elected directors - streenidhi.telangana.gov.in · elected directors government nominee ... as per...

ELECTED DIRECTORS

GOVERNMENT NOMINEE DIRECTORS

SPECIAL INVITEES

Smt. S. AnithaPresident

Smt. P. KamalaVice President

Smt. B. SwaroopaTreasurer

Smt. K. JyothiDirector

Smt. Lanka SnehaDirector

Smt. B. KavithaDirector

Smt. K. Meena Director

Smt. Gandra Lalitha Director

Smt. Cimarla Jyothi Director

Smt. G. Shyamala Director

Smt. RadhabaiDirector

Smt. Ch. Manjula Director

Sri Vikas Raj, IASPrl. Secretary, PR & RD

Sri Sandeep Kumar Sultania, IAS Secretary, Finance

Sri. M. Veerabrahmaiah, IAS Registrar of Co-operative

Societies

Sri. G.Vidya Sagar ReddyManaging Director

Stree Nidhi

Smt. Pausumi Basu, IAS CEO, SERP

Smt. T.K. Sreedevi, IAS MD, MEPMA

Sri T.C.S. Reddy CEO, APMAS

i

MESSAGE

It is a matter of great pleasure that Stree Nidhi has completed six years in the

service of SHG members enabling them to access a bouquet of financial services

aimed at poverty alleviation. The efficiency with which Stree Nidhi operates in

providing credit services at affordable rate of interest and in time is derived from the

strength of SHGs and their federations nurtured by SERP and MEPMA.

The commitment and involvement of SHGs and their federations supported by

the staff of Stree Nidhi, SERP and MEPMA with their dedicated efforts have made it

possible for Stree Nidhi to emerge as a role model and unique organisation in the

country. The way Stree Nidhi is leveraging the technology in reaching out to

unreached / under reached is exemplary.

It is also heartening that interest rate on loans charged by Stree Nidhi are

comparable to those charged by banks on their lending to SHGs and even lower in

some cases making it a cost effective model. It has reached more than 1000 villages

as Business Correspondent to banks extending banking, MeeSeva services through

BC points and Palle Samagra Seva Kendralu (PSSK) at their door steps and the

progress made is praise worthy.

Stree Nidhi needs to focus more on livelihood financing, offer credit plus

services and emerge stronger in the service of poor SHG women.

On this occasion, I wish all SHG women and their families make use of

services offered by Stree Nidhi for their well bening and wish Stree Nidhi to emerge

as a strong and vibrant financial organisation in the services of poor.

Jupally Krishna Rao

Shri Jupally Krishna Rao,Hon’ble Minister, Panchayat Raj &

Rural Development,

Government of Telangana

iii

Shri Vikas Raj, IAS

Principal Secretary, PR & RD,

Government of Telangana

MESSAGE

Development economics need innovative approaches to address poverty related

challenges. Stree Nidhi Credit Cooperative Federation Limited.,is such an innovation

and has emerged as a role model in the country providing credit and other financial

services to the poor at affordable interest rate and in time. It is a matter of pride that

the federations of SHGs have moved up in the ladder and promoted Stree Nidhi in

coordination with State Govt. for purveying financial services to the SHG members

effectively. More importantly, the role of federations in providing last mile connectivity

making Stree Nidhi a low cost credit delivery model is note worthy.

Leveraging user friendly technology coupled with robust monitoring mechanism

demonstrates the need for such institutions in the country for poverty alleviation. It is

in fitness of things that the NRLM,GoI identified Stree Nidhi as a National Support

Organisation to replicate Stree Nidhi model in other states.

It goes to the credit of Stree Nidhi as also SERP and MEPMA and their staff, who

made it possible to make Stree Nidhi a torch bearer in the country as a unique cost

effective financial services delivery system. While small finance for consumption is

necessary, there is a need for paradigm shift to finance livelihoods in a big way to

augment income of poor. Stree Nidhi has made strides in this direction and need to

further intensify those efforts, including financing Farmer Producer Organisations.

I wish all the best to Stree Nidhi and SHGs and thier Federations on this occasion.

Vikas Raj

v

Abbreviations

ABFL Agri Business Finance Limited

AGM Assistant General Manager

APGVB Andhra Pradesh Grameena Vikas Bank

BC Business Correspondent

BWR Brick Works Rating

CARP Community Audit Resource Person

CBOs Community Based Organisations

CDS Center for Development Studies

CEO Chief Executive Officer

CIF Community Investment Fund

CM Chief Manager

CRM Customer Relation Management

CUG Closed User Group

DCB Demand Collection Balance

DGM Deputy General Manager

DPR Detailed Project Report

DRDA District Rural Development Agency

DRDO District Rural Development Officer

DRP District Resource Person of TS - SSAAT

EC Executive Committee

EFMS Electronic Fund Management System

e-KYC elctronically Know Your Customer

FSS Finacial Self Sufficiency

GPRS General Packet Radio Service

H.O. Head Office

HLP Household Livelihood Plan

HR Human Resource

IGA Income Generating Activity

IHHL Individual House Hold Latrine

IT Information Technology

ITDA Integrated Tribal Development Agency

ITE & C Information Technology Electronic & Communications

IVRS Interactive Voice Response System

IWMP Integrated Watershed Management Programme

MACS Mutually Aided Cooperative Society

MAS Mahila Abhivrudhi Societcy

MC Managing Committee

MEPMA Mission for Elimination of Poverty in Municipal Areas

vi

MFI Micro Finance Institution

MIS Management Information System

MS Mandal Samakhya

NABARD National Bank for Agricultural and Rural Development

NCDC National Cooperative Development Corporation

NPA Non Performing Asset

NREGS National Rural Employment Gaurantee Scheme

NRLM National Rural Livelihood Mission

NSO National Support Organisation

NSTFDC National Scheduled Tribes Finance and Development Corporation

OSD Officer on Special Duty

OSS Operational Self Sufficiency (Ratio)

OSS One Stop Shop

PD Project Director

POP Poorest of Poor

RBI Reserve Bank of India

RM Regional Manager

ROA Return on Assets

SBI State Bank of India

SCSP Scheduled Caste Sub Plan

SERP Society for Elimination of Rural Poverty

SHG Self Help Group

SHG-BLP Self Help Group - Bank Linkage Programme

SLCC State Level Consultative Committee

SLF Slum Level Federation

SNRP Stree Nidhi Resource Person

SRLM State Rural Livelihood Mission

SVEP Start-up Village Enterprenuership Programme

TGB Telangana Grameena Bank

TLF Town Level Federation

TSIPARD Telangana State Institute of Panchayat Raj And Rural Development

TSP Tribal Sub Plan

TSSSAAT Telangana State Society for Social Audit , Accountability and Transparency

URL Uniform Resource Locater

VLEs Village Level Enterprenuers

VO Village Orginisation

ZM Zonal Manager

ZS Zilla Samakhya

vii

INDEX

Chapter Particulars Page

No. No.

PART - A

1 Micro Finance - A Policy Perspective 1-3

2 Stree Nidhi – An appropriate Solution 4-8

3 Our Support Organizations - SERP and MEPMA 9-10

4 Role and importance of SHG Federations as Last Mile 11-13

5 Stree Nidhi Organization and Management Structure 14-17

6 Mobilization of Resources 18-22

7 Loan Policy and Risk Mitigation 23-28

8 Credit Flow – Analysis 29-34

9 Robust Monitoring Mechanism – A key element 35-36

10 Social Audit as a tool to bring transparency 37

11 Financial Performance 38-44

12 Corporate Governance in Stree Nidhi 45-47

13 Digitalization of Operations for seamless functioning 48-49

14 Stree Nidhi as a Business Correspondent to Banks – 50-52

A Unique model in Telangana

15 Capacity Building of Staff and Community 53

16 New Initiatives / Policy Changes 54-56

Part – B Tables 57-79

Part – C Financial Statements 80-81

Annual Report 2015-16 ix

ix

Annual Report 2015-16 xi

xi

Stree Nidhi 1

Micro Finance - a policy perspective

Chapter - 1

1.1. It has been 25 years since NABARD

launched SHG Bank linkage programme in

the country which ushered in a great

revolution and has been a game changer in

the sphere of financial inclusion of the

unreached. As per NABARD report on satus

of Microfinance Sector 2016-17, there are

85.7 lakh SHGs in the country covering

around 10 cr. rural households penetrating

60 per cent of the rural households. The loan

amount disbursed by banks to SHGs during

the year 2016-17 was Rs. 38781.16 crore

while the total bank loan outstanding to SHGs

was at Rs. 61581.30 crore. The average loan

disbursement per group in the country in the

year was Rs. 2.04 lakh.

1.2. MFIs have been financing SHGs and

also directly financing individual clients. As

per MFIN, as on 31.03.2017, the

Microfinance industry has a total loan

portfolio of Rs. 1,06,916 crore. As on 31

March 2016, they reached out to 40 million

clients with an outstanding credit Rs. 63,853

crore. Interestingly, in the recent past MFIs

are growing fast in the states like Punjab,

Haryana, Gujarat, Himachal Pradesh, and

Uttar Pradesh, which are left uncovered by

SHG-BLP.

1.3. The potential for economic

development of unreached is immense if

microfinance and development are

considered as means and end. Poverty is

multi-dimensional and need to be addressed

holistically as economic poverty alone is not

a solution.It is also important that poor are

insulated from risks of losing earning assets

and loss of earning member in family. Thus,

microfinance is instrumental in achieving

Sustainable Development Goals of poverty

eradication by 2030 through financial

inclusion and social engineering.

1.4. An appropriate eco system is being

created by GOI through NRLM in this

direction by organising, nurturing SHGs and

their federations more effectively. There is a

need for evolving appropriate mechanism to

dovetail development of such net-work of

institutions to provide financial access

needed and bring required synergy among

all stake holders. The Govt. of India needs

to bestow serious attention to this aspect as

the federations have enormous potential to

provide last mile connectivity to deliver

various services needed by community

including promotion of livelihoods and would

facilitate emergence of cost effective credit

delivery mechanism to the poor. It is pertinent

to mention here that for 10 cr house-holds

as envisaged by NRLM the credit

requirement will be of the order of Rs. 10

lakh cr which at present is way below that.

Annual Report 2016-172

1.5. It is need less to mention that in the wake

of rapid urbanisation, urban poverty is also

alarming. While NULM is addressing the

issues, there is huge scope for formation of

SHGs in urban areas. However, considering

the issues which are unique to poor in urban

areas due to vast areas and difficulty in

establishing and tracking members’ identity

becomes difficult particularly in the absence

of a permanent address and other forms for

establishing identity. Though it is appropriate

to have data for all members of SHGs

whether in rural or urban areas, it is essential

to capture Aadhaar, ration card, voter card

etc., in case of urban groups as it will not

only help in extending required financial

support but also for monitoring purposes.

Need for Low cost credit delivery model

1.6. The present system of dispensation of

financial services with NBFC-MFIs or other

forms of institutions like SFBs is high cost in

nature and will burden poor SHG women. It

is, therefore, in fitness of things to encourage

institutional frame work, practicing the

principles of Self- help and cooperation on

the lines of Stree Nidhi, Telangana in all

states in coordination with GOI, NRLM to

cater to needs of all financial services as such

legal forms in cooperative structure have

advantages of mobilisation of savings from

community, their ownership through

subscription to share capital, role of SHG

federations as last mile and tax advantages

on interest income etc., which help in

lowering operational cost and competitive

pricing of loan products.

Investment in technology

1.7. The number of SHGs in the country is

increasing year after year. With the formation

of more number of SHGs in urban areas the

number would further swell. Such a huge net-

work warrants maintenance of large volume

of data on various aspects and analytics

thereon to serve the community as per needs

articulated. This calls for huge investment in

technology and IT related infrastructure.

Such an investment can also be helpful in

tracking the progress made due to various

interventions.

Leveraging SHG net-work for development

of state

1.8. In development economics

empowerment of women in all spheres of life

assumes greater importance and keeping in

view SDGs, it is imperative that such a

network of SHGs and their federations is

properly harnessed for planning

development of the state as SHGs and their

federations serve as entry point for many

Govt. programmes for ameliorating

conditions of the poor women.

1.9. It is also of paramount importance that

such network is made use of for poverty

alleviation by promoting livelihoods in a big

way in coordination with NGOs, SRLMs and

NABARD including promotion of FPOs as the

latter is the need of the hour for augmenting

income in a more organised way. Such

initiatives can be funded by banks or by niche

institutions like Stree Nidhi with the required

support of the GOI and State Govt.

concerned.Most of the goals focus on

expanding access to banking, insurance and

financial services for all and ensuring

Stree Nidhi 3

affordable credit to enterprises. The role of

line departments needs to be strengthened

for identifying sources of livelihoods for SHG

women, and various requirements of Govt.

may be sourced from SHGs by providing

required support to them.

Converging credit with Credit plus service

1.10. To achieve and sustain income growth

of the bottom 40 per cent population by 2030

under SDG in order to reduce in equality,

access to resources especially financial is a

necessity.Making finance available finance

through SHGs is not an end in itself as it is

only a means. The poor need skills and

entrepreneurship alongside aspiration to

grow. Broad basing and policy tweaking by

the GOI, NRLM would facilitate NSDC in

coordination with State Govt. and SRLMs to

take up these activities on a large scale which

will ensure productive use of credit for

augmenting income.

Role in implementation of Antyodaya

1.11. The GOI has planned for development

of villages in a more integrated manner and

launched Antyodaya scheme for the purpose

to cover all the villages in the country over a

period. Mission Antyodaya is a convergence

frame work for measurable effective

outcomes on parameters that transform lives

and livelihoods by focusing on Financial

Inclusion and SHGs as Social Capital along

with other agents of convergence. Financial

services to women would provide for

livelihoods and facilitate development

through credit. The success of efforts of

convergence would depend largely on the

role played by the financing institutions. It is

the need of hour to establish specialised

institutions in different States of the country

to cater to the needs of SHGs similar to Stree

Nidhi Telangana with cost effective delivery

model having flexibility to customise

systems, procedures products and services

that aptly suit the financial needs of

community.


2.1. Rapid strides in growth of branch

network in Commercial banks and Regional

Rural Banks including Co-operative sector

in rural areas has ushered in a new era in

providing financial services to the poor.

Though it helped in socio economic

development of the poor, a large chunk of

them are still not able to access required

credit from banking industry.

2.2. Inclusive development began in 1992

with the launch of SHG Bank Linkage

programme in the country under the aegis

of NABARD. Formation of SHGs and their

linkage with Banks have expanded credit flow

for consumption and other productive

purposes tremendously. However, due to

various factors poor are not able to access

adequate and timely credit. They are

therefore, resorting to high cost credit

provided either from Micro Finance

Institutions/other lenders in private sector

and or money lenders. This has pushed the

poor into debt trap and some of them

committed suicide in the erstwhile state of

Andhra Pradesh. The then State Govt.

promulgated an ordinance in the year 2010

regulating the operations of MFIs in the State.

While there was huge demand for credit, the

supply was not adequate from banking

sector.

2.3 The State Govt. established Stree Nidhi

Credit Cooperative Federation Ltd., in

association with Mandal Samakhyas and

Pattana Samakhyas and registered it on

07.09.2011 under the State Cooperative

Societies Act’ 1964.

Stree Nidhi – An appropriate solution

Chapter - 2Microfinance- a policy perspectiveMicrofinance- a policy perspective

Stree Nidhi 5

Objectives

2.4. The main objectives of Stree Nidhi are

as under.

� To provide affordable credit to SHG

members expeditiously using

technology and supplement credit

support from banking sector.

� To alleviate poverty by financing

income generating activities.

� To work for socio economic upliftment

of members of Self Help Groups both

in Rural and Urban area.

Unique Features

2.5. Over a period of last six years, Stree

Nidhi has exhibited robust growth and

emerged as a major boon to the poor in rural

and urban areas across the state. In the

present scenario, poor are not requred to go

any where except Stree Nidhi for sourcing

credit both for their emergent and livelihoods

requirements as credit is available in time

and at low cost. The following features,

distinguish Stree Nidhi from others in micro

finance sector.

� Community stake is strongly built in

ownership and management in

collaboration with State Government

� Timely credit in 48 hours and at low cost

� Low operational cost as last mile

connectivity is provided by SHG

federations under agency arrangement

� Transparent and user friendly IT

platform for operations

� Easy customization of products based

on needs of community

� Facilitating proper implementation of

Government programs as channelizing

agency

� Supplement and support SHG-BLP

ensuring credit discipline to reduce

NPAs as credit is extended only to

regular SHGs under SHG-BLP

� Strengthening SHG federations

operationally and financially through

rating and by paying service charges

� Ensuring social security through risk

mitigation services to members

� Promoting Financial Inclusion as

Business Correspondent to banks and

extending Me seva services (Govt. to

citizen services)

� Earmarking of credit to SC/ST and POP

members to ensure credit flow

� Mobilization of savings from SHGs and

from SHG federations

� Focus on promoting livelihood and

income generation activities for

financing.


UNIQUE FEATURS OF STREE NIDHI

Stree Nidhi stands Apart

2.6. The federations of SHGs viz; MS and

TLF along with State Government are the

equity holders of Stree Nidhi. Managing

Committee consists of elected

representatives from MS and TLFs, Govt.,

nominees, Spl. Invitees and Managing

Director appointed by the State Government.

The focus is on making Stree Nidhi relevant

to community through innovations and

services ensuring its sustainable growth.

Stree Nidhi stands, Apart among other MFIs

as it has the following strengths.

Low operating cost

2.6.1. Stree Nidhi has been able to keep

operational cost low as it has no brick and

mortar branches. The federations of SHGs

viz. VO/MS and SLF/TLFs nurtured by SERP

and MEPMA are providing last mile

connectivity and are being compensated by

paying service charges. They play a key role

in facilitating the members / SHGs access

credit either through mobile or web based

application and monitoring thereof which help

in keeping cost of operations at low level.

Providing credit at an affordable cost

2.6.2. The interest rate charged to SHG

members on loans is presently at 13.0% per

annum and with effect from 1st Jan 2018 it

will be 12.5% only. Of this 1.25% is passed

on to VOs/SLFs and 0.25% to MSs/TLFs to

compensate for their services in monitoring

Stree Nidhi services. Thus, the effective rate

of interest to Stree Nidhi is less than that of

Banks in the state and may be still lower than

the banks if real cost of transaction and other

costs in availing loans from banks is taken

into consideration under SHG Bank linkage

Stree Nidhi 7

programme. The interest rates charged by

major banks in the state under SHG-Bank

linkage programme are mentioned below.

Interest Rates charged by Banks under

SHG Bank Linkage Programme

Name of the Bank Rate of Interest(%)

State Bank of India 12.25

Andhra Bank 11.90

A P G V B 12.50

TGB 14.00

Unlike the rate charged by MFIs in

private sector which is at 20-21%, the

effective interest charged presently by Stree

Nidhi is at 11.5%, which will be further

reduced to 11% from 1st Jan 2018.

Community participation

2.6.3. The feeling of ownership in the

institution is crucial for successful functioning

of Stree Nidhi. The stakes of community in

the form of Share Capital, Savings and other

deposits developed a sense of

belongingness. The agency arrangements

entered into with Stree Nidhi by SHG

federations enable their participation in

identification, due diligence, loan

documentation, disbursement and

monitoring and are thus stands as testimony

to the community participation in functioning

of Stree Nidhi. The merits of Stree Nidhi over

other MFIs are enlisted below.

Stree Nidhi

� Community owned

� SHG federations – last mile

connectivity

� Need based lending

� Low operational cost at 1-2% of the

working capital

� Low interest rates – 13% to members

� Margin shared with VO and MS @

1.25% and 0.25% each

� No processing charges levied

� No profit motive

� Holistic approach to Poverty

Alleviation

� No unhealthy practices in recovery

� Transparency in functioning

� Concern for poor while being self

sustainable

Other MFIs

� Promoted by private individuals /

organisations

� Lending using only employees

� High operational costs at 8-10% of

the working capital

� High interest rates 21%

� 1% processing charges levied

� Lending through JLGs

� No holistic approach to Poverty

alleviation

� No transparency in functioning

� Business oriented

Stree Nidhi Vs Other MFIs


Stree Nidhi as a National Support Organization (NSO)

Considering the utility of Stree Nidhi and need for replication in other states, NRLM,

Govt. of India has identified Stree Nidhi, Telangana as National Support Organization.

The objective is to extend support to SRLMs of different states to replicate the Stree

Nidhi model.

Upon the requests of SRLMs of Rajasthan and West Bengal, Stree Nidhi has

completed the task of preparation of feasibility report and DPR in respect of Rajasthan

and feasibility report for West Bengal and forwarded to the respective State

Governments. Other States namely Tamil Nadu and Madhya Pradesh have also evinced

interest in rolling out Stree Nidhi model in their states.

Convergence with SERP and MEPMA

2.6.4. Convergence with SERP and MEPMA

bring better synergy and more value to the

services of Stree Nidhi. While SERP and

MEPMA add value through strong

institutions, financial access, livelihood

promotion and social interventions, Stree

Nidhi can meet investment and other needs

of community in addition to extending

banking services, Govt. to citizen services

by functioning as Business Correspondent

to banks. This would facilitate addressing

poverty in a holistic manner. Thus, such a

transformative partnership and collaboration

model augurs well for alleviation of poverty.

Stree Nidhi 9

3.1. The State Government promoted an

autonomous society called SERP and

registered under societies Act to organise

and nurture women SHGs and their

federations and to implement various

poverty alleviation interventions. SERP

facilitates creation of network of SHGs and

their federations viz. Village Organisations

at village level, Mandal Samakhyas at

Mandal level and Zilla Samakhyas at District

level and strengthening thereof.

3.2. A major strength and support is the

master data maintained by SERP on

individual member wise, SHG wise, VO wise,

Mandal wise and district wise. In addition,

SERP also maintains data on bank linkage

which also helps in conduct of due diligence

of loan requests made to Stree Nidhi, by

denying loans to defaulters which ensures

credit discipline

3.3. SERP has introduced computerisation

of transactions data in respect of SHGs, VOs

and MSs, which will help in strengthening

these institutions. With all its 4000 staff

positioned in the field, SERP strives to

alleviate rural poverty by facilitating credit

flow from Banks and Stree Nidhi for

livelihood purposes. Livelihood promotion

and formations of Producers, organisations

is a thrust area for SERP to generate

incremental income on a sustainable basis,

where Stree Nidhi can play a very prominent

role.

3.4. SERP also implements “Asara” pension

scheme benifitting 40 lakh people. It also

plays a key role in various major activities

like Haritha Haram, Swatcha Bharath

Mission, marketing support by facilitating

procurement of food grains, Abhaya

Hastham etc, for the benifit of poor.

3.5. It also focuses on social issues like

gender, health and education. SERP is also

implementing different economic support

schemes for the benefit of the poor like

SCSP, TSP, IWMP, NRLM and SVEP with

Stree Nidhi as a Channelising agency and

also extends insurance facilities to cattle

through Call centres at Zilla Samakhyas.

3.6. SERP and DRDAs are instrumental and

playing the role of a catalyst in propagating

the services of Stree Nidhi and providing

back stop support to Stree Nidhi in mobilising

savings from SHGs, facilitating access to

credit and close monitoring for prompt

repayment in coordination with Stree Nidhi

staff. SERP is also extending support in

grading of SHGs federations by Stree Nidhi,

as a part of credit management.

Our Support Organizations -

SERP and MEPMA

Chapter - 3


3.7. Mission for Elimination of Poverty in

Municipal Areas (MEPMA)

To develop suitable strategies to alleviate

poverty in urban area and to implement the

same, the Government has established a

Society called “Mission for Elimination of

Poverty in Municipal Areas”. MEPMA is

focussing on formation and nurturing of

SHGs and facilitating implementation of SHG

– Bank Linkage programme.

MEPMA with the support of PDs

located at district Head quarters has

promoted SHG federations at ward level

called as Slum Level Federaions (SLFs) and

at town level as Town Level Federations

(TLFs). Stree Nidhi expanded services to

SHGs in urban area promoted by MEPMA.

The Staff are actively involved in ensuring

delivery of credit and other financial services

of Stree Nidhi. They extend support in

identification of members to take up suitable

micro enterprises,and play a key role in

monitoring credit flow and repayment of

loans.

Stree Nidhi 11

4.1. In the state of Telangana, 4.41 lakh

SHGs were promoted and nurtured by SERP

in rural area and 0.93 lakh SHGs by MEPMA

in urban areas excluding SHGs in GHMC

area. In villages, about 20-30 SHGs are

federated into Village Oraganisations (VO)

and similarly in urban area into Slum Level

Federations (SLF). About 20-30 VOs and

SLFs are federated at Mandal Level as

Mandal Samakhyas (MSs) and Town Level

Federations (TLFs) at town level respectively.

These are legal entities registered under

Mutually Aided Co-operative Societies Act

(MACS Act)’1995.

4.2. The federations of SHGs, i.e., the VOs

and SLFs play a prominent role in providing

last mile connectivity, as they identify

members and do due diligence, facilitate

application of loans through IVRS,

preparation of HLPs and loan documentation.

They are instrumental in implementation of

all activities of Stree Nidhi and thus function

like branches of Stree Nidhi at village and

ward level. District wise data relating to no.

of members, SHGs, VOs/SLFs & MS/TLFs

are furnished in tables 1 & 2 of part-B

appended to this report.

Distribution of SHGs among federations

4.3. The no. of SHGs affiliated to each VO/

SLF varies across the State. The following

is the distribution pattern of SHGs in VOs/

SLFs.

No. of SHGs SERP MEPMA

per VO/SLF (No of VOs) (No of SLFs)

up to 4 175 66

5-10 1748 45

11-15 2558 132

16-20 3148 473

21-25 3739 634

26-30 3181 605

31-35 2001 379

36-40 1057 174

above 41 924 155

Total 18531 2663

Role and importance of SHG

Federations as Last Mile

Chapter - 4


S.No. Particulars No. of MS No. of TLFs No. of VOs No. of SLFs

1 A grade 247 38 9177 1437

2 B grade 144 4 4116 220

3 C grade 69 2428 52

4 D grade 44 1546 15

5 E grade 38 1238 37

6 Not Graded 26 902

Total 542 42 18531 2663

Grading of Institutions

4.4. The strength of the institutions of the

poor viz, SHGs, VO/SLFs, MS/TLFs play a

paramount role in purveying credit and other

financial services to members of SHGs. It is

strongly believed that the strength of

federations of SHGs is the strength of Stree

Nidhi and strength of SHGs is strength of

federations. The Federations are subjected

to rating process annually and grades are

awarded depending on performance under

No. of VOs/SLFs - SHG distribution

prescribed key parameters based an audited

financial statements, as at the end of

preceding financial year. The SHGs

federations are graded into A,B,C,D & E

categories and based on grade credit limits

are allocated. The process of grading for

2016-17 has been completed and the status

of grading of VOs/SLFs/MS/TLFs is as

follows. The criteria followed for grading

purpose are given in table 3a & 3b of part -B

of this reports.

Stree Nidhi 13

4.5. District wise grades of MS/TLFs and

VOs/SLFs are furnished in table no. 4.a.1

& 2 and 4.b.1 & 2of part -B of this document.

4.6. The comparative position of the status

of grades obtained by VOs for the last two

years is presented in the following table.

S.No Grades of VO 2015-16 2016-17

1 A 6265 9177

2 B 3643 4116

3 C 2167 2428

4 D 1209 1546

5 E 3977 1238

Not graded 195 26

Total 18492 18531


Stree Nidhi – Organization and

Management Structure

Chapter - 5

5.1. Stree Nidhi Credit Co-operative

Federation Ltd., is an apex body registered

under Telangana Stat Co-operative Societies

Act’1964. The federations of SHGs viz. MSs

and TLFs and also State Govt. are the

shareholders of the organisation.

5.2. General Body: The General Body is

the supreme body for decision making in

Stree Nidhi as provided under the Act ibid.

All the Share holders are the members of

General Body.

5.3. Managing Committee: The elected

representatives of Share holders i.e Mandal

Samkahyas and Town level Federations,

Directors nominated by the State Govt and

Managing Director, a professional appointed

by the State Govt. are the members on

Managing Committee of Stree Nidhi Credit

Co-operative Federation Limited. At present,

there are nine Directors representing Mandal

Samakhyas and three members from Town

level Federations aside three members

nominated by the State Govt. viz., Principal

Secretary, Rural Development; Registrar of

Co-operative Societies and Secretary,

Finance. The Managing Director is Ex-officio

member on the MC. The MC also has three

Special invitees viz. Mission Director,

MEPMA, Chief Executive Officer, SERP and

CEO, MAS.

5.4. Elections were held to Managing

Committee on 25.05.2015 to elect

representatives from MSs and TLFs for a

term of 5 years subject to the provisions of

the bye-laws of Stree Nidhi.

Stree Nidhi 15

Organization Structure – Staff

5.6. The Organizational structure of Stree

Nidhi has evolved in tune with the

requirement of the institution with expansion

in credit flow, coverage of members of SHGs

as also other services like mobilization of

savings, financial inclusion, risk mitigation,

IT usage etc. Stree Nidhi has been recruiting

staff with experience in banking, accounting

and financing SHGs, micro finance, capacity

building of institutions, livelihood activities

and IT in the cadres of Deputy General

Managers, Assistant General Managers,

Regional Managers/Chief Managers,

Managers and Asst. Managers as and when

needed. The Staff strength has been

increased in tune with the expansion.

Staffing Pattern

5.7. In order to ensure implementation and

monitoring of Stree Nidhi activities, a three

tier structure of staff has been adopted.

5.7.1. Head Office: Different verticals have

been created to handle and supervise

specific functions and to extend required

support at field level. All the verticals are

headed by DGMs or AGMs and assisted by

Chief Managers, Managers and Assistant

Managers.

All these verticals are under

administrative control of the Managing

Director. The H.O. has the following verticals.

� Board Secretariat, Policy and MIS

� Monitoring – Credit flow Monitoring and

CRM

� General Administration

� Credit and Livelihoods

� Information Technology

� Financial Inclusion

� Funds Management

� Risk mitigation and Insurance

� Accounting and reconciliation

� Institutional Monitoring, Social Audit

and training.

Meetings of Managing Committee

5.5. The Managing Committee meetings are

held once in two months and during the FY

2016-17, all 6 MC meetings were conducted

and details of the same are furnished below:

S.No. MC Date of No. of MC No of MC % of Special

Meeting No. Meeting Members Members Attendance Invitees

attended attended

1 10 20.05.2016 16 11 69% 1

2 11 19.07.2016 16 14 88% 3

3 12 07.09.2016 16 13 81% 1

4 13 07.11.2016 16 13 81% 2

5 14 04.02.2017 16 12 75% 1

6 15 30.03.2017 16 11 69% 2


Zonal Structure at HO

5.7.2. With an aim of achieving excellent

results under all business parameters

through effective monitoring mechanism, all

the districts except Hyderabad are divided

into five zones and few districts in the zone

are considered as a Region. The Zones are

headed by Zonal Managers i.e. AGMs, who

monitor the performance of the Regions

under their jurisdiction.

Field Level Staff

5.7.3. The Regions are headed by Regional

Managers who are responsible for overall

performance in the respective Regions. At

the grass root level 6-7 Mandals /TLFs are

allocated to Managers and Assistant

Managers and they are responsible for

overall performance of allocated Mandals/

TLFs. Division of entire area in the Zones,

Regions and operable area has facilitated

required interaction and monitoring support

to staff and this SHG members alike at grass

root level and resulted in excellent

performance under Key Business

parameters.

Human Resource Policy

5.8. Stree Nidhi has evolved an HR policy in

accordance with various requirement of staff.

The Staff strength has now increased to 208

with the recruitment of 77 SHG women found

eligible in the position of Assistant Managers,

after rigorous scrutiny. The details of staff

positioned at HO and field in different

positions are given in the table no.5 as a part

of this report and organogram is depicted

below.

Stree Nidhi 17


6.1. To meet growing credit needs of SHG

members both in rural and urban areas, it is

imperative to mobilize resources from various

sources. Further,on account of various

measures initiated by Stree Nidhi in co-

ordination with SERP and MEPMA,

awareness among the members on

availability of timely, affordable and hassle

free credit services from Stree Nidhi is

percolating gradually up to SHG member

level. The thrust laid on finncing livelihood is

also generating demand for such loans. Stree

Nidhi has also introduced loan products like,

bicycle, smart phone, laptops, autorickshaws

financing etc. In tune with above, Stree Nidhi

has been fine- tuning its credit policy from

time to time and enhanced credit limits of

VOs/SLFs, so that more needy members of

SHGs can avail loans.

6.2. Being an apex federation of Co-

operatives, there is a need to rely more upon

the resources mobilised from community i.e.,

savings and deposits from SHGs and their

federations. However, considering the limited

financial resources of CBOs, Stree Nidhi

relies more on banks and other financial

institutions for borrowings. The resources

of Stree Nidhi consist of Share Capital,

Reserves, Deposits from community and

Bank Borrowings with the latter constituting

bulk of resources. The status of resources

mobilised as on 31.3.2017 is furnished below.

Table : Resources as on 31.3.2017

( Rs Cr)

Type of Resource Amount Percentage

Share capital and 91.41 4.97%

Reserves

Reserves and Undist- 110.07 5.98%

ributed profit

Grants from 55.57 3.02%

State Govt.

Deposits 431.40 23.43%

Bank Borrowings 1152.23 62.60%

Total Resources 1840.66 100%

Mobilization of Resources

Chapter - 6

While borrowings from Banks form

major chunk of financial resources of Stree

Nidhi, Stree Nidhi is striving for increasing

its own resources.

Stree Nidhi 19

Own funds of Stree Nidhi

6.3. Among the resources, Share capital

contributed by both State Govt. and MS/

TLFs, Reserves, undistributed profit, grants

from State Govt.and Core deposits constitute

own funds of Stree Nidhi. The savings

mobilised under Samruddhi and CIF corpus

deposits are considered as core deposits of

Stree Nidhi. The total owned funds have

increased from Rs. 482.11 cr as on March

2016 to Rs.612.73 cr as on March 2017.

Share Capital

6.4. The Federations of SHGs viz. Mandal

Samakhyas and Town Level Federations are

eligible to become members i.e. share

holders in Stree Nidhi by contributing to

share capital aside the State Government.

The status of share capital subscribed

in the last 3 years is mentioned below.

(Rs Cr)

Share Holders 2014-15 2015-16 2016-17

State Government 43.52 43.52 43.52

MS and TLFs 46.96 47.37 47.92

Total: 90.48 90.89 91.44

To improve ownership of community,

Stree Nidhi has introduced loan linked share

capital system w.e.f. 1st June 2017 which

envisages mobilisation of 2% of loan amount

disbursed as share capital. The details of

district wise paid up share capital up to 31-

03-2017 are furnished in table no. 6 of part -

B of this report.

Savings from Community

6.5. Stree Nidhi has devised deposit products

so as to mobilise savings from SHGs and

their federations. This would not only

increase own resources but also make the

community to own up the institution. Four

types of deposit products have been

introduced viz. Samruddhi, Bhavitha,

Sankalpa and CIF Corpus Deposit, details

of which are discussed below.

Samruddhi Deposit

6.5.1. Samruddhi deposit scheme is aimed

at mainly building up SHG stakes in the

institution and also to improve small savings

habit of SHGs. Under the scheme, each

SHG saves Rs.100 per month. The amount

saved for 12 months along with interest will

be converted to fixed deposit for (5) years at

the end of which the amount saved in the

first year would be refunded along with

interest. Thus, SHG will save the amount

every year and would get the refund of

deposit with interest after 6 years and this

cycle repeats.Thus, Stree Nidhi will have their

deposits, at any given point of time, for six

years and therefore such deposits are treated

as core deposits. The rate of interest paid is

equal to the rate of interest paid by SBI on

term deposits of similar tenure. The rate will

be reset as on 1st April of every year.

Bhavitha Deposit

6.5.2. Under Bhavitha deposit scheme,

SHGs can save their idle/surplus funds with

them for a period of 3 years. The rate of

interest will be above the interest rate paid

by SBI for the similar term.

Sankalpa Deposit

6.5.3. The federations of SHGs i.e., VOs/

SLFs, MSs/TLFs and ZSs can invest their

surplus/idle funds in these deposits for three

years and rate of interest paid is the above

the interest rate paid by SBI for similar term

but not exceeding the interest paid on bank


borrowings by Stree Nidhi. The interest is

paid at monthly intervals if the amount of

deposit is above Rs.1.00 lakh and at

quarterly rests if it is less than Rs.1.00

lakh.The rate will be reset as on 1st April of

every year.

CIF Corpus Deposit

6.5.4. The Corpus deposit scheme was

introduced in Nov 2015 mainly to mobilize

75% of CIF available. This will be in the form

of perpetual deposits in the name of MS

concerned. The interest will be paid at

monthly intervals and the rate of interest will

be above the interest rate paid by SBI but

not exceeding the interest paid on bank

borrowings by Stree Nidhi and the rate of

interest will be reset as on 1st April of every

year. Loans up to 80% - 100 % of deposits

can be availed against such deposits.

S.NO Deposit scheme Rate of Interest

1 Samruddhi 7%

2 Sankalpa 8%

3 Bhavitha 8%

4 CIF Corpus 9%

Deposit Mobilisation – Progress

6.5.5. Stree Nidhi has been making

persistent efforts to create awareness among

the SHGs and their federations about the

need for savings with Stree Nidhi in co-

ordination with SERP and MEPMA. The

efforts have yielded good results in

increasing the savings by SHGs and their

federations year after year. The progress

achieved under different schemes during the

last three years is mentioned below.

Growth of deposits as on 31.03.2017

(Rs. lakh)

Year Samruddhi Bhavitha Sankalpa CIF Corpus Total

2014-15 7469.08 (45.5%) 85.700.5%) 4240.18 (25.5%) 4712.09 (28.5%) 16507

2015-16 13061.88 (41.08%) 109.41 (0.34%) 5491.23 (17.27%) 13134.9 (41.31%) 31797

2016-17 18756.18 (43.48%) 110.76 (0.26%) 7461.23 (17.30%) 16811.8 (38.96%) 43140

Stree Nidhi 21

The total deposits have increased by

Rs.113.43 cr as on 31.03.2017 recording a

growth rate of 35.65% over the last year. The

deposits constitute 24.10% of working funds.

The performance under different schemes

for the past 3 years is furnished in table no.

7 a & 7 b of part-B of this report.

Borrowings from Banks and Other

Financial Institutions

6.6. Stree Nidhi has been borrowing from

Banks and other financial institutions in the

form of cash credit limits and term loans to

meet demand for credit from SHGs. Keeping

in view the healthy performance and strong

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 different banks and

financial institutions as on 31.03.2017 are

mentioned below.

( Rs Cr.)

S.No. Name of the Bank Credit Limits

Cash Credit Limits

1 Andhra Bank 200

2 State Bank of India 250

3 Bank of India 150

4 Canara Bank 50

5 T S Cooperative Apex Bank 200

6 Vijaya Bank 50

7 Indian Bank 100

Total Cash Credit Limits: 1000

Term Loans

8 ABFL 25

9 NAB Kisan 14

10 T S Cooperative Apex Bank 20

11 NSTFDC 100

12 NCDC 100

Total Term Loans: 259

Grand Total: 1259


Rating of Stree Nidhi

6.7. Stree Nidhi has been rated by M/S

Brickwork Ratings India Ltd. With “BWR

BBB+”, out look stable. This rating was made

for the purpose of availing credit facilities

from Banks and other financial institutions.

Stree Nidhi 23

7.1. Policy changes in Stree Nidhi loan

procedure and products are made from time

to time to meet needs of members of SHGs

with the objective of making available needy

services in hassle free manner. The policy

changes are made in tune with the policy

prescriptions made by RBI with regard to

Loan Policy and Risk Mitigation

Chapter - 7

financing SHGs. The salient features of the

policy in vogue are as follows.

No. of members eligible for loan in a SHG

7.1.1. The present policy provides for loan

access to a maximum of nine members

depending on total no. of members in a SHG

as mentioned below :

S.No. No. of members Total no. of members No.members of Maximum

in a SHG eligible for loans eligible for eligible loan

loan by IVRS (Rs. lakh)

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 2.00

or 6, whichever is higher

� The no. of members who can avail

Micro / Tiny loans will be maximum no.

of members permitted to borrow per

SHG less those permitted to avail

general loans through IVRS.

� The maximum borrowing limit per SHG

is Rs.3.00 lakh

� A maximum of Rs.1.00 lakh loan can

be availed by a member

� Present ceiling on credit limit to a VO/

SLF is Rs.60.00 lakh

� Of the credit limits allocated to VOs/

SLFs, 50% is allocated to Micro and

Tiny loans

� A member who availed a general loan

but repaying regularly for 12 months,

can also avail Micro/Tiny loan for

livelihood enterprises.

� For availing tiny loans i.e. above

Rs.50,000 to Rs.1 lakh, a member's

loan outstanding under Bank Linkage

shall not exceed Rs.25000/-. The

maximum investment cost of an activity

shall not be more than Rs.1,20,000/-

which includes money mobilised by

borrower.


� In case of loans for the purpose of

marriage, the loan will be linked to the

amount of loan given by SHG to it’s

member for the same purpose. It will

be a matching loan from Stree Nidhi.

Allocation of credit limits to VO/SLF

and MS/TLF

7.1.2. Functioning of SHGs federations at

Village/Slum level (Village Organisations and

Slum Level Federations) and at Mandal/

Town level (Mandal Samakhyas and Town

Level Federations) on sound lines is

necessary to access credit by SHGs affiliated

to them. The parameters considered for

rating of the above agencies are own funds,

regularity in conduct of meetings and

percentage of member attendance, in EC

Meeting Book keeping, Net profit earned,

Legal compliance, Savings, CIF recovery

and repayment of Stree Nidhi loans.These

institutions are rated once in a year based

on performance as at the end of March of

previous year.

Higher limit is fixed to VOs/SLFs which

are rated high and within these limits SHGs

can borrow and repay subject to the loan

ceiling for SHG and member. As there will

be regular repayment from SHGs, such

amount can be lent again to other SHGs

affiliated to the same VO/SLF. This would

enable meeting the demand for credit and

thus avoid high cost borrowing by members

from other sources. Limits fixed to VOs/SLFs

based on the grades obtained by them are

as follows.

Stree Nidhi 25

Loan products

7.2. Financing micro enterprises and

livelihoods has been widely adopted as anti-

poverty strategy. Micro enterprises help

significantly and upward growth trajectory in

income levels of poor for equitable

development. Availability of affordable and

timely financial services is crucial to the

success of micro enterprises taken up by the

poor, in particular.

7.2.1. Stree Nidhi has been playing a

significant role in catering to credit needs of

the needy members of SHGs for the last 6

years. The loan amount initially was limited

to Rs.25,000 per member depending on the

purpose of loan. Keeping in view, the

potential for Micro Enterprises and other

livelihoods in enhancing income level of the

poor, Stree Nidhi made a paradigm shift to

focus on financing livelihood enterprises. For

taking up higher order livelihoods, the loan

limit per SHG member was raised to Rs. 1.0

lakh as per the guidelines of RBI.

7.2.2. It is endeavour of Stree Nidhi to finance

livelihood activities/micro enterprises in a big

way and therefore the credit policy

encompasses the following.

� Expansion of existing Income

Generating Activities

� Taking up area specific potential new

activities

� Cluster development

� Project based lending

� Co-ordinating with SERP and MEPMA

for financing livelihoods

� Co-ordinating with NGOs associated

with livelihood financing

� Financing activities of FPOs

7.2.3. Stree Nidhi loans are categorised into

the following types:

Type of Loan Amount of loan

I. General loans Rs.25000

II. Micro loans >Rs.25,000 to

Rs.50,000

III. Tiny loans >Rs.50000 to

Rs.1.00 lakh

Specialised loan products

7.2.4. Stree Nidhi has introduced the

following loan products customised to the

needs of community:


� Purchase of : up to Rs.6,000

Smart phones

� Purchase of : Up to Rs.5,000

Bicycles

� Purchase of : Up to Rs.1,20,000

Auto/Trolley

� Purchase of : Up to Rs.35,000

Laptops

� Construction : Up to Rs.12,000

of IHHL

Loan process

7.3. In the VO/SLF EC meeting, all the

requests received from SHGs will be

subjected to scrutiny with regard to

attendance of member in SHG, savings and

repayment history, skills and knowledge in

activity, scope for incremental income and

loan amount required. Thereafter, VO will

take a decision whether the member is

eligible for loan.

7.3.1. General loans can be accessed for

both livelihoods and consumption purpose

in the ratio of 70:30 out of the credit limit

allotted. These loans can be accessed

through IVRS using mobile phone/tablet.

7.3.2. Micro and Tiny loans can be availed

only for livelihood enterprises and application

for loans have to be made through web portal.

These loans can be availed only for IGA/

Livelihoods/Micro enterprises by the

members in SHGs affiliated to VOs/SLFs with

A, B grades in MSs/TLFs with A, B and C

grades.

House Hold Livelihood Plan

7.3.3. In order to ensure proper assessment

of credit needs and feasibility of Micro and

Tiny livelihoods, Stree Nidhi has introduced

Household Livelihoods Plans which have to

be prepared by visiting the house hold of

member interested in borrowing from Stree

Nidhi for Micro/Tiny livelihoods. Necessary

due diligence will also be exercised at SHG/

VO/SLF level. The details regarding the

member and her family, proposed activity,

availability of required raw material, skill &

knowledge, capital investment, sources of

funds, loan amount required, scope for

marketing of products, incremental income

expected, repayment capacity, etc., are

looked into, while preparing HLP and

appraisal of the proposed activity.

Disbursment of Loans

7.3.4. Loan amount is released directly to

SB A/C of SHG to which the member is

associated. VO/SLF concerned has to

monitor utilisation, establishment of unit and

it’s maintenance by the member concerned.

The above is also recorded in minutes book

of VO EC meeting. A certificate of utilisation

has to be uploaded within 30 days of loan

disbursement.Stree Nidhi staff will verify all

the above cases independently and certify

the utilisation of loans within 45 days of

disbursement.

7.3.5. Loan applications and documents from

SHGs are preserved at VO/MS and

documents obtained from members are kept

with the SHGs concerned.

Repayment Period

7.4. In order to facilitate the borrowers to

repay conveniently, the no. of monthly loan

instalments are fixed depending on loan

amount as follows:

Stree Nidhi 27

Loan amount Repayment

period in months

Rs.25,000/- 24

>Rs.25,000 to Rs.35,000 36

>Rs.35,000 to Rs.50,000 42

>Rs.50,000 to Rs.1,00,000 60

Interest subvention: Vaddi Leni Runalu

(VLR)

7.5. The scheme of Vaddi Leni Runalu is

aimed at twin objectives of reducing interest

burden on loans and encourage promptness

in repayment of loans by SHGs. The State

Govt. is implementing interest subvention

scheme, where in the amount of interest paid

by the members is reimbursed if the loan

instalments (EMIs) is repaid within 30 days

from due date. The amount of VLR will be

adjusted by crediting to the loan accounts of

SHGs as and when the amount is received

from the Govt.

Stree Nidhi as a channelizing Agency

7.6. Stree Nidhi provides an effective platform

for disbursement of amount and it’s tracking.

SERP has positioned Stree Nidhi as a

channelizing agency for releasing amount to

implement poverty alleviation programmes

viz. SCSP, TSP, IWMP & NRLM. Stree Nidhi

manages the funds released by SERP and

facilitates disbursement of loans to the poor

members identified by SERP and releases

amount to VO. The VO in turn releases the

funds to SHG members concerned to take

up identified activities. VOs take required

steps to ensure utilisation of funds by the

members concerned for the livelihood

activities and increase their family income.

The year wise coverage of members and

loans disbursed as channelizing agency are

given in the table below:

(Rs.Cr)

Year No of Members Amount

Disbursed

2013-14 19286 51.15

2014-15 30422 74.58

2015-16 38363 141.29

2016-17 6282 39.36

Total: 94353 306.38

7.7. Risk Mitigation

7.7.1. Risk Fund Creation

It is essential that poor families are insulated

from various risks including financial risk, in

the event of un-timely death of a member.

This would also help Stree Nidhi in mitigating

such risks to have a healthy loan portfolio.

As a prudent risk mitigating measure, Stree

Nidhi is implementing Suraksha and livestock

insurance scheme to SHG members, who

availed loans from Stree Nidhi.

Stree Nidhi Suraksha Scheme

7.7.2.All the members of SHGs who avail

loans from Stree Nidhi are covered for the

loan period.Total loan amount will be covered

till the end of repayment period as per

repayment schedule.Charges payable under

the scheme are Rs. 2.50 per thousand per

year which will be sanctioned as additional

loan and repayment will include the premium


amount as well Stree Nidhi will issue a

certificate of risk coverage in the name of

the borrower with unique ID number with

SHG as her nominee. The SHG will pass on

claim to legal heir after liquidating of loan

amount. Any type of death will be covered

under the scheme. Verification of claims at

field is done by staff of Stree Nidhi. All the

reports related to risk coverage and claims

are made available in website of Stree Nidhi.

Borrowers covered and Claims Status

since 2016-17 and since inception

Particulars 2016-17 Cumulative since

inception

No. of Borrowers 4,91,726 13,51,365

covered

Total Loan Amount 1373.73 3442.29

covered (Cr.)

Charges 13.88 32.81

received (Cr.)

Total Claims 1,647 3,574

Registered

Amount (Cr.) 3.90 8.56

No. of Claims 1,301 2,320

Settled

Amount (Cr.) 3.07 5.40

No. of Claims 346 866

Under Process

Amount (Cr.) 0.83 3.16

Livestock Insurance

7.7.3 Stree Nidhi entered into a MoU with

United India Insurance Company, for

providing Insurance coverage to animals

purchased by the borrowers under Dairy

scheme. The animals are covered under

master policy till the end of repayment period

of loan availed. The process of coverage and

settlement of claims is done through

community.

Mandal Samakhya will ensure tagging

of the animals on their purchase in Shandi .

Photographs of animals are uploaded in web

portal from the login provided at Mandal level

for issuing the insurance policy by insuring

company. Acceptance of animal death

confirmation from VO at the time of claim

registration and waiving Post-mortem report

and veterinary report at the time of claim

facilitate hassle free settlement. Claim

amount will be remitted to SHG concerned

after adjustment towards loan outstanding as

on the date of death of the animal and

balance is paid to borrower.

In 2015-16, 13,292 she buffaloes were

covered and 10,674 were covered in 2016-

17 with insurance for a period of 4 years,

being the tenure of loan period. So far 509

claims were settled out of 999 claims

registered under this scheme.

Stree Nidhi 29

Credit Flow - Analysis

Chapter - 8

Loan disbursement

8.1. The quantum of loans disbursed in the

financial year 2016-17 was Rs.1353.62 cr as

compared to Rs. 1147.61 crores in the year

2015-16 recording a growth of 14.3%. The

cumulative disbursement of loans since

inception stood at Rs. 3950.80 crores as at

the end of FY 2016-17. The growth in loan

disbursement since inception is shown in the

follwoing graph.

Credit flow in rural and urban areas

8.2. During the year 2016-17, credit availed

in rural areas (SERP) was at Rs.1236.31 cr

and accounted for 91% of the total loans

disbursed. The credit flow in urban area

(MEPMA) was Rs.116.70 cr.

The share of Rural and Urban area in

total credit during last 5 years is given here

under.

Loan disbursement since inception

(R

(Rs. cr.)


(Rs. Cr.)

SERP MEPMA

Amt. Share(%) Amt. Share (%)

1 2011-12 31.68 100 - -

2 2012-13 291.15 99 2.35 1

3 2013-14 386.65 93 30.52 7

4 2014-15 654.18 93 47.26 7

5 2015-16 1038.81 91 108.8 9

6 2016-17 1236.31 91 116.7 9

The trend in availment of credit in urban

areas is on increase gradually mainly on

account of increase in number of TLFs.

Trend in Credit flow in Rural (SERP) &

Urban (MEPMA) areas.

Coverage of SHG and members

8.3. The coverage of SHGs and members

with loan portfolio has been increasing year

after year under Stree Nidhi since inception.

In 2016-17, 4,88,078 members in 1,43,641

SHGs have availed loans from Stree Nidhi.

Cumulatively, 17 lakh members availed credit

since inception. The no. of members and

SHGs covered during the past 5 yrs is given

in the tables given below.

Year-wise coverage of SHGs

FY No. of SHGs

2011-12 7599

2012-13 47742

2013-14 62560

2014-15 88116

2015-16 126832

2016-17 143618

8.4. The coverage of VOs/SLFs and MSs/

TLFs is also given in the following table.

Year wise Credit flowS.No.

Stree Nidhi 31

Cumulative Coverage since inception

Total Number availed loans Percentage coverage

Members 53,94,783 17,10,007 31.6%

SHGs 5,28,305 2,67,600 50.6%

VOs/SLFs 21,893 16,796 76.7%

MS/TLFs 636 582 91.5%

Efforts are being made to expand

coverage of the members by creating

awareness among the members on financial

services extended by Stree Nidhi to increase

their income level through livelihood

activities. As some of the institutions i.e. VO/

MS and SLF/TLF are not functioning

properly, efforts are being made to improve

their functioning in coordination with SERP

and MEPMA. District wise disbursement are

furnished in table no. 8 a & 8 b of part -B of

this report.

Average loan disbursement per

member and SHG

8.5. The efforts putforth in meeting the credit

needs of members have resulted in increase

in the average loan disbursement per

member from Rs. 12,761 in 2011-12 to Rs.

27,773 in 2016-17. The average loan

disbursement per SHG has increased from

Rs.42,267 in 2011-12 to Rs. 94,234 in

2016-17. The increase in average loan

disbursement is due to introduction of micro

and tiny loans, where loans up to Rs. 1 lakh

per member can be given. The average loan

disbursement per SHG, VO/SLF, and MS/

TLF for FY 2016-17 are shown below :

Average loan disbursement in VOs/MSs

(Amt. Rs.)

Type of Institution Average loan

disbursement in

FY 2016-17

VO/SLF 10,07,947

MS/TLF 2,40,81,316

Loan Outstanding

8.6. The loan amount outstanding has

reached Rs. 1795.75 cr as at the end of

March 2017. The year on year growth in

loans outstanding was 35% over Rs.1330.12

cr, as at the end of March 2016. The figure

shown below point to increasing trend in loan

outstanding since inception. District wise

position of loans outstanding is furnished in

table no. 9a & 9b of part -B of this report.


Loan Outstanding (Rs. Crores)

No. of borrowing members per SHG and

Average loan outstanding per member

8.7. The average number of members with

loan outstanding per SHG has increased

from three in FY 2013-14 to five in FY

2016-17. The loan outstanding per SHG has

increased from Rs.41,310 to Rs.74,409

during the same period.

Trend in Avg. outstanding per member and SHG

Details of SHG members & CBOs with loan outstanding as on 31 March 2017

8.8. The following table shows the details of members, SHGs, VOs/SLFs, and MSs/TLFs

with outstanding advances as on 31 March 2017.

(Rs.Cr.)

Nos with loan outstanding Average Loan outstanding

Members 11,98,520 14,985

SHGs 2,41,262 74,440

VOs/SLFs 15,689 11,44,113

MSs/TLFs 580 3,09,48,275

(Amt. Rs.)

Stree Nidhi 33

Product wise Credit Flow

8.9. Stree Nidhi has three types of loans

namely general loans, micro loans and tiny

loans to meet varied credit needs of

members. General loans are utilized to meet

both productive as well as consumption

needs and micro, tiny loans are utilized for

taking up livelihood activities.

In FY 2016-17, micro and tiny loans

availed were to the tune of 25% of the total

disbursement, by 65,248 members.

Product wise loan disbursement in FY

2016-17 (Rs. crores)

Dairy Financing

8.10. Thrust was given on financing dairy

owing to its predominant role in providing

gainful employment in the villages in the year

2016-17. A total of Rs. 58.66 crores was

availed to purchase of 11565 milch animals

during FY 2016-17.

Purpose of Loan

8.11. The purposes for which SHG members

have utilized loans are classified into two

broad categories – Income generation

activities (IGAs) and consumption purposes.

Income generation activities (IGAs) are

further classified into agriculture, activities

allied to agriculture and micro-enterprises.

The share of loans availed for IGA activities

stands at 87% of the total disbursement in

FY 2016-17. District wise purpose wise

disbursement are furnished in table no. 10 a

& 10 b of part -B of this report.

Loan utilization since inception

(Rs. Cr.)

Social Category wise Credit Flow

8.12. Stree Nidhi has ensured that the

members in PoP category have accessed

loans in proportionate to total members. This

has resulted in adequate credit flow to the

PoP members. The Social Category wise

disbursement of loans for the year 2016-17

is furnished here under.


8.13. District wise Social Category wise disbursements are furnished in table 10a & 10b of

Part- B of this report.

(Rs. Cr)

Stree Nidhi 35

9.1. Stree Nidhi has a robust five tier

monitoring mechanism to ensure timely

monitoring of progress made under key

business parameters and to maintain

industry bench marks consistently.

Head Office Level

9.2. A separate Monitoring Unit has been

established at HO headed by a Deputy

General Manager for monitoring

performance of districts and to take required

follow up measures on a regular basis. All

key parameters viz. loan requests,

disbursement, savings, repayment of loans

and performance under BC activities etc., are

monitored based on MIS available in web

portal. The performance is also being

reviewed with Zonal / Regional Managers at

regular intervals to take required measures

and improve the performance.

District level

9.3. The progress made is closely monitored

district wise and reviewed by the District

Rural Development Officer, DRDA; Project

Officer, ITDA and Project Director, MEPMA

on a regular basis in co-ordination with Zonal

Manager and Regional Manager of Stree

Nidhi concerned. Review meetings are

conducted with Stree Nidhi, SERP and

MEPMA staff to monitor progress at district

level. All the staff including DRDOs, DRDA

and PDs, MEPMA are provided logins to

access MIS pertaining to the area under

respective jurisdiction for monitoring. Stree

Nidhi review committee meetings are

convened at quarterly intervals under the

chairmanship of the District Collector to

dicuss the issues and take necessary action.

Mandal / TLF level

9.4. The staff of Stree Nidhi, SERP and

MEPMA play a key role in facilitating needy

members to avail financial services from

Stree Nidhi at grass root level and repayment

thereof. Stree Nidhi has also positioned staff

in the cadre of Managers / Assistant

Managers for monitoring activities in a cluster

of mandals depending on the volume of

loans. The staff of SERP, MEPMA and Stree

Nidhi visit MS/TLFs and VOs/SLFs on a

regular basis and take necessary steps to

address issues at field level to achieve

desired performance under all parameters.

All the staff at mandal and TLF level can

access data / MIS through logins for their

regular monitoring.

In the monthly meetings of MS/TLF,

review of Stree Nidhi performance is one of

the agenda items for discussion.

VO / SLFs

9.5. The federations of SHGs at grass root

level i.e. VO/SLF play a predominant role in

Robust Monitoring Mechanism – A Key

Element

Chapter - 9


facilitating delivery of financial services to the

members of SHGs. In the EC meetings of

VOs/SLFs, performance of Stree Nidhi

activities are reviewed as one of the agenda

items for discussion. VO/SLF Office Bearers

are oriented on Stree Nidhi services from

time to time to propagate the same among

the members of SHGs.

At SHG level

9.6. In periodical meetings, SHGs review

utilisation of available credit limits, credit

needs of members, repayment of loans,

savings etc.,

Stree Nidhi Resource Persons (SNRPs)

9.7. Community is involved in propagation

and monitoring the services of Stree Nidhi.

One or two suitable SHG members from EC

members of VOs/SLFs were identified as

Stree Nidhi Resource Persons (SNRPs) in

MS/TLF having reasonable volume of

business and these SNRPs are trained on

all aspects of Stree Nidhi. Their services are

also utilised to create awareness among the

members and in addition SNRPs visit VOs/

SHGs and extend hand holding support to

ensure credit flow to the needy, proper

documentation, end use, repayment and

mobilisation of savings etc. Presently, there

are 215 SNRPs, extending their services in

the field. They are paid performance linked

service charges to compensate for their

services.

Stree Nidhi 37

10.1. It has been 6 years since establishment

of Stree Nidhi and over a period it evolved

and put in place various systems and controls

to ensure adherence to the guidelines and

to bring transparency. One of the tools

adopted was Social Audit aimed at public

scrutiny of operations of Stree Nidhi at VO/

SLF and SHG level.

10.2. For conducting Social Audit effectively,

Stree Nidhi is utilising the services of

TSSAAT and CARPs who are well trained.

After conducting Social Audit, observations

made by Auditors are placed before Grama

Sabha so as to make them aware of

deviations in procedures or fraudulent

transactions and to take necessary remedial

measures.

10.3. Social Audit of Stree Nidhi operations

at VOs/SLFs has brought instances of

lapses in documentation, misutilisation of

loans, equal distribution of loan by all SHG

members in case of general loans, delay in

settlement of claims in case of death of

member etc. Stree Nidhi is taking required

remedial measures to rectify the deviations

observed and taking steps to recover the

amount involved in misappropriation.

Social Audit as a Tool to bring

Transparency

Chapter - 10

Social Audit – Year wise coverage of VOs/SLFs

TotalYear

No of VOs/

SLFs

covered by

TS-SSAAT

No of VOs/

SLFs

covered by

CARPs

2014-15 31 69 100

2015-16 97 717 814

2016-17 1006 337 1343

Total 1134 1123 2257

Grama Sabha on Social Audit of Stree Nidhi

activities by TS -SSAAT DRPs


(Rs. Cr)

S.No. Particulars 31.03.2016 31.03.2017

1 Share capital from State Government 43.52 43.52

2 Share Capital from MS / TLF 47.37 47.89

3 Grants from State Govt. 55.57 55.57

4 Undistributed Profit and Reserves 73.68 110.07

5 Own Funds (Share Capital, Reserves, 482.11 612.73

Core Deposits and other Reserves)

6 Deposits 317.97 431.40

7 Outstanding Borrowings 824.34 1152.23

8 Loans outstanding 1330.12 1798.46

9 Loans disbursed 1148.35 1353.62

10 Gross NPA% 0.42 0.89

11 Gross NPA 5.60 16.03

12 Loan loss provisions 13.33 18.08

13 Net NPA 0 0

14 Net profit 37.25 49.96

Own Funds

11.2. Own funds have increased toRs.612.73 cr in FY2016-17 as compared toRs.482.11 in FY 2015-16 with a healthygrowth rate of 27%. The increase is mainlydue to increase in core deposits by Rs.93.72cr during the year.

Asset Quality

11.3. The loan portfolio of Stree Nidhi has

increased from Rs.1330.12 cr as on 31st

March 2016 to Rs.1798.46 cr at the end of

31st Mar 2017 registering a year on year

growth of 35.21%. The non- performing

assets stood at Rs. 16.03 cr. constituting

0.89% of the total loans outstanding.

Provision made towards NPAs as on

31.3.2017 was Rs.18.08 cr which is 113% of

NPA outstanding. The Net NPA continued

Financial Performance

Chapter - 11

11.1. Highlights on Financial performance in

respect of key parameters for the last twofinancial years are mentioned below

Stree Nidhi 39

to be at ZERO as at the end of 31.3.2017.

During the year, the repayment rate of loans

was at 98.32% against the demand. Of the

15689 VOs/SLFs with loan outstanding,

12733 VOs/SLFs have recorded 100%

repayment rate as on 31.03.2017. Further,

Total income

11.6. Total income has increased from Rs.

124.32 cr to Rs.169.92 cr and the

expenditure has increased from Rs. 87.06

cr to Rs.119.96 cr in FY 2016-17. Despite

demonetization for 4 months affecting loan

disbursement and recovery, Stree Nidhi has

Suryodaya TLF, Warangal Urban-

dist. has declared their TLF as

100% recovery TLF in the State.

All the EC members unequivocally

have taken a pledge to keep their

TLF to remain as overdue free for

ever.

14473 VOs/SLFs have recorded NPAs

below 0.50% as on 31.03.2017. This

spectacular performance has been achieved

with the support of the federations of SHGs

viz., VOs and SLFs and all staff concerned.

achieved growth rate of 36.68% in income.

The increase in expenditure was on account

of increase in borrowings. However, effective

management of financial resources and

control of operational expenditure also

contributed in containing the expenditure.

Earning Performance and Financial Analysis

11.5. Earning Performance for the last two financial years (Rs. Cr)

S.No Income FY2015-16 FY2016-17

1 Interest on Loans and Advances 119.93 164.21

2 Interest on Investments 1.40 4.02

3 Other Income 2.99 1.69

Total Income 124.32 169.92

Expenditure

1 Interest paid on deposits 20.79 29.64

2 Interest on Borrowings 43.53 63.76

3 Operating Expenses 17.27 21.80

4 Loan Loss Provision 5.47 4.76

5 Total Expenditure 87.06 119.96

Net Profit 37.26 49.96

11.4. District wise performance details on repayment and NPA are furnished in Table no. 12a,

12b and 13 of part-B of this report.


Operating and Net Profit

11. 8. The operating profit and net profit was

Rs. 54.72 cr and Rs.49.96 cr during the year

2016-17 as compared to Rs. 42.72 cr and

Rs. 37.25 cr during the year 2015-16,

showing a year on year growth of 34.12% in

net profit despite reduction in interest rate

on advances during the year.

Expenditure Analysis of last two Financial years

11.9. Cost to income analysis (Rs. Cr)

Particulars 2015-16 2016-17

Amount % to total income Amount % to total income

Total Income 124.32 169.92

Interest on Borrowings 43.53 35.02 63.76 37.52

Interest on Deposits 20.79 16.72 29.65 17.45

Service Charges 10.80 8.69 14.21 8.36

Provisions 5.47 4.40 4.81 2.83

Operational Expenditure 4.28 3.44 4.85 2.86

Salaries to Staff 2.20 1.77 2.69 1.58

Total Expenditure 87.06 70.03 119.96 70.60

Interest Income and Interest Expenditure

11.7. Total Interest income on loans and

advances in FY 2016-17 was Rs.164.21 cr

as against the interest expenditure Rs.93.40

cr on deposits and borrowings. A

comparative picture on interest income and

interest expenditure for the last 3 years is

furnished below.

Stree Nidhi 41

11.10. Segment wise analysis of share in expenditure (Rs. Cr)

Interest Expenditure

11.11. Interest paid on Deposits has

increased to Rs. 29.64 cr in FY 2016-17

compared to Rs.20.79 cr in FY 2015-16 due

to considerable increase in deposits. Interest

11.12. Salary and Service Charges

Particulars FY 2015-16 FY 2016-17

Working Funds (Rs cr) 1325.18 1790.69

% of Salaries to Working Funds 0.17 0.15

Gross Profit (Rs cr) 55.61 70.81

% of Salaries to Gross Profit 3.96 3.80

paid on Borrowings has increased to

Rs.63.76 cr in FY 2016-17 compared to Rs.

43.53 cr in FY 2015-16 as the bank

borrowings have increased to Rs.1152.23 cr

as on 31.03.2017 from Rs.824.34 in

31.3.2016.


Amount % to total expenditure Amount % to total expenditure

Total Expenditure 87.06 119.96

Interest on Borrowings 43.53 50.00 63.76 53.15

Interest on Deposits 20.79 23.87 29.65 24.71

Service Charges Paid 10.79 12.41 14.20 11.85

Provisions 5.47 6.28 4.81 4.01

Operational Expenditure 4.28 4.92 4.85 4.04

Salaries to Staff 2.20 2.52 2.69 2.24


As shown above, the expenditure

incurred on Staff is below 2% of working

funds for the last 2 years as per section116(c)

of Co-operative Societies Act 1964.

Sharing of interest income with

Community

11.13. The VOs are providing the last mile

connectivity to community to Stree Nidhi.

Stree Nidhi is having agency agreement with

VO /SLF/ MS / TLFs for monitoring and

recovery of loans. Under this agreement,

Stree Nidhi is sharing its interest income on

advances with VO / SLF/ MS / TLF for

monitoring and assisting in recovery of loans.

Stree Nidhi is also paying service charges to

SERP staff for recovery, disbursement of

loans and mobilising deposits from

community. As shown below, Stree Nidhi has

paid service charges of Rs. 19.55 cr to

community and SERP staff during FY 2016-

17, which constitutes 1.71% of 13.58%

interest charged by Stree Nidhi as compared

to Rs.10.50 cr in FY 2015-16, which is

1.37% of 14% interest charged.


Amount % to interest income Amount % to interest income

Service charges to Vos/SLFs 6.94 0.91 13.04 1.44

Service charges to MSs/TLFs 1.48 0.19 3.00 0.26

Service Charges to SERP Staff 0.98 0.13 2.28 0.20

Service Charges to SNRPs 1.10 0.14 1.23 0.11

Grand total 10.50 1.37 19.55 1.71

The details of service charges paid to community is furnished below.

(Rs Cr)

11. 14. Analysis of Key Ratios

S.No Particulars 31st March 2016 31st March 2017

1 Total Cost to Income Ratio (%) 70.03 70.60

2 Operational Self Sufficiency Ratio (%) 137.75 136.89

3 Financial Self Sufficiency Ratio (%) 142.79 141.65

4 Cost of Funds (%) 8.87 8.66

5 Yield on Advances (%) 13.82 13.16

6 Interest Margin (%) 4.95 4.50

7 Net Interest Margin (%) 6.41 5.68

Stree Nidhi 43

8 Capital to Risk weighted Assets Ratio 33.09 30.98

9 Return on equity (%) 40.99 54.66

10 Return on Assets (%) 3.23 2.96

11 Operational cost to Average working funds (%) 2.07 1.75

12 Average Borrowings to Average Working Funds (%) 49.17 52.11

13 Debt Equity Ratio (%) 1.71 1.88

14 Per employee loan portfolio outstanding (Rs Cr) 16.42 19.76

15 Interest Coverage Ratio (%) 1.58 1.54

Total Cost to Income Ratio

11.15. Cost to Income Ratio has increased

marginally from 70.03 % as on 31.3.2016 to

70.60% as at 31.03.2017.

Cost of Funds, Yield on Advances and

Interest Margin

11.16. The cost of funds has decreased from

8.87 % to 8.66 % for the FY 2016-17 as

compared to previous year mainly due to

decrease in the interest rate on borrowings

from banks on account of monetary

transmission.

The yield on advances was at 13.82%

for the FY 2015-16 which has come down to

13.16% as interest rate on loans charged to

SHGs was reduced by 0.5% during the FY

2016-17. On account of this, interest margin

was also lower at 4.50 % for FY 2016-17 as

compared to 4.95 % for the year 2015-16.

For the same reason, Net Interest Margin

was 5.68% for FY 2016-17 and the same is

lower as compared to 6.41 % for FY 2015-

16.

OSS and FSS

11.17. Operational Self Sufficiency Ratio

was 136.89% for FY 2016-17 as compared

to 137.75% for the year 2015-16. Financial

Self Sufficiency ratio was at 141.65% for

FY 2016-17 as compared to 142.79% for

FY 2015-16. These ratios indicate that the

earnings of Stree Nidhi reflect the strength

and consistency of the institution in meeting

all expenses.

Return on Equity and Earning Per

Share

11.18. Return on Equity has increased from

40.99 % in FY 2015-16 to 54.66 % in FY

2016-17. The return on equity has shown a

growth of 33.35%. The profit had increased

by 34% resulting in increasing in return on

equity. Similarly, the earnings per share of

Rs.1000/- was Rs.409/- as on 31.3.2016,

which increased to Rs.547 as on 31.3.2017.

Return on Asset

11.19. Return on assets during the FY. 2016-

17 was at 2.96% as compared to 3.23% in

FY 2015-16 and the decrease in ROA is due

to reduced interest margin during the year.


Capital to Risk Weighted Assets Ratio

11.20. Capital Adequacy Ratio has reduced

marginally to 30.98 % in FY 2016-17 from

33.09 % in FY 2015-16 but still at more than

30% which indicates its own funds strength.

Operational Cost to Average Working

Funds

11.21. Operational Cost to Average Working

Funds ratio has decreased to 1.75% for the

year 2016-17 as compared to 2.07 % for

2015-16. This is due to increase in per

employee loan portfolio from Rs.16.42 cr in

FY 2015-16 to Rs.19.76 cr in FY 2016-17.

Debt Equity Ratio

11.22. Borrowings to Working Funds ratio

has increased from 49.17 % in FY 2015-16

to 52.11 % in FY 2016-17. Accordingly, Debt

Equity ratio has increased from 1.71 % in

FY 2015-16 to 1.88% in FY 2016-17.

However, DER is much lower as compared

to permissible ratio in microfinance sector.

Interest Coverage Ratio

11.23. The Interest coverage ratio is

maintained at 1.5% during the FY 2016-17

which indicates the capacity to service

interest to banks on borrowings of Stree

Nidhi.

Audit by Cooperative Department for FY

2016-17

11.24. The Cooperative Department of Govt.

of Telangana completed audit of Stree Nidhi

for FY 2016-17 and issued Audit certificate

vide their RS No.9747/2017 Audit, dt:11-12-

2017. Stree Nidhi has been classified as ‘A’

grade by the Cooperative Auditors for the

year indicating excellent performance in all

spheres of Stree Nidhi activities. The audited

Balance Sheet and Profit & Loss A/C for the

year 2016-17 are enclosed in part-C of this

report.

Stree Nidhi 45

12.1. Stree Nidhi has been adopting best

standards of Corporate Governance with a

goal of achieving higher levels of

transparency, efficient systems and control,

well laid down procedures in all spheres of

its operations.

12.2. Protecting the interests of all the stake

holders and enhancing the value of institution

not only to stake holders but also the target

clientele is of the utmost importance. Stree

Nidhi has endeavored to have good

governance practices and become a role

model by establishing excellent ethical

operating practices, keeping in view the

objectives of poverty alleviation.

12.3. The principles of corporate Governance

are exhibited in the spirit of fundamental

principles of Stree Nidhi. Being a community

owned and managed financial institution,

Stree Nidhi customized and fine tuned its

policies based on needs articulated by the

members of SHGs. The governance

practices are directed at building a strong

and self reliant organization to deliver

financial services to the poor at an affordable

cost and in time.

Corporate Governance practices of Stree Nidhi

12.4. Suitable policies which meet

requirements of community are evolved by

Managing Committee of Stree Nidhi

constituted with Directors elected from the

SHG Federations operating both in rural and

semi urban areas and representatives from

the State Govt. in addition to Special Invitees

who are heading SERP and MEPMA as also

MAS.

12.5. In Stree NIdhi, policy making is a

dynamic process and policies are decided

after discussing the issues in a transparent

manner in MC meeting held once in two

months and in General Body Meeting. This

has enabled customized loan and saving

products for the members of SHG.

Allocation of Credit limits based on

grading

12.6. Strengthening institutions viz. VOs/

SLFs/MS/TLFs is the key factor for growth

trajectory of Stree Nidhi and risk mitigation.

To assess strengths of the VOs/SLFs, they

are subjected to rating process every year

with reference to their functioning under

prescribed parameters. VOs/SHGs with

superior grades are rewarded with higher

credit limits to encourage performance .

Delegation of Authority

12.7. Being a cooperative, participation of

members is crucial for successful operations.

In this context, delegation of authority to

community is making all the difference as due

Corporate Governance

in Stree Nidhi

Chapter - 12


diligence is vested with SHGs and their

federations at village / ward level. These

organizations are involved in identification of

members, livelihood activities and delivery

of credit and other financial services

exercising necessary due diligence and

transparency. Release of loan amount

through electronic fund transfer enables

SHGs to get loan amount credited directly to

their SB A/cs and the amount will be

disbursed by SHGs to members in their

meeting in a transparent manner preventing

any pilferage.

12.8. Stree Nidhi operations are through

technology enabled process as making loan

requests, release of loan amount, repayment

of loan installments, settlement of insurance

claims, reconciliation of A/Cs are performed

in an automated environment with minimal

manual intervention making the transaction

cost effective and transparent.

Effective Mechanism for information

dissemination

12.9. In Stree Nidhi effective communication

methods are put in place by utilising

technology to enlighten the community,

through the federations of SHGs at village/

slum level and Mandal/Town level. Circulars

on policies related to credit, savings, systems

and procedures are issued in Telugu and

English to all the Mandal/Town Samakhyas

through the DRDOs of SERP and Project

Directors of MEPMA of all the Districts. These

circulars are made available in Stree Nidhi

website and are accessible through logins

provided to the field level functionaries and

office bearers of federations of SHGs. The

loan amount released and due instalment are

also intimated through SMS alerts to VOs/

SLFs. The reports on DCB deposits are

accessible through URL provided to VOs/

SLFs through GPRS provided in CUG.

Social Audit

12.10. A process where in the financial

transactions done by SHG and VOs/SLFs

are scrutinised by utilising the services of

TSSSAAT and CARPs who are well trained

on activities / policies of Stree Nidhi. The

observations made during Social Audit are

placed before Grama Sabha to take suitable

remedial measures. The process has an

immense impact on improving the level of

awareness on the system and controls to be

followed and policies to be adhered to by

community .

12.11. All the employees of Stree Nidhi are

required to follow a stipulated code of ethical

and moral conduct which includes serving

with honesty, humility, discipline, integrity,

prudence and openness maintaining cordial

relations with all other stake holders. This

has made it possible to make the employees

reliable and responsive to the call of

community.

Interest rate policy on deposits

12.12. Being a specialised organisation

aimed at serving the members of SHGs,

Stree Nidhi is paying rate of interest on

deposits by bench marking the same to the

cost of it’s borrowings from Banks. Therefore,

the interest paid is more than what banks

pay for the same tenure of deposits. The rate

of interest payable on different deposits will

be reset on 1st of April every year. The rates

in case of some deposits are 2-3% more than

Stree Nidhi 47

what major bank pays and this policy is

consciously followed, to be more community

oriented.

Dividend on equity

12.13. Stree Nidhi has been paying dividends

on paid up share capital, an amount not less

than fifteen percent of net profit in compliance

with the provision of the State Cooperative

Societies Act’1964. Stree Nidhi has paid

dividend to equity holders since inception and

increased the same year after year. The MC

has decided to pay 10% for 2016-17.

Payment of Interest Margin to VO/SLFs

and MS/TLFs

12.14. Considering the services rendered by

VO/SLFs and MS/TLFs and expenses

incurred by them Stree Nidhi evolved a policy

where in service charges are paid to them.

An amount equivalent to 1.25% and 0.25%

of 13% of interest amount realised is paid to

VO/SLFs based on their performance.

Constitution of State Level consultation

Committee

12.15. To ensure effective participation of

community in all it’s activities, Stree Nidhi has

constituted a State Level Consultative

Committee consisting of the presidents of all

Zilla Samakhyas, representative of TLFs and

elected MC members. The SLCC meets

once in a quarter and dwell on various

aspects of Stree Nidhi and suggest

refinement in policies in tune with the

requirement of SHG members.


Digitalization of operations for

Seamless functioning

Chapter - 13

13.1. One of the distinctive features of Stree

Nidhi is leveraging Information Technology

to deliver seamless financial services at the

doorsteps of members of SHGs. IT enabled

systems and processes have facilitated

functioning of Stree Nidhi efficiently and

effectively in a transparent manner and

achieving its desired objectives.

13.2. Stree Nidhi has been able to increase

it’s outreach of products and services to the

nook and corner of the state through user

friendly technology resulting in saving cost

and time in carrying out operations. The

SHGs were facilitated to have simple

experience of digitalization of their operations

through mobiles. Loan requests are

processed through IVRS and WEB portal,

disbursement of funds is done directly to SB

accounts of SHGs in the banks through

Electronic Funds Management System

(EFMS) in a secured environment. This has

enabled Stree Nidhi to disburse loan amount

within 48 hours after the loan requests are

made.

13.3. Loan requests of members up to

Rs.25000/- are considered through IVRS and

lons above Rs.25000 are processed by

preparing HLPs, subjected to scrutiny at

different levels of authority. The scanned

copies of HLPs are uploaded and moved

from one level to another level though web

portal for final approval before disbursement

of loans.

13.4. To bring in further transparency, next

level of digitalization of transactions is

envisaged through Tablet PCs. Use of this

technology has enabled Stree Nidhi to

implement borrower authentication process

and bring more transparency in credit flow

to the members. Hand Held Device i.e.,

Tablet PCs are provided to VOs/SLFs to

implement the borrower authentication

process. Further, it also enabled generation

and storing of loan documents electronically,

which in itself is transformatory in nature.

Borrower Authentication with iris

Stree Nidhi 49

13.5. Using Information Technology, Stree

Nidhi has evolved a robust MIS and analytics

used by the management as also field

functionaries for monitoring the progress at

periodical intervals, through logins provided.

The federations of SHGs namely VOs and

SLFs have also been enabled to view reports

on deposits, loans availed and DCB of SHGs

affiliated to them through URL and further

the savings and repayments can be adjusted

to the respective SHGs/members through the

same URL. The technology has also enabled

Stree Nidhi in generating repayment

schedules for the loans disbursed,

calculation of demand at monthly intervals

and adjustment of repayments to respective

loans.

13.6. Technology enabled to evolve end to

end accounting module. Account ledgers are

generated creating members wise loan A/Cs,

aggregating the same at the level of SHG/

VO/SLF/MS/TLF/District and State. Similarly,

savings made by SHGs, VOs/SLFs/MS/TLFs

under different deposit scheme are

accounted for ensuring regular payment of

interest there on at monthly/quarterly

intervals as prescribed.

13.7. Technology has enabled an effective

communication channel to disseminate the

information.The information on loan

disbursement and repayments are conveyed

to SHG/VOs through SMS alerts and voice

blasts to all the SHGs/VOs/SLFs concerned.

13.8. Automation of reconciliation of accounts

has been put in place to reconcile a huge

number of transactions automatically to

ensure promptness. Use of technology in all

spheres of Stree Nidhi enabled it to excel in

performance and serving as backbone of the

institution.

Borrower’s signature capturing


Stree Nidhi as a Business Correspondent

to Banks – A unique model in Telangana

Chapter - 14

14.1. Providing access to financial services

to the poor SHG members play a key role in

poverty alleviation and transformative

growth. Stree Nidhi forayed into Business

Correspondent activities, by functioning as

corporate BC to the Banks viz. State Bank

of India and Andhra Bank. These banks have

allocated 950 remote and unbanked villages

and Stree Nidhi established BC points

successfully in 872 villages by engaging SHG

members as VLEs, who manage the BC

points in Kiosk Banking Model under the

supervision of Village Organization. A SHG

member functioning as Village Level

Entrepreneur (VLE) is extending banking

services including pensions and NREGS

wages payment in addition to Govt. to citizen

services through Meseva at the door steps

of rural people through these BC Points.

Kiosk Banking Model

Kiosk Banking is stand-alone model and

generally serves a sub-service area of abank, which is approximately 2 to 3villages. The model is widely accepted androbust to cover majority of the bankingneeds of rural people. Each BusinessCorrespondent KIOSK is equipped withLaptop,Printer cum Scanner, Biometricauthentication device, webcam, mATM /PIN Pad, Data card and other requiredaccessories.

14.2. Stree Nidhi is implementing the KIOSKmodel by identifying eligible SHG membersas Business Correspondent Agents.Training,handholding, technical support andmonitoring will be done by the state level anddistrict level staff of Stree Nidhi designatedto facilitate Financial Inclusion. The detailsof BC Points functioning in different districtsare furnished in table no. 14 of part -B of this

report.

Services available at VLE Point

Stree Nidhi 51

One Stop Shop (OSS)

14.3. The initiative of Stree Nidhi and

department of ITE & C to have Digital Local

Governance envisages that the Panchayat

shall serve as a single window not only for

providing branch less banking services but

also Government to citizen services.

Eventually all VLE centres will be converted

to OSS centres.

Of 950 BC points, at 272 points Meeseva,

e-panchayat services, disbursement of

NREGS wages and Aasara Pensions are

provided at the door steps of the villagers.

These points are serving as One Stop

Shops

Providing gainful employment to SHG

Members

14.4. Keeping in view wider acceptance by

the community and also to provide gainful

employment to SHG members, Stree Nidhi

has adopted a policy of positioning SHG

members as VLEs (Village Level

Entrepreneurs).

14.5. Over a period, the functioning of VLE

has been largely stabilized and earning in

the form of commission from the banks is

increasing gradually. The no. of transactions

and amount involved has attained a level of

Rs. 109.45 cores in the month of March 2017.

The commission earned by the VLEs ranged

from Rs.5000 to Rs. 25000 per VLE per

month.The efforts made by Stree Nidhi have

resulted in increasing the number of

transactions and also the volume of

transactions as mentioned below. (Rs Cr)

Financial

Year

Transaction

Count

Transaction

Amount

2016-17 1671819 627.29

2017-18

(Up to Nov- 2616815 1059.53

2017)


14.6. Stree Nidhi has employed 20 dedicated

staff for extending support and guidance to

VLEs across the state. In field, there are 7

Managers and 8 Assistant Managers and at

Head Office a DGM, two AGMs and two

Managers are placed to monitor the FI

activities.

14.7. Our BC/OSS points have been visited

by the C.E.O, SRLM, Tamil Nadu, delegates,

from different states co-ordinated by NRLM,

NABCONS of RO, NABARD, Chennai and

Ex-Chairman NABARD. They have

appreciated the model operated by SHG

members as VLEs for providing banking and

other services at the doorstep of the villagers

in the remote and unbanked areas.

Stree Nidhi 53

15.1. Stree Nidhi laid emphasis on building

the capacity of staff and community to excel

in its service and ensure proper delivery of

financial services to the members of SHGs

in Rural and Urban areas of the State.

Keeping the above in view, Stree Nidhi

organised various trainings and workshops

during the year.

15.2. The trainings imparted to staff and

community have resulted in improving the

level of awareness among the community

wich inturn enabled remarkable progress in

savings, credit flow and repayment as also

in other qualitative aspects.

S. No Name of the Programme Duration No. of

(Days) Participants

1 Orientation to Office Bearers of Mandal Smakhyas 01 1391

2 Training to ZS Office Bearers 02 107

3 Refresher training to Managers and Assistant Managers 03 63

4 Strategy meet for DGM, ZMs, AGMs, RMs and CMs 02 32

5 Training to Managers & Assistant Manager on BC activities 01 67

6 Training to VLEs 01 750

7 Training to CARPs on Social Audit 07 47

8 Training to DRPs of TSSSAAT on Social Audit 01 22

9 Training to Asst. Managers 07 77

Capacity Building of staff and community

Chapter - 15


Chapter - 16

New Initiatives/Policy changes

16.1. Stree Nidhi laid emphasis on innovative

strategies to be dynamic and fine tuned its

policies, processes, loan products and

services in accordance with the needs

emerging from community from time to time.

The endeavour has been to make it more

and more relevant to community and to bring

transparency.

16.2. Introduction of new loan products

Purchase of Smart phones

16.2.1. To give a fillip to the digitalisation of

financial transactions by SHG members, a

loan product for purchase of smart phones

was introduced. For the purpose, SHG

members can access loan up to Rs.6000

repayable in 24 months.

Purchase of bicycles

16.2.2. To have transport facility to the poor

which is economic, eco friendly and with low

expenditure on maintenance, a loan product

to purchase bicycle was introduced. A loan

amount up to Rs.5000/- can be accessed by

the needy members, which is repayable in

12 months.

Purchase of laptops

16.2.3. To support the children of SHG

members pursuing professional courses at

the level of under / post graduation, a loan

product for purchase of laptops is introduced.

A loan amount up to Rs.35000/- can be

availed for the purpose, which is repayable

in 42 months.

Purchase of diesel / electric autos /

trolleys

16.2.4. Plying auto / trolley is the most

common economic activity taken up by family

members of SHGs in rural and urban areas.

With an aim of providing gainful employment

as also to address issue of convenient and

affordable transport in village and towns, a

special loan product for purchase of diesel

or electric / auto /trolleys either new or

second hand by unemployed youth

belonging to families of SHG members was

made available. Loan amount up to

Rs.120000/- can be accessed for the

purpose.

Bridge finance for constitution of IHHLs

16.2.5. To finance construction of IHHLs to

the needy members, who are identified by

the department of Rural Development, a loan

amount upto Rs.12000/- can be accessed

by SHG member as bridge finance.

Implementation of subsidy linked scheme

– Sujala

16.2.6. It is aimed at financing members for

taking up livelihoods in watershed areas

developed under IWMP by the department

of Rural Development. Micro enterprises with

a project cost up to Rs.1.00 lakh with 80%

as grant are financed under this product.

Stree Nidhi 55

Constitution of State Level Consultative

Committee.

16.3. A State Level Consultative Committee

is constituted with the Presidents of all Zilla

Samakhyas, few representatives of TLFs and

elected representatives of Stree Nidhi. They

meet at quarterly intervals and discuss on

various aspects of Stree Nidhi and suggest

new services, policy changes and strategies

to achieve the objectives of Stree Nidhi. The

Committee members being responsible for

functioning of SHGs and their federations in

the respective districts, their involvement

through SLCC will enable them to propagate

activities of Stree Nidhi more effectively.

Reduction in interest rate on loans

16.4. During the period, interest rate on loans

to SHGs was reduced from 13.5% to 13%

and further to 12.5%, which is comparable

with the rate of interest charged by major

banks on their lending to SHGs. It is done to

ensure that the benefit of reduction in cost

of borrowings is passed on to the members

of SHGs.

Use of TV channels

16.5. Recognising the need for conveying the

experiences of success of members who

availed credit from Stree Nidhi to the

community at large, experiences were

shared by telecasting through popular TV

channels. This has enabled Stree Nidhi to

penetrate deep into the community across

the state.

Reduction in Suraksha Charges

16.6. Considering the growth in corpus fund

accumulated under Stree Nidhi Suraksha,

the charges payable by the loanee members

has been reduced from Rs.4/- to Rs.2.50

per loan of Rs1000/- This has reduced the

financial burden on the member without

affecting the risk coverage

Recruitment of Assistant Managers from

SHGs

16.7. The members of SHGs have deep

knowledge about the functioning of SHGs

and their federation and also have concern

on the development of co-members in all

respects including economic conditions.

Keeping this in view, Stree Nidhi has

recruited 77 Assistant Managers exclusively

from SHG members who are graduates/ post

graduates. The recruitment process was

conducted by CDS, TSIPARD based on the

marks scored in written test and group

discussion. The newly recruited AMs have

been imparted requisite training on all the

aspects of Stree Nidhi. This will further

strengthen the SHGs and motivate them to

avail services of Stree Nidhi.

Preparation of Project profiles

16.8. Knowledge on appraisal is essential to

the field functionaries involved in appraisal

of the livelihood activities intended by the

members and to assess loan amount

required to meet capital needs for

establishment of micro enterprises. To enrich

the levels of knowledge of the concerned,

Stree Nidhi has prepared project profiles for

various livelihood enterprises to serve as

guide to them in preparation of HLPs and

qualitative appraisal. This will go a long way

to expedite the process of appraisal and

further save time in disposal of credit

proposals.


Introduction of e-KYC

16.9. In order to bring further transparency

in operations, e-KYC has been introduced.

In this process, identification of members

intending to avail loans is authenticated

based on Aadhar number/IRIS/FP of the

members. The loan documents are

generated and stored electronically. A

suitable module has been developed to

ensure effective compliance with the

guidelines and procedures of Stree Nidhi at

all levels.

Deputation of OSD from Co-operative

Dept.

16.10. Stree Nidhi, being an apex level

federation of Mandal/Pattana Samakhyas

registered under Co-operative Societies Act’

1964, requires to take up measures to

recover chronic over dues or amount

misused thorough fraudulent transactions in

compliance with the provisions of Co-

operative Societies Act’ 1964 through an

authority vested with such powers. In order

to put in place a suitable mechanism for

taking legal recourse as per the statutory

provisions, upon the request of Stree Nidhi,

an officer in the cadre of Deputy Registrar

has been deputed by the Dept. of

Cooperation to take required measures as

per the Act.

Augumenting equity of Community

through Loan linked Share Capital

16.11. In order to increase the capital and

own resources to leverage higher borrowings

from banks it has been decided that the

members availing loan will contribute share

capital equal to 2% of loan amount on behalf

of MS/TLF to which SHG is affiliated. This

will ensure increase in share capital

consistently and thus lendable resources of

Stree Nidhi will increase to meet demand for

credit.

Stree N

idhi

57

S.N

oN

o. o

f MS

sN

o. o

f VO

s N

o.o

f SH

Gs

SH

G M

emb

ers

1A

dilab

ad17

543

9636

98667

2B

adrad

ri22

973

18114

157629

3Jag

itial17

579

13894

164205

4Jan

gao

n13

471

11555

125995

5Jay

ashan

kar

20

708

14954

151852

6Jo

gu

lamb

a1

23

18

69

63

74

54

7

7K

amared

dy

21

760

17996

176996

8K

arimnag

ar15

570

14479

153734

9K

ham

mam

21

1018

25392

233215

10

Kom

aram B

heem

15

388

7273

76720

11

Mah

abubab

ad16

699

16104

162129

12

Mah

abubnag

ar25

826

18006

192893

13

Man

cherial

17

528

11478

123198

14

Med

ak20

548

13303

137182

15

Med

chal-M

alkajg

iri8

270

8258

75918

16

Nag

arkurn

ool

20

597

12038

136890

17

Nalg

on

da

31

11

38

29

71

02

99

33

7

18

Nirm

al18

517

11294

124912

19

Nizam

abad

25

825

24012

238180

20

Ped

dap

alli1

34

85

11

86

31

21

21

4

21

Rajan

na S

ircilla1

34

07

93

30

10

44

04

22

Ran

gared

dy

24

867

21080

222896

23

San

gared

dy

25

739

20294

202362

24

Sid

dip

et22

70

91

73

79

18

82

77

25

Sury

apet

23

601

18591

181522

26

Vik

arabad

17

666

14958

143044

27

Wan

aparth

y14

371

7850

94389

28

Waran

gal R

ural

15

564

14651

160545

29

Waran

gal U

rban

7258

6389

71005

30

Yad

adri B

ho

ngir

16

58

81

50

35

15

35

66

To

tal:

54

21

85

31

44

18

79

45

47

42

3

Ta

ble 1

: District w

ise da

ta rela

ting

to N

o.o

f SH

G m

emb

ers, SH

Gs, V

Os a

nd

MS

s

Annual R

eport 2

016-1

75

8

S.N

o.

District

TL

Fs

SL

Fs

SH

Gs

Mem

bers

1A

dilab

ad2

68

1944

19440

2B

had

radri

4133

4069

40690

3Jay

ashan

kar

129

778

7780

4Jo

gulam

ba

255

1459

14590

5H

yderab

ad20

1348

52265

522650

6Jag

tial3

137

3939

39390

7Jan

go

an1

34

879

8790

8K

amared

dy

141

1229

12290

9K

arimnag

ar4

159

4807

48070

10

Kham

mam

4227

6272

62720

11

Ko

maram

Bheem

142

929

9290

12

Mah

abubab

ad1

31

1059

10590

13

Mah

abubnag

ar4

138

4222

42220

14

Man

cherial

3130

3142

31420

15

Med

ak1

23

764

7640

16

Med

chal-M

alkajg

iri2

77

2288

22880

17

Nag

arkurn

oo

l3

67

1527

15270

18

Nalg

onda

5178

4860

48600

19

Nirm

al2

73

1944

19440

20

Nizam

abad

5257

7526

75260

21

Ped

dap

alli3

168

3951

39510

22

Rajan

na S

ircilla2

96

2386

23860

23

Ran

ga R

eddy

4117

3395

33950

24

San

gared

dy

3109

3103

31030

25

Sid

dip

et4

11

53

53

03

53

00

26

Sury

apet

4160

3541

35410

27

Vik

arabad

273

1802

18020

28

Wan

aparth

y1

43

1036

10360

29

Waran

gal R

ural

250

1204

12040

30

Waran

gal U

rban

12

510

14958

149580

31

Yad

adri B

ho

ngir

135

967

9670

Tota

l107

4723

145775

1457750

Tab

le 2: D

istrict wise d

ata

relatin

g to

No

.of S

HG

mem

bers, S

HG

s, SL

Fs a

nd

TL

Fs

Stree N

idhi

59

S. N

o

Para

meters

Ma

xim

um

A) O

wn fu

nds o

f MS

as on 3

1.0

3.2

016 (o

wn fu

nds in

clude

share cap

ital, accum

ulated

pro

fit of M

S, C

IF &

oth

er funds

availab

le for o

n len

din

g to

VO

s)

75 L

akh&

above

(12 M

arks)

50 to

<75 L

akh

(8 M

arks)

40 to

<50 L

akh

(6 M

arks)

15 to

<40 lak

h

(2 M

arks),

(if belo

w 1

5

lakh

No M

arks)

OR

B) M

S w

ho h

ave n

ot receiv

ed g

rants fro

m G

ovt. lik

e CIF

.

45 L

akh&

above

(12 M

arks)

35 to

<45 L

akh

(8 M

arks)

25 to

<35 L

akh

(6 M

arks)

15 to

<25 lak

h

(2 M

arks),

(if belo

w 1

5

lakh

No M

arks)

2R

egu

lar meetin

g o

f MS

in th

e last Six

mo

nth

s

Conducted

2

MS

Meetin

gs

in all m

on

ths

(5 M

arks)

Conducted

1

MS

Meetin

g in

all mo

nth

s

(3 M

arks)

5

3

% o

f attendan

ce of M

S E

C m

emb

ers in m

eeting to

total E

C

mem

bers o

f MS

.

(Averag

e of last 6

month

s)

90%

& ab

ove

(05 M

arks)

70 to

<90%

(3 M

arks)

60 to

<70%

(1 M

ark)

< 6

0%

(No M

arks)

5

4M

ainten

ance o

f Books o

f Acco

unts an

d u

pdatin

gW

ithin

15

day

s

(6 M

arks)

With

in m

on

th

( 3 M

arks)

6

5N

et Pro

fit of M

S fo

r the last 2

years i.e. fo

r 2014-1

5, 2

015-

16 as p

er audited

P&

L acco

unt.

Pro

fit in tw

o

years

(8 M

arks)

Pro

fit in 2

01

5-

16

(6 M

arks)

Pro

fit in 2

01

4-

15

(4 M

arks)

loss in

two

years

(No M

arks)

8

Leg

al C

om

plia

nce

i). Wheth

er audit co

mpleted

as on 3

1.0

3.2

016.

3

ii. Wheth

er Annual G

eneral B

ody m

eeting fo

r 2014-1

5

conducted

.4

iii. Lead

ership

chan

ge d

urin

g 2

014-1

5 as p

er MA

CS

Act

95.

5

iv. W

heth

er Annual retu

rns fo

r 2014-2

015filed

with

D.C

.O.

as on d

ate of ratin

g.

3

7

Stree N

idh

i Rep

aym

ent fro

m V

Os:

VO

s Reco

very

% 3

1st M

arch 2

016&

as on d

ate of ratin

g

(averag

e of tw

o)

98%

& ab

ove

(15 M

arks)

96%

to <

98%

above

(10 M

arks)

90%

to <

96%

(5 M

arks)

< 9

0%

(No M

arks)

15

8

Oth

er Stree N

idh

i Rep

aym

ent:

VO

s Reco

very

% 3

1st M

arch 2

016&

as on d

ate of ratin

g

(averag

e of tw

o)

98%

above

(3 M

arks)

96%

to <

98%

above

(2 M

arks)

90%

to <

96%

(1 M

ark)

< 9

0%

(No M

arks)

3

9

CIF

Reco

very

from

VO

s:

Reco

very

% o

f loan

s from

CIF

of M

S to

VO

s as on 3

1st

March

2016 &

as on d

ate of ratin

g (av

erage o

f two)

90%

& ab

ove

(10 M

arks)

75 to

<90%

(8M

arks)

60 to

<75%

(5 M

arks)

< 6

0%

(No M

arks)

10

10

% o

f VO

s hav

ing >

50%

of S

HG

s contrib

uted

Sam

rudhi

dep

osits as o

n 3

1st M

arch 2

016 o

r as on th

e date o

f rating.

80%

& ab

ove

(6 M

arks)

70%

to <

80%

(4M

arks)

50%

to <

70%

(2 M

arks)

<50%

(1 M

ark)

6

11

VO

s With

"A" an

d "B

" grad

e as per latest ratin

g

80%

& ab

ove

(A+

B g

rade

VO

s)

(10 M

arks)

70%

to <

80%

(A+

B g

rade

VO

s)

(8 M

arks)

50%

to <

70%

(A+

B g

rade

VO

s)

(6 M

arks)

<50%

(A+

B

grad

e VO

s)

(No M

arks)

10

12

Su

bm

ission

of

loan

do

cum

ents

(ifM

San

dall

VO

s

subm

itted d

ocu

men

ts to S

tree Nid

hi).

5

100

1N

PA

more th

an 1

% as an

31st M

arch,2

016

-5

100

Criteria fo

r award

ing G

RA

DE

to M

S

‘E’ g

rade:<

50%

mark

s.

Tota

l Mark

s

Ded

uctio

n o

f 5 M

arks

If com

pleted

3 M

arks,

not co

mpleted

: No M

arks

1

Ta

ble 3

(a): G

rad

ing

of M

an

da

la S

am

ak

hya {M

S} - C

riteria fo

r aw

ard

ing m

ark

s

'A' g

rade: >

80%

mark

s, ‘B

’ grad

e: >65-8

0 %

mark

s.

‘D’ g

rade: 5

0-6

0 %

mark

s. ‘C

’ grad

e: >60-6

5 %

mark

s

12

If not C

onducted

even

one M

S

Meetin

g in

any m

on

th

(No M

arks)

If updatin

g o

f the b

ooks after 1

month

(0 M

arks)

Net M

ark

s

Criteria

an

d M

ark

s

If sub

mitted

all do

cum

ents: 5

Mark

s

If no

t sub

mitted

: No

Mark

s

6

If Co

mp

leted: 3

Mark

s,

no

t Co

mp

leted: N

IL

If com

pleted

4 M

arks,

not co

mpleted

: No M

arks

If Yes: 5

Mark

s

No: N

o M

arks

Annual R

eport 2

016-1

76

0

S. N

oP

ara

meters

Maxim

u m

Mark

s

1

Ow

n fu

nds o

f VO

as on 3

1.0

3.2

016 (o

wn fu

nds

inclu

de sh

are capital co

ntrib

uted

by S

HG

s, savin

gs

of S

HG

s with

VO

, resources, accu

mulated

pro

fit,

and o

ther fu

nds av

ailable fo

r on len

din

g to

SH

Gs

exclu

din

g C

IF an

d o

ther fu

nds b

orro

wed

from

Man

dala S

amak

ya)

2. L

akh

&

above

(10 M

arks)

1 to

< 2

Lak

h

(6 M

arks)

0.5

0 to

< 1

Lak

h

(4 M

arks)

< 0

.50 lak

h

(2 M

arks)

10

2R

egular m

eeting o

f VO

in th

e last Six

month

s

Conducted

1

VO

Meetin

g

only

in ev

ery

mo

nth

(3 M

arks)

If no

t

Conducted

min

imu

m 1

VO

Meetin

g

in a m

on

th

( No M

arks)

5

3%

of atten

dan

ce of E

C m

embers (A

verag

e of last 6

mo

nth

s) to to

tal EC

mem

bers

80%

& ab

ove

(5 M

arks)

70 to

<80%

(3 M

arks)

60 to

<70%

(1 M

ark)

< 6

0%

(No M

arks)

5

4 B

ook k

eepin

g at V

O lev

el 5

5N

et Pro

fit of V

O fo

r the last 2

years i.e. fo

r 2014-

15, 2

015-1

6 as p

er audited

P&

L acco

unt.

Pro

fit in tw

o

years

(8 M

arks)

Pro

fit in 2

01

5-

16

(6 M

arks)

Pro

fit in 2

01

4-

15

(4 M

arks)

loss in

two

years

(No M

arks)

8

Leg

al C

om

plia

nce

i. Wh

ether au

dit co

mpleted

as on 3

1.0

3.2

016 o

r as

on ratin

g d

ate (2015-1

6).

3

ii. Wh

ether an

nual g

eneral b

ody m

eeting fo

r 2014-

15 co

nducted

?4

iii. Lead

ership

chan

ge d

urin

g 2

014-1

5 as p

er

MA

CS

Act 9

5.

4

iv. W

heth

er annual retu

rns fo

r 2014-2

015 w

ere

filed w

ith D

epartm

ent.

3

7%

of S

HG

s dep

osited

in S

amru

dh

i in fu

ll as on

31.0

3.2

016 o

r as on d

ate of ratin

g.

70%

& ab

ove

(12 M

arks)

60%

to <

70%

(9 M

arks)

50%

to <

60%

(6 M

arks)

<50%

( No M

arks)

12

8

CIF

Reco

very

from

SH

Gs

Reco

very

% o

f loan

s from

CIF

of M

S as o

n 3

1st

March

2016 &

as on d

ate of ratin

g (av

erage o

f

two

)

90%

& ab

ove

(8M

arks)

75 to

<90%

(6 M

arks)

60 to

<75%

(5 M

arks)

< 6

0%

(No M

arks)

8

9

CIF

Reco

very

to M

an

da

la S

am

ak

hy

a

VO

Reco

very

% o

f loan

s from

CIF

of M

S as o

n

31st M

arch 2

016 &

as on d

ate of ratin

g (av

erage o

f

two

)

90%

& ab

ove

(5 M

arks)

75 to

<90%

(3 M

arks)

60 to

<75%

(1 M

ark)

< 6

0%

(No M

arks)

5

Rep

aym

ent b

y V

O to

Stree N

idh

i:

Reco

very

% as o

n 3

1st M

arch 2

016

98%

& ab

ove

(14 M

arks)

96%

to <

98%

above

(8 M

arks)

90%

to <

96%

(4 M

arks)

< 9

0%

(No M

arks)

14

Rep

aym

ent b

y V

O to

Stree N

idh

i:

Reco

very

% as o

n d

ate of ratin

g

98%

&ab

ove

(6 M

arks)

96%

to <

98%

above

(4 M

arks)

90%

to <

96%

(2 M

arks)

< 9

0%

(No M

arks)

6

11

Oth

er Stree N

idh

i loan

s Rep

aym

ent to

Stree

Nid

hi:

Reco

very

% as o

n 3

1st M

arch 2

016. &

as on d

ate

of ratin

g (av

erage o

f two)

98%

&ab

ove

(3 M

arks)

96%

to <

98%

above

(2 M

arks)

90%

to <

96%

(1 M

ark)

< 9

0%

(No M

arks)

3

12

Su

bm

ission

of lo

an d

ocu

men

ts by S

HG

s to V

O.

5

10

0

1R

ema

rks:

Mis u

tilization

/ misap

pro

priatio

n, if an

y.

2N

PA

above 0

.5%

as on 3

1st M

arch,2

016

-5

3

Stree N

idh

i Reco

very

from

SH

Gs:

If totalrep

aym

ent am

ount receiv

ed fro

m S

HG

s is

not tran

sferred b

y V

O to

Stree N

idhi

-3

10

0

'C' g

rade: 6

1-7

0 %

mark

s,

“NO

RA

TIN

G W

ILL

BE

DO

NE

”

Ded

uctio

n o

f 3 m

arks

If any (-5

Mark

s)

'A' g

rade: >

80 %

mark

s, ‘B

’ grad

e: 71-8

0 %

mark

s.

“E

” g

rade: <

50 %

mark

s.

5

If com

pleted

: 3 M

arks,

not co

mpleted

: No M

arks

If com

pleted

: 4 M

arks

not co

mpleted

: No M

arks

If chan

ged

: 4 M

arks,

not ch

anged

: No M

arks 'D

' grad

e: 50 -6

0 %

mark

s

10

If filed: 3

Mark

s,

not filed

: No M

arks

Criteria

for a

ward

ing G

RA

DE

to V

O

If sub

mitted

all do

cum

ents: 5

Mark

s

if all no

t sub

mitted

: No

Mark

s

Ta

ble 3

(b): G

rad

ing

of V

illag

e Org

an

izatio

n {V

O} - C

riteria fo

r aw

ard

ing

ma

rks

To

tal M

ark

s

Net M

ark

s

Main

tainin

g all b

oo

ks in

time, S

tree Nid

hi tran

sactions are

record

ed in

min

utes.

(5 m

arks), if n

ot 0

Mark

s

Criteria

an

d m

ark

s

Conducted

2 V

O M

eetings in

every

month

(5 M

arks)

Stree N

idhi

61

AB

CD

EF

Not

gra

ded

1A

dilab

ad17

11

62

70

0

2B

adrad

ri22

30

10

36

00

3Jag

itial17

15

20

00

00

4Jan

goan

13

57

01

00

0

5Jay

ashan

kar

20

61

31

54

0

6Jo

gulam

ba

12

20

12

70

0

7K

amared

dy

21

16

50

00

00

8K

arimnag

ar15

12

30

00

00

9K

ham

mam

21

36

11

10

00

10

Kom

aram B

heem

15

13

72

20

0

11

Mah

abubab

ad16

43

26

10

0

12

Mah

abubnag

ar25

914

11

00

0

13

Man

cherial

17

10

41

11

00

14

Med

ak20

16

21

10

00

15

Med

chal-M

alkajg

iri8

17

00

00

0

16

Nag

arkurn

ool

20

210

44

00

0

17

Nalg

onda

31

715

72

00

0

18

Nirm

al1

812

32

10

00

19

Nizam

abad

25

25

00

00

00

20

Ped

dap

alli1

38

50

00

00

21

Rajan

na

13

11

20

00

00

22

Ran

gared

dy

24

12

11

01

00

0

23

San

gared

dy

25

14

52

31

00

24

Sid

dip

et22

19

30

00

00

25

Sury

apet

23

79

52

00

0

26

Vik

arabad

17

11

58

02

0

27

Wan

aparth

y14

57

00

20

0

28

Waran

gal R

ural

15

93

12

00

0

29

Waran

gal U

rban

74

30

00

00

30

Yad

adri B

hongir

16

79

00

00

0

542

247

144

69

44

32

60

Tab

le 4(a

.1): S

ER

P - D

istrict wise G

rad

ing

Positio

n o

f MS

s

S.N

oD

istrict Nam

e

To

tal N

o O

f

Man

da

l

/TL

Fs

Gra

de

To

tal

Annual R

eport 2

016-1

76

2

AB

CD

EF

Not

gra

ded

1A

dilab

ad1

1

2B

adrad

ri4

4

3Jag

itial3

12

4Jan

goan

11

5Jay

ashan

kar

11

6Jo

gu

lamb

a2

2

7K

amared

dy

11

8K

arimnag

ar3

21

9K

ham

mam

31

11

10

Kom

aram B

heem

11

11

Mah

abubab

ad1

1

12

Mah

abubnag

ar3

12

13

Man

cherial

22

14

Med

ak1

1

15

Nalg

on

da

42

2

16

Nirm

al2

11

17

Nizam

abad

42

11

18

Rajan

na

21

1

19

San

gared

dy

32

1

20

Sid

dip

et3

12

21

Sury

apet

42

2

22

Vik

arabad

22

23

Wan

aparth

y1

1

24

Waran

gal R

ural

21

1

25

Waran

gal U

rban

87

1

26

Yad

adri B

hongir

11

63

38

40

00

021

60

52

85

14

86

94

43

26

21

To

tal

Gra

nd

To

tal

SE

RP

& M

EP

MA

Tab

le 4(a

.2): M

EP

MA

- District w

ise Gra

din

g P

ositio

n o

f TL

Fs

S.N

oD

istrict Nam

e

To

tal N

o O

f

Man

da

l

/TL

Fs

Gra

de

Stree N

idhi

63

AB

CD

E

1A

dilab

ad5

41

92

11

29

61

61

79

1

2B

adrad

ri973

194

175

223

199

180

2

3Jag

itial573

440

98

25

91

0

4Jan

go

an465

280

122

21

21

20

1

5Jay

ashan

kar

702

190

94

70

147

201

0

6Jo

gulam

ba

319

70

64

97

62

23

3

7K

amared

dy

760

433

144

103

46

32

2

8K

arimnag

ar570

444

74

26

15

10

1

9K

ham

mam

10

62

42

93

10

15

38

58

50

10

Ko

maram

Bheem

386

78

138

110

46

13

1

11

Mah

abu

bab

ad6

92

20

81

12

12

61

09

13

70

12

Mah

abubnag

ar816

429

195

112

50

28

2

13

Man

cherial

526

313

119

68

21

41

14

Med

ak548

351

106

48

26

16

1

15

Med

chal-M

alkajg

iri278

177

54

21

12

14

0

16

Nag

arkurn

oo

l597

238

165

111

63

20

0

17

Nalg

onda

1139

363

383

231

98

64

0

18

Nirm

al517

305

109

79

20

40

19

Nizam

abad

825

694

83

32

12

22

20

Ped

dap

alli485

303

131

28

11

12

0

21

Rajan

na

39

32

50

83

28

23

72

22

Ran

gared

dy

888

540

211

77

39

21

0

23

San

gared

dy

739

422

133

122

47

15

0

24

Sid

dip

et7

10

55

41

14

25

710

0

25

Sury

apet

597

217

209

88

42

39

2

26

Vik

arabad

662

106

192

155

112

96

1

27

Wan

aparth

y356

129

122

39

23

41

2

28

Waran

gal R

ural

564

412

69

35

13

35

0

29

Waran

gal U

rban

263

198

41

17

43

0

30

Yad

adri B

ho

ngir

585

318

154

62

23

26

2

To

tal:

18

53

19

17

74

11

62

42

81

54

61

23

82

6

Tab

le 4(b

.1): S

ER

P - D

istrict wise G

rad

ing

po

sition

of V

Os

S.N

oD

istrict Na

me

No. o

f

VO

s

Gra

de

VO

no

t

Gra

ded

Annual R

eport 2

016-1

76

4

AB

CD

E

1A

dilab

ad6

65

09

32

02

2B

adrad

ri1

33

119

81

11

3

3Jag

itial137

25

90

103

4Jan

go

an33

32

10

5Jay

ashan

kar

29

02

9

6Jo

gulam

ba

54

05

4

7K

amared

dy

41

26

63

32

1

8K

arimnag

ar139

75

13

53

43

9K

ham

mam

199

101

17

23

76

10

Ko

maram

Bheem

42

32

13

33

11

Mah

abubab

ad2

90

29

12

Mah

abu

bnag

ar110

35

73

65

9

13

Man

cherial

123

85

24

71

15

14

Med

ak2

31

84

01

15

Nalg

onda

156

62

15

11

275

16

Nirm

al72

28

10

11

032

17

Nizam

abad

256

118

26

49

99

18

Rajan

na

96

68

51

022

19

San

gared

dy

94

68

82

11

5

20

Sid

dip

et9

95

24

31

39

21

Sury

apet

162

66

10

10

85

22

Vik

arabad

71

41

15

22

011

23

Wan

aparth

y41

04

1

24

Waran

gal R

ural

50

29

20

19

25

Waran

gal U

rban

372

291

25

81

542

26

Yad

adri B

ho

ngir

36

16

30

17

Tota

l2663

1437

220

52

15

37

902

21194

10614

4336

2480

1561

1275

928

SE

RP

& M

EP

MA

Gra

nd

To

tal

Ta

ble 4

(b.2

): ME

PM

A - D

istrict wise G

rad

ing

po

sition

of S

LF

s

S.N

oD

istrict Nam

eN

o. o

f

VO

s

Gra

de

VO

no

t

Gra

ded

Stree N

idhi

65

Man

agers

Assista

nt

Man

agers

Tota

l

1A

dilab

ad0

22

2M

anch

erial0

44

3K

arimnag

ar2

57

4R

ajanna

14

5

5S

iddip

et1

56

6K

ham

mam

17

8

7B

adrad

ri1

34

8M

ahab

ubab

ad2

35

9K

om

uram

bheem

0

22

10

Ped

dap

alli1

45

11

Mah

abu

bnag

ar2

35

12

Vik

arabad

12

3

13

Jogulab

a Gad

wal

01

1

14

Med

ak1

45

15

Med

chal M

alkajg

iri1

23

16

San

gared

dy

13

4

17

Nag

ar Kurn

ool

03

3

18

Ran

gared

dy

14

5

19

Wan

aparth

y1

23

20

Nalg

onda

27

9

21

Sury

apet

24

6

22

Yad

adri

05

5

23

Nirm

al0

44

24

Jagity

al2

57

25

Nizam

abad

26

8

26

Kam

areddy

23

5

27

Wara

ngal R

ura

l1

67

28

Jayash

anker

11

2

1

Ta

ble 5

: Reg

ion

al M

an

ag

er, Ma

na

ger a

nd

Assista

nt M

an

ag

ers Deta

ils - District w

ise

S.N

oD

istrict Nam

e

District L

evel

No. o

f Reg

ion

al

Man

agers

11111 11111

Annual R

eport 2

016-1

76

6

MS

sA

mt.

TL

Fs

Am

t.M

Ss&

TL

Fs

Am

ou

nt

1A

dilab

ad1

3106.0

81

10.0

214

116.1

0

2B

adrad

ri1

7163.7

04

40.3

921

204.0

9

3Jag

itial1

5154.0

71

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Am

ou

nt in

La

kh

s

S.N

o.

District N

am

e

ME

PM

AT

ota

l

Stree N

idhi

67

2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017

1 Adilabad 28.84 50.79 91.86 38.00 58.00 0.00 150.00 36.88 50.97 52.97 0.00 0.00 0.00

2 Badradri 127.39 280.76 398.43 15.90 19.60 23.33 109.47 138.55 181.47 0.45 0.45 0.45

3 Jagitial 295.94 525.50 652.60 273.00 363.50 384.00 35.05 161.64 207.64 0.00 0.00 0.00

4 Jangoan 251.94 373.08 475.98 0.00 3.19 3.19 8.35 12.45 12.45 0.34 0.34 0.34

5 Jayashankar 214.48 290.30 375.87 83.10 87.10 87.10 81.60 113.84 114.30 0.00 0.00 0.00

6 Jogulamba 39.52 60.61 81.54 37.51 37.51 37.51 0.00 0.00 0.00 0.00 0.00 0.00

7 Kamareddy 397.54 575.45 738.07 167.00 167.00 347.50 34.80 54.60 63.50

8 Karimnagar 317.73 490.91 621.38 600.00 600.00 600.00 120.00 125.00 133.00 58.93 79.43 96.60

9 Khammam 307.89 597.67 880.76 62.73 62.73 64.98 31.93 40.67 89.24

10 Komaram Bheem 36.05 68.85 112.25 2.00 2.00 33.00 43.25 63.85 64.85

11 Mahabubabad 189.41 320.66 440.11 1.14 1.14 2.64 71.96 78.97 79.67

12 Mahabubnagar 184.95 380.10 535.94 250.00 307.00 337.00 284.95 301.85 361.27 14.99 16.70 17.26

13 Mancherial 194.41 317.13 430.05 12.00 15.80 15.80 14.62 27.69 34.04

14 Medak 214.28 381.48 499.61 0.00 1.00 12.00 0.35 9.30 24.62

15 Medchal-Malkajgiri 79.39 175.05 276.19 6.00 6.00 6.00 0.00 0.00 0.00

16 Nagarkurnool 130.14 244.51 345.58 256.65 303.85 483.85 28.30 46.40 46.40

17 Nalgonda 290.27 532.48 897.19 85.00 135.00 135.00 60.60 61.72 61.72 4.60 37.15 80.79

18 Nirmal 149.58 253.41 356.11 24.50 26.25 52.25 31.26 123.14 132.14

19 Nizamabad 568.21 897.39 1133.69 70.50 70.50 238.00 14.00 30.70 35.70

20 Peddapalli 233.12 389.85 489.17 47.00 56.00 58.00 89.80 109.15 114.75

21 Rajanna 178.40 296.88 397.14 58.00 89.00 99.00 52.53 183.46 189.49

22 Rangareddy 280.87 560.33 801.47 30.00 30.00 80.00 154.12 191.14 227.38 5.41 17.82 40.48

23 Sangareddy 284.94 498.65 672.21 0.00 7.35 22.35 25.78 40.61 48.83

24 Siddipet 376.03 623.05 804.58 30.00 66.65 81.15 95.50 214.05 313.14

25 Suryapet 214.84 332.83 513.70 16.00 16.00 43.50 1.70 8.72 23.70

26 Vikarabad 98.29 201.07 324.56 177.90 197.71 214.11 36.34 43.74 47.01

27 Wanaparthy 86.93 158.54 229.10 173.04 173.04 175.54 5.89 12.48 12.78

28 Warangal Rural 344.19 465.39 616.06 110.00 13.00 13.00 13.05 22.77 28.86 28.96

29 Warangal Urban 140.46 204.20 272.33 41.00 41.00 41.00 79.12 96.88 98.88

30 Yadadri Bhongir 242.99 393.64 554.35 30.40 30.40 30.40 22.84 28.53 42.53

Total: 6499.02 10940.55 15017.84 965.00 1110.00 1320.00 2218 2537.03 3502.62 1058.00 1870.34 2294.17 0.79 0.79 0.79

ZS-Sankalpa MS-Sankalpa VO - Sankalpa Bhavitha

Table no 7(a): SERP - District wise position of deposits as at the end of Financial Year

SERP

S.No. District NameSamrudhi

Annual R

eport 2

016-1

76

8

2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017

1 Adilabad 13.62 29.44 42.42

2 Badradri 42.61 83.63 109.78

3 Jagitial 0.00 0.00 7.89

4 Jangoan 14.73 22.12 30.90

5 Jayashankar 0.00 0.00 0.00

6 Jogulamba 0.00 0.00 0.00

7 Kamareddy 8.03 11.99 21.38

8 Karimnagar 30.52 46.02 70.89

9 Khammam 22.84 38.97 60.97

10 Komaram Bheem 12.18 21.04 23.88

11 Mahabubabad 0.00 0.00 0.00

12 Mahabubnagar 29.68 40.24 58.85

13 Mancherial 33.22 61.37 85.66

14 Medak 9.08 15.10 22.04

15Medchal-

Malkajgiri0.00 0.00 0.00

16 Nagarkurnool 0.00 0.00 0.00

17 Nalgonda 25.63 43.44 65.51

18 Nirmal 6.71 7.01 16.39

19 Nizamabad 28.49 50.36 89.52

20 Peddapalli 0.00 0.00 0.00 0.10 0.10

21 Rajanna 19.04 40.67 58.06 3.38 3.38 3.38

22 Rangareddy 0.00 0.00 0.00

23 Sangareddy 16.29 44.20 64.36

24 Siddipet 13.24 47.90 65.77

25 Suryapet 20.62 41.70 57.82

26 Vikarabad 6.79 18.42 23.65

27 Wanaparthy 0.00 0.00 0.00

28 Warangal Rural 12.58 22.13 30.14 22.13

29 Warangal Urban 141.17 201.58 338.48 0.5 0.50 0.50 202.08

30 Yadadri Bhongir 0.00 13.16 18.10 13.16

Total: 507.05 900.49 1362.48 0.00 0.00 0.00 0.00 0.00 0.00 3.88 3.98 3.98 0.00 0.00 0.00 0.00 0.00 1366.46

Grand Total: 7006.07 11841.04 16380.32 965.00 1110.00 1320.00 2218.04 2537.03 3502.62 1061.88 1874.32 2298.15 0.79 0.79 0.79 4690.40 13101.26 18126.12

Bhavitha Corpus Deposit

SERP & MEPMA

Table no 7(b): MEPMA - District wise position of deposits as at the end of Financial Year

Amount in lakhs.

S.No. District NameSamrudhi ZS-Sankalpa MS-Sankalpa VO - Sankalpa

Stree N

idhi

69

MSs VOs SHGsSHG

MembersAmount MSs VOs SHGs

SHG


SHG

MembersAmount

1 Adilabad 10 25 117 397 0.63 8 52 412 1571 3.00 12 99 697 2451 6.12

2 Badradri 19 211 1451 5735 10.48 20 294 2082 7051 15.69 21 334 2263 6730 16.99

3 Jagitial 18 454 3773 14600 30.55 18 529 6409 24350 62.38 18 532 7306 25362 74.13

4 Jangoan 13 316 2533 10386 23.25 13 382 4323 16125 45.68 13 386 4161 13253 40.40

5 Jayashankar 13 213 1754 6890 14.89 16 282 2576 8739 22.32 14 257 1981 6011 16.62

6 Jogulamba 6 40 294 1135 1.86 6 53 452 1639 3.95 6 59 466 1516 4.23

7 Kamareddy 22 589 5861 18383 40.60 22 599 6471 19287 52.03 22 623 7169 21797 60.64

8 Karimnagar 15 439 4914 20296 42.45 15 499 6626 24138 66.79 15 507 6883 23686 68.44

9 Khammam 20 410 2884 11664 22.82 20 522 3887 14531 36.29 20 666 5232 18134 51.43

10 Komaram Bheem 9 38 189 801 1.39 10 68 352 1456 3.11 12 136 816 2768 7.19

11 Mahabubabad 13 225 1522 6052 12.18 14 287 2513 8688 21.35 14 315 2993 9900 26.89

12 Mahabubnagar 24 263 2543 8460 16.15 25 468 4363 15071 34.50 25 543 5293 16696 47.08

13 Mancherial 14 265 2611 11283 21.87 16 362 3454 12818 31.92 17 414 4053 15024 40.77

14 Medak 20 326 2486 11805 25.01 20 406 3583 14947 38.26 20 405 4141 17409 48.13

15 Medchal-Malkajgiri 8 98 794 2582 4.54 8 168 2005 6681 15.33 8 215 2789 9130 25.23

16 Nagarkurnool 16 166 1597 4757 10.06 18 241 1961 5201 12.98 19 262 2029 5586 15.08

17 Nalgonda 24 346 3040 12920 25.95 27 541 4930 18692 43.37 31 705 6647 22954 63.20

18 Nirmal 16 259 2119 8385 16.36 18 314 3425 12634 31.26 18 363 4111 13888 38.55

19 Nizamabad 25 722 9169 28725 58.61 25 757 12006 38468 101.20 25 780 12804 37765 108.06

20 Peddapalli 13 349 3069 12901 26.19 13 402 4384 16240 41.12 13 412 4305 15256 41.21

21 Rajanna 13 275 2750 8399 17.68 13 346 3979 12283 33.23 13 346 4481 13649 39.22

22 Rangareddy 23 369 3352 11159 23.88 23 587 5236 16731 41.37 23 679 6232 18959 50.55

23 Sangareddy 24 439 3940 18041 36.04 25 493 4531 17757 44.90 25 557 5587 21576 59.03

24 Siddipet 22 603 5824 24738 56.58 22 644 7175 26228 73.62 22 655 7928 28744 82.57

25 Suryapet 22 227 1950 8790 17.96 23 294 2658 11325 25.57 23 294 2887 10949 30.98

26 Vikarabad 17 167 1148 3567 7.06 17 261 2133 6631 15.61 18 344 2737 7360 19.26

27 Wanaparthy 13 126 1221 4536 8.22 14 193 1811 6484 14.59 14 237 2531 8825 23.88

28 Warangal Rural 15 412 3691 15936 34.91 15 416 4863 18773 49.95 15 456 5826 20054 57.53

29 Warangal Urban 7 190 1768 7614 16.33 7 200 2196 7983 21.97 7 213 2452 8199 24.12

30 Yadadri Bhongir 16 354 3369 13901 29.68 16 429 3787 14731 35.49 16 469 4778 16935 49.39

490 8916 81733 314838 654.18 507 11089 114583 407253 1038.81 519 12263 131578 440566 1236.91Total:

District Name

2016-17

Table 8(a): SERP - District Wise Credit flow for 3 Years

Amount in Cr.

2014-15

S.No

2015-16

Annual R

eport 2

016-1

77

0

MSs VOs SHGsSHG


SHG


SHG

MembersAmount

1 Adilabad 1 26 202 581 1.24 1.00 39.00 425.00 1678.00 3.88 1 49 588 2713 6.45

2 Badradri 4 79 574 2367 5.31 4.00 91.00 788.00 3660.00 8.55 4 100 974 4756 11.55

3 Jagitial 0 0 0 0 0.00 0.00 0.00 0.00 0.00 0.00 1 11 140 632 1.49

4 Jangoan 1 24 250 499 0.99 1.00 28.00 366.00 1139.00 2.61 1 28 410 1423 3.47

5 Kamareddy 1 15 156 387 0.92 1.00 16.00 130.00 317.00 0.77 1 20 167 546 1.37

6 Karimnagar 0 0 0 0 0.00 2.00 57.00 605.00 2493.00 6.38 2 45 374 1387 3.44

7 Khammam 2 12 81 314 0.66 3.00 42.00 352.00 1766.00 4.21 2 45 383 2036 5.08

8 Komaram 1 30 249 506 0.99 1.00 29.00 279.00 735.00 1.70 1 29 371 1222 2.98

9 Mahabubnagar 1 46 572 1513 3.11 1.00 42.00 288.00 580.00 1.22 1 31 258 689 1.50

10 Mancherial 3 70 486 1549 2.70 3.00 95.00 1113.00 4449.00 10.31 3 92 801 2811 6.98

11 Medak 1 11 70 373 0.84 1.00 18.00 170.00 924.00 2.21 1 21 205 1010 2.51

12 Nagarkurnool 0 0 0 18 0.00 0.00 0.00 0.00 41.00 0.00 0 0 0 0 0.00

13 Nalgonda 2 56 456 1415 3.32 2.00 68.00 634.00 2319.00 5.90 2 66 609 2537 6.37

14 Nirmal 1 22 160 591 1.10 1.00 15.00 76.00 315.00 0.39 1 10 67 388 0.83

15 Nizamabad 4 48 457 1118 2.21 5.00 66.00 656.00 1916.00 3.81 3 65 725 2354 5.56

16 Peddapalli 0 0 0 107 0.00 0.00 0.00 0.00 149.00 0.00 0 0 0 8 0.00

17 Rajanna 1 6 33 154 0.39 1.00 55.00 354.00 1788.00 4.30 1 52 425 2331 5.78

18 Rangareddy 0 0 0 7 0.00 0.00 0.00 0.00 62.00 0.00 0 0 0 20 0.00

19 Sangareddy 2 26 259 1394 3.36 3.00 52.00 420.00 2022.00 5.00 3 54 424 2108 5.26

20 Siddipet 1 24 288 1585 3.92 1.00 57.00 607.00 3229.00 8.18 1 51 312 1585 3.99

21 Suryapet 2 61 425 1761 3.71 2.00 69.00 504.00 2095.00 4.95 2 71 587 2881 7.24

22 Vikarabad 2 13 66 227 0.41 2.00 34.00 243.00 1014.00 2.38 2 28 192 797 1.93

23 Warangal Rural 1 16 182 610 1.41 1.00 29.00 412.00 1496.00 3.40 1 30 387 1037 2.53

24 Warangal Urban 7 131 1329 4561 10.70 8.00 260.00 3437.00 11510.00 27.35 8 249 3505 11911 29.67

25 Yadadri Bhongir 0 0 0 0 0.00 1.00 24.00 321.00 824.00 1.32 1 17 159 330 0.71

38 716 6295 21637 47.28 45 1186 12180 46521 108.81 43 1164 12063 47512 116.71

528 9632 88028 336475 701.46 552 12275 126763 453774 1147.61 562 13427 143641 488078 1353.62

SERP & MEPMA

Grand Total:

Total:

Table 8(b): MEPMA - District Wise Credit flow for 3 Years

Amount in Cr.

S.No District Name

2014-15 2015-16 2016-17

Stree N

idhi

71

Mandals VOs SHGs Member

Outstanding

Amount in

Cr

Mandals VOs SHGs Member Outstanding

Amount in Cr

Mandal

sVOs SHGs Member

Outstanding

Amount in Cr

1 Adilabad 16 132 807 1843 1.06 15 97 740 2980 3.01 16 160 1108 4379 7.14

2 Badradri 20 488 3349 10257 11.72 20 516 3987 15261 17.90 21 515 4656 18294 22.89

3 Jagitial 18 494 5937 21605 32.85 18 545 8790 42081 70.39 18 557 10721 59417 100.48

4 Jangoan 13 380 5019 19034 26.47 13 426 6478 31711 50.29 13 437 7218 37204 61.10

5 Jayashankar 18 329 3372 12477 15.90 18 364 4261 18977 24.74 18 354 4482 20788 25.26

6 Jogulamba 9 86 767 2433 2.23 9 92 894 3628 4.14 10 86 884 4145 5.68

7 Kamareddy 22 651 10564 42875 52.68 22 693 11306 53127 64.38 22 707 11770 54906 84.14

8 Karimnagar 15 466 7118 30917 45.28 15 522 9496 48791 78.25 15 537 10998 61915 99.27

9 Khammam 21 790 7839 23871 27.75 21 780 7982 33749 42.82 21 855 9502 41940 66.72

10 Komaram Bheem 13 141 968 1721 1.61 12 110 705 2745 3.38 13 167 1225 4912 8.42

11 Mahabubabad 14 352 3692 13842 16.02 14 388 4562 20384 24.14 14 415 5368 24218 35.54

12 Mahabubnagar 24 361 4105 13814 18.21 25 527 6408 27079 38.34 25 626 8585 39140 60.60

13 Mancherial 18 414 4961 17838 22.06 17 414 5449 26595 34.72 17 452 6649 35318 51.57

14 Medak 21 440 4856 18299 26.03 21 468 6046 30151 43.77 21 470 7260 40712 61.73

15 Medchal-Malkajgiri 9 157 2185 7192 5.91 8 209 3080 12044 15.41 8 237 4019 17777 30.58

16 Nagarkurnool 17 231 2121 6068 10.25 19 298 3046 10803 15.65 19 345 3950 15313 20.42

17 Nalgonda 25 400 4395 17225 26.23 27 631 7805 33778 48.83 31 833 11576 52015 79.60

18 Nirmal 18 347 3967 14858 17.93 18 359 5047 24258 34.32 18 390 6177 32142 51.04

19 Nizamabad 26 770 15254 62784 73.80 26 793 17459 86774 117.12 26 803 18612 95675 153.60

20 Peddapalli 14 437 5654 21833 28.57 13 453 6879 33222 47.30 13 457 7829 40714 58.87

21 Rajanna 14 329 4281 13458 19.24 13 370 5631 23362 38.40 13 380 6553 31634 54.52

22 Rangareddy 24 546 6538 20127 26.57 24 685 8511 33499 46.50 23 760 10869 45464 65.62

23 Sangareddy 26 569 7219 27998 36.39 26 581 8104 40151 52.55 26 611 9724 52170 75.18

24 Siddipet 22 627 8902 36920 57.65 22 677 11105 55602 87.50 22 689 12997 72252 112.86

25 Suryapet 23 332 3558 12749 18.82 23 368 4710 21884 29.50 23 406 6040 29281 40.19

26 Vikarabad 18 376 3211 8154 8.80 18 393 3770 13245 17.01 18 450 4820 17823 25.23

27 Wanaparthy 14 211 2585 8271 9.36 14 261 3152 13211 16.63 14 283 3876 18777 28.93

28 Warangal Rural 15 508 7365 29451 38.82 15 518 8317 42557 55.63 15 525 9345 50736 75.42

29 Warangal Urban 9 216 3141 12959 18.37 8 233 3742 18615 26.67 7 242 4278 22145 33.72

30 Yadadri Bhongir 16 417 5715 21400 31.70 16 490 7118 32763 44.34 16 530 8542 42561 62.41

532 11997 149445 552273 728.27 530 13261 184580 853027 1193.63 536 14279 219633 1083767 1658.71

2014-15 2015-16

Table 9(a): District wise LoanOutstandingof SERP for 3 years

Total:

2016-17

S.No. District

Annual R

eport 2

016-1

77

2

Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt.

1 Adilabad 284 0.61 0 0.00 85 0.19 553 1.54 635 1.46 14 0.03 176 0.75 561 1.49 10 0.05 2318 6.12

2 Badradri 536 1.18 0 0.00 201 0.48 863 2.17 1265 2.70 75 0.19 863 3.17 2483 6.99 23 0.11 6309 16.99

3 Jagitial 3269 7.99 0 0.00 1103 2.70 3517 10.72 8871 21.83 282 0.87 2361 11.12 4691 16.36 499 2.53 24593 74.13

4 Jangoan 1617 3.96 0 0.00 508 1.25 4781 13.67 2267 5.60 145 0.49 819 3.80 1781 6.24 1061 5.39 12979 40.40

5 Jayashankar 783 1.89 0 0.00 248 0.60 1335 3.93 2162 5.21 32 0.12 294 1.49 991 3.38 3 0.02 5848 16.62

6 Jogulamba 21 0.04 0 0.00 10 0.02 499 1.42 544 1.34 14 0.04 83 0.38 291 0.91 14 0.07 1476 4.23

7 Kamareddy 1848 4.48 0 0.00 615 1.48 3787 10.21 9463 22.94 134 0.44 1671 6.82 3178 10.81 681 3.46 21377 60.64

8 Karimnagar 2114 5.10 0 0.00 1069 2.61 5562 16.24 7772 19.31 375 1.14 1895 7.30 3354 11.07 1115 5.66 23256 68.44

9 Khammam 1775 4.15 0 0.00 588 1.42 2994 8.25 5353 12.87 104 0.37 1285 7.16 4670 15.73 293 1.48 17062 51.43

10 Komaram Bheem 160 0.31 0 0.00 41 0.08 274 0.91 1384 3.20 42 0.11 212 1.00 456 1.56 3 0.02 2572 7.19

11 Mahabubabad 1467 3.44 0 0.00 621 1.44 2520 6.82 1605 3.77 87 0.28 707 3.42 2339 7.55 35 0.18 9381 26.89

12 Mahabubnagar 1129 2.56 0 0.00 573 1.35 4210 11.59 4930 11.84 149 0.47 1159 5.08 3828 12.68 296 1.50 16274 47.08

13 Mancherial 1251 2.89 0 0.00 461 1.08 3565 10.16 4543 10.96 98 0.33 1244 4.99 3358 10.10 53 0.27 14573 40.77

14 Medak 1324 3.18 0 0.00 1009 2.46 3724 9.77 7485 18.49 72 0.23 659 3.23 1916 6.62 817 4.15 17006 48.13

15 Medchal-Malkajgiri 1357 3.20 0 0.00 297 0.71 300 0.74 1022 2.41 175 0.46 1750 6.11 3753 11.15 91 0.46 8745 25.23

16 Nagarkurnool 335 0.78 0 0.00 136 0.32 2242 5.74 1636 3.87 72 0.20 340 1.31 636 2.04 161 0.81 5558 15.08

17 Nalgonda 2255 5.41 0 0.00 517 1.18 7885 20.90 6843 16.27 239 0.72 1201 6.73 3244 11.57 82 0.42 22266 63.20

18 Nirmal 1426 3.34 0 0.00 622 1.51 2469 7.90 6652 15.92 67 0.20 472 2.70 1570 5.50 291 1.48 13569 38.55

19 Nizamabad 5311 12.74 0 0.00 1468 3.57 3597 9.79 13877 33.87 275 0.91 4317 16.90 6824 24.73 1092 5.54 36761 108.06

20 Peddapalli 1914 4.57 0 0.00 607 1.47 2117 6.63 7317 17.71 68 0.26 738 3.45 2060 6.69 86 0.43 14907 41.21

21 Rajanna 1672 4.05 0 0.00 563 1.37 1487 4.24 4767 11.72 189 0.56 1696 6.02 2017 6.62 912 4.63 13303 39.22

22 Rangareddy 2401 5.79 0 0.00 1057 2.58 4079 10.69 4815 11.85 149 0.46 1539 5.90 4274 12.53 150 0.75 18464 50.55

23 Sangareddy 1731 4.12 0 0.00 1048 2.51 4508 11.84 7069 17.17 135 0.41 1641 6.18 4158 12.58 838 4.24 21128 59.03

24 Siddipet 2440 5.90 0 0.00 946 2.30 7431 20.38 11312 27.97 195 0.63 990 5.23 3352 12.00 1604 8.15 28270 82.57

25 Suryapet 1279 3.05 0 0.00 376 0.90 4486 12.18 1686 3.99 78 0.29 572 3.21 2089 7.18 38 0.19 10604 30.98

26 Vikarabad 413 0.92 0 0.00 343 0.79 2871 7.63 1687 3.93 23 0.06 431 2.12 1155 3.61 38 0.19 6961 19.26

27 Wanaparthy 966 2.25 0 0.00 261 0.60 1705 5.03 3191 7.69 67 0.24 493 2.05 1540 4.65 272 1.38 8495 23.88

28 Warangal Rural 2955 7.28 0 0.00 1140 2.82 5980 18.36 3826 9.41 168 0.53 920 6.17 3658 12.18 155 0.79 18802 57.53

29 Warangal Urban 811 1.98 0 0.00 297 0.74 2543 7.41 2072 5.16 65 0.22 578 2.61 1353 4.66 265 1.34 7984 24.12

30 Yadadri Bhongir 2087 5.15 0 0.00 550 1.35 4683 13.28 3500 8.62 512 1.42 1406 6.04 3159 10.58 585 2.97 16482 49.39

SERP Total: 46931 112.31 0 0.00 17360 41.87 96567 270.13 139551 339.10 4100 12.69 32512 142.43 78739 259.74 11563 58.66 427323 1236.91

Self Employed -

Industry

Self Employed

- ServiceDairy Total

Table 10(a): SERP - District wise Purpose wise Loan disbursement report for FY 2016-17

Amount in Cr.

S.No District Name

Education Small BusinessHealth/

Emergency

Needs

MarriageActivities

Allied to

agriculture

Agriculture

Stree N

idhi

73

Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt.

1 Adilabad 75 0.17 0 0.00 50 0.11 451 1.12 391 0.93 24 0.06 191 0.58 1506 3.47 0 0 2688 6.45

2 Badradri 141 0.34 0 0.00 66 0.16 600 1.48 56 0.13 148 0.35 877 2.30 2774 6.79 0 0 4662 11.55

3 Jagitial 1 0.00 0 0.00 1 0.00 13 0.03 18 0.04 31 0.07 210 0.53 342 0.81 0 0 616 1.49

4 Jangoan 33 0.08 0 0.00 6 0.02 177 0.44 49 0.11 36 0.09 136 0.34 981 2.40 0 0 1418 3.47

5 Kamareddy 10 0.03 0 0.00 18 0.05 13 0.03 30 0.08 15 0.04 201 0.51 258 0.64 0 0 545 1.37

6 Karimnagar 48 0.12 0 0.00 22 0.05 12 0.03 8 0.02 33 0.08 306 0.77 951 2.36 0 0 1380 3.44

7 Khammam 170 0.42 0 0.00 49 0.12 91 0.23 10 0.02 71 0.18 368 0.94 1266 3.16 0 0 2025 5.08

8 Komaram Bheem 73 0.18 0 0.00 26 0.07 71 0.17 11 0.03 20 0.05 221 0.55 794 1.94 0 0 1216 2.98

9 Mahabubnagar 65 0.14 0 0.00 22 0.05 12 0.03 29 0.07 16 0.04 164 0.38 372 0.80 0 0 680 1.50

10 Mancherial 106 0.26 0 0.00 21 0.05 147 0.36 1017 2.50 46 0.11 370 0.98 1086 2.72 0 0 2793 6.98

11 Medak 33 0.08 0 0.00 5 0.01 199 0.49 112 0.28 19 0.05 211 0.54 426 1.06 0 0 1005 2.51

12 Nalgonda 47 0.12 0 0.00 16 0.04 300 0.75 59 0.15 67 0.17 375 0.99 1647 4.15 0 0 2511 6.37

13 Nirmal 20 0.05 0 0.00 9 0.02 66 0.17 116 0.29 0 0.00 0 0.00 123 0.30 0 0 334 0.83

14 Nizamabad 199 0.46 0 0.00 99 0.23 98 0.23 57 0.13 96 0.23 676 1.69 1092 2.58 0 0 2317 5.56

15 Rajanna 82 0.20 0 0.00 32 0.08 50 0.12 127 0.30 704 1.76 394 1.01 924 2.31 0 0 2313 5.78

16 Sangareddy 58 0.15 0 0.00 27 0.07 100 0.23 166 0.42 43 0.10 529 1.36 1176 2.94 0 0 2099 5.26

17 Siddipet 23 0.06 0 0.00 14 0.04 128 0.32 56 0.14 43 0.11 330 0.94 948 2.39 0 0 1542 3.99

18 Suryapet 195 0.49 0 0.00 55 0.14 99 0.25 21 0.05 18 0.05 548 1.38 1945 4.89 0 0 2881 7.24

19 Vikarabad 115 0.29 0 0.00 22 0.05 203 0.48 154 0.37 2 0.01 31 0.09 267 0.64 0 0 794 1.93

20 Warangal Rural 101 0.24 0 0.00 44 0.11 169 0.40 86 0.21 28 0.07 146 0.36 458 1.13 0 0 1032 2.53

21 Warangal Urban 283 0.68 0 0.00 248 0.61 516 1.28 346 0.85 492 1.24 1813 4.60 8183 20.41 0 0 11881 29.67

22 Yadadri Bhongir 1 0.00 0 0.00 4 0.01 7 0.01 8 0.02 6 0.01 128 0.32 159 0.34 0 0 313 0.71

MEPMA Total: 1879 4.55 0 0.00 856 2.09 3522 8.67 2927 7.15 1958 4.86 8225 21.15 27678 68.22 0 0.00 47045 116.69

Grand Total: 48810 116.86 0 0.00 18216 43.96 100089 278.79 142478 346.25 6058 17.55 40737 163.58 106417 327.96 11563 58.66 474368 1353.60

SERP & MEPMA

Self Employed

- ServiceSmall Business Dairy Total

Table 10(b): MEPMA - District wise Purpose wise Loan disbursement report for FY 2016-17

Amount in Cr.

S.No District Name

EducationHealth/

Emergency

Needs

MarriageActivities

Allied to

agriculture

AgricultureSelf Employed -

Industry

Annual R

eport 2

016-1

77

4

Total

Members

Members

AvailedAmount

Total

Members

Members

AvailedAmount

Total

Members

Members

AvailedAmount

Total

Members

Members

Availed

Amoun

t

Total

Members

Members

AvailedAmount

Total

Members

Members

AvailedAmount

1 Adilabad 36977 326 0.72 18432 553 1.26 3494 132 0.33 34250 1202 3.17 5766 238 0.64 98919 2451 6.12

2 Badradri 70941 1824 4.26 23076 1152 2.89 2029 198 0.55 51783 3013 7.78 11615 532 1.52 159444 6719 16.99

3 Jagitial 5597 648 1.91 38055 5908 16.70 2617 509 1.50 108216 16709 49.17 11240 1578 4.84 165725 25352 74.13

4 Jangoan 14118 797 2.23 28927 2832 8.36 1388 188 0.57 75117 8633 26.70 8381 797 2.54 127931 13247 40.40

5 Jayashankar 26046 519 1.30 31249 927 2.49 2820 133 0.38 81281 3885 10.92 11264 547 1.53 152660 6011 16.62

6 Jogulamba 1312 16 0.04 20118 447 1.26 3377 155 0.47 45430 795 2.16 4866 103 0.29 75103 1516 4.23

7 Kamareddy 14422 779 2.15 33061 3362 8.69 10796 1803 5.21 106438 13829 38.59 15263 2015 5.99 179980 21788 60.64

8 Karimnagar 1797 287 0.82 39255 5784 16.17 1940 399 1.16 97173 15027 43.82 15988 2189 6.47 156153 23686 68.44

9 Khammam 40088 2009 5.21 59594 4579 12.80 4097 393 1.18 100716 8954 25.66 31290 2201 6.58 235785 18136 51.43

10 Komaram Bheem 25308 266 0.64 13543 536 1.40 1655 125 0.33 32589 1709 4.43 3645 126 0.40 76740 2762 7.19

11 Mahabubabad 60733 1263 3.34 23385 1524 3.86 2537 237 0.68 69482 6204 17.06 7991 672 1.95 164128 9900 26.89

12 Mahabubnagar 17615 975 2.59 31341 2081 5.57 9136 1143 3.35 121618 10939 31.01 15869 1552 4.56 195579 16690 47.08

13 Mancherial 13564 1100 2.87 36368 4234 11.42 2003 343 0.99 66539 8685 23.60 5856 661 1.89 124330 15023 40.77

14 Medak 12005 577 1.59 26381 3234 8.77 3698 653 1.89 90106 11829 32.66 7210 1112 3.21 139400 17405 48.13

15 Medchal-Malkajgiri 3013 302 0.83 13397 1463 3.85 3478 387 1.08 46457 5564 15.38 11526 1413 4.10 77871 9129 25.23

16 Nagarkurnool 20545 291 0.71 33662 1289 3.28 4014 276 0.78 67089 3113 8.33 12253 693 1.98 137563 5662 15.08

17 Nalgonda 44093 2070 5.19 64846 5415 14.75 6002 616 1.82 156353 12701 35.53 29155 2150 5.90 300449 22952 63.20

18 Nirmal 16273 976 2.62 24223 2718 7.19 5562 902 2.50 71337 8184 23.04 8199 1108 3.21 125594 13888 38.55

19 Nizamabad 21652 1950 5.27 45858 7019 18.82 21113 4081 12.16 136878 21934 63.43 18472 2781 8.37 243973 37765 108.06

20 Peddapalli 2925 294 0.82 25936 2882 7.40 2224 358 1.01 84000 10835 29.46 7433 886 2.53 122518 15255 41.21

21 Rajanna 5391 344 0.97 25595 3293 9.19 1706 278 0.78 61870 8247 23.77 10489 1483 4.51 105051 13645 39.22

22 Rangareddy 22495 1495 3.92 51691 4065 10.47 8612 969 2.58 121080 10506 28.38 24146 1916 5.20 228024 18951 50.55

23 Sangareddy 14401 901 2.35 53233 5120 13.64 17426 1907 5.19 105748 11806 32.76 14843 1834 5.09 205651 21568 59.03

24 Siddipet 5393 758 2.13 41616 6155 17.30 3527 569 1.63 120223 18194 52.28 20626 3124 9.22 191385 28800 82.57

25 Suryapet 24340 1000 2.62 41777 2544 6.91 4925 417 1.18 92036 5812 16.84 18966 1176 3.43 182044 10949 30.98

26 Vikarabad 15996 478 1.18 34581 1529 3.94 9815 665 1.78 71013 4010 10.52 12448 677 1.84 143853 7359 19.26

27 Wanaparthy 8443 533 1.44 17274 1406 3.81 3560 438 1.22 57858 5520 15.01 8119 850 2.41 95254 8747 23.88

28 Warangal Rural 23315 1761 4.91 29842 3274 8.95 2250 364 1.03 97044 13239 38.43 10683 1412 4.21 163134 20050 57.53

29 Warangal Urban 1851 207 0.59 17447 1623 4.71 538 60 0.19 46969 5696 16.95 5294 561 1.68 72099 8147 24.12

30 Yadadri Bhongir 10680 832 2.34 29557 3335 9.61 2821 431 1.30 96324 10920 31.98 15861 1415 4.16 155243 16933 49.39

581329 25578 67.60 973320 90283 245.48 149160 19129 54.79 2513017 267694 758.80 384757 37802 110.25 4601583 440486 1236.91

Amount in Cr.

SERP TOTAL:

Table 11(a): SERP- District wise Social Category Report as on FY 2016-17

S.N

oDistrict Name

ST SC Minority BC OC Total

Stree N

idhi

75

Total

Members

Members

AvailedAmount

Total

Members

Members

AvailedAmount

Total

Members

Members

AvailedAmount

Total

Members

Members

Availed

Amoun

t

Total

Members

Members

AvailedAmount

Total

Members

Members

AvailedAmount

1 Adilabad 691 95 0.23 2425 357 0.83 4339 617 1.30 8120 1292 4.10 0 0 0.00 15575 2361 6.45

2 Badradri 4913 480 1.17 8032 972 2.38 3086 514 1.22 20313 2529 6.79 0 0 0.00 36344 4495 11.55

3 Jagitial 401 0 0.00 3752 38 0.09 5547 192 0.46 25567 360 0.94 0 0 0.00 35267 590 1.49

4 Jangoan 165 9 0.02 1509 187 0.44 714 149 0.37 5832 946 2.65 0 0 0.00 8220 1291 3.47

5 Jayashankar 550 0 0.00 1668 0 0.00 166 0 0.00 4764 0 0.00 0 0 0.00 7148 0 0.00

6 Jogulamba 108 0 0.00 1821 0 0.00 1758 0 0.00 8356 0 0.00 0 0 0.00 12043 0 0.00

7 Kamareddy 118 8 0.02 636 30 0.08 2438 164 0.41 4984 304 0.86 0 0 0.00 8176 506 1.37

8 Karimnagar 676 14 0.03 5597 158 0.39 2957 95 0.23 22612 958 2.78 0 0 0.00 31842 1225 3.44

9 Khammam 2399 81 0.20 9458 359 0.90 5698 219 0.55 36101 1129 3.44 0 0 0.00 53656 1788 5.08

10 Komaram Bheem 55 9 0.02 2038 301 0.75 1479 279 0.68 5026 574 1.53 0 0 0.00 8598 1163 2.98

11 Mahabubabad 1476 0 0.00 1236 0 0.00 704 0 0.00 5413 0 0.00 0 0 0.00 8829 0 0.00

12 Mahabubnagar 282 5 0.01 2352 60 0.13 6927 179 0.39 18915 404 0.97 0 0 0.00 28476 648 1.50

13 Mancherial 745 65 0.16 6221 579 1.44 1335 111 0.27 17405 1881 5.11 0 0 0.00 25706 2636 6.98

14 Medak 90 2 0.01 1056 232 0.57 1270 144 0.36 4074 556 1.57 0 0 0.00 6490 934 2.51

15 Medchal-Malkajgiri 146 0 0.00 6100 0 0.00 1320 0 0.00 8197 0 0.00 0 0 0.00 15763 0 0.00

16 Nagarkurnool 429 0 0.00 516 0 0.00 958 0 0.00 4693 0 0.00 0 0 0.00 6596 0 0.00

17 Nalgonda 1386 123 0.31 5976 351 0.88 4402 291 0.73 23062 1382 4.45 0 0 0.00 34826 2147 6.37

18 Nirmal 157 1 0.00 1428 33 0.08 2867 39 0.10 10983 209 0.65 0 0 0.00 15435 282 0.83

19 Nizamabad 478 25 0.05 5732 207 0.48 15195 732 1.69 32720 1147 3.34 0 0 0.00 54125 2111 5.56

20 Peddapalli 378 0 0.00 4255 0 0.00 2323 0 0.00 11512 0 0.00 0 0 0.00 18468 0 0.00

21 Rajanna 219 6 0.01 1578 48 0.12 1328 79 0.20 19465 2115 5.45 0 0 0.00 22590 2248 5.78

22 Rangareddy 212 0 0.00 528 0 0.00 973 0 0.00 4164 1 0.00 0 0 0.00 5877 1 0.00

23 Sangareddy 291 24 0.06 3221 204 0.51 7283 766 1.90 12326 981 2.78 0 0 0.00 23121 1975 5.26

24 Siddipet 357 20 0.05 3635 262 0.66 3443 183 0.46 17815 905 2.82 0 0 0.00 25250 1370 3.99

25 Suryapet 1682 185 0.46 5481 502 1.26 2525 270 0.68 20214 1662 4.84 0 0 0.00 29902 2619 7.24

26 Vikarabad 508 37 0.09 2229 132 0.33 3485 144 0.34 7950 400 1.17 0 0 0.00 14172 713 1.93

27 Wanaparthy 261 0 0.00 1249 1 0.00 817 0 0.00 7488 0 0.00 0 0 0.00 9815 1 0.00

28 Warangal Rural 197 20 0.05 2257 121 0.29 649 40 0.10 7837 803 2.09 0 0 0.00 10940 984 2.53

29 Warangal Urban 3657 231 0.58 27098 1652 4.08 11284 1162 2.89 89452 8419 22.13 0 0 0.00 131491 11464 29.67

30 Yadadri Bhongir 62 3 0.01 1371 40 0.09 978 50 0.11 6614 209 0.50 0 0 0.00 9025 302 0.71

23089 1443 3.55 120455 6826 16.77 98248 6419 15.42 471974 29166 80.953 0 0 0.000 713766 43854 116.69

604418 27021 71.15 1093775 97109 262.25 247408 25548 70.21 2984991 296860 839.75 384757 37802 110.114 5315349 484340 1353.62

MEPMA TOTAL:

Grand Total:

Table 11(b): MEPMA - District wise Social Category Report as on FY 2016-17

Amount in Cr.

S.N

oDistrict Name

ST SC Minority BC OC Total

Annual R

eport 2

016-1

77

6

Demand Collection OverdueRecovery

%Demand Collection Overdue

Recovery


Recovery

%

1 Adilabad 15.65 11.14 4.52 71.15 67.84 58.59 9.25 0.86 260.46 243.00 18.57 93.30

2 Badradri 151.22 111.12 40.10 73.48 692.72 619.36 73.36 0.89 1555.48 1457.48 104.70 93.70

3 Jagitial 85.36 81.50 3.85 95.49 1452.68 1437.77 14.91 0.99 5483.74 5407.76 100.84 98.61

4 Jangoan 143.10 127.85 15.25 89.34 1138.33 1100.58 37.75 0.97 3772.80 3667.76 121.90 97.22

5 Jayashankar 141.02 127.10 13.92 90.13 809.99 788.76 21.23 0.97 2023.82 1963.33 69.52 97.01

6 Jogulamba 16.14 16.13 0.01 99.95 102.63 100.89 1.74 0.98 343.19 334.69 10.04 97.52

7 Kamareddy 172.51 171.47 1.04 99.40 1840.69 1827.05 13.64 0.99 5042.90 4965.74 99.99 98.47

8 Karimnagar 180.39 173.54 6.86 96.20 1665.02 1653.55 11.46 0.99 5966.64 5909.08 84.71 99.04

9 Khammam 154.93 120.99 33.94 78.09 1259.50 1195.23 64.28 0.95 3495.21 3363.81 146.85 96.24

10 Komaram Bheem 21.52 16.51 5.00 76.74 90.07 80.56 9.51 0.89 293.52 268.12 26.63 91.35

11 Mahabubabad 96.08 85.91 10.17 89.41 607.98 577.30 30.68 0.95 1970.43 1912.60 66.62 97.07

12 Mahabubnagar 84.20 81.72 2.48 97.06 826.21 810.71 15.50 0.98 3127.87 3057.09 84.83 97.74

13 Mancherial 139.75 137.69 2.05 98.53 1093.03 1085.55 7.48 0.99 2965.02 2941.43 37.11 99.20

14 Medak 126.25 121.24 5.01 96.03 1358.09 1354.13 3.96 1.00 3649.14 3638.12 27.75 99.70

15 Medchal-Malkajgiri 30.46 27.54 2.92 90.41 342.86 333.69 9.17 0.97 1257.62 1238.55 24.76 98.48

16 Nagarkurnool 47.24 47.13 0.11 99.77 492.95 489.67 3.28 0.99 1314.77 1268.93 51.67 96.51

17 Nalgonda 168.85 162.51 6.34 96.25 1426.68 1396.77 29.91 0.98 4064.08 3952.95 129.29 97.27

18 Nirmal 91.43 87.41 4.03 95.59 798.43 786.72 11.71 0.99 2702.61 2680.85 34.08 99.19

19 Nizamabad 236.81 233.67 3.14 98.67 2505.79 2498.88 6.91 1.00 8757.04 8748.96 48.29 99.91

20 Peddapalli 144.56 137.19 7.37 94.90 1118.80 1098.34 20.46 0.98 3778.84 3695.19 100.64 97.79

21 Rajanna 59.85 56.03 3.82 93.62 828.89 817.75 11.14 0.99 2886.79 2836.79 63.04 98.27

22 Rangareddy 163.13 155.85 7.29 95.53 1265.49 1246.81 18.67 0.99 3891.39 3822.94 86.01 98.24

23 Sangareddy 209.93 207.78 2.15 98.97 1586.36 1585.43 0.93 1.00 4480.46 4462.08 38.89 99.59

24 Siddipet 313.78 309.85 3.93 98.75 2662.55 2651.51 11.04 1.00 7074.38 7047.97 58.80 99.63

25 Suryapet 102.26 86.76 15.51 84.84 906.89 873.40 33.49 0.96 2586.77 2478.58 119.58 95.82

26 Vikarabad 86.18 67.84 18.34 78.72 492.75 451.08 41.67 0.92 1458.93 1363.82 101.38 93.48

27 Wanaparthy 53.21 48.66 4.55 91.45 455.61 442.61 13.00 0.97 1451.78 1418.96 39.34 97.74

28 Warangal Rural 307.03 284.52 22.51 92.67 1711.71 1659.86 51.85 0.97 4729.59 4619.46 131.36 97.67

29 Warangal Urban 87.68 81.69 5.99 93.17 707.47 693.44 14.03 0.98 2129.62 2086.22 52.99 97.96

30 Yadadri Bhongir 158.05 156.21 1.84 98.84 1338.53 1319.22 19.31 0.99 3857.70 3785.61 89.49 98.13

Total: 3788.58 3534.56 254.02 93.30 31646.56 31035.21 611.35 0.98 96372.60 94637.89 2169.65 98.20

Table 12(a): SERP - District wise Repayment performance for 3 years

Amount in Lakhs

2014-15 2015-16 2016-17

DistrictS.No.

Stree N

idhi

77

Demand Collection OverdueRecovery


Recovery


Recovery

%

1 Adilabad 102.89 101.45 1.44 98.60 193.92 191.22 2.70 98.61 394.78 388.17 10.40 98.33

2 Badradri 408.47 396.04 12.43 96.96 525.55 524.97 0.58 99.89 948.63 927.23 30.46 97.74

3 Jagitial 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.16 2.84 0.35 89.85

4 Jangoan 113.16 111.25 1.91 98.31 139.59 136.28 3.31 97.63 281.60 271.69 12.56 96.48

5 Kamareddy 77.04 76.32 0.72 99.07 95.41 94.31 1.11 98.84 110.42 107.26 4.21 97.14

6 Karimnagar 0.00 0.00 0.00 0.00 156.41 149.52 6.88 95.60 449.80 441.55 12.56 98.17

7 Khammam 222.11 213.29 8.82 96.03 178.93 176.45 2.48 98.61 328.41 320.34 11.20 97.54

8 Komaram Bheem 111.51 107.30 4.21 96.23 176.76 171.94 4.81 97.28 260.64 254.03 9.09 97.46

9 Mahabubnagar 33.99 33.99 0.00 99.99 205.69 205.17 0.52 99.75 232.27 231.06 3.47 99.48

10 Mancherial 193.81 191.01 2.81 98.55 435.84 431.62 4.22 99.03 904.20 893.85 19.09 98.85

11 Medak 38.82 38.67 0.15 99.60 99.58 99.58 0.00 100.00 194.63 194.38 2.15 99.87

12 Nalgonda 123.13 121.99 1.14 99.08 335.51 316.99 18.52 94.48 589.16 562.59 32.07 95.49

13 Nirmal 44.72 43.43 1.29 97.11 121.14 113.48 7.67 93.67 91.03 88.16 3.73 96.85

14 Nizamabad 171.24 166.48 4.76 97.22 331.88 329.74 2.14 99.36 443.99 428.58 19.60 96.53

15 Rajanna 224.90 219.30 5.61 97.51 236.21 235.62 0.59 99.75 339.70 342.03 1.01 100.69

16 Sangareddy 10.05 10.05 0.00 100.00 287.10 287.10 0.00 100.00 597.65 591.71 11.73 99.01

17 Siddipet 7.83 7.83 0.00 100.00 339.40 338.74 0.65 99.81 775.90 759.01 24.31 97.82

18 Suryapet 35.54 35.30 0.24 99.32 366.56 366.13 0.43 99.88 578.03 580.11 3.59 100.36

19 Vikarabad 133.11 129.50 3.61 97.29 131.19 126.14 5.05 96.15 201.13 195.98 7.07 97.44

20 Warangal Rural 0.00 0.00 0.00 0.00 138.45 136.77 1.68 98.79 330.65 330.30 3.58 99.89

21 Warangal Urban 119.92 114.39 5.53 95.39 1591.04 1558.97 32.07 97.98 2643.43 2608.16 60.77 98.67

22 Yadadri Bhongir 0.00 0.00 0.00 0.00 16.22 15.22 0.99 93.88 84.78 70.84 14.63 83.56

Total: 2172.25 2117.58 54.66 97.48 2155.64 2139.65 37.66 99.26 10783.99 10589.88 297.64 98.20

Grand Total: 5960.83 5652.14 308.68 94.82 33802.20 33174.86 649.01 98.14 107156.59 105227.77 2467.29 98.20

SERP & MEPMA

Table 12(b): MEPMA - District wise Repayment performance for 3 years

Amount in Lakhs

S.No. District

2014-15 2015-16 2016-17

Annual R

eport 2

016-1

77

8

Ou

tstan

din

g

in N

PA

Tota

l

Ou

tstan

din

gN

PA

(%)

Ou

tstan

din

g

in N

PA

Tota

l

Ou

tstan

din

gN

PA

(%)

1A

dilab

ad792416

72039763

1.1

01453206

146111838.8

0.9

9

2B

adrad

ri7163120

277219655

2.5

811210179

367315289.2

3.0

5

3Jag

itial393315

704024063

0.0

64034557

1019446038

0.4

0

4Jan

goan

4312685

529538944

0.8

112958775

650303694.2

1.9

9

5Jay

ashan

kar

1392128

247360313

0.5

66111396

252590856

2.4

2

6Jo

gulam

ba

187529

41437407

0.4

5772040

56801739.4

31.3

6

7K

amared

dy

790415

654223268

0.1

25735283

856783441

0.6

7

8K

arimnag

ar373883

835152765

0.0

45911583

1043152649

0.5

7

9K

ham

mam

7025108

467424906

1.5

09991423

730971622.1

1.3

7

10

Kom

aram B

heem

1530424

53243621

2.8

73534996

112696956.4

3.1

4

11

Mah

abubab

ad3185559

241487252

1.3

25141804

355356049.2

1.4

5

12

Mah

abubnag

ar1511993

406626698

0.3

79203902

623537643.7

1.4

8

13

Man

cherial

426335

453499741

0.0

93857822

617999781.5

0.6

2

14

Med

ak331904

461882912

0.0

7972955

650150103.4

0.1

5

15

Med

chal-M

alkajg

iri736973

154055220

0.4

8851319

305716345.1

0.2

8

16

Nag

arkurn

ool

610654

156636817

0.3

93467702

204112794.8

1.7

0

17

Nalg

onda

2923287

551779636

0.5

36564672

875889692.9

0.7

5

18

Nirm

al1555165

352138825

0.4

41787838

519453138.5

0.3

4

19

Nizam

abad

560891

1211498200

0.0

52803571

1595542782

0.1

8

20

Ped

dap

alli1447927

472979605

0.3

14569864

588567044.1

0.7

8

21

Rajan

na

557494

419484952

0.1

31243147

609432248.5

0.2

0

22

Ran

gared

dy

1117242

465128134

0.2

46458316

656074656.4

0.9

8

23

San

gared

dy

21031

585278257

0.0

01603775

814125600.9

0.2

0

24

Sid

dip

et1396087

968426312

0.1

43328277

1198138023

0.2

8

25

Sury

apet

2000639

346152511

0.5

88109686

475097282

1.7

1

26

Vik

arabad

5076769

193593175

2.6

28871219

279346160.7

3.1

8

27

Wan

aparth

y1358587

166403518

0.8

21937072

289311125.8

0.6

7

28

Waran

gal R

ural

4692232

593751003

0.7

911419776

788975549.7

1.4

5

29

Waran

gal U

rban

1598461

519818784

0.3

17277858

663638377

1.1

0

30

Yad

adri B

hongir

1419426

455524962

0.3

18878773

637944217.2

1.3

9

56489679

13057811219

0.4

3160062786.4

17984582741

0.8

9

S.N

oD

istrict

2015-1

62016-1

7

TO

TA

L

Tab

le 13: D

istrict wise N

PA

positio

n fo

r 2 y

ears

Stree N

idhi

79

S.N

oD

istrictP

oin

ts Allo

tted

Po

ints F

un

ction

ing

1A

dilab

ad7

6

2B

had

radri - K

oth

agudem

27

21

3Jag

tial4

74

6

4Jan

go

an21

16

5Jay

ashan

kar - B

hupalp

alli20

17

6Jo

gulam

ba - G

adw

al3

0

7K

amared

dy

38

34

8K

arimnag

ar28

27

9K

ham

mam

57

49

10

Kom

aram B

heem

98

11

Mah

abubab

ad3

53

4

12

Mah

abubnag

ar5

43

9

13

Malk

ajgiri

22

19

14

Man

cherial

20

11

15

Med

ak24

19

16

Nag

arkurn

ool

11

5

17

Nalg

onda

51

44

18

Nirm

al25

22

19

Nizam

abad

63

62

20

Ped

dap

alli52

50

21

Rajan

na - S

ircilla20

19

22

Ran

ga R

eddy

42

39

23

San

gared

dy

21

15

24

Sid

dip

et3

33

2

25

Sury

apet

53

48

26

Vik

arabad

61

53

27

Wan

aparth

y30

24

28

Waran

gal R

ural

31

29

29

Waran

gal U

rban

14

13

30

Yad

adri

31

25

Gra

nd

To

tal

95

08

26

Tab

le no.1

4: D

istrict wise V

LE

poin

ts

Annual R

eport 2

016-1

78

0

Stree N

idhi

81

Su

ma

lata

us

ed

to b

ar

ely

ek

e o

ut a

livin

g

on

he

r o

ne

-ac

re

plo

t at D

am

ar

a C

he

ru

vu

in

T

ela

ng

an

a,

a v

illa

ge

8

4k

m fr

om

H

yd

er

ab

ad

, ge

ttin

g m

ea

gr

e h

elp

fro

m a

sm

all lo

an

for c

ro

p c

ultiv

atio

n. T

ha

t wa

s

in 2

00

6, a

ye

ar a

fter t

he

villa

ge

wa

s a

wa

rd

ed

th

e

Nir

ma

l Gr

am

Pu

ra

sk

ar.

Th

ing

s w

er

e s

oo

n to

ch

an

ge

for S

um

ala

ta

an

d

th

e w

om

en

of D

am

ar

a C

he

ru

vu

an

d o

th

er

vil -

lag

es

in

un

div

ide

d A

nd

hr

a P

ra

de

sh

th

an

ks

to

a f

lou

ris

hin

g c

re

dit c

ult

ur

e t

ha

t sp

ra

ng

up

th

ro

ug

h p

ro

gr

am

me

s t

ha

t li

nk

ed

se

lf-h

elp

g

ro

up

s (S

HG

s) w

ith b

an

ks. I

n D

am

ar

a C

he

ru

vu

, th

is w

as s

up

ple

me

nte

d b

y lo

an

s fr

om

mic

ro

fi-n

an

ce

co

mp

an

y B

asix

su

pp

or

tin

g s

ma

ll ec

o-

no

mic

ac

tivitie

s, w

ith

da

iry

an

d fa

rm

ing

be

ing

th

e m

ajo

r s

ou

rc

es o

f inc

om

e.

Mic

ro

fin

an

ce

, h

av

in

g b

ee

n p

io

ne

er

ed

in

B

an

gla

de

sh

, wo

uld

fin

d it

s z

en

ith

in

An

dh

ra

P

ra

de

sh

for a

wh

ile a

s c

re

dit le

ve

ls s

urg

ed

. It wa

s

too

go

od

to la

st—

th

ing

s w

en

t ha

yw

ire

afte

r r

e-

po

rts

of s

uic

ide

s fo

llow

ing

pe

op

le b

ein

g c

oe

rc

ed

in

to r

ep

ay

ing

loa

ns, p

ro

mp

ting

th

e s

ta

te to

ste

p

in

. Re

pa

ym

en

ts d

win

dle

d, M

FIs h

ad

to fo

ld u

p

an

d tin

y lo

an

s d

rie

d u

p. H

ow

ev

er, a

tu

rn

ar

ou

nd

h

as t

ak

en

pla

ce

in t

he

last fe

w y

ea

rs. S

um

ala

ta

, n

ow

in h

er 3

0s, fo

r in

sta

nc

e, r

ec

en

tly

go

t a lo

an

to

se

t up

a d

air

y.

Be

for

e t

he

20

11

cr

ac

kd

ow

n, A

nd

hr

a P

ra

de

sh

h

ad

th

e h

igh

est c

on

ce

ntr

atio

n o

f mic

ro

fina

nc

e

op

er

atio

ns w

ith

17.3

millio

n S

HG

me

mb

er

s a

nd

6

.2 m

illio

n M

FI b

or

ro

we

rs. T

ota

l mic

ro

fina

nc

e

loa

ns i

nc

lud

in

g b

oth

SH

Gs a

nd

MF

Is s

to

od

at

`1

5,7

69

cr

or

e w

ith

av

er

ag

e lo

an

ou

tsta

nd

ing

pe

r

po

or h

ou

se

ho

ld a

t ̀6

2,5

27, t

he

hig

he

st a

mo

ng

all

the

sta

tes. A

nd

hr

a P

ra

de

sh

ac

co

un

ted

for 6

2%

of

tota

l MF

I bu

sin

ess in

In

dia

be

for

e t

he

sq

ue

eze

.“

MF

Is s

ta

rte

d p

ro

life

ra

ting

fro

m 2

00

6 a

s b

an

k

cr

ed

it w

as

in

ad

eq

ua

te

to

me

et t

he

re

qu

ir

e-

me

nts a

nd

as

pir

atio

ns o

f SH

G w

om

en

,” s

aid

P

Mo

ha

na

ia

h, fo

rm

er

ch

ief g

en

er

al m

an

ag

er

of

th

e N

atio

na

l Ba

nk

for

Ru

ra

l an

d A

gr

icu

ltu

ra

l D

ev

elo

pm

en

t (N

ab

ar

d), w

ho

wa

s h

ea

din

g t

he

A

nd

hra

Pra

de

sh

re

gio

na

l offic

e a

t the

time

of th

e

cr

isis

. “L

ev

er

ag

ing

th

e S

HG

pla

tfo

rm

, MF

Is g

ot

ca

rr

ied

aw

ay

an

d s

ta

rte

d o

ve

r-le

nd

ing

at e

xo

r-

bit

an

t inte

re

st r

ate

s c

re

atin

g a

vir

tu

al d

eb

t tr

ap

fo

r t

he

po

or

wo

me

n. T

o r

ep

ay

to o

ne

MF

I loa

n,

the

y h

ad

to b

or

ro

w fr

om

an

oth

er M

FI w

hic

h w

as

re

ad

ily

for

th

co

min

g i

f no

t en

co

ur

ag

ed

.”T

he

p

as

sin

g

of

th

e

An

dh

ra

P

ra

de

sh

M

ic

ro

fin

an

ce

In

stitu

tio

ns

(R

eg

ula

tio

n o

f M

on

ey

len

din

g) A

ct i

n D

ec

em

be

r 2

010

im

po

se

d

str

ing

en

t ru

les o

n M

FIs o

pe

ra

ting

in t

he

sta

te,

br

in

gin

g t

he

se

cto

r t

o a

ha

lt. W

ith

th

e s

ud

de

n

vo

id i

n t

he

fun

d f

low

, mu

ch

of t

he

ru

ra

l en

tr

e-

pr

en

eu

ria

l sp

ark

wa

s e

xtin

gu

ish

ed

. Ma

ny

we

re

fo

rc

ed

to s

ell h

om

es, v

eh

icle

s a

nd

ca

ttle

to m

ak

e

en

ds m

ee

t. Oth

er

s c

ut d

ow

n o

n b

usin

esse

s a

mid

sh

rin

kin

g e

ar

nin

gs.

MF

Is

, in

ge

ne

ra

l, we

re

bla

me

d fo

r o

ve

r le

nd

-in

g a

nd

ha

rs

h r

ec

ov

er

y p

ra

ctic

es

, alle

ge

dly

le

ad

in

g t

o t

he

su

icid

es

. Th

e c

ha

rg

e w

as

th

at

mic

ro

len

de

rs e

xp

loite

d t

he

vu

lne

ra

bilit

y o

f th

e

po

or, p

um

pin

g c

re

dit i

n a

t hig

h i

nte

re

st r

ate

s.

Th

e c

ha

ng

e in

pu

blic

pe

rc

ep

tion

be

ga

n w

ith S

KS

M

icr

ofin

an

ce

’s b

loc

kb

uste

r in

itial p

ub

lic o

ffer

-in

g in

2010

. Th

e n

ar

ra

tive

tha

t MF

Is w

ere

dr

ive

n

pr

ima

rily

by

so

cia

l mo

tiva

tion

s lo

st c

re

dib

ility

w

he

n it w

as

re

ali

se

d t

ha

t len

din

g t

o t

he

po

or

co

uld

be

pr

ofit

ab

le. S

KS

Mic

ro

fina

nc

e w

ou

ld g

o

th

ro

ug

h m

an

y t

ria

ls a

nd

tr

ibu

latio

ns b

efo

re

be

-in

g r

esu

rre

cte

d a

s th

e r

en

am

ed

Bh

ara

t Fin

an

cia

l In

clu

sio

n.

Th

e s

ta

te im

po

se

d n

ew

ru

les s

uc

h a

s m

on

th

ly

re

pa

ym

en

ts

, re

gis

tr

atio

n o

f all M

FI b

ra

nc

he

s

wit

h t

he

go

ve

rn

me

nt a

nd

dis

allo

we

d d

oo

rste

p

co

llec

tion

s. T

his

, co

up

led

with

the

ac

tive

en

co

ur

-a

ge

me

nt o

f loc

al p

olitic

ian

s, le

d to

a p

re

cip

itou

s

dr

op

in in

re

pa

ym

en

t lev

els

in t

he

sta

te—

do

wn

to

less t

ha

n 2

0%

fro

m fr

om

99

% in

Ja

nu

ar

y 2

011,

se

ve

re

ly d

en

ting

th

e c

re

dit c

ult

ur

e.

Th

in

gs

go

t s

o b

ad

th

at M

FI e

mp

loy

ee

s w

er

e

for

ce

d to

lay

low

. “A

loa

n o

ffice

r h

av

in

g a

cu

p o

f te

a a

t a t

ea

sta

ll wa

s p

ick

ed

up

an

d p

ut b

eh

in

d

th

e b

ar

s fo

r a

we

ek

,”s

aid

MR

Ra

o, m

an

ag

in

g d

i -r

ec

tor o

f Bh

ar

at F

in

an

cia

l In

clu

sio

n. “

So

mu

ch

s

o, w

e h

ad

ad

vis

ed

all o

ur

loa

n o

ffice

rs to

sta

y

co

nfi

ne

d a

t ho

me

.In

tw

o m

on

th

s, it w

as li

ke

a

de

se

rte

d fie

ld w

ith

no

ac

tiv

ity

go

in

g o

n. E

ve

n

if s

om

e b

or

ro

we

rs w

an

te

d t

o r

ep

ay

, th

er

e w

as

no

bo

dy

to c

olle

ct it

.”T

he

cr

ed

it ga

p t

ha

t wa

s c

re

ate

d a

fter t

he

cr

isis

fo

rc

ed

hu

nd

re

ds o

f tho

usa

nd

s o

f sm

all b

or

ro

we

rs

like

Su

ma

lata

, Ra

jam

an

i an

d S

an

tosh

a D

ev

i to g

o

ba

ck

to t

he

loc

al lo

an

sh

ark

s, t

he

so

ur

ce

of la

st-

re

so

rt fo

r c

re

dit in

In

dia

n v

illa

ge

s w

ho

ch

ar

ge

d

ra

tes o

f 36

-40

% o

r m

or

e. I

nd

ee

d, m

icr

ofi

na

nc

e

ha

d e

vo

lve

d a

s a

re

sp

on

se

to th

e u

su

ry

tha

t flo

ur

-is

he

s in

villa

ge

s, k

ee

pin

g p

eo

ple

tr

ap

pe

d in

de

bt

for g

en

er

atio

ns.

“T

he

ar

m-tw

istin

g ta

ctic

s o

f re

co

ve

ry

ba

ck

fire

d

an

d in

20

10

MF

Is w

er

e fo

rc

ed

to s

hu

t sh

op

in t

he

u

nd

ivid

ed

An

dh

ra

Pr

ad

esh

,” M

oh

an

aia

h s

aid

. “

Th

ou

gh

po

or b

or

ro

we

rs w

ere

re

sc

ue

d o

ut o

f the

d

eb

t tr

ap

wit

h t

he

sta

te

go

ve

rn

me

nt i

nte

rv

en

-tio

n, t

he

y a

lso

ex

pe

rie

nc

ed

a c

re

dit g

ap

du

e to

su

dd

en

wit

hd

ra

wa

l MF

Is fr

om

th

e s

ce

ne

.”A

cc

or

din

g to

a jo

in

t stu

dy

by

Mic

ro

Sa

ve

an

d

IF

MR

pu

blis

he

d in

Ju

ne

20

12

, 59

% o

f th

e c

re

dit

ne

ed

s in

un

div

ide

d A

nd

hra

Pra

de

sh

we

re

me

t by

m

on

ey

len

de

rs in

th

e a

bse

nc

e o

f MF

Is.

Bu

t fro

m a

bo

ut th

en

on

, the

sto

ry

too

k a

po

sitiv

e

tu

rn

wh

en

th

e S

tr

ee

Nid

hi C

re

dit C

o-o

pe

ra

tive

F

ed

er

atio

n, p

ro

mo

te

d b

y t

he

An

dh

ra

Pr

ad

esh

g

ov

er

nm

en

t a

nd

th

e F

ed

er

atio

ns

o

f S

HG

s,

en

te

re

d t

he

sc

en

e. C

re

dit f

low

sta

rte

d a

ga

in

, b

an

ks to

o s

ta

rte

d g

ivin

g m

on

ey

to S

HG

s. O

ve

r

th

e y

ea

rs. S

tr

ee

Nid

hi h

as c

re

ate

d a

nic

he

in t

he

sp

he

re

of m

icr

ofin

an

ce

wit

h its

low

-co

st c

re

dit

de

live

ry

.“

We

ar

e t

ry

ing

to fill w

ha

tev

er c

re

dit g

ap

wa

s

cre

ate

d a

fter 2

010 a

nd

su

pp

lem

en

t ba

nk

len

din

g,”

S

tr

ee

Nid

hi m

an

ag

in

g d

ir

ec

tor G

Vid

ya

Sa

ga

r

Re

dd

yto

ld E

T. T

he

or

ga

nis

atio

n h

as s

o fa

r e

x-

ten

de

d c

re

dit s

up

po

rt to

so

me

1.6

6 m

illio

n b

or

-r

ow

er

s a

t 13

.5%

on

a r

ed

uc

in

g b

ala

nc

e. T

he

re

is n

o p

ro

ce

ssin

g fe

e fo

r t

ak

in

g a

loa

n. B

ha

ra

t F

ina

nc

ial I

nc

lusio

n, w

hic

h is

th

e le

ast-c

ost p

ro

-

vid

er o

f mic

ro

loa

ns a

mo

ng

mic

ro

fina

nc

e c

om

-p

an

ies, c

ha

rg

es 1

9.7

5%

a y

ea

r.

Th

er

e i

s a

lso

an

un

de

rly

in

g r

es

ilie

nc

e a

nd

u

nit

y t

ha

t re

so

na

tes i

n t

his

tu

rn

ar

ou

nd

sto

ry

. T

he

So

cie

ty

for

Eli

min

atio

n o

f Ru

ra

l Po

ve

rty

(S

ER

P) p

ro

mo

ted

by

th

e s

ta

te g

ov

er

nm

en

t ha

s

nu

rtu

re

d a

bo

ut 4

41,0

00 S

HG

s in

th

e s

tate

’s r

ur

al

be

lt. Un

de

r its

pr

og

ra

mm

e, a

bo

ut 2

0-3

0 S

HG

s in

a

villa

ge

co

me

tog

eth

er to

for

m a

n o

rg

an

isa

tion

th

at p

lay

s a

ke

y r

ole

in p

ro

vid

ing

last-m

ile

co

n-

ne

ctiv

ity

, fac

ilit

atin

g m

em

be

rs t

o a

va

il t

he

m-

se

lve

s o

f th

e s

er

vic

es o

f Str

ee

Nid

hi.

Su

ma

lata

, an

SH

G m

em

be

r a

nd

a k

ey

me

mb

er

of t

he

Da

ma

ra

Ch

er

uv

u V

illa

ge

Or

ga

nis

atio

n,

re

ce

ntly

bo

rr

ow

ed

fro

m S

tr

ee

Nid

hi to

bu

y b

uf-

falo

es fo

r m

ilk.

“B

an

k lo

an

s a

re

no

t s

uffic

ie

nt,”

sh

e s

aid

, e

ch

oin

g t

he

co

mm

on

re

fra

in

of r

ur

al b

or

ro

w-

er

s a

cr

os

s I

nd

ia

. “W

e g

et b

an

k lo

an

s a

t 11

.5%

b

ut t

he

n y

ou

ha

ve

to

pa

y p

ro

ce

ss

in

g fe

e a

nd

d

oc

um

en

ta

tio

n c

ha

rg

es i

n a

dd

itio

n.”

Wit

h e

n-

co

ur

ag

em

en

t fr

om

Str

ee

Nid

hi, s

he

ha

s a

lso

s

et h

er

se

lf up

as a

bu

sin

es

s c

or

re

sp

on

de

nt fo

r

Ce

ntr

al B

an

k o

f In

dia

, wh

ich

ha

s it

s n

ea

re

st

ru

ra

l br

an

ch

3 k

m a

wa

y.

Str

ee

Nid

hi a

ls

o f

un

ctio

ns

as

a c

or

po

ra

te

b

usin

es

s c

or

re

sp

on

de

nt o

f Sta

te

Ba

nk

of I

nd

ia

a

nd

en

ga

ge

s lo

ca

l wo

me

n a

s v

illa

ge

-lev

el e

n-

tr

ep

re

ne

ur

s t

o r

un

kio

sk

ba

nk

in

g o

utle

ts

, an

im

po

rta

nt e

lem

en

t o

f In

dia

’s f

in

an

cia

l in

clu

-sio

n s

tr

ate

gy

. N N

ag

am

an

i of A

kk

an

pe

t villa

ge

n

ea

r D

am

ar

a C

he

ru

vu

ea

rn

s `

10

,00

0 a

mo

nth

w

or

kin

g a

s a

su

b-a

ge

nt.

Wh

en

An

dh

ra

Pr

ad

es

h w

as

bifu

rc

ate

d i

n

20

14

, Str

ee

Nid

hi w

as

als

o d

ivid

ed

in

to

tw

o.

Th

e s

uc

ce

ss

of S

tr

ee

Nid

hi T

ela

ng

an

a i

n d

e-

live

rin

g lo

w-c

os

t fu

nd

s t

o b

or

ro

we

rs

in

ne

ed

h

as a

ttr

ac

te

d n

atio

na

l atte

ntio

n. T

he

Na

tio

na

l R

ur

al L

ive

lih

oo

d M

is

sio

n h

as

ta

sk

ed

th

e o

r-

ga

nis

atio

n t

o r

ep

lic

ate

its

mo

de

l in

oth

er

sta

te

s w

illi

ng

to

ad

op

t it

. Ra

jas

th

an

an

d W

es

t B

en

ga

l ha

ve

in

vit

ed

Str

ee

Nid

hi t

o c

on

du

ct

fea

sib

ilt

y s

tu

die

s.

“T

he

em

erg

en

ce

of S

tre

e N

idh

i as a

co

mm

un

ity-

ow

ne

d, lo

w-c

os

t mic

ro

fin

an

ce

pr

ov

ide

r w

as a

k

in

d o

f his

tor

ica

l ne

ce

ssit

y,”

Mo

ha

na

iah

sa

id.

“T

his

ha

s b

ro

ug

ht b

ac

k ju

stic

e fo

r p

oo

r b

or

ro

w-

ers b

y p

ro

vid

ing

the

m tim

ely

an

d a

fford

ab

le c

re

d-

it. Ho

we

ve

r it n

ee

d to

go

a lo

ng

wa

y to

elim

ina

te

po

ve

rty

by

pro

mo

ting

live

liho

od

s a

nd

ch

eck

ma

te

mo

ne

y le

nd

er

s e

ffec

tive

ly.

Th

is s

uc

ce

ss n

oth

with

sta

nd

ing

, mo

ne

yle

nd

er

s

still e

xis

t to fill t

he

instit

utio

na

l cr

ed

it ga

p. T

he

T

ela

ng

an

a g

ov

er

nm

en

t itse

lf sa

id in

its 2

017 in

its

so

cio

-ec

on

om

ic o

utlo

ok

re

po

rt t

ha

t mo

ne

yle

nd

-e

rs p

lay

a d

om

in

an

t ro

le i

n m

ee

tin

g t

he

cr

ed

it n

ee

ds o

f 50

.6%

of h

ou

se

ho

lds in

the

sta

te a

nd

51%

o

f tota

l cr

ed

it dis

bu

rse

d.

Stre

e N

idhi C

redit C

o-o

p in

Tele

ngana h

as c

reate

d a

nich

e in

the sp

here

of m

icro

finance

with

its lo

w-c

ost c

redit

deliv

ery

. But it n

eeds to

go fa

rther to

era

dic

ate

poverty

, pro

mote

livelih

oods a

nd e

limin

ate

moneyle

nders

Mic

ro

Cr

ed

it M

ac

ro

Go

als

Be

fore

the

20

11

cra

ck

do

wn

, An

dh

ra

P

ra

de

sh

ha

d th

e

hig

he

st c

on

ce

ntr

atio

n

of m

icro

fina

nce

o

pe

ra

tion

s w

ith 1

7.3

m

illion

SH

G m

em

be

rs

an

d 6

.2 m

illion

MF

I b

orro

we

rs

Str

ee

Nid

hi a

lso

fu

nctio

ns a

s a

co

rp

ora

te

bu

sin

ess c

orre

sp

on

de

nt

of S

BI a

nd

en

ga

ge

s lo

ca

l w

om

en

as v

illag

e-le

ve

l e

ntr

ep

re

ne

urs to

ru

n

kio

sk

ba

nk

ing

ou

tlets

Atm

ad

ip R

ay

An

eld

erly

lad

y a

pp

lies

fo

r a

loa

n u

sin

g a

ta

ble

t

Su

b-a

ge

nt N

Na

ga

ma

ni a

t a

kio

sk

ba

nk

ing

ou

tle

t

Stre

e N

idh

i MD

G V

idy

a S

ag

ar R

ed

dy

10

Satu

rday

Featu

reThe E

conom

ic T

imes, B

engalu

ru, S

atu

rday, 2

4 J

une 2

017

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