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Kerala Agricultural University, Thrissur

The history of agricultural education in Kerala can be traced back to the year 1896 when a scheme was evolved in the erstwhile Travancore State to train a few young men in scientific agriculture at the Demonstration Farm, Karamana, Thiruvananthapuram, presently, the Cropping Systems Research Centre under Kerala Agricultural University. Agriculture was introduced as an optional subject in the middle school classes in the State in 1922 when an Agricultural Middle School was started at Aluva, Ernakulam District. The popularity and usefulness of this school led to the starting of similar institutions at Kottarakkara and Konni in 1928 and 1931 respectively. Agriculture was later introduced as an optional subject for Intermediate Course in 1953. In 1955, the erstwhile Government of Travancore-Cochin started the Agricultural College and Research Institute at Vellayani, Thiruvananthapuram and the College of Veterinary and Animal Sciences at Mannuthy, Thrissur for imparting higher education in agricultural and veterinary sciences, respectively. These institutions were brought under the direct administrative control of the Department of Agriculture and the Department of Animal Husbandry, respectively. With the formation of Kerala State in 1956, these two colleges were affiliated to the University of Kerala. The post-graduate programmes leading to M.Sc. (Ag), M.V.Sc. and Ph.D. degrees were started in 1961, 1962 and 1965 respectively. On the recommendation of the Second National Education Commission (1964-66) headed by Dr. D.S. Kothari, the then Chairman of the University Grants Commission, one Agricultural University in each State was established. The State Agricultural Universities (SAUs) were established in India as an integral part of the National Agricultural Research System to give the much needed impetus to Agriculture Education and Research in the Country. As a result the Kerala Agricultural University (KAU) was established on 24th February 1971 by virtue of the Act 33 of 1971 and started functioning on 1st February 1972. The Kerala Agricultural University is the 15th in the series of the SAUs. In accordance with the provisions of KAU Act of 1971, the Agricultural College and Research Institute at Vellayani, and the College of Veterinary and Animal Sciences, Mannuthy, were brought under the Kerala Agricultural University. In addition, twenty one agricultural and animal husbandry research stations were also transferred to the KAU for taking up research and extension programmes on various crops, animals, birds, etc. During 2011, Kerala Agricultural University was trifurcated into Kerala Veterinary and Animal Sciences University (KVASU), Kerala University of Fisheries and Ocean Studies (KUFOS) and Kerala Agricultural University (KAU). Now the University has seven colleges (four Agriculture, one Agricultural Engineering, one Forestry, one Co-operation Banking & Management), six RARSs, seven KVKs, 15 Research Stations and 16 Research and Extension Units under the faculties of Agriculture, Agricultural Engineering and Forestry. In addition, one Academy on Climate Change Adaptation and one Institute of Agricultural Technology offering M.Sc. (Integrated) Climate Change Adaptation and Diploma in Agricultural Sciences respectively are also functioning in Kerala Agricultural University.

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Subject: Agricultural Economics × Author: Abhinav, M C × End date: 2018 × Start date: 2011 × Thesis Type: M.Sc ×
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    ThesisItemOpen Access
    Economic impact of subicsha on SHG members of Kozhikode district
    (Department of Agricultural Economics, College of Agriculture, Vellayani, 2018) Abhinav, M C; KAU; Paul Lazarus, T
    The research entitled "Economic impact of SUBICSHA on SHG members of Kozhikode district" was conducted in Perambra block of Kozhikode district. SUBICSHA means Special project for Sustainable Business Development of Innovative Coconut Based Micro-Enterprises for Holistic Growth and Poverty Alleviation. The objective of the study was to analyze the economics and marketing of major coconut products produced by SUBICSHA, to assess the economic impact of SUBICSHA on SHG members and to study the constraints faced by SUBICSHA and SHG members. Both primary and secondary data were used for the analysis of this study. Secondary data regarding SUBICSHA were collected from the SUBICSHA headquarters located at Nochad in Kozhikode district. Data on production and price of coconut based products and data on capital investment, fund distribution, machinery and details of cost incurred in the production and establishment of the firm were collected for the period 2003-2017. Primary data were collected from 120 SHG members associated with SUBICSHA. The respondents were classified into Group I (SHG generating more than 4 lakh per annum), Group II (SHG generating 2- 4 lakh per annum) and Group III (SHG generating less than 2 lakh per annum). Financial analysis were done to understand the profitability of four major products by SUBICSHA viz; 1) coconut oil 2) virgin coconut oil 3) chutney powder 4) sandal soap. Marketing channels of SUBICSHA were identified and cost of production of four major products was computed. Percentage analysis and paired ttest were done to identify the economic impact of SUBICSHA on SHG members. Garret's ranking technique was used to rank the constraints faced by SHG members associated with SUBICSHA and constraints faced by SUBICSHA were listed out. Compound annual growth rate was calculated for the quantity produced and average unit prices over the years (2003-17) to know the growth trend. Among the 59 products developed by SUBICSHA, 25 products were exclusively from coconut. All the products analyzed were found to have positive growth trend for price and quantity produced over the years. Among 4 major products virgin coconut oil showed the maximum growth of 5.04 per cent per annum for quantity produced. The annual turnover of SUBICSHA from all the products produced in 2016-17 was 5.47 Cr. Out of this 83.4 ( 4,56,40,496) and 8.57 ( 47,07,576) per cent were contributed respectively by coconut products and by products. In the year 2016-2017 SUBICHA producer company received an annual net profit of 8,51,035. SUBICSHA was initiated with the supporting and revolving fund from Swarnajayanthi Gram Swarozgar Yojana (SGSY) of GOI, 1999. SGSY scheme endured 66.5 per cent of the total establishment and developmental cost of the project. The cost incurred for the production of 1 kg of coconut oil, virgin coconut oil, chutney powder and sandal soap were 202.72, 303, 167 and 264 respectively. Firm sells coconut oil, virgin coconut oil, chutney powder and sandal soap with an average price of 220, 560, 245 and 270 per kg. The net returns obtained from four major products of SUBICSHA per year was 15,10,850 with a B-C ratio of 1.02. From financial analysis, it was found that the net present value of coconut oil, virgin coconut oil, chutney powder and sandal soap were 85,25,413, 9,64,523, 1,21,009 and 2,81,754 respectively and benefit cost ratios of these products were respectively 1.50, 1.10, 1.24 and 1.12. The estimated internal rate of return of coconut oil, virgin coconut oil, chutney powder and sandal soap were 44.70, 16.61, 26.27 and 20.39 per cent respectively. SUBICSHA had only two channels for marketing all its products. More than 90 per cent of the SUBICSHA products were sold through SUBICSHA outlets itself. Less than 10 per cent of the quantity sold through other retailer shops. SUBICSHA had a high marketing efficiency due to its direct selling pattern in the market. Economic impact of SUBICSHA on SHG members was analysed based on before and after status using paired t-test. It was found that the income levels, overall expenditure pattern, saving habit, borrowing power and asset creation of SHG members were significantly improved after joining SUBICSHA. Garrett ranking technique was used to rank the major constraints faced by the SHG members associated with SUBICSHA. In constraints related to participation in SHGs, weak financial status of the SHGs was the prominent constraint faced by Group I and III while lack of stability and unity among members were ranked as first constraint by Group II. In constraints related to participation in SUBICSHA, inadequate technical training was ranked as first by Group I (high income generating SHGs) members while wage problem was ranked first by Group II (middle income generating SHGs) and Group III(low income generating SHGs) members. Regarding socio economic constraints, benefit sharing problem was given as first rank by Group I member while low returns was given as first rank by Group II and Group III members. Among the constraints faced by SUBICSHA, coordination of more than 522 SHG groups, inefficient handling of the technology, unavailability of raw material (coconut) were the prominent constraints in formation, developmental and nurturing stages respectively. Summing up, it can be concluded that SUBICSHA as a women empowerment and poverty alleviation programme was successfully implemented in Kozhikode district and SUBICSHA had significant economic impact on SHG members associated with it. Hence such initiatives may be replicated and promoted in the other districts of Kerala.