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DA FPO Case Studies PDF
DA FPO Case Studies PDF
ORGANISATIONS IN INDIA
Development Alternatives (DA), the world's first social enterprise dedicated to sustainable development, is a
research and action organisation striving to deliver socially equitable, environmentally sound and economically
scalable development outcomes. DA's green technology innovations for habitat, water, energy and waste
management, which deliver basic needs and generate sustainable livelihoods, have reduced poverty and
rejuvenated natural ecosystems in the most backward regions of India.
Heinrich Böll Stiftung (HBF) is the Green Political Foundation from Germany. Headquartered in Berlin and with
about 28 international offices, HBF conducts and supports civic educational activities and projects world-wide. HBF
is present in India since 2002, with the HBF India office in New Delhi coordinating the interaction with local project
partners. HBF India's programme activities are focused on three areas: Climate and Resources; Gender & Socio-
Economic Policies; and Democracy & Dialogue.
DISCLAIMER
This document is an outcome of a project titled; “Resources - Food and Housing” funded by Heinrich Böll Foundation, for the economic development, social
empowerment and environment management of our society. This Policy paper is intended for use by policy-makers, academics, media, government, non-
government organisations and general public for guidance on matters of interest only and does not constitute professional advice. The opinions contained in this
document are those of the authors only. However, the decision and responsibility to use the information contained in this Policy Paper lies solely with the reader.
The author(s) and the publisher(s) are not liable for any consequences as a result of use or application of this document. Content may be used/quoted with due
acknowledgement to Development Alternatives.
List of Abbreviations
We take this opportunity to thank NABARD, Centre for Sustainable Agriculture for being
knowledge partners for round table consultation held to deliberate over findings of the
research. The round table witnessed diverse participation – decision makers, practitioners,
academicians and businesses working in areas of farmers’ livelihoods and food security. We
specially want to thank Mr M V Ashok from NABARD, Mumbai; Sandeep Das from Financial
Express, Mr G Ramesh Kumar and Mr D P Dash from NABARD Regional Offices of Telangana and
Andhra Pradesh, Ms Aruna Pohl from Indian Foundation for Humanistic Development; Dr
Ramjaneyulu and Mr Yadava Reddy from Centre for Sustainable Agriculture; Mr Rabindranath
from Pradan; Mr Giridhar from Vrutti Livelihoods; Prof. Rakesh Saxena from Institute of Rural
Management; Mr Sudarshan Suchi from Reliance Foundation and Mr Tarun Katotch, Vice
President, NCDEX for their participation and very useful inputs.
We specially thank the team of six FPOs and the supporting organisations that provided us their
time and expertise and allowed us to capture their ground learnings. We thank Mr O N Sharma
from Ajaymeu Kisan Samruddhi Producer Company Limited; Mr Baban Waghumbare, Mr
Rajesh Sharma, Mr Rajesh Pattidar, Mr Nitin Sharma, Mr Sandeep Wayal, Mr Prashant from
Reliance Foundation; Bablu Ganguly, Manikandan V, Vineeth from Timbaktu Collective; Mr
Robens C J from Indian Foundation for Humanistic Development; Dr Regi George, Mr
Manjunath from Tribal Health Initiative and Mr Rose Addhapan from Puddukottai Farmer
Producer Company Limited.
Without the insights, feedback and contribution of the aforesaid individuals, this paper would
not have been possible, although any errors are our own and should not tarnish the reputation
of these esteemed persons.
Ajaymeru Kishan
Samruddhi Producer
Company Limited
An SFAC’s initiative for
market strengthening for
small farmers in Ajmer,
Rajasthan
Table 2B : Expenses Statement of Ajaymeru Kishan Samruddhi PCL for three financial Years
FY 2013 FY 2014 FY 2015
COSTS/EXPENSES # #
INR % INR % INR %#
Opening Stock 0 0 87,693 0.55 6,78,374 2.82
Purchase Account 55,18,499 87.51 1,40,21,288 88.51 2,19,74,273 91.27
Direct Expenses 1,55,726 2.469 2,58,639 1.63 2,03,313 0.84
Indirect Expenses 5,91,501 9.379 9,46,676 5.98 7,26,453 3.02
TOTAL 62,65,726 99.36 1,53,14,296 96.67 2,35,82,413 97.95
# This is percentage of the component with respect to the total Revenue statement.
Source: Author using Profit-Loss Account of Ajaymeru Kishan Samruddhi PCL
diet. The soil quality of the area however, is the member farmers to agriculture
Bhoomitra
Farmers
Producer
Company Ltd.
An initiative of Reliance
Foundation
Table 1.A: Revenue Statement of Dharani Farmers’ Cooperative Limited for the six financial years (INR)
REVENUE FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
STATEMENT INR %* INR %* INR %* INR %* INR %* INR %*
Sales Account 3,831,933 73.0 5,384,229 81.6 9,817,085 75.0 13,152,264 70.0 17,735,548 77.0 20,364,605 75.0
Direct Incomes 59,232 1.1 0 0.0 0 0.0 0.0 0.0 0 0.0
Closing Stock 1,083,927 20.7 1,214,481 18.4 3,178,455 24.0 5,413,266 29.0 5,292,301 23.0 6,107,212 22.0
Indirect Incomes 272,542 5.2 294,633 4.5 126,583 1.0 210,689 1.0 143,187 1.0 730,260 3.0
TOTAL 5,247,634 100.0 6,598,710 100.0 13,122,123 100.0 18,776,219 100.0 23,171,036 100 27,202,077 100
*This is percentage of the component with respect to the total revenue statement
Table 1.A: Expenses Statement of Dharani Farmers’ Cooperative Limited for the six financial years (INR)
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
COSTS/EXPENSES
INR %* INR %* INR %* INR %* INR %* INR %*
Opening Stock 860,707 16.4 1,083,928 16.4 1,214,481 9.3 3,178,455 16.9 5,413,267 23.4 5,292,303 19.0
Purchase Account 2,607,917 49.7 3,631,579 55.0 8,825,174 67.3 10,827,300 57.7 10,004,126 43.2 13,244,854 49.0
Direct Expenses 567,985 10.8 732,598 11.1 1,256,152 9.6 2,203,502 11.7 3,137,782 13.5 4,039,711 15.0
Indirect Expenses 1164258 22.2 1,222,893 18.5 1,819,292 13.9 2,446,806 13.0 3,067,704 13.2 4,057,531 15.0
TOTAL 5,200,867 99.1 6,670,998 101.1 13,115,099 99.9 18,656,063 99.4 21,622,879 93.3 26,634,399 97.9
Business Performance
This section will analyse the current
situation of business strength of Satpura
Self Reliant Farmers PCL. This will be
informed by the business growth of the
three years of operations of Satpura Self
Reliant Farmers PCL as well as their
absolute condition currently. In order to
assess the current business performance of
Satpura Self Reliant Farmers PCL, we use
the Common Size Income Statement (CSIS)
approach. A CSIS presents a company’s
income statement in percentages. Each line
item is represented as a percentage of
revenues, instead of actual INR amounts.
Table 14: Over view - CSIS Application of Satpuda Self Reliant Farmers' PCL
Business
Perform
ance
Puddukkottai
Farmers
producer
Limited
In support with Indian
Foundation for Humanistic
Development
Purchase Sales
Type of Product
Volume (kg) Value (in INR) Volume (kg) Value (in INR)
Indigenous
65274 1279559
Paddy 39002.25 2186120
Millets 40205.5 907750 39994.25 3178222
Pulses 7521.5 398364 5315.75 551474
Oil Seeds 7136 432514 6609 630119
Total 120137 3018187 90921.25 6545935
Turnover realization of the Pudukkottai Organic FPO:
Marketing Strategy: FPC is selling 70% of its produce to whole sellers based out in Chennai,
Madurai, Trichy, Kanniakumari and Bengaluru and 30% of the processed products in retail on
cash & carry basis
NUMBER OF YEARS AS
S No. NAME
BOARD OF DIRECTOR
1 Ashok Nayavar 2
2 Kailash Bhagat 2
3 Sanjay Yuvak 2
4 Nirmala 3
5 Jayshree Vilas Rao 4
6 Ankush Kakkar 4
V I L L A GE JA DA Y AN K OM A I
V I L L A GE K A LI A K OT A I