In May 2019, project managers with the Bihar Rural Livelihoods Promotion Society (Jeevika) in Patna, India, met to consider their role in creating farmer producer companies (FPCs) that helped poor agricultural producers access markets and receive fair prices for their produce, mainly litchi fruit. The creation of such producer companies was not a spontaneous process but often required a catalyst to harness community-based networks. While Jeevika, a project supported by the Government of Bihar and the World Bank, had been successful in alleviating poverty among those at the base of the economic pyramid, the project managers were now reflecting on the way forward for the producer company. Their overarching aim was a comprehensive understanding of the effects of their efforts on the community and the key variables affecting the sustainability of their efforts. They were aware that they could not support the community indefinitely, and they needed to consider how best to empower the producers to do this work on their own once Jeevika was no longer available. What new capabilities would farmers need to develop over time? How would the relationships between farmers and other stakeholders change when support from Jeevika was reduced or removed? Jeevan Arakal is affiliated with T A Pai Management Institute. Niraj Kumar is affiliated with XIM University Bhubaneswar. Kiran Kumari is affiliated with.

【書誌情報】

ページ数：12ページ

サイズ：A4

商品番号：HBSP-W25351

発行日：2021/10/7

登録日：2022/5/16