The development path starts from the identification of beneficiaries at field level using SAPSRI’s over 3 decades of experience. The beneficiaries would essentially be low income earners in both rural and urban settings with due consideration for diverse ethnic and religious groups with a desire for their own advancement. This will be followed with a conscientization process, that is to say, making them aware as to why they are being trapped in an economic and social backwardness and what action that they themselves can take with little outside support to better their positions. Having evolved an interest in progress, SAPSRI desires to mobilize such people to be ready to take steps to move in an upward path.
With such preliminary preparation, the intended beneficiaries have to be organized into compatible small groups and assortments of them to form community based organizations to democratically elect the necessary office bearers. During the initial phase of small group formation and amalgamation of them to manageable-sized community based organizations, the members will be provided with training in areas such as organizational management, leadership, bookkeeping, inculcation of savings habit etc. so that they will have an initial grounding in management and proper use of microfinance for income generating activities (IGAs) that they themselves would be able to manage.
Once the individuals are able to identify IGAs appropriate for them, with the support of their CBOs, those CBOs with Cluster Coordinators (CCs) are to collectively ascertain the feasibility of IGAs they propose. SAPSRI is largely concentrating on IGAs in agriculture, a variety of small industries and business development. This indeed is action planning together with the guidance of the CCs and the use of the knowledge that they have thus far acquired in training and consultations. Once appropriate action plans are identified, loan applications stipulated by SAPSRI, have to be properly completed with Field Coordinators’ support, to be forwarded to the SAPSRI Head Office for scrutiny and approval.
Once the loans are approved and granted to the individual applicants through their parent societies, (in respective CBOs) implementation of approved IGAs are to begin with Field Coordinators’ (FCs’) guidance when and where appropriate. Individual borrowers, their CBOs and Field Coordinators have a collective responsibility to see that the due loan instalments are repaid on time. This is very necessary for the borrowers to maintain a clear tract record of borrowing and repayment of loans throughout and to avoid financial losses to SAPSRI. All the above functions fall well within SAPSRI domain (Fig. 3). By putting the SAPSRI beneficiaries through such a process, their economic and social conditions will improve and they would be able to join the mainstream of banking eventually.
At each of the above steps shown in Fig. 3, there are 5 main supportive service components, namely, training, education, supervision, monitoring and evaluation that SAPSRI will provide depending on the needs of the people in each step.
As SAPSRI desires to establish a Finance Company and eventually a Women’s Bank, at least towards the end of the life of its Strategic Plan (2014-2018), making SAPSRI beneficiaries soon bankable in their own bank.
SAPSRI has many opportunities to :
(a) alleviate poverty helping the entrepreneurial poor in particular;
(b) take women out of poverty and make them equal partners in economic and social advancement in the country;
(c) help people in backward areas in particular to help themselves in their own development, using SAPSRI credit facilities, training provision and guidance; and
(d) improve the asset bases of the SAPSRI clients to make them bankable and with them, as partners in development, to establish a finance company and finally a Women’s Bank in which they become shareholder-owners. It is with the intention of fully harnessing SAPSRI’s strengths and opportunities that it is desired to mitigate those identified weaknesses of SAPSRI avoiding possible threats as far as possible in implementing this Strategic Plan.