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ThesisItem Open Access Economic analysis of lending through joint liability groups(Department of Banking and Finance Management, College of Cooperation Banking and Management, Vellanikkara, 2020) Athulya, Titus; KAU; Ranjit Kumar, E GThesisItem Open Access Study on marketing management of Sitaram ayurveda pharmacy Ltd. for Narasimham oil(College of Co-operation Banking and Management, Vellanikkara, 2017) Bhagyasree, K G; KAU; Smitha, BabyMarketing management is the organizational discipline which focuses on the practical application of marketing orientation, techniques and methods inside enterprises and organizations and on the management of a firm's marketing resources and activities. Marketing management employs tools from economics and competitive strategy to analyze the industry context in which the firm operates. The scope of a business' marketing management depends on the size of the business and the industry in which the business operates. Effective marketing management will use a company's resources to increase its customer base, improve customer opinions of the company's products and services, and increase the company's perceived value. The project entitled “A study on marketing management of Sitaram Ayurveda Pharmacy Ltd. for Narasimham oil” were undertaken with the objectives vii. To understand the marketing management practices followed by Sitaram Ayurveda Pharmacy Ltd for the promotion of Sitaram Narasimham oil. viii. To evaluate consumers, retailers and dealers perception towards the maketing of Sitaram Narasimham oil. ix. To suggest improved marketing strategies for Sitaram Narasimham oil. The sample size of the study was 60 consumers, 8 distributors and 15 retailres of Sitaram Narasimham oil , in Thrissur Corporation. Consumers were selected by using convenience sampling method. The study was based on primary data and secondary data, the primary data were collected from the sample respondents through personal interview. The collected data were analyzed using percentage and ranking index method. In order to keep the company vibrant and responsive to the needs of the customers, it is vital to regularly monitor the level of consumer satisfaction and marketing management practices.ThesisItem Open Access Adoption of mobile phone for agricultural and banking services by farmers(Department of Banking and Finance Management, College of Co-operation Banking and Management, Vellanikkara, 2020) Anu, Roy; KAU; Ranjit Kumar, E GThesisItem Open Access Standardisation and quality evaluation of millet based nutri flakes(Department of Community Science, College of Horticulture, Vellanikara, 2020) Riya K, Zachria; KAU; Aneena, E RConvenient foods are commercially prepared processed foods, which are designed for the ease of preparation and consumption. Utilisation of millets is restricted due to non-availability of processed foods in ready to eat form. Millets can be effectively utilised for developing value added products which can improve the overall diet quality. The present study entitled ‘Standardisation and quality evaluation of millet based nutri flakes’ was carried out to develop nutri flakes using millets and to evaluate the organoleptic, nutritional and shelf life qualities. The suitability of the nutri flakes for the preparation of different food products was also assessed. Two types of nutri flakes, one based on finger millet flour and another one based on barnyard millet flour in combination with tapioca flour and jack fruit seed flour were standardised. Nutri flakes based on finger millet flour (FM) were standardised with different proportions of tapioca flour (TF) along with other ingredients (OI). Among different treatments, T3 (60 % FM + 30% TF+ 10% OI) secured the highest mean score of 7.92 for overall acceptability. Among finger millet based nutri flakes incorporated with jackfruit seed flour (JSF), the mean scores and mean rank scores for sensory parameters were the highest for treatment T3 (60% + FM + 30% JSF+ 10% OI) and secured a mean score of 7.85 for overall acceptability. Nutritious millet flakes using a composite flour of 60% finger millet flour and 30% tapioca flour along with other ingredients was successfully standardised with good sensory qualities. Incorporation of 30% JSF instead of tapioca flour was also found to be suitable for millet based nutri flakes. Barnyard millet flour (BM) based nutri flakes incorporated with tapioca flour was prepared by incorporating tapioca flour in different proportions. The treatment T5 (40 % BM + 50% TF+ 10% OI) secured the highest mean score of 7.61 for overall acceptability. Among barnyard millet based nutri flakes incorporated with jackfruit seed flour (JSF), the highest mean score of 7.61 for overall acceptability was obtained for the treatment T5 (40 % BM + 50% JSF+ 10% OI). Barnyard millet nutri flakes incorporated with 50 per cent tapioca flour and 40% of barnyard millet flour obtained good sensory qualities. Instead of tapioca flour, 50% jack fruit flour also was found to be suitable for nutri flakes. The selected nutri flakes were subjected to quality evaluation. The carbohydrate content of nutri flakes were in the range of 36.54 g / 100 g (BM + JSF) to 50.46 g /100 g (FM + JSF). Protein content was in the range of 6.87 g / 100 g (BM + JSF) to 13. g / 100 g (BM + JSF). Jackfruit seed flour incorporated nutri flakes were found to be high in protein content. The fat content of nutri flakes were in the range of 1.26 g / 100 g (FM + TF) to 1.99 g / 100 g (BM + JSF). Finger millet based nutri flakes with jackfruit seed flour had highest calcium content of 199 mg / 100 g Iron content of nutri flakes varied from 2 mg /100 g (NF.3) to 5.58 mg / 100 g (NF.1). The selected nutri flakes were packed in laminated aluminium pouches and shelf life was studied under ambient conditions. Though the mean scores of all organoleptic parameters slightly decreased throughout the storage, all nutri flakes maintained an acceptable level at the end of storage period. The total microbial count observed were within permissible limits at the end of storage. Yeast population and insect infestation were not observed throughout the storage period. In the present study, nutri flakes were used for the preparation of different value added products such as ready to eat (RTE) instant breakfast mix (IBM) and ready to eat (RTE) nutri bar (NB). The mean scores for overall acceptability for instant breakfast mix varied from 6.82 (IBM- 40 % BM + 50 % JSF) to 7.46 (IBM-60 % FM + 30% TF). The mean scores for overall acceptability varied from 7.43 (NB-40 % BM + 50 % JSF) to 8.12 (NB 60 % FM + 30% TF) for different nutri bars. Acceptable and nutritious nutri flakes and were developed successfully and these products can be successfully utilized for value added products like instant breakfast mixes and nutribars. These millet based products can be included in the daily diet as a strategy to combat micro nutrient deficiencies.ThesisItem Open Access Value chain analysis of black pepper in Kerala(Department of Rural Marketing Management, College of Co-operation Banking and Management, Vellanikkara, 2020) Hena, M; KAU; Ushadevi, K NAgriculture value chain analysis is an inclusive analysis to assist farmer-producers of less developed and developing countries to stimulate economic growth of poor and it is a way for poverty reduction and social development. Further, it analyses the necessity of farmer integration, agriculture viability, and collaboration across chain actors and importance of rural advisory and support services to farmers, especially in case of market information and innovative production and processing techniques. It gives equal importance to strengthen the value chain relationship between farmer-producers and other actors in the chain through mutual benefit and cooperation. Black pepper is mostly cultivated as an inter crop in the homestead gardens in Kerala. At present, Kerala has 85,141 ha of total area under black pepper cultivation with a total production of 37,995 MT, in which Idukki and Wayanad districts together contributes 74 percent of the total black pepper production in Kerala from 65 percent of the total area under black pepper cultivation (GoK, 2019). The research work entitled “Value chain analysis of black pepper in Kerala” was undertaken to map the value chain of black pepper in Kerala, to examine the governance influence on value chain actors, to evaluate the producer farmer’s linkages with other value chain actors, to analyse the opportunities and constraints faced by value chain actors and to suggest appropriate strategies to upgrade the performance of value chain actors of black pepper. The study area was confined to Idukki and Wayanad districts of Kerala, since these districts accounted for the first and second position under the area under cultivation of black pepper in Kerala. The sample respondents were selected from Vandiperiyar panchayath of Azhutha block and Rajakumari panchayat of Nedumkandam block in Idukki district and Mullenkolly panchayath of Panamaram block and Vellamunda panchayat of Mananthavady block in Wayanad district. Thirty black pepper farmers were selected from each panchayat at random and thus a total of 120 farmers were selected for the study. The other value chain actors were identified using snowball technique and the size of the sample was limited to a maximum of one hundred actors, including nurseries (6) input suppliers (7), hill produce dealers (38), wholesalers (32), retailers (6), exporters (3), marketing cooperative societies (2), registered companies (2) and IPSTA Brokers (4). Expert interviews were carried out with Officials in Spices Board, Agriculture Officers in Krishi bhavan, Principal Agriculture Officer (District level), and NGOs. The data analysis was done by using Value chain mapping tool (global approach), percentage analysis, index method, modified market efficiency (Acharya’s approach) and Kruskal Wallis test. After conducting the value chain mapping of black pepper in Kerala, the results revealed that the major core processes included in the value chain were input supply, production, procurement or collection, wholesaling, processing, exporting and retailing. The main actors who actively participated in the value chain were input suppliers, black pepper farmers (organic farmers and conventional farmers), hill produce dealers, wholesalers, marketing cooperatives, exporters (under NGOs), commission agent, farmer producer company, retailers and IPSTA brokers. The identified collectors of black pepper farmers were hill produce dealers, exporters (under NGOs), marketing cooperatives, farmer producer company and other registered companies. From the hill produce dealers the black pepper was transferred to wholesalers, and the exporters (under NGOs) carried out the major value addition activities to convert the black pepper and fresh raw pepper to quality black pepper, white pepper and green pepper. The total establishment cost per acre incurred by the conventional black pepper farmers in Idukki district and Wayanad districts were ₹1,00,950 and ₹1,02,870 respectively. In Idukki district, the establishment cost incurred by the black pepper farmers in first, second and third year were ₹ 43,650, ₹ 29,600 and ₹27,700 respectively, whereas in Wayanad district it was ₹43,775, ₹29,350 and ₹29,745 respectively. The major inputs required for the maintenance of organic black pepper was human labour, farm yard manure, organic manure, organic plant protection materials and harvesting bags. The total annual maintenance cost per acre incurred by organic black pepper farmers in Idukki and Wayanad district was ₹80,540.38 and ₹76,822.07 respectively. The major inputs required for the maintenance of inorganic black pepper in one acre was human labour, farm yard manure, organic manure, fertilizers, plant protection chemicals and harvesting bags. The annual maintenance cost of inorganic black pepper per acre was computed as ₹73,047.06 for Idukki district and ₹72,767.10 for Wayanad district. Thus, the total cost of production of organic black pepper was arrived at ₹ 344.50 per kg in Idukki district with a comparatively less cost of ₹337.00 per kg in Wayanad district. However, the total cost of production per kilogram of inorganic black pepper was worked out as lower than the cost of production or organic black pepper in both districts. The cost of production of inorganic black pepper in Idukki district was ₹311.00 per kg and in Wayanad district it was ₹309.00 per kg. Five marketing channels were found in the value chain of the three selected products in the study: black pepper, white pepper and green pepper. The identified marketing channels are: 1) Marketing Channel I (MC-I) Farmers Exporters (Organic) 2) Marketing Channel II (MC-II) Farmers Marketing Cooperatives Buyers in Kochi (Inorganic) 3) Marketing Channel III (MC-III) Farmers Farmer Producer Company Commission Agent Buyers in Kochi (Inorganic) 4) Marketing Channel IV (MC-IV) Farmers Hill Produce Dealers Wholesalers Buyers in Kochi (Inorganic) 5) Marketing Channel V (MC-V) Farmers Hill Produce Dealers Retailers (Inorganic) In both districts, the marketing cost incurred by the exporters in the production of value added organic products were very high compared to the marketing cost incurred by the other channel members in the marketing of inorganic black pepper. It was exposed that in both districts, the black pepper farmer has got the highest price in the marketing channel with shortest length, i.e. farmer to exporter. In Idukki district, the farmers who are supplying black pepper to exporters were registered organic certified farmers and the organic black pepper fetch ₹378.50 per kilogram. The total marketing margin of Channel I was ₹131.50kg for black pepper, ₹395.00 per kg (highest margin) for white pepper and ₹251.50 per kg for green pepper. While in Channel V, the retailer (exclusive spice outlets) captured the highest margin of ₹379.41 per kilogram of black pepper and the lowest margin was obtained by Channel II (₹32.21 per kg). Among the different marketing channels in Wayanad districts, the farmers got highest price (₹370.70 per kg) in the marketing channel of organic black pepper. The total marketing margin computed for each product in Channel I was ₹139.30 per kg of black pepper, ₹417.80 per kg of white pepper and ₹278.30 per kg of green pepper. In the marketing channel of inorganic black pepper, the highest marketing margin was obtained by Channel V (₹342.00 per kg of black pepper) and the lowest marketing margin was obtained by Channel III (₹44.25 per kg of black pepper). An examination over the value chain governance in the black pepper value chain exposed that the price of the black pepper remains a significant factor that decides the “market type” governance structure of the value chain. Hence, the conventional farmers in the value chain and their chain actors fell under the market type governance structure. “Modular” type of governance structure was identified between the farmers and the NGOs, the farmers supplied the required product to the NGOs where the technology and knowledge has transferred from the NGOs to the farmers and encouraged farmers to undertake additional investment in agriculture. “Relational” type of governance structure was observed between the registered companies where the interaction between farmer and buyer were complex, but the mutual dependence existed between them were prominent and the firm collected the desired quality product from the farmers. The analysis on linkages in value chain exhibited that there exist cent percent linkage between farmers and fellow farmers, farmers and hill produce dealers, farmers and commercial banks, farmers and krishi bhavan and farmers and local administration. Three factors were identified to obtain the level of formality in the linkages like, informal, verbal arrangement and formal written contract. Business linkages or relationships can be formal or informal, accordingly, the formality in linkages between farmers and other actors in the value chain has identified. Trust and linkages are interconnected within a value chain, and linkages creates trust in the relationships. Hence, it is exposed that the formality and trust existed in the linkages is on the basis of the type of business relationship between the actors. Black pepper value chain is predominantly a buyer driven value chain, therefore the black pepper farmers had less price negotiation power. Furthermore, the farmers were exposed to different type of constraints in various activities included in the value chain, like pre-production constraints, production constraints, marketing constraints and other associated constraints. The low price of black pepper, price fluctuations of black pepper in the market, low quality of black pepper, import of black pepper from other countries were reported as the severe constraints by the majority of the actors involved in the black pepper value chain. Producing the value added products of black pepper, to improve the quality of black pepper and direct selling of black pepper to processors or exporters were the major opportunities identified by farmers. There is an opportunity for the conventional farmers to shift to organic farming practices and to become a certified organic farmer after three years, but the result revealed that conventional farmers were not interested to shift to organic farming. Because most of the conventional farmers cultivates cardamom in their farms, and according to them organic cultivation of cardamom and some other crops will not be viable and practical. The strategies identified to upgrade the performance of value chain actors includes: 1) to increase the productivity of black pepper, 2) need for farmer producer organizations for value addition, 3) upgrading of products and processes in the value chain 4) need to change government policies and if, the import of black pepper cannot be stopped, strict action should be taken to avoid the commingling of imported black pepper with the black pepper produced in Kerala in different nodes of value chain, which ultimately degrade the value of black pepper in the Kochi market. To conclude, the competitiveness of Kerala’s black pepper in the international market is diminishing day by day, as the price of black pepper is showing a decreasing trend from 2017 in the country. To get a reasonable income for the farmers from the black pepper cultivation they have to go for value addition activities. While in the current circumstances, a single farmer cannot undertake the production of value added products like white pepper and green pepper. Hence, the farmers has to group together to carry out these activities in the black pepper value chain in Kerala to capitalize the opportunities ahead, by taking into consideration of the actual constraints faced by them. Side by side, the institutional support machineries for enhancing the agriculture production in the state should focus on the farmer producer organizations like marketing cooperatives or farmer producer companies, so that a share of the noticeable profit grabbing by the actors, who undertakes value addition of black pepper and its value added products like white pepper and green pepper in the value chain can be transferred to the black pepper farmers.ThesisItem Open Access Performance evaluation of rubber producers society Poothrikka Ernakulam district(Department of Co-operative Management, College of Co-operation Banking and Management, Vellanikkara, 2020) Amritha, Anand; KAU; Veerakumaran, GIndia is the 5th largest producer of Natural Rubber (NR) in the world. Indian rubber plantation sector is dominated by small holdings, which account for almost 88% of the total rubber production in the country. The preponderance of small rubber growers makes the sector vulnerable to exploitation by middlemen and also difficulties in gaining access to technology and information. Lack of availability of timely and adequate credit, rapid rise in the wages of labourers and increase in the price of fertilisers were the other major problems faced by the small rubber growers. Only institutional support built upon a community basis would help empowering the framework of small farmers to manage adequate market strengths and also this would help farmers to get a realistic margin. Therefore the Rubber Board promoted the formation of small voluntary associations of small growers called Rubber Producers’ Societies (RPSs) which are free from political and bureaucratic control or intervention. This opened a new opportunity for the extension services of the Rubber Board. The present study entitles “Performance evaluation of Rubber Producers’ Society Poothrikka, Ernakulam district” was undertaken with the objectives viz., to analyse the functions and services provided by Rubber Producers’ Society, to examine the financial performance of the society and to study the problems faced by the society. By considering the accomplishment of thesis works amidst of COVID -19 outbreaks, Ernakulam district was purposively selected for the study. The secondary data for studying the first two objectives was collected from the annual reports for ten years (from 2008-09 to 2017-18) of the society and was analysed with the help of statistical tools such as growth index, CAGR and financial ratios. The primary data for examining the problems existing in the society was collected from president, executive committee members (6) and employees (9) of RPS Poothrikka using a structured interview schedule. The data thus collected was analysed using the tools such as growth index, Compound Annual Growth Rate, liquidity ratios, profitability ratios, activity ratios, solvency ratios, indices and percentages. By analysing the first objective, it was found that sale of estate inputs, collection of latex from member growers, processing of RSS 1X & RSS 4 and marketing of processed sheets, implementation of Rubber Producers’ Incentive Scheme, extension services, training etc., were the major functions and services provided by the society whereas, marketing was opinioned as the major function by the executive committee members. Unpleasant weather condition, grower’s reluctance in harvesting due to persistent low prices during the last few years, high level of incidence of abnormal leaf fall disease etc., were identified as the reasons for the decline in cultivation of rubber. The financial performance of the Rubber Producers’ Society Poothrikka gives the outcome that all the 11 ratios considered under study shows positive results. Even though the fire accident occurred in the year 2010 accounted for an increase in amount due to creditors, the society was found to be in a position to meet the claims and debt obligations in the short run, usually within one year when they become due without raising external fund. RPS Poothrikka also maintained a good profitability ratio which showed the position of society in creating enough operational profit from their assets. Since all the four activity ratios of the society were found to be good, it can be concluded that the assets of the society are being used effectively and efficiently by the management to generate maximum possible revenue. As the debt-equity ratio of the society is less than 1 for almost all years, it can be concluded that the investors (members) have more stake in the business assets. The identified problems faced by the society were lack of nurseries, irregular supply of latex, difficulty in trading with Rubber Board’s trading companies and price fluctuations. Staff paucity & employee overburden and delayed hike in salary were the identified problems faced by the employees. The study therefore suggests that the society should make arrangements to attract more members either by encouraging members to produce good seedlings or by purchasing it from other nurseries, collect rubber sheets along with latex, conduct regular training and extension services to attract members and encourage rubber cultivation while more active members will increase the income of the society as it fetches ₹20/kg as service charge for collection and marketing. And also involving in agreement with dealers can guarantee an assured profit to member growers as well as the society despite of the fluctuations in the market. Only with proper intervention of RPS with the help of Rubber Board on the above mentioned areas can encourage the farmers to continue the rubber cultivation despite of the price fluctuations in the market.ThesisItem Open Access Institutional interventions of Venad poultry farmer producer company in augmenting farm income(Department of Co-operative Management, College of Co-operation Banking and Management, Vellanikkara, 2020) Soni, solaman; KAU; Veerakumaran, GIndia is an agriculture based country, where 60.4% of the population is engaged in agriculture and allied activities. India has over 92 million small holdings or nearly 21% of the world’s small holdings of 450 million (NABARD reports, 2019). The challenge was therefore enormous for India to ensure that small holdings are truly productive and are the main source of livelihoods for millions of people dependent on it. Several institutional models were being tried in India as well as in Kerala to integrate farmers with the value chain. In 2002, through an amendment in the Indian Companies Act, 1956, the Government of India incorporated a new section IXA “Producer Company”. The basic purpose of the Producer Company is to collectivise the farmers or producers for backward linkage such as inputs like seeds, fertilisers, credit, insurance, knowledge and extension services and forward linkages such as collective marketing, processing, market led agriculture production etc. The objectives of the study were to examine the structure and operations of Venad Poultry Farmer Producer Company (FPC), to analyse the role of Farmer Producer Company in augmenting farm income and to identify the problems faced by the company. By considering the accomplishment of thesis works amidst of COVID - 19 outbreaks, Kollam district was selected for the study. The analysis of structure and operations of Venad Poultry Farmer Producer Company revealed that company had a good structure in terms of human resource as well as company departments. While analyzing the operations of the company, simple growth index, compound annual growth rate and ratio analysis were used. The operations of the company were studied under two heads; parameter wise and ratio wise analysis. The company was in its introductory stage ie; established during the mid of 2016. The share capital, deposits, sales, gross and net profits were having a positive growth. The borrowings of the company had decreased so far which indicates the operations of the company was good enough to repay its borrowings. While analyzing the operations in terms of liquidity, profitability, asset management, and leverage, the company had a stable position in its operations. The role of Venad Poultry Farmer Producer Company in augmenting farm income was studied under two heads; parameter wise and member satisfaction level wise. In case of parameter wise analysis, the extension services, input supply and prices were studied by comparing the same facilities provided by a private organization “Saguna” established during 2017 dealing with poultry from the same locality of Producer Company. From the parameter wise analysis it was clear that the Venad Poultry Farmer Producer Company was providing inputs at affordable rates in comparison to private firm. The availability of inputs such as medicines, vaccines, poultry feeds and equipments were a greater relief to poorer farmers. The extension services provided by the company were free of cost and it helped the farmers to acquire new knowledge and technologies that were adoptable to nurture birds. Therefore it was clear that Producer Company runs under co-operative principle. The cost-benefit analysis of household farmers availing services from Venad Poultry FPC and Saguna Pvt. Ltd reveals that the farmers of FPC had obtained greater returns per bird in comparison with farmers availing services from Saguna private firm. The company helps the farmers to market their produce with a brand quality which in turn increases the market value and income for the farmers. The brand name "Venad Signature eggs and chicken" obtained national level acceptance and rewarded for their unique technology - source traceability. In view of member satisfaction, the SERVQUAL model was used for the analysis and it consist of five parameters viz; tangibility, reliability, responsiveness, assurance and empathy. Among the five parameter, the empathy obtained highest satisfaction index of 96 percent. Empathy could be included in the seventh principle of co-operation – concern for community. The problems confronted by Venad Poultry Farmer Producer Company were studied from the view of Board of Directors of the company. The data were collected and analysed using index method. The problems were categorized as negligible, tolerable, risk, severe and chronic. The problems were sub divided into administrative problems, structural problems, human resource related problems and functional problems. The administrative problems were further sub divided as problems related to board meeting, problems related to general body meeting and problems related to audit. The functional problems were also further divided into problems in functional area of board, problems in procurement, processing, input supply, marketing and other related problems. The overall index obtained was categorized under tolerable category. It indicates that the company was able to handle their existing barriers and problems over the years. Therefore it could be concluded that Venad Poultry Farmer Producer Company had a greater role in augmenting the farm income of its member farmers.ThesisItem Open Access Process optimisation and quality evaluation of passion fruit based probiotic drinks(Department of Comunity Science, College of Horticulture, Vellanikkara, 2020) Meera, P M; KAU; Sharon, C LThe functions of food has extended from satisfying hunger and providing nutrients to body, to health maintenance, wellness and prevention of diseases. Probiotics are such functional foods which when incorporated to foods helps to improve its nutritional profile and therapeutic value. Hence, the study entitled “Process optimisation and quality evaluation of passion fruit based probiotic drink” was undertaken with the objective of standardising probiotic fruit drinks with different combinations of fruits with passion fruit and also to evaluate the nutritional, organoleptic and shelf life qualities of these developed passion fruit based probiotic drinks. Passion fruit probiotic drinks were developed in combination with mango, pineapple and tomato. The proportion of ingredients were standardised with three sets of treatments, and from each set, one fruit drink combination with maximum organoleptic scores were selected. The fruit drink containing 50 per cent passion fruit juice (PFJ) and 50 per cent mango juice (MJ) (T5) was selected from set 1, whereas fruit drink containing 70 per cent passion fruit juice and 30 per cent pineapple juice (PJ) and tomato juice (TJ) (T3) was selected from set 2 and 3 respectively. Total scores for the selected combinations were 50.06, 51.16 and 49.01 respectively for T5 (PFJ+MJ) and T3 of PFJ+ PJ and PFJ+ TJ. For all the selected fruit drinks, the conditions were optimised for attaining the maximum viable count of L. acidophilus. The fruit drink (25 ml) fermented with 4 μl of inoculum for 1 hour at 370 C gave the maximum viable count of L. acidophilus ranging from 13.27 to 13.38 log cfu/g. The selected fruit drinks from each set along with their respective control (non probiotic samples) were analysed for their nutritional and organoleptic qualities. Titratable acidity ranged from 1.60 to 3.02 per cent in non probiotic drinks, where as in probiotic drinks it ranged between 1.98 to 3.18 per cent. Protein content ranging between 0.36 to 0.61 g/100 g was observed in non probiotic drinks and increased protein content was observed in probiotic drinks (0.62 to1.37 g/100g). Significant decrease in TSS was observed in probiotic drinks (12.3 to 12.80 brix) compared to non probiotic drinks (13.10 to 140 brix). Total sugar and reducing sugar of probiotic drinks were in the range of 14 to 16.66 g/ 100g and 3.08 to 4.08 g/ 100g respectively and a significant increase was observed in non probiotic drink, 15.20 to 17.10 g/ 100g and 3.57 to 4.53 g/ 100g respectively. With respect to mineral content, maximum phosphorus content was observed in PFJ+PJ probiotic and non probiotic drinks, whereas the highest potassium content was for PFJ in both probiotic and non probiotic. Iron and calcium of probiotic drinks ranged from 0.22 to 0.29 mg/ 100g and 2.04 to 2.65 mg/ 100g respectively and that of non probiotic drinks were 0.20 to 0.28 mg/ 100g and 2.02 to 2.64 mg/ 100 g respectively. The probiotic fruit drinks were packed in food grade plastic bottles and kept for storage studies under refrigerated condition for a period of 15 days and a decrease in the sensory attributes were observed. Initially, the overall acceptability of probiotic and non probiotic PFJ drinks were 8.16 and 8.15 respectively which reduced to 8.14 and 8.13 respectively after storage. Similar reduction was observed in every set of samples. The total score of probiotic PFJ, PFJ+MJ, PFJ+PJ and PFJ+TJ were 48.76, 50.14, 50.97 and 49.32 and that of non probiotic drinks were 48.71, 49.95, 50.94 and 49.27 respectively. The viable count of L. acidophilus decreased on storage from 13.27 to 13.39 log cfu/ ml to 13.26 to 13.37 log cfu/ ml. The cost of production of probiotic fruit drinks were in the range of Rs. 25.5 to Rs. 33.5 per 200 ml. The study revealed that passion fruit can be a suitable substrate for probiotic fermentation and probiotic drinks can be successfully developed. Further research can be done for the development of innovative probiotic products from passion fruit.ThesisItem Open Access Impact assessment of integrated child development services (ICDS) programme on nutritional status of children at Trivandrum district(Department of Community Science, College of Agriculture, Vellayani, 2020) Abhina, B; KAU; Anitha Chandran, CThe project entitled “Impact Assessment of Integrated Child Development Services (ICDS) programme on nutritional status of children at Trivandrum district” was carried out at the Department of Community Science, during 2018-2020. The objective of the research was to study the impact of ICDS programme on Nutritional Status of children attending Anganwadi Centres and to study the effect of Knowledge, Attitude and Practice of Anganwadi staff on nutritional outcome of children. The study was conducted among 90 children in the age group of 2-6 years attending the anganwadies and 25 anganwadi workers and helpers working under the anganwadies. Children in the study population attending anganwadies were classified into 5 age groups under the heading male and female. 35% of the children in the age group of 24-36 months were male children and 32% were female children. In the 37-48 age group 28% were male children and 34% were female children. 28% male children and 34% of female children were included under the age group 49-60 months. In the category of above 60 months that is 5 years only male children were there (9%). Birth weight of children were collected from their mothers and found that 11.6% of male children and 13% of female children in the study population were having a lower birth weight i.e. less than 2500gm. Majority of children (48.88%) were from the families having a monthly income of less than or equal to 20,000. Food consumption pattern of the beneficiaries were assessed through the collection of details on the food consumption pattern, frequency of having different food items and the meal timing. 4.4% of the children were vegetarians. Food intake of anganwadi children were found through 24 hour recall method and the nutrients present in their diets were calculated using the Indian food composition table of NIN (2017). The mean intake of children in the age group of 1-3 years are having the required RDA. Protein intake is also more than RDA requirements. But their mean intake shows a serious deficiency in the intake of Vitamin A in their diet. Iron requirement is also less than actual RDA needs. The intake of calorie of children in the age group of 4-6 years from the diet were less than the actual requirements. The diet was found to be deficient in Vitamin A and Iron. Anthropometric measurements such as weight, height, skin fold thickness, mid upper arm circumference, head circumference, chest circumference, waist circumference and hip circumference of the anganwadi children was collected. More than 80% anganwadi children are having their required weight and height standards. Head circumference was greater than chest circumference for 7% of children. 52 % of children were having lesser percentile values of BMI than their actual standards. 30% of children have skin fold thickness less than 10 mm. Clinical deficiency symptoms like teeth caries, dry skin, pigmentations in skin and anorexia were found among 4.4%, 2.2%,2.2% and 5.6% respectively among anganwadi children. Nutritional Status Index of children were calculated. 49% of children were having NSI values above the mean value. Nutrition status index of children were correlated with the variables and found that there is strong correlation between Skin fold thickness (.77), Mid Upper Arm Circumference (.73), Waist Circumference (.76) and Head Circumference (.74). Knowledge, attitude and practice of anganwadi workers and anganwadi helpers were assessed through structured questionnaire. Scores were given according to their answers. Association of KAP of anganwadi helper and worker were correlated and found that there is no significant difference between the knowledge of anganwadi worker and helper. Anganwadi workers score were more than anganwadi helpers in their attitude and practice score. Children in the angnawadi with greater knowledge have better nutritional status than others. Angawadies having lesser number of children are getting more attention than those with more number of children. Findings of the study indicates that Anganwadi workers and mothers should be made aware of the nutritional needs and its significance among children. Knowledge of AWW and AWH should be improved to increase the nutritional status of children by providing better training programmes. Nutrition should be given more importance than preschool education in anganwadies. Children should be provided with better infrastructure facilities for their overall development especially the study kits. Kitchen garden shall be maintained by all anganwadies in order to make the required vegetables in the anganwadi itself. A nation’s children are its supremely important asset and the nation’s future lies in their proper development. An investment in children is needed an investment in the Nation’s Future. A healthy and educated child of today is the active and intelligent child of tomorrow. So they should be well-nourished
