIVERSITY

OUTREACH SERVICES AND SUSTAINABILITY: THE CASE OF

Approved by board of examiners:

___________________________ ______________ _________________

Advisor Signature Date

___________________________ ______________ _________________

ADDIS ABABA UNIVERSITY

Table of Contents Page No

CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION

List of Tables Page No.

List of Charts Page No.

1.2. Statement of the Problem

Objectives of the Study

• To assess the socio-economic conditions of the customers of the institution.

1.4. Significance of the study

1.5. Scope and Limitations of the study

For this study the researcher encountered the following limitations:

1.6.2. Methods of Data Collection

1.6.3. Method of Sampling and Sample Size Determination

1.6.4. Data Analysis and Presentation

1.7. Organization of the study

1.8. Definition of terms

2.9. The Schools of Thought on Microfinance Service Delivery

2.10. Outreach in Microfinance

Dependence on subsidies might change incentive structure of the microfinance institutions by

3.1. Historical Background

3.2. Vision, Mission and Objectives

• Impact objective: Significantly to increase client's income and asset position.

Managing Director MicroBank Service

Audit Service Administrative

Planning and Promotion and

Finance Credit Savings

Chart 1: Organizational structure of ACSI

3.5. Products and Services of ACSI

3.6. Targeting principles of the institution

4.1. Credit and saving provision methods of the institution (overview)

product/service loan is requested for;

vii. The potential customers should be permanent resident in the community

4.1.1.5. Mode of repayment of Loans

4.2. Socio-economic conditions of the clients of the institution

Chart 3: Sex composition of respondents

Chart 5: occupation or respondents

How long is the credit period?

Chart 6: Credit period

4.3.2. Service delivery and Customers Handling (Treatment) of Employees

Frequency Percent Valid Percent Cumulative Percent

Chart 7: Rate of employees customer handling and treatment by clients

Chart 8: Rate of overall service delivery of the institution by clients

Operational and Financial self-sufficiency of ACSI

Source: Financial and Performance Data for ACSI (2005-2009)

4.6.1. Productivity and Efficiency

Indicators 2005 2006 2007 2008 2009

To sum up, there is an increase in productivity and efficiency of employees accompanied by

• Letenah Ejigu (2009). Performance analysis of sample microfinance institutions of Ethiopia,

A/ Summary of Financial Data, Inflation and Foreign Exchange Rates

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