Asociación Cooperación para el Desarrollo Rural de Occidente

Gross Loan Portfolio USD, 2010: 3.9 million

Number of active borrowers 2010: 1,596

Average loan balance per borrower USD, 2010: 2,457.9

Deposits USD, 2010: 46,339.0

Assets USD, 2010: 4.8 million

Number of depositors 2010: 141

Mission:

Impulsamos y acompañamos el desarrollo integral de las comunidades rurales basados en el modelo de la participaciòn total de la comunidad, de forma equitativa, incluyente y sostenible, tomando en cuenta valores y principios de la cultura propia e incorporando elementos de otras culturas, para ... Read more

Background and Main Challenges:

1. Impulsar el desarrollo integral y el mejoramineto de las condiciones de vida de la poblacion guatemalteca principalmente del Departamento de Totonicapàn en base al establecimiento y funcionamiento de proyectos, sistemas de servicio, programas e instituciones que mejoren su capacidad ... Read more

Address:

Cantón Chuicruz Paraje Tierra Blanca

Totonicapán

Departamento de Toto

08001

Guatemala

Phone:

(502)7766-2175

Fax:

(502)7766-3175

Email:

reficom [at] cdro [dot] org

Website:

www.cdro.org

Main Funding Sources:

Grants

Loans

Savings

Shareholder Capital

Products and Services:

Loans

Voluntary Savings

Products:

Individual, Solidarity Group, and Village Bank loans. Savings.

Services Provided:

Business Development Services

Health

Education

Other

% Operations Comprised by MF:

91 - 100

Date established:

Jan 1 1986

FYE:

31-Dec

Current Legal Status:

NGO

Regulated:

Social Performance Profile


+ Mission specifics
+ Target markets (ranked by importance)
Clients living in rural areas	1
Women	2
Adolescents and youth (below 18)	3
Clients living in urban areas	4
+ Development goals (ranked by importance)
Poverty reduction	1
Increased access to financial services	2
Growth of existing businesses	2
Development of start-up enterprises	3
Gender equality and women's empowerment	4
Water and sanitation	5
Housing	5
Health improvement	5
Improvement of adult education	5
Employment generation	5
Youth opportunities	5
Children's schooling	5
+ Poverty targets
Poor clients
Low income clients
+ Governance
Has trained members of its board on social performance management
+ Range of products and services
+ Financial products and services offered
+ Credit products offered
Microcredit loans for microenterprises
Microcredit for household needs/consumption
SME loans
Loans for agriculture
Loans for education
Housing loans
+ Savings products offered
Voluntary savings accounts
+ Compulsory insurance products required
+ Voluntary insurance products offered
Voluntary life insurance
+ Other financial products and services offered
Debit/credit card
Remittances services
+ Non-financial services offered
+ Enterprise services offered
+ Education services offered
Financial literacy education
+ Health services offered
Basic medical services
+ Women's empowerment services offered
Leadership training for women
Women's rights education/gender issues training
+ Products and services targeting the poor
Products and services specifically designed to target the poor:	Vivienda progresiva hasta un máximo de Q. 36,000 y micro seguros con un costo mensual de Q. 5
+ Social responsibility to clients
+ Client protection principles in use
The loan approval process requires evaluation of borrower repayment capacity and loan affordability. Loan approval does not rely solely on guarantees (whether peer guarantees, co-signers or collateral) as a substitute for good capacity analysis.
Internal audits check household debt exposure, lending practices that violate procedures including unauthorized re-financing, multiple borrowers or co-signers per household, and other practices that could increase indebtedness.
Productivity targets and incentive systems value portfolio quality at least as highly as other factors, such as disbursement or customer growth. Growth is rewarded only if portfolio quality is high.
Prices, terms and conditions of all financial products are fully disclosed to the customer prior to sale, including interest charges, insurance premiums, minimum balances, all fees, penalties, linked products, third party fees, and whether these can change over time.
Staff is trained to communicate effectively with all customers, ensuring that they understand the product, the terms of the contract, their rights and obligations. Communications techniques address literacy limitations (e.g. reading contracts out loud, materials in local languages).
Acceptable and unacceptable debt collection practices are clearly spelled out in a code of ethics, book of staff rules or debt collection manual.
A mechanism to handle customer complaints is in place, has dedicated staff resources, and is actively used. (Suggestion boxes alone are generally not considered adequate.)
Customers know how their information will be used. Staff explains how data will be used and seeks permission for use.
+ Cost of services to clients
Declining balance interest method
+ Social responsibility to staff
+ Human resources
Transparency on salary (a clear salary scale based upon market salaries)
Protection at work (safety, anti-harassment)
Equality (anti-discrimination, equal pay for men and women with equivalent skill levels)
+ Basis of staff incentives related to social performance
Ability to attract new clients from target market
Outreach to remote/rural communities
Portfolio quality
+ Social responsibility to the environment
This institution raises clients' awareness about environmental impacts
This institution trains/educates clients regarding environmental improvements
This institution includes specific clauses in its loan contracts to mitigate specific environmental risks
This institution identifies enterprises with environmental risk
+ Poverty measurement tools in use
Grameen Progress out of Poverty Index (PPI)