Introduction
India faces an enormous challenge of paucity of highly trained workforce and non-employability of the large youth population, who come out of education and training systems. To take on this paradoxical situation, Government of India launched the National Policy for Skill Development and Entrepreneurship in 2015 and in the 12th Five Year Plan, the Government of India (GOI) set a goal to train 400 million workers by 2022.
As per the 5th employment / unemployment survey (2015-16), the statistics for employment / unemployment in Uttarakhand is alarming. While the labour force participation rate (per 1000) in Uttarakhand is 459 (national average 503), the worker population ratio for Uttarakhand is 427 (way below the national average of 478). The challenge of mass migration from the villages in the hills is only worsening the already complicated situation.
To address these challenges of unemployment in the state, Government of Uttarakhand (GoUK) is implementing the Uttarakhand Workforce Development Project (UKWDP) with support from the World Bank, which aims to improve the quality and relevance of skills training and increase the number of skilled workers in Uttarakhand. Through these focused interventions, the state aims to create 80,500 skilled workers in the next 5 years (30,500 to be skilled through interventions in select ITIs and 50,000 candidates to be trained in industry relevant courses through short-term training interventions).
Project Background
The development of the skills and training sector in terms of access, quality, and relevance is one of the country’s top priorities and the Government of Uttarakhand (GoUK) is equally committed to these goals. The GoUK considers ITIs and short-term training programs as the main vehicles for the advancement of skills development. The ITI subsector faces several systemically rooted challenges resulting in suboptimal quality and efficiency. The quality and relevance of the training is generally low because of the continued reliance on traditional theory-oriented training practices and poor human resource management. Linkages between ITIs and industries are overall weak, but there is scope to improve them by setting up an institutional framework for partnerships with industries. The short-term training subsector is characterized by a complex landscape and varying quality standards. Numerous disconnects in the skills ecosystem have resulted in weak consolidation of efforts and coordination among stakeholders.
To address the present challenges in the skill ecosystem of Uttarakhand, Uttarakhand Workforce Development Project (UKWDP) was launched. The three components of the project are:
Component No. 1: Improving the Quality and Relevance of ITI Training.
Component No. 2: Increasing the number of Skilled Workers through Short-term Training.
Component No. 3: Policy and Institutional Development and Project Management.
Project Objective
The main objective of the project is to prepare Institutional Improvement Strategic Plan (IISP) for ITI is to meet the project development objectives of Uttarakhand workforce development project. The IISP is primarily aim to:
Improve the quality and relevance of training at priority Industrial Training Institutes (ITIs) & Enhance the industry participation and strengthen the employment opportunities for trained candidates.
Project Concept
During the project assignment, the EY team has kept the following concepts while preparing the IISP to achieve the desired objectives.
Follow International practices
The pass out students should be ready for employment, not only in India but also worldwide. Focus on use of International competency standards.
Improve employability
Candidates will be ready, in-line with the industry requirements. Focus on quality and standards. Study will also examine establishment of placement hubs for a group of ITIs
Training of the trainers:
Training need assessment plan and training schedules will be planned over 5 years of the project duration across all ITIs.
Industry relevant courses:
Industry survey has been conducted using workman skill need assessment. Regular consultations with the industry experts to assess the demand for trades and to analyse the future requirement of workmen in industry. Skill gap analysis to help in designing of upgradation of existing courses and for designing of new courses.
Up-skilling of workforce through training:
Existing industry workforce are assessed for present and future requirements of industry and short-term program are designed exclusively for industry/sector.
Quality/Capacity/Capability Expansion:
Present status of the equipment and facilities are assessed and upgraded to industry standards. Competency and outcome-based training methodology is used thereby increasing the opportunity for the industry workman to come in the large number and get trained in the ITI.
Modernization of the machineries:
Upgrading the machineries to the international and best national standards to keep pace with the demands of modern industry.
Infrastructure improvement:
All the buildings and facilities of the ITIs should be upgraded to conducive environment to attract youth to feel comfortable.
Update Social Management Framework (SMF) and Environmental Management Framework (EMF):
All the campus facilities and infrastructure should be modified as per environmental and social development framework.
Revenue generation for self-sustainability:
Revenue generation through production activities in the ITIs support the expenditure and allow for continuous upgradation of the facilities.
ITI Improvement Plan
This section includes improvement proposals for infrastructure, facilities, consumables, tools and equipments, IT laboratory, Library, drawing hall, Power requirement etc to address the quality and capacity gaps between current training delivery and labour market demand. It includes the existing course improvement as well as new course introduction in ITIs. The suggestions and discussion held during consultation with the stakeholders are implemented in the plans. Suitable modification in budgetary provisions of training infrastructure improvement proposals are included in this report.
Enrolment Capacity
Insights from the industry survey, research and analysis of the data by the experts has revealed the necessity for introduction of new courses, upgradation or removal of less demanding trades and increasing of units of existing trades in the ITI to augment the training capacity across the ITIs.
The proposed increase in enrolment capacity results in additional staff requirement as well as facilitating training in upgraded courses for existing staff members. It is hereby mentioned that a detailed Training-Need-Analysis should be conducted, and accordingly appropriate trainings should be provided to instructors before the start of these new / updated courses. After successful completion of consultations with SPIU, Industries and ITI specific stakeholders, the new proposed enrolment capacity in different trades for the ITI is as follows:
Proposed enrolment capacity of ITI after upgradation under UKWDP
| Sl. No. |
Trade proposal | Trades Name | Shift pattern | # of Units | Seats/ Unit |
Total Seats | Trade Type |
| 1 | Existing and continued | Electrician |
1+1 |
2 |
20 |
40 |
Engineering |
| 2 | Existing and continued | Draughtsman Mechanical |
1+1 |
2 |
24 |
48 |
Engineering |
| 3 | Existing and continued | Fitter |
1+1 |
2 |
20 |
40 |
Engineering |
| 4 | Existing and continued | Fashion Design and Technology |
1+1 |
2 |
20 |
40 |
Non-Engineering |
| 5 | Upgrade | Welder>> Welder (Fabrication and Fitting) |
1+1 |
2 |
20 |
40 |
Engineering |
| 6 | Existing and continued | Mechanic – Consumer Electronic Appliances |
1+1 |
2 |
24 |
48 |
Engineering |
| 7 | Upgrade | Painter General – Mechanic – Autobody painting |
1+1 |
2 |
20 |
40 |
Engineering |
| 8 | New Trade | Desktop Publishing Operator |
1+1 |
2 |
24 |
48 |
Non-Engineering |
| 9 | New Trade | Tool and Die Maker (Die and moulds) |
1+1 |
2 |
24 |
48 |
Engineering |
| 10 | New Trade | Mechanic – Refrigeration and Air Conditioning |
1+1 |
2 |
24 |
48 |
Engineering |
| 11 | New Trade | Plumber |
1+1 |
2 |
24 |
48 |
Engineering |
| 12 | New Trade | Machinist |
1+1 |
2 |
20 |
40 |
Engineering |
| 13 | New Trade | Turner |
1+1 |
2 |
20 |
40 |
Engineering |
|
Total |
26 |
284 |
568 |
|
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