Cluster

NABARD'S CLUSTER DEVELOPMENT PROGRAMME
DOCUMENTATION OF INITIATIVES 2008

National Bank for Agriculture and Rural Development
Development Policy Department (Non Farm Sector) Head Office, Mumbai
PART I
PROGRAMME DETAILS
Introduction
The Cluster Approach for rural industrialisation was adopted by Government of India and implemented through the National Programme for Rural Industrialisation (NPRI). NABARD associated with the NPRI by supporting 65 clusters during the period from 1999 to 2004. Building on that experience and considering the fact that cluster approach is best suited for the development of small and micro enterprises, NABARD evolved its own Cluster Development Policy in the year 2005-06. To begin with, a corporate target of 55 clusters was set, to develop in a span of three to five years - 50 clusters in partnership with other supporting agencies and five clusters for intensive development with exclusive support from NABARD. A list of clusters being supported by NABARD under the Cluster Development Programme is given in Annexure - I
Objective
Holistic development of the cluster through planned interventions to achieve the main objective of raising the income level and living standards of the artisans through various interventions.
Models of Cluster Development
Participatory model Approach To coordinate the efforts of all the agencies involved in carrying out the action plan prepared for the cluster
Intensive model Support from other agencies wherever forthcoming would be utilised.
Although the minimum number Target Group of existing beneficiaries is not prescribed, such a cluster is selected which holds potential for future expansion, so that the efforts put in the cluster development programme accrue benefits to a fairly good number of cluster members.
A minimum of 200 beneficiaries (artisans, micro enterprises, suppliers of raw materials, traders, service providers, etc.) to have a demonstrative impact on the cluster economy. It is desirable that the cluster has enough scope to cover over 500 beneficiaries eventually.
Role of NABARD
While optimum physical and financial contribution from other supporting agencies is sought in the participatory mode, as the main promoter, NABARD involves its resources wherever assistance is not forthcoming from other agencies or when the other agencies do not have budgetary provision for support. 3 years
NABARD is the primary source for meeting the resource requirements to fund the planned promotional interventions.
Time horizon
5 years
Focus Areas Small & Micro Enterprises in rural areas Traditional arts, such as, Handicrafts and Handlooms. Special emphasis is given for development of Handloom clusters in line with the policy of GoI. Food Processing Agriculture & Allied Activities Strategy w Identification of the Cluster w Identification of Cluster Development Agency (CDA) and Cluster Development Executive (CDE) w Conducting Baseline Survey & Diagnostic Study w Drawing up Action Plan w Implementation of the Action Plan w Review & Monitoring (Concurrent) w Documentation (Concurrent) w Evaluation and Documentation at the close of Project period Norms for selecting clusters = Compact area, with good connectivity. = Preference to Handloom/ traditional crafts/ handicrafts, which are being practised in rural areas and are a source of productive employment
opportunities for rural people including women. = Thriving activity for the existing artisans and showing promise for development.
Cluster Development Agency (CDA) - eligibility w A reputed voluntary agency with proven track record preferably associated with NABARD in other programmes. w SHG Federations / Registered Artisans' Associations, Govt Aided Agencies / Government Departments, Co-operatives and other Technical/Financial Agencies could also be considered depending on their suitability. Other criteria F Located within the cluster area or as close to the cluster as possible. F Should be in a position to respond to the cluster needs and provide all possible cooperation to the cluster members. Responsibilities of the CDA > Conducting and grounding the diagnostic study / base line survey, > Preparing the Cluster Action Plan and its implementation, > Networking with the institutions, > Capacity building of the cluster beneficiaries, > Identifying Cluster Development Executive (CDE) - key personnel to implement the Cluster Development Programme. Desirable Attributes of the CDE w At least a graduate, w Should have a positive attitude, rural orientation and commitment for the responsibility devolving upon the CDA, w Capable of systematic implementation of programme, w Bringing proper co-ordination among all the stakeholders, w Easily accessible. Responsibilities of the CDE = Overseeing implementation of the Cluster Development Programme in a
professional and effective manner directly at the cluster location. = Working for the set vision of the cluster in association with the supporting agencies. = Creating trust among the cluster stakeholders. = Should be available full time for at least 3 days in a week in the Cluster. v The CDE would be suitably empowered in terms of skills through training, adequate functional autonomy etc. necessary for achieving the objectives. v The CDA will be suitably compensated for the monthly remuneration of the CDE and other direct overheads on account of its involvement in the Cluster Development Programme from the date of conducting the diagnostic study. Steps in Implementing Cluster Development Programme w Identification of the cluster and the CDA/CDE by DDM, NABARD w Formulation of proposal w Submission of proposal to Regional Office of NABARD w Scrutiny of proposal at NABARD RO and recommendation to Head Office for approval w Scrutiny at Head Office and in-principle approval of proposal w Conduct of diagnostic study of the cluster by the CDA/CDE and submission of report w Launching of the cluster (This may also be done after receipt of in-principle approval from HO.) w Formation of Cluster Development Committee (CDC) w Drawing up a Logical Framework (Logframe) for Action Plan by the CDE incorporating the activities proposed, time frame for implementing the activities, performance budget and outcome indicators etc. w Discussion and approval of the Action Plan by the CDC, and submission to NABARD RO w Examination of Action Plan by Regional Office, NABARD and sanction of the same if within delegated powers; recommendation to Head Office for sanction w Scrutiny of Action Plan and sanction of budget by NABARD - HO
w Launching of Cluster Development Programme w Implementation of Action Plan w Monitoring and review w Evaluation & Documentation Role of different agencies in implementation and monitoring v CDA personnel/ CDE > Visit the cluster at least 3 days in a week to co-ordinate the implementation of the interventions envisaged in the Action Plan. He should furnish a brief summary of the achievements vis--vis action plan to DDM. > Conduct quarterly reviews of the performance and submission of Quarterly Progress Report to the DDM/NABARD - RO. > Document the success stories, including pictorial presentations relating to the cluster. Release of funds to CDA/NGO/ concerned Agencies will be linked to submission of progress reports and documentation. CDA would be responsible for making presentations before Cluster Development Committee on achievement of programme objectives on quarterly basis. v District Development Manager (NABARD) F Work in close association with the CDE and directly interact with the cluster members through monthly visits to the cluster. F Crosscheck the data on different social and financial parameters, authenticity of the success stories prepared by the CDE. F Send the monthly progress reports to NABARD - RO. v Regional Office = RO officials may visit the cluster every quarter, to the extent possible
coinciding with the Cluster Development Committee Meetings, to directly assess the developments during the quarter and interact with the stakeholders. = A consolidated note, along with the monitoring statements to be submitted to Head Office on quarterly basis. (Annexure II (a) & (b) v Head Office F An annual review of the progress in implementation to be conducted. The action
plan for the ensuing year may be suitably modified based on the review findings.
Evaluation A survey should be conducted at the end of the project period to assess the impact in comparison to the pre-development phase as documented in the Diagnostic Study. made to document the process of development in the cluster. Exit from the Programme The Cluster Development Programme will be in operation generally for a period 3 years (5 years for intensive clusters) from the date of launching. At the end of the project period or after achieving the objectives, whichever is earlier, NABARD would consider withdrawing from the cluster. CDA should submit the Final Evaluation Report (end of the project report). A video-film may be
What information should a proposal for cluster development contain ? S.No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Benchmark Requirements Whether required number of people / families are pursuing the activity ? Age of the Cluster - Incipient or Matured cluster Whether there is scope for developing the cluster activity with NABARD's interventions ? Whether the artisans are willing / have the urge to develop themselves in the chosen trade by coming together ? Existence of / Potential for export market for the activity Existence of National Market for the product Whether it is a DDM district ? Is there any USP in the cluster ? Whether skill development through Master Craftsmen/ Institutional experts is possible ? Information about the Cluster Development Agent / NGO and Cluster Development Executive. Experience of the CDA/NGO in the Cluster activity and its commitment to guide the cluster artisans effectively Whether support of other agencies is/will be available ? Whether the cluster has high employment and growth potential ? Whether the area of operation of the cluster is compact and well defined ?
15 16 17 18 19 20 21 22 23 24
Sources of raw material Whether local bankers are involved in financing the activity ? Whether the cluster activity can comply with statutory legal provisions on environmental pollution and related hazards ? Whether the Cluster has been adopted before, by any other agency ? Whether the intervention would raise the income level of the artisans to rise above the Poverty Line ? Whether there is scope for 'demonstration effect' / replication impact and widening the pool of potential beneficiaries ? Whether the cluster is located within a radius of 40-50 kms from district headquarters for easy monitoring ? Whether there exists any Association of Cluster Artisans ? Whether majority of the cluster beneficiaries belong to weaker sections of society ? Whether the cluster lends itself to collective production and collective marketing ?
Diagnostic Study The diagnostic study is basically for understanding and documenting the complete business cycle and working out an action plan to improve income levels of the artisans/ primary stakeholders of the cluster on a sustainable basis. = The aim is to find the gaps in the existing infrastructure, skills, activity process, technology, design, credit, marketing and other linkages in the cluster to effectively address them through planned development strategy. = The study has to focus not only on the potential and constraints but also the local linkages and support mechanisms in the cluster. The participatory process helps to have a clear understanding of the prevailing situation. = The Diagnostic Study should be comprehensive in its coverage. = Keeping in view the background data and other information already available with the CDA, size of the clusters, and support of the DDM, it should be possible for the CDA official(s)/ CDE to conduct the field study for collecting data including conduct of semi structured interview of the cluster stake holders under the Participatory Rural Appraisal (PRA) techniques in a period of one to two weeks.
= Prior to launching of the study, the CDA/CDE shall hold extensive/ comprehensive discussions with the DDM in the conduct and coverage of the diagnostic study. = NABARD Regional Office may actively associate with the CDA /CDE in the conduct of diagnostic study. = In the case of Intensive clusters, the conduct of diagnostic study may be outsourced to a reputed and experienced Agency, or got done through CDA/CDE at the discretion of the NABARD Regional Office.
Approach to the Study The cluster members being the primary stakeholders in the development process, bottom up approach is highly essential to sustain the progress. The participation of the beneficiaries must be enlisted right from the beginning of the planning process. The members of the study team should focus on maximum interactions with the cluster members and elicit their views on all aspects having bearing on the cluster activity and their livelihood. Broad framework of the Diagnostic Study Report Base Line Survey The purpose of the base line survey is to document the start up condition of the cluster and to identify the problems. The baseline survey would indicate the following: How old is the cluster? How many people / families are employed ? How many of them are engaged in cluster activity ? What is the monthly income of a unit/ family /individual ? How does it vary with skill levels ? Sources of raw material Skill levels Methods of production (traditional or otherwise) Marketing
Access to credit Extent of financial support from government or other collaborating organisations How are the products marketed ? Any other relevant details which deserve special mention. It will be desirable to document two-three case studies of different sets of artisans to have better understanding of the issue and to use as a reference point. The baseline survey should be conducted before submitting the proposal to NABARD Head Office to facilitate taking a view for adoption of the Cluster, and its findings would later form a part of the diagnostic study report. The baseline survey will also provide the initial benchmarks for future comparison.
Important Components of the Diagnostic Study
History of the Cluster Brief history of the evolution of the cluster, traditional
importance, activities and skills involved in the cluster, level of spread of the skills 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 have been benefited under these schemes/ programmes should be covered under this head. 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, 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 precluster development income of the family for consumption needs, working capital needs and emergent needs (personal and professional).
Present Scenario - Present level of 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, type of leadership prevalent in the
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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 / Producers' Company.
Availability of raw material Details of the raw material components required for
making the cluster products, 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 commented.
Product Range - Study of products manufactured, range of products, modifications to

products, innovations, substitutes etc.
Existing technology and need for up-gradation - Keeping in view the findings of the
market survey, the type of technology introduction / up-gradation to be recommended to orient the products towards the market requirements. However, it may be borne in mind that the technology should 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 e.g. 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-
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ups, buy back arrangements to be dwelt upon. The type of publicity that will lead to enhanced sales to be discussed and commented.
Value Chain Analysis - A value chain analysis will be done for the purpose of improving
the production process, reducing the wastage and cost of production. This will also include value addition process.
Stakeholders - Study of various agencies and people who 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
stakeholders will be done for graphical representation of the cluster. This will include the mapping of the relationship of various secondary stakeholders with the primary stakeholders (artisans) for the purpose of strengthening. The cluster stakeholders can be broadly divided into 4 categories: (i) Forward Linkage Providers, (ii) Backward Linkage Providers, (iii) Business Development Service Providers (BDS)/Consultants, and (iv) 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 need to 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 Framework - Government Policy on licensing, taxes, infrastructure,

other rules and regulations relevant to the identified sectors and sub-sectors and compliance with existing legislations need to be incorporated. Study has to highlight the issues arising out of WTO stipulations on the sub-sectors, if any, and suggest possible solutions therefor, 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 the outcomes may be clearly brought out in the study.
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Interventions - After an in-depth 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 crosschecked 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 at the heart of the entire cluster development activity. Trust Building F 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. F The participatory approach like creating Artisans Association, if the same does not already exist; conducting orientation programmes for development of soft skills 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. F The trust building process should ideally start during the diagnostic study. F 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. F The meet could be decided well in advance and major stakeholders could be asked to present their version/opinion/suggestion for implementation of the cluster development programme. F This would enable the stakeholders to appreciate mutual inter dependence and the challenges. 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, 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/
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traders and any other suitable local resource persons as members. CDC should be a compact body comprising those functionaries who are important stakeholders 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 facilitate 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. 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 has to be chalked out in the Log frame format showing Goal, purpose, output and Activities under the cluster development programme. The Log frame will also show the Objectively Verifiable Indicators (OVI), Means of Verification (MOV) and Assumptions etc., that will enable the CDC to monitor the implementation of the Cluster Development Plan at periodic intervals. F The Action plan would identify the interventions for each of the areas of concern. F There could be many interventions to address 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, agencies identified for conducting the intervention, expected outcome, etc. F 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.
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F The Action Plan giving details of proposed interventions for the year may be placed before the CDC for discussions and finalisation. The Action Plan so finalized by the CDC may be sanctioned by the NABARD-RO if covered under the delegation of powers of the RO. If exceeding the RO delegated powers, it will be forwarded to NABARD Head Office, with suitable recommendations of the Regional Office. F Based on the sanction of the Action Plan for the year by RO / Head Office, the Regional Office will sanction the specific interventions keeping in view the felt needs of the cluster. F Formats of the Action Plan Logframe and Performance Budget are given at Annexure - III and IV. Interventions for cluster development The interventions that may be planned in the cluster could be categorised in 5 broad heads viz. Social, Technological, Infrastructure related, Financial and Marketing interventions. The interventions may be decided based on the nature of activities of the Cluster. The cost of social interventions will be grant based, but a nominal fee based approach could be slowly introduced in the cluster for interventions on business development like market interventions, use of common facility centres, and exposure visits, etc. Illustrative List of Possible Interventions in Cluster Development Approach v Social interventions = Organising artisans & their womenfolk in form of Self Help Groups / Joint Liability Groups / Producer Groups. = Awareness creation among the beneficiaries that working together will improve the overall competitiveness and contribute to the growth of the cluster; = Capacity Building of the cluster members leading eventually to self management of the cluster affairs without need for hand holding; = Health camps /adult literacy programmes / awareness on sanitation and hygiene etc. may also be arranged by the agency /DDM through philanthropic organisations and government departments; = Capacity building of NGOs / Industry Associations through appropriate training programmes.
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v Technological interventions F Exposure visits to appreciate and learn the best practices of other clusters F Training for exposure to new technologies / new tools and improved productive practices. F Skill development / skill upgradation Programmes F Design Development Workshops F Conducting entrepreneurship development programme (EDP) F Extension services F Training of and by Master craftsmen v Infrastructure related interventions F Establishment of CFC with essential machinery (Land may be obtained from Government or donated/ purchased by the artisans). Experienced and competent persons possessing thorough knowledge of the activity may validate the costs involved in establishing CFC. The Operational expenses for running the CFC may be borne by NABARD in the first year of its establishment. The CFC has to be self - sustaining from the second / third year onwards. Wherever land is not immediately available from the Government / other sources, CFC could be established in rented premises. The CFC would ultimately be passed on to the Artisan Group to manage its operations. F Need based installation of Electronic kiosks in CFC to facilitate e- enabled micro credit delivery system, e-supervision and trade, e-commerce. F Provision of work sheds with improved working conditions such as ample space, ventilation etc (Possibility of covering work sheds under existing Government schemes should also be considered.) F Setting up of Common Effluent Treatment Plant, if mandatory. F Though the CFC could be run by the NGO initially, the same should be transferred to the registered association of the cluster artisans, after the same has stabilised. v Financial Interventions = Finance being a crucial factor for the running of micro-enterprises,
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uninterrupted and timely credit support must be facilitated. = The credit requirements of the cluster need to be included in the PLP of the District and discussed in the DLCC meeting for mapping the credit potential. = Linking of the SHGs / cluster beneficiaries with banks - opening of bank accounts - efforts aiming beneficiaries. = Working capital is a major problem for small units. Apart from normal banking channels, innovative methods of financing working capital such as Joint liability group financing, Mutual Credit Guarantee Fund Scheme may be explored to obviate the need for collateral security or third party guarantee. = The available subsidy schemes such as CLCSS, CGTSI may be considered. = Payment of remuneration to the CDA personnel, staff cost for the running of CFC, administrative expenses and other overheads of the CDA for a reasonable period for a reasonable amount may be provided in the Action Plan. v Marketing Interventions Marketing interventions may include F Market study / Market survey F Buyer-Seller meets F Rural Haats F Direct participation in marketing events such as fairs, exhibitions, craft bazaars etc. F Publicity, advertisements, brochure/catalogue preparation F Training of NGO personnel in AUTO-CAD for proper cataloguing of the products. Assisting NGO in creating a dedicated web site for marketing of artisan products. at financial inclusion of all the cluster
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Distribution of Clusters across States (Position as on 30.09.2008)
Name of the State Andhra Pradesh Assam Bihar Chhattisgarh Gujarat Haryana Himachal Pradesh Jharkhand Karnataka Kerala Madhya Pradesh Maharashtra Manipur Meghalaya Nagaland Orissa Punjab Rajasthan Sikkim Tamil Nadu Uttar Pradesh Uttarakhand West Bengal Total ( States 23)
No. of clusters 1 11 1 3 1 1 1 2 5 2 1 2 2 2
Activity Handicraft (1) Handloom/Sericulture (8); Handicraft (3) Handloom (1) Handloom (1); Handicraft (1); Eco-tourism (1) Blacksmithy (1) Handicraft (1) Blacksmithy (1) Handloom (1); Handicraft (1) Handloom (2); Handicraft (2); Food Processing (1) Handicraft (2) Handicraft (1) Handloom (1); Handicraft (1) Handloom (1); Handicraft (1) Handloom (1); Food Processing (1) Food Processing (1); Bee Keeping (1) Handloom (2); Handicraft (3) Handicraft (1) Handloom (2) Rural Tourism (2); Handicraft (1) Handicrafts (3); Handloom (1) Handloom (2); Leather (1); Food Processing (1) Handloom (2); Handicraft (1); Food Processing (2) Handloom (3); Handicraft cum tourism (1)
2
5 1 2 3 4 4 5 4 65
(figures in the bracket indicate the number of clusters)
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Annexure - I List of Clusters approved under NABARD's Cluster Development Programme as on 30 September 2008 Sl Name of cluster no. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Jute handicrafts Sericulture/weaving Bamboo Sericulture & Weaving Japi (Bamboo craft) Pottery Handloom Sericulture Sericulture Eri silk Muga silk Handloom (eri culture) Handloom Eco-tourism Tassar Handloom including reeling, spinning, weaving Bamboo Blacksmithy cluster Beed (Manka) Blacksmithy Cluster Silversmith Tussar silk, handloom atural Fibre Cluster Arecanut Processing Sericulture Kasuthi quilt making Bidri Craft Screwpine cluster Kora Grass Bamboo Bamboo Processing Ghongadi (carpet) weaving Handloom Indigenous Pottery Handloom weaving Turmeric Cluster Fruit Processing State Andhra Pradesh Assam Assam Assam Assam Assam Assam Assam Assam Assam Assam Assam Bihar Chattisgarh Chattisgarh District Srikakulam Darrang Sibsagar Kokrajhar Nalbari Kamrup Cachar Udalguri Karbi Anglong Chirang Sibsagar Kamrup Bhagalpur Bastar Raigarh Participatory / Intensive Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Intensive Participatory Participatory Activity Handicraft Handloom Handicraft Handloom Handicraft Handicraft Handloom Handloom Handloom Handloom Handloom Handloom Handloom Rural Tourism Handloom
16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Chattisgarh Gujarat Haryana Himachal Pradesh Jharkhand Jharkhand Karnataka Karnataka
Raigarh Participatory Surat Participatory Hissar Participatory Thatchi, Mandi Participatory Participatory West Singhbhum Participatory Chitradurga Participatory Chitradurga Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Hazaribagh
Handicraft Blacksmithy Handicraft Blacksmithy Handicraft Handloom Handicraft Food Processing Handloom Handloom Handicraft Handicraft Handicraft Handicraft Handicraft Handloom Handloom Handicraft Handloom
Food Processing Food Processing
Karnataka Chamrajnagar Karnataka Dharwad Karnataka Bidar Kerala Thrissur Kerala Allapuzha Madhya Pradesh Indore Maharashtra Kudal, Sindhudurg Maharashtra Solapur Manipur Manipur Meghalaya Meghalaya Nagaland Imphal West Ukhrul
Participatory Participatory West Garo Hills Participatory Jaintia Hills dist Participatory Dimapur, Kohima Intensive
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Sl Name of cluster no. 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 Bee Keeping Terracota Brass & Bell Metal Craft cluster Golden Grass Applique Handloom Handloom Phulkari craft Handloom Gota Loom Rural Tourism Broom Binding Rural Tourism Sericulture cluster Banana sisal - fibre Moonstone Terracota, papier mache & other handicrafts Handloom (Banarasi Saree weaving) Leather work Handloom Cluster Amla (Aonla)
State
District
Participatory Activity / Intensive Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Participatory Rural Tourism Participatory Rural Tourism Participatory Participatory Participatory Intensive Participatory Bee Keeping Handicraft
Nagaland Orissa Orissa Orissa Orissa Orissa Punjab Rajasthan Rajasthan Sikkim Sikkim Sikkim Tamil Nadu Tamil Nadu Tamil Nadu Tamil Nadu Uttar Pradesh Uttar Pradesh Uttar Pradesh Uttar Pradesh
Sekhuruzo RD Block Nabrangpur Nayagarh Puri Dist Sambalpur Sonepur Patiala Jodhpur Ajmer
Lingee Payong
East, West & South Sikkim Ray Mindu

Krishnagiri dist
Handicraft Handloom Handloom Handicraft Handloom Handloom Rural Tourism Handicraft Rural Tourism Handloom Handicraft Handicraft Handicraft Handloom Leather Handloom Food Processing Handloom Food Processing Food Processing Handicraft Handloom Handloom Handloom Handloom Rural Tourism
Tirunelveli Erode Pondicherry Mirzapur Sultanpur
Participatory Baghpat district Participatory Praptapgarh Intensive Pithoragarh Pithoragarh Participatory Participatory
Carpet weaving cluster, Uttarakhand Munsayari Organic Vegetable Cluster Uttarakhand Off season vegetables Rambans (Sisal) handicrafts cluster Handloom Handloom Silk weaving Handloom Tourism cum Handicraft Uttarakhand Uttarakhand Uttarakhand West Bengal West Bengal West Bengal West Bengal
Tehri Garhwal Participatory Dehradun district Haridwar Malda Murshidabad Burdwan Santiniketan Participatory Participatory Participatory Participatory Participatory Intensive
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CLUSTER DEVELOPMENT PROGRAMME QUARTERLY PROGRESS REPORT FOR THE QUARTER ENDING :
Annexure - II (a)
Name of the Cluster & Activity :
Cluster Address :
Date of launching of the Cluster :
Name, Address & Telephone Number of the CDA :
Name & Telephone Number of the CDF :
Name, Telephone number & e-mail address of the DDM :
Number of Cluster Artisans : (Pl. specify number of male, female, minority, SC/ST members)
Date of In-principle approval under Participatory / Intensive Mode by Head Office : (Please specify HO letter number and date)
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Period of intervention
Amount 4 5 6 7 8 No. of No. of programmes artisans benefited conducted Amount From(date) To(date) 9 3
Sl. No.
Brief details of Action Plan interventions approved for the undertaken during year by HO the quarter
Details of physical & financial achievements against the approved Action Plan as in column no.3 & 4
Details of expenditure incurred
Cumulative for the financial year against budget sanctioned by Head Office
Amount sanctioned to the agency by RO
Number
Amount released
Number of artisans benefited
Amount sanctioned to the agency by RO
Amount released
Remarks (factors responsible for over/ under achievem ent)
10
11
12
13
14
15
1 2
3 4
5 6
Launching of Cluster Conduct of Diagnostic Study / Baseline Survey Awareness Programme Skill Development Programme REDPs/ EDPs Design Development Programme Refresher Programmes
10
11
12
13
14
15
10 11 12
13
14 15 16
17 18 19
20
22
21
22 23 24
25
26 27 28
Capacity Building Programme Training by Master Craftsman Stakeholders' Meet Meeting with Bankers etc Setting up / Construction of CFC Provision of Equipments/ training kits CDC Meetings Exposure Visits Participation in Exhibitions / Trade Fairs Fashion Show Medical & Health camps Office equipments / stationery Preparation of Catalogue / Web designing Preparation of publicity material Buyer - Seller Meet Setting up of Emporia etc. Documentation of Success Stories Patenting / GI Registration etc Remuneration of CDF CDA Overheads Miscellaneous (pl. specify)
Total
Brief details of Monitoring visits made by DDM / RO officials / any other official
Brief details of / issues discussed in the CDC meetings (pl. specify the date of CDC meeting also)
Brief details of financial inclusion such as number of artisans credit linked, SHG formed, bank loans availed etc.
Impact of the cluster Interventions in bringing Financial/ Social benefits to the Stakeholders in quantifiable terms
Annexure - II (b)
Summary Statement on Cluster Development Programme
Name of the RO :
Statement for the Quarter ended :
Due Date :
Date of launching
Address Activity
Sl. No.
Name of the Cluster
Cummulative No. of artisans covered in the programme Amount Name Name amount of the of the DisbuSanc- Disbu- Remarks STs OBCs Muslims SancCDA CDE General SCs tioned rsed tioned rsed
23
(ASST. GENERAL MANAGER)
Date
Annexure-III
A SAMPLE OF CLUSTER DEVELOPMENT ACTION PLAN LOGICAL FRAME WORK
(i) Name of the Cluster:
(ii) Activity(ies) of the Cluster:
(iii) Location:
(iv) No of members affiliated to the Cluster :
(v) No of Families:
(vi) Details of the CDA:
(vii) Name of the CDF:
Narrative summary
Objectively Verifiable Indicators(OVI) ( Quantitative, Qualitative, Time) Quantity Quality Time

(i) Better health and hygiene standard by end of 2009 /10 i.e at the project completion
Means of Verification ( MOV)

Random Survey of the households at end of the Project.
Assumptions
Remarks
Goal
24
(i) 25% growth in income at the end of 1st year (ii) further 40% growth at end of 2nd year
Improvement in the standard of living of the Community
(I). No incidence of natural calamity (ii) All the interventions under the project are conducted as envisaged.
(i) Income level to increase upto ,say Rs 25000/ p.a from the present level of say, Rs 150000/(ii) Acquisition of at least one item of durable asstes not possessed at the beginning
The Diagnostic study will capture the preproject scenario. At the end of the Cluster Development Programme, the Project Completion Report ( PCR) will reveal the position in regard to QQT under OVI. Survey has to be done to capture the data out side the cluster area. Survey report of the Cluster beneficiaries at the end of the 1st , 2nd and 3rd year. (i). No incidence of natural calamity (ii) All the interventions under the project are conducted as envisaged. The Diagnostic study will capture the preproject scenario. At the end of the Cluster Development Progra-mme, the Project Comp-letion Report ( PCR) will reveal the position in regard to QQT under OVI.
Purpose
Raising the income level of the primary (I) Income level of stake holders of the Cluster primary stake holder will rise from present level of say, Rs 15000/ - to Rs 30000/- at the end of the Project.
Narrative summary

(iii) further 50% growth at the end of 3rd year Conduct of 3 Skill Dev Programmes in the 3 years implementation period. Records of the CDA (ii) All the interventions under the project are conducted as envisaged. (ii) Financial support is available timely.
Assumptions
Remarks
Output
1. Skill Development / Entrepreneurship Development
2.Financial Inclusion
(i) Records of CDA
25
200 enterprises will be set up at the end of the Project period. Setting up of CFC, Show rooms ( as may be necessary)
(i) 10 SHGs formed and 90% of SHGs credit linked
(i) Financial support and mentoring support are available from CDA / NGOs/ Banks/ NABARD in time. (i) Records of CDA (i) The banks are willing to extend finance (ii) The existing environment continues to be conducive. (iii) The law and order situation is good. (i) Physical verification (ii) Recors of CDA/ Supporting Agencies
SHG formation is just one example of Financial Inclusion. There would be other strategies depending on the field requirements.. To be realistically prepared. The projection depends on the field situation.
3.Setting up of Enterprises
4.Provision of Infrastructure
Depends on the field (i) Land is made level requirement. available. (ii) The Cluster stake holders form a formal organisation. (iii) Supporting agency extends grant support.
Narrative summary

Participation in one trade event every year CDA records (i) Trade events take place as planned. (ii) Grant support as envisaged is made available. (iii) The artisans are allotted space/ stalls in the trade event. (i) Govt support from the concerned Deptts is available.
Assumptions
Remarks
5. Strategy for Marketing of Products
Depends on the field level requirement.
6.Social Interventions on Health, hygiene, education, environment etc.
Conduct of at least 2 Social camps every year
CDA records
Depends on the field level requirement.
Activity
1. Skill Development / Entrepreneurship Development
26
2.Financial Inclusion
3.Setting up of Enterprises
4.Provision of Infrastructure
5. Strategy for Marketing of Products
6.Social Interventions on Health,
Annexure- IV
Cluster Development Programme

Name of the Cluster: Address: CDA: Performance Budget Illustration
Sl No Particulars 2008-09 to 2010-11 (Implementation period-3 years) Physical Financial 1 6 0.01 1.8
(Units in No, Amount :Rs lakh)

2008-09 ( 1st year Programme)
Physical 1 3
Participants Financial All stakeholders 75 0.01 0.9
Time line Starting point I qrt III qrt IV qrt IV qrt I qrt III qrt IV qrt
1 2
Launching of Cluster Conduct of SDIs
3 4
Conduct of REDPs Conduct of Awareness Programme Training of/by Master craftsman Setting up of CFC 1 Meeting with Bankers/ Officials of Supporting Agencies Exposure visits Exhibitions Setting up of emporia Preparation of catalogue/ web site Conduct of CDC meetings Documentation/ success stories Remuneration of CDA CDA overheads Preparation of PCR Miscellaneous Total
2 4
1.5 0.4
1 2
25 All stake - holders 25
0.75 0.2
5 6 7
2 4.5 6
1.25 0.6 -
1 2
0.75 0.2
All stakeholders
II qrt IV qrt
8 9 10 11 12 13 14 15 16 17
3 6 1 1 12
1.5 1.2 1.5 0.5 0.6 0.5
1 2 4
20 20 -
0.5 0.4 0.2 0.1
IV qrt III qrt I, II, III, IV qrts IV qrt
3 years 3 years 3 years
1.8 0.45 0.1 0.3 18.51
1 year 1 year 1 year
0.6 0.15 0.1 4.86
The facts and figures mentioned above are purely for the purpose of illustration. The performance Budget for the Cluster should correspond to the Action Plan-logframe and as such, derived therefrom. This has to be refined every subsequent year of implementation.
27
PART II
DOCUMENTATION OF INITIATIVES
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Screw pine Cluster, Poyya, Thrissur, Kerala
Emergence of the Cluster Screw pine is known to contain one of the best natural fibers in the world. It can be nicely woven and multitude of designs developed. After cutting the fresh leaves, they are sun dried. The dry leaf effectively absorbs dyes. Screw pine mat weaving is a more than four hundred year old ancient craft undertaken at cottage industry level. Apart from conventional bed mats, the screw pine artisans are now making a variety of products like vanity bags, carry bags, waste paper baskets, newspaper holders, laundry boxes, files, interior decor items, cushions, etc. Screw pine, known as 'Thazha' in local parlance is one of the most abundantly found plants in Kodungallur area especially, along the banks of rivers and canals. Kodungallur taluka has more than 30,000 screw pine artisan families. The leaf of the plant can be reaped once in every three months. There is a steady market for the screw pine products and potential for exports also exists. The screw pine cluster was launched by NABARD in February 06 with Kottapuram Integrated Development Society (KIDS) as the CDA and Mr Lorence P F as the CDE.
The Drivers The Kottappuram Integrated Development Society (KIDS), an NGO registered under the Charitable Society Act in 1987 and having its Head Quarters at Kottappuram, Kodungallur, Thrissur Dist of Kerala had been actively involved in the development of screw pine craft cluster at Eriyad and Methala Grama Panchayats of Kodungallur block which was promoted by the Ministry of Textiles, Government of India, under the Ambedkar Hastha Shilp Vikas Yojana (AHVY) since 2002. Under the project, 500 artisans were covered through various interventions. With this rich experience, KIDS came up with the idea of replication of the model in Poyya Panchayat. The stake holders of the project comprise the screw pine artisans, the Poyya Panchayat, local traders, DIC, DRDA, DC(Handicrafts), KVIB, APITCO, Export firms, commercial banks etc, who have shown remarkable enthusiasm in implementation of the cluster development programme.
29
The Activities A series of initiatives which have been undertaken in the development of the cluster are : v 100 women artisans from Poyya were selected and formed into 10 SHGs. These artisans were made into four sub groups of 25 members each and were trained in four work sheds. v Four awareness programmes were conducted for the group members as well as representatives of the local bodies, government officials and the NGO members. v Entrepreneurship Development Programmes (EDPs) were conducted for the groups giving special emphasis on project planning, micro credit, setting up of enterprises, marketing, leadership skills etc. v Skill Upgradation Trainings on weaving, splicing, braiding, dyeing, blending,
stitching and packing were imparted to the artisans in four batches. v Tool kits (small and big scissors, tape, small and big knives, stove, dyeing vessel etc) were provided to all the artisans to boost their production. v Each batch of artisans was imparted super refinement training of duration. v Cluster Development Committee has been formed under the Chairmanship of District Collector, and regular meetings are being held. v There is enhancement in the quality of products resulting in increase in earnings and improvement in the standard of living. The income level has gone up from Rs,500/p.m earlier to more than Rs.1000/- per month at present. v Marketing arrangement has been tied up through M/s. Industree Craft Pvt. Ltd., Bangalore, Fab India Overseas Ltd., New Delhi, Dhoop Crafts Mumbai, Earthworm Books Pvt Ltd, Chennai, Gourment Seasonings, Kochi and Cinnamon Bangalore. v The artisans who were making only mats, are now capable of making twill table mat showing wrap, zig zag twill table mat, check design table mat, twill bag, hand bag, crepe bag, special mini bag, box, spice box, etc. However, the principal product continues to be cushions of various sizes and colours. v The artisans are participating in exhibitions and melas all over the country. one-week
30
The outcomes Artisans are a very happy and confident lot, now. Their standard of living has gone up. They have started planting screw pine in their backyards for ensuring uninterrupted supply of raw material and supplementing their income.
The Goal As per an objective assessment by the DDM, NABARD, the cluster development
programme, in its very first year of implementation, measured satisfactorily up to all the standard parameters of success. The coming years will definitely bring further improvements in the quality of life of the artisans and scope for their becoming independent entrepreneurs is bright. The present marketing strategy which will be further strengthened in coming years, will go a long way in capturing the domestic markets.
In retrospect The AHVY cluster model of DC( Handicrafts) which was adopted in the Screw pine cluster in Poyya holds promise for bright future for the cluster artisans. The collaboration between KIDS and NABARD has worked wonders. The marketing arrangements, especially export of cushions have generated sufficient income for the cluster artisans. The performance level in terms of family income of the artisans will scale new heights in the years ahead.
How to reach there The cluster is located in Poyya Panchayat of Mala Block, Thrissur district, Kerala. It can be reached from Thrissur Railway Station, which is the nearest rail link, and distant about 40 kms. Kochi (Nedumbassery) Airport is about 50 km away. The cluster can be accessed by road also.
31
Some of the screw pine products with design assistance of NID
A Group of NABARD officers on training at RTC(Mangalore) with the artisans and their products
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Tasar Silk Cluster Andhalgaon and Mohadi - District Bhandara - Maharashtra

Pre project scenario The precarious pre-project scenario of the cluster, which accentuated the need for implementation of the cluster interventions by NABARD were : The Primary Weavers Cooperative Societies were almost defunct. Weavers had no access to employment opportunities. The weavers had deserted their traditional activities. Some weavers migrated to Surat and Bhiwandi. The wages , which were hovering around Rs.25 per day per male weaver and Rs. 10 per woman artisan for reeling of yarn were woefully meager. Against this background, the Tasar Silk Cluster was launched on 18 February 2005 with CSTRI, Central Silk Board, Bhandara as the CDA and Shri P.J.Kolarkar, Asst. Director, DCTC, CSB, Bhandara as the CDE. Eyes beaming with hope With the introduction of Cluster Development Programme, the communication gap between developmental agencies and weavers has begun to narrow. By bringing developmental agencies, banks and weavers on one platform and facilitating exchange of views and sharing each others perception and concern, a bridge of faith and trust has been established in the Cluster. The factors that have energized the cluster are: Age-old skills of the people to weave exquisite sarees and dress materials, Availability of tasar cocoons, raw material for producing tasar yarn, in the area itself. As against mulberry and eri silks, tasar silk is a wild variety having typical stiffness despite being silk. The patterns in karvati sarees, jhala, pallu and borders are unique.
33
Strategic supporting agencies Presence of three affiliated agencies of the Central Silk Board (CSB) in the district has given necessary momentum to the cluster. They are : Demonstration Cum Training Centre of Central Silk Board for technology, imparting technology transfer in motorized yarn and fabric. Basic Seed Multiplication & Training Centre (BSMTC), CSB for quality production of tasar silk cocoons in the area. Regional Tasar Research Station, CSB for bringing in latest R & D in tasar cocoons and promoting the local tasar cocoon variety, which has capacity to withstand harsh weather conditions. Weaver Service Centre, Nagpur - barely 87 Kms from Nagpur is able to provide training on design development, dyeing, jacquard weaving, jhala patterns, vegetable dyes and all other aspects of quality handloom production. District Sericulture Office, which is implementing Rashtriya Sam Vikas Yojna has supplied reeling machines to women SHGs for motorized reeling of tasar silk yarn. It has also established Common Facility Centre. The process To start the process, Sensitization workshops for weavers and bankers, integrated handloom development workshops by Weaver Service Centre, Nagpur, and training on Post Cocoon technology transfer were conducted with the objective of re-orienting the weaving activity to market demand and making weaving a sustainable livelihood activity. Initially, artisans' response to the cluster initiatives was lukewarm. After a period of one year, they responded by starting the production, re-adopting the weaving profession, and upgraded their skills from production of plain cloth to sarees, dress materials, booty work, and introduction of attractive patterns and designs. They started sending their products for dyeing to Sanganer in Rajasthan for value addition.
34
Initiatives and the Impact SHG formation - total 14 Training on motorized reeling, design development, vegetable dyes, jacquard, jhala, pre-cocoon activity, all aspects of post cocoon technology, yarn and fabric dyeing workshop, etc, conducted. Fifteen Exhibitions were organized, of which 07, sponsored by NABARD. 50 weavers have participated in the exhibitions. Each exhibition has resulted in average sale of Rs.75000 for the individual weaver; the total sales registered through exhibitions being of the order of Rs.11.25 lakh The annual sales reached a level of Rs.3.60 crore through direct sales in the exhibitions, sale to traders and supply to agencies from the metropolitan cities. Ordinary weavers have graduated to become Master Weavers in a period of three to four years and each Master Weaver is providing employment to about 15 weavers. The income level has increased as the weavers have shifted from making plain cloth to sarees, dress materials, dupattas, etc. Exposure to exhibitions at Pune, Mumbai has increased their awareness about the market demand and market trends and has helped them redesign their products. The demand for weavers has increased in the Cluster so much so that no weaver, willing to work, remains unemployed. The wages in weaving have far exceeded those in agriculture. One of the weavers, Shri Pandhari Parate from the cluster has received the President's Medal for innovative design for the year 2005. The weavers have graduated to high value designs by use of jacquard, which is generally rare for tasar silk due to its brittleness. Yarn and Fabric Dyeing units have been set up, providing significant value addition besides saving the crucial time. Setting up of a block-printing unit is on the anvil. Organization of Weavers into Handloom Weavers Groups (HWGs) to restore the lines of credit due to closure of Weavers' Cooperative Societies. The biggest success of the Cluster efforts is reflected in the return of about 100 weaver families from Surat and Bhiwandi during the last couple of years as they
35
have realized that
weaving has become a rewarding profession in the
Andhalgaon - Mohadi Cluster. The success of the Cluster has prompted the Ministry of Textiles, Government of India, to notify Mohadi as Silk Handloom Cluster and implement Integrated Cluster Development Programme in the cluster. With the increase in income, there is improvement in school enrollment and attendance , improvement in sanitary conditions and consumption of nutritious food by the beneficiary families. The weavers have become mobile, moving to Delhi, Calcutta, Mumbai, Hyderabad, Pune for marketing of the products. The weavers now bring designs and send their products to Ahmedabad, Sanganer, Calcutta for value addition and are competing at the national level. A couple of master weavers have started backward integration of their operations by supplying tasar silk seed to the farmers in Bhandara and adjoining districts for rearing of tasar silk cocoons and are arranging buy-back for the same. This is creating a new pre-cocoon activity cluster in the district. The weavers' faith in pursuing the weaving activity has received a boost. They feel happy that they are able to earn their livelihood by staying indoors, and not in rain, mud and hot sun outside. Besides, they also have the satisfaction of pursuing their own creative activity. The level of income of weavers has risen appreciably both for men and women weavers. In retrospect and looking ahead: Prior to the cluster adoption, in the stark eyes of the weavers, there was no sign of credibility between the developmental agencies and the weavers. The perception among the weavers was that the officials were coming to the field only to complete 'their target' whereas the developmental agencies suspected that the weavers wanted everything for free. Success is an endless story. Although the weavers have tasted the fruits of success, they still have a long way to go. They have dreams in their eyes to shift into silk upholstery and furnishings for entering exports and the niche markets. They are pretty sure that they will achieve their dreams sooner than later.
36
How to reach there Tasar Silk Cluster - Andhalgaon and Mohadi - District Bhandara Maharashtra Nearest Rail Link - Bhandara Road Railway Station - 20 Kms. Nearest Air Link - Nagpur airport -80 Kms. Taxi, Bus, etc from Bhandara Road Rly Station or Nagpur or directly by road from Bhandara or Nagpur
Weaver at Work
Women making silk threads out of cocoons
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Handloom Cluster, Imlikhera, District- Haridwar, Uttarakhand
The beginning NABARD DDM, during his visit to Imlikhera village, in the year 2005, interacted with the weavers to ascertain the state of their activities, since the general perception was that the condition of handloom weavers was in utter strait. Initially the weavers were hesitant to discuss the matter; but after explaining to them the role of NABARD and its contribution in rural development, the weavers came forward with their problems of declining margins over the years. The weavers were prepared to participate in a programme, which would help them make their avocation more remunerative. Search for a partner With a view to make a dent through appropriate interventions, the DDM started to look for a suitable partner NGO. The proposal was discussed with the Women Development Organisation (WDO), a Dehradun based NGO which possessed necessary experience in the Handlooms sector. Thereafter, a proposal under NABARD's Participatory Cluster Development Programme was submitted. Launching of the cluster The cluster was approved under participatory mode on 22 July 2005 with Women's Development Organisation as the CDA and Shri Rupendra Singh Bohra as the CDE. Thus, the DDM, NABARD, Haridwar provided the initial spark that fired the latent enthusiasm of the stakeholders. The potentials and the prospects In fact, the cluster is more than fifty years old. The weavers belonging to the shepherd community were initially preparing woolen blankets in Pit Looms. Around the year 1980, when some of the weavers came across weaving of Lois in Handlooms during their visit to Panipat in Haryana, the handlooms were introduced in the village. The activity gradually proliferated in the village and now Loi is the sole handloom product in the cluster.
38
Being a traditional cluster, the cluster weavers possess the basic weaving skills. The product 'Loi or Pankhi, an affordable warm shawl is in great demand in temperate regions during the winter and Alpine regions of UP, HP, J&K and Nepal throughout the year. The Imlikhera loi is supplied to traders in Uttarakhand hills, HP, J&K, and also in Nepal. The product is marketed in retail by the weavers in Haridwar , Rishikesh and Chardham Shrines of UP. The Constraints Over a period of time, various factors like introduction of different products in the market, increased cost of production, intra cluster rivalry, difficulties in access to working capital funds made the activity almost unsustainable. The weavers could not upgrade the technology and failed to diversify the products. They also incurred substantial financial losses due to non-payment by Nepali traders who were supplied the products on credit. Cluster initiatives The initiatives undertaken in the cluster by NABARD in partnership with the other stakeholders are : 10 SHGs Formed Exposure visit of 26 weaver members to Bunkar Sewa Kendra, Yarn mills, spinning mills, Calendaring Units at Panipat and Ludhiana. Participation in Melas/Exhibitions Organizing Medical Camps sponsored by Ambuja Cement Foundation Two days Training on Design & Dyeing - by Bunkar Sewa Kendra, Chamoli . Jacquard Training for 5 Master Weavers at Lodiwala Handloom cluster, Haridwar, promoted under Integrated Handloom Training Project by Bunker Sewa Kendra, Chamoli. Training of NGO personnel in AUTO-CAD - designs. Participation of 2 weaver members in "Entrepreneurship Development Training Programme organized by National Institute for Small Business & Enterprise Development in Feb. 2007. Ten weaver members from the cluster imparted training in a 3-day "Workshop on Financial Management, Accounting & Marketing for SHG" conducted by WDO at Lodiwala Cluster. Insurance coverage of 50 artisans under ICICI Lombard Health Insurance Scheme.
39
Interaction and registration of willing artisans in office of DC (Handicrafts), Ministry of Textile, Govt. of India to avail various facilities under Govt. of India Schemes. Allocation of community land for CFC by the Village Panchayat.
A truly collaborative cluster The other stakeholders who have lent their hands in the cluster development activities are: Uttaranchal Handloom & Handicraft Development Council (UHHDC) Khadi Village Industry Board (KVIB) Punjab National Bank Office of Chief Development Officer, DRDA-Haridwar Industry Department, State Govt Gram Panchayat, Imlikhera Office of the DC (Handloom/Handicrafts), Govt. of India. The outcome Although midway through the cluster development programme, there are promising signs of development in the cluster as highlighted below : Five artisans have been extended working capital finance by the bank, which has helped them in expanding their operations. The unhealthy competition among the artisans and dependence on moneylender is on a decline. Increase in the level of income from Rs. 6,000/- to Rs. 10,500/- per annum for the weavers who have been sanctioned cash credit limit by the local bank. Looking back Walking down the memory lane, the DDM of NABARD is sanguine that the lack of entrepreneurship skills and failure to adopt new technology which were threatening the very existence of the cluster, were a thing of the past as various interventions under the cluster development programme have helped in emergence of a breed of skilled weavers capable of bringing in product diversification and organized operations to improve their
40
earnings. The programme which is at present, in the nascent stage of implementation, the DDM believes, will tremendously benefit the weaver community and will attain its pinnacle of glory as the cluster movement changes hands from the NGO to the member weavers themselves slowly but surely.
How to reach there Village - Imlikhera ; Block Roorkee ; Dist. Haridwar. Nearest Railway Station Roorkee, Dist. Haridwar - Distance 10 Kms. Air Link Joligrant, Dehradun - Distance 70 Kms.
Beneficiaries of the Imlikhera Cluster in an Awareness Meet
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Pochampally Handloom Cluster, Nalgonda district, Andhra Pradesh
Handloom, a tradition Pochampally village is a Mandal Head Quarter in Nalgonda district located at a distance of 50 km from Hyderabad city. Pochampally is a natural handloom cluster. The cluster is spread over 40 villages. There are about 1500 traditional pit looms in Pochampally village itself and around 13,000 pit looms in the cluster. 50% of the population depends on handlooms. The weavers produce silk & cotton sarees, bed sheets, furnishings, dress materials, etc. by using tie & dye technique of yarn. Pochampally sarees are popular in domestic and international markets. The past and the problems Pochampally had experienced steady growth for its products over last six decades. However, it had witnessed some decline during past two decades on account of limited marketing efforts, lack of design innovation/modernization leading to decline in demand, copying of tie & dye art by the power loom weavers/master weavers/mills/traders, competition from mill cloths, etc. This led to piling of huge stocks, adversely impinging on the income of the weavers. Normally, the weavers produce eight sarees of the same design and quality at a time. To produce eight sarees, a weaver's family, comprising 45 members, took 45 days, earning wages to the extent of Rs. 4000/-. This works out to a family income of Rs. 2,500/- per month. In view of the poor income levels, 50% of the weaver families were living below poverty line and 25% of the families were suffering from acute poverty. Some weavers had even committed suicides due to their indebtedness. Starvation deaths were also reported in the area. Necessity, the mother of invention Considering the potential of Pochampally Handloom Silk Cluster to emerge as a hub for globally preferred tie & dye silk handloom textiles, NABARD had adopted this cluster for development under NPRI in association with Textiles Committee, GOI. Accordingly, the Cluster Development Programme was launched on 25 July 2003. A diagnostic study of the cluster was conducted by the Textiles Committee and the required interventions were
42
identified aiming at protection of Pochampally art, expanding market base, focus on quality, thrust on product diversification etc. The dreams , initiatives and the impact The broad objectives of the programme were (i) upgrading/modernizing the skills of the weavers, (ii) product development & diversification, (iii) broadening marketing channels, etc. A number of workshops, capacity building programmes, GI registration, etc. were undertaken to achieve the objectives. The weavers of the cluster desired to have (a) skill upgradation training programmes on weaving, dyeing, designing and managerial aspects (b) demonstrations on alternative and new technology and (c) Cluster Resource Center with CAD/CAM facilities, etc. They also needed financial support for purchase of adequate raw material and consumables, such as yarn, colours, thread, etc. The need for assured market for the products was also paramount. Most of the weavers were facing certain profession related health problems, such as lung infection, joint pains etc., and they needed medical facilities through conduct of health camps or tying up with health centers/hospitals. With the financial assistance from NABARD and other supporting agencies, the following activities were undertaken: The Textiles Committee conducted a workshop on 'Quality appraisal of woven fabrics'. This benefited more than 150 manufacturers/traders/weavers who understood the minimum quality parameters required to be maintained in the products. The weavers were also apprised of testing facilities which were available in the laboratory of the Textile Committee. Two workshops were conducted on best dyeing practices and modern dyeing methods at Pochampally and Koyyalagudem. In these workshops, the Bapuji Institute of Engineering & Technology, Davanagere, demonstrated newly developed Bapuji Hank dyeing machine. More than 150 manufacturers/weavers were benefited. A workshop on Intellectual Property Rights (IPR) was conducted to enable the weavers in understanding the IPR issues and implication of IPR protection. More
43
than 100 manufacturers/weavers benefited by understanding the concept of GI Act. This resulted in extending protection to the entire Ikat artisans of the Nalgonda and Warangal districts of Andhra Pradesh. A health camp for 100 women weavers was conducted. NABARD extended the required financial support for registration of the Pochampally products under Geographical Indication Act. Registrar of Geographical Indication had conferred the G.I. status to the Pochampally Ikat. The patent rights for the Pochampally products under GI Act brought a lot of confidence among weavers of the cluster. A fashion show at Hyderabad was organized involving Pochampally silk products. The Textiles Committee organised 16 workshops and 26 Group meetings on different aspects for the benefit of the weavers. Financial assistance / technical support also poured in from HEPC, EDI, SIDBI, Textiles Committee, Bapuji Institute of Engineering & Technology, APTDC, Weavers' Service Center. The income levels of the weavers increased to about 3,000/- p.m. With the above interventions, the weavers in the cluster understood and learnt about (i) minimum quality parameters to be maintained for the products, (ii) best dyeing practices, colour fastness, etc.,(iii) IPR issues and implication of IPR protection, and above all, developed confidence on marketing of their products. The Leap Forward Sangamitra, an NGO, operating in the cluster, is maintaining an Information Center, viz. CHAI (Center for Handloom Artisan Information) at Pochampally, where books/ magazines relating to designs, techniques in tie & dye, weaving, etc. are kept for the information and adoption by the weavers of the cluster. The NGO has mobilized 13 weaver groups. The NGO is arranging training / capacity building on group formation, group dynamics, book-keeping, dyeing practices, design development, etc. with financial support from 'OXFAM' by way of revolving fund assistance. The NGO proposes to cover 1000 families in the next three years. Seven private manufacturers/ Master weavers belonging to weaving community of the cluster have floated a company, viz. "The Pochampally Ikat Weavers Pvt. Ltd." to improve the domestic sales of their products by giving wide publicity in electronic
44
media, press, etc. The company has also developed a brand name called Chikat for the Pochampally products. The company is marketing these products by organising exhibitions at Hyderabad, Kolkata, Bangalore, Mumbai, etc. and through their dealer - distributor network. The company has also purchased 15 modern looms, water softener plant, boiler, etc and providing training to a cross section of weavers at Pochampally in new technology, dyeing practices and designs. Further, for improving the export sales of the products, six private manufacturers/ Master Weavers of the cluster have floated another company, viz. The Ikat Art Pvt. Ltd. The company has engaged a Mumbai based freelance designer as Business Development Service Provider to guide it on designs and marketing. The company proposes to export the products to USA, Germany, France, Switzerland, etc. It also propose to participate in International Trade Fairs. Beyond the cluster - the next step Taking into account the recent developments, certain Business men / Master Weavers/weavers of the cluster have proposed to construct a Handloom Park near Pochampally with an estimated cost of around Rs. 40 crore. A company, viz. Handloom Park Pvt. Ltd has been floated and registered under the Companies Act. The company has since submitted a proposal to Government of India for grant assistance for creation of the infrastructure. The Ministry of Textiles, GOI has reportedly agreed to provide the required grant support. The company has also approached Government of Andhra Pradesh for financial assistance for machinery, training, etc. and applied for a loan to Pooled Municipality Debt Operation (PMDO). Construction of Handloom Park, viz Processing units, Weaving units, Testing lab, R&D, Administrative Block, Health center, etc is under progress. The commercial production would commence soon. With the functioning of the Park, a majority of the weavers of the cluster would be provided employment in the company.
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Tie & Dye and Hand Printed Textiles, Madurai, Tamil Nadu
The cluster & its uniqueness Tradition of Tie & Dye and Hand printed textiles of Madurai is over 400 years old. The Tie & Dye Cluster centres around Thirumali Naiker Mahal at Madurai. This craft is popularly called Sungadi. The uniqueness of the cluster lies in use of Nail Blocks for printing, which is first of its kind in the country. The products of the cluster are known as Sungadi Sarees, which have been registered under Geographical Indication Registry (GIR). They use natural eco friendly materials for colouring. Pre Cluster scenario Due to various reasons, the craft had started vanishing over the years. Prior to the cluster initiatives, the artisans were marketing the traditional products without any product diversification. The number of artisans involved in this craft was also diminishing due to paucity of labour, copying of the designs by mills and marketing of mill made cloths at cheaper rates, lack of participation of women in the craft and the low level of incomes. Cluster Initiatives and the Progress Once the cluster development programme was initiated by NABARD in September 2005, a spirit of unity started to surface among the artisans. They spontaneously participated in Skill Development Programmes, Cluster Meetings, participated in Exhibitions, Craft bazaars, Trade Fairs and Saras Fairs with all-out enthusiasm. They showed interest in making diversified products like Handbags, Bedspreads, Files, Pillow covers, Batik Wall hangings etc. With financial support obtained through Artisan Credit Cards ( ACC), the weavers bought 1.15 acres of land for Common Facility Centre at Avaniapuram. Initially six Self Help Groups were formed with 109 members, both men & women. Later, a Federation named Federation of Tie & Dye and Hand Printed Textiles was registered under Societies Act.
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Other supporting players The Development Commissioner (Handlooms) has extended assistance to the tune of Rs.11,95,000/- for conduct of Skill Upgradation Training, 5 Design Workshops and one Exhibition. Through the District Industries Center, Entrepreneurship Development Programme has been conducted. Indian Bank has provided financial support to the tune of Rs.18.25 lakh through Artisan Credit Card Scheme. Geographical Indication Registry (GIR) of Sungadi Sarees was done through support from Asst. Director, Handlooms, Madurai. The Impact The artisans are extremely happy about the impact of the interventions, which is reflected from the fact that v There is unity among the artisans. v Number of artisans doing the Tie & Dye Craft has increased. v Skills level has increased through Skill Upgradation Training Programmes. v There is now display of diversification & consumer orientation in the products. v The sale orders have swelled on account of product diversification and participation in Exhibitions/Craft Bazaars, Trade Fairs etc. v The weavers now feel socially secured through the Social Sector Schemes, like Janashree Bima Yojana of LIC, Health Card Scheme of ICICI Lombard & Artisan Credit Card Scheme of Indian Bank and the children from LIC . On account of the Cluster interventions undertaken through Small Industries Product Promotion Organisation (SIPPO), which is the CDA to the cluster, the languishing Tie & Dye Craft has revived. The monthly income per family has increased from Rs.17,000/- to Rs.20,000/-. And, that speaks only a part of the story, the other part being told through the beaming eyes and confident faces of the artisans of the cluster. Scholarship Scheme for their
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Cluster women at work
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Papier Mache Cluster Kancheepuram, Tamil Nadu
The village that rocks with dancing dolls Pareri Village, Singaperumal Koil is famous for dancing dolls - 60% of the country's production of dancing dolls is made in this village. The raw materials used in the doll making are lime stone powder, tapioca powder, paper pulp, paint, glue and packing material. The village is known for this traditional craft, which is being carried on for the past 40 years. Initially, the dolls were made of clay. With the passage of time and because of difficulties in handling clay dolls being of excessive weight and prone to easy breakage etc., the artisans switched to making these dolls and toys in papier mache. One, late S.A.Vaidiyalingam was the main craftsman, from whom the skill was passed on to others.
The Revival The Development Commissioner (Handicrafts) purchased a piece of land in the village for developing the craft in the year 1999. After the assistance from the Department of Handicrafts ceased, there was a lull in the activities of the members. However, the cluster was revived after launch of NABARD's cluster programme on 30 October 2003. The "Papier Mache and Clay Artisans Welfare Association" of Tamil Nadu was identified as the CDA with Shri Umapathi, Treasurer cum Master Craftsman as the CDE.
Then and now Before the cluster initiatives, the artisans were carrying on the activities in their own individual manner, with less support from outsiders. The income of the artisans in the pre cluster days was Rs.20/- to Rs.30/- per day. Once the cluster was revived, there was tremendous response as all the artisans were eager to join and reap the benefits. The DRDA and the District Administration were avid supporting partners and extended all assistance for the successful launch of the programme. The bankers did not fall behind, either.
The Highlights Conduct of skill trainings, creation of infrastructure, facilitating marketing support were planned in the Action Plan for implementation. All these interventions were delivered with clinical precision.
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8 skill development programmes, benefiting 80 members and 2 skill upgradation programmes, benefiting 50 members have been conducted so far. 20 new SHGs have been formed. 3 awareness camps and 3 exposure visits have also been conducted. A CFC at a cost of Rs.10.50 lakh has been constructed by DRDA. The Indian Bank has extended credit support of Rs.2.50 lakh to the individual artisans and Rs.6.00 lakh to the SHG members. The members have participated in 3 buyer-seller meets and 15 exhibitions. Machinery/tools worth Rs.2 lakh have been provided by the Handicrafts Dept. The master craftsmen have been provided with working capital and all the 25 SHGs have been provided loans either through Revolving Fund under SGSY or direct loan from banks. The artisans now earn around Rs.100/- per day, against Rs.50/- earlier.
The fragrance spreads Private traders from Tanjore and Bangalore are visiting the village and purchasing the finished products in bulk. The cluster members very often participate in exhibitions and melas.
The Inspiration The uniqueness of interventions conducted in the cluster lies in the exposure visits which the artisans undertake at regular intervals to innumerable temples and forts which have dotted the State of Tamil Nadu, to study the dancing poses and postures of statues and figurines in these structures that marvel the visitors even today. No wonder, the art that this little village boasts of, draws profound inspiration from the works of art done many a century back.
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Cluster Artisans at work
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Ganesh Idol Cluster,Pen, District: Raigad, Maharashtra

The Art Idol making is an age -old traditional craftsmanship of India and the artisans make different types of idols. Ganesh Idol making in 'Pen' town and 17 nearby villages in Raigad district of Maharashtra stands out because of its uniqueness of design, colour and looks and hence Ganesh Idols of Pen are a household favourite for the people of Maharashtra. This traditional art requires raw material of clay, plaster of paris, and different colours. The Artisans mix water and other binding materials with fine quality of clay or plaster of paris and prepare the base material. Thereafter, it is put inside moulds for giving appropriate shape and design to Ganesh idol. The Ganesh idol before receiving finishing touches, passes through various processes viz. framing, polishing, body colouring, body shading, pitamber colouring, utarna colouring, golden colouring, eyes painting etc. The products being made of clay and plaster of paris, are very delicate and need to be handled with care. Therefore, artisans take extra precaution for packaging and transportation. For the purpose of transportation to far-flung areas, Ganesh idols are packed in open wooden cases and a team of 4 - 5 artisans accompany these idols with an intention of attending to repairs, if required, during transportation. The Cluster NABARD had launched the Ganesh idol cluster in the year 2000 at Village Pen with the objective of creating employment opportunities for about 8000 artisans who are engaged in this cluster. From SHGs to Entrepreneurship Shri Baliram Lahu Pawar, a Ganesh Murtikar, is a proud member of the NABARD's Ganesh Idol Cluster. Shri Pawar was earlier working under other artisans as he was not in a position to fully meet the day to day needs of his family. He motivated Sanjay, his son who had completed his graduation to attend one REDP on Ganesh Idol making, conducted during 2002 by the Maharashtra Centre for Entrepreneurship Development with support from NABARD. After completion of the training programme, Baliram Lahu Pawar availed a small loan from Bank of India, Pen and set up his own Ganesh Idol making unit named, Trimurti Kala Kendra, Pen and is now enjoying a Cash Credit limit of about Rs.15.00 lakh.
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For Shri Sunil Dattatre Hazare, another member of the NABARD's Ganesh Idol Cluster, life was not so smooth for his family members, as the Ganesh idol making did not turn out to be a profitable business for him. He was also not in a position to meet the day-to-day needs of his family. But, the initiatives of NABARD for the implementation of Ganesh Idol Making Cluster changed his life. He is now an active member of the Shri Ganesh Murtikar Evam Vyavsayik Kalayankaari Mandal, Pen. In the year 2002, he decided to expand his idol making unit by availing Cash Credit facility from the Pen Urban Cooperative Bank and employed about 7-8 young artisans in his Ganesh murti making unit. His unit is now an example of banking ethics and discipline. Presently, the unit is able to sell more than 8000 Ganesh idols annually to various traders at Nasik, Pune, Mumbai etc. and is earning a handsome profit. He acknowledges his debts of gratitude to the cluster development programme through which he could get credit linkage with Bank of India and most importantly, the skill training conducted under the cluster interventions. In the Ganesh Idol Making Cluster, Pen, today, there are about 400 units functioning and more than 1800 artisan families are directly involved in the traditional art of Ganesh Murti making. This cluster provides employment to about 15 to 20 thousand tribal people in seasons and indirectly supports transport and business sector also.
Artisan giving finishing touches to Ganesh Idol
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Garobadha Handloom Cluster Meghalaya

North East : Cluster Flag Fluttering High This Handloom cluster supported by NABARD covers six villages of Garobadha area in Betasing & Selsella blocks of West Garo Hills District, Meghalaya. Mainly the Hajong and Koch tribal communities inhabit the cluster area and they are traditional weavers. The women folk are mostly engaged in weaving. Barring a few, all are seasonal workers. They mainly produce the local traditional dress material like Dakmanda, Daksaree, Patan etc. for sale in local markets. Most of the weavers had traditionally learnt the skill of weaving from their family members and very few had acquired the skill through training in an institute or departmental training centres. The problems Although handloom weaving is a household activity in the area, it is faced with many constraints, some of which, are v Looms used by the weavers are traditional. v Products are of old design and no diversification of products. v There is a wide price variation of raw materials like cotton yarn, silk/acrylic yarn, dye etc. from area to area. v Weavers working in isolation. v Lack of infrastructure facilities like Common Facility Centre, work-sheds etc. v Limited financial resources v Absence of proper marketing facilities Pre-cluster Scenario The cluster covers six villages viz. Madhupara, Nogapara, Bairagipara, Zekabari (Birupara), Dhapguri and Benabazar in Garobadha area, with about 180 families and total population of about 900. The average monthly income per family was around Rs.2000/- before the cluster was taken up. Barring a few families, majority of the weavers were not getting regular income from the weaving activities. Many of the weavers were working as wage earners as they did not have financial capability to purchase yarn on their own. The mahajans (middlemen) used to play a vital role in providing yarns to the weavers and paying them wages.
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The seed was sown The concept of CDP was discussed with the village headmen and few progressive artisans of the cluster area. The same was discussed with Ramakrishna Seva Samity, an NGO which has been working in the cluster area for last 20 years, providing selfless services to the society. The Samity had good rapport with members of the cluster, as most of the children of the cluster villages were the students of the school run by the Samity. The project concept was also discussed with the district administration and other line departments. The positive response received from every quarter encouraged NABARD to take up the initiative to develop the cluster. The progress lattice The district administration was enthusiastic about the implementation, right from the beginning of the project. On the very day of launching of the cluster programme (20 March 2006), the Deputy Commissioner of the district announced financial assistance to construct the Common Facility Centre for the benefit of the weavers of the cluster. With this, the enthusiasm of the cluster weavers knew no bound. The CFC has already been constructed with financial assistance from the district administration. The Weavers' Service Centre, Guwahati had organized a day's dyeing and printing programme in the cluster area through District Sericulture and Handloom Office. Other Supporting Agencies like District Industries Centre, KVIB, Meghaloom etc. have also shown interest in the project and invited the weavers of the cluster to participate in the exhibitions / melas organized by them. The cluster members have participated in the exhibitions / melas, and hugely benefited from them. Home Science College, Tura has shown keen interest in providing extension services to the weavers in the cluster. The Dean and teachers of the college had visited the cluster twice and also planned to organize programmes on flower making, fabric painting, design development etc. for the benefit of cluster weavers. Outputs and outcomes Since launching of the project, 15 SHGs have been promoted among the artisans. All the SHGs have opened their bank accounts. More SHGs are being promoted. Two SHGs have been selected for financial assistance under SGSY .
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The weavers of the cluster have participated in four exhibitions / melas locally. The Common Facility Centre has already been constructed and five improved looms have been installed. One training programme on wet dyeing and printing was organized. One training programme on skill up-gradation has also been conducted. The trainees of the ongoing skill up-gradation programme are very enthusiastic about the improved looms and their benefits over traditional looms. On a higher plain Even as the cluster weavers are climbing slowly up into higher economic orbit, the project has been successful in bringing the hitherto isolated weavers on a single platform. The SHGs promoted in the cluster have also taught the weavers to remain united and do things collectively. One visible improvement among the female members of SHGs is that they could shed their shyness and hesitation to talk with outsiders. Leadership quality is also emerging among the women members. The willingness of the weavers of the cluster villages for adoption of new technology / development of new designs and diversification of products holds promise of success. The shared dreams to improve the economic conditions will hold the artisans in the cluster in tight bonds in coming future.
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Woman at work on a traditional loom
Trainees punching cards for jacquard machine
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Banjara Embroidery Cluster at Sandur Hospet, Bellary District, Karnataka
The Banjara Embroidery Cluster at Bellary launched by NABARD on 24 March 2001 under National Programme for Rural Industrialisation (NPRI) is an exclusive women cluster. Sandur Kushala Kala Kendra (SKKK), an NGO, was involved in promotion of the activity as the Nodal Agency. The project has covered 305 Lambani women artisans for development of the cluster activity involving mirror work with hand embroidery. The Progress and hand holding support The Nodal Agency had organized an exhibition at New Delhi for marketing of the products by the cluster artisans. The interventions conducted with NABARD's grant support included a Skill Upgradation-cum-REDP for the benefit of 80 women artisans and an exposure visit of 197 members of the cluster to Self Help Groups promoted by other organizations. The cluster artisans under the banner of the Nodal Agency had also participated in the Nature Bazaar-2003 organized by the Dastakar, New Delhi which helped them in making sizable cash sales besides getting export orders. With the concerted efforts and coordination by the DDM, the Zilla Parishad, Bellary sanctioned assistance for construction of a Dye House to enable the artisans to improve the quality and design of their products. Further, DC (Handlooms) also extended support for purchase of equipments and machinery for operationalising the Dye House. When ethnicity entices The artisans have participated in various exhibition-cum-sale events showcasing the Mirror work and embroidery products across the country, bringing to them spot sales and also procuring supply orders. Besides, the artisans also received export orders from Australia and USA. Artisans also participated in the Indo-Pak International Design Workshop held in New Delhi which was organised by DC (Handlooms) and bagged the 'seal of excellence' award issued by UNESCO-CII for their products. The story does not stop there. A team of 25 members of
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NABARD'S CLUSTER DEVELOPMENT PROGRAMME

DOCUMENTATION OF INITIATIVES 2008

Models of Cluster Development

Important Components of the Diagnostic Study

Present Scenario - Present level of employment in the cluster, turnover, existing

Availability of infrastructure Basic amenities like water, electricity, housing, other

Product Range - Study of products manufactured, range of products, modifications to

Market Survey - Existing market networks, channels of distribution, channels of

Creation of sustainable market linkages - The obstacles envisaged in marketing tie-

(before and after interventions) - Mapping of all the cluster

Existing Policy Framework - Government Policy on licensing, taxes, infrastructure,

Distribution of Clusters across States (Position as on 30.09.2008)

(figures in the bracket indicate the number of clusters)

Chattisgarh Gujarat Haryana Himachal Pradesh Jharkhand Jharkhand Karnataka Karnataka

East, West & South Sikkim Ray Mindu

Tirunelveli Erode Pondicherry Mirzapur Sultanpur

Name of the Cluster & Activity :

Date of launching of the Cluster :

Name, Address & Telephone Number of the CDA :

Name & Telephone Number of the CDF :

Name, Telephone number & e-mail address of the DDM :

Details of expenditure incurred

Number of artisans benefited

Amount sanctioned to the agency by RO

Remarks (factors responsible for over/ under achievem ent)

Summary Statement on Cluster Development Programme

Statement for the Quarter ended :

Name of the Cluster

(ASST. GENERAL MANAGER)

A SAMPLE OF CLUSTER DEVELOPMENT ACTION PLAN LOGICAL FRAME WORK

(i) Name of the Cluster:

(ii) Activity(ies) of the Cluster:

(iv) No of members affiliated to the Cluster :

(vi) Details of the CDA:

(vii) Name of the CDF:

Objectively Verifiable Indicators(OVI) ( Quantitative, Qualitative, Time) Quantity Quality Time

Means of Verification ( MOV)

Improvement in the standard of living of the Community

Objectively Verifiable Indicators(OVI) ( Quantitative, Qualitative, Time) Quantity Quality Time

Means of Verification ( MOV)

1. Skill Development / Entrepreneurship Development

(i) Records of CDA

(i) 10 SHGs formed and 90% of SHGs credit linked

Objectively Verifiable Indicators(OVI) ( Quantitative, Qualitative, Time) Quantity Quality Time

Means of Verification ( MOV)

5. Strategy for Marketing of Products

Depends on the field level requirement.

6.Social Interventions on Health, hygiene, education, environment etc.

Conduct of at least 2 Social camps every year

Depends on the field level requirement.

1. Skill Development / Entrepreneurship Development

5. Strategy for Marketing of Products

6.Social Interventions on Health,

Cluster Development Programme

(Units in No, Amount :Rs lakh)

Participants Financial All stakeholders 75 0.01 0.9

Launching of Cluster Conduct of SDIs

25 All stake - holders 25

1.5 1.2 1.5 0.5 0.6 0.5

0.5 0.4 0.2 0.1

IV qrt III qrt I, II, III, IV qrts IV qrt

3 years 3 years 3 years

1.8 0.45 0.1 0.3 18.51

1 year 1 year 1 year