Mahila Banks
can they be viable with exclusive mahila membership?
“Mahila Banks—can they be viable with exclusive mahila membership?” The most powerful determinants of the woman's status in the family are education and the ability to earn and control income. In India, unfortunately, despite a gradual increase in the female literacy rate, the majority of women are still financially dependent on the male members of the family.
In the women banks, 100 percent of the banks' shareholders are women. The majority of women members are from lower or middle-income groups. Most of them either have a very scanty source of income or are totally dependent on their husbands or other earning male members of the family. Only a few women members belong to the high- income groups and the number of such women members who are entrepreneurs and supporting their families with their earning is very small.
For, providing a service like banking which essentially survives on guarantees/ securities and collateral securities to women who are deprived even of a say in the family matters, let alone owning a share in the property, is surely no mean task.
Mahila Banks should be recognized as effective instruments of 'socio-economic change' among women, and the approach of the State Govt. and the RBI towards them should take into account the fact that the Mahila Banks are vehicles of economic empowerment of women, particularly of those from the middle and weaker sections of the society.
The RBI should consider the following points:
a. In view of the difficulty experienced by Mahila Banks in getting sufficient loan proposals from women, RBI should permit enrolment of 25% male nominal members and provide them loans or facility as they get from other Nationalized Bank.
b. 30-50% of male membership with non-voting shareholding (This will also augment the share capital of the Mahila Banks.).
c. Or allow Mahila Banks to freely enrol male members after they attain the entry point norms prescribed for general banks.
d. Mahila Banks by-laws should be almost same in all the states. The loan facilities of all kinds will be given to those business women entrepreneurs who have a share of 40 percent in their business. This clause should be removed because 40 percent share in the business company is not possible in those states where the women in business are very few. Because of the above clause, the mahila banks cannot give loan to a big company where a woman has a share of 10 to 30 percent not 40 percent.
Allmost all the banks situated in market, where majority of business class are males, who have current A/c, and they want facilities just like overdraft, CC limit etc. which cannot be given because of this clause.
e. These Women Banks should be declared, first day, Scheduled Banks so that they can compete with Nationalized, Commercial & International Banks working in the area.
Mahila Banks should be allowed to enrol a fixed number of male members to improve their viability. They were, also of the view, that nominal membership o Mahila Banks should be increased to 30% and should be open to men as well as women with there being no restriction on either the ratio between the two or the total number of male members.
Market is characterized by rigid timings, often not suitable for women due to their reproductive chores. Mostly, men can only have access to the market.
Gender related issues, particularly those involving upliftment of women from the weaker sections, have always been a major concern of the co- operative sector in general. Some of the general articles included in this issue take stock of the efforts made by the co-operative sector at national and international level and also throw light on the concept of women empowerment and gender issues.
Mahila Bank should be allowed to finance Male Members of society also, so that these Banks can become self-solvent.
For this, upto some extent these Banks should be allowed to enrol male segment, also as a member in these Banks after deposit of 10 to 20 crore. It will help these banks to be viable, as has been done in the case of “NIVEDITA BANK AT PUNE”. Presently, the women segment is engaged in only 4 to 5% in the business establishment and they are not approaching these banks for their loan needs. So participation of male segment will help these Banks to expect business and to actively participate in the over all development of these families.
For example, in case of recovery of loans, the women team cannot successfully work as they hesitate to visit residence of loanies due to insecurity. They cannot go to loanies' residence before or after office hrs. So, for this purpose, for recovery only male team can work successfully as the tradition in India is that of women not going to other places women not going to other places and early morning.
Dr. Firoza Bano
Chairperson
The Raj Laxmi
Mahila Urban Co-op. Bank Ltd.,
Monday, August 9, 2010
Indian Co-operative Network for Women
Indian Co-operative Network For Women
An Inclusive Micro-loan Process of
Working Women's Forum (India)
The Co-operative concept in the west owes its origin to the effort of the great visionary of Europe, Mr. Friedrich Wilhelm Raiffeisen from Germany. His innovation of self- help and self- management process among the workers has enhanced their dignity of labour. His life time mission was to propagate the concept of common ownership to counter social inequalities. Even after several generations, the ideology of this eminent genius Mr. Raiffeisen, continues and is a household name worldwide transcending all kinds of barriers.
A similar situation arose in India that warranted the initiation of co-operative movement at a time when the country was passing through difficult times around freedom struggle i.e. early 20th century. The founding fathers of the nation particularly Shri. Vaikunth Mehtaji along with other architects of modern India closely committed themselves to this concept of co-operatives to be the ideal vehicle for social development/viable strategy to adopt social development process to help the exploitated masses after the colonial rule.
Sri.Vaikunth Mehtaji was himself closely associated with this initiation of co-operative ventures around early 20th century. During that time several co-operative ventures slowly gained ground. Also, co-operatives helped to facilitate some kind of social development among rural masses who suffered in poverty /squalor during the post colonial time in India.
It is no exaggeration to say that poverty has direct effect on the abysmal status of poor men/women even today in India. Therefore, the spirit of this co-operation was considered as an innovative instrument in the post colonial days that could do away with all kinds of discrimination such as rich/poor, particularly in rural areas and expected that this will pave way for sound/healthy human development.
Unfortunately the ideology of the visionaries was marred in India as the system slowly gave place to state control and such intervention in co-operatives weakened their progress and became an impediment to the direct community participation in the economic development. This is so because the resources that were to be handled by cooperators in rural areas were public money, where literacy level was very low and as such, control is the only way to safeguard people's resources.
However, in the recent times since the emergence of worldwide Women's Movement in 1975 several grassroot women's initiatives/co-operatives were initiated towards social change process. So women, too were able to actively participate in co-operatives, a concept that was almost rare until the 70s in India. Despite being hardworking workforce, poverty affected women more than men bearing the drudgery of work place and home.
One such innovative experiment initiated is Working Women's Forum (India) in the year 1978 in the urban slums of Chennai city. Though WWF was initiated as a reverberation of the worldwide women's movement, it was also a necessity as WWF experienced a similar situation as Mr. Raiffeisen had gone through generations as WWF was dealing with women workers at the grassroots.
The paragraphs given below will describe how a large number of poor women relegated and depended on what in general is known as informal options of work i.e. accept any work options, suffering in abject poverty and indebtedness. A major component of India's workforce, the women went through lot of struggles, being unorganized, unskilled/non- technical in nature. Their work is undervalued/underestimated despite these women constitute 89% of India's workforce.
Left with no permanent employer they continue to be an easy target for exploitation by middle men/whole sale contractors and buyers. The temporary nature of their work results in their invisibility in the statistical terms that often results in their being overlooked by government policies and welfare benefits. Women in this sector shouldered dual burden of contributing to the family income also taking complete responsibility for the home/children.
Economic exploitation/social oppression that women suffered called for a new model of development/intervention based on women innate wisdom/ response tohelp them. This model existed on the indigenous methodo-logies utilizing local modes of communication.
The Working Women's Forum (India) facilitated thus an inclusive and an equitable model based on women centered development. It also rejected apiece meal approach to the problems faced by women and based its services on a holistic perception with gender sensitivity projected the real portrayal of women's role as economic producers, home managers and community managers.
WWF facilitates women in extreme poverty, concentrated on an organized platform for them to fight for their rights and entitlements, access to credit, education, healthcare, training/orientation (both for skills and empowerment) towards promoting a social and financial independence among them to enhance social status. We should say WWF matched al l the common objectives of millennium development goals of the United Nations. Taking responsibilities to organize these poor women around their own households, markets, communities and neighbourhoods. The Forum initiated its maiden endeavour in the year 1978 with 800 women now a social movement of 10,90,765 women in three southern states of India spread over 3644 villages and 2256 slums in 14 branches.
The Forum's success lies in its innovative attempt, as it offered to integrate the poor women at all levels in its institutional framework, also utilized them as an effective delivery mechanism to reach other poor women extensively, be it in rural poorer segments or in the urban slums. To handle credit transaction and enhance the social/financial independence of poor women WWF promoted a separate wing known as Indian Co-operative Network for Women. As a federally registered co-operative.
ICNW is an inclusive financial process and its main task is to provide low interest loan encouraging poor women entrepreneurship and strengthen their economic roles.
The primary objective were promoting leadership from below, maintain grassroot character of the institution eliminating the domination of elites and help grassroot women not only to occupy important position in the Board but also to be part of decision making process. Such integration of the poor at all levels not only facilitated the outreach but also maximized their participation in total, facilitated democratic functioning of the co-operative and its smooth management. It is this bottom-up approach that has ensured the formulation/ implementation of field oriented credit policies specifically tailor-made to cater to the needs of the poor.
Thus, the success of ICNW experiment proved that the poor are indeed creditworthy and bankable and when provided equal opportunities, they not only managed their enterprises but can create assets for themselves and improve their own quality of lives. By effecting social change process ICNW demonstrated that the co-operative has achieved financial viability, further proving that credit could be used as an effective precursor to social change process. The credit programme of ICNW today reaches over 4,81,719 poor entrepreneurs effecting nearly 1696.94 million rupees accomplishing about 98.85% recovery rate in the urban slums /rural areas.
One example of how the programme of WWF/ICNW became quite important for the central government, particularly, was that it was called to testify and share the experience of WWF/ICNW. The National Commission for Enterprises in the Unorganised Sector invited the President WWF on 13th March 2006. Since the Commission desired that such experiences would facilitate and strengthen the efforts in policy formulation for a New Social Security Bill that is pending in the Parliament.
Following the presentation, the commission in its letter stated that they were highly impressed by the outstanding work being done by WWF/ICNW and indicated their desire that WWF should join hands with the commission in making a feasibility study about the weavers, one from the North i.e. Varanasi and another, from the South in Kanchipuram.
Hence, a study was taken up on the comparative trade aspects of Kanchipuram and Varanasi weavers as desired by the commission. In addition to this, an exchange programme was organised between the two weavers to learn the successful aspects of trade of the Kanchipuram weavers by the Varanasi weavers. To share the experiences in weaving and observe the gradual progress of Kanchipuram weavers and find out the possibility of its replication in Varanasi, the weavers visited nearly 50 to 100 houses of Kanchipuram weavers. There was an exchange/sharing of information programme of the Varanasi and Kanchipuram weavers. Towards the end of the discussion it was revealed that the Varanasi weavers were eager to revive their trade again and make their venture successful.
Further, WWF's has a strong Reproductive Health Care programme that keenly concentrates on strengthening the productive role on poor women where these workers face a situation where even some basic healthcare is denied. The programme has built a strong network of health cadres in slum/village neighbourhoods who constantly raise the consciousness the poor women on their reproductive rights and other health matters (including HIV/AIDS).
Crucial to the programme was the enhancement of the decision-making power of these women regarding their reproductive rights i.e. with reference to number of children and contraceptive choices. The programme impacted nearly 16,18,842 families (1.5 million) accomplishing 72% couple protection rate in the poorest communities, providing employment to 960 grassroot health cadres spread out to 720 slums and 340 villages. Networking with several insurance companies, WWF has evolved a comprehensive social security programme for its members such as life insurance, health insurance, disability insurance and accident insurance. The initiation of a social security programme for poor women impacted, maternity benefits (upto two children) and insurance cover to over 7,72,891 women for life, disability and health aspects.
Combining with the co-operative effort of ICNW, the parent body i.e. WWF slowly initiated a trade union in the name of National Union of Working Women that facilitates poor women in their struggle to fight for labour, land and housing rights of poor working women/their families. Equally, union's concern is to fight other human rights issues like female foeticides, female infanticides, child prostitution and child labour that affects the poor on daily basis, as all the social evils have close connection to poverty.
The crisis management in WWF is handled with great care. To drive home the point, an example of crisis management handled both internally and externally in WWF/ICNW with regard to the tsunami killer wave that hit the Marina coast of Chennai, the eastern coast of Tamil Nadu and few Coastal areas of Andhra Pradesh on December 26th 2004 where nearly 2000 members of WWF were worst affected in Tamil Nadu and Andhra Pradesh can be cited.
WWF/ICNW quickly volunteered to organize one day counseling, as advocacy workshop, to the representatives of the fishing families, who were in trauma and gave them expert advice through oceanography experts and marine engineers, assuring that the tsunami doesn't come as often but only in 50 to 80 years.
The counseling also facilitated WWF/ICNW for a need assessment for the financial assistance to many of them and provisions towards fishing infrastructure, housing needs, built new houses and repair of the damaged houses, children's educational need and constructed a fish market for the fishing community in Narsapur.
Programmes likes Annual Planning Meetings, problem solving training workshops, collective effort of visual material production programmes, dissemination of such informations in small workshops in all the service areas are common phenomenon in WWF annually as a stimulation exercises for the field staff. Such activities helped to maintain solid grassroot character of the organization inspite of the organization's phenomenal growth for over three decades.
The current liberalization and economic restructuring does not benefit the poor in India as elsewhere, with 41% living below poverty line. WWF a future oriented multi-pronged initiative and a pro-poor strategy helps the Indian poor women to face the onslaught of globalization. As a consolidation process, WWF's initiative is to transfer this strategy of pro-poor advocacy to other groups through orientation. This is an ongoing process. Large number of groups from India/Foreign universities, researchers, NGO groups, government officials do visit WWF, both for orientation and for exposure visits.
The success of WWF/ICNW experiment demonstrates that such financial inclusive process, flexible need based programmes are specially devised effectively with peoples participation at all levels. Reasonable levels of monitoring both internally and externally with constant checks and balances on the proper utilization of funds and resources are some of the strategies that WWF/ICNW adopted in overcoming inherent inequalities and unleashing women's productive capacity. This system has not only worked but also infused confidence among the clients, raised the standard of their living, upholding human dignity, helped redistribution of resources towards ensuring social justice and positive social change.
Thus WWF believes in moving along a transitional path between market responses and social demands with an imperative gender focus. This could be achieved if micro finance practitioners or co-operators worldwide follow an inclusive financial process.
Dr. Jaya Arunachalam
President,
Indian Co-operative Network for women
Working women's Forum (India)
An Inclusive Micro-loan Process of
Working Women's Forum (India)
The Co-operative concept in the west owes its origin to the effort of the great visionary of Europe, Mr. Friedrich Wilhelm Raiffeisen from Germany. His innovation of self- help and self- management process among the workers has enhanced their dignity of labour. His life time mission was to propagate the concept of common ownership to counter social inequalities. Even after several generations, the ideology of this eminent genius Mr. Raiffeisen, continues and is a household name worldwide transcending all kinds of barriers.
A similar situation arose in India that warranted the initiation of co-operative movement at a time when the country was passing through difficult times around freedom struggle i.e. early 20th century. The founding fathers of the nation particularly Shri. Vaikunth Mehtaji along with other architects of modern India closely committed themselves to this concept of co-operatives to be the ideal vehicle for social development/viable strategy to adopt social development process to help the exploitated masses after the colonial rule.
Sri.Vaikunth Mehtaji was himself closely associated with this initiation of co-operative ventures around early 20th century. During that time several co-operative ventures slowly gained ground. Also, co-operatives helped to facilitate some kind of social development among rural masses who suffered in poverty /squalor during the post colonial time in India.
It is no exaggeration to say that poverty has direct effect on the abysmal status of poor men/women even today in India. Therefore, the spirit of this co-operation was considered as an innovative instrument in the post colonial days that could do away with all kinds of discrimination such as rich/poor, particularly in rural areas and expected that this will pave way for sound/healthy human development.
Unfortunately the ideology of the visionaries was marred in India as the system slowly gave place to state control and such intervention in co-operatives weakened their progress and became an impediment to the direct community participation in the economic development. This is so because the resources that were to be handled by cooperators in rural areas were public money, where literacy level was very low and as such, control is the only way to safeguard people's resources.
However, in the recent times since the emergence of worldwide Women's Movement in 1975 several grassroot women's initiatives/co-operatives were initiated towards social change process. So women, too were able to actively participate in co-operatives, a concept that was almost rare until the 70s in India. Despite being hardworking workforce, poverty affected women more than men bearing the drudgery of work place and home.
One such innovative experiment initiated is Working Women's Forum (India) in the year 1978 in the urban slums of Chennai city. Though WWF was initiated as a reverberation of the worldwide women's movement, it was also a necessity as WWF experienced a similar situation as Mr. Raiffeisen had gone through generations as WWF was dealing with women workers at the grassroots.
The paragraphs given below will describe how a large number of poor women relegated and depended on what in general is known as informal options of work i.e. accept any work options, suffering in abject poverty and indebtedness. A major component of India's workforce, the women went through lot of struggles, being unorganized, unskilled/non- technical in nature. Their work is undervalued/underestimated despite these women constitute 89% of India's workforce.
Left with no permanent employer they continue to be an easy target for exploitation by middle men/whole sale contractors and buyers. The temporary nature of their work results in their invisibility in the statistical terms that often results in their being overlooked by government policies and welfare benefits. Women in this sector shouldered dual burden of contributing to the family income also taking complete responsibility for the home/children.
Economic exploitation/social oppression that women suffered called for a new model of development/intervention based on women innate wisdom/ response tohelp them. This model existed on the indigenous methodo-logies utilizing local modes of communication.
The Working Women's Forum (India) facilitated thus an inclusive and an equitable model based on women centered development. It also rejected apiece meal approach to the problems faced by women and based its services on a holistic perception with gender sensitivity projected the real portrayal of women's role as economic producers, home managers and community managers.
WWF facilitates women in extreme poverty, concentrated on an organized platform for them to fight for their rights and entitlements, access to credit, education, healthcare, training/orientation (both for skills and empowerment) towards promoting a social and financial independence among them to enhance social status. We should say WWF matched al l the common objectives of millennium development goals of the United Nations. Taking responsibilities to organize these poor women around their own households, markets, communities and neighbourhoods. The Forum initiated its maiden endeavour in the year 1978 with 800 women now a social movement of 10,90,765 women in three southern states of India spread over 3644 villages and 2256 slums in 14 branches.
The Forum's success lies in its innovative attempt, as it offered to integrate the poor women at all levels in its institutional framework, also utilized them as an effective delivery mechanism to reach other poor women extensively, be it in rural poorer segments or in the urban slums. To handle credit transaction and enhance the social/financial independence of poor women WWF promoted a separate wing known as Indian Co-operative Network for Women. As a federally registered co-operative.
ICNW is an inclusive financial process and its main task is to provide low interest loan encouraging poor women entrepreneurship and strengthen their economic roles.
The primary objective were promoting leadership from below, maintain grassroot character of the institution eliminating the domination of elites and help grassroot women not only to occupy important position in the Board but also to be part of decision making process. Such integration of the poor at all levels not only facilitated the outreach but also maximized their participation in total, facilitated democratic functioning of the co-operative and its smooth management. It is this bottom-up approach that has ensured the formulation/ implementation of field oriented credit policies specifically tailor-made to cater to the needs of the poor.
Thus, the success of ICNW experiment proved that the poor are indeed creditworthy and bankable and when provided equal opportunities, they not only managed their enterprises but can create assets for themselves and improve their own quality of lives. By effecting social change process ICNW demonstrated that the co-operative has achieved financial viability, further proving that credit could be used as an effective precursor to social change process. The credit programme of ICNW today reaches over 4,81,719 poor entrepreneurs effecting nearly 1696.94 million rupees accomplishing about 98.85% recovery rate in the urban slums /rural areas.
One example of how the programme of WWF/ICNW became quite important for the central government, particularly, was that it was called to testify and share the experience of WWF/ICNW. The National Commission for Enterprises in the Unorganised Sector invited the President WWF on 13th March 2006. Since the Commission desired that such experiences would facilitate and strengthen the efforts in policy formulation for a New Social Security Bill that is pending in the Parliament.
Following the presentation, the commission in its letter stated that they were highly impressed by the outstanding work being done by WWF/ICNW and indicated their desire that WWF should join hands with the commission in making a feasibility study about the weavers, one from the North i.e. Varanasi and another, from the South in Kanchipuram.
Hence, a study was taken up on the comparative trade aspects of Kanchipuram and Varanasi weavers as desired by the commission. In addition to this, an exchange programme was organised between the two weavers to learn the successful aspects of trade of the Kanchipuram weavers by the Varanasi weavers. To share the experiences in weaving and observe the gradual progress of Kanchipuram weavers and find out the possibility of its replication in Varanasi, the weavers visited nearly 50 to 100 houses of Kanchipuram weavers. There was an exchange/sharing of information programme of the Varanasi and Kanchipuram weavers. Towards the end of the discussion it was revealed that the Varanasi weavers were eager to revive their trade again and make their venture successful.
Further, WWF's has a strong Reproductive Health Care programme that keenly concentrates on strengthening the productive role on poor women where these workers face a situation where even some basic healthcare is denied. The programme has built a strong network of health cadres in slum/village neighbourhoods who constantly raise the consciousness the poor women on their reproductive rights and other health matters (including HIV/AIDS).
Crucial to the programme was the enhancement of the decision-making power of these women regarding their reproductive rights i.e. with reference to number of children and contraceptive choices. The programme impacted nearly 16,18,842 families (1.5 million) accomplishing 72% couple protection rate in the poorest communities, providing employment to 960 grassroot health cadres spread out to 720 slums and 340 villages. Networking with several insurance companies, WWF has evolved a comprehensive social security programme for its members such as life insurance, health insurance, disability insurance and accident insurance. The initiation of a social security programme for poor women impacted, maternity benefits (upto two children) and insurance cover to over 7,72,891 women for life, disability and health aspects.
Combining with the co-operative effort of ICNW, the parent body i.e. WWF slowly initiated a trade union in the name of National Union of Working Women that facilitates poor women in their struggle to fight for labour, land and housing rights of poor working women/their families. Equally, union's concern is to fight other human rights issues like female foeticides, female infanticides, child prostitution and child labour that affects the poor on daily basis, as all the social evils have close connection to poverty.
The crisis management in WWF is handled with great care. To drive home the point, an example of crisis management handled both internally and externally in WWF/ICNW with regard to the tsunami killer wave that hit the Marina coast of Chennai, the eastern coast of Tamil Nadu and few Coastal areas of Andhra Pradesh on December 26th 2004 where nearly 2000 members of WWF were worst affected in Tamil Nadu and Andhra Pradesh can be cited.
WWF/ICNW quickly volunteered to organize one day counseling, as advocacy workshop, to the representatives of the fishing families, who were in trauma and gave them expert advice through oceanography experts and marine engineers, assuring that the tsunami doesn't come as often but only in 50 to 80 years.
The counseling also facilitated WWF/ICNW for a need assessment for the financial assistance to many of them and provisions towards fishing infrastructure, housing needs, built new houses and repair of the damaged houses, children's educational need and constructed a fish market for the fishing community in Narsapur.
Programmes likes Annual Planning Meetings, problem solving training workshops, collective effort of visual material production programmes, dissemination of such informations in small workshops in all the service areas are common phenomenon in WWF annually as a stimulation exercises for the field staff. Such activities helped to maintain solid grassroot character of the organization inspite of the organization's phenomenal growth for over three decades.
The current liberalization and economic restructuring does not benefit the poor in India as elsewhere, with 41% living below poverty line. WWF a future oriented multi-pronged initiative and a pro-poor strategy helps the Indian poor women to face the onslaught of globalization. As a consolidation process, WWF's initiative is to transfer this strategy of pro-poor advocacy to other groups through orientation. This is an ongoing process. Large number of groups from India/Foreign universities, researchers, NGO groups, government officials do visit WWF, both for orientation and for exposure visits.
The success of WWF/ICNW experiment demonstrates that such financial inclusive process, flexible need based programmes are specially devised effectively with peoples participation at all levels. Reasonable levels of monitoring both internally and externally with constant checks and balances on the proper utilization of funds and resources are some of the strategies that WWF/ICNW adopted in overcoming inherent inequalities and unleashing women's productive capacity. This system has not only worked but also infused confidence among the clients, raised the standard of their living, upholding human dignity, helped redistribution of resources towards ensuring social justice and positive social change.
Thus WWF believes in moving along a transitional path between market responses and social demands with an imperative gender focus. This could be achieved if micro finance practitioners or co-operators worldwide follow an inclusive financial process.
Dr. Jaya Arunachalam
President,
Indian Co-operative Network for women
Working women's Forum (India)
Saturday, August 7, 2010
bharatiya sanskriti men sahakarita
हम साथ साथ चलें, एक साथ होकर संवाद करें, और अपने निर्णयों में सर्वमत बनायें, हमारी प्रार्थना एक सामान हो. यह ऋग्वेद का मंत्र हमारी संस्कृति में सहकारिता की उपस्थिति का प्रमाण है
Friday, August 6, 2010
CO-OPERATIVE MOVEMENT IN UTTARAKHAND
CO-OPERATIVE MOVEMENT IN UTTARAKHAND
As told by Maj. Gen. (Retd.) B.C. Khanduri
Chief Minister
We wish you a very peaceful and prosperous 2009.
Thanks and we also wish you a Happy 2009.
Tell us about the progress in the co-operative sector in your state till date.
During this year, elections to all Co-operative Institutions from Primary to Apex have been completed peacefully.
· Agriculture credit increased from Rs. 100 crore to Rs. 350 crore.
· Agricultural loans disbursed at the interest rate of 5% upto loans of Rs. 5000.00 and at 5.5% above Rs. 5000.00.
· Mini Banks have been established in 453 out of 756 Primary Agriculture Co-operative Credit Societies. Thus, the number of Mini Banks increased from 98 to 453 in new state.
· Deposits of Mini Banks increased from Rs. 110 Crore to Rs. 450 Crore.
· All the 10 District Central Co- operative Banks are in profit.
· At the time of formation of the state, 2 District Central Co-operative Banks were under Section 11 of B.R. Act. Now no bank is under Section 11.
· Deposits of District Central Co-operative Banks increased from Rs. 1500 Crore to Rs. 2500 Crore.
Three State level Apex Institution, such as State Co-operative Bank, State Co-operative Federation and State Resham Federation instituted.
· Business of Co-operative Drug Factory (Unit of State Co-operative Federation) increased from Rs. 45 lakhs to Rs. 10 Crore.
· New State Co-operative Act and Rules framed.
· New Self Reliant Coop. Act incorporated in Uttarakhand.
· About 450 Co-operatives registered under new Self Reliant Act.
· Mahila Bachat Samooh established. About 1100 groups formed and a deposit of Rs. 3 Crore deposited by groups.
· Computerization of all Co-operative Banks under process.
· All small & marginal farmers and BPL farmers are proposed to be insured under Narayan Krishak Kavach upto Rs. 50000.00. Premium is paid by State Govt.
What role can the Cooperative Sector play in the economic development of the State?
Providing Agriculture loan at the rate of 5% helps in the development of farmers.
Can you tell us something about the plans & programmes your government has prepared for the development of Cooperative sector in your state?
· For the development of Co-operative movement in state the following new schemes have been initiated.
· Mini Banks in all Primary Agriculture Co-operative Credit Societies.
· 5% Rate of interest for farmers on agriculture loans.
· Enhancement in the cash credit limit for farmers.
· Insurance Coverage.
· Computerization in phased manner.
How can the Cooperative Movement play an important role in various sectors of the economy so far untouched?
Co-operative Sector will venture into marketing of local produce (mainly organic crops) in an appreciable way.
Do you think that the cooperative Movement can become an ideal tool for economic development of backward, minority, and tribal communities?
Coop. Sector has an important role to play in the development of the poor including SC/ST.
SC/ST special societies can be formed to help sell their produce and therefore, will help in their economic development.
What activities have been undertaken through the ICDP (Integrated Cooperative Development Project) in you state?
Under ICDP programme, construction of godowns is being carried out to increase storage capacity. Handloom Co-operatives are given working capital. Share capital for society like Primary Agriculture Credit Co-operative Societies, Horticulture and Sericulture etc. is also being provided.
Have the Vaidyanathan Committee's recommendations been implemented in your state? In what manner the state has been benefitted from them ? If yet not implemented, what are the hurdles being faced in its implementation?
A MOU between State and GOI has been signed and Implementation is under process. Co-operative Act is being amended as per the terms of MOU accordance to the Vaidyanathan Committee report.
What message would you like to give to the people of your state?
Strengthen and nourish Co-operative Movement to revive rural economy and enliven community spirit.
From Sahakar Srijan
As told by Maj. Gen. (Retd.) B.C. Khanduri
Chief Minister
We wish you a very peaceful and prosperous 2009.
Thanks and we also wish you a Happy 2009.
Tell us about the progress in the co-operative sector in your state till date.
During this year, elections to all Co-operative Institutions from Primary to Apex have been completed peacefully.
· Agriculture credit increased from Rs. 100 crore to Rs. 350 crore.
· Agricultural loans disbursed at the interest rate of 5% upto loans of Rs. 5000.00 and at 5.5% above Rs. 5000.00.
· Mini Banks have been established in 453 out of 756 Primary Agriculture Co-operative Credit Societies. Thus, the number of Mini Banks increased from 98 to 453 in new state.
· Deposits of Mini Banks increased from Rs. 110 Crore to Rs. 450 Crore.
· All the 10 District Central Co- operative Banks are in profit.
· At the time of formation of the state, 2 District Central Co-operative Banks were under Section 11 of B.R. Act. Now no bank is under Section 11.
· Deposits of District Central Co-operative Banks increased from Rs. 1500 Crore to Rs. 2500 Crore.
Three State level Apex Institution, such as State Co-operative Bank, State Co-operative Federation and State Resham Federation instituted.
· Business of Co-operative Drug Factory (Unit of State Co-operative Federation) increased from Rs. 45 lakhs to Rs. 10 Crore.
· New State Co-operative Act and Rules framed.
· New Self Reliant Coop. Act incorporated in Uttarakhand.
· About 450 Co-operatives registered under new Self Reliant Act.
· Mahila Bachat Samooh established. About 1100 groups formed and a deposit of Rs. 3 Crore deposited by groups.
· Computerization of all Co-operative Banks under process.
· All small & marginal farmers and BPL farmers are proposed to be insured under Narayan Krishak Kavach upto Rs. 50000.00. Premium is paid by State Govt.
What role can the Cooperative Sector play in the economic development of the State?
Providing Agriculture loan at the rate of 5% helps in the development of farmers.
Can you tell us something about the plans & programmes your government has prepared for the development of Cooperative sector in your state?
· For the development of Co-operative movement in state the following new schemes have been initiated.
· Mini Banks in all Primary Agriculture Co-operative Credit Societies.
· 5% Rate of interest for farmers on agriculture loans.
· Enhancement in the cash credit limit for farmers.
· Insurance Coverage.
· Computerization in phased manner.
How can the Cooperative Movement play an important role in various sectors of the economy so far untouched?
Co-operative Sector will venture into marketing of local produce (mainly organic crops) in an appreciable way.
Do you think that the cooperative Movement can become an ideal tool for economic development of backward, minority, and tribal communities?
Coop. Sector has an important role to play in the development of the poor including SC/ST.
SC/ST special societies can be formed to help sell their produce and therefore, will help in their economic development.
What activities have been undertaken through the ICDP (Integrated Cooperative Development Project) in you state?
Under ICDP programme, construction of godowns is being carried out to increase storage capacity. Handloom Co-operatives are given working capital. Share capital for society like Primary Agriculture Credit Co-operative Societies, Horticulture and Sericulture etc. is also being provided.
Have the Vaidyanathan Committee's recommendations been implemented in your state? In what manner the state has been benefitted from them ? If yet not implemented, what are the hurdles being faced in its implementation?
A MOU between State and GOI has been signed and Implementation is under process. Co-operative Act is being amended as per the terms of MOU accordance to the Vaidyanathan Committee report.
What message would you like to give to the people of your state?
Strengthen and nourish Co-operative Movement to revive rural economy and enliven community spirit.
From Sahakar Srijan
Indian Co-operative Network for Women
CO-OPERATIVE MOVEMENT IN UTTARAKHAND
As told by Maj. Gen. (Retd.) B.C. Khanduri
Chief Minister
We wish you a very peaceful and prosperous 2009.
Thanks and we also wish you a Happy 2009.
Tell us about the progress in the co-operative sector in your state till date.
During this year, elections to all Co-operative Institutions from Primary to Apex have been completed peacefully.
· Agriculture credit increased from Rs. 100 crore to Rs. 350 crore.
· Agricultural loans disbursed at the interest rate of 5% upto loans of Rs. 5000.00 and at 5.5% above Rs. 5000.00.
· Mini Banks have been established in 453 out of 756 Primary Agriculture Co-operative Credit Societies. Thus, the number of Mini Banks increased from 98 to 453 in new state.
· Deposits of Mini Banks increased from Rs. 110 Crore to Rs. 450 Crore.
· All the 10 District Central Co- operative Banks are in profit.
· At the time of formation of the state, 2 District Central Co-operative Banks were under Section 11 of B.R. Act. Now no bank is under Section 11.
· Deposits of District Central Co-operative Banks increased from Rs. 1500 Crore to Rs. 2500 Crore.
Three State level Apex Institution, such as State Co-operative Bank, State Co-operative Federation and State Resham Federation instituted.
· Business of Co-operative Drug Factory (Unit of State Co-operative Federation) increased from Rs. 45 lakhs to Rs. 10 Crore.
· New State Co-operative Act and Rules framed.
· New Self Reliant Coop. Act incorporated in Uttarakhand.
· About 450 Co-operatives registered under new Self Reliant Act.
· Mahila Bachat Samooh established. About 1100 groups formed and a deposit of Rs. 3 Crore deposited by groups.
· Computerization of all Co-operative Banks under process.
· All small & marginal farmers and BPL farmers are proposed to be insured under Narayan Krishak Kavach upto Rs. 50000.00. Premium is paid by State Govt.
What role can the Cooperative Sector play in the economic development of the State?
Providing Agriculture loan at the rate of 5% helps in the development of farmers.
Can you tell us something about the plans & programmes your government has prepared for the development of Cooperative sector in your state?
· For the development of Co-operative movement in state the following new schemes have been initiated.
· Mini Banks in all Primary Agriculture Co-operative Credit Societies.
· 5% Rate of interest for farmers on agriculture loans.
· Enhancement in the cash credit limit for farmers.
· Insurance Coverage.
· Computerization in phased manner.
How can the Cooperative Movement play an important role in various sectors of the economy so far untouched?
Co-operative Sector will venture into marketing of local produce (mainly organic crops) in an appreciable way.
Do you think that the cooperative Movement can become an ideal tool for economic development of backward, minority, and tribal communities?
Coop. Sector has an important role to play in the development of the poor including SC/ST.
SC/ST special societies can be formed to help sell their produce and therefore, will help in their economic development.
What activities have been undertaken through the ICDP (Integrated Cooperative Development Project) in you state?
Under ICDP programme, construction of godowns is being carried out to increase storage capacity. Handloom Co-operatives are given working capital. Share capital for society like Primary Agriculture Credit Co-operative Societies, Horticulture and Sericulture etc. is also being provided.
Have the Vaidyanathan Committee's recommendations been implemented in your state? In what manner the state has been benefitted from them ? If yet not implemented, what are the hurdles being faced in its implementation?
A MOU between State and GOI has been signed and Implementation is under process. Co-operative Act is being amended as per the terms of MOU accordance to the Vaidyanathan Committee report.
What message would you like to give to the people of your state?
Strengthen and nourish Co-operative Movement to revive rural economy and enliven community spirit.
From Sahakar Srijan
As told by Maj. Gen. (Retd.) B.C. Khanduri
Chief Minister
We wish you a very peaceful and prosperous 2009.
Thanks and we also wish you a Happy 2009.
Tell us about the progress in the co-operative sector in your state till date.
During this year, elections to all Co-operative Institutions from Primary to Apex have been completed peacefully.
· Agriculture credit increased from Rs. 100 crore to Rs. 350 crore.
· Agricultural loans disbursed at the interest rate of 5% upto loans of Rs. 5000.00 and at 5.5% above Rs. 5000.00.
· Mini Banks have been established in 453 out of 756 Primary Agriculture Co-operative Credit Societies. Thus, the number of Mini Banks increased from 98 to 453 in new state.
· Deposits of Mini Banks increased from Rs. 110 Crore to Rs. 450 Crore.
· All the 10 District Central Co- operative Banks are in profit.
· At the time of formation of the state, 2 District Central Co-operative Banks were under Section 11 of B.R. Act. Now no bank is under Section 11.
· Deposits of District Central Co-operative Banks increased from Rs. 1500 Crore to Rs. 2500 Crore.
Three State level Apex Institution, such as State Co-operative Bank, State Co-operative Federation and State Resham Federation instituted.
· Business of Co-operative Drug Factory (Unit of State Co-operative Federation) increased from Rs. 45 lakhs to Rs. 10 Crore.
· New State Co-operative Act and Rules framed.
· New Self Reliant Coop. Act incorporated in Uttarakhand.
· About 450 Co-operatives registered under new Self Reliant Act.
· Mahila Bachat Samooh established. About 1100 groups formed and a deposit of Rs. 3 Crore deposited by groups.
· Computerization of all Co-operative Banks under process.
· All small & marginal farmers and BPL farmers are proposed to be insured under Narayan Krishak Kavach upto Rs. 50000.00. Premium is paid by State Govt.
What role can the Cooperative Sector play in the economic development of the State?
Providing Agriculture loan at the rate of 5% helps in the development of farmers.
Can you tell us something about the plans & programmes your government has prepared for the development of Cooperative sector in your state?
· For the development of Co-operative movement in state the following new schemes have been initiated.
· Mini Banks in all Primary Agriculture Co-operative Credit Societies.
· 5% Rate of interest for farmers on agriculture loans.
· Enhancement in the cash credit limit for farmers.
· Insurance Coverage.
· Computerization in phased manner.
How can the Cooperative Movement play an important role in various sectors of the economy so far untouched?
Co-operative Sector will venture into marketing of local produce (mainly organic crops) in an appreciable way.
Do you think that the cooperative Movement can become an ideal tool for economic development of backward, minority, and tribal communities?
Coop. Sector has an important role to play in the development of the poor including SC/ST.
SC/ST special societies can be formed to help sell their produce and therefore, will help in their economic development.
What activities have been undertaken through the ICDP (Integrated Cooperative Development Project) in you state?
Under ICDP programme, construction of godowns is being carried out to increase storage capacity. Handloom Co-operatives are given working capital. Share capital for society like Primary Agriculture Credit Co-operative Societies, Horticulture and Sericulture etc. is also being provided.
Have the Vaidyanathan Committee's recommendations been implemented in your state? In what manner the state has been benefitted from them ? If yet not implemented, what are the hurdles being faced in its implementation?
A MOU between State and GOI has been signed and Implementation is under process. Co-operative Act is being amended as per the terms of MOU accordance to the Vaidyanathan Committee report.
What message would you like to give to the people of your state?
Strengthen and nourish Co-operative Movement to revive rural economy and enliven community spirit.
From Sahakar Srijan
Thursday, August 5, 2010
Dairy Sector Overview
Dairy Sector Overview
India lives in villages. Over 60 percent of rural population are employed in agriculture and related industries. Dairying is an important contributor to the agricultural output of India. Milk production is an important rural activity in India providing supplementary income and employment to millions of rural households. According to latest survey by National Sample Survey Organization, the estimated employment in animal husbandry sector was 11.44 million in principal status and 11.01 million in subsidiary status. The total 22.4 5 million employment generation by this sector comes to 5.50% of the total working population of the country. During 2006-07, the contribution to the GDP from milk alone was Rs. 14,43,860 million which was higher than paddy, wheat and sugarcane in that order.
According to 2003 census, India has 19.74 million crossbred female cattle, 82.96 million female indigenous cattle and 80.03 million female buffaloes. Total production during the year 2003-04 was 84.37 million tones.
Today, India has emerged as the World's largest producer of milk. The worldwide milk production in 2007 is estimated at 676 million tonnes, out of which India's production is estimated at 102 million tones. In 1970, per capita availability of milk in India was about 107 grams per day. This is expected to reach 246 gms per day in the year 2007-08 against a world average 265 gms per day.
Total dairy plants registered under Milk & Milk Products Order 1992 (MMPO) as on March 31, 2004 was 748 with a capacity of 81.38 million litres per day out of which 232 plants with a capacity of 32.9 million litres per day belong to cooperatives. Out of this, more than 100 dairy plants are accredited as ISO 9000:2000 series, and about 80 plants also have the HACCP certification.
Share of cooperatives in dairy development
Cooperatives play an important role in the development of the Indian dairy sector. Today cooperative movement in India is one of the largest movements in the world. They are engaged in milk production, procurement, processing and marketing. Cooperative milk business comes from small producers with an average herd size of just about 2 animals, small and marginal farmers (2 hectares' land holding) together with the landless, account for more than 75 per cent of those 13 million rural milk producers who raise 60 per cent of the cattle. The dairy co-operative system represents more than 13 million dairy farmers affiliated to about 12.2 million primary cooperative societies, which sell their product to one of 198 milk producers' cooperative unions/dairies, which in turn, are supported by state cooperative milk marketing federations.
Average milk procurement by dairy cooperatives during 2007-08 was about 22.5 million kg per day with an increase of 4 per cent over 2006-07. And the average milk marketing by dairy cooperatives during 2007-08 was about 19.1 million litres per day as against 18.1 million liters per day during 2006-07, registering an increase of 6 percent.
Brief History of NCDFI
National Cooperative Dairy Federation of India (NCDFI) was registered on 7th December, 1970 under the Bombay Cooperative Societies Act (VII of 1925) as extended to the Union Territory of Delhi with its head office at New Delhi with the objects of (i) to promote the dairy industry on cooperative lines; and (ii) to co-ordinate, help, develop and facilitate the working of the dairy cooperatives. In December 86, to gain locational advantage, the NCDFI shifted head quarters from Delhi to Anand, the milk capital of India.
In April 1987, the NCDFI's By-laws were amended to bring it under the provisions of the Multi State Cooperative Societies Act. The by-laws of NCDFI were also amended to limit membership to federal dairy cooperatives of the states and union territories and the NDDB.
As a part of its networking strategy, the NCDFI broad based its membership in December 90 to include the cooperative oilseeds growers federations as its members. NCDFI functions as the umbrella organization for more than 129.64 lakh farmers/rural families, who are the members of about 1.22 lakh primary cooperative societies federated into 198 district cooperative unions that are in turn affiliated to their respective state federations Report on operations of NCDFI During the year 2007-08, NCDFI continued to coordinate marketing and offered other services in a need based manner. The highlights include:
Milk: NCDFI coordinated supply of about 5.44 crore litres of liquid milk valued at about Rs. 98 crore and butter fresh valued at about Rs. 11 crore from the cooperative dairies to about 200 Defence Units which include ASC Depots, Air Force Stations and Military Farms under the Ministry of Defence (MoD). NCDFI also coordinated supply of about 2.2 crore litres of tetra pack milk to various Defence Units in Eastern, Western, Northern and Southern Commands valued at about Rs. 63 crore.
Milk Products: During the year, sale of about 4,100 MT of milk products valued at about Rs. 60.56 crore was coordinated by the NCDFI on behalf of its members to the MoD. The products sold include Whole Milk Powder, Butter Tinned, Ghee, Cheese Tinned, and Sweetened Condensed Milk. NCDFI also coordinated supply of 275 MT Sweetened Condensed Milk and10.86 MT Butter Tinned valued at about Rs. 2.33 crore and Rs. 18.10 lakhs respectively, to the Indo-Tibetan Border Police.
Carrying & Forwarding agency: To honour its commitment to the milk producers, NCDFI is functioning as 'carrying & forwarding agency' of Frosen Semen Doses (FSDs) produced by Sabarmati Ashram Gaushala (SAG), Bidaj and Animal Breeding Centre (ABC), Salon. Both these organizations function under the technical guidance of National Dairy Development Board (NDDB).
The Central Monitoring Committee constituted by the Government of India awarded 'A' Grade to both SAG and ABC sperm stations. Both SAG and ABC are the most modern Semen Production Stations in the country with the most sophisticated semen processing equipment to produce frozen semen adhering to stringent quality control tests. M/s BVQI, an internationally reputed certifying agency, accredited SAG with ISO 9001:2000 certification for production, processing and supply of FSDs.
During the year 2007-2008, NCDFI has coordinated sale of 67.5 lakh FSDs produced by SAG and ABC.
Coordination with Railway Board/ IRCTC for allotment of milk parlours:
Since 2005, NCDFI has been working in coordination with the IRCTC/ Indian Railways for allotment of parlours at railway platforms to the dairy cooperatives. The move has two objectives; first to make available quality milk products at reasonable prices for consumption of railway commuters and second to provide much needed boost to the milk cooperatives to expand their market. As on 31 March 2007, IRCTC had awarded 469 stalls to various milk federations/unions.
Exploring New Markets
NCDFI has been coordinating supplies of milk and dairy products from its member cooperatives to the Defence Services and ITBP for a long time. Defence Services follow stringent quality checks prior to accepting products supplied by dairy cooperatives. The quality test results are shared with the supplying cooperatives and feed backs are also received at later stages of consumption. As a part of product development process, the authorities discuss and share thoughts on improving product quality, keeping quality features, taste, etc. Apart from the privilege and the business interests, cooperatives who have been consistently supplying to these institutions have had tangible and intangible benefits from this arrangement. For small district milk unions it served the purpose of having an assured market for their milk and milk products. For some, it helped in capacity building, consistently improving quality of products, in creating good will and also in expanding to other institutional markets.
In the present business environment, no progressive business enterprise can think of neglecting the importance of consumer feed back. Hence supplies to the Defence Services or any such institution might be viewed as an opportunity for consumer feed back and research and development exercise by NCDFI member cooperatives. There are still many potential markets yet to be explored by dairy cooperatives. With a collective approach, these could be explored by NCDFI for the benefit of its member cooperatives. NCDFI is putting its efforts to extend similar arrangements that it has with the Defence Services, to some other institutions of national importance. If these efforts bear fruits, it will benefit every district level processing unit to have a share in these markets.
D. V. Ghanekar
M.D., National Cooperative Dairy Federation of India
From Sahakar Srijan
India lives in villages. Over 60 percent of rural population are employed in agriculture and related industries. Dairying is an important contributor to the agricultural output of India. Milk production is an important rural activity in India providing supplementary income and employment to millions of rural households. According to latest survey by National Sample Survey Organization, the estimated employment in animal husbandry sector was 11.44 million in principal status and 11.01 million in subsidiary status. The total 22.4 5 million employment generation by this sector comes to 5.50% of the total working population of the country. During 2006-07, the contribution to the GDP from milk alone was Rs. 14,43,860 million which was higher than paddy, wheat and sugarcane in that order.
According to 2003 census, India has 19.74 million crossbred female cattle, 82.96 million female indigenous cattle and 80.03 million female buffaloes. Total production during the year 2003-04 was 84.37 million tones.
Today, India has emerged as the World's largest producer of milk. The worldwide milk production in 2007 is estimated at 676 million tonnes, out of which India's production is estimated at 102 million tones. In 1970, per capita availability of milk in India was about 107 grams per day. This is expected to reach 246 gms per day in the year 2007-08 against a world average 265 gms per day.
Total dairy plants registered under Milk & Milk Products Order 1992 (MMPO) as on March 31, 2004 was 748 with a capacity of 81.38 million litres per day out of which 232 plants with a capacity of 32.9 million litres per day belong to cooperatives. Out of this, more than 100 dairy plants are accredited as ISO 9000:2000 series, and about 80 plants also have the HACCP certification.
Share of cooperatives in dairy development
Cooperatives play an important role in the development of the Indian dairy sector. Today cooperative movement in India is one of the largest movements in the world. They are engaged in milk production, procurement, processing and marketing. Cooperative milk business comes from small producers with an average herd size of just about 2 animals, small and marginal farmers (2 hectares' land holding) together with the landless, account for more than 75 per cent of those 13 million rural milk producers who raise 60 per cent of the cattle. The dairy co-operative system represents more than 13 million dairy farmers affiliated to about 12.2 million primary cooperative societies, which sell their product to one of 198 milk producers' cooperative unions/dairies, which in turn, are supported by state cooperative milk marketing federations.
Average milk procurement by dairy cooperatives during 2007-08 was about 22.5 million kg per day with an increase of 4 per cent over 2006-07. And the average milk marketing by dairy cooperatives during 2007-08 was about 19.1 million litres per day as against 18.1 million liters per day during 2006-07, registering an increase of 6 percent.
Brief History of NCDFI
National Cooperative Dairy Federation of India (NCDFI) was registered on 7th December, 1970 under the Bombay Cooperative Societies Act (VII of 1925) as extended to the Union Territory of Delhi with its head office at New Delhi with the objects of (i) to promote the dairy industry on cooperative lines; and (ii) to co-ordinate, help, develop and facilitate the working of the dairy cooperatives. In December 86, to gain locational advantage, the NCDFI shifted head quarters from Delhi to Anand, the milk capital of India.
In April 1987, the NCDFI's By-laws were amended to bring it under the provisions of the Multi State Cooperative Societies Act. The by-laws of NCDFI were also amended to limit membership to federal dairy cooperatives of the states and union territories and the NDDB.
As a part of its networking strategy, the NCDFI broad based its membership in December 90 to include the cooperative oilseeds growers federations as its members. NCDFI functions as the umbrella organization for more than 129.64 lakh farmers/rural families, who are the members of about 1.22 lakh primary cooperative societies federated into 198 district cooperative unions that are in turn affiliated to their respective state federations Report on operations of NCDFI During the year 2007-08, NCDFI continued to coordinate marketing and offered other services in a need based manner. The highlights include:
Milk: NCDFI coordinated supply of about 5.44 crore litres of liquid milk valued at about Rs. 98 crore and butter fresh valued at about Rs. 11 crore from the cooperative dairies to about 200 Defence Units which include ASC Depots, Air Force Stations and Military Farms under the Ministry of Defence (MoD). NCDFI also coordinated supply of about 2.2 crore litres of tetra pack milk to various Defence Units in Eastern, Western, Northern and Southern Commands valued at about Rs. 63 crore.
Milk Products: During the year, sale of about 4,100 MT of milk products valued at about Rs. 60.56 crore was coordinated by the NCDFI on behalf of its members to the MoD. The products sold include Whole Milk Powder, Butter Tinned, Ghee, Cheese Tinned, and Sweetened Condensed Milk. NCDFI also coordinated supply of 275 MT Sweetened Condensed Milk and10.86 MT Butter Tinned valued at about Rs. 2.33 crore and Rs. 18.10 lakhs respectively, to the Indo-Tibetan Border Police.
Carrying & Forwarding agency: To honour its commitment to the milk producers, NCDFI is functioning as 'carrying & forwarding agency' of Frosen Semen Doses (FSDs) produced by Sabarmati Ashram Gaushala (SAG), Bidaj and Animal Breeding Centre (ABC), Salon. Both these organizations function under the technical guidance of National Dairy Development Board (NDDB).
The Central Monitoring Committee constituted by the Government of India awarded 'A' Grade to both SAG and ABC sperm stations. Both SAG and ABC are the most modern Semen Production Stations in the country with the most sophisticated semen processing equipment to produce frozen semen adhering to stringent quality control tests. M/s BVQI, an internationally reputed certifying agency, accredited SAG with ISO 9001:2000 certification for production, processing and supply of FSDs.
During the year 2007-2008, NCDFI has coordinated sale of 67.5 lakh FSDs produced by SAG and ABC.
Coordination with Railway Board/ IRCTC for allotment of milk parlours:
Since 2005, NCDFI has been working in coordination with the IRCTC/ Indian Railways for allotment of parlours at railway platforms to the dairy cooperatives. The move has two objectives; first to make available quality milk products at reasonable prices for consumption of railway commuters and second to provide much needed boost to the milk cooperatives to expand their market. As on 31 March 2007, IRCTC had awarded 469 stalls to various milk federations/unions.
Exploring New Markets
NCDFI has been coordinating supplies of milk and dairy products from its member cooperatives to the Defence Services and ITBP for a long time. Defence Services follow stringent quality checks prior to accepting products supplied by dairy cooperatives. The quality test results are shared with the supplying cooperatives and feed backs are also received at later stages of consumption. As a part of product development process, the authorities discuss and share thoughts on improving product quality, keeping quality features, taste, etc. Apart from the privilege and the business interests, cooperatives who have been consistently supplying to these institutions have had tangible and intangible benefits from this arrangement. For small district milk unions it served the purpose of having an assured market for their milk and milk products. For some, it helped in capacity building, consistently improving quality of products, in creating good will and also in expanding to other institutional markets.
In the present business environment, no progressive business enterprise can think of neglecting the importance of consumer feed back. Hence supplies to the Defence Services or any such institution might be viewed as an opportunity for consumer feed back and research and development exercise by NCDFI member cooperatives. There are still many potential markets yet to be explored by dairy cooperatives. With a collective approach, these could be explored by NCDFI for the benefit of its member cooperatives. NCDFI is putting its efforts to extend similar arrangements that it has with the Defence Services, to some other institutions of national importance. If these efforts bear fruits, it will benefit every district level processing unit to have a share in these markets.
D. V. Ghanekar
M.D., National Cooperative Dairy Federation of India
From Sahakar Srijan
The Mulkanoor Cooperative Rural Bank and Marketing Society, Mulkanoor
The Mulkanoor Cooperative Rural Bank and Marketing Society, Mulkanoor
Mandal: Bheemadevarapally, District: Karimnagar (Andhra Pradesh)
A drop that became an ocean...
OUR HISTORY:
India became independent in 1947. Leaders of Independent India believed that progress was possible only if the Indian people participated actively in planning and development of their own lives.
The Panchayatraj system of local self-governance was promoted so that politically, India would develop-into a truly democratic nation accountable to its people.
Along side the Panchayatraj system, people with common needs were encouraged to form cooperatives, so that they could, with mutual support, address their own economic and social problems.
Several cooperatives were formed, many in rural areas, in the 1950s. Midway through the 50s, however, it was noticed that many of these agricultural cooperatives were too small to ever become financially viable.
People were, then, encouraged to form large, more viable co- operatives. In the village of Mulkanoor, too, people began to speak of the possibility of cooperation. While there was much scepticism initially, after a series of meetings amongst potential members, 375 individuals from 14 villages came along within a 10 km radius to form Mulkanoor Cooperative Rural Bank. The founder Shri A.K. Vishwanatha Reddy, then a young man of 30 years, collected a total share capital of Rs. 2300. Many of the older farmers, even while contributing to the share capital told him that while they appreciated his sincerity, they didn't expect to see their money back!
That our cooperative has not just survived, but has moved from strength to strength, is history now.
OUR MISSION:
Poor soils, lack of irrigation facilities, of electricity, of communication facilities, of access to finance except at usurious rates, of access to inputs, of remunerative price for agricultural produce, of information, of self confidence were all part of the Mulkanoor of the early 50s.
Farmers could not invest in farm development even if they wanted to, mainly because finance which was available would have been at such a cost that the fruits of labour or the additional investment would never have been theirs. Laborers migrated to neighboring states in search of work.
Under these circumstances, the Mulkanoor Cooperative Rural Bank set out to:
1. Ensure that members of cooperative became optimal agricultural producers receiving fair financial returns for their production.
2. Ensure that others dependent on agriculture would find enough work within the villages, to leave the area, only by choice and not in distress.
The cooperative method was chosen to achieve these primary objectives because, it was felt that only through mutual cooperation it was possible to turn the villages from a situation of poverty to a state where people could live and work with dignity, where it was possible for all to live by their work and for the poor to consolidate and develop what they had – not to lose it to indifferent nature of a usurping man.
Our Cooperative ensures
1. That membership is voluntary and open to those who need the main services.
2. That management is democratic.
3. That share capital receives no special privileges.
4. That surplus is distributed equitably.
5. That members and others know about cooperative democracy and business.
6. That we actively work with other genuine co-operatives in order to create a favorable environment of growth for all.
7. That it participates in social activates.
Our Services:
We began serving our members very modestly in 1956-57. In our first year, we gave out short term crop loans to the tune of Rs. 32,000 and at harvest time we carefully recovered the loans. From then on, there was no looking back. Today we offer our members a wide variety of services—services which they need, provided in a manner which they define. Our services, today, can broadly be classified as financial services, input supply services, produce marketing services consumer services and Welfare services.
BONUS, DIVIDEND AND OTHER BENEFITS TO MEMBERS 2007-08
The society is paying bonus to members on their agricultural produce procured by it every year in addition to the market value depending upon the profit earned. Four decades back payment of bonus started with Rs.10 and is increasing year after year. During the year 2008- 09 bonus paid is Rs. 100 per quintals on B.P.T Paddy, Non B.P.T. Paddy Rs. 75, Cotton Rs. 200 and paddy seed Rs. 75. Total Bonus paid is Rs. 144.45 Lakhs.
Similarly, dividend 15% and interest on thrif deposits 9% (on par with rate of interest collected on seasonal agricultural loans) is being paid.
A statement showing the benefits given to farmer members is shown in the ANNEXURE-II.
The activities of the society increased year after year. During the tenure of the present president Sri A. Praveen Reddy, turnover of the society increased 17 times, as compared to his assumption in the year 1987.
A Brief statement showing the financial details for the year 2007-08 are shown in ANNEXURE-I
STRUCTURE :
· Registered under A.P. Act 1964 in the year 1956.
· Converted to A.P.M.A.C.S. Act 1995 in the year 1995.
· General Body consists of 6048 Members
· Managing Committee consists of 15
· President
· General Manger & Employees –110
Finances:
Main Sources
· Our Members
· State Bank of Hyderabad
· National Cooperative Development Corporation, New Delhi
· Government of Andhra Pradesh
Financing bank:
· Up to 1965-69 - District Cooperative Central Bank
· From 1969 - State Bank of Hyderabad.
The area of operation of this cooperative is rural and agri based. Out of 6410 members, small and marginal farmers are 5242. Small & marginal farmers constitute 82% of the total membership of the cooperative. This cooperative has encouraged the members to start agribusinesses and arranged technical and scientific advise. The cooperative is having 4 agriculture graduates, 3 qualified mechanics to render necessary service to the members to improve their skill development. Apart from regular guidance to the farmers alongwith the agriculture and technical staff of the cooperative, eminent scientists in agriculture, horticulture, animal husbandry are invited every year and group meetings are conducted in the premises of the cooperative and also field visits arranged. Under the member education programme, the farmers are taken to various exhibitions and meats to enlighten them about new scientific varieties, trends etc.
Dr. V. Kurian, founder Chairman of the National Dairy Development Board has cited the example of our cooperatives as:
If there were 41,000 Mulkanoors in India, it would have been enough to serve all our villages. Since, Mulkanoor Cooperative employs 110 people, 41,000 Mulkanoors would provide full time employment for 45 lakhs rural people. Mulkanoor's members have raised Rs. 115 lakhs of share capital; 41,000 Mulkanoors would have mobilized Rs. 47,150 Crores of rural capital. Mullkanoor's members have saved Rs. 600 Lakh; 41,000 Mulkanoors would have mobilized rural saving deposits of almost Rs. 2,50,000 Crores. Mulkanoor has reserves of Rs. 570 Lakh; 41,000 Mulkanoors would have amassed reserves of Rs. 2,33,000 Crores and create rural capital base of Rs. 5,00,000 Crores.
P.N. Haksar, Vice Chairman, Planning Commission of India, who visited the society in 1973, observed that
“Ye Mulkanoor nahin hai, Ye mulk ka noor Hai”
“This is not Mulkanoor. It is the light of the nation."
A.K. VISHWANATHA REDDY RURAL DEVELOPMENT SOCIETY – MULKANOOR.
The management and members of the society felt that there is much to be done in the field of Rural Development. Therefore, separate independent society was registered and is functioning.
Initially, it started Junior College followed by Degree College. Functioning of these colleges helped small and marginal farmers and weaker section community children to pursue their studies in higher education, Hitherto, such facilities were not available in this rural area.
During the year 2007-08, the strength of the college was 730. Out of it, girl students were 394 (54%). Result of pass in Degree college is 55.43% and intermediate 60.26%.
The watershed programmes have been commenced with the financial assistance of NABARD. At present, two schemes are in pipe line. The aim is to implement watershed programmes in 14 villages of area of operation of the society, wherever feasible.
REASONS FOR SUCCESS:
· No outside interference in functioning of the Cooperative.
· Dedicated, honest and professional management.
· Strict & timely recovery.
· Timely & sufficient lendings, supply of inputs.
· Linking of credit with marketing.
· Lendings to agribusiness activities
· Supply of improved seeds
· Implementation of Welfare Measures including Insurance Services.
· Declaration of dividends to members every year @ 15%.
· Distribution of surplus
· Patronage to social activities
· Constant built in strong internal resources.
· Work and service culture of employees.
· Efficient marketing management.
· Good will and patriotism of members
INSIGHTS :
The main objective among others, of the Primary agriculture cooperative is, to meet the agriculture and allied needs of the farming community, In India 75% of Agriculture families, consist of small & marginal farmers. The cooperatives can play a vital role in encouraging the agriprenuers and provide training and guidance in skill development in the sectors of agriculture, seed production, horticulture, medicinal and aromatic plants, farm mechanism, sheep rearing, dairy development. The cooperative with strong internal resources coupled with external finances can help small in their entrepreneurship and also skill development these. efforts will contribute for development of the nation, if not in a big way but to a considerable extent.
Apart from these direct services, we think our coop. Has contributed very significantly to the provision of work opportunity to all.
Mulknoor believes and practices that a successful cooperative must be good in adherence to cooperative principles – namely democratic governance and accountability to membership and at the same time, it must be equally good in its business – practices and performance.
If you are looking for an inspiring example to emulate: take the road to Mulkanoor.
Annexure- I Statement Showing The Benefits Provided To The Farmer Members During The Year 2007-08
Sl.No. Details Amount Rs.(in lacs)
1.2.3.4.5.6.7.8. Welfare servicesBonus on paddy purchasedBonus on paddy seedBonus on cottonInterest rebate received from state government for promptrepayment of loans by membersMargin Money & subsidy received by members from various development agenciesDevidend paid on share capital of members 15%Interest paid on thrift deposits of member 9% (at par with the interest collected from members on crop loans) 83.8976.2733.4523.6738.8099.0051.6369.93
Status of Society as on 31-03-3008
Sl.No. Details
1.2.3. MembersEmployeesNet Profit (surplus) 6410110130.89 lacs
Financial Services LoansRs. In Lakhs
Short term loan -Loans for various cropsMedium term loan - deepening of wells, installation of pumpsets, laying of pipe line, poultry, dairy, sheep rearing, solar lanterns, cranes, power tillers, LP Gas, sprinklers, trailers, pipe lines, power sprayers, sericulture, individual latrines etc.) personal loan, 18 kinds of loans.Long Term Loans - Tractors, Harvester, Orchards etc.Other Loans - (For Technical education, Chronic diseases, marriage of girls etc.)TotalMembers Funds - Share Capital- Thrift Deposits- Other deposits (FD. S.D & C.A) 1576.75290.97249.021893.424010.18334.23834.11989.39
Inputs Supply Services
- Supply of Fertilizers, Pesticides, Seeds Sprayers, Pumpsets, Accessories, Pipe Lines, Seedlings of Orchards, Poultry, Feed and Medicines, Diesel.- Technical Services to Farmers by our Agricultural Officers, 1320.18
Marketing Services —Value addition to produce- Procurement of Paddy produce from its members- Processing of paddy and selling by products (i.e.) Rice, Broken rice, born etc.- Procurement of Cotton and ginning- Procurement of maize- Production of paddy seed, processing & marketing- Procurement & sale of maize 4105.25
Consumer Services
- Cloth, Cosmetics, Food grains and edible & non edible article.- Fair Price Shops (PDS) 272.03
Welfare Services
- Electrification in Villages- Providing drinking water in villages by bore wells- Family Planning Camps, Eye Camps- Insurance Services through LIC, GIC- Mutual Family Welfare Fund- Funeral Expenses- Janatha Accident Policy- Scholarships to Students- Electric Motors Insurance- Loan Insurance Scheme to the extent of Crop Loan- Statement showing details of welfare activities
Annexure-II Statement showing details of welfare activitiesundertaken during the year 2007-08
S.No. Details No. of members InsurancePremium Claims Received/benefits paid(in lacs)
1.2.3.4. 5. 6.7.8.9. 10. Funeral expenses to the deceased members and their spouses (1500 cash + 50 Kg. of Rice from own funds of the society)Welfare fund scheme (from each member Rs. 500 Minimum and Rs. 1250 maximum, will be collected depending upon land holdings @ Rs. 125 per acre at one time. On expiry of member 20 times of Welfare fund deposits will be paid to the legal heirs of deceased members.Group Insurance Policy (Janashree Beema Yojana policy) covering all the members. Entire premium is born by the SocietyA. Life Insurance linked with crop loan (JBY) under this scheme. On expiry of member, his crop loan to the extent of Rs. 25,000/- will be waived off by seeking reimbursement from insurance companyB. Under this scheme (JBY) the children studying in class 9th to12th (limiting to two children) will be paid scholarships@ Rs. 1200/- per studentA. Master policy for Janatha Accident Policy covering all members. Premium born by society. Coverage of accident Rs. 50,000 and Rs. 25,000B. Claim under Janatha Accident Policy IFFCO @ Kribhco Tokyo insurance (After purchase of fertilizers, if farmer met with accident and expires, risk is covered under this scheme. Coverage Rs. 400 per bag to the maximum extent of Rs. 1 LakhA. Insurance to cows, buffalows, from own fundsB. Claims receivedA. Insurance to electric motors (Premium for 3 years)B. Claims received from insuranceA. Individual life insurance coveredB. Claims receivedi. deceased memberii. maturity of policesA. Micro Insurance Scheme (Jeevan Madhu)B. Claims received under micro insurance (Jeevan Madhur Scheme)A. National Health Insurance SchemeB. Claims received 1331076250106135All members2818653769235175256410815190931 ----23.05----6.43----29.48--0.48--5.77----11.41--5.70-- 2.7612.76--14.1816.36--1.253.72--1.76--0.68--4.5014.60--0.67--1.87
Total -- 61.14 84.02
Liabilities
S. No. Details Amount Rs. (in lacs)
1.2.3.4.5.6.7.8.9. Share capital of membersDeposits of members (thrift)Deposits of non members (F.D, S.D, C.A)Reserve fundOther reservesLoan received from BankCash credit Account with BankPayablesNet Profit 344.23834.11989.39470.212,920.702,219.81356.48383.03130.89
Assets
S. No. Details Amount Rs. (in lacs)
1.2.3.4.5.6.7.8. Shares in other institutionsInvestments in other institutionsLoans due from membersProperties of the societyReceivablesValue of closing stockCash in HandTotalOver due percentage 679.212,822.532,932.751,085.27387.01718.9723.118,648.8511%
Business turnover during 2007–08
S. No. Details Amount Rs. (in lacs)
1.2.3.4.5.6. Loans to membersSale of Agriculture ProduceInput salesSales of consumer activitiesHire chargesTotal turnover 4,010.184,105.251,320.19272.0339.239,746.8
AWARDS
(Late) Sri A.K. Vishwanatha Reddy (President from 1956 to 1985)
Year Details Institution (Award from)
198119871992 Manager of the year – 1981In recognition of services rendered toCDF as Trustee memberFelicitation for the services Rendered to coop. movement Hyderabad Management AssociationCooperative Development Foundation-HyderabadPeddi Reddy Thimma Reddy Farm Foundation, Hyderabad
Sri A. Praveen Reddy (President from 1987)
Year Details Institution (Award from)
2004200420052005200620062007 Citation in recognition of services rendered to agricultureBest Cooperator AwardUttama Sahakara Sangam PuraskaramKribhco Sahakaritha VibhushanAwardModel Co-operativeGood Working CooperativeFelicitated in recognition of services rendered to farmers Honorable Minister for Agriculture, Govt. of Andhra Pradesh Sri Raghu Veera Reddy.On the occation of centenary celebrations of Coop.Movement in IndiaPresented by Dr. Y.S. Rajasekar Reddy, Hon'ble Chief Minister, Govt. of A.P.APS Coop. Union & APS Coop. Urban Banks Federation.Krishak Bharathi Cooperative Ltd., (KRIBHCO) New Delhi.Sahakar Bharati, MumbaiNational Cooperative Union and National Council for Coop. Training, New DelhiInauguration of RYTHU LOKAM, Monthly Magazine, Hyderabad
REASONS FOR SUCCESS of "Mulkanoor Cooprative Rural Bank & Mkt. Society Ltd."· No outside interference in functioning of the Cooperative.· Dedicated, honest and professional management.· Strict & timely recovery.· Timely & sufficient lendings, supply of inputs.· Linking of credit with marketing.· Lendings to agribusiness activities· Supply of improved seeds· Implementation of Welfare Measures including Insurance Services. · Declaration of dividends to members every year @ 15%.· Distribution of surplus· Patronage to social activities· Constant built in strong internal resources.· Work and service culture of employees.· Efficient marketing management.· Good will and patriotism of members
A. Praveen Reddy
President
Mandal: Bheemadevarapally, District: Karimnagar (Andhra Pradesh)
A drop that became an ocean...
OUR HISTORY:
India became independent in 1947. Leaders of Independent India believed that progress was possible only if the Indian people participated actively in planning and development of their own lives.
The Panchayatraj system of local self-governance was promoted so that politically, India would develop-into a truly democratic nation accountable to its people.
Along side the Panchayatraj system, people with common needs were encouraged to form cooperatives, so that they could, with mutual support, address their own economic and social problems.
Several cooperatives were formed, many in rural areas, in the 1950s. Midway through the 50s, however, it was noticed that many of these agricultural cooperatives were too small to ever become financially viable.
People were, then, encouraged to form large, more viable co- operatives. In the village of Mulkanoor, too, people began to speak of the possibility of cooperation. While there was much scepticism initially, after a series of meetings amongst potential members, 375 individuals from 14 villages came along within a 10 km radius to form Mulkanoor Cooperative Rural Bank. The founder Shri A.K. Vishwanatha Reddy, then a young man of 30 years, collected a total share capital of Rs. 2300. Many of the older farmers, even while contributing to the share capital told him that while they appreciated his sincerity, they didn't expect to see their money back!
That our cooperative has not just survived, but has moved from strength to strength, is history now.
OUR MISSION:
Poor soils, lack of irrigation facilities, of electricity, of communication facilities, of access to finance except at usurious rates, of access to inputs, of remunerative price for agricultural produce, of information, of self confidence were all part of the Mulkanoor of the early 50s.
Farmers could not invest in farm development even if they wanted to, mainly because finance which was available would have been at such a cost that the fruits of labour or the additional investment would never have been theirs. Laborers migrated to neighboring states in search of work.
Under these circumstances, the Mulkanoor Cooperative Rural Bank set out to:
1. Ensure that members of cooperative became optimal agricultural producers receiving fair financial returns for their production.
2. Ensure that others dependent on agriculture would find enough work within the villages, to leave the area, only by choice and not in distress.
The cooperative method was chosen to achieve these primary objectives because, it was felt that only through mutual cooperation it was possible to turn the villages from a situation of poverty to a state where people could live and work with dignity, where it was possible for all to live by their work and for the poor to consolidate and develop what they had – not to lose it to indifferent nature of a usurping man.
Our Cooperative ensures
1. That membership is voluntary and open to those who need the main services.
2. That management is democratic.
3. That share capital receives no special privileges.
4. That surplus is distributed equitably.
5. That members and others know about cooperative democracy and business.
6. That we actively work with other genuine co-operatives in order to create a favorable environment of growth for all.
7. That it participates in social activates.
Our Services:
We began serving our members very modestly in 1956-57. In our first year, we gave out short term crop loans to the tune of Rs. 32,000 and at harvest time we carefully recovered the loans. From then on, there was no looking back. Today we offer our members a wide variety of services—services which they need, provided in a manner which they define. Our services, today, can broadly be classified as financial services, input supply services, produce marketing services consumer services and Welfare services.
BONUS, DIVIDEND AND OTHER BENEFITS TO MEMBERS 2007-08
The society is paying bonus to members on their agricultural produce procured by it every year in addition to the market value depending upon the profit earned. Four decades back payment of bonus started with Rs.10 and is increasing year after year. During the year 2008- 09 bonus paid is Rs. 100 per quintals on B.P.T Paddy, Non B.P.T. Paddy Rs. 75, Cotton Rs. 200 and paddy seed Rs. 75. Total Bonus paid is Rs. 144.45 Lakhs.
Similarly, dividend 15% and interest on thrif deposits 9% (on par with rate of interest collected on seasonal agricultural loans) is being paid.
A statement showing the benefits given to farmer members is shown in the ANNEXURE-II.
The activities of the society increased year after year. During the tenure of the present president Sri A. Praveen Reddy, turnover of the society increased 17 times, as compared to his assumption in the year 1987.
A Brief statement showing the financial details for the year 2007-08 are shown in ANNEXURE-I
STRUCTURE :
· Registered under A.P. Act 1964 in the year 1956.
· Converted to A.P.M.A.C.S. Act 1995 in the year 1995.
· General Body consists of 6048 Members
· Managing Committee consists of 15
· President
· General Manger & Employees –110
Finances:
Main Sources
· Our Members
· State Bank of Hyderabad
· National Cooperative Development Corporation, New Delhi
· Government of Andhra Pradesh
Financing bank:
· Up to 1965-69 - District Cooperative Central Bank
· From 1969 - State Bank of Hyderabad.
The area of operation of this cooperative is rural and agri based. Out of 6410 members, small and marginal farmers are 5242. Small & marginal farmers constitute 82% of the total membership of the cooperative. This cooperative has encouraged the members to start agribusinesses and arranged technical and scientific advise. The cooperative is having 4 agriculture graduates, 3 qualified mechanics to render necessary service to the members to improve their skill development. Apart from regular guidance to the farmers alongwith the agriculture and technical staff of the cooperative, eminent scientists in agriculture, horticulture, animal husbandry are invited every year and group meetings are conducted in the premises of the cooperative and also field visits arranged. Under the member education programme, the farmers are taken to various exhibitions and meats to enlighten them about new scientific varieties, trends etc.
Dr. V. Kurian, founder Chairman of the National Dairy Development Board has cited the example of our cooperatives as:
If there were 41,000 Mulkanoors in India, it would have been enough to serve all our villages. Since, Mulkanoor Cooperative employs 110 people, 41,000 Mulkanoors would provide full time employment for 45 lakhs rural people. Mulkanoor's members have raised Rs. 115 lakhs of share capital; 41,000 Mulkanoors would have mobilized Rs. 47,150 Crores of rural capital. Mullkanoor's members have saved Rs. 600 Lakh; 41,000 Mulkanoors would have mobilized rural saving deposits of almost Rs. 2,50,000 Crores. Mulkanoor has reserves of Rs. 570 Lakh; 41,000 Mulkanoors would have amassed reserves of Rs. 2,33,000 Crores and create rural capital base of Rs. 5,00,000 Crores.
P.N. Haksar, Vice Chairman, Planning Commission of India, who visited the society in 1973, observed that
“Ye Mulkanoor nahin hai, Ye mulk ka noor Hai”
“This is not Mulkanoor. It is the light of the nation."
A.K. VISHWANATHA REDDY RURAL DEVELOPMENT SOCIETY – MULKANOOR.
The management and members of the society felt that there is much to be done in the field of Rural Development. Therefore, separate independent society was registered and is functioning.
Initially, it started Junior College followed by Degree College. Functioning of these colleges helped small and marginal farmers and weaker section community children to pursue their studies in higher education, Hitherto, such facilities were not available in this rural area.
During the year 2007-08, the strength of the college was 730. Out of it, girl students were 394 (54%). Result of pass in Degree college is 55.43% and intermediate 60.26%.
The watershed programmes have been commenced with the financial assistance of NABARD. At present, two schemes are in pipe line. The aim is to implement watershed programmes in 14 villages of area of operation of the society, wherever feasible.
REASONS FOR SUCCESS:
· No outside interference in functioning of the Cooperative.
· Dedicated, honest and professional management.
· Strict & timely recovery.
· Timely & sufficient lendings, supply of inputs.
· Linking of credit with marketing.
· Lendings to agribusiness activities
· Supply of improved seeds
· Implementation of Welfare Measures including Insurance Services.
· Declaration of dividends to members every year @ 15%.
· Distribution of surplus
· Patronage to social activities
· Constant built in strong internal resources.
· Work and service culture of employees.
· Efficient marketing management.
· Good will and patriotism of members
INSIGHTS :
The main objective among others, of the Primary agriculture cooperative is, to meet the agriculture and allied needs of the farming community, In India 75% of Agriculture families, consist of small & marginal farmers. The cooperatives can play a vital role in encouraging the agriprenuers and provide training and guidance in skill development in the sectors of agriculture, seed production, horticulture, medicinal and aromatic plants, farm mechanism, sheep rearing, dairy development. The cooperative with strong internal resources coupled with external finances can help small in their entrepreneurship and also skill development these. efforts will contribute for development of the nation, if not in a big way but to a considerable extent.
Apart from these direct services, we think our coop. Has contributed very significantly to the provision of work opportunity to all.
Mulknoor believes and practices that a successful cooperative must be good in adherence to cooperative principles – namely democratic governance and accountability to membership and at the same time, it must be equally good in its business – practices and performance.
If you are looking for an inspiring example to emulate: take the road to Mulkanoor.
Annexure- I Statement Showing The Benefits Provided To The Farmer Members During The Year 2007-08
Sl.No. Details Amount Rs.(in lacs)
1.2.3.4.5.6.7.8. Welfare servicesBonus on paddy purchasedBonus on paddy seedBonus on cottonInterest rebate received from state government for promptrepayment of loans by membersMargin Money & subsidy received by members from various development agenciesDevidend paid on share capital of members 15%Interest paid on thrift deposits of member 9% (at par with the interest collected from members on crop loans) 83.8976.2733.4523.6738.8099.0051.6369.93
Status of Society as on 31-03-3008
Sl.No. Details
1.2.3. MembersEmployeesNet Profit (surplus) 6410110130.89 lacs
Financial Services LoansRs. In Lakhs
Short term loan -Loans for various cropsMedium term loan - deepening of wells, installation of pumpsets, laying of pipe line, poultry, dairy, sheep rearing, solar lanterns, cranes, power tillers, LP Gas, sprinklers, trailers, pipe lines, power sprayers, sericulture, individual latrines etc.) personal loan, 18 kinds of loans.Long Term Loans - Tractors, Harvester, Orchards etc.Other Loans - (For Technical education, Chronic diseases, marriage of girls etc.)TotalMembers Funds - Share Capital- Thrift Deposits- Other deposits (FD. S.D & C.A) 1576.75290.97249.021893.424010.18334.23834.11989.39
Inputs Supply Services
- Supply of Fertilizers, Pesticides, Seeds Sprayers, Pumpsets, Accessories, Pipe Lines, Seedlings of Orchards, Poultry, Feed and Medicines, Diesel.- Technical Services to Farmers by our Agricultural Officers, 1320.18
Marketing Services —Value addition to produce- Procurement of Paddy produce from its members- Processing of paddy and selling by products (i.e.) Rice, Broken rice, born etc.- Procurement of Cotton and ginning- Procurement of maize- Production of paddy seed, processing & marketing- Procurement & sale of maize 4105.25
Consumer Services
- Cloth, Cosmetics, Food grains and edible & non edible article.- Fair Price Shops (PDS) 272.03
Welfare Services
- Electrification in Villages- Providing drinking water in villages by bore wells- Family Planning Camps, Eye Camps- Insurance Services through LIC, GIC- Mutual Family Welfare Fund- Funeral Expenses- Janatha Accident Policy- Scholarships to Students- Electric Motors Insurance- Loan Insurance Scheme to the extent of Crop Loan- Statement showing details of welfare activities
Annexure-II Statement showing details of welfare activitiesundertaken during the year 2007-08
S.No. Details No. of members InsurancePremium Claims Received/benefits paid(in lacs)
1.2.3.4. 5. 6.7.8.9. 10. Funeral expenses to the deceased members and their spouses (1500 cash + 50 Kg. of Rice from own funds of the society)Welfare fund scheme (from each member Rs. 500 Minimum and Rs. 1250 maximum, will be collected depending upon land holdings @ Rs. 125 per acre at one time. On expiry of member 20 times of Welfare fund deposits will be paid to the legal heirs of deceased members.Group Insurance Policy (Janashree Beema Yojana policy) covering all the members. Entire premium is born by the SocietyA. Life Insurance linked with crop loan (JBY) under this scheme. On expiry of member, his crop loan to the extent of Rs. 25,000/- will be waived off by seeking reimbursement from insurance companyB. Under this scheme (JBY) the children studying in class 9th to12th (limiting to two children) will be paid scholarships@ Rs. 1200/- per studentA. Master policy for Janatha Accident Policy covering all members. Premium born by society. Coverage of accident Rs. 50,000 and Rs. 25,000B. Claim under Janatha Accident Policy IFFCO @ Kribhco Tokyo insurance (After purchase of fertilizers, if farmer met with accident and expires, risk is covered under this scheme. Coverage Rs. 400 per bag to the maximum extent of Rs. 1 LakhA. Insurance to cows, buffalows, from own fundsB. Claims receivedA. Insurance to electric motors (Premium for 3 years)B. Claims received from insuranceA. Individual life insurance coveredB. Claims receivedi. deceased memberii. maturity of policesA. Micro Insurance Scheme (Jeevan Madhu)B. Claims received under micro insurance (Jeevan Madhur Scheme)A. National Health Insurance SchemeB. Claims received 1331076250106135All members2818653769235175256410815190931 ----23.05----6.43----29.48--0.48--5.77----11.41--5.70-- 2.7612.76--14.1816.36--1.253.72--1.76--0.68--4.5014.60--0.67--1.87
Total -- 61.14 84.02
Liabilities
S. No. Details Amount Rs. (in lacs)
1.2.3.4.5.6.7.8.9. Share capital of membersDeposits of members (thrift)Deposits of non members (F.D, S.D, C.A)Reserve fundOther reservesLoan received from BankCash credit Account with BankPayablesNet Profit 344.23834.11989.39470.212,920.702,219.81356.48383.03130.89
Assets
S. No. Details Amount Rs. (in lacs)
1.2.3.4.5.6.7.8. Shares in other institutionsInvestments in other institutionsLoans due from membersProperties of the societyReceivablesValue of closing stockCash in HandTotalOver due percentage 679.212,822.532,932.751,085.27387.01718.9723.118,648.8511%
Business turnover during 2007–08
S. No. Details Amount Rs. (in lacs)
1.2.3.4.5.6. Loans to membersSale of Agriculture ProduceInput salesSales of consumer activitiesHire chargesTotal turnover 4,010.184,105.251,320.19272.0339.239,746.8
AWARDS
(Late) Sri A.K. Vishwanatha Reddy (President from 1956 to 1985)
Year Details Institution (Award from)
198119871992 Manager of the year – 1981In recognition of services rendered toCDF as Trustee memberFelicitation for the services Rendered to coop. movement Hyderabad Management AssociationCooperative Development Foundation-HyderabadPeddi Reddy Thimma Reddy Farm Foundation, Hyderabad
Sri A. Praveen Reddy (President from 1987)
Year Details Institution (Award from)
2004200420052005200620062007 Citation in recognition of services rendered to agricultureBest Cooperator AwardUttama Sahakara Sangam PuraskaramKribhco Sahakaritha VibhushanAwardModel Co-operativeGood Working CooperativeFelicitated in recognition of services rendered to farmers Honorable Minister for Agriculture, Govt. of Andhra Pradesh Sri Raghu Veera Reddy.On the occation of centenary celebrations of Coop.Movement in IndiaPresented by Dr. Y.S. Rajasekar Reddy, Hon'ble Chief Minister, Govt. of A.P.APS Coop. Union & APS Coop. Urban Banks Federation.Krishak Bharathi Cooperative Ltd., (KRIBHCO) New Delhi.Sahakar Bharati, MumbaiNational Cooperative Union and National Council for Coop. Training, New DelhiInauguration of RYTHU LOKAM, Monthly Magazine, Hyderabad
REASONS FOR SUCCESS of "Mulkanoor Cooprative Rural Bank & Mkt. Society Ltd."· No outside interference in functioning of the Cooperative.· Dedicated, honest and professional management.· Strict & timely recovery.· Timely & sufficient lendings, supply of inputs.· Linking of credit with marketing.· Lendings to agribusiness activities· Supply of improved seeds· Implementation of Welfare Measures including Insurance Services. · Declaration of dividends to members every year @ 15%.· Distribution of surplus· Patronage to social activities· Constant built in strong internal resources.· Work and service culture of employees.· Efficient marketing management.· Good will and patriotism of members
A. Praveen Reddy
President
Wednesday, August 4, 2010
Learn from one of the finest Institutes in India
Learn from one of the finest Institutes in India
VAMNICOM
The Vaikunth Mehta National Institute of Co-operative Management (VAMNICOM) was conceived as an intellectual nerve centre for the co-operative movement and has been functioning as the apex management training institute for over 50 years, catering to the management development, training, research and consultancy needs of various co-operative organizations, government departments and other national bodies.
The Institute was started as co-operative training college in 1947 and was renamed later, as National Co-operative Training College. In 1962, it was further given its name as National co- operative College and Research Institute (NCCRI).
In the year 1964, a High level working group appointed by the Government of India under the chairmanship of late Prof. D.R. Gadgil to assess the training needs of the co-operative sector, recommended the setting up of a National Institute which would undertake the training of senior personnel in the co-operative institutions/departments, conduct courses in business management for senior personnel in co- operative business organizations and train the youth on various facets of Management.
As a tribute to the memory of the great co-operative leader & Philosopher, Late Shri Vaikunth Mehta, the National Institute was named after him, as Vaikunth Mehta National Institute of Co- operative Management.
The mission of VAMNICOM is to facilitate building cadres of professional managers to main key positions in the ever growing number of co-operatives through management development, training, education, research and consultancy.
VAMNICOM is conducting a nine months Diploma Programme for the officers working in the co-operative sector for the last four decades and the 42nd batch is in session. This programme has been funded by Ministry of Agriculture, Government of India and recognized by Ministry of Human Resource Development, Government of India.
The PGDM programme, is a two year full time residential programme being conducted in this Institute for the fresh graduates from the year 1993. This programme has been approved by the AICTE and Association of Indian Universities as equivalent to MBA degree. This programme has been structured to serve the needs of the core sectors of our economy i.e. Agri business.
The institute is well equipped with A.C. classrooms with LCD facility, library with more than 45,000 books, covering all areas and subscribes over 325 journals. An air conditioned computer lab with 35 computers connected with Broadband Internet connectivity and provides accommodation facilities to all the students within the campus with twenty-four hours internet connection in the PGDM hostels. Our Institute is offering the courses which are full time and residential.
During the programme, the students learn to combine the use of technical skills with the understanding of the socio-cultural system to emerge as leaders in their respective fields and make significant contribution through management in all sectors of the society. Students evolve through a structured process that enables them to:
- Develop required conceptual base in the different subject areas of relevance.
- Acquire the relevant skills in using modern management tools and techniques.
- Develop application skills of appropriate management techniques in the context of agri business.
common for both the streams and focused on general management. In the second year the focus is on sect oral specialization.
The subjects like Sales and Distribution, Commodity Marketing, Risk Management and Derivatives, International Trade, Supply Chain Management are offered for the Agri Business Management students. In addition to the compulsory papers, the optional courses like Mergers and acquisitions, Taxation, Retailing, Management, Product and Brand Management and e-business are offered in fifth and sixth terms. We are offering risk management and derivative subject with the academic support of Multi Commodities Exchange (MCX).
The NCUI, New Delhi offers fellowship of Rs. 20,000/- each to twelve students on the basis of economic criteria and performance in the examination. Also the IFFCO, New Delhi awards scholarships of Rs. 15,000/- each to four SC and two ST candidates in a year.
During two year PGDM programme, the students are required to complete the summer internship after completing the first year programme. For this purpose, VAMNICOM has entered an MOU with National Institute of Co- operative Development, Sri Lanka for conducting collaborative Management Development Programmes, Research and Students Exchange Programme. Under this agreement, in addition to the conduct of collaborative Management Education Programmes, PGDM students o VAMNICOM are sent to Sri Lanka f or undertaking Summer Internship.
The final placement is almost 100% every year. All the students have been placed within three days during the placement week for the last two years. The programme has been adjudged as one among the top five sect oral B-schools in the country by recently published B- schools survey.
The entrance test for admission to PGDM 2009-2011 batch is scheduled at 15 centres all over the country on 1st February, 2009.
§ Prof. R.N. Reddy
From Sahakar Srijan
VAMNICOM
The Vaikunth Mehta National Institute of Co-operative Management (VAMNICOM) was conceived as an intellectual nerve centre for the co-operative movement and has been functioning as the apex management training institute for over 50 years, catering to the management development, training, research and consultancy needs of various co-operative organizations, government departments and other national bodies.
The Institute was started as co-operative training college in 1947 and was renamed later, as National Co-operative Training College. In 1962, it was further given its name as National co- operative College and Research Institute (NCCRI).
In the year 1964, a High level working group appointed by the Government of India under the chairmanship of late Prof. D.R. Gadgil to assess the training needs of the co-operative sector, recommended the setting up of a National Institute which would undertake the training of senior personnel in the co-operative institutions/departments, conduct courses in business management for senior personnel in co- operative business organizations and train the youth on various facets of Management.
As a tribute to the memory of the great co-operative leader & Philosopher, Late Shri Vaikunth Mehta, the National Institute was named after him, as Vaikunth Mehta National Institute of Co- operative Management.
The mission of VAMNICOM is to facilitate building cadres of professional managers to main key positions in the ever growing number of co-operatives through management development, training, education, research and consultancy.
VAMNICOM is conducting a nine months Diploma Programme for the officers working in the co-operative sector for the last four decades and the 42nd batch is in session. This programme has been funded by Ministry of Agriculture, Government of India and recognized by Ministry of Human Resource Development, Government of India.
The PGDM programme, is a two year full time residential programme being conducted in this Institute for the fresh graduates from the year 1993. This programme has been approved by the AICTE and Association of Indian Universities as equivalent to MBA degree. This programme has been structured to serve the needs of the core sectors of our economy i.e. Agri business.
The institute is well equipped with A.C. classrooms with LCD facility, library with more than 45,000 books, covering all areas and subscribes over 325 journals. An air conditioned computer lab with 35 computers connected with Broadband Internet connectivity and provides accommodation facilities to all the students within the campus with twenty-four hours internet connection in the PGDM hostels. Our Institute is offering the courses which are full time and residential.
During the programme, the students learn to combine the use of technical skills with the understanding of the socio-cultural system to emerge as leaders in their respective fields and make significant contribution through management in all sectors of the society. Students evolve through a structured process that enables them to:
- Develop required conceptual base in the different subject areas of relevance.
- Acquire the relevant skills in using modern management tools and techniques.
- Develop application skills of appropriate management techniques in the context of agri business.
common for both the streams and focused on general management. In the second year the focus is on sect oral specialization.
The subjects like Sales and Distribution, Commodity Marketing, Risk Management and Derivatives, International Trade, Supply Chain Management are offered for the Agri Business Management students. In addition to the compulsory papers, the optional courses like Mergers and acquisitions, Taxation, Retailing, Management, Product and Brand Management and e-business are offered in fifth and sixth terms. We are offering risk management and derivative subject with the academic support of Multi Commodities Exchange (MCX).
The NCUI, New Delhi offers fellowship of Rs. 20,000/- each to twelve students on the basis of economic criteria and performance in the examination. Also the IFFCO, New Delhi awards scholarships of Rs. 15,000/- each to four SC and two ST candidates in a year.
During two year PGDM programme, the students are required to complete the summer internship after completing the first year programme. For this purpose, VAMNICOM has entered an MOU with National Institute of Co- operative Development, Sri Lanka for conducting collaborative Management Development Programmes, Research and Students Exchange Programme. Under this agreement, in addition to the conduct of collaborative Management Education Programmes, PGDM students o VAMNICOM are sent to Sri Lanka f or undertaking Summer Internship.
The final placement is almost 100% every year. All the students have been placed within three days during the placement week for the last two years. The programme has been adjudged as one among the top five sect oral B-schools in the country by recently published B- schools survey.
The entrance test for admission to PGDM 2009-2011 batch is scheduled at 15 centres all over the country on 1st February, 2009.
§ Prof. R.N. Reddy
From Sahakar Srijan
Preface to Cooperative Movement in India
Preface to Cooperative Movement in India
Anger, sex, greed are three gates leading to hell. Three demons spoiled the soul of man and they should be, therefore, denounced and renounced.
- SHREEMAD BHAGVAT GEETA
The cooperative movement is as old as the Indian History. If we go deep in the rural history, we will find that the sources of income were minimal at that time. Before 1947, the agriculture was based on rain, but in many areas of the country people collectively digged well and drew water by CHURK-BURK SYSTEM. In this system, water was drawn with or without help of the bulls but the system was totally based on people's help only. Cooperative Movement was started in India in 1904, when we were under British Rule. The origin of cooperative is understood from Britain but actually the system already existed in India.
The Cooperative Societies Act 1912 was passed under the British rule. The rural economy was very much based on cooperatives. The people of villages made their own societies in the name of their villages and, later on, more than one societies were made in a village on the name of mohallas (ward). The cooperative societies were very much popular in village economy. The societies which were working in more than one states were covered under Multi Unit Cooperative Societies Act 1942. Further, Multi State Cooperative Societies Act, 1984 was also enacted.
Although Cooperative Societies are working in many fields, but public, in general, is ignorant from the rules and regulations of cooperatives.
It is the need of the day that a sincere effort might be done so that the public may take the advantage of cooperatives instead of a few persons getting its benefits. Strong amendments in rules and bylaws are also needed so that the cooperative movement may get accelerated and all the system of cooperatives may become transparent.
Hukam Singh Bhati
Advocate, Supreme Court
From Sahakar Srijan
Anger, sex, greed are three gates leading to hell. Three demons spoiled the soul of man and they should be, therefore, denounced and renounced.
- SHREEMAD BHAGVAT GEETA
The cooperative movement is as old as the Indian History. If we go deep in the rural history, we will find that the sources of income were minimal at that time. Before 1947, the agriculture was based on rain, but in many areas of the country people collectively digged well and drew water by CHURK-BURK SYSTEM. In this system, water was drawn with or without help of the bulls but the system was totally based on people's help only. Cooperative Movement was started in India in 1904, when we were under British Rule. The origin of cooperative is understood from Britain but actually the system already existed in India.
The Cooperative Societies Act 1912 was passed under the British rule. The rural economy was very much based on cooperatives. The people of villages made their own societies in the name of their villages and, later on, more than one societies were made in a village on the name of mohallas (ward). The cooperative societies were very much popular in village economy. The societies which were working in more than one states were covered under Multi Unit Cooperative Societies Act 1942. Further, Multi State Cooperative Societies Act, 1984 was also enacted.
Although Cooperative Societies are working in many fields, but public, in general, is ignorant from the rules and regulations of cooperatives.
It is the need of the day that a sincere effort might be done so that the public may take the advantage of cooperatives instead of a few persons getting its benefits. Strong amendments in rules and bylaws are also needed so that the cooperative movement may get accelerated and all the system of cooperatives may become transparent.
Hukam Singh Bhati
Advocate, Supreme Court
From Sahakar Srijan
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