A member of Durga SHG in Rakasia village was suffering severe and constant bleeding from haemorrhoids (piles) and wanting urgently to get to hospital for treatment. She asked for a loan of Rs 10,000 to pay for this but faced the problem that she had an overdue debt of Rs 1,200. For this reason the Coordinator of her SHG felt that she needed to take advice on her loan application from other CPSL staff members. However the situation was critical. Although other members of the group said that they would guarantee repayment this was not a solution: SHGs are required to endorse a loan application before their coordinator passes it on for payment, but CPSLs rules do not allow loan transactions to be with a SHG as a whole: they must be with individual members. The other members of the SHG tried between them to raise the money needed in cash, but found this impossible given the amount involved.
Fortunately on Sunday 23 August CPSLs CEO Sunil Choudhary was in the village and faced with the problem. The particular SHG member, now 60, has been with CPSL since its beginnings almost 20 years ago and has taken loans in most years (several of them to improve her house) but never more than Rs 4,000 at a time. Sunil straight away agreed to the loan she needed being made, she was taken to hospital immediately, and he reported that he had visited her the following day when she was on the way to recovery.
This experience highlights changes put in place during the aftermath of the covid-19 crisis to enable CPSL to respond quickly to SHG members who have needed urgent loans that are not met by the normal rules of borrowing and lending. Some of these have been resolved by intervention of CPSLs CEO, Sunil Choudhary, who has spent most days since the end of lockdown in the Field Office and in neighbouring villages. But it has also triggered development of a process aimed at making the organisations response to emergency loan requests (always important to Rojiroti SHG members) more transparent and speedy. The two key aims of this initiative are first to facilitate direct access to CPSLs Head Office and CEO, and second to develop a process by which Coordinators can consult with more experienced colleagues and senior CPSL staff, and strengthen their own confidence.
- · Sunil has recorded and loaded onto his phone 20,000 contact numbers for SHG members i.e. approximately the current number of active members / potential borrowers. Virtually all SHG members now have access to a phone, and almost a half to a smart-phone*.
(*These are estimates based on (a) conversations with SHG members showing that frequent phone calls between each other and to relatives are very widespread, and (b) a review calls coming in to CPSL Head Office which indicates many are now made from smart phones).
- · Sunils number is now widely available to SHG members, and any SHG member can call this number and identify themselves to enable CPSL to access to their record in its management information system and respond to the problem the caller is bringing. Its preferred thatcallers do not use their Coordinators phone to speak to Sunil (although this has been a common practice).
- · A WhatsApp group has been formed consisting of the 32 Coordinators plus the 6 staff members working from the Field Office in their support, as well as the CEO. This enables a Coordinator at any time to make a call to signal that there is a problem needing consultation, and makes it possible for a consultation to begin, if urgent.
- · A briefing all staff members on Zoom is underway, as a preliminary to setting up a programme of staff training using this channel of distance communication which has become widespread during the pandemic.
CPSL negotiated in 2019 a life insurance policy for SHG members with national company operating nationally: Kotak Life. This followed several years of negotiation with other insurance companies (6 in all, most operating at national level) who could not see how providing life cover to poor village people paying very small premiums fitted their business model. Kotak Life however made a positive response, as part of a corporate intention to develop products which met the needs of poor people. CPSL saw life insurance as an important and cost-effective way to enhance the security of borrowers families: since it is clear that the benefits of SHG membership extend to all in members households, so sudden death of a key household member can have a severe impact on the livelihood of those surviving. (Although in the event of a member dying, all their existing Rojiroti debts are annulled.)
Terms of the Kotak policy are:
- The premium is a single payment of INR 200 up to a maximum of INR 1,000 (an applicant can choose the amount in steps of INR 200 (thus INR 200, 400, 600, up to 1,000).
- This secures a benefit of 25 times this amount (INR 5,000 up to 25,000) in the event of death within 5 years.
- If there is no claim on the policy the original premium is repaid plus a (reducing) age-related addition (55 percent for an 18 year old, 37.5 percent for a 40 year old).
When a policy expires, a new one can be taken out with the advantage that the size of the premium and of the benefit can be increased or reduced depending on the individual members circumstances.
Members take out these policies via their SHG / CPSL accounts, but CPSL does not act as a paid agent. In the early days it was reckoned that that setting up a policy (which involved filling in paper forms to make the application, then monitoring and advising on the response from Kotak) could take up to 3 days of CPSL staff time. But since July 2020 an Android app has been developed enables an application to be made by phone and to be confirmed within a few minutes, with a user i/d and password for the applicant. A neat way of certifying for records that a particular member has taken out a policy is for her photograph to be taken with her policy document (see the Facebook post on 29 August https://www.facebook.com/sunil.choudhary.7773631).
CPSL has been using the occasion of the covid19 pandemic to encourage SHG members to take out these policies: in June and July 221 policies were taken out (36 of them within 2 days of early July). The total of policies taken out now stands at 723 (so the recent surge has resulted in an increase of more than 50 percent). Almost half of those taking out policies finance this by using a loan to pay the premium.