Investigation report on standardized development of farmers' professional cooperatives

# Report # Introduction It is the responsibility of the report writer to carefully write the research report, accurately analyze the research results and clearly give the research conclusions. The following is an investigation report on the standardized development of unorganized farmers' professional cooperatives. Welcome to read!

Investigation report on standardized development of farmers' professional cooperatives

In recent years, the state has increased its support for farmers' professional cooperatives, and the number and scale of farmers' professional cooperatives have been expanding. Up to now, there are 46 farmers' cooperatives/KLOC-0 registered by the county's industrial and commercial departments, with a registered capital of 260.85 million yuan and 2,850 cooperative members, driving more than 3,800 farmers. At present, there are 265,438+0 cooperatives managed by our model cooperatives. Generally speaking, the number of cooperatives has increased rapidly, and the types of cooperatives have become more and more, and their business scope has become wider and wider. With the continuous development of cooperatives, farmers' driving ability is constantly strengthened, which will play an increasingly important role in improving farmers' income, optimizing agricultural industrial structure, improving farmers' comprehensive quality and resisting risks. However, it should be noted that while the number of farmers' professional cooperatives is growing rapidly, there are still some problems in varying degrees, such as deficiencies in system construction, internal management and financial norms, which have affected their development. At this stage, there are the following problems in cooperative management: First, there are problems in cooperative management.

(A) the purpose of establishing cooperatives is not fully understood, which deviates from the purpose of establishing farmers' professional cooperatives. In cooperation, some professional cooperatives are established and operated by individuals, registered in the name of professional cooperatives, and villagers are nominally members of cooperatives, but in fact they do not contribute, bear business risks or participate in distribution. Some cooperatives are organized by villagers and family members, but after their establishment, they do not operate in accordance with the cooperative's articles of association, nor do they organize their members to carry out agricultural production and operation activities, thus becoming "empty shell cooperatives". Cooperatives did not play a role, and individuals founded cooperatives.

(2) the scale is still relatively small, and its role has not been fully exerted. Because farmers' professional cooperatives have been established for a short time, they are still in the primary stage of development, emphasizing development over standardization and quantity over quality. At present, judging from the development of our county, due to the low education level of cooperative leaders, lack of management experience, single information channel and lack of scientific and technological content in cooperative marketing and production, the role of cooperatives as leaders, bridges and ties has not been fully reflected. Some people's understanding of professional cooperatives is still vague, so their interest in joining is not high and their enthusiasm for participating is not strong, which leads to the slow development of professional cooperatives and fewer members.

(3) The fund management of cooperative projects is not standardized. At present, cooperatives apply for national project funds through multiple channels, which leads some cooperatives with irregular management to enjoy the support of national project funds. Inconsistent project declaration is not conducive to the orderly and healthy development of cooperatives.

(4) Lack of talents and low level of science and technology. Most of them have no professional talent. Although he has been a grower for many years and has some practical experience, he lacks management experience and new scientific and technological knowledge.

(5) In terms of the establishment of cooperatives and the construction of their articles of association, a considerable number of professional cooperatives are established by individuals and registered in the name of professional cooperatives. Villagers are nominally members of cooperatives, but in fact they do not contribute, bear business risks and participate in distribution; The articles of association of cooperatives do not reflect the characteristics of cooperatives. The articles of association of the cooperative are not clear, and the contents, methods and rules of cooperation are not clear enough. Although some farmers' professional cooperatives have formulated articles of association and related management systems, their operability is not strong, which limits their own development and must be improved as soon as possible in the future development.

Second, the problems in the financial management of cooperatives

(1) Some cooperatives do not attach importance to financial management ideologically. The directors of farmers' professional cooperatives are generally large farmers in rural areas. Most of them know little about financial accounting and management processes, lack financial knowledge and lack understanding of the importance of strengthening financial management. In the actual management process, we pay more attention to production and business activities, but not enough attention to improving financial management.

(2) Some professional cooperatives think that it costs a sum of money to equip accountants and cashiers, the income of cooperatives is not high, it is more convenient for internal staff to take part-time jobs, and it also saves costs. Some cooperative leaders directly use personal bank cards to manage funds, and have no awareness of financial disclosure. They think that their cooperatives are unwilling to be bound by too many procedures and their basic accounting work is weak. Due to the limited relative income of cooperative business, in order to reduce costs, many cooperatives have not equipped full-time or part-time accountants and cashiers in time in accordance with the provisions of the Accounting Law.

(3) The chairman of the cooperative thinks that all the income will be paid in the account, and he has concerns. At the same time, if you ask for an invoice, the price will be higher and the cost will increase accordingly, so the enthusiasm for asking for an invoice is not high, resulting in no invoice when the cooperative has economic business. Some cooperatives have no financial budget or financial revenue and expenditure plan, and their awareness of financial management is not strong.

(4) Incomplete files. Accounting files are not perfect, many cooperatives have no office space, accounting files can not be managed centrally, and accounting data have to be kept at the home of accountants or cashiers for a long time. Some accountants do not bind accounting vouchers into volumes and file them for management, which will cause the loss of account books and vouchers.

Three. Countermeasures and suggestions for strengthening management

(a) extensive publicity and mobilization work, and actively cultivate and develop farmers' professional cooperatives. In order to promote the development of farmers' professional cooperatives, relevant functional departments should, under the unified leadership of local party committees and governments, carry out their duties and responsibilities, go deep into towns, villages and farmers, answer specific questions raised by farmers by holding symposiums and mobilization meetings, and vigorously publicize the connotation and relevant provisions of the farmers' professional cooperatives law. Make the broad masses of farmers understand the historical background, great significance and characteristics of China's farmers' professional cooperatives, fully understand the benefits and functions of establishing farmers' professional cooperatives, urge them to constantly overcome the consciousness of small farmers, cultivate the consciousness of "democracy", enhance the consciousness of "cooperation", and greatly improve the enthusiasm of farmers to join cooperatives.

(2) Actively guide and promote the development of farmers' professional cooperatives. First, encourage leading agricultural enterprises to take the lead in establishing farmers' professional cooperatives, introduce enterprise management mode into cooperatives, give full play to the role of farmers' professional cooperatives as a "bridge and link" to connect farmers, and actively guide farmers to take the cooperative development path of "farmers+professional cooperatives" and "farmers+professional cooperatives+leading enterprises" in combination with the implementation of contract agriculture, so as to realize multi-channel, multi-field and multi-level alliance and cooperation and consolidate and extend the industrial chain. The second is to guide and support grassroots cadres, large-scale farmers and capable people to take the lead in setting up professional cooperatives, give play to the characteristics of promoting more farmers, standardizing management, having a certain market for products and helping the disadvantaged groups, and realize scale effect and accelerate capital accumulation through unified production, unified marketing and unified management.

(3) Properly promote the development of cooperatives, follow objective economic laws, encourage farmers to bid for cooperatives, adhere to conditions and standardize development; Support farmers' professional cooperatives to actively seek state financial support, but also prevent cooperatives from enjoying state financial support irregularly, so that farmers themselves can make farmers' professional cooperatives bigger and stronger under the excellent environment provided by the government.

(four) to guide cooperatives to set up accounting institutions and personnel reasonably, and professional cooperatives can choose whether to set up separate accounting institutions according to their own scale and the need to simplify their business; If an accounting institution is not established separately, an accountant may be established in the relevant institutions of a professional cooperative and an accounting supervisor (an accountant with an accounting certificate shall be appointed) shall be responsible for the accounting work of the cooperative; For those who do not have the conditions to set up accounting institutions and accounting personnel, they can also entrust an intermediary agency engaged in accounting agency bookkeeping business to do bookkeeping on the principle of democracy and voluntariness.

(5) standardize expenditure bills and improve financial accounting. Anyone who can get a formal invoice must issue a formal invoice. If it is difficult to obtain official publications by purchasing materials or feed directly from farmers, it shall provide proof of sales and identification materials of the seller. If the amount is large, it should also be attached with annexes such as meeting minutes and information notes. For payment to cooperative members, a roster signed by the payee and identification materials for payment of large-scale projects and equipment shall be provided. In addition to obtaining formal bills, it should also be accompanied by contract agreements, equipment acceptance sheets and projects.

(VI) When a professional cooperative declares a demonstration project of a professional cooperative to the local agricultural administrative department, or applies for undertaking an agricultural and rural economic construction project, the prerequisite for the relevant department to accept and approve the application shall require the cooperative to standardize the implementation of the financial and accounting system of farmers' professional cooperatives and provide accounting statements and information that meet the requirements of the system. If the accounting information according to the system is not clear, it will not be supported by funds or declared. This can fully promote cooperatives to standardize financial management and accounting, and provide true and correct accounting information.

(seven) to strengthen the management of accounting files, the establishment of accounting filing cabinets, unified management, responsibility transfer. Accounting data should be collected completely, and accounting vouchers should be bound into volumes, so as to be intact, stored in an orderly manner and easy to find. At the same time, the demonstration cooperatives are required to be classified and filed in strict accordance with members' files, meeting minutes, cooperation files and project files.

The second investigation report on the standardized development of farmers' professional cooperatives

In order to further strengthen the demonstration and leading role of farmers' professional cooperatives and promote the sustained and rapid development of the county economy, CPPCC, with the support and cooperation of the county agricultural bureau, organized some members to conduct in-depth research on the development of farmers' cooperatives in the county through on-site visits, listening to introductions and holding symposiums. First, the status quo and characteristics of county farmers' professional cooperatives

(1) developed rapidly. Since the promulgation of the Law on Farmers' Specialized Cooperatives, the number of farmers' specialized cooperatives in our county has increased rapidly with the attention of the county party committee and the government and the guidance of various business departments. Up to now, there are *** 157 registered cooperatives with a registered capital of 654.38+22 million yuan, and 1659 farmers have joined the cooperatives, driving 3020 non-member farmers. Successfully established 2 provincial model societies, 4 municipal model societies and 30 county model societies.

(2) Wide coverage. There are 157 farmers' professional cooperatives in the county, covering all fields of agricultural production such as agriculture, forestry, animal husbandry and by-fishing. Among them, 44 are cultivated (edible fungi, Chinese herbal medicines, etc.). ), accounting for 28%; There are 48 forestry and fruit industries (seedlings, chestnuts, kiwifruit, etc. ), accounting for 30.6%; 46 aquaculture (Chinese bees, native chickens, etc. ), accounting for 29.3%; Fishery (cold water fish, giant salamander, etc. ) 1 1, accounting for 7%; 2 agricultural machinery and plant protection services, accounting for1.3%; The other 6, accounting for 3.8%.

(3) Make good use of resources. Relying on the advantages of regional resources, farmers' professional cooperatives in our county have played a good role in driving local people to get rich, especially in leading poor households out of poverty. For example, Changjiaoba and Yueba Town have established cold-water fish, native chicken, Chinese bee and other breeding cooperatives based on the advantages of Jinshui River, Jiaoxi River and forest resources; Relying on the guidance of large households and technical advantages, Chenjiaba and Shidunhe Town have developed planting cooperatives of Chinese herbal medicines such as bagged mushrooms, polyporus and gastrodia elata. Among them, Chenjiaba Jidong Edible Fungi Professional Cooperative paired up with 50 local poor households, absorbed poverty alleviation funds from poor households to buy bagged edible fungi, and developed more than 300,000 bags of edible fungi. It is estimated that each poor household will realize a profit of nearly 10,000 yuan this year.

(4) a high degree of professionalism. Most of the professional cooperatives in the county are led by rural aquaculture experts and large professional households. They know technology, are good at management, have a market and have a strong appeal. For example, Su Shuming, the founder of Changxing Atractylodes lancea seedling planting professional cooperative, is a local soil expert on Atractylodes lancea planting, and was recognized as a senior professional farmer by the Provincial Department of Agriculture. He led more than 50 households in the county to plant more than 400 acres of Atractylodes lancea, with an annual output value of more than 4 million yuan. Relying on its own advantages, Dexin Chicken Professional Cooperative has established a stable cooperative relationship by providing high-quality chickens before production, providing technical guidance during production and uniformly selling products after delivery. Registered the "Luyuan Dexin Trademark", passed the pollution-free certification, and established the county's first agricultural product traceability system.

Second, the main problems in the work

(A) the management mechanism is weak and the operation is not standardized. One is lax management. Some cooperatives have imperfect organizational systems, imperfect democratic management and decision-making, and unclear rights and obligations of their members. Some cooperatives operate and manage at will, and the board of directors and the board of supervisors are mere formality, and there is a phenomenon that they do not act according to the articles of association and system. Second, the operation is not standardized. The relationship between cooperatives and their members is loose and the interests are not close. Some cooperatives rely on personal reputation to maintain management, and their services stay in individual links of production or sales, without the integration of production, supply and marketing. Some cooperatives only register business licenses and have no production and office space. Some cooperatives are even "empty shells" in name only.

(2) The level of development is not high, and the level of cooperation is low. First, the number of members is small. Up to now, the number of registered cooperative members in the county is 1659, accounting for only 23% of the total number of farmers in the county. Most cooperatives are loose alliances of several or several farmers. Second, there are few assets. Although the registered capital of cooperatives in the county has reached 654.38+0.22 billion yuan, due to the fact that some members have invested in land, mountains and other objects, the actual working capital is less. Third, there are few cooperation links. Most cooperative cooperation projects are few and single in content, and basically stay in simple links such as unified procurement of agricultural materials before delivery and sales of agricultural products after delivery, and there are still shortcomings in product warehousing, transportation and the creation of "three products and one standard".

(3) the market competitiveness is weak, and the driving ability is not strong. First, the base scale is small. Some cooperative bases are not strong in awareness and strength, and limited by their own conditions, cooperative production bases are small and scattered. Second, the service scope is narrow. The service scope of most cooperatives is limited to a few or a dozen households in the village group, and there are few cooperatives that have developed across towns and counties, with weak overall strength and low scale efficiency. Third, the industrial chain is short. Although there are many agricultural characteristic industries in our county, the main business model of cooperatives is to produce and sell primary agricultural products. The short industrial chain, low added value and serious homogenization lead to its weak anti-risk ability, insufficient attraction to farmers and weak driving role.

(d) Insufficient support and development potential. Most of the farmers' professional cooperatives in our county are farmers, and their management ability and professional and technical level are low, so it is difficult to meet the needs of large-scale development. There is a shortage of cultivated land resources in our county, and the start-up funds and policy support funds of cooperatives are insufficient, which can not meet the needs of cooperative expansion and reproduction; Some cooperatives are secure when they are small and rich, and have no strong desire to grow and develop. Business guidance departments are fragmented, and there is no resultant force, so they have little support in land circulation, technical guidance, project support and credit support.

Third, some suggestions.

(a) to strengthen publicity and guidance, and create a strong atmosphere. First, we must strengthen publicity. Make full use of various media, widely publicize the basic knowledge, supporting policies, typical experiences and advanced deeds of farmers' professional cooperatives, form a strong social atmosphere, let the broad masses of cadres and people know about cooperatives and actively establish cooperatives. Second, we must set a typical example. It is necessary to actively carry out the activities of establishing demonstration cooperatives, actively cultivate a group of benchmarks and models that farmers can see and learn through preferential support and demonstration, and fully mobilize the enthusiasm of all sectors of society to run cooperatives. Third, we should guide them positively. Actively guide capable organizations and individuals to set up cooperatives, encourage large-scale farmers to take the lead in setting up cooperatives, and encourage various market players to set up and lead cooperatives in the form of leading enterprises in agricultural industrialization. Fourth, we should strengthen training. Focus on cultivating a group of cooperative leaders who understand technology, are good at management and know how to manage, and improve the ability and level of self-management, self-improvement and self-development of cooperatives.

(2) Standardize internal operation and lay a solid foundation for development. First, we must establish and improve the organizational management mechanism. Guide farmers' cooperatives to standardize organizational forms, implement the system of general meeting, board of directors and board of supervisors, clarify the rights and responsibilities of the "three meetings", and ensure the openness and fairness of the internal operation of cooperative organizations. Second, we should establish and improve the democratic management mechanism. Strictly abide by the provisions of the articles of association of cooperatives, conscientiously implement the procedures of democratic decision-making, democratic management and democratic supervision, and ensure the ownership status and economic interests of cooperative members. Third, we must pay equal attention to development and standardization. In accordance with the requirements of the Farmers' Professional Cooperatives Law, strict examination and approval shall be carried out to ensure the quality from the source; It is necessary to explore the implementation of a dynamic supervision system, strictly supervise the use of financial support funds, integrate cooperatives with small scale, strong homogeneity and poor visibility, and ban cooperatives with no industrial entities, irregular operations, illegal operations and support funds.

(3) Strengthen guidance and support, and standardize management services. First, strengthen management and integrate resources. It is suggested that the county government introduce cooperative management and support measures, clarify the policies and measures in tax incentives, credit support, land transfer, investment attraction, etc., and improve the guidance service system. It is necessary to integrate the management resources of agriculture, forestry, water conservancy, market supervision, science and technology, supply and marketing and other departments, form a guidance service system in which all departments work together to coordinate and solve the difficulties and problems encountered in the development of farmers' professional cooperatives. Second, we must increase support. When arranging agricultural industrialization, comprehensive agricultural development, irrigation and water conservancy construction, agricultural technology popularization and other agricultural-related projects, functional departments should take cooperatives as the focus of support and give priority to project funds and funds for supporting agriculture. Third, we must strengthen the driving ability. Actively advocate cooperatives to make full use of their own advantages, and gradually build a number of large-scale and characteristic agricultural production bases by attracting more farmers to join cooperatives to promote the in-depth development of agricultural products. By extending the industrial chain and increasing the added value of agricultural products, it has become a veritable important force to lead farmers to make money and get rich.

(D) Increase marketing efforts to build famous brands. It is necessary to guide cooperatives to implement standardized production, establish a record and traceability system for agricultural products, ensure that every link is well documented, and improve product quality and quality and safety; It is necessary to strengthen brand building, standardize the use of pollution-free, green, organic and other agricultural norms, cultivate well-known brands, and improve the awareness and competitiveness of products in the market. On the basis of consolidating the existing sales channels and marketing windows, we should guide cooperatives to vigorously carry out publicity and promotion and open up new sales channels by participating in various festivals such as the Western Conference and the Agricultural High-tech Fair. It is necessary to take advantage of the powerful opportunity of the Central Network Information Office to help the poor in Foping, actively connect with e-commerce platforms such as JD.COM and Ali, make efforts in internet plus and online direct sales, and actively expand the market.