Diagnostic Study to assess and

enhance functioning of

commodity specific Growers’

Associations

March 2013

///4 March 2013

Diagnostic Study to assess

and enhance functioning

of commodity specific

Growers’ Associations

This document has been prepared for the titled project or named part thereof and should not be relied upon or used for

any other project without an independent check being carried out as to its suitability and prior written authority of SFAC

being obtained. SFAC accepts no responsibility or liability for the consequence of this document being used for a purpose

other than the purposes for which it was commissioned. Any person using or relying on the document for such other

purpose agrees, and will by such use or reliance be taken to confirm his agreement to indemnify SFAC for all loss or

damage resulting therefrom.

i

List of Contents Page

Executive Summary S-1

Chapters and Appendices

1 INTRODUCTION 1

1.1 NEED FOR THIS ASSIGNMENT 2

2 DIAGNOSTIC STUDY – SCOPE & OBJECTIVE 3

2.1 OBJECTIVES OF THE ASSIGNMENT 3

2.2 SCOPE OF WORK 3

2.3 APPROACH AND METHODOLOGY 3

2.4 STUDY TOOLS 5

2.5 OUTCOME 5

3 MAPPING OF CURRENT SCENARIO 6

3.1 CURRENT SCENARIO OF GROWERS’ ASSOCIATIONS 6

3.2 INTERACTION WITH GROWERS’ ASSOCIATIONS 12

3.3 INTERACTION WITH GROWERS 14

3.4 INITIATIVES OF SELECT ASSOCIATIONS AND GROWERS 16

3.4.1 Strawberry Growers Association 16

3.4.2 Guava Growers and Association 17

3.4.3 Vegetable Growers and Association 18

3.4.4 Other noticeable initiatives 18

3.5 MAPPING PROGRESSION OF GROWERS’ ASSOCIATIONS 19

3.6 IMPEDIMENTS AFFECTING PROGRESSION OF GROWERS’ ASSOCIATIONS 21

3.6.1 Motivation 21

3.6.2 Resources 21

3.6.3 Promotion and communication 21

3.6.4 Other issues 22

4 SUGGESTIONS AND RECOMMENDATIONS 23

4.1 Jumpstart progression of Growers’ Associations 26

4.1.1 Appointment of secretariat 26

4.1.2 Arranging initial seed fund 27

4.1.3 Commencement of operation 27

ii

4.2 Role clarity and objectivity of Growers’ Associations 27

4.2.1 Defined annual goals and deliverables 27

4.2.2 Revenue model 27

4.2.3 Policy advocacy 28

4.2.4 Linkages for growers 28

4.2.5 Knowledge sharing and dissemination 28

4.2.6 Development of existing and new markets 29

4.3 Management of Associations 29

4.3.1 Tier 1: CIH (Confederation of Indian Horticulture) 30

4.3.2 Tier 2: Growers’ Associations 30

4.3.3 Secretariat: Support to CIH and Growers’ Associations 30

4.4 Activities of Associations 31

4.4.1 Branding and Promotion 31

4.4.2 Technology Promotion 31

4.4.3 Product Value Addition 32

4.5 Conclusion: 32

Annex 1: Group Discussion checklist for President/VP of Associations 33

Annex 2: Group Discussion checklist for Growers and Producers 36

Annex 3: Interaction workshop with office bearers of Growers Associations, organised

at Chandigarh on January 17, 2013. 39

Annex 4: Interaction workshop with office bearers of Growers Associations, organised

at Pune on January 21, 2013. 40

Figures

Figure 1.1: Genesis and formation of commodity specific National Growers’ Associations .... 2

Figure 1.2: Role of National Growers’ Associations as envisaged at the time of their

formation ............................................................................................................ 2

Figure 2.1: Study Approach .................................................................................................... 5

Figure 3.1: Annual Strawberry Festival, Pune ........................................................................ 17

Figure 3.2: Product diversification planning by Guava Growers Association of India, Rahata 17

Figure 3.3: Direct sale of vegetables by growers in housing societies, Pune .......................... 18

Figure 3.4: Interaction workshop with office bearers of National Growers Associations, Pune

........................................................................................................................... 19

iii

Figure 3.5: Progression of Growers’ Associations .................................................................. 20

Figure 4.1: Case I: Greenery - Commitment from Farm to Fork ............................................. 24

Figure 4.2: Case 2: Washington Apples – Evolution and Impact due to Globalisation ............ 25

Figure 4.3: Strategy to revive Growers’ Associations............................................................. 26

Figure 4.4: Proposed tiered structure of Growers’ Associations ............................................ 29

Tables

Table 3.1: Current scenario of Growers’ Associations ............................................................ 7

S-1

Executive Summary

Page - 1

1 INTRODUCTION

The Government of India, recognizing the horticulture crops as a means of diversification in

agriculture in sustainable manner through efficient use of land and optimum utilization of

natural resources, initiated many schemes and policies from time to time, for strengthening

and commercialisation of the sector. In 1984, National Horticulture Board (NHB) was created

with one of the key mandates to promote hi-tech horticulture in the country to increase

production and productivity of fruits and vegetable crops. Over period of time, government

increased the assistance for promotion of Horticulture and impact on ground started

showing results in terms of area expansion, adoption of modern production technologies

and increased production of fruits and vegetables.

Government of India also launched the National Horticulture Mission (NHM) in 2005-06,

with the objective of bringing a holistic and integrated development in the Horticulture

sector. It is based on cluster approach, focused development of selected crops,

improvements in production and productivity, adoption of good agricultural practices aimed

at promotion of exports and focus on Post Harvest Management.

Though, India has maintained leadership position in the production of many commodities

like mango, banana, acid lime and others but is not able to harness the full potential of

sector due to inherent disadvantages of Indian farming sector such as small holdings, poor

technology adoption, lack of investment capacity of farmers, inability to scale up to

commercial size and absence of organised market linkages. To address these challenges,

need for farmers’ collective actions was felt.

Some of the specific needs identified in this regard are as follows:

• Collectivization of farmers

• Training and capacity building of growers

• Tie-ups with institutions and markets

• Promotion of technology for production and post harvest management

• Creating common infrastructure for growers

• Market demand and intelligence

• Higher revenue realisation for growers

With this background, National Horticulture Board (NHB) had initiated to register commodity

specific growers’ association and registered 17 such Associations at the National level under

the Society Act 1860 in the country.

A group on Perishable Agricultural Commodities, set up by the Department of Agriculture,

Ministry of Agriculture, Government of India in the year 1981, headed by Dr. M. S.

Swaminathan, the then Member (Agri.), Planning Commission of India had recommended

formation of Primary Horticulture Growers’ Co-operative Societies and should be federated

at regional and national level. As per recommendation, the primary horticulture growers’

cooperatives Societies shall provide services to its members in terms of input supply, post

Page - 2

harvest, storage, transport and marketing infrastructure , information and advice. Regional /

National federations of primary cooperatives should provide processing, storage and

marketing support to growers’ at regional level. NDDB, based on its experience of formation

of primary cooperatives, was given responsibility of formation of promoting growers

organisations at Primary and Regional level by setting-up a Fruits & Vegetables Unit, which is

now known as ‘SAFAL’. However, the primary cooperatives formed by NDDB could not be

federated at regional level nor could get representation in Board of Directors of NHB.

In 2001 (meeting held on 8th

May 2001), SFAC, NHB and NCDC were entrusted by the

Department of Agriculture & Cooperation with the task of formation of Commodity specific

Growers’ Associations.

The process of formation of these Growers’ Associations was initiated to stimulate the

process of formation of primary level functioning associations of growers to enable the

producers to organise themselves to meet their requirement of farm-inputs, credit, post

harvest handling, cold chain, processing, marketing and exports collectively, as per their felt

needs in each case. It was also aimed that the primary level functional Associations will

federate into State and National Level Associations in order to deal with issues at these

levels. In the process, instead of formation of primary cooperatives NHB, on

recommendation of DAC, registered national level commodity specific growers’ association.

The following figure illustrates the genesis and formation of commodity specific National

Growers’ Associations.

Figure 1.1: Genesis and formation of commodity specific National Growers’ Associations

Under this programme, associations have been formed for

1) Apple,

2) Banana,

3) Orange,

4) Guava,

5) Sapota,

6) Mango,

7) Pomegranate,

8) Grapes,

Page - 2

9) Litchi,

10) Vegetable,

11) Strawberry,

12) Stone Fruits,

13) Aonla,

14) Vanilla,

15) Flowers,

16) Aromatic Plants and

17) Passion Fruit.

All the National Level Associations were formed with initial seed money of Rs.0.5 Lakhs

provided to them by the NHB. In order to strengthen the associations, financial support

varying from Rs. 0.25 lakh to Rs.1.00 Lakh per annum was provided to them till year 2008-09.

Funds were also given to the Associations for organising seminars/symposium/exhibitions

and exposure visits for farmers.

All the associations formed by NHB and two other associations federated in to national level

Confederation of Indian Horticulture.

The Grape Growers’ Association has membership base of 35000 producers and presence in

seven states across the country. All other Growers’ Associations have not been able to

garner any significant membership of primary producers.

The following figure illustrates the role of these National Associations, as envisaged at the

time of their formation.

Figure 1.2: Role of National Growers’ Associations as envisaged at the time of their

formation

1.1 NEED FOR THIS ASSIGNMENT

Ten years since their formation, it has been observed that these Associations are not

performing optimally as these were expected to perform, except in a few cases. Even after

Page - 2

ten years of their existence, most of the National level Growers’ Associations have not been

able to make their presence felt at the ground level, neither by their action nor by attracting

any significant numbers of members and increase their membership base.

These national level associations have also not been able to establish any organic

relationship with already existing primary level functional associations at various levels as

well as very limited relations have been established with other stakeholders who play critical

role in whole value chain of a particular product / crop

With this background, it was proposed to study the functional problems of existing

Commodity Specific Growers’ Association and suggest effective measures to make them

vibrant. NHB has requested SFAC for undertaking this assignment.

Page - 3

2 DIAGNOSTIC STUDY – SCOPE & OBJECTIVE

2.1 OBJECTIVES OF THE ASSIGNMENT

Objectives of this diagnostic study is to assess current structure, status and functioning of

various National level Commodity Specific Growers’ Associations; identify gaps, weaknesses

and issues faced by these associations in effective functioning; and recommend effective

measures and strategies to revive the associations to achieve targets sets for them.

2.2 SCOPE OF WORK

The scope of work envisaged for this assignment is as under:

• Mapping of Current Status of commodity specific Growers’ Association, specifically in

following terms:

o Activities undertaken in last two to three years;

o Membership and involvement of members;

o Geographical presence;

o Regularity of interaction of members;

o Structure and functioning of these Associations;

o Financial sustainability and sources of incomes;

o Human resources (Technical and administrative);

o Infrastructure, if any;

o Associations, collaborations developed with other organisations / institutions

etc.;

• Assessing whether these associations have been able to fulfil their objectives or not;

• Measuring Tangible Benefits that members have received by associating with these

Associations;

• Achievement so Associations so far, in various aspects such as collectivisation,

productivity enhancement, technology introduction, market development etc.

• Recording key learning of each Association, identification of measure gaps and

specific recommendation on functioning of each Association.

2.3 APPROACH AND METHODOLOGY

In order to undertake this assignment, SFAC adopted qualitative research approach. For

assessing the functionality of Associations, various stakeholders, discussions were held with

President and / or other designated individuals of associations. Interactions were also

Page - 4

undertaken with producer members with the aid of semi-structured schedules and interview

guide.

Synergy team members contacted the associations for eliciting necessary information.

Discussions were focused on following parameters:

• Structure of Associations;

• Membership base and spread;

• Office bearers of associations and their background;

• Objectives of Association;

• Activities undertaken for –

o Promoting membership;

o Creating awareness;

o Training & capacity building of members;

o Market linkages;

o Tie-ups / partnerships with other institutions / organisations;

o Promotion of technology for production and post harvest management

amongst member producers;

o Overall Impact on crop yield, quality improvement, marketability, new market

identification and better price realisation for producers;

o Infrastructure created (for training, capacity enhancement, input supply,

market infrastructure;

o Facilitating member farmers in getting financial assistance and other support

under various government schemes and programmes;

o Action plans and budget

o Sources of fund and financial management;

o Process for ensuring financial sustainability of

o Management structure of Association, participation of members in decision

making, process for ensuring participatory decision making and transparency;

o Any other relevant activities undertaken by the Associations;

The following figure illustrates the approach adopted for undertaking for this assignment.

Page - 5

Figure 2.1: Study Approach

2.4 STUDY TOOLS

To assess the performance of these Associations and improve their effectiveness, Synergy

developed the following study tools:

a. Group Discussion Schedule for Growers’ Association office bearers

b. Group Discussion Schedule for primary producers/growers

A copy of the above-mentioned study tools are enclosed as Annex 1 and Annex 2,

respectively, along with this report.

2.5 OUTCOME

The outcome of the assignment will be the revival strategy of the Growers Associations

through realignment of goals and implementing pragmatic solutions for making these

associations effective.

Page - 6

3 MAPPING OF CURRENT SCENARIO

This chapter elucidates the findings of the assignment including interaction with Association

office bearers and primary producers / growers associated with the respective commodities.

In addition, the chapter analyses the findings and also provides key takeaways.

3.1 CURRENT SCENARIO OF GROWERS’ ASSOCIATIONS

Current scenario mapping of the Growers’ Associations has been done based on different

parameters, such as activities undertaken, memberships, geographical presence, members’

participation, structure and functioning, revenue model, human resources, infrastructure

and institutional tie-ups etc. The following table depicts the current scenario of the

Growers’ Associations. This is based on the available information and discussions with the

Associations and growers.

As shown in the table below, some of the Growers’ Associations, namely Grapes, Strawberry,

Pomegranate and Vegetable, are facilitating some of the activities like input supply, product

aggregation, market linkages and primary value addition etc through its member

cooperatives. Some others like the Vegetable Growers Association are making some

headway as they are implementing NVIUC initiative across select clusters in the state. Most

of the other Associations have not undertaken any such activity for the members at the field.

Page - 7

Table 3.1: Current scenario of Growers’ Associations

# Name of

Association Activities Membership

Geographical

presence

(states)

Interaction

of

members

Structure

and

functioning

Revenue

model

Human

resources Infrastructure

Institutional

tie-ups

1 Grapes Organises

symposiums for

farmers.

35000 7 Periodic

meetings

Individual

centric

Grant -

NHB

1 Working from

cooperative

office

NHB, APEDA

(exporting)

2 Banana Facilitated

Insurance

package to

farmers in

Maharashtra,

organises

symposium,

facilitated in

getting subsidy

for train freight

4000 3 Periodic

meetings

Individual

centric

Grant -

NHB

0 None NHB

3 Flowers 5 Periodic

meetings

Individual

centric

Grant -

NHB

0 None NHB

4 Strawberry Annual festival

in Pune,

product

diversification,

300 4 Periodic

meetings

Individual

centric

Grant -

NHB

0 Working from

cooperative

office

Page - 8

# Name of

Association Activities Membership

Geographical

presence

(states)

Interaction

of

members

Structure

and

functioning

Revenue

model

Human

resources Infrastructure

Institutional

tie-ups

eco tourism

5 Orange Programmes for

technical

information

dissemination,

facilitation of

finance by

banks increased

by 511%

1200 6 Periodic

meetings

Individual

centric

Grant -

NHB

0 None

6 Stone Fruits 2000 3 Not

regular

Individual

centric

Grant -

NHB

0 None Exporting

(APEDA)

7 Aonla 300 2 Individual

centric

Grant –

NHB

8 Guava 500 5 Not

regular

Individual

centric

Grant –

NHB

0 Working from

cooperative

office

9 Sapota Seminars

organised by

Cooperative,

Association

helps scheme

outreach to

5000 Regular Individual

centric

Grant –

NHB

0 Working from

cooperative

office

Exporting

(APEDA)

Page - 9

# Name of

Association Activities Membership

Geographical

presence

(states)

Interaction

of

members

Structure

and

functioning

Revenue

model

Human

resources Infrastructure

Institutional

tie-ups

farmers.

10 Mango 5000 Not

regular

None Grant –

NHB

0 None

11 Pomegranate 5000 6 Regular Individual

centric

Grant –

NHB

0 Working from

cooperative

office

Exporting

(APEDA)

12 Vanilla 2000 (at time of

formation). Due

to crop failure

(virus infection)

membership

negligible.

Contemplating

to dissolve

Association

3 Not

regular

None Grant -

NHB

0 None

13 Litchi Grant -

NHB

Page - 10

# Name of

Association Activities Membership

Geographical

presence

(states)

Interaction

of

members

Structure

and

functioning

Revenue

model

Human

resources Infrastructure

Institutional

tie-ups

14 Vegetable Implementing

NVIUC in select

clusters in

Maharashtra,

started direct

sales of

vegetables in

Pune housing

societies

9 Regular Individual

centric

Grant –

NHB

2 Have

independent

office for

implementing

NVIUC

initiative

SFAC

15 Apple 1000 3 Not

regular

Individual

centric

Grant -

NHB

0 None

16 Aromatic

Plants

Grant -

NHB

17 Passion Fruit Grant -

NHB

18 Nurserymen Organise

seminars on

technical know-

how, publish

quarterly

magazine

(Nursery Today)

1428

(1800 life

members across

26 states)

26 Not

regular

Individual

centric

Grant -

NHB

0 None

Page - 11

# Name of

Association Activities Membership

Geographical

presence

(states)

Interaction

of

members

Structure

and

functioning

Revenue

model

Human

resources Infrastructure

Institutional

tie-ups

19 Orchid Capacity built

for farmers

(pre-harvest)

700 7 Not

regular

Individual

centric

Grant -

NHB

0 Have

independent

office

Page - 12

3.2 INTERACTION WITH GROWERS’ ASSOCIATIONS

As part of the assignment, the study team interacted with office bearers of Growers’

Associations in two regions – northern and western India. In order to facilitate the successful

completion of this assignment, NHB organised two interaction workshops at Chandigarh and

Pune. These workshops were attended by office bearers of Growers’ Associations in both

regions. The list of participants in these workshops is included in Annex 3 and Annex 4,

respectively, along with this report.

The interaction workshops with office bearers of Growers Associations were organised by

NHB at Chandigarh on January 17, 2013 followed by Pune on January 21, 2013. Apart from

these two interactive session efforts have been made to contact individual office bears of

associations who failed to participate these two sessions.

During the interaction workshops, the issues highlighted by the office bearers of the

Growers Associations were as under:

1. Lack of motivation of growers to join Associations– during the interactions most of

the office bearers of the Associations stated that the growers lacked the motivation

to associate with the related Associations. According to representatives, the

growers do not visualise any tangible benefit in associating with the Associations.

Therefore, the growers were unwilling to aggregate their produce with other

growers and members of related Associations. This has resulted in the stagnant

membership of Associations. Most of the associations are alive but not active.

2. Associations are individual centric – as mentioned during interactions with

Associations, most of them are synonymous with specific individuals. These

individuals were nominated to their respective positions, at the time of formation

of these related Associations. Not a single association has followed any approach to

develop these associations as institutions based on transparent, democratic and

participatory manner. This is one reason, why there is no active participation in

activities of association by producers, as they do not see any specific role for

themselves.

3. Basic infrastructure – most of these Associations do not have basic infrastructure

for operations like office premises, furniture and fixtures, telephone, etc. These

hamper the effective functioning of the related Associations.

4. Engagement of professionals and skilled manpower – most of the Growers

Associations stated that they do not have dedicated professionals and skilled

personnel for managing their day to day operations.

5. Forward linkage by Associations – most of the office bearers of the related

Associations mentioned that the traditional marketing set up of mandis and adhatis

was difficult to break in by the Association. In specific cases, namely Grape Growers

Association, Strawberry Growers Association, Vegetable Growers Association,

Pomegranate Growers Association have been able create alternate marketing

channels. However, most of the associations have not been able to succeed in this

regard and have stated the following reasons:

Page - 13

• Traders have been providing input services to farmers like seeds, saplings,

fertilizers, etc.

• Traders / adhatis have bonded socially with farmers by providing financial

advances, attending social functions of growers, etc.

6. Revenue model for sustenance – as mentioned by most of these Associations, they

do not have any established revenue model for sustaining themselves as well as

they do not have any thinking on this line.

Vegetable Growers Association of India (VGAI), which is working with Small

Farmers’ Agribusiness Consortium (SFAC) for implementation of a scheme, is

proposing a contribution of 1% from the business turnover of each FPO associated

with it.

7. Knowledge sharing between members and other Associations – it emerged during

the interactions that knowledge sharing between members and between other

Associations was non-existent. Some of the Associations organise annual seminars

like Lime Growers Association, Stone fruit Growers Association.

8. Objectivity of Associations – as stated by office bearers of Associations, growers do

not perceive the objective of Associations and mostly consider synonymous with

Cooperatives.

9. Linkages of Associations – most of the Associations mentioned that their linkages

with other stakeholders and institutions were hardly noticeable along with the

interaction between them. The stakeholders and their purpose for linkage, as

mentioned by the Associations, are as under:

• Universities: transfer of technical know-how, propagation of new and

innovative varieties, etc.

• Laboratories: quality certification and testing of soil, produce and value added

products

• Extension programmes: effective and innovative growing techniques with

practical demonstration to growers

• Other institutions like APEDA, NHB: forward linkage with markets and

Government schemes

• Service providers and vendors: transporters, packaging material providers, cold

stores, input suppliers, plant and machinery providers, etc. who form the much

required backbone for the growers

10. Customisation of goals and objectives as per need of Associations – most of the

office bearers of the related Associations stated that at the time of formation, the

specific needs of each organisation was not taken into consideration. The objectives

and goals of all Associations, as mentioned in their respective by-laws, are very

generic and do not address the specific needs of individual commodity growers.

Page - 14

11. Planning approach for formation – while planning the formation of the Growers

Associations, top down approach has been followed instead of bottoms-up

approach. As the Associations were formed using a top-down approach, the actual

need of these organisations could not be captured. This point was mentioned

during the interaction workshops with office bearers of Associations and growers.

12. Inter-linkages between Associations – most of the Associations are not in touch

with other Associations, thus resulting in a wide communication gap between them.

Some of the state Associations in Maharashtra, Gujarat and Rajasthan organise

periodic meetings to share knowledge and progress.

13. Recognition of select Associations by Government agencies – Despite of being

registered and recognised by NHB, office bearers of the Associations are not being

recognised as representatives of growers by officials at District and State level. Due

to this situation, office bearers are not able to assist / facilitate the farmers in any

manner at field level.

14. Joining and Annual Fee – during the interaction workshops, most of the

Associations mentioned that the joining fee of Rs. 1000 and annual fee of Rs. 1000

is perceived very high for growers. This discourages the growers to associate

themselves with the related Associations.

3.3 INTERACTION WITH GROWERS

After the interaction workshops at Chandigarh and Pune, the team also visited and met

member / non-member growers, across commodities. The highlights of the interaction with

growers are as under:

1. Associations alive but not active – most of these growers mentioned that ever

since the related Associations were formed, they are alive but not active. As a

result of this inactivity, these Associations are not able to deliver envisaged

benefits to growers. Some of these Associations are exceptions and are active

namely Vegetable Growers Association of India, Grape Growers Association of

India, Stone fruit Growers’ Association and Strawberry Growers Association of

India.

2. Growers not aware about Association activities – during the interactions, most of

the growers mentioned that they were neither aware about activities of

Association nor aware about their future plans.

3. Growers selling individually or through cooperatives – most of the growers

mentioned that they were either selling their produce individually or through

farmers cooperatives. Some of these cooperatives have been operational long

before the formation of these Associations. These growers did not envisage any

role of Association in sale of produce.

4. Unity among growers non-existent – the growers also stated that unity amongst

themselves was missing, thereby resulting in their inability to come together as

members of the related Associations.

Page - 15

5. Collectivisation of growers is difficult – as a result of the missing unity among

growers, the collectivisation of the growers has proved to be a colossal task. This

has also resulted in the

6. Associations are ineffectual – in most of the interactions the growers have

mentioned that although the Associations have been formed, but they are

ineffectual. The growers quoted the following points in support of their statement

• The Associations do not have clear objectives

• Most of them do not have resources or have limited access to resources

• Almost all the Associations do not have a revenue model for sustaining

themselves

• Some of these Associations are not given due recognition by Government

authorities, like Lime Growers Association in Maharashtra and Pomegranate

Association of Andhra Pradesh

7. Value perception in Association – most of the growers, during the interaction,

mentioned that they did not perceive any value by being associated with their

respective Associations in their current structure and working.

8. Credibility of Associations to deliver not well established with other stakeholders

– the growers also mentioned that Associations lacked the credibility to deliver

results. They listed the following points in support of this statement

• Due to inactivity of most of the Associations

• Lack of collectivisation of growers

• Value perception of Associations

9. Management of Association neither strong willed nor foresighted – most of the

growers stated that the management of the related Associations were neither

strong willed nor do they have the foresight to take the organisations forward.

10. No aid received from Government for promotional activities – the growers

expressed their concern that most of the Associations have not received any aid

from the Government agencies for fulfilling related expenses like promotion,

printing of publications, provision of technical knowledge and know-how.

11. Legal form of Associations – Growers have expressed concern that in their present

form, the Associations may not be able to perform their role as envisaged. In the

present form, the Associations are registered as not-for-profit societies under

Societies Registration Act, 1860. Some of the growers have suggested to change

the legal form of the Association to a cooperative or a Producer Company.

12. Negligible value addition of produce - most of the growers are selling their

produce as fresh, without any value addition, processing or diversification. They

suggested that the related Associations can provide for

• Market intelligence regarding new product forms and their acceptability with

buyers

Page - 16

• Common collection, sorting and grading units for groups of growers

• Technical know-how to support product innovation, value addition and

diversification

3.4 INITIATIVES OF SELECT ASSOCIATIONS AND GROWERS

This section describes some of the initiatives undertaken by Growers’ Associations and

individual growers.

3.4.1 Strawberry Growers Association

The study team visited various Growers’ Associations and growers and observed that the

Strawberry Growers’ Association of India was undertaking the following initiatives. These

activities were funded by the growers and the cooperative based in Mahabaleshwar,

Maharashtra.

• Organise annual Strawberry festival in Pune – The festival is organised under the

aegis of the Association and popularises products with end consumers. The festival

also aims to minimise product losses by making available marketable surplus during

harvest seasons.

• Diversified product portfolio – The Association has helped growers diversify their

product portfolio by value addition and processing. The products are being sold

through the growers cooperative are syrup, lassi, cake, jelly toffee, chikki, jam, ice

cream. This has also helped increase the shelf life of the fresh produce.

• Farm tourism – The growers and the Association also organise eco tourism for

visitors which includes staying in farm cottages, visiting farms, plucking fruits from

the farm as per choice of tourists and purchasing products at farm gate. This helps

promote the fresh produce and its value added products and popularises it with

end buyers.

The following figure illustrates a glimpse of the annual Strawberry Festival organised in Pune

by the Strawberry Growers Association of India.

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Figure 3.1: Annual Strawberry Festival, Pune

3.4.2 Guava Growers and Association

During the interaction with Guava growers and Association at Rahata, the members shared

that they have published souvenir highlighting technical know-how, organised national

symposiums and would like to diversify their portfolio to include value added and processed

products.

• Diversification of product portfolio – the Association is contemplating to diversify

the product portfolio from fresh produce to jams and juices in Tetrapak (contract

packaging).

• Publication - the Association published a souvenir for a national symposium in 2009

The following figure illustrates a glimpse of the product diversification portfolio being

planned by the Guava growers and Association of India.

Figure 3.2: Product diversification planning by Guava Growers Association of India, Rahata

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3.4.3 Vegetable Growers and Association

The study team visited the vegetable growers and Association in Narayangaon and found out

that

• Implementing NVIUC in Maharashtra – The initiative is being implemented by the

Vegetable Growers Association of India in select districts in Maharashtra.

• Registering producer companies (FPOs) – The Association is in the process of

registering four FPOs in the region

• Direct sale of vegetables in housing societies of Pune – the Association has

initiated daily sales of vegetables in housing societies of Pune. Daily almost 30-40

trucks of 2MT capacity each reach these housing societies in Pune, where fresh

vegetables are being sold to end consumers directly.

• Revenue model for Association – the Association proposes to sustain itself by

accepting contribution of 1% of all revenue generated through the Association for

these FPOs.

The following figure illustrates direct sale of vegetables, by growers, in housing societies of

Pune.

Figure 3.3: Direct sale of vegetables by growers in housing societies, Pune

3.4.4 Other noticeable initiatives

Some of the other noticeable initiatives undertaken by growers and Associations are as

under

• Insurance package – Banana Growers Association has facilitated in developing

insurance package for farmers against extreme heat and cold.

• Railway freight – Banana Growers Association have facilitated subsidisation of

railway freight from farm to market in Maharashtra, which is being supported by

NHB.

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• Annual seminar, institutional tie-up, research journal - Lime Growers Association

organised a 4-5 days annual seminar with Agriculture University as partner. They

have also provisioned for publication of research journal to provide information on

new development to growers.

• Finance by banks – Orange Growers Association has helped in 511% increase in

finance by banks

• Organic certification – Organic certification of produce was done for 9500

Stonefruit Growers, the cost of which was borne individually by growers.

The above initiatives were shared by office bearers of respective National Growers

Associations during the interaction workshop organised by NHB (National Horticulture

Board), at Pune.

Figure 3.4: Interaction workshop with office bearers of National Growers Associations,

Pune

3.5 MAPPING PROGRESSION OF GROWERS’ ASSOCIATIONS

This section assimilates the findings presented earlier in this chapter along with the current

scenario of the Growers’ Associations and mapping their progression over the years.

Based on the findings and current scenario, the study team has mapped the progression of

the Growers’ Associations. The stages of progression are described as under:

• Forming – in this stage, the Growers’ Associations were formed under the aegis of

Ministry of Agriculture, Government of India and NHB. The office bearers were

appointed for each Association and seed money provided by NHB.

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• Norming – after formation of the respective commodity Associations, NHB provided

yearly grants to each of the Associations. These funds were to be used for

establishing, stabilising and achieving the set goals, as mentioned in the by-laws of

each Association. This included organising capacity building and training sessions for

Association office bearers and growers, planning ahead for growth and hand

holding growers to achieve goals.

• Storming – in this stage, brain storming of various issues would have been

undertaken. Various issues regarding pre-harvest, production and post-harvest

would have been discussed. During this stage the role of the Associations would

have become clearer and their coordination with the growers and other

stakeholders increased. The Associations would have started evolving through their

experience and started functioning independently with little support from external

agencies. However, except one or two association, no other association has reached

to this stage.

• Performing – in this stage the Associations would have become fully functional,

independent of all support and would be able to sustain on its own, without any

external support. This is ideal for an Association.

The following figure maps the progression of the Growers’ Associations across these four

stages.

Figure 3.5: Progression of Growers’ Associations

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3.6 IMPEDIMENTS AFFECTING PROGRESSION OF GROWERS’ ASSOCIATIONS

This section summarises the impediments affecting the progression of the Growers’

Associations in terms of their performance and effectiveness. These are based on the

interaction with growers and Associations, across commodities, along with situational

analysis and observations of our team members.

These impediments can be categorised as following:

3.6.1 Motivation

There is a lack of motivation among growers and Associations alike. This has resulted in the

following

(a) Lack of growers’ willingness to aggregate

(b) Growers do not perceive value in Association

(c) Credibility of Association to deliver not well established

(d) Associations alive but not active

(e) Growers selling individually or through cooperatives – no role of Association

envisaged

3.6.2 Resources

Most of the Associations and growers mentioned that lack of adequate resources were an

important impediment in the operations of the Associations. This has resulted in the

following

(a) No Revenue model for sustenance

(b) Lack of infrastructure like office premises, furniture and fixtures

(c) Lack of professional and skilled manpower for day to day operations – management

of Associations neither strong nor foresighted

(d) Traditional marketing set up difficult to break in by Association – traders providing

input services to farmers, social bonding with farmers

(e) Lack of knowledge sharing between growers and Associations

(f) Some orchards/farms have turned senile and there is no revival plan for them.

3.6.3 Promotion and communication

It has emerged from the discussions that promotion of the Association and communicating

the purpose and activities were also lacking. This has resulted because of

(a) No customisation as per need of individual Associations

(b) No bottoms-up planning approach – growers hardly aware about Association

activities

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(c) Associations hardly connected with – Universities, Labs, extension programmes,

other institutions, service providers and vendors

(d) Communication gaps between Associations – inter linkages hardly exist

(e) No aid received from Government for promotional activities since 2009

3.6.4 Other issues

Some of the other impediments mentioned by Associations and growers alike are as under.

(a) Most associations are individual centric

(b) Objective of Association not perceived by farmers – they relate Association as

synonymous with Cooperative

(c) Select Associations not recognised by Government agencies – Pomegranate, Lime

(asked to join Orange Association)

(d) Associations are ineffectual with no clear objectives, no resources, no revenue

model, no recognised by Government authorities

(e) High joining fee and annual fee discourage growers from joining as members in

Associations

Considering all the above findings, situational analysis and interaction with Associations and

growers, the study team has drafted the suggestions and recommendations in the following

chapter for reviving the Growers’ Associations.

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4 SUGGESTIONS AND RECOMMENDATIONS

At the time of formation of the Growers’ Associations it was thought that they would pass

through all the four stages of progression, as mentioned in the previous chapter (section

3.5). It is evident from the findings and situational analysis that the Associations have not

been able to progress as envisaged.

This chapter encloses the revival strategy for these Associations.

Biggest gap identified during the diagnostic study is that there is no presence of these

associations at the ground level and lacks direct connect with the growers. Therefore, the

strategy for revival of these associations should be based on assurance of active

participation of growers in the association.

Second major issue expressed by the growers was that the existing associations are not

representing growers’ group but are individual centric, therefore the revival strategy should

ensure participatory, democratic and collective relation as well as ownership of association

with the growers. Ideally the relationship between farmers and association should start from

commensalism (where growers get tangible benefits from association) and over period of

time it should lead to mutualism (farmers and associations both getting benefited from

existence of each other)

Third issue identified is relating to financial sustainability of the associations, for which the

revival strategy should have components of tangible benefits for the growers in turn of

which viable business model can be evolved for association (commensalism to mutualism).

A number of commodity growers’ association at International level were studied and

examined. Out of these a couple of international growers’ associations’ working models

were examined in detail and their key take away were customised to suit the context of

associations in India. These two cases have been presented as below:

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Figure 4.1: Case I: Greenery - Commitment from Farm to Fork

Greenery, formed in 1996 by merging of nine Dutch fruit, vegetable and mushroom

auctions, is owned by VTN (a horticulture cooperation of fruits, vegetables and

mushrooms in the Netherlands). A large number of Dutch growers are therefore, not

only suppliers but also members and shareholders of the cooperative. Good

performance of Greenery in the market is in direct interest of member growers.

Greenery also obtains its produce from sources over the entire world and supplies them

fresh to a multitude of customers on a daily basis.

Together with the forward thinking member growers, Greenery works on various options

of optimising the supply chain. It unites the sources and has direct contact with the final

customer as a single company. The supply chain for fruits and vegetable can not possibly

be shorter than this.

Partnership with the growers helps Greenery in maintaining consistent quality and

supplying the produce as per customer demand. Company demands that its national and

international suppliers comply with EUREGAP or comparable quality system. If customer

stipulates a different quality assurance system, growers are selected who comply with

these regulation and standards. The Greenery supports its associated growers in product

innovation and cultivation method. A digital system has been developed providing up-to-

date details of the cultivation methods used by the suppliers. Partnership developed

with the growers and use of modern technology has made it possible for Greenery to

consistently maintain the quality of product from production to the end consumer and

develop such an efficient supply system across the world.

Greenery has developed customised logistic solutions for bulk delivery at the distribution

centres as well as for retailers. The company is a successful example of optimising the

supply chain for fruits & vegetables, developing a quality management system and

ensuring markets for the produce by cooperation and joint efforts.

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Figure 4.2: Case 2: Washington Apples – Evolution and Impact due to Globalisation

The origin of Washington Apples can be traced to the late 19TH century when settlers

experimented with small orchards, intended for family and local use. It was discovered

that the soil and climatic conditions were ideal for producing a high quality fruit. The

orchard owners started selling these apples domestically and internationally.

Over the years, the apple growers have widely accepted the necessity of global markets

for marketing a rapidly expanding volume of fruit.

The Government, on their part, has played and continues to play a crucial role in the

development and globalization of the Washington Apple industry. Washington’s first

orchards were developed as part of a Government sponsored programme to settle the

western frontier. Irrigation projects by Government enabled subsequent expansion of

apple production in Washington. The Government also plays an important role in the

financing of international marketing promotion efforts, which have grown considerably

over the past two decades along with negotiating stringent trade barriers.

In order to meet varying demand expectations and Government regulatory

requirements, Washington Apple growers had to modify operations and plant new

varieties. Global distribution of Washington Apples has helped sustain the industry and

growers. It has also hastened the industry’s consolidation and integration, along with

transitioning from a geographically concentrated-family operated origin to an

organisationally concentrated, vertically integrated and more geographically dispersed

industry.

Over the past two centuries this industry has evolved phenomenally. Increasing

international sales and product differentiation, combined with technological advances in

storage and shipping has had wonderful effects on the industry and its growers.

The growers have added new varieties of apples, increased production volumes,

improved storage technology and year round shipping have led to longer periods of

employment. Work in the orchards, including planting, thinning, pruning and harvesting

stretch over many months of the year. This has resulted in introduction of automation in

packing, storage and shipping operations, relocating facilities to low-cost areas, thus

optimizing overall costs for growers. Most warehouses and storage facilities also operate

all through the year.

The example of Washington Apple industry demonstrates that globalization helps

production, integration and entrenchment in local places.

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The learning of these cases is as below:

• Growers should see direct benefit in associating with the association;

• Association should ensure minimum number of member, which can guarantee

economy of scale for running the association in terms of various business activities;

• The existence and sustenance of association is possible only, if individual member /

group of member / member organisations are profit centre in themselves;

• There should be clearly defined roles and responsibility for association, its elected

representative and officials / staff as well as governance of association.

In order to revive the Growers’ Associations, the strategy which could be adopted is

depicted in the following figure.

Figure 4.3: Strategy to revive Growers’ Associations

The aforementioned strategy is detailed as under:

4.1 Jumpstart progression of Growers’ Associations

In order to revive the Associations and synchronise them for progression, it is imperative to

jumpstart these organisations from their present dormant state. A couple of measures which

can jumpstart these organisations are as under:

4.1.1 Appointment of secretariat

To create a support structure and also to purge the image of individual centricity, the first

step required is to create a secretariat, which will also help the Associations tide over the

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human resource impediment. Initially common secretariat can be created for various

associations to pull the resources.

This secretariat will comprise management professionals and experts who can jump start

activities with seed funding from the Government. The proposed secretariat should have

well defined mandate in terms of role, responsibilities, authority and deliverables.

4.1.2 Arranging initial seed fund

Currently, neither CIH nor any other association has any source of income; therefore, initially

Government should provide seed funding to run the secretariat at least for two years. This

initial funding can also come in form of a project like it has been done in case of Vegetable

Growers’ Association of India (VGAI), wherein SFAC has provided fund to VGAI for vegetable

farmers’ mobilisation under NVIUC. In cases, where there are no commodity specific

projects, funds for initial mobilisation of farmers can be arranged from different schemes of

NHB or from National Horticulture Mission. This can provide the necessary impetus and

initial funding to these Associations.

Growers’ mobilised at the grass-root level can be organised into different forms of

‘collectives’ such as FIGs, Cooperatives, Producer Companies etc. These ‘collectives’ should

have strong business models and income sources. These ‘collectives’ should join the

Commodity Specific National Association as its members.

4.1.3 Commencement of operation

Once ground level ‘collectives’ are in place, secretariat should organise initial meetings of

members for electing ‘Members’ Council’ and office bearers of the Associations. Once office

bearers like Chairman, Secretary, Treasurers and Head of different committees of

associations are elected, the secretariat will start reporting to the elected member.

Therefore, the growers’ association led by elected members will come into existence only

once the primary ‘collectives’ as members are firmly constituted on ground.

4.2 Role clarity and objectivity of Growers’ Associations

It is essential to have a clear role for the Associations, in order to make them more vibrant

and help them achieve their goals. The expectations and objectivity should also be set for

their smooth functioning.

4.2.1 Defined annual goals and deliverables

Associations would need to develop annual action plans with clearly set goals and

quantifiable targets.

4.2.2 Revenue model

A suitable revenue model needs to be devised for sustaining the Associations. Member

Growers’ organisations should annually contribute as annual membership fee to the

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Association. In addition to this, each association should identify specific activities for which

sponsorships / grants / other funds can be raised from different organisations / agencies /

government.

4.2.3 Policy advocacy

In order to benefit the larger audience of growers, the policies of the Government need to

be aligned with the work being undertaken by growers. This task of representing the

growers, for suitable policy recommendation with the Government, can only be done by the

Association. In this regard, association should devise adequate mechanism for continuously

getting inputs from the growers as well as representing these issues / challenges at various

relevant platforms.

4.2.4 Linkages for growers

By virtue of being a congregation of large number of growers, the Association would become

the single largest source for their linkage with markets and other service providers. The

linkages would benefit the growers as they would be able to bargain and procure at

reasonable costs and also markets where they would be able to realise higher value for their

produce. The Associations would be easily able to link growers with

(a) Universities (transfer of technical know-how, propagation of new and innovative

varieties, etc.)

(b) Laboratories (quality certification and testing of soil, produce and value added

products)

(c) Extension Programmes (effective and innovative growing techniques with

practical demonstration to growers)

(d) Markets (institutional and retail)

(e) Service Providers (e.g. transporters, packaging material providers, cold stores,

input suppliers, plant and machinery providers)

(f) Institutions namely APEDA, NHB (forward linkage with markets and Government

schemes), etc.

4.2.5 Knowledge sharing and dissemination

Associations should continue and enhance their role as information providers to growers. In

addition to sharing information like market trends, new and technology improvements, etc,

the organisations can also disseminate published material from various Central and State

Departments, Research Institutes, Universities etc. Therefore, these Associations will

function like resource institutions and a single point of information gateway for both

growers and external stakeholders like scientists, Government agencies, buyers, service

providers, etc.

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4.2.6 Development of existing and new markets

Due to the collectivisation of growers and aggregation of their produce, the Associations

would have the advantage of bargaining power with potential buyers (institutional and

retail).

(a) Institutional sale – volume sale of fresh produce to large organised retail chains

like Reliance Fresh, Mother Dairy, Food Bazar, Spencers, Sabka Bazar, etc. and

value added processors like Pepsico, Parle, etc.

(b) Retail – Associations can arrange for growers to sell their fresh produce directly

to end buyers in apartments and housing societies. The Vegetable Growers

Association of India has started work on a similar model by selling fresh

vegetables in Pune housing societies. This is a win-win situation for both growers

and buyers, as growers are able to realise more value for their produce and

buyers are able to purchase fresh vegetables at prices lower than existing retail

rates.

4.3 Management of Associations

Smooth functioning of Associations and coordination between them is essential in order to

help them achieve their goals. In the present scenario, the Associations are not having any

mechanism for governance and participation from members. In order to bring in more

professionalism and make these Associations operationally effective, it is suggested that a

two tier structure be formed within the existing structure of these organisations. The

proposed structure is depicted in the following figure.

Figure 4.4: Proposed tiered structure of Growers’ Associations

Confederation of Indian

Horticulture (CIH)

Growers’ Association Growers’ Association Growers’ Association

Secretariat

Member (Growers’ Cooperative /

FIG / Producer Companies / Any

other collectives

Member (Growers’ Cooperative /

FIG / Producer Companies / Any

other collectives

Member (Growers’ Cooperative /

FIG / Producer Companies / Any

other collectives

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4.3.1 Tier 1: CIH (Confederation of Indian Horticulture)

CIH is the federation comprising all Growers’ Associations. The members of CIH will comprise

nominated representatives of each Association. The proposed operating rules under this

structure would be:

(a) Nominations of representatives will be done every year

(b) The nominated representative to CIH can extend tenure up to two years, beyond

which he/she has to relinquish the nomination for a new nominee.

(c) An individual may be re-nominated to CIH after a break of at least one year

between two tenures

(d) The role of CIH will be to act the front face for all Growers’ Associations with the

Government and other external stakeholders. Broadly the role of CIH will be

policy advocacy, establishing linkages for growers, knowledge sharing and

dissemination, development of existing and new markets.

4.3.2 Tier 2: Growers’ Associations

The Associations will be specific to each commodity, as currently functional. As the need of

growers associated with each commodity is different, it would be prudent to continue this

structure. Each of these Associations will nominate two members each year for

representation with CIH.

All commodity Associations have by-laws, which were formulated during formation of these

organisations. It is suggested that

(a) The growers elect the office bearers of the Association every two years, namely

the President, Vice President, General Secretary.

(b) These elections will be democratically held, employing the voting method used

for general elections.

(c) The elected representative may stay in office up to two years, beyond which

he/she has to relinquish the position for a new individual.

(d) An individual may be re-elected to the office bearer position after a break of at

least one year between two tenures.

(e) The role of the Associations would be as mentioned in section 4.2 above.

The secretariat will have to provide required administrative support for organising elections

every two years and should ensure that democratic procedures are followed while electing

the office bearers.

4.3.3 Secretariat: Support to CIH and Growers’ Associations

The proposed secretariat can either be formed at the National Horticulture Board on behalf

of CIH by engaging individual professionals or by appointing a professional agency. The

Secretariat will have expertise in the area of management and commercial horticulture and

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will manage the day to day operations of these Associations, as mentioned under section 4.2

above.

The proposed secretariat will work for all Associations and will comprise appointed

professionals for general management, accounts, marketing, etc. This will help achieve

(a) Economies of scale for the Associations – it will not put the cost burden on any

one organisation. This cost can be shared between the Associations.

(b) Cross pollination of ideas and revenues – the Secretariat will circulate ideas

between growers and Associations, thus leading to cross pollination of ideas and

practices between regions, thereby leading to reduction of costs and generating

sources of revenue.

(c) Optimal resource utilisation – being a common Secretariat for all Associations,

there will be optimum utilisation of all resources and will minimise costs.

4.4 Activities of Associations

As suggested by most of the growers and Associations, during the interaction workshops and

field visits, the following activities can be taken up by the Associations with support from the

appointed Secretariat.

4.4.1 Branding and Promotion

It is imperative that branding and promotion activities be taken up by the Associations to

promote their produce with end consumers.

(a) Publications – This can be done through a consolidated publication for all

Associations.

(b) Festivals – Organise festivals like Strawberry and Mango in major metropolitan

cities across India. Also participate in such festivals abroad.

(c) Eco-tourism – Initiate farm visits and tourism for additional income e.g. in case of

Strawberry where end consumers are invited to the farms, stay there and are

escorted through the farms by growers.

4.4.2 Technology Promotion

Along with branding and promotion, technology and development needs to be made

available to growers.

(a) Linkage with Universities and technology providers – New and improved

technical advancements will improve productivity of growers and reduce

storage/ process losses.

(b) Value addition and processing of products – this needs to be initiated as it will

increase higher value realisation for growers. Currently most of the growers do

not add any value or process the fresh produce.

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(c) New techniques of post harvest facility management – implementing new

techniques of post harvest management will minimise losses for growers.

4.4.3 Product Value Addition

Grower and Associations need to add value to the basic product for higher value realisation.

This will also increase the shelf life of the product.

For example, in case of Strawberries, which have an average shelf life of two days, the

Strawberry Growers Association of India and the Farmer’s cooperative have introduced

products like

• Syrup

• Lassi

• Cake

• Jelly toffee

• Chikki

• Jam

• Ice cream

4.5 Conclusion:

From the Diagnostic Study of the existing Growers’ Association, it is very clear that radical

changes are required for revival of the Associations. These changes should be directed

towards engagement of growers in real term, transparency of systems, accountability of

individuals engaged in the associations and sustainability of institution. Looking at the

experience of various producer organisations / associations at the global level, it is clear that

management of association should have both managerial and technical team to support the

growers and direct the association.

Initial financial and managerial support from Government in form of seed fund and

secretariat can facilitate the associations in strengthening their roots at the ground and

thereafter in sustaining themselves on their own. This can only be ensured by following

BOTTOM – UP approach instead of TOP DOWN, therefore, thinking is required to revisit the

original model proposed for creating these associations.

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Annex 1: Group Discussion checklist for President/VP of Associations

Name …………………………………………………………………………………………

Name of Association & year of formation ………………………………………………….……….

Address ………………………………………………………………………………………….

Mobile ………………………………… Email ID……………………………………………..

1. Role of Association

a) What led to the formation of the Association? (to be described in detail)

b) What are the objectives / goals of the Association? (to be described in detail)

c) What institutional building activities were undertaken by Association at the time

of its formation? (to be described in detail)

d) What have been the achievements of your Association since its formation? (to be

described in details)

2. What tangible benefit is the Association providing to the members? (to be described in

detail)

1) Availability of farm inputs like seeds, fertilizers, sprinklers, etc.

2) Availability of credit facility from banks/financial institutions, service providers, Govt.

schemes etc.

3) Provision of post-harvest facilities like collection centres, packing houses, etc.

4) Provision of cold chain facilities for storage of perishables

5) Establishing linkages with technical agencies and service providers

6) Availability of processing facilities like pulping, juicing, vacuum packing, freeze drying,

etc

7) Provision of linkages with buyers

8) Aiding members with pricing, labeling, packaging, etc.

9) Aiding members to export produce by means of collectivization

10) Any other, please specify

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3. About the Association

a) What are the present activities being undertaken by the Association? (to be

described in detail for last 3 years)

b) What are the additional activities (apart from ones mentioned above) being

undertaken by the Association? (to be described in detail)

4. Financial capability of Association

a) What is the amount of grants received from NHB per year (since formation of the

Association)?

b) What are the assets of the Association (movable and immovable)?

c) Please provide the Audited Financial statements for last 5 years (FY 2007-08,

2008-09, 2009-10, 2010-11, 2011-12) which would include:

a. Profit & Loss Statement / Income & Expenditure statement

b. Balance sheet

d) How much credit to members has been provided through the Association (please

mention total amount in Rs.)?

e) How many members / beneficiaries have received loans/credits from

banks/financial institutions and Govt. schemes?

5. Linkages

a) How often do you coordinate with and for what purpose? (to be described in

detail)

• NHB

• Govt. officials for schemes

• Banks/Financial Institutions

• Service providers

• Buyers

• Other associations

• Any other, please specify

b) How often do you coordinate with members, for what purpose? (to be described

in detail)

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6. Mobilization Activities undertaken by Association (to be described in detail)

a) What have you done to increase your membership base (since inception of

Association)?

b) How many Capacity building / Technical Trainings / exposure visits, etc. have you

organized for members (since inception of Association)?

c) What have you done to motivate your members to participate in Association’s

activities?

7. Please mention in detail the “GAPS” in the effective functioning of Association?

8. Are you satisfied / content with functioning of the Association? Please describe in details

“WHY”.

9. Please provide some suggestions to improve the functioning of the Association.

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Annex 2: Group Discussion checklist for Growers and Producers

State District

Block Tehsil

Village

1. Role of Association

a) Are you aware of the Growers Association for your produce (Yes/No)?

b) What led to the formation of the Association? (to be described in detail)

c) What are the objectives / goals of the Association? (to be described in detail)

d) What institutional building activities were undertaken by Association at the time

of its formation? (to be described in detail)

e) What have been the achievements of your Association since its formation? (to be

described in detail)

2. How has the Association helped you? (multiple choice questions – to be described in

detail)

1. Availability of farm inputs like seeds, fertilizers, sprinklers, etc.

2. Availability of credit facility from banks/financial institutions, service providers,

Govt. schemes etc.

3. How much credit to members has been provided through the Association (please

mention total amount in Rs.)?

a. Year

b. Amount (Rs.)

4. Provision of post-harvest facilities like collection centres, packing houses, etc.

5. Provision of cold chain facilities for storage of perishables

6. Establishing linkages with technical agencies and service providers like Universities

and logistics providers

7. Availability of processing facilities like pulping, juicing, vacuum packing, freeze

drying, etc

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8. Linkages with buyers

9. Aiding with pricing, labeling, packaging, etc.

10. Aiding to export produce by means of collectivization

11. Trainings (numbers)

S. No. Year Technical (number & subject) Managerial (number &

subject)

12. Exposure visits (please mention the following)

c. Places visited

d. Produce

13. Any other, please specify

3. Linkages

(f) How often do you coordinate with and for what purpose? (to be described in detail)

• NHB

• Govt. officials for schemes

• Banks/Financial Institutions

• Service providers

• Buyers

• Other associations

• Any other, please specify

(g) How often does the Association coordinate with you and for what purpose? (to be

described in detail)

S. No. Frequency Purpose

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4. Mobilization Activities undertaken by Association (to be described in detail)

(a) What has the Association done to increase the membership base (since inception of

Association)?

(h) How does the Association motivate you to participate in Association’s activities?

5. Are you satisfied / content with functioning of the Association? Please describe in details

“WHY”.

6. Please mention in detail the “GAPS” in the effective functioning of Association?

7. Please provide some suggestions to improve the functioning of the Association.

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Annex 3: Interaction workshop with office bearers of Growers

Associations, organised at Chandigarh on January 17, 2013.

Participants:

S. No. Organisation Name & Designation

1 Apple Growers Association of India Mr. Raminder Chauhan, President

2 Mango Growers Association of India Mr. D.K. Sharma, Vice-President

3 Stone Fruit Growers Association of

India

Dr. R.S. Minhas, President

4 Stone Fruit Growers Association of

India

Mr. Visheshar Negi, Executive member

5 Cashew stone fruit Growers

Association of India

Mr. Harish Chander Laletoo

6 NHB, Chandigarh Mr. Harinder Singh, Horticulture Officer

7 The Orchid Society of India Ms. Anuprabha

8 NHB, Chandigarh Mr. Pushpendra Arya, Sr. Asst. Director

9 The Orchid Society of India,

Chandigarh

Dr. K.C. Mahant, Assoc. Professor Botany

10 NHB, Delhi Dr. R.K. Sharma, Director

11 Synergy Technofin Pvt. Ltd. Mr. Alok Srivastava

12 Synergy Technofin Pvt. Ltd. Mr. Amit Chatterjee

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Annex 4: Interaction workshop with office bearers of Growers

Associations, organised at Pune on January 21, 2013.

Participants:

S. No. Organisation Name & Designation

1 Grape Growers Association of India Mr. Sopan Kanchan

2 Guava Growers Association of India Mr. Vinayak Dandavate

3 Vegetable Growers Association of India Mr. Shriram Gadhave

4 Banana Growers Association of India Mr. Bhagwat Patil

5 Pomegranate Growers Association of India Mr. Prabhakar Chandane

6 Pomegranate Growers Association of Rajasthan Mr. Anil Rathi, President

7 Pomegranate Growers Association of Karnataka Mr. Devendra

8 Pomegranate Growers Association of Karnataka Mr. Amaresh K. Shettar

9 Pomegranate Growers Association of Andhra

Pradesh

Mr. Sudhakar Rao

10 Pomegranate Growers Association of Andhra

Pradesh

Ms. Sudha Surendra Pal

11 Acid Lime Growers Association Mr. Rajesh Bhat

12 Pomegranate Growers Association of

Maharashtra

Mr. Maruti Borate

13 Orange Growers Association of Maharashtra Mr. Dhananjay Totey

14 Orange Growers Association of Maharashtra Mr. P. G. Jagadeesh

15 MSAMB, Pune Mr. Ajay J. Kudale

16 NHB, Pune Mr. Lakshman Singh

17 Flowers Growers Association of Maharashtra Ms. Megha Barse

18 NHB Mr. Bani Singh

19 Synergy Technofin Pvt. Ltd. Mr. Sunil Sihag

20 Synergy Technofin Pvt. Ltd. Mr. Amit Chatterjee