chapter no. 06: progress ofdistrict centralcooperative...

Chapter No. 06:

Progress ofDistrict CentralCooperative Banks inMaha rashtra.

• District Central Cooperative Banks in Maharashtra.

• DCCBs role and functions.

• Progressof DistrictCentral CooperativeBanks inMahar ashtra.

• Problems and constraints in functioning of DCCBs.

• Challenges before District Central Cooperative Bank s in Maharashtra.

• Model for Success of Cooperatives.

District Central Cooperative Banks in Maharashtra:

The DCCB since the name suggest includes a section of operation covering a

sole district. In some district, the banking theme would come with industrial Banks,

Regional Rural Banks, Cooperative Banks & additional organizations like SFC,

MFIs, Non Formal Credit establishments & Non Banking Credit agencies. Such

a scenario, that DCCB its own position on the market? this is often a retardant that

has to be understood the Director General shall be the DCCB. The on the market

resources and also the distinctive strengths, the DCCB market demand ought to be

developed, and profitable. There is room to identify them but the Niche market allows

the bank to be paid to and I will do everything that the activity of its resources to the

resources too thin slices or worse but drift without many of the activities will be

evident 1 business plan.1

The Objects of the District Central Cooperative Ban k are:

1. To finance Co-operative Societies in the District affiliated to the Bank and

generally to get lying on banking industry.

2. Participate in the share capital of primary credit and multipurpose or other

cooperative societies registered under the Bombay Co-operative Societies

Act. 1925 and /or the Maharashtra Cooperative Societies Act 1960 through

the consent of Registrar, Co-operative Societies.

3. To arrange for supervision and inspection of borrowing co-operative

societies and to assess their credit.

4. According to the law center on the surplus funds of the societies

5. To assume responsibility for organizing the provision of agriculture credit in

all parts of the area served by the Bank.

6. To advance loans to agriculturists admitted as ordinary or nominal

members upon personal security of movable or immovable property including

crops or product for raising of crops and / or marketing of agriculture produce.

7. To advance loans to ordinary or nominal members and to co-operative

societies or their members upon pledge of Government or Trustee Securities

of Fixed Deposited Receipts, Cash Certificates of this Bank or agricultural and

Industrial produce, agricultural implements belonging to agriculture and/ or

fertilizers pledged or consigned to the Bank and the Warehouse receipts

issued by the Maharashtra State Warehousing Corporation or by Central

Warehousing Corporation or Warehouse receipts issued by the authoresses

privately owned Warehouses subject matter to such regulations as might

framed with Board of Directors from time to time and approved with the

Registrar and / or R.B.I.

8. To finance the individual shareholders and nominal members of the Bank,

to grant them overdraft limits, to sanction them discounting facilities and

generally to carry on banking business as per directives of the Registrars and

R.B.I. starting time to time.

9. To undertake liquidation work of affiliated societies indebted to Bank on

conditions laid down by the Registrar with a view to facilitate recoveries from

the affiliated societies, and to assume management of any affiliated society,

the committee of which, is superseded underneath the co-Operative Societies

Act and regulations.

10. To undertake any other business approved by the Registrants by general

or special orders which would bring about better business and better methods

of production amongst its members and along with them amongst non-

member.

11. To purchase, sell, transfer, endorse or pledge Government Promissory

Notes, Bonds, Securities, Municipal and Port Trust Bonds, Debentures for

legitimate investments of the surplus funds of the Bank, or for its share

holders or depositors without incurring any financial responsibilities incidental

to such business.

12. To illustrate, create, allow, discount, buy sell, gather, endorse, & contract

in statements of Exchange, Hundies, Pronotes, Coupons, Drafts, Bills of

Lading, Scripts, and other instruments and securities, whether transportable

or unfixed or not.

13. To establishment or to hold up or to support in the founding and support of

funds, collected for the benefits of the employee, provided rules regarding the

contribution payable both by the Bank and its members and first approved by

Registrar.

14. To open branches at suitable places for carrying out objects of the Bank.

15. To receive money on current, saving, fixed or other accounts and to raise

funds for all or any of these purposes and generally to do all such acts as may

be found necessary or suitable to fulfill the aforesaid objects.

16. To maintain a library of Co-operative Literature.

17. To do such other work as will be conductive or incidental or the above

objects and generally to encourage and promote organization and

development of cooperative societies within District.

18. To guarantee on behalf of Co-operative Societies registered underneath

the said Act or any such Act in operation in the Indian Union, Letters of credit

for import of machinery, implements, fertilizers and / or other requisites for

import of which licenses are granted by the Government or to guarantee

payments of money for purchase of machinery, implements, fertilizers and

other requisites required by the Co-operative societies.

19. To organize publication of periodicals to propagate the cause of the co-

operative faction in this District, in universal & that of the Bank in exacting,

with the previous permission of joint Registrar and subject to such terms and

conditions as might survive laid down while granting the permission. Rules

governing the conduct of this activity should be framed and the maximum limit

up to which expenditure for this purpose should be incurred may also be fixed

by the Board with the approval of Joint Registrar.

20. To advance loans to members of the staff for purchase of motor car,

motor cycles, cycles up to the amount not exceeding the price of the articles

payable in such installments and subject to such rules and regulations as the

Board of Directors may approve in this behalf.

21. To act as Bankers to the Zilla Parishad and provide financial

accommodation to it on such security or without security, up to such limit and

subject to such terms and conditions, as may be permitted with the Registrar,

Co-operative Societies, Maharashtra state, Poona.

22. To advance loans to members of the staff of the Bank for construction of

dwelling house in District only on such security, up to such limit, subject to

such terms and conditions and under such rules, framed with the Board of

Directors since time to time and approved with the Registrar, Co-operative

Societies, Maharashtra, Poona.

23. To finance directly to individual artisans, craftsman and small

entrepreneurs / units, proprietary concerns or partnership firm or companies

or other corporate bodies for small, tiny, cottage industries etc. permitted with

the NABARD starting time to time purpose & on such terms and conditions

prescribed by it.

24. To guarantee payment of money on behalf of customers upon proper or

adequate security and issue solvency certificate for the credit- worthy

depositors / customers.

25. To undertake collection of energy bills of Maharashtra State Electricity

Board subject matter to such terms and conditions agreed amongst this Bank,

Maharashtra state Co-operative Bank and Maharashtra State Electricity

Board.

26. To let the Safe Deposit Lockers to the customers on such terms,

conditions & rules framed with the Board of Directors.

27. To make or participate in consortium arrangements with the Maharashtra

state Co-operative Bank / other District Central Co-operative Banks in the

State / other financial institutions.

28. To finance self help groups directly or through Primary agricultural Credit

Societies.

• DCCBs role and functions.

The district central cooperative banks have played a role in more than

one. The discussed below2.

• Banking organization: the DCCBs non-banking institutions in the reserve Bank

of India recognized by banking regulations. These are the adoption and

residential loans deposits individuals and institutions to primary cooperatives.

These are governed by different regulations of the reserve Bank of India date

specified by. Special provisions are incorporated within the banking rules

1949 taking under consideration the special nature of the property role.

• Leader cooperative movement: one of the foremost vital tasks is that the

district central cooperative banks' resource toward the first cooperatives is

subject, the district. The members of those societies there square measure

several class than that of the first agricultural credit, the producers'

cooperatives, loom and handicrafts cooperatives, cooperative earnings

earners' shopper cooperatives, cooperative banks primary urban, etc.

however, the foremost vital role within the district central cooperative Bank

development and support for the first agricultural credit.

The DCCB THE officers frequently examine the PACS joined them. the

most supply to the PACS and therefore the credit the DCCB program for the

inspectors to PACS and often supervised by the DCCBs. one in every of the

foremost vital establishment of the DCCB to the PACS, the assembly credits

for the plants. There are many activities to undertake, such as a sale of

fertilizers and other agricultural products, and more, in the daily items the

public distribution system (PDS). Such activities and financial aid also

received from other loans the DCCBs the PACS is usually not a significant

resource. The most necessary supply of the own resources to PACS and also

the deposits with credit establishments area unit members of the. Such

deposits shall be collected by such proportion of the PACS area unit in

conjunction with the DCCBs reserve deposits so as to shield the depositors.

Support for capacity-building OF DCCBs to the PACS. The secretaries and

also the coaching programs to PACS. Regular seminars also will be members

of employees and to PACS is a crucial developments moving them.

• A leader in the agricultural credit: historically DCCBs was taken of the

foremost vital financial organization shall support the short-run credit the

agricultural sector. These loans are the assembly and selling credit loan given

to members. In general, the loans on the assembly of "scale", that some vital

funding agricultural crop. The system of financing the entire basis of the cost

of production for the crop inputs, including the cost of labor. The yield, the

market value and the calculated value is the performance increase is also

necessary credit the production per hectare. As defined by the Financial

Committee so-called "regional-level technological Committee" & the

Commission the DCCB convener. The DLTC representatives of the affiliates

of Ministry of Agriculture, banks, NABARD ...

• Board of DCCB: presidents of the elected to the PACS, the government and

the state of the DCCB cooperative bank would be the chief executive officer of

the desk. A Council gathers regularly toward assessment the performance of

the bank and they are intended. D.C.C.B. represents an interests and the

most important interested parties the bank. The directors take care to the

PACS to the PACS as depositors or borrowers who are great since D.C.C.Bs.

The representative of the state is protected by the cooperative bank of the

most provider of funds DCCB. It’s vital the govt. introducing DCCBs options,

the official head of the cooperatives. Additionally, the DCCBs conjointly

framed within the cooperative per the law this member states that operate.

The powers given to the PACS is that the empathic members of the

cooperative desires within the district. particularly the cooperative Bank

representative provides banking and regulative competence whereas the

govt. representative body data. In order to ensure that the effective

functioning of the Council, however, means the field of.

• Cooperative management: Governance is all about that the institution shall

comply with the members and other interested parties. This obligation the

values, and moral business practices and a high degree of transparency. The

steering system determines the distribution rights and obligations between the

varied participants of the organization like on board, managers, owners,

creditors and therefore the native authorities and spells the foundations and

procedures the bank selections area unit the affairs. The banks of

management issues, the additional clear the record, control systems and

policies area unit outlined by and well. The purpose of this exercise the

judgment of the Corporate Affairs management, monitoring, control and shall

act in good faith and high weight ethics procedures, top management, the

wise policy use of a device and the sound long-term policy. Responsible for

the management of daily operations, and therefore the board is operational

freedom and don't micro-management.

• The resource mobilization: two of the main functions institution; raise

resources from those who have a financial surplus and providing them the

person who knows them can work more productively.

• Mobilizing Resources deposits: if raising the key, and then is highlighted, that

the rates square measure raised and what amount raised scheme? The DCCB

banks, not local catchment area of sub-regional level to the local population.

But the own clientele of agricultural producers who credit you need to have the

available resources. Beyond the fact that the bank for their own customers the

market for the other institution mobilizations. The cooperatives generally offer a

little support by the banks it is recommended that the deposits are made. But

apart from this other methods must be found to the cooperative deposits with

credit institutions attractive. However, deposits with the spine any banking

institution and the more stable resource availability. In rural areas there is no

shortage of the CD, is the commercial banks. How may be a region of those

deposits the cooperative structure? What is the meaning of the depositor looks

to park, where the savings when making decisions? Here is roughly three

aspects, liquidity, profitability and. Now let's look at the three considerations

some details.

• Safety: the people, the savings square measure safe. there's additionally a lot

of the needles within the market, the Bank's name, the outlook for branch and

also the light-weight of expertise the client and also the bank. rather more than

what the important money health establishment, the establishment is taken into

account to be a final and desires to be preserved and developed. Therefore, the

bank's priority and every one forum ought to be accustomed project the positive

aspects of bank. If the bank finance poor, however they're hidden from the

eyes, it's exhausting to be maintained. This feature, and also the gain is that the

sensible tool, and social unit and effective business coming up with. one among

the explanations that the cooperative establishments don't attract insert poor

money position. The opposite dimension of the protection within the security

establishments. Therefore, it's important that the DCCB branches correspond to

the outlook for business banks, the area, the most competitors. the protection

measures ought to be isn't solely there, however the patrons, the secure

cashier enclosure, a powerful and folding doors within the entrance. The

depositors' cash isn't a sense that has got to be the bank, once you enter the

area.

• Profitability: even if it's a cooperative, the companions of their own space

development cash, that in itself would be reason enough to not the investor the

choice the DCCB. the speed of interest shall be competitive ought to be offered,

while not the bank. Most of the cooperatives supply a rather higher charge per

unit than business banks, however if the yield on the when recording devices, a

lot of hurt than sensible. The interest should be perpetually monitored and

reviewed frequently.

• Liquidity: another major think about the depositors can consider the of the

power to draw up the cash within the necessary time, notwithstanding the

maturity amount. This includes the bank to deposit cash on demand. This will

be the main question is whether sector al level branches DCCB small cash and

not cash/currency chest. Applicant the depositors money had to wait a day or

two even negatively affect the company's reputation the institution and of the

consumers and further considerably, rumor advertising the bank. The sketch

contains the data the firm analysis of such situations the cash flow in previous

trends and patterns and influx of regularly review, through the branches and the

"hub and spoke model" is the key in, focus where money be able to survive

converted as soon as possible, the less the demand branches. Maintaining AN

Account close to the headquarters of the banking concern within the immediate

transfer may be thought of. the present situation, the shared network, DCCBs

agreements with alternative banks additionally currently the network is that the

network to transfer, while not having to duplicate in their network.

• Borrowing: the subsequent resource is absorbed DCCBs assets higher-level

institutions. Borrowing options DCCBs the peak level are public institutions,

such as the banks and NABARD. In general, such MasterCard facilities are

obtainable for a particular goal, and also the tenor. So, in contrast to the normal

deposits, that aren't to be a rising trend, and loans it's essential to seek out the

tenor the rate of the loan, so that the loan repayment is due, the credit is to

come back. The borrowing is called the DCCBs refinance. The reschedule

DCCBs get through NABARD SCBs.

• Capital and reserves: the banking resources not raising the institution, and the

borrowings which should have been an institution equity capital and reserves.

Provision of the cooperative bank credit is primarily driven by the members at

reasonable cost, with the capital is still secondary. Further, raising capital is

also the general public risk to the order. Therefore, the equity the DCCBs is

raised to the affiliated institution. Under normal circumstances, the statutes, the

borrowing in proportion to the capital shall contribute to the amount of credit a

credit institution in the bank. This makes it tough for the cooperative banks to

high capital fund and also the modern times, once capital adequacy is all the a

lot of necessary question is that the banks, the cooperatives within the ancient

sense industrial undercapitalized. This restriction on capital, state governments

have conjointly contributed to strengthening the DCCBs its own capital,

however the capital was in his own blessings and drawbacks. The second

source of equity capital and reserves are created an excess. The small wind,

DCCBs does not accumulate too many excess, therefore it is a small part of the

capital.

• Loans and advances the main business: the cooperative banks disposition.

one in all the classifications of loans in accordance with the loans of tenor.

• Short-term production loans: short-term loans extended production-culture.

These are the first agricultural credit societies (PACS). The ST-credit extension

to the PACS are needed for the analysis of the specified credit and forward to

DCCB. The last of the DCCB society and of the available resources and the

penalties for society funds payment loans for the plant. Large part of loans by

the vegetation of the NABARD refinance DCCBs. Introduced by the

Government of India is, in which the interest subvention loans RS. The Fortune

three farmers, the rate of interest and also the Government of Asian nation

provides a seven p.c rate of interest subsidies of two capitalize on the banks.

short-run agricultural credit is that the key to DCCBs operations and also the

mandate of the bank. The short-run loans or credit of the DCCB crop loans

crucial priority. as a result of that the priority during this phase of the banks

disposal portfolio, it attracts the eye are going to be to depository financial

institution, and also the state and central government’s NABARD. The result's

that the portfolio and also the restricted flexibility.

• The financial balance sheet: As previously mentioned, the main task of the

DCCB meeting the "district-level technical committee" in the finances (SOF) in

the district. These are more than a year of harvest season are affected. The

key identification of each of the main crops are also make use of the district,

the cost of return on investment, because the cultivation and crop, scale.

Whereas the financial balance sheet averages, banks the loans offer you

more flexibility in the enterprising farmer’s rate. The process for the monetary

record is incredibly helpful to harmonize the various banks and every bank on

an individual basis isn't received from the opposite main space is that the

largest web borrowing (IMBP) fastened by the bank. This limit could have an

effect on the varied factors, like the native land, etc that's one in all the limiting

factors, that stop the larger quantity of loan DCCBs. Whereas, in the ratio of

credit seventy externally and the transport to the PACS is generally limited,

the significant improvements.

• Kisan Credit Card: A Kisan MasterCard innovation led to by the industry,

during a short-run credit of farmers straightforward, snug and versatile. the

most characteristics of the system are as follows.

� Once for a certification

� Only bound requirements used for the entire year

� The consumer credit must also be taken into account

� Drawls repayments any number is not permitted

� If the regular automatic renewal

� Additional features, such as Personal Accident Insurance fee in

cooperation with the small insurance companies.

The Kisan credit card-the agricultural producers and the great blessing

brought in a flexibility of credit the agricultural producer freely church for more

convenience.

• Term Loans: These area unit all to the PACS, or on to the agricultural

producers the DCCBs. Such finance DCCBs accomplish the upper handiness

than NABARD agencies, World Health Organization channelize these funds the

state banks. Longer-term loans, a wide-ranging the excavation, the pump kit

agriculture, husbandry and even rural transport like tractors and alternative

agricultural instrumentality. A line of credit has been received the investment

after deducting the aggregate costs of investment and various elements to the

borrower the margin. The repayment period detail and should be determined on

the basis of the individual the device and the device life. In general, the tiny and

marginal farmers, regarding simple fraction of the taken elementary financial

gain the loan repayments.

Progress of District Central Cooperative Banks in M aharashtra:

Table No. 6.01:

No. of District Central Cooperative Banks in Mahara shtra (2000-01 - 2009-10)

Sr. No. Year No. of DCCBs

1 2000-01 30

2 2001-02 30

3 2002-03 30

4 2003-04 30

5 2004-05 31

6 2005-06 31

7 2006-07 31

8 2007-08 31

9 2008-09 31

10 2009-10 31

Source: Coop. Movement at a Glance - 2000-01 to 2009-10, Maharashtra State

Pune.

Graph No. 6.01:No. of District Central Cooperative Banks in Maharashtra (2000-01 -

2009-10)

T

he

data

abou

t the

total

num

ber

of

Distri

ct

Cent

ral

Coo

perat

ive

Bank

s in

Mah

aras

htra shows in Table No. 5.01. The table shows that in the year 2000-01 the total

number of DCCBs in Maharashtra was 30 increased up 31 only in the year 2009-10.

During the study period only one DCCB is increased.

Table No. 6.02:

No. of Branches of District Central Cooperative Ban ks in Maharashtra (2000-01

- 2009-10)

30 30 30 30

31 31 31 31 31 31

29.4

29.6

29.8

30

30.2

30.4

30.6

30.8

31

31.2

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

No. of DCCBs

Sr. No. Year No. of Branches

1 2000-01 3,718

2 2001-02 3,804

3 2002-03 3,807

4 2003-04 3,789

5 2004-05 3,729

6 2005-06 3,689

7 2006-07 3,646

8 2007-08 3,683

9 2008-09 3,687

10 2009-10 3,699


Pune.

Graph No. 6.02:

No. of Branches of District Central Cooperative Ban ks in Maharashtra (2000-01

- 2009-10)

T

he

data

abo

ut

the

total

num

ber

of

Bra

nch

es of District Central Cooperative Banks in Maharashtra shows in Table No. 5.02.

The table shows that in the year 2000-01 the total number of branches of DCCBs in

Maharashtra was 3,718 is decreased up 3,699 in the year 2009-10. During the study

period 19 branches of DCCBs is closed.

3,718

3,804 3,807

3,789

3,729

3,689

3,646

3,683 3,6873,699

3,550

3,600

3,650

3,700

3,750

3,800

3,850

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

No. of Branches

Table No. 6.03 :

Total Members of District Central Cooperative Banks in Maharashtra (2000-01 -

2009-10)

Sr. No. Year Coop. Societies Individuals Total Members

1 2000-01 85 29 114

2 2001-02 88 31 119

3 2002-03 90 31 121

4 2003-04 91 29 120

5 2004-05 94 29 123

6 2005-06 96 20 116

7 2006-07 98 33 131

8 2007-08 100 36 136

9 2008-09 101 41 142

10 2009-10 103 45 148


Pune.

Table No. 6.03 :

Total Members of District Central Cooperative Banks in Maharashtra (2000-01 -

2009-10)

The data about the total number of members of District Central Cooperative

Banks in Maharashtra shows in Table No. 5.03. The table shows that in the year

2000-01 the total members of Cooperative societies of DCCBs in Maharashtra was

1.14 lakh is increased up 1.48 lakh in the year 2009-10. During the study period 34

thousand members is of DCCBs is increased.

8588 90 91

94 96 98 100 101 103

29 31 31 29 29

20

3336

4145

114119 121 120

123

116

131136

142148

0

20

40

60

80

100

120

140

160

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Coop. Societies Individuals Total Members

Table No.6.04:

Share Capital of District Central Cooperative Banks in Maharashtra (2000-01 -

2009-10) (Rs. In Lakh)

Sr. No. Year Rs. (In Lakh) % increase

1 2000-01 68,315 100.00

2 2001-02 78,632 115.10

3 2002-03 86,591 126.75

4 2003-04 91,687 134.21

5 2004-05 1,00,453 147.04

6 2005-06 1,08,191 158.37

7 2006-07 1,18,441 173.37

8 2007-08 1,29,272 189.23

9 2008-09 1,36,209 199.38

10 2009-10 1,49,865 219.37


Pune.

Graph No. 6.04:

Share Capital of District Central Cooperative Banks in Maharashtra (2000-01 -

2009-10) (Rs. In Lakh)

T

he

dat

a

abo

ut

the

tota

l

Sha

re

Cap

ital

of

Dist

rict

Cen

tral Cooperative Banks in Maharashtra during the year 2000-01 to 2009-10 shows in

Table No. 5.04. The table shows that in the year 2000-01 the total Share Capital of

DCCBs in Maharashtra was Rs.68,315 lakh is increased up Rs.1,49,865 lakh in the

year 2009-10. During the study period the increasing trend shows 119.37 per cent

growth in share capital of DCCBs in Maharashtra.

100.00

115.10

126.75134.21

147.04

158.37

173.37

189.23199.38

219.37

0.00

50.00

100.00

150.00

200.00

250.00

68,315 78,632 86,591 91,687 1,00,453 1,08,191 1,18,441 1,29,272 1,36,209 1,49,865

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% increase

Table No. 6.05:

Government Occupied Share Capital of District Cent ral Cooperative Banks in

Maharashtra (2000-01 - 2009-10) (Rs. In Lakh)

Sr. No. Year Rs. % increase

1 2000-01 785 100.00

2 2001-02 672 85.61

3 2002-03 484 61.66

4 2003-04 458 58.34

5 2004-05 458 58.34

6 2005-06 458 58.34

7 2006-07 458 58.34

8 2007-08 2,435 310.19

9 2008-09 1,485 189.17

10 2009-10 1,356 172.73


Pune.

Graph No. 6.05:

Government Occupied Share Capital of District Cent ral Cooperative Banks in

Maharashtra (2000-01 - 2009-10) (Rs. In Lakh)

The data about the total Government of Maharashtra occupied Share Capital

of District Central Cooperative Banks in Maharashtra during the year 2000-01 to

2009-10 shows in Table No. 5.05. The table shows that in the year 2000-01 the total

Share Capital of DCCBs in Maharashtra occupied by Governmentwas Rs.785 lakh is

increased up Rs.1,356 lakh in the year 2009-10. During the study period the

increasing trend shows 72.73 per cent growth in Government occupied share capital

of DCCBs in Maharashtra.

785672

484 458 458 458 458

2,435

1,4851,356

0

500

1,000

1,500

2,000

2,500

3,000

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Rs.

Table No. 6.06:

Owned Fund of District Central Cooperative Banks i n Maharashtra (2000-01 -

2009-10) (Rs. In Lakh)


1 2000-01 2,40,999 100.00

2 2001-02 3,16,017 131.13

3 2002-03 3,93,927 163.46

4 2003-04 4,37,311 181.46

5 2004-05 5,08,277 210.90

6 2005-06 5,80,970 241.07

7 2006-07 6,32,221 262.33

8 2007-08 6,96,600 289.05

9 2008-09 7,18,918 298.31

10 2009-10 7,64,870 317.37


Pune.

Table No.6.06:

Owned Fund of District Central Cooperative Banks in Maharashtra (2000-01 -

2009-10) (Rs. In Lakh)

T

he

data

abou

t the

total

own

ed

fund

of

Distri

ct

Cent

ral

Coo

perat

ive

Banks in Maharashtra during the year 2000-01 to 2009-10 shows in Table No. 5.06.

The table shows that in the year 2000-01 the total Owned funds of DCCBs was

Rs.2,40,999 lakh is increased up Rs.7,64,870 lakh in the year 2009-10. During the

study period the increasing trend shows 217.37 per cent growth in owned funds of

DCCBs in Maharashtra.

100.00

131.13

163.46

181.46

210.90

241.07

262.33

289.05298.31

317.37

0.00

50.00

100.00

150.00

200.00

250.00

300.00

350.00

2,40,999 3,16,017 3,93,927 4,37,311 5,08,277 5,80,970 6,32,221 6,96,600 7,18,918 7,64,870

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% increase

Table No. 6.07:

Deposits of District Central Cooperative Banks in Maharashtra (2000-01 -

2009-10) (Rs. In Lakh)

Sr. No. Year Rs. (Rs. In Lakh) % increase

1 2000-01 17,86,285 100.00

2 2001-02 19,57,347 109.58

3 2002-03 21,42,020 119.91

4 2003-04 22,67,875 126.96

5 2004-05 24,82,254 138.96

6 2005-06 26,40,230 147.81

7 2006-07 27,65,725 154.83

8 2007-08 31,94,916 178.86

9 2008-09 38,06,208 213.08

10 2009-10 44,27,845 247.88


Pune.

Table No. 6.07:

Deposits of District Central Cooperative Banks in M aharashtra (2000-01 - 2009-

10) (Rs. In Lakh)

The data about the Deposits of District Central Cooperative Banks in Maharashtra

during the year 2000-01 to 2009-10 shows in Table No. 5.07. The table shows that in

the year 2000-01 the total Deposits of DCCBs was Rs.17,86,285 lakh is increased

up Rs.44,27,845 lakh in the year 2009-10. During the study period the increasing

trend shows 147.88 per cent growth in Deposits of DCCBs in Maharashtra.

100.00 109.58119.91 126.96

138.96 147.81 154.83178.86

213.08

247.88

0.00

50.00

100.00

150.00

200.00

250.00

300.00

17

,86

,28

5

19

,57

,34

7

21

,42

,02

0

22

,67

,87

5

24

,82

,25

4

26

,40

,23

0

27

,65

,72

5

31

,94

,91

6

38

,06

,20

8

44

,27

,84

5

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% increase% increase

Table No. 6.08:

Borrowing Outstanding of District Central Cooperati ve Banks in Maharashtra

(2000-01 - 2009-10) (Rs. In Lakh)

Sr. No. Year Rs. % increase

1 2000-01 2,44,574 100.00

2 2001-02 2,99,197 122.33

3 2002-03 2,67,556 109.40

4 2003-04 2,33,464 95.46

5 2004-05 2,26,689 92.69

6 2005-06 2,57,566 105.31

7 2006-07 4,51,403 184.56

8 2007-08 4,24,906 173.73

9 2008-09 2,90,242 118.67

10 2009-10 1,95,630 80.00


Pune.

Graph No. 6.08:

Borrowing Outstanding of District Central Cooperati ve Banks in Maharashtra

(2000-01 - 2009-10) (Rs. In Lakh)

T

he

dat

a

abo

ut

the

Bor

row

ing

Out

sta

ndi

ng

of

Dist

rict Central Cooperative Banks in Maharashtra during the year 2000-01 to 2009-10

shows in Table No. 5.08. The table shows that in the year 2000-01 the total

Borrowing Outstanding of DCCBs was Rs.2,44,574 lakh is decreased up

Rs.1,95,630 lakh in the year 2009-10. During the study period the decreasing trend

shows 20 per cent decrease in Borrowing Outstanding of DCCBs in Maharashtra.

100.00

122.33

109.40

95.46 92.69

105.31

184.56173.73

118.67

80.00

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

160.00

180.00

200.00

2,44,574 2,99,197 2,67,556 2,33,464 2,26,689 2,57,566 4,51,403 4,24,906 2,90,242 1,95,630

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10


Table No. 6.09:

Working Capital of District Central Cooperative Ban ks in Maharashtra (2000-01

- 2009-10) (Rs. In Lakh)


1 2000-01 24,27,842 100.00

2 2001-02 27,49,865 113.26

3 2002-03 29,90,487 123.17

4 2003-04 31,96,523 131.66

5 2004-05 34,72,005 143.01

6 2005-06 36,86,387 151.84

7 2006-07 40,70,177 167.65

8 2007-08 45,62,938 187.94

9 2008-09 51,40,250 211.72

10 2009-10 57,36,367 236.27


Pune.

Graph No. 6.09:

Working Capital of District Central Cooperative Ban ks in Maharashtra (2000-01

- 2009-10) (Rs. In Lakh)

T

he

data

abo

ut

the

Wor

king

Cap

ital

of

Dist

rict

Cen

tral

Coo

per

ative Banks in Maharashtra during the year 2000-01 to 2009-10 shows in Table No.

5.09. The table shows that in the year 2000-01 the total Working Capital of DCCBs

was Rs.24,27,842 lakh is steadily increased up Rs.57,36,367 lakh in the year 2009-

10. During the study period the increasing trend shows 136.27 per cent increase in

Working Capital of DCCBs in Maharashtra.

0.00

50.00

100.00

150.00

200.00

250.00

24

,27

,84

2

27

,49

,86

5

29

,90

,48

7

31

,96

,52

3

34

,72

,00

5

36

,86

,38

7

40

,70

,17

7

45

,62

,93

8

51

,40

,25

0

57

,36

,36

7

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10


Table No. 6.10:

Total Loan Advanced by District Central Cooperative Banks in Maharashtra

(2000-01 - 2009-10) (Rs. In Lakh)

Sr. No.

Year SAO Rs. Total Loan Advanced

during the year. (Rs. In Lakh)

% Increase / Decrease

1 2000-01 6,95,461 20,20,830 100.00

2 2001-02 3,18,110 15,82,090 78.19

3 2002-03 2,86,075 13.95.700 69.07

4 2003-04 2,79,109 13,18,325 65.24

5 2004-05 2,84,808 13,93,,449 68.95

6 2005-06 3,91,425 13,31,883 65.91

7 2006-07 5,51,112 15,65,606 77.47

8 2007-08 5,22,551 18,59,848 92.03

9 2008-09 3,18,042 14,33,599 70.94

10 2009-10 7,04,295 19,46,326 96.33


Pune. (SAO - Seasonal Agricultural Operations)

Graph No. 6.10:

Total Loan Advanced by District Central Cooperative Banks in Maharashtra

(2000-01 - 2009-10) (Rs. In Lakh)

T

he

data

about

the

Total

Loans

Adva

nced

and

loan

for

seaso

nal

agricultural operations by District Central Cooperative Banks in Maharashtra during

the year 2000-01 to 2009-10 shows in Table No. 5.10. The table shows that in the

year 2000-01 the total loans advanced by DCCBs was 20,20,830 lakh is decreased

up to Rs. 19,46,326 lakh in the year 2009-10 and in seasonal agriculture loan

advanced in the year 2000-01 was Rs. 6,95,461 lakh is also decreased up to Rs.

7,04,295 lakh in the year 2009-10. During the study period the decreasing trend

shows 4 per cent decreasing in total loans advanced by DCCBs in Maharashtra.

100

78.1969.07

65.2468.95 65.91

77.47

92.03

70.94

96.33

0

20

40

60

80

100

120

20

,20

,83

0

15

,82

,09

0

13

.95

.70

0

13

,18

,32

5

13

,93

,,4

49

13

,31

,88

3

15

,65

,60

6

18

,59

,84

8

14

,33

,59

9

19

,46

,32

6

6,95,461 3,18,110 2,86,075 2,79,109 2,84,808 3,91,425 5,51,112 5,22,551 3,18,042 7,04,295

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% Increase / Decrease% Increase / Decrease

Table No. 6.11:

Loans Outstanding of District Central Cooperative B anks in Maharashtra

(2000-01 - 2009-10) (Rs. In Lakh)


1 2000-01 13,58,906 100.00

2 2001-02 15,57,563 114.62

3 2002-03 15,99,048 117.67

4 2003-04 16,73,458 123.15

5 2004-05 17,13,296 126.08

6 2005-06 19,25,102 141.67

7 2006-07 22,25,158 163.75

8 2007-08 24,44,634 179.89

9 2008-09 22,68,264 166.92

10 2009-10 25,10,030 184.71

Source: Coop. Movement at a Glance - 2000-01 to 2009-10, Maharashtra State Pune.

Graph No. 6.11:

• Loans Outstanding of District Central Cooperative B anks in Maharashtra

(2000-01 - 2009-10) (Rs. In Lakh)

T

he

data

abou

t the

total

loan

s

outst

andi

ng of

Distri

ct

Cent

ral Cooperative Banks in Maharashtra during the year 2000-01 to 2009-10 shows in

Table No. 5.11. The table shows that in the year 2000-01 the total total outstanding

of DCCBs was Rs.13,58,906 lakh is increased up Rs.25,10,030 lakh in the year

2009-10. During the study period the amount of outstanding loan of DCCBs in

Maharashtra shows increasing trend by 84.71 per cent.

100.00

114.62 117.67 123.15 126.08

141.67

163.75

179.89166.92

184.71

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

160.00

180.00

200.00

13

,58

,90

6

15

,57

,56

3

15

,99

,04

8

16

,73

,45

8

17

,13

,29

6

19

,25

,10

2

22

,25

,15

8

24

,44

,63

4

22

,68

,26

4

25

,10

,03

0

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% increase % increase

Table No. 6.12:

Recovery of Loans by District Central Cooperative B anks in Maharashtra

(2000-01 - 2009-10) (Rs. In Lakh)


1 2000-01 5,05,334 100.00

2 2001-02 4,27,845 84.66

3 2002-03 4,57,088 90.45

4 2003-04 4,93,738 97.70

5 2004-05 5,90,079 116.77

6 2005-06 3,87,414 76.66

7 2006-07 5,01,006 99.14

8 2007-08 3,79,930 75.18

9 2008-09 6,34,401 125.54

10 2009-10 8,08,432 159.98


Pune.

Graph No. 6.12:


(2000-01 - 2009-10) (Rs. In Lakh)

T

he

data

abou

t the

reco

very

of

loan

s of

Distri

ct

Cent

ral

Coo

perative Banks in Maharashtra during the year 2000-01 to 2009-10 shows in Table

No. 5.12. The table shows that in the year 2000-01 the total loan recovery of DCCBs

was Rs.5,05,334 lakh is increased up Rs.8,08,432 lakh in the year 2009-10.

Percentage of recovery of loan of DCCBs during the study period in Maharashtra

shows increasing trend by 59.98 per cent.

100.00

84.6690.45

97.70

116.77

76.66

99.14

75.18

125.54

159.98

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

160.00

180.00

5,05,334 4,27,845 4,57,088 4,93,738 5,90,079 3,87,414 5,01,006 3,79,930 6,34,401 8,08,432

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% increase % increase

Table No.6.13:

Loan Over dues of District Central Cooperative Bank s in Maharashtra (2000-01

- 2009-10) (Rs. In Lakh)


1 2000-01 2,01,613 100.00

2 2001-02 3,41,603 169.43

3 2002-03 3,77,632 187.31

4 2003-04 4,11,326 204.02

5 2004-05 4,38,966 217.73

6 2005-06 5,25,995 260.89

7 2006-07 5,53,423 274.50

8 2007-08 7,75,214 384.51

9 2008-09 7,32,756 363.45

10 2009-10 5,24,760 260.28

Source: Coop. Movement at a Glance - 2000-01 to 2009-10, Maharashtra State Pune.

Graph No. 6.13:


(2000-01 - 2009-10) (Rs. In Lakh)

T

he

data

abo

ut

the

loan

s

over

due

s of

Dist

rict

Cen

tral

Coo

per

ative Banks in Maharashtra during the year 2000-01 to 2009-10 shows in Table No.

5.13. The table shows that in the year 2000-01 the total loan overdues of DCCBs

was Rs.2,01,613 lakh is increased up Rs.5,24,760 lakh in the year 2009-10. During

the study period the percentage of loan overdues of DCCBs in Maharashtra shows

increasing trend by 160.28 per cent.

100.00

169.43187.31

204.02217.73

260.89274.50

384.51363.45

260.28

0.00

50.00

100.00

150.00

200.00

250.00

300.00

350.00

400.00

450.00

2,01,613 3,41,603 3,77,632 4,11,326 4,38,966 5,25,995 5,53,423 7,75,214 7,32,756 5,24,760

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10


Table No. 6.14:

Profit Status of District Central Cooperative Banks in Maharashtra (2000-01 -

2009-10) (Rs. In Lakh)

Sr. No. Year Banks in Profit Profit Rs. % increase

1 2000-01 22 9,579 100.00

2 2001-02 15 13,063 136.37

3 2002-03 15 13,520 141.14

4 2003-04 16 12,375 129.19

5 2004-05 16 10,746 112.18

6 2005-06 16 9,875 103.09

7 2006-07 16 7,745 80.85

8 2007-08 15 8,325 86.91

9 2008-09 18 15,216 158.84

10 2009-10 17 17,337 180.96


Pune.

Graph No. 6.14:

Profit Status of District Central Cooperative Banks in Maharashtra (2000

2009-10) (Rs. In Lakh)

The data about the No. of banks in profits and amount of profit of District

Central Cooperative Banks in Maharashtra during the year 2000

shows in Table No. 5.14. The table shows that in the year 2000

DCCBs was 9,579 lakh is increased up 17,337 lakh in the year 2009

study period the increasing trend shows 80.96 per cent growth in profit of DCCBs in

Maharashtra.

Table No. 6.15:

Loss Status of District Central Cooperative Banks i n Maharashtra (2000

2009-10) (Rs. In Lakh)

Sr. No. Year Banks in Loss

1 2000-01

2 2001-02

3 2002-03

0

5

10

15

20

25

2000-01 2001-02 2002-03 2003

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

Profit Status of District Central Cooperative Banks in Maharashtra (2000


Central Cooperative Banks in Maharashtra during the year 2000-01 to 2009

shows in Table No. 5.14. The table shows that in the year 2000-01 the total profit of

kh is increased up 17,337 lakh in the year 2009-10. During the


Loss Status of District Central Cooperative Banks i n Maharashtra (2000

Banks in Loss Loss Rs. (Rs. In Lakh) % increase

8 13,097 100.00

15 83,729 639.30

15 1,16,276 887.81

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009

Banks in Profit Banks in Profit

9,579

13,063 13,52012,375

10,7469,875

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006

Profit Status of District Central Cooperative Banks in Maharashtra (2000 -01 -


01 to 2009-10

01 the total profit of

10. During the


Loss Status of District Central Cooperative Banks i n Maharashtra (2000 -01 -

% increase

100.00

639.30

887.81

2009-10

7,745 8,325

15,216

17,337

2006-07 2007-08 2008-09 2009-10

Profit Rs.

4 2003-04 15 1,23,729 944.71

5 2004-05 15 1,44,009 1099.56

6 2005-06 15 1,50,662 1150.36

7 2006-07 15 1,64,017 1252.32

8 2007-08 16 1,85,070 1413.07

9 2008-09 13 1,49,186 1139.08

10 2009-10 14 1,46,433 1118.06


Pune.

Table No. 6.15:

Loss Status of District Central Cooperative Banks i n Maharashtra (2000-01 -

2009-10) (Rs. In Lakh)

T

he

dat

a

ab

out

the

No.

of

ba

nks

in

Lo

ss

an

d amount of loss of District Central Cooperative Banks in Maharashtra during the

year 2000-01 to 2009-10 shows in Table No. 5.15. The table shows that in the year

2000-01 the total loss of DCCBs was 13,097 lakh is increased up 1,46,433 lakh in

the year 2009-10. During the study period the increasing trend shows 1018.05 per

cent increase in loss of DCCBs in Maharashtra.

100.00

639.30

887.81944.71

1099.561150.36

1252.32

1413.07

1139.08 1118.06

0.00

200.00

400.00

600.00

800.00

1000.00

1200.00

1400.00

1600.00

13,097 83,729 1,16,2761,23,7291,44,0091,50,6621,64,0171,85,0701,49,1861,46,433

8 15 15 15 15 15 15 16 13 14

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

% increase

Problems and constraints in functioning of DCCBs:

• It was not a general deterioration of upholding the common values and the

members and employees DCCBs.

• A credit institution in the DCCBs structure does not correspond to the entire

rural credit.

• Establishment Cost is very high compared to DCCBs the course of business.

• Unnecessary delay providing the service to the consumer.

• The board is absent in the professionalism.

• The return on the borrower’s credit is only the methods of persuasion.

• It is difficult to State guarantees NABARD refinance.

• Introduction to the concept of minimum participation of the cooperative banks

adversely affecting the profitability DCCBs. negative factor

• Restrictive compensation (the guaranteed amount per depositor) the deposit

insurance.

Challenges before District Central Cooperative Bank s in Maharashtra:

The Indian Co-operative Movement has earned distinction of being the most

important among the planet. Usually this can be} often true in terms of membership

and Cooperative network that adjoin the bulk the villages among the country and

conjointly the vary of Co-operative Societies. It covers a good vary of economic

activities and nearly fifty per cent of them area unit engaged in agriculture and

agriculture connected matters. Nearly seventy per cent of the Indian population

being conditional agriculture, is thus, connected with agricultural Co- operatives. Co-

operatives have coated one hundred per cent of villages and sixty seven per cent of

rural households. Co-operative sector contributes fifty per cent of total agricultural

credit and distributes thirty five per cent of total plant food consumption within the

Country. 3

But in spite of the fact that the world's largest and most powerful link, looks

are a number of challenges as the internal resources mobilization and the external

resources, the appropriate infrastructure is not competition, the structure of the

underlying, apathy, the accountability to the members more and more and more

because of the lack of any disease, dormancy, the low level of professionalism, the

excessive public, political dominance, the shortage of interest earned , the event of

human resources, education and coaching. Despite every challenge, co-agents to be

property a fundamental measure that skilled data. it might facilitate the govt.

operatives. But, like paying the official royal and also the absence of interference

within the daily operating time etc. Dr. Kuriyan, a high co-operator at intervals the

country," said recently the operatives area unit subjected to a government of crisis

not identity. it's additionally aforementioned that operatives you would like to grasp to

be a lot of economical and competitive, however not at same time they'll sacrifice

basic tenets. They what is more have the doable to convey merchandise and

services in neighborhood wherever along the State and personal sectors have

failing.4 The bound constraints and deficiencies before cooperatives square measure

–

• The superintendence and examination by the Registrar of cooperative societies

from monetary abuse and institutional development there's a precise disparity.

• The government shall entrust a fraction of a second is a important government

job, as it is not any.

• The operatives is much from the thought. The cooperative banks and alternative

necessary establishments aren't willing to be recognized by the members.

• NABARD and run batted in isn't accepting with the central and concrete

cooperative banks..

• R. B I conjointly object to the "cooperative" use the word "cooperative banking

regulation Act in society". .

• Perhaps we have a tendency to don't seem to be however sufficiently well ready

or cultivated or super sensitized the work while not management and

superintendence. .

• Mischievous persons might have the benefit of things within the beguiler.

• When the steering control possible: Exploring the non-governmental

organizations, which are huge experience, it is doubtful that the mutually different

field operatives to help the Enter the preferred answer.

The circumstances and therefore the state of affairs could make to cooperative

movement within the country continues to be frequent. The market continues to be

not accessible to little and insignificant. The agricultural credit isn't correct. about fifty

% of the agricultural and social group family there's still no, if doable, the institutional.

Today, the cooperative work of cross road, in particular with regard to the existence

of this rapidly developing economic liberalization and globalization. The operatives,

but is still the traditional and poor governance and management, the poor, external

resource mobilization, the government, and the professionalization of 5 operatives

are not professionally informed the non-transparent way drive and liability of the

members. In spite of the very fact that each one of the, there's very little doubt, the

operatives have along contributed to the event of agriculture in many. Government

constitutional modification shall bring into force the self and skilled functioning

democratic operatives. Modify the Constitution itself,

• Carrying out of the elections in Time

• In due time to conduct an inspection,

• Single use the administration board

• general body Meetings conducted by itself

• The information to access of members

• Responsibility rests with A.

The DCCBs the muse is that the CO-operative development of the financial

set-up wants of the farmers by providing credit, inputs and storage, technique and

sales opportunities. The federated cooperative the district and state level is

cooperative system. But it found that the stronger and stronger as the Apex

institutions and in some cases, central cooperative work is already the situation6. It

must be replaced and the already grew stronger. The primary societies should be

diversified.

Model for Success of Cooperatives:

Dccbs Have To BeCompelled To Be Compelled To BeCompetitive Like Some

Trade. TheCooperative Business IllustrationIs Sole HoweverIt's Silent A Business

That'sSubject To The PrinciplesOf BusinessFinance, BusinessManagement And

Science. It Have To Be Compelled To Be Managed As A Business That's Able To

ContendThroughout A Capitalistic And Extremely CompetitiveNational Economy.The

First Economic Justification For Organizing AndOperationalA Dccbs Is To Correct

And StopMarket Failures That Ar Gift Or Is Also Gift. Fully Totally Fully Totally

Different ConnectedJustifications Embrace Providing Missing Services, Reducing

Prices Of Service, And Being WorthAndRepair Competitive Among The

Marketplace-Known As A Results Of The“Competitive Yardstick” Role.Some Dccbs

Place On Commit To IncreaseThe Worth Of Patrons’ Incomes By NegotiationFor

Higher Costs Or Higher Terms Of Trade Instead Of Settle For Market Prices7

Irrespective Of Its Reason And Role, A DCCB Have To Be Compelled To Be

Compelled To FormYour Mind Up To Be As Profitable As Potential Then Distribute

Those ProfitsTo Its Patronage. A Cooperative Have To Be Compelled To Be

Compelled ToPosition Into Follow The Core Principle Of The CooperativeBusiness

Model, Service Or Operation At Worth, By Being Competitive At Intervals The

Marketplace,Creating The ForemostAmount Profit As Potential,And So Distributing

Profits And Residual Money To Patron-Owners.8Distribution Have To Be Compelled

ToBe Compelled To Be Tired The SoleMethodology That Maximizes The Long

Blessings To The Cluster, Keeping In Mind That The Cluster HasHeterogeneous

Interests At Anyone Time As A Results Of Their Distinctive Place In Their Business

And Private Life Cycle. This DistributionOf Patronage Refunds OrPatronage Gain

Implements The Service At Worth Principle Of Cooperatives. The Payment Of

Patronage Refunds For A“Pooling Cooperative”, Or Net MarginsFor A “Pooling

Cooperative”, Is ThatThe Primary Manner Cooperatives Implement The Service At

Worth Principle. Patron-Owners Get What's Left Over Through A Combination Of

Money Patronage Payments, Money Equity Redemption Payments And Money

Payments Of Net Commerce Takings.

Dccbs NeedTo Be Compelled To Use Record Management Once Making

Gain Distribution And EquityRedemptionPayments. Twelve A Dccbs Have To Be

Compelled To Position And Defend The Business For Temporary And Long-Run

Property ByAdhering To A RecordManagement Philosophy That Manages Every

Liquidity And Standing. AdequateCapital Have To Be Compelled To Be Provided By

Establishing And Following Liquidity And Standing Pointers As [*Fr1] At Intervals The

BusinessStrategy. Then The Dccbs Need To Be Compelled To Pay In Cash To

Patron-Householders Any Residual Cash As Cash Patronage Refunds Or

Equivalent,And Assigned Equity As Equity Redemptions For Cash NotNeeded

ToSatisfy The Foundations. Householders Endlessly Get What Is Left Over In Any

Business, As Remaining Claimants, And Patron-Owners Of Cooperatives Don't

Seem To Be Any Whole Whole WholeTotally Different.9

Chapter No. 06

Field Survey and Data Analysis.

• Introduction

• Primary Data Analysis.

• Testing of Hypothesis

Introduction:

District central cooperative banks are part of the great, and strong structure of

cooperative institutions which the tasks, the production, processing, sales,

marketing, maintenance, and banking, and the Indian State of Maharashtra. DCCBs

created a replacement sort of establishment, supported the principles to unravel the

issues of co-operation in Asian nation. In rural areas, the agricultural and related

activities and the appropriate short and medium term DCCBs institutional loan

interest rates at an affordable price. DCCBs were completed an vital part of the

institutional structure of community development and addition services which were

allocated the significant role of delivering the fruits of economic planning at the

grass- root level. Nowadays DCCBs carry on to be a part of a set of institutions

which are busy in financing rural and agricultural growth. In this circumstance, the

present study endeavored to appraisal the impact of agricultural finance of DCCBs.

The detailed objective of the study is to analyze the presentation, impact, problems

and offer suitable suggestions for improving the functioning of the study element.

The Sample of 500 beneficiaries selected by conducting social survey in selected

Districts of Maharashtra State. A questioner is prepared for this purpose. This

questioner is having 25 questions to judge the performance of DCCBs in agricultural

finance in Maharashtra State.

Primary Data Analysis: Table No. 7.01:

Distribution of Sample Respondents as per their age.

Sr. No. Age No. of

Respondents % Distribution

1 20 to 30 61 12.20

2 31 to 40 112 22.40

3 41 to 50 152 30.40

4 51 to 60 89 17.80

5 61 to 70 86 17.20

Total: 500 100.00

Source: Primary Data Analysis.

Graph No. 7.01:

Distribution of Sample Respondents as per their age .

Sour

ce:

Table

No.

7.01

T

he

Table

No.

6.01

show

s the

data

about

the

distri

butio

n of

samp

le

respo

ndents as per their age. The table shows that highest number of respondents i.e.

152 (30.40 %) is selected from 41 to 50 age groups followed by 112 respondents

(22.44 %) is selected from 31 to 40 age group, 89 (17.80%) respondents comes from

the age group of 51 to 61, 86 (17.20%) respondents are belongs to 61 to 70 age

61

112

152

8986

0

20

40

60

80

100

120

140

160

20 to 30 31 to 40 41 to 50 51 to 60 61 to 70

group and lowest number of respondents i.e. 61 (12.20 %) are from 20 to 30 age

group.

Table No. 7.02:

Gender wise Distribution of Sample Respondents.

Sr. No. Gender No. of Respondents % Distribution

1 Male 444 88.80

2 Female 56 11.20

Total: 500 100.00

[


Graph No. 7.02:

Gender wise Distribution of Sample Respondents.

Source: Table No. 7.02

The Table No. 6.02 shows the data about the distribution of sample

respondents as per their gender. The table shows that highest number of

respondents i.e. 444 (88.80 %) is selected from male category and remaining 56

(11.20%) respondents are from female category.

444

56

Male

Female

Table No. 7.03:

Distribution of Respondents as per their Educationa l Qualifications.

Sr. No.

Education Qualifications No. of Respondents % to Total

1 Non-Matric 187 37.40

2 S.S.C. 135 27.00

3 H.S.C. 62 12.40

4 Graduate 29 5.80

5 Illiterate 87 17.40

Total: 500 100.00

Graph No.7.03:

Distribution of Respondents as per their Educationa l Qualifications.


Table No. 6.03 shows the distribution of respondents as per their educational

qualifications. The Table shows that 187 (37.40%) respondents were Non-metric,

followed by 135 (27%) respondents were S.S.C. passed, 62 (12.40%) respondents

H.S.C. qualified, 29 (5.80%) respondents were completed their graduations in

various faculties and 87 (17.40%) respondents were illiterate.

187

135

62

29

87

0

20

40

60

80

100

120

140

160

180

200

Non-Matric S.S.C. H.S.C. Graduate Illetarate

No. of Respondents

Table No. 7.04:

Distribution of Respondents as per their Caste / Ca tegory.

Sr. No. Caste / Category No. of Respondents % to Total

1 Open. 243 48.60

2 S.C. 71 14.20

3 S.T. 38 7.60

4 N.T. / D.N. T. 53 10.60

5 O.B.C. 95 19.00

Total: 500 100.00

Graph No. 7.04:

Distribution of Respondents as per their Caste / Ca tegory.

Table No. 7.04 displays the information of respondent’s caste / category. The Table

shows that 243 (48.60%) respondents were selected from open category, followed

by 71 (14.20%) respondents belongs to S.C. category, 38 (7.60%) respondents were

from S.T. category, 53 (10.60%) respondents were belongs to N.T. / D.N.T. category

and 95 (19%) women representatives were elected from O.B. C. category.

243

71

38

53

95

0

50

100

150

200

250

300

Open. S.C. S.T. N.T. / D.N. T. O.B.C.

No. of Respondents

Table No. 7.05:

Distribution of Sample Respondents as per their mai n family Occupation.

Sr. No.

Occupation No. of Respondents

% Distribution

1 Farmers 412 82.40

2 Serviceman 44 8.80

3 Businessman 29 5.80

5 Others 15 3.00

Total: 500 100.00


Graph No. 7.05:

Distribution of Sample Respondents as per their Occ upation.



respondents as per their main family occupation. The table shows that highest

number of respondents i.e. 412 (82.40%) was selected from farmers followed by 44

respondents (8.80%) is selected from serviceman category, 29 (5.80%) respondents

were represents to Business category and 15 (3 %) are from general or other

category

.

412

44

29

15

0 50 100 150 200 250 300 350 400 450

Farmers

Serviceman

Businessman

Others

Table No. 7.06:

Distribution of Sample Respondents as per their Ann ual Incomes.

Sr. No. Income Rs. No. of Respondents % Distribution

1 50000 to 100000 93 18.60

2 100001 to 150000 148 29.60

3 151000 to 200000 91 18.20

4 200001 to 250000 89 17.80

5 250001 and above 79 15.80

Total: 500 100.00


Graph No. 7.06:

Distribution of Sample Respondents as per



respondents as per their annual incomes. The table shows that highest number of

respondents i.e. 148 (29.60%) is selected from the income groups of Rs. 1 to 1.5

lakh followed by 93 (18.60%)

income group, 91 (18.20%) respondents were selected among the income group of

Rs. 15 to Rs. 2 lakh, 89 (17.80%) respondents are selected from the income group

of Rs. 2 to 2.5 lakh and lowest number of res

highest income groups i.e. above Rs. 25 lakh.

0

20

40

60

80

100

120

140

160

50000 to

100000

100001 to

150000

93

148

Distribution of Sample Respondents as per their Incomes.




lakh followed by 93 (18.60%)respondents is selected from Rs. 55,000 to 1 lakh



of Rs. 2 to 2.5 lakh and lowest number of respondents i.e. only 79 (15.80%) are from

highest income groups i.e. above Rs. 25 lakh.

100001 to 151000 to

200000

200001 to

250000

250001 and

above

91 89

79




respondents is selected from Rs. 55,000 to 1 lakh



pondents i.e. only 79 (15.80%) are from

Table No. 7.07:

Distribution of Sample Respondents as per types of loan taken.

Sr. No.

Loan Types No. of Respondents

% Distribution

1 Short term loan 234 46.80

2 Medium Term Loan 135 27.00

3 Personal loan for agriculture 56 11.20

4 Kisan Credit Cards 75 15.00

Total: 500 100.00


Graph No. 7.07:




respondents as per the types of loan taken. The table shows that highest number of

respondents i.e. 234 (46.80%) availed short term agricultural loan facilities followed

by 135 (27%) respondents takesmedium term agricultural loan from the DCCBs, 56

(11.20%) respondents were undertook personal loan for agricultural purpose and 75

(15%) selected from whom those Kisan Card Holder of the DCC bank.

0

50

100

150

200

250

Short term loan Medium Term

Loan

234





respondents takesmedium term agricultural loan from the DCCBs, 56


(15%) selected from whom those Kisan Card Holder of the DCC bank.

Medium Term

Loan

Personal loan for

agriculture

Kisan Credit Cards

135

56

75




respondents takesmedium term agricultural loan from the DCCBs, 56


Table No. 7.08:

Distribution of Sample Respondents as per the loan amount.

Sr. No. Income Rs. No. of Respondents % Distribution

1 Up to 100000 105 21.00

2 100001 to 200000 128 25.60

3 200001 to 300000 83 16.60

4 300001 to 400000 79 15.80

5 400001 and above 105 21.00

Total: 500 100.00


Graph No. 7.08: Distribution of Sample Respondents as per the loan amount.



respondents as per the amount of loan taken from bank. The table shows that

highest number of respondents i.e. 128 (25.60%) availed loan of Rs. 1 lakh to 2 lakh

followed by, 105 (21%) respondents were selected from the loan amount category of

more than Rs. 4lakh and also up to Rs. 1 lakh respectively, 83 (16.60%) respondents

were selected among the loan category of Rs. 2 lakh to 3 lakh and 79 (15.80%)

respondents are selected from the loan h

0

20

40

60

80

100

120

140

Up to 100000 100001 to

200000

105

Distribution of Sample Respondents as per the loan amount.




ndents were selected from the loan amount category of



respondents are selected from the loan holders category among Rs. 3 to 4 lakh.

100001 to

200000

200001 to

300000

300001 to

400000

400001 and

above

128

8379

105




ndents were selected from the loan amount category of



olders category among Rs. 3 to 4 lakh.

400001 and

Table No. 7.09:

Distribution of Sample Respondents as per the repay ment of loan.

Sr. No. Repayment No. of


1 Regular 111 22.20

2 Irregular 269 53.80

3 Defaulter 120 24.00

Total: 500 100.00


Graph No. 7.09:




respondents as per the repayment schedule of respondents. The table shows that

highest number of respondents i.e. 269 (53.80%) were irregular in the repayment of

loan, 111 (22.20%) respondents were regular in repayment of loan while 120 (24%)

respondents were told that they were

not paid loan installment during the last six months.

120



repayment schedule of respondents. The table shows that



respondents were told that they were declared as defaulter by the bank, they were

not paid loan installment during the last six months.

111

269

Regular

Irregular

Defaulter


repayment schedule of respondents. The table shows that



declared as defaulter by the bank, they were

Regular

Irregular

Defaulter

Table No. 7.10:

Distribution of Sample Respondents as per the satis faction of bank's services.

Sr. No. Response No. of Respondents % Distribution

1 Fully Satisfied 109 21.80

2 Satisfied 82 16.40

3 Not Satisfied 237 47.40

4 Fully dissatisfied 72 14.40

Total: 500 100.00


Graph No. 7.10:

Distribution of Sample Respondents as per the satis faction of bank's



respondents as per the satisfaction level of respondents about the banking services

of DCCBs. The table shows that highest number of respondents i.e. 237 (47.40%)

told that they were not satisfied about the banking services, followed by 109

(21.80%) respondents were fully satisfied, 82 (16.40%) respondents were expressed

that they were satisfied and 72 (14.40%) respondents were fully dis

banking services.

0

50

100

150

200

250

Fully SatisfiedSatisfied

109

Distribution of Sample Respondents as per the satis faction of bank's




tisfied about the banking services, followed by 109


that they were satisfied and 72 (14.40%) respondents were fully dis-satisfied by the

Series1Satisfied

Not Satisfied

Fully dissatified

82

237

72

Distribution of Sample Respondents as per the satis faction of bank's services.




tisfied about the banking services, followed by 109


satisfied by the

Series1

Fully dissatified

Table No. 7.11:

Attitude of Bank officers and Employees.

Sr. No.

Response No. of Respondents

% Distribution

1 Best 73 14.60

2 Good. 97 19.40

3 Bad. 183 36.60

4 Very Bad. 147 29.40

Total: 500 100.00


Graph No.7.11:

Attitude of Bank officers and Employees .


The Table No. 6.11 shows the data about the distribution of sample of

respondents view about the bank officers and. The table shows that highest number

of respondents i.e. 183 (36.60%) told that the attitude of bank officers and

employees was bad, followed by 147 (29.40%) respondents were ranked very bad

attitude, 97 (19.40%) respondents were expressed that they experienced good

attitude and only 73 (14.60%) respondents were ranked that the attitude of bank

officers and employee is best.

73

97

183

147

Best

Good.

Bad.

Very Bad.

Table No. 7.12: Distribution of Sample Respondents as per the purpo se of loan.

Sr. No. Loan Purpose No. of


1 Crop Loan 179 35.80

2 Land Development loan 96 19.20

3 Agro based activities 90 18.00

5 Repayment of Loan 135 27.00

Total: 500 100.00


Graph No. 7.12: Distribution of Sample Respondents as per the purpo se of loan.



respondents as per their purpose of loans. The table shows that highest number of

respondents i.e. 179 (35.80%) were took the loan from bank for cropping purpose,

followed by 135 (27%) respondents were told that they have utilized the loan for

repayment of previous loans, 96 (19.20%) respondents told that they used the loan

amount for the development of land and remaining 90 (18%) respondents told that

they availed loan from DCCBs for other agro based activities.

179

9690

135

0

20

40

60

80

100

120

140

160

180

200

Crop Loan Land Development

loan

Agro based activities Repayment of

Previous Loan

Table No. 7.13:

Influencing Factors for open account with NDCC.

Sr. No. Loan Types

No. of Respondents

% Distribution

1 Compulsory requirements 227 45.40

2 To Avoid money lenders 125 25.00

3 Bank officer’s suggestions. 77 15.40

4 No nearest other bank. 71 14.20

Total: 500 100.00


Graph No. 7.13:




respondents as per their influencing factors to open account with DCC bank. The

table shows that highest number of respondents i.e. 227 (45.40%) told that it is the

compulsory condition to open the account in DCC bank, followed by 125 (25%)

respondents were opened account in DCC bank to avoid the local the money

lenders, 77 (15.40%) respondents were influenced by DCC bank officers, and 71

(14.20%) respondents told that no nearest other ba

0

50

100

150

200

250

Compulsoty

requirements

To Avoide money

227





to open the account in DCC bank, followed by 125 (25%)



(14.20%) respondents told that no nearest other bank for their convenience.

To Avoide money

lenders

Bank officers

suggestions.

No nearest other

bank.

125

7771




to open the account in DCC bank, followed by 125 (25%)



nk for their convenience.

No nearest other

Table No. 7.14:

Banking Hours / Days suitable to respondents.

Sr. No. Response No of Respondents

% Distribution

1 Yes 212 42.40

2 No 288 57.60

Total: 500 100.00


Graph No. 7.14:

Banking Hours / Days suitable to respondents.



respondents as per opinion of suitable of banking hours and days of DCC bank. The

table shows that highest number of respondents i.e. 288 (57.60%) were told that the

banking hours and days are not suitable for them while 212 (42.40%) respondents

were agreed with the time and working days of the bank.

288

Hours / Days suitable to respondents.




ys are not suitable for them while 212 (42.40%) respondents

were agreed with the time and working days of the bank.

212Yes

No




ys are not suitable for them while 212 (42.40%) respondents

Yes

No

Table No. 7.15:

Courtesy of Bank Counter Officials of NDCC.

Sr. No. Response No of


1 Highly Satisfied. 71 14.20

2 Satisfied 90 18.00

3 Dissatisfied 185 37.00

4 Highly Dissatisfied. 154 30.80

Total: 500 100.00


Graph No. 7.15: Courtesy of Bank Counter Officials of NDCC.


The Table No. 6.15 shows the data about the experience of the respondents

about the courtesy of counter officers of DCC bank. The table shows that highest

number of respondents i.e. 185 (37%) were told that they were dissatisfied from the

bank officials, followed by 154 (30.80%) respondents were told that they were Highly

dissatisfied from the behaviors of bank officers, 90 (18%) respondents were satisfied

by DCC bank officers, and 71 (14.20%) respondents told they were highly satisfied

by the attitudes of DCC banks.

0

Highly Satisfied.

Satisfied

Dis-satisfied

Highly Dis-satisfied.

Courtesy of Bank Counter Officials of NDCC.




ollowed by 154 (30.80%) respondents were told that they were Highly



DCC banks.

50 100 150 200

71

90

185

154




ollowed by 154 (30.80%) respondents were told that they were Highly



200

185

Table No. 7.16:

Problems faced by respondents.

Sr. No.

Problems No. of Respondents

% Distribution

1 Lengthy sanction process 447 89.40

2 Delay of disbursement 415 83.00

3 Improper repayment schedule 392 78.40

4 Heavy interest rates. 377 75.40

5 ATM not available. 362 72.40

6 Not suitable banking hours. 287 57.40

7 Behavior of bank officers. 245 49.00

8 Excess time for transaction. 220 44.00

9 Refinance 167 33.40

10 Customer orientation. 118 23.60


Graph No. 7.16:

Problems faced by respondents.


447

415

392377

362

287

245

220

167

118

0

50

100

150

200

250

300

350

400

450

500

The Table No. 6.16 shows the data about the problems faced by selected

respondents of with relation to the DCC bank. The researcher surveyed 500

customers of the DCC bank. Every respondent are asked a question that they have

faced any problems with the bank. The respondents ranked the above 10 problems.

It is seen from the Table No. 6.16 that-

• 447 (89.40%) respondents told that the bank takes more time for sanctioning

the loan. The delayed procedure will be impacted on the cropping pattern and

other activities.

• 415 (83%) respondents told that after sanctioning of the loan the bank officers

are not prompt in disbursement of the loan. Due to delayed disbursement they

were takes the help of private money lenders.

• 392 (78.40%) respondents were dissatisfied of repayment schedule of the

bank. The respondents told that all installments of the loans are prescribed as

same amount. They have no money all the time. Hence they requested that

modify the loan repayment schedule as per their convenience.

• 377 (75.40%) respondents were expressed that the bank charged heavy

interest on their loans. It is not affordable to them. So they requested that to

reduce the rate of interest on loans including Kisan Credit Card’s amount.

• 362 (72.40%) respondent’s complained that the NDCC bank not provided

ATM facilities to them. They told that other banks are provided ATM facilities

to their customer that’s why they expect from the bank to start the facility to

them.

• 287 (57.40%) respondents told that the banking hours and days is not

convenient to them. The bank office is start from 10.30 A.M. and closes at

2.30 P.M. During this time they were engaged on farms activities.

• 245 (49%) respondents told that the behavior of bank officers is not good.

Most of the respondents were illiterate or very less educated. They asked

them some queries but the officers are not handled them properly.

• 220 (44%) respondent’s complained that the bank officer takes more time to

complete the transaction.

• 167 (33.40%) respondents were told that the bank will not sanction the loan

up to the clearance of old loan. The respondents were expect that the bank

will sanction them required amount of loan as a refinance.

• 118 (23.60%) respondents were told that they did not know the banking

procedures and various schemes of Central and State Government. The

NDCC bank not conducted any customer orientation programmes for

customer of the bank.

Testing of Hypothesis:

Hypothesis No. 01:

The selected farmer respondents were satisfied from the services of DCCBs.

Satisfaction Level of Respondents.

Sr. No.

Response Observed Frequency

(o)

Expected Frequency

(E) (O-E) (O-E)2 (O-

E)2/E

1 Fully Satisfied 109 125 -16 256 2.05

2 Satisfied 82 125 -43 1849 14.79

3 Not Satisfied 237 125 112 12544 100.35

4 Fully dissatified 72 125 -53 2809 22.47

Total: 500 500 0 17458 139.66

X2 = ΣΣΣΣ

(O-E)2 E

Hence, the calculated value of X2 = 139.66

Degrees of freedom in the given problem is DF= (n-1) ; (4-1) = 03

The Table value of X2 for 3 degree of freedom at 5 per cent level of

significance is 7.81, comparing calculated & table values of X2, I find that calculated

value is greater than the Table Value. Thus, the hypothesis was formulated for the

study is rejected.

Hypothesis No. 02:

The respondents were feels the attitude of bank off icers and Employees is

good / best.

Attitude of Bank officers and Employees.

Sr. No. Response

Observed Frequency

(o)

Expected Frequency

(E) (O-E) (O-E)2 (O-E)2/E

1 Best 73 125 -52 2704 21.63

2 Good. 97 125 -28 784 6.27

3 Bad. 183 125 58 3364 26.91

4 Very Bad. 147 125 22 484 3.87

Total: 500 500 0 7336 58.68

X2 = ΣΣΣΣ

(O-E)2

E






study is rejected.

Hypothesis No. 03:

Tremendous problems were faced by sample respondent s in relation with

agricultural finance of DCCBs in Maharashtra.

Sr. No.

Problems Faced Observed Frequency

(o)

Expected Frequency

(E) (O-E) (O-E)2 (O-E)2

/E

1 Lengthy sanction process 447 303.00 144 20736 68.43

2 Delay of disbursement 415 303.00 112 12544 41.4

3 Improper repayment schedule 392 303.00 89 7921 26.14

4 Heavy interest rates. 377 303.00 74 5476 18.07

5 ATM not available. 362 303.00 59 3481 11.49

6 not suitable banking hours. 287 303.00 -16 256 0.84

7 Behavior of bank officers. 245 303.00 -58 3364 11.1

8 Excess time for transaction. 220 303.00 -83 6889 22.74

9 Refinance 167 303.00 -136 18496 61.04

10 Customer orientation. 118 303.00 -185 34225 112.95

Total: 3030 3030.00 0 113388 374.2

X2

= ΣΣΣΣ

(O-E)2 E






study is rejected.

chapter no. 06: progress ofdistrict centralcooperative...

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