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What’s working?
Nursery is operational. We decided to proceed in May and the nursery has been operational since July 26. It has a capacity to raise ~2 lakh saplings in one batch and as of Sep 7, FPO has raised __ saplings, sold ___ and realized ___ in revenue.
FPO directors want to digitize information contained in their registers so they can share information with shareholders which is currently difficult for them to do
FPO is seeking working capital to scale nursery operations; previously the FPO was wary of taking on any debt so this is an important development that shows growing confidence / maturity / commercial sensibility
FPO feels it has a compelling offer for farmers (soil-less saplings at cheap rate) and can grow is shareholder base (which has been flat at ~500 members for the past few years; they want to grow to 1500 in the near-future)
FPO realized cost savings on inputs by purchasing in bulk from larger dealers in Bhubaneswar. Examples:
Seeds: 350-400 vs. 550
Vermi-compost 72 per kg vs 220
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Churn: CEO resigned end of Aug (CYSD working on replacement), 1 of the 2 Data Officers (who was external to the FPO) left and needs to be replaced
We still don’t have a business plan that can be leveraged for loan applications. We have developed a “roles and responsibilities” sheet for future pilot where we will spell out who does what more clearly as our expectation was that resource agency (CYSD in this case); will be helpful to make this explicit going forward.
Data officers are using physical registers; getting this digitized is taking time. DG providing laptop to data officers.
What’s Next
Help FPO apply for Mission Shakti loan and SFAC matching grant
Demonstrate value of data for offtake (tomato heat map)
MEL team will do an impact assessment in November.
Figure out an “exit strategy.” When do we stop providing so much hand holding? When does this pilot end and what continuing support do we provide? Lets use end of year as a forcing function; where do we want to be by then?
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