The specific matters for establishing a pig-raising cooperative are as follows:
1. Basic work must be done during the registration and establishment stage, which is the prerequisite for the standardized operation of the cooperative.
Farmers' Professional Cooperative It is an independent, mutual-aid economic organization, a new type of market economic entity with legal personality, and an important part of the development of rural economy. We believe that in the initial stage of establishing a cooperative, in accordance with the "Farmers' Professional Cooperatives Law" and relevant policies and regulations, fully respecting public opinion, and allowing farmers to spontaneously unite and manage independently, can a cooperative be truly "run by the people, managed by the people, and benefit from the people". policy. To this end, during the registration and establishment stage of cooperatives, we should focus on three constructions:
(1) Organizational structure construction. Chapter 4 of the "Farmers' Professional Cooperative Law" clearly defines the establishment, powers, responsibilities, and members' conference of the cooperative's organizational structure. The members (representative) conference is the highest authority of the cooperative, the board of directors is the executive agency, and the board of supervisors It is a supervisory agency. In terms of organizational structure building, we must focus on the following four tasks:
First, form a strong board of directors. After the cooperative is established, in addition to the decisions on major matters related to the operation and management of the cooperative, which are discussed and approved by the members (representatives) conference, the general daily work mainly relies on the resolutions and implementation of the board of directors. Therefore, the board of directors plays a key role in the operation of the cooperative. The role is very critical. The general meeting to establish a cooperative must elect a board of directors and a board of supervisors. Therefore, when democratically electing members of the board of directors, talents from various aspects must be taken into consideration. The "capable people" among the members must be elected to the board of directors, especially production technical talents and brokers. Marketing talents, business planning talents, etc.
The second is to select a high-quality chairman. The chairman is the leader and core figure of the cooperative. To serve as the chairman must not only have a high sense of responsibility and selfless dedication, but also have strong cohesion and appeal in the cooperative, as well as excellent organizational and coordination skills. and oral expression skills. Therefore, when electing the chairman, members must fully understand the ability and level of the chairman candidate. Only when the leader is well selected can the cooperative develop healthily.
The third is to hire a professional accounting staff. A cooperative is an economic organization and cannot do without financial accounting. Therefore, farmers’ professional cooperatives must hire accounting personnel with professional qualifications. In the initial stage of establishing a cooperative, if there are no suitable professional accounting personnel, you can hire an accountant from a local village-level organization to serve as an accountant, or you can entrust the township financial accounting center to do the accounting on your behalf.
The fourth is to rationally set up internal institutions. The internal institutional settings of cooperatives must be reasonably set up according to the actual needs of each cooperative. For some larger cooperatives, offices, financial offices, technical (supply) service departments, marketing departments and other institutions can be set up.
(2) Construction of rules and regulations. Rules and regulations are the basic guarantee for the standardized operation and sustainable development of farmers' professional cooperatives. They are also a task that must be done before a cooperative is established and registered. Judging from the current situation, the articles of association of many cooperatives are based on the model articles of association registered with the industrial and commercial registration, or the articles of association of other cooperatives. Some basic systems are not sound enough, and the rights and responsibilities are not clear enough. Therefore, in the construction of rules and regulations, we must focus on two aspects:
First, formulate a highly operable "Articles of Association" that meets the actual needs of the society. The articles of association can be said to be the internal "law" of the cooperative, so it is very necessary to formulate good articles of association. The formulation of the charter can refer to the model charter of the Ministry of Agriculture, but the original text cannot be copied. Clear provisions must be made on the key parts of the charter, such as member capital contribution, institutional setup, financial management, surplus distribution, dissolution and liquidation, etc. The charter must be fully deliberated and repeated. After modification, discussion and approval, it will finally be voted and approved by all the founders at the establishment meeting, and it will officially take effect after signing and sealing.
The second is to formulate a basic system. Such as the financial management system, the work responsibilities of the board of directors, chairman of the board of directors, board of supervisors, and chief supervisor, as well as purchasing and sales systems, production technology operating procedures, product quality standards, etc.
(3) Office space construction. The office space is the seat of the cooperative, and is also the gathering place where the board of directors and the board of supervisors handle daily affairs and where members gather and train. It is one of the hardware for the early development of the cooperative. It is best to establish a cooperative in a place where members live or produce together. If conditions permit, it is best to build it yourself. If conditions do not, you can rent a store house with convenient transportation. You can also seek the support of village cadres and locate the office of the cooperative in the village.
In the construction of office space, it should neither be pompous nor luxurious, nor should it be too simple. The chairman's office, financial office, and business office are necessary, and the office space should also have "two units, two columns, and two walls." The two things are: there is a brand and office equipment; the two columns are the social affairs disclosure column and the financial disclosure column; the two walls are the articles of association posted on the wall and the systems posted on the wall.
After completing the above work, the cooperative can entrust a person with strong work ability (mostly the chairman) to handle the registration of the cooperative. First, apply for registration at the industrial and commercial department, and then engrave the official seal after obtaining the business license. and legal representative's name and seal, apply for the organization code certificate and tax registration certificate within one month, choose a bank to open a bank account, and finally go to the township (town) government and county-level agricultural department for filing. In this way, the procedures for a farmers' professional cooperative have been completed.
2. Management should be standardized during the operation stage to ensure the stable and healthy development of cooperatives
From establishment to formal operation, farmers' professional cooperatives must truly embody "production at home and service in society" , "Professional production first, then professional cooperation, first public will, then organizational construction", and "autonomous management, free advancement and retreat" requirements and concepts, it is necessary to comprehensively strengthen internal management and promote standardized operations. The focus of these requirements is to fully emphasize the function of "unification" on the basis of household contract management, so as to extend the two-tier management system that combines unification and decentralization. The cooperative board of directors or management personnel should, based on the actual situation of the cooperative, selectively focus on the following tasks:
(1) Provide members with timely information services. In the information age, as a new carrier for the construction and development of modern agriculture, the operation of cooperatives is inseparable from market orientation. Strengthening the collection and transmission of market information is a long-term and important task for cooperatives to achieve flexible operations and avoid market risks. Cooperative management should respond promptly to product dynamic information, market supply information, consumer demand information, market price information, industrial policy information, etc. and communicate it to members.
(2) Organize farmers to learn scientific and technological knowledge. Cooperatives should not only achieve a substantial increase in production and income for cooperative members, but also drive the local farmers to increase their income and become rich. Science and technology is productivity. In this regard, improving the scientific and technological content of the industry, improving the production technology level of cooperative members, and cultivating new types of farmers should be included in the important agenda of cooperatives. It can be said that the training content to be carried out by cooperatives is very extensive. The first thing to focus on is the training of theoretical knowledge about cooperatives, so that the concept of cooperation can be deeply rooted in the hearts of the people.
(3) Actively carry out technical guidance. During the operation of the cooperative, based on the specialization and industrial characteristics of the cooperative's production and operation, it should extensively connect with relevant science and technology departments, strengthen horizontal connections, and use the technical advantages of the science and technology department to solve difficult problems encountered by the members in production and operation. Cooperatives that have the conditions can hire technical consultants, financial consultants, legal consultants and policy consultants from relevant departments based on their own actual conditions.
(4) Unified supply of agricultural production materials. Members of the cooperative enjoy various services provided by the cooperative, and uniformly purchase and distribute pesticides, agricultural film, fertilizers and fine varieties for the members of the cooperative. This is a true manifestation of the cooperative's serialized pre-production, mid-production and post-production services. Through the unified purchase and distribution of agricultural inputs, it can not only reduce members' production costs and allow members to concentrate on production, but also avoid economic losses caused by counterfeit and inferior agricultural inputs to members.
(5) Develop unified quality standards for agricultural products. The technical standards and product quality standards of agricultural production are directly related to the quality, safety and quality of agricultural products. It not only involves the use efficiency and market price of products, but also directly involves the sales of goods and the reputation of products. When formulating production technology standards, product quality standards and specific operating procedures, cooperatives should actively seek opinions from relevant government departments to make the standards and procedures more practical and authoritative.
(6) Design the characteristic packaging of cooperative agricultural products. Product packaging is an extension of product production. Using the characteristic packaging of products can not only ensure quality, but also expand sales and increase prices. Under the current increasingly fierce market competition conditions, it is difficult for producers to increase market share if they do not change the traditional business model. They can only ensure product quality while constantly changing packaging patterns to adapt to the psychological needs and consumption of consumers. Only by increasing demand can we strive for more market share and defeat our opponents to achieve long-term prosperity.
(7) Members’ agricultural products must be sold in a unified manner.
In order to realize the secondary return of cooperative profits, maximize the value of products, and achieve the goal of increasing farmers' income, the products produced by cooperative members should be collected by the cooperative organization as stipulated in the articles of association, and the primary products should be graded, screened, and packaged before unified promotion To the market, some products can also be put on the market after intensive processing, which will help increase the added value of agricultural and sideline products, solve the problem of difficulty in selling products for each household, and better reflect the true value of establishing professional farmer cooperatives.
(8) Register and declare a well-known brand. Farmers' professional cooperatives must have their own brands. With the optimization and upgrading of cooperative products and the increase in popularity, we must actively apply for pollution-free agricultural products, green food, organic food and well-known trademarks and well-known trademarks, and sublimate our own advantages and build our own brands. .
(9) Financial accounting must be standardized and disclosed to members on a regular basis. As a mutual-aid economic organization, every economic activity of farmers' professional cooperatives is inseparable from financial accounting. Standardizing the financial management of cooperatives is the basic work to ensure the legitimate rights and interests of cooperative members. Each cooperative must set up three accounts in accordance with the "Financial Accounting System for Farmer Professional Cooperatives" formulated by the Ministry of Finance: the general ledger of the cooperative and the detailed ledger. , members’ account. It is necessary to strictly implement the procedures for approval of vouchers, give full play to the functions of the board of supervisors, regularly report financial status to members, and achieve democratic financial management.
(10) Profit returns will be implemented in the year-end final accounts. The ultimate goal of cooperative development is to implement the secondary return of profits. Each cooperative must, in accordance with the "Farmers' Professional Cooperative Law" and the articles of association, effectively formulate a year-end income distribution plan, prepare annual financial accounts, hold a member meeting or a member representative meeting, adopt the distribution plan, and disclose the distribution results, so that the year-end income distribution and The second return of profits is more open and transparent.
3. In the improvement stage, we should be based on the long term and seek development in depth
After two or three years of operation, the cooperative has gradually developed all its businesses, and it is facing The question of how to develop further. A viable farmer's professional cooperative, especially the leader of the cooperative, should have plans for short-term work and goals for long-term development in its specific work practice. Judging from the current development trend of farmers' professional cooperatives and the operation status of farmers' professional cooperatives in economically developed areas in China, and drawing on the experience of international agricultural cooperative development, farmers' professional cooperatives have transformed from a quantitative type to an operation quality type, and from vertical farmer professional cooperation to Horizontal alliances among cooperatives are the inevitable trend for cooperatives to become bigger and stronger. After the cooperative has strengthened its foundation and achieved standardized operation, it should focus on striving for excellence, plan development at a deeper level, and seek greater development in terms of sophistication.
(1) Based on the current planning and long-term planning, find the correct coordinates and clear direction for the sustainable development of the cooperative. The cooperative's work plan, especially the economic development plan, is of vital importance to an economic organization. When formulating annual work plans and long-term development goals, we must adhere to the cooperative's operating advantages and production characteristics, adhere to scientific planning, and take the goal of increasing income and wealth for the majority of members as the basis to build the cooperative into a cooperative where everyone is equal and where all members can give full play to their potential. A smart platform, on this basis, sets a target value as the direction for which all members of the cooperative will work tirelessly. Under normal circumstances, the annual production and operation plan should be collectively studied by the board of directors before the end of the year, and a work plan should be proposed, which will be implemented after approval by the general meeting or member representative meeting; the long-term development plan should be based on feasibility study and demonstration. The enlarged meeting of the Board of Directors proposes a plan, which is submitted to the General Assembly for discussion and resolution, which is then implemented step by step.
(2) Improve taste and strength, and pursue the path of intensive processing of agricultural products to maximize profits. The development of agricultural and sideline products processing industry by cooperatives can improve the economic benefits of cooperatives and enhance market competitiveness.
This is because: First, after intensive processing of agricultural and sideline products, not only more impurities and a large amount of moisture are removed, but also easier to package and transport, and their storage time will be longer. This can not only effectively avoid short-term market fluctuations , and can also adapt to the market's adjustment of demand for agricultural and sideline products; second, as people's pace of life continues to accelerate and consumption concepts change, consumers have put forward new and higher requirements for agricultural products, such as pollution-free agricultural products, green food , organic food, etc. are all inseparable from the intensive processing and product development of agricultural products. Such foods are more popular among people; third, the intensive processing of agricultural and sideline products can effectively improve the grade and quality of agricultural products. Once the processed products Entering the circulation field, it is easy to find suitable markets and consumer groups, and the added value of its products will also increase.
(3) Develop horizontal alliances on the basis of vertical cooperation to effectively make cooperatives bigger and stronger. At present, farmers' professional cooperatives are still in their initial stage. To truly make cooperatives bigger and stronger in the process of good and rapid development, the first step is to further increase the publicity of the "Farmers' Professional Cooperatives Law", Effectively expand the publicity and popularization of the law, so that farmers can fully understand the connotation and essence of the law, and let farmers voluntarily cooperate. The second is to encourage existing registered cooperatives to break regional limitations, open their doors, and attract farmers who are qualified to abide by the cooperative's charter to join the cooperative, expand the scale of the cooperative, and guide farmers to actively and consciously invest in the cooperative to form a cooperative. Together. The third is to guide small and medium-sized cooperatives to conduct horizontal mergers, or to unite cooperatives in the same industry to form joint cooperatives or industrial cooperatives to re-integrate resources, expand scale, enhance strength, enhance market competitiveness, and increase visibility. The "Measures of Liaoning Province for the Implementation of the Law of the People's Republic of China on Farmers' Professional Cooperatives" passed by the 14th meeting of the Standing Committee of the 11th People's Congress of Liaoning Province came into effect on March 1, 2010. The measures stipulate that "Encourage farmers' professional cooperatives to carry out alliances and cooperation in multiple fields and in many ways, and form farmers' professional cooperative federations or head offices." All localities can make some useful attempts and explorations. The fourth is to establish an organizational network of farmer cooperatives at all levels. County and district farmer cooperative federations should be established to help cooperatives carry out rights protection and services, report the situation and problems in the development process of farmer cooperatives to the government, and assist relevant government departments in providing guidance. Cooperative development work.
In short, as long as farmers' professional cooperatives do the key work of the three stages of establishment, operation, and improvement, and achieve standardized operation and scientific management, they will be able to make cooperatives bigger and stronger, and more cooperatives will emerge. It has a good industrial foundation, strong market competitiveness, and a wide range of farmers' professional cooperatives to promote the sound and rapid development of agricultural industrialization in various places.