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

1

2

4

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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