Kolhapur District Central Co-operative Bank

Introduction

High Lights

Co-operative movement in India has spread in all the spheres of economy. It has made significant development in sugar and dairy industries in Maharashtra, which is a leading state in the country in cooperative development. Obviously cooperative credit has lion’s share in these developments. The Kolhapur District Central Cooperative Bank Ltd., Kolhapur was set up on 1st October 1938 to meet the credit needs of some part of the Kolhapur district where remaining part was being financed by the apex bank. In the year 1952 the bank has been allocated the service area of the apex bank since then the Bank acts as a Central Cooperative Bank for the entire district in the three-tier Cooperative credit structure of ST. The Bank was granted a License in November 1980 by the RBI under section 22 of BR Act 1949 (AACS).

Bank’s Objectives :

The objectives of the bank, among others, are to finance cooperative societies, to carry on banking business, to arrange for supervision of affiliated cooperative societies to act as a balancing center for the surplus funds of the societies.

Members :

The Bank functions at district level as federal body of the credit cooperative societies. There are 10678 society members of the Bank out of which 1850 are PACS & 710 are individual members as on 31/3/2012.

Management :

Management of the bank is vested with Administrator.

Financial Resources :

The financial resources of the Bank include share capital, funds, deposits and borrowings. The authorized share capital of the Bank is Rs.200.00 crores. The paid up share capital is Rs. 114.75 crores while reserve funds are more than Rs.321.28 crores as on 31st March 2012.The Bank has initiated special efforts for deposit mobilization as per the NABARD’s policy of reducing dependence of cooperative banks on borrowings. Keeping this in view, the Bank launched special drive of deposit mobilization. As on 31 March 2012, total deposits are Rs. 1988.32 crores.

Apart from refinance facility of NABARD the bank borrows from apex bank as and when required Total borrowings of the bank are Rs. 56.58 crores as on 31.03.2012.

Investments :

As per RBI guidelines, the bank has invested Rs. 770.53 crores as on 31-3-2012. The Bank has initiated dealings in the government securities as per RBI guidelines. Accordingly the Bank operatesSubsidiary General Ledger (SGL) account with The Maharashtra State Cooperative Bank Ltd., Mumbai. For trading of these securities, the Bank is having a separate account, Designated Fund Account (DFA),with the MSC Bank, Mumbai. However at present Bank has classified Investment in Govt. Securities into HTM( Held to Maturity) category .

Advances :

Taking into account the thrust areas, the Bank sanctions cash credit and term loans to the member societies for various activities such as crop production, minor Irrigation, animal husbandry, hi-tech projects, farm mechanization, marketing and processing, cooperative urban banks, urban credit societies, sugar factories, apart from the State and Central Government sponsored schemes. The total loan outstanding is to the tune of Rs. 1500.76 crores as on 31-3-2012.

1. Agriculture :

The crop loan policy of the bank is production oriented and recovery is motivated through linking. Sugarcane is a predominant crop in the district, which is having longer cultivation cycle compared to the other crops. Therefore, credit plays vital role in its cultivation. Besides sugarcane, groundnut and paddy are also grown on large scale in the district and the bank finances for their production.

In case of term loan, the bank finances small and big lift irrigation schemes for augmenting of sugarcane and other irrigated crop production. The bank also encourages adopting water saving irrigation systems such as drip and sprinkler on account of their additional merits like labour saving and minimizing chances of soil salinity.

Kolhapur District has brought white revolution and has become the largest producer of milk in the State of Maharashtra. Such herculean task could be achieved only because of the adequate. Finance is made available by the Bank to purchase Milch animals. Bank is also having policy to finance animal husbandry. The Bank has also initiated financing Hi-tech agricultural projects such as greenhouse for production of flowers and vegetables and food processing.

2. Non Agriculture :

Apart from the dairy development in the district, there are sizeable number of cooperative societies engaged in consumer services, salary earners credit societies, urban banks, industrial societies, rural artisans societies, etc. The Bank caters their needs of working capital and block capital.

3. Marketing And Processing :

Market channels of agriculture produce and agro services are well developed in the cooperatives sector in the district. The bank sanctions cash credit and term loans to meet their financial requirements.

Sugar cooperative, a unique feature of agro processing in the cooperative sector, is the cause of changing economy of the district. The financial assistance provided to sugar factories constitutes a substantial loan portfolio. The bank sanctions working capital as well as term loan to these factories for their erection, modernization and expansion . The bank also caters the financial needs of the spinning mills and textile processing units for meeting their working capital and block capital requirements. Beside these, the bank encourages establishing food processing units through finance in the district. Some of the processing units are export oriented.

Apart from refinance facility of NABARD the bank borrows from apex bank as and when required Total borrowings of the bank are Rs. 56.58 crores as on 31.03.2012.

Business Development :

The Bank contributes significantly in the District Credit Plan (DCP) which is prepared by 30 participated banks. The Bank’s commitments for the development of rural, agriculture and weaker section is reflected in its involvement in the priority sector finance. Against the given target, the Bank achieved 79 % during financial year. For the year 2012-13 the Bank’s involvement is 37 % in the total DCP outlay of 2875.75 crores.

As per the policy of NABARD on Vikas Volunteer Vahini (VVV), the bank has promoted 305 farmers groups in the district. All these groups of volunteers are acting as facilitators for the bank as well as for the Government departments for grassroot development. The bank has also decided to make involvement of VVV club in promoting, linking and monitoring SHG effectively.

Keeping in view the involvement of women in almost all activities in agriculture and allied activities the bank has now implemented the SHG programme. The bank has formed more than 24578 SHGs as per NABARD’s guidelines. The total loan of Rs.22.41 crores has been sanctioned to 20388 Self Help Group (SHG) while Rs. 21.84 crores has been sanctioned to 1937 SGSY groups (upto 31/03/2010) in the district and made them easy access to the credit.

Development Action Plan(Dap) :

Based on the salient features of the Development Action Plan (DAP), the bank has signed Memorandum of Understanding (MOU) for achieving a higher growth and better quality in the bank operations. The bank has registered significant achievements in many of the parameters stipulated under MOU. To enhance the efficiency and to remove the bottleneck in the day to day functioning, the Bank has set up a Think Tank of higher officers.

Credit Monitoring Arrangement (Cma)Cell :

Introduction

NABARD has introduced the Credit Monitoring Arrangement (CMA) in lieu of Credit Authorization Scheme (CAS) under which the Bank has to obtain prior authorization from the NABARD for sanctioning working capital and term loans beyond certain cut-off points. However, under CMA Bank has to fully satisfy itself about technical feasibility, financial viability, credit worthiness, adequacy of margin, security etc. for quality lending. While taking decisions in these aspects the Bank has to consider exposure as well as other prudential norms so as to minimize risk in over all finance, in general and sugar industry finance in particular for the Bank. For this specific purpose the Bank has set up “Credit Monitoring Arrangement Cell (CMA)”.

Computerisation, A.T.M. :

In the present scenario of modernization & competition, the bank has undertaken C.B.S. for the further enhancement of speed and accuracy in operations. The Bank has also installed sophisticated Automated Teller Machine (A.T.M.) in the head office premises, which serves 24 hrs of banking service to customers conveniently.

Appreciations :

The Bank has bagged many awards at state and regional levels for the better performance. Bank has been awarded by NABARD state level Third for higher number of SHG linkage.

http://kdccbank.com

YOUTH DEVELOPMENT CO-OP BANK LTD

About Us
Prof. Subhash Rane founder- Promoter alongwith  his companions M/s. Balasaheb  Patankar, Prof. Jaykumar  Desai,  Abdul Karigar, Arun Narke, Mahadeorao Mahadik,  Chandrakant  Jadhav,  R. P. Patil, Vikas Satpute, Adv. Vijaysinh  Nimbalkar and Anandrao Patil (Kaulavkar)  registered the Bank on 16-06-1975  with a view to establish  a financial institute  on the principle  of cooperation  by the youth  for development  of youth  to make them independent  on their own feet.  At that  time, Mumbai Door Darshan took cognizance  of the youth movement and released  an  extensive  interview with the founder. Youth Bank was felicitated, at this juncture,  for having established the first  Bank in Asian continet   on the principles  of cooperation  by youth   and for youth. In the first year  itself, the Board  of Directors  of the Bank  surprised  Bank’s  members by achieving profit  and declaring dividend  of 1.5% . But  the members sacrificed  the amount  of dividend  to Building  fund  of the Bank voluntarily  and this  tradition  was followed without any break for 15 years  continuously. Bank could purchase the  premises  of it’s own of  5000 Sq. Ft. at Venus Corner, Kolhapur  at Dr. Pendharkar  Complex at 1st Floor in the year 1991  by unselfish  sacrifice  of its  members of their dividend  of 15 years. Today  bank is functioning  it’s  three branches and Head office in it’s  own  premises those are purchased out of it’s  own  funds. 

Bank treaded  it’s  difficult path  during  the first  five years from it’s  inception and out of difference of opinion  election  on the  Board  of Directors  took  place  once only in the year 1981  in  the total history of Bank. For a short while  it  was  administered by an  Administer also. The tempo of the election was very high but bitterness was avoided . It  is  a pleasure to note that thereafter  election  never took   place.  Every  time,   with the consent of all,  unopposed elections  took place since 1981  to 2009 covering a quarter of century which  can be said  thereby putting a  role model  for  Maharashtra  by Youth Bank. Infact, the Board of Directors is comprised  of different leaders from different political parties from the District , but yet there is no politics in the cooperation.  With this unique thought,  unity has been safeguarded. 

Erstwhile Chairman Adv. Vijaysinh Nimbalkar alongwith his colleagues fetched  RBI licence by all efforts  on 24-03-1983 and Youth Bank  was the exception  to have   procured the licence in those days.

Once after procuring   Banking Licence bank did not turn  to look back. During the last two decades bank achieved tremendous and successful development under the leadership of Chairman Shri Arun Narke. It was a great   ride leaving  other well established banks far behind that was appalling to others. Bank’s  logo which is familiar was  created on  1st April 1991.  Burden of evergreen nature of earth has been controlled by strength of both hands of youth  and  by image of key, safety and security  has been made sure. Such a logo having such a wonderful  idea was chosen by holding competition and the novel idea was of Climax Advertising. 

Youth  Bank is the First Bank from Western  Maharashtra amongst Cooperative  Banks to have adopted technically advanced software and had computerised bank by on line system. That time, even nationalized and private sector banks from this area were not at all introduced  computerization. Bank is pioneer  in Cooperative  Banking sector from the Western Maharashtra to have installed Core Banking  Solution and has started Any Branch Banking, SMS Banking (Alerts)  and unique ATM facilities to it’s customers.  Bank’s ATM card  can be operated in any ATM  centre  throughout  India and its ATM facility is available for 24 hours and Master, Visa and RuPay  Cards of any banks can avail   of our ATM centre facility. Further , Bank’s  ATM Card is unique in the sense that  Cheque Book   Request and Request for Deposit can be passed through ATMs. 

While carrying  out banking business,  Youth Bank never deviated   from its main social  responsibility  and motto. Bank is continuously striding forth   to  foster  financial  help and guidance to youths.   After  the sad demise of able and active Director Captain Deepak  V. Shinde ,Nesarikar in the year  1984, bank started to arrange blood  donation camps on  7th November, his death anniversary  day every year. Thousands of blood bottles have been donated  by bank till today. Directors, employees, members,  customers and wellwishers  participate in this venture every year. Bank encourages  NGOs, their  volunteers, artists, sportspersons and students  always  and extends  cooperation for social, cultural, sports and environmental  activities aggressively.  

Bank’s  employees have contributed a significant share in it’s development. Well trained and, in need,  without looking  in to  office hours continuously   devoted employees  of the bank are assets to it. Relationship  of management with that of employees  is just like  a family  and always cordial. Employees are leading  in various fields. Banks cricket team is famous  one and  Athlete  Pandurang Patil, Wrestlers Datta Phadtare, Ananda Jadhav  et  al  are winners at all India  level.  Employees  alongwith  handsome  salary  are offered Bonus, Mediclaim, Gratuity , LTC and  loan facilities  for housing and purchase of two wheelers. They are motivated  for furtherance  of advanced education  by offering incentive  in additional salary increments.  

There is no surprise that the bank extended  its area of operation. Today Bank is having  its own premises  for Head office and extending  services to public through 12 branches situated at Shahupuri, Laxmipuri , Mangalwar Peth, Jaysingpur , Kasba Bawada,  Market Yard, Shiroli Pulachi, Gokul Shirgaon (MIDC), Nagala Park, Jaragnagar,  Kalamba  and Gadmudshingi  and 2 extension  counters at Rajaram Sugar Factory  and Gokul Dairy. Bank has won Best Bank Trophy  twice  in the year 1975 and 1999  awarded  by  Indian Banks Association’s  Bank Sports at All India level.  Bank has also  won  fifth time Awards  from Banking  frontiers  Magazine  for outstanding  performance in Information Technology  at all India  level from Cooperative Banking sector.

Future Targets

• Bank has always  stressed  on qualitative  growth  than statistical   one. The graph of growth in quality is on increase. It is our aim to render excellent services  to the customers to their  delight.
• To procure direct membership from RBI for RTGS/NEFT facility.
• Our endeavour will be always  to give  customer service at par with that  of commercial banks by using  innovative  and  advanced information technology.
• Bank  is developing it’s  strategy  to offer facility  to its’   accounts holders to pay their  BSNL/Mobile/MSEB/Insurance  premium/DTH Recharge of bills.
• It is envisaged   to offer facility  of fund transfers via Mobile  Phones  from one customer  to others called as IMPS ( Inter  Bank Mobile  Payment System.)
• In future, Bank will provide Debit Cards to its’  customers for use of Shopping, Hotelling , Railway/Air  ticket booking  etc.

Achievements

• Out of 15 offices of the bank including Head Office, 4 Offices are situated in its own buildings.
• Bank has crossed  milestone of  ₨ 100 Crores on 31.03.2011.
• Bank is an Associate Member  of Indian Banks’ Association  and had  successfully organised an Athletic Competition  in the year 2000  with the Indian Banks’ Association’s  Sports  Board  at  All India Level.
• Bank  is pioneer to have computerised  all it’s  operations  in Kolhapur District in Cooperative  Banking  Sector. This position is continued  by the bank by adopting advanced technology  to have introduced  Core Banking  Solution.
• Bank is pioneer to have given  facility to all  its’ customers to operate  their ATM Card throughout  India  from Kolhapur District’s  Cooperative  Banking Sector.
• Bank  has been awarded Five times for excellent   IT  development   in Cooperative  Banking  Sector.
• All  customers from all the branches  can  transact 365 days  from Bank’s Mangalwar Peth Branch.
• Bank  has won  Indian Banks’  Association’s  Best Cooperative  Bank Rolling  Trophy twice for sports.

Value Added Services

http://www.youthbank.co.in

LIGHTHOUSE COOPERATIVE

COOPERATIVE HISTORY

In the spring of 1997, the Everett Public Schools approved a proposal for an elementary cooperative put forth by a small group of parents previously involved with a college run co-op preschool. The pioneer Lighthouse Elementary Cooperative kindergarten class, initially known as COMPASS Parent Cooperative, was housed in a portable at Cascade High School with the Madison Elementary School principal overseeing the program.The following year Lighthouse Elementary Cooperative moved to Lowell Elementary with one 1st grade class and an incoming a.m. and p.m. kindergarten class. Lighthouse Elementary Cooperative has continued to change and has grown into a Kindergarten through 5th Grade cooperative. In 2001 the Everett Public Schools did a reboundary of all the elementary schools and Lighthouse Elementary Cooperative was split between Lowell and Jefferson. We were excited when the decision was made to reunite the program at one site in the Fall of 2005 and we were successfully housed at Jefferson Elementary School where we remain today.

LIGHTHOUSE KIDS RECEIVE:

• More individual attention
• Parents involved in their education
• Hands on learning experiences
• Small group learning
• Creative work environment
• Frequent field trips
• Community involvement

LIGHTHOUSE PARENTS KNOW:

• They belong to a community of like minded parents
• The best way to help their children learn
• They have a voice in the classroom
• What their children are doing in school
• They are helping create a positive, nurturing environment
• Who their children’s friends are
• They are giving their children the best they have, their TIME

A PUBLIC SCHOOL EXPERIENCE, EXCEPTIONAL RESULTS

For further information visit - http://www.lighthousecooperative.com/about_lighthouse.html

The Story of Robert Owen

https://www.youtube.com/watch?v=UPy_lK9HRys&feature=youtu.be

https://www.youtube.com/watch?v=2g4Hjzv88Ko

' සෙබළාණනේ ඔබ මැරුණා නොවේ : කුසුමක් වෙලා ඔබ පිපුණා ළයේ '

Ukulima Housing Cooperative Society Ltd

Mission & Vision

Our Mission

• To engage in the business of Real Estate Development including developing of land, constructing and marketing of the same, with an intention of serving the society and community in general with total dedication, commitment, and focused purpose while maintaining the highest standards of excellence.

Our Vision

• To be the leading Co-operative in Real Estate development in Kenya, with continuous dedication to quality and total customer satisfaction.

Products & Services

1. Purchase and development of real estate and properties by undertaking value addition activities e.g. road works, water and electricity, reticulation and environmental conservation.
2. Construction of residential houses and commercial centers.
3. Enter into contracts with members for the sale or lease of land and building acquired by the society in pursuance of its objects on such terms and conditions as may from time to time be determined.
4. Lending members loans for real estate development.
5. Employ architect, builders, water and sanitation contractors, issue plan negotiate and contract for services for light and power, water drainage, roads, and generally do all such things as are necessary and customary for the acquisition of land and its development for housing purposes.

Membership

1. The membership of the Society is open to the following;

   • All members of the public who have attained age of 18 years and are of sound mind and not bankrupt.
   • A corporate body, social welfare associations, groups registered with the relevant bodies.

   Admission to Membership

   • An individual applicant shall be admitted to membership on application and on payment of an entrance fee of Kshs 2,000 and payment in full for at least 100 shares of Kshs 100 each(Kshs.10,000) and for minimum shares as shall be fixed by the Delegates meeting from time to time.
   • Corporate bodies, Welfare Associations and groups shall be admitted on application and payment of an entrance fee of Kshs.5, 000 and payment in full for at least 500 shares of Kshs 100 each(Kshs.50,000) and for minimum shares as shall be fixed by the Delegates meeting from time to time.

   • http://ukulimahousing.co.ke/

OECD Supports Strengthening Agricultural Cooperatives in Kazakhstan

BY SALTANAT JANENOVA in OPINIONS on 23 FEBRUARY 2015

The OECD Eurasia Competitiveness Programme, launched in 2008, helps accelerate economic reforms and improve the business climate to achieve sustainable economic growth and employment in two regions: Central Asia and Eastern Europe and the South Caucasus. The Kazakhstan Regional Competitiveness Project aims to promote regional competitiveness and inclusive growth in Kazakhstan’s regions. The project works with sub-national administrations and regional stakeholders to diversify sources of investment and increase private sector competitiveness through the design and implementation of reforms to improve the business climate.

As part of the Kazakhstan Regional Competitiveness Project, the OECD prepared a Policy Handbook for Strengthening Agricultural Cooperatives in Kazakhstan, which provides guidance for the government of Kazakhstan on the necessary reforms to strengthen agricultural cooperatives and thereby help small-scale producers overcome market failures and integrate into local supply chains. This policy handbook was presented and peer reviewed at the 2014 OECD Eurasia Competitiveness Round Table in November in Paris, a policy network that brings together high-level representatives and technical experts from Eurasian countries, OECD member countries and partner organisations. The Round Table meets annually and serves as a platform for peer review and knowledge sharing on the implementation of competitiveness reforms. Kazakhstan’s delegation to Paris was led by Yerbol Orynbayev, assistant to the President of Kazakhstan, along with Alikhan Baimenov, chairman of the Steering Committee of the Regional Hub of Civil Service of Central Asia; and Arman Yevniyev, executive secretary of the Ministry of Agriculture.

In Astana, this handbook was presented on Dec. 10, 2014, to the Ministry of Agriculture, KazAgro, the Fund for Financial Support of Agriculture, farmers’ associations and other relevant stakeholders. During the round-table meeting, Minister of Agriculture Assylzhan Mamytbekov noted that all recommendations of the OECD coincide with the draft law on agricultural cooperation prepared by the Ministry of Agriculture, as well as a number of other changes in the legislation. The project was carried out with the financial support of the European Union and the government of Kazakhstan.

Kazakhstan has the second highest availability of arable land per capitain the world, with over 77 percent of its territory classified as agricultural land. Agriculture plays an important role in Kazakhstan’s economy, society and political system. It accounted for 5 percent of gross domestic product (GDP) in 2013, and was the largest sector by far in terms of employment (24 percent). In spite of their important contribution to agricultural production, small farms in Kazakhstan face numerous structural size-related disadvantages that impede their ability to access supply chains, compete with large-scale agricultural enterprises and exploit their inherent productivity advantages. The main obstacles include deficiencies in basic rural infrastructure; limited access to agricultural education, research and development, and extension services; credit constraints; and a lack of mobility in the market for agricultural land.

Agricultural cooperatives can be an effective way to enhance the competitiveness of small-scale producers and improve the impact of policies targeting small-scale agriculture. Cooperatives are bottom-up organisations, created by farmers to overcome market failures and increase the welfare of members.

Agricultural cooperatives are underdeveloped in Kazakhstan, and many registered cooperatives are inactive or ineffective due to poorly designed policies to stimulate their establishment and growth. Cooperatives are often established solely to take advantage of state subsidies and government support programmes, and do not provide real benefits to their members. Several challenges need to be addressed in the short term in order to facilitate the development of agricultural cooperatives in Kazakhstan.

First, there are weaknesses in the current policy environment. The current legal framework is unnecessarily complex, with five separate laws on cooperatives. In addition, tax policies can lead to double taxation of cooperative members, creating disincentives to the formation of new cooperatives.

Second, farmers have limited confidence in cooperatives and little awareness of their potential benefits. Kazakhstan’s Soviet legacy means farmers automatically associate the term “cooperative” with a production cooperative, a remnant of the former collective farm system. They do not understand the concept of cooperatives in the context of a market economy. Their experience with collective agriculture during the Soviet period means they have little confidence in the potential benefits of cooperation.

Third, there is a lack of targeted financial support for agricultural cooperatives in Kazakhstan. Cooperatives require substantial investment during the early stages of development, as well as financing for short-term working capital and long-term investment needs. Currently the main focus of government policy for agricultural cooperatives is top-down financial support, which is primarily provided through subsidies and concessional loans to cooperatives. These policies have been largely ineffective in stimulating the formation of a functioning cooperative movement.

Long-term challenges will also need to be tackled to ensure the sustainability of agricultural cooperatives in Kazakhstan. For instance, there are significant skills shortages in rural Kazakhstan, particularly in the agricultural sector. This is partly driven by low agricultural wages, which makes it difficult for cooperatives to find skilled employees and managers. There are no targeted educational programmes to train cooperative members in operational issues and support cooperative managers in areas relating to governance. Furthermore, input suppliers, processing facilities and retailers have little interest in selling inputs to or purchasing outputs from smallholders. In Kazakhstan, there are no policies or programmes in place to encourage these large players to work with cooperatives. Additionally, there is a lack of proactive behaviour towards small-scale farmers, such as forward contracting, renting transport equipment and supplying households and small-scale individual farms with technical and financial assistance.

In order to strengthen agricultural cooperatives in Kazakhstan in the short term, the OECD has recommended that the government of Kazakhstan take the following actions, based on international experience: reform the policy environment, create awareness and trust, and provide targeted financial support.

To reform the policy environment, the OECD recommends reforming the legal framework for cooperatives and simplifying registration procedures, as well as reforming the tax code and reducing the tax burden for cooperatives. To create awareness and trust, the recommendation is to educate small farmers in rural areas on the benefits of cooperatives and provide information services and technical assistance to those setting up cooperatives. Finally, targeted financial support can be provided by developing targeted financing instruments for cooperatives and encouraging greater private sector participation in cooperative financing.

The OECD Policy Handbook on Strengthening Agricultural Cooperatives will be published by the OECD press in early 2015.

The author is a policy consultant and an instructor at the Graduate School of Public Policy of Nazarbayev University.

Tajikistan cooperative

The story starts...

Tajikistan, officially the Republic of Tajikistan, claimed independence in 1997. Since then the country has grown in stability and is building a trade economy, partly with the help of foreign aid. 

Sherzod Abdurakhmano, OVCD Project Manager, Helvetas Swiss Intercooperation, tells us how a group of organic farmers have undergone their own ‘independence’ and moved from NGO assistance (and donor funding) in their early days to, just this year, establishing their own stand-alone co-operative.

A land right for organic agriculture

Tajikistan is an agrarian country, three quarters of the total population lives in rural areas. and the agricultural sector dominates the national economy. Agriculture is the most important sector in Tajikistan, providing the population with food, industrial raw materials, and jobs. The Republic is mainly engaged in growing grains and crops such as cotton, potatoes, vegetables, melons, grapes and other fruits. The government is encouraging 'value adding' within the country rather than the direct sales of raw materials and farm commodities out of Tajikistan. 

The growing conditions are favourable for agriculture and the quality of the produce is greatly improved by the climate. A hot - and most importantly - dry climate in Tajikistan drives up the sugar content of fruits and vegetables so it is much higher than similar products from other countries. Tajik fruits and vegetables are becoming recognized as being particularly sweet. 

Establishing a co-operative

The Bio Kishovarz Co-operative started life as the ‘Organic Value Chain Development Project’ (OVCD) an initiative of the Interchurch Organisation for Co-operation Development (ICCO) & Kerk in Actie, and HELVETAS Swiss Intercooperation.

“Organic farming is new for Tajikistan. When the project started most of the farmers couldn’t understand it. We put a lot effort into introducing farmers to organic agriculture and its benefits. OVCD played the role of facilitator and mediator between operators, supporters and influencers of a chain. OVCD linked farmers with international buyers as well.  Today many people know about it and are expressing an interest in growing organic products”.  Sherzod Abdurakhmanov, OVCD Project Manager, HELVETAS Swiss Intercooperation, Tajikistan.

The objective of the project was always to enable autonomy amongst the Tajik farmers. NGO and donor support was intended to catalyse a ‘system change’ in the Tajik farming sector (particularly in cotton), allowing farmers to increase their incomes and improve livelihoods in a sustainable way through alternative value chains. For more information on the OVCD project principles see here

The new season started with very good news for the organic farmers in Tajikistan. As of 10 February 2012, the ‘Bio-Kishovarz’ Co-operative was officially registered. The Co-op was originally made up of 189 bio (organic) farmers. The biggest motivation for the farmers to form a co-operative was the opportunity to share problems and solve them together. Another reason is the fast growing organic sector in the Republic. Over the course of the year, the newly established Bio Kishovarz Co-op is expecting to grow by 400 farmers.  So by the end of the year the total number of farmers will be 589.

Already many farmers are experiencing the benefits of organic farming; including an increase in land productivity, and an improvement in the quality of their products. According to the country’s official statistics, the average salary in the agricultural sector of Tajikistan is $32 USD per month.  Organic farmers in 2011 were able to earn approximately $200 USD per month, which is a great incentive to continue practicing organic farming!

During the establishment of the Bio Kishovarz Co-operative, the principles of Fairtrade were carefully taken into consideration and today the farmers in the co-operativeare looking forward together to a bright future. 

As the co-operative evolves, staff are keen to build partnerships with customers and work within these relationships to keep improving what they do.

Cotton is central

Cotton has always been one of Tajikistan’s most important export products. For this reason, cotton has always occupied pride of place among all other crops. 

Tajik cotton fiber is characteristically long and strong. There are seven species of cotton being grown in the country. Three belong to the filamentary breed, bred from Gossypium Barbadense L. The other four species are derived from Gossypium Brisytum L., selected in the Soviet Union.

The Bio Kishovarz Co-operative produces medium to long fiber cotton, and is certified according to the European standards (EC) No 834/2007. 

Diversification

Other crops grown in rotation with the cotton and as part of the farm system are: alfalfa, maize, safflower, sorghum, tomatoes, and wheat.  Farmers, inspired by this year’s visit to the big organic trade show ‘Biofach’ in Nuremberg and discussions with potential buyers, are planning to introduce new crops including: mung beans, chick peas, peanuts and soybeans. 

They are now at the stage of researching the technical and organoleptic features of these crops. Studies are being carried out to determine the qualities the products might exhibit compared to products from other countries; and to determine their competitive advantage for the export market.

Partnership is key

The Bio Kishovarz Co-operative is proof of how much can be achieved in partnership. ICCO and HELVETAS Swiss Intercoopertion started the ball rolling, but the Tajik farmers have embraced the opportunity and look forward to an independent, co-operative future in charge of their own destiny.