STUDY OF GOPIKANDAR UTKARSH KRISHI BAGWANI SWAWLAMBI SAHAKARI SAMITI LIMITED An FPO promoted by ASA
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Date
2023
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Birsa Agricultural University, Ranchi
Abstract
A study on Gopikandar Utkarsh Krishi Bagwani Swawlambi Sahakari Samiti Limited:
An FPO promoted by ASA, was carried out under Centre for Agribusiness Management,
Birsa Agricultural University, Ranchi, Jharkhand with the objectives; to identify the steps in
the formation of FPO, to study the working process of FPO and to identify constraints of
CBBO, BODs and member farmers. An FPO is a collective of farmers, mainly comprising
small/marginal farmers who come together to improve their livelihoods by collectively
marketing their produce, accessing resources and knowledge, and reducing transaction costs.
FPOs aim to increase farmers' income, promote sustainable agriculture practices, and
strengthen their competitiveness in markets. FPOs are incorporated/ registered either under
Co-operative Societies Act or under Part IXA of Companies Act of the concerned States.
Presently, around 3510 FPOs are formed under Central Sector Scheme for Formation and
Promotion of 10,000 FPOs. Under this Central Sector Scheme, formation & Promotion of
FPOs are to be done through the 9 Implementing Agencies (IAs) with the help of 94 CBBOs
working in India. All the roles and responsibilities are mentioned under operational
guidelines of formation and promotion of 10,000 FPOs. In this regard, the present study was
conducted to study the identification process and duration in the formation of working FPO,
reviewing the roles and responsibilities of CBBOs and BODs and the constraints faced by
CBBOs, BOD members and member farmers of Gopikandar FPO. The study revealed that it
took 9 months in the formation of Gopikandar FPO. The roles and responsibilities of BODs
and CBBOs were found to be effective in working process of the FPO. The results revealed
that inadequate lack of well-developed storage facilities, lack of well-developed processing
facilities, lack of financial support and exploitation of middleman were the major constraints
faced by the member. Lack of incentive, fear of losing control and conflicts of interest were
the constraints of BODs reported during the study. Less payment to CBBO, language and
cultural barriers and poor participation of BODs were found major constraints of CBBOs.