The blockages are physical. So are the answers.
Pillar III — Catalysing Public-Private Partnerships.
A women's collective that has grown, cleaned and graded a good crop loses most of its margin to three things — no cold storage within reach, no hygienic processing space, and no buyer who will deal with a collective that small. None of those is solved by training.
we bring institutional purchasers and state agencies to the same table as the collective, and we stay in the room until there is an offtake arrangement rather than a memorandum.
cold storage, sanitised processing and packing zones, grading and testing, transport and aggregation points — funded through corporate CSR and public schemes, and owned by the collective, not by the Forum.
this is a CSR commitment with a countable, auditable outcome and a supply chain at the end of it. For a state agency, it is scheme delivery with a partner who publishes what did not work.
What each side gets
Formation and registration · governance and board training · licences and compliance · working capital access · aggregation and grading · buyer linkage · scheme convergence (SFAC, NABARD, state horticulture and allied schemes).
Each asset type with an indicative cost, the schemes it is eligible under, who owns it at the end, and what the operating model is. Ownership by the collective is stated on every entry.
What a CSR team must supply, and what it receives back: utilisation, impact against Schedule VII, an independent assessment, and the reporting calendar.
Scheme convergence, an MoU template, the Forum's compliance and audit position, and the dashboard's adoptability by a State Government.
The partnership register — committed against delivered
Every executed partnership appears here: the partner, the commitment, the location, the collective, the start date and the current status — including partnerships that stalled. Every partnership page shows what was committed against what has been delivered to date, with the gap visible.