India: Advanced Project Preparedness for Poverty Reduction - Institutional Development for a Value Chain Approach to Agribusiness in Bihar and Maharashtra (Subproject 12)
The TA component-subproject 2 (Capacity Development in Value Chain Management for Agribusiness) and subproject 3 (Capacity Development for Agribusiness Value Chains and Marketing Legai Framework in Bihar) are included in the TA Cluster for Advanced Project Preparedness for Poverty Reduction (C-TA 0003), which was approved on 31 August 2009. This component TA merges subprojects 2 and 3 into one subproject, with the titie 'Institutional Development for a Value Chain Approach to Agribusiness in Bihar and Maharashtra.' This is because of the same nature of the TA activities associated with the same multitranche financing facility (MFF) for the Agribusiness Infrastructure Development Investment Program.
South Asia Department
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- Agriculture, natural resources and rural development
|Project Name||Advanced Project Preparedness for Poverty Reduction - Institutional Development for a Value Chain Approach to Agribusiness in Bihar and Maharashtra (Subproject 12)|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Inclusive economic growth
|Drivers of Change||Governance and capacity development
|Sector / Subsector||
Agriculture, natural resources and rural development / Agricultural production
|Gender Equity and Mainstreaming|
|Description||The TA component-subproject 2 (Capacity Development in Value Chain Management for Agribusiness) and subproject 3 (Capacity Development for Agribusiness Value Chains and Marketing Legai Framework in Bihar) are included in the TA Cluster for Advanced Project Preparedness for Poverty Reduction (C-TA 0003), which was approved on 31 August 2009. This component TA merges subprojects 2 and 3 into one subproject, with the titie 'Institutional Development for a Value Chain Approach to Agribusiness in Bihar and Maharashtra.' This is because of the same nature of the TA activities associated with the same multitranche financing facility (MFF) for the Agribusiness Infrastructure Development Investment Program.|
|Project Rationale and Linkage to Country/Regional Strategy||The TA seeks to address institutional and capacity constraints' that would potentially impede effective implementation of existing reforms to agricultural marketing and on the establishment of modern integrated value chains (IVCs). Under these reforms, the private sector will be encouraged to invest into essential marketing infrastructure. and provide management of these facilities, within a model that seeks to develop spatially linked market channels. Through the provision of such infrastructure by the private sector for high value horticultural crops, the cost of value chain establishment and management are reduced. Awareness of the benefits of adopting a value chain approach and capaCity to develop and support the development of such value chains is weak along the value chain stakeholders' and the public sector officers which will playa facilitation, coordination and supportive role.|
|Impact||Demand responsive value chains for high value crops established in some regions|
|Description of Outcome||Approach for demand driven value chains prioritized in the agrimarketing policies and plans of the States|
|Progress Toward Outcome||TA closed on 31 Dec 2015 to complete activities.|
|Description of Project Outputs||
1. Increased awareness and capacity to develop demand driven agrimarketing marketing strategies by value chain stakeholders and the service sector
2. Increased capability to support demand driven horticultural value chains within the public sector and NGO/Service Sectors
3. Institutional Framework for an agrimarketing implementation strategy using value chains approach developed
|Status of Implementation Progress (Outputs, Activities, and Issues)||The consultants under the TA helped the implementing agencies to better understand the characteristics of the agribusiness sector and its challenges. The TA supported the assessment of the PPP model adopted under Loans 2669 and 2837.|
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design||The need for the TA was identified during stakeholder consultations and workshops undertaken during the design of the Agribusiness Infrastructure Development Investment Program.|
|During Project Implementation||Sector stakeholder consultations will be done through surveys that will be undertaken for the agrimarketing strategy, communication and media strategy, as well as through needs assessment study for training and organizational institutional needs.|
The TA engaged the services of four international consultants for a period of 5.75 person-months and a total of 38.27 person-months of national consultants for a total of 44.02 person-months a consulting firm in two packages, one for each State, using QCBS.
Four individual consultants are recruited through ICS, off which two are national and two are international consultants.
National Project Management and Procurement Consultant (66 working days [WDs]); and Agribusiness Specialist (30 WDs)
International PPP Agribusiness Specialist (40 WDs) and Legal Expert (70 WDs)
These recruitments done using ADB Guidelines on the Use of Consultants.
|Procurement||All procurement to be financed under the TA, such as equipment (computers, printers, fax, scanners) will be carried out in accordance with ADB's Procurement Guidelines. Upon TA completion, the equipment will be handed over to the EAs.|
|Responsible ADB Officer||Spantigati, Paolo|
|Responsible ADB Department||South Asia Department|
|Responsible ADB Division||Environment, Natural Resources & Agriculture Division, SARD|
Bihar Department of Agriculture
Department of Agriculture, Barrack no. 13, Main Secretariat, Patna, India 800015 Maharashtra Department of Cooperation, Marketing and Textile
Mantralaya, Mumbai - 400 032, Maharashtra, India
|Concept Clearance||02 Nov 2005|
|Approval||15 Dec 2010|
|Last Review Mission||-|
|Last PDS Update||10 Feb 2016|
|Approval||Signing Date||Effectivity Date||Closing|
|15 Dec 2010||12 Dec 2011||12 Dec 2011||31 May 2012||31 Dec 2015||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|0.00||850,000.00||275,000.00||0.00||0.00||0.00||1,125,000.00||18 Nov 2021||660,560.16|
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