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Study on potential of Micro financing to the SHGs/VDCs through development of community finance organization (CFOs) in selected districts of MPDPIP
(Project report submitted in partial fulfilment of Post Graduate Diploma in Forest
Management)
This is to certify that the Project Report entitled Study on potential of Micro Financing to the SHGs/VDCs through development of community finance organization (CFOs) in selected districts of MPDPIP done by Ms Navneet Thind (PFM 2009-2011) for MPDPIP is an original work. This has been carried out as Summer Internship under my guidance for partial fulfilment of Post Graduate Diploma in Forest Management at Indian Institute of Forest Management, Bhopal.
I, Navneet Thind, do hereby declare that the project entitled Study on potential of Micro Financing to the SHGs/VDCs through development of community finance organization (CFOs) in selected districts of MPDPIP is an original work. The contents of this project report reflects the work done by me during the Summer Internship component of the Post Graduate Diploma in Forest Management of the Indian Institute of Forest Management, Bhopal from 5th April 2009 to 11th June 2009 with MPDPIP.
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MPDPIP is a large poverty-alleviation programme, started in 2000, that now covers over 5000 selected villages in 14 districts of Madhya Pradesh. The MPDPIP is an ambitious project of the Government of Madhya Pradesh aimed at combating poverty through empowering the people and by improving the governance. It is funded by World Bank. Initially in MPDPIP-I (2001-2008) about 3000 villages of 53 blocks of 14 districts of the State were covered to bring change in the social and economic status of the vulnerable poor people. Members from the targeted family formed the Common Interest Group (CIG) on the basis of common activity. Project Facilitation Team (PFT) at a sub-block level was set up in a cluster of 30-40 villages. It was a multidisciplinary team with experts of various subjects. Continuous training, guidance and solutions to problems have been given by the PFT to CIGs of their working area. Village Development Committees (VDC) were formed by organizing the members of the CIG at village level. The flow of fund was then from project to DPSU to CIG. MPDPIP-I was quite successful in achieving its objectives to some extent. After completion of MPDPIP-I in 2008, the implementation of MPDPIP-II is started in 2009. It is a five year project. It is different from MPDPIP-I in the many aspects like that in MPDPIP-I, CIGs were formed while in MPDPIP-II, SHGs are being formed. Also there is a basic difference between the approaches of these two phases, like in the MPDPIP-I all the money was given to CIG members as grant but in MPDPIP no money is being provided as a grant to SHG members. In MPDPIP-II first the SHGs are formed and then the matured SHGs are federated into next hierarchal structure i.e. VDC, a village level organization. At least three mature SHGs are required to form a VDC. After this when VDC gets mature enough, then a cluster level organization called CFO is proposed to be formed that will be the federation of 30-40 VDCs at cluster level. One member of the working committee of VDC will be a member of CFO. The total cost of project is $110 Million. The study was aimed to provide the information about the current status of the project in two districts i.e. Shivpuri and Rajgarh. For this purpose both the primary as well as secondary data was collected. Both types of data was collected to assess the quantity and quality of SHGs and VDCs that were formed before March 2010 and to know the extent of micro financing being done at the SHG and VDC level till March 2010.To collect the primary data regarding the current status of MPDPIP-II, the sampling was done to select the target audience. Then various tools like questionnaire, interview and observation were used to collect the information. The target audience for the questionnaire was SHG 1
ACKNOWLEDGEMENT
I express my sincere gratitude to Mrs. Anju Bhadoria (Administration coordinator, MPDPIP) and Prof. H. P. Dikshit (Director General, School of Good Governance and Policy Analysis) for providing me an opportunity to work on this project. I am very grateful for their constant support and guidance throughout the duration of the entire project. I express my sincere thanks to Dr. R. B. Lal (Director, Indian Institute of Forest Management) and our present summer internship coordinator, Mr. CVRS Vijay Kumar (Faculty, Indian Institute of forest Management) for their guidance and support. I also express my thanks to Prof. P. K. Biswas (Faculty Indian Institute of Forest Management, Bhopal) and Mr. Amit Singh (Microfinance Coordinator) for their encouragement and guidance. Lastly, I thank my parents, family members and friends for their constant support in my endeavour.
(Navneet Thind)
APDPIP APMAS APRPRP CBO CFO CIF CIG DPMU IKP JLG MFI MIS MPDPIP MS MYRADA NABARD NGO NWF PFT PRADAN SAPAP SBLP SGPA
Andhra Pradesh District Poverty Initiative Project Andhra Pradesh Mahila Abhivruddhi Society Andhra Pradesh Rural Poverty Reduction Program Community Based Organization Community Finance Organization Common Investment Fund Common Interest Group District Project Management Unit Indira Kranthi Patham Joint Liability Group Micrifinance Institutions Management Information System Madhya Pradesh District Poverty Initiatives Mandal Samakhya Mysore Resettlement and Development Agency National Bank for Agriculture and Rural Department Non Governmental Organization National Women Fund Project Facilitating Team Professional Assistance For Development Action South Asia Poverty Alleviation Project SHG-Bank Linkage Program School of Good Governance and Policy Analysis
SHG
Figure 1: Project area of MPDPIP ...................................................................................................... 8 Figure 2: Conceptual framework of IKP .......................................................................................... 25 Figure 3: Financing model of IKP [Source- (Rani, 2008)] ................................................................ 26 Figure 4: Sources of Income ............................................................................................................ 36 Figure 5: Demand of Loan for Various Activities............................................................................. 37 Figure 6: Proposed structure of a CFO ............................................................................................. 41 Figure 7: Financial Model after development of CFOs ..................................................................... 42
1.1.1Vision:
The DPIP is an ambitious project of the Government of Madhya Pradesh aimed at combating poverty through empowering the people and by improving the governance.
1.1.2 Mission:
MPDPIP wants to provide sustainable livelihoods to extremely poor people residing in the selected fourteen districts of the project. It also includes establishment of self-governed community organisations like CFOs that may become able to meet expenses of all the community members at their own but in a sustainable manner. For this, it is essential to follow certain things like: o To empower the active groups of disadvantaged people. 8
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1.2.1 Background
The report mainly focuses on the certain aspects of ongoing project of MPDPIP i.e. MPDPIPII. It aims to study the potential of micro financing to the SHGs/VDCs through development of
community finance organization (CFOs) in Shivpuri and Rajgarh districts of MP. It is also mentioned earlier that in MPDPIP-II first the formation of SHGs takes place and then that of the VDCs. The beneficiaries involved in this project i.e. in MPDPIP-II are mainly SHG members. They get the required financial assistance either from their respective SHG savings or from the project fund through VDCs. Sometimes they require more money that is beyond the scope of the project, they do not have any resources. So the report targets to explore certain options for them in this regard. One option is the formation of CFO. CFO is projected to be the organization of 30-40 VDC at cluster level. Only one member of a VDC will be a part of the CFO.
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S.No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Districts. Damoh Sagar Shivpuri Panna Rewa Sidhi Chhatarpur Tikamgarh Raisen Vidisha Narsinghpur Rajgarh Shajapur Guna TOTAL
Panchayats 124 188 308 228 642 362 206 294 122 154 249 392 179 342 3790
As mentioned earlier that the duration for the implementation of MPDPIP-II is five years, so accordingly phase wise targets for the project are framed for the project as mentioned following table. in the
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Establishment Kendra
of
5000
5000 5000
40000 60000
1.2.2 Objectives:
The deliverables for the project include: To assess the current status of Self Help Groups and Village Development Committees and to ascertain whether these are mature enough to form a CFO. If not then to ascertain the status for them to form a CFO. To propose a structure and framework for CFOs.
To establish the relationships among the SHGs, VDCs and CFOs specifically to ascertain the fund flow between them.
To recommend the steps that the project should follow to promote CFOs.
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MFIs can be nongovernmental organizations (NGOs), savings and loan cooperatives, credit unions, government banks, commercial banks, or nonbank financial institutions. The people who require the micro finance are typically self-employed, low-income entrepreneurs in both urban and rural areas. Clients are often traders, street vendors, small farmers, service providers (hairdressers, rickshaw drivers), and artisans and small producers, such as blacksmiths and seamstresses. Usually their activities provide them stable source of income (often from more than one activity). Although they are poor, they are generally not considered to be the "poorest of the poor." (Ledgerwood, 1999)
The group promotion process is long and the poor have to wait for long periods. The amounts available in the beginning are very small and all the members cannot take loans at the same time.
The functioning of the group relies completely on group dynamics which are very difficult to build in.
Conflicts arise on seemingly trivial reasons which can lead to the break-down of the group and it is difficult to rebuild it.
Despite these few disadvantages SHG still is a popular model for micro finance in India.
The table given below shows the Progress of SHG bank linkage program in India.
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Year
change
1992-03 1993-04 1994-05 1995-06 1996-07 1997-08 1998-09 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
255 620 2,122 4,757 8,598 14,317 32,995 114,775 263,825 461,478 717,360 1,079,091 1,618,456 2,238,565 2,924,973 143 242 124 81 67 130 248 130 75 55 50 50 38 31 57 193 481 1,026 2,049 3,904 6,900 11,398 18,041 136 288 545 1,023 1,855 2,996 4,498 6,643
S.No 1 2 3 4 5
AGENCY Zilla Panchayat Rajiv Gandhi Watershed Mission Mahila Bal Vikas Padhana Badhana Andolan NGOs/Bank Total
Both the central and state governments have been implementing a number of development schemes in MP. Some of these schemes have a credit component, and aim at poverty alleviation by providing affordable credit to poor households. It is envisioned that when deployed in viable enterprises (individual as well as group-based), this financial support will reap incomes that will enable the beneficiaries to access a basket of goods and services (including the nutritional minimum) to fulfil their basic subsistence needs. The various schemes include Swarnajayanti Gram Swarozgar Yojana (SGSY), Pradhan Mantri Rozgar Yojana (PMRY), Swarna Jayanti Shahri Rozgar Yojana (SJSRY), Margin Money Scheme of Khadi Village and Industries Commission (KVIC), Special Schemes for Women and SC/STs and many more schemes. 19
Mutual Benefit MFIs (Mutually Aided Cooperative Societies (MACS) and similarly set up institutions) For Profit MFIs (Non-Banking Financial Companies)
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2) Inability to Address the Larger Issues: Though SHGs have contributed to social issues like women's mobility, interactions with the outside world, access to financial resources, and leadership qualities, to some extent they are unable to address the issues like women empowerment and social and gender equity.
3) Promoters Limitations: Any outside agency has limitations to get involved in community development work perpetually and at an ever increasing scale. The limitations include staff, financial resources, etc. Further facilitation by outside agencies is more expensive. As a result the promoters reduce their level of support at some point of time. This results in the quality of SHGs is coming down with age. Even in new areas, where the program is implemented in a target-oriented approach quality is suffering.
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3.4.1 Financial Support Services: The main objective of federation is to make the required
fund available for its federated SHGs. The finance related activities may include: a) To provide the life and loan insurance services to SHG members. To arrange these services at SHG level is not feasible. b) To provide credit, especially multiple credit line. c) To provide savings facilities, especially voluntary savings.
3.4.2 Non-Financial support services: The non financial activities can include one or more
of the following activities: a) Training and hand holding in book-keeping and accounting. b) Direct provision of accounting services. c) Ongoing quality monitoring. d) Periodic grading or quality assessment. e) Annual auditing. f) Conflict resolution and problem solving within and between groups. g) Promoting new groups. i) Awareness building and advocacy of social issues. j) livelihood promotion activities if the funding is available (Ghate, 2008).
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Community Investment Fund (CIF): The Community Investment Fund is one of the most key components of IKP Project. CIF funds come from the SGSY scheme. Earlier CIF was also funded by world bank when it was known as APDPIP (2000-2006).The CIF provides resources to the poor communities for use as means to improve their livelihoods. This component supports the communities in prioritizing livelihoods needs by investments in sub-projects proposed and implemented by the community (SHGs / V.Os / Mandal Samakhyas (MS) and other Common interest groups). There are three types of subprojects namely (a) Income Generation, (b) Productive physical infrastructure and (c) Social development. The bulk of the C.I.F budget is for income generation. Out of the total IKP project budget, CIF is the most important component that determines the level of employment generation for the poor. CIF acts as a catalyst in capital formation at all levels including SHG, VO and MS and offers great leverage for raising bank funds. Under micro plan based intervention strategy, CIF is a loan from MS to VO and from VO to SHG for implementing micro plans of SHGs, collective marketing and food security initiatives. However, it is a grant to VO in case of implementing social development and infrastructure development activities. District Project Management Unit (DPMU) releases the CIF to Mandal Samakhyas in installments up to their mandal entitlement. 26
Key features of the micro planning process: Mandal Samakhya (MS) as the Sub-project Implementing agency (SPIA) support Village Organizations (VOs) for implementing their micro plans and assume the responsibility of appraisal, sanction and disbursement, follow up, monitoring, recycling of recovered CIF, procurement etc. MS itself implement certain activities on its own which have influence on more than one village (for example food security and marketing interventions taken up, social development activities and Physical infrastructure created for the benefit of more than one village). Zilla Samakhya (ZS) is the SPIA for activities, which have influence on more than one mandal, for example, insurance. The grassroots level organization is the SHGs. Two members from each SHG are part of the village organization. About 200 SHGs comprise the village organization. The village organization is at the level of the panchayat. . The village organizations are coordinated by Mandal Mahila Samakhyas. The Mandal Mahila Samakhya is the basic financial agency. Federation of Mandal Mahila Samakhya is the Zilla Samakhya. Some funding goes through the Zilla Samakhya but most go through Mandal Samakhya. The Mandal Mahila Samakhya and Zilla Mahila Samakhya are funded by DRDA for institution building. Assistant project manager is a facilitator for two Mandal Mahila Samakhyas. The Assistant project manager also attends VOs meetings occasionally. At the Zilla Mahila Samakhya, there is a Zilla Manager. A Community Coordinator is appointed for about 10-12 village organizations. DRDA has area coordinators or assistant project officers (APO) at the block level. Usually about 5 Mandals are covered by the APO. The APO attends all the 5 or 6 MMS meetings. They help in facilitating these meetings. They explain the policies and rules and also schemes. The area coordinator who is an APO reports to the project director. The area coordinator has an office cum residence at one of these locations. The role of Mandal Development Officer is very limited. The community facilitator is the one who certifies in most situations. Services of Village Organization: To encourage the SHGs to take up the social issues To provide financial support to members through SHG by extending loan To provide required technical training for livelihood activities To identify and train personnel for SHGs & VOs for book keeping Continuous monitoring through Committees
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Name District
of Name Block
Total number
selected
Shivpuri
Pichchore
Pichchore
10
20
Bhauti
10
20
20
40
Rajgarh
Biaora
Barkheda
10
20
20
40
Dhakora
10
20
20
40
Total
40
80
80
160
Shivpuri
53 349 9 4
Rajgarh
89 771 14 5
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4.3.1 Questionnaire:
As a part of quantitative data collection, a set of questionnaire was prepared and accordingly data was collected from the members of SHGs and VDCs. The questionnaire was pretested and due care was taken to wipe out all the hypothetical words and anomalies.
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4.4 Constraints:
There were various reasons due to which adequate sampling could not be done and so a sufficient number of target people could not be covered. o The summer season was a big constraint due to which only limited number of SHGs and VDCs were visited. o The accessibility was another reason. Most of the villages were located in very remote locations as compared to city that resulted in the field visit to few villages only. Also because of this reasons the convenient sampling was used instead of random sampling for selecting the villages which were to be covered. o o The lack of proper and timely conveyance also proved to be a reason. Time required to interact with the respondents was not sufficient as they were supposed to be busy the whole day in their work. Sometimes they were not available even to interact. They were free only in the morning to fill the questionnaires.
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613750 736405
Total amount loan given to SHG member's by SHG (Rs.)
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162686 144550
Actual amount collected (Principal) (Rs.)
591855
Total Amount out standing (Principal) (Rs.)
24636
Amount in arears (Principal due but not received) (Rs.)
7087
Interest Amount to be collected in current month (Rs.)
1095
Interest (overdue) to be collected (Rs.)
7737
Total interest to be collected (Rs.)
5794
Actual Interest Amount Collected (Rs.)
89%
Repayment Rate (%)
The loan repayment details of SHG are given in following table: Table 11: Loan repayment details of SHGs
From SHG to VDC (for March 2010) Amount (principal) to be collected in current month (Rs.) Shivpuri Rajgarh
75561 77810
Actual amount collected (Principal) (Rs.)
535940
Total Amount out standing (Principal) (Rs.)
3651
Amount in arears (Principal due but not received) (Rs.)
3150
Interest Amount to be collected in current month (Rs.)
-45
Interest (overdue) to be collected (Rs.)
3105
Total interest to be collected (Rs.)
3185
Actual Interest Amount Collected (Rs.)
100%
Repayment Rate (%)
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Source of Income
5% 5%
20%
From the given pie-chart it can be easily concluded the most of the community members are dependent on agriculture activities for their livelihood. After then it is the number of labourers which dominates. However, more than half of the labourers are dependent on agricultural activities for their income. Very few are involved in industry and marketing related activities. From this data it can be concluded that MPDPIP-II should consider farmers as its priority and so provide more infrastructure to them.
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20% Consumption Activities(Regular Basis) 50% Income generation Activities Other Consumption Activities 30%
The chart clearly shows that the demand of loan is very much dominated by the consumption activities like food, health, medicines etc. It is so because most of the community members in the state are so poor that they do not even have money to get good food and health services. After consumption, second category is of income generation activities. In income generation the major part of loan is required for agriculture activities like agriculture inputs or equipments, development of irrigation facility, agriculture land improvement. Under income generation other activities like dairy, poultry and animal husbandry are also included. Apart from these loan is also being provides to start a 37
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o Big and Powerful: To have a greater voice in the development of a local area. It is a fact that
when small things are joined, then they become more powerful and effective. Same is the case with VDCs, when the village level federations will form a cluster level organization i.e. CFO, then they will have stronger, greater and louder voice which will reach in all the directions. The banks and other big funding agencies will also listen to them and can provide loans and insurance on the demand of these people.
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establish a CFO. They can also help them in sustaining the CFO, if required.
General Body
Executive Body
PFT
President Vice president Secretary Two bank signatories
Various committees
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CFO
Demand for Loan/Funds
VDC
Apna Kosh
Flow of Funds
SHG Member
SHG
SHG Member SHG Member
SHG Savings
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8.1 For ascertaining the Status of SHGs and VDCs to form a CFO:
Since the CFO will be a federation of VDCs, so it is essential to ascertain the status of VDCs to form a CFO. One more thing which is to be kept in mind while deciding the status of VDCs to form a CFO is that ultimately CFO will be governed by the selected members of VDCs. The various things which can be suggested in this regard are as follows. o Capacity Building of community members: It is an essential requirement which needs to be fulfilled before starting the formation of CFO. o o Awareness: CFO can be formed only when all the members are clear about its objectives. Training and Knowledge: These two are very much essential from the point of view of governance. As governance of a CFO will be in the hands of some selected community members, so they must have some skills regarding this. Training regarding administrative work is very important because it is assumed that community will be solely responsible for running the administration department. o Self Dependence: The members should become self dependent so that can take their own decisions and can contribute their best for making the CFOs a successful federation. o Sense of Responsibility and Belongingness: The community members initially do not realize their responsibilities for the federation, so they must be given some tasks to develop a sense of responsibility in them. Like their sense of responsibility can be checked by monitoring their presence in the regular SHG meetings and VDC meetings. Also in a CFO, various villages will come together to achieve some common goals, so some sense of belongingness should be developed between the people of all these villages. o About 80-90 percent VDCs should be formed: Since the CFO will be a federation of 30-40 villages at the cluster level, so at least 80-90 percent VDCs in that particular cluster should be formed.
1) Different repayment schedule for agriculture based people: From the observations it is clear that the about 70% of the community members are dependent on agriculture activities. The income generated by people in this sector is dependent on the season of cultivation, it cannot be earned monthly. So they should be given some leverage regarding the repayment of the loan, like they should be asked to repay only a small part of the principal amount along with a minimal interest amount on monthly basis while major portion of the loan should be taken back at the end of any productive season. 47
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Name: Age: 1. How many members are in your SHG? a) 10-13 b) 14-17 c) 18-20
Village:
2. Which type of activity are you involved in? a) Agriculture based activity b) Labour c) Industry or Marketing d) Any other
3. For what purpose loan is required? a) Production/income generation. b) Consumption. c) Any other need like marriage etc.
If yes then, 5. How many SHGs are involved in your concerned VDC? a) <15 b) 16-25 c) 26-35 d) >36 6. Does any loan is provided by VDC till now? If yes then how much? 51
9. What is the repayment period? a) <6 months b) 6-12 months c) 12-24 months d) > 24 months
10. What is the gap created i.e. difference between the loan you get and that you actually require for any of the activities? a) <1000 b) 1000-4999 c) 5000-10000 d) >10000
11. Are you able to fill this gap from somewhere i.e. whether you take loan from elsewhere? a) Yes b) No 12. If yes (in Q.7), then from where? a) Banks b) MFIs c) Relatives d) Any other 52
14. Whether you need to mortgage something against the loan in the above case? (what) a) Yes b) No
14. What are the average savings of your SHG? a) <100 b) 100-499 c) 500-999 d)>1000
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District: Gender:
3. Whether all the VDC members turn up in all the meeting? a) Yes b) No
4. If no in Q.3, then Why? a) Personal reasons b) Distance is a problem c) Do not give it much importance d) Any other
5. How many SHGs are involved in your concerned VDC? a) <30 b) 31-40 c) >40
6. At what rate of interest VDC provides loan to SHGs? a) <5% b) 5-10% c) >10%
7. For what purpose/reasons the loan is required by SHGs? a) Production/Income generation b) Consumption c) Both of them (then what is the ratio between the two) 54
8. What is the recovery rate, if the loan is provided till now? a) <80% b) 81-90% c) 91-95% d) >95%
9. Where is the repayment period? a) <6 months b) 6-12 months c) 12-24 months d) > 24 months
10. Whether VDC is able to fulfil the needs/requirement of all the SHGs or SHG members? a) Yes b) No 11. If not, then what is the excess demand or gap is created (on an average)? a) <5000 b) 5000-10000 c) >10000
12. What is the maximum monetary requirement that a VDC can fulfil for a family with the help of project fund (approx)? a) 5000 b) 10000 c) 15000 d) 20000
13. What are the sources of fund for VDCs except Project, if any? a) NABARD b) Other Banks c) Any other sources
14. If there is any other source then what is the problem faced by VDC in getting the loan from external agencies? 55
15. What can be the solution of this problem (in Q.14)? a) To provide a legal status to VDCs b) To create an organisation like CFO.
16 Whether there is any need of CFOs? a) Yes b) No 17. If Yes in Q.14, then why? Or what are the benefits? a) To fill the gap b) Less cost and less time required but more clients are covered c) Centralized body d) VDCs no more need to contact any other organization for financial assistance e) Any other.
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o Objectives and targets to be achieved in the district under the MPDPIP-II. o Current scenario of project in the districts i.e. how many targets were achieved at the time of discussion. o About the producer companies formed during MPDPIP-I and MPDPIP-II. o Other projects implemented in the state. o Status of SHGs and VDCs formed in the state. o Present scenario of micro finance in the project. o Institutional structure of MPDPIP. o Conceptual framework of MPDPIP. o Other sub projects being implemented in the state. o Need of CFOs. o Proposed structure of CFOs. o Fund flow between SHGs, VDCs and CFOs. o Functions and benefits of a CFO.
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APPENDIX-III
As the development of CFO is a very important part of this project to make it self-sustaining. So some essential steps are listed in following table for the formation and development of CFOs that are supposed to be followed by the project unit. STEPS REQUIREMENTS
STEP-1
To make the community members aware about the concept of CFOs in advance i.e. to convince those about the benefits can be derived after the formation of CFOs.
STEP-2
To Make them literate and educated, that means some initiatives should be taken to provide them education. Some part of project fund can be used for this purpose. Since CFOs have to deal with lot of funds and money to be derived from various sources, so a person need to be having some knowledge in this regard.
STEP-3 STEP-4
To help in building decision making skills in them. To help the VDC members in selecting a suitable representative, who will become a member of the CFO. Also to organise a fair election process in this regard.
STEP-5
The selected representatives of all the VDCs of a cluster will become a part of the general body of the CFO. Now next task for the project team will be to help the member of this elected general body to form a executive committee which will consist of five members-The president, The Vice President, The Secretary and The two bank signatories.
STEP-6
Now the next step will be to provide some additional training to the members of the executive committee, especially to The two selected bank signatories who will be having the responsibility to deal with lots of financial transactions. For some time the PFT member will assist them in this regard till they develop command over all these thing.
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STEP-8
After registering under Mutual Added Cooperative Society Act, a CFO can start process of financial intermediation. IN this regard the CFO will build relations with various institutions like NABARD, RMK etc. These organizations will provide funds to the CFO.
STEP-9
Various committees will be formed under the supervision of Executive Committee to take care of various departments. Like their will be one committee to monitor the VDCs, other one to take care of various subproject undergoing along the project.
STEP-10
Lastly Project team and PFT members will help in making a self governing and self sustaining body.
STEP-11
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