While investing heavily in rural agricultural services, critical gaps in sustainability, coordination, and training threaten the success of Kashmir’s flagship KKG initiative. Immediate policy and operational reforms are needed.
The Kisan Khidmat Ghar (KKG), a flagship initiative under the Holistic Agriculture Development Programme (HADP) led by the Agriculture Production Department of Jammu and Kashmir, aims to serve as a one-stop solution for farmers in agriculture and allied sectors at the Panchayat level. In its first phase, approximately 500 KKGs were established across Jammu and Kashmir, including 47 in Kupwara district, to deliver farm-related services directly to farmers’ doorsteps.
Krishi Udyamis (KUs), the individuals managing these centres, are young, highly qualified professionals selected through a merit-based system. Their earnings depend solely on the services they provide to farmers. Across the first and second phases, around 2,000 youths have been engaged region-wide. In the second phase, an additional 103 youths were employed in Kupwara district to provide job opportunities and enhance farming-related services, bridging the gap between the Department of Agriculture and farmers.
Infrastructure
Each KKG is equipped with IT and non-IT infrastructure worth one million rupees, including a computer desktop, a VC system, display signage, a DSLR camera, a printer, a marker board, chairs, a kiosk, racks, lockers, an inverter, and more, ensuring high-quality facilities in every aspect.
Services
KKGs offer farmers access to hybrid seeds, high-quality fertilisers, pesticides, and veterinary supplements at the Panchayat level. They provide guidance on advanced farming practices and cultivation techniques, disseminate information about central and state government schemes, and organise awareness camps. Additionally, KKGs facilitate the sale of seedlings, enabling growers to supply planting material and earn substantial income. They also coordinate with leading scientists at Krishi Vigyan Kendras (KVKs) and Sher-e-Kashmir University of Agricultural Sciences and Technology (SKUAST) to address farmers’ concerns at the highest level.
Concerns
The current revenue model for KUs is unsustainable, with most earning only 200 to 300 rupees per day, which is insufficient given the prevailing inflation rate. The government should revise the policy to provide a monthly stipend for KUs, at least for the first two years, to stabilise their income, encourage commitment, and reduce the high resignation rate.
Another concern is the overlap with existing services. If KKGs primarily focus on selling seeds, fertilisers, and pesticides, their purpose is questionable when thousands of shopkeepers already provide these products. Moreover, KKGs lack a distinct identity compared to Common Service Centres (CSCs), as farmers can access similar services at both, raising the question: why should farmers choose KKGs?
There is also a significant lack of coordination between KKGs and the Department of Agriculture. Although guidelines emphasise collaboration, implementation is inadequate. Departmental employees should prioritise applications processed through KKGs and encourage farmers to prefer KKGs over CSCs to build trust and attract more farmers.
Another challenge is the lack of proper identification for KUs. KUs are required to register farmland on the KKG app, which involves visiting farmers’ land and geo-tagging it. However, some farmers demand departmental ID cards to verify KUs’ authorisation. Without official ID cards, KUs must rely on personal identification, such as Aadhaar, which is inadequate and reflects the department’s lax approach.
Training is another critical gap. One year after the launch of KKGs, no training or capacity-building programs have been conducted for KUs. Without proper training, young KUs struggle to operate KKGs effectively. While the government has invested heavily in infrastructure, it has failed to allocate resources for KUs’ training in collaboration with SKUAST, KVKs, or other agencies.
Way Forward
The government has invested approximately 200 crore in KKGs, a significant resource now at risk, along with the careers of 2,000 young KUs who joined with the intention of contributing meaningfully. To enhance the functionality of KKGs, the government should assign KUs specific agriculture-related departmental tasks and improve their access to services. The KKG model requires urgent reforms to achieve its intended purpose.
Without these reforms, the KKG initiative risks failure, resulting in the loss of valuable resources and the aspirations of thousands of young professionals.
The writer is a Krishi Udyami at the KKG Subdivision Agriculture Office in Trehgam, Kupwara
Aadil M. Khan
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