There is a lot of talk about inclusive growth through financial inclusion. The competition between banks has never brought credit to the poor; it only took new financial products to richer people. RBI policy has forced banks for priority sector lending and the opening of branches in rural areas. SHG Bank linkage model was developed by NABARD under the strategy to reach the poor in a sustainable way. I have written on this issue in a previous post.
SHGs are linked to the formal banking system or microfinance institutions for accessing credit. Self-help groups minimize the bank's transaction costs and generate an attractive volume of deposits. While bankers have to handle only a single SHG account instead of a large number of small-sized individual accounts, borrowers as part of an SHG cut down expenses on travel (to & from the branch and other places) for completing paperwork and on the loss of workdays in canvassing for loans. There are many practical issues in this scheme faced by all three stakeholders: SHG, Banks, and Government.
Bank readily opens the account of SHG but treats them as an extra workload on the employees. One major reason cited for this is the staff shortage at the bank level as well as liquidity crunch at rural branches, leading to delays in cash transfers to SHGs. Transaction time and Cheque clearance time at RRB can be very long. Any new and non-routine applications of SHG bank account take a lot of time but the returns in the Bank portfolio are abysmally low. There have been cases where the account holder has to run repeatedly to withdraw money from her SHGs bank account!
An SHG decides to seek a loan from the bank. SHG submits the application that takes into account the activity proposed, the amount of loan required, duration of loan requirement, the purpose of the loan, and the number of installments in which the loan can be repaid. The procedural issue is that the field officer from the bank needs to check the existence, record books, and proper functioning of the SHG. This poses the problem where the field officer is often overburdened with a large amount of work. Even interaction of bank officials is limited to President and Secretary of the group hence decision-making process often escapes the rest of the members.
There is a huge rise in NPAs (non-performing assets) to poorer supervision of loans. RRBs are doing the worst in all the banks. The task of recovering money from the people is politically volatile. Hence, Banks try to even deny the loan services to the SHGs for the most arbitrary of reasons. Banks can't randomly choose genuine groups among the hundreds of the SHGs. The discrepancy in the paperwork is given reason and SHG members have to approach the bank repeatedly.
Even lending norms for SHGs are suited to poor members of SHGs. There are many issues even in this arrangement like poor members taking the loan and being used by other prosperous members. This practice is equivalent to a ghost loan. This actually prevents credit risk, but the purpose of solving poverty is lost as the actual borrowing member will not be using it. Another member using the loan may not give priority for repayment as the loan is not in their name and the group became defunct.
Political desire triumph over economic reality - That is the summary of my experience in the field of SHG loan recovery. The loan waiver scheme had become a major deterrent in repayment of any type of bank loan in Odisha. The loan waiver scheme has disincentivized those SHGs who repay on time. Such type of Government intervention changes the behavior of both rural and urban populations. Giving people (APL or BPL) handouts with no strings attached is not a panacea. Such freebies' offerings destroy the Micro-credit institution, especially in rural areas. It can be easily concluded that state aid almost always brings in its wake political favoritism and corruption.
The role of government is not only limited to loan recovery. There are targets of SHG's linkage for each public sector bank by State Level Bankers Committee (SLBC) and Panchayati Raj Department, resulting in the supply-driven approach of pushing external loans on SHGs. The amount and timing of such loans must depend on member capacities and merely the fact of repayment of a previous loan (a weak but essential indicator of future credit absorption capacity). The whole SHG Bank scheme of demand-driven credit availability becomes converted into a credit distribution exercise.
Public sector banks have been able to grow despite offering poorer customer service by simply expanding their reach. When a private bank sees a loan turning doubtful, it is able to quickly exit, even if needed by taking a haircut. Public sector banks need to engage with either NGOs or any agency that can build the capacity of SHGs. The mismatch between the expectations of the poor and the capabilities of the formal banking system still today needs to be minimized. Till then, Banker' relation with the Government and SHGs will always be strained.
