Diagnostic Study to assess and
enhance functioning of
commodity specific Growers’
Associations
March 2013
///4 March 2013
Diagnostic Study to assess
and enhance functioning
of commodity specific
Growers’ Associations
This document has been prepared for the titled project or named part thereof and should not be relied upon or used for
any other project without an independent check being carried out as to its suitability and prior written authority of SFAC
being obtained. SFAC accepts no responsibility or liability for the consequence of this document being used for a purpose
other than the purposes for which it was commissioned. Any person using or relying on the document for such other
purpose agrees, and will by such use or reliance be taken to confirm his agreement to indemnify SFAC for all loss or
damage resulting therefrom.
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List of Contents Page
Executive Summary S-1
Chapters and Appendices
1 INTRODUCTION 1
1.1 NEED FOR THIS ASSIGNMENT 2
2 DIAGNOSTIC STUDY – SCOPE & OBJECTIVE 3
2.1 OBJECTIVES OF THE ASSIGNMENT 3
2.2 SCOPE OF WORK 3
2.3 APPROACH AND METHODOLOGY 3
2.4 STUDY TOOLS 5
2.5 OUTCOME 5
3 MAPPING OF CURRENT SCENARIO 6
3.1 CURRENT SCENARIO OF GROWERS’ ASSOCIATIONS 6
3.2 INTERACTION WITH GROWERS’ ASSOCIATIONS 12
3.3 INTERACTION WITH GROWERS 14
3.4 INITIATIVES OF SELECT ASSOCIATIONS AND GROWERS 16
3.4.1 Strawberry Growers Association 16
3.4.2 Guava Growers and Association 17
3.4.3 Vegetable Growers and Association 18
3.4.4 Other noticeable initiatives 18
3.5 MAPPING PROGRESSION OF GROWERS’ ASSOCIATIONS 19
3.6 IMPEDIMENTS AFFECTING PROGRESSION OF GROWERS’ ASSOCIATIONS 21
3.6.1 Motivation 21
3.6.2 Resources 21
3.6.3 Promotion and communication 21
3.6.4 Other issues 22
4 SUGGESTIONS AND RECOMMENDATIONS 23
4.1 Jumpstart progression of Growers’ Associations 26
4.1.1 Appointment of secretariat 26
4.1.2 Arranging initial seed fund 27
4.1.3 Commencement of operation 27
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4.2 Role clarity and objectivity of Growers’ Associations 27
4.2.1 Defined annual goals and deliverables 27
4.2.2 Revenue model 27
4.2.3 Policy advocacy 28
4.2.4 Linkages for growers 28
4.2.5 Knowledge sharing and dissemination 28
4.2.6 Development of existing and new markets 29
4.3 Management of Associations 29
4.3.1 Tier 1: CIH (Confederation of Indian Horticulture) 30
4.3.2 Tier 2: Growers’ Associations 30
4.3.3 Secretariat: Support to CIH and Growers’ Associations 30
4.4 Activities of Associations 31
4.4.1 Branding and Promotion 31
4.4.2 Technology Promotion 31
4.4.3 Product Value Addition 32
4.5 Conclusion: 32
Annex 1: Group Discussion checklist for President/VP of Associations 33
Annex 2: Group Discussion checklist for Growers and Producers 36
Annex 3: Interaction workshop with office bearers of Growers Associations, organised
at Chandigarh on January 17, 2013. 39
Annex 4: Interaction workshop with office bearers of Growers Associations, organised
at Pune on January 21, 2013. 40
Figures
Figure 1.1: Genesis and formation of commodity specific National Growers’ Associations .... 2
Figure 1.2: Role of National Growers’ Associations as envisaged at the time of their
formation ............................................................................................................ 2
Figure 2.1: Study Approach .................................................................................................... 5
Figure 3.1: Annual Strawberry Festival, Pune ........................................................................ 17
Figure 3.2: Product diversification planning by Guava Growers Association of India, Rahata 17
Figure 3.3: Direct sale of vegetables by growers in housing societies, Pune .......................... 18
Figure 3.4: Interaction workshop with office bearers of National Growers Associations, Pune
........................................................................................................................... 19
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Figure 3.5: Progression of Growers’ Associations .................................................................. 20
Figure 4.1: Case I: Greenery - Commitment from Farm to Fork ............................................. 24
Figure 4.2: Case 2: Washington Apples – Evolution and Impact due to Globalisation ............ 25
Figure 4.3: Strategy to revive Growers’ Associations............................................................. 26
Figure 4.4: Proposed tiered structure of Growers’ Associations ............................................ 29
Tables
Table 3.1: Current scenario of Growers’ Associations ............................................................ 7
S-1
Executive Summary
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1 INTRODUCTION
The Government of India, recognizing the horticulture crops as a means of diversification in
agriculture in sustainable manner through efficient use of land and optimum utilization of
natural resources, initiated many schemes and policies from time to time, for strengthening
and commercialisation of the sector. In 1984, National Horticulture Board (NHB) was created
with one of the key mandates to promote hi-tech horticulture in the country to increase
production and productivity of fruits and vegetable crops. Over period of time, government
increased the assistance for promotion of Horticulture and impact on ground started
showing results in terms of area expansion, adoption of modern production technologies
and increased production of fruits and vegetables.
Government of India also launched the National Horticulture Mission (NHM) in 2005-06,
with the objective of bringing a holistic and integrated development in the Horticulture
sector. It is based on cluster approach, focused development of selected crops,
improvements in production and productivity, adoption of good agricultural practices aimed
at promotion of exports and focus on Post Harvest Management.
Though, India has maintained leadership position in the production of many commodities
like mango, banana, acid lime and others but is not able to harness the full potential of
sector due to inherent disadvantages of Indian farming sector such as small holdings, poor
technology adoption, lack of investment capacity of farmers, inability to scale up to
commercial size and absence of organised market linkages. To address these challenges,
need for farmers’ collective actions was felt.
Some of the specific needs identified in this regard are as follows:
• Collectivization of farmers
• Training and capacity building of growers
• Tie-ups with institutions and markets
• Promotion of technology for production and post harvest management
• Creating common infrastructure for growers
• Market demand and intelligence
• Higher revenue realisation for growers
With this background, National Horticulture Board (NHB) had initiated to register commodity
specific growers’ association and registered 17 such Associations at the National level under
the Society Act 1860 in the country.
A group on Perishable Agricultural Commodities, set up by the Department of Agriculture,
Ministry of Agriculture, Government of India in the year 1981, headed by Dr. M. S.
Swaminathan, the then Member (Agri.), Planning Commission of India had recommended
formation of Primary Horticulture Growers’ Co-operative Societies and should be federated
at regional and national level. As per recommendation, the primary horticulture growers’
cooperatives Societies shall provide services to its members in terms of input supply, post
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harvest, storage, transport and marketing infrastructure , information and advice. Regional /
National federations of primary cooperatives should provide processing, storage and
marketing support to growers’ at regional level. NDDB, based on its experience of formation
of primary cooperatives, was given responsibility of formation of promoting growers
organisations at Primary and Regional level by setting-up a Fruits & Vegetables Unit, which is
now known as ‘SAFAL’. However, the primary cooperatives formed by NDDB could not be
federated at regional level nor could get representation in Board of Directors of NHB.
In 2001 (meeting held on 8th
May 2001), SFAC, NHB and NCDC were entrusted by the
Department of Agriculture & Cooperation with the task of formation of Commodity specific
Growers’ Associations.
The process of formation of these Growers’ Associations was initiated to stimulate the
process of formation of primary level functioning associations of growers to enable the
producers to organise themselves to meet their requirement of farm-inputs, credit, post
harvest handling, cold chain, processing, marketing and exports collectively, as per their felt
needs in each case. It was also aimed that the primary level functional Associations will
federate into State and National Level Associations in order to deal with issues at these
levels. In the process, instead of formation of primary cooperatives NHB, on
recommendation of DAC, registered national level commodity specific growers’ association.
The following figure illustrates the genesis and formation of commodity specific National
Growers’ Associations.
Figure 1.1: Genesis and formation of commodity specific National Growers’ Associations
Under this programme, associations have been formed for
1) Apple,
2) Banana,
3) Orange,
4) Guava,
5) Sapota,
6) Mango,
7) Pomegranate,
8) Grapes,
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9) Litchi,
10) Vegetable,
11) Strawberry,
12) Stone Fruits,
13) Aonla,
14) Vanilla,
15) Flowers,
16) Aromatic Plants and
17) Passion Fruit.
All the National Level Associations were formed with initial seed money of Rs.0.5 Lakhs
provided to them by the NHB. In order to strengthen the associations, financial support
varying from Rs. 0.25 lakh to Rs.1.00 Lakh per annum was provided to them till year 2008-09.
Funds were also given to the Associations for organising seminars/symposium/exhibitions
and exposure visits for farmers.
All the associations formed by NHB and two other associations federated in to national level
Confederation of Indian Horticulture.
The Grape Growers’ Association has membership base of 35000 producers and presence in
seven states across the country. All other Growers’ Associations have not been able to
garner any significant membership of primary producers.
The following figure illustrates the role of these National Associations, as envisaged at the
time of their formation.
Figure 1.2: Role of National Growers’ Associations as envisaged at the time of their
formation
1.1 NEED FOR THIS ASSIGNMENT
Ten years since their formation, it has been observed that these Associations are not
performing optimally as these were expected to perform, except in a few cases. Even after
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ten years of their existence, most of the National level Growers’ Associations have not been
able to make their presence felt at the ground level, neither by their action nor by attracting
any significant numbers of members and increase their membership base.
These national level associations have also not been able to establish any organic
relationship with already existing primary level functional associations at various levels as
well as very limited relations have been established with other stakeholders who play critical
role in whole value chain of a particular product / crop
With this background, it was proposed to study the functional problems of existing
Commodity Specific Growers’ Association and suggest effective measures to make them
vibrant. NHB has requested SFAC for undertaking this assignment.
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2 DIAGNOSTIC STUDY – SCOPE & OBJECTIVE
2.1 OBJECTIVES OF THE ASSIGNMENT
Objectives of this diagnostic study is to assess current structure, status and functioning of
various National level Commodity Specific Growers’ Associations; identify gaps, weaknesses
and issues faced by these associations in effective functioning; and recommend effective
measures and strategies to revive the associations to achieve targets sets for them.
2.2 SCOPE OF WORK
The scope of work envisaged for this assignment is as under:
• Mapping of Current Status of commodity specific Growers’ Association, specifically in
following terms:
o Activities undertaken in last two to three years;
o Membership and involvement of members;
o Geographical presence;
o Regularity of interaction of members;
o Structure and functioning of these Associations;
o Financial sustainability and sources of incomes;
o Human resources (Technical and administrative);
o Infrastructure, if any;
o Associations, collaborations developed with other organisations / institutions
etc.;
• Assessing whether these associations have been able to fulfil their objectives or not;
• Measuring Tangible Benefits that members have received by associating with these
Associations;
• Achievement so Associations so far, in various aspects such as collectivisation,
productivity enhancement, technology introduction, market development etc.
• Recording key learning of each Association, identification of measure gaps and
specific recommendation on functioning of each Association.
2.3 APPROACH AND METHODOLOGY
In order to undertake this assignment, SFAC adopted qualitative research approach. For
assessing the functionality of Associations, various stakeholders, discussions were held with
President and / or other designated individuals of associations. Interactions were also
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undertaken with producer members with the aid of semi-structured schedules and interview
guide.
Synergy team members contacted the associations for eliciting necessary information.
Discussions were focused on following parameters:
• Structure of Associations;
• Membership base and spread;
• Office bearers of associations and their background;
• Objectives of Association;
• Activities undertaken for –
o Promoting membership;
o Creating awareness;
o Training & capacity building of members;
o Market linkages;
o Tie-ups / partnerships with other institutions / organisations;
o Promotion of technology for production and post harvest management
amongst member producers;
o Overall Impact on crop yield, quality improvement, marketability, new market
identification and better price realisation for producers;
o Infrastructure created (for training, capacity enhancement, input supply,
market infrastructure;
o Facilitating member farmers in getting financial assistance and other support
under various government schemes and programmes;
o Action plans and budget
o Sources of fund and financial management;
o Process for ensuring financial sustainability of
o Management structure of Association, participation of members in decision
making, process for ensuring participatory decision making and transparency;
o Any other relevant activities undertaken by the Associations;
The following figure illustrates the approach adopted for undertaking for this assignment.
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Figure 2.1: Study Approach
2.4 STUDY TOOLS
To assess the performance of these Associations and improve their effectiveness, Synergy
developed the following study tools:
a. Group Discussion Schedule for Growers’ Association office bearers
b. Group Discussion Schedule for primary producers/growers
A copy of the above-mentioned study tools are enclosed as Annex 1 and Annex 2,
respectively, along with this report.
2.5 OUTCOME
The outcome of the assignment will be the revival strategy of the Growers Associations
through realignment of goals and implementing pragmatic solutions for making these
associations effective.
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3 MAPPING OF CURRENT SCENARIO
This chapter elucidates the findings of the assignment including interaction with Association
office bearers and primary producers / growers associated with the respective commodities.
In addition, the chapter analyses the findings and also provides key takeaways.
3.1 CURRENT SCENARIO OF GROWERS’ ASSOCIATIONS
Current scenario mapping of the Growers’ Associations has been done based on different
parameters, such as activities undertaken, memberships, geographical presence, members’
participation, structure and functioning, revenue model, human resources, infrastructure
and institutional tie-ups etc. The following table depicts the current scenario of the
Growers’ Associations. This is based on the available information and discussions with the
Associations and growers.
As shown in the table below, some of the Growers’ Associations, namely Grapes, Strawberry,
Pomegranate and Vegetable, are facilitating some of the activities like input supply, product
aggregation, market linkages and primary value addition etc through its member
cooperatives. Some others like the Vegetable Growers Association are making some
headway as they are implementing NVIUC initiative across select clusters in the state. Most
of the other Associations have not undertaken any such activity for the members at the field.
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Table 3.1: Current scenario of Growers’ Associations
# Name of
Association Activities Membership
Geographical
presence
(states)
Interaction
of
members
Structure
and
functioning
Revenue
model
Human
resources Infrastructure
Institutional
tie-ups
1 Grapes Organises
symposiums for
farmers.
35000 7 Periodic
meetings
Individual
centric
Grant -
NHB
1 Working from
cooperative
office
NHB, APEDA
(exporting)
2 Banana Facilitated
Insurance
package to
farmers in
Maharashtra,
organises
symposium,
facilitated in
getting subsidy
for train freight
4000 3 Periodic
meetings
Individual
centric
Grant -
NHB
0 None NHB
3 Flowers 5 Periodic
meetings
Individual
centric
Grant -
NHB
0 None NHB
4 Strawberry Annual festival
in Pune,
product
diversification,
300 4 Periodic
meetings
Individual
centric
Grant -
NHB
0 Working from
cooperative
office
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# Name of
Association Activities Membership
Geographical
presence
(states)
Interaction
of
members
Structure
and
functioning
Revenue
model
Human
resources Infrastructure
Institutional
tie-ups
eco tourism
5 Orange Programmes for
technical
information
dissemination,
facilitation of
finance by
banks increased
by 511%
1200 6 Periodic
meetings
Individual
centric
Grant -
NHB
0 None
6 Stone Fruits 2000 3 Not
regular
Individual
centric
Grant -
NHB
0 None Exporting
(APEDA)
7 Aonla 300 2 Individual
centric
Grant –
NHB
8 Guava 500 5 Not
regular
Individual
centric
Grant –
NHB
0 Working from
cooperative
office
9 Sapota Seminars
organised by
Cooperative,
Association
helps scheme
outreach to
5000 Regular Individual
centric
Grant –
NHB
0 Working from
cooperative
office
Exporting
(APEDA)
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# Name of
Association Activities Membership
Geographical
presence
(states)
Interaction
of
members
Structure
and
functioning
Revenue
model
Human
resources Infrastructure
Institutional
tie-ups
farmers.
10 Mango 5000 Not
regular
None Grant –
NHB
0 None
11 Pomegranate 5000 6 Regular Individual
centric
Grant –
NHB
0 Working from
cooperative
office
Exporting
(APEDA)
12 Vanilla 2000 (at time of
formation). Due
to crop failure
(virus infection)
membership
negligible.
Contemplating
to dissolve
Association
3 Not
regular
None Grant -
NHB
0 None
13 Litchi Grant -
NHB
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# Name of
Association Activities Membership
Geographical
presence
(states)
Interaction
of
members
Structure
and
functioning
Revenue
model
Human
resources Infrastructure
Institutional
tie-ups
14 Vegetable Implementing
NVIUC in select
clusters in
Maharashtra,
started direct
sales of
vegetables in
Pune housing
societies
9 Regular Individual
centric
Grant –
NHB
2 Have
independent
office for
implementing
NVIUC
initiative
SFAC
15 Apple 1000 3 Not
regular
Individual
centric
Grant -
NHB
0 None
16 Aromatic
Plants
Grant -
NHB
17 Passion Fruit Grant -
NHB
18 Nurserymen Organise
seminars on
technical know-
how, publish
quarterly
magazine
(Nursery Today)
1428
(1800 life
members across
26 states)
26 Not
regular
Individual
centric
Grant -
NHB
0 None
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# Name of
Association Activities Membership
Geographical
presence
(states)
Interaction
of
members
Structure
and
functioning
Revenue
model
Human
resources Infrastructure
Institutional
tie-ups
19 Orchid Capacity built
for farmers
(pre-harvest)
700 7 Not
regular
Individual
centric
Grant -
NHB
0 Have
independent
office
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3.2 INTERACTION WITH GROWERS’ ASSOCIATIONS
As part of the assignment, the study team interacted with office bearers of Growers’
Associations in two regions – northern and western India. In order to facilitate the successful
completion of this assignment, NHB organised two interaction workshops at Chandigarh and
Pune. These workshops were attended by office bearers of Growers’ Associations in both
regions. The list of participants in these workshops is included in Annex 3 and Annex 4,
respectively, along with this report.
The interaction workshops with office bearers of Growers Associations were organised by
NHB at Chandigarh on January 17, 2013 followed by Pune on January 21, 2013. Apart from
these two interactive session efforts have been made to contact individual office bears of
associations who failed to participate these two sessions.
During the interaction workshops, the issues highlighted by the office bearers of the
Growers Associations were as under:
1. Lack of motivation of growers to join Associations– during the interactions most of
the office bearers of the Associations stated that the growers lacked the motivation
to associate with the related Associations. According to representatives, the
growers do not visualise any tangible benefit in associating with the Associations.
Therefore, the growers were unwilling to aggregate their produce with other
growers and members of related Associations. This has resulted in the stagnant
membership of Associations. Most of the associations are alive but not active.
2. Associations are individual centric – as mentioned during interactions with
Associations, most of them are synonymous with specific individuals. These
individuals were nominated to their respective positions, at the time of formation
of these related Associations. Not a single association has followed any approach to
develop these associations as institutions based on transparent, democratic and
participatory manner. This is one reason, why there is no active participation in
activities of association by producers, as they do not see any specific role for
themselves.
3. Basic infrastructure – most of these Associations do not have basic infrastructure
for operations like office premises, furniture and fixtures, telephone, etc. These
hamper the effective functioning of the related Associations.
4. Engagement of professionals and skilled manpower – most of the Growers
Associations stated that they do not have dedicated professionals and skilled
personnel for managing their day to day operations.
5. Forward linkage by Associations – most of the office bearers of the related
Associations mentioned that the traditional marketing set up of mandis and adhatis
was difficult to break in by the Association. In specific cases, namely Grape Growers
Association, Strawberry Growers Association, Vegetable Growers Association,
Pomegranate Growers Association have been able create alternate marketing
channels. However, most of the associations have not been able to succeed in this
regard and have stated the following reasons:
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• Traders have been providing input services to farmers like seeds, saplings,
fertilizers, etc.
• Traders / adhatis have bonded socially with farmers by providing financial
advances, attending social functions of growers, etc.
6. Revenue model for sustenance – as mentioned by most of these Associations, they
do not have any established revenue model for sustaining themselves as well as
they do not have any thinking on this line.
Vegetable Growers Association of India (VGAI), which is working with Small
Farmers’ Agribusiness Consortium (SFAC) for implementation of a scheme, is
proposing a contribution of 1% from the business turnover of each FPO associated
with it.
7. Knowledge sharing between members and other Associations – it emerged during
the interactions that knowledge sharing between members and between other
Associations was non-existent. Some of the Associations organise annual seminars
like Lime Growers Association, Stone fruit Growers Association.
8. Objectivity of Associations – as stated by office bearers of Associations, growers do
not perceive the objective of Associations and mostly consider synonymous with
Cooperatives.
9. Linkages of Associations – most of the Associations mentioned that their linkages
with other stakeholders and institutions were hardly noticeable along with the
interaction between them. The stakeholders and their purpose for linkage, as
mentioned by the Associations, are as under:
• Universities: transfer of technical know-how, propagation of new and
innovative varieties, etc.
• Laboratories: quality certification and testing of soil, produce and value added
products
• Extension programmes: effective and innovative growing techniques with
practical demonstration to growers
• Other institutions like APEDA, NHB: forward linkage with markets and
Government schemes
• Service providers and vendors: transporters, packaging material providers, cold
stores, input suppliers, plant and machinery providers, etc. who form the much
required backbone for the growers
10. Customisation of goals and objectives as per need of Associations – most of the
office bearers of the related Associations stated that at the time of formation, the
specific needs of each organisation was not taken into consideration. The objectives
and goals of all Associations, as mentioned in their respective by-laws, are very
generic and do not address the specific needs of individual commodity growers.
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11. Planning approach for formation – while planning the formation of the Growers
Associations, top down approach has been followed instead of bottoms-up
approach. As the Associations were formed using a top-down approach, the actual
need of these organisations could not be captured. This point was mentioned
during the interaction workshops with office bearers of Associations and growers.
12. Inter-linkages between Associations – most of the Associations are not in touch
with other Associations, thus resulting in a wide communication gap between them.
Some of the state Associations in Maharashtra, Gujarat and Rajasthan organise
periodic meetings to share knowledge and progress.
13. Recognition of select Associations by Government agencies – Despite of being
registered and recognised by NHB, office bearers of the Associations are not being
recognised as representatives of growers by officials at District and State level. Due
to this situation, office bearers are not able to assist / facilitate the farmers in any
manner at field level.
14. Joining and Annual Fee – during the interaction workshops, most of the
Associations mentioned that the joining fee of Rs. 1000 and annual fee of Rs. 1000
is perceived very high for growers. This discourages the growers to associate
themselves with the related Associations.
3.3 INTERACTION WITH GROWERS
After the interaction workshops at Chandigarh and Pune, the team also visited and met
member / non-member growers, across commodities. The highlights of the interaction with
growers are as under:
1. Associations alive but not active – most of these growers mentioned that ever
since the related Associations were formed, they are alive but not active. As a
result of this inactivity, these Associations are not able to deliver envisaged
benefits to growers. Some of these Associations are exceptions and are active
namely Vegetable Growers Association of India, Grape Growers Association of
India, Stone fruit Growers’ Association and Strawberry Growers Association of
India.
2. Growers not aware about Association activities – during the interactions, most of
the growers mentioned that they were neither aware about activities of
Association nor aware about their future plans.
3. Growers selling individually or through cooperatives – most of the growers
mentioned that they were either selling their produce individually or through
farmers cooperatives. Some of these cooperatives have been operational long
before the formation of these Associations. These growers did not envisage any
role of Association in sale of produce.
4. Unity among growers non-existent – the growers also stated that unity amongst
themselves was missing, thereby resulting in their inability to come together as
members of the related Associations.
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5. Collectivisation of growers is difficult – as a result of the missing unity among
growers, the collectivisation of the growers has proved to be a colossal task. This
has also resulted in the
6. Associations are ineffectual – in most of the interactions the growers have
mentioned that although the Associations have been formed, but they are
ineffectual. The growers quoted the following points in support of their statement
• The Associations do not have clear objectives
• Most of them do not have resources or have limited access to resources
• Almost all the Associations do not have a revenue model for sustaining
themselves
• Some of these Associations are not given due recognition by Government
authorities, like Lime Growers Association in Maharashtra and Pomegranate
Association of Andhra Pradesh
7. Value perception in Association – most of the growers, during the interaction,
mentioned that they did not perceive any value by being associated with their
respective Associations in their current structure and working.
8. Credibility of Associations to deliver not well established with other stakeholders
– the growers also mentioned that Associations lacked the credibility to deliver
results. They listed the following points in support of this statement
• Due to inactivity of most of the Associations
• Lack of collectivisation of growers
• Value perception of Associations
9. Management of Association neither strong willed nor foresighted – most of the
growers stated that the management of the related Associations were neither
strong willed nor do they have the foresight to take the organisations forward.
10. No aid received from Government for promotional activities – the growers
expressed their concern that most of the Associations have not received any aid
from the Government agencies for fulfilling related expenses like promotion,
printing of publications, provision of technical knowledge and know-how.
11. Legal form of Associations – Growers have expressed concern that in their present
form, the Associations may not be able to perform their role as envisaged. In the
present form, the Associations are registered as not-for-profit societies under
Societies Registration Act, 1860. Some of the growers have suggested to change
the legal form of the Association to a cooperative or a Producer Company.
12. Negligible value addition of produce - most of the growers are selling their
produce as fresh, without any value addition, processing or diversification. They
suggested that the related Associations can provide for
• Market intelligence regarding new product forms and their acceptability with
buyers
Page - 16
• Common collection, sorting and grading units for groups of growers
• Technical know-how to support product innovation, value addition and
diversification
3.4 INITIATIVES OF SELECT ASSOCIATIONS AND GROWERS
This section describes some of the initiatives undertaken by Growers’ Associations and
individual growers.
3.4.1 Strawberry Growers Association
The study team visited various Growers’ Associations and growers and observed that the
Strawberry Growers’ Association of India was undertaking the following initiatives. These
activities were funded by the growers and the cooperative based in Mahabaleshwar,
Maharashtra.
• Organise annual Strawberry festival in Pune – The festival is organised under the
aegis of the Association and popularises products with end consumers. The festival
also aims to minimise product losses by making available marketable surplus during
harvest seasons.
• Diversified product portfolio – The Association has helped growers diversify their
product portfolio by value addition and processing. The products are being sold
through the growers cooperative are syrup, lassi, cake, jelly toffee, chikki, jam, ice
cream. This has also helped increase the shelf life of the fresh produce.
• Farm tourism – The growers and the Association also organise eco tourism for
visitors which includes staying in farm cottages, visiting farms, plucking fruits from
the farm as per choice of tourists and purchasing products at farm gate. This helps
promote the fresh produce and its value added products and popularises it with
end buyers.
The following figure illustrates a glimpse of the annual Strawberry Festival organised in Pune
by the Strawberry Growers Association of India.
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Figure 3.1: Annual Strawberry Festival, Pune
3.4.2 Guava Growers and Association
During the interaction with Guava growers and Association at Rahata, the members shared
that they have published souvenir highlighting technical know-how, organised national
symposiums and would like to diversify their portfolio to include value added and processed
products.
• Diversification of product portfolio – the Association is contemplating to diversify
the product portfolio from fresh produce to jams and juices in Tetrapak (contract
packaging).
• Publication - the Association published a souvenir for a national symposium in 2009
The following figure illustrates a glimpse of the product diversification portfolio being
planned by the Guava growers and Association of India.
Figure 3.2: Product diversification planning by Guava Growers Association of India, Rahata
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3.4.3 Vegetable Growers and Association
The study team visited the vegetable growers and Association in Narayangaon and found out
that
• Implementing NVIUC in Maharashtra – The initiative is being implemented by the
Vegetable Growers Association of India in select districts in Maharashtra.
• Registering producer companies (FPOs) – The Association is in the process of
registering four FPOs in the region
• Direct sale of vegetables in housing societies of Pune – the Association has
initiated daily sales of vegetables in housing societies of Pune. Daily almost 30-40
trucks of 2MT capacity each reach these housing societies in Pune, where fresh
vegetables are being sold to end consumers directly.
• Revenue model for Association – the Association proposes to sustain itself by
accepting contribution of 1% of all revenue generated through the Association for
these FPOs.
The following figure illustrates direct sale of vegetables, by growers, in housing societies of
Pune.
Figure 3.3: Direct sale of vegetables by growers in housing societies, Pune
3.4.4 Other noticeable initiatives
Some of the other noticeable initiatives undertaken by growers and Associations are as
under
• Insurance package – Banana Growers Association has facilitated in developing
insurance package for farmers against extreme heat and cold.
• Railway freight – Banana Growers Association have facilitated subsidisation of
railway freight from farm to market in Maharashtra, which is being supported by
NHB.
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• Annual seminar, institutional tie-up, research journal - Lime Growers Association
organised a 4-5 days annual seminar with Agriculture University as partner. They
have also provisioned for publication of research journal to provide information on
new development to growers.
• Finance by banks – Orange Growers Association has helped in 511% increase in
finance by banks
• Organic certification – Organic certification of produce was done for 9500
Stonefruit Growers, the cost of which was borne individually by growers.
The above initiatives were shared by office bearers of respective National Growers
Associations during the interaction workshop organised by NHB (National Horticulture
Board), at Pune.
Figure 3.4: Interaction workshop with office bearers of National Growers Associations,
Pune
3.5 MAPPING PROGRESSION OF GROWERS’ ASSOCIATIONS
This section assimilates the findings presented earlier in this chapter along with the current
scenario of the Growers’ Associations and mapping their progression over the years.
Based on the findings and current scenario, the study team has mapped the progression of
the Growers’ Associations. The stages of progression are described as under:
• Forming – in this stage, the Growers’ Associations were formed under the aegis of
Ministry of Agriculture, Government of India and NHB. The office bearers were
appointed for each Association and seed money provided by NHB.
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• Norming – after formation of the respective commodity Associations, NHB provided
yearly grants to each of the Associations. These funds were to be used for
establishing, stabilising and achieving the set goals, as mentioned in the by-laws of
each Association. This included organising capacity building and training sessions for
Association office bearers and growers, planning ahead for growth and hand
holding growers to achieve goals.
• Storming – in this stage, brain storming of various issues would have been
undertaken. Various issues regarding pre-harvest, production and post-harvest
would have been discussed. During this stage the role of the Associations would
have become clearer and their coordination with the growers and other
stakeholders increased. The Associations would have started evolving through their
experience and started functioning independently with little support from external
agencies. However, except one or two association, no other association has reached
to this stage.
• Performing – in this stage the Associations would have become fully functional,
independent of all support and would be able to sustain on its own, without any
external support. This is ideal for an Association.
The following figure maps the progression of the Growers’ Associations across these four
stages.
Figure 3.5: Progression of Growers’ Associations
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3.6 IMPEDIMENTS AFFECTING PROGRESSION OF GROWERS’ ASSOCIATIONS
This section summarises the impediments affecting the progression of the Growers’
Associations in terms of their performance and effectiveness. These are based on the
interaction with growers and Associations, across commodities, along with situational
analysis and observations of our team members.
These impediments can be categorised as following:
3.6.1 Motivation
There is a lack of motivation among growers and Associations alike. This has resulted in the
following
(a) Lack of growers’ willingness to aggregate
(b) Growers do not perceive value in Association
(c) Credibility of Association to deliver not well established
(d) Associations alive but not active
(e) Growers selling individually or through cooperatives – no role of Association
envisaged
3.6.2 Resources
Most of the Associations and growers mentioned that lack of adequate resources were an
important impediment in the operations of the Associations. This has resulted in the
following
(a) No Revenue model for sustenance
(b) Lack of infrastructure like office premises, furniture and fixtures
(c) Lack of professional and skilled manpower for day to day operations – management
of Associations neither strong nor foresighted
(d) Traditional marketing set up difficult to break in by Association – traders providing
input services to farmers, social bonding with farmers
(e) Lack of knowledge sharing between growers and Associations
(f) Some orchards/farms have turned senile and there is no revival plan for them.
3.6.3 Promotion and communication
It has emerged from the discussions that promotion of the Association and communicating
the purpose and activities were also lacking. This has resulted because of
(a) No customisation as per need of individual Associations
(b) No bottoms-up planning approach – growers hardly aware about Association
activities
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(c) Associations hardly connected with – Universities, Labs, extension programmes,
other institutions, service providers and vendors
(d) Communication gaps between Associations – inter linkages hardly exist
(e) No aid received from Government for promotional activities since 2009
3.6.4 Other issues
Some of the other impediments mentioned by Associations and growers alike are as under.
(a) Most associations are individual centric
(b) Objective of Association not perceived by farmers – they relate Association as
synonymous with Cooperative
(c) Select Associations not recognised by Government agencies – Pomegranate, Lime
(asked to join Orange Association)
(d) Associations are ineffectual with no clear objectives, no resources, no revenue
model, no recognised by Government authorities
(e) High joining fee and annual fee discourage growers from joining as members in
Associations
Considering all the above findings, situational analysis and interaction with Associations and
growers, the study team has drafted the suggestions and recommendations in the following
chapter for reviving the Growers’ Associations.
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4 SUGGESTIONS AND RECOMMENDATIONS
At the time of formation of the Growers’ Associations it was thought that they would pass
through all the four stages of progression, as mentioned in the previous chapter (section
3.5). It is evident from the findings and situational analysis that the Associations have not
been able to progress as envisaged.
This chapter encloses the revival strategy for these Associations.
Biggest gap identified during the diagnostic study is that there is no presence of these
associations at the ground level and lacks direct connect with the growers. Therefore, the
strategy for revival of these associations should be based on assurance of active
participation of growers in the association.
Second major issue expressed by the growers was that the existing associations are not
representing growers’ group but are individual centric, therefore the revival strategy should
ensure participatory, democratic and collective relation as well as ownership of association
with the growers. Ideally the relationship between farmers and association should start from
commensalism (where growers get tangible benefits from association) and over period of
time it should lead to mutualism (farmers and associations both getting benefited from
existence of each other)
Third issue identified is relating to financial sustainability of the associations, for which the
revival strategy should have components of tangible benefits for the growers in turn of
which viable business model can be evolved for association (commensalism to mutualism).
A number of commodity growers’ association at International level were studied and
examined. Out of these a couple of international growers’ associations’ working models
were examined in detail and their key take away were customised to suit the context of
associations in India. These two cases have been presented as below:
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Figure 4.1: Case I: Greenery - Commitment from Farm to Fork
Greenery, formed in 1996 by merging of nine Dutch fruit, vegetable and mushroom
auctions, is owned by VTN (a horticulture cooperation of fruits, vegetables and
mushrooms in the Netherlands). A large number of Dutch growers are therefore, not
only suppliers but also members and shareholders of the cooperative. Good
performance of Greenery in the market is in direct interest of member growers.
Greenery also obtains its produce from sources over the entire world and supplies them
fresh to a multitude of customers on a daily basis.
Together with the forward thinking member growers, Greenery works on various options
of optimising the supply chain. It unites the sources and has direct contact with the final
customer as a single company. The supply chain for fruits and vegetable can not possibly
be shorter than this.
Partnership with the growers helps Greenery in maintaining consistent quality and
supplying the produce as per customer demand. Company demands that its national and
international suppliers comply with EUREGAP or comparable quality system. If customer
stipulates a different quality assurance system, growers are selected who comply with
these regulation and standards. The Greenery supports its associated growers in product
innovation and cultivation method. A digital system has been developed providing up-to-
date details of the cultivation methods used by the suppliers. Partnership developed
with the growers and use of modern technology has made it possible for Greenery to
consistently maintain the quality of product from production to the end consumer and
develop such an efficient supply system across the world.
Greenery has developed customised logistic solutions for bulk delivery at the distribution
centres as well as for retailers. The company is a successful example of optimising the
supply chain for fruits & vegetables, developing a quality management system and
ensuring markets for the produce by cooperation and joint efforts.
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Figure 4.2: Case 2: Washington Apples – Evolution and Impact due to Globalisation
The origin of Washington Apples can be traced to the late 19TH century when settlers
experimented with small orchards, intended for family and local use. It was discovered
that the soil and climatic conditions were ideal for producing a high quality fruit. The
orchard owners started selling these apples domestically and internationally.
Over the years, the apple growers have widely accepted the necessity of global markets
for marketing a rapidly expanding volume of fruit.
The Government, on their part, has played and continues to play a crucial role in the
development and globalization of the Washington Apple industry. Washington’s first
orchards were developed as part of a Government sponsored programme to settle the
western frontier. Irrigation projects by Government enabled subsequent expansion of
apple production in Washington. The Government also plays an important role in the
financing of international marketing promotion efforts, which have grown considerably
over the past two decades along with negotiating stringent trade barriers.
In order to meet varying demand expectations and Government regulatory
requirements, Washington Apple growers had to modify operations and plant new
varieties. Global distribution of Washington Apples has helped sustain the industry and
growers. It has also hastened the industry’s consolidation and integration, along with
transitioning from a geographically concentrated-family operated origin to an
organisationally concentrated, vertically integrated and more geographically dispersed
industry.
Over the past two centuries this industry has evolved phenomenally. Increasing
international sales and product differentiation, combined with technological advances in
storage and shipping has had wonderful effects on the industry and its growers.
The growers have added new varieties of apples, increased production volumes,
improved storage technology and year round shipping have led to longer periods of
employment. Work in the orchards, including planting, thinning, pruning and harvesting
stretch over many months of the year. This has resulted in introduction of automation in
packing, storage and shipping operations, relocating facilities to low-cost areas, thus
optimizing overall costs for growers. Most warehouses and storage facilities also operate
all through the year.
The example of Washington Apple industry demonstrates that globalization helps
production, integration and entrenchment in local places.
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The learning of these cases is as below:
• Growers should see direct benefit in associating with the association;
• Association should ensure minimum number of member, which can guarantee
economy of scale for running the association in terms of various business activities;
• The existence and sustenance of association is possible only, if individual member /
group of member / member organisations are profit centre in themselves;
• There should be clearly defined roles and responsibility for association, its elected
representative and officials / staff as well as governance of association.
In order to revive the Growers’ Associations, the strategy which could be adopted is
depicted in the following figure.
Figure 4.3: Strategy to revive Growers’ Associations
The aforementioned strategy is detailed as under:
4.1 Jumpstart progression of Growers’ Associations
In order to revive the Associations and synchronise them for progression, it is imperative to
jumpstart these organisations from their present dormant state. A couple of measures which
can jumpstart these organisations are as under:
4.1.1 Appointment of secretariat
To create a support structure and also to purge the image of individual centricity, the first
step required is to create a secretariat, which will also help the Associations tide over the
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human resource impediment. Initially common secretariat can be created for various
associations to pull the resources.
This secretariat will comprise management professionals and experts who can jump start
activities with seed funding from the Government. The proposed secretariat should have
well defined mandate in terms of role, responsibilities, authority and deliverables.
4.1.2 Arranging initial seed fund
Currently, neither CIH nor any other association has any source of income; therefore, initially
Government should provide seed funding to run the secretariat at least for two years. This
initial funding can also come in form of a project like it has been done in case of Vegetable
Growers’ Association of India (VGAI), wherein SFAC has provided fund to VGAI for vegetable
farmers’ mobilisation under NVIUC. In cases, where there are no commodity specific
projects, funds for initial mobilisation of farmers can be arranged from different schemes of
NHB or from National Horticulture Mission. This can provide the necessary impetus and
initial funding to these Associations.
Growers’ mobilised at the grass-root level can be organised into different forms of
‘collectives’ such as FIGs, Cooperatives, Producer Companies etc. These ‘collectives’ should
have strong business models and income sources. These ‘collectives’ should join the
Commodity Specific National Association as its members.
4.1.3 Commencement of operation
Once ground level ‘collectives’ are in place, secretariat should organise initial meetings of
members for electing ‘Members’ Council’ and office bearers of the Associations. Once office
bearers like Chairman, Secretary, Treasurers and Head of different committees of
associations are elected, the secretariat will start reporting to the elected member.
Therefore, the growers’ association led by elected members will come into existence only
once the primary ‘collectives’ as members are firmly constituted on ground.
4.2 Role clarity and objectivity of Growers’ Associations
It is essential to have a clear role for the Associations, in order to make them more vibrant
and help them achieve their goals. The expectations and objectivity should also be set for
their smooth functioning.
4.2.1 Defined annual goals and deliverables
Associations would need to develop annual action plans with clearly set goals and
quantifiable targets.
4.2.2 Revenue model
A suitable revenue model needs to be devised for sustaining the Associations. Member
Growers’ organisations should annually contribute as annual membership fee to the
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Association. In addition to this, each association should identify specific activities for which
sponsorships / grants / other funds can be raised from different organisations / agencies /
government.
4.2.3 Policy advocacy
In order to benefit the larger audience of growers, the policies of the Government need to
be aligned with the work being undertaken by growers. This task of representing the
growers, for suitable policy recommendation with the Government, can only be done by the
Association. In this regard, association should devise adequate mechanism for continuously
getting inputs from the growers as well as representing these issues / challenges at various
relevant platforms.
4.2.4 Linkages for growers
By virtue of being a congregation of large number of growers, the Association would become
the single largest source for their linkage with markets and other service providers. The
linkages would benefit the growers as they would be able to bargain and procure at
reasonable costs and also markets where they would be able to realise higher value for their
produce. The Associations would be easily able to link growers with
(a) Universities (transfer of technical know-how, propagation of new and innovative
varieties, etc.)
(b) Laboratories (quality certification and testing of soil, produce and value added
products)
(c) Extension Programmes (effective and innovative growing techniques with
practical demonstration to growers)
(d) Markets (institutional and retail)
(e) Service Providers (e.g. transporters, packaging material providers, cold stores,
input suppliers, plant and machinery providers)
(f) Institutions namely APEDA, NHB (forward linkage with markets and Government
schemes), etc.
4.2.5 Knowledge sharing and dissemination
Associations should continue and enhance their role as information providers to growers. In
addition to sharing information like market trends, new and technology improvements, etc,
the organisations can also disseminate published material from various Central and State
Departments, Research Institutes, Universities etc. Therefore, these Associations will
function like resource institutions and a single point of information gateway for both
growers and external stakeholders like scientists, Government agencies, buyers, service
providers, etc.
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4.2.6 Development of existing and new markets
Due to the collectivisation of growers and aggregation of their produce, the Associations
would have the advantage of bargaining power with potential buyers (institutional and
retail).
(a) Institutional sale – volume sale of fresh produce to large organised retail chains
like Reliance Fresh, Mother Dairy, Food Bazar, Spencers, Sabka Bazar, etc. and
value added processors like Pepsico, Parle, etc.
(b) Retail – Associations can arrange for growers to sell their fresh produce directly
to end buyers in apartments and housing societies. The Vegetable Growers
Association of India has started work on a similar model by selling fresh
vegetables in Pune housing societies. This is a win-win situation for both growers
and buyers, as growers are able to realise more value for their produce and
buyers are able to purchase fresh vegetables at prices lower than existing retail
rates.
4.3 Management of Associations
Smooth functioning of Associations and coordination between them is essential in order to
help them achieve their goals. In the present scenario, the Associations are not having any
mechanism for governance and participation from members. In order to bring in more
professionalism and make these Associations operationally effective, it is suggested that a
two tier structure be formed within the existing structure of these organisations. The
proposed structure is depicted in the following figure.
Figure 4.4: Proposed tiered structure of Growers’ Associations
Confederation of Indian
Horticulture (CIH)
Growers’ Association Growers’ Association Growers’ Association
Secretariat
Member (Growers’ Cooperative /
FIG / Producer Companies / Any
other collectives
Member (Growers’ Cooperative /
FIG / Producer Companies / Any
other collectives
Member (Growers’ Cooperative /
FIG / Producer Companies / Any
other collectives
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4.3.1 Tier 1: CIH (Confederation of Indian Horticulture)
CIH is the federation comprising all Growers’ Associations. The members of CIH will comprise
nominated representatives of each Association. The proposed operating rules under this
structure would be:
(a) Nominations of representatives will be done every year
(b) The nominated representative to CIH can extend tenure up to two years, beyond
which he/she has to relinquish the nomination for a new nominee.
(c) An individual may be re-nominated to CIH after a break of at least one year
between two tenures
(d) The role of CIH will be to act the front face for all Growers’ Associations with the
Government and other external stakeholders. Broadly the role of CIH will be
policy advocacy, establishing linkages for growers, knowledge sharing and
dissemination, development of existing and new markets.
4.3.2 Tier 2: Growers’ Associations
The Associations will be specific to each commodity, as currently functional. As the need of
growers associated with each commodity is different, it would be prudent to continue this
structure. Each of these Associations will nominate two members each year for
representation with CIH.
All commodity Associations have by-laws, which were formulated during formation of these
organisations. It is suggested that
(a) The growers elect the office bearers of the Association every two years, namely
the President, Vice President, General Secretary.
(b) These elections will be democratically held, employing the voting method used
for general elections.
(c) The elected representative may stay in office up to two years, beyond which
he/she has to relinquish the position for a new individual.
(d) An individual may be re-elected to the office bearer position after a break of at
least one year between two tenures.
(e) The role of the Associations would be as mentioned in section 4.2 above.
The secretariat will have to provide required administrative support for organising elections
every two years and should ensure that democratic procedures are followed while electing
the office bearers.
4.3.3 Secretariat: Support to CIH and Growers’ Associations
The proposed secretariat can either be formed at the National Horticulture Board on behalf
of CIH by engaging individual professionals or by appointing a professional agency. The
Secretariat will have expertise in the area of management and commercial horticulture and
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will manage the day to day operations of these Associations, as mentioned under section 4.2
above.
The proposed secretariat will work for all Associations and will comprise appointed
professionals for general management, accounts, marketing, etc. This will help achieve
(a) Economies of scale for the Associations – it will not put the cost burden on any
one organisation. This cost can be shared between the Associations.
(b) Cross pollination of ideas and revenues – the Secretariat will circulate ideas
between growers and Associations, thus leading to cross pollination of ideas and
practices between regions, thereby leading to reduction of costs and generating
sources of revenue.
(c) Optimal resource utilisation – being a common Secretariat for all Associations,
there will be optimum utilisation of all resources and will minimise costs.
4.4 Activities of Associations
As suggested by most of the growers and Associations, during the interaction workshops and
field visits, the following activities can be taken up by the Associations with support from the
appointed Secretariat.
4.4.1 Branding and Promotion
It is imperative that branding and promotion activities be taken up by the Associations to
promote their produce with end consumers.
(a) Publications – This can be done through a consolidated publication for all
Associations.
(b) Festivals – Organise festivals like Strawberry and Mango in major metropolitan
cities across India. Also participate in such festivals abroad.
(c) Eco-tourism – Initiate farm visits and tourism for additional income e.g. in case of
Strawberry where end consumers are invited to the farms, stay there and are
escorted through the farms by growers.
4.4.2 Technology Promotion
Along with branding and promotion, technology and development needs to be made
available to growers.
(a) Linkage with Universities and technology providers – New and improved
technical advancements will improve productivity of growers and reduce
storage/ process losses.
(b) Value addition and processing of products – this needs to be initiated as it will
increase higher value realisation for growers. Currently most of the growers do
not add any value or process the fresh produce.
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(c) New techniques of post harvest facility management – implementing new
techniques of post harvest management will minimise losses for growers.
4.4.3 Product Value Addition
Grower and Associations need to add value to the basic product for higher value realisation.
This will also increase the shelf life of the product.
For example, in case of Strawberries, which have an average shelf life of two days, the
Strawberry Growers Association of India and the Farmer’s cooperative have introduced
products like
• Syrup
• Lassi
• Cake
• Jelly toffee
• Chikki
• Jam
• Ice cream
4.5 Conclusion:
From the Diagnostic Study of the existing Growers’ Association, it is very clear that radical
changes are required for revival of the Associations. These changes should be directed
towards engagement of growers in real term, transparency of systems, accountability of
individuals engaged in the associations and sustainability of institution. Looking at the
experience of various producer organisations / associations at the global level, it is clear that
management of association should have both managerial and technical team to support the
growers and direct the association.
Initial financial and managerial support from Government in form of seed fund and
secretariat can facilitate the associations in strengthening their roots at the ground and
thereafter in sustaining themselves on their own. This can only be ensured by following
BOTTOM – UP approach instead of TOP DOWN, therefore, thinking is required to revisit the
original model proposed for creating these associations.
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Annex 1: Group Discussion checklist for President/VP of Associations
Name …………………………………………………………………………………………
Name of Association & year of formation ………………………………………………….……….
Address ………………………………………………………………………………………….
Mobile ………………………………… Email ID……………………………………………..
1. Role of Association
a) What led to the formation of the Association? (to be described in detail)
b) What are the objectives / goals of the Association? (to be described in detail)
c) What institutional building activities were undertaken by Association at the time
of its formation? (to be described in detail)
d) What have been the achievements of your Association since its formation? (to be
described in details)
2. What tangible benefit is the Association providing to the members? (to be described in
detail)
1) Availability of farm inputs like seeds, fertilizers, sprinklers, etc.
2) Availability of credit facility from banks/financial institutions, service providers, Govt.
schemes etc.
3) Provision of post-harvest facilities like collection centres, packing houses, etc.
4) Provision of cold chain facilities for storage of perishables
5) Establishing linkages with technical agencies and service providers
6) Availability of processing facilities like pulping, juicing, vacuum packing, freeze drying,
etc
7) Provision of linkages with buyers
8) Aiding members with pricing, labeling, packaging, etc.
9) Aiding members to export produce by means of collectivization
10) Any other, please specify
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3. About the Association
a) What are the present activities being undertaken by the Association? (to be
described in detail for last 3 years)
b) What are the additional activities (apart from ones mentioned above) being
undertaken by the Association? (to be described in detail)
4. Financial capability of Association
a) What is the amount of grants received from NHB per year (since formation of the
Association)?
b) What are the assets of the Association (movable and immovable)?
c) Please provide the Audited Financial statements for last 5 years (FY 2007-08,
2008-09, 2009-10, 2010-11, 2011-12) which would include:
a. Profit & Loss Statement / Income & Expenditure statement
b. Balance sheet
d) How much credit to members has been provided through the Association (please
mention total amount in Rs.)?
e) How many members / beneficiaries have received loans/credits from
banks/financial institutions and Govt. schemes?
5. Linkages
a) How often do you coordinate with and for what purpose? (to be described in
detail)
• NHB
• Govt. officials for schemes
• Banks/Financial Institutions
• Service providers
• Buyers
• Other associations
• Any other, please specify
b) How often do you coordinate with members, for what purpose? (to be described
in detail)
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6. Mobilization Activities undertaken by Association (to be described in detail)
a) What have you done to increase your membership base (since inception of
Association)?
b) How many Capacity building / Technical Trainings / exposure visits, etc. have you
organized for members (since inception of Association)?
c) What have you done to motivate your members to participate in Association’s
activities?
7. Please mention in detail the “GAPS” in the effective functioning of Association?
8. Are you satisfied / content with functioning of the Association? Please describe in details
“WHY”.
9. Please provide some suggestions to improve the functioning of the Association.
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Annex 2: Group Discussion checklist for Growers and Producers
State District
Block Tehsil
Village
1. Role of Association
a) Are you aware of the Growers Association for your produce (Yes/No)?
b) What led to the formation of the Association? (to be described in detail)
c) What are the objectives / goals of the Association? (to be described in detail)
d) What institutional building activities were undertaken by Association at the time
of its formation? (to be described in detail)
e) What have been the achievements of your Association since its formation? (to be
described in detail)
2. How has the Association helped you? (multiple choice questions – to be described in
detail)
1. Availability of farm inputs like seeds, fertilizers, sprinklers, etc.
2. Availability of credit facility from banks/financial institutions, service providers,
Govt. schemes etc.
3. How much credit to members has been provided through the Association (please
mention total amount in Rs.)?
a. Year
b. Amount (Rs.)
4. Provision of post-harvest facilities like collection centres, packing houses, etc.
5. Provision of cold chain facilities for storage of perishables
6. Establishing linkages with technical agencies and service providers like Universities
and logistics providers
7. Availability of processing facilities like pulping, juicing, vacuum packing, freeze
drying, etc
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8. Linkages with buyers
9. Aiding with pricing, labeling, packaging, etc.
10. Aiding to export produce by means of collectivization
11. Trainings (numbers)
S. No. Year Technical (number & subject) Managerial (number &
subject)
12. Exposure visits (please mention the following)
c. Places visited
d. Produce
13. Any other, please specify
3. Linkages
(f) How often do you coordinate with and for what purpose? (to be described in detail)
• NHB
• Govt. officials for schemes
• Banks/Financial Institutions
• Service providers
• Buyers
• Other associations
• Any other, please specify
(g) How often does the Association coordinate with you and for what purpose? (to be
described in detail)
S. No. Frequency Purpose
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4. Mobilization Activities undertaken by Association (to be described in detail)
(a) What has the Association done to increase the membership base (since inception of
Association)?
(h) How does the Association motivate you to participate in Association’s activities?
5. Are you satisfied / content with functioning of the Association? Please describe in details
“WHY”.
6. Please mention in detail the “GAPS” in the effective functioning of Association?
7. Please provide some suggestions to improve the functioning of the Association.
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Annex 3: Interaction workshop with office bearers of Growers
Associations, organised at Chandigarh on January 17, 2013.
Participants:
S. No. Organisation Name & Designation
1 Apple Growers Association of India Mr. Raminder Chauhan, President
2 Mango Growers Association of India Mr. D.K. Sharma, Vice-President
3 Stone Fruit Growers Association of
India
Dr. R.S. Minhas, President
4 Stone Fruit Growers Association of
India
Mr. Visheshar Negi, Executive member
5 Cashew stone fruit Growers
Association of India
Mr. Harish Chander Laletoo
6 NHB, Chandigarh Mr. Harinder Singh, Horticulture Officer
7 The Orchid Society of India Ms. Anuprabha
8 NHB, Chandigarh Mr. Pushpendra Arya, Sr. Asst. Director
9 The Orchid Society of India,
Chandigarh
Dr. K.C. Mahant, Assoc. Professor Botany
10 NHB, Delhi Dr. R.K. Sharma, Director
11 Synergy Technofin Pvt. Ltd. Mr. Alok Srivastava
12 Synergy Technofin Pvt. Ltd. Mr. Amit Chatterjee
Page - 40
Annex 4: Interaction workshop with office bearers of Growers
Associations, organised at Pune on January 21, 2013.
Participants:
S. No. Organisation Name & Designation
1 Grape Growers Association of India Mr. Sopan Kanchan
2 Guava Growers Association of India Mr. Vinayak Dandavate
3 Vegetable Growers Association of India Mr. Shriram Gadhave
4 Banana Growers Association of India Mr. Bhagwat Patil
5 Pomegranate Growers Association of India Mr. Prabhakar Chandane
6 Pomegranate Growers Association of Rajasthan Mr. Anil Rathi, President
7 Pomegranate Growers Association of Karnataka Mr. Devendra
8 Pomegranate Growers Association of Karnataka Mr. Amaresh K. Shettar
9 Pomegranate Growers Association of Andhra
Pradesh
Mr. Sudhakar Rao
10 Pomegranate Growers Association of Andhra
Pradesh
Ms. Sudha Surendra Pal
11 Acid Lime Growers Association Mr. Rajesh Bhat
12 Pomegranate Growers Association of
Maharashtra
Mr. Maruti Borate
13 Orange Growers Association of Maharashtra Mr. Dhananjay Totey
14 Orange Growers Association of Maharashtra Mr. P. G. Jagadeesh
15 MSAMB, Pune Mr. Ajay J. Kudale
16 NHB, Pune Mr. Lakshman Singh
17 Flowers Growers Association of Maharashtra Ms. Megha Barse
18 NHB Mr. Bani Singh
19 Synergy Technofin Pvt. Ltd. Mr. Sunil Sihag
20 Synergy Technofin Pvt. Ltd. Mr. Amit Chatterjee
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