Post on 13-Jan-2017
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Institutional Benchmarks & Non-Farming IncomesReviewing Benchmarks & Performance Indicators for KVKs
Tushar Pandey, Senior PresidentPublic & Social Policies Management (PSPM), North East Region – Initiatives
(NER-I)YES BANK Ltd.
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KVKs – Institutional Mechanism
Technical backstopping for extension services - assessment, refinement and large scale adoption of technology
More than 40 years of inception, 645 KVKs across the country
Multiple host organizations: SAUs, CAU, ICAR Institutes, Deemed Universities (DUs), State Governments, PSUs, NGOs and Other Educational Institutions (OEI)
Valuable role in ensuring food security, but quantifying impact and benchmarking best practices needs further streamlining
Sustainable Agriculture practices
On-farm Demonstr
ation & Use of
technology
Vocational
Training
IV V VI VII VIII IX X XI0
100200300400500600700
1 2989
183261 276
551630
Cumulative Growth of KVKs since Inception
No. of KVKs
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KVKs – Private Sector Perspective on Domain of Activities
Agriculture scenario in terms of crop production and associated sciences/ technological innovations has improved greatly, and the larger challenges lie further up the value chain
With this backdrop, the Domain of Activities need to reflect this emphasis on improving farmer linkage and business enterprise capabilities
Focus on Horticulture (Develop quality mother orchard of major fruit crops in the district) a positive step – leapfrog wrt farmer income – subsistence to high-value
Specific emphasis of technology’s impact on farmer’s evolution towards entrepreneurship/ business enterprise
Data generation
Need assessment and prioritization
Technological interventions
On-farm activities at instructional farm
Outreach activities
Budget Estimates
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KVKs – Performance Indicators for Evaluation
Divided largely intoo Technical – 75%, ando Administrative and Financial – 25%parameters
While KVKs activities are focused at the input/ production end, the success would also be determined by the impact on overall value chain
Can KVKs have specific empirical parameters determining their impact upono Extent of institutionalization due to
technical interventions/ capacity building
o Small farmer IRR/ changes thereino Rural non-farm income (RNFI)/ Rural
non-farm employment (RNFE)o Impact of Farmer Organizations (FOs)
on delivery of extension services
Performance Indicators Max Score Technical
Field survey 3Technology assessment 7
Frontline demonstrations 8Capacity building 7Extension activity 5
Feedback/ follow-up 3Tech production and supply 4
Soil and water testing 2Instructional farm/ other infra 6
Demonstration units 3Awards/ Recognitions 4Special programmes 2
Convergence with other stakeholders 4SAC meeting 3
Staff capacity building 2Database mgmt/ ICT 4
Documentation (success stories) 4Impact analysis 4
AdministrativeStaff in position 4
Utilization of infra 5Host organization support 3
FinancialFund utilization 4
Revolving fund status revenue generated 5Financial reporting 4
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1. KVKs can help private sector bring down their R&D costs
2. Private players, by implementing KVKs’ technology and other innovations in the market, can help KVKs assess their impact in the value chain more accurately
KVKs – Challenges to Performance & Evaluation
Without a strong private sector interface within the KVK model, the ability to measure impact would remain limited due to lack of formal market inputs and insights
KVKs need to ensure that their interaction with informal/ semi-formal farmer groups leads to their evolution into formal entities that are capable to interact with the market/ value chain
There is a need to establish an empirical correlation between parameters like production, market linkage and farmer income to improve accuracy of impact analysis
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Senior Scientist & Head
Scientist
Home Science
Agri Engg
Agri Extn.
Horticulture
Soil Scienc
e
Crop Productio
n
Program Assistant
Farm manager
Computer Programmer
Lab Technician
Subject Matter Specialists from private sector can add
value
Storage/ Warehousing, Transportation, Market Linkages – these aspects also reverse integrate into
success of KVKs
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KVKs – Impact of Farmer Organizations
Farmer Organizations improve delivery of extension services – both quantitatively and qualitatively
Can larger FOs be scaled up to play the role of host institutions for KVKs
Can private players and FOs jointly develop own KVKs with government institutions in the mentoring role – increased technical capacity, market-oriented application and filtering
FOs can be the catalyst towards decentralization of systems and institutions for increased efficiency
AGRICULTURAL INNOVATION
Agro processingWarehousin
gExporters
POsInput
suppliersCreditLand
agencies
AGRICULTURAL KNOWLEDGE & INFORMATION SYSTEMS
NARS: Research
NARIs
NAETS: Education &
Training
NAES: Extension
NAEAs
NARS = National Agricultural Research System, NARI = National Agricultural Research Institute, NAETS = National Agricultural Education and Training System, NAES = National Agricultural Extension System, NAEA = National Agricultural Extension Agency
Source: Adapted from Glendenning 2010, IFPRI Discussion Paper 01048
FARMER ORGANIZATIONS
Can Farmer Organizations and the larger agri-value chain have a greater role within this ecosystem – technology based startups, for instance are already revolutionizing Indian
agriculture and the economy as a whole
FARMERS
Penetration of Private Sector Interface
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Performance Processes, Governance & Indicators
Key Recommendations1. Inclusion of ‘institutional’ parameters
2. Greater support to non-farm activities
3. Storage/ Warehousing
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YES BANK Limited
Northern Regional Corporate Office: 48 Nyaya Marg, Chanakyapuri, New Delhi 110 021 Tel: + 91 11 6656 9000; Fax: +91 11 4168 0144
Public and Social Policies Management (PSPM)| North East Region Initiatives (NERI)Tushar Pandey, Senior President
Northern Regional Corporate Office: 48 Nyaya Marg, Chanakyapuri, New Delhi 110 021 Tel: + 91 11 6656 9002; Email: tushar.pandey@yesbank.in
About YES BANKYES BANK, India’s new age private sector Bank, is the outcome of the professional commitment of top management team, to establish a high quality, customer centric, service driven, private Indian Bank catering to the “Future Industries of India”. YES BANK has adopted international best practices, the highest standards of service quality and operational excellence, and offers comprehensive banking and financial solutions to all its valued customers. A key strength and differentiating feature of YES BANK is its knowledge driven approach to banking and an unprecedented customer experience for its retail and wealth management clients.
YES BANK is steadily building Corporate and Institutional Banking, Financial Markets, Investment Banking, Corporate Finance, Business (SME) and Transactional Banking, Retail Banking and Wealth Management business lines across the country. YES BANK has institutionalized YES International Banking that offers a complete suite of international banking products and services, driven by state-of-the-art technology, which includes Debt, Trade Finance, Corporate Finance, Investment Banking and Business Advisory Services, Treasury and Global Indian Banking. The Bank’s constant endeavor is to provide a delightful banking experience expressed with simplicity, empathy and totality.
Contacts
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DisclaimerYES BANK LimitedRegistered & Corporate Office: Nehru Centre, 9th Floor, Discovery of India, Worli, Mumbai 400018 Tel: + 91 22 6669 9000; Fax: + 91 22 6669 9018
Northern Regional Corporate Office: 48 Nyaya Marg, Chanakyapuri, New Delhi 110 021 Tel: + 91 11 6656 9000; Fax: +91 11 4168 0144
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