Social performance management is commonly defined as "the effective translation of an institution's social goals into practice in line with accepted social values". This definition emphasizes that when implementing social assessment, it is necessary to look at the entire process, which must be anchored to the institution's mission, and systematically leads to changes in all aspects of the organization's day to day work, ultimately lifting its clients out of poverty. This process starts with the institution's mission, strategic objectives and social goals. The second step includes the assessment of whether the institution's internal systems and activities are appropriate and aligned with the achievement of its declared social objectives. The third step is about achieved outcome; are the clients improving their economic and social performance? The final step in the process is related to the impact-establishing causality between the program's participation and improvement in the client's condition. The process, indeed, has to be iterative. Information about the achieved outcome has to be used for decision making at all levels and functions within the organization, including management and Board of Directors.