View
224
Download
2
Category
Preview:
Citation preview
ELECTED DIRECTORS
GOVERNMENT NOMINEE DIRECTORS
SPECIAL INVITEES
Smt. S. AnithaPresident
Smt. P. KamalaVice President
Smt. B. SwaroopaTreasurer
Smt. K. JyothiDirector
Smt. Lanka SnehaDirector
Smt. B. KavithaDirector
Smt. K. Meena Director
Smt. Gandra Lalitha Director
Smt. Cimarla Jyothi Director
Smt. G. Shyamala Director
Smt. RadhabaiDirector
Smt. Ch. Manjula Director
Sri Vikas Raj, IASPrl. Secretary, PR & RD
Sri Sandeep Kumar Sultania, IAS Secretary, Finance
Sri. M. Veerabrahmaiah, IAS Registrar of Co-operative
Societies
Sri. G.Vidya Sagar ReddyManaging Director
Stree Nidhi
Smt. Pausumi Basu, IAS CEO, SERP
Smt. T.K. Sreedevi, IAS MD, MEPMA
Sri T.C.S. Reddy CEO, APMAS
i
MESSAGE
It is a matter of great pleasure that Stree Nidhi has completed six years in the
service of SHG members enabling them to access a bouquet of financial services
aimed at poverty alleviation. The efficiency with which Stree Nidhi operates in
providing credit services at affordable rate of interest and in time is derived from the
strength of SHGs and their federations nurtured by SERP and MEPMA.
The commitment and involvement of SHGs and their federations supported by
the staff of Stree Nidhi, SERP and MEPMA with their dedicated efforts have made it
possible for Stree Nidhi to emerge as a role model and unique organisation in the
country. The way Stree Nidhi is leveraging the technology in reaching out to
unreached / under reached is exemplary.
It is also heartening that interest rate on loans charged by Stree Nidhi are
comparable to those charged by banks on their lending to SHGs and even lower in
some cases making it a cost effective model. It has reached more than 1000 villages
as Business Correspondent to banks extending banking, MeeSeva services through
BC points and Palle Samagra Seva Kendralu (PSSK) at their door steps and the
progress made is praise worthy.
Stree Nidhi needs to focus more on livelihood financing, offer credit plus
services and emerge stronger in the service of poor SHG women.
On this occasion, I wish all SHG women and their families make use of
services offered by Stree Nidhi for their well bening and wish Stree Nidhi to emerge
as a strong and vibrant financial organisation in the services of poor.
Jupally Krishna Rao
Shri Jupally Krishna Rao,Hon’ble Minister, Panchayat Raj &
Rural Development,
Government of Telangana
iii
Shri Vikas Raj, IAS
Principal Secretary, PR & RD,
Government of Telangana
MESSAGE
Development economics need innovative approaches to address poverty related
challenges. Stree Nidhi Credit Cooperative Federation Limited.,is such an innovation
and has emerged as a role model in the country providing credit and other financial
services to the poor at affordable interest rate and in time. It is a matter of pride that
the federations of SHGs have moved up in the ladder and promoted Stree Nidhi in
coordination with State Govt. for purveying financial services to the SHG members
effectively. More importantly, the role of federations in providing last mile connectivity
making Stree Nidhi a low cost credit delivery model is note worthy.
Leveraging user friendly technology coupled with robust monitoring mechanism
demonstrates the need for such institutions in the country for poverty alleviation. It is
in fitness of things that the NRLM,GoI identified Stree Nidhi as a National Support
Organisation to replicate Stree Nidhi model in other states.
It goes to the credit of Stree Nidhi as also SERP and MEPMA and their staff, who
made it possible to make Stree Nidhi a torch bearer in the country as a unique cost
effective financial services delivery system. While small finance for consumption is
necessary, there is a need for paradigm shift to finance livelihoods in a big way to
augment income of poor. Stree Nidhi has made strides in this direction and need to
further intensify those efforts, including financing Farmer Producer Organisations.
I wish all the best to Stree Nidhi and SHGs and thier Federations on this occasion.
Vikas Raj
v
Abbreviations
ABFL Agri Business Finance Limited
AGM Assistant General Manager
APGVB Andhra Pradesh Grameena Vikas Bank
BC Business Correspondent
BWR Brick Works Rating
CARP Community Audit Resource Person
CBOs Community Based Organisations
CDS Center for Development Studies
CEO Chief Executive Officer
CIF Community Investment Fund
CM Chief Manager
CRM Customer Relation Management
CUG Closed User Group
DCB Demand Collection Balance
DGM Deputy General Manager
DPR Detailed Project Report
DRDA District Rural Development Agency
DRDO District Rural Development Officer
DRP District Resource Person of TS - SSAAT
EC Executive Committee
EFMS Electronic Fund Management System
e-KYC elctronically Know Your Customer
FSS Finacial Self Sufficiency
GPRS General Packet Radio Service
H.O. Head Office
HLP Household Livelihood Plan
HR Human Resource
IGA Income Generating Activity
IHHL Individual House Hold Latrine
IT Information Technology
ITDA Integrated Tribal Development Agency
ITE & C Information Technology Electronic & Communications
IVRS Interactive Voice Response System
IWMP Integrated Watershed Management Programme
MACS Mutually Aided Cooperative Society
MAS Mahila Abhivrudhi Societcy
MC Managing Committee
MEPMA Mission for Elimination of Poverty in Municipal Areas
vi
MFI Micro Finance Institution
MIS Management Information System
MS Mandal Samakhya
NABARD National Bank for Agricultural and Rural Development
NCDC National Cooperative Development Corporation
NPA Non Performing Asset
NREGS National Rural Employment Gaurantee Scheme
NRLM National Rural Livelihood Mission
NSO National Support Organisation
NSTFDC National Scheduled Tribes Finance and Development Corporation
OSD Officer on Special Duty
OSS Operational Self Sufficiency (Ratio)
OSS One Stop Shop
PD Project Director
POP Poorest of Poor
RBI Reserve Bank of India
RM Regional Manager
ROA Return on Assets
SBI State Bank of India
SCSP Scheduled Caste Sub Plan
SERP Society for Elimination of Rural Poverty
SHG Self Help Group
SHG-BLP Self Help Group - Bank Linkage Programme
SLCC State Level Consultative Committee
SLF Slum Level Federation
SNRP Stree Nidhi Resource Person
SRLM State Rural Livelihood Mission
SVEP Start-up Village Enterprenuership Programme
TGB Telangana Grameena Bank
TLF Town Level Federation
TSIPARD Telangana State Institute of Panchayat Raj And Rural Development
TSP Tribal Sub Plan
TSSSAAT Telangana State Society for Social Audit , Accountability and Transparency
URL Uniform Resource Locater
VLEs Village Level Enterprenuers
VO Village Orginisation
ZM Zonal Manager
ZS Zilla Samakhya
vii
INDEX
Chapter Particulars Page
No. No.
PART - A
1 Micro Finance - A Policy Perspective 1-3
2 Stree Nidhi – An appropriate Solution 4-8
3 Our Support Organizations - SERP and MEPMA 9-10
4 Role and importance of SHG Federations as Last Mile 11-13
5 Stree Nidhi Organization and Management Structure 14-17
6 Mobilization of Resources 18-22
7 Loan Policy and Risk Mitigation 23-28
8 Credit Flow – Analysis 29-34
9 Robust Monitoring Mechanism – A key element 35-36
10 Social Audit as a tool to bring transparency 37
11 Financial Performance 38-44
12 Corporate Governance in Stree Nidhi 45-47
13 Digitalization of Operations for seamless functioning 48-49
14 Stree Nidhi as a Business Correspondent to Banks – 50-52
A Unique model in Telangana
15 Capacity Building of Staff and Community 53
16 New Initiatives / Policy Changes 54-56
Part – B Tables 57-79
Part – C Financial Statements 80-81
Annual Report 2015-16 ix
ix
Annual Report 2015-16 xi
xi
Stree Nidhi 1
Micro Finance - a policy perspective
Chapter - 1
1.1. It has been 25 years since NABARD
launched SHG Bank linkage programme in
the country which ushered in a great
revolution and has been a game changer in
the sphere of financial inclusion of the
unreached. As per NABARD report on satus
of Microfinance Sector 2016-17, there are
85.7 lakh SHGs in the country covering
around 10 cr. rural households penetrating
60 per cent of the rural households. The loan
amount disbursed by banks to SHGs during
the year 2016-17 was Rs. 38781.16 crore
while the total bank loan outstanding to SHGs
was at Rs. 61581.30 crore. The average loan
disbursement per group in the country in the
year was Rs. 2.04 lakh.
1.2. MFIs have been financing SHGs and
also directly financing individual clients. As
per MFIN, as on 31.03.2017, the
Microfinance industry has a total loan
portfolio of Rs. 1,06,916 crore. As on 31
March 2016, they reached out to 40 million
clients with an outstanding credit Rs. 63,853
crore. Interestingly, in the recent past MFIs
are growing fast in the states like Punjab,
Haryana, Gujarat, Himachal Pradesh, and
Uttar Pradesh, which are left uncovered by
SHG-BLP.
1.3. The potential for economic
development of unreached is immense if
microfinance and development are
considered as means and end. Poverty is
multi-dimensional and need to be addressed
holistically as economic poverty alone is not
a solution.It is also important that poor are
insulated from risks of losing earning assets
and loss of earning member in family. Thus,
microfinance is instrumental in achieving
Sustainable Development Goals of poverty
eradication by 2030 through financial
inclusion and social engineering.
1.4. An appropriate eco system is being
created by GOI through NRLM in this
direction by organising, nurturing SHGs and
their federations more effectively. There is a
need for evolving appropriate mechanism to
dovetail development of such net-work of
institutions to provide financial access
needed and bring required synergy among
all stake holders. The Govt. of India needs
to bestow serious attention to this aspect as
the federations have enormous potential to
provide last mile connectivity to deliver
various services needed by community
including promotion of livelihoods and would
facilitate emergence of cost effective credit
delivery mechanism to the poor. It is pertinent
to mention here that for 10 cr house-holds
as envisaged by NRLM the credit
requirement will be of the order of Rs. 10
lakh cr which at present is way below that.
Annual Report 2016-172
1.5. It is need less to mention that in the wake
of rapid urbanisation, urban poverty is also
alarming. While NULM is addressing the
issues, there is huge scope for formation of
SHGs in urban areas. However, considering
the issues which are unique to poor in urban
areas due to vast areas and difficulty in
establishing and tracking members’ identity
becomes difficult particularly in the absence
of a permanent address and other forms for
establishing identity. Though it is appropriate
to have data for all members of SHGs
whether in rural or urban areas, it is essential
to capture Aadhaar, ration card, voter card
etc., in case of urban groups as it will not
only help in extending required financial
support but also for monitoring purposes.
Need for Low cost credit delivery model
1.6. The present system of dispensation of
financial services with NBFC-MFIs or other
forms of institutions like SFBs is high cost in
nature and will burden poor SHG women. It
is, therefore, in fitness of things to encourage
institutional frame work, practicing the
principles of Self- help and cooperation on
the lines of Stree Nidhi, Telangana in all
states in coordination with GOI, NRLM to
cater to needs of all financial services as such
legal forms in cooperative structure have
advantages of mobilisation of savings from
community, their ownership through
subscription to share capital, role of SHG
federations as last mile and tax advantages
on interest income etc., which help in
lowering operational cost and competitive
pricing of loan products.
Investment in technology
1.7. The number of SHGs in the country is
increasing year after year. With the formation
of more number of SHGs in urban areas the
number would further swell. Such a huge net-
work warrants maintenance of large volume
of data on various aspects and analytics
thereon to serve the community as per needs
articulated. This calls for huge investment in
technology and IT related infrastructure.
Such an investment can also be helpful in
tracking the progress made due to various
interventions.
Leveraging SHG net-work for development
of state
1.8. In development economics
empowerment of women in all spheres of life
assumes greater importance and keeping in
view SDGs, it is imperative that such a
network of SHGs and their federations is
properly harnessed for planning
development of the state as SHGs and their
federations serve as entry point for many
Govt. programmes for ameliorating
conditions of the poor women.
1.9. It is also of paramount importance that
such net- work is made use of for poverty
alleviation by promoting livelihoods in a big
way in coordination with NGOs, SRLMs and
NABARD including promotion of FPOs as the
latter is the need of the hour for augmenting
income in a more organised way. Such
initiatives can be funded by banks or by niche
institutions like Stree Nidhi with the required
support of the GOI and State Govt.
concerned.Most of the goals focus on
expanding access to banking, insurance and
financial services for all and ensuring
Stree Nidhi 3
affordable credit to enterprises. The role of
line departments needs to be strengthened
for identifying sources of livelihoods for SHG
women, and various requirements of Govt.
may be sourced from SHGs by providing
required support to them.
Converging credit with Credit plus service
1.10. To achieve and sustain income growth
of the bottom 40 per cent population by 2030
under SDG in order to reduce in equality,
access to resources especially financial is a
necessity.Making finance available finance
through SHGs is not an end in itself as it is
only a means. The poor need skills and
entrepreneurship alongside aspiration to
grow. Broad basing and policy tweaking by
the GOI, NRLM would facilitate NSDC in
coordination with State Govt. and SRLMs to
take up these activities on a large scale which
will ensure productive use of credit for
augmenting income.
Role in implementation of Antyodaya
1.11. The GOI has planned for development
of villages in a more integrated manner and
launched Antyodaya scheme for the purpose
to cover all the villages in the country over a
period. Mission Antyodaya is a convergence
frame work for measurable effective
outcomes on parameters that transform lives
and livelihoods by focusing on Financial
Inclusion and SHGs as Social Capital along
with other agents of convergence. Financial
services to women would provide for
livelihoods and facilitate development
through credit. The success of efforts of
convergence would depend largely on the
role played by the financing institutions. It is
the need of hour to establish specialised
institutions in different States of the country
to cater to the needs of SHGs similar to Stree
Nidhi Telangana with cost effective delivery
model having flexibility to customise
systems, procedures products and services
that aptly suit the financial needs of
community.
Annual Report 2016-174
2.1. Rapid strides in growth of branch
network in Commercial banks and Regional
Rural Banks including Co-operative sector
in rural areas has ushered in a new era in
providing financial services to the poor.
Though it helped in socio economic
development of the poor, a large chunk of
them are still not able to access required
credit from banking industry.
2.2. Inclusive development began in 1992
with the launch of SHG Bank Linkage
programme in the country under the aegis
of NABARD. Formation of SHGs and their
linkage with Banks have expanded credit flow
for consumption and other productive
purposes tremendously. However, due to
various factors poor are not able to access
adequate and timely credit. They are
therefore, resorting to high cost credit
provided either from Micro Finance
Institutions/other lenders in private sector
and or money lenders. This has pushed the
poor into debt trap and some of them
committed suicide in the erstwhile state of
Andhra Pradesh. The then State Govt.
promulgated an ordinance in the year 2010
regulating the operations of MFIs in the State.
While there was huge demand for credit, the
supply was not adequate from banking
sector.
2.3 The State Govt. established Stree Nidhi
Credit Cooperative Federation Ltd., in
association with Mandal Samakhyas and
Pattana Samakhyas and registered it on
07.09.2011 under the State Cooperative
Societies Act’ 1964.
Stree Nidhi – An appropriate solution
Chapter - 2Microfinance- a policy perspectiveMicrofinance- a policy perspective
Stree Nidhi 5
Objectives
2.4. The main objectives of Stree Nidhi are
as under.
� To provide affordable credit to SHG
members expeditiously using
technology and supplement credit
support from banking sector.
� To alleviate poverty by financing
income generating activities.
� To work for socio economic upliftment
of members of Self Help Groups both
in Rural and Urban area.
Unique Features
2.5. Over a period of last six years, Stree
Nidhi has exhibited robust growth and
emerged as a major boon to the poor in rural
and urban areas across the state. In the
present scenario, poor are not requred to go
any where except Stree Nidhi for sourcing
credit both for their emergent and livelihoods
requirements as credit is available in time
and at low cost. The following features,
distinguish Stree Nidhi from others in micro
finance sector.
� Community stake is strongly built in
ownership and management in
collaboration with State Government
� Timely credit in 48 hours and at low cost
� Low operational cost as last mile
connectivity is provided by SHG
federations under agency arrangement
� Transparent and user friendly IT
platform for operations
� Easy customization of products based
on needs of community
� Facilitating proper implementation of
Government programs as channelizing
agency
� Supplement and support SHG-BLP
ensuring credit discipline to reduce
NPAs as credit is extended only to
regular SHGs under SHG-BLP
� Strengthening SHG federations
operationally and financially through
rating and by paying service charges
� Ensuring social security through risk
mitigation services to members
� Promoting Financial Inclusion as
Business Correspondent to banks and
extending Me seva services (Govt. to
citizen services)
� Earmarking of credit to SC/ST and POP
members to ensure credit flow
� Mobilization of savings from SHGs and
from SHG federations
� Focus on promoting livelihood and
income generation activities for
financing.
Annual Report 2016-176
UNIQUE FEATURS OF STREE NIDHI
Stree Nidhi stands Apart
2.6. The federations of SHGs viz; MS and
TLF along with State Government are the
equity holders of Stree Nidhi. Managing
Committee consists of elected
representatives from MS and TLFs, Govt.,
nominees, Spl. Invitees and Managing
Director appointed by the State Government.
The focus is on making Stree Nidhi relevant
to community through innovations and
services ensuring its sustainable growth.
Stree Nidhi stands, Apart among other MFIs
as it has the following strengths.
Low operating cost
2.6.1. Stree Nidhi has been able to keep
operational cost low as it has no brick and
mortar branches. The federations of SHGs
viz. VO/MS and SLF/TLFs nurtured by SERP
and MEPMA are providing last mile
connectivity and are being compensated by
paying service charges. They play a key role
in facilitating the members / SHGs access
credit either through mobile or web based
application and monitoring thereof which help
in keeping cost of operations at low level.
Providing credit at an affordable cost
2.6.2. The interest rate charged to SHG
members on loans is presently at 13.0% per
annum and with effect from 1st Jan 2018 it
will be 12.5% only. Of this 1.25% is passed
on to VOs/SLFs and 0.25% to MSs/TLFs to
compensate for their services in monitoring
Stree Nidhi services. Thus, the effective rate
of interest to Stree Nidhi is less than that of
Banks in the state and may be still lower than
the banks if real cost of transaction and other
costs in availing loans from banks is taken
into consideration under SHG Bank linkage
Stree Nidhi 7
programme. The interest rates charged by
major banks in the state under SHG-Bank
linkage programme are mentioned below.
Interest Rates charged by Banks under
SHG Bank Linkage Programme
Name of the Bank Rate of Interest(%)
State Bank of India 12.25
Andhra Bank 11.90
A P G V B 12.50
TGB 14.00
Unlike the rate charged by MFIs in
private sector which is at 20-21%, the
effective interest charged presently by Stree
Nidhi is at 11.5%, which will be further
reduced to 11% from 1st Jan 2018.
Community participation
2.6.3. The feeling of ownership in the
institution is crucial for successful functioning
of Stree Nidhi. The stakes of community in
the form of Share Capital, Savings and other
deposits developed a sense of
belongingness. The agency arrangements
entered into with Stree Nidhi by SHG
federations enable their participation in
identification, due diligence, loan
documentation, disbursement and
monitoring and are thus stands as testimony
to the community participation in functioning
of Stree Nidhi. The merits of Stree Nidhi over
other MFIs are enlisted below.
Stree Nidhi
� Community owned
� SHG federations – last mile
connectivity
� Need based lending
� Low operational cost at 1-2% of the
working capital
� Low interest rates – 13% to members
� Margin shared with VO and MS @
1.25% and 0.25% each
� No processing charges levied
� No profit motive
� Holistic approach to Poverty
Alleviation
� No unhealthy practices in recovery
� Transparency in functioning
� Concern for poor while being self
sustainable
Other MFIs
� Promoted by private individuals /
organisations
� Lending using only employees
� High operational costs at 8-10% of
the working capital
� High interest rates 21%
� 1% processing charges levied
� Lending through JLGs
� No holistic approach to Poverty
alleviation
� No transparency in functioning
� Business oriented
Stree Nidhi Vs Other MFIs
Annual Report 2016-178
Stree Nidhi as a National Support Organization (NSO)
Considering the utility of Stree Nidhi and need for replication in other states, NRLM,
Govt. of India has identified Stree Nidhi, Telangana as National Support Organization.
The objective is to extend support to SRLMs of different states to replicate the Stree
Nidhi model.
Upon the requests of SRLMs of Rajasthan and West Bengal, Stree Nidhi has
completed the task of preparation of feasibility report and DPR in respect of Rajasthan
and feasibility report for West Bengal and forwarded to the respective State
Governments. Other States namely Tamil Nadu and Madhya Pradesh have also evinced
interest in rolling out Stree Nidhi model in their states.
Convergence with SERP and MEPMA
2.6.4. Convergence with SERP and MEPMA
bring better synergy and more value to the
services of Stree Nidhi. While SERP and
MEPMA add value through strong
institutions, financial access, livelihood
promotion and social interventions, Stree
Nidhi can meet investment and other needs
of community in addition to extending
banking services, Govt. to citizen services
by functioning as Business Correspondent
to banks. This would facilitate addressing
poverty in a holistic manner. Thus, such a
transformative partnership and collaboration
model augurs well for alleviation of poverty.
Stree Nidhi 9
3.1. The State Government promoted an
autonomous society called SERP and
registered under societies Act to organise
and nurture women SHGs and their
federations and to implement various
poverty alleviation interventions. SERP
facilitates creation of network of SHGs and
their federations viz. Village Organisations
at village level, Mandal Samakhyas at
Mandal level and Zilla Samakhyas at District
level and strengthening thereof.
3.2. A major strength and support is the
master data maintained by SERP on
individual member wise, SHG wise, VO wise,
Mandal wise and district wise. In addition,
SERP also maintains data on bank linkage
which also helps in conduct of due diligence
of loan requests made to Stree Nidhi, by
denying loans to defaulters which ensures
credit discipline
3.3. SERP has introduced computerisation
of transactions data in respect of SHGs, VOs
and MSs, which will help in strengthening
these institutions. With all its 4000 staff
positioned in the field, SERP strives to
alleviate rural poverty by facilitating credit
flow from Banks and Stree Nidhi for
livelihood purposes. Livelihood promotion
and formations of Producers, organisations
is a thrust area for SERP to generate
incremental income on a sustainable basis,
where Stree Nidhi can play a very prominent
role.
3.4. SERP also implements “Asara” pension
scheme benifitting 40 lakh people. It also
plays a key role in various major activities
like Haritha Haram, Swatcha Bharath
Mission, marketing support by facilitating
procurement of food grains, Abhaya
Hastham etc, for the benifit of poor.
3.5. It also focuses on social issues like
gender, health and education. SERP is also
implementing different economic support
schemes for the benefit of the poor like
SCSP, TSP, IWMP, NRLM and SVEP with
Stree Nidhi as a Channelising agency and
also extends insurance facilities to cattle
through Call centres at Zilla Samakhyas.
3.6. SERP and DRDAs are instrumental and
playing the role of a catalyst in propagating
the services of Stree Nidhi and providing
back stop support to Stree Nidhi in mobilising
savings from SHGs, facilitating access to
credit and close monitoring for prompt
repayment in coordination with Stree Nidhi
staff. SERP is also extending support in
grading of SHGs federations by Stree Nidhi,
as a part of credit management.
Our Support Organizations -
SERP and MEPMA
Chapter - 3
Annual Report 2016-1710
3.7. Mission for Elimination of Poverty in
Municipal Areas (MEPMA)
To develop suitable strategies to alleviate
poverty in urban area and to implement the
same, the Government has established a
Society called “Mission for Elimination of
Poverty in Municipal Areas”. MEPMA is
focussing on formation and nurturing of
SHGs and facilitating implementation of SHG
– Bank Linkage programme.
MEPMA with the support of PDs
located at district Head quarters has
promoted SHG federations at ward level
called as Slum Level Federaions (SLFs) and
at town level as Town Level Federations
(TLFs). Stree Nidhi expanded services to
SHGs in urban area promoted by MEPMA.
The Staff are actively involved in ensuring
delivery of credit and other financial services
of Stree Nidhi. They extend support in
identification of members to take up suitable
micro enterprises,and play a key role in
monitoring credit flow and repayment of
loans.
Stree Nidhi 11
4.1. In the state of Telangana, 4.41 lakh
SHGs were promoted and nurtured by SERP
in rural area and 0.93 lakh SHGs by MEPMA
in urban areas excluding SHGs in GHMC
area. In villages, about 20-30 SHGs are
federated into Village Oraganisations (VO)
and similarly in urban area into Slum Level
Federations (SLF). About 20-30 VOs and
SLFs are federated at Mandal Level as
Mandal Samakhyas (MSs) and Town Level
Federations (TLFs) at town level respectively.
These are legal entities registered under
Mutually Aided Co-operative Societies Act
(MACS Act)’1995.
4.2. The federations of SHGs, i.e., the VOs
and SLFs play a prominent role in providing
last mile connectivity, as they identify
members and do due diligence, facilitate
application of loans through IVRS,
preparation of HLPs and loan documentation.
They are instrumental in implementation of
all activities of Stree Nidhi and thus function
like branches of Stree Nidhi at village and
ward level. District wise data relating to no.
of members, SHGs, VOs/SLFs & MS/TLFs
are furnished in tables 1 & 2 of part-B
appended to this report.
Distribution of SHGs among federations
4.3. The no. of SHGs affiliated to each VO/
SLF varies across the State. The following
is the distribution pattern of SHGs in VOs/
SLFs.
No. of SHGs SERP MEPMA
per VO/SLF (No of VOs) (No of SLFs)
up to 4 175 66
5-10 1748 45
11-15 2558 132
16-20 3148 473
21-25 3739 634
26-30 3181 605
31-35 2001 379
36-40 1057 174
above 41 924 155
Total 18531 2663
Role and importance of SHG
Federations as Last Mile
Chapter - 4
Annual Report 2016-1712
S.No. Particulars No. of MS No. of TLFs No. of VOs No. of SLFs
1 A grade 247 38 9177 1437
2 B grade 144 4 4116 220
3 C grade 69 2428 52
4 D grade 44 1546 15
5 E grade 38 1238 37
6 Not Graded 26 902
Total 542 42 18531 2663
Grading of Institutions
4.4. The strength of the institutions of the
poor viz, SHGs, VO/SLFs, MS/TLFs play a
paramount role in purveying credit and other
financial services to members of SHGs. It is
strongly believed that the strength of
federations of SHGs is the strength of Stree
Nidhi and strength of SHGs is strength of
federations. The Federations are subjected
to rating process annually and grades are
awarded depending on performance under
No. of VOs/SLFs - SHG distribution
prescribed key parameters based an audited
financial statements, as at the end of
preceding financial year. The SHGs
federations are graded into A,B,C,D & E
categories and based on grade credit limits
are allocated. The process of grading for
2016-17 has been completed and the status
of grading of VOs/SLFs/MS/TLFs is as
follows. The criteria followed for grading
purpose are given in table 3a & 3b of part -B
of this reports.
Stree Nidhi 13
4.5. District wise grades of MS/TLFs and
VOs/SLFs are furnished in table no. 4.a.1
& 2 and 4.b.1 & 2of part -B of this document.
4.6. The comparative position of the status
of grades obtained by VOs for the last two
years is presented in the following table.
S.No Grades of VO 2015-16 2016-17
1 A 6265 9177
2 B 3643 4116
3 C 2167 2428
4 D 1209 1546
5 E 3977 1238
Not graded 195 26
Total 18492 18531
Annual Report 2016-1714
Stree Nidhi – Organization and
Management Structure
Chapter - 5
5.1. Stree Nidhi Credit Co-operative
Federation Ltd., is an apex body registered
under Telangana Stat Co-operative Societies
Act’1964. The federations of SHGs viz. MSs
and TLFs and also State Govt. are the
shareholders of the organisation.
5.2. General Body: The General Body is
the supreme body for decision making in
Stree Nidhi as provided under the Act ibid.
All the Share holders are the members of
General Body.
5.3. Managing Committee: The elected
representatives of Share holders i.e Mandal
Samkahyas and Town level Federations,
Directors nominated by the State Govt and
Managing Director, a professional appointed
by the State Govt. are the members on
Managing Committee of Stree Nidhi Credit
Co-operative Federation Limited. At present,
there are nine Directors representing Mandal
Samakhyas and three members from Town
level Federations aside three members
nominated by the State Govt. viz., Principal
Secretary, Rural Development; Registrar of
Co-operative Societies and Secretary,
Finance. The Managing Director is Ex-officio
member on the MC. The MC also has three
Special invitees viz. Mission Director,
MEPMA, Chief Executive Officer, SERP and
CEO, MAS.
5.4. Elections were held to Managing
Committee on 25.05.2015 to elect
representatives from MSs and TLFs for a
term of 5 years subject to the provisions of
the bye-laws of Stree Nidhi.
Stree Nidhi 15
Organization Structure – Staff
5.6. The Organizational structure of Stree
Nidhi has evolved in tune with the
requirement of the institution with expansion
in credit flow, coverage of members of SHGs
as also other services like mobilization of
savings, financial inclusion, risk mitigation,
IT usage etc. Stree Nidhi has been recruiting
staff with experience in banking, accounting
and financing SHGs, micro finance, capacity
building of institutions, livelihood activities
and IT in the cadres of Deputy General
Managers, Assistant General Managers,
Regional Managers/Chief Managers,
Managers and Asst. Managers as and when
needed. The Staff strength has been
increased in tune with the expansion.
Staffing Pattern
5.7. In order to ensure implementation and
monitoring of Stree Nidhi activities, a three
tier structure of staff has been adopted.
5.7.1. Head Office: Different verticals have
been created to handle and supervise
specific functions and to extend required
support at field level. All the verticals are
headed by DGMs or AGMs and assisted by
Chief Managers, Managers and Assistant
Managers.
All these verticals are under
administrative control of the Managing
Director. The H.O. has the following verticals.
� Board Secretariat, Policy and MIS
� Monitoring – Credit flow Monitoring and
CRM
� General Administration
� Credit and Livelihoods
� Information Technology
� Financial Inclusion
� Funds Management
� Risk mitigation and Insurance
� Accounting and reconciliation
� Institutional Monitoring, Social Audit
and training.
Meetings of Managing Committee
5.5. The Managing Committee meetings are
held once in two months and during the FY
2016-17, all 6 MC meetings were conducted
and details of the same are furnished below:
S.No. MC Date of No. of MC No of MC % of Special
Meeting No. Meeting Members Members Attendance Invitees
attended attended
1 10 20.05.2016 16 11 69% 1
2 11 19.07.2016 16 14 88% 3
3 12 07.09.2016 16 13 81% 1
4 13 07.11.2016 16 13 81% 2
5 14 04.02.2017 16 12 75% 1
6 15 30.03.2017 16 11 69% 2
Annual Report 2016-1716
Zonal Structure at HO
5.7.2. With an aim of achieving excellent
results under all business parameters
through effective monitoring mechanism, all
the districts except Hyderabad are divided
into five zones and few districts in the zone
are considered as a Region. The Zones are
headed by Zonal Managers i.e. AGMs, who
monitor the performance of the Regions
under their jurisdiction.
Field Level Staff
5.7.3. The Regions are headed by Regional
Managers who are responsible for overall
performance in the respective Regions. At
the grass root level 6-7 Mandals /TLFs are
allocated to Managers and Assistant
Managers and they are responsible for
overall performance of allocated Mandals/
TLFs. Division of entire area in the Zones,
Regions and operable area has facilitated
required interaction and monitoring support
to staff and this SHG members alike at grass
root level and resulted in excellent
performance under Key Business
parameters.
Human Resource Policy
5.8. Stree Nidhi has evolved an HR policy in
accordance with various requirement of staff.
The Staff strength has now increased to 208
with the recruitment of 77 SHG women found
eligible in the position of Assistant Managers,
after rigorous scrutiny. The details of staff
positioned at HO and field in different
positions are given in the table no.5 as a part
of this report and organogram is depicted
below.
Stree Nidhi 17
Annual Report 2016-1718
6.1. To meet growing credit needs of SHG
members both in rural and urban areas, it is
imperative to mobilize resources from various
sources. Further,on account of various
measures initiated by Stree Nidhi in co-
ordination with SERP and MEPMA,
awareness among the members on
availability of timely, affordable and hassle
free credit services from Stree Nidhi is
percolating gradually up to SHG member
level. The thrust laid on finncing livelihood is
also generating demand for such loans. Stree
Nidhi has also introduced loan products like,
bicycle, smart phone, laptops, autorickshaws
financing etc. In tune with above, Stree Nidhi
has been fine- tuning its credit policy from
time to time and enhanced credit limits of
VOs/SLFs, so that more needy members of
SHGs can avail loans.
6.2. Being an apex federation of Co-
operatives, there is a need to rely more upon
the resources mobilised from community i.e.,
savings and deposits from SHGs and their
federations. However, considering the limited
financial resources of CBOs, Stree Nidhi
relies more on banks and other financial
institutions for borrowings. The resources
of Stree Nidhi consist of Share Capital,
Reserves, Deposits from community and
Bank Borrowings with the latter constituting
bulk of resources. The status of resources
mobilised as on 31.3.2017 is furnished below.
Table : Resources as on 31.3.2017
( Rs Cr)
Type of Resource Amount Percentage
Share capital and 91.41 4.97%
Reserves
Reserves and Undist- 110.07 5.98%
ributed profit
Grants from 55.57 3.02%
State Govt.
Deposits 431.40 23.43%
Bank Borrowings 1152.23 62.60%
Total Resources 1840.66 100%
Mobilization of Resources
Chapter - 6
While borrowings from Banks form
major chunk of financial resources of Stree
Nidhi, Stree Nidhi is striving for increasing
its own resources.
Stree Nidhi 19
Own funds of Stree Nidhi
6.3. Among the resources, Share capital
contributed by both State Govt. and MS/
TLFs, Reserves, undistributed profit, grants
from State Govt.and Core deposits constitute
own funds of Stree Nidhi. The savings
mobilised under Samruddhi and CIF corpus
deposits are considered as core deposits of
Stree Nidhi. The total owned funds have
increased from Rs. 482.11 cr as on March
2016 to Rs.612.73 cr as on March 2017.
Share Capital
6.4. The Federations of SHGs viz. Mandal
Samakhyas and Town Level Federations are
eligible to become members i.e. share
holders in Stree Nidhi by contributing to
share capital aside the State Government.
The status of share capital subscribed
in the last 3 years is mentioned below.
(Rs Cr)
Share Holders 2014-15 2015-16 2016-17
State Government 43.52 43.52 43.52
MS and TLFs 46.96 47.37 47.92
Total: 90.48 90.89 91.44
To improve ownership of community,
Stree Nidhi has introduced loan linked share
capital system w.e.f. 1st June 2017 which
envisages mobilisation of 2% of loan amount
disbursed as share capital. The details of
district wise paid up share capital up to 31-
03-2017 are furnished in table no. 6 of part -
B of this report.
Savings from Community
6.5. Stree Nidhi has devised deposit products
so as to mobilise savings from SHGs and
their federations. This would not only
increase own resources but also make the
community to own up the institution. Four
types of deposit products have been
introduced viz. Samruddhi, Bhavitha,
Sankalpa and CIF Corpus Deposit, details
of which are discussed below.
Samruddhi Deposit
6.5.1. Samruddhi deposit scheme is aimed
at mainly building up SHG stakes in the
institution and also to improve small savings
habit of SHGs. Under the scheme, each
SHG saves Rs.100 per month. The amount
saved for 12 months along with interest will
be converted to fixed deposit for (5) years at
the end of which the amount saved in the
first year would be refunded along with
interest. Thus, SHG will save the amount
every year and would get the refund of
deposit with interest after 6 years and this
cycle repeats.Thus, Stree Nidhi will have their
deposits, at any given point of time, for six
years and therefore such deposits are treated
as core deposits. The rate of interest paid is
equal to the rate of interest paid by SBI on
term deposits of similar tenure. The rate will
be reset as on 1st April of every year.
Bhavitha Deposit
6.5.2. Under Bhavitha deposit scheme,
SHGs can save their idle/surplus funds with
them for a period of 3 years. The rate of
interest will be above the interest rate paid
by SBI for the similar term.
Sankalpa Deposit
6.5.3. The federations of SHGs i.e., VOs/
SLFs, MSs/TLFs and ZSs can invest their
surplus/idle funds in these deposits for three
years and rate of interest paid is the above
the interest rate paid by SBI for similar term
but not exceeding the interest paid on bank
Annual Report 2016-1720
borrowings by Stree Nidhi. The interest is
paid at monthly intervals if the amount of
deposit is above Rs.1.00 lakh and at
quarterly rests if it is less than Rs.1.00
lakh.The rate will be reset as on 1st April of
every year.
CIF Corpus Deposit
6.5.4. The Corpus deposit scheme was
introduced in Nov 2015 mainly to mobilize
75% of CIF available. This will be in the form
of perpetual deposits in the name of MS
concerned. The interest will be paid at
monthly intervals and the rate of interest will
be above the interest rate paid by SBI but
not exceeding the interest paid on bank
borrowings by Stree Nidhi and the rate of
interest will be reset as on 1st April of every
year. Loans up to 80% - 100 % of deposits
can be availed against such deposits.
S.NO Deposit scheme Rate of Interest
1 Samruddhi 7%
2 Sankalpa 8%
3 Bhavitha 8%
4 CIF Corpus 9%
Deposit Mobilisation – Progress
6.5.5. Stree Nidhi has been making
persistent efforts to create awareness among
the SHGs and their federations about the
need for savings with Stree Nidhi in co-
ordination with SERP and MEPMA. The
efforts have yielded good results in
increasing the savings by SHGs and their
federations year after year. The progress
achieved under different schemes during the
last three years is mentioned below.
Growth of deposits as on 31.03.2017
(Rs. lakh)
Year Samruddhi Bhavitha Sankalpa CIF Corpus Total
2014-15 7469.08 (45.5%) 85.700.5%) 4240.18 (25.5%) 4712.09 (28.5%) 16507
2015-16 13061.88 (41.08%) 109.41 (0.34%) 5491.23 (17.27%) 13134.9 (41.31%) 31797
2016-17 18756.18 (43.48%) 110.76 (0.26%) 7461.23 (17.30%) 16811.8 (38.96%) 43140
Stree Nidhi 21
The total deposits have increased by
Rs.113.43 cr as on 31.03.2017 recording a
growth rate of 35.65% over the last year. The
deposits constitute 24.10% of working funds.
The performance under different schemes
for the past 3 years is furnished in table no.
7 a & 7 b of part-B of this report.
Borrowings from Banks and Other
Financial Institutions
6.6. Stree Nidhi has been borrowing from
Banks and other financial institutions in the
form of cash credit limits and term loans to
meet demand for credit from SHGs. Keeping
in view the healthy performance and strong
financial strength of Stree Nidhi, Banks and
Financial Institutions are keen to take
exposure to Stree Nidhi. The credit limits and
term loans availed from different banks and
financial institutions as on 31.03.2017 are
mentioned below.
( Rs Cr.)
S.No. Name of the Bank Credit Limits
Cash Credit Limits
1 Andhra Bank 200
2 State Bank of India 250
3 Bank of India 150
4 Canara Bank 50
5 T S Cooperative Apex Bank 200
6 Vijaya Bank 50
7 Indian Bank 100
Total Cash Credit Limits: 1000
Term Loans
8 ABFL 25
9 NAB Kisan 14
10 T S Cooperative Apex Bank 20
11 NSTFDC 100
12 NCDC 100
Total Term Loans: 259
Grand Total: 1259
Annual Report 2016-1722
Rating of Stree Nidhi
6.7. Stree Nidhi has been rated by M/S
Brickwork Ratings India Ltd. With “BWR
BBB+”, out look stable. This rating was made
for the purpose of availing credit facilities
from Banks and other financial institutions.
Stree Nidhi 23
7.1. Policy changes in Stree Nidhi loan
procedure and products are made from time
to time to meet needs of members of SHGs
with the objective of making available needy
services in hassle free manner. The policy
changes are made in tune with the policy
prescriptions made by RBI with regard to
Loan Policy and Risk Mitigation
Chapter - 7
financing SHGs. The salient features of the
policy in vogue are as follows.
No. of members eligible for loan in a SHG
7.1.1. The present policy provides for loan
access to a maximum of nine members
depending on total no. of members in a SHG
as mentioned below :
S.No. No. of members Total no. of members No.members of Maximum
in a SHG eligible for loans eligible for eligible loan
loan by IVRS (Rs. lakh)
1 12 and above Up to 9 6 3.00
2 10 – 11 Up to 8 6 2.50
3 9 and below 75% of the members 4 2.00
or 6, whichever is higher
� The no. of members who can avail
Micro / Tiny loans will be maximum no.
of members permitted to borrow per
SHG less those permitted to avail
general loans through IVRS.
� The maximum borrowing limit per SHG
is Rs.3.00 lakh
� A maximum of Rs.1.00 lakh loan can
be availed by a member
� Present ceiling on credit limit to a VO/
SLF is Rs.60.00 lakh
� Of the credit limits allocated to VOs/
SLFs, 50% is allocated to Micro and
Tiny loans
� A member who availed a general loan
but repaying regularly for 12 months,
can also avail Micro/Tiny loan for
livelihood enterprises.
� For availing tiny loans i.e. above
Rs.50,000 to Rs.1 lakh, a member's
loan outstanding under Bank Linkage
shall not exceed Rs.25000/-. The
maximum investment cost of an activity
shall not be more than Rs.1,20,000/-
which includes money mobilised by
borrower.
Annual Report 2016-1724
� In case of loans for the purpose of
marriage, the loan will be linked to the
amount of loan given by SHG to it’s
member for the same purpose. It will
be a matching loan from Stree Nidhi.
Allocation of credit limits to VO/SLF
and MS/TLF
7.1.2. Functioning of SHGs federations at
Village/Slum level (Village Organisations and
Slum Level Federations) and at Mandal/
Town level (Mandal Samakhyas and Town
Level Federations) on sound lines is
necessary to access credit by SHGs affiliated
to them. The parameters considered for
rating of the above agencies are own funds,
regularity in conduct of meetings and
percentage of member attendance, in EC
Meeting Book keeping, Net profit earned,
Legal compliance, Savings, CIF recovery
and repayment of Stree Nidhi loans.These
institutions are rated once in a year based
on performance as at the end of March of
previous year.
Higher limit is fixed to VOs/SLFs which
are rated high and within these limits SHGs
can borrow and repay subject to the loan
ceiling for SHG and member. As there will
be regular repayment from SHGs, such
amount can be lent again to other SHGs
affiliated to the same VO/SLF. This would
enable meeting the demand for credit and
thus avoid high cost borrowing by members
from other sources. Limits fixed to VOs/SLFs
based on the grades obtained by them are
as follows.
Stree Nidhi 25
Loan products
7.2. Financing micro enterprises and
livelihoods has been widely adopted as anti-
poverty strategy. Micro enterprises help
significantly and upward growth trajectory in
income levels of poor for equitable
development. Availability of affordable and
timely financial services is crucial to the
success of micro enterprises taken up by the
poor, in particular.
7.2.1. Stree Nidhi has been playing a
significant role in catering to credit needs of
the needy members of SHGs for the last 6
years. The loan amount initially was limited
to Rs.25,000 per member depending on the
purpose of loan. Keeping in view, the
potential for Micro Enterprises and other
livelihoods in enhancing income level of the
poor, Stree Nidhi made a paradigm shift to
focus on financing livelihood enterprises. For
taking up higher order livelihoods, the loan
limit per SHG member was raised to Rs. 1.0
lakh as per the guidelines of RBI.
7.2.2. It is endeavour of Stree Nidhi to finance
livelihood activities/micro enterprises in a big
way and therefore the credit policy
encompasses the following.
� Expansion of existing Income
Generating Activities
� Taking up area specific potential new
activities
� Cluster development
� Project based lending
� Co-ordinating with SERP and MEPMA
for financing livelihoods
� Co-ordinating with NGOs associated
with livelihood financing
� Financing activities of FPOs
7.2.3. Stree Nidhi loans are categorised into
the following types:
Type of Loan Amount of loan
I. General loans Rs.25000
II. Micro loans >Rs.25,000 to
Rs.50,000
III. Tiny loans >Rs.50000 to
Rs.1.00 lakh
Specialised loan products
7.2.4. Stree Nidhi has introduced the
following loan products customised to the
needs of community:
Annual Report 2016-1726
� Purchase of : up to Rs.6,000
Smart phones
� Purchase of : Up to Rs.5,000
Bicycles
� Purchase of : Up to Rs.1,20,000
Auto/Trolley
� Purchase of : Up to Rs.35,000
Laptops
� Construction : Up to Rs.12,000
of IHHL
Loan process
7.3. In the VO/SLF EC meeting, all the
requests received from SHGs will be
subjected to scrutiny with regard to
attendance of member in SHG, savings and
repayment history, skills and knowledge in
activity, scope for incremental income and
loan amount required. Thereafter, VO will
take a decision whether the member is
eligible for loan.
7.3.1. General loans can be accessed for
both livelihoods and consumption purpose
in the ratio of 70:30 out of the credit limit
allotted. These loans can be accessed
through IVRS using mobile phone/tablet.
7.3.2. Micro and Tiny loans can be availed
only for livelihood enterprises and application
for loans have to be made through web portal.
These loans can be availed only for IGA/
Livelihoods/Micro enterprises by the
members in SHGs affiliated to VOs/SLFs with
A, B grades in MSs/TLFs with A, B and C
grades.
House Hold Livelihood Plan
7.3.3. In order to ensure proper assessment
of credit needs and feasibility of Micro and
Tiny livelihoods, Stree Nidhi has introduced
Household Livelihoods Plans which have to
be prepared by visiting the house hold of
member interested in borrowing from Stree
Nidhi for Micro/Tiny livelihoods. Necessary
due diligence will also be exercised at SHG/
VO/SLF level. The details regarding the
member and her family, proposed activity,
availability of required raw material, skill &
knowledge, capital investment, sources of
funds, loan amount required, scope for
marketing of products, incremental income
expected, repayment capacity, etc., are
looked into, while preparing HLP and
appraisal of the proposed activity.
Disbursment of Loans
7.3.4. Loan amount is released directly to
SB A/C of SHG to which the member is
associated. VO/SLF concerned has to
monitor utilisation, establishment of unit and
it’s maintenance by the member concerned.
The above is also recorded in minutes book
of VO EC meeting. A certificate of utilisation
has to be uploaded within 30 days of loan
disbursement.Stree Nidhi staff will verify all
the above cases independently and certify
the utilisation of loans within 45 days of
disbursement.
7.3.5. Loan applications and documents from
SHGs are preserved at VO/MS and
documents obtained from members are kept
with the SHGs concerned.
Repayment Period
7.4. In order to facilitate the borrowers to
repay conveniently, the no. of monthly loan
instalments are fixed depending on loan
amount as follows:
Stree Nidhi 27
Loan amount Repayment
period in months
Rs.25,000/- 24
>Rs.25,000 to Rs.35,000 36
>Rs.35,000 to Rs.50,000 42
>Rs.50,000 to Rs.1,00,000 60
Interest subvention: Vaddi Leni Runalu
(VLR)
7.5. The scheme of Vaddi Leni Runalu is
aimed at twin objectives of reducing interest
burden on loans and encourage promptness
in repayment of loans by SHGs. The State
Govt. is implementing interest subvention
scheme, where in the amount of interest paid
by the members is reimbursed if the loan
instalments (EMIs) is repaid within 30 days
from due date. The amount of VLR will be
adjusted by crediting to the loan accounts of
SHGs as and when the amount is received
from the Govt.
Stree Nidhi as a channelizing Agency
7.6. Stree Nidhi provides an effective platform
for disbursement of amount and it’s tracking.
SERP has positioned Stree Nidhi as a
channelizing agency for releasing amount to
implement poverty alleviation programmes
viz. SCSP, TSP, IWMP & NRLM. Stree Nidhi
manages the funds released by SERP and
facilitates disbursement of loans to the poor
members identified by SERP and releases
amount to VO. The VO in turn releases the
funds to SHG members concerned to take
up identified activities. VOs take required
steps to ensure utilisation of funds by the
members concerned for the livelihood
activities and increase their family income.
The year wise coverage of members and
loans disbursed as channelizing agency are
given in the table below:
(Rs.Cr)
Year No of Members Amount
Disbursed
2013-14 19286 51.15
2014-15 30422 74.58
2015-16 38363 141.29
2016-17 6282 39.36
Total: 94353 306.38
7.7. Risk Mitigation
7.7.1. Risk Fund Creation
It is essential that poor families are insulated
from various risks including financial risk, in
the event of un-timely death of a member.
This would also help Stree Nidhi in mitigating
such risks to have a healthy loan portfolio.
As a prudent risk mitigating measure, Stree
Nidhi is implementing Suraksha and livestock
insurance scheme to SHG members, who
availed loans from Stree Nidhi.
Stree Nidhi Suraksha Scheme
7.7.2.All the members of SHGs who avail
loans from Stree Nidhi are covered for the
loan period.Total loan amount will be covered
till the end of repayment period as per
repayment schedule.Charges payable under
the scheme are Rs. 2.50 per thousand per
year which will be sanctioned as additional
loan and repayment will include the premium
Annual Report 2016-1728
amount as well Stree Nidhi will issue a
certificate of risk coverage in the name of
the borrower with unique ID number with
SHG as her nominee. The SHG will pass on
claim to legal heir after liquidating of loan
amount. Any type of death will be covered
under the scheme. Verification of claims at
field is done by staff of Stree Nidhi. All the
reports related to risk coverage and claims
are made available in website of Stree Nidhi.
Borrowers covered and Claims Status
since 2016-17 and since inception
Particulars 2016-17 Cumulative since
inception
No. of Borrowers 4,91,726 13,51,365
covered
Total Loan Amount 1373.73 3442.29
covered (Cr.)
Charges 13.88 32.81
received (Cr.)
Total Claims 1,647 3,574
Registered
Amount (Cr.) 3.90 8.56
No. of Claims 1,301 2,320
Settled
Amount (Cr.) 3.07 5.40
No. of Claims 346 866
Under Process
Amount (Cr.) 0.83 3.16
Livestock Insurance
7.7.3 Stree Nidhi entered into a MoU with
United India Insurance Company, for
providing Insurance coverage to animals
purchased by the borrowers under Dairy
scheme. The animals are covered under
master policy till the end of repayment period
of loan availed. The process of coverage and
settlement of claims is done through
community.
Mandal Samakhya will ensure tagging
of the animals on their purchase in Shandi .
Photographs of animals are uploaded in web
portal from the login provided at Mandal level
for issuing the insurance policy by insuring
company. Acceptance of animal death
confirmation from VO at the time of claim
registration and waiving Post-mortem report
and veterinary report at the time of claim
facilitate hassle free settlement. Claim
amount will be remitted to SHG concerned
after adjustment towards loan outstanding as
on the date of death of the animal and
balance is paid to borrower.
In 2015-16, 13,292 she buffaloes were
covered and 10,674 were covered in 2016-
17 with insurance for a period of 4 years,
being the tenure of loan period. So far 509
claims were settled out of 999 claims
registered under this scheme.
Stree Nidhi 29
Credit Flow - Analysis
Chapter - 8
Loan disbursement
8.1. The quantum of loans disbursed in the
financial year 2016-17 was Rs.1353.62 cr as
compared to Rs. 1147.61 crores in the year
2015-16 recording a growth of 14.3%. The
cumulative disbursement of loans since
inception stood at Rs. 3950.80 crores as at
the end of FY 2016-17. The growth in loan
disbursement since inception is shown in the
follwoing graph.
Credit flow in rural and urban areas
8.2. During the year 2016-17, credit availed
in rural areas (SERP) was at Rs.1236.31 cr
and accounted for 91% of the total loans
disbursed. The credit flow in urban area
(MEPMA) was Rs.116.70 cr.
The share of Rural and Urban area in
total credit during last 5 years is given here
under.
Loan disbursement since inception
(R
(Rs. cr.)
Annual Report 2016-1730
(Rs. Cr.)
SERP MEPMA
Amt. Share(%) Amt. Share (%)
1 2011-12 31.68 100 - -
2 2012-13 291.15 99 2.35 1
3 2013-14 386.65 93 30.52 7
4 2014-15 654.18 93 47.26 7
5 2015-16 1038.81 91 108.8 9
6 2016-17 1236.31 91 116.7 9
The trend in availment of credit in urban
areas is on increase gradually mainly on
account of increase in number of TLFs.
Trend in Credit flow in Rural (SERP) &
Urban (MEPMA) areas.
Coverage of SHG and members
8.3. The coverage of SHGs and members
with loan portfolio has been increasing year
after year under Stree Nidhi since inception.
In 2016-17, 4,88,078 members in 1,43,641
SHGs have availed loans from Stree Nidhi.
Cumulatively, 17 lakh members availed credit
since inception. The no. of members and
SHGs covered during the past 5 yrs is given
in the tables given below.
Year-wise coverage of SHGs
FY No. of SHGs
2011-12 7599
2012-13 47742
2013-14 62560
2014-15 88116
2015-16 126832
2016-17 143618
8.4. The coverage of VOs/SLFs and MSs/
TLFs is also given in the following table.
Year wise Credit flowS.No.
Stree Nidhi 31
Cumulative Coverage since inception
Total Number availed loans Percentage coverage
Members 53,94,783 17,10,007 31.6%
SHGs 5,28,305 2,67,600 50.6%
VOs/SLFs 21,893 16,796 76.7%
MS/TLFs 636 582 91.5%
Efforts are being made to expand
coverage of the members by creating
awareness among the members on financial
services extended by Stree Nidhi to increase
their income level through livelihood
activities. As some of the institutions i.e. VO/
MS and SLF/TLF are not functioning
properly, efforts are being made to improve
their functioning in coordination with SERP
and MEPMA. District wise disbursement are
furnished in table no. 8 a & 8 b of part -B of
this report.
Average loan disbursement per
member and SHG
8.5. The efforts putforth in meeting the credit
needs of members have resulted in increase
in the average loan disbursement per
member from Rs. 12,761 in 2011-12 to Rs.
27,773 in 2016-17. The average loan
disbursement per SHG has increased from
Rs.42,267 in 2011-12 to Rs. 94,234 in
2016-17. The increase in average loan
disbursement is due to introduction of micro
and tiny loans, where loans up to Rs. 1 lakh
per member can be given. The average loan
disbursement per SHG, VO/SLF, and MS/
TLF for FY 2016-17 are shown below :
Average loan disbursement in VOs/MSs
(Amt. Rs.)
Type of Institution Average loan
disbursement in
FY 2016-17
VO/SLF 10,07,947
MS/TLF 2,40,81,316
Loan Outstanding
8.6. The loan amount outstanding has
reached Rs. 1795.75 cr as at the end of
March 2017. The year on year growth in
loans outstanding was 35% over Rs.1330.12
cr, as at the end of March 2016. The figure
shown below point to increasing trend in loan
outstanding since inception. District wise
position of loans outstanding is furnished in
table no. 9a & 9b of part -B of this report.
Annual Report 2016-1732
Loan Outstanding (Rs. Crores)
No. of borrowing members per SHG and
Average loan outstanding per member
8.7. The average number of members with
loan outstanding per SHG has increased
from three in FY 2013-14 to five in FY
2016-17. The loan outstanding per SHG has
increased from Rs.41,310 to Rs.74,409
during the same period.
Trend in Avg. outstanding per member and SHG
Details of SHG members & CBOs with loan outstanding as on 31 March 2017
8.8. The following table shows the details of members, SHGs, VOs/SLFs, and MSs/TLFs
with outstanding advances as on 31 March 2017.
(Rs.Cr.)
Nos with loan outstanding Average Loan outstanding
Members 11,98,520 14,985
SHGs 2,41,262 74,440
VOs/SLFs 15,689 11,44,113
MSs/TLFs 580 3,09,48,275
(Amt. Rs.)
Stree Nidhi 33
Product wise Credit Flow
8.9. Stree Nidhi has three types of loans
namely general loans, micro loans and tiny
loans to meet varied credit needs of
members. General loans are utilized to meet
both productive as well as consumption
needs and micro, tiny loans are utilized for
taking up livelihood activities.
In FY 2016-17, micro and tiny loans
availed were to the tune of 25% of the total
disbursement, by 65,248 members.
Product wise loan disbursement in FY
2016-17 (Rs. crores)
Dairy Financing
8.10. Thrust was given on financing dairy
owing to its predominant role in providing
gainful employment in the villages in the year
2016-17. A total of Rs. 58.66 crores was
availed to purchase of 11565 milch animals
during FY 2016-17.
Purpose of Loan
8.11. The purposes for which SHG members
have utilized loans are classified into two
broad categories – Income generation
activities (IGAs) and consumption purposes.
Income generation activities (IGAs) are
further classified into agriculture, activities
allied to agriculture and micro-enterprises.
The share of loans availed for IGA activities
stands at 87% of the total disbursement in
FY 2016-17. District wise purpose wise
disbursement are furnished in table no. 10 a
& 10 b of part -B of this report.
Loan utilization since inception
(Rs. Cr.)
Social Category wise Credit Flow
8.12. Stree Nidhi has ensured that the
members in PoP category have accessed
loans in proportionate to total members. This
has resulted in adequate credit flow to the
PoP members. The Social Category wise
disbursement of loans for the year 2016-17
is furnished here under.
Annual Report 2016-1734
8.13. District wise Social Category wise disbursements are furnished in table 10a & 10b of
Part- B of this report.
(Rs. Cr)
Stree Nidhi 35
9.1. Stree Nidhi has a robust five tier
monitoring mechanism to ensure timely
monitoring of progress made under key
business parameters and to maintain
industry bench marks consistently.
Head Office Level
9.2. A separate Monitoring Unit has been
established at HO headed by a Deputy
General Manager for monitoring
performance of districts and to take required
follow up measures on a regular basis. All
key parameters viz. loan requests,
disbursement, savings, repayment of loans
and performance under BC activities etc., are
monitored based on MIS available in web
portal. The performance is also being
reviewed with Zonal / Regional Managers at
regular intervals to take required measures
and improve the performance.
District level
9.3. The progress made is closely monitored
district wise and reviewed by the District
Rural Development Officer, DRDA; Project
Officer, ITDA and Project Director, MEPMA
on a regular basis in co-ordination with Zonal
Manager and Regional Manager of Stree
Nidhi concerned. Review meetings are
conducted with Stree Nidhi, SERP and
MEPMA staff to monitor progress at district
level. All the staff including DRDOs, DRDA
and PDs, MEPMA are provided logins to
access MIS pertaining to the area under
respective jurisdiction for monitoring. Stree
Nidhi review committee meetings are
convened at quarterly intervals under the
chairmanship of the District Collector to
dicuss the issues and take necessary action.
Mandal / TLF level
9.4. The staff of Stree Nidhi, SERP and
MEPMA play a key role in facilitating needy
members to avail financial services from
Stree Nidhi at grass root level and repayment
thereof. Stree Nidhi has also positioned staff
in the cadre of Managers / Assistant
Managers for monitoring activities in a cluster
of mandals depending on the volume of
loans. The staff of SERP, MEPMA and Stree
Nidhi visit MS/TLFs and VOs/SLFs on a
regular basis and take necessary steps to
address issues at field level to achieve
desired performance under all parameters.
All the staff at mandal and TLF level can
access data / MIS through logins for their
regular monitoring.
In the monthly meetings of MS/TLF,
review of Stree Nidhi performance is one of
the agenda items for discussion.
VO / SLFs
9.5. The federations of SHGs at grass root
level i.e. VO/SLF play a predominant role in
Robust Monitoring Mechanism – A Key
Element
Chapter - 9
Annual Report 2016-1736
facilitating delivery of financial services to the
members of SHGs. In the EC meetings of
VOs/SLFs, performance of Stree Nidhi
activities are reviewed as one of the agenda
items for discussion. VO/SLF Office Bearers
are oriented on Stree Nidhi services from
time to time to propagate the same among
the members of SHGs.
At SHG level
9.6. In periodical meetings, SHGs review
utilisation of available credit limits, credit
needs of members, repayment of loans,
savings etc.,
Stree Nidhi Resource Persons (SNRPs)
9.7. Community is involved in propagation
and monitoring the services of Stree Nidhi.
One or two suitable SHG members from EC
members of VOs/SLFs were identified as
Stree Nidhi Resource Persons (SNRPs) in
MS/TLF having reasonable volume of
business and these SNRPs are trained on
all aspects of Stree Nidhi. Their services are
also utilised to create awareness among the
members and in addition SNRPs visit VOs/
SHGs and extend hand holding support to
ensure credit flow to the needy, proper
documentation, end use, repayment and
mobilisation of savings etc. Presently, there
are 215 SNRPs, extending their services in
the field. They are paid performance linked
service charges to compensate for their
services.
Stree Nidhi 37
10.1. It has been 6 years since establishment
of Stree Nidhi and over a period it evolved
and put in place various systems and controls
to ensure adherence to the guidelines and
to bring transparency. One of the tools
adopted was Social Audit aimed at public
scrutiny of operations of Stree Nidhi at VO/
SLF and SHG level.
10.2. For conducting Social Audit effectively,
Stree Nidhi is utilising the services of
TSSAAT and CARPs who are well trained.
After conducting Social Audit, observations
made by Auditors are placed before Grama
Sabha so as to make them aware of
deviations in procedures or fraudulent
transactions and to take necessary remedial
measures.
10.3. Social Audit of Stree Nidhi operations
at VOs/SLFs has brought instances of
lapses in documentation, misutilisation of
loans, equal distribution of loan by all SHG
members in case of general loans, delay in
settlement of claims in case of death of
member etc. Stree Nidhi is taking required
remedial measures to rectify the deviations
observed and taking steps to recover the
amount involved in misappropriation.
Social Audit as a Tool to bring
Transparency
Chapter - 10
Social Audit – Year wise coverage of VOs/SLFs
TotalYear
No of VOs/
SLFs
covered by
TS-SSAAT
No of VOs/
SLFs
covered by
CARPs
2014-15 31 69 100
2015-16 97 717 814
2016-17 1006 337 1343
Total 1134 1123 2257
Grama Sabha on Social Audit of Stree Nidhi
activities by TS -SSAAT DRPs
Annual Report 2016-1738
(Rs. Cr)
S.No. Particulars 31.03.2016 31.03.2017
1 Share capital from State Government 43.52 43.52
2 Share Capital from MS / TLF 47.37 47.89
3 Grants from State Govt. 55.57 55.57
4 Undistributed Profit and Reserves 73.68 110.07
5 Own Funds (Share Capital, Reserves, 482.11 612.73
Core Deposits and other Reserves)
6 Deposits 317.97 431.40
7 Outstanding Borrowings 824.34 1152.23
8 Loans outstanding 1330.12 1798.46
9 Loans disbursed 1148.35 1353.62
10 Gross NPA% 0.42 0.89
11 Gross NPA 5.60 16.03
12 Loan loss provisions 13.33 18.08
13 Net NPA 0 0
14 Net profit 37.25 49.96
Own Funds
11.2. Own funds have increased toRs.612.73 cr in FY2016-17 as compared toRs.482.11 in FY 2015-16 with a healthygrowth rate of 27%. The increase is mainlydue to increase in core deposits by Rs.93.72cr during the year.
Asset Quality
11.3. The loan portfolio of Stree Nidhi has
increased from Rs.1330.12 cr as on 31st
March 2016 to Rs.1798.46 cr at the end of
31st Mar 2017 registering a year on year
growth of 35.21%. The non- performing
assets stood at Rs. 16.03 cr. constituting
0.89% of the total loans outstanding.
Provision made towards NPAs as on
31.3.2017 was Rs.18.08 cr which is 113% of
NPA outstanding. The Net NPA continued
Financial Performance
Chapter - 11
11.1. Highlights on Financial performance in
respect of key parameters for the last twofinancial years are mentioned below
Stree Nidhi 39
to be at ZERO as at the end of 31.3.2017.
During the year, the repayment rate of loans
was at 98.32% against the demand. Of the
15689 VOs/SLFs with loan outstanding,
12733 VOs/SLFs have recorded 100%
repayment rate as on 31.03.2017. Further,
Total income
11.6. Total income has increased from Rs.
124.32 cr to Rs.169.92 cr and the
expenditure has increased from Rs. 87.06
cr to Rs.119.96 cr in FY 2016-17. Despite
demonetization for 4 months affecting loan
disbursement and recovery, Stree Nidhi has
Suryodaya TLF, Warangal Urban-
dist. has declared their TLF as
100% recovery TLF in the State.
All the EC members unequivocally
have taken a pledge to keep their
TLF to remain as overdue free for
ever.
14473 VOs/SLFs have recorded NPAs
below 0.50% as on 31.03.2017. This
spectacular performance has been achieved
with the support of the federations of SHGs
viz., VOs and SLFs and all staff concerned.
achieved growth rate of 36.68% in income.
The increase in expenditure was on account
of increase in borrowings. However, effective
management of financial resources and
control of operational expenditure also
contributed in containing the expenditure.
Earning Performance and Financial Analysis
11.5. Earning Performance for the last two financial years (Rs. Cr)
S.No Income FY2015-16 FY2016-17
1 Interest on Loans and Advances 119.93 164.21
2 Interest on Investments 1.40 4.02
3 Other Income 2.99 1.69
Total Income 124.32 169.92
Expenditure
1 Interest paid on deposits 20.79 29.64
2 Interest on Borrowings 43.53 63.76
3 Operating Expenses 17.27 21.80
4 Loan Loss Provision 5.47 4.76
5 Total Expenditure 87.06 119.96
Net Profit 37.26 49.96
11.4. District wise performance details on repayment and NPA are furnished in Table no. 12a,
12b and 13 of part-B of this report.
Annual Report 2016-1740
Operating and Net Profit
11. 8. The operating profit and net profit was
Rs. 54.72 cr and Rs.49.96 cr during the year
2016-17 as compared to Rs. 42.72 cr and
Rs. 37.25 cr during the year 2015-16,
showing a year on year growth of 34.12% in
net profit despite reduction in interest rate
on advances during the year.
Expenditure Analysis of last two Financial years
11.9. Cost to income analysis (Rs. Cr)
Particulars 2015-16 2016-17
Amount % to total income Amount % to total income
Total Income 124.32 169.92
Interest on Borrowings 43.53 35.02 63.76 37.52
Interest on Deposits 20.79 16.72 29.65 17.45
Service Charges 10.80 8.69 14.21 8.36
Provisions 5.47 4.40 4.81 2.83
Operational Expenditure 4.28 3.44 4.85 2.86
Salaries to Staff 2.20 1.77 2.69 1.58
Total Expenditure 87.06 70.03 119.96 70.60
Interest Income and Interest Expenditure
11.7. Total Interest income on loans and
advances in FY 2016-17 was Rs.164.21 cr
as against the interest expenditure Rs.93.40
cr on deposits and borrowings. A
comparative picture on interest income and
interest expenditure for the last 3 years is
furnished below.
Stree Nidhi 41
11.10. Segment wise analysis of share in expenditure (Rs. Cr)
Interest Expenditure
11.11. Interest paid on Deposits has
increased to Rs. 29.64 cr in FY 2016-17
compared to Rs.20.79 cr in FY 2015-16 due
to considerable increase in deposits. Interest
11.12. Salary and Service Charges
Particulars FY 2015-16 FY 2016-17
Working Funds (Rs cr) 1325.18 1790.69
% of Salaries to Working Funds 0.17 0.15
Gross Profit (Rs cr) 55.61 70.81
% of Salaries to Gross Profit 3.96 3.80
paid on Borrowings has increased to
Rs.63.76 cr in FY 2016-17 compared to Rs.
43.53 cr in FY 2015-16 as the bank
borrowings have increased to Rs.1152.23 cr
as on 31.03.2017 from Rs.824.34 in
31.3.2016.
Particulars 2015-16 2016-17
Amount % to total expenditure Amount % to total expenditure
Total Expenditure 87.06 119.96
Interest on Borrowings 43.53 50.00 63.76 53.15
Interest on Deposits 20.79 23.87 29.65 24.71
Service Charges Paid 10.79 12.41 14.20 11.85
Provisions 5.47 6.28 4.81 4.01
Operational Expenditure 4.28 4.92 4.85 4.04
Salaries to Staff 2.20 2.52 2.69 2.24
Annual Report 2016-1742
As shown above, the expenditure
incurred on Staff is below 2% of working
funds for the last 2 years as per section116(c)
of Co-operative Societies Act 1964.
Sharing of interest income with
Community
11.13. The VOs are providing the last mile
connectivity to community to Stree Nidhi.
Stree Nidhi is having agency agreement with
VO /SLF/ MS / TLFs for monitoring and
recovery of loans. Under this agreement,
Stree Nidhi is sharing its interest income on
advances with VO / SLF/ MS / TLF for
monitoring and assisting in recovery of loans.
Stree Nidhi is also paying service charges to
SERP staff for recovery, disbursement of
loans and mobilising deposits from
community. As shown below, Stree Nidhi has
paid service charges of Rs. 19.55 cr to
community and SERP staff during FY 2016-
17, which constitutes 1.71% of 13.58%
interest charged by Stree Nidhi as compared
to Rs.10.50 cr in FY 2015-16, which is
1.37% of 14% interest charged.
Particulars 2015-16 2016-17
Amount % to interest income Amount % to interest income
Service charges to Vos/SLFs 6.94 0.91 13.04 1.44
Service charges to MSs/TLFs 1.48 0.19 3.00 0.26
Service Charges to SERP Staff 0.98 0.13 2.28 0.20
Service Charges to SNRPs 1.10 0.14 1.23 0.11
Grand total 10.50 1.37 19.55 1.71
The details of service charges paid to community is furnished below.
(Rs Cr)
11. 14. Analysis of Key Ratios
S.No Particulars 31st March 2016 31st March 2017
1 Total Cost to Income Ratio (%) 70.03 70.60
2 Operational Self Sufficiency Ratio (%) 137.75 136.89
3 Financial Self Sufficiency Ratio (%) 142.79 141.65
4 Cost of Funds (%) 8.87 8.66
5 Yield on Advances (%) 13.82 13.16
6 Interest Margin (%) 4.95 4.50
7 Net Interest Margin (%) 6.41 5.68
Stree Nidhi 43
8 Capital to Risk weighted Assets Ratio 33.09 30.98
9 Return on equity (%) 40.99 54.66
10 Return on Assets (%) 3.23 2.96
11 Operational cost to Average working funds (%) 2.07 1.75
12 Average Borrowings to Average Working Funds (%) 49.17 52.11
13 Debt Equity Ratio (%) 1.71 1.88
14 Per employee loan portfolio outstanding (Rs Cr) 16.42 19.76
15 Interest Coverage Ratio (%) 1.58 1.54
Total Cost to Income Ratio
11.15. Cost to Income Ratio has increased
marginally from 70.03 % as on 31.3.2016 to
70.60% as at 31.03.2017.
Cost of Funds, Yield on Advances and
Interest Margin
11.16. The cost of funds has decreased from
8.87 % to 8.66 % for the FY 2016-17 as
compared to previous year mainly due to
decrease in the interest rate on borrowings
from banks on account of monetary
transmission.
The yield on advances was at 13.82%
for the FY 2015-16 which has come down to
13.16% as interest rate on loans charged to
SHGs was reduced by 0.5% during the FY
2016-17. On account of this, interest margin
was also lower at 4.50 % for FY 2016-17 as
compared to 4.95 % for the year 2015-16.
For the same reason, Net Interest Margin
was 5.68% for FY 2016-17 and the same is
lower as compared to 6.41 % for FY 2015-
16.
OSS and FSS
11.17. Operational Self Sufficiency Ratio
was 136.89% for FY 2016-17 as compared
to 137.75% for the year 2015-16. Financial
Self Sufficiency ratio was at 141.65% for
FY 2016-17 as compared to 142.79% for
FY 2015-16. These ratios indicate that the
earnings of Stree Nidhi reflect the strength
and consistency of the institution in meeting
all expenses.
Return on Equity and Earning Per
Share
11.18. Return on Equity has increased from
40.99 % in FY 2015-16 to 54.66 % in FY
2016-17. The return on equity has shown a
growth of 33.35%. The profit had increased
by 34% resulting in increasing in return on
equity. Similarly, the earnings per share of
Rs.1000/- was Rs.409/- as on 31.3.2016,
which increased to Rs.547 as on 31.3.2017.
Return on Asset
11.19. Return on assets during the FY. 2016-
17 was at 2.96% as compared to 3.23% in
FY 2015-16 and the decrease in ROA is due
to reduced interest margin during the year.
Annual Report 2016-1744
Capital to Risk Weighted Assets Ratio
11.20. Capital Adequacy Ratio has reduced
marginally to 30.98 % in FY 2016-17 from
33.09 % in FY 2015-16 but still at more than
30% which indicates its own funds strength.
Operational Cost to Average Working
Funds
11.21. Operational Cost to Average Working
Funds ratio has decreased to 1.75% for the
year 2016-17 as compared to 2.07 % for
2015-16. This is due to increase in per
employee loan portfolio from Rs.16.42 cr in
FY 2015-16 to Rs.19.76 cr in FY 2016-17.
Debt Equity Ratio
11.22. Borrowings to Working Funds ratio
has increased from 49.17 % in FY 2015-16
to 52.11 % in FY 2016-17. Accordingly, Debt
Equity ratio has increased from 1.71 % in
FY 2015-16 to 1.88% in FY 2016-17.
However, DER is much lower as compared
to permissible ratio in microfinance sector.
Interest Coverage Ratio
11.23. The Interest coverage ratio is
maintained at 1.5% during the FY 2016-17
which indicates the capacity to service
interest to banks on borrowings of Stree
Nidhi.
Audit by Cooperative Department for FY
2016-17
11.24. The Cooperative Department of Govt.
of Telangana completed audit of Stree Nidhi
for FY 2016-17 and issued Audit certificate
vide their RS No.9747/2017 Audit, dt:11-12-
2017. Stree Nidhi has been classified as ‘A’
grade by the Cooperative Auditors for the
year indicating excellent performance in all
spheres of Stree Nidhi activities. The audited
Balance Sheet and Profit & Loss A/C for the
year 2016-17 are enclosed in part-C of this
report.
Stree Nidhi 45
12.1. Stree Nidhi has been adopting best
standards of Corporate Governance with a
goal of achieving higher levels of
transparency, efficient systems and control,
well laid down procedures in all spheres of
its operations.
12.2. Protecting the interests of all the stake
holders and enhancing the value of institution
not only to stake holders but also the target
clientele is of the utmost importance. Stree
Nidhi has endeavored to have good
governance practices and become a role
model by establishing excellent ethical
operating practices, keeping in view the
objectives of poverty alleviation.
12.3. The principles of corporate Governance
are exhibited in the spirit of fundamental
principles of Stree Nidhi. Being a community
owned and managed financial institution,
Stree Nidhi customized and fine tuned its
policies based on needs articulated by the
members of SHGs. The governance
practices are directed at building a strong
and self reliant organization to deliver
financial services to the poor at an affordable
cost and in time.
Corporate Governance practices of Stree Nidhi
12.4. Suitable policies which meet
requirements of community are evolved by
Managing Committee of Stree Nidhi
constituted with Directors elected from the
SHG Federations operating both in rural and
semi urban areas and representatives from
the State Govt. in addition to Special Invitees
who are heading SERP and MEPMA as also
MAS.
12.5. In Stree NIdhi, policy making is a
dynamic process and policies are decided
after discussing the issues in a transparent
manner in MC meeting held once in two
months and in General Body Meeting. This
has enabled customized loan and saving
products for the members of SHG.
Allocation of Credit limits based on
grading
12.6. Strengthening institutions viz. VOs/
SLFs/MS/TLFs is the key factor for growth
trajectory of Stree Nidhi and risk mitigation.
To assess strengths of the VOs/SLFs, they
are subjected to rating process every year
with reference to their functioning under
prescribed parameters. VOs/SHGs with
superior grades are rewarded with higher
credit limits to encourage performance .
Delegation of Authority
12.7. Being a cooperative, participation of
members is crucial for successful operations.
In this context, delegation of authority to
community is making all the difference as due
Corporate Governance
in Stree Nidhi
Chapter - 12
Annual Report 2016-1746
diligence is vested with SHGs and their
federations at village / ward level. These
organizations are involved in identification of
members, livelihood activities and delivery
of credit and other financial services
exercising necessary due diligence and
transparency. Release of loan amount
through electronic fund transfer enables
SHGs to get loan amount credited directly to
their SB A/cs and the amount will be
disbursed by SHGs to members in their
meeting in a transparent manner preventing
any pilferage.
12.8. Stree Nidhi operations are through
technology enabled process as making loan
requests, release of loan amount, repayment
of loan installments, settlement of insurance
claims, reconciliation of A/Cs are performed
in an automated environment with minimal
manual intervention making the transaction
cost effective and transparent.
Effective Mechanism for information
dissemination
12.9. In Stree Nidhi effective communication
methods are put in place by utilising
technology to enlighten the community,
through the federations of SHGs at village/
slum level and Mandal/Town level. Circulars
on policies related to credit, savings, systems
and procedures are issued in Telugu and
English to all the Mandal/Town Samakhyas
through the DRDOs of SERP and Project
Directors of MEPMA of all the Districts. These
circulars are made available in Stree Nidhi
website and are accessible through logins
provided to the field level functionaries and
office bearers of federations of SHGs. The
loan amount released and due instalment are
also intimated through SMS alerts to VOs/
SLFs. The reports on DCB deposits are
accessible through URL provided to VOs/
SLFs through GPRS provided in CUG.
Social Audit
12.10. A process where in the financial
transactions done by SHG and VOs/SLFs
are scrutinised by utilising the services of
TSSSAAT and CARPs who are well trained
on activities / policies of Stree Nidhi. The
observations made during Social Audit are
placed before Grama Sabha to take suitable
remedial measures. The process has an
immense impact on improving the level of
awareness on the system and controls to be
followed and policies to be adhered to by
community .
12.11. All the employees of Stree Nidhi are
required to follow a stipulated code of ethical
and moral conduct which includes serving
with honesty, humility, discipline, integrity,
prudence and openness maintaining cordial
relations with all other stake holders. This
has made it possible to make the employees
reliable and responsive to the call of
community.
Interest rate policy on deposits
12.12. Being a specialised organisation
aimed at serving the members of SHGs,
Stree Nidhi is paying rate of interest on
deposits by bench marking the same to the
cost of it’s borrowings from Banks. Therefore,
the interest paid is more than what banks
pay for the same tenure of deposits. The rate
of interest payable on different deposits will
be reset on 1st of April every year. The rates
in case of some deposits are 2-3% more than
Stree Nidhi 47
what major bank pays and this policy is
consciously followed, to be more community
oriented.
Dividend on equity
12.13. Stree Nidhi has been paying dividends
on paid up share capital, an amount not less
than fifteen percent of net profit in compliance
with the provision of the State Cooperative
Societies Act’1964. Stree Nidhi has paid
dividend to equity holders since inception and
increased the same year after year. The MC
has decided to pay 10% for 2016-17.
Payment of Interest Margin to VO/SLFs
and MS/TLFs
12.14. Considering the services rendered by
VO/SLFs and MS/TLFs and expenses
incurred by them Stree Nidhi evolved a policy
where in service charges are paid to them.
An amount equivalent to 1.25% and 0.25%
of 13% of interest amount realised is paid to
VO/SLFs based on their performance.
Constitution of State Level consultation
Committee
12.15. To ensure effective participation of
community in all it’s activities, Stree Nidhi has
constituted a State Level Consultative
Committee consisting of the presidents of all
Zilla Samakhyas, representative of TLFs and
elected MC members. The SLCC meets
once in a quarter and dwell on various
aspects of Stree Nidhi and suggest
refinement in policies in tune with the
requirement of SHG members.
Annual Report 2016-1748
Digitalization of operations for
Seamless functioning
Chapter - 13
13.1. One of the distinctive features of Stree
Nidhi is leveraging Information Technology
to deliver seamless financial services at the
doorsteps of members of SHGs. IT enabled
systems and processes have facilitated
functioning of Stree Nidhi efficiently and
effectively in a transparent manner and
achieving its desired objectives.
13.2. Stree Nidhi has been able to increase
it’s outreach of products and services to the
nook and corner of the state through user
friendly technology resulting in saving cost
and time in carrying out operations. The
SHGs were facilitated to have simple
experience of digitalization of their operations
through mobiles. Loan requests are
processed through IVRS and WEB portal,
disbursement of funds is done directly to SB
accounts of SHGs in the banks through
Electronic Funds Management System
(EFMS) in a secured environment. This has
enabled Stree Nidhi to disburse loan amount
within 48 hours after the loan requests are
made.
13.3. Loan requests of members up to
Rs.25000/- are considered through IVRS and
lons above Rs.25000 are processed by
preparing HLPs, subjected to scrutiny at
different levels of authority. The scanned
copies of HLPs are uploaded and moved
from one level to another level though web
portal for final approval before disbursement
of loans.
13.4. To bring in further transparency, next
level of digitalization of transactions is
envisaged through Tablet PCs. Use of this
technology has enabled Stree Nidhi to
implement borrower authentication process
and bring more transparency in credit flow
to the members. Hand Held Device i.e.,
Tablet PCs are provided to VOs/SLFs to
implement the borrower authentication
process. Further, it also enabled generation
and storing of loan documents electronically,
which in itself is transformatory in nature.
Borrower Authentication with iris
Stree Nidhi 49
13.5. Using Information Technology, Stree
Nidhi has evolved a robust MIS and analytics
used by the management as also field
functionaries for monitoring the progress at
periodical intervals, through logins provided.
The federations of SHGs namely VOs and
SLFs have also been enabled to view reports
on deposits, loans availed and DCB of SHGs
affiliated to them through URL and further
the savings and repayments can be adjusted
to the respective SHGs/members through the
same URL. The technology has also enabled
Stree Nidhi in generating repayment
schedules for the loans disbursed,
calculation of demand at monthly intervals
and adjustment of repayments to respective
loans.
13.6. Technology enabled to evolve end to
end accounting module. Account ledgers are
generated creating members wise loan A/Cs,
aggregating the same at the level of SHG/
VO/SLF/MS/TLF/District and State. Similarly,
savings made by SHGs, VOs/SLFs/MS/TLFs
under different deposit scheme are
accounted for ensuring regular payment of
interest there on at monthly/quarterly
intervals as prescribed.
13.7. Technology has enabled an effective
communication channel to disseminate the
information.The information on loan
disbursement and repayments are conveyed
to SHG/VOs through SMS alerts and voice
blasts to all the SHGs/VOs/SLFs concerned.
13.8. Automation of reconciliation of accounts
has been put in place to reconcile a huge
number of transactions automatically to
ensure promptness. Use of technology in all
spheres of Stree Nidhi enabled it to excel in
performance and serving as backbone of the
institution.
Borrower’s signature capturing
Annual Report 2016-1750
Stree Nidhi as a Business Correspondent
to Banks – A unique model in Telangana
Chapter - 14
14.1. Providing access to financial services
to the poor SHG members play a key role in
poverty alleviation and transformative
growth. Stree Nidhi forayed into Business
Correspondent activities, by functioning as
corporate BC to the Banks viz. State Bank
of India and Andhra Bank. These banks have
allocated 950 remote and unbanked villages
and Stree Nidhi established BC points
successfully in 872 villages by engaging SHG
members as VLEs, who manage the BC
points in Kiosk Banking Model under the
supervision of Village Organization. A SHG
member functioning as Village Level
Entrepreneur (VLE) is extending banking
services including pensions and NREGS
wages payment in addition to Govt. to citizen
services through Meseva at the door steps
of rural people through these BC Points.
Kiosk Banking Model
Kiosk Banking is stand-alone model and
generally serves a sub-service area of abank, which is approximately 2 to 3villages. The model is widely accepted androbust to cover majority of the bankingneeds of rural people. Each BusinessCorrespondent KIOSK is equipped withLaptop,Printer cum Scanner, Biometricauthentication device, webcam, mATM /PIN Pad, Data card and other requiredaccessories.
14.2. Stree Nidhi is implementing the KIOSKmodel by identifying eligible SHG membersas Business Correspondent Agents.Training,handholding, technical support andmonitoring will be done by the state level anddistrict level staff of Stree Nidhi designatedto facilitate Financial Inclusion. The detailsof BC Points functioning in different districtsare furnished in table no. 14 of part -B of this
report.
Services available at VLE Point
Stree Nidhi 51
One Stop Shop (OSS)
14.3. The initiative of Stree Nidhi and
department of ITE & C to have Digital Local
Governance envisages that the Panchayat
shall serve as a single window not only for
providing branch less banking services but
also Government to citizen services.
Eventually all VLE centres will be converted
to OSS centres.
Of 950 BC points, at 272 points Meeseva,
e-panchayat services, disbursement of
NREGS wages and Aasara Pensions are
provided at the door steps of the villagers.
These points are serving as One Stop
Shops
Providing gainful employment to SHG
Members
14.4. Keeping in view wider acceptance by
the community and also to provide gainful
employment to SHG members, Stree Nidhi
has adopted a policy of positioning SHG
members as VLEs (Village Level
Entrepreneurs).
14.5. Over a period, the functioning of VLE
has been largely stabilized and earning in
the form of commission from the banks is
increasing gradually. The no. of transactions
and amount involved has attained a level of
Rs. 109.45 cores in the month of March 2017.
The commission earned by the VLEs ranged
from Rs.5000 to Rs. 25000 per VLE per
month.The efforts made by Stree Nidhi have
resulted in increasing the number of
transactions and also the volume of
transactions as mentioned below. (Rs Cr)
Financial
Year
Transaction
Count
Transaction
Amount
2016-17 1671819 627.29
2017-18
(Up to Nov- 2616815 1059.53
2017)
Annual Report 2016-1752
14.6. Stree Nidhi has employed 20 dedicated
staff for extending support and guidance to
VLEs across the state. In field, there are 7
Managers and 8 Assistant Managers and at
Head Office a DGM, two AGMs and two
Managers are placed to monitor the FI
activities.
14.7. Our BC/OSS points have been visited
by the C.E.O, SRLM, Tamil Nadu, delegates,
from different states co-ordinated by NRLM,
NABCONS of RO, NABARD, Chennai and
Ex-Chairman NABARD. They have
appreciated the model operated by SHG
members as VLEs for providing banking and
other services at the doorstep of the villagers
in the remote and unbanked areas.
Stree Nidhi 53
15.1. Stree Nidhi laid emphasis on building
the capacity of staff and community to excel
in its service and ensure proper delivery of
financial services to the members of SHGs
in Rural and Urban areas of the State.
Keeping the above in view, Stree Nidhi
organised various trainings and workshops
during the year.
15.2. The trainings imparted to staff and
community have resulted in improving the
level of awareness among the community
wich inturn enabled remarkable progress in
savings, credit flow and repayment as also
in other qualitative aspects.
S. No Name of the Programme Duration No. of
(Days) Participants
1 Orientation to Office Bearers of Mandal Smakhyas 01 1391
2 Training to ZS Office Bearers 02 107
3 Refresher training to Managers and Assistant Managers 03 63
4 Strategy meet for DGM, ZMs, AGMs, RMs and CMs 02 32
5 Training to Managers & Assistant Manager on BC activities 01 67
6 Training to VLEs 01 750
7 Training to CARPs on Social Audit 07 47
8 Training to DRPs of TSSSAAT on Social Audit 01 22
9 Training to Asst. Managers 07 77
Capacity Building of staff and community
Chapter - 15
Annual Report 2016-1754
Chapter - 16
New Initiatives/Policy changes
16.1. Stree Nidhi laid emphasis on innovative
strategies to be dynamic and fine tuned its
policies, processes, loan products and
services in accordance with the needs
emerging from community from time to time.
The endeavour has been to make it more
and more relevant to community and to bring
transparency.
16.2. Introduction of new loan products
Purchase of Smart phones
16.2.1. To give a fillip to the digitalisation of
financial transactions by SHG members, a
loan product for purchase of smart phones
was introduced. For the purpose, SHG
members can access loan up to Rs.6000
repayable in 24 months.
Purchase of bicycles
16.2.2. To have transport facility to the poor
which is economic, eco friendly and with low
expenditure on maintenance, a loan product
to purchase bicycle was introduced. A loan
amount up to Rs.5000/- can be accessed by
the needy members, which is repayable in
12 months.
Purchase of laptops
16.2.3. To support the children of SHG
members pursuing professional courses at
the level of under / post graduation, a loan
product for purchase of laptops is introduced.
A loan amount up to Rs.35000/- can be
availed for the purpose, which is repayable
in 42 months.
Purchase of diesel / electric autos /
trolleys
16.2.4. Plying auto / trolley is the most
common economic activity taken up by family
members of SHGs in rural and urban areas.
With an aim of providing gainful employment
as also to address issue of convenient and
affordable transport in village and towns, a
special loan product for purchase of diesel
or electric / auto /trolleys either new or
second hand by unemployed youth
belonging to families of SHG members was
made available. Loan amount up to
Rs.120000/- can be accessed for the
purpose.
Bridge finance for constitution of IHHLs
16.2.5. To finance construction of IHHLs to
the needy members, who are identified by
the department of Rural Development, a loan
amount upto Rs.12000/- can be accessed
by SHG member as bridge finance.
Implementation of subsidy linked scheme
– Sujala
16.2.6. It is aimed at financing members for
taking up livelihoods in watershed areas
developed under IWMP by the department
of Rural Development. Micro enterprises with
a project cost up to Rs.1.00 lakh with 80%
as grant are financed under this product.
Stree Nidhi 55
Constitution of State Level Consultative
Committee.
16.3. A State Level Consultative Committee
is constituted with the Presidents of all Zilla
Samakhyas, few representatives of TLFs and
elected representatives of Stree Nidhi. They
meet at quarterly intervals and discuss on
various aspects of Stree Nidhi and suggest
new services, policy changes and strategies
to achieve the objectives of Stree Nidhi. The
Committee members being responsible for
functioning of SHGs and their federations in
the respective districts, their involvement
through SLCC will enable them to propagate
activities of Stree Nidhi more effectively.
Reduction in interest rate on loans
16.4. During the period, interest rate on loans
to SHGs was reduced from 13.5% to 13%
and further to 12.5%, which is comparable
with the rate of interest charged by major
banks on their lending to SHGs. It is done to
ensure that the benefit of reduction in cost
of borrowings is passed on to the members
of SHGs.
Use of TV channels
16.5. Recognising the need for conveying the
experiences of success of members who
availed credit from Stree Nidhi to the
community at large, experiences were
shared by telecasting through popular TV
channels. This has enabled Stree Nidhi to
penetrate deep into the community across
the state.
Reduction in Suraksha Charges
16.6. Considering the growth in corpus fund
accumulated under Stree Nidhi Suraksha,
the charges payable by the loanee members
has been reduced from Rs.4/- to Rs.2.50
per loan of Rs1000/- This has reduced the
financial burden on the member without
affecting the risk coverage
Recruitment of Assistant Managers from
SHGs
16.7. The members of SHGs have deep
knowledge about the functioning of SHGs
and their federation and also have concern
on the development of co-members in all
respects including economic conditions.
Keeping this in view, Stree Nidhi has
recruited 77 Assistant Managers exclusively
from SHG members who are graduates/ post
graduates. The recruitment process was
conducted by CDS, TSIPARD based on the
marks scored in written test and group
discussion. The newly recruited AMs have
been imparted requisite training on all the
aspects of Stree Nidhi. This will further
strengthen the SHGs and motivate them to
avail services of Stree Nidhi.
Preparation of Project profiles
16.8. Knowledge on appraisal is essential to
the field functionaries involved in appraisal
of the livelihood activities intended by the
members and to assess loan amount
required to meet capital needs for
establishment of micro enterprises. To enrich
the levels of knowledge of the concerned,
Stree Nidhi has prepared project profiles for
various livelihood enterprises to serve as
guide to them in preparation of HLPs and
qualitative appraisal. This will go a long way
to expedite the process of appraisal and
further save time in disposal of credit
proposals.
Annual Report 2016-1756
Introduction of e-KYC
16.9. In order to bring further transparency
in operations, e-KYC has been introduced.
In this process, identification of members
intending to avail loans is authenticated
based on Aadhar number/IRIS/FP of the
members. The loan documents are
generated and stored electronically. A
suitable module has been developed to
ensure effective compliance with the
guidelines and procedures of Stree Nidhi at
all levels.
Deputation of OSD from Co-operative
Dept.
16.10. Stree Nidhi, being an apex level
federation of Mandal/Pattana Samakhyas
registered under Co-operative Societies Act’
1964, requires to take up measures to
recover chronic over dues or amount
misused thorough fraudulent transactions in
compliance with the provisions of Co-
operative Societies Act’ 1964 through an
authority vested with such powers. In order
to put in place a suitable mechanism for
taking legal recourse as per the statutory
provisions, upon the request of Stree Nidhi,
an officer in the cadre of Deputy Registrar
has been deputed by the Dept. of
Cooperation to take required measures as
per the Act.
Augumenting equity of Community
through Loan linked Share Capital
16.11. In order to increase the capital and
own resources to leverage higher borrowings
from banks it has been decided that the
members availing loan will contribute share
capital equal to 2% of loan amount on behalf
of MS/TLF to which SHG is affiliated. This
will ensure increase in share capital
consistently and thus lendable resources of
Stree Nidhi will increase to meet demand for
credit.
Stree N
idhi
57
S.N
oN
o. o
f MS
sN
o. o
f VO
s N
o.o
f SH
Gs
SH
G M
emb
ers
1A
dilab
ad17
543
9636
98667
2B
adrad
ri22
973
18114
157629
3Jag
itial17
579
13894
164205
4Jan
gao
n13
471
11555
125995
5Jay
ashan
kar
20
708
14954
151852
6Jo
gu
lamb
a1
23
18
69
63
74
54
7
7K
amared
dy
21
760
17996
176996
8K
arimnag
ar15
570
14479
153734
9K
ham
mam
21
1018
25392
233215
10
Kom
aram B
heem
15
388
7273
76720
11
Mah
abubab
ad16
699
16104
162129
12
Mah
abubnag
ar25
826
18006
192893
13
Man
cherial
17
528
11478
123198
14
Med
ak20
548
13303
137182
15
Med
chal-M
alkajg
iri8
270
8258
75918
16
Nag
arkurn
ool
20
597
12038
136890
17
Nalg
on
da
31
11
38
29
71
02
99
33
7
18
Nirm
al18
517
11294
124912
19
Nizam
abad
25
825
24012
238180
20
Ped
dap
alli1
34
85
11
86
31
21
21
4
21
Rajan
na S
ircilla1
34
07
93
30
10
44
04
22
Ran
gared
dy
24
867
21080
222896
23
San
gared
dy
25
739
20294
202362
24
Sid
dip
et22
70
91
73
79
18
82
77
25
Sury
apet
23
601
18591
181522
26
Vik
arabad
17
666
14958
143044
27
Wan
aparth
y14
371
7850
94389
28
Waran
gal R
ural
15
564
14651
160545
29
Waran
gal U
rban
7258
6389
71005
30
Yad
adri B
ho
ngir
16
58
81
50
35
15
35
66
To
tal:
54
21
85
31
44
18
79
45
47
42
3
Ta
ble 1
: District w
ise da
ta rela
ting
to N
o.o
f SH
G m
emb
ers, SH
Gs, V
Os a
nd
MS
s
Annual R
eport 2
016-1
75
8
S.N
o.
District
TL
Fs
SL
Fs
SH
Gs
Mem
bers
1A
dilab
ad2
68
1944
19440
2B
had
radri
4133
4069
40690
3Jay
ashan
kar
129
778
7780
4Jo
gulam
ba
255
1459
14590
5H
yderab
ad20
1348
52265
522650
6Jag
tial3
137
3939
39390
7Jan
go
an1
34
879
8790
8K
amared
dy
141
1229
12290
9K
arimnag
ar4
159
4807
48070
10
Kham
mam
4227
6272
62720
11
Ko
maram
Bheem
142
929
9290
12
Mah
abubab
ad1
31
1059
10590
13
Mah
abubnag
ar4
138
4222
42220
14
Man
cherial
3130
3142
31420
15
Med
ak1
23
764
7640
16
Med
chal-M
alkajg
iri2
77
2288
22880
17
Nag
arkurn
oo
l3
67
1527
15270
18
Nalg
onda
5178
4860
48600
19
Nirm
al2
73
1944
19440
20
Nizam
abad
5257
7526
75260
21
Ped
dap
alli3
168
3951
39510
22
Rajan
na S
ircilla2
96
2386
23860
23
Ran
ga R
eddy
4117
3395
33950
24
San
gared
dy
3109
3103
31030
25
Sid
dip
et4
11
53
53
03
53
00
26
Sury
apet
4160
3541
35410
27
Vik
arabad
273
1802
18020
28
Wan
aparth
y1
43
1036
10360
29
Waran
gal R
ural
250
1204
12040
30
Waran
gal U
rban
12
510
14958
149580
31
Yad
adri B
ho
ngir
135
967
9670
Tota
l107
4723
145775
1457750
Tab
le 2: D
istrict wise d
ata
relatin
g to
No
.of S
HG
mem
bers, S
HG
s, SL
Fs a
nd
TL
Fs
Stree N
idhi
59
S. N
o
Para
meters
Ma
xim
um
A) O
wn fu
nds o
f MS
as on 3
1.0
3.2
016 (o
wn fu
nds in
clude
share cap
ital, accum
ulated
pro
fit of M
S, C
IF &
oth
er funds
availab
le for o
n len
din
g to
VO
s)
75 L
akh&
above
(12 M
arks)
50 to
<75 L
akh
(8 M
arks)
40 to
<50 L
akh
(6 M
arks)
15 to
<40 lak
h
(2 M
arks),
(if belo
w 1
5
lakh
No M
arks)
OR
B) M
S w
ho h
ave n
ot receiv
ed g
rants fro
m G
ovt. lik
e CIF
.
45 L
akh&
above
(12 M
arks)
35 to
<45 L
akh
(8 M
arks)
25 to
<35 L
akh
(6 M
arks)
15 to
<25 lak
h
(2 M
arks),
(if belo
w 1
5
lakh
No M
arks)
2R
egu
lar meetin
g o
f MS
in th
e last Six
mo
nth
s
Conducted
2
MS
Meetin
gs
in all m
on
ths
(5 M
arks)
Conducted
1
MS
Meetin
g in
all mo
nth
s
(3 M
arks)
5
3
% o
f attendan
ce of M
S E
C m
emb
ers in m
eeting to
total E
C
mem
bers o
f MS
.
(Averag
e of last 6
month
s)
90%
& ab
ove
(05 M
arks)
70 to
<90%
(3 M
arks)
60 to
<70%
(1 M
ark)
< 6
0%
(No M
arks)
5
4M
ainten
ance o
f Books o
f Acco
unts an
d u
pdatin
gW
ithin
15
day
s
(6 M
arks)
With
in m
on
th
( 3 M
arks)
6
5N
et Pro
fit of M
S fo
r the last 2
years i.e. fo
r 2014-1
5, 2
015-
16 as p
er audited
P&
L acco
unt.
Pro
fit in tw
o
years
(8 M
arks)
Pro
fit in 2
01
5-
16
(6 M
arks)
Pro
fit in 2
01
4-
15
(4 M
arks)
loss in
two
years
(No M
arks)
8
Leg
al C
om
plia
nce
i). Wheth
er audit co
mpleted
as on 3
1.0
3.2
016.
3
ii. Wheth
er Annual G
eneral B
ody m
eeting fo
r 2014-1
5
conducted
.4
iii. Lead
ership
chan
ge d
urin
g 2
014-1
5 as p
er MA
CS
Act
95.
5
iv. W
heth
er Annual retu
rns fo
r 2014-2
015filed
with
D.C
.O.
as on d
ate of ratin
g.
3
7
Stree N
idh
i Rep
aym
ent fro
m V
Os:
VO
s Reco
very
% 3
1st M
arch 2
016&
as on d
ate of ratin
g
(averag
e of tw
o)
98%
& ab
ove
(15 M
arks)
96%
to <
98%
above
(10 M
arks)
90%
to <
96%
(5 M
arks)
< 9
0%
(No M
arks)
15
8
Oth
er Stree N
idh
i Rep
aym
ent:
VO
s Reco
very
% 3
1st M
arch 2
016&
as on d
ate of ratin
g
(averag
e of tw
o)
98%
above
(3 M
arks)
96%
to <
98%
above
(2 M
arks)
90%
to <
96%
(1 M
ark)
< 9
0%
(No M
arks)
3
9
CIF
Reco
very
from
VO
s:
Reco
very
% o
f loan
s from
CIF
of M
S to
VO
s as on 3
1st
March
2016 &
as on d
ate of ratin
g (av
erage o
f two)
90%
& ab
ove
(10 M
arks)
75 to
<90%
(8M
arks)
60 to
<75%
(5 M
arks)
< 6
0%
(No M
arks)
10
10
% o
f VO
s hav
ing >
50%
of S
HG
s contrib
uted
Sam
rudhi
dep
osits as o
n 3
1st M
arch 2
016 o
r as on th
e date o
f rating.
80%
& ab
ove
(6 M
arks)
70%
to <
80%
(4M
arks)
50%
to <
70%
(2 M
arks)
<50%
(1 M
ark)
6
11
VO
s With
"A" an
d "B
" grad
e as per latest ratin
g
80%
& ab
ove
(A+
B g
rade
VO
s)
(10 M
arks)
70%
to <
80%
(A+
B g
rade
VO
s)
(8 M
arks)
50%
to <
70%
(A+
B g
rade
VO
s)
(6 M
arks)
<50%
(A+
B
grad
e VO
s)
(No M
arks)
10
12
Su
bm
ission
of
loan
do
cum
ents
(ifM
San
dall
VO
s
subm
itted d
ocu
men
ts to S
tree Nid
hi).
5
100
1N
PA
more th
an 1
% as an
31st M
arch,2
016
-5
100
Criteria fo
r award
ing G
RA
DE
to M
S
‘E’ g
rade:<
50%
mark
s.
Tota
l Mark
s
Ded
uctio
n o
f 5 M
arks
If com
pleted
3 M
arks,
not co
mpleted
: No M
arks
1
Ta
ble 3
(a): G
rad
ing
of M
an
da
la S
am
ak
hya {M
S} - C
riteria fo
r aw
ard
ing m
ark
s
'A' g
rade: >
80%
mark
s, ‘B
’ grad
e: >65-8
0 %
mark
s.
‘D’ g
rade: 5
0-6
0 %
mark
s. ‘C
’ grad
e: >60-6
5 %
mark
s
12
If not C
onducted
even
one M
S
Meetin
g in
any m
on
th
(No M
arks)
If updatin
g o
f the b
ooks after 1
month
(0 M
arks)
Net M
ark
s
Criteria
an
d M
ark
s
If sub
mitted
all do
cum
ents: 5
Mark
s
If no
t sub
mitted
: No
Mark
s
6
If Co
mp
leted: 3
Mark
s,
no
t Co
mp
leted: N
IL
If com
pleted
4 M
arks,
not co
mpleted
: No M
arks
If Yes: 5
Mark
s
No: N
o M
arks
Annual R
eport 2
016-1
76
0
S. N
oP
ara
meters
Maxim
u m
Mark
s
1
Ow
n fu
nds o
f VO
as on 3
1.0
3.2
016 (o
wn fu
nds
inclu
de sh
are capital co
ntrib
uted
by S
HG
s, savin
gs
of S
HG
s with
VO
, resources, accu
mulated
pro
fit,
and o
ther fu
nds av
ailable fo
r on len
din
g to
SH
Gs
exclu
din
g C
IF an
d o
ther fu
nds b
orro
wed
from
Man
dala S
amak
ya)
2. L
akh
&
above
(10 M
arks)
1 to
< 2
Lak
h
(6 M
arks)
0.5
0 to
< 1
Lak
h
(4 M
arks)
< 0
.50 lak
h
(2 M
arks)
10
2R
egular m
eeting o
f VO
in th
e last Six
month
s
Conducted
1
VO
Meetin
g
only
in ev
ery
mo
nth
(3 M
arks)
If no
t
Conducted
min
imu
m 1
VO
Meetin
g
in a m
on
th
( No M
arks)
5
3%
of atten
dan
ce of E
C m
embers (A
verag
e of last 6
mo
nth
s) to to
tal EC
mem
bers
80%
& ab
ove
(5 M
arks)
70 to
<80%
(3 M
arks)
60 to
<70%
(1 M
ark)
< 6
0%
(No M
arks)
5
4 B
ook k
eepin
g at V
O lev
el 5
5N
et Pro
fit of V
O fo
r the last 2
years i.e. fo
r 2014-
15, 2
015-1
6 as p
er audited
P&
L acco
unt.
Pro
fit in tw
o
years
(8 M
arks)
Pro
fit in 2
01
5-
16
(6 M
arks)
Pro
fit in 2
01
4-
15
(4 M
arks)
loss in
two
years
(No M
arks)
8
Leg
al C
om
plia
nce
i. Wh
ether au
dit co
mpleted
as on 3
1.0
3.2
016 o
r as
on ratin
g d
ate (2015-1
6).
3
ii. Wh
ether an
nual g
eneral b
ody m
eeting fo
r 2014-
15 co
nducted
?4
iii. Lead
ership
chan
ge d
urin
g 2
014-1
5 as p
er
MA
CS
Act 9
5.
4
iv. W
heth
er annual retu
rns fo
r 2014-2
015 w
ere
filed w
ith D
epartm
ent.
3
7%
of S
HG
s dep
osited
in S
amru
dh
i in fu
ll as on
31.0
3.2
016 o
r as on d
ate of ratin
g.
70%
& ab
ove
(12 M
arks)
60%
to <
70%
(9 M
arks)
50%
to <
60%
(6 M
arks)
<50%
( No M
arks)
12
8
CIF
Reco
very
from
SH
Gs
Reco
very
% o
f loan
s from
CIF
of M
S as o
n 3
1st
March
2016 &
as on d
ate of ratin
g (av
erage o
f
two
)
90%
& ab
ove
(8M
arks)
75 to
<90%
(6 M
arks)
60 to
<75%
(5 M
arks)
< 6
0%
(No M
arks)
8
9
CIF
Reco
very
to M
an
da
la S
am
ak
hy
a
VO
Reco
very
% o
f loan
s from
CIF
of M
S as o
n
31st M
arch 2
016 &
as on d
ate of ratin
g (av
erage o
f
two
)
90%
& ab
ove
(5 M
arks)
75 to
<90%
(3 M
arks)
60 to
<75%
(1 M
ark)
< 6
0%
(No M
arks)
5
Rep
aym
ent b
y V
O to
Stree N
idh
i:
Reco
very
% as o
n 3
1st M
arch 2
016
98%
& ab
ove
(14 M
arks)
96%
to <
98%
above
(8 M
arks)
90%
to <
96%
(4 M
arks)
< 9
0%
(No M
arks)
14
Rep
aym
ent b
y V
O to
Stree N
idh
i:
Reco
very
% as o
n d
ate of ratin
g
98%
&ab
ove
(6 M
arks)
96%
to <
98%
above
(4 M
arks)
90%
to <
96%
(2 M
arks)
< 9
0%
(No M
arks)
6
11
Oth
er Stree N
idh
i loan
s Rep
aym
ent to
Stree
Nid
hi:
Reco
very
% as o
n 3
1st M
arch 2
016. &
as on d
ate
of ratin
g (av
erage o
f two)
98%
&ab
ove
(3 M
arks)
96%
to <
98%
above
(2 M
arks)
90%
to <
96%
(1 M
ark)
< 9
0%
(No M
arks)
3
12
Su
bm
ission
of lo
an d
ocu
men
ts by S
HG
s to V
O.
5
10
0
1R
ema
rks:
Mis u
tilization
/ misap
pro
priatio
n, if an
y.
2N
PA
above 0
.5%
as on 3
1st M
arch,2
016
-5
3
Stree N
idh
i Reco
very
from
SH
Gs:
If totalrep
aym
ent am
ount receiv
ed fro
m S
HG
s is
not tran
sferred b
y V
O to
Stree N
idhi
-3
10
0
'C' g
rade: 6
1-7
0 %
mark
s,
“NO
RA
TIN
G W
ILL
BE
DO
NE
”
Ded
uctio
n o
f 3 m
arks
If any (-5
Mark
s)
'A' g
rade: >
80 %
mark
s, ‘B
’ grad
e: 71-8
0 %
mark
s.
“E
” g
rade: <
50 %
mark
s.
5
If com
pleted
: 3 M
arks,
not co
mpleted
: No M
arks
If com
pleted
: 4 M
arks
not co
mpleted
: No M
arks
If chan
ged
: 4 M
arks,
not ch
anged
: No M
arks 'D
' grad
e: 50 -6
0 %
mark
s
10
If filed: 3
Mark
s,
not filed
: No M
arks
Criteria
for a
ward
ing G
RA
DE
to V
O
If sub
mitted
all do
cum
ents: 5
Mark
s
if all no
t sub
mitted
: No
Mark
s
Ta
ble 3
(b): G
rad
ing
of V
illag
e Org
an
izatio
n {V
O} - C
riteria fo
r aw
ard
ing
ma
rks
To
tal M
ark
s
Net M
ark
s
Main
tainin
g all b
oo
ks in
time, S
tree Nid
hi tran
sactions are
record
ed in
min
utes.
(5 m
arks), if n
ot 0
Mark
s
Criteria
an
d m
ark
s
Conducted
2 V
O M
eetings in
every
month
(5 M
arks)
Stree N
idhi
61
AB
CD
EF
Not
gra
ded
1A
dilab
ad17
11
62
70
0
2B
adrad
ri22
30
10
36
00
3Jag
itial17
15
20
00
00
4Jan
goan
13
57
01
00
0
5Jay
ashan
kar
20
61
31
54
0
6Jo
gulam
ba
12
20
12
70
0
7K
amared
dy
21
16
50
00
00
8K
arimnag
ar15
12
30
00
00
9K
ham
mam
21
36
11
10
00
10
Kom
aram B
heem
15
13
72
20
0
11
Mah
abubab
ad16
43
26
10
0
12
Mah
abubnag
ar25
914
11
00
0
13
Man
cherial
17
10
41
11
00
14
Med
ak20
16
21
10
00
15
Med
chal-M
alkajg
iri8
17
00
00
0
16
Nag
arkurn
ool
20
210
44
00
0
17
Nalg
onda
31
715
72
00
0
18
Nirm
al1
812
32
10
00
19
Nizam
abad
25
25
00
00
00
20
Ped
dap
alli1
38
50
00
00
21
Rajan
na
13
11
20
00
00
22
Ran
gared
dy
24
12
11
01
00
0
23
San
gared
dy
25
14
52
31
00
24
Sid
dip
et22
19
30
00
00
25
Sury
apet
23
79
52
00
0
26
Vik
arabad
17
11
58
02
0
27
Wan
aparth
y14
57
00
20
0
28
Waran
gal R
ural
15
93
12
00
0
29
Waran
gal U
rban
74
30
00
00
30
Yad
adri B
hongir
16
79
00
00
0
542
247
144
69
44
32
60
Tab
le 4(a
.1): S
ER
P - D
istrict wise G
rad
ing
Positio
n o
f MS
s
S.N
oD
istrict Nam
e
To
tal N
o O
f
Man
da
l
/TL
Fs
Gra
de
To
tal
Annual R
eport 2
016-1
76
2
AB
CD
EF
Not
gra
ded
1A
dilab
ad1
1
2B
adrad
ri4
4
3Jag
itial3
12
4Jan
goan
11
5Jay
ashan
kar
11
6Jo
gu
lamb
a2
2
7K
amared
dy
11
8K
arimnag
ar3
21
9K
ham
mam
31
11
10
Kom
aram B
heem
11
11
Mah
abubab
ad1
1
12
Mah
abubnag
ar3
12
13
Man
cherial
22
14
Med
ak1
1
15
Nalg
on
da
42
2
16
Nirm
al2
11
17
Nizam
abad
42
11
18
Rajan
na
21
1
19
San
gared
dy
32
1
20
Sid
dip
et3
12
21
Sury
apet
42
2
22
Vik
arabad
22
23
Wan
aparth
y1
1
24
Waran
gal R
ural
21
1
25
Waran
gal U
rban
87
1
26
Yad
adri B
hongir
11
63
38
40
00
021
60
52
85
14
86
94
43
26
21
To
tal
Gra
nd
To
tal
SE
RP
& M
EP
MA
Tab
le 4(a
.2): M
EP
MA
- District w
ise Gra
din
g P
ositio
n o
f TL
Fs
S.N
oD
istrict Nam
e
To
tal N
o O
f
Man
da
l
/TL
Fs
Gra
de
Stree N
idhi
63
AB
CD
E
1A
dilab
ad5
41
92
11
29
61
61
79
1
2B
adrad
ri973
194
175
223
199
180
2
3Jag
itial573
440
98
25
91
0
4Jan
go
an465
280
122
21
21
20
1
5Jay
ashan
kar
702
190
94
70
147
201
0
6Jo
gulam
ba
319
70
64
97
62
23
3
7K
amared
dy
760
433
144
103
46
32
2
8K
arimnag
ar570
444
74
26
15
10
1
9K
ham
mam
10
62
42
93
10
15
38
58
50
10
Ko
maram
Bheem
386
78
138
110
46
13
1
11
Mah
abu
bab
ad6
92
20
81
12
12
61
09
13
70
12
Mah
abubnag
ar816
429
195
112
50
28
2
13
Man
cherial
526
313
119
68
21
41
14
Med
ak548
351
106
48
26
16
1
15
Med
chal-M
alkajg
iri278
177
54
21
12
14
0
16
Nag
arkurn
oo
l597
238
165
111
63
20
0
17
Nalg
onda
1139
363
383
231
98
64
0
18
Nirm
al517
305
109
79
20
40
19
Nizam
abad
825
694
83
32
12
22
20
Ped
dap
alli485
303
131
28
11
12
0
21
Rajan
na
39
32
50
83
28
23
72
22
Ran
gared
dy
888
540
211
77
39
21
0
23
San
gared
dy
739
422
133
122
47
15
0
24
Sid
dip
et7
10
55
41
14
25
710
0
25
Sury
apet
597
217
209
88
42
39
2
26
Vik
arabad
662
106
192
155
112
96
1
27
Wan
aparth
y356
129
122
39
23
41
2
28
Waran
gal R
ural
564
412
69
35
13
35
0
29
Waran
gal U
rban
263
198
41
17
43
0
30
Yad
adri B
ho
ngir
585
318
154
62
23
26
2
To
tal:
18
53
19
17
74
11
62
42
81
54
61
23
82
6
Tab
le 4(b
.1): S
ER
P - D
istrict wise G
rad
ing
po
sition
of V
Os
S.N
oD
istrict Na
me
No. o
f
VO
s
Gra
de
VO
no
t
Gra
ded
Annual R
eport 2
016-1
76
4
AB
CD
E
1A
dilab
ad6
65
09
32
02
2B
adrad
ri1
33
119
81
11
3
3Jag
itial137
25
90
103
4Jan
go
an33
32
10
5Jay
ashan
kar
29
02
9
6Jo
gulam
ba
54
05
4
7K
amared
dy
41
26
63
32
1
8K
arimnag
ar139
75
13
53
43
9K
ham
mam
199
101
17
23
76
10
Ko
maram
Bheem
42
32
13
33
11
Mah
abubab
ad2
90
29
12
Mah
abu
bnag
ar110
35
73
65
9
13
Man
cherial
123
85
24
71
15
14
Med
ak2
31
84
01
15
Nalg
onda
156
62
15
11
275
16
Nirm
al72
28
10
11
032
17
Nizam
abad
256
118
26
49
99
18
Rajan
na
96
68
51
022
19
San
gared
dy
94
68
82
11
5
20
Sid
dip
et9
95
24
31
39
21
Sury
apet
162
66
10
10
85
22
Vik
arabad
71
41
15
22
011
23
Wan
aparth
y41
04
1
24
Waran
gal R
ural
50
29
20
19
25
Waran
gal U
rban
372
291
25
81
542
26
Yad
adri B
ho
ngir
36
16
30
17
Tota
l2663
1437
220
52
15
37
902
21194
10614
4336
2480
1561
1275
928
SE
RP
& M
EP
MA
Gra
nd
To
tal
Ta
ble 4
(b.2
): ME
PM
A - D
istrict wise G
rad
ing
po
sition
of S
LF
s
S.N
oD
istrict Nam
eN
o. o
f
VO
s
Gra
de
VO
no
t
Gra
ded
Stree N
idhi
65
Man
agers
Assista
nt
Man
agers
Tota
l
1A
dilab
ad0
22
2M
anch
erial0
44
3K
arimnag
ar2
57
4R
ajanna
14
5
5S
iddip
et1
56
6K
ham
mam
17
8
7B
adrad
ri1
34
8M
ahab
ubab
ad2
35
9K
om
uram
bheem
0
22
10
Ped
dap
alli1
45
11
Mah
abu
bnag
ar2
35
12
Vik
arabad
12
3
13
Jogulab
a Gad
wal
01
1
14
Med
ak1
45
15
Med
chal M
alkajg
iri1
23
16
San
gared
dy
13
4
17
Nag
ar Kurn
ool
03
3
18
Ran
gared
dy
14
5
19
Wan
aparth
y1
23
20
Nalg
onda
27
9
21
Sury
apet
24
6
22
Yad
adri
05
5
23
Nirm
al0
44
24
Jagity
al2
57
25
Nizam
abad
26
8
26
Kam
areddy
23
5
27
Wara
ngal R
ura
l1
67
28
Jayash
anker
11
2
1
Ta
ble 5
: Reg
ion
al M
an
ag
er, Ma
na
ger a
nd
Assista
nt M
an
ag
ers Deta
ils - District w
ise
S.N
oD
istrict Nam
e
District L
evel
No. o
f Reg
ion
al
Man
agers
11111 11111
Annual R
eport 2
016-1
76
6
MS
sA
mt.
TL
Fs
Am
t.M
Ss&
TL
Fs
Am
ou
nt
1A
dilab
ad1
3106.0
81
10.0
214
116.1
0
2B
adrad
ri1
7163.7
04
40.3
921
204.0
9
3Jag
itial1
5154.0
71
10.0
016
164.0
7
4Jan
go
an11
113.2
01
10.0
812
123.2
8
5Jay
ashan
kar
17
163.8
80
0.0
017
163.8
8
6Jo
gulam
ba
978.7
70
0.0
09
78.7
7
7K
amared
dy
19
193.9
21
10.0
920
204.0
1
8K
arimnag
ar12
123.0
42
20.0
014
143.0
4
9K
ham
mam
20
205.0
74
30.1
924
235.2
6
10
Kom
aram B
heem
12
94.3
11
10.0
613
104.3
7
11
Mah
abubab
ad1
2120.7
40
0.0
012
120.7
4
12
Mah
abubnag
ar2
1210.3
11
10.0
422
220.3
5
13
Man
cherial
14
143.9
53
30.1
817
174.1
3
14
Med
ak1
5153.3
11
10.0
716
163.3
8
15
Med
chal-M
alkajg
iri5
50.6
10
0.0
05
50.6
1
16
Nag
arkurn
ool
18
121.5
90
0.0
018
121.5
9
17
Nalg
onda
26
253.3
42
20.1
428
273.4
8
18
Nirm
al13
133.6
81
10.0
614
143.7
4
19
Nizam
abad
21
224.0
44
40.1
925
264.2
3
20
Ped
dap
alli11
112.8
70
0.0
011
112.8
7
21
Rajan
na
987.7
51
10.0
710
97.8
2
22
Ran
gared
dy
21
200.4
00
0.0
021
200.4
0
23
San
gared
dy
19
185.5
43
30.1
422
215.6
8
24
Sid
dip
et1
71
73
.63
33
0.0
02
02
03
.63
25
Sury
apet
18
177.0
54
30.0
022
207.0
5
26
Vik
arabad
17
164.5
32
20.1
419
184.6
7
27
Wan
aparth
y9
91.5
21
8.0
010
99.5
2
28
Waran
gal R
ural
14
143.7
71
10.0
015
153.7
7
29
Waran
gal U
rban
661.5
512
108.9
818
170.5
3
30
Yad
adri B
hongir
15
151.9
61
8.2
016
160.1
6
31
GH
MC
00.0
01
2.0
41
2.0
4
44
64
35
8.1
85
65
19
.08
50
24
87
7.2
6T
ota
l
SE
RP
Tab
le 6: S
hare C
ap
ital M
ob
ilised fro
m S
ER
P &
ME
PM
A a
s on
31.0
3.2
017
Am
ou
nt in
La
kh
s
S.N
o.
District N
am
e
ME
PM
AT
ota
l
Stree N
idhi
67
2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017
1 Adilabad 28.84 50.79 91.86 38.00 58.00 0.00 150.00 36.88 50.97 52.97 0.00 0.00 0.00
2 Badradri 127.39 280.76 398.43 15.90 19.60 23.33 109.47 138.55 181.47 0.45 0.45 0.45
3 Jagitial 295.94 525.50 652.60 273.00 363.50 384.00 35.05 161.64 207.64 0.00 0.00 0.00
4 Jangoan 251.94 373.08 475.98 0.00 3.19 3.19 8.35 12.45 12.45 0.34 0.34 0.34
5 Jayashankar 214.48 290.30 375.87 83.10 87.10 87.10 81.60 113.84 114.30 0.00 0.00 0.00
6 Jogulamba 39.52 60.61 81.54 37.51 37.51 37.51 0.00 0.00 0.00 0.00 0.00 0.00
7 Kamareddy 397.54 575.45 738.07 167.00 167.00 347.50 34.80 54.60 63.50
8 Karimnagar 317.73 490.91 621.38 600.00 600.00 600.00 120.00 125.00 133.00 58.93 79.43 96.60
9 Khammam 307.89 597.67 880.76 62.73 62.73 64.98 31.93 40.67 89.24
10 Komaram Bheem 36.05 68.85 112.25 2.00 2.00 33.00 43.25 63.85 64.85
11 Mahabubabad 189.41 320.66 440.11 1.14 1.14 2.64 71.96 78.97 79.67
12 Mahabubnagar 184.95 380.10 535.94 250.00 307.00 337.00 284.95 301.85 361.27 14.99 16.70 17.26
13 Mancherial 194.41 317.13 430.05 12.00 15.80 15.80 14.62 27.69 34.04
14 Medak 214.28 381.48 499.61 0.00 1.00 12.00 0.35 9.30 24.62
15 Medchal-Malkajgiri 79.39 175.05 276.19 6.00 6.00 6.00 0.00 0.00 0.00
16 Nagarkurnool 130.14 244.51 345.58 256.65 303.85 483.85 28.30 46.40 46.40
17 Nalgonda 290.27 532.48 897.19 85.00 135.00 135.00 60.60 61.72 61.72 4.60 37.15 80.79
18 Nirmal 149.58 253.41 356.11 24.50 26.25 52.25 31.26 123.14 132.14
19 Nizamabad 568.21 897.39 1133.69 70.50 70.50 238.00 14.00 30.70 35.70
20 Peddapalli 233.12 389.85 489.17 47.00 56.00 58.00 89.80 109.15 114.75
21 Rajanna 178.40 296.88 397.14 58.00 89.00 99.00 52.53 183.46 189.49
22 Rangareddy 280.87 560.33 801.47 30.00 30.00 80.00 154.12 191.14 227.38 5.41 17.82 40.48
23 Sangareddy 284.94 498.65 672.21 0.00 7.35 22.35 25.78 40.61 48.83
24 Siddipet 376.03 623.05 804.58 30.00 66.65 81.15 95.50 214.05 313.14
25 Suryapet 214.84 332.83 513.70 16.00 16.00 43.50 1.70 8.72 23.70
26 Vikarabad 98.29 201.07 324.56 177.90 197.71 214.11 36.34 43.74 47.01
27 Wanaparthy 86.93 158.54 229.10 173.04 173.04 175.54 5.89 12.48 12.78
28 Warangal Rural 344.19 465.39 616.06 110.00 13.00 13.00 13.05 22.77 28.86 28.96
29 Warangal Urban 140.46 204.20 272.33 41.00 41.00 41.00 79.12 96.88 98.88
30 Yadadri Bhongir 242.99 393.64 554.35 30.40 30.40 30.40 22.84 28.53 42.53
Total: 6499.02 10940.55 15017.84 965.00 1110.00 1320.00 2218 2537.03 3502.62 1058.00 1870.34 2294.17 0.79 0.79 0.79
ZS-Sankalpa MS-Sankalpa VO - Sankalpa Bhavitha
Table no 7(a): SERP - District wise position of deposits as at the end of Financial Year
SERP
S.No. District NameSamrudhi
Annual R
eport 2
016-1
76
8
2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017 2015 2016 2017
1 Adilabad 13.62 29.44 42.42
2 Badradri 42.61 83.63 109.78
3 Jagitial 0.00 0.00 7.89
4 Jangoan 14.73 22.12 30.90
5 Jayashankar 0.00 0.00 0.00
6 Jogulamba 0.00 0.00 0.00
7 Kamareddy 8.03 11.99 21.38
8 Karimnagar 30.52 46.02 70.89
9 Khammam 22.84 38.97 60.97
10 Komaram Bheem 12.18 21.04 23.88
11 Mahabubabad 0.00 0.00 0.00
12 Mahabubnagar 29.68 40.24 58.85
13 Mancherial 33.22 61.37 85.66
14 Medak 9.08 15.10 22.04
15Medchal-
Malkajgiri0.00 0.00 0.00
16 Nagarkurnool 0.00 0.00 0.00
17 Nalgonda 25.63 43.44 65.51
18 Nirmal 6.71 7.01 16.39
19 Nizamabad 28.49 50.36 89.52
20 Peddapalli 0.00 0.00 0.00 0.10 0.10
21 Rajanna 19.04 40.67 58.06 3.38 3.38 3.38
22 Rangareddy 0.00 0.00 0.00
23 Sangareddy 16.29 44.20 64.36
24 Siddipet 13.24 47.90 65.77
25 Suryapet 20.62 41.70 57.82
26 Vikarabad 6.79 18.42 23.65
27 Wanaparthy 0.00 0.00 0.00
28 Warangal Rural 12.58 22.13 30.14 22.13
29 Warangal Urban 141.17 201.58 338.48 0.5 0.50 0.50 202.08
30 Yadadri Bhongir 0.00 13.16 18.10 13.16
Total: 507.05 900.49 1362.48 0.00 0.00 0.00 0.00 0.00 0.00 3.88 3.98 3.98 0.00 0.00 0.00 0.00 0.00 1366.46
Grand Total: 7006.07 11841.04 16380.32 965.00 1110.00 1320.00 2218.04 2537.03 3502.62 1061.88 1874.32 2298.15 0.79 0.79 0.79 4690.40 13101.26 18126.12
Bhavitha Corpus Deposit
SERP & MEPMA
Table no 7(b): MEPMA - District wise position of deposits as at the end of Financial Year
Amount in lakhs.
S.No. District NameSamrudhi ZS-Sankalpa MS-Sankalpa VO - Sankalpa
Stree N
idhi
69
MSs VOs SHGsSHG
MembersAmount MSs VOs SHGs
SHG
MembersAmount MSs VOs SHGs
SHG
MembersAmount
1 Adilabad 10 25 117 397 0.63 8 52 412 1571 3.00 12 99 697 2451 6.12
2 Badradri 19 211 1451 5735 10.48 20 294 2082 7051 15.69 21 334 2263 6730 16.99
3 Jagitial 18 454 3773 14600 30.55 18 529 6409 24350 62.38 18 532 7306 25362 74.13
4 Jangoan 13 316 2533 10386 23.25 13 382 4323 16125 45.68 13 386 4161 13253 40.40
5 Jayashankar 13 213 1754 6890 14.89 16 282 2576 8739 22.32 14 257 1981 6011 16.62
6 Jogulamba 6 40 294 1135 1.86 6 53 452 1639 3.95 6 59 466 1516 4.23
7 Kamareddy 22 589 5861 18383 40.60 22 599 6471 19287 52.03 22 623 7169 21797 60.64
8 Karimnagar 15 439 4914 20296 42.45 15 499 6626 24138 66.79 15 507 6883 23686 68.44
9 Khammam 20 410 2884 11664 22.82 20 522 3887 14531 36.29 20 666 5232 18134 51.43
10 Komaram Bheem 9 38 189 801 1.39 10 68 352 1456 3.11 12 136 816 2768 7.19
11 Mahabubabad 13 225 1522 6052 12.18 14 287 2513 8688 21.35 14 315 2993 9900 26.89
12 Mahabubnagar 24 263 2543 8460 16.15 25 468 4363 15071 34.50 25 543 5293 16696 47.08
13 Mancherial 14 265 2611 11283 21.87 16 362 3454 12818 31.92 17 414 4053 15024 40.77
14 Medak 20 326 2486 11805 25.01 20 406 3583 14947 38.26 20 405 4141 17409 48.13
15 Medchal-Malkajgiri 8 98 794 2582 4.54 8 168 2005 6681 15.33 8 215 2789 9130 25.23
16 Nagarkurnool 16 166 1597 4757 10.06 18 241 1961 5201 12.98 19 262 2029 5586 15.08
17 Nalgonda 24 346 3040 12920 25.95 27 541 4930 18692 43.37 31 705 6647 22954 63.20
18 Nirmal 16 259 2119 8385 16.36 18 314 3425 12634 31.26 18 363 4111 13888 38.55
19 Nizamabad 25 722 9169 28725 58.61 25 757 12006 38468 101.20 25 780 12804 37765 108.06
20 Peddapalli 13 349 3069 12901 26.19 13 402 4384 16240 41.12 13 412 4305 15256 41.21
21 Rajanna 13 275 2750 8399 17.68 13 346 3979 12283 33.23 13 346 4481 13649 39.22
22 Rangareddy 23 369 3352 11159 23.88 23 587 5236 16731 41.37 23 679 6232 18959 50.55
23 Sangareddy 24 439 3940 18041 36.04 25 493 4531 17757 44.90 25 557 5587 21576 59.03
24 Siddipet 22 603 5824 24738 56.58 22 644 7175 26228 73.62 22 655 7928 28744 82.57
25 Suryapet 22 227 1950 8790 17.96 23 294 2658 11325 25.57 23 294 2887 10949 30.98
26 Vikarabad 17 167 1148 3567 7.06 17 261 2133 6631 15.61 18 344 2737 7360 19.26
27 Wanaparthy 13 126 1221 4536 8.22 14 193 1811 6484 14.59 14 237 2531 8825 23.88
28 Warangal Rural 15 412 3691 15936 34.91 15 416 4863 18773 49.95 15 456 5826 20054 57.53
29 Warangal Urban 7 190 1768 7614 16.33 7 200 2196 7983 21.97 7 213 2452 8199 24.12
30 Yadadri Bhongir 16 354 3369 13901 29.68 16 429 3787 14731 35.49 16 469 4778 16935 49.39
490 8916 81733 314838 654.18 507 11089 114583 407253 1038.81 519 12263 131578 440566 1236.91Total:
District Name
2016-17
Table 8(a): SERP - District Wise Credit flow for 3 Years
Amount in Cr.
2014-15
S.No
2015-16
Annual R
eport 2
016-1
77
0
MSs VOs SHGsSHG
MembersAmount MSs VOs SHGs
SHG
MembersAmount MSs VOs SHGs
SHG
MembersAmount
1 Adilabad 1 26 202 581 1.24 1.00 39.00 425.00 1678.00 3.88 1 49 588 2713 6.45
2 Badradri 4 79 574 2367 5.31 4.00 91.00 788.00 3660.00 8.55 4 100 974 4756 11.55
3 Jagitial 0 0 0 0 0.00 0.00 0.00 0.00 0.00 0.00 1 11 140 632 1.49
4 Jangoan 1 24 250 499 0.99 1.00 28.00 366.00 1139.00 2.61 1 28 410 1423 3.47
5 Kamareddy 1 15 156 387 0.92 1.00 16.00 130.00 317.00 0.77 1 20 167 546 1.37
6 Karimnagar 0 0 0 0 0.00 2.00 57.00 605.00 2493.00 6.38 2 45 374 1387 3.44
7 Khammam 2 12 81 314 0.66 3.00 42.00 352.00 1766.00 4.21 2 45 383 2036 5.08
8 Komaram 1 30 249 506 0.99 1.00 29.00 279.00 735.00 1.70 1 29 371 1222 2.98
9 Mahabubnagar 1 46 572 1513 3.11 1.00 42.00 288.00 580.00 1.22 1 31 258 689 1.50
10 Mancherial 3 70 486 1549 2.70 3.00 95.00 1113.00 4449.00 10.31 3 92 801 2811 6.98
11 Medak 1 11 70 373 0.84 1.00 18.00 170.00 924.00 2.21 1 21 205 1010 2.51
12 Nagarkurnool 0 0 0 18 0.00 0.00 0.00 0.00 41.00 0.00 0 0 0 0 0.00
13 Nalgonda 2 56 456 1415 3.32 2.00 68.00 634.00 2319.00 5.90 2 66 609 2537 6.37
14 Nirmal 1 22 160 591 1.10 1.00 15.00 76.00 315.00 0.39 1 10 67 388 0.83
15 Nizamabad 4 48 457 1118 2.21 5.00 66.00 656.00 1916.00 3.81 3 65 725 2354 5.56
16 Peddapalli 0 0 0 107 0.00 0.00 0.00 0.00 149.00 0.00 0 0 0 8 0.00
17 Rajanna 1 6 33 154 0.39 1.00 55.00 354.00 1788.00 4.30 1 52 425 2331 5.78
18 Rangareddy 0 0 0 7 0.00 0.00 0.00 0.00 62.00 0.00 0 0 0 20 0.00
19 Sangareddy 2 26 259 1394 3.36 3.00 52.00 420.00 2022.00 5.00 3 54 424 2108 5.26
20 Siddipet 1 24 288 1585 3.92 1.00 57.00 607.00 3229.00 8.18 1 51 312 1585 3.99
21 Suryapet 2 61 425 1761 3.71 2.00 69.00 504.00 2095.00 4.95 2 71 587 2881 7.24
22 Vikarabad 2 13 66 227 0.41 2.00 34.00 243.00 1014.00 2.38 2 28 192 797 1.93
23 Warangal Rural 1 16 182 610 1.41 1.00 29.00 412.00 1496.00 3.40 1 30 387 1037 2.53
24 Warangal Urban 7 131 1329 4561 10.70 8.00 260.00 3437.00 11510.00 27.35 8 249 3505 11911 29.67
25 Yadadri Bhongir 0 0 0 0 0.00 1.00 24.00 321.00 824.00 1.32 1 17 159 330 0.71
38 716 6295 21637 47.28 45 1186 12180 46521 108.81 43 1164 12063 47512 116.71
528 9632 88028 336475 701.46 552 12275 126763 453774 1147.61 562 13427 143641 488078 1353.62
SERP & MEPMA
Grand Total:
Total:
Table 8(b): MEPMA - District Wise Credit flow for 3 Years
Amount in Cr.
S.No District Name
2014-15 2015-16 2016-17
Stree N
idhi
71
Mandals VOs SHGs Member
Outstanding
Amount in
Cr
Mandals VOs SHGs Member Outstanding
Amount in Cr
Mandal
sVOs SHGs Member
Outstanding
Amount in Cr
1 Adilabad 16 132 807 1843 1.06 15 97 740 2980 3.01 16 160 1108 4379 7.14
2 Badradri 20 488 3349 10257 11.72 20 516 3987 15261 17.90 21 515 4656 18294 22.89
3 Jagitial 18 494 5937 21605 32.85 18 545 8790 42081 70.39 18 557 10721 59417 100.48
4 Jangoan 13 380 5019 19034 26.47 13 426 6478 31711 50.29 13 437 7218 37204 61.10
5 Jayashankar 18 329 3372 12477 15.90 18 364 4261 18977 24.74 18 354 4482 20788 25.26
6 Jogulamba 9 86 767 2433 2.23 9 92 894 3628 4.14 10 86 884 4145 5.68
7 Kamareddy 22 651 10564 42875 52.68 22 693 11306 53127 64.38 22 707 11770 54906 84.14
8 Karimnagar 15 466 7118 30917 45.28 15 522 9496 48791 78.25 15 537 10998 61915 99.27
9 Khammam 21 790 7839 23871 27.75 21 780 7982 33749 42.82 21 855 9502 41940 66.72
10 Komaram Bheem 13 141 968 1721 1.61 12 110 705 2745 3.38 13 167 1225 4912 8.42
11 Mahabubabad 14 352 3692 13842 16.02 14 388 4562 20384 24.14 14 415 5368 24218 35.54
12 Mahabubnagar 24 361 4105 13814 18.21 25 527 6408 27079 38.34 25 626 8585 39140 60.60
13 Mancherial 18 414 4961 17838 22.06 17 414 5449 26595 34.72 17 452 6649 35318 51.57
14 Medak 21 440 4856 18299 26.03 21 468 6046 30151 43.77 21 470 7260 40712 61.73
15 Medchal-Malkajgiri 9 157 2185 7192 5.91 8 209 3080 12044 15.41 8 237 4019 17777 30.58
16 Nagarkurnool 17 231 2121 6068 10.25 19 298 3046 10803 15.65 19 345 3950 15313 20.42
17 Nalgonda 25 400 4395 17225 26.23 27 631 7805 33778 48.83 31 833 11576 52015 79.60
18 Nirmal 18 347 3967 14858 17.93 18 359 5047 24258 34.32 18 390 6177 32142 51.04
19 Nizamabad 26 770 15254 62784 73.80 26 793 17459 86774 117.12 26 803 18612 95675 153.60
20 Peddapalli 14 437 5654 21833 28.57 13 453 6879 33222 47.30 13 457 7829 40714 58.87
21 Rajanna 14 329 4281 13458 19.24 13 370 5631 23362 38.40 13 380 6553 31634 54.52
22 Rangareddy 24 546 6538 20127 26.57 24 685 8511 33499 46.50 23 760 10869 45464 65.62
23 Sangareddy 26 569 7219 27998 36.39 26 581 8104 40151 52.55 26 611 9724 52170 75.18
24 Siddipet 22 627 8902 36920 57.65 22 677 11105 55602 87.50 22 689 12997 72252 112.86
25 Suryapet 23 332 3558 12749 18.82 23 368 4710 21884 29.50 23 406 6040 29281 40.19
26 Vikarabad 18 376 3211 8154 8.80 18 393 3770 13245 17.01 18 450 4820 17823 25.23
27 Wanaparthy 14 211 2585 8271 9.36 14 261 3152 13211 16.63 14 283 3876 18777 28.93
28 Warangal Rural 15 508 7365 29451 38.82 15 518 8317 42557 55.63 15 525 9345 50736 75.42
29 Warangal Urban 9 216 3141 12959 18.37 8 233 3742 18615 26.67 7 242 4278 22145 33.72
30 Yadadri Bhongir 16 417 5715 21400 31.70 16 490 7118 32763 44.34 16 530 8542 42561 62.41
532 11997 149445 552273 728.27 530 13261 184580 853027 1193.63 536 14279 219633 1083767 1658.71
2014-15 2015-16
Table 9(a): District wise LoanOutstandingof SERP for 3 years
Total:
2016-17
S.No. District
Annual R
eport 2
016-1
77
2
Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt.
1 Adilabad 284 0.61 0 0.00 85 0.19 553 1.54 635 1.46 14 0.03 176 0.75 561 1.49 10 0.05 2318 6.12
2 Badradri 536 1.18 0 0.00 201 0.48 863 2.17 1265 2.70 75 0.19 863 3.17 2483 6.99 23 0.11 6309 16.99
3 Jagitial 3269 7.99 0 0.00 1103 2.70 3517 10.72 8871 21.83 282 0.87 2361 11.12 4691 16.36 499 2.53 24593 74.13
4 Jangoan 1617 3.96 0 0.00 508 1.25 4781 13.67 2267 5.60 145 0.49 819 3.80 1781 6.24 1061 5.39 12979 40.40
5 Jayashankar 783 1.89 0 0.00 248 0.60 1335 3.93 2162 5.21 32 0.12 294 1.49 991 3.38 3 0.02 5848 16.62
6 Jogulamba 21 0.04 0 0.00 10 0.02 499 1.42 544 1.34 14 0.04 83 0.38 291 0.91 14 0.07 1476 4.23
7 Kamareddy 1848 4.48 0 0.00 615 1.48 3787 10.21 9463 22.94 134 0.44 1671 6.82 3178 10.81 681 3.46 21377 60.64
8 Karimnagar 2114 5.10 0 0.00 1069 2.61 5562 16.24 7772 19.31 375 1.14 1895 7.30 3354 11.07 1115 5.66 23256 68.44
9 Khammam 1775 4.15 0 0.00 588 1.42 2994 8.25 5353 12.87 104 0.37 1285 7.16 4670 15.73 293 1.48 17062 51.43
10 Komaram Bheem 160 0.31 0 0.00 41 0.08 274 0.91 1384 3.20 42 0.11 212 1.00 456 1.56 3 0.02 2572 7.19
11 Mahabubabad 1467 3.44 0 0.00 621 1.44 2520 6.82 1605 3.77 87 0.28 707 3.42 2339 7.55 35 0.18 9381 26.89
12 Mahabubnagar 1129 2.56 0 0.00 573 1.35 4210 11.59 4930 11.84 149 0.47 1159 5.08 3828 12.68 296 1.50 16274 47.08
13 Mancherial 1251 2.89 0 0.00 461 1.08 3565 10.16 4543 10.96 98 0.33 1244 4.99 3358 10.10 53 0.27 14573 40.77
14 Medak 1324 3.18 0 0.00 1009 2.46 3724 9.77 7485 18.49 72 0.23 659 3.23 1916 6.62 817 4.15 17006 48.13
15 Medchal-Malkajgiri 1357 3.20 0 0.00 297 0.71 300 0.74 1022 2.41 175 0.46 1750 6.11 3753 11.15 91 0.46 8745 25.23
16 Nagarkurnool 335 0.78 0 0.00 136 0.32 2242 5.74 1636 3.87 72 0.20 340 1.31 636 2.04 161 0.81 5558 15.08
17 Nalgonda 2255 5.41 0 0.00 517 1.18 7885 20.90 6843 16.27 239 0.72 1201 6.73 3244 11.57 82 0.42 22266 63.20
18 Nirmal 1426 3.34 0 0.00 622 1.51 2469 7.90 6652 15.92 67 0.20 472 2.70 1570 5.50 291 1.48 13569 38.55
19 Nizamabad 5311 12.74 0 0.00 1468 3.57 3597 9.79 13877 33.87 275 0.91 4317 16.90 6824 24.73 1092 5.54 36761 108.06
20 Peddapalli 1914 4.57 0 0.00 607 1.47 2117 6.63 7317 17.71 68 0.26 738 3.45 2060 6.69 86 0.43 14907 41.21
21 Rajanna 1672 4.05 0 0.00 563 1.37 1487 4.24 4767 11.72 189 0.56 1696 6.02 2017 6.62 912 4.63 13303 39.22
22 Rangareddy 2401 5.79 0 0.00 1057 2.58 4079 10.69 4815 11.85 149 0.46 1539 5.90 4274 12.53 150 0.75 18464 50.55
23 Sangareddy 1731 4.12 0 0.00 1048 2.51 4508 11.84 7069 17.17 135 0.41 1641 6.18 4158 12.58 838 4.24 21128 59.03
24 Siddipet 2440 5.90 0 0.00 946 2.30 7431 20.38 11312 27.97 195 0.63 990 5.23 3352 12.00 1604 8.15 28270 82.57
25 Suryapet 1279 3.05 0 0.00 376 0.90 4486 12.18 1686 3.99 78 0.29 572 3.21 2089 7.18 38 0.19 10604 30.98
26 Vikarabad 413 0.92 0 0.00 343 0.79 2871 7.63 1687 3.93 23 0.06 431 2.12 1155 3.61 38 0.19 6961 19.26
27 Wanaparthy 966 2.25 0 0.00 261 0.60 1705 5.03 3191 7.69 67 0.24 493 2.05 1540 4.65 272 1.38 8495 23.88
28 Warangal Rural 2955 7.28 0 0.00 1140 2.82 5980 18.36 3826 9.41 168 0.53 920 6.17 3658 12.18 155 0.79 18802 57.53
29 Warangal Urban 811 1.98 0 0.00 297 0.74 2543 7.41 2072 5.16 65 0.22 578 2.61 1353 4.66 265 1.34 7984 24.12
30 Yadadri Bhongir 2087 5.15 0 0.00 550 1.35 4683 13.28 3500 8.62 512 1.42 1406 6.04 3159 10.58 585 2.97 16482 49.39
SERP Total: 46931 112.31 0 0.00 17360 41.87 96567 270.13 139551 339.10 4100 12.69 32512 142.43 78739 259.74 11563 58.66 427323 1236.91
Self Employed -
Industry
Self Employed
- ServiceDairy Total
Table 10(a): SERP - District wise Purpose wise Loan disbursement report for FY 2016-17
Amount in Cr.
S.No District Name
Education Small BusinessHealth/
Emergency
Needs
MarriageActivities
Allied to
agriculture
Agriculture
Stree N
idhi
73
Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt. Mem. Amt.
1 Adilabad 75 0.17 0 0.00 50 0.11 451 1.12 391 0.93 24 0.06 191 0.58 1506 3.47 0 0 2688 6.45
2 Badradri 141 0.34 0 0.00 66 0.16 600 1.48 56 0.13 148 0.35 877 2.30 2774 6.79 0 0 4662 11.55
3 Jagitial 1 0.00 0 0.00 1 0.00 13 0.03 18 0.04 31 0.07 210 0.53 342 0.81 0 0 616 1.49
4 Jangoan 33 0.08 0 0.00 6 0.02 177 0.44 49 0.11 36 0.09 136 0.34 981 2.40 0 0 1418 3.47
5 Kamareddy 10 0.03 0 0.00 18 0.05 13 0.03 30 0.08 15 0.04 201 0.51 258 0.64 0 0 545 1.37
6 Karimnagar 48 0.12 0 0.00 22 0.05 12 0.03 8 0.02 33 0.08 306 0.77 951 2.36 0 0 1380 3.44
7 Khammam 170 0.42 0 0.00 49 0.12 91 0.23 10 0.02 71 0.18 368 0.94 1266 3.16 0 0 2025 5.08
8 Komaram Bheem 73 0.18 0 0.00 26 0.07 71 0.17 11 0.03 20 0.05 221 0.55 794 1.94 0 0 1216 2.98
9 Mahabubnagar 65 0.14 0 0.00 22 0.05 12 0.03 29 0.07 16 0.04 164 0.38 372 0.80 0 0 680 1.50
10 Mancherial 106 0.26 0 0.00 21 0.05 147 0.36 1017 2.50 46 0.11 370 0.98 1086 2.72 0 0 2793 6.98
11 Medak 33 0.08 0 0.00 5 0.01 199 0.49 112 0.28 19 0.05 211 0.54 426 1.06 0 0 1005 2.51
12 Nalgonda 47 0.12 0 0.00 16 0.04 300 0.75 59 0.15 67 0.17 375 0.99 1647 4.15 0 0 2511 6.37
13 Nirmal 20 0.05 0 0.00 9 0.02 66 0.17 116 0.29 0 0.00 0 0.00 123 0.30 0 0 334 0.83
14 Nizamabad 199 0.46 0 0.00 99 0.23 98 0.23 57 0.13 96 0.23 676 1.69 1092 2.58 0 0 2317 5.56
15 Rajanna 82 0.20 0 0.00 32 0.08 50 0.12 127 0.30 704 1.76 394 1.01 924 2.31 0 0 2313 5.78
16 Sangareddy 58 0.15 0 0.00 27 0.07 100 0.23 166 0.42 43 0.10 529 1.36 1176 2.94 0 0 2099 5.26
17 Siddipet 23 0.06 0 0.00 14 0.04 128 0.32 56 0.14 43 0.11 330 0.94 948 2.39 0 0 1542 3.99
18 Suryapet 195 0.49 0 0.00 55 0.14 99 0.25 21 0.05 18 0.05 548 1.38 1945 4.89 0 0 2881 7.24
19 Vikarabad 115 0.29 0 0.00 22 0.05 203 0.48 154 0.37 2 0.01 31 0.09 267 0.64 0 0 794 1.93
20 Warangal Rural 101 0.24 0 0.00 44 0.11 169 0.40 86 0.21 28 0.07 146 0.36 458 1.13 0 0 1032 2.53
21 Warangal Urban 283 0.68 0 0.00 248 0.61 516 1.28 346 0.85 492 1.24 1813 4.60 8183 20.41 0 0 11881 29.67
22 Yadadri Bhongir 1 0.00 0 0.00 4 0.01 7 0.01 8 0.02 6 0.01 128 0.32 159 0.34 0 0 313 0.71
MEPMA Total: 1879 4.55 0 0.00 856 2.09 3522 8.67 2927 7.15 1958 4.86 8225 21.15 27678 68.22 0 0.00 47045 116.69
Grand Total: 48810 116.86 0 0.00 18216 43.96 100089 278.79 142478 346.25 6058 17.55 40737 163.58 106417 327.96 11563 58.66 474368 1353.60
SERP & MEPMA
Self Employed
- ServiceSmall Business Dairy Total
Table 10(b): MEPMA - District wise Purpose wise Loan disbursement report for FY 2016-17
Amount in Cr.
S.No District Name
EducationHealth/
Emergency
Needs
MarriageActivities
Allied to
agriculture
AgricultureSelf Employed -
Industry
Annual R
eport 2
016-1
77
4
Total
Members
Members
AvailedAmount
Total
Members
Members
AvailedAmount
Total
Members
Members
AvailedAmount
Total
Members
Members
Availed
Amoun
t
Total
Members
Members
AvailedAmount
Total
Members
Members
AvailedAmount
1 Adilabad 36977 326 0.72 18432 553 1.26 3494 132 0.33 34250 1202 3.17 5766 238 0.64 98919 2451 6.12
2 Badradri 70941 1824 4.26 23076 1152 2.89 2029 198 0.55 51783 3013 7.78 11615 532 1.52 159444 6719 16.99
3 Jagitial 5597 648 1.91 38055 5908 16.70 2617 509 1.50 108216 16709 49.17 11240 1578 4.84 165725 25352 74.13
4 Jangoan 14118 797 2.23 28927 2832 8.36 1388 188 0.57 75117 8633 26.70 8381 797 2.54 127931 13247 40.40
5 Jayashankar 26046 519 1.30 31249 927 2.49 2820 133 0.38 81281 3885 10.92 11264 547 1.53 152660 6011 16.62
6 Jogulamba 1312 16 0.04 20118 447 1.26 3377 155 0.47 45430 795 2.16 4866 103 0.29 75103 1516 4.23
7 Kamareddy 14422 779 2.15 33061 3362 8.69 10796 1803 5.21 106438 13829 38.59 15263 2015 5.99 179980 21788 60.64
8 Karimnagar 1797 287 0.82 39255 5784 16.17 1940 399 1.16 97173 15027 43.82 15988 2189 6.47 156153 23686 68.44
9 Khammam 40088 2009 5.21 59594 4579 12.80 4097 393 1.18 100716 8954 25.66 31290 2201 6.58 235785 18136 51.43
10 Komaram Bheem 25308 266 0.64 13543 536 1.40 1655 125 0.33 32589 1709 4.43 3645 126 0.40 76740 2762 7.19
11 Mahabubabad 60733 1263 3.34 23385 1524 3.86 2537 237 0.68 69482 6204 17.06 7991 672 1.95 164128 9900 26.89
12 Mahabubnagar 17615 975 2.59 31341 2081 5.57 9136 1143 3.35 121618 10939 31.01 15869 1552 4.56 195579 16690 47.08
13 Mancherial 13564 1100 2.87 36368 4234 11.42 2003 343 0.99 66539 8685 23.60 5856 661 1.89 124330 15023 40.77
14 Medak 12005 577 1.59 26381 3234 8.77 3698 653 1.89 90106 11829 32.66 7210 1112 3.21 139400 17405 48.13
15 Medchal-Malkajgiri 3013 302 0.83 13397 1463 3.85 3478 387 1.08 46457 5564 15.38 11526 1413 4.10 77871 9129 25.23
16 Nagarkurnool 20545 291 0.71 33662 1289 3.28 4014 276 0.78 67089 3113 8.33 12253 693 1.98 137563 5662 15.08
17 Nalgonda 44093 2070 5.19 64846 5415 14.75 6002 616 1.82 156353 12701 35.53 29155 2150 5.90 300449 22952 63.20
18 Nirmal 16273 976 2.62 24223 2718 7.19 5562 902 2.50 71337 8184 23.04 8199 1108 3.21 125594 13888 38.55
19 Nizamabad 21652 1950 5.27 45858 7019 18.82 21113 4081 12.16 136878 21934 63.43 18472 2781 8.37 243973 37765 108.06
20 Peddapalli 2925 294 0.82 25936 2882 7.40 2224 358 1.01 84000 10835 29.46 7433 886 2.53 122518 15255 41.21
21 Rajanna 5391 344 0.97 25595 3293 9.19 1706 278 0.78 61870 8247 23.77 10489 1483 4.51 105051 13645 39.22
22 Rangareddy 22495 1495 3.92 51691 4065 10.47 8612 969 2.58 121080 10506 28.38 24146 1916 5.20 228024 18951 50.55
23 Sangareddy 14401 901 2.35 53233 5120 13.64 17426 1907 5.19 105748 11806 32.76 14843 1834 5.09 205651 21568 59.03
24 Siddipet 5393 758 2.13 41616 6155 17.30 3527 569 1.63 120223 18194 52.28 20626 3124 9.22 191385 28800 82.57
25 Suryapet 24340 1000 2.62 41777 2544 6.91 4925 417 1.18 92036 5812 16.84 18966 1176 3.43 182044 10949 30.98
26 Vikarabad 15996 478 1.18 34581 1529 3.94 9815 665 1.78 71013 4010 10.52 12448 677 1.84 143853 7359 19.26
27 Wanaparthy 8443 533 1.44 17274 1406 3.81 3560 438 1.22 57858 5520 15.01 8119 850 2.41 95254 8747 23.88
28 Warangal Rural 23315 1761 4.91 29842 3274 8.95 2250 364 1.03 97044 13239 38.43 10683 1412 4.21 163134 20050 57.53
29 Warangal Urban 1851 207 0.59 17447 1623 4.71 538 60 0.19 46969 5696 16.95 5294 561 1.68 72099 8147 24.12
30 Yadadri Bhongir 10680 832 2.34 29557 3335 9.61 2821 431 1.30 96324 10920 31.98 15861 1415 4.16 155243 16933 49.39
581329 25578 67.60 973320 90283 245.48 149160 19129 54.79 2513017 267694 758.80 384757 37802 110.25 4601583 440486 1236.91
Amount in Cr.
SERP TOTAL:
Table 11(a): SERP- District wise Social Category Report as on FY 2016-17
S.N
oDistrict Name
ST SC Minority BC OC Total
Stree N
idhi
75
Total
Members
Members
AvailedAmount
Total
Members
Members
AvailedAmount
Total
Members
Members
AvailedAmount
Total
Members
Members
Availed
Amoun
t
Total
Members
Members
AvailedAmount
Total
Members
Members
AvailedAmount
1 Adilabad 691 95 0.23 2425 357 0.83 4339 617 1.30 8120 1292 4.10 0 0 0.00 15575 2361 6.45
2 Badradri 4913 480 1.17 8032 972 2.38 3086 514 1.22 20313 2529 6.79 0 0 0.00 36344 4495 11.55
3 Jagitial 401 0 0.00 3752 38 0.09 5547 192 0.46 25567 360 0.94 0 0 0.00 35267 590 1.49
4 Jangoan 165 9 0.02 1509 187 0.44 714 149 0.37 5832 946 2.65 0 0 0.00 8220 1291 3.47
5 Jayashankar 550 0 0.00 1668 0 0.00 166 0 0.00 4764 0 0.00 0 0 0.00 7148 0 0.00
6 Jogulamba 108 0 0.00 1821 0 0.00 1758 0 0.00 8356 0 0.00 0 0 0.00 12043 0 0.00
7 Kamareddy 118 8 0.02 636 30 0.08 2438 164 0.41 4984 304 0.86 0 0 0.00 8176 506 1.37
8 Karimnagar 676 14 0.03 5597 158 0.39 2957 95 0.23 22612 958 2.78 0 0 0.00 31842 1225 3.44
9 Khammam 2399 81 0.20 9458 359 0.90 5698 219 0.55 36101 1129 3.44 0 0 0.00 53656 1788 5.08
10 Komaram Bheem 55 9 0.02 2038 301 0.75 1479 279 0.68 5026 574 1.53 0 0 0.00 8598 1163 2.98
11 Mahabubabad 1476 0 0.00 1236 0 0.00 704 0 0.00 5413 0 0.00 0 0 0.00 8829 0 0.00
12 Mahabubnagar 282 5 0.01 2352 60 0.13 6927 179 0.39 18915 404 0.97 0 0 0.00 28476 648 1.50
13 Mancherial 745 65 0.16 6221 579 1.44 1335 111 0.27 17405 1881 5.11 0 0 0.00 25706 2636 6.98
14 Medak 90 2 0.01 1056 232 0.57 1270 144 0.36 4074 556 1.57 0 0 0.00 6490 934 2.51
15 Medchal-Malkajgiri 146 0 0.00 6100 0 0.00 1320 0 0.00 8197 0 0.00 0 0 0.00 15763 0 0.00
16 Nagarkurnool 429 0 0.00 516 0 0.00 958 0 0.00 4693 0 0.00 0 0 0.00 6596 0 0.00
17 Nalgonda 1386 123 0.31 5976 351 0.88 4402 291 0.73 23062 1382 4.45 0 0 0.00 34826 2147 6.37
18 Nirmal 157 1 0.00 1428 33 0.08 2867 39 0.10 10983 209 0.65 0 0 0.00 15435 282 0.83
19 Nizamabad 478 25 0.05 5732 207 0.48 15195 732 1.69 32720 1147 3.34 0 0 0.00 54125 2111 5.56
20 Peddapalli 378 0 0.00 4255 0 0.00 2323 0 0.00 11512 0 0.00 0 0 0.00 18468 0 0.00
21 Rajanna 219 6 0.01 1578 48 0.12 1328 79 0.20 19465 2115 5.45 0 0 0.00 22590 2248 5.78
22 Rangareddy 212 0 0.00 528 0 0.00 973 0 0.00 4164 1 0.00 0 0 0.00 5877 1 0.00
23 Sangareddy 291 24 0.06 3221 204 0.51 7283 766 1.90 12326 981 2.78 0 0 0.00 23121 1975 5.26
24 Siddipet 357 20 0.05 3635 262 0.66 3443 183 0.46 17815 905 2.82 0 0 0.00 25250 1370 3.99
25 Suryapet 1682 185 0.46 5481 502 1.26 2525 270 0.68 20214 1662 4.84 0 0 0.00 29902 2619 7.24
26 Vikarabad 508 37 0.09 2229 132 0.33 3485 144 0.34 7950 400 1.17 0 0 0.00 14172 713 1.93
27 Wanaparthy 261 0 0.00 1249 1 0.00 817 0 0.00 7488 0 0.00 0 0 0.00 9815 1 0.00
28 Warangal Rural 197 20 0.05 2257 121 0.29 649 40 0.10 7837 803 2.09 0 0 0.00 10940 984 2.53
29 Warangal Urban 3657 231 0.58 27098 1652 4.08 11284 1162 2.89 89452 8419 22.13 0 0 0.00 131491 11464 29.67
30 Yadadri Bhongir 62 3 0.01 1371 40 0.09 978 50 0.11 6614 209 0.50 0 0 0.00 9025 302 0.71
23089 1443 3.55 120455 6826 16.77 98248 6419 15.42 471974 29166 80.953 0 0 0.000 713766 43854 116.69
604418 27021 71.15 1093775 97109 262.25 247408 25548 70.21 2984991 296860 839.75 384757 37802 110.114 5315349 484340 1353.62
MEPMA TOTAL:
Grand Total:
Table 11(b): MEPMA - District wise Social Category Report as on FY 2016-17
Amount in Cr.
S.N
oDistrict Name
ST SC Minority BC OC Total
Annual R
eport 2
016-1
77
6
Demand Collection OverdueRecovery
%Demand Collection Overdue
Recovery
%Demand Collection Overdue
Recovery
%
1 Adilabad 15.65 11.14 4.52 71.15 67.84 58.59 9.25 0.86 260.46 243.00 18.57 93.30
2 Badradri 151.22 111.12 40.10 73.48 692.72 619.36 73.36 0.89 1555.48 1457.48 104.70 93.70
3 Jagitial 85.36 81.50 3.85 95.49 1452.68 1437.77 14.91 0.99 5483.74 5407.76 100.84 98.61
4 Jangoan 143.10 127.85 15.25 89.34 1138.33 1100.58 37.75 0.97 3772.80 3667.76 121.90 97.22
5 Jayashankar 141.02 127.10 13.92 90.13 809.99 788.76 21.23 0.97 2023.82 1963.33 69.52 97.01
6 Jogulamba 16.14 16.13 0.01 99.95 102.63 100.89 1.74 0.98 343.19 334.69 10.04 97.52
7 Kamareddy 172.51 171.47 1.04 99.40 1840.69 1827.05 13.64 0.99 5042.90 4965.74 99.99 98.47
8 Karimnagar 180.39 173.54 6.86 96.20 1665.02 1653.55 11.46 0.99 5966.64 5909.08 84.71 99.04
9 Khammam 154.93 120.99 33.94 78.09 1259.50 1195.23 64.28 0.95 3495.21 3363.81 146.85 96.24
10 Komaram Bheem 21.52 16.51 5.00 76.74 90.07 80.56 9.51 0.89 293.52 268.12 26.63 91.35
11 Mahabubabad 96.08 85.91 10.17 89.41 607.98 577.30 30.68 0.95 1970.43 1912.60 66.62 97.07
12 Mahabubnagar 84.20 81.72 2.48 97.06 826.21 810.71 15.50 0.98 3127.87 3057.09 84.83 97.74
13 Mancherial 139.75 137.69 2.05 98.53 1093.03 1085.55 7.48 0.99 2965.02 2941.43 37.11 99.20
14 Medak 126.25 121.24 5.01 96.03 1358.09 1354.13 3.96 1.00 3649.14 3638.12 27.75 99.70
15 Medchal-Malkajgiri 30.46 27.54 2.92 90.41 342.86 333.69 9.17 0.97 1257.62 1238.55 24.76 98.48
16 Nagarkurnool 47.24 47.13 0.11 99.77 492.95 489.67 3.28 0.99 1314.77 1268.93 51.67 96.51
17 Nalgonda 168.85 162.51 6.34 96.25 1426.68 1396.77 29.91 0.98 4064.08 3952.95 129.29 97.27
18 Nirmal 91.43 87.41 4.03 95.59 798.43 786.72 11.71 0.99 2702.61 2680.85 34.08 99.19
19 Nizamabad 236.81 233.67 3.14 98.67 2505.79 2498.88 6.91 1.00 8757.04 8748.96 48.29 99.91
20 Peddapalli 144.56 137.19 7.37 94.90 1118.80 1098.34 20.46 0.98 3778.84 3695.19 100.64 97.79
21 Rajanna 59.85 56.03 3.82 93.62 828.89 817.75 11.14 0.99 2886.79 2836.79 63.04 98.27
22 Rangareddy 163.13 155.85 7.29 95.53 1265.49 1246.81 18.67 0.99 3891.39 3822.94 86.01 98.24
23 Sangareddy 209.93 207.78 2.15 98.97 1586.36 1585.43 0.93 1.00 4480.46 4462.08 38.89 99.59
24 Siddipet 313.78 309.85 3.93 98.75 2662.55 2651.51 11.04 1.00 7074.38 7047.97 58.80 99.63
25 Suryapet 102.26 86.76 15.51 84.84 906.89 873.40 33.49 0.96 2586.77 2478.58 119.58 95.82
26 Vikarabad 86.18 67.84 18.34 78.72 492.75 451.08 41.67 0.92 1458.93 1363.82 101.38 93.48
27 Wanaparthy 53.21 48.66 4.55 91.45 455.61 442.61 13.00 0.97 1451.78 1418.96 39.34 97.74
28 Warangal Rural 307.03 284.52 22.51 92.67 1711.71 1659.86 51.85 0.97 4729.59 4619.46 131.36 97.67
29 Warangal Urban 87.68 81.69 5.99 93.17 707.47 693.44 14.03 0.98 2129.62 2086.22 52.99 97.96
30 Yadadri Bhongir 158.05 156.21 1.84 98.84 1338.53 1319.22 19.31 0.99 3857.70 3785.61 89.49 98.13
Total: 3788.58 3534.56 254.02 93.30 31646.56 31035.21 611.35 0.98 96372.60 94637.89 2169.65 98.20
Table 12(a): SERP - District wise Repayment performance for 3 years
Amount in Lakhs
2014-15 2015-16 2016-17
DistrictS.No.
Stree N
idhi
77
Demand Collection OverdueRecovery
%Demand Collection Overdue
Recovery
%Demand Collection Overdue
Recovery
%
1 Adilabad 102.89 101.45 1.44 98.60 193.92 191.22 2.70 98.61 394.78 388.17 10.40 98.33
2 Badradri 408.47 396.04 12.43 96.96 525.55 524.97 0.58 99.89 948.63 927.23 30.46 97.74
3 Jagitial 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.16 2.84 0.35 89.85
4 Jangoan 113.16 111.25 1.91 98.31 139.59 136.28 3.31 97.63 281.60 271.69 12.56 96.48
5 Kamareddy 77.04 76.32 0.72 99.07 95.41 94.31 1.11 98.84 110.42 107.26 4.21 97.14
6 Karimnagar 0.00 0.00 0.00 0.00 156.41 149.52 6.88 95.60 449.80 441.55 12.56 98.17
7 Khammam 222.11 213.29 8.82 96.03 178.93 176.45 2.48 98.61 328.41 320.34 11.20 97.54
8 Komaram Bheem 111.51 107.30 4.21 96.23 176.76 171.94 4.81 97.28 260.64 254.03 9.09 97.46
9 Mahabubnagar 33.99 33.99 0.00 99.99 205.69 205.17 0.52 99.75 232.27 231.06 3.47 99.48
10 Mancherial 193.81 191.01 2.81 98.55 435.84 431.62 4.22 99.03 904.20 893.85 19.09 98.85
11 Medak 38.82 38.67 0.15 99.60 99.58 99.58 0.00 100.00 194.63 194.38 2.15 99.87
12 Nalgonda 123.13 121.99 1.14 99.08 335.51 316.99 18.52 94.48 589.16 562.59 32.07 95.49
13 Nirmal 44.72 43.43 1.29 97.11 121.14 113.48 7.67 93.67 91.03 88.16 3.73 96.85
14 Nizamabad 171.24 166.48 4.76 97.22 331.88 329.74 2.14 99.36 443.99 428.58 19.60 96.53
15 Rajanna 224.90 219.30 5.61 97.51 236.21 235.62 0.59 99.75 339.70 342.03 1.01 100.69
16 Sangareddy 10.05 10.05 0.00 100.00 287.10 287.10 0.00 100.00 597.65 591.71 11.73 99.01
17 Siddipet 7.83 7.83 0.00 100.00 339.40 338.74 0.65 99.81 775.90 759.01 24.31 97.82
18 Suryapet 35.54 35.30 0.24 99.32 366.56 366.13 0.43 99.88 578.03 580.11 3.59 100.36
19 Vikarabad 133.11 129.50 3.61 97.29 131.19 126.14 5.05 96.15 201.13 195.98 7.07 97.44
20 Warangal Rural 0.00 0.00 0.00 0.00 138.45 136.77 1.68 98.79 330.65 330.30 3.58 99.89
21 Warangal Urban 119.92 114.39 5.53 95.39 1591.04 1558.97 32.07 97.98 2643.43 2608.16 60.77 98.67
22 Yadadri Bhongir 0.00 0.00 0.00 0.00 16.22 15.22 0.99 93.88 84.78 70.84 14.63 83.56
Total: 2172.25 2117.58 54.66 97.48 2155.64 2139.65 37.66 99.26 10783.99 10589.88 297.64 98.20
Grand Total: 5960.83 5652.14 308.68 94.82 33802.20 33174.86 649.01 98.14 107156.59 105227.77 2467.29 98.20
SERP & MEPMA
Table 12(b): MEPMA - District wise Repayment performance for 3 years
Amount in Lakhs
S.No. District
2014-15 2015-16 2016-17
Annual R
eport 2
016-1
77
8
Ou
tstan
din
g
in N
PA
Tota
l
Ou
tstan
din
gN
PA
(%)
Ou
tstan
din
g
in N
PA
Tota
l
Ou
tstan
din
gN
PA
(%)
1A
dilab
ad792416
72039763
1.1
01453206
146111838.8
0.9
9
2B
adrad
ri7163120
277219655
2.5
811210179
367315289.2
3.0
5
3Jag
itial393315
704024063
0.0
64034557
1019446038
0.4
0
4Jan
goan
4312685
529538944
0.8
112958775
650303694.2
1.9
9
5Jay
ashan
kar
1392128
247360313
0.5
66111396
252590856
2.4
2
6Jo
gulam
ba
187529
41437407
0.4
5772040
56801739.4
31.3
6
7K
amared
dy
790415
654223268
0.1
25735283
856783441
0.6
7
8K
arimnag
ar373883
835152765
0.0
45911583
1043152649
0.5
7
9K
ham
mam
7025108
467424906
1.5
09991423
730971622.1
1.3
7
10
Kom
aram B
heem
1530424
53243621
2.8
73534996
112696956.4
3.1
4
11
Mah
abubab
ad3185559
241487252
1.3
25141804
355356049.2
1.4
5
12
Mah
abubnag
ar1511993
406626698
0.3
79203902
623537643.7
1.4
8
13
Man
cherial
426335
453499741
0.0
93857822
617999781.5
0.6
2
14
Med
ak331904
461882912
0.0
7972955
650150103.4
0.1
5
15
Med
chal-M
alkajg
iri736973
154055220
0.4
8851319
305716345.1
0.2
8
16
Nag
arkurn
ool
610654
156636817
0.3
93467702
204112794.8
1.7
0
17
Nalg
onda
2923287
551779636
0.5
36564672
875889692.9
0.7
5
18
Nirm
al1555165
352138825
0.4
41787838
519453138.5
0.3
4
19
Nizam
abad
560891
1211498200
0.0
52803571
1595542782
0.1
8
20
Ped
dap
alli1447927
472979605
0.3
14569864
588567044.1
0.7
8
21
Rajan
na
557494
419484952
0.1
31243147
609432248.5
0.2
0
22
Ran
gared
dy
1117242
465128134
0.2
46458316
656074656.4
0.9
8
23
San
gared
dy
21031
585278257
0.0
01603775
814125600.9
0.2
0
24
Sid
dip
et1396087
968426312
0.1
43328277
1198138023
0.2
8
25
Sury
apet
2000639
346152511
0.5
88109686
475097282
1.7
1
26
Vik
arabad
5076769
193593175
2.6
28871219
279346160.7
3.1
8
27
Wan
aparth
y1358587
166403518
0.8
21937072
289311125.8
0.6
7
28
Waran
gal R
ural
4692232
593751003
0.7
911419776
788975549.7
1.4
5
29
Waran
gal U
rban
1598461
519818784
0.3
17277858
663638377
1.1
0
30
Yad
adri B
hongir
1419426
455524962
0.3
18878773
637944217.2
1.3
9
56489679
13057811219
0.4
3160062786.4
17984582741
0.8
9
S.N
oD
istrict
2015-1
62016-1
7
TO
TA
L
Tab
le 13: D
istrict wise N
PA
positio
n fo
r 2 y
ears
Stree N
idhi
79
S.N
oD
istrictP
oin
ts Allo
tted
Po
ints F
un
ction
ing
1A
dilab
ad7
6
2B
had
radri - K
oth
agudem
27
21
3Jag
tial4
74
6
4Jan
go
an21
16
5Jay
ashan
kar - B
hupalp
alli20
17
6Jo
gulam
ba - G
adw
al3
0
7K
amared
dy
38
34
8K
arimnag
ar28
27
9K
ham
mam
57
49
10
Kom
aram B
heem
98
11
Mah
abubab
ad3
53
4
12
Mah
abubnag
ar5
43
9
13
Malk
ajgiri
22
19
14
Man
cherial
20
11
15
Med
ak24
19
16
Nag
arkurn
ool
11
5
17
Nalg
onda
51
44
18
Nirm
al25
22
19
Nizam
abad
63
62
20
Ped
dap
alli52
50
21
Rajan
na - S
ircilla20
19
22
Ran
ga R
eddy
42
39
23
San
gared
dy
21
15
24
Sid
dip
et3
33
2
25
Sury
apet
53
48
26
Vik
arabad
61
53
27
Wan
aparth
y30
24
28
Waran
gal R
ural
31
29
29
Waran
gal U
rban
14
13
30
Yad
adri
31
25
Gra
nd
To
tal
95
08
26
Tab
le no.1
4: D
istrict wise V
LE
poin
ts
Annual R
eport 2
016-1
78
0
Stree N
idhi
81
Su
ma
lata
us
ed
to b
ar
ely
ek
e o
ut a
livin
g
on
he
r o
ne
-ac
re
plo
t at D
am
ar
a C
he
ru
vu
in
T
ela
ng
an
a,
a v
illa
ge
8
4k
m fr
om
H
yd
er
ab
ad
, ge
ttin
g m
ea
gr
e h
elp
fro
m a
sm
all lo
an
for c
ro
p c
ultiv
atio
n. T
ha
t wa
s
in 2
00
6, a
ye
ar a
fter t
he
villa
ge
wa
s a
wa
rd
ed
th
e
Nir
ma
l Gr
am
Pu
ra
sk
ar.
Th
ing
s w
er
e s
oo
n to
ch
an
ge
for S
um
ala
ta
an
d
th
e w
om
en
of D
am
ar
a C
he
ru
vu
an
d o
th
er
vil -
lag
es
in
un
div
ide
d A
nd
hr
a P
ra
de
sh
th
an
ks
to
a f
lou
ris
hin
g c
re
dit c
ult
ur
e t
ha
t sp
ra
ng
up
th
ro
ug
h p
ro
gr
am
me
s t
ha
t li
nk
ed
se
lf-h
elp
g
ro
up
s (S
HG
s) w
ith b
an
ks. I
n D
am
ar
a C
he
ru
vu
, th
is w
as s
up
ple
me
nte
d b
y lo
an
s fr
om
mic
ro
fi-n
an
ce
co
mp
an
y B
asix
su
pp
or
tin
g s
ma
ll ec
o-
no
mic
ac
tivitie
s, w
ith
da
iry
an
d fa
rm
ing
be
ing
th
e m
ajo
r s
ou
rc
es o
f inc
om
e.
Mic
ro
fin
an
ce
, h
av
in
g b
ee
n p
io
ne
er
ed
in
B
an
gla
de
sh
, wo
uld
fin
d it
s z
en
ith
in
An
dh
ra
P
ra
de
sh
for a
wh
ile a
s c
re
dit le
ve
ls s
urg
ed
. It wa
s
too
go
od
to la
st—
th
ing
s w
en
t ha
yw
ire
afte
r r
e-
po
rts
of s
uic
ide
s fo
llow
ing
pe
op
le b
ein
g c
oe
rc
ed
in
to r
ep
ay
ing
loa
ns, p
ro
mp
ting
th
e s
ta
te to
ste
p
in
. Re
pa
ym
en
ts d
win
dle
d, M
FIs h
ad
to fo
ld u
p
an
d tin
y lo
an
s d
rie
d u
p. H
ow
ev
er, a
tu
rn
ar
ou
nd
h
as t
ak
en
pla
ce
in t
he
last fe
w y
ea
rs. S
um
ala
ta
, n
ow
in h
er 3
0s, fo
r in
sta
nc
e, r
ec
en
tly
go
t a lo
an
to
se
t up
a d
air
y.
Be
for
e t
he
20
11
cr
ac
kd
ow
n, A
nd
hr
a P
ra
de
sh
h
ad
th
e h
igh
est c
on
ce
ntr
atio
n o
f mic
ro
fina
nc
e
op
er
atio
ns w
ith
17.3
millio
n S
HG
me
mb
er
s a
nd
6
.2 m
illio
n M
FI b
or
ro
we
rs. T
ota
l mic
ro
fina
nc
e
loa
ns i
nc
lud
in
g b
oth
SH
Gs a
nd
MF
Is s
to
od
at
`1
5,7
69
cr
or
e w
ith
av
er
ag
e lo
an
ou
tsta
nd
ing
pe
r
po
or h
ou
se
ho
ld a
t ̀6
2,5
27, t
he
hig
he
st a
mo
ng
all
the
sta
tes. A
nd
hr
a P
ra
de
sh
ac
co
un
ted
for 6
2%
of
tota
l MF
I bu
sin
ess in
In
dia
be
for
e t
he
sq
ue
eze
.“
MF
Is s
ta
rte
d p
ro
life
ra
ting
fro
m 2
00
6 a
s b
an
k
cr
ed
it w
as
in
ad
eq
ua
te
to
me
et t
he
re
qu
ir
e-
me
nts a
nd
as
pir
atio
ns o
f SH
G w
om
en
,” s
aid
P
Mo
ha
na
ia
h, fo
rm
er
ch
ief g
en
er
al m
an
ag
er
of
th
e N
atio
na
l Ba
nk
for
Ru
ra
l an
d A
gr
icu
ltu
ra
l D
ev
elo
pm
en
t (N
ab
ar
d), w
ho
wa
s h
ea
din
g t
he
A
nd
hra
Pra
de
sh
re
gio
na
l offic
e a
t the
time
of th
e
cr
isis
. “L
ev
er
ag
ing
th
e S
HG
pla
tfo
rm
, MF
Is g
ot
ca
rr
ied
aw
ay
an
d s
ta
rte
d o
ve
r-le
nd
ing
at e
xo
r-
bit
an
t inte
re
st r
ate
s c
re
atin
g a
vir
tu
al d
eb
t tr
ap
fo
r t
he
po
or
wo
me
n. T
o r
ep
ay
to o
ne
MF
I loa
n,
the
y h
ad
to b
or
ro
w fr
om
an
oth
er M
FI w
hic
h w
as
re
ad
ily
for
th
co
min
g i
f no
t en
co
ur
ag
ed
.”T
he
p
as
sin
g
of
th
e
An
dh
ra
P
ra
de
sh
M
ic
ro
fin
an
ce
In
stitu
tio
ns
(R
eg
ula
tio
n o
f M
on
ey
len
din
g) A
ct i
n D
ec
em
be
r 2
010
im
po
se
d
str
ing
en
t ru
les o
n M
FIs o
pe
ra
ting
in t
he
sta
te,
br
in
gin
g t
he
se
cto
r t
o a
ha
lt. W
ith
th
e s
ud
de
n
vo
id i
n t
he
fun
d f
low
, mu
ch
of t
he
ru
ra
l en
tr
e-
pr
en
eu
ria
l sp
ark
wa
s e
xtin
gu
ish
ed
. Ma
ny
we
re
fo
rc
ed
to s
ell h
om
es, v
eh
icle
s a
nd
ca
ttle
to m
ak
e
en
ds m
ee
t. Oth
er
s c
ut d
ow
n o
n b
usin
esse
s a
mid
sh
rin
kin
g e
ar
nin
gs.
MF
Is
, in
ge
ne
ra
l, we
re
bla
me
d fo
r o
ve
r le
nd
-in
g a
nd
ha
rs
h r
ec
ov
er
y p
ra
ctic
es
, alle
ge
dly
le
ad
in
g t
o t
he
su
icid
es
. Th
e c
ha
rg
e w
as
th
at
mic
ro
len
de
rs e
xp
loite
d t
he
vu
lne
ra
bilit
y o
f th
e
po
or, p
um
pin
g c
re
dit i
n a
t hig
h i
nte
re
st r
ate
s.
Th
e c
ha
ng
e in
pu
blic
pe
rc
ep
tion
be
ga
n w
ith S
KS
M
icr
ofin
an
ce
’s b
loc
kb
uste
r in
itial p
ub
lic o
ffer
-in
g in
2010
. Th
e n
ar
ra
tive
tha
t MF
Is w
ere
dr
ive
n
pr
ima
rily
by
so
cia
l mo
tiva
tion
s lo
st c
re
dib
ility
w
he
n it w
as
re
ali
se
d t
ha
t len
din
g t
o t
he
po
or
co
uld
be
pr
ofit
ab
le. S
KS
Mic
ro
fina
nc
e w
ou
ld g
o
th
ro
ug
h m
an
y t
ria
ls a
nd
tr
ibu
latio
ns b
efo
re
be
-in
g r
esu
rre
cte
d a
s th
e r
en
am
ed
Bh
ara
t Fin
an
cia
l In
clu
sio
n.
Th
e s
ta
te im
po
se
d n
ew
ru
les s
uc
h a
s m
on
th
ly
re
pa
ym
en
ts
, re
gis
tr
atio
n o
f all M
FI b
ra
nc
he
s
wit
h t
he
go
ve
rn
me
nt a
nd
dis
allo
we
d d
oo
rste
p
co
llec
tion
s. T
his
, co
up
led
with
the
ac
tive
en
co
ur
-a
ge
me
nt o
f loc
al p
olitic
ian
s, le
d to
a p
re
cip
itou
s
dr
op
in in
re
pa
ym
en
t lev
els
in t
he
sta
te—
do
wn
to
less t
ha
n 2
0%
fro
m fr
om
99
% in
Ja
nu
ar
y 2
011,
se
ve
re
ly d
en
ting
th
e c
re
dit c
ult
ur
e.
Th
in
gs
go
t s
o b
ad
th
at M
FI e
mp
loy
ee
s w
er
e
for
ce
d to
lay
low
. “A
loa
n o
ffice
r h
av
in
g a
cu
p o
f te
a a
t a t
ea
sta
ll wa
s p
ick
ed
up
an
d p
ut b
eh
in
d
th
e b
ar
s fo
r a
we
ek
,”s
aid
MR
Ra
o, m
an
ag
in
g d
i -r
ec
tor o
f Bh
ar
at F
in
an
cia
l In
clu
sio
n. “
So
mu
ch
s
o, w
e h
ad
ad
vis
ed
all o
ur
loa
n o
ffice
rs to
sta
y
co
nfi
ne
d a
t ho
me
.In
tw
o m
on
th
s, it w
as li
ke
a
de
se
rte
d fie
ld w
ith
no
ac
tiv
ity
go
in
g o
n. E
ve
n
if s
om
e b
or
ro
we
rs w
an
te
d t
o r
ep
ay
, th
er
e w
as
no
bo
dy
to c
olle
ct it
.”T
he
cr
ed
it ga
p t
ha
t wa
s c
re
ate
d a
fter t
he
cr
isis
fo
rc
ed
hu
nd
re
ds o
f tho
usa
nd
s o
f sm
all b
or
ro
we
rs
like
Su
ma
lata
, Ra
jam
an
i an
d S
an
tosh
a D
ev
i to g
o
ba
ck
to t
he
loc
al lo
an
sh
ark
s, t
he
so
ur
ce
of la
st-
re
so
rt fo
r c
re
dit in
In
dia
n v
illa
ge
s w
ho
ch
ar
ge
d
ra
tes o
f 36
-40
% o
r m
or
e. I
nd
ee
d, m
icr
ofi
na
nc
e
ha
d e
vo
lve
d a
s a
re
sp
on
se
to th
e u
su
ry
tha
t flo
ur
-is
he
s in
villa
ge
s, k
ee
pin
g p
eo
ple
tr
ap
pe
d in
de
bt
for g
en
er
atio
ns.
“T
he
ar
m-tw
istin
g ta
ctic
s o
f re
co
ve
ry
ba
ck
fire
d
an
d in
20
10
MF
Is w
er
e fo
rc
ed
to s
hu
t sh
op
in t
he
u
nd
ivid
ed
An
dh
ra
Pr
ad
esh
,” M
oh
an
aia
h s
aid
. “
Th
ou
gh
po
or b
or
ro
we
rs w
ere
re
sc
ue
d o
ut o
f the
d
eb
t tr
ap
wit
h t
he
sta
te
go
ve
rn
me
nt i
nte
rv
en
-tio
n, t
he
y a
lso
ex
pe
rie
nc
ed
a c
re
dit g
ap
du
e to
su
dd
en
wit
hd
ra
wa
l MF
Is fr
om
th
e s
ce
ne
.”A
cc
or
din
g to
a jo
in
t stu
dy
by
Mic
ro
Sa
ve
an
d
IF
MR
pu
blis
he
d in
Ju
ne
20
12
, 59
% o
f th
e c
re
dit
ne
ed
s in
un
div
ide
d A
nd
hra
Pra
de
sh
we
re
me
t by
m
on
ey
len
de
rs in
th
e a
bse
nc
e o
f MF
Is.
Bu
t fro
m a
bo
ut th
en
on
, the
sto
ry
too
k a
po
sitiv
e
tu
rn
wh
en
th
e S
tr
ee
Nid
hi C
re
dit C
o-o
pe
ra
tive
F
ed
er
atio
n, p
ro
mo
te
d b
y t
he
An
dh
ra
Pr
ad
esh
g
ov
er
nm
en
t a
nd
th
e F
ed
er
atio
ns
o
f S
HG
s,
en
te
re
d t
he
sc
en
e. C
re
dit f
low
sta
rte
d a
ga
in
, b
an
ks to
o s
ta
rte
d g
ivin
g m
on
ey
to S
HG
s. O
ve
r
th
e y
ea
rs. S
tr
ee
Nid
hi h
as c
re
ate
d a
nic
he
in t
he
sp
he
re
of m
icr
ofin
an
ce
wit
h its
low
-co
st c
re
dit
de
live
ry
.“
We
ar
e t
ry
ing
to fill w
ha
tev
er c
re
dit g
ap
wa
s
cre
ate
d a
fter 2
010 a
nd
su
pp
lem
en
t ba
nk
len
din
g,”
S
tr
ee
Nid
hi m
an
ag
in
g d
ir
ec
tor G
Vid
ya
Sa
ga
r
Re
dd
yto
ld E
T. T
he
or
ga
nis
atio
n h
as s
o fa
r e
x-
ten
de
d c
re
dit s
up
po
rt to
so
me
1.6
6 m
illio
n b
or
-r
ow
er
s a
t 13
.5%
on
a r
ed
uc
in
g b
ala
nc
e. T
he
re
is n
o p
ro
ce
ssin
g fe
e fo
r t
ak
in
g a
loa
n. B
ha
ra
t F
ina
nc
ial I
nc
lusio
n, w
hic
h is
th
e le
ast-c
ost p
ro
-
vid
er o
f mic
ro
loa
ns a
mo
ng
mic
ro
fina
nc
e c
om
-p
an
ies, c
ha
rg
es 1
9.7
5%
a y
ea
r.
Th
er
e i
s a
lso
an
un
de
rly
in
g r
es
ilie
nc
e a
nd
u
nit
y t
ha
t re
so
na
tes i
n t
his
tu
rn
ar
ou
nd
sto
ry
. T
he
So
cie
ty
for
Eli
min
atio
n o
f Ru
ra
l Po
ve
rty
(S
ER
P) p
ro
mo
ted
by
th
e s
ta
te g
ov
er
nm
en
t ha
s
nu
rtu
re
d a
bo
ut 4
41,0
00 S
HG
s in
th
e s
tate
’s r
ur
al
be
lt. Un
de
r its
pr
og
ra
mm
e, a
bo
ut 2
0-3
0 S
HG
s in
a
villa
ge
co
me
tog
eth
er to
for
m a
n o
rg
an
isa
tion
th
at p
lay
s a
ke
y r
ole
in p
ro
vid
ing
last-m
ile
co
n-
ne
ctiv
ity
, fac
ilit
atin
g m
em
be
rs t
o a
va
il t
he
m-
se
lve
s o
f th
e s
er
vic
es o
f Str
ee
Nid
hi.
Su
ma
lata
, an
SH
G m
em
be
r a
nd
a k
ey
me
mb
er
of t
he
Da
ma
ra
Ch
er
uv
u V
illa
ge
Or
ga
nis
atio
n,
re
ce
ntly
bo
rr
ow
ed
fro
m S
tr
ee
Nid
hi to
bu
y b
uf-
falo
es fo
r m
ilk.
“B
an
k lo
an
s a
re
no
t s
uffic
ie
nt,”
sh
e s
aid
, e
ch
oin
g t
he
co
mm
on
re
fra
in
of r
ur
al b
or
ro
w-
er
s a
cr
os
s I
nd
ia
. “W
e g
et b
an
k lo
an
s a
t 11
.5%
b
ut t
he
n y
ou
ha
ve
to
pa
y p
ro
ce
ss
in
g fe
e a
nd
d
oc
um
en
ta
tio
n c
ha
rg
es i
n a
dd
itio
n.”
Wit
h e
n-
co
ur
ag
em
en
t fr
om
Str
ee
Nid
hi, s
he
ha
s a
lso
s
et h
er
se
lf up
as a
bu
sin
es
s c
or
re
sp
on
de
nt fo
r
Ce
ntr
al B
an
k o
f In
dia
, wh
ich
ha
s it
s n
ea
re
st
ru
ra
l br
an
ch
3 k
m a
wa
y.
Str
ee
Nid
hi a
ls
o f
un
ctio
ns
as
a c
or
po
ra
te
b
usin
es
s c
or
re
sp
on
de
nt o
f Sta
te
Ba
nk
of I
nd
ia
a
nd
en
ga
ge
s lo
ca
l wo
me
n a
s v
illa
ge
-lev
el e
n-
tr
ep
re
ne
ur
s t
o r
un
kio
sk
ba
nk
in
g o
utle
ts
, an
im
po
rta
nt e
lem
en
t o
f In
dia
’s f
in
an
cia
l in
clu
-sio
n s
tr
ate
gy
. N N
ag
am
an
i of A
kk
an
pe
t villa
ge
n
ea
r D
am
ar
a C
he
ru
vu
ea
rn
s `
10
,00
0 a
mo
nth
w
or
kin
g a
s a
su
b-a
ge
nt.
Wh
en
An
dh
ra
Pr
ad
es
h w
as
bifu
rc
ate
d i
n
20
14
, Str
ee
Nid
hi w
as
als
o d
ivid
ed
in
to
tw
o.
Th
e s
uc
ce
ss
of S
tr
ee
Nid
hi T
ela
ng
an
a i
n d
e-
live
rin
g lo
w-c
os
t fu
nd
s t
o b
or
ro
we
rs
in
ne
ed
h
as a
ttr
ac
te
d n
atio
na
l atte
ntio
n. T
he
Na
tio
na
l R
ur
al L
ive
lih
oo
d M
is
sio
n h
as
ta
sk
ed
th
e o
r-
ga
nis
atio
n t
o r
ep
lic
ate
its
mo
de
l in
oth
er
sta
te
s w
illi
ng
to
ad
op
t it
. Ra
jas
th
an
an
d W
es
t B
en
ga
l ha
ve
in
vit
ed
Str
ee
Nid
hi t
o c
on
du
ct
fea
sib
ilt
y s
tu
die
s.
“T
he
em
erg
en
ce
of S
tre
e N
idh
i as a
co
mm
un
ity-
ow
ne
d, lo
w-c
os
t mic
ro
fin
an
ce
pr
ov
ide
r w
as a
k
in
d o
f his
tor
ica
l ne
ce
ssit
y,”
Mo
ha
na
iah
sa
id.
“T
his
ha
s b
ro
ug
ht b
ac
k ju
stic
e fo
r p
oo
r b
or
ro
w-
ers b
y p
ro
vid
ing
the
m tim
ely
an
d a
fford
ab
le c
re
d-
it. Ho
we
ve
r it n
ee
d to
go
a lo
ng
wa
y to
elim
ina
te
po
ve
rty
by
pro
mo
ting
live
liho
od
s a
nd
ch
eck
ma
te
mo
ne
y le
nd
er
s e
ffec
tive
ly.
Th
is s
uc
ce
ss n
oth
with
sta
nd
ing
, mo
ne
yle
nd
er
s
still e
xis
t to fill t
he
instit
utio
na
l cr
ed
it ga
p. T
he
T
ela
ng
an
a g
ov
er
nm
en
t itse
lf sa
id in
its 2
017 in
its
so
cio
-ec
on
om
ic o
utlo
ok
re
po
rt t
ha
t mo
ne
yle
nd
-e
rs p
lay
a d
om
in
an
t ro
le i
n m
ee
tin
g t
he
cr
ed
it n
ee
ds o
f 50
.6%
of h
ou
se
ho
lds in
the
sta
te a
nd
51%
o
f tota
l cr
ed
it dis
bu
rse
d.
Stre
e N
idhi C
redit C
o-o
p in
Tele
ngana h
as c
reate
d a
nich
e in
the sp
here
of m
icro
finance
with
its lo
w-c
ost c
redit
deliv
ery
. But it n
eeds to
go fa
rther to
era
dic
ate
poverty
, pro
mote
livelih
oods a
nd e
limin
ate
moneyle
nders
Mic
ro
Cr
ed
it M
ac
ro
Go
als
Be
fore
the
20
11
cra
ck
do
wn
, An
dh
ra
P
ra
de
sh
ha
d th
e
hig
he
st c
on
ce
ntr
atio
n
of m
icro
fina
nce
o
pe
ra
tion
s w
ith 1
7.3
m
illion
SH
G m
em
be
rs
an
d 6
.2 m
illion
MF
I b
orro
we
rs
Str
ee
Nid
hi a
lso
fu
nctio
ns a
s a
co
rp
ora
te
bu
sin
ess c
orre
sp
on
de
nt
of S
BI a
nd
en
ga
ge
s lo
ca
l w
om
en
as v
illag
e-le
ve
l e
ntr
ep
re
ne
urs to
ru
n
kio
sk
ba
nk
ing
ou
tlets
Atm
ad
ip R
ay
An
eld
erly
lad
y a
pp
lies
fo
r a
loa
n u
sin
g a
ta
ble
t
Su
b-a
ge
nt N
Na
ga
ma
ni a
t a
kio
sk
ba
nk
ing
ou
tle
t
Stre
e N
idh
i MD
G V
idy
a S
ag
ar R
ed
dy
10
Satu
rday
Featu
reThe E
conom
ic T
imes, B
engalu
ru, S
atu
rday, 2
4 J
une 2
017
„Ѩu[˝
"Õ∞=Ú =∞iÜ«Ú „ѨÉèí∞`«fiO Hõeã≤ ™ê÷Ñ≤Oz# '¢ã‘Îxkè— ¿Ñ^ŒÅH˘~°‰õΩ K«Hõ¯QÍ Ñ¨xKÕÜ«∞_®xH˜ ã¨OѶ¨∞ ã¨Éèí∞ºÅ‰õΩ J=ã¨~°"≥∞ÿ#Pi÷Hõ KÕÜ«¸`«x=fi_®xH˜ '¢ã‘Îxkè—Ö’ á⁄^Œ∞ѨÙÅ∞ ÃÑOzã¨OѶ¨∂Å∞ =∞iÜ«Ú ã¨=∂YºÅ Ѩxf~°∞ "≥∞~°∞QÆ∞Ѩ~°z =∞#JO^Œi ÉèÏQÆ™êfi=∞ºO`À '¢ã‘Îxkè ¿Ñ^Œ =∞Ç≤Ïà◊Å ÃÑxflkè—QÍx~°∂Ñ≤™êÎ=Ú Jx "Õ∞=Ú „Ѩu[˝ KÕã¨∞Î<åfl=Ú.
Recommended