The document discusses entrepreneurial development programs (EDPs) in India. It outlines several organizations that conduct EDPs, including NIESBUD, EDII, IIE, NEDB, SIDBI, and NSDF. It then evaluates EDPs, finding they are insufficient, uneven, and not widespread enough. Suggestions are made to make EDPs more effective, such as streamlining structure, ensuring practical content, providing post-program support, and selecting entrepreneurs with experience and skills. The conclusion is that EDPs are needed but must motivate first-generation entrepreneurs through improved design.

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

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

3. ORGANIZATIONS FOR EDP IN INDIA…

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

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

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

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

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

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

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

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

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

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

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

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

20. Follow Up Action Of Previous EDPs (Allahabad)

21. Getting ISO Certification…

22. SUGGESTIONS TO MAKE EDPs MORE EFFECTIVE
• The structure and composition of EDP taking into account the regional
variations need to be streamlined.
• The programme should have practical content and needs a lot of inter
institutional organizational arrangement to make it a success.
• Effective support services should be linked with EDPs for better results.
• Potential entrepreneurs who have business experience, education and
skills should be tapped first for EDPs.

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