ANNAMALAI UNIVERSITY

M.COM. CO-OPERATIVE MANAGEMENT

PROJECT REPORT ON INSTITUTIONAL TRAINING

THE CANDIDATE HAS TO VISIT ANY FIVE CO-OPERATIVE SOCIETIES AND

SUBMIT PROJECT REPORT. THE PROJECT REPORT SHOULD HAVE TWO

PARTS. PART-I IS OBSERVATION AND STUDY REPORT RELATING TO THE

FIVE CO-OPERATIVE SOCIETIES VISITED. PART-II IS PLACEMENT PROJECT

REPORT. FOR THIS THE STUDENTS HAVE TO SELECT TWO OUT OF THE

FIVE SOCIETIES/INSTITUTIONS VISITED AND SUBMIT AND INTENSIVE

STUDY REPORT OF THE SAME.

1. National Cooperative Development Corporation (Given Website on Letter Head http://ncdc.nic.in)

2. National Centre for Cooperative Education (National Cooperative Union of India)

3. National Federation of Fishermen’s Cooperatives Ltd.

4. National Agriculture Co-Operative Marketing Federation of India Limited(Given Website on Letter Head: nafed-india.com)

5. The Delhi State Co-Operative Bank Ltd.

GUIDELINES PART-IObservation & Study Report

The following heads have to be covered in Part-I of all the five societies visited.

1. Genesis and Origin of the Society (in brief)

2. Objects of the Society.

3. Structure of the Society.

4. Resources/Funds

5. Special Features.

6. Special features

PART-IIPlacement Project Report

The students have to take two of the five already selected societies for intensive study and reporting. The report may consist of the following analysis.

1. Performance Evaluation

2. Prospects

3. Problems, and

4. Suggestions.

PART 1

INTRODUCTION

A co-operative society is an association of persons who have

voluntarily joined together to achieve a common economic and

social end through the formation of a jointly-owned and

democratically controlled business organization. Members make

equitable contributions to the capital required and accept a fair

share of the risks and benefits of the undertaking. 

Co-operative societies work on the principles of self-help and

mutual assistance to provide services for their members. These

include credit, consumer, medical, insurance, dental, transport,

security, food, housing, travel, childcare and welfare services.

There are two types of co-operative societies – primary and

secondary society.

A primary society is a registered society all of whose members

area individual persons, or institutions which, have the

qualifications for membership.

A secondary society is a registered society all of whose

members are co-operative societies and trade unions and which

has as its object the facilitation of the operations of primary

societies.

The Co-operative is different from a Company in the following

ways:

Co-operative follows the principle of one-member-one vote,

while the voting in a Company is determined by the type and

number of shares held.

A Co-operative is an association of members but a Company is

an association of capital.

The main objective of a Co-operative is to serve members’

needs, but the objective of a Company is to maximize profits for

its shareholders.

A society is essentially an association of 10 or more people. Where

there is legislation to provide for registration of specific types of

association of persons (e.g. by the nature of their objects), these

associations will be excluded from the definition of “society”.

Hence, a “society” can include any club, company, partnership,

whatever its nature or object, but does not include any company

registered under the Companies Act, trade union, co-operative

society or mutual benefit organization.

Members of a co-operative society get together to promote the

economic interest of their members. They have to submit viable

business plan of the co-operative before registration. These two

pre-requisites are not present in a society.

COOPERATIVE CENTENARY IN INDIA

This year marks the centenary of the cooperative movement in

India. Cooperatives of all sizes have geared themselves up for the

big occasion. A people' movement totalling a 100 years of

development signifies the strength of Indian democracy.

The seeds of cooperation in India were sown in 1904 when the first

Cooperative Societies Act was passed. Since then, the cooperative

movement has made significant progress.

Cooperatives have extended across the entire country and there

are currently an estimated 230 million members nationwide. The

cooperative credit system has the largest network in the world and

cooperatives have advanced more credit in the Indian agricultural

sector than commercial banks. In fertiliser production and

distribution the Indian Farmers Fertiliser Cooperative (IFFCO)

commands over 35 percent of the market. In the production of

sugar the cooperative share of the market is over 58 percent and

in the marketing and distribution of cotton they have a share of

around 60 percent. The cooperative sector accounts for 55 percent

of the looms in the hand-weaving sector. Cooperatives process,

market and distribute 50 percent of edible oils. Dairy cooperatives

operating under the leadership of the National Dairy Development Board

and through 15 state cooperative milk marketing federations has

now become the largest producer of milk in the world. The

groundwork for this was laid in the early 1970's when the largest

dairy development programme in the world - Operation Flood - was

launched. Operation Flood was a national marketing strategy

linked to a dairy infrastructure development programme that

created a chain of dairy processing plants, collection stations and a

national milk transportation grid.

With the rapid growth of the cooperative sector, a supportive

climate has been created for the development of cooperatives as

democratic and autonomous businesses providing them with the

opportunities for diversification. The cooperatives have long been

demanding that the Central Government introduce democratic

reforms in their regulation, supervision and functioning. With the

persistent efforts of the National Cooperative Union of India, the Central

Government recently passed the Multi-State Cooperatives Societies

Act and also formulated a national cooperative policy that provides

greater autonomy to cooperatives.

The National Cooperative Union of India is the apex organisation

promoting the cooperative movement in the country. With the

passage of the Insurance Act, cooperatives have been allowed to

entry into the insurance business. Insurance is a field where the

immense potential of cooperatives still remains untapped. The

Indian Farmers Fertiliser Cooperative has recently teamed up with

a Japanese company and formed a joint venture for undertaking

general insurance business in India. This signifies that Indian

cooperatives have come of age in formulating strategic alliances.

In the new economic environment, cooperatives at all levels are

making efforts to reorient their functions according to the market

demands. The failure of the public sector in several cases is a

worrisome trend. Privatisation has also failed to make an impact in

the rural areas. The government has therefore pinned a consider

amount of hope on the cooperative sector. In comparison to the

step-motherly treatment of the past, cooperatives are now

considered an important plank of development. The government is

committed to cooperative development and it wants cooperatives

to succeed. The government knows that cooperatives have

inherent advantages in tackling the problems of poverty

alleviation, food security and employment generation.

Cooperatives are also considered to have immense potential to

deliver goods and services in areas where both the state and the

private sector have failed.

 

 

 

 

Share of Cooperatives in National Economy

%

Rural Network(Villages Covered) 100.00

Agricultural Credit Disbursed by Coops 46.31

Fertiliser Disbursed (6.103 million Tonnes) 36.60

Fertilser Produced (for Nitogen-N) 14.80

Fertilser Produced (for Phosporous -P ) 23.50

Sugar Produced (7.062 million Tonnes) 54.95

Capacity Utilisation of Sugar Mills 85.70

Wheat Procurement 27.80

Jute Procurement (1997-1998) 21.50

Retail Fair Price Shops(1,25,200) 28.00

Milk Procurement to Total Production* 6.70

Milk Procurement to Marketable Surplus 10.00

Oil Marketed / Procurement 51.00

Spindleadge in Coop (3.313 Million) 10.00

Cotton Marketed / Procurement 67.50

Cotton Yarn / Fabrics Production 22.00

Handlooms in Cooperatives 55.00

Fishermen in Cooperative (active) 21.00

Storage facility (village level PACS) 62.50

Soya Been Production* 7.50

Self- Emplt. Generated for Persons(min)* 12.50

Salt Manufactured 7.40

TYPES OF COOPERATIVE SOCIETIES IN INDIA:

Credit Societies

•   Central Cooperative Banks

•   Cooperative Credit Structure

•   Industrial Cooperative Banks

•   Primary Agricultural Credit Societies

•   Primary Cooperative Agriculture and Rural Development Banks

•   Primary Cooperative Banks

•   Primary Non Agricultural Credit Societies

•   State Cooperative Agriculture and Rural Development Banks

•   State Cooperative Banks

Non Credit Societies

•   All Marketing Societies

•   Arecanut Marketing Societies

•   Coconut Marketing Societies

•   Consumers Cooperative Societies (Primary)

•   Co-operative Cold Storages

•   Co-operative Industrial Estates

•   Cotton Ginning and Pressing Societies (Primary)

•   Cotton Marketing Societies

•   Electricity Co-operatives

•   Farming Societies

•   Fisheries Societies

•   Forest Labourers Societies

•   Fruits and Vegetables Marketing Societies

•   General Purpose Marketing Societies

•   Ghee Unions and Societies

•   Housing Societies

•   Irrigation Societies

•   Labour Contract and Construction Societies

•   Milk Supply Unions and Societies

•   Multi-Unit Co-operative Societies

•   Other Agricultural Processing Societies

•   Other Industrial Societies

•   Other Livestock Unions and Societies

•   Other Marketing Societies

Others

•   Poultry Unions and Societies

•   Spinning Mills

•   Students Co-operative Societies

•   Sugar Factory Societies

•   Sugarcane Supply Marketing Societies

•   Tobacco Marketing Societies

•   Transport Societies

•   Weavers Societies

•   Womens Co-operative Societies

OBJECTIVE OF THE STUDY:

To prepare an observation and study report relating to the

following five co-operative societies:

National Cooperative Development Corporation

National Centre for Cooperative Education (National Cooperative

Union of India)

National Federation of Fishermen’s Cooperatives Ltd.

National Agriculture Co-Operative Marketing Federation of India

Limited

The Delhi State Co-Operative Bank Ltd.

NATIONAL COOPERATIVE DEVELOPMENT CORPORATION

4, Siri Institutional Area,Hauzkhas, New Delhi – 110016

Fax. No.- 6962370Phone No.- 6859312

E-mail - cdadmin@ncdc.delhi.nic.in

GENESIS OF NCDC:

The National Cooperative Development Corporation (NCDC) was

established by an Act of Parliament in 1963 as a statutory

Corporation under the Ministry of Agriculture.

ORGANISATIONAL VALUES:

The spirit of cooperation is enshrined in the very fabric of the

Universe. From time immemorial, the humans have been guided by

the adage, “United we Rise, Divided we Fall”. Rise we must, in this

age of global brotherhood on the one hand and cut throat

competitiveness on the other. What better option do we have than

Cooperation?

Cooperation in principle; Cooperation in practice; to achieve our

goals, our holistic development, meeting our commitments,

strengthening bonds among farmers, consumers, the vast

community of our people and institutions. Let Cooperation

symbolize development with a human face. Let the National

Cooperative Development Corporation (NCDC) stand proud, having

traversed a long path, to be a guiding star for the cooperatives in

the country and abroad.

MISSION

To develop professional competence of the personnel of NCDC and

the assisted cooperatives to enable them to achieve organisational

objectives through suitable training and development

interventions, research, consultancy and /or related activities.

FUNCTION/ACTIVITIES

Training

Consultancy

Promotional and Developmental

CORE COMPETENCE

Development of training progrmmes and materials based on

System's Approach of Training.

Facilitation of programmes following the Concept of Andragogy.

FUNCTIONS  

Planning, promoting and financing programmes for production,

processing, marketing, storage, export and import of agricultural

produce, food stuffs, certain other notified commodities e.g.

fertilisers, insecticides, agricultural machinery, lac, soap, kerosene

oil, textile, rubber etc., supply of consumer goods and collection,

processing, marketing, storage and export of minor forest produce

through cooperatives, besides income generating stream of

activities such as poultry, dairy, fishery, sericulture, handloom etc. 

Loans and grants are advanced to State Governments for financing

primary and secondary level cooperative societies and direct to the

national level and other societies having objects extending beyond

one state.

ORGANISATION AND MANAGEMENT    

The Management vests in 51 member widely represented General

Council to give shape to its policies and programmes and Board of

Management with 12 members to cater to day-to-day activities.

Besides its Head Office, NCDC functions through 15 Regional/State

Directorates. The Managing Director is the Chief Executive. Various

functional divisions look after the programmes. The field offices

play an important role in project identification/formulation and

oversee its implementation. 

NCDC is endowed with in-house technical and managerial

capabilities in the areas of Cooperation, Organisation & Methods,

Financial Management, Costing, Economic Analysis, Projectation,

Management Information Systems/Feasibility Studies, Sugar,

Oilseeds, Textiles, Food, Fruits & Vegetables, Dairy, Poultry and

Live stock, Fishery, Handlooms technologies besides Civil

Engineering, Refrigeration and Preservation to help cooperatives to

identify/formulate projects and successfully implement them.

FINANCES AND FINANCING   

SOURCES OF FUNDS

Internal accruals, market borrowings and allocations from

Government of India including International assistance.

PURPOSES FOR WHICH ASSISTANCE IS PROVIDED   

Margin money to raise working capital finance (100% loan)

Strengthening of share capital base of societies (100% loan)

Working capital to regional/state level marketing federations

(100% loan).

Term loan for creation of infrastructural facilities like

godowns, cold storages, equipment financing, purchase of

transport vehicles, boats and other tangible assets

Loan assistance ranging from 60% to 95%.

Term and investment loan for establishment of new,

modernisation/ expansion/rehabilitation/diversification of

agro-processing industries.

100% Subsidy for preparation of project reports/feasibility

studies etc.

PROCEDURE OF SANCTION/DISBURSAL OF ASSISTANCE  

NCDC assistance is not individual beneficiary oriented, but is

meant for institutional development of Cooperatives. NCDC

supplements the efforts of State Government. The State

Governments recommend the proposal of individual

society/project to NCDC in the prescribed schematic format. The

proposals are examined in the concerned functional division and if

need be on the spot field appraisal is undertaken. Thereafter,

formal sanction of funds is conveyed to the State Govt. The

release of funds depends on progress of implementation and is on

reimbursement basis. The period of repayment of loans ranges

from 3 to 8 years. The rate of interest varies from time to time.

PROMOTIONAL AND DEVELOPMENTAL ROLE:

NCDC's promotional and developmental role is reflected in

influencing the policies of Central and State Government,

preparation of five year and annual plans, extending consultancy

support, providing training to upgrade the skills of cooperative

personnel through its own training centre, convening conferences /

meetings / seminars/workshops to facilitate exchange of

information and review of the progress of programmes.

ACTIVITIES:

MARKETING   

Financial support to primary, regional, state and national level

marketing societies is provided towards

Margin money and working capital finance to augment

business       operations of agricultural produce

Strengthening the share capital base and

Purchase of transport vehicles.

ASSISTANCE FOR COMPUTERIZATION:

Corporation sponsored scheme   

NCDC provides financial assistance for installation of computers by

the National/State Cooperative Federations/ Societies,District Level

Societies/Processing Societies and Primary Agricultural Cooperative

Societies/Banks with turnover exceeding Rs. 1 crore or more in the

form of 100% loan. The assitance includes cost of hardware,site

prepration, system and application of software, technical

manpower and hardware maitenance for the project period of 2-3

years. Training of personnel is arranged by NCDC. The period of

loan is 7 years with one year moratorium on principal.

Centrally Sponsored Scheme  

Under the scheme, NCDC provides financial assistance to all

Under-developed/Least developed States and Union Territories for

installation of computers by the State Level Federations, States

Cooperative Banks, DCCBs and PCBs and processing units in the

form of 70% loan, 20% subsidy (subject to availability of subsidy

from Central Govt under the scheme) for site preparation,

hardware and system & application software, with 10% member's

contribution. The period of loan is 8 years with one year

moratorium on principal

ACTIVITIES FOR WHICH SUBSIDIES ARE PROVIDED:

Storage in North-Eastern Region

Cold Storage in all States

Tribal Cooperatives - for processing units, storage/show

room, etc., transport vehicle.

Fishery Cooperatives - for purchase of transport vehicles,

processing units (including ice plants, cold storages, etc.),

godowns/retail booths, etc. in backward states.

Integrated Dairy Development Projects in backward states.

Sericulture programme in tribal/forest/hill areas.

Integrated Cooperative Development Projects for project

implementation, manpower development and training etc.

Under Centrally Sponsored Scheme for Computerisation for

under developed, least developed states and U.Ts, 20%

subsidy is provided.

COOPERATIVES ASSISTED BY NCDC

AGRICULTURAL INPUTS

The Regional Agro-Industrial Development Cooperative Ltd.,

Kannur, Kerala.

COMPUTERIZATION

Jawahar Shetkari Sahakari Sakhar Karkhana Ltd., Shri

Kallappana Awaede Naga Kolhapur, Maharashtra.

Shetkari Sahakari Sangh Ltd., Old Palace, Kolhapur,

Maharashtra.

 FISHERIES

Kerala State Coop. Federation for Fisheries Development

Ltd., Karuvankonam, Thiruvananthapuram, Kerala.

HANDLOOMS

Tamil Nadu Handloom Weavers' Coop. Society Ltd., Egmore,

Chennai-8.

 SPINNING MILLS

Shetkari Sahakari Soot Girni Ltd., Distt. Sholapur,

Maharashtra.

Gujarat State Coop. Cotton Fedn. Ltd. Ahmedabad-9.

 SUGAR MILLS

The Shahabad Cooperative Sugar Mills Ltd., Kurukshetra,

Haryana.

ORGANIZATION 2

THE NATIONAL COOPERATIVE UNION OF INDIA

(NCUI)

The National Cooperative Union of India (NCUI) is an Apex

Cooperative Organisation in India which represent all the segments

of Indian Cooperative Movement. Its objectives are to promote and

develop the cooperative movement in India, to educate, guide and

assist the people in their efforts, to build up and expand the

cooperative sector and serve as an exponent of cooperative

opinion in accordance with cooperative principles. It was

established in 1929 as All India Cooperative Institutes Association

and was recheristened as National Cooperative Union of India in

1961

Membership of NCUI: The union has the character of National

Confederation of Cooperatives, and therefore its membership is

open to national and state level cooperative organisations as well

as multi state cooperative societies. The membership doors has

also opened for the parastatal cooperative organisations. The

membership of the union as on 31st March,2000 stands as 214. 

The break up of these are as follows:

MANAGEMENT OF NCUI :

The General Body of the NCUI consists of member organisations

and is the supreme authority of NCUI which meets once a year to

review the progress of the previous year programmes and decide

the policy and programmes for cooperative development for the

next year. The General Body also elects the Governing Council of

NCUI for a tenure of three years. The Governing Council consists of

President and Vice presidents of NCUI, one representative of each

state cooperative unions, and national level cooperative

federations as well as elected representatives of various segments

of cooperatives. The Governing Council meets once in every

quarter and functions through the Executive Committee and other

functional committees. The Executive Committee consists of

President and vice Presidents and 15 other members . The

President is the head of the organisation. He is supported by the

Chief Executive who operates through the functional division of

NCUI secretariat.

FUNCTIONS :

The functions of the Union are : -

Promotion and Strengthening of Cooperative Movement

Cooperative Education and Training

Research Studies

Publications, Publicity and Public Relations

Development of Inter-Cooperative Relations

Collection and Dissemination of Cooperative Information

Advocacy of Cooperative Opinion and views

Promotion of International Cooperation and Cooperative to

Cooperative Trade

FUNCTIONAL DIVISIONS:

As to plan and carry out systematically the functions for achieving

the overall objectives of the union, the union has set up a number

of specialised/functional divisions to design and implement the

programmes within the available resources. Presently, the

functional divisions of the union are:

Cooperative Education

General Cooperative Policies

National Cooperative Data Bank

International Cooperative Trade Cell

Internal Control & Grievance Cell

Audio Visual Aids & Hindi

Coordination

Administration & Personnel

Accounts & Finance

Publications

Publicity & Public Relations

International Relations

Library Cum- Documentation

National Centre for Cooperative Education

Steps for Promotion & Strengthening of Co-op Movement

As a chief spokesman of Indian Cooperative Movement, the NCUI is

maintaining its liaison work between the Govt. of India, State

Governments, other nodal agencies and cooperative organisations

to promote the cause of the cooperative movement in different

sectors. The union keep on continue its efforts to work for : -

Democratisation and Professionalisation of Cooperative

Management

Lobbying with state Govts and Govt. of India to a)

ensure timely elections in Coops. b) to amend

cooperative laws to provide greater autonomy to

cooperatives and ensure their functioning in

accordance of Cooperative Principles.

Influencing the cooperative organisations to have well

defined manpower development and

professionalisation policies to improve the quality and

efficiency so as to face the market challenges of

liberalisation.

Tailoring the cooperative education and training

programmes based on requirements of cooperative

organisations.

Convenes every three years Indian Cooperative

Congress to formulate common view points on various

policies issues.

Represents on various cooperative policy formulation

bodies and working group to formulate proposals for

Five Year Plans.

Conducts Research and Studies to High lights the

problems to Govt. of India & other concerned agencies

Convene seminars/conferences and workshop on

various cooperative subjects to form a common view

points of problems and approach the various agencies

for necessary action for implementation.

Cooperation Education & Training

 APPROACH FOR HUMAN RESOURCE DEVELOPMENT -

COOPERATIVE EDUCATION:

One of the important function of NCUI is to develop a strong

human resource base in the cooperative sector. Visualising the

importance of the HRD, the NCUI is actively involved in arranging

and providing the cooperative education to members, potential

members and leadership development covering through four

category of programmes :

General Member Education Programme.

Sector Specific Programme

Special education projects in under developed states and

under developed areas of developed states

Leadership development programme

For Member Education:

The NCUI formulates, monitors and evaluates the education

programme for members, prospective members and office-bearers

of cooperative societies. The over all objectives of cooperative

education programmes is to create enlightened, participatory and

bring improvement in the working of cooperatives by

strengthening their management and increasing members

participation in the planning, implementation and monitoring of

business activities of cooperatives. The programme is implemented

by the 27 State Cooperative Unions with the help of 700

cooperative education instructors working in the field. Special

education programmes for women and youth are also conducted

keeping in view the growing needs of diversification of cooperative

sector.

The union sponsored education field projects namely "

intensification of cooperative education in cooperatively under-

developed states/under-developed areas of developed states" and

various other projects like member education programmes for

Industrial Cooperatives, education-cum-development programme

for Handloom Cooperatives, Member education programme for

Handicrafts Cooperatives, NCUI exclusive Womens Cooperative

Education-cum-Development Projects and NCUI-ICA-CICOPA

projects etc. The main emphasis of the cooperative education

projects are :

to strengthen the democratic character of the societies

with strong financial base

to provide farm technical guidance to increase farm

production by adopting improved farm technology.

to educate for upliftment of their social standards.

women development activities.

Women Development Activities

The network of NCUI Member Education Programme is as per

diagram :

Cooperative Education

Progress of Cooperative Education Programme (1998-99): During

the year 1998-99 as many as 21,888 educational events were

conducted/organised and in all 10,26,893 persons including

1,00,737 SC/ST/backward and 160,869 women were imparted

education.

ROLE OF NATIONAL CENTRE FOR COOPERATIVE EDUCATION:

The National Centre for Cooperative Education (NCCE) of NCUI

came into existence in 1958. The main objectives of the centre are:

to act as Centre for Cooperative Leadership Development

to cater the training needs of Cooperative Education

Instructors , Persons connected with cooperative

Education and Training Programmes and  faculty

development programmes for universities/colleges

dealing with the subject of Cooperation

to act as centre for preparation and propagation of

Education/Training Techniques and Aids.

In furtherance of the afore-stated objectives, the NCCE offers the

following programmes:

Leadership Development Programmes for the Directors of

district and higher level cooperatives

Diploma in cooperative education and development (12

weeks)

Orientation/Refresher courses for cooperative education

personnel and officers of National cooperative

federation/organisations

Subject matter workshops, seminars and conferences on

various aspects of cooperation and cooperative

movement

Faculty development programme for the cooperative

training institutes and colleges/institutes teachning

cooperation"

Special training programmes in collaboration with

international agencies like ICA, ILO and International

training institutes

Programme on Computer Appreciation and Application for

different sectors of cooperative movement

The centre also arranges/ organises out station programmes

depending upon the requirements of member organisation. It is

located in the NCUI complex, New Delhi. 

Progress for the year 1998-99:

During the year 1998-99, the NCCE has conducted 43 programmes

for 2214 participants.

COOPERATIVE TRAINING AND ROLE OF NATIONAL COUNCIL

FOR COOPERATIVE TRAINING (NCCT):

Training of the cooperative employees, both institutional and

departmental is being discharged through the NCUI's special

standing committee known as National Council for Cooperative

Training (NCCT) which has been set up in the year 1962. The NCCT

is responsible for organising ,directing, monitoring and evaluating

the arrangments of cooperative training for the personnel working

in the cooperative institute/departments in the country. For this

purpose, it has establishes its own training structure comprises of

Vaikunth Mehta National Institute of Cooperative Management at

Pune and 19 Institutes of Cooperative Management  located in the

states. The National institute provides training to policy makers

and senior personnels while institutes of cooperative management

train the intermediatery staff. The NCCT administers the training in

these institutes and is responsible for overall coordination and

academic guidance. The NCCT also provide the acedemic guidence

to the Junior Training Centres (91)which are administratively

controlled by the State Cooperative Unions.

Cooperative Training

The cooperation is a state subject. Moreover, the structure of

cooperative movement in India is federal i.e Primaries at the grass

root level which are federated to district level federations and

further federated to state level. These societies look forward for

guidance to upward direction and for line of control to downward.

Beside, there exist 21 National level sectoral federations which

takes care for the development of their respective sector. Looking

to the vast size and multi dimentional approach of the movement,

it is expected to develop inter-related and inter sectoral problems.

And as to ascertain in advance as well as find out the exact

cause/reasons, such problems require to be studied timely for

providing amicable solutions in the interest of their segments as

well as for the healthy development of the movement. The national

cooperative union of India being apex of all the cooperatives keeps

on identifying such areas and initiate the research/studies for

providing the solutions of the problems. The National Cooperative

Union of India awards fellowship and guide the scholars in the

subject of cooperation. The NCUI have also taken up number of

studies from time to time on many inter-sectoral problems and

have been able to provide the suitable solutions. Some of the

important studies of recent times are:

A study on Management cadre on cooperatives

A bunch of case studies on overdues in cooperatives

Problems on sugar factories

Personnel Management policies

A study on " Linking of loaning programme of land

development banks with overdues - A study on Recovery

of Cooperative dues

A study on Cooperative legislation in India

A comparative study on company law and cooperative law

Fact finding study of Registrar of Cooperative Societies

Case Studies on Industrial Cooperatives

Promotion of Cooperative Relations & Cooperative to

Cooperative Trade

Being the apex organization of Indian Cooperative Movement, it is

the duty of the union to know what development and advancement

is taking place in the international cooperative arena to keep

enlightened and updated the Indian cooperative movement as well

as share our thoughts and experiences on various developmental

activities at international forum. Keeping these in mind, the NCUI

has joined the ICA membership as early as 1936. The NCUI

represents collective membership of Indian Cooperatives in ICA. In

furtherance of promotion of cooperative relations and cooperative

to cooperative trade, the NCUI participate/represent on the

following international forums: Participate in ICA general and

Regional Assembly and other Specialised Committee. Monitors

international cooperative training and study programmes Identifies

area of trade collaboration and technology transfer Represents

indian cooperatives on ICA trade committees Represents on

various U.N. bodies & IRU dealing with cooperative development

Sponsors goodwill delegations on behalf of Indian Cooperatives to

other countries

MEMBER ORGANISATIONS

National Level Cooperative Federations

Member of Parastatal Institutions

State Cooperative Union

Cooperative Unions of Union Territories

State Cooperative Marketing Societies

State Cooperative Banks

State Cooperative Agricultural & Rural Development Bank

State Cooperative Consumers Federations

State Urban Coop Banks & Credit Associations

State Tribal Development Cooperative Corporations

Other State Cooperative Federations

Multi state Cooperative Societies

ORGANIZATION 3

NATIONAL FEDERATION OF FISHERMEN

COOPERATIVES LIMITED (FISHCOPFED)

7-A Sarita Vihar, Institutional Area, New Delhi-110 044.

National Federation of Fishermen Cooperatives Limited

(FISHCOPFED) is the apex organisation of fishermen cooperatives

in India. It came into being in 1980 and started its activities in

1982. Its goal is to facilitate the fishing industry in India through

Cooperatives. During this period, FISHCOPFED entered a number of

activities which can be classified in three categories viz. (i)

promotional; (ii) welfare; and (iii) business.

Promotional activities of the agencies include organizing

conferences on various aspects, supporting training initiatives,

demonstration of scientific fish culture, transfer of intermediate

technology, introducing marketing techniques, liaison with member

organisation and various agencies, providing knowledge on health

care and hygienic living etc. Federation is also involved in

implementation 30 of Centrally Sponsored Schemes on Group

Accident Insurance of active fishermen. At present, the Federation

undertakes business activities on a limited scale because of its

limited financial capabilities. These include inter-state and Retail

marketing of fish, fish seed and fishing requisites.

With the Federation at the top of the Cooperative structure, there

are 17 Federations at the state level, 108 Central Societies at the

district and regional levels and over 11,847 primary fishermen

cooperatives societies. Membership of primary societies is about

13.78 lakhs covering about 21% of active fishermen in the country.

State-wise details are given in the Table below.

FISHCOPFED has requested an enhanced outlay as well as their

participation and involvement in implementation of fisheries

programmes in the Tenth Five Year Plan.

As per the Federation the thrust areas are:

Thrust Areas – R & D

CAPTURE FISHERIES

Monitoring of exploited marine fish stocks

Stock assessment of commercially important marine species

Marine biodiversity, database, conservation and management

Fisheries enhancements in inland open waters

Catchment ecology in relation to fisheries

Ecology and fishery potential of canals

Riverine hydrodynamics and fish behaviour

Hill fishery resources assessment and management

Development of sport fishery in hill areas

GIS based inventory of aquatic resources

Development of predictive models

CULTURE FISHERIES

Breeding and culture of aquatic organisms

Fish health management

Fish nutrition and feed development

Aquafarm engineering

Integrated fish farming

Environment Impact Assessment

Cage and pen culture in large water bodies and floodplain

wetlands

Development of pearl culture technologies

Ornamental fish culture

Coastal zone management

FISH GENETIC RESOURCES

Cataloguing of germplasm resources and development of

database

Biodiversity repository

DNA Fingerprinting of prioritized species

Genetics and quarantine

Exotics and quarantine

FISHING AND FISH PROCESSING

Harvest

Fuel efficient vessels for offshore and deep sea fishing

Ecofriendly and responsible fishing techniques for EEZ.

Craft and gear design improvement for marine and inland

waters.

Post harvest

Handling and transportation of fish

Sanitation, hygiene and quality control

Processing, value addition, packaging and marketing

Waste utilization and by-products

Bioactive substances from aquatic plants and animals

Quality management and food security

Engineering

Onboard and onshore equipments for fishing and fish processing

FISHERY EDUCATION

Education and training programmes in specialized areas of

fisheries

Fishery informatics and database

Vocational and distance education

Socio-economics

Extension and Transfer of Technology

Information Technology and production of educational materials

NEW INITIATIVES

All India Coordinated Research Projects

Culture-based fisheries of small reservoirs

Integrated management of inland saline waters

Mari culture and sea ranching

Network Programmes

Exotics and new candidates cultivable species

Development of quarantine system

Hill fisheries development

Food safety risk assessment

NATIONAL FEDERATION OF FISHERMEN’S

COOPERATIVES LTD.

STATE-WISE POSITION

Sl.NO.

State StateFederatio

n(17)

CentralSocietie

s(108)

PrimarySocietie

s(11,440)

Membership Total

Fishermen

1 ANDHRA PRAD. 1 10 3646 359021 496731

2 ARUNA. PRAD. - - 4 300 57163 ASSAM 1 - 456 - 4750004 BIHAR 1 5 532 66835 111301

85 DELHI - - 2 239 164306 GOA 1 - 10 971 188367 GUJRAT 1 4 385 43631 1402088 HARYANA - - 59 1005 160349 H.P. - 1 28 3369 845510 J & K - - - - 1300011 KARNATAKA 1 3 296 76136 81046812 KERALA 1 16 292 122089 71050213 M.P. 1 7 1001 44100 13098214 MAHARASHTRA 1 21 2024 208273 42565215 MANIPUR 1 - 181 9182 3235016 MEGHALAYA - - 58 2569 1109717 MIZORAM - - 36 808 60018 NAGALAND - - 168 4285 18535019 ORISSA 1 4 482 73852 20211220 PUNJAB - - 4 60 420021 RAJASTHAN 1 - 107 4624 1355722 SIKKIM - - - - 55023 TAMIL NADU 1 10 675 231224 26730924 TRIPURA 1 - 129 14225 5095525 U.P. 1 5 110 5000 16082326 WEST BENGAL 1 20 1072 85895 59718027 A & NICOBAR - - 45 1443 367828 CHANDGARH - - 1 11 25029 D & N HAVELI - - - - 13030 DAMAN & DIU - - 6 1993 3100031 LAKSHADWEEP - - 2 349 600032 PONDICHERRY 1 2 36 16449 10971

Total 17 108 11847 1377938 5959144

NATIONAL AGRICULTURAL COOPERATIVE MARKETING

FEDERATION OF INDIA LTD

NAFED HOUSESiddhartha EnclaveRing Road, Ashram ChowkNew Delhi - 110014INDIA.Tel : 26340019Fax : 091-11-26340261

E-Mail : nafedp@coop.nic.in , nafmd@coop.nic.in

National Agricultural Cooperative Marketing Federation of India

Ltd., popularly known as NAFED, was established on the occasion

of Gandhi Jayanti on 2nd October 1958.

It is an apex cooperative marketing body playing a key role in the

cooperative movement. NAFED has a unique place in the

agriculture sector of India being a 'farmer friendly' organization

dealing in a wide range of agricultural commodities like

Foodgrains, Pulses, Oilseeds, Spices, Horticulture produce, Cotton,

Tea, Jute & Jute Goods, Poultry products, Chemical & Bio-fertilizers.

NAFED functions through its Headquarters at New Delhi and four

Regional Offices located at Delhi, Chennai, Calcutta and Mumbai

which are supported by 24 Branch Offices, 8 Sub-Offices and 18

Industrial Units/Agro Service Centres/Godowns/Shops spread all

over India.

Constitution

ORIGIN

National Agricultural Cooperative Marketing Federation of India

Ltd., popularly known as NAFED, was established on the occasion

of Gandhi Jayanti on 2nd October 1958, and is registered under

The Multi State Cooperative Societies Act.

 

The main objectives of NAFED are:

To promote a cooperative marketing system in the country;

To ensure/give remunerative prices to the farmers for their

produce and realization of their payments on the spot;

To stabilize prices of the agricultural commodities at

reasonable level to the advantage of farmers;

To save farmers from making distress sale of their produce;

and

To reduce the price gap between the producer and consumer

FUNCTIONAL STRUCTURE

With the entire Union of India as its area of operation, NAFED has

its Head Office in Delhi, 4 Regional Offices at Chennai, Calcutta,

Delhi and Mumbai and 24 Branch Offices, 8 Sub-Offices and 18

Industrial Units/Agro Service Centres/Godowns/Shops spread all

over India.

MEMBERSHIP

The membership of NAFED consists of the following categories :

State-level cooperative marketing federations;

State and Regional (inter-State) level cooperative institutions

like special commodity federations, tribal cooperative

federations and tribal cooperative development corporations,

engaged primarily in the marketing, processing or distribution of

agricultural, minor forest and allied produce, agricultural inputs

and consumer goods;

Primary cooperative marketing/processing societies engaged in

the marketing or processing of agriculture, minor forest and

allied produce and/or agriculture inputs and having a minimum

sales turnover of Rs. 20 lakhs or above in these activities during

the cooperative year preceding the date of application for

membership;

Government of India;

National Cooperative Development Corporation;

National Level Cooperative Organisation

The detailed composition of NAFED's membership as on March 31, 2003 was

as under :-

1. State Level Marketing Federations 25

2. Apex Level Marketing Federations 3

3. State Level Tribal and Commodity Federations 22

4. Primary Marketing/Processing Societies 630

5. Government of India 3

6. National Cooperative Development Corporation 1

7. Other Govt. Organisations 2

8. NCCF & Other National Level Coop. Organisations 3

Total 689

MANAGEMENT

The management of NAFED vests in a 25 - member 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

constitute other committees for specific purposes.

 

BOARD OF DIRECTORS OF NAFED

       

Sr.

No

.

NAME & ADDRESS TELEPHONE             

   OFFICE                 

    

RESIDENCE              

    

CHAIRMAN 1. Shri Ajit Kumar SinghAshni Bhawan, Boaring RoadBehind Quality Corner,Patna - 800 001 (Bihar)STD Code : 0612 - 226370(O) 220560-66(R)  

 A-14, Ring RoadSTD Code : 011(NOIDA)Lajpat Nagar-IV,95120-2510046New Delhi - 110 0242634180795120-2512384   

MANAGING DIRECTOR2.Shri Alok Ranjan, IASSTD Code : 011STD Code : 011Managing Director, NAFED2634429324610829NAFED HOUSE,Sidhartha Enclave,

New Delhi - 110 014

DIRECTORS (As on 29/1/2004)1. Shri Vaghjibhai R. Patel STD Code : 0281 STD Code : 02822  Vice Chairman, NAFED 231650 87810  At & PO Tankara,    

  Tal. Morvi,FAX: 02822-30240

 

  Distt. Rajkot (Guj)           2. Shri C.B. Holkar STD Code : 02550STD Code : 02550  Vice Chairman, NAFED 66466, 66566 66123  Bhagwatgeeta Bunglow    

  Vinchur Road, Tal. Niphad,FAX: 02553-66766

 

 Lasalgaon - 422306, Distt. Nasik (Mah.)

   

       3. Dr. Vijay Pal Singh STD Code : 0121 STD Code : 0121  35, Nehru Road 2642803 26499311  Merrut  (U.P.)    

       4. Sri Rajeshwar Singh STD Code : 0141  Administrator, 740045, 740737  Rajasthan State Cooperative    

  Marketing Federation Ltd.FAX : 0141-740045

 

  Sahkar Bhawan,      4, Bhawani Singh Road,      Jaipur - 302 001 (RAJ)           5. Shri Mohan Singh Bundela STD Code : 0755 STD Code : 0755  Chairman, 573165-68 552816

 MP State Coop. Marketing Federation Ltd.

   

 Maheswari Building, Jahangirabad,

FAX: 0755-575509

 

  Bhopal - 462 008 (MP)            

6. Shri Mangi Lal Danga STD Code : 01590STD Code : 01590

  Chairman, 220124 243040. Agro Sales & Manufacturing      and Cooperative Ltd.      Krishi Mandi Road, Merta City, FAX-01590-220124    Rajasthan           7. Shri R.K. Dhami STD Code : 0281 STD Code :  "Kailash" 33, Mahavir Society, 2223248 2455355  Near Nirmala Convent School,      Rajkot - 360 001 (Gujarat) FAX: 0281-236682         

8. Shri K. Sriniwasa Gowda STD Code : 011STD Code : 080

  President, 26489158 26431575  Karnataka State Coop.      Marketing Federation Ltd. FAX: 080-2265096    No.8, Cunningham Road,      Bangalore - 560 052 (KAR)            

9. Shri Rajinder Singh Joon STD Code: 011STD Code: 011

  President, 5472382 27753573

 Delhi State Coop. Mktg. & Supply Fedn. Ltd.

   

  Nangloi, Delhi 110041    

       

10. Shri Kasturi Lal Makkar STD Code : 01634STD Code : 01634

(i)Abohar Cooperartive Marketing Society Ltd.

220934, 220193 220644

  Shop No.143, New Anaj Mandi,      Abohar, Distt. Ferozpur (Punjab)           

(ii)Makkar Tent House, Jhansi Rani Market,

   

  Abohar, Distt - Firozpur (Punjab)           

11. Shri Dinesh Rai STD Code : 011STD Code : 011

  Managing Director, 26510314 26493038

 National Cooperative Development Corporation

   

  4, Siri Institutional Area, FAX: 011-26962370    Hauz Khas, New Delhi - 110016           

12. Shri Devinder Singh, IAS STD Code : 0172STD Code : 0172

  Managing Director, 590518-09 2541769

 Haryana State Coop. Supply & Marketing

   

  Federation Ltd. FAX: 0172-2590708  

 Sector 5-, Panchkula, 134109 (Haryana)

   

       

13. Shri Gurupadappa Nagamarpalli STD Code : 080STD Code : 080

  No. 332, "Saraswati", 3334876 3336603  5th Cross, Ist Block, 3336227  

 Opp. BDA Complex, 3rd main road,

 FAX : 080-3638036

 R.T. Nagar, Bangalore - 560032 (Kar)

   

       

14. Shri N.P. Patel STD Code : 079STD Code : 02762

  Chairman, 5350778 253532  Gujarat State Coop.Mktg.Fed. Ltd.      Sahakar Bhawan, Relief Road, FAX : 079-5351316    Ahmedabad - 380 001 (Guj.)           15. Shri S. B. Astankar STD Code : 022    Chairman, 22186361  

  Maharashtra State Cooperative      Marketing Federation Ltd. FAX : 022-3738208  

 Kanmoor House, Narsi Natha Street,

   

  Mumbai- 400 009 (Mah)           

16. Shri Mostafa Sardar STD Code: 033 STD Code:

  Chairman,22253049, 22253930

24420829

 West Bengal State Coop. Marketing Fedn.Ltd.

   

  7th Floor, 18, Rabendra Sarani, FAX: 033-22253033    Kolkata - 700 001 (West Bengal)           17. Shri Arvind Mohan STD Code : 0522  Chairman, 2635321, 635322  UP State Coop. Mktg. Fedn. Ltd.,      32, Station Road, Lucknow (UP) FAX: 0522-2635248         

18. Dr. Bijender Singh STD Code : 011STD Code : 011

  Bijender Farm, 23241218 25323838  Vill. - Tilangpur Kotra,      Delhi - 110043           

19. Shri Ram Iqbal Singh STD Code : 011STD Code : 0512

  Chairman,2643778, 26470998

241031

  N.C.C.F.      Deepali Building      92, Nehru Place,      New Delhi - 110 019            20.

Shri G. Srinivas, IAS STD Code : 040 STD Code : 040

  Managing Director, 23237606 24058701  Andhra Pradesh State Coop.    

  Marketing Federation Ltd. FAX: 040-3237099

 

  5958/B, 7th Floor      Parishram Bhawan, Barheer Bagh,      Hyderabad - 500 029 (AP)           

21.

Shri J.S.Walia STD Code : 0172  

  Director,2387231, 2387232

01871-243722

  Walia Niwas    

  Mohalla SimbleFAX: 0172-2609471

 

. Distt. Gurdaspur      Punjab  

Operations/Activities

Nafed carries out its business operations through its own branches

and marketing cooperatives in the entire country. Broadly, NAFED's

business activities can be grouped as under:

Domestic Operations

Domestic operations mainly consist of its commercial business,

joint venture with State Federations, agency purchases and

consignment sale/purchase of various agricultural commodities. In

its commercial business, NAFED undertakes all its procurements

through cooperatives at State, District and Taluka levels, which are

members of NAFED. This provides opportunity for close tie-ups with

actual producers which ensures right quality of stocks as well as

best possible market prices for produce like Foodgrains, Pulses,

Oilseeds, Spices and Fruits & Vegetables.

In its mission to serve the farmers, NAFED has taken up another

activity to make available fertilizers to the farmers by sourcing the

same from leading manufacturers. These include Urea, NPK, DAP

and Zinc Sulphate. In the year 1999-2000 this activity has been

taken up in Bihar, UP and Assam.

Nafed has been dealing in quality seeds and Agri-inputs for the last

many years. Nafed has been supplying certified/TL Seeds of

various agricultural commodities to a number of State

Governments and their designated agencies to their satisfaction.

Our Agro Service Centres are also participating in Seed Production

Programmes in collaboration with State Seed Corporation and

other seed agencies through seed producing agencies/farmers for

certified/TL seeds.

NAFED also procures important tribal items like Nigerseed,

Neemseed, Chironjee, Gumkaraya from the interior remote places

directly from the farmers which helps them in getting adequate

returns for their produce. These items have good export potentials

and have regularly featured in NAFED's annual business targets

over the years.

Government Operations

NAFED acts as nodal agency of Govt. of India for implementing number

of schemes and policies.

 

a. Price Support Scheme (PSS)

 Nafed has been appointed as the Central Nodal Agency by the Govt. of India for

implementing the Price Support Scheme (PSS) in respect of oilseeds and pulses. There is

no quantitative ceiling for purchases under PSS and the same are continued till prices

stabilize above Market Support Price (MSP) fixed by the Govt. of India.

 Nafed is helping the farmers by implementing PSS for the last two decades. Since Kharif

1999 such purchases aggregated over Rs.3000 crores in various oilseeds like soyabean,

groundnut, mustard seed, sunflower seed, safflower seed and copra.

 

 b. Market Intervention Scheme (MIS)

 

In addition to PSS, NAFED also undertakes Market Intervention Scheme

(MIS) on behalf of Govt. of India in collaboration with respective State

Govt. agencies for a variety of agricultural commodities which are not

covered under PSS. These are mainly perishable commodites such as

onion, potatoes, apple, eggs etc. Besides other commodities in spices

group i.e. Oil Palm (FFB), chillies, black pepper, corriander. MIS is

sanctioned by Govt. of India on the proposal of State Govt. for a

definite quantity and period of time subject to the State Govt. agreeing

to share 50% of the cost of operations.

 

 

c. Buffer Stocking Operations

 

At the behest of Govt. of India, NAFED procures/stocks various

commodities to help the Govt. in arresting anticipated price rise in

commodities identified from time to time

Industrial Activities

Nafed has setup the following Industrial Units:

 

• Nafed Bio-Fertilizer at Indore, (MP).

• Nafed Warehousing & Processing Industries (NWPI) at Vashi

(Mumbai),

• Cold Storage at Lawrence Road, Delhi.

• Nafed Kinnow Grading, Waxing & Pre-cooling-cum-cold Storage at

Mauzgarh (Punjab).

• Nafed Pre-Cooling & Cold Storage at Pimpalgaon (Maharashtra).

• Nafed Spices Processing and Warehousing Complex (Chennai).

• Nafed Bazaars

 

NAFED BIO-FERTILIZER

Nafed Bio-Fertilizer, Indore was established during 1984-85

with an objective of catering good quality bacterial inoculants

popularly known as bio-fertilizer to the farmers. This unit has

been undertaking developmental activities also to extend this

novel technology from laboratory to the grassroots through

organizing farmers meetings, farmers training programmes,

product demonstration, field days etc.

Nafed Bio-Fertilizer has had the unique privilege of receiving

prestigious awards consecutively for 5 years from 1993-94 to

1997-98 from National Productivity Council for best production

of Bio-Fertilizer in India.

To cater to the requirement of various states, another bio-

fertilizer manufacturing facility has been setup at Bharatpur

(Rajasthan).

The table below shows rates, packing and usages of various

bio-fertilizers produced by Nafed Bio-Fertilizer units :

S.No

.Name of Product Packing

     

1. NAFED Rhizobium 150 gms

 (It is one of the nitrogen fixing bacteria used through seed/soil treatment in leguminous

plants of pulses, soyabean and groundnut etc.)

2. NAFED Azotobacter 150 gms

 (It is free living nitrogen fixing bacteria used in crops of cereals, millets, vegetables,

flowers through seed/seedling/soil treatment)

3. NAFED Acetobacter 1 Kg

 (Newly researched bacteria mainly used for sugarcane and sugarbeet crops as nitrogen

fixer through soil treatment)

4. NAFED Superphos 250 gms

 (Commonly used in all crops through seed/soil treatment for solubilising phosphate for

the plants)

5. NAFED Trichoderma 250 gms

 (Used for protecting the crop from various fungal diseases. It is applied by spray or

through soil treatment)

6. NAFED Urea Coating Agents (UCA) 1 Kg

 (Basically used for retardation of urea splitting in the soil which saves urea up to 50

percent)

7. NAFED Composting Culture 1 Kg

  (Used for augmenting the micro-biological decomposition of agricultural and other waste.)

NAFED WAREHOUSING & PROCESSING INDUSTRIES (NWPI) AT

VASHI (MUMBAI)

The processing unit working in the complex is meant for cleaning the

Niger seed to the international purity level before exporting the same.

It also has a warehouse and a bonded warehouse within the precinct.

COLD STORAGE AT LAWRENCE ROAD, DELHI

This unit has the capacity of storing around 5000 MTs of stock of

Apples, Potato and Spices and is being used to its full capacity. An

ideally suited storage for Wet Dates and Spices, besides

accommodating seasonal fruits for lean period.

NAFED KINNOW GRADING, WAXING & PRE-COOLING-CUM-COLD

STORAGE AT MAUZGARH (PUNJAB)

To increase the shelf life of Kinnow, this unit grades the stocks, does

thin fine wax coating over epidermis and stores the fruits at a

temperature ideally suited before its export.

NAFED PRE-COOLING & COLD STORAGE AT PIMPALGAON

(MAHARASHTRA)

Pimpalgaon is the main producing area of good quality Grapes in

Maharashtra.This unit is being used for the pre-cooling of the stocks

prior to export in reefer containers. The cold storage facilities are also

used for storage of raisins.

NAFED SPICES PROCESSING AND WAREHOUSING COMPLEX,

CHENNAI

NAFED'S turmeric powder is an established brand in Europe. This unit

has facility to grind whole spices and pack these in small consumer

packs besides bulk packing. A large warehousing space of 7000 MTs

capacity is available for self as well as custom storage.

NAFED BAZAARS

With the objective of helping the farmers and consumers, NAFED has

started its chain of Bazaars in Delhi. Almost all the items of high quality

are sold through these Bazaars at reasonable prices. To give boost to

the sale of North East Products, NAFED has opened a separate counter

in the Bazaar at Ashram Chowk, New Delhi.

Though NAFED Bazaar is functioning in Delhi only but we can serve the

consumer anywhere in India through our branches/network provided

we get requirement of a sizeable amount and quantity. For this we

would expect the consumers to form a cooperative consumer group to

arrange prompt supply and discount.

Consumer Marketing Division of NAFED is supplying goods to about

100 reputed Govt. Institutions including ITDC Hotels, Hospitals,

Educational Institutions including IIT Hostels, Universities and Schools,

large Industrial Establishments, State Guest Houses, Embassies, Jail,

Army and Police Establishments.

NAFED is a household name for its various quality processed food

products. To bridge the gap between farm-head prices and consumer

prices of different commodities, NAFED has launched NAFED brand

products in consumer packs. The branded products of NAFED include

spices, atta, sattu, processed foods, honey, mustard oil etc. These

items are duly tested in food laboratory and NAFED makes its earnest

effort to maintain price and quality of consumer products to the benefit

of consumers

 

DELHI STATE CO-OPERATIVE BANK LIMITED

31, NETAJI SUBHASH MARG, DARYA GANJ, NEW DELHI-110002

PHONE: 23241218, FAX: 23281924

The bank was incorporated on 1-11-1966. It was formed as an apex

institution on the basis of the recommendation of the Rural Credit

Survey Committee constituted by RBI. Being an apex body of the state

it holds the responsibility of all round development of the co-op.

movement in the state. The board of directors of the bank consists of

representatives of central co-op. banks and state govt. nominees. The

bank finances central co-op. banks, apex co-op. institutions and some

govt. undertakings engaged in development activities. The astute and

enlightened leadership provided by the stalwards of the co-op.

movement has helped the bank to continue its progress and

prosperity.

OBJECTIVE

To promote, develop and finance industries in the small and medium scale sectors in Union Territories of Delhi.

VARIOUS SCHEMES

DEPOSIT SCHEMES:                   LOANS & ADVANCES

Flexi-Recurring Monthly Deposit Scheme

From a short period of one year to whatever period that suits the investor. No rigid dates. Deposit anytime between the 1st and 10th of every month.

Flexi-Fix Deposit Scheme The Minimum Deposit is Rs. 5000/- Deposit is in units of Rs. 1000/- It earns interest as per the prevailing rate of interest. Concurrently with Fixed Deposit, a current account is opened to facilitate

withdrawals. Interest on fixed deposit is credited quarterly into current account.

ADVANCES TO SMALL SCALE INDUSTRIALISTS

The Bank offers advances on liberal terms for purchase of machinery, towards working capital or premises. The Bank offers right choice of loan schemes to virtually all categories of entrepreneurs who may be from weaker sections of society or a borrower under special category or a general category. The corporation has formulated the following special schemes for different sections of the society:-

Scheme for Women Entrepreneurs under MUN Scheme for professionally qualified entrepreneur Special scheme for household industries Loans under composite & SEMFEX schemes Scheme for scheduled castes/scheduled tribes Scheme for physically challenged Scheme for setting-up new

SSI/expansion/modernizationrehabilitation of existing units

Special scheme for equipment financing of existing units

Scheme for relocation of industries Small road transport operators scheme (SRTO) Scheme for Marketing support to SSI/Cottage &

Village Inds. Scheme for Technology Development &

Modernization of Units

Scheme for acquisition of ISO 9000 series certification

Scheme for textile industry under technology upgradation

Scheme of working capital finance under: Single window scheme/Working CapitalTerm Loan/Short Term Working Capital

Capital Subsidy Scheme to specified industries.

 

FINANCIAL STATISTICS OF THE BANK FOR THE YEAR 2003

Rupees in Lakhs

YearNet Profit

Reserve & Other funds

Paid-up shareCapital

Advances DepositsWorking Capital

Dividend

1988 22.22 99.23 46.90 2205.98 1587.85 2796.31 13.50%

1989 27.75 127.67 54.36 2545.91 1883.21 3283.57 14.00%

1990 32.70 171.58 58.80 2852.33 2704.46 4213.56 14.00%

1991 38.03 230.69 61.57 3444.41 3260.43 4753.49 14.00%

1992 33.51 388.44 61.77 3471.22 5100.96 6639.85 12.00%

1993 45.25 609.88 65.90 3813.05 4263.38 5757.70 12.00%

1994 49.32 880.31 68.16 4051.24 5450.83 7900.79 12.00%

1995 55.31 1047.69 70.82 4240.66 5281.47 7454.75 12.00%

1996 59.18 1165.07 68.82 5078.79 6873.68 9005.00 15.00%

1997 67.53 1152.38 70.20 5562.85 11281.90 12946.82 15.00%

1998 102.81 1516.83 74.20 6354.89 14879.27 17159.61 15.00%

1999 126.03 1740.32 141.79 7281.97 24819.51 28776.62 15.00%

2000 151.03 2149.93 193.83 8656.09 29333.12 32885.10 15.00%

2001 252.12 2654.79 305.36 11750.75 35852.62 44506.25 15.00%

2002 284.17 3660.25 440.21 14606.54 43287.00 48467.86 15.00%

2003 304.06 4167.17 535.24 16595.80 50053.94 56359.7115.00% (proposed)

PART 2

COOPERATIVE PITFALLS AND CHALLENGES AS PER

NATIONAL COOPERATIVE UNION OF INDIA

Even though the cooperative movement in India has been successful

there are however several pitfalls. Poor infrastructure, lack of quality

management, over-dependence on government, dormant membership,

non-conduct of elections, lack of strong human resources policy,

neglect of professionalism, etc. are the limiting factors. Cooperatives

are also unable to evolve strong communication and public relations

strategies which can promote the concept of cooperation among the

masses.

In the year of centenary celebrations, the cooperatives should look

back at their achievements with pride. However, they should also push

forward by developing effective strategies for overcome existing

weaknesses and for continuing growth of the sector.

Cooperative Main Issues

The cooperatives in India have made remarkable progress in the

various segments of Indian Economy. There are 5.03 lakh cooperative

societies with a membership of more than 20.9 crores and working

capital of more than Rs.227111.8 crores. In many segment of Indian

economy, cooperatives are contributing  predominant role in the credit

sector despite of keen competition from nationalised and private

sector banks.Cooperatives are disbursing nearly 46% of total

agricultural credit. They are distributing 36% of total fertilisers in the

country. The share of cooperatives in sugar production is nearly 55%,

in spindlege 10%, in yarn production 22.1% and in coverage of

handlooms 55%. The cooperatives are playing a very important role in

the public distribution system to serve the weaker sections of the

community. Nearly 28% of the rural fair price shops are within the

cooperative fold. Cooperatives have also played an effective role in

exports. The economic reforms which have been introduced since 1991

have given new dimensions to  precepts and practices of economic

development. However, cooperatives have not been able to  take the

fullest advantage of the economic reforms, as they have not been

provided level playing field. Recently, the Government of India have

initiated various measures under the process of Second Phase of

Economic Reforms. Despite of having its infrastructure & Multi

dimensional activities, the Cooperatives could not take the advantage

in the absence of the following main problems 

1. National Cooperative Policy

At present, the National Policy on Cooperatives is under formulation in

the Union Ministry of Agriculture. It is hoped that this policy will uphold

and preserve a distinct identity for cooperatives, their values and

principles and would seek to provide a supportive and conducive

environment for the growth of cooperatives as autonomous economic

and social institutions. The Government of India may like to proclaim a

policy for cooperatives to provide distinct place in the National

Economy.

2. Cooperation as a Specific Sector in Five Year Plans

Till 6th Five Year Plan, there used to be a specific chapter defining the

policy perspective for cooperative development in every Plan

Document. However, since the 7th Five Year Plan, a specific chapter on

cooperation does not find place in the Plan Document. The Indian

Cooperative Congress, the highest forum of Indian Cooperative

Movement drew the attention of the then Government to this

important policy deviation regarding cooperatives and unanimously

requested the Government of India to recognise "Cooperation" as a

specific sector of Indian economy as it has been done in case of private

and public sectors. 

3. Amendment in Cooperative Law

The Present cooperative legislation is not conducive for preserving and

promoting the autonomy which resulted in erosion in their democratic

functioning. The National Cooperative Union of India, from time to

time, has been pleading with the Government of India and the State

Governments to democratise the cooperative laws. Though the Govt.

of India has already accepted the recommendations of Ch.Brahm

Perkash Committee on Model Cooperative Law in principle, neither the

State Acts nor the Multi State Cooperative Societies Act has been

amended exactly on the lines of the Model Cooperative Law. The

cooperators throughout the country are, therefore, deeply concerned

over the slow and tardy progress of implementation of Model

Cooperative Law.

There are attempts to bring in legislative framework for conversion of

cooperatives into companies. Such a step will seriously undermine the

basic ideals and philosophy of cooperatives. The cooperative

movement is totally opposed to such conversions.

The ministry of agriculture had undertaken a very extensive exercise

to amend the multi state cooperative societies act, 1984 based on the

ch. Brahm perkash committee on model cooperative law. Although

draft amendment bill was ready to be placed before parliament, the

union has urged upon  to  expedite the amendment of multi state

cooperative societies act based on the recommendations of the ch.

Brahm perkash committee on model cooperative law.

4. Need for Amendments in Taxation Law

The scheme of fiscal legislation do not take into consideration the

organisational structure and the changes that have taken place in the

overall growth of the cooperative movement. Tax on cooperatives

obstructs the process of capital formation. Since cooperatives have

been recognised as an agency for socio economic development

particularly that of weaker sections, it is essential that they should be

strengthened financially and an environment be created for them to

plough back their corporate savings for further capital formation.

Keeping this aspect in view, it is necessary to ensure that the

cooperatives established in various segments be exempted from

payment of Income tax. As to bring necessary amendments in the

Income Tax Act, the Union has taken up the matter seriously.

5. Need for Expeditious Issue of Licence to Cooperative Bank of

India (COBI)

In order to remove the systemic gap within the organisational structure

of cooperative credit and banking sector there is the need to make it

more responsive and effective to meet the requirements of credit for

agriculture and rural development. With the efforts of the National

Cooperative Union of India and with the approval of the Government of

India and Reserve Bank of India, a National Level Apex Cooperative

Bank namely Cooperative Bank of India (COBI) has been set up in the

country. The COBI has been incorporated under Multi State

Cooperative Societies Act and it has been functioning for the last more

than five years. However, the Reserve Bank of India for want of

appropriate amendment of Banking Regulation Act to include

Cooperative Bank of India has not issued licence to COBI  to start its

banking operations.

6. Need for Effective Support to Cooperative Credit and

Banking Sector

Many a time, the populist policies of the Government such as  loan

waivers have done a great harm to the cooperative agricultural credit

and banking institutions. The ARDR scheme which was introduced in

1989-90 inflicted a great deal of loss on cooperative banking

institutions. While the claims of the commercial banks in regard to

ARDR loan were promptly settled by the Government, still a large

amount of cooperative banking sector is lying outstanding against the

Government. It is estimated that nearly Rs. 500 crores are yet to be

paid by the Government in regard to their claims under ARDR. Besides,

the cooperative banking sector has also incurred a heavy loss of

interest on account of delayed settlement of its claims under ARDR. All

these problems have resulted into heavy losses to the cooperative

banking sector. While the Government have provided a big budgetary

support to commercial banks and RRBs to cleanse their balance sheet.

But in case of cooperative banking institutions, the Government have

not provided such support. Since cooperative credit and banking

institutions constitute a very important segment of financial sector

particularly in the context of effective flow of credit to the agriculture

and priority sectors, the Government should also provide such support

to them.

7. Need for Strengthening Consumer Cooperatives

Consumer cooperative have been playing an important role in making

available essential and other consumer goods of mass consumption to

the people as well as are acting as deterrent for private trade who

charge exorbitant price through wide network spread both in urban

and rural areas. However, in recent years, due to change in policies

and non-concessional funds the consumer movement has been facing

a great deal of problems. It is urged that the Centrally Sponsored

Scheme for assisting distribution of consumer articles which was

transferred to the States in 1992 be restored and NABARD should be

advised to extend refinancing facilities for raising working capital

finance from cooperative banks. NABARD/RBI may also issue suitable

instructions to allow the consumer cooperatives to avail block capital

loan/term loan from cooperative banks and nationalised banks.

8. Support to Labour Cooperatives

Labour Contract/Construction Cooperatives and Forest Labour

Cooperatives have been promoted to provide employment and protect

the interest of rural poor and other weaker sections of the community.

Presenlty there is no line of credit to meet their financial requirements.

It is, therefore, urged that labour cooperatives may be extended

concessional finance through cooperative banking structure on the

pattern of weavers cooperatives being financed by NABARD. The

members of labour contract/construction cooperatives as well as forest

cooperatives may be extended social security through Janta Personal

Accidental Scheme for which full financial support may be provided by

Govt.of India

9. Support to Industrial/Artisanal Cooperatives

The Industrial/Artisanal Cooperatives having large employment and

export potential are presently in precarious condition due to

operational constraints relating to raw materials, machinery, marketing

and finance. It is requested that Government of India should extend

necessary support to revive the business operations of weak industrial,

handloom and handicraft cooperatives. 

10. Need for Rehabilitation of Sick Cooperative Units

The adhoc policies adopted by the Government have turned many

sugar and other processing factories sick and the cooperatives do not

have any agency like the BIFR to rehabilitate sick units. An agency like

BIFR should be created for rehabilitating sick units wherein NCDC

should act as nodal agency.

.

INTENSIVE STUDY ON NATIONAL FEDERATION OF FISHERMEN”S

COOPERATIVES LIMITED WITH REFERENCE TO FISHERIES

SECTOR IN INDIA

With its over 8000 km. of coastline, 3 million hectares of reservoirs and

1.4 million hectares of brackish water, India has vast potential for

fishes from both inland and marine resources. Units mostly exist in the

small scale sector as proprietary/partnership firms or fishermen co-

operatives. Over the last decade, the organized corporate sector has

become increasingly involved in preservation, processing and export of

coastal fish. But the wide variety of fish resources found in Indian

inland waters, coastal areas and deep seas comprising India's

Exclusive Economic Zone, still remain grossly under utilized. India's

substantial fishery resources are seriously under-utilised and it is

widely recognised that there is substantial potential to increase the

output of this sector. Marine fish in India include prawns, shrimp, tuna,

cuttlefish, squid, octopus, red snapper, ribbon fish, mackerel, lobster,

cat fish and many other varieties.

Fish production has increased more than fivefold since independence.

It rose from only 800,000 tons in FY 1950 to 4.1 million tons in the

early 1990s. Special efforts have been made to promote extensive and

intensive inland fish farming, modernize coastal fisheries, and

encourage deep-sea fishing through joint ventures. These efforts led to

a more than fourfold increase in coastal fish production from 520,000

tons in FY 1950 to 2.4 million tons in FY 1990. The increase in inland

fish production was even more dramatic, increasing almost eightfold

from 218,000 tons in FY 1950 to 1.7 million tons in FY 1990. The value

of fish and processed fish exports increased from less than 1 percent

of the total value of exports in FY 1960 to 3.6 percent in FY 1993.

Great potential exists for expanding the nation's fishing industry.

India's exclusive economic zone, stretching 200 nautical miles into the

Indian Ocean, encompasses more than 2 million square kilometers. In

the mid-1980s, only about 33 percent of that area was being exploited.

The potential annual catch from the area has been estimated at 4.5

million tons. In addition to this marine zone, India has about 1.4 million

hectares of brackish water available for aquaculture, of which only

60,000 hectares were being farmed in the early 1990s; about 1.6

million hectares of freshwater lakes, ponds, and swamps; and nearly

64,000 kilometers of rivers and streams.

In 1990 there were 1.7 million full-time fishermen, 1.3 million part-time

fishermen, and 2.3 million occasional fishermen, many of whom

worked as saltmakers, ferrymen, or seamen, or operated boats for

hire. In the early 1990s, the fishing fleet consisted of 180,000

traditional craft powered by sails or oars, 26,000 motorized traditional

craft, and some 34,000 mechanized boats.

Fisheries research and training institutions are supported by central

and state governments that deserve much of the credit for the

expansion and improvements in the Indian fishing industry. The

principal fisheries research institutions, all of which operate under the

Indian Council of Agricultural Research, are the Central Institute of

Marine Fisheries Research at Kochi (formerly Cochin), Kerala; the

Central Inland Fisheries Institute at Barrackpore, West Bengal; and the

Central Institute of Fisheries Technology at Willingdon Island near

Kochi. Most fishery training is provided by the Central Institute for

Fishery Education in Bombay (or Mumbai in Marathi), which has

ancillary institutions in Barrackpore, Agra (Uttar Pradesh), and

Hyderabad (Andhra Pradesh).

Apart from four main fishing harbors--Kochi (Kerala), Madras (Tamil

Nadu), Vishakhapatnam (Andhra Pradesh), and Roychowk in Calcutta

(West Bengal)--twenty-three minor fishing harbors and ninety-five fish-

landing centers are designated to provide landing and berthing

facilities to fishing craft.

The government provides subsidies to poor fishermen so that they can

motorize their traditional craft to increase the range and frequency of

operation, with a consequent increase in the catch and earnings. A

total of about 26,171 traditional craft had been motorized under the

program by 1992.

To improve returns to fishermen and provide better products for

consumers, several states have organized marketing cooperatives for

fishermen. Nevertheless, most traditional fishermen rely on household

members or local fish merchants for the disposal of their catches. In

some places, marketing is carried on entirely by fisherwomen who

carry small quantities in containers on their heads to nearby places.

Good wholesale or retail markets are rare.

FISHERY CO-OPERATIVES

As fishing developed in to a business with widespread marketing

potential, fishing people in various parts of the world have developed

co-operatives as ways in which individual fishers can escape the

bondage of "trucking" systems. Fishing co-operatives are well

developed in many European countries, such as France and Portugal.

In recent decades the movement has grown extensively in Asia,

notably in Japan, Korea, Indonesia, India and Sri Lanka.

Fisheries co-operatives traditionally have been concerned with the

harvesting of wild fish and sea animals but more recently they have

become evident in various kinds of resource cultivation, fish farms and

shellfish beds (clams, oysters, etc.). Currently fishing co-operative

around the world are wrestling with issues involving the future of their

industries. Arguably, fishing co-operatives, given their special

relationships with the communities of their members, have special

responsibilities to ensure the sustainability of their activities.

Co-operatives are the shield of the weak and in India fisher-men are

among the weakest sections of the community. Illiteracy, poverty, and

lack of knowledge of latest fisheries technology are contributing

factors. This vicious circle is further strengthened by lack of

institutional support, both in infrastructure and finances. Consequently,

fishermen are subjected to exploitation by middlemen, who act as

money lenders, traders and contractors.

Fishermen discovered co-operatives could spare them from

exploitation and improve their socio-economic conditions. Efforts made

in this direction have yielded good results in some areas, but the

overall picture of fishery co-operatives is not encouraging.

Indian Fishery Co-operative Movement

The fishery co-operative movement in India began in 1913 when the

first fishermen's society was organised under the name of 'Karla

Machhimar (Fishermen) Co-operative Society' in Maharashtra. The

state of West Bengal was the next to organise co-operative societies in

the fishery sector in 1918. In the same year, Tamil Nadu, also

organised one co-operative society. The structure continued to grow

over years into multi-functional units at the primary level, federations

at district/regional, state and national levels. Today there are:

National Level Federation 1

State Level Federations 17

Central (District/ Regional

Level Federations 108

Primary Societies 9369

The membership at the primary level is 0.9561 million.

A study conducted by the Council for Social Development confirmed

the suitability of the fishery co-operatives, "as a tool for promoting the

interests of fishermen." The study also emphasised the need for,

"organising active fishermen into co-operatives and for strengthening

and encouraging the fishermen's co-operative societies for

performance of multi-purpose functions and social interest of their

members". To ensure that a well-knit structure of fishery co-operatives

is created in the country, the study recommended that, "multi-

functional primary co-operatives can be retained".

In some of the states, the fishery co-operative movement is working

very effectively and a number of evaluations have confirmed the

efficiency of these organisation. One evaluation confirmed that

arrangements of marketing made by the fishery co-operatives in the

states of Maharashtra save the members from exploitation.

A number of fishery co-operatives in the country are helping their

members and their family members to the extent of providing

complete marketing infrastructure for the sale of the catch at

remunerative prices.

PROBLEMS AND SOLUTIONS IN THE FISHERY CO-OPERATIVE

SECTOR

The co-operative fisheries sector in India faces crucial problems.

Existing co-operative law does not support fisheries co-operative

development. Countries like Japan and South Korea have special

enactments which guarantee allotment of fishing waters to fisheries

co-operatives and ensure membership of genuine active fishermen.

The law defines the roles within fisheries co-operatives.

In most of states special provisions in the Co-operative Societies Act or

a separate Act for Co-operative Land Development Banks (now known

as Agricultural and Rural Development Banks) exist. In order to

promote fisheries, the State Governments should formulate separate

provisions for fisheries co-operatives within the Act or enact separate

legislation to allot water bodies and avoid overlapping operation,

finances, structural linkages among fisheries co-operatives in the state.

Those states which have not yet organised a federation of fisheries co-

operatives should begin one with sufficient equity to take up business

and promotional activities for fisheries co-operatives in the state.

Existing state level federations must be activated.

At the regional level, the gap is very wide in these states. In light of the

establishment of fish farmer development agencies inland and

brackish water fisheries, it is necessary to organise regional/district

level fisheries co-operative federations to provide inputs, operational

inputs, harvesting and marketing support to the members of primary

fisheries co-operatives and fish farmers.

At the primary level in most states fisheries co-operatives overlap. This

results in unhealthy competition between them, particularly for water

bodies. State governments should take necessary steps to correct this,

and to organise/re-organise the existing primary level fishery co-

operatives.

It should also issue clear-cut instructions to allot water bodies to re-

organised co-operatives so that they may have necessary fishing water

to provide employment to their members.

In the marine sector, the primary fisheries co-operatives should be

strengthened with infrastructure facilities like landing centres, market

yards, roads, transport facilities. Fisheries co-operatives should be

given necessary support to pull their catch and have access to strong

export infrastructure with qualified staff.

The National Co-operative Development Corporation has revised its

pattern of assistance to fisheries co-operatives. Poverty in fishing

communities in the country necessitates liberalization of norms for

fisheries co-operatives and provides support through low interest rates.

Women play a very important role in fisheries co-operatives. Once the

fishermen bring in the catch, their job begins. Co-operative law does

not allow membership of both husband and wife, which prevents

women from participating in the management of the fisheries co-

operatives.

Women involved in the fishery must participate in the management of

fisheries co-operatives. The Ardhanareeswaran Committee have

recommended joint membership of husband and wife in co-operatives.

This may be implemented.

Co-operative banks and other financial institutions have not helped to

develop fisheries co-operatives in most of the states. Financial aid is

often not available where it is needed, like payment of lease money,

welfare and credit. NABARD should also take immediate steps to

encourage co-operative banks to provide credit to fisheries co-

operatives where it will be most effective.

To market fish profitably, ensuring a fair price for both producers and

consumers, co-operative marketing in India must be strengthened. For

this purpose, marketing infrastructure must be developed. Funding for

infrastructure should be provided by central, State and local bodies,

the enhanded over for management to fisheries co-operatives.

There is a need to coordinate the Government of India and state

governments to achieve continued growth in the fishery co-operative

sector which is so vital to the economy and poor people.

AN independent Ministry for Fisheries at the Centre has been proposed

to ensure development in fisheries sector as in the agriculture sector

at an international seminar on aquaculture and ornamental fisheries .

The sector poses several challenges, many of which are

insurmountable within the present administrative set up of the Union

Government. The fishery sector, which plays a major role in the

primary production sector of India's economy, offers tremendous

potential in generating employment, earning foreign exchange and in

providing assistance to people.

As per National Federation of Fishermen’s Cooperatives Limited the

aquaculture situation globally, the species involved in aquaculture is

very limited. They have envisioned formulations for the sustainable

development of aquaculture and ornamental fisheries.

Efforts to achieve regional co-operation among Asian aquaculture

countries in the field of transfer of technology, maintenance of quality

standards, health management, market operations, biodiversity

conservation, environment protection, alerts on disease outbreaks and

its transmission etc are required for mutual benefit and development.

Therefore it is an imperative need to diversify the species mix with a

view to catering to varied market demand and to avoid risks of

exclusive dependence on a few species. For fulfilling this requirement,

the seminar recommended that the indigenous germplasm available in

the respective countries might be judiciously harnessed by developing

appropriate technologies for captive breeding, seed production and

farming practice as well as comprehensive market research.

It is recommended to frame policies by the Union and State

Governments to stop the use of aquaculture drugs in farms taking into

account the antibiotic residual problems in seafood.

The potential for recreational and coldwater fisheries in India is very

promising and these can contribute to the ecological, economic and

cultural development. Sustainable development of these fisheries need

clear policies, planning and administrative support from the different

departments of the governments such as fisheries, tourism, irrigation,

electricity, transport, local bodies and non governmental agencies.

Having understood the backward nature of the Ornamental fish

industry in the country, it recommended that the deficiencies in

infrastructure be rectified by way of setting up EPZ's in the strategic

locations, providing standard hatchery facilities, disease diagnostic

centres, legal framework for import of live seed materials, providing

marketing arrangement and holding facilities at ports etc.

In view of the heavy depletion of the stock of certain species of

ornamental fishes due to indiscriminate exploitation, it was suggested

that the focus of the industry should be shifted from capture-based

operations to culture-based operations so that the industry could be

made sustainable. There is also an imperative need to introduce

legislative measures to restrict and regulate wide collection of

ornamental fish stocks for domestic and international marketing and

for preserving the biodiversity of the country.

For the introduction of new species in the international markets and

gain momentum in the ornamental fish trade, a national database

incorporating a systematically surveyed germplasm inventory,

breeding and rearing technologies and economics of operations in

various scales on ornamental fishes has to be developed. Considering

the tourism importance of ornamental fishes, aqua parks and

oceanaria are to be established in appropriate locations so that tourists

can be attracted.

ANNEXURES

IMPORTANT SEGMENTS OF INDIAN COOPERATIVES

COOPERATIVE EDUCATION AND TRAINING

AGRICULTURAL CREDIT COOPERATIVES (PRODUCTION)

AGRICULTURAL CREDIT COOPERATIVES (INVESTMENT)

NON-AGRL. CREDIT COOPERATIVES (URBAN BANKS)

COOPERATIVE MARKETING

TRIBAL COOPERATIVES

FERTILISER COOPERATIVES CONSUMER COOPERATIVES

WEAVERS COOPERATIVES

SUGAR COOPERATIVES 

COOPERATIVE SPINNING MILLS 

INDUSTRIAL COOPERATIVES (NON-WEAVERS)

DAIRY COOPERATIVES

FISHERIES COOPERATIVES

HOUSING COOPERATIVES 

LABOUR COOPERATIVES

POULTRY COOPERATIVES

COOPERATIVE SOCIETIES ACT:

Cooperative Societies Act is a Central Act. However,

‘Cooperative Societies’ is a State Subject (Entry 32 of

List II of Seventh Schedule to Constitution, i.e. State

List). Though the Act is still in force, it has been

specifically repealed in almost all the States and

those States have their own Cooperative Societies

Act. Thus, practically, the Central Act is mainly of

academic interest. - - – As per preamble to the Act,

the Act is to facilitate formation of cooperative

societies for the promotion of thrift and self-help

among agriculturists, artisans and persons of limited

means.

The Statement of Objects and reasons states as follows – (a)

Cooperative Society can be established for purpose of credit,

production or distribution. (b) Agricultural credit societies must be with

unlimited liability. (c) Unlimited society is not best form of cooperation

for agricultural commodities. However, the provision is continued as in

several provinces (now States) such societies do exist and are

working.  It is not intended to give them undue encouragement, but to

legalise their existence. (d) Unlimited society can distribute profits with

permission of State Government.

Registration of Society

State Government will appoint Registrar of Cooperative Societies. State

Government can appoint persons to assist Registrar and confer on

such persons all or any of powers of Registrar. [section 3]. Function of

Registrar starts with registration of a society. He has powers of general

supervision over society. Returns of Society are to be filed with

Registrar. He can order inquiry or inspection against society. He can

order dissolution of society.

Societies which may be registered

A society which has as its object the promotion of economic interests

of its members in accordance with cooperative principles can be

registered as a Society. Similarly, a society established with the object

of facilitating operation of such a society can also be registered under

the Act. The society can be registered with limited or unlimited liability.

However, unless State Government otherwise directs, (1) Liability of a

society of which a member is a registered society shall be limited. (2)

Liability of a society of which object is to creation of funds to be lent to

members, and of which majority of members are agriculturists and of

which no member is a registered society shall be unlimited [section 4].

Thus, a registered society can be member of another society, but

liability of such other society must be limited, unless State Government

otherwise directs.

Who can form a society

A society can be formed with at least 10 members of age above 18

years. If object of society is creation of funds to be lent to its members,

all the members must be residing in same town, village or group of

villages or all members should be of same tribe, class, caste or

occupation, unless Registrar otherwise directs.  - - The provision of

minimum 10 members or residing in same town/village etc. is not

applicable if a registered society is member of another society. - - The

last word in name of society should be ‘Limited’. If the Society is

registered with limited liability. [section 6]. Registrar is empowered to

decide whether a person is agriculturist or non-agriculturist or whether

he is resident of same town/village or whether the members belong to

same caste/tribe etc. and his decision will be final. [section 7].

Restrictions on society with limited liability

If a society has limited liability, any individual member of such society

cannot have share capital more than one-fifth of total capital. An

individual member cannot have interest in shares exceeding Rs 1,000.

- - This restriction of 20% shares or Rs 1,000 shares value is not

applicable to a registered society which is member of another society.

[section 5]. - - Thus, if a registered society is member of another

society, it can hold shares exceeding 20% or exceeding Rs 1,000 in

value.

Amendment of bye-laws

Any Amendment to bye-laws shall be registered with Registrar. If

Registrar is satisfied that the amendment is not contrary to Act or

rules, he will register the amendment. He will issue a certificate of

registration along with copy of amendment certified by him, which is

conclusive evidence that the amendment has been duly registered.

[section 11].

Rights and liabilities of members

If liability of members is not limited by shares, each member shall have

one vote irrespective of amount of his interest in the capital. [section

13(1)]. If liability of members of a registered society is limited by

shares, each member will have as many votes as may be prescribed in

bye-laws. [section 13(2)]. If a registered society has invested in shares

of other registered society, it can vote by appointing a proxy. [section

13(3)].  - - A member of registered society shall not exercise his rights

as member, unless he has made payment to society in respect of

membership or has acquired interest in society, as may be prescribed

by rules or bye-laws. [section 12]. Thus, if there is any default in

payment to society, the member cannot exercise his rights. 

Management of society

Each society will be managed by Committee. - - Committee means the

governing body of a registered society to whom the management of its

affairs is entrusted. [section 2(b)]. Officer of society includes a

Chairman, Secretary, treasurer, member of Committee or other person

empowered under rules or bye-laws to give directions in regard to

business of society. [section 2(e)].

Registered Society is body corporate

A registered cooperative society is a body corporate with perpetual

succession and common sea. (just like a company). It can hold

property, enter into contracts, institute and defend suit and other legal

proceedings and to do all things necessary for the purposes of its

constitution. [section 18].

Priority claim of society dues from member  

A registered society is entitled to priority to other creditors and enforce

outstanding demand due to society from any member. However, the

priority is subject to prior claims of (a) Government dues in respect of

land revenue or (b) Dues of landlord in respect of rent receivable by

the landlord. The priority of society is in respect of following – (a)

Supply of seed or manure or loan for purchase of seed or manure. The

priority is upon the crops or other agricultural produce upto 18 months

from date of supply of seed/manure or loan. (b) Supply of cattle or

fodder of cattle, agricultural implements or machinery or raw materials

or loan for these. The priority is upon the cattle/fodder/ machinery /

raw materials supplied or any articles manufactured from raw

materials supplied or purchased form loan given by society. [section

19].

Liability of past member

Liability of past members towards society as on the date he ceased to

be member will continue for two years. [section 23].

Restrictions on loans

A registered society can give loans only to its members. However, it

can give loan to another registered society with permission of

Registrar. [section 29(1)]. A society with unlimited liability cannot lend

money on security of movable property without sanction of registrar.

[section 29(2)]. State Government, by issuing a general or special

order, can prohibit or restrict lending of money on mortgage of

immovable property by any registered society or class of registered

society. 

Inspection of affairs of society

Registrar can hold an enquiry or direct some person authorised by him

to hold enquiry in following circumstances – (a) Of his own motion (b)

Request of Collector (c) Application by majority of committee members

of society or (d) At least one-third of members of society. [section

35(1)]. All officers and members of society shall furnish necessary

information to registrar or person authorised by him. [section 35(2)].

Dissolution of society

Registrar, after inspection or inquiry, or on application received from

75% of members of society, may cancel the registration of society, if in

his opinion, the Society should be dissolved. Any member can appeal

against the order of Registrar within two months to State Government

or other Revenue Authority authorised by State Government. If no

appeal is filed within two months, the order of dissolution shall become

effective. If appeal is filed, the order will become effective only after it

is confirmed by appellate authority. [section 39].

Companies Act not applicable

Provisions of Companies Act are not applicable to registered

cooperative society. [section 48].

MULTI STATE CO-OP SOCIETIES ACT 2002

Since ‘Cooperative Societies’ is a State Subject (Entry 32 of List II of

Seventh Schedule to Constitution, i.e. State List), the cooperative

societies formed under State Acts have to restrict their activities to

only one State.  This hinders growth of cooperative societies. Hence,

Multi State Cooperative Societies Act was passed in 1942. It was later

replaced by 1984 Act. This 1984 Act is now being replaced by 2002

Act. The 2002 Act has already been passed but has not yet been made

effective. The 2002 Act makes special provision for registration and

functions of Federal Cooperative Societies.

Object of the Act

As per preamble to the Act, the Act is consolidate and amend the law

relating to cooperative societies, with objects not confined to one State

and serving the interests of members in more than one State, to

facilitate the voluntary formation and democratic functioning of

cooperatives as people’s institutions based on self-help and mutual aid

and to enable them to promote their economic and social betterment

and to provide financial autonomy and for matters connected

therewith and incidental thereto.

Multi-State Cooperative Society can be formed under Multi State

Cooperative Societies Act. Multi-State Cooperative Societies Act, 2002

has received President’s assent. The Act will supersede 1984 Act when

brought into force. Under the Act, there will be a Central Registrar

overseeing and regulating multi-state cooperative societies. Under the

Act, a quasi-judicial authority titled the Cooperative Disputes

Settlement Authority will be set up to replace existing system of such

settlement by Central Registrar. This is intended to ensure quicker and

more judicious settlement of disputes.

The Act applies to all cooperative societies with objects not confined to

one State. It includes societies which were incorporated under

Cooperative Societies Act 1912 & earlier Muti-Cooperative Societies

formed under 1942 or 1984 Act.

Which society can be registered

No multi-state cooperative society can be registered under the Act

unless - (a) its main objects are to serve interests of members in more

than one State and (b) Its bye-laws provide for social and economic

betterment of its members through self-help and mutual aid in

accordance with the cooperative principles. [section 5(1)]. The word

‘limited’ or its equivalent in any Indian language shall be affixed to the

name of every multi-State cooperative society registered under the Act

with limited liability. [section 5(2)].

Cooperative Principles

Cooperatives work on basic concept of ‘mutual assistance’ and ‘one

man one vote’. - - The bye-laws of multi-state cooperative society

should provide for cooperative principles, as given in  First Schedule to

the Act.

Society is a body corporate

Every multi-state cooperative society is a body corporate with name

under which it is registered. It will have common seal and perpetual

succession. It can acquire and dispose of property (movable as well as

immovable), enter into contracts, institute and defend suits by the

name it which it is registered. [section 9(1)].

Federal Cooperative

‘Federal Cooperative’ means a federation of cooperative societies

registered under this Act and whose membership is available only to a

cooperative society or a multi-state cooperative society. [section 3(k)].

Registration of multi-state cooperative society 

Central Government will appoint a Central Registrar of Cooperative

Societies.  He will register the multi-state cooperative society. [section

4(1)]. Some of his powers can be delegated to other officers of Central

or State Government, but powers of registration cannot be delegated.

Powers in relation to a national cooperative society cannot be

delegated to State Government. [section 4(2)].

Bye-laws of society

Each multi-state cooperative society must have bye-laws for its

internal management. The ‘bye-laws’ are comparable to ‘Articles of

Association of a company’.

Conversion, amalgamation or division of society

The Act makes provisions for conversion, amalgamation etc. in certain

cases.

Duties, rights and liabilities of members

Cooperative Principle is based on the concept of mutual assistance.

Hence, provisions have been made for rights, duties and liabilities of

members.

Duty of every member

It is duty of every member of multi-state cooperative society to

promote and protect interests and objects of the society. [section

25(5)].

Voting by members

Every member, including member who is employee shall have one

vote, irrespective of his shareholding. An employee is not entitled to

vote in respect of elections to members of board or amendment to

bye-laws. Chairperson will have casting vote in case of equality. If

person other than individual are members (e.g. Government, other

cooperative society, NCDC etc.) voting power to its nominee will be

one vote only. [section 31].

NO VOTING BY PROXY

Voting must be done in person. Proxy is not permitted. A multi-state

cooperative society or cooperative society which is a member can

appoint its representative to vote on its behalf. [section 32].

Management of Society

Management of a multi-state cooperative society will be a three tier

structure. General body will consist of all members. A smaller body

consisting of delegates of members can be formed and some powers

can be delegated to the small body. They will elect Board of Directors

to exercise overall control over operations. Day to day control will be

exercised by ‘Chief Executive’ who will be employee of the multi-state

cooperative society.

Chairperson/President of society

A multi-state cooperative society can have Chairperson/President and

Vice Chairperson/Vice President. [It appears that his election will be

made by Board of Directors]. A person who is Minister in central or

State Government cannot be elected  to the post.  - - A person can be

elected as Chairperson/President only for two consecutive terms, full or

part. However, after a gap of one full term, he can again be elected as

Chairperson/President. [section 44]. - - Each full term is of five

years.

OFFICE BEARER ONLY IN TWO SOCIETIES

A person can be Chairperson/President or Vice Chairperson/Vice

President of at the most two multi-state cooperative societies at a

time. [section 46].

Election of directors

Election of directors will be responsibility of existing Board. [section

45(1)]. Only a person who is member of society can contest elections.

[section 45(7)]. Elections will be held at the time of general meeting

and by secret ballot. Elected members are eligible for re-election, if

bye-laws permit. Term of elected members shall be five years at a

time. However, the Board will continue till successors are elected or

nominated as per provisions of the Act and bye-laws. [section 45(5)]. If

Board does not hold elections, same will be held by Central Registrar.

[section 45(6)].

Powers and functions of Board

The Board of Directors may exercise all powers as may be necessary to

carry out its functions under the Act. [section 49(1)].

Chief Executive

Each multi-state cooperative society will have Chief Executive (by

whatever name called).he will be full time employee. Chief Executive

will be appointed by Board. [section 51(1)]. He will be member of

Board and of executive committee and other committees of Board.

[section 51(2)].  - - If Central/State Government holds 51% or more

equity capital of multi-state cooperative society, his salary and service

conditions will be as prescribed by rules. [section 51(3)].

Privileges of multi-state cooperative society 

Certain privileges are granted to multi-state cooperative society so

that it can function effectively.

Winding up of society

Winding up can be ordered by Central Registrar after audit, inquiry or inspection, after giving opportunity of hearing to society. [section 86(1)]. Winding up can also be ordered if number of members fall below 50 or where society has ceased to function or has not commenced business within 6 months. [section 86(2)]. Cooperative Bank cannot be wound up without previous sanction of RBI. [section 86(5)]. Cooperative Bank will be wound up if RBI so directs. [section 87].

ANNEXURE 1

Recommendations for Cooperative Banks in India by NABARD:

Resource Base and Business

1. The limited resources of cooperative banks had inevitably led to low business level, notwithstanding the continuously increasing demand for credit. In this context, the need for strengthening the resource base, especially the capital, for increasing their levels of business hardly requires any emphasis. Task Force recognises increasing borrowing membership and volume of business as essential steps for improving the performance of cooperatives. The Task Force would even suggest that in areas having potential for setting up of more than one society, state governments may not object to registration of more than one PACS, provided the government is satisfied about the viability of both the existing and new society to be registered and that it would increase the overall borrowing membership of cooperatives in that area. (para 2.12).

Cooperatives as 'member-driven' enterprises

2. The Task Force, therefore, feels that the empowerment process of the credit cooperatives would require a continuous review of the approach of all concerned viz. The state governments, central government, RBI and NABARD to facilitate making cooperatives 'member-driven' organisations and to ensure that they are not subjected to excessive control and regulation. (para 2.15).

3. The Task Force upholds the view that there is an urgent need for the state governments to review and relax their control over the cooperatives. The power of supersession of the Board of Directors should not vest in the state governments. However, in the existing scenario, if at all it is to be used in public interest, it may be done by the state government very sparingly in consultation with NABARD. (para 2.16)

4. The Task Force feels the need to have frequent dialogue with the state government by a Standing Committee comprising of representatives of GOI, RBI, NABARD and Federation of the concerned cooperative banks to sensitise the state governments on various issues relating to cooperatives one of which could be on steps to make them 'member-driven', drawing a definite plan of action with a time frame for necessary amendments in the state acts and by-laws, etc. (para 2.17)

Implementation of Model Act

5. The Task Force recommends adoption of the essential features of the Model Cooperative Societies Act by all the state governments or bringing in necessary amendments in the State Cooperative Societies Acts so as to reflect the spirit of democratisation and self-reliance enshrined in the Model Act. (para 2.19)

Human Resource Development (HRD) in Cooperatives

6. Human resource development which is an important component for the success of any organisation has not been accorded the importance it deserves in the cooperative institutions. The existing organizational design of most of the cooperative banks does not conform to the basic principles of management of a sound financial institution. The Task Force is of the opinion that the cooperative banks will have to evolve sound personnel policies encompassing proper manpower planning and assessment. It is necessary to

evolve scientific staffing norms. There should also be a conscious policy for developing a second line of management in all key functional areas of a cooperative bank. (para 2.21)

7. Conscious and well specific HRD principles in crucial areas like recruitment, placement, training, career progression, managerial grooming, etc. are lacking in most of the cooperative banks. The Task Force suggests that the banks should have objective and transparent policy for recruitment of staff. For this purpose, cooperative banks may consider utilizing the services of the Regional Banking Services Recruitment Boards. (para 2.22)

8. The Task Force feels strongly that normally the government should not appoint its officers as CEOs. In the event of unavoidable supersession of board of directors, CEO should preferably be a person with suitable banking background and the elected boards should be restored at the earliest opportunity. (para 2.23)

Professionalism in Cooperative Banks

9. The cooperative banks should work like professional organizations on sound managerial systems in tune with the needs of the time, taking care of future projections of requirements, to retain and improve their market share and identity in the long run. The Task Force suggests that the banks' boards should be professional and accountable ones. In case professionals in the field of banking, accountancy, funds management, information technology, etc. are not elected to the board, NABARD may nominate such professionals to the boards. It is further suggested that appropriate steps should be taken for the development of HRD in cooperative banks through training at various levels. (para 2.26)

10. The Task Force feels that caderisation within the cooperatives, as a pool, has virtually outlived its utility in many states and there is a need to consider disbanding the system wherever it is not working effectively. In the interregnum, pending disbanding of the cadre system, it will help if frequent transfers are not resorted to and a minimum period of posting in a particular bank is ensured. (para 2.28)

11. The Task Force advocates that DCCBs with good deposit base should have their own staff. For the purpose, it is necessary to evolve a sound personnel policy and appropriate training modules for the staff in different categories on a continuing basis. (para 2.28)

12. Goven the overall aim of institution-building and making cooperatives self-directed decentralized institutions, there is a need for giving as much autonomy as possible to facilitate their proper growth and progress. If cooperative banking institutions are to function on professional lines, genuine cooperative leaders will have to be groomed through developing appropriate training modules providing specialized knowledge, information and skills, and giving guidelines on do's and don't. This calls for measures towards education programmes for members and office-bearers. The National Federations of the cooperative banks and higher tiers should come forward to help these banks in these matters. (para 2.29)

Duality of Control

13. The Task Force feels that to remove the overlapping of controls and endowing functional autonomy and operational freedom to cooperatives, there is an urgent need to prepare specific action plans. These plans should redefine the relationships clearly, the roles and responsibilities and areas of regulation through delegation of powers in respect of all the players in the field viz. The state government, RBI, NABARD and apex bank/cooperative institutions. Banking functions should be brought completely under the Banking Regulation Act to be regulated by the Reserve Bank of India. (para 2.32)

14. The Task Force is convinced that duality of control between the state governments on the one hand and RBI/NABARD on the other, had resulted in cross-directives, adversely affecting the working of the cooperative banks. The provisions of the BR Act, 1949 should override the provisions of the state Acts/bye-laws/rules which run counter to it. (para 2.33)

15. A large number of PACS have also been accepting sizeable deposits from non-members. In some of the states, they have been using the word' bank/s' as a part of their name, giving an impression to public that keeping deposits with them was as safe as keeping deposits with other banks. The B.R. Act by an amendment should explicitly prohibit the PACS from using the word 'bank' as a part of their name. Stringent penalties may be prescribed for violating these provisions. (para. 2.37)

Business Diversification

16. The Task Force emphasises diversification of business products as the prime need at all levels in cooperative credit institutions. At the level of DCCBs, there is an imperative need for devising attractive banking products for mobilising savings in their areas of operation. (para. 2.38)

17. Banks should upgrade their services and technology to provide instant, efficient and affordable services. Fostering a healthy banker-client relationship is essential for sustainability of banks through greater business volumes and improved productivity. (para. 2.38)

18. It is imperative that the cooperative banks enhance their loaning progressively. Where there are genuine surplus of funds after meeting their traditional loaning activities, the cooperative banks should diversify their loan portfolio. The diversified avenues, may include, interalia, housing loans, consumer loans, consortium financing, financing of services sector, distribution of insurance products, etc. (para. 2.39)

19. It has come to the notice of the Task Force that cooperative banks are at times constrained by the provisions in their state cooperative societies acts/bye-laws for financing sectors outside the cooperative fold event if they had genuine surpluses after meeting their traditional commitments. The Task Force is of the view that such restrictions wherever they exist, need to be relaxed order that such of the institutions which have large surpluses are able to deploy them profitably. (para. 2.39)

20. There was a suggestion in this context that a portion of the outstanding credit of cooperative banks should be permitted to be deployed for commercial purposes outside the cooperative fold. While agreeing in principle to the need for permitting cooperatives to diversify into commercial lending, the Task Force is of the view that linking the same to a certain percentage of credit outstanding may not necessarily enhance the total volume of credit. Instead the proportion of credit for commercial purposes may be linked to a certain percentage of deposits. This measure in addition to helping the cooperative banks to diversify their loan business may also to a certain extent resolve the problem of surplus funds and provide incentive to mobilise more deposits and thus improve their profitability. The Task Force, therefore recommends that the cooperative banks may be permitted to lend up to 10 per cent of their deposits outstanding as at the end of the previous year, for commercial and other high tech projects outside cooperative fold. (para. 2.39)

Institutional Mechanism to support Farmers in case of natural calamities

21. Loan delinquencies and poor repayment are also caused on account of natural calamities such as droughts, floods, etc. It is, therefore, necessary to provide for an institutional mechanism to ensure uninterrupted credit flow to these farmers. NABARD had introduced a scheme known as the "Cyclical Credit", for meeting the production credit needs of farmers on a pilot basis in 1988-89, to ensure that the farmer did not face any resource constraints and the financing agency stood by him in providing required crop loan irrespective of the repayment difficulties induced by the vagaries of nature. The scheme was not continued after the pilot stage. In the light of the experience gained, NABARD may consider reviving the scheme. (para. 2.42)

Costs and Margins

22. The cooperative banks need to realise that indifference to the need for viability is inconsistent with the goal of turning themselves into essentially business enterprises especially in the current competitive environment. Cooperative banks will have to necessarily charge such rates of interest on their loan and advance as will cover the cost of raising funds, transaction and risk costs. (para. 3.10)

23. The interest rate and margin to be available at the level of PACS should be adequate enough to cover the cost of raising funds and rendering services together with a reasonable surplus to meet future exigencies and eventualities. For this purpose, the DCCBs should take up a suitable PACS-specific exercise in consultation with the PACS. (para 3.11)

24. In addition to their normal loaning business, PACS are required to undertake activities such as participation in Public Distribution System, etc. These non-credit business generally do not provide adequate margin on account of which PACS incur losses. The Task Force is of the view that no unremunerative business is thrust upon the PACS and that they should be allowed the discretion to accept or not to accept any non-credit business at the instance of the state government. The continuance or otherwise of any business especially non-credit business presently being undertaken by the PACS may also be left to their discretion. (para 3.12)

Fund Management

25. The Task Force considers it necessary for the cooperative banks to devote adequate attention to maximising their returns on every unit of resources through an effective funds management strategy and mechanism. For the purpose, institution-specific investment policies need to be evolved taking into account, inter alia, composition of funds, maturity pattern of assets and liabilities, availability of money market instruments, exposure limits and efficient monitoring and control mechanism. This would necessitate constitution of an Investment Cell with staff having requisite qualifications and skills to evaluate money market instruments available. The higher tier of the system should take the responsibility in this matter. (para 3.16)

26. The success of the Investment Cell will depend predominantly on the infrastructure and high quality MIS support made available. It is necessary to provide periodic skill upgradation programmes to the CEOs and staff of Investment Cell to keep abreast of changes in the money market conditions. (para 3.16)

27. The Task Force observes that in the post liberalisation era, while other banking institutions have scaled down their interest rates on deposits, the cooperative banks have continued the practice of offering slightly higher rates without much regard to prevalent market conditions. It is necessary that the interest rates offered by cooperative banks on deposits are market driven. (para 3.17 & 3.20)

28. There is a need to evolve necessary mechanism and money market instruments for the cooperative banks for enhancing their local level investment options. A separate group may be constituted to work out the modalities for the investment of surplus funds of the cooperative banks. In addition, a system of electronic funds transfer utilising NICNET may also be developed. Such a system would obviate the need for physical movement of cash which may be placed in the custody of a Depository chest managed by SBI or the lead bank in the district. All the banks in the district may share the management cost of the Depository proportionately or on the basis of any other mutually agreed formula. (para 3.21)

29. The Task Force feels the need for doing away with state level restrictions which entail seeking the permission of the RCS for making investments so that banks are not to forego better opportunities on account of delays involved in obtaining the permission. (para 3.22)

30. Cooperative banks may be afforded adequate freedom in regard to investment decision subject only to a general exposure norm. (para 3.22)

Delayering in Cooperative Banks

31. The Task Force is of the view that continuance of the existing three-tier structure in the short-term cooperative credit structure in bigger states as at present, is generally necessary. However, presently the lower tier of the structure has not been getting the deserved attention in regard to interest sharing, margin, recoveries and other parameters required to make them functionally fiable. It has to be recognised that different tiers are an integral part of a total system. For the structure as a whole to work as a cohesive system, the organisational tiers have to be far stronger than they are at present. The responsibility in this regard rests on the higher tiers. (para 3.27)

32. The Task Force is not averse to reorganising and restructuring cooperatives, wherever necessary and recommends that measures should be taken for strengthening cooperatives, if necessary by voluntary amalgamation/merger based on economies of scale particularly in areas where DCCBs are unviable and are not in a position to ensure uninterrupted credit flow to agriculture. The higher tier in the system has to decide about the need for amalgamation/merger. The realignment of the structure may be done for the purpose with necessary legislative support from state government concerned after a review of the position by the respective SCBs. Such realignment may be through merger between DCCBs or even liquidation of these institutions wherever necessary. In the event of liquidation of DCCBs, the SCB may directly finance PACS by opening branches as in the case of two tier structure or alternatively the neighbouring DCCBs may finance PACS wherever existing unviable DCCBs are wound-up. (para 3.28)

33. Where PACS are wound up, the neighbouring PACS may finance individuals or in exceptional cases of this not happening, branches of DCCBs may directly finance individuals. (para 3.28)

34. The Task Force recognizes the universally acknowledged fact that no institution has a divine right to live if it is not adding value to the system. However, the state government may have to take all possible steps to ensure that the process of liquidation is completed within a reasonable period of not more than one year. (para 3.28)

35. In the context of emerging need that all credit institutions, to succeed, have to offer a multitude of credit and non-credit services, there is a growing consensus that the integration of ST and LT structures into a 'single window' organisation may be an advantageous proposition. Task Force supports this proposition and suggests that the

state level cooperative banks and state governments may give serious thought to the integration of both the ST and LT credit structures in their states taking into account the local conditions. (para 3.29)

36. In the event of such an integration not fructifying in the short run, it may be necessary for the ARDBs to become resource-based institutions by raising deposits and broadbasing their credit operations offering a wide range of credit services including ST credit to supplement and complement their term credit. Similarly, SCBs and DCCBs also may cater to the medium and long-term credit requirements in their areas of operation. (para 3.30)

Investment of SLR deposits of Primary Cooperative Banks (PCBs)

37. The High Power Committee on Urban Cooperative Banks in paragraph 9.15 of their report recommended amendment to BR Act, 1949 to provide that urban banks may be permitted to invest their SLR funds in scheduled urban cooperative banks and if there is no head office or branch of such a scheduled urban cooperative bank in the place where the UCB is located, then in a commercial bank, till secondary market for government securities is improved and facility of UCBs keeping SLR funds with the DCCBs and SCBs is discontinued. The Task Force understands that one of the reasons behind the plea made by the urban banks before the High Power Committee was that they are paid lower rate of interest on the funds placed with the DCCBs and SCBs. While the Task Force agrees that market related interest should be paid by SCBs/DCCBs on SLR deposits of PCBs, it recommends continuance of status-quo as regards the provisions of Section 24 of the BR Act, 1949 (AACS) in the matter of eligibility of assets for the purpose of SLR. (para 4.06 & 4.07)

Deposits of PACS with DCCBs

38. The PACS have meagre resources by way of deposits and reserves. More than 60 per cent of their resources are by way of borrowings from DCCB. The PACS maintained statutory reserves created out of profits which are required to be kept as deposits with DCCB. Given the poor resource base of the PACS, the Task Force feels that the balance of advantage for PACS lies in utilizing the said reserves in their own business and that there should be no compulsion that these are invested outside the business as deposits with the DCCBs. (para 4.08)

Minimum Involvement

39. Keeping in view the supplementary character of NABARD refinance provided out of the RBI's General Line of Credit and the need for containment of the latter and increasing the use of public savings for ST (SAO) lendings, the Task Force agrees with the principle behind the MI discipline and advocates that the overall refinance policy be so structured so as to serve the above objectives. (para 4.14)

40. The Task Force is, therefore, of the view that while continuing with the existing norms/relaxations in MI, such of those DCCBs which are not able to get any reasonable refinance support from NABARD thereunder, may be provided refinance to the full extent of their incremental lending for ST (SAO) over and above their base level lending. The base level lending may be fixed appropriately as a moving average of the ST (SAO) loans outstanding during the previous three years. (para 4.14)

41. This measure should provide them with the needed incentive for further stepping-up credit flow for ST agriculture without detracting from the supplementary character of

NABARD's refinance for SAO. In cases where the scope for incremental agricultural lending is getting limited due to stagnating agricultural operations, a minimal refinance support as a percentage of agricultural lending may, on a selective basis, be considered by NABARD. (para 4.14)

42. Steps would also be required to be taken to ensure that the banks, which have a high level of dependence on concessional refinance, be encouraged to reduce the same over time. One of the steps could be to structure the rate of interest on refinance in a manner that the replacement of refinance by the real resources (savings of the community) becomes an attractive alternative. (para 4.14)

Capital Adequacy

43. The capital adequacy norms, which have been made applicable to commercial banks in 1991-92, have not been introduced for cooperative banks. Being a major sector of the rural financial system, it is logical for the cooperative banks also to conform to the norms applicable to the commercial banks. There is hence a need to strengthen the capital base of cooperative banks. It would be ideal if the cooperative banks could comply with capital adequacy norms over a period of five to six years. The Task Force, however, recognises that the cooperative banks, as they exist now, do not have access to the capital market as in the case of commercial banks. The Task Force feels that these constraints notwithstanding, the cooperative banks may make a beginning to more in the direction of strengthening their capital base so that they could conform to the applicable norms over a period of time (para 4.17)

Recovery Management

44. The recovery climate in cooperatives has been further vitiated by across the board loan waivers announced in the past. It is increasingly being recognised that such loan waivers penalise the honest borrowers and reward defaulters. The state governments often resort to announcing interest rate subsidies, which leads to a general tendency of delaying repayment in anticipation of such announcements. The Task Force feels that a decision needs to be taken at all levels that loan waiver/postponement of recoveries and granting of interest rate subsidies for populist reasons would not be made in future. (para 4.20)

45. The Task Force is of the view that powers for expediting procedures for recovery of cooperative dues should invariably be delegated to and vested in the officials of cooperative credit institutions themselves preferably in higher tiers at the district and state levels. (para 4.21)

46. Many of the PACS do not have enough loan assets to cover their liabilities to the DCCBs. This imbalance has adversely affected the long-term viability of PACS. The Task Force re-emphasises that improving recoveries at the level of PACS and PCARDBs is the key for the revitalization process of the cooperative credit institutions. (para 4.22)

47. The Debt Recovery Tribunals (DRT) were operationlised for recover of commercial banks' dues where individual loan outstanding were above Rs.10 lakh. Task Force suggests that the provisions of the existing DRT may be mad applicable to cooperative banks also where loan size is more than Rs. 1 lakh so as to expedite recovery of chronic overdues. (para.4.24)

48. In regard to the overdues in the long-term structure, Task Force suggest that the SCARDBs/PCARDBs be allowed the right of foreclosure of mortgage in the case of willful defaulters. This should substantially improve recovery position of such institutions and

pave the way for securitisation of mortgage loans to raise resources from the market at reasonable rates. This may require some changes in the state cooperative laws which need serious consideration with a sense of urgency. (para. 4.25)

49. With a view to tackling the problem of overdues, the Task Force is of the opinion that there is a need to evolve compromise/settlement procedure for closing of long pending overdue level. This committee may advise the base level units also. An authorised person from the base level unit may be invited at theDCCB level for taking decisions on write-off. Fresh eligibility for such borrowers should be considered on merits and not as a matter of rule, provided the default is not willful. Lessons from the system operating in commercial banks may be suitably drawn by the cooperative banks. (para 4.26)

Internal Checks and Control

50. The lack of appropriate internal control systems like inspections, internal and concurrent audit and periodic branch visits by the higher tier officials in cooperative banks is a matter of increasing supervisory concern. This had led to poor MIS in these banks. The Task Force is of the view that these banks should strengthen their internal checks and controls and MIS so that supervision over these banks could be more effective. (para 5.07)

Audit Cooperative Banks

51. Task Force is of the view that audit at all level be entrusted to the firms of Chartered Accountants only. Since it has been recommended to entrust this responsibility to chartered accountants, suitable parameters for determining their fees may be drawn up by NABARD, if necessary in consultation with the Institute of Chartered Accountants and the RBI. The Task Force also endorses the recommendation for constitution of State Level Audit Committees. (para 5.10 & 5.11)

52. The Task Force is of the opinion that audit of cooperative institutions should eb conducted on a regular basis and the cirteria for the audit classification should be uniform in all the states and be transparent. NABARD may formulate suitable guidelines for this purpose. (para 5.12)

53. Since the state governments are maintaining a large number of staff for audit, Task Force is of the opinion that audit of PACS may be entrusted to the Chartered Accountants in a phased manner. As regards the SCBs/SCARDBs and DCCBs/PCARDBs, the responsibility should be entrusted to Chartered Accountants straightaway. It should be the responsibility of the higher tier toe ensure timely completion of audit in the lower tier by also ensuring that the accounts are prepared in time. (para 5.12)

54. The Task Force further suggests finalisation of the panel of auditors by a State Level Committee consisting of representatives from RBI, NABARD and the concerned state government. Allocation of audits may also be done by the same committee. (para 5.13)

Opening of branches by DCCBs/Bifurcation of DCCBs/PCARDBs

55. The Task Force is of the view that branch licensing of DCCBs needs to be brought under the provisions of the Banking Regulation Act, 1949. In the interregnum, the Registrar of Cooperative Societies may obtain clearance from NABARD before giving his permission for opening new branches of DCCBs. (para 5.14)

56. There have been instances of bifurcation of DCCBs/PCARDBs into smaller units, not justified on the grounds of viability, merely on creation of new districts. Such bifurcation should not be attempted without prior approval of RBI. (para 5.14)

Scheduling of District Central Cooperative Banks

57. There have been suggestions from some quarters that inclusion of the district central cooperative banks in the second schedule to the Reserve Bank of India Act will confer better status to these banks in the eyes of the public and enable them to attract more deposits. It has been represented that scheduling is required for enabling DCCBs to accept deposits from government departments and other statutory bodies. They have therefore suggested that Reserve Bank should consider giving scheduled bank status to the DCCBs. The Task Force understands that some of the state governments have been removing the restrictions through appropriate notifications. Task Force recommends that other State Governments also may follow suit and not reckon scheduling as a precondition for allowing their departments to place their fund with cooperative banks provided the latter are not categories 'weak'. The Task Force, therefore, feels that it is more important to improve the functioning and enhance the inherent strength of cooperative banks rather than giving them scheduled status. However, given the need to improve the image of cooperative banks, the Task Force is inclined to agree with the view that scheduling will help improving their status and facilitate in enlarging their resource base through greater deposit mobilization. The Reserve Bank of India may, therefore, examine the issue separately and take a view. (para. 5.15)

Risk Management System in Cooperatives

58. The Task Force opines that the SCBs, to begin with, may be advised suitably on the asset-liability management as was done in the case of commercial banks. (para 5.16)

Transparency and Disclosure Norms

59. The Task Force recommends that the apex cooperative banks and DCCBs may be asked to disclose certain critical information in their balance sheets like movements in NPAs, provisions, return on asets, business per employee, profit per employee, etc. These disclosures, suitably adapted, need to be captured in the audit reports of cooperative banks. Towards this end, RBI/NABARD may consider issuing guidelines for a Common Accounting System in SCBs and DCCBs. (para 5.17)

Core principal of effective banking supervision

60. The Task Force suggest that NABARD may formulate an appropriate strategy to effectively implement the core principles of supervision in relation to cooperative banks, to the extent applicable. (para 5.19)

Rationale and Need for Revitalisation of Cooperatives

61. Given the strong correlation between flow of credit and increased agricultural production and productivity and generation of gainful rurla employment, health of rural financial institutions remains critical to the success of rural development efforts. The commercial banks and the RRBs have since been strengthened with recapitalisation. The Task Force

is convinced of the urgent need to initiate measures for the rehabilitation of cooperative banks also, which constitute the major segment of the rural financial system. (para 6.03)

Revitalisation Package Funding

62. Task Force does not recommend across the board rehabilitation of all loss-making banks. This should be confined to potentially viable units only. The assessment of viability in each case will have to be done following the usual principles of expected volume of business over a period, level of income likely to be generated, whether a turnaround can be achieved in five to seven years beyond which rehabilitation assistance would not be available, etc. (para 6.06)

63. Viability of member PACS would largely determine the viability of the central cooperative banks at the district level in which the PACS federate. The banks may be taken up for rehabilitation carefully on a selective basis even if the process of selection is time-consuming. (para 6.06)

64. Task Force recommends that the revitalisation package for cooperative banks may be a four-dimensional programme encompassing financial, opertional, organisational and systemic aspects. (para 6.06)

65. There is an emerging view that given the priorities of the successive Five Year Plans to strengthen food security through increased agricultural production and enhanced credit flow for the purpose, the central and state governments should take the lead in the formulation of rehabilitation/revamping package for the cooperative credit institutions. Task Force supports this view. (para 6.08)

Sharing and phasing

66. For the purpose of revamping, the base level institutions (PACS) in the ST structure would be kept at centre stage, because with a better performance of the PACS, the District/State Cooperative Banks would automatically be in good shape and do better, to a very large extent. The higher tiers would also need additional support depending upon the position of their other assets. A similar strategy may have to be followed in the federal LT structure starting with the PCARDBs. (para 6.09)

67. Finding funds required for the purpose, in a single year will be a difficult proposition for the central as well as the state governments. Task Force is of the view that since revitalisation process is quite elaborate, a longer timeframe would be required for this purpose. (para 6.10)

Funding Mechanism

68. Ideally, the entire financial assistance for ST structure should come from the owners including state governments. However, given the need to progressively reduce the state government's control over the cooperatives, it is necessary that the financial contribution by the state government is restricted. (para 6.11)

69. The Task Force is of the view that the initiative should be taken only in those states which take appropriate legislative measures in order to ensure elimination of duality of control and to place them fully udner the purview of B.R. Act, 1949. Further, the state governments should also commit appropriate financial and administrative support. (para 6.11)

70. Given the need to progressively reduce the state governments' control over the cooperatives, it is necessary that the financial assistance from the state governments

should be by way of loans and not in the form of equity. Looking into the financial position of the state governments, the contribution by them should be restricted to 40 percent of the aggregate requirement. Forty percent may be contributed by GOI. The starting point for any rehabilitation will have to be contributions from the members as additional share capital to the extent of 20 percent of the aggregate requirement for rehabilitation. (para 6.11)

71. The share of the central and state governments may be in the form of bonds issued in favour of the DCCBs bearing a reasonable rate of interest. The bonds received by a DCCBs would have to be notionally allocated to the targeted PACS in accordance with their respective shares as determined under the rehabilitation package. This will not involve large outgo of funds from central/state governments. Outflows would be restricted to periodical payment of interest on the bonds issued Beneficiary cooperatives will only derive the benefit of interest income which will improve their profitability. (para 6.12)

72. The bonds will be extinguished over a period of five year (20 percent each year) with an initial moratorium of three years. This loan will be on behalf of specified PACS identified for the purpose of rehabilitation, and therefore, interest income should go to the credit of such PACS and appropriate towards clearing the dues of such PACS. Bonds would be shown in the balance sheets of the selected PACS and they should be maintained at the DCCB level. (para 6.12)

73. The members' contribution should be retained at PACS level to be used for its credit business and should not be deployed towards non-credit business or frittered away towards meeting cost of management, PDS, etc. (para 6.12)

74. In the case of LT structure, the Task Force suggests that in the long run, the ARDBs have to work as full-fledged banks. where this is not possible, other options like merger with ST structure may have to be considered. The federal structure as a whole viz the PCARDBs and SCARDBs has to be taken together for provision of rehabilitation assistance. In the case of LT structure also, the same criteria as followed for ST structure, may have to be adopted, except that the sharing pattern would change slightly. Here, the members may contribute 10 percent of the total requirements and the State and Central Governments may contribute 45 percent each. The lower share for members in LT structure has been suggested, because relatively a smaller number of members continue on a long term basis. (phara 6.13)

Selection Criteria

75. For evolving and working out modalities for selection of banks, a National Level Committee may be constituted by drawing members from GOI, RBI, NABARD and a select few state governments and an eminent cooperator. After the national level committee formulates the broad criteria for selection of banks, a State Level Committee may be constituted by drawing members from Regional Offices of RBI and NABARD and representative from state government and SCB/SCARDB. Both, national level and state level committees, may be chaired by NABARD. (para 6.15)

76. The scheme will be open to all state governments who expressly undertake to share the stipulated financial obligation and also fulfill conditionalities relating to organisational, operational and systemic aspects with regard to the functioning of cooperative banks. Enactment of Model Cooperative Societies Act (with suitable changes) will have to be the centre stage of the conditionalities. (para 6.16)

Conditionalities

77. The success of the revamping process, in addition to financial support, would depend largely on evolving institution-specific action programme encompassing conducive organisational, operational and systemic inputs. The broad conditionalities of the scheme will later be followed by strong institution-specific conditionalities once the institution is selected for revitalisation (para 6.17 & 6.18)

Monitoring

78. In order to ensure effective implementation, a three-party agreement in the form of a MoU may be entered into by the state governments, apex banks concerned and NABARD. In regard to the DCCBs, the agreement will comprise four-parties including the DCCBs.

(i) The scheme implementing agency may be NABARD.(ii) Release of funds may be authorised by NABARD on fulfillment of specific conditions by state government and SCB/SCARDB concerned. (para 6.19)

79. The overall monitoring of the revamping process may be overseen by a High Power Committee consisting of Secretary, Ministry of Agriculture, GOI, Special Secretary, Department of Banking, GOI, Deputy Governor, Reserve Bank of India and Chairman, NABARD. The meetings of the Committee may be chaired by Chairman, NABARD. (para 6.20)

Establishment of a Cooperative Rehabilitation and Development Fund in NABARD

80. While presenting the Union Budget for the year 2000-2001, the Hon'ble Finance Minister proposed to establish a Fund in NABARD, to promote two prerequisites for a more vibrant rural cooperative credit system viz. to eliminate excessive bureaucratization and overlapping jurisdiction of state governments and NABARD; and for clear delineation of supervisory role of RBI/NABARD on banking matters. The Task Force, therefore, recommends that a Cooperative Rehabilitation and Development Fund may be established in NABARD. Government of India may consider making an initial contribution Rs.500 crore which could be augmented later depending on needs through additional contributions from GOI. The Fund may be administered by NABARD. (para 6.21 & 6.22)

81. The Fund may, interalia, be used for the implementation of the rehabilitation plan in states which accept the necessary pre-conditions for such plans as indicated at paragraphs 6.17 and 6.18. the other purposes for which the fund could be used may include, interalia:

(i) Providing soft loans for augmenting the Mutual Assistance Fund proposed in this Report to be established at state level.(ii) Development of IT in cooperative banks.(iii) Human Resources Development(iv) Essential infrastructure development.(v) Conduct of Training, Seminars, Pilot Studies, etc.(vi) Organisational restructuring of cooperative banks. (para 6.23)

Mutual Assistance Fund

82. Given the integral relationship amongst the various tiers of the cooperative credit institutions, the need for an institutional arrangement for mutual assistance even after the revamping process gets completed, needs no emphasis. Task Force, therefore, suggests that for the purpose, a Mutual assistance Fund may be set up at the state level by contributions from cooperative credit institutions in the state. The SCBs and DCCBs, SCARDBs and PCARDBs will annually contribute one per cent of their profits or 0.25

percent of their management expenses, whichever is higher, towards this Fund. (para 6.24)

83. The Fund may be utilised for rendering assistance as well as providing soft loans to weak primary units in future to enable them to overcome temporary difficulties. (para 6.25)

84. The cooperatives contributing to the Fund may be given a reasonable return on their contributions depending on the income accruing to the Fund. The Fund may be managed by a committee consisting of the representative of SCB, DCCBs, and PACS, and SCARDB and PCARDBs, as the case may be. (para 6.26)

85. The Task Force suggest that NABARD may work out a simple scheme for setting up and management of the Fund and frame conditionalities and guidelines for the use of the Fund. (para 6.27)

ANNEXURES: OFFICES OF NCDC:

National Cooperative Development Corporation, 8, Cunningham Road,Bangalore, INDIA-560052 FAX NO. 080-22287017PHONE NO. 080-22251474E-MAIL: ncdcbang@vsnl.net

National Cooperative Development Corporation, 101/1-A, Shivaji Nagar, Bhopal, INDIA-462016.FAX NO. 0755-2763647PHONE NO.0755-2552923 E-MAIL ncdcbpl@sancharnet.in

National Cooperative Development Corporation, Alok Bharti Comlex. G.Floor, Sahid Nagar, Bhubaneswar, INDIA-751007.FAX NO. 0674-2545874PHONE NO. 0674-2502707 E-MAIL ncdcbbs@ori.nic.in

National Cooperative Development Corporation, SCO, 82-83, 2nd floor, Sector-17C, Chandigarh, INDIA-160017. FAX NO. 0172-722126 PHONE NO. 0172-702007 E-MAIL rdncdc@sancharnet.in

National Cooperative Development Corporation, Module No. 34 & 35, Garment Complex, 2nd floor, Industrial Estate, Guindy, Chennai, INDIA-600032. PHONE NO. 044-22313824 FAX NO. 044-22313134E-MAIL ncdcchn@tn.nic.in

National Cooperative Development Corporation, 387, 1st floor,

Laxmi Chambers,Sector-16, GH Road, Gandhinagar, INDIA-382016. FAX NO. 079-23238292PHONE NO. 079-23222293 E-MAIL ncdcguj@icenet.net

National Cooperative Development Corporation, Bora Service Station Bldg., G.S.Road, Ulubari, Guwahati, INDIA-781007.FAX NO. 0361-2544427 PHONE NO. 0361-2526327E-MAIL ncdcghy@satyam.net.in

National Cooperative Development Corporation, No.5-10-193,H.A.C.A. Bhavan, 2nd floor (Opp. Public Garden), Hyderabad, INDIA-500004.FAX NO. 040-23240615PHONE NO. 040-23233760 E-MAIL ncdchyd@satyam.net.in

National Cooperative Development Corporation, 1st floor, Central Block, Nehru Sahakar Bhavan, Bhawani Singh Road, Jaipur, INDIA-302001. FAX NO. 0141-2740320 PHONE NO. 0141-2740327E-MAIL ncdcjpr@raj.nic.in

National Cooperative Development Corporation, P-161/1 VIP Road,4th floor, Kolkata, INDIA-700054. FAX NO.033-23555538PHONE NO. 033-23554943 E-MAIL ncdccal@wb.nic.in

National Cooperative Development Corporation, 14, Vidhan Sabha Marg, Sahakarita Bhavan,Lucknow, INDIA-226001. FAX NO.0522-2270565 PHONE NO.0522-2213093

E-MAIL ncdclko@satyam.net.in

National Cooperative Development Corporation,  Maurya Lok Complex, A-Block, 2nd floor, Room No. 21,Dak Bunglow Road, Patna, INDIA-800001. FAX NO. 0612-2211604PHONE NO.0612-2221467E-MAIL ncdcpat@sancharnet.in

National Cooperative Development Corporation, 5, B.J.Road, Pune, INDIA-411001.FAX NO. 020-6128027 PHONE NO. 020-6127049 E-MAIL ncdcwest@vsnl.net

National Cooperative Development Corporation, Balson Apartments, 4th floor, Opp. Hotel Himland,Circular Road, Shimla, INDIA-171001. FAX NO. 0177-2626297PHONE NO. 0177-2624407E-MAIL ncdc9@sancharnet.in

National Cooperative Development Corporation, CoBank Tower, 5th floor, Palayam,Thiruvananthapuram, INDIA-695033. FAX NO. 0471-2311673PHONE NO. 0471-2318497 E-MAIL ncdctvm@sancharnet.in

HEAD OFFICE

 

Regional Offices    NORTHERN REGION NAFED REGIONAL OFFICE STD CODE: 011

6th Floor, NAFED HOUSETEL. NO. 26340019, 26340766, 26347348

Sidhartha Enclave, Ring Road FAX : 26340261, 26349227Ashram Chowk E-Mail : nafronz@coop.nic.inNew Delhi - 110014      WESTERN REGION NAFED REGIONAL OFFICE STD CODE: 022

Raj Mahal 3rd FloorTEL NO. 22044608, 22045777, 22043589

84, Veer Nariman Road, FAX : 2872156Churchgate, E-Mail : nafmbi@bom.nic.inMUMBAI - 400 020  Maharashtra   EASTERN REGION NAFED REGIONAL OFFICE STD CODE: 03312-C, Lord Sinha Road, 2nd Floor, Block E&F

TEL NO. 22829016, 22825648

KOLKATA - 700 071 FAX : 22824782West Bengal E-Mail : nafrokol@wbnic.in    SOUTHERN REGIONNAFED REGIONAL OFFICE STD CODE: 044"Crescent Court" TEL. NO. 26411332, 264128512nd Floor FAX : 26413658963, Poonamalle High Road E-Mail : nafrosz@tn.nic.inCHENNAI - 600 084  

. National Level Cooperative Federations

1. National Agril.

Coop.MarketingFederation of India

Ltd.,

NAFED House,Commercial Complex,

Sidhartha Enclave, Ashram Chowk,

New Delhi – 110 014

9. National Federation of Urban

Coop.Banks & Credit Societies,

B-14, 3rd Floor, A- Block Shopping

Complex

Naraina Vihar, Ring Road,

New Delhi – 110 028

2. National Federation of State Coop.

Bank Ltd.,P.B. No. 114,

J.K.Chambers,5th Floor,

Plot No. 76, Sector – 17,

Vashi,

New Mumbai 400 703

10. 

 

Petrofils Cooperative Ltd.,P.O.

PETROFILS 391 347

(Distt. Baroda)

Gujarat

3. National Federation of

CooperativeSugar Factories Ltd.,

‘Vaikunth’, 3rd Floor,

No. 82-83, Nehru Place,

New Delhi – 110 019

11.

 

 

National Federation ofFishermen’s

Cooperatives Ltd.,7-A, Sarita Vihar,

Institutional Area,

New Delhi – 110044

4. National Cooperative Agricultural &

RuralDevelopment Banks Federation

Ltd.,

"Takshshila", 2nd and 3rd Floor

(Near Chitra Cinema), M. Pasta Road,

Dadar (East), Mumbai – 400014

12. Krishak Bharati Cooperative Ltd.,A –

10, Sector – 1,NOIDA - 201 301(U.P.)

13.National Cooperative Dairy

Federation

of India Ltd.,

P.B.No. 79,

Anand- 388 001(Guj)

5. All India Fedn. of Coop. Spinning Mills

Ltd., Canada Building, 2nd Floor,

226, D.N. Road, MUMBAI – 400 001

14.National Cooperative

Consumer’sFederation of India Ltd.,

92, Deepali (5th Floor,)

Nehru Place, New Delhi 110 019

6. Indian Farmers Fertilizer Cooperative

Ltd.,34, Nehru Place,

New Delhi – 110019

. .

1. National Federation of Industrial

Cooperative Ltd.3,Siri Institutional

Area,(NCUI Building) August Kranti

Marg, New Delhi- 110 016

7. National Cooperative Housing

Federation of India Ltd.,6A/6, Siri Fort

Institutional Area,

August Kranti Marg,

New Delhi – 110049

2. National Federation. of Labour

Coops. Ltd.,

3,Siri Institutional Area,

August Kranti Marg, New Delhi-110

016

8. National Heavy Engineering Coop.

Ltd.,16, Mahatma Gandhi Road,,

Pune – 411 001

3. Tribal Coop.Marketing Development

Fedn.of India Ltd.,3,Siri Institutional

Area, (2nd Floor)

August Kranti Marg,

New Delhi-110 016

II.MEMBERSHIP OF PARASTATAL INSTITUTIONS

15

.

National Dairy Development

Board,Anand – 388001

(Gujarat)

25.M.P.State Cooperative Union Ltd., E-

8/77,Shahpura,

Babadia Kalan,

Bhopal – 462 039 (M.P.)

III. STATE COOPERATIVE UNION . .

16

.

Andhra Pradesh State Coop. Union

Ltd.,H.No.5-9-343,Jubilee Building,

Gunfoundry, P.B.No.137,

Hyderabad – 500001 (A.P.)

26.Orissa State Cooperative Union

Ltd.,Unit IX, Samabaya Bhawan,

Janpath,

Bhubaneshwar – 751007 (Orissa)

17

.

Assam State Cooperative Union,Dr. B.

Barooah Road,

Guwahati – 781007 (Assam)

27.Karnataka State Coop. Federation

Ltd.,No. 32 D.Devaraj Urs Road

(Race Course Road), 3rd Floor,

Bangalore – 560001 (Karnataka)

18Bihar Cooperative Federation 28.The Punjab State Cooperative

. Ltd.,Budh Marg,

Patna – 800 001(Bihar)

DevelopmentFederation Ltd.,

49, Industrial Area, Phase – I

Chandigarh – 160002

19

.

Gujarat State Cooperative

Union,‘Sahyog’ Behind Jyoti Sangh,

Relief Road,

Ahmedabad – 380001 (Gujarat)

29.Rajasthan State Cooperative

UnionNehru Sahakar Bhawan, Ist

Floor,

Central Block,

Bhawani Singh Road,

Jaipur – 302001 (Rajasthan)

20

.

J & K Cooperative Union Ltd.Vir Marg,

Jammu Tawi,

Jammu – 180 001(J&K)

30.U.P.Cooperative Union,14, Vidhan

Sabha Marg,

Sahakarita Bhavan,

Lucknow 226 001(U.P.)

21

.

Haryana State Cooperative

Development Federation Ltd.,S.C.O.

No. 1050-51, Sector 22-B,

Chandigarh

31.West Bengal State Cooperative

Union4, Gangadhar Babu Lane, 4th

Floor,

Calcutta – 700012 (W.B.)

22

.

Kerala State Cooperative

UnionRajdhani Mini Hall, Rajdhani

Building,

Fort, East Fort,

Thiruvananthapuram – 695023

(Kerala)

32.H.P.State Cooperative Development

Federation Ltd.,Sahakar Bhavan,

Near Dogra Lodge,

Shimla- 171 004(H.P)

23

.

Maharashtra Rajya Sahahari Sangh

Maryadit,5, B.J. Road,

Pune- 411001 (Maharashtra)

33.The Manipur State Cooperative

UnionCooperative Complex,

Lamphelpat- 795004

Imphal (Manipur)

24

.

Tamil Nadu Cooperative Union170,

Periyar E.V.R. High Road,

Chennai- 600010 (Tamil Nadu)

34.Nagaland State Cooperative

UnionDimapur- 797112 (Nagaland)

35Meghalaya State Cooperative Union 39.Goa Pradesh Rajya Sahakari Sangh

. Ltd.,Oxford Mission,

New Kench’s Trace,

Shillong – 793004 (Meghalaya)

Ltd.,Dayanand Smriti,IInd Floor,

Swami Vivekanand Road,,

Panaji- 403 001(Goa)

36

.

Tripura State Cooperative Union,P.O.

Arundhutinagar

(S.D.Mission Colony)

Agartala – 799 003 (Tripura)

. IV. COOPERATIVE UNIONS OF

UNION TERRITORIES

37

.

Arunachal Pradesh Cooperative

UnionPolo Sector,

P.O. Naharlagun

District – Papumpare- 791110

(Arunachal Pradesh)

40.Delhi State Cooperative Union

Ltd.,31, Netaji Subhash Marg,

Daryaganj,

New Delhi- 110 002

38

.

Mizoram State Cooperative UnionBara

Bazar,

Aizwal – 796001 (Mizoram)

41.Andaman and Nicobar State

Cooperative Union,

R.C.S. Office Complex,

V.I.P. Road,

Junglighat – 744 103

(Andaman & Nicobar Island)

V. STATE COOPERATIVE MARKETING SOCIETIES

42A.P. State Cooperative

MarketingFederation Ltd.,

5-9-58/B, Parishram Bhawan, 7th Floor,

Basheer Bagh,

Hyderabad – 500 004 (A.P.)

51 Karnataka State Cooperative

MarketingFederation Ltd.,

No.8, Cunningham Road, P.B.No.

130,

Bangalore – 560 052(Karn.)

43Assam State Cooperative Marketing

and Consusmer Federation Ltd.,

Medical College Road,

Bhangagarh,

Guwahati – 781 005(Assam)

52 Orissa State Cooperative Marketiing

Federation Ltd.,Old Station Road,,

Bhubaneshwar – 751 006(Orissa)

44Bihar State Coop. Marketing Union

Ltd.,P.O. 104, GPO-West Lawn,

53 Punjab State Cooperative Supply &

Marketing Federaion Ltd.,"MARKFED

Patna – 800001 (Bihar) HOUSE"- 4, Sector 35-B,

Chandigarh – 160 022

45Gujarat State Cooperative

MarketingFederation Ltd.,

Sahakar Bhawan, Relief Road,

Ahmedabad – 380001 (Gujarat)

54 Rajasthan State Cooperative

Marketing Federation Ltd.,4,

Bhawani Singh Road,

Jaipur 302 001(Raj)

46Haryana State Cooperative Supply &

Marketing Federation Ltd.,

S.C.O. No. 19, Sector 7-C,

Madhya Marg,

Chandigarh – 160019

55 U.P.Cooperative Federation Ltd.,32,

Station Road,

Lucknow (U.P.)

47Tamil Nadu Cooperative Marketing

Federation Ltd.

91, Saint Mary’s Road,

Chennai – 600018 (T.N.)

56 West Bengal State Cooperative

Marketing Federaiton Ltd.,6, Ganesh

Chandra Avenue, 6th Floor,

Calcutta – 700 013(W.B.)

48The Kerala State Cooperative

MarketingFederation Ltd.

Gandhi Nagar, P.B. No. 2024,

Cochin – 682020 (Kerala)

57 Jammu & Kashmir Cooperative

Supply &Marketing Federation Ltd.,

B.C. Road, Rehari, Jammu Tawi,

Jammu- 180005 ( J & K)

49Maharashtra State Cooperative

Marketing Federation Ltd.

Kanmoor House, Narasi Natha Street,

Near Masjid Station, P.B. No. 5080,

Mumbai – 400009 (Maharashtra)

58 Meghalaya State Cooperative

Marketing &Consumers Federation

Ltd.,

Lumdiegiri, East Khasi Hills,

Shillong – 793002 (Meghalaya)

50Madhya Pradesh State Cooperative

Marketing Federation Ltd.,Maheshwari

Building,

Jahangirabad, P.B.No. 10,

Bhopal – 462 008(M.P.)

VI. STATE COOPERATIVE BANKS

59 Andhra Pradesh State Cooperative 68 Maharashtra State Cooperative Bank

. Bank LtdTroop Bazar, P.B.No. 142,

Hyderabad – 500 001 (A.P.)

. Ltd.,Sir Vithaldas Thackersey,

Memorial Building,

9, Maharashtra Chamber of

Commerce Lane,

Fort, Mumbai- 400023 (Maharashtra)

60

.

Assam State Cooperative Apex Bank

Ltd.,Pan Bazar,

Guwahati 781 001(Assam)

69

.

Karnataka State Cooperative Apex

Bank Ltd.,No. 1, Pampamahakavi

Road,

Chamarajpet, P.B. No. 1854,

Bangalore – 560018 (Karnataka)

61

.

Bihar State Cooperative Bank

Ltd.,Ashok Rajpath, P.O. Bankipur,

Patna- 800004 (Bihar)

70

.

Orissa State Cooperative Bank

Ltd.,Sachivalaya Marg,

Unit No. IV,

Bhubaneshwar – 751001 (Orissa)

62

.

Delhi State Cooperative Bank Ltd.,31,

Netaji Subhash Marg,

Daryaganj,

New Delhi – 110002

71

.

Punjab State Cooperative Bank

Ltd.,S.C.O. No. 51-52

Sector 17-B, Bank Square,

Chandigarh – 160 017

63

.

Gujarat State Cooperative Bank

Ltd.,P.B.No.302,`Sahakar Bhawan’,

Relief Road,

Ahmedabad – 380 001(Guj)

72

.

Rajasthan State Cooperative Bank

Ltd.,Post Box No. 86,

Nehru Bazar,

Jaipur – 302003 (Rajasthan)

64

.

H.P. State Cooperative Bank Ltd.,SDA

Commercial Complex,

P.B. No.1, Block No. 18 (I-2) Kasumpti

Shimla – 171009 (H.P.)

73

.

U.P. Cooperative Bank Ltd.,2,

Mahatma Gandhi Marg,

Post Box. No. 174,

Luknow- 226001 (U.P.)

65

.

Haryana State Cooperative Bank

Ltd.P.O. No. 7, Bank Square,

Sector 17 – B,

Chandigarh- 160017

74

.

M.P. Rajya Sahakari Bank

Maryadit,Multi Storeyed Building,

P.B.No. 315, T.T.Nagar,

Bhopal – 462 003(M.P.)

66 Kerala State Cooperative Bank 75 West Bengal State Cooperative Bank

. Ltd.COBANK Towers, P.B. No. 6514,

Vikas Bhavan , P.O.- Palayam,

Thiruvanathapuram – 695033

(Kerala)

. Ltd.,24 A, Waterloo Street,

Calcutta – 700 069 (W.B.)

67

.

Tamil Nadu State Apex Coop. Bank

Ltd.,233, NSC Bose Road,

P.B. No. 226,

Chennai – 600001 (T.N.)

76

.

Meghalaya State Coop. Apex Bank

Ltd.,Mahatma Gandh Road,

Shillong – 793 001(Meghalaya)

. . 77

.

Goa State Cooperative Bank

Ltd.,Dayanand Smriti Building,

P.B.No.183

Swami Vivekanand Road,

Panaji – 403001 (Goa

VII. STATE COOPERATIVE AGRICULTURE & RURAL 

DEVELOPMENT BANKS

78. Bihar State Cooperative Land MortgageBank

Ltd.,

Budh Marg,

Patna – 800001 (Bihar)

85. Rajasthan Rajya Sahakari Bhoomi

Vikas Bank Ltd.,

Nehru Sahakar Bhavan,

Western Block, 22 Godam Circle,

Post Box No. 55,

Jaipur – 302 006 (Rajasthan)

79. The Gujarat State Cooperative Agril. & Rural

Development Bank Ltd.,489, Ashram Road,

Near Nehru Bridge, Navrangpura,

Ahmedabad – 380009 (Gujarat)

 

86. U.P.Rajya Sahakari Krishi Evam

GramyaVikas Bank Ltd.,

10, Mall Avenue,

Lucknow – 226 001(U.P.)

80. The Haryana State Cooperative

LandDevelopment Bank Ltd.,

S.C.O. No. 1016 & 1034,

Sector 22-B, Opp. Bus Stand

Chandigarh – 160022

 

87. M.P.Rajya Sahakari Bhoomi Vikas

Bank Ltd.,

P.B.No.18, Vikas Bhavan,

38-B, Maharana Pratap Nagar,

Zone - I,

Bhopal – 462 011(M.P.)

81. The Kerala State Cooperative Agricultural

Development Bank Ltd.,

Post Box. No. 56,

Thiruvananthapuram – 695001 (Kerala)

 

88. Punjab State Cooperative

Agricultural Development Bank Ltd.,

Bank Square, Sector 17-B,

Chandigarh 160 017

82. Tamil Nadu Cooperative State Agriculture &

Rural Development Bank Ltd.,79/80, Luz

Church Road,

Mylapore, P.B. No. 609,

Chennai – 600004 (T.N.)

 

89. West Bengal State Coop. Agricultural

and Rural Development Bank Ltd.,

25-D,Shakespere Sarani,

Calcutta – 700 017(W.B.)

83. Maharashtra State Cooperative Agril.

andRuralDevelopment Bank Ltd.,

15- A, Morvi Lane, Chowpatty,

Mumbai- 400007 (Maharashtra)

 

90. Orissa State Cooperative

Agricultural andRural Development

Bank Ltd.,

P.B.No.56, A/34,

Jawaharlal Nehru Marg,

Bhubaneshwar – 751 001(Orissa)

84. The Karnataka State Cooperative Agril. &

Rural Development Bank Ltd.Tippu Sultan

Palace Road,

Post Box No. 1811, Fort,

Bangalore – 560 018(Karn.)

. .

VIII. STATE COOP. CONSUMERS FEDERATIONS

91. The A.P.State Cooperative

ConsumersFederation Ltd.,

PJ-59A, Govt.Officers’ Colony,

Panjagutta,

Hyderabad – 500 082(A. P.)

98. Maharashtra State

Cooperative Consumers

Federation

Ltd.,Maharashtra Sahakari

Grahak Bhawan,

Oswal Niwas, Principal

Sheikh Hassan Marg

No. 1, Chinchbunder,

Mumbai – 400 009 (Mah.)

92. Bihar State Federation of

Wholesale Consumers

Cooperative Ltd.,Opp.Land

Development Bank,

Budh Marg, M.I.T. Building,

Patna- 800 001(Bihar)

99. Tamil Nadu Consumers

Cooperative Federation

Ltd.,29/2, Arcot Road,

Saligramam,

Chennai-600 093(T.N.)

93. The Gujarat State Cooperative

ConsumersFederation Ltd.,

‘Hasubhai Chambers, 2nd Floor,

Near Town Hall, Ellisbridge,

Ahmedabad- 380 006(Guj)

100

.

Orissa State Wholesale

Consumers Coop.

Federation Ltd.,Unit III,

P.B.No. 125,

In Front of Sriya Talkies,

Bhubaneshwar 751

001(Orissa)

94. Karnataka Cooperative

Consumers Federation Ltd.,

No.4,Pampamahakavi Road,

Chamarajpet,

Bangalore 560 018(Karn.)

101

.

Rajasthan Rajya Sahakari

Upbhokta Sangh Ltd.,

Nehru Sahakar Bhawan,

2nd Floor,

Jaipur 302 001(Raj)

95. Kerala State Cooperative

Consumers Federation Ltd.,

Gandhinagar

Ernakulam,

Cochin 682 020(Kerala)

102

.

U.P.Upbhokta Sahakari

Sangh Ltd.,Ali Manzil,

Walaquadar Road,

Lucknow- 226 001(U.P.)

96. The Punjab State Cooperative

Consumers Wholesale Stores

Ltd.,S.C.O. No. 22, 2nd Floor,

103

.

Haryana State Federation

of Consumers Cooperative

Wholesale Stores

Sector 17 – E,

Chandigarh – 160 017.

Ltd.,S.C.O. No. 1006-7,

Sector 22-B,

Chandigarh – 160 022

97. West Bengal State Consumers

Cooperative Federation Ltd.,P-1,

Hide Lane, Akbar Mansion,

3rd Floor,

Calcutta – 700 073 (W.B.)

104

.

M.P.State Federation of

Consumers Cooperative

Wholesale Stores

Ltd.,Pridarshini Bhawan,

Opp. Rangamahal Cinema,

New Market,

Bhopal – 462 003 (M.P.)

STATE COOP. HOUSING FINANCE SOCIETIES

105

.

A.P. Cooperative Housing

Societies Federation Ltd.,Near

Sundaraih Vignana Kendra,

H.No. 1-8-1/B/26

Bagh Lingampally,

Hyderabad 500 044(A.P.)

112

.

West Bengal State

Cooperative Housing

Federation Ltd.,Todi

Mansion, 3rd Floor,

P-15, India Exchange Place

Extension,

Calcatta- 700 073(W.B.)

106The Gujarat State Cooperative

Housing Finance Society

Ltd.,‘Gruh Nirman’, Ashram

Road,

Ahmedabad – 380 009(Guj)

113

.

Bihar State Housing Coop.

Federation Ltd.,Lalit

Bhawan,

Jawahar Lal Nehru Marg,

(Bailey Road)

Patna – 800 001(Bihar)

107

.

Kerala State Cooperative

HousingFederation Ltd.,

P.B. 1896, Kaloor, Ernakulam,

114

.

M.P. State Cooperative

HousingFederation Ltd.,

Sahakar Bhavan, 2nd Floor,

Cochin- 682017 (Kerala) North T.T. Nagar,

Bhopal – 462003 (M.P.)

108

.

The Punjab State Federation of

Cooperative House Building

Societies Ltd.,S.C.O.No. 150-151-

152, Sector 34 A,

Chandigarh

115

.

Haryana State Cooperative

Housing Finance Society

Ltd.,

S.C.O. No. 820, NAC,

Manimajra,

Kalka Road,

Chandigarh – 160008

109

.

Maharashtra Cooperative

Housing FinanceSociety Ltd.,

Vashani Chambers,

3rd, New Marine Lines,

Mumbai –400020 (Maharashtra)

116

.

U.P. Sahakari Avas Sangh

Ltd.,6, Sarojani Naidu

Marg,

Lucknow – 226001 (U.P.)

 

110

.

Karnataka State Cooperative

Housing Federation Ltd.,

No. 3, Dewan Madhava Rao

Road,

Basavangudi,

Bangalore – 560004 (Karnataka)

117

.

Rajasthan State

Cooperative Housing

Federation Society Ltd.,

5th & 6th Floor, Nehru

Sahakar Bhavan,

22 Godam Circle

Jaipur- 302005 (Rajasthan)

 

111

.

Tamil Nadu Cooperative Housing

Federation Ltd.,

Post Box No. 486,

No. 40, Ritherdon Road,

Vepery,

Chennai –600007 (T.N.)

118

.

Goa State Cooperative

Housing Finance &

Federation Ltd.,Gomes

Building, IIIrd Floor,

Opp. Delmon Hotel,

Panaji 403 001(Goa)

. 119

.

Maharashtra Rajya

Sahakari Gruh Nirman

Sanstha Federation

Ltd.,Amrut Niwas, Jathar

Peth,

Akola – 444 005(Mah.)

 IX. State Urban Cooperative Banks & Credit Association

120

.

Karnataka State Urban

Cooperative BanksFederation

Ltd.,

No. 132, K.H.Road,

P.B.No. 2724,

Bangalore – 560027 (Karnataka)

127

.

Delhi Urban Cooperative

BanksAssociation Ltd.,

C/o Khattri Coop. (U) Bank

Ltd.,

2/42, Ansari Road,

Daryaganj,

New Delhi – 110002

121

.

Federation of West Bengal Urban

Credit Cooperative Societies

Ltd.,119, B.B.Ganguly Street,Ist

Floor,

Calcutta- 700 012(W.B.)

128

.

Uttar Pradesh Urban

Cooperative

BanksFederation Ltd.,

3, Chand Ganj,

Lucknow (U.P.)

122Gujarat Urban Coop. Banks

Federation,Cooperative Banks

129

.

State Federation of Urban

Coop.Banks and Credit

. Bhawan,

Post Box No. 4071,

Near Jai Hind Press,

Ashram Road,

Ahmedabad – 380 009(Guj)

Societies Ltd.,(Bihar)4,

Muradpur,

Patna (Bihar)

 

123

.

M.P.State Urban Cooperative

Banks Association,8, Betva

Apartment (Ist Floor),

New Market, T.T.Nagar,

Bhopal- 462 003

130

.

Punjab State Urban Coop.

Banks & Credit Societies

Federation Ltd.,C/o Citizens

Urban Coop. Bank Ltd.,

Opp. Circuit House,

Jalandhar (Punjab)

124

.

Maharashtra Urban Cooperative

BanksFederation Ltd.,

Bhartiya Krida Mandir,

Naigaun- Wadala Road,

Mumbai – 400031 (Maharashtra)

131

.

Kerala Urban Coop. Banks

Federation Ltd.,P.B. No.

115, M.G. Road,

Thiruvananthapuram

(Kerala)

 

125

.  

 

 

 

126

.

The Rajasthan Urban Cooperative

BanksFederation Ltd.,

B-41,Ganesh Marg, Ist Floor,

Bapu Nagar,

Jaipur – 302 015 (Rajasthan)

Gujarat State Coop. Credit

Societies Federation Ltd.,

17, Harsidh Chambers, Near

Income Tax,

Ashram Road,

Ahmedabad – 380 009.

132

.

Haryana State Urban Coop.

Banks & CreditSocieties

Federation Ltd.,

C/o Postal and RMS

Employees

Cooperative Bank Ltd.,

Ambala Cantt- 133001

(Haryana)

 

 

 XI. Other State Coop.Federations

(i)Dairy/Milk Marketing Fedns.

133

.

M.P.Dugdha Mahasangh Sahakari

Mydt.,19-B, Zone – II, Maharana

Pratap Nagar,

Bhoapl – 462011 (M.P.)

142

.

W. B.State Handloom

WeaversCoop.SocietyLtd.T

antuja Bhawan, Block- DD

No.18/4,

Sector –I, Salt Lake City,

Calcutta – 700064 (W.B.)

134

.

Gujarat Cooperative Milk

MarketingFederation Ltd.,

Amul Dairy Road,

Anand – 388 001(Gujarat)

143

.

Gujarat Rajya Handloom &

Audyogic Sahakari

Federation Ltd.,Shree

Swaminarayan Complex,

B-Block, 2nd Floor, Near Jain

Merchant Society Panch

Rasta, Paldi,

Ahmedabad – 380007 (Guj)

135

.

Pradeshik Coop. Dairy Federation

Ltd.,29, Park Road,

Lucknow – 226001 (U.P.)

144

.

Kerala State Handloom

Weavers

CooperativeSociety Ltd,

Post Box No. 64,

Thiruvananthapuram-

695001 (Kerala)

136

.

Kerala Cooperative Milk

MarketingFederation Ltd.,

Milama Bhavan, Pattom Palace

145

.

A.P.State Handloom

Weavers Coop.Society

LtdWeavers Bhavan,

P.O.

Thiruvananthapuram – 695014

Kerala)

3-5-770, Narayanguda,

Hyderabad – 500029 (A.P.)

 

 

137

.

Andhra Pradesh Dairy

Development Cooperative

Federation Ltd.,Lalapet,

Hyderabad –500 017(A.P.)

146

.

Bihar Rajya Audhyogik

Sahakari Sangh Ltd.,Udyog

Bhawan,

East Gandhi Maidan

Patna – 800004 (Bihar)

138

.

Karnataka Coop.Milk

ProducersFedn. Ltd.,KMF

Complex,

Dr. M.H.Marigowda Road,

Bangalore – 560029 (Karnataka)

147

. 

U.P.Handloom Silk

Marketing Coop.Fedn.

Ltd.,J-18/30 Salarpura,

Varanasi (U.P.)

. (III)Sugar/Cane Federations

139

.

Orissa State Cooperative Milk

ProducersFederation Ltd.,

D-2, Sahid Nagar,

Bhubaneswar – 751007

 14

8.

 

 

 U.P.Coop.Cane Union’s

Fedn. Ltd.

12, Rana Pratap Nagar,

Lucknow- 226 001(U.P.)

140

.

Pondicherry Cooperative Milk

ProducersUnion Ltd., No.1,

Vazhudavoor Road,

Kurumampet,

Pondicherry – 605 009

149

.

Maharashtra Rajya

Sahakari Sakhar Karkhana

Sangh Ltd.,Sahakar

Bhavan, Plot No.230,

11th Floor, Block No.3,

Backbay Reclamation

Nariman Point, Mumbai-

400 021(Mah)

. (ii) Handloom/Industrial . .

 14

1.

Tamil Nadu Handloom Weavers

Cooperative Society Ltd.,

350, Pantheon Road,

Egmore, Chennai – 600008 (T.N.)

150

.

Karnataka State Federation

of Cooperative Sugar

Factories Ltd.,No.58, Ist

MainTemple Street,

Malleswaram,Bangalore –

560003 (Karnataka)

151

.

Bihar Rajya

EikhotpadakSahakarita

Mahasangh Ltd.,

Boring Road,

Patna – 800001 (Bihar)

159

.

Bihar Prantiya Matsyajivi

Sahyog Sangh Ltd.,

Mussalahpur Hat,

Patna – 800006 (Bihar)

152

.

Gujarat State Federation of

Cooperative Sugar Factories

Ltd.,‘Sardar Sahakari Khand

Bhavan’,

Plot No. 274, Sector-16,

G.H.Road,

Gandhinagar – 382016 (Gujarat)

160

.

West Bengal State

Fishermen’s Cooperative

Federation Ltd.,

P-161/1, V.I.P. Road,

(4th Floor)

Calcutta – 700054 (W.B.)

153

.

Bihar Cooperative Sugar

Factories Federation Ltd.,4th

Floor, Biskoman Tower,

West Gandhi Maidan,

Patna-800 001 (Bihar)

161

.

Andhra Pradesh State

CooperativeFishermen’s

Federation Ltd.,

Tankbund Road,

Hyderabad – 500004 (A.P.)

 

(iv) Spinning Mills (vi) Oilseed Growers

Federations Federations

154

.

Maharashtra Cooperative

Spinning Mills Federation Ltd.,

2nd Floor, Vakil House,

18th Sprott Road, Ballard Estate,

Mumbai – 400038 (Maharashtra)

162

.

Orissa State Cooperative

Oilseeds

GrowersFederation Ltd.

F- Nayapalli,

Bhubanwshwar – 751012

(Orissa)

 

 

 

155

.

Karnataka State Coop.Spinning

MillsFederation Ltd.,

No. 132, Kengal Hanumantahaiah

Road,

Bangalore 560 027(Karn.)

163

.

Tamil Nadu Cooperative

Oilseeds

GrowersFederation Ltd.,

55, Thiru Vi. Ka. Industrial

Estate,

Ekkattuthangal,

Chennai- 600097 (T.N.)

156

.

Punjab Cooperative Spinning Mills

Federation Ltd.S.C.O. No. 106-7,

Sector 17 – C,

Chandigarh

164

.

Gujarat State Cooperative

Oil Industry Ltd.,Sahakar

Bhavan,

Relief Road,

Ahmedabad – 380001

(Gujarat)

157

.

U.P.Cooperative Spinning Mills

Federation Ltd.,

B-1, Sarvodaya Nagar,

Kanpur – 200 005(U.P.)

(v) Fisheries Federations

  

165

.

(vii) State Cooperative

Banks

AssociationsMaharashtra

State Cooprative Banks

Association Ltd.,

345, Jijaee Estate, J.

Shankarsheth Road,

Thakurdwar, Girgaon,

Mumbai- 400002

(Maharashtra)

158

.

Maharashtra Rajya Machhimar

SahakariSangh Ltd.,

24, Shri Chhatrapati Shivaji

Mandal,

Mumbai – 400001 (Maharashtra)

166

.

M.P. State Cooperative

Banks Association,C/o M.P.

State Cooperative Bank

Ltd.,

Apex Bank, Tatya Tope

Nagar,

Bhopal – 462003 (M.P.)

167

.

The Gujarat State Cooperative

BanksAssociation Ltd.,

2nd Floor, Sahakar Bhavan,

Relief Road,

Ahmedabad- 380001 (Gujarat)

177

.

Bihar State Rural

Cooperative

HousingFederation Ltd.,

117-A, Dujara,

Patna 800 001(Bihar)

MISCELLANEOUS

168

.

M.P. State Cooperative Press,16,

Lala Lajpat Rai Colony, (Dilkusha

Bagh),Raisen Road, Bhopal (M.P.)

178

.

Kerala State Coop.Rubber

Marketing

Fedn.Ltd.,P.B.No. 15,

Gandhi Nagar,

Kaddavanthra P.O.

Cochin 682 020(Kerala)

169

.

U.P. Cooperative Processing and

ColdStorage Federation Ltd.,

19-A, Vidhan Sabha Marg,

179

.

Gujarat State Coop. Cotton

Federation Ltd.,"Gujcot

House", 43, Shrimali

Lucknow – 226 001(U.P.) Society

Mithakhali Road, Near

Navrangpura Rly Crossing

Ahmedabad 380 009(Guj)

170

.

Karnataka Cooperative Film and

FineArts Federation Ltd.,

32, Race Course Road,

IVth Floor, Bangalore-560

001(Karn.)

 18

0.

Kerala State Coop.Coir

MarketingFederation Ltd.,

No. 679, P.B.No. 4616,

Alappuzha – 688

012(Kerala)

 

171

.

Bihar Rajya Shramik Sahyog

Sangh Ltd.,Boring Canal Road,

Patna- 800 006(Bihar)

181

.

Gujarat State Women Sewa

CooperativeFederation

Ltd.,

Shop No. 21/22,Goel Tower

Association,

Opp. Maitri Society, Near

Jahnvi Restaurant,

Ahmedabad – 380 015(Guj)

172

.

Pragatisheel Prakashan Sahyog

Sangh Ltd.Baripath,

Patna – 800 006(Bihar)

182U.P. Shram Evam Nirman

Sahakari Sangh Ltd.Daya

Nidhan Park, Lal Bagh,

Lucknow(U.P.)

173

.

The Premier Cooperative Printers

Ltd.,Maharashtra Sahakari

Mudranalaya,

915/2, Arya Bhushan Bhawan,

Shibaji Nagar,

Fergusson College Road,

183

.

Vasantdada State

Cooperative Agricultural

Produce Fruits and

Vegetable-Fruits

Processing Federation

Ltd.,May Fair Building, 2nd

Pune – 411 004 (Mah.) Floor, Flat No.5,

Veer Nariman Road,

Mumbai 400 020

174

.

Bihar State Tanners and Leather

WorkersCooperative Union Ltd.,

Patna- 800 008 (Bihar)

. .

175

.

Bihar Rajya Shikshak Sahyog

Sangh Ltd.,Brij Kishore Path,

Patna 800 001(Bihar)

. .

176

.

Maharashtra State Cooperative

LabourSocieties Federation Ltd.,

656-657,Labour Federation

Building,

Gultekdi, Pratapgarh

Road,Market Yard,

Pune – 411 037(Mah.)

. .

X. State Tribal Development Cooperative Corporations

184

.

Maharashtra State Cooperative

TribalDevelopment Corporation

Ltd.,

Tribal Complex,

2nd Floor, Old Agra Road,

Nasik – 4202002(Mah.)

 

. .

185Bihar Rajya Tribal

Coop.DevelopmentCorporation

. .

. Ltd.,

Baraitu Road,

Rameshwaram,

Ranchi – 800 008(Bihar)

 

186

.

Kerala State Federation of

Scheduled Caste& Scheduled

Tribes Development

Cooperatives Ltd.

Lalitharamam, Near G.P.O.,

Trivandrum- 695 001 (Kerala)

 

 .  

.

  

187

.

 Tribal Development Cooperative

Corporation of Orissa Ltd.,

Near Rupali Square , Sahid

Nagar,

P. B. No. 148,

Bhubaneshwar 751 022(Orissa)

 

.   

 . 

 

188

.

Rajasthan Tribal Area

Development Cooperative

Federation Ltd.,Janajati Vikas

Bhavan,

Pratapnagar,

Udaipur – 313 001 (Rajasthan)

. .

XII. Multi State Cooperative Societies 

189Cooperative Bank of Ahmedabad 198Jackson Cooperative Credit

. Ltd.,Abad Bank Chambers,

Relief Road,

Ahmedabad-380 001(Gujarat)

. Society of the Employees

of the Western Railway

Ltd.,Naoushir Bharucha

Marg,

Grant Road,

Bombay – 400 007(Mah.)

190

.

Saraswat Cooperative Bank

Ltd.,Mittal Court, Ist Floor,

A,Wing Vidhan Sabha Road,

Nariman Point,

Mumbai-400 021(Mah.)

199

.

The Central Arcanut &

Cocoa Marketing&

Processing Cooperative

Ltd.,

P.B.No. 223, ‘CAMPCO

TOWERS’

Mission Street,

Mangalore- 575 001(Karn.)

191

.

Hindustan Samachar Coop

Society,Sri Ram House,

85, Hari Nagar, Ashram,

New Delhi- 110 014

200

.

Simpson & Group

Companies Employees

Cooperative Society

Ltd.,1,Desi Colony, 3rd

Street,

Perambur High Road,

Chennai-600 012

192

.

The Food Corporation of India

Employees Cooperative Credit

Society Ltd.,

4, Mangoo Lane, 3rd Floor,

Calcutta- 700 001(W.B.)

201

.

All India Cooperative

Cotton Federation Ltd.,408-

E, Sakar-I,

Opp. Nehru Bridge,

Ahmedabad- 380 009(Guj)

193

.

Madhavpura Mercantile

Coop.Bank Ltd.,Madhavpura

202The Food Corporation of

India Workers Coop.Credit

Market,

Shahibaug Road,

Ahmedabad – 380 004(Guj)

. Society Ltd.,Shramik

Bhawan, Link Road,

Cuttack- 753012 (Orissa)

194

.

The Postal and RMS Employees

Cooperative Bank Ltd.,Super

Bazar Building, Roy Market

Ambala Cantt – 133

001(Haryana)

203

.

The Commercial

Employees Coop.Thrift and

Credit Society Ltd.,37 C,

Sembudoss Street,

Madras- 600 001

195

.

Indian Tourism Cooperative

Ltd.,12, Sapna Community

Centre,

East of Kailash,

New Delhi- 110 065

204

.

Indian Coffee Marketing

Cooperative Ltd.,510, Ist

Floor, Shankar Mutt Road,

KR Puram, P.B.No. 167,

Hassan – 573 201 (Karn)

196

.

Central Railway

EmployeesCooperatives Credit

Society Ltd.,

65, A.N.M. Joshi Marg,

By-Culla Railway Station,

Mumbai- 400 027 (Mah.)

205

.

Indian Labour Cooperative

Society Ltd.,A 1/245,

Paschim Vihar,

New Delhi – 110 063

197

.

Indian Oil Employees Welfare

CooperativeSociety Limited,

G-9, Ali Yavar Jung Marg,

Bandra(East)

Mumbai 400 051(Mah.)

206

.

Steel Authority of India

Employees’Coop.Credit

Society Ltd.,

52/1A,Ballygunge

Circular Road, 5th Floor,

Calcutta – 700 019

 

207State Bank of India Staff    National Film and Fine Arts

. Association Cooperative Bank

Ltd.,11, Abdul Hamid Street,

Calcutta – 700 069

. Cooperative Ltd.,

3,Siri Institutional Area,

August Kranti Marg,

New Delhi 110 016

208

.

SPY Coop.Credit & Supply Society

Ltd.,Shri Parshwanath Building,

At & Post Aurwad, Tal- Shirol,

Distt. Kolhapur- 416 104 (Mah.)

. Bhartiya Navintam Taknik

Avam Nirman,Bahu Rajya

Sahakari Samiti,

3,Siri Institutional Area,

August Kranti Marg,

New Delhi- 110 016

209

.

Apex Cooperative Banks of Urban

Banks of Maharashtra & Goa

Ltd.,Sharda Sadan, 2nd Floor,

11, Sayed Abdulla Breli Road,

Fort,

MUMBAI – 400 001

. Cooperative Bank of India

Ltd.,

3,Siri Institutional

Area,August Kranti Marg,

New Delhi- 110 016

210

.

Rubber Marketing & Processing

Cooperative Ltd.,Sahakari Mahal,

Mission Street,

Mangalore – 574 001(Karn.)

. .

211

.

Chilly Growers Cooperative

Society Ltd.,D.No. 10-4-771/150,

Ovysipura,

Masab Tank,

Hyderabad – 500 028(A.P.)

. .