A detailed study was undertaken by IDEA to assesses status of horticulture across Andhra Pradesh, Himachal Pradesh, Karnataka, Maharashtra, and Uttar Pradesh for six priority fruits (mango, apple, grapes, orange, pomegranate, banana), drawing on 184 stakeholder interviews to identify infrastructure gaps, export potential, and PPP investment pathways. It situates the work in India’s fast-growing horticulture economy, noting that horticulture contributes about 33% of agricultural GVA while using roughly 13.1% of cropped area, with area expanding from about 24 million hectares (2013–14) to 28.63 million hectares (2023–24) and production reaching about 352 million tonnes. The analysis finds strong production clusters and “excellent” readiness in banana (Anantapur) and grapes (Nashik) supported by cold-chain and export ecosystems, while mango (Saharanpur) and orange (Amravati) face binding constraints in packhouses, storage, processing, labs, and FPO integration; apple (Shimla) needs orchard rejuvenation and quality upgrades, and pomegranate (Chitradurga) requires added processing/certification and digital integration. It recommends crop-specific PPPs (e.g., banana pulp/ripening/cold storage; grape value addition such as wine and concentrates; mango integrated cold-chain processing; pomegranate de-ariling and IQF) with a stated overall investment need of ~₹1,200–1,300 crore and targeted 25–40% returns alongside government scheme convergence and near-term actions to expand packhouses, cold storage, labs, FPOs, and collection centres to cut post-harvest losses and shift exports from bulk to higher-value products.
The study on mango as an exportable commodity was conducted in Saharanpur on 6th and 7th November, 2025, and in Lucknow on 10th and 11th November, 2025, Uttar Pradesh. This assessment focused on evaluating the suitability and potential of Saharanpur’s mango production for export markets. The visits were aimed at understanding the region’s capacity, infrastructure, and readiness for facilitating mango exports, with particular attention to post-harvest handling, processing, and supply chain requirements. Saharanpur, Uttar Pradesh, has strong potential to become a leading mango processing and export hub through a Public–Private Partnership (PPP) model. With over 5 lakh metric tonnes of annual mango production, premium varieties like Chausa and Dusehri, excellent irrigation, and proximity to Delhi NCR and international airports, the district has a clear competitive advantage. However, limited post-harvest and processing infrastructure restricts exports to just 20% of production. The proposed integrated processing and cold-chain facilities aim to unlock this untapped potential, enabling value-added exports, generating over ₹22 crore in annual revenue, creating 500+ jobs, and significantly increasing farmer incomes. This initiative can position Saharanpur as a key mango export destination in North India.
Shimla, Himachal Pradesh, is a major apple-producing region with strong natural advantages and established post-harvest infrastructure. However, declining fruit quality, ageing orchards, fragmented value chains, and weak market governance limit its export competitiveness. The study concludes that export-oriented PPPs are a medium-term opportunity, dependent on phased improvements in orchard rejuvenation, quality and certification systems, FPO-led aggregation, decentralized storage, and market reforms.
The study was undertaken at Nashik from 27th to 29th November, 2025; Maharashtra. Nashik, Maharashtra, is India’s most important grape export district, accounting for nearly 70% of national exports and supported by experienced farmers and established packhouse infrastructure. However, gaps in cold-chain capacity, testing facilities, logistics, and climate-risk management limit further growth. The study recommends a focused Public–Private Partnership (PPP) approach to strengthen packhouses, cold storage, laboratories, and export logistics, with FPOs as key partners. This model can improve export resilience, raise farmer incomes, and position Nashik as a global benchmark for grape exports.
The field level visit was undertaken from 1st to 3rd December 20252; Maharashtra. Amravati district in Maharashtra’s Vidarbha region is India’s leading orange production hub, accounting for nearly 70% of the region’s cultivated area and over 6 lakh metric tonnes of annual output. Despite this scale, India’s share in global fresh orange exports remains negligible due to severe gaps in cold storage, packhouses, testing facilities, and export logistics. The study proposes a focused Public–Private Partnership (PPP) model to develop export-grade packhouses, cold-chain infrastructure, APEDA-recognized testing facilities, and FPO-led aggregation systems. With phased implementation and targeted policy support, Amravati can significantly expand fresh and processed orange exports, enhance farmer incomes, and emerge as a major orange export hub for South Asia and the Middle East.
Chitradurga district in Karnataka has strong agro-climatic suitability for pomegranate cultivation, particularly the Bhagwa variety, but currently functions mainly as an upstream production zone with limited local value addition and export integration. The study identifies major constraints in post-harvest infrastructure, export compliance, cold-chain logistics, and FPO-led aggregation, resulting in low quality-linked price realization for farmers. It proposes a Public–Private Partnership (PPP)–led export cluster with integrated packhouse, cold storage, testing access, and structured logistics, anchored around existing assets such as the Akshay Agro Food Park. With focused technical handholding and policy support, Chitradurga can transition from a raw-produce supplier to a competitive pomegranate export and processing hub.
The study was taken up from 29th to 31st December, 2025; Andhra Pradesh. Anantapur district in Andhra Pradesh is India’s most advanced banana production cluster, combining exceptionally high productivity, year-round harvests, and widespread adoption of modern practices such as tissue culture and micro-irrigation. Despite this strength, banana exports remain limited due to severe gaps in packhouses, cold storage, ripening facilities, pre-cooling, and export logistics. The study proposes a large-scale Public–Private Partnership (PPP) model to build integrated post-harvest and export infrastructure, strengthen FPO aggregation, and align policy support for market access. With phased implementation, Anantapur can significantly expand banana exports, raise farmer incomes, generate employment, and position India as a competitive player in global banana markets.
On 2nd October 1975, commemorating the birth anniversary of Mahatma Gandhi—the revered Father of the Nation—India embarked on a visionary initiative by establishing Regional Rural Banks (RRBs), a distinct category of financial institutions aimed at deepening financial inclusion. Designed to serve the rural populace, especially small and marginal farmers, artisans, and micro enterprises, RRBs expanded their network over the years to become a cornerstone of rural empowerment. Five decades later, this bold experiment has proven to be a remarkable success, with RRBs emerging as a transformative force driving rural prosperity and holding immense potential to further uplift the rural economy. To chronicle this journey, NABARD has launched a comprehensive study, entrusting Access Development Services (ADS) with the task of researching and documenting the evolution of RRBs over the past 50 years. A dedicated team from IDEA is collaborating with ADS to undertake this important and insightful study.
The team of Innovations in Development and Empowerment Alternatives (IDEA) consisting of Dr. Rakesh Malhotra and Ms. Saumya Gupta met with key stakeholders of the Uttar Pradesh Gramin Bank (UPGB) and its associated institutions during September 8 and 9, 2025. The purpose of the visit was to discuss the Fifty years of Regional Rural Banks (RRBs) in India, their celebratory significance, and their role in the vision of Viksit Bharat. The meetings provided a comprehensive understanding of UPGB’s pivotal role as India’s largest RRB in promoting rural financial inclusion and socio-economic development in Uttar Pradesh. The report is currently being drafted.
The team of Innovations in Development and Empowerment Alternatives (IDEA) consisting of Dr. Rakesh Malhotra and Ms. Saumya Gupta met with key stakeholders of the Assam Gramin Vikash Bank (AGVB) and its associated institutions during September 11 and 12, 2025. The purpose of the visit was to discuss the Fifty years of Regional Rural Banks (RRBs) in India, their celebratory significance, and their role in the vision of Viksit Bharat. The meetings provided a comprehensive understanding of AGVB’s pivotal role in the North-east region and its contribution in promoting rural financial inclusion and socio-economic development in Assam. The report is currently being drafted.
The team of Innovations in Development and Empowerment Alternatives (IDEA) consisting of Dr. Rakesh Malhotra and Ms. Saumya Gupta met with key stakeholders of the Rajasthan Gramin Bank (RGB) and its associated institutions during September 15 and 16, 2025. The purpose of the visit was to discuss the Fifty years of Regional Rural Banks (RRBs) in India, their celebratory significance, and their role in the vision of Viksit Bharat. The meetings provided a comprehensive understanding of RGB’s pivotal role in promoting rural financial inclusion and socio-economic development in Rajasthan with Jodhpur currently serving as its Head Office. The report is currently being drafted.
Based upon the preliminary visit was undertaken on 23rd & 24th May, 2025 to Bhatinda, Access Development Services, New Delhi has assigned IDEA an assignment to undertake Grading of SHGs and Development of SOP on SHG Management
Grading Exercise Initiated in Bathinda with Access Development Services
IDEA has successfully commenced the SHG grading exercise in collaboration with Access Development Services, Bathinda, following the formal acceptance of our grading proposal.
The activity was initiated on 7th June 2025, beginning with a preparatory session led by Dr. Rakesh Malhotra. The IDEA team comprising Ms. Chandra Karki, Mr. Harsh Arora, Mr. Rajeev Baalyan, Mr. Rohit Kumar, and associated member Ms. Mohini Devi actively participated in the field-level preparation.
In the second half of the day, Dr. Malhotra and team conducted an orientation session for the team of Access Development Services, which included the Program Manager, Community Resource Persons (CRPs), and project staff.
The orientation focused on the following key areas:
On 08th June 2025, the IDEA team successfully conducted the grading of 25 Self-Help Groups (SHGs) across the villages of Raman and Mahin Nangal in Bathinda district. The grading exercise involved detailed deliberations with the SHG members and scrutiny of the books of SHG and the passbook of the bank. The Grading of the various groups was undertaken by set of two members of IDEA team.
In the forenoon grading of 16 no. of SHGs at Baba ki jagah, Raman village and in the second half 9 no. of SHGs at Gurudwara, Mahin Nangal.
The grading exercise was effectively coordinated by the Program Manager, with active field support from CRP Ms. Sukhpal Kaur, assisted by Ms. Rupinder and Ms. Sarbjit.
Among the SHGs, Shukhmani SHG stood out with 100% participation from all its members, while the remaining groups showed over 60% participation, reflecting strong community engagement across the board.
Ms. Manjinder Kaur, Sarpanch of Mahin Nangal is the member of Amber SHG. It was noted that the books were maintained by SHG themselves.
A noteworthy example of innovation and enterprise was observed in Sanjh SHG. To enhance their group income, the members have purchased a wheat seed drill machine, which they attach to a tractor for efficient seeding in their own fields. Recognizing its utility, they have also begun renting out the machine to other farmers, generating an income of approximately ₹25,000 to ₹30,000 per season. This initiative is a testament to how SHGs can drive both economic empowerment and local entrepreneurship.
It was interesting to observe that Chaddi Kala, village Mahin Nangal SHG was probably one of the rare SHGs of the projected which has drawn rules and regulation for their SHG.
Such field insights highlight the transformative potential of SHGs when supported with proper planning, grading, and capacity-building initiatives.
On 9th June 2025, the IDEA team conducted the grading of 36 SHGs in the villages of Ramsarah, Bagha, Tarkhanwala, Bangi Deepa, Sukhladhi, and Bangi Raghu in Bathinda district. Out of these, 8 SHGs did not participate in the exercise, and only 51.5% of the members were present during interactions. The grading involved detailed discussions with members and thorough inspection of records and bank passbooks. Key challenges included partial or non-attendance, dual bookkeeping (for NRLM and Access), and lack of updated documentation that impacted the transparency and quality of assessment.
On 10th June 2025, the IDEA team conducted the grading of 67 SHGs across seven villages — Phullokhari, Bangi Deepa, Kanakwal, Kamalu, Laleana, Bangi Roldu, and Bangi Nihal in Bathinda district. Despite the extensive outreach, only 45% of SHG members were present for interaction. Four SHGs in Kamalu village were absent from the process. The exercise involved close examination of SHG records and bank passbooks to assess group functioning and compliance.
On 11th June 2025, grading was conducted for 76 SHGs across six villages — Giana, Gatwali, Malkana, Sangath Khurd, Jajjal, and Behman Jassa Singh. Six SHGs in Malkana did not participate. Only 45% member attendance was recorded, and the grading focused on document review and direct interaction with available members.
On 12th June 2025, IDEA facilitated the grading of 30 SHGs in Gursal Joga, Ram Tirath Jagga, Fatehgarh Navanbad (Nawa Pind), Shekhpura, and Bhagwanpura. Three SHGs did not participate, and only half of the group members were present during the interaction sessions. The process included a detailed review of group documents and banking details.
The final day of the field visit began with a spiritual visit to Talwandi Gurudwara at 8:00 AM, followed by a review session at the Access Project Office. Ms. Chandra Karki of IDEA delivered a formal vote of thanks, marking the conclusion of the field activities. A mapping exercise with CRPs was also facilitated by Ms. Karki, and a code-wise review of SHGs was conducted by Mr. Harsh Arora. Additionally, video testimonials were recorded by Mr. Rajeev from the Project Manager, Enterprise Manager, and CRPs, capturing field insights and experiences.
