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Endnotes
1 In a sense it always was, but financing constraints were as binding. Training and capacity building are
considered together since they are properly regarded as a continuum as discussed below. One of the
most comprehensive recent training needs assessments was conducted by MicroSave, Wright (2005),
some key recommendations from which are summarized in Box 6.2. A workshop conducted at IRMA last
year on the managerial and operational problems of MFIs in India also identified a number of training
priorities (Shylendra et al 2005).
2 Prospective organizations are Margdarshak in UP, RASS in AP, Chaitanya in Maharashtra, CYSD in
Orissa, RGVN in Guwahati, and ARAVALI in Jaipur.
3 Like CMF some of them have representatives on their boards of local social science research institutes,
and like APMAS some of them have received support from CARE India.
4 For an evaluation, based on client satisfaction of surveys, of some of these CBIs in AP (APMAS and
RASS) and in West Bengal (RDC, SPADE, and DRCSC) see BIRD (2006) Along the lines of the APMAS
model, the institutions are expected to become progressively self-supporting through fees. An evaluation
of TCB which would compare subsequent performance with a control group, is waiting to be done.
5 According to the SBLP annual report for 2005 (NABARD 2005) it trained 43,000 bankers, 33,000
government officials, 638,000 SHG members and leaders, 25,000 NGO participants, as well as others
such as PRI representatives, during the year (Statement XI), through a set of training modules for
bankers, NGO-SHPIs, NGO-MFIs, trainers, government officials, SHG members and leaders and others
(described in detail on pages 19-22).
6 Thus ICICI has put up Rs 1.34 crores for Access to incubate 10 partners in MP in two years. Nine nascent
partners serving 1,776 SHGs have already been identified. Output goals have been defined in terms of
the total outreach of the 10 partners (100,000 clients), operational sustainability, PAR, and systems
developed to the level where ICICI can lend to them.
7 These are ARAVALI, AFPRO, SPADE, DRCSC and RDC.
8 Symptoms of the sector being "under-trained" are widespread and include inadequate systems and
processes for MIS, unsatisfactory accounting systems, weak internal controls, ageing of overdues, and
so on (see Sa-Dhan 2006). It needs to be borne in mind that many of the TCB providers are themselves
young, and are still building up their own capacity.
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