Branch Manager Agora Microfinance Zambia

Agora Microfinance Zambia Limited (AMZ) is a financial institution licensed by the Central Bank. Its mission is “To contribute to the economic well-being of the poor through effective provision of appropriate financial services”.

The Company currently operates in 26 branches that are spread across the 10 provinces of Zambia and has a support office (Head Office) in Lusaka.

The Branch Manager (BM) manages, monitors and supervises all aspects of Branch Operations focusing in three main areas:

• Supervising and supporting Branch staff in all transactions, client relations and efficient use of resources (including assets),
• Ensuring that AMZ policies and procedures are fully complied with and
• Implementing the Operations Plan and the corresponding activity planning
• Minimum Qualification: Diploma in Business, Finance, Economics or related field

Requirements

Core competencies required for the position

• Analytical skills and problem solving by focusing on analysis and trends.
• Ability to manage resources efficiently (human resources as well as physical assets)
• Responsibility for compliance with policies and procedures, ability to comply himself/herself as well as to enforce it in other staff members in order to achieve increased efficiency
• At least two years of management experience, preferably in microfinance, development, banking or related field
• Good leadership, communication, supervision, training/coaching skills,
• Good written and spoken English and good computing skills
• Good understanding of the microfinance industry at the local level is an advantage.

Major Accountabilities:

Overall management of branch operations and problem solving as required. This includes, but is not limited to:

1. Developing and Implementation / Execution of Operations Plans and Compliance with Operations Policy

1.1. Developing of branch operations plans. This includes operations targets and resource allocation.

1.2. Implementation of the Operations Plan on the revenue side, making sure growth takes place according to projections (or exceeding them)

1.3. Implementation of the Operations Plan of the cost side, making sure the budget is complied with/followed and that cost reduction-strategies are applied

1.4. Monitoring and guaranteeing that all branch staff fully comply with AMZ policies (Finance, IT, HR) in general and particularly with Operations Policies procedures

2. Planning and Forecasting

2.1. Enforcing effective distribution of operating areas in order to guarantee efficiency and appropriate workloads for AM and COs

2.2. Weekly accurate forecasting of collections, pipeline of maturing VBs, arrears forecasting, disbursements (top-ups, repeat VBs, new VBs) and corresponding cash planning at branch level

2.3. Coordination of the activity planner at branch level, assessing efficient caseloads/workloads for BM/AM/COs and ensuring that all necessary activities are covered within the weekly plans.

2.4. Identifying geographic areas for growth and areas where improvements in cost/efficiency are possible in the short or medium term

3. Monitoring and Supervision (Branch, VB and Client level)

3.1. Monitor actual activity for COs, AMs and his/her own on daily and weekly basis and its deviation against the activity planner.  BMs may also have direct monitoring duties on a maximum of 3 COs per branch (as per AM job description)

3.2. Cash flow revisions as part of the Cash flow Committee, to be able to assess quality of new portfolio and performance of COs and AMs (weekly)

3.3. Arrears management: daily late repayment and arrears reports review, assessment and weekly planning of arrears collection to guarantee efficient use of resources with AMs

3.4. Regular client monitoring in the field (covering 5 VBs with at least 5 clients per VB per month), following-up on complaints

3.5. Attending VB Meetings (last collection meeting, a share of the VB testing before disbursements, a share of disbursements at VB level, and other surprise visits to VBs)

3.6. Stage 2: Cashflow Analysis. Complete a Cashflow Verification form for a minimum of 2 clients per loan officer per month

3.7. Stage 3: Loan Application. Complete a VB testing Form for 2 VB’s per AM on a monthly basis

3.8. Stage 4: Disbursement. Complete a disbursement checklist for 2 VB’s per AM

3.9. Stage 5: Monitoring. The BM completes the Field Visit Template Form and submits to the OM on a weekly basis. The BM checks that all AM’s have filed the reports in their internal control folder

4. Asset Management and Financial and Admin Management of the Branch

4.1. Oversight, repairs, maintenance, inventory checks of all assets required to perform duties (motorbikes, computers, Musoni, etc)

4.2. Daily finance/admin management: Musoni transfers, petty Cash/Cheque and payment approval, cashier activity prioritisation/coordination, filling supervision

4.3. Periodic finance management (e.g. next month’s branch purchases requisition, etc)

5. Human Resource management

5.1. Periodic performance appraisals for all staff members, incentive appraisal, recruitment of new staff,

5.2. Documenting lateness and leave (sick leave, other leave, etc)

5.3. Managing leave at the branch level (through weekly planners) to guarantee that eventualities are planned well in advance and do not negatively affect work quality and work volume,

5.4. Maintaining open communication channels with all branch staff and acting upon complains as/when necessary.

6. Communications and Coaching

6.1. Monthly, weekly and daily morning briefings with all staff, COs, AMs (as appropriate) – including sharing with COs and AMs the analysis of the monthly portfolio performance with COs and AMs

6.2. Weekly training / communicating with AMs and COs the latest changes in policies, updating forms/formats, showing how to run electronic uploads etc. as well as train/advise/mentor staff to implement these compliance changes in their work routine

6.3. Encourage team building, efficiency and motivation among staff

6.4. Support that AMs decisions are based on honest fact-finding, analysis of trends and reflexion from previous experience/performance.

7. Head Office Reporting

7.1. Portfolio Performance Report (weekly and monthly), including trend analysis assessment

7.2. Daily arrears and cashier report

7.3. All documents required for Cash Collateral Administration by the RM or the Bad Debt Committee or for timely write-off of deceased clients

7.4. Any other report, analysis of documentation as required by RM

7.5. Reporting to IT manager any issue that affects accuracy and timeliness in sending or producing reports

7.6. Reporting to HR any issue that affects or can affect staff in the branch

8. Representing AMZ at the branch level,

8.1. Managing information queries, sharing with parties as appropriate, keeping good relations and regularly visiting government departments, courts, other national or local institutions in the district as needed.

8.2. Keeping informed and complying with external/governmental policies and regulations

9. Any other tasks are requested by the Regional Manager or any Senior Manager

These include, but are not limited to:

1. Formulation and   Implementation / Execution of Operations Plans and Compliance with Operations Policy

1.1. Implementation of the Operations Plan targets, making sure growth takes place according to projections (or exceeding them)

1.2. Implementation of the cost reduction-strategies designed by BMs to manage the branch budget

1.3. Checking, reviewing, Monitoring and guaranteeing that COs fully comply with AMZ policies (Finance, IT, HR) in general and particularly with Operations Policies procedures.

1.4. Conduct call back of transactions on a daily basis to ensure accuracy and completeness of transactions.

2. Planning and Forecasting

2.1 Enforcing effective distribution of operating areas in order to guarantee efficiency and appropriate workloads for COs

2.2 Weekly accurate forecasting of collections, pipeline of maturing loans, arrears forecasting, disbursements (top-ups, repeat loans, new loans) and corresponding cash planning at branch level

2.3  Planning VB activities, creating repayment schedules and coordinating activity planner at branch level, assessing efficient caseloads/workloads for COs and ensuring that all necessary activities are covered within the weekly plans.

2.4 Identifying geographic areas for growth and areas where improvements in cost/efficiency are possible in the short or medium term (with BM/CO/alone)

3. CO Monitoring and Supervision (Branch, VB and Client level)

3.1. Monitor actual activity for COs on daily and weekly basis and assess deviation against the activity planner

3.2. Arrears management: daily late repayment and arrears reports review, assessment and weekly planning of arrears collection to guarantee efficient use of resources with AMs

3.3. Regular client monitoring in the field (covering 3 VBs with at least 5 clients per VB per week), following-up on complaints

3.4. Attending VB Meetings (including, a share of the VB testing before disbursements, a share of cash disbursements at VB level, and other surprise visits to AMZ clients)

3.5. The AM should monitor Group Formation by: Checking photocopy of the NRC for all new VB’s against the registration forms for ALL the CO under his/her care.

3.6. Do a Cashflow Verification for a minimum of 1 member per group BEFORE the CREDIT COMMITTEE sits to evaluate the new clients

3.7. The AM should monitor Loan Application by checking that the loan information entered by the Cashier in Open CBS is correct.

3.8. The AM should monitor 2 Collection meetings per client officer on a monthly basis

4. Asset Management and Financial Management of the Branch

4.1. Oversight on of all assets required to perform duties (such as motorbikes, tablets, computers, open cbs, etc)

4.2. Daily finance/admin management such as preparation of money for disbursements, cash reconciliations and filling supervision

4.3. Loan validation in Open cbs of the amount, term, type (info already entered by Cashiers after VB testing)

4.4. Any other finance management as required by BM

5. Human Resource management

5.1. Documenting lateness, absences or leave (sick or other leave)

5.2. Reviewing weekly planners for those COs taking leave in advance of their holiday in order to guarantee that eventualities are planned well in advance and do not negatively affect work quality and work volume,

5.3. Forward or acting upon complains from COs as/when necessary.

6. Communications and Coaching

6.1. Daily morning briefings with COs to discuss activities planned (as part to all staff meeting or independent meetings, as appropriate)

6.2. Daily afternoon briefings with COs to discuss deviations between actual events and planned activities regarding collections, disbursements, arrears, monitoring, etc.

6.3. Weekly discussions with COs to discuss deviations between actual events and planned activities regarding portfolio performance (collections, disbursements, arrears, cashflow reviews, monitoring, etc.)

6.4. Support COs in client trainings, making sure they know the methodology of the loan product they are getting. On-going guidance/on-the-job training and mentoring COs in problem-solving and in complying with the latest changes in policies and procedures.

6.5. Discussing with each COs the work implications of BM’s analysis of the monthly portfolio performance.

6.6. Maintain good relationships within the team and with all players in the working area (local authorities, government institutions, other MFIs/NGOs, clients and communities).

7. Branch Manager Reporting

7.1. Portfolio Performance Report (weekly and monthly)

7.2. Late repayment (daily) and arrears report (daily or weekly)

7.3. Collaborating with BM in rolling-out the collection and disbursement pipeline in the branch

7.4. AM Weekly Monitoring Reports and highlight to BM those cases in high-risk from COs Weekly Monitoring

7.5. All document required for timely write-off of deceased clients

7.6. Reporting to BM any issues that affects or can affect the branch (e.g. staff, IT issues) so that BM to contact the head of the corresponding department.

7.7. Any other report, analysis of documentation as required by BM

Any other tasks are requested by the Branch Manager