In December 2006, ARDCI's financial performance was so dire, it was at the brink of collapse. In the same year, it has realized its fourth consecutive year of net losses. The morale of the staff is low and everyone was watching ARDCI that was once the envy of a lot of MFIs in the Philippines.
The Agricultural and Rural Development for Catanduanes, Inc. operates microfinance in four prvinces in Bicol, one of the poorest regions in the Philippines. In 2007, it forged partnership with SEDPI to turn around its ailing performance. SEDPI provided Technical and Mentoring Assistance to ARDCI in January 2007.
After braving inevitable change in the organization, ARDCI is now enjoying the fruits of its labor. The table below shows the drastic improvement in its performance.
Financial Performance |
Dec 2006 |
Dec 2007 |
Nov 2008 |
Standard |
Portfolio at Risk |
27% |
4% |
2% |
<5% |
Adequacy of Loan Loss Prov. |
41% |
100% |
100% |
100% |
Administrative Efficiency |
38% |
43% |
41% |
<20% |
Operational Efficiency |
47% |
47% |
45% |
<30% |
Operational Self Sufficiency |
98% |
101% |
123% |
>120% |
Loan Officer Productivity |
280 |
204 |
276 |
>300 |
Financial Self Sufficiency |
92% |
96% |
111% |
>100% |
Return on Assets |
-1% |
0% |
7% |
> Inf |
Return on Equity |
-1% |
1% |
16% |
>T-Bill |
PESO Rating |
46 |
53 |
86 |
85 |
Overall, the organization has experienced outstanding improvement in operations as evidenced by a number of milestones. These milestones are: (1) drastic improvement of the portfolio at risk ratio while maintaining the original value of loans outstanding; (2) increase in collection efficiency as shown in the increase in revenues; (3) decrease in operating expenses mainly due to the decrease in personnel costs in spite of introducing staff incentive schemes; and finally (4) breaking the trend of four consecutive years of net losses.
These improvements have not gone unnoticed. Donors and funders who deserted ARDCI in its turbulent times and ceased release of funds have now returned to support ARDCI’s financial needs. More importantly, other organizations are starting to look up to ARDCI as a model in transforming and improving microfinance operations.
All these were made possible due to the dedication and efforts made by management under the leadership of Mr. Danilo Tiburcio and his able support and operations team led by Ms. Alma Villanueva and Ms. Belen Teves. Without them, the achievements of ARDCI would have not been possible. Mr. Tiburcio’s management team led ARDCI in (1) installing information system that provides accurate and timely information crucial to decision making; (2) improved financial products; (3) rallied the staff to perform better; (4) arrested delinquency and installed policies, systems and procedures to prevent the recurrence of delinquency; (5) improved communication channels within the organization among others; and (6) tightened internal controls and internal audit. |
