Evaluation Study MSE Cluster Development - Ministry of Micro ...

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Chapter No: 3 – The Cluster Development Executive/Agentconfidence levels are low. The effective functioning of the CDE to catalyze clusterdevelopment depends on the extent to which he understands his job responsibilities andhas the necessary level of confidence to carry out these tasks.In Table 3.2, there are 12 specific job responsibilities that each CDE is required toshoulder. These are normally functions and responsibilities that arise in the context ofsoft Interventions under the Cluster Development Programme of the MSME. These softinterventions once successfully carried out, prepares the cluster to collectively attemptthe ‘Hard Interventions’. There are 3 specific job responsibilities related to the hardinterventions where in the CDE has an important role to play. The CDE along withcluster members who agree to form an SPV have to work hard in the formulation of thearticles of association and rules of the SPV and assist the members forming the SPV toformally register the body. The CDE along with experts, also has to assist in the properformulation of the DPR and related estimates, and take all the necessary follow up actionto get the DPR approved by the concerned authorities. Once the DPR is formallyapproved the Common Facility Centre (CFC) has to be set up, tested and commissioned.At this last stage of the hard intervention, the CDE can be relieved from the cluster andcan take up a fresh assignment.Table No.-3.2: AWARENESS AND CONFIDENCE LEVELS AMONG CDES REGARDINGCURRENT JOB RESPONSIBILITIESSl.Job ResponsibilitiesResponses (numbers)No.SOFT INTERVENTIONSAwareness Confidence Level1. To Prepare a Diagnostic Study. 14 52. Trust Building among Units and Strengthening of 14 7Associational activities in the Cluster.3. To Increase Awareness about CDP and its Benefits. 16 84. Organizing Exposure Visit. 18 185. Conduct of Training Programmes /Seminars on Capacity 15 5Building.6. Development of Information Bank and Common 8 2Website for Cluster.7. Development of Product Brochures and Information CDs 5 1for Cluster Products and Prices.8. Organizing Industrial Promotion Activities and 12 6Participation in Industrial Fairs.9. Organizing Financial Assistance/Credit Facilities. 10 210. Awareness Creation and Introduction of New 10 5Technology and Technology up gradation.11. Development of New Products, Market tie-ups and tie 5 1ups with Technical Institutions and BDS providers.12. Creation of Raw Material Bank and Spares through 4 2Collective Procurement.HARD INTERVENTIONSAwareness Confidence Level1. Formation of Special Purpose Vehicle/Consortia. 5 22. Preparation of Detailed Project Report (for developing 5 1CFC) and following up on its timely approval byconcerned authorities.3. Setting up of the CFC and its testing and 5 2Commissioning.68
Chapter No: 3 – The Cluster Development Executive/AgentIt is seen that awareness regarding the job responsibilities are quite high in the case of 8of the 12 specific functions related to soft interventions while it is fairly low in the case of4 of the 12 specific functions. Awareness regarding the role and responsibilities relatedto the development of an information bank and portal, the development of new productbrochures and information CDs, the development of new products and market andinstitutional tie-ups, and the creation of raw material banks and spares through collectiveprocurement are areas where the CDEs have a very low awareness as reflected in theirresponses. Moreover the confidence levels for shouldering these responsibilitieseffectively are found to be uniformly low among the CDEs. This reflects the deficienciesin the proper grounding and training required to effectively carry out these functions.Most soft interventions require the CDEs to have the required expertise in thebehavioural, organizational and managerial skills and it is not surprising to observe suchlow levels of confidence considering the educational and experiential background of theCDEs as seen in our earlier section.The functions and responsibilities pertaining to hard interventions also require additionalhard skills such as project formulation and monitoring. Here even the awarenessregarding functional responsibilities are very low leave alone the level of confidence toeffectively carry out the tasks involved.3.6 Tenure and Stage of Deployment of CDEAs seen in the earlier chapter the Cluster Development Programme passes through 5distinct stages, the first stage involves the conduct of a diagnostic study and theidentification and selection of the cluster for subsequent interventions, the last stage inthe setting up of the Common Facilities Centre and the commissioning of the CFC. TheCDEs should be assigned or deployed in a cluster from the very first stage, and shouldcontinue to catalyze and assist in the completion of all the stages over the time cycle ofthe programme in each selected cluster.Ideally speaking, the CDE should be assigned to or deployed in a cluster from the veryfirst stage and must continue to carry out his functions till the last stage is successfullycompleted. This enables him to thoroughly familiarize himself with his cluster, gain theconfidence of individual cluster actors, develop the necessary network with other clusterpartners and stakeholders such as BDS providers, technical consultants, and regulatingand monitoring agencies. It is therefore essential that his tenure as the CDE in a specificcluster conform to the expected programme cycle for that cluster. This continuous anduninterrupted deployment makes him accountable to the stakeholders and programmemanagers.It is also observed that CDEs are constantly and frequently transferred from one clusterto another not allowing them the time to gain the confidence of cluster actors andstakeholders, and not giving him the required stability of tenure to thoroughly familiarizehimself with any specific cluster. He would, like the proverbial ‘rolling stone’ gather nomoss. However this does not mean that the CDE should be permanently deployed in acluster and not assessed for his performance of successfully completing the stages withindefined segments of the programme cycle. We have seen in the last chapter that thereare many sampled clusters that have lingered on in the 1st stage for many years and69
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EVALUATION STUDY OF MICRO & SMALLEN
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2.12 PROGRESS AND PRESENT STATUS OF
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INDEX OF TABLESTable No.- 1.1: CLUS
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COMMONLY USED ABBREVIATIONSBDSBusin
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31 million persons spread over 12.8
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Nevertheless, it is expected that t
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Chapter No: 7 - Conclusions nd Reco
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Chapter No: 7 - Conclusions nd Reco
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