Household income of $2 per day is not unusual in the mud-walled (katcha) homes of the sub-villages (tolas) where we propose expanding to. Nutrition and health are poor with under 5 stunting and wasting widespread (49% and 20%) - Ojha et al. (2020).  Mainstream microfinance programs have not found it cost-effective to serve the very poor in India (Mukherjee, 2014), repayment terms are often inflexible, “productive use loans' ' can push borrowers into activities they have little aptitude for. Consequently, the only option for the poor in target areas requiring small, united loans are local money lenders charging 60%-120% interest pa.

We plan to use digital technology to allow remote working by coordinators and free them up to support new group formation. This will involve at least 6 Blocks (Nobautpur, Bikram, Dulhin Bazar, Bihta, Palliganj, and Mashoudhi) in the central Patna District.   Long established SHGs (3 years+) in these areas will move to use village-based mobile phones and BillPay machines with loan requests handled by our coordinator who will visit once a month instead of weekly. This will enable coordinators to establish new SHGs in 30 new villages within these existing Blocks.  We expect 5 SHGs (each with 10 women) per additional village.

Target Beneficiary Group: in the proposed 30 villages, the Scheduled caste population is 14415 (nearly 2822 households). We will establish 125 SHG, each with 10 women members.  Allowing for an average household size of 5, we expect to reach 6250 very poor individuals as a result of this project. The published international studies

Currently, our coordinators use BillPay machines and mobile phones to register loans and give receipts for repayments. Although village-based, they are responsible for many SHGs across multiple villages. The proposed project will empower experienced SHGs to use the BillPay machines linked to a mobile phone, allowing SHG members to make receipted loan repayments and apply for smaller loans that will be distributed via their bank accounts (now accessible via village-based agents).  Coordinators will visit these BillPay-linked groups monthly and also review larger loan applications. They will use the additional time they have to respond to the demand for new SHGs in the new target areas, building local capacity using our tried and tested approach.  CPSL will provide the capital for these new loans.

Since there is heavy demand for our service in nearby villages and only 25% of the population of our target groups are covered by us at present, there is a high scope of extending our services in new villages.  We need the cost of capacity building of new groups in new villages, capital for the loan, equipment like computer, Billing Machine, Mobile, etc.

The corporate can support the number of Villages starting from 140. Detail cost break up will be given if someone is interested and the cost of support will be:

• The corporate board will be at the village boundary for the next 20 years with only one-time cost with the “Rojiroti program in X Villages is sponsored by Y corporate since 2022”.
• Improvement in Malnutrition of children from 0-5 years
• Improvement in Continuity of education among girls students
• Women Empowerment – from family(Male explains to female counterpart why loan to borrow what is the total cost of the work for the loan is required, etc. will be a parameter)    to villages ( One can reach the house by asking the name of women rather than only man, etc. will be a parameter). We will develop more parameters like this. 
• Improvement in the livelihood of 60 families (Average per village) 
• The corporate can provide interest-free credit or credit of @6% per annum to be repaid in 10 Years but loan volume will not be less than 50 Lakhs.