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This paper is concerned with the requirements of microfinance organisations (MFOs) that seek both to reduce poverty and to become increasingly financially self-reliant. They need information on their impact in order to improve the services they offer. But impact assessment (IA) work has generally been carried out primarily to comply with the accountability requirements of their financial sponsors. This Note advocates re-orienting IA towards the MFO’s own strategic decision processes, and integrating it more closely with internal monitoring.

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