sthree nidhi credit co-operative federation ltd. nidhi... · message stree nidhi credit cooperative...
TRANSCRIPT
Sthree Nidhi Credit Co-operative Federation Ltd.Regd. No. TFD No. 002/2014
Rural Development DepartmentGovernment of Telangana
AANNNNUUAALLRREEPPOORRTT
22001155--1166
MESSAGE
It gives me immense pleasure to note that Sthree Nidhi Credit Cooperative Federation Ltd.,
has been providing affordable and timely credit for the last few years and emerged as an
alternative to prevent high cost borrowings by the poor SHG members. Adoption of
technology not only enabled it to reach the poor effectively but also made it cost effective
and demonstrated how the organisations serving the poor can be self-sustainable with
innovative approaches. Stree Nidhi has emerged financially stronger and thus is in a
position to assist the poor and vulnerable effectively by meeting increased credit needs of
the poor for livelihoods.
Any SHG member in need of credit today prefers to approach Stree due to quick and hassle
free credit delivery where SHGs and their federations play a pivotal role. I am confident that
Stree Nidhi with new initiatives, aggressive posture towards financing livelihoods and
extending financial, Meeseva, and e-Panchayat services through One Stop Shop would
emerge as a household name in the service to poor. The role and involvement of
community and with its unique features of functioning made it possible for Stree Nidhi to
become a role model in the country. I also appreciate the efforts made by the community;
all the staff of Stree Nidhi, SERP and MEPMA for the active role played them in moulding the
institution to deliver services to the poor effectively.
On this occasion, I wish Stree Nidhi a success in providing hassle free financial services to
the poor which would enable it to scale greater heights and play a key role in expanding
outreach aimed at poverty alleviation.
Jupally Krishna Rao
Shri Jupally Krishna Rao, Hon’ble Minister, Panchayat Raj &Rural Development,Government of Telangana
Annual Report 2015-16 iii
MESSAGE
Stree Nidhi Credit Cooperative Federation Limited., has created niche space in the sphere
of microfinance in the country with its low cost credit delivery model and unique features.
Through its focus on the poorest of the poor it is able to ensure credit flow to the most
neglected sections of the society for alleviation of poverty.
Adopting technology and proper systems it is able to deliver credit within 48 hours from
the time loan is requested for, which is crucial for the poor. Stree Nidhi has been diversifying
and foraying into new services like insurance, business correspondents to facilitate financial
inclusion and to provide banking, Meseva and e-Panchayat services at the door step of
people. Its focus on livelihood financing is laudable as such an approach only would
mitigate poverty.
It is a self- sustainable, vibrant and dynamic community owned institution. It has grown
from strength to strength achieving a robust growth under all its business parameters year
after year emerging as a financially strong institution. It is a matter of great pride that Stree
Nidhi has been appreciated by NITI Aayog and is recognised by National Rural Livelihoods
Mission as a National Support Organisation to guide other states in establishment of
institutions on the lines of Stree Nidhi.
I congratulate all associated with the working of Stree Nidhi including SHG community for
their laudable role for positioning Stree Nidhi to help Self Help movement. On this occasion,
I wish Stree Nidhi all success in its endeavours to reach out to the poor and in their efforts
to reduce poverty.
S.P. Singh
Shri S.P. Singh, IASSpecial Chief Secretary, PR & RD
Government of Telangana
Annual Report 2015-16 v
INDEXChapter Particulars Page No. No.
PART - A
1 Microfinance and Financial Inclusion - An overview 1-3
2 About us 4-5
3 Stree Nidhi – A Community and Govt., owned Institution 6-8
4 Role of SERP and MEPMA 9
5 Role of SHGs federation 10-12
6 Stree Nidhi – Organisation and Management Structure 13-16
7 Ease of reaching poor and monitoring- Role of technology 17-18
8 Mobilisation of Resources 19-23
9 Loan policy 24-28
10 Credit Flow – Analysis 29-36
11 Monitoring – An effective Mechanism 37-38
12 Financial Performance 39-42
13 Inclusive Growth-Stree Nidhi as Corporate Business
Correspondent 43-45
14 Initiatives in 2015-16 46-48
15 Corporate Governance in Stree Nidhi 49-50
16 Capacity building of Community and Staff 51
PART – B Financial Statements 52-56
PART – C Tables 57-72
ABBREVATIONS 73-74
Annual Report 2015-16 vii
Annual Report 2015-16 1
Chapter 1
M icrofinance and FinancialInclusion-An overview
Equitable growth, a core element of development economics is critical for long-termsustainability of economic prosperity and social development and micro finance hasan enormous role in this sphere.Micro finance would enable them to augment incomeand to emerge as the most effective way of reaching the poor.
The Govt. of India and Reserve Bank of India (RBI) have been taking measures tofacilitate financial services to the poor for inclusive development. While the PrimeMinister’s Jan Dhan Yogana (PMJDY) has enabled opening of bank accounts for thepoor for DBT purposes, RBI has ushered in a new set of reforms by giving licenses toSmall Finance Banks and Payment banks in addition to NBFC-MFI, creating an enablingenvironment to deliver services in niche areas.This multi-pronged approach is likely toinduce competition in expanding outreach and is expected to benefit the segment ofthe population, which require small loans and services.
With such a wide canvass for delivery of financial services whether the poor will getfinancial services, particularly micro financial services is an aspect to be watched withkeen attention. In all these endeavors, technology would play a paramount role asincrease in outreach to massive numbers and their monitoring hinges on use of costeffective and efficient technology. The Govt. of India as also State Governments havebeen laying emphasis on Digital India focusing on digital literacy and on providinginternet services to nook and corners of the country. Availability of information andknowledge would play a critical role in ameliorating the lives of the poor.
While disruptive technologies continue to emerge for the benefit of communityincluding mobile banking, internet banking, UPI, bio metric based payment system,linking with Aadhar for facilitating transactions etc., some element of human touch willbe of great relevance in respect of the poor as credit plus approach requiresunderstanding of the conditions of the poor and appropriate solutions. Moreorganized efforts in convergence with Govt. are considered necessary in this direction
Sustainable development Goals provide for ending poverty in all its form fromeverywhere and empowerment of women by 2030. The 17 Sustainable DevelopmentGoals, inter alia, include poverty reduction, empowerment of women, gender equalityetc., It is agreed to reduce at least by half the proportion of men, women and childrenof all ages living in poverty in all its dimensions. Progressively, we have to strive toachieve sustainable income growth of the bottom 40 per cent of the population at arate higher than the national average.
Implementation of appropriate social protection systems, achieving substantialcoverage of the poor and the vulnerable with appropriate financial services, includingmicrofinance is expected to build resilience of the poor and vulnerable to face
Sthree Nidhi2
economic, social,environmental shocks and disasters.Environment degradation affectsthe poor more than anybody else as they lose livelihoods. SDG envisages doubling theagricultural productivity and incomes of small-scale food producers, in particularwomen, provide skills and financial services, markets and opportunities for valueaddition and for non-farm employment.
Microfinance is a powerful tool to achieve the above objectives as it has been playingan important role in helping the poor to meet their exigent, working capital andinvestment needs for taking up livelihoods. However, more important aspects aretimely, adequate and affordable credit delivery, which are basic tenets of any efficientcredit delivery system. It is a paradox that poor who need low cost credit pay high rateof interest on loans accessed either frommoney lenders or MFIs while the other well todo segment get loans even for consumption at low interest rates on the asumptionthat the former are more risky. The notion that poor need small amount of credit andtherefore they are interest rate insensitive needs to be looked at afresh as "Interestsaved is money earned” which not only makes activities viable but also is need of thehour for poor segment of the society.
Reaching out banking services to the poor at their door step is imperative eitherthrough technology directly or with the help of business correspondent as anintermediary. While movement towards digital banking by the poor would take somemore time, extension of these services through Business correspondent assumessignificant importance as it would reduce real cost of transaction and also facilitatecredit and saving services to the poor expeditiously.
SHG bank linkage
Self Help Group- Bank linkage programme in the country which is the largestmicrofinance programme in the world, has an outreach of 10.1 cr householdsorganised into 79 lakh SHGs. The increase in loan disbursement by banks to SHGs,during the year 2015-16 was 35% taking it to Rs.37,287 crore as compared to Rs.27,582crore during the previous year. The average loan disbursement per group during2015-16 was Rs 2.03 lakh which showed a healthy increase of 20% from Rs 1.69 lakhduring 2014-15. The Gross NPAs as on 31 March 2016 were Rs. 3686.2 crore, whichwitnessed a decline from Rs. 3814.7 crore a year back. The gross NPAs in bank loans toSHGs declined from 7.4% in 2014-15 to 6.4% in 2015-16.
In the State of Telangana, there are about 5 lakh SHGs both in rural and urban area,covering about 60 lakh poor women. The credit flow from banks to these SHGs wasabout Rs 7000 cr in 2015-16 while loan outstanding was about Rs. 9000 cr. It isestimated that credit demand from these members would be about Rs. 30000 crleaving a huge gap to be met.
Despite spectacular progress under SHG Bank linkage Programme, a large section ofthe poor population still remain excluded and those who are covered are not able toget adequate credit to take up sustainable livelihoods and this is the biggest challengemaking it imperative for micro finance institutions to play a role particularly those whopurvey credit and other financial services cost effectively.
Annual Report 2015-16 3
MFI disbursements
It has been reported that annual growth in the credit disbursed by MFIs in the lastthree years was about 50%, which increased from Rs. 23682 cr in 2013-14 to Rs. 61860cr in 2015-16. Of this amount, the 8 SFB licensees account for a portfolio of Rs. 23,553cr.The provisional estimate of clients served by MFIs as the end of March 2016 was 476lakhs, out of which nearly 135 lakhs are being served by already licensed SFBs. Thisleaves huge space for expansion of MFIs. The growth witnessed by MFI sector since2010 is an indication of the absorption capacity and potential for such type of lendingproviding opportunity for not-for profit MFIs, i.e. NGO-MFIs,Mutuals/Cooperatives andSection 8 Companies which have high level of operational efficiency. It is pertinent tomention that microfinance services in one form or other exist even in advancedcountries as poverty is relative.
Need to support institutions like Stree Nidhi
Stree Nidhi model facilitates low cost, timely and affordable credit to the poor. It is acommunity driven model, where SHG federations are stake holders along with theState Govt., and the former provide last mile connectivity and play an important role inmanaging operations of Stree Nidhi. SHG federations and SHGs themselves decide theeligibility as per the loan terms and conditions stipulated by Stree Nidhi throughparticipatory approach. It is also helping in strengthening the SHGs and theirfederations. Stree Nidhi is focussing on promotion of livelihoods and is supplementingthe efforts of SERP in financing Farmers Producers Groups/Activity Groups, which takeadvantage of collective action.
Stree Nidhi has unique model of credit delivery in the country where banking sectoralso plays a supporting role. Technology is a major plank facilitating ease of reachingthe poor and monitoring. Considering the strengths of Stree Nidhi, NRLM/GOI haveappointed Stree Nidhi as a National Support Organisation for providing support inimplementation of appropriate credit delivery model on the lines of Stree Nidhi in fivestates of the country.This speaks volumes of theway the institution evolved itself in thelast few years rendering service to the poor.
Stree Nidhi has a major role in alleviation of poverty in the State of Telangana andwould make earnest efforts in this direction by bringing innovations and customizingloan products and services. It will also associate with implementation of Govt.programmes like NREGA promoted LIFE and also with line departments for financinglivelihoods including those aimed at soil and moisture conservation, ecologicalbalance, animal husbandry and other farm and non-farm activities. Stree Nidhi wouldalso focus on financing Farmers’ Producers Groups for livelihoods. It will adopt Villagesfor development through credit.
Along side, it will also endeavor to foray into micro insurance services to the poor,promote financial inclusion and delivery of financial services through BusinessCorrespondent channel.The focus will also be on use of technology, e- KYC,mobile andother digital platforms to make the delivery of financial services more efficient andtransparent.
Sthree Nidhi4
Chapter 2
About us
2.1. Stree Nidhi Credit Co-operative Federation Ltd., is an apex society at state levelestablished on 07.09.2011,promoted jointly by the federations of SHGs namelyMandalSamakhyas and Town Level Federations and the State Government. Later on, as per A.PState Reorganisation Act’ 2014 Stree Nidhi, Telangana was registered on 26.05.2014 asa separate institution and functioning as a separate entity in Telangana State from02.06.2014.
2.2. Stree Nidhi is a community owned financial institution actively engaged inproviding financial services viz. credit, savings and banking services as BusinessCorrespondent to the poor in the state. Stree Nidhi laid a strong foundation to extendrequired credit in time for micro enterprises taken up by the poor, at an affordable rateof interest without any hassles to enhance their income earning capacities. This ispossible with the active support of State Govt., Society for Elimination of Rural Poverty(SERP) and Mission for Elimination of Poverty in Municipal Areas (MEPMA) working forelimination of poverty in rural and urban areas respectively.
Vision:
2.3.To ensure economic empowerment of the poor and emerge as a one stop shop atvillage / slum level for providing a wide spectrum of financial and other services intime, at an affordable cost with emphasis on livelihoods to augment incomes of thepoor.
Mission:
2.4. To reach out to members of SHGs and their families in need of credit and otherfinancial services, with focus on livelihoods, minimise reliance of community on highcost borrowing and strengthening SHGs and their federations leveraging technology.
Business Mix
Sthree Nidhi6
Chapter 3
Stree Nidhi- Jointly owned bycommunity and Govt.
3.1. The MFIs in the erstwhile state of Andhra Pradesh had exploited the vulnerabilityof the poor pumping credit and such irresponsible lending at usurious rates of interestresulted in debt trap and to recover such dues and unethical practices were adoptedaffecting their self-respect driving some of them to commit suicide. To put a halt tosuch practices of MFIs, the State Govt. regulated the operations of MFIs through anordinance in October 2010,which has resulted in stoppage of their lending operationsin the State.
3.2. Poor require low cost credit, in time and in a hassle free manner. However, in theabsence of such an arrangement they resort to high cost borrowings from moneylenders and others. Real cost of borrowing and inadequate credit flow from bankingsector is a cause of concern. A need therefore, was felt to create a suitable financialinstitution to provide required credit to poor with low operational cost by adoption ofappropriate technology.
3.3. In order to fill the credit gap and to ensure availability of timely and affordablecredit to poor individuals and households, whose access to credit has been affecteddue to cessation of lending byMFIs in the State, theMandal Samakhyas andTown LevelFederations in association with the State Government have promoted Stree NidhiCredit Co-operative Federations Ltd.,
Objectives:
3.4.The main objectives of Stree Nidhi are as under:
a. To provide low cost credit to the SHG members expeditiously using technologyand supplement credit flow from banking sector
b. To promote and finance livelihoods to generate income and alleviate poverty.
c. To work for the socio economic upliftment of the members of Self Help Groups inRural and Urban area.
Non-Availbility of Timelyand adequate credit
Usurious interest rates frommoney lenders and MFIs andCoercive methods of recovery
Credit to meet recurringcredit needs of the poor
not available
Providing low costcredit
Emergence of Stree Nidhi
Annual Report 2015-16 7
Stree Nidhi is different from other MFIs:
3.6.1. Stree Nidhi is owned by community as the federations of SHGs namely MS andTLF having contributed to Share Capital along with State Government. Community isrepresented on the Board and participate in decision making.The focus is not on profitmaking but on working for the poor.
Low operational cost:
3.6.2. Leveraging technology in operations enables Stree Nidhi to keep the operationalcost at low level unlike carrying out operations through brick & mortar branches. StreeNidhi uses the presence of VO/MS and SLF/TLFs nurtured by SERP and MEPMArespectively for providing last mile connectivity, by paying service charges. Theyfacilitate the members/SHGs in accessing credit either through mobile or web basedapplications. The operational cost is less than 1% of working funds as against 8-10% incase of other MFIs.
Affordable rate of Interest:
3.6.3. Being a cost effective financial institution, interest rate charged to SHG members
is presently at 13.5% per annum. Further, out of the above interest realised at this rate,
1.25% is passed on to VOs, SLFs and 1% to MSs, TLFs to compensate their services
towards monitoring operations of Stree Nidhi and for strengthening the federations.
Thus, the effective rate of interest charged by Stree Nidhi is less than that of RRBs in the
State and is comparable to the rates charged by the commercial banks under SHG-
Bank linkage programme. The burden of interest is low to the borrower as compared
to the interest charged by private MFIs, which is around 21-22%.
Communityowned and
managed financialinstitution
Use oftechnology for
speedy delivery ofservices and realtime monitoring
Making SHGFederations aspartners in
development
Creditdisbursementin 48 hours
Householdlevel planning toestablish incomegenerating Microand tiny activities
Providingsourcing ofavenues tothe poor
Specificallocation of creditto the poorest of
the poor
Riskmitigation and
insurance
Enforcing creditdiscipline andresponsiblelendering
Financialinclusion through
BusinessCorrespondent
StreeNidhi
3.5. Unique features of Stree Nidhi
Sthree Nidhi8
Encouraging Group Process:
3.6.4 It is at the choice of SHGs/VOs to take credit decision on loan request of the needy
members from Stree Nidhi subject to inbuilt systems, procedures and certain
condition, so that the loans are availed only for need based purposes. Presently, loan
amount per SHG and per member is restricted to Rs.3.00 lakh and Rs.1.00 lakh
respectively.
Stree Nidhi
� Community owned
� SHG federations-Last mile connectivity
� Need based lending
� Low operational cost at 1-2 % of theWorking Capital
� Low interest rates-13.5% to members
� Margin shared with VO and MS @1%each
� No processing charges levied
� No profit motive
� Holistic approach to Poverty alleviation
� No unhealthy practices in recovery
� Transparency in functining
Other MFIs
� Promoted by private individuals/organisations
� Lending using employees
� Pushing credit for business and profits
� High operational costs 8-10% of theWorking Capital
� High interest rates-22%
� 1% Processing charges levied
� Lending through JLGs
� No Holistic approach to Povertyalleviation
� No transparency in functioning
Stree Nidhi vs Other MFIs
Annual Report 2015-16 9
Chapter 4
Role of SERP and MEPMASociety for Elimination of Rural Poverty (SERP)
4.1 SERP is an autonomous society, promoted by the State Government and registeredunder Societies Act, headed by an IAS officer. SERP evolves and implements multi-dimensional poverty alleviation strategy by extending sensitive support to theinstitutions of the poor in rural area. SERP focusses on creation and strengthening ofstrong network of SHGs and their federations of poor viz. Village Organisations atvillage level, Mandal Samakhyas at Mandal level and Zilla Samakhyas at District level.SERP has about 4000 staff positioned in the field and striving hard to alleviate ruralpoverty by facilitating credit flow under SHG Bank linkage programme.They play a keyrole in motivating the SHGs to take up livelihoods which generate incremental incomeon a sustainable basis and provide safety nets and entitlements. SERP also plays a keyrole in various activities for promotion of livelihoods both under farm and non-farmsector including promotion of producers organisations, implementation of flagshipprogrammes of the State Govt. like Aasara Pension, Haritha Haram, Swatcha BharathMission,Abhaya Hastham,etc., SERP through SHG federations also procures agricultureproduce from farmers and helps in better market price through transparent systems.SERP implements economic support schemes for the benefit of the poor like SCSP,TSP,IWMP, NRLM with Stree Nidhi as a Channelising agency and also extends insurancefacilities to cattle through Call centers at Zilla Samakhyas.
4.2. SERP is instrumental and playing a major role and provides back support to StreeNidhi in mobilising savings from SHGs, facilitating required credit flow and monitoringthereof. They not only help in credit flow for taking up micro and tiny enterprises butalso assist in grading of institutions,prompt repayment of loans in coordination withstaff of Stree Nidhi.
Mission for Elimination of Poverty in Municipal Areas (MEPMA)
4.3. Stree Nidhi extends financial services to SHGs promoted by MEPMA. For evolvingsuitable strategies to alleviate poverty in urban area,and to implement the same, theGovernment has established a Mission for Elimination of Poverty in Municipal Areasheaded by an IAS officer.MEPMA is facilitating poor in urban areas in formation of SHGsand their organisation into federations at Slum level and Town level. It is playing a keyrole in implementation of SHG- Bank linkage programme in urban areas through theirstaff under the leadership of Project Directors located at District Head Quarters. TheStaff are actively involved in ensuring delivery of financial services of Stree Nidhi. Theyextend support in effective monitoring of credit flow and repayment of loans.
4.4. Stree Nidhi is working in tandem with SERP and MEPMA, to provide financialservices along with other services in an integrated manner to have synergetic effect.
Sthree Nidhi10
Chapter 5
Role of SHGs federations5.1. In the State of Telangana, 4.41 lakh SHGs were promoted and nurtured by SERP inrural area and 0.93 lakh SHGs were promoted in municipal and urban areas by MEPMAexcluding SHGs in GHMC area. In rural area, about 20-30 SHGs have federated intoVillage Oraganisation (VO) and likewise in urban area into Slum Level Federations(SLF). About 20-30 VOs and SLFs are federated at Mandal Level as Mandal Samakhyas(MSs) and at town level as Town Level Federations (TLFs) respectively. These are legalentities registered under Mutually Aided Co-operative Societies Act (MACS Act)’1995.
5.2. The VOs and SLFs play a key role in providing last mile connectivity, facilitatingmembers to avail the services of Stree Nidhi, monitoring performance and implementall other activities of Stree Nidhi and thus function like branches of Stree Nidhi atvillage and town level. District wise data relating to no. of members, SHGs,VOs/SLFs &MS/TLFs are furnished in Table no.1 & 2 of part-C appended to this report.
Pattern of affiliation of SHGs to their federations
5.3. The no. of SHGs affiliated to each VO/SLF varies. The following is the pattern of
affiliation of SHGs in VOs/SLFs.
Classification SERP MEPMA
of SHGs (No of VOs) (No of SLFs)
up to 4 SHGs 129 80
5-10 SHGs 1602 233
11-15 SHGs 2448 430
16-20 SHGs 3046 851
21-25 SHGs 3619 802
26-30 SHGs 3270 575
31-35 SHGs 2153 278
36-40 SHGs 1155 119
41 above SHGs 1092 60
Total: 18514 3428
Annual Report 2015-16 11
Grading of SHG Federations:
5.4. Stree Nidhi is allocating credit limits to VOs/SLFs, depending on rating secured bythem. The federations namely VOs/SLFs/MSs/ TLFs are subjected to grading processannually on completion of their yearly audit. While grading, the performance isassessed under key parameters namely owned funds, net profit earned, legalcompliance,percentage of attendance in the ECmeetings, recovery performance,bookkeeping, etc., The criteria followed for grading purpose are given in Table 3(a) & 3(b) ofPart-C of this report. Based on the scoring, the institutions are graded in to A, B, C, D , Eand F category. The status of grades of MSs/TLFs and VOs/SLFs as on 31.03.2015 is asunder.
Sthree Nidhi12
S.No. Particulars No. of MS No. of TLFs No. of VOs No. of SLFs
1 A grade 223 39 10513 1289
2 B grade 90 4 2734 176
3 C grade 28 1 1446 38
4 D grade 20 0 1115 13
5 E grade 13 0 1149 6
6 F grade 64 0 1020 22
7 Not Graded 4 537 73
Total 438 47 18514 1617
5.5. District wise grades of MS/TLFs and VOs/SLFs are furnished in Table no. 4 (a) & (b)of part-C of this document.
Annual Report 2015-16 13
Chapter 6
Stree Nidhi – Organisation andManagement Structure
6.1. Management Structure: Stree Nidhi Credit Co-operative Federation Ltd., is anapex body registered under Telangana State Cooperative Societies Act’1964. Thefederations of SHGs viz. MSs and TLF in association with State Govt. are theshareholders of the organisation.
6.1.1. General Body: The General Body of Stree Nidhi consists of all the shareholdersi.e., MSs/TLFs and it is the supreme body for decision making.
6.1.2.Managing Committee:Managing Committee of Stree Nidhi Credit Co-operativeFederation Limited., consists of 12 elected representatives, 9 from Rural TerritorialConstituencies and 3 from Urban Territorial Constituencies representing MSs and TLFsin the state as provided in the Bye-laws of Stree Nidhi.
6.1.3.The State Govt.nominated 3members on theManaging Committee viz., PrincipalSecretary, Rural Development; Registrar of Co-operative Societies and SecretaryFinance. The State Govt. has appointed Managing Director as Ex-officio on the Board.The MC also has 3 Special invitees namely Chief Executive Officer, SERP; MissionDirector,MEPMA and CEO, APMAS.
Elections for MC members representing MSs& TLFs:
6.2. Elections were conducted to elect 12 MC members from all the TerritorialConstituencies representing MSs and TLFs and the office bearers among these MCmembers on 25.05.2015, for a term of 5 years subject to the provisions of the bye lawsof Stree Nidhi.
Sthree Nidhi14
Meetings of Managing Committee:
6.3. The Managing Committee meetings are held once in two months and during theFY 2015-16, all 6 MC meetings were conducted and the details of the same arefurnished below:
S.No. Board Date of No. of No of % of SpecialMeeting Meeting Board Board Attendance Invitees
No. Members Members Attendedattended
1 4 30.04.2015 16 15 94 3
2 5 31.07.2015 16 14 88 1
3 6 17.11.2015 16 12 75 1
4 7 07.01.2016 16 13 81 3
5 8 27.02.2016 16 13 81 2
6 9 30.03.2016 16 15 94 1
Organisation Structure – Staff:
6.4. Stree Nidhi has been expanding its services to deliver financial services by
introducing new products both under savings, credit and other areas of functioning.
The no of SHG members availing services is showing a healthy increasing trend. To
meet the demand in providing financial services, Stree Nidhi has recruited staff with
experience in banking, accounting and financing SHGs, micro finance, capacity
building of institutions, IT in the cadres of Deputy General Managers, Regional
Managers/Chief Managers,Managers and Asst.Managers during the year.
Annual Report 2015-16 15
Staffing Pattern:
6.5. For effective monitoring of implementation of Stree Nidhi activities, a three tier
system is followed.
6.5.1.Head Office:under over all administrative control of the Managing Director, the
following verticals have been formed to supervise various functions,which are headed
by DGMs and assisted by Chief Managers,Managers & Asst.Managers.
� Board Secretariat, Policy and MIS
� Monitoring
� General Administration
� Credit and Livelihoods
� Information Technology
� Financial Inclusion
� Funds Management
� Risk Management
� Accounting and Reconcilation
� Institutional Monitoring & Social Audit
Field level functionaries:
6.5.2. To ensure effective implementation of activities and monitoring to achievedesired results, all the districts except Hyderabad are divided in to 3 zones and fewdistricts in the zone are considered as a Region. Each zone is headed by DGM,who willsupervise the performance of the Regions in all the areas. The regions are headed byRegional Managers and they are assisted by Managers, Assistant Managers who areresponsible for overall performance of the regions. In each region, operational areaconsisting of 7-8 mandals is allocated to Asst. Managers/Managers. The RegionalManager has to supervise the functioning of all the Managers and Asst.Managers andthe Managers have to monitor the functioning of Asst. Managers working under theirpurview.
Recruitment of Staff:
6.5.3.Stree Nidhi has increased staff strength from time to time depending on the needin tune with the growth in volume of business and coverage of members. The Staffstrength has increased to 81 as on March 2016.During the year, there was an excellentgrowth in total advances, deposits and improved performance in repayment andreduction in NPAs. The details of staff positioned at HO & field in different cadres aregiven in the table no.5 of part-C of this report and organogram is depicted below.
Annual Report 2015-16 17
Chapter 7
Ease of reaching poor andmonitoring- Role of technology
7.1. Stree Nidhi has been using I.T. Solutions to the optimum covering all operations todeliver financial services at the doorsteps of the poor members of SHGs in the State.Technology platform adopted has been playing a key role in providing the last mileconnectivity to the poor and in lowering the cost of operations. Entire range ofoperations right from loan request, mobilisation of savings, loan processing,disbursement, repayment and adjustment of amount repaid to loan accounts,monitoring and implementation of BC activities are enabled through technology.Funds transfer is ensured through Electronic Fund Management to reach to SHGs,through banking channel using RTGS, NEFT and intra bank transfers.
Credit delivery Mechanism:
7.2.One of the objectives of Stree Nidhi is to ensure delivery of credit to SHG memberswithin 48 hours in case of loans up to Rs.25,000/- and loans of higher order exceedingRs.25000/- within 15 days.The process of Interactive Voice Responsive System (IVRS), iseffectively used for making loan requests through mobiles available with VOs/SLFs inCUG mode. IVRS solution enables VO/SLF to send loan requests of the members toStree Nidhi, which have inbuilt validations to decide on the eligibility. For the loanrequests exceeding Rs. 25,000/-, HLPs are prepared and are appraised through webportal. The loan amounts are directly credited into the SB accounts of SHGs in bankbranches and a SMS alert is sent toVO/SLF concerned. The details of loan disbursed arecommunicated to the members through SMS.The loan sanction and appraisal processthrough IVRS and web portal are shown in the flow chart below.
Self Help Group
General Loans Micro / Tiny Loans
Stree Nidhi
Web ModeHLP should be
filled and uploadedin Stree Nidhi
Website
Loan Amount Creditedto SHG SB AccountIVRS Mode
Loan request
through VO
registered mobile
Sthree Nidhi18
Repayment:
7.3. For the loan accounts created, the member wise repayment schedule is generatedand the same is aggregated at SHG,VO/SLF and MS/TLF level for monitoring purpose.The details of amounts to be repaid, due date, interest for delayed payment iscalculated and the information is sent through SMS one week before the due date toall VOs/SLFs. The details of loans and amount to be repaid are also made available inURL specific to the VO/SLF and can be accessed using GPRS enabled in CUG mobile asalso website.
7.4. After the repaid amounts are transferred to Stree Nidhi and on sharing of thedetails by the Banks, these amounts will be reflected in Stree Nidhi was site. TheVOs/SLFs can adjust the member wise repayments through URL provided for thepurpose. Thereafter, the member wise amounts will be accounted for in the loanledgers automatically.The amounts credited are confirmed to VOs/SLFs through SMS.
7.5. Any communication from Stree Nidhi is communicated to VOs/SLFs through voicecalls.
7.6. A robust MIS and monitoring system is evolved to ensure monitoring of theservices rendered, credit and savings portfolio and staff effectively which gets updatedmore or less on a real time basis.
Annual Report 2015-16 19
Chapter 8
Mobilisation of Resources
8.1. There is growing demand for credit from the members of SHGs both in rural andurban areas. On account of various measures taken up by Stree Nidhi in coordinationwith SERP & MEPMA, awareness is gradually spreading on availability of timely,affordable and hassle free credit delivery services from Stree Nidhi. Stree Nidhi isemerging as a dependable financial institution of their own to help them in times ofneed. Stree Nidhi has fine- tuned credit policy from time to time and enhanced creditlimits of VOs/SLFs, SHGs and members. New loan products were introduced totransform Stree Nidhi from Micro financing to Micro enterprises, to enable the needymembers to avail credit for taking up livelihood activities of the higher order.
8.2.To meet resource gap, Stree Nidhi has been availing credit facilities from the banksand other financial institutions. The bye-laws of Stree Nidhi provide for outsideborrowings not exceeding 10 times of owned funds. The bye-laws of Stree Nidhiprovide to mobilise resources from the following sources.
� Share Capital from MSs and TLFs
� Share Capital from State Government
� Savings mobilised from SHGs/VOs/SLFs/ MSs/TLFs and ZSs
� Borrowings from Commercial Banks, NABARD, etc.,
� Deposits from State Government
� Loans from State Government, Govt. of India and Other Government agencies
� Grant in aid and subsidy from Government and Govt. agencies
Own funds of Stree Nidhi
8.3. The owned funds of Stree Nidhi constitute share capital contributed by MSs/TLFs,General reserves, accumulated profits and capital grants from State Govt., Samruddhiand CIF Corpus deposits, which are crore in nature. The total owned funds haveincreased from Rs. 304.31 Cr as on Mar 2015 to Rs. 482.11 cr as on March 2016.
Sthree Nidhi20
Total Resources
(Rs. Cr.)
Share Capital Deposits Grants Reserve Accumulated Bank Others Totalprofit Borrowings
90.89 317.97 55.56 6.46 67.21 824.34 74.72 1437.15
Share Capital
8.4. All 438 Mandal Samakhyas and 47 Town Level Federations have contributed toshare capital of Stree Nidhi.The details of share capital as on 31/03/2016 are furnishedbelow.
(Rs. Cr.)
S.No. Sources of Share Capital 31.03.2016
1 State Government 43.52
2 MS and TLFs 47.37
Total: 90.89
The district wise details of paid up Share capital up to 31.03.2016 are furnished in Tableno. 6 part-C of this report.
Mobilisation of Savings from Community
8.5. To become a self-reliant in resources Stree Nidhi has introduced different depositproducts to tap funds from SHGs and their federations. This not only would improveown resources but also help in achieving broader objective of making the communityown up the institution. Four types of deposit products have been introduced viz.Samruddhi, Bhavitha, Sankalpa and CIF Corpus Deposit scheme.
Annual Report 2015-16 21
Samruddhi Deposit
8.5.1. Every SHG has to save Rs.100 per month. The amount saved in 12 months alongwith interest will be converted to fixed deposit with a maturity of 5 years. This wouldbe on a continuous basis and at the end of 6th year, the amount saved in the first yearwould be refunded along with interest. The rate of interest paid is equal to the rate ofinterest paid by SBI on term deposits for similar maturity.The rate will be reset as on 1stApril of every year.
Bhavitha Deposit:
8.5.2. SHGs can save their idle/surplus funds in this deposit.The amount will be kept interm deposit for a minimum period of 3 years and rate of interest will be 1% above therate paid by SBI for similar term.The rate will be reset as on 1st April of every year.
Sankalpa Deposit:
8.5.3. Under this deposit scheme, the federations of SHGs i.e., VOs/SLFs, MSs/TLFs andZSs can invest their surplus/idle funds.The period is 3 years and rate of interest paid willbe 1% above the rate paid by SBI at monthly intervals, if the amount of deposit is aboveRs.1.00 lakh and at quarterly intervals if the amount is less than Rs.1.00 lakh.The ratewill be reset as on 1st April of every year.
CIF corpus Deposit:
8.5.4. This deposit scheme is devised exclusively for Mandal Samakhyas so as to placethe CIF available with them as a term deposit with Stree Nidhi on a perpetual basis andtherefore is not refundable. The interest will be paid at monthly intervals and the rateof interest will be 1% above the SBI rate. The rate will be reset as on 1st April of everyyear.
Deposit Mobilisation
8.6. Stree Nidhi has been making relentless efforts to create awareness among the
SHGs and their federations about the importance of savings to be made in Stree Nidhi.
These resources are used not only for onward lending but also serve to increase low
cost resource and financial soundness of the organisation. This would also enable
banks for taking exposure to Stree Nidhi. Stree Nidhi, SERP and MEPMA staff are
monitoring the coverage of SHGs under Samruddhi on a regular basis under the
guidance of the Project Directors, DRDA & MEPMA. Stree Nidhi Resource Persons are
actively involved in motivating SHGs to contribute to Samruddhi deposit and avail
services of Stree Nidhi. The measures adopted in mobilisation of deposits from the
community have yielded good results. The deposits mobilised under different
schemes as on 31.03.2016 were Rs.317.97Cr and the year wise progress achieved is
furnished below.
Sthree Nidhi22
(Rs. lakhs)
S.No. Year Samruddhi ZS- MS- VO- Bhavitha Corpus TotalSankalpa Sankalpa Sankalpa Deposit
1 2013-14 1598.97 600.00 1051.82 537.86 40.47 - 3829.12
2 2014-15 7515.75 965.00 2218.03 1061.29 85.62 4714.59 16560.30
3 2015-16 13061.88 1110.00 2529.74 1851.49 109.41 13134.9 31797.45
During the year 2015-16, there was an increase of Rs.152.90 cr. in total deposits
recording a growth rate of 92.63%. The growth is due to transfer of CIF amount
available with theMandal Samakhyas and increase in Samruddhi deposits.District wise
and scheme wise deposit position is furnished in Table no.7 in Part-C of this report.
Borrowings from Banks and Other Financial Institutions
8.7.To meet growing requirement of resources for onward lending to SHGs, apart from
mobilisation of deposits from community, Stree Nidhi has been borrowing from Banks
and other financial institutions in the form of cash credit limits and term loans.
Keeping in view the robust performance and financial strength of Stree Nidhi, Banks
and Financial Institutions are keen to take exposure to Stree Nidhi.The credit limits and
term loans availed from them are given here under.
Annual Report 2015-16 23
(Rs Crore)
S.No. Name of the Bank Cash Credit Limits Credit Limits
1 Andhra Bank 150
2 State Bank of Hyderabad 200
3 Bank of India 150
4 Canara Bank 50
5 T S Cooperative Apex Bank 150
6 Vijaya Bank 40
7 State Bank of Patiala 50
8 Indian Bank 30
Total Cash Credit Limits: 820
Term Loans
10 ABFL 25
11 NAB Kisan 14
12 T S Cooperative Apex Bank 20
13 NSTFDC term Loan 50
Total Term Loans: 109
Grand Total: 929
8.8.Rating of Stree Nidhi:
Stree Nidhi has been rated by M/S Brick Works with BWRBBB+, out look stable. Thisrating was made for the purpose of availing credit facilities from Banks and otherfinancial instititions.
Sthree Nidhi24
Chapter 9
Loan Policy
9.1. The loan policy of Stree Nidhi is fine-tuned from time to time depending on needso as to enable the members of SHGs to avail credit services from Stree Nidhi withoutany hassles. While devising the policy, the guidelines prescribed by RBI are dulycomplied with by Stree Nidhi.The salient features of the present policy are as under.
No. of members eligible for loan in a SHG
9.2.Depending on the no.of members in an SHG,up to ninemembers can access creditas given in the table below.Themembers can avail credit till they attain age of 60 years.The Maximum borrowing limit per SHG is restricted to Rs.3.00 lakh.
S.No. No. of Total no. of No. of Maximummembers in a members members who loan
SHG who can avail can avail loan availableloans by IVRS (Rs in lakh)
(1) (2) (3) (4) (5)
1 12 and above Up to 9 6 3.00
2 10 – 11 Up to 8 6 2.50
3 9 and below 75% of the members 4 2.00or 6, whichever is high
� A member can borrow up to a maximum of Rs.1.00 lakh
� Ceiling on credit limit of VO is Rs.50.00 lakh
� Of the credit limits allocated to VOs, 35% is allocated to Micro & Tiny loans.
� A member having availed a general loan repaid regularly can also avail micro loanfor livelihood enterprises.
� For availing tiny loans the members loan outstanding under Bank Linkage shall notexceed Rs.25000/-.Themaximum investment cost of activity shall not bemore thanRs.1,20,000/- which includes money mobilised by the borrower.
� In case of loans for the purpose of marriage, the loan will be linked to the amountof loan given by SHG to it’s member. It will be a matching loan from Stree Nidhi.
Allocation of credit limits to VO/SLF and MS/TLF:
9.3.1. Stree Nidhi laid much emphasis on the functioning of federations of SHGs atVillage/Slum level namely Village Organisation and Slum Level Federation and furtherat Mandal/Town level i.e.,Mandal Samakhyas and Town Level Federations. Credit limitsare allocated to VOs/SLFs based on their performance under key parameters reflectedin the rating given. These institutions are rated once in a year based on theperformance as the end of March. The objective is to reward the federations functiongwell with higher credit limits and to thus minimise credit risk. The parameters
Annual Report 2015-16 25
considered for rating are own funds, regularity in conduct of meetings and percentageof attendance, Book keeping, Net profit earned, Legal compliance, Savings, CIFrecovery and Repayment of Stree Nidhi loans.
9.3.2. Higher credit limits are allocated to VOs/SLFs which score higher rating. It is a
revolving credit limit at VO/SLF level. The SHGs can borrow and repay any number of
times subject to the ceiling at the level of SHG andmember which enables coverage of
more no.of SHGs. As there will be regular repayment and such amount repaid by SHGs
in a VO/SLF can be availed by other SHGs there by meeting the demand for credit and
thus high cost borrowing from other sources can be minimized.
Credit limits to VOs in MSs with different ratings:
9.4. Limits to VOs/SLFs based on the grades obtained are as follows.
I.VOs in A & B grade MSs
Own funds Up to Up to(Rs) 1 lakh 1-2 2-3 3-5 >5 1 lakh 1-2 2-3 3-5 >5No. of SHGs C Din a VO A B
1-5 3.5 3.5 3.5 3.5 3.5 2.8 2.8 2.8 2.8 2.8 1.4 0.56-15 5.6 8.4 11.2 16.8 21 3.5 5.6 8.4 11.2 11.2 2.1 0.7516-25 8.4 11.2 14 19.6 25.2 5.6 8.4 11.2 14 14 2.8 1.0026-34 14 16.8 19.6 No. of SHGs 10.5 11.2 14 No. of SHGs 4.2 1.00
in a VO *2.1 in a VO *2.135 & above 16.8 19.6 22.4 2 12.6 14 16.8 2 5.6 1.00
II.VOs in C grade MSsNo. of SHGsin a VO A B C D
1-5 3.5 3.5 3.5 3.5 3.5 2.8 2.8 2.8 2.8 2.8 1.4 0.56-15 5.6 8.4 11.2 16.8 21 3.5 5.6 8.4 11.2 11.2 2.1 0.7516-25 8.4 11.2 14 19.6 25.2 5.6 8.4 11.2 14 14 2.8 1.0026-34 14 16.8 19.6 22.4 28 10.5 11.2 14 16.8 16.8 4.2 1.0035 & above 16.8 19.6 22.4 28 33.6 12.6 14 16.8 19.6 19.6 5.6 1.00
III.VOs in D grade MSsNo. of SHGsin a VO
A B C D
1-5 1.75 1.75 1.75 1.75 1.75 1.4 1.4 1.4 1.4 1.4 1 0.56-15 2.8 4.2 5.6 8.4 10.5 3.5 2.8 4.2 5.6 5.6 1.5 0.7516-25 4.2 5.6 7 9.8 12.6 2.8 4.2 5.6 7 7 2 1.0026-34 7 8.4 9.8 11.2 14 5.25 5.6 7 8.4 8.4 3 1.0035 & above 8.4 9.8 11.2 14 16.8 6.3 7 8.4 9.8 9.8 4 1.00IV.VOs in E & F grade MSsNo. of SHGsin a VO A B
1-5 1.75 1.75 1.75 1.75 1.75 1.4 1.4 1.4 1.4 1.46-15 2.8 4.2 5.6 8.4 10.5 3.5 2.8 4.2 5.6 5.616-25 4.2 5.6 7 9.8 12.6 2.8 4.2 5.6 7 726-34 7 8.4 9.8 11.2 14 5.25 5.6 7 8.4 8.435 & above 8.4 9.8 11.2 14 16.8 6.3 7 8.4 9.8 9.8
Sthree Nidhi26
Credit products
9.5.1. Financing microenterprises and livelihoods has been widely adopted as
anti-poverty strategy. Micro enterprises have been playing as an engine of economic
growth, equitable development and encourage self-employment to a large extent.
Availability of financial services is a key to the success of micro enterprises.
9.5.2. Stree Nidhi played a significant role in purveying micro credit to the needy
members of SHGs during the past 4 years. The loan amount initially was limited up to
Rs.25,000 per member depending on the purpose of loan. Keeping the importance of
Micro Enterprises and livelihoods in enhancing income level of the poor, Stree Nidhi
made a paradigm shift to provide credit for these purposes. Keeping in view increased
credit requirements for taking up livelihoods, the loan limit per SHG member was
raised to Rs. 1.0 lakh and this was also enabled by policy relaxation from RBI.
9.5.3.Stree Nidhi has adopted a strategy to promote and financing livelihoods at house
hold level thus focus is laid on House Hold Level planning for extending credit support
for taking up micro enterprise/ livelihoods of families’ choice after necessary due
diligence at SHG and VO/SLF level. It is endeavour of Stree Nidhi to finance livelihood
activities/micro enterprises in a big way and therefore is positioned accordingly to
support poor in
� Expansion of existing income generating activities
� Taking up New activities
� Cluster level activities
Types of Loans:
9.6. Stree Nidhi has introduced the following three types of loans.
I. General loans Amount of loan can be accessed up to Rs.25000
II.Micro loans Where loan amount is >Rs.25,000 to Rs.50,000
III. Tiny loans Loan amount is >Rs.50000 to Rs.1.00 lakh
General loans can be accessed for both livelihoods of lower order and consumptionpurposes in the ratio of 70:30 out of the credit limit allocated. These loans can beaccessed through IVRS .
9.6.1.The credit limits allocated under Micro & Tiny loans can be accessed only forlivelihood purposes and application for loans to be made through web portal. Duediligence and appraisal of house hold level plans is done at SHG/VO level and by staffof SERP and Stree Nidhi. The details regarding the member and her family, proposedactivity, availability of required raw material, skill & knowledge, capital investment,sources of funds, loan amount required, incremental income expected, repaymentcapacity, etc., are looked into, while preparing HLP and appraisal of the proposedactivity. These loans can be availed only for IGA/Livelihoods/Micro enterprises. Themembers in SHGs of VOs with A, B grades in MSs with A, B and C grade are eligible for
Annual Report 2015-16 27
micro and tiny loans. Loanamount is released directly to SBA/C of SHG to which the memberis associated.
9.6.2. In the EC meeting of VO/SLFof all the requests received fromSHGs will be subjected to scrutinywith regard to attendance ofmember in SHG, savings andrepayment history, skills andknowledge in activity, scope forincremental income and loan amount required. Thereafter, VO will take a decisionwhether the member is eligible for loan and on their request the CC concerned willappraise the activity proposed on the basis of HLP. There is a provision to receive theloan requests in the meeting of OBs held one week after each EC meeting and scrutinyof the requests is done on the above lines. The appraisals thus prepared by CC/StreeNidhi staff are placed in the next EC meeting for approval. The VO ensures end use ofthe loan and the same will be recorded in the minutes’ book of VO EC meeting. Theloan applications and documents from SHGs are preserved at VO/MS and documentsobtained from members are kept with the SHGs concerned.
9.6.3.A certificate of utilisation has to be uploaded by CC after it is certified by APM andAC within 30 days of loan disbursement. Stree Nidhi staff will verify all the above casesindependently and certify the utilisation of loans within 45 days of disbursement.
Repayment Period
9.7. In order to facilitate the borrowers to repay conveniently, the no. of monthly loaninstalments are fixed depending on the loan amount as follows:
S.No. Loan amount Repaymentperiod in months
1 Rs.25,000/- 24
2 >Rs.2500 to Rs.35,000 36
3 >Rs.3500 to Rs.50,000 42
4 >Rs.5000 to Rs.1,00,000 60
Interest subvention:Vaddi Leni Runalu (VLR)
9.8. The scheme of Vaddi Leni Runalu is aimed at twin objectives of reducing interestburden on loans and encourage promptness in repayment of loans by SHGs.The StateGovt. is implementing interest subvention scheme, where in the amount of interestpaid by the members is reimbursed if the loan instalments (EMIs) is repaid within 30days from due date. The amount of VLR will be credited to the loan accounts of SHGsas and when the amount is received from the Govt.
Sthree Nidhi28
Stree Nidhi as a channelizing Agency:
9.9. Stree Nidhi is functioning as a channelizing agency for releasing credit forimplementation of poverty alleviation programmes viz. SCSP,TSP, IWMP & NRLM. StreeNidhi is managing the funds released by SERP and facilitating disbursement of loans tothe members of low income groups identified by SERP. The loan amount will bereleased to VOs as per the list of the members, activities and loan amount provided bySERP. In turn, the VO will release the funds to SHG members concerned. VOs will takerequired steps to ensure utilisation of funds by the members concerned for thelivelihood activities and to increase their family income. The loans are monitored bySERP. The year wise coverage of members and loans disbursed as channelizing agencyare given in the table below:
(Rs. Cr.)
S.No Year No of AmountMembers Disbursed
1 2013-14 19286 51.15
2 2014-15 30422 74.58
3 2015-16 38363 141.29
Total: 88071 267.02
Annual Report 2015-16 29
Chapter 10
Credit Flow – Analysis
Disbursement of Loans:
10.1. The growth rate achieved in loans disbursed is significant year after year. Duringthe financial year 2015-16, the quantum of loans disbursed was Rs.1148.37cr as againstRs.703.29 cr disbursed in the year 2014-15, recording a growth rate of 63.29% year onyear. The cumulative disbursement of loans since inception was Rs.2597.46 cr as at theend of March 2016.
Coverage of members, SHGs,VOs/SLFs and MS/TLFs
10.2. The efforts made to create awareness among the members through SHGs andtheir federations have enabled increase in outreach and credit. The cumulative no. ofmembers having availed loans has reached 12.27 lakh. There was an addition of 4.54lakh members during the year recording an increase of 41.27% over the previous year.The no. of SHGs covered reached was 2.22 lakh and no. of VOs/SLFs and MS/TLFcovered was 15153 and 473 respectively.
10.2.1.The year wise details of coverage of the members, SHGs,VOs/SLFs and MSs/TLFsin the state of Telangana are as under.
(Rs. lakhs)
S.No. Year No. of No. of No. of No. of SHG AmountMS/TLF VO/SLF SHG Members
1 2011-12 303 2440 7599 25038 3195
2 2012-13 374 7070 47742 181191 29625
3 2013-14 414 8317 62560 229931 41760
4 2014-15 443 9242 88116 336900 70329
5 2015-16 456 12064 126832 454390 114837
Total: 473 15,153 2,22,819 12,27,450 259746
Sthree Nidhi30
10.2.2. Karimnagar district recorded a credit flow of Rs.236.64 cr. which is the highestin the State. District wise disbursements are furnished in table no.8 and part-C of thisreport.
Loan Assets Outstanding
10.3. As at the end of March 2016, the outstanding advances have reached a level ofRs.1330.12 cr, as against Rs.784.87cr as at March 2015.There was a significant growth of69% in outstanding loans year on year. District wise position of loans outstanding isfurnished in table no.9 and part C of this report
(Rs. Cr.)
S.No. Year No. of MS/ No. of VO/ No. of No. of SHG Loan
TLF SLF SHG Members Outstanding
1 2013-14 430 10673 106664 432042 439.27
2 2014-15 462 13448 159662 746058 784.87
3 2015-16 469 13855 183640 807073 1330.12
Loan Product wise Credit flow
10.4. During the F.Y 2015-16, Stree Nidhi introduced new loan products namely Micro(>Rs.25000 to Rs. 50000) and Tiny loans (>Rs.50000 to Rs.1,00,000) to enable membersto avail loans to meet credit needs of higher order to take up microenterprises/livelihoods.
Annual Report 2015-16 31
The district wise loans availed are given in the table below:
(Rs Cr.)
S.No. District Name General MICRO TINY Total
1 Adilabad 71.24 14.18 0.17 85.59
2 Karimnagar 186.58 59.92 0.83 247.33
3 Khammam 57.93 9.92 0.08 67.92
4 Mahabubnagar 75.63 7.66 0.04 83.33
5 Medak 120.67 28.36 0.66 149.69
6 Nalgonda 111.08 8.06 0 119.14
7 Nizamabad 123.31 34.58 0.18 158.07
8 Ranga Reddy 50.07 8.49 0.14 58.7
9 Warangal 144.85 33.59 0.17 178.61
Total: 941.36 204.75 2.26 1148.40
10.5.Financing dairy in 2015-16
Keeping in view the dairy sector’s predominant role in augmenting the income of thepoor farmers, dairy financing was taken up coordination with the Dept.of AnimalHusbandry and DDCF Ltd. Against a projected credit outlay of Rs. 100 Cr. for thepurpose, disbursement made was Rs.71.77 Cr. towards purchase of 14,243 gradedmurrah buffaloes. Financing dairy activity created impact in the villages in providinggainful employment. District wise achievement during 2015-16 is indicated below.
(Rs. Cr.)
S.No District Name Achievement during FY - 2015-16
No. of AmountAnimals
1 Adilabad 427 2.15
2 Karimnagar 1278 6.36
3 Khammam 644 3.25
4 Mahabubnagar 830 4.2
5 Medak 2856 14.37
6 Nalgonda 1208 6.11
7 Nizamabad 3087 15.51
8 Ranga Reddy 537 2.72
9 Warangal 3376 17.10
TOTAL 14243 71.77
Sthree Nidhi32
Purpose wise credit flow
10.5.1.Credit flow under General loans accounted for 81.97% of the total disbursement;while the share of Micro loans was 17.82% and that of Tiny loans was 0.21% of the totalloans disbursed. With regard to no. of members, 90.71% of total members availedGeneral loans, 9.22% Micro loans and 0.07% Tiny loans.
10.6. During F.Y 2015-16, of the total credit flow, credit accessed for IGA constituted86.59% and remaining 13.41% for Non-IGA purposes. The credit flow towards IGA iswell above the share of total loans at 50% prescribed by RBI. The purpose wise detailsof disbursement for the last 3 years is as under.
(Rs. lakhs)
S.No. Particulars 2013-14 2014-15 2015-16No. of Amount No. of Amount No. of Amount
Members Members Members
1 Education 22552 4301.26 12527 2565.75 47981 10874.45
2 Health 17195 2215.42 12291 1626.85 1992 269.37
3 Marriage 5186 1058.09 2975 651.44 18290 4254.03
non IGA_Total: 44933 7574.77 27793 4844.04 68263 15397.86
4 Activities Alliedto agriculture 36900 7535.63 7752 18658.27 86037 21545.47
5 Agriculture 93866 16175.62 121804 20773.12 136796 30996.45
6 Dairy 0 0 4724 1912.28 7660 2000.76
7 Self Employed –Industry 6298 1147.81 8072 1728.71 54256 14388.87
8 Self Employed –Service 47338 9207.77 101056 22412.87 87665 23598.57
9 Small Business 0 0 0 0 13713 6909.19
IGA_Total: 184402 34066.83 243408 65485.25 386127 99439.31
Grand Total: 229335 41641.60 271201 70329.29 454390 114837.17
% of non-IGA 19.59 18.19 10.25 6.89 15.02 13.41
% of IGA 80.41 81.81 89.75 93.11 84.98 86.59
Annual Report 2015-16 33
10.6.1. District wise and purpose wise disbursements are furnished in Table no.10 ofpart-C of this report.
Social category wise Credit flow
10. 7. In order to ensure adequate credit flow to the PoP members, Stree Nidhi evolveda policy where in credit limits are allocated to PoP depending on their proportion tototal members in a VO/SLF.The social category wise disbursement of loans for the year2015-16 is furnished here under.
(Rs. Cr.)
S.No. Social Category Total Loans availed % Coverage
Members Number Amt. Number Amt.
1 Scheduled Castes 1046636 90608 221.52 19.81 19.09
2 Scheduled Tribes 604457 26637 56.31 5.82 4.63
3 Backward Classes 2848152 274669 701.45 60.05 57.60
4 Minorities 221658 22445 56.23 4.91 4.77
5 Other Castes 452552 43018 112.86 9.41 13.91
TOTAL: 5173455 457377 1148.37 100.00 100.00
Sthree Nidhi34
10.7.1. District wise Social Category wise disbursements are furnished in Table no.11part- C of this report.
10.7.2 Disbursement and loan outstanding :
On an average the availment of loan amount and loan outstanding per group wereat Rs 0.91 lakh and Rs 0.72 lakh. The average borrowing members per group are at4.39. The per member average loan availed was Rs 0.25 lakh and per memberoutstanding was at Rs 0.16 lakh. This indicates that still there is a lot of potential toexpand credit protfolio.
(Rs lakh)
S.No Particulars Amount
1 Credit flow per SHG 0.91
2 Loan outstanding per SHG 0.72
3 No.of members having loan per SHG 4.39
4 Credit availed per member 0.25
5 Loan outstanding per member 0.16
Asset Quality:
10.8. Stree Nidhi along with robust loan growth ensured quality of assets.As at the endof FY 2015-16, non- performing assets stood at Rs. 5.74 cr. constituting 0.43% of thetotal loans outstanding of Rs. 1330.12 Cr. The provision coverage is 225%. The Net NPAcontinued to be at ZERO as at the end of 31.3.2016. During the year, the repaymentrate of loans was at 98.82% against the demand. District wise details of repaymentperformance and NPA are furnished in Table no. 12(a) & (b) in Part-C of this report.
Outstanding NPA - 0.43%
NPA Position
Annual Report 2015-16 35
Credit Risk Mitigation- Stree Nidhi Suraksha
10.9. The SHGmembers are poor and in the event of any untoward incident the familywill be exposed to great risk and difficulties. Keeping this in view Stree Nidhi hasdevised a self- sustainable scheme called “Stree Nidhi Suraksha” to mitigate such riskand has been implementing the same since 01.04.2014 with the following objectives.
a).To protect the family members of a SHG member from financial risks in the event ofuntimely death of member.
b). To safe-guard the institutions of the poor (SHGs) and their federations from theburden of repayment of loan availed by the member in the event of death, therebyprotecting them from becoming defunct and disintegration due to repaymentburden.
c). To improve confidence of SHGs/VOs to face challenges arising on account of deathof members after availing credit from Stree Nidhi.
d). To ensure risk mitigation to Stree Nidhi loan portfolio.
The scheme provides for hassle free settlement of claims and relief to the familymembers of the diseased members.
Salient features of the Stree Nidhi Suraksha Scheme
10.9.1. All the members of SHGs who avail Stree Nidhi loans and the members whoavail loans under Other Stree Nidhi loans are covered. Charges payable are @ Rs.4/- peryear per Rs 1000 loan amount. The total loan availed by the individual member is thesum assured. Coverage commences from the date of availing loan and is valid up tothe due date of last installment.
Settlement of claims
10.9.2. The scheme is being implemented in coordination with Social Security unit,SERP. The claims received through ZS call centres are settled at H.O, Stree Nidhi afterreceiving verification report from the field functionaries.The registration of claims andreceipt of documents will be ensured by ZS call centres and Bhima Mitras. Stree Nidhipays service charges to ZS call centres for the services utilised.The details of thecoverage and claims settled are given in the table.
Coverage of members (Rs. Lakh)
Year No. of members Charges
covered received
2014-15 3,66,886 637.45
2015-16 4,92,753 1256.39
Sthree Nidhi36
Claims settled as on 31.03.2016
No. of Claims registered 837
No. of Claims settled 465
Amount of Claims settled (Rs. lakhs) 100.30
No. of Claims pending 372
10.9.3. Efforts are being made to settle the claims without any delay through
continuous follow up with field functionaries and Zilla Samakhya call centres. Out of
the amount received towards charges under Stree Nidhi Suraksha,a part of the amount
is retained for settlement of claims, and the balance is Rs. 15.47 cr. is invested in the
form term deposits in Banks.
Annual Report 2015-16 37
Chapter 11
Monitoring – An effective Mechanism
11.1. Stree Nidhi has evolved systems and procedures and fine tuned monitoringmechanism from time to time to suit the needs. To facilitate proper implementation,and compliance with the guidelines and to achieve desired goals of the organisation,a five tier monitoring mechanism is put in place as explained below.
Head Office level:
11.2. For monitoring the performance of districts and to take required follow upmeasures on a regular basis, a separate unit has been established at HO being headedby Deputy General Manager. Review meetings are conducted with Zonal Managersand Regional Managers at monthly intervals and with all the staff members atquarterly intervals. An effective and real time MIS is available to monitor progressunder all the key business parameters.For monitoring the functioning of federations ofSHGs i.e,VOs/SLFs a separate unit is established under the supervision of a DGM.
At District level:
11.3. The progress is closely monitored by the Project Director, DRDA and ProjectOfficer, ITDA and Project Director,MEPMA on a regular basis in consultation with ZonalManager and Regional Manager of Stree Nidhi. Regular review meetings areconducted with SERP andMEPMA staff to monitor progress at district level.All the staffincluding PD,DRDAs are given logins to access data base and MIS of their area ofoperations.
At Mandal/TLF level:
11.4.The staff of SERP namely ACs,APM and CCs play a key role in facilitating the needymembers to avail the financial services from Stree Nidhi.Under the close supervision ofAPM/TMC, the activities of Stree Nidhi are implemented effectively at grass root levelin coordination with Cluster Coordinators and other staff. Stree Nidhi has positionedstaff in the cadre of Managers/Asst. Managers for monitoring purpose for every 7-8mandals depending on the volume of business. The staff of Stree Nidhi visit VOs/SLFson a regular basis and take necessary steps to address issues at field level to ensurethat needy get credit and to achieve desired performance at district level under allparameters. All the SERP / MEPMA staff at mandal and TLF level are given logins toaccess data/MIS for regular monitoring.
Stree Nidhi Resource Persons:
11.5. Apart from the supervisory role played by the staff of SERP, MEPMA and StreeNidhi, community is also involved in monitoring the activities of Stree Nidhi. One ortwo suitable SHG members are identified from EC members of VOs/SLFs as Stree Nidhi
Sthree Nidhi38
Resource Persons (SNRP) to monitor operations at MS/TLF level having reasonablevolume of business. The SNRPs visit the VOs/SLF//SHGs and extend hand holdingsupport to ensure credit flow to the needy,ensure documentation,end use, repayment,mobilisation of savings etc. The SNRPs are paid service charges depending on theirperformance on a monthly basis. To update the skills of SNRPs, the Regional Manager,Stree Nidhi of the district conduct review meetings at monthly intervals and providerequired guidance to them to address the issues and to improve performance.
Review of performance of Stree Nidhi in respective Mandal /TLF will be one of theagenda items in themonthly ECmeetings of MS/TLF and suitable resolutions aremadeand to improve performance.
At VO/SLF level:
11.6. These institutions play a vital role in increasing outreach of financial services viz.savings and loans SHGs/Members as also in verification of loan utilisation. In the ECmeetings of VOs/SLFs, performance of Stree Nidhi will be one of the agenda items toreview. VO office bearers are made aware of Stree Nidhi services every year topropagate the same in villages.Close monitoring is done by Office bearers of VOs/SLFs,SNRPs, CCs and Staff of Stree Nidhi to facilitate Stree Nidhi services effectively.
SOCIAL AUDIT
11.7. To ensure transparency and accountability of the financial transactions made atVO/SLF level, these operations are subjected to the process of Social Audit.The servicesof CARPs and TSSAAT are utilised for the purpose. The issues surfaced if any will bediscussed in Gramasabhas and will be dealt suitably.
Annual Report 2015-16 39
Chapter 12
F inancial Performance
12.1.The performance highlights in respect of key parameters for the last two years arementioned in the following table.
(Rs. Cr)
S.No. Particulars 31.03.2015 31.03.2016
1 Share capital 90.49 90.89
2 Grants from Govt. 50.07 55.57
3 Undistributed Profit and Reserves 41.45 73.68
4 Own Funds (Share Capital, Profit,Reserves & Core Deposits) 304.31 482.11
5 Deposits 165.60 317.97
6 Borrowings 457.74 824.34
7 Loan amount outstanding 784.87 1330.12
8 Loan amount disbursed 703.05 1148.35
9 Gross NPA 3.46 5.74
10 Loan loss provisions 7.86 13.33
11 NPA% 0.53 0.43
12 Net NPA 0 0
13 Net profit 18.51 37.25
12.2. The borrowings constitute 51.01% of the average working funds as on 31.3.2016
as against 43.84% as on 31.3.2015.The deposits from SHGs and their federations as on
31st March 2016 were at Rs. 317.97 cr as against Rs. 165.07 cr as on 31st March 2015
showing a growth of Rs.152.90 cr during the year.This is due to increase inmobilisation
of deposits under Samruddhi and CIF Corpus deposit schemes.
Sthree Nidhi40
12.3. Earnings appraisal as on 31 March 2016(Rs. Cr)
S. % to % toNo. Income Amt. total Expenditure Amt. total
Income expenditure
1 Interest on 119.93 96.47 Interest paidAdvances on deposits 20.79 23.88
2 Interest on 1.40 1.13 Interest onInvestments Borrowings 43.53 50.00
3 Other Income 2.99 2.40 OperatingExpenses 17.27 19.84
4 Loan LossProvision 5.47 6.28
Total Income 124.32 TotalExpenditure 87.06
Net Profit 37.25
12.4. Financial Analysis
S.No Particulars 31st March 2015 31st March 2016
1 Total income (Rs. in Cr) 64.82 124.32
2 Total Expenditure (Rs. in Cr) 46.31 87.06
4 Net Profit (Rs. in Cr) 18.53 37.25
5 Cost to Income Ratio (%) 71.44 70.03
6 Operational Self Sufficiency Ratio (%) 139.64 139.97
7 Financial Self Sufficiency Ratio (%) 136.16 143.09
8 Cost of Funds (%) 7.43 7.51
9 Yield on Advances (%) 13.91 13.81
10 Interest Margin (%) 6.48 6.30
11 Net Interest Margin (%) 5.83 5.78
12 Capital to Risk weighted Assets Ratio 33.10 35.44
13 Return on equity (%) 20.92 41.19
14 Return on Assets (%) 3.52 3.84
15 Operational cost to working funds (%) 0.72 1.09
16 Borrowings toWorking Funds (%) 50.01 51.01
17 Debt Equity Ratio (%) 1.44 1.85
18 Per employee loan portfolio outstanding (Rs lakh) 10.90 16.62
Net income
12.5. Total income has increased from Rs. 64.82 cr to Rs.124.32 cr and the expenditurehas increased from Rs. 46.31cr to Rs.87.06 cr in FY 2015-16. The growth in income was
Annual Report 2015-16 41
at 91.79% as compared to growth in expenditure at 87.99%. The increase inexpenditure was on account of increase in borrowings. The net interest incomeincreased from Rs.63.11 cr in 2014-15 to Rs. 121.33 cr in 2015-16 registering a robustgrowth of 92.2 %. This was mainly on account of increase in advances. However,effective management of financial resources and control of operational expenditurehas also resulted in containing the expenditure.
Operating and Net Profit
12.6. The operating profit and net profit were Rs. 42.72 cr and Rs 37.25 cr. respectively
during the year 2015-16 as compared to Rs.21.98 cr and Rs. 18.53 cr. during the year
2014-15 showing a year on year growth of 101% in net profit. This profit is generated
even after making provision of 1% on the total loan outstanding as on 31 March 2016,
which has increased significantly from Rs. 7.86cr as on 31 March 2015 to Rs. 13.33 cr as
on 31.3.2016.
Cost to Income Ratio:
12.7. Cost to Income Ratio has reduced marginally from 71.44 % as on 31.3.2015 to
70.03% as at 31st Mar 2016 indicating the control in cost of operations by ensuring
high repayment against the demand.
Cost of Funds,Yield on Advances and Interest Margin:
12.8. The cost of funds has increased from 7.43 % to 7.51 % for the FY 2015-16 as
compared to previous year mainly on account of increase in the share of borrowings
and deposits in working funds.
12.9.The yield on advances was at 13.81% for the FY 2015-16 which is slightly less than
13.91% for the FY 2014-15.This is due to the sizeable credit flow during second half of
the financial year.
12.10.The interest margin stood at 6.30 % for FY 2015-16 which has reduced from 6.48
% for the year 2014-15.The increase in cost of funds during the current year compared
to last year resulted in a reduction in interest margin.
Net Interest Margin:
12.11. Net interest margin was 5.78% for FY 2015-16 and the same has reduced from
5.83 % for FY 2014-15. The interest paid on deposits and borrowings has increased
during the current year.
OSS and FSS:
12.12.Operational Self Sufficiency Ratio was at 139.97% for FY 2015-16 as compared to
139.64 for the year 2014-15. Financial Self Sufficiency ratio was at 143.09% for FY
2015-16 as against 136.16% for FY 2014-15. These ratios are indicating that the
earnings of Stree Nidhi reflect the strength of the institution in meeting all expenses.
Sthree Nidhi42
Return on Equity /Assets/ Earning Per Share:
12.13. Return on Equity has increased from 20.92% in FY 2014-15 to 41.19 % in FY2015-16.The return on equity has doubled as there is not much increase in equity butprofit has doubled. The earning per share of Rs.1000/ was Rs.205/- as on 31.3.2015which increased to Rs.409 as on 31.3.2016.
12.14. Return on Assets during the year was at 3.84% as compared to 3.52% in FY204-15.This is indicative of efficient liability management and increase in productivity.
Capital Adequacy Ratio:
12.15.Capital Adequacy Ratio has increased to 35.44% in FY 2015-16 from 33.10% in FY2014-15. Though assets under management have increased significantly and eventhough increase in owned funds was not high, the ratio could be maintained more orless at previous year due to accretion of core deposits in the form of CIF -Corpus.
Operational Cost toWorking Funds:
12.16. Operational Cost to Working Funds ratio has increased to 1.09% on 2015-16 ascompared to 0.72% previous year.This is due to higher expenditure on service chargespaid to SERP staff and SNRPs. There is also increase in staff and thus expenditure onsalaries paid to staff. The expenditure is however within the 2% of working funds.
Borrowings toWorking Funds:
12.17. Borrowings to Working Funds ratio has increased from 50.01% in FY 2014-15 to51.01% in FY 2015-16.
Debt Equity Ratio:
12.18. Debt Equity ratio has increased from 1.44 % in FY 2014-15 to 1.85% in FY2015-16 due to increased share of borrowings.
Annual Report 2015-16 43
Chapter 13
Inclusive Growth-Stree Nidhi asCorporate Business Correspondent
13.1. Poverty and exclusion are still predominant in socio and economic front. Many
anti-poverty and employment generation programmes have been implemented for
decades in India. Though Banks have a major role in extending financial services viz.
savings, disbursal of credit, and providing other financial services to the poor, still a
large no of poorer segment of the population is excluded even years after introduction
of inclusive banking initiatives in the country. Though cooperative movement,
nationalization of banks and creation of regional rural banks have yielded some results,
financial inclusion and deepening need to be given major push as the same is
considered essential for inclusive growth and development.
13.2. Financial Inclusion is the “process of ensuring access to appropriate financial
products and services needed by all sections of the society in general and vulnerable
groups such as weaker sections and low income groups in particular, at an affordable
cost in a fair and transparent manner by regulated,mainstream institutional players”.
13.3. To achieve the above objective, in January 2006 the Reserve Bank permitted
banks to utilize the services of intermediaries in providing banking services through
the use of business facilitators and business correspondents. The BC model allows
banks to do ‘cash in – cash out’ transactions at a location much closer to the rural
population, thus addressing the last mile problem. Various models viz., Kiosk, Point of
Service and Mobile models are being tried our by various BCs of Banks.Under business
correspondent model, the scope of activities to be undertaken includes Credit,
Deposits,Withdrawals, Savings, Remittances,Micro insurance and DBTs.
Stree Nidhi as Business Correspondent:
13.4. Stree Nidhi Credit Cooperative Federation Limited., owned jointly by the
Community and Government has established itself firmly in delivering financial
services using technology and electronic payment systems. It has been handling huge
volumes of transactions and reconciliation there of Stree Nidhi forayed into Financial
Inclusion activity seamlessly as there is a well organized structure of SHGs and their
federations, dedicated staff and support of SERP in the field.
13.5.Stree Nidhi has been positioned as a Corporate BC to State Bank of Hyderabad and
Andhra Bank. It has 1156 BC points serving 1150 Gram Panchayats in 320 mandals and
8 districts of Telangana State. These 1156 BC points include 607 BC points allotted
during October 2015 by SBH. Further, Andhra Bank has allotted 116 BC points during
Sthree Nidhi44
October 2015 and SBH has allotted 108 BC points during January 2016 to support the
launch of Palle Samagra Seva Kendralu. Details are furnished in table no. 13 in Part-C
of this report.
13.6. Stree Nidhi is using Kiosk model, taking full advantage of technology that is
preferred by most of the Banks. Apart from banking services, with the help of
Government it has been helping in payments viz. insurance, pension, utility payments,
NREGS wages etc., through ‘branchless banking’ by opening VLE centres as service
delivery points. Stree Nidhi will emerge into a full-fledged payment services centre at
village level thus becoming a gateway to all financial services in villages.
B.C operations- Modalities
13.7.Stree Nidhi functions as a corporate BC to banks by placing an eligible SHG
member, called as Village Level Entrepreneur, identified based on certain criteria for
extending banking services on a self- sustainable basis. The equipment for BC
operations and the transaction amount for conducting transactions in settlement
account by “VLE”will be financed by Stree Nidhi, if required.
13.8.Themodel is a self-sustainable as the commission earned through BC transactions
will be shared in the ratio of 80: 5:15 among VLE, VO and Stree Nidhi respectively. The
major share goes to VLE which is a key factor to make the BC operation a viable and
self- sustainable enterprise. VLEs have to repay the loan amount availed for equipment
and transaction amount in easy instalments from the income earned as commission on
BC transactions and other incentives received for taking up activities related to
financial inclusion.
13.9. Apart from usual banking transactions, other services like accounts opening
under PMJDY, village wise household survey on bank accounts etc., are being attended
along with PMJJBY & PMSBY.
13.10. A total of 263 BC centres are made operational as on March 2016, while
operationalization of remaining centres is at various stages. The average number of
transactions per BC point permonth has increased from 114 to 361 during the FY 2015-
16. As many as 5,55,033 transactions worth Rs. 197.62cr were conducted during the FY
2015-16.
Establishment of Palle Samagra Seva Kendralu - One Stop Shops
13.11.One stop shop (OSS) provides services to the villagers at their door step.The OSS
kiosk will provide a broader range of services offering unique and non- discriminatory
services to the rural population in the state of Telangana. Stree Nidhi is well poised to
expand the BC activity in the State of Telangana with the support of the Government
to deliver financial, e-Panchayat and MeeSeva services including utility payments. The
programme is also aided by TRIGP aided by World Bank in 150 backward mandals of
the State.
Annual Report 2015-16 45
13.12. A separate vertical has been established in Stree Nidhi, where dedicated and
professional staff manage activities of Financial Inclusion and OSS at all levels i.e. State,
District and Mandal level by evolving suitable systems and procedures. A total of 104
OSS centers (including 43 centers in TRIGP mandals) were launched during the FY
2015-16. Steps are in progress to establish 500 centres in FY:2016-17. Eventually, all BC
points will be converted into OSSs.
Sthree Nidhi46
Chapter 14
Initiatives in 2015-16
Allocation of part of profit for Institutional Building
14.1.The federations of SHGs namely VOs/SLFs/MSs/TLFs are the main pillars and serveas a strong foundation to Stree Nidhi for delivery of financial services to the membersof SHGs, by providing last mile connectivity. It is essential that these institutionsfunction properly, become process oriented, have financial strength and self-sustainable to ensure credit flow to the needy members with minimum risk. In viewof the above, Stree Nidhi has allocated 5% of net profit earned (before appropriation)every year for strengthening the institutions.The Institutional Monitoring unit in StreeNidhi and IB unit of SERP andMEPMAwill work out various plans for the purpose everyyear which will be jointly implemented and funds will be disbursed by Stree Nidhi.Thiswill go a long way in strengthening the institutions and overall development ofcommunity.
Introduction of Loan cards
14.2. Stree Nidhi has introduced a system where in loan cards are issued to SHGs andalso to members who have availed the loans. Each loanee member is issued a cardhaving provision to enter details of loan availed, amount payable and paid towardsloan instalments every month. The Office Bearers of SHGs who receive the amounttowards repayment from the member borrower have to enter the amount in the cardprovided to the member under signature. Likewise, all SHGs which have availed loansare issued with loan cards. As and when SHGs repay the amount to VO/SLF, the OBs ofVOs/SLF on receipt of the amount will enter the amount with date and acknowledgethe same by putting their signatures on the card.
PICO projectors for spreading awareness on Stree Nidhi services
14.3. Dissemination of information to community on various activities of Stree Nidhi isessential to ensure transparency and trustworthiness. It is thought fit to propagate theinformation and create awareness, using Audio Visual media as it is more effectivecompared to conventional communication methods. Films are being shot with thehelp of “Digital Green”, in the field to display various video clips on all aspects of StreeNidhi functioning, success stories, emphasis on need for strengthening SHGs and theirfederations for the benefit of community.This would also minimise the credit risk at alllevels.
14.4. It has been decided to provide field staff with portable hand held projectorswhich involve miniaturized hardware and software that can project digital imagesonto any viewing surface.A group of 30-40members can view the display comfortably.Stree Nidhi is introducing a hand held Pico projector for every 5 mandals so that all the
Annual Report 2015-16 47
field staff of Stree Nidhi can carry the same whenever they visit VO/SLF, can makepresentation on relevant subjects and project / broadcast short video clips tocommunity to create awareness.
Single Service Provider for Stree Nidhi
14.5. Stree Nidhi Credit Cooperative Federation Ltd., since inception was utilizingservices of three different technical service providers (TSPs) viz. TCS, Evolgence andSampath software. As three agencies were involved it was difficult to coordinate toaddress technical issues. As Stree Nidhi is expanding the volume of business year afteryear, dealing with multiple technical service providers for the above mentionedreasons was not appropriate. Therefore, all modules of Stree Nidhi i.e three types ofservices are entrusted to M/s TCS. Knowledge transfer and transition took place duringthe year w.e.f 01.11.2015.
Enhancement of Service charges to VOs/SLFs and SERP staff
14.6. The staff of SERP play a major and key role in operations of Stree Nidhi. Thesignificant growth in volume of business coupled with quality year after year has beendue to active involvement and excellent support extended by the staff of SERP.Considering the services rendered by them along with various other activities of SERP,which complement the efforts of Stree Nidhi, a system has been evolved forcompensating their services by linking the same to their performance under keybusiness parameters. During the year, service charges payable to them have beenenhanced and such charges account for 0.27% of the interest earned (13.5%). Themaximum amount payable to Area Coordinator, Asst. Project Manager and ClusterCoordinatorswas enhanced from Rs.900 to Rs.1000, Rs.780/- to Rs.975 & Rs.750/- toRs.950/-.
Service charges to VOs/SLFs
14.7. Stree Nidhi has always laid emphasis on improving the financial soundness andfunctioning of federations of SHGs as they are crucial for proper functioning of StreeNidhi. The Village Organisations and Slum Level Federations are providing last mileconnectivity and are like branches of Stree Nidhi. To encourage and improve theirfinancial strength to meet their operational costs, service charges are paid out of theinterest realised on loans. The service charges payable to VOs/SLFs have beenenhanced from 1% to 1.25% of 13.5% interest earned based on their performance inrecovery & Samruddhi deposits.
Awarding Scholarship to Meritorious children of SHGmembers
14.8.Themain objective of Stree Nidhi, has been the upliftment of the poor rather than
being profit oriented. If we build capacities of the poor they can take care of
themselves. Education is essential for poor to come up in life. Stree Nidhi thought it fit
to help the poor and do it’s mite as a part of Corporate Social Responsibility. It
introduced a scheme to award scholarships to meritorious children of SHG members,
who studied in Govt. schools to pursue Intermediate course after SSC. Every year, two
students from each Mandal and TLF will be identified for awarding scholarship of
Sthree Nidhi48
Rs.2500/- for I year and Rs.2500/- for II year Intermediate course. Out of the two
students, one student has to be a female from SC/ST community and 2nd one from
other community.
Deputation of Staff from SERP
14.9.Tomeet the needs of growing business, Stree Nidhi has been recruiting additional
staff from time to time. During the past 4 years period, the staff of SERP have gained
knowledge on Stree Nidhi activities.Keeping this in view,Stree Nidhi has initiated steps
to recruit staff working in SERP on deputation basis. This enables Stree Nidhi to have
staff having rich experience in monitoring the community as well as Stree Nidhi.
Further, It has been decided to recruit 1/3 of additional staff from SERP.This will go in a
long way to work in coordinated and integrated manner.
Annual Report 2015-16 49
Chapter 15
Corporate Governance in Stree Nidhi
15.1. Corporate Governance ensures well laid down systems and procedures resultingin high standards of transparency, accountability, ethical operating practices andprofessional management there by protecting the interests of all the stake holders.Stree Nidhi implements proper governance practices since inception and set anexample for the highest standards of integrity, transparency in operations andexcellence in service.
15.2. Corporate Governance principles are enshrined in the spirit of Stree Nidhi, whichform the core values of Stree Nidhi. Being a community managed financialorganisation, Stree Nidhi always endeavoured to refine the policies from time to timeto meet the requirements in response to the feedback received from SHGs, theirfederations and field functionaries working at all levels. The practices of governanceare aimed at building a dynamic, self-reliant and a strong financial organisation ofcommunity to provide financial services as required by the poor.
Constitution of Managing Committee:
15.3.Managing Committee of Stree Nidhi consists of Directors elected representing allSHGs in rural & semi urban areas. They represent SHGs and articulate the field levelrequirements and influence decision making.
Policy Making
15.4.All the policy decisions aremade inM.Cmeetings held once in twomonths. Eitherrevision of existing or introduction of new policies to improve the functioning oforganisation and delivery of services effectively are discussed inMC. MC has autonomyin decision making in the interest of community and needs of organisation withoutany external interference.
Workshop for elected MCmembers representing Community
15.5.A two day workshop was conducted for the MCmembers to equip them with thekey provisions of legal aspects, their roles and responsibilities in decision making etc.,during the year.
Allocation of Credit limits based on grading:
15.6. Stree Nidhi evolved a process where in all the federations of SHGs namelyVOs/SLFs and MS/TLFs will be rated annually and credit limits are allocatedautomatically depending on the grade obtained. Federations of SHGs with betterperformance are rewarded with higher credit limits.
Role of Community in conducting due diligence of loans:
15.7. Community is empowered to take a role in functioning of Stree Nidhi. TheVOs/SLFs exercise due diligence in extending loans and take decisions regarding
Sthree Nidhi50
sanction of loans, obtain loan documents and ensure repayments as also createawareness on Stree Nidhi operations to bring transparency. Loan validations are keptin place ensuring that only the eligible get the loans. The loan amounts are directlyreleased to SB A/Cs of SHGs, through electronic fund transfer and the amount will bedisbursed by SHGs to members in their meeting. This reduces pilferage indisbursement of loans, if any and brings transparency in operations.
Technology enabled process
15.8. Right from sending loan requests to the disbursement of loans, IT solutions areused to a great extent in conducting various operations of Stree Nidhi. Necessaryvalidations are built in the system itself to minimise manual interventions in delivery ofcredit and other services.
Means of Communication
15.9. Stree Nidhi has adopted effective communication methods to enlighten thecommunity, through the federations of SHGs at village/slum level and Mandal/Townlevel. The policies related to credit, savings, systems & procedures are communicatedthrough circulars to all the Mandal/Town Samakhyas through the Project Directors ofSERP & MEPMA of all the Districts. The circulars are placed in Stree Nidhi website,accessible through logins provided to the field level functionaries and office bearers offederations of SHGs. The loan amount released and amount of loan instalment to bepaid also intimated through SMS alerts to VOs/SLFs.
Social Audit
15.10. The financial transactions made by VOs/SLFs are subjected to Social Audit toensure transparency. Issues surfaced, if any are discussed in Grama Sabhas held to dealwith them suitably. In addition, vigilance teams are being used to ensure verificationof assets financed out of Stree Nidhi loans.
Code of Conduct
15.11. All the employees are required to follow a well laid down code of conduct toserve and deal with the members with honesty, humility, discipline, integrity andprudence.
Policy of Interest on deposits and loans
15.12. In order to serve twin objective of ensuring fair returns on savings of communityand improve financial resources of organisations, a definite policy is in vogue where inrate of interest is linked to the rate of interest paid by SBI on their deposits.The rate ofinterest payable on different deposits will be reset on 1st of April every year. The ratesin case of some deposits are 1%more than what SBI pays and this policy is consciouslyfollowed to be more community oriented. Like wise, considering the reduction ininterest charged by banks on borrowings, Stree Nidhi passed on the benefit tocommunity by reducing the interest rate on loans from 14% to 13.5%.
Dividend on equity
15.13. Stree Nidhi has been paying dividends on paid up share capital, an amount notless than fifteen percent of net profit in compliance with the provision of the StateCooperative Societies Act’1964.
Annual Report 2015-16 51
Chapter 16
Capacity building of Community and Staff
16.1.Reengineering and improving processes is a continuous effort to be effective.Thefollowing efforts were made to build up capacities of Staff and community during theyear.
Training of SNRPs
16.2. In every Mandal/TLF, based on the level of business volume, Stree Nidhi ResourcePersons are placed for creation of awareness on Stree Nidhi services and formonitoring Stree Nidhi activities. In order to equip SNRPs with required skills,monthlyTraining cum Review meetings are organised in all the districts.This has enabled themto follow up with SHGs/VOs/SLFs to avail the services effectively and improve theperformance under key business parameters namely, credit flow, mobilisation ofsavings and repayments.
Staff Training
16.3. A two day training programme was organised at State level for all the staffmembers in April 2016, and inputs were provided to refresh and update theknowledge on all activities of Stree Nidhi. Besides the above, the Zonal Managersconducted regular review meetings at district level to provide required support inaddressing the issues if any faced by them.
Review Meetings for Staff of SERP & MEPMA
16.4.The Staff of SERP & MEPMA play a key role in facilitating the members of SHGs atgrass root level to avail the services of Stree Nidhi. Staff review meetings areconducted at regular intervals to equip themwith required knowledge and updates sothat they will ensure to exercise proper checks and controls at field level.
Stree Nidhi – As an agenda in MS/VO/TLF/SLF meetings
16.5.In the monthly EC meetings of Mandal/Pattana Samkhyas/Village/Slum levelfederations review of performance of Stree Nidhi activities will be one of the agendaitems and the progress will be reviewed and suitable resolutions are made to addressthe issues and improve performance.
16.6. The details of various training programmes organised in the year 2015-1s6 arefurnished in Table no. 14 in part-C of this report.
Annual Report 2015-16 57
S.No District Name No. of MSs No. of VOs No.of SHGs SHG Members
1 Adilabad 32 1153 24985 274457
3 Karimnagar 57 2422 58704 633543
4 Khammam 27 1403 34725 314949
5 Mahabubnagar 64 2420 51827 584026
6 Medak 46 1768 43922 453394
7 Nalgonda 59 2307 63223 634151
8 Nizamabad 36 1581 42246 426372
9 Ranga Reddy 33 1507 37832 360943
10 Warangal 45 2058 51955 570501
Total: 399 16619 409419 4252336
1 Adilabad 20 803 14266 162621
2 Khammam 14 828 13187 121481
3 Warangal 5 264 4982 51127
Total: 39 1895 32435 335229
Grand Total: 438 18514 441854 4587565
DPMU
TPMU
Table 1: District wise data relating to No.of SHG members, SHGs, VOs and MSs
S.No. District TLFs SLFs SHGs Members
1 Adilabad 8 310 7833 78330
2 GHMC 20 1255 48254 482540
3 Karimnagar 13 579 15187 151870
4 Khammam 8 360 10773 107730
5 Mahabubnagar 9 322 8754 87540
6 Medak 6 230 6853 68530
7 Nalgonda 10 377 9265 92650
8 Nizamabad 6 295 10131 101310
9 Rangareddy 7 217 5900 59000
10 Warangal 17 641 18404 184040
Total 104 4586 141354 1413540
Table 2: District wise data relating to No.of SHG members, SHGs, SLFs and TLFs
Sthree Nidhi58
S. No Parameters Maximu
1
Own funds of MS as on 31.03.2015 (own funds include share capital, Sankalpa Deposit/CIF Corpus deposit with Stree Nidhi, accumulated profit of MS, CIF & other funds available for on lending to VOs)
>Rs. 75 Lakh (10 Marks)
Rs. 51 to 75 Lakh
(8 Marks)
Rs. 41 to 50 Lakh
(6 Marks)
below Rs 40 lakh
(4 Marks) 10
2Recovery % as on 31st March 2015 for Loan under CIF and Other Funds.
> 80%(8 Marks)
71-80% (5 Marks)
60-70% (3 Marks)
< 60%(No Marks)
8
3% of attendance of EC members to total members in EC meeting (Average of last 6 months)
> 90% (07 Marks)
>71-90% (5 Marks)
>61-70% (3 Marks)
< 60% (No Marks)
7
4 Maintenance of Books of Accounts Monthly (7
Marks) Quarterly ( 5
Marks) Half yearly (2
Marks) Annual (0 Marks)
7
Legal Compliancei). Whether audit completed as on 31.03.2015.
4
ii. Whether Annual General Body meeting for 2013-14 conducted?
3
iii. OBs are rotated as per bye law under MACS Act’ 95. 5iv. Whether Annual returns for 2013-2014 filed with D.C.O. as on date of grading.
3
6Net Profit of MS for the last 2 years i.e. for 201314, 2014-15 as per audited P&L account (accumulated).
Profit in two years (8 Marks)
Profit in 2014-15 (6 Marks)
Profit in 2013-14
(4 Marks)
loss in two years
(no Marks) 8
7Grades of VOs as per Latest Grading VOs With "A" and "B" grade
80% and above (A+B grade VOs)
(10 Marks)
>70% to <79% (A+B grade
VOs)(8 Marks)
>60% to <69% (A+B grade
VOs) (6 Marks)
<60% (A+B grade VOs) (4 Marks)
10
8% of VOs having >50% of SHGs contributed Samruddhi deposits as on 31st March 2015 or as on the date of grading.
>85%(10 Marks)
>75% to 85%(8 Marks)
50% to <75%(6 Marks)
<50%(3 Marks)
10
Stree Nidhi Repayment performance a). Stree Nidhi loans recovery % as on 31st March 2015.
98% and above(12 Marks)
96% to 97% (10 Marks)
90% to 95% (8 Marks)
Below 90% (no Marks)
12
b). Stree Nidhi loans recovery % as on date of grading. 98% above (8 Marks)
96% to 97% (5 Marks)
90% to 95% (3 Marks)
Below 90% (no Marks)
8
10Submission of loan documents (if MS and all VOs submitteddocuments to Stree Nidhi).
5
100Remarks: Mis utilization / misappropriation if any NPA more than 0.5% as an 31st March,2015
100Criteria for awarding GRADE to MS
Net Marks
Criteria and Marks
9
If submitted all documents: 5 Marks If not submitted: No Marks
5
If Completed: 4 Marks,not Completed: NIL
If completed 3 Marks, not completed: No Marks
If Yes: 5 Marks If completed 3 Marks,
not completed: No Marks
'A' grade: >80% marks, ‘B’ grade: >65-80 % marks.
‘D’ grade: 50-60 % marks. ‘C’ grade: >60-65 % marks
Note:- Grading will be awarded based on net marks.
Total Marks
If any (-5 marks)
Table 3(a): Grading of Mandala Samakhya {MS} - Criteria for awarding marks
Annual Report 2015-16 59
S. No Parameters Maximu m Marks
1
Own funds of VO as on 31.03.2015 (own funds include share capital contributed by SHGs, savings of SHGs with VO, Sankalpa Deposit with Strenidhi, accumulated profit, and other funds available for on lending to SHGs (excluding CIF and other funds borrowed from Mandala Samakya)
>Rs. 1 Lakh (10 Marks)
Rs.0.25 to 0.49 Lakh(6 Marks)
Less than 0.25 lakh
(4 Marks) 10
2Recovery % of loans from CIF and own funds of VO as on 31st March 2015 & as on date of grading (average of two)
> 80% (8 Marks)
60-70% (3 Marks)
< 60%(No Marks)
8
3% of attendance of EC members (Average of last 6 months) to total EC members
> 80% (8 Marks)
>50-70% (4 Marks)
< 50%(No Marks)
8
4 Book keeping at VO level 5
Legal Compliance i. Whether audit completed as on 31.03.2015 or as on grading date.
5
ii. Whether annual general body meeting for 2013-14 conducted?
3
iii. Leadership change during 2013-14 as per MACS Act 95.
5
iv. Whether annual returns for 2013-2014 were filed with Department.
3
Net Profit of VO for the last 2 years i.e. for 201 14, 2014-15 as per audited P&L account.
Profit in 2014-15
(10 Marks)
Profit in 2013-14
(6 Marks)
loss in two years (No Marks)
12
% of SHGs deposited in samruddhi in full as on 31.03.2015 or as on date of grading.
60% to 75% (7 Marks)
50% to 59% (5 Marks)
<50% (2 Marks)
10
Stree Nidhi Repayment i. Recovery % 31st March 2015. 96% to 97%
above (12 Marks)
90% to 95% above (8 Marks)
Below 90% (No Marks)
14
ii. Recovery % from April, 2015 to as on date of grading. 95% to 98%
above (5 Marks)
95% to 90% above (3 Marks)
Below 90% (No Marks)
8
8Submission of loan documents by VO to Stree Nidhi and SHGs to VO.
5
9
Adherence to systems laid down by Stree Nidh i. No Delay in transfer of funds ii. No Delay in adjustment iii. Repayment entry sheet maintained iv. Transfer for repayment / Deposit through account.
If complied with three (3 Marks)
If complied with two (2 Marks)
If complied with one
(1 Mark) 4
100Remarks: Mis utilization / misappropriation, if any.
NPA above 0.5% as an 31st March,2015
100
>70-80% (6 Marks)
Maintaining all books in time, Streenidhi transactions are recorded in minutes.
(5 marks) if not 0 Marks
70-80% (5 Marks)
Criteria and marks
Rs. 0.50 to 1 Lakh (8 Marks)
>75%(10 Marks)
6
Profit in two years(12 Marks)
5
If completed: 5 Marks, not completed: No Marks
If completed: 3 Marks not completed: No Marks
If changed: 5 Marks, not changed: No Marks
If filed: 3 Marks, not filed: No Marks
If any (-5 Marks)
Note:- Grading will be awarded based on net marks.
If submitted all documents: 5 Marks if not submitted: No Marks
If all complied with (4 Marks)
7
98% above(14 Marks)
98% above (8 Marks)
( ) g g g { } g
Total Marks
Net Marks
'A' grade: >80 % marks, ‘B’ grade: 71-80 % marks.
'D' grade: 50 -60 % marks
Criteria for awarding GRADE to VO
'C' grade: 61-70 % marks,
Table 3(b): Grading of Village Organization {VO} - Criteria for awarding marks
Sthree Nidhi60
A B C D E FNot
graded
1 Adilabad 32 15 3 5 2 7
2 Karimnagar 57 47 6 2 2
3 Khammam 27 6 9 8 3 1
4 Mahabubnagar 64 28 16 2 3 15
5 Medak 46 30 10 1 5
6 Nalgonda 59 30 17 1 11
7 Nizamabad 36 32 2 2
8 Ranga Reddy 33 10 14 2 3 4
9 Warangal 45 23 6 5 1 10
Total 399 221 83 24 15 4 52
1 Adilabad 20 2 3 1 3 6 5
2 Khammam 14 4 3 2 3 2
3 Warangal 5 5
Total 39 2 7 4 5 9 12
Grand Total 438 223 90 28 20 13 64 0
1 Adilabad 6 6
2 GHMC 0
3 Karimnagar 4 3 1
4 Khammam 8 5 1 1 1
5 Mahabubnagar 2 1 1
6 Medak 5 4 1
7 Nalgonda 5 5
8 Nizamabad 5 4 1
9 Ranga Reddy 2 2
10 Warangal 10 9 1
Total 47 39 4 1 3
Grand Total 485 262 94 29 20 13 64 3
TPMU
MEPMA
S.No District NameTotal No Of
Mandal /TLFs
Grade
DPMU
Table 4(a): District wise Grading Position of MSs/TLFs
Annual Report 2015-16 61
A B C D E F
1 Adilabad 1153 632 166 110 118 62 58 7
2 Karimnagar 2422 1809 296 124 75 47 2 69
3 Khammam 1403 551 338 200 142 128 25 19
4 Mahabubnagar 2420 1091 410 201 87 185 317 129
5 Medak 1768 1315 217 104 59 34 28 11
6 Nalgonda 2307 1288 360 149 81 82 204 143
7 Nizamabad 1581 1243 220 76 14 5 5 18
8 Ranga Reddy 1507 734 276 147 118 70 118 44
9 Warangal 2058 1497 166 59 52 124 105 55
Total: 16619 10160 2449 1170 746 737 862 495
1 Adilabad 803 170 123 140 190 165 1 14
2 Khammam 828 146 136 121 168 204 48 5
3 Warangal 264 37 26 15 11 43 109 23
Total: 1895 353 285 276 369 412 158 42
Grand Total: 18514 10513 2734 1446 1115 1149 1020 537
1 Adilabad 254 197 31 9 5 3 1 8
3 Karimnagar 151 106 24 11 2 3 5
4 Khammam 258 211 23 1 1 1 3 18
5 Mahabubnagar 51 35 7 3 6
6 Medak 162 132 15 4 1 10
7 Nalgonda 193 143 28 2 1 2 17
8 Nizamabad 125 95 13 1 1 7 8
9 Ranga Reddy 61 41 14 2 2 2
10 Warangal 362 329 21 5 2 5
Total: 1617 1289 176 38 13 6 22 73
Grand Total: 20131 11802 2910 1484 1128 1155 1042 610
S.No District NameNo. of
VOs
Grade VO not
Graded
Table 4(b): District wise Grading position of VOs/SLFs
Sthree Nidhi62
Sl.No.
A Units DGMs AGMsMngrs
(Mntrg)Mngrs (FI)
Asst. Mngrs
(Mntrg)
Asst.
Mngrs
(FI)
Others Total
1Funds Management & Risk Management &
Claims1 1 1 0 3
2 Accounts 1 1 1 1 4
3Financial Inclusion & Information and
Techonology1 2 2 1 1 7
4 Credit Management 1 1 2 4
5 Policy 1 1 2
6 Institutional Monitring & Social Audit 1 2 3
7 Administaration 1 1 0 1 2 5
7 7 8 1 2 3 28
B Districts DGMs AGMsMngrs
(Mntrg)Mngrs (FI)
Asst. Mngrs
(Mntrg)
Asst.
Mngrs
(FI)
Others Total
1 Ranga Reddy 1 1 0 1 1 4
2 Mahabubnagar 1 2 2 1 6
3 Medak 1 2 1 2 0 5
4 Warangal 1 3 1 1 7
5 Nalgonda 1 2 1 2 0 6
6 Khammam 1 1 1 2 5
7 Karimnagar 1 3 2 2 9
8 Nizamabad 1 2 1 4
9 Adilabad 1 1 2 1 5
3 9 17 5 14 5 0 53
10 16 25 6 16 5 3 81
Staff in the Field
Staff at Head Office
1
Total:
Grand Total:
Total:
1
1
Table no 5: Particulars of Staff at Head Office and Districts
Annual Report 2015-16 63
MS
sA
mt.
MS
sA
mt.
MS
sA
mt.
TL
Fs
Am
t.M
Ss&
TL
Fs
Am
ou
nt
1A
dil
abad
32
32
8.0
22
01
50
.00
52
47
8.0
26
60
.32
58
53
8.3
4
2G
HM
C0
.00
00
.00
12
.04
12
.04
3K
arim
nag
ar5
75
80
.17
57
58
0.1
74
40
.07
61
62
0.2
4
4K
ham
mam
27
27
5.9
61
41
27
.50
41
40
3.4
67
65
.58
48
46
9.0
4
5M
ahab
ub
nag
ar6
45
74
.47
64
57
4.4
72
17
.96
66
59
2.4
3
6M
edak
46
46
1.0
54
64
61
.05
55
0.2
15
15
11
.26
7N
alg
on
da
59
58
2.4
15
95
82
.41
54
5.1
46
46
27
.55
8N
izam
abad
36
37
7.9
63
63
77
.96
55
0.2
84
14
28
.24
9R
ang
aR
edd
y3
33
18
.82
33
31
8.8
22
20
.14
35
33
8.9
6
10
War
ang
al4
54
63
.18
54
4.0
05
05
07
.18
10
10
0.1
66
06
07
.34
39
93
96
2.0
43
93
21
.50
43
84
28
3.5
44
74
51
.90
48
54
73
5.4
39
8
Am
ou
nt
inL
ak
hs
S.N
o.
Dis
tric
tN
am
e
ME
PM
AT
ota
lD
PM
UT
PM
U
To
tal
To
tal
SE
RP
Table6:ShareCapitalM
obilisedfrom
SERP&MEP
MAas
on31.03.2016
(Rs.La
khs)
4735.43
Sthree Nidhi64
20
14
20
15
20
16
20
14
20
15
20
16
20
14
20
15
20
16
20
14
20
15
20
16
20
14
20
15
20
16
20
15
20
16
1A
dil
abad
11
8.0
93
59
.68
67
2.1
83
8.0
01
3.0
03
7.5
04
3.0
51
2.5
02
8.4
51
26
.57
0.3
00
.30
0.0
02
71
.22
71
3.5
91
59
3.3
9
2K
arim
nag
ar2
69
.78
13
04
.99
21
48
.99
60
0.0
06
00
.00
60
0.0
02
31
.00
59
8.0
07
53
.65
15
5.1
94
01
.81
79
0.6
00
.00
0.0
00
.00
13
40
.75
28
00
.04
70
93
.28
3K
ham
mam
11
6.3
03
80
.60
81
0.2
64
0.0
06
8.9
56
9.6
57
0.3
91
00
.43
13
4.5
71
8.9
52
2.4
12
8.6
92
16
.25
66
1.2
81
70
4.4
5
4M
ahab
ub
nag
ar4
6.7
65
69
.85
11
21
.18
25
0.0
03
07
.00
47
4.8
29
32
.93
10
17
.93
22
.00
43
.32
70
.59
1.1
91
.19
2.5
43
64
.45
10
84
.40
36
03
.65
5M
edak
16
9.9
68
56
.78
14
54
.63
18
.35
9.8
62
6.7
48
8.9
61
6.3
32
1.9
22
7.9
95
47
.17
18
75
.59
34
65
.51
6N
alg
on
da
45
.66
79
1.1
81
39
7.2
08
5.0
01
35
.00
84
.00
10
7.0
01
08
.12
25
.05
29
.29
70
.77
0.0
00
.00
0.0
03
91
.16
14
61
.80
31
72
.88
7N
izam
abad
35
5.6
29
96
.00
16
54
.98
12
1.0
02
36
.49
23
7.5
01
1.4
04
8.8
08
4.5
01
.95
31
.89
47
.07
71
7.7
51
64
5.4
13
66
9.4
6
8R
ang
aR
edd
y1
5.5
53
37
.58
80
4.6
33
0.0
03
0.0
04
6.0
01
57
.24
19
3.1
78
.35
47
.07
64
.02
0.0
00
.00
0.0
02
69
.86
92
0.2
22
01
2.0
3
9W
aran
gal
41
1.0
71
16
4.5
51
68
4.4
63
5.0
06
4.0
06
5.4
01
12
.91
11
6.6
01
56
.57
1.3
01
.34
2.5
45
00
.39
16
75
.55
35
84
.53
To
tal:
15
48
.79
67
61
.21
11
74
8.5
06
00
.00
96
5.0
01
11
0.0
01
04
52
20
2.1
12
50
6.8
24
27
.65
84
2.5
11
58
7.1
44
0.0
27
9.0
41
08
.84
46
18
.99
12
83
7.8
72
98
99
.17
1A
dil
abad
12
.85
72
.65
12
5.0
21
.00
1.0
03
9.5
09
7.5
61
35
.98
7.8
09
3.6
13
55
.61
2K
ham
mam
12
.86
95
.30
19
8.2
17
.00
10
.82
13
.82
38
.17
47
.55
49
.49
0.4
50
.45
0.5
76
1.8
01
36
.30
39
8.3
9
3W
aran
gal
3.3
23
5.1
44
3.5
94
.10
8.1
30
.44
69
.79
74
.89
26
.00
67
.15
19
3.7
3
To
tal:
29
.03
20
3.0
93
66
.81
7.0
01
5.9
22
2.9
21
08
.11
21
4.9
02
60
.37
0.4
50
.45
0.5
79
5.6
02
97
.06
94
7.7
3
15
77
.82
69
64
.30
12
11
5.3
16
00
.00
96
5.0
01
11
0.0
01
05
1.8
22
21
8.0
32
52
9.7
45
35
.76
10
57
.41
18
47
.51
40
.47
79
.49
10
9.4
14
71
4.5
91
31
34
.93
30
84
6.9
0
1A
dil
abad
66
.94
10
0.5
56
6.9
4
2K
arim
nag
ar6
.94
42
.11
91
.53
1.6
03
.38
3.4
84
5.4
9
3K
ham
mam
10
.96
63
.59
13
0.7
76
3.5
9
4M
ahab
ub
nag
ar3
0.4
84
4.6
53
0.4
8
5M
edak
45
.50
11
4.6
94
5.5
0
6N
alg
on
da
49
.85
10
8.1
84
9.8
5
7N
izam
abad
2.9
73
7.2
26
8.7
83
7.2
2
8R
ang
aR
edd
y6
.60
19
.81
6.6
0
9W
aran
gal
0.2
82
08
.16
26
7.6
20
.50
0.5
00
.50
20
8.6
6
To
tal:
21
.15
55
0.4
59
46
.57
0.0
00
.00
0.0
00
.00
0.0
00
.00
2.1
03
.88
3.9
80
.00
0.0
00
.00
0.0
00
.00
95
0.5
5
Gra
nd
To
tal:
15
98
.97
75
14
.75
13
06
1.8
86
00
.00
96
5.0
01
11
0.0
01
05
1.8
22
21
8.0
32
52
9.7
45
37
.86
10
61
.29
18
51
.49
40
.47
79
.49
10
9.4
14
71
4.5
91
31
34
.93
31
79
7.4
5
DP
MU
TP
MU
ME
PM
A
S.N
o.
Dis
tric
tN
am
eS
am
rud
hi
ZS
-Sa
nk
alp
aM
S-S
an
ka
lpa
Co
rpu
sD
epo
sit
VO
-S
an
ka
lpa
Bh
av
ith
aT
ota
l
Tableno
7:Districtwise
positionofdepositsa
satthe
endofFinancialY
ear2
015-16
(Rs.Cr.)
Annual Report 2015-16 65
MS
sV
Os
SH
Gs
SH
G
Mem
bers
Am
ou
nt
MS
sV
Os
SH
Gs
SH
G
Mem
bers
Am
ou
nt
MS
sV
Os
SH
Gs
SH
G
Mem
bers
Am
ou
nt
1A
dil
abad
30
442
2713
10903
18.3
527
500
4553
18612
35.7
230
661
6643.0
024455
59.9
6
2K
arim
nag
ar57
1344
9937
34745
63.6
556
1657
17110
66156
138.5
957
2003
24903.0
088992
236.6
4
3K
ham
mam
24
587
3135
11862
19.8
427
492
3695
14787
29.0
527
651
5058.0
018376
44.7
1
4M
ahab
ubnag
ar48
473
3551
11792
20.4
655
714
7259
24007
47.7
258
1162
10845.0
035188
82.1
2
5M
edak
45
913
4811
20049
37.4
245
1111
10016
46000
97.3
945
1323
12873.0
051402
134.3
0
6N
algonda
47
574
3413
14170
25.9
455
895
8540
36148
74.7
657
1253
11659.0
045718
106.9
7
7N
izam
abad
36
1308
16423
55293
97.6
536
1266
15039
47162
99.3
336
1341
18508.0
057907
153.4
9
8R
anga
Red
dy
33
647
4580
14715
26.2
632
481
3704
12236
24.3
332
781
7124.0
023306
56.3
2
9W
aran
gal
44
1140
7891
34249
68.0
144
1202
10348
43502
96.4
744
1379
14598.0
053670
144.6
0
Tota
l:364
7428
56454
207778
377.5
8377
8318
80264
308610
643.3
5386
10554
112211
399014
1019.1
0
1A
dil
abad
11
99
541
2417
3.8
215
75
488
2270
4.6
012
127
1002
4064
9.3
5
2K
ham
mam
13
214
885
3481
5.6
612
160
1061
4367
8.0
212
208
1309
4489
10.4
4
3W
aran
gal
36
10
13
0.0
21
33
30.0
12
17
126
277
0.6
4
Tota
l:27
319
1436
5911
9.5
028
238
1552
6640
12.6
326
352
2437
8830
20.4
4
391
7747
57890
213689
387.0
8405
8556
81816
315250
655.9
8412
10906
114648
407844
1039.5
4
1A
dil
abad
6145
1454
4550
7.2
36
143
1099
3194
6.0
47
176
1893
7163
16.2
7
2K
arim
nag
ar1
68
355
1823
4.0
51
633
154
0.3
93
109
959
4357
10.6
8
3K
ham
mam
6154
1051
4025
8.1
26
85
656
2684
5.9
86
127
1141
5430
12.7
7
4M
ahab
ubnag
ar0
00
00.0
01
41
572
1549
3.1
11
40
288
596
1.2
2
5M
edak
117
60
294
0.5
94
57
616
3364
8.1
15
122
1197
6193
15.3
9
6N
algonda
230
120
425
0.9
94
117
881
3165
7.0
25
161
1459
5290
12.1
8
7N
izam
abad
369
780
2191
4.0
65
58
613
1523
3.1
45
76
787
2173
4.5
8
8R
anga
Red
dy
240
242
1085
2.2
32
11
66
227
0.4
12
32
243
1040
2.3
8
9W
aran
gal
247
608
1849
3.2
49
168
1764
5790
13.1
310
315
4217
14304
33.3
7
Tota
l:23
570
4670
16242
30.5
238
686
6300
21650
47.3
144
1158
12184
46546
108.8
3
Gran
dT
ota
l:414
8317
62560
229931
417.6
0443
9242
88116
336900
703.2
9456
12064
126832
454390
1148.3
7
DP
MU
TP
MU
ME
PM
A
Dis
tric
tN
am
e
2015-1
6
Am
ou
nt
inC
r.
Gran
dT
ota
l:
2013-1
42014-1
5
S.N
o
SE
RP
Table8:DistrictWise
Creditflowfor3
Years
Sthree Nidhi66
Man
dals
VO
sS
HG
sM
em
ber
Ou
tsta
nd
ing
Am
ou
nt
inC
rM
an
dals
VO
sS
HG
sM
em
ber
Ou
tsta
nd
ing
Am
ou
nt
inC
rM
an
dals
VO
sS
HG
sM
em
ber
Ou
tsta
nd
ing
Am
ou
nt
inC
r
1A
dil
abad
32
667
6513
29276
20.7
32
815
8889
45091
37.3
031
740
9386
43066
66.4
4
2K
ari
mnagar
57
1639
16890
64526
66.6
57
2073
27261
128801
150.2
257
2150
34044
157318
278.5
7
3K
ham
mam
27
910
7243
29563
23.1
27
1051
9444
42779
34.8
527
884
8360
34602
53.6
3
4M
ahabubnagar
48
620
5450
18635
19.7
58
1057
11284
41636
51.5
260
1345
15423
60123
95.3
6
5M
edak
46
1220
11504
51759
44.5
46
1497
17811
92931
98.6
745
1439
19838
97068
157.8
3
6N
alg
onda
49
854
7703
32851
29.6
55
1217
13957
66171
77.8
957
1464
18749
82926
128.8
2
7N
izam
abad
36
1336
20590
77522
94.7
36
1433
25847
121996
126.6
736
1449
25476
107397
184.5
9
8R
anga
Reddy
33
846
8125
28366
27.7
33
1057
10300
39758
30.0
933
968
10137
37332
60.5
6
9W
ara
ngal
45
1342
1383
264648
75.4
45
1627
20567
106834
109.3
245
1616
21724
100680
167.7
9
373
9434
9785
0397146
402.0
389
11827
145360
685997
716.5
3391
12055
163137
720512
1193.5
9
1A
dil
abad
16
247
1676
8361
4.8
19
282
1818
9709
5.5
18
186
1503
6851
10.4
6
2K
ham
mam
15
399
2124
8980
6.7
13
364
2399
11189
9.0
13
321
2237
8771
12.5
3
3W
ara
ngal
319
77
168
0.0
320
71
151
0.0
325
136
297
0.6
4
34
665
3877
17509
11.5
035
666
4288
21049
14.5
034
532
3876
15919
23.6
3
407
10099
101727
414655
413.5
0424
12493
149648
707046
731.0
3425
12587
167013
736431
1217.2
2
1A
dil
abad
6145
1454
4550
6.9
66
175
2055
7740
9.3
7205
2724
11635
17.7
2
2K
ari
mnagar
168
355
1823
2.8
51
68
388
1977
1.2
3115
1036
4682
8.7
7
3K
ham
mam
6158
1318
5170
7.1
06
173
1794
7848
7.6
6157
1687
8361
14.0
4
4M
ahabubnagar
141
572
1549
2.9
143
724
2139
2.3
5
5M
edak
117
60
294
0.5
34
63
673
3658
8.2
5124
1732
9539
17.7
6
6N
alg
onda
230
120
425
0.9
84
123
989
3590
6.7
5170
2022
8590
12.7
5
7N
izam
abad
369
780
2191
3.2
45
88
1106
3708
4.2
589
1182
3952
5.1
1
8R
anga
Reddy
240
242
1085
1.8
92
48
299
1306
1.2
238
317
1370
2.3
7
9W
ara
ngal
247
608
1849
2.4
19
176
2138
7636
13.6
10
327
5203
20374
32.0
3
23
574
4937
17387
25.9
638
955
10014
39012
54.8
844
1268
16627
70642
112.8
9
Gran
dT
ota
l:430
10673
1066
64
432042
439.4
6462
13448
159662
746058
785.9
1469
13855
183640
807073
1330.1
2
Tota
l:
SE
RP
DP
MU
2015-1
6
S.N
o.
Dis
tric
t
2013-1
42014-1
5
ME
PM
AT
ota
l:
ME
PM
A
SE
RP
Tota
l:
TP
MU
Tota
l:
Table9:Districtwise
Loan
Outstanding
for3
years
(Rs.Cr.)
Annual Report 2015-16 67
Mem
.A
mt.
Mem
.A
mt.
Mem
.A
mt.
Mem
.A
mt.
Mem
.A
mt.
Mem
.A
mt.
Mem
.A
mt.
Mem
.A
mt.
Mem
.A
mt.
Mem
.A
mt.
1A
dil
ab
ad
2721
5.83
91
0.11
1004
2.30
3409
8.97
9951
21.99
265
0.68
2299
6.17
4310
11.87
405
2.04
24455
59.96
2K
ari
mn
aga
r10816
24.98
187
0.25
3963
9.33
15275
42.46
31252
72.46
1280
3.96
9538
28.74
15408
48.14
1273
6.33
88992
236.64
3K
ham
mam
2127
4.66
108
0.16
951
2.20
2776
6.72
5954
13.33
140
0.36
1572
4.02
4318
11.08
430
2.17
18376
44.71
4M
ah
ab
ub
na
ga
r2857
6.15
117
0.15
1521
3.41
8136
18.89
12792
28.22
422
1.02
2720
6.77
5800
13.34
823
4.16
35188
82.12
5M
edak
4468
10.22
250
0.36
2467
5.79
10791
26.59
17874
40.86
486
1.33
4736
13.13
7499
21.78
2831
14.25
51402
134.30
6N
alg
on
da
5587
12.55
83
0.11
1435
3.26
15746
37.05
11461
25.51
1062
2.58
2948
7.02
6570
14.71
826
4.17
45718
106.97
7N
izam
ab
ad
7443
17.27
119
0.15
2265
5.33
7372
18.31
21191
48.56
572
1.66
6402
18.23
9469
28.51
3074
15.45
57907
153.49
8R
an
ga
Red
dy
2825
6.31
205
0.28
1299
3.02
4005
9.70
4936
10.89
357
0.90
2949
7.35
6204
15.19
526
2.67
23306
56.32
9W
ara
ngal
5758
13.35
230
0.32
2330
5.49
13813
35.52
14492
32.96
561
1.55
4995
14.11
8181
24.53
3310
16.76
53670
144.60
Tota
l4
46
02
10
1.3
41
39
01
.89
17
23
54
0.1
58
13
23
20
4.2
11
29
90
32
94
.78
51
45
14.0
438159
105.5
45
67759
189.1
413498
68.0
0399014
1019.1
0
1A
dil
ab
ad
417
0.86
25
0.04
207
0.45
689
1.78
1285
2.80
57
0.14
450
1.12
912
2.08
22
0.11
4064
9.35
2K
ham
mam
590
1.24
20
0.02
150
0.33
494
1.13
853
1.63
36
0.11
686
1.60
1467
3.42
193
0.98
4489
10.44
3W
ara
ngal
22
0.04
00.00
25
0.05
46
0.10
58
0.13
50.01
40
0.09
81
0.21
00.00
277
0.64
Tota
l:1
02
92
.14
45
0.0
53
82
0.8
31
22
93
.00
21
96
4.5
59
80.2
61176
2.8
12460
5.7
0215
1.0
98830
20.4
4
SE
RP
Tota
l:4
56
31
10
3.4
81
43
51
.94
17
61
74
0.9
78
25
52
20
7.2
11
32
09
92
99
.34
52
43
14.3
039335
108.3
54
70219
194.8
45
13713
69.0
9407844
1039.5
4
1A
dil
ab
ad
311
0.68
51
0.06
84
0.18
467
1.07
1966
4.49
229
0.53
1399
3.20
2656
6.07
00
7163
16.27059
2K
ari
mn
aga
r147
0.35
11
0.01
72
0.18
158
0.38
193
0.45
659
1.61
1272
3.16
1845
4.54
00
4357
10.68364
3K
ham
mam
239
0.52
11
0.02
63
0.14
499
1.19
260
0.60
169
0.38
1547
3.67
2642
6.25
00
5430
12.76882
4M
ah
ab
ub
na
ga
r55
0.11
30.00
20.00
14
0.03
67
0.13
15
0.03
232
0.47
208
0.43
00
596
1.215648
5M
edak
307
0.76
10
0.01
174
0.42
561
1.40
638
1.58
276
0.68
1928
4.80
2299
5.75
00
6193
15.38918
6N
alg
on
da
87
0.19
40.01
14
0.03
417
1.00
180
0.40
143
0.32
1450
3.28
2995
6.95
00
5290
12.17602
7N
izam
ab
ad
136
0.28
94
0.12
30
0.07
137
0.29
209
0.43
90
0.20
907
1.93
570
1.26
00
2173
4.578991
8R
an
ga
Red
dy
54
0.12
10.00
31
0.08
144
0.32
362
0.83
50.01
32
0.08
411
0.95
00
1040
2.38392
9W
ara
ngal
1014
2.26
372
0.52
203
0.47
1088
2.57
822
1.72
831
1.95
6154
14.95
3820
8.93
00
14304
33.36684
ME
PM
AT
ota
l:2
35
05
.27
55
70
.75
67
31
.57
34
85
8.2
54
69
71
0.6
32
41
75.7
014921
35.5
317446
41.1
40
046546
108.8
336
Gra
nd
Tota
l:4
79
81
10
8.7
41
99
22
.69
18
29
04
2.5
48
60
37
21
5.4
51
36
79
63
09
.96
76
60
20.0
154256
143.8
987665
235.9
913713
69.0
9454390
1148.3
7
Am
ou
nt
inC
r.
S.N
oD
istr
ict
Na
me
Ed
uca
tio
nS
mall
Bu
sin
ess
Hea
lth
/E
mer
gen
cy
Nee
ds
Ma
rria
ge
Act
ivit
ies
All
ied
to
ag
ricu
ltu
reA
gri
cult
ure
Dair
y
DP
MU
Tota
l
ME
PM
A
TP
MU
Sel
fE
mp
loyed
-
Ind
ust
ry
Sel
fE
mp
loyed
-
Ser
vic
e
Table10:D
istrictwise
Purposewise
Loan
disbursementreportfor
FY2015-16
(Rs.Cr.)
Annual Report 2015-16 69
Dem
an
dC
oll
ecti
on
Over
du
eR
ecover
y%
Dem
an
dC
oll
ecti
on
Over
du
eR
ecover
y%
Dem
an
dC
oll
ecti
on
Over
du
eR
ecover
y%
1A
dil
abad
1828.2
61820.4
28.1
0100
2184.4
12150.9
633.4
598
3637.6
93605.2
532.4
499
2K
arim
nag
ar3786.6
33737.7
849.7
499
6388.5
36263.2
7125
.26
98
12955.9
912852.8
9103.1
199
3K
ham
mam
1786.4
51751.8
434.6
298
2145.5
72059.3
686.2
296
3057.6
82945.3
3112.3
696
4M
ahab
ubnag
ar811.0
2808.6
52.6
5100
1871.2
41858.1
713.0
799
4601.5
84561.1
140.4
799
5M
edak
3466.2
93459.9
26.3
7100
4894.1
44863.8
530.2
999
8994.4
38983.7
910.6
4100
6N
algon
da
1978.2
41963.1
415.0
999
3073.4
33033.0
046.3
399
6874.6
76770.3
4104.3
498
7N
izam
abad
3189.9
83189.3
51.4
8100
7639.1
47619.3
819.7
6100
11086.9
411059.7
027.2
4100
8R
anga
Red
dy
1767.7
71761.4
36.3
4100
2503.8
52439.3
364.5
297
3124.8
03038.0
686.7
497
9W
aran
gal
3985.5
83951.0
134.9
999
7200.0
77082.1
9117
.88
98
10305.3
810136.0
8169.3
098
22600.2
222
443.5
6159.3
899
37900.3
737369.5
1536.7
699
64639.1
663952.5
3686.6
399
1A
dil
abad
528.5
6516.7
511.8
198
447.5
3432.7
914.7
497
535.2
8519.2
316.0
497
2K
ham
mam
624.7
3583.2
241.5
193
589.8
1538.4
151.4
191
858.3
0799.3
358.9
793
3W
aran
gal
10.1
28.3
51.7
783
4.8
14.4
20.4
992
3.4
22.4
40.9
772
Tota
l:1163.4
11108.3
255.0
995
1042.1
5975.6
266
.63
94
1396.9
91321.0
175.9
995
23763.6
323
551.8
8214.4
799
38942.5
238345.1
2603.4
098
66036.1
665273.5
4762.6
299
1A
dil
abad
28.8
628.2
60.5
998
450.4
6447.0
06.7
599
940.8
3920.9
619.8
798
2K
arim
nag
ar124.8
3121.6
23.2
097
222.2
0221.0
03
.44
99
394.2
7386.8
57.4
398
3K
ham
mam
346.0
1345.8
90.1
2100
623.2
6617.0
014.0
499
747.7
7744.7
13.0
6100
4M
ahab
ubnag
ar33.9
933.9
90.0
0100
210.8
6210.3
40.5
2100
5M
edak
5.9
85.9
80.0
0100
56.6
656.6
60
.11
100
728.1
1727.4
30.6
8100
6N
algon
da
1.5
21.5
20.0
0100
158.2
2157.0
01
.25
99
742.8
3722.3
320.5
097
7N
izam
abad
86.3
484.5
11.8
398
246.3
3245.0
02.8
699
441.0
2437.6
63.3
699
8R
anga
Red
dy
35.2
534.7
70.4
799
132.1
4131.0
02.6
599
136.6
0131.5
95.0
096
9W
aran
gal
85.7
985.3
10.4
899
232.3
7231.0
06.5
699
1905.9
21868.4
437.4
898
Tota
l:714.5
7707.8
76.7
199
2155.6
42139.6
537.6
699
6248.2
26150.3
197.9
198
Gra
nd
Tota
l:24478.2
024259.7
4221.1
899
41098.1
640484.7
7641.0
699
72284.3
771423.8
5860.5
299
Am
ou
nt
inL
ak
hs
Tota
l:
2013-1
42014-1
5
Gra
nd
Tota
l:
TP
MU
ME
PM
A
2015-1
6
SE
RP
DP
MU
Dis
tric
tS
.No.
Table12
(a):Districtwise
Repaymentp
erform
ance
for3
years
Sthree Nidhi70
Ou
tsta
nd
ing
in
NP
A
To
tal
Ou
tsta
nd
ing
NP
A(%
)O
uts
tan
din
gin
NP
A
Tota
l
Ou
tsta
nd
ing
NP
A(%
)
1A
dil
abad
23
93
85
44
26
73
38
03
0.5
64205025
945752914
0.4
4
2K
arim
nag
ar5
76
02
47
14
99
45
77
57
0.3
84801547
2872171274
0.1
7
3K
ham
mam
12
26
23
81
42
42
35
51
22
.89
14811936
798430243
1.8
6
4M
ahab
ub
nag
ar1
36
13
76
51
32
85
24
50
.27
3592539
976453342
0.3
7
5M
edak
15
52
90
29
85
13
50
91
0.1
6800881
1750094248
0.0
5
6N
algond
a2
46
70
97
77
85
97
98
50
.32
6288115
1402793871
0.4
5
7N
izam
abad
29
15
94
12
65
05
83
45
0.0
21032521
1894118082
0.0
5
8R
anga
Red
dy
62
61
31
13
00
51
15
06
2.0
87166062
628409414
1.1
4
9W
aran
gal
80
50
65
51
09
08
43
74
90
.74
13993902
2001820220
0.7
0
40
40
14
17
72
83
85
89
93
0.5
556692528
13270043608
0.4
3T
OT
AL
S.N
oD
istr
ict
20
14
-15
2015-1
6
Table12
(b):Districtwise
NPA
positionfor2
years
Amt(Rs.)
Annual Report 2015-16 71
TR
IGP
Non
-TR
IGP
Tot
alW
orki
ngT
RIG
PN
on-T
RIG
PT
otal
TR
IGP
Non
-TR
IGP
Wor
king
TR
IGP
1A
dila
bad
2151
7215
15
60
50
6242
1
2K
arim
naga
r22
159
181
903
2326
1887
1544
355
3K
ham
mam
3877
115
285
813
413
385
685
4M
ahab
ubna
gar
5310
415
732
38
117
235
102
816
5M
edak
2454
7850
610
1611
3710
139
2
6N
algo
nda
3712
716
415
23
57
45
148
917
7N
izam
abad
2610
413
015
010
101
141
106
6859
4
8Ra
nga
Redd
y42
111
153
63
36
00
014
810
785
22
9W
aran
gal
4660
106
127
411
75
483
7562
4
309
847
1156
263
3074
104
5518
843
791
576
206
56
Dis
tric
t
Tot
alN
umbe
rof
BC
Poin
tsN
oof
OSS
Cen
ters
Lau
nche
dV
LE
sto
be
iden
tifie
d
VL
Es
iden
tifie
d
VL
Es
Tra
ined
Tot
al
Pend
ing
Loc
atio
nsS.
No
No
ofex
istin
gB
Cpo
ints
Tableno
13:D
istrictWise
VLE
Points
Sthree Nidhi72
S.No. Training Programs, Workshops conducted No of Participants Level
1 SNRP Review meeitng 1519 DISTRICT
2 VO Workshops 2064 DISTRICT
3 Staff Review meeting 982 DISTRICT
4 Trainings for VLES 762 DISTRICT
5 Video Conference 500 State
6 District / Zonal level Review meeting Staff 262 DISTRICT
7 IKP Staff review meeting 344 DISTRICT
8 MD Sir Review meeting with IKP staff & Streenidhi staff 600 STATE
9 Stree Nidhi - Staff Induction 50 STATE
10 Induction on Stree Nidhi Social Audit for CARPS & TS -SSAAT 22 STATE
11 Training cum workshop on Social Audit 35 STATE
12 CARPs Review cum workshop 16 STATE
g p
Table no 14: Training particulars of Stree Nidhi
Annual Report 2015-16 73
Abbreviations
AC Area Coordinator
APM Assistant Project Manager
BC Business Correspondent
CARP Community Audit Resource Person
CC Cluster Coordinator
CUG Closed User Group
DBT Direct Benefit Transfer
DDCF Dairy Development Cooperative Federation
DRDA District Rural Development Agency
EC Executive Committee
EKYC Electronically Know Your Customer
FSS Finacial Self Sufficiency
GOI Government of India
GPRS General Packet Radio Service
HLP Household Livelihood Plan
IGA Income Generation Activity
ITDA Integrated Tribal Development Agency
IVRS Interactive Voice Response System
IWMP IntigratedWatershed Management Programme
MACS Mutually Aided Cooperative Societies
MC Managing Committee
MEPMA Mission for Elimination of Poverty in Municipal Areas
MFI Micro Finance Institution
MIS Management Information System
MS Mandal Samakhya
NABARD National Bank for Agricultural and Rural Development
NEFT National Electronic Fund Transfer
NPA Non Performing Asset
NREGA Nation Rural Employement Gurantee Agency
NRLM National Rural Livelihood Machine
Sthree Nidhi74
OSS Operational Self Sufficiency (Ratio)
OSS One Stop Shop
PMJDY Prime Minister Jan Dan Yojana
PMJJBY Pradhan Mantri Jeevan Jyoti Bima Yojana
PMSBY Pradhan Mantri Suraksha Bima Yojana
PSSK Palle Samagra Seva Kendralu
RBI Reserve Bank of India
RTGS Real Time Gross Settlement
SBI State Bank of India
SCSP Scheduled Caste Sub Plan
SDG Sustainable Development Goals
SERP Society for Elimination of Rural Poverty
SFB Small Finance Bank
SHG Self Help Groups
SLF Slum Level Federation
SNRP Stree Nidhi Resource Person
TCS Tata Consultancy Service
TLF Town Level Federation
TMC Town level Mission Coordinator
TRIGP Telangana Rural Inclusive Growth Project
TSP Tribal Sub Plan
TSPs Technical Service Provider
TSSAAT Telangana Society for Social Audit , Accountability and Transparency
UPI Unified Payment Interface
URL Uniform Resource Locater
VLE Village Level Entrepreneur
VLR Vaddi Leni Runalu (Interest Subvention)
VO Village Orginisation
ZS Zilla Samakhya