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

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Chapter No: 3 – The Cluster Development Executive/AgentTable No.-3.5: RESPONSES ON THE ADEQUACY OF RESOURCES AND ADDITIONALASSISTANCE REQUIREDNumbers of CDEs RespondingAdequacy of ResourcesAdequate 10Not Adequate 11Additional Assistance RequiredIndependent Field Office cum Residence, OfficeInfrastructure and Office AssistanceCommunication and Transport Facilities /AllowancesNumbers of CDEs RespondingAdditional Field Allowances 10Additional Field Assistance, Mentor or MentorInstitutionAccess to Regular Training for improving /updating functional skills9111193.9 Perception of CDEs on Factors Enabling Cluster DevelopmentThe close association and experience of CDEs in Cluster Development enable them toclearly perceive the prime factors that enable such development. Their involvement incatalyzing a strong consensus among individual cluster actors and effectively removingthe constraints that hinder collective initiatives in their respective clusters also enablesthem to rank the importance of these prime factors. Systematically canvassing theseperceptions of key functionaries helps in strengthening and prioritizing the policy framefor effective interventions. This information is particularly useful in developing properguidelines for the conduct of the diagnostic study, which helps in the identification ofclusters while also highlighting the probability of success of the programme in theidentified cluster.We have observed that a very large number of clusters have been identified, most oftenwithout a proper diagnostic study and also due to various political pressures. We feelthat the number of clusters identified are also far in excess of the financial,administrative, and human resources available for the Cluster Development Programme.It is expected that a clearer perception on the prime factors that enable clusterdevelopment and the relative importance of these factors will help in evolving a morescientific method of identification of clusters and help in selecting only those clusters thathave a high probability of success in terms of achieving the basic objectives of theCluster Development Programme. It must be emphasized that these factors should betaken into consideration in order to ensure both a proper selection of clusters, and theirviability, as well as sustainability. On the basis of our study and the related discussionswe have had with key functionaries it is felt that the programme has been over extendedtoo quickly thereby seriously diluting its impact.We now turn to Table 3.6, which incorporates the perceptions of CDEs in our sampledclusters regarding the prime factors as well as their relative importance for enabling74
Chapter No: 3 – The Cluster Development Executive/Agentcluster development. It should be noted that the number of CDEs responding on theseissue is fairly low. To some extent this reflects a lack of awareness regarding the CDPitself. The identification and ranking of factors enabling cluster development depends onhow comprehensively the CDE understands and perceives the various issues involved.Table No.-3.6: RESPONSES OF CDES ON PRIME FACTORS ENABLING CLUSTERDEVELOPMENTSl. PRIME FACTORS NUMBER OFCDESRESPONDINGRANKINGOF PRIMEFACTORS1. Clusters that are less dispersed 13 42. High Skill based Clusters 4 123. High Product range clusters 7 104. Clusters with greater access to R&D institutions 12 55. Labour intensive clusters 5 116. High Density Clusters 8 97. Highly Homogeneous Clusters 14 38. Clusters facing threats from competitors 9 89. Cluster with well established and active16 1associations10. Clusters with common facilities (for testing,10 7quality control, and standardization)11. Clusters with clarity of Vision and Mission 15 212. Clusters with greater access to Information 11 613. Clusters endowed with an abundance of locallyavailable raw materials.11 6It is seen that the largest number of responses pertains to seven of the 13 prime factorslisted in the table namely:• Clusters with well-established and active associations.• Clusters with clarity of Vision and Mission.• Highly homogeneous clusters.• Clusters that are less dispersed.• Clusters with greater access to Research and Development.• Clusters with greater access to information.• Clusters endowed with an abundance of locally available raw materials.It is seen that these seven factors are also ranked highly. The remaining factors areperceived to be relatively less important and ranked accordingly. However this does notmean that they should not be considered, in the identification of potentially viable andsustainable clusters.It also needs to be mentioned that the seven prime factors are fairly quantifiable and ifcorrectly measured or assessed at the diagnostic or even pre-diagnostic stage preferablyby a competent agency or an expert appointed to carry out such pre-diagnostic studies,they may further be developed into a viability and sustainability index which shouldenable the choice and prioritization of intervention.75
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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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4. Role of the schemes in bringing
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Table No. - 1.1 (contd.)East/ North
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ANNEXURE - 1.1 Guidelines for Clust
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