Who holds the future of NABARD and Rural India?

[abhinav kapri]

Who holds the future of NABARD and Rural India?

Sooner or later all of us will be promoted in higher positions, in executives, in mid management, in higher management and as policy makers.

First let me make it clear am not writing here to prove any point but just to titillate our thought process.

So.. When we work in our day to day office tasks, and when we shall move up the ladder, what shall be the guiding factor? What are the things we need to take care?

Then comes the important questions.

Why are we here at NABARD? What are our expectations and expectations from us in NABARD, public and GoI?

What is the purpose or purposes of NABARD?

How can we contribute to NABARD?

Where do we want to see NABARD in the words my dear friend Bhawani : what is our vision for NABARD, can we not provide a vision to it. A Chairman stays for 5 yrs and we stay for 30-37 yrs., who do you think should have more impact on policies of NABARD?

My Views:

Our Mission suggests “sustainable agriculture and rural development” through credit support, institution building and innovations. Wao!

Which organisation has such an inspiring and altruistic motive?

Mind you, although we are a bank and we have to survive on our own profits but we still don't have profit in our mission but “sustainable agriculture and rural development”. 

Profits are good, growth is great but lets remember our motive is to increase our efforts and improve our skills to reach “sustainable agriculture and rural development”. A tussle between profit and development in different policies will ensure that development is effected even through profits, and sometimes with grants too.

Many of our seniors were not from agricultural backgrounds, the technical/specialist officers did not have knowledge of banking, but both these groups did and had to acquire knowledge and skill set of the other as to come up effective policies. We need to continuously do that. Officers with technical/specialist background will have to share their subject knowledge and others will have to help technical/specialist officers to keep them updated on new policies on banking/rural credit etc. We need to converge our knowledge base, regularly and whole heartedly.

But why do we need to make effort?

What is the inspiration?

I think the biggest inspiration lies in the fact that our (NABARD’s) work translates into social service. Lets us not forget the famous talisman of Mahatma Gandhi in the preface of our NCERT books, the gist of which is that whenever we have a doubt on the efficacy/veracity of our decision we must remember the most poor person we have seen and whether our decision is going to help him/her.

I think this talisman is most suited to us as each of our decision in one way or the other is connected to agriculture or rural development.

Even as per Maslow only when one is not hungry do one aspires for quenching spiritual thirst.

Hunger and malnutrition sound so far off to us but in our own country the condition is unbelievable and even horrible, some eat twice a day and some once in two days. What can we do to help the mothers whose eyes have gone cold in hunger, the eyes which do not even expect any help, a father who asks the journalists that what has he done to his child that his child has not got food for so long.

How to overcome malnutrition? Whether cropping knowledge/extension work may come to help? But whether monocropping is good? 

Although monocropping seems to be the primary answer, but quick answers are often dangerous. In many areas farmers have been supplied hybrid, improved cultivars without the entire paraphernalia required to grow such crops, beware these crops are input intensive and if they fail farmers have nowhere to go. Even if they succeed once and the seeds are not provided the next year the farmers are not able to grow anything as the seeds produced from hybrid crops don't yield anything even in comparison of the traditional crops, and as in this situation farmer does not even have seeds from their traditional crops they stand nowhere and are forced to commit suicide.

Gandhi ji even visualised Seed banks at village level so that genetic heritage of every area is maintained. Not only it safeguard the current interest of farmers but has the potential to help the future agronomists to use this genetic pool to grow locally suited crop varieties. I mean development or initiatives/technology should be “sustainable”.

Gandhi ji says a village should strive to grow most of the consumption requirements of the village within the village, interdependency cannot be avoided but Swaraj gives a good stead to the economy of village. This is true for a nation too, and therefore Make in India.

We should regularly discuss policy issues for the benefit of us employees of NABARD and rural population in general.

Like whether Group B and C should be recruited in NABARD? Pros and cons. And if cons overweigh pros, lets present it to the management.

Seeing the new business profile of NABARD, direct lending etc, the need of a Law Officer in every RO, to help in loan documentation, guide the RO in legal matters. This is an area for the Risk Management Department to help avert the new risks faced by new avenues of NABARD.

There are many other issue like that of Innovation.

The health of an institution is governed by its R&D, so good to see the revival of DEAR. But what more can be done to support transformative technologies that are innovative yet sustainable.

One last thing is, the point made by the Chairman on our risk taking attitude. We need to think  whether we have gone into shells to avert risks? Is there really a glaring risk to our jobs as compared to the private sector? If not, I think calculated risks in our ventures is good, it rejuvenates our heart, kindles new interest, brings charm and often yield beautiful dividends. Lets take more but calculated risks.

[Bhawani Shanker]

Dear Friends,

Please join this talk and share your ideas on the operational, tactical and strategic issues of our esteemed organisation.

We have to critically think on the happening in our organisation not only in 2015 but also in what it would be and should be in 2020, 2025, 2035, 2045 and even beyond.?

we have to imagine the future of the organisation by ourselves.

we are the foot-soldiers, the bottom of the organisational pyramid of NABARD, more closer to the realities that the top management, will have to stay here for more time than the Chairman, DMDs, CGMs, GMs, etc.

Our farsightedness and thinking approach will make us agile enough to face the challenges of 21st Century world.

We have to be not just managers of the operations of the organisation but strong and active crusaders with heartening commitment to ensure 'sustainable and EQUITABLE development of agriculture and rural areas' of not just the country but also beyond the geographical boundary of the nation, as poverty and food crisis do not see such geographical boundaries.

LET'S MAKE IT HAPPEN AND DRAFT A TRANSFORMATION PLAN FOR THE ORGANISATION TO MAKE IT COMPETENT ENOUGH TO DEAL WITH THE PRESENT AND FUTURE CHALLENGES.

Please participate in this discussion, as all of our batchmates are working in almost all ROs, departments/sections/areas and do have the required thinking ability and vision to foresee the future and make it happen as per our imaginations. so please participate in it.

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[Bhawani Shanker]

What alternatives will be there with us to generate funds to augment the rural infrastructure if RIDF is no longer with us?

!!.. All activities we are doing in the Life are part of the process of Discovering the SELF ..!!

[sushantpatil1203 .]

Good initiative. All should give their ideas and Bhawani can compile the same.