A striking trend of the microfinance movement is the transformation of the nonprofit institutions into profit-making companies. What begins as a social commitment to uplift the underprivileged masses through voluntary channels evolves into a highly complex, service-based financial business occupation expanding at a faster rate, covering millions of customers from diverse backgrounds. Organizations like SPANDANA and SHARE were initially nonprofit outlets, but in the course of time, they repositioned themselves into, or formed separate entities as, profit-oriented companies offering financial services to the clientele. These profit-making microfinance companies are born out of the womb of NGOs not only to provide professional and customized services to the poor, but also to financially sustain the continued social developmental interventions of their mother organizations. For instance, SPANDANA’s sister non-banking finance company, namely, Spandana Spoorty Innovative Financial Services Ltd, besides offering microfinance services, also provides funding grants to SPANDANA to carry out the latter’s community-based health and education programs.
Creative Credits for the Poor: India’s Microfinance Movement (contd.)
Self-help groups, otherwise known as SHGs, are the basic units in a microfinance market. These groups of poor individuals pool their savings together into one account and borrow from it whenever they need money. In complex models of micro-lending, banks or cooperative societies provide loans to the groups based upon their savings. NGOs play an intermediary role between the banks and the SHGs. In case of SPANDANA, for example, the loans are offered by the banks at an interest rate of 8-18% per annum while SPANDANA further extends these loans to the groups at a slightly higher rate of interest. The difference in the interest rate is the income of the organization that makes it sustainable. But the most interesting part of the whole operation is SPANDANA’s professional inputs in the process. It has a well-structured governance system and a highly trained staff working upon an accurate accounting system. The staff identifies groups of poor women in need of credit. After the identification process, SPANDANA organizes an intensive training process for these groups that educates them about group liabilities, member responsibilities, repayment rules and the nature of products and services offered. The preconditions of providing the loan, besides ensuring that all the beneficiaries are economically active, are that the loans are given only those who are members of SHGs, and not individuals, and the whole group is liable if any one of its members turned out to be loan defaulter. A tradition of social peer pressure acts upon the members of the group – the beneficiary wants to compete with her co-member to pay back the loan on time. SPANDANA has recorded repayment rates of up to 99.8%.
Following on the footsteps of the microfinance movement, the micro-insurance sector is also expected to grow. India is the first and the only country to have made it mandatory for private insurance companies to provide services to the rural-based poor populations in the country on an annual target basis. Private insurance players have embarked upon strategies in collaboration with NGOs, offering innovative insurance products for the poor. The movement is in its infancy, but could have already started driving profits looking at the sheer size of the rural people in India.
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Author Initials: S.Z.
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