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| | = Overview = | | = Overview = |
| − | <p style="box-sizing: border-box; margin: 0px 0px 10px; color: rgb(51, 51, 51); font-family: Roboto, sans-serif; font-size: 16px; text-align: justify; padding-top: 20px ;">Centre of Collective Development CCD is a ‘Not-for-Profit’ ‘Non-Governmental Organization’. Because of high uncertainty of income associated with agriculture due to its sole dependency on the monsoon in India, low and unstable incomes, poor safety and health condition, inequality in pay and opportunities and limited social protection this organization is working with small and marginal farmers towards improving their livelihoods by educating them in collective methods of pool & sell, processing, market links and sustainable agri practices. </p><div><br/></div> | + | <p style="box-sizing: border-box; margin: 0px 0px 10px; color: rgb(51, 51, 51); font-family: Roboto, sans-serif; font-size: 16px; text-align: justify; padding-top: 20px">Centre of Collective Development CCD is a ‘Not-for-Profit’ ‘Non-Governmental Organization’. Because of high uncertainty of income associated with agriculture due to its sole dependency on the monsoon in India, low and unstable incomes, poor safety and health condition, inequality in pay and opportunities and limited social protection this organization is working with small and marginal farmers towards improving their livelihoods by educating them in collective methods of pool & sell, processing, market links and sustainable agri practices. </p><div> [[File:OVERVIEW.jpg|thumb|center]]<br/></div> |
| | + | = [[File:PURPOSE.jpg|thumb|center|PURPOSE.jpg]]Purpose = |
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| − | = Purpose = | + | <span style="font-size:medium">The main purpose of this organization is to make farmers and other primary producers prosperous and </span><span style="color: rgb(51, 51, 51); font-family: Roboto, sans-serif; font-size: 16px; text-align: justify">significantly increase incomes of all small and marginal farmers by using innovative business models, and to spread the use of these business models all over the country to benefit farmers and other primary producers everywhere.</span> |
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| | + | = Distinct Differences From Other Offering = |
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| | + | <span style="font-size: medium"> This organization mainly works for the welfare of farmers and Primary producers all over the country. They have a total number of 306 cooperative, a total of 23594 number of farmers and 785 villages under this organization.</span> |
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| | + | <span style="font-size: medium">This organization design mainly emphasis on different ways to help farmers adapt innovative buiseness models by pooling and processing the product together.</span> |
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| − | <span style="font-size:medium;">The main purpose of this organization is to make farmers and other primary producers prosperous and </span><span style="color: rgb(51, 51, 51); font-family: Roboto, sans-serif; font-size: 16px; text-align: justify;">significantly increase incomes of all small and marginal farmers by using innovative business models, and to spread the use of these business models all over the country to benefit farmers and other primary producers everywhere.</span>
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| − | = Distinct Differences From Other Offerings =
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| | = Impact Achieved For Students and Campus:<br/> = | | = Impact Achieved For Students and Campus:<br/> = |
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| − | = <span style="font-size:large;"><span style="font-family:times new roman,times,serif;">The model makes the simplifying assumption that we do not know enough to examine a causal relationship among the three measures of leadership behavior/characteristics. They are, thus, positioned, along with the dichotomous variable reflecting the building level (elementary/secondary) at the left side of the model. In light of prior research, we then assume that leadership behaviors and characteristics are the factors most likely to create the conditions for professional community to develop among teachers. We discuss additional assumptions in our interpretation of results, which follows.</span></span> =
| + | <span style="color: rgb(66, 66, 66); font-family: freightsans_probook; font-size: 20px">The model makes the simplifying assumption that we do not know enough to examine a causal relationship among the three measures of leadership behavior/characteristics. They are, thus, positioned, along with the dichotomous variable reflecting the building level (elementary/secondary) at the left side of the model. In light of prior research, we then assume that leadership behaviors and characteristics are the factors most likely to create the conditions for professional community to develop among teachers.</span> |
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| | + | <br/>'''<span style="font-size:x-large">NOTES ABOUT HOW THIS RESOURCE IS DEPLOYED</span>''' |
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| − | = Notes About How This Resource is Deployed = | + | <span style="font-size: medium">There are several ways through which the resource can be deployed. Many online platforms are there for the volunteering opportunity. The MISSION, VISION and actions of the Centre for Collective Development organization must be promoted in social networking sites, profiles and need to be introduced in all online communities. We can also spread awareness about this resource by forwarding it through mails. We can also have seminars to collect all the interested candidates. The interested candidates have the opportunity to work for the organization by sending mail to the organization.</span> |
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| − | Add text here...This examination should include: • Identification of key stakeholders who share the interest and need for change • Assessment of the degree to which these stakeholders perceive the issue or need to be a priority • Willingness of leadership from multiple agencies and programs to support the change process over a period of time • Identification of a leadership team responsible for the oversight of necessary aspects of the change process over time • Desire to engage in discussions and gather information about potential solutions to identified needs • Knowledge of implementation science and its application to the change process It is important to recognize that, planning and engaging in the implementation of any new innovation, evidence-based practice, or cluster of practices takes time, energy and resources. The change process can be understood and organized using defined steps and subsequent activities that are needed to move a concept into reality. These steps and activities are outlined in the following document, "A Guide to the Implementation Process: Stages, Steps and Activities". A Guide to the Implementation Process: Stages, Steps and Activities page 7 Stage 1: Exploration The goals of the exploration stage are to identify the need for change, determine what innovation or set of practices are likely to meet that need, and to decide whether or not to move ahead with the implementation process. This stage, and all other stages, are guided by a State Leadership Team. The State Leadership Team (SLT) should include cross- sector representation of agencies and programs impacted by the proposed initiative. The composition, vision and mission of this initial team may change over time as they go through the stages and steps. The SLT ensures that the perspectives of key stakeholders from every level of the service system are included as a part of a needs assessment of the current service delivery system. All available data describing current challenges and need for change should be gathered and shared with stakeholders. Stakeholders help build a common understanding of the current status and the desired changes in practices and outcomes. They are included in exploring potential practices or innovations to determine how well they fit with the mission, values, desired outcomes and resources of the agency/program. During the exploration stage, an important consideration for the State Leadership Team is whether they can commit to a multi-year implementation process. If the decision is to proceed with implementation, then building public awareness and widespread support for the change is crucial. Step 1: Establish a State Leadership Team (SLT) to guide exploration a. Include representatives from each of the key agencies/programs with the authority to make decisions and expend resources (or an individual with easy access to that decision-maker). b. Select staff whose responsibilities will allow them to undertake this initiative over several years and. c. Select staff with expertise about the implementation process as well as potential innovations or practices that fit identified needs. d. SLT defines their roles and responsibilities. Step 2: The SLT convenes a stakeholder group for needs assessment and system analysis a. Determine appropriate stakeholders including state agency personnel, TA personnel and pre-service personnel, regional and/or program administrators, providers/teachers and parents. b. Clarify stakeholder group’s purpose, responsibilities and projected timeline for involvement. c. Articulate the purpose and rationale for change, including any supporting data. d. Review infrastructure and current practices, including issues, concerns, and strengths from the perspectives of all stakeholders. e. Identify the concerns and problems at all levels of the service system (e.g., state, regional, local services to children and families) the state is trying to address. f. Identify desired outcomes and changes for each level of the system. g. Review or realign the system's mission and values to fit with desired outcomes and new vision for a change in practices. A Guide to the Implementation Process: Stages, Steps and Activities page 8 Step 3: Stakeholders explore the feasibility and "fit" of potential innovations and practices a. Explore the core features, functions and benefits of potential innovation(s) or set of practices. b. Review the research and evidence base for the innovation or practices. c. Gather information from other states, programs and consultants, experienced with implementing the potential innovation(s) and practices. d. Analyze requirements of the implementation process and potential impact of adoption on system resources. Step 4: The SLT decides on practices/innovation and whether or not to proceed a. Review all perspectives and information gathered. b. Establish criteria for selecting the innovation or practices to adopt. c. Consider which innovation can best address the identified needs, has evidence of producing desired outcomes, and aligns with the service system's mission, values and resources. d. Decide and recommend to final decision makers, which innovation or set of practices are most promising and whether or not to proceed with implementation. Step 5: The SLT secures agency and cross-agency leadership support a. Identify administrators and decision makers whose buy-in will be needed to assure necessary support and resources for implementation and sustainability. b. Use multiple strategies to help key individuals become champions who will promote the new practices or innovation. c. Develop a plan for the involvement and continued support of these individuals. Outcomes of Exploration • A State Leadership Team has been established to oversee the initiative. • A stakeholder group has explored the need for change and the fit of potential new practices or innovation. • An innovation or set of practices was selected which addresses the need and is likely to result in desired outcomes. • The service system and current practices were analyzed to determine necessary changes in infrastructure, and training, technical assistance and coaching. • The decision was made to proceed with the implementation initiative and move into installation. • Necessary agency or cross agency leadership has committed to supporting the implementation of sele
| + | <font size="3">This is not only benificial for most of the community (60%) but can also be taken as a career option. Any interested candidate can apply for the designation of Sales and Marketing Officer( Farmer Producer Organization) and Chief Financial Officer(CFO</font> |
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| − | = Steps Required To Bring Resource to Campus = | + | <font size="3">[[File:DEPLOYED.jpg|thumb|center]]</font> |
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| + | '''<span style="font-size:x-large">NOTES ABOUT HOW THIS RESOURCE IS DEPLOYED</span> ''' |
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| | + | <span style="font-size: medium">There are several ways through which the resource can be deployed. Many online platforms are there for the volunteering opportunity. The MISSION, VISION and actions of the Centre for Collective Development organization must be promoted in social networking sites, profiles and need to be introduced in all online communities. We can also spread awareness about this resource by forwarding it through mails. We can also have seminars to collect all the interested candidates. The interested candidates have the opportunity to work for the organization by sending mail to the organization.</span> <font size="3">This is not only benificial for most of the community (60%) but can also be taken as a career option. Any interested candidate can apply for the designation of Sales and Marketing Officer( Farmer Producer Organization) and Chief Financial Officer(CFO</font> <font size="3">[[File:DEPLOYED.jpg|thumb|center|DEPLOYED.jpg]]</font> |
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| | = Contact Information: = | | = Contact Information: = |
| − | <div>CENTRAL OFFICE</div><div><br/></div><div>714, JIREH, 20th Cross,</div><div>16th Main, A Block, Sahakara Nagar,</div><div>Bangalore-560092</div><div>Karnataka, INDIA </div><div>Contact No. : +91 90080 24197</div><div>Email:chandra.blr@ccd.ngo</div><div>Look for us on Google</div><div>REGISTERED OFFICE</div><div><br/></div>< div>301, Poonam Padmasri Residency,</div> <div>Street No.8, West Marredpalli,</div><div>Secundarabad-500026</div><div>Telangana, INDIA </div><div>Contact No. : +91 98494 44325</div><div>Email:prasad.hyd@ccd.ngo</div><div>Look for us on Google</div><div>UTNOOR</div><div><br/></div><div>Upstairs of TVS Showroom,</div><div>Near New Bus Stand, Utnoor – 504 311,</div><div>Adilabad, Telangana, INDIA</div><div>Contact No. : +91 87312 74244</div><div>E-mail: vijay.utr@ccd.ngo </div><div>Look for us on Google</div><div>PUTTAPARUTHI</div><div><br/></div><div>5- 11 L, ShanthiNilayam,</div><div>Enumulapalli (Post), Puttaparthi,</div><div>Andhra Pradesh – 515 134, </div><div>Anantapur, Andhra Pradesh, INDIA</div><div>Contact No.: +91 94942 15579</div><div>Email: sankar.ptp@ccd.ngo</div><div>PILER</div><div><br/></div><div>10-5 Manikanta Nagar, Tirupathi Road,</div><div>Piler – 517 214 </div><div>Chittoor, Andhra Pradesh, INDIA</div><div>Contact No.:<span style=" white- space: pre"></span >+91 90004 83819 </div><div>E-mail: bhaskar.plr@ccd.ngo </div><div>Look for us on Google</div><div>KALYANADURGAM</div><div><br/></div><div> 9D/15/ 1/ 1, Revenue Colony,</div><div>Kalyanadurgam - 515761, Anantapur, </div><div>Andhra Pradesh, INDIA</div><div>Contact No. : +91 94909 25773</ div><div>Email: nataraj.kld@ccd.ngo </ div><div>Look for us on Google</ div> <div>BANGARUPALEM</div><div><br/> </div><div>10-5 Manikanta Nagar, </div><div>Tirupathi Road,</div><div>Piler – 517214 </div><div>Chittoor District, Andhra Pradesh, India</div><div>Contact No. : +91 94938 71884 </div><div>E-mail: subramanyam.plr@ccd.ngo</div><div>BATHALAPALLE</div><div><br/></div> <div>9D/15/1/1, Revenue Colony,</div><div>Kalyanadurgam -515761, </div><div>Anantapur, Andhra Pradesh, India</div><div>Contact No. : +91 83330 68766 </div><div>Email:viswa.kld@ccd.ngo</div><div class="clearfix" style="box-sizing: border-box; color: rgb(51, 51, 51); font-family: Roboto, sans-serif; font-size: 16px; text-align: justify;"><div class="col-md-6" style="box-sizing: border-box; position: relative; min-height: 1px; padding-right: 15px; padding-left: 15px; float: left; width: 570px;"></div></div> | + | <div>CENTRAL OFFICE</div><div><br/></div><div>714, JIREH, 20th Cross,</div><div>16th Main, A Block, Sahakara Nagar,</div><div>Bangalore-560092</div><div>Karnataka, INDIA </div><div>Contact No. : +91 90080 24197</div><div>Email:chandra.blr@ccd.ngo</div><div>Look for us on Google</div><div>REGISTERED OFFICE</div><div><br/></div><div><span style=" font- size: large"> '''Written by:'''</span><br/></div><div> [http:// universityinnovation. org/ wiki/ VAISHNAVI_JOHRI Vaishnavi Johri]< br/></div><div><br/></div><div><br/></div> |
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| | + | [[Category:Organizations]] |
Overview
Centre of Collective Development CCD is a ‘Not-for-Profit’ ‘Non-Governmental Organization’. Because of high uncertainty of income associated with agriculture due to its sole dependency on the monsoon in India, low and unstable incomes, poor safety and health condition, inequality in pay and opportunities and limited social protection this organization is working with small and marginal farmers towards improving their livelihoods by educating them in collective methods of pool & sell, processing, market links and sustainable agri practices.
Purpose
The main purpose of this organization is to make farmers and other primary producers prosperous and significantly increase incomes of all small and marginal farmers by using innovative business models, and to spread the use of these business models all over the country to benefit farmers and other primary producers everywhere.
Distinct Differences From Other Offering
This organization mainly works for the welfare of farmers and Primary producers all over the country. They have a total number of 306 cooperative, a total of 23594 number of farmers and 785 villages under this organization.
This organization design mainly emphasis on different ways to help farmers adapt innovative buiseness models by pooling and processing the product together.
Impact Achieved For Students and Campus:
The model makes the simplifying assumption that we do not know enough to examine a causal relationship among the three measures of leadership behavior/characteristics. They are, thus, positioned, along with the dichotomous variable reflecting the building level (elementary/secondary) at the left side of the model. In light of prior research, we then assume that leadership behaviors and characteristics are the factors most likely to create the conditions for professional community to develop among teachers.
NOTES ABOUT HOW THIS RESOURCE IS DEPLOYED
There are several ways through which the resource can be deployed. Many online platforms are there for the volunteering opportunity. The MISSION, VISION and actions of the Centre for Collective Development organization must be promoted in social networking sites, profiles and need to be introduced in all online communities. We can also spread awareness about this resource by forwarding it through mails. We can also have seminars to collect all the interested candidates. The interested candidates have the opportunity to work for the organization by sending mail to the organization.
This is not only benificial for most of the community (60%) but can also be taken as a career option. Any interested candidate can apply for the designation of Sales and Marketing Officer( Farmer Producer Organization) and Chief Financial Officer(CFO
NOTES ABOUT HOW THIS RESOURCE IS DEPLOYED
There are several ways through which the resource can be deployed. Many online platforms are there for the volunteering opportunity. The MISSION, VISION and actions of the Centre for Collective Development organization must be promoted in social networking sites, profiles and need to be introduced in all online communities. We can also spread awareness about this resource by forwarding it through mails. We can also have seminars to collect all the interested candidates. The interested candidates have the opportunity to work for the organization by sending mail to the organization. This is not only benificial for most of the community (60%) but can also be taken as a career option. Any interested candidate can apply for the designation of Sales and Marketing Officer( Farmer Producer Organization) and Chief Financial Officer(CFO [[File:DEPLOYED.jpg|thumb|center|DEPLOYED.jpg]]
Contact Information:
CENTRAL OFFICE
714, JIREH, 20th Cross,
16th Main, A Block, Sahakara Nagar,
Bangalore-560092
Karnataka, INDIA
Contact No. : +91 90080 24197
Email:chandra.blr@ccd.ngo
Look for us on Google
REGISTERED OFFICE
Written by:
