Escolar Documentos
Profissional Documentos
Cultura Documentos
1.1 INTRODUCTION
National Bank for Agriculture and Rural Development (NABARD) is an
apex development bank in India based in Mumbai, Maharashtra. It has been
accredited with "matters concerning policy, planning and operations in the field of
credit for agriculture and other economic activities in rural areas in India".
NABARD was established on the recommendations of Shivaraman
Committee, by an act of Parliament on 12 July 1982 to implement the National
Bank for Agriculture and Rural Development Act 1981. It replaced the Agricultural
Credit Department (ACD) and Rural Planning and Credit Cell (RPCC) of Reserve
Bank of India, and Agricultural Refinance and Development Corporation (ARDC).
It is one of the premiere agencies to provide credit in rural areas.
NABARD operates through its Head Office at Mumbai,28 Regional Offices
located in the State Capitals, a Sub Office at Port Blair and 1 special cell located at
Srinagar and 360 District Offices. NABARD has on its roll around 2968
professionals supported adequately by a number of other staff.
State Co-operative Banks (SCBs):
The SCBs are a link between the cooperative organizations with the RBI, NABARD and the state governments. They
have to co-ordinate, control and regulate the working of Central Co-operative
Banks (CCBs) and also provide financial and other resources and investment
channels to the CCBs.
District Central Co-operative Banks (DCCBs):
The DCCBs are responsible to
finance the Primary Agriculture Credit Societies (PACS) and other regional cooperative societies. Membership of DCCBs is open to all types of co-operative
societies and individuals. DCCBs are governed by a board of 12-15 in number,
elected by members generally for a period of 3 years.
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Classification of Agriculture Credit:Agriculture credit may be further classified into the following ways.
1) Short-term credit
2) Medium-term credit
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3) Long-term credit
NABARD and its Role in Training:There are different training center of NABARD Bank
National Bank Staff College, Lucknow
National Bank Training Centre, Lucknow
Zonal Training Centre, Hyderabad
Bankers Institute of Rural Development (BIRD), Mangalore
Bankers Institute of Rural Development (BIRD), Bolpur
Bankers Institute of Rural Development (BIRD), Lucknow
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1.3 HYPOTHESIS
Identifying the emerging supervisory issues in the functioning of cooperative
banks/RRBs such as NPAs recovery, investment portfolio, credit monitoring
system, management practices, frauds, etc
maintain expert staff to study all problems relating to agriculture and rural
development and be available for consultation to the Central Government,
the Reserve Bank, the State Governments and the other institutions engaged
in the field of rural development.
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1.4 OBJECTIVES
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1.5 METHODOLOGY
The study of Service Marketing in Banks requires technical & conceptual
understanding of term service marketing for which a good deal of
information need to collected.
Researcher collects secondary data through various books and also from
websites (Internet).
Secondary Data are those, which have already been collected by
someone
else and which have already been passed through the statistical process. This
data is collected from the following sources.
a) Reports of NABARD BANK
b) Magazines
c) Journals
d) Newspapers
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3. OPPORTUNITIES
Nabard has effectively brought in a number of
innovations in the rural creditdomain. To quote a few:
SELF HELP GROUPS,
FARMER CLUBS,
RURAL INFRASTRUCTURE DEVELOPMENT FUND,
WATERSHED DEVELOPMENT,
KISSAN CREDIT CARD,
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4. THREATS
For any collective entity or organization to survive, it is
necessary for the members of the collective or organization to have the capacity to
identify threat factors and take steps to ensure that these threats do not affect
sustainability. In the SWOT exercise, the SHGs have identified about 14 threat
factors which they perceive as worthy of their attention.
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CHAPTER-2
2.1 INTRODUCTION
National Bank for Agriculture and Rural Development (NABARD) is an
apex development bank in India based in Mumbai, Maharashtra. It has been
accredited with "matters concerning policy, planning and operations in the field of
credit for agriculture and other economic activities in rural areas in India".
NABARD is set up as an apex Development Bank with a mandate for
facilitating credit flow for promotion and development of agriculture, small-scale
industries, cottage and village industries, handicrafts and other rural crafts. It also
has the mandate to support all other allied economic activities in rural areas,
promote integrated and sustainable rural development and secure prosperity of
rural areas. In discharging its role as a facilitator for rural prosperity NABARD is
entrusted with:
1. Providing refinance to lending institutions in rural areas
2. Bringing about or promoting institutional development and
3. Evaluating, monitoring and inspecting the client banks
Besides this pivotal role, NABARD also:
Acts as a coordinator in the operations of rural credit institutions
Extends assistance to the government, the Reserve Bank of India and other
organizations in matters relating to rural development
Offers training and research facilities for banks, cooperatives and
organizations working in the field of rural development
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NGO have more of social color while that of PRI is political one. Does the
legal status of an institute influences effectiveness of the program? How &
to what an extent?
Cooperative type of organization is better (Financial efficiency &
effectiveness) in functioning (agriculture & rural sector) compared to NGO,
SHG & PRIs.
Recently in 2007-08, NABARD has started a new direct lending facility
under 'Umbrella Programme for Natural Resource Management' (UPNRM).
Under this facility financial support for natural resource management
activities can be provided as a loan at reasonable rate of interest. Already 35
projects have been sanctioned involving loan amount of about Rs 1000
million.
The sanctioned projects include honey collection by tribals in Maharashtra,
tussar value chain by a women producer company ('MASUTA'), eco-tourism
in Karnataka etc.
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Generally agriculture credit may be classified into two types, namely direct &
indirect.
In direct type, credit is provided directly to farmers for productive purpose,
such as land improvement, irrigation, crop production, purchase of machinery,
equipment, development of dairy, sheep rearing poultry, fishers etc. development
of plantation, tea, coffee, rubber, coconut, cashew net etc.
In Indirect type of agriculture credit is credit provided to the institution
involved in the supply of production inputs. The indirect credit is given for
financing distribution of farm inputs like co-operative marketing societies,
financial regional rural bank [RRBs], financing state electricity board for
energisation of pump sets, financing for services institution that provide storage
facilities such as, godowns cold storage & warehouse, financing for establishment
of regulated market, financing for agro-industries corporation, food corporation of
India, jute corporate of India, state warehousing corporation etc. most of the
indirect finance is referred to as refinance. Agriculture credit may be further
classified into the following ways.
4) Short-term credit
5) Medium-term credit
6) Long-term credit
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CHAPTER-3
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Instruments of Supervision
Periodic on-site inspection of 31 SCBs , 371 DCCBs, 20 SCARDBs and 82
RRBs and other Apex level Cooperative institutions
Supplementary Appraisal
Off-site Surveillance System ( OSS )
Portfolio inspection/System study
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CMA returns
The broad powers and functions of the Board of Supervision are: Giving directions and guidance in respect of policies and on matters relating
to supervision and inspection, reviewing the inspection findings, suggesting
appropriate measures
Reviewing the follow-up action taken by Department of Supervision (DoS)
on matters of frauds and internal checks and control
Identifying the emerging supervisory issues in the functioning of cooperative
banks/RRBs such as NPAs recovery, investment portfolio, credit monitoring
system, management practices, frauds, etc
Suggesting necessary follow-up measures
Recommending appropriate training for Inspecting Officers of NABARD for
imparting necessary skills and knowledge
Suggest measures for strengthening of DoS
Recommend issue of directions by RBI
Oversee the quality of inspections carried out and the reports issued
Review the information generated through off-site surveillance and other
supplementary vehicles, action taken thereon
Undertake any other functions entrusted from time to time by the Board of
Directors of NABARD
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Help Regional Rural Banks and the sponsor banks to enter into MoUs
specifying their respective obligations to improve the affairs of the Regional
Rural Banks in a stipulated timeframe
Monitor implementation of development action plans of banks and
fulfillment of obligations under MoUs
Provide financial assistance to cooperatives and Regional Rural Banks for
establishment of technical, monitoring and evaluations cells
Provide financial assistance to cooperatives and Regional Rural Banks for
establishment of technical, monitoring and evaluations cells
Provide organisation development intervention (ODI) through reputed
training institutes like Bankers Institute of Rural Development (BIRD),
Lucknow, National Bank Staff College, Lucknow and College of Agriculture
Banking, Pune, etc.
Provide financial support for the training institutes of cooperative banks
Provide trianing for senior and middle level executives of commercial banks,
Regional Rural Banks and cooperative banks
Create awareness among the borrowers on ethics of repayment through
Vikas Volunteer Vahini and Farmers clubs
Provide financial assistance to cooperative banks for building improved
management information system, computerisation of operations and
development of human resources
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A. Credit Dispensation
B. Developmental & Promotional
C. Supervisory
A. Credit Dispensation:Prepares for each district annually a potential linked credit plan which forms
the basis for district credit plans Participates in finalisation of Annual Action
Plan at block, district and state levels Monitors implementation of credit
plans at above levels. Provides guidance in evolving the credit discipline to
be followed by the credit institutions in financing production, marketing and
investment activities of rural farm and non farm sectors Provides refinance
facilities to the institution as under
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AGENCY
CREDIT FACILITIES
Commercial Banks
Short Term Cooperative structure (State Short Term (crop and other loans),
Cooperative Banks, District Central medium term (conversion) loans, term
Cooperative
Banks,
Primary loans for investment purposes, financing
Agricultural Credit Societies)
weavers' cooperatives - State Handloom
Development Corporations for working
capital by State Cooperative Banks
Long Term Cooperative structure (State Term loans for investment purposes
Cooperative Agriculture and Rural
Development
Banks,
Primary
Cooperative Agriculture and Rural
Development Banks)
Regional Rural Banks (RRBs)
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B. Developmental & Promotional:The developmental role of NABARD can be broadly classified as:Nurturing
and strengthening of - the Rural Financial Institutions (RFIs) like
SCBs/SCARDBs, CCBs, RRBs etc. by various institutional strengthening
initiatives.
Fostering the growth of the SHG Bank linkage programme and
extending essential support to SHPIs NGOs/VAs/ Development Agencies
and client banks. Development and promotional initiatives in farm and nonfarm sector. Extending assistance for Research and Development. Acting as
a catalyst for Agriculture and rural development in rural areas.
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C.
CHAPTER-4
4.1 GENESIS
Honorable Union Finance Minister announced in his budget speech for
1998-99 that NABARD would formulate a Model scheme for issue of Kisan
Credit Cards to farmers, on the basis of their land holdings, for uniform
adoption by banks, so that the farmers may use them to readily purchase
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agricultural inputs such as seeds, fertilisers, pesticides, etc. and also draw
cash for their production needs
NABARD formulated a Model Kisan Credit Card Scheme in consultation
with major banks.
Model Scheme circulated by RBI to commercial banks and by NABARD to
Cooperative.
Banks and RRBs in August 1998, with instructions to introduce the same in
their respective area of operation.
OBJECTIVES
As a pioneering credit delivery innovation, Kisan Credit Card
Scheme aims at provision of adequate and timely support from the banking system
to the farmers for their cultivation needs including purchase of inputs in a flexible
and cost effective manner.
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Entire production credit needs for full year plus ancillary activities related to
crop production to be considered while fixing limit.
Sub-limits may be fixed at the discretion of banks.
Card valid for 3 years subject to annual review. As incentive for good
performance, credit limits could be enhanced to take care of increase in
costs, change in cropping pattern, etc.
Each drawal to be repaid within a maximum period of 12 months.
Conversion/reschedulement of loans also permissible in case of damage to
crops due to natural calamities.
Security, margin, rate of interest, etc. as per RBI norms.
Operations may be through issuing branch (and also PACS in the case of
Cooperative Banks) through other designated branches at the discretion of
bank.
Withdrawals through slips/cheques accompanied by card and passbook.
Flexibility of drawals from a branch other than the issuing branch at the
discretion of the bank.
2. Benefits: Reduction in work load for branch staff by avoidance of repeat appraisal
and processing of loan papers under Kisan Credit Card Scheme.
Minimum paper work and simplification of documentation for drawal of
funds from the bank.
Improvement in recycling of funds and better recovery of loans.
Reduction in transaction cost to the banks.
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GIC has agreed that the crop loans disbursed for eligible crops
under the Crop Insurance Scheme will be covered under the CCIS, now under
Rashtriya Krishi Bima Yojna. However, the banks are expected to maintain all
back up records relating to compliance with "RKBY" and its seasonality
discipline, cut-off date for submitting declarations and end use, etc. as in the
case of normal crop loans.
Objectives of the Scheme: To provide insurance coverage and financial support to the farmers in the
event of failure of crops as a result of natural calamities, pests and diseases.
To encourage farmers to adopt progressive farming practices, high value
inputs and higher technology in agriculture.
To help stabilise farm incomes, particularly in disaster years.
To support and stimulate primarily production of food crops and oilseeds.
Farmers to be covered : All farmers (both loanee and non-loanee irrespective
of their size of holdings) including sharecroppers, tenant farmers growing
insurable crops covered.
Sum insured : The sum insured extends upto the value of threshold yield of
the crop, with an option to cover upto 150% of average yield of the crop on
payment of extra premium.
Agency-wise/State-wise progress in issue of cards by all banks during 200102 and since inception of Scheme.
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CHAPTER-5
SELF-HELP GROUP (FINANCE)
5.1 MEANING
A self-help group (SHG) is a village-based financial intermediary
usually composed of between 10-20 local women. Most self-help groups are
located in India, though SHGs can also be found in other countries, especially in
South Asia and Southeast Asia.
Members make small regular savings contributions over a few months until
there is enough capital in the group to begin lending. Funds may then be lent back
to the members or to others in the village for any purpose. In India, many SHGs
are 'linked' to banks for the delivery of microcredit.
SHGs are member-based microfinance intermediaries inspired by external
technical support that lie between informal financial market actors like
moneylenders, collectors, and ROSCAs on the one hand, and formal actors like
microfinance institutions and banks on the other. Other organizations in this
transitional zone in financial market development include CVECAs and ASCAs.
A Self-Help Group (SHG) is a registered or unregistered group of micro
entrepreneurs having homogenous social and economic backgrounds, voluntarily
coming together to save regular small sums of money, mutually agreeing to
contribute to a common fund and to meet their emergency needs on the basis of
mutual help.Also it is a group of people who pool in their resources to become
financially stable by taking loans from the money collected by that group and by
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making everybody of that group self-employed. The group members use collective
wisdom and peer pressure to ensure proper end-use of credit and timely repayment.
This system eliminates the need for collateral and is closely related to that of
solidarity lending, widely used by microfinance institutions.To make the bookkeeping simple enough to be handled by the members, flat interest rates are used
for most loan calculations.
5.2 GOALS
Self-help groups are started by non-profit organizations (NGOs) that
generally have broad anti-poverty agendas. Self-help groups are seen as
instruments for a variety of goals including empowering women, developing
leadership abilities among poor people, increasing school enrolments, and
improving nutrition and the use of birth control. Financial intermediation is
generally seen more as an entry point to these other goals, rather than as a primary
objective.This can hinder their development as sources of village capital, as well as
their efforts to aggregate locally controlled pools of capital through federation, as
was historically accomplished by credit unions.
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Decision making
Financial services
Supplementary to
formal banking
Cutting costs
Peer pressure as
collateral
Quality clients
Client preparation
Social agenda
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Exclusive poor focus SHGs have exclusive focus on absolute have-nots, who
have been bypassed by the banking system. Social banking
does not have any meaning if the lowest strata and the
unreached are not focused.
No-subsidydependence
syndrome
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case of wilful non-payment etc all seems to coexist in the system making its
one of the best approaches for providing financial services to the poor.
7. Credit rationing:
The approach of prioritization i.e.: meeting critical needs
first serves as a useful tool for intra group lending. This ensures the potential
credit takers/users to meticulously follow up credit already dispensed, as future
credit disbursals rely on repayments by the existing credit users.
8. Shorter repayment terms:
Smaller and shorter repayment schedule ensures
faster recycling of funds, greater fiscal prudence in the poor and drives away
the slackness and complacency that tends to set-in, in long duration credit
cycles.
9. Progressive lending:
The practice of repeat loans and often-higher doses - is
followed by SHGs in their intra-group loaning, thereby enticing prompt
repayments.
10. A multiple-eyed operation:
The operations of the SHG are transacted in
group meetings thus enabling high trust levels and openness in the SHG
system. SHG members facilitating openness and freedom from unfair practices
also generally conduct the banking transactions.
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CHAPTER-6
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mFIs and Legal Forms:With the current phase of expansion of the SHG
Bank linkage programme and other mF initiatives in the country, the informal
micro finance sector in India is now beginning to evolve. The mFIs in India can be
broadly sub-divided into three categories of organizational forms as given in Table
1. While there is no published data on private mFIs operating in the country, the
number of mFIs is estimated to be around 800. However, not more than 10 mFIs
are reported to have an outreach of 100,000 micro finance clients. An
overwhelming majority of mFIs are operating on a smaller scale with clients
ranging between 500 to 1500 per mFI. The geographical distribution of mFIs is
very much lopsided with concentration in the southern India where the rural branch
network of formal banks is excellent. It is estimated that the share of mFIs in the
total micro credit portfolio of formal & informal institutions is about 8 per cent.
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Estimated
Number*
10
Total
700 - 800
NGO mFIs:There are a large number of NGOs that have undertaken the
task of financial intermediation. Majority of these NGOs are registered as Trust or
Society. Many NGOs have also helped SHGs to organise themselves into
federations and these federations are registered as Trusts or Societies. Many of
these federations are performing non-financial and financial functions like social
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Mutual Benefit mFIs:The State Cooperative Acts did not provide for an
enabling framework for emergence of business enterprises owned, managed and
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controlled by the members for their own development. Several State Governments
therefore enacted the Mutually Aided Co-operative Societies (MACS) Act for
enabling promotion of self-reliant and vibrant co-operative Societies based on
thrift and self-help. MACS enjoy the advantages of operational freedom and
virtually no interference from government because of the provision in the Act that
societies under the Act cannot accept share capital or loan from the State
Government. Many of the SHG federations, promoted by NGOs and development
agencies of the State Government, have been registered as MACS. Reserve Bank
of India, even though they may be providing financial service to its members, does
not regulate MACS.
3. Deposit Mobilisation:Not for profit mFIs are barred, by the Reserve Bank of
India, from mobilising any type of savings. Mutual benefit mFIs can accept
savings from their members. Only rated NBFC mFIs rated by approved credit
rating agencies are permitted to accept deposits. The quantum of deposits that
could be raised is linked to their net owned funds.
current policy effective from 31 January 2004, allows only corporates registered
under the Companies Act to access ECB for permitted end use in order to enable
them to become globally competitive players.
5. Interest Rates:The interest rates are deregulated not only for private mFIs but
also for formal baking sector. In the context of softening of interest rates in the
formal banking sector, the comparatively higher interest rate (12 to 24 per cent per
annum) charged by the mFIs has become a contentious issue. The high interest rate
collected by the mFIs from their poor clients is perceived as exploitative. It is
argued that raising interest rates too high could undermine the social and economic
impact on poor clients. Since most mFIs have lower business volumes, their
transaction costs are far higher than that of the formal banking channels. The high
cost structure of mFIs would affect their sustainability in the long run.
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The Committee observed that while a few of the MFIs have reached significant
scales of outreach, the MFI sector as a whole is still in evolving phase as is
reflected in wide debates ranging around
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(i)
(ii)
(iii)
(iv)
(v)
heavy expectations of low cost funds, including equity and the start up
costs, etc.
The current debate on development of a regulatory system for the MFIs focuses on
three stages. Stage one - to make the MFIs appreciate the need for certain common
performance standards, stage two - making it mandatory for the MFIs to get
registered with identified or designated institutions and stage three - to encourage
development of network of MFIs which could function as quasi Self-Regulatory
Organisations (SROs) at a later date or identifying a suitable organisation to handle
the regulatory arrangements. The Committee recommended that while the MFIs
may continue to work as wholesalers of microCredit by entering into tie-ups with
banks and apex development institutions, more experimentation have to be done to
satisfy about the sustainability of the MFI model. Such experimentation needs to
be encouraged in areas where banks are still not meeting adequate credit demand
of the rural poor.
that necessitated NABARD to commence this support in 1993 were: 1) the need to
provide timely credit to the poor in under banked regions and ii) to further improve
the outreach of rural credit delivery system through alternate credit delivery
mechanisms.
NABARD's support is being provided to various forms of microFinance
institutions covering mFIs, second tier mF lending institutions, Grameen bank
replicators, NGO-mFIs, SHG Federations etc. NABARD provides loan funds in
the form of Revolving Fund Assistance (RFA) to NGO-mFIs on a very selective
basis. The RFA is generally provided for a period of 5 to 6 years and is necessarily
to be used for on lending to mF clients (SHGs or individuals). In addition, the
agencies are also sanctioned, on a case-to-case basis, grant assistance for partly
meeting the salary of field level staff, infrastructure development and operational
deficits during the initial years.
Cumulatively, as at the end of June 2004, Rs 26.98 crore (Rs 269.80 million)
has been sanctioned as RFA to 31 NGO-mFIs and Rs. 0.58 crore (Rs 5.8 million)
has been sanctioned as grant to various NGOs. The amount excludes Rs 3.4
million sanctioned under SHG Post Office linkage programme in Tamilnadu. .
During the year 2003-04, loan support of Rs. 84 million was sanctioned to
two agencies viz. 1) Friends of World Women Banking, India (Rs. 74 million) for
on-lending to small NGOs & 2) Kalanjiam Development Financial Services-a
section 25 company promoted by DHAN Foundation (Rs 10 million) for on
lending to SHGs.
CHAPTER-7
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CONCLUSION
Reserve Bank of India (RBI) entrusted NABARD (National Bank for
Agriculture and Rural Development) in 1981 to look after agriculture and rural
development through all the Cooperative and other Nationalized banks of India.
NABARD will observe 25th eventful journey on 12th July 2006 for advancement
of Indian agriculture, economy and social structure.
Animal husbandry programmes with Rs.2000 crores have been approved. Indian
agriculture is dominated by a vast multitude of landless, sub marginal, marginal
and small farmers, who are at the bottom of pyramid; consisting 80% of total
cultivators having only little above one hector of land.
For this NABARD has given stress on animal resources productivity. From the
beginning ,NABARD has grown into a unique kind of apex hybrid organization
combining best of central and development bank practices like planning, regulation
of credit and supervision of rural financial institution like agriculture
cooperative banks(both short and long term structures),Regional Rural
Banks(RRB) etc.
It also plays a unique institution building role that was instrumental in safe guard
of many a loss making RRBs and Cooperative Banks in various parts of the
country. During 2005-06,the balance sheet of NABARD grew by 11.3 percent
from around Rs.60,000+ crore in 2004-05 toRs.67,645 crore in 2005-06.
SUGGESTION
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the first goal is the one whose attainment most clearly involves the agricultural
sector: The poor around the globe are disproportionately farmers and herders, and,
perversely, the hungry also most commonly find their livelihoods through
agriculture. By increasing food availability and incomes and contributing to asset
diversity and economic growth, higher agricultural productivity and supportive
pro-poor policies allow people to break out of the poverty-hunger-malnutrition
trap. As the country-level model simulations revealed, broad based agricultural
growth is the key for decreasing poverty and increasing growth in Sub-Saharan
Africa. A global assessment of Target 2 of MDG 1 (halving child malnutrition
levels) shows that the combination of agricultural and economic growth together
with larger investments in social sectors, including health and education, can
substantially narrow the gap between the business-as-usual outcomes for 2015--24
percent of developing-country preschool children malnourished--and the target
indicator--15 percent children malnourished--to reach 17 percent. However, the
outcome varies significantly by country and region. Latin America, West Asia and
North Africa, and China will, on average, likely get close to the target indicator by
2015, even under business-as-usual; however, the likelihood that Sub-Saharan
Africa and South Asia will come close to their respective target rates is much
smaller. The total increase in investments estimated is $161 billion in agricultural
and supporting sectors during 19952015. In addition to these investments,
significant policy and governance reform is required. To achieve faster agriculturebased growth rates, there must be in place favorable macroeconomic and trade
policies, good infrastructure, and access to credit, land, and markets. These
conditions create level playing fields and give farmers incentives to adopt new and
sustainable technologies and diversify production into higher-value crops, actions
that raise incomes and lift households out of poverty.
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CHAPTER-8
BIBLIOGRAPHY
NABARD (Micro finance & Rural Development)-By T. Balakrishnan
www.nabard.org
www.wikipedia.com
www.scribd.com
Annual Report Statement of NABARD
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