孟加拉國鄉(xiāng)村銀行發(fā)展模式研究[文獻翻譯]

外文題目： In Rural Bangladesh Bank Development Pattern 出 處： Asia Monitor: South Asia Monitor 作 者： Claudio Gonzalez Vega 原 文：In Rural Bangladesh Bank Development PatternBy Claudio Gonzalez Vega Bangladesh grameen bank the historical background of the emergence The Nobel peace prize for 2006 was awarded in Bangladesh muhammad yunus and grameen bank established. In rural Bangladesh bank (also called grameen grameen bank) since its inception, and successfully in Bangladesh introduced a poor peasant households microfinance model, the whole world a tremendous echo, its founder muhammad yunus earned banker to the poor reputation. In 1976, muhammad yunus lending expanded to hundred villages. In 1983, classics by congress, Bangladesh government licences muhammad yunus create established to his Grameen Bank, and named somebody (i.e. Grameen Bank, Grameen in Bengali in the "village" means). This emerging banking soon received a lot of public support for developing countries, and implement microfinance provides a good reference. in rural Bangladesh bank operation mode For ordinary commercial Banks in Bangladesh, it provides small loans often is a not yet braved, also Disdain to set foot in the field. First, the operating cost is high. Need microfinance villagers often comes from different social fields, their business projects is multifarious: textile gauze and selling ice cream bar, production bronzes, repaired the radio, processing mustard oil, planting, rice jackfruit, etc. And each project loan only a few tens of dollars, and even a few dollars, this will give a bank officer brought a nightmare scenario: daily need tracking hundreds of different for each project management project and trifling dozens of $record statistics, bank loans do itself pay operating costs also rises greatly. For example, also is to provide a sum of 100 million dollars in loans, lend it to several people lent tens of thousands of personal compare words, former cost of will undoubtedly will reduce a lot. Secondly, repay the risk is too large. Provide their loans, the Banks often needs to guarantee, in order to reduce the risks of borrowers cannot reimbursement, and this is where the poor are lacking. No warranties, bank worried that they wont get loans in repay as scheduled, thus causing the bank is always on this population tight gate situation. So, muhammad yunus and how to work and get rid of the two major problems? The key is two words: trust and mutual responsibility. In order to strive for to Bangladesh grameen bank of small loans, villagers must advance do one thing, and that is to prove his possessions are nowhere Banks provide loans to lowest guarantee limit, this helps to ensure that the loans to those who want to improve the poorest and most of people living hands. If in rural Bangladesh bank to these poor women handed out the loan, they need to do is not to take things mortgage at the bank, but by five loans to join a team of women with a 40 members of the loan member center. Due to a sum of dozens of $dollar-for-dollar one-year loan tended to divide weekly pay, way borrowers must each week to attend a group meeting each other, bulletin and discuss loan repayment matters. Crucially, each team member must engage the other four members of the situation is responsible. At this moment, supervision and repayment of roles have changed a lot. The original Banks and borrowers between the supervision and be supervision relations and now it has been loan team members of mutual supervision and hold each other accountable substituted; Banks and borrowers relation also scattered into a bank and small-scale collective relationship. On the one hand, Banks and group between is "trust". Muhammad yunus zhao: poor banker. As long as the team every member on time reimbursement, they can get to the bank loan unceasingly; the right But if one breach, the team other members also will be so "reputation" damaged. On the other hand, team members are responsible for "between" mutual relationship. Due to their own interests are closely related, everyone in choosing a loan group mates always caution, credit not beautiful person often no man take reason. So, bank previously had to pay the cost of supervision and qualification examination were transferred to borrowers of body, operation cost nature decreases. Therefore in rural Bangladesh banking model is a non-governmental organizations working in microfinance mode, the management institution itself implement commercialized management, which requires the same community social economic status of similar lives on voluntary basis and composition, mutual help choose loan group project, mutual supervision and project implementation, Shared borrowed responsibility; In group established on the basis of center, as loan deal and technical training places, Allow farmers in installment reimbursement, but must be regularly attend center activities; To abide by the bank discipline, based on the success of the project on time reimbursement of farmers, implements continuous lending policies. Dishes gallas kingdom grameen bank operation mode of another important characteristic is marketized operations. Muhammad yunus highly, not always rely on the government or external assistance sustain bank, also not unconditionally to poor villagers alms charities, but as a fully market-oriented means self-reliance of enterprises. For example, in rural Bangladesh bank provides small loans of interest than ordinary commercial bank interest rate is up to four percentage points, Even if flooding or tornadoes, etc disaster, the bank also wont free villagers loan, but just to help their restructuring loan scheme, In providing service to villagers, bank provides the free service, even never is helping them wholesale vegetable seeds, iodinated salt life style; etc. Although have received tens of millions of dollars of donation or low-interest loans, Bangladesh grameen bank still belongs to private enterprise and so on. In addition, the bank has also begun to take a series of practices, including expenses paid indemnities encouraging older employees to retire early and in a power supply area branch of bank popularization of computer, etc. If borrowers long-term credit is good, the bank can improve loans, repayment method can also pay double week from week to repay. So, in does not affect the loan profits, under the situation of Banks operation cost could drop by one-third. Bangladesh grameen bank of organization structure and management In rural Bangladesh bank organizational structure is the highest in the capital of depositors. It is mainly responsible for fundraising, and government departments to coordinate and subordinate section of management, training. Head office for various areas under branch, coordinate a district activity. A branch have below the lO 15 subbranch of a bank, for in rural Bangladeshs basic-level organization, each one inline six - 7 working staff, 2 3 training personnel, an accountant and a subbranch of a manager. A subbranch want tube 120 a 150 rural center. Each sub-branch financial on their own profits and losses. The paragraph in rural Bangladesh to subbranch of a bank headquarters and receive the holy subbranch of interest, and loans to farmers are charge 20% of interest. LiXiCha for sub-branches operating costs, each sub-branch used for evaluating the margins of the main achievements in subbranch of a standard. Dishes gallas kingdom grameen bank of developing performance In 1976, muhammad yunus lending expanded to 100 villages. In 1983, classics by congress, Bangladesh government licences muhammad yunus create founded his own bank, named grameen bank. In rural Bangladesh bank to become the worlds second microfinance organizations. In 1983, the dishes gallas kingdom grameen bank has developed into the 86 branches, 5.8 million borrowers independent bank. Gradually, the international community have also started to really helper in rural Bangladesh attention on the Banks offer microfinance mode to the poor brings change. In 1984 to 1985, during the international fund for agricultural development, the ford foundation, Norway and Sweden government to dishes gallas kingdom grameen bank were offers 38 million dollars in low-interest loans. In 1989, Canada and the German government joined the ranks, to aid in rural Bangladesh bank provides $87m. Meanwhile, to the size of the bank in rural Bangladesh in rapid expansion. In 1988, Bangladesh grameen bank has 501 branches and 49 million villagers customers. Four years later, in rural Bangladesh bank opened in Bangladeshs first 10 branches, Since then, three years to villagers in monthly bank loans provided by as many as 40 million dollar. In rural Bangladesh bank development speed is moving from one times velocity toward two times velocity, muhammad yunus extend more than 10 billion loan (not aid) let poor villagers in microfinance, under the support of the changed life. Millions of villagers from everyday can eat a meal to get three meals a day. Villagers clothes from one or two good one of three or four sets of change. Muhammad yunus financial concepts and development mode of the bank in rural Bangladesh has been copied successfully to the vast number of developing countries in Asia, Africa and Latin America and played an important role in the world, anti-poverty career has caused great echo, its founder muhammad yunus professor therefore he is regarded as the world use small loans to poor of declared the most symbolic and rallying point characters. Muhammad yunus by filled with passion and devotion, and strongly led to pay attention to those in the poor of hunger and poverty, unswerving spirit and clinking tenacity and challenges the traditional financial system and inefficient bureaucracy. In only 30 years, from $27 (lend 42 poverty woman) trivial loan difficult start, the development becomes has nearly 4 million borrowers 96% (for women), 1,277 a branch (branch throughout 46620 a village), 12546 a staff, as the vast 98.89% repayment rates grameen bank network. More surprisingly, this model not only in poor areas, and the obtained widely practiced such rich countries also successfully set up the grameen bank network and effectively implemented anti-poverty projects. Can say, in rural Bangladesh Banks have to move towards the world, now of our local government and non-governmental persons are also trying to introduce combined with market mechanism of microfinance, instead of one-way subsidy type poverty alleviation.In April 2006, the bank to keep in rural Bangladesh was nine years of earnings record became both public and efficiency of benchmarking, and in May in India to open branches, and rely on unsecured microcredit 639 million borrowers, the bank has 58% of borrower and their family has successfully from the population. Yunus thinks, cultural differences everywhere, but his poverty alleviation experience also indicated that the local cultural 95% is mutually, difference exists only in another 5 percent between. Although improve peoples living level method is different, the poor people to change the lives of motivation in nothing more than to family and children also for ourselves. So, poverty "dont need to create people rely on anyones mercy" self-identity and self-esteem self-reliance of thought. Banks and people are equal. They in business have equal partnership. Since grameen bank was founded, is to rely on unsecured microfinance this "liberation" the strength, have sex 639 million from muhammad yunus Banks get loans have 58% of borrower and family success from the poverty. The success of poverty alleviation way more be copied into the world, make countless people benefit. Indeed, everyone in the world has power, may also have a prosperous and a decent life. Muhammad yunus and grameen bank Bangladesh has confirmed that even the poorest of the poor, and to their own development efforts. This conclusion not only belongs to Bangladesh, also applies to any culture and civilization. 譯 文：孟加拉國鄉(xiāng)村銀行發(fā)展模式研究一、孟加拉國鄉(xiāng)村銀行產(chǎn)生的歷史背景2006年諾貝爾和平獎授予了孟加拉國的穆罕默德尤努斯及其創(chuàng)辦的鄉(xiāng)村銀行。孟加拉國鄉(xiāng)村銀行(也稱格萊珉鄉(xiāng)村銀行)自創(chuàng)立以來，成功地在孟加拉國推行了貧困農(nóng)戶小額貸款的模式，在全世界引起了巨大的反響，其創(chuàng)始人穆罕默德尤努斯因此贏得了窮人銀行家的美譽。1976年，穆罕默德尤努斯的貸款范圍擴大到了一百個村莊。1983年，經(jīng)國會通過，孟加拉國政府特許穆罕默德尤努斯創(chuàng)建成立屬于他自己的銀行，取名為Grameen Bank(也就是鄉(xiāng)村銀行，Grameen在孟加拉語中有“村子”的意思)。這種新興的銀行業(yè)務(wù)很快得到了眾多的民眾支持，并為發(fā)展中國家推行小額信貸提供了很好的借鑒作用。二、孟加拉國鄉(xiāng)村銀行的運作模式對于孟加拉國的普通商業(yè)銀行來說，提供小額貸款往往是一個不愿涉足、也不屑于涉足的領(lǐng)域。首先，運作成本高昂。需要小額貸款的村民往往來自不同的社會領(lǐng)域，他們的經(jīng)營項目五花八門：紡織紗布、賣雪糕棒、生產(chǎn)銅器、修理收音機、加工芥子油、種植、大米菠蘿蜜等等。而每人每個項目的貸款只有幾十美元、甚至幾美元，這就給銀行工作人員帶來了一個噩夢般的場景：每天需要跟蹤數(shù)以百計的不同經(jīng)營項目以及為每個項目區(qū)區(qū)幾十美元貸款做備案統(tǒng)計，銀行本身為此付出的運營成本也大大提高。舉例來說，同樣是提供一筆100萬美元的貸款，把它借給幾個人和借給幾萬個人做比較的話，前者的成本要無疑會降低很多。其次，償還風險過大。提供貸款，銀行往往需要擔保，以降低貸款者不能還款帶來的風險，而這一點正是那些窮人所欠缺的。沒有擔保，銀行擔心他們在獲得貸款后不會如期償還，因此造成了銀行總是對這一人群關(guān)緊大門的局面。那么，穆罕默德尤努斯又是如何運作、擺脫這兩大問題困擾的呢?關(guān)鍵是兩個詞：信任和相互負責。為了爭取到孟加拉國鄉(xiāng)村銀行的小額貸款，村民必須提前做一件事，那就是證明自己的家產(chǎn)還達不到銀行提供貸款的最低擔保額度，這樣就保證了貸款發(fā)放到了那些最窮、最希望改善生活的人群手中。如果孟加拉國鄉(xiāng)村銀行向這些貧困婦女發(fā)放了貸款，她們需要做的不是拿東西抵押在銀行，而是加入一個由5名貸款婦女組成的小組和一個40人組成的貸款成員中心。由于一筆幾十美元的一年期貸款往往以等額方式分作每周償還，這些貸款者必須每星期參加一次小組會議，互相通報以及商談貸款償還事宜。最關(guān)鍵的是，每個小組成員必須對其他4名成員的還貸情況負責。這時，監(jiān)督還款的角色已經(jīng)發(fā)生了很大變化。原來銀行與貸款者之間的監(jiān)督和被監(jiān)督關(guān)系，現(xiàn)在已經(jīng)被貸款小組成員的相互監(jiān)督、相互負責所取代；銀行與分散貸款者的關(guān)系也變成了銀行與小規(guī)模集體的關(guān)系。一方面，銀行和小組之間是“信任”。關(guān)系，只要小組每個成員都按時還款，他們可以獲得向銀行不斷貸款的權(quán)利；但如果一人違約，小組其他成員也會因此而“信譽”受損。另一方面，小組成員之間是“相互負責”關(guān)系。由于與自身利益息息相關(guān)，每個人在挑選貸款小組的伙伴時總會格外謹慎，信用不佳者往往沒有人搭理。這樣，銀行原來不得不付出的監(jiān)督和資質(zhì)審查成本就被轉(zhuǎn)移到了貸款者的身上，運營成本自然隨之降低。因此孟加拉國鄉(xiāng)村銀行模式是一種非政府組織從事小額信貸的模式，經(jīng)營機構(gòu)本身實行商業(yè)化管理，即要求同一社區(qū)內(nèi)社會經(jīng)濟地位相近的貧困者在自愿的基礎(chǔ)上組成貸款小組，相互幫助選擇項目，相互監(jiān)督項目實施，相互承擔還貸責任；在小組基礎(chǔ)上建立中心，作為進行貸款交易和技術(shù)培訓的場所；允許農(nóng)戶分期還款，但必須定期參加中心活動；對于遵守銀行紀律、在項目成功基礎(chǔ)上按時還款的農(nóng)戶，實行連續(xù)放款政策。盂加拉國鄉(xiāng)村銀行運作模式的另一個重要的特點是市場化經(jīng)營。穆罕默德尤努斯所推崇的，不是永遠依靠政府或者外來援助維持生存的銀行，也不是無條件地給貧困村民施舍的慈善機構(gòu)，而是以完全市場化手段自力更生的企業(yè)。比如，孟加拉國鄉(xiāng)村銀行提供小額貸款的利率比普通商業(yè)銀行的利率要高出4個百分點；即使遭受洪水或者龍卷風等災難，銀行也不會免去村民的貸款，而只是幫他們重組還貸方案；在向村民提供服務(wù)時，銀行從來不提供無償服務(wù)，即便是幫助他們批發(fā)蔬菜種子、碘化鹽等生活必備品；雖然曾接受數(shù)千萬美元的捐助或者低息貸款，孟加拉國鄉(xiāng)村銀行仍然屬于私人企業(yè)等等。除此以外，銀行還開始采取一系列節(jié)省開支的做法，包括支付補償金鼓勵年長員工提前退休、在有電力供應(yīng)地區(qū)的分支銀行普及計算機等。如果貸款者長期信用良好，銀行則可以提高貸款額度，償還方式也可以從每周償還改為雙周償還。這樣，在不影響貸款利潤的情況下，銀行的運營成本可以下降三分之一。三、孟加拉國鄉(xiāng)村銀行的組織結(jié)構(gòu)與管理孟加拉國鄉(xiāng)村銀行的組織結(jié)構(gòu)最高為設(shè)在首都的總行。它主要負責籌款、與政府部門協(xié)調(diào)以及對下屬部門的管理、訓練?？傂邢旅鏋楦鞯貐^(qū)分行，協(xié)調(diào)一地區(qū)的活動。一個分行下面有l(wèi)O15個支行，為孟加拉國鄉(xiāng)村銀行的基層組織，每一支行內(nèi)有6-7個工作人員，23個培訓人員，一個會計和一個支行經(jīng)理。一個支行要管120一150個鄉(xiāng)村中心。每一支行財務(wù)上自負盈虧。孟加拉國鄉(xiāng)村銀行總部把款發(fā)到支行并收取1096的利息，而支行貸給農(nóng)戶則收20的利息。利息差為支行運營開支所用，每個支行的利潤率為評價這一支行工作成績的主要標準。四、盂加拉國鄉(xiāng)村銀行的發(fā)展業(yè)績1976年，穆罕默德尤努斯的貸款范圍擴大到了100個村莊。1983年，經(jīng)國會通過，孟加拉國政府特許穆罕默德尤努斯創(chuàng)建成立他自己的銀行，取名為鄉(xiāng)村銀行。孟加拉國鄉(xiāng)村銀行成為全球第一家小額貸款組織。1983年，盂加拉國鄉(xiāng)村銀行發(fā)展成擁有86家分支機構(gòu)、58萬貸款者的獨立銀行。漸漸地，國際社會的援助者們也開始真正關(guān)注起孟加拉國鄉(xiāng)村銀行提供的這種小額貸款模式給窮人帶來的變化。1984年至1985年期間，國際農(nóng)業(yè)發(fā)展基金、福特基金、挪威和瑞典政府向盂加拉國鄉(xiāng)村銀行共提供了3800萬美元的低息貸款。1989年，加拿大和德國政府也加入了援助行列，向孟加拉國鄉(xiāng)村銀行提供了8700萬美元。與此同時，向孟加拉國鄉(xiāng)村銀行的規(guī)模也在迅速擴大。1988年，孟加拉國鄉(xiāng)村銀行已擁有501家分支機構(gòu)和49萬村民客戶。四年后，孟加拉國鄉(xiāng)村銀行開設(shè)了在孟加拉國的第1000家分支機構(gòu)；此后三年，銀行每月向村民提供的貸款數(shù)額多達4000萬美元。孟加拉國鄉(xiāng)村銀行的發(fā)展速度正從一倍聲速邁向二倍聲速，穆罕默德尤努斯發(fā)放的10多億美元貸款(非援助款)讓貧困村民在小額信貸的支持下自己改變了生活。數(shù)百萬村民從每天只能吃一頓飯發(fā)展到一天三頓飯。村民的衣服也從一人一兩套改善為一人三四套。穆罕默德尤努斯的金融概念和孟加拉國鄉(xiāng)村銀行的發(fā)展模式已經(jīng)被成功復制到廣大發(fā)展中國家，在亞洲、非洲和拉丁美洲發(fā)揮著重要的作用，在全世界反貧困事業(yè)中引起了巨大的反響，其創(chuàng)始人穆罕默德-尤努斯教授因而也就被視為全世界利用小額貸款向貧困宣戰(zhàn)的最具象征性與號召力的人物。穆罕默德尤努斯以滿腔的激情、虔誠而強烈的道義感，去關(guān)注那些處于饑餓與赤貧中的窮人，以百折不撓的精神和無比的堅韌，挑戰(zhàn)傳統(tǒng)的金融體系與無效率的官僚體制。在短短的30年中，從27美元(借給42個赤貧農(nóng)婦)微不足道的貸款艱難起步，發(fā)展成為擁有近四百萬借款者(96為婦女)、1277個分行(分行遍及46620個村莊)、12546個員工、還款率高達9889的龐大的鄉(xiāng)村銀行網(wǎng)絡(luò)。更為令人驚奇的是，該模式不僅在貧困地區(qū)得到廣泛推行，而且美國等富裕國家也成功地建立了鄉(xiāng)村銀行網(wǎng)絡(luò)并有效實施反貧困項目?？梢哉f，孟加拉國鄉(xiāng)村銀行已經(jīng)走向了世界，現(xiàn)在我國的地方政府和非政府人士也在嘗試推行結(jié)合市場機制的小額信貸，代替單向的補助式扶貧。2006年4月，孟加拉國鄉(xiāng)村銀行以保持了9年的盈利紀錄成為兼顧公益與效率的標桿，并于5月份在印度開設(shè)分行，而依靠無抵押的小額貸款，該銀行639萬個借款人中有58的借款人及其家庭已經(jīng)成功脫離了貧窮線。尤諾斯認為，文化差異無處不在，但是他的扶貧經(jīng)驗也表明，各地文化有95是相通的，差異僅僅存在于另外5之間。雖然提高人們生活水平的方法各異，窮人們改變生活狀況的動機不外乎于為了家庭和子女也為自己。所以，扶貧需要創(chuàng)造人們“不必依靠任何人的仁慈”的自我認同和自尊自立的思想。銀行和人們是平等的。他們在商業(yè)上擁有平等的合作伙伴關(guān)系。自鄉(xiāng)村銀行成立以來，正是依靠無抵押小額貸款這種“解放性的力量”，有639萬人從穆罕默德尤努斯的銀行獲得貸款，有58的借款人及其家庭成功脫離了貧窮。這一成功的扶貧方式更被復制到世界各地，令無數(shù)人受益。的確，世界上的每個人都有權(quán)力、也有可能過上富裕和體面的生活。穆罕默德尤努斯和孟加拉鄉(xiāng)村銀行已經(jīng)證實，哪怕是最窮的窮人，也可以為自身的發(fā)展作出努力。這個結(jié)論不僅僅屬于孟加拉國，也適用于任何文化和文明。