Critical Evaluation of EDPs in India

This presentation includes Organizations for EDPs,
evaluation of EDPs in India, and suggestions to make EDPs more effective.

1. CRITICAL EVALUATION OF ENTREPRENEURIAL DEVELOPMENT PROGRAMS IN INDIA Presented By: Aparna Shukla Semester III (MBA – M52) MONIRBA, University of Allahabad

2. CONTENtS Organizations for EDP. Evaluation of EDPs in India. Suggestions to make EDPs more effective.

3. Organizations for edp in india…

4. It was set up on July 6, 1983. Its basic objectives are promotion and development of micro, small and medium enterprise including enhancement of their competitiveness through various activities. The institute has been financially self sufficient since 2007-08. Major Activities Training Research/Evaluation Studies Development of Course Curriculum NIESBUD CNTD…

5. It was established in 1983 by financial institutions like IDBI, ICICI, SBI and government. It believes that entrepreneurs need not necessarily be born, they can be developed through well conceived and well directed activities. EDP Initiatives… Entrepreneurship in education Microfinance and Micro enterprise development Performance and growth of existing entrepreneurs Performance improvement of ED institutions and ED programs EDII CNTD…

6. It was set up at Guwahati in 1993. The promotion of new entrepreneurs has been the major focus of training activities organised by the institute. It organizes rural, general and women EDPs, crash course on self employment etc. Its activities are focused on areas of stimulating, supporting and sustaining entrepreneurship development with special emphasis on the north eastern region. IIE CNTD…

7. National entrepreneurial development board The scheme covers the following activities :- To  identify and remove entry barriers for potential entrepreneurs (first generation  and new entrepreneurs) including study on entrepreneurship development . To focus on existing entrepreneurs in micro, tiny and small sector and identify and remove constraints to survivals, growth and continuously improve performance . To facilitate the consolidation, growth and diversification of existing entrepreneurial venture in all possible ways .

8. To support skill upgradation and renewal of learning processes among  practising entrepreneurs and managers of micro, tiny, small and medium enterprises . To sensitise to support agencies in the area of entrepreneurship about the current requirement of growth. To act as catalyst to institutionalise entrepreneurship development by supporting and strengthening state level institutions for entrepreneurship. Setting up of incubators by entrepreneurship development institutions and other organisations devoted to the promotion of entrepreneurship development.

9. It was established in A pril, 1990 and earlier it was wholly owned subsidiary of IDBI. It separated from IDBI and became an independent company in 1997. The aim of SIDBI’s EDPs is to build and nurture a reservoir of entrepreneurs through training, motivation and guidance. It addresses management deficiencies and problems of low level of skill and technology by specially designed 2 programs.

10. Small Industries Management Assistance Programme(SIMAP) Its aim is to develop a cadre of industrial managers specifically trained to assist entrepreneurs in their multiple responsibilities. 2. Skill Cum Technology Upgradation Programme (STUP) It is structured to improve the performance of existing units by developing/strengthening managerial skills and technical competence of entrepreneurs and senior executives of small enterprises.

11. Create: Proactively catalyse creation of large, quality vocational training institutions. Fund: Reduce risk by providing patient capital. Including grants and equity. Enable: T he creation and sustainability of support systems required for skill development. This includes the Industry led Sector Skill Councils.

12. Major Activities Upgrade skills to international standards through significant industry involvement and develop necessary frameworks for standards, curriculum and quality assurance Enhance, support and coordinate private sector initiatives for skill development through appropriate Public-Private Partnership (PPP) models. Strive for significant operational and financial involvement from the private sector

13. The National Skill Development Fund was set up in 2009 by the Government of India for raising funds both from Government and Non Government sectors for skill development in the country. Till 31st March 2015, NSDF has released Rs. 2333 crore to NSDC towards skill development programmes including National Skill Certification and Monetary Reward Scheme (STAR) and UDAAN Scheme (J&K oriented).

14. CRITICAL EVALUATION OF EDP s in india Inspite of increase in EDP activity, it is observed that by and large efforts have remained limited to certain areas and the approach in general has been somewhat haphazard. The programmes conducted by various agencies vary in duration, selection procedures, course content etc. Their contribution is very uneven among regions. They neglect growth of entrepreneurship in backward parts of even industrial areas due to lack of entrepreneurs or intrinsic factors like adverse terrain, soil etc. Their dispersal in rural/backward areas is not upto the mark.

15. Enough attention is not being given to streamline and coordinate all activities related with programmes to get maximum results. They are more attuned to maintenance function than to development function. They are a costly affair. Their high budgets prevent them from becoming popular in a country like India. Thus EDP in India is insufficient, u neven and not enough to develop entrepreneurial spirit.

16. Follow Up Action Of Previous EDPs (Allahabad)

17. Getting ISO Certification…

18. Suggestions to make edp s more effective The structure and composition of EDP taking into account the regional variations need to be streamlined. The programme should have practical content and needs a lot of inter institutional organizational arrangement to make it a success. Effective support services should be linked with EDPs for better results. Potential entrepreneurs who have business experience, education and skills should be tapped first for EDPs.

19. Intensive follow up work will have to be done and systemised in the process to make is accessible to entrepreneurs in formal and informal forms. A token fees may be charged from participants to ensure their commitment towards EDPs. EDPs should be designed to meet out the objectives already set and imagination to tackle unusual problems. “Thus EDP is necessary for promoting entrepreneurship but its course contents and conceptual framework must be able to motivate first generation entrepreneurs.”

20. THANK YOU!!