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CHAPTER 6 Training and Capacity Building With the relaxation of constraints on the availability of on-lending and investment funds in the last couple of years, human resource development has become perhaps the most important challenge facing the sector. 1 There has been an increase in the number of and variety of institutions offering training courses and other capacity building (CB) activities, and the number and variety of courses themselves have multiplied, but the state of development of the training and capacity building (TCB) sector is embryonic in relation to needs. Like other support services for the sector (rating, consulting, auditing, research and statistical), training and capacity building (TCB) institutions and organizations have developed organically in response to perceived needs on the demand side, and in accordance with the particular orientations and priorities of providers on the supply side. However effective TCB demand (as expressed willingness to pay) has been weak, for a combination or reasons, including (i) the understandable tendency "not to know what one doesn't know" (i.e. a lack of appreciation of the crucial importance of training) and the consequent unwillingness on the part of promoters and senior management to spend money on TCB, especially in the case of new NGO entrants to the sector with existing social services activities, who need TCB in new financial skills the most, (ii) genuine affordability issues, (iii) the tendency to regard training as a free good and (iv) perceptions about the mixed quality of the offerings available, and the sense, no doubt correct for some skills and types of training, that one can do a better job in-house, through learning-by-doing. The growth of TCB has thus been in large part supply driven, with donors and apexes such as NABARD, SIDBI, and FWWB financing much of it in the early years. They are now increasingly being replaced by banks like ICICI, which has a comprehensive vision and plan to grow the sector, with an important place in it for support services including TCB. Main TCB institution types Over the years there has been a slow but steady increase in the number and variety of institutions offering TCB. While it is not possible to survey the field here, a few words on the main types of institutions and trainings offered follow. Like other support services for the sector (rating, consulting, auditing, research and statistical), training and capacity building (TCB) institutions and organizations have developed organically in response to perceived needs on the demand side, and in accordance with the particular orientations and priorities of providers on the supply side. However effective TCB demand (as expressed willingness to pay) has been weak Most of the early entrants to the sector were the NGOs who pioneered the SHG model such as MYRADA, PRADAN, and DHAN who were funded largely by NABARD, and donors, as the SBLP grew. Some of them spun off training activities to separate wings which later evolved into standalone institutions (e.g. the Tata-Dhan Academy) They were joined by a number of NGOs 101
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Microfinance in India A State of th
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List of Tables Page No Table 2.1 Gr
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Preface and Acknowledgements This r
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Abbreviations ABC ADB BC BF CAR CAG
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CHAPTER 1 Overview and Summary of M
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Overview and Summary of Main Recomm
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1 1a 1b 2 2a 2b 2c 3 3a 3b 3c 4 4a
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The Light and Shades Study A major
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highest proportion of weak records
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their profitability after accountin
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allow the programme to grow organic
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1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8
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Endnotes 1 It is very hard to compa
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as cash with the groups, the true r
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linkages", 11 percent 3rd, and 5 pe
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References APMAS (AP Mahila Abhivru
Page 51 and 52: CHAPTER 3 Progress Under the MFI Mo
Page 53 and 54: Progress Under the MFI Model is fun
Page 55 and 56: Table 3.4 Comparative performance i
Page 57 and 58: Progress Under the MFI Model on lit
Page 59 and 60: Progress Under the MFI Model 4 Howe
Page 61: Progress Under the MFI Model Refere
Page 64 and 65: MFIs, and the need for MFIs to plou
Page 66 and 67: size had actually come down during
Page 68 and 69: The point at which peer group press
Page 70 and 71: The lack of contact and communicati
Page 72 and 73: Box 4.1 Continued 4. MFIs will coll
Page 74 and 75: Endnotes 1 There will be many disag
Page 76 and 77: 19 The base suicide rate in AP is 1
Page 78 and 79: References APMAS, 2005, "A Report o
Page 80 and 81: (such as cattle and houses), and co
Page 82 and 83: The advantage of the provider model
Page 84 and 85: Some lessons learnt from experience
Page 86 and 87: Box 5.2 VimoSEWA: Synergies between
Page 88 and 89: 86 Table 5.1 Main Feature of Health
Page 90 and 91: Endnotes 1 While the microinsurance
Page 92 and 93: 16 A little less than a fifth of th
Page 94 and 95: 29 The rationale for transfer progr
Page 96 and 97: Roth, James and Vijay Athreye, 2005
Page 98 and 99: Issues and priorities for action re
Page 100 and 101: Endnotes 1 See for instance CGAP (2
Page 104 and 105: such as Chaitanya who soon became s
Page 106 and 107: money to support operational expens
Page 108 and 109: finance, and the microfinancial ski
Page 110 and 111: Box 6.1 Continued in experts and to
Page 112 and 113: Endnotes 1 In a sense it always was
Page 114 and 115: 16 Examples are Margdarshak in Luck
Page 116 and 117: 114
Page 118 and 119: Table 7:1 Commercial bank exposure
Page 120 and 121: The main constraints to the expansi
Page 122 and 123: further review, RBI has modified th
Page 124 and 125: 9 Thus ICICI has sold some of its b
Page 126 and 127: B. Equity Investments by the Ventur
Page 128 and 129: Figure : The Bellwether triangle Lo
Page 130 and 131: Despite the weaknesses the public s
Page 132 and 133: Box 7.1 Continued foreign sources o
Page 134 and 135: Endnotes 1 At this point they will
Page 136 and 137: References ACCION, 2003, "The Servi
Page 138 and 139: SIDBI Foundation for Micro Credit (
Page 140 and 141: categories, depending on the amount
Page 142 and 143: The distribution of total disbursem
Page 144 and 145: Endnotes 1 It should be noted that
Page 146 and 147: B. Donor Participation in Indian Mi
Page 148 and 149: this has dropped to 8% on the curre
Page 150 and 151: and poor populations. More directly
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and expansion of available retailer
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11 SDC through various programs for
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1.1 Impact evaluation of Spandana's
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in the loan tenure of 24 months. Th
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There are two main motivations of a
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compensation structures used by Ind
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Endnotes 1 By Annie Duflo, Anvesha
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29 The main components of direct tr
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