The Wardha District Strategic Plan charts a visionary course for sustainable growth and inclusivity. It targets diverse challenges, unlocking the area's potential, uplifting lives, and driving economic progress. Aligned with Maharashtra's trillion-dollar goal, it positions Wardha as a key economic driver. Through detailed analysis and strategic actions, it aims to capitalize on strengths, tackle weaknesses, and seize opportunities effectively. By harnessing Wardha's uniqueness and aligning with broader development goals, it aims to become a beacon of growth by 2027-28, symbolizing a transformation into a model district of excellence.

1. ROADMAP TO BECOMING A $1 TRILLION ECONOMY
MR. ROHIT ISTARI BHOYAR
Resource Consultant, Wardha District.
SICOM LIMITED, Mumbai
DISTRICT STRATEGIC PLAN
WORK PROCESS REPORT
(WARDHA DISTRICT)

2. INTRODUCATION
The Wardha District Strategic Plan charts a visionary course for sustainable growth and
inclusivity. It targets diverse challenges, unlocking the area's potential, uplifting lives, and
driving economic progress. Aligned with Maharashtra's trillion-dollar goal, it positions
Wardha as a key economic driver. Through detailed analysis and strategic actions, it aims
to capitalize on strengths, tackle weaknesses, and seize opportunities effectively. By
harnessing Wardha's uniqueness and aligning with broader development goals, it aims to
become a beacon of growth by 2027-28, symbolizing a transformation into a model
district of excellence.
KEY OBJECTIVES
To set up garment cluster in each taluka.
To set up functional ICD and Dry Port Industrial Area.
Build forward linkage to Khadi Industry.
To Increase Agro based & Renewable Energy Industry in the district.
To set up ODOP facilitation center for Waigaon Turmeric.
To set up cold storage of 100 MT capacity.
To constitute operational IT Park.
To promote medical tourism.
To provide early childhood development services at all Anganwadis.
To increase the share of primary secondary and tertiary sectors.

3. THE FRAMEWORK OF THE PLAN INCLUDES
▪ Analysis of District Demographics and Comparison with Adjacent Districts and the
State.
▪ Establishing a Vision Statement, Theory of Change, and Utilizing BCG Matrix for
Strategic Planning.
▪ Identifying Priority Subsectors for Targeted Development.
▪ Conducting a SWOT Analysis for Strategic Insights.
▪ Developing an Action Plan and Implementation Framework.
▪ Engaging Stakeholders for Collaboration and Input.
PERSONAL PROFILE
A lifelong learner and dedicated education advocate, I bring a wealth of experience
and expertise to the table. Holding degrees in BSW, MSW, and an MBA in HR, I am a
seasoned business management professional deeply passionate about fostering people's
development. With over 12 years in strategy implementation, business development, and
team leadership, I excel at motivating and empowering others to reach their full potential.
My proficiency spans administration, recruitment, sales databases, and MIS systems,
driving success through innovative solutions and collaborative teamwork. In the realm of
digital marketing, including SEO/SEM, email marketing, social media, and display
advertising, I ensure significant sales growth and revenue generation for businesses.
Juggling multiple roles is my strength, evident in my positions as a dedicated Regional
Sales Manager at VI Techno Hub, a skilled Centre Manager at Quess Corp LTD, and an
efficient Assistant Sales Manager at VK Export. Currently, I serve as a Senior Resources
Consultant at SICOM Limited (Mumbai), stationed at the Wardha district collector office
within the Planning Department.

4. DISTRICT PROFILE
Wardha District, located in the state of Maharashtra, is a region known for its rich cultural
heritage, historical significance, and natural beauty. With a diverse population and a blend
of rural and urban areas, Wardha District offers a unique glimpse into India's vibrant
tapestry.
Total Population: Wardha District has a population of 1,300,774 according to the Census 2011.
Population Growth Rate: The population has grown at a rate of 5.18% in the last decade.
Urban Population: About 32.54% of the total population resides in urban areas.
Inhabited Villages: There are 973 inhabited villages in Wardha District.
Number of Households: The district has a total of 308,203 households.
Sex Ratio: The sex ratio is 946 females per 1000 males.
Population Density: The population density is 206 persons per square kilometer.
Literacy Rate: The literacy rate in Wardha is 86.99%.
Human Development Index (HDI): The HDI for Wardha District is 0.723.
Working Population Percentage: The working population constitutes 46.76% of the total
population.
Drinking Water Availability: Wardha District maintains high drinking water availability, with
rates of 95.86% and 80.96%, thanks to initiatives like the Jal Jeevan Mission.
Area under Forest Cover: The district boasts significant forest cover, spanning 1,202.02 square
kilometers and 61,907 square kilometers, managed by the Forest Department.
Deforestation Rate: Wardha District shows a minimal deforestation rate of 0.01%, highlighting
its commitment to sustainable forestry practices.
Proportion of Land under Forest Cover: Approximately 19.05% and 20.100% of the district's
land is under forest cover, showcasing its natural assets and managed by the Forest Department.
Renewable Energy Usage: The district sources some of its energy from renewables, with 121.48
million units (MUS) and 1.94% under the MSCEB, indicating progress towards sustainable
energy practices.

5. "CRAFTING SUCCESS: THE STRATEGIC PLANNING
JOURNEY IN WARDHA DISTRICT"
Stakeholder Engagement: Engaged with government officials, community leaders, NGOs, and
sector representatives to gather input on Wardha district needs.
Desk Review: Reviewed demographic, economic, infrastructure, and environmental data to
understand the Wardha district's situation.
Surveys and Interviews: Conducted surveys and interviews to gather primary data on economic,
social, and environmental aspects.
Data Collection Tools: Developed tailored tools like questionnaires and checklists for data
collection and monitoring.
Field Visits and Observations: Conducted interviews and observed local conditions, infrastructure,
and economic activities.
Data Analysis: Analyzed collected data using statistical methods and software tools to generate
evidence-based recommendations.
Validation and Feedback: Validated findings through workshops and discussions to ensure
accuracy and alignment with stakeholder perspectives.
CHALLENGES IN DEVELOPING THE DISTRICT STRATEGIC PLAN
Data Availability: Limited or unreliable data on demographics, socio-economic indicators,
infrastructure, and natural resources hindered the planning process's accuracy and the strategic
plan's effectiveness.
Stakeholder Coordination: Engaging and coordinating diverse stakeholders, including government
agencies, local authorities, community groups, and private sector organizations, posed challenges
in ensuring their active participation and alignment with strategic objectives.

6. AN ACTION PLAN WAS DEVISED FOR THE SUB-SECTOR
AS OUTLINED BELOW.
SUB-SECTOR PROJECT (OBJECTIVE)
Crop
To bring 25000 hector. Area under micro-irrigation.
To increase 100 % farmers participation in Pradhan Mantri Fasal Bima Yojana.
Increase area under Waigaon Turmeric up to 750 ha.
Sericulture
Increase mulberry plantations and cocoon production
Establishment of Training Institution and Demonstration Sericulture Farm.
Livestock
Increase Fodder Cultivation Area.
Increase production of Milk, Meet, Egg
Fisheries
Increase fish seed production and the number of collection centers.
Establishment of freshwater Finfish Hatchery.
Establishment of Fish Feed Mill.
Industry
Start 4 New Clusters for the Industrial Development & Employment.
Incubation center & Import & Export promotion cell.
Energy
To increase use of Renewable Energy- Planned for 98 Gram Panchayats during
current year.
Solarizing 850 acre in agricultural feeders.
FARM-TO-TABLE AGRO-TECH PLATFORM"
BUSINESS IDEA, HERE'S HOW IT COULD WORK
1. Integrated Farming Network: Create a digital platform that connects local farmers, agri pruners,
and consumers. Farmers can showcase their produce and farming practices, including details on
crop varieties, cultivation methods, and certifications (e.g., organic, sustainable).
2. Transparent Supply Chain: Implement blocks chain or similar technology to track the entire supply
chain from farm to table. This ensures transparency, traceability, and authenticity of the products,
building trust among consumers.
3. Direct Marketing and Sales: Enable farmers to directly market and sell their produce to consumers
through the platform. Consumers can browse a wide range of fresh and locally sourced products,
place orders, and even pre-order seasonal produce.
4. Agri-Consulting Services: Offer Agri-consulting services on the platform, connecting farmers with
experts for advice on crop management, pest control, soil health, and sustainable farming
practices. This helps farmers improve productivity and quality.

7. 5. Farmers' Market Events: Organize virtual or physical farmers' market events where farmers can
showcase their products directly to consumers. This creates a sense of community and promotes
local agriculture.
6. Educational Content: Provide educational content on the platform about farming techniques,
nutritional benefits of different crops, and sustainable living. Engage consumers in understanding
the journey from farm to table and the importance of supporting local farmers.
7. Feedback and Rating System: Implement a feedback and rating system where consumers can rate
the quality of products and services. This feedback loop helps farmers improve their practices and
meet consumer expectations.
8. Collaboration with Restaurants and Cafes: Partner with local restaurants, cafes, and chefs to
promote farm-fresh ingredients and seasonal menus. This collaboration supports local businesses
and encourages consumers to appreciate local flavors.
9. Mobile App Integration: Develop a mobile app for easy access to the platform, allowing farmers
and consumers to connect on-the-go, place orders, track deliveries, and receive notifications about
upcoming events and promotions.
This innovative business idea leverages technology to bridge the gap between farmers and consumers,
promoting sustainable agriculture, supporting local economies, and fostering a deeper connection to
food and farming practices.
DISTRICT GOVERNMENT INITIATIVE (WARDHA)
ADVANTAGE PROCESSING INDUSTRY SOYABEAN OR OTHER AGRO FOOD
• Local Economic Development
• Value Addition to Agricultural Produce
• Supply Chain Integration: The processing
industry integrates the agricultural supply
chain by providing a market for farmers'
produce.
• Technology and Innovation
• Export Opportunities
• Promotion of Entrepreneurship
• Food Security and Nutrition
• Environmental Sustainability
• Diversification of Products
FOOD PURCHASE BY DISTRICT GOVERNMENT
Advantage For The District People
• Support for Local Farmers
• Market Stability
• Promotion of Agro-based Industries
• Food Security
• Quality Control and Standards
• Support for Small and Marginal Farmers
• Encouragement of Sustainable Practices
• Community Development
• Cultural Preservation
• Job Creation

8. Advantage for the District Administration
• Markup on Procurement: The district government can earn a margin by buying soybeans or
agro-food at wholesale prices and selling them to government-run outlets, schools, hospitals,
and canteens at retail prices.
• Value-Added Processing: By processing soybeans into flour, tofu, soy milk, or branding
agro-food products, the district government can earn extra revenue from selling these processed
goods.
• Export Opportunities: Procuring surplus soybeans or agro-products can lead to export
opportunities, generating earnings based on demand, market prices, trade agreements, and
logistics.
• Subsidies and Grants: Government procurement may qualify for financial incentives from higher
authorities or agricultural programs, contributing to overall earnings.
• Partnerships: Collaborating with private stakeholders or agro-processing companies can create
revenue-sharing opportunities, boosting earnings through joint ventures or public-private
partnerships.
• Agro-Tourism Promotion: Promoting agro-tourism events like farmers' markets or farm-to-table
experiences can generate revenue from entry fees, sponsorships, and product sales.
• Training and Capacity Building: Offering training programs in agro-food production can
generate earnings through participant fees or government grants.
• Research and Development: Investing in R&D projects can lead to new product development
and intellectual property rights, generating earnings through licensing or royalties.
IF DISTRIBUTE SOYABEAN FOOD TO ICDS (ANGANWADI) CENTRE
Using soybean food in Integrated Child Development Services (ICDS) centers, specifically in Poshan
Aahar (nutrition meals), can provide several advantages for the district government
• Nutritional Enrichment: Incorporating soybean food enhances the nutritional quality of
meals provided to children and pregnant/lactating women at ICDS centers. Soybeans are rich
in protein, vitamins, minerals, and essential fatty acids, contributing to better overall health
and growth.
• Cost-Effectiveness: Soybean food, such as soy milk, tofu, or soy-based snacks, can be
cost-effective compared to certain animal protein sources. This allows the district
government to provide nutritious meals within budget constraints.
• Vegetarian-Friendly Option: Soybean food is suitable for vegetarian and vegan diets,

9. ensuring inclusivity and catering to dietary preferences and restrictions among beneficiaries.
• Dietary Diversity: Including soybean-based dishes diversifies the menu at ICDS centers,
promoting dietary diversity and exposing children to a range of nutrients and flavors.
• Local Agricultural Support: Procuring soybeans locally for Poshan Aahar supports local
farmers and encourages sustainable agricultural practices, contributing to food security and
economic development in the district.
• Health Promotion: Soybean food consumption is associated with various health benefits,
including heart health, cholesterol management, and weight management. Promoting these
benefits through Poshan Aahar can improve overall community health outcomes.
• Community Engagement: Introducing soybean food in ICDS centers fosters community
engagement and awareness about nutrition and healthy eating habits, encouraging families
to incorporate nutritious foods into their diets.
• Government Program Alignment: Using soybean food aligns with government programs and
initiatives focused on improving maternal and child health, reducing malnutrition, and
promoting sustainable agriculture and nutrition security.
• Capacity Building: Incorporating soybean-based recipes may involve training sessions for
cooks and staff at ICDS centers, enhancing their culinary skills and knowledge of nutrition,
which can have long-term benefits for program sustainability.
• Impact Monitoring: Using soybean food allows for easier monitoring of nutritional impact
and outcomes among beneficiaries, facilitating data-driven decision-making and program
improvement.
IMPROVE INFRASTRUCTURE FOR COLD STORAGE,
PACKAGING HOUSES, WAREHOUSES.
Arranging funds for establishing cold storage facilities in the district can be done through various channels
and strategies:
• Government Grants and Subsidies: Explore opportunities for government grants, subsidies, and
financial assistance programs specifically aimed at promoting cold storage infrastructure in
agriculture. Contact local agricultural departments, development agencies, and government
bodies to inquire about available funding options.
• Public-Private Partnerships (PPPs)

10. • Bank Loans and Financial Institutions
• Venture Capital and Angel Investors: Seek investment from venture capital firms, angel investors,
and impact investors interested in supporting agricultural infrastructure projects with a focus on
technology, sustainability, and economic development. Present a compelling investment
proposition highlighting the potential returns and social impact of the cold storage facility.
• Crowdfunding and Community Support
• International Development Aid: Tap into international development aid and funding programs
offered by multilateral organizations, bilateral agencies, and non-governmental organizations
(NGOs) focused on agricultural development, food security, and rural infrastructure. Align the
cold storage project with their priorities and criteria for funding eligibility.
• Leasing and Rental Agreements
• Engage SHG (Self-help Group): Identify and engage SHG (Self-help Group) in the district that are
interested in agricultural development and entrepreneurship. These groups often consist of
women and marginalized communities who can benefit from economic empowerment initiatives.
• Training and Capacity Building
• Resource Mobilization
• Marketing and Market Linkages:
• Monitoring and Support
• Community Engagement: Foster community engagement and stakeholder participation by
involving local communities, government agencies, NGOs, academic institutions, and industry
associations in supporting SHG (Self-help Group)' initiatives. Organize awareness campaigns,
workshops, and events to showcase the benefits of cold storage and packaging infrastructure for
agricultural development.