Chapter-1 Introduction
Organizational Set-up of NABARD-
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- Fig. 3.3: Components of Organisation of NABARD Board of Directors
- Fig. 3.5: Departments of NABARD Offices
- Central Region
- Sub Office and Special Cell
- (NBSC)
- Bolpur. Committees
- Financial Resource Management
- NRC (LTO) and NRC (Stab.) Funds
- Short-Term Co-operative Rural Credit (Refinance) [STCRC] Fund
Organizational Set-up of NABARD-NABARD was formed through merger of ARDC, ACD and RPCC of RBI. Since then there had been considerable changes in the organizational structure of NABARD. To align itself with the changing financial and credit markets, it has initiated several steps to reposition itself and face the challenges to become an effective and sustainable development institution. In this direction NABARD has started Project ‘Reposition’ in 2010, with a view to networking resources, building of capabilities and partnering institutions for bringing about effective integrated rural development in India. The project seeks to address the present day challenges without losing sight of the long-term role mandated to NABARD by the Indian Government and the RBI. Under the project NABARD is assisting the cooperatives to set up shared CBS platform as an Application Service Provider; providing direct lending to Central Cooperative Banks; and adopting a comprehensive approach to financing and supporting Producer Organizations. A good management is necessary to guide and direct people who constitute an important part of an organization. NABARD, like all other apex bodies, has an organizational structure with hierarchy of specific designations and well defined functional roles. 
Fig. 3.3: Components of Organisation of NABARD Board of Directors: The general direction and management of the NABARD’s affairs and business is vested in its Board of Directors. The Board exercises all powers and does all acts which may be exercised/done by NABARD and act on business principles with due regard to public interest. Under the provision of sub-section (1) of the section 6 of the NABARD Act 1981, the Board of Directors of the NABARD comprises the following:
Departments: The entire work of NABARD has been divided into 28 departments working for the improvement of rural economy. Although NABARD’s organizational structure has its positive aspects yet it suffers from excessive fragmentation of its key activities within various departments and their sub sections. These departments are further divided into divisions and cells according to the requirement. 
Fig. 3.5: Departments of NABARD Offices: NABARD operates throughout the country through its Head Office in Mumbai, 30 Regional Offices located in the capitals of all the states/ union territories, 405 District Offices and one special cell at Srinagar. Head Office (HO) – Bandra, Mumbai (Maharashtra) Regional Offices (ROs) - 30 (Region-Wise)
Sub Office and Special Cell- at Srinagar District Development Offices- 405 across the country 
Training Establishments: NABARD provides training to its own staff and staff of client banks through its various training establishments-
Committees- NABARD is empowered to appoint various committees for the efficient performance of its functions and for discharging such functions as may be delegated to it by the Board such as; Executive Committees, Sanctioning Committee for loans under RIDF, Audit Committee, and Risk Management Committee. Similarly, NABARD is also authorized to appoint Advisory Council to advise the NABARD as may be referred to it. Financial Resource Management- Resource Management is an important aspect of NABARD’s overall management. NABARD, like any other financial organization, has put in place a sound resource management system. NABARD has been providing financial assistance to various financial institutions engaged in Rural Credit Delivery System including Co-operative Credit In stitutions, RRBs and CBs. The demand for funds for rural development has come up considerably in recent times. To meet the demand, NABARD raises funds from the following sources: Sources of Funds:
Apart from these NABARD has been providing Short-Term Seasonal Agricultural Operations (ST-SAO) refinance to SCBs/ RRBs and refinance for financing the weavers' co-operatives u/s 21 of the NABARD Act, 1981, out of the GLC sanctioned to it every year by RBI. The Chairman said NABARD plans to borrow ` 65,000 crore in 2012-13 from the government and the market for its refinance job and the new direct lending business. The target is 15 times more than its borrowing of ` 4328 crore in the FY 2011-12.
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1.00 crore each to these funds as a symbolic gesture because the RBI Act provides for such contribu tions. The balance contribution now comes from NABARD's own profit.