new schemes viz, water harvesting structure, organic farming, agri-clinic / agri-business centers, aromatic and medicinal plantation, onion storage structure, horticulture, SHGs, house building, swarojgar credit card, etc, for which DCCBs can avail refinance from NABARD and can further diversify their farm and non-farm investment portfolio. Apex Bank, on its part has been pursuing DCCBs to finance innovative activities to diversify the loan portfolio of these banks and to facilitate economic development through creation of assets in the rural areas of the state."
Ever reducing margin on agricultural lending have made diversification need of the time. Consequent to this concept, several loan schemes were launched from time to time keeping in view the requirement of general public of the state. Most of the schemes have been adopted by DCCBs, including personal loans, vehicle loans, working capital finance to the existing and new industrial units, cash credit limits, Krishak Mitra Yojana, Aawas and Vyavasayik Parisar loan scheme, Swarojgar Credit Card scheme, Gyan Sagar (education) loan scheme, financing against NSCs and securities, Avika Sahkari Credit Card scheme for sheep rearing, Vishwas Yojna for handicapped persons and loan against property.
COMPUTERIZATION
Ranvah added: "The ongoing computerization project of is taken up under 3 phases. Phase 1 includes data centre creation at RSCB HO, computerization of 13 branches of RSCB along with data center creation at 5 regional offices, accounts and finance department of RSCB, computerization of 1 branch each of following DCCBs along with data centre creation at DCCB Head Office: Ajmer, Jodhpur, Udaipur, Kota, Bikaner, Jaipur, Bharatpur, Jhalawar, Tonk and Sawai Madhopur.
Phase 2 pertains to computerization of 1 branch each of follOWing DCCBs along with data centre creation at DCCB HO:
Alwar,]hunjhunu, Sikar, Dausa, Barmer,]aisalmer,]alore, Sirohi, Pali, Bundi, Bhilwara, Chittorgarh, Dungarpur, Banswara, Churu, Nagaur, Sriganganagar, Hanumangarh, Baran. Phase 3 involves computerization of RSCB's HO, RO and DCCB's HO.
13 branches of RSCB and one branch each of eight DCCBs are working in TBA mode. RSCB data center work is complete and integration of data center with the branches computerized in TBA mode is in process. Master data creation and site preparation in one branch each of the remaining DCCBs is in advance stage of progress.
Ranvah added: "In 2007-08, RSCB registered an annual growth of 12.11% in own fund, 9.88% in loan outstanding and 23.43% in average working fund. The level of recovery against demand stood at 96.12%. Per employee productivity was to the tune of Rs 13.63 crores and per branch business was Rs 267.36 crores."
RSCB has established India's first currency chest in the cooperative sector in its Nehru Bazar branch in ]aipur. RSCB is paying dividend regularly to its shareholders and maximum dividend permissible as per Cooperative Societies Act, ie, 10% was paid for the years 2000-2001 to 2002-2003, 8.35% and 8.85% for the years 2003-2004 to 2005-2006 and 8.37% and 6.07% for the years 2006-2007 and 2007-08 respectively."
GROWTH
A quick glance through the figures regarding the financial position of the RSCB from 1953-54 to 2002-03 indicates some interesting developments. The share capital has gone up by 700 times. The reserves have gone up by about 19,000 times. The growth of deposit has also been equally phenomenal from a small Rs 36,000 to Rs 992 crores. Similarly, outstanding loans have gone up from mere Rs 25,000 to Rs 1,111 cr. The working capital, which was less than Rs 6 lacs, has also gone up to over Rs 1,970 cr. The profit from Rs ] ,000 has gone up to over Rs 15 cr. The financial picture also reflects some specific years, which constitute turning points. For instance, the loans outstanding in 1968-69 were almost double what they were during the previous year. In 1974-75, there was a twofold growth compared to 1972-73. During 1980-81, the loans outstanding crossed Rs 100 cr.
To bring about greater banking professionalism, an officer from RBI was taken on deputation as managing director. Open market recruitment for different levels was made for infusing new blood into the bank, at the same time, insulating it from being treated as an extension of the cooperative department.
About the same time, reorganization of the PACS was undertaken under the aegis of the cooperative department. The doors of membership of PACS were thrown open to all those eligible. RSCB also began to make term landings other than short term. Cooperative housing activities also received due encouragement. All these were expected to create avenues for the RSCB to develop its banking activities horizontally also.
The results were reflected in a ground swell of enthusiasm paving the way for future business expansion and diversification of loan portfolio, pioneering schemes for small-scale / cottage sectors, warehousing, etc, as also in social banking and making foray into hitherto unexplored areas like consorti um - financing.
NPA MANAGEMENT
According to RBI data, NPAs of StCBs varied widely across the states at end-March 2007. In Rajasthan, PAs were less than 3%. At the all India level, the recoveries made by StCBs as a proportion of demand declined marginally to 86% in 200607 from 87% in 2005-06. Among the various states and union territories, the recovery performance improved in 12 states and two UTs. For StCB in Rajasthan the recovery performance remained similar to what it was previous year. StCBs in nine states including Rajasthan achieved more than 90% recovery during 2006-07
The NPA ratio in respect of DCCBs varied significantly across the states from 4.8% to 76.4% at end-March 2007. The NPA ratio was less than 10% in only four states - Rajasthan Haryana, Himachal Pradesh and Punjab. The NPA ratio increased in Rajasthan and Rajasthan achieved more than 80% recovery rate during 2006-07.
Ever reducing margin on agricultural lending have made diversification need of the time. Consequent to this concept, several loan schemes were launched from time to time keeping in view the requirement of general public of the state. Most of the schemes have been adopted by DCCBs, including personal loans, vehicle loans, working capital finance to the existing and new industrial units, cash credit limits, Krishak Mitra Yojana, Aawas and Vyavasayik Parisar loan scheme, Swarojgar Credit Card scheme, Gyan Sagar (education) loan scheme, financing against NSCs and securities, Avika Sahkari Credit Card scheme for sheep rearing, Vishwas Yojna for handicapped persons and loan against property.
COMPUTERIZATION
Ranvah added: "The ongoing computerization project of is taken up under 3 phases. Phase 1 includes data centre creation at RSCB HO, computerization of 13 branches of RSCB along with data center creation at 5 regional offices, accounts and finance department of RSCB, computerization of 1 branch each of following DCCBs along with data centre creation at DCCB Head Office: Ajmer, Jodhpur, Udaipur, Kota, Bikaner, Jaipur, Bharatpur, Jhalawar, Tonk and Sawai Madhopur.
Phase 2 pertains to computerization of 1 branch each of follOWing DCCBs along with data centre creation at DCCB HO:
Alwar,]hunjhunu, Sikar, Dausa, Barmer,]aisalmer,]alore, Sirohi, Pali, Bundi, Bhilwara, Chittorgarh, Dungarpur, Banswara, Churu, Nagaur, Sriganganagar, Hanumangarh, Baran. Phase 3 involves computerization of RSCB's HO, RO and DCCB's HO.
13 branches of RSCB and one branch each of eight DCCBs are working in TBA mode. RSCB data center work is complete and integration of data center with the branches computerized in TBA mode is in process. Master data creation and site preparation in one branch each of the remaining DCCBs is in advance stage of progress.
Ranvah added: "In 2007-08, RSCB registered an annual growth of 12.11% in own fund, 9.88% in loan outstanding and 23.43% in average working fund. The level of recovery against demand stood at 96.12%. Per employee productivity was to the tune of Rs 13.63 crores and per branch business was Rs 267.36 crores."
RSCB has established India's first currency chest in the cooperative sector in its Nehru Bazar branch in ]aipur. RSCB is paying dividend regularly to its shareholders and maximum dividend permissible as per Cooperative Societies Act, ie, 10% was paid for the years 2000-2001 to 2002-2003, 8.35% and 8.85% for the years 2003-2004 to 2005-2006 and 8.37% and 6.07% for the years 2006-2007 and 2007-08 respectively."
GROWTH
A quick glance through the figures regarding the financial position of the RSCB from 1953-54 to 2002-03 indicates some interesting developments. The share capital has gone up by 700 times. The reserves have gone up by about 19,000 times. The growth of deposit has also been equally phenomenal from a small Rs 36,000 to Rs 992 crores. Similarly, outstanding loans have gone up from mere Rs 25,000 to Rs 1,111 cr. The working capital, which was less than Rs 6 lacs, has also gone up to over Rs 1,970 cr. The profit from Rs ] ,000 has gone up to over Rs 15 cr. The financial picture also reflects some specific years, which constitute turning points. For instance, the loans outstanding in 1968-69 were almost double what they were during the previous year. In 1974-75, there was a twofold growth compared to 1972-73. During 1980-81, the loans outstanding crossed Rs 100 cr.
To bring about greater banking professionalism, an officer from RBI was taken on deputation as managing director. Open market recruitment for different levels was made for infusing new blood into the bank, at the same time, insulating it from being treated as an extension of the cooperative department.
About the same time, reorganization of the PACS was undertaken under the aegis of the cooperative department. The doors of membership of PACS were thrown open to all those eligible. RSCB also began to make term landings other than short term. Cooperative housing activities also received due encouragement. All these were expected to create avenues for the RSCB to develop its banking activities horizontally also.
The results were reflected in a ground swell of enthusiasm paving the way for future business expansion and diversification of loan portfolio, pioneering schemes for small-scale / cottage sectors, warehousing, etc, as also in social banking and making foray into hitherto unexplored areas like consorti um - financing.
NPA MANAGEMENT
According to RBI data, NPAs of StCBs varied widely across the states at end-March 2007. In Rajasthan, PAs were less than 3%. At the all India level, the recoveries made by StCBs as a proportion of demand declined marginally to 86% in 200607 from 87% in 2005-06. Among the various states and union territories, the recovery performance improved in 12 states and two UTs. For StCB in Rajasthan the recovery performance remained similar to what it was previous year. StCBs in nine states including Rajasthan achieved more than 90% recovery during 2006-07
The NPA ratio in respect of DCCBs varied significantly across the states from 4.8% to 76.4% at end-March 2007. The NPA ratio was less than 10% in only four states - Rajasthan Haryana, Himachal Pradesh and Punjab. The NPA ratio increased in Rajasthan and Rajasthan achieved more than 80% recovery rate during 2006-07.
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