National Agricultural Innovation Project Indian Council of Agricultural Research

New Delhi

Sept 18, 2006

June 30 2014

website - http://www.naip.icar.org.in

Journey for Agricultural Transformation through NAIP

Approval date April 18, 2006

Effectiveness date September 18, 2006

Closing date June 30, 2014

Credit USD 250 (WB: 80%), GOI: 20%;

Grant GEF: USD 7.34 million

Expenditure, USD

million

NAIP:

Disbursed : 200*

Govt. of India : 50(counterpart funding)

* As per client connection 2.587 million

USD is undisbursed for which SOEs

have been received

GEF: USD 7.34 million

Component-1: ICAR as the catalyzing agent for management

of change in the Indian NARS

Component-2: Research on production to consumption

systems

Component-3: Research on sustainable rural livelihood

security

Component-4: Basic and strategic research in frontier areas

of agricultural sciences

NAIP - Components

Components No. of sub-projects

Planned Approved

C1: ICAR as a catalysing agent for management of

change in Indian NARS 5 thematic

areas

55

C2: Research on production to consumption system 15 51

C3: Research on sustainable rural livelihood security 20 ( 10

sponsored)

33 ( 5

sponsored)

C4: Strengthening basic and strategic research in frontier

areas of agricultural sciences

15 61 ( 1

sponsored)

SLEM- GEF - 03

Total 203

There was overwhelming response to Competitive process; hence number of

sponsored subprojects were reduced.

Smaller subprojects appeared to be more feasible in terms of budget allocation,

low risk and improved utilization of funds

The World Bank was always kept in loop on the changes.

Component wise approved subprojects

The specific objective : To accelerate the collaborative development

and application of agricultural innovations between public

research organizations, farmers, private sector and other

stakeholders.

ICAR: 341

AUs: 210

Others: 139

Private: 73 Central Instt: 64

State Instt: 13

Int. Instt: 16

Project Development Objective

Livelihood Improvement and Empowerment of Rural Poor through

Sustainable Farming Systems in North East India

IWMI, Delhi

ILRI, Delhi

Sustainable livelihood improvement through need based Integrated

Farming System Models in disadvantaged districts of Bihar

IWMI Delhi

IFPRI, Delhi

Achieving Improved Livelihood Security through Resource

Conservation and Diversified Farming Systems approach in Mewat

CIMMYT,

Delhi

Sustainable Rural Livelihood Empowerment Project for Northern

Disadvantaged Districts of West Bengal

CIMMYT,

(Associate

Partner)

Enabling Small Stakeholders to Improve their Livelihoods and Benefit

from Carbon Finance

ICRAF, Delhi

Learning and Capacity Building – Impact study IFPRI, Delhi

Participation of CGIAR Institutes

Harmonizing Biodiversity Conservation and

Agricultural Intensification through Integration

of Plant, Animal and Fish Genetic Resources for

Livelihood Security in Fragile Ecosystems

National Bureau of Plant

Genetic Resources

(NBPGR), New Delhi

Strategies for Sustainable Management of

Degraded Coastal Land and Water for Enhancing

Livelihood Security of the Farming Communities

Central Soil Salinity

Research Institute

(CSSRI), Research Station,

Canning Town

Strategies to Enhance Adaptive Capacity to

Climate Change in Vulnerable Regions

Indian Agricultural

Research Institute (IARI),

New Delhi

GEF Grant : 7.34 million USD

Phase Key activities Period

Phase 1 Selection & approval of

subprojects

Sept. 2006 – March,

2009

Phase 2 Implementation, mid

course corrections

July 2007- March 2012

Phase3 Extension, consolidation

of gains, M&E

April 2012 – June,

2014

Phases of NAIP

Important to ensure transparency in selection and quality

of approved proposals

The process followed

Online submission of CN- 1413 in three calls

Sponsored CN: 62 ( C-1: 55, C3: 6; C4: 1)

Peer review

Expert committee

Stake holders workshop

TAG- RPC- PMC

Approved 203 sub-projects, 142 sanctioned on

competitive basis and 61 sponsored.

Selection and Processing of Concept Notes

Major steps:

Sensitization by DG,

ICAR; ND and PIU

Handholding by Experts

helped reduced time

from Call 1 to Call 3

Provision of project

preparation cost upto

Rs5.0 lakh in improving

quality of subprojects

Cost Committee before

final approval helped

rationalization of

sanctioned budget for the

subprojects

Lessons learnt in selection and approval of proposals

Implementation and Achievements

Year wise Procurement as on 30.06.2014

Year Proc. Completed

(in millions)

2007-08 146

2008-09 485

2009-10 1393

2010-11 591

2011-12 344

2012-13 917

2013-14 1546

2014-15 251

Total 5673

Finance

Objective: To create a conducive environment for the flow of knowledge,

collaboration, experimentation and implementation of innovation with aim to

build the critical capacity for supporting the objectives of the other components

in particular and to build the capacity of the NARS in general

• Sub-component – 5

• Approved Sub-project – 55

• Information, Communication and Dissemination System (ICDS): 22

• Business Planning and Development (BPD) : 23

• Learning and Capacity Building (L&CB): 2

• Policy, Gender Analysis and Visioning (PGAV): 7

• Remodelling Financial and Procurement System (RFPS):1

Component-1: ICAR as the Catalyzing Agent for the

Management of Change in the Indian NARS

Initiated knowledge products like e-Granth,

KrishiPrabha, e-journals, e-courses,

Agroweb, CeRA, SAS, Agropedia, RKMP,

market intelligence, etc.

ICT initiatives by NARS

increased access to digital

knowledge and other IT

products for application in

agriculture

Strengthened systems’ own

efficiency through NABG,

ASRB online system,

FMS/MIS

ASHOKA

ICT Initiatives

22 BPDUs across NARS, are playing

significant role as an interface between

researchers and agri-business

Commercialization of 331 technologies

Facilitation of 285 patent applications

About 3743 entrepreneurs incubated

Catalysed successful shift to value

chain research and accelerated

technology transfer and

commercialization

Technology Commercialization

National Training: 93 International Training : 904 Frontier areas covered: 27

Training Impact Assessment- IFPRI

• 58 NARS technologies

including 32 NAIP

Commercialised

generating license fees of

Rs. 320 lakh

• 98 B2B Meetings

• 43 Letter of Intents

Agri-Tech Investors Meet organized on 18-19 July 2013

• Sharing of experience of

Innovative agri

Technologies at 5 locations

• Krishi Mela at 5 locations

• Agri Biz Idol Camp at 5

locations

Incubators for Agri-Business

Kisan Parivartan Yatra; 10-19 may, 2014

51 sub-projects were approved covering 46 ICAR

institutions, 41SAUs, 51 private industries and 18 NGOs

The subprojects included value chains in thematic areas of

Food and Nutritional Security

Agro-forestry, Forest Products and Biomass

Industrial Products

Export Promotion

Horticultural crops

Natural Fibres

Dairy Foods

Livestock and Fisheries

Targets loss prevention, value addition, rural employment,

and quality raw material and processed products

Approach, involves multiple stakeholders, key driver in

shaping innovations

Component -2: Research on Production to Consumption System

131 production technologies were developed

174 processing technologies were developed

36 patent/intellectual property protection

applications were filed

16 pilot plants established

58 new rural industries were piloted

5 producer companies started

Component-2: Achievements

Reached the unreached in 97 disadvantaged districts

GEF grant for 3 subprojects

Over 2.0 lakh direct beneficiaries

More than 1.5 lakh farmers added on their own

Regionwise high pay off interventions identified

IFS based livelihood models recommended

Income enhancement from Rs29297 to Rs 77275 per year

Component3: Research on Sustainable Rural Livelihood Security

Integrated farming systems with technological

innovations

Increased crop productivity using improved

varieties

Agro-processing and value addition

Social mobilization

Groundwater sharing through pipe line network

Community bio-gas plant

Institutional innovations in organizing youth

and women

Self-help groups

Establishing village knowledge/resource centres

Producer groups

Marketing arrangements

Processing units

Promotion of micro enterprises like rope

making, motor rewinding, etc.

Livelihood interventions led to-

Income all year round

Increased well being

Reduced vulnerability

Improved food security

Sustainable use of natural

resources

Livelihood Models for Disadvantaged Districts

Number of sub-projects implemented = 61

Consortia Leaders ICAR = 36

Consortia Leaders NON-ICAR = 25

Consortia Investigators ICAR = 139

Consortia Investigators NON-ICAR = 115

Group 1: Stress Tolerance 9

Group 2: Molecular genetics and

breeding and biodiversity 10

Group 3: Nanotechnology, precision

farming, GIS , NRM 11

Group 4: Ag. engineering, PHT and

other cutting-edge 10

Group 5: Animal Production,

Physiology and Health 13

Group 6: Other cutting-edge research

in Animal Science 8

Research Papers in journals

rated > 6.0/10.0

384

Patent Applications filed 77

Patent Applications published 40

Request for Examination filed 29

International (PCT)

Application & Granted Patent

2

Molecular Resources generated

2.85 million

Component-4 : Basic and Strategic Research in Frontier

Areas of Agricultural Sciences

PRODUCTS/LEADS (NAIP Funding):-

• Nano-fertilizers and micro-nutrients

(Rs. 4.9 crore)

• Nano-pesticides (Rs. 4.5 crore)

• Nano-cellulose impregnated polymer

composites (Rs. 4.0 crore)

• Nano-delivery vehicle for gene therapy

(Rs. 3.6 crore)

• Gold Nano Particles + Biosensor

for milk detection (Rs. 5.1 crore)

• Nano Filtration assembly for high

value products from biodegrad-

ation of wastes in agriculture

(Rs. 3.6 crore)

Nanotechnology An emerging technology that can be used in food and agriculture

NANO-PLATFORM (ICAR) in 12th Plan

Investment made (NAIP) Rs. 25.7 crore

Duration of investment 61 months

Patent applications filed 19

Research papers published 76

Licences/MOUs executed 12

Global launch of ICAR nano nutrients on 10th August 2014

Biopesticides from efficient strains of natural enemies of crop pests : Trichogramma, Chrysoperla, Trichoderma and Pseudomonas

• Temperature and chemical pesticide tolerant strains of biopesticides

• Commercialized; highly successful in Tamil Nadu, Karnataka, Andhra, U.P.

• Successful on vegetable crops, cotton, sugarcane

Total budget

allocated (Rs.

in million)

Financial benefit

accrued (Rs. in

million)

Economic

benefit

accrued (Rs. in

million)

Financial

Benefit cost

Ratio

Economic

Benefit cost

Ratio

13291.10 23808.81 22996.64 1.79 1.73

Final snapshot of financial and economic benefits estimated from NAIP

Monitoring and evaluation (M&E) of sub-projects was carried out at three

stages.

1. Concurrent monitoring of the Components by National Coordinator’s & M&E

Consultant ( CES)

2. PME cells or CMUs and CACs

3. Independent consultant -M/s PwC Ltd; A total of 65 sample sub-projects,

drawn from all four components, were covered

M&E Design

Contributions in change management and institutional development

Conceptual inter-dependence for value addition possibilities vis-à-vis

livelihood security

Integration of market concepts, business planning and development vis-à-

vis technology incubation and commercialization through BPDs

Opening up new avenues for research and technology development in the

forward chain

Review workshops/cross-cutting workshops provided ideal platform for

exchange of ideas and further collaborations.

Improved sustainable use of natural resources

Synergy among Components

C-1 C-3

C-2 C-4

96-Capillary DNA Sequencer- NRCPB Jowar rath – DSR, Hyderabad

Equipment costing, Rs Number

50 lakh and above 24

10 -< 50 lakh 454

Infrastructure Development

SDAU, Sardarkrushinagar

Mobile Seed Processing Units Reach Villages

Committees

Meetings/Workshops

Chairman Number of

meetings held

National Steering Committee (NSC) Secy. (DARE) & DG (ICAR) 10

Project Management Committee

(PMC)

Secy. (DARE) & DG (ICAR) 35

Research Programme Committee

(RPC)

Dr. S.L. Mehta, Former ND

(NATP) & Former VC (MPUAT)

41

Organization and Management

Programme Committee (OMPC)

Dr. Panjab Singh, Former Secy.

(DARE) & DG (ICAR)

21

ISM by WB By WB 14

Tripartite Portfolio Review Involving ICAR, WB, DEA (MoF) Regular

CAC/CIC At consortia level Regular

Annual Review Workshops of

Components

ND (NAIP) Annual

Cross-cutting Workshops ND (NAIP) 04

Governance

Component Research papers ( NAAS rating >6)

Other publications

Patents applications

Component 1 40 2691 -

Component 2 69 1131 36

Component 3 49 2273 5

Component 4 384 1266 77

Publications

Component Number of Awards

Component 1 53

Component 2 1

Component 3 54

Component 4 6*

NAIP Bags Several Awards

Consortia mode of operation

Institutional Pluralism – brought pluralism in NARS as 35% of partners

from outside ICAR-SAU system involving public institutions, private sector,

farmer groups, NGOs and SHGs.

Empowerment of CPI, CIC and CAC

Help desk

Financial management and online fund transfer

Monitoring & evaluation: Very strong built-in mechanism to periodically

monitor progress by internal (CPI and CCPIs, CMUs, CICs) and external

(CAC, PIU-NAIP and WB) agencies.

Sustainability fund: Sustainability fund generated from beneficiary farmers’

contribution for goods and services delivered to them

Business Process Development Units

Strengthening PME Cells

Organizational & Management Reforms

Mainstreaming O&M reforms throughout NARS

Consortia research platforms initiated under XII Plan

Competitive extramural funding for bigger projects

Mainstreaming major research activities in the XII Plan such as

CeRA, NABG, ASRB online exam system, FMS/MIS, etc.

Establishment of BPD Units for commercialization and business

incubation

Strengthening of PME Cells in all ICAR institutes

Many livelihood models matured into value chains – linking to

markets

Revitalized cutting edge research - contd-

Overall Impacts

Commercialization of technologies

Horizontal expansion of several interventions

Developing value chains with the participation of 51 private

industries

Leveraging comparative advantages – NGOs for social

mobilization, private industries for commercialization and

NARS expertise for high end research

Many prestigious awards received by researchers, farmers,

societies, etc.

contd

Overall Impacts

Empowerment of CPIs/CCPIs is the key change.

Transparent and objective criteria (through competitive

process) proved successful and innovative.

Steps like Cost Committee for subproject funding,

involvement of experts for hand holding in development of

project proposals were important steps adopted during tenure

of the project.

Promoted pluralism in form of public-private-people

partnerships

Helpdesk support benefitted the stakeholders

Involvement of CAC in review process with delegated

financial powers of re-appropriation ensured smooth progress

of the subprojects. - contd-

Lessons learnt

Monitoring system by WB in terms of performance

indicators and agreed actions kept project pace on track

Stringent procurement procedures of WB lead to delays.

Shifting of trained manpower during project period needs

to be avoided.

Financial procedures need to be simplified and better

streamlined to avoid last minute rush. Delays during crop

seasons adversely affects the progress.

NGOs were better in mobilizing people in difficult areas

but many didn’t comply with procedures

Competitive mode received overwhelming response and

may be preferred over sponsored project proposals.

Smaller projects with INR 50-100 million budget outlay,

appear to be better than larger projects. Risk is low, fund

utilization is better.

- contd-

Lessons learnt

Research focus on primary as well as secondary

agriculture

More PPP projects in R&D

Integrated research-extension continuum

Assured diversification in food basket

Quality human resources

We foresee…

Constraints

Non accountability - performance, delays in submission

of reports by the stipulated dates

Little control over NGOs and Private Industries;

Frequent change of project personnel - more at level of

NGOs; contractual staff

Mismatch between the sanction and release

Audits/PPR to be completed in succeeding year in all

cases; objections and disallowances at later stages were

difficult to reconcile.

Overall achievements

203 sub-projects (including 3 GEF sub-projects); 203 consortia leaders and 653 consortia partners

Development of 131 production and 174 processing technologies,

Establishment of 58 rural industries, Commercialization of 331 technologies/products, Filing of 118 patent/intellectual property protection

applications, Publication of 542 research papers in high impact

international journals, Establishment of 89 public-private partnerships Establishment of 22 BPD units

More than 2 lakh beneficiaries directly covered.

Lessons for National Agricultural Education Project

Capacity building for procurement and financial system

Facilities propose to match course curriculum

Strengthening of system to quickly revise curriculum to match advances in

technology and facilities created

R&D – teaching- extension should be integrated.

PPP mode could be extended to knowledge and application; Faculty may

include private industries both for theory and practical classes

Priority for frontier areas and application of ICT

Building the chain in capacity building – from International to national and

national to national mode; there must be provision for seed money for

trainings integrated in the sanctioned budget; accountability for non

compliance

Thanks