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Agriculture University, Jodhpur

Agriculture University, Jodhpur was established on 14th September, 2013 by Government of Rajasthan under Agriculture University, Jodhpur Act 21 of 2013 to focus on holistic development of arid and semi-arid regions of the state covering 6 districts (Jodhpur, Barmer, Nagaur, Pali, Jalore and Sirohi), constituting 28% of total geographical area which is sustaining 20.8% human and 28.4% animal population of the state. The districts under jurisdiction of the university cover 3 agro-ecological zones of the state. These are Arid Western Plain Zone Ia (Jodhpur and Barmer districts), Transitional plain of Luni Basin Zone IIb (Jalore, Pali, and Sirohi districts) and part of Transitional Plain of Inland Drainage Zone IIa (Nagaur district). The university has 1 institute of diploma and 3 colleges to produce highly competent educated human resources in agriculture and allied sciences besides 2 agricultural research stations, one each in zone Ia & IIb and 3 agricultural research sub stations, one in each zone to prepare, plan and perform highly need based research in this acute water scarce but naturally rich bio-diversified zone of the country. The third most important part in tri-pillar (Teaching, Research & Extension) of agricultural development, the extension for transfer of technologies are reached to doorsteps of the farming community by 6 Krishi Vigyan Kendras (K-V-Ks), 2 in Nagaur district and 1 each in Jodhpur, Barmer, Jalore & Sirohi districts under the umbrella of the university. The different units of teaching, research and extension are coordinating to systematically run by the headquarter situated at Mandor, Jodhpur.

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Subject: Agricultural Extension × Author: Dhayal, Vikash × Thesis Type: M.Sc ×
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    ThesisItemOpen Access
    Appraisal of Farmers Producer Organizations in Nagaur District of Rajasthan
    (Agriculture University, Jodhpur, 2023-09-04) Dhayal, Vikash; Lal, Banwari
    India is experiencing a paradigm shift from social welfare to welfare capitalism. Therefore, it is the need of the hour to frame a policy that focuses on the "Collectivization of Farmers for Capitalization". The journey has led from the "Cooperative Movement" to the "New Producer Company Movement" where the structure of cooperative societies and the efficiency of a private company are combined. The concept of the FPO (Farmers Producer Organizations) was introduced by a committee headed by economist Y.K. Alagh in the year 2000 and in 2003, the committee passed the Producer Company Act by incorporating Part IX-A into the Company Act of 1956. In recent years, the FPO concept has gained major attention across the country. But how much the new policy on FPOs focuses on farmers' participation and how successful it is at the ground level needs to be assessed. The present study, entitled "Appraisal of Farmers Producer Organizations in Nagaur District of Rajasthan" was undertaken to study the socio-economic profile of FPO members as well as to identify the stakeholders involved in FPO formation. The study also emphasized the institutional and business performance of FPOs, as well as the problems faced by their members and suggestions to strengthen their functioning. The study was conducted in two FPOs in Nagaur district, Rajasthan, with 120 respondents. The members were interviewed personally through a well-structured interview schedule. The respondent’s profiles revealed that most members were from the middle age group, educated up to high secondary, belonged to joint families, and had agriculture as main occupation. Most of them were categorized under the semi-medium category of land holding, were from medium annual income category, associated with one organization of social participation, had a medium level of extension contacts, and medium level of mass media exposure. The main reason behind respondents joining FPOs was to enhance family income and buy inputs at a lower cost. The study also reported that twelve stakeholders were actively involved in the formation of FPOs, and among these funding agencies and customers were the major stakeholders. The performance analysis of FPOs revealed that 50.00 percent of performance indicators were in the medium-level categories, whereas 25.00 percent of the indicators were in the high-level and low-level categories, respectively. However, in the case of business performance, both FPOs were in the yellow zone (average performance), with a score of 71.64. The study also revealed that "Poor credit facilities" and "Heavy paperwork and bookkeeping" were perceived as the most and least severe problems faced by the members, respectively. "Input supply on subsidiary rate" and "Membership charge should be reduced" were perceived as major and minor suggestions by respondents to strengthen the functioning of FPOs