Sthree Nidhi Credit Co-operative Federation Ltd. Nidhi... · MESSAGE Stree Nidhi Credit Cooperative...

Sthree Nidhi Credit Co-operative Federation Ltd.Regd. No. TFD No. 002/2014

Rural Development DepartmentGovernment of Telangana

AANNNNUUAALLRREEPPOORRTT

22001155--1166

MESSAGE

It gives me immense pleasure to note that Sthree Nidhi Credit Cooperative Federation Ltd.,

has been providing affordable and timely credit for the last few years and emerged as an

alternative to prevent high cost borrowings by the poor SHG members. Adoption of

technology not only enabled it to reach the poor effectively but also made it cost effective

and demonstrated how the organisations serving the poor can be self-sustainable with

innovative approaches. Stree Nidhi has emerged financially stronger and thus is in a

position to assist the poor and vulnerable effectively by meeting increased credit needs of

the poor for livelihoods.

Any SHG member in need of credit today prefers to approach Stree due to quick and hassle

free credit delivery where SHGs and their federations play a pivotal role. I am confident that

Stree Nidhi with new initiatives, aggressive posture towards financing livelihoods and

extending financial, Meeseva, and e-Panchayat services through One Stop Shop would

emerge as a household name in the service to poor. The role and involvement of

community and with its unique features of functioning made it possible for Stree Nidhi to

become a role model in the country. I also appreciate the efforts made by the community;

all the staff of Stree Nidhi, SERP and MEPMA for the active role played them in moulding the

institution to deliver services to the poor effectively.

On this occasion, I wish Stree Nidhi a success in providing hassle free financial services to

the poor which would enable it to scale greater heights and play a key role in expanding

outreach aimed at poverty alleviation.

Jupally Krishna Rao

Shri Jupally Krishna Rao, Hon’ble Minister, Panchayat Raj &Rural Development,Government of Telangana

Annual Report 2015-16 iii

MESSAGE

Stree Nidhi Credit Cooperative Federation Limited., has created niche space in the sphere

of microfinance in the country with its low cost credit delivery model and unique features.

Through its focus on the poorest of the poor it is able to ensure credit flow to the most

neglected sections of the society for alleviation of poverty.

Adopting technology and proper systems it is able to deliver credit within 48 hours from

the time loan is requested for, which is crucial for the poor. Stree Nidhi has been diversifying

and foraying into new services like insurance, business correspondents to facilitate financial

inclusion and to provide banking, Meseva and e-Panchayat services at the door step of

people. Its focus on livelihood financing is laudable as such an approach only would

mitigate poverty.

It is a self- sustainable, vibrant and dynamic community owned institution. It has grown

from strength to strength achieving a robust growth under all its business parameters year

after year emerging as a financially strong institution. It is a matter of great pride that Stree

Nidhi has been appreciated by NITI Aayog and is recognised by National Rural Livelihoods

Mission as a National Support Organisation to guide other states in establishment of

institutions on the lines of Stree Nidhi.

I congratulate all associated with the working of Stree Nidhi including SHG community for

their laudable role for positioning Stree Nidhi to help Self Help movement. On this occasion,

I wish Stree Nidhi all success in its endeavours to reach out to the poor and in their efforts

to reduce poverty.

S.P. Singh

Shri S.P. Singh, IASSpecial Chief Secretary, PR & RD

Government of Telangana

Annual Report 2015-16 v

INDEXChapter Particulars Page No. No.

PART - A

1 Microfinance and Financial Inclusion - An overview 1-3

2 About us 4-5

3 Stree Nidhi – A Community and Govt., owned Institution 6-8

4 Role of SERP and MEPMA 9

5 Role of SHGs federation 10-12

6 Stree Nidhi – Organisation and Management Structure 13-16

7 Ease of reaching poor and monitoring- Role of technology 17-18

8 Mobilisation of Resources 19-23

9 Loan policy 24-28

10 Credit Flow – Analysis 29-36

11 Monitoring – An effective Mechanism 37-38

12 Financial Performance 39-42

13 Inclusive Growth-Stree Nidhi as Corporate Business

Correspondent 43-45

14 Initiatives in 2015-16 46-48

15 Corporate Governance in Stree Nidhi 49-50

16 Capacity building of Community and Staff 51

PART – B Financial Statements 52-56

PART – C Tables 57-72

ABBREVATIONS 73-74

Annual Report 2015-16 vii

Annual Report 2015-16 1

Chapter 1

M icrofinance and FinancialInclusion-An overview

Equitable growth, a core element of development economics is critical for long-termsustainability of economic prosperity and social development and micro finance hasan enormous role in this sphere.Micro finance would enable them to augment incomeand to emerge as the most effective way of reaching the poor.

The Govt. of India and Reserve Bank of India (RBI) have been taking measures tofacilitate financial services to the poor for inclusive development. While the PrimeMinister’s Jan Dhan Yogana (PMJDY) has enabled opening of bank accounts for thepoor for DBT purposes, RBI has ushered in a new set of reforms by giving licenses toSmall Finance Banks and Payment banks in addition to NBFC-MFI, creating an enablingenvironment to deliver services in niche areas.This multi-pronged approach is likely toinduce competition in expanding outreach and is expected to benefit the segment ofthe population, which require small loans and services.

With such a wide canvass for delivery of financial services whether the poor will getfinancial services, particularly micro financial services is an aspect to be watched withkeen attention. In all these endeavors, technology would play a paramount role asincrease in outreach to massive numbers and their monitoring hinges on use of costeffective and efficient technology. The Govt. of India as also State Governments havebeen laying emphasis on Digital India focusing on digital literacy and on providinginternet services to nook and corners of the country. Availability of information andknowledge would play a critical role in ameliorating the lives of the poor.

While disruptive technologies continue to emerge for the benefit of communityincluding mobile banking, internet banking, UPI, bio metric based payment system,linking with Aadhar for facilitating transactions etc., some element of human touch willbe of great relevance in respect of the poor as credit plus approach requiresunderstanding of the conditions of the poor and appropriate solutions. Moreorganized efforts in convergence with Govt. are considered necessary in this direction

Sustainable development Goals provide for ending poverty in all its form fromeverywhere and empowerment of women by 2030. The 17 Sustainable DevelopmentGoals, inter alia, include poverty reduction, empowerment of women, gender equalityetc., It is agreed to reduce at least by half the proportion of men, women and childrenof all ages living in poverty in all its dimensions. Progressively, we have to strive toachieve sustainable income growth of the bottom 40 per cent of the population at arate higher than the national average.

Implementation of appropriate social protection systems, achieving substantialcoverage of the poor and the vulnerable with appropriate financial services, includingmicrofinance is expected to build resilience of the poor and vulnerable to face

Sthree Nidhi2

economic, social,environmental shocks and disasters.Environment degradation affectsthe poor more than anybody else as they lose livelihoods. SDG envisages doubling theagricultural productivity and incomes of small-scale food producers, in particularwomen, provide skills and financial services, markets and opportunities for valueaddition and for non-farm employment.

Microfinance is a powerful tool to achieve the above objectives as it has been playingan important role in helping the poor to meet their exigent, working capital andinvestment needs for taking up livelihoods. However, more important aspects aretimely, adequate and affordable credit delivery, which are basic tenets of any efficientcredit delivery system. It is a paradox that poor who need low cost credit pay high rateof interest on loans accessed either frommoney lenders or MFIs while the other well todo segment get loans even for consumption at low interest rates on the asumptionthat the former are more risky. The notion that poor need small amount of credit andtherefore they are interest rate insensitive needs to be looked at afresh as "Interestsaved is money earned” which not only makes activities viable but also is need of thehour for poor segment of the society.

Reaching out banking services to the poor at their door step is imperative eitherthrough technology directly or with the help of business correspondent as anintermediary. While movement towards digital banking by the poor would take somemore time, extension of these services through Business correspondent assumessignificant importance as it would reduce real cost of transaction and also facilitatecredit and saving services to the poor expeditiously.

SHG bank linkage

Self Help Group- Bank linkage programme in the country which is the largestmicrofinance programme in the world, has an outreach of 10.1 cr householdsorganised into 79 lakh SHGs. The increase in loan disbursement by banks to SHGs,during the year 2015-16 was 35% taking it to Rs.37,287 crore as compared to Rs.27,582crore during the previous year. The average loan disbursement per group during2015-16 was Rs 2.03 lakh which showed a healthy increase of 20% from Rs 1.69 lakhduring 2014-15. The Gross NPAs as on 31 March 2016 were Rs. 3686.2 crore, whichwitnessed a decline from Rs. 3814.7 crore a year back. The gross NPAs in bank loans toSHGs declined from 7.4% in 2014-15 to 6.4% in 2015-16.

In the State of Telangana, there are about 5 lakh SHGs both in rural and urban area,covering about 60 lakh poor women. The credit flow from banks to these SHGs wasabout Rs 7000 cr in 2015-16 while loan outstanding was about Rs. 9000 cr. It isestimated that credit demand from these members would be about Rs. 30000 crleaving a huge gap to be met.

Despite spectacular progress under SHG Bank linkage Programme, a large section ofthe poor population still remain excluded and those who are covered are not able toget adequate credit to take up sustainable livelihoods and this is the biggest challengemaking it imperative for micro finance institutions to play a role particularly those whopurvey credit and other financial services cost effectively.


MFI disbursements

It has been reported that annual growth in the credit disbursed by MFIs in the lastthree years was about 50%, which increased from Rs. 23682 cr in 2013-14 to Rs. 61860cr in 2015-16. Of this amount, the 8 SFB licensees account for a portfolio of Rs. 23,553cr.The provisional estimate of clients served by MFIs as the end of March 2016 was 476lakhs, out of which nearly 135 lakhs are being served by already licensed SFBs. Thisleaves huge space for expansion of MFIs. The growth witnessed by MFI sector since2010 is an indication of the absorption capacity and potential for such type of lendingproviding opportunity for not-for profit MFIs, i.e. NGO-MFIs,Mutuals/Cooperatives andSection 8 Companies which have high level of operational efficiency. It is pertinent tomention that microfinance services in one form or other exist even in advancedcountries as poverty is relative.

Need to support institutions like Stree Nidhi

Stree Nidhi model facilitates low cost, timely and affordable credit to the poor. It is acommunity driven model, where SHG federations are stake holders along with theState Govt., and the former provide last mile connectivity and play an important role inmanaging operations of Stree Nidhi. SHG federations and SHGs themselves decide theeligibility as per the loan terms and conditions stipulated by Stree Nidhi throughparticipatory approach. It is also helping in strengthening the SHGs and theirfederations. Stree Nidhi is focussing on promotion of livelihoods and is supplementingthe efforts of SERP in financing Farmers Producers Groups/Activity Groups, which takeadvantage of collective action.

Stree Nidhi has unique model of credit delivery in the country where banking sectoralso plays a supporting role. Technology is a major plank facilitating ease of reachingthe poor and monitoring. Considering the strengths of Stree Nidhi, NRLM/GOI haveappointed Stree Nidhi as a National Support Organisation for providing support inimplementation of appropriate credit delivery model on the lines of Stree Nidhi in fivestates of the country.This speaks volumes of theway the institution evolved itself in thelast few years rendering service to the poor.

Stree Nidhi has a major role in alleviation of poverty in the State of Telangana andwould make earnest efforts in this direction by bringing innovations and customizingloan products and services. It will also associate with implementation of Govt.programmes like NREGA promoted LIFE and also with line departments for financinglivelihoods including those aimed at soil and moisture conservation, ecologicalbalance, animal husbandry and other farm and non-farm activities. Stree Nidhi wouldalso focus on financing Farmers’ Producers Groups for livelihoods. It will adopt Villagesfor development through credit.

Along side, it will also endeavor to foray into micro insurance services to the poor,promote financial inclusion and delivery of financial services through BusinessCorrespondent channel.The focus will also be on use of technology, e- KYC,mobile andother digital platforms to make the delivery of financial services more efficient andtransparent.

Sthree Nidhi4

Chapter 2

About us

2.1. Stree Nidhi Credit Co-operative Federation Ltd., is an apex society at state levelestablished on 07.09.2011,promoted jointly by the federations of SHGs namelyMandalSamakhyas and Town Level Federations and the State Government. Later on, as per A.PState Reorganisation Act’ 2014 Stree Nidhi, Telangana was registered on 26.05.2014 asa separate institution and functioning as a separate entity in Telangana State from02.06.2014.

2.2. Stree Nidhi is a community owned financial institution actively engaged inproviding financial services viz. credit, savings and banking services as BusinessCorrespondent to the poor in the state. Stree Nidhi laid a strong foundation to extendrequired credit in time for micro enterprises taken up by the poor, at an affordable rateof interest without any hassles to enhance their income earning capacities. This ispossible with the active support of State Govt., Society for Elimination of Rural Poverty(SERP) and Mission for Elimination of Poverty in Municipal Areas (MEPMA) working forelimination of poverty in rural and urban areas respectively.

Vision:

2.3.To ensure economic empowerment of the poor and emerge as a one stop shop atvillage / slum level for providing a wide spectrum of financial and other services intime, at an affordable cost with emphasis on livelihoods to augment incomes of thepoor.

Mission:

2.4. To reach out to members of SHGs and their families in need of credit and otherfinancial services, with focus on livelihoods, minimise reliance of community on highcost borrowing and strengthening SHGs and their federations leveraging technology.

Business Mix


Our Bankers

Sthree Nidhi6

Chapter 3

Stree Nidhi- Jointly owned bycommunity and Govt.

3.1. The MFIs in the erstwhile state of Andhra Pradesh had exploited the vulnerabilityof the poor pumping credit and such irresponsible lending at usurious rates of interestresulted in debt trap and to recover such dues and unethical practices were adoptedaffecting their self-respect driving some of them to commit suicide. To put a halt tosuch practices of MFIs, the State Govt. regulated the operations of MFIs through anordinance in October 2010,which has resulted in stoppage of their lending operationsin the State.

3.2. Poor require low cost credit, in time and in a hassle free manner. However, in theabsence of such an arrangement they resort to high cost borrowings from moneylenders and others. Real cost of borrowing and inadequate credit flow from bankingsector is a cause of concern. A need therefore, was felt to create a suitable financialinstitution to provide required credit to poor with low operational cost by adoption ofappropriate technology.

3.3. In order to fill the credit gap and to ensure availability of timely and affordablecredit to poor individuals and households, whose access to credit has been affecteddue to cessation of lending byMFIs in the State, theMandal Samakhyas andTown LevelFederations in association with the State Government have promoted Stree NidhiCredit Co-operative Federations Ltd.,

Objectives:

3.4.The main objectives of Stree Nidhi are as under:

a. To provide low cost credit to the SHG members expeditiously using technologyand supplement credit flow from banking sector

b. To promote and finance livelihoods to generate income and alleviate poverty.

c. To work for the socio economic upliftment of the members of Self Help Groups inRural and Urban area.

Non-Availbility of Timelyand adequate credit

Usurious interest rates frommoney lenders and MFIs andCoercive methods of recovery

Credit to meet recurringcredit needs of the poor

not available

Providing low costcredit

Emergence of Stree Nidhi


Stree Nidhi is different from other MFIs:

3.6.1. Stree Nidhi is owned by community as the federations of SHGs namely MS andTLF having contributed to Share Capital along with State Government. Community isrepresented on the Board and participate in decision making.The focus is not on profitmaking but on working for the poor.

Low operational cost:

3.6.2. Leveraging technology in operations enables Stree Nidhi to keep the operationalcost at low level unlike carrying out operations through brick & mortar branches. StreeNidhi uses the presence of VO/MS and SLF/TLFs nurtured by SERP and MEPMArespectively for providing last mile connectivity, by paying service charges. Theyfacilitate the members/SHGs in accessing credit either through mobile or web basedapplications. The operational cost is less than 1% of working funds as against 8-10% incase of other MFIs.

Affordable rate of Interest:

3.6.3. Being a cost effective financial institution, interest rate charged to SHG members

is presently at 13.5% per annum. Further, out of the above interest realised at this rate,

1.25% is passed on to VOs, SLFs and 1% to MSs, TLFs to compensate their services

towards monitoring operations of Stree Nidhi and for strengthening the federations.

Thus, the effective rate of interest charged by Stree Nidhi is less than that of RRBs in the

State and is comparable to the rates charged by the commercial banks under SHG-

Bank linkage programme. The burden of interest is low to the borrower as compared

to the interest charged by private MFIs, which is around 21-22%.

Communityowned and

managed financialinstitution

Use oftechnology for

speedy delivery ofservices and realtime monitoring

Making SHGFederations aspartners in

development

Creditdisbursementin 48 hours

Householdlevel planning toestablish incomegenerating Microand tiny activities

Providingsourcing ofavenues tothe poor

Specificallocation of creditto the poorest of

the poor

Riskmitigation and

insurance

Enforcing creditdiscipline andresponsiblelendering

Financialinclusion through

BusinessCorrespondent

StreeNidhi

3.5. Unique features of Stree Nidhi

Sthree Nidhi8

Encouraging Group Process:

3.6.4 It is at the choice of SHGs/VOs to take credit decision on loan request of the needy

members from Stree Nidhi subject to inbuilt systems, procedures and certain

condition, so that the loans are availed only for need based purposes. Presently, loan

amount per SHG and per member is restricted to Rs.3.00 lakh and Rs.1.00 lakh

respectively.

Stree Nidhi

� Community owned

� SHG federations-Last mile connectivity

� Need based lending

� Low operational cost at 1-2 % of theWorking Capital

� Low interest rates-13.5% to members

� Margin shared with VO and MS @1%each

� No processing charges levied

� No profit motive

� Holistic approach to Poverty alleviation

� No unhealthy practices in recovery

� Transparency in functining

Other MFIs

� Promoted by private individuals/organisations

� Lending using employees

� Pushing credit for business and profits

� High operational costs 8-10% of theWorking Capital

� High interest rates-22%

� 1% Processing charges levied

� Lending through JLGs

� No Holistic approach to Povertyalleviation

� No transparency in functioning

Stree Nidhi vs Other MFIs


Chapter 4

Role of SERP and MEPMASociety for Elimination of Rural Poverty (SERP)

4.1 SERP is an autonomous society, promoted by the State Government and registeredunder Societies Act, headed by an IAS officer. SERP evolves and implements multi-dimensional poverty alleviation strategy by extending sensitive support to theinstitutions of the poor in rural area. SERP focusses on creation and strengthening ofstrong network of SHGs and their federations of poor viz. Village Organisations atvillage level, Mandal Samakhyas at Mandal level and Zilla Samakhyas at District level.SERP has about 4000 staff positioned in the field and striving hard to alleviate ruralpoverty by facilitating credit flow under SHG Bank linkage programme.They play a keyrole in motivating the SHGs to take up livelihoods which generate incremental incomeon a sustainable basis and provide safety nets and entitlements. SERP also plays a keyrole in various activities for promotion of livelihoods both under farm and non-farmsector including promotion of producers organisations, implementation of flagshipprogrammes of the State Govt. like Aasara Pension, Haritha Haram, Swatcha BharathMission,Abhaya Hastham,etc., SERP through SHG federations also procures agricultureproduce from farmers and helps in better market price through transparent systems.SERP implements economic support schemes for the benefit of the poor like SCSP,TSP,IWMP, NRLM with Stree Nidhi as a Channelising agency and also extends insurancefacilities to cattle through Call centers at Zilla Samakhyas.

4.2. SERP is instrumental and playing a major role and provides back support to StreeNidhi in mobilising savings from SHGs, facilitating required credit flow and monitoringthereof. They not only help in credit flow for taking up micro and tiny enterprises butalso assist in grading of institutions,prompt repayment of loans in coordination withstaff of Stree Nidhi.

Mission for Elimination of Poverty in Municipal Areas (MEPMA)

4.3. Stree Nidhi extends financial services to SHGs promoted by MEPMA. For evolvingsuitable strategies to alleviate poverty in urban area,and to implement the same, theGovernment has established a Mission for Elimination of Poverty in Municipal Areasheaded by an IAS officer.MEPMA is facilitating poor in urban areas in formation of SHGsand their organisation into federations at Slum level and Town level. It is playing a keyrole in implementation of SHG- Bank linkage programme in urban areas through theirstaff under the leadership of Project Directors located at District Head Quarters. TheStaff are actively involved in ensuring delivery of financial services of Stree Nidhi. Theyextend support in effective monitoring of credit flow and repayment of loans.

4.4. Stree Nidhi is working in tandem with SERP and MEPMA, to provide financialservices along with other services in an integrated manner to have synergetic effect.

Sthree Nidhi10

Chapter 5

Role of SHGs federations5.1. In the State of Telangana, 4.41 lakh SHGs were promoted and nurtured by SERP inrural area and 0.93 lakh SHGs were promoted in municipal and urban areas by MEPMAexcluding SHGs in GHMC area. In rural area, about 20-30 SHGs have federated intoVillage Oraganisation (VO) and likewise in urban area into Slum Level Federations(SLF). About 20-30 VOs and SLFs are federated at Mandal Level as Mandal Samakhyas(MSs) and at town level as Town Level Federations (TLFs) respectively. These are legalentities registered under Mutually Aided Co-operative Societies Act (MACS Act)’1995.

5.2. The VOs and SLFs play a key role in providing last mile connectivity, facilitatingmembers to avail the services of Stree Nidhi, monitoring performance and implementall other activities of Stree Nidhi and thus function like branches of Stree Nidhi atvillage and town level. District wise data relating to no. of members, SHGs,VOs/SLFs &MS/TLFs are furnished in Table no.1 & 2 of part-C appended to this report.

Pattern of affiliation of SHGs to their federations

5.3. The no. of SHGs affiliated to each VO/SLF varies. The following is the pattern of

affiliation of SHGs in VOs/SLFs.

Classification SERP MEPMA

of SHGs (No of VOs) (No of SLFs)

up to 4 SHGs 129 80

5-10 SHGs 1602 233

11-15 SHGs 2448 430

16-20 SHGs 3046 851

21-25 SHGs 3619 802

26-30 SHGs 3270 575

31-35 SHGs 2153 278

36-40 SHGs 1155 119

41 above SHGs 1092 60

Total: 18514 3428


Grading of SHG Federations:

5.4. Stree Nidhi is allocating credit limits to VOs/SLFs, depending on rating secured bythem. The federations namely VOs/SLFs/MSs/ TLFs are subjected to grading processannually on completion of their yearly audit. While grading, the performance isassessed under key parameters namely owned funds, net profit earned, legalcompliance,percentage of attendance in the ECmeetings, recovery performance,bookkeeping, etc., The criteria followed for grading purpose are given in Table 3(a) & 3(b) ofPart-C of this report. Based on the scoring, the institutions are graded in to A, B, C, D , Eand F category. The status of grades of MSs/TLFs and VOs/SLFs as on 31.03.2015 is asunder.

Sthree Nidhi12

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

1 A grade 223 39 10513 1289

2 B grade 90 4 2734 176

3 C grade 28 1 1446 38

4 D grade 20 0 1115 13

5 E grade 13 0 1149 6

6 F grade 64 0 1020 22

7 Not Graded 4 537 73

Total 438 47 18514 1617

5.5. District wise grades of MS/TLFs and VOs/SLFs are furnished in Table no. 4 (a) & (b)of part-C of this document.


Chapter 6

Stree Nidhi – Organisation andManagement Structure

6.1. Management Structure: Stree Nidhi Credit Co-operative Federation Ltd., is anapex body registered under Telangana State Cooperative Societies Act’1964. Thefederations of SHGs viz. MSs and TLF in association with State Govt. are theshareholders of the organisation.

6.1.1. General Body: The General Body of Stree Nidhi consists of all the shareholdersi.e., MSs/TLFs and it is the supreme body for decision making.

6.1.2.Managing Committee:Managing Committee of Stree Nidhi Credit Co-operativeFederation Limited., consists of 12 elected representatives, 9 from Rural TerritorialConstituencies and 3 from Urban Territorial Constituencies representing MSs and TLFsin the state as provided in the Bye-laws of Stree Nidhi.

6.1.3.The State Govt.nominated 3members on theManaging Committee viz., PrincipalSecretary, Rural Development; Registrar of Co-operative Societies and SecretaryFinance. The State Govt. has appointed Managing Director as Ex-officio on the Board.The MC also has 3 Special invitees namely Chief Executive Officer, SERP; MissionDirector,MEPMA and CEO, APMAS.

Elections for MC members representing MSs& TLFs:

6.2. Elections were conducted to elect 12 MC members from all the TerritorialConstituencies representing MSs and TLFs and the office bearers among these MCmembers on 25.05.2015, for a term of 5 years subject to the provisions of the bye lawsof Stree Nidhi.

Sthree Nidhi14

Meetings of Managing Committee:

6.3. The Managing Committee meetings are held once in two months and during theFY 2015-16, all 6 MC meetings were conducted and the details of the same arefurnished below:

S.No. Board Date of No. of No of % of SpecialMeeting Meeting Board Board Attendance Invitees

No. Members Members Attendedattended

1 4 30.04.2015 16 15 94 3

2 5 31.07.2015 16 14 88 1

3 6 17.11.2015 16 12 75 1

4 7 07.01.2016 16 13 81 3

5 8 27.02.2016 16 13 81 2

6 9 30.03.2016 16 15 94 1

Organisation Structure – Staff:

6.4. Stree Nidhi has been expanding its services to deliver financial services by

introducing new products both under savings, credit and other areas of functioning.

The no of SHG members availing services is showing a healthy increasing trend. To

meet the demand in providing financial services, Stree Nidhi has recruited staff with

experience in banking, accounting and financing SHGs, micro finance, capacity

building of institutions, IT in the cadres of Deputy General Managers, Regional

Managers/Chief Managers,Managers and Asst.Managers during the year.


Staffing Pattern:

6.5. For effective monitoring of implementation of Stree Nidhi activities, a three tier

system is followed.

6.5.1.Head Office:under over all administrative control of the Managing Director, the

following verticals have been formed to supervise various functions,which are headed

by DGMs and assisted by Chief Managers,Managers & Asst.Managers.

� Board Secretariat, Policy and MIS

� Monitoring

� General Administration

� Credit and Livelihoods

� Information Technology

� Financial Inclusion

� Funds Management

� Risk Management

� Accounting and Reconcilation

� Institutional Monitoring & Social Audit

Field level functionaries:

6.5.2. To ensure effective implementation of activities and monitoring to achievedesired results, all the districts except Hyderabad are divided in to 3 zones and fewdistricts in the zone are considered as a Region. Each zone is headed by DGM,who willsupervise the performance of the Regions in all the areas. The regions are headed byRegional Managers and they are assisted by Managers, Assistant Managers who areresponsible for overall performance of the regions. In each region, operational areaconsisting of 7-8 mandals is allocated to Asst. Managers/Managers. The RegionalManager has to supervise the functioning of all the Managers and Asst.Managers andthe Managers have to monitor the functioning of Asst. Managers working under theirpurview.

Recruitment of Staff:

6.5.3.Stree Nidhi has increased staff strength from time to time depending on the needin tune with the growth in volume of business and coverage of members. The Staffstrength has increased to 81 as on March 2016.During the year, there was an excellentgrowth in total advances, deposits and improved performance in repayment andreduction in NPAs. The details of staff positioned at HO & field in different cadres aregiven in the table no.5 of part-C of this report and organogram is depicted below.

Sthree Nidhi16

StreeNidhi-

Organ

ogram


Chapter 7

Ease of reaching poor andmonitoring- Role of technology

7.1. Stree Nidhi has been using I.T. Solutions to the optimum covering all operations todeliver financial services at the doorsteps of the poor members of SHGs in the State.Technology platform adopted has been playing a key role in providing the last mileconnectivity to the poor and in lowering the cost of operations. Entire range ofoperations right from loan request, mobilisation of savings, loan processing,disbursement, repayment and adjustment of amount repaid to loan accounts,monitoring and implementation of BC activities are enabled through technology.Funds transfer is ensured through Electronic Fund Management to reach to SHGs,through banking channel using RTGS, NEFT and intra bank transfers.

Credit delivery Mechanism:

7.2.One of the objectives of Stree Nidhi is to ensure delivery of credit to SHG memberswithin 48 hours in case of loans up to Rs.25,000/- and loans of higher order exceedingRs.25000/- within 15 days.The process of Interactive Voice Responsive System (IVRS), iseffectively used for making loan requests through mobiles available with VOs/SLFs inCUG mode. IVRS solution enables VO/SLF to send loan requests of the members toStree Nidhi, which have inbuilt validations to decide on the eligibility. For the loanrequests exceeding Rs. 25,000/-, HLPs are prepared and are appraised through webportal. The loan amounts are directly credited into the SB accounts of SHGs in bankbranches and a SMS alert is sent toVO/SLF concerned. The details of loan disbursed arecommunicated to the members through SMS.The loan sanction and appraisal processthrough IVRS and web portal are shown in the flow chart below.

Self Help Group

General Loans Micro / Tiny Loans

Stree Nidhi

Web ModeHLP should be

filled and uploadedin Stree Nidhi

Website

Loan Amount Creditedto SHG SB AccountIVRS Mode

Loan request

through VO

registered mobile

Sthree Nidhi18

Repayment:

7.3. For the loan accounts created, the member wise repayment schedule is generatedand the same is aggregated at SHG,VO/SLF and MS/TLF level for monitoring purpose.The details of amounts to be repaid, due date, interest for delayed payment iscalculated and the information is sent through SMS one week before the due date toall VOs/SLFs. The details of loans and amount to be repaid are also made available inURL specific to the VO/SLF and can be accessed using GPRS enabled in CUG mobile asalso website.

7.4. After the repaid amounts are transferred to Stree Nidhi and on sharing of thedetails by the Banks, these amounts will be reflected in Stree Nidhi was site. TheVOs/SLFs can adjust the member wise repayments through URL provided for thepurpose. Thereafter, the member wise amounts will be accounted for in the loanledgers automatically.The amounts credited are confirmed to VOs/SLFs through SMS.

7.5. Any communication from Stree Nidhi is communicated to VOs/SLFs through voicecalls.

7.6. A robust MIS and monitoring system is evolved to ensure monitoring of theservices rendered, credit and savings portfolio and staff effectively which gets updatedmore or less on a real time basis.


Chapter 8

Mobilisation of Resources

8.1. There is growing demand for credit from the members of SHGs both in rural andurban areas. On account of various measures taken up by Stree Nidhi in coordinationwith SERP & MEPMA, awareness is gradually spreading on availability of timely,affordable and hassle free credit delivery services from Stree Nidhi. Stree Nidhi isemerging as a dependable financial institution of their own to help them in times ofneed. Stree Nidhi has fine- tuned credit policy from time to time and enhanced creditlimits of VOs/SLFs, SHGs and members. New loan products were introduced totransform Stree Nidhi from Micro financing to Micro enterprises, to enable the needymembers to avail credit for taking up livelihood activities of the higher order.

8.2.To meet resource gap, Stree Nidhi has been availing credit facilities from the banksand other financial institutions. The bye-laws of Stree Nidhi provide for outsideborrowings not exceeding 10 times of owned funds. The bye-laws of Stree Nidhiprovide to mobilise resources from the following sources.

� Share Capital from MSs and TLFs

� Share Capital from State Government

� Savings mobilised from SHGs/VOs/SLFs/ MSs/TLFs and ZSs

� Borrowings from Commercial Banks, NABARD, etc.,

� Deposits from State Government

� Loans from State Government, Govt. of India and Other Government agencies

� Grant in aid and subsidy from Government and Govt. agencies

Own funds of Stree Nidhi

8.3. The owned funds of Stree Nidhi constitute share capital contributed by MSs/TLFs,General reserves, accumulated profits and capital grants from State Govt., Samruddhiand CIF Corpus deposits, which are crore in nature. The total owned funds haveincreased from Rs. 304.31 Cr as on Mar 2015 to Rs. 482.11 cr as on March 2016.

Sthree Nidhi20

Total Resources

(Rs. Cr.)

Share Capital Deposits Grants Reserve Accumulated Bank Others Totalprofit Borrowings

90.89 317.97 55.56 6.46 67.21 824.34 74.72 1437.15

Share Capital

8.4. All 438 Mandal Samakhyas and 47 Town Level Federations have contributed toshare capital of Stree Nidhi.The details of share capital as on 31/03/2016 are furnishedbelow.

(Rs. Cr.)

S.No. Sources of Share Capital 31.03.2016

1 State Government 43.52

2 MS and TLFs 47.37

Total: 90.89

The district wise details of paid up Share capital up to 31.03.2016 are furnished in Tableno. 6 part-C of this report.

Mobilisation of Savings from Community

8.5. To become a self-reliant in resources Stree Nidhi has introduced different depositproducts to tap funds from SHGs and their federations. This not only would improveown resources but also help in achieving broader objective of making the communityown up the institution. Four types of deposit products have been introduced viz.Samruddhi, Bhavitha, Sankalpa and CIF Corpus Deposit scheme.


Samruddhi Deposit

8.5.1. Every SHG has to save Rs.100 per month. The amount saved in 12 months alongwith interest will be converted to fixed deposit with a maturity of 5 years. This wouldbe on a continuous basis and at the end of 6th year, the amount saved in the first yearwould be refunded along with interest. The rate of interest paid is equal to the rate ofinterest paid by SBI on term deposits for similar maturity.The rate will be reset as on 1stApril of every year.

Bhavitha Deposit:

8.5.2. SHGs can save their idle/surplus funds in this deposit.The amount will be kept interm deposit for a minimum period of 3 years and rate of interest will be 1% above therate paid by SBI for similar term.The rate will be reset as on 1st April of every year.

Sankalpa Deposit:

8.5.3. Under this deposit scheme, the federations of SHGs i.e., VOs/SLFs, MSs/TLFs andZSs can invest their surplus/idle funds.The period is 3 years and rate of interest paid willbe 1% above the rate paid by SBI at monthly intervals, if the amount of deposit is aboveRs.1.00 lakh and at quarterly intervals if the amount is less than Rs.1.00 lakh.The ratewill be reset as on 1st April of every year.

CIF corpus Deposit:

8.5.4. This deposit scheme is devised exclusively for Mandal Samakhyas so as to placethe CIF available with them as a term deposit with Stree Nidhi on a perpetual basis andtherefore is not refundable. The interest will be paid at monthly intervals and the rateof interest will be 1% above the SBI rate. The rate will be reset as on 1st April of everyyear.

Deposit Mobilisation

8.6. Stree Nidhi has been making relentless efforts to create awareness among the

SHGs and their federations about the importance of savings to be made in Stree Nidhi.

These resources are used not only for onward lending but also serve to increase low

cost resource and financial soundness of the organisation. This would also enable

banks for taking exposure to Stree Nidhi. Stree Nidhi, SERP and MEPMA staff are

monitoring the coverage of SHGs under Samruddhi on a regular basis under the

guidance of the Project Directors, DRDA & MEPMA. Stree Nidhi Resource Persons are

actively involved in motivating SHGs to contribute to Samruddhi deposit and avail

services of Stree Nidhi. The measures adopted in mobilisation of deposits from the

community have yielded good results. The deposits mobilised under different

schemes as on 31.03.2016 were Rs.317.97Cr and the year wise progress achieved is

furnished below.

Sthree Nidhi22

(Rs. lakhs)

S.No. Year Samruddhi ZS- MS- VO- Bhavitha Corpus TotalSankalpa Sankalpa Sankalpa Deposit

1 2013-14 1598.97 600.00 1051.82 537.86 40.47 - 3829.12

2 2014-15 7515.75 965.00 2218.03 1061.29 85.62 4714.59 16560.30

3 2015-16 13061.88 1110.00 2529.74 1851.49 109.41 13134.9 31797.45

During the year 2015-16, there was an increase of Rs.152.90 cr. in total deposits

recording a growth rate of 92.63%. The growth is due to transfer of CIF amount

available with theMandal Samakhyas and increase in Samruddhi deposits.District wise

and scheme wise deposit position is furnished in Table no.7 in Part-C of this report.

Borrowings from Banks and Other Financial Institutions

8.7.To meet growing requirement of resources for onward lending to SHGs, apart from

mobilisation of deposits from community, Stree Nidhi has been borrowing from Banks

and other financial institutions in the form of cash credit limits and term loans.

Keeping in view the robust performance and financial strength of Stree Nidhi, Banks

and Financial Institutions are keen to take exposure to Stree Nidhi.The credit limits and

term loans availed from them are given here under.


(Rs Crore)

S.No. Name of the Bank Cash Credit Limits Credit Limits

1 Andhra Bank 150

2 State Bank of Hyderabad 200

3 Bank of India 150

4 Canara Bank 50

5 T S Cooperative Apex Bank 150

6 Vijaya Bank 40

7 State Bank of Patiala 50

8 Indian Bank 30

Total Cash Credit Limits: 820

Term Loans

10 ABFL 25

11 NAB Kisan 14

12 T S Cooperative Apex Bank 20

13 NSTFDC term Loan 50

Total Term Loans: 109

Grand Total: 929

8.8.Rating of Stree Nidhi:

Stree Nidhi has been rated by M/S Brick Works with BWRBBB+, out look stable. Thisrating was made for the purpose of availing credit facilities from Banks and otherfinancial instititions.

Sthree Nidhi24

Chapter 9

Loan Policy

9.1. The loan policy of Stree Nidhi is fine-tuned from time to time depending on needso as to enable the members of SHGs to avail credit services from Stree Nidhi withoutany hassles. While devising the policy, the guidelines prescribed by RBI are dulycomplied with by Stree Nidhi.The salient features of the present policy are as under.

No. of members eligible for loan in a SHG

9.2.Depending on the no.of members in an SHG,up to ninemembers can access creditas given in the table below.Themembers can avail credit till they attain age of 60 years.The Maximum borrowing limit per SHG is restricted to Rs.3.00 lakh.

S.No. No. of Total no. of No. of Maximummembers in a members members who loan

SHG who can avail can avail loan availableloans by IVRS (Rs in lakh)

(1) (2) (3) (4) (5)

1 12 and above Up to 9 6 3.00

2 10 – 11 Up to 8 6 2.50

3 9 and below 75% of the members 4 2.00or 6, whichever is high

� A member can borrow up to a maximum of Rs.1.00 lakh

� Ceiling on credit limit of VO is Rs.50.00 lakh

� Of the credit limits allocated to VOs, 35% is allocated to Micro & Tiny loans.

� A member having availed a general loan repaid regularly can also avail micro loanfor livelihood enterprises.

� For availing tiny loans the members loan outstanding under Bank Linkage shall notexceed Rs.25000/-.Themaximum investment cost of activity shall not bemore thanRs.1,20,000/- which includes money mobilised by the borrower.

� In case of loans for the purpose of marriage, the loan will be linked to the amountof loan given by SHG to it’s member. It will be a matching loan from Stree Nidhi.

Allocation of credit limits to VO/SLF and MS/TLF:

9.3.1. Stree Nidhi laid much emphasis on the functioning of federations of SHGs atVillage/Slum level namely Village Organisation and Slum Level Federation and furtherat Mandal/Town level i.e.,Mandal Samakhyas and Town Level Federations. Credit limitsare allocated to VOs/SLFs based on their performance under key parameters reflectedin the rating given. These institutions are rated once in a year based on theperformance as the end of March. The objective is to reward the federations functiongwell with higher credit limits and to thus minimise credit risk. The parameters


considered for rating are own funds, regularity in conduct of meetings and percentageof attendance, Book keeping, Net profit earned, Legal compliance, Savings, CIFrecovery and Repayment of Stree Nidhi loans.

9.3.2. Higher credit limits are allocated to VOs/SLFs which score higher rating. It is a

revolving credit limit at VO/SLF level. The SHGs can borrow and repay any number of

times subject to the ceiling at the level of SHG andmember which enables coverage of

more no.of SHGs. As there will be regular repayment and such amount repaid by SHGs

in a VO/SLF can be availed by other SHGs there by meeting the demand for credit and

thus high cost borrowing from other sources can be minimized.

Credit limits to VOs in MSs with different ratings:

9.4. Limits to VOs/SLFs based on the grades obtained are as follows.

I.VOs in A & B grade MSs

Own funds Up to Up to(Rs) 1 lakh 1-2 2-3 3-5 >5 1 lakh 1-2 2-3 3-5 >5No. of SHGs C Din a VO A B

1-5 3.5 3.5 3.5 3.5 3.5 2.8 2.8 2.8 2.8 2.8 1.4 0.56-15 5.6 8.4 11.2 16.8 21 3.5 5.6 8.4 11.2 11.2 2.1 0.7516-25 8.4 11.2 14 19.6 25.2 5.6 8.4 11.2 14 14 2.8 1.0026-34 14 16.8 19.6 No. of SHGs 10.5 11.2 14 No. of SHGs 4.2 1.00

in a VO *2.1 in a VO *2.135 & above 16.8 19.6 22.4 2 12.6 14 16.8 2 5.6 1.00

II.VOs in C grade MSsNo. of SHGsin a VO A B C D

1-5 3.5 3.5 3.5 3.5 3.5 2.8 2.8 2.8 2.8 2.8 1.4 0.56-15 5.6 8.4 11.2 16.8 21 3.5 5.6 8.4 11.2 11.2 2.1 0.7516-25 8.4 11.2 14 19.6 25.2 5.6 8.4 11.2 14 14 2.8 1.0026-34 14 16.8 19.6 22.4 28 10.5 11.2 14 16.8 16.8 4.2 1.0035 & above 16.8 19.6 22.4 28 33.6 12.6 14 16.8 19.6 19.6 5.6 1.00

III.VOs in D grade MSsNo. of SHGsin a VO

A B C D

1-5 1.75 1.75 1.75 1.75 1.75 1.4 1.4 1.4 1.4 1.4 1 0.56-15 2.8 4.2 5.6 8.4 10.5 3.5 2.8 4.2 5.6 5.6 1.5 0.7516-25 4.2 5.6 7 9.8 12.6 2.8 4.2 5.6 7 7 2 1.0026-34 7 8.4 9.8 11.2 14 5.25 5.6 7 8.4 8.4 3 1.0035 & above 8.4 9.8 11.2 14 16.8 6.3 7 8.4 9.8 9.8 4 1.00IV.VOs in E & F grade MSsNo. of SHGsin a VO A B

1-5 1.75 1.75 1.75 1.75 1.75 1.4 1.4 1.4 1.4 1.46-15 2.8 4.2 5.6 8.4 10.5 3.5 2.8 4.2 5.6 5.616-25 4.2 5.6 7 9.8 12.6 2.8 4.2 5.6 7 726-34 7 8.4 9.8 11.2 14 5.25 5.6 7 8.4 8.435 & above 8.4 9.8 11.2 14 16.8 6.3 7 8.4 9.8 9.8

Sthree Nidhi26

Credit products

9.5.1. Financing microenterprises and livelihoods has been widely adopted as

anti-poverty strategy. Micro enterprises have been playing as an engine of economic

growth, equitable development and encourage self-employment to a large extent.

Availability of financial services is a key to the success of micro enterprises.

9.5.2. Stree Nidhi played a significant role in purveying micro credit to the needy

members of SHGs during the past 4 years. The loan amount initially was limited up to

Rs.25,000 per member depending on the purpose of loan. Keeping the importance of

Micro Enterprises and livelihoods in enhancing income level of the poor, Stree Nidhi

made a paradigm shift to provide credit for these purposes. Keeping in view increased

credit requirements for taking up livelihoods, the loan limit per SHG member was

raised to Rs. 1.0 lakh and this was also enabled by policy relaxation from RBI.

9.5.3.Stree Nidhi has adopted a strategy to promote and financing livelihoods at house

hold level thus focus is laid on House Hold Level planning for extending credit support

for taking up micro enterprise/ livelihoods of families’ choice after necessary due

diligence at SHG and VO/SLF level. It is endeavour of Stree Nidhi to finance livelihood

activities/micro enterprises in a big way and therefore is positioned accordingly to

support poor in

� Expansion of existing income generating activities

� Taking up New activities

� Cluster level activities

Types of Loans:

9.6. Stree Nidhi has introduced the following three types of loans.

I. General loans Amount of loan can be accessed up to Rs.25000

II.Micro loans Where loan amount is >Rs.25,000 to Rs.50,000

III. Tiny loans Loan amount is >Rs.50000 to Rs.1.00 lakh

General loans can be accessed for both livelihoods of lower order and consumptionpurposes in the ratio of 70:30 out of the credit limit allocated. These loans can beaccessed through IVRS .

9.6.1.The credit limits allocated under Micro & Tiny loans can be accessed only forlivelihood purposes and application for loans to be made through web portal. Duediligence and appraisal of house hold level plans is done at SHG/VO level and by staffof SERP and Stree Nidhi. The details regarding the member and her family, proposedactivity, availability of required raw material, skill & knowledge, capital investment,sources of funds, loan amount required, incremental income expected, repaymentcapacity, etc., are looked into, while preparing HLP and appraisal of the proposedactivity. These loans can be availed only for IGA/Livelihoods/Micro enterprises. Themembers in SHGs of VOs with A, B grades in MSs with A, B and C grade are eligible for


micro and tiny loans. Loanamount is released directly to SBA/C of SHG to which the memberis associated.

9.6.2. In the EC meeting of VO/SLFof all the requests received fromSHGs will be subjected to scrutinywith regard to attendance ofmember in SHG, savings andrepayment history, skills andknowledge in activity, scope forincremental income and loan amount required. Thereafter, VO will take a decisionwhether the member is eligible for loan and on their request the CC concerned willappraise the activity proposed on the basis of HLP. There is a provision to receive theloan requests in the meeting of OBs held one week after each EC meeting and scrutinyof the requests is done on the above lines. The appraisals thus prepared by CC/StreeNidhi staff are placed in the next EC meeting for approval. The VO ensures end use ofthe loan and the same will be recorded in the minutes’ book of VO EC meeting. Theloan applications and documents from SHGs are preserved at VO/MS and documentsobtained from members are kept with the SHGs concerned.

9.6.3.A certificate of utilisation has to be uploaded by CC after it is certified by APM andAC within 30 days of loan disbursement. Stree Nidhi staff will verify all the above casesindependently and certify the utilisation of loans within 45 days of disbursement.

Repayment Period

9.7. In order to facilitate the borrowers to repay conveniently, the no. of monthly loaninstalments are fixed depending on the loan amount as follows:

S.No. Loan amount Repaymentperiod in months

1 Rs.25,000/- 24

2 >Rs.2500 to Rs.35,000 36

3 >Rs.3500 to Rs.50,000 42

4 >Rs.5000 to Rs.1,00,000 60

Interest subvention:Vaddi Leni Runalu (VLR)

9.8. The scheme of Vaddi Leni Runalu is aimed at twin objectives of reducing interestburden on loans and encourage promptness in repayment of loans by SHGs.The StateGovt. is implementing interest subvention scheme, where in the amount of interestpaid by the members is reimbursed if the loan instalments (EMIs) is repaid within 30days from due date. The amount of VLR will be credited to the loan accounts of SHGsas and when the amount is received from the Govt.

Sthree Nidhi28

Stree Nidhi as a channelizing Agency:

9.9. Stree Nidhi is functioning as a channelizing agency for releasing credit forimplementation of poverty alleviation programmes viz. SCSP,TSP, IWMP & NRLM. StreeNidhi is managing the funds released by SERP and facilitating disbursement of loans tothe members of low income groups identified by SERP. The loan amount will bereleased to VOs as per the list of the members, activities and loan amount provided bySERP. In turn, the VO will release the funds to SHG members concerned. VOs will takerequired steps to ensure utilisation of funds by the members concerned for thelivelihood activities and to increase their family income. The loans are monitored bySERP. The year wise coverage of members and loans disbursed as channelizing agencyare given in the table below:

(Rs. Cr.)

S.No Year No of AmountMembers Disbursed

1 2013-14 19286 51.15

2 2014-15 30422 74.58

3 2015-16 38363 141.29

Total: 88071 267.02


Chapter 10

Credit Flow – Analysis

Disbursement of Loans:

10.1. The growth rate achieved in loans disbursed is significant year after year. Duringthe financial year 2015-16, the quantum of loans disbursed was Rs.1148.37cr as againstRs.703.29 cr disbursed in the year 2014-15, recording a growth rate of 63.29% year onyear. The cumulative disbursement of loans since inception was Rs.2597.46 cr as at theend of March 2016.

Coverage of members, SHGs,VOs/SLFs and MS/TLFs

10.2. The efforts made to create awareness among the members through SHGs andtheir federations have enabled increase in outreach and credit. The cumulative no. ofmembers having availed loans has reached 12.27 lakh. There was an addition of 4.54lakh members during the year recording an increase of 41.27% over the previous year.The no. of SHGs covered reached was 2.22 lakh and no. of VOs/SLFs and MS/TLFcovered was 15153 and 473 respectively.

10.2.1.The year wise details of coverage of the members, SHGs,VOs/SLFs and MSs/TLFsin the state of Telangana are as under.

(Rs. lakhs)

S.No. Year No. of No. of No. of No. of SHG AmountMS/TLF VO/SLF SHG Members

1 2011-12 303 2440 7599 25038 3195

2 2012-13 374 7070 47742 181191 29625

3 2013-14 414 8317 62560 229931 41760

4 2014-15 443 9242 88116 336900 70329

5 2015-16 456 12064 126832 454390 114837

Total: 473 15,153 2,22,819 12,27,450 259746

Sthree Nidhi30

10.2.2. Karimnagar district recorded a credit flow of Rs.236.64 cr. which is the highestin the State. District wise disbursements are furnished in table no.8 and part-C of thisreport.

Loan Assets Outstanding

10.3. As at the end of March 2016, the outstanding advances have reached a level ofRs.1330.12 cr, as against Rs.784.87cr as at March 2015.There was a significant growth of69% in outstanding loans year on year. District wise position of loans outstanding isfurnished in table no.9 and part C of this report

(Rs. Cr.)

S.No. Year No. of MS/ No. of VO/ No. of No. of SHG Loan

TLF SLF SHG Members Outstanding

1 2013-14 430 10673 106664 432042 439.27

2 2014-15 462 13448 159662 746058 784.87

3 2015-16 469 13855 183640 807073 1330.12

Loan Product wise Credit flow

10.4. During the F.Y 2015-16, Stree Nidhi introduced new loan products namely Micro(>Rs.25000 to Rs. 50000) and Tiny loans (>Rs.50000 to Rs.1,00,000) to enable membersto avail loans to meet credit needs of higher order to take up microenterprises/livelihoods.


The district wise loans availed are given in the table below:

(Rs Cr.)

S.No. District Name General MICRO TINY Total

1 Adilabad 71.24 14.18 0.17 85.59

2 Karimnagar 186.58 59.92 0.83 247.33

3 Khammam 57.93 9.92 0.08 67.92

4 Mahabubnagar 75.63 7.66 0.04 83.33

5 Medak 120.67 28.36 0.66 149.69

6 Nalgonda 111.08 8.06 0 119.14

7 Nizamabad 123.31 34.58 0.18 158.07

8 Ranga Reddy 50.07 8.49 0.14 58.7

9 Warangal 144.85 33.59 0.17 178.61

Total: 941.36 204.75 2.26 1148.40

10.5.Financing dairy in 2015-16

Keeping in view the dairy sector’s predominant role in augmenting the income of thepoor farmers, dairy financing was taken up coordination with the Dept.of AnimalHusbandry and DDCF Ltd. Against a projected credit outlay of Rs. 100 Cr. for thepurpose, disbursement made was Rs.71.77 Cr. towards purchase of 14,243 gradedmurrah buffaloes. Financing dairy activity created impact in the villages in providinggainful employment. District wise achievement during 2015-16 is indicated below.

(Rs. Cr.)

S.No District Name Achievement during FY - 2015-16

No. of AmountAnimals

1 Adilabad 427 2.15

2 Karimnagar 1278 6.36

3 Khammam 644 3.25

4 Mahabubnagar 830 4.2

5 Medak 2856 14.37

6 Nalgonda 1208 6.11

7 Nizamabad 3087 15.51

8 Ranga Reddy 537 2.72

9 Warangal 3376 17.10

TOTAL 14243 71.77

Sthree Nidhi32

Purpose wise credit flow

10.5.1.Credit flow under General loans accounted for 81.97% of the total disbursement;while the share of Micro loans was 17.82% and that of Tiny loans was 0.21% of the totalloans disbursed. With regard to no. of members, 90.71% of total members availedGeneral loans, 9.22% Micro loans and 0.07% Tiny loans.

10.6. During F.Y 2015-16, of the total credit flow, credit accessed for IGA constituted86.59% and remaining 13.41% for Non-IGA purposes. The credit flow towards IGA iswell above the share of total loans at 50% prescribed by RBI. The purpose wise detailsof disbursement for the last 3 years is as under.

(Rs. lakhs)

S.No. Particulars 2013-14 2014-15 2015-16No. of Amount No. of Amount No. of Amount

Members Members Members

1 Education 22552 4301.26 12527 2565.75 47981 10874.45

2 Health 17195 2215.42 12291 1626.85 1992 269.37

3 Marriage 5186 1058.09 2975 651.44 18290 4254.03

non IGA_Total: 44933 7574.77 27793 4844.04 68263 15397.86

4 Activities Alliedto agriculture 36900 7535.63 7752 18658.27 86037 21545.47

5 Agriculture 93866 16175.62 121804 20773.12 136796 30996.45

6 Dairy 0 0 4724 1912.28 7660 2000.76

7 Self Employed –Industry 6298 1147.81 8072 1728.71 54256 14388.87

8 Self Employed –Service 47338 9207.77 101056 22412.87 87665 23598.57

9 Small Business 0 0 0 0 13713 6909.19

IGA_Total: 184402 34066.83 243408 65485.25 386127 99439.31

Grand Total: 229335 41641.60 271201 70329.29 454390 114837.17

% of non-IGA 19.59 18.19 10.25 6.89 15.02 13.41

% of IGA 80.41 81.81 89.75 93.11 84.98 86.59


10.6.1. District wise and purpose wise disbursements are furnished in Table no.10 ofpart-C of this report.

Social category wise Credit flow

10. 7. In order to ensure adequate credit flow to the PoP members, Stree Nidhi evolveda policy where in credit limits are allocated to PoP depending on their proportion tototal members in a VO/SLF.The social category wise disbursement of loans for the year2015-16 is furnished here under.

(Rs. Cr.)

S.No. Social Category Total Loans availed % Coverage

Members Number Amt. Number Amt.

1 Scheduled Castes 1046636 90608 221.52 19.81 19.09

2 Scheduled Tribes 604457 26637 56.31 5.82 4.63

3 Backward Classes 2848152 274669 701.45 60.05 57.60

4 Minorities 221658 22445 56.23 4.91 4.77

5 Other Castes 452552 43018 112.86 9.41 13.91

TOTAL: 5173455 457377 1148.37 100.00 100.00

Sthree Nidhi34

10.7.1. District wise Social Category wise disbursements are furnished in Table no.11part- C of this report.

10.7.2 Disbursement and loan outstanding :

On an average the availment of loan amount and loan outstanding per group wereat Rs 0.91 lakh and Rs 0.72 lakh. The average borrowing members per group are at4.39. The per member average loan availed was Rs 0.25 lakh and per memberoutstanding was at Rs 0.16 lakh. This indicates that still there is a lot of potential toexpand credit protfolio.

(Rs lakh)

S.No Particulars Amount

1 Credit flow per SHG 0.91

2 Loan outstanding per SHG 0.72

3 No.of members having loan per SHG 4.39

4 Credit availed per member 0.25

5 Loan outstanding per member 0.16

Asset Quality:

10.8. Stree Nidhi along with robust loan growth ensured quality of assets.As at the endof FY 2015-16, non- performing assets stood at Rs. 5.74 cr. constituting 0.43% of thetotal loans outstanding of Rs. 1330.12 Cr. The provision coverage is 225%. The Net NPAcontinued to be at ZERO as at the end of 31.3.2016. During the year, the repaymentrate of loans was at 98.82% against the demand. District wise details of repaymentperformance and NPA are furnished in Table no. 12(a) & (b) in Part-C of this report.

Outstanding NPA - 0.43%

NPA Position


Credit Risk Mitigation- Stree Nidhi Suraksha

10.9. The SHGmembers are poor and in the event of any untoward incident the familywill be exposed to great risk and difficulties. Keeping this in view Stree Nidhi hasdevised a self- sustainable scheme called “Stree Nidhi Suraksha” to mitigate such riskand has been implementing the same since 01.04.2014 with the following objectives.

a).To protect the family members of a SHG member from financial risks in the event ofuntimely death of member.

b). To safe-guard the institutions of the poor (SHGs) and their federations from theburden of repayment of loan availed by the member in the event of death, therebyprotecting them from becoming defunct and disintegration due to repaymentburden.

c). To improve confidence of SHGs/VOs to face challenges arising on account of deathof members after availing credit from Stree Nidhi.

d). To ensure risk mitigation to Stree Nidhi loan portfolio.

The scheme provides for hassle free settlement of claims and relief to the familymembers of the diseased members.

Salient features of the Stree Nidhi Suraksha Scheme

10.9.1. All the members of SHGs who avail Stree Nidhi loans and the members whoavail loans under Other Stree Nidhi loans are covered. Charges payable are @ Rs.4/- peryear per Rs 1000 loan amount. The total loan availed by the individual member is thesum assured. Coverage commences from the date of availing loan and is valid up tothe due date of last installment.

Settlement of claims

10.9.2. The scheme is being implemented in coordination with Social Security unit,SERP. The claims received through ZS call centres are settled at H.O, Stree Nidhi afterreceiving verification report from the field functionaries.The registration of claims andreceipt of documents will be ensured by ZS call centres and Bhima Mitras. Stree Nidhipays service charges to ZS call centres for the services utilised.The details of thecoverage and claims settled are given in the table.

Coverage of members (Rs. Lakh)

Year No. of members Charges

covered received

2014-15 3,66,886 637.45

2015-16 4,92,753 1256.39

Sthree Nidhi36

Claims settled as on 31.03.2016

No. of Claims registered 837

No. of Claims settled 465

Amount of Claims settled (Rs. lakhs) 100.30

No. of Claims pending 372

10.9.3. Efforts are being made to settle the claims without any delay through

continuous follow up with field functionaries and Zilla Samakhya call centres. Out of

the amount received towards charges under Stree Nidhi Suraksha,a part of the amount

is retained for settlement of claims, and the balance is Rs. 15.47 cr. is invested in the

form term deposits in Banks.


Chapter 11

Monitoring – An effective Mechanism

11.1. Stree Nidhi has evolved systems and procedures and fine tuned monitoringmechanism from time to time to suit the needs. To facilitate proper implementation,and compliance with the guidelines and to achieve desired goals of the organisation,a five tier monitoring mechanism is put in place as explained below.

Head Office level:

11.2. For monitoring the performance of districts and to take required follow upmeasures on a regular basis, a separate unit has been established at HO being headedby Deputy General Manager. Review meetings are conducted with Zonal Managersand Regional Managers at monthly intervals and with all the staff members atquarterly intervals. An effective and real time MIS is available to monitor progressunder all the key business parameters.For monitoring the functioning of federations ofSHGs i.e,VOs/SLFs a separate unit is established under the supervision of a DGM.

At District level:

11.3. The progress is closely monitored by the Project Director, DRDA and ProjectOfficer, ITDA and Project Director,MEPMA on a regular basis in consultation with ZonalManager and Regional Manager of Stree Nidhi. Regular review meetings areconducted with SERP andMEPMA staff to monitor progress at district level.All the staffincluding PD,DRDAs are given logins to access data base and MIS of their area ofoperations.

At Mandal/TLF level:

11.4.The staff of SERP namely ACs,APM and CCs play a key role in facilitating the needymembers to avail the financial services from Stree Nidhi.Under the close supervision ofAPM/TMC, the activities of Stree Nidhi are implemented effectively at grass root levelin coordination with Cluster Coordinators and other staff. Stree Nidhi has positionedstaff in the cadre of Managers/Asst. Managers for monitoring purpose for every 7-8mandals depending on the volume of business. The staff of Stree Nidhi visit VOs/SLFson a regular basis and take necessary steps to address issues at field level to ensurethat needy get credit and to achieve desired performance at district level under allparameters. All the SERP / MEPMA staff at mandal and TLF level are given logins toaccess data/MIS for regular monitoring.

Stree Nidhi Resource Persons:

11.5. Apart from the supervisory role played by the staff of SERP, MEPMA and StreeNidhi, community is also involved in monitoring the activities of Stree Nidhi. One ortwo suitable SHG members are identified from EC members of VOs/SLFs as Stree Nidhi

Sthree Nidhi38

Resource Persons (SNRP) to monitor operations at MS/TLF level having reasonablevolume of business. The SNRPs visit the VOs/SLF//SHGs and extend hand holdingsupport to ensure credit flow to the needy,ensure documentation,end use, repayment,mobilisation of savings etc. The SNRPs are paid service charges depending on theirperformance on a monthly basis. To update the skills of SNRPs, the Regional Manager,Stree Nidhi of the district conduct review meetings at monthly intervals and providerequired guidance to them to address the issues and to improve performance.

Review of performance of Stree Nidhi in respective Mandal /TLF will be one of theagenda items in themonthly ECmeetings of MS/TLF and suitable resolutions aremadeand to improve performance.

At VO/SLF level:

11.6. These institutions play a vital role in increasing outreach of financial services viz.savings and loans SHGs/Members as also in verification of loan utilisation. In the ECmeetings of VOs/SLFs, performance of Stree Nidhi will be one of the agenda items toreview. VO office bearers are made aware of Stree Nidhi services every year topropagate the same in villages.Close monitoring is done by Office bearers of VOs/SLFs,SNRPs, CCs and Staff of Stree Nidhi to facilitate Stree Nidhi services effectively.

SOCIAL AUDIT

11.7. To ensure transparency and accountability of the financial transactions made atVO/SLF level, these operations are subjected to the process of Social Audit.The servicesof CARPs and TSSAAT are utilised for the purpose. The issues surfaced if any will bediscussed in Gramasabhas and will be dealt suitably.


Chapter 12

F inancial Performance

12.1.The performance highlights in respect of key parameters for the last two years arementioned in the following table.

(Rs. Cr)

S.No. Particulars 31.03.2015 31.03.2016

1 Share capital 90.49 90.89

2 Grants from Govt. 50.07 55.57

3 Undistributed Profit and Reserves 41.45 73.68

4 Own Funds (Share Capital, Profit,Reserves & Core Deposits) 304.31 482.11

5 Deposits 165.60 317.97

6 Borrowings 457.74 824.34

7 Loan amount outstanding 784.87 1330.12

8 Loan amount disbursed 703.05 1148.35

9 Gross NPA 3.46 5.74

10 Loan loss provisions 7.86 13.33

11 NPA% 0.53 0.43

12 Net NPA 0 0

13 Net profit 18.51 37.25

12.2. The borrowings constitute 51.01% of the average working funds as on 31.3.2016

as against 43.84% as on 31.3.2015.The deposits from SHGs and their federations as on

31st March 2016 were at Rs. 317.97 cr as against Rs. 165.07 cr as on 31st March 2015

showing a growth of Rs.152.90 cr during the year.This is due to increase inmobilisation

of deposits under Samruddhi and CIF Corpus deposit schemes.

Sthree Nidhi40

12.3. Earnings appraisal as on 31 March 2016(Rs. Cr)

S. % to % toNo. Income Amt. total Expenditure Amt. total

Income expenditure

1 Interest on 119.93 96.47 Interest paidAdvances on deposits 20.79 23.88

2 Interest on 1.40 1.13 Interest onInvestments Borrowings 43.53 50.00

3 Other Income 2.99 2.40 OperatingExpenses 17.27 19.84

4 Loan LossProvision 5.47 6.28

Total Income 124.32 TotalExpenditure 87.06

Net Profit 37.25

12.4. Financial Analysis

S.No Particulars 31st March 2015 31st March 2016

1 Total income (Rs. in Cr) 64.82 124.32

2 Total Expenditure (Rs. in Cr) 46.31 87.06

4 Net Profit (Rs. in Cr) 18.53 37.25

5 Cost to Income Ratio (%) 71.44 70.03

6 Operational Self Sufficiency Ratio (%) 139.64 139.97

7 Financial Self Sufficiency Ratio (%) 136.16 143.09

8 Cost of Funds (%) 7.43 7.51

9 Yield on Advances (%) 13.91 13.81

10 Interest Margin (%) 6.48 6.30

11 Net Interest Margin (%) 5.83 5.78

12 Capital to Risk weighted Assets Ratio 33.10 35.44

13 Return on equity (%) 20.92 41.19

14 Return on Assets (%) 3.52 3.84

15 Operational cost to working funds (%) 0.72 1.09

16 Borrowings toWorking Funds (%) 50.01 51.01

17 Debt Equity Ratio (%) 1.44 1.85

18 Per employee loan portfolio outstanding (Rs lakh) 10.90 16.62

Net income

12.5. Total income has increased from Rs. 64.82 cr to Rs.124.32 cr and the expenditurehas increased from Rs. 46.31cr to Rs.87.06 cr in FY 2015-16. The growth in income was


at 91.79% as compared to growth in expenditure at 87.99%. The increase inexpenditure was on account of increase in borrowings. The net interest incomeincreased from Rs.63.11 cr in 2014-15 to Rs. 121.33 cr in 2015-16 registering a robustgrowth of 92.2 %. This was mainly on account of increase in advances. However,effective management of financial resources and control of operational expenditurehas also resulted in containing the expenditure.

Operating and Net Profit

12.6. The operating profit and net profit were Rs. 42.72 cr and Rs 37.25 cr. respectively

during the year 2015-16 as compared to Rs.21.98 cr and Rs. 18.53 cr. during the year

2014-15 showing a year on year growth of 101% in net profit. This profit is generated

even after making provision of 1% on the total loan outstanding as on 31 March 2016,

which has increased significantly from Rs. 7.86cr as on 31 March 2015 to Rs. 13.33 cr as

on 31.3.2016.

Cost to Income Ratio:

12.7. Cost to Income Ratio has reduced marginally from 71.44 % as on 31.3.2015 to

70.03% as at 31st Mar 2016 indicating the control in cost of operations by ensuring

high repayment against the demand.

Cost of Funds,Yield on Advances and Interest Margin:

12.8. The cost of funds has increased from 7.43 % to 7.51 % for the FY 2015-16 as

compared to previous year mainly on account of increase in the share of borrowings

and deposits in working funds.

12.9.The yield on advances was at 13.81% for the FY 2015-16 which is slightly less than

13.91% for the FY 2014-15.This is due to the sizeable credit flow during second half of

the financial year.

12.10.The interest margin stood at 6.30 % for FY 2015-16 which has reduced from 6.48

% for the year 2014-15.The increase in cost of funds during the current year compared

to last year resulted in a reduction in interest margin.

Net Interest Margin:

12.11. Net interest margin was 5.78% for FY 2015-16 and the same has reduced from

5.83 % for FY 2014-15. The interest paid on deposits and borrowings has increased

during the current year.

OSS and FSS:

12.12.Operational Self Sufficiency Ratio was at 139.97% for FY 2015-16 as compared to

139.64 for the year 2014-15. Financial Self Sufficiency ratio was at 143.09% for FY

2015-16 as against 136.16% for FY 2014-15. These ratios are indicating that the

earnings of Stree Nidhi reflect the strength of the institution in meeting all expenses.

Sthree Nidhi42

Return on Equity /Assets/ Earning Per Share:

12.13. Return on Equity has increased from 20.92% in FY 2014-15 to 41.19 % in FY2015-16.The return on equity has doubled as there is not much increase in equity butprofit has doubled. The earning per share of Rs.1000/ was Rs.205/- as on 31.3.2015which increased to Rs.409 as on 31.3.2016.

12.14. Return on Assets during the year was at 3.84% as compared to 3.52% in FY204-15.This is indicative of efficient liability management and increase in productivity.

Capital Adequacy Ratio:

12.15.Capital Adequacy Ratio has increased to 35.44% in FY 2015-16 from 33.10% in FY2014-15. Though assets under management have increased significantly and eventhough increase in owned funds was not high, the ratio could be maintained more orless at previous year due to accretion of core deposits in the form of CIF -Corpus.

Operational Cost toWorking Funds:

12.16. Operational Cost to Working Funds ratio has increased to 1.09% on 2015-16 ascompared to 0.72% previous year.This is due to higher expenditure on service chargespaid to SERP staff and SNRPs. There is also increase in staff and thus expenditure onsalaries paid to staff. The expenditure is however within the 2% of working funds.

Borrowings toWorking Funds:

12.17. Borrowings to Working Funds ratio has increased from 50.01% in FY 2014-15 to51.01% in FY 2015-16.

Debt Equity Ratio:

12.18. Debt Equity ratio has increased from 1.44 % in FY 2014-15 to 1.85% in FY2015-16 due to increased share of borrowings.


Chapter 13

Inclusive Growth-Stree Nidhi asCorporate Business Correspondent

13.1. Poverty and exclusion are still predominant in socio and economic front. Many

anti-poverty and employment generation programmes have been implemented for

decades in India. Though Banks have a major role in extending financial services viz.

savings, disbursal of credit, and providing other financial services to the poor, still a

large no of poorer segment of the population is excluded even years after introduction

of inclusive banking initiatives in the country. Though cooperative movement,

nationalization of banks and creation of regional rural banks have yielded some results,

financial inclusion and deepening need to be given major push as the same is

considered essential for inclusive growth and development.

13.2. Financial Inclusion is the “process of ensuring access to appropriate financial

products and services needed by all sections of the society in general and vulnerable

groups such as weaker sections and low income groups in particular, at an affordable

cost in a fair and transparent manner by regulated,mainstream institutional players”.

13.3. To achieve the above objective, in January 2006 the Reserve Bank permitted

banks to utilize the services of intermediaries in providing banking services through

the use of business facilitators and business correspondents. The BC model allows

banks to do ‘cash in – cash out’ transactions at a location much closer to the rural

population, thus addressing the last mile problem. Various models viz., Kiosk, Point of

Service and Mobile models are being tried our by various BCs of Banks.Under business

correspondent model, the scope of activities to be undertaken includes Credit,

Deposits,Withdrawals, Savings, Remittances,Micro insurance and DBTs.

Stree Nidhi as Business Correspondent:

13.4. Stree Nidhi Credit Cooperative Federation Limited., owned jointly by the

Community and Government has established itself firmly in delivering financial

services using technology and electronic payment systems. It has been handling huge

volumes of transactions and reconciliation there of Stree Nidhi forayed into Financial

Inclusion activity seamlessly as there is a well organized structure of SHGs and their

federations, dedicated staff and support of SERP in the field.

13.5.Stree Nidhi has been positioned as a Corporate BC to State Bank of Hyderabad and

Andhra Bank. It has 1156 BC points serving 1150 Gram Panchayats in 320 mandals and

8 districts of Telangana State. These 1156 BC points include 607 BC points allotted

during October 2015 by SBH. Further, Andhra Bank has allotted 116 BC points during

Sthree Nidhi44

October 2015 and SBH has allotted 108 BC points during January 2016 to support the

launch of Palle Samagra Seva Kendralu. Details are furnished in table no. 13 in Part-C

of this report.

13.6. Stree Nidhi is using Kiosk model, taking full advantage of technology that is

preferred by most of the Banks. Apart from banking services, with the help of

Government it has been helping in payments viz. insurance, pension, utility payments,

NREGS wages etc., through ‘branchless banking’ by opening VLE centres as service

delivery points. Stree Nidhi will emerge into a full-fledged payment services centre at

village level thus becoming a gateway to all financial services in villages.

B.C operations- Modalities

13.7.Stree Nidhi functions as a corporate BC to banks by placing an eligible SHG

member, called as Village Level Entrepreneur, identified based on certain criteria for

extending banking services on a self- sustainable basis. The equipment for BC

operations and the transaction amount for conducting transactions in settlement

account by “VLE”will be financed by Stree Nidhi, if required.

13.8.Themodel is a self-sustainable as the commission earned through BC transactions

will be shared in the ratio of 80: 5:15 among VLE, VO and Stree Nidhi respectively. The

major share goes to VLE which is a key factor to make the BC operation a viable and

self- sustainable enterprise. VLEs have to repay the loan amount availed for equipment

and transaction amount in easy instalments from the income earned as commission on

BC transactions and other incentives received for taking up activities related to

financial inclusion.

13.9. Apart from usual banking transactions, other services like accounts opening

under PMJDY, village wise household survey on bank accounts etc., are being attended

along with PMJJBY & PMSBY.

13.10. A total of 263 BC centres are made operational as on March 2016, while

operationalization of remaining centres is at various stages. The average number of

transactions per BC point permonth has increased from 114 to 361 during the FY 2015-

16. As many as 5,55,033 transactions worth Rs. 197.62cr were conducted during the FY

2015-16.

Establishment of Palle Samagra Seva Kendralu - One Stop Shops

13.11.One stop shop (OSS) provides services to the villagers at their door step.The OSS

kiosk will provide a broader range of services offering unique and non- discriminatory

services to the rural population in the state of Telangana. Stree Nidhi is well poised to

expand the BC activity in the State of Telangana with the support of the Government

to deliver financial, e-Panchayat and MeeSeva services including utility payments. The

programme is also aided by TRIGP aided by World Bank in 150 backward mandals of

the State.


13.12. A separate vertical has been established in Stree Nidhi, where dedicated and

professional staff manage activities of Financial Inclusion and OSS at all levels i.e. State,

District and Mandal level by evolving suitable systems and procedures. A total of 104

OSS centers (including 43 centers in TRIGP mandals) were launched during the FY

2015-16. Steps are in progress to establish 500 centres in FY:2016-17. Eventually, all BC

points will be converted into OSSs.

Sthree Nidhi46

Chapter 14

Initiatives in 2015-16

Allocation of part of profit for Institutional Building

14.1.The federations of SHGs namely VOs/SLFs/MSs/TLFs are the main pillars and serveas a strong foundation to Stree Nidhi for delivery of financial services to the membersof SHGs, by providing last mile connectivity. It is essential that these institutionsfunction properly, become process oriented, have financial strength and self-sustainable to ensure credit flow to the needy members with minimum risk. In viewof the above, Stree Nidhi has allocated 5% of net profit earned (before appropriation)every year for strengthening the institutions.The Institutional Monitoring unit in StreeNidhi and IB unit of SERP andMEPMAwill work out various plans for the purpose everyyear which will be jointly implemented and funds will be disbursed by Stree Nidhi.Thiswill go a long way in strengthening the institutions and overall development ofcommunity.

Introduction of Loan cards

14.2. Stree Nidhi has introduced a system where in loan cards are issued to SHGs andalso to members who have availed the loans. Each loanee member is issued a cardhaving provision to enter details of loan availed, amount payable and paid towardsloan instalments every month. The Office Bearers of SHGs who receive the amounttowards repayment from the member borrower have to enter the amount in the cardprovided to the member under signature. Likewise, all SHGs which have availed loansare issued with loan cards. As and when SHGs repay the amount to VO/SLF, the OBs ofVOs/SLF on receipt of the amount will enter the amount with date and acknowledgethe same by putting their signatures on the card.

PICO projectors for spreading awareness on Stree Nidhi services

14.3. Dissemination of information to community on various activities of Stree Nidhi isessential to ensure transparency and trustworthiness. It is thought fit to propagate theinformation and create awareness, using Audio Visual media as it is more effectivecompared to conventional communication methods. Films are being shot with thehelp of “Digital Green”, in the field to display various video clips on all aspects of StreeNidhi functioning, success stories, emphasis on need for strengthening SHGs and theirfederations for the benefit of community.This would also minimise the credit risk at alllevels.

14.4. It has been decided to provide field staff with portable hand held projectorswhich involve miniaturized hardware and software that can project digital imagesonto any viewing surface.A group of 30-40members can view the display comfortably.Stree Nidhi is introducing a hand held Pico projector for every 5 mandals so that all the


field staff of Stree Nidhi can carry the same whenever they visit VO/SLF, can makepresentation on relevant subjects and project / broadcast short video clips tocommunity to create awareness.

Single Service Provider for Stree Nidhi

14.5. Stree Nidhi Credit Cooperative Federation Ltd., since inception was utilizingservices of three different technical service providers (TSPs) viz. TCS, Evolgence andSampath software. As three agencies were involved it was difficult to coordinate toaddress technical issues. As Stree Nidhi is expanding the volume of business year afteryear, dealing with multiple technical service providers for the above mentionedreasons was not appropriate. Therefore, all modules of Stree Nidhi i.e three types ofservices are entrusted to M/s TCS. Knowledge transfer and transition took place duringthe year w.e.f 01.11.2015.

Enhancement of Service charges to VOs/SLFs and SERP staff

14.6. The staff of SERP play a major and key role in operations of Stree Nidhi. Thesignificant growth in volume of business coupled with quality year after year has beendue to active involvement and excellent support extended by the staff of SERP.Considering the services rendered by them along with various other activities of SERP,which complement the efforts of Stree Nidhi, a system has been evolved forcompensating their services by linking the same to their performance under keybusiness parameters. During the year, service charges payable to them have beenenhanced and such charges account for 0.27% of the interest earned (13.5%). Themaximum amount payable to Area Coordinator, Asst. Project Manager and ClusterCoordinatorswas enhanced from Rs.900 to Rs.1000, Rs.780/- to Rs.975 & Rs.750/- toRs.950/-.

Service charges to VOs/SLFs

14.7. Stree Nidhi has always laid emphasis on improving the financial soundness andfunctioning of federations of SHGs as they are crucial for proper functioning of StreeNidhi. The Village Organisations and Slum Level Federations are providing last mileconnectivity and are like branches of Stree Nidhi. To encourage and improve theirfinancial strength to meet their operational costs, service charges are paid out of theinterest realised on loans. The service charges payable to VOs/SLFs have beenenhanced from 1% to 1.25% of 13.5% interest earned based on their performance inrecovery & Samruddhi deposits.

Awarding Scholarship to Meritorious children of SHGmembers

14.8.Themain objective of Stree Nidhi, has been the upliftment of the poor rather than

being profit oriented. If we build capacities of the poor they can take care of

themselves. Education is essential for poor to come up in life. Stree Nidhi thought it fit

to help the poor and do it’s mite as a part of Corporate Social Responsibility. It

introduced a scheme to award scholarships to meritorious children of SHG members,

who studied in Govt. schools to pursue Intermediate course after SSC. Every year, two

students from each Mandal and TLF will be identified for awarding scholarship of

Sthree Nidhi48

Rs.2500/- for I year and Rs.2500/- for II year Intermediate course. Out of the two

students, one student has to be a female from SC/ST community and 2nd one from

other community.

Deputation of Staff from SERP

14.9.Tomeet the needs of growing business, Stree Nidhi has been recruiting additional

staff from time to time. During the past 4 years period, the staff of SERP have gained

knowledge on Stree Nidhi activities.Keeping this in view,Stree Nidhi has initiated steps

to recruit staff working in SERP on deputation basis. This enables Stree Nidhi to have

staff having rich experience in monitoring the community as well as Stree Nidhi.

Further, It has been decided to recruit 1/3 of additional staff from SERP.This will go in a

long way to work in coordinated and integrated manner.


Chapter 15

Corporate Governance in Stree Nidhi

15.1. Corporate Governance ensures well laid down systems and procedures resultingin high standards of transparency, accountability, ethical operating practices andprofessional management there by protecting the interests of all the stake holders.Stree Nidhi implements proper governance practices since inception and set anexample for the highest standards of integrity, transparency in operations andexcellence in service.

15.2. Corporate Governance principles are enshrined in the spirit of Stree Nidhi, whichform the core values of Stree Nidhi. Being a community managed financialorganisation, Stree Nidhi always endeavoured to refine the policies from time to timeto meet the requirements in response to the feedback received from SHGs, theirfederations and field functionaries working at all levels. The practices of governanceare aimed at building a dynamic, self-reliant and a strong financial organisation ofcommunity to provide financial services as required by the poor.

Constitution of Managing Committee:

15.3.Managing Committee of Stree Nidhi consists of Directors elected representing allSHGs in rural & semi urban areas. They represent SHGs and articulate the field levelrequirements and influence decision making.

Policy Making

15.4.All the policy decisions aremade inM.Cmeetings held once in twomonths. Eitherrevision of existing or introduction of new policies to improve the functioning oforganisation and delivery of services effectively are discussed inMC. MC has autonomyin decision making in the interest of community and needs of organisation withoutany external interference.

Workshop for elected MCmembers representing Community

15.5.A two day workshop was conducted for the MCmembers to equip them with thekey provisions of legal aspects, their roles and responsibilities in decision making etc.,during the year.

Allocation of Credit limits based on grading:

15.6. Stree Nidhi evolved a process where in all the federations of SHGs namelyVOs/SLFs and MS/TLFs will be rated annually and credit limits are allocatedautomatically depending on the grade obtained. Federations of SHGs with betterperformance are rewarded with higher credit limits.

Role of Community in conducting due diligence of loans:

15.7. Community is empowered to take a role in functioning of Stree Nidhi. TheVOs/SLFs exercise due diligence in extending loans and take decisions regarding

Sthree Nidhi50

sanction of loans, obtain loan documents and ensure repayments as also createawareness on Stree Nidhi operations to bring transparency. Loan validations are keptin place ensuring that only the eligible get the loans. The loan amounts are directlyreleased to SB A/Cs of SHGs, through electronic fund transfer and the amount will bedisbursed by SHGs to members in their meeting. This reduces pilferage indisbursement of loans, if any and brings transparency in operations.

Technology enabled process

15.8. Right from sending loan requests to the disbursement of loans, IT solutions areused to a great extent in conducting various operations of Stree Nidhi. Necessaryvalidations are built in the system itself to minimise manual interventions in delivery ofcredit and other services.

Means of Communication

15.9. Stree Nidhi has adopted effective communication methods to enlighten thecommunity, through the federations of SHGs at village/slum level and Mandal/Townlevel. The policies related to credit, savings, systems & procedures are communicatedthrough circulars to all the Mandal/Town Samakhyas through the Project Directors ofSERP & MEPMA of all the Districts. The circulars are placed in Stree Nidhi website,accessible through logins provided to the field level functionaries and office bearers offederations of SHGs. The loan amount released and amount of loan instalment to bepaid also intimated through SMS alerts to VOs/SLFs.

Social Audit

15.10. The financial transactions made by VOs/SLFs are subjected to Social Audit toensure transparency. Issues surfaced, if any are discussed in Grama Sabhas held to dealwith them suitably. In addition, vigilance teams are being used to ensure verificationof assets financed out of Stree Nidhi loans.

Code of Conduct

15.11. All the employees are required to follow a well laid down code of conduct toserve and deal with the members with honesty, humility, discipline, integrity andprudence.

Policy of Interest on deposits and loans

15.12. In order to serve twin objective of ensuring fair returns on savings of communityand improve financial resources of organisations, a definite policy is in vogue where inrate of interest is linked to the rate of interest paid by SBI on their deposits.The rate ofinterest payable on different deposits will be reset on 1st of April every year. The ratesin case of some deposits are 1%more than what SBI pays and this policy is consciouslyfollowed to be more community oriented. Like wise, considering the reduction ininterest charged by banks on borrowings, Stree Nidhi passed on the benefit tocommunity by reducing the interest rate on loans from 14% to 13.5%.

Dividend on equity

15.13. Stree Nidhi has been paying dividends on paid up share capital, an amount notless than fifteen percent of net profit in compliance with the provision of the StateCooperative Societies Act’1964.


Chapter 16

Capacity building of Community and Staff

16.1.Reengineering and improving processes is a continuous effort to be effective.Thefollowing efforts were made to build up capacities of Staff and community during theyear.

Training of SNRPs

16.2. In every Mandal/TLF, based on the level of business volume, Stree Nidhi ResourcePersons are placed for creation of awareness on Stree Nidhi services and formonitoring Stree Nidhi activities. In order to equip SNRPs with required skills,monthlyTraining cum Review meetings are organised in all the districts.This has enabled themto follow up with SHGs/VOs/SLFs to avail the services effectively and improve theperformance under key business parameters namely, credit flow, mobilisation ofsavings and repayments.

Staff Training

16.3. A two day training programme was organised at State level for all the staffmembers in April 2016, and inputs were provided to refresh and update theknowledge on all activities of Stree Nidhi. Besides the above, the Zonal Managersconducted regular review meetings at district level to provide required support inaddressing the issues if any faced by them.

Review Meetings for Staff of SERP & MEPMA

16.4.The Staff of SERP & MEPMA play a key role in facilitating the members of SHGs atgrass root level to avail the services of Stree Nidhi. Staff review meetings areconducted at regular intervals to equip themwith required knowledge and updates sothat they will ensure to exercise proper checks and controls at field level.

Stree Nidhi – As an agenda in MS/VO/TLF/SLF meetings

16.5.In the monthly EC meetings of Mandal/Pattana Samkhyas/Village/Slum levelfederations review of performance of Stree Nidhi activities will be one of the agendaitems and the progress will be reviewed and suitable resolutions are made to addressthe issues and improve performance.

16.6. The details of various training programmes organised in the year 2015-1s6 arefurnished in Table no. 14 in part-C of this report.

Sthree Nidhi52

Sthree Nidhi54

Sthree Nidhi56


S.No District Name No. of MSs No. of VOs No.of SHGs SHG Members

1 Adilabad 32 1153 24985 274457

3 Karimnagar 57 2422 58704 633543

4 Khammam 27 1403 34725 314949

5 Mahabubnagar 64 2420 51827 584026

6 Medak 46 1768 43922 453394

7 Nalgonda 59 2307 63223 634151

8 Nizamabad 36 1581 42246 426372

9 Ranga Reddy 33 1507 37832 360943

10 Warangal 45 2058 51955 570501

Total: 399 16619 409419 4252336

1 Adilabad 20 803 14266 162621

2 Khammam 14 828 13187 121481

3 Warangal 5 264 4982 51127

Total: 39 1895 32435 335229

Grand Total: 438 18514 441854 4587565

DPMU

TPMU

Table 1: District wise data relating to No.of SHG members, SHGs, VOs and MSs

S.No. District TLFs SLFs SHGs Members

1 Adilabad 8 310 7833 78330

2 GHMC 20 1255 48254 482540

3 Karimnagar 13 579 15187 151870

4 Khammam 8 360 10773 107730

5 Mahabubnagar 9 322 8754 87540

6 Medak 6 230 6853 68530

7 Nalgonda 10 377 9265 92650

8 Nizamabad 6 295 10131 101310

9 Rangareddy 7 217 5900 59000

10 Warangal 17 641 18404 184040

Total 104 4586 141354 1413540

Table 2: District wise data relating to No.of SHG members, SHGs, SLFs and TLFs

Sthree Nidhi58

S. No Parameters Maximu

1

Own funds of MS as on 31.03.2015 (own funds include share capital, Sankalpa Deposit/CIF Corpus deposit with Stree Nidhi, accumulated profit of MS, CIF & other funds available for on lending to VOs)

>Rs. 75 Lakh (10 Marks)

Rs. 51 to 75 Lakh

(8 Marks)

Rs. 41 to 50 Lakh

(6 Marks)

below Rs 40 lakh

(4 Marks) 10

2Recovery % as on 31st March 2015 for Loan under CIF and Other Funds.

> 80%(8 Marks)

71-80% (5 Marks)

60-70% (3 Marks)

< 60%(No Marks)

8

3% of attendance of EC members to total members in EC meeting (Average of last 6 months)

> 90% (07 Marks)

>71-90% (5 Marks)

>61-70% (3 Marks)

< 60% (No Marks)

7

4 Maintenance of Books of Accounts Monthly (7

Marks) Quarterly ( 5

Marks) Half yearly (2

Marks) Annual (0 Marks)

7

Legal Compliancei). Whether audit completed as on 31.03.2015.

4

ii. Whether Annual General Body meeting for 2013-14 conducted?

3

iii. OBs are rotated as per bye law under MACS Act’ 95. 5iv. Whether Annual returns for 2013-2014 filed with D.C.O. as on date of grading.

3

6Net Profit of MS for the last 2 years i.e. for 201314, 2014-15 as per audited P&L account (accumulated).

Profit in two years (8 Marks)

Profit in 2014-15 (6 Marks)

Profit in 2013-14

(4 Marks)

loss in two years

(no Marks) 8

7Grades of VOs as per Latest Grading VOs With "A" and "B" grade

80% and above (A+B grade VOs)

(10 Marks)

>70% to <79% (A+B grade

VOs)(8 Marks)

>60% to <69% (A+B grade

VOs) (6 Marks)

<60% (A+B grade VOs) (4 Marks)

10

8% of VOs having >50% of SHGs contributed Samruddhi deposits as on 31st March 2015 or as on the date of grading.

>85%(10 Marks)

>75% to 85%(8 Marks)

50% to <75%(6 Marks)

<50%(3 Marks)

10

Stree Nidhi Repayment performance a). Stree Nidhi loans recovery % as on 31st March 2015.

98% and above(12 Marks)

96% to 97% (10 Marks)

90% to 95% (8 Marks)

Below 90% (no Marks)

12

b). Stree Nidhi loans recovery % as on date of grading. 98% above (8 Marks)

96% to 97% (5 Marks)

90% to 95% (3 Marks)

Below 90% (no Marks)

8

10Submission of loan documents (if MS and all VOs submitteddocuments to Stree Nidhi).

5

100Remarks: Mis utilization / misappropriation if any NPA more than 0.5% as an 31st March,2015

100Criteria for awarding GRADE to MS

Net Marks

Criteria and Marks

9

If submitted all documents: 5 Marks If not submitted: No Marks

5

If Completed: 4 Marks,not Completed: NIL

If completed 3 Marks, not completed: No Marks

If Yes: 5 Marks If completed 3 Marks,

not completed: No Marks

'A' grade: >80% marks, ‘B’ grade: >65-80 % marks.

‘D’ grade: 50-60 % marks. ‘C’ grade: >60-65 % marks

Note:- Grading will be awarded based on net marks.

Total Marks

If any (-5 marks)

Table 3(a): Grading of Mandala Samakhya {MS} - Criteria for awarding marks


S. No Parameters Maximu m Marks

1

Own funds of VO as on 31.03.2015 (own funds include share capital contributed by SHGs, savings of SHGs with VO, Sankalpa Deposit with Strenidhi, accumulated profit, and other funds available for on lending to SHGs (excluding CIF and other funds borrowed from Mandala Samakya)

>Rs. 1 Lakh (10 Marks)

Rs.0.25 to 0.49 Lakh(6 Marks)

Less than 0.25 lakh

(4 Marks) 10

2Recovery % of loans from CIF and own funds of VO as on 31st March 2015 & as on date of grading (average of two)

> 80% (8 Marks)

60-70% (3 Marks)

< 60%(No Marks)

8

3% of attendance of EC members (Average of last 6 months) to total EC members

> 80% (8 Marks)

>50-70% (4 Marks)

< 50%(No Marks)

8

4 Book keeping at VO level 5

Legal Compliance i. Whether audit completed as on 31.03.2015 or as on grading date.

5

ii. Whether annual general body meeting for 2013-14 conducted?

3

iii. Leadership change during 2013-14 as per MACS Act 95.

5

iv. Whether annual returns for 2013-2014 were filed with Department.

3

Net Profit of VO for the last 2 years i.e. for 201 14, 2014-15 as per audited P&L account.

Profit in 2014-15

(10 Marks)

Profit in 2013-14

(6 Marks)

loss in two years (No Marks)

12

% of SHGs deposited in samruddhi in full as on 31.03.2015 or as on date of grading.

60% to 75% (7 Marks)

50% to 59% (5 Marks)

<50% (2 Marks)

10

Stree Nidhi Repayment i. Recovery % 31st March 2015. 96% to 97%

above (12 Marks)

90% to 95% above (8 Marks)

Below 90% (No Marks)

14

ii. Recovery % from April, 2015 to as on date of grading. 95% to 98%

above (5 Marks)

95% to 90% above (3 Marks)

Below 90% (No Marks)

8

8Submission of loan documents by VO to Stree Nidhi and SHGs to VO.

5

9

Adherence to systems laid down by Stree Nidh i. No Delay in transfer of funds ii. No Delay in adjustment iii. Repayment entry sheet maintained iv. Transfer for repayment / Deposit through account.

If complied with three (3 Marks)

If complied with two (2 Marks)

If complied with one

(1 Mark) 4

100Remarks: Mis utilization / misappropriation, if any.

NPA above 0.5% as an 31st March,2015

100

>70-80% (6 Marks)

Maintaining all books in time, Streenidhi transactions are recorded in minutes.

(5 marks) if not 0 Marks

70-80% (5 Marks)

Criteria and marks

Rs. 0.50 to 1 Lakh (8 Marks)

>75%(10 Marks)

6

Profit in two years(12 Marks)

5

If completed: 5 Marks, not completed: No Marks

If completed: 3 Marks not completed: No Marks

If changed: 5 Marks, not changed: No Marks

If filed: 3 Marks, not filed: No Marks

If any (-5 Marks)

Note:- Grading will be awarded based on net marks.

If submitted all documents: 5 Marks if not submitted: No Marks

If all complied with (4 Marks)

7

98% above(14 Marks)

98% above (8 Marks)

( ) g g g { } g

Total Marks

Net Marks

'A' grade: >80 % marks, ‘B’ grade: 71-80 % marks.

'D' grade: 50 -60 % marks

Criteria for awarding GRADE to VO

'C' grade: 61-70 % marks,

Table 3(b): Grading of Village Organization {VO} - Criteria for awarding marks

Sthree Nidhi60

A B C D E FNot

graded

1 Adilabad 32 15 3 5 2 7

2 Karimnagar 57 47 6 2 2

3 Khammam 27 6 9 8 3 1

4 Mahabubnagar 64 28 16 2 3 15

5 Medak 46 30 10 1 5

6 Nalgonda 59 30 17 1 11

7 Nizamabad 36 32 2 2

8 Ranga Reddy 33 10 14 2 3 4

9 Warangal 45 23 6 5 1 10

Total 399 221 83 24 15 4 52

1 Adilabad 20 2 3 1 3 6 5

2 Khammam 14 4 3 2 3 2

3 Warangal 5 5

Total 39 2 7 4 5 9 12

Grand Total 438 223 90 28 20 13 64 0

1 Adilabad 6 6

2 GHMC 0

3 Karimnagar 4 3 1

4 Khammam 8 5 1 1 1

5 Mahabubnagar 2 1 1

6 Medak 5 4 1

7 Nalgonda 5 5

8 Nizamabad 5 4 1

9 Ranga Reddy 2 2

10 Warangal 10 9 1

Total 47 39 4 1 3

Grand Total 485 262 94 29 20 13 64 3

TPMU

MEPMA

S.No District NameTotal No Of

Mandal /TLFs

Grade

DPMU

Table 4(a): District wise Grading Position of MSs/TLFs


A B C D E F

1 Adilabad 1153 632 166 110 118 62 58 7

2 Karimnagar 2422 1809 296 124 75 47 2 69

3 Khammam 1403 551 338 200 142 128 25 19

4 Mahabubnagar 2420 1091 410 201 87 185 317 129

5 Medak 1768 1315 217 104 59 34 28 11

6 Nalgonda 2307 1288 360 149 81 82 204 143

7 Nizamabad 1581 1243 220 76 14 5 5 18

8 Ranga Reddy 1507 734 276 147 118 70 118 44

9 Warangal 2058 1497 166 59 52 124 105 55

Total: 16619 10160 2449 1170 746 737 862 495

1 Adilabad 803 170 123 140 190 165 1 14

2 Khammam 828 146 136 121 168 204 48 5

3 Warangal 264 37 26 15 11 43 109 23

Total: 1895 353 285 276 369 412 158 42

Grand Total: 18514 10513 2734 1446 1115 1149 1020 537

1 Adilabad 254 197 31 9 5 3 1 8

3 Karimnagar 151 106 24 11 2 3 5

4 Khammam 258 211 23 1 1 1 3 18

5 Mahabubnagar 51 35 7 3 6

6 Medak 162 132 15 4 1 10

7 Nalgonda 193 143 28 2 1 2 17

8 Nizamabad 125 95 13 1 1 7 8

9 Ranga Reddy 61 41 14 2 2 2

10 Warangal 362 329 21 5 2 5

Total: 1617 1289 176 38 13 6 22 73

Grand Total: 20131 11802 2910 1484 1128 1155 1042 610

S.No District NameNo. of

VOs

Grade VO not

Graded

Table 4(b): District wise Grading position of VOs/SLFs

Sthree Nidhi62

Sl.No.

A Units DGMs AGMsMngrs

(Mntrg)Mngrs (FI)

Asst. Mngrs

(Mntrg)

Asst.

Mngrs

(FI)

Others Total

1Funds Management & Risk Management &

Claims1 1 1 0 3

2 Accounts 1 1 1 1 4

3Financial Inclusion & Information and

Techonology1 2 2 1 1 7

4 Credit Management 1 1 2 4

5 Policy 1 1 2

6 Institutional Monitring & Social Audit 1 2 3

7 Administaration 1 1 0 1 2 5

7 7 8 1 2 3 28

B Districts DGMs AGMsMngrs

(Mntrg)Mngrs (FI)

Asst. Mngrs

(Mntrg)

Asst.

Mngrs

(FI)

Others Total

1 Ranga Reddy 1 1 0 1 1 4

2 Mahabubnagar 1 2 2 1 6

3 Medak 1 2 1 2 0 5

4 Warangal 1 3 1 1 7

5 Nalgonda 1 2 1 2 0 6

6 Khammam 1 1 1 2 5

7 Karimnagar 1 3 2 2 9

8 Nizamabad 1 2 1 4

9 Adilabad 1 1 2 1 5

3 9 17 5 14 5 0 53

10 16 25 6 16 5 3 81

Staff in the Field

Staff at Head Office

1

Total:

Grand Total:

Total:

1

1

Table no 5: Particulars of Staff at Head Office and Districts


MS

sA

mt.

MS

sA

mt.

MS

sA

mt.

TL

Fs

Am

t.M

Ss&

TL

Fs

Am

ou

nt

1A

dil

abad

32

32

8.0

22

01

50

.00

52

47

8.0

26

60

.32

58

53

8.3

4

2G

HM

C0

.00

00

.00

12

.04

12

.04

3K

arim

nag

ar5

75

80

.17

57

58

0.1

74

40

.07

61

62

0.2

4

4K

ham

mam

27

27

5.9

61

41

27

.50

41

40

3.4

67

65

.58

48

46

9.0

4

5M

ahab

ub

nag

ar6

45

74

.47

64

57

4.4

72

17

.96

66

59

2.4

3

6M

edak

46

46

1.0

54

64

61

.05

55

0.2

15

15

11

.26

7N

alg

on

da

59

58

2.4

15

95

82

.41

54

5.1

46

46

27

.55

8N

izam

abad

36

37

7.9

63

63

77

.96

55

0.2

84

14

28

.24

9R

ang

aR

edd

y3

33

18

.82

33

31

8.8

22

20

.14

35

33

8.9

6

10

War

ang

al4

54

63

.18

54

4.0

05

05

07

.18

10

10

0.1

66

06

07

.34

39

93

96

2.0

43

93

21

.50

43

84

28

3.5

44

74

51

.90

48

54

73

5.4

39

8

Am

ou

nt

inL

ak

hs

S.N

o.

Dis

tric

tN

am

e

ME

PM

AT

ota

lD

PM

UT

PM

U

To

tal

To

tal

SE

RP

Table6:ShareCapitalM

obilisedfrom

SERP&MEP

MAas

on31.03.2016

(Rs.La

khs)

4735.43

Sthree Nidhi64

20

14

20

15

20

16

20

14

20

15

20

16

20

14

20

15

20

16

20

14

20

15

20

16

20

14

20

15

20

16

20

15

20

16

1A

dil

abad

11

8.0

93

59

.68

67

2.1

83

8.0

01

3.0

03

7.5

04

3.0

51

2.5

02

8.4

51

26

.57

0.3

00

.30

0.0

02

71

.22

71

3.5

91

59

3.3

9

2K

arim

nag

ar2

69

.78

13

04

.99

21

48

.99

60

0.0

06

00

.00

60

0.0

02

31

.00

59

8.0

07

53

.65

15

5.1

94

01

.81

79

0.6

00

.00

0.0

00

.00

13

40

.75

28

00

.04

70

93

.28

3K

ham

mam

11

6.3

03

80

.60

81

0.2

64

0.0

06

8.9

56

9.6

57

0.3

91

00

.43

13

4.5

71

8.9

52

2.4

12

8.6

92

16

.25

66

1.2

81

70

4.4

5

4M

ahab

ub

nag

ar4

6.7

65

69

.85

11

21

.18

25

0.0

03

07

.00

47

4.8

29

32

.93

10

17

.93

22

.00

43

.32

70

.59

1.1

91

.19

2.5

43

64

.45

10

84

.40

36

03

.65

5M

edak

16

9.9

68

56

.78

14

54

.63

18

.35

9.8

62

6.7

48

8.9

61

6.3

32

1.9

22

7.9

95

47

.17

18

75

.59

34

65

.51

6N

alg

on

da

45

.66

79

1.1

81

39

7.2

08

5.0

01

35

.00

84

.00

10

7.0

01

08

.12

25

.05

29

.29

70

.77

0.0

00

.00

0.0

03

91

.16

14

61

.80

31

72

.88

7N

izam

abad

35

5.6

29

96

.00

16

54

.98

12

1.0

02

36

.49

23

7.5

01

1.4

04

8.8

08

4.5

01

.95

31

.89

47

.07

71

7.7

51

64

5.4

13

66

9.4

6

8R

ang

aR

edd

y1

5.5

53

37

.58

80

4.6

33

0.0

03

0.0

04

6.0

01

57

.24

19

3.1

78

.35

47

.07

64

.02

0.0

00

.00

0.0

02

69

.86

92

0.2

22

01

2.0

3

9W

aran

gal

41

1.0

71

16

4.5

51

68

4.4

63

5.0

06

4.0

06

5.4

01

12

.91

11

6.6

01

56

.57

1.3

01

.34

2.5

45

00

.39

16

75

.55

35

84

.53

To

tal:

15

48

.79

67

61

.21

11

74

8.5

06

00

.00

96

5.0

01

11

0.0

01

04

52

20

2.1

12

50

6.8

24

27

.65

84

2.5

11

58

7.1

44

0.0

27

9.0

41

08

.84

46

18

.99

12

83

7.8

72

98

99

.17

1A

dil

abad

12

.85

72

.65

12

5.0

21

.00

1.0

03

9.5

09

7.5

61

35

.98

7.8

09

3.6

13

55

.61

2K

ham

mam

12

.86

95

.30

19

8.2

17

.00

10

.82

13

.82

38

.17

47

.55

49

.49

0.4

50

.45

0.5

76

1.8

01

36

.30

39

8.3

9

3W

aran

gal

3.3

23

5.1

44

3.5

94

.10

8.1

30

.44

69

.79

74

.89

26

.00

67

.15

19

3.7

3

To

tal:

29

.03

20

3.0

93

66

.81

7.0

01

5.9

22

2.9

21

08

.11

21

4.9

02

60

.37

0.4

50

.45

0.5

79

5.6

02

97

.06

94

7.7

3

15

77

.82

69

64

.30

12

11

5.3

16

00

.00

96

5.0

01

11

0.0

01

05

1.8

22

21

8.0

32

52

9.7

45

35

.76

10

57

.41

18

47

.51

40

.47

79

.49

10

9.4

14

71

4.5

91

31

34

.93

30

84

6.9

0

1A

dil

abad

66

.94

10

0.5

56

6.9

4

2K

arim

nag

ar6

.94

42

.11

91

.53

1.6

03

.38

3.4

84

5.4

9

3K

ham

mam

10

.96

63

.59

13

0.7

76

3.5

9

4M

ahab

ub

nag

ar3

0.4

84

4.6

53

0.4

8

5M

edak

45

.50

11

4.6

94

5.5

0

6N

alg

on

da

49

.85

10

8.1

84

9.8

5

7N

izam

abad

2.9

73

7.2

26

8.7

83

7.2

2

8R

ang

aR

edd

y6

.60

19

.81

6.6

0

9W

aran

gal

0.2

82

08

.16

26

7.6

20

.50

0.5

00

.50

20

8.6

6

To

tal:

21

.15

55

0.4

59

46

.57

0.0

00

.00

0.0

00

.00

0.0

00

.00

2.1

03

.88

3.9

80

.00

0.0

00

.00

0.0

00

.00

95

0.5

5

Gra

nd

To

tal:

15

98

.97

75

14

.75

13

06

1.8

86

00

.00

96

5.0

01

11

0.0

01

05

1.8

22

21

8.0

32

52

9.7

45

37

.86

10

61

.29

18

51

.49

40

.47

79

.49

10

9.4

14

71

4.5

91

31

34

.93

31

79

7.4

5

DP

MU

TP

MU

ME

PM

A

S.N

o.

Dis

tric

tN

am

eS

am

rud

hi

ZS

-Sa

nk

alp

aM

S-S

an

ka

lpa

Co

rpu

sD

epo

sit

VO

-S

an

ka

lpa

Bh

av

ith

aT

ota

l

Tableno

7:Districtwise

positionofdepositsa

satthe

endofFinancialY

ear2

015-16

(Rs.Cr.)


MS

sV

Os

SH

Gs

SH

G

Mem

bers

Am

ou

nt

MS

sV

Os

SH

Gs

SH

G

Mem

bers

Am

ou

nt

MS

sV

Os

SH

Gs

SH

G

Mem

bers

Am

ou

nt

1A

dil

abad

30

442

2713

10903

18.3

527

500

4553

18612

35.7

230

661

6643.0

024455

59.9

6

2K

arim

nag

ar57

1344

9937

34745

63.6

556

1657

17110

66156

138.5

957

2003

24903.0

088992

236.6

4

3K

ham

mam

24

587

3135

11862

19.8

427

492

3695

14787

29.0

527

651

5058.0

018376

44.7

1

4M

ahab

ubnag

ar48

473

3551

11792

20.4

655

714

7259

24007

47.7

258

1162

10845.0

035188

82.1

2

5M

edak

45

913

4811

20049

37.4

245

1111

10016

46000

97.3

945

1323

12873.0

051402

134.3

0

6N

algonda

47

574

3413

14170

25.9

455

895

8540

36148

74.7

657

1253

11659.0

045718

106.9

7

7N

izam

abad

36

1308

16423

55293

97.6

536

1266

15039

47162

99.3

336

1341

18508.0

057907

153.4

9

8R

anga

Red

dy

33

647

4580

14715

26.2

632

481

3704

12236

24.3

332

781

7124.0

023306

56.3

2

9W

aran

gal

44

1140

7891

34249

68.0

144

1202

10348

43502

96.4

744

1379

14598.0

053670

144.6

0

Tota

l:364

7428

56454

207778

377.5

8377

8318

80264

308610

643.3

5386

10554

112211

399014

1019.1

0

1A

dil

abad

11

99

541

2417

3.8

215

75

488

2270

4.6

012

127

1002

4064

9.3

5

2K

ham

mam

13

214

885

3481

5.6

612

160

1061

4367

8.0

212

208

1309

4489

10.4

4

3W

aran

gal

36

10

13

0.0

21

33

30.0

12

17

126

277

0.6

4

Tota

l:27

319

1436

5911

9.5

028

238

1552

6640

12.6

326

352

2437

8830

20.4

4

391

7747

57890

213689

387.0

8405

8556

81816

315250

655.9

8412

10906

114648

407844

1039.5

4

1A

dil

abad

6145

1454

4550

7.2

36

143

1099

3194

6.0

47

176

1893

7163

16.2

7

2K

arim

nag

ar1

68

355

1823

4.0

51

633

154

0.3

93

109

959

4357

10.6

8

3K

ham

mam

6154

1051

4025

8.1

26

85

656

2684

5.9

86

127

1141

5430

12.7

7

4M

ahab

ubnag

ar0

00

00.0

01

41

572

1549

3.1

11

40

288

596

1.2

2

5M

edak

117

60

294

0.5

94

57

616

3364

8.1

15

122

1197

6193

15.3

9

6N

algonda

230

120

425

0.9

94

117

881

3165

7.0

25

161

1459

5290

12.1

8

7N

izam

abad

369

780

2191

4.0

65

58

613

1523

3.1

45

76

787

2173

4.5

8

8R

anga

Red

dy

240

242

1085

2.2

32

11

66

227

0.4

12

32

243

1040

2.3

8

9W

aran

gal

247

608

1849

3.2

49

168

1764

5790

13.1

310

315

4217

14304

33.3

7

Tota

l:23

570

4670

16242

30.5

238

686

6300

21650

47.3

144

1158

12184

46546

108.8

3

Gran

dT

ota

l:414

8317

62560

229931

417.6

0443

9242

88116

336900

703.2

9456

12064

126832

454390

1148.3

7

DP

MU

TP

MU

ME

PM

A

Dis

tric

tN

am

e

2015-1

6

Am

ou

nt

inC

r.

Gran

dT

ota

l:

2013-1

42014-1

5

S.N

o

SE

RP

Table8:DistrictWise

Creditflowfor3

Years

Sthree Nidhi66

Man

dals

VO

sS

HG

sM

em

ber

Ou

tsta

nd

ing

Am

ou

nt

inC

rM

an

dals

VO

sS

HG

sM

em

ber

Ou

tsta

nd

ing

Am

ou

nt

inC

rM

an

dals

VO

sS

HG

sM

em

ber

Ou

tsta

nd

ing

Am

ou

nt

inC

r

1A

dil

abad

32

667

6513

29276

20.7

32

815

8889

45091

37.3

031

740

9386

43066

66.4

4

2K

ari

mnagar

57

1639

16890

64526

66.6

57

2073

27261

128801

150.2

257

2150

34044

157318

278.5

7

3K

ham

mam

27

910

7243

29563

23.1

27

1051

9444

42779

34.8

527

884

8360

34602

53.6

3

4M

ahabubnagar

48

620

5450

18635

19.7

58

1057

11284

41636

51.5

260

1345

15423

60123

95.3

6

5M

edak

46

1220

11504

51759

44.5

46

1497

17811

92931

98.6

745

1439

19838

97068

157.8

3

6N

alg

onda

49

854

7703

32851

29.6

55

1217

13957

66171

77.8

957

1464

18749

82926

128.8

2

7N

izam

abad

36

1336

20590

77522

94.7

36

1433

25847

121996

126.6

736

1449

25476

107397

184.5

9

8R

anga

Reddy

33

846

8125

28366

27.7

33

1057

10300

39758

30.0

933

968

10137

37332

60.5

6

9W

ara

ngal

45

1342

1383

264648

75.4

45

1627

20567

106834

109.3

245

1616

21724

100680

167.7

9

373

9434

9785

0397146

402.0

389

11827

145360

685997

716.5

3391

12055

163137

720512

1193.5

9

1A

dil

abad

16

247

1676

8361

4.8

19

282

1818

9709

5.5

18

186

1503

6851

10.4

6

2K

ham

mam

15

399

2124

8980

6.7

13

364

2399

11189

9.0

13

321

2237

8771

12.5

3

3W

ara

ngal

319

77

168

0.0

320

71

151

0.0

325

136

297

0.6

4

34

665

3877

17509

11.5

035

666

4288

21049

14.5

034

532

3876

15919

23.6

3

407

10099

101727

414655

413.5

0424

12493

149648

707046

731.0

3425

12587

167013

736431

1217.2

2

1A

dil

abad

6145

1454

4550

6.9

66

175

2055

7740

9.3

7205

2724

11635

17.7

2

2K

ari

mnagar

168

355

1823

2.8

51

68

388

1977

1.2

3115

1036

4682

8.7

7

3K

ham

mam

6158

1318

5170

7.1

06

173

1794

7848

7.6

6157

1687

8361

14.0

4

4M

ahabubnagar

141

572

1549

2.9

143

724

2139

2.3

5

5M

edak

117

60

294

0.5

34

63

673

3658

8.2

5124

1732

9539

17.7

6

6N

alg

onda

230

120

425

0.9

84

123

989

3590

6.7

5170

2022

8590

12.7

5

7N

izam

abad

369

780

2191

3.2

45

88

1106

3708

4.2

589

1182

3952

5.1

1

8R

anga

Reddy

240

242

1085

1.8

92

48

299

1306

1.2

238

317

1370

2.3

7

9W

ara

ngal

247

608

1849

2.4

19

176

2138

7636

13.6

10

327

5203

20374

32.0

3

23

574

4937

17387

25.9

638

955

10014

39012

54.8

844

1268

16627

70642

112.8

9

Gran

dT

ota

l:430

10673

1066

64

432042

439.4

6462

13448

159662

746058

785.9

1469

13855

183640

807073

1330.1

2

Tota

l:

SE

RP

DP

MU

2015-1

6

S.N

o.

Dis

tric

t

2013-1

42014-1

5

ME

PM

AT

ota

l:

ME

PM

A

SE

RP

Tota

l:

TP

MU

Tota

l:

Table9:Districtwise

Loan

Outstanding

for3

years

(Rs.Cr.)


Mem

.A

mt.

Mem

.A

mt.

Mem

.A

mt.

Mem

.A

mt.

Mem

.A

mt.

Mem

.A

mt.

Mem

.A

mt.

Mem

.A

mt.

Mem

.A

mt.

Mem

.A

mt.

1A

dil

ab

ad

2721

5.83

91

0.11

1004

2.30

3409

8.97

9951

21.99

265

0.68

2299

6.17

4310

11.87

405

2.04

24455

59.96

2K

ari

mn

aga

r10816

24.98

187

0.25

3963

9.33

15275

42.46

31252

72.46

1280

3.96

9538

28.74

15408

48.14

1273

6.33

88992

236.64

3K

ham

mam

2127

4.66

108

0.16

951

2.20

2776

6.72

5954

13.33

140

0.36

1572

4.02

4318

11.08

430

2.17

18376

44.71

4M

ah

ab

ub

na

ga

r2857

6.15

117

0.15

1521

3.41

8136

18.89

12792

28.22

422

1.02

2720

6.77

5800

13.34

823

4.16

35188

82.12

5M

edak

4468

10.22

250

0.36

2467

5.79

10791

26.59

17874

40.86

486

1.33

4736

13.13

7499

21.78

2831

14.25

51402

134.30

6N

alg

on

da

5587

12.55

83

0.11

1435

3.26

15746

37.05

11461

25.51

1062

2.58

2948

7.02

6570

14.71

826

4.17

45718

106.97

7N

izam

ab

ad

7443

17.27

119

0.15

2265

5.33

7372

18.31

21191

48.56

572

1.66

6402

18.23

9469

28.51

3074

15.45

57907

153.49

8R

an

ga

Red

dy

2825

6.31

205

0.28

1299

3.02

4005

9.70

4936

10.89

357

0.90

2949

7.35

6204

15.19

526

2.67

23306

56.32

9W

ara

ngal

5758

13.35

230

0.32

2330

5.49

13813

35.52

14492

32.96

561

1.55

4995

14.11

8181

24.53

3310

16.76

53670

144.60

Tota

l4

46

02

10

1.3

41

39

01

.89

17

23

54

0.1

58

13

23

20

4.2

11

29

90

32

94

.78

51

45

14.0

438159

105.5

45

67759

189.1

413498

68.0

0399014

1019.1

0

1A

dil

ab

ad

417

0.86

25

0.04

207

0.45

689

1.78

1285

2.80

57

0.14

450

1.12

912

2.08

22

0.11

4064

9.35

2K

ham

mam

590

1.24

20

0.02

150

0.33

494

1.13

853

1.63

36

0.11

686

1.60

1467

3.42

193

0.98

4489

10.44

3W

ara

ngal

22

0.04

00.00

25

0.05

46

0.10

58

0.13

50.01

40

0.09

81

0.21

00.00

277

0.64

Tota

l:1

02

92

.14

45

0.0

53

82

0.8

31

22

93

.00

21

96

4.5

59

80.2

61176

2.8

12460

5.7

0215

1.0

98830

20.4

4

SE

RP

Tota

l:4

56

31

10

3.4

81

43

51

.94

17

61

74

0.9

78

25

52

20

7.2

11

32

09

92

99

.34

52

43

14.3

039335

108.3

54

70219

194.8

45

13713

69.0

9407844

1039.5

4

1A

dil

ab

ad

311

0.68

51

0.06

84

0.18

467

1.07

1966

4.49

229

0.53

1399

3.20

2656

6.07

00

7163

16.27059

2K

ari

mn

aga

r147

0.35

11

0.01

72

0.18

158

0.38

193

0.45

659

1.61

1272

3.16

1845

4.54

00

4357

10.68364

3K

ham

mam

239

0.52

11

0.02

63

0.14

499

1.19

260

0.60

169

0.38

1547

3.67

2642

6.25

00

5430

12.76882

4M

ah

ab

ub

na

ga

r55

0.11

30.00

20.00

14

0.03

67

0.13

15

0.03

232

0.47

208

0.43

00

596

1.215648

5M

edak

307

0.76

10

0.01

174

0.42

561

1.40

638

1.58

276

0.68

1928

4.80

2299

5.75

00

6193

15.38918

6N

alg

on

da

87

0.19

40.01

14

0.03

417

1.00

180

0.40

143

0.32

1450

3.28

2995

6.95

00

5290

12.17602

7N

izam

ab

ad

136

0.28

94

0.12

30

0.07

137

0.29

209

0.43

90

0.20

907

1.93

570

1.26

00

2173

4.578991

8R

an

ga

Red

dy

54

0.12

10.00

31

0.08

144

0.32

362

0.83

50.01

32

0.08

411

0.95

00

1040

2.38392

9W

ara

ngal

1014

2.26

372

0.52

203

0.47

1088

2.57

822

1.72

831

1.95

6154

14.95

3820

8.93

00

14304

33.36684

ME

PM

AT

ota

l:2

35

05

.27

55

70

.75

67

31

.57

34

85

8.2

54

69

71

0.6

32

41

75.7

014921

35.5

317446

41.1

40

046546

108.8

336

Gra

nd

Tota

l:4

79

81

10

8.7

41

99

22

.69

18

29

04

2.5

48

60

37

21

5.4

51

36

79

63

09

.96

76

60

20.0

154256

143.8

987665

235.9

913713

69.0

9454390

1148.3

7

Am

ou

nt

inC

r.

S.N

oD

istr

ict

Na

me

Ed

uca

tio

nS

mall

Bu

sin

ess

Hea

lth

/E

mer

gen

cy

Nee

ds

Ma

rria

ge

Act

ivit

ies

All

ied

to

ag

ricu

ltu

reA

gri

cult

ure

Dair

y

DP

MU

Tota

l

ME

PM

A

TP

MU

Sel

fE

mp

loyed

-

Ind

ust

ry

Sel

fE

mp

loyed

-

Ser

vic

e

Table10:D

istrictwise

Purposewise

Loan

disbursementreportfor

FY2015-16

(Rs.Cr.)

Sthree Nidhi68

Table11:D

istrictwise

SocialCategoryReportaso

nFY

2015-16


Dem

an

dC

oll

ecti

on

Over

du

eR

ecover

y%

Dem

an

dC

oll

ecti

on

Over

du

eR

ecover

y%

Dem

an

dC

oll

ecti

on

Over

du

eR

ecover

y%

1A

dil

abad

1828.2

61820.4

28.1

0100

2184.4

12150.9

633.4

598

3637.6

93605.2

532.4

499

2K

arim

nag

ar3786.6

33737.7

849.7

499

6388.5

36263.2

7125

.26

98

12955.9

912852.8

9103.1

199

3K

ham

mam

1786.4

51751.8

434.6

298

2145.5

72059.3

686.2

296

3057.6

82945.3

3112.3

696

4M

ahab

ubnag

ar811.0

2808.6

52.6

5100

1871.2

41858.1

713.0

799

4601.5

84561.1

140.4

799

5M

edak

3466.2

93459.9

26.3

7100

4894.1

44863.8

530.2

999

8994.4

38983.7

910.6

4100

6N

algon

da

1978.2

41963.1

415.0

999

3073.4

33033.0

046.3

399

6874.6

76770.3

4104.3

498

7N

izam

abad

3189.9

83189.3

51.4

8100

7639.1

47619.3

819.7

6100

11086.9

411059.7

027.2

4100

8R

anga

Red

dy

1767.7

71761.4

36.3

4100

2503.8

52439.3

364.5

297

3124.8

03038.0

686.7

497

9W

aran

gal

3985.5

83951.0

134.9

999

7200.0

77082.1

9117

.88

98

10305.3

810136.0

8169.3

098

22600.2

222

443.5

6159.3

899

37900.3

737369.5

1536.7

699

64639.1

663952.5

3686.6

399

1A

dil

abad

528.5

6516.7

511.8

198

447.5

3432.7

914.7

497

535.2

8519.2

316.0

497

2K

ham

mam

624.7

3583.2

241.5

193

589.8

1538.4

151.4

191

858.3

0799.3

358.9

793

3W

aran

gal

10.1

28.3

51.7

783

4.8

14.4

20.4

992

3.4

22.4

40.9

772

Tota

l:1163.4

11108.3

255.0

995

1042.1

5975.6

266

.63

94

1396.9

91321.0

175.9

995

23763.6

323

551.8

8214.4

799

38942.5

238345.1

2603.4

098

66036.1

665273.5

4762.6

299

1A

dil

abad

28.8

628.2

60.5

998

450.4

6447.0

06.7

599

940.8

3920.9

619.8

798

2K

arim

nag

ar124.8

3121.6

23.2

097

222.2

0221.0

03

.44

99

394.2

7386.8

57.4

398

3K

ham

mam

346.0

1345.8

90.1

2100

623.2

6617.0

014.0

499

747.7

7744.7

13.0

6100

4M

ahab

ubnag

ar33.9

933.9

90.0

0100

210.8

6210.3

40.5

2100

5M

edak

5.9

85.9

80.0

0100

56.6

656.6

60

.11

100

728.1

1727.4

30.6

8100

6N

algon

da

1.5

21.5

20.0

0100

158.2

2157.0

01

.25

99

742.8

3722.3

320.5

097

7N

izam

abad

86.3

484.5

11.8

398

246.3

3245.0

02.8

699

441.0

2437.6

63.3

699

8R

anga

Red

dy

35.2

534.7

70.4

799

132.1

4131.0

02.6

599

136.6

0131.5

95.0

096

9W

aran

gal

85.7

985.3

10.4

899

232.3

7231.0

06.5

699

1905.9

21868.4

437.4

898

Tota

l:714.5

7707.8

76.7

199

2155.6

42139.6

537.6

699

6248.2

26150.3

197.9

198

Gra

nd

Tota

l:24478.2

024259.7

4221.1

899

41098.1

640484.7

7641.0

699

72284.3

771423.8

5860.5

299

Am

ou

nt

inL

ak

hs

Tota

l:

2013-1

42014-1

5

Gra

nd

Tota

l:

TP

MU

ME

PM

A

2015-1

6

SE

RP

DP

MU

Dis

tric

tS

.No.

Table12

(a):Districtwise

Repaymentp

erform

ance

for3

years

Sthree Nidhi70

Ou

tsta

nd

ing

in

NP

A

To

tal

Ou

tsta

nd

ing

NP

A(%

)O

uts

tan

din

gin

NP

A

Tota

l

Ou

tsta

nd

ing

NP

A(%

)

1A

dil

abad

23

93

85

44

26

73

38

03

0.5

64205025

945752914

0.4

4

2K

arim

nag

ar5

76

02

47

14

99

45

77

57

0.3

84801547

2872171274

0.1

7

3K

ham

mam

12

26

23

81

42

42

35

51

22

.89

14811936

798430243

1.8

6

4M

ahab

ub

nag

ar1

36

13

76

51

32

85

24

50

.27

3592539

976453342

0.3

7

5M

edak

15

52

90

29

85

13

50

91

0.1

6800881

1750094248

0.0

5

6N

algond

a2

46

70

97

77

85

97

98

50

.32

6288115

1402793871

0.4

5

7N

izam

abad

29

15

94

12

65

05

83

45

0.0

21032521

1894118082

0.0

5

8R

anga

Red

dy

62

61

31

13

00

51

15

06

2.0

87166062

628409414

1.1

4

9W

aran

gal

80

50

65

51

09

08

43

74

90

.74

13993902

2001820220

0.7

0

40

40

14

17

72

83

85

89

93

0.5

556692528

13270043608

0.4

3T

OT

AL

S.N

oD

istr

ict

20

14

-15

2015-1

6

Table12

(b):Districtwise

NPA

positionfor2

years

Amt(Rs.)


TR

IGP

Non

-TR

IGP

Tot

alW

orki

ngT

RIG

PN

on-T

RIG

PT

otal

TR

IGP

Non

-TR

IGP

Wor

king

TR

IGP

1A

dila

bad

2151

7215

15

60

50

6242

1

2K

arim

naga

r22

159

181

903

2326

1887

1544

355

3K

ham

mam

3877

115

285

813

413

385

685

4M

ahab

ubna

gar

5310

415

732

38

117

235

102

816

5M

edak

2454

7850

610

1611

3710

139

2

6N

algo

nda

3712

716

415

23

57

45

148

917

7N

izam

abad

2610

413

015

010

101

141

106

6859

4

8Ra

nga

Redd

y42

111

153

63

36

00

014

810

785

22

9W

aran

gal

4660

106

127

411

75

483

7562

4

309

847

1156

263

3074

104

5518

843

791

576

206

56

Dis

tric

t

Tot

alN

umbe

rof

BC

Poin

tsN

oof

OSS

Cen

ters

Lau

nche

dV

LE

sto

be

iden

tifie

d

VL

Es

iden

tifie

d

VL

Es

Tra

ined

Tot

al

Pend

ing

Loc

atio

nsS.

No

No

ofex

istin

gB

Cpo

ints

Tableno

13:D

istrictWise

VLE

Points

Sthree Nidhi72

S.No. Training Programs, Workshops conducted No of Participants Level

1 SNRP Review meeitng 1519 DISTRICT

2 VO Workshops 2064 DISTRICT

3 Staff Review meeting 982 DISTRICT

4 Trainings for VLES 762 DISTRICT

5 Video Conference 500 State

6 District / Zonal level Review meeting Staff 262 DISTRICT

7 IKP Staff review meeting 344 DISTRICT

8 MD Sir Review meeting with IKP staff & Streenidhi staff 600 STATE

9 Stree Nidhi - Staff Induction 50 STATE

10 Induction on Stree Nidhi Social Audit for CARPS & TS -SSAAT 22 STATE

11 Training cum workshop on Social Audit 35 STATE

12 CARPs Review cum workshop 16 STATE

g p

Table no 14: Training particulars of Stree Nidhi


Abbreviations

AC Area Coordinator

APM Assistant Project Manager

BC Business Correspondent

CARP Community Audit Resource Person

CC Cluster Coordinator

CUG Closed User Group

DBT Direct Benefit Transfer

DDCF Dairy Development Cooperative Federation

DRDA District Rural Development Agency

EC Executive Committee

EKYC Electronically Know Your Customer

FSS Finacial Self Sufficiency

GOI Government of India

GPRS General Packet Radio Service

HLP Household Livelihood Plan

IGA Income Generation Activity

ITDA Integrated Tribal Development Agency

IVRS Interactive Voice Response System

IWMP IntigratedWatershed Management Programme

MACS Mutually Aided Cooperative Societies

MC Managing Committee

MEPMA Mission for Elimination of Poverty in Municipal Areas

MFI Micro Finance Institution

MIS Management Information System

MS Mandal Samakhya

NABARD National Bank for Agricultural and Rural Development

NEFT National Electronic Fund Transfer

NPA Non Performing Asset

NREGA Nation Rural Employement Gurantee Agency

NRLM National Rural Livelihood Machine

Sthree Nidhi74

OSS Operational Self Sufficiency (Ratio)

OSS One Stop Shop

PMJDY Prime Minister Jan Dan Yojana

PMJJBY Pradhan Mantri Jeevan Jyoti Bima Yojana

PMSBY Pradhan Mantri Suraksha Bima Yojana

PSSK Palle Samagra Seva Kendralu

RBI Reserve Bank of India

RTGS Real Time Gross Settlement

SBI State Bank of India

SCSP Scheduled Caste Sub Plan

SDG Sustainable Development Goals

SERP Society for Elimination of Rural Poverty

SFB Small Finance Bank

SHG Self Help Groups

SLF Slum Level Federation

SNRP Stree Nidhi Resource Person

TCS Tata Consultancy Service

TLF Town Level Federation

TMC Town level Mission Coordinator

TRIGP Telangana Rural Inclusive Growth Project

TSP Tribal Sub Plan

TSPs Technical Service Provider

TSSAAT Telangana Society for Social Audit , Accountability and Transparency

UPI Unified Payment Interface

URL Uniform Resource Locater

VLE Village Level Entrepreneur

VLR Vaddi Leni Runalu (Interest Subvention)

VO Village Orginisation

ZS Zilla Samakhya

Sthree Nidhi Credit Co-operative Federation Ltd. Nidhi... · MESSAGE Stree Nidhi Credit Cooperative...

Documents

Transcript of Sthree Nidhi Credit Co-operative Federation Ltd. Nidhi... · MESSAGE Stree Nidhi Credit Cooperative...