Little World Banks
(Muhammad Yunus and the Grameen Bank of Bangladesh)
by Jessica Mathews
One of the most successful development organizations in the world
is the Grameen Bank of Bangladesh. Started by professor Muhammad
Yunus, the Grameen Bank is noteworthy for the stark contrast between
its operating principles and those of the big, international lending
institutions, such as the World Bank and the IMF. The Grameen
Bank's success in empowering the poor has made it a model that
is being emulated around the world.
Muhammad Yunus is an academic turned banker in Bangladesh who
has turned the most sacred rules of the profession up-side down
and made himself a frequently mentioned Nobel Prize candidate
in the process.
He didn't plan it that way. Twenty years ago, Yunus was simply
moved to try to help the abject poor who lived near the university
where he taught economics. He approached local banks, convinced
that what these people most needed was simply a tiny amount of
money, as little as one dollar per person. The reception was not
warm. Where was the collateral? the bankers asked. These people
can't even read.
Finally, Yunus took out the loans himself, despite repeated warnings
that the recipients were so poor and the amounts so small that
"they'll just eat it up." Nevertheless, the scheme worked.
The tiny loans were repaid. Soon, Yunus expanded to several villages,
then to the whole district and finally, to five districts. The
bankers still could not be convinced that Yunus' vision was sound
and would not lend to his borrowers directly. Nothing, he finally
concluded, would ever convince them. He would have to set up his
own bank. It took another three years to secure government support.
The Grameen ("rural" in Bengal) Bank was formally created
in 1983, and the rest, as they say, is history. Today, the Grameen
Bank has a record that many a traditional bank would envy. It
has more than a thousand branches and 1.6 million borrowers in
34,000 villages in Bangladesh. It lends $30 million per month
and enjoys a loan recovery rate of 97 percent. It charges 20 percent
interest with a one-year repayment requirement, yet the bad debt
on its books is less than one half of one percent. What is its
secret?
Yunus saw the banking system as anti-poor, anti-illiterate and
anti-women. He set out to reverse all three.
He changed normal practice from "the more you have the more
you can borrow" to "the less you have, the higher your
priority." His bank would lend only to the poorest of the
rural poor, and half of them must be women. Anyone who asks for
a loan, he told his staff, is "a fake poor person. The person
you are looking for will never come to you. When you find her
she will say, 'Oh I don't need money.' When you hear that, you've
found your person." The loan officer's job is not to be convinced
of the borrower's creditworthiness, but to convince the borrower
that she can use money to improve her life.
Banking with Grameen is no picnic. To build commitment and provide
community support, the prospective client must find five friends
to borrow with. Initial loans are $10 to $20. Average loans are
$100. The interest rate is high, the repayment time short and
there is a mandatory savings requirement. Yet 48 percent of those
who have borrowed from the bank for ten years have crossed the
poverty line. An other 27 percent have come close. The remainder
have not been helped, usually because chronic ill health erodes
any progress.
Experience showed that the payoff from loans to men often did
not find its way back to their wives and children. The benefit
to whole families was much more reliable when the borrower was
a woman. In spite of enormous tensions in borrowers' marriages
in a culture where women have few economic rights, today, nearly
all borrowers are women.
Scattered around the world are thousands, perhaps tens of thousands,
of small success stories like Yunus's program was ten years ago.
The particular significance of the Grameen Bank is that it is
one of a handful that has been able to grow. It uses a franchise-like
system. New staff serve a lengthy apprenticeship. Branches borrow
from the headquarters at 12 percent and lend at 20 percent. With
that 8 percent spread they have to become profitable, which takes
on average seven years. With these requirements and the capital
accumulated through borrowers' required savings, the main bank's
only need for concessional funds is to fuel expansion.
Now Yunus wants to see his program spread around the world. There
are special conditions in Bangladesh, he thinks, that make the
idea applicable there and not elsewhere. If anything, Bangladesh
should be the acid test. Income is very low. Fertility, malnutrition,
illiteracy and gender inequality are high. The communications
infrastructure is poor to nonexistent. Yunus' dream is a Grameen
Trust of $100 million to capitalize replicas in dozens of other
countries: a little World Bank for people. Within the past few
weeks, the U.S. Agency for International Development and the World
Bank have each pledged $2 million: a small but hopeful beginning.
Many of those who work to ameliorate poverty in developing countries
and in our central cities believe that the people they are trying
to help have a better idea of what they need than experts in faraway
capitals. The perennial stumbling block has been how to tap into
this intimate knowledge of local needs on a large enough scale
to make a difference. The Grameen Bank is one of few proofs that
it can be done.
In Yunus' view, bankers' notions of "bankability" and
"creditworthiness" unwittingly create a caste system
that locks poor people into poverty. If he is correct, and if
his bank can be replicated, he may have found a spark to revolutionary
change.
from the book 50 Years Is Enough
edited by Kevin Danaher of Global Exchange
Global Exchange
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http://www.lbbs.org/sep/sep.htm
IMF,
World Bank, Structural Adjustment