It is necessary for the banks to go in for a capsule reorientation programme so that in a reasonably short period they are able to convey to each of their employees the correct message about his developmental role. What should be the precise contents of this programme is a matter which has to be considered very carefully. It should be a time-bound and well planned action programme. To enthuse the field staff in the priority sector lending work, it may also be necessary to create some sort of non-monetary in­centives, say, in the form of the award of merit certicates to the staff of those branches which show excellent performance in deve­lopment lending.

The main objective of fixing the lead responsibility on a given bank for a given district was to ensure that in that area the said bank would assume the role of a nucleus of development. It would survey the development of the area, identify regions and sections of the community that should be helped by way of bank finance in their productive endeavours, work in close cooperation with other development agencies and in several other ways ensure that the region develops. Many of the responsibilities that the lead bank concept visualises were quite alien to traditional bankers. Things are changing and we are all getting used to new ideas. All one would urge to the banks is that they move somewhat faster and without complacency. The commercial banks were nationalised in order to enable them to serve as tools of chang­ing social order and meet the needs of hitherto neglected sections of the society. The steps taken by the government to fulfil its promise of anti-poverty schemes has increased the expectations of the people about the role of banks. The experience of the last three years is a mixed one. While we have certainly made a good beginning, we have yet to make a massive impact so that the expectations are not belied. The society has placed a great trust in banks. I hope that banks will rise to the occasion and justify the trust reposed in them.