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A Study of

Benefits of Canara Bank RSETI Training to Rural

Youth & its Impact on their Settlement.

Final Report

August 2012.

Study Conducted by

Study Sponsored by

Rural Development Section

Priority Credit Wing Head Office, Bengaluru

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CONTENTS

Chapter 1 - Background and Scope of the Study

Chapter 2 - Conceptual Foundation and Methodology of the Study

Chapter 3 – Analysis of Sample Data and Findings from the Study

Chapter 4 - Recommendations for Future Programmes

Appendices

1. Survey Interview Schedule

2. NAR Faculty Profile and Field Visit Schedule

3. Profile of Field Investigators

4. Institute Wise Details of Training Programmes Conducted in the F.Y. 2011-12

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ACKNOWLEDGEMENTS

Padmabhushan Dr. D Veerendra Heggade, President of National Academy of

RUDSETI, the visionary leader and a great social Entrepreneur is the source of inspiration in

all our endeavors. His motivation and encouragement always drives us to explore new

vistas for the organization. We offer our respectful thanks to our revered President.

We are grateful to the Managing Trustee and the Trustees of Canara Bank Centeary

Rural Development Trust, who have promoted and Managing the Rural Self Employment

Training Institutes(RSETIs) for initiating this study with the objective of enhancing the

effectiveness of RSETIs, based on the findings of the study.

Our sincere gratitude to Shri. K S Prabhakar Rao, General Manager, Canara Bank,

Priority Credit Wing, Head Office, Bengaluru, for having awarded this assignment to

National Academy of RUDSETI(NAR) and providing valuable guidance and support during

the entire course of the study.

The whole set of Canara Bank RSETI functionaries including Shri. R.R. Singh, Senior

Manager, Rural Development Section, Priority Credit Wing, Head Office and the Directors

of RSETIs Erode,Etah,Kozhikode,Vajarahalli & Hassan, involved the in the study have whole-

heartedly assisted us by sharing information about the activities of the institutes,

facilitating to meet the trained candidates, and coordinating the logistics for the visit of the

faculty members and investigators of NAR. We thank them for all their assistance and

involvement.

We thank the field investigators Sri. R Srinivasan, Sri.Shivanna Sri. Murali Krishnan

and Sri. Vinod Singh for understanding the RSETI concept, the objectives of the study and

collecting the information in proper perspective and who shared their valuable time and

insights to make this study a meaningful exercise.

We place on record our profound appreciation to Sri. Ramchandra Kowligi

Consultant Faculty, National Academy of RUDSETI, who conceived the whole structure of

the study,devised the formats, trained & guided the field investigators , consolidated the

data and prepared this report in a professional manner.

Finally we thank all the staff of RSETIs for their assistance in conducting the study

and the supporting staff of NAR Sri. M N Vishwanath, Rashmi & Lokeshwari who have

created and consolidated the data in record time and contributed for bringing out this

report.

H. Somashekar

Director General

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Executive Summary

This study was commissioned by Canara Bank, Priority Credit Wing, Head Office,

Bengaluru, who desired an assessment of how the RSETI training was benefiting the intended

target group and what more could be done to improve the quality of training and settlement.

The study was entrusted to National Academy of RUDSETI, Bengaluru, a professional

organization, having the expertise to execute the assigned task.

The study was conducted by a team of NAR comprising of the Director General,

Consultant Faculty, and hired Field Investigators. 6 Rural Self Employment Training Institutes

(RSETIs),out of a total of 23, were selected for a sample study. In each of these RSETIs around 50

trainees (trained during the year 2011-12) were interviewed on various aspects related to

training and post training settlement process and feedback/response was collected in a

structured format. The data and information obtained was processed at NAR.

The significant findings of the study are:

1. The RSETIs are playing a crucial role in promoting rural Self Employment, because all the

self employed respondents expressed the view that they would not have ventured into

Self Employment, but for the Training obtained at RSETI .RSETI training has given them

technical skills in the chosen area of work and confidence to pursue the activity.

2. Within a period of one year after undergoing RSETI Training around 59 % of the

candidates have been settled which is an impressive result. However, there is a

significant share of SHG members in this.

3. Around 50% of the settled candidates have taken initiative and made preparation

(looking for suitable place, arranging finance for investment, buying the machines,etc) to

start the activity immediately after the training.

4. A significant number of trainees who are yet to settle are working with others in similar

activities to increase their skill level & gain confidence before doing on his/her

own(Computer related Trainings etc.)

5. Almost all the Micro Enterprises have been started with very modest investment of an

amount ranging from Rs.5000 to Rs. 2.00 lakhs. In 75% of the cases the initial investment

is less than Rs.50000 only.

6. In most of the cases the income from the entrepreneurial activity is in the range of

Rs.1000 to Rs.5000 per month.

7. The major source of information about RSETI Training to the prospective Trainees are

Past trainees and newspaper advertisements.

8. Currently the duration of RSETI training on an average is around two weeks only.

9. Currently the focus of RSETIs training is pre-dominantly on women candidates. These

candidates are drawn from SHGs and undergo training either as individuals or in a group.

The proportion of trainings for non-SHG youth (especially male) is only around 20 % of

the total training programmes conducted.

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10. Women candidates who could access credit assistance from SHGs or Banks are able

to start the income generation activity immediately after the training, with a modest

investment. However,in majority of cases this activity is able to provide them only

partial employment and additional income to the family. This activity does not form

the mainstay of the livelihood of the family, but is providing home based work for

women.

11. It takes comparatively more time and effort for individual trainees (non SHG

members) to settle in their activity, but once settled they are pursuing this activity

full time and income from this activity is providing them their livelihoods.

12. Skill development in RSETI training was observed to be most effective in cases where the training was for a period of three weeks or more and the training was residential in nature. In case of long duration training (21 days or more) the individual trainees were able to utilize the training in a very meaningful manner, and the micro-enterprises developed by them seemed to be doing well. Also in case of such candidates, their overall confidence level was higher and they were able to relate the training inputs to their enterprise and apply the training received in the process of setting and managing their enterprise.

13. Training utilization is very high in case of women whose family source of income was

adversely affected due to husband’s Job / business loss or death of income earners.

14. Settled candidates are determined to achieve success in spite of challenges like

availability of capital (Finance) and marketing support.

15. It is significant to note that majority of the trained candidates(84%) have started

their enterprises despite non availability of Bank assistance. This speaks volumes

about the role of RSETIs in motivating the persons to take up self employment,

despite lack of easy access to Bank finance.

16. Settlement of candidates in emerging sectors of the economy is promising (eg;cell

phone servicing, beautician, embroidery work etc.) and focus should be on training

programmes in these activities.

17. Out of the settled candidates 23% have created employment to more than one

persons(including the promoter). This is significant since all are start up enterprises

started within a period of one year of this study.

18. Bank credit linkage is weak. Out of the sample, only 16% of the settled candidates

could access the Bank credit. More efforts are required to improve the credit

assistance

19. Training utilization is very high in case of women whose family source of income was

adversely affected due to husband’s Job / business loss or death of income earners.

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Based on the above findings, the following recommendations are offered for ensuring

better quality of settlement:

1. Over reliance on training only SHGs or women drawn from SHGs must be avoided.

Equal emphasis must be given to training SHG and non-SHG members, male and

female candidates.

2. More number of long duration trainings should be conducted to ensure good level of

skill development (average duration of the training programmes to be increased

from the present average of 14 days to at least 21 days or more).

3. As far as possible the training must be residential in nature and non-residential

trainings must be reduced.

4. More efforts should be made to generate eligible applications through

Entrepreneurship Awareness Camps and dependence on referrals from Government

sponsored programmes should be reduced.

5. The human resources of the RSET Institutes need to be augmented and every

Institute must have at least one full time Faculty member(Trainer/Facilitator),

besides director.

6. The RSET Institutes should regularly hold programmes to sensitize the Bank

Managers operating in their area of operation, so that credit flow to trained

candidates increases. This will also help in improving the rate and quality of

settlement.

7. Administering training modules of General EDP as prescribed in the ‘Course Modules

Book’ prepared by NAR must be emphasized and general EDP inputs must be brought

to the prescribed levels.

8. Annual Action Plans should be drawn in a more studied and scientific manner based

on socio economic survey and identification of the emerging economic activities in

the region.

9. RSETIs should constantly upgrade the course contents of skill development

programmes by integrating latest technology related skills.

10. RSET Institutes should conduct Skill-up gradation and Growth programme every year

for settled candidates to ensure sustenance of their enterprises.

11. Continuous guidance from controlling office from development perspective rather

than control perspective, and frequent interaction between RSETI Directors is very

important to make RSETIs effective

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Corporate Social Responsibility (CSR) Initiatives of Canara Bank.

True to the vision of the illustrious founder Sri Ammembal SubbaRao Pai, Canara bank has

assiduously built and practiced its CSR initiatives for more than a century of existence.

Canara Bank has been a pioneer in initiating and implementing multifaceted and innovative

programmes aimed at the development of people from the lower strata of the society. The

CSR initiatives of the Bank are multifarious covering different spheres like Training

unemployed youth, Primary Health, Drinking Water, Community development,

Empowerment of Women and various philanthropic initiatives.

Canara Bank Centenary Rural Development Trust:

In order to constructively contribute towards rural development, more particularly to focus

on development of unemployed youth, the Bank has established Canara Bank Centenary

Rural Development Trust (Formerly Known as Canara Bank Platinum Jubilee Rural

Development Trust) in the year 1982. The Trust has established exclusive training institutes

to motivate unemployed youth by imparting special skills and promote entrepreneurship.

These institutes identify, orient, motivate and train unemployed youth to take up self

employment ventures. The network of institutes consists of specialised institutes for

rejuvenation of traditional Arts & Crafts and also to bridge the digital divide through IT

institutes apart from the general self employment training institutes.

RUDSET Institute:

Another notable initiative of the Bank was establishing Rural Development and Self

Employment Training Institutes(RUDSETI) in 1982 along with Syndicate Bank and Sri

Dharmasthala Manjunatheswara Educational for mitigating the unemployment problem. As

on date, 27 RUDSET institutes are functioning across the country. Short term training

interventions coupled with long term handholding has yielded remarkable results which

attracted the attention of planners, governments and financial institutions.

Rural Self Employment Training Institutes(RSETIs):

Recognising the success of RUDSETI model, the Ministry of Rural Development(MoRD),

Government of India issued guidelines to all the Public Sector Banks during 2008 for

establishing Rural Self Employment Training Institutes(RSETIs) in all the districts of the

country by the respective lead Banks. Accordingly Canara Bank has established Rural Self

Employment Training Institutes in all the 23 lead Districts across the country. Cumulatively

the institutes sponsored by CBCRD Trust have trained more than 94000 unemployed youth

since inception, with an impressive settlement rate of 70%.

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Partnership Ventures

Andhra Pradesh Bankers Institute of Rural Development

A joint initiative of Canara Bank with Govt. of Andhra Pradesh, NABARD, Andhra Bank, Indian Bank, Indian Overseas Bank and State Bank of Hyderabad. Canara Bank besides co sponsoring the institute is deputing an Officer to work as Assistant Director

D-RUDSETI (Deshpande RUDSETI) Canara Bank is co sponsoring D-RUDSETI a training institute at Haliyal, North Canara Dist, Karnataka, established and managed by Deshpande Foundation. The Bank besides co sponsoring the institute,the Bank is deputing an officer to work as Director of the Institute. Jammu and Kashmir Entreprenuership Development Institute Canara Bank has supported the setting of the institute in the state of Jammu & Kashmir with an objective of mitigating the unemployment problem. Other CSR initiatives Canara Bank's Rural Clinic Service Scheme provides basic health care services in remote

areas, lacking basic medical infrastructure facilities. Under the Scheme, the Bank encourages

doctors to set up clinics in identified rural areas. As at March 2010, the cumulative tally of

such clinics sponsored by the Bank rose to 518.

The Bank under 'Jalayoga', a scheme to provide safe drinking water, has so far implemented

35 projects in its lead districts. The Bank has also donated a hitech, custom built, solar

powered 'Mobile Sales Van' to assist women entrepreneurs, SHG groups and artisans to

market their products.

Empowerment of Women Canara Bank has set up Centre for Entrepreneurship Development for Women, at Head

Office Bangalore and at 34 Circle offices all over the country which are working towards

economic empowerment of women. All these Centres are conducting several programmes

including General EDPs, Entrepreneurship Awareness Programs, Seminars, Career Guidance

programs, Skill EDPs and provided marketing support to the women entrepreneurs by

organizing Canutsav /Canbazar. The CEDW cells also have assisted in formation of SHGs and

credit linkages.

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Chapter 1 - Background and Scope of the Study

A. Background of the Study

Micro, Small, and Medium Enterprises (MSMEs) are now playing a critical role, in the

growth of the economy and also in promoting livelihoods by alleviating poverty. It is estimated that in developing nations, around 90 % of the enterprises fall under this category. Hence, the study of the successful first generation entrepreneurs who have promoted MSMEs as well as the social and institutional factors contributing to their success is important. Entrepreneurial study of the poor and rural sections is an emerging area and more knowledge needs to be developed in this area.

Canara Bank has been and continues to be a leader in lending to the MSME sector. The

Bank has won many awards for its contribution to this sector. The bank has a dedicated department at the Corporate Office and at the Regional levels to cater to the credit needs of the MSME sector. Apart from the regular banking business for MSME, Canara Bank has been a pioneering Institution in promoting the concept of training and capacity building of rural youth to make them credit worthy and enable them to successfully walk the path of self employment / entrepreneurship. Canara Bank along with Syndicate Bank and the SDME trust has implemented the idea of short duration training for rural youth for entrepreneurship promotion through the Rural Development and Self Employment Training (RUDSET) Institutes. Apart from the RUDSET Institutes, the Bank through its own initiative has established and is operating 4 training institutes for training in Information Technology, 3 Artisans Training Institutes, and 23 Rural Self Employment Training Institutes (RSETIs) in 5 states of the country.

In the background of such a massive training efforts being done by the Bank, especially

through the RSETIs, the Board of Directors have expressed the need for comprehensively assessing the training being provided to assess the benefits accruing to the trainees, and obtain feedback for redesigning of the courses in tune with the latest trends in the sphere of technology and changes in the market conditions in the area of operation of the Institutes. The Board resolution in this regard, reads as follows:

“We should consider a survey of participants of various courses in the year 2011-12 about

their activity/how they are benefitted, etc. A comprehensive survey of findings will help

redesigning programmes”.

To ensure that this survey and study work is done with sincerity, and is of good quality, the Bank has decided to entrust this work to the National Academy of RUDSETI (NAR), an Institution, which Canara Bank has jointly promoted with Syndicate Bank and SDME Trust, and is playing a leading role in its functioning.

The objective of the study is to find out how the RSETI training is benefiting

the trained candidates and what measure can be taken to improve the quality of

training and rate of settlement of the trained candidates.

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The study was entrusted to the ‘National Academy of RUDSETI’, the apex organization in

the country involved in capacity building of Rural Self Employment Training Institutes. The study was conducted during the period July to August 2012.

B. Unique Features of the RUDSETI/RSETI Model of Training and Entrepreneurship Development The RSETI model is based on the RUDSTI model of training and institution structure

implemented by the SDME Trust, Canara Bank and Syndicate Bank. The core offering of this model of Training is the ‘Free and Intensive Short Duration Residential’ training programmes provided to rural youth. Another important aspect of this model is its focus on ‘Settlement of Trained Candidates’ by facilitating them to set up their own enterprises through continuous post training follow up and hand holding for a period two years after the training.

The core activity of the RSET Institutes is to provide training for developing the

entrepreneurial competencies and technical skills of rural youth, especially those living below the poverty line (BPL). Further, RSETI provides post training hand holding services to ensure the sustainability of the Micro Enterprises set up by the trained youth.

The role of the RSETIs is not the replace the existing vocational training institutions

consisting of Industrial Training Institutes(ITIs) and Industrial Training Centers (ITCs), but to augment the available capacity for skill development and supplement it with short term training with a focus on livelihood promotion through creation of Micro Enterprises.

RSETIs are expected to function in close coordination with other Government and Non

Government organization working with similar objectives. This includes agencies such as District Rural Development Agency (DRDA), NABARD, SIDBI, District Industries Centre, Employment Exchanges, Local ITIs, Polytechnic Colleges and Krishi Vigyan Kendras (KVKs). Thus, the RSETIs can play a critical role in poverty alleviation through capacity building of youth and linking them with other resources such as credit and technical services, and enabling them to create their own Micro, Small and Medium Enterprises (MSMEs). These MSMEs in turn over a period of time will contribute to the growth of the local economy and create employment for many other men and women.

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C. Canara Bank RSETIs

Canara Bank has established and managing Rural Self Employment Training Institutes

(RSETIs) through Canara Bank Centenary Rural Development Trust (CBCRDT). Currently 23

RSETIs are operating in 5 states of the country, as under:

TABLE 1 – LIST OF CBC-RDT Sponsored RSETIs across the Country

Sl. No. District District State

1 Chikkaballapur Chikkaballapur Karnataka 2 Davanagere Davanagere Karnataka

3 Hassan Hassan Karnataka

4 Honnenahalli Kolar Karnataka 5 Vajarahalli Ramanagaram Karnataka

6 Harohalli (for Women) Ramanagara Karnataka

7 Holalur Shimoga Karnataka 8 Halial(With Deshpande Trust) Uttara Kannada Karnataka

9 Pudupudur Coimbatore Tamil Nadu

10 Dindigul Dindigul Tamil Nadu 11 Erode Erode Tamil Nadu

12 Sivagangai Sivagangai Tamil Nadu

13 The Nilgiris -Ooty The Nilgiris Tamil Nadu 14 Theni Theni Tamil Nadu

15 Kozhikode (Calicut) Kozhikode Kerala

16 Malappuram Malappuram Kerala

17 Palakkad Palakkad Kerala 18 Thrissur Thrissur Kerala

19 Aligarh Aligarh Uttar Pradesh

20 Etah Etah Uttar Pradesh 21 Kanshiramnagar Kanshiramnagar Uttar Pradesh

22 Hathras Hathras Uttar Pradesh

23 Sheikpura Sheikpura Bihar

Besides these RSETIs, CBC-RDT is also operating 4 Information Technology Training Centres and 3 Artisans Training Centres.

Canara Bank has been one of the pioneering Bank in the RSETI movement and its journey in this area began with the establishment of RUDSETIs in collaboration with Syndicate Bank and SDME Trust. The RSETIs were established based on the success of the RUDSETI model.

Since, the Bank sponsored RSETIs have been conducting Self Employment Training programmes, continuously for past many years, the Board of Directors felt the need to assess the impact and utility of the training programmes and make efforts for improving the same. Hence, this study was commissioned.

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D. Scope of the Study 1. To Study the Process of ‘Settlement’ of Trained Candidates –

‘Settlement’ in this context means the RSETI trained person has either entered into self employment, by pursuing an activity of producing a product or rendering services, or has established a Micro Enterprise, manufacturing and selling goods. In some cases, farmers might have under gone training and started new activities or improved the existing activity to enhance their income.

The scope of the present study is to cover the following aspects:

Rate of settlement

time taken to establish the enterprise

challenges faced by the candidate and steps taken to meet these challenges

role of RSETI in supporting the trained candidates in the settlement process.

2. To Obtain Information about the Nature of Enterprises established by RSETI trainees – Since the RSETIs are offering training in 3 broad areas – (a) related to agriculture and allied activities, (b) training for product manufacturing, and (c) training for service related activities in different sectors. it is important to know in which area Canara Bank RSETI trained candidates have ventured and in which area they are more successful. The scope of the present study is to gather information about the nature of enterprises created (Activity profile), turnover, profit and the level of income generated.

3. To Find Out the Factors Contributing to the Success / Failure of RSETI Trainees – To investigate the key factors that have contributed to the successful establishment of Micro & Small Enterprises by RSETI trained candidates or causes for their failure to utilize the training and become entrepreneurs. This includes factors both internal to the entrepreneur and the enterprise and other external factors (social and economic) influencing the entrepreneur and the enterprise.

4. To Assess the Effectiveness of RSETI Training – To investigate how the training inputs provided by the RSET Institute were applied in actual field conditions by the trainee and thus assessing the impact of these inputs in developing the knowledge, skill and motivation (shaping the entrepreneurial competencies) of the trained candidates.

The findings from this study will help in understanding the strength and weakness of the existing model of training and post training follow-up and support mechanism. This can be used to strengthen the existing model by implementing the recommendations based on the findings. The findings would also be helpful to evaluate the efficacy of Training course contents and course modules and make them more effective to meet contemporary needs.

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Chapter 2 – Conceptual Foundation and Methodology of the Study

2.1 Conceptual Foundation for the Study

Based on the review of literature with relation to Entrepreneurship Development the following four categories of variables, which are the contributing factors in the success or failure of MSMEs were studied:

I. Personality of the Entrepreneur (Psychological traits), II. Business Management Skills of the Entrepreneur,

III. Technical Skills of the Entrepreneur in the chosen Vocation/activity, and IV. Factors in the External Environment influencing the Enterprise. (The external

factors include ‘Training provided by RSETI). Further, it is hypothesized that from among these four categories there are one or two

key factors which have played a critical role in the success of the enterprise. The effort in the study was to assess the level of achievement (for variables related to personality traits and skills) and level of contribution / influence of variable from the category of ‘external factors’, and then discern the key variable from among these categories which in the opinion of the investigator has played a critical role in the success of the enterprise.

The EDP training conducted by the RSET Institutes is unique in that it identifies persons with some entrepreneurial traits and trains them to strengthen these abilities and later provides them different types of support to start their own enterprise. The basic approach of EDP thus is based on a well grounded theory that entrepreneurs are not only born but can also be trained and developed. Some individuals possess entrepreneurial traits irrespective of their socio-economic background . These traits are the need to achieve; positive self-concept and self-confidence;, initiative and independence; risk taking ability; creativity and problem solving approach; and optimism about the future. The EDP strategy believes that such persons can be identified through psychological and behavioral tests, and can be trained to become full-fledged entrepreneurs.

The training consists of inputs (teaching, counseling, practical work etc.) about proper

identification of a vocation, training for developing Entrepreneurial Competencies, training in Business Management Skills followed by technical training. Usually, a training programme of one week to six weeks is designed to teach the above modules. In the above context the study makes an effort to investigate the inter-connectedness between the training inputs and the post training success/failure of the candidate.

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2.2 Methodology of the Study

The study was conducted through a sample survey of RSETI trained candidates in the past one year. Both successful (i.e. settled) and ‘not-settled’ or ‘yet-to-be-settled’ candidates were surveyed. During the survey following methodology was adopted:

(a) Personal Interview of the Entrepreneurs

(b) Visit to the place of work of the trained and settlement candidate.

Further, feedback from the following stake-holders was also collected:

(a) Personal Interview of Faculty (Institute Faculty and Guest Faculty)

(b) Interview of Bankers associated with the RSET Institute training and extension of credit facility to trainees.

(c) Mentors / Parents/ Guides of successful candidate to elicit their observations about the impact the training has had on the candidate.

Sample Selection

Out of 23 RSETIs established and managed by CBC-RDT, the following 6 Institutes

were selected as sample RSETIs for the study:

Hassan and Vajarahalli from Karnataka

Coimbatore and Erode from Tamilnadu

Thrissur from Kerala and

Etah from Uttar Pradesh.

In each of these RSETIs, the data regarding all the training programmes conducted in the

F.Y. 2011-12 was sought and settlement in each batch was studied ( Detailed list of

Institute Wise details is furnished at Annexure IV). The summary data is as under:

Table 2 –Training and Settlement in RSETIs selected for the Study

No. Name of RSETI

No. Of Training Programmes Conducted

No. of Candidates

Trained

No. of Candidates

Settled

Settlement Percentage

No. of Candidates Yet to be Settled

1 Hassan 36 1039 577 56% 462

2 Vajarahalli 36 1058 998 94% 60 3 Coimbatore 34 1064 359 34% 705 5 Erode 24 1001 534 53% 467 4 Thrissur 25 1080 682 63% 398 6 Etah 14 444 229 52% 215 Total 169 5686 3379 2307

Average 28 948 563 59%

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From the total population of 5686 trained candidates, a sample of 5%, i.e. 300, (307

candidates in actual) were selected for personal interview. Of this sample of 307 candidates,

76 % (232 nos.) were settled candidates, and 24 % (75 nos.) were ‘Yet to be Settled’

candidates.

As can be seen from the above data, the rate of settlement differs across Institutes.

It is as high as 94 % in case of Vajarahalli-Ramnagara, and low as 34 % in Comibatore. The

high rate of settlement reported in the first case is mainly because of large number of SHG

trainings, in which the SHGs were ‘Bank-Linked’, i.e. they had obtained credit from Bank,

and hence were in a position to start their income generation activities. These SHGs were

accounted as settled on the basis of them having received the credit and started the

activities in most cases.

The low rate of settlement in Coimbatore is on account of wide variety of training

courses conducted and vast geographical distances between villages. Hence, it is taking time

for the Director and Faculty to travel to far off places and extend post training support at

the ground level. However, the past data regarding settlement indicates that in another

year’s time the Institute will be able to achieve the desired target of 70 to 80 % rate of

settlement.

Once the list of settled candidates was made available, candidates to be included for

the sample survey was chosen. Care was taken in this process to ensure that candidates

from all training programmes (and activities) were well represented. In case of ‘Yet to be

Settled’ candidates, usually the choice was made from early batches of the year 2011. The

actual names of the candidates in the sample were based on recommendations made by the

Director and Faculty of the respective Institutes and finalized in consultation with the NAR

Faculty members who visited each Institute. The actual Activity wise and RSETI wise break-

up of the sample selected for personal interview is as under:

TABLE 3 – RSETI WISE BREAK UP OF SAMPLE CANDIDATES CONSIDERED IN THE

STUDY – SETTLED AND TO BE SETTLED

No. Location of the RSETI

No. of ‘To be Settled’

Candidates( in the Sample)

No. of Settled Candidates( in

the Sample) Total

1. Coimbatore 10 40 50

2. Etah 19 35 52

3. Erode 11 41 52

4. Hassan 11 40 51

5. Ramnagara 12 38 50

6. Thrissur 12 38 50

Total 75 232 307

The further break up of these candidates, as per the training programme attended is provided in Table 4 below.

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TABLE 4 – DATA REGARDING SAMPLE FOR PERSONAL INTERIVEW IN THE STUDY – TRAINING PROGRAMME WISE AND RSETI WISE

(Settled and yet to be Settled combined)

Sr. No.

Activity Hassan Vajarahalli- Coimbatore Erode Thrissur Etah Average

Total No. of Training Programmes Conducted in the F.Y. 2011-12 36 36 34 25 24 14 28

Total Number of Activities Covered in the above Training Programmes 12 5 11 12 11 10 10

No. of Candidates in the Sample of the Study

1 Home Chemical Products 15 7 7 29

2 Mobile Repairing 4 4 3 3 3 11 27

3 Fashion Designing / Dress Making 5 4 3 3 6 25

4 Handicrafts / Soft Toys Making

3 24

5 Beauty Parlour Management 4 7 7 6 22

6 Basic Tailoring 7 8 21

7 Fabric Painting / Textile Printing/ Embroidery / Jardosi-Chimki work

6 4 4 21

8 General EDP 4 20 5 9 9 19

9 Artificial Jewellery Making 13 13 15

10 Electrical Motor Rewinding / Repairing 3 11 14

11 Goat Rearing / Dairy/ Poultry / Mushroom

Cultivation 2 2 2 5 14

12 Computer Hardware / Laptop Servicing 2 3 3 5 12

13 Computer Enabled Services / Tally/ DTP 2 5 11

14 Agarbathi Making 10 10

15 Photo & Videography 8 1 9

16 Catering and Fast Food Preparation 6 7

17 Papad and Pickle Making / Food Processing 3 2 6

18 A/C and Refrigerator Servicing 4 4

19 Flower Garland Making 4 4

20 Paper Bags and Files Making 1 3

21 Sales and Marketing 3 3 3

22 Aluminum Fabrication 2 2 2

23 Home Appliances Servicing incl. TV & DVD repair

2 2

24 Acreca Leaf Plate Making 1 1

25 Flower Arrangement 1 1 1

26 Sambar Power etc. Making 1 1

TOTAL 51 50 50 52 50 54 307

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From the above table it is seen that of the 26 activities / training programmes, only 6

are in the category of ‘Product EDP’. The rest are all ‘Process / Service Industry’ related

EDPs. Each Institute has conducted one programme in the area of ‘Agricultural related EDP’.

This is categorized together as ‘Goat Rearing / Dairy / Poultry / Mushroom Cultivation’.

Further, it is observed that in case of Vajarahalli-Ramnagara, only 4 Skill Training

activities have been conducted. The remaining 30 Training Programmes were General EDP

for SHGs. Hence, in this sample the number of activities chosen is only 5. As compared to

this in Etah, only 14 training programmes have been conducted but 10 different activities

have been covered. Hence, there is wide variation between Institutes, in terms of number of

training programmes conducted and number of activities covered in one year across training

programmes. The average is 28 training programmes and 10 activities, which implies that in

each activity around 3 training programmes are conducted on an average.

Personal Interview of Selected Candidates by Experienced Field Investigators:

For the purpose of carrying out the task of conducting interviews of selected

candidates, as per the pre-decided Questionnaire, besides, NAR faculty members, who

spent 2 to 3 days in each RSETI and its field area, external investigators were hired during

the study. Of the four persons hired, two are ex-Canara Bank officers; one who has worked

in Staff Training College and retired, and the other investigator has retired recently as Chief

Manager. The third investigator is a senior NGO functionary and founder of a reputed NGO

in Chikmangalur District. He has considerable experience of conducting such surveys for

Education Department and for PMEGP evaluation. The entire design of the project was done

under the supervision of Director General and involvement of Mr. Ramchandra Kowligi,

who is working in the capacity of Consultant Faculty with NAR, and has 17 years of work

experience in social research and grass-roots level field work in various aspects of Rural

Livelihood Promotion. The consultant faculty visited four RSETIs and interacted with the

Director and staff, and also conducted interview of trained candidates by undertaking field

visits. The DG of NAR also visited two RSETIs and conducted field interviews. The detailed

profile of the external investigators is provided in the Annexure to the report.

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Chapter 3 – Analysis of Sample Data and Findings of the Study

3.1 Profile of the Sample Gender Profile In this study, a total of 307 RSETI trained candidates were interviewed. Of these, 232 were settled candidates and 75 were ‘yet to be settled’ candidates’. Of these 307 candidates 68 % were female, and the remaining 32 % were male candidates. This bias towards female candidates is mainly because in most cases the trainees were drawn from Self Help Groups (SHGs) of women, promoted by the sponsor Bank, or other agencies such as DRDA. SHGs being an organized force it is comparatively easy for the Institutes to draw candidates from this forum than to mobilize individuals from the rural communities, and those especially male candidates. Also in case of SHGs the affinity among members and groups being high, trainees are mostly mobilized through reference of past trainees. Also if the SHG has already been provided bank credit, then their settlement is also faster and hence it is also observed that of the 68 % female candidates in the sample, 80% are settled, where as in case of males, only 65 % are settled and 35 % are yet to be settled candidates.

Table 5 - Gender Wise Break Up

Male Female Total Settled 64 168 232

To Be Settled 34 41 75

Total 98 209 307

Educational Status

In terms of educational status of settled candidates 55 % of the candidates have an educational level of class 10 or below (Table 6). Further, around 17% of the sample have educational level of pre-university, and the same percentages of candidates are graduates. It is interesting to note that there are around 40 graduates in the sample, of which 25 are female.

Table 6 - Educational Qualifications (Settled Candidates)

Level of Education Male Female Total Percentage

Less than Class 10th

(Fail) 7 66 73 31%

10th Pass 17 38 55 24%

12th Pass 11 29 40 17%

Graduate 15 25 40 17%

Post Graduate 8 6 14 6%

I.T.I / Diploma 6 4 10 4%

Total 64 168 232 100%

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In case of educational level of ‘To be Settled’ candidates, it is seen from the sample

though the pre-dominant category is of candidates having studied up to class 10 or less (37 %), candidates having higher level of education such as Pre-University Certificate, or having graduated have also not yet settled. Hence, we can conclude that level of educational attainment does not have strong co-relation to settlement or non-settlement of trainees, and hence other factors must be influencing their settlement process.

Table 7 - Educational Qualifications (To Be Settled Candidates)

Level of Education Male Female Total Percentage Class 5 to 10th (Fail) 2 10 12 16%

10th Pass 8 8 16 21%

12th

Pass 6 5 11 15%

I.T.I / Diploma 4 2 6 8%

Graduate 8 9 17 23%

Post Graduate 1 3 4 5%

Student 5 4 9 12%

Total 34 41 75 100%

Residence – Rural or Urban The data from the sample shows that though 62 % of the candidates are residing in rural areas, it also shows that 38 % are residing in Urban or semi-Urban areas. It is observed that SHG members, and others finding opportunities in big villages continue to stay in rural areas, however, increasingly the trend among entrepreneurs it to move towards smaller towns, because these towns offer better business opportunities, due to the fast growing markets for services in the small towns. This is the reason why in case of settled candidates, 65 % are staying in rural areas and 35 % are in small towns or periphery of urban areas.

Table 8 - Residential Status – Rural or Urban

Settlement Status

Male Female Total

Rural Urban Rural Urban

Settled 81 28 70 53 232

To Be Settled 17 17 23 18 75

Total 98 45 93 71 307

Social Category In terms of social profile it is observed that in the sample it is observed that the pre-dominant social group participating in the training programmes belongs to the OBC (Other Backward Castes) (52 %). Scheduled Castes (SC) form 18 % of the sample, minorities 12 % are the remaining belong to the General Category.

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Table 9 - Social Category Settlement

Status

Male Female Total

SC OBC Minority General SC OBC Minority General

Settled 8 31 9 16 31 92 17 28 232

To Be Settled 7 14 7 6 8 22 5 6 75

Total 15 45 16 22 39 114 22 34 307

Economic Profile During the course of the personal interview, the candidates were inquired about their source and level of family income. Though it is well established fact that assessing family incomes is a difficult exercise in case of rural population, due to their diverse sources of income, the following data gives us an overall picture of the economic profile of sample selected for the study, and hence of the general population participating in the RSETI training programmes. Also it is an established fact that largely incomes are under-reported. Several researchers estimate the extent of under-reporting to be up 20 % of the real income. However, still the statistics below helps us to get an overall profile of the target group under study.

Table 10 - Sources of Family Income, (Annual Family Income)

Source of Income

Wage Labor

Only Agriculture

Wage Labor + Agriculture

Private Job Government

Job Business Total

Minimum 10,000 10,000 10,000 11,000 15,000 8,000

Maximum 22,000 1,00,000 11,00,000 5,00,000 6,00,000 10,00,000

Average 14,600 36,200 71,600 83,000 1,16,000 1,14,000

Settled Nos. 3

(1 M, 2 F) 18

(6 M, 12 F) 69

(20 M, 49 F) 83 (15

M, 68 F) 14

(5 M, 9 F)

45

(17 M, 28 F)

232

To Be Settled Nos.

Nil 2 (2

M, 0 F) 13

(10 M, 3 F) 35

(13 M, 22 F) 9

(4 M, 5 F) 16

(5 M, 11 F) 75

Total 3 20 82 118 23 61 307

The above data shows that though Wage Labor and Agriculture have been the

traditional source of income for the rural people, increasingly jobs in private sector as well small business are becoming alternative sources of income for the rural people.

In the study sample, where as in case of 105 candidates (34 %), the main source of

family income is Agriculture, Wage Labor or a combination of both, in case of 118 candidates (39 %), the main source of family income is a job in the private sector, and in case of 61 candidates (20 %) the main source of family income is business.

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In terms of the income in Rupees, it is seen that there is not a significant difference between family’s earning from a combination of agriculture and wage labor (average annual income of Rs. 71,600), and in case of those earning income from private jobs the average annual income is Rs. 83,000. However, in case of families deriving their income from only agriculture, it is almost half the above amount at Rs. 36,200 per annum. Those earning income only from wage labor are further poorer and their reported annual income is only around Rs. 14,600 per year.

One plausible explanation for the above observation could be that salaried income provides a more stable income, as compared to wage labor or agriculture. Hence, the propensity of the members from these families to accept training services would be higher, since loss of labor days (During training) does not pose a big threat to their livelihoods. Also in case if the male member (usually husband or father) is earning a salary he does not mind his wife or daughter attending training programmes. However, in case of families dependent on agriculture and more so on wage labor sparing days for training (an educational activity, but economically un-productive activity) would be a difficult proposition. However, the challenge for the RSETIs is to target the socially and economically disadvantaged sections, SCs and Wage laborers.

3.2 Findings about Participation in RSETI Training Enrollment in RSETI – Source of Information

When inquired as to how the candidate came to know about RSETI training, 27 % of the respondents replied that past trainees were their source of information about RSETI. A good 21 % of the candidates were referred to RSETI by Government Department / Government functionaries. This includes SHG members sent for training by DRDA in the SGSY or SHG-Bank Linkage programmes. Another 18 % of the candidates came to know about RSETI through neighborhood, friends and other SHG members.

25 % of the sample candidates quoted Newspaper as being their source of information about RSETI training programmes. Only 6 % of the candidates were mobilized through methods such as awareness camps, pamphlets etc.

Table 11 - How Came to Know About RSETI?

No. Source of Information about RSETI No. of

Candidates Percentage

1 Past Trainees 83 27 %

2 Newspaper 78 25 %

3 Govt. Dept. / Functionaries (KVK/DRDA/Anganwadi) 63 21 %

4 Friends / Neighborhood / Relatives / SHG 54 18 %

5 Faculty/Awareness Camp/Pamphlet / Board 17 6 %

6 NGO 12 3 %

Total 307 100

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Duration of the Training Programmes After enrollment, it is seen that all the candidates have completed the training programme successfully, and there is every little drop out cases. Of the 307 candidates, studied, 27 % have attended a training programme of duration of one week. 21 % have attended training programme of duration ranging from 7 to 14 days (i.e. two weeks or less). This makes it 48 % of the candidates attending training programmes of less than two weeks duration. This is mainly because in case of most Institutes the focus is only on SHG training. SHG women, either as individuals or as a group are not able to undertake residential or even non-residential training programmes of longer duration.

Table 12 - Duration of the Training Programmes

No. Duration No. of

Candidates

Percentage

1 One Week (6 days) 83

27 %

2 Two Weeks (7 to 14 Days) 66 21 %

3 Three Weeks (15 to 21 Days) 26 9%

4 Four Weeks (22 to 31 days) 54 18 %

5 More than 4 Weeks (up to 55 days) 78 25 %

Total 307 100 %

The Institute wise break up of the average days of duration of the training programmes is as under: Table 13 - Average Duration of One Training Programme based on all Trainings Conducted

during the F.Y. 2011-12

No. Location of the RSETI No. of Days

1. Pudupudur - Coimbatore 14

2. Etah 25

3. Erode 14

4. Hassan 10

5. Vajarhalli - Ramnagara 9

6. Thrissur 12

Average of above Averages 14

The above data shows that the average duration of the training programme currently stands at 14 days.

3.3 Findings about Settlement Rate of Settlement The data in Table 2 in Chapter 2 above shows that in the 6 Institutes considered for the study, during the past one year, a total of 5686 candidates have been trained of which 3379 have been settled, which implies a settlement rate of 59 %. Considering that the

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follow up time provided in the RSETI system is two years, this is an impressive figure achieved at the end of one year itself. On an average, each Institute has conducted 28 Training Programmes and trained around 994 candidates of which 563 are settled. It has been possible to achieve this level of settlement mainly because of women candidates. Women candidates have mainly been mobilized from SHG groups. They constitute 68 % of the study sample and almost around 80 % of the total trained candidates across the six Institutes. In case of women from the sample, it is seen that settlement rate is around 80 %. This is mainly because, women members avail of small loans from the SHG or obtain bank credit linkage faster than individuals and they are able to start their activity immediately after the training programme is completed. As opposed to this, individuals who are not members of SHGs have to completely depend on their own capital (savings) or private borrowing or on a bank loan for starting their enterprise. Mobilizing capital and other resources such as space etc. is a time consuming task. Also in case of SHG women most of the activities are home-based activities and hence, they do not have to constraint of finding work space.

Age of the Enterprise Data regarding the age of the Enterprise (based on date of starting) shows that of the total of 307 cases studied, 22 % are less than three months and 23 % are more than three months old but less than six months enterprises. Cumulatively the number of enterprises less than one year old is 61 %. Hence, most of the units are in the very initial stage of start up. This finding has demonstrated that the settlement or establishment of Micro-enterprises has been on account of undergoing RSETI training.

Table 14 - Age of the Enterprise

No. Duration No. of

Candidates Percentage

1 Less than 3 months 67 22 %

2 4 to 6 months 72 23 %

3 7 to 9 months 17 6 %

4 10 to 12 months 30 10 %

5 More than 1 year 46 15 %

7 Yet to be Settled 75 24 %

Total 307 100

Investment in Start-Ups and Source of Funding Data regarding the investment pattern shows that, of the 232 enterprises of created till date (as on 31st July 2012), 122 units (53 %) have been started with a total investment of Rs. 10,000 or less. 50 Units (22 %) have been started with an investment of more than Rs. 10,000 but less than Rs. 50,000. Hence, around 75 % of the units have been established with an initial investment up to Rs.50000 only. Of the 232 cases of enterprises creation / self employment, only in 37 cases part of the investment has come from Bank Loan. In all the 232 cases, the trained candidate has

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put in own investment to move to the level of becoming a self-employed person or an entrepreneur. However in majority of the cases (127, i.e. 52 %), the own investment is Rs. 10,000 or less. In 54 cases, (23 %), the own investment is more than Rs. 10,000 but less than Rs. 50,000. Hence, cumulatively in 75 % of the cases, the total investment is less than Rs. 50,000. The major sources of self-funding are from personal savings, and borrowing or contribution from family members, or friends and relatives.

Table 15 – Initial Investment level - Own Funds and Bank Finance (Settled Candidates)

No. Range of total Initial

investment in the Enterprise Total No. of Cases

No. of Cases Investing Own

Funds Or Borrowed from Other Sources

No. of Cases Availing of Bank

Finance

1. Less than Rs. 10,000

122 127 14

2. More than Rs. 10,000 but less than Rs.

50,000

50 54 6

3. More than Rs. 50,000 but less than 1 Lakh

19 22 3

4. Rs. 1 Lakh to Rs. 2 Lakhs

16 16 7

5. Rs. 2 Lakhs to Rs. 5 Lakhs

19 11 6

6. More than Rs. 5 Lakhs

6 2 1

Total

232 232 37

Data regarding distribution of Loanees Bank wise (Tale 15) shows that Indian Overseas Bank, in Coimbatore, other Local Bank and RRBs have lent to seven candidates each. SBI has lent in 6 cases, and Canara Bank has provided loan to 5 candidates. Of these, 37 cases, 20 cases are loans given to SHGs and 17 are loans given to individuals. This also includes loan given under loan cum subsidy scheme such as PMEGP. Of the remaining 195 candidates, only 26 candidates responded saying that they had tried for a Bank loan but could not secure the same. The main reasons were either procedural difficulties or inability to produce surety or security. In all other cases, they either did not require a bank loan or did not intend to pursue for a loan at this early stage of enterprise creation.

Time taken by the Bank for sanctioning the loan. The time taken to process and sanction the loan in most cases is up to six months

(Table 16). Regarding the adequacy of the loan, of the 37 loanees, 23 (62 %) have expressed their satisfaction and 14 loanees (38 %) feel that they require more credit. Regarding the ability to meet the repayment obligations, all the 37 loanees have responded satisfactorily saying that they are able to meet the loan repayment obligations, out of the income generated from the enterprise.

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Table 16 - Bank Wise Loan obtained by the Ttrainees

No. Name of the Bank No. of Loanees

1. I.O.B. 7

2. Local Banks including RRBs 7

3. SBI 6

4. Canara Bank 5

5. Indian Bank and PNB and SBM 3 each 3 + 3 + 3

6. SBT, Syndicate Bank and Vijaya Bank 1 each 1 + 1 + 1

Total 37

Table 17 - Time taken by Bank to Sanction the Loan

No. Duration No. of Cases

1. Less than 1 Month 10

2. More than 1 Month, Less than 6 months 25

3. More than 6 Months, Less than 1 Year 2

Total 37

Turnover, Profit and Monthly Income Data regarding this aspect also is under-reported to some extent. Of the 232 cases of settled candidates studied, 19 were not able to share data regarding revenue / income since they had recently started operations. In 87 cases (38 %) the annual turnover is less than Rs. 10,000. These are mainly home based enterprises, started by SHGs. Most of these activities are carried out on part time basis and hence the scale of operations is also very limited. In 117 cases, i.e. around 50 % of the sample, the turnover is in the range of Rs. 10,000 to Rs. 50,000 per month. This is mainly because these are start up units and they still have to achieve their full scale of operations. In terms of Profit and monthly income, 59 candidates (25 %) reported earning of Rs. 2,000 or less per month. Again these are mostly part time home based activities. In case of 98 candidates (42 %), their earnings are in the range of Rs. 2,000 to Rs. 5,000 per month. In case of 32 candidates (14 %) the monthly earning is more than Rs. 5,000 but less than Rs. 10,000 per month. At present the monthly earning is comparable to what the candidate could have obtained from wage employment in the same activity.

However, since most the candidates opting for self employment are those who do wish to or those who cannot opt for wage employment (due to various social and geographical constraints), the benefits they are deriving after the training is meaningful. However, due the risks involved in sustaining this income over a long period of time, they are more vulnerable than wage employed persons. Hence, the issue of increasing and sustaining their income over a longer term has to be considered. This issue is discussed further in next section.

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Regarding scale of operations, of the 232 cases inquired, 70 respondents (30 %), replied that there was scope for increasing their scale of operations and they are either intended to do so or wanted to do so. The remaining enterprises were either in the initial stages or had achieved full capacity. As regards continuation of the activity, 183 respondents (79 %) emphatically replied that they wanted to continue the activity and also expand as and when possible. Only 49 candidates (21 %) were not sure about the continuation of the activity in the future. This shows that the large majority of the candidates coming to RSETI training are clear about the activity they want to do, and also firm about their commitment to be self-employed or become an entrepreneur.

Table 18 - Gross Revenue / Annual Turnover (Settled Candidates) No. Range in Rs. No. of Cases

1. Recently Started 19

2. Less than Rs. 10,000 87

3. More than Rs. 10,000 but Less than Rs. 50,000 117

4. More than Rs. 50,000, up to Rs. 8 Lakhs 09

Total 232

Table 19 - Net Profit / Monthly Income (Settled Candidates)

No. Range in Rs. No. of Cases

1. Recently Started 19

2. Less than Rs. 2000 p.m. 59

3. Between Rs. 2001 to Rs. 5000 p.m. 98

4. Between Rs. 5001 to Rs. 10,000 p.m. 32

5. More than Rs. 10,001 p.m. 24

Total 232

Employment Generation through Micro Enterprise Created by RSETIs Trained Candidates

One of underlying objective of the RSETIs in creating local enterprises is to generate local employment. This aspect was also covered in the present study. Data obtained from the sample (Table 19) shows that, of the total of 232 settled cases, in 54 cases (23 %) the units have created employment for one or more persons apart from the entrepreneur. Thus, a total of 203 jobs have been created in past one year downstream in 54 units started by RSETI trained and settled candidates.

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Table 20 - No. of persons Employed No. Range in Rs. No. of Cases

1. One Worker 16

2. Two Workers 15

3. More than Two but Less than 10 Workers 15

4. More than 10 Workers, up to 15 maximum 08

Total No. of Enterprises Providing Wage Employment 54

3.4 Qualitative Findings about Settlement and Settlement Process

Reasons for Choosing Self Employment:

When inquired about the reasons for opting for Self Employment/ Entrepreneurship as against wage employment, there were mainly three types of responses: (a) Candidates opted for Self Employment because they were not able to get into wage employment or were not satisfied with their jobs, (b) Candidates wanted to do home based work or work in their vicinity, especially in case of women who also want time to attend to domestic work, and make some earnings (d) Candidates who had work experience, had keen interest in the activity and were very

desirous to become self employed. They had compulsions to earn an income also.

It was further observed that it was the last category of candidates who were willing to undergo long duration training and were also willing to take time to start their own enterprise, but were sure that they want to be self employed / entrepreneur for earning their livelihoods. Though it was not possible to make an accurate estimate of extent of candidates in each category it is approximated that candidates are equally spread over these three categories, implying about 1/3rd of candidates in each category.

Some of the factors pushing towards self employment were, parents having family

background of business and interested in children taking up entrepreneurship, compulsion to earn but not able to move out of the house, and availability of plenty of raw material in vicinity.

When inquired about the reasons for choosing the particular activity, in which they

sought training, the most dominant response was either prior experience in that line of work, or keen desire out of candidate’s perception that starting work in that area could fetch them good income.

It was observed that Tailoring or Dress Making is the most preferred activity chosen by women candidates because (a) they feel it is easy to learn, (b) the scope for business is there, (c) it can be started with little investment and (d) they can operate from their homes.

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Settlement Process and Challenges Faced

Time taken for Settling in the Activity

As can be seen from the above data, most of the enterprises are less than one year old and in the start up stage. However, considering the fact that all the trainees were keen to start their own enterprise, they made considerable efforts after completion of their training. In case of women candidates, who had access to SHG finance, or were doing group activities (and especially those who had already obtained bank credit) were able to start their activities immediately after completion of training. In case of individuals, especially those who were involved in manufacturing activities (e.g. making areca leaf plate making, sambar powder making, aggarbathi making etc.) or in service based activities which require them to have a shop (e.g. mobile repair, photography etc.) it took some time to settle. This is because in manufacturing activities they had to procure machinery and raw materials and in service activities they had to locate a suitable place, pay the deposit for the shop etc. In activities which did not require much investment, such as tailoring, fabric painting, garland making, artificial jewellery etc. the candidates were able to settle down in the activities immediately after completion of training. Settlement of trained candidates is early in emerging sectors where business opportunities are more e.g. Mobile Phone repairing, Chamki/embroidery works etc. Key Challenges Faced

Regarding the key challenges faced in the settlement process, besides availability of capital, procurement of raw materials, and establishing oneself in the local market were cited as the two basic challenges in the process of establishing one-self in self employment or establishing an enterprise. To tackle the issue of raw material, the candidates were helped by RSETI faculty by giving them appropriate linkages or by other agencies such as DRDA, KVK etc. However, the issue of marketing and establishing viable market linkages still poses a major challenge to these tiny units and they seem to struggling to get foothold in their own local markets. In case of service enterprises, where a single person is providing service (e.g. Beauty Parlor) this process is relatively easier. However, in cases where they have to compete to sell their products with other local and global brands (E.g. processed foods, clothes, jwellery, etc.) it is still an up hill task. In spite of these challenges the trained candidates seem to be pursing their activity out of sheer determination and will. Most of the settled candidates are content with the initial success in the present stage. They are optimistic or enhancing their skills and expanding their enterprise. However, they have not been exposed to or were not able to visualize the challenges in terms of competition, changing consumer preferences, problems in mobilizing higher level of investment for expansion, managing finances, and managing accounts etc. These issues can only be addressed through advanced training, more inputs on General EDP and through growth programmes.

It was observed that in case of women whose source of family income was adversely affected by death or loss of job of husband, utilized the training very effectively and started their activity immediately after the training. For example in the Erode & Bhavani

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belt(Tamilnadu) in which a number of male members lost jobs in the textile sector due to recession, women have undertaken dress designing Embroidery work to earn a living, after only one week of training. Support from Family and Friends

As regards the support from family, friends and the community, it was observed that in around 90 % of the cases, this support was easily forthcoming. In around 10 % of the cases, the candidate was pursuing training and also post training entrepreneurial activity in spite of lack of support from the family.

Role of Prior Knowledge and Skills

Further, the study has revealed that in around half the cases (50 %) the candidates

had some prior knowledge or skills relating to their chosen area of work. In other half of the cases, they were exposed to the activity only because of RSETI Training. It was observed that candidates having prior knowledge or skills usually tend to settle down faster than new comers. However, this principle does not apply in all cases, that there is significant amount of variation from individual to individual. Hence, prior knowledge cannot be made a pre-requisite for RSETI training, but definitely it can be given preference.

3.5 Impact of RSETI Training

Benefits from RSETI Training It was observed that but for RSETI training none of the candidates could have ventured on their own and started the micro-economic activities they are doing. Hence, RSETI training has impacted in a very positive manner and is enabling trained persons and families to improve their income and livelihoods. In significant number of cases this income alone has created the livelihood for the family. All the candidates interviewed emphatically replied that RSETI training has helped them to increase their confidence and self esteem. Most of them also cited as having received technical skills in the particular activity as the main gain/benefit of the RSETI training. Most of the candidates were not able to verbalize the benefits they received in term of change in their attitude or behavior, but said that their personality had undergone change for the better. Hence, it is obvious that but of RSETI training, all most none of the candidates would have ventured into self employment or entrepreneurship on their own. Definitely there would have been few cases, but RSETI training has helped such strongly motivated persons also and given them a direction for conducting their future course of action. Hence, whether Personality Development and Behavioral Inputs has contributed more or training in technical skills is difficult to judge, but the combination of both seems to be ideal training input to be delivered.

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Duration of Training

RSETI Training prepares the ground from which the trainees are able to launch themselves as self employed persons or entrepreneurs. Skill development was observed to be most effective in cases where the training was a period of three weeks or more and the training was compulsorily residential in nature.

It was observed that in case of long duration training (21 days or more) the individual trainees were able to utilize the training in a meaningful manner, and the enterprises developed by them seemed to be doing well. This is especially pronounced in case of training in emerging sectors such as Mobile Repairing, Beauty Parlour, and Digital Photography. Also in case of candidates having undergone this long duration training, their overall confidence level was higher and they were able to relate the training inputs to their real life situation and apply the training received in the process of setting up and managing their enterprises.

Though, in 48 % of the candidates, the training is of short duration (less than two

weeks) it is not adversely impacting the settlement percentage, because most SHGs who have obtained bank credit and have started some activity have been accounted as being settled. However, it is observed that short duration training:

is impacting the quality of the settlement, in the sense that the turnover of these enterprises is low,

they are highly vulnerable to threats from the external environment

the entrepreneurial competencies of the trained candidates, is not pronounced and

the confidence level of the trainees does not seem to indicate that they will be able to overcome these threats.

Residential Versus non Residential In case of many SHG groups and even individual women members it was observed that they were un-willing to undergo residential training. Also the newer Institutes (especially Thrissur) did not have residential facilities. In the study, a sharp difference was observed between candidates who had received residential training, and those who were only attending on day basis. The time available for providing training in residential courses is all most double that of day training even though the number of days may be the same. When asked about their preference, most candidates said that they preferred residential training, but were un-able to attend the same due to domestic compulsions. Hence, the Director and Faculty have to play the role of a Counselor to convince the family members of the candidates to undergo residential training. This is required to optimize the utility of the resources deployed, enhance the settlement rate and level of confidence borne out of increased level of skills and competencies acquired.

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Importance of General EDP

In cases where the trainees had received short duration training (one week of General EDP or One Week of General EDP + Skills Training) they were not able to fully recollect about the training inputs they had received. The trained candidates are not able to perceive the need or recognize the importance of training inputs in areas such as Management and Marketing skills, Statutory issues, Accounting, Costing, etc. because these aspects were not delivered in the training effectively.

In cases where the trainees had undergone training of longer duration (more than two weeks) and the General EDP Modules had been delivered during the course of the entire training duration, the internalization was better. This was reflected in the behavioral responses, observed both at the time of the interview, as well gauged through their narration of their post training trials and tribulations. Their narrative mainly consisted of the sequence of events regarding the efforts they made to establish themselves and how they responded to challenges from the external environment. General EDP inputs include topics such as Entrepreneurial Competencies, Enterprise Launching Aspects (Business Opportunity Identification, Market Survey, Launching Formalities), and Enterprise Managing Aspects (Marketing, Costing, Pricing, Customer Management etc.). Training in all these topics have to be delivered in a structure manner.

Suggestions for Improving Training Regarding suggestion for improving the training, most respondents who had undergone short duration training said that they looked forward to more number of training days, though they were not sure if they could undertake residential training due to other social and family compulsions. In many instances, candidates having gained work experience, following the training, requested for refresher training on new topics, especially related to skill up-gradation. This implies that Training courses need to be reviewed and updated with inputs relating to latest technology and market developments. For example fast changing technologies in computers, mobile etc. emerging technologies in agriculture such as milking machine, green houses etc.

Other Support & Guidance from RSETI When inquired as to what support they required from RSETI other than in the form of training, the two most dominant responses was as follows:

help the trained candidates to obtain bank loan, by assisting them in the process of applying for obtaining a loan, and

help the newly established enterprises in marketing of their goods.

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3.6 Non Settlement and Issues Related to Non Settled Candidates

Reasons for being un-able to start the Activity

An analysis of the responses of the 75 candidates who are yet to be settled has revealed the following reasons for the non-settlement/yet to start the activity:

1. Taken up Wage Employment 2. Financial Constraints 3. Family responsibilities 4. Not Confident at this Stage 5. Pursuing Higher Studies 6. Market is highly competitive and hence do not want to take risk 7. Non Availability of Working Space 8. Family Not Supportive 9. Health Related Issues 10. Pursuing Agricultural Activities Since, in case of one individual there may be more than one of the above reasons

leading to him/her not being able to start the activity, we have not made a frequency distribution, but generally arranged the reasons in the decreasing order of importance.

It may be noted here that in some Institutes, candidates having settled in wage

employment are accounted as having been settled. Though, this may be technically correct, for the purpose of this study we have considered only those candidates in self employment or having established their enterprise as settled. In our view wage employment could be an alternative in the transition period for the candidates to gain experience, skill and confidence before they move to self employment. The focus of RSETI training must be on creating self employed persons and Micro Enterprises.

In many instances, students who are still pursuing education have also taken

admission to RSETIs training programmes and completed the training successfully. This has helped to boost their confidence etc. But they are not keen on settling down in the particular activity, and the training has only increased their resolve to pursue higher education. Such cases should be carefully screened in future while selecting candidates for training programmes.

Key Challenges Faced, How Dealt with these Challenges

It is seen that candidates face challenges at multiple levels. However, it must be noted

that settled candidates also face some of the above challenges but have been able to overcome the same. In case of ‘To be settled’ candidates, in some cases, these factors may be genuinely constraining and the candidate may be finding it difficult to overcome these challenges. In other cases, the intensity of these factors may not be very high, but it may be lack of initiative on part of the candidate to deal with the challenges. It i s very difficult to investigate and categorize the cases into these two categories. However, based on general impression of the principal investigators it may be concluded that the numbers are equally

33

divided in both these categories. Hence, there is still considerable scope for improving the motivational level of the trainees and bring them to a level where they are confidently able to deal with challenges posed by external factors in the settlement process.

3.7 Key Factors for Success – Investigators Perspective

One of the key features of the study, was an assessment made by the investigator based on his/her own assessment of the candidate, as to which factor has influenced to what level in the settlement process, and of the various factors which is the key or defining factor for success. As discussed in section 2.1 these factors were categorized into four categories, namely

I. Personality traits of the Entrepreneur,

II. Business Management Skills of the Entrepreneur,

III. Technical Skills of the Entrepreneur in the chosen Vocation, and

IV. Factors in the External Environment influencing the Enterprise. The external factors include the following

a. Support of Family and Friends,

b. Availability of Bank Finance and

c. Favorable Market Conditions.

d. Another key influencing factor considered was the ‘Training provided by RSETI’.

The investigator was asked to rate each of these factors on a scale of 5, where each value was assigned the following meaning: ‘1’ – The ‘factor’ has made ‘NO CONTIRBUTION’ to the process of settlement of the candidate

‘2’ – The ‘factor’ has made ‘LITTLE CONTRIBUTION’ to the process of settlement of the candidate

‘3’ - The ‘factor’ has made ‘SIGNIFICANT CONTRIBUTION’ to the process of settlement of the candidate

‘4’ - The ‘factor’ has made ‘HIGH CONTRIBUTION’ to the process of settlement of the candidate

‘5’ - The ‘factor’ has made ‘VERY HGIH CONTRIBUTION’ to the process of settlement of the candidate

Further, the investigators were asked to discern the most important factor among the above mentioned 7 factors. Please note that these are factors are not ‘exclusive’ of each other (i.e. either – or), but are inclusive (and). The effort is only to find the most influencing factor

34

based on the assessment of the investigator who is a mature and capable person (refer annexure 3) for detailed profile of the investigators. The data obtained from this exercise is provided in Table 20. The following interpretations can be obtained from the analysis of this data: 1. Personality Traits of the Entrepreneur - This factor has made a significant contribution

to the success of candidates in 28 % of the cases, and high and very high contribution in 61 % of the cases. Hence, this is an important aspect to be considered, and inculcating ‘Entrepreneurial Competencies’ through RSETI training therefore becomes a key factor in the success of the training and settlement programme.

2. Business Management Skills of the Entrepreneur – This factor has made significant contribution in 51 % of the cases. In 31 % it has made high and very high contribution. Hence, it is also an important factor, which can be imparted in a large measure through training inputs.

3. Technical Skills of the Entrepreneur – In majority of the cases (81 %) it is the found that this factor plays a key role in the success of the Entrepreneur. Hence imparting good technical training is one of the key factors contributing to the success of trained candidates.

4. Support of Family and Friends – This factor also influences the success to a large measure. Hence, taking the family into confidence, counseling them etc. is necessary to ensure that trained candidates are settled.

5. Availability of Bank Finance – This factor has not at all made a significant contribution. In 84 % of the cases, there is not bank finance. Only in 37 cases Bank Finance was made available. However, this does not imply that Bank Finance is not important, but only goes to show that candidates are trying for settlement despite of not having obtained Bank Finance.

6. Favorable Market Conditions – The data in this factor also shows that in 71 % of the cases this factor has made little to significant contribution. Hence, candidates are trying for settlement even though market may not be fully favorable.

7. RSETI Training – The data clearly shows that RSETI training has made little or no contribution in only 3 % of the cases. This speaks volumes of the importance the training has played in the settlement process.

8. Key Factor for Success – In 50 % of the cases, the key factor contributing to the success is RSETI training, and 27 % it is the Personality of the Entrepreneur. Hence, this clearly shows that a combination of the two, that a RSETI training which is able to appropriately shape the Personality of the Entrepreneur and imbibe in him/her the required competencies is the key of the success of the entire RSETI model.

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Table 21- INVESTIGATORS ASSESMENT OF KEY FACTORS INFLUENCING SUCCESS OF CANDIDATE AND CONTRIBUTION OF RSETI TRAINING TO THE SETTLEMENT

No

Contribution Little

Contribution Significant

Contribution High

Contribution Very High

Contribution

Total

CONTRIBUTION OF INTERNAL (PERSONALITY & SKILLS REALTED) FACTORS

1.Personality traits of the Entrepreneur

6 19 66 55 86 232

3% 8% 28% 24% 37% 100%

2. Business Management Skills of the Entrepreneur

8 33 119 41 31 232

3% 14% 51% 18% 13% 100%

3. Technical Skills of the Entrepreneur

10 34 93 46 49 232

4% 15% 40% 20% 21% 100%

CONTRIBUTION OF EXTERNAL FACTORS

4. Support of Family and Friends 14 38 100 44 36 232

6% 16% 43% 19% 16% 100%

5.Availability of Bank Finance 195 0 0 30 7 232

84% 0% 0% 13% 3% 100%

6.Favorable Market Conditions 24 54 110 33 10 232

10% 23% 48% 14% 4% 100%

CONTRIBUTION OF RSETI TRAINING TO SUCCESS OF THE ENTREPRENEUR

7. Training given by RSET Institute 6 1 47 54 123 232

2% 1% 20% 23% 53% 100%

KEY FACTOR CONTRIBUTING TO SETTLEMENT

1.Personality of the

Entrepreneur

2.Business Management

Skills

3.Technical Skills

4.Support of Family

and Friends

5.Availability of Bank Finance

6.Favorable Market

Conditions

7.Training Given by

RSETI Total

62 8 18 11 8 8 117 232

27% 3% 8% 5% 3% 3% 50% 100%

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3.8 Discussion with Institute Directors and Bank Managers

The NAR Faculty members during their visits to the RSETIs also had discussions with the Directors of the Institutes regarding training and the settlement process. Mainly three issues were discussed in this regard:

a) Selection of Right Candidates b) Settlement c) Credit Linkage with Banks

Regarding selection of candidates, the Directors expressed the view that they were not

able to generate sufficient applications, so that they are able to interview and select only appropriate candidates. This is because for generation of applications they are excessively relying on references given by past trainees and candidates applying after seeing newspaper advertisement(s). To generate applications from deserving and appropriate candidates, and that too non-SHG members they have to conduct more number of Entrepreneurship Awareness Camps. However for doing this they do not have adequate staff.

As regards settlement, though currently the settlement rate is satisfactory, most

Director’s expressed the view that candidates who had taken up wage employment need to followed up so that they can be motivated to take up self employment. Also micro-enterprises required other kind of support, such as liasoning with Government authorities, technical support etc. Due to non availability of adequate human resources, they are not able to do justice to the trained candidates for such kind of support.

With response to credit linkage, they expressed the view that many Branch managers were not aware of schemes under which the RSETI trainees can be given credit. When it comes of SHGs the Banks are ready to extend credit but are non ready to lend to individuals. They follow very conventional norms (such as educational level, ability to provide security etc.) when assessing credit worthiness of the RSETI trained candidates. They were of the view that due weight-age must be given to the fact that the Trainee unlike other applicants has undergone training and is more competent than other contenders in spite of limitations with regard to education and other economic parameters.

The main issue mentioned by the Directors was the lack of Faculty members to assist

them in conducting Entrepreneurship Awareness’ Camps, conducting General EDP training and also for conducting the post training follow up activities. All most all the Directors expressed the view that having on the rolls of the Institute one more person (preferably MSW with 3-4 years of work experience) would help them since the young person would be able more mobile and will be able to establish better rapport with youth in the community and even in the classroom.

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Views of Bank Managers

Most Bank Managers with whom the NAR faculty interacted, expressed the view that they were willing to extend credit to SHGs, especially those which have been formed at least one year earlier and had good record of savings and banking. The risk in lending to SHGs is less as compared to lending to individuals. In case of case of giving credit to Individuals they had to do a very through due diligence of each case. Since the persons lived in far off areas, the banks also did not have sufficient staff to conduct the unit visits etc.

Also the RSETI trained candidates are generally weak on other parameters such as Educational level, and ability to provide surety, or guarantor etc. Further, the RSETI trained candidates to gain experience and establish their credit worthiness takes time hence they have to exercise caution while extending loans to RSETI trained candidates.

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Chapter 4 - Recommendations for Future Programmes – Training and Follow-up Activities

4.1 Choice of Training Programmes In the RUDSETI/RSETI model, the training programmes are supposed to be decided in the beginning of each financial year and an ‘Annual Action Plan’ (or calendar of training programmes) is prepared. This plan is supposed to be prepared by taking inputs from the following sources: (a) Suggestions of the Local Advisory Committee, (b) District Credit Plan as prepared by the of the Lead Bank, (c) Potential Linked Plans prepared by NABARD, and development plan of District prepared by other bodies such as the District Planning and Development Council (DPDC) of the Zilla Parishad and Plan of the Urban Local Bodies (ULBs). Thus, the study of these documents and deriving a plan based on them can be a demanding exercise. Also inputs from the market regarding emerging business opportunities must be sought. This can be done by interacting with Industry Associations, Chambers of Commerce, and Traders Association etc. Also the RSET Institutes should conduct their own market survey to obtain information about emerging business opportunities for developing the Annual Action Plan. Since, it is observed that in the case of the RSETIs studied, this process is not very diligently followed the choice of training programmes seem to be not done a scientific and studied basis. This process gets further diluted when SHGs who have already chosen a particular activity, are sent by DRDA to RSETIs for training. RSETIs are then forced to provide training in the particular activity, without having prior knowledge of viability of the activity and availability of credit, market and technical linkages and hence if the trained candidates can be successfully settled in the chosen activity. Most ‘Annual Action Plans’ tend to be repetitive from year to year, with only a few minor modifications being made from time to time. Hence, it is recommended that the process of ‘Annual Action Planning’ must be done in a more scientific and systematic manner, and help of professional or academic Institutions can be sought if necessary for this purpose.

4.2 Mobilization of Candidates The data from the sample study clearly shows that for majority of the trainees the main source of information about RSETI is through past trainees and the media. Involvement of RSETIs, by creating Awareness Camps on Self Employment is limited. This tends to push non-deserving, and non-suitable candidates to the training programmes. This affects settlement and sustainability of the enterprises in the long run. This also affects the quality of settlement. This is seen from the fact that most of the settled enterprises / individuals have very low level of Business turnover and income. Hence, it is recommended that the process of mobilizing and selecting candidates must be done through more involved process. The RSETIs should reduce their dependence

39

on SHGs and DRDA and should mobilize more individuals from the rural communities and screen them for their appropriateness to enter a training programme aimed at entrepreneurship promotion and then only enroll them in the training programmes.

4.3 SHG Training Versus Non SHG Training The focus of most RSETI training (at least in the Institutes considered in the study) seems to be on training women SHGs (as a group) or individual members drawn from SHGs. While the study clearly establishes that it is only because of RSETI training that these women have entered into self employment/ entrepreneurship, the focus seems to overwhelmingly on women candidates. Women candidates, though entering into self employment or entrepreneurial activities are constrained by various factors – social, economic and domestic. Hence, most of them pursue their trade/activity on a part time basis, making this a source of extra income for the family. This phenomenon tends to dilute the core RSETI model which seeks to promote rural entrepreneurs from among un-employed youth and for whom the chosen activity and the work based on that would become the main source of their livelihoods. Further, these trained candidates have to move from the stage of income generation to the stage of full scale self employment, and then to entrepreneurship. Hence, it is recommended that in future training programmes, SHG or SHG women based training should not exceed half of the total training programmes conducted in a year. Equal weight-age should be given to training males and in the activities through which they can establish their full fledged enterprises and make that their main source of livelihoods.

4.4 Duration of the Training Programmes The RSETI approach to entrepreneurship development focuses on developing skills and motivation which gives confidence to the trainee for pursuing an activity based on the skills and competencies acquired during the training. Though, RSETI’s thrust is on short duration training programmes, one week or less than that is too short a period for acquiring employable skills, other than in agriculture related activities. Conducting large number of training programmes of 3 days and 6 days to SHG members will not contribute in anyway towards skill development. This tendency has the danger of making the Director operate in a ‘comfort zone’ at the cost of diluting the core model of RSETI training. There may be compulsion to oblige to DRDAs request of training SHG members. However, this cannot the core offering of the RSET Institute. Reaching out to needy and deserving individuals from the rural community and training and molding them into full fledged entrepreneurs has to be at the core of the training programmes and follow up activities conducted by RSET Institutes.

The pre-dominance of one week training programmes, that too non-residential (in

some institutes, for e.g. Vajarahalli - Ramnagara) should be reduced. While preparing the Annual Action Plan equal distribution of short duration (one to two weeks) and longer duration (more than two weeks) programmes should be planned.

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4.5 Residential Versus Non Residential Programmes Some Institutes (e.g. Thrissur) lack residential facilities. Hence, the director is not able to conduct residential programmes. Efforts should be made to ensure that all programmes conducted are residential in nature. This will provide quality time for practical training and also for developing the life skills of the trainees since they will be staying on campus. This will ultimately enhance the rate and quality of settlement.

4.6 Focus on General EDP Focus on General EDP Training, especially Behavior Simulation Games and training through other experiential methods should be increased and also improved. It is observed that it is the General EDP inputs, rather than technical inputs which help the candidate to overcome problems faced in the settlement process. Though technical training is important and necessary, it can be provided at the cost of diluting the training of General EDP modules, including enterprise launching and enterprise managing aspects.

4.7 Advanced and Growth Training Programmes Most of the trained and settled candidates have expressed the desire to undergo Advanced (Skill Up gradation) training programmes as well as have requested for training programmes which help them in expanding their business (growth programs). Hence, while preparing the Annual Action Plan/Training Calendar at least one or two Skill Up gradation as well as Growth programmes should be planned by every Institute.

It is also recommended that in respect of Technical programmes like mobile phone repairing, A/C and Refrigeration Mechanic, Photography etc. latest technology should be imparted in the module, besides exposure visits to units which are fully functional. 4.8 Post Training Follow Up Support As regards Post Training Follow Up support there are three major areas in which trained candidates require support viz. (a) Credit Linkages, (b) Market Linkages and (c) Technical Support. While RSETI can play a more pro-active role in helping trained candidates to access Bank Loan or finance from other sources (NBFCs, MFIs etc.), RSETIs have structural limitations in providing Market Linkages and Technical support. To address this challenge RSETIs should liaison with local agencies which can provide this support in a more pro-active manner and also organize linkages. Directors should also provide Business Counseling to trainees to help them overcome the teething troubles which they experience while starting their venture, and also provide guidance to help them to sustain their venture.

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4.9 RSETI Staff In all most all the RSETIs studied (especially the new Institutes); it was observed that

the Director was overburdened with many tasks. He had no Faculty member(s) to support him. Hence, it is recommended that each RSETI should compulsorily have one full time Faculty member who can assist the Director in academic and non-academic functions and also provide General EDP training. Having one more full time person will also help in ensuring mobilization of better candidates, and also more intensive follow up for settlement. Having one more Faculty will also help the Director to focus his/her energies on liason with other developmental agencies in the district and hence improve the overall functioning of the RSETIs, including promotional, administrative and training functions. The lack of adequate staff has resulted in very little time for the post training follow up and affected the quality of the General EDP training.

4.10 Concluding Discussion

The RSETI model of training and follow up support has emerged from the RUDSETI model. The uniqueness of the model (besides free and residential training) is that these Institutes in-take un-employed youth from rural areas with some life experience and moulds them into entrepreneurs. The enterprises so created are capable of creating further wage employment opportunities. Also the livelihoods of the entire family of the youth are now derived from this enterprise. In order to ensure that the RSETIs are able operate in the same model and ensure optimum utilization of the limited resources at their disposal the RSETI must plan their training programmes more carefully. The present study reveals that in the RSETIs studied due to over reliance on SHG training the above model has been diluted to a large extent. Since, a number of other agencies (such as DRDA, Women and Child Development Department / Women Development Corporation etc. besides private NGOs and MFIs) are also operating in the same space (of promoting and training SHGs), RSETIs entry into this already crowded space is eroding is distinctiveness. Hence the uniqueness of the RSETI model does not stand out at the district level. The general perception of the development agencies at the District level is that in spite of being promoted and sponsored by a Bank and training SHG or SHG members, the credit linkage of trained candidates is not satisfactory. Hence, to overcome this general perception, and re-position RSETIs as a unique training institute for promoting rural entrepreneurship it is imperative to plan and deliver the training programmes more carefully. The focus should be four weeks to six week duration training programme for youth who want to enter into self employment or create their own enterprises and take this up as full time vocation and earn their livelihoods from the same. Further in the training the focus has to be on providing adequate inputs on Entrepreneurship development (General EDP), and training in Business Management skills, besides training in technical skills.

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ANNEXURES

Annexure 1 - Interview Schedule

FORMAT OF QUESTIONNAIRE FOR INTERVEWING TRAINED CANDIDATES –

PART A - General Information about the Candidate

(settled/not settled/taken up wage employment)

1 Survey Form No. SETTLED/NOT SETTLED/TAKEN UP WAGE EMPLOYMENT

2 Name of the Candidate

3 Name of RSETI

4 Training Programme attended in RSETI

5 Batch No.

6 Duration From Date To Date

7 Category SC/ST/Gen?OBC/Women/Miniority

8 Sponsored Candidate Y/N Sponsorship Details

9

Address

10 Residence - Rural/Urban/City

13 Mobile Number Landline Number

14 Age

15 Education

16 Sources of Family Income – Business /Government Job / Private Job /Agriculture

17 Annual Income of the Family in Rs. at the time of Training

18

How Came to Know about RSETI Training.

43

PART B: RESPONSE FROM THE CANDIDATE - SUCCESSFULLY SETTLED

1. Name of the project / enterprise and activity, which the Trainee has started after the training

2.

Reasons for choosing /selecting: a) Self Employment

b) This particular activity

3. Date of Starting the present activity

4. Location of the Enterprise/Activity

5.

Total Investment in the Enterprise (in Rs.): Own funds: Bank Finance Term Loan: Working Capital:

6. Name of the Bank and branch

7. Time taken by the Bank to sanction the loan

8. Finance under which Scheme?

9. Whether credit facility is adequate

10. Are you able to meet the Bank repayment obligations properly? If No. What problems are you facing?

11. If you have not taken Bank loan, what are the reasons? (Whether you have tried & not able to get the loan). Please explain

12.

Present economics of the Enterprise: (in Rs.) a) Monthly Gross Income b) Monthly Expenditure c) Net Profit

13.

Are you utilizing your resources (time/skills/production/service capacity)to the full extent or is there any scope for increasing your business?

14. No. of Workers Employed

15. What are your future plans? Do you intend to continue this activity or change or make any modifications ,

44

16. A. What did you do after going back from RSETI Training:(until you started your activity)

17. What were they key challenges / events faced by you for setting up of the enterprise? How did

you (the Entrepreneur) deal with these challenges. 18. What are the key external factors influencing this particular activity: (Availability of raw material,

Technology, Market conditions, Competition, social pressure, Government regulations etc., any other factor).

19. How did the above factors act on the establishment & running your enterprise – negatively or positively – in each case what was your response/strategy to the changes in the external environment.

20. What was the role of the family, community, friends and peers in helping / adversely affecting the development of your Enterprise?

21. Whether you were having any primary skills in the area of your activity before attending RSETI

Training (If yes specify). 22. What are the skills and other lessons you learnt from RSETI training which helped you to start

and manage the enterprise. 23. What aspects of training and other services of RSETI you liked most and which are useful to you 24. A. Whether RSETI training was adequate or inadequate for you to learn the skills and

confidently start the activity? B. As an entrepreneur now, when you look back at the training, what additional inputs in the

training could have helped you to set up and manage the enterprise.

C. Do you need any refresher/skill up gradation training? If yes specify in which areas?

25. A. Other than technical skills, what other things you need to learn for managing your enterprise well (Marketing, Costing, pricing, customer management, finance management, etc.?

26. What other support/guidance you expect from RSET Institute.

SIGNATURE OF THE CANDIDATE

45

PART B: RESPONSE FROM THE CANDIDATE - NOT SETTLED

1. A. What did you do after going back from RSETI – B. In case you have taken up wage employment or any other activity, furnish the details of job, income and future plans. 2. What were the difficulties/ challenges faced by you for setting up of the enterprise? How did

you (the Entrepreneur) deal with these challenges?

3. What was the role of the family, community, friends and peers in helping you for setting up of the Enterprise?(Whether received expected support or not)

4. Mention the reasons for not starting the enterprise/activity for which you have undergone

RSETI training?.

5. Whether you were having any primary skills in the area of your activity before attending RSETI Training.

6. What are the skills and other lessons you learnt from RSETI training?

7. What aspects of training and other services of RSETI you liked most and which are useful to

you

8. Whether RSETI training was adequate or inadequate for you to learn the skills and confidently start the activity

9. What additional inputs in the training could have helped you to set up and manage the

enterprise?

10. What other skills you need to learn for setting up your enterprise?

11. What are your future plans and What guidance/support you expect from RSET Institute

SIGNATURE OF THE CANDIDATE

46

PART C – Key Factor for Success – Assessment by the investigator

.

Rate the following factors contributing for becoming a successful entrepreneur or /Not ‘settled’ in self employment on a scale of 1 – 5 as follows? -> 1. No Contribution 2. Little 3. Significant 4. High 5. Very High

Investigators Response

1

Personality traits and Skills of the Entrepreneur – Entrepreneurial Competencies/Qualities. (Initiative, Looking & acting up on opportunities, Information seeking, persistence, Concern for quality, Commitment to work contract, persuation, problem solving, efficiency orientation,self confidence, etc.)

1

2

3

4

5

2

Business Management Skills of the Entrepreneur - Ability to Manage a Business Successfully, knowledge about how to manage people, finances, materials etc.

1

2

3

4

5

3 Technical Skills of the Entrepreneur - Knowledge of the business in which he/she has technical skills, experience etc.

1

2

3

4

5

4 External Factors

4.1 Support of Family and Friends 1

2

3

4

5

4.2 Availability of Bank Finance 1

2

3

4

5

4.3 Favorable Market Conditions 1

2

3

4

5

4.4 Training given by RSET Institute 1

2

3

4

5

4.5 Support of Government Scheme / policy etc. 1

2

3

4

5

4.6 Any other Factor in the External Environment you consider important (specify)

1

2

3

4

5

5. Of all the above 1,2,3,& 4 (4.1 to 4.6) which factor you think played the key role in success or failure:

Contribution of Training Inputs on Settlement

1. The General EDP Training has helped to develop Entrepreneurial qualities for becoming a Successful Entrepreneur – 1.Strongly Disagree 2. Disagree 3. Neutral 4. Agree 5. Strongly Agree

2 The Skill Training in RSETI has helped to become a Successful Entrepreneur – 1.Strongly Disagree 2. Disagree 3. Neutral 4. Agree 5. Strongly Agree

Any other significant Observations:

SIGNATURE OF THE INVESTIGATOR

47

Annexure 2 - NAR Faculty Members Field Visit Schedule

Profile of the NAR Faculty Members who conducted the Study

1.H. Somashekar, Director General, NAR

Mr. H Somashekar, BA,LLB, PGDHRM, and CAIIB, has 31 years of work experience in Banking (Canara Bank) in various capacities at all 3-tiers of the organization viz. Head Office, Zonal Office and Branch. For 5 years he has worked in the field of Entrepreneurship Development as Director/Executive Director of RUDSET Institute, a Non Government Organisation (Deputation from Canara Bank). He is serving as Director General of NAR since July 2011. NAR is a national level resource organization for Capacity building & mentoring of Rural Self Employment Training Institutes (RSETIs). As regards his research and publication experience is concerned he has to his credit published the ‘Handbook for MSME lending’ and ‘SME Lending Guide’ in Canara Bank. He has developed a Entrepreneurship Development Training manual for training the beneficiaries of Prime Minister’s Rojgar Yojana(PMRY) of for Govt. of India and also been involved in developing the Manual of Standard Practices for Rural Self Employment Training Institutes, recently published for the Ministry of Rural Development, Government of India.

2. Ramchandra Kowligi, Consultant Faculty

Mr. Kowligi, holds a Master’s in Social Work from the Tata Institute of Social Science, Mumbai. He has 17 years of work experience in the development sector and 3 years of work experience in the corporate sector. In his work in the development sector he has conducted more than 6 major and around 20 minor research projects. He has been part of team which has developed a book called ‘Good Practices in Social Sector Service Delivery’ based on case studies of successful government schemes. This work was done for the Planning Commission, Government of India, and UNDP. He is actively involved in providing consultancy and grassroots level support to number of NGOs in the states of Maharashtra, Karnataka, and Andhra Pradesh. Mr. Kowligi has been working with NAR since January 2012, and has also played a key role in developing the ‘Manual of Standard Practices for RSETIs’. This book has been developed by NAR and is has been accepted by Ministry of Rural Development, Government of India as the official manual for all RSETIs in the country.

Schedule of Visit to RSETIs for the Present Study

No. Date Name of the Institute Faculty Visited 1 July 2nd and 3rd Coimbatore Ramchandra Kowligi

2 July 4th and 5th Thrissur Ramchandra Kowligi

3 July 9th and 10th Ramnagara Ramchandra Kowligi

4 July 12th and 13th Hassan Ramchandra Kowligi

5 July 5th 6th, & 7th Erode H Somashekar

6 July 12th, 13th & 14th Etah H Somashekar

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Annexure 3 - Profile of Field Investigators

Investigator 1

Mr. K. Gopalakrishnan,

Retired Chief Manager, Canara Bank, - Mr. Gopalakrishnan has 35 years of work experience

in Canara Bank in various Branches mainly handling credit sections in Trivandrum and Delhi.

He holds a degree in Commerce with CAIIB. He retired in 2007. He conducted the survey in

Thrissur.

Investigator 2

Mr. R. Srinivasan,

Retired from Canara Bank Staff Training College, Chennai. He has 20 years of work

experience in Banking and training of Bank Staff. He also served as Group Head, H.R. and

Marketing at the Apex Training College in Bangalore and also was in charge of the Planning

and Evaluation cell in the same organization. He has 9 years of banking experience at Branch

level. He conducted the survey in Erode and Coimbatore.

Investigator 3

Mr. Shivanna,

Holds a Diploma in Mechanical Engineering. He worked as Technician in NGEF Bangalore

from 1973-96. From 1996 onwards he moved to the NGO sector. From 1996 to 1998

onwards he worked at Varada Seva Prathistana, Hassan District. From 1998 to 2010 he

worked as the Co-Ordinator for Rural Development at Prabodhini Trust, Chikkamagalur

District. In 2008 he was awarded the Vruksha Mithra Award for Biodiversity and

Environmental Conservation by Forest Department, Government of Karnataka. From 2008

onwards he is involved in the Annual Status Education Report in Chikkamagalur Distict

conducted by PRATHAM, Delhi. From 2007 to 2010 he was working as the Internal Control

System Manager for Taluk level Organic Village at Koppa and Sringeri Taluks. He is also the

Co-ordinator for food cluster at Chikkamagalur District . Now he is working as Resource

person for MGNREG’s at Chikkamagalur District

Investigator 4

Sri Vinod Singh,

Holds a master degree in Economics. He is currently working with Gyandeep Krishi Prasar

Kishan Vidhyalaya Samiti, at Manpura, Etah as the Secretary of the NGO. He has five years of

experience in this sector. This NGO is runs a Junior High School and is also engaged in the

49

production and sale of Bio-fertilizers and vermin-compost for organic farming. He and his

team is involved in conducting awareness programs in the fields of Self-Employment, Kishan

Gosthis, Organic Farming, Agriculture & Education. His organization has conducted survey

for the Fisheries Department, Government of Uttar Pradesh. For this and other work, the

organization has received letters of appreciation from the District Magistrate, Best Farmer

Award, and also letter of appreciation from the State Agricultural Department, and the

Horticulture Department. Shri Vinod Singh is also the coordinator of the Sampoorna

Swachata Abhiyan in the District of Etah.

* * *

50

Annexure 4 – Institute Wise Details of Training Programmes Conducted during 2011-12

1. Vajarhalli - Ramnagara

Batch No.

Name of the Training Duration in Days

Dates of Training No. of persons trained

No. of trainees settled as at 31/05/2012

Training sponsored

by

1 Women SHG 6 18.4.11 to 23.4.11 36 36 OWN

2 Women SHG 6 02.5.11 to 07.5.11 32 32 OWN

3 Women SHG 6 09.5.11 to 14.5.11 29 29 OWN

4 Basic Tailoring 31 14.5.11 to 13.6.11 28 14 OWN

5 Women SHG 6 13.6.11 to 18.6.11 27 27 OWN

6 Women SHG 6 20.6.11 to 25.6.11 30 30 OWN

7 Women SHG 6 27.6.11 to 02.7.11 36 36 OWN

8 Women SHG 6 04.7.11 to 09.7.11 34 34 OWN

9 Women SHG 6 11.7.11 to 16.7.11 33 33 OWN

10 Women SHG 6 18.7.11 to 23.7.11 34 34 OWN

11 Women SHG 6 25.7.11 to 30.7.11 30 30 OWN

12 Photo,video,lamination 31 04.7.11 to 04.8.11 31 14 OWN

13 Women SHG 6 01.8.11 to 06.8.11 61 61 OWN

14 Women SHG 6 08.8.11 to 13.8.11 31 31 OWN

15 Women SHG 6 16.8.11 to 21.8.11 36 36 OWN

16 Women SHG 6 22.8.11 to 27.8.11 37 37 OWN

17 Women SHG 6 22.8.11 to 27.8.11 37 37 OWN

18 Women SHG 6 05.9.11 to 10.9.11 31 31 OWN

19 Women SHG 6 12.9.11 to 17.9.11 35 35 OWN

20 Women SHG 6 17.10.11 to 22.10.11 35 35 OWN

21 Women SHG 6 31.10.11 to 05.11.11 20 20 OWN

22 Women SHG 6 08.11.11 to 13.11.11 12 12 OWN

23 Women SHG 6 15.11.11 to 20.11.11 48 48 OWN

24 Women SHG 6 21.11.11 to 26.11.11 20 20 OWN

25 Women SHG 6 05.12.11 to 10.12.11 15 15 OWN

26 Women SHG 6 12.12.11 to 17.12.11 20 20 OWN

27 Women/Men SHG 6 19.12.11 to 24.12.11 34 34 OWN

28 Motor Winding 30 26.12.11 to 25.1.12 28 10 OWN

29 Women SHG 6 02.1.12 to 07.1.12 26 26 OWN

30 Women SHG 6 09.1.12 to 14.1.12 19 19 OWN

31 Women SHG 6 16.1.12 to 21.1.12 15 15 OWN

32 Women SHG 6 30.1.12 to 04.2.12 20 20 OWN

33 Women SHG 6 13.2.12 to 18.2.12 14 14 OWN

34 Women SHG 6 05.3.12 to 10.3.12 42 42 OWN

35 Mobile Repair 21 08.3.12 to 31.3.12 27 16 OWN 36 Women SHG 6 12.3.12 to 17.3.12 15 15 OWN

51

2. Thrissur

Batch

No. Name of the Training

Duration in

Days Dates of Training

No. of persons trained

No. of trainees

settled as at

31/05/2012

Training

sponsored by

1 Mobile phone technician 30 18/04/2011 to 31/05/2011 45 35 Direct

2 General EDP 6 18/04/2011 to 23/04/2011 40 20 Direct

3 General EDP 6 23/05/2011 to 28/05/2011 56 30 Direct

4 Beauty Parlour Management 30 01/06/2011 to 06/07/2011 44 35 Direct

5 General EDP 6 06/06/2011 to 11/06/2011 40 20 Direct

6 Artificial Jewellery Making 6 07/07/2011 to 13/07/2011 42 35 Direct

7 Sales & marketing 6 14/07/2011 to 20/07/2011 40 32 Kudumbashree

8 Aluminum Fabrication 30 21/07/2011 to 27/08/2011 30 16 Direct

9 General EDP 6 08/08/2011 to 13/08/2011 40 18 Direct

10 Computer Hardware& Net working 30 01/09/2011 to 15/10/2011 44 25 Direct

11 Fashion Designing& Hand Embroidery 6 17/10/2011 to 22/10/2011 40 30 Direct

12 General EDP 6 21/10/2011 to 26/10/2011 40 21 Direct

13 Fabric painting 9 25/10/2011 to 05/11/2011 50 29 Direct

14 Textile Printing 6 07/11/2011 to 12/11/2011 48 27 Direct

15 Artificial Jewellery making 6 14/11/2011 to 26/11/2011 55 40 SGSY Vellangalur

16 Artificial jewellery making 6 17/11/2011 to 23/11/2011 40 35 SGSY Vellangalur

17 Agriculture & Animal Husbandry 6 28/11/2011 to 03/12/2011 50 40 Direct

18 Beauty Parlour Management 30 05/12/2011 to 07/01/2012 55 45 Direct

19 General; EDP 6 09/12/2011 to 14/12/2011 39 27 Direct

20 Artificial Jewellery making 6 09/01/2012 to 14/01/2012 40 30 Direct

21 Laptop chiplevel Servicing 30 16/01/2012 to 18/02/2012 40 24 Direct

22 General EDP 6 13/02/2012 to 18/02/2012 45 22 Direct

23 EDP for KSEDM 20 21/02/2012 to 15/03/2012 35 0 Identified by GoK

24 Artificial Jewellery making 6 05/03/2012 to 12/03/2012 42 30 SGSY

Pazhayannur

25 Flower arrangement 6 19/03/2012 to 24/03/2012 40 16 SGSY Kodakara

Total 1080 682

52

3. Hassan

Batch No.

Name of the Training Duration in Days

Dates of Training No. of

persons trained

No. of trainees

settled as at 31/05/2012

Training sponsored by

106 E.D.P (Physic. Challenged) 6 11/05 to 16/05/2011 38 19 Own 123 E.D.P. 6 26/12 to 31/12/2011 39 39 Z.P

126 E.D.P. 6 02/01 to07/01/2012 18 0 Z.P

128 E.D.P. 6 09/01 to 14/01/2012 31 17 Z.P 108 E.D.P (Women) 6 04/07 to 09/07/2011 18 18 Z.P

136 E.D.P. 6 06/02 to 11/02/2012 5 5 Z.P

116 Agarbathi Mfg 6 21/11 to 26/11/2011 34 21 Z.P 117 Agarbathi Mfg . 6 28/11 to 03/12/2011 24 24 Z.P

119 Agarbathi Mfg. 6 05/12 to 10/1202011 47 47 Z.P 131 Agarbathi Mfg 6 23/01 to 28/01/2012 37 0 Z.P

135 Agarbathi Mfg 6 06/02 to 11/02/2012 55 19 Z.P

143 Agarbathi Mfg 6 12/03 to 17/03/2012 57 40 Z.P 107 Mobile Servicing 27 10/06 to 06/07/2011 27 15 Own

105 Fashion Designing 22 28 /03 to 19/04/2011 33 9 DW&CW

113 Fashion Designing 20 05/09 to 24/09/2011 26 12 DW&CW

115 Fashion Designing 18 03/11 to 20/11/2011 48 23 DW&CW

124 Fashion Designing 15 26/12 to 09/01/2012 26 26 Z.P

125 Fashion Designing 15 26/12 to 09/01/2012 15 7 Own

109 Computer Hardware 30 25/07 to 23/08/2011 26 14 Own

110 Home Chemical Products 6 03/08 to 08/08/2011 49 14 Own

137 Home Chemical Products 6 06/02 to 11/02/2012 15 15 Z.P

112 P.M.E.G.P 12 05/09 to 16/09/2011 18 18 K.V.I.C 118 Papad & Pickles 6 28/11 to 03/12/2011 11 11 Z.P

129 Papad &Pickles 6 16/01 to 21/01/2012 14 14 Z.P

140 Papad & Pickles 6 27/02 to 03/03/2012 22 11 Z.P. 114 Electrical Motor Rewinding 21 03/10 to 25/10/2011 20 11 Own

120 Sambar Powder 6 12/12 to 17/12/2011 38 10 Z.P

122 Sambar Powder 6 09/12 to 24/12/2011 23 0 Z.P.

147 Sambar Powder 6 26/03 to 31/03/2012 29 14 Z.P 127 Arec.Leaf.Plate Mfg, 6 09/01 to 14/01/2012 47 26 Z.P

121 Arec.Leaf.Plate Mfg., 6 16/12 to 21/12/2011 12 0 Z.P

145 Arec.Leaf.Plate Mfg., 6 17/03 to 22/03/2012 36 36 Z.P 132 BroomStick 6 23/01 to 28/01/2012 25 10 Z.P

138 Paperbags & Files Mfg., 6 13/02 to 18/02/2012 24 18 Own

141 Udyogini -E.D.P. 6 27/02 to 03/03/2012 25 0 DW & CW

144 Sheep & Goat Rearing 6 12/03 to 17/03/2012 27 14 Own

1039 577

53

4. Pudupudur - Coimbatore

Batch No.

Name of the Training Duration in

Days

No. of persons trained

No. of trainees settled as at 31/05/12

657 Catering – Fast Food preparation 6 26 14

23 664 Catering – Fast Food preparation 6 38 4

668 Catering – Fast Food preparation 6 29 5

655 Cell Phone service 20 19 18 26

677 Cell Phone Service 20 13 8

659 Computer enabled services & Tally 30 23 19 26

676 Computer enabled services 30 30 7

671 Digital Photography & Videographer 20 18 11 11

EDP for SHGs 6 25 13

93

EDP for SHGs 6 44 20

EDP for SHGs 6 28 1

EDP for SHGs 6 32 10

EDP for SHGs 6 30 9

EDP for SHGs 6 65 5

EDP for SHGs 6 84 16

EDP for SHGs 6 30 0

EDP for SHGs 6 57 0

EDP for SHGs 6 38 12

EDP for SHGs 6 30 7

675 Embroidery 10 19 8

45 681 Embroidery 10 26 10

684 Embroidery 10 27 12

685 Embroidery 15 22 15

663 Fashion Dress Making 20 20 17 17

660 Flower Garlands making 6 46 25 35

679 Flower Garlands Making 6 32 10

674 Home Consumable Products making 6 23 15 15

656 Tailoring 30 22 19

54

660 Tailoring 30 28 10

667 Tailoring 30 25 4

670 Tailoring 30 36 0

669 Tailoring 30 31 14

672 Tailoring 30 25 7

662 Beauty Parlor 23 14 14

Total 1064 359 359

5. Erode

54

Batch/No.

Sl.No Name of the Training Duration in Days

Days of Training

No. of Persons trained

No. of trainees settled

as at 31/05/2

012

Training sponsored

by

1 Tailoring course 11.04.11 to 17.05.11 30 47 39 Nil

2 Hand Embroidery 16.05.11 to 31.05.11 14 32 12 Nil

3 Beauty parlour 06.05.11 to 09.06.11 30 57 41 Nil

4 Mushroom cultivation 13.06.11 to 18.06.11 6 39 9 Nil

5 General EDP 20.06.11 to 25.06.11 6 42 - Nil

6 Mobile phone repair & Service 01.07.11 to 23.07.11 20 56 31 Nil

7 Textile screen printing 25.07.11 to 30.07.11 6 21 12 Nil

8 Computer DTP 04.08.11 to 10.09.11 30 33 18 Nil

9 Goat/Sheep rearing 24.08.11 to 30.08.11 6 20 10 Nil

10 Computer / Laptop repair & Service

16.09.11 to 24.10.11 30 38 20 Nil

11 Jardosi/chamki work 28.09.11 to 04.10.11 6 81 51 Nil

12 Home appliances repair & service

28.10.11 to 15.11.11 15 18 17 Nil

13 Tailoring – II 17.11.11 to 22.12.11 30 66 30 Nil

14 Fashion jewel making 21.12.11 to 27.12.11 6 47 39 Nil

15 Readymade Garments making 27.12.11 to 12.01.12 15 45 42 Nil

16 Paper Cover, Bag, File and Envelop making

27.01.12 to 07.02.12 10 22 15 Nil

17 Computer Basic 18.01.12 to 22.02.12 30 23 6 Nil

18 Ari Embroidery (offsite) 02.02.12 to 18.02.12 15 67 29 Nil

19 Dairy Farming 27.02.12 to 03.03.12 6 20 6 Nil

20 Fabric painting 06.03.12 to 12.03.12 6 21 8 Nil

21 General EDP 12.03.12 to 17.03.12 6 36 - Nil

22 Poultry rearing 19.03.12 to 24.03.12 6 34 17 Nil

23 Jardosi/chamki work (offsite) 22.03.12 to 28.03.12 6 99 82 Nil

24 General EDP (offsite) 20.03.12 to 28.03.12 6 37 - Nil

Total 341 1001 534 Nil

6. Etah

55

Batch No./

Sl.No.

Name of the Training Duration in Days

Dates of Training No. of persons trained

No. of trainees

settled as at 31/05/2012

Training sponsored

by

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

Repairing Of A.c & Refrigeration Mobile Repairing Computer Hardware Beauty parlour Dairy Farming & vermi-compost WSHG WSHG Fashion Dress Designing Handy Craft& hand Embroidery Motor Driving Computer D.T.P Fashion Dress Designing Hand Embroidery TV DVD Repairing

30

30

45

30

08

06

06

30

15

15

45

21

15

30

3.3.11to11.4.11 26.4.11to31.5.11 3.6.11to 25.7.11 1.8.11to 6.9.11 20.9.11 to27.9.11 29.8.11to3.9.11 29.8.11to3.9.11 14.9.11to18.10.11 4.11.11to24.11.11 26.11.11to10.12.11 26.12.11to16.02.12 14.02.12to6.3.12 13.3.12to29.3.12 01.3.12.to 31.3.12

31

42

40

45

32

16

18

42

34

31

35

31

23

24

21

22

28

08

30

10

11

21

10

21

10

12

13

12

NABARD

NABARD

NABARD

NABARD

NABARD

DAPS

NABARD

NABARD

NABARD

NABARD

NABARD

NABARD

NABARD

NABARD

Total 444 229