Regional Mentoring

 

An additional area of focus for Exchange is strengthening local and regional providers of technical services in Africa and Asia. Regional mentoring promotes sustainable technical assistance services for investees and other financial institutions on a more cost-effective basis. SCE focuses on piloting different capacity building methodologies and sharing lessons on how to deliver capacity building and business services effectively to financial institutions serving poor and underserved entrepreneurs. Skill building is accomplished through Exchange consultant-led training workshops, job shadowing opportunities, and other methods of knowledge transfer specifically designed for employees of the institution or regional consultants.
 
For information on previous Capacity Building projects, please view individual investee pages.

 

Explore Capacity Building

 

 

 

Featured Regional Consultant 

Name: Nandan S Bisht

 
Country that you call home: India

 
How long have you been a consultant? 6 Years

 
What are your key areas of expertise?
Following areas of work with emphasis on Microfinance Institutions

 
  • Designing Financial Policies & Procedures,
  • Designing Financial Reporting and monitoring tools,
  • Designing Internal Audit Tools & Manual
  • Designing Internal Controls System in MFI's / NGOÕs
  • Designing and Instituting Budgetary Process
  • Process Mapping / Improvement
  • Risk Management
  • Training to MFI's Senior and Middle management on above mentioned subjects.

 
What is the most recent (or current) project you have worked on for SCE?

  • BSFL in India for Strengthening Internal Control and Internal Audit
  • CEB In Cambodia for Financial Strengthening and Internal Audit Systems.

 
What was the goal(s) of the consulting work you were helping to implement?

  • To strengthen and improve Internal Control and Internal Audit Systems (both in BSFL In India and CEB in Cambodia)
  • To improve financial reporting, financial systems, and staff training on newly created systems, and to cope with changes in MIS systems.

 
What were the key successes from the overall project? If current, name 3 areas of progress that you have seen during the project.

  • Eastablishing a system for timely and reliable reporting of financial information across organization with added emphasis on timely verifiability of financial information from branches and within Head office (CEB)
  • Decentralization of finance function-branch as profitability center with significant training to branch and head office staff to be able to move from centralized data process to decentralized finance function (CEB)
  • A trained Internal Audit team with audit tools/ procedures and detail guiding manual ( both BSFL & CEB)

 
If there is any additional information that you believe would be a good highlight, please share it with us.
"Consulting in Asia has different dynamics, solutions delivery need to cut across many regional, interpersonal and social dynamics"

  • In both the organizations a significant amount of energy and efforts were put to train people and support implementation of solutions.
  • A comprehensive approach of solution delivery and implantation that required working at all level of management
    • Senior Management; to build support and help conceptualize the solution practically
    • Middle management; to create capacity for solution implementation
    • Executive level; to create capacity for day to day execution and remove practical problems to make solution sustainability