SHG Fund Diversion and Group Work Ethics in a Tribal Block
In Gadchiroli, a social worker with an NGO supports 28 women's self-help groups (SHGs) across six villages. The federation leader, also a gram panchayat member, has kept Rs 3.8 lakh of a Rs 12 lakh bank-linked revolving fund in her personal account and used it to start a rice mill. Nineteen members have signed a no-confidence letter; nine support her because she helped them get ration cards. The bank has not reconciled passbooks for eight months. The NGO's project ends in 45 days and the block mission management unit asks the social worker to mediate. Two members who signed the letter say they fear losing their subsidised rice if they speak at the next meeting. The social worker has no statutory authority over the federation and must decide whether to escalate the matter to the police or keep it within the group.
1. Which social work method-casework, group work, or community organisation-should guide your intervention, and why? Outline the first three actions.
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Reasoning: The primary method should be group work, supported by community organisation. Casework would individualise a collective financial and governance problem; group work is needed to restore the members' confidence, decision-making and mutual accountability. Community organisation is relevant because the federation is a village-level institution with public accountability.
The first three actions are: (1) hold a fact-finding meeting with the federation's elected members, not only the leader, and record minutes; (2) request the bank to provide a statement and reconcile passbooks for the eight months; (3) convene an emergency general body meeting with written notice, agenda and quorum, ensuring the nine supporters and the 19 signatories can both speak. The social worker should act as a facilitator, not as a judge. The group owns the fund; the worker's role is to strengthen due process, not to replace it.
2. How would you handle the conflict between the leader's political power and the members' fear, and what would trigger a police complaint?
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Reasoning: The leader's political position creates a power imbalance. The social worker should avoid public confrontation, ensure dissenters are not identifiable in minutes unless they consent, and hold separate listening meetings. The worker should explain the options: internal repayment and audit, BMMU inquiry, or a police complaint for criminal breach of trust. A police complaint should be triggered if the misappropriation is corroborated, the leader refuses audit, or members face threats. The worker should not bargain away the members' right to complain.
Fear of losing ration cards is a coercion risk; protecting the complainants is part of the intervention. Written records, a safety plan and escalation to the BMMU are essential. The worker should also involve the bank and the district NRLM office so that the federation's accounts are frozen or jointly operated if necessary.
3. What ethical principles and documentation would you apply if the leader offers to return the money before the meeting?
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Reasoning: If the leader offers to return the money, the social worker should welcome repayment but not treat it as a private settlement. The offer should be recorded in the general body minutes, with a repayment timeline, bank verification and an independent audit. The group should decide whether to accept a written apology and whether to refer the matter for inquiry.
The worker should avoid secrecy, because a hidden settlement would undermine the other members' trust and may amount to compounding a serious irregularity. The ethical principles are transparency, accountability, non-maleficence and respect for group autonomy. Restoration of funds does not erase the governance breach; due process protects the group from future capture. If the leader uses repayment to buy silence or to retain control of the account, the worker should escalate to the BMMU and the police.