Project Implementation Plan: OIIPCRA

Odisha Integrated Irrigation Project for

Climate Regilient Agriculture
(OIIPCRA)

Project Implementation Plan (PIP)

The Project Director

Odisha Integrated Irrigation Project for Climate Regilient Agriculture
OIIPCRA: OCTDMS
Water Resource Department, Government of Odisha
Project Implementation Plan: OIIPCRA

Contents
Abbreviations ........................................................................................................................................ xii
Executive Summary .............................................................................................................................. xv
1.0 About the Project ...................................................................................................................... xv
2.0 Project Components ................................................................................................................. xvi
3.0 Project Design Framework: ...................................................................................................... xx
4.0 Geographical Coverage ............................................................................................................ xxi
5.0 Project Implementation Arrangement ...................................................................................... xxi
6.0 Project Financing .................................................................................................................... xxii
Chapter One: Introduction ...................................................................................................................... 1
1.1 Overview ................................................................................................................................. 1
1.2 Demographic Features ............................................................................................................ 2
1.3 Geo-Physical ........................................................................................................................... 4
1.4 Climatic Features .................................................................................................................... 4
1.5 Rainfall.................................................................................................................................... 6
1.6 Temperature ............................................................................................................................ 7
1.7 Economy ................................................................................................................................. 8
1.8 Agriculture .............................................................................................................................. 9
1.9 Fishery................................................................................................................................... 20
1.10 Animal Husbandry ................................................................................................................ 23
1.11 Agri-Business........................................................................................................................ 25
1.12 Status of MIPs and Tank Management ................................................................................. 28
Chapter Two: About the Project .......................................................................................................... 33
2.1 Guiding Principles ................................................................................................................ 33
2.2 Project Development Objective ............................................................................................ 34
2.3 Project Beneficiary................................................................................................................ 34
2.4 Project Components .............................................................................................................. 34
2.5 Project Design Framework: .................................................................................................. 39
2.6 Geographical Coverage ......................................................................................................... 39
2.7 Project Implementation Arrangement ................................................................................... 41
2.8 Project Financing .................................................................................................................. 42
Chapter Three: Component 1: ............................................................................................................... 43
Climate Smart Intensification and Diversification of Production ......................................................... 43
3.1 Sub-Component 1.1: Support to Improve Productivity and Climate Resilience .................. 44
3.1.1 Introduction ................................................................................................................... 44
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3.1.2 Specific Objectives ....................................................................................................... 44

3.1.3 Project Approach........................................................................................................... 45
3.1.4 Interventions under Sub-Component 1.1 ...................................................................... 47
3.1.5 Interventions for Agriculture Production Enhancement ............................................... 48
3.1.6 Interventions in Horticulture Production ...................................................................... 88
3.2 Sub-Component 1.2: Fishery .............................................................................................. 107
3.2.1 Introduction ................................................................................................................. 107
3.2.2 Vision for Fishery Sector ............................................................................................ 108
3.2.3 Key areas of the Fisheries Policy, 2015 ...................................................................... 109
3.2.4 Intervention Approach ................................................................................................ 111
3.2.5 Key Guiding Principle ................................................................................................ 111
3.2.6 Fish Seed Production .................................................................................................. 112
3.2.7 Enhance Fish Production ............................................................................................ 115
3.2.8 Post-Harvest and Market Linkage ............................................................................... 116
3.2.9 Capacity Building ....................................................................................................... 119
3.3 Sub-Component 1.3: Support to Diversification & Produce Marketing ............................. 121
3.3.1 Introduction ................................................................................................................. 121
3.3.2 Objectives ................................................................................................................... 122
3.3.3 Project Approach......................................................................................................... 122
3.3.4 Project Interventions ................................................................................................... 123
3.3.5 Engagement of Agribusiness Support Organisation (ABSO): .................................... 123
3.3.6 Technical Assistance by OSAM Board....................................................................... 125
3.3.7 Agri Entrepreneurship Development &Agribusiness Promotion................................ 125
3.3.8 Investment Plan Financing .......................................................................................... 127
Chapter Four: Improving Access to Irrigation and Water Productivity .............................................. 129
4.1 Sub-Component 2.1: Support to Water Sector Reform ...................................................... 129
4.1.1 Cascade Development Planning (CDP) ...................................................................... 129
4.1.2 Hydrological Investigations and Surveys.................................................................... 131
4.1.3 Water Management Planning: ..................................................................................... 133
4.1.4 Cascade Treatment ...................................................................................................... 137
4.1.5 Constitution of Cascade Council................................................................................. 138
4.1.6 Establishment of a PP Support Unit ............................................................................ 139
4.2 Sub-Component 2.2: Support to Investments in Cascades ................................................. 140
4.2.1 Cascade Identification and Tank Selection Process .................................................... 140
4.2.2 Demonstration of Automation in Select Project/s ....................................................... 142
4.2.3 Tank Bund Strengthening & Aligning ........................................................................ 142
4.2.4 Clearance of Tank Bund ............................................................................................. 143
4.2.5 Installation / Repair of Head Regulator / Sluice ......................................................... 143
4.2.6 Construction / Repair of Canal System ....................................................................... 144
4.2.7 On-Farm Development / Command Area Development............................................. 145
4.2.8 Cleaning Feeder Channels .......................................................................................... 149
4.2.9 Cleaning Main Canal, Branch Canal & Distributaries ................................................ 150
4.2.10 Dam Safety Plan Preparation ...................................................................................... 151
Chapter Five: Component III: Institutional Capacity Strengthening .................................................. 153
5.1 Introduction ......................................................................................................................... 153
5.2 Objectives ........................................................................................................................... 153
5.3 Project Approach ................................................................................................................ 153

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5.4 Project Interventions ........................................................................................................... 154

5.5 Strengthening of PP / WUAs .............................................................................................. 154
5.5.1 Guiding Principles....................................................................................................... 154
5.5.2 Capacity Development of PPs / WUA ........................................................................ 156
5.6 Capacity Development of Primary Fisheries Cooperative Societies and SHGs ................. 159
5.7 Engagement of Support Organizations (SO)....................................................................... 161
5.8 Capacity Development of Engineers / Officials under DoWR ........................................... 165
5.9 Strengthening of Extension Service Providers .................................................................... 167
5.10 Capacity Development of Farmer Producer Organizations (FPOs) .................................... 168
5.11 Development of Training Module and IEC/ICT Material .................................................. 170
5.12 Capacity Development of the Key Officials/Field Functionaries ....................................... 171
Chapter Six: Component IV: Project Management ............................................................................ 175
6.1 Background ......................................................................................................................... 175
6.2 Proposed Institutional Framework ...................................................................................... 176
6.3 Institutional Arrangement, State Level: .............................................................................. 177
6.3.1 Role and Functions: .................................................................................................... 179
6.4 Institutional Arrangement: District Level ........................................................................... 185
6.4.1 Role and Functions; District Level: ............................................................................ 186
6.5 Community Level Institutions ............................................................................................ 186
6.6 Non-government Support Organization .............................................................................. 187
6.7 External Consultancy Organizations ................................................................................... 187
6.8 Implementation Modalities ................................................................................................. 188
Chapter Seven: Monitoring, Learning and Evaluation ....................................................................... 189
7.1 Objective ............................................................................................................................. 189
7.2 Approach ............................................................................................................................. 190
7.3 MLESystems in OIIPCRA .................................................................................................. 191
7.3.1 Internal MLESystem ................................................................................................... 192
7.3.2 External MLEAgency ................................................................................................. 192
7.3.3 MIS and ICT support agency ...................................................................................... 194
7.3.4 Participatory MLESystem ........................................................................................... 196
7.3.5 Quality Audit .............................................................................................................. 197
7.4 Result Management Framework ......................................................................................... 199
7.5 Summary of the Implementation Modalities of the MLEProcess in OIIPCRA .................. 201
7.6 Capacity Building for MLE ................................................................................................ 204
Chapter Eight: Compliance Procedures: Financial Management ....................................................... 206
8.1 Financial Management System ........................................................................................... 206
8.2 Objective ............................................................................................................................. 206
8.3 Salient Features of the Financial Management System ...................................................... 206
8.4 Implementation Arrangements ............................................................................................ 207

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8.4.1 State Level (SPMU) .................................................................................................... 207

8.4.2 District Level (PD-ATMA) ......................................................................................... 207
8.4.3 Pani Panchayat / WUALevel ...................................................................................... 207
8.5 Role of Finance and Accounts Team at SPMU .................................................................. 207
8.6 Role of Finance and Accounts team at ATMA ................................................................... 208
8.7 Financial Management at the Tank Level ........................................................................... 208
8.8 Funds Flow Arrangement.................................................................................................... 208
8.9 Internal Control ................................................................................................................... 210
8.10 Audit ................................................................................................................................... 210
8.10.1 Internal Audit .............................................................................................................. 210
8.10.2 External Audit ............................................................................................................. 210
Chapter Nine: Compliance Procedures: Procurement......................................................................... 211
9.1 Procurement Objective ........................................................................................................ 211
9.2 Procurement Policy ............................................................................................................. 211
9.3 Methods of Procurement ..................................................................................................... 211
9.3.1 Goods and Works: ....................................................................................................... 211
9.3.2 Consultancy Services: ................................................................................................. 211
9.4 Procurement Plan ................................................................................................................ 211
9.5 Prior Review Threshold ...................................................................................................... 212
9.6 Procurement Agencies at Different Levels ......................................................................... 212
9.6.1 State Level (SPMU Level) .......................................................................................... 212
9.6.2 District Level .............................................................................................................. 212
9.6.3 PP / WUA Level ......................................................................................................... 213
9.7 Procurement Risk Mitigation Action Plan .......................................................................... 213
9.7.1 Procurement Manual: .................................................................................................. 213
9.7.2 Procurement Plan: ....................................................................................................... 213
9.7.3 Procurement Trainings: ............................................................................................... 213
9.7.4 State level Procurement Cell: ...................................................................................... 213
9.7.5 Record Keeping: ......................................................................................................... 213
9.7.6 Disclosure Policy: ....................................................................................................... 213
9.7.7 Grievance Redress Mechanism: .................................................................................. 213
Chapter Ten: Compliance Procedure: Citizen Engagement and Grievance Redressal ....................... 214
10.1 Institutional Arrangement: .................................................................................................. 214
10.2 Toll Free Number for Grievance Redressal ........................................................................ 215
10.3 IT based Grievance Redressal Mechanism ......................................................................... 215
10.4 Recording of Grievances and its Dispose-off ..................................................................... 215
10.5 Addressing Grievances of Service Providers ...................................................................... 215
Chapter Eleven: Environment and Social Safeguard Measures .......................................................... 216
11.1 Environment Management Framework: ............................................................................. 216
11.2 Social Management Framework: ........................................................................................ 217
Chapter Twelve: Project Budget ......................................................................................................... 221
12.1 Budget Abstract .................................................................................................................. 221
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12.2 Budget for Component 1: Sub-Component 1.1................................................................... 221

12.3 Budget for Component 1: Sub-Component 1.2................................................................... 224
12.4 Budget for Component 1: Sub-Component 1.3................................................................... 226
12.5 Budget for Component 2:.................................................................................................... 228
12.6 Budget for Component 3:.................................................................................................... 229
12.7 Budget for Component 4:.................................................................................................... 231
Annexure ..................................................................................................................................................I
Annexure I: ............................................................................................................................................ II
Terms of Reference (ToR)for Strategic Support to APC Office ............................................................ II
1.0 Background: ............................................................................................................................... II
2.0 Objective: ................................................................................................................................... II
3.0 Scope of Work: .......................................................................................................................... II
Annexure II: ........................................................................................................................................... V
Terms of Reference for Engagement of Support Organization.............................................................. V
1.0 Project Background .................................................................................................................... V
2.0 Rationale for Engaging Support Organizations ......................................................................... V
3.0 Eligibility Criteria ..................................................................................................................... VI
4.0 Scope of Work .......................................................................................................................... VI
5.0 Staffing:.................................................................................................................................. VIII
6.0 Change of Project Staff: ............................................................................................................ IX
7.0 Payment to SO: ......................................................................................................................... IX
8.0 Reporting Requirements: .......................................................................................................... IX
9.0 Duration of the Assignment: ...................................................................................................... X
10.0 Support from the Project: ........................................................................................................... X
Annexure III: ......................................................................................................................................... XI
Terms of Reference for ......................................................................................................................... XI
Agribusiness Support Organisation (ABSO) ........................................................................................ XI
1.0 Project Background ................................................................................................................... XI
2.0 Project Area .............................................................................................................................. XI
3.0 The Project Period: ................................................................................................................... XI
4.0 Need for Agri-Business Support Organisation (ABSO): .......................................................... XI
5.0 Area of Operation ................................................................................................................... XII
6.0 Scope of Work: ....................................................................................................................... XII
7.0 Key Roles of ABSO: .............................................................................................................. XIII
8.0 Key Personnel: ....................................................................................................................... XIV
9.0 Period of Service .................................................................................................................... XIV
10.0 Performance Review: ............................................................................................................. XIV
11.0 Reporting Requirements: ....................................................................................................... XIV
12.0 Functional Relationship with SPMU, OIIPCRA-OCTDMS: ................................................. XV
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13.0 Support to the ABSO by the Project: ...................................................................................... XV

Annexure IV: ..................................................................................................................................... XVI
Terms of Reference for Hiring of Consultancy Agency forIntegrated Irrigation and Agriculture Plan
(IIAP) Preparation.............................................................................................................................. XVI
1.0 Introduction:........................................................................................................................... XVI
2.0 Project Implementation Arrangement: ................................................................................... XVI
3.0 Project Objectives: ................................................................................................................. XVI
4.0 Project Components: .............................................................................................................. XVI
5.0 Requirement of the Assignment:...........................................................................................XVII
6.0 Objective of the Assignment: ................................................................................................XVII
7.0 Scope of Work: .....................................................................................................................XVII
*The agency will be implementing the project in 15 districts of the project area.............................. XVIII
8.0 Eligibility Criteria: ................................................................................................................. XIX
9.0 Team Composition: ................................................................................................................ XIX
10.0 Schedule of Delivery and Payment: ........................................................................................ XX
Annexure V: ....................................................................................................................................... XXI
Terms of Reference for ...................................................................................................................... XXI
Preparation of a Management and Development Plan in the Kharakeri sub-Basin in the Rushikulya
River Basin......................................................................................................................................... XXI
1.0 Background and Brief Description ........................................................................................ XXI
2.0 Terms of Reference ...............................................................................................................XXII
3.0 Deliverables ........................................................................................................................ XXIII
4.0 Time Frame ......................................................................................................................... XXIII
5.0 Data to be provided by OIIPCRA: ...................................................................................... XXIV
6.0 Required Human Resources: ............................................................................................... XXIV
Annexure VI: ................................................................................................................................... XXV
Terms of Reference for Internal Audit ............................................................................................. XXV
Annexure VII: ................................................................................................................................ XXXII
Terms of Reference for External Audit.......................................................................................... XXXII
Annexure VIII: ............................................................................................................................ XXXVII
Potential Investment Plan Financing Activities: ......................................................................... XXXVII
1.0 Establishment of Pack House .......................................................................................... XXXVII
2.0 Development of Rural Marketing Infrastructure........................................................... XXXVIII
3.0 Solar Power Cold Storage ...................................................................................................... XXXIX
4.0 Transit Point Storage / Procurement Shed ..................................................................................... XL
5.0 Value Addition (Establishment of Processing Unit/s) ................................................................. XLI
6.0 Transportation / Logistic Support (Refrigerated Transport Vehicles-Solar) ............................. XLIII
7.0 Buyer and Seller Interface................................................................................................... XLIV
8.0 Linking Agriculture Markets with e-NAM ........................................................................... XLV

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Annexure IX: .................................................................................................................................. XLIX

Guidelines for Sanction and Disbursement of Capital Investment Subsidy Under Agriculture Policy-
2013 ................................................................................................................................................ XLIX
Annexure X: ......................................................................................................................................... LII
Schemes in Fishery Sector ................................................................................................................... LII
A. CENTRAL PLAN SCHEMES (100% CentralAssistance) ............................................................. LII
B. CENTRALLY SPONSORED PLAN SCHEMES .......................................................................... LII
Annexure XI: ....................................................................................................................................... LV
Fishery Schemes and Pattern of Assistance ......................................................................................... LV
I. Development of Inland Fisheries &Aquaculture ..................................................................... LV
II. Development of Brackish waterAquaculture ......................................................................... LVI
III. Development of Waterloggedarea ..................................................................................... LVI
IV. Inland CaptureFisheries ..................................................................................................... LVI
V. InnovativeInitiative ............................................................................................................... LVII
VI. Organisation of skill up-gradation training & awarenessmeets ........................................ LVII
VII. Fisheries scheme implemented under National Fisheries Development Board(NFDB) ... LVII
Annexure XII: ............................................................................................................................... LXVIII
Schemes in Agriculture-Horticulture and Pattern of Assistance................................................... LXVIII

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List of Tables
Table 1: Real Growth of GSDP (percent) by Sectors (2013-14 to 2017-18) .......................................... 2
Table 2: Population of Project Districts .................................................................................................. 2
Table 3: Overview of State Demography ............................................................................................... 3
Table 4: Agro-Climatic Zones of the Districts under the Project ........................................................... 5
Table 5: Rainfall Statistics of Project Districts in 2017 .......................................................................... 6
Table 6: Monthly Average Potential Evapotranspiration of Project Districts ........................................ 7
Table 7: Annual Average Rainfall, Temperature and Humidity, Odisha................................................ 7
Table 8: Gross State Value Added by Economic Activity (percentage share) at Current Basic Prices .. 8
Table 9: GSVA by Economic Activity (growth over previous years) at Current Basic Prices .............. 9
Table 10: Area under Different Crops in Odisha (Area in '000 Ha) ..................................................... 11
Table 11: Production of Different Crops in Odisha (in 000’ MT) ........................................................ 11
Table 12: Average Yield of Different Crops in Odisha ........................................................................ 12
Table 13: Major Fruits Production in Odisha ....................................................................................... 12
Table 14: Major Vegetable Production in Odisha................................................................................. 12
Table 15: Major Spices Production in Odisha ...................................................................................... 13
Table 16: Major Floricultural Crop Production in Odisha .................................................................... 13
Table 17: Yield Rate of Principal Crops in Odisha (Quintal/ha) .......................................................... 13
Table 18: Yield Rate of Crops in Project Districts by Agro-Climatic Zone ......................................... 15
Table 19: Cropping Intensity in Odisha ................................................................................................ 18
Table 20: Irrigation Potential Created in Odisha (Area in lakh ha) ...................................................... 19
Table 21: Irrigation Potential Created in the State & Project Districts (Area in ‘000 ha) .................... 19
Table 22: Strategy and Technological Overview to Address the Challenges ....................................... 20
Table 23: Fresh Water Fish Production from Different Sources in Odisha (In 000’MT) ..................... 22
Table 24: Production and Per Capita Fish Consumption in Odisha (in MT) ........................................ 22
Table 25: Fresh Water Fish Production in Odisha (in MT) .................................................................. 22
Table 26: Animal Population in Project Districts (19th Livestock Census- 2012) ............................... 23
Table 27: Animal Health Care in Project Districts ............................................................................... 24
Table 28: Production of Milk, Egg and Meat in Project Districts ........................................................ 24
Table 29: Trend in Production of Milk, Meat and Egg in Odisha ........................................................ 24
Table 30: Objective and Strategy for Food Processing ......................................................................... 27
Table 31: Minor Irrigation Tanks in Project Districts ........................................................................... 28
Table 32: Tanks / Ponds in Project Districts, 2013-14.......................................................................... 31
Table 33: Tanks in the State up to 2014-15 .......................................................................................... 32
Table 34:Coverage of Block, GPs and MI Tanks in Project Districts .................................................. 40
Table 35:Designed CCA in Kharif & Rabi in Project Districts ............................................................ 40
Table 36:Project Financing ................................................................................................................... 42
Table 37: Expected Outputs and Indicators; Crop Varietal Demonstration.......................................... 57
Table 38: Expected Outputs and Indicators; SRI/DSR Demonstration. ............................................... 59
Table 39: Expected Outputs & Indicators; IFS Demonstrations ........................................................... 61
Table 40: Expected Outputs and Indicators; Inter Cropping System .................................................... 63
Table 41: Expected Outputs & Indicators; Cropping System Demonstration ...................................... 64
Table 42: Expected Outputs and Indicators; Integrated Crop Management Practices Demonstration . 66
Table 43: Expected Output, Role & Responsibility .............................................................................. 69
Table 44: Expected Output, Role & Responsibility .............................................................................. 72
Table 45: Interpretation of Soil-Moisture Meter Reading .................................................................... 73

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Table 46: Expected Output, Role & Responsibility .............................................................................. 74

Table 47: Expected Output, Role & Responsibility .............................................................................. 76
Table 48: Expected Outputs and Indicators; Custom Hiring Centre ..................................................... 79
Table 49: Expected Outcome and Responsibilities............................................................................... 83
Table 50: Outputs, Role and Responsibilities ....................................................................................... 86
Table 51: Outputs, Role and Responsibilities ....................................................................................... 88
Table 52: Outputs and Responsibilities ................................................................................................ 91
Table 53: Activity Output and Responsibilities .................................................................................... 93
Table 54: Expected Output and Indicators ............................................................................................ 96
Table 55: Expected Output and Indicators; Micro Irrigation ................................................................ 98
Table 56: Expected Output and Indicators; Capacity Building .......................................................... 102
Table 57: Expected Output and Indicators; Exposure Visits .............................................................. 103
Table 58: Proposed Interventions under Sub-Component .................................................................. 104
Table 59: Modernization & Upgradation of Hatcheries ..................................................................... 113
Table 60: Pure Line Breeding of Inland Species ................................................................................ 114
Table 61: Promotion of Cage Culture ................................................................................................. 115
Table 62: Establishment of Feed Production Unit .............................................................................. 116
Table 63: Supply of Bicycle and Ice Box to Fishers........................................................................... 117
Table 64: Establishing Mini Fish Processing Unit.............................................................................. 118
Table 65: Fish Vending Kiosks / Mobile Kiosks ................................................................................ 119
Table 66: Capacity Building of Fishers .............................................................................................. 120
Table 67: Exposure Visits ................................................................................................................... 120
Table 68: Expected Output and Indicators; Engagement of Agribusiness Support Organization ...... 125
Table 69: Expected Output and Indicators; Entrepreneurship Development ...................................... 127
Table 70: Suggested minimum and maximum permissible withdrawal (%) of additional recharge
caused by the project ........................................................................................................................... 132
Table 71: Improving Water Productivity and Efficiency .................................................................... 136
Table 72: Cascade Development......................................................................................................... 138
Table 73:Tank Bund Strengthening and Aligning .............................................................................. 143
Table 74:Installation / Repair of Head Regulator / Sluice .................................................................. 144
Table 75:Field Channel Construction / Repair ................................................................................... 144
Table 76: On-Farm Development (OFD) Works ................................................................................ 149
Table 77Cleaning Feeder Channels .................................................................................................... 150
Table 78Cleaning Main / Branch Canals & Distributaries ................................................................. 150
Table 79Dam Safety Plan Preparation ................................................................................................ 152
Table 80: Activity Output, Role & Responsibility ............................................................................. 158
Table 81: Activity Output, Role & Responsibility ............................................................................. 160
Table 82: Activity Output, Role & Responsibility ............................................................................. 164
Table 83: Activity Output, Role & Responsibility ............................................................................. 166
Table 84: Activity Output, Role & Responsibility ............................................................................. 168
Table 85: Activity Output, Role & Responsibility ............................................................................. 169
Table 86: Activity Output, Role & Responsibility ............................................................................. 171
Table 87: CB of Officials .................................................................................................................... 172
Table 88: Activity Output, Role & Responsibility ............................................................................. 172
Table 89: Human Resource Requirement and its Source.................................................................... 178
Table 90: Institutional Arrangement, State Level ............................................................................... 179
Table 91: Role and Functions of SPMU ............................................................................................. 182
Table 92: Institutional Arrangement, District Level ........................................................................... 186
Table 93: Support Organization Role and Functions .......................................................................... 187
Table 94: Role & Functions of External Consulting Organisations.................................................... 188

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Table 95 Various entities in the MLE process .................................................................................... 190

Table 96 Applicability of MLE processes for various stakeholders ................................................... 190
Table 97 Key deliverables by external MLE agency and service providers ....................................... 193
Table 98: Participatory MLE System.................................................................................................. 197
Table 99: Project Result Framework .................................................................................................. 199
Table 100: MLE Process in OIIPCRAP ............................................................................................. 201
Table 101: Internal and External Monitoring System ......................................................................... 203
Table 102: Training and Workshops for MLE.................................................................................... 205
Table 103: Social Management Framework by Social Dimensions ................................................... 218
Table 104: Budget Abstract ................................................................................................................ 221
Table 105: Budget for Sub-Component 1.1 ........................................................................................ 221
Table 106: Budget for Sub-Component 1.2 ........................................................................................ 224
Table 107: Budget for Sub-Component 1.3 ........................................................................................ 226
Table 108: Budget for Component 2................................................................................................... 228
Table 109: Budget for Component 3................................................................................................... 229
Table 110: Budget for Component 4................................................................................................... 231

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List of Figures
Figure 1 Share of primary, secondary and tertiary sector to GSDP ........................................................ 1
Figure 2: Topographic Division of Odisha ............................................................................................. 4
Figure 3 Agro Climatic zones of Odisha ................................................................................................ 5
Figure 4 Trend in rice yield .................................................................................................................. 18
Figure 5: Distribution of MIPs by its Status ......................................................................................... 29
Figure 6: MIPs per Thousand Ha. in Project Districts .......................................................................... 30
Figure 7 Key guiding principles for the Project .................................................................................... 33
Figure 8: Project Components and Sub-Components ........................................................................... 34
Figure 9: Project Design ....................................................................................................................... 39
Figure 10 Project Implementation Arrangement................................................................................... 41
Figure 11: Tank classification steps .................................................................................................... 140
Figure 12: D8 algorithm used for the calculation of flow direction and flow accumulation .............. 141
Figure 13: CAD Channels in the Command ....................................................................................... 145
Figure 14: OIIPCRA project governance............................................................................................ 175
Figure 15: OIIPCRA institutional framework .................................................................................... 176
Figure 16: Implementation Arrangement; State Level........................................................................ 177
Figure 17: Implementation Arrangement; District Level.................................................................... 185
Figure 18: Implementation Modalities ................................................................................................ 188
Figure 19: Interplay between sub-systems of MLE ............................................................................ 189
Figure 20: MLE System in OIIPCRA ................................................................................................. 191
Figure 21: Participatory ML&E system .............................................................................................. 196
Figure 22: Funds Flow Arrangement .................................................................................................. 209
Figure 23: Grievance Redressal Mechanism ...................................................................................... 214

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Abbreviations

AAO Assistant Agriculture Officer

ABSO Agribusiness Support Organization
AHO Assistant Horticulture Officer
AMU Agri-Knowledge Management Unit
APC Agriculture Production Commissioner
ARD Animal Resource Development
ATMA Agriculture Technology Management Agency
AWS Automatic Weather Station
BMP Best Management Practices
CA Charted Accountant
CAG Comptroller and Auditor General
CAGR Compound Annual Growth Rate
CAPS Conservation Agriculture Production System
CB & ID Capacity Building and Institution Development
CIFA Central Institute of Freshwater Aquaculture
CIFRI Central Inland Capture Fisheries Research Institute
CIFT Central Institute of Fisheries Technology
CAN Capacity Need Assessment
COF College of Fisheries
CS Chief Secretary, Govt. of Odisha
CSA Climate Smart Agriculture
CWB Crop Water Budgeting
DDA Deputy Director, Agriculture
DDH Deputy Director, Horticulture
DLPMT District Level Project Monitoring Team
DOA Department / Directorate of Agriculture
DOF Directorate of Fisheries
DOH Directorate of Horticulture
DOWR Department of Water Resources
DPR Detail Project Report
DSL Dead Storage Level
DSR Direct Seeded Rice
EA Environmental Assessment
EE-MI Executive Engineer, Minor Irrigation
EMF Environment Management Framework
ESMF Environment and Social Management Framework
F&ARD Fishery and Animal Resource Development (Department)
FCR Food Conversion Ratio
FFDA Fish Farmer’s Development Agency
FIG Farmer Interest Group
FISHCOPFED National Federation of Fisheries Cooperatives Ltd.
FPC Farmer Producer Company
FPO Farmer Producer Organization
FSF Fish Seed Farmers
FTC Farmer’s Training Centre
FTL Full Tank Level
GCF Green Climate Fund
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GHG Green House Gas

GOI Government of India
GOO Government of Odisha
GP Gram Panchayat
GRC Grievance Redressal Committee
GSDP Gross State Domestic Product
GSVA Gross State Value Aided
HYV High Yield Variety
ICAR Indian Council of Agricultural Research
ICT Information and Communication Technology
IEC Information, Education and Communication
IGA Income Generating Activities
IIAP Integrated Irrigation & Agriculture Plan
IMAGE Institute of Management of Agricultural Extension
IMC Indian Major Carp
INCID Indian National Committee on Irrigation and Drainage
INM Integrated Nutrient Management
IP Implementing Partners
IPM Integrated Pest Management
IPNM Integrated Plant Nutrient Management
IT Information Technology
IWRM Integrated Water Resource Management
JAO Junior Agriculture Officer
JHO Junior Horticulture Officer
KVK Krishi Vigyan Kendra
M&E Monitoring and Evaluation
MIDH Mission for Integrated Development of Horticulture
MIP Minor Irrigation Project
MIS Management Information System
MLE Monitoring, Learning and Evaluation
MT Metric Ton
MWL Maximum Water Level
NGO Non-Government Organization
O&M Operation and Maintenance
OCTDMS Odisha Community Tank Development & Management Society
OIIPCRA Odisha Integrated Irrigation Project for Climate Resilient Agriculture
OP Operational Policy
OPDC Odisha Pisciculture Development Corporation
OSAMB Odisha State Agriculture Marketing Board
OUAT Odisha University of Agricultural Technology
PD Project Director
PET Potential Evapotranspiration
PFCS Primary Fishermen Cooperative Society
PHM Post-Harvest Management
PIU Project Implementing Unit
PMKSY Pradhan Mantri Krishi SinchaiYojna
PMU Project Management Unit
PP Pani Panchayat
PPDO Project Procurement Development Objectives
RGCA Rajiv Gandhi Centre for Aquaculture
SA Social Assessment
SAU State Agriculture University
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SC Scheduled Caste
SCADA Supervisory Control and Data Acquisition
SDSO State Dam Safety Organization
SHG Self-Help Group
SMF Social Management Framework
SO Support Organisation
SPMU State Project Monitoring Unit
SRI System of Rice Intensification
S-SPU Sub-State Project Unit
ST Scheduled Tribe
TBL Top Bank Level
TMT Thousand Metric Ton
TOR Terms of Reference
TOT Training of Trainers
TPPF Tribal People’s Planning Framework
TSO Technical Support Organization
WHO World Health Organization
WP Water Productivity
WUA Water User Association
WUE Water Use Efficiency

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Executive Summary
1.0 About the Project
Odisha economy which is primarily agrarian, is undergoing rapid transformation. The per capita
income of the state has increased by 30 percent between 2012-17 period. However, the most critical
sector, agriculture, which is source of livelihood for more that 62 percent of the people, suffers from
various challenges. These includes (a) small landholding (b) less diversification (c) erratic monsoon
(d) frequent extreme weather events, (e) price realisation of the produced commodities, (f) value
addition of agricultural / horticultural commodities etc. To enhance productivity and to address
climate variability and change for farm income stability, irrigation and water productivity
management play a critical role. Agood number of major, medium and minor irrigationprojects have
been constructed in the state during last six decades, thereby increasing irrigation facilitiesfrom 1.83
lakh hectares in 1951 to 38.16 lakhhectares in 2017. However, this has not been able to address the
farm distress fully. Further the state government has taken steps to rationalize irrigation development
in the state, through convergence of various schemes to provide irrigation facilities to at least 35% of
the cultivable land in each block. The state has 314 blocks of which 222blocks have been covered till
2017.

Government of Odisha, through this proposed “Odisha Integrated Irrigation Project for Climate
Resilient Agriculture” (OIIPCRA), is well-positioned to demonstrate considerable climate co-benefits,
as many of its components
explicitly address building
resilience to current climate
variability, and enhancing
adaptation and mitigation. GoO
believes that market-oriented
production system can be a
viable and supportive approach
to enhance farmer’s income,
benefiting particularly marginal
and small farmers. The crop
planning and production system
can be designed in the
command areas as well as in the
non-command areas based on
the market demand. It is the
reversal of traditional “Production to Marketing” approach to “Demand driven Production” and can
benefit the farmers in both enhancing production and [Link] adopting market-oriented
agriculture production system, care is to be taken to address all the three critical components, i.e., (1)
bringing Water Use Efficiency (WUE) and Water Productivity (WP), (2) diversification in the present
production system and product value addition, and (3) supply chain improvement and its efficient
management.

Project Development Objective: The Project Development Objectiveis to intensify and diversify
agricultural production, enhance climate resilience and improve water productivity in selected
districts of Odisha.

Project Beneficiary: Project beneficiaries include small and marginal farmers, Water Users'
Associations (Pani Panchayats), Producer Organizations (POs), and other agri-entrepreneurs (AEs).
Targeted investments will be undertaken to address any gender gaps as well as benefit of other
vulnerable groups like fisher folk including fisher women,tribal farmers of different holding
categories, women self-help groups etc.
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2.0 Project Components

The project envisages to intensify and diversify agricultural production, enhance climate resilience
and improve water productivity in selected cascades of Odisha. Further, in order to improve the
market share of the produces at producer end, the project intends to promote / strengthen supply chain
and value chain of agricultural / horticultural / fisheries produces (feasible commodities only based on
scoping study), using Farmer Producer Organizations (FPOs) / Primary Fishers Cooperative Societies
(PFCS). Apart from this, the
project intends to establish
different centres at the
OUAT and Agriculture
Department to support
climate resilience in
agriculture and promote
agribusiness.

The project has four

components to achieve the
Project Development
Objective (PDO).In addition,
there is a contingent
component for any
unforeseen natural disaster
which is quite frequent in
Odisha and has a probability
to affect the state during the
project life cycle. This zero-
cost, contingent emergency response component (CERC) will finance eligible expenditures in case of
natural or man-made crises, disasters, severe economic shocks, or other crises and emergencies in
Odisha. Implementation of this subcomponent will follow a detailed Contingent Emergency Response
Implementation Plan (CERIP) satisfactory to the World Bank that will be prepared for each eligible
crisis.

Component 1: Climate-Smart Intensification and Diversification of Production: The objective of

this component is to increase agricultural productivity, strengthen the capacity of organized farmer
groups to cope or adapt to climate change stresses affecting crop production, and diversify production
in Rabi in response to effective demand as expressed by pre-identified commercial off-takers or
gleaned from other reliable market signals. Support under this component is proposed to be organized
around two mutually inclusive, overlapping and reinforcing subcomponents.

Sub-Component 1.1: Support to Improved Productivity and Climate Resilience: The objectives of
the sub-component in the agriculture sector (agriculture and horticulture) are; (i) Reduce the cost of
production; (ii) Enhance productivity and climate resilience through technology adoption; (iii) Crop
diversification towards market oriented high value crops and (iv) Promote agribusiness through
supply chain management and value chain improvement. In this context, the project plans to take up
agriculture and horticulture interventions along with Agri-business interventions. The sub-component
objectively looks at promoting agricultural technologies that are sustainable and climate resilient vis-
à-vis supports improving income of the farmers.

Specific interventions under the project area, (1) promotion of climate resilient seed varieties, (2)
demonstration of climate resilient technologies, (3) strengthening the extension system, (4) Price
forecasting of different commodities, (5) establishment of market infrastructures / processing units,
(6) organizing and strengthening farmer’s groups, and (7) capacity building of different stakeholders.
This sub-component will be executed by the Department of Agriculture and Farmers Empowerment
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Project Implementation Plan: OIIPCRA

(DoA&FE) (the Directorate of Agriculture & Food Production and the Directorate of Horticulture are
the implementing agencies for agriculture and horticulture interventions, respectively).

Sub-Component 1.2: Support to Aquaculture Production: The project intends to have

anopportunisticapproach, in terms of fishery promotion in the project tanks. The project approach is to
intervene in providing end to end solution, i.e., from seed production to market linkage where
capacity building will be a cross cutting in all the project activities. Based on the feasibility of the
tanks, the project will focus on seed promotion augmentation of inland species, improvement of
existing hatcheries, fish production and management support and facilitating marketing of the produce
by providing facilities to the fishermen folk.

The fishery sector intervention objectively looks at (1) increasing the income of fisher folks by
utilizing project tanks / water bodies, (2) propagation of scientific fish farming technologies among
the fishers for improved production, (3) strengthening pure line fish seed production and supply chain
management, (4) demonstrating intensive and semi-intensive fish farming in the ponds in the project
area for higher return to the fishers, (5) strengthening post-harvest management through infrastructure
and support to fishers; and (6) support to selected Fishermen Cooperatives and Government
Institutions for fishery-based enterprise.

Sub-Component 1.3: Support to Diversification and Produce Marketing: The objective of this sub-
component is two-fold: (i) support farmers to reduce the current emphasis on food grains (especially
paddy and wheat) and increase the share of high-value agriculture (e.g. fruits, spices and vegetables)
in their overall production structure; and (ii) improve produce marketing to reduce price risks
associated with diversification, increase incomes, and ensure sustained farmer adoption of Climate
Smart Agriculture (CSA) practices. A successful shift in favour of more diversified production would
also result into improved nutrition outcomes for farmers and the broader community, help reduce the
water footprint of paddy, foster biodiversity, and strengthen resilience of the production systems to
climate change.

Under this component, the project would fund Technical Assistance (TA) to the Department of
Agriculture and Farmer Empowerment (DAFE) to promote and build productive alliance models for
these and other competitive value chains that could emerge during implementation. To support
productive alliances, the project will provide funding for (i) increasing farmer awareness of
diversification opportunities; (ii) continuous identification of competitive value chains; (iii) farmer
experimentation with new crops and training/demonstration of relevant production technologies; (iv)
training farmers on production and marketing skills (including on input sourcing, production,
aggregation, and new technologies, among others); (v) business plan development; (vi) fostering
linkages with the financial sector or other government programs for access to credit; and (vii)
financing – on a cost-sharing basis – of selected productive investments identified in the business
plans. Project support to crop diversification will be based on agronomic/agro-ecological suitability,
comparative advantage of specific cascades, and local, national or international market opportunities.

Component 2: Improving Access to Irrigation and Water Productivity: Access to reliable

irrigation is generally critical to enhancing crop productivity, building resilience to climate change,
promoting diversification and access to markets. It is important in the targeted project areas that are
characterized by frequent droughts and rainfall variability. The objective of this component is “to use
water more efficiently, reduce water losses and save water during Kharif season, and transfer these
savings to Rabi season.” To realize this objective, the project will support modernization of hydraulic
assets, institutional reforms, and capacity strengthening.

Sub-Component 2.1: Support to Water Sector Reforms: Crop diversification and intensification
require a higher quality of irrigation service delivery to meet the requirements of grown crops.
Traditional arrangements for irrigation management often lack the capacities and incentives to deliver
these improved services. The project will pursue institutional reforms and strengthen decentralized
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Project Implementation Plan: OIIPCRA

irrigation system management along with incentivizing local Pani Panchayats to deliver high
performing irrigation and O&M services in a public-private community partnership mode. It will also
explore regulatory reform in ground water management.

Under this sub-component (1) project will support the introduction of Integrated Water Resource
Management (IWRM) in one catchment on pilot basis, (2)regulation related to ground water
extraction for irrigation will be reformed, (3) support the establishment of a PP support unit within the
DoWR, (4) conduct a study into options for PPP in irrigation management to increase the efficiency
of water use and improve the quality of irrigation service delivery.

Sub-Component 2.2: Support to Investments in Cascades: Under this sub-component, the project
will invest in the modernization of hydraulic assets. To that end, a comprehensive water assessment
will be conducted in the Project cascades to identify opportunities for reducing water losses and for
transferring the savings water for Rabi season. For each of these opportunities, the implications on
downstream water use will be identified through preparation of a pre and post-project tank / cascade-
wide water balance. Investments include strengthening of canal bunds, modernizing hydraulic canal
structures, installation of field channels and sub-surface pressurized pipes, and developing
groundwater extraction in safe zones. Self-practicing tool kit for cascade approach will be developed
within 2 years of project cycle.

Component 3: Institutional Capacity Strengthening: The objective of this component is to improve

overall capacity of the GoO for inter-departmental planning, coordination and implementation of
cross-sectoral programs in agriculture, horticulture, fishery and water resource sectors. In this respect,
the project will support in building a secretariat within the office of the Agriculture Production
Commissioner (APC) for the purposes of planning, convergence, coordination, oversight, monitoring,
analytics, policy formulation, and partnerships building. Besides ensuring better project outcomes, a
strengthened office of the APC would help guide the state’s long and short-term vision for water and
agriculture development, build the state’s capacity to deliver programs, and help forge strategic long-
term partnerships for improved performance of relevant sectors.

At the district level, the project will finance the establishment, staffing and operation of a Monitoring
Cell within the office of the PD-ATMAto be charged with monitoring all activities in the agriculture,
fisheries, and water sectors, including those funded under the project. In addition, based on capacity
assessment, the project will support capacity building of departmental staff on technical and
managerial aspects. Along with this, the project component will also support in strengthening the
capacity of the community institutions / organizations, such as Pani Panchayat, Water User
Associations, Farmer Producer Organizations, Primary Fishers Cooperative Societies etc.

Component 4: Project Management: This component will strengthen capacities for project
management, monitoring and evaluation (M&E) (including, inter alia, the areas of procurement and
financial management) through the provision of goods, consultant services, training, and financing of
incremental operating costs. This component will also develop a comprehensive management
information and data collection and reporting system on key performance outputs and impact
indicators through baseline surveys, participatory assessments, mid-term reviews and final
evaluations. Staffing of the State Project Monitoring Unit (SPMU) will include a number of technical,
financial management, M&E and safeguards (social and environmental) experts. Detailed
implementation arrangements will be spelled out in the Project Operational Manual (POM). Regular
training of SPMU staff will be organized to strengthen their capacities to implement the project.

Support to Integrated Production System for Strengthening Livelihoods

Small ruminants and poultry are well integrated in to the production system and overall livelihood of
rural communities, especially among the landless, small and marginal farmers in Odisha. For the
landless, goat rearing and poultry are the essential means of generating livelihood income. Small
ruminants and poultry not only contribute to food and nutritional security at the household level, also
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Project Implementation Plan: OIIPCRA

generate income and employment. They also play a greater role in agricultural waste management. In
the context of climate change, Integrated Production and Management System (IPMS) appears to be a
promising adaptation package both in drought, flood and disaster-prone/ affected areas. Systematic
development of these allied activities not only diversifies the livelihood, also bring resilience in the
production system.

In view of the recent cyclonic storm and its impact on the life and livelihood of the people, the project
envisages to take up additional measures to support farmers, more particularly marginal and small
farmers in the tank command and non-command areas of cyclone affected district/s. In this context,
the project will take up two most affected districts, i.e., Puri and Khurdha to improve adaptation
ability and strengthen recovery mechanism. The project will take up 15 tanks in Puri and 10 tanks in
Khurdha as a part of the intervention. The newly added 25 tanks will be additional to the project
jurisdiction or it will be adjusted within the overall scope of intervention of the project.

The project will have specific interventions in these districts from climate change and adaptation
perspectives. The interventions will include the followings;

1. Promotion of climate resilient agricultural practices / climate smart technologies in the tank
command and non-command areas;
2. Support to fishery activities in the selected tanks, involving fishermen cooperatives (PFCS);
3. Strengthening livelihood of vulnerable farmers (mostly marginal and small farmers) in
reestablishing animal husbandry supply chain, focusing on small ruminants and poultry;
4. Supporting farmers with agricultural and horticultural inputs, more particularly with climate
resilient seed varieties;
5. Strengthening community level institutions for a greater collaboration with other project
interventions.

Promotion of Climate Resilient Agricultural Practices: The project will support the farmers of
different holding categories in tank command and non-command areas to adopt climate resilient
agricultural technologies and practices. Technology transfer will support the farmers to prevent /
minimize the crop loss in climate stress situations in a longer term. The transfer of climate resilient
agricultural technologies and practices will be taken up through demonstrations, organizing farmer’s
field schools, in-situ hand holding and guidance, training and exposure of the farmers.

Fishery Promotion: Feasible tanks will be taken up for fish farming, in collaboration with local
PFCS and other government / non-government institutions / organizations. The project will support
the fishers in strengthening their fishery activities with the supply of fish seeds, feeds, value addition
activities and linking with overall fish supply chain.

Poultry Promotion (including backyard Poultry): Poultryand small ruminants will be promoted in
selected tank villages in two project districts (Puri and Khurdhadistrict affected by cyclone Fani).
Promotion and establishment of poultry / small ruminant based supply chain will be taken up in
village saturation mode. As a part of inclusive strategy of the project, landless households, women,
marginal and small farmers, scheduled caste and scheduled tribe families will be given high priority.
While detail modalities of support system will be finalized in the later stage, the project will strategize
the intervention in a cluster development approach, exploring PPP mode of operation. Possible
convergence approach will be explored with existing schemes / programs / market mechanisms for
wider coverage and remunerative return to the growers.

Promotion of Climate Resilient Seed Varieties: Climate resilient seed varieties, developed by
OUAT, CRRI and other institutions will be promoted for adoption in the project areas. The project
will support in providing subsidized seeds to the farmers, focusing on marginal and small holders,
including women and SC/ST farmers.

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Project Implementation Plan: OIIPCRA

Strengthening Community Level People’s Institutions: Along with different support provisions,
the project will strengthen the community level institutions such as water user associations, producer
organisations, farmer interest groups etc. to take up different activities in collaboration and synergy
with other line departments and its efficient management. Trainings, exposure and hand holding
support will be provided under the project to improve their functioning and service delivery
capability.

3.0 Project Design Framework:

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Project Implementation Plan: OIIPCRA

4.0 Geographical Coverage

The project will cover 15 districts in the state with intensive focus for agricultural development and
increase in the irrigation potentiality. The framed project activities will be implemented over a period
of six years in a phased manner.

SN Project District No of No of GPs No of MIP Designed Designed

Blocks tanks CCA (Kharif) CCA (Rabi)
1 Balangir 10 17 21 4809 623
2 Balasore 5 6 6 456 0
3 Bargarh 4 19 24 2226 279
4 Bhadrak 5 12 13 1356 60
5 Boudh 1 8 10 755 0
6 Gajapati 1 3 3 351 121
7 Ganjam 18 166 251 18149.7 722
8 Jajpur 3 3 5 598 150
9 Kalahandi 10 30 36 3555 424
10 Kandhamal 4 6 6 452 50
11 Keonjhar 11 39 49 12015 3057
12 Mayurbhanj 20 81 107 11266 1049
13 Nabarangpur 3 3 3 125 8
14 Nuapada 2 2 2 86 0
15 Subarnpur 1 1 2 94 0
Grand Total 98 396 538 56293.7 6543

5.0 Project Implementation Arrangement

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Project Implementation Plan: OIIPCRA

6.0 Project Financing

The total cost of the project estimated to be USD 234.70 million, of which IBRD will finance USD
164.40 million and Government will finance USD 70.30 million of the total cost of the project (refer
Table 36).

Project Components Project IBRD Counterpart

Cost Financing Funding
(USD) (USD)
1. Climate Resilient Intensification and Diversification of Production 74.44 52.10 22.30
2. Improving Access to Irrigation and Water Productivity 137.42 96.20 41.20
3. Institutional Capacity Strengthening 9.6 6.70 2.90
4. Project Management 12.83 9.00 3.80
[Link] Emergency Response 0.00 0.00 0.00
Total Project Cost 234.30 164.00 70.30
Front end fees 0.40 0.40
Total financing required 234.70 164.40 70.30

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Chapter One: Introduction

1.1 Overview

With a geographical area of 1, 55,707 sq. km, Odisha is the ninth largest state by area in India and the
eleventh largest state by population. The State has a long coastline of 480 km with continental shelf
area of 24,000 sq. km along the Bay of Bengal which reflects the rich potential of inland, brackish
water and marine fishery resources in the State of Odisha. As per 2011 Census, the State has a
population density of 270 per Sq. Km and is predominantly a rural state with 83.3 percent of the
population living in villages dependent mainly on agriculture as their primary source of livelihood.

Odisha’s Gross State Domestic Product (GSDP) was Rs 3, 77, 202 Crore at current price in 2016-17.
The Compound Annual Growth Rate (CAGR) of agriculture during 2011-17 was 2.8 percent only. In
spite of the fact that the contribution of agriculture and allied sector is declining from 62% in the
1950’s to 19.98% in 2017, this sector still remains the main employment provider to small and
marginal workers. Good rise in forestry and fishery sectors is leading to the growth of primary sector
in the state. In 2017-18, the tertiary sector contributed 45.25% to the state’s GSVA at current prices,
followed by the secondary sector at 27.05% and the primary sector at 27.70%.

At a CAGR of 12.58 per cent, the tertiary sector has been the fastest growing among the three sectors
from 2011-12 to 2017-18F. The growth has been driven by trade, transport, storage, communication
& services related to broadcasting and other services. The primary sector grew at a CAGR of 8.23
percent between 2011-12 and 2017-
18. The secondary sector grew at a
CAGR of 6.83 per cent between
2011-12 and 2017-18. This was
driven by manufacturing,
construction and electricity, gas &
water supply. Gross State Value
Added by economic activity at
current basic prices for agriculture,
forestry and fishing is Rs 76, 32,
274. Industry sector is of great
importance for Odisha’s economy.
The manufacturing GVA in the
organized industrial sector is 88
percent, which is much more than
the corresponding national average.
For the past five years, the industry
sector has CAGR which is as a
whole has been 5.72 percent per
annum. There is a disconcerting
Figure 1 Share of primary, secondary and tertiary sector to GSDP issue that relates to the declining
share of the industry in the GSDP. It
is seen that the sector declined from 43.6 percent in 2011-12 to an estimated 34.8 percent in 2017-18,
even as the mineral-rich State has a huge potential for industrialization. Odisha is a middle-income
state with an average per capita annual income of INR 77, 1931.

The government has observed appreciable growth in terms of the target of getting inclusive growth
with imperative execution in both development and welfare sectors. In 2016-17, the Gross State
Domestic Product (GSDP) grew at the rate of 10.39 percent. The state government has also proposed

1 Odisha Economic Survey 2017-18

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an idea for the primary sector to capture the declining pattern and centering on farm productivity,
water productivity, enhancement of agriculture and allied infrastructure to address the value chain gap
and upgrade farm income.

Table 1: Real Growth of GSDP (percent) by Sectors (2013-14 to 2017-18)

Sector 2013-14 2014-15 2015-16 2016-17 2017-18

Agriculture, Forestry and Fishing -4.16 7.84 -13.52 19.65 -4.7

CAGR % (2011-17) - - - - 2.81
Industries 16.23 -7.02 16.47 6.35 5.23
CAGR % (2011-17) - - - - 5.72
Services 7.79 7.75 8.11 10.74 12.42
CAGR % (2011-17) - - - - 9.02
GSVA at basic price 8.9 1.3 7.49 10.14 6.64
GSDP 9.26 1.8 8.17 10.39 7.14
CAGR % (2011-17) - - - - 6.98
CAGR % (All India), 2011-17 - - - - 6.82
Source: Directorate of Economic Survey, Odisha

During 2011-17, the agriculture had Compound Annual Growth Rate (CAGR) of 2.8 percent only.
The contribution of water supply & other utility services expanded marginally from 3.52 percent in
2011-12 to 3.72 percent in 2013-14 and 4.07 percent in 2015-16 and in 2017-18, it again declined
marginally to 3.64 percent. The contribution of mining and quarrying sector varies from 12 percent in
2011-12 to 7.72 percent in 2017-18. Contribution of construction sector varies from 9.35 percent in
2011-12 to 7.18 percent in 2017-18. The industries sector observed Compound Annual Growth Rate
(CAGR) of 5.72 percent. The annual growth of the services sector expanded from 7.41 percent in
2012-13 to 10.74 percent in 2016-17 and it further accelerated to 12.42 percent in 2017-18. During
2011-17, the average annual growth rate (Compound Annual Growth Rate) was 9.02 percent.2

1.2 Demographic Features

The population of Odisha, as per 2011 census is 4,19,74,218 out of which 2,12,12,136 are male and
2,07,62,082 are female with a sex ratio of 979. The density population for Odisha is 270 persons per
square kilo meter (km), as against 382 persons per square km at all India level in 2011. The literacy
rate of the State is 72.9 percent in 2011.

Table 2: Population of Project Districts

Districts Population in ('000 No) Percentage Sex Ratio (No. of Population District
to Total Females per '000 Density Per Population
Population males) Sq. Km to State
Population
in %
M F T R U R U R U T 2001 2011
Balasore 1186 1134 2320 2067 253 89.08 10.92 957 959 957 532 610 5.53
Bargarh 749 732 1481 1331 150 89 10.13 979 961 977 231 254 3.53
Bhadrak 760 746 1506 1320 186 87.66 12.34 985 956 981 532 601 3.59
Bolangir 830 819 1649 1452 197 88.03 11.97 992 948 987 203 251 3.93
Boudh 221 220 441 421 20 95.37 4.63 993 947 991 121 142 1.05
Gajapati 283 295 578 507 71 87.77 12.23 1048 1006 1043 120 134 1.38
Ganjam 1779 1750 3529 2761 768 78.24 21.76 995 941 983 385 430 8.41
Jajpur 926 901 1827 1692 135 92.61 7.39 976 944 973 560 630 4.35
Kalahandi 787 790 1577 1455 122 92.26 7.74 1008 953 1003 169 199 3.76
Kandhamal 360 373 733 661 72 90.14 9.86 1043 984 1037 81 91 1.75
Keonjhar 907 895 1802 1549 253 85.95 14.05 999 920 988 188 217 4.29
Mayurbhanj 1256 1264 2520 2327 193 92.34 7.66 1010 956 1006 213 242 6.0
Nabarangpur 605 616 1221 1133 88 92.82 7.18 1021 990 1019 194 231 2.91

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Districts Population in ('000 No) Percentage Sex Ratio (No. of Population District
to Total Females per '000 Density Per Population
Population males) Sq. Km to State
Population
in %
Nuapara 302 308 610 576 34 94.42 5.58 1024 983 1021 138 158 1.45
Subarnapur 311 299 610 560 50 91.82 8.18 961 945 960 232 261 1.45
Odisha 21212 20762 41974 34971 7003 83.31 16.69 989 932 979 236 270 100
Source: Population Census 2011, Odisha

The district of Ganjam and Mayurbhanj are having the maximum population as compared to all other
districts. Population wise Ganjam is largest district in Odisha having 8.41% of total population and
having the highest rural population. Jajpur is having maximum Population Density 630 per sq. km.
The percentage of urban population to the total population in the State is 16.69% and share of rural
population to the total population is 83.31%. In districts like Boudh and Nuapara most people are
living in rural area i.e. 95.37% and 94.42% respectively. Gajapati, Kandhamal, Koraput and Raygada
have good sex ratio as compared to other districts. The population density per sq. km for 2011 is 270
and that in 2001 is 236 with an increase of 14.41%.

Table 3: Overview of State Demography

Particulars Total Rural Urban
Total Population Person 41974218 34970562 7003656
Total Population Male 21212136 17586203 3625933
Total Population Female 20762082 17384359 3377723
Main Working Population Person 10707543 8623947 2083596
Main Working Population Male 8794413 7045991 1748422
Main Working Population Female 1913130 1577956 335174
Main Cultivator Population Person 3279769 3219409 60360
Main Cultivator Population Male 2924537 2869857 54680
Main Cultivator Population Female 355232 349552 5680
Main Agricultural Labourers Population Person 2420540 2355909 64631
Main Agricultural Labourers Population Male 1746831 1697973 48858
Main Agricultural Labourers Population Female 673709 657936 15773
Main Other Workers Population Person 4565748 2702910 1862838
Main Other Workers Population Male 3807869 2239950 1567919
Main Other Workers Population Female 757879 462960 294919
Marginal Worker Population Person 6834046 6479767 354279
Marginal Worker Population Male 3108242 2895583 212659
Marginal Worker Population Female 3725804 3584184 141620
Marginal Cultivator Population Person 824220 810942 13278
Marginal Cultivator Population Male 450813 442804 8009
Marginal Cultivator Population Female 373407 368138 5269
Marginal Agriculture Labourers Population Person 4319453 4263034 56419
Marginal Agriculture Labourers Population Male 1735005 1706770 28235
Marginal Agriculture Labourers Population Female 2584448 2556264 28184
Marginal Other Workers Population Person 1348779 1092219 256560
Marginal Other Workers Population Male 798385 636313 162072
Marginal Other Workers Population Female 550394 455906 94488
Non-Working Population Person 24432629 19866848 4565781
Non-Working Population Male 9309481 7644629 1664852
Non-Working Population Female 15123148 12222219 2900929
Source: Population Census 2011, Odisha

As per census 2011, Odisha had 41.04 lakh cultivators and 67.40 lakh agricultural labourers out of
175.42 lakh total workers. The shares of cultivators and agriculture labourers together have fallen by
3% from 64.8% to 61.82% between 2001 and 2011 because of lower participation of women
cultivators which decreased by 19% from 9 lakh to 7.29 lakh during the same interval. However, the

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number of male cultivators increased by 0.28 lakh during this period. Among the districts, Balasore
has the highest number of cultivators (2.89 lakh). Mayurbhanj has the highest number of agricultural
labourers (5.69 lakh) and persons working in household industries (1.14 lakh).

The Population Census 2011 shows that the State has more percentage of main working population in
rural region (80.4%) than in urban region (19.6%). It can be easily observed that the rural region
forms major part of the main cultivator population (98.16%) and main agricultural labourer
population (97.33%). According to Population Census 2011, the State has more number of marginal
other worker population in rural regions (80.98%) than in urban region (19.02). The annual growth
rate of the population in Odisha from 2001 to 2011 is 18.42%. The main worker population increased
to 1.11% from 2001 to 2011.

1.3 Geo-Physical

From the topographical point of view, the State has been divided into four zones, namely, (1) Coastal
plain in the east (10%), (2) Middle mountain and highland region in central part (70%), (3) Central
plateau (5%), and (4) Western rolling uplands in west (15%)

Figure 2: Topographic Division of Odisha

Source: Panchayati Raj Department, Govt. Odisha

1.4 Climatic Features

Odisha has ten agro climatic zones which are characterized by high temperature, high humidity,
medium to high rainfall and mild winters of short period. As per Koppen’s climatic classifications
most part of Odisha comes under the Aw having a tropical Savannah type of climate.

The agriculture sector of the State frequently suffers from natural calamities like cyclones, droughts
and flash floods which generously influence production and profitability of horticulture. On the basis
of climate type, land form and soil, the state is divided into ten agro-climatic zones:

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1. North Western Plateau

2. North Central Plateau
3. North Eastern Coastal Plain
4. East and South Eastern Coastal Plain
5. North Eastern Ghat
6. Eastern Ghat High Land
7. South Eastern Ghat
8. Western Undulating Zone
9. Western Central Table Land
10. Mid Central Table Land

Figure 3Agro Climatic zones of Odisha

Source: Panchayati Raj Department, Govt. Odisha

Dry spell sets off an endless loop of financial effects starting with yield disappointment, joblessness,
erosion of assets, diminish in pay, intensifying of living conditions, poor sustenance, and, in this way,
diminished hazard absorptive limit, which thus enhance the vulnerability of the poor to another dry
season.

Table 4: Agro-Climatic Zones of the Districts under the Project

Sl. Agro- Agricultural Climate Normal Broad Soil groups
No. climatic Districts Mean Mean Mean
Zone annual maximum minimum
rainfall summer winter
(mm) temp (°C) temp
(°C)
North Mayurbhanj, Hot & moist 1534 36.6 11.1 Lateritic, Red & Yellow,
Central major parts of Sub-humid Mixed Red & Black
Plateau Keonjhar
(except
Anandpur
&Ghasipura
block)
North Balasore, Moist sub- 1568 36.0 14.8 Red, Lateritic,
Eastern Bhadrak, Parts humid Deltalcalluvial,
Coastal of Coastalalluvial&Saline
Plain Jajpur&hatdihi
block of

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Sl. Agro- Agricultural Climate Normal Broad Soil groups

No. climatic Districts Mean Mean Mean
Zone annual maximum minimum
rainfall summer winter
(mm) temp (°C) temp
(°C)
keonjhar
East & Part of Ganjam Hot & Humid 1577 39.0 11.5 Saline, Lateritic, Alluvial,
South Red & Mixed red &
Eastern Black
Coastal
Plain
North Gajapati, Hot & moist, 1597 37.0 10.4 Brown forest, Lateritic
Eastern Ghat Kandhamal, Sub-humid Alluvial, Red, Mixed Red
Part of Ganjam & Black
Eastern Ghat Nabarangpur Warm & 1522 34.1 7.5 Red, Mixed Red & Black,
High Land humid Mixed Red & Yellow
Western Kalahandi Hot & moist 1352 37.8 11.9 Red, Mixed Red & Black
Undulating &Nuapada Sub-humid and Black
Zone
Western Bargarh, Hot & moist 1614 40.0 12.4 Red & Yellow, Red &
Central Bolangir, Sub-humid Black, Black, Brown
Table Land Boudh, Sonepur forest, Lateritic
Source- [Link]

1.5 Rainfall

The south-west monsoon accounts for about 80% of the annual rainfall in the state. The South West
Monsoon generally sets in between 5th June and 10th June in the coastal plain and by 1st of July the
entire State is under the full influence of the south-west monsoon. By 15th October, the south-west
monsoon pulls back completely from Odisha. These are the normal dates which vary from year to
year. As per “Thornthwaite’s classification”, Odisha comes under the sub-humid category inferring
deficient winter downpours.

Table 5: Rainfall Statistics of Project Districts in 2017

Sl. Name of the District Geographical area Normal rainfall Actual average Deviation from
No in Sq. Km (mm) rainfall (mm) 2017 normal (mm)
1 Balasore 3806 1592.0 1628.4 36.4
2 Baragarh 5837 1367.3 1045.1 -322.2
3 Bhadrak 2505 1427.9 1506.9 79
4 Bolangir 6575 1289.8 1049.9 -239.9
5 Boudh 3098 1623.1 1164.2 -458.9
6 Gajapati 4325 1403.3 1406 2.7
7 Ganjam 8206 1276.2 1150.8 -125.4
8 Jajpur 2899 1559.9 1477 -82.9
9 Kalahandi 7920 1330.5 1331.8 1.3
10 Kandhamal 8021 1427.9 1226.4 -201.5
11 Keonjhar 8303 1487.7 1211.2 -276.5
12 Mayurbhanj 10418 1600.6 1390 -210.6
13 Nabarangpur 5291 1569.5 1551.9 -17.6
14 Nuapada 3852 1286.4 1097.1 -189.3
15 Subarnapur 2337 1418.5 1108.2 -310.3
Odisha 155707 1451.2 1283.1 -168.1
Source: District at a glance 2018, Economic Survey, Odisha

As noted above, Boudh observed the maximum negative deviation from normal rainfall (-458.9 mm)
indicating less rainfall. District Balasore observed a positive deviation (36.4mm) indicating good
rainfall. From the Annexure 2, the State observed actual rainfall of 1283.1 mm of rainfall and when it
was compared to the normal rainfall of 1451.2 mm of rainfall, there was altogether deviation of -168.1
mm which means deficit rainfall. Districts like Boudh, Bargarh and Sundergarh have observed very

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high negative value of deviation from normal rainfall, indicating less rain. Although districts like
Koraput, Kendrapara, Bhadrak, Jagatsinghpur and Balasore observed good amount of rainfall in 2016-
17 and have more value of actual rainfall than normal rainfall.

Table 6: Monthly Average Potential Evapotranspiration of Project Districts

Unit: mm/day
District Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Balangir 5.57 6.35 7.24 8.01 8.19 6.87 5.27 4.94 5.23 5.75 5.81 5.46
Baleswar 5.22 5.9 6.72 7.42 7.43 6.35 5.25 4.95 4.97 5.3 5.49 5.18
Bargarh 5.48 6.29 7.23 8.14 8.39 7.08 5.39 4.96 5.23 5.77 5.82 5.42
Baudh 5.39 6.13 6.94 7.67 7.82 6.62 5.24 4.98 5.2 5.56 5.65 5.31
Bhadrak 5.21 5.86 6.58 7.15 7.19 6.23 5.19 4.94 4.97 5.3 5.47 5.19
Gajapati 5.33 5.99 6.52 6.83 6.83 6.06 5.11 5.02 5.15 5.34 5.42 5.2
Ganjam 5.25 5.88 6.37 6.7 6.68 5.92 5 4.94 5.09 5.32 5.42 5.15
Jajpur 5.23 5.89 6.62 7.18 7.29 6.31 5.26 5.03 5.07 5.38 5.53 5.22
Kalahandi 5.63 6.4 7.23 7.85 8 6.63 5.17 4.92 5.22 5.66 5.75 5.47
Kandhamal 5.4 6.12 6.84 7.41 7.5 6.38 5.13 4.94 5.15 5.5 5.58 5.3
Kendujhar 5.32 6.1 7.1 8.03 8.28 6.91 5.57 5.23 5.31 5.57 5.64 5.27
Mayurbhanj 5.24 5.97 6.96 7.83 8 6.72 5.43 5.08 5.15 5.44 5.56 5.19
Nabarangpur 5.76 6.57 7.44 8.07 8.24 6.8 5.23 4.93 5.29 5.79 5.84 5.58
Nuapada 5.62 6.43 7.34 8.12 8.34 6.91 5.26 4.88 5.24 5.8 5.85 5.49
Source: [Link] (08-06-2018, 4:00PM)

As noted above, the highest Potential Evapotranspiration (PET) is found highest during the months of
March, April, May and June (Summer season) and is lowest during December and January (winter
season) in every year. In Odisha, PET is generally high in the district (Western Odisha) like
Sundargarh, Nabarangpur, Jharsuguda, Bargarh, Balangir, Nuapada and low in the district (Eastern
Odisha) like Kendrapara, Jagatsinghpur, Khordha, Cuttack and Ganjam.

1.6 Temperature

The State has been experiencing increase in temperature in its different parts. The State’s coastal
regionshave temperature fluctuation and heat waves. Dry and very high humidity (about 80%) also
persists in the coastal influencing the lives and employments of individuals amid heat wave conditions
in summer months. There are three noteworthy seasons - summer (March-June), rainy Season (July-
September) and the winter (October-February). Odisha lying only South of the Tropic of Cancer, has
a tropical atmosphere. In summer it is warm nearly during the time, in the Western regions of
Sundergarh, Sambalpur, Baragarh, Bolangir, Kalahandi and Mayurbhanj with most extreme
temperature drifting between 42-48° C and in winter, it becomescool. In the coastal districts, the
climate is equable but highly humid and sticky. The summer maximum temperature ranges between
40-45° C and the low temperatures are usually between 10-14° C. Winter isn't exceptionally serious
aside from in a few districts in Koraput and Phulbani where least temperature may drop to 2-4° C.

Table 7: Annual Average Rainfall, Temperature and Humidity, Odisha

Year Average Rainfall (mm) Average Temp. (Degree Celsius) Relative Humidity (%)
2007 1588.37 25.95 72.35
2008 1549.91 26.54 76.54
2009 1369.71 27.33 74.4
2010 1293.94 27.08 75.63
2011 1339.4 26.38 71.15
2012 1384 26.92 69.82
2013 1414.05 27.44 71.64
2014 1608.8 24.74 74.52
2015 1224.7 25.67 76.24
2016 1283.1 26.62 80.29
Source: [Link], IMD, Agricultural Statistics

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The State observed an annual average rainfall of 1283.1 mm, average temperature of 26.62 degree
Celsius and relative humidity of 80.29% in 2016. The state observed a good amount of rainfall
(1588.37 mm) in 2007 as compared to the other years. The highest average temperature was observed
in the year 2013.

1.7 Economy
The economy of Odisha recorded an annual average growth rate of 4.2 percent during the period
1951-2011 against the all-India average of 4.9 percent at base price of 2004-05. This implies a gap of
0.7 percentage points for the State from national average. From 2003 onwards, the growth rate of the
State accelerated and entered into a higher trajectory of above 8 percent as against the national
average of 7.5 percent thus becoming one of the fast-growing economies of the [Link],
contribution of agriculture sector to GSDP has been reducing.

Table 8: Gross State Value Added by Economic Activity (percentage share) at Current Basic Prices
Sl. Economic Activity Percentage Share
No. 2011- 2012- 2013- 2014- 2015- 2016- 2017-
12 13 14 15 16 17 18
1. Agriculture, Forestry and Fishing 17.87 21.44 20.24 22.21 20.04 21.57 19.98
1.1 Crops 11.60 15.05 13.56 15.03 12.34 13.96 12.54
1.2 Livestock 2.45 2.56 2.60 2.72 2.81 2.92 3.00
1.3 Forestry and Logging 2.60 2.49 2.80 2.93 3.06 2.68 2.36
1.4 Fishing and Aquaculture 1.22 1.34 1.28 1.53 1.83 2.01 2.08
2. Mining and Quarrying 12.03 10.70 10.23 9.16 9.47 8.26 7.72
Primary 29.89 32.15 30.46 31.37 29.51 29.84 27.70
3. Manufacturing 18.69 16.91 18.43 16.00 16.10 16.46 16.23
4. Electricity, Gas, Water Supply & Other 3.52 3.76 3.72 3.42 4.07 3.60 3.64
Utility Services
5. Construction 9.35 8.32 8.25 8.11 7.80 7.39 7.18
Secondary 31.57 28.99 30.41 27.53 27.98 27.45 27.05
6. Trade, Repair, Hotels and Restaurants 9.24 9.78 9.88 10.26 10.08 10.14 10.37
6.1 Trade & Repair Services 8.35 8.91 9.03 9.43 9.19 9.24 9.46
6.2 Hotels & Restaurants 0.89 0.87 0.84 0.84 0.89 0.90 0.92
7. Transport, Storage, Communication & 6.12 6.26 6.32 6.94 7.39 7.54 8.01
Services related to Broadcasting
7.1 Railways 0.81 0.94 0.95 1.16 1.28 1.25 1.37
7.2 Transport by means other than Railways 3.72 3.77 3.71 3.89 4.03 4.14 4.36
7.2.1 Road transport 3.15 3.22 3.18 3.29 3.46 3.57 3.76
7.2.2 Water transport 0.19 0.17 0.15 0.16 0.13 0.13 0.13
7.2.3 Air transport 0.02 0.03 0.02 0.03 0.05 0.05 0.06
7.2.4 Services Incidental to Transport 0.37 0.35 0.35 0.41 0.39 0.38 0.40
7.3 Storage 0.06 0.06 0.07 0.06 0.06 0.06 0.07
7.4 Communication & Services related to 1.52 1.49 1.59 1.82 2.01 2.09 2.21
Broadcasting
8. Financial Services 3.62 3.65 3.43 3.61 3.89 3.95 4.12
9. Real estate, Ownership of Dwelling & 7.75 7.63 7.65 7.87 8.12 7.76 7.81
Professional Services
10. Public Administration and Defense 3.92 3.94 4.96 5.14 5.19 4.98 6.20
11. Other Services 7.89 7.60 6.89 7.29 7.85 8.35 8.74
Tertiary 38.54 38.86 39.13 41.10 42.52 42.72 45.25
12 Total GSVA at Basic Prices 100.00 100.00 100.00 100.00 100.00 100.00 100.00
Source: Directorate of Economics and Statistics, Odisha

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Table 9: GSVA by Economic Activity (growth over previous years) at Current Basic Prices
Sl. Economic Activity Growth over previous year
No.
2012-13 2013- 2014- 2015- 2016- 2017-
14 15 16 17 18
1. Agriculture, Forestry and Fishing 35.79 6.22 15.54 -6.33 22.26 1.64
1.1 Crops 46.79 1.37 16.68 -14.74 28.49 -1.46
1.2 Livestock 18.26 14.52 10.09 7.16 18.06 12.66
1.3 Forestry and Logging 8.33 26.63 10.08 8.58 -0.56 -3.32
1.4 Fishing and Aquaculture 24.88 6.88 26.51 23.66 24.87 13.78
2. Mining and Quarrying 0.69 7.55 -5.76 7.39 -0.96 2.55
Primary 21.67 6.66 8.39 -2.32 14.81 1.89
3. Manufacturing 2.33 22.70 -8.60 4.50 16.04 8.26
4. Electricity, Gas, Water Supply & Other Utility 20.83 11.44 -3.42 23.65 0.37 11.07
Services
5. Construction 0.71 11.60 3.43 -0.08 7.57 6.55
Secondary 3.92 18.05 -4.70 5.53 11.39 8.17
6. Trade, Repair, Hotels and Restaurants 19.66 13.69 9.41 1.95 14.26 12.26
6.1 Trade & Repair Services 20.67 14.17 9.83 1.20 14.26 12.27
6.2 Hotels & Restaurants 10.21 8.78 4.86 10.37 14.34 12.22
7. Transport, Storage, Communication & Services 15.83 13.48 15.65 10.60 15.81 16.61
related to Broadcasting
7.1 Railways 30.23 14.15 28.65 14.47 11.11 19.62
7.2 Transport by means other than Railways 14.77 10.52 10.57 7.57 16.42 15.77
7.2.1 Road transport 15.78 11.15 8.95 9.11 17.23 15.54
7.2.2 Water transport 1.51 0.62 11.96 -19.94 17.34 12.56
7.2.3 Air transport 111.39 -26.56 68.48 88.32 0.43 43.49
7.2.4 Services Incidental to Transport 8.91 12.62 21.54 0.08 11.27 15.49
7.3 Storage 10.14 18.52 3.01 4.77 10.49 15.76
7.4 Communication & Services related to 10.94 20.34 20.21 14.82 17.73 16.48
Broadcasting
8. Financial Services 14.32 5.71 10.68 11.96 15.25 14.41
9. Real estate, Ownership of Dwelling & 11.40 12.88 8.17 7.22 8.45 10.55
Professional Services
10. Public Administration and Defense 13.64 41.79 9.12 4.86 8.96 36.52
11. Other Services 8.89 2.11 11.31 11.79 20.80 14.92
Tertiary 14.07 13.33 10.58 7.41 14.07 16.27
12 Total GSVA at Basic Prices 13.14 12.55 5.27 3.84 13.54 9.75
13 Gross State Domestic Product 13.30 13.29 6.00 5.28 14.00 10.28
14 Per capita GSDP 12.16 12.15 4.93 4.23 12.85 9.17
Source: Directorate of Economics and Statistics, Odisha

Odisha remains a better performer as an economy among all major States in current decade. Both
industries and services sectors, accounting for more than four-fifths of GSDP, continued to be the
largest contributors to economic growth. However, the share of industries sector was 43.59 percent in
2011-12 and it declined to 34.77 percent in 2017-18. Services sector witnessed a continuous
expansion with a share in total gross value-added rising from 38.54 percent in 2011-12 to 45.25
percent in 2017-18. Agriculture and allied sector, being still monsoon-dependent to some extent,
showed a fluctuating trend. Its share increased from 17.9 percent in 2011-12 to 22.2 percent in 2014-
15 and again declined to 20 percent in 2015-16 owing to deficient monsoon. It once again dropped to
20.0 percent in 2017-18 after rising to 21.6 percent in 2016-17.3

1.8 Agriculture

The State covers 35 percent of geographical area as the net cropped area and has dependence of more
than 60 percent of State’s workforce on agriculture for their sustenance. Agriculture in Odisha is the
sector that is firmly associated to the welfare of the citizens as it impacts livelihoods of more tha 2/3rd
of its population. Agriculture and allied sectors cover the following economic activities:

3 Odisha Economic Survey 2017-18

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 Crop production
 Livestock
 Forestry and logging
 Fishing

The annual growth rates of agriculture sector fluctuated significantly during 2011-12 to 2017-18. In
the year 2016-17, the growth rate accelerated significantly to 19.65 percent on a low base as a result
of increased production of crops but it reduced to negative growth of 4.70 percent during 2017-18
following decreased crop production as per second advance estimate of crop statistics. In the year
2011-17, the Compound Annual Growth Rate (CAGR) was 2.8 percent only. Although share of the
agriculture and allied sector is going downward from 62 percent in the 1950’s to 19.98 percent in
2017, this sector still continues to be the main employment provider to small and marginal workers.
Development of this sector is criticalnot just to ensure food security and lessening of poverty in rural
regions, yet additionally to maintain growth of the rest of the economy.

Crop, livestock, fishery and forest exist as the main sub-sectors of broad agriculture sector. Crop
production sector in Odisha was buoyant in 2016-17. The State observed transient growth in the field
of crop area, production, productivity, food security, irrigation during the year leading to rise in the
income of the [Link] the contribution of crop sector to GSDP in Odisha consistently reduced
over the decades since 1950s till early 2010s, but it started improving from 2011-12, but the trend is
varying. Formulation of State Agriculture Policy 2013, Odisha Fishery Policy 2015 and exclusive
agriculture budget by the State Government paved the way for sustainable practices with higher
investment, efficient production technology, post-harvest solutions, effective value addition and
remunerative market options in agriculture sector.

The year 2016-17 noticed a remarkable growth of about 20 percent in agriculture sector after an
extreme compression of over (-) 13 percent in 2015-16. The reason to a great extent was because of
vagaries of climate. It is also seen that there is a significant negative growth in every alternative year
in the recent past, the annual average growth rate (CAGR) for the sector is 2.8 percent for the period
2011-17. The main yield rice, constituting in excess of 90 percent of aggregate sustenance grain
production, recorded a bumper harvest of 97 lakh MT and productivity of 24 qtl/ha in 2016-17.
Intensive cultivation and expansion in the coverage of irrigated land has led to an increase in the area
under cultivation of rice and crop yield in the State. Traditional paddy growing areas have been
increasingly diverted to HYV paddy as well as cash crops, improving the commercial viability of
agriculture and making it remunerative for the farmers. With 1.17 lakh ha of additional potential
created during 2016-17, the total irrigation potential of the State stands at 55.91 lakh ha (Kharif-37.83
ha and Rabi 18.08 ha). Nevertheless, only about one-third of net sown area is irrigated and principal
crop yields are lower than the leading States in the country.4

The State Government has undertaken various short gestation projects like Mega Lift Irrigation
Projects, Deep Bore well Construction Programme, and Check Dam Construction Programme, with
an objective to rapidly meet the irrigation needs of the farmers. The target is to bring an additional 10
lakh hectare of cultivable land under irrigation cover by the end of 2019.

Although Odisha has observed half of the expected transition in the agriculture sector, namely the
rapid decrease in the contribution of the agriculture and allied sectors’ (crops, livestock, forestry and
logging, and fisheries) output in the GSDP, the other half of the transition has not made much
headway. Thus, the share of agriculture in GSDP has declined to 20 percent from an overbearing 60
percent in the 1960s, but the contribution of population dependent on the agriculture sector remains to
be important at around 50 percent. There is a need for continued policy priority for agriculture,
especially in its allied sectors, in terms of the high job potential, good agro-climatic conditions, and
plenteous water resources spread over 11 river basins, extensive coastline and the growing irrigation
4 Agricultural chapter, Odisha Economic survey 2017-18
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potential. This would also help to enhance factor productivity and living standards of the population
who are dependent on the sector. The State Government has been implementing strategic policy
initiatives and making budgetary arrangements for agriculture sector to represent inherent constraints
associated with over-dependence on rain-fed farming, inadequate irrigation coverage, low level of
capital formation, over-dependence on paddy cultivation, slow pace of modernization, small land
holdings, and continued prevalence of old tenancy practices in some areas and above all frequent
occurrence and impact of natural calamities on the performance of the sector. Many of these measures
need to be reassessed and perhaps further intensified to accomplish the desired results.

Odisha's main agriculture products are rice, pulses, oilseeds, vegetables, groundnut, cotton, jute,
coconut, spices, sugarcane, potato and fruits. As per Budget 2018-19, an amount of Rs 4,511.16 crore
has been allocated to the Department of Agriculture and Farmers’ Empowerment.

Table 10: Area under Different Crops in Odisha (Area in '000 Ha)
Year Rice (in Lakh Cereals Pulses Oil Seeds Fibres Vegetables
ha.)
2006-07 44.5 4612.76 501.86 257.41 95.94 808.3
2007-08 44.52 4629.91 550.23 264.63 86.85 613.6
2008-09 44.54 4622.26 499.9 241.65 89.21 621.61
2009-10 43.65 4538.85 590.07 239.79 81.64 638.47
2010-11 42.25 4439.9 600.12 244.03 101.57 647.03
2011-12 40.05 4192.77 481.97 196.91 127.72 646.68
2013-14 41.8 4362.47 780.83 193.93 144.96 668.49
2014-15 39.5 4339.63 826.33 175.87 145.36 661.07
2015-16 39.42 4365.26 721.29 317.05 144.29 650.97
2016-17 39.63 4391.3 711.94 294.43 151.05 651.19
2017-18 37.66 4167.81 708.1 286.5 160.17 651.52
Source: Statistical Abstract of Odisha and Odisha at a glance 2015 and District wise AYP Odisha

The above table shows that the area under rice cultivation is reflecting a declining trend. During the
years 2006 to 2009, the area under rice cultivation was more and it started decreasing after 2009.
Same situation is observed for area under total cereal cultivation which started decreasing after 2009.
In case of vegetables, the area under cultivation is almost constant. Area under fibre cultivation has
started expanding from 2010-11. During 2014-15, more area was taken for pulse cultivation and
during 2015-16 more area was included for oilseeds cultivation.

Table 11: Production of Different Crops in Odisha (in 000’ MT)

Year / District Rice (Lakh M.T) Cereals Pulses Oil Seeds Fibres Vegetables
2006-07 69.28 10509.22 351.77 147.94 256.83 7690.7
2007-08 76.55 11644.44 383.52 171.67 278.13 7810.52
2008-09 69.16 10521.47 381.13 151.95 287.99 7944.49
2009-10 70.22 10716.96 399.3 150.3 268.27 8441.2
2010-11 69.31 10709.71 424.06 152.32 368.68 8502.35
2011-12 58.95 9060.31 361.85 138.77 350.94 8964.43
2013-14 76.13 7940.16 419.27 156 396.47 9246.89
2014-15 94.88 10087.61 439.35 124.63 403.28 9237.98
2015-16 58.75 6693.65 386.33 212.41 426.81 9067.65
2016-17 97.94 10684.44 382.92 188.74 482.95 8973.77
2017-18 65.51 7406.87 392.45 182.71 525.68 8978.2
Source: Statistical Abstract of Odisha and Odisha at a glance 2015 and District wise AYP Odisha

It can be noted that though the area under rice cultivation has decreased in 2014-15, but the
production has increased leading to high yield of rice. The State observed remarkable growth in the
overall production of rice, cereals, pulses and fibres during 2014-15 and drastic decrease in
production in the very next year.

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Table 12: Average Yield of Different Crops in Odisha

Year / District Rice (kg/ha) Total Cereals Total Pulses Total Oil Seeds Total Fibres Total Vegetables
2006-07 1557 22.78 7.01 5.75 2.68 95.15
2007-08 1720 25.15 6.97 6.49 3.2 127.29
2008-09 1553 22.76 7.62 6.29 3.23 127.81
2009-10 1609 23.61 6.77 6.27 3.29 132.21
2010-11 1640 24.12 7.07 6.24 3.63 131.41
2011-12 1472 21.61 7.51 7.05 4.95 138.62
2013-14 1821 18.2 5.37 8.04 5.76 138.32
2014-15 2443 23.25 5.32 7.09 5.78 139.74
2015-16 1491 15.33 5.36 6.7 5.32 139.3
2016-17 2472 24.33 5.38 6.41 5.76 137.81
2017-18 1739 17.77 5.54 6.38 5.91 137.8
Source: Statistical Abstract of Odisha and Odisha at a glance 2015 and District wise AYP 2017-18 Odisha;
Note: Yield rate in quintal /ha

Table 13: Major Fruits Production in Odisha

Name of Fruits 2014-15 2015-16 2016-17
Area Production Yield Area Production Yield Area Production Yield
Mango 197.7 769.93 38.9 199.3 778.69 54.23 199.4 817.91 41
Banana 24.76 469.25 190 24.47 462.64 201.02 24.49 466.77 191
Citrus 27.54 268.37 97.5 27.91 267.96 104.32 0.97 7.11 73.5
Pineapple 0.93 11.6 125 0.95 11.62 147.11 0.94 11.55 123
Papaya 3.01 69.88 232 3.03 70.1 259.64 3.05 71.02 233
Coconut* 50.68 3255 6423 50.91 3277.07 64.03 50.91 3424.44 46.3
Others 73.31 567.46 77.4 73.31 567.47 86.71 20.28 105.32 51.9
Total 329 2156.49 320 2158.48 300.1 1479.68
Source: Directorate of Horticulture, Odisha; (Area in ‘000 ha, Production in ‘000 MT, yield rate quintal/ha)
*Coconut production in lakh numbers

Odisha produced about 14.8 lakh MT fruits in 3.00 lakh hectare area in 2016-17. Mango was the
principal fruit with 8.18 lakh MT production followed by banana (4.67 lakh MT and other fruits (1.05
lakh MT). The cultivation of citrus fruits was less in 2016-17 as compared to 2015-16 and 2014-15. It
can be noted from the table that the total production of fruits in 2016-17 decreased to 14.8 lakh MT
when it is compared to the total production of 2015-16, which is 21.58 lakh MT.

Table 14: Major Vegetable Production in Odisha

Name of 2012-13 2013-14 2014-15 2015-16 2016-17
Vegetables A P A P A P A P A P
Beans 11.23 52.11 11.23 52.11 11.23 52.1 10.6 48.7 10.58 48.72
Bitter Gourd 11.49 112.3 11.41 111.8 11.49 112 11.06 108 10.92 106.9
Bottle Gourd 10.19 137.9 10.19 138.1 10.19 138 10.14 138 10.11 138
Brinjal 130.08 2194 125.52 2158 130.1 2194 120.1 2047 118 2013
Cabbage 40.98 1148 40.98 1151 40.96 1148 39.13 1098 37.73 1058
Cauliflower 44.7 675.5 44.07 667.7 44.7 676 42.96 649 40.73 616.6
Cucumber 2.45 34.51 2.46 34.59 2.45 34.5 2.14 29.2 2.08 28.43
Garlic 13.26 48.23 12.89 47.03
Mushroom 6.29 8.44 6.29 10.9 16.05
Ladies Finger 67.04 593.9 65.24 578.5 67.04 594 64.01 566 63.97 565.8
Onion 34.92 419.1 35.81 432.1 34.92 419 30.84 369 33.44 378.7
Potato 14.14 201.1 14.66 249.8 14.14 201 16.24 274 25.19 302.2
Radish 12.65 134.8 12.65 137.8 12.65 135 12.55 136 12.52 136
Pumpkin 22.56 492 21.07 460.1
Sweet Potato 43.46 410.1 42.03 396.2 43.46 410 41.43 391 40.8 384.9
Tomato 96.55 1383 97.02 1386 96.65 383 93.32 1327 91.04 1312
Others 168.26 1968 164.06 1932 168.8 2968 147.2 1488 113.5 1115

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Name of 2012-13 2013-14 2014-15 2015-16 2016-17

Vegetables A P A P A P A P A P
Total 688.14 9470 690.6 9482 688.1 9470 664.2 9174 644.5 8728
Source: Directorate of Horticulture, Odisha, A: Area; P: Production;
(Area in ‘000 ha, Production in ‘000 MT, yield rate quintal/ha)

The State produced 87.28 lakh MT vegetables in 6.45 lakh hectare area in 2016-17. Brinjals, cabbage,
cauliflower, okra and tomato are some of the major vegetables produced in the State. The area for
major vegetable production in the state decreased during 2015-16 and 2016-17 which resulted in the
less production of vegetables. From the table it can be noted that the year 2013-14 observed more
production of vegetables.

Table 15: Major Spices Production in Odisha

Name of 2014-15 2015-16 2016-17
Spice Area Production Area Production Area Production
Betel Vines - - - - 2.05 99765.6 (in Lakh no.)
Tamarind and - - - - 10.93 83.8
Others
Coriander 19.8 10.87 19.6 10.76 19.61 10.86
Chilly 76.02 73.58 71.69 68.57 71.7 69.28
Ginger 16.92 132.63 16.57 127.78 16.57 128.01
Turmeric 28.02 220.74 27.86 215.32 27.86 218
Total 186.9 880.79 182.1 847.97 148.7 509.55
Source: Directorate of Horticulture, Odisha(Area in ‘000 ha, Production in ‘000 MT)

Turmeric (2.18 lakh MT) and ginger (1.28 lakh MT) were the major spices produced in the State in
2016-17. The production of coriander, chilly, ginger and turmeric increased during 2016-17 as
compared to the previous years. Even Betel vines have production of 99765.6 (in Lakh no.) in 2016-
17.

Table 16: Major Floricultural Crop Production in Odisha

Year Marigold Rose Gladioli Tuberose
Area Production Area Production Area Production Area Production
(ha) (quintal) (ha) (quintal) (ha) (quintal) (ha) (quintal)
2013-14 2680 245810 1870 3580 2370 2350 510 12820
2014-15 2735 245810 1870 3598 2374 2359 511 12820
2015-16 2609 245820 1857 3575 1578 1558 503 12810
2016-17 2608 235221 1859 3584 1580 1560 507 12968
Source: Directorate of Horticulture, Odisha(Area in hectare; production in quintal; Gladioli in lakh spike)

Odisha has a good potential in floriculture. Odisha also contributes about 3 percent of the total flower
production of the country. Rose, gladioli, marigold and tuberose are the main flowers grown in
Odisha. In 2016-17, the State cultivated major flowers like marigold, rose, gladioli and tuberose in
about 6554 ha area.

Table 17: Yield Rate of Principal Crops in Odisha (Quintal/ha)

Principal Crops 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18
Rice (Total) 14.5 23.61 18.21 23.63 14.91 24.72 17.39
Autumn Rice 7.78 17.32 14.63 17.75 7.19 12.85 10.88
Winter Rice 14.33 24.02 17.39 23.78 14.85 25.86 17.51
Summer Rice 32.13 31.65 34.22 33.42 33.56 35.31 31.33
Ragi 5.62 7.7 8.09 7.38 6.2 7.06 8.79
Gram 7.8 7.74 7.68 7.7 7.75 7.68 7.78
Sugarcane (000' MT/ha) 610.19 655.45 658.91 719.51 644 626.79 735.65
Mustard 2.12 2.75 2.69 2.44 2.05 3.46 4.35
Jute 14.77 17.52 18.09 16.25 21.74 16.78 24.95

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Principal Crops 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Cotton 3.86 4.82 4.1 4.23 4.04 4.78 4.8
Potato 109.03 122.12 115.98 123.24 101.73 125.93 118.8
Groundnut 11.89 12.31 14.49 12.68 10.97 12.29 14.62
Wheat 16.4 19 15.75 16.28 13.47 14.21 18.55
Source: Directorate of Agriculture and Food Production, Odisha, Directorate of Economics and Statistics,
Odisha

Odisha experienced buoyancy in crop production sector in 2016-17 as shown in the above table. The
net sown area increased to 56.31 lakh hectare. The yield rate of principal crops decreased during
2017-18 except sugarcane with yield rate of 735.65 000' MT/ha. The yield rate of rice, the principal
crop of the State, was impressive at 24.72 qtl per hectare. In 2016-17, the yield rate of winter rice
(25.86 qtl/ha) and summer rice (35.31 qtl/ha) was higher compared to all the previous years. The yield
rate of autumn rice was higher in 2016-17 than 2015-16 but was less as compared to 2012-13, 2013-
14 and 2014-15. The higher in 2016-17 than 2015-16 but was less as compared to 2012-13, 2013-14
and 2014-15. The yield rate of jute was more in 2015-16 than 2016-17.

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Table 18: Yield Rate of Crops in Project Districts by Agro-Climatic Zone

Sl. No. Climatic zones District Rice Total Cereals
2012- 2013- 2014- 2015- 2016- 2017- 2012- 2013- 2014- 2015- 2016- 2017-
13 14 15 16 17 18 13 14 15 16 17 18
1 North central Plateau 1 Mayurbhanj 1726 1390 2176 984 2358 2023 1720 1414 2170 1000 2358 2024
2 Keonjhar 2276 1555 2348 1132 2190 2097 2430 1660 2350 1309 2266 2181
2 North Eastern Coastal Plain 3 Balasore 1765 1248 2291 1702 2785 2329 1766 1251 2290 1703 2785 2329
4 Bhadrak 3195 1466 1421 2506 3102 1942 3141 1466 1422 2505 3100 1943
5 Jajpur 2545 1062 1856 1232 2579 1376 2609 1081 1855 1244 2568 1393
3 East and South Eastern Coastal Plain 6 Ganjam 2051 367 2710 1923 2851 1575 1698 533 2430 1788 2603 1638
4 North Eastern Ghat 7 Gajapati 1787 891 1487 975 2485 2089 1653 1142 1519 1155 2135 2008
8 Kandhamal 1664 1550 1852 860 1793 1561 1675 1661 1870 1289 1932 1884
5 Eastern Ghat High Land 9 Nabarangpur 1616 2869 2328 1254 2657 2464 1593 2994 2616 1760 2845 2748
6 Western Undulating Zone 10 Kalahandi 2100 2498 2329 1118 2380 2151 2006 2576 2433 1366 2436 2189
11 Nuapada 2564 2006 2121 848 1458 677 2542 1948 2035 901 1463 798
7 Western Central Table Land 12 Bargarh 2120 2274 2928 1924 2437 1049 2119 2270 2920 1924 2437 1060
13 Bolangir 4220 3192 3114 940 2209 791 4189 3150 3079 979 2213 876
14 Boudh 1761 1803 2300 954 3099 1844 1752 1801 2289 961 3085 1852
15 Subarnapur 3195 3068 3361 2514 3319 2345 3179 3055 3352 2512 3314 2348
State Total 2361 1821 2363 1491 2472 1739 2293 1837 2324 1533 2433 1777
Note: Yield rate of crops from 2012-13 to 2017-18 (Yield in Kg/ha)

Sl. No. Climatic zones District Total Pulses Total Food grains
2012- 2013- 2014- 2015- 2016- 2017- 2012- 2013- 2014- 2015- 2016- 2017-
13 14 15 16 17 18 13 14 15 16 17 18
1 North central Plateau 1 Mayurbhanj 571 566 572 605 567 594 1531 1264 1877 952 2054 1745
2 Keonjhar 483 556 557 534 547 2249 1364 1837 1125 1820 1777
2 North Eastern Coastal Plain 3 Balasore 453 457 458 460 472 505 1660 1193 2158 1567 2570 2131
4 Bhadrak 494 479 483 492 508 511 2014 1349 1339 2399 2906 1808
5 Jajpur 592 477 483 476 470 512 1803 865 1445 990 1848 1128
3 East and South Eastern Coastal Plain 6 Ganjam 569 526 524 531 521 524 1310 530 1589 1364 1829 1149
4 North Eastern Ghat 7 Gajapati 537 546 551 537 536 536 1182 947 1208 952 1652 1535
8 Kandhamal 575 477 508 477 504 543 1370 1319 1514 1004 1525 1429
5 Eastern Ghat High Land 9 Nabarangpur 476 487 482 493 490 532 1260 2776 2415 1592 2641 2470
6 Western Undulating Zone 10 Kalahandi 475 577 573 568 575 569 1294 1734 1621 995 1544 1376

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Sl. No. Climatic zones District Total Pulses Total Food grains
2012- 2013- 2014- 2015- 2016- 2017- 2012- 2013- 2014- 2015- 2016- 2017-
13 14 15 16 17 18 13 14 15 16 17 18
11 Nuapada 505 476 473 470 469 513 1837 1263 1257 684 967 646
7 Western Central Table Land 12 Bargarh 492 473 479 459 470 486 2016 1910 2416 1601 1976 929
13 Bolangir 510 492 491 495 493 506 3255 2047 1997 792 1475 701
14 Boudh 473 498 499 492 505 530 1328 1343 1603 774 2019 1285
15 Subarnapur 488 489 489 492 511 548 2600 2428 2563 2021 2619 1850
State Total 508 507 508 502 502 526 1737 1426 1761 1225 1832 1365

Sl. No. Climatic zones District Total Oil seeds Total Fibres
2012- 2013- 2014- 2015- 2016- 2017- 2012- 2013- 2014- 2015- 2016- 2017-
13 14 15 16 17 18 13 14 15 16 17 18
1 North central Plateau 1 Mayurbhanj 848 796 947 1331 928 849 768 836 845 764 920 925
2 Keonjhar 648 483 484 459 480 748 732 1331 1367 1409 1275 1597
2 North Eastern Coastal Plain 3 Balasore 1451 1188 1464 1430 1565 1427 1446 1416 2032 1566 2004 2456
4 Bhadrak 1231 1170 1148 1175 1162 970 507 2538 2541 2455 2388 2380
5 Jajpur 1033 1691 1772 1753 1900 1712 528 1784 1779 1868 1771 2270
3 East and South Eastern Coastal Plain 6 Ganjam 856 1040 1002 891 958 837 458 573 637 649 645 785
4 North Eastern Ghat 7 Gajapati 1013 854 931 944 838 1133 652 505 506 457 464 540
8 Kandhamal 466 381 391 428 482 688 1381 471 476 430 430 526
5 Eastern Ghat High Land 9 Nabarangpur 378 669 682 718 717 1432 452 849 856 785 810 828
6 Western Undulating Zone 10 Kalahandi 930 1035 1042 1032 1093 977 487 365 402 393 515 511
11 Nuapada 593 956 1030 989 935 885 793 401 434 433 509 541
7 Western Central Table Land 12 Bargarh 1202 1121 1146 1071 1134 1241 2940 561 506 457 468 514
13 Bolangir 1063 1268 1284 1299 1256 1101 511 473 471 399 523 516
14 Boudh 1720 567 569 550 561 634 1764 612 571 533 547 566
15 Subarnapur 1183 1158 994 1000 1059 1197 549 536 530 531 497 525
State Total 919 928 917 895 889 887 657 576 578 532 576 591

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Sl. No. Climatic zones District Total Vegetables Total Condiments and Spices
2012- 2013- 2014- 2015- 2016- 2017- 2012- 2013- 2014- 2015- 2016- 2017-
13 14 15 16 17 18 13 14 15 16 17 18
1 North central Plateau 1 Mayurbhanj 13909 14079 14298 14331 13987 13995 3269 3267 4066 4114 4143 4112
2 Keonjhar 13218 14616 14775 14500 14678 14693 1453 2463 2733 2716 2717 2720
2 North Eastern Coastal Plain 3 Balasore 12435 12680 12655 12362 12273 12275 1744 1765 5006 5021 2044 1894
4 Bhadrak 13536 13468 13762 13688 13602 13676 1247 1195 1648 1684 1521 1494
5 Jajpur 14369 13474 13617 13551 13465 13442 1956 1537 2444 2438 1826 1816
3 East and South Eastern Coastal Plain 6 Ganjam 12485 14134 14120 14140 14111 14108 2696 1494 3866 3926 1892 1779
4 North Eastern Ghat 7 Gajapati 12646 13477 12471 12787 12380 12380 1482 2696 3596 3611 3443 3411
8 Kandhamal 14596 15667 15742 15309 14940 14941 8665 8538 8543 8349 8491 8629
5 Eastern Ghat High Land 9 Nabarangpur 15547 13280 13707 13507 13342 13345 2463 1453 2398 2378 2392 2381
6 Western Undulating Zone 10 Kalahandi 13051 14427 14489 14394 14257 14259 1731 1956 2249 2298 2302 2275
11 Nuapada 14714 13137 13394 13310 13161 13162 2068 1731 2169 2128 2134 2119
7 Western Central Table Land 12 Bargarh 13469 13093 13129 13092 12899 12891 1208 2163 2479 2502 2515 2511
13 Bolangir 12167 13603 13932 13855 13537 13545 1368 1251 1792 1713 1708 1717
14 Boudh 13302 14717 14936 14946 14582 14585 1546 2068 2862 2732 2721 2736
15 Subarnapur 12990 12202 12785 12635 12610 12614 2163 1368 2419 2461 2399 2388
State Total 13753 13915 14067 13929 13781 13780 3166 3149 4009 4037 3491 3449
Source: Odisha Agriculture Statistics 2012-13, 2013-14, District wise AYP 2014-15, 2015-16, 2017-18 Odisha

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Yield and cropping intensity are the prime indicators to assess production trends of agriculture. Above
table shows agro climatic zone wise variation of yield over six years in project districts. Yield rate of
rice shows saw tooth
trend from year 2012-
13 to 2017-18 with Trend of Rice Yield (kg/ha.)
highest decrease in
2015-16. Most of the 2472
food grains witness 2361 2363
drawdown yield during
2015-16 due to severe
drought condition in
this year. Oil seed and 1821
1739
total fiber yield is
decreased gradually 1491
from 2012-13. Rice
yield rate is highest in
Subarnapur district
compared to other
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18
districts and vulnerable
to climate risk. Due to Figure 4 Trend in rice yield
drought condition in
2015-16 yield is reduced by 25% in this district. Ganjam has witnessed lowest yield in rice production
during 2013-14 due to mass crop damage in cyclone philin. The agriculture year of 2016-17 shows
highest yield in food grains for every district. There is a drastic growth for pulses during 2017-18
which were constant in past years. Kandhamal district shows lowest yield in rice production but
highest yield in vegetables and spice production due to hilly terrain geographic feature. In the year
2017-18 the spice yield is 8629kg/ ha which is more than two times of state average. Yield trend of
vegetable is stagnant over the past six years in the state. Yield rate of fibers is observed highest in
North East Coastal Plain agro climatic zone including three project districts i.e. Balasore, Bhadrak and
Jajpur.

Table 19: Cropping Intensity in Odisha

Year Net Area Sown (in 000' ha) Gross Cropped Area (in 000' ha) Cropping Intensity (%)
2000-01 5829 7878 135
2001-02 5845 8798 151
2002-03 5680 7853 138
2003-04 5796 8637 149
2004-05 5739 8718 152
2005-06 5,691 8,928 157
2011-12 5,292 8,799 166
2012-13 5331 8879 167
2013-14 5424 9054 167
2014-15 5496 9011 164
2015-16 5608 8180 146
2016-17 5631 8180 146
Source: Directorate of Agriculture and Food Production, Odisha

As noted from the table, the net sown area increased to 56.31 lakh ha in 2016-17. The cropping
intensity is also one of the indices of the level of agricultural development. The cropping intensity of
the State remained same in 2016-17 at 146 as in 2015-16, as shown in the above table. The cropping
intensity was higher in 2012-13 and 2013-14 and it was low during 2000-01.

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Table 20: Irrigation Potential Created in Odisha (Area in lakh ha)

Year Irrigation Potential Created (Th. Ha.) Irrigation Potential Utilized (Th. Ha.) % of
Kharif Rabi Total Kharif Rabi Total Utilization
2000-01 2533.83 1071.99 3605.82 1589.88 535.84 2125.72 58.95%
2001-02 2554.26 1117.63 3671.89 1752.27 793.64 2545.91 69.34%
2002-03 2608.59 1123.75 3732.34 1246.81 465.21 1712.02 45.87%
2003-04 2674.12 1161.21 3835.33 1737.49 780.87 2518.36 65.66%
2004-05 2707.27 1266.22 3973.4 1845.79 844.87 2690.66 67.72%
2005-06 2731.50 1294.92 4026.42 1922.70 1042.79 2965.49 73.65%
2006-07 2720.46 1318.52 4038.98 2001.98 1147.47 3149.45 77.98%
2007-08 2765.73 1342.06 4107.79 2027.00 1281.46 3308.46 80.54%
2008-09 2867.01 1407.18 4274.19 2081.13 1096.03 3177.16 74.33%
2009-10 2962.21 1476.81 4439.02 2058.85 979.67 3038.52 68.45%
2010-11 3035.85 1477.97 4513.82 2085.21 1020.70 3105.91 68.81%
2011-12 3089.34 1501.43 4590.77 2078.90 1009.18 3088.08 67.27%
2012-13 3130.51 1573.56 4704.07 2186.86 1178.73 3365.59 71.55%
2013-14 3352.94 1651.79 5004.73 2253.67 1267.35 3521.02 70.35%
2014-15 3457.47 1696.556 5154.026 2327.1 1134.41 3461.55 67.16%
2015-16 3622.296 1754.05 5376.346 2240.9 1053.12 3294.02 61.27%
2016-17 3783.965 1806.519 5590.484 2364.3 1189.13 3553.45 63.55%
Source: [Link]/Irrigation/[Link] (11.06.18, 11AM)

The source-wise irrigation potential created so far up to 2016-17 is given in the above table. Irrigation
is an important input for crop production. In Odisha, additional 2.14 lakh hectare of irrigation
potential was created during 2016-17. Total irrigation potential created was 37.84 lakh ha in Kharif
and 18.07 lakh hectare in Rabi season. Irrigation potential are created mainly by major and medium
projects (20.48 lakh ha), minor (flow and lift) (22.32 lakh hectare), mega lift (0.07 lakh ha) and other
sources (13.04 lakh ha) both in Kharif and Rabi seasons. Utilization of the irrigation potential created
is an area of concern for the State, since unutilized potential does not contribute at all to agricultural
development. As presented in the above table, the total utilization of irrigation potential created in
Odisha was 35.53 lakh hectares, which is about 63.55 percent of total irrigation potential created in
2016-17 for both Kharif and Rabi seasons. It is seen from the above table that the percentage of
utilization was 63.55% in 2016-17 and the percentage of utilization was more in 2007-08 (80.54%).

Table 21: Irrigation Potential Created in the State & Project Districts (Area in ‘000 ha)
Sl. No. Name of the Major & Medium Minor Flow Minor lift
District 2017-18 2017-18 2017-18
Kharif Rabi Kharif Rabi Kharif Rabi
1 Balasore 29.53 7.18 15.66 3.62 58.78 32.77
2 Baragarh 91.22 57.06 33.24 3.4 66.57 26.93
3 Bhadrak 92.1 12 3.57 0.17 27.06 15.92
4 Bolangir 15.41 2.78 29.37 3.23 58.07 22.73
5 Boudh 29.53 3.13 15.2 1.2 33.17 14.94
6 Gajapati 0 0 23.63 2.75 7.3 4.2
7 Ganjam 132.7 13.93 114.52 7.86 36.97 20.58
8 Jajpur 61.53 32.92 9.29 1.6 46.54 25.34
9 Kalahandi 111.68 68.84 40.55 5.62 50.27 21.94
10 Kandhamal 2.39 1.2 10.93 3.75 14.35 6.83
11 Keonjhar 28.4 6.09 36.44 5.77 27.67 14.44
12 Mayurbhanj 75.41 36.66 46.87 5.85 54.4 25.04
13 Nabarangpur 4.25 2.25 10.01 0.79 38.89 17.52
14 Nuapada 29.72 8.27 17.29 2.1 24.44 10.47
15 Subarnapur 58.59 25.76 8.64 0.63 45.72 20.7
Odisha Total 1403.83 643.53 663.46 85.64 1005.72 484.53
Source: District at a Glance, Economic Survey 2018

Challenges in Agriculture and Allied Sectors:

In the current scenario, agriculture and allied sectors have been facing serious challenges, such as:

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 Low and stagnant productivity of several crops;

 Deterioration of soil health leading to land degradation and development of problematic soil;
 Poor adoption levels of new technology/risk minimization/mitigation;
 Lack of mechanization & timely inputs;
 Lack of efficient utilization of resources-water;
 Low skill up gradation & poor access to technology and market information;
 Low levels of value addition & poor supply chain; and

One of the major challenges in production of Rabi crops is availability of water for irrigation
coverage. Due to lack of irrigation, the culturable lands remain fallow which could have been put to
agriculture. The available irrigation sources do not match the crop water requirement and hence, a
significant percentage of farmers do not prefer to take up Rabi crops.

Table 22: Strategy and Technological Overview to Address the Challenges

Challenges/ Issues Strategy to Overcome Technology / Activity
Low and stagnant 1. Seed replacement; 1. Breeder seed production, Foundation seed production and
productivity 2. Bridging the gap in Certified seed production through seed village concept;
adoption of new and 2. Ensuring timely weed management practices;
improved technology/ 3. INM, ICM practices for Agriculture & Horticulture crops;
practices. 4. Rejuvenation of old orchards.
Risk 1. Promoting precision 1. Crop & cropping systems diversification, intercropping,
minimization/mitigation farming; mixed cropping,
2. Diversifying crops and 2. Crop diversification towards vegetable and fruit crops;
cropping systems. 3. Seed treatment;
3. Promoting low cost and 4. Protected cultivation.
water saving techniques
Deterioration of soil 1. Soil health management 1. Promoting soil test-based fertilizer recommendation;
health through balanced use of 2. Educating farmers on concept of balanced soil nutrition;
nutrients; 3. Correcting micronutrient deficiency (Zn, Fe, Boron and
2. Improving fertilizer use Manganese);
efficiency; 4. Promoting green manuring;
3. Improving organic 5. Promoting Bio fertilizers (PSB, Rhizobium and others).
matter in the soil.
Lack of efficient 1. Efficient utilization of 1. Promoting bore well irrigation in potential groundwater
utilization of water groundwater resources areas;
resources in potential areas 2. Promoting live saving (protective irrigation) concept;
2. Promoting efficient soil 3. Conservation furrow technique for moisture conservation;
and moisture 4. Deep ploughing by sub-soilers for increased rain water
conservation techniques infiltration;
5. Promoting micro-irrigation techniques.
Lack of improved 1. Increasing efficiency in 1. Establishing Custom Hiring Centres for timely availability
mechanization & inputs production by reducing of implements and machinery to ensure timely operations.
manpower requirement.
Low skill upgradation & 1. Skill development 1. Imparting need-based trainings and skills on seed
poor access to through training and production, crop water budgeting for both groundwater and
technology and market capacity building surface water etc.;
information programs; 2. Promotion of local market and linkage with national / other
2. Technology know-how markets;
and dissemination of 3. Exposure visits and Kisan Melas / Farmers’ Field Days.
technology;
3. Ensuring women’s
participation.

1.9 Fishery

The state government plans to develop the fisheries sector with a multi-pronged strategy. The
objectives include: increase of fish production and ensure sustainable development, development of
fisheries value chain and boost exports, promote investment to create infrastructure, promote welfare
of fishers, and set up institutions to build skills.

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The long coastline of 480 km with continental shelf area of 24,000 sq. km along the Bay of Bengal
reflects the rich potential of inland, brackish water and marine fishery resources in the State of
Odisha. The sector plays a significant role in uplifting economically the poor fisherman community in
terms of income and employment generation. The State is interested to double the inland fish
production and triple the present level of fish export using a promising policy framework and relevant
development schemes.

The inland fisheries can be classified broadly into two categories:

 Fresh water fisheries and
 Brackish water fisheries.

Fish Farmer’s Development Agency (FFDA) is a Centrally Sponsored Scheme and implemented in all
the 30 (thirty) districts of Odisha for promotion of pisciculture and providing technical and logistic
support to fish farmers. By the end of 2016-17, about 71,036 ha of tank area has been developed and
60,341 fish farmers were trained through these agencies. Further, 2624 fish farmers received benefits
under this scheme.

In order to meet the growing demand for quality fish seed in the State, greater emphasis has been
given for production of quality fish seed in 23 departmental hatcheries, 19 departmental farms
(FFDA), 20 OPDC farms, 5 hatcheries of Odisha Pisciculture Development Corporation, and 86
hatcheries in the private sector. About 75.73 crore quality fries have been produced and sold to
pisciculturists for stocking in their tanks during 2016-17.

The State Reservoir Fishery Policy has been formulated with a view to introducing scientific and
remunerative pisciculture in reservoirs. The policy aims to attract private sector investment for
augmentation of fish production from the vast untapped/ under tapped reservoir resources. It permits
the transfer of reservoirs having an area of 100 acres and above to the Fisheries and Animal Resources
Department, Government of Odisha. The F&ARD Department has been empowered to lease out these
reservoirs to Primary Fishermen Co-operative Societies registered under the Odisha Self-Help Co-
operative Act 2001. Preference will be given to displaced persons/ project affected persons under the
policy.

Odisha has 6 percent of the coastline and 4.7 percent of the continental shelf area of the country.
Among six coastal districts, Puri has the longest coastline of 155 km and Bhadrak the shortest with 50
km. About 153.10 TMT of fish were caught from marine sector during 2016-17, of which prawn,
catfish and Pomfret are some of the important species. The State has 73 marine fish landing centres.
Odisha Maritime Fishing Regulation Act has been implemented in the State to safeguard the coastal
water areas of the State. Registration/renewal of trawler licenses and conservation of endangered
species of fish and turtles are being taken up. Odisha has the highest number of 813 fishing villages
among the coastal [Link] were 1,164 Primary Fishermen Co-operative Societies in the State
during 2015-16 consisting of 1, 38,341 members.

New Initiatives for Fisheries Development

 Modern hygienic pre-fabricated fish retail kiosks named ‘Chilika Fresh’ have been set up at 3
localities in Bhubaneswar where varieties of fresh water, brackish water and marine fish with
crab and lobsters are being sold. Another 26 retail outlets will be opened in PPP mode within
the BMC locality.
 A new Odisha Fisheries Policy, 2015 has been put in place with the objective of increasing
the production of fish from inland brackish water and marine resources.

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Table 23: Fresh Water Fish Production from Different Sources in Odisha (In 000’MT)
Year Tanks/Ponds Reservoirs Lakes/Swamps/Ponds Rivers/Canals Total
2011-12 211.19 13.73 1.94 10.61 237.47
2012-13 230.43 18.57 2.41 10.51 261.92
2013-14 230.94 18.94 2.8 11.18 263.86
2014-15 261.85 21.83 2.94 14.34 300.96
2015-16 289.67 22.67 4.25 19.54 336.22
2016-17 331.18 30.07 4.88 27.59 393.73
Source: Directorate of Fisheries, Odisha

The source-wise fresh water fish production from 2011-12 to 2016-17 is given in the above table. It
can be seen that from 2011 to 2017 there is an increase in the trend of fresh water fish production
from different sources. This may be due to implementation of Odisha Fishery Policy, 2015.

Table 24: Production and Per Capita Fish Consumption in Odisha (in MT)
Year Fresh Water Brackish Water Total Marine Total Annual Per Capita
Inland Consumption (Kg)
2000-01 125114 13442 138556 121086 259642 7.71
2001-02 147400 20660 168060 113893 281953 8.14
2002-03 154237 19964 174201 115009 289210 8.28
2003-04 165594 24477 190071 116880 306951 8.35
2004-05 170091 23776 193867 121929 315796 8.72
2005-06 179740 23495 203235 122214 325449 9.05
2006-07 191632 22951 214583 128141 342724 8.99
2007-08 195747 22969 218716 130767 349483 9.29
2008-09 213003 26332 239335 135487 374822 13.27
2009-10 215803 25508 241311 129332 370643 10.86
2010-11 224956 27750 252706 133479 386185 9.42
2011-12 237470 30062 267532 114296 381828 9.91
2012-13 261920 29910 291830 118310 410140 9.13
2013-14 263860 30010 293870 120020 413890 9.66
2014-15 300960 35370 336330 133210 469540 11.06
2015-16 336220 40310 376530 144750 521280 12.24
2016-17 393720 61270 454990 153110 608100 13.49
Source: Directorate of Fisheries, Odisha

The total fish production of the State during 2016-17 was 6.08 lakh MTs which is an all-time record
in Odisha. The State ranks 10th in terms of production of fish and produced 4.50 percent of the total
fish production in the country during 2014-15. During 2016 -17, Odisha produced 608.10 TMT of fish
of which 455.00 TMT came from inland sources and 153.11 TMT from marine sources. The inland
fish production included 393.72 TMT from fresh waters and 61.27 TMT from brackish waters. The
value of fish production in the State has increased by 24.42 percent over 2015-16. The value of inland
fish increased by 33.98 percent whereas marine fish value declined by 5.34 percent over the year
2014-15. The year 2015-16 and 2016-17 observed a remarkable growth in fish production (freshwater,
brackish and marine) as well as in per capita fish consumption. The per capita fish consumption in the
State is also showing an increasing trend from 8.70 Kg. during 2004-05 to 13.49 Kg. during 2016-17
as against 11 kg recommended by the WHO. This indicates an improvement of the standard of living
and change in dietary pattern of the people of Odisha.

Table 25: Fresh Water Fish Production in Odisha (in MT)

Year Tanks / Ponds Reservoirs Lakes/Swamps Rivers/Canals Total
2000-01 92439 8012 2733 21930 125114
2001-02 112845 7094 3997 23464 147400
2002-03 119795 8504 2668 23270 154237
2003-04 133617 10145 2756 19076 165594
2004-05 140459 11528 1791 16313 170091
2005-06 153449 10754 2335 13202 179740
2006-07 164740 12098 2434 12359 191631
2007-08 169638 12449 1544 12116 195747
2008-09 185404 12527 1599 13473 213003

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Year Tanks / Ponds Reservoirs Lakes/Swamps Rivers/Canals Total

2009-10 190372 12325 1853 11252 215802
2010-11 197589 14608 1651 11108 224956
2011-12 211189 13730 1945 10606 237470
2012-13 230430 18570 2410 10510 261920
2013-14 230940 18940 2800 11180 263860
2014-15 261850 21830 2940 14340 300960
2015-16 289670 22670 4250 19540 336220
Source: Directorate of Fisheries, Odisha

The fresh water fisheries area comprises of 1,31,743 ha of small and big tanks and ponds, 2,00,379 ha
of small (area above 10 hectare) medium and large reservoirs, 1,80,000 ha of fresh water lakes,
swamps, and ponds and 1,71,186 ha water area of rivers and canals. Similarly, the brackish water area
comprises of 79,000 ha of Chilika Lake, 297,850 ha of estuaries, 32,587 ha of brackish water tanks
and 8,100 ha of backwater. Different ongoing schemes like production of quality spawn, development
of reservoir fisheries and development of highland fisheries are being implemented through FFDAs.
During 2016-17, for development of highland fisheries in the State, an amount of Rs. 511.00 lakh was
spent for training and subsidy by the Government of India and the State Government.

1.10 Animal Husbandry

Animal Husbandry is related with sustained employment, Income Generating Activities (IGA) and
livelihoods of rural people, farming communities in particular. It is seen that about 85 percent of
livestock is owned by the landless, marginal and small landholding families. Livestock has a
significant role in deciding source of nutrition based diet in the form of milk, egg and meat. Odisha
ranks 11th among Indian States in egg production, 13th in meat production and 16th in terms of
production of milk as per Basic Animal Husbandry Statistics, 2016,. Odisha contributes about 4.05
percent of total livestock population in the country compared to the highest 13.42 percent in Uttar
Pradesh, 11.27 percent in Rajasthan and 10.96 percent in Andhra Pradesh as per livestock census
2012.

Table 26: Animal Population in Project Districts (19th Livestock Census- 2012)
Districts Cattle Buffalo Sheep Goat Pig Poultry
Indigenous Cross Bred Indigenous Cross Bred Indigenous Cross Bred
Balasore 728340 36580 3937 2394 114 382007 4279 19 1099995
Bargarh 194733 135920 18988 58370 264 162631 3666 4 441685
Bhadrak 485138 27879 4932 1820 125 144109 434 0 483522
Bolangir 293642 67421 41171 90588 1105 256173 948 25 1296488
Boudh 163586 13566 17411 83987 183 101660 283 0 107953
Gajapati 166207 17014 10487 11679 783 109369 8186 8 214822
Ganjam 569462 20108 64428 156078 272 227049 5578 147 1075489
Jajpur 486933 16637 5332 13155 53 181488 2230 124 266008
Kalahandi 277240 33635 43765 79824 115 216924 3724 3 584055
Kandhamal 330559 2307 59628 8053 49 247960 33742 224 385997
Keonjhar 600858 34386 13674 90387 716 544658 9737 140 1241984
Mayurbhanj 791637 39630 14185 290532 621 1132412 23791 904 2654496
Nabarangpur 380251 13895 42316 87512 69 61184 9651 183 478800
Nuapara 192737 5445 23965 32739 0 77631 543 32 278447
Subarnapur 122316 42745 10388 52400 387 95340 1314 13 150066
Odisha 10315499 1305773 726306 1570523 10606 6513087 276052 4264 19890538
Source: Directorate of Animal Husbandry and Veterinary Services, Odisha

District Mayurbhanj ranks first in terms of highest cattle population, highest goat population, highest
sheep population as well as the highest poultry population and it also ranks second in pig population.
District Kandhamal ranks first in total pig population. District Ganjam is having the highest number
of buffalo population and district Balasore the least buffalo population. From the Annexure, it is seen
that Odisha had 207.33 lakh livestock population and 198.91 lakh poultry in 2012. The other area of
concern is the declining trend of Livestock population in the State since 2003. The State Livestock

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population depleted at a faster rate of 10 percent between 2007 and 2012 as compared to 3.3 percent
fall at all India level. Only goat population of Odisha increased during the period.

Table 27: Animal Health Care in Project Districts

Name of the No. of Hospitals No. of Livestock Name of the No. of Hospitals No. of Livestock
District and Dispensaries Aid Centres District and Dispensaries Aid Centres
(2016-17) (2016-17) (2016-17) (2016-17)
Balasore 21 129 Kalahandi 21 125
Bargarh 19 123 Kandhamal 20 62
Bhadrak 13 87 Keonjhar 22 122
Bolangir 21 185 Mayurbhanj 42 186
Boudh 7 53 Nabarangpur 17 71
Gajapati 11 47 Nuapara 8 53
Ganjam 38 244 Subarnapur 10 47
Jajpur 18 112 Odisha (Total) 541 2985

Source: Directorate of Animal Husbandry and Veterinary Services, Odisha

From the above table, district Mayurbhanj and district Ganjam are having the maximum number of
hospitals and dispensaries. These two districts also have maximum number of livestock aid centers.
Apart from these two districts; Balasore, Bargarh, Bolangir, Kalahandi and Keonjhar also have good
number of hospitals, dispensaries as well as livestock aid centers.

Table 28: Production of Milk, Egg and Meat in Project Districts

Name of the Districts Production (2016-17)
Milk ('000 MT) Egg (Lakh No.) Meat (T.M.T) (Except Poultry)
Balasore 162.03 954.6 4.58
Bargarh 79.49 581.8 3.35
Bhadrak 45.29 190 3.47
Bolangir 79.33 2202.5 2.75
Boudh 24.37 146.9 0.63
Gajapati 33.96 248.5 1.75
Ganjam 120.77 4853.7 6.17
Jajpur 102.28 204 4.66
Kalahandi 54.61 798.5 1.56
Kandhamal 26.58 152 2.46
Keonjhar 42.38 283.3 4.13
Mayurbhanj 95.77 1575.6 3.97
Nabarangpur 24.4 136.8 1.79
Nuapara 33.23 144 0.82
Subarnapur 36.4 289.3 1.03
Odisha Total 2002.22 19744.2 94.17
Source: Directorate of Animal Husbandry and Veterinary Services, Odisha

District Ganjam shows the good production of milk, egg and meat as compared to the above districts.
Balasore also produces good amount of milk. Apart from Ganjam, Bolangir have good number of egg
production and district Jajpur have good production of meat.

Table 29: Trend in Production of Milk, Meat and Egg in Odisha

Year Production of Per capita Production Per capita Production Per capita
milk Availability of meat Availability of of eggs Availability of
(thousand of Milk (thousand meat (Kg. (in millions) eggs (no/annum)
MT) (gm/day) MT) /annum)
2010-11 1670.00 109 138.00 3.29 2357.10 56
2011-12 1718.00 11 138.00 3.29 2300.70 55
2012-13 1784.00 113 141.83 3.29 2322.90 54
2013-14 1861.00 117 153.82 3.52 2360.90 54
2014-15 1903.00 118 162.50 3.66 1924.50 43
2015-16 1938.00 118 167.00 3.71 1927.30 43

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Year Production of Per capita Production Per capita Production Per capita
milk Availability of meat Availability of of eggs Availability of
(thousand of Milk (thousand meat (Kg. (in millions) eggs (no/annum)
MT) (gm/day) MT) /annum)
2016-17 2002.00 120 176.00 3.86 1974.47 46
Source: Directorate of Animal Husbandry and Veterinary Services, Odisha

In the year 2014-15 and 2015-16, the production of milk and per capita availability of milk was
almost same. As noted above, the production of milk and per capita availability of milk shows an
increasing trend from 2010-11. Similarly, the production of meat and per capita availability of meat
was almost same from 2010-11 to 2012-13 and then it started increasing from 2013-14. The
production of eggs and per capita availability of eggs was high in 2010-11, it remained almost same
during 2012-12 to 2013-14 and then it started decreasing from 2014-15.

1.11 Agri-Business

Government of Odisha had adopted an Agricultural policy for the State in the year 2013 for bringing
commercialization in the field of Agriculture. The objectives, as stipulated in the policy are;

1. To bring in a shift from the present level of subsistence agriculture to a profitable commercial
agriculture;
2. To promote sustainable agricultural development;
3. To enhance productivity of important crops by enhancing seed replacement, availability of
quality planting materials, INM, IPM, water management, farm mechanization and
technology transfer;
4. To encourage crop substitution particularly in uplands and medium lands;
5. To focus on horticultural crops including dry-land horticulture;
6. To focus on poultry, dairy and fisheries to augment the income of the farmers;
7. To encourage modern farming system approach;
8. To encourage organic farming;
9. To enhance water use efficiency through peoples’ participation;
10. To facilitate increased long-term investment in agricultural sectors (on farm as well as off
farm) both by private sector, public sector and private & public partnership (PPP), particularly
for post-harvest management, marketing, agro-processing and value addition, etc;
11. To encourage contract as well as compact farming;
12. To increase access to credit for small and marginal farmers;
13. To facilitate appropriate market linkages for agricultural produce with respect to which the
State has competitive advantages;
14. To improve the marketing facilities and access to market information;
15. To implement integrated watershed development programs in watershed areas for Natural
Resource Management (NRM), increased crop production as well as on-farm and non-farm
income;
16. To create appropriate institutions / facilities to undertake regulatory, enforcement and quality
assurance activities matching to the emergent needs.
17. To redefine the roles and responsibilities of the agricultural extension machinery by suitably
restructuring the field extension set up.

The agriculture policy,2013 has exclusive provisions for agri-enterprise promotion such as (1)
technical guidance to entrepreneurs in commercial agriculture, horticulture, floriculture, milk
production, meat and egg production, fish production etc., (2) enhancement in capital investment
subsidy to 40.0 percent or 50.0 lakh, (3) additional incentive to SC / ST / Women entrepreneurs, (4)
establishment of agro industrial estates, (5) Interest subsidy on term loans will be provided to the agro

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enterprisers. Initially an interest subsidy of maximum Rs. 25 lakhs per unit will be provided subject to
a ceiling that the subsidy should not exceed 5% for a period of 7 years. For SHGs/ Scheduled Castes/
Scheduled Tribes and women entrepreneurs, the ceiling may be fixed at Rs. 33 lakhs, (6) Removing
VAT levied on the agricultural processing projects, (7) financial assistance up to 50 per cent of the
cost incurred for obtaining quality certification mark from an institute organized by the State
Government or Central Government, subject to a ceiling of Rs. 5 lakhs (for small scale and tiny agro
industrial units).

For agricultural marketing, the policy has specific prescriptions such as;

1. Formation of Rural Producers’ Organizations for specific commodities to enable them to have
appropriate market linkages through Federations;

2. Upgradation of Cotton Mandis for providing cotton farmers good infrastructural facilities for
selling their produce at remunerative prices;

3. Establishing Market Yards under the RMCs covering all the 118 Blocks in the State which do
not have Market Yards so far;

4. Physical linkage of production centres to the markets by rural link roads in a phased manner
to ensure that the farmers’ produce can reach the markets.

5. Marketing facilities for horticultural produce: Terminal Markets (TM) for an alternative
marketing structure that provides multiple choices to farmers for sale of produce. The
Terminal Market Complex (TMC) would operate on a Hub-and-Spoke Format wherein the
Terminal Market (the Hub) would be linked to a number of Collection Centres (the spokes).

6. Facilities for cleaning and drying, grading, weighing and bagging will be provided at Market
Yards / Sub-Market Yards/Temporary Procurement Centres engaged in paddy procurement.

7. Production of high value crops will be provided with scope for various subsidies, grants and
other concessions including financial support with low interest rates and other attractive
opportunity for speeding up commercialization of agriculture through agri-entrepreneurs and
agri-business.

8. Setting-up of quality control and testing systems to ensure consistently high quality of the
products for domestic markets as well as for export.

9. Establishment of Agri-export Zones (AEZs) in PPP mode for agricultural and horticultural
produce having export potential.

10. Products as per the geographical indicators will be promoted and facilities shall be provided
with emphasis on networking for quality assurance, packaging and branding in order to
increase agricultural exports as per the international standards/norms and facilities for
patenting of technologies will be ensured

11. Minimum Support Price (MSP) mechanisms will be implemented effectively across the state
so as to ensure remunerative prices for the farm produce.

12. Effective linkages will be promoted with other rural infrastructure development programmes

Further, Odisha Food Processing Policy, 2016 is having the vision “to catalyse the development of
competitive Food Processing Industry by facilitating creation of an enabling environment and related

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infrastructure for sustainable, equitable and inclusive growth of the sector with a view to add value &
reduce wastage and thereby maximizing employment opportunity and increase income of farmers”.
The policy specifies the objectives and strategy in the following manner.

Table 30: Objective and Strategy for Food Processing

S Objective Strategy
N
1 Toencourage&enablelocalent 1. To create awareness and organise food processing specific
repreneurstosetupFoodProces entrepreneurship development programmes;
singenterprises. 2. To depute the identified potential food processing
entrepreneurs for higher learning;
2 Toincreasetheflowofprivate To organize Road shows / Investors' Meets at strategic locations
sectorinvestmentsacrosstheva and participate in Fairs / Summits in the country & overseas.
luechainfromfarmgatetomark
et.
3 Toprovideenabling 1. To set up Food Processing Parks at Deogarh, Bhadrak,
infrastructure Bargarh, Nawrangpur (Maize Park), Sambalpur, Ganjam,
bypromotingestablishmentof Bolangir, Kandhamal and Kalahandi;
FoodProcessingParksandcom 2. To facilitate & monitor establishment of Mega Food Parks
monfacilitiesintermsofwareh (under development) at Deras (Khordha) by IDCO &
ouses,coldstorages,laboratori Rayagada by MITS;
es,packaging. 3. To facilitate development of common infrastructure near the
existing food processing clusters.
4 Toencouragevalueaddition, 1. To provide fiscal & non-fiscal incentives to encourage value
increaseshelf-life&reduce addition;
wastage,thereby 2. To facilitate flow of credit from Banks / NABARD / FIs to
increasingemployment the existing & upcoming Agro & Food Processing
andincome enterprises;
tothelocalfarmersandentrepre 3. To promote setting up of Cold Chains, Cold Storages &
neurs. Primary Processing Centres.
5 To support capacity building 1. To organize need based skill development programmes
in with the assistance from Odisha Skill Development
termsofskillingofHumanReso Authority, Director, Employment & Director, Technical
urce Education & Training.
requiredbytheFoodProcessin
gIndustry.
6 Topromoteproduct/process 1. To provide fiscal incentives to the technical / professional
innovation,researchand institutions and existing entrepreneurs to promote product /
developmentandencourage process innovations and R&D;
technologyup-gradation. 2. To facilitate assistance to the enterprises from the existing
GoI schemes;
3. To provide incentives to encourage technology up-gradation
/ modernization.
7 Toenhancecompetitivenesso To encourage the enterprises to obtain quality certification from
fthe accredited bodies at national & international level.
localfoodprocessingindustry
for
bothdomesticandinternation
almarkets.

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The Operational Guidelines of Integrated Scheme for Agricultural Marketing (ISAM), Ministry of
Agriculture, 2014 have five sub schemes,i.e., (a) Agricultural Marketing Infrastructure (AMI), (b)
Marketing Research and Information Network (MRIN) (c) Strengthening of Agmark Grading
Facilities (SAGF), (d) Agri-Business Development (ABD) through Venture Capital Assistance (VCA)
and Project Development Facility (PDF), and (e) Choudhary Charan Singh National Institute of
Agriculture Marketing (NIAM). The objectives of ISAMare;

1. To promote creation of agricultural marketing infrastructure by providing backend subsidy

support to State, cooperative and private sector investments.
2. To promote creation of scientific storage capacity and to promote pledge financing to increase
farmers’ income.
3. To promote Integrated Value Chains (confined up to the stage of primary processing only) to
provide vertical integration of farmers with primary processors.
4. To use ICT as a vehicle of extension to sensitize and orient farmers to respond to new
challenges in agricultural marketing.
5. To establish a nation-wide information network system for speedy collection and
dissemination of market information and data on arrivals and prices for its efficient and
timely utilization by farmers and other stake holders
6. To support framing of grade standards and quality certification of agricultural commodities to
help farmers get better and remunerative prices for their graded produce.
7. To catalyse private investment in setting up of agribusiness projects and thereby provide
assured market to producers and strengthen backward linkages of agri-business projects with
producers and their groups.
8. To undertake and promote training, research, education, extension and consultancy in the agri
marketing sector.

1.12 Status of MIPs and Tank Management

The State is having 4.152 number of MIPs of which 67.85 percent MIPs are in project districts.
Distribution of tanks by its classification in project districts (all 15 project districts) reflects that 60.31
percent MIPs are completed and operational (State: 59.27 percent), 17.89 percent are partially derelict
(State: 17.17 percent) and 6.28 percent are completely derelict (State: 7.73 percent). The total MIPs in
the project districts are having a designed ayacut of 3.76 Lakh ha. and certified ayacut of 2.78 lakh ha.
in Kharif. Designed Rabi Ayacut is about 0.47 lakh ha. and certified Rabi Ayacut is 0.16 lakh ha.
Designed Rabi Ayacut is 12.51 percent of the designed Kharif Ayacut and 5.82 percent of the
certified Ayacut. Overall, certified ayacut is Kharif is 73.97 percent of the designed ayacut for Kharif
(State: 70.46 percent) and certified Rabi Ayacut is 34.39 percent of the designed ayacut for Rabi
(State: 31.25 percent). Further, total designed ayacut of the project districts is 62.83 percent of the
designed ayacut under MIPs of the State in Kharif and 56.76 percent in Rabi. Certified Ayacut area in
Kharif is 65.95 percent of the total certified ayacut area of the State in Kharif and 62.46 percent in
Rabi5 (refer Table 31).

Table 31: Minor Irrigation Tanks in Project Districts

Project Districts Number of MIPs Total of all MIPs (Ayacut in Ha.)
CO PD CD RP OP TS Total Designed Ayacut in ha. Certified Ayacut in ha.
Kharif Rabi Kharif Rabi
Balangir 99 28 4 34 34 2 201 28,028.00 3,301.00 18,162.25 1,838.19
Balasore 48 1 1 1 1 0 52 10,457.00 3,198.00 8,350.38 2,024.57
Baragarh 98 42 12 22 30 0 204 31,989.00 3,572.00 19,464.66 1,092.37
Bhadrak 14 0 0 1 0 0 15 2,606.00 860 2,548.48 214.5
Boudh 56 4 6 1 7 0 74 15,567.00 1,649.00 13,728.58 557.29
Gajapati 88 52 3 3 8 0 154 22,556.00 2,724.00 15,771.70 -
Ganjam 773 196 76 108 28 0 1,181 1,17,604.25 7,659.00 94,897.88 -
Jajpur 49 31 42 1 10 0 133 15,169.00 2,428.00 6,159.76 491.4

5With reference to MI Census 2015, Department of Water Resources, Govt. of Odisha

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Project Districts Number of MIPs Total of all MIPs (Ayacut in Ha.)

CO PD CD RP OP TS Total Designed Ayacut in ha. Certified Ayacut in ha.
Kharif Rabi Kharif Rabi
Kalahandi 100 28 1 5 39 0 173 28,563.00 4,827.00 22,872.00 4,796.00
Kandhamal 50 1 1 1 6 0 59 9,424.00 3,423.00 5,885.49 507.17
Keonjhar 118 7 9 4 19 1 158 27,876.00 5,535.30 22,411.09 2,551.02
Mayurbhanj 119 73 20 5 22 0 239 36,005.70 3,942.00 28,492.74 684.99
Nabaranagpur 28 14 1 0 30 0 73 11,203.30 861 5,678.35 158.72
Nuapada 34 2 0 0 7 0 43 11,205.00 2,756.00 8,075.29 1,169.00
Subarnapur 25 25 1 0 7 0 58 7,449.00 266 5,390.40 76.85
Total 1,699 504 177 186 248 3 2,817 3,75,702.25 47,001.30 2,77,889.05 16,162.07
Odisha Total 2,461 713 321 276 361 20 4,152 5,98,011.54 82,803.44 4,21,368.57 25,877.53
Source: MI Census, 2015, Department of Water Resources, Govt. of Odisha
Note: CO: Completed & Operational, PD: Partially Derelict, CD: Complete Derelict, RP: Renovation under
Progress, OP: Ongoing Project (New), TS: Technically Sanctioned Project

It is evident that the irrigation potential of the MIPs is much less in Rabi (5.82 percent of the certified
Ayacut of Kharif) in comparison to Kharif. Further certified ayacut for Rabi is 65.61 percent less than
the design Ayacut for Rabi. So, area irrigated in Rabi by these MIPs normally remains low especially
when irrigation becomes an utmost necessity for the farmers. In this context, the project envisages to
improve the irrigation potential of the MIPs, focusing on meeting the irrigation requirement during
Rabi season.

Figure 5: Distribution of MIPs by its Status

Note: Out of 4152 MIP, 145 MIP are considered as Large Dams6.

6 [As per International Commission on Large Dams (ICOLD) norms Large Dams are defined on the basis of following
parameters: (i) Dam Height is more than 15 m or (ii) Dam height is in between 15m with storage of 3Mcum or (iii) Dam
Height 10 m to 15 m and length of Dam is either 500m or storage 1Mcum or maximum flood discharge 2000 Cumec or (iv)
unusual design or problematic foundation]

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Figure 6: MIPs per Thousand Ha. in Project Districts

Achievement of efficient agricultural operation and the ensuring resilient agrarian economy are
identified with the availability of water and its ideal utilisation. In an irrigation system, the Operation
and Maintenance (O&M) is the key for availability of irrigation water and its appropriate utilisation
by the water users. Tanks, in general, have an important impact on the groundwater resources in their
influence zone including the command area. The magnitude of the impact on groundwater potential
depends largely upon the volume of the water stored in the tanks for a given period. The recharge
varies from tank to tank depending upon the geology, geo-morphology, tank design, storage capacity,
etc. Utilization patterns and consumer profiles are also not uniform in all circumstances and are
location and region specific. Some tanks, either by design or because of their location in a specific
hydro-geological setting, do not show their influence on the aquifer system in the immediate vicinity.
The overall efficiency of the tank system depends on the utilization of groundwater resource both in
the command and the influence zone of the tank necessitating wise groundwater management in that
given unit.

The rapid spread of groundwater irrigation through bore-wells is resulting in a depletion of aquifers.
In addition, the decline in tank irrigation and having no recourse to groundwater in the medium term
would pose a serious threat to the fragile agricultural economy. Poorer farmers, often found at the tail-
end of dilapidated tank systems and lacking resources to access groundwater irrigation amidst low and
falling water tables, are the most vulnerable in this scenario.

Reasons for decline in tank irrigation are summarized below:

1. Reduction in inflows to the tank due to

i. Insufficient rainfall
ii. Upstream abstractions (watershed development and other water harvesting structures)
iii. Improper condition of feeder channel

2. Failure of physical system

i. Crack in bund

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ii. Improper condition of the bund with unstable side slopes not to standards and non-
uniform Top BankLevel(TBL)
iii. Poor condition of surplus system which needs repairs to the masonry / concrete structures
iv. Inadequate functioning of sluice because of absence of shutters, leakages from shutter or
masonry structure
v. Reduction in the storage of the tank due to silting, encroachments into the tank bed

3. Poor canal system

i. Improper design main canal with disfigured cross sections and disturbed bed slope
ii. Poor condition of cross masonry and cross drainage structures that increase the
distribution losses
iii. Improper maintenance of the field channels

4. Poor water use efficiency due to

i. Mono cropping of water intensive crops like paddy
ii. Inequitable distribution of water
iii. Improper scheduling of water

The national framework for water resource management is driven by the Pradhan Mantri Krishi
Sinchai Yojna (PMKSY). The major objective of PMKSY is to achieve convergence of investments
in irrigation at the field level, expand cultivable area under assured irrigation, improve on-farm water
use efficiency to reduce wastage of water, enhance the adoption of precision-irrigation and other
water saving technologies (‘more crop per drop’), enhance recharge of aquifers and introduce
sustainable water conservation practices.

Tank Irrigation Systems in Odisha are centuries old. Tank system structures are mostly constructed
under the aegis of Kingship (Gadajata system) to support the basic human needs of drinking, bathing,
irrigation and especially as a hedging mechanism against drought.

Table 32: Tanks / Ponds in Project Districts, 2013-14

RESOURCES OF TANKS/ POND IN THE STATE UP TO 2013-14 (Area in ha)
Sl. Districts GP Tanks Revenue tanks Private tanks Total
No.
No Area No Area No Area No Area
1 Jajpur 1823 835.88 608 205.86 5768 1411.29 8199 2453.03
2 Balasore 3045 1248.76 712 261.31 33202 4678.65 36959 6188.72
3 Bhadrak 2004 533.61 293 101.48 14276 2134.24 16573 2769.33
4 Mayurbhanja 4862 2350.78 1328 4697.75 11725 2446.5 17915 9495.03
5 Boudh 1236 1350.22 150 288.9 972 580.79 2358 2219.91
6 Gajapati 723 1120 145 3698.56 466 175.07 1334 4993.63
7 Ganjam 5949 8365.34 1380 17416 4122 2652.02 11451 28433.33
8 Kalahandi 3730 3938.11 71 1113.51 2686 962.89 6487 6014.51
9 Kandhamal 315 337.07 273 198.15 629 436.76 1217 971.98
10 Nabarangpur 1117 673.01 524 530.61 2652 561.27 4293 1764.89
11 Nuapada 952 655.97 315 1629.77 1436 700.5 2703 2986.24
12 Bolangir 5417 4705.77 61 152.24 923 360.01 6401 5218.02
13 Baragarh 3693 4824.71 122 217.54 3085 1409.99 6900 6452.24
14 Keonjhar 3447 1624.7 788 391.55 7024 1353.88 11259 3370.13
15 Sonepur 2771 3818.09 328 327.22 616 490.24 3715 4635.55
Odisha Total 63292 50309.7 13362 35933.4 162655 37934 239309 124177.2
Source: Disaster Management Plan of Fisheries Department 2014-15, Directorate of Fisheries Odisha, 2014

The State is having 63, 292 of GP Tanks, 13, 362 of Revenue Tanks and 1, 62, 655 of Private Tanks.
From the table, it can be observed that the district Balasore has highest number of Private Tanks in the
State and it also secures the first rank for having highest number of total tanks. Similarly, districts like
Kedrapara, Bhadrak and Puri also have more number of private tanks. More numbers of GP tanks are

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present in Ganjam, Kalahandi, Boudh, Gajapati, Bargarh, Jharsuguda, Sambalpur and Sonepur
districts. Districts like Ganjam, Mayurbhanj, Kendrapara, Khurda, Cuttack and Balasore have good
numbers of Revenue tanks. Balasore is having 15.44% of total tank in the State whereas Kendrapara
is having 7.71% of total tank in the State. District Deogarh, Kandhamal and Gajapati have lesser
number of total tanks in the whole State.

Table 33: Tanks in the State up to 2014-15

Type of Tanks Number Area (Ha)
GP Tank 63292 50309.69
Revenue Tank 13362 35933.42
Private Tank 177729 44990.54
Total 254383 131233.65
Source: Odisha at a Glance, 2016

As noted above, the number of GP Tank and Revenue Tank is remaining the same in 2014-15 but the
number of Private Tank has increased to 177,729 in 2014-15 as compared to 162,655 in 2013-14.
Also, the area under private tank has increased to 44,990.54 Ha.

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Chapter Two: About the Project

Odisha economy which is primarily agrarian, is undergoing rapid transformation. The per capita
income of the state has increased by 30 percent between 2012-17 period. However, the most critical
sector, agriculture, which is source of livelihood for more that 62 percent of the people, suffers some
critical challenges. These includes (a) small landholding (b) less diversification (c) erratic monsoon
(d) frequent extreme weather events, (e) price realisation of the produced commodities, (f) value
addition of agricultural / horticultural commodities etc. To enhance productivity and to address
climate variability and change for farm income stability, irrigation and water productivity
management play a critical role. Agood number of major, medium and minor irrigationprojects have
been constructed in the state during last six decades, thereby increasing irrigation facilitiesfrom 1.83
lakh hectares in 1951 to 38.16 lakhhectares in 2017. However, this has not been able to address the
farm distress fully. Further the state government has taken steps to rationalize irrigation development
in the state, through convergence of various schemes to provide irrigation facilities to at least 35% of
the cultivable land in each block. The state has 314 blocks of which 222blocks have been covered till
2017.

Government of Odisha, through this proposed Odisha Integrated Irrigation Project for Climate
Resilient Agriculture (OIIPCRA), is well-positioned to demonstrate considerable climate co-benefits,
as many of its components explicitly address building resilience to current climate variability, and
enhancing adaptation and mitigation. GoO believes that market-oriented production system can be a
viable and supportive approach to enhance farmer’s income, benefiting particularly marginal and
small farmers. The crop planning and production system can be designed in the command areas as
well as in the non-command areas based on the market demand. It is the reversal of traditional
“Production to Marketing” approach to “Demand driven Production” and can benefit the farmers in
both enhancing production and [Link] adopting market-oriented agriculture production
system, care is to be taken to address all the three critical components, i.e., (1) bringing Water Use
Efficiency (WUE) and Water Productivity (WP), (2) diversification in the present production system
and product value addition, and (3) supply chain improvement and its efficient management.

2.1 Guiding Principles

Key guiding principles of this project shall be as follows:

Improve farm income through intensification and

diversification of select commodities with good market
potential through a sustainable value chain approach

Improving the resilience of the farming system in at least 1.2

lakh ha. of cultiuvable area (command and rainfed parcels),
investing in tanks and cascade

Investing in builing sustainable commmunity level intitutions

like water user asociations, farmer interest groups, fishermen
society and self help groups to instituinalise and integrated
irrigation and and agriculture planning proess that will
enhance the income of the small holders
Figure 7 Key guiding principles for the Project

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2.2 Project Development Objective

The Project Development Objective is to intensify and diversify agricultural production, enhance
climate resilience and improve water productivity in selected districts of Odisha.

2.3 Project Beneficiary

Project beneficiaries include small and marginal farmers, Water Users' Associations (Pani
Panchayats), Producer Organizations (POs), and other agri-entrepreneurs (AEs). Targeted investments
will be undertaken to address any gender gaps as well as benefit of other vulnerable groups like fisher
folk including fisher women,tribal farmers of different holding categories, women self-help groups
etc.

2.4 Project Components

The project envisages to intensify and diversify agricultural production, enhance climate resilience
and improve water productivity in selected cascades of Odisha. Further, in order to improve the
market share of the produces at producer end, the project intends to promote / strengthen supply chain
and value chain of agricultural / horticultural / fisheries produces (feasible commodities only based on
scoping study), using Farmer Producer Organizations (FPOs) / Primary Fishers Cooperative Societies
(PFCS). Apart from this, the project intends to establish different centres at the OUAT and
Agriculture Department to support climate resilience in agriculture and promote agribusiness.

Figure 8: Project Components and Sub-Components

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The project has four components to achieve the Project Development Objective (PDO). The project
components and sub-components are discussed below.

In addition, there is a contingent component for any unforeseen natural disaster which is quite
frequent in Odisha and has a probability to affect the state during the project life cycle. This zero-cost,
contingent emergency response component (CERC) will finance eligible expenditures in case of
natural or man-made crises, disasters, severe economic shocks, or other crises and emergencies in
Odisha. Implementation of this subcomponent will follow a detailed Contingent Emergency Response
Implementation Plan (CERIP) satisfactory to the World Bank that will be prepared for each eligible
crisis.

Component 1: Climate-Smart Intensification and Diversification of Production

The objective of this component is to increase agricultural productivity, strengthen the capacity of
organized farmer groups to cope or adapt to climate change stresses affecting crop production, and
diversify production in Rabi in response to effective demand as expressed by pre-identified
commercial off-takers or gleaned from other reliable market signals. Support under this component is
proposed to be organized around two mutually inclusive, overlapping and reinforcing subcomponents.

Sub-Component 1.1: Support to Improved Productivity and Climate Resilience

The objectives of the sub-component in the agriculture sector (agriculture and horticulture) are; (i)
Reduce the cost of production; (ii) Enhance productivity and climate resilience through technology
adoption; (iii) Crop diversification towards market oriented high value crops and (iv) Promote
agribusiness through supply chain management and value chain improvement. In this context, the
project plans to take up agriculture and horticulture interventions along with Agri-business
interventions. The sub-component objectively looks at promoting agricultural technologies that are
sustainable and climate resilient vis-à-vis supports improving income of the farmers.

Specific interventions under the project area, (1) promotion of climate resilient seed varieties, (2)
demonstration of climate resilient technologies, (3) strengthening the extension system, (4) Price
forecasting of different commodities, (5) establishment of market infrastructures / processing units,
(6) organizing and strengthening farmer’s groups, and (7) capacity building of different stakeholders.
This sub-component will be executed by the Department of Agriculture and Farmers Empowerment
(DoA& FE) (the Directorate of Agriculture & Food Production and the Directorate of Horticulture are
the implementing agencies for agriculture and horticulture interventions, respectively).

Sub-Component 1.2: Support to Aquaculture Production

The project intends to have anopportunistic approach, in terms of fishery promotion in the project
tanks. The project approach is to intervene in providing end to end solution, i.e., from seed production
to market linkage where capacity building will be a cross cutting in all the project activities. Based on
the feasibility of the tanks, the project will focus on seed promotion augmentation of inland species,
improvement of existing hatcheries, fish production and management support and facilitating
marketing of the produce by providing facilities to the fishermen folk.

The fishery sector intervention objectively looks at (1) increasing the income of fisher folks by
utilizing project tanks / water bodies, (2) propagation of scientific fish farming technologies among
the fishers for improved production, (3) strengthening pure line fish seed production and supply chain
management, (4) demonstrating intensive and semi-intensive fish farming in the ponds in the project
area for higher return to the fishers, (5) strengthening post-harvest management through infrastructure
and support to fishers; and (6) support to selected Fishermen Cooperatives and Government
Institutions for fishery-based enterprise.

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Sub-Component 1.3: Support to Diversification and Produce Marketing

The objective of this sub-component is two-fold: (i) support farmers to reduce the current emphasis on
food grains (especially paddy and wheat) and increase the share of high-value agriculture (e.g. fruits,
spices and vegetables) in their overall production structure; and (ii) improve produce marketing to
reduce price risks associated with diversification, increase incomes, and ensure sustained farmer
adoption of Climate Smart Agriculture (CSA) practices. A successful shift in favour of more
diversified production would also result into improved nutrition outcomes for farmers and the broader
community, help reduce the water footprint of paddy, foster biodiversity, and strengthen resilience of
the production systems to climate change.

Under this component, the project would fund Technical Assistance (TA) to the Department of
Agriculture and Farmer Empowerment (DAFE) to promote and build productive alliance models for
these and other competitive value chains that could emerge during implementation. To support
productive alliances, the project will provide funding for (i) increasing farmer awareness of
diversification opportunities; (ii) continuous identification of competitive value chains; (iii) farmer
experimentation with new crops and training/demonstration of relevant production technologies; (iv)
training farmers on production and marketing skills (including on input sourcing, production,
aggregation, and new technologies, among others); (v) business plan development; (vi) fostering
linkages with the financial sector or other government programs for access to credit; and (vii)
financing – on a cost-sharing basis – of selected productive investments identified in the business
plans. Project support to crop diversification will be based on agronomic/agro-ecological suitability,
comparative advantage of specific cascades, and local, national or international market opportunities.

Component 2: Improving Access to Irrigation and Water Productivity

Access to reliable irrigation is generally critical to enhancing crop productivity, building resilience to
climate change, promoting diversification and access to markets. It is important in the targeted project
areas that are characterized by frequent droughts and rainfall variability. The objective of this
component is “to use water more efficiently, reduce water losses and save water during Kharif season,
and transfer these savings to Rabi season.” To realize this objective, the project will support
modernization of hydraulic assets, institutional reforms, and capacity strengthening.

Sub-Component 2.1: Support to Water Sector Reforms

Crop diversification and intensification require a higher quality of irrigation service delivery to meet
the requirements of grown crops. Traditional arrangements for irrigation management often lack the
capacities and incentives to deliver these improved services. The project will pursue institutional
reforms and strengthen decentralized irrigation system management along with incentivizing local
Pani Panchayats to deliver high performing irrigation and O&M services in a public-private
community partnership mode. It will also explore regulatory reform in ground water management.

Under this sub-component (1) project will support the introduction of Integrated Water Resource
Management (IWRM) in one catchment on pilot basis, (2)regulation related to ground water
extraction for irrigation will be reformed, (3) support the establishment of a PP support unit within the
DoWR, (4) conduct a study into options for PPP in irrigation management to increase the efficiency
of water use and improve the quality of irrigation service delivery.

Sub-Component 2.2: Support to Investments in Cascades

Under this sub-component, the project will invest in the modernization of hydraulic assets. To that
end, a comprehensive water assessment will be conducted in the Project cascades to identify
opportunities for reducing water losses and for transferring the savings water for Rabi season. For
each of these opportunities, the implications on downstream water use will be identified through
preparation of a pre and post-project tank / cascade-wide water balance. Investments include
strengthening of canal bunds, modernizing hydraulic canal structures, installation of field channels

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and sub-surface pressurized pipes, and developing groundwater extraction in safe zones. Self-
practicing tool kit for cascade approach will be developed within 2 years of project cycle.

Component 3: Institutional Capacity Strengthening

The objective of this component is to improve overall capacity of the GoO for inter-departmental
planning, coordination and implementation of cross-sectoral programs in agriculture,horticulture,
fishery and water resource sectors. In this respect, the project will support in building a secretariat
within the office of the Agriculture Production Commissioner (APC) for the purposes of planning,
convergence, coordination, oversight, monitoring, analytics, policy formulation, and partnerships
building. Besides ensuring better project outcomes, a strengthened office of the APC would help
guide the state’s long and short-term vision for water and agriculture development, build the state’s
capacity to deliver programs, and help forge strategic long-term partnerships for improved
performance of relevant sectors.

At the district level, the project will finance the establishment, staffing and operation of a Monitoring
Cell within the office of the PD-ATMAto be charged with monitoring all activities in the agriculture,
fisheries, and water sectors, including those funded under the project. In addition, based on capacity
assessment, the project will support capacity building of departmental staff on technical and
managerial aspects. Along with this, the project component will also support in strengthening the
capacity of the community institutions / organizations, such as Pani Panchayat, Water User
Associations, Farmer Producer Organizations, Primary Fishers Cooperative Societies etc.

Component 4: Project Management

This component will strengthen capacities for project management, monitoring and evaluation (M&E)
(including, inter alia, the areas of procurement and financial management) through the provision of
goods, consultant services, training, and financing of incremental operating costs. This component
will also develop a comprehensive management information and data collection and reporting system
on key performance outputs and impact indicators through baseline surveys, participatory
assessments, mid-term reviews and final evaluations. Staffing of the State Project Monitoring Unit
(SPMU) will include a number of technical, financial management, M&E and safeguards (social and
environmental) experts. Detailed implementation arrangements will be spelled out in the Project
Operational Manual (POM). Regular training of SPMU staff will be organized to strengthen their
capacities to implement the project.

Support to Integrated Production System for Strengthening Livelihoods

Small ruminants and poultry are well integrated in to the production system and overall livelihood of
rural communities, especially among the landless, small and marginal farmers in Odisha. For the
landless, goat rearing and poultry are the essential means of generating livelihood income. Small
ruminants and poultry not only contribute to food and nutritional security at the household level, also
generate income and employment. They also play a greater role in agricultural waste management. In
the context of climate change, Integrated Production and Management System (IPMS) appears to be a
promising adaptation package both in drought, flood and disaster-prone/ affected areas. Systematic
development of these allied activities not only diversifies the livelihood, also bring resilience in the
production system.

In view of the recent cyclonic storm and its impact on the life and livelihood of the people, the project
envisages to take up additional measures to support farmers, more particularly marginal and small
farmers in the tank command and non-command areas of cyclone affected district/s. In this context,
the project will take up two most affected districts, i.e., Puri and Khurdha to improve adaptation
ability and strengthen recovery mechanism. The project will take up 15 tanks in Puri and 10 tanks in
Khurdha as a part of the intervention. The newly added 25 tanks will be additional to the project
jurisdiction or it will be adjusted within the overall scope of intervention of the project.

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The project will have specific interventions in these districts from climate change and adaptation
perspectives. The interventions will include the followings;

6. Promotion of climate resilient agricultural practices / climate smart technologies in the tank
command and non-command areas;
7. Support to fishery activities in the selected tanks, involving fishermen cooperatives (PFCS);
8. Strengthening livelihood of vulnerable farmers (mostly marginal and small farmers) in
reestablishing animal husbandry supply chain, focusing on small ruminants and poultry;
9. Supporting farmers with agricultural and horticultural inputs, more particularly with climate
resilient seed varieties;
10. Strengthening community level institutions for a greater collaboration with other project
interventions.

Promotion of Climate Resilient Agricultural Practices: The project will support the farmers of
different holding categories in tank command and non-command areas to adopt climate resilient
agricultural technologies and practices. Technology transfer will support the farmers to prevent /
minimize the crop loss in climate stress situations in a longer term. The transfer of climate resilient
agricultural technologies and practices will be taken up through demonstrations, organizing farmer’s
field schools, in-situ hand holding and guidance, training and exposure of the farmers.

Fishery Promotion: Feasible tanks will be taken up for fish farming, in collaboration with local
PFCS and other government / non-government institutions / organizations. The project will support
the fishers in strengthening their fishery activities with the supply of fish seeds, feeds, value addition
activities and linking with overall fish supply chain.

Poultry Promotion (including backyard Poultry): Poultryand small ruminants will be promoted in
selected tank villages in two project districts (Puri and Khurdhadistrict affected by cyclone Fani).
Promotion and establishment of poultry / small ruminant based supply chain will be taken up in
village saturation mode. As a part of inclusive strategy of the project, landless households, women,
marginal and small farmers, scheduled caste and scheduled tribe families will be given high priority.
While detail modalities of support system will be finalized in the later stage, the project will strategize
the intervention in a cluster development approach, exploring PPP mode of operation. Possible
convergence approach will be explored with existing schemes / programs / market mechanisms for
wider coverage and remunerative return to the growers.

Promotion of Climate Resilient Seed Varieties: Climate resilient seed varieties, developed by
OUAT, CRRI and other institutions will be promoted for adoption in the project areas. The project
will support in providing subsidized seeds to the farmers, focusing on marginal and small holders,
including women and SC/ST farmers.

Strengthening Community Level People’s Institutions: Along with different support provisions,
the project will strengthen the community level institutions such as water user associations, producer
organisations, farmer interest groups etc. to take up different activities in collaboration and synergy
with other line departments and its efficient management. Trainings, exposure and hand holding
support will be provided under the project to improve their functioning and service delivery
capability.

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2.5 Project Design Framework:

Figure 9: Project Design

2.6 Geographical Coverage

The project will cover 15 districts in the state with intensive focus for agricultural development and
increase in the irrigation potentiality. The framed project activities will be implemented over a period
of six years in a phased manner. The detailed district wise coverage has been given in Table 34 and
Table 35.

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Table 34:Coverage of Block, GPs and MI Tanks in Project Districts

SN Project District No of Blocks No of GPs No of MIP tanks
1 Balangir 10 17 21
2 Balasore 5 6 6
3 Bargarh 4 19 24
4 Bhadrak 5 12 13
5 Boudh 1 8 10
6 Gajapati 1 3 3
7 Ganjam 18 166 251
8 Jajpur 3 3 5
9 Kalahandi 10 30 36
10 Kandhamal 4 6 6
11 Keonjhar 11 39 49
12 Mayurbhanj 20 81 107
13 Nabarangpur 3 3 3
14 Nuapada 2 2 2
15 Subarnpur 1 1 2
Grand Total 98 396 538

Table 35:Designed CCA in Kharif & Rabi in Project Districts

SN Project Districts No of MIPs Designed CCA (Kharif) Designed CCA (Rabi)
1 Balangir 21 4809 623
2 Balasore 6 456 0
3 Bargarh 24 2226 279
4 Bhadrak 13 1356 60
5 Boudh 10 755 0
6 Gajapati 3 351 121
7 Ganjam 251 18149.7 722
8 Jajpur 5 598 150
9 Kalahandi 36 3555 424
10 Kandhamal 6 452 50
11 Keonjhar 49 12015 3057
12 Mayurbhanj 107 11266 1049
13 Nabarangpur 3 125 8
14 Nuapada 2 86 0
15 Subarnpur 2 94 0
Grand Total 538 56293.7 6543

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2.7 Project Implementation Arrangement

The project implementation arrangement has been given below:

Figure 10 Project Implementation Arrangement

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2.8 Project Financing

The total cost of the project estimated to be USD 234.70 million, of which IBRD will finance USD
164.40 million and Government will finance USD 70.30 million of the total cost of the project (refer
Table 36).

Table 36:Project Financing

Project Components Project IBRD Counterpart
Cost Financing Funding
(USD) (USD)
1. Climate Resilient Intensification and Diversification of Production 74.44 52.10 22.30
2. Improving Access to Irrigation and Water Productivity 137.42 96.20 41.20
3. Institutional Capacity Strengthening 9.6 6.70 2.90
4. Project Management 12.83 9.00 3.80
[Link] Emergency Response 0.00 0.00 0.00
Total Project Cost 234.30 164.00 70.30
Front end fees 0.40 0.40
Total financing required 234.70 164.40 70.30

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Chapter Three: Component 1:

Climate Smart Intensification and Diversification of Production
The overall objective of the Component 1, entitled “ClimateSmart Intensification and
Diversification of Production” is (i) to intensify production, (ii) strengthen farmers’ capacity to
adapt to climate change stresses affecting crop and aquaculture production, and (iii) diversify
production, especially in Rabi in response to effective market demand.

Key Guiding Principles for Component 1

1. The project will support transformative agricultural interventions which is directly influenced
by the minor irrigation systems, inculcating climate resilient technologies and practices;

2. The project will focus on improving production, productivity and diversification, especially in
Rabi season, which has been a challenge in the state;

3. Project will extend cross cutting support to kharif crops, e.g. paddy-based systems in
traditionally paddy dominated areas;

4. Bringing feasible minor irrigation tanks under fish farming, involving Primary Fishers
Cooperative Societies (PFCS) and demonstrating intensive / semi-intensive pisciculture;

5. All the intervention of this project is aimed at improving the profitability of the farmers by
making suitable investments in various parts of the supply chain and supporting agribusiness /
agri-enterprise along with commodity specific value addition.

Component 1 has three sub-components, i.e., (1) Sub-Component 1.1: Support to Improved
Productivity and Climate Resilience; (2) Sub-Component 1.2: Support to Aquaculture Production;
and (3) Sub-Component 1.3: Support to Diversification and Produce Marketing.

Sub-Component 1.1:Broad objectives of the sub-component (Sub-Component A.1: Support to

Improved Productivity and Climate Resilience) is “to increase the productivity and production of
selected crops in demand vis-a-vis to enhance resilience of agriculture production systems to climate
shocks and to reduce the GHG emissions”. This sub-component will support in enhancing farmers’
awareness, access to, and adoption of climate-smart technologies and [Link] this, capacity of
existing extension services will be strengthened through capacity building of frontline staff on CSA
and provision of support for demonstration of climate resilient practices for higher order of adoption.
With respect to improving farmers’ access to high yielding resilient seed varieties, the project will
support in building farmers’ awareness on resilient crop varieties and its adoption.

Sub-Component 1.2:This sub-component (Sub-Component A.2: Support to Aquaculture Production)

will enhance the capacity of the fishers, strengthen their cooperatives and improve their income from
fishery [Link] objectives of the sub-component are; (1) enhancing inland fish production, (2)
improving post-harvest management and market linkage, and (3) enhancing the capacity of the
fishers, strengthen their cooperatives and improve their income from fishery activities.

Under this sub-component, the projectwill support in climate resilient aquaculture promotion in
rehabilitated tanks, taking advantage of the improved water situation as a result of irrigation
modernization and management in the tanks / [Link] sub-component will target the landless
and women who are the members of the fishers’ cooperatives to take up fish production and its value
[Link] sub-component will support in fish seed production, fish feed production, fish
production, processing and market linkage.

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Sub-Component 1.3: This sub-component (Sub-Component A.3: Support to Diversification and

Produce marketing) is objectively designed to improve income of the farmers by supporting them to
increase the share of high valuehorticulture crops (vegetables) in their overall production structure.
This sub-component will support in improving produce marketing to increase income and reduce
price risks associated due to current market mechanism.

The objectives of this sub-component are (i) support farmers to reduce the current emphasis on food
grains (especially paddy) and increase the share of high-value agriculture in their overall production
structure; and (ii) improve produce marketing to reduce price risks associated with diversification,
increase incomes, and ensure sustained farmer adoption of CSA practices. A successful shift in favor
of more diversified production would also result into improved nutrition outcomes for farmers and the
broader community, help reduce the water footprint of paddyand strengthen resilience of the
production systems to climate change. This sub-component will support for market intelligence, post-
harvest management and aggregation infrastructure on a cost-sharing basis. In addition, the project
will train and strengthen the capacity of the Agri entrepreneurs to provide input and output marketing
[Link] project will also support and facilitate to link the producers with e-NAM, for accessing
national markets.

3.1 Sub-Component 1.1: Support to Improve Productivity and Climate Resilience

3.1.1 Introduction

Paddy is the predominant food crop in the state. The crop issupported with Minumum Support Price
(MSP) and farmers are also well versed with its cultivation, hence, farmers prefer to go for paddy
cultivation when irrigation is assured. This is one of the major barriers in crop diversification from
pady to other crops in the state. Absence of price support, improper market linkage, lack of storage
infrastructure, non-availability of improved high yielding seed varieties of non-paddy crops, etc. are
the other reasons attributed to monocropping of paddy. As per the Economic Survey 2018 of Odisha
state, the crop diversification index in the state has declined rapidly from 0.740 in 1994-95 to 0.380 in
2010-11 and further to 0.340 in 2014-15. In this context, promoting non-paddy crops based on the
market demand appears to be the best option to ensure crop diversification and increase farmer
income.

Market led agriculture production is the emerging concept of orientation of agriculture production in
response to market (consumer) demand so as to enable the farmer to realize more profits. There is a
need to diversify the production to match with the changing consumer preferences. In doing so, the
challenge lies with sustaining the increased production in the context of emerging climate change
impacts. However, it could be possible with enhancement of crop productivity by adopting climate
resilient improved technology and by bringing crop diversification to high value crops in demand.
Building the capacities of the farmer is also equally important to achieve the objectives.

In this context, in order to bring resilience in the production system and to increase the income of
smallholder farmers in selected project districts in the state, OIIPCRA project proposes to promote
market led agriculture production and value chain development, and also linking the farmers to
market.

3.1.2 Specific Objectives

The specific objectives of the project in the agriculture sector (agriculture and horticulture) are; (i)
Reduce the cost of production; (ii) Enhance productivity and climate resilience through technology
adoption; (iii) Crop diversification towards market oriented high value crops and (iv)Promote
agribusiness through supply chain management and value chain improvement. In this context, the

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project plans to take up agriculture and horticulture interventions along with Agri business
[Link] project component aims to promote the technology that is sustainable and climate
resilient vis-à-vis improving farmers’ income.

After a detailed market assessment with secondary data, baseline study report, market research1,in
consultation with traders, Dept. of Agriculture, Dept. of Horticulture and also consulting the
consultants assisting in the preparation of the project implementation plan, the following crops have
been prioritised for investment. This was also reconfirmed by a quick research study on market
assessment done for project districts, conducted exclusively for this [Link] crops proposed for
support under the scope of the project area are; (1) Oilseed (groundnut) (2) Pulses (Black Gram,
Green Gram &Bengal gram) (3) Vegetable baskets (cabbage, cauliflower, brinjal, bitter gourd)
and (4) Marigold. These crops are preferred by the farmers due to the existing good market demand
(especially groundnut, pulses & marigold), project area feasibility, less water requirement of crops,
suitability of cultivation in Rabi season, suitability to grow in rice fallows, selected vegetables being
less perishable, and are also well fitted in to the project objective of crop diversification in Rabi,
preferably in rice fallows as an alternative to Rabi rice crop. In addition, the project may intervene in
some short duration, climate resilient paddy varieties along with the resilient production practices
(SRI/DSR).

The intention of restricting the project support to above identified crops is to enable intensive working
on the entire value chain of these promising commodities. Focusing on few selected crops ensure
creation of bulk of produce that enable to establish sustained market linkages. Such as approach also
promotes crop diversification, collective marketing, price realization, assured market, elimination of
middle man in markets etc. Further, transfer of technology is also focused and made easy.

3.1.3 Project Approach

The project has the following intervention strategy or approach for core investment:

1. Enhancement in Cropping Intensity and Crop Diversification: The target of the project
would be to increase the cropping intensity in command area and to some extent adjacent
non-command area in the project districts by increasing the Rabi acreage along with crop
diversification in Rabi (other than paddy);
2. Promotion of Climate Resilient Seed Varieties: Keeping the focus on climate resilient, the
project will try to orient farmers to useclimate resilient varieties of seeds to address climate
variability and change;
3. Demonstration of Climate Resilient Technologies: The project will demonstrate climate
resilient technologies ([Link] of climate resilient crop varieties, agronomic
practices, cropping systems, direct seeded rice, crop residue management SRI,efficient
nutrient & pest management, shade net, poly houses etc.)for the preidentified sets of
commodities, so that the farmers are convinced about their viability and profitability aspects;
4. Strengthening the Extension System: There havebeenissues regarding the effective outreach
of the agriculture extension system. The project will work with PD-ATMA in the project
districts and organize Farmer Field Schools (FFS) with the technical support of ICRISAT /
OUAT / KVKs / technical resource persons [Link] trained farmers of FFS after acquiring
knowledge with respect to improved crop management practices may act as local resource
persons and local extension agents in disseminating the learned technology. The services of
these local farmer resource persons/farmer extension agents may also be extended to educated
and motivate the farmers in the neighbor villages;
5. In addition, project will work with OUAT and OSAMB on “price forecasting”and market
intelligence aspects;
6. All these activities will be carried out in about 1.2 lakh ha., covering both tank command
(about 56,000 ha.) and non-command area (72,000 ha.) in a village saturation model.

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The approach to achieve the objectives of the project is by organizing the farmers in to farmer interest
groups/producer groups, building their capacity to adopt improved crop production technologies and
linking the farmer groups to market and processors.

The primary focus of the project activities is not only to restore the gap command through tank
systems improvement but also to improve the adaptive capacity of the farmers to climate variability
impacts, along with enhancing productivity, production and economic return to the farmers of the
project villages. Such a holistic development is possible by planning agriculture development on a
“village-based approach” that include both tank command area as well as non-command area in a
village (villages falling under the sub-basin), involving the entire farming community.

The project will be implemented,covering a total registered command area of 56,294 ha and a non-
command area of about72,[Link], the project investments will preferably be made up to the
saturation of total command area in project districts (56,294 ha) and the left-over investments will go
to the remaining non-command area. For the planning purpose, tank command and non-command
area in project districts will be considered as the unit for grounding the agriculture and horticulture
interventions under the [Link] planning & implementation modalities are discussed here
under.

1. IntegratedIrrigation & Agricultural Plan (IIAP) will be prepared by the implementing agency,
through a consultancy firm exclusively hired for the purpose and by involving Support
Organizations (SOs)/Pani Panchayats (PPs)/FPOs/FIGs and in consultation with the technical
institutions like ICAR/SAU/KVKs/IMAGE/DOA/DOH along with the guidance of other
expert institutions / agencies;

2. Integrated Irrigation & Agriculture Plan (IIAP) is a comprehensive plan for the entire project
period (6 years).A total of 15 consolidated plans will be prepared for 15 project districts,
compiling all the tank level IIAPs. The IIAP will be formally approved by a committee
headed by Agriculture Production Commissioner (APC). The IIAP will also have a year wise
District Annual Action Plan in the plan document, which is also approved by the District
Level Project Monitoring Team (DLPMT), chaired by respective district collectors;

3. Apart from IIAP, it is also suggested to prepare an ‘Investment Plan’, exclusively designed
for the development of prioritized crops. Investment plans will be prepared after an intensive
diagnostic study of the entire value chain of these crops in the project districts. Such a
planning will help in analyzing the present crop situation and identify the gaps where the
actual project investment is required. Competent Agri Business Support Organization
(ABSO) will be hired to prepare district specific “Investment Plan”, exclusively for
agribusiness / agri-enterprise promotion. The interventions suggested in the investment plan
will be prioritized and the same will be integrated/incorporated with the District Annual
Action Plan and approved by respective district collector. Such an approach ensures rational
utilization of project funds;

4. The ABSO prepare the investment plan for each prioritized commodity, broadly focusing on
gap identification interms of technology, Infrastructure, marketing and finance;

5. As per the plan of action projected in the District Annual Action Plan, project funds the
proposed interventions through ATMA, from there to grassroot level implementers viz.,
PPs/FIGs/FPOs etc. Project discourages direct funding to individual beneficiary. In case, if
such situation arises when it becomes essential to support individual households, the
community-based organizations, intern may transfer the fund to identified individual
beneficiary;

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6. The Directorate of Agriculture and the Directorate of Horticulture are the implementing
agencies for agriculture and horticulture interventions, respectively. At the state level, an
exclusive Sub Project Management Unit will be established with the Department of
Agriculture and Farmer’s Empowerment to execute the project;

7. These directorates, along with the farmer organizations (FPOs/ FIGs) and Pani Panchayaths
will execute all the activities, including technology demonstrations, training and capacity
building of all the key activities, Farmer Field Schools etc. in all the project districts. Services
of the ATMA and (or) KVKs are also envisaged in this regard.

8. Agriculture/horticulture interventions are aimed at improving productivity with climate

resilient practices, transfer of climate resilient technology and its adoption, improving
productivity and bringing in efficiency in irrigation and input management. Skill / capacity
building of the farmers in the tank villages will be one of the strategies employed for the
realization of the overall objective.

9. Project support is envisaged to organize the farmers for technology transfer purposes (through
Farmer Field Schools), frontline demonstration, timely seed distribution, strengthening of
knowledge base through provision of advisory services etc., training and capacity building of
all the key stake holders.

10. Project also supports piloting of innovative ideas/technologies relevant to the objectives of the
component mentioned above.

The project envisages strengthening of technology dissemination and extension services in partnership
with research organizations and other public / private institutions, such as ICRISAT, IRRI, ICARDA,
ICAR Institutes, OUAT, KVK, ATMA, IMAGE, Seeds Corporation and other reputed NGOs. Project
implementation will be built on the experience of these agencies and complementing resources. As
project interventions will be implemented keeping resilience as the keystone, there will be substantial
inter-departmental coordination between the implementing departments.

The interventions under the sub-component A.1 will be focusing on the following critical areas;

1. Technology transfer through demonstrations to minimize the gap in adoption of climate

resilient technologies;
2. Promoting adaptive sustainable agriculture practices / Improved Crop Management
practices;
3. Farm mechanization;
4. Crop diversification and cropping system diversification to promote low duty agriculture
crops (Irrigated Dry crops) and high value horticulture crops;
5. Promoting efficient water/moisture utilization techniques;
6. Protected cultivation to promote off season vegetables, mushrooms farming etc.;
7. Building the capacity of the farmers in order to harness the potentials and to mitigate the
challenges in agriculture / horticulture sectors.

3.1.4 Interventions under Sub-Component 1.1

This sub-component aims at promoting market lead agriculture production by diversifying the crop
production system, promoting agricultural practices that are sustainable and climate resilient vis-à-vis
supportive in enhancing income of the farmers, especially small and marginal holders through
[Link], the sub-component looks at (1) technology transfer for sustainable climate
resilient agriculture system promotion, (2) increase production per unit of land by adoption of climate

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resilient practices/technologies, (3) reducing the cost of production, (4) support in promoting adoption
of climate resilient seed varieties, and (5) capacity building of farmers and service providers. In this
context, to reach the objective, the project plans to take up interventions in agriculture and horticulture
sectorsfor enhanced resilience to climate variabilities. The interventions are expected to increase
productivity and farmer income in both command and non-command areas of the project villages. The
intervention will cover the “village as the unit” in a tank cascade system. The project also emphasises
equally to pilot and experiment innovative thoughts that fit into the framework of the sub-component
[Link] interventions proposed under sub-component are categorized in to two focused area
viz., (a) Agriculture Production Interventions,and (b) Horticulture Development.

3.1.5 Interventions for Agriculture Production Enhancement

The interventions are designed in such a way that, by the end of the project period, agriculture based
social capital will be formed with improved knowledge and skills to overcome the limitations in the
present extension system, particularly the shortfall of skilled manpower. Further, promoting climate
resilient agriculture technology is expected to enhance the productivity and production of agriculture
crops and bring the agriculture production system resilient to climate change. Details about the
interventions are discussed below;

[Link] Preparation of Integrated Irrigation and Agriculture Plan (IIAP)

(Cost Table Reference: WR-20 / C4-B)

Water and agriculture together play a greater role in achieving the food sufficiency and poverty
elevation. Appropriate allocation of irrigated water is very important to achieve greater efficiency in
use of irrigation water and irrigation infrastructure. Further, there is also a need to bring the resilience
factor in to the agriculture production system against the climate change and climate variability
through appropriate mitigation and adaptation measures inorder to sustain the increased production.
Odisha Integrated Irrigation Project for Climate Resilient Agriculture (OIIPCRA) is designed to
address the constraints in providing assured irrigation as well as increasing efficiency and productivity
of current water use, inorder to increase the agriculture production in resilience to climate
variabilities. Such an integrated approach also resulted in efficient utilization of water, land and
financial resources and sustain the agriculture growth and increase the rural economy.

For the preparation of IIAP, on annual basis, consulting firmswill be engaged by the project. The
SPMU of OIIPCRA will select and engage experienced firms for the preparation of IIAP. The
consultancy firm will work in collaboration with PD-ATMA / other district level departments /
agencies. The consulting agencies will be selected based on certain criteria, to be fixed by the SPMU-
OIIPCRA, covering (1) years of existence of the firm, (2) experience of the firm in irrigation
management, (3) experience in climate resilient agriculture promotion, and (4) data collection,
analysis and planning.

Project proposes to prepare an “Integrated Irrigation and Agriculture Plan (IIAP)” for the entire
command of the tank / cascade. With IIAP, the project envisages to prepare a detail plan of action for
the best utilization of available resources such as water, cultivable land and finances within the
command in an integrated manner. Further, the planning process will be supportive in crop planning
(in Kharifand Rabi) based on water availability and improving water productivity and its efficient use.
Besides, the plan will also have analysis of ongoing as well as new schemes and programmes to foster
convergence. Apart from irrigation and agriculture plan, the IIAP will also have command specific
plan for execution of all the project activities.

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Objectives

1. Improving irrigation coverage through structural and distribution measures following

command saturation principles;
2. Enabling optimum utilisation of available water resources for enhanced cropping intensity;
3. Facilitate water budgeting and crop planning during Kharif and Rabi;
4. Strengthening local contingency planning and improve irrigation support system during dry
spells;
5. Improve water productivity, water use efficiency and promote equity in water distribution and
management;
6. To evolve an action plan for achieving sustainable agricultural growth that is responsive to
climate variability,suitable cropping system, improving farmers’ income and ensuring food
security.

Key Guiding Principles

1. Each project cascade / tank will have an Integrated Irrigation and Agriculture Plan.
2. Planning will be done for the designated command and adjacent non-command area under the
project, for Kharif and Rabi
3. The irrigation and agriculture planning exercise will be dynamic in nature and to be
conducted and finalise before the onset of agricultural seasons (Kharif and Rabi) in each of
the project year;
4. The total cost of preparation of IIAP will be borne by the project;
5. Preparation of IntegratedIrrigation & Agricultural Plan (IIAP) will be the responsibility of
implementing agency (DoWR, Govt. of Odisha).Departmentof Water Resources (SPMU)
may hire a facilitating agency for the preparation of IIAP and its annual updation.
6. In the process of preparation of IIAP, local people’s institutions like Pani Panchayats
(PPs)/Water User Associations / FPOs/FIGs/ PFCS, etc. will be involved along with Support
Organization (SO). During preparation of IIAP, consultation meetings may be organised with
the technical institutions like ICAR/SAU/KVKs/IMAGE/DOA&FP/DOH along with the
guidance of other officials / experts;
7. The IIAP should take in to account the current situation of irrigation coverage, agricultural
practices, identify the critical gaps and would support in improving irrigation coverage and
preparation of crop plan by each plot in the command;
8. Actual ground planning will be done by the PP / WUA in consultation with the associated
departments, facilitated by the hired consultancy firm. The dedicated team of experts at
consultancy firm will prepare a plan in consultation with various stakeholders through
participatory and a risk analysis approach. Requirements will be prioritized and effectively
managed through actions and investments;
9. The IIAP will be formally approved by the PP / WUA general body for implementation;

The IIAP will comprise two major components, i.e., Irrigation Improvement Plan (IIP) and Livelihood
Improvement Plan (LIP). The IIP would basically cover water provisioning through different sources /
means to the cultivated area whereas livelihood improvement plan would cover all the project
measures that are intended to improve agriculture, horticulture and fishery.

The Livelihood Improvement Plan (LIP) will cover livelihood sectors that the project intends to
intervene, such as agriculture, horticulture, fishery, and agribusiness promotion. The LIP will be a part
of the overall IIAP. The IIP and LIP will be prepared by each PP / WUA at the tank / cascade level, in
consultation and with the support of the SOs and technical staff from relevant line departments. The
IIAP will be prepared taking in to account the existing production systems, socio-economic
conditions, water availability and distribution. Feasibility aspects of the activities planned in the
process is to be examined and suitable activities that are implementable and having potential to

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contribute to the overall project objective should be considered. During prioritization and finalization
of activities, available resources should be considered and plan should be finalized accordingly.

The plan will include, along with IIP and LIP. a brief profile of the cascade / tank area and the tank
stakeholders. The identified interventions will be segregated in the following categories:

1. Land / Water Resources Management Activities;

2. Segregated Sector Plans (agriculture, horticulture, fishery, agribusiness etc.);
3. Social / Environmental Management Activities;
4. Institutional Development and Management Aspects; and
5. Capacity building.

The proposed interventions will also be segregated into categories based on the resources to be
used to implement them. The resources to be used are like:

1. Project resources;
2. Convergence / linkage with other program / scheme; and
3. Credit / donations etc.

The planning process of IIAP is a logical sequence of decision-making steps or activities that can be
followed to achieve some desired outcome. Steps in the process include:

1. Gathering information;
2. Identifying and prioritizing issues;
3. Setting goals and objectives;
4. Identifying measures capable of achieving the goal / Objective;
5. Evaluating the planned measures;
6. Defining a plan of action;
7. Implementing the plan of action;
8. Monitoring implementation progress;
9. Evaluating progress and updating the plan.

In the context of irrigation and agriculture planning, it can be used as a framework to ensure a
systematic and thorough decision-making process. Integrated Irrigation and Agriculture Planning
should be viewed as an ongoing activity and not as a one-time effort. It must become a routine part
(for Kharif and Rabi) to be effective in the long run.

Step 1: Information Collection

The first step in the planning process includes information gathering and organising it in a way that is
helpful in problem-solving along with bridging information gaps and uncertainties. The information
that are needed are like;

Physical Setting: Understanding the local hydrology and climatic situation and identify the factors
which affect water supplies and irrigation demands. Data that would be useful include (1) hydrology,
(2) water availability and (3) climate information such as precipitation and temperature.

Lands and Crops: Understanding the agricultural details (cropping systems) is key to develop a
sound management plan. Data that should be collected include (1) acreage under each crop during
Kharif and Rabi (household and plot specific information), (2) irrigation coverage and methods, and
(3) soil, topography, and drainage

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Government Policies: The plan will involve alignment to the existing policies of the Government
which covers (1) water delivery procedures / mechanism, (2) water pricing structure, (3) water
allocation etc. It would also include operation of irrigation sources, main canal operations, timing of
use of different sources, groundwater extraction policies, flood control policies, facilities maintenance
etc.

Water Resources Inventory: The infrastructure and water supply currently in place will be the most
important factors in determining where water use efficiencies can be improved. Records of flow
amounts will be key to estimating losses and potential savings. The types of data that may require are
(1) irrigation sources and distribution system, (2) groundwater extraction capacities and actual
extraction, (3) storage capacities, storage and release records, and evaporation data, (4) delivery
records including deliveries during Kharif and Rabi etc.

Other Water Uses: It covers non-agricultural water uses such as domestic, cultural or pisciculture
including recreational and environmental uses.

Existing Water Management and Conservation Measures: Measures that have already been taken
for irrigation improvement / management and agriculture promotion. This would include use of micro
irrigation system, training / capacity building of farmers in water management, community water
regulation mechanism, water sharing norms etc. Lessons from different irrigation and agriculture
planning process and its execution will be valuable inputs for planning.

Step 2: Identifying and Prioritizing Issues

Issues are the reasons or justifications for performing actions which may result from specific
requirements of the community. Water management planning issues are often thought to relate only to
water supply issues. However, issues can involve different aspects of irrigation and agriculture,
including water management and use. Areas to be considered should include (1) cropping pattern /
crop production, (2) availability of facilities and its capabilities, (3) finances, (4) information
collection and its management, (5) legal, institutional, and/or environmental requirements, (6)
operation and maintenance, (7) policy environment, (8) soil erosion and soil characteristics, (9) water
supply or water availability and (10) water use. Local irrigation and agricultural issues can be
identified in a participatory manner (involving PP / WUA and departmental officials) based on day-
to-day observation and experience of people / water users. Another important way to learn about
irrigation and agriculture is by analyzing the collected data.

Setting Priorities: Identification of issues will follow setting priorities. Priorities will emphasize
issues that are perceived to be important to the greatest number of people in the command area. The
process of prioritizing the issues will identify critical issues that should be given immediate attention.
The lower priority issues will require less immediate attention and some may be of so low a priority
that no attention is required.

Step 3: Setting Goals and Objectives

In addition to addressing specific issues, some other areas also required to be focused, such as (1)
leadership in solving irrigation and crop planning issues (institutional arrangement), (2) coordination
with farmers and other stakeholders, and (3) enhancing the water productivity and efficiency in the
tank command. The goal and objective for irrigation and agriculture plan can be framed taking in to
account all these aspects. The goal of the IIAP could be addressing actual issues faced by the farmers
with regard to availability of water during Kharif and Rabi. The objective of the planning process is to
identify and take appropriate actions to address irrigation and water availability issues.

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Step 4: Listing Out Action Points

At this point in the planning process, all that are required to do is to select all those measures that have
the potential in achieving the planning goal / objectives. More than one measure might be required to
completely achieve the goal of improving irrigation and agriculture. Consultation with PP / WUA will
help to evolve different measures which are more location specific and would be useful for the
farmers in general. The action points could be (1) improvement in water supply and its measurement,
(2) changes in the cropping pattern / crop varieties during Kharif and Rabi, (3) changes in water
pricing and billing methods, (4) education and training programs, (5) improvement in operational
facility to reduce water losses, (6) improvements in water delivery and scheduling, (7) incentives for
improving on-farm water management, (8) development of contingency plans for shortage periods,
(9) ways of water sharing among the farmers (among high and low water demanding farmers), (10)
use of water saving instruments etc.

Step 5: Evaluating the Measures

This phase of the planning activity involves investigating how well each option or measure might
contribute in achieving the overall planning goal. Usually this will refer to assessments of costs, water
savings or other benefits, community acceptability etc. of each of the suggested measures. In
evaluation of measures, certain possibilities might be kept aside and certain measures may be
modified to the acceptable norms. With this process, most promising options will be selected in the
planning for execution.

Step 6: Defining A Plan of Action

Based on critical examination, most suitable option/s for irrigation and agricultural improvement will
be selected. It will cover selection of different crops based on water availability, sharing of water
among the farmers, availability of quantum of water for different crops etc. Various management
improvement measures may also be clubbed at the tank command level, with the consent of the
farmers like reducing high water consuming crops in Kharif / Rabi, promotion of micro irrigation
system, ground water draft based on its availability (safe, semi-critical) etc. In order to make irrigation
and agriculture plan a reality, detail schedule will be prepared taking all the planned measures in to
account.

Step 7: Implementing the Plan of Action and Monitoring:

Once the action plan is prepared and agreed by all concerns, it will be executed as per the plan. PP /
WUA will play a critical role in ensuring the follow up of the execution and monitoring the overall
process.

Role and Responsibilities

The overall outline / design of the planning process will be prepared by the selected external agency,
to be associated in the preparation of the IIAP. The planning process and tools developed by the
external agency will be reviewed and finalised by the SPMU officials at the State level. Collection of
primary and secondary data, conducting household survey, conducting survey of land ownership at
the command area, organising consultation meetings with the PP / WUA and other stakeholders, data
compilation and its analysis, preparation of plan document will be the responsibility of the external
agency. The external agency will be supported by project associated departments at the district / sub-
district level in terms of providing required data / information. They will also be associated directly in
the planning process and provide their inputs for developing an implementable plan. The plan
document will be reviewed at the district level by PD-ATMA, EE-MI and DLPMT members and will
be approved by the Collector and DM. The SPMU will review and finalise the plan, inconsultation
with the external agency and departmental officials. Prepared plan will be shared with the Director,
Agriculture; Director, Horticulture; and Director, Fishery by the SPMU for linking the overall plan
with the existing schemes / programmes of the department.

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External Agency: Designing the planning process, developing assessment tools, conducting field
survey / studies, collection of required and relevant data for planning, conducting consultation
meetings with the PP / WUA / FIG-FPO / PFCS and other stakeholders, consolidation and analysis of
data, preparation of detail plan, sharing the plan with stakeholders, presenting the plan to PD-ATMA,
EE-MI, DLPMT members and SPMU, and finalising the plan in consultation with the SPMU.

PD-OIIPCRA (SPMU): The Project Director, with the support of the SPMU experts, will provide
necessary guidance to the external agency for the preparation of plan, coordinating with different
project associated entities, providing available and required information to the external agency,
ensuring participation of SPMU experts / officials in the planning process, reviewing the overall
planning process, review of the plan document, appraising / sharing the plan document with
respective directorates (Director, Agriculture; Director, Horticulture; Director, Fishery etc.) and
aligning the plan with the annual action plan of the project.

Line Departments-District Level: Providing required information to the external agency for
planning, participate in the planning process, providingrequired technical inputs, review the plan
document and suggest for required modification, if any, and approval of the plan and making the plan
part of their annual action plan working schedule.

DLPMT: Monitoring the overall planning process, participate in the local level planning, consult with
external agency from time to time on planning progress, review the plan document, appraising the
plan to Collelctor and DM, approval of the plan by the Collector and DM of the concerned district.

Line Departments-State Level: Review the plans and aligning the plan with the existing schemes /
programms of the Department for greater convergence.

3.1.5.2Crop Diversification and Demonstration

(Cost Table Reference: WR-20 / C1.1-C)

“Seeing is believing” is the basic principle of conducting technology demonstration. This is the most
promising extension methodology to promote new crops/ varieties/ production technology etc.
amongst the farmers. Demonstrations will be conducted in farmers’ fields under the technical
guidance of scientists / Resource Persons. Training to selected farmers in the village/village cluster,
including demonstrating farmers is a key requisite of conducting demonstrations. At the time of
maturity, field day will also be organised at demonstrated site, inviting scientists, all the farmers in the
village and neighbour villages. Farmer-scientists interaction on the field day will further make it more
effective in transfer of technology in its true spirit. Conducting frontline demonstrations would be
helpful to get first hand feedback on the performance of the demonstrated activity. Participating
farmers, after learning the technical know-how of new technology, can also serve as local extension
agentsand assists in dissemination of that particular [Link] also be helpful
in generating data on factors contributing higher crop yields and constraints of production under
various farming situations.

Selection of Farmers for Demonstration

1. Farmers who are willing to provide critical resources (land/water/labour, any input not
supported by the project);
2. She / he should be a progressive farmer and member of the concerned PP/FPO/FIG;
3. Should have good contacts/relations with other farmers of the PP/FPO/FIG and neighboring
village farmers;
4. Preference should be given to the socio-economically backward/SC/ST/small & marginal
farmers/women farmers of the PP for coverage under demonstration;
5. Farmers cultivating other’s land on share cropping or on leased-in basis will also be eligible;

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6. The identified plot for demonstration should be easily approachable by other farmers &
extension workers;

Project Support

1. Project will provide inputs support to the selected farmers through PP / WUA(other than
land, water, labour) required for technology demonstration;
2. Hand holding support and on-field technical guidance will be rendered throughout the
demonstration period;
3. Training on the aspects relevant to demonstrated theme;
4. Conducting field day at the end along with farmer-scientist interaction in the field.

Beneficiary Contribution

1. Farmer to share land, water, labour and any other inputs not supported by the project;
2. Day to day supervision of the demonstration site;
3. Timely taking of crop management practices like weeding, pest and disease management,
fertilizer application etc. as advised by the agricultural scientists.

Approach & Strategy for Technology Demonstration

Frontline Demonstration approach will be followed to demonstrate crops/varieties/technology with
respect toprioritized crops grown in that area, along with full package of practices. Selected farmer’s
field would be utilized to demonstrate the potentiality of the technologies to participating farmers,
neighboring farmers and any other relevant agencies. The approach would encompass training,
capacity building and demonstrations as an integral [Link] will adopt participatory
approach from planning to implementation. Project also encourages women farmers to get involved in
the demonstrations.

The area specific crop and stress tolerant varieties of the prioritized crops or any other improved
technology to be demonstrated would be identified by Dept. of Agriculture/ATMA in consultation
with scientists of ICRISAT/IRRI/ICARDA/OUAT/ICAR Institutes. The Dept. of
Agriculture&ATMA at state and district level respectively will play an important role in supervision
and facilitation of the overall process. Scientists from OUAT/ICAR Institutes/KVK would provide
on-field technical guidance. At field level, the demonstrations may be established with all logistics,
exclusively by the village level extension worker (KrushakSaathi on hired basis) together with other
farmers of the PP/FPO/FIG, under the supervision of Agri. Facilitator of Support Organization. While,
the project will play the role of a facilitator, in terms of providing required inputs, other logistics and
coordination with line departments, including KVKs, ATMAs, research institutions and other
university for technology flow. Synergizing effect would be the responsibility of line department.

Key Guiding Principles

1. Demonstration will be taken up largely in command area and few in adjacent non-command
area (where water for irrigation, including ground water is assured);
2. In command area, demonstrations will be taken up by the PP, while in non-command area it
will be taken up by the members of the FPO / FIG. Hence, the demonstrating farmer should
be a member of PP and / or FPO/FIG;
3. Entire cost of demonstration, except land, water and labour cost will be funded by the project.
Farmer has to contribute land, water, labour and day to day supervision;
4. In cases, where demonstrations are carried out in the tank command area, it will not restrict
any farmer from the non-command area / nearby villages to learn from demonstration. All
farmers, including farmers from the nearby villages, irrespective of holding size, should be

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allowed to participate in the farmer’s field day by which they would be benefited by visiting
the demonstration plots;
5. The site of demonstrations should be at a place of easy accessibility and at central point to
attract large number of audience/farmers for wider impact and easy monitoring;
6. The crop and variety / technology selected for demonstration should be based on the need and
preference of the farmers. Technology demonstrations will be carried out for different crops
in selected locations;
7. For better and visible impact, the demonstrations may be conducted in cluster approach of at
least 10 ha. The area of demonstration can even be larger for big tanks having higher
command area. The size of plot at individual farmers should be between 0.4ha to 1.0 ha.;
8. Other equal size plots of the demonstrating farmers or the equal size plot of neighboring
farmers in the same farming situation should be considered as control plots for comparison of
the results;
9. Prior to demonstration, an assessment should be conducted to assess the existing level of
adoption of different technologies and crop productivity;
10. Orientation training may be organized for half a day for all the participating farmers / persons
about all aspects of demonstration (variety/ technologies);
11. All the important farm operations should be carried out by the demonstrating farmers under
the close supervision of officials of dept. of Agriculture and under the guidance of scientist;
12. A display board mentioning about the key details of the variety/technology demonstrated
should be erected at the demonstrated plot;
13. Farmers will be taken to the demonstration site at least twice; one at the mid of the crop
season and the second at maturity;
14. At maturity, just before harvesting, “Field Day” may be organized where farmers from
neighboring villages and extension workers are invited. A farmer-scientist interaction session
would be organized on the event. On the Field Day, crop yield in 1m2 plot to be done in front
of farmers, covering both demonstration and control plot/s;

Roles and Responsibilities

Different institutions / organisations will play a vital role in demonstration, including ATMA, SO, PP
and FPO/FIG. While selection of target farmers for demonstration and types of demonstrations to be
conducted is the primary role of the department of Agriculture, technical support will be rendered by
the scientists of International Institutes /State Agriculture University/ ICAR Institutes/KVK and other
associated institutions. Demonstrations will be executed and monitored by ATMA/DLPMT.
Mobilization of farmers, day to day supervision of demonstration sites, conducting trainings and field
day will be taken up by the Support Organization (SO) with the help of PP/FPO/FIG. Services of the
existing village level para-workers, named KrushakSathies as a village level facilitator, will be taken
on time to time on hire basis based on the requirement. KrushakSathies will be assisting the
PP/FPO/FIG in implementation of demonstrations.

PP / WUA: Selection of beneficiaries as per the set criteria in consultation with SO and PD-ATMA.
A list of selected farmers will be prepared by the PP / WUA and will be submitted to the project
authority for demonstration support.

PD-ATMA: The office of PD-ATMA will be involved in scrutiny of the list of the beneficiaries as
prepared by PP / WUA, consult with the selected beneficiaries and render project related support for
demonstration.

Technical Support Agencies: Technical support agencies like OUAT, local KVK and other
associated institutions will extend required guidance and technical support in technology
demonstration. They will support the farmers in adopting appropriate technologies in the
demonstration fields.

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DLPMT: The members of DLPMT will monitor the demonstration activities, consult with the
farmers involved in demonstration, and prepare monitoring reports.

Sub-SPU: The officials of sub-SPU (S-SPU) will conduct periodic monitoring to the demonstration
sites, consult with farmers and PD-ATMA and document the learning lessons.

PD-OIIPCRA (SPMU): The agriculture expert of SPMU will monitor the demonstration activities
from time to time, consult with PD-ATMA on progress of demonstrations, visit the demonstration
sites and discuss with farmers, document the learning cases, dissemination / sharing the learning with
other stakeholders.

Details of the listed resilient technologies to be demonstrated in the OIIPCRA project along with the
role and responsibilities of the implementing agencies, with expected output and output indicators
against each of the listed demo themes are discussed in the following sections.

[Link].1 Demonstration of Climate Resilient Crop Varieties

Priority has been given in the state agriculture policy to enhance Seed Replacement Rate (SRR) of the
state by promoting climate resilient stress tolerant varieties. Field demonstrations are an effective way
to raise farmer awareness about new varieties along with improved crop management practices which
would help to convince farmers to adopt it. Cultivation of varieties tolerant to various abiotic stresses
is crucial in the context of changing climate. Abiotic stress such as droughts, cyclones, floods, heavy
and unseasonal rains, extreme heat and cold waves are the major factors limiting the crop production.
In this context, developing high yielding stress tolerant varieties and bringing such varieties in to
cultivation in farmers’ fields is highly required. In-spite of availability of new improved crop varieties
and efficient crop production technology, farmer adoption of the same is not up to the mark in the
state. The gap in adoption could be due to lack of knowledge or non-availability of improved seed
varieties or efficient production technology. In this context, there is a need to motivate the farmers
towards varietal replacement with new improved varieties to realize better crop yields and adapt the
efficient production system to sustain the impacts of climate vagaries.

Objectives

1. To demonstrate promising stress resistant varieties of selected crops along with recommended
improved package of practices on the farmers’ fields.
2. To promote adoption of demonstrated improved varieties for varietal diversification by
participating farmers and neighbor farmers within the cluster.
3. To promote crop diversification in rice fallows with pulses or oil seeds.

The climate resilient rice varieties to be demonstrated would be identified by Dept. of

Agriculture/ATMA in consultation with scientists of OUAT/ICAR Institutes. The agriculture
department/ATMA at state and district level will play an important role in supervision and facilitation
of the overall process. Scientists from OUAT/ICAR would provide technical guidance.

Role and responsibility of different institutions by sub-activity is presented inTable 37.

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Table 37: Expected Outputs and Indicators; Crop Varietal Demonstration.

Sub-Activities Responsibility Expected Output Indicators
Primary Secondar
y
Discussion with DOA / SO / PP / Farmers gained  No. of demonstrations and
PP / FPO /FIG ATMA FPO / FIG knowledge and locations within project
learnt about the district (block & village) for
benefits of demonstration finalized;
demonstrated  No. of crops (including
climate resilient variety) taken up for
varieties and demonstration;
suitable varieties for  No. of farmers involved in
their area. demonstration.
Finalization of DOA / SO / PP / Suitable area for  Area (in ha) planned for
area for ATMA FPO /FIG demonstration coverage under demo by crop
demonstration finalized in types;
consultation with  No. of clusters with average
the farmers / DOA / area for demonstration
Scientists. finalized;
 No. of farmers with average
demonstration area finalized.
Project Support DOA / PP / FPO Inputs to be  No. of farmers supported by
(inputs) ATMA / FIG supplied and the project to take up the
quantity to each demo;
farmer finalized.  Farmer wise & Input wise
quantity of each input
provided documented.
Training / DOA / SO Training /  No. of farmers oriented /
Orientation / ATMA orientation / trained / exposed to such
Exposure to exposures organized demonstration sites, by their
demonstration for farmers, holding categories;
sites irrespective of their  No. of training / orientation /
holding category. exposure programs organized;
 No. of farmers from nearby
area visited for learning and
adoption.
Demonstration DOA / SO / PP / Different aspects of  No. of technologies (package
ATMA FPO / FIG demonstration, as of practices) demonstrated by
finalized based on crop types;
the assessment, are  Data (growth, yield, cost of
demonstrated cultivation) recorded for case
(variety / analysis, for comparison with
technology). control plot;
 No. of farmers benefited.
On-field technical ATMA / SO / Issues identified and  Challenges faced by the
guidance to DOA / Other addressed. farmers in taking up of new
farmers DOH Technical Scientists visited the variety addressed.
Agencies demo field.
Conducting field ATMA / SO / FPO Field day will be  Field day conducted and
day DOA / / FIG conducted and also results documented;
DOH / PP farmer-scientists  No. of farmers participated in
interaction is the field day;

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Sub-Activities Responsibility Expected Output Indicators

Primary Secondar
y
arranged. Crop  Scientists participated in
cutting exercise is field day.
taken up to assess
yield.
Overall ATMA / PP / FPO Relevant measures  No. of monitoring visits
Monitoring DLPMT / FIG taken, based on conducted by departmental
Learning periodic monitoring officials and scientists;
and key learnings  Key areas of inputs provided
are documented for based on the field observation
sharing / and its follow-up;
dissemination  No. of learning cases
documented and disseminated
for adoption / replication.
Documentation SO ATMA /  Record of data base such as
DLPMT details of demonstration sites,
farmer details, training
programs conducted, results
obtained (yield).
Note: DOA: Directorate of Agriculture;ATMA: Agricultural Technology Management Agency; DLPMT: District Level
Project Monitoring Team;SO:Support Organisation; PP: Pani Panchayath; FPO: Farmer Producing Organization; FIG:
Farmer Interest Group.

[Link].2Aerobic Rice (SRI/ DSR) Demonstration

Managing water resources is key for sustaining droughts that are expected to be more frequent in
coming days due to climate change. Unlike conventional paddy, System of Rice Intensification (SRI)
and Direct Seeded Rice (DSR) are the two promising technologies for sustaining rice productivity in
water scarce area.

Objectives of Demonstrating SRI / DSR

1. To improve the understanding and knowledge base of the farmers on the importance of SRI /
DSR for greater adoption;
2. To equip the farmers with latest technologies and package of practices that are climate
resilient and environment friendly;
3. To demonstrate farmers on economic benefit and climate co-benefit of adopting SRI / DSR
along with its climate resilient dimensions.

System of Rice Intensification (SRI): The System of Rice Intensification is a new and promising
resource saving method of growing rice under irrigated or rainfed conditions. Young seedlings
(15days old, with 2 leaves) will be transplanted in square planting method, at wider spacing (25 cm x
25 cm or 22 cm X 22 cm) @ one seedling per hill. Transplanted field should be kept moist rather than
continuously flooded. Timely weeding (3 weeding at 10 days interval from transplanting) is very
crucial in SRI.

Consumes less quantity of seed @ 2kg/acre. Studies in a number of countries have shown a
significant increase in rice yield, with substantial savings of seeds (80-90%), water (25-50%) and cost
(10-20%) compared to conventional methods. SRI responds well to organic sources of nutrients and

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organic pesticides that cost less, which results in low investments in chemical pesticides and synthetic
fertilizers. Weeding is done with Konoweeder and incorporation of weeds into the soil improves soil
aeration for better growth and production.

Direct Seeded Rice (DSR): In case of delay in monsoon or shortage of water, DSR gives the farmer
flexibility to take up direct sowing of paddy with a suitable duration variety to fit into the left-over
season. Seeds are sown directly in the main field instead of transplanting rice seedlings in water
stagnated [Link] Rice cultivation is done in two ways; Dry seeding method is by drilling
the seed at a depth of 2-3 cm into the well-prepared fine seed bed. Wet seeding method is by sowing
of pre-germinated seeds (48-72 hrs) in to the levelled field which is harrowed and then puddled
(flooded). The field is left for 12-24 hrs after puddling. Drum Seeders are used for wet seeding.
Sowing will be done at the start of monsoon. Weed management is very crucial factor in dry seeding.
Timely application of herbicides along with 1 or 2 manual weeding provide effective control. For
getting better yields, selection of suitable stress resistant variety, appropriate time of sowing and
adoption of recommended package of practices is essential.

The DSR has several benefits for the farmers and also to the environment, such as (1) requires less
water, (2) less physical labour and hence less drudgery, (3) low production cost, (4) early crop
maturity, (5) can be grown as an intercrop between the trees, (6) aerobic rice cultivation reduces
emission of green-house gases (Methane), (7) better soil conditions for the growth of succeeding
crops, (8) saving on labour, and (9) saving of energy and time.

The rice varieties to be demonstrated under SRI/DSR would be identified by the Dept. of
Agriculture/ATMA in consultation with scientists of OUAT/ICAR Institutes. The agriculture
department/ATMA at state and district level will play an important role in supervision and facilitation
of the overall process. Scientists from OUAT/ICAR would provide technical guidance. Role and
responsibility of different institutions by sub-activity is presented inTable 38.

Table 38: Expected Outputs and Indicators; SRI/DSR Demonstration.

Sub-Activities Responsibility
Primary Secondary Expected Output Indicators
Discussion with DOA/AT SO / Farmers gained  No. of demonstrations under
PP/FPO/FIG MA PP/FIG/CIG knowledge and SRI &DSR and location within
learnt about the project district (block & village)
benefits of for demonstration finalized;
demonstrated  Rice variety for demo under
climate resilient rice SRI/DSR finalized;
production  No. of farmers involved in
technology demonstration
Finalization of area DOA/AT SO/PP/FIG/C (SRI/DSR)  Area (in ha) covered under
for demonstration MA IG demo for SRI &DSR finalized

Providing project DOA/AT PP/FPO/FIG  No. of farmers supported by the

support (inputs) MA project to take up the demo
 Farmer wise & Input wise
quantity of each input provided
documented
Training / Orientation DOA/AT SO  No. of farmers oriented /
/ Exposure to MA trained / exposed to such
demonstration sites demonstration sites
Demonstration DOA/AT SO /  Data (growth, yield, water
MA PP/FIG/CIG requirement, cost of cultivation)
recorded for case analysis, for
comparison with control;
 No. of farmers demonstrating

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Sub-Activities Responsibility
Primary Secondary Expected Output Indicators
SRI &DSR
On-field Technical DOA/AT SO  Challenges faced by the
guidance MA farmers in taking up of new
variety addressed
Conducting field day DOA/AT SO/  Field day conducted and results
MA PP/FPO/FIG documented
 No. of farmers participated in
the field day
 Scientists participated in field
day
Overall Monitoring, ATMA/D PP/FPO/FIG  No. of monitoring visits
Learning LPMT conducted by departmental
officials and scientists
 Key areas of inputs provided
based on the field observation
and its follow-up
 No. of learning cases
documented and disseminated
for adoption / replication
Documentation SO ATMA/DLP  Record of data base such as
MT details of demonstration sites,
farmer details, training programs
conducted, results obtained
(yield)

[Link].3 Demonstration of Integrated Farming System (IFS)

The integrated farming system approach introduces a change in the farming techniques for maximum
production in the cropping pattern. The approach supports optimal utilization of available resources
for environmental and economic gain of farmers. Farmers normally concentrate on only crop
production which is subjected to a high degree of uncertainty in income and employment and
vulnerable to climatic factors. In this context, integrated farming system will be helpful to the farmers,
mostly the marginal and small farmers, for augmenting their agricultural income. Integration of
various agricultural enterprises viz., cropping, animal husbandry, trees etc. have great potentialities in
the agricultural economy. Cropping may be monocropping, mixed/intercropping, multi-tier cropping
of cereals, legumes (pulses), oilseeds, forage etc. Animal husbandry component may be cattle, goat,
sheep, poultry etc. and tree components may include timer, fuel, fodder and fruit trees etc.

Objectives

1. To increase the productivity of the farming systems

2. To supplement the income to the farmers
3. To create additional family labour employment
4. Farm wastes are better recycled for productive purposes

Advantages of Integrated Farming System

1. Higher production to meet household demand and marketable surplus

2. Increased farm income through proper residue recycling and allied components
3. Sustainable soil fertility and productivity through organic waste recycling
4. Integration of allied activities will result in the availability of nutritious food enriched with
protein, carbohydrate, fat, minerals and vitamins
5. Integrated farming will help in environmental protection through effective recycling of waste
from animal husbandry activities like poultry, small ruminants rearing

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6. Reduced production cost of components through input recycling from the by-products of allied
enterprises
7. Regular stable income through the products like egg, milk, mushroom, vegetables, honey etc
from the linked activities in integrated farming
8. Availability of fuel and fodder from agro-forestry models in integrated farming system
9. Cultivation of fodder crops in intercropping and boarder cropping systems will result in the
availability of adequate nutritious fodder for animal like milching cow, goat / sheep
10. Minimized soil loss due to erosion by agro-forestry and cultivation technologies
11. Generation of employment opportunities in agriculture and allied sectors

The area specific proven IFS models to be demonstrated would be identified by dept. of Agriculture in
consultation with scientists OUAT/ICAR Institutes. The agriculture department at state and district
level will play an important role in supervision and facilitation of the overall process. Scientists from
OUAT/ICAR would provide technical guidance. At field level, the demonstrations may be established
with all logistics exclusively by the village level extension worker (project staff) together with other
farmers in the PP group, under the supervision of Agri. Facilitator at Support Organization. While, the
project plays facilitative role by providing required inputs, other logistics and coordinate with line
departments, KVKs, ATMAs, research institutions and university for technology flow and
synergizing effect of the line department activities. The project adopts participatory approach from
planning to implementation. Role and responsibility of different institutions by sub-activity is
presented in the Table 39.

Table 39: Expected Outputs & Indicators; IFS Demonstrations

Sub- Responsibility Expected Indicators
Activities Output
Primary Secondary
Discussion DOA/ATMA SO / Farmers  No. of IFS models selected for
with PP/FPO/FIG gained demo
PP/FPO/FIG knowledge  No. of demonstrations under IFS
and learnt and demo location within project
about the district (block & village) for
benefits of demonstration finalized;
demonstrate  Different components/practices
d IFS under IFS for demo finalized;
models.  No. of farmers involved in
demonstration
Finalization DOA/ATMA SO/PP  Area (in ha) covered under
of area for different components of IFS for
demonstration demo finalized
Project DOA/ATMA PP/FPO/FIG  No. of farmers supported by the
Support project to take up the demo
(inputs)  Farmer wise & Input wise
quantity of each input provided
documented.
Training / DOA/ATMA SO  No. of farmers oriented / trained
Orientation / / exposed to such demonstration
Exposure to sites
demonstration
sites
Demonstratio DOA/ATMA SO/PP  Data (growth, economic yield
n from each component, benefit:
cost ratio of IFS model) recorded
as a case analysis, for comparison

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Sub- Responsibility Expected Indicators

Activities Output
Primary Secondary
with control;
 No. of farmers participated in
IFS demo
On-field DoA/ATMA SO / Other  Challenges faced by the farmers
technical Institutions in taking up of new variety
guidance to addressed
farmers
Conducting DoA/ATMA SO / PP  Field day conducted and results
field day documented
 No. of farmers participated in
the field day
 Scientists participated in field
day
Overall ATMA/DLP PP/FPO/FIG  No. of monitoring visits
Monitoring MT conducted by departmental
and Learning officials and scientists
 Key areas of inputs provided
based on the field observation
and its follow-up
 No. of learning cases
documented and disseminated for
adoption / replication.
Documentatio SO PD-  Record of data base such as
n ATMA/DLPMT details of demonstration sites,
farmer details, training programs
conducted, results obtained
(yield).

[Link].4Demonstration of Inter-Cropping/Bund Planting, Involving ID Crops

Practice of monocropping is predominant in the state, particularly monocropping of rice in areas
where water is assured. Monocropping is risky and often results in low yields or sometimes even total
crop failure due to erratic monsoon rainfall and impaired distribution. In such areas intercropping is a
feasible option to minimize risk in crop production, ensure reasonable returns at least from the
intercrop and also improve soil fertility with a legume intercrop.

A cereals/legumes/oilseeds/vegetables combination in intercropping system are most suggested

combinations to get maximum benefits of Intercropping and is a key drought coping strategy.

Objectives

1. To bring crop diversity and stability in yields

2. To increase the productivity of copping system as a whole
3. To minimise the total crop failure in adverse conditions
4. To increase farmer income

Advantages of Intercropping System

1. Minimizes fertilizer use

2. Reduces pest and disease incidence
3. Reduces cost of production

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4. Produces balance food

5. Ensures household level nutritional security
6. Provides protein rich legume fodder for cattle
7. Take full advantage of growing season

The area specific recommended crops to be demonstrated would be identified by Dept. of Agriculture
in consultation with scientists OUAT/ICAR Institutes. The agriculture department at state and district
level will play an important role in supervision and facilitation of the overall process. Scientists from
OUAT/ICAR would provide technical guidance. Role and responsibility of different institutions by
sub-activity is presented in Table 40.

Table 40: Expected Outputs and Indicators; Inter Cropping System

Sub-Activities Responsibility Expected Indicators
Output
Primary Secondary
Discussion DOA/ATMA SO Farmers  No. of demonstrations under
with gained intercropping/bund planting
PP/FPO/FIG knowledge and location within project
and learnt district (block & village) for
about the demonstration finalized;
benefits of  Crops and crop varieties for
intercropping demo are finalized;
system and  No. of farmers involved in
bund demonstration.
Finalization of DOA/ATMA SO / planting.  Area (in ha) covered under
area for PP/FPO/FIG demo finalized.
demonstration
Project DOA/ATMA PP/FPO/FIG  No. of farmers supported by
Support the project to take up the
(inputs) demo;
 Farmer wise & Input wise
quantity of each input
provided documented.
Training / DOA/ATMA SO  No. of farmers oriented /
Orientation / trained / exposed to such
Exposure to demonstration sites.
demonstration
sites
Demonstration DOA/ATMA SO /  No. of technologies
PP/FPO/FIG (package of practices)
demonstrated by crop types;
 Data (growth, yield, cost of
cultivation) recorded for case
analysis, for comparison with
control;
 No. of farmers
demonstrating.
On-field DOA/ATMA SO/ Other Tech.  Challenges faced by the
guidance to Institutions farmers in taking up 2-3crops
farmers in intercropping systems.
Overall DOA / PP/FPO/FIG  No. of monitoring visits
Monitoring ATMA/DLPMT conducted by departmental
and Learning officials and scientists

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Sub-Activities Responsibility Expected Indicators

Output
Primary Secondary
 Key areas of inputs provided
based on the field
observation and its follow-
up;
 No. of learning cases
documented and
disseminated for adoption /
replication.
Documentation SO ATMA/DLPMT  Record of data base such as
details of demonstration sites,
farmer details, training
programs conducted, results
obtained (yield).

[Link].5Demonstrationon Cropping SystemInvolving Irrigated Dry Crops

The term cropping system refers to the crops and crop sequences and the management techniques
used on a particular field over a period of [Link] proposes to promotelow water consuming
crops (Irrigated Dry crops) in kharif uplands and stabilizing rice fallow (during Rabi season) with ID
crops and providing with one or two life-saving (protective) irrigations will not only increases the
productivity of the cropping system also increases the income of the farmers. In this context, cropping
system demonstration is proposed inorder to encourage farmers to take up Irrigated Dry crops, viz.,
pulses, oil seeds and vegetables in upland kharif and rice fallow (in Rabi).

Objectives

1. To discourage conventional rice cultivation in uplands in kharif and following rice in rabi
2. To promote low duty Irrigated Dry crops in uplands and rice fallows to save water

Project Support
Project assistance will be provided in terms of input to all the demonstrating farmers who have
replaced rice crop with low water requirement crops in kharif uplands and pulses/oil seeds/ vegetables
in rice fallow in Rabi season. Besides, a training program on cropping systems and on-farm technical
guidance is also proposed.

Role and responsibility of different institutions by sub-activity is presented in the Table 41.

Table 41: Expected Outputs & Indicators; Cropping System Demonstration

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Discussion DOA / SO Farmers took up  No. of demonstrations under
with PP / FPO / ATMA second ID crops cropping system and location within
FIG in rice fallow project district (block & village) for
lands during demonstration finalized;
rabi, based on  Crops and crop varieties for demo are
suitability and finalized;
earn an  No. of farmers involved in
additional demonstration.
Finalization of DOA / SO / PP / income.  Area (in ha) covered under demo

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Sub-Activities Responsibility Expected Output Indicators

Primary Secondary
area for ATMA FPO / FIG finalized.
demonstration
Project support DOA / PP / FPO /  No. of farmers supported by the
(inputs) ATMA FIG project to take up the demo;
 Farmer wise & Input wise quantity of
each input provided documented.
Training / DOA / SO  No. of farmers oriented / trained /
Orientation / ATMA exposed to such demonstration sites;
Exposure to  Knowledge base of the farmers on
demonstration intended practice increased.
sites
Demonstration DOA / SO  No. of crops (along with package of
ATMA practices) demonstrated by crop types;
 Data (growth, yield, cost of
cultivation) recorded for case analysis,
for comparison with control.
 No. of farmers demonstrating.
On-field SO / DOA /  Challenges faced by the farmers in
guidance to DLPMT ATMA taking up second ID crops addressed
farmers through guidance and on-field support.
Supervision of SO & ATMA /  Field day conducted and results
demo & PP / DLPMT documented
Conducting of FPO /  No. of farmers attended the field day
field day FIG  Scientists participated in the field day
Over all ATMA / PP / FPO /  No. of monitoring visits conducted
Monitoring and DLPMT FIG by departmental officials and scientists
Learning  Key areas of inputs provided based
on the field observation and its follow-
up
 No. of learning cases documented
and disseminated for adoption /
replication.
 Expenditure incurred in promotion of
second ID crops during Rabi season.
Documentation SO ATMA  Record of total data base such as
/DLPMT details of demonstration sites, No. of
farmers, training programs and results
of the demonstration obtained etc.

[Link].6Integrated Crop Management Practices (INM/IPM) Demonstration

The project intends to promote Integrated Crop Management (ICM), which is a combination of the
traditional methods with appropriate modern technology, balancing the economic production of crops
with positive environmental management. Through the process of ICM, project intends to promote
better use of on-farm resources, reduction of external farm inputs, such as chemical fertilizers and
chemical insecticides or pesticides without significant loss of yields and partial substitution of inputs
which can be achieved using organic inputs. This would help in reduction of production cost,
minimizing food contamination and negative environmental impact. The major components of ICM
strategy would be Integrated Nutrient Management (INM) and Integrated Pest Management (IPM).

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A package of agricultural practices is used to improve the growth, development, and yield of
agricultural crops. Integrated nutrient management has great potential to offset the growing heavy
nutrient demands that go towards achieving maximum yields and to sustain crop productivity on a
long-term basis. INM encourages the use of organic wastes, which also helps in keeping the
environment clean and tidy. In INM, the residual effects of applied materials are to be considered so
that the last crop in the sequence can be supplied with just enough quantities of inorganic fertilizers,
which willnot only supply the major nutrients but also bring down the cost of cultivation. It will,
furthermore, improve the physical condition of the soil for sustainable crop production. Hence, INM
is chosen as one of the intervention areas for demonstration to solve the soil nutrient problem and to
enrich the soils with organic matter.

Integrated Pest Management (IPM) offers a multi-dimensional approach in agriculture pest

management through a combination of cultural, physical, biological and chemical pest control
methods that are cost effective and environmentally safe. Its aim is to suppress pest populations below
the economic injury level. State Agriculture Universities and ICAR Institutes have developed crop
specific IPM packages which need to be taken to farmer’s fields. Frontline demonstrations are the
most effective method to promote IPM practices in project area.

Approach& Strategy

The ICM demonstrations will focus on high payoff interventions from land preparation to harvesting
of a crop and reducing carbon and water footprint of cropping systems. Trainings and capacity-
building activities will be organized for farmers and extension functionaries on the latest crop
production technologies. Adoption of the demonstrated technologies will be systematically tracked
and documented.

Frontline demonstration approach may be followed to demonstrate ICM (INM/IPM) with selected
crops and crop varieties recommended in that area, along with full package of practices,
demonstrating on selected farmer fields with a view to demonstrate the potentiality of the
technologies to participating farmers, neighboring farmers and any other relevant agencies. The
approach has training, capacity building and demonstrations as an integral system.

The crops to be demonstrated under ICM (INM/IPM) would be identified by Dept. of Agriculture in
consultation with scientists ICRISAT/OUAT/ICAR Institutes. The agriculture department at state and
district level will play an important role in supervision and facilitation of the overall process.
Scientists from OUAT/ICAR would provide technical guidance. Role and responsibility of different
institutions by sub-activity is presented in the Table 42.

Table 42: Expected Outputs and Indicators; Integrated Crop Management Practices Demonstration
Sub-Activities Responsibility Expected Indicators
Output
Primary Secondary
Discussion with DOA / SO Farmers adopt  No. of demonstration planed
PP / FPO /FIG ATMA environment  Types of crops taken up under
friendly IPM&INM;
management  Type of package of practices
practices for taken up.
Finalization of DOA / SO / PP / different crops,  Area (in ha) planned for coverage
area for ATMA FPO / FIG including IPM under demo by crop types;
demonstration and INM, which  No. of clusters with average area
reduces cost of for demonstration finalized;
cultivation and  No. of farmers with average
improves demonstration area finalized.

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Sub-Activities Responsibility Expected Indicators

Output
Primary Secondary
Extension of DOA / PP efficiency.  No. of farmers supported by the
project support ATMA project, and area (in ha) covered
to the farmers under IPMINM;
 Types of inputs provided to the
farmer.
Training / DOA / SO  No. of farmers oriented / trained /
Orientation / ATMA exposed to such demonstration
Exposure to sites, by their holding categories;
demonstration  No. of training / orientation /
sites exposure programs organized;
 No. of farmers from nearby area
visited for learning and adoption.
Demonstration DOA / SO  No. of demos organized, and no.
ATMA of farmers oriented on IPM&INM;
 Data (growth, yield, cost of
cultivation) recorded for case
analysis, for comparison with
control plot;
 No. of farmers benefited.
On-field SO & PP DoA /  Challenges faced by the farmers
technical / FPO / ATMA in taking up of new variety
guidance to FIG addressed.
farmers
Conducting DOA / SO / PP /  Field day conducted and results
field day ATMA FPO / FIG documented;
 No. of farmers participated in the
field day;
 Scientists participated in field day.
Monitoring and DOA / DLPMT  No. of beneficiary farmers who
learning ATMA have accessed required technical
support and guidance during
monitoring / supervision;
 No. of monitoring visits
conducted by department officials
and scientists;
 Key areas of inputs provided
based on the field observation and
its follow-up;
 No. of learning cases documented
and disseminated for adoption /
replication.
Documentation SO DOA /  Record of data base such as
ATMA / details of demonstration sites,
DLPMT farmer details, training programs
conducted, results obtained (yield);
 Process and output / outcomes
documented and shared with other
farmers for learning and replication.

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[Link] Alternate Energy System for Agriculture (Solar Pump):

(Cost Table Reference: C1.3-C)

Though farmers have functional bore wells in their farms, are facing difficulty in irrigating their fields
due to frequent power failures, timely unavailability of electricity and high cost involved. In this
context, solar pump sets emerge as the reliable, eco-friendly, low cost and sustainable power source of
irrigation. Promoting solar pump sets will reduce the dependency on grid supplied electricity, there by
reduces the cost of irrigation. Secondly, it will be supportive to improve the irrigated area in the tank
command and non-command area by which farmers can take up Rabi crop and can provide protective
irrigation during Kharif.

Objectives

1. Enhancing irrigation coverage with the support of pumping and irrigation instrument that runs
with alternative source of energy;
2. Promoting solar energy to irrigate the farmer’s field, so as to increase the irrigation potential
and cropping intensity in project districts;
3. To promote solar energy in areas where electricity is un-served or underserved.

Advantages with Solar Pump sets

1. No fuel cost, more economical than diesel pump sets in long run;
2. Maintenance is low and affordable;
3. Timely irrigation provision is possible, increases area under irrigation;
4. Providing critical irrigation is possible in rainfed areas or drought prone areas;
5. Solar energy is environment friendly.

Beneficiary Selection

1. Farmers having minimum 0.5 acres of cultivable land;

2. Both command area and non-command area farmers are eligible for availing the facility;
3. Preference will be given to SC/ST and women farmers based on availability of water sources;
4. Farmers cultivating as share crop holders are also eligible to avail the subsidy.

Project Assistance
Solar pump sets of 0.5 to 2.0 HP capacity will be supported to eligible farmers at 90 % subsidy.

Key Guiding Principles

1. The project will conduct ground water assessment in the project locations, in consultation
with the CGWB and other technical agency engaged for the purpose;
2. Areas with shallow water table, as assessed by the project in consultation with CGWB will
only be supported with solar pumping system;
3. Certification of use of shallow wells / tube wells, based on the assessment by EE-MI is
mandatory before extraction of water from shallow wells and installation of solar pumps;
4. The given pump sets should be primarily utilized for irrigation purpose;
5. Cluster approach will be followed in selecting the PP/FPO/FIG. The clusters will be identified
based on dependable ground water and solar pumps one or more numbers will be given to
PPs/FPO/FIGs;
6. Project will give the subsidized pump sets to PP/FIGs, provided PP/FPO/FIG should assure
the maintenance aspect;

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7. PP/FPO/FIG intern can distribute the pumpsets to individual beneficiary within the
PP/FPO/FIG group as per the framed selection criteria;
8. Beneficiary should be a member of PP/FPO/FIG. Most desperately required farmer will be
given the solar pump;
9. No maintenance cost will be provided by the project.

Role and Responsibilities

Community Organisations (PP / WUA): Finalization ofarea to be irrigated through solar pumps in
the tank command, selection of farmers as per the set criteria for project support, monitoring ground
water utilization by the supported farmers and create awareness for ground water conservation and its
management.

PD-ATMA: Will provide project support as per the finalized list of PP/WUA/beneficiaries, based on
the assessment findings and certification by EE-MI. Office of PD-ATMA will monitor the ground
water utilization during different cropping seasons for specific crop types and record additional area
put under irrigation, in consultation with EE-MI.

EE-MI: Will certify the shallow tube wells / wells for installation of solar pumping system,
withreference to the ground water assessment findings. Office of EE-MI will monitor from time to
time on area covered under irrigation through solar pumping system and record the additional area put
to irrigation in Kharif / Rabi.

DLPMT: The members of DLPMT will conduct periodic monitoring of the intervention, review the
use of solar pumping system,monitor the benefits in terms of irrigation improvement, enhancement in
gross cropped area and cropping intensity; assess the ground water status periodically and discuss
during review meeting, if any such issues are there for amicable solution.

PD-OIIPCRA (SPMU): The officials of SPMU will conduct periodic monitoring to the project
locations, assess the project benefits, discuss with the farmers and document the learning cases for
wider dissemination. SPMU will also take up periodic assessment of ground water status in
collaboration with CGWB.

Role and responsibility of different institutions by sub-activity is presented in the Table 43.

Table 43: Expected Output, Role & Responsibility

Sub-Activities Responsibility Expected Indicators
Output
Primary Secondary
Selecting the DOA / SO Improved area  Clusters identified;
PP/FIG/FPO ATMA under irrigation  No. of PPs/FOPs/FIGs identified
coverage with in a cluster;
energy  No. of solar pump sets to be
efficiency, timely issued to each group finalized.
Discussion in the PP/FPO/FIG DOA/ATMA irrigation and  No. of farmer beneficiaries
farmer group/PP & SO cost incurred by identified for distribution of solar
for identification of the farmers pump sets.
beneficiary farmers towards irrigation
Project support DOA/ATMA PP/FPO/FIG reduced.  No. of solar pump set units
& SO provided;
 No. of farmers benefited.
Training/ DOA/ATMA PP/FPO/FIG  No. of training/orientation
orientation to & SO programs conducted;
beneficiary farmers  No. of farmers participated in
on installation, training/orientation program.

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Sub-Activities Responsibility Expected Indicators

Output
Primary Secondary
operation and
maintenance.
Supervision, Beneficiary PP/FPO/FIG  No. of farmers who have accessed
Monitoring and farmer required technical support and
Maintenance guidance during monitoring /
supervision.

[Link] Organic Waste Converter

(Cost Table Reference: C1.3-C)

Aerobic composting is the best method to handle the crop waste/residues, otherwise would normally
subjected to burnt and cause air pollution. Compost contain good amounts of nutrients and when
applied to soil improves soil texture, soil fertility, increases water holding capacity, improves aeration,
builds soil beneficial bacterial population. Organic waste converters are now available in the market
that are specially designed to make composting easy and convenient. Available in compact and fully
automatic model. Equipped with intuitive technology which maintains the right temperature, air flow
and moisture. For proper composting and hasten the process of composting, the material is inoculated
with a special bacterium culture which is heat, salt and acid resistant. When organic waste is filled in
converter, increase in moisture level is detected by sensor which subsequently starts the heating
system. As the temperature increases it activates the bacteria which breaks down organic waste into
fertile compost. At the same time moisture in waste is converter into water vapor which is vented
through blower into drain. The constant temperature and air flow prevent odor and pest problem. The
machine needs to be emptied only once a week and the compost can be used for field application.
Organic waste converters are available in various capacities. May be purchased as per the
requirement.

Objective

1. To convert organic waste/crop residues in to useful compost;

2. To apply compost to soil under INM practice;
3. To improve soil health with compost application to soil.

Advantages with Organic Waste Converter

1. Smart and fully automatic;

2. Processes almost of all type of organic waste;
3. Noiseless and no foul odour is created during operating;
4. No pathogens or harmful gases are generated;
5. Easy to handle. No specialized skills are required;
6. Electricity requirement is also less;
7. High durability and user safety, maintenance cost is also less.

Beneficiary Selection

1. Beneficiary should be a trained and registered Agri Entrepreneur or a member of PP/FPO;

2. Preference will be given to those having minimum 0.5 acres of cultivable land;
3. Both command area and non-command area farmers/individuals are eligible for availing the
facility;
4. Preference will be given to SC/ST and women members;
5. He should have good rapport with fellow farmers;
6. He should able to spare full time dedicatedly.

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Project Assistance
Organic waste converter will be given to PP/FPO at 90% subsidy cost / as per the assistance norm of
govt. Given at one per block / cluster of villages. Pani Panchayath/FPO intern can give it to an Agri
Entrepreneur/ interested individual to operate the same in a business mode by offering paid services to
farmers to convert their crop residue to get quality compost. Project will also provide training
/orientation on operational of the machine. The selected entrepreneur / beneficiary will contribute 10.0
percent of the cost of the machine. Maintenance and operational will be borne by the entrepreneur /
beneficiary. Further, beneficiary hasto take the total responsibility of generating his own business to
run in profit.

Key Guiding Principles

1. The given Organic Waste Converter should be primarily utilized for the purpose it meant for;
2. Cluster approach will be followed in selecting the PP/FPO. The clusters will be identified
based on cropped area, quantity of crop residues generate, availability of electricity,
connectivity with neighbor villages etc. Organic waste converters one or more numbers will
be given to PPs/FPOs as per the demand generated;
3. Project will give the subsidized Organic Water Converter to PP/FPOs, provided PP/FPO
should assure the maintenance aspect;
4. PP/FPO intern can distribute the equipment to individual beneficiary within the PP/FPO
group or Agri Entrepreneur as per the selection criteria framed;
5. Beneficiary should be a member of PP/FPO or registered and trained Agri Entrepreneur. Most
desperately required person will be given the Organic Waste Converter;
6. No maintenance cost will be provided by the project.

Role and Responsibilities:

Farmer / Agri Entrepreneur (AE) / CBOs:

1. Apply to PD-ATMA to take up Organic Waste Converter as a business venture;

2. Participate in assessment to be conducted by PD-ATMA with the support of SO;
3. Prepare / develop a bankable business plan for credit linkage (if so required);
4. Invest in establishing the unit, apart from proposed project support;
5. Maintenance of records on business transactions;
6. Preparation of monthly / quarterly reports on business transactions and submission to PD-
ATMA;
7. Timely repayment of credit to the financial institutions / cooperative / NBFC

PD-ATMA / Deputy Director, Agriculture:

1. Finalisation of selection criteria for farmers / AEs / CBOs;

2. Selection of Farmers / Agri-entrepreneurs / community organisations;
3. Support the farmer / AE / CBO in preparation of a business plan and its linkage with formal
financial institutions / other credit providing institutions (like cooperatives / NBFCs etc.);
4. Developing standard operating procedure, including operation and maintenance of the asset;
5. Support the selected farmer / AE / CBO with organic waste converter;
6. Orientation of farmer / AE / CBO on operation, management and maintenance of the asset;
7. Periodic monitoring and assessment of performance;
8. Documentation of learning / case studies.

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Support Organisation:

1. Community / farmer awareness / sensitization on organic manure and its importance for soil
health;
2. Support PD-ATMA in assessment of the farmer / AE / Community Organisations;
3. Assessment of agricultural / organic waste which can be converted to organic manures;
4. Support PD-ATMA in preparation of business plan and orientation of farmer / AE / CBOs;
5. Time to time visit to the unit and consultation with the farmer / AE / CBO on unit
performance;
6. Support PD-ATMA in documentation.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Review the progress in achieving physical and financial targets;

2. Helping and guiding PD-ATMA in preparing a business plan around Organic Waste
Converter;
3. Monitoring visits to the established units and discussion with the farmer / AE / CBO on
performance;
4. Assessment of profitability of business and income of the farmer / AE / CBO;
5. Documentation and dissemination of learned lessons;

Role and responsibility of different institutions by sub-activity is presented in the Table 44.

Table 44: Expected Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Selecting the DOA / SO Income generated to  Clusters identified for
PP/FIG/FPO ATMA operating member, supporting organic waste
Quantity of compost convertor/s;
generated, area  No. of PPs/FOPs identified in a
applied with cluster;
compost, increased  No. of organic waste converter
soil fertility, issued to each group finalized.
Discussion in the PP / FPO / DOA / increased water use  No. of farmer beneficiaries
farmer group for FIG & SO ATMA efficiency identified for distribution of
identification of organic waste converters.
beneficiary farmers
Project support DOA / PP / FPO&  No. of organic converters
ATMA SO provided;
 No. of farmers benefited.
Training/ orientation DOA / PP / FPO&  No. of training/orientation
to beneficiary ATMA SO programs conducted;
farmers on  No. of beneficiary individuals
installation, operation participated in
and maintenance. training/orientation program.

Supervision, Beneficiary PP / FPO /  No. of beneficiaries who have

Monitoring and farmer/ FIG accessed required technical
Maintenance individual support and guidance during
monitoring / supervision.

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[Link] Moisture Meter

(Cost Table Reference: WR-20 / C1.3-C)

Soil moisture meter is developed, and field tested by Sugarcane Breeding Institute, ICAR. It indicates
the soil moisture instantly and is very effective in scheduling of irrigation as per the actual crop
requirement. Scheduling irrigation as per the soil moisture status not only enables timely application
of the water in required quantity, also saves time and electricity, thereby minimizing the cost of
irrigation and water wastage. Further, discriminate use of water prevents waterlogging and saves the
nutrients leaching out of the root zone. Soil moisture meter has a probe when inserted into the soil
displays moisture levels by glowing coloured light indicators. Based on the moisture level indicated,
irrigation will be scheduled. Studies have shown that the soil moisture meter is suitable for different
soils and different crops (both agri and horticulture crops), and nurseries.

Table 45: Interpretation of Soil-Moisture Meter Reading

Colour of LED Bulb Soil Moisture Status Inference
Blue Ample moisture No need for irrigation
Green Sufficient moisture Immediate irrigation may not be required
Orange Low moisture Irrigation advisable
Red Very low moisture Immediate irrigation is required

Objective

1. To increase water use efficiency and water productivity;

2. To protecting the rainfed crop by providing critical irrigation.

Beneficiary Selection

1. Beneficiary should be a member of FFS;

2. Farmer should have irrigation facility;
3. Both command area and non-command area farmers are eligible for availing the facility;
4. Farmers cultivating as share cropper are also eligible to avail the subsidy;
5. Farmer should be interested in crop diversification in low land areas in Rabi season and in
uplands in kharif season.

Project Support
Moisture meters will be provided to participating farmer of FFS at free of cost. Moisture meters will
be provided to the beneficiary only once and one per farmer, even though the farmers are attending
more than one FFS.

Key Guiding Principles

1. Moisture meters will be provided at free of cost to the beneficiary farmer;

2. The given moisture meter should be primarily utilized in cultivated land;
3. Each qualifying farmer of FFS will get the moisture meter along with the kit provided at the
end of FFS;
4. Project will provide moisture meters to FFS farmers through PPs/FIGs;
5. No maintenance cost will be provided by the project.

Role and Responsibilities:

Farmer:

1. Installation of moisture meter on the field and taking reading periodically;

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2. Recording of reading of moisture meter and communicating to the PP accordingly for

irrigation scheduling;
3. Using alternative source of irrigation (ground water) in case of requirement;
4. Operation and maintenance of moisture meter.

Community Organization (PP / FPO):

1. Selection of beneficiary farmers after due consultation with the member farmers;
2. Preparation of list of farmers and its submission to PD-ATMA directly or through SO;
3. Support PD-ATMA in consultation with the identified beneficiaries;
4. Receiving moisture meters from PD-ATMA and its distribution to farmers;
5. Review of moisture meter data and using it for irrigation scheduling
6. Periodic monitoring and reporting to EE-MI / PD-ATMA

PD-ATMA:

1. Review the list of beneficiary farmers, as prepared by the CBOs (PP / FPO);
2. Consultation with identified / listed farmers;
3. Supply of moisture meters to PP / FPO as per the plan;
4. Orientation to the beneficiaries on the use of moisture meter and its application in irrigation
scheduling;
5. Periodic monitoring and assessment of use of moisture meter and its benefits.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Review the physical and financial progress of the activity;

2. Monitoring visits and discussion with the farmer / CBO on benefits of moisture meters;
3. Assessment of reduction in water loss / improved irrigation efficiency / water productivity;
4. Documentation and dissemination of learned lessons;

Table 46: Expected Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Consultation with PP DOA / SO Moisture meters 1. No. of PPs consulted and no. of
/ Farmers ATMA installed by farmers selected for the
Selection of Farmers PP DOA / selected farmers installation of moisture meter;
ATMA and farmers takes 2. No. of demonstrations
Demonstration on DOA / SO measures as per the conducted on O & M of
Moisture Meter ATMA reading Moisture Meters and number of
Guiding Note / IEC DOA / SO farmers trained;
material on O&M of ATMA 3. IEC material prepared and
Moisture Meter provided to farmers for
Monitoring and DOA / DLPMT reference;
Documentation ATMA 4. No. of farmers taking required
measures based on the moisture
meter reading;
5. Farmers supported during
monitoring and learning cases
documented.

[Link] Farm Guard

(Cost Table Reference: C1.3-C)

Farm guard is developed, and field tested by ICAR-National Research Centre for Integrated Pest
Management. It serves like an on-site mini bio-control lab. It is a water proof device installed in the

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field to multiply the beneficial insect population viz., predatory wasps that feed on the pests of cereals
(paddy for rice case worm, leaf folder, hispa& stem borer), pulses (for pod borer), oil seeds
(groundnut for Tobacco caterpillar) and vegetables (cabbage & cauliflower for diamond back moth;
tomato/brinjal/cucumber/okra for fruit and shoot borer) etc. Host parasite larvae are reared in the
devices to which the beneficial wasps are attracted, and their population is built. The wasps that
produced in the device chamber will spread in the field and attack the larval pests and parasitize them.
Farm guard appears to be a good option in situations of pest resurgence and pesticide resistance.

Objective

1. To control the pests by biological means under IPM;

2. To reduce the use of chemical pesticides;
3. To minimize the cost of cultivation with reduction in input cost.

Advantages of Farm Guard

1. Pest population will be under control;

2. Reduces the use of chemical pesticide;
3. Reduction in cost of cultivation, enhances farmers’ income;
4. Maintains biodiversity in the ecosystem;
5. Eco-friendly and restore the ecosystem;
6. Handling is simple, doesn’t require any special skills;
7. Durable and lasts for several years;
8. Maintenance of device and multiplication of beneficial wasp parasite is simple and affordable.

Project Support
Farm guards will be provided at free of cost to the PP of the command area, i.e., one per hectare land
in the tank command area. The devices will be provided only once and its maintenance would be the
responsibility of concerned PP.

Key Guiding Principles

1. Farm Guard will be installed in the tank command area, in saturation mode;
2. One farm guard will be installedin each ha. of cultivated land;
3. The actual place of installation within the command area will be decided in the PP meeting;
4. Project will provide farm guard through PP only. Pani Panchayat has to take the responsibility
of installation in the common area;
5. It is the responsibility of the farmer for its maintenance and recurring cost of operation (cost
of food grains required to multiply the predator population). Modalities in this regard will be
discussed and decided by PP in the meeting;
6. No maintenance cost will be provided by the project and concerned land holder has to bear
the maintenance cost.

Role and Responsibilities:

Farmer:

1. Installation of farm guard in the field with the support of CBO (PP / FPO);
2. Monitoring pest / disease attack / control;
3. Operation and maintenance of farm guard.

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Community Organization (PP / FPO):

1. Selection of beneficiary farmers after due consultation;

2. Preparation of list of farmers and its submission to PD-ATMA;
3. Support PD-ATMA in consultation with the identified beneficiaries;
4. Receiving farm guard from PD-ATMA and its distribution to farmers / field installation;
5. Periodic monitoring on benefits of farm guard and reporting to PD-ATMA / DDA / DDH.

PD-ATMA:

1. Review the list of beneficiary farmers, as prepared by the CBOs (PP / FPO);
2. Consultation with identified / listed farmers;
3. Supply of farm guards to PP / FPO as per the plan;
4. Orientation to the beneficiaries on the use of farm guard;
5. Periodic monitoring and assessment of use of farm guard and its benefits.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Review the physical and financial progress of the activity;

2. Monitoring visits and discussion with the farmer / CBO on benefits of farm guard;
3. Assessment of reduction in pest / disease occurrence during Kharif / Rabi;
4. Documentation and dissemination of learned lessons;

Table 47: Expected Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Consultation with DOA / SO Farm guard 1. No. of PPs consulted and no. of
PP / Farmers ATMA installed by farmers selected for the installation
Selection of PP DOA / selected farmers in of farm guard;
Farmers ATMA cultivated land and 2. No. of demonstrations conducted on
Demonstration on DOA / SO pest incidence is O & M of farm guards and number
Farm Guard ATMA managed through of farmers oriented;
Operation farm guard 3. IEC material prepared and provided
Guiding Note / DOA / SO to farmers for reference;
IEC material on ATMA 4. No. of farmers conforming reduction
O&M of Farm in pest attack and reduction in cost of
Guard pesticides;
Monitoring and DOA / DLPMT 5. Farmers supported during
Documentation ATMA monitoring and learning cases
documented.

[Link] Farm Mechanization

(Cost Table Reference: C1.3-C)

Timely access to farm machinery from sowing to harvesting is an important component of adaptation
strategy to deal with climatic variability and scarce agricultural labour force. The sowing window in
rain-fed areas most of the time is very short and at the same time small farmers’ access to farm
machinery is poor. As a result, many farmers are not able to sow the crop on time, hence they incur
significant yield losses. Lack of access to improved implements and farmers’ inability to procure
improved implements are some of the reasons for non-adoption of improved agronomic practices or
technology that involve mechanization. Therefore, the project plans to provide improved implements
through “Custom Hiring Centre” at the community level. The PP or the local FPO will manage the
implements and earn hiring charges from farmers.

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Advantages of Custom Hiring Centres

1. Providing access to small and marginal farmers to farm machineries;

2. Facilitates timeliness in farm operations and efficient use of inputs;
3. Promotes adoption of climate resilient practices and technologies by farmers because of
availability of appropriate machines at reasonable hiring charges;
4. Promotes increase in cropping intensity wherever feasible;
5. Facilitates crop residue recycling and prevents burning of residues;
6. Reduction in cost of cultivation;

Objective of Custom Hiring Centre (CHC)

The overall objective of establishing custom hiring centre at the tank / cascade level, covering all the
tank commands and project villages, is to improve the farm mechanization rate by making available
farm equipment at the local level for enhanced farm production and productivity. Specific objectives
of promoting CHCs are;

1. Improving area under farm mechanization and reducing manual labour dependency;
2. Improve efficiency in terms of output per unit of time invested in farmyards; and
3. Drudgery reduction of farmers in general, and women farmers in particular.

Approach and Strategy

Under this activity, the project will establish CHCs and support for procuring farm implements by
which small and marginal farmers can avail of these benefits by paying nominal hiring charges. It will
enable small and marginal farmers to take up farm operations on time. The CHCs will meet the
agricultural operations from sowing to harvest. Such CHCs will be established on cluster approach to
cover approximately 400 ha.

Machinery and implements tentatively arranged at CHC will have groundnut digger, ferti-seed drill,
zero-till drill, seed drills, multi crop planters, power weeders, Konoweeder, rotary weeder, combine
harvesters, threshers, power tillers, sprayers, rotovators for residue incorporation, diesel pump sets,
chaff cutting machine, line marker, other need-based small farm implements, etc. The project will also
support in procuring crop specific (paddy crop) relevant machinery such as drum seeders, seed drills,
transplanters, combined harvesters, etc. These are some of the important farm implements and
machines which will be available at the custom hiring centre. However, before the procurement of
machineries, there will be consultation with the local PP and FPOs on their requirement and area
specific demand for different machineries.

A committee of farmers will be nominated by the PP / FPO to manage the custom hiring centre. Based
on the feasibility, and considering the capacity of the PP / FPO, CHC management may be delegated
to them. It will help these local institutions to generate revenues and manage / maintain the CHCs
smoothly. The rates for hiring the machines/ implements are to be decided by the PP/FPO itself.
Every farmer in the village (non-command farmers also) can hire the machines from these centers on
a ‘first come first serve’ basis. The modalities of utilizing custom hiring centre will be decided by the
committee members themselves and amended from time to time as per the local situation and needs.
The organization / institution having the CHC management responsibility will use the revenue
generated from hiring for repair and maintenance of machinery and implements.

Key Guiding Principles

1. Custom hiring centers will be established in the selected tank / cascade villages within the
project area only. Project proposes to establish one CHC per block;
2. Priority will be given to the villages having low farm power availability and large area under
small and marginal holdings;

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3. Each CHC will have the capacity to cover minimum area of 10 ha/day and at least 400 ha in a
cropping season. Implements/small machines can be hired for all the operations from land
development to residue management;
4. Each custom hiring centre will have small crop-specific machinery suitable for local
requirement for mechanized farming under small and marginal holdings;
5. The following parameters may be chosen for selection of village for setting up of custom
hiring centers:
a. Low ratio of farm power availability;
b. Low number of tractor population;
c. Small & marginal operational holdings;
d. Less productivity of food grains but potential to enhance productivity.
6. Agriculture department will identify/invite applications from PPs / FPOs to set up CHCs;
7. Available government land / GP land, without any encroachment / legal litigation will be
utilized for setting-up of CHC infrastructure. There would not be any private land acquisition
for CHC infrastructure construction;
8. The concerned PP / FPO may also provide land for establishing CHC, if they have land in
their name which is free from any litigation;
9. The CHCs shall have farm machineries that are women farmer / women agricultural
workforce friendly.

Role and Responsibilities:

Community Organizations (PP / FPO):

1. Selection of area for establishment of CHC along with PD-ATMA / DDA / SO;
2. Applying to PD-ATMA / DDA for the establishment of CHC;
3. Submission of required documents, including land records for CHC establishment;
4. Discussing / suggesting PD-ATMA / DOA on priority list of machineries / equipment;
5. Prepare a business plan that is bankable and implementable;
6. Taking steps for credit linkage with financial institutions (if credit is required after project
support);
7. Construction of sheds / CHC unit;
8. Finalizing the hiring cost of different machineries in consultation with PD-ATMA / DDA;
9. Scheduling requirement of farmers (farm machinery based) and renting out machineries;
10. Collection of rental charges from the farmers and depositing in bank account;
11. Timely maintenance of the assets / machineries from the generated revenue;
12. Reporting the performance of the CHC to PD-ATMA / DDA / DLPMT members.

PD-ATMA and DDA:

1. Assessment of current farm mechanization status in the project area;

2. Discussion with the CBOs (PP / FPO) on establishment of CHC;
3. Capacity and feasibility assessment of CBOs (PP / WUA / FPO) for project support;
4. Finalization of area for establishment of CHC as per the assessment;
5. Review & verification of land record of CBO (PP / FPO) before establishing CHC;
6. Procurement of farm machineries / equipment and handing over to selected CBO (PP / FPO);
7. Facilitate in preparing a bankable business plan and support in credit linkage (if credit is
required);
8. Developing standard operating procedures for the CHCs;
9. Orientation to the CBO (PP / FPO) on operation, management and maintenance of the CHC;
10. Conducting periodic monitoring and review the revenue generation and financial
management;
11. Documentation of learning lessons.

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Sub-SPU and SPMU (PD-OIIPCRA):

1. Support PD-ATMA / DDA in procurement of certified farm machineries as per the Govt.
guidelines;
2. Review the physical and financial progress of the activity;
3. Periodic monitoring and discussion with the farmer / CBO on benefits of CHC;
4. Assessment of area increment under farm mechanization during Kharif / Rabi, reduction in
cost of cultivation, reduction of drudgery, reduction in manual labour dependency etc.;
5. Assessment of accessibility of farm machineries by women farmers, tribal farmers, marginal
and small farmers;
6. Documentation and dissemination of learned lessons;

Table 48: Expected Outputs and Indicators; Custom Hiring Centre

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Assessment of farm PD- PP/SO Area under mechanized No. of tanks /
mechanization at the ATMADOA operation increased, with cascades covered
tank / cascade level reduction in manual labour under feasibility
during planning dependency and drudgery assessment;
Selection of tanks PD- PP/SO Tanks / cascades finalized as per No. of tanks /
cascades / clusters ATMADOA the criteria laid out for cascades / project
having poor farm establishment of CHC villages finalized for
mechanization rate farm mechanization
improvement;
Discussion with local PD- SO Local PP / FPO consulted on No. of PP / FPO
PP/ FPO on CHC and ATMADOA need of machineries & related consulted and no. of
its operational aspects. Operational plan of CHCs having
mechanism CHC also discussed and operational plan and
finalized revenue generation
models.
Identification of PD- PP / WUA Suitable locations are finalized in No. of CHCs
suitable location and ATMADOA cultivation with PP / FPO and established.
construction of CHC CHC established in litigation
free land.
Procurement of PD- - List of farm machineries by Required / listed out
machineries with ISI ATMADOA CHC is prepared, based on the machineries /
mark / certified. need and consultations, and instruments are
machineries procured as per the procured, as per the
procurement guidelines. prescribed and
required standards,
for the CHCs and
inventory is
prepared.
Setting the operational PD- PP / WUA Operation & revenue generation Amount of revenue
modalities and ATMADOA modalities of CHCs finalized generated by CHCs
revenue generation along with PP / FPO and and no. of CHCs
model and monitoring operational efficiency attained functioning as per
and supervision through periodic monitoring. the set benchmark.

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[Link] Capacity Building

(Cost Table Reference: C1.1-D)

[Link].1 Farmer Field School

Farmer Field School (FFS) is an informal education system conducted by the farmers on their own
fields. Farmers were organized, trained and facilitated to learn basic crop management (pest &
nutrient management) skills and educate them to take right decision. It is a research based, season
long, two-way interactive learning system between the farmers and the facilitator (extension
staff/scientist). The participatory approach adopted to disseminate and fine tune the location specific
production technology based on available resources with farmers in such a way that, adoption rate
becomes high. Project proposes to promote Integrated Crop Management practices through Farmer’s
Field Schools- cum- demonstrations approach which is a very effective means of transferring
IPM/INM technology to the farmers’ field. Project proposes to conduct FFS on IPM and INM in
need-based crops among the prioritized crops viz., rice, pulses, oil seeds and vegetables only. As all
the agronomic practices are timely followed with appropriate inputs, there is no reduction of the yield.

Objectives

1. To involve farmers and strengthen their role in research and extension particularly in
situations where farmers have no access to regular and reliable technical support from
extension agencies;
2. To increase farmer’s knowledge and skills in improved crop management practices
particularly INM and IPM practices.

Approach & Strategy

Farmer’s Field School provides opportunities for learning by doing. It is a season long programme
which is organized in farmer’s field by meeting once in a week or 10 days. It is season long so that it
covers all the different developmental stages of the crop and their related management practices.
Farmers themselves conduct a research study and compare the results with the adjacent neighbor
control field. In each Farmer’s Field School, 50 farmers were trained 5-6 times depending upon the
crop duration, during the entire cropping season, starting from land preparation to post harvest
technology. Women farmers should also be included in FFS. The Support Organization will execute
the entire process with the logistic support provided by ATMA at In FFS approach, the school
provides farmers with tools which enable them to analyze their own production [Link]
Organization will play the role of overall facilitator, who will technically lead the group members
through the hands-on exercise and facilitate to take decision on crop management practices to be
taken, trainings and demonstrations. Support Organization trainings with the technical support of
scientists of OUAT/ICAR Institutes/ICRISAT/KVKs/DOA personnel. Besides, ICRISAT, ICARDA
and IRRI will provide location specific climate resilient seeds. For effective communication, both
audio and visual aids (demo films etc) will be used in the training program.

Farmers will be trained on Integrated crop management practices from sowing to harvest by giving
special emphasis on the Integrated Pest Management (pest and disease surveillance, their habit and
habitat, nature of damage, time of occurrence, life cycle, control measure, including method and result
demonstration of seed treatment & bio-control agents, adverse effects of injudicious pesticide use etc)
and Integrated Nutrient Management (Soil sampling, soil testing-soil health cards, identifying soil
related problems, soil test based nutrient recommendations, soil nutrients, fertilizers & manures,
various bio-fertilizer usage, seed treatment/soil inoculation with biofertilizers, calculating nutrient
requirement/dose, identifying nutrient deficiency based on symptoms produced and corrective
measures etc.).

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Selection of Village:

1. Before selecting the village, situation analysis of the village should be carried out to assess
area under cultivation of selected crop, no. of farmers cultivating, pest problems and pesticide
usage in previous crops, soil problems and fertilizers usage in previous crop, status of
irrigation facilities, social and economic status of the farmers, women farmer population,
assessing approachability etc. to enable village selection;
2. Easy approachable village, assured season long irrigation facility should be preferred;
3. Villages having maximum pest problems and high pesticide/fertilizer to be preferred;
4. Village should have good acreage of the area under selected crop. At-least 30-50 farmers in
the village should be interested to grow the crop chosen;
5. Willingness of farmers associated with PP / FPO / FIG to take up demonstrations.

Selection of Farmers for Demonstration:

1. Farmers who are willing to provide critical resources (land/water/labour / any other input not
supported by the project);
2. She / he should be a progressive farmer and member of the concerned PP/FPO/FIG;
3. Should have good relation with other farmers of the PP/FPO/FIG and neighbouring village
farmers;
4. Preference should be given to the socio-economically backward/SC/ST/small & marginal
farmers/women farmers of the PP for coverage under demonstration;
5. Farmers cultivating other’s land on share cropping or on leased-in basis are also eligible;
6. The identified plot for demonstration should be easily approachable by other farmers
&extension workers;

Key Guiding Principles

1. The FFS will be conducted for specified crop among the prioritized crops in the village. As
the FFS is crop specific, depending on the demand and farmers interest, there may be more
than one FFS in a village;
2. In each of the project tank command area, FFS will be conducted on 4 most potential crops
among the prioritized crop list at its maximum and conducted for 3 subsequent years in
different locations within the tank command area;
3. Crop specific and location specific, climate resilient crop management practices (seed,
cropping system, agronomic practices, INM and IPM practices etc.) will be demonstrated in
the farmers’ field. Other field adjacent to demonstration field will be taken as control field for
comparison of results. The crop and variety / technology selected for demonstration should be
based on the need and preference of the farmers;
4. Crop wise technologies to be demonstrated will be packaged by DOA/ATMA under the
technical guidance of SAU/ICAR/IRRI/ICARDA&KVK with involvement of project
personnel, technical officers from Agriculture Department and ATMA.
5. Entire cost of running FFS that included both demonstration cost and training classes will be
borne by the project. Farmer has to contribute land, water, labour and day to day supervision;
6. Demonstration will be carried out preferably in command area under assured irrigation
facility and few demonstrations may also be carried in adjacent non-command area where
irrigation through ground water is assured. However, farmers from both command and non-
command area can be member of FFS, provided s/he should be a member of FIG/CIG and
growing the same crop;
7. In cases, where demonstrations are carried out in the tank command area, it will not restrict
any farmer from the non-command area / nearby villages to learn from demonstration. All
farmers, including farmers from the nearby villages, irrespective of holding size, should be

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allowed to participate in the farmer’s field day by which they would be benefited by visiting
the demonstration plots;
8. The site of demonstrations should be at a place of easy accessibility and at central point to
attract large number of audience/farmers for wider impact and easy monitoring;
9. The demonstrations may be conducted in cluster approach of at least 1-2 ha as per the
availability. The size of control plot in adjacent area within the same farmers or neighbour
farmer should be of same size as that of demonstration plot;
10. Prior to demonstration, situation analysis should be conducted to assess the existing level of
adoption of different technologies and crop productivity;
11. All the important farm operations should be carried out by the demonstrating farmers under
the close supervision of officials of dept. of Agriculture and farmers empowerment and under
the guidance of scientist;
12. A display board mentioning about the key details of the variety/technology demonstrated
should be erected at the demonstrated plot;
13. Farmers will be taken to the demonstration site (every week to 10 days duration) to assess the
crop growth, pest incidence etc. and discuss the same to arrive at a decision to tackle the
problems;
14. At maturity, just before harvesting, “Field Day” may be organized where farmers from
neighbouring villages and extension workers are invited. A farmer-scientist interaction
session would be organized on the event. On the field day, crop yield in 1m2 plot to be done
in front of farmers, covering both demonstration and control plot/s.
Role and Responsibilities:

Community Organizations (PP / WUA / FPO):

1. Consultation with farmers on FFS and its benefit details;

2. Selection of beneficiaries as per the set criteria (accessibility, land holding, irrigation
provision etc.) in consultation with PD-ATMA / DDA and with the support of SO;
3. Preparing a list of selected farmers and submission of list to PD-ATMA / DDA;
4. Encouraging other farmers to visit the FFS and learn about application of practices /
technologies.

PD-ATMA / DDA:

1. Review the list of farmers prepared and submitted by the CBOs (PP / WUA / FPO);
2. Consultation with the CBOs and selected farmers on FFS, implementation mechanism etc.
3. Orientation to the selected farmers (if found required);
4. Prepare detail plan for technology and input support at different stages of crop growth;
5. Providing input and technical support as per the plan;
6. Periodic visit to the field by technical staff and guiding the farmers;
7. Facilitate in organizing “field day” and orienting farmers on practices / interventions taken
up;
8. Documentation of learning and its dissemination.

Technical Support Agencies (OUAT / KVK etc.):

1. Periodic visit to the demonstration / FFS sites and assesses the quality;
2. Extend required guidance and technical support;
3. Support the farmers in adopting appropriate technologies in the demonstration fields;
4. Orientation of farmers in field day and educate them on the importance of package of

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DLPMT:

1. Periodic monitoring by the members of DLPMT to the FFS sites;

2. Discussion with the farmer involved in demonstration / FFS;
3. Assess the package of practices adopted and its benefits;
4. Preparation of monitoring report and its sharing with S-SPUs and SPMU.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Periodic monitoring to the demonstration sites;

2. Consultation with farmers and PD-ATMA / DDA;
3. Assess the benefit of the FFS by consulting the beneficiary and other farmers;
4. Document the learning lessons and dissemination.

Table 49: Expected Outcome and Responsibilities

Sub-Activity Responsibility Expected Indicator
Outcome
Primary Secondary
Village selection DAO/ATMA SO 1. Farmers  No. of villages selected for demonstration;
& situation gained
analysis knowledge
FFS Planning PP/FPO / FIG DAO/ATMA and learnt  Crop wise no. of FFS groups finalized;
meeting in the / SO about the  No. of farmers is each group finalized;
village area and crop  No. of farmers with average
specific demonstration area finalized.
scientist
Demonstration DOA/ATMA SO /FPO / management  Area (in ha) planned for coverage under
FIG practices each demo by crop types;
with a special  No. of technologies (package of practices)
focus on demonstrated by crop types;
INM/IPM  Data (growth, yield, cost of cultivation)
practices; recorded for case analysis, for comparison
with control plot;
Project Support DOA/ATMA PP/FPO/FIG 2. Farmers  No. of farmers supported by the project to
(inputs) empowered take up the demo;
to take  Documentation of farmer / demo. Plot
appropriate wise quantity of each input provided;
Training / DOA /ATMA SO decision with  No. of farmers oriented / trained / exposed
Orientation respect to to such demonstration sites, by their
efficient crop holding categories;
management;
 No. of training / orientation / exposure
programs organized;
3. Number of
 No. of farmers from nearby area visited
farmers
for learning and adoption;
adopting
Group SO/ATMA/KVK DoA / Other
recommende  Challenges faced by the farmers in crop
facilitation and Research management addressed;
d climate
On-field Institutions
resilient crop  No. of Trainings organized in each FFS;
technical
management  No. of farmers participated in the training
guidance to programs/meeting.
practices.
farmers
Conducting field DOA / ATMA SO / FPO /  Field day conducted and results
day FIG documented;
 No. of farmers participated in the field
day;
 Scientists participated in field day.
Overall DOA / ATMA DLPMT/  No. of monitoring visits conducted by
Monitoring SO/FIG / departmental officials and scientists;
Learning FPO  Key areas of inputs provided based on the
field observation and its follow-up;
 No. of learning cases documented and
disseminated for adoption / replication.

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Sub-Activity Responsibility Expected Indicator

Outcome
Primary Secondary
Documentation DOA / ATMA SO /  Record of data base such as details of
Research demonstration sites, farmer details, training
Institutions programs conducted, results obtained
(yield);
 Post demonstration adoption, constraints
and opportunities documented for sharing
and adoption.

[Link].2Farmers Training on Climate Resilient Agricultural Practices

Capacity building of farmers on Climate Resilient Agricultural Practices is key for sustaining
interventions under OIIPCRA. Project will take required capacity building measures for the farmers in
the tank for adoption and replication of climate resilient package of practices. Training modules on
climate resilient practices will be developed to impart training to the farmers. Along with the farmers,
the associated project personnel / staff / experts would also be given training so that their learning can
percolate down to the farmers during field orientations, guidance and awareness initiatives.

Climate resilient agriculture includes a broad set of practices of crop production that sustainably
increase productivity and resilience, reduce and/or remove greenhouse gas emissions wherever
possible and adapt the crop production to adverse impact of climate change to enhance the
achievement of food security and development goals.

Objective

1. To impart knowledge to farmers on climate change, its impact on agriculture, feasible

adaptation strategies to climate variability and mitigation measures of climate change
2. To equip farmers, irrespective of their holding category, on climate resilient agricultural
practices
3. To strengthen the knowledge base of farmers through practical demonstration, sharing
research findings and learnings from national and international practices

Project Assistance

The project will bear the entire cost of training and capacity building of farmers / other stakeholders,
as per the project design.

Key Guiding Principles

1. Project village will be considered as the unit, covering both command and non-command
farmers;
2. Capacity building of farmers will cover training, exposure, hand holding, escorting etc. as per
the identified capacity building needs;
3. Key capacity requirements, as per the capacity need assessment will be identified before
finalizing capacity building plan. Training modules would be developed, encompassing the
identified thematic areas for capacity building;
4. Separate capacity building plan would be developed for women and tribal farmers;
5. Capacity building measures will be taken up in a phased manner, keeping in mind the
agricultural season and engagement of farmers;
6. Based on the need of the women farmers, trainings may be organized locally, at the village level
or in a suitable place which is easily approachable by the women farmers;
7. Training on climate resilient technologies, package of practices specific to crop types, IPNM,
IPM, agro-enterprise promotion etc. may be taken up, if so, identified as a capacity building
need;

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8. Necessary training modules / manuals / IEC materials would be designed and circulated to
farmers;
9. As a part of capacity building, field demonstrations and in-situ guidance will be provided along
with exposure to some of the demonstration sites;

Role and Responsibilities:

Community Organizations (PP / WUA / FPO):

1. Mobilizing farmers to participate in the CNA process;

2. Discuss with PD-ATMA / DDA / DDH from time to time on capacity building initiatives;
3. Participate in capacity building programmes;
4. Create awareness among farmers and follow-up for adoption of climate resilient practices;
5. Coordinate with PD-ATMA / DDA / DDH / SO in coordinating capacity building
programmes.

PD-ATMA / DDA / DDH:

1. Consultation with the farmers on their current agricultural practices (crop specific);
2. Conducting Capacity Need Assessment (CNA) of the farmers in both command and non-
command areas, taking village as the unit, using the designed tool for CNA;
3. Identifying capacity gap through CNA by different land holding categories;
4. Designing a capacity building framework / plan on climate resilient agricultural practices for
the farmers, based on the identified gap and taking in to account the agro-climatic condition
of the area;
5. Preparing a detail report on CNA, including capacity building plan and finalizing with
SPMU-OIIPCRA;
6. Preparing modules / manuals for capacity building of the farmers;
7. Piloting the modules / manuals and its adoption for capacity building;
8. Finalisation of resource persons, and if required, taking support of S-SPU / SPMU
9. Organising capacity building programmes as per the finalized capacity building framework /
plan;
10. Follow-up of the capacity building inputs and organizing refresher courses, if required;
11. Educate, aware and motivate farmers to adopt climate resilient practices.

Support Organization:

The Support organization will support PD-ATMA / DDA / DDH in the following areas;

1. Piloting of the capacity need assessment tool and suggest for modification, if any required;
2. Execution of CNA tools and collection of required data, with the support of PP / WUA and
other community organizations;
3. Identifying critical capacity gaps in relation of climate resilient agricultural practices;
4. Preparation of capacity building framework / plan;
5. Facilitate in organizing capacity building events;
6. Preparation of training reports and its submission to PD-ATMA / DDA / DDH;
7. Follow-up with the farmers for adoption of climate resilient practices.

DLPMT:

1. Participate in capacity building programmes and observe / witness the approach and process
adopted for capacity building of farmers;

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2. Suggest, if any modification required in capacity building approach or process adopted or

delivery methodology;
3. Prepare monitoring report on capacity building and share during district level DLPMT
meeting.

S-SPU and SPMU (PD-OIIPCRA):

The technical team of SPMU / S-SPU will support PD-ATMA / DDA / DDH in following areas;

1. Designing the capacity need assessment tool/s and its modification, if any, after piloting;
2. Designing capacity building framework / plan;
3. Finalization of CNA report and issuing required guidelines for conducting capacity building
events;
4. Designing modules / manuals as per the identified capacity gaps;
5. Participate in piloting of the modules / manuals and making necessary correction / change in
the modules / manuals;
6. Monitoring capacity building events and suggest, if any modification is required in delivery
mechanism / methodology, capacity building approach or related aspects;
7. Document capacity building learning (in terms of adoption of practices by the farmers) and its
dissemination.

Table 50: Outputs, Role and Responsibilities

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Conducting PD- SPMU Capacity requirement of Report on CNA highlighting
Capacity Need ATMADO farmers, including women capacity gap areas and capacity
Assessment A and tribal farmers building needs of farmers,
(CNA) identified. including women and tribal
farmers;

Key capacity building areas

identified to develop prepare
capacity building plan and
training modules.
Preparation of PD- SPMU Detailed capacity building Capacity building plan
Capacity ATMADO plan prepared based on the document prepared for capacity
Building Plan A identified needs, covering building.
women farmers and tribal
farmers.
Development of PD- SPMU Different training modules / No. of training modules /
training modules ATMADO manuals developed (in manuals / learning materials
/ manuals / A English and Odia), prepared and circulated to
learning covering identified areas of farmers for reference and
materials capacity building understanding;
Execution of PD- SO Farmers participated in No. and trainings / workshops /
Capacity ATMADO different capacity building exposures organized and no. of
Building Plan A events and gained persons enrolled;
(Organizing knowledge on different
training / thematic areas. Report on Training / workshop /
workshops etc.) exposure etc.
Improved knowledge of
farmers with respect to
climate change, its impact
on crop production, climate
resilient agriculture
practices as an adaptation

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Sub-Activities Responsibility Expected Output Indicators

Primary Secondary
and mitigation measures.
Follow-up and PD- SPMU Knowledge base of farmers No. and days of follow-up
organizing ATMADO further strengthened on trainings organized if any
refresher, if A different agricultural
required aspects.

[Link].3 Training of KrushakSathis

KrushakSathies are the village level facilitator/s for promotion of agriculture, who support farmers in
different ways. The project will take measures to train them on various aspects to deliver better
services at the grassroots level. The project implementing entity ATMAwill train the KrushakSaathi
for the mentioned purpose. Training programs to KrushakSaathis may be organised on following
topics;

1. Induction training on OIIPCRA project activities & role and responsibilities assigned to
KrushakSaathi
2. Training on group dynamics and formation of CIG/ FIG including their role in providing
hand hold support to FIGs/CIGs
3. Training on activity wise support services that are to be rendered to the farmers.

Role and Responsibilities:

PD-ATMA / DDA:

1. Consultation with the KrushakSathis (KS) on their current role and responsibilities in
promotion of agricultural / horticultural activities;
2. Conducting Capacity Need Assessment (CNA) of the KS using the designed tool for CNA;
3. Identifying capacity gap of KS through CNA;
4. Designing a capacity building framework / plan based on the identified gap;
5. Preparing a detail report on CNA, including capacity building plan and finalizing with
SPMU-OIIPCRA;
6. Preparing modules / manuals for capacity building of the KS;
7. Piloting the modules / manuals and its adoption for capacity building;
8. Finalization of resource persons, and if required, taking support of S-SPU / SPMU
9. Organizing capacity building programmes as per the finalized capacity building framework /
plan;
10. Follow-up of the capacity building inputs and organizing refresher courses, if required.

Support Organization:

The Support organization will support PD-ATMA / DDA in the following areas;

1. Piloting of the capacity need assessment tool and suggest for modification, if any required;
2. Execution of CNA tools and collection of required data;
3. Identifying critical capacity gaps, including project aspects for facilitating agriculture
promotion;
4. Preparation of capacity building framework / plan;
5. Facilitate in organizing capacity building events;
6. Preparation of training reports and its submission to PD-ATMA / DDA.

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DLPMT:

1. Participate in capacity building programmes and observe / witness the approach and process
adopted for capacity building of KS;
2. Suggest, if any modification required in capacity building approach or process adopted or
delivery methodology;
3. Prepare monitoring report on capacity building and share during district level DLPMT
meeting.

S-SPU and SPMU (PD-OIIPCRA):

The technical team of SPMU / S-SPU will support PD-ATMA / DDA in following areas;

1. Designing the capacity need assessment tool/s and its modification, if any, after piloting;
2. Designing capacity building framework / plan;
3. Finalization of CNA report and issuing required guidelines for conducting capacity building
events;
4. Designing modules / manuals as per the identified capacity gaps;
5. Participate in piloting of the modules / manuals and making necessary correction / change in
the modules / manuals;
6. Monitoring capacity building events and suggest, if any modification is required in delivery
mechanism / methodology, capacity building approach or related aspects;
7. Document capacity building learning (in terms of adoption of practices by the farmers) and its
dissemination.

Table 51: Outputs, Role and Responsibilities

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Selection of DOA / PP / SO Selected 1. Training needs of KrushakSathis
KrushakSathis in ATMA KrushakSathis trained identified for capacity building;
consultation with PP / on climate resilient 2. Training modules / manuals
FIG / FPO agricultural practices / developed, as per the identified
Assessment of Training DOA / PP / SO project supported needs and finalized for adoption;
Needs ATMA technology transfer 3. No. of KrushakSathis trained on
Designing Training DOA / SPMU and deliver quality climate resilient agricultural
Module / Manual, pilot ATMA services as per the practices.
testing and finalization need of the farmers
Organizing inhouse and DOA / SO
Field Training ATMA
Refresher Course (if DOA / SO
required) ATMA

3.1.6 Interventions in Horticulture Production

Along with agriculture, the project will support horticultural activities in the project districts,
involving farmers of different land holdings and social strata who have been involved in horticulture
activities or intend to adopt horticulture crops. Promotion of climate resilient practices in horticulture
will be the cross-cutting area in the overall intervention. The project will facilitate in expansion of
area under horticultural crops, support mushroom cultivation to supplement income of marginal and
small farmers / share croppers / women farmers, reduction in cost of cultivation and promoting
organic farming through vermicomposting, promotion of water saving drip irrigation system,
encouraging protected cultivation for specific crops (floriculture), initiating appropriate post-harvest
management measures etc.

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[Link] Area Expansion Under Horticulture:

(Cost Table Reference: C1.1-C)

The objective of area expansion is to bring more area under horticultural crops, achieve sustainable
production for longer periods with the use of quality plant material and timely application of required
doses of fertilizer and other inputs along with adoption of recommended practices. This activity is to
be implemented in clusters in a contiguous area, instead of doing it in scattered and unplanned
manner. This approach will help in providing both backward and forward linkages and enable
Directorate of Horticulture to discharge effective extension services. Such approach will also help in
increasing yield and net return because of quality planting material and timely technical advisory,
moreover, bulk production also enables good market.

Horticulture crops will be promoted in project districts where that particular crop is predominantly
grown. The activity will be taken up as per the GOI / GOO guidelines. The activity will be taken up as
per the existing norms of Mission for Integrated Development of Horticulture (MIDH) GOI
guidelines.

Objective
The overall objective is to bring additional area under horticultural crops viz., high value vegetables
particularly cabbage, cauliflower, brinjal and bitter guard and floriculture(particularly the marigold)
with their improved varieties/hybrids and by adopting improved crop management practices. Further,
the intervention also ensures crop diversification from paddy to high value horticulture crops.

Rationale
Out of a total area covered under paddy during kharif season, upland paddy constitutes about 20% -
30% and medium land constitutes 40%. Some of these upland paddy areas and some medium land
under irrigated ayacuts may be suitably diversified for high value horticulture crops and vegetable
cultivation.

Depending on the financial capacities, farmers can be motivated for hybrid vegetable cultivation, and
floriculture to get higher income from unit area. Besides, vegetable cultivation also ensures nutritional
security at house hold level.

Beneficiary selection

1. Interested farmersin the command area and non-command area, whoever is interested to
cultivate horticulture crops, having assured irrigation facility in rabi season, power supply and
farm soil suitability will be selected;
2. Beneficiaries will be selected preferably from both command area and non-command area
within the tank village;
3. Beneficiary can be an owner, share cropper and those cultivating on leased-in mode;
4. Preference will be given to small and marginal farmers under SC/ST and women farmers
followed by small and marginal and women farmers of other than SC/ST category;

Horticulture crops selected for area expansion under the project are as mentioned below;

1. High value vegetable cultivation

2. Floriculture (Marigold & Tuberose)

Project Assistance

It is proposed to take up area expansion of horticulture crops with project assistance; Project will
support for input as per the existing norms followed by Department of Horticulture. Project share of
support differ with vegetables cultivation and marigold cultivation.

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Key guiding principles

1. Farmers from tank command and non-command area will be involved in area expansion
programme;
2. Project support will be available for all the farmers, involved in the process, irrespective of
their land holding in command and non-command area (village as the unit);
3. Beneficiary will be selected based on the suitability of farm soil, assured irrigation sources,
interest and capability of the farmers to maintain the plantation;
4. In selection of beneficiary, farmers from ST communities and women farmers are to be
preferably included;
5. Horticultural crops will be promoted in project districts where that particular crop is grown
predominantly;
6. Minimum area per block should be 5 ha for area expansion;
7. Maximum limit for each beneficiary is 4 ha under establishment of new gardens;
8. New clusters & new beneficiaries shall be selected under the activity as per area specific and
climate specific crops, preferably adjacent to the existing clusters;
9. Micro irrigation should be integrated for better survival of plantations.

Role and Responsibilities:

Community Organizations (PP / WUA / FPO):

1. Consultation and mobilizing farmers for area expansion activities;

2. Selection and finalization of interested farmers for area expansion;
3. Prepare a detail list of farmers and its submission to PD-ATMA / DDH;
4. Appraising PD-ATMA / DDH from time to time on progress and coverage of farmers;

PD-ATMA / DDH:

1. Review the list of farmers prepared and submitted by the CBOs (PP / WUA / FPO);
2. Consultation with the CBOs and selected farmers;
3. Orientation to the selected farmers (if found required);
4. Prepare detail plan for area expansion under horticultural crops on cluster approach;
5. Providing input and technical support as per the plan;
6. Periodic visit to the field by technical staff, guiding the farmers and assessing progress;
7. Documentation of learning and its dissemination.

DLPMT:

1. Periodic monitoring by the members of DLPMT to the farmer’s field;

2. Discussion with the farmer involved in area expansion activity;
3. Assess the package of practices adopted and its benefits;
4. Preparation of monitoring report and its sharing in DLPMT meeting and also with S-SPUs
and SPMU.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Periodic monitoring, including visit to the field of beneficiary farmer;

2. Consultation with farmers and PD-ATMA / DDH on progress;
3. Assess the benefits of the area expansion by consulting with the beneficiaries;
4. Document the learning lessons and dissemination.

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Table 52: Outputs and Responsibilities

Sub-Activities Responsibility Expected Indicators
Output
Primary Secondary
Consultation with DOH / PP/FPO / Area under  No. of horticultural clusters developed
farmers going on area ATMA FIG & SO different and additional area (in ha) planned for
expansion under horticultural coverage under horticulture.
horticultural crops crops increased,
Finalization of DOH / PP/FPO / fetching higher  No. of villages going for prioritized
clusters and no. of ATMA FIG & SO income to the vegetables/marigold;
farmers to be farmers.  No. of farmers with total area covered
involved under expansion plan.
Support to farmers DOH / PP/FPO /  No. of farmers supported under the
for area expansion ATMA FIG & SO project for area expansion
Orientation/Training DOH / PP/FPO /  No. of orientation/training programs
programs on new ATMA FIG & SO organized;
crops  No. of farmers participated / trained
in the orientation/training programs
Monitoring and DOH / DLPMT /  No. of farmers who have availed the
guidance ATMA SO benefit of technological knowhow for
horticultural crops and its
management / maintenance
Documentation DOH / SO  The process and learning cases
ATMA documented and shared widely for
improved adoption by other farmers
and increased area coverage.

[Link] Horticulture Investment for Vulnerable Group:

(Cost Table Reference: C1.3-C)

In order to improve the resilience of the poor holding families / vulnerable segment / women headed
households in the intervention area and equip them to adapt with the situation, the project will take up
certain horticultural activities that support their livelihood and improve their food security and
nutritional status.

Rationale
In order to strengthen the livelihoods of low income vulnerable weaker sections of the community,
project will take up horticulture-based livelihood activities,i.e., Backyard Nutritional Garden (Papaya,
Banana, Drumstick, K. lime, Guava, Yam) for food security and supplementing income, Lemon Grass
cultivation and / or its processing and Mushroom cultivation to get higher income. Such an initiative
also ensures nutritional security at house hold level.

Marginal farming community or landless households particularly women members of the selected
households in the village will be encouraged to take up Mushroom cultivation for income generation.
Mushrooms have high nutritive value and are high in antioxidants, hence, meet the nutritional needs
of the family. Odisha leads the country in terms of production of straw and oyster mushrooms for 10
months a year (February-November), involving poor farmers. Cultivation can be taken up as an
indoor and outdoor activity mostly by women entrepreneurs.

Beneficiary selection

1. The intervention will be takenup by households in the project villages, whether they are
landless or having cultivable land;

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2. Interested households with large backyards, having water facility, soil suitability and
interested in fruit tree planting in backyards or mushroom cultivation will be selected as
beneficiary;
3. Preference will be given to small and marginal farmers under SC/ST and women headed
households followed by small and marginal and women headed households of other than
SC/ST category;

Interventions: Horticulture activities planned to support low holding / vulnerable families are;

1. Backyard Nutritional Garden (Papaya, Banana, Drumstick, Klime, Guava, Yam)

cultivation
2. Lemon Grass Cultivation
3. Mushroom Cultivation (Production Unit)

Project Assistance
It is proposed to take up area expansion of horticulture crops with project assistance. Project will
support for input as per the existing norms followed by Department of Horticulture. Project share of
support differ with fruit crops for planting in backyards, lemongrass cultivation and establishing
mushroom production unit.

Key Guiding Principles

1. Low income group, marginalized households in the project village (village as the unit), as
identified during planning process can avail the project support on priority basis;
2. In nutritional garden promotion, beneficiary will be selected based on availability of suitable
patch of land, assured water sources, interest and capability of the households to maintain the
plantation;
3. In selection of beneficiary, farmers from ST communities and women farmers are to be
preferably included;
4. Women SHGs / Women SHG Producer Groups / Women SHG Federations will be given
priority for mushroom cultivation and Lemon Grass Cultivation;
5. Detail business plan will be prepared for each mushroom farming unit and lemon grass
cultivation along with cost benefit analysis;
6. The project will provide required forward and backward linkages in case of lemon grass
(cultivation, oil extraction, value addition and marketing) and mushroom cultivation;
7. Micro irrigation may be integrated for better survival of plantations, in accordance to the area
covered under backyard plantation / nutritional garden.

Role and Responsibilities:

Community Organizations (PP / WUA / FPO):

1. Community consultation and identification of vulnerable groups / households;

2. Selection and finalization of interested families / women members;
3. Prepare a detail list of households and its submission to PD-ATMA / DDH;
4. Appraising PD-ATMA / DDH from time to time on progress and coverage;

PD-ATMA / DDH:

1. Review the list of households prepared and submitted by the CBOs (PP / WUA / FPO);
2. Consultation with the CBOs and selected households;
3. Prepare detail plan for project support;

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4. Training / orientation to the selected households on activities (mushroom farming, lemon

grass cultivation and nutritional garden);
5. Prepare a business plan for mushroom farming and lemon grass cultivation / processing;
6. Providing input and technical support as per the plan;
7. Periodic visit to the field by technical staff, guiding the groups / households and assessing
progress;
8. Documentation of learning and its dissemination.

DLPMT:

1. Periodic monitoring by the members of DLPMT to the mushroom units / nutritional garden
etc.;
2. Discussion with the vulnerable groups / households involved in such activities;
3. Assess the benefits harvested by the beneficiary groups / households;
4. Preparation of monitoring report and its sharing in DLPMT meeting and also with S-SPUs
and SPMU.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Support PD-ATMA / DDH in preparation of business plan for mushroom units and lemon
grass farming / processing;
2. Periodic monitoring, including visit to the beneficiary groups / households and consultation
on benefits of such initiatives;
3. Consultation with PD-ATMA / DDH on progress and review of records;
4. Assess the economic benefit of the activities and return to the vulnerable groups / households;
5. Providing required guidance for improving the investment outcome;
6. Document the learning lessons and dissemination.

Table 53: Activity Output and Responsibilities

Sub-Activities Responsibility Expected Indicators
Output
Primary Secondary
Consultation with ATMA SO Increased  No. of horticultural clusters developed and
vulnerable, low income income of households selected for coverage under activity.
households landless
Finalization of clusters ATMA PP/FPO / households  No. of villages going for prioritized
and no. of households to FIG & SO / marginal vegetables/marigold;
be involved farmers.  No. of households with No. of fruit trees
planted/total area covered under lemon
grass/mushroom production units.
Support to households ATMA PP/FPO /  No. of households supported under the project for
for income generation FIG & SO fruit tree planting in back yards, lemon grass
activity cultivation and mushroom production units
Orientation/Training ATMA PP/FPO /  No. of orientation/training programs organized;
programs on new crops FIG & SO  No. of individuals participated / trained in the
including mushroom orientation/training programs
cultivation
Monitoring and ATMA SO  No. of farmers who have availed the benefit of
guidance technological knowhow for horticultural crops
and its management / maintenance
Documentation ATMA DLPMT  The process and learning cases documented and
shared widely for improved adoption by other
farmers and increased area coverage.

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[Link] Vermicompost:
(Cost Table Reference: WR-20 / C1.3-C; WR-20 / C 1.1-C)

In recent years, the methodology of waste management has shifted from conventional disposal
strategies such as burning, landfill etc. to conversion of waste into value added products.
Vermicomposting is one such process wherein, the earthworms consume organic waste and transform
it into more useful manure by grinding and digesting organic wastes with the help of aerobic and
anaerobic micro flora in their intestine. The gut enzymes play a dominant role in this process. The
total organic carbon is metabolized into CO2 and the leftover earthworm casting is called
‘vermicompost’, nutrient rich compost for soil application.

Raw material for vermicomposting: The quality of the manure depends on the quality of the waste
material. Almost all types of biologically degradable and decomposable organic waste such as animal
dung, agricultural waste, kitchen waste, waste from mushroom cultivation etc. are utilized in
vermicomposting.

Objectives

1. To convert organic waste in to useful manure for soil application;

2. To discourage the crop residue burning process as a means of organic waste management;
3. To enrich the soils and improve the soil health with compost application;
4. To reduce the cost of fertilizer application and support in INM / IPNM.

Benefits of Vermicomposting

1. Vermicomposting is compatible with sound environmental principles that value conservation

of resources and sustainable practices;
2. Vermicomposting is faster, produces fewer odours and produces a superior product;
3. Huge quantities of farm organic waste can be handled easily.
4. Soil gets all the essential nutrients;
5. Increases microorganism population in the soil;
6. Contains plant useful hormones and antibiotics;
7. Plants can resist pest attack to a higher degree;
8. It increases rate of germination, plant growth and crop yield;
9. Support in improving fruit quality
10. Compost when applied to soil increases soil’s water holding capacity;
11. Improves soil aeration

Beneficiary Selection

1. Farmers / beneficiaries within the project area including both command and non-command
farmers are to be selected as per the existing government selection norms /criteria;
2. Preference will be given to farmers of small and marginal households under SC/ST category
3. Beneficiary should have access to watering the vermicompost pits, as vermicomposting
requires frequent watering;
4. The beneficiary should able to provide sufficient quantity of raw material for
vermicomposting

Project Assistance

The project will support the intervention as per the existing norms of on-going program of
department.

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Role and Responsibilities:

Community Organizations (PP / WUA / FPO):

1. Community consultation and identification of beneficiary farmers;

2. Selection and finalization of interested farmers for vermicompost;
3. Prepare a detail list of farmers and its submission to PD-ATMA / DDH;
4. Appraising PD-ATMA / DDH from time to time on progress and coverage;

Support Organization:

The Support organization will support PD-ATMA / DDH and Community Organizations in the
following areas;

1. Assessment of use of vermicompost in the project area and farmers involved in producing
vermicompost;
2. Selection of farmers for project support for vermicompost unit along with PP /WUA / FPO;
3. Orientation / training of farmers on vermicomposting and its field application;
4. Periodic visit to the vermicompost units, consultation with farmers and assessing the benefits;
5. Submission of progress / output report to PD-ATMA / DDH

PD-ATMA / DDH:

1. Assessment of current production and use of vermicompost and farmers involvement;

2. Review the list of households prepared and submitted by the CBOs (PP / WUA / FPO) for
project support;
3. Consultation with the CBOs and selected farmers;
4. Prepare detail plan for project support;
5. Training / orientation to the selected farmers on vermicomposting methods;
6. Providing guidance / technical support as per the plan;
7. Periodic visit to the field by technical staff, guiding the farmers and assessing progress;
8. Documentation of learning and its dissemination.

DLPMT:

1. Periodic monitoring to vermicompost units and physical observation of its utilization;

2. Discussion with the beneficiary farmers involved in the activity;
3. Assess the benefits harvested by the beneficiary through vermicompost;
4. Preparing monitoring report and its sharing in DLPMT meeting and with S-SPUs and SPMU.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Periodic monitoring, including visit to the vermicompost units, consultation with farmer on
production, field application of vermicompost and economic / environmental benefits of
vermicompost;
2. Consultation with PD-ATMA / DDH on progress of the activities and review of records;
3. Assess the environmental and economic benefit of the activity and reduction in cost of inputs;
4. Providing required guidance for improving the investment outcome;
5. Document the learning lessons and dissemination.

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Table 54: Expected Output and Indicators

Sub-Activities Responsibility Expected Indicators
Output
Primary Secondary
Identification and PP / SO ATMA Improved No. of farmers selected for vermicompost
selection of farmers nutrient making;
Supporting farmers by ATMA PP / SO efficiency, No. of vermicompost units promoted;
constructing pits and reduced No. of farmers benefited
supply of worms negative
Training to farmers on ATMA PP / SO impact on No. of training/orientation programs
Vermicompost making soil health, conducted; No. of farmers participated in
and orientation of farmers and cost training/orientation program;
on vermicompost incurred by
application to field the farmers No. of farmers oriented on the application
towards of
Monitoring and guidance ATMA DLPMT fertilizer No. of farmers who have accessed required
reduced. technical support and guidance during
monitoring / supervision
Documentation ATMA DLPMT / Quantity of vermicompost generated;
SO
Benefits of application of vermicompost
documented and experiences shared with
other farmers.

[Link] Micro Irrigation (Drip / Sprinkler Irrigation)

(Cost Table Reference: C1.3-C)

It is established that use of micro irrigation improves water use efficiency for both surface and
groundwater resources. Also bring more area under irrigation and increase crop yields. The project
will promote such systems in the tanks / cascades on demand basis, following the existing government
norms. Promotion of micro irrigation system would be helpful to save water up to 50-70 percent
which can be utilised for irrigating more area and improve cropping intensity.

Objective

To improve water use efficiency, reduce wastage of water due to flood irrigation and increase the
irrigated area with the help of micro irrigation system.

Benefits of Drip Irrigation

1. Requires very low pressure;

2. Since irrigation is provided in the vicinity of the tubing installation, any weed seeds there do
not receive water and dies;
3. Since soil moisture is kept in control, soil erosion is reduced;
4. Targeted fertilizer is provided resulting in reduced use of fertilizer, reduced cost of input and
reduced loss of fertiliser;
5. Improvement in seed germination.

Beneficiary Selection

1. Both command and non-command farmers are eligible to access micro irrigation;
2. Every land holder, who is either an owner (or) a tenant farmer (with a lease Agreement for at
least 10 years) with a functional water source, either own or shared, in the project village;

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3. Project will give priority to small and marginal farmers, including women and ST farmers, for
the installation of micro irrigation system;
4. While selecting the block, minimum area per each block should be more than 10 Ha.

Project Assistance

The project will support the intervention as per the existing norms of on-going program of
department.

Key Guiding Principles

1. Project will not encourage drilling of additional borewells rather primary objective is to
improve the efficiency of existing borewells;
2. For shallow water table areas, the project may provide community borewells if the ground
water development status is below the recommended norm;
3. Project assistance will be as per government norms followed by the Agriculture / Horticulture
Directorate;
4. Pani Panchayath, with the support of the local SO, will identify the beneficiaries at the
cascade level and the list of the beneficiaries has to be verified by the department before
providing project assistance;
5. Micro irrigation will be promoted for field crops as well as for fruit and vegetable crops;
6. Operation and maintenance of micro irrigation system will be the sole responsibility of the
concerned farmer.
7. The beneficiary farmers will be trained on operation and maintenance of the micro irrigation
system;
8. The supplier of micro irrigation system will be contracted for providing on time services to
farmers, based on received complain.

Beneficiaries would be trained on the use of drip irrigation system and key precautionary measures to
be taken to ensure that the system functions properly. Specific aspects to be taken care of by the
beneficiaries for proper functioning of the drip are:

1. Protecting the tubes from harsh sun which can damage the tube;
2. Regular check of tubes as without proper filtering, mineral deposit tends to build up and clog
the tubes;
3. Maintaining and monitoring pressure as pipes and fittings can blowout during pressure
fluctuations. Pressure reducing valves are required to ensure water pressure is low enough to
avoid blowouts which cause dirt to enter lines.

Role and Responsibilities:

Community Organizations (PP / WUA / FPO):

1. Community consultation, awareness creation and identification of beneficiary farmers;

2. Selection and finalization of interested farmers for micro irrigation;
3. Prepare a detail list of farmers and its submission to PD-ATMA / DDH;
4. Appraising PD-ATMA / DDH from time to time on progress / area coverage under micro
irrigation;

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Support Organization:

The Support organization will support PD-ATMA / DDH and Community Organizations in the
following areas;

1. Assessment of use of micro irrigation in the project area, including area coverage;
2. Educating farmers on importance of micro irrigation and its benefits;
3. Selection of farmers for project support for micro irrigation;
4. Orientation / training of farmers on micro irrigation, its operation and maintenance;
5. Periodic visit to the field, consultation with farmers and assessing the benefits;
6. Submission of progress / output report to PD-ATMA / DDH as per requirement;

PD-ATMA / DDH:

1. Assessment of current application of micro irrigation, area coverage and crops under micro
irrigation and farmers adopting such practice;
2. Review the list of farmers, submitted by the CBOs (PP / WUA / FPO) for project support;
3. Consultation with the CBOs and selected farmers;
4. Prepare detail plan for project support;
5. Training / orientation to the selected farmers on micro irrigation, its operation & maintenance;
6. Providing guidance / technical support as per the plan;
7. Periodic visit to the field by technical staff, guiding the farmers and assessing progress;
8. Documentation of learning and its dissemination.

DLPMT:

1. Periodic monitoring / physical observation of the use of micro irrigation;

2. Discussion with the beneficiary farmers on current water use, increment in irrigated area etc.;
3. Assess the benefits harvested by the beneficiary through micro irrigation;
4. Preparing monitoring report and its sharing in DLPMT meeting and with S-SPUs and SPMU.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Periodic monitoring, including visit to the farmer’s field, consultation with farmer on micro
irrigation use, area under micro irrigation, increment in irrigated area etc.;
2. Consultation with PD-ATMA / DDH on progress of the activity and review of records;
3. Assess the environmental and economic benefit of the activity;
4. Providing required guidance for improving the investment outcomes;
5. Document the learning lessons and dissemination.

Table 55: Expected Output and Indicators; Micro Irrigation

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Identification of PP /SO ATMA Area coverage under No. of farmers supported with drip and
farmers drip and sprinkler sprinkler systems
irrigation systems
increased for
different crops,
Providing support ATMA - bringing improved No. of drip irrigation sets distributed
to farmers efficiency in water
use and more area Total area (in ha) covered under micro
under irrigation. irrigation
Training to farmers ATMA SO No. of farmers / beneficiaries trained on micro
on drip / sprinkler irrigation system operation and management
& water use

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Sub-Activities Responsibility Expected Output Indicators

Primary Secondary
efficiency
Procurement & ATMA Farmer / Additional area (in ha) put to irrigation due to
installation of Agency improved water use efficiency
micro irrigation
systems
Monitoring water ATMA DLPMT/ SO Quantum of water saved through micro
use efficiency irrigation.
periodically

[Link] Protected Cultivation

(Cost Table Reference: C1.3-C)

Protected cultivation practices can be defined as a cropping technique wherein the micro climate
surrounding the plant body is controlled partially or fully as per the requirement of the crop grown
during their period of growth. Looking at the increasing population, climate variability, decreasing
land holdings, increasing pressure on natural resources, i.e., land, water and high demand of quality
horticultural fresh produce warrants to shift towards modern technologies of crop production like
protected cultivation. Promotion of protected cultivation will certainly help in creation of self-
employment for unemployed educated youths. Protected cultivation not only provides high water and
nutrient use efficiency but also improves the quality, increases productivity and favourable market
price to the growers. Protective cultivation enables the farmers to fetch a good income in off-seasons.
Further, it is safe to raise vegetable nursery for off season vegetable/flower production under
protective cultivation, especially under adverse weather conditions. In this context, it is proposed to
promote protected cultivation in a big way. Among the various protected cultivation techniques, it is
proposed to promote poly houses / green houses and shade net cultivation techniques.

The project will promote protected cultivation in a big way in the project villages. Bamboo Poly
greenhouse Max. size 300 sqm-25x12 for mushroom cultivation, seedling raising & vegetable
cultivation. Cultivation in poly houses is expected to result in higher germination, more yields and
fetch competitive price. Poly house culture enables to get high quality produce in summer season/off
season cultivation of vegetables under these structures.

Beneficiary Selection Criteria

1. Farmers / beneficiaries are to be selected as per the existing government selection norms /
criteria;
2. The beneficiaries must have land on his/her name to avail the project assistance;
3. PPs will identify such beneficiaries and project support will be routed through PPs / WUAs;
4. The farmer should have provision for irrigation;
5. Farmers having land in command and non-command area in the project villages will be
eligible for project assistance;
6. Project will give priority to small and marginal farmers, including women and tribal farmers;
7. Land being used by the farmers, taken under share-in or leased-in agreement cannot be
proposed for poly house structures

Project Assistance
The project will support the intervention as per the existing norms of on-going program of
department(Bamboo Poly greenhouse Max. size 300 sqm-25*12).

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Implementation Process

1. Pani Panchayath, with the support of the SO / implementing entity, will identify the
beneficiaries at the tank / cascade level and the list of beneficiaries has to be verified by the
department before providing project assistance;
2. The identified beneficiary has to apply to the department, through PP, for assistance in the
prescribed format, along with certified copies of all land-related documents;
3. The beneficiaries must have land on his/her name to avail project assistance. Land being used
by the farmers under share-in or leased-in agreement, cannot be proposed for shed net / poly
house structures. The selected beneficiary has to submit a copy of the ROR and other related
documents that confirm that the land is in his / her name
4. Inclusive strategy will be adopted where marginal and small farmers, women farmers and
farmers from SC/ST community are included as beneficiaries. Existing assistance norm for
farmers of such categories (SC, ST, women farmers) will be applicable for rendering project
support;
5. Project assistance will be credited directly to the bank a/c of the beneficiary, based on the
work progress, as assessed by PP / dept. staff;
6. The beneficiary can procure goods / items from the agencies empanelled with the department;
7. Required technical support for the installation of poly house / shed net will be provided by the
concerned supply agency with the technical guidance of the department;
8. The assistance will be on a one time and non-refundable basis;
9. Any household that has availed of poly house / shade net / similar structure for protective
cultivation under any other scheme of the government, will not be eligible for this benefit;
10. Maintenance of the structure will be the responsibility of the farmer / beneficiary.

Role and Responsibilities:

Community Organizations (PP / WUA / FPO):

1. Community consultation, awareness creation and identification of beneficiary farmers;

2. Selection and finalization of interested farmers for poly house structures, as per the criteria;
3. Prepare a detail list of farmers and its submission to PD-ATMA / DDH;
4. Appraising PD-ATMA / DDH from time to time on progress;

Support Organization:

The Support organization will support PD-ATMA / DDH and Community Organizations in the
following areas;

1. Assessment of current status of protected cultivation in the project area;

2. Educating farmers on importance of protected cultivation and its benefits;
3. Selection of farmers for project support for installation of poly house;
4. Orientation / training of farmers on protected cultivation and maintenance of the structure;
5. Periodic visit to the field, consultation with farmers and assessing the benefits;
6. Submission of progress / output report to PD-ATMA / DDH as per requirement;

PD-ATMA / DDH:

1. Assessment of current scenario of protected cultivation in the project area;

2. Review the list of farmers, submitted by the CBOs (PP / WUA / FPO) for project support;
3. Consultation with the CBOs and selected farmers;
4. Prepare detail plan for project support;

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5. Training / orientation to the selected farmers on protected cultivation methods;

6. Providing guidance / technical support as per the plan;
7. Periodic visit to the field by technical staff, guiding the farmers and assessing progress;
8. Documentation of learning and its dissemination.

DLPMT:

1. Periodic monitoring / physical observation of the protected cultivation structures and its use;
2. Discussion with the beneficiary farmers on crops grown, farming practices etc.;
3. Assess the benefits of protected farming system;
4. Preparing monitoring report and its sharing in DLPMT meeting and with S-SPUs and SPMU.

Sub-SPU and SPMU (PD-OIIPCRA):

1. Periodic monitoring, including visit to the farmer’s field, consultation with farmer on
protected farming system, crops grown, production and productivity etc.;
2. Consultation with PD-ATMA / DDH on progress of the activity and review of records;
3. Assess the economic benefit of the activity (economic gain of the beneficiary);
4. Providing required guidance for improving the investment outcomes;
5. Document the learning lessons and dissemination.

[Link] Capacity Building

(Cost Table Reference: C1.1-D)

[Link].1 Capacity Need Assessment:

Capacity Need Assessment (CNA) will be done for the farmers of different categories before
preparing the capacity building plan. Based on the identified needs, training modules will be designed
in local language (Odia) and validated / piloted before full scale execution. If there is any existing
training modules (OCTMP Project), it may be examined contextually and if required, suitable
modification can be made as per the project requirement. The capacity gaps identified will be
addressed through in-house and field trainings. The required training modules and manuals will be
developed by the concerned department in consultation with SPMU on different thematic areas to
impart training to the farmers / farmers organisations. The department will prepare an annual training
calendar for different categories of participants. The training calendar will be prepared in advance and
will be discussed and finalised with the SPMU. Training programs will be arranged within and
outside the state.

[Link].2 Capacity Building Training:

Trainings will be organized by the department along with Support Organization (SO), engaged by the
project to facilitate overall execution of the project. The department will depute expert resource
persons to impart trainings. In case of requirement, training will be imparted by experienced, learned
and trained resource persons, drawn from other agencies, Govt. and private institutions /
organizations, practitioners etc. The resource persons would be selected well in advance and informed
about the theme, objectives, and contents to be discussed with the participants in the training
session/s. A training session plan / training window would be prepared to keep the training well
organized and covering all the themes that are planned for discussion.

Apart from training and exposure, the farmers will be provided with hand holding support for
effective execution of different project activities. The hand holding support will be rendered primarily
by the department personnel along with SO and officials / experts from the SPMU associated in the
implementation of the project. Apart from this, different technical agencies such as SAU (OUAT),
ATMA, KVKs, and national level institutions may be invited from time to time to support the farmers
on different aspects like crop water budgeting, crop planning, ground water management etc.

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Key Guiding Principles

1. Conducting Capacity Need Assessment (CNA) of farmers and staff periodically;

2. Capacity building design and plan would be prepared based on the CNA findings;
3. Training to farmers will be taken up, at the local level (village / GP / Block);
4. Farmers Training Centre, established under the project, will be utilized for imparting training;
5. Trainings will be organized in different batches;
6. Capacity building on climate resilient technologies and horticulture enterprise promotion will
be focused, as per the identified needs;
7. Necessary training modules / manuals / IEC materials would be designed and circulated to
farmers / staff;
8. As a part of capacity building, field demonstrations and in-situ guidance will be provided
along with exposure to some of the demonstration sites.

Table 56: Expected Output and Indicators; Capacity Building

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Conducting CNA ATMA S-SPU / Improved quality of Key capacity building areas
SPMU services rendered by identified for farmers and officials /
staff / officials / experts staff of horticulture dept.;
with better skill and
knowledge base, Detailed capacity building plan
benefitting the farmers, prepared based on the needs
and leading the identified by farmer / staff;
Development of ATMA S-SPU / interventions towards Separate training modules / manuals
training modules / SPMU realization of the developed for farmers and officials /
manuals / learning objectives. staff;
materials
Improved knowledge The developed materials translated
base and understanding into the local language for better
of the farmers promoted; understanding of the farmers
Organization of ATMA S-SPU / No. and days of trainings organized;
training / SPMU Higher adoption rate of No. of farmers and officials / staff
workshops climate resilient trained
Follow-up and ATMA S-SPU / technologies and No. of refresher trainings organized
organizing SPMU practices. and no. of farmers and staff who
refresher, if have availed of refresher course
required
Documenting ATMA S-SPU / Use of learning is documented and
application of SPMU shared.
learning

[Link].3 Exposure Visit

Apart from training, exposure visits will be organized for the progressive / selected farmers during the
life of the project for their learning and replication of climate resilient technologies. Exposure visits
can be arranged inside and outside the state.

For better education of the farmers, exposure visits will be organized from time to time for selected
and progressive farmers. The areas of exposure would be primarily on the practices that have been
taken towards improving resilience in agriculture sector to climate variability. Different initiatives
taken at the state and national level to promote climate resilience and climate smart agricultural
practices will be identified, prior to exposure visits.

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Key guiding principles

1. Selection and finalization of exposure sites that have demonstrated climate resilient
agricultural practices / initiatives;
2. Farmers would be selected from the project area who are willing to adopt climate resilient
agricultural practices;
3. Farmers would be selected from different holding and social categories for exposure.
Inclusive criteria will be followed in the selection process of farmers for exposure;
4. No farmer would avail repeated exposure, for both inter-state and intra-state exposure visits,
excluding cases where department and PP feel that it is relevant for selected farmer/s to avail
repeated exposure benefit;
5. Sharing of learning by the farmers, who were exposed to different climate resilient
agricultural initiatives, with PP / other farmers after the visit;
6. Periodic monitoring on adoption of climate resilient agricultural practices by those farmers
who have availed of the benefit of exposure and extension of required guidance.

Table 57: Expected Output and Indicators; Exposure Visits

Sub-Activities Responsibility Expected Indicators
Output
Primary Secondary
Selection and ATMA DLTMT& Farmers gained No. of sites with demonstrated
finalization of SO improved climate resilient agricultural practices
exposure sites knowledge on identified and finalized
(inter- and climate resilient
intra- state) agricultural
Selection of PP/FPO/ ATMA practices, and No. of progressive farmers willing to
farmers for FIG their capability adopt climate resilient agricultural
exposure &SO enhanced for practices are selected for inter-state
adoption and and intra-state exposure visit
Consultations ATMA PP/FPO/FI replication of Importance of exposure and key
with farmers G&SO such practices. learning aspects from the exposure is
discussed with the farmers
Organizing ATMA SO No. of exposure visits organized and
exposure visits no. of farmers who have availed of
the learning
Sharing Farmers PP/FPO/FI No. of village level meetings
exposure G &SO organized to share the learning
learning with experience with other farmers of the
PP/ other PP / WUA / village
farmers
Monitoring ATMA DLPMT / Adoption of learnings from the
SPMU / S- exposure is monitored periodically
SPU and appropriate action taken based on
monitoring findings.

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Table 58: Proposed Interventions under Sub-Component

SN Focused Area Proposed Interventions Expected Output / Outcome
Indicators
A Interventions in Agriculture Production
A.1 Preparation of Consultancy for preparation of IIAP No. of IIAPs prepared / No. of districts
Integrated Irrigation having IIAP;
and Agriculture Plan
(IIAP)

A.2 Crop Diversification 1. Demonstration of Climate 1. Crops and varieties selected for
& Demonstration Resilient Crop Varieties demonstration;
2. Aerobic Rice Demonstration 2. Rice varieties selected for
3. Integrated farming System (IFS) SRI/DSR demonstration;
4. Inter cropping / Bund plantation 3. No. of IFS models selected for
5. Demonstration on cropping demonstration;
systems 4. No of crops selected for INM/IPM;
6. Demonstration for diversification 5. No. of demonstrations conducted
of ID crops and area (in ha.) covered under
7. (In the above-mentioned demonstration of different
demonstrations viz demo of technologies and practices;
Intercropping and demo of 6. No. of farmers involved in
cropping systems, ID crops (Low demonstration by their holding
water requiring crops like categories, sex, and social
pulses/oil seeds/vegetables are category;
called ID crops) will be taken up 7. No. of tribal farmers involved in
as intercrop/in upland kharif/rice demonstrations;
fallow in Rabi. 8. Expenditure incurred in promoting
8. Integrated crop management the activity.
(INM/IPM)

A.3 Promotion of Solar Pump Sets 1. No of solar pump sets distributed /

Environmentally installed;
Sustainable Practices 2. No. of farmers benefited by sex,
holding category and social group;
3. Area covered under irrigation using
solar pumps;
4. Expenditure incurred in
implementation of the activity.
Organic Waste Converter 1. No. of organic waste converters
distributed;
2. No. of farmers (by sex, holding
category and social group)
benefited;
3. No. of FPO / PP / Entrepreneur
associated with;
4. Quantity of compost produced
periodically / seasonally;
5. No. of farmers benefited with
training and awareness programs;
6. Expenditure incurred in
implementation of the activity.
Moisture Meter 1. No. of moisture meters distributed;
2. No. of farmers (by sex, holding
category and social group)
benefited;
3. Water use efficiency / irrigation
efficiency attended;
4. No. of farmers benefited with
training and awareness programs;

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SN Focused Area Proposed Interventions Expected Output / Outcome

Indicators
5. Expenditure incurred in
implementation of the activity.
Farm Guard 1. No. of farm guards installed;
2. No. of farmers benefited by sex,
holding category and social group;
3. Acreage area covered (ha);
4. No. of farmers benefited with
training and awareness programs;
5. Reduction in pest attack / cost
incurred towards pest management;
6. Expenditure incurred in promoting
the activity.

A.4 Capacity Building Farmer Field school (FFS) 1. No. of Farmer Field Schools
organized
2. No. of farmers (by sex, social
group & holding categories)
participated in FFS
3. Expenditure incurred
Farmers training on climate resilient 1. No. of training programs
practices organized;
2. No. of farmers (by sex, social
group & holding categories)
trained on climate resilient
practices;
3. No. of farmers adopted the
practices on field due to capacity
building inputs;
4. Expenditure incurred in training /
capacity building.
Module development for Agri 1. Capacity need assessment
Entrepreneur training and extension conducted and capacity building
service providers needs identified;
2. No. of need based modules
developed and finalized for
execution during training / capacity
building.
Training to Agri-Entrepreneur 1. No. of identified Agri
entrepreneurs trained;
2. No. of Agri entrepreneurs reported
managing their business profitably.
Training of KrushakSathis 1. No. of training programs organized
2. No. of KrushakSathis trained on
agricultural / horticultural aspects;
3. Improvement in facilitation and
service delivery ability of the
KrushakSathisExpenditure
incurred in training

B Interventions in Horticulture Production

B.1 Area Expansion Hybrid Vegetable Cultivation 1. Area covered under hybrid
Under Horticulture vegetable cultivation (in ha);
2. Types of vegetables cultivated
(Nos);
3. No. of farmers (by sex, social
group and holding category)
benefited with hybrid vegetable

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SN Focused Area Proposed Interventions Expected Output / Outcome

Indicators
cultivation;
4. Average per farmer income from
hybrid vegetable cultivation;
5. Expenditure incurred in
implementation of the activity.
Floriculture (Marigold) 1. Area covered under Marigold
cultivation (in ha);
2. Marigold variety cultivated;
3. No. of farmers (by sex, social
group and holding category)
benefited from Marigold
cultivation;
4. Average per farmer income from
floriculture;
5. Expenditure incurred in
implementation of the activity.
B.2 Horticulture Backyard Nutritional Garden (Papaya, 1. No. of seedlings distributed for
Investment for Banana, Drumstick, K. lime, Guava, backyard plantation / gardening
Vulnerable Group Yam) (per identified family);
2. No. of households (by social group
and holding category) benefited
from backyard nutrition garden;
3. Average per household income
from nutritional garden;
4. Expenditure incurred in
implementation of the activity.
Lemon Grass Cultivation 1. Area covered under lemon grass
cultivation (in ha);
2. No. of farmers (by sex, social
group and holding category)
benefited;
3. Average per farmer income from
lemon grass cultivation;
4. Expenditure incurred in
implementing the activity
Mushroom Cultivation (Production 1. No. of mushroom production units
Unit) promoted;
2. No. of mushroom entrepreneurs /
groups covered under mushroom
cultivation;
3. Average per household / group
income from mushroom
cultivation;
4. Expenditure incurred in promoting
mushroom cultivation.
B.3 Soil Health Vermicompost Pit 1. No. of vermicompost units
Management promoted;
2. No. of farmers (by social group
and holding category) benefited;
3. Quantum of production of vermi
compost;
4. Reduction in quantum of synthetic
fertilizer application and cost
incurred;
5. Expenditure incurred in promoting
the activity.
B.4 Promoting Micro Drip Irrigation 1. No. of drip irrigation sets

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SN Focused Area Proposed Interventions Expected Output / Outcome

Indicators
Irrigation distributed;
2. Area by crop covered under micro
irrigation systems (in ha);
3. No. of farmers (by social group
and holding category) availed of
micro irrigation system;
4. Growth in irrigation efficiency and
crop water productivity;
5. Expenditure incurred in promoting
micro-irrigation system.
B.5 Protected Cultivation Poly green House 1. No. of poly-green houses installed;
- 2. No. of farmers (by social group
and holding category) practicing
protected cultivation;
3. Area covered under protecting
cultivation;
4. Crops taken up in protected
cultivation, crop specific
production and productivity;
5. Average seasonal / annual income
from protected cultivation;
6. Expenditure incurred in promoting
protected cultivation
B.6 Capacity Building Training and Exposure of Farmers 1. No. of training and exposure visits
and Training organized
2. No. of farmers (by sex, social
group and holding category)
trained / exposed to different
initiatives at the state and national
level;
3. Expenditure incurred towards
capacity building

3.2 Sub-Component 1.2: Fishery

3.2.1 Introduction

The State of Odisha, with 480 km long coastline, is one of the major maritime States in the country,
offering vast scope for development of inland, brackish water and marine fisheries. Freshwater
resources of the State are estimated to be 6.76 lakh ha comprising 1.25 lakh ha of tanks/ponds, 2 lakh
ha of reservoirs, 1.80 lakh ha of lakes, swamps &jheels and 1.71 lakh hectares of rivers and canals.
The State’s brackish water resources are of the order of 4.18 lakh ha with a breakup of 0.79 lakh ha of
Chilika Lake, 2.98 lakh ha of estuaries, 32,587 ha of brackish water area and 8,100 ha of backwaters.

The total fish production of the State in 2013-14 was 4, 13,000 tonnes. The overall increase in fish
production during the past five years from 2007-08 to 2012-13 was in the order of 63,660 tonnes, with
an annual growth rate of about 3 percent. While the fish production from the inland fisheries
(Freshwater and brackish water) resources has increased from 2, 18,716 tonnes to 2, 94,000 tonnes,
the marine fish production declined from 1, 30,767 tonnes to 1, 20,000 tonnes during the
corresponding period. However, the per capita fish consumption in the State is showing an increasing
trend from 8.70 Kg. during 2004-05 to 13.49 Kg. during 2016-17.

Contribution of Odisha to the present level of marine products exported from the country is about 2.5
percent in terms of quantity and 4.8 percent in terms of value. For developing inland fisheries, the

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Department of Fisheries has 106 fish farms, out of which 27 are fish breeding farms with hatcheries
and the private sector has 89 fish breeding farms. Presently there are 108 fish seed hatcheries in
Odisha with the designed capacity for producing around 70 crore fries. The average productivity of
the reservoirs in the State was around 9.3 kg per ha as compared to the national average of 15 kg/ha.
As a result of application of appropriate management measures such as continuous stocking of
advanced fingerlings based on the provisions as contained in the State Reservoir Fisheries Policy
notified in the year 2012, the productivity of the reservoirs has increased to 93 kg/ha. (in intervention
reservoirs).

Freshwater aquaculture in the State is being promoted through district level Fish Farmers
Development Agencies (FFDAs). These FFDAs have so far brought under scientific fish farming in
62,167 ha in 30 districts with an average fish productivity of 2.13 tonnes/ha. Out of the total potential
brackish water area of 38,575 ha, 32,587 ha has been found suitable for brackish water aquaculture.
So far, 16,387 ha brackish water area has been developed, of which 10,174 ha has been brought under
shrimp culture. The shrimp production during 2012-13 was 13,227 tonnes at the rate of 1,300
kg/ha/yr. There are 14 shrimp hatcheries with an installed annual capacity of 50.5 crore post larvae
and about 73 percent (36.7 crore) of the total installed capacity is produced every year.

There are 3,878 fishermen villages of which 813 are marine and 3,065 are in-land. The total fishermen
population in Odisha is 14,80,704 comprising 6,05,514 (CMFRI census 2010) are marine fishermen
and the remaining 8,75,190 are inland fishermen. There are about 1,69,000 active marine and about
1,89,000 inland fishermen. The number of active fishermen cooperatives in the State is 638 (78
marine and 560 inland) with a total membership of 99,294 (19,651 marine and 79,643 in-land, source:
CMFRI Census 2010).

3.2.2 Vision for Fishery Sector

The vision of fishery sector as per Odisha Fisheries Policy, 2015 is “to be a pioneer in aquaculture
development & fisheries extension for ensuring food security, livelihood, welfare of fishers and
employment generation”.

Mission for Fishery Sector

1. Sustainable development of inland, coastal and marine capture and culture fisheries are
promoted so as to attain self-sufficiency in fish production for domestic consumption and
development of seafood industry.
2. Contribution of the fisheries sector to food, nutritional and livelihood security of the people of
the State of Odisha and our nation is enhanced.
3. A balanced approach to fisheries management based on sound ecological, economic and
precautionary principles is promoted to ensure that fish populations remain viable, productive
and accessible to future generations.
4. An efficient value-chain and an organized and secure marketing/ supply system/ chain for fish
and fishery products is created so as to protect the producers’ and consumers’ interest and to
augment marine products export and foreign exchange earnings to the State of Odisha.
5. Infrastructure facilities for aquaculture clusters and for landing and berthing of fishing crafts
are augmented.
6. Public–private partnership and community participation for developing, managing,
conserving and sharing the fishery resources, is promoted for the benefit of our society.
7. Human resource base for fisheries management and development is created through capacity
building.

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3.2.3 Key areas of the Fisheries Policy, 2015

Inland Fisheries

Realistic Resource Assessment: For sustainable management of capture and culture fisheries in the
inland water bodies a reliable assessment of inland resources, including the small water bodies, will
be undertaken through a detailed survey using Remote Sensing and Geographic Information System
(GIS).

Capture Fisheries: The policy looks at (i) Appropriate measures for developing, propagating,
conserving and protecting riverine and other open water fisheries in general and threatened fish
species in particular, including; (a) Fishing in the open flowing waters will be rationalized
appropriately. Use of destructive types of fishing and obstruction of naturally flowing waters by fixed/
stake nets, which is detrimental for migration and natural propagation of fish, will be prohibited; (b)
Improvement of river fish genetic resources through river ranching and (c) Restoration of the
degraded river systems and initiation of appropriate conservation measures; and (ii) Promoting co-
management of the resources by effective involvement of the local community in a cohesive manner
with a view to ensure sustainable livelihood of the fishers.

Culture Based Fisheries in Lakes/ Reservoirs:

1. Open water bodies such as Minor Irrigation Projects (MIPs), Kata, irrigation tanks,
percolation tanks and reservoirs will be brought under the fold of culture-based fisheries;
2. Emphasis will be given for Cage/ Pen culture in reservoirs wherever feasible;
3. Reservoir fisheries management and development and enforcement of regulation of fishing in
reservoirs, will be in line with the provisions contained in the Odisha State Reservoir
Fisheries Policy 2012 notified by the Government of Odisha;
4. Efforts will be made to create live storage of reservoirs by developing tanks in between the
areas of Full Reservoir level (FRL) and Dead storage level (DSL) for fish culture;
5. Special efforts shall be made for clearance of dead tree stumps and other submerged
substrates from the reservoir bed;
6. Preference shall be given to register Primary Fishermen Cooperative Societies (PFCS) or
authorized Self-Help Groups (SHGs) or Pani Panchayat of that reservoir for leasing of the
fishing rights of reservoirs at base price. 25% of reservoirs under the control of Fisheries
Department including those which are mismanaged by the fisheries cooperatives could be
considered for leasing to private entrepreneurs for commercial pisciculture by auctioning;
7. Regular stock enhancement programs shall be taken up in selected reservoirs for enhancing
the reservoir fish productivity and production. To accomplish this, steps shall be taken to
create basic infrastructure facilities in the reservoir sites such as captive hatcheries, nurseries,
fry/ advance fingerling raising centers, fish landing and handling sheds, ice plants, etc.;
8. Government shall take suitable measures to bring the unused/ derelict water bodies like
swamps, waterlogged areas, canals, dead rivers etc into the fold of extensive pisciculture to
increase fish production in the State.

Aquaculture in Tanks and Ponds:

1. Best practices being followed in the country for increasing the fish production, particularly
from aquaculture to be adopted wherever suitable, in the State for the purpose of doubling of
fish production in the next 5 years;
2. Aquaculture shall be developed in a sustainable manner for enhanced production, increased
income, employment generation, nutritional and livelihood security;

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3. Minor Irrigation Projects (MIP) below 40 ha water area/ Gram Panchayat (GP)/ Revenue
tanks shall be uniformly leased for a period of not less than five years for pisciculture.
Suitable norms for leasing of these water bodies may be prescribed in consultation with the
Department of Fisheries;
4. Aquaculture production will be promoted through vertical and horizontal expansion by
following scientific and eco-friendly methods. Special attention shall be given to small-scale
aquaculture by helping them in improving their aquaculture practices through the provision of
extension services and capacity building for entrepreneurship development through training;
5. For improving and stabilizing farm productivity and income of the rural poor, integrated
farming, rice-fish diversified farming, fish culture in watershed ponds or water harvesting
structures, and backyard/household ponds, will be promoted;
6. Government shall incentivize/ subsidize farmers/ entrepreneurs to develop waterlogged areas/
Tampara (Ganjam district)/ dead rivers of government/ private ownership into fish ponds
which are now lying unused and unproductive;
7. Recirculatory aquaculture production systems shall be promoted as highly intensive farming
practices in urban and sub-urban oriented aquaculture for high value fish species;
8. Cluster approach (Aquaculture Estates) shall be encouraged which will help in promoting
entrepreneurship and in improving the technical design of the farms, 10 common
infrastructure provisions, effective control on pollution hazards, easy and single window
clearance for issue of licenses and registration;
9. Commercial aquaculture will be promoted for attracting entrepreneurs in fishery sector in the
State;
10. Demonstration projects will be taken up to popularize the latest and advanced fish seed
production & fish culture technologies among the aqua-culturists;
11. Adoption of good aquaculture practices are recommended for increasing production,
productivity, and returns as well as for ensuring sustainability at the production and
environmental levels;
12. Organic farming will be promoted for attracting niche market;
13. Aqua-clinics/ Aqua-shops/ Aqua-business Centres will be set up at selected locations
providing subsidy, which are essential areas of intervention for disease surveillance and
supporting promotion of aquaculture and employment generation;
14. Clusters will be created in Govt/ Pvt. land and leased out on long term to fish farmers for
commercial aquaculture;
15. Convergence of various developmental programs such as ATMA, Watershed Mission,
OCTMP, MGNREGS, NMSA, RKVY, RIDF, Externally Aided Projects etc. will be
considered for promotion of aquaculture in the State;

Fish Seed Production and Certification

1. The Government will augment the existing capacity of the fish seed hatcheries to meet the
widening gap between the demand and supply of fish fry/ fingerlings. The existing single
species fish seed hatcheries in the public sector will be converted into multi-species fish seed
hatcheries as a measure of diversifying aquaculture covering a wide range of freshwater fish
species;
2. A need-based assessment on the fish/ scampi seed requirement will be made and
establishment of fish/ scampi hatcheries both in the public and private sector will be
encouraged on an as-is need basis. While doing so, Cluster Approach (CA) on PPP mode will
be supported by allocating specific areas for fingerling production with suitable infrastructure,
where the private sector, fisheries cooperatives and SHGs could work jointly;
3. Fish seed certification norms and fish seed hatchery registration based on the Govt. of India’s
guidelines issued during 2010, shall be formulated and implemented for checking the quality
of fish seed produced within the State and those imported from other States. Fish seed
producers/ hatchery owners and One-stop Aqua Shops in the state will be duly registered and

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accredited for ensuring free movement of disease free and quality fish/ scampi brood stock,
seed and other inputs and implements within and/ or from outside the state;
4. Quarantine measures will be introduced wherever necessary and enforced for Trans boundary
import of any seed, feed and ornamental fish species.

3.2.4 Intervention Approach

The project intends to have anopportunistic approach, in terms of fishery promotion in the project
tanks within a basin / sub-basin. The project approach to intervene in demonstrating end to end
solution, i.e., from quality fishseed production to market linkage where capacity building will be a
cross cutting in all the project activities. Based on the feasibility of the tanks in the cascade, project
will focus on seed production augmentation of inland species, improvement of existing hatcheries,
fish production and management support and facilitating marketing of the produce by providing
facilities to the fishermen folk. The Primary Fishermen Cooperative Societies (PFCSs) will be the
vehicle for the implementation of the project framed activities where fishers and entrepreneurs related
to fishery activities will be the direct beneficiaries. The sub-component will support in strengthening
PFCSs in project districts to carry out fishery activities.

3.2.5 Key Guiding Principle

Intervention in fishery sector will adhere to the fishery policy of the State of Odisha, 2015. The
project will focus on intervening in those areas that are essential for the sector growth and feasible for
implementation at the tank / cascade level. Along with this, for the overall sector growth, the project
will focus on infrastructure development for fishery promotion, in general, in the project districts. Key
principles for fishery sector promotion are:

1. Increasing the income of fishers by utilizing project tanks / water bodies within the cascade;
2. Propagation of scientific fish farming technologies among the fishers for improved
production;
3. Fishermen’s Cooperatives as the primary stakeholder of the sector intervention; in the
absence of Fishermen Cooperatives, self-help groups will be encouraged;
4. Strengthening pure line fish seed production and supply chain management to make it
available to fishers;
5. Demonstrating intensive and semi-intensive fish farming in the ponds in the project area for
higher return to the fishers;
6. Strengthening post-harvest management through infrastructure and support to fishers; and
7. Support to selected Fishermen Cooperatives and Government Institutions for fishery-based
enterprise.

Fishery Intervention Framework

SN Project Activities Y1 Y2 Y3 Y4 Y5 Y6
1 Completion infrastructure activities to support the implementation
key project activities
1.1 Modernizing Fish Hatchery - at Chiplima, Kathphal and
BhanjanagarbyOPDC
1.2 Portable Carp Hatchery - at 30 locations in the project area by CIFA
1.3 Pure line breeding: Germ Plasm improvement programme by OPDC in
1 selected hatchery location in the project area
1.4 Fish Seed transportation system - 3 Nos of seed transportation vans
with carrier crates at Chiplima, Kathphal and Bhanjanagar by OPDC
1.5 Establishment of Mini Fish Feed Mill by OPDC
1.6 Provision of fish feed for seed production (OPDC)
2 Fish Production
2.1 Tank Culture of IMC(Indian major carps) - MI: to be implemented by
CIFA / CIFRI / OPDC / and other ICAR Institutes like IIWM

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SN Project Activities Y1 Y2 Y3 Y4 Y5 Y6
2.2 Polyculture with Mola / Scampi in selected MI tanks along with IMC
covering 100 Ha of the tank by CIFA / OPDC
2.3 Gift Tilapia Culture to be demonstrated in select areas by OPDC
2.4 Demonstration of Pangassius culture in select tanks in the project area
by OPDC
2.5 Demonstration of climate resilient aqua - culture production models
byCoF,OUAT
2.6 Demonstration of cage culture in 1 MI tank by CIFRI / and other ICAR
Institutes like IIWM
2.7 Stocking of self-replicating species by OPDC
2.8 Demonstration of Integrated Farming system by CoF - Including
Duckery in 16 select tanks
2.9 Strengthening Women Fisher SHG through promotion of Ornamental
Fish Culture through FNGOs / Central Institute of Women in
Agriculture
2.10 Net Barricading by CIFA / CIFRI / OPDC / and other ICAR Institutes
like IIWM
2.11 Disease Diagnostic Centre (by CoF)
3 Processingand Value Addition
3.1 Supply of ice Boxes by FISHCOPFED (50Lt., 100 Lt. & 200 Lt.)
3.2 Establishment of fish processing unit (one) in selected location for
value added products (Eg. Filleting, Pickle making, Cutlrt making etc.)
- through CIFT / CIWA / FISHCOPFED and any other identified CBOs
/ NGOs / Agencies
3.3 Strengthening Value chain infrastructure - Hygienic fish / fish product
transportation - through CIFT / CIWA / FISHCOPFED and any other
identified CBOs / NGOs / Agencies
3.4 Strengthening Marketing Infrastructure-modernization of 2 model
kiosks for fish and fish product retailing in PPP mode - through CIFT /
CIWA / FISHCOPFED and any other identified CBOs / NGOs /
Agencies
3.5 Market study (by Consulting Agencies through SPMU, OIIPCRA)
4 Capacity Building
4.1 Intensive / Semi-intensive fish farming (PFCS)
4.2 Scientific Aquaculture Management (PFCS)
4.3 Value Addition / Processing / Marketing (PFCS)
4.4 Exposure of Women SHG on Processing & Marketing

5 Support to Fish Tanks in Extra Water Spread Area Created through

Rehabilitation (based on assessment and planning)

3.2.6 Fish Seed Production

(Cost Table Reference: C1.2-A)

[Link] Modernization and Upgradation of Hatcheries

The fish seed production capacity of the State, at present, is limited. There is scope for increasing
their capacity to produce more spawn and rear spawn up to fry. The existing government fish seed
farms, based on the area available for expansion and water supply position will be utilized for
enhanced seed production. They will be modernized by renovating existing Chinese hatcheries,
improvising nursery area and water supply arrangements etc. Regarding civil works, the fisheries
engineering division of Directorate of Fisheries will prepare the estimates, call for tenders and execute
the works under the technical supervision of the District Fisheries Officer. The materials required will
be procured as per the project procurement guidelines. The project assistance will be 100% to
modernize 3 hatcheries.

The focus would be on developing the hatcheries for selected species, since they are climate resilient
(they can be less susceptible to climatic abnormalities) and can fetch a better return to the fishers. The
modernization of hatcheries would be done to maintain quality of the seed and increase production.

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This will help in increasing the harvest and hence will give a boost to the income by ensuring assured
supply.

Table 59: Modernization & Upgradation of Hatcheries

Activities / Sub-Activities Responsibility Outputs& Indicators
Primary Secondary
Establishment, Modernization and upgradation of Hatcheries
Finalization of Govt. fish seed DOF SPMU A list of 3 Govt. fish seed
farms for modernization / farms finalized for upgradation
upgradation / modernization
Civil work estimation / DOF DOF Detail plan is prepared for
designing / layout planning improvement of 22 fish seed
farms
Construction (civil work) Contractor DOF&DLPMT Construction works taken up
as per the plan and estimates.
Technical monitoring and DOF DoF Works completed as per the
supervision ATMA schedule and estimated cost.
DLPMT
Supply of seeds to fishermen DOF PD-ATMA The fishermen and their
cooperatives / fishers S-SPU / SPMU cooperatives avail good quality
seeds

[Link] Portable Community Fish Hatcheries

The project will facilitate in establishing community fish hatcheries in 30 feasible locations with the
involvement of local community / fishermen / fisherwomen cooperatives to support aquaculture. The
focus would be on developing the hatcheries for selected species of Indian Major Carp (IMC).
Promotion of portable community fish hatcheries would be done to make available fry / spawn at the
locality, reduce external dependency, maintain quality of the seed and increase production. This will
help in increasing the harvest and hence will give a boost to the income by ensuring assured supply.
These community fish hatcheries may also be linked to other fishermen / fisherwomen cooperatives
for supply of fry / spawn and will operate as a viable business venture.

[Link] Pure-line Breeding of Inland Species

Genetically improved varieties of fish are propagated to overcome the problem of inbreeding of the
fish in the same area and to increase the productivity. At national level, the pure line breed fish are
produced in brood banks set up by the National Fisheries Development Board and it will be multiplied
at the state level by state governments. Pure line breeding is used to “fasten” desirable traits in a
breed.

Tilapia is an exotic species of fish imported from Africa. Pond culture is the most popular method of
growing Tilapia. One advantage is that the fish are able to utilize natural foods. Management of
Tilapia ponds ranges from extensive systems, using only organic or inorganic fertilizers, to intensive
systems using high-protein feed, aeration, and water exchange. Tilapia is suitable for culture due to
faster growth rate, amenable for culture in ponds, cages and for its high productivity levels and as
GIFT Tilapia seed is available with Rajiv Gandhi Centre for Aquaculture (RGCA). Advance
production and processing technology will be imparted to fish farmers in association with
ICARInstitutions such as Central Inland Capture Fisheries Research Institute (CIFRI), Central
Institute of Freshwater Aquaculture (CIFA), Central Institute of Fisheries Technology (CIFT) and the
College of Fisheries in Odisha.

Seed of Amur carp, an improved variety of Common Carp is available which can be accessed from
CIFA, Bhubaneswar or from West Bengal and Andhra Pradesh. Care would be taken to sensitize the
farmers on the Brood Stock development through Best Management Practices (BMP).

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Four suitable government fish seed farms are selected to establish brood banks for GIFT Tilapia,
Pangassius, Jayanthi Rohu and Amur Carp. As per the guidelines, minimum area of the fish seed farm
should be 2 ha and capable of producing 100 lakh fries. Hatchery will include brooder pond,
nurseries, rearing tanks, small laboratory, water and electric supply as per requirement. Hatchery will
be under direct management of state government and would be managed by qualified staff. Fish seed
(spawn) produced will be supplied to Fish Seed Farmers (FSFs).

1. Seed will be procurement from different sources, including out of state in case of
requirement;
2. Civil work estimation / designing / layout planning will be done at the district level;
3. Technical monitoring and supervision with the support of district level officials of the
fisheries directorate;
4. Supply of seeds to fishermen cooperatives / fishers as per their need / requirement;

Table 60: Pure Line Breeding of Inland Species

Activities / Sub-Activities Responsibility Outputs& Indicators
Primary Secondary
Establishing Brood bank with Captive Hatchery for pure line breeding
Seed procurement from OPDC DOF / Seeds of improved variety procured for
different sources, including SPMU further nurturing.
out of state
Civil work estimation / OPDC DOF Detail plan is prepared for improvement
designing / layout planning of fish seed farms
Construction (civil work) OPDC DOF Construction works taken up as per the
plan and estimates.
Technical monitoring and OPDC DOF Works completed as per the schedule and
supervision estimated cost.
Supply of seeds to fishermen OPDC DOF Brood bank supply pure line quality seed
cooperatives / fishers to hatcheries. The fishermen and their
cooperatives avail good quality seeds

[Link] Fish Seed Transportation System

Fish farming, to a large extent, depends on the supply of quality fish seeds. Effective transportation of
fish seed from the source to the tanks / ponds become essential with minimum stress. Transportation
of seeds also depends upon the techniques adopted in their conditioning, packing and transport. For
the transportation of fish seeds from the modernised fish hatcheries of Chiplima, Kathphal and
Bhanjanagar to places of demand (nurseries / tanks / ponds), the project will support in providing
three fish seed transportation vans with carrier crates. This will help to reduce transportation related
mortality with the adoption of suitable measures.

[Link] Provision of Fish Feed to the Breeding Farms of OPDC

With the objective of producing quality feed seed, it is essential to provide high protein content feeds
to the brood stock. The present feeding pattern of OPDC breeding firms will be supported with good
quality brood fish feed developed by CIFA having desired protein level. In return, this will result in
good quality fish seed production for the project which inturn will enhance the fish production.

[Link] Disease Diagnostic Centre (by CoF)

A good harvest depends upon the healthiness of the fishes and water bodies. Loss dues to diseases in
fish impact the fishers in terms of less return on investment. Hence, growthof fish in a healthy and
disease-free aquatic environment is of paramount importance in aquaculture and fisheries. For the
purpose, monitoring of fish health over a period of time is essential so that required measures can be
taken at the time of need to safeguard the health of fish in these water bodies. In this regard, the

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project will support in strengthening disease diagnostic centre of College of Fisheries in terms of
providing required instruments and strengthening infrastructural facilities. The disease diagnostic
centre, after enhancement of its capacity, will able to cater to the disease surveillance needs of the fish
tanks taken up under the project. The college of fisheries at Rangailunda, Berhampur, Ganjam district
will be supported to strengthen its disease surveillance capacity. Key activities that will be taken up
are (1) soil and water analysis of water bodies taken up for pisciculture under the project, (2)
diagnosis of fish samples, (3) advisory services to fishers and their cooperatives on scientific health
management, and (4) capacity building of fish farmers / fishers cooperatives on fish health
management.

3.2.7 Enhance Fish Production

(Cost Table Reference: C1.2-C)

[Link] Demonstration of Cage Culture

Cage culture is an innovative technology which helps in better control of the external parameters in
the culture period. But the limitation factor is maintenance of required depth of water during the
period of culture. Cage units (one battery of 24cages) will be setup in the project area tanks to
demonstrate fish production in cages. The fishermen will be trained before commencing the activity in
the tank. It will be planned, designed, constructed and managed under the supervision of concerned
Fisheries Officer. The cages will be designed and prepared by CIFRI, using locally available materials
to reduce the cost. The materials will be procured as per the project procurement guidelines. The
services of concerned support organization will be utilized for better participation of fishers. The cage
culture will be promoted in a small scale with the assistance of the project.

Table 61: Promotion of Cage Culture

Activities / Sub-Activities Responsibility Outputs& Indicators
Promotion of Cage Culture Primary Secondary
Identification and finalization CIFRI DOF Tanks identified and finalized for
of suitable tanks for cage S-SPU taking up cage culture for fish
culture PFCS / SO / production
PP / FPO /
WSHG
Establishment of Cages CIFRI DOF 24 cages established in suitable tanks
(planning, designing, Technical for seed rearing
construction) Agency
PFCS
Training of fishermen and CIFRI DOF Fishermen and their cooperatives
their cooperatives on use of Technical trained on cage culture for seed
cage for seed production Agency rearing
SO
Monitoring and technical CIFRI DOF Availability of technical and hand
support DLPMT / holding support to fishers / their
SPMU cooperatives

[Link] Establishment of Feed Production Units (Mini Fish Feed Mills)

Feed is a significant cost in fishery sector operations and play an important role in the successful
production of fish. The genetically improved varieties require specially formulated fish feed for
higher productivity. Small fish feed mills of 1-5 quintal / day capacity would be established using
locally available ingredients. They aim at better Food Conversion Ratio (FCR) using improved
formula which could be operated easily by the beneficiaries after sensitizing them in fish nutrition
technology. The established units will be operated by the beneficiaries / selected fishermen
cooperatives in a revenue model. The interested fishermen cooperative/s will be supported with 90.0

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percent cost of the unit. The small size fish feed units will be established as production supportive
venture by encouraging youth/ technocrats with project assistance (90% of the unit cost). The project
will support in establishing such units with a capacity of 1 to 5 quintals per day per unit.

1. Beneficiaries will be selected by the Dept. based on criteria fixed by the Dept.;
2. Persons availed similar benefit earlier under any other scheme will be excluded;
3. The beneficiary will submit a bankable business plan to avail project support;
4. Beneficiaries will contribute 10.0 percent of the unit cost;
5. An agreement will be signed with the beneficiary to cater to the feed requirement of the
fishers of the project area on priority basis;
6. Project support will be one time for each unit;
7. Feed production unit will be established by the beneficiary;
8. Activity benefits will be monitored and learning lessons will be documented.
Table 62: Establishment of Feed Production Unit
Activity/Sub-Activity Responsibility Outputs& Indicators
Primary Secondary
Establishment of Fish Feed Production Units (Feed Mills)
Inviting application from OPDC PD- Applications invited from interested
interested private bodies with ATMA beneficiaries, review and finalization of
detail business plan (DPR) submitted applications for project
support. Beneficiaries selected for
project assistance.
Mobilization of contribution Fishermen DOF Selected persons give their contribution
(10.0 percent of total cost) Cooperative SO to access project benefits
/ SO / PP /
FPO /
WSHG
Project support to the selected OPDC DOF Project assistance provided, as per the
private body (90.0 percent) norm, to the beneficiaries who
contributed their share and their business
plan (DPR) found to be viable.
Technical guidance for fish OPDC DOF Required technical guidance rendered
feed production unit regarding fish feed production,
composition of the feed, ingredients etc.
Benefit monitoring (benefit to OPDC DOF Benefit of the feed mill to the fishers,
the project) DLPMT profitability of the venture and
operational challenges assessed through
periodic monitoring and required
measures initiated accordingly.

3.2.8 Post-Harvest and Market Linkage

(Cost Table Reference: C1.2-D)

Post-harvest management, strengthening marketing channels and remunerative linkages are important
components in Aquaculture. The produce has to be properly preserved and to be taken to market
without spoilage. The project will facilitate in improving supply chain and value chain of the fish
through different measures. The activities to be taken up for post-harvest management are as follows:

Salient Features

1. Fishers from fishermen cooperative societies will be given priority, if he/she fulfils the benefit
accessing criteria;
2. Interested entity has to submit a detail bankable business plan for accessing project support;

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3. The entrepreneur / beneficiary has to bear part of the overall cost of the venture;

[Link] Supply of Ice Box to Fishermen

The fishermen do not own any transport facility for transporting their catch or ice box for keeping the
catch fresh and hygienic. While project will support the fishers with boat for improved catch, cycle
with ice box will be provided for better transportation and keeping fish fresh for meeting consumer
requirement. These assets will be given to the fishersindividually or to their cooperatives, whichever
is feasible. For improving the market access and efficiency, 6,000 units of cycle with ice box will be
provided in 12 project districts. Each unit will consist of a bicycle and an ice box. The project will
support 90.0 percent of the total cost (through PFCS) and remaining 10.0 percent will be the
beneficiary contribution. The materials will be procured at the district level. The asset will be given to
those who pay 10% of the unit cost as beneficiary contribution and not availed such assistance
previously.

Table 63: Supply of Bicycle and Ice Box to Fishers

Activities / Sub-Activities Responsibility Outputs& Indicators
Primary Secondary
Selection of fishers / their FISHCOPFED PFCS/ SO / Fishers requiring such support
cooperatives PP / FPO / are identified.
WSHG
Collection of 10.0 percent Fishermen DOF Beneficiary contribution
contribution Cooperative SO collected to avail the project
support.
Supplying Ice Box unit FISHCOPFED DOF Project assistance provided to the
selected fishers who contributed
their share.

[Link] Establishment of Fish Processing Units

Nearly 90% of the inland fish produced is marketed without any processing. There is good demand
for fish fillets of fish like Pangassius. There is good scope for export of processed fish products. In
order to improve the fish value chain, the project will support in establishing 1 mini-processing unit
(capacity of 100 kg per day) in suitable locations, having required communication facility for primary
processing of fish. The unit will be equipped with chilling rooms, fish processing and washing tables,
backup generator and administrative offices. This would help in maintaining hygienic conditions and
decrease the post-harvest losses. Any fishermen cooperative, interested in establishing mini fish
processing units will be supported under the project. The project assistance will be limited to 90.0
percent of the total cost of the unit.

1. Beneficiaries will be selected by the Dept. based on criteria fixed by the Dept.;
2. Persons availed similar benefit earlier under any other scheme will be excluded;
3. The beneficiary will submit a bankable business plan to avail project support;
4. Beneficiaries will contribute 10.0 percent of the unit cost;
5. An agreement will be signed with the beneficiary to cater to the need of fishers of the project
area, including fish purchase / collection from the project area;
6. Project support will be one time for each unit;
7. Processing unit will be established by the beneficiary;
8. Activity benefits will be monitored and learning lessons will be documented.

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Table 64: Establishing Mini Fish Processing Unit

Activity/Sub-Activity Responsibility Outputs& Indicators
Primary Secondary
Inviting application from CIFT DOF Applications invited from interested
interested private bodies with beneficiaries, review and finalization of
business plan / DPR; Review submitted applications for project
and finalization of business plan support. Beneficiaries selected for
project support.
Mobilization of contribution CIFT SO/ PP / Selected persons give their contribution
(10.0 percent of total cost) FPO / to access project benefits.
WSHG
Project support to the selected CIFT DOF Project assistance provided, as per the
applicant (90.0 percent) norm, to the beneficiaries who
contributed their share and their business
plan (DPR) found to be viable.
Technical guidance for CIFT DOF Required technical guidance rendered
operation of fish processing regarding water collection, periodicity of
plant sample collection, its testing etc.
Benefit monitoring (benefit to CIFT DOF Benefit of the unit, profitability of the
the project) SO venture and operational challenges
assessed through periodic monitoring
and required measures initiated
accordingly.

[Link] Promoting of Fish Vending Kiosks / Mobile Kiosks

The consumers have good awareness that fish is highly nutritious. But the fish is not being marketed
in hygienic conditions and consumer travel long distances to get fish. For improved marketing, the
project will promote kiosks / mobile kiosks. The interested beneficiary has to submit a self-contained
Detailed Project Report (DPR) with full justification and technical details of kiosk/ mobile kiosk.
They have to provide documentary evidence of availability of required land free from encumbrances
for stationary kiosk. The documentary evidence is required for financial resources, necessary
clearances/ permissions etc. The project will not provide any support for purchasing land or taking it
on lease basis. The interested beneficiary has to deposit his/her contribution upfront to access project
support. The beneficiary has to give an undertaking and ensure that the kiosk/ mobile kiosk will be
used for sale of fish and fish products. It is planned to establish 2 kiosks/ mobile kiosks with the
support of the project. Each interested and selected beneficiary will be supported with 90.0 percent of
the unit cost for establishing kiosk. The beneficiary will be trained in hygienic handling of fish and
women will be preferred. The beneficiary has to ensure kiosk/ mobile kiosk is used for sale of fish and
fish products.

1. Beneficiaries will be selected by the Dept. based on criteria fixed by the Dept.;
2. Persons availed similar benefit earlier under any other scheme will be excluded;
3. The beneficiary will submit a bankable business plan to avail project support;
4. Beneficiaries will contribute 10.0 percent of the unit cost;
5. An agreement will be signed with the beneficiary to use of kiosk primarily for fish selling;
6. Project support will be one time for each unit;
7. Kiosks will be established by the beneficiary;
8. Activity benefits will be monitored and learning lessons will be documented.

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Table 65: Fish Vending Kiosks / Mobile Kiosks

SN Activity/Sub- Responsibility Outputs& Indicators
Activity
Primary Secondary
1 Inviting application FISHCOPFED DOF Applications invited from interested
with business plan SO / PP / entrepreneurs, review and finalization of
/DPR FPO / submitted applications for project support.
WSHG 2 entrepreneurs selected for the Kiosks
based on their business plan and other
parameters.
2 Mobilization of FISHCOPFED DOF Selected persons give their contribution to
beneficiary SO access project benefits
contribution (10.0
percent of total cost)
3 Project support to FISHCOPFED SO Project assistance provided, as per the
the selected private norm, to the persons who contributed
body (90.0 percent) their share and their business plan (DPR)
found to be viable.
4 Training of the FISHCOPFED DOF Persons assisted under the project were
entrepreneur on SO trained on handling and management
hygienic handling
5 Benefit monitoring FISHCOPFED DOF Benefit of the kiosks, profitability of the
venture and operational challenges
assessed through periodic monitoring and
required measures initiated accordingly.

3.2.9 Capacity Building

(Cost Table Reference: WR-20 / C1.2-E)

[Link] Skill Upgradation / Capacity Building

Required skill upgradation and capacity building measures will be taken for the department officials
and other stakeholders for technology promotion and its adoption of best practices in fishery. The
capacity building measures will be taken up separately in phases for different stakeholders with 100.0
percent project assistance. A total of about 3,500 persons will be trained / skilled during the project
period.

1. Assessment of capacity requirement / training need assessment of different stakeholders;

2. Designing skill development trainings / capacity building training based on the identified
capacity needs;
3. Developing training modules / manuals, involving external resource agencies, if required;
4. Piloting of Training modules / manuals and adoption for conducting capacity building
trainings;
5. Involvement of resource agencies for imparting training / skill development, in case of
requirement;
6. Encouraging field level training with demonstration / practical learning sessions, apart from
in-house classes;
7. Follow-up and organizing refresher trainings, if so required;
8. Reporting and documentation of trainings (reports, photographs and video);
9. Monitoring the application of acquired technology / skill / knowledge base;
10. Documentation of learning cases (where capacity building measures translated in to action).

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Table 66: Capacity Building of Fishers

Activity/Sub-Activity Responsibility Outputs& Indicators
Primary Secondary
Capacity Need FISHCOPFED SPMU Capacity building needs of different
Assessment SO stakeholders, including department
officials identified
Designing Capacity FISHCOPFED S-SPU / A detail capacity building plan is
Building Plan SPMU prepared by stakeholder typology with
Fishery content and session plan.
Institutions
Designing / preparing FISHCOPFED S-SPU / Different training modules / manuals
training module / manual SPMU prepared, course curriculum for different
/ course materials / course Fishery trainings designed.
curriculum Institutions
Pilot testing of the FISHCOPFED S-SPU / All training modules / manuals pilot
training materials SPMU tested, required changes made and
Fishery finalized before imparting training.
Institutions
Organizing training for FISHCOPFED Fishery Trainings organized in a phased manner,
fishers and their Institutions using the training modules / manuals.
cooperatives in a phased SO
manner, covering all
activities
Training report / FISHCOPFED Fishery Detail training process, key training
documentation Institutions inputs etc. are documented for future
SO reference.
Training follow-up FISHCOPFED Fishery Follow-up of use of training inputs by the
(refresher training if so Institutions fishers / cooperatives and organization of
required) refresher training on key aspects.

[Link] Exposure Visit

Exposure visits will be organized for the progressive fishers, entrepreneurs and officials / experts of
facilitating agency to best practice sites at the international level. This will help them in understanding
the best practices adopted by fish farmers in different areas, getting a perspective of the problems
faced in those areas and how to tackle them. This exposure will help in acquiring knowledge base and
replicating in their locality, based on contextual relevance. Exposure visits will be organized in a
phased manner to different locations overseas.

Table 67: Exposure Visits

Activity/Sub-Activity Responsibility Outputs& Indicators
Primary Secondary
Finalizing theme / area of FISHCOP DOF Areas of learning like semi-intensive fish
exposure FED PFCS farming, cage culture, pen culture etc.
finalized for exposure and learning
Finalizing place of visit FISHCOP S-SPU Places that demonstrated good / learning
(overseas locations for FED SPMU practices finalized for exposure
learning)
Organizing exposure FISHCOP DOF Exposure visits organized as per schedule
FED in different batches, involving fishers and
their cooperatives
Monitoring use of learning / FISHCOP DOF Use of learning from exposure by fishers and
replication of learning FED DLPMT their cooperatives monitored from time to
SO time and guided as per the requirement.

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[Link] Studies / Impact Assessment

Different studies will be conducted during the project period to understand the project progress and its
benefits to the fisher folk. An Impact Assessment Study will also be conducted to assess the overall
impact of the project initiatives in terms of improving fish production / productivity, income of fishers
and allied sub-components. The studies, including impact assessment would be conducted by an
external agencyselected by the SPMU and guided by the Project Director, OIIPCRA.

[Link] Market Study

In order to understand the current market mechanism for selling of in-land fish species and market
demand of value-added fish products, the project will conduct a market survey with the support of a
consulting agency / technical institution. The objectives of market assessment are as follows. The
findings of the market assessment will be referred in promoting fish-based value-added products and
strengthening market linkage of fresh, semi-process and processed fish-based products.

1. Developing understanding on demand and supply scenario of inland fish species (selected
species) in Odisha and identify critical gaps in fish supply and value chain;
2. To find out the demand, supply and existing gap in neighbouring states of Andhra Pradesh,
Chhattisgarh, Jharkhand, West Bengal,North Eastern states and other potential states in the
country for live, iced and dry fish;
3. To identify potential buyers for fresh and dry fish keeping in mind the bigger markets in the
country and export potential;
4. Identifying and suggesting options for processing, packaging and branding of identified
species considering the market demand;
5. Identifying markets for inland fish species in the OIIPCRAimplemented districts and identify
existing buyers (traders, exporters & processors);
6. Identify capacity needs of fisher folk to produce marketable products

[Link] Support to Fish Tanks in Extra Water Spread Area

Feasible tanks, in project districts having required water spread area will be taken up for pisciculture,
involving local Primary Fishermen Cooperative Societies. A detail plan will be prepared for each such
tanks by the district level officials of concerned department with the support of SO and
FISHCOPFEDand the local PFCS will be supported to improve fishery activities in these tanks. This
activity will also support in strengthening PFCS in feasible tanks, so identified under the project.

3.3 Sub-Component 1.3: Support to Diversification & Produce Marketing

3.3.1 Introduction

In order to minimise the crop loss and better price realisation by farmers, it is important to go for post-
harvest management, agri-business promotion and market linkage of produces. This sub-component
will enhance (1) post-harvest management and minimise the post-harvest losses, (2) value addition of
agricultural and horticultural commodities, and (3) improving market access by bringing in producers
and consumers closer for locally produced goods. Market access will be facilitated under the
component by enhancing market penetration and developing alternate marketing channels through
value added products. The project will utilize the FPOs, wherever feasible, as the platform at cluster
of villages, or at an appropriate level. This component will help the farmers to realise a greater return
to their products through value chain improvement and supply chain management. The project will
take up different measures, based on the requirement of the farmers, to improve the value chain of
agricultural and horticultural crops in different project locations. The project interventions will
provide the primary producers and agri-entrepreneurs a remunerative return.

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3.3.2 Objectives

The overall objective is to improve post-harvest management and access to market. Objectively, it
looks at enhancing income of the farmers / small holders and reduce price risks through forward
market linkages and backward support systems, value addition of farm produce by creation of
required infrastructure, facility and services. For improved market access and value addition of the
commodities, Farmer Producer Organizations (FPOs) and Agri Entrepreneurs (AEs) will be
associated in suitable cases.

The specific objectives are;

1. To improve market linkage through collectivization and product aggregation;

2. To improve return to farmers and its organisation (FPO) through value addition and storage;
3. To improve accessibility of farmer’s collectives to agribusiness services;
4. To strengthen post-harvest management and supply chain through infrastructures, facility and
services.

3.3.3 Project Approach

1. Project shall develop model investment plan for the project district (facilitated by ABSOs to
be engaged by the project) addressing the gaps in infrastructure/market/technology/input
supply based on the diagnostic study/value chain assessment of identified commodities;
2. For the promotion of agribusiness activities for efficient produce marketing and making it a
profitable venture for the marginal and small farmers, the project will strengthen farmer’s
markets / Krushak Bazar7 in strategic locations. It will be helpful to the farmers to sell their
products directly in the market, minimizing intermediary association;
3. For improved post-harvest management, emphasis shall be given for establishment of
integrated pack houses and low-cost storage structures for project supported / other identified
commodities;
4. Farmer Producer Organisations FPOs and interested agri-entrepreneurs shall be encouraged
for association in agribusiness activities, based on their potential;
5. The FPO / PP / AE etc. to be involved in the post-harvest management and agribusiness
activities should be assessed and will be selected based on the assessment findings;
6. For promotion of collective actions in input, production, aggregation, value addition and
marketing, FPOs shall be strengthened through capacity building, business plan development
and productive investment linkages.
7. For strengthening and improving access to market, the regulated and private markets will be
tied up with national market through e-NAM. It will help the farmers to sell their produce at
the national level with a remunerative price. The project will facilitate in establishing and
strengthening necessary infrastructural requirements in the selected markets for accessing
national level markets.
8. Market information, more particularly the commodity specific price of different markets will
be made available to the farmers / FPOs periodically. It will help the farmers / FPOs / traders
etc. to sell their produce in a better price. It will minimize the distress sale of the
commodities.
9. For strengthening farmer Consumer market linkage, effective buyer-seller meets shall be
organized every year in the project districts.

7Under 12-point initiative programme, Krushak Bazar (Farmers Market) were set up to help farmers to their produce directly
to the consumer as like in some other state where call it APNI Mandi, Rayatu Bazar etc. Around 43 krushak bazars ware
established in the State at different location under some of the RMCs in the state with basic infrastructure facilities out of
which 32 are functional. Steps are being taken to activate all the Krushak Bazar (Source: OSAMB).

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10. The project will follow Mission on Integrated Development of Horticulture (MIDH)
guidelines / National Horticulture Mission (NHM) guidelines in providing assistance to the
entrepreneurs (AEs / PP / FPO etc.) and designing the infrastructures and facilities for post-
harvest management / value addition.

3.3.4 Project Interventions

To achieve the objectives of the sub-component, the project will take up different agri-business
promotion activities and sub-activities in project districts, covering all tank command villages and
nearby villages. The project will intervene in the areas (processing unit, marketing infrastructure,
aggregation centres, packaging units etc.), identified during the assessment, to improve the economic
condition of the small producers / producer groups in an integrated manner.

3.3.5 Engagement of Agribusiness Support Organisation (ABSO):

(Cost Table Reference: C 1.3-A)

The project will engage one Agribusiness Support Organisations (ABSOs) at the State level with
outreach to project districts to facilitate agribusiness activities. The ABSO will facilitate, coordination
and manage agribusiness activities of all the project districts based on the market potential of different
commodities. The ABSOs will be selected, following below mentioned criteria.

1. The agency must be having a minimum of 10 years of experience in facilitating / executing

agribusiness activities, including business plan preparation, establishing forward and
backward linkages, establishing market linkages with national and state level markets, value
chain assessment and product specific value chain promotion;
2. Should not have been black listed by any Department of Government of India or Government
of Odisha;
3. Having requisite human resources, including experts in agribusiness, agri-enterprise
promotion and marketing;
4. Experience of working in the project State (Odisha);
5. Experience of production of specific agricultural/ horticultural commodities and in
establishing market linkage of agricultural/ horticultural commodities in PPP mode;
6. Experience in market linkage of agricultural commodities through e-market gateways;
7. Demonstrated ability in promotion of producer groups, management of producer groups and
business linkage of producer groups;
8. Should have experience of working with more than 3 World Bank funded projects;
9. Public entities, private sector agencies and reputed multinational companies having national
working experience can also apply;
10. The agency must have worked at least in three Indian States for agribusiness promotion and
agri marketing;
11. Should have a turnover of at least Rs 2.00 crores (Two crores) in three preceding years
(should furnish three years audited statement of accounts);

Key Roles of ABSO:

Under the scope of the project, the ABSOs will perform following role;

District Level Functions of ABSO:

1. Development of model investment plan for the district addressing the gaps in
infrastructure/market/technology/input supply based on the diagnostic study/value chain
assessment of identified commodities i.e. (i) Pulses (Green gram, Black gram), (ii) Oil Seeds
(Groundnut), (iii) Millets (Finger millet), (iv) Vegetables, and (v) Flowers (Marigold);

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2. Providing guidance to FPOs / PP / agri-entrepreneurs on regular basis on post-harvest

management, supply chain management and value addition;
3. Establishing market linkage with state and national markets for different agricultural /
horticultural commodities;
4. Tracking market price of different commodities and support in linking with remunerative
markets;
5. Support FPO / PP / entrepreneurs in building their capacity and management of agribusiness
infrastructures;
6. Coordinate with the FPO / PP / entrepreneurs and buyers at the state and national level for
supply chain management / supply of agricultural commodities / value added commodities;
7. Assist in preparation of business plans, market linkage, credit linkage and technology linkage;
8. Organize buyer-seller interface on periodic basis, involving the FPOs / PP / entrepreneurs and
buyers from state and national level;
9. The agri-business expert stationed at SO level, will execute agribusiness promotion, agri-
entrepreneurship development and related activities in active collaboration and coordination
with PD-ATMA (district level) and FIAC (block level);
10. Facilitate dissemination of price forecast information to farmers.

State Level Functions of ABSO:

1. Prepare assessment guidelines / value chain assessment frame for project supported and other
potential commodities for value addition and market linkage;
2. Facilitate / prepare model investment plan for the project districts, based on the assessment;
3. Support in selection of AEs, their training and monitoring their business performance;
4. Coordinate with state and district level institutions on agribusiness and value chain
promotion;
5. Undertaking action research, identifying critical gaps and taking measures to bridge the gaps;
6. Organize buyer-seller interface on periodic basis, involving the FPOs / PP / agri-entrepreneurs
and buyers from state and national level;
7. Tracking market price of different commodities and support in linking with remunerative
markets;
8. Facilitate E-NAM linkage of farmers / FPOs with OSAMB;
9. Working in close coordination with SPMU, State Agriculture University, Directorate of
Agriculture, Directorate of Horticulture, Register of Cooperatives, OSAM Board and other
project executing entities.

Key Guiding Principles

1. The project will hire the services of suitable Agribusiness Support Organization (ABSO)
based on the specified eligibility criteria and as per the need of promoting agri-enterprise /
agribusiness activities;
2. The ABSO will be placed at the state / district level and responsible for agribusiness
promotion and agri-enterprise support;
3. The ABSO will work in collaboration with FPO / FIG / PP / SHG and agri-entrepreneurs and
will provide technical and managerial support, as per the needs;
4. The ABSO will engage experienced personnel to ensure the realisation of the objective of
agri-enterprise promotion;
5. Activities related to agribusiness promotion will be taken up by the ABSO, such as
conducting diagnostic study, value chain assessment of identified commodities in the project
districts, developing model investment plan for the district addressing the gaps in
infrastructure / market / technology / input supply based on the diagnostic study /value chain
assessment of identified commodities, development of business plans for FPO / FIG /
producer groups / agri-entrepreneurs, facilitate in organizing buyer-seller interface on periodic

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basis, involving the FPOs / PP / entrepreneurs and buyers; establishing forward linkages with
potential buyers, business houses, exporters etc.; and facilitate and promote agri-enterprise in
project districts, including providing hand holding support.

Role and Responsibilities of PD-OIIPCRA (SPMU):

1. Preparation of detail Terms of Reference (TOR) for the ABSO in consultation with project
executing departments;
2. Advertising and completion of bidding process as per the project procurement guidelines;
3. Discuss with the selected ABSO on project expectations and detail timeline for agribusiness
promotion in project districts;
4. Periodic monitoring and review of progress of agribusiness activities along with ABSO;
5. Review the reports submitted by ABSO on quarterly basis;
6. Suggest the ABSO on matters of importance that area linked to project activities.

Table 68: Expected Output and Indicators; Engagement of Agribusiness Support Organization
Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Hiring of the services of SPMU DA&FE Services of suitable Issue of contract to the
suitable Agribusiness Agribusiness Support selected Agribusiness
Support Organization Organization (ABSO) Support Organization
(ABSO) hired (ABSO)
Diagnostic study/value ABSO PD-ATMA / Diagnostic study/value No. of districts
chain assessment of DDH chain assessment of the completed Diagnostic
identified commodities project district done study/value chain
assessment
Development of investment ABSO PD-ATMA / Model investment plan No. of districts
plan for the district DDH for the district developed model
developed investment plan
Development of business ABSO PD-ATMA / Business plans for No. of Business plans
plans for FPO / FPCs / AEs DDH FPO/FPCs/producer for FPO /
/ producer groups groups developed FPCs/producer groups
developed
Organizing of buyer-seller ABSO / PD-ATMA / Buyer-seller meets No. of Buyer-seller
meet etc. SO DDH organized successfully meets organized
Establishing forward and ABSO PD-ATMA /
backward linkages and other DDH
agribusiness promotion
measures

3.3.6 Technical Assistance by OSAM Board

The Odisha State Agriculture Marketing Board (OSAMB) will be associated in implementing specific
activities that support and promote market linkage and agribusiness. The board will be instrumental in
organizing activities like buyer-seller interface to strengthen the productive alliance, linking
agriculture markets with E-NAM / other electronic marketplace, facilitate in developing market
infrastructure as identified during the assessment process for the promotion of agricultural marketing
etc. If it becomes necessary for the project to have specific price forecasting for the project supported
commodities, OSAMB will facilitate the process.

3.3.7 Agri Entrepreneurship Development &Agribusiness Promotion

(Cost Table Reference: WR-20 / C 1.1-A / A.1)

For promoting agribusiness and agri-entrepreneurship in the project area, project will support to
strengthen Agriculture Entrepreneurs (AE) at Gram Panchayat (GP) level and hire the services of

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Agribusiness Support Organization (ABSO) at district level. The project will support in capacity
building of 500 AEs, identified by the local ABSO / SO through proper scrutiny / selection process.
The AEs will be selected based on certain criteria like;

1. The person should be from the locality (GP / block / district level);
2. In case of needs, if suitable persons are not identified, persons from other areas can be
promoted as AE;
3. Minimum educational qualification of 10th with preference to unemployed graduates;
4. Having prior experience in agribusiness activities;
5. Willing to take up agri entrepreneurship activity as per the AE norms;

Capacity building of Rural Agriculture Entrepreneurs is vital for agribusiness development in the
project area. Project shall build the capacity of the Rural Agriculture Entrepreneurs (500 Nos) in
convergence mode with the Department of Agriculture & Farmers’ Empowerment, Govt. of Odisha.
They shall be provided with 54 days extensive training and exposure on entrepreneurship, business
plan development, agri-marketing, agribusiness development & management, etc. in premiere
institutions (IIMs) in the 1st year of their registration. They will be provided with certificates on
successful completion of the training.

Key Guiding Principles

1. Preparation of final list of Rural Agriculture Entrepreneurs selected under Agricultural

Entrepreneurship Promotion Scheme-2018 in the project area;
2. Collaboration with premier management institutions for training of Agriculture
Entrepreneurs;
3. Development of training modules through Experts/ Resource institutions;
4. Development of training calendar;
5. Organization of training programs at the premier institutions as per the training calendar;
6. Issuance of certificates to the trainees on successful completion of training.

Role and Responsibilities:

PD-ATMA:

1. Identification of stipulated number of AEs as per the criteria;

2. Discussion with identified AEs and final selection of AEs;
3. Prepare a detail list of AEs by GP / Block and its submission to DLPMT / S-SPU / SPMU;
4. Orientation of AEs on agribusiness aspects of the project;
5. Engaging potential AEs based on the scope of the project in agribusiness promotion;
6. Periodic monitoring and review of their engagement benefits.

PD-OIIPCRA (SPMU) and S-SPU:

1. Discussion with the selected AEs to understand their perspective and plan;
2. Discuss the scope of their engagement / association in the project and operational modalities;
3. Selection and facilitation of AEs for capacity building in institutions at State / National level;
4. Periodic monitoring and review of AEs activities from agribusiness and project perspective;
5. Discuss with DOAFE / APICOL on AEs involvement as Agri entrepreneurs;
6. Documentation of learning cases and its sharing / dissemination.

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Table 69: Expected Output and Indicators; Entrepreneurship Development

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Preparation of final list PD-ATMA S- List of Agriculture No. of Agriculture
of Agriculture SPUSPMU Entrepreneurs Entrepreneurs finalized
Entrepreneurs in project finalized for training for training
area for training &
exposure
Collaboration with SPMU APICOL Collaboration with No. of institutions
premier institutions premier institutions collaborated for training
established of Agriculture
Entrepreneurs
Development of training Experts/ S-SPU Training modules No. of training modules
modules Resource SPMU developed developed
institutions
Development of training S-SPU / SPMU/ Training Training calendar Development of training
calendar APICOL institution developed calendar
Organization of training S-SPU / SPMU/ Training Agriculture No. of Agriculture
programs APICOL institution Entrepreneurs trained Entrepreneurs trained
Issuance of certificates DA&FE, S-SPU Certificates issued to No. of Certificates issued
to the trainees Training SPMU the trainees to the trainees
institution
3.3.8 Investment Plan Financing
(Cost Table Reference: WR-20 / C 1.3-C)

The ABSO, with the support of district level implementing entities and other stakeholders, will
prepare a detail investment plan based on the assessment findings. The investment plan would cover
different aspects that support agribusiness promotion, strengthening agri-entrepreneurs, strengthening
of producer groups, market infrastructure development, establishment of processing units etc. The
project will support in implementation of identified and feasible activities under investment plan
financing.

Role and Functions (Investment Plan Financing):

ABSO:

1. Conducting assessment of different agricultural / horticultural commodities, market

mechanism, infrastructural facilities, agri business services, status of agri enterprises,
mapping agri entrepreneurs and related aspects; covering all the project areas;
2. Share the assessment findings with PD-ATMA / DLPMT / S-SPU / SPMU and submit detail
analysis report to the authority;
3. Prepare a detail investment plan, based on the feasibility of the investment and taking in to
account the assessment findings
4. Share the investment plan with PD-ATMA / DLPMT / S-SPU / SPMU and submit detail
investment plan by project area / project district for value addition and agri business
promotion;
5. Monitoring the project investments and providing technical / managerial support.
(refer the role of ABSO for details)

PD-ATMA:

1. Review the assessment report and investment plan prepared by the ABSO;
2. Independent assessment of feasibility of infrastructure / facilities proposed under the plan;
3. Facilitate establishment / strengthening of agri business infrastructure, facilities and services;
4. Preparing guidelines for operation and maintenance of the infrastructures / facilities;

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5. Orientation of AE / FPO / WUA / PP involved in operation & management of created

facilities;
6. Monitoring the functioning of the created infrastructures / facilities;
7. Providing necessary guidance to AEs / FPOs etc. on agri enterprise promotion and
strengthening;
8. Preparation of periodic reports and sharing with DLPMT / S-SPU / SPMU

AE / FPO / PP / WUA:

1. Apply for establishing / managing the agribusiness infrastructure / facilities / services;

2. Participate in the bidding / selection process;
3. Contribute as per the investment modalities finalized for each plan aspects;
4. Manage the operate and maintenance of the infrastructure / facility as per the guidelines;
5. Periodic reporting to PD-ATMA / DLPMT on functioning of the infrastructures / facilities;

SPMU (PD-OIIPCRA) and S-SPU:

1. Review the assessment report and investment plan prepared by the ABSO;
2. Review of feasibility report prepared by PD-ATMA;
3. Support in preparing guidelines for operation and maintenance of the infrastructures /
facilities;
4. Monitoring the functioning of the created infrastructures / facilities;
5. Assessment of benefits of the infrastructures / facilities in financial / non-financial terms;
6. Suggest PD-ATMA / entrepreneurs on required improvement in functioning of the
infrastructure and facilities;
7. Documentation of learnings and its sharing / dissemination.

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Chapter Four: Improving Access to Irrigation and Water Productivity

To deal with climate variabilities, it is necessary to adopt mitigation and adaption measures at the
same time. In agriculture, appropriate water management would be able to increase the resilience of
agricultural production to climate change. The project will adopt various feasible options to deal with
irrigation issues at the cascade / tank level. It is realised that improving the reliability of irrigation and
adopting demand driven approach in irrigation is critical to deal with water storage and building
resilience to climate change. It is particularly important in the targeted project areas that are
characterized by frequent droughts and variable rainfall. The reliability of irrigation services and
productive use of water resources in the project areas is influenced by a number of factors such as (1)
limited knowledge and skills in water management, (2) weak institutional arrangement for operation
and maintenance (O&M), (3) the poor condition of irrigation infrastructures / hydraulic assets, and (4)
poor adoption of water conservation mechanisms for improvement in water savings and irrigation
coverage. Additionally, most of the tank irrigation systems have been designed and developed for
paddy [Link] existing irrigation system need to adapt to a more diversified cropping system
through appropraite and scientific water management.

Improving water management therefore requires adopting a comprehensive approach that takes in to
account both surface and ground water and enhance demand driven irrigation coverage. The project
will improve the performance of irrigation across cascades of selected tank irrigation systems through
institutional reforms and modernization of hydraulic assets and related capacity strengthening of
water institutions. The objective is to use water more efficiently, reduce water losses and save water
during Kharif season, and transfer these savings to Rabi to support crop diversification. This
component of the project will support in (i) introducing water sector reforms, including piloting of
Integrated Water Resources Management (IWRM), support for the preparation of groundwater
regulation, establishment of a Pani Panchayat (PP) support unit in DoWR, and piloting of Public-
Private Partnerships (PPP) in irrigation management; and (ii) investments in selected cascades of
irrigation tank systems.

The overall objective of Component B (Component B: Improving Access to Irrigation and Water
Productivity) is “to use water more efficiently, reduce water losses and save water during Kharif
season, and transfer these savings to Rabi season.” To realize this objective, the project will support in
following areas, which includes (1) support to water sector reform and (2) support to investment in
cascades.

4.1 Sub-Component 2.1: Support to Water Sector Reform

Under the sub-component, the project will intervene, as a part of Integrated Water Resource
Management (IWRM) in (1) preparing a cascade development and water management plan in a micro
catchment of Kharkhari drain in Rushikulya Basin, (2) establishing a Cascade Council for effective
water regulation and management, (3) establishing a monitoring network to collect data on surface
water, groundwater, soil moisture, actual and potential evapotranspiration (AET and PET), cropping
patterns and intensity, and agricultural and irrigation practices, and (4) conducting hydrological
investigations and surveys.

4.1.1 Cascade Development Planning (CDP)

(Cost Table Reference: C 2-B)

A detailed assessment study would be conducted at the cascade level, covering all the project tanks
(including their relative dependence) , to identify the repair and renovation requirements. Based on
the assessment, Cascade Development Plan (CDP) will be prepared covering all the structural and

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civil works that are necessary for restoration and improvement of cascade system. All such activities
that are required in a cascade, covering all the cascade tanks for enhanced water availability and
irrigation improvement should be prepared along with detail design and cost estimation.

The planning process will follow the assessment of specific requirements for each tank system and
also the techno-feasibility survey to identify critical cascade system improvement needs. The survey
will deploy both qualitative and quantitative techniques to understand the sector importance and its
implication for the farming community residing in the cascades. The Techno-feasibility survey would
include the following to identify the structural requirements for cascade system improvement and
necessary renovation / restoration measures that are essential:

1. Foreshore survey and preparation of contour plan with marking of bund alignment, FTL (Full
Tank Level), MWL (Maximum Water Level), DSL (Dead Storage Level), Contours etc.;
2. Preparation of the Cascade area map onTopo sheet and with Geo-referencing;
3. Preparation of L. Sections, Cross Sections of existing earth bund alignment indicating the
Surplus weir, and Sluices;
4. Collection of data for rainfall, runoff, irrigation and farm size distribution;
5. Assessment of catchment yield, computation maximum flood discharge, checking adequacy
of flood discharge capacity of existing surplus weir and prepare alternate proposals for
increasing capacity of existing weir arrangements if needed;
6. Cropping pattern and crop water requirements;
7. Design of Surplus Weir, sluice for checking of adequacy and proposal for remedial measures
in case of inadequacy;
8. Design of civil works on earth bund, canal and distribution system adopting latest techniques,
IS code and relevant guide lines;
9. Preparation of cost estimate for all components for tank / cascade restoration.

After identification of the interventions, the design and cost estimates for the civil works will be
prepared by the technical personnel of the project (EE-MI / SPMU / Hired Consultant).

Role and Responsibilities:

External Agency (consulting firm):

1. Discuss with the SPMU-OIIPCRA / PD-OIIPCRA on the scope of the work in detail and map
the project expectations from the assignment;
2. Presentation of detail approach and methodology of cascade development planning to PD-
OIIPCRA / SPMU-OIIPCRA and DLPMTs of the project districts;
3. Depute qualified and experienced persons for the preparation of the CDP;
4. Collect required primary and secondary data / maps / images etc. from different sources;
5. Discuss with the implementing Depts. / local CBOs / SO and other stakeholders during
planning;
6. Assess the geo-hydrological situation of the cascade/s and its mapping using topo sheet /
maps / satellite images etc.;
7. Prepare detail plan for the development of the cascade, including sectors of intervention like
agriculture, horticulture, fishery etc.;
8. Sharing the plan with PD-ATMA / DLPMT and modifying the plan as per the suggestion;
9. Finalising the plan and sharing the plan with PD-OIIPCRA / SPMU-OIIPCRA.

PD-ATMA:

1. Facilitate coordination with implementing entities / SOs / other associated agencies at the
district level;

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2. Provide / facilitate to provide all the relevant data to the external planning agency that are
required for preparing the plan;
3. Periodic review and monitoring of the planning progress;
4. Review of cascade development plan, organizing DLPMT meeting for presentation and
discussion on the plan and suggest for modification in the plan, if it is required;

PD-OIIPCRA (SPMU):

1. Preparing the scope of work for the external agency for the preparation of cascade
development plan;
2. Initiate the bidding process and engagement of consulting agency for the preparation of CDP;
3. Facilitate coordination with implementing entities;
4. Provide / facilitate to provide all the relevant data that are required for preparing the plan;
5. Periodic review and monitoring of the planning progress;
6. Review of cascade development plan and suggest for modification in the plan, if it is
required;
7. Final approval of the plan for implementation.

4.1.2 Hydrological Investigations and Surveys

Within the scope of the project, a study will be conducted to assess yield levels and quality of
groundwater in Odisha and help the GoO design appropriate regulation to ensure sustainable use of
groundwater for irrigation while safeguarding water and soil quality. The project will work closely
with the Central Ground Water Board (CGWB) in designing the regulation. The study will cover both
independent tanks and cascades.

The project will take up hydrological investigation in the cascade to understand both surface and
ground water situation. The hydrological investigation is objectively designed to promote / support
conjunctive water use planning, improving water use efficiency and water productivity. Studying
different hydrological aspects will help in preparing water budget which is essential part of the project
to attain resilience of agriculture sector in project areas. The study will assess the process of water in-
flow / out-flow to understand water surplus and deficit. The assessment would be helpful in
calculating water availability Vs irrigation needs.

Investigation of Groundwater Resources: Guidelines for planning conjunctive use of surface and
ground water in irrigation projects by Central Water Commission, Indian National Committee on
Irrigation and Drainage (INCID), Ministry of Water Resources, Government of India, March, 1995
edition provides a detailed description of deciding the quantum of groundwater resources for
conjunctive use. Following steps will be followed for estimating the quantity of groundwater
resources for conjunctive use:

1. Estimate the water balance for the pre-project period;

2. Identifying the area where groundwater development is to be taken in the cascade;
3. Estimating additional recharge due to the project.
4. Estimate minimum quantity of groundwater extraction necessary to stop alarming rise of
groundwater level which can lead to water-logging and other problems;
5. Estimate the maximum permissible additional groundwater use in the area in order to avoid
unplanned mining of groundwater;
6. Estimate the optimal quantity of groundwater use, within the limits;
7. Estimate the quantum of groundwater use available for irrigation conjunctively with surface
water after considering the other (non-irrigation) uses of the planned groundwater use, taking
into account quality limitations.

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The suggested minimum necessary and maximum permissible withdraw as percentage of the
additional recharged caused by the project is presented in table.

Table 70: Suggested minimum and maximum permissible withdrawal (%) of additional recharge caused by the project
Present groundwater status Minimum necessary additional Maximum
Depth of Trend withdrawal as percentage of the permissible
Groundwater additional recharge caused by the withdrawal as
project percentage of the
additional recharged
caused by the project
Less than 2 m Rising 70% 100%
-do- Generally steady 50% 80%
-do- Falling 30% 60%
2m to 6m Rising 60% 90%
Generally steady 40% 70%
Falling 20% 60%
More than 6m Rising 50% 80%
Generally steady 30% 60%
Falling 0% 40%
Notes:
1. For the purpose of this table, a general long - term rise or fall of more than 0.2m/year in case of alluvial condition
& of more than 0.5m/year in case of hard rock areas would qualify for classifying the trend as "rising" or
"falling".
2. In case an accurate groundwater regime worked out by the specialists and tested and verified through modelling
and field verification in both conditions is available, the maximum/minimum withdrawal can be worked out on the
basis of these water balance studies instead of using the percentage given above. Such detailed studies are
desirable in specialized areas having salinity problems.

i. Coastal areas: For coastal areas say within 50 km of the sea, depending upon the local
hydrogeological set up, all values may be reduced by 20% to avoid the possibility of saline
ingress due to heavy conjunctive use.
ii. Saline and Shallow Groundwater: Where the groundwater is saline (conductivity> 4m
mhos/em.) and in shallow, say less than 6 m depth (and particularly less than 3 m depth) the
area should normally be considered unfit for either surface irrigation or groundwater use.

Investigation of Surface Water: The direct runoff shall be computed from rainfall considering the
soil type, land-use/land-cover and antecedent soil moisture conditions. Manual on artificial recharge
of groundwater by Central Ground Water Board, Ministry of Water Resources, Government of India,
September, 2007 edition provides a detailed description of the computation of direct runoff from
rainfall. A brief description is provided here. The runoff can be computed as,

[(𝑃−𝐼 )2 ]
𝑄 = [(𝑃−𝐼 𝑎)+𝑆] ……………………… (1)
𝑎

where, Q is runoff [L], S is the potential maximum retention [L], and Ia is the initial abstraction [L]. A
minimum of 30 years data of rainfall should be used for the computation of direct runoff.

Following steps to be taken for computing available surface water resources:

1. Compute 75 % dependable direct runoff based on the direct runoff computed for different
years.
2. Compute the daily evaporation based on the Penman-Monteith (FAO-56) method. The total
evaporation shall be computed by considering the average water spread area and number of
day tank has water.
3. Compute the deep infiltration loss from the tank as Deep infiltration = 1.4 mm/day X average
water spread area X number of day tank has water

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4. The net available surface water resources shall be computes as the available water resources
computed in step (i) minus the losses computed in step (ii) and step (iii).

Role and Responsibility:

EE-Minor Irrigation:

1. Assessment of ground water during pre-monsoon and post monsoon with the support of
CGWB;
2. Map the ground water status at the tank and its influence zone;
3. Estimation of surface run off;
4. Planning and regulating ground water extraction;

4.1.3 Water Management Planning:

(Cost Table Reference: C 2-B)

The water management plan would encompass crop water budgeting and water productivity
enhancement. The Integrated Irrigation and Agriculture Plan (IIAP) will be the basis for water
management planning. Along with IIAP and CDP, a study will be conducted (external agency may be
engaged for the purpose) to understand the scope of promoting Public Private Partnership (PPP) in
irrigation management to increase the efficiency of water use and improve the quality of irrigation
service delivery at the tank / cascade level.

[Link] Crop Water Budgeting

The objective of crop Water Budgeting (CWB) is to shift the focus from supply side to demand side
management. The CWB will provide the community with knowledge and motivation for social
regulation on groundwater and natural resources management. Improving water use efficiency and
diversifying livelihoods are important strategies for sustainable groundwater management and
adaptation to climate change. Issues of equity and vulnerability will be better addressed by an
informed community, which controls and manages its own groundwater and other natural resources.

A water budget reflects the relationship between input and output of water throughout a region. The
concept is used to determine how best to use the available water resource. The concept of water
budgeting has two main purposes, i.e., (a) to determine what area of crop should be planted given the
water resource available at the beginning of the season; and (b) to determine how to best utilize crop
inputs during the season as water availability changes (determining time of ploughing, time of
sowing, and application of fertilizers, etc.). In this context, it appears important to provide the
community with knowledge on water budgeting, how to choose crops, cropping systems along with
acreage and how to plan agricultural operations, apart from motivating them to follow crop planning
for improving water use efficiency. In view of the importance of water budgeting, the project
proposes to build capacity of the farmers with respect to water budgeting, taking ground water (open
well / dug well / borewells) and surface water (tanks) in to account. Benefits of Crop Water Budgeting
are;

1. Efficient utilization of available water is a good recourse for bringing more area under
irrigation;
2. Increase crop productivity;
3. Increase cropping intensity;
4. Protect the crop from dry spells;
5. Reduce excess irrigation and losses caused thereby;
6. Avoid run off losses.

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Objective

While the objective of water budgeting is “to use water judiciously for human, agriculture and
livestock” with a view to optimizing benefits in a context of climate variability, erratic rainfall and
possible drought; training on crop water budgeting is to educate farmers on the crop water budgeting
process so that they can plan their crop based on the availability of water.

i. Conducting small group meetings / discussions at the village level, involving farmers and other
water users, covering all villages in the tank command / sub-basin, to understand water sources
and its current use;
ii. Participatory assessment of current water availability, water use, water demand vs. availability of
water for agriculture and other uses during different seasons with farmers and other water users;
iii. Designing training module / manual / IEC materials on crop water budgeting;
iv. Scheduling and finalizing training days with PP as per the need;
v. Organizing training for PP executive body, its sub-committee members and farmers in a phased
manner;
vi. Department of Agriculture will organize the training, involving the PP;
vii. Training can be designed and organized either in a “resource person development approach”
where Training of Trainers (TOT) is organized for identified resource persons who in turn will
conduct training for farmers at the tank / sub-basin level; or through the “direct training
approach” where farmers are trained directly by the Department of Agriculture;
viii. In case of TOT approach, each batch of resource persons should not contain more than 15
persons, and in the direct training approach, each batch should not have more than 25 farmers;
ix. Following training, refresher orientation should be organized during both Kharif & Rabi at the
tank / sub-basin level;
x. The entire cost of the training program will be borne by the project.

In case of adoption of Training of Trainers approach (TOT), the resource persons would be selected
based on the following criteria:

1. Having minimum educational qualification of 10+2 pass;

2. Involved in farming / agricultural activities, at least for five years;
3. Must be from local area;
4. Lead farmers of the area can be considered as resource persons;
5. Express his/her interest to be a resource person for facilitating the process.

By the end of training programs farmers will have better understanding on crop water budgeting and
they can plan for judicious water use. Farmers can do their crop planning based on water availability
assessment. The trainings will also be helpful for the farmers to develop their knowledge on
collection, analysis and management of data on rainfall, groundwater, and surface water. This would
in turn facilitate appropriate crop /cropping system planning with available water for higher returns.

[Link] Water Productivity

The crop water productivity (WP) is the amount of product produced with the unit amount of water.
The WP requires the measurement of product produced and the amount of water applied from all
sources (rainfall, surface water and ground water). Department of Water Resources will measure the
water applied from all sources and Department of Agriculture/Horticulture will measure the total
marketable product produced. With these inputs, PD-ATMA / DLPMT will compute the WP.

1. Water productivity to be assessed and computed at the end of each cropping season (Kharif /
Rabi);
2. Water productivity should be assessed for all crop categories, cultivated in the tank command;

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3. Water use data (surface and ground water) in the tank command for crop production should
be maintained by PP / WUA;
4. Crop cutting, as per the procedure, should be conducted to estimate production / productivity;
5. The PP / WUA should maintain production figures by crop type with the support of SO;

Role and Responsibilities:

Community Organizations (PP / WUA):

1. Mobilizing farmers associated with the PP /WUA / FPO;

2. Facilitate / organize orientation / training / meetings on crop water budgeting / crop planning;
3. Prepare crop planning by plot during Kharif and Rabi in collaboration with executing dept. /
other stakeholders / SOs etc.;
4. Monitoring cropping pattern / crop wise area coverage and irrigation provision made;
5. Coordinate with EE-MI and PD-ATMA on irrigation coverage as per the plan and crop
coverage;
6. Maintain database on coverage of area under different crops and quantum of water supplied
for irrigation;

PD-ATMA:

1. Awareness / sensitization of the local community on water management principles and crop
water budgeting;
2. Discuss with local PP / WUA and other community level stakeholders, in association with
implementing depts., on water availability and crops that can be taken up and area that can be
irrigated;
3. Finalize type of crops to be taken up, area to be covered under different crops and irrigation
provision through surface and/or ground water;
4. Finalize the plan and its monitoring during cropping seasons.
5. Discussion with PP / WUA / local farmers on irrigation provision during Kharif and Rabi;
6. Analysis of irrigation supply data by crop types with the support of EE-MI;
7. Compute water productivity by crops in Kharif and Rabi taking in to account water used (both
surface and ground water) and crop specific production;
8. Prepare report on water management system and water productivity, its sharing in the
DLPMT meeting and submission of report to S-SPU and SPMU.

Support Organisation (SO):

1. Collection of required primary data from village / household level on water supply for
irrigation, crop specific production etc.;
2. Discussion with PP / WUA / FPO etc. on irrigation coverage and production details;
3. Facilitate and organizing awareness camps, meetings / orientations on crop water budgeting
and crop planning;
4. Supporting PD-ATMA in water productivity estimation in terms of providing with required
primary / secondary data;
5. Discussion with farmers on production and productivity of different crops during Kharif and
Rabi;
6. Documentation of crop water budgeting / crop planning process and sharing with PD-ATMA.

SPMU-OIIPCRA (PD-OIIPCRA):

1. Support in preparing guidelines for crop water budgeting, crop planning and water
productivity estimation and its circulation to project districts for adoption;

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2. Review the crop water budgeting and water productivity report/s submitted by PD-ATMA;
3. Monitoring the irrigation coverage, area coverage under different crops, crop production and
productivity;
4. Assessment of benefits of crop water budgeting in Kharif and Rabi and supporting in
computation of water productivity;
5. Suggest PD-ATMA / EE-MI / community organizations (PP / WUA) on required
improvement in crop water budgeting, crop planning and irrigation coverage improvement;
6. Documentation of learnings and its sharing / dissemination.

Table 71: Improving Water Productivity and Efficiency

Component / Activities / Sub-Activities Responsibility Output
Primary Secondary
Crop Water Budgeting
Estimation of crop water requirement PD-ATMA / DLPMT Percentage of tanks covered under
EE-MI / PP / SO Crop water requirement assessed /
Preparation of crop plans PP / SO / PD- DOA / DOH estimated for different crops
ATMA / DLPMT
Training to PP/Farmers on Crop Water SO / DLPMT / PD- S-SPU No. of WUAs / PPs associated in
budgeting ATMA / EE-MI SPMU crop water estimation;
Monitoring, Supervision & Guidance SO / DoWR DLPMT /
SPMU Area (in Ha.) and no. of farmers
covered under crop planning.
Measuring Water Flow - Cascade/Tank
Installation of Measuring Devices DoWR DLPMT / No. of measuring devices installed
SPMU and no. of tanks covered.
Taking reading and planning for PP / SO DoWR /
conservation / distribution / scheduling DLPMT

Measuring Water Flow - Field Level

Installation of Measuring Devices DoWR DLPMT / No. of measuring devices installed
SPMU and no. of tanks covered.
Taking reading and planning for water PP / SO DoWR /
distribution / scheduling DLPMT
Strengthening Data Centre and Satellite
Based Imaging and Data Analysis on
Cascade Basis
Estimation of soil moisture, before and SPMU PD-ATMA Required data generated at each
during the project DLPMT cascade, database developed and
SPMU planning and measures taken;
Creation of thematic database SPMU PD-ATMA
DLPMT Hydrological model/s developed
SPMU for different scenarios.
Hydrological modelling SPMU PD-ATMA
DLPMT
SPMU
Support concurrent and continuous SPMU PD-ATMA
monitoring of activities DLPMT
SPMU

Water Productivity Estimation

Computation of water applied DoWR PD-ATMA No. of tanks and No. of crops
DLPMT covered under water productivity
SPMU estimation during Kharif and Rabi.
Computation of marketable product PD-ATMA DLPMT
produced DoA/DoH SPMU
Computation of WP PD-ATMA SPMU
DLPMT

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4.1.4 Cascade Treatment

(Cost Table Reference: C 2-A)

Depending upon the water yield, cascade treatment will be taken up in convergence with
theDirectorate of Soil Conservation and Watershed Development Mission, Department of Agriculture
and Farmer’s Empowerment / PR &DW Department / Rural Development Department, Govt. of
Odisha. Cascade treatment would include soil water conservation measures that are feasible to
improve water yield of the cascade. Cascade development would include following components
1. Tank Rehabilitation: Removal of excess sediment through partial desilting method (where
ever required and technically feasible), structural repairs (sluices, spills, canals, waterways,
drainage, field culverts etc.), tank ecosystem development, cultivation scheduling, crop
diversification etc.

2. Development of Tank Reaches: Development of tank reaches, including upper reaches

would cover reforestation, rainfed conservation farming, agro-forestry (fruit-forest gardens)
development, community pasture land development, plantation development (tree planting,
vegetable plot), composting, rainwater harvesting, soil conservation etc.

3. Promoting other livelihood activities: support for promotion of agriculture, horticulture,

fishery, agri-enterprise and processing of agricultural commodities.

4. Institutional development: Social mobilization, establishment of a cascade based

institutional network, linkage development for agricultural inputs, marketing (collection
centers, community storage, processing, forward linkages), technology services etc.

The SPMU at the State level and the EE-MI (Executive Engineer-Minor Irrigation) at the district level
will take up the cascade treatment and development activities with the Watershed Development
Mission, Department of Agriculture and Farmer’s Empowerment / PR &DW Department /RD
Department. The cascade treatment would be done based on the hydrological suitability, e.g., non-
committed surplus monsoon run off in space and time and constructing/repairing the suitable
structure.

Guiding Principles

1. Collaboration and Convergence with Directorate of Soil Conservation and Watershed

Development Mission, Department of Agriculture and Farmer’s Empowerment, Govt. of
Odisha / other dept. for cascade treatment, taking cascade as one hydrological unit;
2. Preparation of cascade development plan for the identified cascade, based on the assessment;
3. Promotion of Cascade Council, involving all the PPs / WUAs of the tanks in the cascade for
effective implementation and management of the plan;
4. Associating of local PP / WUAs / Cascade Council (association of PPs / WUAs) in planning
and monitoring of cascade development measures;
5. Benefit monitoring (minimized soil erosion, reduced run-off velocity, ground water recharge
etc.) of cascade development by EE-MI / DLPMT and SPMU.

Role and Responsibilities:

Executive Engineer-Minor Irrigation:

1. Review of cascade development plan and feasibility of different suggested measures;

2. Consultation with different PPs /WUAs and other community institutions functioning in the
cascade;

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3. Work in collaboration with Directorate of Soil Conservation and Watershed Development

Mission, Department of Agriculture and Farmer’s Empowerment / PR &DW Department for
cascade treatment;
4. Monitoring the activities taken up under cascade treatment;
5. Preparing monthly / quarterly progress report and appraising to DLPMT and SPMU.

SPMU-OIIPCRA (PD-OIIPCRA):

1. Discuss with the Directorate of Soil Conservation and Watershed Development Mission,
Department of Agriculture and Farmer’s Empowerment / PR &DW Department for cascade
treatment;
2. Signing MOU with concerned Dept. / directorate for cascade treatment (if required);
3. Discuss with EE-MI from time to time on progress in execution of the planned activities;
4. Monitoring of cascade development activities on periodic basis, discuss with local institutions
/ organizations and assess the benefits of the cascade development in terms of improvement in
water availability, irrigation coverage etc.;
5. Review the progress reports submitted by EE-MI;
6. Documentation of learning and its sharing / dissemination.

Table 72: Cascade Development

Activities / Sub- Responsibility Expected Indicators
Activities Outputs
Primary Secondary
Assessment of SPMU EE-MI 1. Assessment report of
hydrological situation of DoWR Cascade the hydrological
the identified cascade development situation of the
Preparation of cascade SPMU EE-MI / plan prepared cascade;
development plan DLPMT / and
PD-ATMA implemented in 2. Cascade
Implementation of PP / EE-MI S-SPUs the identified Development Plan of
Cascade Development PD-ATMA SPMU cascade/s for the the identified
Plan (structural / non- DLPMT improvement of cascade/s;
structural) hydrological
Monitoring & supervision DLPMT S-SPUs situation 3. Structural and non-
SPMU structural cascade
development
measures taken up;

4.1.5 Constitution of Cascade Council

(Cost Table Reference: C 3-F)

As one cascade will have more than one tank and even more than one PP / WUA, it is important to
establish a coordination mechanism among them for the overall development of the geo-hydrological
unit. Looking at the need, it is proposed to have a Cascade Council (CC) at the cascade level,
involving all the PPs / WUAs operating in the cascade. Details of the Cascade Council are as follows:

Legal Entity: It is an informal coordinating body at the cascade level, without any legal entity. It is an
association of all the PPs / WUAs of the cascade with an objective of ensuring a collaborative
mechanism for the overall development of the cascade, as a unit of project intervention and amicably
settles the issues arising at the cascade level that pertains to more than one PP / WUA functioning in
the cascade.

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Membership in the Cascade Council

1. All PPs / WUAs of the cascade will be the members of the Council, represented by their
President / Secretary;
2. The Local official of the implementing line Depts., such as Department of Water Resources,
represented by EE-MI; Directorate of Agriculture and Food Production, represented by DD-
Agriculture; Directorate of Horticulture, represented by DD-Horticulture; Directorate of
Fishery, represented by District Fishery Officer; etc.
3. The Team Leader of local SO will also be the member of the Committee;
4. The Committee may also have independent invitees from the locality, as per the need.

Role and Functions

1. The Cascade Council will extend support in hydrological assessment of the cascade,
preparation of cascade development plan and its successful execution;
2. The Cascade Council will take up issues that are of common interest in nature and associated
with more than one PP / WUA;
3. Any conflict and grievances that covers more than one PP / WUA will be discussed and
finalized in the Committee;
4. Taking decision on development activities in geographical area / village of the cascade that
covers more than one PP / WUA or not under the operational jurisdiction of any of the PP /
WUAs within the cascade;
5. The Council shall meet at least once a month initially and later once in a quarter to discuss
and resolve grievances;
6. The EE-MI or his/her representative will act as the convener of the council;
7. The meeting will be presided by one of the Presidents / Secretaries of the PP / WUA, on a
rotational basis;
8. Unanimous decision is expected from the Council. However, in case if no unanimity is
arrived, there will be voting and each member, excluding the invitee, will have single voting
right;
9. The decision of the council will be binding on all and recorded for future reference;
10. The local SO will record minutes of the meeting and circulate it among the members.

Role of PP / WUA in the Cascade Council: Selected Executive Committee member of the PP / WUA,
preferably President or Secretary will be a member of the Cascade Council. The representatives of all
the PP / WUAs that are within the cascade shall be the members of the council. They will be
participating in different meetings, organized by the council and discuss different aspects of the
works/activities taken up at the cascade level and resolve any such issue that comes to the notice of
council for solution. As more than one PP / WUA will be the involved in the cascade council,
representatives of all the PPs / WUAs shall participate and discuss matters of importance pertaining to
the cascade.

4.1.6 Establishment of a PP Support Unit

(Cost Table Reference: C 2-C)

The Project will support in establishing a unit within the DoWR that will provide comprehensive and
targeted support to PPs / WUAs, including capacity building, management of the PP / WUA, revenue
generation and operational sustenance (O&M of irrigation systems). The PP support unit will be
staffed with persons deputed from govt. departments. In case of requirement, the support unit may
hire external experts for providing required services and executing different functions.

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4.2 Sub-Component 2.2: Support to Investments in Cascades

(Cost Table Reference: C 2-A)

The project will support in restoration and rehabilitation of tanks / cascades and invest in hydraulic
infrastructure in selected tanks / cascades. All tanks located within the cascade will be eligible for
investment and support, regardless of their size. A total of 162 “green tanks” have been identified for
improvement in phase I of the project. Before taking up remaining 370 tanks, the project will conduct
a hydrological assessment to define the cascades based on technical and social considerations (using
the initially identified tanks as an entry point) as a basis of identifying the investments so that they
contribute to optimizing water use across the cascade and throughout the year. In tank rehabilitation,
the project will invest in strengthening of canal bunds, construction of field channels, improving the
distribution network, modernizing hydraulic canal structures, and installation of sub-surface
pressurized pipes. The project will help farmers’ access subsidies at central and state level for the
promotion of micro-irrigation.
4.2.1 Cascade Identification and Tank Selection Process

As one of the innovative approaches, the project will adopt cascade system development to achieve
the objective of this component. In a cascade, the available water is influenced by the flow from
upstream small-scale community-based irrigation systems. The project has identified the green tanks
(without any influence) and red tanks (where upstream/downstream influence is there and additional
investment is required for interlinking).

The following methodology was adopted to classify tanks (those who may be part of a cascade and
independent ones).

Green project (tanks): A Minor Irrigation Project (MIP) is called a ‘green project’ if it is not
adversely impacted by the existing upstream tanks/ponds/reservoir or MIP and also does not adversely
impact the downstream tanks / ponds / reservoirs or MIP.

The methodology to identify the green project is divided in two parts (see figure 1):

● Part A: Watershed delineation

● Part B: Analysis of the dependency of a project

Figure 11: Tank classification steps

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Part A: Watershed Delineation

Watershed is the area of land from which streams drain all the water in it to the nearby water body.
Watershed combines with the other watershed to form the streams, rivers and bigger water bodies.
Watershed has been delineated from the Cartosat-1 DEM using GRASS GIS. Natural flow routes and
their charging sub-catchments were delineated using GRASS GIS ([Link] and
outlets were identified in the Project area. The Cartosat DEM is filled by identifying and removing the
sinks (Sinks are low elevation areas in digital elevation models (DEMs) that are completely
surrounded by higher terrain) if present. Based on the direction of the steepest descent in each cell,
flow direction is measured (see figure 2). The D8 flow method is adopted for the computation of flow
direction. In this method, the flow is from each cell to its steepest down-slope neighbour. The output
of the Flow Direction tool run with the D8 flow direction type is an integer raster whose values range
from 1 to 255. By providing a threshold value, the pixels contributing to that pixel is delineated and
identified as basins.

Figure 12: D8 algorithm used for the calculation of flow direction and flow accumulation

Part B: Analysis of Dependency

The delineated stream-network in the part A was overlaid on the Google Earth images to visually
identify the existing upstream tanks/ponds/reservoir/MIP/water bodies in the upstream and
downstream.

There were two kind of MIPs in the current project:

i) Tank/reservoir
ii) Diversion weir.

A tank classified as a ‘green project’ if no tank is present in its upstream side and downstream side
(upto a higher order stream). A diversion weir is classified as ‘green project’, if no tank was present in
its upstream side. In the case of diversion project, downstream side was not checked as these projects
are on higher order stream. All small tanks/ponds are ignored which do not have major influence
hydrologically. If in a diversion weir project, significantly large catchment area is available to provide
the water to the MIP, it isclassified as ‘green project.

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Currently there is no specific institutional arrangement for water management among the cascade tank
communities. In the cascade system, the flow from a tank and surplus water can be used in the
downstream. Water distribution will be considered in its entirety, which will enable more efficient and
equitable water use than an individual tank-based approach. This approach will be supported by
institutional strengthening and capacity building, and by in-flow hydrology management.

The criteria for tank selection will be based on the following guiding principles:

1. Tanks having more than 40 ha of ayacut will be considered as isolated;

2. Tanks having less than 40 ha ayacut will be considered if they are part of a cascade;
3. Identification of cascade has to be based on natural drainage.
4. Hydrological viability and feasibility of cascades to be studied;
5. Gap ayacut for the tanks should be more than 25%;
6. Exclude tanks/cascade in which land acquisition is involved;
7. Revision of hydraulic standards will not be allowed in the revival/restoration of the tanks in
implementing the project during estimates or execution;
8. Tanks to be considered as per need based duly considering the repairs and condition of the
tank;
9. Priority may be given to tanks where groundwater levels are very low in and around the
tanks; and
10. Buttressing of tanks taken up in previous projects may be considered if required under this
project.

4.2.2 Demonstration of Automation in Select Project/s

The activities of this component include modernization of hydraulic assets i.e. control structures
(diversion weirs), supply channels, cross-masonry structures, de-silting of feeder and supply channels,
strengthening and up-gradation of tank bunds, installation of flow measurement devices, up-gradation
of distribution systems, improvements of irrigation and drainage canals, and introduction of modern
quality testing devices. This component includes civil works proposed for improving small scale
irrigation performance along with the data required for crop water budgeting.

The project has consciously chosen basins that are either entirely in the state or the basins which have
limited inter-state issues. The idea is to demonstrate automated water management in a basin for
future replication. Currently, the system is managed manually through a system of channel control
gates and mechanical water meters. The system is labour intensive and imprecise; however, it is cost
effective as long as water is available in plenty. With labour availability becoming increasingly
scarce, frequent droughts and routine water scarcity, a more efficient system is critical.

For automation in the demonstration project, control center operators will monitor channel levels and
water orders and issue remote gate movement commands to release water based on known time and
volume parameters. Requisites sensors will be installed and connected to a SCADA system. Accurate
and responsive, this system allows farmers to change their water orders (based on cop water
budgeting).ThePPs who agree to partner in the process will have incentive mechanisms based on
water saving (wither taking low duty crops or with efficient water management using water saving
devices).

4.2.3 Tank Bund Strengthening & Aligning

The tanks bunds which are identified for repair and renovationwill be strengthened. It is proposed to
bring it to its original Top Bank Level (TBL), Top Width, Slopes, as per hydraulic standards and
compacted to 95 to 98 % Proctors density duly benching for connectivity with old bund and to the
proposed profile. The TBL of the tanks, as per the earlier free board design, were 1.2 Mt. which is

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now changed to 1.5 meter. as per Indian Standards (IS). In cases, where such conditions apply, the
TBL of tanks may be modified suitably to 1.5 meter.

The proposals are to be firmed up through detailed surveys by taking levels of (1) longitudinal section
of the bund at intervals depending upon the configuration of top bank profile; (2) cross sections of the
bund for every 2 to 3 metric chains depending upon the intensity of the damages occurred on the
slopes of bund.

The present hydraulic standards of the bund will not be changed except in a few cases as per the
exigencies. The Top width, wherever below 1.8 m, is to be revised to a maximum of 3 m depending
upon the contingency with due justification.

Table 73:Tank Bund Strengthening and Aligning

Activity/Sub-Activity Responsibility Expected Outputs Indicators
Primary Secondary
Assessment of the current DLPMT SPMU Bunds, requiring 1. No. of tanks covered under
condition & estimation of DoWR restoration, identified assessment to understand the
the hydraulic standard and restored. bund condition;
Restoring the Bunds DLPMT SPMU 2. No. of tanks covered under
DoWR/ bund restoration measures;
Monitoring the bund DLPMT SPMU 3. No. of tanks monitored during
condition DoWR/ pre-monsoon and post-
monsoon.

4.2.4 Clearance of Tank Bund

The shrubs and other vegetation on the bund and its slopes are to be removed / clear up to 15 cm girth
stems so that any seepage, settlements can be monitored in case of exigencies of floods and full
reservoir storages.

4.2.5 Installation / Repair of Head Regulator / Sluice

The objective of this activity is to ensure that the head regulators / sluices function effectively in
regulating / release of water. The project will take up this activity as a part of tank system
improvement and modernization plan. During the technical assessment, the project will identify such
structures that need repairing or installation of new head regulators at the tank / cascade level. Such
individual tanks / tanks in the cascades will be taken up as a part of modernization for repairing /
installation of the head regulators / sluice. All such project tanks which are having damaged head
regulators, identified during the assessment, will be taken up for repairing / replacement. The sluices
are to be checked for leakages and if there are excessive leakages observed, the bund is to be cut open
to a reasonable width with slopes of 4H:1V and proper benching, followed by:

1. Repairs of the pointing to masonry of sluice barrels; or

2. Total reconstruction in case of unsafe sluice, the earth filling is to be taken up with proper
compaction and revetment is to be redone.

In case of leakages through sluice shutters, same is to be replaced. The anchorages like gearbox and
Screw Gearing Rods are to be replaced in case they are non-functional.

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Table 74:Installation / Repair of Head Regulator / Sluice

Sub- Responsibility Expected Output Indicators
Activities
Primary Secondary
Estimation of EE-MI SPMUDo Defective head 1. No. of tanks assessed for sluice
current DLPMT WR regulators repaired condition and current leakage
leakage / replaced and estimated;
Replacement/ EE-MI SPMUDo leakage prevented 2. No. of head regulators / sluices
installation DLPMT WR repaired / replaced and number of
/repair of tanks covered under replacement
sluices measures.

4.2.6 Construction / Repair of Canal System

Often, farmers are unable to distribute the available water in irrigation canals due to lack of or
improper / damaged canal systems / field channels. Such canal systems / channels also increasewater
use, conveyance loss and reduce water availability and efficiency. To bring the water to the farms, it
is essential to repair the existing canals / field channels and construct new, if not existing. The
efficient canal system / field channels will give farmers better control over water. The canals / field
channels may have a dual role of distribution of both surface and ground water. The executive
engineer,minor irrigation of DLPMT will be responsible for the construction of the field channel. The
PP / WUA should be responsible for maintaining the field channels. Following are the major activities
to be performed by the EE-MI:

1. Proper maintenance (de-silting and weed removal) of the canals / field channels should be
performed twice in a cropping season;
2. Training to PP / WUAto maintain field channels;
3. Repair of the existing field channels to bring them to their full capacity;
4. Construction of the field channels, if it does not exist.

Table 75:Field Channel Construction / Repair

Sub-Activities Responsibility Expected Indicators
Output
Primary Secondar
y
Assessment of EE-MI SPMUDo Field 1. No. of tanks assessed to understand
the existing DLPMT WR channels, field channel status.
field channels wherever 2. No. of tanks with field channel
Construction/r EE-MI SPMUDo required, is having repair / construction plan;
epair of DLPMT WR repaired by 3. Length of field channels repaired /
channels which constructed (average per tank) and
Training of PP EE-MI SPMU additional no. of tanks covered under repair /
for DLPMT area put to construction measures;
maintenance irrigation 4. Average land area per tank irrigated
of channels with reduced through repair and construction of
water loss. field channels;
5. No. of PP / its sub-committee
members trained on maintenance of
field channels;
6. No. of trainings and average days of
training organised for PP / its
committees.

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4.2.7 On-Farm Development / Command Area Development

On-farm development / command area development is a major component in the project to improve
the irrigation water distribution as CAD-WM by providing irrigation water to each 1.0 ha of sub-
command area under the outlets of Minor Irrigation projects. The project proposes to provide CAD-
WM channel system in the minor irrigation projects to reduce the wastage of water percolating to
ground under the out-lets and projects not having any canal system where irrigation is being provided
by flooding in field-to-field.

The CAD-WM is planned by creating patches of 1.0 ha sub-command in the command under each
outlet. The CAD-WM channels will be constructed without land acquisition and not curtailing the
cultivated land of the [Link] of channels will be done as watercourses along the
common bunds between the agriculture fields. The channels would be slim, low-cost and durable
CAD channel, which impelled the project to develop such section basing on the information and
method being practiced in the state.

The On-Farm Development (OFD) works will include lining of field irrigation channels and
infrastructural facilities like bed regulators, diversion and distribution boxes, turnouts and drop
structures to regulate and convey the irrigation water from the outlets to individual land holdings. This
type of works will reduce conveyance and application losses, minimize water logging condition and
conserve water. The OFD works are planned duly considering the entire command area under each
sluice. Essential structures such as channel crossing, small culverts etc. will be constructed wherever
necessary.

The OFD / CAD strategy will include;

• CAD channel is having the plan to provide irrigation to each ha. of land independently;
• Network of CAD channels through “main, branch&delivery” courses of reducing capacity at
1/3 rdof the former;
• The bed slope will normally be from 1:600 to 1:1000;
• The time limit to reach the water from main canal to the field will remain equal to all fields;
• The time for complete wetting will be around 24 to 30 hours per ha. of land.

Figure 13: CAD Channels in the Command

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Guiding Principles:

1. The sizes of outlets under Minor Irrigation project vary from 4.00 Ha to 16.00 [Link]
projects are not having any canal system and irrigation is being provided by flooding in field-
to-field. Such selected projects will be taken up for OFD works;
2. The section presently proposed is kept at 30 cm x 30 cm; are designed to carry a discharge of
up to 18.4 to 26 litre per second considering various slopes of terrain (1 in 500 to 1000).
3. The projects, where there is no canal system and irrigation is being provided by flooding in
field-to-field, some larger size channel up to 25 to 40 LPS (for 25-40 Ha of command) may
be required. As such, some more sections have also been proposed in a tabular form to be
chosen basing on the necessity considering to channel discharge. However, the section
properties for construction would remain same except for the cross-section parameters.
4. The Channel section,could be rectangular in cross-section, to be constructed in cement
concrete by providing nominal steel reinforcement.
5. The hydraulic design would be made adopting the Mannings’ equation of flow velocity and
recommended Rugosity coefficient of ‘n’ for concrete. From practical point of view, the ‘n’
value was considered at 0.020 for this section instead of 0.018 recommended for smooth
surface concrete; as the value of 0.018 for concrete surface cannot be achieved in the field due
to various reasons associated with the actual workmanship;
6. The thickness of the concrete wall and bed will be 100 mm.;
7. Free board will be 50 mm to 100 mm.;
8. To have a working platform, a solid foundation base in M10-A40 concrete mix will be
provided below the channel section;

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DESIGN OF RECTANGUALR CEMENT CONCRETE LINED CHANNEL

Channel discharge required : 1 Cusec or 28.3 Litres per second

Bed slope : 1 in 600 to 1000
Section ofRectangular
channel:
Type of lining: Cement Concrete

Considering:
A = Cross-sectional area in m2
P = Wetted perimeter in m
R = Hydraulic mean depth in m
b = Bed width of channel in m
d = Depth of flow in m
S = Bed slope of channel
n = Rugosity Coefficient as per Mannings' equation
Let b = xd, where x is a multiplier
then, Cross-section area A = xd2
Perimeter P = 2d+xd
Hydraulic Mean depth R = xd2 /d(2+x)= xd/(2+x)
flow velocity V = 1/n R2/3 S1/2
Discharge Q = AV = d2x/n R2/3 S1/2
or Q = x/n d2 (xd/2+x)2/3 S1/2
Considering a Trial Section with, Computed :
n= 0.020 A= 0.06
d= 0.200 P= 0.70
b= 0.300 R= 0.09
S= 1/500 = 0.002 V= 0.43

Computed x = b/d = 1.50

Computed Q = 0.026 Cumec
or Q = 26.08 lps
Provide Freeboard of 10% 2.61 lps
Design dischage QD = 28.69 lps

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CAD-WM Channels for OIIPCRA

Rate of Discharge in Rectangular CC Channels for Different Bed Slopes (LPS)
S = 1/500 B E D W I D T H (m) S = 1/800 B E D W I D T H (m)
n = 0.020 0.20 0.30 0.40 n = 0.020 0.20 0.30 0.40
0.20 14.71 26.08 38.54 0.20 11.63 20.62 30.47
D E P T H (m)

D E P T H (m)
0.25 19.25 34.61 51.68 0.25 15.22 27.36 40.86
0.30 23.86 43.36 65.28 0.30 18.86 34.28 51.61
0.35 28.52 52.26 79.21 0.35 22.55 41.31 62.62
0.40 33.21 61.26 93.38 0.40 26.26 48.43 73.82
S = 1/600 B E D W I D T H (m) S = 1/900 B E D W I D T H (m)
n = 0.020 0.20 0.30 0.40 n = 0.020 0.20 0.30 0.40
0.20 13.42 23.81 35.18 0.20 10.96 19.44 28.73
D E P T H (m)

D E P T H (m)
0.25 17.57 31.59 47.18 0.25 14.35 25.80 38.52
0.30 21.78 39.58 59.59 0.30 17.78 32.32 48.66
0.35 26.04 47.70 72.31 0.35 21.26 38.95 59.04
0.40 30.32 55.92 85.24 0.40 24.76 45.66 69.60
S = 1/700 B E D W I D T H (m) S = 1/1000 B E D W I D T H (m)
n = 0.020 0.20 0.30 0.40 n = 0.020 0.20 0.30 0.40
0.20 12.43 22.04 32.57 0.20 10.40 18.44 27.25
D E P T H (m)

D E P T H (m)

0.25 16.27 29.25 43.68 0.25 13.61 24.47 36.54

0.30 20.17 36.64 55.17 0.30 16.87 30.66 46.16
0.35 24.10 44.16 66.94 0.35 20.17 36.95 56.01
0.40 28.07 51.78 78.92 0.40 23.48 43.32 66.03

CONSIDERATIONS:
Bed Slope = S, shall be considered matching to the average terrain gradient
Rugocity Coefficient 'n' = 0.020, considered on practical workmanship point of view

………………………… MIP in ………………………... Block of ………………………………. District

CAD Channel Section – 18 to 26 LPS Discharge for OIIPCRA
All Dimensions are in mm
100 100 Spoil Bank

FSL GL

8 mm @ 30 cm C/C 200 300

8 mm Dist 8 Nos.
100 100 100 mm Offset
1: CC M15 A20
100
500 2: CC M10 A40
700

Bed Width = 300.00 mm

Wall Thickness = 100.00 mm
Height = 300.00 mm
X-Section Area = 500 x 100 + 2 ( 300 x 100 ) = 1,10,000 Sqmm.
= 0.110 Sqm.
Branch-1 0 m. to 100 m. = 100 m. Rs.1,313.44/ RM.
WORK COMPONENT LENGTH WIDTH AV DEPTH TOTAL QTY RATE AMOUNT

1 Earthwork in excavation of foundation in hard/ gravelly soil within initial lead and lift
Canal Section 100.0 x 0.70 x 0.40 = 28.00
Add for alignment marker and over-excavation
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335
to undulation in the ground over specified X-section 1.40
29.40 Cum
@ Rs.167.80/ Cum. ₹ 4,933.32
2 Providing Cement Concrete 1:3:6 using 40 mm down HG broken metal
Canal X-Section 100.0 x 0.70 x 0.10 = 7.00
Project Implementation Plan: OIIPCRA

Table 76: On-Farm Development (OFD) Works

Sub-Activities Responsibility Expected Indicators
Outputs
Primary Secondar
y
Assessment of EE-MI SPMU Irrigation 1. No. of tanks / cascades covered
current status of DoWR provision made under assessment to understand
field channels in to each ha. of the status of field channels,
tank command land in the tank repair / restoration / new
Repair / EE-MI SPMU command and channel construction required
restoration and DoWR water is and detail plan prepared for
construction of distributed each command;
canals / equally 2. Total area covered under OFD
distributary improving scope works and length of field
channels for putting more channels / canals constructed /
Quality Third DLPMTS area under crops repaired & restored;
assessment of Party PMU and bringing in 3. Total area (in ha.) provided
repair / Agency DoWR efficiency by with irrigation, volume of water
construction reducing loss of discharged as per the plan and
water. improvement in irrigation
efficiency;
4. Quality assessment conducted
periodically and assessment
report of construction / repair of
field channels / canals prepared
and shared with appropriate
authority.

4.2.8 Cleaning Feeder Channels

As one of the oldest man-made ecosystems, the tank system consists of feeder channels apart from
other [Link] reduction of flow to tankand later complete stoppage of flow will result with
the death of the tank. Feeder Channels are the lifeline of tanks. Normally, the tanks are man-made and
the channels carry water to tanks forming tank cascades. In all such cascades, the feeder channels are
the lifelines. Over the period, it is observed that the carrying capacity of these channels had been
reducing due to heavy siltation. Siltation has reduced the depth and breadth of the channels and
consequentlythe water carrying capacity. Because of siltation, the channel could never carry the
designed flow to serve the dependent tanks unless it is cleaned and de-silted. The cleaning and
clearing of the channels would revive up to their design standards and would be helpful in retrieving
the areas served by the tanks and the agriculture.

Hence, in the tank system, realizing the importance of the feeder channels and its current condition,
the feeder channels to the tank will be taken up under the project for cleaning up, strengthening and
repairing and the feeder channel distribution [Link] executive engineer (EE-MI) of DLPMT will
be responsible for cleaning the feeder channels, in association with the PP / WUA, and following are
the major activities to be performed:

1. Feeder channels are to be checked for the carrying capacities and the section brought to the
designed section for realizing the designed supplementary inflows into the tank;
2. Silt removal in the feeder canal, repairs to cross drainage and cross masonry works are to be
undertaken to keep the feeder channel effectively operational;
3. Wherever the canal banks are below the standards, it is to be brought to Top Bank Level
(TBL) with proper compaction;

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4. The regulator of feeder channel, pick up anicut are to be ensured for diverting the required
supplies into the tank through the feeder canal.

Table 77Cleaning Feeder Channels

Sub-Activities Responsibility Expected Indicators
Outputs
Primary Secondar
y
Estimate the EE-MI SPMU Feeder channels 5. No. of tanks / cascades covered
current carrying DLPMT DoWR restored, based under assessment to understand
capacity of feeder on feasibility, to the carrying capacity of the
channel it’s carrying feeder channels;
Restore the EE-MI SPMU capacity and 6. No. of tanks / cascades having
carrying capacity DoWR periodic plan for cleaning / repair and
of feeder channel maintenance restoration of feeder channels;
Monitoring and PP SPMU taken up as per 7. No. of tanks / cascades where
Periodic EE-MI DoWR/ monitoring. carrying capacity of feeder
Maintenance DLPMT DLPMT channels restored through
cleaning / civil works;
8. No. of tanks / cascades
monitored during pre-monsoon
and post-monsoon to assess the
feeder channel condition and
plan prepared for maintenance /
repair.

4.2.9 Cleaning Main Canal, Branch Canal & Distributaries

The command area under every tank is covered by irrigation channels or a distributary system
network depending upon the size of the command under a tank. The irrigation channel at entry and at
control outlet points should have cut throat measuring devices to measure the discharge in the canal at
various depths and at full supply depth. This would entail the correct position of water in the canal,
whether the users are getting their required rightful share of water or not.

The irrigation canals are to be maintained to its section to realize its carrying capacity. Likewise, all
the cross drainage and cross masonry works are to be revived to their operable conditions. masonry
lining or C.C. lining is to be adopted wherever canal is vulnerable to losses. The irrigation channels
are to be made free of weeds, vegetation and silt.

Table 78Cleaning Main / Branch Canals & Distributaries

Sub-Activities Responsibility Expected Outputs Indicators
Primary Secondary
Assessment of canal’s EE-MI SPMU Canal and 1. No. of tanks assessed for
situation / sedimentation DLPMT DoWR/ distributaries of sedimentation load in its canals /
tanks cleaned, as per distributaries;
Cleaning of Canals / EE-MI SPMU the assessment, and 2. Length (in Km.) of canal /
Distributaries, wherever PP/WUA DoWR/ water flow measured distributaries cleaned and no. of
needed DLPMT using installed tanks covered;
Installation of flow EE-MI SPMU devices. 3. No. of tanks having water flow
measuring devices DLPMT DoWR/ measuring devices;
4. No. of trainings organised and no.
Training to PP / WUA for EE-MI SPMU of PPs / WUAs / its committees
water flow measurement DLPMT DoWR/ trained on water flow measurement
and distribution planning and distribution planning.

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4.2.10 Dam Safety Plan Preparation

(Cost Table Reference: C 2-B)

Dam safety bill, 2018 provides for surveillance, inspection, operation and maintenance of specified
dams forprevention of dam failure related disasters and to provide for institutional mechanismto
ensure their safe functioning. As per this, the states are expected to have dam safety organization to
systematically maintain the logs on dam health through systematic inspection and assessment, classify
dams as per the vulnerability and hazard and recommend corrective measures to be followed by dam
owners from time to time.

Odisha has 204 numbers of large dams (as per ICOLD classification), which is the 7th largest in India
interms of numbers. This includes 10 major project dams, 50 medium project dams and rest 144 dams
under minorirrigation projects.

Dam Safety Panel (DSP) would be necessary for tank bunds of height more than 10m as these
structures are prone to technical deficiencies in various components, particularly in bunds, surplus
weirs and surplus course. The DSP would be constituted in order to meet dam safety requirements for
tank bunds above 10 meters height. The DSP will issue guidelines to the field engineers on the
remedial measures to be taken for implementation of rehabilitation of these tanks. Any other tank
reporting such critical problems will be inspected by the Dam Safety Panel to suggest measures to
ensure the safety of the structure.

The Dam Safety Review Panel (DSRP) established for the project by the Government of Odisha shall
undertake comprehensive, independent review from dam safety and operation and maintenance point
of view and recommend the remedial measures for rehabilitation of MI tanks that have bund height
more than 10m for implementation. The DSRP will be guided by the Government of Odisha related
legislations, regulations, standards and guidelines, and World Bank’s Operational Manual BP 4.37.
Review by the panel should be based on the guidelines issued by the Central Water Commission
(CWC). The DSRP will also monitor the implement of the Dam Safety Works, taken up under the
project from time to time.

The DSRP shall review the project record and history of such tanks under the OIIPCRAproject to
familiarize with its operational and maintenance requirements. The specific elements to be reviewed
and evaluated by the DSRP shall include the following.

1. Built drawings and construction specifications;

2. Design records including geological reports foundation investigation, material testing and
stability analysis;
3. Construction records and recent operation and maintenance records including any
instrumentation data;
4. Criteria, methodology and determination of design flood routing studies and spillway size,
examine spillway operation records and evaluate the adequacy of spillway size;
5. Emergency plans, including down-stream flooding effects, emergency reservoir drawdown,
notification of impending dangers to down-stream municipal authorities, major flood early
warning system, reservoir operation plan and site access during emergencies.
6. Field inspection reports of the EE-MI / DLPMTand any other available report;
7. The proposals for remedial measures prepared by field engineers for rehabilitation/
modernization of the head works along with computations and other technical analysis;
8. The DSRP may seek additional field data, laboratory tests, etc., which will be provided by the
EE-MI / DLPMT;
9. The State Project Director, OIIPCRAwill be responsible for all correspondence between
Government of Odisha and the DSRP, and will also be the convener of the panel;

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10. The DSRP shall meet as and when required or as per the requirementfelt by the chairperson
and convener, to review the records and data and discuss the issues if any, with the EE-MI /
DLPMT and among the members of the DSRP;
11. As and when requested by the DSRP, the EE-MI / DLPMTwill make available the Operation
& Maintenance Staff, to respond to the DSRP queries;
12. The EE-MI / DLPMTwill provide necessary information, any relevant data, and explanations
regarding the design computations or methods used. The DSRP may suggest additional
studies to assist in evaluation of the matters relating to the dam’s safety status; and
13. DSRP will prepare reports and present to SPMU for appropriate action.

Table 79Dam Safety Plan Preparation

Activity/Sub- Responsibility Expected Outputs Indicators
Activities
Primary Secondary
Constitution of Dam DoWR - Dam Safety Panel 1. No. of sample
Safety Panel constituted as per the tanks visited by
Visit of Panel to Tank Dam DoWR Govt. Rule; the panel;
Sites (> 10-meter bund Safety 2. No. of visit
height) Panel Periodic assessment of reports submitted
Identification of tanks Dam DoWR sample tanks and with
eligible for DSP Safety preparation of dam recommendations
Panel safety plan; .
Issue guidelines Dam DoWR 3. No. of tanks
Safety Dam safety guidelines identified for
Panel issued to EE-MI / DSP;
Periodic Monitoring, Dam DoWR DLPMT for necessary 4. No. of DSPs
Reporting and Safety measures. prepared.
Guidance Panel 5. No. of tanks
monitored
annually and
reports submitted.
Implementation of the SPMU DoWR Compliance report 6. No of tanks
recommendations assessed and
reports prepared

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Chapter Five: Component III: Institutional Capacity Strengthening

5.1 Introduction

Institutional capacity strengthening measures are creative processes for transition to new level of
rational thinking, striving and aspiration for new approaches and tools for problem solving.
Institutional capacity strengthening is related to the ability to identify and solve problems and to
design and apply in development programs. It is a process of change, affecting individuals,
organizations and societies in a complex, interrelated manner. Although often supported by
exogenous assistance, it leads to the achievement of development objectives in a sustainable manner.

In order to build the capacity of the key functionaries and strengthen the institutions in the project
area, this component shall promote and strengthen the community level organizations, undertake
capacity development of Pani Panchayats (PPs), Farmer Producer Organizations (FPOs), Primary
Fishery Cooperative Societies (PFCS), SHGsand community volunteers (identified in the process),
training and exposure of the key officials and extension functionaries of the line departments
(Department of Water Resources/Agriculture & Farmers’ Empowerment/Fisheries), development of
training modules, communication materials (IEC/ICT) and create pool of Resource Persons and
Support Organisations (Resource Agencies) for training & capacity development of the stakeholders.

5.2 Objectives

Overall objective of this component is to develop the capacities of key functionaries and strengthen
community-based institutions in the project area through trainings, demonstrations & exposure visits,
development of training modules and communication materials (IEC/ICT) by associating knowledge
partners/ resource institutions/technical support [Link] project, under this component,
willsupport in strengthening of community institutions in a sustained manner with the adoption of
anappropriate exist protocol.

5.3 Project Approach

1. The interventions under this component shall cover both command and non-command area of
the project districts;
2. Capacity development of the community-based institutions like Pani Panchayats (PPs) /
WUA, Farmer Producer Organizations (FPOs), Primary Fishermen Cooperative Societies
(PFCS) shall be done through trainings and exposure visits. All the trainings may be
associated with demonstration for better understanding and learning;
3. Project shall develop pool of Resource Persons and Resource Agencies for imparting
trainings. The Resource Persons/trainers shall be selected from the practitioners, extension
service providers and subject matter experts. Project shall strengthen the extension service
providers/practitioners through training of trainer program;
4. Project shall develop training modules and IEC/ICT materials through national / state level
knowledge partners/ individual experts/ resource agencies;
5. Project shall engage Support Organizations (SO) for social mobilization, facilitation of
capacity development activities and other activities as specified in the role and responsibilities
of SO;
6. Project shall develop a framework for capacity development of Engineers under DoWR
through professional agency;
7. Project shall organize training cum exposure visits of the SPMU experts, key officials of line
departments and field functionaries of the line departments associated with OIIPCRA;

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8. Project shall take up formation of new PFCS and strengthening of existing PFCS in the
project area; formation of new WUAs in areas where there are no Pani Panchayats.

5.4 Project Interventions

1. Preparation of database of community level institutions, such as PP / WUA / SHG / PFCS etc.
and its regular updation;
2. Capacity Development and strengthening of the Pani Panchayats (PPs) / WUA, Farmer
Producer Organizations (FPOs), Primary Fisheries Cooperative Societies (PFCS), women
SHGs and young volunteers through training and exposure visits;
3. Development of training modules and communication materials (IEC/ICT);
4. Organizing of study tour cum exposure visits of the key officials/field functionaries of the
project, partner agencies and line departments associated with OIIPCRA;
5. Development of framework for capacity development of Engineers under DoWR;
6. Identification/selection of Resource Persons and Resource Agencies for imparting trainings;
7. Training of trainers;
8. Training of community level volunteers;
9. Social mobilization with the facilitation of Support Organizations (SO);
10. Formation of Primary Fisheries Cooperative Societies / WUA.

5.5 Strengthening of PP / WUAs

(Cost Table Reference: C 2-C)

Measures will be taken under this sub-component to strengthen the functional and management
capacity of the PPs by which they can take up management and maintenance of community-based
irrigation infrastructures; apart from water distribution, regulation and efficient use of available water
resources. As the PP/WUA is a platform of the water users in the tank command, which normally
covers almost all households in a demarcated hydraulic boundary, association of PPs/ WUAswill help
to mobilise the community for active and effective participation in the overall process. The project
will support in strengthening the PPs/ WUAsto make them a vibrant community institution which is
capable of promoting climate resilient practices and strengthening livelihood of people. As PPs/
WUAsare suitably placed in a rural set-up and represents the local community in general, they would
be instrumental in identifying the critical needs of people, facilitating local planning process and can
take up measures to ensure that available natural resources are conserved and utilised appropriately
without hampering the local ecosystem. Inclusion and equity aspects in accessing project benefits can
also be addressed amicably by these community institutions. Hence, the project will consciously
attempt to strengthen the PPs and involve them in the overall water governance system at the tank
level.

5.5.1 Guiding Principles

The institutional strengthening process under this sub-component, which basically focuses on PPs /
WUAs, will necessitate all such measures, within the scope of the OPPA, 2002, OPP Rules, 2003 and
related amendments to the OPPA, 2002 (OPPA (amended), 2008; OPPA (amended), 2014) and in
accordance to the scope of the OIIPCRA project.

The PPs/ WUAsshall mobilize their members to participate in the implementation of project activities
such as tank system development, joint azmoish for water tax finalization and collection, corpus
mobilization and for O&M of tank and irrigation systems. The PPs/ WUAswill motivate all tank
system stakeholders to take advantage of all sectoral activities and responsibility for efficient water
use including crop-water budgeting, water sharing, adoption of climate resilient agricultural
technologies and promotion of fishery. Along with this, the PPs/ WUAswill also be supportive and
facilitate agri-business to be taken up by the FPOs / FPCs.

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Means of Institutional Strengthening: Each PP shall conduct at least once a monthly meeting of its
executive body to discuss project related activities and issues. During the meeting, the PP members
shall focus on issues like water management, sharing of water, crop plan preparation, O&M of tanks,
etc. Meeting of the general body shall be conducted at least once in six months appraising the
activities taken up and overall functioning of the PP as per the stipulated role. As per the requirement,
PPs will be involved in the preparation of Tank / sub-basin Development Plan (TDP), identification of
members for PP sub-committees, collaboration with FPOs and FCS members etc. In all the project
activities, PPs will encourage participation of women members, including PP meetings and project
activities. PPs will identify farmers / households, based on their eligibility norms, focusing on
inclusion and equity aspects to access physical and financial resources of the project in particular and
from other government or non-government sources in general.

Maintenance of PP Records: Transparency and accountability is an important aspect of PP /

WUAfunction for which PPs/ WUAswill maintain different records that are relevant to their
functioning. The records can be used to apprise different activities taken up by the PP / WUAas a part
of their information disclosure mandate and accountability norms. Documents related to each and
every transaction, minutes of the meetings (with key decisions made), details of farmers / land holders
in the tank command / landless and other households under the tank etc. would be maintained by the
PP / WUA. Different books/records to be maintained by the PP / WUAare:(i) Minutes book, (ii)
Particulars of PP / WUA members and other members, (iii) Cash book, (iv) Special fees and other
collections, (v) Details of crops and extent of cropping area, (vi) Works sanctioned book, (vii) Water
tax raising and collection register, (viii) Stock register, and (ix) Visitors book. Additional records, as
per the requirement of the project, will also be maintained by the PP / WUAs.

Tank / Cascade Development Plan: The PPs/ WUAswill be involved actively in the tank / sub-basin
system development planning process, adopting participatory approaches. The PP / WUAwill collect
relevant data / information from primary as well as secondary sources, with the support of involved
departments and other agencies, so assigned for planning. Based on the identified gaps and emerging
needs (on priority basis), a detail plan will be prepared, taking into consideration the project
components and suggested key activities under different components / sub-components. The detail
plan, so prepared and finalized, will be shared / discussed with the PP / WUAgeneral body and getting
its approval.

Transparency and Accountability (T&A): One of the important aspects of the project is
‘transparency’ in project implementation starting from PP / WUAlevel. It will help to avoid
conflicting situation among the PP members in specific and the entire tank command in general. It
will also be useful for outsiders to know the level of works completed, pending works, cost involved,
PP / WUAfunctioning details, stages of implementation of project activities by designed components
etc. The PPs will take different measures in this regard like suo moto disclosure of its activities,
financials, display of important information in the display board / social audit board, sharing
information with the members based on their need, display of information in a common place at the
tank command level etc.

Rating of PPs / WUAs: PP functionaries are required to perform different roles in the project in
agreement with the existing Act and Rules. Functions of the PPs includes institution management,
irrigation system management (O&M), water management, revenue generation etc. Different
activities are expected to be monitored by the PPs from time to time, apart from OIIPCRA project
activities. Based on the activities taken up by the PPs, there will be rating of each PP on quarterly
basis. Ratings will be done at two levels, i.e., self-rating by the concerned PP and rating by the
DLPMT/ project implementing institutions for different components of the project. The key areas of
assessment are (1) Participation and dialogue, (2) Performance, (3) Self-management, and (4)
Innovation and technology adoption.

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Water Charges Collection: As per the OPPA, 2002, PPs may collect water charges from the water
users, in a manner specified by the Government. For the purpose of collection of charges, PP
executive body will conduct a joint verification with Revenue & DM Department, Dept. of
Agriculture and Farmers Empowerment and Water Resources Department to assess the cropping area
under the tank and actual area irrigated and number of farmers having access to tank water.
Accordingly, water charges will be fixed and collected from the individual farmers.

5.5.2 Capacity Development of PPs / WUA

[Link] Capacity Need Assessment (CNA)

Capacity development of PPs will be done in different phases of the project, i.e., during the planning
phase, implementation phase, and during the post-implementation/consolidation phase. Before taking
up capacity development measures, Capacity Need Assessment (CNA) will be conducted for all the
PPs/ WUAsin a project tank / cascade. A PP / WUACapacity Need Assessment tool will be designed
to assess the actual needs of the PPs, in terms of their functional dimensions and on project related
aspects.

[Link] Designing Training Module / Manuals

Based on the identified needs, training modules will be designed in local language (Odia) and
validated / piloted before full scale execution. If there is any existing training modules (OCTMP
Project), it may be examined contextually and if required, suitably modified as per the project
requirement. The capacity gaps identified will be addressed through in-house and field trainings. The
required training modules and manuals will be developed by the SPMU on different thematic areas to
impart training to the PPs / WUAs.

To a certain extent, need for capacity development, will vary for different PP / WUAsub-committees
and Executive Committees as their functional dimensions are different. For example, the capacity
development requirement for the Works Sub-committee will be related to works measurement, quality
assurance etc. whereas capacity development requirement of the Finance Committee will be more
related to financial management aspects. Similarly, capacity development requirement for EC
members will be more on coordination, management, negotiations, monitoring etc. So, imparting both
hard and soft skills are to be planned in the capacity development measures for different stakeholders
within the PP / WUA. The capacity development training would address different category of
stakeholders within the PP.

[Link] Phasing and Scheduling Trainings

For organizing trainings, based on the identified needs, an Annual Training Calendar will be prepared
for different categories of participants, within the PP / WUA. The training calendar will be prepared
in advance and will be communicated to the PPs / WUAs.

[Link] Imparting Training

The capacity enhancement for Pani Panchayat (PP) / Water User Association (WUA) will cover
aspects related to organizational management, water use efficiency, crop planning, extension services,
farm mechanization, crop water budgeting, climate resilient/smart agriculture, agri marketing, revenue
mobilization and management etc., On field mobilisation and capacity development of the PPs/
WUAswill be done through the out sourced support organizations (SO). Training of PPs/ WUAswill
be organized by the support organizations (SO). Training will be imparted by experienced, learned
and trained resource persons, drawn from PD-ATMA / DLPMT, Govt. and private institutions /
organizations, practitioners, master trainers, etc. The resource persons would be selected well in
advance and informed about the theme, objectives, and contents to be discussed with the participants
in the training session/s. A training session plan / training window would be prepared to keep the
training well organized and covering all the themes that are planned for discussion.

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[Link] Exposure Visits

Apart from training, exposure visits will be organized for the PPs/ WUAsand its sub-committees,
during the life of the project for their learning and replication. Places of exposure visits should be
related to the project components where different project related initiatives have demonstrative impact
in improving resilience in agriculture and allied sectors.

[Link] Hand Holding Support

Apart from training and exposure, the PPs/ WUAswill be provided with hand holding support for
effective execution of different project activities. The hand holding support will be rendered primarily
by the SOsand PD-ATMA / DLPMT / officials/experts, line departments associated in the
implementation of the project (depts. of Agriculture, Horticulture, Fishery, animal husbandry and
Ground Water) and officials / experts from the SPMU. Apart from this, different technical agencies
such as SAU (OUAT), ATMA, KVKs, and national level institutions may be invited from time to
time to support the PPs on different aspects like crop water budgeting, crop planning, ground water
management etc.

The project has a great responsibility and a crucial role to play in the context of Water Management,
Water Use Efficiency improvement and Agricultural Productivity enhancement in the project areas
through Training, Research and Development. With this vision the project shall strengthen the water
user group/ Pani panchayat members through periodic trainings and exposure visit. The trainings will
be imparted on crop water budgeting, participatory ground water management, cascade/tank level
planning as well as need-based trainings.

Key Guiding Principles

1. Identification of trainees from the water user groups/PPs based on their interest, active
involvement in PP activities and farming activities;
2. Identification of young volunteers (10 volunteers per tank command) based on their interest
for irrigation development in the locality and active involvement in farming/livelihood
activities in tank command;
3. Development of training calendar for PPs/ WUAsand young volunteers;
4. Identification of resource persons/trainers from the subject matter experts and field
practitioner;
5. Each training will be combination of class room and field training;
6. Class room training will be mostly interactive supported by audio visual program and field
training will be led by a progressive farmer/practitioner with support from a subject matter
expert;
7. Organization of 3 day training program on Crop Water Budgeting & Crop Planning and
Water Regulation and Irrigation Management including Participatory Ground Water
Management for 30000 PP / WUAmembers, 2 day training program on leadership
development to enhance capacities of water users in the command area for working together
with other stakeholders for 30000 PP / WUA members, 2 day need based training program for
17040 PP members and 1 day training program for 5460 young volunteers (@10 per tank
command) on Water Regulation and Irrigation Management;
8. Organization of exposure visit for 21,600 members of PPs/ WUAson Crop Water Budgeting
and Crop Planning, Water Regulation and Irrigation Management, Natural Farming System;
9. Development of communication materials (IEC/ICT) through Expert/Resource institutions.

Role and Responsibilities

Pani Panchayat / Water User Association:

1. Mobilisation of farmers / members for capacity development need assessment;

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2. Facilitate capacity need assessment of its EC and GB members;

3. Ensure attendance of the selected members in CB activities like training / workshops /
exposures etc.
4. Reviewing the usefulness of the CB inputs with the members from time to time;
5. Suggest to EE-MI / PD-ATMA for any modification in CB strategy.

Support Organisation:

1. Consultation with PP / WUAs to understand their current status and performance in line with
the Odisha Pani Panchayat Act;
2. Identification of CB needs of the PPs / WUAs, including its executive body with the help of
designed tool/s;
3. Categorisation of PPs / WUAs(ranking) as per their current level of performance (criteria
based);
4. Compilation of CB needs of PPs / WUAsby their ranks;
5. Submission of compiled CB needs of PPs / WUAsto PD-ATMA / SPMU for designing
capacity development plan;
6. Organising training of PPsincollaboration with identified resource persons;
7. Preparation of training report and its submission to PD-ATMA / SPMU

PD-ATMA / EE-MI:

1. Preparing CB schedule / training calendar for PPs / WUAs;

2. Facilitate in organising training of PPs / WUAs;
3. Participating in different training sessions to understand the quality of inputs, adopted
processes for capacity development and suggest if any change is required in the CB strategy.

PD-OIIPCRA (SPMU):

1. Designing training module / manuals / learning materials as per the identified needs in
consultation with PD-ATMA / EE-MI;
2. Finalising session plan with the PD-ATMA / EE-MI;
3. Supporting PD-ATMA/ EE-MI in selection and finalising resource persons;
4. Support to PD-ATMA/ EE-MI in finalising thematic areas, designing session plan,
strategizing delivery mechanism etc.;
5. Attending sample trainings to understand the quality of inputs and process followed;
6. Reviewing training reports and suggest to EE-MI / PD-ATMA if any change is required in
capacity development.

Table 80: Activity Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Identification of trainees and SO/ PD- List of trainees finalized No. of trainees finalized
finalisation ATMA SPMU for training.
/ EE-MI
Identification of young SO/ PD- SPMU List of young No. of young
volunteers ATMA volunteers finalized volunteers finalized for
/ EE-MI training.
Development of training SPMU PD-ATMA Training calendar Development of
calendar for PPs/ young developed training calendar.
volunteers
Identification of resource PD-ATMA PD-ATMA List of trainers finalized No. of trainers finalized
persons/trainers EE-MI
SPMU
Organization of training SO/ PD- SPMU Training programs as -No. of trainings

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Sub-Activities Responsibility Expected Output Indicators

Primary Secondary
programs as per training ATMA per calendar completed.
calendar / EE-MI successfully conducted -No. of trainees trained
and the trainees trained
Exposure visit PD-ATMA SPMU Identified members of No. of PP members
EE-MI the PPs completed completed exposure
exposure visit visit
Development of EE-MI SPMU Communication No. of communication
communication materials PD-ATMA materials developed materials developed.

5.6 Capacity Development of Primary Fisheries Cooperative Societies and SHGs

(Cost Table Reference: C 1.2-E)

The project envisages strengthening the capacity of fish farmer groups in the project area by creating
new fisheries cooperatives and strengthening the existing cooperatives through capacity development
inputs and [Link] project plans to have 412 Primary Fisheries Cooperative Societies
(PFCS) in the project area out of which 277 are already existing and 135 are to be formed. The society
members will be trained on organization & governance management, Intensive/Semi-intensive fish
management, Pen and cage culture, and Value addition/processing/marketing. Besides, project also
plans to provide training to Women SHGs on Fish Processing for enhancing their income.

Key Guiding Principles

1. Formation of 135 Nos. of new PFCSs through SOs where there is no functional PFCS exists;
2. The new PFCS will be registered under Odisha Cooperative Societies Act;
3. Identification of trainees from the existing/new PFCS (active members of PFCSs);
4. Identification of trainees from the existing Women SHGs in the project area;
5. Development of training calendar for PFCS/SHG;
6. Identification of resource persons/trainers from the subject matter experts and field
practitioner;
7. Organization of 2 days training program on organization & governance management for
20600 Fishers, 2 days training program on Intensive/Semi-intensive fish farming &
management for 20600 Fishers, 2 days training program on Pen and cage culture for 20600
Fishers,3 day training program on Value addition/processing/marketing for 20600 Fishers and
1day refresher training for 15450 fishers;
8. Organization of 2 days training program for Women SHGs on Fish Processing and on the
issues as identified during project implementation;
9. Organization of exposure visit for 3708 members of PFCS on Intensive / Semi-intensive fish
farming, Scientific Aquaculture Management, Value Addition / Processing / Marketing;
10. Organization of exposure visit for 1236 members of women SHGs on Processing/Marketing
and for 225 barefoot trainers on aquaculture management/value
addition/processing/marketing;
11. Development of communication materials (IEC/ICT) through Expert/Resource institutions.

Role and Responsibilities

Primary Fishers Cooperative Society:

1. Mobilisation of fishers for capacity development need assessment;

2. Facilitate capacity need assessment of its EC and GB members;
3. Ensure attendance of the selected members in CB activities;
4. Reviewing the usefulness of the CB inputs with the members from time to time;
5. Suggest to DFO/ PD-ATMA for any modification in CB strategy.

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Support Organisation:

1. Consultation with PFCSsand women SHGsto understand their current involvement in fisher
related activities, including value addition and marketing;
2. Identification of CB needs of the members of PFCSs / SHGs, including its executive body
with the help of designed tool/s;
3. Categorisation of PFCS / SHGs(ranking) as per their current level of performance (criteria
based);
4. Compilation of CB needs of PFCS / SHGs by their ranks;
5. Submission of compiled CB needs (in report form) of to PD-ATMA / SPMU for designing
capacity development plan;
6. Organising training of PFCS / SHGsin collaboration with identified resource persons;
7. Preparation of training report and its submission to PD-ATMA / SPMU

PD-ATMA / EE-MI:

1. Preparing CB schedule / training calendar for PFCS / SHG;

2. Facilitate in organising training / exposure etc. as per the CB plan;
3. Participating in different training sessions to understand the quality of inputs, adopted
processes for capacity development and suggest if any change is required in the CB strategy.

PD-OIIPCRA (SPMU):

1. Designing training module / manuals / learning materials as per the identified needs in
consultation with PD-ATMA / DFO;
2. Finalising session plan with the PD-ATMA / DFO;
3. Supporting PD-ATMA/ DFOin selection and finalising resource persons;
4. Support to PD-ATMA/ DFOin finalising thematic areas, designing session plan, strategizing
delivery mechanism, finalising exposure destinations etc.;
5. Attending sample trainings to understand the quality of inputs and process followed;
6. Reviewing training reports and suggest to DFO/ PD-ATMA if any change is required in
capacity development.

Table 81: Activity Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Formation of new Primary SO/DFO/ SPMU New PFCSs formed and No. of new PFCSs
Fisheries Cooperative PD-ATMA registered under Odisha registered
Societies (PFCS) Cooperative Societies
Act
Identification of trainees SO/DFO/ SPMU List of trainees No. of trainees finalized
from PFCSs PD-ATMA finalized for training.
Identification of trainees SO/DFO/ SPMU List of trainees No. of trainees finalized
from the female SHGs PD-ATMA finalized for training.
Development of training DFO PD-ATMA Training calendar Development of
calendar for PFCSs/ SHGs S-SPU developed training calendar.
Identification of resource DFO PD-ATMA List of trainers finalized No. of trainers finalized
persons/trainers S-SPU
Organization of training SO/ S-SPU Training programs as No. of trainings
programs as per training DFO / SPMU per calendar completed.
calendar PD-ATMA successfully conducted
and the trainees trained No. of trainees trained
Exposure visit DFO S-SPU Identified members of No. of PFCS members

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Sub-Activities Responsibility Expected Output Indicators

Primary Secondary
PD-ATMA SPMU the PFCSs completed completed exposure
exposure visit visit

Identified members of No. of women SHG

female SHGs members completed
completed exposure exposure visit
visit
No. of barefoot trainers
Identified barefoot completed exposure
trainers completed visit
exposure visit
Development of DFO S-SPU Communication No. of communication
communication materials Resource SPMU materials developed materials developed.
Institutions

5.7 Engagement of Support Organizations (SO)

(Cost Table Reference: C 3-E)

Support organizations (SO) are state/district level NGOs, having sectoral subject matter experts
involved in the rural development programs at the grassroots level and working with the community.
The role of the SO is to facilitate the project implementation process through social mobilization at
the tank/cascade level, in association with PPs/WUAs / PFCSs/FPOs/SHGs and implementing line
Departments. The SOs will perform different activities such as (1) Awareness creation, (2)
Community Mobilization, (3) Supporting and Strengthening PPs/WUAs / PFCSs/FPOs/SHGs etc.
Project intends to hire the services of 7SOs in the project districts for social mobilization and program
facilitation. Each SO will have 3-4 Cluster Facilitation Teams (CFT) and each CFT will facilitate
execution of the project in stipulated number of tanks, as decided by SPMU.

Key Guiding Principles

1. Hiring of the services of Support organizations (SO) at the state / district level based on their
experience, expertise and performance in irrigation/agriculture/fishery sector;
2. The SOs will facilitate execution of project activities at the identified tank command and non-
command areas covered under the project;
3. Each SO will have more than one CFT to facilitate execution of project framed activities in
stipulated number of tank clusters;
4. SPMU will organize orientation training of SOs and conduct refresher trainings as per the
need of the project;
5. Each SO will have monthly / quarterly target and annual action plan for each CFT;
6. At the district level, PD-ATMA will conduct progress monitoring, review and performance
evaluation of the SOs in consultation with SPMU;
7. If so required, SPMU will review the performance of SOs on quarterly / half yearly basis to
assess the project progress;
8. The SOs will report to PD-ATMA periodically (at least once in a quarter) with a copy to
FIAC and SPMU for information and necessary guidance.

Support Organisation Selection Criteria:

1. The organization should be a registered body under the relevant national / state Act and is active
and operational continuously for the last 3 years on the date of application;
2. The organization should have maintained its books of accounts / accounting records and have
them properly audited. Annual statements of income and expenditure should have been prepared;

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3. The organization should have at least 5 years of relevant experience in carrying out social
mobilization,livelihood promotion, agribusiness activities and facilitating / promoting community
level organisations;
4. The organization should have working experience in farmer’s issues, irrigation promotion,
agriculture / horticulture and agribusiness;
5. The organization should have a minimum annual turnover of Rs. 50 lakhs, on an average for last
three years (as per annual audit statements);
6. The organization should not be on any blacklist of any government (Union and/or State), Ministry
/ Department / Organization / Multinational Donor NGO or any other donor/partner organization
in the past;
7. The agency should be non-political and secular in nature;
8. The agency should have demonstrated experience in community development and in training and
capacity development in convergence with government departments and agencies.
9. The organization should have registered office in the State of Odisha. Working experience of the
agency in project districts will be added advantage;
10. The Organisation shall have required number of human resources to depute / deploy for project
activities.

Role and Responsibilities:

Support Organisation:

The Support Organization (SO) shall undertake the following specific tasks towards ensuring that PP /
WUAsand other community institutions / organisations become self-sustaining entities. Specific role
and responsibilities of the SO would be as below. Apart from below mentioned role and
responsibilities, the agency has to contribute to the project mandate, as it is required from time to
time, based on the guidance of the SPMU.

1. Institutional Strengthening: Strengthen PPs / WUAsand other community organisations in

order to achievetheir greater association and ownership in project activities by assessing their
capacity building needs and providing required inputs in collaboration with PD-ATMA,
DOA, DOH, DOF and other institutions.

2. PP / WUABook Keeping: Build the capacity of PP / WUA functionaries in maintaining and

regularly updating the records.

3. Facilitating PP / WUAMeetings:Support the PP / WUAin organizing its monthly meetings,

GB meeting and EC meetings and maintaining proper minutes of the same.

4. Corpus fund and Water Charge Collection: Facilitate the PP / WUAs to raise corpus,
collect water charges and to prepare and implement development plan.

5. Agriculture and Horticultural Activities:

a. Assist in implementation of project designed and framed activities such as
identification of beneficiaries for crop demonstrations, vermi units, shade net,
training, exposure visits etc. as per the project;
b. Coordinate with the respective line departments for mobilizing farmers for training
and field days under demonstrations and agribusiness promotion activities;
c. Support farmers to adopt the best practices demonstrated under the project;
d. Collect season wise crop productivity and technology adoption data;

6. Fisheries Development: The SO staff shall support the fisheries department in implementing
the fisheries sub-component plan in tanks selected for the activity.

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7. Water Management and Related Record Keeping:Facilitate / support to each PP / WUAto

undertake water budgeting and crop planning activity before each season starts and organizes
water management and irrigation scheduling that is rigorously recorded. Ensure that PP /
WUA updates and maintains farmer-wise, season-wise, and crop-wise irrigated area data.

8. Joint Ajmoish and Water Use Fee Collection: Facilitate the PPs / WUAs in collection of
water use fee from the farmers of the command area, based on water supply.

9. Agricultural Production Data to be collected:

a. Area irrigated: Collect season-wise time-series data on area irrigated for each tank.
b. Data on average yield: Collect season wise average yield particulars for project
supported crops in the identified tank command and adjacent non-command areas /
influence zone.

10. Agribusiness and Marketing:With the support of ABSOs, facilitate the PP / WUA/ FPO /
AEs to take up post-harvest management and agribusiness activities as per the planned
framework. SOs would be supportive to ABSOs in preparing agribusiness plans,facilitate AE
selection process, their orientation and implement the activities as per the plan by developing
appropriate market linkages.

11. Participatory in M&EActivities:

a. PP / WUASelf-rating: Facilitate the quarterly self-rating exercise by PPs / WUAs of

their performance.
b. Community feedback: Seek PP / WUA/community feedback on access and
availability of project services on a regular basis and report to the PD-ATMA /
DLPMT on monthly/quarterly basis.

12. Preparation of IIAP: The SO will facilitate preparation of IIAPs, covering all the project
supported tanks and all the villages within the project cascades / tanks. In the IIAP, SO should
facilitate in preparing the sectoral plans (agriculture, horticulture, fishery etc.) as plans related
to civil works are already prepared under DPR. The plan document should be submitted to the
SPMU / PD-ATMA / Dept. for review and approval.

13. Conducting Field Verification: SO staff shall visit each PP / WUAand other community
organsiations like FPO and PFCS, periodically, as per the project plan. During the field visit,
the staff shall collect required data as per the need of the project and submit to PD-ATMA /
S-SPU for necessary action.

14. Reporting: The SOsshould submit monthly / quarterly action plan and monthly / quarterly
progress report to the SPMU with a copy to PD-ATMAfor review by 5th of every month.

15. Success Stories:The SOs shall prepare case studies / learning cases and submit to PD-
ATMAwith proper documentation.

16. The SO staff shall work full time exclusively for the project work to accomplish the specific
targets fixed by the project on a monthly and quarterly basis. They shall not work in any other
project of the SO itself or other Govt./ Private organizations once they are working in this
project.

17. SO staff shall carry out the project work in consultation with the PD-ATMA / EE-MI under
the overall guidance of the SPMU.

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Rating of Support Organisation (SO): Like PPs, the performance of involved SOswill also be
assessed and rated once in three months by the PD-ATMA / DLPMT. Its main focus is to understand
the level of achievement by the SOs as per the agreement with the project. It will also help the project
management to know priority areas/activities to be grounded and reasons for delay, if any. The key
areas of appraisal of would involve (1) progress as per the quarterly plan, (2) innovations, (3)
technology adoption / replication etc. The process of assessment and rating will be taken up by the
concerned DLPMT in consultation with SPMU. The DLPMTwill submit the assessment report to
SPMU before quarterly planning exercise at the SPMU level. As per the assessment findings,
necessary guidance will be provided to the SOs by the SPMU / DLPMT / PD-ATMA for
improvement or speeding up the execution of activities.

PD-ATMA:

1. Review and planning of the project activities along with Support Organisation (SO);
2. Assigning tasks / activities as per the project plan on quarterly basis;
3. Conducting quarterly / monthly review of activity / project progress;
4. Assessing performance of SOs on quarterly basis;
5. Support SOs in organising / implementing different project related activities;
6. Rendering financial support, as per the quarterly project plan, to SOs for organising /
implementing different activities;
7. Prepare and submit quarterly report on SO performance to SPMU for review.

PD-OIIPCRA (SPMU):

1. Finalising the scope of work and engagement conditions of Support Organisations;

2. Finalising number of SOs required by project area / thematic areas (agriculture / irrigation /
agribusiness etc.);
3. Conducting bidding process, as per the procurement guidelines of the project;
4. Selection of SOs based on the set criteria and as per the procurement guidelines;
5. Induction orientation of SOs to make them understand on the project, expected outputs and
outcomes;
6. Periodic monitoring visit and review of progress of SOs with the support and association of
PD-ATMA / EE-MI / DLPMT members;
7. Performance assessment of SOs on periodic basis and taking appropriate action accordingly;

Table 82: Activity Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Hiring of the services SPMU - MoU signed with No. of MoU signed with
of Technical support Technical support Technical support
organizations (SO) organizations (SO) organizations
Organization of SPMU DOA/DO Selected SOs oriented on No. of SOs undergone
Orientation Training of H/DOF/D the project orientation training
SOs OWR
Setting of Target and SPMU DOA/DO Target set and annual No. of SOs have program
annual action plan for H/DOF/D action plan prepared for target and annual action plans
SOs OWR SOs
Progress monitoring, DLPMT SPMU Progress monitoring, -No. of monitoring & review
review and / PD- review and performance meetings conducted
performance ATMA evaluation of SOs -No. of SOs evaluated based
evaluation done(monthly/quarterly/a on their performance
nnually)

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5.8 Capacity Development of Engineers / Officials under DoWR

(Cost Table Reference: C 3-C)

The Department of Water Resources (DoWR) has seven functional wings namely, Major & Medium
irrigation, Minor Irrigation (flow & Lift), Rehabilitation and Resettlement, Land Acquisition, Finance,
CAD & WM and Monitoring. Each wing is managed by qualified Engineering staff and other
officials. It is pertinent that specialized knowledge as well as core domain knowledge is essential for
carrying out various tasks in the department. Considering the gamut of specialized sectors and the
activities undertaken by DoWR, it is important to provide specialized need-based training to the
Engineering and other key staff of the department for better understanding of their professional
commitments aligned to the broader objectives of the department.

The project shall build the capacity of the Engineering staff (other key staff may be covered as per the
need) at various levels across different functional wings of the DoWR during the project period based
on the capacity development framework and training need assessment. Project shall develop the
capacity development framework and assess the training need of the Engineers through a professional
agency.

Key Guiding Principles

1. Hiring the services of a suitable professional agency for training need assessment and
development of capacity development framework for Engineers;
2. Finalization of the list of thematic trainings to be imparted to the Engineers based on the need
including hydrological assessment and analysis;
3. Identification of trainees from various levels of experience, expertise, qualification and
official capacity across different functional wings of the DoWR;
4. Collaboration with premier academic/technical institutions (IIS/IITs/etc.) for training of
Engineers;
5. Development of training modules through Experts/ Resource institutions;
6. Organization of training programs at the premier institutions as per capacity development
framework and training calendar;

External Agency:

1. Initial consultation with PD-OIIPCRA (SPMU) on capacity need assessment and designing a
CB framework along with different aspects to be examined during the process;
2. Discussion with Principal Secretary of the Department and head of functional wings of the
department to understand their views;
3. Consultation with engineers of department on type of works they handle and their capacity
requirements;
4. Organise and facilitate a consultation workshop with selected engineers at the department /
SPMU level to understand and map overall perspective;
5. Visit some of the project districts and consult with the engineers of different wings of the
dept.;
6. Prepare a draft capacity development framework and need assessment report;
7. Share the framework and assessment report with the PD-OIIPCRA (SPMU) and head of the
department (Principal Secretary, DOWR) for review and feedback;
8. Finalise the framework and assessment report, incorporating suggestions of the PD-OIIPCRA
(SPMU) and head of the department (Principal Secretary, DOWR).

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PD-OIIPCRA (SPMU) / Department:

1. Advertisement for hiring a competent agency for capacity need assessment of engineers as per
the procurement guidelines of the project;
2. Scrutiny and selection of competent agency through appropriate process as stipulated in the
procurement guidelines;
3. Briefing the hired agency on the project and objective of preparing a capacity development
framework for the engineers of DOWR;
4. Support the agency in capacity need assessment process in terms of coordinating with
different functional wings of the department;
5. Review the capacity development framework and report on training needs identified by the
agency;
6. Suggest to the agency if any modification is required and finalise the framework and training
needs;
7. Explore the possibilities of collaboration with different institutions of national / international
repute for CB of engineers;
8. Finalise the institution/s for CB of engineers after consultation with interested institutions;

Capacity Development Institution:

1. Prepare a draft training curriculum and session plan, based on the initial consultation with the
head of the department and project authority (PD-OIIPCRA);
2. Finalise the thematic areas of training and detail session plan with the department / project
authority;
3. Conduct capacity development of the engineers as per the agreed thematic areas;
4. Conduct periodic assessment of learning;
5. Issuing certificate to the engineers at the end of the training.

Table 83: Activity Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Hiring the services of a SPMU - Suitable Professional Engagement of professional
suitable professional agency engaged agency
agency for training need
assessment and preparing Training need of Engineers Assessment of training need
capacity development assessed of Engineers
framework for Engineers
Capacity development Development of capacity
framework developed development framework for
Engineers
Finalization of the list of Professional SPMU List of thematic trainings No. of thematic trainings
thematic trainings agency for the Engineers finalized finalized
Identification of trainees DoWR SPMU Detail list of trainees No. of trainees identified
finalized
Collaboration with premier SPMU DoWR Collaboration with premier No. of institutions
academic/technical academic/technical collaborated
institutions institutions established
Development of training Experts/ SPMU Training modules No. of training modules
modules Resource developed developed
institutions
Organization of training SPMU Identified Training programs No. of trainings conducted
programs Academic/ successfully conducted
Technical No. of Engineers trained
institutions Engineers trained

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5.9 Strengthening of Extension Service Providers

(Cost Table Reference: WR-20 / C 3-C)

Extension service providers are the real players at the grassroots level for extension of technology,
knowledge, modern/innovative practices for development of farming community and enhancement of
rural household income. Project shall identify 300 Nos. of extension service providers and
practitioners in the project area for strengthening their capacity through training of trainer program
who will be involved in capacity development of water user groups/PPs, PFCS, SHGs and FPOs.

Key Guiding Principles

1. Identification of practitioners/extension service providers in the project area;

2. Development of training calendar for training of trainers (practitioners/extension service
providers);
3. Identification of resource persons/institutions for training of the trainers
(practitioners/extension service providers);
4. Organization of 5-day training of trainers’ program for 300 master trainers per year for two
years. Training will be imparted on the modules prepared for the capacity development of
PP/PFCS/FPO.

Support Organisations:

1. Discuss with different community level institutions to identify potential human resources to
function as extension service provider;
2. Discussion with the concerned persons and finalise the list of persons to undergo TOT
programme;
3. Collect / prepare the profile of finalised list of persons;
4. Discuss with different stakeholders and prepare a list of trainers having expertise in finalised
thematic areas of inputs;
5. Organise and facilitate training of trainers (TOT) programme;
6. Document the training programme and prepare training report;
7. Submission of the training report to the PD-ATMA and SPMU.

PD-ATMA:

1. Providing support to the SO in selection and organisation of TOT programmes;

2. Monitoring the training programme, discuss with the trainees and suggest for any change in
approach and process, if so required;
3. Review the training report and share with DLPMT members.

PD-OIIPCRA (SPMU):

1. Design the training curriculum in collaboration with the S-SPU and officials of the line
departments associated with the project;
2. Preparing training modules / manuals / learning materials (may engage an external agency for
preparing modules / manuals);
3. Piloting of training modules / manuals and its finalisation;
4. Printing and distribution of the training modules / manuals (to project districts)
5. Monitoring visit during the training and assessing the quality of inputs and process
appropriateness;
6. Suggest to PD-ATMA / SO for any change that is required in input delivery;
7. Review of training report/s submitted by SO / PD-ATMA

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Resource Institution / Resource Persons:

1. Going through the capacity development modules / manuals and understand the delivery
mechanism in consultation with the SPMU and PD-ATMA;
2. Pilot the modules in one location to understand executional aspects;
3. Impart TOT of selected persons;
4. Conduct periodic assessment of learning;

Table 84: Activity Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Identification of PD- SPMU List of No. of
practitioners/extension ATMA/DLPMT (practitioners/extension practitioners/extension
service providers service providers) service providers
finalized finalized
Development of training S-SPU SPMU Training calendar Development of training
calendar for training of Resource developed for ToT calendar for ToT
trainers Institution/
DOA/DOH/DOF
Identification of resource S-SPU SPMU List of resource No. of resource
persons/institutions for persons/institutions persons/institutions
training of the trainers finalized finalized
Organization of training PD-ATMA S-SPU Training programs as per No. of trainings
of trainers Resource Institution SPMU calendar successfully completed.
(practitioners/extension conducted and the
service providers) practitioners/extension No. of practitioners/
service providers trained extension service
providers trained

5.10 Capacity Development of Farmer Producer Organizations (FPOs)

(Cost Table Reference: C 1.3-B)

Collectivization of producers, especially small and marginal farmers, into producer organizations has
emerged as one of the most effective pathways to address the challenges of agriculture sector, most
importantly, improved access to technology, inputs and markets. To bring a transformation in
agriculture sector to improve the livelihoods of smallholders, FPOs are being formed for interventions
in post-harvest handling and marketing of the produce from the farm gate to the consumers. FPOs are
owned and governed by shareholder farmers / members and administered by the professional
managers. Capacity development of governing members and staff of FPOs are vital for benefit of the
farmer members and sustainability of the FPO. Project shall build the capacity of the Board of
Directors and staff of the existing FPOs in the project districts through training and exposure on
Organizational/Financial/Governance management, Agribusiness management, value addition,
processing and marketing.

Key Guiding Principles

1. Identification of trainees from the BoD& staffs from the existing FPOs;
2. Development of training calendar for FPOs;
3. Identification of resource persons/trainers from the subject matter experts and field
practitioner;
4. Organization of 1day training program each on FPO Organization & Governance,
Agribusiness (Processing, Marketing, etc), Financial Management and Documentation &
Book keeping for BoD and staff members of existing 73 FPOs in the project district;
5. Organization of exposure visits for 1095 Nos. of BoDs& staff of existing FPOs each for
Agribusiness management and Value addition/Processing/Marketing for 3 years;
6. Development of communication materials (IEC/ICT) through Expert/Resource institutions.

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Role and Responsibilities

Support Organisation:

8. Consultation with FPOs on their current activities and future plan for agribusiness activities;
9. Identification of CB needs of the FPOs, including BOD with the help of designed tool/s;
10. Categorisation of FPOs (ranking) as per their current level of performance (criteria based);
11. Compilation of CB needs of FPOs by FPO ranks;
12. Submission of compiled CB needs to PD-ATMA / SPMU for designing capacity development
plan;
13. Organising training of FPOs in collaboration with identified resource persons;
14. Preparation of training report and its submission to PD-ATMA / SPMU

PD-ATMA:

4. Preparing CB schedule / training calendar for FPOs (theme based by FPO categories);
5. Facilitate in organising training of FPOs;
6. Participating in different training sessions to understand the quality of inputs, adopted
processes for capacity development and suggest if any change is required in the CB strategy.

PD-OIIPCRA (SPMU):

1. Designing training module / manuals / learning materials as per the identified needs in
consultation with PD-ATMA / S-SPU;
2. Finalising session plan with the PD-ATMA / S-SPU;
3. Supporting S-SPU / PD-ATMA in selection and finalising resource persons;
4. Support to PD-ATMA in finalising thematic areas, designing session plan, strategizing
delivery mechanism etc.;
5. Attending sample trainings to understand the quality of inputs and process followed;
6. Reviewing training reports and suggest to PD-ATMA if any change is required in capacity
development.

Table 85: Activity Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Identification of SO/ PD-ATMA/ S-SPU List of trainees finalized No. of trainees finalized for
trainees DLPMT SPMU training.
Development of PD-ATMA S-SPU SPMU Training calendar Development of training
training calendar for developed calendar.
FPOs
Identification of SO / PD-ATMA / S-SPU List of trainers finalized No. of trainers finalized
resource persons / DLPMT SPMU
trainers
Organization of training SO / PD-ATMA / S-SPU Training programs as per No. of trainings completed.
programs as per training Resource Institution SPMU calendar successfully
calendar conducted and the No. of trainees trained
trainees trained
Exposure visit PD-ATMA S-SPU Identified personals of No. of FPO personals
DLPMT SPMU the FPOs completed completed exposure visit
exposure visit
Development of PD-ATMA S-SPU Communication materials No. of communication
communication Resource SPMU developed materials developed.
materials Institutions

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5.11 Development of Training Module and IEC/ICT Material

(Cost Table Reference: C 3-B)

In order to achieve the objectives of the capacity building program under the project, development of
suitable training modules and informative educational communication materials (IEC/ICT) are vital.
Project shall engage suitable professional institutions for development of customised training modules
and IEC/ICT materials. Project intends to develop 8 training modules and 16 IEC/ICT materials for
the PPs, PFCS, FPOs, SHGs and young volunteers in the thematic areas of Crop Water Budgeting,
Crop Planning, Water Regulation & Irrigation Management including Participatory Ground Water
Management, leadership development, organization & governance management of PFCS,
Intensive/Semi-intensive fish management, Pen and cage culture, Value
addition/processing/marketing of fish, FPO Organization & Governance, Agribusiness (Processing,
Marketing, etc), Financial Management and Documentation & Book keeping. As far as possible
training module will be digitized, and specific apps will be developed for providing training, suitable
simulated training modules will be developed and used for training of farmers, PP members, PFCS
members and FPO office bearers. The project will invest in developing a YouTube channel that will
build a digital library of learning material that can be accessed by all project stakeholders at all levels.

Key Guiding Principles

1. Hiring the services of suitable professional institutions for development of training modules/
IEC/ICT materials;
2. Finalization of thematic areas for training module/ IEC material;
3. Development of 8 training modules and 16 IEC/ICT materials (approx.) for the PPs, PFCS,
FPOs, SHGs and young volunteers in English and Odia languages;
4. Pictorial presentation of the themes in training modules / IEC materials;
5. Printing of training modules and IEC/ICT material.

Role and Responsibilities:

Technical / Professional Institution:

1. Discuss with the SPMU, S-SPU and other stakeholders (state / project district level) of the
project to understand different aspects of capacity development by stakeholder category;
2. Drafting the training module / IEC materials;
3. Sharing the module with SPMU / S-SPU and modify as per the suggestion;
4. Piloting the training module at the project location and identify the gaps, if any;
5. Modify the module / IEC materials as per the field pilot findings;
6. Submission of training modules/ IEC materials to SPMU.

PD-OIIPCRA (SPMU):

1. Preparing module frame (themes / session design / learning objectives etc.) as per the
identified capacity developmentneeds;
2. Designing a capacity development frame, including curriculum for different category of
officials;
3. Selection of technical / professional institution for developing modules / IEC materials as per
the project procurement guidelines;
4. Contracting and consultation with the selected institution for designing and developing
modules / IEC materials;

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5. Reviewing with the draft modules / manuals / IEC materials developed by the technical
agency and providing feedback to the agency;
6. Attending piloting of the module / manuals and ensuring the thematic contents are in line with
the identified needs and methodology of delivery of the theme is suitable to the trainees;
7. Finalisation of the modules / manuals / IEC materials with the technical institution and
printing of the documents as per the need.

Table 86: Activity Output, Role & Responsibility

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Hiring the services of SPMU - Suitable professional No. of professional
suitable professional institutions for institutions hired for
institutions for development of development of training
development of training training modules/ modules/ IEC/ICT
modules/ IEC/ICT IEC/ICT materials materials.
materials hired
Finalization of thematic SPMU S-SPUs Thematic areas for No. of thematic areas for
areas for training module/ training module/ IEC training module/ IEC
IEC material material finalized material finalized
Development of training Resource SPMU 8 Training modules/16 No. of training modules/
modules/ IEC materials Institution IEC materials IEC materials developed
developed
Printing of training SPMU 320000 Training No. of training modules/
modules/ IEC materials modules/108920 IEC IEC materials printed
materials printed

5.12 Capacity Development of the Key Officials/Field Functionaries

(Cost Table Reference: C 3-C)

In order to achieve the objectives of the project, role of the officials and field functionaries of the line
departments associated with the project is vital. They need to develop their capacity for better
guidance, implementation and management of the project. Strategic level capacity development will
be undertaken for key selected line department staff on specific areas related enhancing their capacity
on the leadership, management and technical side. These will be selective training programs and will
be offsite that are offered by institutes of repute and excellence in India and/or aboard. In addition,
specific arrangement will be made with premiere management and technical institutes in India to
provide training and exposure learning to departmental staff on customized training programs (for
example, the Agri-business school at IIM-Ahmedabad could be contacted to develop a three-month
agri-business certificate program that will be attended by all ATMA Directors and selected officers
from the state level).

Capacity development will be undertaken specifically related to the implementation of the project.
These training programs will focus on the staff induction to project components and activities, roll of
the project, implementation processes, procurement and financial management, etc. This will be done
by inhouse core team of the project or with subject experts as resource persons from outside. Project
staff exposure visit to similar project in India or in the region will be included in the capacity
development program. As the project design includes participation of several partner agencies for
facilitating implementation of project activities at the cutting edge, they would require capacity
enhancement support for ensuring that the required technical inputs and project understanding is
created for their staff to facilitate project activities. Hence, personal for partner agencies will be
eligible to undergo same training and exposures that are to be undertaken for project staff. Project
shall organize study tour cum exposure visit programs for the key officials and field functionaries of
the project, partner agencies and line departments associated with OIIPCRA at premier
academic/research/technical institutions within and outside the country to enhance their intellectual
and managerial capability.

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Key Guiding Principles

1. Selection of the key officials and field functionaries of the project, partner agencies and line
departments for training cum exposure visit based on their association with the project;
2. Selection of female officials from each associated department for capacity development;
3. Identification of premier academic/research/technical institutions within and outside India;
4. Preparation of annual study tour cum exposure visit plan for the officials in consultation with
the concern institutions;
5. Organization of study tour cum exposure visits as per plan;

Table 87: CB of Officials

Sector Within State Outside State Outside India
(No. of Persons) (No. of Persons) (No. of Persons)
Agriculture 808 303 20
Horticulture 808 61 10
Fisheries 808 61 10
Irrigation 808 61 20

Role and Responsibilities

Line Departments:

1. Selection of persons to be trained as per their association in the project implementation;

2. Deputing officials / field staff for capacity development;
3. Review the learning at the department level after the completion of capacity development
measures.

PD-OIIPCRA (SPMU):

8. Conducting Capacity Need Assessment (CNA) of different dept. officials;

9. Designing a capacity development frame, including curriculum for different category of
officials;
10. Identification of appropriate institution for capacity development;
11. Finalising collaboration with the institution and scheduling capacity development plan;
12. Reviewing with the trained officials / experts after receiving capacity development inputs.

Technical Institutions:

1. Finalising capacity development frame with the SPMU;

2. Finalising training curriculum and training window with the selected institution/s;
3. Preparation of reading / learning materials for the trainees;
4. Conducting training / capacity development of the officials / field functionaries;
5. Assessment of thematic area wise learning of the participants.

Table 88: Activity Output, Role & Responsibility

Sub-Activities Responsibility Expected Indicators
Primary Secondary Output
Selection of the Line SPMU List of key No. of officials
key officials Dept./DOA/DOH/DOF/DO officials and selected
and field WR field
functionaries functionaries
finalized for
training cum
exposure visit
Identification of SPMU Line Dept./ List of premier No. of premier

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Sub-Activities Responsibility Expected Indicators

Primary Secondary Output
premier DOA/DOH/DOF/DO academic/ academic/
academic/ WR research/technic research/technic
research/technic al institutions al institutions
al institutions identified identified
within and
outside India
Preparation of SPMU Line Dept./ Annual training Preparation of
annual training DOA/DOH/DOF/DO cum exposure annual training
cum exposure WR visit plan for the cum exposure
visit plan officials visit plan for the
prepared officials
Organization of SPMU Line Dept./ Officials of the No. of officials
training cum DOA/DOH/DOF/DO line completed
exposure visits WR departments training cum
as per plan completed exposure visits
training cum
exposure visits

5.13 Agriculture Technology Media Lab at OUAT

(Cost Table Reference: C 3-H)

Project shall support to develop an Agriculture Technology Media Laboratory (ATML) with the
objective of enabling the stakeholders to use the latest interactive multimedia technology for research,
extension and transfer of agricultural technology to ensure higher productivity and sustainability of
agri-enterprises. Objectively, ATML will support in technology dissemination and research activities
through digitized interactive medium. The ATML will function at two tier level viz., (i) Central
Media Lab-cum-ICT Lab at Dept. of Extension Education (OUAT) and Satellite Media Labs at the
KVKs in the project districts.

Functions of ATML:

1. Development of e-learning material viz., audio products, video products, Apps etc. for self-
supported learnings by stakeholders, including students;
2. A single window facility for packaging of virtual production technology;
3. Consolidation & digitization of available stratified agro-technologies;
4. Preparation of video simulation products / models in farmer friendly formats;
5. Decision support systems in major themes and production systems.

Besides aforementioned functions, media lab may take up other supportive activities, such as;

1. Helping farmers, researchers and other stakeholder to better communicate, understand, and
respond to effective information;
2. Capturing and sharing information visually;
3. Fostering stakeholder participation and information flow;
4. Discussing implications of new technologies with researchers / farmers / institutions;
5. Integrating information and services;
6. Supporting farmers network for higher technology adoption;
7. Creative learning experiences, collective learning, transforming data into knowledge;
8. Responsive agricultural environments, practices strengthening environmental parameters;
9. Assisting users by learning from interaction and anticipating needs;
10. Designing scalable systems that enhance learning and experience sharing.

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5.14 Strengthening Advisory Support at APC Level

(Cost Table Reference: C 3-H)

The Office of the Agriculture Production Commissioner (APC) will be strengthened through an
appropriate strategic support [Link] agency will be selected through a competitive bidding
process, as per the procurement plan of the project. The support agency will help to create a strategic
support system that will include selected officers of choice from various line departments. The
strategic technical assistance support to the APC office will help in policy formulation &
convergence; coordination on planning & implementation; knowledge & learning harvesting and
concurrent evaluations and analytics. The unit will work in collaboration with SPMU, S-SPU and
institutions associated with the project implementation.

An Advisory Committee will be established including members from academic institution(s), center
of excellence(s), private sector representatives and individual members of repute from relevant
thematic areas to bring in external perspective on strategic policy, learning and implementation
aspects. The recommendations from the advisory committee will be used for advocacy and policy
change purposes at the project steering committee level headed by the Chief Secretary, through the
office of the [Link] advisory support unit at the APC level will organize / facilitate / participate in
different workshops / learning events / symposiums that are related to the project objective. Along
with this, the advisory body will also provide necessary technical and managerial guidance to the
project as per the requirement.

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Chapter Six: Component IV: Project Management

6.1 Background

OIIPCRA will be anchored through OCTDMS, a special purpose vehicle under the adminsitartive
contol of the DoWR. OCTDMS, a society under Society Registration Act 1860, gives reasonable
flexibility and autonomy to faciliate the implementation of this project. Considering the fact that,
implementation of this project involves several line departments e.g. Agriculture, Fishery and ARD
and even some tanks that come under a basin (medium irrigation tanks) and the tanks under PR
department for the GCF linked components, a tight governance mecahnsim has been envisaged.
The proejct governance has been envisaged in the following manner:

Technical Support and Advisory Services Formal Project Governance Arrangement

State Level Steering Committee of OIIPCRA will be chaired by Chief

An eminent thematic advisory panel Secretray and members will be drawn from relevant departments. SLSC
will provide policy guidance.

Governing body of OCTDMS will be chaired by Agricultural Production

A professional strategic support team

State level
Commissioner (APC) to oversee the OIIPCRA. There will be proejct cells
attached to APC office with Director Agri, Director Horti, Director Fishery, Dierctor Spl Project -
PR for coordination with line departments

Executive Body of OCTDMS will be headed by Principal Secretary,

DoWR to guide the implementation and monitoring of OIIPCRA

Technical Assistance

For M&E, QC, MIS

A State Project Monitoring Unit (SPMU) headed by Addl Secretray cum
Project Director will be responsible for coordination with implementing
agencies (public and private) for implementation of OIIPCRA.

District level
Technical
Assistance At district level there will be a district level planning and monitoring team
(DLPMT) with memebers drawn from relevant departments. This will be
chared by district collector. Extension actvities to be led by PD ATMA and
ABSOs, SOs will be supported by professionals.

Grassroots level
Figure 14:OIIPCRA project governance

The project institutional ararnagement both at the state level and district level has been given below:

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6.2 Proposed Institutional Framework

Figure 15: OIIPCRA institutional framework

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6.3 Institutional Arrangement, State Level:

Figure 16: Implementation Arrangement; State Level

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Table 89: Human Resource Requirement and its Source

Human Resource Requirement under OIIPCRA
Sl. No. Position No. of Persons From Govt From Open Market
State Project Monitoring Unit (SPMU)
1 Project Director 1 1 0
Sub Total 1 1 0
Technical Support Unit
2 Addl. Project Director 1 1 0
3 State Technical Expert 1 0 1
4 AEE - Technical 2 2 0
5 EE - Water Resources 1 1 0
6 EE - Monitoring 1 1 0
7 SE/EE - Construction Management 1 1 0
8 Hydrologist 1 1 0
9 AEE - Works 1 1 0
10 Technical Assistant 1 0 1
Sub Total 10 8 2
Agriculture Unit
11 APD -Agriculture 1 1 0
12 Agriculture Expert (Agronomy) 1 1 0
13 Agri - Extension Coordinator 1 1 0
14 Agro - Economist 1 0 1
15 Agriculture Expert (Agribusiness) 1 0 1
Sub Total 5 3 2
Fisheries Unit
16 Fishery Expert 1 1 0
Sub Total 1 1 0
Institutional Capacity Strengthening Unit
17 Institutional Strengthening & Capacity 1 0 1
Building Expert
Sub Total 1 0 1
Environment Unit
18 Environment Specialist 1 1 0
19 Jr. Environment Consultant 1 0 1
Sub Total 2 1 1
Finance Unit
20 Project Finance Officer 1 1 0
21 Manager Accounts 1 0 1
22 Accountant - cum - Multi Skill Assistant 3 0 3
Sub Total 5 1 4
Procurement Unit
23 EE - Procurement 1 1 0
24 AEE/ DEE - Procurement 1 1 0
25 Procurement Officer 1 0 1
Sub Total 3 2 1
M&E and MIS Unit
26 EE - M& QC / Economist/ M&E Specialist 1 1 0
27 MIS / GIS Officer 1 0 1
Sub Total 2 1 1
Office Establishment
28 Senior Clerk - cum - Office Superintendent 1 1 0
29 Multi Skill Assistants 3 0 3
30 Administrative Assistant 1 0 1
31 Establishment Assistant 1 0 1
32 Messenger 1 1 0
33 Office Attendant 2 2 0
34 Sweeper 1 0 1

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Human Resource Requirement under OIIPCRA

Sl. No. Position No. of Persons From Govt From Open Market
35 Office Security 3 0 3
Sub Total 13 4 9
Agriculture Production Commissioner (APC)
36 Expert on Agriculture / Horticulture 1 0 1
37 Expert on Fishery 1 0 1
38 Expert on Agri-Business 1 0 1
39 Accountant - cum - Multi Skill Assistant 1 0 1
Sub Total 4 0 4
Directorate of Agriculture & Farmer's Empowerment (Do A&FE)
40 Accountant - cum - Multi Skill Assistant 1 0 1
Sub Total 1 0 1
Directorate of Horticulture (DoH)
41 Accountant - cum - Multi Skill Assistant 1 0 1
Sub Total 1 0 1
Directorate of Fisheries (DoF)
42 Accountant - cum - Multi Skill Assistant 1 0 1
Sub Total 1 0 1
DLPMT / PD – ATMA
43 Accountant - cum - Multi Skill Assistant 15 0 15
Sub Total 15 0 15
Chief Engineer Office (MI)
44 Accountant - cum - Multi Skill Assistant 1 0 1
Sub Total 1 0 1
TOTAL 66 22 44

Total No. of Personnel: 66 Nos.

Personnel from Government: 22 Nos.
Personnel from Open Market: 44

6.3.1 Role and Functions:

Roles and Responsibilities of various committees, partner departments and support organisations have
been detailed out below:

Table 90: Institutional Arrangement, State Level

Entity Function Membership
State Level Steering The committee chaired by CS will provide CS, DC, APC and Principal secretaries of
Committee broad policy guidance to the project, help in DoWR, Agriculture, Fishery and ARD, Finance,
inter-departmental coordination and approve Forest and Environment, PR, Science and
annual work plan and budget Technology
It shall meet at least once in a year
Governing Body 1. Provide overall policy guidance and 1. APC-cum-AddI. Chief Secretary
coordination on matters relating to Chairman
programme implemented by the State 2. D.C-cum-AddI. Chief Secretary
Project Management Unit and district Member
level project management teams. 3. Principal Secy to Govt. Deptt of W.R.
Vice-Chairman
2. To ensure coordination with various 4. Principal Secy. to Govt., Agriculture &
departments, agencies and convergence FE Deptt.; Member
of different activities under various 5. Principal Secv, to Govt. P.R. Deptt.
components of the project. Member
6. Principal Secy. To Govt. Finance Deptt.
3. To ensure that the project is Member
implemented as per the approved 7. Principal Secy. To Govt. Forest & Env.
Annual Work Plan, and Budget and Deptt Member
Audit Accounts. 8. Commr.-cum-Secy. F &[Link].

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Entity Function Membership

Member
4. To formulate, alter and amend the 9. P.D, OCTDMS-cum-AddI.
objectives, rules and regulations of the [Link]. Member Sec.
Society, constitute committees from 10. [Link]. Deptt. of W.R.
time to time as and when considered Member
necessary for effective execution of the 11. E.l.C., Water Resources; Member
programmes, and schemes. 12. Director, WALMI; Member
13. Chief Engineer, Minor Irrigation; Member
5. Delegate powers and function to the 14. Chief Engineer, GW; Member
employees, committees and the 15. Any other by invitation
consultants of the Society as needed.
The committee shall be convened at least twice
in a year
Advisory body on 1. A panel of eminent experts will 1. The members will be drawn up from a
specific themes provide strategic advice to state on panel of reputed exerts who will come at
agriculture and water related least once in a year to provide their input to
issues. The recommendations from senior officials and SPMU staff along
the advisory body will be used for identified themes. Members can be from
advocacy and policy change academic institution(s), center of
purposes at the project steering excellence(s), private sector representatives
committee level headed by the and individual members of repute from
Chief Secretary, through the office relevant thematic areas to bring in external
of the APC perspective on strategic policy, learning
and implementation aspects. The
secretariate of APC /SPMU will coordinate
this. The project will provide
logistics/hospitality and honorarium.
Executive Body (EB) The key functions of the EB will be as 1. Principal Secretary / secretary Department
follows: of water Resources
1. Implement the policies / decisions of 2. Project Director, SPU
the Governing Body. 3. Project Finance officer
4. APD cum CE, Minor Irrigation,Odisha
2. Interact with GOI / World Bank and 5. Chief Engineer, Minor Irrigation, Odisha
support the implementation of, or 6. CE-GW, DoWR
directly implement, various activities as 7. Director, Agriculture &FE
well as programmes ensuring 8. Director, Fisheries
participation the communities in 9. Director, Soil Conservation
different components of the project. 10. Director, Horticulture
11. Director, Special Projects, Panchayati Raj
3. Co-ordinate with various line Department
departments, State Govt. and other 12. Director, OREDA
sectoral/funding partners, resource 13. Joint Secretary to Govt, Revenue
organisation and support organisations Department
(for social mobilisation, training) and 14. Joint Secretary to Govt, Finance
ensure participation communities in Department
different components of the project. 15. Director, Planning & Co-ordination
Department
4. Promote adoption of demand driven and 16. Invitee members (two Representative of
participatory approach, service delivery NGOs (to be nominated by State) Govt.),
maximizing empowerment of two Representatives of Apex Pani
community in decision-making. Panchayat (to be nominated by the state)
Govt.), two representatives from apex
5. Monitor and evaluate the FPOs (to be nominated by state)
implementation of the schemes by the 17. Anyother member by invitation
various partner agencies including SOs
(NGOs.) The committee shall be convened at least once
6. Consider and approve the annual in every quarter
accounts ensuring proper auditing of the
expenditure by competent authority.
7. Undertake any other activities that are
consistent with the aims and objectives
of the Society.

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Entity Function Membership

Strategic support team to 1. The Office of the Agriculture The strategic team will comprise experts on
strengthen APC office Production Commissioner (APC) will agriculture, horticulture, agribusiness, economic
be strengthened through an appropriate modelling and price forecasting. Considering
strategic support team/ agency of repute the importance of the delivery the members
who can advise APC on holistic sectoral having more than 15 years of relevant
planning and investment opportunities experience should be part of the team/agency.
in agriculture, horticulture, agri
business development, pricing and
regulatory reform.
Sub Project Support Apart from the Strategic Support team Project cells in departments: These cells will
Units in the Partner attached to the APC office, there shall be have designated nodal officers not below the
Departments project cells (sub-project support units) in rank of Jt. Director from the respective
(agriculture, horticulture department of agriculture under Director departments. He will be supported by a multi-
and fishery) at the state Agriculture and FE; under Director- purpose multi-skilled assistant
level Horticulture, under Director Fishery and
Director-Special Projects-PR.

The key function of these cells (sub PSUs)

will be to interface with SPMU and district
level departmental officials to give special
thrust to activities of the project envisaged
under their respective components.
Project Director-SPMU 1. The Project Director shall be the Chief SPMU will have support from the members of
Executive Officer of the Society and the following units:
Member-Secretary of the GB and EB.
2. He shall be officer of the rank of Technical Support Unit (6 members)
Additional Secretary/Special Secretary
as decided by the State Govt. Capcity Building and Institutional Development
3. All executive and financial power of the Unit (1)
Society shall vest on the Member
Secretary who shall be responsible for Environmental Unit (1)
the planning implementation and
monitoring of activities as would be MIS Unit (1)
guided and decided by the Society.
Finance Unit (2)
4. Will exercise and discharge such other
duties as may be delegated to the Procurement Unit (2)
Secretary by the Society.
5. Will convene the meetings of the Agriculture (2)
Governing Body and record the minutes
of the proceedings Fishery (1)
6. Will remain in overall charge of
planning, implementation and Administration and establishment (3)
monitoring of all activities of the
Society.
7. Will be in overall charge of the funds of
the Society and open and operate the
Society’s accounts in the Banks

8. He/She will be supported by an

independent M&E agency, a technical
support partner ORSAC for
development of MIS, quality control
and audit wings

Roles and responsibilities of the various units in the SPMU have been detailed out below:

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Table 91: Role and Functions of SPMU

Name of the Member Role/Function
unit
Technical CE-MI cum APD Assist PD in the overall coordination of the project. Lead the technical
Support Unit aspects of the irrigation and tank systems interfacing with the team in
SPMU and project districts.
State Technical Expert Provide technical guidance in terms of work design, review of work and
support to tehnical unit.
Supt. Engineer/EE  Over all Planning, designing, Coordination, executing, monitoring
and reporting tank rehabilitation works
 Identification and Selection of tanks based on the criteria (both
independent and cascades)
 Guiding on Capacity building support to the technical team of the
project
 Monitoring the implementation of the technical components of the
project interfacing with executive engineers from DoWR, basins and
PR department in the districts
 Ensure Compilation of general technical data from all the project
districts at the state level
 Revision and updating specifications and manuals for work as per
latest technical developments.
 Look into the Preparation of plans, estimates, and inspection of works
 Look into issues of tank/dam safety and detailed project reports for tanks and
cascades
 Management, organizing, supervision and Coordination of Divisional
Execution of technical activities relating to the tanks systems, including CAD
work
 Ensure that all divisions maintain all records and special tools and report in
time
Executive Engineer: Water  Water resource planning and management support for project tanks
Resource Specialist  Support in crop water budgeting
 Preparing technical notes on water sources management
 Support the technical team as per the need
Executive engineer  Work on hydrological assessment both at basin and sub-basin level
(Hydrology)  Work on hydrological modelling taking into account the issues relating to
climate change
 Work with GW division to improve conjunctive use of water and water use
efficiency.
 Examine the relevant parameters during planning and implementation
Asst. executive engineer,  Assist in planning and scrutiny of the DPRs
Works  Assist the Executive Engineer in Follow up on the Hydrological assessment of
sample tanks in the project preparatory phase
 Assist the Executive Engineer to work out interventions for improving tank
systems
 Assist in capacity building
 Assist in identifying issues of tank/dam safety and recommend ways to
overcome problems
EE-Construction  Finalising construction parameters / quality control measures
Management  Visit to sites and examining construction quality aspects
 Gudidance to the district officials
 Monitoring and supervision
Technical Assistant  Support the technical team based on the requirement
 Documentation of project activities
Agriculture Unit APD-Agriculture  State level planning, implementation, capacity building and coordination of
Agriculture expert agriculture production activities
(agronomist)  Dovetail ongoing agriculture plan at tank level
 Guide DLPMTs in formulation of plan for agricultural component of the
project
 Work closely with department on contingency planning for the project
districts
 Work with SOs for agricultural activities
Agri-extension  State level planning, implementation, capacity building and coordination of
Coordinator agriculture production and marketing activities

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Name of the Member Role/Function

unit
 Work with PD ATMA at district level, SAU and other relevant departments
for training and demonstration
 Assist in developing a comprehensive plan to establish commodity value
chain
 Work closely with support organisation, Resource Institutions in the state
dealing with FPOs/FIGs
Agro-Economist  Planning for agri-business promotion of project supported commodities
 Liasoning with market players, ABSO and other entities;
 Support and guide ABSO in agribusiness promotion
 Monitoring and supervision of agribusiness promotion activities
 Periodic assessment of agribusiness and market linkage activities
 Facilitate training / orientation of stakeholders on agribusiness
 Facilitating business planning and credit linkage of FPOs / AEs
 Periodic discussion with FPOs / AEs and extension of support
 Support in MIS development on agribusiness activities and market linkage
Agriculture Expert  Agriculture planning support for the project areas
 Review agriculture planning and management at project areas
 Consult / discuss with PD-ATMA and DLPMT on agricultural activities
 Support district level planning for crop diversification & rabi crop planning
 Periodic monitoring and supervision
 Facilitate training / orientation of stakeholders on agricultural aspects
 Support in development of required training modules / manuals
 Work closely with DOA & FE for successful execution of planned activities
Fishery Unit Fishery expert  State level planning, implementation, capacity building and coordination of
Fisheries production activities
 Dovetail ongoing fisheries plan at district level in consultation with DFeO and
DLPMT
 Guide DLPMT in formulation of plan for fisheries component in the project
district for identified tanks (for fisheries)
 Work with support organisations, SAU, PFCS for training and capacity
building initiatives
Institutional Capacity Building and  Over all planning, Designing, guiding and implementing and coordinating
Development Institutional Development institutional development and capacity building strategies proposed for PPs
Unit Specialist and SOs
 Identify resource agencies, partners for the project for capcity building based
on the gap analysis exercise conducted from time to time
 Ensure formation of Pani Panchayats, FIGs, develop a plan for their effective
governance and monitoring
 Develop incentive mechanisms for well governed PPs on water saving and
adapting resilient practices
 Identifying stakeholders and ensuring their participation
 Monitoring implementation of the social issues highlighted in ESMF
 Designing the community manual and guidelines for the support organization
and IEC
 Monitoring the activities of the unit
 Ensuring timely implementation of capacity building measures
Environment AEE-Environment  Ensuring the implementation of the Environmental component of ESMF and
Unit (Environment specialist) EMP
 Ensuring implementation of Dam safety plan
 Guide DLPMT and train them on EMP formulation of environment and the
compliance
Finance Unit Project Finance Officer  Will lead in preparation of Financial and Procurement manuals, procurement
plan and costing for project.
 Budget preparation, ensuring effective and efficient fund flow
 Establishing internal and external audit arrangements
 Will guide the unit in maintenance of records, books of accounts, registers,
files and other related
documents. preparing Bank Reconciliation statements.
 Accounting for expenditure and generating Monthly Financial Return (MFR)
 Preparation and filling of claim for reimbursement to the country office of the

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Name of the Member Role/Function

unit
World Bank and Getting grant from Govt and other sources if any.
 Financial vetting and concurrence on procurements, deciding the most
competitive bid on financial parameters, participating in financial
negotiations.
 Capacity building in the finance team of the project
 Observing the procurement process and ensuring that it is on line with the
procurement manual
 Shall be responsible to prepare the financial statement with due audit and shall
place the same to the EB.
 Shall maintain the accounts, cause due verification of the monthly transactions
and
monthly receipt and expenditure statement, which shall be put up to the
Executive Body when required.
 Shall verify the physical and financial usage of the funds disbursed by the
Mission to various participating organizations.
 Shall ensure that the Society establishes procedures and processes that ensure
regular disclosure of annual work plans, Annual reports, budgets, actual
transfers, bid documents,
 Evaluation of bids, audit statements and any other information considered to
be in interests of ensuring complete transparency in the decision making and
working of society.
Manager, Accounts  Checking the payment from financial proprietorship point of view; Sign the
cheques
 Maintain cash book, cheque issue register, advance register, bill register,
payroll register
 security deposit and bank guarantee register and other deposit registers;
Verifying
 taking rectifying efforts with respect to different reconciliation reports
including BRS
 Getting timely grant from GOI;
 Follow up claims for disbursement and its reconciliation;
 Monitoring advances for its settlements.

Procurement EE-Procurement  Lead the process of procurement manual preparation as per the latest World
Unit Bank Procurement Procedure / Guidelines
 Prepare 18 months procurement plan and PPSD
 Develop standard bid documents (EOI, RFP, data sheets etc.)
 Review and finalise the bid documents as per the World Bank. Procurement
Guidelines;
 Closely monitor the procurement process and advise experts and committees
in the SPMU on procurement procedures;
 Interface with TTL and World bank procurement specialist for necessary
guidance
AEE/DEE-Procurement  Support in project procurement process
 Support in developing bid documents (EOI, RFP, data sheets etc.)
 Closely monitor the procurement process and advise EE, procurement
 Contract Management and Reporting to EE-Procurement as per need
Procurement officer  Support in project procurement process
(Open Market)  Support in developing bid documents (EOI, RFP, data sheets etc.)
 Extend support in bid review / scrutiny
 Facilitate meeting with bidders and documentation
 Any other task assigned by EE-Procurement

M&E and MIS EE, M & QC /  Planning and scheduling of M & L events with state and ATMA/ DLPMT
Unit Economist/M&E specialist staff and external M&E agency
 Field based monitoring through regular tank visits
 Regular review and monitoring of pilot/operations research activities
 Planning, organizing and coordinating training programmes on M & E in
close in coordination with Capacity building team member
 Feedback on monitoring through presentation in review meetings both at
district and state level

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Name of the Member Role/Function

unit
MIS/GIS officer  Putting a good MIS and GIS into place for effective, efficient and real time
monitoring of the project
 Liaison and coordination with MIS/ GIS agency
 Planning and conducting trainings of DLPMT as well as project cell staff in
district collector office for regular reviews with respect to data management
systems
 Uploading case studies, best practices thematic studies to the project portal
Office Establishment officer and  Maintenance of office documents and facilities in an orderly manner
Establishment multi-skilled assistants  Office sanitation
1. Senior Clerk cum  Logistics coordination
Office  Staff matters and liaison with government for staff under deputation
Superintendent;  Personal records of project staff in SPMU
2. Multi Skill Assistants  Liaison with HR service provider for statutory compliance matters
(MSA-2 Nos.);
3. Messenger (one)
4. Office Attendants (2
Nos.)
5. Sweeper (one)
6. Office Security (3
Nos.)

6.4 Institutional Arrangement: District Level

Figure 17: Implementation Arrangement;District Level

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6.4.1 Role and Functions; District Level:

Table 92: Institutional Arrangement, District Level

Entity Function Members
District level project This team will be responsible for project planning District Collector-Chair
monitoring team and implementation. This will work on all three EE-MI
key areas of the project irrigation and water (for Medium Irrigation project CE-
management led by concerned EE of the MI Basins or his rep)
division, basin manager of medium irrigation PD-ATMA
project, the agriculture and horticulture DDH
components will be led by DDA/PD ATMA as District Fishery Officer
well as Deputy Director Horticulture. They in turn EE from Panchayati raj and DW dept.
will coordinate with corresponding officials like
AAO/AHO at block level or above. Fishery
activities will be coordinated by district fishery
officer. PD-ATMA will coordinate with KVKs
and SAU in the district for training and
demonstration.

Considering the project has limited resources,

focused time bound implementation of the
activities is crucial. This team will try to see that
there

DLPMT will be chaired by district Collector.

Project cell in District This cell will be responsible for regular tracking of Cell will be strengthened with
collector/PD ATMA activities and prepare status report for review by infusion of certain number of key
office collector. professionals (agronomy, agribusiness
and horticulture) from market as well
as on deputation from the line
departments. These personnel will
provide analytical and decision
support inputs on the key outcomes of
the project to collector and DLPMT.

6.5 Community Level Institutions

The community level institutions will be both in tank command and outside. Especially for agriculture
and fishery sector where the climate resilient value chain approach is being followed and the groups
may be outside the tank command.

Institution Any specific function other than those described above

Pani panchayat in tank  Micro Planning for crop-water budgeting in Tank systems
command  Mobilizing membership fees and/or water tax as per the Act including fixation of tax structure for all
the users
 Plan for maintenance of the irrigation system including Tank renovation, restoration and maintenance;
 Manage lift irrigation point
 Preparing a cropping programme
 Water budgeting and regulation; Economy in use of water
 Conflict resolution/management
 Conduct social auditing
 Annual General Body meetings, Finance and accounting, Annual report preparation and presentation
 Govt. Non Govt agency- convergence and contact
Farmer Interest Groups Such groups will be formed with commonality of interest in undertaking accessing inputs,
both at tank command technologies and market as per the situational needs. Besides they would be evolved for
and outside depending technology dissemination with farmer to farmer focus.
on the commodity
cluster and value chain
Primary Fisheries The existing Fisheries Coop at tank locations would be strengthened to take up improved
Cooperatives pisciculture, culture of advanced fish seeds in captive nurseries, operationalise portable carp
hatchery and linkage with market.

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Ground water These groups will monitor the ground water and determine the extent of conjunctive use based
monitoring groups on the plans made during the cropping seasons
Women SHGs Such a forum will be formed at the tank or village level to empower women who are part of
SHGs to undertake non-land-based activities and also in some cases to undertake kitchen
gardening.
Tribal development groups Ensure that if it is a scheduled tribal area, the Pani Panchayat has included Tribal welfare in its
work programme in terms of livelihoods, trainings, capacity building etc.
Create awareness regarding tribal people and their issues, sensitise people towards tribals and
so also among the tribals themselves

6.6 Non-government Support Organization

Project will draw support from time to time from community-based support organisations for social
mobilisation and capacity building, resource institution for specialised services.

Table 93: Support Organization Role and Functions

Institutions Level Roles and Responsibilities
Resource agencies for District level or a In their areas of expertise develop modules and materials, to
capacity building and cluster of districts develop skills and expertise of the community representatives
training in specialised who can function later as trainers/facilitators. They should follow
areas practical training of trainer approach with an aim to create a
cadre of para professionals and agri-entrepreneurs
Community based Block level ( or a The Support Organisation will play a major role in:
Support Organisation cluster of tanks not
exceeding * per SO)  Community mobilization and formation of the Pani
Panchayat
 Handholding and empowering the Pani Panchayat
 Conducting PRAs and micro planning,
 Assisting the Pani Panchayat to come out with the Tank
seasonal and annual work plan
 Ensuring that beneficiaries contribute both vash in kind
 Training and capacity building of the Pani Panchayat and
the community level groups,
 Liaise and coordinate with line departments for support,
 Ensuring that the provisions under ESMF are adhered to ,
Tribal Development Plan in the tribal dominated areas are
prepared and implemented
 Conflict resolution, reporting and documentation
Agri-business Support State Level  ABSOs will be mobilised to extend their skills to FIGs and
Organisation (ABSOs) FPOs on establishing commodity value chain and market
linkage. Prior experience in the state in the similar function
will be given preference. They will develop model
investment plan for a district and also train the smaller
ABSOs.
 The agencies will not be only advisory agencies in nature
and must undertake an action research role with
departments.
 Agencies having MoU with the Government of Odisha in
select sectors, resource institutions active in FIG/FPO
promotion in the state will be given preference. They will
assist in preparation of business plans, market linkage,
credit linkage and technology linkage.

6.7 External Consultancy Organizations

The following external consultancy agencies will be contracted by the project for specific tasks as
detailed out below.

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Table 94: Role & Functions of External Consulting Organisations

Name of the agency Roles and functions
External Professional MIS  OIPPCRA will partner with ORSAC to develop a state of the art MIS and
Support Agency portal for the project.
External Quality  To assess and ensure that all the technical works are being carried out
Control Consultants keeping in consideration the necessary Quality Control norms.
 Tests to be done as detailed out in section ** of the technical manual
 Other control measures
External Monitoring  To undertake survey; Data collection and reporting; Process monitoring;
and Evaluation  Impact/outcome analysis and evaluation;
Agency  Technical and capacity building support for MLE to other project-related
entities as appropriate.
 Quarterly project cycle monitoring of implementation and outputs;
 Social and environment management audits; and
 Systematic monitoring of project impact (both intended and unintended
effects)
Thematic partners based on MOU Project will partner with CIFA, CIFRI, OPDC, College of Fishery (CoF),
OUAT, etc.

6.8 Implementation Modalities

Implementation modalities and interface among various entities given in the chart below.

Figure 18: Implementation Modalities

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Chapter Seven: Monitoring, Learning and Evaluation

The Monitoring, Learning and Evaluation (MLE) is a core component in the project implementation
and management. It not only helps the management team in tracking the physical and financial
progress concurrently, but also helps in participatory learning and sharing of results. In essence the
MLE functions as a system with a monitoring agency and project management units working hand in
hand to improve the project outcomes and impacts. The following diagram shows the interplay
between various sub-systems within the MLE system.

Figure 19: Interplay between sub-systems of MLE

There are certain processes internal to the project implementation and there is also a process of
independent assessment that evaluates whether the project is yielding desired effect.

7.1 Objective

Key objective of the Monitoring, Learning and Evaluation (MLE) system is to monitor the results of
investmentsmade in various components of the project, assess the effectiveness and impacts of such
investments and enhance the learning of key stakeholders during the process through a constructive
feedback loop.

The figure above shows how the implementing team and the independent assessment process will
complement and supplement each other, complete the feedback loop and improve learning.

MLE system will monitor key processes during implementation as well as the outputs and outcomes
of the project. Results based management framework has been adopted to develop the MLE system
for OIIPCRA Project.

These include:

 Developing a higher order project development objective and critically assess that all the
components ultimately feed to that objective. Facilitating the results-based management
process by integrating focus on outputs and outcomes and planning and defining the activities
and their phasing accordingly.

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 Understand the effects of development interventions and the progress in comparison to the
baseline situation assessment through monitoring, evaluation and impact assessment process.
 Setting up a system for baseline data collection, regular updation of progress (both physical,
achievement, financial disbursement and reports on process based learning).
 Analysis, evaluation and generation of reports and its monitoring against the identified
baseline indicators to understand effects of project interventions and track the progress.
 Setting up of standardized learning and evaluation process for stakeholders at the state,
district, tank and community level and dissemination of learning from the development
process for use by the stakeholders as well as wider community.
 Conduct, implementation audit, quality audit, monitoring, tracking, impact and outcome
analysis, evaluation and provide Technical and Capacity building support to the implementing
partners.

7.2 Approach

To achieve the above objective the monitoring cell in the SPMU, comprising of an economist and one
MIS/GIS specialist will interface with external MLE agency contracted for the purpose, the district
level specialists attached to the district project management team, the MIS agency and the third-party
quality control agency. The following entities will partner with state project unit for the MLE process.

Table 95 Various entities in the MLE process

Name of the entity Role Level Nature
MIS service provider A GIS based monitoring State level with access to Govt. entity and in
(ORSAC) system with provision district level interface partnership with SPMU
for app based updation staff
of physical and financial
progress and indicator
dashboard
Third party M&E To update the baseline State level, assessment Independent agency to
agency after the project is made on representational be contracted by SPMU
operational, generate sample basis
process learning reports
every six months,
conduct mid-term
assessment and end term
assessment
Third party quality audit To audit the process of Site based Independent agency to
tank investment be contracted by SPMU
effectiveness and guide
the PPs for onsite check
through simple tools

The following table shows the applicability of the MLE to various categories of stakeholders:

Table 96 Applicability of MLE processes for various stakeholders

Level Stakeholder Key MLE Activities Financ Procureme Timeline Progress Issue Futur
s s interface (Physical es nt (milesto against s e
progress) nes) indicators Plans
User and Key √ √ √ √ √ √
dependant informants
Tank command

communities
Pani PP office √ √ √ √ √ √ √
Panchayats bearers and
members
Farmer Lead √ √ √ √ √ √
Interest farmers and
Groups members

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Level Stakeholder Key MLE Activities Financ Procureme Timeline Progress Issue Futur
s s interface (Physical es nt (milesto against s e
progress) nes) indicators Plans
Fishers PFCS office √ √
bearers and
members
Support Key field √ √ √ √ √ √ √
organisation level
s resources
District Facilitation √ √ √ √ √ √
Project professional
District Level

Management s attached
Team to the
Line district √ √ √ √ √ √ √
departments
KVKs Specialist in √ √ √ √ √ √
KVK
Line Nodal √ √ √ √ √ √ √
departments Officers
SPMU MLE cell √ √ √ √ √ √ √
State Level

Project Technical √ √ √ √ √
Support Unit resources
with APC
Government PD, √ √ √ √ √ √
of Odisha OIIPCRA
(Steering
Committee)
World Bank PD, √ √ √ √ √ √ √
Country

Government OIIPCRA √ √ √ √ √ √ √
Level

of India Task Team

Leader,
World Bank

7.3 MLESystems in OIIPCRA

The project will follow the following framework for Monitoring, learning and evaluation.

Figure 20: MLE System in OIIPCRA

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7.3.1 Internal MLESystem

MLE cell comprising of an economist and a GIS-MIS specialist shall be the core entity in SPMU to
anchor the MLE system for OIIPCRA. The SPMU will support the implementation of the MLEsystem
across the project for the stakeholders. (e.g. standardized guidelines, processes and workflows) to
allow teams at various levels to monitor and report on the project’s physical progress and financial
disbursements and other key aspects outlined in the table [Link] monitoring is critical for the
soundness of project implementation. There will be periodic joint MLE exercises with the third-party
M&E agency, as well as independent visits by economist. Field visits are notjust to cross check the
data being collected by the external M&Eagency, but also to understand the issues flagged by the
agency, study areas/examples of best practices in the project, understand the various rating systems
(e.g. PP / WUA self-rating, FPO rating), and provide feedback to variousstakeholders. The MLE cell
will also work with third party agency to generate periodic (preferably half yearly) project cycle
reports.

7.3.2 External MLEAgency

MLE system primary assessment mechanism rests on three inter-related components to assess the
effectiveness of the project [Link] SPU will be supported by an external M&E consultancy
firm, which will (a) develop the database in consultation with MIS agency and SPMU, (b) will update
the baseline survey data for the project (within 1stsix months of the project implementation) (c) will
undertake process monitoring studies to generate project cycle reports (d) undertake impact evaluation
at identified milestones (midterm and end of project). The process studies will provide the program a
mechanism to rapidly identify areas in implementation requiring course correction in advance of the
mid-term review to inform adjustments in operational design and align with the strategic objectives as
outlined in the PDO.

Key responsibilities of external MLE agency shall be as follows:

 To update the ex-ante baseline data (within 6 months) available with the project and
establish the database
 Integrate the database with MLE indicators with the MIS to generate project cycle reports
(concurrently every six months) and visualisation of the dashboard (in association with MIS-
GIS agency)
 To undertake Midterm Review (MTR) (after 3rd year of the project implementation) to check
whether the project is performing as per the design and expectation with regards to various
indicators and to help the SPMUin deciding whether there is a need for mid-course correction.
 The final or End term reviewwill bequite comprehensive and it will not only assess ex-ante
and ex-post performance of the project but also would look into the performance of project
areas and control areas to have a clear understanding of attribution. Proper sampling method
as appropriate and clear understanding of the climate change issues should be the guiding
principles to undertake these studies.
 The project would also undertake issue and theme-based studies as identified by the joint
and six-monthly reviews. These themes/issues are likely to relate to implementation
processes, identification of constraints (technical, administrative, and financial) and
estimation of project outcomes/impact. Impact of the project on job creation, climate change
adaptation benefit and mitigation benefits and changes in soil organic carbon, GHG emission
etc. will be covered through a longitudinal study on sample tanks and tracking of sample
households in selected tank areas.

The details of indicators that to be tracked by the project and to be reported from time to time has
been included in the result framework section of this chapter.

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Only such agencies that have competence of working on climate change issues with respect to water
and agriculture sector shall be mobilized for this purpose as third-party M&E agency.

[Link] Key Deliverables by the Agency

The following deliverables are to be provided to project by contracted external MLE agency and
select service providers.

Table 97 Key deliverables by external MLE agency and service providers

Key ML&E Output Description Periodicity
Baseline Ex-ante baseline survey has been conducted by an agency to One time during the
populate the baseline value in result framework project preparation
stage
Updated baseline and The mobilised third party monitoring agency will scrutinise the Within the first six
database baseline values and update it wherever necessary. months of the operation
of the project
The M&E consultancy will prepare a sampling strategy including
the proposed methodology, design and sample frame. This will
be the basis for discussion, collaboration and finalization with
both SPMU. This will be followed by the survey questionnaire,
following international best-practices, including pre-post-field-
testing, pilot review/field validation, control and intervention
group strategy to estimate the ex-post project impact with a
scientific basis.
Concurrent The following shall be the scope of the concurrent monitoring Every six months
implementation audit and exercise to be undertaken jointly by the external consultancy
monitoring studies to along with SPMU and DLPMT. (i) Up-to-date physical and
generate project cycle financial expenditure data compared to annual and end-project
report targets; (ii) Comparison of project performance vis-a-vis the
Annual and End-Project Targets including Output, Intermediate
and Outcome indicators with respect to the Baseline values (iii)
Successes and project implementation (iv) issues/problems
encountered during the reporting period with suggestions for
remedial actions (v) Summary of social impacts due to the
Project intervention and environmental compliance.
Benefit Tracking The impact of the project on poverty status and income level Data will be collected
(Longitudinal Study) changes will be covered through a longitudinal study on sample on a regular basis (six
tanks and households tracking in tank areas. The longitudinal monthly) to monitor
study will focus on detailed understanding of progress and identified tanks and
changes in the identified tanks by panel sample monitoring of gain understanding of
result framework indicators. Specific support will be provided for overall project results.
comprehensive data gathering by installing measuring devices
and introducing detailed record keeping of biophysical aspects The households in
relating to rainfall, inflows, outflows, etc. and socio-economic these tanks will be
aspects encompassing the household information on cropping tracked over the entire
pattern in head, mid and tail reaches, wage employment at local project duration.
level, income generated from other tank-based livelihoods, etc.
Theme based studies The multi-disciplinary interventions under the project as well as As per the need of the
the multi-stakeholder partnerships create a need of in-depth project and part of the
understanding of various issues during the project cycle and project cycle
phasing. Considering this need, the project will conduct a number
of issue or theme-based studies to gain a better understanding of
the processes and outcomes involved and to learn from
experience. These studies will directly contribute to the sum of
information on the results/outcomes as well as newer dimensions
of the project. The project would undertake a focused study on
themes and issues arising out of implementation processes to
generate in-depth understanding of various issues. Some of these
theme-based studies may be conducted by specialised agencies
and some can be undertaken by the monitoring agency.
Process documentation Some of the key processes to be tracked on a regular basis during Yearly capsules
the implementation, especially for PPs and FPOs and cases of
successful interventions/enterprises and entrepreneurs. This will

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Key ML&E Output Description Periodicity

help to generate learning’s for the stakeholders.
Mid-term review Mid Term Review is primarily a monitoring tool to identify After 3rd year of the
challenges and outline corrective actions to ensure that a project project implementation
is on track to achieve maximum results by its completion. The
MTR would include an impact assessment of the project to date,
and also focus on procedures, implementation processes and
recommend adjustments in the project design and / or
implementation arrangements to overcome identified
issues/bottlenecks.
End-term Review and The final assessment will focus on understanding the outcomes of After the 6th year of the
Impact Evaluation project interventions and effect of the same on the target project
population and compare these with the baseline situation to
assess the effectiveness of the project in terms of physical
infrastructure development, socio-economic changes
environmental impacts as well as institutional strengthening and
decentralized management of assets by community members
through PPs, The efficacy of the enterprise platform along the
selected value chains. The Final Assessment would be a
comprehensive overall impact assessment including quantitative
and qualitative assessment of progress against project
development objectives.

The end-term evaluation and impact assessment will update the

financial and economic analysis of project returns undertaken at
the start of the project. It will also undertake analysis of issues
relating to sustainability of project outcomes and impacts. It will
also comment on the post-project sustainability and future
strategy.

7.3.3 MIS and ICT support agency

The MIS will be built with geo-spatial data and mobile enabled platform so that regular updation is
easy and transparent. ORSAC a government of Odisha agency will anchor this initiative and assist the
MIS development if required engaging appropriate developers. The geographical Information System
will provide spatial information and knowledge base as per the location of all minor irrigation tanks,
presenting data collected analysis and monitoring. It will also integrate the beneficiary data in the
district across the project components. It will automate data from the tanks to cascade and aggregated
at the district and state levels. It will track both physical output and expenditure of the project on real-
time basis. The database will be inter-operable. The departmental officials/experts and other personnel
engaged in implementation will upload data on pre-deigned formats to the project server using
appropriate electronic instruments. The MIS Manager at the SPMU will generate location-based
queries and reports from this database as necessary. The Project MIS will be very vital tool and will
be used for project management through a progress review system on a regular [Link] following
modules shall be part of the MIS.

Components Proposed Items/ Activities/ data to be tracked

For all components  Delivery as well as utilization of project funds for the purpose, physical and
financialinputs, monitoring mechanisms, allocations
 The outreach of the project in terms of the geographical area (districts, blocks,
GPs,village, across agro climatic zones) and socio-economic groups
(stakeholders,households, caste groups, vulnerable groups, etc.) that have been
mobilized into theproject’s fold
 The flow of project funds for various inputs and monitor the allocation and
use of such funds as per the portfolio of sub-projects implementedand the type
and value of assets created;
 Progress of the project in terms of convergence efforts made with PRIs,
LineDepartments of government and Civil Society/Philanthropic
[Link] assets facilities and other benefits provided to the socially
vulnerable community andother stakeholders of the tanks system and rainfed
areas of the district linked to the project.

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Components Proposed Items/ Activities/ data to be tracked

Component 1:Diversification  Tracking beneficiaries/FIGs/WSHGs/Agri-entrepreneurs in the value chain of
and intensification for climate identified commodities and processes adopted interventions
resilience  Improvement in crop production and diversification in selected tanks
 Improvement in cropping patterns etc.
 Improvement in fish production and marketing
 Marketing linkages established for the selected commodity value chain
 Inputs by line departments
 Training / Demonstration, etc. delivered as well as utilized at different levels
Component 2:Improving  Tracking of procurements and contracts for physical investments
access to irrigation and water  Progress in tank system renovation, rehabilitation, maintenance and operations
productivity interms of delivery as well as utilization
 Technical details such as physical dimensions of the tank systems, dam height,
 The capacity/skill building inputs provided to Pani Panchayats, SPMU and
SOcropping patterns, designed and actual ayacut areas
 Measurement of water delivery as per the crop-water budgeting and IIAP
Component 3:Institutional  The delivery of targeted inputs such as project human resources, capacity
Development and Capacity building,specialized training provision and other services provided and the
Building uptake of the sameby those it was delivered to.
 Progress in institution building in terms of Pani Panchayats, Community Level
Groups(Primary Fisheries Cooperatives/Groups, Farmer Interest Groups,
WSHGs, PFCS, Ground Water Management Network, Groups for tribal
people and others),
 The capacity/skill building programs for agri-entrepreneurs
 Tracking details Environmental and social safeguards.
Component 4: Project  Human Resource Management
management  Staff and Salary details
 Asset details
 Service provider deliverables and payments
 Newsletters and reports
 RTI
 Information Dissemination and Social media presence of the project
Monitoring,  Monitoring and Evaluation core indicators
Evaluation and  Data collection, analysis and reporting as per project cycle
Learning  Learning and Knowledge Management
Transparency,  RTI
Accountability  Grievance Handling
and  Procurement and Financial disciplines, audit
Governance  Adherence to processes
Finance and procurement  Financial and physical tracking across the SPMU, Districts, Tank and
Community levels (delivery as well as utilization) with mobile app based
integration with modular control
 Procurement and utilization details

[Link] Key Guiding Principles for MIS Development

The following key principles are expected to be adopted in the development of MIS for the OIIPCRA.

 The project will have both mobile based and computer-based information sub-systems at the
Project Support Unit and a searchable and query enabled project dashboard that would answer
state level needs for information to improve project management. This sub-system could
mainly be a consolidation module as almost all the actual data entry and implementation
tracking is expected to be done at the district and cluster level.
 Information needs and indicators to capture information for the project, the format and
presentation style of the web page are to be identified in a participatory manner involving the
key stakeholders of the project (the client) and the MIS consultant.
 The potential users of information understand the utility of MIS and their role in collection,
recording, transmission and use of information;

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 The system provides for a two way flow of information, such that those who collect and
transmit the information receive the feedback and the information flow synchronizes with the
organizational structure;
 The MIS design should ensure that it does not impose a high work load at any level in the
organization and at the same time there is no information/data ‘overload’ at any level. The
design should be an intelligent system that can handle streamed data flow to minimize data
entry during routine use (e.g. drawing upon lists, dynamic menus/options, avoiding repetitive
and unnecessary entries, etc.).
 The system is flexible enough to accommodate internal learning changes in future.
 Develop test procedures for the developed MIS software, which must also include procedures
for the overall modular software testing (acceptance). The MIS should be fully tested (at the
program level, sub-system level and the overall MIS level) for all functionality before its
acceptance by SPMU. The testing should ensure that the MIS linkages between the districts
and the PCU work correctly.
 Prepare documentation (A comprehensive technical manual) that will be used for the
maintenance of the system. The documentation will also be used as technical reference
manual for IT staffs. Develop user guides to go with the system (covering all the sub systems
at Cluster/Block/ District and SPMUlevels).
 Designed to focus on information on empowerment of the poor, income security and quality
of service standards, project components and sub components which would include but not be
limited to various aspects of institutional strengthening, livelihoods, project monitoring,
learning and evaluation, communication, dissemination of information and disclosure,
transparency, accountability and governance, finance, procurement etc.

7.3.4 Participatory MLESystem

The participatory monitoring includes both qualitative and quantitative information. The participatory
MLE process would aim to involve key stakeholders in developing a framework measuring results,
evaluating achievements and learning from the project experience, i.e., as joint originators and
evaluators of information. This will also help build up local capacity to reflect, analyse, propose
solutions and take actions. Where possible, the process would try to ensure that voices of different
sections are [Link] ley objective is to empower grassroots based stake holding organisations such
as Pani Panchayats, FPOs, SHGS and PFCS to assess their own performances and learn. This exercise
will be on a concurrent basis to engage beneficiaries of this multi stakeholder project, with a
decentralized implementation structure, in assessing progress and achievements of the project. The
various processes will be as follows:

Figure21: Participatory ML&E system

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The table below provides the periodicity and use of the PLE methods. The processes are described in
various manuals of the project.

Table 98: Participatory MLE System

Sl. Type of Work/ Plan Method of Monitoring and When it is to be done
No. Evaluation
1 Plan for Physical Okay Cards On completion of each activity
Renovation of the Tank( Social Audit End of each cropping season
Civil Works) Community Project Cards On completion of each activity
Pani Panchayat Self Rating On a Quarterly basis
Participatory Assessment Annual
2 Environment Environment Checklist On a Quarterly basis
Management Plan Social Audit End of each cropping season
Community Project Cards On completion of each activity
Pani Panchayat Self Rating On a Quarterly basis
Participatory Assessment Annual
3 Tribal Development Social Audit End of each cropping season
Community Project Cards On completion of each activity
Pani Panchayat Self Rating On a Quarterly basis
Participatory Assessment Annual
4 Institutional Social Audit End of each cropping season
Strengthening and Community Project Cards On completion of each activity
Capacity Building Plan Pani Panchayat Self Rating On a Quarterly basis
work Participatory Assessment Annual
5 Crop diversification and Social Audit End of each cropping season
intensification Community Project Cards On completion of each activity
Pani Panchayat Self Rating On a Quarterly basis
Participatory Assessment Annual
6 Finance and Monthly financial reporting Monthly tracking and reporting at thedistrict
procurement plan level auditing hub of the project
Social audit End of each cropping season

Participatory assessment Annual

[Link] Key Guiding Principle:

 The SPMU staff should properly train the SOs on the principles, tools and processes of PMLE
 The support organisations and district level project management team should jointly
participate in the capacity building of the community-based groups to make them aware about
the processes.
 Key community resource persons from the communities to be identified (from PP, FIG,
WSHG, PFCS) to anchor the process in the clusters/cascades/tank command

7.3.5 Quality Audit

The Quality Control, monitoring & assurance work shall be carried out in accordance with the guide
lines contained in the codes and publications of the Bureau of Indian Standards (BIS) on different
subjects read with relevant provisions of technical manual issued or revised by the department from
time to time. The quality control & assurance unit will be a 2-tier system with internal and external
monitoring system.

Internal Quality control activities during construction / renovation works will follow standard
quality control manual and will be scrupulously monitored by designated staff of TMI (Chief
Engineer, Minor irrigation) and the technical staff of the SPMU.

The external monitoring will be ensured through the engagement of a Third-Party quality control
andquality assurance consultants.

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The objective of this Consultancy shall be:

 To ensure that proper construction materials, conforming to the relevant specifications and
IndianStandards, are used for various rehabilitation works involved in the Tank Systems
Improvementsincluding the tank safety remedial works in order to achieve the output of
acceptable quality standards.
 Accordingly, the Consultant is to provide onsite quality control laboratory testing services
throughMobile Quality Control Laboratory System to enable rapid and on the spot testing of
inputs and outputs(soils, earthwork compaction, fine and coarse aggregates, stones, cement,
water, cement mortar,concrete, shot-Crete etc.) The MQCL system shall greatly help in
expediting the quality control tests fordetermining the suitability of materials to be used in the
works, being the pre-requisite requirement.
 To monitor the quality of works during the construction stages to ensure that these are
executed as perthe approved designs/drawings, technical specifications, contract documents,
sound constructionprocedures, and in a time bound manner with due emphasis on
environmental management to ensurethat all works are constructed to acceptable construction
quality standards and workmanship.

Scope of the work shall be as follows:

The following are the outline of the tasks to be carried out by the Consultant.

 The Consultant shall provide Mobile Quality Control Laboratory services for undertaking the
requiredtests.
 The MQCLs shall function as per the project [Link] shall be fully equipped for
conducting necessary quality control tests and shall furnishcomputerized test results to
DLPMT / EE_MIand SPMU.
 MQCLs shall be manned and operated by the Consultants staff.
 Period of assignment will be as per the implementation plan.
 The routine quality control test will be conducted by MQCLs at work site by doing multiple
visits as perthe requirement and the special test requiring laboratory facilities will be carried
out at the Consultant’sBranch/ Main laboratory.
 To conduct at least 70% of the specified quality control tests independently (based on
technical specifications and relevant Indian Standards and as per the frequency of tests agreed
with GoO), and in addition, witness and verify at least 10% of tests being conducted by the
Quality Control staff of GoO to ensure the accuracy and correctness of testing procedure
there-of.
 To ensure, through intelligent perusal of the designs and drawings, as well as the Dam Safety
Review Panel’s (DSRP) Reports / Recommendation, that the actual construction in the field
conforms strictly to the approved drawings and the DSRP’s recommendations.
 To promptly bring any deviations and variations observed from the approved designs /
drawings (within 48 hours either by e-mail or fax or letter) to the notice of concerned
Executive Engineer, SE, DLPMT and SPMU recommending stoppage of work.

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7.4 Result Management Framework

The following shall be the result management framework for this project and the following indicators must be tracked during the project life cycle. In
addition, the SPMU in consultation with stakeholders identify additional indicators for tracking and that should be reflected in the MIS as well as the MLE
system.

Project development objective: To intensify and diversify agriculture productionand enhance climate resilience in selected districts of Odisha.

Table 99: Project Result Framework

Indicator Name DLI Baseline End
Target
PDO: To Intensify and Diversify Agricultural Production in Selected Districts of Odisha
Increase in productivity of selected agricultural commodities supported by the project (Metric ton) 0.00 0.00
Paddy (Metric ton) 2.64 2.90
Green gram (Metric ton) 0.00 0.00
Brinjal (Metric ton) 0.00 0.00
Marigold (Metric ton) 0.00 0.00
Groundnuts (Metric ton) 0.00 0.00
Increase in productivity of selected agricultural commodities supported by the project produced by female beneficiaries 0.00 20.00
(Percentage)
Increase in productivity of water use at tank level (Percentage) 0.00 20.00
Share of non-rice commodities in total production in project areas (Percentage) 33.00 38.00
Share of non-rice products in total production in project areas produced by female beneficiaries (Percentage) 33.00 38.00
Share of target beneficiaries with rating “Satisfied” or above on process and impact of project interventions (Percentage) 0.00 50.00
Share of target female beneficiaries with rating “Satisfied” or above on process and impact of project interventions 0.00 50.00
(Percentage)
To enhance climate resilience in selected districts of Odisha
Farmers adopting improved agricultural technology (CRI, Number) 0.00 28,800.00
Farmers adopting improved agricultural technology - Female (CRI, Number) 0.00 12,000.00
Farmers adopting improved agricultural technology - male (CRI, Number) 0.00 16,800.00

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Intermediate Results Indicators by Components

Indicator Name DLI Baseline End Target

C1. Climate-Smart Intensification and Diversification of Production

Share of beneficiary farmers’ produce that is marketed (Percentage) 10.00 30.00
Share of female beneficiary farmers’ produce that is marketed (Percentage) 10.00 30.00
Increase in share of project beneficiary farmers with access to resilient seeds (Percentage) 15.00 30.00
Increase in share of female beneficiary farmers with access to resilient seeds (Percentage) 15.00 30.00
Community fingerling production units operating in tanks supported by the project (Number) 0.00 30.00
C2. Improving Access to Irrigation and Water Productivity
Area provided with new/improved irrigation or drainage services (CRI, Hectare(Ha)) 0.00 72,805.00
Area provided with new irrigation or drainage services (CRI, Hectare(Ha)) 0.00 24,833.00
Area provided with improved irrigation or drainage services (CRI, Hectare(Ha)) 0.00 47,972.00
Project-supported cascades with operational PP federations (Number (Thousand)) 0.00 50.00
Share of project-supported schemes meeting at least 50% of scheme performance targets (Percentage) 0.00 50.00
Increase in area under crops that are less water demanding. (Percentage) 0.00 30.00
Proportion of project supported PPs with women representation (Percentage) 0.00 35.00
C3. Institutional Capacity Strengthening
Government staff trained through project support (Number) 0.00 200.00
Percentage of government staff trained through project support – Female (Percentage) 0.00 50.00

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7.5 Summary of the Implementation Modalities of the MLEProcess in OIIPCRA

The following table summarises the implementation modalities of the MLE process in OIIPCRA

Table 100: MLE Process in OIIPCRAP

MLE Type of Methodology Who will Lead this Who will use Link to other
Component Monitoring component this MLE
information components
Participatory Self-rating by As described in the WUA with WUA for Joint /
monitoring at WUA/FIGs components facilitation from actions Participative
community level Participatory Support planning, monitoring
Assessment Organizations Project team, review
Project Cards Joint Review
teams,
DLPMT,
SPMU and
External
M&E and
MIS agency
Quality Civil works Random site selection and Third party quality DLPMT, Joint/Participati
monitoring of quality quality monitoring m engineering ve monitoring
works monitoring checking. staff, PP and reviews
SPMU, MI
Division,
Dam Safety
Panel
MIS & GIS Periodic Finance linked voucher- SPMU teams with SPMU and PP / WUA Self-
tracking of based monitoring of support from Team DLPMT level rating, six
data and inputs, reports on inputs of DLPMT. for progress monthly audit
information against the annual action monitoring and annual
plans standard formats and evaluation
prepared output management
information collected decision
through reporting formats making,
based on the strategic reporting
result monitoring
framework web enabled
system to facilitate data
entry and access to
information at various
level.
Field Visit based Six Monthly PP / WUA of other tank PP / WUA with PP / WUA Joint
monitoring Audit areas will review the support from for learning monitoring
performance facilitating from other PP reviews
organization (SO) / WUAs
and District MLE
Participatory Quantified participatory Officer for
Assessment assessment methodology scheduling
Sequence and process An external M&E Project team Theme based
monitoring agency to understand studies, joint
the status and monitoring
sequencing of
events
Six monthly processes S-SPU and SPMU, Joint
will be taken by SPMU DLPMT, SOs, DLPMT and monitoring
and DLPMT/ PD- MLE resource World Bank. review Theme
ATMAto understand the person and World based studies
progress and process of Bank team will
work based on MIS and participate in two
GIS report after the field events per annum.
visits mentioned above.
The indicators of results
monitoring framework as

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MLE Type of Methodology Who will Lead this Who will use Link to other
Component Monitoring component this MLE
information components
well as Input-Output
monitoring will be used.
Periodic review Field survey Tank level assessment S-SPU MLE team SPMU,
and tracking and tracking and Household level with support from DLPMT and
of identified survey of identified poor an external M&E World Bank.
tanks and households to understand agency
households the impact of intervention
of poverty
Theme based Issue and Themes based on project SPMUMLE team Results from
studies theme based cycle and issues emerged and the External thematic
studies from the results of on- M&E agencies studies will
going MLE. input can be used be used to
by Specialized inform
agencies (other than management
third party M&E). on the topics
and issues
being
researched in
order to learn
lessons from
the
experience
and to
improve the
approach and
results being
obtained at
operational
and
governance
levels
Process Participatory Implementing team and Project team World Bank Theme based
Documentation Monitoring MLE team will members, external studies, joint
documents the field visit subject experts, monitoring
reports with reasons of resource persons reviews
success, failures, gaps, etc.
case studies,
documentation of
proceedings of various
meetings at S-SPU
&DLPMT. Analysis of
the information generate
to document the processes
Specific subject experts
visiting the field to
understand critical
processes and
documentation of the
same members
Baseline and Baseline study Initial study to be taken An external M&E SPMU , Midterm and
Impact up in first four months of Agency DLPMT and Impact
Evaluation project initiation covering World Bank Evaluation
baseline situation of to refine the
tanks, tank stakeholders implementati
with respect to livelihoods on strategy of
and economic levels, the project
issues relating to water and for use in
management etc. Control monitoring
group also to be covered and
in the sample comparing
changes
through

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MLE Type of Methodology Who will Lead this Who will use Link to other
Component Monitoring component this MLE
information components
results
monitoring
framework
Mid Term Mid-term review and An external M&E S- Baseline study
Evaluation learning of achievements agency SPU,DLPMT and Impact
of the project, constraints, and World Assessment
gaps to achieve the Bank to plan
objectives. Review of for mid-
strategies for course
implementation through corrections
field assessment, sample. and finalizing
An external agency in future
consultation with S-SPU implementati
and DLPMT staff on strategies
household surveys,
analysis of project
information and
consultative workshops
Impact Study to be taken up at An external M&E WR Baseline study
Evaluation the end of project agency department, and Mid-term
covering sample tanks PP and the evaluation
including control group government
and assess changes with staff and
respect to baseline World Bank
situation, identify areas for generating
for sustaining the change learning for
future
planning

The operational responsibility for planning and coordinating MLE activities would rest with the state
level State Project Monitoring Unit (SPMU). The data and information would be consolidated and
managed by SPMUat state and by PD-ATMA / EE-MI / Associated Dept. / DLPMTat district level.

Table 101: Internal and External Monitoring System

Internal Monitoring System External Monitoring System
 State Project Monitoring Unit (SPMU)  External Monitoring Agency
 Sub-State Project Units (Line Dept.)  World Bank
 District Level Project Monitoring Team (DLPMT)
 Support Organization (SOs)
 WUA / PP

The management of the MIS & Web MIS will be the responsibility of PD-ATMA / EE-MI and
DLPMTtechnical staff. Computerization support will be provided at each division office, where the
primary data entry will be done by a data entry operator. Project MIS development will be taken up by
MIS Expert and if required, support of a professional agency will be hired for the purpose. The MIS
will provide information for project management as per the project cycle. The web enabled MIS/GIS
will facilitate use of information at various levels. Data compilation and feedback to the users will be
coordinated by the MLE staff through joint reviews and DLPMTinteractions.

Quarterly and Six-monthly reviews will be undertaken by the state and district MLE teams together
prior to the joint review by the World Bank Supervision Mission. The SPMU will constitute teams of
two or three members from among S-SPU Experts and SPMU members who will undertake field
visits every month. Each S-SPU/ SPMUteam will visit at least two districts every month and cover
about 5-6 tanks per month. The SPMU teams will coordinate visits with implementing line
departments whenever possible. Each team will visit one or two tanks/cascades per day. After the
field visits, the team will report to the District Collector about the progress of work and

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implementation issues. Considering the project phasing and sampling proposed, these teams will visit
each district twice a year. Supplementation of the MLE teams with subject matter specialists will
facilitate integration and comprehensive review of project activities at the tank/cascade level. It will
also facilitate the specific subject review based on field visits by the subject specialist.

An External Monitoring & Evaluation Agency will be involved in undertaking concurrent monitoring
as well as half-yearly, midterm and end project impact assessment on a sample basis. The Agency will
develop the sampling methodology and field visit plan in consultation with the M&E Specialist and
will be approved by the SPMU. External monitoring will focus on understanding the progress on
outcomes/results of project interventions and their effect on the participating families in the tank
areas. Along with the regular data collection, the agency will be involved in undertaking process
monitoring, assessment of sequencing of activities as per the project cycle phasing and household
surveys. Review of the capacity building interventions, institution building processes, and SO
performance assessmentwill also form part of the concurrent monitoring as a component of reviewing
the project support systems and enabling environment. The regular monitoring of the project activities
will include monitoring of progress on indicators specified in the Social and Environmental
Management Framework. The External M&E agency would also monitor the implementation
activities under ESMF. During mid-term and end project audits, specific focus would be required on
resettlement plan, tribal development plan, dam safety measures, cultural property plan, gender action
plans, and INM/IPM plans.

The external M&Eagency will undertake detailed monitoring of a selected set of households from
beginning to end of the project to understand the impact of project interventions on, inter alia: (a)
production patterns and incomes; (b) access to and efficiency in use of water resources; (c) skill
formation as well as (management) capacity for community resource management; (d) distribution of
benefits across various categories of land holders and different socio-economic groups. The
methodology as well as sample selection for this analysis will be agreed in advance with the SPMU.

Research Internships: The project will offer internship (3 to 12 months duration) to graduate
students from reputed Indian and foreign universities, colleges, or institutions to work with the Project
for conducting short term studies, data analysis and writing of case studies, research papers, or
assignments in partial fulfilment of degree/diploma requirements. The Project may provide a
fellowship/honorarium/stipend as suitable to support deserving candidates in addition to access to data
and logistical support. Institutional sponsorship will be necessary and any resulting report/publication
shall acknowledge the support of the Project.

7.6 Capacity Building for MLE

It is envisioned that the Monitoring, Learning and Evaluation system for this project would require
active participation from different stakeholders at the tank, district and state levels. The processes for
Monitoring, Learning and Evaluation being technical and specialized, wherein various tools will be
used for capturing, analysing, reporting, monitoring and dissemination data, information and
knowledge, it is required that the persons involved in it have requisite competency and skills.
Capacity building interventions for MLE will cover training programmes on overall approach of
MLE, result based management, participatory monitoring and learning, process monitoring etc. The
orientation trainings will be provided to all staff members. The specific skill trainings such as various
tools on participatory MLE, ICT driven web enabled MIS, etc. will be provided specifically to the
MLE and MIS staff so as to cater to the project needs. Major focus of capacity building on MLE will
be laid on creating and facilitating mechanisms and instruments promoting analysis of data gathered,
generating learning’s from MLE processes and event and promoting two-way information flow. The
learning and dissemination component of MLE will require a number of theme based workshops,
experience sharing by other agencies at state and national levels.

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Table 102: Training and Workshops for MLE

Stakeholders Six monthly MIS Participatory Baseline and
Reviews Monitoring and impact
Learning assessments
Project staff – State Orientation Training Orientation Workshop
level
District Support Orientation Training Orientation Workshop
Unit
District MLE staff Training Training Workshop
Department staff Orientation Exposure visits Orientation Workshop
Support Orientation Training Training Workshop
organization
PP / WUAEC Orientation Exposure visit, Workshop
training
PP / WUA Orientation Orientation Workshop
members

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Chapter Eight: Compliance Procedures: Financial Management

8.1 Financial Management System

A sound Financial Management system is critical for the efficient and effective decision-making
required for the success of the project. This includes proper planning, budgeting, accounting, financial
reporting, internal control, auditing, control, disbursement and physical performance of the project
with the aim of managing the project resources properly for achieving the project objectives. Proper
financial management revolves around the basic principal that all financial transactions are in
accordance with the established procedures of the project, are transparent and are duly accounted, for
future review and audit.

8.2 Objective

The primary objective of sound financial management is (a) to ensure smooth flow of funds to the
different levels of executing agencies so that there are no delays in the implementation of activities,
(b) all financial transactions are as per rules and procedures and in line with the norms of the project,
(c) all such transactions are duly accounted for in the prescribed formats and (d) all payments due to
be made to any service providers are done in efficient, speedy and transparent manner. Since the
implementation arrangement for the project is at different levels, it is important that there is a
coherence and formality in book keeping, accounting policies, procedures, transactions, audit,
procurement, financial report and project monitoring etc. aligned with the norms of the World Bank.
In this regard, a Financial Manual is prepared for the financial management of the project with the
objective of guiding all the project implementing authorities and participants in general and the
finance persons in particular, in the financial operational issues of the project. The financial
management of OIIPCRA aims at producing real time, relevant and reliable financial information, that
would allow the project executives to plan and implement the project, monitor compliance with
agreed procedures, and guide the project progress towards the set objectives. Some of the important
objectives of the Financial Management Framework are enumerated below:

1. Efficient use of scarce resources – proper fund flow

2. Efficient accounting system
3. Insuring the use of IT for reliable, relevant, real time and online financial reporting system
4. Proper and useful utilization of fund
5. Compliance of applicable rules and laws
6. Establishment of accounting and responsibility
7. Proper forecasting and budgeting
8. Timely alarm for financial problem
9. Timely preparation and submission of disbursement report
10. Financial evaluation of the project both - pre and post
11. Ensuring sufficient fund availability for the project
12. Pre audit of expenditure
13. Use of information technology in financial management and procurement

8.3 Salient Features of the Financial Management System

The financial management system would encompass the followings;

• Planning and Budgeting

• Fund Flow Management
• Accounting

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• Delegation of Power
• Reporting
• Audit
• Financial Management Staffing
• World Bank Disbursement
• Pani Panchayat Financial Management

8.4 Implementation Arrangements

Following staff will discharge the financial management function at different levels of OIIPCRA.

8.4.1 State Level (SPMU)

1. Project Finance Officer: From Odisha Finance Service (OFS) of the rank of Deputy
Secretary or above appointed by the Govt. of Odisha.

2. Manager Accounts: Hired on contractual basis from open market

3. Manager Procurement: Hired on contractual basis from open market or Rank of Executive
Engineer from GoO.

4. Multi-skill Assistant: hired on contractual basis from open market.

8.4.2 District Level (PD-ATMA)

1. Project Director ATMA:Deputy Director Agriculture /PD-ATMA with additional

charge of PD of the concerned ATMA;

2. Executive Accounts:Hired on contractual basis from open market.

8.4.3 Pani Panchayat / WUALevel

1. Finance Assistant to PP / WUA:Appointed by Support Organisation (SO) at the PP level

or any person appointed at PP level for the purpose.

8.5 Role of Finance and Accounts Team at SPMU

1. Preparation of annual budget; release of funds for the project received from GoO; receipt
and accounting for the grant.
2. Verification of requisition and timely transfer of fund to different implementing entities;
3. Audit and scrutiny of payment claims received from suppliers/ contractors and
consultants.
4. Preparation and scrutiny of Establishment bills of the staff paid from the project budget.
5. Maintenance of records, books of accounts, registers, files and other related documents.
6. Classifying and grouping expenditure on the basis of
7. Budget heads
8. Component and subcomponents of account
9. Preparation of monthly Bank Reconciliation statement and annual Financial Statements
10. Preparationand processingofinterimunauditedfinancialreportsona monthly/quarterly
basis for reimbursement from the IDA Credit/ IBRD Loan
11. Preparing regular financial progress reports indicating variances from budgets for
different cost centres under the project
12. Ensuring compliance with relevant statutory financial rules with respect to deduction of
taxes and filing of tax return

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13. Examining all claims for payment from the project budget.
14. Maintenance of Fixed assets record, compilation of fixed assets record for the whole
project.
15. Financial vetting and concurrence on procurements, deciding the most competitive bid on
financial parameters, participating in financial negotiations.
16. Arranging External and internal audit and ensuring compliance with and settlementof
audit observations.
17. To provide any other financial information as and when required for proper progress of
the project.
18. Capacity building in the finance team at all levels
19. Planning and implementing Information technology tools for accurate, reliable, relevant,
real- time and online access of the project financial information as required by the
stakeholders.
20. Ensuring acceptable quality of financial management at Pani Panchayat level and
arranging for adequate accounting support

8.6 Role of Finance and Accounts team at ATMA

The roles and responsibilities will be similar to SPMU, with the difference that its sphere and scope of
work is limited to the District level activities.

8.7 Financial Management at the Tank Level

At Tank Level, the Executive Committee of the Pani Panchayat headed by the President and assisted
by the Secretary and Treasurer of the PP will be primarily responsible for the financial management
of all transactions at that level. If needed they will be assisted by the functionaries of the Support
Organisation (SO) in maintaining books of accounts, accounting as per procedures etc. To achieve the
levels of capabilities, the capacity building of the PP will be done through regular trainings by the SO.
The functionaries of the PD-ATMA / EE_MI / DLPMTwill also help the PP in proper financial
management during the project period, so that the PP’s reach a level of self-sufficiency in adhering to
the financial and accounting procedures for their future needs.

8.8 Funds Flow Arrangement

1. Project Director, OIIPCRA will prepare and submit the Budget Estimates to the Water
Resources Department based on action plan and estimates from other Departmental
Authorities namely: Director of Agriculture, Director of Horticulture, Director of Fisheries
etc.

2. The funds available in the budget will be placed by the Grant Controlling Officer with the
Project Director, OIIPCRA after enactment of the Appropriation Act who will then place it
with the concerned authorities for Scheme and Capital work related expenditures.

I. Fund flow for capital work related expenditure:

The capital work related provisions will be placed with C.E., Minor Irrigation by P.D.,
OIIPCRA using works expenditure model of IFMS. The Chief Engineer, M.I. will
further distribute the funds to the executing agencies using the IFMS. The executing
agencies will use WAMIS&IFMS for preparation of bills, payment to Contractors/
Vendors, accounting of vouchers as per the extant process.

II. Fund flow for Scheme related provisions:

(i) The Project Director, OIIPCRA will distribute the funds among the Controlling
officers such as Director of Agriculture, Director of Horticulture, Director,

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Fisheries under intimation to the respective Secretaries of the Department. All the
above Controlling Officers will distribute the funds to their field formations
responsible for implementation of the project using IFMS.
(ii) The Director, Agriculture and Director, Horticulture will distribute funds to the
Deputy Director, Agriculture/Horticulture using IFMS. The DDAs will then
release funds to community level institutions i.e. FIACs as decided and requested
by PD, ATMAs under intimation to FIAC who will monitor the utilizations of
funds at community level. The FIACs s will submit utilization certificates of funds
used by them to the DDA/DDH and PD, ATMAs. PD, ATMA will submit the UCs
received through the Deputy Director, Agriculture/ Horticulture for submission to
P.D., OIIPCRA through Director, Agriculture/ Horticulture respectively.
(iii) The Director, Fisheries will distribute funds to the District Fisheries Officer using
IFMS who will then release funds as decided by P.D., ATMAs to Fish Famers
groups under intimation to FIAC and PFCS respectively. The FFs groups will
submit UC of funds utilized by them to P.D., ATMAs and DFOs. The P.D.,
ATMA will then submit the UCs received through the DFOs to P.D., OIIPCRA
through Director, Fisheries.
(iv) The above institutions shall maintain appropriate supporting documents
evidencing the actual expenditure for providing necessary UCs.
3. Funds to SPMU,OCTDMS Society for Project Management expenditures will be drawn by
CE, M.I. as DDO and transferred to the Bank Account of the Society.
4. The quarterly IUFR reports for seeking reimbursement from the IBRD loan will be prepared
based on the IFMS generated reports and OCTDMS financial statements.

Audit Arrangement:

1. A.G. (A&E), Odisha in course of their regular Audit may be advised to look into all project
expenditures incurred through IFMS.
2. A Chartered Accountant will also audit the accounts of the Society as per law.

Figure 22: Funds Flow Arrangement

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8.9 Internal Control

Segregation of responsibilities: The role and responsibility of accounts staff, procurement staff &
drawing and disbursing officer should be segregated and one person cannot hold two responsibilities.
All bank accounts shall be operated by signature of two persons.

Verification by SPMU and Project Director: Frequent and random visits of the SPMU staff/ Project
Director to ATMA will be made to review and monitor progress in operation. On monthly basis
review will be done at SPMU, ATMA and PP level regarding opening balance of funds along with the
next month plan of expenditures with component/sub component wise.

Surprise Cash Check: The cash in hand will be checked at least once in a month in a random basis.
The Project Director at SPMU and ATMA or his nominee will carry out such checks. The person who
deals with the cash account should not deal with the cash book & bank book.

Physical Verification of Stock: All stocks and assets of the project will be physically verified at least
once in a year by a committee of three persons nominated by the Project Director at SPMU and
ATMA. The report of the physically verification will be submitted to the executive committee in its
meetings.

Signing of day books: Early entry in the Cheque issue register should be attested by the signature of
the authorized signatories of Cheques. Similarly, the cash book entry should be attested by the Project
Finance Officer. Each project accounting unit will close the books within a specified number of days
of the end of the month and forward the same to the SPMU to consolidate. The SPMU will have the
responsibility for qualitative and timeliness aspects of the financial reporting.

8.10 Audit

8.10.1 Internal Audit

The project will appoint a CA firm to undertake internal audit of the project on a quarterly basis. The
internal audit will cover the SPMU and all department/ATMA/MI offices and will include a selected
sample of Pani Panchayats. The report of the internal audit will be placed before the Executive
committee. The internal auditors will submit their report within 45 days of completion of audit at the
end of eachquarter.

8.10.2 External Audit

Through the State Principal Accountant General, the CAG will conduct the external audit of the
project related expend incurred at the departmental level. Statements of expenditures at all project
levels will be submitted to the State AG by June 30 each year to allow adequate time for the audit,
which will be conducted in accordance with terms of reference agreed by the CAG for audit of the
project. Audit reports will be submitted within six months of the end of each financial year.

OCTDMS will engage a firm of chartered accountants to conduct the annual statutory audit as per the
agreed TOR. OIICPRA will submit two sets of annual audit reports (departments and OCTDMS) to
the World Bank within nine months of the close of each financial year. (Refer the Financial Manual for
Details)

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Chapter Nine: Compliance Procedures: Procurement

9.1 Procurement Objective

The Project Procurement Development Objectives (PPDO) are (1) to ensure procurement efficiency
and value for money that contributes to agricultural productivity, business promotion, access to
finance and enhances market linkages in selected districts of Odisha., (2) To ensure appropriate
market participation at district level that is critical for realizing project development objectives, and
(3) Placing the risk with party best able to manage the risk and minimizing risk of supplier failure
and/or incompetence.

9.2 Procurement Policy

Procurement of all goods, works and services will be carried out in accordance with the World Banks
Procurement Framework. The details pertaining to procedures and methods to be followed for
procurement are detailed in the procurement manual. In case of any contradiction between the Banks
procurement guidelines and project/state guidelines for procurement, the Banks guidelines will
supersede.

9.3 Methods of Procurement

9.3.1 Goods and Works:

The following are the usual methods of procurement of goods and works to be adopted in the Project:

a) Request for Proposal

b) Request for Bids
c) Request for Quotations
d) Direct Selection
e) Framework Agreement
f) Force Account

9.3.2 Consultancy Services:

The following are the usual methods of procurement of goods and works to be adopted in the project.

a) Quality and Cost based selection

b) Fixed budget-based selection
c) Least cost-based selection
d) Quality based selection
e) Consultants quality-based selection
f) Direct selection

9.4 Procurement Plan

Procurement plan/ Schedules including the description of goods, Works and services to be procured
along with their value and consistent with technically and administratively approved estimate, are
required to be prepared for the first and subsequent years, in accordance with the budgetary provision.
The actual procurement is to follow the approved plans.

During preparation of the procurement plans, packaging should be appropriately done. Items of
similar nature, which can be supplied by the same set of firms, should be packaged together to achieve
economies of scale. They should be evaluated on slice cum package basis after taking into account
cross discounts offered. Aggregate value of total package will form the basis for determining the
procurement method as well as the review requirement of the World Bank.

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The SPMU with involvement of associated departments (PIUs/IPs) will prepare a tentative
procurement plan for the first 18 months based on the projected activities in the Project
Implementation Plan. The Procurement Plan will include description of goods, works and non-
consultant and consultant services to be procured (year-wise over the implementation period) along
with their values which are consistent with technically and administratively approved cost estimates
and milestones for all procurement activities. List of goods, works and services to be procured under
the project year-wise, with estimated cost and method of procurement have been mentioned in the
format specified by the Bank. The Procurement Plan including their updates shall set forth at a
minimum the following:

i. a brief description of goods, works and non-consulting services/ or consulting services

required for the project for which procurement action is to take place/ invitation for proposals
are to be issued during the period in question
ii. the proposed methods of procurement/ selection as permitted under the Financing Agreement
iii. the Bank review requirement and thresholds
iv. the time schedule for key procurement activities
v. any provision for the application of domestic preference in case of goods & works
procurement by International competition
vi. any other information that the Bank may reasonably require

9.5 Prior Review Threshold

Type of Procurement Method threshold (Million US$) Prior Review Thresholds for
Moderate Risk (million
US$)
Works International Open Procurement ≥ 40 15
National Open Procurement <40
National Request for Quotation ≤ 0.1
Goods, IT and Non- International Open Procurement ≥ 3 4
Consulting Services National Open Procurement <3
National Request for Quotation ≤ 0.1
Consultant Firms CQS<0.8 2
LCS, FBS – in justified cases
QCBS, QBS - in all other packages
Consultant Individual As per section 7.34 0.4
Direct Selection With prior agreement based on justification 0.1

9.6 Procurement Agencies at Different Levels

9.6.1 State Level (SPMU Level)

All the consultancy services, related to the project components, will be procured by the SPMU at the
State level. A major procurement will be done for civil works under this project and all civil contracts
will be carried out through e-procurement by SPMU. The three-line departments will carry out their
respective procurement of all low value items by themselves and all high value items will be procured
at the SPMU level with technical assistance from the experts of the line departments.

9.6.2 District Level

At district level the major procurement will be for extension services and record keeping of the field
level activities. Analysing the above requirements, the project plans to keep
Agriculture/Horticulture/Fisheries manager to mobilize respective activities in their areas. These
officials will be trained by the Procurement specialist at the SPMU level on basic record keeping for
the procurement activities and the tendering procedures.

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9.6.3 PP / WUA Level

There are no major procurements at the Pani Panchayat level. If any low value procurement at this
level is required, then it will be mainly by the RFQ method. The formats will be prepared by the state
procurement officer.

9.7 Procurement Risk Mitigation Action Plan

9.7.1 Procurement Manual:

This Procurement Manual has been prepared to provide clarity on procurement process and to ensure
consistency. It describes all the steps in procurement procedures, i.e. preparation of bid
documents/RFP, evaluation reports, pre-bid minutes, bid opening minutes, contract information,
checklists etc.;

9.7.2 Procurement Plan:

All the associated departments (Sub-SPUs) will send their annual procurement plans to State
procurement cell for review and vetting. Subsequently State procurement cell shall ensure its updating
in STEP system for Bank clearance. The Bank clearance and coordination with departments /
directorates shall be the responsibility of State Procurement Cell of SPMU.

9.7.3 Procurement Trainings:

The SPMU will arrange procurement trainingswith the support of procurement experts for the
associated institutions / agencies / govt. entities.

9.7.4 State level Procurement Cell:

The procurement cells at State level will constantly guide the ATMAs/departments procurement cells
and periodically carry out review at the offices of the implementing units and provide guidance with
regard to all procurement aspects including record maintenance. It will also be equipped with trained
personnel, who will maintain the procurement MIS and also train the personnel involved in the
procurement at ATMA/dept. level, as needed.

9.7.5 Record Keeping:

State level procurement cell will provide guidance to ATMAs/Depts. to ensure that all records
regarding procurement activities under the project are kept in an indexed and safe manner and will be
readily available for the review of the World Bank.

9.7.6 Disclosure Policy:

The SPMU will ensure the public disclosure as required under the Bank Regulations and State
Government Policy.

9.7.7 Grievance Redress Mechanism:

In order to deal with the complaints from bidders, contractors, suppliers, consultants and general
public at large a complaint handling mechanism will be set up at the state level. The Complaint
handling mechanism will be established in Project website. Immediate action will be initiated on
receipt of complaints to redress the grievances. All complaints will be registered and handled at a
level higher than that of the level at which the procurement process is being undertaken and the
allegations made in the complaints will be thoroughly enquired into and if found correct, appropriate
remedial measures will be taken by the concerned authorities. A register of complaints redress will be
prepared and maintained by the administration unit at a given level. (Refer the Procurement Manual for
Details).

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Chapter Ten: Compliance Procedure: Citizen Engagement and Grievance

Redressal

10.1 Institutional Arrangement:

Broadly the following grievance redressal mechanism will be followed in the project:

1. All the project staff related matters and their grievance procedures will be in line with the
procedure laid down either in their contract and as per government rules. At SPMU level,
project director will constitute a Grievance Redressal Committee with at least one women
member;
2. For all conflicts at the village level, every attempt should be made to resolve all conflicts at
that level itself through the PPs, failing which, through the Gram Sabha. The SOs and
KrushiMitras will facilitate the villagers in this regard;
3. The DLPMT will resolve the conflict among PPs, PFCS and FPOs and service providers. the
affected parties dissatisfied with the decision of DLPMT, they may appeal to Additional
District Magistrate (ADM) / Collector and District Magistrate for amicable solution;
4. If either party is dissatisfied with decision of the ADM / Collector & DM, the party may
appeal to GRC at the state level.

WUA / PP
District Level
ADM / State Project
Project
Aggreived Person Collector & Monitoring
Monitoring
DM Unit (SPMU)
Team (DLPMT))
FPO / PFCS /
SHG

Tier I Tier II Tier III Tier IV

Figure 23: Grievance Redressal Mechanism

Tier I:The project will have different community based institutional structures, such as PP / WUA,
FPO, PFCS etc. to execute different project activities at the village level. Such institution of people
will be the first point of grievance redressal (Tier I). Any grievance arising at the village level, due to
the execution of the project, will be sorted out amicably at the village level with the support of these
community level institutions.

Tier II: Any issue, which the local institutions is not able to address amicably, will be referred to the
District Level Project Monitoring Team (DLPMT). The district level Tier II structure (DLPMT) for
grievance redressal will comprise of (1) Collector and DM as the chairperson, (2) PD-ATMA as the
Nodal Officer, (3) Executive Engineer, Department of Water Resources, (4) Deputy Director,
Agriculture, (5) Deputy Director, Horticulture, and (6) District Fishery Officer. The concerned
department along with DLPMT will take up the issue and will attempt to address it. All such issues,
referred by local community institutions (PP / FPO / PFCS / SHG etc.) will be recorded and settled
amicably.

Tier III: Any aggrieved person, not satisfied with the decision of the DLPMT, may forward his / her
grievance to Additional District Magistrate / Collector and District Magistrate of the concerned
district for solution. The Additional District Magistrate / Collector and District Magistrate will consult
with the DLPMT / concerned departmental officials / sub-SPU for amicable settlement of the dispute.

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Tier IV: If any such situation emerges, the aggrieved person, not satisfied with the decision of the
Additional District Magistrate / Collector and District Magistrate, may forward his / her grievance to
the Grievance Redressal Committee (GRC) of the SPMU-OIIPCRA for amicable settlement. The
grievance redressal committee, after examining the relevance of the case, will settle the issue in a time
bound manner.

10.2 Toll Free Number for Grievance Redressal

The project will introduce a toll-free number for receiving grievances and its timely redressal. Any
member, having any grievance related to the project can use the toll-free number and communicate
with the appropriate authority of the project. After reviewing the details of his/her grievances and
field facts, appropriate authority will communicate to the concerned person and solve his/her
[Link] SANJOG help line of the Department of Water Resources may also be used for
grievance redressal.

10.3 IT based Grievance Redressal Mechanism

The project will extensively use IT platform for receiving grievances, its processing and addressing
the issue. Any person having any grievance related to the project can use the IT platform to share his /
her grievance to the appropriate project authority for amicable solution. The decision, made by the
appropriate authority, based on available facts and figures will be communicated back to the
concerned person using the same platform.

In the official web site of the project, there will be a space for placing grievance. An aggrieved person
can post his/her grievance in the specified space and submit it. Posting of grievance in the specified
area will be structured and the aggrieved person has also to upload the decisions of the local
institutions for solution. Areas of grievance may be selected from a pre-designed dropdown list
(district, block, GP, Tank, list of anticipated grievances type etc.) or it may be kept open for persons
to fill-up (will be finalized based on the design of the web site). The GRC at the state level will
examine each case and appropriate step will be taken by the GRC.

10.4 Recording of Grievances and its Dispose-off

From PP / FPO to DLPMT, at every stage the grievances received, number of grievances addressed,
time consumed for decision making and decision of the PP / FPO and other community institutions
related to the raised grievance would be documented. In case of IT based grievance redressal
mechanism or use of toll-free number, such aspects will be electronically recorded for future review.

10.5 Addressing Grievances of Service Providers

The grievances of service providers, procured as per the World Bank Procurement Guidelines and
resource agencies partnering with PMU through MoU will be governed as per their contract
conditions and condition of the MoU.

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Chapter Eleven: Environment and Social Safeguard Measures

11.1 Environment Management Framework:

An environmental assessment was carried out to develop a management framework to address any
adverse environmental impact, that may origin due to the implementation of the project. Baseline,
both for physical as well as biological environment within tank and tank command area were
thoroughly assessed to ascertain significant environmental issues which may cause threat to project or
vice versa. During preparation of the environmental management framework (EMF), stakeholder
consultations and discussions were held with community-based organizations such as Pani Panchayat
(PPs), Farmer Producer Organizations (FPOs), women’s groups, fisherfolk etc. Discussions were also
held with key institutions of Government of Odisha, including Department of Water Resources,
Directorate of Agriculture and Food Production, Directorate of Horticulture, Directorate of Fishery,
State Dam Safety Organization (SDSO) among others. The safe guard policies of the world bank
triggered by the project are (1) environmental assessment (OP/BP 4.01), (2) natural habitat (OP/BP
4.04), (3) pest management (OP 4.09), (4) physical cultural resources (OP/BP 4.11), (5) indigenous
people (OP/BP 4.10) and (6) safety of dams (OP/BP 4.37).

The assessment finds that irrigation coverage of the minor irrigation projects (MIPs) have decreased
significantly due to accumulation of aquatic weeds and silt deposit. MIPs to be re-sectioned and
aquatic weed to be removed to maintain sustainable irrigation supply and promotion of aquaculture in
MI tanks.
The key risks associated with the project financed activities include; the incremental use of pesticide
and fertilizer, safety of existing large dams, water quality impacts associated with aquaculture and
pesticide and fertilizer application, general construction impacts, and silt management associated with
civil works in the rehabilitation of tanks and irrigation systems. The focus of the project is to
rehabilitate and modernizing existing irrigation systems, hence activities will be limited and localized
and managed with proper mitigation measures and good engineering design and construction
management practices. A detailed analysis of safeguard issues and impacts associated with the project
has been carried out as part of the preparation of Environmental Management Framework. The
assessment reveals no large scale, significant and/or irreversible impacts due to the proposed project
interventions. The project will avoid undertaking any activities that will cause negative impacts on
natural habitats and sensitive environmental receptors.

The state has an effective dam safety programme in place, with a dam safety panel constituted, and
institutional arrangements have been agreed with Govt. of Odisha (GoO) for OIIPCRA. The project
will need to implement a robust capacity building programme across all implementing agencies to
support an effective environment, health and safety management practices, dam safety and
construction. Further, an environmental management plan has been prepared for all civil works, which
will be integrated in the contractual documents. The EMF addresses the policy requirements on Dam
Safety, Integrated Pest Management and Integrated Nutrition Management. The World Bank
guidelines on Environment Health and Safety management will be followed to strengthen safeguards
during implementation of civil works. Detail mitigation measures to address all related environmental
issues like disposal of silt, weed waste and C&D waste generated from construction and renovation
work is developed. Management plan for integrated pest and nutrition management, aquaculture is
also developed to promote modern sustainable climate resilient practices.

Construction management plan, that is prepared for the project will be adhered to address anticipated
adverse environmental impact due to construction related activities proposed under [Link]

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project will follow the dam safety management plan which includes regular maintenance and
monitoring of dam safety related issues of 13 MIPsthat are having dam height more than 10 meters.

Eventually, project will adopt certain avoidance principle to eliminate any adverse impact on forest
and catchment area. Construction of any new canal, any intervention in forest land, eco-sensitive zone
will entirely be avoided. Implementation responsibility of these management plan is given mainly to
associated implementing departments, their successor entities or contractors.

The State Project Monitoring Unit (SPMU) established for the implementation of the project will be
responsible for day-to-day management and coordination of project activities. At the SPMU level,
there will be Environment Expert who will monitor the environment safeguard principles and report
to the Project Director on periodic basis. The sub-SPUs will support in implementing the safeguards
and monitoring the safeguard measures taken at local level. At the district level, the District Level
Project Monitoring Team (DLPMT) will look after the environmental aspects along with PD-ATMA.
The environmental expert will support implementation of the EMF at state level, and will carry out
the requisite monitoring, reporting, and capacity building activities. The project will have a detail
capacity building plan to enhance capacity of officials and member of community organizations for
successfull implementation of mitigation measures. Training will be provided to farmers, members of
PP, SHG, PFCS, etc. on implementation of Integrated Pest and Nutrition Management Plan (IPNM),
sustainable climate resilient agriculture and pisciculture practices.

Periodic monitoring of environmental parameters will be carried out by the Executive Engineer of
respective Minor Irrigation (MI) [Link] environmental parameters to be assessed are air
quality, surface water quality, soil and noise quality while implementation work is in progress.

11.2 Social Management Framework:

As a part of preparing Social Management Frameowrk, social assessment was objectively carried out
to assess the social impacts of the project. The assessment was followed by preparation of
management frameworks, including Tribal People’s Plan Framework (TPPF) and Gender Action Plan
as a part of overall Social Management Framework (ESMF) of the project, adhering to the
Government Acts / Policies, World Bank Operational Policy (OP) and need of the project. The Social
Assessment (SA) was carried out, to identify and assess potential social risks and prepare social
management framework (SMF) to avoid and mitigate potential adverse social impacts of the project,
if any. Along with this, the overall objective also suggests interventions to enhance the potential
positive social impacts of the project interventions. In TPPF, attempt is made to ensure inclusion of
tribal in the overall development process and initiating appropriate measures to protect their interest in
accordance to the constitutional safeguard measures.

The Social Assessment (SA) results revealed that the program interventions will not affect adversely
to the people in general and community level stakeholders in particular. Impacts shall be positive
which is widely acknowledged by the people in tank command villages. However,the project will
have planned effort for inclusion and equity so as to ensure that marginal and small farmers, women
farmers, fishers, women in general, tribals and other marginalized groups participate in the project and
derive positive [Link], the Social Management Framework (TPPF) is developed to
address key social issues identified in the process within the scope of the project.

The assessment finds different concerns and expectations of people of which some of the needs that
are within the scope of the project are like (1) reorganization of the PP, (2) conducting regular
election of the PP and its strengthening, (3) participation of women in PP governance, (4) inclusive
targeting of women farmers and tribals under project activities, (5) strengthening PFCS through
capacity building measures, (6) access to different schematic provisions of government, facilitated by
PP, (7) provisioning supportive livelihood options, (8) improving water availability during Kharif (dry

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spell) and Rabi, (9) improving farm mechanization, (10) organizing farmers for improved market
access etc.

With reference to the expectations of the people in general and farmers and other stakeholders in
particular, project will take certain measures that will benefit the people in a longer term. Key project
measures cover (1) consultation and local planning to address the key issues pertaining within the
scope of the project, (2) improving participation / representation in the local institutions, (3)
appropriate targeting for inclusion of women, tribals and other marginalized sections in different
project framed activities, (4) capacity building of marginal and small farmers, women farmers,
women fishers, tribals in different aspects such as climate resilient farming system, fish farming, post-
harvest management, agribusiness etc., (5) facilitating convergence with existing schemes / programs
of the Govt., (6) strengthening community institutions of people like PP / WUA, FPOs, PFCS, women
SHGs etc. for effective governance and quality service delivery, (7) creating infrastructural facilities
for post-harvest management and agribusiness to enhance income of the farmers, (8) harvesting
fishery potentials of the tanks and involving local PFCS, (9) greater association of women fishers in
ornamental fish production and marketing, (10) reducing input cost by promotion of vermicompost,
integrated nutrition management, integrated pest management, farm mechanization etc. (11)
improving livelihood of women and poor households through supportive horticultural measures, such
as mushroom cultivation, establishing small processing units, promoting nutritional garden, lemon
grass cultivation and oil extraction etc.

The CB & ID Specialist at the SPMU level will be the responsible person to guide the overall process
related to social inclusion, equity, participation of different category of people in the project activities
and their greater association in the development process. The district / sub-district level implementing
agencies will execute and monitor different aspects of the social management framework in
consultation with the specialist. She / he will be associated in the screening process of such activities
that require greater involvement of women and tribals and/or need special focus on women / tribal /
marginalised section’s involvement. She/he will monitor the processes followed in execution of the
planned activities and realisation of key social development indicators.

The project will have grievance redressal mechanism in place to take care of grievances of the people,
if any arises during the life of the project. The overall framework for redressal of grievances at
appropriate levels of the project implementation structure are (1) Tier I: at the local community level
through people’s institutions such as PP, FPO, PFCS etc., (2) Tier II: at the district level through
DLPMT, (3) Tier III: at the ADM / Collector & DM level, and (4) Tier IV: at the state level through
project authorities.

Table 103: Social Management Framework by Social Dimensions

SN Social Dimensions Project Approach and Strategy
1 Inclusion and Equity 1. Conducting local level planning and identification of Poor /
Vulnerable families through local planning process;
2. Consultation with identified vulnerable sections to map their key
expectations and linking it with project provisions for wider
coverage;
3. Appropriate targeting for inclusion and equity;
4. Additional support provision under the project as per the
schemes / program guidelines (schematic support / subsidy);
5. Monitoring / tracking of project benefits accessed by the
identified marginalised / vulnerable sections;
6. Encouraging participation of such sections in different
community level institutions / organisations;
2 Participation and 1. Sensitisation / awareness creation on project objectives, activities
Ownership and its expected outcome;

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SN Social Dimensions Project Approach and Strategy

2. Special drive for participation of marginal & small farmers,
women farmers and tribals in the meetings, trainings etc.;
3. Facilitate representation in different community organisations for
their participation in decision making;
4. Consultation from time to time during implementation of
activities and addressing their needs within the project frame;
5. Involving them in local level benefit monitoring and supervision;
3 Transparency and 1. Wall writing / display of key activities, target mass and its
Accountability benefits;
2. Proactive disclosure of information to the local people through
display and sharing of information;
3. Providing information to people asking for information; Sharing
information in EC meeting and GB meeting of the PP / FPO /
PFCS;
4. Conducting audit on annual basis and appraising the audit
findings with the members;
4 Strengthening 1. Assessment of local institutions, such as PP, FPO, PFCS, SHGs
People’s Institutions etc. and identification of areas that have the potential to improve
their functioning;
2. Facilitate in making people’s institutions representative in nature
from different social groups and economic backgrounds
(marginal / small farmers, women farmers, tribal etc.);
3. Capacity building of the institutions to strengthen their
functioning (training, exposure, demonstration);
4. Hand holding support to the institutions as per the requirement;
5. Periodic assessment of their functioning, identification of gaps
and organising refreshers from time to time.
5 Tribal Development 1. Consultation with tribals in general and particularly with tribal
farmers, tribal women and fishers from tribal community;
2. Adequate consultation with tribals in scheduled area;
3. Facilitation and support to local planning for tribal inclusion;
4. Collaboration and convergence with tribal development schemes,
where ever feasible, in scheduled areas;
5. Representation of tribal in local level institutions like PP, FPO,
PFCS etc. including dispersed tribals in non-scheduled areas;
6. Adherence to schematic and constitutional provisions stipulated
for tribal welfare and development;
7. Inclusive targeting for greater inclusion and accessing project
benefits;
6 Participation of 1. Consultation with women farmers, women groups (SHG and
Women their federations) and other stakeholders like women fishers,
traders, entrepreneurs etc. from different economic and social
groups;
2. Preparation of local plan covering women component and their
greater participation in different project activities;
3. Collaboration and convergence with women development
schemes, where ever feasible;
4. Facilitation for higher representation of women in local level
institutions like PP/WUA, FPO, PFCS etc.;
5. Prevention of girl child involvement in civil / construction
works.
6. Adherence to women safety and security principles in work

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SN Social Dimensions Project Approach and Strategy

places;
7. Application of equal wage for equal work norm in all project
activities;
8. Promotion of women friendly farm machineries (in CHC) and
agricultural technologies;
9. Appropriate targeting for greater inclusion of women in
accessing project benefits;
10. Special livelihood promotion drives for women groups /
individual women entrepreneurs in shape of nutritional garden,
mushroom culture, lemon grass cultivation, establishment of
small / mini processing units etc.
7 Capacity 1. Capacity need identification of different stakeholders (Marginal
Development farmers, small farmers, women farmers, tribal farmers etc.),
including local level institutions (PP, FPO, PFCS, women SHGs
etc.);
2. Designing capacity building plan, considering the identified
needs of different stakeholders;
3. Preparing training modules / manuals and imparting training;
4. Exposure visit to demonstrated successful ventures for learning,
adoption and replication;
5. Handholding support to individuals, community institutions /
organisations for effective functioning;
6. Periodic assessment and organising refresher training /
workshops;
8 Collaboration and 1. Need based collaboration with related line departments / private
Convergence institutions / ICAR institutions / NGOs etc. as per the
requirement of the project;
2. Fostering convergence with related schemes for wider coverage
and outcome.
Note: Refer EA-EMF and SA-SMF for details.

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Chapter Twelve: Project Budget

12.1 Budget Abstract

Table 104: Budget Abstract

Component Sub-Components Pre-Appraisal Budget New PAD (million US $) After Appraisal Costs (million US $) Component Cost Component Share
(million US $) (Percentage)
A A1.1 31.96 32.3 32.23 74.44 31.78
A1.2* 5.48 5.5 5.54
A1.3** 39.35 39.5 36.67
B B 137.21 142 137.42 137.42 58.67
C C 11.06 5 9.55 9.55 4.08
D D 12.87 10 12.83 12.83 5.48
Total 237.9 234.3 234.2 234.2
(**) Business Plan financing under comp A1.3 (USD Million) 26.31
(*) Stage-II funding under Aquaculture comp. A1.2 (USD Million) 0.86

12.2 Budget for Component 1: Sub-Component 1.1

Table 105: Budget for Sub-Component 1.1

S Activities Unit Physical Unit Financial (In lakhs)
N Cost
2019- 2020- 2021- 2022- 2023- 2024- Total 2019- 2020- 2021- 2022- 2023- 2024
20 21 22 23 24 25 20 21 22 23 24 -25

A Strengthening Extension Delivery System

A. AE Network Development (for 500 AEs)
1
Hiring of a Support Organisation for AE
mobilisation / Incubation
CB Module development for Agri Entrepreneur & No. 2 2 5 10.0 0.0 0.0 0.0 0.0 0.0 10
Extension Service Providers
Service charge to other institutions for specialised LS 50 50
training to Agri Entrepreneur (Classroom
trainings)/a.5
Procurement of smart devices for the AEs and AE 350 150 500 0.1 35.0 15.0 0.0 0.0 0.0 0.0 50
Software Development No.
Honorarium for the AEs under training (for 54 AE 350 150 500 1.2 420.0 180.0 0.0 0.0 0.0 0.0 600
days- 12+42) No.
Honorarium for the AEs under Incubation (for 1 AE 350 150 500 0.6 210.0 90.0 0.0 0.0 0.0 0.0 300
year@5000 INR / Month) No.

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S Activities Unit Physical Unit Financial (In lakhs)

N Cost
2019- 2020- 2021- 2022- 2023- 2024- Total 2019- 2020- 2021- 2022- 2023- 2024
20 21 22 23 24 25 20 21 22 23 24 -25
TA for review of AE Model LS 10 10 5 25
Sub-Total 685.0 295.0 5.0 0.0 0.0 0.0 1035.0

A. Strengthening existing extension system through

2 ATMA / FIAC / KVK's

Audio Visual Equipment to KVKS /a6 LS 10 10 10 30

Equipment and Maintenance cost for FIAC office LS 431.2 235.2 235.2 235.2 235.2 235. 1607.2
/a7 2
Sub-Total 441.2 245.2 245.2 235.2 235.2 235. 1637.2
2

B Promotion of Climate Resilient Seed Varieties

Stakeholder Consultations (Demand estimation and LS 1 1 10.0 10.0 20.0
Action Plan) /a.4
Engagement with Partners (NRRI, IRRI, OUAT, LS
ICARDA, etc.)
Seed demonstration / Testing / Production Support / LS 1500.0 1500.0 1500.0 1500.0 500.0 0.0 6500.0
Certification / Distribution
Sub-Total 1510.0 1500.0 1500.0 1510.0 500.0 0.0 6520.0

C CROP DIVERSIFICATION &

DEMONSTRATION
Integrated Farming System No. 102 102 102 34 341 0.38 0.0 38.4 38.4 38.4 12.8 0.0 128
On Farm demonstration
Demonstration of Climate Resilient Crops/Varieties No. 512 512 512 171 1707 0.450 0.0 230.4 230.4 230.4 76.8 0.0 768
Varietal Demonstration (illustrative list only)
Hybrid vegetable cultivation No. 660 660 660 220 2200 3 0.0 1650.0 1650.0 1650.0 550.0 0.0 5500
Demons. For diversification of ID crops No. 512 512 512 171 1707 0.50 0.0 256.0 256.0 256.0 85.3 0.0 853
Agronomic Practice/Package of practice No. 1712 1712 1712 571 5707 0.40 684.8 684.8 684.8 228.3 0.0 2283
(illustrative list only)
Soil Fertility Management (illustrative activities
only)
INM/IPM No. 512 512 512 171 1707 0.40 0.0 204.8 204.8 204.8 68.3 0.0 683
Sub-Total 0.0 3064.4 3064.4 3064.4 1021. 0.0 10214.8
5

E Capacity Building of Farmers / Producers (by

DOA & FP)
Farmer Field School training(FFS) /a.1 No. 484 1211 1211 968 968 0 4842 0.40 193.7 484.2 484.2 387.4 387.4 0.0 1936.8
ToT /a.2 LS 50.0 50.0
Farmers Training on Climate Resilient Agricultural Batch 40 100 100 80 80 0 400 1.80 72.0 180.0 180.0 144.0 144.0 0.0 720.0

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S Activities Unit Physical Unit Financial (In lakhs)

N Cost
2019- 2020- 2021- 2022- 2023- 2024- Total 2019- 2020- 2021- 2022- 2023- 2024
20 21 22 23 24 25 20 21 22 23 24 -25
Practices/a.3
Training of Lead farmer (including Krushak Sathis, Person 1500 2000 2000 2000 0 0 7500 0.011 16.5 22.0 22.0 22.0 0.0 0.0 82.5
etc.) s
Exposure visit of farmers Person 1000 500 500 500 50 2550 0.048 48 24 24 24 2 0 122
s
Sub-Total 332.2 686.2 686.2 553.4 531.4 0.0 2911.7

F Project Management
F. Incremental Cost (Agriculture)
1
Office Accessories (State Level) (Computer / LS 5 1 1 1 1 1 10
Printer / Laptop etc)
Hiring of Vehicle (State Level) LS 2.4 2.4 2.4 2.4 2.4 2.4 14.4
Travel Allowance (TA/DA) LS 15.0 15.0 15.0 15.0 15.0 15.0 90.0
Operating Cost LS 1.0 1.0 1.0 1.0 1.0 1.0 6.0
Sub-Total (F1) 23.4 19.4 19.4 19.4 19.4 19.4 120.4
F. Incremental Cost (Horticulture)
2
Office Accessories (State Level) (Computer / LS 5 1 1 1 1 1 10
Printer / Laptop etc)
Hiring of Vehicle (State Level) LS 2 2 2 2 2 2 14
Travel Allowance (TA & DA) LS 15 15 15 15 15 15 90
Operating cost LS 1 1 1 1 1 1 6
Sub-total (F2) 22 18 18 18 18 18 120
Sub-Total (E1+E2) 45.8 37.8 37.8 37.8 37.8 37.8 240.8
Total 3037.6 5848.0 5558.0 5420.2 2345. 292. 22559.5
2 4
*a.1 3 crops with 3 trainings for 538 tanks
Stationaries, contingencies, utilities & Services
*a.2Some of this fund will be used for Training of Trainers, materials printing, training centre booking, lodging/boarding, miscellaneous .
Office Refurbishment
*a.3 No. of batches = 373, i.e.10%* (56000*2.5 acre/1.25*30), where 1.25 acre is the average land holding and 30 is the batch size. The cost is inclusive of module preparation and printing of training materials. Around
11200 farmers will be trained
Furniture
*a.4 Engagement with Partners (NRRI, IRRI, ICARDA, OUAT, OSSC, etc.
Vehicle
*a.5 This includes printing of training material
Mobility Charges (TA/DA)
*a.6 There are around 15 KVKs in the project area
Desktop/Laptop/Accessories/maintenance
*a.7 There are 98 FIAC office in project area
Other Office Equipment and Maintenance

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12.3 Budget for Component 1: Sub-Component 1.2

Table 106: Budget for Sub-Component 1.2

SN Activities Unit Physical Unit Financial (In Lakhs)
Cost
2019- 2020- 2021- 2022- 2023- 2024- Total 2019- 2020-21 2021- 2022- 2023- 2024- Total
20 21 22 23 24 25 20 22 23 24 25 Cost
A FISH SEED PRODUCTION
A.1 Infrastructural Support to OPDC- Modernizing Fish Hatchery - Nos. 1 2 0 0 0 0 3 15 15.00 30.00 0.00 0.00 0.00 0.00 45.00
at Chiplima, Katphal and Bhanjanagal by OPDC
A.2 Portable Community Fish Hatcheries - at 30 locations in the Nos. 10 10 10 0 0 0 30 1.5 15.00 15.00 15.00 0.00 0.00 0.00 45.00
project area by Communities
A.3 Pure line breeding: Germ Plasm improvement programme by Nos. 1 0 0 0 0 0 1 50 50.00 0.00 0.00 0.00 0.00 0.00 50.00
OPDC in 10 select hatchery locations in the project area
A.4 Fish Seed transportation system - 3 Nos of seed transportation Nos. 1 2 0 0 0 0 3 10 10.00 20.00 0.00 0.00 0.00 0.00 30.00
vans with carrier crates at Chiplima, Katphal and Bhanjanagal
by OPDC
A.5 Fish feed for Seed production No. 3 0 0 0 0 0 3 25 75.00 0.00 0.00 0.00 0.00 0.00 75.00
Sub-total 165.00 265.00 15.00 0.00 0.00 0.00 245.00

B FISH FEED
B.1 Establishment Of Mini Fish Feed Mill by OPDC No. 4 4 4 0 0 0 12 2 8.00 8.00 8.00 0.00 0.00 0.00 24.00
Sub-total 8.00 8.00 8.00 0.00 0.00 0.00 24.00

C FISH PRODUCTION
C.1 Tank Culture Of IMC(Indian major carps) - MI: It is presumed Ha. 200 200 200 100 100 0 800 1.5 300.00 300.00 300.00 150.00 150.00 0.00 1200.00
that no production is currently undertaken in these tanks- to be
implemented by CIFA / CIFRI / OPDC / and other ICAR
Institutes like IIWM
C.2 Polyculture with Mola / Scampi in selected MI tanks along Ha. 100 150 200 250 150 150 1000 0.3 30.00 45.00 60.00 75.00 45.00 45.00 300.00
with IMC covering 1000 Ha of the tank by CIFA / OPDC
C.3 Demonstrations to be supported
(i) Gift Tilapia Culture demonstration in select areas by OPDC Ha. 0 10 10 20 20 20 80 1.5 0.00 15.00 15.00 30.00 30.00 30.00 120.00
(ii) Pangasius culture demonstration in select tanks in the No 10 10 10 0 0 0 30 4 40.00 40.00 40.00 0.00 0.00 0.00 120.00
project area by OPDC
(iii) Climate resilient aqua - culture production models No 2 0 0 0 0 0 2 20 40.00 0.00 0.00 0.00 0.00 0.00 40.00
demonstration by CoF, OUAT
(iv) Cage culture demonstration in 1 large MI tank by CIFRI / No 0 1 0 0 0 0 1 354 0.00 354.00 0.00 0.00 0.00 0.00 354.00
other ICAR Institutes like IIWM
(v) Integrated Farming system demonstration by CoF - No 0 4 4 4 4 0 16 5 0.00 20.00 20.00 20.00 20.00 0.00 80.00
Including Duckery in 16 select tanks
C.4 Stocking of self-replicating species by OPDC No 20 20 20 0 0 0 60 2 40.00 40.00 40.00 0.00 0.00 0.00 120.00

C.5 Strengthening Women Fisher SHG through promotion of No 2 2 2 0 0 0 6 10 20.00 20.00 20.00 0.00 0.00 0.00 60.00
Ornamental Fish Culture through FNGOs / Central Institute of
Women in Agriculture
C.6 Net Barricading by CIFA / CIFRI / OPDC / and other ICAR Mt. 210 220 220 120 120 20 910 0.002 0.42 0.44 0.44 0.24 0.24 0.04 1.82
Institutes like IIWM
C.7 CoF pilots No 1 0 0 0 0 0 1 200 200.00 0.00 0.00 0.00 0.00 0.00 200.00

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Sub-total 670.42 834.44 495.44 275.24 245.24 75.04 2595.82

D PROCESSING AND VALUE ADDITION

D.1 Supply Of ICE Boxes by FISHFED
50LTS No. 50 50 50 0 0 0 150 0.02 1.00 1.00 1.00 0.00 0.00 0.00 3.00
100LTS No. 50 50 50 0 0 0 150 0.075 3.75 3.75 3.75 0.00 0.00 0.00 11.25
200LTS No. 50 50 50 0 0 0 150 0.15 7.50 7.50 7.50 0.00 0.00 0.00 22.50
D.2 Establishment of fish processing units in selected locations for No. 0 1 0 0 0 0 1 25 0.00 25.00 0.00 0.00 0.00 0.00 25.00
value added products (Eg. Filleting, Pickle making, Cutlrt
making etc.) - through CIFT / CIWA / FISHFED and any other
identified CBOs / NGOs / Agencies
D.3 Strengthening Value chain infrastructure - Hygienic fish / fish No. 0 2 2 0 0 0 4 15 0.00 30.00 30.00 0.00 0.00 0.00 60.00
product transportation - through CIFT / CIWA / FISHFED and
any other identified CBOs / NGOs / Agencies (total 4)
D.4 Strengthening Marketing Infrastructure - modernization of 2 No. 2 0 0 0 0 0 2 15 30.00 0.00 0.00 0.00 0.00 0.00 30.00
model kiosks for fish and fish product retailing in PPP mode -
through CIFT / CIWA / FISHFED and any other identified
CBOs / NGOs / Agencies
D.5 Market study by Consulting Agencies through SPU, OIIPCRA No. 1 0 0 0 0 0 1 20 20.00 0.00 0.00 0.00 0.00 0.00 20.00
Sub-Total 62.25 67.25 42.25 0.00 0.00 0.00 171.75

E CB of Fishery department
E.1 Exposure/ CB of Institutions
Intensive / Semi-intensive fish farming (PFCS) Fishers 309 309 309 309 1236 0.06 0 18.54 18.54 18.54 18.54 0 74.16
Scientific Aquaculture Management (PFCS) Fishers 309 309 309 309 1236 0.06 0 18.54 18.54 18.54 18.54 0 74.16
Value Addition / Processing / Marketing (PFCS) Fishers 309 309 309 309 1236 0.06 0 18.54 18.54 18.54 18.54 0 74.16
Exposure of Women SHGs on Processing/Marketing Fishers 309 0 0 0 309 0.06 0 18.54 0 0 0 0 18.54
Sub-Total 1236 927 927 927 4017 0 74.16 55.62 55.62 55.62 0 241.02

F Support to Fish Tanks in Extra Water Spread Area LS 300 300 600
Created through rehabilitation (Based on assessments and
planning in PY4 onwards)
Sub-total 300 300 600

Grand Total (A+B+C+D+E+F) 905.67 1248.85 616.31 630.86 600.86 75.04 3877.59
OPDC: Odisha Pisciculture Development Corporation
CIFA: Central Institute of Fresh Water Aquaculture
CoF: College of Fisheries
Fish Fed: Fish federation
CIFT: Central Institute of Fisheries Technologies
CIWA: Central Institute for Women in Agriculture
CIFRI:Central Inland fisheries research Institute

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12.4 Budget for Component 1: Sub-Component 1.3

Table 107: Budget for Sub-Component 1.3

SN Activities Unit Physical Unit Financial (In Lakhs)
Cost
2019- 2020- 2021- 2022- 2023- 2024- Total 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Total
20 21 22 23 24 25 Cost

A PRODUCE MARKETING SUPPORT

Hiring of Agri-Business Support Organizations Nos. 1 1 1 1 1 1 250.0 250.00 250.00 250.00 250.00 250.00 250.00 1500.00
(ABSOs)
Hiring an agency for Thematic Studies ( Value Chain No. 1 1 1 1 1 1 150 150.00 150.00 150.00 150.00 150.00 150.00 900.00
Assessment etc)*a.4
Technical Assistance (OSAM Board) /a.1 LS 1000.00 500.00 500.00 50.00 50.00 50.00 2150.00
Sub-Total 1400.00 900.00 900.00 450.00 450.00 450.00 4550.00

B TRAINING AND CAPACITY BUILDING FOR

FARMER GROUPS
Training
FG Organisation and Governance No. 73 73 146 0.20 0.0 14.6 14.6 0.0 0.0 0.0 29.2
Business Management / Marketing skills No. 73 73 146 0.20 0.0 14.6 14.6 0.0 0.0 0.0 29.2
Statuary (Financial Management/Book Keeping No. 73 73 146 0.20 0.0 14.6 14.6 0.0 0.0 0.0 29.2
/Documentation)
Need Based Skills Training (Aquaculture, Specialised No. 73 73 146 0.20 0.0 14.6 14.6 0.0 0.0 0.0 29.2
training, etc.)
Sub-Total 0.0 58.4 58.4 0 0 116.8

Exposure Visits
Within State Persons 0 1095 1095 1095 0 3285 0.21 0.0 200.0 200.0 200.0 0.0 0.0 600.0
Outside State Persons 0 1095 1095 1095 0 3285 0.21 0.0 230.0 230.0 230.0 0.0 0.0 689.9
FG training Total 0.00 429.95 429.95 429.95 0.00 0.00 1289.85

C BUSINESS PLAN FINANCING IN PRIORITISED

CATEGORIES
Productive Investments
i Investment plan financing Ls 500 500.00 2000.00 4300.00 4700.00 5000.00 3200.00 19700.00
Total 1900.00 3388.35 5688.35 5579.95 5450.00 3650.00 25656.65

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SN Activities Unit Physical Unit Financial (In Lakhs)

Cost
2019- 2020- 2021- 2022- 2023- 2024- Total 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Total
20 21 22 23 24 25 Cost
*a.1 This includes Buyer-Seller Interface to strengthen the productive alliance, Linking Agriculture Markets with E-NAM / Other electronic marketplace.
*a.2 Primary processing unit for vegetables, fruits, lemon grass, dal mill, oil mill, millet processing and any other processing unit as per requirement. This also includes Functional Pack house and cold room solar.
*a.3 Rural Haats/Procurement shed/Transit point storage and Other demand driven rural marketing infrastructure
*a.4 Note: Thematic Studies
Soil Organic Carbon and Carbon Foot Print of the Project
Water Management and Water Productivity
Basin / Sub-Basin Planning and Its Management
Farmer’s Income Growth and Sectoral Share
Crop Water Budgeting, Irrigation Automation and Its Implication on Water Availability
Climate Resilient Practices, Its Adoption and Impact
Traditional Vs Integrated Farming System and its Economic Outcome
Cost-Benefit Analysis of Natural Farming System
Current and Potential of Commodity Specific Value Chain
Any other study as identified during the project Implementation
*a.5 Support such asPerforated Van/Refrigerator Vehicle (Solar)

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12.5 Budget for Component 2:

Table 108: Budget for Component 2

SN Activities Unit Physical Unit Financial (In lakhs)
Cost
2019-20 2020-21 2021- 2022- 2023- 2024- Total 2019-20 2020- 2021- 2022-23 2023- 2024- Total
22 23 24 25 21 22 24 25 Cost
A Improving access to Irrigation and Water productivity -
Tank System Improvement
Civil Works Ha 11240 22480 16860 5620 56200 1.44 16185.6 32371.2 24278.4 8092.8 0.0 0.0 80928.0
Quality Control Ls 100.0 100.0 100.0 100.0 100.0 100.0 600.0
Catchment treatment and Cascade Level Organization Ha 6000 12000 9000 3000 30000 0.35 2100.0 4200.0 3150.0 1050.0 0.0 0.0 10500.0
provision while implementing cascade plan
Sub-Total (1) 18385.6 36671.2 27528.4 9242.8 100.0 100.0 92028.0

B Consultancies
Cascade Planning, Preparation of DPR and PP mobilisation LS 1 400.0 0.0 0.0 0.0 400.0
/a.5
IWRM Pilot LS 1 400.0 400.0
Improving Service delivery through PPP mode in Medium LS 700.0 700.0
and Large-scale tanks
Support to State Dam Safety Expert Panel Visits 78 78 78 78 78 78 468 0.4 31.2 31.2 31.2 31.2 31.2 31.2 187.2
Support for the preparation of groundwater regulation LS 1 600.0 600.0 600.0

Sub-Total (2) 831.2 631.2 31.2 731.2 31.2 31.2 2287.2

D SUPPORT TO WATER USER / PANI PANCHAYAT

Members
Support to the PP cell at State 50 50 50 20 20 20 210
D.1 Training
Training of SO for Baseline preparation (4 day)/a.2 Persons 100 100 0.06 6.4 0.0 0.0 0.0 0.0 0.0 6.4
Development of baseline & PP/WUA of the 538 tanks by Tank 163 200 175 538 0.03 4.9 6.0 5.3 0.0 0.0 0.0 16.1
SO
Training need Assessment by SO with technical support Tank 163 200 175 538 0.05 8.2 10.0 8.8 0.0 0.0 0.0 26.9
from SPMU
Commission oB23:B32f modules (ToT/development of
training calendar etc)
Training of PP/WUA /a Persons 4890 6000 5610 16500 0.07 352.1 432.0 403.9 0.0 0.0 0.0 1188.0
Monitoring and Learning meeting at PP/WUA /a.3 Meetings 1956 4356 6600 6600 4644 2244 26400 0.005 9.8 21.8 33.0 33.0 23.2 11.2 132.0
Sub-Total (3) 431.3 519.78 500.92 53 43.22 31.22 1579.44

Exposure and Learning Visit for PP members/a.4 Persons 2750 2750 2750 0 0 8250 0.036 0 99 99 99 0 0 297
Subtotal (4) 0 99 99 99 0 0 297
Pani Panchayat Sub Total (3+4) 431.3 618.8 599.9 152.0 43.2 31.2 1876.4
Total 19648.1 37921.2 28159.5 10126.0 174.4 162.4 96191.6
*a Water Regulation and Irrigation Management, Leadership programme, Need based training to Young volunteers (6 day training programme)
*a.2 2 days practical training in the field,2 days at the state level
*a.3Monthly Meeting at the PP organized by PP
*a.4 Exposure and Learning visit will be undertaken of the selected members of PP inside and outside the state on good practices on water budgeting, natural farming, O&M etc
*a.5 This will include IWRM planning

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12.6 Budget for Component 3:

Table 109: Budget for Component 3

SN Activities Unit Physical Unit Financial (In Lakhs)
Cost
2019-20 2020- 2021- 2022- 2023- 2024- Total 2019-20 2020- 2021-22 2022- 2023- 2024- Total Cost
21 22 23 24 25 21 23 24 25
A Project Orientation Programme
Induction training for project personal (3 days) Events 8 3 24 24.00
/a.10
Project Launch and consultation workshop at the Events 1 5 5 5.00
state level /a.11
Consultation meeting at district level /a.12 Events 15 0.6 9 9.00

Sub-total (1) - TSO Total 38.00 0.00 0.00 0.00 0.00 0.00 38.00
B Training Module Development
Module Preparation /a.2 Modules 8 8 5 40.00 0.00 0.00 0.00 0.00 0.00 40.00
Development of Training Materials/a.3 LS 132.40 0.00 0.00 0.00 0.00 0.00 132.40
Digital communication /a.4 Number 50.00 25.00 25.00 0.00 0.00 0.00 100.00
Printing of posters/wall paintings etc Copies 10.00 10.00 10.00 10.00 10.00 10.00 60.00
Sub-Total (2) 232.40 35.00 35.00 10.00 10.00 10.00 332.40
C Department official capability enhancement
C1 Technical Training of field officials of
Agriculture, Horticulture, Fisheries from
district and block level
Training of project officials (3 days) /a.9 Persons 399 0.07 27.93 0.00 0.00 0.00 0.00 0.00 27.93
C.2 Irrigation
Development of CB framework Number 1 1 10.0 10.0
Advanced Technical trainings in Trainings 1 1 1 1 4 150 0.0 150.0 150.0 150.0 150.0 150.0 750.0
Hydrology/related discipline of the Engineers
(Training at premier institution, departmental
institutions or any other identified agencies)
Sub-Total (3) ( C1+C2) 37.93 150.00 150.00 150.00 150.00 150.00 787.93
Exposure Visit
C.2 Agriculture
Training, Study tour of technical staff/ field
functionaries
Within state Persons 20 20 20 60 0.060 0.00 1.20 1.20 1.20 0.00 0.00 3.60
Outside state Persons 30 30 30 90 0.500 0.00 15.00 15.00 15.00 0.00 0.00 45.00
Outside India Persons 10 10 20 6.00 0.00 60.00 60.00 0.00 0.00 0.00 120.00
Sub-Total (4) (Agriculture) 0 76.2 76.2 16.2 0 0 168.6
C.3 Horticulture
Training, Study tour of technical staff/ field
functionaries
Within state Persons 10 10 10 30 0.06 0.00 0.60 0.60 0.60 0.00 0.00 1.80
Outside state Persons 10 10 10 30 0.500 0.00 5.00 5.00 5.00 0.00 0.00 15.00
Outside India Persons 5 5 10 6 0.00 30.00 30.00 0.00 0.00 0.00 60.00
Sub-Total (5) (Horticulture) 0 35.6 35.6 5.6 0 0 76.8
C.4 Fisheries
Training, Study tour of technical staff/ field

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Project Implementation Plan: OIIPCRA

SN Activities Unit Physical Unit Financial (In Lakhs)

Cost
2019-20 2020- 2021- 2022- 2023- 2024- Total 2019-20 2020- 2021-22 2022- 2023- 2024- Total Cost
21 22 23 24 25 21 23 24 25
functionaries
Within state Persons 20 20 20 60 0.06 0.00 1.20 1.20 1.20 0.00 0.00 3.60
Outside state Persons 20 20 20 60 0.500 0.00 10.10 10.10 10.10 0.00 0.00 30.30
Outside India Persons 5 5 10 6 0.00 30.00 30.00 0.00 0.00 0.00 60.00
Sub-Total (6) (Fisheries) 0 41.3 41.3 11.3 0 0 93.9
(7) Sub Total (3+4+5+6) (Capacity Building of 37.93 303.10 303.10 183.10 150.00 150.00 1127.23
Officials) Total
D Incentive to PP No. of PP 30 30 30 30 30 30 180 1 30 30 30 30 30 30 180

E Engaging SO's for social mobilization and No. 7 7 7 7 7 7 0 670.88 656.88 656.88 656.88 656.88 656.88 3955.28
coordination with different stakeholders during
project implementation
F Cascade council /a.6 Meetings 3 3 3 1.7 5.1 5.1 5.1 0 15.3
G Knowledge Management /a.7 No. 1 1 1 1 1 30 30 30 10 100
H Strengthening Advisory Support at APC level LS 200.0 200.0 100.0 100.0 600.0
Strategic Engagement/Promotion cost for APC LS 50.0 50.0 30.0 30.0 160.0
/*a.5
Agriculture Technology Media Lab (OUAT) Number 1 1 1 1 1 1 6 50.0 50.0 20.0 20.0 20.0 20.0 180.0
Sub-Total (8) 1030.9 1016.9 872.0 852.0 712.0 706.9 5190.6
GRAND TOTAL (1+2+7+8) 1339.2 1355.0 1210.1 1045.1 872.0 866.9 6688.2
Note:
Crop Water Budgeting & Crop Planning
O&M of Irrigation System
Participatory Ground Water Management
Cascade/Tank Level Planning (All Sectors)
Other Modules as per Need
SIRD -State Institute of Rural Development
*a SO will be facilitating the formation of the PFCS
*b This will be a 1 day training highlighting all the past training activities
*a.2 Agencies will be hired as per the subject area.
*a.3 Preparation of videos, films
*a.4 Digital content development, short films, social media, YouTube channel etc
*a.5 Round table conferences, Knowledge events, brainstorming etc.
*a6 minimum 3 meetings/training per year , 2 days training each, inclusive of miscellaneous cost
*a.7 This include events such as agri fintech etc, content development and consultancy for technical support
*a.8 Brainstorming among state officials
*a.9 This will include state leve, district level and FIAC level officials, the cost includes training +miscellaneous
*a.10 This includes officials SPU staff, SO staff, OIIPCRA cell, department cell, PD-ATMA and team, ABSO team (300 people approx..). Budgeted for 400 people to include all miscellaneous cost.
*a.11 This includes District level (15*6) people, 50 state level officials, 10 eminent personalities,miscellaneous 30 around 200 people + Documentation cost
*a.12 This includes consultation meeting at all districts

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Project Implementation Plan: OIIPCRA

12.7 Budget for Component 4:

Table 110: Budget for Component 4

SN Activities Unit Physical Unit Financial (in Lakh)
Cost
2019-20 2020- 2021- 2022- 2023- 2024- Total 2019-20 2020- 2021- 2022- 2023- 2024-25 Total
21 22 23 24 25 21 22 23 24 Cost
A HR COST
SPU and DPU level
Salary component for Contractual staff LS 3704.4
Sub-Total (1) 3704.4

B Preparation of Integrated Irrigation Agriculture Plans

(IIAP)
Assessment Study ls 10.0 0.0 0.0 0.0 0.0 0.0 10.0
Consultancy for preparation of IIAP DIIAPs 5 10 0 15 20 100.0 200.0 0.0 0.0 0.0 0.0 300.0
Sub-Total (2) 110.0 200.0 0.0 0.0 0.0 0.0 310.0

C Consultancies
Baseline Survey No. 1 1 50 50.0 50.0
Environmental & Social Assessment No. 1 1 40 40.0 40.0
External M & E Consultancy LS 100.0 100.0 150.0 100.0 100.0 150.0 700.0
Preparation of PIP / Manuals No. 1 1 50 50.0 50.0
Thematic Studies
Internal Audit (by CA firm) LS 25.0 25.0 30.0 30.0 35.0 40.0 185.0
External Audit (CA firm) LS 12.0 12.0 12.0 12.0 12.0 12.0 72.0
HR agency for recruitment of staffs No. 1 1 111.1 111.1
Sub-Total (3) 388.13 137.00 192.00 142.00 147.00 202.00 1208.13

D Establishment Cost
APC
Stationaries, contingencies, utilities & Services LS 12.0 12.0 12.0 12.0 12.0 12.0 72.0
Travel/stay expenses for eminent advisory panel /a.1 LS 10.0 10.0 10.0 10.0 10.0 10.0 60.0
Office Refurbishment LS 50.0 50.0
Furniture LS 10.0 10.0 10.0 2.0 32.0
Mobility Charges (TA/DA) LS 6.0 6.0 6.0 6.0 6.0 6.0 36.0
Desktop/Laptop/Accessories/maintenance LS 10.0 3.0 3.0 16.0
Other Office Equipment and Maintenance LS 10.0 1.0 1.0 1.0 1.0 1.0 15.0

SPMU and S-SPMU

Stationaries, contingencies, utilities & Services LS 24.0 12.0 12.0 12.0 12.0 12.0 84.0
Office Refurbishment LS 50.0 50.0
Furniture LS 20.0 20.0 10.0 10.0 60.0
Vehicle No. 2 10 20.0 20.0
Mobility Charges (TA/DA) LS 10.0 10.0 10.0 10.0 10.0 10.0 60.0
Desktop/Laptop/Accessories/maintenance LS 30.0 5.0 5.0 5.0 5.0 1.0 51.0
Other Office Equipment and Maintenance LS 30.0 5.0 5.0 5.0 5.0 5.0 55.0

ATMA/MI Office */a.2

Stationaries, contingencies, utilities & Services LS 36.0 36.0 36.0 36.0 36.0 36.0 216.0

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Project Implementation Plan: OIIPCRA

SN Activities Unit Physical Unit Financial (in Lakh)

Cost
2019-20 2020- 2021- 2022- 2023- 2024- Total 2019-20 2020- 2021- 2022- 2023- 2024-25 Total
21 22 23 24 25 21 22 23 24 Cost
Furniture LS 30.0 7.5 7.5 7.5 52.5
Mobility Charges (TA/DA) LS 102.0 102.0 102.0 102.0 102.0 102.0 612.0
Desktop/Laptop/Accessories/maintenance LS 30.0 5.0 5.0 5.0 5.0 5.0 55.0
Other Office Equipment and Maintenance LS 18.0 18.0 18.0 18.0 18.0 18.0 108.0
Sub-Total (4) 508 263 253 242 222 218 1705

E Capacity Building/Workshop/Seminars
Project orientation Training/Workshop
Technical Training
Training of Field Level Officials / SPMU Experts/Dept Cell Persons 100 100 100 50 350 0.09 0.0 9.0 9.0 9.0 4.5 0.0 31.5
Experts /a.3
National Level Exposure Visit/Seminars/Workshops etc Persons 25 25 25 10 0 85 1 0.0 25.0 25.0 25.0 10.0 0.0 85.0
Overseas Exposure of Experts / Officials (SPMU/S-SPU) Persons 5 5 5 15 5 0.0 25.0 25.0 25.0 0.0 0.0 75.0
Sub-Total (5) 0 130 130 130 60 0 450 6.09 0 59 59 59 14.5 0 191.5

F Project Management (Review & Monitoring)

Monthly and Quarterly Review Meeting (SPMU/Dept- LS 4.0 4.0 4.0 4.0 4.0 4.0 24.0
Cell/District)
Quarterly Monitoring (SPMU/Dept-Cell) LS 3.0 3.0 3.0 3.0 3.0 3.0 18.0
Annual State level Review Meeting LS 5.0 5.0 5.0 5.0 5.0 5.0 30.0
Sub-Total (6) 12.00 12.00 12.00 12.00 12.00 12.00 72.00

G MIS / GIS
Equipment and Software LS 100.0 50.0 25.0 25.0 25.0 25.0 250.0
Sub-Total MIS (7) 100.0 50.0 25.0 25.0 25.0 25.0 250.0

H Documentation & Dissemination

Documentation of Success Stories LS 5 5.0 5.0 5.0 5.0 5.0 5.0 30.0
Audio-Visual Documentation LS 10 30.0 30.0 60.0
Dissemination Workshops No. 1 1 5 5.0 5.0 10.0
Awareness through Electronic Media Seconds 18000 18000 9000 9000 54000 0 79.2 79.2 39.6 39.6 0.0 0.0 237.6
Sub-Total (8) 20.00 84.2 84.2 79.6 44.6 40.0 5.0 337.6

I ESMF Budget
ESMF Implementation 200.0 200.0 200.0 200.0 200.0 200.0 1200.0
Sub-Total (9) 200.0 200.0 200.0 200.0 200.0 200.0 1200.0
TOTAL (1+2+3+4+5+6+7+8+9) 1292 805 820 724 661 662 8978
*a.2 Total 15 district office
*a.3 Programme management/Leadership programme

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Project Implementation Plan: OIIPCRA

Annexure

I
Project Implementation Plan: OIIPCRA

Annexure I:
Terms of Reference (ToR)for Strategic Support to APC Office
-------------------------------------------------------------------------------------------------------------

1.0 Background:

The Department of Water Resources (DoWR), Government of Odisha has applied financing from the
International Bank for Reconstruction and Development (IBRD) and International Development
Association (IDA), The World Bank in the form of a loan or credit towards the cost of Odisha Integrated
Irrigation Project for Climate Resilient Agriculture (OIIPCRA). The Project Director, OIIPCRA-
OCTDMS-DoWR, Government of Odisha implementing agency of the Client, intends to apply a portion
of the proceeds of this loan to eligible payments under the contract for which this Expression of Interest /
Request for Proposals is issued. The Client now invites EOI / proposals to provide the consulting services
for External Monitoring and Evaluation during the OIIPCRA Project Period (2019-2020 to 2025-2026).

The Odisha Integrated Irrigation Project for Climate Resilient Agriculture (OIIPCRA), funded by World
Bank, would be implemented over a period of 6 years in 15 districts of Odisha. The total project cost is
234.70 million US $.

The Project Development Objective(PDO) is “to intensify and diversify agriculture production, and
enhance climate resilience in selected districts of Odisha”. The project beneficiaries will include small
and marginal farmers, Pani Panchayats, farmer producer organizations and other agro-entrepreneurs.

2.0 Objective:

Office of the Agriculture Production Commissioner (APC), Department of Agriculture and Farmers'
Empowerment is the coordinating department for several directorates that is responsible for agricultural
development for the state. Considering the importance of the sector for the state, it has been proposed
under OIIPCRA to provide support to APC office to help in achieving the intended objective of the
project. Office of APC requests for proposal for engagement of a strategic Consulting Firm/ Agency to
provide Advisory Support for a period of 3 years. Under this RFP, Agriculture Production Commissioner,
Department of Agriculture and Farmers' Empowerment shall select the Consulting Firm for the entire
contract period as mentioned in this RFP.

3.0 Scope of Work:

The following are the broader scope of work for consultancy under this program –

II
Project Implementation Plan: OIIPCRA

A. Agriculture & Allied Sector diagnostic study: The consultants with conduct a baseline survey for
detailed assessment of agricultural resources of the State in the following areas

► Impact assessment of major government schemes and programmes in last 10 years;

► Ascertain existing marketable surplus of various agricultural, horticultural commodities;
► A reliable econometrics driven Price forecasting system;
► Challenges in agriculture & allied sector including likely reforms;
► Infrastructure availability & need assessment;
► Opportunities in Trade, Export & Food Processing;
► Skill Development towards Rural Job Creation in Agribusiness & Food Processing;
► Policy benchmarking and stakeholders expectation mapping.

B. 5-year Integrated Development Plan for Agriculture & Allied Sector: Based on the findings of
diagnostic study, consultants will develop 5-year perspective Plan for 30 districts of Odisha for
agriculture & allied sector. Consultants will define Key Performance Indicators for each 30 individual
districts based on ranking mechanism.

C. Implementation, Monitoring & Evaluation Support: Consultants would develop an online

convergence platform for Agriculture & allied sectors for monitoring & evaluation of the progress.

D. Promotion of Brand Odisha on National & International platforms towards attracting

investment and boost private sector participation: Consultants will target 20 major produce in Odisha
and shall work towards creating new market linkages through Trade and Export promotion activities
(productive alliance). Consultants would reach to top Indian and global institutional buyers to leverage
the surplus availability. Consultants would also work towards participation of Odisha in national and
international Trade Fairs and Sector events for Joint Ventures, Trade & Export Promotion and Market
Linkage.

E. Capacity Building Plan for Department Officials on changing trends in sector as per Global
standards: In order to make Odisha Industry and Market ready, Department officials needs to be updated
on changing global trends and practices. Consultants would prepare Skill Development & Training
Calendar customized for local needs.

F. Mentoring support to departmental officials in the PMU, on the business planning, agri-investment
promotion, branding and MIS.

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Project Implementation Plan: OIIPCRA

The following personnel shall be placed in the PMU:

Position Role Qualification and experience

Program Manager Full time Minimum 15 Years of experience in Consulting
• Post-Graduate degree / diploma in Agribusiness /
Agriculture Extension Management or related discipline
• Domain experience such as Program Management, Agri
Business, business development and market linkages,
Agribusiness Extension
Agribusiness Expert Full time Minimum 10 Years of experience in retail
agriculture/consulting and market research
• Post Graduate in Agribusiness/ Agriculture or related field
• Domain experience such as Agri Business, project
management, business development and market linkage
Analysts (2) Fulltime Minimum 5 Years of experience in Consulting/market
research
Post Graduate in Business Management
Capacity Building Expert Fulltime Minimum 10 Years of experience in Consulting especially in
FPO promotion, agri-value chain development
• Post Graduate in Agri-Business Management or related
discipline
• Domain experience in Training and Capacity building
IEC expert Fulltime Minimum 10 Years of experience in Consulting
• Post Graduate in Business Management/ Media
Management
• Domain experience in IEC and awareness Campaigns
Resource Pool
Economist/Agri-economist On Proven credential in agri-economics field especially on agri-
demand policy reform, price forecasting, commodity market.
Minimum experience 15 years
Climate resilient agriculture On Proven experience in climate resilient agriculture, climate
planning and policy demand resilient value chain analysis adaptation planning.
Minimum experience 15 years

Transaction Advisor On Minimum 10 Years of experience in Consulting

demand • Post Graduate in Business Management
• Domain experience in Transaction Advisory, PPP projects
Legal expert On Minimum 10 year experience on food safety, GI, patent,
demand WTO issues

IV
Project Implementation Plan: OIIPCRA

Annexure II:
Terms of Reference for Engagement of Support Organization
-------------------------------------------------------------------------------------

1.0 Project Background

The Department of Water Resources, Government of Odisha is in the process of implementing “Odisha
Integrated Irrigation Project for Climate Resilient Agriculture (OIIPCRA)” with the support of the World
Bank. The Project Development Objective is “to intensify and diversify agriculture production,
enhance climate resilience and improve water productivity in selected cascades of Odisha”. The
proposed project will focus on small and marginal farmers, Pani Panchayats (PP), Farmer Producer
Organizations (FPO / FPC), fishers cooperatives (PFCS) and other agricultural entrepreneurs, including
women and other vulnerable groups.

The project has four components, i.e., (1) Project Component A: Climate-Smart Intensification and
Diversification of Production, (2) Component B: Improving Access to Irrigation and Water Productivity,
(3) Component C: Institutional Capacity Strengthening, and (4) Component D: Project Management.
The Component (A) has three sub-components, i.e., (1) Sub-component A.1: Support to Improved
Productivity and Climate Resilience, (2) Sub-component A.2: Support to Aquaculture Production and (2)
Sub-component A.3: Support to Diversification and Produce Marketing. Component (B) has two sub-
components, i.e., (1) Sub-Component B.1: Support to Water Sector Reforms, and (2) Sub-Component
B.2: Support to Investments in Cascades.

The project is planned to be executed in 15 districts of the State which is 50.0 percent of the total districts
of the State (Odisha is having 30 administrative districts). The project has identified 538 minor irrigation
tanks which will be taken up for intervention, covering a total geographical area of 1.03 lakh ha. spread
over 101 blocks. The project intends to minimize the current gap ayacut, improve water use efficiency,
enhance water productivity, strengthening participatory irrigation management system and support in
facilitating climate resilience in the tank command and beyond.

2.0 Rationale for Engaging Support Organizations

The State Project Management Unit (SPMU) of the OIIPCRA project intends to engage the services of
qualified and competent local agencies as “Support Organisations (SO)” for effective implementation of
project activities.

Under the project, SOs will be actively involved in planning, implementing and monitoring of project
activities at the Pani Panchayat (PP)/ Water User Association (WUA) and Cascade level. The project
envisages engaging SOs for a maximum period of 36 months (three years) initially, which may be
extended up to 48 months to facilitate implementation of a series of activities identified concurrent with
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Project Implementation Plan: OIIPCRA

the Project Implementation Cycle. During this period, all the tank/cascade-based activities are to be
carried out by the PP / WUAs with the direct involvement of SOs (community mobilization, sector
specific activities, agribusiness promotion etc.). Each SO may be assigned with 20-25 PP / WUAs in
selected cascades or as per the decision of the SPMU, looking at the operational feasibility to facilitate
implementation of project activities.

3.0 Eligibility Criteria

11. The organization should be a registered body under the relevant national / state Act and is active and
operational continuously for the last 3 years on the date of application;
12. The organization should have maintained its books of accounts / accounting records and have them
properly audited. Annual statements of income and expenditure should have been prepared;
13. The organization should have at least 5 years of relevant experience in carrying out social
mobilization, livelihood promotion, agribusiness activities and facilitating / promoting community
level organsiations;
14. The organization should have working experience in farmer’s issues, irrigation promotion, agriculture
/ horticulture and agribusiness;
15. The organization should have a minimum annual turnover of Rs. 50 lakhs, on an average for last three
years (as per annual audit statements);
16. The organization should not be on any blacklist of any government (Union and/or State), Ministry /
Department / Organization / Multinational Donor NGO or any other donor/partner organization in the
past;
17. The agency should be non-political and secular in nature;
18. The agency should have demonstrated experience in community development and in training and
capacity development in convergence with government departments and agencies.
19. The organization should have registered office in the State of Odisha. Working experience of the
agency in project districts will be added advantage;
20. The Organisation shall have required number of human resources to depute / deploy for project
activities.

4.0 Scope of Work

The Support Organization (SO) shall undertake the following specific tasks towards ensuring that the
project activities are implemented as per the plan and PP / WUAs become self-sustaining entities
managing their tanks in the defined cascade in partnership and with the support of the Water Resources
Department. The scope of work of the SO includes, but not limiting, to the followings.

18. PP / WUA capacity building: Strengthen the PP / WUAs in achieving each of the activities
listed below by assessing their capacity building needs and by providing required inputs.

19. PP / WUA Book Keeping: Build the capacity of PP / WUA functionaries in maintaining and
regularly updating the PP / WUA level records, including financial records.

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Project Implementation Plan: OIIPCRA

20. PP / WUA meetings: Ensure that the PP / WUA organizes its monthly meetings, GB meeting
and other meetings with the required percentage of participation regularly and maintains proper
minutes of the same.

21. Support for Corpus Fund Generation: Facilitate the PP / WUAs to raise 100% water user fee
and to prepare and implement development plan.

22. Agriculture and Horticulture Sub-Components

a. Assist in identification of target mass for different project activities and facilitate
implementation of crop demonstrations, vermicompost promotion, shadenet nurseries,
training, exposure visits etc.
b. Coordinate with FIAC, PD-ATMA and respective line departments for mobilizing
farmers for the execution of different activities and facilitate its implementation;
c. Support farmers to adopt the best practices demonstrated under the project;
d. Collect season wise crop productivity and technology adoption data and updating the
database periodically;
e. Facilitate in selection of agri-entrepreneurs, their training, exposure and promotion of
agribusiness activities in project supported commodities;

23. Fisheries development: The SO staff shall support the fisheries department in implementing the
fisheries sub-component plan in tanks selected for the activity.

24. Water management and related record keeping:Facilitate each PP / WUA in undertaking crop
planning activity before Kharif and Rabi and organize water management and irrigation
scheduling that is rigorously recorded. Support PP / WUA in updating and maintaining farmer-
wise, season-wise, crop-wise and cultivated area wise data for both Kharif and Rabi.

25. Agricultural Production Data to be collected:

a. Area irrigated: Collect season-wise time-series data on area irrigated for each tank.
b. Data on average yield: Collect season wise average yield particulars for three (3) major
crops in the identified tank ayacut and in the influence zone (in case of PGM tanks).

26. Agribusiness and marketing: Facilitate the FPO / PP / WUA / AEs to promote and strengthen
agribusiness activities such as preparation of agribusiness / business plans and implementation of
the plan. The SOs will extend required support to Agri-Business support organization (ABSO)
and other institutions / organisations associated in the project to strengthen agribusiness activities.

27. Participatory MLE Activities:

a. PP / WUA self-rating: Facilitate the quarterly self-rating exercise by PP / WUAs of their

performance.
b. Community feedback: Seek PP / WUA/community feedback on access and availability
of project services on a regular basis so that all PP / WUAs are covered once in six
months and report this feedback to PD-ATMA and SPMU on monthly/quarterly reports.

28. Preparation of IIAP: The SO will facilitate preparation of Integrated Irrigation and Agriculture
Plan (IIAP), covering all the project supported tanks and all the villages within the project

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Project Implementation Plan: OIIPCRA

jurisdiction. In the IIAP, SO would facilitate in preparing the plans in agriculture, horticulture,
fishery etc.

29. Project completion documents: Prepare Project Completion Document,with reference to the
IIAP, and its submission to PD-ATMA andSPMU for review and approval.

30. Reporting:The SOs have to submit monthly and quarterly action plan and progress report for the
preceding month by 5th of every month to FIAC with a copy to PD-ATMA for information.

31. Success Stories:The SOs shall prepare and document case studies / documentation of good
practices and submit the same to PD-ATMA.

32. SOs staff shall work full time exclusively for the project work to accomplish the specific targets
fixed by the project on a monthly and quarterly basis. They shall not work in any other project of
the SO itself or other Govt./ Private organizations once they are working in this project.

33. SO staff shall carry out the project work in consultation with the FIAC under the guidance of the
PD-ATMA.

5.0 Staffing:

Each SO is expected to manage all the tanks, within a geographical jurisdiction of around 50 Km. radius.
The number of tanks under the geographical jurisdiction may vary based on the concentration of MI
tanks. Each SO will deploy 3-5 Cluster Facilitation Team (CFT) at the project locations, based on the
requirement of the [Link] CFT will have 4 members team and each one with minimum experience
of 5 years in relevant [Link] from CFT, the SO will also have a Project Management Team to guide
the CFT. The core team will comprise of (a) Team Leader (one), (b) Agriculture Expert (one), (c) Agri-
Business Expert (one), (d) Fishery Expert (one) and (e) Multi-Skill Assistant (one). Minimum
qualification and experience of Project Management Team is presented below.

Position Minimum Qualification Experience

Staffing of Cluster Facilitation Team (CFT)
Team Leader Graduate in Agriculture or 1. Minimum 10 years of experience in agriculture /
Allied Sectors allied sector activities;
2. Experience in project planning and Management;
3. Working experience in Government projects /
Externally Aided Projects;
4. Demonstrated capability in imparting training,
organizing meetings and facilitating workshops;
5. Working experience with community organisations
like producer groups / Primary Fishermen
Cooperative Societies / PACS etc.
6. Functional Computer Skills.
7. Proficiency in Odia (added advantage)
Agriculture Diploma in Agriculture or 8. Minimum 5 years of experience in agricultural
Expert graduate in Agriculture activities out of which three years of experience of
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Position Minimum Qualification Experience

working at the community level on agriculture /
horticulture promotion.
9. Strong training and documentation skills.
10. Functional Computer Skills.
11. Proficiency in Odia
Agribusiness Degree in agribusiness / 1. Minimum 3-years’ experience in agribusiness
Expert agriculture marketing 2. Working experience with producer organisations /
farmer interest groups / similar other organisations
functioning at community level.
3. Strong linasoning and documentation skills.
4. Functional Computer Skills.
5. Proficiency in Odia
Fisheries Expert Graduate in Fishery 1. Minimum 5 years of experience in fishery
Discipline promotion;
2. Working experience with fishery cooperatives /
primary fishery cooperative societies;
3. Strong training and documentation skills.
4. Functional Computer Skills.
5. Proficiency in Odia
Multi-Skill Graduation in any Five years of experience as Office Executive
Assistant Discipline;
Diploma in Computer
Application

6.0 Change of Project Staff:

Frequent change of SO staff will not be permitted. Any change, if necessitated, shall be with the prior
approval of the PD-ATMA, based on the recommendation of FIAC (if so required).

7.0 Payment to SO:

The SOs will be paid on quarterly basis by the SPMU after submission of invoices / required bills and
vouchers (reimbursable expenses) along with quarterly progress report.

8.0 Reporting Requirements:

SO shall submit following reports / documents to PD-ATMA with a copy to FIAC and SPMU.

1. Project inception report, within one month of signing the agreement with the project;
2. Quarterly plan and quarterly progress report
3. Half yearly progress report;
4. Annual plan and annual progress report;
5. Learning cases / good practices document (with photographs)
6. Any other report / document as per the need of the project and communicated by PD-ATMA /
SPMU

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Project Implementation Plan: OIIPCRA

9.0 Duration of the Assignment:

The total duration of engagement of the Support Organization shall be for a maximum period of 36
months initially, which may be extended up to 48 [Link], there will be annual extension of
contract, based on the performance of the SO which will be assessed from time to time by the PD-ATMA.

10.0 Support from the Project:

The Project will undertake the following activities to support SOs in delivering its functions.

1. Provide project related documents to help the SO team to understand the project and its
components;
2. Orientation to the SO team, Including Cluster Facilitation Team;
3. Designating a SPMU and PD-ATMA official to co-ordinate and guide the SO’s on regular basis;
4. Provide required guidelines and information during the course of the assignment;
5. Other technical support and guidance as and when requested.

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Project Implementation Plan: OIIPCRA

Annexure III:
Terms of Reference for
Agribusiness Support Organisation (ABSO)
---------------------------------------------------------------------------------------------------

1.0 Project Background

The Department of Water Resources, Government of Odisha is in the process of implementing “Odisha
Integrated Irrigation Project for Climate Resilient Agriculture (OIIPCRA)” with the support of the World
Bank. The Project Development Objective is “to intensify and diversify agriculture production,
enhance climate resilience and improve water productivity in selected cascades of Odisha”. The
proposed project will focus on small and marginal farmers, Pani Panchayats (PP), Farmer Producer
Organizations (FPO / FPC), fishers cooperatives (PFCS) and other agricultural entrepreneurs, including
women and other vulnerable groups.

The project has four components, i.e., (1) Project Component A: Climate-Smart Intensification and
Diversification of Production, (2) Component B: Improving Access to Irrigation and Water Productivity,
(3) Component C: Institutional Capacity Strengthening, and (4) Component D: Project Management.
The Component (A) has three sub-components, i.e., (1) Sub-component A.1: Support to Improved
Productivity and Climate Resilience, (2) Sub-component A.2: Support to Aquaculture Production and (2)
Sub-component A.3: Support to Diversification and Produce Marketing. Component (B) has two sub-
components, i.e., (1) Sub-Component B.1: Support to Water Sector Reforms, and (2) Sub-Component
B.2: Support to Investments in [Link] project intends to minimize the current gap ayacut, improve
water use efficiency, enhance water productivity, strengthening participatory irrigation management
system and support in facilitating climate resilience in the tank command and beyond.

2.0 Project Area

The project is planned to be executed in 15 districts of the State. The project has identified 538 minor
irrigation tanks which will be taken up for intervention, covering a total geographical area of 1.03 lakh ha.
spread over 101 blocks.

3.0 The Project Period:

The project duration will be of 6 years, starting from 2019-20 and the expected project cycle in each tank
/ cascade will be of 3to 4 years, depending upon the nature of interventions.

4.0 Need for Agri-Business Support Organisation (ABSO):

The objective of the proposed consultancy assignment is to facilitate and support the implementation of
Agribusiness promotion and facilitation activities under OIIPCRA project. The outcomes to be achieved
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Project Implementation Plan: OIIPCRA

by the end of the consultancy period are as below. The project will hire the services of suitable
Agribusiness Support Organization (ABSO) based on the specified eligibility criteria and as per the need
of promoting agri-enterprise / agribusiness activities. The ABSO will be placed at the state / district level
and responsible for agribusiness promotion and agri-enterprise support. The ABSO will work in
collaboration with producer groups / agri-entrepreneurs etc. and will provide technical and managerial
support, as per the needs.

1. Identification of feasible agribusiness investment areas in project districts by carrying out detail
assessment and preparation of investment plans;
2. Facilitate modern and commercial practices for sorting, grading, storage, packaging, processing
and market linkages of agricultural and horticultural commodities to enhance the value of their
produce in order to realize increased income levels for the producers;
3. Development of value-chains of project supported commodities to sustainably increase the
income level of farmers of the project areas;
4. Promotion and scaling up of cluster approach by farmers for bulk production of project supported
agricultural and horticultural commodities in order to develop an effective model for
dissemination of technology & collective marketing of produces;
5. Facilitating implementation of AE model in project,strengthening producer groups and related
producers’ institutions and upgradation of skill and knowledge base of the stakeholders on
agribusiness.
6. Activities related to agribusiness promotion will be taken up by the ABSO, such as conducting
diagnostic study, value chain assessment of identified commodities in the project districts,
developing model investment plan for the district addressing the gaps in infrastructure / market /
technology / input supply based on the diagnostic study /value chain assessment of identified
commodities, development of business plans for FPO / FIG / producer groups / agri-
entrepreneurs, facilitate in organizing buyer-seller interface on periodic basis, involving the FPOs
/ PP / entrepreneurs and buyers; establishing forward linkages with potential buyers, business
houses, exporters etc.; and facilitate and promote agri-enterprise in project districts, including
providing hand holding support.

5.0 Area of Operation

The project will engage one Agribusiness Support Organisation (ABSO) for the specified purpose. The
contracted agency, during the contract period, will cover all the 15 project districts and intervention
pockets.

6.0 Scope of Work:

The project will engage one Agribusiness Support Organisations (ABSOs) at the State level with outreach
to project districts to facilitate agribusiness activities. The ABSO will facilitate, coordination and manage
agribusiness activities of all the project districts based on the market potential of different commodities.
The ABSO will be selected, following below mentioned criteria.

1. The agency must be having a minimum of 10 years of experience in facilitating / executing

agribusiness activities, including business plan preparation, forward and backward linkage
establishment, establishing market linkages with national and state level markets, value chain
assessment and product specific value chain promotion;
2. Having requisite human resources including experts in agribusiness, finance and marketing;

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3. Experience of working in the project State (Odisha);

4. Demonstrated ability in promotion of producer groups, management and business linkage of
producer groups.

7.0 Key Roles of ABSO:

Under the scope of the project, the ABSOs will perform following role;

District Level Functions of ABSO:

11. Development of model investment plan for the district addressing the gaps in
infrastructure/market/technology/input supply based on the diagnostic study/value chain
assessment of identified commodities i.e. (i) Pulses (Green gram, Black gram), (ii) Oil Seeds
(Groundnut), (iii) Millets (Finger millet), (iv) Vegetables, and (v) Flowers (Marigold);
12. Providing guidance to FPOs / PP / agri-entrepreneurs on regular basis on post-harvest
management, supply chain management and value addition;
13. Establishing market linkage with state and national markets for different agricultural /
horticultural commodities;
14. Tracking market price of different commodities and support in linking with remunerative
markets;
15. Support FPO / PP / entrepreneurs in building their capacity and management of agribusiness
infrastructures;
16. Coordinate with the FPO / PP / entrepreneurs and buyers at the state and national level for supply
chain management / supply of agricultural commodities / value added commodities;
17. Assist in preparation of business plans, market linkage, credit linkage and technology linkage;
18. Organize buyer-seller interface on periodic basis, involving the FPOs / PP / entrepreneurs and
buyers from state and national level.

State Level Functions of ABSO:

10. Prepare assessment guidelines / value chain assessment frame for project supported and other
potential commodities for value addition and market linkage;
11. Facilitate / prepare model investment plan for the project districts, based on the assessment;
12. Support in selection of AEs, their training and monitoring their business performance;
13. Coordinate with state and district level institutions on agribusiness and value chain promotion;
14. Undertaking action research, identifying critical gaps and taking measures to bridge the gaps;
15. Support buyer-seller interface on periodic basis, involving the FPOs / PP / agri-entrepreneurs and
buyers from state and national level;
16. Tracking market price of different commodities and support in linking with remunerative
markets;
17. Facilitate E-NAM linkage of farmers / FPOs along with OSAMB;

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Project Implementation Plan: OIIPCRA

8.0 Key Personnel:

The ABSO will engage following persons for successful implementation of the project activities.

S Key Experts Qualification & Experience

N
1 TeamLeader(Agribusiness WillheadtheteamatState
Expert): levelandhaveexpertiseinagribusinessplanningwithatleast10
yearsofexperience.
2 Agriculture/Horticulture Willbeaqualifiedandexperiencedpersoninagri/hortifield,withatleast7
Expert: yearsofexperience.
3 Agribusiness& MarketingE ShouldhaveampleknowledgeandexperienceinAgribusinessorAgriculture
xpert Marketing,withatleast5 yearsofexperience.
4 InstitutionalBuildingExpe Willbeaqualifiedsocialandinstitutional
rt expert,withatleast7yearsofexperience.
5 Agribusiness& MarketingE ShouldhaveampleknowledgeandexperienceinAgribusinessorAgriculture
xpert (District Level) Marketing,withatleast5 yearsofexperience.

9.0 Period of Service

The period of service of ABSO will be for four years from the date of signing of contract. The
consultancy contract will be reviewed on an annual basis and extended only subject to satisfactory
performance. Further extension of the contract, if required, beyond the four-year period will be subject to
a mutual consent of both of the parties.

10.0 Performance Review:

The performance of ABSO will be reviewed on half yearly basis by a review committee which will
comprise following members.

1. Project Director,OIIPCRA- Chair Person

2. Agribusiness Expert of SPMU - Convener
3. PD-ATMA of Selected Project Districts-Member (Maximum of 5 members)
4. Representatives from Directorate of Agriculture, Directorate of Horticulture and Directorate of
Fishery-Members (selected / nominated by concerned directorates; one person from each
directorate)

11.0 Reporting Requirements:

The ABSO shall submit following reports / documents to the SPMU.

1. Project inception report, within one month of signing the agreement with the project;
2. Quarterly plan and quarterly progress report;
3. Half yearly progress report;
4. Annual plan and annual progress report;
5. Learning cases / good practices document (with photographs);
6. Database developed on agribusiness promotion and market linkage aspects;
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7. Any other report / document as per the need of the project and communicated by SPMU

12.0 Functional Relationship with SPMU, OIIPCRA-OCTDMS:

The contracted ABSO will work in close collaboration and coordination with the SPMU of the project
and PD-ATMA office at the district level. While the ABSO will be directly responsible for facilitating
andmanaging the process of agribusiness development and product marketing, it will work primarily with
the communities / community organisations / associations / registered producer groups etc. within the
project villages (if required outside) alreadyidentified by the project. The ABSO has to work in close
collaboration with the local Support Organisation/s, Pani Panchayat, Water User Associations and local
FIG and FPOs etc.

13.0 Support to the ABSO by the Project:

The project will provide key background documentation to the selected ABSO, after signing of the
contract for reference and preparing the plan for agribusiness promotion. The Project will undertake the
following activities to support ABSO in delivering its functions.

1. Provide project related documents to help the SO team to understand the project and its
components;
2. Orientation to the ABSO team, including district level team members;
3. Designating one SPMU official to co-ordinate and guide the ABSO on regular basis;
4. Provide required guidelines and information during the course of the assignment;
5. Other technical support and guidance as and when requested.

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Annexure IV:
Terms of Reference for Hiring of Consultancy Agency forIntegrated
Irrigation and Agriculture Plan (IIAP) Preparation
--------------------------------------------------------------------------------------

1.0 Introduction:
The Department of Water Resources (DoWR), Government of Odisha has applied financing from the
International Bank for Reconstruction and Development (IBRD) and International Development
Association (IDA), The World Bank in the form of a loan or credit towards the cost of Odisha Integrated
Irrigation Project for Climate Resilient Agriculture (OIIPCRA). The Odisha Integrated Irrigation Project
for Climate Resilient Agriculture (OIIPCRA), funded by World Bank, would be implemented over a
period of 6 years in 15 districts of Odisha. The total project cost is 235.40 million US $.

2.0 Project Implementation Arrangement:

The project will be implemented by three line-departments, i.e., (1) Department of Water Resources,
Government of Odisha, (2) Department of Agriculture and Farmers Empowerment, Government of
Odisha, and (3) Department of Fishery and Animal Resource Development, Government of Odisha, with
clearly defined role and responsibilities. The State Project Unit (SPU), located within the Minor Irrigation
Department office, will lead the implementation. A Technical Steering Committee, headed by the Chief
Secretary, Government of Odisha will be the overall review and policy support system. At the district
level, the office of the Collector and District Magistrate will be the nodal to steer the project and there
will be a district level committee, in the name of District Level Project Monitoring Team (DLPMT) to
monitor and supervise the project activities.

3.0 Project Objectives:

The project development objective is “to intensify and diversify agriculture production, enhance climate
resilience in selected districts of Odisha”. The project beneficiaries will include small and marginal
farmers, Pani Panchayats, farmer producer organizations and other agro-entrepreneurs.

4.0 Project Components:

The project is designed for implementation through the following components and subcomponents:
 Component 1: Climate-Smart Intensification and Diversification of Production (US$74.5 million)
o Subcomponent 1.1: Support to Improved Productivity and Climate Resilience (US$32.1
million)
o Subcomponent 1.2: Support to Aquaculture Production (US$5.6 million)
o Subcomponent 1.3: Support to Diversification and Produce Marketing (US$36.9 million)
 Component 2: Improving Access to Irrigation and Water Productivity (US$137.9 million)
o Subcomponent 2.1: Support to Water Sector Reforms (US$6.0 million)
o Subcomponent 2.2: Support to Investments in Cascades (US$132.0 million)
 Component 3: Institutional Capacity Strengthening (US$9.7 million)
 Component 4: Project Management (US$12.09 million)
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 Component 5: Contingent Emergency Response (US$0 million)

5.0 Requirement of the Assignment:

Project proposes to prepare an “Integrated Irrigation and Agriculture Plan (IIAP)” for the entire command
of the tank / cascade. With IIAP, the project envisages to prepare a detail plan of action for the best
utilization of available resources such as water, cultivable land and finances within the command in an
integrated manner.

7. Improving irrigation coverage through structural and distribution measures following command
saturation principles;
8. Enabling optimum utilisation of available water resources for enhanced cropping intensity;
9. Facilitate water budgeting and crop planning during Kharif and Rabi;
10. Strengthening local contingency planning and improve irrigation support system during dry
spells;
11. Improve water productivity, water use efficiency and promote equity in water distribution and
management;
12. To evolve an action plan for achieving sustainable agricultural growth that is responsive to
climate variability, suitable cropping system, improving farmers’ income and ensuring food
security.

Besides, the plan will also have analysis of ongoing as well as new schemes and programmes to foster
convergence. Apart from irrigation and agriculture plan, the IIAP will also have command specific plan
for execution of all the project activities.

6.0 Objective of the Assignment:

The overall objective of the assignment is to prepare integrated irrigation and agriculture plan for the
tanks covered under OIIPCRA project in 15 project districts of Odisha.
7.0 Scope of Work:
The agency will mainly be designing the planning process, developing assessment tools, conducting field
survey / studies, collection of required and relevant data for planning, conducting consultation meetings
with the PP / WUA / FIG-FPO / PFCS and other stakeholders, consolidation and analysis of data,
preparation of detail plan, sharing the plan with stakeholders, presenting the plan to PD-ATMA, EE-MI,
DLPMT members and SPMU, and finalising the plan in consultation with the SPMU.

No. Action Items Planning of the preferred action

1. Hydrological Aspects of Understanding the local hydrology and climatic situation and
Major Works identify the factors which affect water supplies and irrigation
demands. Data collection that would be useful include (1)
hydrology, (2) water availability and (3) climate information
such as precipitation and temperature.
2. Land Capability for Irrigation 1. Identify main water sources, collect available data on
rainfall and flows. Review data and if necessary, visit
stations to assess data quality.
2. Collect and study available data on groundwater
occurrence and use. Identify areas worthy of further
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No. Action Items Planning of the preferred action

exploration in command area.
3. Civil and Irrigation 1. Outline main water sources and irrigable land. Define areas
Engineering of swamp or seasonal inundation. Prepare preliminary
estimates of irrigation water requirements for possible
typical cropping patterns. Link present or potential
irrigation demands with possible water sources. Hence
identify possible schemes for irrigation, drainage, or flood
control. Prepare outline designs of the options.
2. Preliminary cost estimation (including O&M) for
engineering works, on farm development.
4. Agricultural development and 1. Understanding the agricultural details (cropping systems)
marketing is key to develop a sound management plan. Data that
should be collected include (1) acreage under each crop
during Kharif and Rabi (household and plot specific
information), (2) irrigation coverage and methods, and (3)
soil, topography, and drainage
2. Review general policies for irrigated crops, rainfed crops,
food versus industrial crops, general assumptions on crop
yields, cropping intensity. List local crops. Note
development constraints (lack of water, seeds, O&M,
extension, research, finance, markets etc.). Preliminary
recommendations on strategy for irrigated agricultural
development: cropping patterns, intensity, needs for
extension and other services.
5. Incremental Agricultural Preliminary estimates of incremental benefits from irrigation,
production benefits on the basis of representative models for the typical crops and
cropping patterns.
6. Participation and Water 1. Involvement of stakeholders in evolution of development
Users Association concepts and comparison of investment options through
interviews and participative approaches/workshops.
2. Consultations with farmers directly or through local
authorities/village councils etc.
3. Finalisation of project planning with all stakeholders, from
farmers' representatives to financing institution at
concluding workshop.
7. Data collection and coalition 1. The plan will involve alignment to the existing policies of
the Government which covers (1) water delivery
procedures / mechanism, (2) water pricing structure, (3)
water allocation etc. It would also include operation of
irrigation sources, main canal operations, timing of use of
different sources, groundwater extraction policies, flood
control policies, facilities maintenance etc.
2. Estimation of economic and financial returns. Risk and
sensitivity analysis. Effect on balance of payments and
government budget. Impact on income distribution and
poverty alleviation.
3. Finalization of financial requirements
*The agency will be implementing the project in 15 districts of the project area.

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Project Implementation Plan: OIIPCRA

10. Each project cascade / tank will have an Integrated Irrigation and Agriculture Plan.
11. Planning will be done for the designated command and adjacent non-command area under the
project, for Kharif and Rabi
12. The irrigation and agriculture planning exercise will be dynamic in nature and to be conducted
and finalise before the onset of agricultural seasons (Kharif and Rabi) in each of the project year;
13. In the process of preparation of IIAP, local people’s institutions like Pani Panchayats (PPs) /
Water User Associations / FPOs / FIGs / PFCS, etc. will be involved along with Support
Organization (SO). During preparation of IIAP, consultation meetings should be organised with
the technical institutions like ICAR / SAU / KVKs / IMAGE / DOA&FP / DOH along with the
guidance of other officials / experts;
14. The IIAP should take in to account the current situation of irrigation coverage, agricultural
practices, identify the critical gaps and would support in improving irrigation coverage and
preparation of crop plan by each plot in the command;
15. The IIAP will be formally approved by the PP / WUA general body for implementation;

8.0 Eligibility Criteria:

1. The agency should be a registered legal entity in India with at least 7 years of institutional
experience of working in Odisha (should attach the incorporation / registration certificate and list of
Board of Directors, office address details etc.);
2. Should not have been blacklisted by any Department of Government of India or Government of
Odisha;
3. Should have a turnover of at least Rs 3.0 crores (three crores) in three preceding years (should
furnish three years audited statement of accounts);
4. Should have worked in at least three World Bank financed projects in India;
5. Agency should have more than 5 years of consulting experience in the area of climate change
related advisory services;
6. Should have experience in two irrigation planning and two agriculture/agribusiness planning
projects (more than one state preferable);
7. The agency should have experience in hydrology assessment in and outside state of Odisha.

9.0 Team Composition:

Key Staff Number Minimum Requirement
Team Leader 1 1. PG in Social Sciences, Agriculture, Engineering with 10
years of experience.
Agriculture Expert 1 1. Graduate in Agriculture
2. 10 years of experience in agriculture and farming systems
and having knowledge of both traditional practices and
modern techniques for improving water use efficiency and
agricultural productivity.
3. Experience on business model development for agriculture
and marketing, post-harvest technology, value chain studies
is desirable.
Engineering Expert 1 1. Postgraduate in Civil Engineering
2. 10 years of experience in water sector in irrigation planning,
tank restoration & management, Participatory ground water
management, crop water budgeting
Social Scientist 1 1. Postgraduate in Social Sciences.
2. 10 years of experience in water and agriculture sector,
community-based organizations, gender & tribal issues, and
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Project Implementation Plan: OIIPCRA

Key Staff Number Minimum Requirement

rehabilitation and resettlement issues.
Field Surveyors 15 1. PG in agriculture/Social/Environment
2. Information gathering and organising it in a way that is
helpful in problem-solving along with bridging information
gaps and uncertainties
Data Manager/Analyst 1 1. Experienced research data manager with minimum 5 years of
experience
2. Good experience of statistical analysis.

10.0 Schedule of Delivery and Payment:

No Activities Schedule of delivery Payment
(from the date of Schedule
awarding of contract)
1. Inception report on IIAP 15days 10%
2. 1st Draft report on IIAP 120 days 30%
3. 1st draft sharing workshop 125 days
4. 2nd Draft report on IIAP 150 days 30%
5. 2nd draft sharing workshop 160 days
6. Submission of final IIAP report with 180 days 30%
incorporation of all comments
Note: The agency will have to submit 5 sets of black and white draft reports and 15 sets of colour final report.

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Project Implementation Plan: OIIPCRA

Annexure V:
Terms of Reference for
Preparation of a Management and Development Plan in the Kharakeri sub-
Basin in the Rushikulya River Basin
--------------------------------------------------------------------------------------------------------------

1.0 Background and Brief Description

The Government of Odisha in partnership with the Government of India will implement the World Bank
assisted project “Odisha Integrated Irrigation Project for Climate Resilient Agriculture (OIIPCRA)”. The
OIIPCRA project aims to intensify and diversify agricultural production, enhance climate resilience and
improve water productivity in selected cascades of Odisha.

As development in Odisha accelerates and the impact of climate change becomes increasingly visible,
competition over water between water users increases and water allocation becomes increasingly
challenging. In response to these challenges, countries are progressively adopting the principles of
Integrated Water Resources Management (IWRM). IWRM provides a comprehensive framework for
quantifying water resources, establishing a participatory stakeholder participation process for allocating
these among users while recognizing economic, social and environmental considerations, and identifying
and planning water related investments. The OIIPCRA project will introduce IWRM in a pilot catchment.
The Kharakeri sub-basin in the Rishikulya basin has been identified as the pilot catchment. If successful,
the approach will be scaled up across relevant basins and sub-basins in Odisha.

This document provides the Terms of Reference for an assignment to prepare a Catchment Development
Plan for the Kharakeri sub-basin in the Rishikulya basin. The assignment will identify the current and
future supply and demand of water resources in the Kharakeri sub-basin including the impact of climate
change. On the basis of that hydrological assessment of present and future demand and supply, the
consultant will provide technical assistance to the local authorities during the implementation of a
participatory process to define water allocations among the competing users and help them to define a
sub-basin development plan. The development plan will be shared with local authorities to inform broader
regional development plans. The assignment will be implemented by a consultancy firm that has adequate
in-house capacities to bring the assignment to satisfactory completion.

The project will hire a consultancy firm who have the required experience and expertise in local level
planning, including agriculture and irrigation components for the preparation of management and
development plan. The consultancy agency must have five years of experience in (1) development
planning, (2) preparing plans in climate change adaptation / mitigation, (3) specific planning experience in
agriculture and irrigation sector and (4) designing monitoring and evaluation framework for monitoring
climatic change adaptation / mitigation interventions.

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Project Implementation Plan: OIIPCRA

2.0 Terms of Reference

The assignment will prepare a sub-basin development plan of the Kharakeri sub-basin in the Rishikulya
river basin. The assignment will include the following activities: (i) sub-basin characterization, (ii)
stakeholder mobilization, (iii) hydrological analysis and (iv) sub-basin management and development
plan.

The ayacut area in the sub-basin is named as lowland; the rest of the area is named as upland. The ayacut
area may be further classified based on the issues faced by the crops e.g. areas having drainage issues,
seepage from tanks, etc. In some cases, lowland may have to be further classified like upper, middle and
lower ayacut depending upon the availability of irrigation and water/irrigation related issues.

1. Preliminary analysis of the sub-basin

a. Delineation of the sub-basin, and identify coherent micro-catchments (or cascades) in the
sub-basin.
b. Describe the natural conditions (topography, geology, hydrogeology,
meteorology, hydrology, environment, land-use, protected areas, etc.) mapping of
protected areas, mapping of status and capacity of water infrastructure -
including the ones planned - such as water resources, irrigation and hydraulic
infrastructure.
c. Identify current challenges, including droughts, floods, water quality and erosion
and sedimentation, significant pressures on the qualitative and quantitative
status of water bodies as well as on the ecosystems.
d. Identify and describe the climate change scenarios for the sub-basin, including likely
impact of climate change on rainfall amount and timing, temperature and ET, and
radiation.
e. Map existing monitoring and data networks, including monitoring stations and satellite
databases, and collect relevant hydrological data from line departments, IMD and satellite
(ISRO, NASA, ESA), and verify the quality of the data and identify any data gaps.

2. Social Mobilization
a. Identify relevant stakeholder groups involved in the water sector, including their
roles, responsibilities, expectations, etc. Identify key local authorities that are
involved in water management.
b. Raise awareness of stakeholders and local authorities on the importance of the
proper identification and planning water resources investments.
c. In consultation with stakeholders and local authorities, develop a stakeholder
consultation process for discussing the sub-Basin Management Plan.

3. Hydrological analysis
a. Determine all current and future water availability and all consumptive use by main water
using sectors and develop a sub-basin water balance. Satellite data and toposheets may be
used to identify all water withdrawals in the Kharakeri sub-basin as a basis for the
analysis. Assess for each of the identified micro-catchments or cascades water
requirements for non-consumptive uses, including potable water, hydropower, fisheries
and tourism, navigation, biodiversity conservation as applicable. The assessed balances
should account for changes in the water inputs to the sub-basin due to projected (possible)
impacts of climate change.

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Project Implementation Plan: OIIPCRA

b. Determine the hydrological inter-dependence and connectivity of groundwater and

surface water between upstream and downstream tanks under normal rainfall conditions
to avoid “double counting”.

4. Sub-Basin Management and Development Plan

a. In accordance with the stakeholder consultation process agreed under 2.c, the consultant
will implement a sub-Basin Management Plan consultation process.
b. Define for each of the identified micro-catchments or cascades, during public
consultations with local authorities and stakeholders, the management and development
objectives.
c. Propose investments that would address the constraints identified under 1.c, and that
would lead to win-win results across the sub-Basin and throughout the year.
d. On the basis of the analysis above and the objectives that have been agreed with the
stakeholders and local authorities, develop a draft sub-Basin Management and
Development Plan (BMP).
e. Present the draft BMP to the stakeholders in public consultation meetings (including
public participation in the development of the draft and final basin management plans) to
ensure broad acceptability of the plan.
f. Present the draft BMP to the local authorities, the OIIPCRA Steering Committee and the
competent Ministries, and integrate eventual comments from stakeholders, local
authorities, SC and Ministries involved, and present the final BMP.

3.0 Deliverables
 Water bodies-at-risk report: describes the outcomes of component 1. Not more than 20 pages
(excluding annexes).
 Hydrological Assessment Report: describes the outcomes of component 3. Not more than 20
pages (excluding annexes).
 Kharakeri sub-Basin Management Plan: describes the outcome of the entire assignment. Not more
than 40 pages (excluding annexes).

4.0 Time Frame

Tasks I II III IV V VI VII

1 Preliminary analysis of the sub-basin

2 Social Mobilization

3 Hydrological analysis

3 Sub-Basin Management Plan

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5.0 Data to be provided by OIIPCRA:

1. Location files in Kml file/s containing:
a. Catchment area
b. Command area
c. Boundary of the tanks in the sub-basin
2. Meteorological data (rainfall and potential evapotranspiration) data during 1988-2017
3. Groundwater level data during 1988-2017.

6.0 Required Human Resources:

Team Qualification Qualification and Experience
Team Leader Ph. D in water Minimum experience of 10 years after Ph. D.
resources/hydrology Experience of working in agriculture, water
resources projects and processing satellite data.
International experience, including from outside
South Asia.
Hydrogeologist MSc in Minimum experience of 10 years. Experience in
hydrology/groundwater working in groundwater projects. International
experience, including from outside South Asia.
Social Mobilization MSC in sociology or Minimum experience of 10 years. Experience in
Expert related field working on social mobilization in water projects.
Agriculture Expert Post Graduate in Minimum 5 years of experience after PG in
agriculture agriculture project.
Satellite Remote Post Graduate in Minimum 5 years of experience after PG in
Sensing Expert satellite remote sensing processing satellite data. Experience should be in
handling optical and active/passive microwave
remote sensing.
GIS Expert Post Graduate in GIS Minimum 2 years of experience after PG in working
on GIS.
Field staff to gather Graduate in any Minimum 5 years of experience in collecting field
field information discipline data for water resources and agriculture project.

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Annexure VI:
Terms of Reference for Internal Audit
--------------------------------------------------------------------------------------------------------------

1. Background

Government of Odisha is presently engaged in preparing a project to be funded jointly by the GoI,
IDA and IBRD, through Odisha Community Tanks Development & Management Society
(OCTDMS), a newly set up
[Link]$235.4million.

2. Objectives of the Project-

The Project Development Objective is to intensify and diversify agricultural production,

enhance climate resilience in selected districts of Odisha.
3. Project Scope &Components

It is envisaged that the project will support the physical rehabilitation/modernization of about 538
tanks with an estimated CCA of about 60,000 hectares, spread across 15 districts of the state. The
four board components of the project are;

Component and Component and Sub-Component Description

Sub- component
code
1 Climate-Smart Intensification and Diversification of Production (US$74.5
million)
1.1 Support to Improved Productivity and Climate Resilience (US$32.1 million)
1.2 Support to Aquaculture Production (US$5.6 million)
1.3 Support to Diversification and Produce Marketing (US$36.9 million)
2 Improving Access to Irrigation and Water Productivity (US$137.9 million)
2.1 Support to Water Sector Reforms (US$6.0 million)
2.2 Support to Investments in Cascades (US$132.0 million)
3 Institutional Capacity Strengthening (US$9.7 million)
4 Project Management (US$12.09 million)
5 Contingent Emergency Response (US$0 million)

4. ImplementationArrangements
The overall responsibility for project implementation and coordination would rest with the Odisha
Community Tank Development and Management Society (OCTDMS) which has been established to
serve as a coordinating agency for tank rehabilitation in the state. The Governing Body of the
OCTDMS is chaired by the Agricultural Production Commissioner and includes representatives of
various line departments and civil society. Implementation support would be provided by the
Departments of Water Resources, Agriculture, Horticulture, Fisheries and various support
organizations and private service providers.

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Project Implementation Plan: OIIPCRA

The OCTDMS would consist of a State Project Unit (SPMU) and about 15 District Project Units
(ATMAs). The SPMU will be headed by a full-time Project Director of the rank of
Additional/Special Secretary and would house a lean multi-disciplinary team dedicated to the
project. The ATMA s would have corresponding smaller multi-disciplinary dedicated teams.
Existing Water Resources Department (WRD) engineering staff (from the Minor Irrigation wing)
would be deputed to the SPMU and ATMA s to work on the project. Activities related to agriculture,
fisheries etc. would be implemented through the respective line departments with the coordination
and integration function performed by agricultural livelihoods coordinators in the SPMU and ATMA
s. The SPMU will be responsible for project planning and scheduling; coordination with other
implementing partners; project-wise budget control and financial management; quality assurance and
control; monitoring of the project input/output/ outcome/processes/Impacts; and providing timely
and quality resources as well as technical assistance to ATMA s. The ATMA s will be responsible
for implementation of district program; achievement of physical and financial milestones; quality
assurance; and working closely will communities to achieve the project development objectives.

Funds will flow from the GoO Finance Department to the SPMU through a budgetary allocation for
the project as a line item under the WRD budget. All project components and sub-components under
other departments like Agriculture, Fisheries, Horticulture will be funded through the treasury
directly.
A Project Steering Committee (PSC) chaired by the Chief Secretary will review project progress
every six months and provide strategic directions, guidance on policy matters and resolve conflicts,
if any, amongst the implementing agencies. At the district level, the project would be reviewed at
least once every quarter by a District Level Steering Committee (DLSC), chaired by the
District Collector and including representatives from non-government Support Organisations, Pani
Panchayats (PPs), senior district level staff from the Departments of Water Resources, Agriculture,
Horticulture, Fisheries, and the Zilla Parishad. The DLPMT will be the main forum for district level
coordination of project activities, approval of annual action plans, monitoring of project progress,
redressing of grievances, and resolution of conflicts, if any, amongst the implementing partners.

At the tank level, the focal point for organization and implementation will be the PP, constituted
under the Odisha Pani Panchayat Act 2002, to which all command area farmers and other eligible
tank users such as fisherman will belong. The PP will be expected to play an active role in the
planning, implementation and supervision of subprojects, procurement of goods/works/services,
operation and maintenance of tank systems, and self-monitoring of cost effectiveness and
sustainability. Non-government SOs, recruited by the project, will facilitate community mobilization,
participation, and institutional strengthening of the community-based institutions.

The project would be implemented according to norms, rules and procedure outlines in the Project
Implementation Plan and the Operational Manual. These documents lay out roles and responsibilities
of different stakeholders and provide details of project processes and project cycle. They incorporate
experiences gained through implementation of other community projects in Odisha as well as the
outcomes of various preparatory workshops, studies an analysis that were carried out as part of
project preparation. The Project Implementation Plan and Operational Manual will be subject to
periodic reviews conducted jointly by GoI, GoO and IBRD/IDA with stakeholder participation to
address and constraints to the successful implementation of the project.

The project implementing entities will adopt a disclosure policy in compliance with their duties
under the Right to Information Act both for on demand information and suo moto disclosure. This
would include development of a project website, information management system, and a document
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 Project Implementation Plan: OIIPCRA

management system. To the extent possible all project related information will be electronically
disseminated through the project website. The project would also develop and effective complaints
handling system. At the district and Pani Panchayat levels, oversight would be developed through
social audits and public display of information.

5. Objectives of the Audit:

The objective of the internal audit is to provide the project management timely fiduciary assurance
that thefinancial management and procurement system and internal control procedures as applicable
to the project are being adhered to by the various units, (ii) the financial reports being submitted to
the PMU are in agreement with the books of account and can be relied upon to support the
disbursements made by the Bank.

5.1 Coverage and Stands for the Audit:- The Audit would cover the entire project i.e., covering the
implementing units at the Project level (SPMU/ATMA/ Department ) and at the Pani Panchayats
on a sample basis. The audit would also cover all consultancies or other contracts that may be
entered into by the implementing agencies. The internal audit should be carried out in accordance
with the Auditing & Assurance Standards prescribed by the institute of Chartered Accountants of
India and will include such tests and controls, as the auditor considers necessary under
thecircumstances.

Specific areas of coverage of the audit will include the following:

5.1.1 Project level (SPMU/Department/ATMA):

a) An assessment of the adequacy of the project financial management system, including internal
controls. This would include aspects such as adequacy and effectiveness of accounting, financial and
operational control; level of compliance with OIIPCRA Financial Rules andRegulations;
b) Efficiency and timeliness of the funds flows to the SPMU, Department, ATMA and to the
PaniPanchayats.
c) Whether the accounts of the project are compiled in a timely manner and the expenditures
consolidated on a monthly basis at the SPMUlevel.
d) An assessment of compliance with provisions of financing agreement (Financing Agreement and
Project Agreement), especially those relating to procurement, accounting and financialmatters.
e) Review the adequacy of financial and administrative delegation at the district level and examine
whether and contracts are broken up due to lack of adequatedelegation;
f) Goods, works and services financed have been procured in accordance with the World Bank
procurement guidelines, procurement manual of the project and financing agreements; while doing
so, the checklist attached with TOR (Annex 1) will be followed by the internalauditor.
g) Review the adequacy of financial and administrative delegation at the district level and examine
whether and contracts are broken up due to lack of adequatedelegation.
h) All necessary supporting documents, records, and accounts have been kept in respect of all project
activities and that clear linkages exist between accounting records, accounts books and the periodic
financial reports (internal and external i.e. interim FinancialReports)
i) Adequate records are maintained regarding the assets created and assets acquired by the project,
including details of cost, identification and location of assets and ensuring that there is a system of
physical verificationassets.
j) With respect to civil works executed by irrigation and CAD and other related Works department,
check to ensure that contract registers have been maintained and updated; running bills are properly
approved and in agreement with Measurement Book; advances are properly adjusted and statutory
deductions have beenmade;
k) Inter unit fund transfers and bank reconciliations have been varied out on a monthlybasis.
l) With respect to fund releases to PPs, adequate records of Financing Agreements have been
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 Project Implementation Plan: OIIPCRA

maintained at each ATMA and that the ATMA s have maintained a record of monthly/quarterly
financial statements and annual audit reports have beenmaintained;
The auditor is expected to obtain and satisfactorily document sufficient audit evidence to support
audit conclusions.

5.1.2 Pani PanchayatsLevel

In case of audit of Pani Panchayats specific consideration will be given to the following –
a) Pani Panchaysts have maintained the books/records as per the Odisha Pani Panchayat Rules, 2003, to
account for funds received from the project, water charges and other income and expenditures are
correct and decisions taken by the General Body, Executive Committee and its constituent sub
committees and appropriately reflected in theminute.
b) The reports and other documents submitted by the Pani Panchayats to the district EE MI provide
clear linkage with the books/records and reflected the correctposition.
c) The transactions are supported with necessary document/bills/vouchers and are approved by
competent authority andforum.
d) Goods, materials and services have been procured in accordance with theCOM.
e) Balance in Bank accounts, with third parties and the Project are dulyreconciled.
f) Social accountability, transparency/disclosure and social audit mechanisms, prescribed in the
Manual, are being adhered to by the Pani Panchayat and there exists documentation evidencing
compliance. (please document the nature of evidenceobtained)

6. Period, Timing and Sample Coverage of InternalAudit

The Internal Audit will be for the period of two years and will be carried out on a quarterly basis.
The selected firm(s) will submit in advance and agree with the SPMU a ‘schedule of audit’ in a
manner that will allow each of ATMA s to becovered.
7. Reporting
7.1 Quarterly Reporting: The Auditors will provide a quarterly report for the units
audited (a summary of the key findings, implications and recommendations by each District –
including the Pani Panchayats covered, must be prepared and will be prepared and discussed with the
District Project Manager to enable the Project
[Link] auditable units and should
be structured in a manner giving the observations, the implications of the observations, the suggested
recommendation and the management comments/ agreed actions. The audit observations should be
supported by instances and quantified, as far aspracticable.
The individual audit reports should be submitted within 45 days of the completion of the audit of a
particular district. The reports will be directed as under –

 The Project Management Letter to the State ProjectDirector.

 The individual audit reports to each of the auditable unit to the head of theunit.

In addition, the internal auditor should provide an Executive Summary highlighting the critical
Issues which require the attention of the Project Director, OIIPCRA and the status of actions on the
previous recommendations.

7.2 Format of the Management Letter: The Management Letter will inter alia have the
followingsections-

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 Objectives of theaudit;
 Methodology of theaudit;
 The status of implementation of the financial managementsystem;
 The status of compliance of the previous audit reports, including major audit observations
pendingcompliance;
 The key areas of weaknesses that need improvement;and
 Recommendations forimprovements.

8. Qualification of the AuditingFirm(s)

The Audit firm applying for the assignment should possess the followingqualifications.

 The firm should have a standing of at least fifteen years.

 The firm must have at least four partners exclusively engaged in the affairs of the firm, of whom at
leasttwo partners should be Fellow Chartered Accountants.
 The Firm should have at least one partner with continuous association with the firm of not less than
ten years and one partner with continuous association of not less than 5 years and adequate qualified
staff to be able to carry out theassignment.
 The firm should be empaneled with the Comptroller and Auditor General ofIndia.
 Each audit team would be led by an Audit Partner with a minimum of 12 years of post-qualification
experience as a practicing Chartered Accountant. The anticipating input of the team leader is about
180 working days each year. Day-to-day management of the audit should be the responsibility of an
Audit Manager/Partner with at least 5 years of post-qualification experience. The audit firm should
be able to deploy adequate number of audit staff comprising of qualified, semi – qualified and
unqualified assistants.

9. General
The auditor would be given access to all documents, correspondence, and any other information
relating to the Project and deemed necessary by the auditor. The auditor should become familiar with
the Project, and with the relevant policies and guidelines of the World Bank (including those relating
to disbursements, procurement and financial management and reporting). The auditor would be
provided copies of the Project Implementation Plan, Project Appraisal Document (PAD) of the
World Bank, Development Credit Agreement and Project Agreement with IDA (including agreed
Minutes of negotiations), the Project implementation Plan, the Community Operations Manual,
Financial Management Manuals, guidelines, policies and procedures issued by Project Management
and the relevant World Bank policies andguidelines.

Checklist for Internal Audit Procurement

a) The purpose of this checklist to guide the internal auditors in the procurement audit process so that
all the aspectsoftheprocurementprocessarelookedintoandtheapproachhasconsistencyacrossthestate.
b) Before conducting the procurement audit, the auditors should familiarise themselves with the agreed
procurement procedures for OIIPCRA as provided in the legal agreements for theproject.
c) Audit report should be submitted as part of the financial audit report but as a separate section not
exceeding total 10 pages inlength.
d) The audit should cover both qualitative aspects (Checklist # 1) as well as transaction specific aspects
(Checklist #2 & 3). These checklists are only to guide the auditors in taking up the procurement audit
in systematic fashion and are not required to be submitted along with the auditreport.

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Project Implementation Plan: OIIPCRA

Checklist 1: Qualitative Aspects of Procurement

e) Whether any manual on procurement procedure have been prepared and are available on site? If no,
how the procurement procedure isguided?
f) Whether the Bank’s standard bidding documents are used for preparation tenders etc.? If no, how the
tenders areprepared?
g) Whether dedicated procurement staffs are in place? If no, who handles theprocurement?
h) Whether the staff handling the procurement have exposure or training related to theprocurement?
i) Whether complete list of contracts issued is available? Whether these data arecomputerised?
j) Whether the procurement relating documents are availablesystematically?
k) Whether internal approvals are taken for inviting quotations/placingorders?
l) Whether financial negations are conducted frequently? If yes, under what circumstances and with
whom (with all or lowest bidder)?
m) Is there a procurement related compliant handling system in the agency? If yes, whether bidders are
aware of thesame?
n) Whether the agency discloses the bid opportunity, put the tender documents and contract award
information on itswebsite?
o) Whether a procurement plan is available? If yes, whether the actual progress is being monitored
against the plan? If there are delays, what measures are being taken to cover thedelays?
p) Whether any procurement related irregularities were reported in the previous audit report? If yes,
what actions have been taken in thisregard?
q) Whether there is separation of duties between various functions viz. Indenting/receiving,
procurement and releasingfunds?
r) Feedback from procurement staff and other officials met on how to reduce delays and improved the
process.

Checklist 2: Procurement of Works/Goods

1) Whether the method of procurement (based on the estimated value) adopted is in accordance with the
Project Agreement? If no, list the deviations(major/minor)
2) Whether bidding document used for this work is according to the standard model cleared withthe
Bank? If no, list the deviations from standards(major/minor)
3) Whether price adjustment clause provided in the bid document? (Required when period of
completion is more than 12months)
4) Whether bill of quantities provides schedule of quantity for each slice separately and also one
schedule for the combinedwork/goods?
5) Whether the guidelines have been followed in fixing the Bid Security? If not, why? (No exemption
should be permitted to any bidder or any class ofbidders)
6) Whether any preference on price or other conditions allowed in the bidding documents/award for any
bidder or class of bidders? If yes, list thepreferences.
(No preferential treatment should be given to any bidder or class of bidder either for price or for
conditions unless specifically cleared with the Bank and stipulated in the Project Agreement)
7) Whether the Cost of bidding documents isreasonable?
8) Whether the Notice inviting tender (NIT) published in nationalnewspapers?
9) Whether minimum 30 days provided for sale of biddocuments?
10) If pre-bid conference was held, whether the minutes were prepared and circulated to all the
prospective bidders?
11) Whether the last date of receipt of bids and the date of opening of bids are different (Both should be
the same)
12) Whether bids were evaluated as per the criteria given in the biddocument?
13) Has award been made to the lowest responsive bidder? (Award should be made to the lowest
responsive bidder) if no, the reasons for ignoring loweroffers?
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Project Implementation Plan: OIIPCRA

14) Wereanynegationsheldwiththebiddersafteropeningofbids?Ifyes,whetherBank’sclearancewas obtained

before holding negations and when? If Bank’s clearance was not obtained why? (Bank doesn’t favor
any negotiations)
15) Whether the award was made within the original bidvalidity?
i) If no, what are the reasons fordelay?
ii) If extension of bid validity was sought, was that from all bidders and not from the lowestalone?
iii) Was a period of extension exceeded 8weeks?
iv) If affirmative, was Bank’s clearanceobtained?
16) Has the successful bidder furnished performance security in accordance with the conditions
ofcontract?
17) Whether items received/work completed as per the schedule indicated in the contractdocument?
18) Whether payment released timely and as per the terms given in thecontract?
19) Whethertheassetsprocuredandbeingutilisedfortheintendedpurpose?
20) Whether all the documents/records related to the contract wereavailable?

Checklist 3: Selection of Consultants

1) Whether the method of selection adopted is in accordance with the ProjectAgreement.
2) Whether the terms of reference include thefollowing?
i) Concise statement ofobjectives
ii) Outline of tasks to be carriedout
iii) Schedule for completion oftasks
iv) Support/Inputs to be provided by theemployer
v) Final outputs required from the consultant
vi) Reviewprocedures
3) Whether the terms of reference have been reviewed and cleared with theBank?
4) Whether the cost estimate has been prepared (Cost estimate, or budget, should be based on
borrower’s perception of the assignment requirements in terms of level and type of personnel, period
to be spent in the field and in the home office, physical inputs and other items required for
theservices)
5) Whether a short list of the consultant’s firms has been drawn? (The short list should have
6consultants)
6) Whether the draft letter of invitation with draft or contract according to the Bank’s standard
document? If not/reasonsthereof.
7) Whether at least 30 days given for submission ofproposals.
8) Whether the proposals were evaluated as per criteria set out in the Letter ofInvitation.
9) Whether the financial proposals opened in presence of technically qualifiedconsultants?
10) Whether the financial negations were held with highest ranked firm (financial negotiations are not
allowed if price is a factor forselection)
11) Whether proposals were evaluated as per the criteria given in the RFPdocument?
12) Has award been made to the highest ranked consultant? (Award should be made to the consultant
scoring highest rank based on evaluation of technical and financial proposals)? If no, the reasons for
ignoring the highest rankedproposal?
13) Whether the award was made within the original proposal validity? If no, what are the reasons
fordelay?
14) Whether the assignment completed as per the schedule indicated in the contractdocument?
15) Whether payment released timely and as per the terms given in thecontract?
16) Whether all the documents/records related to the contract wereavailable?

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 Project Implementation Plan: OIIPCRA

Annexure VII:
Terms of Reference for External Audit
--------------------------------------------------------------------------------------------------------------

Background

1. Government of Odisha is presently engaged in preparing a project to be funded jointly by the GoI,
IDA and IBRD, through Odisha Community Tanks Development & Management Society
(OCTDMS), a newly set up society anchored within the Department of Water Resources. The
estimated project cost is US$ 235.4million.

Objectives of the Project-

2. The Project Development Objective is to intensify and diversify agricultural production, enhance
climate resilience in selected districts of Odisha.

Project Scope & Components

It is envisaged that the project will support the physical rehabilitation/modernization of about 538 tanks
with an estimated CCA of about 60000 hectares, spread across 15 districts of the state. The four broad
components of the project are:
Component and Component and Sub-Component Description
Sub-
component
code
1 Climate-Smart Intensification and Diversification of Production (US$74.5
million)
1.1 Support to Improved Productivity and Climate Resilience (US$32.1 million)
1.2 Support to Aquaculture Production (US$5.6 million)
1.3 Support to Diversification and Produce Marketing (US$36.9 million)
2 Improving Access to Irrigation and Water Productivity (US$137.9 million)
2.1 Support to Water Sector Reforms (US$6.0 million)
2.2 Support to Investments in Cascades (US$132.0 million)
3 Institutional Capacity Strengthening (US$9.7 million)
4 Project Management (US$12.09 million)
5 Contingent Emergency Response (US$0 million)

Implementation Arrangements

4. The overall responsibility for project implementation and coordination would rest with the Odisha
Community Tank Development and Management Society (OCTDMS) which has been established
to serve as a coordinating agency for tank rehabilitation in the state. The Governing Body of the
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Project Implementation Plan: OIIPCRA

OCTDMS is chaired by the Agricultural Production Commissioner and includes representatives of

various line departments and civil society. Implementation support would be provided by the
Departments of Water Resources, Agriculture, Horticulture, Fisheries, and various support
organizations and private serviceproviders.
5. The OIIPCRA would consist of a State Project Unit (SPMU) and about 15 District Project Units
(ATMAs). The SPMU will be headed by a full-time Project Director of the rank of
Additional/Special Secretary and would house a lean multi-disciplinary team dedicated to the
project. The ATMAs would have corresponding smaller multi-disciplinary dedicated teams.
Existing Water Resources Department (WRD) engineering staff (from the Minor Irrigation wing)
would be deputed to the SPMU and ATMAs to work on the project. Activities related to
agriculture, fisheries etc. would be implemented through the respective line departments with the
coordination and integration function performed in the SPMU and ATMAs. The SPMU will be
responsible for project planning and scheduling; coordination with other implementing partners;
project-wide budget control and financial management; quality assurance and control; monitoring
of the project input/output/outcome/ processes/impacts; and providing timely and quality resources
as well as technical assistance to ATMAs. The ATMAs will be responsible for the implementation
of district programs; achievement of physical and financial milestones; quality assurance; and
working closely with communities to achieve the project developmentobjectives.
6. Funds will flow from the GoO Finance Department to the SPMU through a budgetary allocation
for the project as a line item under the WRD budget. All project components and sub- components
(including those which pertain to other departments like Agriculture, Horticulture, Fisheries etc.)
will be funded through treasury directly and no funds will flow directly to the individual
departments through theirbudget.
7. A Project Steering Committee (PSC) chaired by the Chief Secretary will review project progress
every six months and provide strategic directions, guidance on policy matters and resolve conflicts,
if any, amongst the implementing agencies. At the district level, the project would be reviewed at
least once every quarter by a District Level Project Management Team (DLPMT), chaired by the
District Collector and including representatives from non-government Support Organizations,
WUAs, senior district level staff from the Departments ofWater Resources, Agriculture,
Horticulture, Fisheries, and the Zilla Parishad. The DLPMT will be the main forum for district
level coordination of project activities with other ongoing government programs (particularly
watershed development in tank catchment areas), approval of annual action plans, monitoring of
project progress, redressing of grievances, and resolution of conflicts, if any, amongst the
implementing partners.
8. At the tank level, the focal point for organization and implementation will be the WUA, constituted
under the Odisha Pani Panchayat Act 2002, to which all command area farmers and other eligible
tank users such as fishermen will belong. The WUA will be expected to play an active role in the
planning, implementation and supervision of subprojects, procurement of goods/works/services,
operation and maintenance of tank systems, and self-monitoring of cost effectiveness and
sustainability. Non-government SOs, recruited by the project, will facilitate community
mobilization, participation, and institutional strengthening of the community-based institutions.
9. In each tank a SO will work with the villagers to familiarize them with the project objectives,
expected outputs/outcomes and the processes of implementation. In those tanks where WUAs do
not already exist, the SO will assist with formation and election of a WUA. The SO will also
facilitate the induction of new members (e.g., fishermen) into the WUAs. It will engage with the
village communities within the tank system to objectively assess their willingness and preparedness
to participate in the project, following which the SO, with technical support from line department
and ATMA staff, will work with the WUAs to prepare a plan which, through a participatory
process, will identify and prioritize desirable interventions as well as prepare cost estimates and
implementation plans for them.
10. The project would be implemented according to norms, rules and procedures outlined in the Project
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Implementation Plan and the Operational Manual. These documents lay out roles and
responsibilitiesofdifferentstakeholdersandprovidedetailsofprojectprocessesandprojectcycle. They
incorporate experiences gained through implementation of other community projects in Odisha as
well as the outcomes of various preparatory workshops, studies and analyses that were carried out
as part of project preparation. The Project Implementation Plan and Operational Manual will be
subject to periodic reviews conducted jointly by GoI, GoO and IBRD/IDA with stakeholder
participation to address any constraints to the successful implementation of the project.
11. The project implementing entities will adopt a disclosure policy in compliance with their duties
under the Right to Information Act both for on demand information and suo moto disclosure. This
would include development of a project website, information management system, and a document
management system. To the extent possible all project related information will be electronically
disseminated through the project website. The project would also develop an effective complaints
handling system. At the district and village levels, oversight would be
developedthroughsocialauditsandpublicdisplayofinformation.

Objectives of the Audit:

12. The essence of the World Bank audit policy is to ensure that the Bank receives adequate
independent, professional audit assurance that the proceeds of World Bank loans were used for the
purposes intended, that the annual project financial statements are free from material misstatement,
and that the terms of the loan agreement were complied with in all material respects.
13. The objective of the audit of the Project Financial Statement (PFS) is to enable the auditor to
express a professional opinion as to whether (1) the PFS give a true and fair view of the sources
and applications of project funds for the period under audit examination; (2) the funds were utilized
for the purposes for which they were provided, and (3) expenditures shown in the PFS are eligible
for financing under the relevant loan or credit agreement. In addition, where applicable, the auditor
will express a professional opinion as to whether the Financial Management Reports submitted by
project management may be relied upon to support any applications for withdrawal from the
IDACredit/Loan.
14. The books of account that provide the basis for preparation of the PFS are established to reflect the
financial transactions of the project and are maintained by OCTDMS and its constituent state
and district level units.

Audit Standards

15. The audit will be carried out in accordance with the Auditing Standards promulgated by the
Institute of Chartered Accountants of India. The auditor should accordingly consider materiality
when planning and performing the audit to reduce audit risk to an acceptable level that is consistent
with the objective of the audit. Although the responsibility for preventing irregularity, fraud, or the
use of loan proceeds for purposes other than as defined in the legal agreement remains with the
borrower, the audit should be planned so as to have a reasonable expectation of detecting material
misstatements in the project financialstatements.

Audit Scope

16. In conducting the audit, special attention should be paid to thefollowing:

(a) All external funds have been used in accordance with the conditions of the relevant legal
agreements and only for the purposes for which the financing was provided. Relevant legal
agreements include the Financing Agreement, the Project Agreement, and the Minutes
ofNegotiations;

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Project Implementation Plan: OIIPCRA

(b) Effective project financial management systems, including internal controls, were in
operation throughout the period under audit examination. This would include aspects such as
adequacy and effectiveness of accounting, financial and operational controls, and any needs
for revision; level of compliance with established policies, plans and procedures; reliability
of accounting systems, data and financial reports; methods of remedying weak controls or
creating them where there are none; verification of assets and liabilities; and integrity,
controls, security and effectiveness of the operation of the computerized system; and
Counterpart funds have been provided and used in accordance with the relevant legal
agreements and only for the purposes for which they wereprovided;
(c) All necessary supporting documents, records, and accounts have been kept in respect of all
project transactions including expenditures reported via Interim unaudited Financial Reports
(IUFRs) where applicable. Clear linkages should exist between the books of account and
reports presented to theBank;
(d) The project accounts have been prepared in accordance with the accounting principles
defined in the Project Financial Manual and give a true and fair view of the financial position
of the project at the year end and of resources and expenditures for the year ended on that
date;and
(e) Goods and services financed have been procured in accordance with the World Bank
procurement guidelines and financingagreements.

Project Financial Statements

17. The Project Financial Statements shouldinclude-

(a) Receipts & Payments Account, Income & Expenditure Accounts and Balance Sheet- Annex
VI(A)
(b) Reconciliation of Claims to Total Applications of Funds - Annex16.12
(c) Other Statements or Schedules which mayinclude:
 An annexure separately listing cumulative project expenditures by Project
Component/Sub-components with approved budget; -Annex V (IUFR 2)
 A detailed list of assets created or purchased from project funds. Schedule of
Fixed Assets- Annex 16.13
(d) Management Assertion- Management should sign the project financial statements and
provide a written acknowledgement of its responsibility for the preparation and fair
presentation of the financial statements and an assertion that project funds have been
expended in accordance with the intended purposes as reflected in the financial statements.
An example of a Management Assertion Letter is shown at Annexure16.3.

Statements of Expenditures and Financial Management Reports

18. In addition to the audit of the PFS, the auditor is required to audit all Interim Financial Reports
(IFRs) for withdrawal applications made during the period under audit examination. The auditor
should apply such tests as the auditor considers necessary under the circumstances to satisfy the
audit objective. In particular, these expenditures should be carefully examinedfor project eligibility
by reference to the relevant financing agreements. Where ineligible expenditures are identified as
having been included in withdrawal applications and reimbursed against, these should be separately
noted by the auditor.

Audit Report

19. An audit report on the project financial statements should be prepared in accordance with the
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Auditing Standards promulgated by the Institute of Chartered Accountants of India. Those

standards require an audit opinion to be rendered related to the financial statements taken as a
whole, indicating unambiguously whether it is unqualified or qualified and, if the latter, whether it
is qualified in certain respects or is adverse or a disclaimer of opinion. In addition, the audit
opinion paragraph will specify whether, in the auditor’s opinion, (1) the funds were utilized for the
purposes for which they were provided, (2) expenditures shown in the PFS are eligible for
financing under the relevant loan or credit agreement and, where applicable, (3) the IUFRs
submitted during the period are supported by adequate detailed documentation maintained in the
project accounting offices.

20. The project financial statements and the audit report should be received by the Bank not later than
6 months after the end of the fiscal year. The auditor should also submit the two copies of the
audited accounts and audit report to the ImplementingAgency.

Management Letter

21. In addition to the audit report on the project financial statements, the auditor may prepare a
management letter (See Annex 16.5) containing recommendations for improvements in internal
control and other matters coming to the attention of the auditor during the audit examination,
possibly including matters such as thefollowing:
 observations on the accounting records, systems, and controls that were examined
during the course of theaudit
 deficiencies or weakness in systems and controls, together with specific
recommendations forimprovement
 compliance with financial covenants in the financingagreements
 matters that might have a significant impact on the implementation of theproject
 the status of recommendations from previous management letters, including any issues
which remain to be addressed and any issues whichrecurred
 any other matters that the auditor considerspertinent.

22. The auditor should supply the Bank with a copy of the management letter together with the audit
report on the project financial statements. In the event that no management letter is issued, the
auditor should supply a written advice to that effect together with theaudit report on the
projectfinancial statements. A sample covering letter that could be used to transmit a management
letter is shown at Annexure 16.5.

General

23. The auditor should be given access to any information relevant for the purposes of conducting the
audit. This would normally include all legal documents, correspondence, and any other information
associated with the project and deemed necessary by the auditor. The information made available
to the auditor should include, but not be limited to, copies of the Bank’s Project Appraisal
Document, the relevant Legal Agreements, a copy of these Guidelines, and a copy of the Bank’s
Financial Management Assessment of the project entity. It is highly desirable that the auditor
become familiar with other Bank policy documents, such as OP/BP 10.02, the Bank's internal
guidelines on Financial Management that include financial reporting and auditing requirements for
projects financed by the World Bank. The auditor should also be familiar with the Bank's
Disbursement Manual. Both documents will be provided by the Project staff to the auditor.

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Annexure VIII:
Potential Investment Plan Financing Activities:
--------------------------------------------------------------------------------------------

Note: These listed activities having the potential to enhance agribusiness and market linkage. However, there will be field level
assessment to identify the actual requirements in different project districts and investment plan will be finalised accordingly. The
“potential investment areas” discussed here is suggestive only.

1.0 Establishment of Pack House

For post-harvest management and value addition, emphasis shall be given for establishment of pack house
with aggregation, grading, sorting and packaging facility in the selected project area. Pack houses will be
established after spatial planning and inflow / outflow assessment of the commodities in identified
clusters. Farmer Producer Organizations and suitable agri-entrepreneurs shall be encouraged for
establishment of pack houses (9mX6m) with mentioned facilities. The project will support in establishing
30 Nos. of pack houses in suitable locations, based on the feasibility assessment.

Key Guiding Principles

1. Feasibility assessment before establishing pack houses, covering (a) production details of
different horticultural/agricultural commodities, (b) assessment of marketable surplus of major
commodities, (c) in-flow / out-flow of major commodities, (d) market potential assessment, (e)
feasible location for establishment of pack house etc.;
2. Association of agri-entrepreneur / FPO / PP in the operation and management of the pack houses
based on their capacity assessment;
3. Preparation of DPR (including structural layout) with business plan for each pack house;
4. Adherence to Government guidelines and technical specification for pack houses;
5. Capacity building of Agri-entrepreneur / FPO / PP on operation and management of the pack
house;
6. Preparation of a detail operational guidelines for the operation and maintenance of the pack house
and its sustainability;
7. Project shall support only for establishment of pack house without land cost. Land shall be
provided by the concerned agri-entrepreneur through FPO / PP;
8. There would not be acquisition of land for establishing pack house. Available government land /
GP land / land available with agri-entrepreneur / FPO / PP will be utilised for the purpose;
9. Land proposed for pack house construction would be litigation free and land record would be
verified by appropriate authority;
10. Each pack house unit will be a resource generating unit (revenue-based cost centre)

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Expected Output and Indicators; Pack House

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Feasibility assessment for PD- Feasibility for Pack No. of feasibility
establishing pack house ATMA/DDH SO/ABSO house assessed assessment studies for
Pack house conducted
Preparation of DPR / PD- DPR for Pack house No. of DPRs prepared
Business Plan ATMA/DDH SO/ABSO prepared
Identification and finalization PD- Suitable location for No. of locations
of location for Packhouse ATMA/DDH SO/ABSO Packhouse finalized finalized for Pack
house
Establishment of Pack house PD- Complete Packhouse No. of Packhouses
in suitable location ATMA/DDH DOH established established
Preparation and orientation of PD- Detail operational No. of Agri-
detail operational guidelines ATMA/DDH SO/ABSO guidelines prepared and entrepreneurs
for the operation and imparted to the Agri- /FPCs/PPs
maintenance of pack house entrepreneurs/FPCs/PPs oriented/trained on
detail operational
guidelines

2.0 Development of Rural Marketing Infrastructure

Traditional marketing system of agricultural commodities is unfavourable for farmers as major share of
consumer price goes to the traders and middlemen. The farmers used to get low price for their produce
whereas the consumers pay higher price for poor quality products available in the markets. With a view to
give boost to the marginal and small farmers by providing direct access to the consumers, minimising the
middlemen role in the chain, project will support for development of rural marketing infrastructure in the
feasible locations in the production clusters. The project will provide basic infrastructure facilities like
market yard, market sheds, selling platform, power supply, lighting, drinking water facility, approach
road, etc.

Key Guiding Principles

1. A detailed survey of current production system, quantum of production of different agricultural

and horticultural commodities, market mechanism and opinion of farmers / producers in the
cluster to assess the need of marketing infrastructure;
2. Encroachment / litigation free land / market yard should be identified, after examining the
feasibility and suitability of the place for development of rural marketing infrastructure;
3. The project will provide basic infrastructure facilities like market sheds, selling platform, power
supply, lighting, drinking water facility, approach road, etc. based on need of the sellers and the
buyers;
4. The investment should generate revenue for operation, maintenance and self-sustenance of the
market. A committee can be constituted (if not existing), involving sellers, for operation and
maintenance. The committee will collect user fee from the sellers, to be fixed by the committee in
consultation with the sellers, based on the volume of sale;
5. The market committee should have an operational guideline, covering transaction management,
collection of fees, days of operation (daily / weekly), operation and maintenance of the market
place etc.

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6. The market committee should maintain detail record and deposit the collected amount in a local
branch of any nationalised bank;
7. The committee may register itself under suitable act of the Government;
8. Expenditure incurred by the executive committee should be shared with the general committee
members on annual basis during a formal meeting;
9. Proper utilization of the facilities shall be regularly monitored.

Expected Output and Indicators; Rural Market Infrastructure

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Need and Feasibility PD- ABSO/SO Feasibility and need for No. of feasibility and need
assessment for marketing ATMA / marketing infrastructure assessment for marketing
infrastructure DDH assessed for each infrastructure conducted
district
Identification of suitable PD- ABSO/SO Suitable market No. of market yard/existing
market yard/existing haat for ATMA / yard/existing haat haat identified for
development of DDH identified for development of
infrastructures based on development of infrastructures
needs infrastructures
Preparation of DPR /
Business Plan
Development of Rural PD- DA&FP/ Rural Marketing No. of rural markets
Marketing Infrastructure ATMA / DOH/ Infrastructures based on developed infrastructures
based on need DDH OSAMB the need developed for marketing

3.0 Solar Power Cold Storage

Cold Storages are essential for extending the shelf life, period of marketing, avoiding glut, reduce post-
harvest losses, minimizing transportation bottlenecks during peak period of production and maintenance
of quality of produce. The development of cold storages has an important role in reducing the wastages of
the perishable commodities and providing remunerative prices to the growers and to make available farm
products to the consumers at competitive and affordable prices. In the overall process of cool chain
establishment for fruits and vegetables, the project will establish 60 Nos. of solar powered cold
storage/rooms, each of 5 MT capacity in suitable locations based on feasibility.

Key Guiding Principles

1. Feasibility assessment before establishing solar powered cold storage unit, covering production
details of different horticultural commodities;
2. Preparation of DPR with detail business plan for each solar powered cold storage unit;
3. Designing the storage structure scientifically, based on available technological options;
4. Association of suitable Agri-entrepreneur / FPOs /PPs in the operation and management of the
cold storage units;
5. Capacity building of Agri-entrepreneur / FPOs /PPs on solar powered cold storage system
operation and maintenance;
6. Preparation of a detail operational guidelines for the operation and maintenance of the solar
powered cold storage system and its sustainability;
7. Existing Government guidelines for solar powered cold storage system should be abided

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Project Implementation Plan: OIIPCRA

8. Project shall support only for establishment of solar powered cold storage unit without land cost.
Land shall be provided by the concerned Agri-entrepreneur through FPO / PP;
9. There would not be acquisition of land for establishing cold storage. Available government land /
GP land / land available with agri-entrepreneur / FPO / PP will be utilised for the purpose;
10. Land proposed for cold storage construction would be litigation free and land record would be
verified by appropriate authority;
11. Each cold storage will be a resource generating unit (revenue-based cost centre)

Expected Output and Indicators; Cold Storage

Sub-Activities Responsibility Expected Output Indicators
Primary Secondar
y
Feasibility assessment SO / Feasibility for Solar No. of feasibility assessment
for Solar Powered Cold PD-ATMA ABSO Powered Cold Storage studies conducted for Solar
Storage / DDH assessed Powered Cold Storage
Preparation of DPR / DPRs prepared for Solar No. of DPRs prepared for
Business Plan PD-ATMA SO / Powered Cold Storage Solar Powered Cold Storage
/ DDH ABSO
Identification and PD-ATMA SO / Suitable location finalized No. of locations finalized for
finalization of location / DDH ABSO for Solar Powered Cold Solar Powered Cold Storage
for Solar Powered Cold Storage
Storage
Establishment of Solar PD-ATMA DOH Completed Solar Powered No. of Solar Powered Cold
Powered Cold Storage / DDH Cold Storages established Storage established
Preparation and SO / Detail operational No. of Agri-entrepreneur
orientation of detail PD-ATMA ABSO guidelines for Solar /FPCs/PPs oriented/trained on
operational guidelines / DDH Powered Cold Storage detail operational guidelines
for the operation and prepared and imparted to for Solar Powered Cold
maintenance of Solar the Agri-entrepreneur Storage
Powered Cold Storage /FPCs/PPs

4.0 Transit Point Storage / Procurement Shed

Small and marginal farmers do not have the economic strength to retain their farm produce with them till
the market prices become favourable. Scientific storage facility can help the farmers to minimise the
wastage and enable them to sell their produce at favourable market price. Transit point storage facilities
will enable small farmers to enhance their holding capacity in order to sell their produce at fair prices and
avoid distress sales. The project will support in establishment of transit point storage godowns (30-50MT
capacity) with procurement shade as well as sorting, grading, weighing and packaging facilities at suitable
locations in the project blocks. The project will also facilitate market linkage of agricultural commodities
linking these transit point storage godowns with other market instruments.

Key Guiding Principles

1. The project will support establishment of transit point storage godowns with procurement shade
as well as sorting, grading, weighing and packaging facilities at suitable locations in the project
blocks based on feasibility;
2. Preparation of DPR with business plan for each transit point storage godown;

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Project Implementation Plan: OIIPCRA

3. Association of suitable Agri-entrepreneur / FPO / PP in the operation and management of the

transit point storage godownss;
4. Capacity building of Agri-entrepreneur / FPOs / PPs on transit point storage godown operation
and maintenance;
5. Preparation of a detail operational guidelines for the operation and maintenance of the transit
point storage facility and its sustainability;
6. Project shall support only for establishment of transit point storage godown unit without land
cost. Land shall be provided by the concerned Agri-entrepreneur through FPO / PP;
7. Each transit point storage godown will be a resource generating unit (revenue-based cost centre)

Expected Output and Indicators; Transit Storage

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Feasibility assessment for PD-ATMA SO/ABSO Feasibility for Transit No. of feasibility assessment
Transit Point Storage godown Point Storage godown studies conducted for Transit
assessed Point Storage godown
Preparation of DPR / Business PD-ATMA SO/ABSO DPRs prepared for Transit No. of DPRs prepared for
Plan Point Storage godown Transit Point Storage godown
Identification and finalization PD-ATMA SO/ABSO Suitable location finalized No. of locations finalized for
of location for Transit Point for Transit Point Storage Transit Point Storage godown
Storage godown godown
Establishment of Transit Point PD-ATMA DOA Transit Point Storage No. of Transit Point Storage
Storage godown godown established godown established
Preparation and orientation of PD-ATMA SO/ABSO Detail operational No. of Agri-entrepreneur
detail operational guidelines guidelines for Transit Point /FPCs/PPs oriented/trained on
for the operation and Storage facilities prepared detail operational guidelines
maintenance of Transit Point and imparted to the Agri- for Transit Point Storage
Storage facilities entrepreneur /FPCs/PPs facilities

5.0 Value Addition (Establishment of Processing Unit/s)

Mini Processing units for pulses, oilseeds, millets, lemon grass, fruits and vegetables (Dal Mill/Oil
expellers/Millets processing units/Lemon grass oil extraction plants/vegetable and fruit processing units)
will be established in suitable locations based on the feasibility within the project districts for value
addition of the farm produce. Such processing facilities will help farmers for fetching better price, long
shelf life and better marketability of their farm output. The FPOs / PPs / agri-entrepreneurs shall be
encouraged for establishing primary processing units with project support. The project will support in
establishing such processing units for agricultural / horticultural produce based on the feasibility.

Project shall support in establishing 30 Nos. of Dal mills (35 Kg capacity/hour), 30 Nos. of Oil expellers
(6 Ltr. capacity/hour), 30 Nos. of Millet processing units (200 Kg capacity/hour) and 30 Nos. of Lemon
grass oil extraction plants (5MT capacity/day) at suitable locations in the project districts. For production
of pickles, jam, jelly, sauce, 30 Nos. of primary processing units (6mX9m) shall be established at
strategic locations based on feasibility assessment.

Key Guiding Principles

1. A detail feasibility assessment would be conducted before establishing the processing unit/s,
covering production details of different horticultural/agricultural commodities, marketable
surplus, potential for processing and value addition etc.;

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2. Association of suitable agri-entrepreneur / FPOs / PPs in establishment, operation and

management of the processing units;
3. Preparation of DPR with detail business plan for each processing unit to make it a viable
enterprise;
4. The units will be established in project villages / clusters at strategic locations;
5. Capacity building of FPOs/PPs/ agri-entrepreneurs on its operation and maintenance, if they are
associated in the process;
6. Preparation of a detail operational guidelines for the operation and maintenance of the processing
unit and its sustainability;
7. Project shall support only for establishment of processing unit without land cost. Land shall be
provided by the concerned agri-entrepreneur through FPO / PP.
8. There would not be acquisition of land for establishing processing unit/s. Available government
land / GP land / land available with agri-entrepreneur / FPO / PP will be utilised for the purpose;
9. Land proposed for processing unit construction would be litigation free and land record would be
verified by appropriate authority;
10. Each processing unit will be a resource generating unit (revenue-based cost centre); and
11. The instruments, to be installed, should be ISI certified.

Expected Output and Indicators; Processing Units

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Feasibility assessment PD-ATMA / SO / ABSO Feasibility for Dal No. of feasibility
for Dal Mill / Oil DDH Mill/Oil assessment studies
expellers / Millets expellers/Millets conducted for Dal Mill/Oil
processing units / processing units/Lemon expellers/Millets
Lemon grass oil grass oil extraction processing units/Lemon
extraction plants / plants/vegetable and grass oil extraction
vegetable and fruit fruit processing units plants/vegetable and fruit
processing units assessed processing units
Preparation of DPR / PD-ATMA / DPRs prepared for Dal No. of DPRs / Business
Business Plan DDH SO / ABSO Mill/Oil Plans prepared
expellers/Millets
processing units/Lemon
grass oil extraction
plants/vegetable and
fruit processing units
Identification and PD-ATMA / Suitable location No. of locations finalized
finalization of location DDH SO / ABSO finalized for Dal for Dal Mill/Oil
for the processing units Mill/Oil expellers/Millets
expellers/Millets processing units/Lemon
processing units/Lemon grass oil extraction
grass oil extraction plants/vegetable and fruit
plants/vegetable and processing units
fruit processing units
Establishment of Dal PD-ATMA / Dal Mill/Oil No. of Dal Mill/Oil
Mill/Oil DDH DA&FP / expellers/Millets expellers/Millets
expellers/Millets DOH processing units/Lemon processing units/Lemon
processing units/Lemon grass oil extraction grass oil extraction
grass oil extraction plants/vegetable and plants/vegetable and fruit
plants/vegetable and fruit processing units processing units
fruit processing units established established

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Sub-Activities Responsibility Expected Output Indicators

Primary Secondary
Preparation and PD-ATMA / Detail operational No. of Agri-entrepreneurs
orientation of detail DDH SO / ABSO guidelines prepared and /FPCs/PPs oriented/trained
operational guidelines imparted to the Agri- on detail operational
for the operation and entrepreneurs guidelines of the
maintenance of the /FPCs/PPs processing units
processing unit and its
sustainability

6.0 Transportation / Logistic Support (Refrigerated Transport Vehicles-Solar)

The cold chain is used primarily to derive benefit from the temporary enhancement of life cycle of the
horticultural commodities. In order to preserve the products quality and enhance life cycle of the produce,
the project will support in procuring 22 Nos. of solar powered refrigerated transport vehicles/perforated
vans with capacity to transport 250 - 400kg of fresh fruits and vegetables. This will be helpful in
establishing a cold chain system for horticultural crops in the project districts and facilitating
transportation of commodities to demand locations. A refrigerated van must comply with all relevant
rules and regulations of State / Central Government in its manufacture and operations.

Key Guiding Principles

1. Feasibility assessment covering production details of different horticultural commodities;

2. Preparation of DPR with business plan for each refrigerated transport vehicle;
3. Association of suitable Agri-entrepreneur / FPO / PP in the operation and management of the
refrigerated transport vehicles;
4. Preparation of a detail operational guidelines for the operation and maintenance of the
refrigerated transport vehicles;
5. Adherence to the existing Government guidelines with technical specifications for refrigerated
transport vehicles;
6. Each refrigerated transport vehicle will be a resource generating unit.

Expected Output and Indicators; Refrigerated Transport Vehicle

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Feasibility assessment for PD-ATMA Feasibility for No. of feasibility
Refrigerated Transport / DDH SO/ABSO Refrigerated Transport assessment studies
Vehicles Vehicles assessed conducted for
Refrigerated Transport
Vehicles
Preparation of DPR / PD-ATMA DPRs prepared for No. of DPRs prepared
Business Plan / DDH SO/ABSO Refrigerated Transport for Refrigerated
Vehicles Transport Vehicles
Procurement of PD-ATMA Completed Refrigerated No. of Refrigerated
Refrigerated Transport / DDH DOH Transport Vehicles Transport Vehicles
Vehicles procured procured
Preparation and orientation Detail operational No. of Agri-entrepreneur
of detail operational PD-ATMA SO/ABSO guidelines and /FPCs/PPs
guidelines for the operation / DDH maintenance of oriented/trained on
and maintenance of Refrigerated Transport detail operational

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Sub-Activities Responsibility Expected Output Indicators

Primary Secondary
Refrigerated Transport Vehicles prepared and guidelines and
Vehicles imparted to the Agri- maintenance of
entrepreneur /FPCs/PPs Refrigerated Transport
Vehicles

7.0 Buyer and Seller Interface

For strengthening farmer Consumer market linkage, effective buyer-seller meets shall be organized every
year in the project area, especially after the harvesting of crops. In order to have effective market linkage,
interface of farmers/FPOs/FPCs with the potential buyers like wholesaler/processor/industrial
buyer/corporate buyer/institutional buyer/hostels/hotels, etc. shall be [Link] buyer-seller meet is a
unique concept of prefixed meetings, presentations and one-to-one sessions. The buyer-seller meet is for
providing a customized floor for organizations to meet, discuss, consult and transact business. Project
shall support to organise Buyer-seller interface programs twice in each year at district level and once in
each year at state level.

Key Guiding Principles

1. Assessing the volume and type of agri commodities to be available for sale in different months in
the production clusters of the project district:
2. Identifying potential buyers, the potential buyer may be wholesaler/processor/industrial
buyer/corporate buyer/institutional buyer/hostels/hotels, etc.;
3. Appraising the potential buyers on the availability status of agri commodities in the project area
and assessing their requirements regarding the type and volume of agri commodities;
4. Organising buyer-seller meet in a in a place and time suitable for both the parties with prior
intimation ensuring full attendance;
5. Facilitating inspection of material and facilities for satisfaction of the potential buyers, if
required;
6. Facilitating negotiation of both the parties;
7. Completing the contract/agreement process.

Expected Output and Indicators; Buyer-Seller Interface for Market Linkage

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Assessment of volume PD-ATMA / ABSO/SO Volume and type of agri No. of districts conducted
and type of agri DDH commodities assessed assessment of volume and
commodities to be type of agri commodities to
available for sale be available for sale
Identification of PD-ATMA / ABSO/SO Potential buyers identified No. of Potential buyers
potential buyers DDH identified
Organizing of buyer- PD-ATMA / ABSO/SO Buyer-seller meets No. of Buyer-seller meets
seller meet DDH organized successfully organized
Execution of business PD-ATMA / ABSO/SO Business agreement No. of business agreements
agreement among DDH among buyer and seller among buyer and seller
buyer and seller executed executed

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8.0 Linking Agriculture Markets with e-NAM

The Government of India has developed an electronic trading portal, called National Agriculture
Marketing (NAM). It is a pan-India electronic trading portal which seeks to network the existing APMC
and other market yards to create a unified national market for agricultural commodities. Small Farmers
Agribusiness Consortium (SFAC) is the lead agency for implementing eNAM under the aegis of Ministry
of Agriculture and Farmers’ Welfare, Government of India. NAM is a “virtual” market but it has a
physical market (mandi) at the back end. It is a device to create a national network of physical mandis
which can be accessed online. It seeks to leverage the physical infrastructure of the mandis through an
online trading portal, enabling buyers situated even outside the State to participate in trading at the local
level.

The project will facilitate to “plug-in” to selected market yards existing in the project districts (regulated
or private) with the NAM. Linking with NAM will help to increase the choice of the farmer when s/he
brings his produce to the mandi for sale. Local traders can bid for the produce, as also traders of other
states / locations on the electronic platform. The farmer will have the choice to accept either the local
offer or the online offer, based on the price consideration. The local markets / mandis will also not loose
out and in either case, the transaction will be on the books of the local mandi and they will continue to
earn the transaction fee. When, the volume of business will significantly increase and there will be greater
competition for specific produce, it will help the mandis to collect higher transaction fees.

The electronic platform NAM helps the farmers with more options for sale of his/her produces in different
mandis. NAM offers the opportunity for the local traders in the mandi to access a larger national market
for secondary trading. Bulk buyers, processors, exporters etc. benefit from being able to participate
directly in trading through the NAM platform, thereby reducing their intermediation costs. With access to
national markets, farmers can get significant benefits through higher returns, lower transaction costs to
buyers and stable prices and availability to consumers.

Key Guiding Principles

1. Consultation / discussion with existing regulated and unregulated markets;

2. Registration of farmers/FPOs (via eNAM portal, mobile application, e-NAM mandi);
3. Capacity building of farmers, FPOs, registered traders and other associated stakeholders;
4. Initial hand holding support to farmers / FPOs/traders;
5. Monitoring, supervision and tracking of transactions.

Expected Output and Indicators; Market Linkage with E-NAM

Sub-Activities Responsibility Expected Output Indicators
Primary Secondary
Consultation / PD-ATMA / DDH ABSO/SO Farmers/FPOs No. of Farmers / FPOs
discussion with existing registered for online registered for online
regulated and trading trading
unregulated markets
Registration of farmers / PD-ATMA / DDH ABSO/SO No. of commodities
FPOs / Commodities registered with E-NAM
Monitoring, supervision PD-ATMA / DDH
and tracking of ABSO/SO
transactions
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Expected Interventions and Outputs

SN Focused Area Proposed Expected Output / Outcome Indicators
Interventions
A Interventions in Agriculture

A.1 Post-Harvest Transit Point Storage / 1. No. of Transit Point Storage godown
Management and Procurement Shed established by project location / district;
Agribusiness 2. Total storage capacity of the structures
created;
3. Utilisation of transit storage structures and
farmers accessibility;
4. Revenue generation and sustainability of the
storage structures;
5. No. of Agri-entrepreneur / FPO / PPs
associated in the management of the storage
structures.

Development of Rural 1. No. of market yard (existing / new) supported

Marketing Infrastructure with different marketing infrastructures;
2. Types of marketing infrastructures created as
per the identified needs;
3. Enhancement in seller’s turnout and sell of
commodities due to development of
marketing infrastructures.

Post-Harvest 1. No. of dal mill / oil expellers / millet

Management Facility processing units established;
2. Quantum of processed products produced per
year;
3. No. of farmers (by sex, social group and
holding category) accessed the facility;
4. No. of Agri-entrepreneurs / FPOs / PPs
associated in the management of the facility /
processing unit;
5. Financial gain of farmers / agri-entrepreneurs
/ FPO / PP from selling of processed
products.

Buyer-Seller Interface 1. No. of Buyer-seller meets organized;

2. No. of state level and national level buyers
participated;
3. No. of business agreements among buyer and
seller executed;
4. Quantum of produced sold by commodity
type by farmers / FPO / PP;
5. Financial return / profit to farmers / FPO / PP
/ agri entrepreneurs.

Linking Agriculture 1. No. of markets / commodities registered

Markets with e-NAM 2. Volume of business done through E-NAM /
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Project Implementation Plan: OIIPCRA

SN Focused Area Proposed Expected Output / Outcome Indicators

Interventions
bed portal;
3. Income of producers / FPO / PP through
web-based marketing.

Engagement of 1. No. of Agribusiness Support Organizations

Agribusiness Support (ABSO) associated;
Organization (ABSO) 2. No. of model investment plans developed
and taken up under the project;
3. No. of FPO / PP / private entities engaged in
agribusiness activities.

B Interventions in Horticulture
B.1 Storage Structures Pack House 1. No. of pack houses established;
2. Quantum of commodities packed and
dispatched for marketing;
3. Income enhancement of farmers / FPO / PP /
Agri entrepreneur due to package of
produces;
4. No. of farmers accessed the facility and
availed the benefit;
5. Revenue generation and financial sustenance
of the pack house.
Cold Room-Solar for 5 1. No. of solar cold rooms established;
MTs 2. Storage capacity of the cold rooms and
quantum of commodities stored;
3. Income enhancement of farmers / FPO / PP /
Agri entrepreneur due to storage / improved
shelf life of produces;
4. No. of farmers accessed the facility and
availed the benefit;
5. Revenue generation and financial sustenance
of the solar cold room.
B.2 Post-harvest Primary processing unit 1. No. of units for primary processing of
management – (vegetables & fruits) vegetables / fruits established;
value addition 2. Average processing capacity of the installed
unit/s per day;
3. Quantum of vegetables / fruits processed per
day / season;
4. No. of farmers (by sex, social group and
holding category) accessed the processing
facility;
5. Average income of Agri entrepreneur / FPO /
PP / women SHG from primary process;
6. Profitability of the processing unit.
Processing unit-Lemon 1. No. of Lemon grass processing units
grass established;
2. Average processing capacity of the installed
unit/s per day;

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SN Focused Area Proposed Expected Output / Outcome Indicators

Interventions
3. Quantum of Lemon grass processed per day /
season;
4. No. of farmers (by sex, social group and
holding category) accessed the processing
facility and availed the benefit;
5. Average income of farmers / Agri
entrepreneur / FPO / PP / women SHG from
primary process;
6. Profitability of the processing unit.
Perforated van / 1. No. of Refrigerated Transport Vehicles
Refrigerator vehicle procured and remain under regular operation;
(solar) 2. Quantum of commodities transported in a
year
3. Enhancement in market price due to
improved shelf life of commodities and price
realization by the farmers / FPO;

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Annexure IX:
Guidelines for Sanction and Disbursement of Capital Investment
Subsidy Under Agriculture Policy-2013
-------------------------------------------------------------------------------------------------------

The Government have announced an Agriculture Policy which has come into effect from 1st APRIL,
2013. The said policy provides for payment of Capital Investment Subsidy as follows.

Scheme Pattern of Assistance

Capital Investment Subsidy for 40% of the fixed capital (excluding the cost of the land) subject
Commercial Agri-Enterprises (CAE) to a limit of 50.00 lakh (50% limited
to50.00lakhforSC/ST/Women/Graduatesof Agriculture and
AlliedDisciplines)

Capital Investment Subsidy will be provided to the Agro- entrepreneurs for setting up Agri-Enterprises
enlisted below:
SN Name of the Projects Minimum Requirement
1. Commercial Floriculture Protected condition-0.5 acre
Open condition-4.00 acre
2. Commercial Meat, Egg & Fish Production Broiler (meat)-4000 birds,
Layer (egg)-10000 birds
Fish Production-2Ha water area
Sheep/Goat/Pig- 100 nos.
3. Plantation crops like tea, coffee, rubber, cocoa,cashew and oil Plantation area-4.00 ha.
palm
4. Commercial calf rearing centre CB female calf – 20 nos.
5. Commercial goat/sheep/pig rearing centre Goat/Sheep-100 nos,Pig-50 nos.
6. Export oriented agriculture & horticulture
7. Freshwater pearl culture
8. Agro Service Centre Min. requirement of machines
9. Agri- clinic and Agri- business Centre
10. Veterinary Clinic
11. Refrigerated Van
12. Agro-eco Tourism
13. Bio fertilizer Production and Marketing 50 MT per annum
14. Soil Testing Laboratory 10000 samples/annum
15. Fingerling production
16. Commercial Fruit cultivation Plantation area-4.00 ha.(long term
fruit bearing plants)
17. Bagasse based Unit

18. Cashew processing and other cashew nut basedindustry

19. Coir based industry
20. Jute based industry
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SN Name of the Projects Minimum Requirement

21. Seed Processing Plant
22. Oil extraction Mill
23. Cattle & Poultry / Fish Feed Plant 30 MT/day
24. Apiary (Bee keeping) 100 boxes
25. Coconut based products
26. Dairy farming and milk processing Dairy farming- 20 CB cows/ 20 graded
buffaloes; Milk processing- 10,000 LPD
27. Squash, Jam, Jelly, pickle, etc of different fruits
28. Fruit Pulp
29. Vegetables & spices based industry
30. Dehydration and canning of vegetables
31. Frozen fruits and vegetables
32. Cultivation and processing of mushroom
33. Mushroom spawn production unit 25000 bottles/sitting
34. Meat processing unit
35. Food Products Based on Soya bean
36. Maize Processing Plant
37. Product out of crop residue
38. Tissue culture laboratory
39. Vermiculture
40. Bio pesticides/Bio control agent producing unit
41. Green House, Poly House, Glass House 1000 sqm.
42. Extraction of essence / oil from flowers, roots,leaves and
branches
43. Cold Storage 1000 MT
44. Processing of fruits for commercial purpose
45. Integrated Farming
46. Honey Processing Units
47. Pulse processing and derivatives industries.
48. Enzymes and vitamins out of agri, horti, fish andanimal
products
49. Poultry Hatchery and Breeders Farm Poultry Hatchery-20000 eggs/week
Breeders farm-1000 birds
50. Fish / Prawn processing units
51. Mechanised sorting, grading and packing of
agricultural / horticultural products
52. Technology Upgradation / modernization / expansion
of existing agro based industries and food processing
industries
53. Bakery & Confectionary
54. Groundnut Processing/ Marketing (use of
decorticator)
55. Ragi, small millets, coarse cereal processing(project size
<`2.00 crores)
56. Tree borne oilseeds processing
57. Commercial Duck Farming Minimum unit size-4000 nos.
58. Establishment of Aquashop
59. Duck farming as a part of integrated farming. Minimum unit size-400 nos.
(Minimum Unit size – 400 nos.)
60. Integrated Rice Mill having minimum investment of 1
Crore in machineries. The relevant machines will be
approved by the SLTC.
61. Gobar gas (Bio-gas) plant for harnessing energy. (OREDA
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Project Implementation Plan: OIIPCRA

SN Name of the Projects Minimum Requirement

& Agriculture Department should provide Rs. 8000/- each
and it should be executed preferably through Co-operative
/ Farmers‘Societies)
62. Food processing industries under the purview of the
Union Ministry of Food Processing will be eligible for
top-up subsidy of 10%
63. Warehouses for agricultural input and output will be
eligible for 10% top-up subsidy.

N.B.: 1) The above-mentioned list of enterprises can be amended/modified by the Government from time to time
in the changing circumstances.

The entrepreneur should get net income of 10% of the project cost minimum to Rs.2.00 lakh per annum from all
the above-mentioned projects.

The CAE projects against which no minimum prerequisite is there, the viable project report should be prepared
so that entrepreneur should get net income of 10% of the project cost minimum to Rs.2.00 lakh per annum from
the project.

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Annexure X:
Schemes in Fishery Sector
-------------------------------------------------------------------------------------------------------

A. CENTRAL PLAN SCHEMES (100% CentralAssistance)

1. Strengthening of Data base and information net working for Fisheriessector

2. Introduction of Intermediate crafts of improveddesign
3. Safety of Fishermen atSea
4. Development of post-harvestInfrastructure
5. Enforcement of Marine Fisheries RegulationAct
6. Promoting of Fuel-efficient Environment friendly Fishing Pratice Promotion of
CNG/LPG driven Engine

B. CENTRALLY SPONSORED PLAN SCHEMES

Development of Marine fisheries infrastructure & post-harvest operation (State share: Central
share)

1. Fishermen Development Rebate on HSD Oil(25:75)

2. Safety of Marine Fishermen at sea(25:75)
3. Development of Shore Base Facilities(25:75)
4. Establishment of Fishing Harbour & fish landing centre(30:70)
5. Up-Gradation & Modernisation of Fishing Harbour & Fish Landing Centre(25:75)
6. Motorisation of Traditional Craft(50:50)

National scheme for Welfare for Fishermen (State share: Central share)

1. Group Accident Insurance for Fishermen(50:50)

2. Saving-cum-Relief fund(50:50)
3. National welfare fund for Construction of low-cost house(50:50)
4. Fisheries Training and Extension(20:80)

Development of Inland Fisheries & Aquaculture (State share: Central share)

1. Devt. of water logged Areas through FFDA(25:75)
2. Integrated Development of Inland capture resources (Reservoir/Rivers)(25:75)
3. Devt. of fresh water aquaculture through FFDA(25:75)
4. Devt. of Brackish water Aquaculture through FFDA(25:75)
5. Innovative Initiative capacity Building & Training(25:75)

STATE PLAN SCHEMES (100% Stateassistance)

7. Infrastructureimprovement
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Project Implementation Plan: OIIPCRA

8. Mastyajibi UnnayanYojana
9. Contribution towards NFDBassistance
10. Contribution towards RIDFAssistance
11. Organisation of skill up-gradation training & awarenessmeet
12. Survey & Investigation of Fishing Harbour & Fish LandingCenter
13. Reactivation of FisheriesCo-operatives
14. Interest Subvention on Short Term credit to fish farmers- Crop loan for fishfarmers
15. Interest Subvention on Long Term Credit Support to fishfarmers
16. Integrated Management & Pro poor Support Project for Marine Fishermen inOrissa
17. Empowering Fishermen through Mobile Advisory Services & Establishment of Toll
Free Call Centre for Fisheries ExtensionService
18. Promotion of Intensive Aquaculture & Fish seedHatchery
19. Matsyajibi BasagruhaYojana
20. Infrastructure for cage culture
21. Investment of Share capital in Fisheries Co- operativeSocieties

Central Assistance from outsideBudget

22. Intensive Coastal Zone Management Project(ICZMP)
23. Orissa Community Tank Management Project(OCTMP)
24. National Fisheries Development Board(NFDB)
25. Excavation fo Multi-purpose Farm pond for pisciculture underMGNREGS

RKVY (100% CentralAssistance)

i) Enhancing inland fish production throughNMPS
a) Intensive Aquaculture in tanks &ponds
b) Reservoir fisheries development through Cageculture
ii) Aquaculture development through integrated approach in Rayagada district underNMPS
iii) Assistance to fishermen for livelihood development for marine & Chilikafishermen
iv) Replacement of breeders & management of fish seedfarm
v) Development of Approach road to Chanadrabhaga prawn hatchery at Konark in
Puridistrict
vi) Establishment of fish net machine at OPDC Net Manufacturingunit

RIDF (20% state share: 80%NABARD)

a) Construction of fish landing center at Markandi, Kanisi Block in Ganjamdistrict
b) Establishment of Fishing jetties with landing auction platform & other associated
facilities at Gopalpur in Ganjamdistrict
c) Construction of CC road for Gudupahi shrimp cluster from Nuanai Ghant bridge
Chhack to Bhimpurpahi Chhack in Balasore district (Reach - I, II &III)

MUY (Mastyajibi UnnayanYojana)

i. Assistance for net & Boat for inland fishermen underRKVY
ii. Assistance for fish marketing infrastructure for fishermen (Ice box with Cycle, Ice box
with Motor Cycle and Ice box with Auto Rickshaw) underRKVY
iii. Replacement of wooden country craft with FRP boat for marine fishermen underRKVY
iv. Motorization of country craft for marinefishermen
v. Demonstration of cage culture in reservoirs underRKVY
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Project Implementation Plan: OIIPCRA

vi. Sea weed culture as an alternative livelihood for marine fishermen underRKVY
vii. Award to meritorious children of fishermen community (100% StatePlan)
viii. Group Accident Insurance scheme forfishermen
ix. NETRAJYOTI scheme for fishermen (statescheme)
x. Financial assistance for fatal diseases for fishermen (Statescheme)
xi. Financial assistance to fisher women SHGs (100% StatePlan)
xii. MO KUDIA scheme for fishermen (Statescheme)
xiii. Basundhara for fishermen (Statescheme)
xiv. Special PDS for marine fishermen affected during fishing ban (Statescheme)

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Annexure XI:
Fishery Schemes and Pattern of Assistance
-------------------------------------------------------------------------------------------------------

I. Development of Inland Fisheries &Aquaculture

SN. Objective Salient features Modalities
1 Construction of New 1. Increase water area under Subsidy 20% for all &
Pond/tank Freshwaterpisciculture 25% for SC/ST
2. Unit cost Rs.3.0lakhs
2 Renovation of pond/tank 1. Increase water area under Subsidy 20% for all &
pisciculture 25% for SC/ST
2. Unit costRs.75000/-Ha
3 Cost of inputs 1. Increase water area under Subsidy 20% for all &
pisciculture 25% for SC/ST
2. Unit costRs.50,000/ha Freshwater Prawn
culture Rs.1.80
lakhs/Ha
4 Fresh water fish seed 1. Increase fish seedproduction Subsidy
hatchery 2. Unit cost Rs.12 10%toentrepreneur
lakh (10
Millioncapacity)
5 1. Supply fish feed to fishfarmers Subsidy 20% for all
Fish feed unit 2. Small unit cost
Rs.7.50 lakhs (1.2 Qtl
perday)
6 Establishment of 1. Supply of FW prawn seed Subsidy
freshwater prawn to farmers 10%toentrepreneur
seed hatchery 2. Unit cost Rs.12
lakh (5-10
MillionPL/Yr)
7 Provision of soil & water 1. Estimation of water Sanctioned once to
testing kits to each qualityof pondwater each FFDA
FFDA 2. Unit costRs.40000/-
8 Setting up of 1. Produce ornamental fishseed Subsidy 10%
Integrated units, tomarket
including hatcheries 2. Unit cost Rs.15
for ornamental fishes lakh (5-10
Millionfry)
9 Brood banks for 1. Conservation
ornamental fishes ofornamental fishspecies
2. Unit cost Rs.25 lakh per
unit including farm &
transport arrangement
10 Ornamental/ 1. Certification of authentic
fish seed certification fish seedproducer
Unit cost Rs.25 lakh perunit
11 Transportation of fish/prawn
seed
12 Purchase of vehicle 50% of cost of
vehicle & 50% cost
for replaced vehicle
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Project Implementation Plan: OIIPCRA

Eligibility
1. All category offarmer
2. Pond development subsidy (Excavation/renovation with first year input) is
admissible up to 5.00ha
3. Subsidy is admissible with or without institutionalfinance

II. Development of Brackish waterAquaculture

Sl. Objective Salient features Modalities
1 Renovation of pond/tank 1. Increase brackish Subsidy 25% of cost for all
water aquaculture subject to maximum of
2. Unit cost Rs.2.4lakhs/Ha Rs.60000/- to small farmers
lessthan 2 ha
2 Establishment of Onetime GOI share of
Demonstration-cum- grants amounting Rs.5.0
training lakhs
center
3 Network of 100% expenditure to be
Diagnostic incurred by center
Laboratories for
Aquatic
Animal health

III. Development of Waterloggedarea

Sl. Objective Salient features Modalities
1 Development of 1. Develop waterlogged Subsidy 20% to the
Waterlogged areain fresh/brackish beneficiary with ceiling of
area waterarea Rs.40000/-per Ha.
2. Unit cost Rs.2.0lakhs/ha
2 Inputs(fish/prawn) 1. seed, feed, manure, Subsidy 20% to the
fertilizers, preventive beneficiary with ceiling of
measures for disease, Rs.15000/-per Ha
transportation chargesetc

2. Unit cost Rs.75000/ha

IV. Inland CaptureFisheries

Sl. Objective Salient features Modalities
1 Fish Seed Rearing 1. Cage size: One cage(3 Subsidy 20% to the
Units Cages/Pen x 2 x 2m) beneficiary with ceiling of
with inputs Rs.60000/-per Ha
2. Unit cost Rs.3.0
lakhs/ha for rearingunit Subsidy 20% to the
/ Unit cost Rs.25000/ ha beneficiary with ceiling of
for cage/pen Rs.5000/-per unit of cage
2 Inputs cost 1. Input includes seed, Subsidy 20% to the
feed, manure, fertilizers, beneficiary with ceiling of
preventive measures for Rs.6000/-per Ha
disease, transportation
chargesetc
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Project Implementation Plan: OIIPCRA

2. Unit cost Rs.30000/ha

3 Craft & Gear 1. Supply of Net, boats Subsidy 20% to the
2. Unit cost Rs.15000/unit beneficiary
with ceiling of
Rs.3000/-per unit
4 Construction of Fish landing Unit cost Rs.100000/-unit
center
5 Riverine Fisheries Rs.2.00 lakhs per year to
Conservation and State Govt.
Awareness Programme

V. InnovativeInitiative
Sl. Objective Salient features Modalities
1 (Need based proposal) As per actual

VI. Organisation of skill up-gradation training & awarenessmeets

Sl. Objective Salient features Modalities
1 Training programme and Awareness meet per i.30 participants per batch
awareness meet on district Rs.50000/- ii. Period of training 30
different aquaculture days/ training.
practices, processing and iii. TA Rs.500/- per day iv.
extension activities to Rs.150/- per day v.
farmers / master Horarium to resource
trainers/government personRs.1000/-
officers at induction level.

VII. Fisheries scheme implemented under National Fisheries Development

Board(NFDB)
SN Scheme/ Objective Salient Features Modalities
1 Intensive Aquaculture in
ponds
a Construction of new 3.00lakhs/ha for 1.20% subsidy with a ceiling of
fish/prawn ponds and tanks plain area 0.60 lakhs/ha.
2) 25%subsidy to SC&STs with a
ceiling of 75lakhs / ha.
No upper area limitation is there to avail
subsidy
New species Pangasius 3.00 lakhs/ ha. 20% of the unit cost for all farmers.
sutchi 25%subsidy to SC& STs.
b Renovation of exiting 0.75 lakhs/ha. 20%subsidy for all
fish/prawn ponds& Tanks farmers/entrepreneurs with a ceiling of
Entrepreneurs/farmers 0.15lakhs/ha.
25%subsidy to SC& STs with a ceiling
of 0.1875 lakhs/ha.
For New species Pangasius 0.75 lakh/ha. -do-
sutchi
C Cost of inputs for prawn 1.80 lakhs/ha. 20% subsidy with a ceiling Of 0.36
farming Entrepreneurs / lakhs/ha.
farmers
For fish/prawn farming in 0.50 lakhs/ha. 20% subsidy for all
paddy fields farmers/entrepreneurs.
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Project Implementation Plan: OIIPCRA

SN Scheme/ Objective Salient Features Modalities

Entrepreneurs/farmers
For New species Pangasius 5.00 lakh/ha 40%of subsidy of the unit cost for initial
sutchi period of 2yrs and thereafter 20% for all
farmers @ 25% for SC/ST farmers.
d Establishment of
freshwater prawn seed
hatchery
ii) Capacity :5-8 million 12 lakhs/unit 20% subsidy with a ceiling of Rs
PL/year 2.40lakhs to entrepreneurs/farmers.
Entrepreneurs/farmers
e Establishment of fish seed
hatchery
Establishment of fish seed 12.00lakhs/unit 20% back ended bank linked subsidy to
hatcheries with / without / for plainareas. entrepreneurs/ farmers with a ceiling of
nurseries 7-8 million (fry) 2.4lakhs.
Capacity / year.
f Renovation of fish Seed
Farms
Construction of fish seed 3.00 lakhs/ha for 20% subsidy for all farmers,
rearing units for rearing fry plain area 25%subsidy to SC&STs / government
to large fingerling of 80- organizations
100mm size new
fish/prawn ponds and
tanks
g Feed mill (extruded 1000.00lakhs/ unit 40% equity on machinery and
floating pelleted feed for 5 equipment in respect of listed
tons/hour production companies or 40% soft loan(with 5%
capacity entrepreneurs interest) administered through
commercial banks for
entrepreneurs/profit making fisheries
federation/Fisheries
Corporation
Feed mills of 2 tons/day 25.00lakhs/unit 40% soft loan on capital cost (excluding
land cost) @5% interest rate through
nationalized bank
Feed mills of 1.2 7.5 lakhs/unit 20% subsidy with a ceiling of Rs.1.5
quintals/day lakh/unit for farmers and
entrepreneurs
h Ornamental Fisheries
i) Backyard hatchery 1.50lakh 50%of unit cost subsidy to women
SHGs
25% of unit cost subsidy to individual
household
ii) Medium scale ornamental 4.00lakhs 25% of unit cost subsidy to
unit entrepreneurs
iii) Integrated ornamental units 15.00lakhs 90% grants to State Fisheries and Govt.
organization
25% of unit cost subsidy to
entrepreneurs
iv) Aquarium fabrication unit 1.00 lakhs 50% of unit cost subsidy to women
SHGs and fisherwomen co-operative
entrepreneurs
25% of unit cost subsidy to any
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Project Implementation Plan: OIIPCRA

SN Scheme/ Objective Salient Features Modalities

individual
v) Training to beneficiaries on Training up-to 5days DA@150 per day. TA 100per day.
ornamental Fisheries women SHGs/ Honorarium to resource person 500
fisherwomen per day, TA@ 1000 per programme
cooperative society implementing agencies@
and any individual 75/day/member per batch 30 members
setting up of
ornamental units.
2 Reservoir Fisheries
Development
(RFD)
i) Fingerling Stocking in Rs.1/ per fingerling of 100% grant will be provided for
reservoirs @ 2000/ha in 80 -100 mm IMC and stocking of fingerlings. Implementing
small reservoirs, other species indicated agency shall have to pay 25%
@1000/ha for medium in the guidelines. This lease/license amount to the NFDB.
and @500 for large cost would include
reservoirs. rearing of seed in-
situ/ex-situand
transportation.
ii) Continuous stocking Rs. 1/ per fingerling of Finance assistance will be extended for
for medium and large 80-100mm size. stocking of fingerlings in medium and
reservoirs for 4 large reservoirs at 50%of numbers
consecutive stocked in the first year.
years.(1+3)
iii) Training to Training upto for five days to the
fishermen on fishermen depending on the reservoirs.
reservoir DAtofishermen 150/Day. TA to
management fishermen 100 per day. Honorarium to
the resourse persons 500/per day. TA
@ 1000/per [Link]
Agency@ 75/ day/member.
3. Coastal Aquaculture
i) Construction of 2.40 lakhs/ha 25% unit cost subject to a maximum of
ponds for brackish 0.60lakhs/ ha as subsidy.
water fin fish
culture
ii) Additional 2.00lakhs/ha. 25% unit cost subject to maximum of
infrastructure for 0.50lakhs/ha as subsidy.
brackish finfish
culture for
modification of
existing farms.
iii) Cage culture of 10.00lakhs/ha 25% unit cost subject to a maximum of
brackish water fin fish 2.50lakhs/ha as subsidy.
in ponds and open
waters.
iv) Input assistance for 3.00 lakhs /ha [Link] time back ended subsidy of 25%
brackish water fin fish (subject to the to all farmers to a maximum of
culture. approval of CIBA 0.75 lakhs/ ha and
based on the 2. 30% subsidy in case of SC/ STs to a
Productionlevels) maximum of 0.90 lakhs/ha.
v) Input assistance for 7.00lakhs/ha (subject 1. Back-ended subsidy of 25% on the
cage culture of to the approval of working capital for first crop with a
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Project Implementation Plan: OIIPCRA

SN Scheme/ Objective Salient Features Modalities

brackish water fin CIBA/ RGCA based ceiling of Rs. 1.75lakhs/ ha.
fish. on production levels) [Link] subsidy of
30% on the working capital for first
crop to SCS/STS with a ceiling of
Rs2.10lakhs/ha.
4) Need Based Financial
Assistance for
development and
demonstration of
innovative/new
technologies.
[Link] increasing fish Unit cost to be One time 100% grant to the
production / recommended by Central/State Government
productivity as brood Central Fisheries organizations/Federation.
stock development. Institute concerned.
2. Newspecies Unit cost to be 40% of the project cost as promotional
3. Low cost feed recommended by incentive as back-ended subsidy to the
with high nutritive Central Fisheries entrepreneurs.
value. Institute concerned.
4. New farming
practices (cage/ pen
culture) etc.
[Link] of Unit cost has to be 40% soft loan on capital Investment
Diagnostic kits approved by Central through commercial banks to the
(including Fish Institute entrepreneurs.
biotechnological concerned.
kits)
Need based financial Approval of 90% grant to Government
assistance for Government of India is Departments/ Agencies.
infrastructure mandatory.
development in coastal
aquaculture(Aquatic
Quarantine etc)
Need based financial 25.00 lakhs for at 100% grant to government Agencies.
assistance for Specific least 200 million nauplii 25% of the unit cost as subsidy to
Pathogen Free Shrimp production entrepreneurs.
naupli production capacity/year.
centers.
Additional 20.00 lakhs for 30 90% to the central/ State
infrastructure for million PL 20 capacity/ Government Departments
SPF shrimp seed year. /Institutions
hatcheries. 25% of the unit cost as subsidy to
entrepreneurs.
Assistance to Specific Rs.15.00 lakhs for 1. back ended subsidy of 25% on the
Pathogen Free shrimp [Link] above. capitalcost.
culture farms for [Link] ended subsidy of 30% on the
additional capital cost toSCs/STs.
infrastructure for
semi intensive/
intensive farming.
5. Mariculture
a. Setting up of cage 2.00 crores per unit. Full financial support for
mariculture projects for demonstration projects undertaken by
LX
Project Implementation Plan: OIIPCRA

SN Scheme/ Objective Salient Features Modalities

demonstration purpose Government institutions.
at least 20 different
locations.
b. Setting up of open sea 2.00crores per unit. 20% equity participation on
cage culture by investment.
companies.
c. Promotion of 70lakhs. 20% subsidy on the unit cost not
diversification by exceeding 14.0 lakhs/ unit.
shrimp hatcheries to
take up seed production
of finfish species of
commercial importance.
d. Assistance for setting up 1.25 lakhs 40% back ended subsidy on capital
of Open Sea cage culture capitalcost. cost.
units by fishermen 2.45 lakhs
groups. workingcapital.
e. Assistance for setting 6.00lakhs unit cost. 40% back ended subsidy on capital
up of Open Sea cage cost.
culture units by
entrepreneurs.
f. Marine ornamental fish 83.2lakh/unit. 100% financial assistance to Govt. and
demonstration hatchery institutes having expertise as per the
guidelines of NFDB.
g. Training on marine 100% grant 100% financial assistance to Govt.
ornamental fish culture institutions as per the guidelines of
NFDB.
h. Assistance to Mussel/ 1. Mussel culture(rack 1.25% back ended subsidy to
Oyster/Clam culture:30m x20m rack Women SHGs,entrepreneurs on
culture/other of 1200 ropesof1m): capital & recurring cost to all
commercial 1.90lakhs ( 1.41lakhs farmers and2.30% subsidy in case
shellfishes. on capital and 0.49 of SC/ STs.
lakhs as recurring
costs)
2. Mussel culture (raft
culture: 12 units of 5m
x5m rafts of 300sq.
m(600 ropesof4m):

4.32lakhs ( 2.81
lakhs on capital and
1.51 lakhs as recurring
costs).
3. Edible Oyster and
clam culture (rack
culture of 300 sq.m
area): 1.27lakhs
( 0.38lakhsoncapital
and 0.89 lakhs as
recurringcosts.
6. Development of Domestic
Fish Marketing
a Modernization of 250.00 90% of capital cost as grant to
wholesale fish Lakhs/50 stalls; Government Fisheries Departments,
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Project Implementation Plan: OIIPCRA

SN Scheme/ Objective Salient Features Modalities

markets. approximate area of 3.0 Quasi Government Organisations, Local
acres. Civic Bodies, and Research Institutes.
b Development/ 50.00 lakhsto 90% of capital cost as grant to
construction of new 100.00 lakhs. Government Fisheries Departments,
retail markets, Quasi Government Organizations,
complexes and retail Local Civic Bodies, Research Institutes,
outlets. 25% of capital cost as subsidy to pvt.
entrepreneurs and 30% to SC/ST,
Women and NE beneficiaries.
c Establishment of To be decided and NFDB will establish the retail outlets
modern fish retail appraised on case to and will be leased/ rented to eligible
outlet by NFDB. case basis and on the entrepreneurs/ self-help groups/ ex-
local conditions. servicemen to manage the unit under P
Normally, it may cost up PP mode.
to 10 lakhs excluding the
buildingcost.
d Setting up of retail fish Upto 10.00lakhs. Subsidy @25% of approved Project
Outlets. cost to entrepreneurs (30% subsidy for
SCs/STs/NE regions)
e Retailing by fisherwomen Upto 10.00lakhs 40% on the project cost to Fisherwomen
who are involved in fish marketing and
fisherwomen who are from fishermen
community and members of local
fishermen or fisherwomen co-
operativesocieties.
f Cold chain Unit cost has to be 90% of capital cost as grant to
development and decided and appraised Government Fisheries Departments,
processing of value on case to case basis. Quasi Government Organizations, Local
added products. Civil Bodies, Research Institutes, 25%
of capital cost as subsidy to Pvt.
Entrepreneurs and 30% SC/ST, women
and NE beneficiaries.
g Campaign for Each proposal will be 100% grants to Government
promotion of examined and Departments, Research institutions, and
fish products and appraised on case to Quasi government Organizations.
consumption. case basis.
h Organization of fish Upto 50.00 lakhs. 50% of the expenditure to Govt.
festival / fish mela departments/ Quasi Government
organizations.
i Model Fish Dressing UPto 150.00lakhs. 90% grant to the Govt. Departments/
Centre Quasi Govt. Organizations/ Research
Institutes.
j Setting up of Solar drying Unit cost up to 6.0 a) 90% grant to the Govt.
of fish units lakhs for [Link] Departments/Quasi Govt.
to case basis for 500 g Organizations /Research
and above. Institutes.
b) 25% subsidy (30% for SC/ST & NE
regions) to fishermen/ fisherwomen/
SHGs/ entrepreneurs.
k Platform for Sun drying Unit costlimitedto a) 90% grant to the Govt .
of fish 35,000/ Departments/ Quasi Govt.
Organizations/ ResearchInstitutes.
b) 25% subsidy (30% for SC/ST & NE
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Project Implementation Plan: OIIPCRA

SN Scheme/ Objective Salient Features Modalities

Regions) to fishermen/fisherwomen
/ SHGs/entrepreneurs.
l Training and Dailyallowance of 100% Financial assistance as per the
demonstration to 150/day/trainee to guidelines of NFDB.
fisherwomen on and fro travel. Subject
hygienic handling of fish to a maximum of
and processing /value 500 pertrainee.
addition. Honorariumof
500/day and actual to
and fro travel, subject to
a maximum of 1000.
75/trainee/day
totheImplementing
Agency.
7 Infrastructure: Fishing
Harbours andLanding
Centers
Modernisation/ Up- Based on the approved i. 100% financial assistance as per
gradation of fishing cost of CICFE, the guidelines ofNFDB.
harbours and fish Bangalore. ii. Constitution of a Management
landing centers. committee involving Fisheries
Dept./stake holders/ Boat owners/
exporters/processors is pre-
requirements
8 Deep sea fishing and
Tuna processing
a Development of NFDB support boats i. 25-33% of the total cost of
indigenous tuna Rs.75 lakh including construction as equity participation
fishing fleet gear component. and beneficiaries could raise the
balance throughloan.
[Link] of boat should be18-20
meter.
iii. After one year of moratorium, the
beneficiaries should start repaying the
equity in equalinstalments.
b Human resource i. DA 150/day/trainee 100% financial assistance as per
development ii. To& frotravelMax. guide lines of NFDB.
500/actual.
[Link] 500 and
actual to & fro
expenses Max.1000/
iv. Institutional
expenses
75/trainee/day.
c Up-gradation of To be decided and 20-30% equity participation
processing unit processing units on appraised by MPEDA for ICAR/
case to case basis Government institutions.
9 Human resource
development
programme: Training
Training programme on To be decided on case i.20 participants per batch
different aquaculture to case basis. ii. Period of training 10 days/
practices, processing and training.
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Project Implementation Plan: OIIPCRA

SN Scheme/ Objective Salient Features Modalities

extension activities to iii. TA will be provided on request
farmers / master from the organizing institutes after
trainers/government submission of travel documents. [Link]
officers at induction DA is eligible to the
level. participants since boarding and
lodging facilities are being provided by
the concerned training institutes with
the funding support of NFDB. v.
Funding support will be provided to the
training organising institutes towards
course fee, honorarium and TA to the
resource personnel. Publication, local
visit and misc. expenditure, where
justified. 100% financial assistance
toGovernment
as per the guidelines of NFDB.s

Enhancing Inland Fish Production (Development of Intensive aquaculture in tanks and ponds
& reservoir fisheries development programme through cage culture under NMPS)

Sl. Objective Salient features Modalities

1 Excavation of pond and Unit Cost-Rs. 4.00 40% subsidy for all categories in
pisciculture lakh per ha for tank tank devt.
devt., production
target of 5 MT/ha.
2 Enhancing fish production Rs. 334.00 lakh per Pilot project (Cage culture)
in reservoirs through Cage reservoir (two
culture battery of cage, 24
in each battery,
cage size 6 mX4 m
X4 m size
production target
of 5 MT/cage

Aquaculture Development through Integrated Approach in Rayagada District under NMPS

Sl. Objective Salient features Modalities

Excavation of new tank, rearing Unit Cost-Rs 250.00 40% subsidy for construction of
tank, Construction of hatchery, lakh per Cluster ponds, nursery, rearing, and input
feed mill plant, rearing tank for cost for one cluster (one cluster is
pisciculture in cluster approach 40 ha.)

Replacement of Breeders and Management of Fish seed farms under RKVY

Sl. Objective Salient features Modalities

i)To enhance fish seed production Unit Cost-Rs. 100% assistance
from the present trend of 4200 lakh 6.00lakh
fry to 6300 lakh per annum from /deep bore well
the exiting 29 fish seed farms ,Rs30.00 per kg feed,
ii)To ensure timely supply of Rs.50/- for
quality fry/fingerlings/yearlings to replacement

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Project Implementation Plan: OIIPCRA

Sl. Objective Salient features Modalities

farmers of 1 Kg breeder
iii)To modernize infrastructure
facilities to withstand adverse
weather for breeding operation

Development of approach road to Chandrabhaga Prawn Hatchery at Konark, Dist- Puri under
RKVY

Sl. Objective Salient features Modalities

To improve the road for lifting of Unit Cost-Rs.196.00 100% assistance
post larvae during rainy season lakh
by the brackish water farmers of
the State as it is disconnected
from the main road.

Establishment of Fish net machine (of - size MSB7- 60) including bobbing winding machine B/2
with all accessories under RKVY

Sl. Objective Salient features Modalities

i)Production and availability of Unit Cost-Rs. 90.00 100% assistance
quality netting material for fisher lakh for One
community ii)High speed net machine
machines would reduce overhead
expenses thereby limiting
production cost and selling at
cheaper price
iii) Supply variety of fishing net
as per demand of fisher
community and best quality
iv) Help the fishers to
protectcheating against under
quality fishing net of
Chinamake

Replacement of wooden country craft with FRP boat for Marine fishermen under RKVY
Sl. Objective Salient features Modalities
i) To save the life and fishing Unit Cost-Rs.1.0442 Back ended subsidy of 50% of
accessories of poor lakh per boat the project cost limited to Rs
marinefishermen. 50,000.00
ii) To provide livelihood support
to the poor fish farmers by
increasing fish catch per
uniteffort.
Iii) To ensure long life of fishing
craft.

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Project Implementation Plan: OIIPCRA

Assistance for fish marketing infrastructure for both marine, inland and Chilika
fishermen(MUY of RKVY)
Sl. Objective Salient features Modalities
i) To ensure supply of fresh Unit Cost- Subsidy: 50% of the cost
&hygienic fish to theconsumer Rs.5000/-for Bi- limited to Rs2000/- for Bi-
ii)To fetch better price of the Cycle with ice cycle with ice box,
catch through proper post- box, 25% of the cost limited to
harvestcare. Rs.35,000/- for Rs7500/- for Moped with ice
iii) To reduce the transit period Moped with ice box and
from landing centre to the box and
consumer market iv) To reduce 25% of the cost limited to Rs
the spoilage of fish during transit Rs. 2,35,000/- for 35,000/- for Auto with ice box
Auto with ice box for all categories of fishermen

Assistance for net and boat for inland fishermen under MUY of RKVY

Sl. Objective Salient features Modalities

To increase fishing efficiency Unit Cost- Subsidy:Rs.12,500/- (50%
of the active fishermen earning Rs.25,000/- fromRKVY)
livelihood from (Boat-Rs.15,000/-
reservoir/riverine fisheries and Net-Rs
ii) To increase fish Catch Per 10,000/-)
Unit Effort and income of
fishermen involved in
reservoirfisheries
iii) To increase the fish
production from reservoirs/
rivers

Sea weed culture as an alternate livelihood for marine fishermen under MUY of RKVY

Sl. Objective Salient features Modalities

To create sustainable Unit Cost-Rs. Pilot project
livelihood for coastal 650/-per raft
fishermen affected due to
fishing ban and other
conservation measures.

Demonstration of cage culture in reservoirs for inland fishermen under MUY of RKVY

Sl. Objective Salient features Modalities

i) To exploit the unexploited Unit Cost-Rs.1.40 Pilot Project
areato the maximum possible lakh per cage of
extent for increasing size 5mx3mx3m
fishproduction
ii)To introduce cage culture a
diversified culture method to
attend optimum level of fish
production in reservoirs.
Iii) To provide livelihood support
to the poor fish farmers by
increasing CPUE and create
employment opportunity in rural
LXVI
Project Implementation Plan: OIIPCRA

sector.

Financial Assistance to Fisherwomen SHGs under State Plan Scheme of MUY

Sl. Objective Salient features Modalities

To encourage the business of All WSHG doing the Revolving fund of Rs.5,000/- per
WSHGs fisheries related WSHG
involved in fish activities are eligible
marketing/pisciculture for
face difficulties in procurement of assistance
fish
and other requisites for paucity of
funds and opt to lend it from pvt.
Sources.

Reactivation of Fisheries Co-operatives:

Sl. Objective Salient features Modalities

Reactivation of PFCSs, training Financial assistance will be
& skill up-gradation of given to PFCSs for
cooperative officials, members reactivation for Working
& office bearers of PFCSs capital purpose in the form
revolving fund.
Training & skill up-gradation
of fisheries cooperative
officials will be taken-up by
Directorate of fisheries,
Odisha
Training & skillupgradation of
members of PFCS
/Secretary/President of PFCSs
will be taken-up by FISHFED
in consultation
withDirectorate of
fisheries,Odisha

Strengthening of Data base and information net working for Fisheries sector

Sl. Objective Salient features Modalities

The objective of the scheme is to Both inland and Contractual part-time
develop uniform concepts, marine fisheries enumerators @Rs.8500/- per
definitions and terminology for resource and catch month will be engaged for the
various inland as well as marine survey is to be survey work
fishery resources and to evolve a conducted.
suitable and standardized uniform
scientific methodology for
collection and estimation of
fishery resources and catch in the
country in collaboration with the
states.
Source: [Link]

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Annexure XII:
Schemes in Agriculture-Horticulture and Pattern of Assistance
-------------------------------------------------------------------------------------------------------

Mission for Integrated Development of Horticulture (MIDH) is a Centrally Sponsored Scheme for the holistic
growth of the horticulture sector covering fruits, vegetables, root & tuber crops, mushrooms, spices, flowers,
aromatic plants, coconut, cashew, cocoa and bamboo. Under MIDH, Government of India (GOI) contributes
60%, of total outlay for developmental programmes in all the states except states in North East and Himalayas,
40% share is contributed by State Governments. In the case of North Eastern States and Himalayan States, GOI
contributes 90%.

S Item Cost Norms* Pattern of Assistance

N
A. RESEARCH Rs. 100.00 lakh/ Project
Central Government Institutes under ICAR, CSIR,
SAUs, National level Govt. agencies and others
location specific Institutes will take up (i) need
based applied research & development works in the
areas of Seed & Planting material including import
of planting material, (ii) Technology standardization
and (iii)Technology acquisition and(iv) Imparting
training and FLD, on project mode, with 100%
assistance.
B. PLANTATION INFRASTRUCTURE DEVELOPMENT
B. Production of planting material
1
i)Hi-tech nursery Rs. 25.00 lakh/ha. 100% to public sector limited to Rs 100
(4 ha) lakh/unit and in case of private sector, credit
linked back-ended subsidy @ 40% of cost,
subject to a maximum of Rs. 40 lakh/unit, for a
maximum of 4 ha. As project-based activity on
prorata basis. Each nursery will produce a
minimum of 50,000 numbers per hectare of
mandated
Perennial fruit crops/ tree spices/ aromatic
trees/plantation crops per year, duly certified for
its quality.
ii)Small Nursery Rs. 15.00 lakh/ha 100% to public sector and in case of private
(1 ha) sector, credit linked back-ended subsidy of cost,
subject to a maximum of Rs. 7.50 lakh/unit, as
project-based activity. Each nursery will
produce a minimum of 25,000 numbers of
mandated perennial vegetatively propagated
fruit plants/tree spices/plantation crops per year,
aromatic plants, duly certified for its quality.
iii) Upgrading Up to Rs. 10.00 lakh/ 100% to public sector and 50% of cost to private
nursery nursery of 4 Ha sector subject to a maximum of Rs. 5.00
infrastructure lakh/nursery. The infrastructure facilities will
to meet nur include establishment of hot bed sterilization of
accreditation sU media, working shed, Virus indexing facility (for
norms citrus & apple), Hardening chamber/net house, Mist
chamber, Establishment of Mother Block, Irrigation
and fertigation facility/unit.
iv) Strengthening Rs. 20.00 lakh /unit 100% of cost to public sector and in case of private
of existing Tissue sector, credit linked back ended subsidy @ 50% of
Culture (TC) cost
units
v) Setting up of Rs 250 lakh/per unit 100% of total cost to public sector and in case of

LXVIII
Project Implementation Plan: OIIPCRA

new TC Units. private

sector, creditlinkedbackendedsubsidy@40%ofcost.
Each TC unit will produce a minimum of 25 lakh
Plants / year of mandated crops, duly hardened, for
which protocols are available for commercial use.
vi) Seed
production for
vegetables and
spices

a) Open pollinated crops Rs. For public sector 100%, for private sector 35%
35,000/ha in general areas and 50% in NE & Himalayan
States, Tribal Sub Plans (TSP) areas, Andaman
& Nicobar & Lakshadweep Islands, limited to
5 ha.
Output target of seed for each crop will be fixed
by the individual state
b) Hybrid seeds Rs. 1.50 For public sector 100%, for private sector 35%
lakh/ha in general areas and 50% in NE & Himalayan
States, TSP areas, Andaman & Nicobar &
Lakshadweep Islands, limited to 5 ha. Output
target of seed for each crop will be fixed by the
individual state for each beneficiary, before
releasing funds.
vii) Import of planting Rs. 100.00 100% of cost for State Govt. / PSUs, as project-
material lakh based activity.
viii) Seed infrastructure (for Rs. 200.00 100% of cost to public sector and in case of
handling, processing, lakh private sector, credit linked back subsidy @
packing, storage etc. of seeds 50% of cost of project.
meant for use as seed
material for cultivation of
horticulture crops)
B 2. Establishment of new gardens (Area expansion-for a maximum area of 4ha per beneficiary)
I. Fruits
(a) Cost intensive crops
i) Fruit crops like Grape, Kiwi, Passion fruit etc.
a) Integrated package with Rs 4.00 Maximum of Rs. 1.60 lakh/- per ha. (40% of
drip irrigation and trellis. lakh/ha cost) for meeting the expenditure on planting
material and cost of material for drip irrigation,
trellies and INM/IPM, in 3 instalments of
60:20:20 subject to survival rate of 75% in 2nd
year and 90% in 3rd year).
b) Without integration Rs. 1.25 Maximum of Rs. 0.50 lakh/ha (40% of cost) for
lakh/ha meeting the expenditure on planting material and
cost of INM/IPM in three instalments of 60:20:20
subject to survival rate of 75% in 2nd year and
90% in 3rd year.
For (a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance
will be @ 50% of cost.
ii) Strawberry
a) Integrated package with Rs.2.80 Maximum of Rs. 1.12 lakh/ per ha. (40% of
drip irrigation lakh/ha
Rs. 2.80lakh/hacost)
&mulching
for meeting the expenditure on planting
material and cost of material for drip irrigation,
mulching and INM/IPM, in one instalment.

LXIX
Project Implementation Plan: OIIPCRA

b) Without integration Rs. 1.25 Maximum of Rs.0.50lakh/ha (40%ofcost)

lakh/ha for meeting the expenditure on planting
material and cost of INM/IPM one
instalment.
iii) Banana (sucker)
For (a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance
will be @ 50% of cost.
a) Integrated package with Rs. 2.00 MaximumofRs.0.80lakh/ ha (40% of the
drip irrigation. lakh/ha cost) for meeting expenditure on planting
material, drip irrigation and cost of
material for INM/IPM, in 2 instalments
(75:25).

b) Without integration Rs.87,500/ha Maximum of Rs. 0.35 lakh/ha (40% of cost) for
meeting the expenditure on planting material and
cost of INM/IPM in 2 instalments (75:25).
For(a) and (b) above, in the case of NE and
Himalayan States, TSP areas, And a man &
Nicobarand Lakshadweep Islands, assistance will
be @ 50% of cost in 2installments.
iv) Pineapple (sucker)
a) Integrated package Rs. 3.00 MaximumofRs.1.20lakh/ha(40%ofthecost)for
with drip irrigation. lakh/ha meeting expenditure on planting material,
drip irrigation and cost of material for
INM/IPM, in 2installments.
b) Without integration Rs.87,500/ha Maximum of Rs. 0.35 lakh/ha (40% of cost) for
meeting the expenditure on planting material and
cost of INM/IPM in 2 instalments (75:25).
For (a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance will
be @ 50% of cost in 2 instalments (75:25).
v) Banana (TC)
a) Integrated package Rs. 3.00 Maximum of Rs. 1.20 lakh/ha (40 % of cost)
with drip irrigation. lakh/ha for meeting the expenditure on planting
material and cost of material for drip system,
INM/IPM etc., in 2 instalments (75:25).
b) Without integration Rs. 1.25 Max. of Rs. 0.50 lakh per ha, (40% of cost) for
lakh/ha. meeting the expenditure on planting material and
cost of INM/IPM in 2 instalments (75:25).
For(a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance will
be @ 50% of cost in 2 instalments (75:25).
vi) Pineapple (TC)
a) Integrated package Rs. 5.50 lakh Maximum of Rs. 2.20 lakh/ha (40 % of cost)
with drip irrigation. /ha. for meeting the expenditure on planting
material and cost of material for drip system,
INM/IPM etc., in 2 instalments (75:25).
b) Without integration Rs. 1.25 Max. of Rs. 0.50 lakh per ha, (40% of cost) for
lakh/ha. meeting the expenditure on planting material and
cost of INM/IPM in 2 instalments (75:25).
For(a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance will
be @ 50% of cost in 2 instalments (75:25).
vii) Papaya
a) Integrated package with Rs. 2.00 MaximumofRs.0.80lakh/ha(40%ofthecost)
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Project Implementation Plan: OIIPCRA

drip irrigation. lakh/ha. for meeting expenditure on planting material,

drip irrigation and cost of material for
INM/IPM, in 2 instalments (75:25).
b) Without integration Rs. Maximum of Rs. 0.30 lakh/ha (50 % of cost)
60,000/ha for meeting the expenditure on planting
material and cost of INM/IPM in 2 instalments
(75:25).
For(a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance will
be @ 50% of cost in 2 instalments(75:25).
viii) Ultra high density (Meadow orchard)

a) Integrated package with Rs 2.00 lakh/ha Maximum of Rs. 0.80 lakh/ ha. (40% of cost) for
drip irrigation Rs. 2.00lakh/ha.
meeting the expenditure on planting material and
cost of material for drip system, INM/IPM, and
canopy management in 3 installments of
60:20:20 subject to survival rate of 75% in 2nd
year and 90% in 3rd year).
b) Without integration Rs. 1.25 MaximumofRs.0.50lakh/ha.,(40%ofcost)for
lakh/ha meeting the expenditure on planting
material and cost of INM/IPM in 3
instalments.
For(a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance will
be @ 50% of cost in 3installments.
ix) High density planting
(mango, guava, litchi,
pomegranate, apple, citrus
etc).
a) Integrated package Rs 1.50 Maximum of Rs. 0.60 lakh per ha. (40% of cost)
withdripirrigation lakh/haRs. 1.50 lakh/ha
for meeting the expenditure on planting material,
cost of drip system, INM/IPM, canopy
management etc., in 3 installments of 60:20:20
subject to survival rate of 75% in 2nd year and
90% in 3rd year).
b) Without Integration. Rs. 1.00 Maximum of Rs. 0.40 lakh/ha (40% of the
lakh/ha. cost) for meeting the expenditure on planting
material and cost of INM/IPM in 3 instalments
(60:20:20).
For (a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance will
be @ 50% of cost in 3 instalments of 60:20:20
subject to survival rate of 75% in 2nd year and
90% in 3rd year)
(b) Fruit crops other than cost intensive
i) Fruit crops other
than cost intensive
crops using normal
spacing
a) Integrated package with Rs 1.00 Maximum of Rs. 0.40 lakh/ ha. (40% of cost)
drip irrigation lakh/haRs. 1.00lakh/ha
for meeting the expenditure on planting
material, cost of drip system, INM/IPM, canopy
management etc in 3 instalments of 60:20:20
subject to survival rate of 75% in 2nd year &
90% in 3rd year for perennial crops and for non
perennial crops in 2 instalments of 75:25.

LXXI
Project Implementation Plan: OIIPCRA

b) Without Integration Rs. 60,000/ha Maximum of Rs. 0.30 lakh/ha (50 % of

cost) for meeting the expenditure on
planting material and cost of INM/IPM in 3
instalments, in all States.
For (a) and (b) above, in the case of NE and
Himalayan States, TSP areas, Andaman &
Nicobarand Lakshadweep Islands, assistance will
be @ 50% of cost in 3installments.
II. Vegetable (For maximum area of 2 ha per beneficiary)
i) Hybrid Rs.50,000/ ha 40% of cost in general areas and in the case of
NE and Himalayan States, TSP areas, Andaman
& Nicobarand Lakshadweep Islands, assistance
will be @ 50% of cost.
III. Mushrooms
i) Production unit 20 lakh /unit 100% of the cost to public sector and 40% of
cost for private sector, for meeting the
expenditure on infrastructure, as credit linked
back ended subsidy.
ii) Spawn making unit Rs. 15 100% of the cost to public sector and 40% of
lakh/unit cost for private sector, for meeting the
expenditure on infrastructure, as credit linked
back ended subsidy.

iii) Compost making unit Rs.20.00lakh/unit

1
00% of the cost to
public sector and 40%
of cost for private
sector, for meeting the
expenditure on
infrastructure, as
credit linked back
endedsubsidy.
IV. Flowers (For a maximum of 2 ha per beneficiary)
i) Cut flowers Rs. 1.00lakh/ha
40 % of the cost for
S&M farmers and 25%
of cost to other
categoryfarmersingener
alareas,50%ofcostinNE
&HS,TSP areas, A&N
and Lakshadweep
Islands.
iii) Rs.1.50
B
ulbulous flowers 40 % of the cost for S&M
Lakh / ha farmers and 25% of cost to
other
Category farmers in
general areas, 50% of
cost in NE &
HS, TSP areas, A&N
and Laks had weep
Islands.
iii) Loose Flowers Rs.40,000/ha

40 % of the cost for

S&M farmers and 25%
of cost to
other category farmers

LXXII
Project Implementation Plan: OIIPCRA

in general reaps, 50% of

cost in
NE&HS, TSP areas,
A&N and Lakshadweep
Islands.
V. Spices (For a maximum area of 4 ha per beneficiary)
Rs.30,000/ha
vii) Seed spice and Rhizomatic MaximumofRs.12,000
spices /-perha. (40% of cost)
for meeting the
expenditure on
planting material and
cost of material for
INM/ IPM etc).
viii) Perennia lspices (black Rs.50,000/ha
pepper, MaximumofRs.20,000/-
Meeting the cinnamon, perha (@ 40% of cost)
clove and for expenditure on
nutmeg) planting material and
cost of material for
IPM/INM

For (i) and (ii) above, in

the case of NE and
Himalayan
States, TSP areas,
Andamanand
Lakshadweep Islands,
Assistance will be@ 50%
of cost.
VI. Aromatic Plants (For a maximum area of 4 ha per beneficiary)
i) Cost intensive aromatic plants Rs.1,00,000/ha 40%
of cost, subject to a maximum of Rs.40,000/- per ha, for (patchouli,
geranium, rosemary, etc.) meeting the expenditure on planting
material and cost for INM/IPM etc.
ii) Other aromatic plants Rs.40,000/ha 40% of cost, subject to a
maximum of Rs.16,000/-per ha, meeting the expenditure on planting
material and cost of material for INM/IPM etc.
For (i) and (ii) above, in the case of NE and Himalayan States, TSP
areas, And a man & Nico barand Lakshadweep Islands, assistance
will be @ 50% of cost.
VII. Plantation crops (For a maximum area of 4 ha per beneficiary)
i) Cashew and Cocoa
a) Integrated package with drip irrigation Rs.1.00lakh/ ha Rs.0.40
lakh per ha (40% of cost) for meeting the expenditure on planting
material and cost of material for drip system, INM/IPM etc) in 3
instalments of 60:20:20 subject to survival rate of 50% in second
year and 90% in third year.
b)Without integration Rs.50,000/ha Rs.0.20 lakh per ha (40% of cost) for
meeting the expenditure
on planting material and cost of material
for INM/IPM in 3 instalments of
60:20:20 subject to survival rate of 75%
in second year and 90% in third year for
a maximum area of 4 ha per beneficiary.
For (a) and (b) above, in the case of NE
and Himalayan States, TSP areas,
Andaman & Nicobar and Lakshadweep
Islands assistance will be @ 50% of cost

LXXIII
Project Implementation Plan: OIIPCRA

in 3instalments.
B.3. Rejuvenation/ replacement of senile Rs.40,000/ha 50% of the total cost subject to a
maximum of Rs. 20 K
plantation, canopy management limited to two ha per beneficiary.

B. Protected cultivation
5
1. Green House structure
(a) Fan & Pad system Rs. 1650/Sq.m (up 50% of cost for a maximum area of 4000 sq. m
to per
beneficiary.
area 500 Sq. m)
Rs. 1465/Sq. m
(>500 Sq.m up to
1008 Sqm)
Rs. 1420/Sq. m
(>1008 Sq. m up
to
2080 Sq.m)
Rs. 1400/Sq. m
(>2080 Sq. m upto
4000 Sq.m)
Above rates will
be
15% higher for
hilly
areas.
(b) Naturally ventilated system
i) Tubular structure Rs.1060/Sq.m 50% of cost limited 4000 sq. m. per
(up beneficiary.
to area 500 Sq. m)
Rs. 935/Sq.m
(>500
Sq. m up to 1008
Sq. m)Rs. 890/Sq.
m
(>1008 Sqm up to
2080 Sq. m)Rs.
844/
Sq. m (>2080 Sq.
m
up to 4000 Sq. m)
Above rate will be
15% higher for
hilly
areas.
ii) Wooden structure Rs. 540/Sq. m 50% of the cost limited to 20 units per
and beneficiary (each unit not to exceed 200
Rs. 621/Sq. m for sq.m).
hilly areas
iii) Bamboo structure Rs. 450/Sq. m 50% of the cost limited to 20 units per
and Rs. 518/Sq. beneficiary (each unit should not exceed
m for hilly areas 200 sq.m).
2. Shade Net House

(a) Tubular structure Rs.710/Sqm and 50% of cost limited to 4000 sq.m. per
beneficiary.
Rs. 816/Sqm for hilly areas
(b)Wooden structure Rs.492/Sqmand 50% of cost limited to 20 units
LXXIV
Project Implementation Plan: OIIPCRA

per beneficiary ( 566/Sqm for hilly < 200 sq.m).

areas
(c)Bamboo structure Rs.360/Sqm and 50% of cost limited to 20 units
per beneficiary ( Rs.414/Sqm for hilly < 200sq.m).
areas
[Link] Rs.60/Sqmand 50% of cost limited 1000 sq.m. per
beneficiary.
Rs.75/Sqm for hilly areas.
4. Walk in tunnels Rs.600/sqm 50% of the cost limited to 5 units per
beneficiary (< 800
5. Anti Bird/Anti Hail Nets Rs.35/Sqm 50% of cost limited to 5000 sq.m. pe
rbeneficiary.
6. Cost of planting material&
cultivation of high value
vegetables grown inpoly
house Rs.140/Sq.m 50%ofcostlimitedto
4000 sq m per

7. Cost of planting material&

Cultivation of Orchid &
Anthurium under
polyhouse/ Rs.700/Sqm
50%ofcostlimitedto 4000 sq m
shade net house.
8. Cost of planting material&
Cultivation of Carnation &
Gerbera under poly house/ Rs.610/Sqm
50%ofcostlimitedto 4000 sq m
shade net house.
9. Cost of planting material&
Cultivation of Rose and lilum
under polyhouse/ Rs.426/Sqm
50%ofcostlimitedto 4000 sq m
shade net house
[Link] Rs.32,000/haand 50% of the total cost limited to 2 ha
per beneficiary.
Rs. 36,800/ha for hilly areas
B. 6 Precision Farming development and Project based 100% of cost to PFDCs
B. 7 extension through Precision
Farming Development Centers
(PFDCs)
Promotion of Integrated Nutrient Management(INM) Integrated Pest Management (IPM)
i) Promotion of IPM/INM Rs. 4000/ha 30% of cost subject to a maximum of
Rs 1200/ha limited to 4.00 ha/
beneficiary.
ix) Disease forecasting Rs.6.00lakh/unit 100 % of costs.
unit (PSUs)
iii) Bio control lab Rs.90.00lakh/unit 100% to Public sector and 50% to
private sector.
iv) Plant Health Clinics Rs.25.00lakhs/uni 100% to Public sector and 50% to
t private sector.
v)Leaf/T issue analysis labs Rs.25.00lakh/unit 100% to Public sector and 50% to
private sector.
B.8 Organic Farming
i) Adoption of organic farming. Rs.20,000/ha
50%ofcostlimitedtoRs.10000/haforamaximumareaof4
ha. per beneficiary, spread over a period
of 3 years involving an
assistanceofRs.4000/-
LXXV
Project Implementation Plan: OIIPCRA

infirstyearandRs.3000/-each in second &

third year. The programme to be linked
with certification.
ii) Organic Certification Project based Rs.5lakh for a cluster of 50 ha which will
include Rs.1.50lakhin
Firstyear,Rs.1.50 lakh in second year
and Rs.2.00 lakhinthird year.

iii) Vermi compost Units/ organic inputRs.100,000/unit for 50% of cost conforming to the size of
the unit of production) permanent structure dimension of permanent structure to be
administered on pro-rata
andRs.16,000/unit [Link],50% of
cost conforming to the size of for HDPE
Vermibed. 96cft (12’x4’x2’) and IS15907:2010
to be administered Pro rata rata basis.
B.9 Certification for Good Agricultural Rs.10,000/ha 50% of the cost for maximum of 4ha/
beneficiary.
Practice
s (GAP),
Includin
g
infrastr
ucture
B.10 Centre of Excellence for Horticulture Rs.1000.00lakh/ 100% of cost to public sector. This can be
established
centre bi-lateral co-operation also.
B.11 Pollination support through bee keeping
i) Production of nucleus stock (Public Rs.20.00lakh 100% of the cost. sector)
ii) Production of bee colonies by bee Rs.10.00lakh 40% of cost for producing in.
of 2000 colonies/ year breeder
iii) Honey bee colony Rs.2000/colonyof8 40% of cost limited to
50 colonies /beneficiary. frames
iv)Bee Hives Rs 2000/perhive. 40% of cost limited to 50 colonies
/beneficiary.
v) Equipment including honey extractor (4 Rs.20,000/set 40% of the cost limited to
one set per beneficiary. frame), food grade container (30 kg),net,
including complete
set of Bee keeping
equipment.
B.12 Horticulture Mechanization
i)Tractor (up to 20 PTOHP) 3.00lakh/unit
25%ofcost,subjecttoamaximumofRs.0.75lakh/unit for
general category farmers, and in the
case if SC, ST, Small & Marginal
famers, women farmers and
beneficiaries in NE states, 35% of cost,
subject to a maximum of Rs. 1.00 lakh
per unit.
ii) Power Tiller
a) Powertiller (below8BHP) 1.00 lakh per unit Subject to a maximum of Rs.0.40 lakh/
unit for general category
farmers, and in the case if SC, ST,
Small & Marginal farmers, women
farmers and beneficiaries in NE
states, subject of a maximum of Rs.
0.50 lakh/unit.
b)Powertiller (8BHP&above) 1.50 lakh per unit Subject to a maximum of Rs.0.60 lakh/
unit for general category
farmers, and in the case if SC, ST,
LXXVI
Project Implementation Plan: OIIPCRA

Small & Marginal farmers, women

farmers and beneficiaries in NE
states, subject of a maximum of Rs.
0.75 lakh/unit.
iii)
Tractor/Power
tiller (below 20
BHP) driven
equipments
a) Land Development, till age and seed 0.30 lakh per unit Subject to a maximum of Rs.0.12l
akh/ unit for general category bed preparation equipments farmers, and in the case if
SC, ST, Small & Marginal farmers,
women farmers and beneficiaries
in NE states, subject of a
maximum of Rs. 0.15 lakh/unit.
b) Sowing, planting reaping and digging 0.30 lakh per unit Subject to a
maximum of Rs.0.12 lakh/ unit for general category equipments farmers, and in the
case if SC, ST, Small & Marginal farmers,
women farmers and beneficiaries in NE
states, subject of a maximum of Rs. 0.15
lakh/unit.
c) Plastic mulchlaying machine 0.70 lakh per unit Subject to a maximum of Rs.0.28 lakh/
unit for general category
farmers, and in the case if SC, ST,
Small & Marginal farmers, women
farmers and beneficiaries in NE
states, subject of a maximum of Rs.
0.35 lakh/unit.

iv) Self-propelled Horticulture Machinery 2.50 lakh per unit Subject to a maximum
of Rs.1.00 lakh/ unit for general category
farmers, and in the case if SC, ST,
Small & Marginal farmers, women
farmers and beneficiaries in NE
states, subject of a maximum of Rs.
1.25 lakh/unit.
v) Plant Protection equipments
(a) Manual sprayer: Rs.0.012lakh/unit Subject to a maximum of Rs.0.005 lakh/
unit for general
(i) Knapsack/foot operated sprayer. farmers, and in the case if SC, ST,
Small & Marginal farmers, women
farmers and beneficiaries in NE
states, subject of a maximum of Rs.
0.006lakh/unit.
(b)Powered Knapsack sprayer/Power Rs.0.062lakh/unit Subject to a maximum of Rs.0.025
lakh/ unit for general Operated Taiwans prayer
(capacity8-12 farmers, and in the case if SC,ST,
Small & Marginal
lts): women farmers and beneficiaries in NE
states, subject of a
maximum of Rs. 0.031 lakh/unit
(c)Powered Knapsack sprayer/Power Rs.0.076lakh/unit Subject to a maximum of Rs.0.03
lakh/ unit for general category Operated Taiwan sprayer (capacity above farmers,
and in the case if SC,ST, Small & Marginal farmers,
12-16lts): women farmers and beneficiaries
in NE states, subject of a
maximum of Rs. 0.038lakh/unit
(d)Powered Knapsack sprayer/Power Rs.0.20lakh/unit Subject to a maximum of Rs.0.08
lakh/ unit for general Operated Taiwan sprayer

LXXVII
Project Implementation Plan: OIIPCRA

(capacity above farmers, and in the case if SC,ST,

Small & Marginal ,
16/lts) women farmers and beneficiaries
in NE states, subject to fa
maximum of Rs. 0.10lakh/unit
(e) Tractor mounted/ Operated Sprayer Rs.0.20lakh/unit Subject to a maximum of Rs.0.08
lakh/ unit for general category (below 20BHP): farmers, and in the case if SC,ST,
Small & Marginal farmers,
women farmers and beneficiaries
in NE states, subject of a
maximum of Rs. 0.10 lakh/unit
(g) Eco Friendly Light Trap Rs.0.028lakh/unit SubjecttoamaximumofRs.0.012lakh/unit
for general
farmers, and in the case if SC, ST,
Small & Marginal farmers, women
farmers and beneficiaries in NE
states, subject of a maximum of Rs.
0.014 lakh/unit
vi) Import of new machines &tools
for Rs. 50.00lakhper
100% of total cost .
horticulture for
demonstration purpose unit
(Public sector)
B.13 Technology Dissemination Rs.25.00lakh 75 % of cost in farmers field and 100% of
cost in farms belonging
through demonstration /frontline to Public Sector, SAUs etc.
demonstration
B.14 Human Resource Development(HRD)
i) HRD for Supervisors &Entrepreneurs Rs.20.00lakh/unit 100% of the cost in first year. In sub
sequent years, cost of
Infrastructure not to be claimed.
ii) HRD for Gardeners Rs.15.00lakh/unit 100% of the cost.
iii) Training of farmers
a) Within the State Rs.1000/dayper 100% cost farmer including
transport
b) Outside the State Project based as
per 100% cost. actual.
iv) Exposure visit of farmers

a) Outside the State Project based as

per 100% cost. actual.
b) Outside India Rs. 4.00lakh/ Project Based.100% of air/ rail travel.
Course fee cost to be participant under Mission
Management.
v) Training/
study tour of
technical staff/
field
functionaries
a) Within the State Rs.300/day per 100% cost. participant plus TA/
DA, as admissible
b) Study tour to progressive
States/units Rs.800/day per 100% cost. (group of minimum
5participants) participant plus
TA/DA, as admissible
c) Outside India Rs. 6.00lakhper
participants 100%ofair/ rail travel cost Mission
Management.
LXXVIII
Project Implementation Plan: OIIPCRA

C. INTEGRATED POST HARVEST MANAGEMENT

C. 1 Packhouse Rs.4.00lakh/unit
50% of the capital.
with size of
9Mx6M
C. 4 Cold room (staging) Rs. 15.00lakh/unit Credit linked back-ended subsidy
@35% of the project cost
of 30MTcapacity general areas and 50% of cost in
case Hilly & Scheduled areas, per
beneficiary.
C. 5 Mobile pre-cooling unit Rs.25.00lakh Credit linkedback-ended subsidy@35%
of the cost of
Project in
General areas and 50% of cost in
case Hilly & Scheduled areas, per
beneficiary.
C.6 Cold Storage (Construction, Expansion and Modernisation)
i) Cold storage units Type Rs. Credit linked back-ended subsidy @ 35% of the
1 - basic mezzanine 8,000/MT, cost of project in general areas and 50% of cost
structure with large (max 5,000 in case Hilly & Scheduled areas, per beneficiary.
chamber (of >250 MT) MT
type with single capacity)
temperature zone

C. 8 Refrigerated Transport Rs. 26.00 lakh for Credit linked back-ended subsidy @35% of
vehicles 9 MT (NHM & the cost of project in general areas and 50% of
HMNEH),and cost in case of Hilly & Scheduled areas, per
prorata basis for beneficiary.
lesser capacity,
but not below 4
MT.
C. 9 Primary / Mobile/ Rs 25.00 lakh/unit Credit linked back-ended subsidy @40% of
Minimal the capital cost of project in general areas
processing unit and 55% in case of Hilly & Scheduled areas.
C. 10 Ripening chamber Rs. 1.00 lakh/MT Credit linked back-ended subsidy @35% of
the capital cost of project in general areas
and 50% in case of Hilly & Scheduled areas
for a maximum of 300 MT per beneficiary.
C. 11 Evaporative/low Rs. 5.00 lakh/unit 50% of the total cost.
energy cool
chamber (8MT)
C. 12 Preservation unit (low Rs.2.00 lakh/unit for 50% of the total cost.
cost) new unit and
Rs.1.00lakh/unit for
up-gradation
C.13 Low cost onion Rs. 1.75 lakh/per 50% of the total cost.
storage unit
structure(25MT)
C.14 Pusa Zero energy cool Rs. 4000perunit 50% of the totalcost.
chamber(100kg)

C. 15 ESTABLISHMENTOFMARKETINGINFRASTRUCTUREFORHORTICULTURALPRODUCEING
D. OVT./PRIVATE/COOPERATIVE SECTOR
D. 1 Terminal markets Rs.150.00crore/ 25% to 40% (limited to Rs.50.00
crore) as Public- project Partnership mode
through competitive bidding, in
operational guidelines issued separately.

LXXIX
Project Implementation Plan: OIIPCRA

D. 2 Wholesale markets Rs.100.00crore/ Credit linked back-ended subsidy @ 25% of

project the capital cost of
projectingeneralareasand33.33%incaseofHilly
&Scheduled areas, per beneficiary.

D. Rural Rs. 25.00 Credit linked back-ended subsidy @40% of the capital
3 Markets/Apni lakh cost of project in general are as and 55% incase of Hilly
mandies/Direct & Scheduled areas, per beneficiary.
markets
D. Retail Rs. 15.00 Creditlinkedback-endedsubsidy@35% of the capital cost
4 Markets/outlets lakh of project in general areas and 50% encase of Hilly &
Scheduled areas, per beneficiary.
)
D. Static/Mobile Vending Rs. 50% of total cost.
5 cart/platform withcool 30,000/
chamber.
D. Functional Infrastructure for:
6
i) Collection, sorting/ Rs.15.00 Creditlinkedback-ended subsidy @40% of the capital
grading, packing units etc. lakh cost of projecttin general areas and 55% in case of
Hilly & Scheduled areas, per beneficiary.
ii) Quality control/ Rs. 200.00 100% of the total cost to public sector and 50% of cost to
analysis lab lakh private sector as credit linked back ended subsidy.
D. Gravity operated rope way Rs. 15.00 Credit linked back-ended subsidy @ 50% of capital costs
7 in hilly areas lakh/km in Hilly areas.
E. FOODPROCESSING
E. Food processing units Rs. 800 Credit linked back ended capital investment assistance of
1 lakh/unit 50% of cost in the States of J&K, Himachal and
Uttarakhand
F. SPECIAL INTERVENTIONS
F. Innovative interventions 10% of 50% of cost, based on project proposal.
1 not covered under any outlay
GOI schemes
F. Tackling of Rs.20.00 50% of cost, based on project proposal.
2 emergent lakh
/unforeseen
requirements of
SHMs
G. MISSIONMANAGEMENT
Institutional Strengthening, 100% assistance.
hire/purchase Project based of
vehicles, hardware/software
Seminars
conferences,
workshops,
exhibitions,
Kisan Mela,
horticulture
shows, honey
festivals etc.
a) International level Rs. 7.50 100% of cost per event of 4 days, on pro rata basis.
lakh per
event.
b) National level Rs. 5.00 100% of cost per event of two days.
lakh per
event.
c) State level Rs. 3.00 100% assistance subject to a maximum of Rs.3.00 lakh per
lakh /event event of two days.
LXXX
Project Implementation Plan: OIIPCRA

d) District level Rs. 2.00 100% assistance subject to a maximum of Rs.2.00 lakh per
lakh /event event of two days.
Information Rs. 0.40 100% of cost.
dissemination through lakh/ block
publicity, printed
literature etc and local
advertisements

G. Development of technology Rs. 1.00 lakh/ 100% of Cost

5 packages in electronic form to be district
shared through IT network
G. Technical Support Group (TSG) Project based, 100% of cost
6 at State Level for hiring subject to a ceiling
experts/staff, studies, ofRs.50.00lakhper
monitoring & concurrent annum/state
evaluation/ evaluation, mass
media, publicity, video
conferences.
G. 7. Promotion of Farmer As per norms As per norms issued by SFAC from time
7 Producers Organization/ issued by SFAC. to time.
FPO/FIG Farmer Interest
Groupsof15-20farmers/20ha,
Growers Associations and tie up
with Financial Institution and
Aggregators.
G. Baseline survey and Rs. 100.00 lakh 100% of cost as one time grant on survey
8 Strengthening horticultural for large states, related activities.
statistical data base Rs.50.00 lakh for
small states and
Rs. 25.00 lakh
for very small
states/ UTs.
I. National Level
G. Technical Support Group (TSG) Rs. 5.00 crore 100% of cost.
9 at National Level for hiring per annum
experts/staff, studies, Seminar/
Workshops, training,
contingencies, monitoring &
evaluation, mass media,
publicity, video conference etc as
per G.3.
G.10 2. Technical Collaboration with Project based.
On 100% of cost.
International agencies like FAO, World actual
costbasis.
Bank, ADB, Bilateral
cooperation,
International exposure
visits/ training of
officials etc.
* Cost norms means upper limit of cost for calculation of subsidy.
#Note: There lease of back ended subsidy need not be credit linked for the institutions like Public Sector Units, Panchayats,
Cooperatives, Registered Societies
/ Trusts and Public limited Companies, provided they can meet the remaining share of the project cost, out of their own
resources. Hilly Areas include those areas covered under Hill Area Development Programme and Western Ghat
Development Programme of Planning Commission. Scheduled Areas include those areas notified by Planning
Commission and State Governments. TSP Areas include those areas notified by Ministry of Tribal Affairs. NE &
Himalayan States refer to States in North East & Himalayan region covered under HMNEH scheme.
Source: MIDH

LXXXI