Animal Husbandry, Dairy Development and Fisheries Department

Project Report series FR-I



Functional Review of Maharashtra State Departments- A step towards good governance

DETAILED REPORT Animal Husbandry, Dairy Development and

Fisheries Department

Prepared for YASHADA by Dr. R. K. Mahuli, BAIF

Edited by Project Management Team and Principal Consultant Research and Documentation Centre, YASHADA (Funded by the Ford Foundation)

YASHADA Team

Ratnakar Gaikwad, IAS Director General

Dr. K.S.Nair Deputy Director General (Research)

Kishori Gadre Additional Director, ATI

Sumedh Gurjar Additional Director, RDC

Nidhi Malik Project Coordinator

Principal Consultant Dr. Nitin Kareer, IAS

Consultants for the project

U.C.Sarangi, IAS Agriculture Department

J.Y.Umranikar, IPS Home Department

Dr.Ram Kharche

Cooperation Department

Sudhakarrao Joshi, IAS (Retd.) Revenue Department

R.S.Surve, IAS (Retd.)

Rural Development Department

Dr.M.A.Ghare Water Conservation & Water Supply

Department

Dr Sudhir Bhongale Irrigation Department

Dr. Robin. D. Tribhuwan

Tribal Welfare Department

Ruma Bavikar Social Justice & Women & Child Welfare

Department

Meher Gadekar Primary Education Department

Dr. R.K.Mahuli

Animal Husbandry, Dairy and Fisheries Department

Preface I am very delighted to present the Detailed Reports on the Functional Review of State Departments of the Government of Maharashtra. Hitherto, occasional reviews have been carried out by specially constituted commissions and committees, of which the most recent and noteworthy are the Reports of Good Governance Committee (2000) and Administrative Reforms Committee (2002). The point of departure for the present study is the landmark recommendations made by Administrative Reform Committee, which emphasized on the need for Functional Review of the State Departments. The committee also specified YASHADA as the competent and apt agency for conducting such a review. It was a great challenge and moral obligation to stand up to the trust placed on YASHADA by the Committee. The task was complex, multidisciplinary and stupendous. A lack of clear methodological precedence and background studies made it more difficult. The present eleven Detailed Functional Review Reports are a joint effort of the Core Project Management Team in the Research and Documentation Centre, YASHADA, Chief Consultant Shri Nitin Kareer, IAS, and a panel of specialists in various spheres of governance. The Departments were classified into policy departments, regulatory departments, development and support departments, service delivery departments and social issues departments. These eleven Detailed Department Reports along with the overall summary report will help in formulating the overall governance and policy strategy for the Government of Maharashtra. Ford Foundation, New Delhi has supported the entire project process generously from its conceptualization till its completion. The Foundation has been considerate enough to understand the project process as it evolved overlooking various restraining factors and mid-course corrections during the project progress. The Project Team at Research and Documentation Centre, YASHADA comprising of Dr. K.S.Nair, Deputy Director General (Research), Sumedh Gurjar, Addl. Director (RDC), Kishori Gadre, Addl. Director (ATI) and Nidhi Malik, Project Coordinator has been able to formulate a clear-cut stage wise methodology for Functional Review of State Departments. Stage I involved study of the literature, review of legislative policies and Acts through PEST Analysis that provide the basic framework for the department’s existence. The identification of purpose of existence of department (Vision-mission), listing of the department’s functions, study of organisational structures, role-function correlation and structure-function analysis was done in Stage II. Vision and Mission of the departments was formulated through participative process involving the stakeholders. Stage III involved the functional analysis of the department with identification of the core, repetitive, redundant and new functions of the Department. Stage V focused towards field study and Stage VI formed overall

recommendations. The study has specific recommendations for improved systems and work methods; systems for resource allocations; performance measure and monitoring, training, capacity building, futuristic perspectives for the state level departments. The project aims to look at the departments from the point of view of being able to perform the assigned functions in the best manner possible. This has been achieved though specific recommendations on rightsizing, outsourcing and e-governance. YASHADA has in fact been able to define and make operational the review process methodology and framework, which is generic in nature for taking the functional review project forward. The functional review framework can be adapted for other departments, given the fact that the functional review of the state departments is essentially a continuous process, which cannot be truly complete at any stage, and in this sense, any contribution towards this process, however small or big it may be, is significant in its own right. The framework is actually a springboard for promoting the concept of Good Governance as a whole. The functional review project is first of its kind in Maharashtra with the earlier reports focusing more on the wider concept of good governance and its implications on the overall Government machinery. Hence, conceptually these reports are the first concrete effort made at this scale to evolve leaner and more focused Government departments. As such, the study did not have much to fall back upon in theoretic sense and should be treated as a stepping-stone towards reforms in State Government departments. As it stands, the department wise reports perhaps raise more questions than they answer. But that is precisely the purpose. We are confident that the issues raised by the report will inspire more such research in future. As the policy arm and the apex-training institute of the Government of Maharashtra, we hope that the recommendations put forward by YASHADA for various departments are considered and implemented by the concerned departments of the Government of Maharashtra.

Ratnakar Gaikwad, IAS Director General, YASHADA

Acknowledgements The Functional Review Report is a result of the generous financial backing extended by the Ford Foundation, New Delhi. Our first thanks go to Shri Bishnu Mohapatra and his team from the Foundation. The initiative taken by the Government of Maharashtra in terms of appointment of YASHADA along with a Chief Consultant facilitated a smooth launching of the project. The then Chief Secretary Shri Ajit Nimbalkar, IAS, took active interest in this aspect. The Chief Consultant Shri Nitin Kareer, IAS, provided active support and guidance throughout the execution of the project. His vast experience and deep insight in the field of public administration proved valuable in steering the project in the right direction. Our eminent Consultants have made the key contribution of formulating detailed reports on individual departments. These include Shri Sudhakarrao Joshi, IAS (Retd.); (Revenue Department); Dr.Ram Kharche (Co-operation Department); Smt. Ruma Bavikar (Departments of Social Justice and Women & Child Development); Dr. M. A. Ghare (Departments of Water Conservation and Water Supply); Dr. R. K. Mahuli (Animal Husbandry Department); Dr. Robin. D. Tribhuwan (Tribal Development Department); Shri R. S. Surve, IAS (Retd), (Rural Development Department); Shri U. C. Sarangi, IAS, (Agriculture Department); Shri J. Y. Umranikar, IPS, (Police Department); and Shri Meher Gadekar (Primary Education Department). Also our thanks to other people associated with the project including Shri. Sudhir Bhongale (Irrigation Department); Capt. Deshpande, IAS (Retd.); Dr. Bharat Bhushan (Employment and Self-Employment Department); Prof. Pradeep Apte; and Smt. Bhushana Karnadikar (GAD, PD and FD Department). This exercise would not have been possible without active co-operation of the officials and staff of the departments reviewed. The nodal officers appointed in each of these departments deserve a special mention. They helped in facilitating departmental interface with the consultants and providing an insider’s view of the concerned department. These include Shri Ramakant Asmar, Jt. Secretary (Revenue Department), Shri. Y. D. Khavale, Jt. Secretary (Cooperation Department), Smt. V. A. Parkar, Dy. Secretary (Social Justice Department), Shri. C. B. Turkar, Dy. Secretary (Women and Child Development Department), Shri. Ulhas Bhoite, Dy. Secretary (Water Conservation and Water Supply Department), Shri. S. N. Dhakate, Dy. Secretary (Animal Husbandry Department), Shri. S. N. Dhakate, Dy. Secretary (Tribal Development Department), Shri. Patinge, Dy. Secretary (Rural Development Department), Shri. M. C. Gokhale, Dy. Secretary (Agriculture Department), Shri. Harshadeep Kamble, Dy. Secretary (Police Department), Shri. G. D. Kokane, Jt. Secretary (Primary Education Department), Shri. A. K. Tiwari, Jt. Secretary (General

Administration Department), Shri. P. A. Mahindrakar, Deputy Secretary (Finance Department), Shri. K.M.Pawar, Jt. Secretary (Planning Department), and Shri. C.B.Ghadi, Deputy Secretary (Employment and Self Employment Department). Members of YASHADA faculty, who have made significant contributions as departmental co-ordinators include Shri. Mukund Rathi, Shri. P. S. Wankhede, Shri. Vijay Suryawanshi, Shri. R. L. Chavan, Shri. R. P. Pawar, Shri. S. G. Waidande, Shri. Yashwant Shitole, Dr. D. B. Rane, Smt.Jayashree Tadelkar, and Smt. Kishori Gadre. Finally, we are thankful to all those who directly or indirectly contributed to this important exercise.

Prof. K. S. Nair Deputy Director General (Research) & Project Management Team

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department

(Government of Maharashtra)

Table of Contents

PREFACE ACKNOWLEDGEMENTS EXECUTIVE SUMMARY............................................................................................................................................. I SECTION I CHAPTER I ................................................................................................................................................................ 1 HISTORY AND POLICY REVIEW OF THE ANIMAL HUSBANDRY DEPARTMENT ............................................ 1 Introduction............................................................................................................................................................... 1 Brief Overview of the Animal Husbandry Department......................................................................................... 1 Historical Review of the Animal Husbandry Department .................................................................................... 3 Policy Review of Livestock Development ............................................................................................................. 6 Methodology for the Functional Review................................................................................................................ 8 CHAPTER II ............................................................................................................................................................. 10 VISION, MISSION AND STRUCTURE OF THE DEPARTMENT........................................................................... 10 Vision and Mission of the Animal Husbandry Department ............................................................................... 10 Functions of the Animal Husbandry Department ............................................................................................... 10 Field Implementation Structure and Responsibilities........................................................................................ 15 Organisational Structure ....................................................................................................................................... 16 CHAPTER III ............................................................................................................................................................ 24 FUNCTIONAL ANALYSIS....................................................................................................................................... 24 Core, Redundant, Repetitive and New Functions and their activities ............................................................. 42 CHAPTER IV ............................................................................................................................................................ 47 FIELD LEVEL ANALYSIS ....................................................................................................................................... 47 Introduction............................................................................................................................................................. 47 Methodology for the Field Study .......................................................................................................................... 47 Observations and Comments on Animal Health and Veterinary Services...................................................... 50 Animal Health and Veterinary Services- Some Observations........................................................................... 52 The Cattle and Buffalo Development Function................................................................................................... 58 Sheep and Goat Development .............................................................................................................................. 65 Poultry Development.............................................................................................................................................. 67 Extension Programmes ......................................................................................................................................... 70 Training and Capacity Building ............................................................................................................................ 71 Administrative, Fiscal and Other Important General Functions....................................................................... 72

CHAPTER V ............................................................................................................................................................. 75 OUTSOURCING AND CLOSURE........................................................................................................................... 75 Outsourcing ............................................................................................................................................................ 75 Closure..................................................................................................................................................................... 81 CHAPTER VI ............................................................................................................................................................ 83 CONCLUSIONS AND RECOMMENDATIONS....................................................................................................... 83 Administrative and Other General Functions of the Animal Husbandry Department ................................... 83 Recommendations on the Technical Functions of the Animal Husbandry Department ............................... 96 SECTION II FUNCTIONAL REVIEW OF THE DAIRY DEVELOPMENT DEPARTMENT....................................................... 107 Introduction........................................................................................................................................................... 107 Historical Review of the Dairy Development Department ............................................................................... 107 Brief Overview....................................................................................................................................................... 108 Organizational Structure ..................................................................................................................................... 110 Methodology Adopted for Field Study............................................................................................................... 113 General Observations .......................................................................................................................................... 114 Perceptions of Farmers ....................................................................................................................................... 115 Recommendations ............................................................................................................................................... 116 SECTION III FUNCTIONAL REVIEW OF THE FISHERIES DEVELOPMENT DEPARTMENT............................................... 119 Introduction........................................................................................................................................................... 119 Structure ................................................................................................................................................................ 119 Overview of Activities of the Fisheries Development Department................................................................. 121 Fishermen Welfare Schemes .............................................................................................................................. 121 SWOT Analysis ..................................................................................................................................................... 122 Core Functions ..................................................................................................................................................... 124 General Observations ............................................................................................................................................... I Recommendations ................................................................................................................................................... II

Appendix 1- The Common Acts with regard to Animal Welfare .........................................................................V

Appendix 2- List of Various Centrally Sponsored Schemes and Projects Implemented by the Animal Husbandry Department in the State ......................................................................................................................VI

Appendix 3- Questionnaires................................................................................................................................VIII

List of Boxes Box 1.1: Thrust Areas for Livestock Development……………………………………………………….7 Box 4.1: Who Treats Sick Animals in Villages?.............................................................................. 70 List Of Tables Table 1.1: Summary of the Sixteenth All-India Livestock Census (1997) for Maharashtra………… 2 Table 3.1: The Animal Health and Veterinary Services Function of the Animal Husbandry

Department…………………………………………………………………………………… 24 Table 3.2: Year-wise Performance of the Animal Husbandry Department (Select Parameters)… 26 Table 3.3: The Cattle and Buffalo Development Function of the Animal Husbandry Department.. 27 Table 3.4(a): Performance of the Animal Husbandry Department under Cattle and Buffaloes

Development (Select Parameters)………………………………………………………….29 Table 3.4(b): Number of Female Calves born and Lactating, and the Additional Milk Produced....29 Table 3.4(c): Year and Institute-wise Performance of the Animal Husbandry Department with

regards Cattle and Buffalo Development Function (Select Parameters)……………… 30 Table 3.5: The Sheep and Goat Development Function of the Department of Animal

Husbandry……………………………………………………………………………………. 33 Table 3.6: Past Performance, Current Anticipated Work and Targets for Sheep and Goat

Development…………………………………………………………………………………. 34 Table 3.7: The Poultry Development Function of the Animal Husbandry Department……………. 34 Table 3.8: Past Performance, Current Anticipated Work and Targets for Poultry Development… 36 Table 3.9: The Feed and Fodder Development Function of the Animal Husbandry Department... 36 Table 3.10: Past Performance, Current Anticipated Work and Targets for Feed and Fodder

Development…………………………………………………………………………………. 38 Table 3.11: The Extension and Training Function of the Animal Husbandry Department………... 39 Table 3.12: Past Performance, Current Anticipated Work and Targets for Extension, Training

Programmes………………………………………………………………………………….. 40 Table 4.1: Profile of Surveyed Farmers in terms of Total Land Holding against the Number of

Livestock……………………………………………………………………………………… 48 Table 4.2 Livestock Keeping Pattern…………………………………………………………………… 48 Table 4.3 Farmer Perceptions on Various Functions carried by the Animal Husbandry

Department…………………………………………………………………………………… 49 Table 4.4(a): Year-wise Animal Health Functions…………………………………………………….. 51 Table 4.4(b): The Average Number of Cases Treated……………………………………………….. 51 Table 4.5 Farmer Perception on issues related to the Working of Vet. Dispensaries…………….. 56 Table 4.6: Distance to Animal Health and Veterinary Services……………………………………… 57 Table 4.7: The Year-wise and Breed-wise Number of Animals Inseminated………………………. 59 Table 4.8: Year-wise calves born among Cattle and Buffaloes as a result of Artificial Insemination

and their Expected Production Status……………………………………………………... 60 Table 4.9: Farmers’ Per Animal Milk Production and Disposal for Cooperatives, Private Parties and

Home Consumption in Litres in the Study Area………………………………………….. 64 Table 4.10: Patterns for Home Consumption of Milk among Farmer Families in the Study

Area…………………………………………………………………………………………… 65

Table 4.11: Vacant Posts in Select Categories………………………………………………………... 72 Table 5.1: Opinions regarding Outsourcing and Partial Outsourcing……………………………….. 77 Table 5.2: Mapping Different Categories of Functions for Complete and Partial

Outsourcing……………………………………………………………………………………80 Table 6.1: Milk Procurement in Maharashtra………………………………………………………… 114 Table 6.2: Milk Procurement by Source (200103-2003-04)………………………………………… 115 Table 7.1: Tenth Five-Year Plan 2002-07 Scheme-wise Proposed Outlay for Fisheries

Department………………………………………………………………………………….. 122 List Of Figures Figure 2.1 (a): Organisational Structure of the Animal Husbandry Department…………………… 18 Figure 2.1 (b): Organisational Structure of the Animal Husbandry Department…………………… 19 Figure 2.2: Organisational Structure of the Joint Commissioner (Disease Investigation

Section)......................................................................................................................... 20 Figure 2.3: Organisational Structure of the Joint Commissioner (Institute of Veterinary Biological

Products)……………………………………………………………………………………… 21 Figure 2.4: Organisational Structure of the Maharashtra Livestock Development Board………… 22 Figure 2.5: Organisational Structure of the Punyashlok Ahilyadevi Maharashtra Sheep and Goat

Development Corporation…………………………………………………………………... 23 Figure 6.1: Organisational Structure of the Dairy Development Department…………………….. 111 Figure 7.1: Organisational Structure of the Fisheries Development Department…………………126 List of Charts Chart 3.1: Year-wise Crossbred and Exotic AIs done and Calves Born……………………………. 32 Chart 3.2: Year-wise Buffalo AI and Calves Born……………………………………………………... 32 List of Case Studies Case Study 4.1: Para-veterinarians from Osmanabad………………………………………………...52 Case Study 4.2: Ahilyadevi Cooperative Weaving Society (Dhule)………………………………… 67 Case Study 4.3: Poultry Project at Osmanabad………………………………………………………. 69 Case Study 4.4: Success Stories in Maharashtra…………………………………………………….. 71

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM)

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Executive Summary

Brief Overview of the Animal Husbandry Department Livestock production is an important source of income for the rural poor in India. Livestock products like milk and meat provide protein, calcium, vitamins, and other nutrients that are lacking in our usual diet. The Animal Husbandry sector provides tremendous opportunities for self-employment to millions of households in the rural areas. Employment in the Animal Husbandry sector was 9.8 million under the principal status and 8.6 million under the subsidiary status. The Animal Husbandry Department has a total of 4,699 approved health institutes, out of which 4566 are functioning effectively with 1,789 veterinary graduates operated institutes. Each veterinary institute handles a population of 5631cattle units (Anon GoM 2003). The sector contributes Rs.12,086 crores to the state GDP every year. Maharashtra state ranks within the first ten milk-producing states of the country (Dairy India 1997). As per the 1995 production data, its share is 5.8 per cent of national production. For 2001-02, the per capita availability of milk and eggs for the state is quoted to be 166 gms /day and 32 eggs per annum, respectively (Anon-GoM 5). With this background it is proposed to review the functioning of the Animal Husbandry and other related departments. The Animal Husbandry Department of the Maharashtra State is one of the major service providers in the state. The main objective of the Department is to achieve accelerated growth in all livestock products and through this growth to expand employment opportunities in the rural areas of the state and to assist the rural community to improve its economic and physical status (GoM, 2003). The thrust programmes of the Department are the implementation of State Plan schemes. The Animal Husbandry Department adopts the following major strategies to achieve the foregoing objectives in different thrust areas- The genetic improvement of livestock The provision of adequate Animal Health Services The reduction in the number of unproductive cattle Fodder development by regulation of cropping pattern.

Livestock Development Policy reviews The National Livestock Policy Perspective Report by the Steering Group, headed by Dr. Quasim, Member Planning Commission, (Anon-GoI, 1998) and the Government of India Planning Commission’s Working Group Report (Bhat, 2002) on Animal


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Husbandry and Dairying for the 10th Five Year Plan provide thorough insights for the subject and indicate certain thrust areas (Box 1.1). Thrust Areas for Livestock Development The Government of India Planning Commission’s Working Group on Animal Husbandry and Dairying identified the following thrust areas development- - Conservation of livestock to maintain diversity of breeds; - Immunization Programme against important animal diseases and creation of disease-free zones; - Enhancement of feed/fodder production and improvement of common property resources; - National Animal Health and Production Information System; - Development of marketing infrastructure for all types of livestock products; - Dairy/Poultry Credit Card and Venture Capital Fund to meet the credit needs of farmers and entrepreneurs; - Specific funding to solve field-oriented problems through research and development; - Livestock care and well-being, relief during natural disasters and calamities; and - Creation of a permanent institution to estimate the cost of production of various livestock products and

suggest remunerative prices for the same. Source- (Bhat, 2002)

The Animal Husbandry Department of the Government of Maharashtra has listed following broad programmes to attend to above thrust areas- Animal Health and Veterinary Services ; Cattle and Buffalo Development; Poultry development; Sheep and wool development; Fodder and feed development; Extension and training- Administration, Investigation and Statistics; Investment in Public Sector Undertakings- Assistance to Animal Husbandry Co-

operatives; Veterinary Research; and Women’s economic development and empowerment

Although the Animal Husbandry Department has been functioning as a service provider in multifarious activities, across different species of domesticated animals, since more than hundred years, it’s Vision and Missions were neither developed nor shared with its staff. The variety of services provided under different functions lead to common objectives. For this, a visioning workshop was conducted at YASHADA, involving different Department staff from different levels. The final out come is quoted below.


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Vision The welfare and sustainable development of livestock in the common interest of people and livestock keepers Mission The Animal Husbandry Department will strive to enhance the quantity and quality

of livestock products. This will be achieved by providing or facilitating services to improve genetic potential, animal health and livestock management skills. In the process, more employment opportunities will be generated for its users, as

well as for service providers. Conservation and development of indigenous breeds of different species to

maintain the bio-diversity will be aimed to promote environmental conservation. Through improved production and productivity of livestock, the Animal Husbandry

Department aims to ensure value addition and wealth creation for livestock keepers of the state.

Functions of the Animal Husbandry Department All functions performed by the Department could be grouped into two groups i.e. Technical Functions and Administrative-Fiscal Functions. Technical functions such the treatment, breeding, feeding, management etc. are performed by the District, Taluka and Village level officers and employees through dispensaries, hospitals, polyclinics and laboratories, where as the Administrative and Fiscal functions are carried out by the state, regional and district level supervisory offices. Technical Functions Cattle and Buffaloes Development Animal Health. Poultry Development Sheep and Goat Development: Feed and Fodder Development: Training and Capacity Building Efforts: Extension Programmers:

Administrative and Fiscal Functions Administrative Fiscal

Other Important Functions Policy framing, proposing new schemes/modifying the existing schemes; Implementation of plan schemes/Tribal Area Sub Plan /SCP/Centrally sponsored

schemes, issuing guidelines about the implementation of various schemes;


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Liaison with Maharashtra Animal and Fisheries Sciences University, Maharashtra Livestock Development Board, and Punyashlok Ahilyadevi Maharashtra sheep and Goat Development Corporation and assist the body to take appropriate decisions; and Signing MoUs between the Departments, NGOs, Boards, Cooperative Societies,

Colleges, University, ICAR, Central Government etc. thereby establishing linkage with these organisations.

Field Implementation Structure and Responsibilities The Commissioner, a Secretary level IAS Officer, heads the Animal Husbandry Department. He is assisted at the headquarters and at the field by technical and administrative staff. The field implementation structure is as follows- Regional Joint Commissioner (Animal Husbandry)

Administrative and Fiscal Other important functions District Deputy Commissioner (Animal Husbandry)

Organisational Structure In May 2004, the Government of Maharashtra approved the restructuring of the Animal Husbandry Department. State Level The Commissioner, who is a Secretary Level IAS Officer, heads the Department. A staff of two Additional Commissioners, a Joint Commissioner, four Deputy Commissioners, and six Assistant Commissioners technically assist the Commissioner at the headquarters. The Commissionerate also has two senior Administrative Officers, Assistant Commissioner (Finance), Accounts Officer, an audit officer and persons from group C and D cadres. Individuals from the Finance Department and from the Economics and Statistics Department are appointed on related posts in the Animal Husbandry Department. The main sections in the Commissionerate are planning and budget, disease control, poultry development, training, extension, accounts, audit and establishment. The other State Level Offices are as follows- (a.) Disease Investigation Section (Pune)- A Joint Commissioner is the head of the

Institute, which supports the Animal Health function of the Animal Husbandry Department for the state.

(b.) Institute of Veterinary Biological Products (Pune)- An officer of Joint

Commissioner Level heads the institute.


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(c.) Maharashtra Livestock Development Board- An Additional Commissioner Level officer works as the Chief Executive Officer. The following institutes which relate to the production of frozen semen doses, and breeding bull have been transferred to the MLDB-

- Frozen Semen Laboratories at (Pune, Aurangabad, Nagpur) - Cattle / Buffalo Breeding Farms - Bull rearing centres (d.) Punyashlok Ahilyadevi Maharashtra Sheep and Goat Development

Corporation- An officer of Joint Commissioner level works as the Managing Director of the Corporation.

Regional Level The Regional Joint Commissioner is responsible for the proper functioning of various departments, institutes, schemes and programmes in the region. District Level The office of the District Deputy Commissioner functions at all district headquarters. Veterinary polyclinics, Mini-polyclinics, District Artificial Insemination Centres, Central Hatcheries and Check Posts function under the control of the District Deputy Commissioner. The District Animal Husbandry Officer works as Head of the Animal Husbandry Section at each Zilla Parishad. Poultry projects, Mobile Veterinary Clinics, Taluka Extension Section of the Panchayat Samiti, Veterinary Dispensaries (grade I and II) function under the Zilla Parishad and are supervised by the District Animal Husbandry Officer.

Core, Redundant, Repetitive and New Functions and their activities A. Core Functions and Activities (1.) Animal Health and Veterinary Services - Disease diagnosis, control and adoption of preventive measures - Curative treatment - Creation of disease-free zones - Vaccine and diagnostics production (2.) Cattle and Buffalo Development - Genetic improvement of non-descript and uneconomical cattle and buffaloes

through cross breeding and upgrading - Production of breeding bulls at State-run Bull Mother Farms using frozen semen


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- Conservation of recognized indigenous breeds - Setting standards for the remunerative pricing for end-products (3.) Sheep and Goat Development - Genetic improvement of sheep and goats - Conservation of indigenous breeds of sheep and goats - Impart training in management and other skills - Input supplies and forward linkages (4.) Poultry Development - Production and Supply of hatching eggs and day-old chicks through Central

Hatcheries - Safe-guard and encourage small poultry farmers and back-yard keepers in

poultry-rearing by supplying essential inputs - Impart training (5.) Feed and Fodder Development - Encourage fodder production through demonstrations and supply of seeds,

saplings and fodder trees. - Establishment of Fodder Banks - Assist Cooperative Feed factories by recommending quotas of molasses and

damaged food grains (6.) Extension and Training - Upgradation of knowledge and skills of farmers and service providers B. Redundant Functions During the restructuring of the Department, the following activities have been recommended and closed by Government orders and are shown in Annexure III of the GR. The order has also mentioned alternative arrangements- Animal Health and Veterinary Services- the closure of Veterinary Dispensaries in Mumbai (8), Pune (1), Nagpur (1), Nashik (2), the Ajanta Disease Control Unit (Mumbai), the Mass Immunization Unit (Mumbai), six Vigilance units across the state and the District Animal Husbandry Officer's Office (Greater Mumbai District). Cattle and Buffalo Development- the closure of three Cattle Breeding Farms in Amravati, Yavatmal and Wardha; four Liquid nitrogen plants at Nashik, Solapur, Osmanabad and Sangli; the Fodder Demonstration Centre at Wadsa (Gadchiroli).


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Feed and Fodder Development- the closure of the Animal Nutrition Centre in Mumbai Training and Extension- the closure of four Artificial Insemination Training Centres in Pune, Dhule, Akola and Aurangabad; Farmer's Training Centres located at 12 Cattle Breeding Farms across the state. Other- - the closure of the Animal Husbandry Section established under the Tribal Development Project and the Old Katkari Scheme Unit at Thane and Raigad. C. Repetitive Functions Animal Health and Veterinary Services Providing Veterinary Services In addition to the Veterinary Services provided by the Government and or Zilla Parishad Veterinary Institutes, the technical staff of certain Cooperative Milk Unions (e.g. Gokul, Warana, Kataraj) also provide such services. NGOs or private dairies like Chitale dairies in Sangli district provide Veterinary Services as well. Independent private practitioners with a B.V. Sc and AH degrees (a majority unregistered with the Veterinary Council) also provide such services, although their number is not available. Independent private practitioners without B.V.Sc and AH degrees nor any other registration also provide such services. Disease Diagnosis The Disease Investigation Section in Pune is a state-level laboratory. Regional Disease Investigation Laboratories function at the Regional headquarters. Veterinary Polyclinics mainly located at the district level are also involved in disease diagnosis work. There is no clear direction about the work / duties / functions as regards to polyclinics and the DI laboratories. Similar is the case with facilities and staff at all levels. The poultry disease diagnostic facility is also provided on a commercial basis by private firms like the Venkateshwara Group. Cooperatives (Sangamner) and NGOs like Dynamix Dairy at Baramati also provide such services. Cattle and Buffalo Development Artificial insemination facilities are provided at Government/ Zilla Parishad Veterinary Institutes. District federations, Co-operative Dairy Societies and NGOs have also taken up this activity to meet the demands of their members effectively. Further, private inseminators and practitioners have also started this activity for their survival and growth. It is thus apparent that a number of agencies provide AI activities and there is a need to look into this matter so as to provide these services in a more streamlined manner.


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Administrative and Authoritative Repetition The recent restructuring in Animal Husbandry Department has created an imbalance of powers between the Deputy Commissioner (Animal Husbandry) and the District Animal Husbandry Officers. The relations and role of these two district level officers have a negative impact on the Department. The authority, the implantation powers and responsibilities have been confusing in many cases. The motivation building of the staff and implementation of programmes is suffering due to two power centres and their loyalties. This needs review and study in depth taking bigger sample size. D. New Functions and activities (1.) Animal Health and Veterinary Services A responsible authority and infrastructure should be created for forecasting

disease outbreaks and for initiating preventive measures; In view of the WTO requirements for the export of animal products, the

eradication of Common Contagious diseases as per the OIE standards and creating disease-free zones is essential; In order to fulfil the functions mentioned above, the production of better quality

vaccines and biologicals is required; It is necessary to establish Quality Control Analysis facilities at production centres

for raw materials, as well as end-product testing; and Veterinary Public Health Departments are required in all corporation areas to

avoid the risk of the transmission of diseases from animals/ birds to human beings. It is necessary to make available hygienic meat, milk and other livestock products. A separate section/ division needs to be created in this regard.

(2.) Cattle and Buffalo Development In order to preserve native breeds, it is important to access breeding bulls from

the fields and semen doses; In order to achieve the above, the modernization of frozen semen laboratories,

the use of effective delivery systems and upgrading facilities to international standards or ISO standards is required; The adoption and application of Embryo Transfer Technology for the production

of bulls of high pedigree is suggested; and There is a need to monitor a large number of frozen semen users, as well as

production centres.


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(3.) General (Other Important) There is a need to assess the possibility of using bio-technological tools in animal

husbandry programmes related to vaccine and diagnostic production; The Department should take the lead in developing a State Animal Health and

Production Information System; There is a need to develop marketing infrastructure for different livestock species,

livestock products and birds; There is a need to develop a strategy for testing of livestock products; Prices should be periodically reviewed by creating an institute for the estimation

of the cost of production of livestock products; The Government should take immediate action for the enhancement of feed and

fodder production, and for improvement of Gairans and other common property resources; Carrying out regular Training Need Analysis for the Department staff and

imparting the appropriate training is essential; Awareness generation on ethical practices, the Consumer Protection Act and

Vetero-legal Jurisprudence is essential; and There is an urgent need for the refinement of livestock-related statutory

regulatory acts to the present day needs.

Recommendations Administrative and Other General Functions of the Animal Husbandry Department These are in continuation of the recommendations of Administrative reforms committee of Government of Maharashtra (2002) and Maharashtra Civil Services Rules (1981). The recommendations fall under the following heads- - Human Resource Development Issues - Changes in the Roles of the Existing Staff - Changes in the Roles of Institutions - Training and development - Surplus staff / Vacant posts/Transfer Policy - Financial sustainability of services - Monitoring and Evaluation - Regulatory functions and their implementation under restructuring - NGO’s as partners in development - Recommendations on Veterinary Council act & other regulatory functions - Livestock policy options in development.


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Human Resource Development Issues It is proven beyond doubts that to maintain the quality of performance and efficiency of key activities, staff attitude and behavior has a major contribution. The HRD section has a role to play in their policy of recruitment, their development plans in terms of training, postings, transfers and promotions or their carrier planning. The modifications in recruitment rules with psychological tests and multi-skilled behavioral assessment are specialized tasks. Therefore it is necessary to establish full-fledged HRD cell at the Commissionerate level. Changes in the Roles of the Existing Staff Changes in the roles of the existing government staff is necessary due to the changes in the policy of the Government with respect to the outsourcing of certain service activities, in order to focus on core activities. More regulatory functions are assigned to the state Animal Husbandry Department officers and staff, leaving aside the role of the actual service provider. With rapid changes in technology during past few decades, an ordinary person would not be suitable to do justice to posts like head of institutes or even at the junior levels in such specialized branches. In addition to this, although qualified postgraduate degree or diploma holders are available, graduates hold many vital posts. For example, during the field visit, it was noticed that with B.V.Sc and AH degree holders were in charge of polyclinics, while M.V.Sc degree holder was working at dispensaries. Further, persons with clinical background experience were heading poultry institutes, and frozen semen laboratory trained persons were posted in the poultry section. As a result, on one hand, such expertise is not translated into improved efficiency, and on the other hand it affects the overall output and the person gets discouraged. As a sequel to this, developing specialized cadres for such posts at different level is an important issue. The Animal Husbandry Department staff can be classified into general staff and those having a specialized knowledge and skill. They could be grouped into following function-related groups- Veterinary dispensaries, mini-polyclinics, polyclinic staff working in clinical

branches; Extension staff is a next major specialized group of the department; DIS and RDI Laboratories staff; Frozen Semen Laboratories, Nutritional laboratory and Cattle Breeding Farms

staff has (need) specialization Livestock Production sciences; and Apart from above, species specialists work for poultry or small ruminants etc.

To fulfil the department mission on quality parameters specialized staff has to be a part of the long-term policy. It is recommended that to maintain the quality of performance and efficiency of key activities, the posting of specialists with required quantification and experience should be on top priority. Their future development plans in terms of postings, transfers and promotions have to be planned in their


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specialized subject area by the HRD section. The recruitment rules of such specific posts should be modified, mentioning the required qualification for the identified posts. Reorganisation of Staff at the District level There is substantial duplication of authorities and responsibilities within the district for many activities and functions between District Deputy Commissioner (Animal Husbandry) and the District Animal Husbandry Officer. Although the District Deputy Commissioner Husbandry post and its office were recently strengthened, we wish to recommend that the District Deputy Commissioner’s responsibilities and the authorities need to be matched further. We suggest that there should be only one authority for the regulation and coordination functions and another authority working under him for all service activities of the department. - The District Deputy Commissioner Husbandry office should be considered as a

regulatory office for the district for all programmes; - District Animal Husbandry Office should be considered as a service sector office;

and - The District Animal Husbandry Officer (DAHO), officers in-charge of polyclinics

and mini-polyclinics are officers of the same cadre. This is an area that requires reorganization. Incentives like special allowance for the DAHO, senior staff at polyclinics and junior officers within the cadre at mini-polyclinics will be motivational factors.

Mini-polyclinics and polyclinics are higher-level support institutions at the block and district level. Presently, there are no administrative linkages between these institutions and veterinary dispensaries located in villages in their areas. As a result, facilities at these institutions are underutilized. The polyclinics, mini-polyclinics, and veterinary dispensaries should also be working under one implementation authority in a district. Similarly, the expert services of the DAIC and input supply services are with the state sector staff. The users of these services are ZP institutions and its staff. This has unnecessarily created a gap in the chain. Therefore, we suggest that the user sector alone should handle input supplies. With reference to the functioning of the MLDB, the clarity of role and responsibility of District Deputy Commissioner (Animal Husbandry) for upward and downward linkages with field functionaries is not yet established. In order to make the MLDB field functioning effective, the roles and responsibilities of different offices should be clearly defined and should be made known to all concerned by keeping transparency in the working. The District Deputy Commissioner (Animal Husbandry) should be involved actively as the District Head.


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Changes in the Roles of Institutions (a.) Disease Investigation Section (D.I.S.) Pune There is a need to establish a special Research and Development cell in DIS. The cell should make efforts to identify the profile of emerging diseases, diseases encountered in the neighbouring countries, diseases of OIE and international importance, Zoonotic diseases etc. The OIE/ Government of India publications in this regard, should be a guiding post and strategies should be developed based on the same for their diagnosis. Similarly, the DIS could alert field level officers and guide appropriately through booklets/ pamphlets/ technical circulars. Animal health policies related to the import/ export of semen doses, bulls, sheep, goats, cows and other animals/birds or the animal products should be based on this information. The cell should guide officers at all levels and producers on these matters. Based on the inputs from the DIS, the Department should be able to forecast diseases so they can adopt preventive measures, saving the lives of animals and birds. The output of the schemes like Animal Disease Monitoring and Surveillance should also be handy for forecasting animal diseases. The DIS receives 100 per cent grants for operating institutes under the National Project for Rinderpest Eradication. Modern equipments required for surveillance and disease diagnosis were received for Pune and Nagpur based regional DI laboratories. Seven regional DI laboratories are functioning under the DIS. In addition to these regional laboratories, veterinary polyclinics and newly established mini-polyclinics also provide diagnostic facilities. There is some ambiguity in the name “Regional Laboratory“. In view of their changed roles, it is recommended to change their names as follows- - The present name of the Disease Investigation Section is recommended to be

changed to Regional Disease Investigation Laboratory. - In continuation to above suggestion, it is recommended to change the present

names of all seven Regional Disease Investigation Laboratories to Divisional Disease Investigation Laboratories.

(b.) The Institute of Veterinary Biological Products The Institute of Veterinary Biological Products is a state-level institute wherein vaccines, biologicals and diagnostic reagents of vital importance to animals and poultry health are produced. In view of the WTO requirements for the export of animal products, eradication of Common Contagious diseases as per OIE standards and creating disease-free zones is mandatory. To fulfil the need of new vaccines and diagnostics, the production of more and better quality vaccines and biologicals is required. For this -


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- Good Manufacturing Practices (GMP) should be adopted as per the instructions of the Food and Drug Administration authorities;

- Fermentor technology should be adopted for the production of standard vaccines of international quality;

- The modernisation of activities is necessary to reduce the manual work and for reducing production costs;

- The Quality Control section needs to be strengthened and made independent; - The Research and Development wing should prepare strategic plans for the IVBP

keeping in view the Department’s vision document and the challenges of the world;

- The development of vaccines against emerging diseases like PPR, IBR, as well as against economically important diseases like Brucella, Goat Pox, Buffalo Pox and vaccines like Enterotoxaemia oil adjuvant need to be well-planned to meet field requirements as well as for marketing to other states;

- Similarly, the scarcity of diagnostics like Tuberculin, Johnine, and Brucella coloured antigen, etc need to be considered and production planned accordingly;

- Patenting new vaccines and diagnostics should be thought of as an institutional achievement, as well as a source of additional source of income to Institute of Veterinary Biological Products.

- Vaccine production for other states should be opted as a added source of income.

(c.) Frozen Semen Laboratories The Cattle and Buffalo Development function of the Animal Husbandry Department is mainly implemented through the MLDB. For this, breeding farms, bull rearing centres and frozen semen laboratories work under the Board’s control and play a major role. Semen doses are a key input to this function. The efficient functioning of the frozen semen laboratory is the key for the success of livestock development in the state. The following are some recommendations in this regard- - All the existing frozen semen laboratories should aim to fulfil minimum standard

protocols (MSP) as prescribed by the Government of India. However, they should ultimately aim for ISO certification;

- While modernising frozen semen laboratories, there is a need to adopt latest efficient packaging technology for semen freezing (like the French technology);

- The High Power Committee of the Government of India objected to the working of the Frozen Semen Laboratory at Nagpur on the basis certain technical standards. Urgent decisions on its upgradation/ continuation/ shifting are required in the interest of livestock development in the state;

- Conservation of recognized indigenous breed cattle of the state like Deoni, Dangi etc and buffaloes like Nagpuri and Pandharpuri etc (as well as sheep and goats) by using embryo transfer technology and/or other technology should become a priority. Special planned efforts would enhance the performance of the same.


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- Semen Freezing Laboratories should have an opportunity for exporting the semen of indigenous breeds in the open market and earn foreign exchange.

(d.) Veterinary Dispensaries and Extension Offices Veterinary Dispensaries should, in addition to curative treatment, focus on preventive and diagnostic aspects as well. Monitoring of the animal health workers within the dispensary area is necessary for providing quality services to farmers. At the Extension Officer’s level, integrated farming system approaches and technology dissemination by using modern tools of extension are necessities. The existing role and responsibilities can be reduced considerably if the partial or complete outsourcing approach is adopted for different technical activities. Training and Development: Need Assessment The technology development in Animal Husbandry and Veterinary Science like other areas is happening rapidly. New tools and technologies are added every day. To keep abreast with such developments, the upgradation of the knowledge of the staff is the key issue. It is necessary to undertake a Training Need Analysis of the department staff so that the work force required for different institutes can be assessed, and the available manpower can be properly utilized. Key officers can be trained in their respective fields in specialized institutes Indian Veterinary Research Institute, Izatnagar, Indo-Swiss Project at Mattupatti, or at Bangalore etc. for training in biotechnology for use of technology in disease diagnosis and vaccine production. The present training facilities within department do not fulfil this need. This can be outsourced to veterinary colleges. The veterinary colleges’ postgraduate-level faculties could provide short-term reorientation training sessions for a large number of staff. The staff in regular posts also need specialized training viz. fresh veterinary graduates posted as extension officers have completely different training needs than those posted at a dispensary. Similarly, with a transfer of staff into newer areas of operations, training should be obligatory to understand the intricacies of new posts and responsibilities. Such training plans will motivate the staff for better performance. The present training facilities within the department can fulfil the induction level training needs, provided that the overall changes to this very vital component of Human Resource development are carried out. The field visits revealed that training mainly emphasizes administrative and financial subjects. Passing the accounts examinations is presently a prerequisite to all technical staff for their promotions. Similar yardsticks are required for technical knowledge orientation and reorientation in which their services are to be allocated. Beyond technical and administrative subjects, training in communication skills, equity and gender issues, computer awareness and application skill, extension skills etc are


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necessary at all levels. The efforts in these issues need higher priority and consistency. Guidance, training, orientation and reorientation are also needed for Consumer Protection Acts, Right to Information Act, Witness Act, history and case paper writing skills etc, It is recommended that for to ensure technical accountability, minimum standards of performance need to redefined at periodic intervals for all technical staff. For this, there is a need to develop and adopt certain suitable tools. This will definitely result in the enhancement of the performance at various levels (CR, increased standard livestock products, effective vaccine production etc). Surplus Staff and Vacant Posts The vacancy position after restructuring of the department activity and staff as per Government G.R. of 25th May was discussed in Chapter 4. It is recommended that to understand the impact of the restructuring, these posts should be filled in immediately. With the emphasis for regulatory functions as a core recommendation, filling up of all these post is a milestone. The posts of Livestock Development Officers and other support cadre staff at veterinary dispensaries, polyclinics, mobile clinic and at Disease Investigation Laboratories should be filled on an ad hoc basis. The surplus status or gap (need) assessment is only possible if all these post function in their fullest capacity. Being a service department, we strongly wish to recommend that the officers in-charge of clinical institutes and laboratories should not be asked to hold any additional charge for more than a month and/ or such posts should not remain vacant for more than one month. The Administrative Reforms Committee of the Government of Maharashtra (2002) recommended the abolishing of posts vacant for more than 6 months. We feel that the reasons for keeping post vacant need to be studied before applying this recommendation. The Animal Husbandry Department used to operate Mobile veterinary health centres, which are now under the Zilla Parishad. The vehicles at most of such centres are outdated and non-functional; however, the drivers’ posts continue to be shown against such establishment. All these posts are surplus posts at the moment. Transfers and Postings Regular Transfers and request transfers to a desired place is a strong motivational factor. In continuation to the Maharashtra Civil Services Rules (1981), the Administrative Reforms Committee (2002) has recommended major departments to formulate transfer policies analogous to the GAD policy framework. Given this, it is recommended that transfers and postings of the Animal Husbandry Department staff should be reviewed, taking into consideration the suggestions made earlier under point 2 in this section (changed role of the staff).


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The authority to transfer LDOs (and above) lies with the Secretary Animal Husbandry. However, their assessment would be better through the Commissioner’s office in consultation with the Joint Commissioners. Hence, these powers should vest with the Commissioner and the Joint Commissioner.

The minimum period of a posting has been defined for different cadres of staff under the Maharashtra Civil Services Rules, which should be followed for evaluations of the personnel, as well as institutional performance.

Deserving staff should be motivated in the form of timely promotions, time-bound scale, advance increments, deputation for post-graduation and doctorate studies. There should be transparency in such matters. In spite of a large number of vacant posts in the senior cadre, the officers in lower cadre are not promoted. There are cases where graduate join and retire as an LDO. This has resulted in frustration. It is recommended that posts in the senior cadre posts and technical service posts of public importance do not remain vacant and/ or as additional charges for a period beyond one month.

Field workers in tribal areas reported that they did not get the prescribed allowance of 15 per cent, which is sanctioned to staff of other Government departments. There is a need to correct this ambiguity to motivate officers to work in backward areas. Cost Cutting Measures for the Government The earlier chapters suggested the reorganization of Government institutions and their activities taking into consideration the growth of the cooperative sector, NGOs and para-veterinarians. This will definitely contribute to cost cutting while extending service. Further, a combination of partial and complete outsourcing of activities, outsourcing only input element, and /or the manpower element including delivery cost of the activity has been suggested. Similarly, cost-cutting approaches have been suggested for different technical service functions offered by the Department. Another approach to cost-cutting is to explore means to increase the receipts. With reference to Issues related to the service charges following are the suggestions- - Service charges have not been revised (or reviewed) for the last five years. The

cost of services should take into consideration token charges as well. The rational behind token charging needs to be reviewed at periodic intervals. The aim should be to recover costs to the extent possible from those who can afford to pay. The charging system across the state or institution need not be uniform. SC/ST and BPL individuals should be eligible for subsidized services. Transparency in even token charging should be developed based on the data of the last five years.


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- Revenue to the State through charges is a cumulative outcome of location effect as well as personal efficiency. The Government should recognise and evolve an incentive scheme for offices and officers earning higher revenue in terms of service charges for the State. A sizable amount of the collection should be recycled for the development of the institute’s image, which will add to the revenue of the state

- Presently the vaccination service is provided at token charges. It is recommended that vaccination against contagious diseases should be done free of charge in the interests of the public at large. However, paravets or the other staff who conduct vaccinations (as an outsourced activity) should be allowed to charge a fee.

- At Institute of Veterinary Biological Products Patenting new vaccines and diagnostics should be thought as an additional source of income.

- Smaller packages of H.S, B.Q in 10-dose packets and FMD in single dose packets will ensure the reduction in the wastage of vaccine and increase accountability. There is a need to evolve a single dosage for Enterotoxaemia to avoid two vaccinations in sheep and goats as well.

- The Agricultural Produce Market Committees (APMC) where livestock or its product trade takes place and that APMC is charging to the livestock owners, by way of additional charging or as a fraction of present charge the revenue should come to Animal Husbandry towards the services of the Block Extension officers of Animal Husbandry department. Presently all livestock transactions are without any revenue to the department. Against this service charge the public should be ensured that the trade items are pathogen free for human use or any other services if needed are available on the site.

Procurement of Goods and Services The Administrative Reforms Committee made certain recommendations for the procurement of goods and services. The use of websites for tenders and information for developing a resource inventory is a valuable recommendation that needs to be refined and put into action in the Animal Husbandry Department as well. The present Purchase Committee of administrative and finance persons is unable to provide quality assurance to users at the ground level. Hence, it is recommended to form a district-level committee of minimum 3 field-level technical officers and a technical assistant of the District Animal Husbandry Office to look into the quality aspects at the time of procurement. Substandard drugs, instruments and other technical inputs seriously reflect on the effectiveness of treatment given. This technical committee should scrutinize bulk purchases as well as specialized purchases.


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There should a mechanism to ensure the approval of rate contracts within two months of the every financial year. Purchases should be affected before the end of first quarter. The indents need to be inbuilt from the lowest working unit, considering the past performance and history. Monitoring and Evaluation District level officers are presently required to submit more than 32 reports on a monthly basis. Computerized reporting system through e-mails from the district to the state headquarters is still a pending issue. The present statistical section and the integrated sample survey section should be strengthened in order to monitor all aspects of reporting. A strict and vigilant review should be taken so that the workload can be reduced to a great extent. Establishing a state-level health and production information system and linking the same to the National Information Centre (NIC) is a dire need. The department will be able to take a lead in establishing and linking the national health and production information system, epidemiological data, mineral deficiencies of soil and water, etc through a computerized reporting system. The Department should consider hoisting a website providing information about Animal Husbandry Programmes, schemes and activities in different regions. In addition to this, the Department could develop an interactive site for answering and solving difficulties of farmers through a panel of experts. Creating, maintaining and operating such a website and all related activities could be outsourced. Publishing periodical bulletins, giving information on latest advances and season-specific actions etc should be considered. Efforts for developing a Citizens’ Charter in relation to various programmes and activities of the Animal Husbandry Department has been initiated in select places. However, it needs to be officially recognised and displayed at all institutes for building farmer confidence, awareness and better participation. The Right to Information Act of October 2005 is a recent enactment at the National level. The Act aims to promote transparency and continuous refinement and development of programmes. Given this, the Department needs to take special efforts at the regional and state level. The feedback of citizens will be useful in the efficient implementation of programmes.


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Regulatory Functions and their Implementation The existing Acts and Regulations related to Animal Husbandry programmes and activities should be updated with additions and/or deductions keeping in mind the opening of the economy and the threats and challenges therein. The quality of poultry feed in the market and its rate structure need to be brought under the regulatory functions of the department to support small poultry farmers who are presently exploited. Animal Husbandry Department is the authority for the distribution of damaged grains and molasses to feed manufacturers; it should also take a lead in regulating the quality of the end product. The RDIL regularly conducts tests for Salmonella disease-free certification for the hatcheries in their jurisdiction. However, the imported stock of day-old chicks and birds and culled bird from neighbouring states never undergo such testing. Therefore, it is necessary that a foolproof system is evolved after looking into the situation. At interstate check posts, such checking can earn additional revenue to the state and protect the interest of local poultry keepers. The present Salmonella disease-free certification of the RDIL is a routine activity, which can perhaps be outsourced to registered veterinarians in the area after due training. Encouraging Participation There are many private and Cooperative institutes, Panjarpoles and Goshalas, and NGOs and renowned personalities who are doing significant work in the field of animal husbandry development. For example, Gokul, Warana, Rajaram Bapu Sangh etc are milk cooperatives in Western Maharashtra which offer comprehensive services to farmers. A private organisation like Chitale dairy has a wide network of technical people offering services to their producer members. The Panjarapoles, and Goshalas in Vidharbha, Marathwada and other parts of Maharashtra are traditional institutes which contribute to the development, as well as welfare of livestock in the state. Most of these Goshalas have infrastructure in the form of land and buildings, but are working in isolation and are not in the mainstream. A number of NGOs doing livestock development work in the state have gained national and international reputation. To quote few, the Maharashtra Goat and Sheep Institute, Phaltan, Anthra/ BAIF (Pune), the Rural Agricultural Institute (Narayangaon) and many others are active in various fields. Such institutes have wide support and work with dedication and vision. They need not be considered as the competitors but as partners in development. The self-employed graduates and others who render doorstep services to farmers and field support is another force that is active in the field of livestock development. However, there are also institutes which are spurious in their functioning, and need to be weeded out.


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The role of the Department and that of the Veterinary Council, which aims to provide quality services to livestock keepers, is hardly evident in coordinating and monitoring the institutions mentioned above. In fact, nurturing such institutes would be of the Department’s interest. We feel that the department can play a strong role in empowering these institutes in the process of development and extending service to remote areas. District level enlisting of such persons/ institutes and understanding their strengths, supporting them to overcome their weaknesses would help in extending services to deprived areas. The Veterinary Council also needs to work at the district level to empower the Deputy Commissioner (Animal Husbandry) to enlist unemployed graduates (and paraveterinarians) under an officially registered banner, under either the Societies Act or the Cooperative Act. While outsourcing various activities, these district level organisations should get considered on a priority basis. Nurturing such district level units and making a federation at the state level would bring recognition and eminence to the profession. At the state level, the Veterinary Council itself can support/ protect the working of such units in various districts. Given the various Animal Husbandry programmes and functions, there appears to be role for a state-level Advisory Committee of concerned stakeholders at the Commissionerate level. As to the best of our knowledge, no such body is involved in projecting needs, giving performance feedback, or appreciating achievements. We recommend that such body be formed at the state level, comprising experienced producers from the dairy, poultry and small sectors, as well as academicians of reputation with a vision for the subject and NGO representatives. The Committee should meet at least twice in a year to review policies and achievements, and give direction to the departmental programmes from the stakeholders’ perspective. Guidelines and suggestions from this Committee for the outsourcing of various activities should be of significant value. The Veterinary Council Act and Other Regulatory Functions (a.) One of the tasks of the Veterinary Council is registration of all qualified

veterinary practitioners. The Council has to empower the district committee in enforcement of the Act. This will ensure quality of services to livestock and livestock keepers. We recommend that all the District Deputy Commissioners (Animal Husbandry) should be considered as the de facto Veterinary Council representative for the district to head the Committee supported by local NGO representatives and academicians. The Veterinary Council has identified few thrust areas for enhancing the quality of services. Short orientation courses are proposed either directly or through distance learning programmes. We suggest the implementation of such


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programmes considering a region as a unit and not the state. This will focus more on regional technical problem issues. Further, the available expertise of experienced retired professionals from the field and colleges can be effectively used if the region is considered as a unit.

(b.) The provision of health services for pet animals and caged birds is a major

activity in veterinary hospitals and polyclinics situated in the Corporation and Municipality jurisdiction. Unemployed veterinarians, registered under the Veterinary Council Act, should be promoted to take up this activity through licensed practicing as individual practitioners or group practitioners. In case of outbreaks, such private practitioners, under the government functionary’s supervision, can also help to tackle situations. However, the handling of vetero-legal cases should be kept to Government officers only. This will save a lot of valuable human resource from Government institutes for concentrating on core technical activities. The licensing for such activities will be add to the earnings of the state. The licensing process should be simple and the authority should be vested in the District Deputy Commissioner of Animal Husbandry

(c.) A sizeable number of unqualified/untrained persons work in tribal, as well as

other areas, as private practitioners for livestock. Most often they cause damage to the livestock. However, considering the needs in remote areas they also have a role to play. Thus, it is recommended that primary first aid level training should be provided to them to work as bear-foot animal health workers. They should thus be brought into the mainstream of animal health providers, under proper monitoring and supervision. The success story of the initiative of Dr Arole of Jamkhed or by Dr.Bang of Gadchiroli in human health could be cited in this regard, wherein the training given to traditional Dais brought about a drastic reduction in the child death rate. There is also an example of Animal Health workers of ANTHRA (Pune) making a positive contribution. With proper monitoring and support, such workers could be brought into the mainstream as animal health providers and this will increase the reach of programmes to remote areas. A separate council should be established if necessary.

Recommendations on Fiscal Functions (a.) The livestock sector supplements the income from agricultural. The contribution

of the livestock sector to the total GDP and to the agricultural GDP is 6 per cent and 22 per cent, respectively. The foreign exchange contribution of the sector is also on the rise. The sector should receive facilities provided for an agriculturist in the form of low interest loans for the purchase of animals, construction of sheds, processing and storage facilities etc. Similarly, to meet future challenges, infrastructure support needs strengthening at the governmental level as well. It is recommended that instead of traditional norms of fund


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allocation, there should be a special consideration on need-based demands of the Animal Husbandry Department. A definite policy for the allocation for the Plan and Non-plan budget has to be laid down as a guideline.

(b.) At the state level, institutes like the Institute of Veterinary Biological Products

and Disease Investigation Laboratories, Joint Commissioners work as the Head of office (section). Presently they have very limited financial powers. It is necessary to entrust the powers of Head of the Department to these posts as in the case of Regional Joint Commissioner of Animal Husbandry.

(c.) The Manager Central Hatcheries is responsible for operating farms and

incubators. Therefore, it is recommended that they need to be given higher financial powers to meet the crisis due to frequent power problems and shutdowns.

(d.) The District Deputy Commissioner Animal Husbandry should be authorized with

the power required for the implementation of district level programmes. He should have the authority to take decisions for various institutional issues under his control such as the purchase of feed/ medicines for poultry farms/ central hatcheries, culling of birds, purchase of LN2 from alternative sources in case of disruption by the regular supplier.

(e.) The Government of India and the Indian Council of Agricultural Research have

sanctioned number of schemes to the states- Assistance to the States for the Control of Animal Diseases (ASCAD), the All India Coordinated Research Project in Foot and Mouth Disease etc. The State Government has to provide a grant of 25 per cent in time so that the schemes can be implemented appropriately and within the scheduled period. The list of such schemes is given under Annexure 3.

Recommendations on the Technical Functions of the Animal Husbandry Department Recommendations on Animal Health Function A. Operational areas and livestock population In order to meet the National Agriculture Commission’s recommendation of 5000 cattle units per veterinary dispensary it is important to take up the reorganization of government institutions wherever there is duplication within a 9-10 kms radius. Other important parameters such as livestock population, number of villages per institute, communication facilities, existing para-veterinarians in the area, cooperatives and NGOs offering such services etc. should also be considered. Efforts should be made to correct regional imbalances within the state in the form of number of institutes, infrastructure, region-specific programmes, and projects. This


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needs to be reviewed and corrective measures be taken accordingly, with due considerations of need of individual region and basic difficulties encountered by the local residents of the region. Instead of livestock number as the sole criterion, other factors like development and potential of livestock sector in the area, vulnerability of stakeholders and existence of alternate options (e.g. private infrastructure) should also be considered while addressing regional needs. Statutory Regional Boards are working to tackle the imbalance and backlog in the areas of Vidarbha, Marathwada, and Konkan and in parts of Western Maharashtra. One of the major reasons for the regional imbalances in the benefits of Animal Husbandry programmes among others is the lack of cooperative network marketing and convincing extension. For establishing and strengthening of basic infrastructure, sizable funding from Regional Statutory Boards could also be used in addition to Plan and Non-plan funds. The Maharashtra Livestock Development Board (MLDB) is another agency that can support infrastructure financing. The new location of the government institute should be based on the National Agricultural Committee recommendations, as quoted above. NGOs and other available resources like Goshalas and Panjarapoles should also be encouraged for promoting para-veterinarians in the areas. B. Facilities The sites for new dispensaries or such allied buildings should be convenient not only to farmers and to the community but also for the personnel who are to stay there and work. At planning stage of such buildings, visioning of the building’s utility is essential. Instead of such sites, the Department should consider the purchase of land from private parties. The personnel with family members hesitate to stay in such places and all investments are a waste. Further, the aim of round-the-clock-services remains unachieved. Veterinary dispensaries and such other field units should be looked as a development-cum-service centre. The maintenance of field level institutes appears to be a low priority area. Regular budgetary provisions are essential for their maintenance. Minimum facilities like shed, drinking water, and waiting rooms should be provided in the dispensaries. In this regard, a recommendation is that the institute should use up to 50 per cent of the fees collected, as service charges for its maintenance. The authority should be vested to the officer in-charge of the local institute, to use this fund for maintenance, by following regular rules and regulations. Alternatively, equivalent grants in the form of contingency should be kept at the disposal of the concerned officer.


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C. Disease Investigation Laboratories and Animal Health Services Under-utilisation of the existing facilities of the Disease Investigation Laboratories is a reality. On exploration, it was learnt that the following are the root causes for the underutilization of facilities- - Inadequate facilities like chemicals, tools and instruments; - Unavailability of subject-matter specialists in Disease Investigation Laboratories; - Field Veterinarians’ negative attitude for availing the diagnostic facility or

consulting specialists for guidance; - Inordinate delay in communicating the results; and - Lack of periodic technical and analytical review.

The above-mentioned factors should be addressed in a decentralised fashion. This would entail training, awareness building and insistence on quality parameters. With the strengthening of Disease Investigation Laboratories, the qualitative performance of curative treatment will improve to a great extent in the interest of livestock keepers and community health. The underutilisation aspect is true for polyclinics as well, which presently work as local institutes. The proposed mini-polyclinics are expected to take up preliminary diagnostic works and based on it provide expert services to livestock keepers in the block. It is necessary to provide administrative linkages and authority from polyclinics to mini-polyclinics with the existing Veterinary Dispensary and other units in their jurisdiction for efficient utilisation of these facilities. Specific instructions about investigations and diagnostic tests to be carried out at mini-polyclinics, polyclinics and at divisional laboratories should be issued through the Manual of Laboratory Techniques. Accordingly, the institutes should be equipped by way of manpower and materials. The responsibility of monitoring these linkages should be entrusted to the District Deputy Commissioner.

The response of the Government of India’s FMD-free Zone Programme in five districts has received a good response. Considering the current of era of open economies and WTO regulations, the FMD-free Zone Programme under ASCAD should be extended to all districts in phases till 2020. Hemorrhagic Septicemia (H.S.) and Anthrax may also be added to the list of diseases for the creation of disease-free zones. Further, considering the export market for sheep and goat meat, the Disease-free Zone Programme should be initiated for Pestis des Pettit ruminants and Enterotoxaemia in sheep and goats, and for Ranikhet Disease in Poultry by 2020.

Presently, all mobile veterinary clinics come under the ZP sector. Most vehicles under these clinics are in a rusted condition. For want of vehicles and due to vacant posts at many of these units, mobile services are almost not available in a routine course. Therefore, it is necessary that the concept of providing four-wheelers for such units is dropped and instead the officers in-charge should be allowed to use their own two wheelers to visit villages on a regular basis. For this, an additional fixed allowance could be given. A proper monitoring system has to be evolved for all such units.


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D. Curative Treatment Services of the State and Zilla Parishad Institutes Zilla Parishad institutes like Veterinary Dispensaries operated by graduates, Aid Centres managed by para-veterinarians and mobile clinics provide curative health services at the grass root level. The State sector operates Veterinary Polyclinics at the district headquarters. The field visits and survey indicate that livestock keepers are content as far as services are concerned. However, the present approach is on treating a sick case by symptom and not by its diagnosis in a systematic way. The indiscriminate use of antibiotics and anti-infective drugs is leading to a risk in the future since the aim is not to identify and treat the root cause of the symptoms. The infrastructure facilities of diagnostic laboratories are underutilised. The emphasis on preventive health care is yet absent. A reflection of this approach is the growing incidences of Mastitis, Metritis, Blood protozoan diseases and metabolic diseases. Continuous training, re-orientation, encouragement and appreciation are factors, which will add to the quality of treatment and reduce losses.

Curative treatment is one area where higher cost recovery from affluent farmers is possible. The modalities need to be worked out to suit the region and the specific species and type of ailments.

The spread of contagious diseases are effectively controlled by post outbreak vaccinations in lean areas. However, vaccine demand and supply is an issue. The recent out break of PPR/ Blue Tongue in sheep and goats is an eye opener for all concerned. Mechanism for the forecasting diseases needs to be established for different regions. The Regional Disease Investigation Laboratory’s role will be very crucial. The administration subsequently has to gear up for tackling the forecast by way providing additional inputs to the area.

Recommendations for Cattle and Buffalo Development The Cattle and Buffalo Development function and all related activities have been totally decentralised to the MLDB. The Board should plan for better conception rates, and larger coverage of breedable population as its target for qualitative and quantitative enhancement of milk production. The ultimate aim should be the production of milk fulfilling international standards.

General 1. The officer in charge of District Artificial Insemination Centres should be

responsible for monitoring the breeding programme in the district in accordance with the breeding policy of the state under the guidance of the District Deputy Commissioner Animal Husbandry. Monitoring the entire breeding programme in the district should be the core activity of the District AI Centre. Presently, the supply of liquid nitrogen and semen are time-consuming tasks done by the office of the District AI Centre. Both these activities should be outsourced so as to enable the Livestock Development Officer to carry out tasks directly affecting cattle development.


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2. The responsibility of monitoring linkages with the ZP, Co-operatives, NGOs and others should be with the District Deputy Commissioner (Animal Husbandry)

3. At the DAIC, a stock of frozen semen for at least three months should be at hand. The pedigree and performance details of every bull in use should be made available to inseminators, as well as participants. Further, the supply of LN2 should also be without any interruptions.

4. The skill and the knowledge of inseminators plays a very important role in a breeding programme. The difference in the Conception Rate (CR) among inseminators is noticeable. This needs to be brought to an acceptable level for all inseminators. Regular training and motivational efforts for rewarding outstanding workers should be initiated in all sectors for improving the Conception Rate (CR). A periodic evaluation of technicians should be done by the District AI Centres.

5. Buffalo breeding is one area that needs to be strengthened by making available good bulls with better pedigree for breeds like Mehsana, Surati, Pandharpuri, Nagpuri and other dairy breeds like Murrah to strengthen buffalo breeding in the state.

6. For conserving the germ plasm in buffaloes, schemes should be formulated for farmers to sell and buy back empty and pregnant buffaloes of good breeds in the buffalo tracts. This should be incentive-based scheme on the lines of the Special Livestock Production Programme (SLPP) project as an employment-oriented scheme.

7. The high mortality rate of buffalo calves is matter of concern and needs special programmes. Data on this subject is scanty, but demands the attention of the Department and researchers from universities. For further action, a core team has to work on the issue germ plasm in buffaloes.

8. Special programmes on post-calving feed, health, insurance support and input support for calves born as a result of the buffalo breeding programme in backward areas of the state is another key suggestions for strengthening this programme.

9. A pilot Central Government Special Livestock Development Programme was implemented in Pune district under which an individual got ten crossbred cows through institutional finance. NABARD and/or the Government of India could modify and implement this scheme to establish export projects/ elite units for unemployed graduates/ para-veterinarians.

Target for Artificial Inseminations Agro-climatic conditions, livestock population, its type and breed, its productivity, availability of fodder and other resources, and market linkages are just some of the considerations while fixing realistic targets for AIs. Further, targets should be determined at the ground level. The duplication of such activity in the area by NGOs, Milk unions, or others is also another aspect that should be considered before fixing targets. Private inseminators’


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work also needs to be taken into consideration while fixing targets for government institutes. They need to be provided with space to work while bringing them under a regulatory framework.

Frozen Semen Doses The knowledge of frozen semen users (inseminators) about the genetic potential of semen with reference to their pedigree/ performance record, blood level, batch and producer name, the CR performance and post calving performance, for growth and production etc are very important aspects of the programmes. Awareness building regarding the above technological factors has to be on a continuous basis at all levels. This should be the responsibility of DAIC in charge officer.

The milk recording activity for Progeny Testing Programme needs to be strengthened and should be extended to crossbred bulls and buffalo bulls for improving productivity. Since this has to be a continuous task, incentives should be given to deserving staff.

To meet the growing demand for quality bulls, the Department should also consider the bull/ bull calves available with farmers who maintain milk records, where reliable data exists for assessment and are ready to enter into a contract for buy back. Apart from the cross breeding programme, the conservation of indigenous breeds (cattle and buffaloes) is a major issue for which Government should develop detailed strategies. It is recommended the Government should publish detailed strategies and the action plans

Quality of Input supplies and Monitoring of Breeding programmes For improved efficiency and effectiveness of AIs, the monitoring of the physical quality of semen, straw condition, post-thawing motility, etc are of vital importance. Presently, these appear to be low priority tasks. Checking for quality should be done on a regular and participatory basis by involving users. Other inputs in insemination process like sheath covers and other tools also need to pass through quality parameters

Operating the AI programme through paravets and other NGOs is in place in progressive areas of the state. However, their functioning needs to be strictly monitored to ensure that they are following the state breeding policy. The LDO of the District AI Centres should handle this responsibility under the guidance of the Deputy Commissioner of the district. Private inseminators who carry out breeding work need to be brought into the mainstream by providing them space for work as well as by bringing them under a regulatory framework

The decentralization of responsibility and authority to act on repairs and replacement of liquid nitrogen containers is another issue. The decentralization of power and authority to the regional and district level officers jointly for decision-making and finalising rate contracts is the possible solution for the problem.


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Sheep and Goat Development Sheep and goat development offers a great challenge considering demographic situations, management practices, communities involved and the large number of indirect stakeholders. The coordination of various stakeholders i.e. the Corporation, NGOs, veterinary colleges and departmental institutes is a key function for the Animal Husbandry Department. 1. The Department needs to take initiatives for motivating Mahamandals in the

formation of breeders’ associations for indigenous native breeds of sheep and goats for their conservation and development. The Mahamandal should also promote the formation of shepherds’ cooperative societies and involve them in this trade at all the levels.

2. The Mahamandal farms should plan for the production of improved sheep and goats of defined breeds with a better growth rate. The Mahamandal should initiate similar efforts for the conservation of indigenous breeds.

3. It appears that the Mahamandal farms are unable to meet the demands of farmers. Under such conditions, the Mahamandal should procure young stock from shepherds, rear them on farms till their breedable age, and supply them to the needy. Stray purchases (and supplying) from open markets should be discouraged.

4. Training has emerged as a basic need for protecting the interests of unemployed youths and private entrepreneurs in goat keeping. Such training must be imparted as on-hand training programmes. Training should be comprehensive in nature and the curriculum should get wide publicity.

5. There is a need to provide follow-up services through the existing Veterinary Dispensaries based on the past history of the migratory route of sheep.

6. Introduction of the herd record sheets with all migratory sheep owners needs to be initiated for disease surveillance and monitoring. These herd records will be useful data for various purposes. The Mahamandal should issue the sheets with the original address of the village/ block of the owners at a token cost.

7. Through awareness building programmes, the corporation should promote community pastureland developments and demonstrate controlled grazing practices for goats, on a large scale. The implementation should be through cooperatives and/ or NGOs.

8. NGOs like the Maharashtra Goat and Sheep Institute of Phaltan, Rural Agricultural Institute of Narayangaon, Krishi Vikas Pratishthan of Baramati, BAIF from Uruli-Kanchan, Atpadi farm of Shri Deshpande, and the Maharashtra Animal and Fisheries Sciences University Veterinary colleges are doing valuable research and development for sheep and goat development. The Corporation should take a lead and establish a forum for sharing their experiences periodically.

9. A review of legislations for the slaughter of small animals (sheep, goats and poultry) is required in the interest of public health. Anti and post mortem


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examinations are of importance for supplying hygienic meat to consumers. Slaughterhouses need to be established at least in towns and municipal areas. The practice of roadside slaughtering in the most unhygienic way should be stopped. The responsibility of such inspections should be entrusted to the existing slaughterhouse staff, wherever they exist. In other places, the work should be entrusted to the nearest polyclinic / mini-polyclinic. The services will increase the revenue for the Department and State through service charges.

10. The establishment of slaughterhouses for small animals using modern technology would involve major expenditure. Therefore, NABARD should come forward for financial support for the establishment of such units through private and cooperative setups.

Poultry Development The commercialization of the poultry industry and related activities in the last few decades is a reality. Multinational companies, as well as local companies have taken a firm control of input supplies, development, training as well as marketing in a professional way. In this development process, commercial interests assumed great priority. One a few activities are left for the Department in this regard; mainly health related prophylactic measures, regulatory activities, conservation and development of indigenous and improved breeds etc. 1. Four Central Hatcheries, a duck-breeding farm and 16 Poultry Development

Projects under ZP form the poultry institutes of the State. The Central Hatcheries’ contribution in commercial day-old chicks is perhaps less than 4-5 per cent of the State’s total demand. Small poultry unit holders, backyard poultry keepers in urban and rural areas, and tribal and BPL families maintaining poultry, contribute nearly 35 to 40 per cent of the market share of eggs. Egg, Broilers, layers and dressed chicken are constantly in demand and there is no dearth of market. Considering the resources of Central Hatcheries, they have to move away from the present average breeds like RIR/ WLH and expand better producing layer breeds, as well as broiler breeds. The emphasis has to change to an open competitive industry and these units should turn into profit-making institutes. Central Hatcheries should aim to produce and supply hatching eggs, day-old chicks and improved birds to small poultry farmers in the urban, as well as rural areas; and not limit their production for Government-aided programmes alone. Competitive rates and quality in terms of high-production potential should be the key aspects in this regard.

2. The end product marketing i.e. hatching eggs, day old chicks, pullets of 8 to 10 weeks should be outsourced or linked to agencies with the expertise in marketing, on a commission basis.


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Currently small farmers in the poultry industry are the real sufferers. There is a need to promote technological support and forward linkages. The Government poultry policy has to address these issues so that small poultry keepers continue this activity on a sustainable basis.

3. Poultry Training is another activity of these units in line with the policy of farmer training for dairy farming. All short duration farmer trainings have been discontinued at breeding farms so that farms can focus on core functions. A similar decision is required for the short duration training courses at Central Hatcheries. It is recommended that both six-month and one-month training programmes be handed over to the Integrated Poultry Development Blocks for a wider reach. In fact, the response to the six-month training course is very poor. During the year 2003-04, only 14 men and one woman were trained. This may be due to the fact that such courses are also available in the private sector like at IPMI of Vekateshwar Hatcheries who offer post training input/ placement support. A more objective review is necessary for poultry trainings at Central Hatcheries.

4. Out of the 73 National Cooperative Development Corporation’s Layer Birds Projects, only 47 projects are functioning. Since 35 per cent of these projects are unproductive units, it is necessary to reactivate them by looking at individual cases. The operations may be restarted by involving other cooperatives who are interested in its functioning. The ongoing, efficiently functioning NCDC-supported units should be offered the responsibility to revitalize sick units. They have a role to play in providing marketing and critical technical inputs like feed supply, management support or marketing outlets etc. for neighbouring poultry keepers.

5. Considering the current incidence of diseases and emerging diseases like Bird Flu, poultry keepers, farmers, tribals and backyard keepers should be well trained regarding the identification of diseases, prevention bio-security, preparedness, nutritional needs and timely reporting.

6. A modern Poultry Disease Research Centre functions under the Venkateshwar group. The Department (REEL Pune) should establish a rapport with this laboratory for expert services, utilize the infrastructure and jointly prepare to face emerging diseases. Such a Government-Industry relationship will definitely result in protecting poultry from future diseases.

Feed and Fodder Development 1 The Department should take a lead in establishing the coordination between the

Departments of Animal husbandry, Agriculture, Tribal development and Forests, so as to formulate appropriate schemes for fodder development. District-wise subcommittees, Divisional level and state level committees should also be proposed.


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2 The Department should promote wasteland/ gairan development for the plantation of fodder trees so as to increase grazing areas and fodder resources. Watershed Development projects should be linked with livestock schemes in general and fodder development, in particular. The Department should prioritise research for tolerant varieties of legumes grasses, and fodder crops.

3 The Central Government scheme of assisting farmers and NGOs in the establishment of fodder banks yet almost unexplored. The Department should proactively promote the establishment of as many banks as possible, particularly in resource-rich areas for meeting the requirement of drought-prone districts.

4 Such banks should be a recognised resource for needy farmers. Technical and monitory support extension would make such activities viable for tribal cooperatives, breeders’ associations and even individual entrepreneurs.

5 The scarcity of quality fodder seed material for commercial use is an issue in fodder development. Government sources are unable to meet the huge seasonal requirement in terms of both quantity and timeliness. To meet this requirement, there should be an emphasis on short duration fodder crops. This activity should be outsourced to interested farmers as per the existing rules and regulations. Producers should be allowed to compete for the rate contract for government purchases.

6 Rules and regulations should be framed for monitoring the feed factories for analysis of ingredients, fungus growth etc. and on the prices. The efforts should ultimately aim at making available balanced feed at optimum price.

7 Special demonstrations and extension efforts through education systems for the enrichment of inferior quality crop residues of paddy straw, wheat straw, Bajara sarmad etc by using urea and molasses is necessary.

8 A large number of agricultural and industrial by-products can be used as animal feed and can be a good source of animal nutrition (glucose from maize, barley, and edible oil refineries). A proper guideline for the treatment of such products and their use needs to be evolved.

Extension Programmes Farmers’ Training and Capacity Building Efforts It is recommended that special exposure visits, demonstrations and farmer to farmer interaction are required for women and workers. Such visits should be outside their blocks. At least one percent of the total participants under different programmes should be targeted for more than three initiatives together per year. The infrastructure for any Animal Husbandry related training is almost negligible. It is essential to incorporate such training syllabus at all KVKs for regular training. For facilitation, the support from retired experts is available in a significant number. As per earlier guidelines, this role is the responsibility of the Dairy Development Department, although nothing is happening.


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Video/ audiocassettes, slides and posters about diseases, breeding, feeding and management should be prepared and shown in farmers training programmes, as well as on the television and radio. Relevant topics for the season/ month needs to be considered as per past experiences. Role of Extension officers, their Training and Capacity building The Extension officer’s present role is vague in nature. The Key Result Areas for his post requires redefining. Their job responsibilities and expected output should be made more focused. In view of new opportunities, as well as threats under GATT and WTO agreements, livestock-keeping farmers need to be taken into confidence for adopting policy changes. For this, extension officers have a major role to work as trainers and therefore, they themselves require specialized training. The Animal Husbandry Extension staff rarely use latest extension material, mass media and tools like audiovisuals. Strengthening of the Animal Husbandry Extension cell with modern audiovisuals, extension material, mass media tools are essential. For this, the Zilla Parishad and State has to support and monitor the same. The creation of centralised extension museums at suitable locations, attached to training centres or any convenient campus, will boost the awareness of farmers. General Staff training and Capacity building The field staff has expressed concerns regarding the quality of training, available training facilities and the opportunities for trainings. As a result, they have opined that the present capacity building efforts are inadequate and non-priority areas. For a service department like Animal Husbandry, this aspect should be looked as a top priority activity. The declining budget over the years and the reduced emphasis on this subject is a serious concern. It is recommended that for the training of Livestock Development Officer’s, technical subjects like farm and herd management, animal health, emerging diseases, new advanced technologies etc. should be covered in the Refresher Course. It is further suggested that as resource persons, the guest lecturer concept should be explored with a greater thrust. The services of experienced retired/ in service technical persons should be availed as subject matter specialists. New Functions 1. The Department should adopt the use of recent bio-technological tools in the

production of vaccines for developing diagnostic tests, animal nutrition packages and the development of transgenic or specific characters (like disease resistance)


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etc. in the interest of farmers. It should implement proved methodologies and guide farmers and field workers accordingly.

2. The Department should involve standard procedures for disaster management (separate for earthquakes, famine, heavy rains and floods, probable radiation from atomic energy centres, mass accidents etc.) and circulate the same to field workers and farmers. The remuneration should be based on species, age and utility of the animal died.

3. A veterinary public health section should be started by deploying the required staff found surplus elsewhere. The objective should be ensuring hygienic milk, meat, chicken and eggs to the public (consumers) throughout the year. The production of such livestock products should be promoted by offering producers a better price.

4. Modern and hygienic slaughterhouses for poultry, sheep and goats and large animals should be promoted in the private or cooperative sectors. Roadside shops used for the butchering of poultry and small/large animals should be banned.

5. Most self-help groups from rural areas are opting for animal husbandry related programmes such as dairy, goat rearing or poultry. The Department should develop packages for such groups; train members appropriately, remove bottlenecks and provide them a package of services

6. Animal Husbandry programmes have a crucial role in poverty alleviation and in providing food security to infants and pregnant, as well as nursing mothers in remote tribal areas. It is necessary to implement programmes in a missionary manner in vulnerable areas. Inputs and services should be provided so as to minimise probable losses.

Outsourcing and Closure Outsourcing Experience has shown that with time, many core functions become peripheral ones and often are automatically deleted. However, the reality on the other hand is that the animal health and developmental services are yet to reach poor livestock keepers and remote areas of the state effectively. Taking cue from such cases, it is a tough task to propose the complete outsourcing of all activities for any function. Thus outsourcing of activity is covered under (a.) Complete activity is outsourced; (b.) Only input supply is outsourced, while the government provides services; and (c.) Only service delivery is outsourced, while the government provides inputs.


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Cattle and buffalo development function is an inherent government function. Recently, this function has been further decentralised to a state-owned enterprise i.e. the Maharashtra Livestock Development board (MLDB). Sheep and goat development is, also, an inherent governmental function. With the Panchayat Raj Institutes getting more and more powers, most of these function related activity’s delivery services are decentralised for field operations to Zilla Parishad. Thus, the above discussions and the decentralization process point to the fact that the Animal Husbandry Department is already shifting its onus from being a service provider to being a regulator and coordinator of functions. We have proposed in following functions that could be outsourced from government agencies to private institutes and individuals Total Outsourcing of Tasks and all Activities therein (a.) Privatisation of New Veterinary Dispensaries Under the dairy and Poultry Venture Capital Fund (Central Scheme), NABARD has formulated two schemes for veterinary graduates. Under the scheme, an interest-free loan of a maximum of 50 per cent of the Project Outlay is provided. In addition to this, 50 per cent of the interest charged on the bank loan will be subsidized for borrowers who are regular in their repayment. Establishment of private mobile clinic- Rs. 2.00 lakhs Establishment of private stationery clinic- Rs. 1.50 lakhs Similarly, the establishment of private clinical/ pathological laboratories for clinical pathology and diagnostic support to livestock keepers is also required in certain areas. It is recommended that the Department should proactively support such entrepreneurs in developed areas to initiate the process. (b.) Veterinary Services for pets in corporation areas and big towns In metropolitan cities, Municipal Corporation areas and big towns, many private practitioners provide veterinary services for pets like dogs and cats. State veterinary polyclinics in such cities need to take up a regulatory role on such practitioners and provide them with expertise services rather than getting into the service itself. Rules and regulations should be formed for private pet practitioners. The corporation authorities also need such support for the control of diseases like Rabies through registration and clean vaccination of dogs and such pets in the interest of public health.


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This function can be outsourced to willing NGOs in a phased manner, giving them authorization/ recognition for attending vetero-legal cases. (c.) Private Poultry Farms Under the Poultry Venture Capital Fund (Central Scheme), NABARD has formulated two schemes for- Establishment of poultry breeding farms with low input technology birds and also

for ducks/turkeys and guinea fowls/quails/emus/ostrich etc. with an outlay of Rs. 30.00 lakhs; Central grower unit for 12,500 birds per batch and 4 batches in one year with an

out lay of Rs. 20.00 lakhs. The Department should proactively support such entrepreneurs in different areas to carry out the present input production activities in their central hatcheries. Partial Outsourcing of Tasks (1.) Animal Health Services The animal preventive health delivery system can be outsourced. The manpower required for the delivery of samples for polyclinics like milk

samples, blood samples, urine/faecal samples, blood smears, skin scrapings, ecto-parasite etc. can be outsourced on a charge basis. Managing Interstate Check-posts should be outsourced to unemployed registered

veterinarians. Certification after testing will be issued at a cost by the private veterinarians and some part of the certification should come to the state. The marketing and storage of vaccines at the district/ regional level can be

outsourced. (2.) Cattle and buffalo Development Artificial Insemination services can be outsourced to interested and trained

persons in near future to a large extent. The scheme of placing private paraveterinarians and veterinarians for Artificial

Inseminations, pregnancy diagnosis and follow-up services for newborn calves is already under implementation, needs modifications for enhancing the income it generates as well as efficiency. There is a need to promote the establishment of bull-rearing farms under private

or cooperative management. Presently, the supply of liquid nitrogen and semen are time-consuming tasks

done by the office of the District AI Centre. Both these activities should be outsourced so as to enable the Livestock Development Officer to carry out tasks directly affecting cattle development.


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(3.) Extension and Training Outsourcing the task of training farmers to NGOs: For imparting training to farmers selected by the departmental officers in dairy, sheep and goat keeping, poultry etc in the area could be supported in the form of complete or partial outsourcing. (4.) Feed and Fodder Development Programmes: Outsourcing Fodder Bank activities: The Department should proactively promote the establishment of as many banks as possible, particularly in resource rich areas for meeting the requirement of drought prone districts. Outsourcing Fodder Seed Production (and assured buy back): This activity should be outsourced to interested farmers as per the existing rules and regulations. Producers should be allowed to compete for the rate contract for government purchases. To meet this requirement, there should be an emphasis on short duration fodder crops.

Closure The major reorganization of the Department was done in May 1984. Subsequently, the latest reorganization and restructuring of the department was done in 2004. Further, it was refined and modifications were made in it. The Committee undertook a detailed review of functions, activities and schemes, workload etc. As a result, essential schemes were continued, redundant schemes were discontinued and uniformity in the staffing pattern was evolved. In the process, 1496 posts from different categories were reduced The implications of these changes are yet to be seen. In view of it we have no specific recommendation for the total closure of any particular scheme/ post except the following- Sixty-three Mobile Veterinary Health centres under Zilla Parishads used to have jeeps. The vehicles at most of such centres are outdated and non-functional; however, the drivers’ posts continue to be shown against such establishments. All these posts are surplus posts at the moment.


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Chapter I History and Policy Review of the Animal

Husbandry Department

Introduction The Administrative Reforms Committee of the Government of Maharashtra proposed functional reviews to be conducted for few major departments in the government (Anon-GoM 2002). Earlier, the Administrative Reforms Committee (Karnataka) recommended the functional review of departments in the state. Accordingly functional reviews were conducted for various departments in Karnataka (Anon-Kar-a 2001). The Planning Commission reviewed these reforms of Andhra Pradesh and few other states (India Vision 2020). Andhra Pradesh is perhaps the only Indian state where the functional review for the Animal Husbandry Department has been conducted. The original Functional Review Committee Report of Andhra Pradesh could not be located however, and so ANTHRA’S working paper (Anon Anthra 2001) highlights the reports with comments. The ARC provides a detailed framework for the functional review. It states that reviews should complement, existing or proposed, department or sector reform programmes; take note of the nature of multi-level governance and the ongoing efforts for territorial decentralization and devolution of factions and staff to Panchayat Raj institutions. The exercise should take note of initiatives for alternate service delivery through the private sector, voluntary agencies and community/user groups. The guidelines were also provided for department-specific functional review processes for administrative reforms. Accordingly, YASHADA was appointed as principal consultant for the reform studies. BAIF was appointed for the Rural Development Departments in general and Animal Husbandry, Dairy and Fisheries Departments in particular. Within these three departments, the emphasis is given to the Animal Husbandry Department due to its vast spread. The brief overview and the methodology are outlined below.

Brief Overview of the Animal Husbandry Department Livestock production is an important source of income for the rural poor in India. Livestock products like milk and meat provide protein, calcium, vitamins, and other nutrients that are lacking in our usual diet. Livestock remains the most important form of non-human source of power and fertilizer available to poor farmers. Livestock also store value and provide insurance for people who have no other financial assets available to them. At the national level, the contribution of the livestock sector is between 4.8 and 6.5 per cent of the GDP. Its contribution to the agricultural GDP has gone up to 22.6 per cent in 1998-99 (Bhat 2002). The contribution of milk (Rs.82, 624 crores) was higher


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than any one major crop like paddy (Rs.68, 230 crores), or wheat (Rs.40, 323 crores). However, the investment of the Government of India (including all states) in Animal Husbandry and the Dairying Sector is extremely low and varied between 0.4 per cent and 1.0 per cent (GoI, 1998) of the total investments. The Animal Husbandry sector provides tremendous opportunities for self-employment to millions of households in the rural areas. Employment in the Animal Husbandry sector was 9.8 million under the principal status and 8.6 million under the subsidiary status. Rural women have a special place in this sector. Women constitute 71 per cent of the labour force in livestock management. Although women are involved in most livestock operations, their knowledge level is low.

Technological progress in the production, processing, and distribution of livestock products are central to the positive outcome of the Livestock Revolution. Rapid advances in feed improvement, genetic and reproductive technologies using biotechnological processes etc. offer wide scope for overcoming many of the technical problems posed in increasing livestock production.

Livestock presently raised at the subsistence farming level, is financially unviable but by increasing the unit size and using current technologies, it has an opportunity of generating wealth and employment. Livestock enterprises with crossbred cattle and high-yielding buffaloes have shown to be a remunerative business. The wisdom and energy of farmers combined with the knowledge and skills of professionals would create conditions of confidence and strength that has brought about many success stories. The future of the livestock sector rests on farmers, scientists, technologists and professionals.

With this background, it becomes necessary to look into the personnel and organizational structure of the Animal Husbandry Department, formulates policies and executes programmes for the development of the animal husbandry sector. Maharashtra, as per 1992 census, holds the fifth place in the country for livestock (including poultry) population with 17.44 million cattle, 5.44 million Buffaloes and 32.18 million poultry population (Anon-GoM 2002). The 1997 census data show a 9 and 10 per cent increase in the livestock and poultry population respectively (Table 1.1).

Table 1.1: Summary of the Sixteenth All-India Livestock Census (1997) for Maharashtra State

Species Population in Number

Percentage livestock

population

Percentage Rise over

1992 population

Cattle 1,80,71,537 45.6 4.0

Buffaloes 60,72,688 15.3 11.0

Sheep 33,67,851 8.5 10.0

Goats 1,14,34,021 28.9 15 .0

Pigs 5,67,092 1.4

Other 1,17,143 0.3

Total 3,96,38,041 100 9.0


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Within the livestock population, there is a rise of 11.5 per cent in female buffaloes and of 39 per cent in the crossbred population. Only 5 per cent of the total livestock population is in the urban areas. This shows the importance attached to livestock in rural households for their livelihood and survival. The average number of livestock per hectare of land is 0.34 for holdings above 10 hectares and 2.63 for holdings below 1 hectare. This again shows the importance attached to livestock by small and marginal farmers. A large number of livestock are reared under crop-livestock integrated farming system. In Maharashtra, the agriculture sector continues to be at the mercy of uncertain monsoons. The primary sector in agriculture, in particular, has not shown the same momentum as other sectors. The approximate gross value of livestock products during 2001-02 was Rs. 11,494 crore as per the current prices, which was about 33.3 per cent of the total gross value of the agriculture sector. (GoM, 2002-03). Maharashtra state ranks within the first ten milk-producing states of the country (Dairy India 1997). As per the 1995 production data, its share is 5.8 per cent of national production. For 2001-02, the per capita availability of milk and eggs for the state is quoted to be 166 gms /day and 32 eggs per annum, respectively (Anon-GoM 5). With this background it is proposed to review the functioning of the Animal Husbandry and other related departments.

Historical Review of the Animal Husbandry Department The formation of a Civil Veterinary Department for the country started in Calcutta, way back in 1883. However, the constitution and functions of the Civil Veterinary Department came into being only by April 1888. The first Superintendent (Civil Veterinary Department) came into existence in Bombay Presidency on 20th May 1892. Capt. J.W.A. Margaon was the first Superintendent (Civil Veterinary Department). Thus 20th May is taken as the date of establishment of the present Animal Husbandry Department. The Department has completed 112 years on 20th May 2004. Programmes/areas for the Civil Veterinary Department included horse breeding, animal diseases, and veterinary institutions. Activities at veterinary institutions included the following- Encourage local bodies to establish veterinary dispensaries; Provide an itinerant veterinary graduate attached to each dispensary to cope up

with outbreaks of cattle diseases; Make the existence of the Dispensary knows treat cases which can be treated or

relieved on the spot; and Induce owners to send their animals to the dispensary for treatment whenever

required and practicable. In the year 1905, the Government of Bombay, decided to institute a Provincial Pensionable Subordinate Civil Veterinary Service funded from the provincial


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revenue. The Government of India accorded sanction to implement this decision in 1906 and the scheme came into force from 1st April 1909. The scheme contemplated the provision of one Veterinary Assistant for each taluka, one Veterinary Inspector at each district and one Superintendent for each Revenue Division. As regards Cattle Breeding, the Government took a decision to select certain famous local breeds of cattle for improvement and identify suitable sites for establishing Cattle Breeding and Bull Rearing Farms and to encourage breeders by awarding cash prizes to the best animals at shows and fairs. In 1932, the post of the Superintendent Civil Veterinary Department (Bombay Presidency) changed to Director of Veterinary Services (Bombay Presidency). The year 1947 was important in the history of the Department due to the amalgamation of all the Animal Husbandry Sections of the Agriculture Department with the Veterinary Department. The Director was designated as the Director of Animal Husbandry and Veterinary Science. In the year 1957, the designation of the Head of Department was revised as ‘Director of Animal Husbandry’. The appointment of Disease Investigation Officer in the state was another landmark in the history of the Department. The Indian Council of Agricultural Research sanctioned a subsidized scheme, in the year 1931, for the investigation of diseases and to study the mortality pattern among large animals. The scheme started operating from 27th June 1932 at Bombay Veterinary College. Considering the importance of the scheme, the State Government continued the scheme at its cost, after the expiry of the subsidy period of five years. Later, the ICAR proposed to subsidize a similar scheme for the investigation of diseases in poultry. The Government of India accepted the scheme and appointed a Veterinary Inspector, (Poultry) in the year 1942. Before and after Independence, respective Governments passed several important Acts related to livestock diseases, such as- - In the year 1879, the Government of India passed the Glanders and Farcy Act

relating to the disease in horses which was later amended in the year 1899. - The Government of India, in the year 1910, passed Dourine Act for the

prevention and control of the spread of dourine in equines. - A scheme for the immunization of cattle against various contagious diseases was

launched in the year 1943. - The Bombay Animal Contagious Diseases (control) Act 1948 was passed to

ensure the prevention and control of contagious diseases among animals. - The year 1948 saw the enactment of the Bombay Animal Preservation Act, under

the provisions of which animals offered at the slaughterhouses were examined and only the scheduled animals were allowed for processing.

- The manufacture of vaccine for the control of Rinderpest was yet another landmark in the history of the Department. For this, the Institute of Veterinary Biological Products was established in the Bombay Veterinary College premises in Mumbai in 1947. The Institute later shifted to Pune in 1959.


5

Artificial Insemination for Breeding Cattle Post Independence, the Government of Bombay decided to open one or two centres for the general adoption of Artificial Insemination (AI) Technology as the most expeditious method of breeding for the improvement in cattle based on the experiences in the advanced countries. AI Centre Pune established itself as a pioneer centre in adopting and spreading AI technology. With the expansion of AI work, a Regional AI Centre was established at Nagpur. The work expanded rapidly and more centres and sub-centres were opened leading ultimately to an independent section to look after this work. The establishment of Key Village Centres was another milestone in propagating AI work at the village level. The main objective was to ensure the overall development of breedable cattle through Regional AI Centres established under the scheme in a contiguous area. In the year 1965, the State Government established Intensive Cattle Development Project at Pune, Miraj and Dhule initially and subsequently at Chiplun (1969), Jalna (1972), Nagpur (1972) and Amravati (1975). Poultry Development The total poultry bird population increased from 32.18 millions (1992) to 35.39 millions (1997) recording a growth of 10 per cent. During 2000-01, the total egg production was 3100 millions eggs approximately. One of the most striking features of poultry development during recent times has been the tremendous stride made in this sector through private initiatives. Poultry farming in the private sector has now developed into a highly specialized and dynamic agro-based industry. With scientific management and operational flexibility, the total exotic (improved) bird population has increased to 30.97 millions (2001-02). Contribution of Cooperative Sector During the 7th Five Year Plan, the National Cooperative Development Corporation (NCDC) introduced a scheme for financing Integrated Poultry Projects in the Cooperative Sector and the NCDC sanctioned 74 projects under the same. Certain projects suffered from a number of constraints, such as the escalation of costs due to delays in the completion of the project; lack of technical and financial manpower; lack of marketing skills etc. However, these projects have resulted in the increase in improved bird population, total egg production and to some extent, in the creation of employment in areas of operation. Sheep and Goat Development In 1979, the Government of Maharashtra set up the Maharashtra Sheep and Goat Development Corporation with headquarters at Pune. Nine sheep-breeding farms and 1 goat-breeding farm function under its control. However, there is no district level organisational set up under the Corporation. Individual beneficiary schemes are implemented through Veterinary Institutes under state and local sectors.


6

Maharashtra Livestock Development Board The Government of Maharashtra, in April 2002, accorded sanction for the establishment of Maharashtra Livestock Development Board for the implementation of the Centrally sponsored (100 per cent Central Assistance) National Project for Cattle and Buffaloes Breeding. By June 2003, six Cattle Breeding Farms, one Buffalo Breeding farm, two bull-rearing centres and three Frozen Semen Laboratories were transferred to the Board. The Government of Maharashtra, in November 1993, upgraded the post of Director of Animal Husbandry to the rank of Secretary to the Government and changed the designation to Commissioner, Animal Husbandry. With the enactment and passing of The Maharashtra Zilla Parishads and Panchayat Samitis Act (1962), a majority of Animal Husbandry Department activities were transferred to respective Zilla Parishads and Panchayat Samitis- such as Veterinary aid, Artificial Insemination Key Village Scheme, Supplementary Cattle Breeding Centres, Organisation of cattle shows and rallies, Sheep and Wool extension Centres, Poultry Scheme etc. The Animal Husbandry Department has a total of 4,699 approved health institutes, out of which 4566 are functioning effectively with 1,789 veterinary graduates operated institutes. Each veterinary institute handles a population of 5631cattle units (Anon GoM 2003). The sector contributes Rs.12,086 crores to the state GDP every year. Policy Review of Livestock Development The National Livestock Policy Perspective Report by the Steering Group, headed by Dr. Quasim, Member Planning Commission, (Anon-GoI, 1998) and the Government of India Planning Commission’s Working Group Report (Bhat, 2002) on Animal Husbandry and Dairying for the 10th Five Year Plan provide thorough insights for the subject and indicate certain thrust areas (Box 1.1). (a.) The Animal Husbandry Department of the Maharashtra State is one of the

major service providers in the state. The main objective of the Department is to achieve accelerated growth in all livestock products and through this growth to expand employment opportunities in the rural areas of the state and to assist the rural community to improve its economic and physical status (GoM, 2003). The thrust programmes of the Department are the implementation of State Plan schemes, Centrally Sponsored/Central Sector Schemes, individual beneficiary schemes (included Women Welfare Schemes), providing Veterinary Services, protecting animals and birds from contagious diseases, diagnosis and control of diseases etc.


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Box 1.1: Thrust Areas for Livestock Development The Government of India Planning Commission’s Working Group on Animal Husbandry and Dairying identified the following thrust areas development- - Conservation of livestock to maintain diversity of breeds; - Immunization Programme against important animal diseases and creation of disease-free zones; - Enhancement of feed/fodder production and improvement of common property resources; - National Animal Health and Production Information System; - Development of marketing infrastructure for all types of livestock products; - Dairy/Poultry Credit Card and Venture Capital Fund to meet the credit needs of farmers and entrepreneurs; - Specific funding to solve field-oriented problems through research and development; - Livestock care and well-being, relief during natural disasters and calamities; and - Creation of a permanent institution to estimate the cost of production of various livestock products and

suggest remunerative prices for the same. Source- (Bhat, 2002)

The Animal Husbandry Department adopts the following major strategies to achieve the foregoing objectives in different thrust areas-

(b.) Genetic improvement of livestock under the Crossbreeding Programme and upgradation of local nondescript breeds using superior indigenous breeds through an expanded network of infrastructure, as also through the improved productivity of the existing infrastructure.

(c.) Providing adequate Animal Health Services for the protection of livestock (with special emphasis on Foot and Mouth Disease Control) through an expanded network of infrastructure, as also through the improved productivity of the existing infrastructure.

(d.) Reduction in the number of unproductive cattle through the National Breeding Policy, under which a specific programme for encouraging the use of bulls belonging to identified draught breeds of cattle, is drawn. Thus, by improving the unit output of draught animals, it is assumed to reduce the large number of low capacity livestock kept by farmers. This will reduce pressures on other resources like fodder, space etc.

Fodder development by regulating the cropping pattern in the Command areas, improving the productivity of pasturelands, introducing improved fodder seeds, encouraging the increased use of wastelands for fodder production and optimizing the use of crop residues. The Animal Husbandry Department of the Government of Maharashtra has listed following broad programmes to attend to above thrust areas- Animal Health and Veterinary Services; Cattle and Buffalo Development; Poultry development; Sheep and wool development;


8

Fodder and feed development; Extension and training- Administration, Investigation and Statistics; Investment in Public Sector Undertakings- Assistance to Animal Husbandry Co-

operatives; Veterinary Research; and Women’s economic development and empowerment

Methodology for the Functional Review A major emphasis of the review will be on Animal Husbandry Department. However, the study will briefly review the strengths and weaknesses of the Fisheries and Dairy Department. Maharashtra, with 35 districts and 353 blocks and a long coastal area of 720 kms, has a very wide agro-climatic variation. The state has 7 divisions with different agro-climatic conditions. Added to this, imbalances due to the lack of adequate irrigation facilities, industries and market availability also reflect on the level of development with reference to livestock and fisheries. Further districts and talukas with large tribal populations and poor communication also reflect different development concerns. Thus to make it a representative study- - The study commenced with meetings of senior policymaking officers in the

Secretariat (Mumbai) and respective Commissionerate staff at Mumbai and Pune. In order to establish a sound basis for the study, the overall picture of the functioning of the respective departments emerged from these initial meetings.

- The officers were also involved in workshops at YASHADA. The outcome of these meetings and the workshop paved the way for the field study.

- The field study entailed questionnaires, observations, and small group meetings. Field visits were on a sample basis. Efforts were taken to access information regarding major schemes and programmes of concerned departments in order to assess their relevance. Using the random sampling technique, five divisions and one district from each division and 2 talukas within each district were taken up for the study. Senior officers of concerned departments such as Joint Directors, Deputy Directors, Assistant Directors, and other Officers of the Department at all these locations were interviewed individually as well as in focus group discussions. They were asked to give their perceptions through the questionnaire (Appendix 3). Views of employees, supervisors, controlling officers, divisional officers and Heads of the Departments also form a part of the analysis.

- With the help of Organisational charts of concerned departments, the functioning of different level officers were reviewed. Responsibility mapping tools as suggested by YASHADA (RASI technique) is a very handy tool for this. The major emphasis of review is to understand the process of handling responsibilities and taking required decisions effectively and efficiently. The review also entails the study of the flow of information from top to bottom and vice versa. The duplication of functions or shortage of staff or qualitative needs of staff for the posts etc are also some of the issues analysed.


9

- In order to understand ground level situations amongst randomly selected villages from the above selected talukas, farmers, opinion leaders, and members of Cooperative bodies were involved in focus group discussions. Select farmers also answered the questionnaire.

- By goal-directed sampling, a few tribal villages/ padas as well as coastal villages were also visited for a detailed study.

- Specific efforts were made to contact cooperatives, SHGs and NGOs working in these sectors and legislators from the area to understand their perception of good governance for the departments. Experienced and knowledgeable individuals, subject matter specialists, and retired individuals were involved in discussions to elicit their expectations. Wherever available, the Breeder’s association was also involved in group meetings.

- The review of various published annual and other periodic reports, scheme progress reports, and committee reports is a major component of this study. Secondary data is used for reviewing the ToR parameters.

- Primary data thus collected through questionnaires, interviews, discussions, and focus group discussions has been analysed and collated with secondary data.


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Chapter II Vision, Mission and Structure of the Department

Vision and Mission of the Animal Husbandry Department Although the Animal Husbandry Department has been functioning as a service provider in multifarious activities, across different species of domesticated animals, since more than hundred years, it’s Vision and Missions were neither developed nor shared with its staff. The variety of services provided under different functions lead to common objectives. For this, a visioning workshop was conducted at YASHADA, involving different Department staff from different levels- from the field level Livestock Development Officers to the Heads of Institutes and the Commissioner Animal Husbandry. Subsequently, the Vision and Mission, as developed under the study was shared with the Animal Husbandry Department staff and YASHADA facilitators. Vision The welfare and sustainable development of livestock in the common interest of people and livestock keepers Mission The Animal Husbandry Department will strive to enhance the quantity and quality

of livestock products. This will be achieved by providing or facilitating services to improve genetic potential, animal health and livestock management skills. In the process, more employment opportunities will be generated for its users, as

well as for service providers. Conservation and development of indigenous breeds of different species to

maintain the bio-diversity will be aimed to promote environmental conservation. Through improved production and productivity of livestock, the Animal Husbandry

Department aims to ensure value addition and wealth creation for livestock keepers of the state.

Based on this output the department has subsequently again developed another version of the vision and mission statements.

Functions of the Animal Husbandry Department All functions performed by the Department could be grouped into two groups i.e. Technical Functions and Administrative-Fiscal Functions. Technical functions such the treatment, breeding, feeding, management etc. are performed by the District, Taluka and Village level officers and employees through dispensaries, hospitals, polyclinics and laboratories, where as the Administrative and Fiscal functions are carried out by the state, regional and district level supervisory offices.


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Technical Functions Cattle and Buffaloes Development Programme The Government of India has given special emphasis to cattle and buffalo development. In furtherance of this, the Government has earmarked certain funds and introduced a special scheme- the National Project for Cattle and Buffalo Breeding with 100 per cent Central grants. In order to implement the scheme, the Government of Maharashtra has constituted the Maharashtra Livestock Development Board (MLDB). Farmers, by and large maintain cattle and buffaloes for a variety of reasons such as fieldwork, for producing males needed for farm work, manure and for milk. Out of the total milk production of the state, cows (both indigenous and crossbred) produce about 50 per cent of milk, buffaloes produce about 46 per cent and goats produce less than 5 per cent (GoM, 2002-2003). As such, Cattle and Buffalo Development is a major function of the Animal Husbandry Department. The State Government has agreed to operationalise the following functions through the MLDB- Breeding farms and Bull Rearing Centres- strengthening cattle breeding farms; Frozen semen and the Breeding programme- modernising Frozen Semen

Laboratories (Government and Non Governmental Organisations owned); Formation of Breeders Associations, assisting NGOs, Panjarapoles and Dairy

Societies engaged in Cattle and Buffalo breeding; Providing AI facilities through unemployed technical youths; Conservation of recognized indigenous cattle breeds (Khillar, Deoni, Red

Kandhari, Gaolao and Dangi) and buffalo breeds (Pandharpuri and Nagpuri); and Upgradation of technical knowledge of the staff through training.

Animal Health Treatment of ailing animals and birds, minor and major operations, providing breeding facility through AI, issuing soundness certificate, attending Medico-legal (veterolegal) cases, conducting post mortems etc. are the activities carried out by the staff working at the village, taluka and district levels. Animal Health Services related to curative and preventive aspects are provided at the user-level through a chain of institutes. Under the Zilla Parishads, Veterinary Dispensaries are located in smaller villages and the town Vety-Polyclinics and Mini-Polyclinics, located at the District and Taluka Headquarters. Expert’s services, major operations and mini-laboratory facilities are available at polyclinics. Certain NGOs and Dairy Cooperatives also provide similar services to animals owned by their members. Disease diagnostics and surveillance is undertaken at District Polyclinics, Regional Disease Investigation Laboratory (RDIL) and at the State-level Disease Investigation Section laboratories in Pune. Diseases are tentatively diagnosed at the village and taluka level on the basis of symptoms. Samples from affected/dead animals (after post-mortem examinations)


12

are sent to Veterinary Polyclinic (district level institute) and Regional Disease Investigation Laboratory (Regional level institute) for laboratory tests to confirm a disease. However, control measures like vaccination, segregation etc. is carried out without waiting for a confirmation. Disease Investigation Section (DIS) Pune, is the state-level apex body1. Diagnosis of viral, mycological, poultry diseases and emerging diseases is done at this laboratory. Other activities related to Veterinary Health Services include certification work. This is one of the statutory responsibilities of the departmental staff at different levels. Viz; Salmonellosis-free certificate with respect to Poultry- This certificate is issued to

private hatcheries and grandparent stock keepers after testing the birds at the respective units by Regional Level Disease Investigation Laboratories; Certificate of Meat/Beef/Eggs for export- Specific tests are carried out at the

quality control laboratory (Mumbai) and consignments of Meat/Eggs etc. are cleared for export; Contagious Equine Metritis-free certificate for Horses- The DIS (Pune) carries out

specific test at stud farms for issuing CEM-free certificate; The Animal disease vaccines and biologicals required for the prevention of common bacterial and viral diseases and for the diagnosis of few vital diseases are produced at the Institute of Veterinary Biological Products, which is operated by the State Government at Pune. Through ongoing research, new techniques are developed at the Institute for the production of effective and standard vaccine. The NDDB, private firms and few NGOs also manufacture some of these biological products. Poultry Development The poultry development in the state is carried out through the State Central Hatcheries, Intensive Poultry block projects, National Cooperative Development Corporation projects and a government duck-breeding farm functioning at Wadasa (Gadchiroli). Testing for salmonellosis is one of the main activities of the state staff at RDIL with reference to poultry development. Private hatcheries are playing a major role in producing commercial birds, layers and broilers as required by private medium and large poultry farmers established in private sector. Similarly, private companies like Ventri Biologicals produce vaccines required for poultry. In addition to this, the Venkateshwara Hatcheries Group also offers disease diagnostic services through the Poultry Disease Research Centre at Loni Kalbhor Sheep and Goat Development Small and landless farmers, especially women members, maintain goats as a poor person’s cow. Few of them also keep sheep. However, the shepherd community is


13

the one, which maintains sheep flocks in a large number. As such, the sheep and goats are raised in a pastoral system. i.e. by moving flocks from one place to another to feed on the leaves of the trees along with road sides, forest areas and on the crop residues of the farmers. The Maharashtra Sheep Development Corporation was formed during the year 1978 and sheep breeding farms and development activities have been transferred to the Corporation. Recently, the Corporation was renamed as Punyashlok Ahilyadevi Maharashtra Sheep and Goat Development Corporation and it functions through the Panchayat Raj Institutions. It has nine breeding farms and wool utilization centres. Operating the farms for to produce both male and female animals and to supply sheep and goat for distribution to participants, to impart training, shearing of sheep, production and sale of woollen products are the main activities of the Corporation. Feed and Fodder Development The state has to face the problem of scarcity every second or third year in some part or the other of almost all districts. All the districts barring Thane, Bhandara and to some extent Kolhapur are deficit in fodder availability. Therefore, special attention is essential to solve the problem through long term planning. The Animal Husbandry Department conducts the following under this function- The distribution of seed and sets/saplings at subsidized rates; Organising fodder demonstration plots; Implementing the Central Government sponsored programme for the enrichment

of straw by urea treatment; Establishment of Fodder banks; Issuing recommendations for the release of molasses and for the supply of

damaged food grains required for the manufacture of feed; and Operating a feed analysis laboratory at Pune, where the proximate analysis of

feed samples, received from Government Institutes, is done.

Training and Capacity Building Efforts Staff Training is imparted at a staff-training institute at Pune. The Livestock Development Officer, Assistant Livestock Development Officer, Livestock Supervisors receive trainings of 15 days, while the clerical staff receives a training for 7 days periodically. This institute has audiovisual aids and other equipments. The officers are deputed to Summer Institutions, Extension Training etc. as per the programmes scheduled in the concerned Institutes

Farmers are also offered hands-on training, demonstration, visits to progressive farmers and herds. Presently, the field level staff and Extension Officers working at the Panchayat Samitis organise three-day training programmes for farmers covering different aspects of Animal Husbandry (Breeding, Feeding, Management and Health cover).


14

Extension Programmers Work campaigns, calf rallies, livestock programmes on the All India Radio and T.V., demonstrations and Kit Support Milk yield competitions etc. are just some of the extension activities undertaken for the development of the sector. Under the Animal Husbandry Developmental Schemes, animals and birds are supplied through bank finances or District Rural Development Agencies. Administrative and Fiscal Functions For the state, the Commissioner for Animal Husbandry is the Head of the Department and he/she performs various administrative, fiscal and other functions for the state. Administrative Functions Authority for appointing, assessing and reviewing confidential reports covering

employees in the non-gazetted cadre Transfer and promotions of officers in Group B, A and in super time scale; Framing the recruitment rules of different cadres; and Finalization of draft affidavits in cases in MAT and in court cases.

Fiscal Finalization of approach paper for Five Year Plan/Finance Commission/Pay

Commission etc. and proposing different schemes within the allotted funds; Approving the performance budget, answers to cut-motions and LAQ, notes for

supplementary demands, budget discussions in Assembly/Estimate Committee; Distribution of Non-plan/Plan grants to subordinate institutes, finalization of 4/8/9

monthly revised estimates; and Other Important Functions Policy framing, proposing new schemes/modifying the existing schemes; Implementation of plan schemes/Tribal Area Sub Plan /SCP/Centrally sponsored

schemes, issuing guidelines about the implementation of various schemes; Liaison with Maharashtra Animal and Fisheries Sciences University, Maharashtra

Livestock Development Board, and Punyashlok Ahilyadevi Maharashtra sheep and Goat Development Corporation and assist the body to take appropriate decisions; and Signing MoUs between the Departments, NGOs, Boards, Cooperative Societies,

Colleges, University, ICAR, Central Government etc. thereby establishing linkage with these organisations.


15

Field Implementation Structure and Responsibilities The Commissioner, a Secretary level IAS Officer, heads the Animal Husbandry Department. He is assisted at the headquarters and at the field by technical and administrative staff. The field implementation structure is as follows- Regional Joint Commissioner (Animal Husbandry) The Regional Joint Commissioner is the Regional Head and performs various administrative, fiscal and other functions for the region. The offices are located at Mumbai, Nasik, Pune, Aurangabad, Latur, Amravati and Nagpur. Administrative and Fiscal - Functions related to Regional Level Administration; - Appointing authority for employees in Group D, maintenance of seniority lists of

Group D employees; - Transfer of employees and officers (Group B) within the Region; proposals

regarding transfer to other regions; and - Distribution of Non-plan budget grants to subordinate institutions, finalization of

revised estimates and surrender of grants. Other important functions - As member of Executive Council of Government Veterinary College (in the

respective region) proposes field-oriented problems and assists the council; - Establishing linkage between state and Panchayat Raj institutes, NGOs etc; - Attending DPDC meetings, credit plan meetings, inspections, review etc; - Supervise the working of state-level sector institutes, RDIL, implementation of

schemes/programmes etc; and - Submission of consolidated regional reports to the Commissioner

District Deputy Commissioner (Animal Husbandry) The District Deputy Commissioner’s office is located at all District Headquarters of the state for performing various administrative, fiscal and technical functions for the district. There is a separate post of District Animal Husbandry Officer attached to Zilla Parishad for monitoring and supervising the functions of institutes attached to the Zilla Parishad. Implementation of Schemes - Reporting authority, DPDC meetings, and other review meetings; - Establishing linkages with the local sector, NGOs, beneficiaries, farmers,

preparation of answers to LAQ; - Supervise the working of Institutes and activities related to disease diagnosis and

control;


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- Floating of tenders and finalization of district level Rate Contracts; and - According sanctions, inspections, review and administrative functions.

Organisational Structure In May 2004, the Government of Maharashtra approved the restructuring of the Animal Husbandry Department. The organisational structure has, therefore been prepared on the basis of the approved restructuring of the Department. The summary of this is presented in charts from 1 to 6 for carrying out the above-mentioned functions. State Level The Commissioner, who is a Secretary Level IAS Officer, heads the Department. A staff of two Additional Commissioners, a Joint Commissioner, four Deputy Commissioners, and six Assistant Commissioners technically assist the Commissioner at the headquarters. The Commissionerate also has two senior Administrative Officers, Assistant Commissioner (Finance), Accounts Officer, an audit officer and persons from group C and D cadres. Individuals from the Finance Department and from the Economics and Statistics Department are appointed on related posts in the Animal Husbandry Department (Figures 2.1 to 2.5). The main sections in the Commissionerate are planning and budget, disease control, poultry development, training, extension, accounts, audit and establishment. The other state-level offices are- (a.) Disease Investigation Section (Pune)

The Joint Commissioner is the head of the Institute, which supports the Animal Health function of the Animal Husbandry Department for the state. Four Deputy Commissioners- one each for viral diseases, foot and mouth disease, bacterial diseases, poultry diseases and disease surveillance- assist him. There are six Assistant Commissioners attached to different laboratories/sections with the Disease Investigation Section on various specialized subject areas.

(b.) Institute of Veterinary Biological Products (Pune)

This is a state-level institute established in 1959, wherein vaccines, biologicals and diagnostic reagents are produced, which are of vital importance for animals and poultry health. An officer of Joint Commissioner Level heads the institute. Four Deputy Commissioners (bacterial vaccines, viral vaccines and Quality Control Section) and twelve Assistant Commissioners working at different vaccine production units/sections assist him/her.

(c.) Maharashtra Livestock Development Board

The Maharashtra Livestock Development Board is governed by a Managing Body headed by the Secretary (Animal Husbandry, Dairy and Fisheries), as Chairman and the Commissioner (Animal Husbandry) as one of the Members.


17

An Additional Commissioner Level officer works as the Chief Executive Officer. Two Deputy Commissioners, two Assistant Commissioners with other support staff work at Akola, which is the Headquarter of the board. The following institutes which relate to the production of frozen semen doses, and breeding bull have been transferred to the MLDB-

- Frozen Semen Laboratories at (Pune, Aurangabad, Nagpur) - Cattle / Buffalo Breeding Farms - Bull rearing centres

(d.) Punyashlok Ahilyadevi Maharashtra Sheep and Goat Development Corporation Punyashlok Ahilyadevi Maharashtra Sheep and Goat Development Corporation is an independent corporation formed in the state for sheep and goat development. An officer of Joint Commissioner level works as the Managing Director of the Corporation. He/she is responsible for managing sheep and goat-breeding farms and for implementing sheep and goat related development activities. The State Government nominates the Chairman and other members of the managing body.

Regional Level The Regional Joint Commissioner is responsible for the proper functioning of various departments, institutes, schemes and programmes in the region. He/she enjoys the status of the head of the department. An Assistant Commissioner, a Fodder Development Officer, a Livestock Development Officer, an administrative officer and group D employees assist the Regional Joint Commissioners in all locations. District Level The office of the District Deputy Commissioner functions at all district headquarters. Veterinary polyclinics, Mini-polyclinics, District Artificial Insemination Centres, Central Hatcheries and Check Posts function under the control of the District Deputy Commissioner. The District Animal Husbandry Officer works as Head of the Animal Husbandry Section at each Zilla Parishad. Poultry projects, Mobile Veterinary Clinics, Taluka Extension Section of the Panchayat Samiti, Veterinary Dispensaries (grade I and II) function under the Zilla Parishad and are supervised by the District Animal Husbandry Officer.


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Additional Commissioner Livestock development and

disease control

Managing Director P. A. Maharashtra Sheep & Goat

Development Corporation

Joint Commissioner(Head Quarter)

Dy. Commissioner Poultry Dev

Dy. Commissioner Planning & Budget

A.C 2 posts Disease C t l

A.C. Training A.C Planning & Budget

A.C. Extension

Joint Commissioner D.I.S.

Joint CommissionerI.V.B.P.

A.C Livestock

Figure 2.1 (a):Organisation Structure of Animal Husbandry Department Maharashtra State Commissioner, AH, Pune

**** Under Dy.Comm .A.H. …. L.D.O. Dist. A.I.C.( 27) L.D.O. Slaughterhouses 32L.D.O. Check Posts 13 ** Under DAHO ….L.D.O. Vety. Dispensary Gr. I & II (1474) L.D.O. Extn. Panchayat Samiti (291) L.D.O. Mobile Veterinary Clinic (65) L D .O. Poultry Project (16)

Chief Executive Officer Maharashtra Livestock Development Board,

Akola

Regional Joint Commissioner ( 7 )

Dy. Commissioner Disease Control

District Dy. Commissioner of A.H

One for each district

CEO Zilla

Parishad

Asst. Commissioner Vet. Polyclinics, 28 Mini polyclinics 172

RDIL 14 & CH 4

Dist. A.H Officers

One for each

Livestock Development

Officers **


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Assist. Commissioner

Mini Polyclinic (172)

Figure 2.1 (b): Organisational Structure of the Animal Husbandry Department

At all Head Quarter - 7 Asst. Commissioner Sr. Admn. Officer or

Admn. Officer Fodder Development Officer

Livestock Development Officer

Dist. Deputy Commissioner (33)

District Animal Husbandry Officer (33)

Also Reporting to CEO, Z.P.


RDIL (14)

Asst. Commissioner

Vety. Polyclinic (28)


Central Hatchery (4)

L.D.O. Dist. A.I.C.

(27)

L.D.O. Check Posts

(13)

L.D.O. Mobile Veterinary Clinic

(65)

L.D.O. Poultry Project

(16)

L.D.O. Extn. Panchayat

Samiti (291)

L.D.O. Vety. Dispensary Gr. I & II (1474)

L.D.O. Slaughterhouses

32

Regional Joint Commissioners (At all Regional Head Quarters 7 posts)


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Deputy Commissioner FMD and

Viral Diseases

Deputy CommissionerBacterial Diseases

Deputy CommissionerPoultry

Diseases

Deputy Commissioner

Diseases Surveillance

Assist. Commissioner Cell Culture and Viral Diseases


Pathology

Assist. Commissioner Parasitology


Toxicology


Poultry Diseases


Disease Diagnosis

Joint Commissioner Disease Investigation Section (Pune)

Figure 2.2: Organisational Structure of the Joint Commissioner (Disease Investigation Section)


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Deputy Commissioner Bacterial Vaccines

Deputy Commissioner 2 Posts 1 Quality Control

2 Bacterial Vaccines

Deputy Commissioner Viral

Vaccines

A.C. H.S.

V

A.C. B.Q..

V

A.C. E.T.V.

V

A.C. Anthrax

A.C. R.D.V

R & D Office

A.C. Lasota

A.C. Sheep

Pox

A.C. Fowl Pox

A.C. Rabies

R & D Office

A.C. Q.C. A.C.

S.A.B.C.

Res. & Dev.

Office

A.C. Q.C

Joint Commissioner, Institute of Veterinary Biological Products

(Pune)

Figure 2.3: Organisational Structure of the Joint Commissioner (Institute of Veterinary Biological Products)


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Deputy Commissioner Planning Deputy Commissioner Livestock Asst. Commissioner Planning Asst. Commissioner Planning (Headquarters)

1. Regional Manager 2. Asst. Commissioner

Semen Freezing Lab.

Aurangabad


Semen Freezing Lab.

Pune,


Semen Freezing Lab.

Nagpur

Managers Cattle Breeding Farm

1. Wadsa - Gadchiroli 2. Pohara - Amravati

Managers Cattle Breeding Farm

1. Kopargaon (Ahmednagar) 2. Hingoli

Managers Cattle Breeding Farms

1. Tathawade, (Pune) (Exotic) 2. Jath (Sangli) 3. Junoni (Solapur)

Manager Bull rearing Centre

Aurangabad

Chief Executive Officer Maharashtra Livestock Development Board (Akola)

Figure 2.4: Organisational Structure of the Maharashtra Livestock Development Board


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Technical Officer Finance Officer

Administrative Officer (Head Quarter at Pune)

Manager, Sheep /Goat Breeding and Development Farm at 1. Wool utilization Centre, Pune 2. Ranjani (Sangli) 3. Mahud (Solapur) 4. Dahiwadi (Satara) 5. Bhilakhed (Jalgaon) 6. Padegaon (Aurangabad) 7. Ambajogai (Beed) 8. Tuljapur (Osmanabad) 9. Mukhed (Nanded) 10. Pohra (Amravati)

Managing Director Punyashlok Ahilyadevi Maharashtra Sheep and Goat Development

Corporation (Pune)

Figure 2.5: Organisational Structure of the Punyashlok Ahilyadevi Maharashtra Sheep and Goat Development Corporation


24

Chapter III Functional Analysis

The present chapter comprises a more detailed analysis of the functions of the Animal Husbandry Department. This analysis is with reference to stakeholders, the details of the stakes involved, and the activities related to the core functions. Tables 3.1 to 3.12 provide an analysis of each of the functions mentioned in the preceding chapter.

Table 3.1: The Animal Health and Veterinary Services Function of the Animal Husbandry Department

Sr.No

Details of Stakeholders

What are the Stakes? Related Activities and Remarks

Animal Husbandry Department’s Role and Present Status

1. Farmers maintaining domestic animals and Poultry

Livestock keepers depend on production /

sale / use of livestock products through the

healthy livestock

Input support and guidance needed

Providing or facilitating animal health services

of international standards to livestock

keepers

Monitoring and evaluation role through various establishments as per the state policy

3. State institutes - Disease

investigation Laboratories

- Vety-Polyclinic, - Mini polyclinics

Z.P. Institutions - Vety. Dispensaries

They are state-supported service

providers offering basic services to the

livestock in the interest of livestock health of

the state Accountable to the

state on one hand and people on the other

Curative, preventive and reproductive

health service providers to the

livestock owners

Cost-effective and Quality-efficient

services expected as against private service

providers

Monitoring and evaluation role through

various state and ZP establishments as per

the state policy

4. Private Veterinary Doctors, Animal Health. Workers (Registered as well as unregistered)

They are also service providers with a

commercial interest Their scope and

earning depends upon the quality and volume

of services provided

Alternative curative preventive and related

service providers mostly at the door step of livestock owners at

full cost (Independent working

without real commitment)

Monitoring and evaluation role through

various statutory means

(Presently no role for the Animal Husbandry Department, however

new field for governance

for the Department )


25

Table 3.1: The Animal Health and Veterinary Services Function of the Animal Husbandry Department

5. Primary Milk Cooperative Societies, District and State Dairy Federations

Efficient milk and marketing of the

members’ milk production is at stake

Need-based activities are planned and

implemented in the interest of the

members as well as the consumers

Monitoring role through various statutory means

Animal Husbandry Department has a role for better coordination

leading to wider coverage

6. NGOs

Need-based service providers with the

community interest through local participation

Services offered for needy people as per

the organisational goals

Monitoring role through various statutory means

Coordination role for wider coverage and avoiding duplication

7. Drug Feed, and other Manufacturers related to the livestock and poultry industry

Commercial interest, Brand name,

Quality and cost- effective products are

available through private manufactures

The market depends on the government

policy on the product formulations

Sale of product also depends on pricing

policy by the government

Presently no role of Animal Husbandry

Department New field for

Department for governance

8. Government vaccine and other product manufacturing institutes e.g. IVBP

Answerable to the state and people for

making available quality and cost-

effective products

They are also banked upon for the control of

emerging and endemic diseases and ready to

face the situation

Development and production of

diagnostics and vaccines for emerging and endemic diseases

at reasonable prices for livestock and

poultry

Department fully supports R&D on

emerging livestock diseases and for manufacturing of

vaccines and diagnostics for endemic

use

Presently non-commercial production

9 Public at large Human health Control of Zoonotic diseases like

Rabies Tuberculoses

Anthrax

Presently no role. Enactment of regulatory functions in these areas

needed.


26

Table 3.2: Year-wise Performance of the Animal Husbandry Department (Select Parameters) Parameters No. of Operations

performed Percentage of Sr.

No. Year

Institutes

Average Attendance

Total cases treated

( 000 ) Major Minor Total Cases Treated

Major Operations

Minor Operations

Per case overall cost of treatment

(Rs)

Cost of medicines

per case Rs

Through State V.D 33 31 283 1850 0.40 0.87 0.32 53.35 2.35 Through Vety Polyclinics 46 317 6334 26575 4.04 19.43 4.64 162.27 4.29 Through Local sector 7363 25523 533854 93.92 78.29 93.24 Through Mobile clinics* 129 462 10306 1.65 1.42 1.80

1 Actual Work done 2000-01

Yearly Total 7840 32602 572585 100.00 100.00 100.00 Through State V.D 26 31 267 1783 0.35 0.82 0.30 53.35 2.35 Through Vety Polyclinics 43 303 6044 27386 3.41 18.60 4.57 147.3 4.86 Through Local sector 8548 26181 570446 96.24 80.58 95.14

2 Actual work done 2001-2002

Yearly Total 8882 32492 599615 100.00 100.00 100.00 Through State V.D 21 18 56 1134 0.21 0.17 0.18 Through Vety Polyclinics 279 5788 26069 3.30 17.73 4.12 Through Local sector 8162 26800 605141 96.49 82.10 95.70



4 Anticipated work for 2003-2004


5 Targeted for 2004-2005

Yearly Total 10357 55825 841950 100.00 100.00 100.00 *Mobile clinics are handed over to Zilla Parishads from 2001-2002


27

The table above shows that- - More than 80 per cent of the curative and preventive work is done through local

sector. i.e. Zilla Parishad Veterinary dispensary setup. - Prior to 2001, mobile clinics were with the state sector, while now they fall under the

Z.P. In a majority of centres, vehicles are not in order for providing mobile services, so also is the position of the staff in a number of places.

- The quantitative performance of the Veterinary polyclinics is reducing consistently over the years. There is a widening gap between Polyclinics and the field level technical staff and farmers for impact of the polyclinics.

Table 3.3: The Cattle and Buffalo Development Function of the Animal Husbandry Department

Sr.No



Animal Husbandry Department’s Role and

Present Status

. Farmers maintaining milch and drought animals

Production and reproduction functions are dependent on

each other

These functions are dependent on the efficiency

of support services accessible to livestock

keepers

Promotion of crossbreeding and

buffalo breeding through activities like

Breeding, Fodder Demonstrations,

training, support etc

Conservation of local breeds for draught and

resistance

Monitoring role over Governmental service

providers through various state and ZP

establishments as per the state statutory policy

Maharashtra Livestock Development Board (MLDB)

Answerable to Government’s Cattle and

Buffalo Development policy implementation

Answerable to people and

other stakeholders for enhancing productivity and

conservation aspects

Efficient Management and operation of

Government institutes like

Bull mother farms Bull rearing centres

Frozen semen lab etc for making available essential inputs like

frozen semen doses, LN2 etc and providing

technical guidance

Monitoring role over Governmental service

providers through various state and ZP

establishments as per the state statutory policy

(Yet to establish the necessary linkages)


28

Table 3.3: The Cattle and Buffalo Development Function of the Animal Husbandry Department

Sr.No



Animal Husbandry Department’s Role and

Present Status

State institutes - Dist AI Centres - Vety. Polyclinic, - Mini polyclinics - Vety. Dispensaries

Answerable to MLDB on the one hand and people on the other, for fulfilling the service

needs of the people

Farmers are provided breeding and related

services through these institutes..

Monitoring role

. Private Doctors / inseminators (Registered as well as unregistered)

Self Employment

Alternative services available to the livestock

owners at full cost

Doorstep services available

Farmers get breeding and other related

services through these workers.

Monitoring role for quality of services

Scope for Monitoring of

Private Service providers through state agency like Vety Dispensary, Council

or through MLDB

Dairy Federations and Cooperative Societies

Protection to producers, as well as the consumers’

interests

End Product Quality

Providing supportive and advisory services

on a regular basis

Efficient marketing of the end product

Technical Monitoring for livestock development

through statutory means

Private vendors Alternative to the above established Government

agencies

Work with profit as a motto

Procurement and marketing of the end

product

Presently no role for the Animal Husbandry

Department

. NGOs

Need-based services offered as an alterative to

Government services

Community participation and working with community

interest

Self reputation

Community need-based service providers

Issue-based working

like Community Mobilisation, trainings

capacity building, equity etc

Facilitation and coordination role for

greater reach and community participation

for policy implementation

Presently no linkages


29

Table 3.4 (a): Performance of the Animal Husbandry Department under Cattle and Buffaloes Development (Select Parameters)

Year wise and Breed wise number of animals inseminated Calves born Sr. No.

Year Exotic Crossbreds Total Cattle Buffaloes Total

Per cent AI among

Buffaloes Crossbreds Buffaloes

Remarks

1 2000-01 322983 852260 1175243 553815 1785976 31.00 445160 208416 Work done

2 2001-02 329714 946070 1275784 618995 1959665 31.58 424605 188982 Work done

3 2002-03 332549 932278 1264827 614799 1948396 31.55 460116 205262 Work done

4 2003-04 459102 1267153 1726255 693600 2510650 27.62 570931 229195 Anticipated work

5 2004-05 550925 1520595 2071520 832320 3012795 27.62 685117 275033 Targeted Work

Table 3.4(b): Number of Female Calves born and Lactating, and the Additional Milk Produced

Estimate of Female calves born and coming into lactation

Buffaloes Cattle Total Additional milk

produced / year** Additional milk

produced / day**

83366 178064 261430 46 45 04 320 12 72 614

75592 169842 245434 43 79 54 640 11 99 875

82104 184046 266151 47 48 29 040 13 00 901

91678 228372 320050 57 59 26 200 15 77 880

110013 274046 384060 69 11 10 760 18 93 454

** CB produces 2000 and buffaloes produce 1300 Kgs of milk per lactation and 40 per cent of Calves born are females becoming milkinganimals


30

Table 3.4 (c): Year and Institute-wise Performance of the Animal Husbandry Department with regards Cattle and Buffalo Development Function (Select Parameters)

Year Parameter No. Of Animals Inseminated Calves Born Sr.No

. Reference Page Institutes

No. of Units

Exotic Crossbreds Indigenous Buffaloes Total

Per cent Work done

Crossbreds Buffaloes

Total (Including

Indigenous)

1 Actual work done2000-01

Through V.D. 595 1086 0 262 1943 0.11 712 87 799

Vety Polyclinics 3290 6512 306 6235 16343 0.92 3911 2153 6120

DAIC 49 181 6 259 495 0.03 95 94 189

Through RAICs 670 45562 147916 4902 128096 326476 18.28 75052 56630 133122

Through KVCs 468 32750 124821 4923 54728 217222 12.16 65965 24755 92208

Through Local sector 3259 239269 570236 46467 362551 1218523 68.23 298642 124109 435329

Yearly Total 4397 322983 852260 56918 553815 1785976 100.00 445160 208416 669224


Through V.D. 472 1243 0 374 2089 0.11 698 88 786


DAIC 41 190 10 223 464 0.02 77 81 160

Through RAICs 670 44970 154778 5218 133233 338199 17.26 71913 46015 119843

Through KVCs 33 1442 6872 123 2707 11144 0.57 3211 937 4179


Yearly Total 329714 946070 64886 618995 1959665 100.00 424605 188982 642085

3 Actual work 2002-2003

Through V.D. 355 1053 0 153 1561 0.08 704 132 836


DAIC 15 59 0 73 147 0.01 92 87 180

Through RAICs 42834 155075 4832 128745 331486 17.01 74527 46983 123479


31

Table 3.4 (c): Year and Institute-wise Performance of the Animal Husbandry Department with regards Cattle and Buffalo Development Function (Select Parameters)

Through KVCs 1232 6349 189 2466 10236 0.53 3218 839 4138


Yearly Total 332549 932278 68770 614799 1948396 100.00 460116 205262 696047

4 Anticipated work 2003-2004

Through V.D. 770 1180 0 181 2131 0.08 672 59 731


DAIC 95 0 0 95 190 0.01 32 31 63

Through RAICs 43980 223573 6860 151361 425774 16.96 89183 50455 141925

Through KVCs 1755 8940 212 2835 13742 0.55 3565 946 4583

Through Local sector 408785 1025758 83062 533386 2050991 81.69 478183 177794 683663

Yearly Total 459102 1267153 90795 693600 2510650 100.00 570931 229195 836884

5 Targeted work 2004-2005

Through V.D. 925 1420 0 215 2560 0.08 780 72 852


DAIC 120 0 0 113 233 0.01 38 38 76

Through RAICs 52776 268289 8236 181640 510941 16.96 107021 60545 170310

Through KVCs 2100 10732 255 3401 16488 0.55 4278 1134 5497

Through Local sector 490545 1230906 99673 640063 2461187 81.69 573818 213354 820397

Yearly Total 550925 1520595 108955 832320 3012795 100.00 685117 275033 1004261


32

Chart 3.2: Year-wise Buffalo AI and Calves Born

0100000200000300000400000500000600000700000800000900000

2000-01 2001-02 2002-03 2003-04 2004-05

The tables and charts above indicate the following- - During the last 3 years, work in the buffaloes species has remained almost

stagnant i.e. 31-32 per cent of the total work. - The use of exotic semen is stable, which shows that new local and indigenous

animals are not participating in the programme as expected. - With the existing programme, the per day additional milk production would be in

the range of 12 to 18 lakh litres per day, which just coincides with the population growth, although not enhancing the per capita consumption.

- Additional 35 to 36 per cent of the Government insemination work in the state is done by NGO, Co-operative Societies and private workers, which is to the tune of 7.40 lakh AI in 2002-03.

- The use of indigenous breeds’ semen is on the rise. Breeds like Dangi, Deoni, Red Kandhari, Khillar, are being bred through same indigenous breed semen .

Chart 3.1: Year-wise Crossbred and Exotic AIs done and Calves Born

0200000400000600000800000

1000000120000014000001600000

2000-01 2001-02 2002-03 2003-04 2004-05

Exotic Crossbreds Crossbreds calves born


33

- During the year’s anticipated work 2003-2004 and in 2004-2005 for targeted work 36 and 65 per cent percent rise is expected in work output in cattle and 12 and 35 per cent rise in buffaloes over the previous year.

- More than 80 per cent of the AI is done/ proposed in local sectors, but the conception rate is significantly lower in this sector staff across all the years compared to KVC and RAIC staff.

Table 3.5: The Sheep and Goat Development Function of the Department of Animal Husbandry

Sr. No.



Animal Husbandry

Department’s Role and

Present Status

1. Shepherds and individuals maintaining sheep and goats

Depends on productivity and productions through sheep and goat products

for which good germ plasm and health status

is a prerequisite

Supporting Mahamandal for taking developmental

programme through its farms and providing clinical

and preventive health services through its network

Monitoring role with Government service providers

2 Punyashlok Ahilyadevi Maharashtra Sheep and Goat Development Corporation Ltd (PAMSGDC)

Responsible and answerable for State

Government’s Sheep and Goat Development Policy

effective and efficient programme

implementation

Training and demonstration provide inputs, supplies,

Support financial assistance as per policy.

Manage sheep and goat breeding farms, Wool-

processing centre.

Facilitation role through statutory

means to coordinate

Governments sheep and Goat

development policy

3 State institutions - Dist AI Centres - Vety. Polyclinic - Mini polyclinics Z.P. institutions - Vety. Dispensaries

They are State-supported service providers offering

basic services

Answerable to the state and people

Responsible for providing

services to owners with efficiency as per

policy/scheme

Prophylactic and Curative treatment and diagnostic Service providers to the

farms and farmers

Seven days trainings provided to the farmers on

demand by state

Monitoring and coordinating this function through statutory means

5 Cooperative Societies, Federation, N.G.O’s and Self-Help Groups

Members prosperity through the S and G

programme

Community service providers, for developing

skills and knowledge

Service providers for sale and purchase activities in

the interest of members

Input suppliers Training

Monitoring and coordinating


34

Table 3.5: The Sheep and Goat Development Function of the Department of Animal Husbandry

Sr. No.



Animal Husbandry

Department’s Role and

Present Status skills and knowledge

6. Traders Slaughter house owners, Butchers,

Commercial and marketing interests

Sale Purchase of sheep / goats meat / skin transport

Getting statutory and legal

support for the business

New area providing

Animal Health Certificate of in

the interest of human health

Table 3.6: Past Performance, Current Anticipated Work and Targets for Sheep and Goat Development

Year Parameters 2000-01

(Actual) 2001-02 (Actual)

2002-03 (Actual)

2003-04 (Anticipated)

2004-05 (Targeted)

Budget PAMSGD Grant in Aid Rs. ‘000 (For covering staff salary)

17513

15424

16325

20000

19195

Note- Progress Reports unavailable

Table 3.7: The Poultry Development Function of the Animal Husbandry Department

Sr.No



Animal Husbandry

Department’s Role and Present Status

1. Farmers, individuals poultry keepers Tribal back yard poultry farmers

Dependence on poultry products like

eggs and chicken for consumption and sale

Health and productivity of the birds are a

prerequisite

Support inputs on Poultry management and production

through its institutes

Coordinate service

providers through

statutory means

2 State institutes - Central Hatcheries - Poultry Projects

Answerable to people for providing services

Answerable for

Service providers in- Input suppliers of Hatching eggs

chicks and adults

Monitoring service

providers through

statutory


35

Table 3.7: The Poultry Development Function of the Animal Husbandry Department

Sr.No



Animal Husbandry

Department’s Role and Present Status

- ZP - Panchayat Samitis

improving the productivity and

production of the poultry in the state

Vaccinations and treatments Training to the poultry keepers

and students

statutory means

3 Private Hatcheries /Farms /Institutes

Commercial interest

Supply of layers and broiler chicks,

Diagnosis and control of diseases,

Training and extension, Production and sale of feed and other goods required for running

poultry farms, Proving technical guidance and

other supports

Monitoring role through

statutory means

Certifying

hatcheries as disease-free

4 Poultry farms financed by the NCDC (National Cooperative Development Corporation)

Answerable to banking institutes and

members and state for efficient functioning of

their units

Maintenance of commercial layers / broilers, production of

feed, marketing of eggs, broilers/culls

Facilitation role through

statutory means like

technical guidance to the

cooperative societies

5 National Egg Co-ordination Committee (NECC) Wholesalers, retailers and middlemen

Protecting the interest of producers as well as

consumers

Operating Small / large dressing plants, shops, storage, cold

storage, Deep freeze, maintenance, vehicles for

transport etc.

Coordination of support

services through state

service providers

6. Private Suppliers and Manufacturers of Feed / Drugs, vaccines (e.g. Ventri-Biological)

Their market share is the main stake

Production units and marketing

Presently no role

Feed Quality

Control measures in

the interest of the people at

large are needed


36

Table 3.8: Past Performance, Current Anticipated Work and Targets for Poultry Development



2002-03 (Actual)

2003-04 (Anticip-

ated)

2004-05 (Targeted)

Through hatcheries- Stock sold for breeding Stock sold other purposes Eggs sold for hatching

712005 12804 70794

650683 15591 45657

673594 18926 61636

874090 22742

115000

873597 13966

120000

Through IPDP Blocks Stock sold for breeding

370707

343312

288280

340093

333892

Budget of IPDPs

Expenditure (Rs. In 000s) 22975 21625 21068 20969 21496

Receipts (Rs. In 000s) 6959 5990 6264 6401 6825

Central hatcheries are responsible for the major task of supplying hatching eggs and day-old chicks to the public in general and to fulfil various programme needs like tribal schemes, and IPDP blocks. However, with reference to hatching eggs, the growth is on a negative side over last three years. So also is the case with reference to the stock sold for breeding in general as well as for IPDP blocks. Further, the expenditure, as well as receipts, also do not show any signs of growth or is almost constant. Visits to Central hatcheries did not throw any light over the strategies and plans for future expansion.

Table 3.9: The Feed and Fodder Development Function of the Animal Husbandry Department

Sr.No



Animal Husbandry

Department’s Role and Present

Status

1. Farmers and individual livestock keepers maintaining animals and birds

Depends on the availability of cheaper feed and

fodders of right quality at right price

Promotion of fodder production through

demonstration, extension, and key input supply through its institutes

Making available the latest

technology and training

Monitoring role over Governmental

service providers as per the statutory

policy


37

Table 3.9: The Feed and Fodder Development Function of the Animal Husbandry Department

2 State institutes / Zilla Parishad Panchayat Samitis

Answerable to the State on one hand and people on

the other for improving the productivity and production

of fodder in the state

To give technical guidance and provide quality fodder seed for rainfed/ irrigated

areas To provide technical

guidance about enrichment of inferior fodder, silage

making, haymaking, bales etc

Monitoring role for ZP service

providers

Implementing agency for

government-operated farms as

Fodder banks

3. Feed manufacturers, Maharashtra Agro-Industries Development Corporation, (MAIDC), Cooperative units, commercial manufacturers, private firms, FCI, Cattle Livestock Feed Manufacturing Association etc

Marketing and commercial interest

People expect standard quality balanced feed at

reasonable rate

Distribution of damaged food

grains, other raw materials from

Government Godowns or

through the auction of FCI for feed manufacturing

Line function

4 Feed sample analysis Laboratory (Wool sample analysis Laboratory)

Feed and wool sample proximate and residual

analysis in the interest of producers and users for

quality assurance

Wool and feed sample chemical analysis

Monitoring role for the Animal Husbandry

Department


38

Table 3.10 indicates the following- Very meagre provisions have been made for fodder development activities. Crop residue forms the major source of fodder. Fodder-enriching demonstrations

and training inputs will solve the resource problem to some extent; however the target and expected number is constant and is reducing in current year Promotion of mixed farming of Food crop and Fodder crops requires promotional

efforts for which budgetary provisions are needed. The number of fodder sets distributed is small considering the need. The Pune based laboratory has expanded its scope from Wool analysis to fodder

analysis in last few years. However, the services are yet to reach the user beyond Government farms.

Table 3.10: Past Performance, Current Anticipated Work and Targets for Feed and Fodder Development



2002-03 (Actual)


2004-05 (Targeted)

Fodder seed distribution (Quintal) (On subsidy and at Owners cost)

1900 2009 1735 2323 2255

Fodder sets distributed (‘000)

3027 2276 2346 2251 2287

Fodder demonstration plots No.

7098 7960 7152 5003 5082

Number of- feed samples analysed wool samples analysed

768 120

643 126

453 120

1000 120

1000 120

Budget for laboratory (Rs. 000)

1142 1148 1191 1338 1232


39

Table 3.11: The Extension and Training Function of the Animal Husbandry Department Sr. No.



Animal Husbandry Department’s Role and Present Status

1 Technical Cadre Employees of the State Animal Husbandry Department

Updating of knowledge base to cope up with the newer developments in various branches of the

Animal Husbandry programmes in

laboratory and fields

15 days trainings at the centre located in the State Technical training through deputation of two years to

M.V.Sc and Diploma Courses (Closed activity)

Direct Monitoring role

To select and train the candidates as per the

need of the job / posts, qualifications and

seniority of the staff

2 Ministerial Cadre employees of Animal Husbandry

Updating knowledge in finance and

administration related developments

7 days training to Ministerial cadre staff and technical staff for carrying

out administrative and financial functions

Direct Monitoring role

To select and train the candidates as per the need of the job / posts

qualifications and seniority of the staff

3 Poultry Keepers and Educated unemployed Youths

Updating knowledge in Poultry management for enhancing the efficiency

15 days training at IPDP blocks and long term (1 to

6 months) trainings at 4 Poultry training centres./

central hatcheries

Monitoring role

4 Participants and beneficiaries interested in Animal Husbandry programmes in Dairy, Poultry Sheep and Goats etc

Updating knowledge in management of

livestock for enhancing the efficiency with

reference to Technology and practices

Field demonstrations, exposure visits, and

training courses of 3 days by PR institutes,

exhibitions, and rallies etc

Farmers’ training at the village level. Training in

sheep and goat management at the farms

and in their villages

Monitoring role

ZP and local institutes P.S. staff Conduct

5 Maharashtra Animal and Fisheries Science University

Basic training and support department in

Research.

Conducting graduate and post-graduate courses, in

the field of research and on relevant topics of the

state

Facilitation role

6 Maharashtra state Vety. Council

Ensuring statutory fulfilment of the

condition for the staff

Regular registration and implementation of the

Acts in the state

Facilitation role


40

Table 3.12: Past Performance, Current Anticipated Work and Targets for Extension, Training Programmes



2002-03 (Actual)


2004-05 (Targete

d)

LDO (15 Days) ALDO and LSS:15Days Ministerial (7 Days)

118 196 4

46 117 0

4 for MVSc

173 232 49

315 315 70

315 315 70

Total 321 167 454 700 700

Number of Mass training camps organised

1240 473 127 176 182

Number of farmers attended 49436 19022 4500 7040 7280

Number of Work camps organised 17850 24415 24915 25842 25945

Number of Calf rallies organised 1386 670 232 627 610

Training for Poultry keepers ranging from 15 days to 6 months

4044 5210 3893 6210 6335

Budget for Exhibition and Propaganda (Rs. ‘000) (Non-plan + Plan = Total)

578 + 28824= 29402

983 + 188= 1171

704 + Nil = 704

778 + 6708= 7486

810 + 9665= 10475

The two years training deputations for LDOs to MVSc and for LSS to Diploma courses has been stopped since year 2001. The in-service refresher trainings for LDOs, LSS and the ministerial staff are arranged at the training institute for 7 to 15 days. Farmer’s Training- a three-day training session is organised for farmers covering different aspects of animal husbandry breeding, feeding, and management and for different species at the block level. Farmer training programmes on cattle breeding farms at Tathawade, (Pune), Kopargaon (Ahmednagar), Jath (Sangli), Junoni (Solapur), Aurangabad, Hingoli, Bod (Amravati), Pohara (Amravati), Yavatmal, Hettikundi (Wardha) and at Gadchiroli have been stopped. The DRDA and Dairy Development Department is expected to give this training programme The closure of AI training centers in Pune, Dhule, Akola, Aurangabad by the Government during the recent restructuring needs fresh thinking. Although there have been certain concerns regarding the quality of trainers and training, there is a need for training activity. Training Need Analysis (TNA) is required in the Department at all levels.


41

Administrative, Fiscal and Other Important General and Technical Functions (1.) Stakeholders - Employees of the Animal Husbandry Department - Employees working in the Animal Husbandry sector of the ZP - State level institutes like Ahilyabai Mendhi Mahamandal, MLDB, - NGO/ Breeder Association / Goshalas / Cooperatives - Commercial livestock-based institutes - Individual beneficiaries, farmers and consumers (2.) Human Resources Development and Manpower Development - Creation /upgradation / abolishment of posts of different cadres - Maintenance of attendance roaster - Framing recruitment rules for various posts - Recruitment for different posts - Assessment of training needs and its implementation - Promotions/deputations/ transfers and postings - Confidential report writing and reviewing, staff evaluation - Proposing awards and punishments - Conducting departmental enquires of the staff - Preparing and updating gradation list and its circulation - Preparing draft affidavits in Maharashtra Administrative Tribunal and court cases (3.) Fiscal Functions - Distribution of Plan /Non-plan grants - Proposing performance budget - Finalization of 4/8/9/10 monthly revised estimates and that of surrender of grants - Submission of supplementary demands, budget and cut motion discussions in

assembly

(4.) Regulatory Function - Policy framing (finalisation of approach papers for Five-Year Plans, finance and

Pay Commissions) - Proposing different schemes under Plan, Tribal Sub-Plan, Special Component

Plan, poverty alleviation programmes etc - Approving plans and estimates, issuing guidelines for the implementation (fixing

targets, proposing subsidy pattern) - Modifying existing schemes - Monitoring the Plan and Tribal Sub-Plan and Centrally sponsored schemes


42

- Developing a Reporting system and MIS - Proposing performance standards for services and the products for the state for

all agencies - Proposing performance targets - Answers to LAQ - Finalising MOUs for new schemes - Conducting internal audits - Answering external audit/ public accounts committee, estimate evaluation

committees

(5.) Coordination, Facilitation and Monitoring Functions - Coordination Related activities with organisations like central Government NGO‘s

/Universities, Boards and corporations (MLDB, PAM and GD Corporation, Maharashtra Animal and Fisheries Sciences University, Veterinary Colleges etc)

- Finalising MOUs for new schemes with other organisations

(6.) Technical and Regulatory Functions - Formulation of Rules and Acts for the import and export of livestock and its

products (with respect to GATT/ WTO etc) - Certification - Assuring the proper implementation of Acts for various diseases and species - Preparing action plans for emerging diseases - Disaster (natural calamities including famine) management - Facilitation role in the functioning of Maharashtra State Veterinary Council

(Nagpur)

Core, Redundant, Repetitive and New Functions and their activities A. Core Functions and Activities (1.) Animal Health and Veterinary Services - Disease diagnosis, control and adoption of preventive measures - Curative treatment - Creation of disease-free zones - Vaccine and diagnostics production (2.) Cattle and Buffalo Development - Genetic improvement of non-descript and uneconomical cattle and buffaloes

through cross breeding and upgrading - Production of breeding bulls at State-run Bull Mother Farms using frozen semen - Conservation of recognized indigenous breeds - Setting standards for the remunerative pricing for end-products


43

(3.) Sheep and Goat Development - Genetic improvement of sheep and goats - Conservation of indigenous breeds of sheep and goats - Impart training in management and other skills - Input supplies and forward linkages (4.) Poultry Development - Production and Supply of hatching eggs and day-old chicks through Central

Hatcheries - Safe-guard and encourage small poultry farmers and back-yard keepers in

poultry-rearing by supplying essential inputs - Impart training (5.) Feed and Fodder Development - Encourage fodder production through demonstrations and supply of seeds,

saplings and fodder trees. - Establishment of Fodder Banks - Assist Cooperative Feed factories by recommending quotas of molasses and

damaged food grains (6.) Extension and Training - Upgradation of knowledge and skills of farmers and service providers B. Redundant Functions During the restructuring of the Department, the following activities have been recommended and closed by Government orders and are shown in Annexure III of the GR. The order has also mentioned alternative arrangements- (1.) Animal Health and Veterinary Services- the closure of Veterinary Dispensaries

in Mumbai (8), Pune (1), Nagpur (1), Nashik (2), the Ajanta Disease Control Unit (Mumbai), the Mass Immunization Unit (Mumbai), six Vigilance units across the state and the District Animal Husbandry Officer's Office (Greater Mumbai District).

(2.) Cattle and Buffalo Development- the closure of three Cattle Breeding Farms in

Amravati, Yavatmal and Wardha; four Liquid nitrogen plants at Nashik, Solapur, Osmanabad and Sangli; the Fodder Demonstration Centre at Wadsa (Gadchiroli).


44

(3.) Feed and Fodder Development- the closure of the Animal Nutrition Centre in Mumbai

(4.) Training and Extension- the closure of four Artificial Insemination Training

Centres in Pune, Dhule, Akola and Aurangabad; Farmer's Training Centres located at 12 Cattle Breeding Farms across the state.

(5.) Other- - the closure of the Animal Husbandry Section established under the

Tribal Development Project and the Old Katkari Scheme Unit at Thane and Raigad.

C. Repetitive Functions (1.) Animal Health and Veterinary Services Providing Veterinary Services In addition to the Veterinary Services provided by the Government and or Zilla

Parishad Veterinary Institutes, the technical staff of certain Cooperative Milk Unions (e.g. Gokul, Warana, Kataraj) also provide such services. NGOs or private dairies like Chitale dairies in Sangli district provide Veterinary

Services as well. Independent private practitioners with a B.V. Sc and AH degrees (a majority

unregistered with the Veterinary Council) also provide such services, although their number is not available. Independent private practitioners without B.V.Sc and AH degrees nor any other

registration also provide such services. Disease Diagnosis The Disease Investigation Section in Pune is a state-level laboratory. Regional

Disease Investigation Laboratories function at the Regional headquarters. Veterinary Polyclinics mainly located at the district level are also involved in disease diagnosis work. There is no clear direction about the work / duties / functions as regards to

polyclinics and the DI laboratories. Similar is the case with facilities and staff at all levels. The poultry disease diagnostic facility is also provided on a commercial basis by

private firms like the Venkateshwara Group Cooperatives (Sangamner) and NGOs like Dynamix Dairy at Baramati also

provide such services.


45

(2.) Cattle and Buffalo Development Artificial insemination facilities are provided at Government/ Zilla Parishad Veterinary Institutes. District federations, Co-operative Dairy Societies and NGOs have also taken up this activity to meet the demands of their members effectively. Further, private inseminators and practitioners have also started this activity for their survival and growth. It is thus apparent that a number of agencies provide AI activities and there is a need to look into this matter so as to provide these services in a more streamlined manner. (3.) Administrative and Authoritative Repetition The recent restructuring in Animal Husbandry Department has created an imbalance of powers between the Deputy Commissioner (Animal Husbandry) and the District Animal Husbandry Officers. The relations and role of these two district level officers have a negative impact on the Department. The authority, the implantation powers and responsibilities have been confusing in many cases. The motivation building of the staff and implementation of programmes is suffering due to two power centres and their loyalties. This needs review and study in depth taking bigger sample size. D. New Functions and activities (1.) Animal Health and Veterinary Services A responsible authority and infrastructure should be created for forecasting

disease outbreaks and for initiating preventive measures; In view of the WTO requirements for the export of animal products, the

eradication of Common Contagious diseases as per the OIE standards and creating disease-free zones is essential; In order to fulfil the functions mentioned above, the production of better quality

vaccines and biologicals is required; It is necessary to establish Quality Control Analysis facilities at production centres

for raw materials, as well as end-product testing; and Veterinary Public Health Departments are required in all corporation areas to

avoid the risk of the transmission of diseases from animals/ birds to human beings. It is necessary to make available hygienic meat, milk and other livestock products. A separate section/ division needs to be created in this regard.

(2.) Cattle and Buffalo Development In order to preserve native breeds, it is important to access breeding bulls from

the fields and semen doses;


46

In order to achieve the above, the modernization of frozen semen laboratories, the use of effective delivery systems and upgrading facilities to international standards or ISO standards is required; The adoption and application of Embryo Transfer Technology for the production

of bulls of high pedigree is suggested; and There is a need to monitor a large number of frozen semen users, as well as

production centres. (3.) General (Other Important) There is a need to assess the possibility of using bio-technological tools in animal

husbandry programmes related to vaccine and diagnostic production; The Department should take the lead in developing a State Animal Health and

Production Information System; There is a need to develop marketing infrastructure for different livestock species,

livestock products and birds; There is a need to develop a strategy for testing of livestock products; Prices should be periodically reviewed by creating an institute for the estimation

of the cost of production of livestock products; The Government should take immediate action for the enhancement of feed and

fodder production, and for improvement of Gairans and other common property resources; Carrying out regular Training Need Analysis for the Department staff and

imparting the appropriate training is essential; Awareness generation on ethical practices, the Consumer Protection Act and

Vetero-legal Jurisprudence is essential; and There is an urgent need for the refinement of livestock-related statutory

regulatory acts to the present day needs.


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Chapter IV Field Level Analysis

Introduction During the last three decades, milk production in the state has increased manifold, making it the fifth in the country and self-sufficient in the sector. However, the state has a long way to go with respect to productivity and quality. If measured by international standards, only a fraction of the total milk produced would match up to the same. The same goes for other livestock products and their efficiency in productivity. Since 1992 -93, the State has successfully implemented the National Programme for Rinderpest Eradication (NPRE). Officially, the state is now partially free from Rinderpest disease and is included in the B zone of NPRE mapping of the country. Similarly, another challenging scheme of making the state a disease-free zone for Foot and Mouth Disease (FMD) is one of targets under the Tenth Plan. The State is implementing the scheme in 5 districts and the results are highly commendable Given the background of challenges and achievements, the field study was conducted as per the methodology described in earlier chapters for assessing the current status, and suggestions on functional review.

Methodology for the Field Study The study adopted a stratified random sampling technique and selected one district from each selected division and two talukas from each selected district. The field visits included a meeting of officers and participants, discussions about the Functional Review project, focused group discussions about the need for functional analysis and visits to a few institutes located in the area. Seven different tools were developed and used. The questionnaires drafted for the departmental staff and officers were pre-tested in a workshop held at YASHADA and were circulated to Subject Matter Persons (SMP) i.e. field officers, experts, experienced and retired persons with the expertise and experience in the subject. The questionnaire drafted for farmers was pre-tested with farmers from Mulshi and Uruli-Kanchan (Yawat) talukas of Pune district. NGOs like Anthra, BAIF and Sadhu Vasvani Trusts were also involved in the process. In all, 459 farmers (including members of the Panchayat Samitis, Sarpanchs and President, Zilla Parishad) responded. Their profile on land and livestock holding is mentioned in Table 4.1 below.


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Table 4.1: Profile of Surveyed Farmers in terms of Total Land Holding against the Number of Livestock

Livestock number Land holding

0 1 to 2 3 to 4 5 to 6 > 7

Total Percentages

Land less Nil 14 16 4 11 45 9.6

1.00 to 3.00 1 40 76 65 58 240 52.3

3.1 to 4.00 1 10 19 22 34 86 18.7

4.1 to 6.00 Nil 1 4 10 25 40 8.7

> 6.00 Nil 6 6 8 28 48 10.5

Total 2 71 121 109 156 459

Percentages 0.4 15.5 26.4 23.7 34 100

Out of the total livestock keepers, 9.6 per cent were landless and 52.3 per cent were small farmers. This reflects the importance of livestock rearing as a key source of livelihood among the landless and small farmers. A majority of farmers (57.7 per cent) rear more than 5 animals and only a small fraction (15.5 per cent) keep 2 or less than 2 animals.

Table 4.2 provides a profile of the type of livestock kept. Except for two farmers (who currently have no animals), all were livestock keepers. It shows that people are inclined to rear combinations of different species and breeds of animals. The system of rearing different combinations of animals shows that farmers think of keeping local animals for bullock production, buffaloes for home consumption and crossbred cow for milk production for sale etc. Farmers’ perceptions on different activities of the Department’s function were analysed (Table 4.3). The issues raised by farmers are discussed in different issue-based sections that follow. The Performance Budget Reports for three years i.e. 2002-03, 2003-04 and 2004-05 provided an understanding of the status of different activities for the state. Subject-wise activity level compilations for important functions were made from these budget reports. The ongoing Plan Schemes, Tribal Sub-Plan, Special Component Plan, Centrally sponsored schemes etc were also studied. In

Table 4.2 Livestock Keeping Pattern

Sr. No

Indicator No. of families

Percentage Surveyed

Average number per

family

1 Indigenous animals 279 60.78 2.74

2 Crossbreds 243 52.94 3.59

3 Buffaloes 204 44.44 4.23

4 Other large animals 213 46.4 3.52


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addition to this, during the visits various districts, reports on local issues also enriched the study. The responses acquired through meetings, focused group discussions, visits, and the observations have been summarized below.

Table 4.3 Farmer Perceptions on Various Functions carried by the Animal Husbandry Department

Satisfactory Average Unsatisfactory

Sr. No

Parameter Unit

Excellent Good Normal Poor

Comments

No. Responded 147 167 111 34 1. Comments on CurativeTreatment Services Percentage

Responded 32.00 36.40 24.20 7.40

ALL 459 responded

No. Responded 169 137 70 81 2. Comments on BreedingServices Percentage

Responded 36.99 29.97 15.32 17.72

457 responded

No. Responded 202 135 79 40 3. Comments onVaccination Services Percentage

Responded 44.30 29.61 17.32 8.77

456 responded

No. Responded 88 156 126 81 4. Comments on Trainingsand exposuresSchemes Percentage

Responded 19.51 34.59 27.94 17.96

451 responded

No. Responded 76 96 117 148 5. Comments on Fodderdevelopment programme Percentage

Responded 17.39 21.97 26.77 33.87

437 responded

No. Responded 54 114 143 87 6. Comments on PoultryDevelopment Programme Percentage

Responded 13.57 28.64 35.93 21.86

398 responded

No. Responded 63 127 122 85 7. Comments on Sheepand Goat DevelopmentProgramme Percentage

Responded 15.86 31.99 30.74 21.41

397 responded

Availability Immediate Within a few hours

Very late Not available

No. Responded 232 154 45 28

8. Comments onavailability of Doctor foremergency TreatmentServices

Percentage Responded

50.50 33.60 9.80 6.10

All 459 responded


No. Responded 124 160 137 35

9. Comments onInstruments, tools andmachinery at theservice institutes Percentage

Responded 27.19 35.09 30.04 7.68

456 responded


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Table 4.3 Farmer Perceptions on Various Functions carried by the Animal Husbandry Department

Satisfactory Average Unsatisfactory

Sr. No

Parameter Unit


Comments

No. Responded 129 167 123 40


28.10 36.39 26.80 8.71


No. Responded 133 129 57 140

11. Comments on Utilitiesand facilities in theinstitutes


28.98 28.10 12.42 30.50

All 459 responded

Observations and Comments on Animal Health and Veterinary Services Following are the different level institutes involved in providing inputs and services in animal health sector in the state- - Institute of Veterinary Biological Products- This is a state-level institute located at

Pune, wherein vaccines, biologicals and diagnostic reagents of vital importance to animal and poultry health are produced.

- Disease Investigation Section, (DIS)- Disease Diagnostic and Surveillance is monitored by this state-level apex institute. District Polyclinics, Regional Disease Investigation Laboratory (RDIL) are field level institutes for similar activities. (Details of both above institutes and its activities are mentioned in Chapter II)

- Service institutes- Under Zilla Parishads, sector 1538 and 2005 Veterinary Dispensaries (VD) of grade II and I respectively, 65 mobile clinics, and 13 check posts are located in towns and smaller villages. The State sector provides services through 31 Veterinary Polyclinics located at the District headquarters and mini-polyclinics at the taluka level.

Out of different activities under this main function, the total number of cases treated and number of operations (both major and minor) performed were considered as important activities. The state-level data for the last three years are shown below in Tables 4.4(a) and 4.4(b).


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Table 4.4(a): Year-wise Animal Health Functions

Actual work done

Sr. No. Selected Parameters

2000-2001 2001-2002 2002-2003

1 Total cases treated (in 000’s) 7840 8882 8459

2 Number of operations performed - Major - Minor

32602 572585

32492 599615

32644 622344

Source: Animal Husbandry Department Performance Budget Reports (2000-01, 2001-02 and 2002-03)

Table 4.4(b): The Average Number of Cases Treated

Sr. No.

Annual average Daily average

1 Cases treated 83,93,000 27976

2 Major operations 32,579 109

3 Minor operations 5,98,181 1994

Note- “Annual” is considered as 300 days of working days

Against the total livestock population for the state, the ‘cases treated’ works out to be 10 to 11 cases per day per 10,000 population, 4 major operations per ten-lakh population and 7 to 8 minor operations per one lakh livestock population. The recommendation of the National Commission on Agriculture of 5000 cattle per veterinary institute is far from reality. As per the 1997 census report, for the state as a whole, it is more than 14000 Cattle units per graduate veterinarian. As per the 1997 cattle census data for the state, the total livestock population in terms of cattle head is reported to be 2,62,08,893 and the number of veterinary institutes is 46542 and sanctioned institutes are 47093. The average per veterinary institute cattle unit works out to be 5631 in the state, where the poorest situation is in districts like Gadchiroli, Ahmednagar and Nasik where the number is 7299, 7054 and 7014 respectively From the point of view of the WTO and GATT agreements, there is a need to increase the quality of animal products for exports. Recommendations in this regard are- (a.) FMD-free zone programmes must be implemented in all the districts of the state

by the year 2020 in a phased manner.


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(b.) Similarly, there is a need to create disease-free zones for Enterotoxaemia in sheep and goats, Anthrax and Hemorrhagic septicemia in large animals and Ranikhet Disease in poultry.

Animal Health and Veterinary Services- Some Observations Considering Animal Health and Veterinary Services as a major function, this section discusses issue-based observations, responses received from SMPs, farmer perceptions and comments- Issues Related to Operational Areas and Operation The survey conducted for current study indicates that the number of villages per

institute varies anywhere between 3 and 30, while in terms of distance it varies between 5 and 20 kms.

Due to the recent upgradation, transfer of Regional Artificial Insemination (AI) sub

centres or mobile clinics to the ZP, jurisdiction overlapping is a common feature. This has lead to the under-utilisation of resources in such places.

To fulfil the Agricultural Commission’s recommendation on Veterinarian to

Population ratio, another 3500 institutes are required. If for budgetary constraints, the recommendation cannot be fulfilled, the option of outsourcing and supporting veterinarians and para-veterinarians should be explored, for both health and breeding functions.

It is recommended that private veterinarians and para-veterinarians be allotted an

area of choice. The Government should provide the required support for providing services to the weaker sections in these areas.

Case Study 4.1: Para-veterinarians from Osmanabad In Osmanabad district, 14 unemployed educated technical persons from 6 different blocks offered their services to undertake the function of breeding and other Animal Husbandry (AH) related activities in April 20014. However, their functioning discontinued in May 2002. During their working period their performance was not impressive. The main reason for the discontinuation was the unavailability of free nitrogen supply It is suggested that through the scheme it needs to be ensured that such persons get remuneration work worth their survival. Para veterinarians working are a step towards outsourcing of the activities for wider reach for the development. Their remunerations needs to be linked to their work output through linkages with the productive units like milk societies or federation for all activities like vaccination, calves produced, deworming done etc. Similar experiment has been successfully implemented by Andhra Pradesh Livestock Development Agency in Warangal Mehaboobnagar district etc. If required the scheme should be suitable modified.


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Issues Related to Facilities A large number of institutes function in locations (rented or otherwise) where

office and residential facilities are not adequate, leading to inadequate space for working and poor living conditions for field officers. For example, in Thane district, the Livestock Development Officer (LDO) quarters and VD are near a crematorium, at the outskirts of the village, making it impossible to stay there with the family. Although the reason for this may be the availability of free land, it poses as a problem for field officers. At the planning stage of creating such buildings, there should be some reasoning as to utility of such facilities. If required, constructions may be made on purchased land convenient to farmers and for the operations of the institute.

At places where such buildings have been constructed, there are no provisions

for maintenance and/or repairs are not available. In a visit to Dhule district, we saw an almost dilapidated building in which no one dares to sit. They prefer sitting outside the building for sound reasons. Maintenance provisions and minimum facilities like shed, drinking water, waiting rooms for sick animals and their owners at all Veterinary Dispensaries are a prerequisite.

Presently, most mobile Veterinary clinics do not have vehicles, and drivers do not

have enough work. Since in near future vehicles are not likely to be provided, these posts are irrelevant. Doctors in-charge should be given the option to use their own vehicle (two wheelers) and the posts of drivers may be reallocated elsewhere.

Issues Related to Material Inputs More than 78 per cent pf the SMPs were of the opinion that the stock and quality

of medicine and instruments are not of desired standards. This was confirmed during field visits. Further, there often delays in the supply of materials. Substandard drugs and instruments are not effective to cure ailments within the desired period. It may be mainly due to the lack of quality checking at the time of procurement in the field.

Presently, rate contracts are approved at the fag end of the financial year and as

a result, purchases and supplies are delayed. This reflects on the working of dispensaries. For example, medicines and surgical materials required for operations are often supplied to institutes where operations are not performed. The reason for this is that need-based requirements are not assessed.

There needs to be a quality check mechanism reinforced at the district level or at

the lowest procurement level. Similarly, there should a mechanism to ensure the approval of rate contracts within two months of the every financial year. Purchases should be affected before the end of first quarter. The indents need to


54

be inbuilt from the lowest working unit, considering the past performance and history.

Issues Related to Service Charges Sixty-six per cent of the SMPs opined that services should not be completely

free. It emerged that there is a need to reduce subsidies provided for various health, as well as other Animal Husbandry related activities wherever possible. However, factors such as area (tribal belts, hilly areas), type of patient and treatment (pets/ farm animals) and the owners ability (APL/ BPL, rural/ urban) etc needs to be linked to service charges.

Since April 2000, a token charge for various services is in place at all levels.

Some additions were made in 2002; however the charges were not reviewed thereafter. The rational behind charging needs to be reviewed at periodic intervals. Charging should also take into consideration the cost of services. The aim should be to recover the cost to the possible extent from the general public. Only SC/ ST, BPL families and other backward communities should be eligible for subsidized services.

Presently the vaccination service is provided at token charges. It is

recommended that vaccination against contagious diseases should be done free of charge in the interests of the public at large. The State could earn revenue through other activities. For example, in the interest of public health, slaughter of small animals should be done in authorized places in municipal and corporation areas and the fee for supervision and inspection should be levied.

Departments working at six vigilance units have been recently abolished. At

interstate entry points, these units were earning revenue for the state. They should be restarted either as vigilance units or check posts and revenue loss be avoided

Issues related to the Preventive, Curative and Diagnostic services Except in urban areas, Zilla Parishad institutes in the state mainly provide Animal

Health and Veterinary Services. Veterinary Dispensaries are grass root level institutes managed by veterinary graduates designated as LDO or non-graduates as Assistant LDO or Livestock Supervisors. Their main activities are prevention of contagious diseases through vaccinations, providing curative treatment to ailing animals and diagnosis of diseases in the face of outbreak and its control.

Presently, free vaccination in endemic areas has been discontinued for various

reasons. Free vaccinations are available only in the face of outbreaks. There is a need to review this and a free vaccination programme should be implemented in


55

endemic areas till the eradication of such diseases from that area. SMPs provided the following suggestions of vital importance-

(a.) Smaller packages of H.S, B.Q in 10-dose packets and FMD in single dose packets will ensure the reduction in the wastage of vaccine and increase accountability.

(b.) There is a need to evolve a single dosage for Enterotoxaemia to avoid two vaccinations in sheep and goats.

The present curative services provided through the Department meet the

expectations of farmers. However, they are not rated as excellent services for a variety of reasons as mentioned in the sections above.

A large number of qualified and unqualified veterinary private practitioners work

in the field. Their existence is felt in developed as well as tribal and backward areas. The Maharashtra State Veterinary Council must ensure that they are legalized and their services are of use in preventive, curative and diagnostic services. One the other hand, unqualified persons work in tribal as well as other areas as private practitioners. As per certain reports, out of ten cases brought to the dispensary 7-8 cases were earlier treated by local quacks or unqualified practitioners. More than 95 per cent of the SMPs have indicated that such workers damage the health of livestock. Considering the needs in remote areas, they also have a role to play. Thus, it is recommended that primary first aid level training should be provided to them to work as bear-foot animal health workers. They should thus be brought into the mainstream of animal health providers, under proper monitoring and supervision.

Health services related to pet animals and caged birds is one area that could be

outsourced in the corporation and municipal jurisdiction. However, in view of possible outbreaks and vetero-legal cases, the monitoring of private practitioners is of vital importance.

Field officers showed keen interest in prompt and correct diagnosis. However, the

dilemma in disease investigation facilities and its usage continues. The need for better-equipped Disease Investigation Laboratories (DIL) is growing. Haemoglobin estimates, Calcium Phosphorus contents, antibiotic Sensitivity tests etc are some of the needs of field veterinarians.

The underutilization of existing facilities is another area of concern. More than 70

per cent of the SMP surveyed opined that the reason for this is the lack of coordination between DIL and field staff, unavailability of experts in DIL and inadequate facilities.


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It is necessary to evolve a clear demarcation of responsibilities, facilities, expertise and authority for polyclinics and regional DIL. Better coordination needs to be established through training and continuous motivation. This will result in enhanced technical capabilities of veterinarians and benefits to the livestock population

Farmer Perceptions on Animal Heath and Veterinary Services

Table 4.5 Farmer Perception on issues related to the Working of Vet. Dispensaries

Sr. No.

Parameter Unit Yes No Comments

Ready to Pay service charges

Not ready to pay

Number Responded

382 64

1 Comments on availing Treatmentand other Services on payingtoken charges


85.65 14.35

446 responded

Available Not available

Number Responded

388 71

2 Comments on if treatment andother services are available atthe doorstep


84.53 15.47

459 responded

Yes No

Number Responded

350 109

3 Comments on if payment of visitfees for Treatment and otherServices at the doorstep isobligatory or not


76.25 23.75

459 responded

Yes No

Number Responded

263 165

4 Comments on alternate optionsfor getting Treatment and otherServices


61.45 38.55

428 responded

The composition of farmers (459) receiving Animal Health and Veterinary Services was as follows- ZP Veterinary Dispensaries: 77.3 per cent ZP Mobile Veterinary Clinic: 20.3 per cent State sector Veterinary Hospitals and Polyclinics: 1.1 per cent Other institutes (Aid Centres, AI Sub Centres etc: 1.3 per cent


57

The distance of the Animal Health and Veterinary Services from the livestock shed of the farmers is indicated in Table 4.6.

Table 4.6: Distance to Animal Health and Veterinary Services

Distance No. of Farmers

Less than 0 km 56 farmers (12.20 per cent)

1.00 km 100 farmers (21.79 per cent)

1.1 to 4 kms 70 farmers (21.13 per cent)

4.1 to 6 kms 105 farmers (26.58 per cent)

More than 6.1 kms 44 farmers (18.13 per cent)

Certain interesting points was revealed when the farmers were asked about qualitative aspects of different services offered by the institute as shown in Table 4.3 and 4.5. (a.) A majority of the farmers (68 per cent) have shown satisfaction regarding the

quality of curative services provided; (b.) 74 per cent farmers show satisfaction with the vaccination services; (c.) On the subject of the availability of doctors for emergency cases, 84 per cent

livestock owners answered in favour of the system; (d.) Similarly, 64 per cent of the farmers showed satisfaction about the knowledge

and experience of the staff (doctor in particular) and they were happy about the availability of tools and materials at dispensaries;

(e.) In all, 140 farmers (30 per cent) reported that the campus facilities (shed, quarters, telephone, electric connection etc.) were inadequate;

(f.) A large majority of the livestock owners (85 per cent) have confirmed that paying a service charge is not an issue and they get good services against the charges paid. Similarly, they agreed that whenever required they received doorstep services.

(g.) Focused questions were asked about the Animal Health Services availability from other institutes (other than Government/ZP dispensaries) and the quality of services. Livestock owners responded in a promising manner;

(h.) In all, 263 farmers (61 per cent) responded that alternative Animal Health services were available. Thirty-eight per cent reported that such facilities (other institutions) were not available in their area. Twenty-seven per cent avail the services of cooperative milk unions, 15 per cent are availing the help of NGOs and 5 per cent call private practitioners. A large number of farmers (57 per cent) put forth satisfactory remarks about the quality of services, whereas 42 per cent reported non-availability of services.

(i.) The annual expenditure on treatment, as per the responses of 431 farmers, lies between Rs. 215 and Rs. 159 per animal


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Issues Related to Staffing and Motivation In spite of a large number of vacant posts in the senior cadre, the officers in lower cadre are not promoted. There are cases where graduate join and retire as an LDO. This has resulted in frustration. It is recommended that posts in the senior cadre posts and technical service posts of public importance do not remain vacant and/ or as additional charges for a period beyond one month.

The Cattle and Buffalo Development Function The responsibility of policy formulation and monitoring cattle and buffalo development lies with the Maharashtra Livestock Development Board (MLDB). It has a variety of activities and stakeholders. All concerned stakeholders unanimously suggested that cattle and buffalo development should lead to improved production through improving productivity. Artificial Insemination (AI), which is major activity under cattle and buffalo development, is conducted at the ZP institutes like VD (I and II), mobile clinics and other institutions. More than 90 per cent of the total AIs are performed through ZP institutions, for which the District Animal Husbandry Office is the supervisory body. Frozen semen doses and liquid nitrogen (LN2) are the key inputs in AI activities. The Livestock Development Officer who is in-charge of the District Artificial Insemination Centre (DAIC) supplies these inputs and reports to the District Deputy Commissioner (Animal Husbandry). The common understanding of district level authorities, as mentioned above, on the breeding policy of the area, livestock population, people’s needs and awareness etc play a key role in carrying out this activity. The responsibility of predicting the need for the semen of a particular breed must rest with the MLDB. The MLDB, in its part, must fulfil the demands regularly. The actual work output of AIs and calves born in the state during the 2000-01 to 2002-03 period, anticipated work for the year 2003-04 period and targets given for the year 2004-05 are tabulated below in table 4.6 for understanding the status, strength and weaknesses of this function. Detailed tables are given in Chapter III.


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Table 4.7: The Year-wise and Breed-wise Number of Animals Inseminated

No. of animals inseminated with Year

Exotic semen

Cross breed semen

Sub Total Cattle

Cross breed calves born

No. of Buffaloes Insemi-nated

Total animals Insemi-nated

Per cent AI among Buffaloes

1 2 3 4=2+3 5 6 7=4+5 8

00-01 322983 852260 1175243 445160 553815 1785976 31.00

01-02 329714 946070 1275784 424605 618995 1959665 31.58

02-03 332549 932278 1264827 460116 614799 1948396 31.55

03-04 459102 1267153 1726255 570931 693600 2510650 27.62

04-05 550925 1520595 2071520 685117 832320 3012795 27.62

Source: Budget Performance reports of the Animal Husbandry Department for respective years

Table 4.7 shows the actual output for the year 2000-01 to 2002-03, the anticipated output for 2003-04 and proposed target for 2004-05. Considering buffalo and cow AI together, there is a rise of around 9 per cent in the performance from the year 2000-01 to 2001-02, where as it is less than 2001-02‘s performance in year 2002-03. Buffalo AI contributes to about 31 per cent of total females inseminated and this is also a stable performance during 2002 to 2003 period Assuming a per year rise in number of breedable cattle and buffalo population, the trend of number of animals inseminated is almost constant for the actual work period. The performance for next two years is expected to increase by 28 and 25 per cent as per the targets given over the previous year’s performance. Similarly, it is seen that the targeted performance is to cover 25 per cent of the female population in the field. Looking at field realities, these expectations appear to be ambitious with the available infrastructure support and the performance of the past three years. Table 4.7 below gives the actual calves born out of the programme for three years and the estimated figures for 2003-04, as well as targeted figures for 2004-05. It also gives the estimated milk yield from cattle and buffaloes, as well as the additional milk produced through these females born out of the programme in subsequent years. These estimates are based on the assumptions that only 40 per cent of calves born are females and they become milking animals and produce 2000 litres of milk, while buffaloes produce 1300 litres per lactation.


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Table 4.8: Year-wise calves born among Cattle and Buffaloes as a result of Artificial Insemination and their Expected Production Status

Calves Born Estimated additional females in

milk ** Additional milk produced

ltrs**

Year Cattle Buffaloes Cattle Buffaloes Total Per year Per day

2000-01 445160 208416 178064 83366 261430 464504320 1272615

2001-02 424605 188982 169842 75592 245434 437954640 1199876

2002-03 460116 205262 184046 82104 266151 474829040 1300901

2003-04 570931 229195 228372 91678 320050 575926200 1577880

2004-05 685117 275033 274046 110013 384060 691110760 1893454

** Source: Budget Performance reports of the Animal Husbandry Department for respective years. Actual output for 2000-01 to 2002-03, anticipated output for 2003-04 and target for 2004-05

Table 4.8 shows that on an average 1.76 lakh crossbred females and 0.80 lakh buffalo female calves were born during 2000-01 to 2002-03. The census date as regards the growth in population of crossbreds or buffaloes (Table 1.1 in Chapter I) and the calves born cannot be collated. This is a serious matter and should be looked into as a matter of urgency. The additional milk produced will be around 11 to 12 lakh litres per day. This again means it will take care of the added population’s needs and the per capita consumption of the milk of the state will be still below the national level. General Observations on Breeding Practices Opinions of the SMPs were assessed through a questionnaire as explained in the methodology. Very concrete observations and suggestions have emerged from their field experience and subject knowledge- Ninety-one per cent of the SMPs opined that buffalo breeding is a neglected area

and the same needs to be strengthened by making available good bulls of local breeds like Pandharpuri and also other dairy breeds of the country. Post calving feed and health input support for the calves born of buffaloes (as well as for crossbreds) is another key suggestion for strengthening this programme. Eighty-nine per cent of the SMPs feel that in developing breeding plans, all

situations need to be considered, not only crossbreeding programmes but also issues like the conservation of indigenous cattle and buffaloes, for which Government should strengthen their priorities as well as monitoring plans. The improvement in quality of inputs is another area- the difference in the

Conception Rate (CR) of AI between cattle and buffaloes is noticeable. The wide


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gap can be reduced only with continuous monitoring of biological and genetic quality semen and the supply of other quality inputs and facilities.

The availability of a particular type of semen is many times in short supply and

the difficulties experienced in the procurement of required frozen semen doses were common across the districts. For example, the doses of Khillar and high pedigreed crossbred bulls were not available as per demand in Sangli district. At the DAIC, a stock of frozen semen for at least three months should be at hand. Further, the supply of LN2 should also be without any interruptions.

The differences in CR prior to 2002-03 are quite noticeable. If we take CR as a qualitative performance parameter, the performance of Key Village Centre’s staff topped, followed by the Regional AI Centres staff (RAIC), and the ZP staff. Now that RAIC and Key Village Centres (KVC) are merged with ZP, such a comparison though not workable, cannot be ignored completely. Since 90 per cent of the breeding work is entrusted to them, their qualitative performance needs to be regularly checked, rechecked and updated. The efficiency can be enhanced with continuous training of personnel under expert guidance at training institutes and in the field. Further, appointing appropriately qualified persons at such training centres has emerged as an additional issue. Target for Artificial Inseminations AI targets are crucial for field staff working at implementation level, as well as at the monitoring level. In fact, targets also determine the assessment of personnel. It is difficult to believe that the process of targeting mainly involves mathematical calculations at the head offices. In many cases, targets are not realistic. The agro-climatic conditions, livestock population, its type and breed, its productivity, availability of fodder and other resources, and market linkages are just some of the considerations while fixing the target. Most officers feel that targets should be determined at the ground level, considering the above factors and the infrastructure facilities available. There is also a need to consider duplication of such activities by NGOs, Milk unions, and/or others. Ignoring this issue results into issuing unrealistic targets, which in turn lead to false reporting. Private inseminators undertaking breeding tasks need to be mainstreamed by providing them space for work. This will avoid duplication and will lead to the better utilisation of government funds and resources. Considering these factors, there is a need to redesign targets. This calls for a better monitoring of the programme in such areas. Periodic brainstorming sessions at the micro-level, transparent discussions and action plans will ensure the efficient use of resources and greater outreach. Most officers feel that better monitoring and realistic targeting at the ground level would yield better results.


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Frozen Semen Doses The knowledge of frozen semen users (inseminators) about the genetic potential of semen with reference to their pedigree/ performance record, blood level, batch and producer name, the CR performance and post calving performance, was found to be lacking to a great extent. Awareness building regarding the above technological factors has to be on a continuous basis at all levels. Concrete suggestions have come from the SMP in this matter- Seventy-three per cent felt that frozen semen technology is not fully explored.

There is a scope for greater adoption of technology and dissemination through which efficiency can be improved. There is therefore tremendous scope for continuous research and development, monitoring and training of individuals.

The quality of inputs is another issue. Eighty-one per cent of the SMP felt that

frozen semen doses of high pedigree bulls should be available whenever needed. With reference to frozen semen doses of pure Jersey and HF breeds, 69.23 per cent of the officers opined that if good material is not locally available, it should be imported.

The low priority given for field testing programmes and its monitoring is an issue

raised by a majority of officers. Similarly, 89 per cent of the SMP opined that the Progeny Testing Programme needs strengthening and should be extended to crossbred bulls and buffalo bulls for improving productivity.

Seventy-five per cent SMP felt that Government cattle/ buffalo breeding farms

and bull rearing centres should be used more effectively for producing desired pedigree bulls. Seventy-one per cent of the SMP felt that to meet the demand of quality bulls, the department should also consider the bull/ bull calves available with other institutions, private organisations, NGO and even farmers. There is therefore, a great need for field performance recording and its monitoring in order to use all resources possible.

Monitoring of Breeding Programmes For improved efficiency and effectiveness of AIs, the monitoring of the physical quality of semen, straw condition, post-thawing motility, etc are of vital importance. Presently, these appear to be low priority tasks. Checking for quality should be done on a regular and participatory basis by involving users. Eighty per cent of the SMP felt that the staff of District AI Centres should concentrate on monitoring the breeding programme. Such monitoring would increase the confidence of inseminators with regard to the Breeding Programme. Seventy-eight per cent of the SMP felt that the supply of frozen semen doses and LN2 are the only jobs done by LDOs at the DAIC. More than 60 per cent of the


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SMPs opined that the tasks of supplying the semen doses and LN2 could be outsourced. Operating the AI programme through paravets and other NGOs is in place in progressive areas of the state. However, their functioning needs to be strictly monitored to ensure that they are following the state breeding policy. The experience of Osmanabad district is alarming, wherein all paravets completely stopped functioning. Sorting out their problems and redesigning their functions in a positive way is the answer. Alternative service providers need to be promoted for the wider coverage of the programme at a lower cost than the Animal Husbandry Department. Input Issues (LN2 and Containers) LN2 is a crucial input for the Breeding Programme. During the year 2004-05, the process of approving firms, rate contract for the supply of LN2 was enormously delayed. The result was that breeding activity stopped almost completely for 3 to 4 months, resulting into huge losses. In fact, such delays are not uncommon. The decentralization of power and authority for taking decisions and finalising rate contracts in time are necessary. The repairs and replacements of LN2 containers is another major hurdle in the smooth functioning of the Breeding Programme. The decentralization of responsibility and authority to act on this issue is another urgent need to avoid recurring losses. Resource mobilisation and logistics are major issues in this that needs tackling in time. A trained field worker carrying the proper maintenance of containers on a regular basis can avoid replacement and wastage due to evaporation. Such training has resulted in longer life and less replacement in the Pune region. Educating the staff on the care and proper maintenance of the containers is a replicable activity which needs to be inbuilt in other regions Perceptions of Farmers To understand the present performance status at the level of the farmer and their relation with the Department’s functioning in the future, a number of parameters were studied (Table 4.9).


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Table 4.9: Farmers’ Per Animal Milk Production and Disposal for Cooperatives, Private Parties and HomeConsumption in Litres in the Study Area

Sr.No. Indicator No. of families

responded

Percentage of families

responded

Comments

(a.) Average per day yield of cows (in litres) is 9.47 + 7.35

310 67.53

(b.) Average per day yield of buffaloes (in litres) is 3.91 + 6.00

303 66.01

(c.) Average of 12.99 + 22.39 litres of milk is providedper day to Coop societies by the respondentfarmers under study

256 out of 459

51.46

(d.) Average of 12.63 + 42.22 litres of milk is providedper day to private consumers by farmers understudy

192 out of 459

41.83

(e.) Average of 2.11 + 1.63 litres of milk is retained forhome consumption by farmers under study

357 out of 459

77.77

Combination of these sources of disposals is also quite common

Farmers have mixed reactions as regards the accessibility of breeding services. In a few areas like Sangli district or in Paranda block, they have multiple options whereas in other areas they do not have options other than the government outlet. In many villages, services are not available with in their reach. As per the field study- Forty-five per cent of the farmers (208) could avail services from Government

dispensaries; Seven per cent of the farmers (32) could avail services from Co-operative milk

unions; Eleven per cent (52) could avail services from NGOs; and Thirty-six per cent (167) could not avail any facility.

In all, 306 farmers (66 per cent) remarked that breeding services provided at dispensaries were “satisfactory”. This indicates a favourable opinion on parameters like availability, access and results of AI. However, 34 per cent were not happy with the quality of AI services due to various reasons. The average distance of sheds from veterinary institutes was 5 kms. Stationary services and the reluctance of farmers to take their animals to such long distances are perhaps the main reasons for such opinions. Providing such services through mobile services and increasing the number of such persons is the possible answer to enhance coverage. The average milk production of crossbred cows reported was approximately 8 litres per day and that of buffalo was 5 litres. The standard deviation is wide for the same.


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Table 4.10: Patterns for Home Consumption of Milk among Farmer Families in the Study Area

Sr. No.

Indicator (in litres) No. of families Percentages

1 Milk consumed between 0.5 to 1 95 26.6


3 Milk consumed between 2.1 to3 44 12.32


5 Milk consumed more than 4 36 10.08

Average Milk consumed per respondent family: 2.11 + 1.63 357 100

The average milk consumption pattern is also of vital importance in the development programme. The figures as seen from in Table 4.10 show that there are more than 27 per cent producer families consuming above 3 litres of milk per day. Administrative Issues Input supplies by the state sector staff and its utilisation by the ZP staff has unnecessarily created a gap in the chain. We suggest that the input supplies should as well be handled by the user sector only. There are two power centres within the district for many activities/ and functions- the District Deputy Commissioner (Animal Husbandry) and the DAHO. As a result, responsibilities are shifted as per conveniences. Such ambiguity could be avoided and clear instructions about working, reporting and supervision should be issued. In spite of working for almost two years, the linkages between the MLDB and field functionaries are not yet established. Even at the District Deputy Commissioner level, the clarity of roles and responsibility do not exist. It is high time that the MLDB makes its presence felt in an effective way and brings in efficiency into the system.

Sheep and Goat Development Maharashtra has more than 106 lakh goats and 39 lakh sheep, mostly kept for their meat. The recent Census of 2003 indicated that while the large animal population is declining, the goat population is on a marginal rise. However, most agree that sheep and goat development, except for the provision of health services, can be attributed mainly to the initiatives of shepherds and farmers. Goat rearing by the poor, especially women and landless labour, is the most ideal avenue for income generation in rural and remote areas of the state. However, this is a neglected area without any support.


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Sheep and goat development is of great importance. The coordination of various stakeholders is a key function. Looking to the future prospects, the Animal Husbandry Department has an important role to monitor different stakeholders at various levels. Nine sheep breeding farms, and a goat farm which were under the control of the Animal Husbandry Department, have been handed over to a corporation for the maintenance of the farms, to develop nucleus herds of local defined breeds, impart training, implement schemes of the State and Central Government or the Wool Development Board, and undertake commercial activities. Apart from regular development works, the corporation is expected to meet the conservation aspects for breeds like Sangamneri goats/ Madgyal sheep etc. The Department needs to take initiatives for the formation of breeders’ associations for indigenous breeds of sheep and goats for their conservation and development. The response received from staff and SMPs on sheep and goat development function, as well as the working of different actors is given below- (a.)The farms are expected to keep nucleus flocks and supply bucks and rams to

shepherds for natural service. There is also a demand for sheep and goats from Banks, the DRDA, the Zilla Parishad, other Governmental agencies and private farmers. Each farm is expected to cater to the needs of 3-4 districts. Whenever they are unable to raise the stock on the farms, the corporation procures the stock from the approved contractors and supplies to the beneficiaries. This practice has raised doubts in the minds of the beneficiaries regarding the technicalities. Given this, more than 73 per cent of the SMPs opined that the Corporation does not implement sheep and goat development programmes satisfactorily.

Farms should aim for the maximum production of sound and healthy stock of sheep and goats for farmer distribution. If they are unable to meet the demands, the next option should be to procure young stock from shepherds and rare them on the farms till their breedable age and supply them to the beneficiaries. The corporation should promote the formation of shepherds’ cooperative societies and involve them in this trade at all the levels.

(b.)The corporation conducts regular training programmes on health, management

and other aspects of sheep and goat rearing for individuals who are interested and general participants. The corporation also conducts training programmes in shearing, carpet making etc. Keeping the interests of unemployed youths and private entrepreneurs, training in goat rearing has emerged as an important tool. It is recommended that such trainings must be imparted as on-hands training programme. The training should be of a comprehensive nature and the curriculum should get wide publicity.


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(c.)The Department’s services are limited to health aspects and mainly in the form of preventive health care through Zilla Parishad institutions. In all, 153 owners (34 per cent) reported satisfaction on the quality of the services. There is a need to provide follow-up services through the existing Veterinary Dispensaries based on the past history of the migratory route of sheep. The coordination between the corporation and departmental institutions appear to be very poor and nearly 70 per cent of the SMP have suggested this as an area for improvement. Through awareness building programmes, the corporation should promote stall-feeding or controlled grazing practices for goats, on a large scale.

(d.)NGOs like the Maharashtra Goat and Sheep Institute of Phaltan, Institute of Rural

Development Narayangaon, Baramati Krishi Vikas Pratishtahnn, Atpadi farm of Shri Deshpande, and the Maharashtra Animal and Fisheries Sciences University Veterinary colleges are doing valuable research and developmental for sheep and goat development. The Corporation should take a lead and establish a forum for sharing their experiences. This will go a long way in sheep and goat development. A review of legislation for including small animals within the purview of the Scheduled Animals Act is required in the interest of public health. Anti and post mortem examinations are of importance for getting hygienic meat to the consumers. Slaughterhouses need to be established in towns, municipal areas and in villages. The responsibility of such inspections should be entrusted to the existing slaughter house staff, wherever they exist. In other places, the work should be entrusted to the nearest polyclinic/ VD staff. The services should yield revenue to the Department and State through service charges.

Case Study 4.2: Ahilyadevi Cooperative Weaving Society (Dhule) The visit to the Ahilyadevi Cooperative Weaving society, Chaitane, Dist Dhule was impressive. The members sell their wool to the society and the society manufactures woolen beds. This product has gained a good reputation for the society. The Corporations should promote such institutions for imparting advance trainings and updating skills in the manufacture of woolen blankets, scarf, carpets etc. Poultry Development With the joint efforts of the Animal Husbandry Department, private entrepreneurs and cooperative sector, the Integrated Poultry Project, financed by the National Cooperative Development Corporation has developed by leaps and bounds in the state. There is an increase in superior quality bird population and also the total egg production. The estimated egg production during 2002-03 for the state was 330 crores, out of which nearly 60 per cent are from improved breeds and the rest from native birds.


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The 2001-02 per capita per annum availability of eggs is 32 eggs, where as the recommended quantity is half an egg per day, (180 eggs per capita per annum). Similar is the gap in the per capita meat consumption, which shows that there is great potential for this programme. There are four Central Hatcheries, 16 Poultry Development Projects and a duck-breeding farm in the state. The Central Hatchery’s main function is to produce and supply hatching eggs, day-old chicks and improved birds primarily to rural poor farmers under Government aided programmes and to the Intensive Poultry Development Projects. However, more than 81 per cent of the SMPs felt that Central Hatcheries have lost their leadership and their share in market. The market demand for commercial day-old chicks is supplied mainly for private sector hatcheries. The main activities of the poultry development projects are the supply of hatching eggs, day-old chicks, pullets of 8 to 10 weeks under the Plan or Tribal Sub-Plan, supply of superior breed roosters. In addition to this, the poultry development projects also aim to improve local birds through crossbreeding. Poultry training is another core activity of these units. Training is imparted at the Central Hatchery (1 and 6 month’s duration) and at Poultry Projects (15 days and 1-month duration) to farmers and interested persons Small poultry unit holders, backyard poultry keepers in urban and rural areas, and tribal and BPL families maintaining poultry, contribute nearly 35 to 40 per cent of the market share of eggs. They mostly maintain improved birds. For this class of poultry keepers, the activity is no doubt a subsidiary activity; but it plays a significant role in determining their family income. Taking birds and eggs to the weekly market for sale and using such earned money for the weekly grocery and other needs is a regular feature in rural weekly markets across the state. The nutritional requirements of rural families is taken care of by supplementing their diet with poultry products. However, this is an unorganized market fraught with intermediaries and exploitation is rampant. For this class of the poultry keepers, proper guidance, credit support, quality input supplies; prompt diagnosis, and the control and prevention of diseases, development of marketing facilities are essential. . The present scheme of pullet distribution needs to be reviewed with reference to the allocations per district, as well as per person. To make a sizable impact of the scheme, location specific planning is essential. Given this added responsibility, the central hatcheries and IPDPs have to strengthen their support to this sector. The investment in infrastructure renovations could be linked to the additional marketable production. Central hatcheries need to come out of the present vicious circle of production for schemes alone and work for common consumers.


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The schemes that aim to promote the production of poultry-feed ingredients like maize, rice husk etc need to be considered at the government level. The quality of poultry feed in the market and its rate structure need to be brought under the regulatory functions of the department to support small poultry farmers who are presently exploited. Disease diagnosis is done by the Regional Disease Investigation Laboratories, where as preventive vaccinations are done by the ZP VDs. Ranikhet Disease (RD) is a major threat for poultry development in the state. Large poultry keepers are aware of this and they take preventive measures, but for the others the present efforts are inadequate. The scheme for RD eradication should be feasible with the technologies at hand. Policy formulation in this direction needs to be planned. The RDIL regularly conducts tests for Salmonella disease-free certification for the hatcheries in their jurisdiction. However, the imported stock of day-old chicks and birds and culled bird from neighbouring states never undergo such testing. Therefore, it is necessary that a foolproof system is evolved after looking into the situation. At interstate check posts, such checking can earn additional revenue to the state and protect the interest of local poultry keepers. The present Salmonella disease-free certification of the RDIL is a routine activity, which can perhaps be outsourced to registered veterinarians in the area after due training. Out of the 73 National Cooperative Development Corporation’s Layer Birds Projects, only 47 projects are functioning. Since 35 per cent of these projects are unproductive units, it is necessary to reactivate them by looking at individual cases. The operations may be restarted by involving other cooperatives who are interested in its functioning. Presently, the State Government stands a guarantee to the NCDC and its capital is at stake. Given the background of the project, the State Government should not stand as a guarantee as a policy decision in the future. Capital and interest recovery from functioning, as well as defaulting units, should to be undertaken through regular procedures. The ongoing, efficiently functioning NCDC supported units should in fact come forward for the cause of poultry development. They have a role to play in providing marketing and critical technical inputs like day-old chicks, feed supply etc to neighbouring poultry keepers. These poultry keepers should be brought into the fold of the cooperative movement for wider benefits. Case Study 4.3: Poultry Project at Osmanabad A visit paid to the Poultry Project at Osmanabad indicated that difficulties were being faced in day-to-day working of the farm. The Zilla Parishad authorities have not yet shouldered the responsibilities of this programme. Under such conditions the ZP authorities should be empowered to operate such new programmes. The Department should share with the ZP authorities. the policy and operation plans of such programmes.


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More than 55 per cent of the SMPs suggested research related to poultry management is one of the major areas that need to be handled by the Department. Less than 40 per cent of the farmers interviewed were availing the facilities under the poultry development programme mostly in the form of preventive vaccination. Most farmers reported satisfactory remarks about the services. Farmers also have responded that they need other services related to the development of the poultry industry like market availability, general input supplies and guidance etc. The need to meet the service needs of the poor and others in the backward areas is a necessity, which commercial operators are unable to meet with. Hence, in order to meet this challenge, the strategy has to be changed and refined.

Extension Programmes Prior to the recent restructuring, the extension wing of the Animal Husbandry Department comprised of a post of Deputy Director. However, this post was abolished and as of the present, an Assistant Commissioner heads the extension wing with ministerial posts in the head office. The organisation of state and regional level livestock shows, milk-yield competitions, publication of booklets etc. are some of the main functions at the Departmental level.

Each Taluka Livestock Development Office has the post of an Extension Officer. This officer monitors field institutes and is responsible for extension activities. The performance of the Department’s extension programmes is shown in table 3.4 of the previous chapter. Box 4.1: Who Treats Sick Animals in Villages? The “Bhagat” in the tribal belt is a locally known person. He is an influential and powerful person involved in the business of treatment. As per the opinions of field workers, 8 out of 10 cases in backward districts are treated by Bhagats, before they reach a VD. Even in developed areas like Sangli district, there are large numbers of untrained workers who call them selves “doctors”. Many of them are dairy diploma trained youths who start AI activities by investing in LN2 containers and motorcycles, but later switch on to treatment work. Similarly, there is competition between unofficial health workers and official workers. Who are these unofficial workers? It is reported that even other employees like dressers and attendants have private practices. Competition from official health workers is the last component of the story, and who are they? They are ZP sector employees, state sector employees as well as Cooperative and NGO staff. Too many cooks spoil the broth is a universal truth. The same holds good here as well. The damage to the livestock is due to poor knowledge, lack of proper tools, medicines and inadequate follow-up. Valuable time is lost for recovery and the cases affected go from bad to worse during this unscrupulous treatment. Extension programmes have a role to play in all the above situations in various ways. The experience of employing the traditional Dais in human health by Dr. Bang and Dr. Arole in backward areas have shown a way as to how even lay persons with a little training and good monitoring could be of use in a constructive way. Bhagats and inseminators could be brought into the mainstream of livestock development in a positive way. Innovativeness on the part of extension workers will pave the way for continuous awareness generation among livestock keepers, which is the key for any extension office. Similar is the case with monitoring various actors in the operational area of extension workers.


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Some of the reactions of the SMPs and farmers with respect to Extension Programmes are as follows- Eighty-two per cent of the SMPs have opined that there is a great need for well-

trained extension staff and making available such extension specialized staff will add to the quality of the work; Sixty-nine per cent of the SMPs have made statement that extension officers

have little accountability and their role of is of an ambiguous nature; Ninety-three per cent of the SMPs have expressed that there is infrastructure

facilities are not continuously available for the training of farmers; Forty-four per cent of the farmers perceive the training of Animal Husbandry

practices to be of average and substandard quality. The latest extension material and tools like audiovisuals are missing at the ground level.

Case Study 4.4: Success Stories in Maharashtra In spite of above opinion by experts we are pleased to share the initiatives like – - A special training programme (Village Development through the modern practices in animal husbandry-

vk/kqfud i’kqikyukrwu xzke le`/nh) was organized in Sangli district (in 2003-04) and in all, 6000 farmers were educated by arranging participatory discussions and lectures.

- The extension Chariot show (Rath Yatra) in Thane district moved from village to village to bring awareness regarding Animal Husbandry programmes in backward areas of the district. This has promoted the stall-feeding of livestock resulting into better health care of the animals.

- Some of the field officers, working in Tribal Areas, have acquired the knowledge on the use of medicinal plants for the treatment of common ailments, for enhancing milk production from the tribal communities. The scientific base for this has been developed and they are guiding farmers and tribals accordingly.

- It was observed that a local veterinarian has developed a good rapport with SHG members in Dhule district and Sangli district. Members of the groups (women) seem to have gained sufficient technical know-how and experience. These SHGs have established goat/buffalo units.

-

Training and Capacity Building Eighty-two officers responded to the questionnaire dealing with capacity building

issues and the opinions expressed are as below- Eighty-three per cent of the SMPs opined that the present facilities for capacity

building are inadequate. The field staff expressed concerns regarding the quality of training and the opportunities for training. Ninety-eight per cent of the SMPs opined that training in farm and herd

management, animal health, new advanced technologies etc. should be covered in the Refresher Course. They suggested that subject matter specialists should be invited as guest lecturers. They also felt that there is a need to increase exposure visits and demonstrations for women and workers.


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Administrative, Fiscal and Other Important General Functions Human Resource Development (a.) Vacant Posts As on 31st March 2004, out of the 7684 posts of different cadres (details shown in Annexure), 1592 posts i.e. 22 per cent posts were vacant. The Department is basically a service provider and such a large number of the vacant posts of field operations reflect on the indirect economic losses of farmers. A large number of LDO and other posts are vacant at mobile clinics, veterinary dispensaries, polyclinics and at DI Laboratories. The above-mentioned posts, the Assistant Commissioner and Commissioner make up 1167 of the total vacant posts. The following table shows the details of vacant posts for select categories.

During the field visits, it was observed that due to vacant posts, additional charges have been given to the officers hampering the normal working. Amongst the key posts like Assist Commissioner upwards, 50 to 100 per cent posts are vacant. All these posts should be filled in at the earliest. (b.) Specialist Posts Polyclinics, Mini-polyclinics, DIS, RDI Laboratories, IVBP, Frozen Semen Laboratories, District AI Centres, cattle breeding farms are the institutes where subject matter specialists are required to meet the technical standards for performing to the best at their respective posts. Although qualified MVSc or postgraduate diploma holders are available, they are not posted as per their subjects of specialisation. This means that their services are not appropriately utilized. During

Table 4.11: Vacant Posts in Select Categories

Sr. No

Post Approved Posts

Vacant Posts Percent age Vacant Posts

Livestock Development Officer 2330 409 18

Asst Livestock Dev. Officer 348 262 75

Livestock Supervisors 1163 256 22

Asst Commissioner AH 366 213 58

Deputy Commissioner AH 54 27 50

Laboratory Assistants 15 9 60

Lab Tech 9 7 78

Jt. Comm. 12 6 50

FDO 8 4 50

Add. Comm. 2 2 100


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the field visits, it was noticed that LDOs with MVSc degree were working at ordinary dispensaries where as LDOs with BVSc and Animal Husbandry degrees were working at polyclinics. Persons with a clinical background were heading poultry institutes. As a result, expert advice is not available at these institutes, thus affecting the overall output. To maintain the quality of performance and efficiency at key locations, there should be no compromise as regards the personnel employed. (c.) Training Need Assessments and Follow-up Technological development in the Animal Husbandry and Veterinary sector is occurring at a rapid speed. New tools and technologies are added every day. To keep abreast with such developments, knowledge upgradation of the staff is the key. It is necessary to undertake a Training Need Analysis of the department staff so that the work force required for different institutes can be assessed, and the available manpower can be properly utilized. Officers can be trained in their respective fields in specialized institutes like Indian Veterinary Research Institute (Izatnagar), Indo-Swiss Project at Mattupatti or at Bangalore etc. for training in biotechnology for use of technology in disease diagnosis and vaccine production. Apart from above mentioned specialized posts, other regular posts also need specialized training- fresh veterinary graduates posted as extension officers have completely different training needs than those posted at a dispensary. Similarly, with a transfer of staff into newer areas of operations, training should be obligatory to understand the intricacies of new posts and responsibilities. For example, the Technical Assistant (LDO) of the DAHO office needs at least a short-term training at semen laboratories if he is to be posted as a LDO at a DAI Centre. Based on the experience and aptitude of the staff working within the specialized areas, their training for future needs are required to be planned. Such training will motivate the staff for better performance. (d.) Assessment on Technical parameters It is recommended that for to ensure technical accountability, minimum standards of performance need to redefined at periodic intervals for all technical staff. For this, there is a need to develop and adopt certain suitable tools. This will definitely result in the enhancement of the performance at various levels (CR, increased standard livestock products, effective vaccine production etc). This person-specific action should further lead to good manufacturing practices at institutes like IVBP, frozen semen laboratories etc. Some of our institutes should aim for getting ISO Certificates in the near future. (e.) Specialized Staff within Production and Manufacturing Units A special cadre for the officers are needed at institutes like RDIL, DIS and IVBP. For these staff members, a special cadre should be created, as the job is highly technical in nature. With the greater experience in these institutes, the staff would acquire


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more skills, which is required to develop and produce material of higher standards, as well as for carrying out research in fields like disease diagnosis etc. Therefore, the transfers and promotions of these officers should be only within these institutes. (f.) Staff Motivational Efforts

Deserving staff should be motivated in the form of timely promotions, time-bound scale, advance increments, deputation for post-graduation and doctorate studies. There should be transparency in such matters. For all cadres in the Department, these factors play a strong role for the efficient output of the work. In August 2004, outstanding staff and officers at the state level were given awards in a function. This should be practices at the divisional, district and block level as well, in order to keep the field staff motivated for better efficiency and performance. Field workers in tribal areas reported that they did not get the prescribed allowance of 15 per cent, which is sanctioned to staff of other Government departments. There is a need to correct this ambiguity to motivate officers to work in backward areas. (g.) Transfers and Postings Regular Transfers and request transfers to a desired place is another strong motivational factor. The authority to transfer LDOs (and above) lies with the Secretary Animal Husbandry. However, their assessment would be better through the Commissioner’s office in consultation with the Joint Commissioners. Hence, these powers should vest with the Commissioner and the Joint Commissioner. Fiscal Powers Joint Commissioners work at state level institutes like IVBP and DIS as the Head of Office. Presently they have very limited financial powers. It is necessary to entrust the powers of Head of the Department to these posts as in the case of Regional Joint Commissioner of Animal Husbandry. The Manager of Central Hatcheries is responsible for operating farms and the incubators, which need higher financial powers to meet the crisis due to MSEB electricity power shutdowns The Deputy Commissioner should have the power to commission the purchase of LN2 from alternative sources in case of disruption by the regular supplier is a need at the district level.


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Chapter V Outsourcing and Closure

The livestock sector plays a crucial role in the rural economy as it has a high potential for alleviating poverty by providing employment. Socio-political unrest among tribal youths due to unemployment is a critical issue to be tackled by the state. The spread of the Naxalite movement is a classic indicator of this unrest. Animal Husbandry programmes have a high potential for providing employment opportunities and thus contributing not only to economic, but also social justice. Livestock-based development programmes have the inherent strength to substantially reduce the incidence of malnourishment in infants and nursing mothers, as in the case of the tribal areas of Thane, Gadchiroli, Nandurbar or Melaghat etc. During the drought years, while crops fail, livestock provide food security to the people. The preceding chapters provided a detailed discussion regarding the functions of the Animal Husbandry Department. The current chapter entails a discourse on the closing down and outsourcing of certain functions, keeping in mind the factors discussed earlier. In fact, the study does not propose the closure of many posts, but instead suggests certain changes in the roles of the existing staff. In doing so, the study aims to recommend ways in which the Department can outsource certain activities and extend its reach in the rural areas.

Outsourcing Experience has shown that with time, many core functions become peripheral ones and often are automatically deleted. For example, till the early 1980s, the Department’s hatcheries included the supply of hatching eggs and day-old chicks as a core activity under the Poultry Development Programme. There were neither private hatcheries nor suppliers. Due to the commercialisation of the poultry industry, private hatcheries mushroomed in large numbers and started marketing day-old chicks across the country; and thus the one time core activity of the Central Hatchery became a peripheral one. However, the reality on the other hand is that the animal health and developmental services are yet to reach poor livestock keepers and remote areas of the state effectively. The livestock development imbalance, in terms of impact, is visible. Taking cue from such cases, it is a tough task to propose the complete outsourcing of all activities for any function. For this, 90 experts serving in the Department and experienced retired persons were consulted; a list of different activities/ functions were given to them and they were requested to classify them into three categories viz. (a) retain with the Department; (b) completely outsource; and (c) partially outsource. The response has been tabulated in the form of percentages (Table 5.1). Thus, outsourcing of activity is covered under- (a.)Complete activity is outsourced;


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(b.)Only input supply is outsourced, while the government provides services; and (c.)Only service delivery is outsourced, while the government provides inputs. Cattle and buffalo development function is an inherent government function. Recently, this function has been further decentralised to a state-owned enterprise i.e. the Maharashtra Livestock Development board (MLDB). Sheep and goat development is, also, an inherent governmental function. The State Government has set up the Maharashtra Sheep and Goat Development Corporation. The corporation is entrusted with the activities related to sheep and goat development, maintenance of breeding farms, other commercial aspects, training etc. Animal health and veterinary services, poultry development, feed and fodder development, extension and training, administrative and fiscal functions are the remaining core functions of the department. With the Panchayat Raj Institutes getting more and more powers, most of these function related activity’s delivery services are decentralised for field operations to Zilla Parishad. Various functions and activities under each of the above functions have been tabulated on the basis of the responsibility at different levels and the probability of outsourcing and the same has been enclosed as Table 5.2. Thus, the above discussions and the decentralization process point to the fact that the Animal Husbandry Department is already shifting its onus from being a service provider to being a regulator and coordinator of functions. However, in this decentralization process, the tendency of working within the government framework continued. We have proposed in following functions that could be outsourced from government agencies to private institutes and individuals Total Outsourcing of Tasks and all Activities Therein (a.)Privatisation of New Veterinary Dispensaries As per the National Commission on Agriculture, there is a backlog of more than 3500 veterinary institutes in order to achieve the recommended ratio of veterinarian to cattle units (1:5000) in the state. The establishment of mobile clinics is a felt need in hilly and remote areas. Due to the paucity of funds, there are delays in the establishment of such institutes using Government funds and expansion has almost stopped. As an alternative, it is necessary to give wide publicity to the Outsourcing Policy of the government to attract takers like private institutes, cooperatives, NGOs and other individuals. The schemes as referred below could be attractive for unemployed graduates who could establish private veterinary clinics and capitalise on the backing of the Department.


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Table 5.1: Opinions regarding Outsourcing and Partial Outsourcing Sr. No.

Activities / Programmes / Functions Retain with Dept.

Outsource Completely

Partially Outsource

Total

1 Treatment of ailing animals (large and small) and poultry; Performing major/ minor operations

70 8 12 90

2 Treatment and vaccination of pets 36 31 17 84 3 Mastitis control 57 20 12 89 4 Deworming 41 24 15 80 5 Conducting PM for settling the insurance

claims 52 24 6 82

6 Artificial insemination and pregnancy diagnosis

57 14 21 92

7 Examination for sub-fertility and treating cases

53 18 13 84

8 Issuing soundness certificates 58 23 5 86 9 Conducting specific tests confirmation of

poisoning cases 55 20 9 84 10 Certificate for export of livestock

products 77 7 4 88 11 Testing animals for T.B./ J.D./ IBR/

Trichmoniasis 65 16 7 88 12 Certification for various diseases free

conditions like Salmonellosis 71 7 6 84 13 Declaration of Disease-outbreak and

carrying out the control measures 77 4 6 87 14 Carrying out serological tests of various

diseases 60 17 9 86 15 Feed sample analysis for different

chemical compositions and pathogenic agents 59 22 9 90

Under the dairy and Poultry Venture Capital Fund (Central Scheme), NABARD has formulated two schemes for veterinary graduates. Under the scheme, an interest-free loan of a maximum of 50 per cent of the Project Outlay is provided. In addition to this, 50 per cent of the interest charged on the bank loan will be subsidized for borrowers who are regular in their repayment. Establishment of private mobile clinic- Rs. 2.00 lakhs Establishment of private stationery clinic- Rs. 1.50 lakhs The Department should give technical support to such persons. It could supply inputs like vaccines and diagnostics at a reasonable rate, assign additional tasks, provide a jurisdiction for their work, withdraw subsidised government services in their area of work and provide financial support for services to poor farmers and BPL


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individuals or even some incentive packages if they are working in difficult areas. Similarly, the establishment of private clinical/ pathological laboratories for clinical pathology and diagnostic support to livestock keepers is also required in certain areas. However, at the Government level, this activity is not effective. On the other hand, there are many examples where such activity is a sustainable activity, if taken up by private entrepreneurs under the official recognition of the government. Hence, there should be promotional efforts for this in backward areas with linkages with regional government institutes. (b.)Veterinary Services for pets in corporation areas and big towns In metropolitan cities, Municipal Corporation areas and big towns, many private practitioners provide veterinary services for pets like dogs and cats. State veterinary polyclinics in such cities need to take up a regulatory role on such practitioners and provide them with expertise services rather than getting into the service itself. Rules and regulations should be formed for private pet practitioners. The corporation authorities also need such support for the control of diseases like Rabies through registration and clean vaccination of dogs and such pets in the interest of public health. This function can be outsourced to willing NGOs in a phased manner, giving them authorization/ recognition for attending vetero-legal cases. (c.)Private Poultry Farms Looking at the increasing demands for commercial poultry and other birds like ducks and quails, which presently government hatcheries are unable to fulfil, there is scope for the establishment of such private units and veterinarians. Under the Poultry Venture Capital Fund (Central Scheme), NABARD has formulated two schemes- Establishment of poultry breeding farms with low input technology birds and also

for ducks/turkeys and guinea fowls/quails/emus/ostrich etc. with an outlay of Rs. 30.00 lakhs; Central grower unit for 12,500 birds per batch and 4 batches in one year with an

out lay of Rs. 20.00 lakhs. It is understood that with the Central Government support, the Central Hatcheries are being strengthened under 80:20 support. The Central Hatcheries should take up such activities only on commercial scales and work with a profit-making motto. Partial Outsourcing of Tasks (a) Animal Health Services Vaccination: The manpower for preventive vaccinations and treatments like

deworming should be outsourced. As the prevention of diseases is a regulatory function of the Department, quality vaccine should be supplied free of charge to vaccinators and they should be allowed to collect nominal service charges. The manpower required for the delivery of samples for polyclinics like milk samples, blood samples, urine/faecal samples, blood smears, skin scrapings, ecto-parasite


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etc. can be outsourced on a charge basis. This should aid in disease surveillance and diagnosis in the public interest.

Salmonellosis-free Certification: Though certification is a regulatory function, the

present task of the RDIL could be outsourced to registered veterinarians, in order to cover maximum birds, batches and hatcheries. Such individuals should be well trained, equipped with testing kits (supplied by department), supervised by departmental staff. The certification should be done on behalf of the Department.

Managing Interstate Check-posts: Such testing establishments should be

outsourced to unemployed registered veterinarians. Certification after testing will be issued at a cost by the private veterinarians and some part of the certification should come to the state. This should earn additional revenue for the state, protect the interest of local poultry keepers and also provide employment to veterinarians

Marketing and Storage of Vaccines: The marketing and storage of vaccines and

biologicals at district/ regional level can be outsourced. (b) Cattle and buffalo Development Artificial Insemination services can be outsourced to interested and trained persons in near future. Rules and regulations should be thus framed so that assured breeding services are provided and indiscriminate breeding is avoided. Such regulations would also ensure steady income. The scheme of placing private paraveterinarians and veterinarians for Artificial Inseminations, pregnancy diagnosis and follow-up services for newborn calves is already under implementation, needs modifications for enhancing the income it generates as well as efficiency. The Andhra Pradesh Livestock Development Agency has successfully implemented such a scheme in Warangal district which needs to be studied.


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Table 5.2: Mapping Different Categories of Functions for Complete and Partial Outsourcing

Responsibility Category of Functions/ Activities State level Regional/

District level Grass root

level

Services Preventive Health Services Curative Breeding Surveillance Farmer Training

√ √ √ √ √

√ √ √ √

√ (OS)

√ (POS) √ (OS) √ (OS) √ (OS)

Manufacturing Vaccines and Biologicals Semen Breeding Bulls Hatching Eggs and Chicks Milk

√ (POS) √ (POS)

√ (Co.OS)

√

√ (POS) √ (CoOS)

√ √

(OS) (OS)

(POS)

Administration Policy Documents Sanctions Finance HR Functions Security Transport

√ √ √ √ √ √

√ √ √ √

√ (OS) √ (OS)

√ (OS) √ (OS)

Development New project and programme needs Technology development Development of standards of performances

√ √ √

√ √ √

Research New emerging diseases PPR Bird flu etc Technology adoptions Linkages with research Institutes

√ √ √

√ √ √

√

Note: Outsourcable (OS) and Partly Outsource able (POS) activities and levels at which they can be outsourced


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There is a need to promote the establishment of bull-rearing farms under private or cooperative management. Rearing bull-calves selected by departmental authorities under the Progeny Testing Programme until maturity could be major activity for such centres. The scheme should be formulated for bilateral implementation. Presently, the supply of liquid nitrogen and semen are time-consuming tasks done by the office of the District AI Centre. Both these activities should be outsourced so as to enable the Livestock Development Officer to carry out tasks directly affecting cattle development. (c) Extension and Training Outsourcing the task of training farmers to NGOs: For imparting training to farmers selected by the departmental officers in dairy, sheep and goat keeping, poultry etc in the area could be supported in the form of complete or partial outsourcing.

(d) Feed and Fodder Development Programmes: Outsourcing Fodder Bank activities: The department is unable to meet the requirement of fodder under condition of scarcity. The Central Government scheme of assisting farmers and NGOs in the establishment of fodder banks is yet to be explored completely. The Department should proactively promote the establishment of as many banks as possible, particularly in resource rich areas for meeting the requirement of drought prone districts. Such banks should be recognised as a resource for needy farmers. Technical and monitory support should also be extended to make such activities viable for tribal cooperatives, breeders’ associations and even individual entrepreneurs. Outsourcing Fodder Seed Production (and assured buy back): The scarcity of quality fodder seed material for commercial use is an issue in fodder development. Government sources are unable to meet the huge seasonal requirement in terms of both quantity and timeliness. To meet this requirement, there should be an emphasis on short duration fodder crops. This activity should be outsourced to interested farmers as per the existing rules and regulations. Producers should be allowed to compete for the rate contract for government purchases.

Closure The major reorganization of the Department was done in May 1984. A district level authority, with the designation of District Deputy Director came into being to supervise all animal husbandry activities (mainly the state sector) in the district. The post of Regional Deputy Director was upgraded to Regional Joint Director in Super-time Class I scale. While doing so, the government also initiated the consolidation process. Subsequently, the latest reorganization and restructuring of the department was done in 20045. Further, it was refined and modifications were made in it6. The Committee undertook a detailed review of functions, activities and schemes,


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workload etc. As a result, essential schemes were continued, redundant schemes were discontinued and uniformity in the staffing pattern was evolved. In the process, 1496 posts from different categories were reduced (See Chapter III- Redundant Functions). Sixty-three Mobile Veterinary Health centres under Zilla Parishads used to have jeeps. The vehicles at most of such centres are outdated and non-functional; however, the drivers’ posts continue to be shown against such establishments. All these posts are surplus posts at the moment.


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Chapter VI Conclusions and Recommendations

Administrative and Other General Functions of the Animal Husbandry Department These are in continuation of the recommendations of Administrative reforms committee of Government of Maharashtra (2002) and Maharashtra Civil Services Rules (1981). The recommendations fall under the following heads- - Human Resource Development Issues - Changes in the Roles of the Existing Staff - Changes in the Roles of Institutions - Training and development - Surplus staff / Vacant posts/Transfer Policy - Financial sustainability of services - Monitoring and Evaluation - Regulatory functions and their implementation under restructuring - NGO’s as partners in development - Recommendations on Veterinary Council act & other regulatory functions - Livestock policy options in development. Human Resource Development Issues It is proven beyond doubts that to maintain the quality of performance and efficiency of key activities, staff attitude and behavior has a major contribution. The HRD section has a role to play in their policy of recruitment, their development plans in terms of training, postings, transfers and promotions or their carrier planning. The modifications in recruitment rules with psychological tests and multi-skilled behavioral assessment are specialized tasks. Therefore it is necessary to establish full-fledged HRD cell at the Commissionerate level. Changes in the Roles of the Existing Staff Changes in the roles of the existing government staff is necessary due to the changes in the policy of the Government with respect to the outsourcing of certain service activities, in order to focus on core activities. More regulatory functions are assigned to the state Animal Husbandry Department officers and staff, leaving aside the role of the actual service provider. With rapid changes in technology during past few decades, an ordinary person would not be suitable to do justice to posts like head of institutes or even at the junior levels in such specialized branches. In addition to this, although qualified postgraduate degree or diploma holders are available, graduates hold many vital


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posts. For example, during the field visit, it was noticed that with B.V.Sc and AH degree holders were in charge of polyclinics, while M.V.Sc degree holder was working at dispensaries. Further, persons with clinical background experience were heading poultry institutes, and frozen semen laboratory trained persons were posted in the poultry section. As a result, on one hand, such expertise is not translated into improved efficiency, and on the other hand it affects the overall output and the person gets discouraged. As a sequel to this, developing specialized cadres for such posts at different level is an important issue. The Animal Husbandry Department staff can be classified into general staff and those having a specialized knowledge and skill. They could be grouped into following function-related groups- Veterinary dispensaries, mini-polyclinics, polyclinic staff working in clinical

branches; Extension staff is a next major specialized group of the department; DIS and RDI Laboratories staff; Frozen Semen Laboratories, Nutritional laboratory and Cattle Breeding Farms

staff has (need) specialization Livestock Production sciences; and Apart from above, species specialists work for poultry or small ruminants etc.

To fulfil the department mission on quality parameters specialized staff has to be a part of the long-term policy. It is recommended that to maintain the quality of performance and efficiency of key activities, the posting of specialists with required quantification and experience should be on top priority. Their future development plans in terms of postings, transfers and promotions have to be planned in their specialized subject area by the HRD section. The recruitment rules of such specific posts should be modified, mentioning the required qualification for the identified posts. Reorganisation of Staff at the District level There is substantial duplication of authorities and responsibilities within the district for many activities and functions between District Deputy Commissioner (Animal Husbandry) and the District Animal Husbandry Officer. Although the District Deputy Commissioner Husbandry post and its office were recently strengthened, we wish to recommend that the District Deputy Commissioner’s responsibilities and the authorities need to be matched further. We suggest that there should be only one authority for the regulation and coordination functions and another authority working under him for all service activities of the department. - The District Deputy Commissioner Husbandry office should be considered as a

regulatory office for the district for all programmes; - District Animal Husbandry Office should be considered as a service sector office;

and - The District Animal Husbandry Officer (DAHO), officers in-charge of polyclinics

and mini-polyclinics are officers of the same cadre. This is an area that requires


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reorganization. Incentives like special allowance for the DAHO, senior staff at polyclinics and junior officers within the cadre at mini-polyclinics will be motivational factors.

Mini-polyclinics and polyclinics are higher-level support institutions at the block and district level. Presently, there are no administrative linkages between these institutions and veterinary dispensaries located in villages in their areas. As a result, facilities at these institutions are underutilized. The polyclinics, mini-polyclinics, and veterinary dispensaries should also be working under one implementation authority in a district. Similarly, the expert services of the DAIC and input supply services are with the state sector staff. The users of these services are ZP institutions and its staff. This has unnecessarily created a gap in the chain. Therefore, we suggest that the user sector alone should handle input supplies. With reference to the functioning of the MLDB, the clarity of role and responsibility of District Deputy Commissioner (Animal Husbandry) for upward and downward linkages with field functionaries is not yet established. In order to make the MLDB field functioning effective, the roles and responsibilities of different offices should be clearly defined and should be made known to all concerned by keeping transparency in the working. The District Deputy Commissioner (Animal Husbandry) should be involved actively as the District Head. Changes in the Roles of Institutions (a.)Disease Investigation Section (D.I.S.) Pune There is a need to establish a special Research and Development cell in DIS. The cell should make efforts to identify the profile of emerging diseases, diseases encountered in the neighbouring countries, diseases of OIE and international importance, Zoonotic diseases etc. The OIE/ Government of India publications in this regard, should be a guiding post and strategies should be developed based on the same for their diagnosis. Similarly, the DIS could alert field level officers and guide appropriately through booklets/ pamphlets/ technical circulars. Animal health policies related to the import/ export of semen doses, bulls, sheep, goats, cows and other animals/birds or the animal products should be based on this information. The cell should guide officers at all levels and producers on these matters. Based on the inputs from the DIS, the Department should be able to forecast diseases so they can adopt preventive measures, saving the lives of animals and birds. The output of the schemes like Animal Disease Monitoring and Surveillance should also be handy for forecasting animal diseases.


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The DIS receives 100 per cent grants for operating institutes under the National Project for Rinderpest Eradication. Modern equipments required for surveillance and disease diagnosis were received for Pune and Nagpur based regional DI laboratories. Seven regional DI laboratories are functioning under the DIS. In addition to these regional laboratories, veterinary polyclinics and newly established mini-polyclinics also provide diagnostic facilities. There is some ambiguity in the name “Regional Laboratory“. In view of their changed roles, it is recommended to change their names as follows- - The present name of the Disease Investigation Section is recommended to be

changed to Regional Disease Investigation Laboratory. - In continuation to above suggestion, it is recommended to change the present

names of all seven Regional Disease Investigation Laboratories to Divisional Disease Investigation Laboratories.

(b.)The Institute of Veterinary Biological Products The Institute of Veterinary Biological Products is a state-level institute wherein vaccines, biologicals and diagnostic reagents of vital importance to animals and poultry health are produced. In view of the WTO requirements for the export of animal products, eradication of Common Contagious diseases as per OIE standards and creating disease-free zones is mandatory. To fulfil the need of new vaccines and diagnostics, the production of more and better quality vaccines and biologicals is required. For this - - Good Manufacturing Practices (GMP) should be adopted as per the instructions

of the Food and Drug Administration authorities; - Fermentor technology should be adopted for the production of standard vaccines

of international quality; - The modernisation of activities is necessary to reduce the manual work and for

reducing production costs; - The Quality Control section needs to be strengthened and made independent; - The Research and Development wing should prepare strategic plans for the IVBP

keeping in view the Department’s vision document and the challenges of the world;

- The development of vaccines against emerging diseases like PPR, IBR, as well as against economically important diseases like Brucella, Goat Pox, Buffalo Pox and vaccines like Enterotoxaemia oil adjuvant need to be well-planned to meet field requirements as well as for marketing to other states;

- Similarly, the scarcity of diagnostics like Tuberculin, Johnine, and Brucella coloured antigen, etc need to be considered and production planned accordingly;


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- Patenting new vaccines and diagnostics should be thought of as an institutional achievement, as well as a source of additional source of income to Institute of Veterinary Biological Products.

- Vaccine production for other states should be opted as a added source of income.

(c.)Frozen Semen Laboratories The Cattle and Buffalo Development function of the Animal Husbandry Department is mainly implemented through the MLDB. For this, breeding farms, bull rearing centres and frozen semen laboratories work under the Board’s control and play a major role. Semen doses are a key input to this function. The efficient functioning of the frozen semen laboratory is the key for the success of livestock development in the state. The following are some recommendations in this regard- - All the existing frozen semen laboratories should aim to fulfil minimum standard

protocols (MSP) as prescribed by the Government of India. However, they should ultimately aim for ISO certification;

- While modernising frozen semen laboratories, there is a need to adopt latest efficient packaging technology for semen freezing (like the French technology);

- The High Power Committee of the Government of India objected to the working of the Frozen Semen Laboratory at Nagpur on the basis certain technical standards. Urgent decisions on its upgradation/ continuation/ shifting are required in the interest of livestock development in the state;

- Conservation of recognized indigenous breed cattle of the state like Deoni, Dangi etc and buffaloes like Nagpuri and Pandharpuri etc (as well as sheep and goats) by using embryo transfer technology and/or other technology should become a priority. Special planned efforts would enhance the performance of the same.

- Semen Freezing Laboratories should have an opportunity for exporting the semen of indigenous breeds in the open market and earn foreign exchange.

(d.)Veterinary Dispensaries and Extension Offices Veterinary Dispensaries should, in addition to curative treatment, focus on preventive and diagnostic aspects as well. Monitoring of the animal health workers within the dispensary area is necessary for providing quality services to farmers. At the Extension Officer’s level, integrated farming system approaches and technology dissemination by using modern tools of extension are necessities. The existing role and responsibilities can be reduced considerably if the partial or complete outsourcing approach is adopted for different technical activities. Training and Development: Need Assessment The technology development in Animal Husbandry and Veterinary Science like other areas is happening rapidly. New tools and technologies are added every day. To


88

keep abreast with such developments, the upgradation of the knowledge of the staff is the key issue. It is necessary to undertake a Training Need Analysis of the department staff so that the work force required for different institutes can be assessed, and the available manpower can be properly utilized. Key officers can be trained in their respective fields in specialized institutes Indian Veterinary Research Institute, Izatnagar, Indo-Swiss Project at Mattupatti, or at Bangalore etc. for training in biotechnology for use of technology in disease diagnosis and vaccine production. The present training facilities within department do not fulfil this need. This can be outsourced to veterinary colleges. The veterinary colleges’ postgraduate-level faculties could provide short-term reorientation training sessions for a large number of staff. The staff in regular posts also needs specialized training viz. fresh veterinary graduates posted as extension officers have completely different training needs than those posted at a dispensary. Similarly, with a transfer of staff into newer areas of operations, training should be obligatory to understand the intricacies of new posts and responsibilities. Such training plans will motivate the staff for better performance. The present training facilities within the department can fulfil the induction level training needs, provided that the overall changes to this very vital component of Human Resource development are carried out. The field visits revealed that training mainly emphasizes administrative and financial subjects. Passing the accounts examinations is presently a prerequisite to all technical staff for their promotions. Similar yardsticks are required for technical knowledge orientation and reorientation in which their services are to be allocated. Beyond technical and administrative subjects, training in communication skills, equity and gender issues, computer awareness and application skill, extension skills etc are necessary at all levels. The efforts in these issues need higher priority and consistency. Guidance, training, orientation and reorientation are also needed for Consumer Protection Acts, Right to Information Act, Witness Act, history and case paper writing skills etc, It is recommended that for to ensure technical accountability, minimum standards of performance need to redefined at periodic intervals for all technical staff. For this, there is a need to develop and adopt certain suitable tools. This will definitely result in the enhancement of the performance at various levels (CR, increased standard livestock products, effective vaccine production etc). Surplus Staff and Vacant Posts The vacancy position after restructuring of the department activity and staff as per Government G.R. of 25th May was discussed in Chapter 4. It is recommended that to understand the impact of the restructuring, these posts should be filled in immediately. With the emphasis for regulatory functions as a core recommendation, filling up of all these post is a milestone. The posts of Livestock Development


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Officers and other support cadre staff at veterinary dispensaries, polyclinics, mobile clinic and at Disease Investigation Laboratories should be filled on an ad hoc basis. The surplus status or gap (need) assessment is only possible if all these post function in their fullest capacity. Being a service department, we strongly wish to recommend that the officers in-charge of clinical institutes and laboratories should not be asked to hold any additional charge for more than a month and/ or such posts should not remain vacant for more than one month. The Administrative Reforms Committee of the Government of Maharashtra (2002) recommended the abolishing of posts vacant for more than 6 months7. We feel that the reasons for keeping post vacant need to be studied before applying this recommendation. The Animal Husbandry Department used to operate Mobile veterinary health centres, which are now under the Zilla Parishad. The vehicles at most of such centres are outdated and non-functional; however, the drivers’ posts continue to be shown against such establishment. All these posts are surplus posts at the moment. Transfers and Postings Regular Transfers and request transfers to a desired place is a strong motivational factor. In continuation to the Maharashtra Civil Services Rules (1981), the Administrative Reforms Committee (2002) has recommended major departments to formulate transfer policies analogous to the GAD policy framework8. Given this, it is recommended that transfers and postings of the Animal Husbandry Department staff should be reviewed, taking into consideration the suggestions made earlier under point 2 in this section (changed role of the staff). The authority to transfer LDOs (and above) lies with the Secretary Animal Husbandry. However, their assessment would be better through the Commissioner’s office in consultation with the Joint Commissioners. Hence, these powers should vest with the Commissioner and the Joint Commissioner. The minimum period of a posting has been defined for different cadres of staff under the Maharashtra Civil Services Rules which should be followed for evaluations of the personnel, as well as institutional performance. Deserving staff should be motivated in the form of timely promotions, time-bound scale, advance increments, deputation for post-graduation and doctorate studies. There should be transparency in such matters. In spite of a large number of vacant posts in the senior cadre, the officers in lower cadre are not promoted. There are cases where graduate join and retire as an LDO. This has resulted in frustration. It is recommended that posts in the senior cadre posts and technical service posts of public importance do not remain vacant and/ or as additional charges for a period beyond one month.


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Field workers in tribal areas reported that they did not get the prescribed allowance of 15 per cent, which is sanctioned to staff of other Government departments. There is a need to correct this ambiguity to motivate officers to work in backward areas. Financial Sustainability of Services The earlier chapters suggested the reorganization of Government institutions and their activities taking into consideration the growth of the cooperative sector, NGOs and para-veterinarians. This will definitely contribute to cost cutting while extending service. Further, a combination of partial and complete outsourcing of activities, outsourcing only input element, and /or the manpower element including delivery cost of the activity has been suggested. Similarly, cost-cutting approaches have been suggested for different technical service functions offered by the Department. Another approach to cost-cutting is to explore means to increase the receipts. With reference to Issues related to the service charges following are the suggestions- - The cost of services should take into consideration even for token charging.

Rational and actual services charge for various situations / kind of services need to be reviewed at the periodic interval preferably every year. The service charges were not revised (or reviewed) since last five years. The aim should be to recover the cost to the possible extent from those who can afford to pay. The charging system across the state need not be kept same. However within one institute/ at a location, the charges need not be same for all patients. The tribal, BPL families and SC ST families should be specially considered for subsidized services only based on their cards. Transparency in even token charging should be developed based on the data of last five years.

- Revenue to the State through charges is a cumulative outcome of location effect as well as personal efficiency. The Government should recognise and evolve an incentive scheme for offices and officers earning higher revenue in terms of service charges for the State. A sizable amount of the collection should be recycled for the development of the institute’s image, which will add to the revenue of the state

- Presently the vaccination service is provided at token charges. It is recommended that vaccination against contagious diseases should be done free of charge in the interests of the public at large. However, paravets or the other staff who conduct vaccinations (as an outsourced activity) should be allowed to charge a fee.

- At Institute of Veterinary Biological Products, Patenting new vaccines and diagnostics should be thought as an additional source of income.


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- Smaller packages of H.S, B.Q in 10-dose packets and FMD in single dose packets will ensure the reduction in the wastage of vaccine and increase accountability. There is a need to evolve a single dosage for Enterotoxaemia to avoid two vaccinations in sheep and goats as well.

- The Agricultural Produce Market Committees (APMC) where livestock or its product trade takes place and that APMC is charging to the livestock owners, by way of additional charging or as a fraction of present charge the revenue should come to Animal Husbandry towards the services of the Block Extension officers of Animal Husbandry department. Presently all livestock transactions are without any revenue to the department. Against this service charge the public should be ensured that the trade items are pathogen free for human use or any other services if needed are available on the site.

Procurement of Goods and Services The Administrative Reforms Committee made certain recommendations for the procurement of goods and services. The use of websites for tenders and information for developing a resource inventory is a valuable recommendation that needs to be refined and put into action in the Animal Husbandry Department as well. The present Purchase Committee of administrative and finance persons is unable to provide quality assurance to users at the ground level. Hence, it is recommended to form a district-level committee of minimum 3 field-level technical officers and a technical assistant of the District Animal Husbandry Office to look into the quality aspects at the time of procurement. Substandard drugs, instruments and other technical inputs seriously reflect on the effectiveness of treatment given. This technical committee should scrutinize bulk purchases as well as specialized purchases. There should a mechanism to ensure the approval of rate contracts within two months of the every financial year. Purchases should be affected before the end of first quarter. The indents need to be inbuilt from the lowest working unit, considering the past performance and history. Monitoring and Evaluation District level officers are presently required to submit more than 32 reports on a monthly basis. Computerized reporting system through e-mails from the district to the state headquarters is still a pending issue. The present statistical section and the integrated sample survey section should be strengthened in order to monitor all aspects of reporting. A strict and vigilant review should be taken so that the workload can be reduced to a great extent.


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Establishing a state-level health and production information system and linking the same to the National Information Centre (NIC) is a dire need. The department will be able to take a lead in establishing and linking the national health and production information system, epidemiological data, mineral deficiencies of soil and water, etc through a computerized reporting system. The Department should consider hoisting a website providing information about Animal Husbandry Programmes, schemes and activities in different regions. In addition to this, the Department could develop an interactive site for answering and solving difficulties of farmers through a panel of experts. Creating, maintaining and operating such a website and all related activities could be outsourced. Publishing periodical bulletins, giving information on latest advances and season-specific actions etc should be considered. Efforts for developing a Citizens’ Charter in relation to various programmes and activities of the Animal Husbandry Department has been initiated in select places. However, it needs to be officially recognised and displayed at all institutes for building farmer confidence, awareness and better participation. The Right to Information Act of October 2005 is a recent enactment at the National level. The Act aims to promote transparency and continuous refinement and development of programmes. Given this, the Department needs to take special efforts at the regional and state level. The feedback of citizens will be useful in the efficient implementation of programmes. Regulatory Functions and their Implementation The existing Acts and Regulations related to Animal Husbandry programmes and activities (Appendix 1) should be updated with additions and/or deductions keeping in mind the opening of the economy and the threats and challenges therein. The quality of poultry feed in the market and its rate structure need to be brought under the regulatory functions of the department to support small poultry farmers who are presently exploited. Animal Husbandry Department is the authority for the distribution of damaged grains and molasses to feed manufacturers; it should also take a lead in regulating the quality of the end product. The RDIL regularly conducts tests for Salmonella disease-free certification for the hatcheries in their jurisdiction. However, the imported stock of day-old chicks and birds and culled bird from neighbouring states never undergo such testing. Therefore, it is necessary that a foolproof system is evolved after looking into the situation. At interstate check posts, such checking can earn additional revenue to the state and protect the interest of local poultry keepers. The present Salmonella


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disease-free certification of the RDIL is a routine activity, which can perhaps be outsourced to registered veterinarians in the area after due training. Encouraging Participation There are many private and Cooperative institutes, Panjarpoles and Goshalas, and NGOs and renowned personalities who are doing significant work in the field of animal husbandry development. For example, Gokul, Warana, Rajaram Bapu Sangh etc are milk cooperatives in Western Maharashtra, which offer comprehensive services to farmers. A private organisation like Chitale dairy has a wide network of technical people offering services to their producer members. The Panjarapoles, and Goshalas in Vidharbha, Marathwada and other parts of Maharashtra are traditional institutes, which contribute to the development, as well as welfare of livestock in the state. Most of these Goshalas have infrastructure in the form of land and buildings, but are working in isolation and are not in the mainstream. A number of NGOs doing livestock development work in the state have gained national and international reputation. To quote few, the Maharashtra Goat and Sheep Institute, Phaltan, Anthra/ BAIF (Pune), the Rural Agricultural Institute (Narayangaon) and many others are active in various fields. Such institutes have wide support and work with dedication and vision. They need not be considered as the competitors but as partners in development. The self-employed graduates and others who render doorstep services to farmers and field support is another force that is active in the field of livestock development. However, there are also institutes which are spurious in their functioning, and need to be weeded out. The role of the Department and that of the Veterinary Council, which aims to provide quality services to livestock keepers, is hardly evident in coordinating and monitoring the institutions mentioned above. In fact, nurturing such institutes would be of the Department’s interest. We feel that the department can play a strong role in empowering these institutes in the process of development and extending service to remote areas. District level enlisting of such persons/ institutes and understanding their strengths, supporting them to overcome their weaknesses would help in extending services to deprived areas. The Veterinary Council also needs to work at the district level to empower the Deputy Commissioner (Animal Husbandry) to enlist unemployed graduates (and paraveterinarians) under an officially registered banner, under either the Societies Act or the Cooperative Act. While outsourcing various activities, these district level organisations should get considered on a priority basis. Nurturing such district level units and making a federation at the state level would bring recognition and eminence to the profession. At the state level, the Veterinary Council itself can support/ protect the working of such units in various districts.


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Given the various Animal Husbandry programmes and functions, there appears to be role for a state-level Advisory Committee of concerned stakeholders at the Commissionerate level. As to the best of our knowledge, no such body is involved in projecting needs, giving performance feedback, or appreciating achievements. We recommend that such body be formed at the state level, comprising experienced producers from the dairy, poultry and small sectors, as well as academicians of reputation with a vision for the subject and NGO representatives. The Committee should meet at least twice in a year to review policies and achievements, and give direction to the departmental programmes from the stakeholders’ perspective. Guidelines and suggestions from this Committee for the outsourcing of various activities should be of significant value. The Veterinary Council Act and Other Regulatory Functions (a) One of the tasks of the Veterinary Council is registration of all qualified veterinary

practitioners. The Council has to empower the district committee in enforcement of the Act. This will ensure quality of services to livestock and livestock keepers. We recommend that all the District Deputy Commissioners (Animal Husbandry) should be considered as the de facto Veterinary Council representative for the district to head the Committee supported by local NGO representatives and academicians. The Veterinary Council has identified few thrust areas for enhancing the quality of services. Short orientation courses are proposed either directly or through distance learning programmes. We suggest the implementation of such programmes considering a region as a unit and not the state. This will focus more on regional technical problem issues. Further, the available expertise of experienced retired professionals from the field and colleges can be effectively used if the region is considered as a unit.

(b) The provision of health services for pet animals and caged birds is a major activity in veterinary hospitals and polyclinics situated in the Corporation and Municipality jurisdiction. Unemployed veterinarians, registered under the Veterinary Council Act, should be promoted to take up this activity through licensed practicing as individual practitioners or group practitioners. In case of outbreaks, such private practitioners, under the government functionary’s supervision, can also help to tackle situations. However, the handling of vetero-legal cases should be kept to Government officers only.

This will save a lot of valuable human resource from Government institutes for concentrating on core technical activities. The licensing for such activities will be add to the earnings of the state. The licensing process should be simple and the authority should be vested in the District Deputy Commissioner of Animal Husbandry


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(c) A sizeable number of unqualified/ untrained persons work in tribal, as well as other areas, as private practitioners for livestock. Most often they cause damage to the livestock. However, considering the needs in remote areas they also have a role to play. Thus, it is recommended that primary first aid level training should be provided to them to work as bear-foot animal health workers. They should thus be brought into the mainstream of animal health providers, under proper monitoring and supervision. The success story of the initiative of Dr Arole of Jamkhed or by Dr.Bang of Gadchiroli in human health could be cited in this regard, wherein the training given to traditional Dais brought about a drastic reduction in the child death rate. There is also an example of Animal Health workers of ANTHRA (Pune) making a positive contribution. With proper monitoring and support, such workers could be brought into the mainstream as animal health providers and this will increase the reach of programmes to remote areas. A separate council should be established if necessary.

Recommendations on Fiscal Functions (a.) The livestock sector supplements the income from agricultural. The contribution

of the livestock sector to the total GDP and to the agricultural GDP is 6 per cent and 22 per cent, respectively. The foreign exchange contribution of the sector is also on the rise. The sector should receive facilities provided for an agriculturist in the form of low interest loans for the purchase of animals, construction of sheds, processing and storage facilities etc. Similarly, to meet future challenges, infrastructure support needs strengthening at the governmental level as well. It is recommended that instead of traditional norms of fund allocation, there should be a special consideration on need-based demands of the Animal Husbandry Department. A definite policy for the allocation for the Plan and Non-plan budget has to be laid down as a guideline.

(b.) At the state level, institutes like the Institute of Veterinary Biological Products

and Disease Investigation Laboratories, Joint Commissioners work as the Head of office (section). Presently they have very limited financial powers. It is necessary to entrust the powers of Head of the Department to these posts as in the case of Regional Joint Commissioner of Animal Husbandry.

(c.) The Manager (Central Hatcheries) is responsible for operating farms and the

incubators, Therefore it is recommended that they need to be given higher financial powers to meet the crisis due to frequent power problems and shutdowns.

(d.) The District Deputy Commissioner Animal Husbandry should be authorized with

the power required for the implementation of district level programmes. He should have the authority to take decisions for various institutional issues under his control such as the purchase of feed/ medicines for poultry farms/ central


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hatcheries, culling of birds, purchase of LN2 from alternative sources in case of disruption by the regular supplier.

(e.) The Government of India and the Indian Council of Agricultural Research have

sanctioned number of schemes to the states- Assistance to the States for the Control of Animal Diseases (ASCAD), the All India Coordinated Research Project in Foot and Mouth Disease etc. The State Government has to provide a grant of 25 per cent in time so that the schemes can be implemented appropriately and within the scheduled period. The list of such schemes is given under Annexure 3.

Recommendations on the Technical Functions of the Animal Husbandry Department Recommendations on Animal Health Function A. Operational Areas and Livestock Population In order to meet the National Agriculture Commission’s recommendation of 5000 cattle units per veterinary dispensary it is important to take up the reorganization of government institutions wherever there is duplication within a 9-10 kms radius. Other important parameters such as livestock population, number of villages per institute, communication facilities, existing para-veterinarians in the area, cooperatives and NGOs offering such services etc. should also be considered. Efforts should be made to correct regional imbalances within the state in the form of number of institutes, infrastructure, region-specific programmes, and projects. This needs to be reviewed and corrective measures be taken accordingly, with due considerations of need of individual region and basic difficulties encountered by the local residents of the region. Instead of livestock number as the sole criterion, other factors like development and potential of livestock sector in the area, vulnerability of stakeholders and existence of alternate options (e.g. private infrastructure) should also be considered while addressing regional needs. Statutory Regional Boards are working to tackle the imbalance and backlog in the areas of Vidarbha, Marathwada, and Konkan and in parts of Western Maharashtra. One of the major reasons for the regional imbalances in the benefits of Animal Husbandry programmes among others is the lack of cooperative network marketing and convincing extension. For establishing and strengthening of basic infrastructure, sizable funding from Regional Statutory Boards could also be used in addition to Plan and Non-plan funds. The Maharashtra Livestock Development Board (MLDB) is another agency that can support infrastructure financing. The new location of the government institute should be based on the National Agricultural Committee recommendations, as quoted above. NGOs and other available resources like Goshalas and


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Panjarapoles should also be encouraged for promoting para-veterinarians in the areas. B. Facilities The sites for new dispensaries or such allied buildings should be convenient not only to farmers and to the community but also for the personnel who are to stay there and work. At planning stage of such buildings, visioning of the building’s utility is essential. Instead of such sites, the Department should consider the purchase of land from private parties. The personnel with family members hesitate to stay in such places and all investments are a waste. Further, the aim of round-the-clock-services remains unachieved. Veterinary dispensaries and such other field units should be looked as a development-cum-service centre. The maintenance of field level institutes appears to be a low priority area. Regular budgetary provisions are essential for their maintenance. Minimum facilities like shed, drinking water, and waiting rooms should be provided in the dispensaries. In this regard, a recommendation is that the institute should use up to 50 per cent of the fees collected, as service charges for its maintenance. The authority should be vested to the officer in-charge of the local institute, to use this fund for maintenance, by following regular rules and regulations. Alternatively, equivalent grants in the form of contingency should be kept at the disposal of the concerned officer. C. Disease Investigation Laboratories and Animal Health Services Under-utilisation of the existing facilities of the Disease Investigation Laboratories is a reality. On exploration, it was learnt that the following are the root causes for the underutilization of facilities- - Inadequate facilities like chemicals, tools and instruments; - Unavailability of subject-matter specialists in Disease Investigation Laboratories; - Field Veterinarians’ negative attitude for availing the diagnostic facility or

consulting specialists for guidance; - Inordinate delay in communicating the results; and - Lack of periodic technical and analytical review. The above-mentioned factors should be addressed in a decentralised fashion. This would entail training, awareness building and insistence on quality parameters. With the strengthening of Disease Investigation Laboratories, the qualitative performance of curative treatment will improve to a great extent in the interest of livestock keepers and community health. The underutilisation aspect is true for polyclinics as well, which presently work as local institutes. The proposed mini-polyclinics are expected to take up preliminary diagnostic works and based on it provide expert services to


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livestock keepers in the block. It is necessary to provide administrative linkages and authority from polyclinics to mini-polyclinics with the existing Veterinary Dispensary and other units in their jurisdiction for efficient utilisation of these facilities. Specific instructions about investigations and diagnostic tests to be carried out at mini-polyclinics, polyclinics and at divisional laboratories should be issued through the Manual of Laboratory Techniques. Accordingly, the institutes should be equipped by way of manpower and materials. The responsibility of monitoring these linkages should be entrusted to the District Deputy Commissioner. The response of the Government of India’s FMD-free Zone Programme in five districts has received a good response. Considering the current of era of open economies and WTO regulations, the FMD-free Zone Programme under ASCAD should be extended to all districts in phases till 2020. Hemorrhagic Septicemia (H.S.) and Anthrax may also be added to the list of diseases for the creation of disease-free zones. Further, considering the export market for sheep and goat meat, the Disease-free Zone Programme should be initiated for Pestis des Pettit ruminants and Enterotoxaemia in sheep and goats, and for Ranikhet Disease in Poultry by 2020. Presently, all mobile veterinary clinics come under the ZP sector. Most vehicles under these clinics are in a rusted condition. For want of vehicles and due to vacant posts at many of these units, mobile services are almost not available in a routine course. Therefore, it is necessary that the concept of providing four-wheelers for such units is dropped and instead the officers in-charge should be allowed to use their own two wheelers to visit villages on a regular basis. For this, an additional fixed allowance could be given. A proper monitoring system has to be evolved for all such units. D. Curative Treatment Services of the State and Zilla Parishad Institutes Zilla Parishad institutes like Veterinary Dispensaries operated by graduates, Aid Centres managed by para-veterinarians and mobile clinics provide curative health services at the grass root level. The State sector operates Veterinary Polyclinics at the district headquarters. The field visits and survey indicate that livestock keepers are content as far as services are concerned. However, the present approach is on treating a sick case by symptom and not by its diagnosis in a systematic way. The indiscriminate use of antibiotics and anti-infective drugs is leading to a risk in the future since the aim is not to identify and treat the root cause of the symptoms. The infrastructure facilities of diagnostic laboratories are underutilised. The emphases on preventive health care is yet absent. A reflection of this approach is the growing incidences of Mastitis, Metritis, Blood protozoan diseases and metabolic diseases. Continuous training, re-orientation, encouragement and appreciation are factors which will add to the quality of treatment and reduce losses.


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Curative treatment is one area where higher cost recovery from rich farmers is possible. The modalities need to be worked out to suit the region and the specific species and type of ailments. The spread of contagious diseases are effectively controlled by post outbreak vaccinations in lean areas. However, vaccine demand and supply is an issue. The recent out break of PPR/ Blue Tongue in sheep and goats is an eye opener for all concerned. Mechanism for the forecasting diseases needs to be established for different regions. The Regional Disease Investigation Laboratory’s role will be very crucial. The administration subsequently has to gear up for tackling the forecast by way providing additional inputs to the area. Recommendations for Cattle and Buffalo Development The Cattle and Buffalo Development function and all related activities have been totally decentralised to the MLDB. The Board should plan for better conception rates, and larger coverage of breedable population as its target for qualitative and quantitative enhancement of milk production. The ultimate aim should be the production of milk fulfilling international standards. General 1. The officer in charge of District Artificial Insemination Centres should be

responsible for monitoring the breeding programme in the district in accordance with the breeding policy of the state under the guidance of the District Deputy Commissioner Animal Husbandry. Monitoring the entire breeding programme in the district should be the core activity of the District AI Centre. Presently, the supply of liquid nitrogen and semen are time-consuming tasks done by the office of the District AI Centre. Both these activities should be outsourced so as to enable the Livestock Development Officer to carry out tasks directly affecting cattle development.

2. The responsibility of monitoring linkages with the ZP, Co-operatives, NGOs and others should be with the District Deputy Commissioner (Animal Husbandry)

3. At the DAIC, a stock of frozen semen for at least three months should be at hand. The pedigree and performance details of every bull in use should be made available to inseminators, as well as participants. Further, the supply of LN2 should also be without any interruptions.

4. The skill and the knowledge of inseminators plays a very important role in a breeding programme. The difference in the Conception Rate (CR) among inseminators is noticeable. This needs to be brought to an acceptable level for all inseminators. Regular training and motivational efforts for rewarding outstanding workers should be initiated in all sectors for improving the Conception Rate (CR). A periodic evaluation of technicians should be done by the District AI Centres.

5. Buffalo breeding is one area that needs to be strengthened by making available good bulls with better pedigree for breeds like Mehsana, Surati, Pandharpuri,


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Nagpuri and other dairy breeds like Murrah to strengthen buffalo breeding in the state.

6. For conserving the germ plasm in buffaloes, schemes should be formulated for farmers to sell and buy back empty and pregnant buffaloes of good breeds in the buffalo tracts. This should be incentive-based scheme on the lines of the Special Livestock Production Programme (SLPP) project as an employment-oriented scheme.

7. The high mortality rate of buffalo calves is matter of concern and needs special programmes. Data on this subject is scanty, but demands the attention of the Department and researchers from universities. For further action, a core team has to work on the issue germ plasm in buffaloes.

8. Special programmes on post-calving feed, health, insurance support and input support for calves born as a result of the buffalo breeding programme in backward areas of the state is another key suggestions for strengthening this programme.

9. A pilot Central Government Special Livestock Development Programme was implemented in Pune district under which an individual got ten crossbred cows through institutional finance. NABARD and/or the Government of India could modify and implement this scheme to establish export projects/ elite units for unemployed graduates/ para-veterinarians.

Target for Artificial Inseminations Agro-climatic conditions, livestock population, its type and breed, its productivity, availability of fodder and other resources, and market linkages are just some of the considerations while fixing realistic targets for AIs. Further, targets should be determined at the ground level. The duplication of such activity in the area by NGOs, Milk unions, or others is also another aspect that should be considered before fixing targets. Private inseminators’ work also needs to be taken into consideration while fixing targets for government institutes. They need to be provided with space to work while bringing them under a regulatory framework. Frozen Semen Doses The knowledge of frozen semen users (inseminators) about the genetic potential of semen with reference to their pedigree/ performance record, blood level, batch and producer name, the CR performance and post calving performance, for growth and production etc are very important aspects of the programmes. Awareness building regarding the above technological factors has to be on a continuous basis at all levels. This should be the responsibility of DAIC in charge officer. The milk recording activity for Progeny Testing Programme needs to be strengthened and should be extended to crossbred bulls and buffalo bulls for


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improving productivity. Since this has to be a continuous task, incentives should be given to deserving staff. To meet the growing demand for quality bulls, the Department should also consider the bull/ bull calves available with farmers who maintain milk records, where reliable data exists for assessment and are ready to enter into a contract for buy back. Apart from the cross breeding programme, the conservation of indigenous breeds (cattle and buffaloes) is a major issue for which Government should develop detailed strategies. It is recommended the Government should publish detailed strategies and the action plans Quality of Input Supplies and Monitoring of Breeding Programmes For improved efficiency and effectiveness of AIs, the monitoring of the physical quality of semen, straw condition, post-thawing motility, etc are of vital importance. Presently, these appear to be low priority tasks. Checking for quality should be done on a regular and participatory basis by involving users. Other inputs in insemination process like sheath covers and other tools also need to pass through quality parameters Operating the AI programme through paravets and other NGOs is in place in progressive areas of the state. However, their functioning needs to be strictly monitored to ensure that they are following the state breeding policy. The LDO of the District AI Centres should handle this responsibility under the guidance of the Deputy Commissioner of the district. Private inseminators who carry out breeding work need to be brought into the mainstream by providing them space for work as well as by bringing them under a regulatory framework The decentralization of responsibility and authority to act on repairs and replacement of liquid nitrogen containers is another issue. The decentralization of power and authority to the regional and district level officers jointly for decision-making and finalising rate contracts is the possible solution for the problem. Sheep and Goat Development Sheep and goat development offers a great challenge considering demographic situations, management practices, communities involved and the large number of indirect stakeholders. The coordination of various stakeholders i.e. the Corporation, NGOs, veterinary colleges and departmental institutes is a key function for the Animal Husbandry Department.

1. The Department needs to take initiatives for motivating Mahamandals in the formation of breeders’ associations for indigenous native breeds of sheep and goats for their conservation and development. The Mahamandal should also promote the formation of shepherds’ cooperative societies and involve them in this trade at all the levels.


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2. The Mahamandal farms should plan for the production of improved sheep and goats of defined breeds with a better growth rate. The Mahamandal should initiate similar efforts for the conservation of indigenous breeds.

3. It appears that the Mahamandal farms are unable to meet the demands of farmers. Under such conditions, the Mahamandal should procure young stock from shepherds, rear them on farms till their breedable age, and supply them to the needy. Stray purchases (and supplying) from open markets should be discouraged.

4. Training has emerged as a basic need for protecting the interests of unemployed youths and private entrepreneurs in goat keeping. Such training must be imparted as on-hand training programmes. Training should be comprehensive in nature and the curriculum should get wide publicity.

5. There is a need to provide follow-up services through the existing Veterinary Dispensaries based on the past history of the migratory route of sheep.

6. Introduction of the herd record sheets with all migratory sheep owners needs to be initiated for disease surveillance and monitoring. These herd records will be useful data for various purposes. The Mahamandal should issue the sheets with the original address of the village/ block of the owners at a token cost.

7. Through awareness building programmes, the corporation should promote community pastureland developments and demonstrate controlled grazing practices for goats, on a large scale. The implementation should be through cooperatives and/ or NGOs.

8. NGOs like the Maharashtra Goat and Sheep Institute of Phaltan, Rural Agricultural Institute of Narayangaon, Krishi Vikas Pratishthan of Baramati, BAIF from Uruli-Kanchan, Atpadi farm of Shri Deshpande, and the Maharashtra Animal and Fisheries Sciences University Veterinary colleges are doing valuable research and development for sheep and goat development. The Corporation should take a lead and establish a forum for sharing their experiences periodically.

9. A review of legislations for the slaughter of small animals (sheep, goats and poultry) is required in the interest of public health. Anti and post mortem examinations are of importance for supplying hygienic meat to consumers. Slaughterhouses need to be established at least in towns and municipal areas. The practice of roadside slaughtering in the most unhygienic way should be stopped. The responsibility of such inspections should be entrusted to the existing slaughterhouse staff, wherever they exist. In other places, the work should be entrusted to the nearest polyclinic / mini-polyclinic. The services will increase the revenue for the Department and State through service charges.

10. The establishment of slaughterhouses for small animals using modern technology would involve major expenditure. Therefore, NABARD should come forward for financial support for the establishment of such units through private and cooperative setups.


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Poultry Development The commercialization of the poultry industry and related activities in the last few decades is a reality. Multinational companies, as well as local companies have taken a firm control of input supplies, development, training as well as marketing in a professional way. In this development process, commercial interests assumed great priority. One a few activities are left for the Department in this regard; mainly health related prophylactic measures, regulatory activities, conservation and development of indigenous and improved breeds etc. 1. Four Central Hatcheries, a duck-breeding farm and 16 Poultry Development

Projects under ZP form the poultry institutes of the State. The Central Hatcheries’ contribution in commercial day-old chicks is perhaps less than 4-5 per cent of the State’s total demand. Small poultry unit holders, backyard poultry keepers in urban and rural areas, and tribal and BPL families maintaining poultry, contribute nearly 35 to 40 per cent of the market share of eggs. Egg, Broilers, layers and dressed chicken are constantly in demand and there is no dearth of market. Considering the resources of Central Hatcheries, they have to move away from the present average breeds like RIR/ WLH and expand better producing layer breeds, as well as broiler breeds. The emphasis has to change to an open competitive industry and these units should turn into profit-making institutes. Central Hatcheries should aim to produce and supply hatching eggs, day-old chicks and improved birds to small poultry farmers in the urban, as well as rural areas; and not limit their production for Government-aided programmes alone. Competitive rates and quality in terms of high-production potential should be the key aspects in this regard.

2. The end product marketing i.e. hatching eggs, day old chicks, pullets of 8 to 10 weeks should be outsourced or linked to agencies with the expertise in marketing, on a commission basis. Currently small farmers in the poultry industry are the real sufferers. There is a need to promote technological support and forward linkages. The Government poultry policy has to address these issues so that small poultry keepers continue this activity on a sustainable basis.

3. Poultry Training is another activity of these units in line with the policy of farmer training for dairy farming. All short duration farmer trainings have been discontinued at breeding farms so that farms can focus on core functions. A similar decision is required for the short duration training courses at Central Hatcheries. It is recommended that both six-month and one-month training programmes is handed over to the Integrated Poultry Development Blocks for a wider reach. In fact, the response to the six-month training course is very poor.


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During the year 2003-04, only 14 men and one woman were trained. This may be due to the fact that such courses are also available in the private sector like at IPMI of Vekateshwar Hatcheries who offer post training input/ placement support. A more objective review is necessary for poultry trainings at Central Hatcheries.

4. Out of the 73 National Cooperative Development Corporation’s Layer Birds Projects, only 47 projects are functioning. Since 35 per cent of these projects are unproductive units, it is necessary to reactivate them by looking at individual cases. The operations may be restarted by involving other cooperatives who are interested in its functioning. The ongoing, efficiently functioning NCDC-supported units should be offered the responsibility to revitalize sick units. They have a role to play in providing marketing and critical technical inputs like feed supply, management support or marketing outlets etc. for neighbouring poultry keepers.

5. Considering the current incidence of diseases and emerging diseases like Bird Flu, poultry keepers, farmers, tribals and backyard keepers should be well trained regarding the identification of diseases, prevention bio-security, preparedness, nutritional needs and timely reporting.

6. A modern Poultry Disease Research Centre functions under the Venkateshwar group. The Department (REEL Pune) should establish a rapport with this laboratory for expert services, utilize the infrastructure and jointly prepare to face emerging diseases. Such a Government-Industry relationship will definitely result in protecting poultry from future diseases.

Feed and Fodder Development 1 The Department should take a lead in establishing the coordination between the

Departments of Animal husbandry, Agriculture, Tribal development and Forests, so as to formulate appropriate schemes for fodder development. District-wise subcommittees, Divisional level and state level committees should also be proposed.

2 The Department should promote wasteland/ gairan development for the plantation of fodder trees so as to increase grazing areas and fodder resources. Watershed Development projects should be linked with livestock schemes in general and fodder development, in particular. The Department should prioritise research for tolerant varieties of legumes grasses, and fodder crops.

3 The Central Government scheme of assisting farmers and NGOs in the establishment of fodder banks yet almost unexplored. The Department should proactively promote the establishment of as many banks as possible, particularly in resource-rich areas for meeting the requirement of drought-prone districts.

4 Such banks should be a recognised resource for needy farmers. Technical and monitory support extension would make such activities viable for tribal cooperatives, breeders’ associations and even individual entrepreneurs.


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5 The scarcity of quality fodder seed material for commercial use is an issue in fodder development. Government sources are unable to meet the huge seasonal requirement in terms of both quantity and timeliness. To meet this requirement, there should be an emphasis on short duration fodder crops. This activity should be outsourced to interested farmers as per the existing rules and regulations. Producers should be allowed to compete for the rate contract for government purchases.

6 Rules and regulations should be framed for monitoring the feed factories for analysis of ingredients, fungus growth etc. and on the prices. The efforts should ultimately aim at making available balanced feed at optimum price.

7 Special demonstrations and extension efforts through education systems for the enrichment of inferior quality crop residues of paddy straw, wheat straw, Bajara sarmad etc by using urea and molasses is necessary.

8 A large number of agricultural and industrial by-products can be used as animal feed and can be a good source of animal nutrition (glucose from maize, barley, and edible oil refineries). A proper guideline for the treatment of such products and their use needs to be evolved.

Extension Programmes Farmers’ Training and Capacity Building Efforts It is recommended that special exposure visits, demonstrations and farmer to farmer interaction are required for women and workers. Such visits should be outside their blocks. At least one percent of the total participants under different programmes should be targeted for more than three initiatives together per year. The infrastructure for any Animal Husbandry related training is almost negligible. It is essential to incorporate such training syllabus at all KVKs for regular training. For facilitation, the support from retired experts is available in a significant number. As per earlier guidelines, this role is the responsibility of the Dairy Development Department, although nothing is happening. Video/ audiocassettes, slides and posters about diseases, breeding, feeding and management should be prepared and shown in farmers training programmes, as well as on the television and radio. Relevant topics for the season/ month needs to be considered as per past experiences. Role of Extension officers, their Training and Capacity building The Extension officer’s present role is vague in nature. The Key Result Areas for his post requires redefining. Their job responsibilities and expected output should be made more focused.


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In view of new opportunities, as well as threats under GATT and WTO agreements, livestock-keeping farmers need to be taken into confidence for adopting policy changes. For this, extension officers have a major role to work as trainers and therefore, they themselves require specialized training. The Animal Husbandry Extension staff rarely use latest extension material, mass media and tools like audiovisuals. Strengthening of the Animal Husbandry Extension cell with modern audiovisuals, extension material, mass media tools are essential. For this, the Zilla Parishad and State has to support and monitor the same. The creation of centralised extension museums at suitable locations, attached to training centres or any convenient campus, will boost the awareness of farmers. General Staff Training and Capacity Building The field staff has expressed concerns regarding the quality of training, available training facilities and the opportunities for trainings. As a result, they have opined that the present capacity building efforts are inadequate and non-priority areas. For a service department like Animal Husbandry, this aspect should be looked as a top priority activity. The declining budget over the years and the reduced emphasis on this subject is a serious concern. It is recommended that for the training of Livestock Development Officer’s, technical subjects like farm and herd management, animal health, emerging diseases, new advanced technologies etc. should be covered in the Refresher Course. It is further suggested that as resource persons, the guest lecturer concept should be explored with a greater thrust. The services of experienced retired/ in service technical persons should be availed as subject matter specialists. New Functions 1. The Department should adopt the use of recent bio-technological tools in the

production of vaccines for developing diagnostic tests, animal nutrition packages and the development of transgenic or specific characters (like disease resistance) etc. in the interest of farmers. It should implement proved methodologies and guide farmers and field workers accordingly.

2. The Department should involve standard procedures for disaster management (separate for earthquakes, famine, heavy rains and floods, probable radiation from atomic energy centres, mass accidents etc.) and circulate the same to field workers and farmers. The remuneration should be based on species, age and utility of the animal died.


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3. A veterinary public health section should be started by deploying the required staff found surplus elsewhere. The objective should be ensuring hygienic milk, meat, chicken and eggs to the public (consumers) throughout the year. The production of such livestock products should be promoted by offering producers a better price.

4. Modern and hygienic slaughterhouses for poultry, sheep and goats and large animals should be promoted in the private or cooperative sectors. Roadside shops used for the butchering of poultry and small/large animals should be banned.

5. Most self-help groups from rural areas are opting for animal husbandry related programmes such as dairy, goat rearing or poultry. The Department should develop packages for such groups; train members appropriately, remove bottlenecks and provide them a package of services

6. Animal Husbandry programmes have a crucial role in poverty alleviation and in providing food security to infants and pregnant, as well as nursing mothers in remote tribal areas. It is necessary to implement programmes in a missionary manner in vulnerable areas. Inputs and services should be provided so as to minimise probable losses.


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Functional Review of the Dairy Development Department

Introduction The Administrative Reforms Committee of the Government of Maharashtra proposed functional reviews to be conducted for few major departments in the government (Anon-GoM 2002). The functional review of the Animal Husbandry, Dairy and Fisheries Departments is a result of the recommendations of this Committee. The ARC provides a detailed framework for the functional review. It states that reviews should complement, existing or proposed, department or sector reform programmes; take note of the nature of multi-level governance and the ongoing efforts for territorial decentralization and devolution of factions and staff to Panchayat Raj institutions. The exercise should take note of initiatives for alternate service delivery through the private sector, voluntary agencies and community/user groups. A brief overview of the Dairy Development Department is outlined below.

Historical Review of the Dairy Development Department The history of the Dairy Development Department can be traced to the early 1940s, when the Department was controlled by the Civil Supply Department. Milching animals, mostly buffaloes, were housed in unhygienic conditions and reared unscientifically in Bombay city. These animals were shifted to Aarey Colony with an environmental point of view. In order to supply clean milk to citizens, the Aarey Milk Colony was established during the year 1947. In all, 32 sheds were constructed and 16000 buffaloes were shifted there. Some of the events that shaped the Dairy Development Department are as follows- The Government established the Aarey Milk Scheme in 1952 for the supply of

pasteurized milk to the citizens. This was the first milk scheme of its kind in Asia. The Head of the Dairy Development Department was designated as Milk Commissioner. In 1958, the Government established an independent Dairy Development Department in order to enhance the functioning of the dairy industry. In 1960, the procurement of milk from rural areas and distribution in the urban areas was initiated and a milestone was achieved. For facilitation, the Government initiated milk schemes and chilling plants at the district level.

Operation flood-I came into force in 1970. From the funds received from the

National Dairy Development Board, Cooperative Milk Schemes were established at Jalgaon and Kolhapur. The Government also undertook the expansion of Aarey and Worli Milk Schemes and started a new milk scheme at Kurla.


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Operation flood- II scheme commenced from April 1981 to March 1985 in Kolhapur, Solapur, Pune, Sangli, Satara, Beed, Jalna, Latur, Aurangabad, Ahmednagar, Jalgaon, Nashik, Dhule, Buldhana, Yavatmal, Wardha, Chandrapur, Bhandara, Raigad, Ratnagiri and Osmanabad. The State established milk-powder plants and cattle feed factories at Jalgaon and Kolhapur; expanded the Katraj (Cooperative) Milk Scheme and Mahananda milk supply scheme at Mumbai using the funds from Operation Flood.

Operation Flood-III scheme commenced in April 1985 in the same districts in

which Operation Flood- II scheme was implemented. The State initiated the Integrated Dairy Development Programme in districts

where Operation Flood Schemes did not reach. Under this programme, milk supply schemes were started at Yavatmal and Kanakavali, the Milk-supplying Scheme (Chandrapur) expanded and chilling plants were established at Mahora, Juntur and at Karanjabad. In addition to this, the State supplied farm coolers/ bulk coolers, Density meter, Cryoscope, Milk tester and chemicals, required for testing milk. Training and extension activities also started.

A Dairy-technology course (two years duration) is functioning at Dairy Science

Institute Aarey since 1961. A Diploma Course in Animal Husbandry and Dairy Science has been on since 1985 at Dapchari (Taluka Dahanu). The duration of the course is two years (after SSC) and in all 30 students are admitted each year. Both these courses are affiliated to the Maharashtra Animal and Fisheries Sciences University (Nagpur).

Brief Overview India, through its systematic planning in the form of various Dairy Development Programmes, has reached milk production levels topping major producers of the world. Milk production in the country increased to about 88.04 million tons during the year 2003-04 from 17.17 million tons in 1950-51. The present achievement is the fruitful culmination of sustained, systematic and intensive joint efforts of the Government, cooperatives and farmers over the years. Due to the dairy cooperative movement, the Indian Dairy Industry is producer-oriented and milk producers are assured of a reasonable market and price. Conversion of seasonal surpluses into milk powder and its recombination into liquid milk in the lean months has ensured adequate returns to farmers and affordable prices to consumers. The Anand model of cooperative structure, built on a vertically integrated 3-tiered structure has linked producers and urban consumers by introducing the Intensive Milk Production Model, improved technology and marketing. The take off of India’s dairy sector started in 1971, when the Government launched the Operation Flood Programme. The formation of dairy cooperative was encouraged. For the five years ending March 2003, the average milk procurement by dairy cooperatives grew at 7.3 per cent, whereas the marketing of cooperative milk grew at 3.2 per cent. The achievements


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in this sector are significant, but many challenges are now surfacing. With the WTO agreements in force, the dairy sector is open to global competition (Dairy India, 1997). The consequences of globalization are- - Milk and milk products can be exported to other countries; - The subsidies given within the country and those granted for encouraging export

will have to be reduced; - Hygienic milk comparable with international standards will have to be produced

and procured; and - The present testing facilities (and procedures) at the level of primary societies,

taluka/district unions and Government Milk Schemes will have to be upgraded so that the required standards (bacterial count, residues of antibiotics, pesticides etc) can be achieved.

The Milk and Milk Product Order (MMPO) of 1992 seeks to ensure the supply of liquid milk, an essential commodity, to consumers by regulating its processing and distribution. Under Section 11 of the Order, "Every holder of registration certificate shall collect or procure milk only from an area geographically demarcated by the registering authority for the collection of milk or milk product by the holder of a registration certificate.” This order would effectively end the monopoly enjoyed by any particular dairy or cooperative, in procuring milk from farmers within a designated area. With this, the milk-shed concept goes. The collection, transportation and processing of milk usually revolves around the operations of a processing plant. The salient features of the MMPO include the following-

- While the MMPO does allow plants to procure milk beyond the milk-shed area in certain cases, this is possible only through a cooperative dairy milk federation or union.

- Currently, the MMPO requires for a dairy plant handling or processing more than 10,000 litres per day (LPD) of milk to obtain Governmental registration, with the registration authority being the concerned State Government for capacity up to 100,000 LPD and the Central Government in case of a capacity beyond this.

- The Certificate also specifies the milk-shed area, which, under the order is defined as a geographical area demarcated by the Registering Authority for the collection of milk by the registered unit.

Maharashtra is the only state in the country where the government fixes the procurement price for milk and commits itself to buying at that rate all the milk offered by produces. The State Government also decides the selling price of the milk procured through primary societies or directly collected at Government milk schemes. A well-developed cooperative sector functions in the state. The State follows a three-tier system in the procurement process. Milk producers are members of a village level (primary) cooperative society. The society collects milk for the taluka/district union. The milk is then sent to various dairies for processing and distribution. There are 23,273 village-level societies and 99 taluka/district level


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unions. About 75 lakh people depend on the dairy sector in the state as a source of income. Fortnightly payments are made, which gives assured income. Core functions The core functions and the activities of the Department are- To pursue farmers to adopt dairying in order to supplement their income To educate and train farmers through extension schemes To establish a suitable channel for the marketing of milk

To make available good quality milk, at appropriate prices, to urban consumers To process the milk procured from the producers To establish the distribution chain

The Department has listed the following broad programmes to perform the above functions- Direction and administration Livestock and dairy development Extension and training Government milk schemes Research and education Centrally sponsored Integrated Dairy Development Project

Organizational Structure The Dairy Development Commissioner (Secretary level officer) heads the Department. He is associated, at the headquarters, by the Additional Commissioner (1), Deputy Commissioners (5), Joint Registrar, Cooperative Societies (1) and other staff. The General Manager (Greater Mumbai Milk Scheme) supervises the Milk Schemes at Aarey, Worli and Kurla. The Regional Dairy Development Officers (Navi Mumbai, Pune, Nashik, Aurangabad, Amravati and Nagpur), District Dairy Development Officers and Managers (Government Milk schemes) are other officers performing the assigned functions at respective levels. (An organizational chart has been enclosed).


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Dairy Development Commissioner M.S., Mumbai.

Mumbai H.Q. General Manager Greater Mumbai Milk Scheme

Addl. Dairy Dev. Comm. (1) Dy. Dairy Dev. Comm. (5) Jt. Registrar (1) Officer on Spl. Duty (1) (Rly. term pr) Chief Vigi. Officer (1) Public Relation Officer (1) Land Survey Officer (1)

H.Q. I/c Dairy Manager

Aarey

I/c Dairy Manager

Worli

I/c Dairy Manager

Kurla Controller (3) Dy. Dir.(Adm) (1) Dairy Eng. (Aarey) (1) Technologist (Aarey) (1)

CCO Aarey Milk

Colony

Controller of cattle

Goregaon

Principal Dairy Sci. Inst. Aarey

Prin. of Milk Project

Dapchari

Prin.D.M.(An H.Dept. Gurse

Manager CB & RF,

Palghar

Regional Dairy Development Officer (6)

(Navi Mumbai,Pune, Nashik, Aurangabad, Amravati, Nagpur)

District Dairy Dev. Officers (all districts)

Manager Govt. Milk Scheme

(ZQ) Figure 6. 1: Organisational Structure of the Dairy Development Department


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A recent detailed review of the Department identified 4920 posts of different categories (out of a total of 13,483) i.e. about 36 per cent as a surplus. The Maharashtra State Cooperative Dairy Federation is an apex body of all the dairy cooperatives functioning in the state. The Managing Director (Secretary level officer) heads the federation with other supporting officers at the headquarters at Mumbai. The members of the Managing body are elected from each district union and the Minister is the Chairman of the Committee. Farms under the Dairy Development Department - Aarey Milk Colony- Aarey Milk Colony was established in 1947 in order to

facilitate the shifting of buffaloes from Mumbai City. Land measuring 1289 hectares was acquired and 32 byres were constructed. The required facilities provided house about 550 buffaloes in each byre. In all, about 16000 buffaloes are maintained at Aarey. A nursery also functions in the Colony, where plant saplings are sold. Vantage points, picnic spots, boating etc. have been developed to attract tourists.

- Cattle Breeding and Rearing Farm (Palghar)- In order to solve the problem of rearing dry buffaloes and to make available dry fodder for animals maintained in Mumbai, this farm was established at Palghar in 1944 by acquiring 1432 hectares of land. The grassland of 1304 hectares yields natural grasses. The sale of grass accrues a revenue of Rs. 66 lakhs. A nursery has been established since 1991 and saplings of ornamental trees, forestry, flower plants and fruit trees (mango, cashew, jackfruit etc) are sold.

- Dairy Project (Dapchari)- The Dairy Project was established at Dapchari for the maintenance of large of animals (cows and buffaloes) in the Mumbai suburban area. Land of measuring 2677 hectares was acquired. However, the plan was unsuccessful, as the owners did not agree for the proposed shifting.

A dam of 1380 million cubic feet has been constructed on the Viroli River. Fish-seed production, plantation of rubber trees, horticulture, chilling centres etc. are some of the activities undertaken at Dapchari. Cattle breeding and heifer-rearing farms function here as well. Although these farms have good resources, an annual loss of Rs 12.88 crores (combined for all three farms and based on figures for the years from 1999-2000 to 2003-2004) has been noticed. A High-level Committee reviewed the Dapchari Project and the Government has accepted its report. As per the recommendations, the Government will close the operations of the cattle-breeding farm.


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The SWOT analysis for the Department (Dairy Development in India 2003)indicates the following- Strengths - Establishment of three-tier Anand type of cooperatives and farmers’ participation - Urban Rural linkage and milk grid established - Rural upliftment towards self reliance - Genetically upgraded indigenous cattle and presence of a strong buffalo base - Protection of both producer and consumer interests Weaknesses - Underutilised infrastructure - Presence of large unproductive cattle and buffalo population and small and

scattered herds - Politicization of Dairy Cooperatives - Lack of professionalism and trained technical manpower at the grass root level Opportunities - Development of potential areas suitable for dairying - Protection of weaker sections and promotion of dairying among them as a tool for

poverty alleviation and self-reliance - Promotion of buffaloes as milch animals - Strengthening cooperative structures and Milk Production - Promotion of the farming system approach - Empowerment of women - Self-help groups interested in dairy units Threats - Competition and entry of multi-nationals - High cost of concentrates and lack of adequate fodder resources - Huge cattle population and its competition over scarce resources - High operational costs of dairy industries and underutilized plant capacity

Methodology Adopted for Field Study The study adopted a stratified random sampling technique and selected one district from each of the five, selected, divisions and two talukas from each selected district. In all 50 farmers were contacted in each taluka.


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We visited the offices of the Dairy Development Commissioner (Mumbai), Regional Dairy Development (Pune), District Dairy Development Officers, (Miraj Sangli), Project Officer (Milk Project, Dapchari), Government Milk Scheme (Miraj) etc. and procured copies of relevant papers, reports and publications. Two workshops (one at YASHADA) were organized and various issues related to the functional review were discussed. In all, a questionnaire was sent to 500 farmers, out of which 459 responded. We visited five self-help groups and 22 cooperative dairy societies and noted the difficulties faced by them.

General Observations Currently approximately 40 lakh litres of milk is procured per day through 59 milk schemes (Government- 32, and Cooperative- 27) and 106 chilling centres (Government– 69 and Cooperative– 36). Table 1.1 provides the region-wise figures for 2003-04. About 55 per cent of the

total procurement is from the Pune region. Pune and Nashik regions

(together) supply about 84 per cent of the total milk procured. There is no supply of Cooperative milk societies from Amravati and Konkan

regions. The comparative figures of procurement through Government milk schemes and cooperatives between 2001-02 and 2003-04 are as follows- There is downward trend in the government procurement and an upward trend in

the cooperative sector (Table 1.2). Three milk schemes, namely, Aarey, Worli and Kurla function under the Greater

Mumbai Milk Scheme. The total handling capacity is 10.60 lakh litres per day. However, since old machinery has not been replaced and new cooperative and private processing and distribution units have been initiated, a capacity of only 5 lakh litres per day is utilized. Milk procured from the rural areas is processed, packed and sold in different

cities. More than half of this (50 to 55 per cent) is sold in Mumbai city and suburbs alone.

Table 6.1: Milk Procurement in Maharashtra

Region Milk procured (lakh litres per day) Sr. No. Govt. Coop. Total

1 Pune 2.96 19.10 22.06

2 Nashik 3.28 6.41 9.69

3 Aurangabad 2.02 2.68 4.70

4 Amravati 0.17 - 0.17

5 Nagpur 0.68 0.66 1.12

6 Konkan 0.12 - 0.12

Total 9.23 28.63 37.86


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Surplus milk received during the flush season (1st October to 31st March) is converted into skimmed milk powder for reconstitution (as liquid milk) in the lean period (1st April to 30th September). In all, eight milk powder plants (4 government-run and 4 cooperatives) with a total capacity of 86 metric tonnes per day are in operation. Machineries installed at government milk schemes, chilling centres and milk

powder plants have become old. As a result, utility has reduced, maintenance is costly and hence need replacement. Special provisions are required for the same. District milk unions have objected to the proposal of the formation of taluka milk

unions, requesting the Government (and federation) to defer the proposal till the handing over of the procedure to cooperatives is complete. A copy of the news item is enclosed. Most milk unions (barring a few) are not financially sound to take over

government centres, though unions are willing to do so. Further, none of the unions have continued with the government staff. The availability of milk only in the flush season, very small quantities available-

resulting in heavy losses, financial and procedural irregularities, politicization and other such issues have resulted in the non-functioning of a large number of milk societies. Procedural delays in dealing with such cases are also rampant.

Perceptions of Farmers Out of 500 farmers interviewed, 459 responded to the query about the disposal of milk produced. The findings are- Approximately 13 litres of milk is provided per day to cooperative societies (256

out of 459 i.e. 51.46 per cent) Approximately equal quantity of milk is provided per day to private consumers

(192 out of 459 i.e. 41.83 per cent) Approximately 2 litres of milk is retained for home consumption (35 out of 459 i.e.

77.77 per cent) It seems that more efforts of the cooperatives are needed to divert the milk supplied to private consumers to primary milk cooperative societies. The Department accepts the maximum proportion of the total milk produced in the rural areas at a fixed rate and supplies the same to the urban population at an approved rate, which is lower than the total procurement rate. This results in a loss to the Department.

Table 6.2: Milk Procurement by Source (200103-2003-04)

Year Milk procured (lakh litres per day) Sr. No. Government Coop. Total

1 2001-02 17.89 25.82 43.71

2 2002-03 15.67 26.82 42.49

3 2003-04 9.23 28.63 37.86


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Cooperative unions, federations and private dairies have been allowed to supply milk in large cities and in Mumbai; the Department has decided to withdraw from the business. As a result, the workload of the Department will reduce. Although 4920 posts of different categories have been declared as surplus, they continue working in the Department (only about 600 persons have been absorbed in other departments) till their absorption elsewhere. The Department therefore has to incur expenditures on their salary and wages.

Recommendations (a.) The Government took a decision about 20 years back to withdraw from the

dairy industry, by handing over the buildings, machineries etc. to interested cooperatives. However, the withdrawal is still incomplete. The Government should expedite the process.

(b.) The Department should continue the regulatory functions (checking the quality

of milk, curbing adulteration, developing suitable tests etc.). For this, essential posts at district, regional and state level should be continued. This task should be entrusted to an independent institute.

(c.) The posts of Assistant Registrars and Registrars, and the relevant functions

should be transferred to the Cooperative Department.

(d.) NABARD has formulated the following schemes under the Central Sector Plan scheme (Dairy and Poultry Venture Capital Fund)-

- Purchase of milking machines/milk testers/bulk cooling units (up to 2000 litres capacity)- Rs. 15.00 lakhs

- Purchase of dairy processing equipment for manufacture of milk products- Rs. 10.00 lakhs

- Cold storage facilities for milk and milk products- Rs. 25.00 lakhs The department should give wide publicity to these schemes so that individuals, groups and cooperative societies can avail the facility.

(e.) Due to globalization, the procurement and sale of milk that satisfies international standards has become mandatory. Suitable tests for bacterial count, antibiotic residues etc. should be developed and kits prepared for such tests should be supplied to primary milk societies and to taluka/district unions. The concerned staff (Secretary) should be trained for the same. The standards of milk (fat, SNF, bacterial count etc.) should be modified so that quality and hygienic milk will be made available. Motivational incentives of an additional bonus price (additional 5 per cent or so) should be given to producers producing standardised milk.


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(f.) The Department should promote the production of value-added milk products, such as Casein, Veprotin, processed cheese, diary whitener etc.

(g.) The federation should be asked to make arrangements for the disposal of

surplus milk procured by cooperative societies/unions. (h.) The deluge of 2005 and the resulting heavy toll on animal life make it necessary

to take a decision about the shifting of cattle byres from Goregaon to Dapchari. The decision regarding the continuance of Aarey milk colony, the Dairy Project (Dapchari) and the cattle farm (Palghar) should be based on the optimal utilization of available resources, and environmental aspects.

Outsourcing (a.) A year-wise phased programme should be chalked out for the handing-over of

departmental chilling centres, milk processing and distribution centres, and milk powder plants to the nearest cooperative union on approved terms and conditions.

(b.) The complete section of marketing of milk and milk products should be outsourced.

(c.) In case any cooperative union is unable to take over a Government institute, the National Dairy Development Board should be approached for taking over the same or assisting the union.


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Functional Review of the Fisheries Development Department

Introduction The Fisheries sector occupies a very important place in the socio-economic development of the state and is the source of livelihood for a large section of the economically backward population. It has been recognized as a powerful income and employment-generating sector. India is now the third largest producer of sea fish and second largest producer of fresh water fish in the world. India’s fish production during the year 2003-04 was 63.99 lakh tonnes comprising 29.41 lakh tonnes of marine fish and 34.58 lakh tonnes of inland fish. The agriculture and allied sector account for about 24 per cent GDP; out of this, the animal husbandry and dairy sector account for about 25 per cent and fisheries account for over 4 per cent. The present fish production in Maharashtra is 5.80 lakh million tons per annum; out of this the marine fish production is around 3.50 to 3.60 lakh tones, while the rest comprises inland fish. There are 400-odd marine fishermen villages/padas, out of which, fish-landing facility is available at 184 centres in the state along the seacoast. As many as 2276 Cooperative Fisheries Societies are registered in the state, with around 10,4930 manual fishing boats and 1,500 mechanised boats. Maharashtra has a share of 14 per cent and 27 per cent in India's export of fish and fishery products, in terms of value and quantity, respectively. There are 36 seafood processing and exporting units in Maharashtra. There are 34 freezing plants (1822 MT), 15 ice plants (568 MT), 4 fishmeal plants (63 MT), 42 peeling sheds (562 MT), 35 cold storages (22535 MT), 4 Surmi plants (170 MT) and fresh chilled fish handling centres (11 MT) in the state. The average per capita consumption of fish, which forms a rich source of animal proteins, stands around 3 to 5 kgs. in the urban areas and less than 1 kg. in the rural area (GoM, 2005-06).

Structure The Department is presently functioning as a service department under the Animal Husbandry, Dairy and Fisheries Secretariat. In terms of manpower, budget, spread of offices as well as public contacts, it is one of the smaller sized departments. At the state-level, a Commissioner is the head, while four Deputy Directors supports him. At the regional level, six Regional Deputy Directors are assisted by District Fisheries Development Officers. However, in costal districts, the post of Assistant Directors (Fisheries) is also present. The Registrar (Cooperatives) and Statistical Officers are deputed from concerned departments to the Fisheries Department.


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The main objectives of the department are well defined, which are as follows- To optimize fish production from available and new water resources by extending

the area of operation and by increasing productivity; To impart educational and occupational training to fishermen and to encourage

new entrants to the culture of fisheries; and To ameliorate the socio-economic conditions of fishermen, who form a weaker

section of society. The main challenges include- Yield optimization, harvest and post-harvest operations, landing and berthing

facilities for fishing vessels; Development of sustainable technologies; Assessment of fishery resources and their potential in terms of fish production; Welfare of fishermen; Professional training to fishermen to enhance their skills; and Visioning.

The Department has not carried out any visioning exercise. However, looking at the diversity of possible approaches, such an exercise is a need. When the concept of Vision, Mission, Core functions etc was discussed in smaller groups, the following valid points emerged for developing the Vision and Mission for the Department- Deciding overall policy for fishery development for next 10 years based on critical

survey, past review and the current SWOT; Developing sustainable strategic plans for all probable water reservoirs in

different parts of the state and providing support for its implementation; Promoting deep-sea fishing through partnerships between Government and Non-

Government initiatives (MPEDA/ NABARD/ NCDC/Private entrepreneurs) for creating infrastructure and for earning higher foreign exchange revenues; Restructuring of the Fisheries Development Department by ensuring more

regulatory control authorities and providing linkages through Panchayat Raj Institutions; Promoting the supply of hygienic, cost-effective value-added fish food products to

consumers; Socio-economic development of fishermen through the cooperative network, right

from fishing and processing, to marketing for their welfare and safety; Achieving self-sufficiency in all categories of fish-seed production required for

inland and brackish water fisheries; and Biotechnological intervention in the field of breeding, immunology and disease

control.


121

Overview of Activities of the Fisheries Development Department On the basis of the functional differences in different water resources, activities have been classified as Marine, Inland and Brackish water fisheries- Marine Fisheries- There are three fishing harbours in the state- Sassoon Dock and Ferry Wharf in Mumbai and Mirkarwada in Ratnagiri. Further construction of fishing harbours has been taken up at Agrav in Raigad and three jetties each in Raigad and Sindhudurg district as apart of strengthing infrastructure. The present exploration is up to 75 m. fathoms. Financial assistance is provided to extend the area of fishing up to 110 fathoms by supporting boats of 14 to 16 m. Assistance for the same is available from the National Cooperative Development Corporation (NCDC). For increasing the present level of fish production in the marine sector, modern technology is being made available to non-traditional fishing crafts, under following heads- - Introduction of fish congregating devices, i.e. Artificial Reefs - Use of various petrol-saving technical devices. - Introduction of coastal aquaculture practice for oysters, mussel, seaweeds. - Providing information of fishing potential zones in time Inland Fisheries- the potential for inland fisheries is available in the form of reservoirs of different categories under the Government sector i.e. Irrigation department, ZP Tanks, Private Tanks and saline lands- - With an area of more than 200 ha; - With an area of more than 21 ha and below 200 ha; - Minor irrigation tanks up to 0- 20 ha; and - Private Tanks below 10 hectares. There are 42 fish-seed farms in the state with a seed production of 32 crores, as against the stocking level of 60 crores. Brackish Water Fisheries- According to a micro-level survey, an area of about 14,000 hectors is found useful for brackish water fisheries. For the development of this area, about 100 crores shrimp seed is required. At preset only one shrimp seed hatchery is in operation in the state. Freshwater Prawn-seed Production- An ambitious programme of freshwater prawn-seed production has been initiated at Dapchery (Thane) as an externally aided project (Indo-French project). The installation of the plant has been completed and two officers have been trained in France.

Fishermen Welfare Schemes Helping fishermen to improve their socio-economic conditions has been the policy of the Government. The optimisation of fish production from available and new water


122

resources by extending the area of operation are the Key Result Areas of development. Financial assistance to small fishermen for fishery processing, storage, operation of boats, maintenance training, etc form a major part of the support provided. This is provided through long-term and short-term trainings. Further, the Department also operates 8 primary schools and one high school. Support to fishermen is provided under the Centrally Sponsored ‘National Scheme of Welfare of Fishermen’, which envisages- a) to provide financial assistance to fishers for the construction of houses, community halls for recreation and common working place, the installation of tube-wells for drinking water and assistance during lean periods through saving-cum-relief schemes; b) to provide ‘Group Accident Insurance for Active Fishermen’, under which, fisher folk are insured for Rs.50,000/- against death or permanent (or complete) disability and Rs.25,000/- for partial (permanent) disability. The Tenth Five-Year budget allocation given below (Table 1.1) also depicts the priorities of the Department.

Table 7.1: Tenth Five-Year Plan 2002-07 Scheme-wise Proposed Outlay for Fisheries Department

Sr. No Schemes Outlay

Rs. lakhs Percentage 1 Direction and Administration 50.00 0.86 2 Extension and Training 51.00 0.87 3 Inland Fisheries 2261.00 38.68 4 Brackish Water Fisheries 155.00 2.65 5 Marine Fisheries 1200.00 20.53 6 Landing and berthing facilities 1100.00 18.82 7 Preservation, Transport and Marketing 150.00 2.57 8 Asstt to Public Sector Undertaking 110.00 1.88 9 Fisheries Cooperatives 40.00 0.68

10 Other Cooperatives 729.00 12.47 11 Konkan Development Programmes

Total 5846.00 100.00 SWOT Analysis Based upon the outcomes of the review of documents, meetings and the discussions with staff at various levels and other stakeholders, an attempt is made to present the present situation in the form of a SWOT analysis- Strengths - Rich natural resource for Marine Fisheries in the form of 720 kms of coastal line

and 87,000 Sq. km of continental shelf


123

- Similarly for Inland fisheries with a freshwater area of 3,11,000 hectares and brackish water area of 80,000 hectares

- Endowed with more than 13000 water bodies - Big tanks of more than 200 hectare size are 175 - Smaller ones i.e. less than 200 hectares are 1608 - Medium sized tanks under Zilla Parishad 8517 and - With Irrigation department are 2890 - 42 Fish seed production centres and 27 Circular hatcheries are already in place. - One Fresh water prawn speed production centre under establishment - In terms of infrastructure three Fishing harbours and 184 Fish landing centres, 12

Ice factories (coastal line) are in place - Institutes like Fisheries Science University, Fisheries College, and Central

Institute of Fisheries education in place from where Research and Development needs in areas like Diseases – control can be tackled.

Weaknesses - The Fisheries Development Department mainly operates from the district level.

Further, linkages are formed directly with participant stakeholders, dealing directly with fishermen who are mostly Illiterate and reluctant to adopt new technology. Due to a major limitation of manpower, the Department is unable to pursue and persuade fishermen to take up activities for the development of fisheries.

- The restructuring of the Department has not been done; although it is underway at the present

- There are a large number of vacant posts in the Department - The Department is considered to be a non-technical department - The fisheries cooperative network does not function as desired due to the lack of

effective regulatory mechanisms - Although the Fish Farmers Development Agencies has been established on

paper, it does not function in true spirit - FD hatcheries dependency / linkages with Irrigation department for whom water

supply priorities differ First priority for drinking – next for irrigation etc. Although needs are very meagre, Especially for maintaining water level in tanks in summer which reaches critical level reflecting on inadequate fish seed production

- FD Dependency / Linkages with B&C department with whom maintenance of ponds structure is always a concern.

- Use of Information technology / Computer for administration and for Inland Fisheries section


124

Opportunities - Fish: a cheap proteins, nutritious staple food for masses in costal areas. - Fisheries: a foreign exchange earning occupation - Market: Scope for International markets in the form of Fish varieties, Shrimp, and

Prawns and also within the country - Value addition opportunities for products like Pharmaceutical products

Ornamental fishes Pearls Sea weeds Oyster shell etc. - Funding: Available through agencies like Govt. of India NABARD NCDC etc to

promote private entrepreneur - Private entrepreneurs entering into to development of the water resources, fish

seed hatchery, cold storage etc. - Employment generator potential: Fore Self help groups as well for individuals in

various forms by adopting small tanks - Technological support available for Biotechnological tools in fish genetics,

immunology, disease control etc. preservation of fish seed etc. Threats - Cut-throat Competition: Other countries sending fish products as an effect of

Globalisation and open market policy - Inflow of Fish seed from other states, beyond the control of the department, - Outstanding recovery of loans for capital provided by the financial institutes by

the Coops - Low priority for funding support for the inlands fisheries for development &

maintenance of the of ponds. - Conflict of interest between Forest dept and Fisheries for water bodies in the

forest areas. Sanctuary area, Not allowed for fisheries development water resource – not tackled

- Industrial affluent water flowing in to the rivers affecting inland water bodies Creates unfavorable conditions

Core Functions Development of Fisheries The activities in marine sectors comprise development of infrastructure facilities and post-harvest linkages, where as for Inland and Brackish Water aquaculture it is related to seeding, management and harvesting. Development of Marine Fisheries- - Establishment of Fishing Harbours and Fish Landing Centres - Intermediate crafts of improved design - Motorization of traditional crafts


125

- Fishermen Development rebate on HSD oil etc. - Resource-specific deep-sea fishing vessels Development of Inland Fisheries and Aquaculture- - Setting-up of hatcheries - Transportation of fish/prawn seed - Explorations and initiations in new ponds Development of Brackish Water Fisheries and Aquaculture- - Setting-up of hatcheries Training and Extension of Fish Farmers Welfare of Fishermen - Safety Of Fishermen at Sea - Self-employment to fishermen/ educated youths/self-help groups. - Formation and regulatory control on cooperative societies - Processing, storage, drying, marketing, transport, sale etc. - Financial assistance to small fishermen for fishing requisites

Research and Development - The State’s Animal Science and Fisheries University through Fisheries College

(Ratnagiri) and the Central Institute of Fisheries Education (Mumbai) does this function for the state

Strengthening of Database and Information services - Networking for the Fisheries Sector - Introduction of Vessel Monitoring Systems - Establishment of laboratories at the state-level for water quality and fish health

investigations


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Asst. Director of Fisheries

(Administration)

1 Accounts officer

Dy. Registrar of Fisheries Coop

Societies (F)

Asst. Director of Fisheries (Plan & Budget)

1. Plan Officer

2. Budget Officer

Regional Dy.Director of Fisheries posts***

6 posts

General Manager

M.T.A. Ratnagiri

District Fisheries Development Officer

(All Districts)

Department of Fisheries Maharashtra State

Commissioner (Mumbai)

Figure 7.1: Organisational Structure of the Fisheries Development Department

Dy. Director of Fisheries

4 posts**

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) I

General Observations 1. Marine fish production has a potential of producing 450 thousand tonnes of fish.

However, during the past few years it has reached a stage of stagnation, around 350 to 360 thousand tonnes. Fish production in shallow sea is poor, as it is not possible to explore much beyond 200 fathoms due to lack of modern and adequate infrastructure.

2. The development of the larger reservoirs for inland fisheries is an important

target, as they not only add to food supplies, but also create employment opportunities for poor people in backward areas of the state. Multiple cooperatives working in bigger tanks are more concerned for harvest than developments in the field. Issues like the remains of tree trunks and other vegetation like Pankanis in many of these tanks is a not looked at seriously and as a result, it causes damage to nets, while harvesting.

3. Self-sufficiency in fish-seed production is an issue that needs attention at

different levels. Seed ponds needs in terms of structure, water needs, and funding are well defined. In spite of this, the dependency on the Irrigation Department for water, PWD department for the pond structure repairs and maintenance and other funding needs are rarely met in time. The low production of seed also creates illegal seed supplies from neighbouring states.

4. Though the State Government has been encouraging cooperatives of fishermen,

the cooperative movement in this sector has remained organizationally weak. Though the tanks were given to cooperatives, they were not able to undertake satisfactory developments like stocking fish seed and meeting other input needs. Many cooperatives take reservoirs on lease on concessions and then sub-lease it to private contractors, thus defeating the very purpose of the government policy and making private parties the real beneficiaries of such government subsidies. As a result, the State Government loses revenue; the benefits do not reach the weaker sections of society; it does not optimize fish production in the state.

5. Five training centres have been set up for training farmers and entrepreneurs in

fishery related activities and about 8000 persons have been trained. A short duration training course (on charge basis) has also been started since March 2003 in order to encourage self-employment in fisheries. In all, 531 persons have been trained at 10 different centres so far.

6. It is general observation that the level of hygiene in the marketing of fish is rather

poor, as is the infrastructure to provide freezing facilities, cold storage and transport facilities etc. especially in the inlands. This should be area of thrust and has to be highlighted.

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) II

7. The official linkages for the department offices end at the district level. The district offices have to have liaisons with the participant stakeholders directly, which because of the geographical spread and limited manpower, becomes virtually impossible. This ultimately reflects on the monitoring functions. Panchayat Raj Institutions have linkages only limited to Zilla Parishad owned tanks, managed by the Gram Panchayat. Thus, DPDC allocations are also very minimal in this regard.

8. Fish Farmers Development Agencies promoting freshwater aquaculture and

brackish water aquaculture of smaller tanks is a part of the National policy. However, the FFDA concept in the state is refined to a great extent. Fish farming by farmers on the farming lands per say is in itself an issue of debate for the state under the given agro-climatic and social structure of fisheries which is a traditional occupation limited to a few communities.

9. Making available matching grants for Centrally sponsored schemes is an issue

quoted very often. Although central schemes and funding is available to a large extent, the actualisation of the scheme gets lapsed for want of matching grants of the State.

10. Staffing is a major issue. Most of the CEO posts are vacant and/ or held as an

additional charge.

Recommendations 1. Traditionally, the fishery sector has been associated with poor, illiterate and

under-nourished population, who deserve the support of the Government. Like the crops and pulses produced by an agriculturist, fish produced from ponds by practicing aquaculture is a staple diet for a large section of society all over the country. Aquaculture should, therefore, receive all the incentives/ concessions so far given to agriculture (income-tax relief, concessions in power and water supply, loan facilities, tube-wells and insurance cover).

2. Keeping in view, the potential for employment and income generation through

the use of large unexplored water bodies in the state, more importance should be given to inland fisheries as well.

3. It is necessary to recognize that the private, cooperative and state sectors each

have a role to play in inland fishing, reservoir development and seed production. A policy should be evolved a way as to establish a fine balance, for the development of fisheries on scientific lines and the protection of small and poor fishermen.

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) III

4. Subsidies for Nylon yarn, building of wooden boats and incentives for cooperatives should continue in realistic terms looking at market costs. The distribution of bicycles attached with an icebox is an innovative idea for better price recovery, as well as the hygiene of fishes.

5. The promotion of fish farming in private waterlogged wastelands needs a strong

technical backup, as well as financial support, for wider acceptance 6. The leasing period of water bodies of more than 200 hectors, taken up for

fisheries development, is now of five years. For long-term planning, this period may be extended to a reasonable period, by studying individual cases

7. In order to attain self-sufficiency in fish seed production, needs in terms of

structure, water, funding require priority sanctions and the dependency on the Irrigation Department should not be a matter of obligation. Pond structure repairs and maintenance could be locally outsourced for higher production of seeds. Seed production targets set for hatcheries in terms of numbers alone is not enough. Species-wise seed production targets need to be set, looking at market demands i.e. customer preferences, growth rates of different species, and value for different species.

8. The Central and State Government will share the expenditure on developmental

activities to be implemented by a FFDA on a 75:25 basis, respectively. However, FFDAs is a matter that requires detailed study in the state.

9. In addition to individual beneficiaries, financial assistance to self-help groups,

women groups, and fisheries cooperative societies etc is also substantial in the form of grant-in-aid. However, the State has to make a matching contribution on all these components for their encouragement and involvement in fishery development.

10. Setting up modern disease diagnostic laboratories to cater to the requirements

of small and marginal farmers in the coastal areas, with special focus on shrimp health management, needs to be prioritized. For promoting brackish water aquaculture and exports and the processing industry, post-harvest infrastructure like fishing harbours, fish landing centres and cold chains requires strengthening.

11. Panchayat Raj institutes have linkages only with Zilla Parishad owned tanks, while the Fisheries Department has no linkages with it. The official ground level linkages for the Department need to be extended beyond the district level. This will motivate the DPDC to provide better allocations

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) IV

12. The existing methodology for marine fishing data collection is fairly well set. In the inland sector, it is reported that the fisheries database needs considerable strengthening. The priorities should be towards the standardization of methodologies for the estimation of catch from diverse aquatic resources and establishing mechanisms for the regular collection and dissemination of data.

13. The estimation of the expected yield is a function of variables. The spread of the surface water alone does not speak of all factors; the environment at different levels of the water column; the quality and quantity of inputs provided etc. make a big difference. Ujani yield verses Koyana yield need to be estimated on different parameters.

14. In order to impart training to implementing officers, the support of Central Institutes should be sought. The technological developments to match the strengths in private sector staff are only possible with regular planned training schedules and staff adopting training inputs

15. It is general observation that the level of hygiene in the marketing of fish is rather poor, as is the infrastructure to provide freezing facilities, cold storage and transport facilities etc. especially in the inlands. This should be area of thrust and has to be highlighted.

16. The infrastructure for inland fisheries for freezing facilities, cold storage and

transport facilities etc need more planned allocations through cooperatives and Self Help Groups.

17. The Maharashtra Fisheries Act 1961 and the Maharashtra Marine Fisheries Regulation act 1981 should be redefined and revised.

18. The restructuring and reorganization of the department should be completed in a time bound period and all the vacant post should be filled in.

19. Training need analysis of the department should be done on priority. The refreshers training should be imparted at regular intervals. The person transferred from inland fisheries to marine, brackish water fisheries or seed hatcheries should receive adequate training.

20. Desilting the tanks / ponds / projects should be done at regular interval from the funds under EGS.

21. In addition to government seed hatcheries, private / cooperative seed hatcheries should be promoted.

22. Construction of jetties, fish landing centers etc can be outsourced on construct

–use- handover basis.

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) V

Appendix 1- The Common Acts with regard to Animal Welfare The Cattle Trespass Act 1871 The Indian Railways Act 1890 The Livestock importation Act 1898 The Glanders and parcy Act 1899 The Dourine Act 1910 The Poisons Act 1919 The Dangerous Drugs Act 1930 The Bombay Livestock Improvement Act 1933 The Drugs and Cosmetics Act 1940 The Export and Import Control Act 1947 The Bombay Diseases of Animal Act 1948 The Bombay Essential Commodities and Cattle Control Act 1958 The Prevention of cruelty to Animals Act 1960 The Export (Quality Control and Inspection) Act 1963 The Animal Preservation Acts Act 1976 The Maharashtra keeping and movement of cattle in urban area (control) Act 1976 The Maharashtra Dog Race Course Licensing Act 1976 The Indian Veterinary Council Act 1984 The Narcotic Drugs and Psychotropics substance Act 1985 The Maharashtra Motor Vehicle Rules 1989

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) VI

Appendix 2- List of Various Centrally Sponsored Schemes and Projects Implemented by the Animal Husbandry Department in the State

Annual Plan 2003-04 Annual Plan

2004-05 (Rs. in lakhs) (Rs. in

lakhs)

Sr.No. Budget Pattern

Approved Budget

Amount Spent

Remarks / Details

1 National Cattle and Buffalo Breeding Programme 100 per cent grant

4200 Nil 1738 Through MLDB

Foot and Mouth Disease Control Programme

2

50:50:00

34.55 15.79 1350 Preventive Vaccination prog.

National Rinderpest Irradiation Programme

3

100 per cent grant

35 23.23 50 RP survey for state boundary districts.

Animal Disease Survey Study of infectious diseases and their losses

4

50:50:00

4.5 4.98 14.25

Reporting to centre Creation of FMD free zones 5 100 per cent grant

200 22.04 200 Creating FMD free zones for export of meat

Establishment of Western Regional referral laboratory

6

100 per cent grant

90 33.95 100 Referral laboratory M.P. Goa, Gujrath and Mah states

Strengthening of Data collection for Integrated Survey scheme

7

50:50:00

20 25 20 Data collection for Milk, Egg, meat and wool and its analysis

Livestock Census 8 100 per cent grant

35 34.41 409.65 Five yearly states census

Fodder development, to enhance nutritive value

9

100 per cent grant

8.44 8.44 8.44 Urea Treatment on poor fodder demonstrations.

10 Integrated fodder development programme and developing fodder banks. 75:25

41.25 41.25 123.75 Enhance fodder development and supply as per need

Strengthening of state Quality Control laboratory

11

50:50:00

10 0 50 Modernisation of Lab for testing of meat samples meant for export

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) VII

Annual Plan 2003-04 Annual Plan

2004-05 (Rs. in lakhs) (Rs. in

lakhs)

Sr.No. Budget Pattern

Approved Budget

Amount Spent

Remarks / Details

Support to Slaughter house at Ghutewadi for Ghutewadi Federation

12

50:45:05

1 0 80 Financial support for Coop in Ahmednagar for meat export

Organisation of Poultry and Livestock show

13

80:20:00

30 0 25 Organisation of National level show

14 Establishment of State Veterinary Council as per the 1984 Act. 50:50

15 28.84 60 Establishing the state veterinary council

Support to Integrated dev. programme for backward districts

15

100 per cent Grant

622 0 480 Implementation of Dairy dev, schemes in backward districts

16 Modernisation of Regional Disease investigation labs

0 0 51

Control and vaccination of economically imp. Diseases under ASCAD

17

75:25:00

150

Strengthening and Expansion of I.V.B.P.

18

75:from ASCAD

90

Zoonotic disease control and eradication

19

75:25:00

210

Support to Poultry and Duck programmes

20

80:20:00

179.71

Training programmes 21 100 per cent grants

17.6

Information and Communication extension programme.

22

100 per cent grants

70

23 Animal Disease Monitoring And Surveillance project

5 4.26 8 ADMAS project under ICAR support

Note: Support is also available under states Tribal Plan budget for Animal Husbandry activities which are not included in above list

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) VIII

Appendix 3- Questionnaires Government of Maharashtra, YASHADA Functional Reform Studies Questionnaire: Senior level Officer Questionnaire No. 1

Name:

Working as Asst Dir / Deputy Dir. / Jt.Dir. / Add. Dir *

Qualification: Diploma / Graduate/Post graduate diploma/Post graduate

Service details I have completed …… years of service

Long term postings: At how many posts you have worked for 3 or more than 3 years period

Less than 3 posts Between 3 to 5 posts More than 5 posts

Short term postings At how many posts you worked for less than one year

Less than 3 posts Between 3 to 5 posts More than 5 posts

Based on your field experience What are the MAIN functions of the department

..

..

..

Based on your field experience What are the Subsidiary/ Peripheral functions of the department

..

..

Based on your field experience What are the new / emerging functions of the department should take up in the interest of the state

Functions.:…………………………………………… ……………………………………………………… Activities:……………………………………………

Based on your field experience which of the present departments activities need to be continued irrespective of its costs

Give names of activities. …………… …………….. …………….

Since your department’s activity is considered as technical dept. So how do you upgrade your knowledge?

Which journals are subscribed by you regularly / your office

1. 2..

At your office do you personally handle computers for doing monitoring

If yes for what type of work…………. If not why……………………..

Do you personally own P.C. for home use ? Yes / No

Note- * Mentions current or last post held. ** Please differentiate between functions and the activities. For a function there could be one or many different activities

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) IX

Government of Maharashtra, YASHADA Functional Reform Studies Questionnaire No. 2

Views on strength and weaknesses of your responsibilities, authorities to perform defined functions, and activities Is the staff in your office sufficient? Yes No Do you think some changes need to be made in the staff pattern? : Yes No If Yes, What kind of changes and Reasons for the changes ………………………………………………………………………………… ………………………………………………………………………………… What are the functions of your office / organisation / unit? ………………………………………………………………………………… ………………………………………………………………………………… What are the activities undertaken for each of the above functions? ………………………………………………………………………………… ………………………………………………………………………………… Which are the five best functions of your office / organisation department that have influenced the socio-economic life of farmers in general ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… 3.1 What additional Administrative powers do you wish for more effective functioning of your present responsibilities / office? (Question for Regional /District offices /farms) ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… 3.2 What additional financial powers do you wish for more effective functioning of your present responsibilities / office? (Question for Regional /District offices /farms) ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) X

3.3 What is the process of allocating financial resources to the unit with in your offices or branches under your control? (Question for Regional /District offices /farms) ………………………………………………………………………………… ………………………………………………………………………………… During the last five years what jobs have you out sourced to another agency / experts? ………………………………………………………………………………… ………………………………………………………………………………… 4.2 What are the reasons for out sourcing these jobs/assignments? ………………………………………………………………………………… ………………………………………………………………………………… 5.1 What recommendation do you suggest to improve work methods / culture? In your office your department ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… How do you plan office yearly activities / programme / calendar? ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… 5.3 What follow-up strategies are designed to assess success and/or failure of programme/ projects implemented by our office? ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… 6.1 As a head of the organisation / office what kind of complaints do you receive from your beneficiaries/public? …………………………………………………………………………………

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XI

………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… 6.2 What recommendations do you suggest to improve the quality of of your office programmes projects/assignments Planning ………………………………………………………………...... ………………………………………………………………………………… Implementation …….…………………………………………………........ ………………………………………………………………………………… Monitoring ……………………………………………………………........ ………………………………………………………………………………… Evaluation ………………………………………………………………... ………………………………………………………………………………… 7.1 What are the immediate training needs of you and your staff? ………………………………………………………………………………… ………………………………………………………………………………… 7.2 What are the long term training needs of you and your staff? ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… ………………………………………………………………………………… 8.1 What recommendations do you suggest to strengthen the Reporting system ……………………………………………………………….. ……………………………………………………………………….. Communication with in the office and with other offices and public? ……………………………………………………………………….. ……………………………………………………………………….. 9.1 What schemes/programmes does your office implement? Schemes under Special component plan 2.Tribal Area plan 3 Self help group 4 …………………………………5 ……………………………6………………..

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XII

9.2 Which of the above schemes or activities your office should be completely stopped and why? ………………………………………………………………………………… ………………………………………………………………………………… 9.3 Are any schemes/efforts duplicated by any other department/agency / Co op / NGO ? ………………………………………………………………………………… ………………………………………………………………………………… 10.1 Indicate three best practices from following list that you have used to create awareness of your schemes / programmes among beneficiaries during last one year ? Gram Sabha /By organizing special meetings / Broachers and leaflets distribution / Meetings / T.V. and or AIR Programmes / Demonstrations / Slide shows / Exposure visits Place Signature Date

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XIII

Government of Maharashtra, YASHADA Functional Reform Studies

Questionnaire No. 3 (Please tick mark)

Your valuable comments on the Department’s following broad functions and policies: Animal Health and Veterinary Services:

1.1

The responsibility for providing animal health services mainly lies with Z.P. sectors and it is well understood and effective.

Agree / Do not agree

1.2 The staffing and the equipments provided at different levels is satisfactory Agree / Do not agree

1.3 The medicines stock and quality provided at different levels is satisfactory Agree / Do not agree

1.4 The Disease Investigation Laboratories are under utilised by the field technical staff as well as farmers


1.5 The animal health providers (field staff) and the disease investigation laboratory staff lacks coordination


1.6 The un trained animal health workers are damaging the livestock than helping them due to short sightedness and poor knowledge


1.7 State should with draw from providing the health services to pets in metro’s and urban areas. And they should be out sourced


1.8 The grants / subsidy in providing health services should be gradually reduced on area / category of farmers basis (excluding dry areas / BPL families etc) and services should be provided at cost where ever possible.


Breeding Programme:

2.1 The states livestock breeding policy has been evolved after very careful studies and the market needs


2.2 Indigenous breeds like Lal Kandhari. Deoni. Pandharpuri Breeds conservation should be undertaken by Government


2.3 Buffalo breeding is a neglected area and it needs to be strengthened Agree / Do not agree

2.4 Embryo transfer technology is not explored .It needs to be taken to fields with full spirit and efforts


Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XIV

Frozen Semen and the Breeding Programme:

3.1 Frozen semen technology is not fully explored. More efficiency and effectiveness of this technology is possible


3.2 Frozen semen doses of only high pedigreed bulls should be made Supply of average or mediocre bulls in the form of frozen semen should not be made to the field areas


3.3 If required frozen semen doses of pure Jerseyand H.F bulls should be imported


3.4 Progeny Testing programme needs strengthening, and needs to be extended beyond pure breds to crossbreds and buffaloes


Breeding farms and Bull Rearing Centres :

4.1 Present Government Cattle / Buffaloe breeding farms and Bull Rearing Centres should be continued


4.2 Farms have enough resources Agree / Do not agree

4.3 Farms are unable to produce bulls of required pedigree (Standards of bulls produced is poor)


4.4 For desired quality of bull calves, department should consider on out side institutes and farmers as well


4.5 Farms are unable to produce desired number of bulls Agree / Do not agree

4.6 Cost of production of bulls is very high Agree / Do not agree

District Artificial Insemination Centres:

5.1 Procurement and supply of Frozen semen doses and Liquid Nitrogen as per demand are the only jobs presently done by the DAIC


5.2 These two supply functions could be outsourced Agree / Do not agree

5.3 Alternatively DAIC should be doing the monitoring of the breeding programmes efficiency and effectiveness aspects as their main focus of work


Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XV

Poultry Development:

6.1 Due to large number of local private and multinational commercial hatcheries the Central Hatcheries have lost their leadership and its share in the market


6.2 Poultry development projects are no more required to be handled by the department. Private firms have already taken over this role in their own interest


6.3 Subsidies distribution of Pullets / day old chicks/ Hatching eggs needs to be gradually discontinued


6.4 Poultry research projects with reference to health is the only area for the AHD to handle..


Sheep and Goat Development Farms

7.1 Under Maharashtra Sheep and Goat Development Corporation the Sheep and Goat field programmes are being implemented satisfactorily


7.2 The research and aspects like conservation need further emphasis Agree / Do not agree

7.3 Their independent existence should be continued Agree / Do not agree

7.4 However they should work through Panchayat Raj institutes and the corporation should coordinate.


Extension Programmes:

8.1 The present role of extension officers and their staff is ambiguous and they have little accountability in terms of set objectives and targets


8.2 Extension specialized staff is the real need. Any staff (working for extension) without specialized skills of the subject has made this vital activity a non-useful activity


Staff Training and capacity building efforts

9.1 The present training facilities available in state are unable to train and build the staff capacity at the expected levels to meet the current challenges


9.2 Technical or Refresher trainings in subjects like farm and herd f

Agree /

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XVI

management, new technologies applications, fodder development, etc are not provided at the time of postings to such new subject areas.

Do not agree

9.3 Extension / skill development / Administrative training are less emphasized


Farmer’s training:

10.1 The farmers trainings in the livestock related subject is the most neglected area in terms of budget, staff and resource allocations with in the department


10.2 The linkages between Animal Husbandry Department at various levels, KVKs and Agricultural and Veterinary Universities is not satisfactory


10.3 More exposure visits and demonstrations are required for women and actual workers who are working in the herds


10.4 For reducing cost of milk production more trainings on Livestock feeding, animal health and management are required


10.5 All Trainings should be on partial contribution basis for reaching to the needy persons, better accountability and follow up.


. Administrative set up:

11.1 At Block level: The present pattern of Veterinary Dispensary in charge and Aid Centre In charge staff reporting to Extension Officer and Extension Officer in turn reporting to DAHO on health matters is well set system.


11.2 At Block level The present pattern of Extension Officer monitoring all qualitative aspects of the Animal Husbandry for villages through block is well set system


Place Signature Date

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XVII

Government of Maharashtra, YASHADA Functional Reform Studies Questionnaire on Sheep and Goat Development And Punyashlok Ahilyadevi Sheli Va Mendhi Vikas Mahamandal Questionnaire for Senior Officer and Experts Questionnaire No. 5 Punyashlok Ahilyadevi Sheli Va Mendhi Vikas Mahamandal (Here after refereed as Mahamandal) has the sole responsibility of the Sheep and Goat development in the State Agree/ Do not agree During last three years Mahamandal functions / activities are being performed satisfactorily. Agree / Do not agree If you do not agree, which of the Corporation functions / activities are not being performed satisfactorily Please list three of them in top priority: Functions ……………… 2 …………………..… 3…………………. Activities ……………… 2…………………..…….3…………………. The Mahamandal should aim to conserve the indigenous breeds / strains of sheep and goats Agree/ Do not agree The working of the sheep and goat farms needs drastic changes and they should be run on commercial basis. Agree/ Do not agree If agree suggest few tips for doing so : ……………………………………............ ……………………………………………………………………………………… ……………………………………………………………………………………… The Mahamandal should share / out source with other Co-ops, NGOs, and Trusts, beyond government set up for its development agenda Agree/ Do not agree If you agree, Please give list of activities those can be got done through them

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XVIII

……………………………………………………………………………………… ……………………………………………………………………………………… Does the state have a defined breeding policy for the Sheep and Goats? If yes who is responsible for its implementation? Conservation and propagation of local breeds like Osmanabad or cross breeding of native goats with Boer or Sanen etc Please elaborate. ……………………………………………………………………………………… ……………………………………………………………………………………… Which are the diseases / conditions you think cause economic loses due to morbidity and / or mortality in Sheep and Goats. Please list three of them in order of priority ……………………………………………………………………………………… ……………………………………………………………………………………… Which are the sheep and Goat diseases for which more effective vaccines are required to be developed to protect these small ruminants ……………………………………………………………………………………… ……………………………………………………………………………………… The Mahamandal should take necessary steps to propose an Act for purchase of sale of sheep / goat on live-weight basis. Agree/ Do not agree The distribution of sheep/goat units under all government grant and subsidy programmes should be done by the Mahamandal Agree/ Do not agree Mahamandal should make efforts for making available clean and hygienic meat to the public through training, motivation and legislation (if required) of all producers. Agree/ Do not agree If you agree give suggestions for doing so.

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XIX

……………………………………………………………………………………… ……………………………………………………………………………………… Training of shepherds for processing of wool and development of the products like carpet by using appropriate technology, or providing market linkages is the neglected area Agree/ Do not agree If you agree how can this be done now? Please give tips. ……………………………………………………………………………………… ……………………………………………………………………………………… By and large due to nomadic nature of shepherds, Sheep and Goat Development has remained deprived of technological developments in the laboratories in Maharashtra state like use of technology, Preventive Vaccines and medicines etc Agree/ Do not agree If you agree, how can this be done now? Please give tips. ……………………………………………………………………………………… ……………………………………………………………………………………… Place Signature Date

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XX

Government of Maharashtra, YASHADA Functional Reform Studies Questionnaire on Poultry Development Questionnaire for Experts Questionnaire No. 6 Maintenance and propagation of poultry pure breeds like White Leghorn, Rhode Island Red, Black Austrolarp the and Crosses like Rhode-White and Austro-White is the responsibility of State Government Agree/ Do not agree If you agree: Do you think State Government Central Hatcheries carry out this function effectively Yes /No If you do not agree: Suggest the best alternatives: …………………..………………………………………….. ……………………………………………………………………………………………… Central Hatchery’s major functions is Supply of Hatching eggs, day old chicks / Pullets and Commercial hybrid birds to an average poultry keepers

Agree/ Do not agree If you agree: Do you think Presently the Central Hatcheries are carrying y out this function effectively

Yes /No Central Hatchery has responsibility of imparting Poultry training to different level of participants and for different period. Agree/ Do not agree If you do not agree: What alternatives the participants have in this field: ……………………………….……. ……………………………………………………………………………………………… The Central hatcheries play a major developmental role in back yard poultry keeping in Tribal areas Agree/ Do not agree Various Poultry Projects are contributing for poultry development in the state and in Implementation of plan /TASP /SCP schemes.. Agree/ Do not agree

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XXI

Do you feel that the National Egg Coordination Committee (NECC) is well-represented for poultry development in the state?

Yes/No If no, Please give your suggestions for its composition of new members …..…………… ……………..……………………………………………………………………………… Please list the disease names, in order of priority of poultry, that you feel cause most losses / mortality 1…………………….…… 2………………………… 3 ………………………… 4……………………… 5………………………… 6……………………….… Whether standard and effective vaccines are available to prevent existing major poultry diseases. Yes/No If no Please mention the name of the diseases in order of priority for which vaccine need to be made available 1……………………..……… 2……………………………… 3 ………………….. Whether present process and system of Salmonellosis testing and Certification has really helped to safe guard the spread of the disease and protect public health. Yes/No If no Please suggest the alternatives………………………………….. . …………………….. ……………………………………………………………………… Do you feel that some of the poultry disease can be eradicated from the state

Yes/No If Yes please name them in order of priority ……………………………………….. …………………………………………………………………………………………

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XXII

In poultry sector which functions / programmes should be performed by Department Please give names …………………………………………….…………………….. ………………………………………………………………………………………… In poultry sector which functions / activities / programmes can be out sourced to NGO / Coop. / Private agencies (Please indicate names) 1……………………..……… 2……………………………… 3…………………………… 4………………………………. Do you think that more planned efforts are needed at the government level for rearing promotion of species like Ducks Rabbits Emo Quails Yes/No Place Signature Date

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XXIII

Government of Maharashtra, YASHADA Functional Reform Studies Questionnaire: Senior level Officer Questionnaire No. 7 Activity Assessment: Based on your perception please tick mark against the activities you feel, are most essential / least essential and only department should do / need not do for evolving future strategy.

Sr No.

Activities / Programmes / Functions Most essential

Least essential Only Dept should do

Dept need not

do

1 Treatment of ailing animals (large and small) animals and poultry / Performing major / minor operations

2 Treatment and Vaccination of Pets

3 Treatment of zoo animals

4 Castrating the scrub bulls

5 Mastitis control

6 Deworming

7 Control of Ecto-parasites

8 Attending Vetero-legal (Medico-legal) cases – performing Anti - post mortem / Issue of legal certificates

9 Giving witness / expert opinion in the court

10 Conducting P.M. for diagnosis of disease in the face of an outbreak /

11 Attending outbreak

12 Conducting P.M. for settling the insurance claims

13 Artificial insemination and Pregnancy diagnosis

14 Examination for sub fertility and treating the cases

15 Issue of soundness certificates

16 Issue of feasibility certificates for bank proposals

17 Antimortem examination of animals and allowing slaughter of scheduled animals – p.m. examination.

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XXIV

Specific to Diseases Investigation Laboratories:

Sr No.

Activities / Programmes / Functions Most essential

Least essential

Only Dept should do

Dept need not do

Activities for Diagnosis of causes of illness / out break / deaths through Examination of various types of samples Antibiotic sensitivity test

Conducting specific tests for diagnosis of bacterial and viral diseases e.g. Rabies

Conducting specific tests confirmation of poisoning cases

Preparation of pathological specimen and communicating the results

Carrying out serological tests of various diseases

Feed samples analysis for different chemical composition and and pathogenic agents

Certification for various diseases free conditions like Salmonellosis

Declaration of Disease-outbreak and carrying out the control measures

Testing of livestock and livestock products as per WTO norms and issuing suitable certificates Declaration of Disease-outbreak and carrying out the control measures

Certificate for export of livestock products

Testing of animals for T.B./J.D./IBR/Trichmoniasis

Place Signature Date

Functional Review of the Animal Husbandry, Dairy Development and Fisheries Department (GoM) XXV

Government of Maharashtra, YASHADA Functional Reform Studies Questionnaire: Senior level Officer Questionnaire No. 7

Sr No.

Most essential Least essential Only Dept should do

Dept need not do

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

Specific to Diseases Investigation Laboratories

Sr No.

Most essential Least essential Only Dept should do

Dept need not do

1

2

3

4

5

6

7

8

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Government of Maharashtra, YASHADA Functional Reform Studies Questionnaire on Fodder Development Questionnaire for Experts Questionnaire No.8 Do you feel that for the Animal Husbandry department Fodder development is one of priority area Agree/ Do not agree If you do not agree, do you think State Government lacks in thinking itself to do this function effectively Yes /No If Yes, What is needed, More budgetary support / Appropriate Man power / Technologies / For production of good fodder at the farmer level do we have enough range of fodder crops to suggest him/her to go in for fodder production Yes /No If you agree: Do you think presently the seed / set supply for are carrying y out this functions are delivered effectively Yes /No Imparting demonstrations in fodder production to different level of participants under different agro climatic conditions is lacking Agree/ Do not agree If you do not agree: Why the participants do no avail the benefit of improved varieties ……………….……. ……………………………………………………………………………………………… Technologies like enrichment of straws / cellulose have remained limited to the research institutes and Government farms Yes/No If no, Please give your suggestions for its dissemination to the new areas and farmers …..…………… ……………………………………………………………………… Please list the names of few fodder tress, that you feel can provide perennial fodder to the indicating the agro climatic zones in which it will grow well. 1…………………….…… ………… 2………………………… 3 ……………………………………..4…………………………

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Please mention the name of the improved grasses which can be grown on the waste land under rain fed conditions 1……………………..……… 2……………………………… 3 …………………..

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References • Anon GoI: (1998) National Livestock Policy Perspective: Report of the steering

group, May 1996, Published by Government of India Press, New Delhi 110064 • Anon-Kar-a (2001), Functional review Reports: Karnataka Administrative

Reforms Commission, Dec 2001, Ford Foundation Government of Karnataka • Anon –Anthra (2001) Vision 2020 livestock development policy “A skewed vision

of food security for Indian farmers”: Working paper published by “Anthra” on A.P. livestock development policy. E-mail: [email protected]

• Anon -GoM (2001) “ Pashu Savnardhan Sankhiki Pustika 2000-2001 ” (Animal Husbandry Statistical Book let 2000-2001) Published by Statistical branch of Commission rate of Animal HusbandryGovernment of Maharashtra Pune 1

• Anon -GoM:(2002) XVI All India livestock and farm Equipment census. Maharashtra State 1997 ,Department of Animal Husbandry Gonernment, Photo Zinko Press, Pune

• Anon-GoM (2002) Administrative Reforms Committee, Government of Maharashtra, Final report, Published by YASHADA 2002

• Anon GoM: (2002) Performance Budget of Animal Husbandry Department. Government of Maharashtra, 2002-2003, Published by Government Press Kolhapur

• Anon: (2003) Performance Budget of Animal Husbandry Department Government of Maharashtra, 2003-2004, Published by Government Press Kolhapur

• Bhat. P.N. (2002), Report of working group (Sr.No.42) on ANIMAL HUSBANDRY AND DAIRYING for the 10th five-year plan (2002-2007): Published by Government of India Planning Commission

• Dairy Development in India (2003) by Venkatsubramanian. V and others. ISBN 81-8069-044-X 2003 Concept Publishing Company New Delhi

• Dairy India 1997: ISSN No.0970-9932 Published by Gupta P.R. Delhi • India vision 2020 and Vision documents of some states (2003): Planning

commissions report of the committee. Academic Foundation New Delhi Publication: ISBN 81-7188-302-8

• Website: www.maharashtra government in/pdf/ tenth plan /chapter16th • Website: http// dahd.nic.in/livehealth.htm 1 Recently, the Government of India has declared this laboratory as a Western Regional Disease Investigation Laboratory to work as a reference laboratory for Maharashtra, Gujarat, Madhya Pradesh, Chhattisgarh, union territories of Diu Daman and Goa. 2 Page xvii, of 16th All India livestock and farm equipment census Maharashtra state report 3 Page 12 of AH Departments statistical booklet for the year 2002-03 4 As per Govt. G.R. No. AIS/10(497)/821-2000 AH19 dated 8.8.2000 5 Vide G.R. No. Pasampra –1001/ Pra.Kra.29 (Part IV) /ADF.1 dt. 25.5.2004 6 Vide Pasampra – 1004 /Pra.Kra.262 /ADF.1 dt. 30.6.05 7 Ref. No. 9.108 on page 212 of the report 8 Ref. para No 6.4. on page 163 of the report

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