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Acharya N G Ranga Agricultural University, Guntur

The Andhra Pradesh Agricultural University (APAU) was established on 12th June 1964 at Hyderabad. The University was formally inaugurated on 20th March 1965 by Late Shri. Lal Bahadur Shastri, the then Hon`ble Prime Minister of India. Another significant milestone was the inauguration of the building programme of the university by Late Smt. Indira Gandhi,the then Hon`ble Prime Minister of India on 23rd June 1966. The University was renamed as Acharya N. G. Ranga Agricultural University on 7th November 1996 in honour and memory of an outstanding parliamentarian Acharya Nayukulu Gogineni Ranga, who rendered remarkable selfless service for the cause of farmers and is regarded as an outstanding educationist, kisan leader and freedom fighter. HISTORICAL MILESTONE Acharya N. G. Ranga Agricultural University (ANGRAU) was established under the name of Andhra Pradesh Agricultural University (APAU) on the 12th of June 1964 through the APAU Act 1963. Later, it was renamed as Acharya N. G. Ranga Agricultural University on the 7th of November, 1996 in honour and memory of the noted Parliamentarian and Kisan Leader, Acharya N. G. Ranga. At the verge of completion of Golden Jubilee Year of the ANGRAU, it has given birth to a new State Agricultural University namely Prof. Jayashankar Telangana State Agricultural University with the bifurcation of the state of Andhra Pradesh as per the Andhra Pradesh Reorganization Act 2014. The ANGRAU at LAM, Guntur is serving the students and the farmers of 13 districts of new State of Andhra Pradesh with renewed interest and dedication. Genesis of ANGRAU in service of the farmers 1926: The Royal Commission emphasized the need for a strong research base for agricultural development in the country... 1949: The Radhakrishnan Commission (1949) on University Education led to the establishment of Rural Universities for the overall development of agriculture and rural life in the country... 1955: First Joint Indo-American Team studied the status and future needs of agricultural education in the country... 1960: Second Joint Indo-American Team (1960) headed by Dr. M. S. Randhawa, the then Vice-President of Indian Council of Agricultural Research recommended specifically the establishment of Farm Universities and spelt out the basic objectives of these Universities as Institutional Autonomy, inclusion of Agriculture, Veterinary / Animal Husbandry and Home Science, Integration of Teaching, Research and Extension... 1963: The Andhra Pradesh Agricultural University (APAU) Act enacted... June 12th 1964: Andhra Pradesh Agricultural University (APAU) was established at Hyderabad with Shri. O. Pulla Reddi, I.C.S. (Retired) was the first founder Vice-Chancellor of the University... June 1964: Re-affilitation of Colleges of Agriculture and Veterinary Science, Hyderabad (estt. in 1961, affiliated to Osmania University), Agricultural College, Bapatla (estt. in 1945, affiliated to Andhra University), Sri Venkateswara Agricultural College, Tirupati and Andhra Veterinary College, Tirupati (estt. in 1961, affiliated to Sri Venkateswara University)... 20th March 1965: Formal inauguration of APAU by Late Shri. Lal Bahadur Shastri, the then Hon`ble Prime Minister of India... 1964-66: The report of the Second National Education Commission headed by Dr. D.S. Kothari, Chairman of the University Grants Commission stressed the need for establishing at least one Agricultural University in each Indian State... 23, June 1966: Inauguration of the Administrative building of the university by Late Smt. Indira Gandhi, the then Hon`ble Prime Minister of India... July, 1966: Transfer of 41 Agricultural Research Stations, functioning under the Department of Agriculture... May, 1967: Transfer of Four Research Stations of the Animal Husbandry Department... 7th November 1996: Renaming of University as Acharya N. G. Ranga Agricultural University in honour and memory of an outstanding parliamentarian Acharya Nayukulu Gogineni Ranga... 15th July 2005: Establishment of Sri Venkateswara Veterinary University (SVVU) bifurcating ANGRAU by Act 18 of 2005... 26th June 2007: Establishment of Andhra Pradesh Horticultural University (APHU) bifurcating ANGRAU by the Act 30 of 2007... 2nd June 2014 As per the Andhra Pradesh Reorganization Act 2014, ANGRAU is now... serving the students and the farmers of 13 districts of new State of Andhra Pradesh with renewed interest and dedication...

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Author: ADITYA, R.L.S. × End date: 2016 × Type: Thesis × Thesis Type: M.Sc ×
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    ThesisItemOpen Access
    STUDY ON ORGANISATIONAL STRUCTURE OF FARMER PRODUCER ORGANISATIONS (FPOs) FOR EFFECTIVE VALUE CHAIN ANALYSIS - A CASE ANALYSIS OF TELANGANA AND KARNATAKA
    (ACHARYA N.G. RANGA AGRICULTURAL UNIVERSITY, GUNTUR, 2015) ADITYA, R.L.S.; PRABHAVATHI, Y
    The concept of producer companies in India is a very recent development. These are just like cooperatives, but they are registered as companies. No non-producer can be a member of the company. They get together; they combine their share capital, register as a company, employ a professional to run the company and do value addition, whatever is possible. In this context, it is felt necessary to probe into the organizational structure, capacity building, internal controls and forward linkages of the farmer producer companies. A two stage purposive and random sampling technique was adopted to select the ultimate sample. Karnataka and Telangana states were purposively selected to study the FPCs. Bijapur district of Karnataka state and Mahabubnagar district of Telangana state were randomly selected as they were one among the backward districts in the respective states. There were totally 8 FPCs in Karnataka and 9 in Telangana promoted by different NGOs. Among these 17 FPCs, 12 were exclusively carrying out operations relating to agriculture. Among these 12 FPCs, 2 FPCs exist in Bijapur district of Karnataka and 3 FPCs exist in Mahabubnagar district of Telangana. All the five (5) FPCs are taken up from the study. The organizational structure of farmer producer company is protuberant with sectoral differentiation at each level. Predefined rules and responsibilities and classifications has made the structure heading towards the glaring position HFSPC has an equity share capital Rs of 4.32 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 834, 48, xi 96, 10 respectively. Company conducted AGB meeting in the month of May and BoD meeting on 11th of every month. KFSPC has an equity share capital of Rs 4.71 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 915, 46, 92, 10 respectively. Company conducted AGB meeting in the month of May and BoD meeting on 10th of every month AFSPC has an equity share capital of Rs 2.83 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 503, 31, 62, 10 respectively. Company conducted AGB meeting in the month of May and BoD meeting on 15th of every month KLFSPC has an equity share capital of Rs 4.8 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 1023, 58, 116, 9 respectively. Company conducted AGB meeting in the month of April and BoD meeting on 5th of every month. JFSPC has an equity share capital of Rs 4.5 lakh. The no of farmers shareholders, FAGs, RGB leader and BoD associated with HFSPC were 948, 51, 102, 10 respectively. Company conducted AGB meeting in the month of April and BoD meeting on 9th of every month. Backward linkages are the channels through which information, material and money flow between a firm and its suppliers and create a network of economic independence. FPCs in the study area have an assurance in the supply of farm inputs like fertilizer and plant protection chemicals from Tirumala fertilizers and Sri Sai agro agencies respectively. Forward linkages can be defined as a distribution chain connecting a producer or supplier to its customers. The five FPCs in the study area have in common a single buyer named Farmers Pulse Private limited (FPPL) for purchasing red gram brought by the FPC. Reliability of the farmer shareholders on producer company, intuition and knowledge of BoD, visitor and official meetings, noticeable attendance percentage in annual general and BoD meetings, prompt and timely availability of inputs, BoD leadership and SHG experience and well-educated BoD were the important strengths. Limited financial resources and funding sources, lack of human resource policy, lack of adequate accounting systems, lack of professional managers, lack of capital, lack of own storage and processing facilities, insufficient training and services, procurement of other major crops, poor office facilities, devoid of staff, lack of internal control, no visitor meeting, lack of proper communication channel, delay in input supply, political intervention in the FPC business, lack of input supply, lack of bods ownership, lack of advocacy and lobbying of BOD were the important weaknesses. Vast untapped membership, procurement from all the shareholder members, procurement of other major crops, opportunity to avail services from nearby Krishi Vigynan Kendra (KVK), Tandoor and equity grant fund (EGF) from SFAC were the important opportunities. Competition from middlemen and brokers, bad debts from input supply, lack of sustainability were the important threats. xii From the five producer companies studied at various levels of growth and development only one producer company (HFSPC) has shown positive indicators for business viability. General organisational structure of FPOs comprised farmer shareholders, FAGs, RGB leaders and BoD. It is a four tier structure with farmer shareholders at the bottom level. FAGs and RGB at middle level and BoD at top level. The roles, responsibilities, functions and duties of the entire organisational structure must be clearly defined and implemented to enhance the capacity building of FPOs. The priorities revealed that the maximum percentage of farmers (50) desires to get training on crop cultivation techniques, 55 per cent of the farmers opinioned to have knowledge on soil health and drought management, 30 per cent of the farmers wanted to visit a red gram processing unit and 20 per cent want to visit a successful producer company. All these felt needs of the farmers should be fulfilled by the top level management on priority basis to enhance the capacity building.