Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

C2.1. NAIP: Engagement for Reforms in Organizational Development of Indian NARS


Published on


  • Be the first to comment

  • Be the first to like this

C2.1. NAIP: Engagement for Reforms in Organizational Development of Indian NARS

  1. 1. NAIP: Engagement for Reforms in Organizational Development of Indian NARS Mruthyunjaya Former ND, NAIP, ICAR, India
  2. 2. Engagement with World Bank to facilitate transformation of ARD in IndiaParadigms Projects Funding PeriodResearch NARP USD 142 1978-(infrastructure) I & II million 1996HRD AHRD USD 74.2 1995-(Quality, relevance) million 2003Technology NATP USD 188 1998-(PSR, MM, CGP, COE, million 2005O&M, ITD)Technology into use NAIP USD 250 2006-(Innovation, System) million 2012/14(PCS, SRLS, BSR,O&M)
  3. 3. National Agricultural Innovation Project• As a successor to NATP, NAIP was launched in June, 2006 with the assistance of USD 250 million credit from the World Bank• Mega project to demonstrate AIS in practice in NARS, Countries are watching and waiting for learnings• Development objective is to contribute to accelerated and sustainable transformation of the Indian agriculture to support poverty alleviation and income generation through collaborative development and application of agricultural innovations by the public organizations in partnership with farmers groups, private sector and other stake holders• Specific objectives are to strengthen scientific capacity, market orientation, social inclusion and institutional capacity
  4. 4. Main Features for Organizational Development• Consortium of unconventional partners• Small number of big projects• Nationwide project campaign, project preparation assistance through Help Desk• Overwhelming response of proposals• Competitive funding, comprehensive and transparent review and sanction of projects• High end science-Basic and Strategic Research• Research into action-Research on value chain and livelihood security
  5. 5. Main Features for Organizational Development• Competence and confidence to write and evaluate bigger projects and projects in value chain and livelihood security• Development of guidelines for project implementation, FMS, PME, sharing IPR, costs and benefits with private sector and NGOs• Massive HRD-national and international• Strong framework of M&E and E&S safeguards• Strong emphasis on transparent project management, policy, visioning, ICT, communication, MIS
  6. 6. Experience (Success) towards Organizational Development• 91 PPPs established involving 174 private sector organizations and NGOs• 31 technologies/products commercialized• 50 new rural industries piloted• 5 producer companies set up• 181 research papers in high impact journals• 51 patent/IPR applications filed
  7. 7. Experience (Success) towards Organizational Development• USD 1.5 million sustainability fund created for post- project works• Convergence with ongoing development projects- 9 consortia mobilized USD 5.0 million for the benefit of the target area• 619 scientists trained abroad against the target of 931• 10 BPD Units set up• 1.61 lack farmers involved in consortia activities in Components 2&3• 63 national trainings in frontier sciences.
  8. 8. Experience (Progress slow) towards Organizational Development• Learning across projects• Credit utilization• Achieving all the key performance indicators• Procurement, FMS, M&E• Impact assessments
  9. 9. Experience (Progress Slow) towards Organizational Development• Documentation• Mixed PPP experience• Mainstreaming successful NAIP project results into 12th FYP
  10. 10. Proposed Plan for Sharing of NAIP Learnings with other Organizations• Dissemination through print media- Reports, Policy Briefs, Success Stories• Dissemination through electronic media- CDs, Films on Success Stories, TV Channels, etc.• Contributions/presentations/participation in national and international meetings, conferences, project preparation and organizational development exercises, etc.