SOIL Report 2011 - ACCESS Development Services

State as the Largest Livelihoods Promoter 107Box 4.6: Training companies step up on skill upgradation centresThe Government of Gujarat has estimated theskilled manpower requirement in the next fiveyears at 500,000. Resultantly, private sectorcompanies have been eyeing the skill developmentsector in Gujarat. TeamLease, Everonnand Core Projects and Technologies havebeen setting up training centres in Gujarat.TeamLease, 12 for example, has entered intoan agreement with the Gujarat government toset up TeamLease University (TLU), comprising22 community colleges across the state toimprove accessibility, increase inclusiveness,lower costs and create vertical mobility. Each ofTLU’s 22 colleges has a plan to look at enrolling300 to 700 students.For its part, the Government of Gujarat,through the Centre for EntrepreneurshipDevelopment (CED) has been empanelling22 national-level training expert institutes forboosting employability in the state, throughskill development. CED has a target of 300skill centres by 2013. Private players have alsoset their own respective targets for Gujarat.Core Projects and Technologies plans to startwith 10 centres generating a skilled manpowerof 300 to 400 each, at a total investment of`5 to 6 crore. Similarly, Everonn Systems hasalready started 12 skill development centresin hard skills like refrigeration, constructionand carpentry. By March 2012, Everonn plans21 centres in the state; each will impart trainingto around 90 to 100 students per month.Source: Business Standard, 6 July 2011.industry-lead (NSDC-promoted) SectorSkills Councils, as well as partners’ ownengagements. The purpose is not only tobetter shape training to industry needsbut also to shift industry assumptionsabout vocational training versus formaleducation as a desirable requisite.• Keep better track of the alumni andengage them in future recruitment andtraining.• Also, improve mobilization of traineesdirectly, by explaining the value propositionbetter, in the villages and drawingon local opinion makers.4.5. ConclusionThe flagship programmes of the Governmentof India, like, NRLM, NREGP and the skillinitiatives are highly ambitious in achievingthe scale of operation throughout the country.The central government only providesguidelines and resources and the success ofthe programmes are largely dependent onthe readiness, political will and managementcapacity of the respective state governments.It is observed that the states in which theprogrammes have made a dent and proved12Mint, 23 January 2011.to be successful have continued their efforts,and put strong focus on reaching the targetpopulation, backed by requisite humanresource capacity and appropriate qualitativeand quantitative standards.The role of the civil society organizationsis not well established in the programmeimplementation and innovative approachesare needed to reach the unreached and ensurelast mile connectivity. In some cases,civil society organizations are associatedas either service providers or subsidiaryplayers. The government system is alsonot aligned towards implementing suchlarge-scale community-driven programmeslike NRLM. The HR requirements of programmessuch as NRLM may not matchwith the existing system wherein the dynamicsbetween professionals and frontline government officers may be difficultto handle.In spite of weaknesses and enormouschallenges, there is strong evidence ofgreater awareness in the public, innovativeapproaches to reach the poor makingthe system transparent and a growing senseof realization at various levels of government—central,state, district and panchayat—towardsaccountability in servicedelivery. Private sector is no longer seen as a