a project report on

Government Sponsored Programs In India

At Sitapur(U.P.)

Submitted To

Fr. Denny Mathew

Under Guidance Of Submitted By:

Dr. Anis Ali Preeti Dixit

Megha Rastogi

Sfurti Nigam

Ahtisham Khan

Ashish Austhana

Sacred Heart Institute of Management and Technology

Naipalapur (Sitapur )

ACKNOWLEDGEMENT

We feel great pleasure in presenting this project report in the hands of my mentor. It is really a great opportunity given by him to us this research work is combined of many hearts, hands and brain.

First of all we would like to thanks to my mentor and guide by DR.ANIS ALI .who helped me a lot and guided me in every step related to this project.

We are highly thankful to FR DENNY MATHEW, PRINCIPAL OF SHIMT, for their valuable and guidance that helped me to complete this project successfully.

DECLARATION

We from MBA, 1st year, SHIMT, sitapur , hereby declare that the project work entitled “GOVE RNM ENT SPONSORED PROGRAMES IN INDIA at sitapur(U.P.)” has been completed based on actual study .

All the fact, data and other information of this project are correct according to my knowledge.

DATE PREETI DIXIT &

PLACE GROUP

(MBA1ST YR)

INDEXS.No Contents

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Introduction

Objective of the project

History Of the government sponsored programs

Methodology of the project

Data Analysis & Interpretation

Findings

Recommendations

Limitation of the study

Bibliography

Annexure

GOVERNMENT SPONSORED PROGRAMMES

There are several programmes promoted by the government that aim at poverty alleviation through providing micro finance. We review some major programmes here and make recommendations to strengthen them in the Eleventh Plan.

NREGA : National Rural Employment Guarantee ACT (1982)

NABARD: National Bank Of Agriculture Rural And Development (2005)

Swarna Jayanti Gram SwarojganYojana (SGSY): The main objective of this programme is to assist poor families to come out of poverty by providing them bank credit along with a subsidy. The major weaknesses of SGSY, according to evaluation studies are (1) pressure on achieving targets of formation of groups that leads to weak groups not capable of performing their tasks, (2) many people join groups for subsidy and not for its objectives, and (3) the norms and working of groups is not in line with SHG-Bank linkage programme. That is, there is a lack of synergy between SGSY and SHG. We recommend that the subsidy under SGSY is restructured in a way that it lowers the cost of credit rather than the quantum of credit. The subsidy should be placed with the groups so that they can charge lower interest. This will improve credit flows as well as repayments. Joint Liability Groups (JLGs): NABARD introduced a pilot project in 2004-05 for providing credit to farmers who are share-croppers / tenants and who do not have a clear title to land. This project, Joint Liability Group Project, introduced in 8 states, provides credit against mutual guarantee to JLG members. The scheme needs to be grounded in the Eleventh Plan by evaluating it and learning lessons.

Micro Finance Institutions (MFIs): There has been a proliferation of MFIs in India in the recent years thanks to their promotion by banks, NGOs and individuals. There is hardly any regulation in place to keep a track of their activities. One major problem of MFIs is their high interest rates, which need to be regulated not by government directive but by expanding their operations through RRBs. There is a need to promote linkages of MFIs with RRBs so that MFIs can have better access to commercial funding. NABARD has set up Micro Finance Development and Equity Fund (MFDEF) recently to facilitate this. There is a need to bring in more transparency in the operations of MFIs and we recommend an appropriate legislative measure for the purpose. Gramin Banks: Gramin Banks are existing in rural India for the past three decades, passing through various stages. These banks have been reorganized recently and many of the reorganized banks have become financially viable. We recommend that Gramin Banks should be used as financial agencies for promoting and fostering SHGs. It is desirable to make them king pin in the micro finance movement in rural India. They have many advantages for becoming MFIs. In order to promote them as MFIs, we recommend that these banks are strengthened by reorienting their lending programme and by strengthening their human resources. A monitoring committee can be set up at the district level to guide the bank and to link it up with SHGs and JLGs. NGOs can play an important role in strengthening SHGs. A common grouse of MFIs is their inaccessibility to low cost funds. RRBs, with their high liquidity, can lend to MFIs with a stipulation that the funds should be used in micro credit lending within the specified region of the RRB. Kisan Credit Cards (KCCs): NABARD has formulated a model Kisan Credit Card Scheme in 1998 to provide adequate and timely credit to farmers in a flexible and cost effective way. By March 2006 about 5.91 crores KCCs have been issued involving a bank credit of Rs 181992 crores. We recommend that the scheme should be deepened by including many more small farmers and particularly women farmers using their joint pattas / ownership to house and land, or even indemnity bonds or guarantee from husband or any prominent person. We also recommend a mini KCC with a loan limit up to Rs 25000 for small and marginal farmers. Private Initiatives and Innovations: ITC has introduces called e-Choupals to provide a host of services related to know how, weather, prices etc to small and marginal farmers under its agri-business. This digital infrastructure can also be used for channelizing services related to credit, insurance (also health, education, entertainment etc). The ITC project covers 36000 villages serving 3.5 million farmers. The company aims at creating a network of 2000 e-Choupals and 700 Choupal Sagars (clusters) in the coming 7-10 years.

RSBDC: Rural Small Business Development Centre

NREGA

The NREGA in up is working quite well to fill up all the vacancies which are there in different departments. The NREGA UP or NREGA Uttar Pradesh is striving hard to come up with different schemes by which are able to provide employment to all the people who are jobless. In this way they are able to cope with the unemployment situation that is increasing day by day. This is the motive to bring the NREGA in up. With the NREGA UP recruitment or NREGA jobs in Uttar Pradesh several educated people are able to look for jobs that will suit their qualification. It is done to make an effort to make the people employed which in turn will be helpful for the state. The NREGA jobs in Uttar Pradesh are many so the people must try again and again. Through the NREGA UP or NREGA Uttar Pradesh lots of people are benefited thus giving good signs. So the NREGA UP recruitment has proved a boon to the people.

The NREGA UP recruitment programs are organized when the vacancies come up. The NREGA in up is trying its best to get over this problem very soon. Thus it is very important that the unemployed people participate in the NREGA UP recruitment programs or NREGA jobs in Uttar Pradesh. The NREGA UP or NREGA jobs in Uttar Pradesh have given a platform for the people to take a step forward. So now it is time for you to avail the facilities of the NREGA Uttar Pradesh or NREGA UP. For bringing NREGA in up many crucial steps were taken and the government has promised that if

they are not able to provide employment then they will give the unemployment allowance. What better one can you expect from NREGA Uttar Pradesh programs.

So if you want to get great results then it is obvious that you have to go for the NREGA jobs in Uttar Pradesh or NREGA in up. The NREGA UP recruitment has provided an option to the people and is still working to get jobs. Thus NREGA Uttar Pradesh or NREGA UP program is the one that will take the state to new.

Objectives of NREGA

The objectives of NREGA were to reduce the problems of unemployment so that more people are able to find a job for themselves. Keeping in mind this need the act was launched. The impact of NREGA has been great as many people were provided with job opportunities. The NREGA news consists with the latest updates regarding the objectives of NREGA, NREGA karamchari sangh and other related issues. The NREGA karamchari sangh is also a group of people who are working to fulfil the objectives of NREGA. The impact of NREGA ahs been fine in some places whole in the other places the response has been huge. Thus it depends upon the state as to how they have managed the scheme. The NREGA news can be made available through the website.

The NREGA news also includes the progress report together with the issues to be discussed by the council. There are other important forums too which come under the NREGA news. The objectives of NREGA are just to make the people believe in themselves and look for better prospects in life. The NREGA karamchari sangh is a union which employs people to work for them. The NREGA karamchari sangh comes under this scheme but its working is not the same as the employment scheme. Even the impact of NREGA is a great concern to the government as they need to judge the satisfaction of the people. The impact of NREGA gives you a review about what people think and how they react to the scheme and is benefits.

The impact of NREGA has to be long lasting as there is no use of the job opportunities are only time based. The objectives of NREGA of the scheme was to guarantee long term earning but not for a short time. Thus it is essential that they government looks in to this issue or the people will not admire such kind of activities in future. Through the NREGA karamchari sangh the people of Rajasthan have taken a step forward and have come up with new things for themselves. The NREGA news will keep you updated with the latest information that will be fruitful for you.

NABARD

Interventions for cluster developmentThe interventions that may be planned in the cluster could be categorised in 5 broad heads viz. Social interventions, Technological interventions, Infrastructure related, Financial and Marketing interventions. The interventions may be decided based on the nature of activities of the Cluster.

Role of different partnersNABARD DDM will oversee the implementation of the programme in the identified cluster. Besides providing refinance support to the eligible units under various refinance schemes of NABARD, need based promotional support may also be considered.

VAs/ NGOs(CDA/CDF)The identified NGO will act as the Cluster Development Agency (CDA) for implementing the project. The CDA will identify a key personnel to implement the programme. He will be designated as Cluster Development Facilitator (CDF). His close rapport with the cluster artisans is very important particularly in identification, planning, monitoring and assessing the development of clusters from their (artisans') point of view.

Govt. Departments/ Promotional/ Developmental AgenciesThe involvement of these agencies is to be ensured right from the beginning and efforts may also be made for deriving support from higher level officers.

Banks

Integrating Cluster Action Plan into Service Area Plans. Identifying potential entrepreneurs / enterprises. Ensuring focussed attention to meet the credit needs of the entrepreneurs. Ensuring qualitative lending with close supervision and support services. Sponsoring potential entrepreneurs to participate in the Rural Entrepreneurship

Development Programmes (REDPs). Deputing field level functionaries to various training programmes, meets,

workshops. Associating with Cluster Development Committee, Monitoring the progress of Cluster Action Plan and Maintaining proper data base.

Monitoring and Evaluation MonitoringMonitoring of the project needs to be given high priority. recommended :

i) Cluster Development Agency - CDA personnel / CDF has to visit the cluster at least 3 days in a week to coordinate the implementation of the interventions envisaged in the Action Plan. CDF will furnish a brief summary of the achievements vis-a-vis action plan to DDM. CDC will conduct quarterly review of the performance on the basis of such Statements. CDF will also document the success stories, including pictorial presentations relating to the cluster. Release of money to CDA / NGO/ concerned Agencies should be linked to submission of progress reports and documentation. CDA would be responsible for making quarterly presentations before Cluster Development Committee on achievement of programme objectives.

ii) District Development Manager - DDM will work in close association with the CDF and directly interact with the cluster members through monthly visits to the cluster. DDM should cross check the data on different social and financial parameters, authenticity of the success stories prepared by the CDF. DDMs will send the monthly progress report to the RO.

iii) Regional Office - Regional Office officials may visit the cluster every quarter, to the extent possible, coinciding with the Cluster Development Committee Meeting to directly assess the developments during the quarter and interact with the stake holders. A consolidated brief note may be submitted to HO on quarterly basis.

iv) Head Office - An annual review of the cluster progress may be conducted through a field study. The action plan for the ensuing year may be suitably modified based on the study findings.

Evaluation

 A survey should be conducted at the end of the project period to help assess the development in comparison to the pre development phase as documented in the first Diagnostic Study.

SHG-Bank linkage Programme

NABARD initiated SHG-Bank Linkage Progarmme as a pilot project in 1992 and as a full progarmme in 1996, with the objective of providing formal banking services to rural poor through process of savings and credit linkage of SHGs. By March 2006 banks have linked 22.38 lakh groups and disbursed loans of Rs.11, 397.55 crores. At present commercial banks with their more than 32000 rural Branches have the largest share in this finance (50 percent), followed by RRBs (38 percent) with their 11900 branches. More than 3000 NGOs and other development agencies have promoted SHGs under the progarmme. Several studies have shown that SHG is a sound strategy and it has made positive impact on life and livelihood of people. Banks have found this a reliable credit delivery mechanism, which is cost effective. In short, there is a need to expand the coverage of this strategy to bring all the poor in to the fold of SHGs. We recommend that 3.97 lakh new SHGs are funded in the Eleventh Plan.

Emerging Challenges: The phenomenal expansion of the programme in the recent years has thrown many challenges, which need to be addressed in the Eleventh Plan. Also, special surveys and analytical studies should be undertaken to understand the problems of lagging regions.

Data on SHGs: At present there is no adequate database on SHGs. SHGs are formed under different ministries, departments and organizations, such as ministries of Agriculture, Rural Development, Women and Child, Social Justice etc as well as financial institutions etc. However, there is no data available on the total number of SHGs in the country and in agricultural sector as well as their lending in agriculture. Regional Imbalances: There are wide regional differences i9n the performance of the programme. The Southern region has the highest share (54%) of the credit linked with SHGs, but N-E region has 2.8 percent share and the Northern and Western regions have 5.9 percent and 7.4 percent shares respectively. This indicates that a lot for work needs to be done in most regions of the country.

Developing Monitoring System for SHGs: There is a need to monitor internal processes and internal health of SHGs. A separate SHG Monitoring Cell should be set up in every state for the purpose.

Capacity Building of SHG Members: So far emphasis has been laid on capacity building of bankers, NGOs and government officials involved with SHGs. The time has now come to focus on capacity building of SHG members. A Task Force should be set up to review the existing capacity building programmes and suggest new programmes. The Task Force should also suggest ways of monitoring the existing capacity building programmes. Promoting SHGs as Self Managed Units: SHGs have to become self managed independent institutions if they have to contribute to agricultural development.. NABARD has introduced a Pilot Project, Computer Munshi, for the purpose. The results are encouraging. There are other experiments also. There is a need to review these experiences and suggest measures to promote stable, independent and healthy SHG groups.SHG Lending for Agriculture: So far SHG lending to agriculture has been low. In the budget for 2006-07 NABARD has introduced a separate line of credit for financing farm production and investment activities through SHGs in addition to the existing refinance facility. There is a need to review its working carefully for promoting SHG lending to agriculture Livelihood Promotion among SHG Members: It is expected that once SHGs are matured, they start livelihood promotion activities for their members in agricultural sector including the allied sectors. However, this task has not been easy and a major constraint has been in marketing of products. There is a need to involve a sound strategy for promoting sustainable micro enterprises among SHG members in agriculture and allied sectors. NABARD has taken up a pilot project on this, and the results are awaited. NABARD has also developed an approach based on rural entrepreneurship development projects (REDPs) for farm and non-farm sectors. This approach has proved to be sound in many areas, and there is a need to involve producers from agricultural sector under this programme. Studies have shown that well designed large projects that involve large number of farmers / producers can diversify the regional economy and promote sustainable employment. Saving Products: It is proposed that SHGs need to offer wide range of saving products so as to capture the huge demand for saving that remains unmet. SHGs can be encouraged to collect savings on daily basis from their members on the lines of daily deposit schemes of banks.

Objective of the Project

The main objectives of the research report can b underlined as –

Preference of the people to us government sponcerd programes. Understanding the programes for people’s wellfear. To analyze various promotion tools adopted by the government to promote

them. To unravel and explor the legacy of programe and people.

HISTORY OF GOVT. SPONSORED PROGRAMS

History of the Cluster – Brief history of the evolution of the cluster, traditional importance, activity & skill involved in the cluster, spread of the skill in the cluster etc.

Social status of the beneficiaries – A sketch of the social background of the cluster members may be given. The details of Government schemes available for their welfare and the extent to which the members availed of the benefits under these schemes / programmes to be covered. The social problems and the possible remedial measures thereof may be explored.

Economic status of the beneficiaries – The sources of income to the family, the level of income, details of employment by each member of the family to be clearly brought out in the study. This is with a view to estimate the income on account of the cluster activity alone in the pre-development phase. The study will comment on the adequacy of income for consumption needs, working capital needs and emergent needs ( personal and professional ).

Present Scenario - Present employment in the cluster, turnover, existing associations of the cluster, manufacturing process, phases of production, quality of product, packaging , storage, marketing avenues etc.

Scope for Collective efforts - The possibility of SHG formation or artisan associations which can later confederate into a Federation, the type of leadership prevalent in the cluster and level of cohesion among the cluster members need to be studied to assess the possibility of forming registered association / co-operative of the entrepreneurs.

Availability of raw material – Details of all the raw material components required for making the cluster product, sources of the raw material, access to the sources, the quality and reasonableness of the raw material cost etc. to be discussed

.Availability of infrastructure – Basic amenities like water, electricity, housing , other infrastructure such as roads, transport, health facilities, education, work sheds, improved tools, common facilities, raw material and finished goods storage .etc to be studied and mentioned.

Product Range - Study on products manufactured, range of products, modifications to products, innovations, substitutes etc.

Existing technology and need for upgradation - Keeping in view the findings of the market survey, the type of technology introduction / upgradation may be recommended to orient the products towards the market requirements. However, it may be borne in mind that the technology should only aim at reduction of drudgery for cluster members and enhancing quality

of the products. Technology should not displace people from their jobs or reduce employment opportunities. It should only contribute to value addition of the cluster products.

Existing skill levels - Whether the proposed new technology requires imparting new skills and upscaling the existing skills? If so, suitable institutes for imparting such training may be identified. The training costs involved may also be computed.

Market Survey - Existing market networks, channels of distribution, channels of marketing, Market potential (including export potential), possibility of diversifying the range for the products based on market demand, pricing for different qualities of products may be carried out

before arriving at the type of technology / skill / quality control measures to be adopted to meet national and international specifications ( Environment friendliness eg:- how to tackle the polluting nature of screen printing industry or switch over to eco-friendly dyes , treatment of effluents released by leather tanneries, HACCP certification for Food processing, etc.)

Comments on the quality of the products in relation to the market standards - Measures to improve the existing standards.

Creation of sustainable market linkages - The obstacles envisaged in marketing tie-ups , buy back arrangements that could be envisaged may be dwelt upon. The type of publicity that will lead to enhanced sales may be explored.

Value Chain Analysis - A value chain analysis will be done for the purpose of bettering the production process, reducing the wastage and cost of production. This will also include value addition process.

Stake Holders - Study on various agencies and people who are directly or indirectly interact with the cluster for development or business purposes. This will include all the agencies / partners who have scope to interact with the cluster in future.

Cluster Map ( before and after interventions) - Mapping of all the cluster stake holders will be done for graphical representation of the cluster. This will include the mapping of the relationship of the stake holders with the principal stake holders ( artisans) for the purpose of strengthening. These cluster stake holders can be broadly divided into 4 categories:

Forward Linkages Backward linkages Business Development Service Providers ( BDS) / Consultants Support Institutions ( including Financial Institutions)

The mapping will be done on the basis of existing linkages ( Pre Intervention map) and envisaged future linkage ( Post Intervention map).

Areas of Concern - After in-depth study , the areas of concern will be identified. These are the areas which are the bottlenecks for the development of the cluster. Documentation of the entire business process (one full operating cycle) in the cluster may be done and photographs and other visual clippings incorporated in the report.

Existing Policy Frame Work Government Policy on licensing, taxes, infrastructure, other rules and regulations relevant to the identified sub-sector and compliance with existing legislations need to be incorporated. Study has to highlight the issues arising out of WTO stipulations on the sub-sector and suggest possible solutions thereof as the future of the business will lie largely on the competitiveness of the cluster products both in terms of quality and pricing in the liberalised post WTO regime. Possibilities of branding of cluster products including protection of traditional knowledge through Geographical Indications Act, 1999 to be discussed.

SWOT / Stake holder / STEP Analysis On the basis of the extensive study SWOT Analysis, Stake holder Analysis and STEP analysis of the cluster may be made. Suggestions to overcome the weaknesses, combat threats, utilise the opportunities in order to maximise cluster progress may be clearly brought out in the study.

Interventions - After the indepth study of the areas of concern and analysis of the scenario, the interventions will be formulated with a brief picture of their expected impact, costs involved and the implementing agencies through whom these will be facilitated / conducted. The interventions will have to be cross-checked with the objectives and vision of the Cluster.

Vision - A vision statement for the Cluster will have to be formulated impregnated with the dream of the cluster beneficiaries as to how the cluster should be after 3 - 5 years. The vision will be the heart of the entire cluster development activity.

Launching of the Cluster & Trust BuildingRO may formally launch the cluster development programme by organising a small function at the cluster location by inviting all the organisations involved / to be involved in the development of the cluster.

Establishing an atmosphere of trust within the cluster is an essential pre requisite for formulation of a realistic action plan for the cluster that will have support from the clients, service providers and support agencies. The participatory approach like creating Artisans Association, if the same is not already existing, conducting orientation programmes for development of soft skills which have been successfully adopted under IGWDP watershed model could well be adopted in the Cluster Development Approach. The participatory approach would go a long way in enhancing the social capital and building of Trust. The trust building

process should ideally start during the diagnostic study. All the stake holders, viz. artisans, govt departments, bankers, prominent traders / service providers etc. should be invited for ‘cluster workshop’ wherein the important findings of the diagnostic study would be discussed. The meet could be decided well in advance and major stakeholders could be asked to present a paper indicating their version / opinion / suggestion for implementation of the cluster development programme. This would enable the stakeholders to appreciate mutual inter dependence and the challenge. The participatory need assessment exercise could help in trust building among the stakeholders.

Constitution of Cluster Development Committee( CDC)A Cluster Development Committee may be constituted with the District Collector or Head of DRDA as the Chairman, and Lead Bank Officer, General Manager-DIC, DDM, Representative of DC-Handicrafts, representatives of CDA, Artisan/ Entrepreneur representatives from the cluster, representatives from local banks, KVIC, KVIB, experienced market intermediaries/ traders and any other suitable local resource persons as members. CDC should be a compact body comprising those functionaries who are important stake holders in the Programme. DDM of the District will be the convener of the CDC.

The Committee may meet at quarterly intervals to review the implementation of the Action Plan.

The constitution of CDC is considered essential for all the clusters for the following reasons:

The support of the district administration is crucial for provision of infrastructure and extension services. The participation of bankers in the Committee will help in easy access to credit It is also necessary that agencies external to NABARD oversee the implementation of the project to suggest mid-term

corrections and evaluate the programme objectively. After NABARD's exit from the cluster, the cluster representatives will be in a position to approach any of the

authorities/ agencies in view of their earlier rapport to sustain the progress achieved.

It is often observed that on account of preoccupation of the District Collector, the CDC meetings are not being held regularly. In such situations, the CDC meetings may be conducted and the participants may elect a member amongst themselves to act as Chairman for the Meeting. However, a copy of the proceedings may be forwarded to the regular Chairman.

Preparation & Implementation of Action Plan On the basis of the diagnostic study which identifies the areas of concern that impede the growth of the cluster, a three year (five years for intensive clusters) Action Plan in logical framework has to be chalked out. The Action plan would identify the interventions for each of the areas of concern. There could be many interventions for one concern and many activities for one intervention. The Action Plan may cover all the interventions necessary, indicative time frame for conduct of individual interventions, budget estimate, source of fund, agency identified for conducting the intervention, expected outcome, etc.

The Action Plan prepared at the beginning of the Cluster is of tentative and indicative nature. Hence, the operative Action Plan for each subsequent year has to be prepared well in advance taking into consideration the evolving scenario and need based requirements of the cluster beneficiaries/ members.The Action Plan prepared may be placed before the CDC for discussions and finalisation. The Action Plan so finalised by the CDC may be forwarded to NABARD.

Interventions for cluster developmentThe interventions that may be planned in the cluster could be categorised in 5 broad heads viz. Social interventions, Technological interventions, Infrastructure related, Financial and Marketing interventions. The interventions may be decided based on the nature of activities of the Cluster.

Role of different partnersNABARD DDM will oversee the implementation of the programme in the identified cluster. Besides providing refinance support to the eligible units under various refinance schemes of NABARD, need based promotional support may also be considered.

VAs/ NGOs(CDA/CDF)The identified NGO will act as the Cluster Development Agency (CDA) for implementing the project. The CDA will identify a key personnel to implement the programme. He will be designated as Cluster Development Facilitator (CDF). His close rapport with the cluster artisans is very important particularly in identification, planning, monitoring and assessing the development of clusters from their (artisans') point of view.

Govt. Departments/ Promotional/ Developmental AgenciesThe involvement of these agencies is to be ensured right from the beginning and efforts may also be made for deriving support from higher level officers.

Banks

Integrating Cluster Action Plan into Service Area Plans. Identifying potential entrepreneurs / enterprises. Ensuring focussed attention to meet the credit needs of the entrepreneurs. Ensuring qualitative lending with close supervision and support services. Sponsoring potential entrepreneurs to participate in the Rural Entrepreneurship Development Programmes (REDPs). Deputing field level functionaries to various training programmes, meets, workshops. Associating with Cluster Development Committee, Monitoring the progress of Cluster Action Plan and Maintaining proper data base.

Monitoring and Evaluation MonitoringMonitoring of the project needs to be given high priority. recommended :

i) Cluster Development Agency - CDA personnel / CDF has to visit the cluster at least 3 days in a week to coordinate the implementation of the interventions envisaged in the Action Plan. CDF will furnish a brief summary of the achievements vis-a-vis action plan to DDM. CDC will conduct quarterly review of the performance on the basis of such Statements. CDF will also document the success stories, including pictorial presentations relating to the cluster. Release of money to CDA / NGO/ concerned Agencies should be linked to submission of progress reports and documentation. CDA would be responsible for making quarterly presentations before Cluster Development Committee on achievement of programme objectives.

ii) District Development Manager - DDM will work in close association with the CDF and directly interact with the cluster members through monthly visits to the cluster. DDM should cross check the data on different social and financial parameters, authenticity of the success stories prepared by the CDF. DDMs will send the monthly progress report to the RO.

iii) Regional Office - Regional Office officials may visit the cluster every quarter, to the extent possible, coinciding with the Cluster Development Committee Meeting to directly assess the developments during the quarter and interact with the stake holders. A consolidated brief note may be submitted to HO on quarterly basis.

iv) Head Office - An annual review of the cluster progress may be conducted through a field study. The action plan for the ensuing year may be suitably modified based on the study findings.

Evaluation

A survey should be conducted at the end of the project period to help assess the development in comparison to the pre development phase as documented in the first Diagnostic Study.

CDA should submit a final evaluation report (end of the project report). A video-film may be made to document the process of development in the cluster.

Status as on 30 June 2011As on 30 June 2011, 116 clusters have been adopted by NABARD for implementation. Purpose wise classification is - 57 Handloom; 39 handicraft ; 7 Food Processing ; 6 Rural Tourism ; 1 Bee Keeping ; 2 Leather work ; 2 Blacksmithy; 1 Marketing; and 1 Rural Tourism cum handicraft cluster. A list of NABARD supported clusters is given in Annexure..

Research Methodology

Research Methodology is all about designing the research which indicates way of

carrying out the project. It keeps the researcher on the track of the project study.

It relates to the following questions, which unfolds aspects of the research:

What should be the type of research design either exploratory or

conclusive?

What is the type of data to be required for the project study either primary

or secondary?

What should be the method of collection of data?

What should be the sample size?

Research Process

The research process has 4 distinct yet inters related steps for

research analysis.

It has a logical and hierarchical ordering,

Determination of information research problem.

Development of appropriate research design.

Execution of research design.

Communication of result

Each step viewed as separate a process that includes a combination of

task, step and specific procedure. The step under take are logical,

objective, systematic, reliable, in personal and ongoing.

Research Design

Each research project is conducted scientifically, which has specific framework or

blueprint for controlling the data collection.

This framework is called research design.

In this project I have used exploratory research design because I have conducted

research through survey.

Data Collection Method

Exploratory research-

The method used for exploratory research was.

Primary data – Primary data is basically collected by getting questionnaire

filled by the respondents.

Secondary data-Secondary sources of data used consist of book on

websites.

Descriptive research-

Steps in descriptive research-

Statement of the problem.

Identification of information needed to solve the problem.

Selection or development of instrument for gathering the information

identification of target population and determination of sampling plan.

Design of procedure for information collection.

Collection of information.

Analysis of the information.

Sampling

Sampling method refers to the procedure in which few units are selected from the

total population, constitute a sample.

Sample Size

I have taken sample size 100.

Sample Unit

Sitapur

DATA Analysis & Interpretation

Age group of respondents

20-25 15 %

25-30 35 %

30-35 25 %

35-40 10 %

40-45 10 %

45 & above 5 %

15%

35%

25%

10%

10% 5%

Age Group20-25

25-30

30-35

35-40

40-45

45 & above

Interpretation

15% of respondent were between age group 20-25. 35% of respondent were between age group 25-30. 25% of respondent were between age group 30-35. 10% of respondent were between age group 35-40. 10% of respondent were between age group 40-45 and 5% of respondent were above age group of 45.

Marital Status

Unmarried 35%

Married 65%

65%

35%

Marital Status

Married

Unmarried

Interpretation

35% of respondent were unmarried and rest 65 % were married.

Profession

Farming 25 %

Business 29 %

Housewife 25%

Student 17 %

Working 4 %

25%

30%

25%

17%

4%

FarmingBusinessHousewifeStudentWorking

Interpretation

Mostly interviewee were businessmen of 29 % while other majority belonged to farmer and housewifes,25 % of both. Only 17 % were found student and 4 % were working some ware.

Aware about Govt. Sponsored Programs

Aware about programs 82 %

No idea about programs 18 %

75%

25%

Aware about programsNo idea about programs

Interpretation

82 % of respondent were aware about government sponsored programs while 25 % of respondent did not have any knowledge about government sponsored programs.

Respondents Thinking about the Programs

Beneficial 96%

Non Beneficial 4%

96%

4%

BeneficialNon Beneficial

Interpretation

96 % respondents thinks that these programs are beneficial for them while 4 % thinks that these programs are not beneficial.

Most Preferred Govt. Sponsored Programs

NABARD 39 %

NAREGA 36 %

SGSY 15 %

RSBDC 10 %

39%

36%

15%

10%

ProgramsNABARDNAREGASGSYRSBDC

Interpretation

According to this research NABARD and NAREGA are most preferred programs with the preference of 39% and 36 % respectively.

Satisfaction towards Govt. Sponsored Programs

Respondents feels satisfied 72%

Respondents feels unsatisfied 8%

Respondents want some other feature 20%

72%

8%

20%

Respondents feels satisfied

Respondents feels unsatisfied

Respondents want some other feature

Interpretation

72% respondents’ feels satisfied towards government sponsored programs while 8% feels unsatisfied and 20% wants some changes in the features of programs.

Findings

15% of respondent were between age group 20-25. 35% of respondent were between age group 25-30. 25% of respondent were between age group 30-35. 10% of respondent were between age group 35-40. 10% of respondent were between age group 40-45 and 5% of respondent were above age group of 45.

35% of respondent were unmarried and rest 65 % were married.

Mostly interviewee were businessmen of 29 % while other majority belonged to farmer and housewifes,25 % of both. Only 17 % were found student and 4 % were working some ware.

82 % of respondent were aware about government sponsored programs while 25 % of respondent did not have any knowledge about government sponsored programs.

96 % respondents thinks that these programs are beneficial for them while 4 % thinks that these programs are not beneficial.

According to this research NABARD and NAREGA are most preferred programs with the preference of 39% and 36 % respectively.

72% respondents’ feels satisfied towards government sponsored programs while 8% feels unsatisfied and 20% wants some changes in the features of programs.

Suggestions and Recommendations

LIMITATION OF THE STUDY

Research work was carried out in Sitapur city only; the findings may not be applicable to the other area of country because of social and cultural differences.

The sample was collected using convenience-sampling technique. As such result may not give an exact representation of the population.

Shortage of time is also reason for incomprehensiveness.

Lack of knowledge about programs is also a reason for inexact result.

The opinion of the people are biased therefore it does not reflect true picture.

Questionnaire

Person Name…………………………………………………….

Contact No…………………………………………………………..

Address ………………………………………………………………

Q.1. Did you know about government sponsored program?

1. Yes2. No

Q.2. what do you think about these programs?

1. Beneficial 2. Non Beneficial

Q.3. which program are the most beneficial for society?

1. NABARD 2. NAREGA

3. SGSY 4. RSBDC

Q.4. Are you satisfy from government sponsored program?

1.Yes

2.No

Q.5. Did you want some other feature in government sponsored program?

1.Yes

2.No