National Agricultural Innovation Project - NAIP-ICAR

National Agricultural Innovation Project
ICAR as the Catalyzing Agent for the Management of
Change in the Indian NARS- Component-1
Implementation Completion Review Mission
(21 August 2014)
P S Pandey
National Co-ordinator, NAIP
Indian Council of Agricultural Research, New Delhi
Component-1: ICAR as the Catalyzing Agent for the
Management of Change in the Indian NARS
Objective: To create a conducive environment for the flow of
knowledge, collaboration, experimentation and
implementation of innovation with aim to build the
critical capacity for supporting the objectives of the
other components in particular and to build the
capacity of the NARS in general
• Sub-component – 5
• Sub-project – 55 (ICDS-22, BPD-23, L&CB-2, PGAV-7, RFPS-1)
Strengthening ICT Infrastructure and its Application
• Internet connectivity upgraded to Gigabit network [from 128 KBPS/4.0
Mbps to 100 Mbps/1.0 Gbps] in 57/99 ICAR Institutes and 19/69 SUS that
supports advanced applications to build quality institutions
• Strengthening of ICT infrastructure of ICAR institutions
• Establishment of ICAR Data Centre
• Establishment of supercomputing hub for Indian agriculture: ASHOKA
(Advanced Super-computing Hub for OMICS Knowledge in Agriculture)
• Establishment of an Online System for NET/ARS - Prelim Examination
• Rice Knowledge Management Labs at 8 places
• e-Course Creation Centres at 12 centres
• Statistical Data Analysis Labs at 9 locations
• Consortium for e-Resources in Agriculture (CeRA)
• e-Publishing Online System for Indian Agricultural Journals
• Digital Library System at 38 locations
Agricultural Knowledge Management System
Re-designing the Farmer-Extension-Agricultural Research/Education Continuum in
India with ICT-Mediated Knowledge Management: A platform with 26000 farmers
420 districts with aAQUA (Almost All Questions Answered) platform using the web
interface integrated with SMS/voice delivery via mobile phones
Engaging Farmers, Enriching Knowledge- Agropedia II: An agricultural knowledge
management portal with 191 KVKs covering more than 35,000 farmers (KVKNet &
vKVK, KrishiVoc, AgriTagger)
Development and Maintenance of Rice Knowledge Management Portal : Specific
content for 15 states in English, Hindi, Telugu, Tamil, Kannada, Marathi, Punjabi, and
Bengali.
e-Courses in 7 disciplines for Degree Level Programmes in Agriculture and its Allied
Areas: (425 Courses, 1107 Credits, 15820 Lessons, 350 Teachers)
Innovations in Technology Mediated Learning (Open and Distance Learning System) :
500 RLOs developed
Strengthening of Digital Library and Information Management : AgriCat, Koha,
KrishiKosh, Rare library materials
KrishiPrabha: A database of metadata and abstracts of about 7,627 dissertations and
more than 6,000 dissertations with full text for the period 2000-13
Development of ICT based Knowledge Product
Various ICT based Knowledge Management and Dissemination systems have
been developed to transform NAARS into knowledge empowered system
• vKVK
• An integrated ICT model involving toll free
IVRS, smart phone application and web
based agri-advisory location specific system
• m-Krishi fisheries advisory service by Tata
Consultancy Services (TCS) is the other
major IT initiative under NAIP
e-Courses in Agricultural Sciences
Degree Program
Courses
50
Credits
Lessons
125
2,000
BVSc & AH
68
188
3,000
BSc (Horticulture)
46
107
1,712
BFSc
56
170
2,720
BSc (Home Science)
89
176
2,788
BTech (Dairy Tech)
48
146
1,552
BTech (Agril Engg)
68
195
2048
Total
425
1107
15,820
BSc (Agriculture)
• Peer–review by experts involving teachers and students in testing the
quality of the content and their accessibility
• State of the Art Infrastructure at all partner centres
• Capacity building through Trainings, Workshops & distribution of CDs
to all SAUs
• Available at http://ecourses.iasri.res.in
Access to e-Courses Portal
India (IN)
United States (US)
United Arab
Emirates (AE)
Rwanda (RW)
Saudi Arabia (SA)
Europe (EU)
United Kingdom
(GB)
Nepal (NP)
Singapore (SG)
Asia/Pacific Region
(AP)
Australia (AU)
Canada (CA)
Qatar (QA)
State of the Art Computing Facility in the NARS
Number of Installations
: > 2095 in all 151 NARS organization
Capacity Building: Researcher’s Training:
Institution Wise Distribution
Designation Wise Distribution
Gender Wise Distribution
Male: 1575
Female: 308
e-Granth: Strengthening of Digital Library and
Information Management under NARS
• e-Granth provides digital access to library resources of 38
partner’s institutes.
• AgriCat (Union Catalogue) created as subset of the WoldCat with
one Million records
• Krishikosh contains more than 1.5 Million digitized pages
• More than 6000 thesis processed and uploaded
• KOHA-LMS implementation to 38 libraries
• Disseminate it’s use by providing training to the users, email,
seminars, workshop
• Incorporated in the 12th Plan of the institute for its sustainability
Access to Latest Scientific Knowledge in World Class Journal
through CeRA: A Success Story
• 142 CeRA members through out India
• CeRA website for 24x7 online access to about 3000
journals
• Remote Access of CeRA to DUs
• Incorporated Institute’s 12th plan EFC document
Year wise downloads of full text articles in the Consortium
Year
2008
2009
2010
2011
2012
Total
Downloads
1,27,018
6,21,767
13,01,391
16,91,332
19,63,143
% of
increment
390%
109%
30%
16%
No. of Subscribed
Publishers
4
6
6
5
7
2013
24,83,365
26%
14
21
RKMP: a Single Gateway for the Information Sharing on Rice
To create, manage and share scientific, technology and
market-related information for the benefit of rice sector
• Six information systems in place with
24X7 availability with online Q & A
platform
• A web based KMS and MIS for AICRIP
• FAQs on rice production technology (in
English, Hindi and local languages)
• 48 RLOs of Extension Methods
• 1580 RLOs of State specific
content
• 15 e-learning courses (in Hindi,
English & Local Langs.)
• 27000 Datasets
• 37 Theme papers
52 Video clips
4000 minutes
Strengthening of Communication and Public Awareness Capacity
 To provide the required value-added information support for the
accelerated and sustainable transformation of the Indian agriculture
through print and electronic modes, sub-projects were formulated.
• Agroweb-Digital Dissemination System for Indian Agricultural Research: A Portal for
Agricultural Knowledge Management, brought revolution in websites of ICAR
Institutes, Various Online Modules
• Mobilizing Mass Media Support for Sharing Agro-Information: More than 4600 news
items on agricultural technologies, 114 media meets, 54 showcasing events, about
160 video films and audio capsules with several ways and type of information sharing
mechanism
• Publishing of Scientific Journals for Indian NARS (e-Publishing and Knowledge System
in Agricultural Research ):
Year
Visits
e-Publishing Analytics
Unique
Page Views
Article
Visitors
Downloads
74,442
965,179
10987
Abstract
Views
85937
Countries
2011 - 12
1,44,258
2012 - 13
1,94,344
99,634
1,203,798
65903
337467
178
2013-14
2,12,223
1,11,436
1,253,025
154343
942177
192
Source: Google Analytics
181
e-Publishing and Open Access Knowledge Sharing in Agricultural Research
• Readership of ICAR research journals increased 4-5 fold due to
Open Access and electronic publishing
• Article processing time has been reduced from 2 years to 2-4
months
• Online access was recorded from 196 countries online with
India, China, Iran, Turkey, USA, Pakistan, Egypt, Mexico,
Brazil and Bangladesh being the top ten countries.
• Impact Factor has been increased
• Green Journals saving Million of A4 size paper
Creating Opportunities for Agribusiness in NARS
Encouraging, nurturing and supporting Technologists/
Scientists to turn their innovative research ideas into
sound commercial ventures
BPDU Growth - 5
11
23
•
Ushering a Business Culture in NARS
•
Systematizing Change in NARS:
•
Incubating Innovations of Start-up’s in
NARS - incubated 1218 entrepreneurs/ agribased start-ups out of which 91 ventures
successfully graduated in a span of 4 years.
•
New Revenue Stream to NARS
•
Enhancing Market Oriented Technology
Commercialization in NARS - The business
outlook at the BPD Unit has helped in
promoting high potential technologies from the
NARS to the market especially agro-input and
agro-biotechnology companies.
•
Seamless Scale-up & Speed of Technology
Transfer in NARS- A total of 53 technologies
among the 200 technologies developed under
NAIP were commercialized to 80 licensees
worth Rs 3.16 crores in a record time.
•
Number of Technologies
Commercialized: 331
•
Number of incubatees: >1218
•
Total revenue generated: Rs 24.1
crore
Agri-Tech Investors Meet
Enabling Agri-Business Environment in NARS
Commercialization on a Single Day
BPD
Amount (Rs)
Total
NAIP
Total
No of
Licenses
Non - NAIP
No. of B2B Meetings – 98
CIRCOT
1,07,05,700
23,60,000
1,30,65,700
10
15
IARI
70,50,000
34,98,540
1,05,48,540
19
24
IVRI
33,82,036
19,10,066
52,92,102
16
25
AAU
11,48,600
0
11,48,600
5
7
TNAU
3,00,000
0
3,00,000
1
1
CIFT
2,30,000
12,00,000
14,30,000
7
8
Total
2,28,16,336
89,68,606
3,17,84,942
58
80
No. of. Technology
discussed – 30
No. of LOI signed – 43
L&CB Objectives
1. L&CB needs assessment
2. Develop skills in research proposal writing for competitive grant funding of
research consortia (including NAIP Helpdesk)
3. Build capacity in policy and PME
4. Build capacity to use ICT
5. Enhance skills in IT based DSS
6. Develop skills in managing PPP
7. Enhance skills of technical/administrative staff
8. Build capacity for new pool of leadership, including international training in
frontier sciences and institutional management
9. Research studies (to support 1- 8 above): organizational change; PPP; PME;
analysis of agri-supply chains; analysis of livelihood systems; ICTs for
enhancing agricultural innovation; Training impact assessment
Capacity Building/ Human Resource Development
• 904 Persons Imparted International Trainings
• 79 National Trainings out of 92 utilized the expertize of trained
manpower
• 100 trained scientists acted as Resource Person for National Trainings
and Summer/Winter Schools.
• Over 100 students have registered for Doctoral and Masters Degree
under the trained Scientist under the area of training of guide
• 3743 Entrepreneurs Trained
• 136 Persons trained in IPR
• 1492 Persons trained in Procurement at 34 Locations
• 1500 + Persons Trained in FMS & MIS
• M&E
Gains in Terms of Output Index under International Capacity Building
•
Highest increase (62%) in the project proposals submitted to non-ICAR
institutions, journal articles accepted for publication- by 53%
•
Patent submitted by 35%
•
Project proposals submitted by 34 %
•
Technologies developed as a Co-PI-9%, technologies developed as PI–7% and
overall technologies developed by 7%.
Future Market Prediction through Commodity Market
Outlook Models
Development of two India-specific models
• Grain Outlook Model
• Oilseeds Outlook Model
• Development of a Online Database Repository
Steps Undertaken for Post NAIP Sustainability
• Commodity Outlook Cell at NCAP to regularly update the outlooks
for major food commodities during the 12th Five Year Plan initiated
• NCAP plans to bring out annual outlook series for the major
agricultural commodities
• Organization of capacity strengthening activities to develop regional
capabilities for commodity outlooks.
Future Human Capital Requirements in Agriculture
and Allied Sectors
• A demand-supply gap of agricultural graduates by 2020
would be 30,000 per year. Discipline-wise forecast by 2020 is
projected
• The average outturn during the last decade grew at the rate of
5% per annum
Establishing and Networking of Agricultural Market
Intelligence Centres in India
• Up-to-date information on prices and other market factors
enables farmers to negotiate with the traders and also
facilitates spatial distribution of products from rural to urban
areas and between markets.
• Capacity building of 25900 Farmers for market advisory
services.
• 866 Forecast Advisories released
Priority Setting, Monitoring and Evaluation Cell
An effective tool to assist research manager for priority focused
research resource allocations, relevance monitoring and
evaluation of research project and accountability in the system
• PME Cells have been established
across ICAR institutes
• Monitoring
&
Evaluation
of
Research Programmes in ICAR
Institutions being done exclusively
by PME Cell
• A Central Unit with ADG (PME) at
ICAR Hq
•
Remodelling Financial & Procurement System
Financial Management System (FMS)
Management Information System (MIS)
Oracle Financials
Oracle Projects
 Oracle Project Management





General Ledger
Accounts Payable
Accounts Receivable
Cash Management
Fixed Assets
Oracle Grants
 Grants Proposal & Budgeting
 Grants Accounting
Projects
 Project Costing
25


Oracle Project Collaboration
Oracle Project Contracts
Purchase & Inventory
 Oracle Purchasing

Oracle Inventory Management

Oracle Service Procurement
Oracle Human Resources (HR)
 Core HR


Oracle Self service Human
Resources
Oracle Payroll
Component-1
Infrastructure Development
Infrastructure Development
BPD CIFT, Cochin
BPD at 23 Centres
IVRI, Barely
BPD, IVRI
Pilot Plant of ZTM-BPD, Kolkata
Infrastructure Development
e-granth at 12 Centres
SAS at 9 Centres
Krishi Prabha Ph.D. Thesis Repository
Component-1
Infrastructure Development
e-Publishing
National Agricultural Bioinformatics Grid
ASHOKA Inauguration
N
A
B
G
Infrastructure Development
e-Courses Labs at 13 Centres
Component-1
Infrastructure Development
Rice Knowledge Management Portal
at 8 Centres
ASRB Online Exam at 23 Centres
Anand
Bhopal
Chandigarh
Barackpore
IVRI
IARI, New Delhi
Jammu
Lucknow
Nagpur
Implementation of Reforms
•
Concept of Help Desk
•
Consortium Concept
•
Public Private Partnership
•
Research Funding outside ICAR & SAU
•
Decentralization of Power
•
Capacity Building/ Human Resource
Development
•
Enabling Agri-Business Environment
in the NARS
Concept of Help Desk & it’s Implementation
Concept note jointly
prepared by partners
•
Online Helpdesk services at NAARM
•
Helpdesk reach in public and private Partners
•
Contributed in improving the proposal
development
Approval of proposal in 36 months
Special funding Support
for Proposal Development
The expertise gained has been institutionalized in ICAR under National
Fund Project of Basic and Strategic Research
Consortium Concept & it’s Implementation
A mechanism to work with diversified group with focussed objectives
• Consortium approach- a new direction to research
(Public and Private Sector organizations came together)
• Identification of consortia partners challenge before the project
NAIP Consortia
• Selection of right Partners with real
interest, commitment and capabilities
ensured the successful implementation
• Lead Centres identified the partners
based on their own initiatives as well as
on the interest shown by the potential
partners.
Consortium Concept of NAIP Successfully Implemented in NARS
PPP Mode & it’s Implementation
Funding to Public Institutions, Corporate
Bodies and Civil Societies including
Farmer Groups, NGOs and SHGs
ICAR: 341
AUs:
21
0
Int.
Others:
139
Instt:
16
Central Instt:
Private:
State
Instt:
64
73
13
Total : 856
Strategic allocation of funds to
priority research areas promoting
innovative partnership
Resulted relevance, efficiency and
effectiveness of the research
system
PPP mode implemented in the institutions under NARS
Identification of Research Programme & Mode of Funding
Identification of research programme on priority areas
and demand driven
1. Sponsor and 2. Competitive Funding
Sponsored Mode towards the capacity development
to meet the fast changing requirements
Competitive Mode for high priority and demand
driven & open to PPP
Two step process for inviting, reviewing and approving
by various committees
The competitive mode provided a reform and transformation in the system and
build local capacity to compete for other national and international grants in
research financing.
Decentralization of Decision Making Power
Decentralisation of administrative and
authority for timely flow of funds helped in
financial
• decision-making
• empowerment of scientist and
• responsibility
completion of
accountability
of
project
timely
- the
• Decentralization enabled timely action
Mechanism for Review of Implementation
• Efficient progress reporting of Technical, Infrastructural and
Financial information
• Quarterly reporting of SOE
• Half-yearly progress by CPIs, reviewed by CAC and
NCs.
Component-wise progress report is further presented to
RPC/O&MPC
• The Annual Report of the sub-project prepared by CPI at Consortia
level and submitted to the Chairman, CAC. The annual workshop
of individual consortia is organised to discuss the report.
• The component-wise annual workshop of all consortia
• The Implementation Support Mission of the World Bank also
review the overall progress of NAIP at an interval of six months.
Implementation of Major Initiatives
• Learning & Capacity Building
• Digital Access to Library Resources of NARS
• Access to Latest Scientific Knowledge
• Development of Knowledge Products
• Create Business Culture throughout the NAARS
• Policy and Visioning
• Remodeling of Financial & Procurement Systems
NAIP’s Role of Catalyzing Agent for Change in ICAR
ICAR introduced a number of innovations and changes in its
management
• Organisational change: Standard operating procedures in
the project identification, consortia formation, target setting,
timelines of delivery, being implemented.
• Envisioning and Foresight: Not only framed Vision 2030
document but a step further to envision foresight scenario
by 2050.
• Institution of Several Consortia Research Platforms
(CRPs)
• Administrative and Financial Management: A series of
administrative circulars were issued from time to time
towards decentralisation of administrative and financial
authority for timely flow of funds and successful
implementation of project. This new way of working has
now become a part of the NARS functioning.
NAIP’s Role of Catalyzing Agent for Change in ICAR
• Enabling Performance Monitoring through RFD: ICAR on
top in performance (consistent recognition of excellence in
performance as per GOI RFD (Results Framework
Document) metrics
• M & E: Various consortia advisory and implementation
committee in-built in the projects. Besides, Education
Division of ICAR implemented in the management of Niche
Area of Excellence programme.
• Mentoring and Capacity Building: Massive capacity
building opportunities including Scientific, Technical,
Administrative and Financial personnel inspired awareness
in timeliness of quality service and confidence to face
challenges and equip risk management options. A post of
ADG (HRM) has been created under ICAR to mainstream
this continuous exercise.
NAIP’s Role of Catalyzing Agent for Change in ICAR
• BPDU: Integrating inventors with entrepreneurs by B2B
model through BPDUs has contributed a new fillip in revenue
generation on account of technology commercialization from
NARS. The concept of BPD units being mainstreamed.
• AgIn: The ICAR created a corporate arm to commercialize
the various technologies, products and processes. Creation of
Agribusiness environment in NARS has been largely
catalysed by the Project
• Incentivisation of good performance by recognition through
merit certificate has spurred healthy competition.
• Knowledge creation and management through ICT
platforms and tools and introduction of open access policy
has brought out global visibility and recognition.
• Communication management has improved leading to
wider coverage of events and achievements of NARS by both
print and electronic media
NAIP’s Role of Catalyzing Agent for Change in ICAR
• Establishing and Networking of Agricultural Market Intelligence
Centres in India institutionalized enabling and empowering farmers and
entrepreneurs.
• High Performance Super-Computing, a State of the Art Facility,
ASHOKA (Advanced Super-computing Hub for OMICS Knowledge in
Agriculture) established in NARS
• Online examination facility and e-resources are some of the
examples of strengthening of the dimensions of infrastructure and
functions of NARS.
• Remodelling Financial & Procurement System has been
accomplished. Fiscal management utilizing the ICT tools is possible in
tracking the flow of funds and their timely utilization pre-empting
unattended parking of funds unlike in the past.
• Mainstreaming of several successful NAIP consortia such as CeRA, ePublishing, RKMP, BPDs, etc.
“Change is Difficult But Change is Must”
“There is Nothing Permanent Except Change”
Thank you