1. Sowing prosperity : Boosting Agricultural productivity
Public Private Partnership in Agriculture
Roadway to harness productivity
Team : Leading Light

2. The Indian food and agriculture industry has made significant strides in the past few years. It met
the challenge of securing the production of basic staples like wheat and rice to feed India’s
growing population. Agricultural GDP increased at an annual rate of 3 percent between 1980 and
2012, making India the largest producer by value(behind India and China).
However, the sector is yet to realize its full potential in terms of yield, processing and exports.
Give India’s agro climatic conditions, the sector fulfils only 50 to 60 percent of the potential yield
for most crops. Despite the volumes, India’s share in global exports in below par compared to the
top five agricultural producers.
0
20
40
60
80
100
1950-51 1970-71 1990-91 2000-01 2009-10
%
GDP
work force
The graph shows a rapid decline in the % share of agriculture in the GDP. While the growth of
other sectors soared high, agriculture was left out. The liberalization of the economy in the
90s further pushed agriculture to the brink as the secondary and tertiary sector industries got
a lion’s share of investments from foreign players

3. Five themes that could transform the Sectors performance are:
1. Accelerate Sustainable yield improvements.
i). Launch of “National Agricultural Technology Mission”
ii).Creation of “National Agricultural Sustainability Mission”
2. Promote win-win farmer industry interaction.
i). favorable policy regime, which improves agricultural marketing mechanisms
3. Scale up food processing and exports
i). Stimulate food processing through emphasis on quality and branding.
ii). Creation of mega demand servicing and export hubs
iii).Attract and develop private Investments and world class expertise
4. Invest selectively in infrastructure, with private participation.
5. Nurture the next generation of agri-business technocrats and entrepreneurs.
i).Scale up agricultural extension services through private participation and new
infrastructure
ii).Set up agri-business focused angel and venture capital funds as PPP initiative
between central and state governments and private capital providers

4. PPP to harness the Productivity of Agriculture
• Several initiatives have been suggested to fully harness the agricultural potential of
India but the one we’ll be focusing on would the Public Private Partnership in
Agriculture.
• PPP is defined as a contract between a public client and a private service provider
created to do business to achieve common objectives.
• Agriculture is one such sector where the usefulness of PPP hasn’t fully been explored
in India.
What is required for Private Sector Participation?
 It needs to be kept in mind that Private Companies are profit driven and private
money only flows when the returns are better and commensurate with alternatives.
 For this to happen and for agriculture to be lucrative for private investments, the
financial aspect of the existing system needs to be restructured to suit their needs.
 Government should give incentives in such areas where the viability is low and
encourage private participation.
 Policy clarity: Policy uncertainties are the biggest deterrent to private investment. It is
important that there is a clear policy direction reflected in the governance to give
private investors the comfort of security of their investment if the private investment
is to be attracted. This may include amendments/reform to existing legislation.
 Demand Driven Approach to Agriculture: Private Players being customer driven
would like it better if the agriculture patterns were to be restructured according to
the consumer needs.

5. HUMAN RESOURCE DEVELOPMENT
Establishment of a Agricultural Training Institutes (ATI):
• Necessary to strengthen and develop skilled human resource that can make most out of the
emerging opportunities in place of overemphasized misgivings
• Respond rapidly to changing technologies and labor market demand
• Required to minimize
(i) shift from artisans to unskilled employment,
(ii) unemployment due to seasonal factors and
(iii) migration from rural to urban areas
• Needed to promote science and market-driven agriculture. This trend ropes in increasingly
prominent role of private sector
ATI – Structuring Proposal:
• It’s a two-year program is divided into six semesters. A semester consists of one-month in-school
and three-month on-the-job training. During this period, students will earn academic credits and
certificates in crop production, animal production, aquaculture production, horticulture, or food
processing, depending on their choices. At the end of the program, students will receive a diploma in
Agriculture Entrepreneurship.
• The program as described Should be considered as part of the plan to extend the basic education
curriculum by two more years.
• The idea being that students shall be prepared for the world of work when they finish high school
since most of them by personal circumstances will have to end their schooling by then.
• Thus, this bridge program shall afford them the chance to earn the necessary job qualifications when
they enter the job market or they start their own farm business enterprise.

6. Agricultural Training Institute
STUDENTS PRIVATE
CORPORATION
NGO
ON JOB TRAINING
Trainees
FARM ENTREPRENUER

7. Organizational design:
Main characteristics of effective organizational design are
• Representation
• Decision making
• Information exchange and communication among partners
• Monitoring and evaluation
• Administration of financial resources
Decision tree of partnership structure
Formal
Horizontal Hierarchical
Informal
Farmer1
Farmer2
farmer3
NGO/Govt.
official
Private
representative
Organizational design at village level
• At the village level there should be
Operational team structure.
• At the Nodal level It should be an
managerial structure.
• Initial years NGOs help the farmers in
decision making but once the ATI
becomes completely functionary then
they are replaced by farm entrepreneurs.

8. Managing committee
Ratifies partnership agreement, Makes
decisions of strategic administrative
nature, Approves Work plans, Monitors
progress
Delegates of
farmers
Delegate of
Private
Delegates of
Farmers
Delegate of
Private
Operating committee Decision making committee
Organizational committee at Nodal level
Delegates to Managing committee are the elected representatives from each village
farmer community by proportional representation. The delegates may be farmers or
any NGO those are elected by farmers.

9. NGO(s)
Promoter
(Entrepreneur/s
or company/s)
Knowledge Bank
Government
Financiers/Investors
COOPERATIVE PRODUCER
COMPANY
Local community
• Structuring, Social Equity
based inclusive devt.
• Advisory, PPP
implementation, private
participation.
• Govt. facilitation
• Fiscal concessions/social
equity investment.
• Private Sector
Efficiency
• Branding
• Development &
Implementation
• Capital & overall
Management
Carbon Credits are
ploughed back as
Social Equity
• Showcase/replication
of Establishment
model
• Emission
trading/carbon Credits
• Contribute Land at
commercial rates
• Structured Participation in
Management
(cooperatives/producer)
• Equity in project
(Social Equity)
• Employment
• Empowerment
• Facilitators
• Synergetic Partnerships
Social Equity based PPP structure

10. Responsibility of Government
 Design national level policies in consultation with states with responsibility matrix
well defined. Policies during calamities should be encouraging.
 Refocusing the role of the government to provide appropriate regulatory framework
to ensure competition. Bring in private sector to do the management and
implementation on PPP mode.
 Improving agriculture performance and sustaining it over the long term requires a
careful reorientation of government expenditure priorities through viability gap funding
agriculture infrastructure.
 Government support is very vital and will play a catalytic role.
 Support should progressively move away from subsidy to equity in agribusiness
projects.
 Withdrawal of government from commercial activities while ensuring equitable
distribution of profit and stop private cartel.

11. Risks and Complications:
 Private companies are profit oriented. There is potential threat to farmers from private
players.
 Extending ATI under Free Education purview is costly and adds burden to
governments’ budget.
 If the control goes completely in to private players there may be threat to food
security to our own country.
 GM seeds may completely replace the natural varieties and may face danger of
extinction.
 Branding of agricultural products may results in high increase in prices.
 vigilance is necessary by government for welfare of farmers.

12. References:
• Indian Council of Agricultural Research, New Delhi- industry meet,2007
• http://www.cgiar.org/
• International food Policy research institute, sustainable solutions for enduring
poverty and hunger.
• 4th Global summit on second green revolution,2012.
• Food and agriculture development action by Confederation of Indian Industry,2012.