PROJECT REPORT FOR

PRIMARY AGRICULTURAL CREDIT SOCIETIES

Table of Content

Detailed Project Reports for PACS .............................................................................................. 30

 PACS Computerisation Project - Guidelines

1 Introduction

The Primary Agriculture Credit Societies (PACS) form

the vital third tier in the three- tier structure of the Short
Term Cooperative Credit Structure (STCCS). The other
twotiers are comprised of District Central Cooperative
Bank (DCCBs) (2nd tier) and StateCooperative Bank
(StCBs) (1st tier). National Bank for Agriculture and
Rural Development (NABARD), has earlier taken the
initiative to bring most of the StCBs and DCCBs on
Core Banking Solutions (CBS) platform which has
enabled them to give modern-day technology-based
banking facilities to their clients. However, the PACS
have so far been largely out of the ambit of the
technology support.

PACS are owned by farmers, rural artisans etc. and

aim at promoting thrift and mutual help among the
members; cater to their credit requirements and provide
credit-linked services like input supply, storage and
marketing of agricultural produceetc. DCCBs provide
direct linkages to the PACS through direct financing.
The StCBs are primarily responsible for control and
coordination of the finances of DCCBs.

The large out-reach of PACS to the Small and Marginal

Farmers (SMFs) make them a systemically important
class of agricultural credit purveying institutions. Further,
there is a felt need to develop cooperatives as vibrant
business enterprises by enabling them to provide
multiple services to their members with support of
technology in order to fulfilmembers’ requirements.

Keeping in view the above and to make PACS self-

reliant in tune with ‘Atmanirbhar Bharat Abhiyaan’,
the
 Government of India (GoI) has, on 29th June 2022
approved the Centrally Sponsored Project for
Computerisation of Primary Agricultural Credit
Societies for a period of five years from 2022-23 to
2026-27.

2 Aims & Objectives of the Project

The aims and objectives of the project inter alia include the following:

a. To bring in efficiency, accountability,

transparencyat PACS and improveprofitability.

b. To bring in accuracy and uniformity in the conduct of business,

accounting with
entries originating at the transaction level and
reporting thereof through standardization of
processes, implementation of Common
Accounting System (CAS) and Management
Information System (MIS) and compliance to
stipulations.

c. To transform PACS into multi service entities,

offering to members in particular and the rural
population in general, an array of services covering
agriculture and allied activities; financial and non-
financial products.

d. To seamlessly connect PACS with the higher-tier

institutions and Government departments in the
domains of agriculture, banking and rural development
for dissemination of knowledge to grassroots.

e. To leverage on the unique strength of PACS i.e. their

captive member base, to design and offer personalized
products and services and thereby improve the socio-
economic landscape of rural India.

f. To ensure accurate delivery of funds and subsidies

through DBT to the targeted beneficiary groups.

g. To enable PACS to provide doorstep banking services

to facilitate easier access to banking services.

h. To enable PACS to utilize digital acceptance

 infrastructure like Point of Sale (POS)/ mobile
POS (mPoS)/ QR Code Readers/Green Pin
solution /BHIM Aadhaar pay device, etc. in the
establishments run by PACS like fertilizer shops,
Seed Processing units, etc. to facilitate
cashless/digital transactions.

a. To expand financial services to unbanked villages /

areas, improve the overall performance and efficiency
of PACS and STCCS, increase rural employment
opportunities and reduce migration to urban areas.

3 Project Details

3.1 Title of the Project

Centrally Sponsored Project for ‘Computerisation
ofPrimary AgriculturalCredit Societies’.

3.2 Sponsoring Agency

Ministry of Cooperation, Government of India.

3.3 Duration of the Project

For a period of five years from 2022-23 to 2026-27.

3.4 Sunset Date of the Project

Sunset date of the project will be 31 March 2027.

3.5 Type of Project

Centrally Sponsored Project with one-time
assistance from the GoI. Extant Centrally
Sponsored Scheme (CSS) guidelines are
applicable.

3.6 Project Beneficiaries

63000 PACS, LAMPS etc. will benefit directly
through computerization of their credit/ non-credit
business activities related to Agriculture and
Allied activities. (In North East and Tribal Areas
of the country, due to thinly populated area,
Large Area Multipurpose Societies (LAMPS) are
prevalent which function more or less like PACS.
Such LAMPS or any other societies similar to
PACS will also be covered in this project
 within the proposed budget outlay).

3.1 Implementation Mechanism

3.1.1 Formation of Implementation and

MonitoringCommittees

National and State level Implementation and

Monitoring Committees shall be constituted as
detailed hereunder for implementation of this
project. These committees will ensure real-time
monitoring and effective feed-back about the
implementation of the scheme.

i) National Level Monitoring and Implementation

Committee(NLMIC):

a) Members of NLMIC:
i. Secretary (M/o Cooperation, GoI) (Chairman)

ii. Additional Secretary & Financial Advisor (M/o Cooperation,

GoI)

iii. Joint Secretary (M/o Cooperation, GoI)

iv. Chairman, NABARD

v. Principal Secretaries (Cooperation) of selected States

vi. Representative of NITI Ayog

vii. CEOs of selected State Cooperative Banks

viii. Deputy Managing Director (Institutional DevelopmentDepartment),
NABARD -Member Secretary

b) Role of NLMIC:
i. Guide and steer the implementation of the project.

ii. Approve the guidelines for implementation of the project.

iii. Review the progress of implementation of the project periodically.

iv. To consider and authorize the appropriation of
the funds from one component of the project
to another within the overall budget outlay of
the project, if required.
 i. Monitor functioning of central Project Monitoring Unit (PMU).

ii. Act as final Grievance Redressal Authority for the project.

NABARD will be responsible for implementation of the

project at the central level under the guidance and
directions of NLMIC and Ministry of Cooperation,
Government of India. It will establish a core team of its
officers for this purpose whichwill be assisted by a
Project Monitoring Unit (PMU) manned by professionals
and experts. Further, NABARD will also act as a
custodian on behalf of GoI of the common software
and all the financial and personal data
generated/captured on the software. After completion
of the project, NABARD will manage the system in
coordination with the State Governments and will be
responsible for its sustainability.

i) State level Implementation & Monitoring Committee (SLIMC)

a) Members of SLIMC
i. Addl. Chief Secretary/Principal
Secretary/Secretary,Co-operation -
Chairperson

ii. Principal Secretary/Secretary (Finance) - Member

iii. Registrar of Cooperative Societies (RCS) - Member

iv. Chief General Manager (CGM)/OIC, NABARD - Member

v. Three DCCBs by rotation - Members

vi. MD/CEO-State Cooperative Bank - Member Secretary

b) Role of SLIMC
❖ To implement the approved guidelines at the state
level and provide feedbackto NLMIC.

❖ To guide and steer the implementation of the project in the state.

❖ To examine and recommend the proposals to be taken up in this

project.

❖ Any other role assigned to it by the NLMIC.

ii) District Level Implementation & Monitoring Committee (DLIMC)

 a) Members of the DLIMC:

i. District Collector/District Magistrate - Chairperson

ii. District Development Manager (DDM), NABARD - Member

iii. Officials notified by the respective State/UT Governments –

Members

iv. MD, District Cooperative Bank/ Suitable

official nominated by StCB (for stateswith 2
tier system)-
Member Convener

v. Representation of selected PACS – Members

b) Role of DLIMC:
i. To be the first line of implementation and
monitoring system within the overall
framework.

ii. It will be responsible for the smooth

implementation of the project as per
approved guidelines and provide necessary
support like power, connectivity, etc.

iii. Any other role assigned to it by the NLMIC/ SLIMC.

3.1 Project Cost, Sources of Funds & Funding Pattern

3.1.1 Project Cost:

The total cost of the project is estimated at ₹2516.00 crore to be sharedas

under:

Agency Cost share (₹ Crore)

Government of India (60.73%) 1528

State Govt. (29.25%) 736

NABARD (10.02%) 252

Total 2516

However, the exact cost of the project shall be finalised

by NABARD following due procedure for procurement
through open bidding as per the relevant procurement
guidelines.
 3.1.1 Component wise Cost Sharing Pattern:

Component Cost Sharing pattern

Comprehensive software To be shared by GoI and NABARD. NABARD willcontribute

(including cyber security anddata ₹252.00 crore (about 10% of the project
storage) and Training (including cyber
security and cost) and the remaining will be borne by GoI.

data storage) and Training

Other Components To be shared as per the extant guidelines ofCentrally

(Hardware, Digitization and support Sponsored Project.
system) • Share of GOI: State will be 60:40.

• For Northeastern and Hilly States share will

be 90 (GoI):10(State).

• For UTs (without legislature) 100% by GoI.

• For UTs (with legislature) share will be 80

(GoI):20(State).

PMU and Administrative Cost This cost will be borne by GoI upto ₹ 50.00 crore.Any additional
expenditure beyond ₹ 50.00 crore,
will be borne by NABARD.

3.1.2 Item wise cost estimate per PACS

The item-wise cost estimate per PACS is given as
under:-

Amount in
SN Item
₹ per PACS

A Per PACS project cost

Hardware –Computer, Multi-functional Devices (MFD), UPS, webcam,

bio-metric scanner, external HDD, including 5 years of AMC for
(i) hardware, tablet/mobile, passbook printer, electrical
1,22,158/-
arrangements/power
switches etc.
 A Comprehensive ERP solution covering Membership,
financial services – deposits; lending including ST, MT
and LT, procurement, processing units, PDS,Business
(ii) planning, warehousing, merchandising, borrowings,
asset management, human resource management,
72,103/-
RuPay / KCC integrations, etc. with
cyber security and data storage facility.

Amount in
SN Item
₹ per PACS
(iii) Training 10,198/-
a. Implementation Services including data preparation,
digitization, verification till final reconciliation andporting
into the ERP solution for Operationalization (Rs.

(iv) 1,10,000/-)
1,86,910/-
b. Maintenance and Handholding support (Rs.
76,910/-)

(v) Total cost (per PACS) Rs.3,91,369/-

However, the exact item-wise cost per

PACS shall be finalised by NABARD
following due procedure for procurement
through open bidding as per the relevant
procurement guidelines.

3.1.1 Component wise Fund Flow Mechanism

The component wise Fund Flow mechanism of the
project will be asunder:
 Cost
Sl
per Total cost Source of
No Component Release of Fund
PACS (in ₹ crore) funds
(in ₹)
1 Software 72,103 454.24 Shared by GoI 1. GoI share towards
with cyber and NABARD. the software with
security NABARD will cyber security and
and data contribute data storage, will be
storage ₹252.00 crore passed on to
(about 10% of NABARD.
the project 2. Vendor bills will be
cost) and the settled by NABARD
remaining will as per provisions of
be borne by the contract.
GOI
 Cost
Sl Total cost(in Source of
per
Component Release of Fund
No ₹ crore) funds
PACS
(in ₹)

2 Hardware 1,22,158 769.59 As per the 1. GoI share towards

extant guidelines hardware will be passed to the
of State Government directly.
Centrally 2. State Government will put in
Sponsored Project.
place suitable mechanism for
a. Share of GOI: settling vendor bills.
Statewill be
3. The DLIMCs will review
60:40. the acceptance challans signed
b. For North- by therespective PACS
eastern and secretaries and resolve
Hilly States issues if any.
share will be 90
(GoI):10
(State).
c. For UTs
3 Digitization 1,10,000 693 1. GoI share towards
(without
digitization will be passed on to
legislature)
the StateGovernment directly.
100% by
GoI. 2. State Government will put
in place suitable mechanism for
d. For UTs
(with settling vendor bills.

legislature) 3. The DLIMCs will review

share will be80 the certificate of completion of

(GoI):20 therespective stage signed

(UT). by the respective PACS

 Cost per
Sl PACS (in ₹) Total cost(in ₹ Source of
No Component funds Release of Fund
crore)

secretaries and resolve

issues, if any.
4 Support 76,910 484.53 1. GoI share towards support system will
System be passed on to the State Government
directly byGoI.
2. State Government will put in place
suitable mechanism for settling vendor bills
on the basis of recommendation ofSLIMC.
3. The DLIMCs will review the
certificates of availability of the service,
signed by the respective PACS secretaries
and
resolve issues, if any.

5 Training 10,198 64.24 1. GoI share towards support system will

be passed on to NABARD directly.
2. NABARD will settle bills from the
training institutions on the basisof
documentation/

location/ number oftrainees etc.

 Cost
Sl
per Total cost Source of
No Component Release of Fund
PACS (in ₹ crore) funds
(in ₹)
6 PMU and 7936.50 50 This cost willbe Bills raised by state level
administratio borne by GoI PMUs in respect of
n upto contract staff and other
₹50.00 crore. incidental expenses etc.
Any additional and the same for central
expenditure PMU will be settled by
beyond ₹50.00 NABARD and adjusted
crore will be against the GoI shareupto
borne by a limit of ₹50.00 crores.
NABARD. Salaries of regular staff
of NABARD engaged in
the PMU will not be
booked under PMU
expenses.

Total 2516
(approx.)

3.1 Phasing of the project

Total No. of PACS to be Maintenance and hand-
Year
computerized holding support
Year I 2022-23 13,000
Year II 2023-24 20,000 Handholding support of
Year III 2024-25 30,000 total 5 years from 2022-23
Year IV 2025-26 to 2026-27.
Year V 2026-27
Total 63,000
3.9 Basic Architecture of the Project

3.10.1 One common ERP software will be provided

to all the PACS in the project, across the country,
to capture data on all functionalities of PACS,
both credit and non-credit. This software would be
customisable for state specific needs. At the
national level, NABARD will engage a vendor
namely National Level PACS Software Vendor
(NLPSV) to provide the common software
including cyber security and data storage through
open bidding as per the relevant procurement
guidelines.

3.10.2 NABARD will prepare and publish a central

panelof System Integrators (SIs) through open
bidding.States are to select the SIs from this
central panelwith a ceiling on number of PACS
that one SI cantake up. SIs will prepare legacy
data, digitise andport this data into
software, recommend statespecific
customization required in the common
software and provide the support system. In
theproject, there will also be a provision to
run thesoftware on offline mode and later
upload thedata in the system in case of
network issue. PACS in various States are at
various levels ofcomputerization.
Thismeans that
some PACShave been computerised (mostly
working on astand-alone basis) while others
not computerisedat all. In respect of PACS
which have beencomputerised, expenditure
will be reimbursed toStates
₹50,000/- per PACS subject to the condition that,

(i) They integrate their software with the National PACS

Software,

(ii) Their hardware meets the required specifications and

 (i) The computerization of PACS was
commissioned by the State on or after 01
February 2017 i.e. the date of budget
announcement by Central Government for
computerization of PACS.
PACS which have not been computerised
by such states will be taken up under this
project at full cost.
For sustainability of the project,
maintenance and handholding of the
software and hardware is considered
critical. For this purpose, the Project
envisages a support system by setting up
one support centre on an average at
cluster of around 200 PACS/ District
Level. These support

centres, to be set up by the System

Integrator(s), will report to State PMUs
which will also serve as State level support
centre. This entire support system will be
under the overall supervision and control
of the State Governments and will be
operated by the concerned SI.
States/UTs to procure hardware for the
project through Government e-
Marketplace (GeM)Portal.

3.10.2 The basic responsibility of training on use of

software will lie with NLPSV. NLPSV will
provide necessary inputs to State level SIs and
National Level Training Institutions to
facilitate creation of trainers at National and
State Level. The trainers will be drawn from all
training institutions in cooperative sector.
After migration to the software, employee(s)
of the PACS will be given adequate trainings
about functioning of the
 software and how to workon it. Hands on
training will be given through National
Council for Cooperative Training (NCCT)
institutions and Scheme of Financial
Assistance for Training of Cooperative
Banks Personnel (SOFTCOB) assisted
Institutions like Agricultural Cooperative
Staff Training Institutes (ACSTIs) and
other Cooperative Training Institutes
under the administrative control of State
Government. Expenditure on this account
will be shared by GoI and NABARD. A
training calendar will be prepared by
NABARD mapping every PACS under the
project.

3.10.1 For implementation and monitoring of the

project, creation of a core team atNABARD,
Head Office with the team members
constituted from its officers has been
envisaged. This core team will be assisted by
Project Monitoring Unit (PMU) hired by
NABARD for the project. NABARD may hire
staff/professional or technical experts for the
PMU on contractual basis. Similarly,
NABARD will set up state PMUs to assist
states in implementation and monitoring of the
project at state level, which will also function
as the state level support centers. These State
PMUs will also be manned by NABARD
officials and contractual staff/ experts.

3.11 Data Management

The data shall be housed at the National Level Data

Repository (NLDR). Data generated at PACS would be
routed, either through the DCCBs or State
DataCenters, to the National Level Data Repository
(NLDR). All data will be
shared with/ deposited and maintained at NLDR, in
conformity with the rules and regulations. Given
availability of connectivity, all data will be available at
NLDR level as at the end of the previous day.

The data will be maintained at NLDR and will be

available for use by Central Government, State
Government and other authorised stakeholders. The
data will be utilized to generate various national/ state/
district level reports for Government of India, State
Governments, NABARD, StCB, DCCB and other
stakeholders, for the purpose of information based
effective policy making.

3.11 Selection of PACS

• All functional PACS will be eligible for joining

the project. A PACS will be deemed functional if it
fulfils the necessary condition i.e. completion of
Audit of accounts of PACS for the financial year
2021-22. If the selection is being donein FY 2023-
24 or FY 2024-25, then audit of the respective
previous yearwillbe the cut-off date for audit.

• For deciding upon the order in which the eligible

PACS are to be taken up under the project, the
following norm for prioritization will be followed:
o PACS without computerization - priority
o PACS with some computerization but
needsupgradation - secondpriority

o PACS with computerization achieved

through State Govt./ StCBs/ DCCBs –
ThirdPriority

• The DCCBs/ StCBs will make their selections,

based on the allocation, also considering aspects
such as prioritising backward areas and ensuring
functional sustainability of the project.
 • The selection will be recommended by the
DLIMC to the SLIMC. After that, SLIMC will
send their final proposal to NABARD for its
implementation.

Project Monitoring Units (PMUs)/Support Teams

4.1 Central PMU:

a. Roles and responsibilities of central PMU
Central PMU will:

i. Be set up by NABARD and manned by Management &

Technical Experts.

ii. Finalize project design and implementation strategy.

iii. Undertake stakeholder consultation with

States, Central Government, RBI,Banks
etc.

iv. Finalize the requirement of

hardware andfunctionalities of
software for theproject.

v. Undertake bidding and short listing exercise

asper the provisions ofGeneral Financial
Rules (GFR), 2017.

vi. Provide technical support during and after

theimplementation of theproposed Project.

vii. Guide the NLPSV regarding

customization ofthe central software
basedon the state-wise feedback/needs.

viii. Provide guidance to the state level PMUs.

ix. Provide necessary inputs to the

National level Monitoring
andImplementing Committee
(NLMIC).

x. Prepare necessary reports and

dashboards(MIS etc.) for
facilitatingreview at National/ State
Level.

xi. Ensure periodical reporting of the progress to

theGovernment of India.

xii. Provide guidance on the business aspects to

 the PACS as well as monitorthe
implementation carried out by the
selectedvendors.

i. Undertake planning and execution

of thetraining and capacity building
atall levels.

ii. Ensure the preservation of the data and

provide measures for dataanalysis &
analytics.

iii. Undertake all other matters necessary for

thesuccessful implementationof the project,
duly consulting NABARD/ GoI.

The team will be physically present at NABARD, HO and will be supported by the
NLPSV, teams of data analysts, programmers,
documentation specialists and other team members from
respective locations.

4.2 State PMUs:

a. Roles and responsibilities of State PMU

PMUs at the State level will:

i. Be manned by NABARD’s officials and Management & Technical

Experts.

ii. Will function under the overall guidance of the

Central PMU and report to StateSecretary of
Co-operation Department.

iii. Provide management/technical support during

andafter the implementation ofthe proposed
Project.

iv. Assist in identification of functional

PACS forcomputerization in
consultationwith State Government within
overall project guidelines.

v. Be responsible for identifying the

customization needs at the state level andreport
to the central PMU/SI.

vi. Liaise with state level stakeholders.

 i. Arranging for stakeholder capacity building at the state level.

ii. Follow up with stakeholders for successful implementation at thestate

level.

iii. Provide guidance on the business aspects to the

PACS as well as monitor theimplementation
carriedout by the selected vendors.

iv. Prepare necessary reports (MIS etc.) for facilitating review at

State Level.

v. Facilitate planning and successful execution of

thetraining and capacitybuilding at all State/ PACS
level as advised by Central PMU.

vi. Undertake all other matters necessary for

the successful implementation of
theproject, duly consulting all the
stakeholders.

4.1 Support Teams at District/ Cluster levels

There will be field level ‘support teams’, set up and

maintained by System Integrator,at a cluster of about
200 PACS/ District Level, manned and assisted by
persons with qualifications/ experience in installation of
computers/ trouble shooting for hardware and software,
field level on the job training etc. These support teams
will continue to

work throughout the project period. In the post project

period, suitable pay for use models will be developed
for sustained support for PACS. However, some states
with much less number of PACS like the NER/Goa/
Andaman and Nicobar Islands, will have teams of
smaller size.

5 Stakeholders

5.1 Roles and responsibilities of various stakeholders of

theproject

5.1.1 Government of India:

 Government of India i.e. Ministry of
Cooperation will be responsible for
guiding the overall implementation and
monitoring of the project through NLMIC.

5.1.1 State Governments:

a. State Governments will be responsible for

implementation and monitoring of the project
in their respective states through the State
Level Implementation and Monitoring
Committee (SLIMC) and District Level
Implementation and Monitoring Committee
(DLIMC).

b. To hold meetings of the SLIMC regularly,

record discussions and decisions,
communicate the same to relevant
stakeholders and follow up for action thereon.

c. Ensure that list of PACS, to be taken up for

computerisation, is approved by the SLIMC,
based on eligibility criteria.

d. Ensure that District Level Implementation

and Monitoring Committees (DLIMCs) are
set up in the relevant districts with
involvement of the DCCB and other
stakeholders as indicated in the project
guidelines and ensure regular meetings
thereof.

e. Where there are more than one DCCB

working in a district, States throughStCB to
involve all DCCBs to act on behalf of their
respective PACS.

f. To coordinate with the NLMIC and also

maintain/ share data on the progress of the
project.

g. Facilitate customisation of the national level

PACS Computerisation Software (PCS) as
per requirement of the PACS in the state
including
 modules and MIS.

a. Ensure that the System Integrator(s) (SI) is

identified for the state through due process.

b. Ensure data readiness and infrastructure

preparedness of the PACS for migration.

c. Enter into Service Level Agreement with SI,

monitor their work and release funds to these
agencies, based on the approved performance
milestones.

d. Ensure inflow of funds from GoI (through

NABARD) for proper implementation of the
project as also maintain necessary accounts.

e. To procure hardware as indicated at para

3.8.3 A (i) herein, through GeM Portal. SI
can beincluded in the procurement committee
formed by the State Government / UT
Administration, if required.

f. General Financial Rules (GFR), 2017 and

otherextant guidelines issuedby Government
of Indiain this regard, shall be followed in the
procurementprocess.

g. To ensure AMC for the hardware for the

entire project duration, i.e. for five years
(2022-23 to 2026-27).

h. The hardware shall conform to the

specificationsindicated by NABARD to
ensure compatibility with the National Level
PACS Software.

i. The purchased hardware shall be delivered

andinstalled at PACS premises and hardware
vendor shall provide on site support during
warranty/AMC period. He shall also provide
demo and duly advise maintenance
requirements to the PACS staff.

j. The work order to the vendor shall be issued by

 the State Government / UT, with the
approval of State Level Implementation &
Monitoring Committee (SLIMC).

5.1.1 NABARD:

a. NABARD will implement the project and act

as project manager for the PACS
Computerisation Project at Central level
under the guidance and directions of National
Level Monitoring and Implementation
Committee and Ministry of Cooperation.

b. NABARD will establish a core team of its officers for this

purpose which
will be assisted by a Project Monitoring
Unit (PMU) manned byprofessionals and
experts atnational and state level.

5.1.2 State Cooperative Bank:

a. Form a dedicated PACS

ComputerisationCell, equipped with
IT trainedmanpower, within the Bank
for this Project.

b. Act in capacity of Member Secretary

of theState Level Implementationand
Monitoring Committee (SLIMC).

c. Play the role of coordinator between the DLIMC and SLIMC.

d. Obtain authorisation from DCCBs and

PACS for entering into agreementswith SI
or any other stakeholders on behalf of the
DCCBs andPACS.

e. Take any other action necessary for

successful implementation of
theproject within the overall time
frame of the project.
5.1.1 District Central Cooperative Banks:

a. Form a dedicated PACS computerisation cell

within the Bank for thisproject.

b. Act in the capacity of Member Secretary of

the District Level Monitoring and
Implementation Committee (DLIMC). As
Member Secretary of the DLIMC, convene
meetings of the DLIMC, record discussions
and decisions, communicate the same to
relevant stakeholders and follow up for action
thereon.

c. Arrange to prepare list of eligible PACS as

per approved eligibility criteria and prioritise
the same as per the prioritisation norms, get it
recommendedby the DLIMC and refer to
SLIMCfor approval.

d. Procure letters of authorisation permitting

StCB to enter into agreementson its behalf
from each of the participating PACS and
issue letter of authorisation to StCB, based
on the same.

e. Ensure data readiness and infrastructure readiness of the PACS.

f. Guide and monitor the progress of

implementation of the project at the PACS.

g. Ensure that implementation problems are resolved by the SIor

escalated
to the DLIMC/ SLIMC, as may be required.

h. Put in place a mechanism to ensure that the

data at End of Day (EoD) is sent to the Data
Repository, after Go-live of the PACS.

5.1.2 Primary Agricultural Credit Societies:

a. Check own eligibility as per norms.

 a. If eligible, then check priority status as per norms.

b. If some criteria are not fulfilled, arrange to plug the gaps.

c. Submit application to the DCCB/StCB (in

case of states with 2 tier structure) for
inclusion in thelist of eligible PACS.

d. Issue letter of authorisation to the StCB,

through DCCB, authorising StCB to enter into
agreements on its behalf for this project.

e. Ensure onsite data readiness and infrastructure readiness.

f. Maintain data on the progress of the project

to be shared with DCCB. This involves
issuance of installation certificate after the
hardware is installed, AMC contract with
hardware vendor for five years, signing the
migration certificate after the data is migrated
to the new software and other such
milestones.

g. Ensure regular use of the software after migration.

h. Take full advantage of the handholding support provided

under the project.

i. Ensure regular transfer of data to the

National Data Repository, if
thePACS isworking on offline mode.

j. Ensure that sanctity of the IT environment is

maintained by following stepsas advised by
theSI.

k. Report problems in implementation

to the DCCB, to be resolved either
atDLIMC or escalated to SLIMC, as
may be necessary.

l. Liaise closely with SI for ensuring that

allactivities of the PACS andaccounts
are captured appropriately.

5.1.2 National Level PACS Software Vendor (NLPSV):

 a. Provide a national level PACS Computerisation Software
(PCS).

b. Customise the software based on the requirement of each

state.

c. Facilitate the SIs, in deployment of the PACS software.

d. Provide help desk support to PACS during the project period.

e. Provide training solutions on the

software totrainers under Training
ofTrainers (TOT) arrangement.

5.1.2 National Level Data Repository Vendor (NLDRV):

a. Be responsible for national level

data storage, security and
datamanagement.

b. Generate reports required at

i. National Level

ii. State Level

iii. NABARD

iv. Other stakeholders as directed by GoI/ NABARD/State

governments

5.1.3 System Integrator (SI) state-wise:

a. SI will coordinate with States/UTs for

installation of software prepared
byNLPSV.

b. Digitise existing manual/ semi

computerised/ computerised data ofPACS,
including legacy data.

c. Migrate PACS data to the new software

andobtain migration certificatefrom the
PACS / DCCB.

d. Integrate the software installed at the

PACS with the National DataRepository
to ensure that the data is stored at the Data
Repository.

e. Train DCCB personnel as Master Trainers

 and train PACS personnel onsoftware
usageand hardware maintenance.

a. Handhold PACS, on dedicated basis

for atleast 2 weeks from the dateof go-
live. Thereafter, provide handholding
on cluster mode.

Legal Framework

The project will adhere to the respective State

Cooperative Acts under which thePACS are working.
Theimplementation of the project shall be bound by the
following

agreements:

(a) A Service Level Agreement (SLA) will be

executed between NABARD and the National
Level PACS Software Vendor (NLPSV) as also
between NABARD and the National Level Data
Repository Vendor (NLDRV).

(b) A Service Level Agreement (SLA) will also be

executed between StCBs/ DCCBs and the System
Integrator(s) (SI).

Upkeep and maintenance of assets created

7.1 The software maintenance, in terms of upgrades/

antivirus and incorporation of new modules for new /
innovative activities initiated by the PACS, as also
maintenance of the data repository, will be done under
contract given to vendors at NABARD level with NABARD
as facilitator for initial five years.

7.2 Maintenance of the hardware installed at PACS

willbe the responsibility of the respective PACS, DCCBs/
 StCBs on an ongoing basis even after completion
of the project period.

7.1 The central infrastructure facility and

common software will be maintained and updated by
NABARD periodically. A suitable Pay per use
arrangement will be finalised by NABARD in
consultation with StCB/State Govt.for the period
beyond thecurrent project period of 5 years.

7.2 This will be a periodic contractual exercise,

which will be funded from contributions by various
tiers of the system during and beyond the project
period, as per the requirements.

7.3 State Level support teams will continue to

work under aegis of StCB andState Government and
suitable pay per use models will be designed for
financial closure for such continued functioning of
support teams. NABARDshall guide and handhold the
support teams / StCBs/ StateGovernments on an
ongoing basis.

8. Deliverables of the Project

8.1 Transparent and Complete accounting System

Accounting as per CAS (Common
Accounting System) & MIS (Management Information System) prescribed
by NABARD – Origination of accounts on the basisof the member
transactions and automation of all the businesses, their business
processes and associated calculations for all financial transactions. In an
ideal automated accounting system, every single entry, based on
transaction of any nature, shall:

1. Enable automatic posting and recording in all relevant heads ofaccounts.

2. Be in conformity with all pre-sets like rate of interest,
 period (including days) ofinterest applicability, etc.,

1. Appropriate amounts to various heads of accounts

as per the prescribed priorities.

2. Generation of accurate NPA, Interest subvention

statements covering the State and Central
components and other important & relevant
disclosurestatements.

8.1 Governance

1. Alerts on the conduct of Board Meetings and General Bodymeetings.

2. Prompting on Agenda preparation.

3. Record Keeping of Board & General Body Meeting proceedings.

4. Real time information flow and access to all stakeholders.

8.2 Enablement

a. Optimal use of Infrastructure – currently

substantial warehouse capacities are being
created under Atmanirbhar Bharat program.

b. Market connectivity – access to the agri-

produce information of members can facilitate the
institution for procurement, processing and
marketing thereof resulting in better price
realization to farmers.

c. Providing multiple financial and non-financial products, citizen

services etc.

9. Expected Outcomes of the

Project:

i. PACS functions will be faster, transparent and accountable.

ii. Migration of the legacy data.

iii. Timely generation of MIS.

iv. Improved facilities (credit & non- credit) to members at PACS

level.

v. Financial irregularities can be prevented on time.

vi. Increase in work efficiency of the PACS staff.

 i. Enhanced financial inclusion and business
opportunities for themembers.

9.1 Statutory Audit

An automated accounting and audit
process delivers prompt and accurate
audit statements leading to completion of
audit within 2 to 3 days from the date of
closure of financial accounts (31st
March) – the current practice of manual
accounting and preparation of audit
statements often results in inaccuracies
and delays in completing financial audits.

9.2 Transparency in Operations and

Productive ManpowerDeployment
Further, automation of all the businesses
and their business processes will lead to
complete transparency and ease of use
besides providing quality time for the
PACS staff and administration to plan
and undertake other profitable
businesses and services.

9.3 Integration
Seamless integration with all the relevant
governmental agencies and departments
and more specifically the higher
financing agencies leading to better
financial management and account
reconciliations.
Detailed Project Reports for PACS

Name Of Scheme

AGRICULTURE INFRASTRUCTURE FUND (AIF)

DPR

Annexure 1 - Estimated cost of the project

Estimated cost of project

Grand Total (in
Sr. No. Particulars lakhs)

1 Land and site development

(a) Land (Lease in name of company) -
Total -

2 Site Development 22.00

(a) Total 22.00

3 Civil Work
(a) Civil Work
Total -

4 Plant and Machinery (indigenous)

(a) Plant and Machinery 84.70
Total 84.70

5 Miscellaneous Fixed Assets

(a) Cost -

6 Working Capital Margin 8.30

7 Preliminary Expenses
(a) Security Deposit -
Total

8 Pre-Operative Expense
(for 6 months up to the date odcommencement of
commercial production)

(a) Establishment and Travelling and OtherExpenses -

(b) Legal and Misc Expense -

Total -

9 E mandi expense -

Total Cost of Project 115.00

AGRICULTURE MARKETING INFRASTRUCTURE (AMI)

 https://www.nabard.org/info-centre-model-bankable-projects.aspx?cid=506&id=24

Fill up this page by open the link

SUB-MISSION ON AGRICULTURAL MECHANIZATION (SMAM)

DPR Template for projects under Agriculture Infrastructure Fund1

 1. Details of the Applicant

SN Particulars Details

i. Name of the Applicant

Constitution Legal Status of Applicant :

ii. (i.e. Govt. organization, NGO, Co-operative society,
Company, partnership firm, proprietorship firm, Individual, To be filled by the applicant
FPO, Self Help Group, etc.)

iii. Registration No. of Applicant/CIN

iv. GST No. of Applicant

v. Date of Establishment/ Incorporation

vi. Address of the registered office

vii. PAN No. of Applicant

viii. Address of the proposed site

ix. District

x. State

xi. Pin Code

Whether lead promoter belong to SC/ ST/

xii. Woman/Minority

*Details of associates/ allied firms, if any may also be provided.

2. Contact details of the Applicant/Promoter(s)/Partner(s)/Directors(s)/ Members

including addresses, telephone, mobile, fax, e-mail, website,PAN etc.

SN Name of Applicant/ Address Telephone Mobile E-mail Id Any

Promoter(s)/ No. No. other
Partner(s)/ Director(s)/ details
Members

1
2 To be filled by the applic ant

3. Details of the Promoter(s)/Partner(s)/Directors(s)/ Members

1This template is prepared keeping in mind the essential information required by the lending institutions to
process the loan application. Different formats of table/description can be used for preparation of the
DPR but all the required information in template should be included in the DPR.
 Model DPR for Reefer Van

S Name of Aadhaar PAN Academic Net DIN Credit Date of Partner

N Promoter(s)/ No. No. and Worth No. Rating Share profit
Partner(s)/ technical Qualificati holding sharing
Director(s)/ on ratio
Members

1
To be f illed by the ap plicant
2

1. Relative experience of the

Applicant/Promoter(s)/Partner(s)/Directors(s)/
Members

S Name of lead Detail of Details of Supporting

N Applicant/Promoter(s)/Partner(s)/ Experience Members Turnover Document
of Applicant Entity (year- attached, if any
wise) (Yes/No)

1 To be filled by the applicant

2

2. Details of Existing Banking and Credit facilities of the Applicant/ Promoter(s)/

Partner(s)/ Directors(s)

Name
Types of Outstanding
S of Bank Limits as on Securities Rate of Repayment Purpose
N Facility and dd/mm/yyyy interest terms
Branch

Cash
1 Credit

Term
2 Loan To be filled b y the applicant

3 Others

*Information pertaining to credit rating (internal /external) may also be shared along
with the aforementioned information
Details of GST Returns submitted, if any or status of registration
1. Project Details
a. Objective of the proposed project: REEFER VAN
b. Category of proposed infrastructure as per the Scheme:
1 Supply chain
2 Warehouses
3 Silos
4 Pack Houses
5 Assaying Unit
6 Sorting & Grading unit
7 Cold Chain
8 Logistics facilities
9 Primary Processing Centres
10 Ripening Chambers
11 Organic input production
12 Bio stimulant production unit
13 Infrastructure for Smart and precision agriculture
Projects identified for providing supply chain
14 infrastructure for clusters of crops including export
clusters.
Projects promoted by
Central/State/LocalGovernments or
15 their agencies under PPP for
building community farming assets or post-harvest
management projects.
16 Any other (Smart and precision agriculture) ✓

a. Type of Operating Model (Rental, PPP, captive, Lease, Franchis e etc.) and
details

To be filled by the applicant, some sample details are added

 1. Land Details:

SN Particulars Details

1 Land Area NA

2 Status of Legal title & Possession

3 if leased, Period of lease

4 Coordinates of location

5 Details of CLU

Connectivity to roads
6 XX Km from YY road
I. State Highway (in Km.)
II. National Highway (in Km.)

7 Availability of Water Borewell and water pipe line

8 Availability of Power State electricity board

2. Proposed facilities:

I. Details of proposed facility

Type of facilities proposed tobe created No. of Total Capacity No. of Days of
SN Units [MT, Ltrs, MT/Hr. operation

1 Warehouse

2 Silos

3 Pack-house

4 CA Store

5 Cold store

6 Frozen store

7 Pre-cooling Chambers

Assaying, Sorting, Grading, Waxing, Weighing,

8 Packing facility [Modify as peractual]

9 Ripening Chambers

10 IQF

11 Blast Freezing

Refrigerated Vehicles/ Reefer

12 vans

13 Mobile Pre-coolers

Insulated/ non-insulated 225 MT per

14 distributionvehicle 2 Units annum 300 days
 Type of facilities proposed to No. of Total Capacity No. of Days of
SN
be created Units [MT, Ltrs, MT/Hr. operation
15 Irradiation Facility
16 Organic input production
17 Bio Stimulant production units
18 Others

I. Details of technologies to be used/ alternative technologies

II. Flow chart of activity process

III. Reefer vehicles

Inefficiencies in the post-harvest value chain in Indian agriculture stifle farmer

incomes and are a barrier to the realisation of the full potential of Indian
Agriculture. These inefficiencies arise from losses during harvesting, threshing,
drying, poor storage facilities, transportation problems, defective packaging,
manual assaying, legacy marketing practices and flawed policies etc. From various
studies on post-harvest losses in India, it is evident that the amount of food wasted
in a year in India is equivalent to annual food consumption in the UK (Rathore et
al.,2010). The principle of the refrigerated preservation of foods is to reduce and
maintain the temperature of the food in order to control, reduce or stop the rate of
deterioration of food.

The food deterioration might occur due to physical, biochemical and physiological
changes. The effective refrigeration process reduces the effect of these changes,
preserve the food with a long shelf-life and quality. Reefer vehicles are the insulated
vehicles and are essential for the long-distance transport of perishable
andtemperature-sensitive goods.

Kiwifruit or Chinese gooseberry (Actinidia deliciosa Chev.) is known as

China’s miracle fruit and New Zealand’s horticultural wonder. It took another
100 hundred years for Arunachal growers to discover that their kiwifruits taste as
sweet and fragrant as New Zealand’s. According to a report by the National
Horticulture Board, Arunachal Pradesh accounts for more than 50% of the total
production of kiwi in India.

The kiwifruit is high in nutritional and medicinal value with Vitamin C and E
content that’s twice that of tomato, guava, and avocado. It’s also high in dietary
fibre, antioxidants, and minerals such as potassium, phosphorus, and calcium,
which gives many health benefits, including supporting heart and digestive
health.

The purpose of this project is to transport kiwi from the mandis of Arunachal
Pradeshto Delhi in reefer vans. The season for Kiwi is 3 months in a year. We also
foresee 7 months rental business for reefer van wherein the reefer vans shall be
given on rent at the rental of
₹ 1,500 per day (diesel cost to be borne by the hirer)
 1. Proposed Project Financials
a. Estimated Project cost details

Amount
S. No. Particulars
(Rs. In Lakhs)
1 Civil Works 0.00
2 Plant & Machineries 62.00
3 Miscellaneous Fixed Assets 0.00
4 Working Capital Margin Money 1.00
5 Preliminary & Preoperative Expenses 0.10
Project Cost 63.10

b. Plant and Machineries

A list of plant and machinery required for a reefer van

are as under:

Qty. in Price in
S.No Name of Machinery Nos Rs.
Mini Refrigerated Van- capacity 15 tonnes perday
1
1 60,00,000

2 Miscellaneous - Crates, forklift 2 2,00,000

Total Machineries (Rs. In Lakhs) 62.00
Total Cost of Plant and Machineries (Rs. InLakhs) 62.00

c. Means of finance

S. No. Source of Finance Amount (Rs. %

In Lakhs)

1 *Promoter’s Equity (10.00%) 6.31 10.00

2 Term Loan from Bank 55.79 88.41
4 Working Capital Margin Money 1.00 1.59
Total 63.10 100

*The source of the owned funds and also the capacity of the promoter to
support theproject in the event of cost escalations due to time overruns should also
be mentioned
 c. Basic Revenue Projections (₹ in lakh)

SN Item Year 1 Year 2 Year 3 Year 4 Year 5

1 Turnover 147.02 160.86 173.23 185.61 197.98

2 Cost of Operations 128.75 138.85 148.91 158.99 169.10

3 Gross Profit 18.27 22.01 24.33 26.62 28.88

Earnings Before 18.27 22.01 24.33 26.62 28.88

Interest, Tax,
4
Depreciation and
Amortization (EBITDA)

5 Profit before taxation 8.602 14.318 18.402 22.283 25.985

6 Profit after taxation 5.991 10.023 12.882 15.598 18.190

*CMA data to be provided along with projected balance sheet, profit & loss
statements,coveringentire period of repayment.

d. Financial Parameters
Ref Page No. in
SN Particulars Details (Ratio/%)
DPR*
Internal Rate of Return (IRR) [(a) With and (b)
1 without grant/ subsidy] 63.32% -

Avg. Debt Service Coverage Ratio

2 (DSCR) 2.45 -

3 Break Even Point (BEP) 39.62% -

4 Debt-Equity Ratio ( TTL/TNW) 1.97 -

5 Fixed Assets Coverage Ratio 1.37 -

e. Credit Facilities proposed

I. Fund Based
a) Term Loan 55.79 lacs

b) Working Capital 1 lacs

(Attach Assessment of working capital, if proposed)

II. Non Fund Based

f. Collateral Security proposed to be offered and its approximate value for the
applicable cases. (To be furnished only in case of loans above Rs.2 crore)

g. Repayment Schedule (Including moratorium period) - 84 Months (6 months of

Moratorium included)
 c. Details of Statutory/other
approvals/registrations (status) Completed

1. Availability of Raw Materials in the Catchment Area - provide details such

as Adequate Volume, Wider Mix of Raw Materials, Days of Operation in a
Year along with supporting data. Based on this information
feasibility/viability of the project should be justified.

N/A

2. Details of the catchment area of the project

Location of the Name Quantities to be

S.N Commodities
Catchment Village/Dist/ sourced [MT ]
(Primary/Secondary) to be sourced ( per annum)
APMC
1
2

*DPR should comprised of detailed chapter on proposed catchment

(production andsupplystatistics).

3. Details of existing demand of the product and marketing arrangements

(including e-trading), possibility of for leasing with FCI/CWC/SWC/e-
commerce players / retailers for assured cash flows if any.

4. Employment Generation projections

a. Direct Employment: (Skilled and Semi-skilled): 4
b. Contractual Employment with no. of days ..........................
c. Indirect Employment (specify): ......

Particulars Nos. Monthly Salary (Rs.)

Driver 2 40,000
Mechanic 2 15,000
Total salary (Rs. In Lakh Per year) 3.3 lakhs
 • Direct Employment: (Skilled and Semi-skilled) -4
• Contractual Employment with no. of days: 1 (300 days)
• Indirect Employment (specify): 5
1. Details of renewable/ alternate energy sources including solar energy, if
any, proposed to be used for operating the project including inter alia,
details ofpower generation.

2. Details of pollution issues (if any) and adoption of modern

technology for reducing the carbon footprints and increasing
operational efficiency:-
How the technology will help in
Name of Basic cost reducing carbon footprint
SN technology/item (Excluding taxes and/or increase in operational
etc.) efficiency
1
kon2

1. List of Manufacturers/ Suppliers of P&M (enclose quotations)

I certify that the information / contents as above furnished by me / us are

true to the bestof my / our knowledge and belief and nothing material has been
concealed. In case, any information furnished in the application is found false,
my / our application may be rejectedout at any stage by the Bank and not
eligible under Agriculture Infrastructure Fund scheme.

To be filled by the applicant

Signature of the Applicant

Date: _
Place:
Contents Table

Contents Link

Annexure 1 - Estimated cost of the project Ann 1'!A1

Annexure 2 - Means of Finance Ann 2'!A1

Annexure 3 - Complete Estimate of Civil and Plant and Machinery Ann 3'!A1

Annexure 4 - Estimated Cost of Production Ann 4'!A1

Annexure 5- Projected balance sheet Ann 5'!A1

Annexure 6 - Requirement of Fuel Ann 6'!A1

Annexure 8 - Details of Manpower Ann 8'!A1

Annexure 9 - Computation of Depreciation Ann 9'!A1

Annexure 10 - Calculation of Income tax Ann 10'!A1

Annexure 11- Break even analysis (At maximum capacity utilization) Ann 11'!A1

Annexure 13 - Repayment schedule Ann 13'!A1

Annexure 14 - Cash flow statement Ann 14'!A1

Sales Budget Budgets!A1

Assumptions Assumptions!A1
Annexure 1 - Estimated cost of the project

Estimated cost of project

Grand Total (in

Sr. No. Particulars lakhs)

1 Land and site development

(a) Land (Lease in name of company) -

Total -

2 Site Development -
(a) Total -

3 Civil Work
(a) Civil Work -

Total -

4 Plant and Machinery (indegenous)

(a) Plant and Machinery 62.00

Total 62.00

5 Miscellanoeus Fixed Assets

(a) Cost -

6 Working Capital Margin 1.00

7 Preliminary Expenses -
(a) Security Deposit -

Total -

8 Pre-Operative Expense
(for 6 months upto the date od commencement of
commercial production)

(a) Establisment and Travelling and Other Expenses

(b) Legal and Misc Expense 0.10

Total 0.10

Total Cost of Project 63.10

 Annexure 2 - Means of Finance

Sr. No. Item Grand Total (in lakhs)

1 Promoter's equity 6.310
2 Eligible Assistance -
3 Term Loan 55.79
4 CC Limit 1.00
Total 63.10

Annexure 3 - Complete Estimate of Civil and Plant and Machinery

1. Plant and machinery** Units Capacity Amt

1 Mini Refrigerated Van- capacity 15 tonnes per day 2 3,000,000 6,000,000
2 Miscellaneous - Crates, forklift 200,000
Total Plant and Machinery 6,200,000

Total fixed Assets 6,200,000

** The Plant and Machinery cost estimate is as per the available technology
 Annexure 4 - Estimated Cost of Production

Y
Sr. No D
e
e
a
s
r
c
r
e
i
n
p
d
t
i
i
n
o
g
n

M
a
r
c
h

3
1
s
t
I II III I V V VII V IX
V I I
I
I
No of Working months 12 12 12 12 12 12 12 12 12

Input Kiwi 10,800,000 11,700,000 12,600,000 13,500,000 14,400,000 15,300,000 16,200,000 17,100,000 18,000,000
Insurance cost @ 2% of purchase cost 124,000 130,200 136,710 143,546 150,723 158,259 166,172 174,480 183,204
Running and Manintenance expense @1% of raw 108,000 117,000 126,000 135,000 144,000 153,000 162,000 171,000 180,000
material
Food and accomodation expenses 150,000 151,500 153,015 154,545 156,091 157,652 159,228 160,820 162,429
Diesel Cost 677,250 684,023 690,863 697,771 704,749 711,797 718,915 726,104 733,365
Cost of Production 11,859,250 12,782,723 13,706,588 14,630,862 15,555,562 16,480,707 17,406,314 18,332,404 19,258,998
Add: Opening Stock - 148,500 309,375 482,625 668,250 866,250 655,875 433,125 198,000
Less: Closing Stock 148,500 309,375 482,625 668,250 866,250 655,875 433,125 198,000 -
Sub Total 11,710,750 12,621,848 13,533,338 14,445,237 15,357,562 16,691,082 17,629,064 18,567,529 19,456,998

Administrative salaries and wages 429,000 459,030 491,162 525,543 562,331 601,695 643,813 688,880 737,102
Marketing expense 735,075 804,295 866,163 928,032 989,901 1,073,018 1,136,136 1,199,255 1,259,874
Total 1,164,075 1,263,325 1,357,325 1,453,576 1,552,232 1,674,712 1,779,950 1,888,135 1,996,976

Cost of Sales 12,874,825 13,885,172 14,890,663 15,898,813 16,909,795 18,365,794 19,409,014 20,455,665 21,453,974
Expected sales revenue - From transportation of Kiwis 14,701,500 16,085,891 17,323,268 18,560,644 19,798,020 21,460,354 22,722,728 23,985,101 25,197,480
Expected sales revenue - From rent of van 315,000 321,300 327,726 334,281 340,966 347,785 354,741 361,836 369,073
Gross Profit 2,141,675 2,522,019 2,760,330 2,996,112 3,229,191 3,442,345 3,668,455 3,891,272 4,112,579

Financial expense
Interest on Term Loan 331,521 289,679 238,180 186,682 135,183 83,685 32,187 - -
Interest on WC Loan 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000
Total Financial expense 341,521 299,679 248,180 196,682 145,183 93,685 42,187 10,000 10,000

Operating profits (PBT) 1,800,154 2,222,340 2,512,150 2,799,430 3,084,008 3,348,660 3,626,268 3,881,272 4,102,579
Preliminary Expense 10,000 - - - - - - - -
depreciation 930,000 790,500 671,925 571,136 485,466 412,646 350,749 298,137 253,416
Net Profit before Tax 860,154 1,431,840 1,840,225 2,228,293 2,598,542 2,936,014 3,275,519 3,583,136 3,849,163
Income Tax 261,046 429,552 552,067 668,488 779,563 880,804 982,656 1,074,941 1,154,749
Profits after Tax 599,108 1,002,288 1,288,157 1,559,805 1,818,979 2,055,210 2,292,863 2,508,195 2,694,414
Distribution of profits (80%) 479,286 801,831 1,030,526 1,247,844 1,455,183 1,644,168 1,834,291 2,006,556 2,155,531
Profit transfer to balance sheet 119,822 200,458 257,631 311,961 363,796 411,042 458,573 501,639 538,883

1. The diesel cost is expected to incraese 1% every

2. the rental for van is expected to increase 2% annually
3. The food and accomodation expenses are assumed at Rs. 20,000 per day per head for 3 months
 Annexure 5- Projected balance sheet

Projected Balance sheet

Year
Sr. No Descript
endi
ion
ng
Marc
h
31st
I II I IV V VI V VI I
I II II X
I
A Asset
1 Fixed Capital expenditure
Gross Block 6,200,000.00 5,270,000.00 4,479,500.00 3,807,575.00 3,236,438.75 2,750,972.94 2,338,327.00 1,987,577.95 1,689,441.26
Less- Depreciation 930,000.00 790,500.00 671,925.00 571,136.25 485,465.81 412,645.94 350,749.05 298,136.69 253,416.19
Net Block 5,270,000.00 4,479,500.00 3,807,575.00 3,236,438.75 2,750,972.94 2,338,327.00 1,987,577.95 1,689,441.26 1,436,025.07
2 Sundry debtors 3,003,300.00 3,281,438.25 3,530,198.70 3,778,984.85 4,027,797.23 4,361,627.84 4,615,493.73 4,869,387.45 5,113,310.54
3 Closing stock 148,500.00 309,375 482,625 668,250 866,250 655,875 433,125 198,000 -
4 Cash/ bank balance 4,058,867.67 4,292,504 4,481,743 4,612,121 4,696,263 5,078,187 5,538,086 6,859,093 8,145,468
Total assets 12,480,667.67 12,362,818 12,302,141 12,295,795 12,341,283 12,434,017 12,574,282 13,615,921 14,694,804

B Liabilities
1 Capital 631,000.00 750,822 951,279 1,208,911 1,520,872 1,884,668 2,295,710 2,754,282 3,255,921
Add- Profit 119,821.51 200,458 257,631 311,961 363,796 411,042 458,573 501,639 538,883
Less- Drawings - - - - - - - - -
Closing capital 750,821.51 951,279 1,208,911 1,520,872 1,884,668 2,295,710 2,754,282 3,255,921 3,794,804
2 Term Loan 5,149,846.15 4,291,538 3,433,231 2,574,923 1,716,615 858,308 - - -
3 Working capital 100,000.00 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000
4 Creditors 6,480,000.00 7,020,000.00 7,560,000.00 8,100,000.00 8,640,000.00 9,180,000.00 9,720,000.00 10,260,000.00 10,800,000.00
Total liabilities 12,480,667.67 12,362,818 12,302,141 12,295,795 12,341,283 12,434,017 12,574,282 13,615,921 14,694,804

Current Ratio
Current Assets 7,210,668 7,883,318 8,494,566 9,059,356 9,590,310 10,095,690 10,586,704 11,926,480 13,258,779
Current Liabilities 6,580,000 7,120,000 7,660,000 8,200,000 8,740,000 9,280,000 9,820,000 10,360,000 10,900,000
Ratio 1.09584615 1.107207531 1.108951229 1.104799519 1.097289479 1.087897656 1.07807579 1.15120463 1.21640174
Average 1.116408192

Debt Equity ratio

Debt 5,249,846 4,391,538 3,533,231 2,674,923 1,816,615 958,308 100,000 100,000 100,000
Equity 750,822 951,279 1,208,911 1,520,872 1,884,668 2,295,710 2,754,282 3,255,921 3,794,804
Ratio 6.992136045 4.616456083 2.922656672 1.758809123 0.963891661 0.417434206 0.0363071 0.030713274 0.026351822
Average 1.973861776

Fixed asset coverage ratio

Fixed assets 5,270,000 4,479,500 3,807,575 3,236,439 2,750,973 2,338,327 1,987,578 1,689,441 1,436,025
Debt 5,249,846 4,391,538 3,533,231 2,674,923 1,816,615 958,308 100,000 100,000 100,000
ratio 1.00383894 1.020029778 1.077646848 1.209918438 1.514339778 2.440058674 19.87577947 16.89441255 14.36025067
1.377638742

Debt service coverage ratio

Interest on loan (TL + WC) 341,521 299,679 248,180 196,682 145,183 93,685 42,187 10,000 10,000
Instalment of loan 529,154 958,308 958,308 958,308 958,308 958,308 958,308 100,000 100,000
Total Interest 870,675 1,257,987 1,206,488 1,154,990 1,103,491 1,051,993 1,000,494 110,000 110,000
Net operating income 2,141,675 2,522,019 2,760,330 2,996,112 3,229,191 3,442,345 3,668,455 3,891,272 4,112,579
Ratio 2.459786404 2.004806181 2.287905163 2.594059369 2.926340813 3.272213648 3.666642395 35.37520452 37.38708317
Average 2.454579586

1. asssumed that 90 days of purchases are average creditors maintained

2. assumed that 60 days of sales are average debtors maintained by the business
Annexure 6 - Requirement of Fuel

Requirement of Fuel

Fuel
Diesel cost per litre 86
Distance between Bomdila to Itanagar to Delhi (kms) 2100
No. of round trips per year per van 7.5
Mileage (kms/ liter) 4
Litres of diesel required for one round trip 1050
Diesel cost for round trip 90300
Diesel cost per day 7525

Annexure 8 - Details of Manpower

Details of Manpower

S. No. Designation In no. Salary per person per month Annual cost
i. Driver 2 40,000 240,000
ii. Mechanic/ Helper 2 15,000 90,000
Total 330,000

Add: benefits @ 30% 99,000

Total 429,000

Total annual wages 429,000

Annual increase in wages 7%
Total manpower 4
 Annexure 9 - Computation of Depreciation

Computation of Depreciation

Sr. No. Particulars Civil work Plant and Machinery Misc Fixed Asset Amount in lakhs
i. Cost - 6,200,000 - 62.00
ii. Pre operatives - - - 0.00
iii. Contingencies - - - 0.00
Total 62.00

Rates of Depreciation 10% 15% 10% Total

depreciation for
the year
Year 1 - 930,000.00 - 930,000.00
Year 2 - 790,500.00 - 790,500.00
Year 3 - 671,925.00 - 671,925.00
Year 4 - 571,136.25 - 571,136.25
Year 5 - 485,465.81 - 485,465.81
Year 6 - 412,645.94 - 412,645.94
Year 7 - 350,749.05 - 350,749.05
Year 8 - 298,136.69 - 298,136.69
Year 9 - 253,416.19 - 253,416.19
 Annexure 10 - Calculation of Income tax

Calculation of Income Tax

Particular YEAR ENDING 31st

s
MARCH

I I I I V V V VIII IX
I I V I I
I I
Net profit before tax 1,800,15 2,222,340 2,512,150 2,799,430 3,084,00 3,348,660 3,626,268 3,881,272 4,102,579
4 8
Add- dep on SLM - - - - - - - - -
Sub total 1,800,15 2,222,340 2,512,150 2,799,430 3,084,00 3,348,660 3,626,268 3,881,272 4,102,579
4 8
Less- Dep on WDV 930,000 790,500 671,925 571,136 485,466 412,646 350,749 298,137 253,416
Sub total 870,154 1,431,840 1,840,225 2,228,293 2,598,54 2,936,014 3,275,519 3,583,136 3,849,163
2
Less - Deductions - - - - - - - - -
Taxable profits 870,154 1,431,840 1,840,225 2,228,293 2,598,54 2,936,014 3,275,519 3,583,136 3,849,163
2
Income tax @30% 261,046 429,552 552,067 668,488 779,563 880,804 982,656 1,074,941 1,154,749
 Annexure 11- Break even analysis (At maximum
capacity utilization)

Break even capacity at maximum capacity utilization

Sales 21,002,143
Variable cost

- Running and maintenance cost 3,150,321

- Interest on Working capital 10,000

Contribution 17,841,821

Less: Fixed costs

Wages and salaries 429,000

Depreciation 930,000

Fixed charges for office 144,000

Electricity fixed charge 150,000

Insurance cost 124,000

Interest on TL 331,521

Fixed cost 2,108,521

Particulars Rs. per kg

Sales price per kg 110

Variable costs

Input Kiwi 80

Running and maintenance 0.8

Marketing expense 5.5

Interest on working capital 0.04

Contribution per unit 23.65555556

BEP in kgs 89,134.30

Total BEP % 39.62%

Break-even point is the condition when an entity generate sufficient revenue that it can meet its fixedexpense after
deducting any variable expense, i.e., the point where contribution is equal to thefixed expense.

For the first year of operation the break-even capacity comes at 39.62% capacity, it is because of the fact that in the Initial
year the fixed expense of consultancy for project is taken in to considerationfor calculation of BEP. considering our
operational capacity in year 1 to be 60% which is more than the BEP,hence we can conclude that the project is sound
enough to cover its fixed expense.
 Annexure 13 - Repayment schedule

Repayment schedule
Amount of Loan (in lakhs) 55.7900
Rate of 6.00%
interest
6 months
Moratorium
period

Year Quarter Balance outstanding Principal instalment Interest

1 55.79 0 0.83685
2 55.79 0 0.83685
1 3 55.79 2.145769231 0.83685
4 53.64423077 2.145769231 0.80466
1 51.49846154 2.145769231 0.77248
2 49.35269231 2.145769231 0.74029
2 3 47.20692308 2.145769231 0.7081
4 45.06115385 2.145769231 0.67592
1 42.91538462 2.145769231 0.64373
2 40.76961538 2.145769231 0.61154
3 3 38.62384615 2.145769231 0.57936
4 36.47807692 2.145769231 0.54717
1 34.33230769 2.145769231 0.51498
2 32.18653846 2.145769231 0.4828
4 3 30.04076923 2.145769231 0.45061
4 27.895 2.145769231 0.41843
1 25.74923077 2.145769231 0.38624
2 23.60346154 2.145769231 0.35405
5 3 21.45769231 2.145769231 0.32187
4 19.31192308 2.145769231 0.28968
1 17.16615385 2.145769231 0.25749
2 15.02038462 2.145769231 0.22531
6 3 12.87461538 2.145769231 0.19312
4 10.72884615 2.145769231 0.16093
1 8.583076923 2.145769231 0.12875
2 6.437307692 2.145769231 0.09656
7 3 4.291538462 2.145769231 0.06437
4 2.145769231 2.146 0.03219
 Annexure 14 - Cash flow statement

P 0 I I I I V V V V IX
a I I V I I I
r I I I
t I
i
c
u
l
a
r
s
opening balance 100,000 100,000 4,058, 4,292,5 4,481,743 4,612,1 4,696,263 5,078,187 5,538,086 6,859,093
868 04 21
Add: Capital 631,000 - - - - - - - - -
Add: Loan disbursement 5,579,0 - - - - - - - - -
00
Less: Purchase of asset 6,200,0 - - - - - - - - -
00
Less: Land purchase -
Add: Sales realizations 12,013, 13,12 14,120, 15,115,93 16,111, 17,446,51 18,461,97 19,477,55 20,453,242
200 5,753 795 9 189 1 5 0
Less: Payment made to - - 6,480, 7,020,0 7,560,000 8,100,0 8,640,000 9,180,000 9,720,000 10,260,000
creditors of previos year 000 00 00
Add: Receipts from debtors - - 3,003, 3,281,4 3,530,199 3,778,9 4,027,797 4,361,628 4,615,494 4,869,387
of previos year 300 38 85
Less: Payments made for - 6,543,3 7,026, 7,503,9 7,984,438 8,467,7 8,975,419 9,466,264 9,960,540 10,455,974
current year purchase 25 047 13 95
Less: Pre incorporation 10,000 - - - - - - - - -
expense
Less: Interest payments - 341,521 299,6 248,180 196,682 145,183 93,685 42,187 10,000 10,000
79
100,000 5,228,3 6,382, 6,922,6 7,386,761 7,789,3 8,461,467 9,213,340 9,940,589 11,455,749
54 195 44 17
Less: Income tax - 261,046 429,5 552,067 668,488 779,563 880,804 982,656 1,074,941 1,154,749
52
- 4,967,3 5,952, 6,370,5 6,718,273 7,009,7 7,580,663 8,230,684 8,865,649 10,301,000
08 643 76 54
Less: Distrubutions made - 479,286 801,8 1,030,5 1,247,844 1,455,1 1,644,168 1,834,291 2,006,556 2,155,531
from profits 31 26 83
- 4,488,0 5,150, 5,340,0 5,470,429 5,554,5 5,936,495 6,396,393 6,859,093 8,145,468
22 812 50 71
Less: Principal repayment - 429,154 858,3 858,308 858,308 858,308 858,308 858,308 - -
of loan 08
Closing cash balance 100,000 4,058,8 4,292, 4,481,7 4,612,121 4,696,2 5,078,187 5,538,086 6,859,093 8,145,468
68 504 43 63
 Y
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3
1
s
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I I III I V V V VIII IX
I V I II
Estimated ocupational capacity 60% 65 70% 75% 80% 85% 90% 95% 100%
%
Production capacity (kgs) 135,000 146,250 157,500 168,750 180,000 191,250 202,500 213,750 225,000
Sales (kgs) 133,650 144,788 155,925 167,063 178,200 193,163 204,525 215,888 226,800
Revenue in Rs. 14,701,500 16,085,89 17,323,268 18,560,64 19,798,020 21,460,35 22,722,72 23,985,101 25,197,480
1 4 4 8
Sales Budget

Estimation of Production capacity

Per annum capacity in kgs 225,000 Reefer van size is 15 MT per day
Operational days 90
Round trip (days) 12
Number of round trips 8
Number of vehicles 2
Round trips in a season 15
Please note that it is assumed

while returning from Delhi to

Arunachal Pradesh, the van has

equivalent occupational capacity

to transport items. Rental per day

per van 1,500

Rental operation no of days 210

Products Production at Sales prices per kg Purchase price

100% capacity perkg
Output 225,00 110.0 80.0
0
 Production Budget
Y
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I II I I V V V V I
I V I I II X
I I I
Opening Stock - 1,350 2,813 4,388 6,075 7,875 5,963 3,938 1,800
Production 135,000 146,250 157,500 168,750 180,000 191,250 202,500 213,750 225,000
Sales 133,650 144,788 155,925 167,063 178,200 193,163 204,525 215,888 226,800
Closing Stock 1,350 2,813 4,388 6,075 7,875 5,963 3,938 1,800 -
 S. no. Assumptions

1 It is assumed that the Reefer

vans are used for
transporation of Kiwis for 3
months in peak seasonfrom
ArunachalPradesh to Delhi.
For rest of 7 months the
reefer vans are provided on
rent.

2 The reefer vans provided on rent are exclusive of the diesel cost. The diesel cost is to
be borneby hirer.

MISSION FOR INTEGRATED DEVELOPMENT OF HORTICULTURE (MIDH)

DPR

Annexure 1 - Estimated cost of the project

Estimated cost of project

Grand Total (in
Sr. No. Particulars
lakhs)
1 Land and site development
(a) Land (Lease in name of company) -
Total -

2 Site Development 22.00

(a) Total 22.00

3 Civil Work
(a) Civil Work
Total -

4 Plant and Machinery (indegenous)

(a) Plant and Machinery 84.70
Total 84.70

5 Miscellanoeus Fixed Assets

(a) Cost -

6 Working Capital Margin 8.30

7 Preliminary Expenses
(a) Security Deposit -
Total

8 Pre-Operative Expense
(for 6 months upto the date od
commencement of
commercial production)

(a) Establisment and Travelling and Other -

 Expenses
(b) Legal and Misc Expense -
Total -

9 E mandi expense -

Total Cost of Project 115.00

PRADHAN MANTRI FORMALIZATION OF MICRO FOOD PROCESSING ENTERPRISE(PMFME)

https://www.nabard.org/info-centre-model-bankable-projects.aspx?cid=506&id=24

Fill up this page by open the link

PRADHAN MANTRI MATASYA SAMPADA YOJANA (PMMSY)

Detailed on Page No. 27

PROJECT PROFILE FOR RAW & BOILED RICE MILLS

(CAPACITY 2.5 TPH)

1.0 SCOPE OF THE PROJECT IN THE AREA OF OPERATION

Sufficient information needs to be collected about the availability of raw material in thearea, no
of existing rice mills with their processing capacity, demand of paddy for
 consumption purpose and seeds etc. as per records of the concerned agriculture officeand District
Industries Centre (DIC) of the state.

The Annual capacity of the proposed plan would be 9,000 M.T., assuming one shiftoperation of
12 hours for 300 days.

2.0 FOR IMPLEMENTATION OF THE PROJECT:

• The society has to raise the requisite share capital;

• Land Purchase/Leased by the society;

• Obtained assurance from State Electricity Board (MSEB) for providing required
electricity connection;

• NOC from Pollution control board;

• Prepared plan and estimates for civil work of main plant and other ancillary buildings;

• Obtained quotations from suppliers of plant & machinery and other equipments;

• Identify market for finished products

3.0 PROJECT COMPONENTS AND THEIR TENTATIVE COST

(Rs. in lakhs)

3.1 Land and Land Development (for Raw & Boiled Rice)
• Cost of Land 6.50
• Cost of Leveling/Development 0.50
• Cost of Approach Road 1.50
• Cost of Compound Wall 5.00
TOTAL - 13.50

3.2 Building & Civil Work(for Raw & Boiled Rice)

36.00
• Main Factory Building(500 Sq.M)
• Raw Material Godown(800 Sq.M) 27.00
• Finished Goods Godown
& Packing(500 Sq.M) 20.00

• Administrative Building(150 Sq.M) 8.00

3.00
• CONFERENCE HALL

• GENARATOR ROOM & WORKSHOP 2.50

2.00
• Sanitary & Plumbing
• Watchmen Cabin 1.50
1.00
• Electricity Chamber
TOTAL -
101.00
3.3 Plant & Machinery Raw Rice Boiled Rice
• Milling Section 57.00 54.00
• Paddy Barboiling/Steaming Plant -- 33.00
•
• Steam Boiler -- 17.00
• Excuse Duty & other Taxes 9.00 16.00

TOTAL - 66.00 120.00

3.4 Miscellaneous Fixed Assets (for Raw & Boiled Rice)

2.50
• OFFICE FURNITURES & FIXTURES
0.50
• COMPUTER
13.00
• ELECTRIFICATION FOR THE FACTORY & WATER DIST.
1.00
• FIRE FIGHTING EQUIPMENTS
7.50
• M.S.E.B. DEPOSIT, TRANSFORMER ETC.
10.50
• D.G. SET
1.50
• AIR COMPRESSOR
10.50
• VEHICAL (TRUCK)
3.00
• OTHER MACHINERIES TOOLS & TACKLS

TOTAL - 50.00

3.5 Preoperative Expenses(for Raw & Boiled Rice) - 15.0

3.6 Margin Money for Working Capital(for Raw & Boiled Rice)

36.00
• RAW MATERIAL
2.00
• ELECTRICITY CHARGES
1.50
• SALARY& WAGES
0.20
• STORES & SPARES
0.80
• OVERHEAD & PACKING
23.00
• STOCK OF FINISHED GOODS
27.00
• STOCK OF GOODS IN PROCESS
TOTAL - 90.50

Raw Rice Boiled Rice

TOTAL PROJECT COST 336.00 - 390.00

 PROJECT IMPLMENTATION SCHEDULE
It is expected that the project is completed within one year after sanction of financial assistance.

5.0 REQUIREMENT OF STAFF

The mill will require approximately 18 works and 16 staff.

6.0 PATTERN OF FUNDING FOR PADDY PROCESSING:

As per NCDC’s pattern of funding for Cooperatively Developed States 90% of loan is sanctioned
to the State Govt. for passing on to the beneficiary societies as 50% loan and 40% share capital
contribution. However, the debt equity ratio may vary depending on viability of the proposed
project.
Loan application forms are available with the offices of Registrars of Cooperative
Societies/Regional Directorates of the NCDC besides Head Office at New Delhi.
Application forms for financial assistance are also available on NCDC Web-site
(http://ncdc.in) and can be down loaded from there

1. Details about the proposal

2. Details about the society
3. Objectives of the society:
• To promote Cooperation among members.
• To process paddy purchased from grower members as well as non-
growermembers and add value to benefit the members.
• To create suitable market for the finished products of grower
members and toensure remunerative prices to improve their
financial position.
• To help and guide the grower members by providing them
technical guidance byagricultural officers and providing seeds,
organic fertilizers, pesticide etc.

4. Membership and share capital

5. Board of Directors/Date of Last election of the society.
6. Last three year Audit Position certified of CA.
Raw Material Availability in the state certified by District Agricultural Officer
of the state.

Paddy Processing scenario in the State/District.

• Other by products
Scope of Marketing of Finished produce in the State

• Channel of Marketing of these produce

 Paddy Processing Flow Chart

Raw Material

Grading Polishing

Project Components and their tentative cost

• Land and Land Development.

• Cost of Land
• Cost of Leveling/Development
• Cost of Approach Road
• Cost of Compound Wall

• Building & Civil Work

1. Main Factory Building
2. Raw Material Godown
3. Finished Goods Godown & Packing
4. Administrative Building
5. CONFERENCE HALL
6. GENARATOR ROOM & WORKSHOP
7. Sanitary & Plumbing
8. Watchmen Cabin
9. Electricity Chamber

• Plant & Machinery

• MILLING SECTION
• PADDY BARBOILING/STEAMING PLANT
• THERMAX - STEAM BOILER
• EXCISE DUTY & other Taxes

• Miscellaneous Fixed Assets

• The provision has to be made for electrification, M.S.E.B Deposit,
Transformer, one D.G. Set, computers, and furniture & fixture as
per requirement of the project.
 • Margin Money for Working Capital

• RAW MATERIAL
• ELECTRICITY CHARGES
• SALARY& WAGES
• STORES & SPARES

• Project Implementation Schedule – It is expected that the

project is completed within one year after sanction of financial assistance.

• Project cost

• Land & Site Development

• Civil Work
• Plant & Machinery
• Miscellaneous Fixed Assets
• Contingency- 5% of the on cost of plant & Machinery
• Pre-operative Expenses
• Margin Money for Working Capital

Pattern of Funding for Paddy Processing:

As per NCDC’s pattern of funding for Cooperatively Developed States 90%

of loan is sanctioned to the State Govt. for passing on to the beneficiary societies
as 50% loan and 40% share capital contribution. However, the debt equity ratio
may vary depending on viability of the proposed project. In the present case,
State Govt. of Maharashtra has recommended to provide 60% term loan and
36% share capital to the beneficiary society with a view to help the farmer
members.

• Financial Viability
The assumptions and projected and break-even analysis shall be calculation.

• Justification for:

• Project is technically feasible and financially viable

• Project would help the farmer members by providing value
addition to theirproduce.

• Project would provide direct employment to how many persons.

• Financial assistance will be routed through the State Govt. and
therefore, itsrepayment is assured
 7. Details about the proposal
8. Details about the society
9. Objectives of the society:
• To promote Cooperation among members.
• To process paddy purchased from grower members as well as non- grower
members and add value to benefit the members.
• To create suitable market for the finished products of grower members
and toensure remunerative prices to improve their financial position.
• To help and guide the grower members by providing them technical
guidance byagricultural officers and providing seeds, organic fertilizers,
pesticide etc.

10. Membership and share capital

11. Board of Directors/Date of Last election of the society.
12. Last three year Audit Position certified of CA.
Raw Material Availability in the state certified by District Agricultural Officer of the
state.

Paddy Processing scenario in the State/District.

• Other by products

Scope of Marketing of Finished produce in the State

• Channel of Marketing of these produce

Project cost

• Land & Site Development

• Civil Work
• Plant & Machinery
• Miscellaneous Fixed Assets
• Contingency- 5% of the on cost of plant & Machinery
• Pre-operative Expenses
• Margin Money for Working Capital

PROJECT PROFILE FOR ROLLER FLOUR MILL

(CAPACITY 60 TPD)

1.0 SCOPE OF THE PROJECT IN THE AREA OF OPERATION

 Sufficient information needs to be collected about the availability of raw material in the
area, No. of existing roller flour mills with their processing capacity and arrangement of
marketing of flour & their byproducts.

The annual capacity (two shifts operations of 8 hrs. each for 300 days) works out to 14000
M.T at 80% capacity utilization the plant would produce 8400 M.T Maida, 1546
M.T of Atta, 1260 M.T of Suji and 2794 M.T of bran.

2.0 FOR IMPLEMENTATION OF THE PROJECT:

• The society has to raise the requisite share capital;

• Land Purchase/Leased by the society;

• Obtained assurance from State Electricity Board for providing required electricity
connection;

• NOC from Pollution control board;

• Prepared plan and estimates for civil work of main plant and other ancillary buildings;

• Obtained quotations from suppliers of plant & machinery and other equipments;

• Identify market for finished products.

3.0 PROJECT COMPONENTS AND THEIR TENTATIVE COST

(Rs. in lakhs)

3.7 Land and Land Development

• Cost of Land (2000 sq. metres) 5.00
• Cost of Leveling/Development 0.50
• Cost of Approach Road 1.50
• Cost of Boundary Wall 6.00
TOTAL - 13.00

3.8 Civil Works

• Milling Plant (325 Sq.M) 26.00

• Cleaning Section (200 Sq,M) 16.00
• Raw Material Godown (575 Sq,M) 44.00
• Finished Goods Godown(300 Sq,M) 22.50
• Administrative Building 12.50
• Sanitary & Plumbing 2.00
• Electricity Chamber 1.50
• Underground Water Tank 2.00
• Weighing Cabin 1.00
• Loading & unloading Platform 5.00
 • Watchman Cabin 1.00
TOTAL - 133.50

3.9 Plant & Machinery

• (Processing Capacity 60 tons of wheat per day) 160.00
• Excise Duty 26.00
TOTAL - 186.00

3.10 Miscellaneous Fixed Assets

2.50
• OFFICE FURNITURES & FIXTURES
1.00
• COMPUTER & OFFICE EQUIPMENT
28.00
• ELECTRIFICATION FOR THE FACTORY
1.00
• FIRE FIGHTING EQUIPMENTS
9.00
• S.E.B. DEPOSIT, TRANSFORMER ETC.
1.50
• LABORATORY EQUIPMENT
1.50
• WEIGHING MACHINE
2.00
• OTHER MACHINERIES TOOLS
TOTAL - 46.50

3.11 Pre-operative Expenses -

13.00

3.12 Margin Money for Working Capital requirement for one month.

16.50
• RAW MATERIAL
1.50
• ELECTRICITY CHARGES
2.00
• SALARY& WAGES
0.50
• STORES & SPARES
0.50
• OVERHEAD & PACKING
6.00
• STOCK OF FINISHED GOODS
11.00
• STOCK OF GOODS IN PROCESS
TOTAL - 38.00

TOTAL PROJECT COST - 430.00

4.0 PROJECT IMPLMENTATION SCHEDULE

It is expected that the project is completed within one year after sanction of financial
assistance.
5.0 REQUIREMENT OF STAFF

The mill will require approximately 180 workers and 20 staff.

6.0 PATTERN OF FUNDING:

As per NCDC’s pattern of funding for Cooperatively Developed States 90% of

loan is sanctioned to the State Govt. for passing on to the beneficiary societies as
50% loan and 40% share capital contribution. However, the debt equity ratio
may vary depending on viability of the proposed project. In case of Under-
developed & Least- developed States subsidy is available 20% & 25%
respectively of the project cost.

Loan application forms are available with the offices of Registrars

of Cooperative Societies/Regional Directorates of the NCDC
besides Head Office at New Delhi. Application forms can also be
downloaded from NCDC Web-site (http://ncdc.in).

Guidelines on Computerization of PACS Project

Centrally Sponsored Project “Computerization of Primary Agricultural Credit Societies

(PACS)

1. The Primary Agricultural Credit Societies (PACS) constitute the lowest tier of the
three-tier Short-term cooperative credit (STCC) in the country comprising approx.13
Cr. farmers as itsmembers, which is
crucial for the development of the rural economy. The
other two tiers viz. State Cooperative Banks (StCBs) and District Central Cooperative
Banks (DCCBs) have already been automated by the NABARD and brought on
Common Banking Software (CBS). However, majority of PACS have so far been not
computerized and still functioning manually. Therefore, a project has been launched
to computerise all the operational PACS throughout the Country.

2. A Centrally Sponsored Project on ‘Computerization of PACS’ has been approved

by the Cabinet Committee on Economic Affairs (CCEA) 29th June, 2022. This project
envisages computerization of about 63,000 functional PACS over a period of 5 years
with a total budget outlay of Rs. 2516 Cr with a central share of Rs. 1528 Cr. Out of the
total budget for the project,
the shares of Government of India, State Governments and
NABARD are Rs. 1528 crore, Rs. 736 crore and Rs. 252 crore
respectively.

1. Computerization of PACS, besides serving the purpose of

financial inclusion and strengthening service delivery to farmers
especially Small & Marginal Farmers, will bring transparency,
efficiency, enhance trustworthiness in the working of PACS among
farmers. A single ERP based software will be developed at
National level which will enable PACS to digitize its services and
link them with DCCBs and STCBs. It will ensure speedy disposal of
loans, lower transition cost, faster audit and reduction in
imbalances in payments and accounting with State Cooperative
Banks and District Central Cooperative Banks.