Question Paper April 2017

Previous Year Question Paper April 2016

Important Questions

B.Com-IV Sem-Co-operation - Specialization CO-OPERATIVE MANAGEMENT AND ADMINISTRATION Question Banks

1. A ……………………. institution is a voluntary association of independent economic units,
organized, capitalized and run by, and for its members, providing and/or marketing goods and
services on cost-to-cost basis to their members.
a) Cooperative
b) Private
c) Public
d) All of these
2. …………………… movement can be an important instrument in furthering the socialist
progress.
a) Cooperative
b) Privatization
c) Both a & b
d) None of the above
3. ……………… is, “a form of organisation wherein persons voluntarily associate together as
human beings on a basis of equality for the promotion of economic interest of themselves”.
a) Cooperation
b) joint stock companies
c) cartels
d) trusts
4. ……………is nothing but “self-help made effective by organisation.”
a) Cooperation
b) joint stock companies
c) cartels
d) trusts

COOPERATION, CONFLICT AND COMPETITION

Man is a social being. It is difficult for man to live in isolation. Men always live in various groups and associations. As members of these groups they Act and behave in a certain manner. The behavior of each individual is affected by the behavior of the other. This interaction is the essence of social life. In other words, it is the key factor in all social lives.

Green defines social interaction as ” the mutual influences that individuals and groups have on one another in their attempts to solve problems and in their striving towards goals.”

According to Kingsley Davis – human interaction ” is communicative interaction. ” in communication one person infers from the behavior of another person – the idea or feeling of the other person.

Thus, social interaction is the dynamic interplay of men within social structures. It is the basic process through which human nature and social structure develop and are changed.

These are discussed in details as follows :

Cooperation

Cooperation is one of the fundamental processes of social life. At the same time, cooperation is the most pervasive and continuous of the social processes. It is an integrating activity. It means working together in the pursuit of common interests or common goal.

Green defined cooperation as ” the continuous and common endeavor of two or more persons to perform a task or to realize a goal that is commonly cherished. ”

Cooperation is a universal phenomenon. It is so important in the life of an individual that it is difficult to survive without it.  Cooperation for human beings is both a psychological and a social necessity.

There are 2 modes of cooperation in a social life –

Direct cooperation – includes “those activities in which men do like things together ” – play together , worship together , etc.
Indirect cooperation  – is found wherever people perform unlike tasks towards a single end – like where there is a division of labor or mass production.
All the progress that mankind has made in various fields is to be attributed to the cooperating spirit of the people. Collective goals in our social life cannot be achieved without cooperation .

Competition

Competition is the most fundamental form of opposition or social struggle. It is a struggle of two or more persons for the same object which is so limited that all cannot share it.

According to Anderson and Parker, “competition is that form of social action in which we strive against each other for the possession of or use of some limited material and non-material good.”

In our society, for instance, there is competition for jobs, for goods, power , social position, fame and all other things one cannot get by mere asking. Thus competition goes on an impersonal manner. The eye is on the goal or reward rather than the competitors.

Competition therefore, exists everywhere, but appears in many ways. It varies as to scope, intensity and type from one system to another. It performs many useful functions in our society.

Competition tends to stimulate economy, efficiency, and inventiveness. It tends to increase one’s ego and to give one satisfaction. Since competition rests upon a set of rules, it creates respect for the ruling of the game.

Conflict

Conflict is as ever-present process in human relations. Conflict is universal and occurs in all places and at all time. There has never been a time or a society in which some individuals or groups did not come into conflict .

Conflict therefore, expresses itself in thousands of ways and degrees and over every range of human contact.

A.W. Green defines conflict as ” the deliberate attempt to oppose, resist or coerce the will of another or others .

Darwin states that – “the principles of struggle for existence and survival of the fittest are the main causes of conflict .”

Mac Iver and Page defined conflict as – that form of struggle in which “men contend against one other for any object . ”

Conflict generally occurs due to individual differences, cultural differences, clash of interests and social changes.  Conflict serves as constructive and positive ends. In corporate conflicts – that is, between groups and societies, solidarity and fellow-feelings are increased. But conflict in its extreme form brings war and destruction of lives and property.

സഹകരണ രംഗം

സഹകരണ രംഗം
         - - - - - - - - - -
* സംസ്ഥാന സഹകരണ വകുപ്പ് പ്രസിദ്ധീകരിക്കുന്ന സഹകരണ മാസിക - സഹകരണ വീഥി.
* നാഷണൽ കോ-ഓപ്പറേറ്റീവ് യൂണിയൻ ഓഫ് ഇന്ത്യ പ്രസിദ്ധീകരിക്കുന്ന മാസിക - ദ് കോ-ഓപ്പറേറ്റർ.
* കോ-ഓപ്പറേറ്റർ എന്ന മാസിക ആരംഭിച്ചത് - ഡോ. വില്യം.കിങ്.
കേരള സംസ്ഥാന സഹകരണ യൂണിയൻ പ്രസിദ്ധീകരിക്കുന്ന മാസിക - കേരള സഹകരണ ജേണൽ.

Module 4 Malayalam Study Material

Module 4 Malayalam Study Material

HISTORY OF CO-OPERATIVE MOVEMENT IN KERALA

HISTORY OF CO-OPERATIVE MOVEMENT IN KERALA

DEFINITION AND REVISED PRINCIPLES OF CO-OPERATION

ICA General Assembly held on 23rd September, 1995 at New Century Hall Manchester, adopted the new Co-operative Principles recommended by the ICA Board of Directors and the ICA Congress after global study and review by committee headed by Prof. Lan Mcpherson from Canada.
The Process started with a paper presented by lars Marcus, then President of the ICA, at the congress held in 1988 at Stockholm. Seven Ake Book, a co-operative specialist from Sweden was called upon to undertake a research in to co-operative values; and the principles in the context of modern global environment of co-operatives. He presented his report in 1992 ICA Congress in Tokiyo the General Assembly appointed a committee, headed by Prof. Lan Mcpherson review of the co-operative principles.
Definition
A Co-operative is an autonomous association of persons united voluntarly to meet their common economic, social and cultural needs and aspirations through a jointly owned and democratically controlled enterprises.
Values
Co-operative are based on the self-help responsibility, democracy, equity and solidarity. In the tredition of their founders, Co-operative members belive in the ethical values of honesty, openness, social responsibility and caring for others.
Principles
The co-operative principles are guidelines by which co-operative put their value in the practice.
First principle: Voluntary and open membership:
Co-operatives are voluntary organisations, open to all person able to use their service and willing the accept the responsibilities of membership, without gender, social, racial, political or religious discrimination.
Second Principle:Democratic member control
Co-operatives are democratic organisations controlled by their members who actively participate in setting their policies and making decisions. Men and women serving as elected representatives are accountable to the membership. In primary Co-operative, members have equal voting rights. (one member, one vote) and co-operative at other levels are also organised in democratic manner.
Third Principle:Member Economic Participation
Members contribute equitably to, and democratically control, the capital of their co-operative. A least part of that capital is usually the common property of the co-operatives. Members usually receive limited compensation, if any on capitals subscribed as a condition of membership. Members allocate surpluses for any of the following purposes; developing their co-operative, possible by setting up reserves, part which at least would be indivisible, benefitting members in proportion to their transaction with the co-operative and sopporting other activities approved by the membership.
Fourth Principles: Automony And Indipendence
Co-operative and automonus, self help organisation controlled by their members, if they entire in agreement with other organisations, including governments, or raise capital from external sources, they do so on terms that ensure democratic cotrolle by their members and maintain their co-operative automony.
Fifth Principle: Education Training And Information
Co-operative provide education and training for their members, elected representatives, managers and employees and can contribute deffectively to development of their co-operatives. They inform the general public particularly young people and openion leaders about the nature and benefit of co-operation.
Sixth Principle:Co-Operation Among Co-Operatives
Co-operatives serve their members most effectively and strengthen the co-operative movements by working together through local, regional, national and international structure.
Seventh Principle: Concern For Community
Co-operative work for substainable development of their communities through polices approved by their members.

HISTORY OF CO-OPERATIVES IN KERALA

The British East India Company miserably exploited India by absorbing all her resources during pre-independent period. After independence earnest steps were taken to make her healthy in every respects. It was generally admitted by the Architects of India that co-operatives can act as an effective media for the socio-economic reconstruction of the country. Hence attempts were made by the Planning Commission to develop the co-operative movement as a self reliant one by augmenting the resources through mobilisation of savings in urban and rural areas, promoting integrated rural development by strengthening the links between credit, supply of inputs, processing, marketing and distribution of essential commodities and developing of weaker sections of the community.

The growth of Co-operative movement in Kerala was insignificant during pre-independent era. Only 1669 co-operatives were functioning in the state with a total working capital of Rs.92.21 lakhs. The membership and paid up share capital were Rs.2.05 and Rs. 31.79 lakhs respectively. Credit and non-credit operations during the period were also nominal. Loan disbursed during the year 1946 was Rs.10.62 lakhs only. Performance in the area of Consumer, Marketing etc. were also not remarkable when compared to the exquisite achievements during the succeeding years. A comparative statement of performance of the sector during pre and post-Independent era is shown in Annexure-I.

Before the formation of State of Kerala, Co-operatives under the area were administered by the Travancore Co-operative Societies Act V of 1112(M.E), Cochin Co-operative Societies Act XXVI of 1113(M.E) and Madras Co-operative Societies Act 1932. After the integration of Travancore and Cochin, Travancore-Cochin Co-operative Societies Act 1951 came into force with effect from 1.9.1952. After the formation of Kerala State, the Kerala Co-operative Societies Act of 1969 came into force with effect from15.5.1969 in order to enact a uniform law on co-operation applicable throughout the State. Consequent on the introduction of Kerala Co-operative Societies Act 1969, Societies with unlimited liability ceased to exist and societies with limited liability came into existence. Thereafter Government of Kerala passed the Kerala Co-operative (Amendment) Act 1999 which came into force with effect from 1.1.2000. Providing of membership to local body institutions, Deposit guarantee scheme in Primary Agricultural Credit Societies, Consortium Lending Scheme, Co-operative Development and Welfare Fund, Independent Election Commission, Separate Audit Wing and Vigilance Wing, and Co-operative Examination Board are the new provisions made in the Amendment Act.

Administrative Setup of Co-operative Department in Kerala

The Department of Co-operation is headed by the Registrar of Co-operative Societies. At the Headquarters, the Registrar of Co-operative societies is assisted by four Additional Registrars of co-operative societies, two Joint Registrars, one Law Officer and one finance officer and a Research Officer. One Additional Registrar of co-operative societies is in charge of Credit wing and the second Additional Registrar looks after Consumer wing, and the third Additional Registrar is in charge of General administration and matters in respect of Circle Co-operative unions and publicity, and the fourth Additional Registrar is in charge of co-operative Information Bureau  and Integrated Co-operative Development Project (ICDP) respectively.
Out of the two Joint Registrars in Head Office, one Joint Registrar is in charge of matters relating to the Marketing and Processing Co-operative Societies and other Joint Registrar is in charge looks into the matter pertaining to Scheduled Caste and Scheduled Tribe Co-operative Societies in the State. The Law officer and Finance Officer who are on deputation from the secretariat advise the Registrar of Co-operative societies on matters relating to legal aspects and finance matters  respectively.
Besides the above officers, 7 Deputy Registrars of Co-operative societies, 13 Assistant Registrars of Co-operative Societies, one Research officer from Economics and Statistics Department, One Editor Cum-Press Relation officer and one PA to Registrar of co-operative societies are working at the head quarters.
One Deputy Registrar of Co-operative Societies is working as intermediatery officer of the ICDP Section in the headquarters.
In head office there were 24 sections. They are:-
1  Establishment-A (EA)
2  Establishment-B (EB)
3 Accounts
4 IT Division
5  Fin A
6  Fin B
7  Employees Matters of Co-operative Institutions (EM)
8  Marketing and processing- I
9  Marketing and processing -II
10  H V/M T
11  Consumer (CS)
12  Inspection Cell
13  General
14  Vigilance
15  Publication and Training (PT)
16  Scheduled Caste/Tribes (SCT)
17  Credit Long Term (CLT)
18  Credit general (CG)
19  Credit banking (CB)
20  Credit primaries (CP)
21 Integrated co-operative development Project (I C D P)
22  Planning & Monitoring (P&M)
23  Statistics (ST).
24  Co-operative Information Bureau
A Co-operative Information Bureau is functioning at the head office and a monthly publication Sahakarana Veedhi is published regularly by the Bureau. The Editor cum Press  Relation Officer leads the Bureau.
The Statistical Wing is manned by the staff from the Department of Economics and Statistics.

A directorate of co-operative audit is constituted which is headed by director of Co-operative Audit who is an IAS/IAAS officer.  The director is assisted by one Additional Director, one Joint Director, One Deputy Director, One Assistant Director and Seven Auditors of Co-Operative societies.  The Directorate is engaged with audit of all co-operative institutions in the state.
A Co-Operative vigilance office is constituted to investigate all cases of misappropriation, corruption and major irregularities in Co-Operative societies. It is headed by DIG of Police assisted by three DYSPs, three C.I.s and police constables.  It has three zonal offices at Alleppy, Thrissur and Kannur. The Office of Co-Operative Vigilance Officer is in charge of a Joint Registrar of Co-Operative Societies.
In the district there are two wings that  is General and Audit. One Joint Registrar (General) and one Joint Director (Audit) are headed the above two wings respectively. At Taluk level one Assistant Registrar of Co-operative Societies for General Administration and one Assistant Director of Co-operative Societies, for audit of Co-operative Societies is functioning.
One Assistant  Registrar of Co-operative Societies is working as Liaison Officer attached to the Joint Registrar (General) Ernakulam, to liaison the work with the Advocate General in respect of O.P s filed before the Hon.  High Court  of Kerala.
Services of 9 Deputy Registrars of Co-operative Societies and 23 Co-operative Inspectors are rendered to the State Co-Operative Union for working as Principals and Lecturers respectively in the 9 Co-operative Training Centers run by State Co-operative union on free services.
A vigilance wing is functioning in the Department and 1 Deputy Registrars all over the state look after/conducts Inspections in the Co-operative Societies.  A part from this an inspection cell headed by two Deputy Registrar constituted for Inspection mainly in Apex, central and Urban Banks.
A Co-operative Tribunal is also functioning as an appellate authority on the awards issued by the Departmental Arbitrators. The Tribunal is appointed from the judicial service and should be a judge not below the rank of District and Session judge.
Government vide GO (P) 1/03dt. 02.01.03 had constituted Co-operative Arbitration Court headed by one presiding officer to hear and dispose all Non-Monetary disputes in the state.
A Co-operative Election commission constituted vide G.O (Ms) 109/01/co-op DT. 9.11.01 comprising of the following staff is functioning at the Head quarters at Thiruvanamthapuram for conducting election in the credit co-operative societies in the state.

Module 5 Kalyani Publication

Module 5

Module 5 Impress Publication (Malayalam)

Module 5 (Malayalam)

5th Module Impress Publication ( English)

• 5 Module Impress ( English )

National Dairy Development Board

           The National Dairy Development Board is an institution of national importance set up by an Act of Parliament of India. The main office is in Anand, Gujarat with regional offices throughout the country. NDDB's subsidiaries include IDMC Limited-Anand, Mother Dairy, Delhi, NDDB Dairy Services, Delhi and Indian Immunologicals Ltd, Hyderabad.                         
           It was founded by Dr. Verghese Kurien. The National Dairy Development Board (NDDB) was created in 1965, fulfilling the desire of the then prime minister of India — the late Lal Bahadur Shastri to extend the success of the Kaira Cooperative Milk Producers' Union (Amul) to other parts of India.
That success combined the wisdom and energy of farmers with professional management to successfully capture liquid milk and milk product markets while supporting farmer investment with inputs and services. The major success of this mission was achieved through the World Bank financed Operation Flood, which lasted for 26 years (1970 to 1996) and was responsible for making India the world's largest producer of milk. This operation was started with the objective of increasing milk production, augmenting farmer income and providing fair prices for consumers.
          NDDB has now integrated 1,17,575 dairy co-operatives in what it calls the Anand Pattern, linking the village society to the state federations in a three-tier structure.
NDDB launched its Perspective Plan 2010 with four thrust areas: Quality Assurance, Productivity Enhancement, Institution Building and National Information.


Operation Flood

                Operation Flood, launched in 1970, was a project of India's National Dairy Development Board (NDDB), which was the world's biggest dairy development program. It transformed India from a milk-deficient nation into the world's largest milk producer, surpassing the USA in 1998, with about 17 percent of global output in 2010–11. In 30 years it doubled milk available per person, and made dairy farming India’s largest self-sustainable rural employment generator. It was launched to help farmers direct their own development, placing control of the resources they create in their own hands. All this was achieved not merely by mass production, but by production by the masses.

               Operation Flood is the program behind "the white revolution." It created a national milk grid linking producers throughout India with consumers in over 700 towns and cities, reducing seasonal and regional price variations while ensuring that the producer gets a major share of the price consumers pay, by cutting out middlemen. The bedrock of Operation Flood has been village milk producers' co-operatives, which procure milk and provide inputs and services, making modern management and technology available to members. Operation Flood's objectives included:

• Increase milk production ("a flood of milk")
• Augment rural incomes
• Fair prices for consumers 

Program implementation

Operation Flood was implemented in three phases.

Phase I

           Phase I (1970–1980) was financed by the sale of skimmed milk powder and butter oil donated by the European Union (then the European Economic Community) through the World Food Program. NDDB planned the program and negotiated the details of EEC assistance. During this phase, Operation Flood linked 18 of India's premier milksheds with consumers in India's major metropolitan cities: Delhi, Mumbai, Kolkata and Chennai, establishing mother dairies in four metros.^[7] Operation Flood – I was originally meant to be completed in 1975, actually spanned the period of about nine years from 1970–79, at a total cost of Rs.116 crores.^[3] At the start of Operation Flood-I in 1970 certain aims were kept in view for the implementation of the programs: Improving the organized dairy sector in the metropolitan cities Mumbai (then Bombay), Kolkata (then Calcutta), Chennai (then Madras) and Delhi through marketing, increasing producers' share of the milk market, and speeding up development of dairy animals in rural areas to increase both production and procurement.

Phase II

        Operation Flood Phase II (1981–1985) increased the milk-sheds from 18 to 136; urban markets expanded the outlets for milk to 290. By the end of 1985, a self-sustaining system of 43,000 village cooperatives with 4,250,000 milk producers were covered. Domestic milk powder production increased from 22,000 tons in the pre-project year to 140,000 tons by 1989, all of the increase coming from dairies set up under Operation Flood. In this way EEC gifts and the World Bank loan helped promote self-reliance. Direct marketing of milk by producers' cooperatives increased by several million liters a day.

Phase III

        Phase III (1985–1996) enabled dairy cooperatives to expand and strengthen the infrastructure required to procure and market increasing volumes of milk. Veterinary first-aid health care services, feed and artificial insemination services for cooperative members were extended, along with intensified member education. Operation Flood's Phase III consolidated India's dairy cooperative movement, adding 30,000 new dairy cooperatives to the 43,000 existing societies organized during Phase II. Milk-sheds peaked at 173 in 1988-89 with the numbers of women members and Women's Dairy Cooperative Societies increasing significantly. Phase III increased emphasis on research and development in animal health and animal nutrition. Innovations like vaccine for Theileriosis, bypassing protein feed and urea-molasses mineral blocks, all contributed to the enhanced productivity of milk producing animals.^[7

 

 

Krishak Bharati Cooperative

                Krishak Bharati Cooperative Limited' (KRIBHCO) is an Indian cooperative society that manufactures fertilizer, mainly urea. It is registered under the Multi-State Cooperative Societies Act 2002, and The Government of India through the Department of Fertilizers was a member of KRIBHCO but its equity holding was reduced to NIL on 4 July 2013 under the provisions of the MSCS Act 2002. KRIBHCO is not owned nor controlled nor financed by the Government of India / Any State Governments.Its main plant is located in Surat, Gujarat.


 KRIBHCO'S Mission, Vision and Objectives

Mission:

To act as a catalyst to agricultural and rural development by selecting, financing and managing projects that are both socially desirable and commercially profitable.

Vision:

To become a world class organization that represents the farmer community and maximizes their returns through specialization in agricultural inputs, rural need based products and other diversified businesses that maximize stakeholders’ value.

Objectives:

· To strengthen cooperative system

· To enhance the urea installed capacity and increasing its market share

· To ensure optimum utilization of existing plant and machinery

· To diversify into other core sectors like Power, Port, Infrastructure, Rural Retail, etc

· Transfer of technology for modern farming and improving farmers livelihood

· To educate and train farmers, provide free testing facilities for soil nutrients and irrigation water

In a nut shell KRIBHCO, World’s Premier Fertilizer producing Cooperative has an outstanding track record to its credit in all spheres of its activities. KRIBHCO has fully imbibed the cooperative philosophy and has made sustained efforts towards promoting the cause of modern agriculture and cooperatives in the country. KRIBHCO stands for commitment, sincerity and high standards of excellence. In our endeavor towards achieving our goals we are impelled by the ideals set by our predecessors and the devotion and dedication of our employees. We are ISO 9001, ISO 9002, and ISO 14001 certified organization.

Indian Farmers Fertiliser Cooperative

           Indian Farmers Fertiliser Cooperative Limited, also known as IFFCO, is the world's largest fertiliser cooperative federation based in India which is registered as a Multistate Cooperative Society.
          On 3 November 1967 Indian Farmers Fertiliser Cooperative Limited (IFFCO) was registered as a Multi-unit Co-operative Society. It got deemed recognisation under the provisions of Multistate Cooperative Societies Act 1984 & 2002 later.

Mission and Objectives

        IFFCO's mission is "to enable Indian farmers to prosper through timely supply of reliable, high quality agricultural inputs and services in an environmentally sustainable manner and to undertake other activities to improve their welfare"

• To provide to farmers high quality fertilizers in right time and in adequate quantities with an objective to increase crop productivity.
• To make plants energy efficient and continually review various schemes to conserve energy.
• Commitment to health, safety, environment and forestry development to enrich the quality of community life.
• Commitment to social responsibilities for a strong social fabric.
• To institutionalise core values and create a culture of team building, empowerment and innovation which would help in incremental growth of employees and enable achievement of strategic objectives.
• Foster a culture of trust, openness and mutual concern to make working a stimulating and challenging experience for stake holders.
• Building a value driven organisation with an improved and responsive customer focus. A true commitment to transparency, accountability and integrity in principle and practice.
• To acquire, assimilate and adopt reliable, efficient and cost effective technologies.
• Sourcing raw materials for production of phosphatic fertilisers at economical cost by entering into Joint Ventures outside India.
• To ensure growth in core and non-core sectors.
• A true Cooperative Society committed for fostering cooperative movement in the country.

National Bank for Agriculture and Rural Development

National Bank for Agriculture and Rural Development (NABARD) is an apex development bank in India, headquartered at Mumbai with branches all over India.^[2] The Bank has been entrusted with "matters concerning policy, planning and operations in the field of credit for agriculture and other economic activities in rural areas in India". NABARD is active in developing financial inclusion policy and is a member of the Alliance for Financial Inclusion.[


NABARD was established on the recommendations of B.Shivaraman Committee, (by Act 61, 1981 of Parliament) on 12 July 1982 to implement the National Bank for Agriculture and Rural Development Act 1981. It replaced the Agricultural Credit Department (ACD) and Rural Planning and Credit Cell (RPCC) of Reserve Bank of India, and Agricultural Refinance and Development Corporation (ARDC). It is one of the premier agencies providing developmental credit in rural areas. NABARD is India's specialised bank for Agriculture and Rural Development in India.
The initial corpus of NABARD was Rs.100 crores. Consequent to the revision in the composition of share capital between Government of India and RBI, the paid up capital as on 31 March 2015, stood at Rs.5000 crore with Government of India holding Rs.4,980 crore (99.60%) and Reserve Bank of India Rs.20.00 crore (0.40%).^[4] RBI sold its stake in NABARD to the Government of India, which now holds 99% stake.^[5]
International associates of NABARD include World Bank-affiliated organizations and global developmental agencies working in the field of agriculture and rural development. These organizations help NABARD by advising and giving monetary aid for the upliftment of the people in the rural areas and optimizing the agricultural process. ^[6]


 OBJECTIVES
 
NABARD was established in terms of the Preamble to the Act, "for providing credit for the promotion of agriculture, small scale industries, cottage and village industries, handicrafts and other rural crafts and other allied economic activities in rural areas with a view to promoting IRDP and securing prosperity of rural areas and for matters connected therewith in incidental thereto".

The main objectives of the NABARD as stated in the statement of objectives while placing the bill before the Lok Sabha were categorized as under :The National Bank will be an apex organisation in respect of all matters relating to policy, planning operational aspects in the field of credit for promotion of Agriculture, Small Scale Industries, Cottage and Village Industries, Handicrafts and other rural crafts and other allied economic activities in rural areas.
The Bank will serve as a refinancing institution for institutional credit such as long-term, short-term for the promotion of activities in the rural areas.
The Bank will also provide direct lending to any institution as may approved by the Central Government.
The Bank will have organic links with the Reserve Bank and maintain a close link with in.

MAJOR ACTIVITIES 

Preparing of Potential Linked Credit Plans for identification of exploitable potentials under agriculture and other activities available for development through bank credit.
Refinancing banks for extending loans for investment and production purpose in rural areas.
Providing loans to State Government/Non Government Organizations (NGOs)/Panchayati Raj Institutions (PRIs) for developing rural infrastructure. Supporting credit innovations of Non Government Organizations (NGOs) and other non-formal agencies.
Extending formal banking services to the unreached rural poor by evolving a supplementary credit delivery strategy in a cost effective manner by promoting Self Help Groups (SHGs)
Promoting participatory watershed development for enhancing productivity and profitability of rainfed agriculture in a sustainable manner.
On-site inspection of cooperative banks and Regional Rural Banks (RRBs) and iff-site surveillance over health of cooperatives and RRBs.


ROLE AND FUNCTIONS
 
NABARD is an apex institution accredited with all matters concerning policy, planning and operations in the field of credit for agriculture and other economic activities in rural areas.It is an apex refinancing agency for the institutions providing investment and production credit for promoting the various developmental activities in rural areas.
It takes measures towards institution building for improving absorptive capacity of the credit delivery system, including monitoring, formulation of rehabilitation schemes, restructuring of credit institutions, training of personnel, etc.
It co-ordinates the rural financing activities of all the institutions engaged in developmental work at the field level and maintains liaison with Government of India, State Governments, Reserve Bank of India and other national level institutions concerned with policy formulation.
It prepares, on annual basis, rural credit plans for all districts in the country; these plans form the base for annual credit plans of all rural financial institutions.
It undertakes monitoring and evaluation of projects refinanced by it.
It promotes research in the fields of rural banking, agriculture and rural development.

National Agricultural Cooperative Marketing Federation of India

                                 

                National Agricultural Cooperative Marketing Federation of India Ltd (NAFED) is an apex organization of marketing cooperatives for agricultural produce in India, under Ministry of Agriculture, Government of India.^[1][2] It was founded in October 1958 to promote the trade of agricultural produce and forest resources across the nation.^[3] NAFED is now one of the largest procurement as well as marketing agencies for agricultural products in India. With its headquarters in New Delhi, NAFED as four regional offices at Delhi, Mumbai, Chennai and Kolkata, apart from 28 zonal offices in state capitals and important cities.
In 2008, it established, National Spot Exchange, a Commodities exchange as a joint venture of Financial Technologies (India) Ltd.

Objectives

To co-ordinate and promote the marketing and trading activities of its affiliated co-operative institutions;

To make arrangements for the supply of the agricultural inputs required by member institutions;

To promote inter-state and international trade in agricultural and other commodities; and

To act as an agent of the government for the purchase, sale, storage and distribution of agricultural products and inputs.

Membership of Nafed

There is no change in the membership of NAFED as no new member was admitted during the year 2015-16 nor any member withdrew membership of NAFED, therefore, the membership of NAFED as on 31.03.2016 stood at 847, which is as under :

S No.	Category of Members	Total No. of Members as on 31/03/2015	Total No. of Members as on 31/03/2016
1.	State Level Marketing Federations	25	25
2.	Apex Level Marketing Federations	03	03
3.	State Level Tribal and Commodity Federations	24	24
4.	Primary Marketing/ Processing Societies	793	793
5.	Government of India*	00	00
6.	NCCF & Other National Level Coop. Organisations	02	02
	Total	847	847

*Government has no equity participation in the share capital of Nafed.

Management of Nafed

The management of NAFED vests in the Board of Directors, which includes Chairman and Managing Director. The Board is supported by 2 standing committees - Executive Committee and Business Committee. In addition, the Board can also constitute two more committees/sub-committees as per the provision of the MSCS Act/Rules and Bye-laws of NAFED.

Activities

The NAFED performs the following activities:
♦ Internal Trade
NAFED is engaged in interstate trade in agricultural commodities, particularly foodgrains, pulses, oilseeds, cotton, jute, spices, fruits, vegetables and eggs with a view to assuring better prices to the producers.

♦ Foreign Trade- Export and Import of Agricultural Commodities
The NAFED exports agricultural commodities, particularly onions (canalised), potatoes, ginger, garlic, nigerseed, sesamessed, gum, deoiled cake of groundnut, soyabean and cottonseed, fresh and processed fruits and vegetables, spices- black pepper, cardamom, turmeric, cuminseed, coriander seed; cereals-rice, barley, bajra, jowar and ragi and jute bags.

♦ Imports
The NAFED also arranges for the imports of pulses, fresh fruits, dry fruits, nutmeg (jaiphal), wetdates and chicory seeds and inputs particularly fertilizers and machinery as and when asked to do so by the government.

♦ Price support operations
Government of India have designated NAFED as the nodal agency for implementing the price support policy for oilseeds and coarse grains during Seventh Five Year Plan period (1985-90). NAFED is being appointed as the agency of the government to undertake support price purchases of commodities like groundnut, soyabean, mustard seed, gram, tur, moong, bajra, jowar, maize, barley, toria and sunflower seed.

♦ Production and Marketing of Agricultural Inputs
NAFED helps the farmers by supplying them agricultural machinery like harvesting combines tractors, spare parts and such other inputs as bio-fertilizers. NAFED also imports some of the machine and spare parts from abroad to ensure timely availability of genuine spare parts at reasonable prices.

♦ Promotional Activities
NAFED maintains expert staff, which conducts market studies, collects data and circulates the results among the members.

♦ Developing Co-operative Marketing of Tribal Produce
A separate cell to develop the marketing of product of the tribal areas (minor forest products) having economic value has been set up with the assistance of NAFED. NAFED arranges market intelligence, establishes better system for auction of tribal produce and develops for other commodities like chilgoza, gum, karya etc. Keeping in view the importance of marketing of tribal produce, a separate Tribal Co-operative Marketing Development Federation (TRIFED) has been set up.

♦ Setting of Scientific Storage System
NAFED has set up a cold storage alongwith an ice factory and a warehouse in Delhi. It has set up an onion warehousing complex at Nagapattanam.

♦ Processing of Fruits and Vegetables
NAFED has set up a multi-commodity fruit and vegetables processing unit at Delhi and at Vellore (Tamil Nadu). The basic purpose is to develop the processing industry in co-operative sector in a major way so as to make fruits and vegetable marketing and processing to the advantage of the farmers.

NAFED also manufactures jute goods in joint venture with Konark Jute Limited-promoted by Industrial Development Corporation of Orissa.