madhya pradesh skills development project: project ...mis – management information system ......
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Madhya Pradesh Skills Development Project (RRP IND 48493-002)
Project Number: 48493-002 Loan and/or Grant Number(s): To be determined September 2018
India: Madhya Pradesh Skills Development Project
Project Administration Manual
ABBREVIATIONS
ADB – Asian Development Bank APFS – audited project financial statements CAAA – Controller of Aid Accounts and Audit CAAT – Center for Advance Agricultural Training CIE – Center for Innovation and Entrepreneurship COSA – Center for Occupational Skills Acquisition CTS – Craftsman Training Scheme DMF – design and monitoring framework DOSD – Directorate of Skill Development DTESD&E – Department of Technical Education, Skill Development and
Employment EMP – environmental management plan FMA – financial management assessment GESI – gender equality and social inclusion plan GIZ – Deutsche Gesellschaft für Internationale Zusammenarbeit GOMP – Government of Madhya Pradesh GSP – Global Skills Park IEE – initial environmental examination IPP – Indigenous peoples plan ITE – Institute of Technical Education Singapore ITI – industrial training institute M&E – monitoring and evaluation MIS – management information system MPHIDB – Madhya Pradesh Housing and Infrastructure Development Board MPSDP – Madhya Pradesh Skills Development Project NCVT – National Council for Vocational Training NSQF – National Skills Qualification Framework PIC – project implementation committee PIU – project implementation unit PMC – project management consultants PMU – project management unit PSC – project steering committee SOE – statement of expenditures TA – technical assistance TVET – technical and vocational education and training
CONTENTS
Page
I. PROJECT DESCRIPTION 1
A. Rationale 1 B. Impact and Outcome 4 C. Outputs 4
II. IMPLEMENTATION PLANS 7
A. Project Readiness Activities 7 B. Overall Project Implementation Plan 8
III. PROJECT MANAGEMENT ARRANGEMENTS 10
A. Project Implementation Organizations: Roles and Responsibilities 10 B. Key Persons Involved in Implementation 12 C. Project Organization Structure 13
IV. COSTS AND FINANCING 18
A. Cost Estimates Preparation and Revisions 19 B. Key Assumptions 19 C. Detailed Cost Estimates by Expenditure Category 21 D. Allocation and Withdrawal of Loan Proceeds 22 E. Detailed Cost Estimates by Financier 23 F. Detailed Cost Estimates by Outputs 24 G. Detailed Cost Estimates by Year 25 H. Contract and Disbursement S-Curve 26 I. Fund Flow Diagram 27
V. FINANCIAL MANAGEMENT 28
A. Financial Management Assessment 28 B. Disbursement 33 C. Accounting 34 D. Auditing and Public Disclosure 34
VI. PROCUREMENT AND CONSULTING SERVICES 36
A. Advance Contracting and Retroactive Financing 36 B. Procurement of Goods, Works, and Consulting Services 36 C. Procurement Plan 38 D. Consultant's Terms of Reference 44
VII. SAFEGUARDS 44
VIII. GENDER AND SOCIAL DIMENSIONS 45
IX. PERFORMANCE MONITORING, EVALUATION, REPORTING, AND COMMUNICATION 49
A. Project Design and Monitoring Framework 49 B. Monitoring 52 C. Evaluation 53 D. Reporting 54 E. Stakeholder Communication Strategy 54
X. ANTICORRUPTION POLICY 55
XI. ACCOUNTABILITY MECHANISM 55
XII. RECORD OF CHANGES TO THE PROJECT ADMINISTRATION MANUAL 56
APPENDIXES: 1. Description of Global Skills Park 57 2. Description of Industrial Training Institutes 76 3. Terms of References for Internal Auditor 85 4. Terms of References for Consulting Services 89 5. Gender Equality and Social Inclusion Plan Monitoring Matrix 114
Project Administration Manual Purpose and Process
1. The project administration manual (PAM) describes the essential administrative and
management requirements to implement the project on time, within budget, and in accordance with the policies and procedures of the government and Asian Development Bank (ADB). The PAM should include references to all available templates and instructions either through linkages to relevant URLs or directly incorporated in the PAM.
2. The Government of Madhya Pradesh, acting through the Department of Technical Education, Skill Development and Employment (DTESD&E) as the executing agency, and the Directorate of Skill Development (DOSD) and the Madhya Pradesh Housing and Infrastructure Development Board (MPHIDB) as the implementing agencies, are wholly responsible for the implementation of ADB-financed project, as agreed jointly between the borrower and ADB, and in accordance with the policies and procedures of the government and ADB. ADB staff is responsible for supporting implementation including compliance by DTESD&E, DOSD, and MPHIDB of their obligations and responsibilities for project implementation in accordance with ADB’s policies and procedures.
3. At loan negotiations, the borrower and ADB agreed to the PAM and ensured consistency with the loan and project agreements. Such agreements are reflected in the minutes of the loan negotiations. In the event of any discrepancy or contradiction between the PAM and the loan and project agreements, the provisions of the loan and project agreements shall prevail.
4. After ADB Board approval of the project's report and recommendations of the President,
changes in implementation arrangements are subject to agreement and approval pursuant to relevant government and ADB administrative procedures (including the Project Administration Instructions) and upon such approval, they will be subsequently incorporated in the PAM.
I. PROJECT DESCRIPTION
1. The Madhya Pradesh Skills Development Project (MPSDP) will assist the Government of Madhya Pradesh (GOMP) in transforming its technical and vocational education and training (TVET) system to create a skilled workforce that meets the evolving development needs of the state.1 The project will establish a new advanced TVET institute of international standards to introduce high-quality, technology-oriented skills training for the state’s priority sectors. The project will also modernize 10 major industrial training institutes (ITIs) by upgrading training infrastructure and curricula to impart quality, industry-relevant skills. The project aims to increase the employability, productivity, and incomes of the workforce, especially youth, women, and disadvantaged groups. A. Rationale 2. Madhya Pradesh, located in central India, is the sixth most populous state with 78 million people. It is a low-income state with per capita income at about 70% of the national average.2 During FY2012–FY2018, Madhya Pradesh recorded impressive economic growth averaging more than 8.0%, higher than the national average of 6.9%. Agriculture underpinned the recent growth with near double-digit growth (9.3%), in sharp contrast to the overall trend in India.3 The industry sector has also emerged strong, growing at an average of 7.8% since 2015. The service industry has shown steady growth as well, averaging more than 7.0%. Madhya Pradesh is part of the Delhi–Mumbai Industrial Corridor and hosts numerous industrial growth centers along major city clusters.4 The state’s industrial promotion policies have boosted large investments in manufacturing, such as automotive and auto components, electronics, and food processing. To convert vibrant investments into sustained economic growth, Madhya Pradesh requires a well-trained workforce to meet current and emerging skill demands across the core industries. The state, however, faces challenges in the supply of skilled workforce. 3. Skills gap. A skills gap analysis indicates an overall incremental demand for 5.6 million workers during 2018–2024,5 with nearly two-thirds being semiskilled or skilled workers. The highest demand is in construction and manufacturing, followed by trades and repair services, transportation and logistics, and other services. However, more than half (55%) of the current workforce is in agriculture, while 22% are in industry and 23% in services.6 The current workforce is largely unskilled, with two-thirds having up to primary education. And only 1.2% of the workforce has undergone any formal vocational training, significantly lower than the national average of 5.4%. The skill levels of the current labor force are, therefore, insufficient to meet the requirements from burgeoning industries. The skills gap is particularly pronounced in manufacturing and
1 Asian Development Bank (ADB) provided project preparatory technical assistance for the Madhya Pradesh Skills
Development Project (TA 9253-IND). 2 Government of India. Open Government Data Platform India. www.data.gov.in (accessed 15 May 2018). 3 In Madhya Pradesh, agriculture and allied sectors contributed to 41% of the gross state domestic product in FY2016,
while the industry sector accounted for 19% and services for 34%. The corresponding sector shares for India overall are 19% for agriculture and allied sectors, 24% for industry, and 48% for services.
4 GOMP designated six major city clusters: Bhopal, Gwalior, Indore, Jabalpur, Rewa, and Sagar. There are 19 industrial development parks, 129 industrial areas, 8 integrated development centers, and other industrial zones being developed around these city clusters. During 2012–2017, the number of registered micro, small, and medium-sized enterprises increased from about 20,000 to 87,000. (Sources: Department of Industry Policy and Investment Promotion, GOMP; and Madhya Pradesh Trade and Investment Facilitation Corporation.)
5 ADB estimates during project preparation based on data from the state’s industrial investments, economic development indicators, and employment and unemployment surveys.
6 Ministry of Labour and Employment. 2016. Report on Fifth Annual Employment-Unemployment Survey, 2015–2016. New Delhi.
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services, where the gap widened between 2010 and 2015.7 These are the industries where skill requirements increasingly rely on technology applications. In agriculture, the demand for advanced knowledge and skills is also increasing to spur productivity and tap into higher-income opportunities by moving up the value chain.8 4. Low employability among young people. Madhya Pradesh has one of the youngest populations in the country, as well as a large population. The working-age population (aged 15–59) will expand from 48 million in 2016 to 56 million in 2026, with 0.8 million potential new entrants into the labor force every year. If these young workers are equipped with education and skills that match the demand from growing industries, the state will be well poised to reap the demographic dividend for sustainable and inclusive development. School enrollments have been improving: gross enrollment ratios reached 80% at the secondary level and 46% at the higher secondary level in 2015. Yet, young people do not seem to have the requisite employable skills: in the age group 18–29, those with secondary or higher secondary education have one of the lowest labor force participation rates, and those with a college education have a higher unemployment rate than the overall working population (8.7% versus 4.3%). The challenges for employment result from limited opportunities to acquire quality skills training among young people. For Madhya Pradesh, improving training opportunities for quality technical and vocational skills is essential in addressing low employability among young people and capitalizing on growing industrial investments in the state. 5. Inadequate quality and industrial relevance of ITI programs. As post-secondary TVET institutes offering 1 to 2 years of skills programs, ITIs are the mainstay for semiskilled and skilled workers in the state. About 220 government ITIs and 817 private ITIs produce about 100,000 graduates a year. Government ITIs enroll about 45,000 trainees per year, but completion rates are only about 50%.9 Employment rates vary across government ITIs, but estimates place them below 40%.10 ITIs face many constraints in meeting the skill requirements of today’s industries because (i) most government ITIs have old inadequate training infrastructure and equipment, unable to expose trainees to actual work settings of industries; (ii) curricula are outdated, so training programs are not aligned with the skill requirements of current or emerging industries; (iii) trainers lack sufficient industry information or experience and hence are unable to adapt training to ongoing skills demands; and (iv) training courses are offered across 62 trades, but two-thirds of enrollments are concentrated in 10 trades, causing inefficiencies in the use and management of resources. An employers’ survey reveals that many ITI graduates still require additional training when employed, adding extra burden and costs to employers, particularly small and medium-sized businesses.11 Inadequate training infrastructure and uncertain job prospects also do not inspire young people to pursue a technical career, causing low demand for ITIs. ITIs with proper infrastructure, equipment, and trainers can offer national certificates according to the 2014 National Council for Vocational Training (NCVT) guidelines, which enable graduates to access higher-wage jobs; yet only 30% of students could obtain such certificates. ITIs need to be invigorated, both in quality and management, to stimulate young people to acquire industry-responsive skills and to enhance their employability.
7 ADB analysis based on data from the National Sample Survey, 2011–2012 and the Employment–Unemployment
Survey, 2015–2016. 8 GOMP, Department of Planning, Economics and Statistics. 2016. Madhya Pradesh Agriculture Economic Survey.
Bhopal. 9 Enrollment at private ITIs was 44,000 in 2016–2017, less than one-third of the total intake capacity of 147,000. 10 This estimate is based on data gathered from selected ITIs during project preparation; job placement data are not
collected systematically by all ITIs. 11 A survey of employers was conducted during project preparation as part of demand assessments.
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6. Lack of advanced TVET. While ITIs are expected to train semiskilled or skilled workers, Madhya Pradesh lacks advanced TVET institutes where ITI trainees can pursue advanced technical training. Advanced skills are increasingly required in today’s manufacturing and modern service industries (e.g., automotive services, electrical services), as they rely on technology applications such as information technology-based equipment and automated system engineering. Few institutes in the state have the capacity or capability to deliver higher-level training in emerging skills for fast-changing industries. This constrains additional skilling opportunities for ITI graduates and their career pursuits in becoming highly skilled technicians. The state is in need of a quality advanced TVET institute, where young people can obtain higher-level, industry-relevant skill sets and those already working can upgrade their competencies to meet technology-oriented skill requirements. 7. The project and ADB’s value addition. The project aims to equip the men and women of Madhya Pradesh with mid- to advanced-level skills to meet emerging demands in the priority manufacturing and service industries, as well as with advanced agricultural skills. To this end, the project will help GOMP transform the state’s TVET system to build quality skilling opportunities. It will establish a Global Skills Park (GSP), the first multi-skills park in India, which will impart advanced job-ready skills training of international standards. It will also modernize 10 major ITIs across the state’s 10 divisions12 by upgrading training facilities and skills programs to deliver quality, industry-relevant training. The unique features of the project are as follows:
(i) Establishment of a vertical skills path for job-ready skills acquisition. The project will help build a vertical skills path between 10 ITIs and the GSP through which mid- to advanced-level skills can be progressively acquired. The GSP will introduce technology-oriented skills of global standards, targeted at ITI graduates and others with prior technical training, while ITIs will focus on quality mid-level skills programs. Training at the GSP and 10 ITIs will take an industrial cluster approach to develop a range of core skills for strategic priority sectors (e.g., automotive engineering, building technology). This approach will not only meet demand for various skills in each priority sector, but the availability of relevantly skilled workers will also attract further investments to the sector. This will in turn create sustainable employment opportunities for the state’s workforce.
(ii) Benchmarking training quality to international and national standards. The
project will engage two international TVET partners—the Institute of Technical Education (ITE) Singapore and Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)—to support advanced training at the GSP and to uplift the state’s TVET quality overall. The partners will bring global best practices in TVET management, teaching, training infrastructure, industry cooperation, and quality assurance. For ITIs, all courses will be upgraded to offer national certificates, so that ITI graduates can access higher-wage jobs in and outside the state. GSP training will provide internationally recognized certificates and facilitate overseas employment.
8. The project reflects the priorities of the ADB country partnership strategy, 2018–2022 for India, which aims to reinforce India’s efforts toward faster, inclusive and sustainable economic growth.13 ADB supports skills development to improve the employability and productivity of the
12 Madya Pradesh is divided into 10 divisions. The 10 ITIs, covering 10 divisions, are located in industrial cluster cities
or main districts: Bhind, Bhopal, Gwalior, Hoshangabad, Indore, Jabalpur, Rewa, Saga, Shahdol, and Ujjain. 13 ADB. 2018. Country Partnership Strategy: India, 2018–2022. Manila.
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growing workforce, which will contribute to the competitiveness and transformation of the Indian economy. The project also incorporates experiences and lessons from ADB’s ongoing support for skills initiatives in the states of Himachal, Kerala, and Meghalaya.14 B. Impact and Outcome
9. The project is aligned with the following impact: employment and income prospects of young men and women in Madhya Pradesh increased.15 The project will have the following outcome: number of skilled workers with internationally or nationally recognized TVET certificates increased. C. Outputs 10. Output 1: GSP established for advanced training and TVET support. The project will establish a new flagship GSP campus in Bhopal with training and other facilities of international standards. The GSP campus is envisaged to be “aspirational” for the youth of Madhya Pradesh to rebrand the TVET image and encourage their acquisition of technical skills for higher-wage jobs. The GSP will consist of core advanced training institutes—the Center for Occupational Skills Acquisition (COSA) and the Center for Advanced Agricultural Training (CAAT)—and TVET support services such as entrepreneurship development, training of trainers, and skill-related research. The GSP will serve as the state’s central hub for other TVET institutes by demonstrating global best practices in training delivery, industry cooperation, pedagogy, assessment, and certification. Specifically, the project will (i) create modern training workshops to offer “authentic” industrial experience for job-ready skills acquisition; (ii) deliver advanced training for high-demand skills in the state’s priority manufacturing and service industries with support from ITE and GIZ; (iii) forge industry cooperation to develop industry-certified training and upskilling programs; (iv) implement advanced agricultural skills training on smart farming and post-harvest technologies; and (v) promote entrepreneurship by nurturing business ideas and facilitating financing and marketing linkages. About 20,000 trainees and trainers will benefit under this output. 11. Center for Occupational Skills Acquisition. COSA will be the core training center at the GSP, which will impart advanced training with technical support from the two international partners (i.e., ITE and GIZ). COSA will be equipped with facilities and equipment that simulate actual industrial settings to deliver quality advanced training for internationally recognized certification and assessments. COSA will deliver two broad types of training programs: longer-term training (6–12 months) in COSA-I and short-term or upskilling training in COSA-II. Advanced training at COSA-I will be delivered in about 10 trades with technical support from ITE in curriculum and learning material development, teacher training, training delivery, assessment, and certification. The 10 trades to be initially delivered in COSA-I include electronics, information and communication technology networking/system administration, building facility technologies, automotive technology, mechatronics, precision machining, mechanic/electrical technology, and hospitality operations. Students completing COSA-I training will receive a joint GSP and ITE-Education Services (ITEES) certificate. Trainers will be recruited based on industrial experience, who will undergo pedagogic and technical training by ITE; they will also form a cadre of master trainers, who will become key resource people for training of other TVET teachers. COSA-I will train about 14,500 people and create about 200 trainers during the project period. 14 Sector Assessment (Summary) and Development Coordination (accessible from the list of linked documents in
Appendix 2). 15 Ministry of Skill Development and Entrepreneurship. 2015. National Policy for Skill Development and
Entrepreneurship. New Delhi.
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12. While COSA-I at the GSP will start its operation from 2021, GSP-City Campus will be operational from late 2018 focusing on training in precision engineering. GSP-City Campus will train about 1,300 people during the project period. In COSA-II, industry-accredited training programs will be delivered with technical support from GIZ and other partners, which will enable trainees to seek employment opportunities outside the state or overseas. COSA-II will also become industry cooperation training facilities where reputable companies will set up own training workshops for training and recruitment of prospect employees, or to carry out specific industrial tasks. About 500 trainees are expected to benefit from these industry cooperated training models. 13. Centre for Advanced Agricultural Training. CAAT will focus on imparting emerging and advanced farming skills based on technology applications, which can attract the youth population for employment and entrepreneurship opportunities in the agriculture sector. Over time, it will also offer upskilling opportunities to farmers to acquire new technology-applied farming skills and enhance their productivity and incomes. The priority of training programs will be on the applications of precision farming and postharvest technologies, with focus on a complete value chain approach to promote employment and entrepreneurship in the agricultural sector. CAAT programs will be operationalized with international or national institutional partners, along with agribusiness partners. CAAT is expected to train about 3,000 people with new advanced skills. 14. TVET support services in the GSP will include the following:
(i) Center for Innovation and Entrepreneurship (CIE). CIE will promote entrepreneurship opportunities for trainees and others in the state by providing entrepreneurship training, mentoring, support for business incubations, and facilitation for market linkage and financing. CIE will provide an integrated quality support system in collaboration with reputable national institute partner(s).
(ii) Center for TVET Practitioners Development (CTPD). CTPD will offer training of trainers to enhance the pedagogical and technical competencies of TVET trainers, provide services in curriculum designs and development, and deliver learning resources and materials.
(iii) Center for Skill Research and Development (CSRD). CSRD will provide various skill-related research and services, including updated labor market information on skills demands, emerging skills training modalities, career guidance, and TVET training information.
15. Output 2: Quality and relevance of state ITI programs enhanced. The project will support the modernization of 10 ITIs across the state by renovating training infrastructures and upgrading skills courses to be aligned with industrial development needs in each division, as well as with national quality standards. The upgraded 10 ITIs will also serve as main resource hubs for about 100 network ITIs across the divisions in order to extend the benefits of improved facilities and TVET support, particularly training of trainers, industry-cooperated training, and career guidance services. To invigorate ITI management, each of 10 ITIs will establish its own results-oriented institutional development plan, which will underpin its performance rating system (e.g., job placement, infrastructure maintenance). About 80,000 trainees and trainers will benefit from enhanced ITI programs. Under this output, the key activities and sub-outputs will include the following:
(i) Training facilities and laboratories of all ITIs will be renovated and new equipment will be provided to deliver quality training aligned with NCVT requirements.
(ii) All training courses in 10 ITIs across 32 trades under Craftsman Training Scheme (CTS) will be upgraded in line with NCVT requirements to offer national certificates.
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About 25,000 students will be trained under CTS for NCVT certificates, which will enable them to access jobs in public enterprises or large private companies in and outside the state.
(iii) Industry partners or private-sector operators will be engaged to implement short-term raining for approximately 35,000 trainees for upskilling or reskilling. These training will be delivered by utilizing upgraded training facilities and equipment in 10 ITIs. Additional short-term courses will be identified and implemented specifically targeted at women and disadvantaged groups (e.g., people with disabilities, scheduled tribes, scheduled castes).
(iv) A cadre of 320 trainers from 10 ITIs will be created with advanced pedagogic and industry training, and the capacity of 600 trainers from network ITIs will also be enhanced with pedagogic and technical training.
(v) Results-oriented institutional development plans will be developed for each of the 10 ITIs based on their own initiatives to enhance the quality and relevance of training, to stimulate proactive management practices among ITI management staff, and to come up with innovative ways to maintain upgraded facilities and equipment. Performance of the 10 ITIs will be linked to the state’s incentive schemes to support additional improvements based on the ITI’s own proposals.
(vi) Using the improved facilities at the 10 ITIs, recognition of prior learning programs will be implemented for about 20,000 people in coordination with state support schemes.
16. Output 3: Inclusive and market-aligned TVET access strengthened. The project will ensure that improved training in 10 divisional ITIs reach women, disadvantaged youth, and physically challenged youth to improve their employment opportunities. Advanced training at the GSP and improved training at the ITIs will include at least 30% women’s enrollment. At least 1,500 persons with disabilities are also expected to benefit from the targeted interventions for training at the GSP and ITIs. To this end, the project will (i) create women hostels in four ITIs—Indore, Jabalpur, Rewa, and Ujjain—to encourage women’s participation in ITIs; (ii) incorporate barrier-free designs in all infrastructure facilities to ease attendance by those with disabilities; (iii) operationalize career counseling and placement centers in the 10 ITIs and GSP to advise on TVET courses and career opportunities; and (iv) undertake periodic mobilization drives to promote skills training and encourage TVET participation by rural youth, women, people with disability, and other disadvantaged groups. For the GSP and ITI training overall, the project aims to enroll at least 30% women, 6% persons with disability, and about 50% from socially disadvantaged groups. 17. Output 4: Institutional capacity for TVET management improved. The project will strengthen the capacity of executing and implementing agencies, project management unit (PMU), and the 10 ITIs to ensure effective implementation of project activities and their sustainability. The project will (i) support the creation of the GSP Society and develop its detailed operational guidelines to ensure the sustainability of GSP training after the project;16 (ii) help the creation and implementation of ITI performance rating systems to transform ITI management practices;17 (iii) train officials from executing and implementing agencies and other state agencies for improved TVET management and leadership; (iv) establish effective international partnership models with ITE and GIZ; (v) design and operationalize a project management information system
16 The GSP will be registered as the GSP Society under the Madhya Pradesh Societies Registration Act, 1973 to
facilitate more efficient and effective management of advanced training and operations at the GSP. 17 The attached TA will support the establishment of the GSP Society and its detailed operational guidelines; and the
development of ITI institutional development plans and ITI performance rating systems.
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(MIS) to monitor progress in training and institutional performance, including gender and social inclusion indicators; (vi) provide periodic gender sensitive training to all PMU staff; and (vii) maintain the MIS data disaggregated by sex and other social groups for assessment of inclusive dimension of project performance. Under this output, all capacity building activities on project management, including financial management, procurement, safeguards implementation and monitoring will also be supported. At least 40 officials from the state’s TVET agencies, as well as executing and implementing agencies, will receive TVET management and leadership training.
II. IMPLEMENTATION PLANS
A. Project Readiness Activities
Table 1: Project Readiness Activities
ADB = Asian Development Bank, DOSD = Directorate of Skill Development, DTESD&E = Department of Technical Education, Skill Development and Employment, GOMP= Government of Madhya Pradesh, MPHIDB= Madhya Pradesh Housing and Infrastructure Development Board. Source: Asian Development Bank.
Indicative activities
2018
Q1 May June July Aug Sept Q4 Responsibility
Advance contracting ► ► ► ► ► DOSD, MPHIDB
Retroactive financing ► ► ► ► ► ► DOSD, PMU
Project implementation arrangements
► DTESD&E, DOSD, MPHIDB
Loan negotiations ► Government of India, GOMP, ADB
ADB Board approval ► ADB
Loan signing ► Government of India, GOMP, ADB
Government legal opinion ► Government of India, GOMP
Government budget inclusion ► GOMP
Loan effectiveness ► ADB
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B. Overall Project Implementation Plan
Table 2: Key Activities and Implementation Schedules
Activities 2018 2019 2020 2021 2022 2023
Quarter 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
A. Design and Monitoring Framework
Output 1. GSP established for advanced training and TVET Support
1.1 Complete GSP-CC and commence training in precision machining
1.2 Develop detailed designs of the GSP campus and issue bid documents for its construction.
1.3 Conduct industry consultations on internship and cooperation programs for GSP training and finalize cooperation MOUs.
1.4 Finalize training implementation plans for COSA and CAAT, including selection of trainees and trainers, curriculum designs, and certification and assessment procedures.
1.5 Recruit the trainers, conduct training of trainers, and commence trainee recruitment.
1.6 Complete the civil works, set-up training workshops, and install equipment.
1.7 Commence GSP training courses with technical support from ITE and GIZ.
Output 2. Quality and relevance of state ITI programs enhanced
2.1 Commence the upgrading civil works for 10 ITIs.
2.2 Complete institutional development plans for ITIs and the DOSD performance-rating system.
2.3 Finalize implementation plans for NCVT-aligned CTS programs, training of trainers, and short-term training with industry collaboration.
2.4 Establish a pool of master trainers from 10 ITIs and assessors, and conduct training of trainers in partnership with national and international institutions.
2.5 Complete the upgrading works, set-up workshops, and install equipment.
2.6 Commence CTS programs with NCVT and short-term training aligned with NSQF.
Output 3. Inclusive and market-aligned TVET access strengthened
3.1 Conduct periodic social marketing and mobilization drives for training at the GSP and ITIs, with special attention to women and socially disadvantaged groups.
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Activities 2018 2019 2020 2021 2022 2023
Quarter 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
3.2 Monitor all construction works to ensure women-friendly and barrier-free designs at the GSP and 10 ITIs.
3.3 Operationalize career counseling and job placement centers at the GSP and ITIs to reach out women and disadvantaged groups.
3.4 Carry out periodic training programs for GSP and ITI trainers on disability, cultural training and awareness, sign language, and pedagogic methods.
3.5 Implement recognition of prior learning programs in coordination with state support schemes.
Output 4. Institutional capacity for TVET management improved
4.1 Establish a PMU with full staff.
4.2 Finalize work plans for TVET leadership and management training and commence training for DOSD and PMU officials with ITE.
4.3 Undertake project management, financial management, procurement, gender, and safeguard monitoring training for all PMU and GSP staff.
4.4 Establish a robust MIS and M&E manuals to monitor project performance at GSP and ITIs.
4.5 Prepare and submit quarterly progress reports.
B. Project Management Activities
Procurement (civil works, equipment)
Consultant selection
Environment management plan
Gender equality and social inclusion plan
Communication strategy
Midterm review
Project completion report – in 2024
CATT = Center for Advanced Agricultural Training, COSA = Center for Occupational Skills Acquisition, CTS = Craftsman Training Scheme, DOSD = Directorate of Skill Development, GIZ = Deutsche Gesellschaft für Internationale Zusammenarbeit, GSP = Global Skills Park, GSP-CC = GSP-City Campus, ITE = Institute of Technical Education Singapore, ITI = industrial training institute, MIS = management information system, M&E = monitoring and evaluation, MOU = memorandum of understanding, NCVT = National Council for Vocational Training, NSQF = National Skills Qualification Framework, PMU = project management unit, TVET= technical and vocational education and training. Source: Asian Development Bank.
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III. PROJECT MANAGEMENT ARRANGEMENTS A. Project Implementation Organizations: Roles and Responsibilities 18. The implementation roles and responsibilities are summarized in Table 3.
Table 3: Roles and Responsibilities Project Implementation Organization
Management Roles and Responsibilities
DTESD&E (executing agency)
• Transfer funds to DOSD for successful implementation of the project.
• Empower DOSD to secure funds from alternate sources.
• Monitor operations of MPHIDB and DOSD and overall implementation of the project.
• Transfer usage right of land to DOSD for GSP construction.
DOSD (implementing agency)
Responsible for successful implementation of the project through PMU, which will include, but not limited to, the following.
• Establish and operationalize the GSP.
• Ensure all upgrading works for 10 ITIs are constructed in good quality.
• Procure equipment, goods, consulting services, and works, as identified and relevant under the project.
• Develop policies, strategies, and interventions to provide industry responsive training at the GSP and 10 ITIs.
• Establish partnerships with industries to promote industry cooperation models in training at the GSP and 10 ITIs.
• Support capacity building of the GSP and 10 ITIs.
• Implement institutional development plans for the 10 ITIs and performance-rating systems linked to incentive schemes.
• Develop and implement quality assurance guidelines for skills training at the GSP and 10 ITIs.
• Establish a pool of master trainers and assessors.
• Promote self-employment and entrepreneurship through CIE at the GSP.
• Implement expanded soft skills training at all 10 ITIs.
• Operationalize career counseling and job placement centers at 10 ITIs.
• Maintain accounts for all project expenditures, submit withdrawal claims, and have the accounts audited annually.
• Ensure that all safeguard requirements are complied, and monitor the implementation of the GESI plan, IPP, and EMP as required under the project.
MPHIDB (implementing agency)
Responsible for the procurement and supervision of all civil works for 10 ITIs, which include, not limited to, the following.
• Undertake all bidding processes for civil works contracts of 10 ITIs.
• Prepare and provide detailed construction drawings per technical specifications of training facilities and equipment layouts.
• Supervise all construction activities at 10 ITIs and ensure quality construction and timely completion of all works.
• Ensure all safeguard requirements are complied with during construction phase and EMPs are implemented according to requirements.
Project Steering Committee
• Provide overall policy direction and guidance for project implementation.
• Review and endorse annual work plans, budget, and targets of project activities of each implementing agency.
• Review project progress at least once a year and provide guidance for project implementation in line with GOMP priorities.
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• Ensure that the executing agency, implementing agencies, and the support departments coordinate seamlessly to ensure timely execution of project activities.
• Advise actions to remove any implementation bottlenecks to expedite implementation, as needed.
• Facilitate synergy and partnerships across relevant government institutions, departments, and private sector industries.
• Review any financial irregularity and audit notes, and issue corrective actions as required.
Project Implementation Committee
• Provide support in operationalization of all project activities.
• Facilitate the project implementation through sanctions and approval of procurement items.
• Support smooth implementation of international partnerships.
• Monitor the overall project coordination with stakeholders and compliance with relevant policies.
• Coordinate with the executing agency and implementing agencies in terms of procurement, financial management, safeguards, and other project activities.
• Review overall project implementation quarterly or as required.
• Address bottlenecks to ensure smooth implementation.
• Ensure timely availability of funds, identify savings and excess expenditure, if any, and inform the Project Steering Committee for guidance.
ADB ADB will be responsible for (i) periodic reviews and supervision of project implementation through semiannual, midterm, and final review missions; (ii) reviews and guidance on financial management, procurement, and disbursement; and (iii) ensuring compliance with loan assurances including institutional arrangements. For the first 2 years, ADB may field additional review missions, as needed, to ensure the timely implementation and progress in all project activities.
ADB = Asian Development Bank, CIE = Center for Innovation and Entrepreneurship, DOSD = Directorate of Skill Development, DTESD&E = Department of Technical Education, Skill Development and Employment, EMP = environmental management plan, GESI = gender equality and social inclusion plan, GOMP = Government of Madhya Pradesh, GSP = Global Skills Park, ITI = industrial training institute, IPP = indigenous peoples plan, MPHIDB = Madhya Pradesh Housing and Infrastructure Development Board, PMU = project management unit. Source: Asian Development Bank.
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B. Key Persons Involved in Implementation Executing Agency and Implementing Agencies Department of Technical Education, Skill Development and Employment
Name: Mr. Ashok Barnwal (IAS) Position: Principal Secretary Telephone: +91-0755-2441314 Email: [email protected] Office Address: Vallabh Bhawan, 5th Floor, Room No 507 Bhopal, Madhya Pradesh, India
Directorate of Skill Development
Name: Mr. Sanjeev Singh (IAS) Position: Director Telephone: +91-0755-2586433 Email: [email protected] Office Address: 4th Floor, Gas Rahat Building ITI Govindpura, Raisen Road Bhopal, Madhya Pradesh, India
Madhya Pradesh Housing and Infrastructure Development Board
Name: Mr. Ravindra Singh (IAS) Position: Commissioner Telephone: +91-0755-2551805 Email: [email protected] Office Address: Paryawas Bhawan, 4th Floor, Block 3 Bhopal, Madhya Pradesh, India
Asian Development Bank South Asian Human and Social Development Division
Name: Mr. Sungsup Ra Position: Director Telephone: +63-2-632-4629 Email: [email protected]
Mission Leader Name: Ms. Sunhwa Lee
Position: Principal Social Sector Specialist Telephone: +63-2-632-5750 Email: [email protected]
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C. Project Organization Structure 19. The overall organization structure of the project is shown in Figure 1.
Figure 1: Project Organization Structure
GSP = Global Skills Park, ITI = industrial training institute, MPHIDB = Madhya Pradesh Housing and Infrastructure Development Board. Source: Asian Development Bank.
20. The executing agency for the project will be the Department of Technical Education, Skill Development and Employment (DTESD&E). The implementing agencies will be the Directorate of Skill Development (DOSD) and the Madhya Pradesh Housing and Infrastructure Development Board (MPHIDB). All training-related aspects in the GSP and 10 ITIs will be implemented under DOSD. MPHIDB will be responsible for the procurement and supervision of all civil works in 10 ITIs. A dedicated project implementation unit has been established in MPHIDB, which is headed by additional housing commissioner-2 to support the timely procurement processes and the implementation of civil work activities. The procurement of upgraded training equipment for 10 ITIs and GSP will be managed by project management unit (PMU) in DOSD. DOSD will facilitate coordination, procurement, and management of all the consulting firms and technical partners for the project. 21. A project steering committee (PSC) will encourage all the state departments involved in skill development to utilize the training programs at the GSP and 10 ITIs under the project. The PSC, to be headed by the chief secretary of GOMP, will (i) review and endorse annual work programs, targets, and budget; (ii) review progress at least once a year and provide guidance for project implementation in line with GOMP priorities; (iii) remove any implementation bottlenecks to expedite implementation, as needed; and (iv) facilitate synergy and partnerships across relevant government institutions, departments, and private sector institutions.
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22. A project implementation committee (PIC), headed by the principal secretary of DTESD&E, will oversee the project implementation on regular basis. The main tasks of the PIC will be to (i) facilitate the project implementation through sanctions and approval of procurement items; (ii) oversee the implementation of international partnerships; and (iii) monitor the overall project coordination with stakeholders and compliance with relevant policies.
Figure 2: Project Management Unit
Project Director
Head
Global Skills
Park
GM
Projects
(For 3 yrs.)
6 support consultants
Project Management Consultants (PMC)
Team Coordinator/ Skill Development Specialist -1
Industry partnership specialist -1
Finance specialist -1
M&E specialist -1/M&E analysts-2
Environment specialist -1
Social and gender specialist -1
Equipment Engineering specialist (international) -1
HR& Organization Development specialist - 1
Agro specialist -1
Entrepreneurship specialist -1
Engineers & supervision supervisors – 5
Resource persons (international) – 4
ITE GiZ
CO
RE
PM
U T
EA
M GM
Finance
GM
Procurement
Asst.Manager
Training &
Quality (GSP)
Head
Mega ITI
DSC (GSP)MPHIDB
(ITIs)
Asst.Manager
Training &
Quality (ITIs)
DSC = design and supervision consultant, GM = general manager, GIZ = Deutsche Gesellschaft für
Internationale Zusammenarbeit, GSP = Global Skills Park, ITE = Institute of Technical Education Singapore, ITI
= industrial training institute, M&E = monitoring and evaluation, MPHIDB = Madhya Pradesh Housing and Infrastructure Development Board. Source: Asian Development Bank.
23. The proposed organizational structure of PMU for the project is shown in Figure 2. The PMU will be headed by a project director, a central or state government officer on deputation, and consists of a 5-core member management team. The project director will have overall strategic and operational responsibility for the project management, execution of project components, and achievement of its targets and objectives. The PMU will have a Head ITI position which will be ex-officio position for the Additional Director, DOSD and a Head GSP position which will be a professional position recruited competitively from the market. The PMU will also comprise 4 general managers supported by 2 assistant managers, and 6 support consultants as shown in Figure 2. Except for general manager for finance (on deputation), other core members will be
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recruited competitively from the market based on experiences. 24. The roles and responsibilities of key members of the PMU team are described in Table 4.
Table 4: Roles and Responsibilities of Key Members of the PMU Team PMU Positions Roles and Responsibilities
1 Head GSP Implementation
• Lead and develop a core team of GSP to ensure the establishment of international-quality advanced training institution that is “aspirational” in the TVET field.
• Closely coordinate with DOSD and other government and private sector stakeholders to ensure the effective establishment and operation of GSP, including the details of GSP governance structure, training mandate, and financing plans.
• Be responsible for overall implementation and monitoring of GSP establishment and operation, including civil works, set-up of all GSP training and other facilities, and all procurement of equipment through close supervision of general managers responsible for respective areas (e.g., civil works, procurement, training).
• Ensure that effective financial accounting and control systems are in operation, including smooth funds flow to all GSP related project activities.
• Ensure all required procurement procedures are followed and procurement is taking place in a timely manner.
• Develop quarterly and annual work plans for GSP implementation and operation along with detailed budget estimates, obtain approval of the executing agency and the project steering committee, and closely coordinate with all stakeholders for timely implementation of proposed work activities.
• Collate quarterly progress in GSP implementation activities and prepare quarterly progress reports including progress in performance indicators, and submit to project director, DOSD.
• Ensure all safeguards are adhered to during construction phase and ensure proper monitoring and supervision are taking place by respective responsible parties.
• Review and supervise timely submission of project accounts to the executing agency and ADB.
• Ensure all covenants are followed according to loan and project agreements.
2 Head Mega ITI
• Lead and closely coordinate with government and other stakeholders for state ITIs to ensure the successful modernization of 10 mega ITIs for delivery of high-quality training responsive to industry demands.
• Be responsible for overall implementation and monitoring of ITI upgrading, including civil works, set-up of all new training facilities, procurement of equipment through close supervision of general managers responsible for respective fields (e.g., civil works, procurement, training).
• Establish and operationalize a robust quality assurance system for 10 ITIs to ensure high-quality skills training and effective job placement of ITI graduates.
• Establish and operationalize effective capacity development systems for training of ITI trainers and management staff to manage and deliver high-quality skills programs aligned with industry demands.
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PMU Positions Roles and Responsibilities
• Develop a system of efficient and effective delivery of CTS and short-term courses for upskilling to utilize training facilities, in compliance with NSQF, NCVT, or international best practices.
• Develop 10 ITIs as a resource center for network ITIs and establish career counseling and guidance centers and other functions.
• Ensure effective financial accounting and control systems are in operation in ITIs for project activities, including smooth funds flow to all ITI-related project activities.
• Develop quarterly and annual work plans for ITI implementation and operations along with detailed budget estimates, obtain approval of the executing agency and the project steering committee, and closely coordinate with all stakeholders for timely implementation of proposed work activities.
• Collate quarterly progress in ITI implementation activities and prepare quarterly progress reports including progress in performance indicators, and submit to project director, DOSD.
• Ensure all safeguards are adhered to during construction phase and ensure proper monitoring and supervision are taking place by respective responsible parties.
• Review and supervise timely submission of project accounts to the executing agency and ADB.
• Ensure all covenants are followed according to loan and project agreements.
3 General Manager (GM)–Projects
• The GM – Projects (GM) will be responsible for all infrastructure related development for the GSP and 10 ITIs, which includes managing and coordinating all procurement, construction, and supervision activities to be done by DSC for GSP and MPHIDB for 10 ITIs.
• The GM will be responsible for ensuring all systems and processes are in place to meet state’s legal, environmental, and safeguard compliances related to infrastructure development, including ADB loan covenants such as environmental management plans during civil works construction and operation.
• The GM will also be responsible for verifying the quality of equipment received at site, installation, and commissioning of equipment at the GSP and 10 ITIs.
• The GM will work closely with GM Finance and GM Procurement to ensure effective project management.
• The GM, with support from DSC firm and MPHIDB, will coordinate all contractors and suppliers, and ensure that contracts adhere to agreed timelines and quality as per the scope of work.
• The GM, with support from DSC firm and MPHIDB, will develop building maintenance plans for the GSP and 10 ITIs, and establish systems and processes for proper maintenance of the new infrastructure.
• The GM will prepare quarterly progress reports for the GSP and 10 ITI infrastructure development and address any constraints in the timely completion of civil works construction, procurement, and installation of equipment.
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PMU Positions Roles and Responsibilities
4 General Manager (GM)–Finance
• The GM – Finance (GM) will be responsible for efficient execution of financial procedures in PMU and reporting on the overall project finance to the executing agency, DEA, and ADB.
• The GM will ensure that all accounts are maintained electronically with proper backup and supporting documents and ensure the safety and security of all data and documentation by using proper technology applications (such as cloud computing).
• The GM will be responsible for all statutory documentation such as audits, internal audits, executive committee meeting minutes of the project, GSP matters, and DOSD, including approvals, signed contracts, and other legal documents.
• The GM will maintain all statutory compliance (e.g., Income Tax Act, GST, Societies Act) and ensure all regular compliance for filing of returns, tax deducted at source, applicability of GST, and so on.
• The GM will be responsible for preparing financial accounts for annual audits, preparing Action Taken Reports for all audits, placing them before the relevant authority, and implementing corrective measures for compliance.
• The GM will establish and document key business processes that will be required for financial management practices in MPSDP and bring them in sync with requirements of the ADB financial management procedures.
• Design and develop standard financial operating procedures as a financial management manual, operationalize the financial management manual for MPSDP, and ensure that all relevant PMU staff are trained in the manual.
• The GM is responsible for managing adequate cash flows for timely payments and reimbursement claims to ADB.
• Prepare an annual budget according to the proposed activities for the year and update the budget based on revised project activities, if needed, to ensure the budget is realistic reflection of planned activities.
• Prepare quarterly projections for project contract awards and disbursements, periodically communicate with executing agency and ADB on projections, identify issues in shortfalls in contract awards and disbursements, and prepare remedial actions if needed in coordination with Head GSP Implementation, Head for mega ITIs, and other relevant managerial officers.
• Prepare withdrawal applications in timely manner, submit them to ADB periodically for reimbursement, and update all financial records.
• Ensure that the project’s financial management action plan is implemented and updated as needed based on the project’s implementation progress.
• Prepare regular MIS on financial progress in alignment with technical progress.
5 General Manager (GM)–Procurement
• The GM – Procurement (GM) will be responsible for selection of contractors, vendors, consultancy firms, and individual staff, including drafting of request for proposals, other bidding documents, and draft contracts, and for ensuring fair bid processes to select the most qualified bidders or individuals.
• The GM will ensure that all procurement is carried out according to ADB Procurement Guidelines as well as Government Procurement
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PMU Positions Roles and Responsibilities
Rules, and all evaluation reports are prepared and reviewed timely in coordination with ADB.
• For bidding process, prepare bid documents according to ADB procurement guidelines, ensure to follow the required submission procedures with ADB, and update the project’s procurement plan periodically.
• Monitor closely progress and deliverables of contractors and consulting firms as per the contract agreements, and ensure the timely delivery and quality of expected deliverables.
• The GM will be responsible for general administration of GSP and 10 ITIs, including facilities management and security management.
• The GM will also be responsible for hiring core staff as well as consultants for PMU and GSP through systematic and transparent recruitment processes (including trainers for GSP).
• The GM, with support from PMC, will develop a human resources management manual which will include criteria for payments, fees, and salaries.
• Prepare quarterly work plans for contract management, including monitoring of quality deliverables.
• Prepare quarterly progress reports on each of procurement packages or individual consultants, and address any issues in procurement in coordination with Head GSP implementation and Head mega ITIs.
ADB = Asian Development Bank, CTS = Craftsman Training Scheme, DEA = Department of Economic Affairs, DOSD = Directorate of Skill Development, DSC = design and supervision consultant, GM = general manager, GSP = Global Skills Park, GST = goods and services tax, ITI = industrial training institute, MIS = management information system, MPHIDB = Madhya Pradesh Housing and Infrastructure Development Board, MPSDP = Madhya Pradesh Skills Development Project, NCVT = National Council for Vocational Training, NSQF = National Skills Qualification Framework, PMU = project management unit, TVET = technical and vocational education and training. Source: Asian Development Bank.
IV. COSTS AND FINANCING
25. The project is estimated to cost $240 million, inclusive of taxes, duties, interests, and other charges (Table 5).
Table 5: Project Investment Plan
($ million) Item Amounta
A. Base Costb 1. Output 1: GSP established for advanced training and TVET support 106.85 2. Output 2: Quality and relevance of state ITI programs enhanced 64.71 3. Output 3: Inclusive and market-aligned TVET access strengthened 4.68 4. Output 4: Institutional capacity for TVET management improved 33.94 Subtotal (A) 210.18 B. Contingenciesc 16.10 C. Financial Charges During Implementationd 13.73 Total (A+B+C) 240.00 ADB = Asian Development Bank, GSP = Global Skills Park, ITI = industrial training institute, OCR = ordinary capital resources, TVET= technical and vocational education training. Note: Numbers may not sum precisely because of rounding. a Includes taxes and duties of $27.96 million, of which $19.54 million will be financed from the ADB loan resources
and $8.42 million will be financed by Government of Madhya Pradesh counterpart funding. b In mid-2018 prices as of 10 June 2018.
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c Physical contingencies computed at 5.0% for civil works and equipment and at 3.5% for training, consultancy, and administrative costs. Price contingencies computed at an average of 4.9% on local currency costs and 1.5% on foreign exchange costs on a cumulative basis in line with escalation rates published by ADB at https://lnadbg1.adb.org/erd0004p.nsf; includes provision for potential exchange rate fluctuation under the assumption of a purchasing power price parity exchange rate.
d Includes interest and commitment charges. Interest during construction for the OCR loan has been computed at the 5-year forward London interbank offered rate (LIBOR) plus a spread of 0.5%. Commitment charges for the OCR loan are 0.15% per year to be charged on the undisbursed loan amount.
Sources: Asian Development Bank and Government of Madhya Pradesh estimates.
26. The Government of India has requested a regular loan of $150 million from ADB’s ordinary capital resources to help finance the project. The loan will have a 20-year term, including a grace period of 5 years; an annual interest rate determined in accordance with ADB’s London interbank offered rate (LIBOR)-based lending facility; a commitment charge of 0.15% per year; and such other terms and conditions set forth in the draft loan and project agreements. Based on the straight-line method, the average loan maturity is 12.75 years, and there is no maturity premium payable to ADB. 27. The summary financing plan is given in Table 6.
Table 6: Summary Financing Plan Source Amount ($ million) Share of Total (%)
Asian Development Bank
Ordinary capital resources (regular loan) 150.0 62.5
Government of Md 90.0 37.5
Total 240.0 100.0
Source: Asian Development Bank and Government of Madhya Pradesh estimates.
28. ADB will finance civil works and equipment at the GSP and ITIs; consulting services (e.g., DSC, PMC, ITE, GIZ); PMU core management team; training-related expenses; and contingencies.18 The government will cover civil works at the GSP and GSP-City Campus, equipment at the GSP and GSP-City Campus, trainers’ salaries, social marketing, recurrent costs, and contingencies. The government funding will also cover interest and commitment charges. A. Cost Estimates Preparation and Revisions 29. The cost estimates have been prepared by ADB consultants and staff, based on the information provided by DOSD and other implementing agencies. B. Key Assumptions 30. The following key assumptions underpin the cost estimates and financing plan:
(i) Exchange rate: ₹64.5 = $1.00 (March 2018); (ii) In-kind contribution cannot be easily measured and have not been quantified; (iii) Price contingencies based on expected cumulative inflation over the implementation period are as follows:
18 ADB financing will cover taxes and duties estimated at $27.96 million that (i) are within the reasonable threshold
identified during the country partnership strategy preparation, (ii) do not represent an excessive share of the investment plan (13% of the loan), (iii) apply only to ADB-financed expenditures, and (iv) are considered relevant to the project’s success. Any incidental expenditures relating to bank charges, local transport, freight, and insurance are also eligible for ADB financing.
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Table 7: Escalation Rates for Price Contingency Calculation
Item 2018 2019 2020 2021 2022 Average
Domestic rate of price inflation 4.6% 9.1% 13.6% 18.1% 22.6% 4.9%
Foreign rate of price inflation 1.5% 3.0% 4.5% 6.1% 7.7% 1.5% Source: Asian Development Bank.
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C. Detailed Cost Estimates by Expenditure Category
Table 8: Detailed Cost Estimates by Expenditure Category
Item Total Cost ($ million) Local Currency (INR Crore) % of Total Base Cost
A. Investment Cost
1 Civil works 102.25 659.52 52%
1.1 Civil work of ITI 44.21 285.15 24%
1.2 Civil work of GSP 54.94 354.39 27%
1.3 Civil work of GSP-City Campus 3.10 19.98 2%
2 Equipment 43.71 281.93 22%
2.1 Equipment for ITI 15.04 97.00 7%
2.2 Equipment for GSP 25.72 165.92 13%
2.3 Equipment for GSP-City Campus 2.95 19.01 1%
3 Training cost 40.93 263.97 21%
3.1 Training under ITI 3.13 20.19 2%
3.2 Training under GSP 8.04 51.87 4%
3.3 Training under GSP-Campus 2.80 18.03 1%
3.4 GSP training support (ITE, GIZ, CIE, CAAT) 11.54 74.45 6%
3.5 Training consumable 4.50 29.05 3%
3.6 Trainer expenses of GSP 10.91 70.38 5%
4 Consultancy cost 9.33 60.20 5%
4.1 Project management consultants 3.28 21.15 2%
4.2 Design and supervision consultants (for GSP) 2.95 19.05 1%
4.3 Social marketing and communication 3.10 20.00 2%
Subtotal of A 196.22 1,265.63 100%
B. Recurrent Cost
1 Operating expenses 6.31 40.68
1.1 Operating expenses for ITI 1.28 8.25
1.2 Operating expenses for GSP 4.20 27.12
1.3 Operating expenses for GSP-City Campus 0.82 5.32
2 PMU staff 2.35 15.13
3 PMU operating expenses 0.46 2.97
4 Administrative cost 4.25 27.39
5 MIS and operation of career guidance 0.49 3.13
6 Internal audit 0.11 0.70
Subtotal of B 13.95 90.01
Total Base Cost (A+B)a 210.18 1,355.63
C. Contingencies
1 Physical contingencies 9.21 59.38
2 Price contingencies 6.89 44.46
Subtotal of C 16.10 103.84
D. Financial Charges During Implementation
1 Interest charges 13.28 85.62
2 Commitment charges 0.45 2.91
Subtotal of D 13.73 88.53
Total Project Cost (A+B+C+D) 240.00 1,548.00
CAAT = Center for Advanced Agricultural Training, CIE = Center for Innovation and Entrepreneurship, GSP = Global Skills Park, ITI = industrial training institute, ITE = Institute of Technical Education Singapore, GIZ = Gesellschaft für Internationale Zusammenarbeit, MIS = management information system, PMU = project management unit. a In mid-2018 prices. Base costs Include taxes and duties of $27.96 million, of which $19.54 million will be financed from ADB loan resources and $8.42 million by GOMP. Source: Asian Development Bank estimates.
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D. Allocation and Withdrawal of Loan Proceeds
Table 9: Allocation and Withdrawal of Loan Proceeds
Number
Item
Total Amount Allocated for ADB Financing Basis for Withdrawal from the
Loan Account ($)
Category Subcategory
1 Works 71,680,000
1A GSP 27,470,000 50% of total expenditure claimed
1B Other works 44,210,000 100% of total expenditure claimed
2 Equipment and furniture 35,620,000
2A GSP 20,580,000 80% of total expenditure claimed
2B Other equipment and furniture
15,040,000 100% of total expenditure claimed
3 Training 22,710,000 100% of total expenditure claimed
4 Consulting services and capacity building
6,230,000 100% of total expenditure claimed
5 PMU costs, and management information system
2,830,000 100% of total expenditure claimed
6 Unallocated 10,930,000
TOTAL 150,000,000
ADB = Asian Development Bank, GSP = Global Skills Park, PMU = project management unit. Note: Since ADB and the Government of Madhya Pradesh are financing separate civil works, equipment and training costs components (except for GSP), all withdrawal applications inclusive of taxes and duties are eligible for financing according to the percentages shown above. Source: Asian Development Bank estimates.
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E. Detailed Cost Estimates by Financier
Table 10: Detailed Cost Estimates by Financier ($ million)
a In mid-2018 prices. Base costs include taxes and duties of $27.96 million, of which $19.54 million will be financed from ADB loan resources and $8.42 million will be financed by Government of Madhya Pradesh counterpart funding. b Taxes are duties are already included in the base cost. Source: Asian Development Bank estimates.
Item
ADB
% of Cost Category
GOMP
% of Cost Category
Total Cost
Taxes and Dutiesb
Taxes and Duties (ADB)
Taxes and Duties (GOMP)
A. Investment Cost 1 Civil works 71.68 70% 30.57 30% 102.25 12.27 8.60 3.67
1.1 Civil work of ITI 44.21 100% - 0% 44.21 5.31 5.31 - 1.2 Civil work of GSP 27.47 50% 27.47 50% 54.94 6.59 3.30 3.30 1.3 Civil work of GSP-City Campus - 0% 3.10 100% 3.10 0.37 - 0.37
2 Equipment 35.62 81% 8.09 19% 43.71 7.87 6.41 1.46 2.1 Equipment for ITI 15.04 100% - 0% 15.04 2.71 2.71 - 2.2 Equipment for GSP 20.58 80% 5.14 20% 25.72 4.63 3.70 0.93 2.3 Equipment for GSP-City Campus - 0% 2.95 100% 2.95 0.53 - 0.53
3 Training cost 22.71 55% 18.21 45% 40.93 6.14 3.41 2.73 3.1 Training under ITI 3.13 100% - 0% 3.13 0.47 0.47 - 3.2 Training under GSP 8.04 100% - 0% 8.04 1.21 1.21 - 3.3 Training under GSP-City Campus - 0% 2.80 100% 2.80 0.42 - 0.42 3.4 GSP training support (ITE, GIZ, CAAT, CIE) 11.54 100% - 0% 11.54 1.73 1.73 - 3.5 Training consumable - 0% 4.50 100% 4.50 0.68 - 0.68 3.6 Trainer expenses of GSP - 0% 10.91 100% 10.91 1.64 - 1.64
4 Consultancy cost 6.23 69% 3.10 31% 9.33 1.68 1.12 0.56 4.1 Project management consultants 3.28 100% - 0% 3.28 0.59 0.59 - 4.2 Design and supervision consultants 2.95 100% - 0% 2.95 0.53 0.53 - 4.3 Social marketing and communication - 0% 3.10 100% 3.10 0.56 - 0.56 Subtotal of A 136.25 70% 59.97 30% 196.22 27.96 19.54 8.42 B. Recurrent Cost
1 Operating expenses - 0% 6.31 100% 6.31 1.1 Operating expenses for ITI - 0% 1.28 100% 1.28 1.2 Operating expenses for GSP - 0% 4.20 100% 4.20 1.3 Operating expenses for GSP-City Campus - 0% 0.82 100% 0.82
2 PMU staff 2.35 100% - 0% 2.35 3 PMU operating expenses - 0% 0.46 100% 0.46 4 Administrative cost - 0% 4.25 100% 4.25 5 MIS and operation of career guidance 0.49 100% - 0% 0.49 6 Internal audit - 0% 0.11 100% 0.11
Subtotal of B 2.83 19% 11.12 81% 13.95 Total Base Cost (A+B)a 139.08 66% 71.10 34% 210.18 C. Contingenciesb
1 Physical Contingencies 6.44 60% 2.76 40% 9.21 2 Price Contingencies 4.48 60% 2.41 40% 6.89
Subtotal of C 10.92 60% 5.17 40% 16.10 D. Financial Charges During Implementation
1 Interest charges - 0% 13.28 100% 13.28 2 Commitment charges - 0% 0.45 100% 0.45
Subtotal of D - 0% 13.73 100% 13.73 Total Project Cost (A+B+C+D) 150.00 62.5% 90.00 37.5% 240.00
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F. Detailed Cost Estimates by Outputs
Table 11: Detailed Cost Estimates by Outputs ($ million)
Item
Output 1 Output 2 Output 3 Output 4 Total Cost
Amount
% of Cost
Category Amount
% of Cost
Category Amount
% of Cost
Category Amount
% of Cost
Category Amount
A. Investment Cost
1 Civil works 102.25 1.1 Civil work of ITI 0% 44.21 100% 0% 0% 44.21 1.2 Civil work of GSP 54.94 100% 0% 0% 0% 54.94 1.3 Civil work of GSP-City Campus 3.10 100% 0% 0% 0% 3.10
2 Equipment 43.71 2.1 Equipment for ITI 0% 15.04 100% 0% 0% 15.04 2.2 Equipment for GSP 25.72 100% 0% 0% 0% 25.72 2.3 Equipment for GSP-City Campus 2.95 100% 0% 0% 0% 2.95
3 Training cost 40.93 3.1 Training under ITI 0% 0% 0.94 30% 2.19 70% 3.13 3.2 Training under GSP 5.63 70% 0% 2.41 30% 0% 8.04 3.3 Training under GSP-City Campus 1.96 70% 0% 0.84 30% 0% 2.80 3.4 GSP training support (ITE, GIZ, CAAT, CIE) 0% 0% 0% 11.54 100% 11.54 3.5 Training consumable 4.30 90% 0.20 10% 0% 0% 4.50 3.6 Trainer expenses of GSP 0% 0% 0% 10.91 100% 10.91
4 Consultancy cost 9.33 4.1 Project management consultants 0% 0% 0% 3.28 100% 3.28 4.2 Design and supervision consultants 2.95 100% 0% 0% 0% 2.95 4.3 Social marketing and communication 0% 0% 0% 3.10 100% 3.10
Subtotal of A 101.56 51% 59.45 31% 4.19 2% 31.03 16% 196.22 B. Recurrent Cost 1 Operating expenses 6.31
1.1 Operating expenses for ITI 0% 1.28 100% 0% 0% 1.28 1.2 Operating expenses for GSP 4.20 100% 0% 0% 0% 4.20 1.3 Operating expenses for GSP-CC 0.82 100% 0% 0% 0% 0.82
2 PMU staff 0% 0% 0% 2.35 100% 2.35 3 PMU operating expenses 0% 0% 0% 0.46 100% 0.46
4 Administrative Cost 0.27 6% 3.98 94% 0% 0% 4.25 5 MIS and career guidance 0% 0% 0.49 100% 0% 0.49 6 Internal audit 0% 0% 0% 0.11 100% 0.11 Subtotal of B 5.30 38% 5.26 39% 0.49 3% 2.91 19% 13.95 Total Base Cost (A+B)a 106.85 50% 64.71 31% 4.68 2% 33.94 16% 210.18
C. Contingencies 1 Physical contingencies 9.21 2 Price contingencies 6.89 Subtotal of C 16.10
D. Financial Charges During Implementation 1 Interest charges 13.28 2 Commitment charges 0.45 Subtotal of D 13.73
Total Project Cost (A+B+C+D) 240.00 a In mid-2018 prices. Source: Asian Development Bank estimates.
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G. Detailed Cost Estimates by Year
Table 12: Detailed Cost Estimates by Year ($ million)
a In mid-2018 prices.
Source: Asian Development Bank estimates.
Item Total Cost 2019 2020 2021 2022 2023
A. Investment Cost
1 Civil works 102.25 17.43 25.32 29.75 29.75 -
1.1 Civil work of ITI 44.21 11.84 13.26 13.26 5.84
1.2 Civil work of GSP 54.94 2.49 12.06 16.48 23.90
1.3 Civil work of GSP-City Campus 3.10 3.10
2 Equipment 43.71 4.45 12.23 12.23 12.23 2.57
2.1 Equipment for ITI 15.04 1.50 4.51 4.51 4.51
2.2 Equipment for GSP 25.72 7.72 7.72 7.72 2.57
2.3 Equipment for GSP-City Campus 2.95 2.95
3 Training cost 40.93 3.90 5.05 10.91 9.75 11.32
3.1 Training under ITI 3.13 0.94 0.94 1.25
3.2 Training under GSP 8.04 2.41 2.41 3.22
3.3 Training under GSP-City Campus 2.80 0.56 0.56 0.56 0.56 0.56
3.4 GSP training support (ITE, GIZ, CAAT, CIE) 11.54 1.15 2.31 3.46 2.31 2.31
3.5 Training consumable 4.50 1.35 1.35 1.80
3.6 Trainer expenses of GSP 10.91 2.18 2.18 2.18 2.18 2.18
4 Consultancy cost 9.33 1.23 3.39 2.49 1.28 0.95
4.1 Project management consultants 3.28 0.33 0.98 0.98 0.66 0.33
4.2 Design and supervision consultants 2.95 0.59 1.48 0.89
4.3 Social marketing and communication 3.10 0.31 0.93 0.62 0.62 0.62
Subtotal of A 196.22 27.01 45.99 55.37 53.00 14.84
B. Recurrent Cost
1 Operating expenses 6.31 0.42 0.42 1.68 1.68 2.10
1.1 Operating expenses for ITI 1.28 0.26 0.26 0.26 0.26 0.26
1.2 Operating expenses for GSP 4.20 1.26 1.26 1.68
1.3 Operating expenses for GSP-CC 0.82 0.16 0.16 0.16 0.16 0.16
2 PMU staff 2.35 0.47 0.47 0.47 0.47 0.47
3 PMU operating expenses 0.46 0.14 0.14 0.14 0.05
4 Administrative cost 4.25 1.70 2.55
5 MIS and career guidance 0.49 0.24 0.24
6 Internal audit 0.11 0.02 0.02 0.02 0.02 0.02
Subtotal of B 13.95 2.99 3.84 2.31 2.22 2.59
Total Base Cost (A+B)a 210.18 30.00 49.84 57.68 55.22 17.43
C. Contingencies
1 Physical contingencies 9.21 1.84 1.84 1.84 1.84 1.84
2 Price contingencies 6.89 1.38 1.38 1.38 1.38 1.38
Subtotal of C 16.10 3.22 3.22 3.22 3.22 3.22
D. Financial Charges During Implementation
1 Interest charges 13.28 0.38 1.38 2.69 4.07 4.75
2 Commitment charges 0.45 0.19 0.15 0.09 0.03 0
Subtotal of D 13.73 0.57 1.52 2.78 4.10 4.75
Total Project Cost (A+B+C+D) 240.00 33.79 54.58 63.69 62.54 25.40
26
H. Contract and Disbursement S-Curve 31. Figure 3 shows projections for contract awards and disbursement for the ADB loan over the life of the project. Table 13 shows quarterly projections for contract awards and disbursement for the ADB loan. Figure 3: Contract Awards and Disbursement Projections
Table 13: Quarterly Projections for Contract Awards and Disbursements for ADB Loan ($ million)
Contract Awards (in $ million) Disbursements (in $ million)
Year Q1 Q2 Q3 Q4 Total Cum. Year Q1 Q2 Q3 Q4 Total Cum.
2018
-
-
-
39.00
39.00
39.00 2018
-
-
-
-
-
-
2019
3.20
22.83
-
4.00
30.03
69.03 2019
3.15
2.65
5.45
3.33
14.58
14.58
2020
4.00
4.30
20.00
0.30
28.60
97.63 2020
3.52
8.43
5.81
4.61
22.37
36.95
2021
2.43
17.00
8.88
2.00
30.31
127.94 2021
6.56
6.94
6.41
7.01
26.92
63.87
2022
2.00
4.00
4.00
2.06
12.06
140.00 2022
6.96
7.27
7.74
7.69
29.67
93.54
2023
2.00
2.00 -
6.00
10.00
150.00 2023
6.25
7.25
8.25
8.33
30.08
123.63
2024
-
-
-
-
-
150.00 2024
10.37
16.00
-
-
26.37
150.00
0
20
40
60
80
100
120
140
160
2018 2019 2020 2021 2022 2023 2024
US
$ M
illio
n
Year
ADB Loan
Contract Awards Disbursement
27
I. Fund Flow Diagram 32. The fund flow is explained step-wise below and shown schematically thereafter:
(i) Step 1. Based on the project activities and estimated expenditure, Finance Department, in consultation with DTESD&E (executing agency), will allocate the budget for the activities under MPSDP for the relevant financial year. The budget shall be prepared by DOSD-PMU (with inputs from MPHIDB) and submitted to DTESD&E. A separate budget line item for MPSDP has been created in the DTESD&E’s budget.
(ii) Step 2. Flow of funds from DTESD&E to DOSD and MPHIDB. The project’s budget is allotted in the Budget Controlling Officer code of Director, DOSD. DOSD-PMU shall undertake all expenditure for the project from this budget head. DOSD shall disburse funds for civil works to MPHIDB on a quarterly basis based on the actual requirement. MPHIDB shall also open a separate ledger for the project and undertake all project expenditure from the ledger.
(iii) Step 3. Payment requests through invoices with necessary supporting documents will be submitted by vendors, contractors, and consultants to DOSD-PMU and MPHIDB-PIU based on specific activities undertaken and expenses incurred by them.
(iv) Step 4. All the claims and invoices corresponding to the expenditures incurred by
respective implementing agencies will be consolidated by the nodal officers who are nominated to the PMU and PIU, with the help of their respective finance and accounts officer. DOSD and MPHIDB will make payments to their respective vendors, contractors, and consultants, after verifying the bills, supporting documents, and contract conditions.
(v) Step 5. DOSD-PMU will consolidate the claims of the project and prepare a
statement of expenditures (SOE) and a withdrawal application form with necessary supporting documents. It will then submit these to DTESD&E.
(vi) Step 6. DTESD&E will review and check the SOE and withdrawal application. As
the executing agency, DTESD&E will submit the withdrawal application along with a cover letter to the Controller of Aid Accounts and Audit (CAAA), Government of India. A copy will also be submitted to a senior financial control officer, ADB’s India Resident Mission. SOEs will be submitted to ADB.
(vii) Step 7. Flow of funds from ADB to CAAA: GOMP will follow the reimbursement
method for withdrawal of funds from ADB (except for foreign currency payments to consulting services, such as ITE Singapore).
(viii) Step 8. Flow of funds from CAAA to GOMP: all operating expenses would be borne
by GOMP.
28
Figure 4: Fund Flow
CAAA = Controller of Aid Account and Audit, DOSD = Directorate of Skill Development, DTESD&E = Department of Technical Education, Skill Development and Employment, GSP = Global Skills Park, ITI = industrial training institute, MPHIDB = Madhya Pradesh Housing and Infrastructure Development Board. Source: Asian Development Bank.
V. FINANCIAL MANAGEMENT
A. Financial Management Assessment 33. A financial management assessment (FMA) was conducted in April–May 2017 and re-confirmed in March 2018, in accordance with ADB’s Financial Management Assessment Technical Guidance Note, 2015 and ADB’s Financial Due Diligence: A Methodology Note. The FMA was conducted for the executing agency, DTESD&E, and an implementing agency, DOSD, to determine the minimum institutional arrangements and control measures required to implement the project, and to ensure that funds are used for their intended purposes. The FMA also covers the other implementing agency, MPHIDB, to determine whether adequate financial management arrangements are in place in the entity. 34. The FMA focuses on fund flows, budgeting, staffing, accounting policies and procedures, internal controls, financial reporting and monitoring, and internal and external audits. It draws on the experience gained from ongoing ADB-financed skill development projects in India in the states of Meghalaya, Kerala and Himachal Pradesh in terms of various practices in training provision. FMA questionnaires consider the responses by DTESD&E, DOSD, and MPHIDB based on recent ADB country and sector-level experiences. (FMA questionnaires are in Supplementary Linked Documents Appendix 17.) 35. Key risks found from FMA for DTESD&E, DOSD, and MPHIDB suggest that the overall financial management risk is moderate. With the proposed risk mitigating measures, it is expected
29
that financial management capacity of executing and implementing agencies will be strengthened. A number of actions have already been taken. The overall assessment of the project’s financial management risks and internal control risk assessment are presented in Table 14.
Table 14: Financial Management and Internal Control Risk Assessment for the Project
Risk
Pre-mitigation
Risk Rating Mitigation Measures
Inherent Risk
Country-specific Overall, weak country PFM system is reported with regard to policy-based budgeting (especially the lack of a multiyear perspective), tax administration, control in budget execution, internal audit, as well as timeliness of external audits and follow-up on audit findings.a
Moderate Implementation of PFM reforms in line with the recommendations of the Second Administrative Reform Commission, Government of India.b However, as skills development in Madhya Pradesh will be implemented through DTESD&E in mission mode (“mission mode” is a term used in India to describe an undertaking by the government assigning a group of dedicated people within a time-bound action plan), adequate financial allocation is expected, along with internal control measures such as internal audit and timely resolution of audit issues.
Entity-specific The project involves executing agency and two implementing agencies as an overall governance framework to ensures that there is adequate oversight and accountability.
Moderate The project will have PSC and PIC to ensure effective coordination for the project. The PSC will take policy-level decisions and have oversight over the project. The PIC will work on day-to-day working-level issues in the project. The PMU supported by PMC shall also play an important part in the overall governance framework of the project.
Inherent Risk: Moderate
Control Risk
Funds flow and budgeting arrangements Under the project, DTESD&E will channel all project funds through DOSD, which will then transfer funds to MPHIDB. There is a risk of non-availability of budget funds on a year-on-year basis and timely release of fund.
Moderate To ensure smooth fund flow, the following additional measures will be undertaken: (i) DOSD shall open a separate budget code
whereas MPHIDB shall open a separate ledger for the project.
(ii) Adequate budget will be allocated for all planned activities annually.
(iii) DTESD&E will release funds to DOSD for the project on a quarterly basis based on actual project requirements, after deducting the opening balance. DOSD will also follow a similar system for disbursing funds to MPHIDB. This will ensure that funds are not blocked at the level of implementing agencies.
A budget head has already been opened under DTESD&E for providing funds to DOSD. In FY2017, ₹1,000 million ($15.38 million) was allocated for the project. In FY2018, ₹2,100 million ($32.31 million) was allocated for the project.
Staffing Moderate New staff at the implementing agency level
30
Risk
Pre-mitigation
Risk Rating Mitigation Measures
DOSD DOSD is staffed with a Director, his team of Joint Directors, and other officers. The accounts department is also staffed with a Joint Director (Finance), other accountants, and section officers. MPHIDB MPHIDB is staffed with technical and administrative officers at its head office in Bhopal and regional offices across the state. Since the project will be executed on a mission mode, there is a need to appoint or assign dedicated staff for the project.
need be appointed before loan effectiveness as part of the PMU. It is expected that the new staff will strengthen the capacity of existing PMU. The proposed PMC will also have experts in financial management to support the DOSD-PMU. MPHIDB has also appointed officers for a dedicated PIU for the project. ADB will facilitate the participation by implementing agency staff in financial management and disbursement workshops during project implementation. (One such workshop has already taken place with staff participation from implementing agencies.)
Accounting policies and procedures DTESD&E and DOSD DOSD follows the Madhya Pradesh financial accounting rules. Madhya Pradesh financial accounting rules has established accounting policies and procedures that are followed by all government departments and which have been used for preparation of financial statements.
MPHIDB MPHIDB has a set of financial rules that it follows independently. These policies are also used for preparation of their financial statements. The implementing agencies shall ensure that project-wise accounting is undertaken, in a timely manner, so that accounts are prepared and submitted to ADB on time.
Moderate Implementing agencies shall maintain all project-related records to prepare consolidated project financial statements. Financial experts are being recruited in PMU and PMC to assist the capacity building of finance staff.
Internal audit DOSD Internal audit in DOSD is undertaken in a very limited manner, because of lack of resources in the Directorate. MPHIDB Currently, there is very limited internal audit function at the state
Substantial The internal auditors will be engaged under the project. The outsourced internal auditors will perform the internal audit of the project for the FY2018 and thereafter. The audit shall be done on a quarterly basis. The scope of internal audit shall include all project activities, as well as those of other agencies under the project.
31
Risk
Pre-mitigation
Risk Rating Mitigation Measures
level in Madhya Pradesh. None exists at the MPHIDB level. The risk of limited or no internal audit for the project is substantial.
External audit DTESD&E and DOSD External audit of DOSD is undertaken by Auditor General, Madhya Pradesh on an annual basis. MPHIDB The Auditor General, Madhya Pradesh, has been auditing accounts of MPHIDB on an annual basis. The risk of project accounts not reaching ADB within 6 months of the end of the financial year remains.
Moderate Executing agency and implementing agencies will ensure that accounts are prepared within 3 months of the end of the financial year. These are then presented for audit to the Auditor General. The Auditor General would then take about 3 months for audit and ensure that the APFS reaches ADB within 6 months of the end of the financial year. The audit by Auditor General shall be undertaken based on the agreed terms of reference between ADB and the CAG of India.
Reporting, monitoring, and information systems The implementing agencies have their own reporting and monitoring systems in place to cover their regular activities. These systems cannot produce customized financial reports for the project, which may make financial reporting inadequate.
Moderate
Existing computerized systems will be used for accounting purposes for the project, but financial data will be transferred to an excel sheet or MIS to generate quarterly financial progress reports. The financial management consultant will assist in developing the financial reporting system and formats.
Control Risk: Moderate
Overall Risk: Moderate ADB = Asian Development Bank, APFS = audited project financial statements, CAG = Comptroller and Auditor General of India, DOSD = Directorate of Skill Development, DTESD&E = Department of Technical Education & Skill Development, FY = fiscal year, MIS = management information system, MPHIDB = Madhya Pradesh Housing and Infrastructure Development Board, PFM = public financial management, PIU = project implementation unit, PMC = project management consultant, PMU = project management unit, PIC = project implementation committee, PSC = project steering committee. a ADB. 2012. Risk Assessment and Risk Management Plan (Summary). Country Partnership: India, 2013–2017. New Delhi. https://www.adb.org/sites/default/files/linked-documents/cps-ind-2013-2017-ra.pdf. b Government of India, Second Administrative Reforms Commission. 2009. 14th Report Strengthening Financial
Management Systems. New Delhi. http://arc.gov.in/14threport.pdf Source: Asian Development Bank.
36. The proposed action plan for financial management-related activities is presented in Table 15. DTESD&E, DOSD, and MPHIDB shall implement the project as per relevant policies and procedures of GOMP and ADB.
32
Table 15: Financial Management Action Plan for the Project
No. Key Risk Description Timeline Responsibility
1. Lack of dedicated staff may result in delayed execution of project’s financial management related activities.
Appoint qualified and dedicated accounts and procurement personnel in PMU at DOSD and PIU at MPHIDB.
Before loan effectiveness
DOSD and MPHIDB
2. The project-related staff may not be exposed to ADB’s financial management related procedures.
Conduct training in ADB’s procurement, financial management and disbursement procedures.
Ongoing ADB
3. Capacity of financial management staff might not be sufficient.
PMC will include financial and procurement consultants to support.
Upon loan effectiveness
DOSD
4. Insufficient staff in internal audit to cover all programs, and the quality of internal audit is neither based on performance nor risk.
Appoint an independent audit firm with chartered accountants to conduct internal audits based on ADB provided terms of reference, starting from FY2018 and thereafter.
Within 6 months of loan effectiveness
DOSD
5. Timely follow-up of audit observations to address issues.
Prepare Action Taken Reports for points raised by the auditor.
Three months from the receipt of audit report on a periodical basis
DOSD and MPHIDB
6. The independent internal auditor may not be provided access to the records of implementing agencies.
Issues a letter to provide access to financial records and books of accounts of DOSD and MPHIDB to the internal auditor for project purposes.
Upon loan effectiveness
DTESD&E
7. Delays in submission of project financial statements to Auditor General may cause delayed submission of APFS to ADB.
DOSD (after compiling inputs from MPHIDB) to submit their annual project financial statements to Auditor General, Madhya Pradesh within 3 months from end of financial year.
Submit within 6 months from end of financial year and on an annual basis
DTESD&E
8. Delays in release of adequate funds may delay project execution.
DOSD and MPHIDB shall develop quarterly physical and financial targets for the project. The proposed flow of funds from DTESD&E to DOSD and then to MPHIDB will be quarterly based on expected targets.
Ongoing on a quarterly basis
DOSD and MPHIDB
9. Lack of project specific information system may result in delays in monitoring and reporting.
Develop an MIS system to monitor the project progress and ensure regular reporting to enable monitoring and decision making.
Within 1 year of loan effectiveness
DOSD
33
No. Key Risk Description Timeline Responsibility
10. Project-related documents may not be available in public domain.
DOSD shall disclose all project-related information, including financial statements and procurement related information, on a website to be updated regularly.
Ongoing during project implementation
DOSD
ADB = Asian Development Bank, APFS = audited project financial statements, DOSD = Directorate of Skill Development, FY = fiscal year, MIS = management information system, MPHIDB = Madhya Pradesh Housing and Infrastructure Development Board, PIU = project implementation unit, PMC = project management consultants, PMU = project management unit. Source: Asian Development Bank.
B. Disbursement
1. Disbursement Arrangements for ADB Funds 37. The loan proceeds will be disbursed in accordance with ADB’s Loan Disbursement Handbook (2017, as amended from time to time), and detailed arrangements agreed upon between the government and ADB. Online training for project staff on disbursement policies and procedures is available. Project staff are encouraged to avail of this training to help ensure efficient disbursement and fiduciary control. 38. Financing and disbursement arrangements. GOMP will follow the reimbursement method for withdrawal of funds from ADB. Direct payment procedure may be used in the case of foreign currency payments (e.g., ITE Singapore). DOSD will open a separate budget head for the proposed ADB funds under their respective budget. MPHIDB shall open a separate ledger for the proposed ADB project. The Department of Finance will transfer budgets to DOSD through the treasury system based on the periodical requirement of funds according to planned activities and expenses. DOSD will transfer funds to MPHIDB for its planned activities. The fund will be used where ADB pays from the loan account to the borrower’s account for eligible expenditures that have been incurred and paid for by the project out of its budget allocation or its own resources. Funds will be released to the respective departments as and when they are required. DTESD&E will review and check the withdrawal application. DTESD&E, supported by PMU, will be responsible for collecting and retaining supporting documents and submitting the withdrawal application (along with a cover letter) to the Controller of Aid Accounts and Audit (CAAA), Government of India. A copy will also be submitted to the Senior Financial Control Officer, ADB’s India Resident Mission. 39. Statement of expenditure procedure.19 The SOE procedure will be used to reimburse eligible expenditures not exceeding $100,000 equivalent per individual payment. SOE records should be maintained and made readily available for review by ADB's disbursement and review missions or upon ADB's request for submission of supporting documents on a sampling basis, and for independent audit. Reimbursement of individual payments in excess of the SOE ceiling should be supported by full documentation when submitting the withdrawal application to ADB. 40. Before the submission of the first withdrawal application, the borrower should submit to ADB sufficient evidence of the authority of the person(s) who will sign the withdrawal applications on behalf of the government, together with the authenticated specimen signatures of each
19 SOE forms are available in Appendix 7B and 7D of ADB’s Loan Disbursement Handbook (2017, as amended from
time to time).
34
authorized person. The minimum value per withdrawal application is set in accordance with ADB’s Loan Disbursement Handbook (2017, as amended from time to time). Individual payments below such amount should be paid by the executing agency and/or implementing agencies, and subsequently claimed to ADB through reimbursement, unless otherwise accepted by ADB. The executing agency should ensure sufficient category and contract balances before requesting disbursements. Use of ADB’s Client Portal for Disbursements20 system is encouraged for submission of withdrawal applications to ADB. 41. The executing agency and implementing agencies follow the Madhya Pradesh Financial Rules which deals with the general system of financial management in the state, budget formulation and implementation, principles of government accounts, works, procurement of goods and services, inventory management, contract management, loans-in-aid and government guarantees and establishment among other things. All expenditure under the project will also be carried out in accordance with these regulations of GOMP.
2. Disbursement Arrangements for Counterpart Fund
42. The Government of Madhya Pradesh has agreed to provide $90 million as counterpart funding for the project. This shall be utilized towards the civil works and goods for GSP, ITIs, training, recurring costs, contingencies, and financing of local taxes and duties. The PMU under DOSD will prepare disbursement projections for project activities to be financed by counterpart fund, as well as by the ADB loan, which will be requested for budget allocation by the Department of Finance. Disbursement of counterpart funds for project expenditures will follow the same procedures as indicated in steps 1 through 5 of Figure 4.
C. Accounting 43. DTESD&E will maintain, or cause to be maintained, separate books and records by funding source for all expenditures incurred on the project. The implementing agencies, DOSD and MPHIDB, have a system of project-wise budget and the same is to be used for the project. All funds under the project shall be routed through DOSD and the project accounts are separately to be recorded and maintained. Project financial statements will follow the Government of India’s cash-based accounting laws and regulations which are consistent with international accounting principles and practices. DOSD will prepare consolidated project financial statements which shall include at a minimum, a statement of receipts and payments with accompanying notes and schedules. Template financial statements provided in the standardized terms of reference for audit of ADB-assisted projects, agreed with the Comptroller and Auditor General of India, Department of Economic Affairs, Ministry of Finance, and ADB can be referred to as a guide for preparing financial statements. The project financial statements will be prepared from the date when expenditures approved for retroactive financing were incurred.
D. Auditing and Public Disclosure 44. DTESD&E will cause the consolidated project financial statements to be audited in accordance with International Standards on Auditing and/or in accordance with the government's audit regulations, by the Auditor General of Madhya Pradesh. The audited project financial statements (APFS) together with the auditor’s opinion will be presented in the English language
20 ADB’s Client’s Portal of Disbursements facilitate online submission of withdrawal applications to ADB, resulting in
faster disbursement. The forms to be completed by the Borrower are available online at https://www.adb.org/documents/client-portal-disbursements-guide.
35
to ADB within 6 months from the end of the fiscal year by DTESD&E. 45. The audited entity financial statements of MPHIDB, together with the auditor’s report and management, will be submitted in the English language to ADB within 1 month after their approval by the relevant authority. 46. The audit report for the project financial statements will include a management letter and auditor’s opinions, which cover (i) whether the project financial statements present an accurate and fair view or are presented fairly, in all material respects, in accordance with the applicable financial reporting standards; (ii) whether the proceeds of the loan were used only for the purpose(s) of the project; and (iii) whether the executing agency and implementing agencies were in compliance with the financial covenants contained in the legal agreements (where applicable). 47. Compliance with financial reporting and auditing requirements will be monitored by review missions and during normal program supervision, and followed up regularly with all concerned, including the external auditor. 48. The executing agency and implementing agencies shall install a suitable mechanism for an effective system of internal audit function to assist the management in its oversight function. The terms of reference for internal auditor are provided in Appendix 3. 49. The Government of Madhya Pradesh, DTESD&E, DOSD, and MPHIDB, have been made aware of ADB’s approach to delayed submissions, and the requirements for satisfactory and acceptable quality of the APFS.21 ADB reserves the right to require a change in the auditor (in a manner consistent with the constitution of the borrower), or for additional support to be provided to the auditor, if the audits required are not conducted in a manner satisfactory to ADB, or if the audits are substantially delayed. ADB reserves the right to verify the project's financial accounts to confirm that the share of ADB’s financing is used in accordance with ADB’s policies and procedures. 50. Public disclosure of the APFS, including the auditor’s opinion on the project financial statements, will be guided by ADB’s Public Communications Policy 2011.22 After the review, ADB will disclose the APFS and the opinion of the auditors on the project financial statements no later than 14 days of ADB’s confirmation of their acceptability by posting them on ADB’s website. The management letter and audited entity financial statements will not be disclosed.23
21 ADB’s approach and procedures regarding delayed submission of audited project financial statements: (i) When audited project financial statements are not received by the due date, ADB will write to the executing
agency advising that (a) the audit documents are overdue; and (b) if they are not received within the next 6 months, requests for new contract awards and disbursement such as new replenishment of advance accounts, processing of new reimbursement, and issuance of new commitment letters will not be processed. (ii) When audited project financial statements are not received within 6 months after the due date, ADB will withhold
processing of requests for new contract awards and disbursement such as new replenishment of advance accounts, processing of new reimbursement, and issuance of new commitment letters. ADB will (a) inform the executing agency of ADB’s actions; and (b) advise that the loan may be suspended if the audit documents are not received within the next 6 months.
(iii) When audited project financial statements are not received within 12 months after the due date, ADB may suspend the loan.
22 ADB. 2011. Public Communications Policy: Disclosure and Exchange of Information. Manila. http://www.adb.org/documents/pcp-2011?ref=site/disclosure/publications
23 This type of information would generally fall under public communications policy exceptions to disclosure. ADB. 2011. Public Communications Policy: Disclosure and Exchange of Information. Manila. Paragraph 97(iv) and/or 97(v).
36
VI. PROCUREMENT AND CONSULTING SERVICES
A. Advance Contracting and Retroactive Financing 51. All advance contracting and retroactive financing will be undertaken in conformity with ADB Procurement Guidelines (2015, as amended from time to time) and ADB’s Guidelines on the Use of Consultants (2013, as amended from time to time). The issuance of invitations to bid under advance contracting and retroactive financing will be subject to ADB approval. The borrower, executing agency, and implementing agencies have been advised that approval of advance contracting and retroactive financing does not commit ADB to finance the project. 52. Advance contracting. Advance actions will apply to the procurement of civil works, equipment, and consulting services, which include (i) civil works for upgradation of 10 ITIs until contract award; (ii) design and supervision consultancy firm for GSP until contract award; (iii) consulting services by ITE and GIZ through single source selection until contract award; (iv) recruitment of PMU core management team consisting of individual consultants until contract award; (v) recruitment of project management consultants (PMC) until bid evaluations; and (vi) equipment for 10 ITIs until preparation of bid documents. 53. Retroactive financing. Up to 20% of the amount of the loan proceeds ($30 million) will be eligible for retroactive financing, provided that expenditures are incurred before loan effectiveness but not more than 12 months before the signing of the loan agreement.
B. Procurement of Goods, Works, and Consulting Services 54. All procurement of goods and works will be undertaken in accordance with ADB’s Procurement Guidelines (2015, as amended from time to time). 55. The executing agency may request to use ADB Procurement Policy (2017, as amended from time to time) and ADB Procurement Regulations (2017, as amended from time to time) to benefit from enhancements introduced in the new framework. If that request is made, the procurement plan in Section C will be revised in accordance with the new procurement framework. 56. International competitive bidding procedures will be used for any civil works contract estimated to cost $40 million and above and any goods contract estimated to cost $4 million and above. National competitive bidding procedures may be used for any civil works contract estimated to cost less than $40 million and any goods contract estimated to cost less than $4 million. Shopping will be used for any civil works or goods contract estimated to cost below $100,000. Schedule for procurement of goods and civil works is in Table 16.
Table 16: Procurement of Goods and Works
Procurement of Goods and Works
Method Threshold Comments
International Competitive Bidding (ICB) for Works
US$ 40,000,000 and above
International Competitive Bidding (ICB) for Goods
US$ 4,000,000 and above
National Competitive Bidding (NCB) for Works
Beneath stated for ICB, Works The first NCB is subject to prior review; thereafter post review.
National Competitive Bidding Beneath stated for ICB, Goods The first NCB is subject to prior
37
(NCB) for Goods review; thereafter post review.
Shopping for Works Below $100,000
Shopping for Goods Below $100,000
57. Before the start of any procurement, ADB and the government will review the public procurement laws of the central and state governments to ensure consistency with ADB’s Procurement Guidelines (2015, as amended from time to time) and audit and disbursement procedures of the relevant agencies (Finance Department, Audit Office, executing agency, PMU, and PIU) to ensure consistency with ADB’s disbursement procedures.
58. An 18-month procurement plan indicating threshold and review procedures, goods, works, and consulting service contract packages and national competitive bidding guidelines is in Section C.
59. All consultants will be recruited according to ADB’s Guidelines on the Use of Consultants (2013, as amended from time to time).24 The terms of reference for all consulting services are detailed in Appendix 3.
60. For implementation of advanced training at GSP, ITE and GIZ will be engaged through single source selection based on their previous technical cooperation with GOMP in TVET development. Their demonstrated experience in carrying out similar assignments in India and other countries also supports their engagement through single source selection. ITE and GIZ will support mainly for advanced training at COSA of GSP. Their services will include developing industry-aligned advanced curricula and learning materials, building the capacity of trainers, establishing industry linkages, and setting up credible assessment and certification systems. ITE Singapore will provide additional services in the infrastructure development of GSP campus and the capacity development of GSP management staff. Advance contracting of ITE and GIZ through single source selection was approved by ADB’s Procurement, Portfolio and Financial Management Department on 16 April 2018. 61. For project management consultancy (PMC) firm, a minimum of 260 person-months of key national experts are required to assist the PMU in planning, executing, and monitoring all project activities in an efficient manner. The PMC will also have environment and social safeguards consultants to assist the PMU in ensuring that all the policies and processes pertaining to safeguards under the civil works component are adhered to, as outlined in initial environment examination reports and environmental management plans.
62. For design and supervision consultancy (DSC) firm, a minimum of 209 person-months of key national experts is required to assist the DOSD in the construction of GSP. DSC shall carry out the preparation of detailed project reports for GSP campus construction, preparation of bidding documents and procurement of civil works, and supervision of GSP construction. All procurement of works, goods and services will be based on ADB procurement guidelines and principles. 63. A system integration support vendor or consultants may be engaged to design the management information system (MIS) to collect and consolidate information on project activities and output indicators across different components of the project. The MIS will enable real-time reporting and analysis of relevant project information on GSP and ITI training services. This will,
24 Checklists for actions required to contract consultants by method available in e-Handbook on Project
Implementation at: http://www.adb.org/documents/handbooks/project-implementation/
38
in turn, facilitate easier linkage with National Career Services Portal operated by the Ministry of Labor and Employment, Government of India. 64. The implementing agencies will establish a referencing system for detailed record-keeping. All procurement files including bid invitations, winning bids, evaluation reports, pre-contract documents, contract documents, and invoices will be kept in single contract files. The government regulations require keeping all records for 8 years which sufficiently cover ADB’s requirement to keep the project records for 2 years after project completion, considering that the project under the ADB loan is envisioned to be completed within 4-5 years following procurement activities. C. Procurement Plan 65. The procurement plan is prepared in accordance with the generic or country-specific templates prepared by ADB’s Procurement, Portfolio and Financial Management Department. The procurement plan indicating threshold and review procedures, goods, works, and consulting service contract packages and national competitive bidding guidelines is given below.
PROCUREMENT PLAN
Basic Data
Project Name: Madhya Pradesh Skills Development Project (MPSDP)
Project Number: 48493-002 Approval Number: TBD
Country: India Executing Agency:
Department of Technical Education, Skill Development and Employment (DTESD&E)
Project Procurement Classification: Category B Implementing Agency: (i) Directorate of Skill Development (DOSD), (ii) Madhya Pradesh Housing and Infrastructure Development Board (MPHIDB)
Project Procurement Risk: Moderate
Project Financing Amount: US$ 240 million ADB Financing: US$ 150 million Government of Madhya Pradesh financing: US$ 90 million
Project Closing Date: 31 December 2023
Date of First Procurement Plan: 15 November 2017 Date of this Procurement Plan:
17 August 2018
1. Methods, Thresholds, Review and 18-Month Procurement Plan
a. Procurement and Consulting Methods and Thresholds
66. Except as the Asian Development Bank (ADB) may otherwise agree, the following methods shall apply to procurement of goods, works, and consulting services.
Procurement of Goods and Works
Method Threshold
International Competitive Bidding for Works US$ 40,000,000 and above
International Competitive Bidding for Goods US$ 4,000,000 and above
National Competitive Bidding for Works Beneath that stated for ICB, Works
National Competitive Bidding for Goods Beneath that stated for ICB, Goods
Shopping for Works Below $100,000
Shopping for Goods Below $100,000
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Consulting Services
Method Comments
Quality- and Cost-Based Selection for Consulting Firm Project Management Consultant and Design and Supervision Consultant; quality and cost ratio of 80:20
Quality-Based Selection for Consulting Firm Institutional Partner for Entrepreneurship Support Program
Single Source Selection for Consulting Firm Selection of ITE Singapore, GIZ, and agricultural training service providers at Global Skills Park
Individual Consultants Selection for Individual Consultants
PMU core positions and other specialists
b. Goods and Works Contracts Estimated to Cost $1 Million or More
67. The following table lists goods and works contracts for which the procurement activity is either ongoing or expected to commence within the next 18 months.
Package Number
General Description Estimated Value, USD
million
Procure- ment
Method
Review (Prior/ Post)
Bidding Procedure
Advertise- ment Date (quarter/
year)
Comments
MPSDP/ ITI/Works/ 01
Construction for up-gradation of industrial training institute (ITI) at Ujjain and Indore
11.40 NCB Prior 1S2E Q2/2018 Prequalification of Bidders: N Domestic Preference Applicable: N Advance Contracting: Y Bidding Document: Small Works
MPSDP/ ITI/Works/ 02
Construction for up-gradation of industrial training institute (ITI) at Bhopal, Housangabad, Bind, and Gwalior
16.20 NCB Prior 1S2E Q2/2018
MPSDP/ ITI/Works/ 03
Construction for up-gradation of industrial training institute (ITI) at Sagar, Jabalpur, Rewa, and Shadol
16.60 NCB Prior 1S2E Q2/2018
MPSDP/ GSP/ Works/ 01
Construction of Global Skills Park
54.94 ICB Prior 1S2E Q1/2019 Prequalification of Bidders: N Domestic Preference Applicable: N Advance Contracting: N Bidding Document: Large Works
MPSDP/ ITI/ Equipment/01
Procurement of ITI equipment for trades (i) basic cosmetology, (ii) dress making, (iii) fashion design technology, (iv) sewing technology
0.67 NCB Prior 1S2E Q4/2019 Prequalification of Bidders: N Domestic Preference Applicable: N Advance Contracting: N Bidding Document: Goods (Equipment for refurbished facilities may be rearranged
MPSDP/ ITI/ Equipment/02
Procurement of ITI equipment for trades (i) carpenter, (ii) mason, (iii) painter general, (iv) surveyor, (v) plumber
1.91 NCB Prior 1S2E Q4/2019
40
Package Number
General Description Estimated Value, USD
million
Procure- ment
Method
Review (Prior/ Post)
Bidding Procedure
Advertise- ment Date (quarter/
year)
Comments
MPSDP/ ITI/ Equipment/03
Procurement of ITI equipment for trades (i) computer hardware and network maintenance, (ii) computer operator and programming assistant (COPA), (iii) DMC-draughtsman civil, (iv) DMM-craughtsman (mechanical), (v) stenography & secretarial assistant (English), (vi) stenography (Hindi)
1.69 NCB Prior 1S2E Q4/2019 separately.)
MPSDP/ ITI/ Equipment/04
Procurement of ITI equipment for Trades (i) electrician, (ii) electronics (iii) instrument mechanic, (iv) mechanic refrigeration & air-conditioning (RAC), (vii) welder
3.13 NCB Prior 1S2E Q4/2019
MPSDP/ ITI/ Equipment/05
Procurement of ITI equipment for trades (i) mechanic (tractor), (ii) mechanic auto body painting, (iii) mechanic auto body repair, (iv) mechanic diesel engine, (v) mechanic motor vehicle (MMV)
1.87 NCB Prior 1S2E Q4/2019
MPSDP/ ITI/ Equipment/06
Procurement of ITI equipment for trades (i) fitter, (ii) sheet metal worker, (iii) tool & die maker (dies & moulds)
1.31 NCB Prior 1S2E Q4/2019
MPSDP/ ITI/ Equipment/07
Procurement of ITI lab and workshop furniture for all trades
0.45 NCB Prior 1S2E Q4/2019
MPSDP/ ITI/ Equipment/08
Procurement of ITI equipment for trades (i) litho-offset, (ii) machine minder
0.59 NCB Prior 1S2E Q4/2019
MPSDP/ ITI/ Equipment/09
Procurement of ITI trades (i) operator advance machine tools, (ii) turner, (iii) machinist
3.37 NCB Prior 1S2E Q4/2019
c. Consulting Services Contracts Estimated to Cost $100,000 or More
68. The following table lists consulting services contracts for which the recruitment activity is
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either ongoing or expected to commence within the next 18 months.
Package Number
General Description Estimated
Value, USD million
Recruit-ment
Method
Review (Prior/ Post)
Advertise- ment Date (quarter/
year)
Type of Proposal
Comments
MPSDP/ DSC/01
Selection of design and supervision consultant
2.95 QCBS Prior Advertised in
Q4/2017
FTP
Assignment: National Expertise: Consulting Advance Contracting: Y
MPSDP/ PMC/01
Selection of project management consultant
3.28 QCBS Prior Q2/2018 FTP
Assignment: National Expertise: Consulting Advance Contracting: Y
MPSDP/ Training/ 01
Selection of training service provider for GSP training support (ITE)
4.00 SSS Prior Q2/2018 FTP Assignment: International Expertise: Consulting Advance Contracting: Y
MPSDP/ Training/ 02
Selection of training service provider for GSP training support (GIZ)
5.40 SSS Prior Q2/2018 FTP Assignment: International Expertise: Consulting Advance Contracting: Y
MPSDP/ Training/ 03
Selection of training service provider for agricultural training
1.50 SSS Prior Q4/2018 FTP Assignment: National Expertise: Consulting Advance Contracting: N
d. Goods and Works Contracts Estimated to Cost Less than $1 Million and
Consulting Services Contracts Less than $100,000 (Smaller Value Contracts) 69. The following table lists smaller-value goods, works and consulting services contracts for which the activity is either ongoing or expected to commence within the next 18 months.
Goods and Works
Package Number
General Description
Estimated Value, USD
million
Number of Cont-
racts
Procure- ment
Method
Review (Prior/ Post)
Bidding Procedure
Advertise- ment Date (quarter/
year)
Comments
- - - - - - - - -
Consulting Services
Package Number
General Description
Estimated Value, USD
million
Number of Cont-
racts
Recruit- ment
Method
Review (Prior/ Post)
Advertise- ment Date (quarter/
year)
Type of Proposal
Comments
MPSDP/ PMU/01
PMU core positions
2.16 (multiple
contracts)
9-12 ICS Prior Q2/2018
NA Assignment: National Expertise: Consulting
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Advance Contracting: Y
2. Indicative List of Packages Required Under the Project 70. The following table provides an indicative list of goods, works and consulting services contracts over the life of the project, other than those mentioned in previous sections (i.e., those expected beyond the current period).
Goods
Package Number
General Description
Estimated Value
(cumulative)
Estimated Number
of Contracts
Procure-ment
Method
Review (Prior/ Post)
Bidding Procedure
Comments
MPSDP/ GSP/ Equipment /01
Procurement of equipment for GSP (ITE & GIZ equipment)
24.17
5 ICB Prior 1S2E Prequalification of Bidders: N Domestic Preference Applicable: N Advance Contracting: N Bidding Document: Goods
MPSDP/ GSP/ Equipment/02
Procurement of equipment for GSP agricultural training
1.55
2 NCB Prior 1S2E Prequalification of Bidders: N Domestic Preference Applicable: N Advance Contracting: N Bidding Document: Goods
MPSDP/ GSP/ Equipment/03
Procurement of office equipment for GSP (furnishings included in GSP civil works contract)
0.30
3 Shopping/ NCB
Prior 1S2E Prequalification of Bidders: N Domestic Preference Applicable: N Advance Contracting: N Bidding Document: Goods
MPSDP/ GSP/ consumables/01
Procurement of training consumables for GSP
3.50 (multiple
packages)
Shopping /NCB
(on annual basis)
Shopping /NCB
Prior 1S2E Prequalification of Bidders: N Domestic Preference Applicable: N Advance Contracting: N Bidding Document: Goods (Multiple packages)
Consulting services
Package Number General
Description
Estimated Value
(cumulative)
Estimated Number of Contracts
Recruit-ment
Method
Review (Prior/ Post)
Type of Proposal
Comments
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MPSDP/ GSP/ENT/01
Selection of institutional partner for entrepreneur-ship support program
0.62
1 QBS Prior FTP Assignment: National Expertise: Consulting Advance Contracting: N
3. List of Awarded and On-going, and Completed Contracts 71. The following tables list the awarded and on-going contracts and completed contracts.
a. Awarded and On-going Contracts Goods and Works
Package Number
General Description
Estimated Value
Awarded Contract
Value
Procure-ment
Method
Advertise-ment Date (quarter/
year)
Date of ADB Approval of
Contract Award Comments
- - - - - - - -
4. Non-ADB Financing
72. The following table lists goods, works, and consulting services contracts over the life of the project, financed by non-ADB sources. Goods and Works
Package Number
General Description
Estimated Value,
USD million
Estimated Number of Contracts
Procure-ment
Method
Review (Prior/ Post)
Bidding Procedure
Comments
MPSDP/ GSP-CC/01
Construction of Global Skills Park (GSP)-City Campus
3.10 1 NCB
Post 1S2E Prequalification of Bidders: N Domestic Preference Applicable: N Bidding Document: Works This is under GOMP funding and procurement procedures
MPSDP/GSP-CC/ equipment/01-09
Procurement of equipment & furnishing for GSP-City Campus
2.95 (multiple
packages)
5 (TBC)
NCB Post 1S2E Prequalification of Bidders: N Domestic Preference Applicable: N Bidding Document: Goods This is under GOMP funding and procurement procedures
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Consulting Services
Package Number
General Description
Estimated Value, USD
million
Estimated Number of Contracts
Recruit-ment
Method
Review (Prior/ Post)
Type of proposal
Comments
MPSDP/Branding/01
Social marketing and branding
3.10 3 to 5 QCBS Post FTP This is under GOMP funding and procurement procedures
MPSDP/Audit/01
Internal audit firm
0.10 1 to 2 QCBS Post FTP This is under GOMP funding and procurement procedures
D. Consultant's Terms of Reference 73. Terms of reference for consultants are provided in Appendix 4.
VII. SAFEGUARDS
74. Environment. The project is category B for environment. All the new buildings for ITI upgradation are planned within the existing campuses and on vacant and unencumbered land owned by GOMP. The GSP site is also vacant and unencumbered land owned by GOMP. None of project components are within core and buffer zones of national parks, sanctuaries, tiger reserves, and biosphere reserves; or within 100 meters from the boundary of protected monuments of archaeological importance. No wetlands or reserved or protected forest land is being acquired for or used in project-related activities. Given the scope and nature of civil works under the project, there will not be any major environmental impact. Potential effects of construction and refurbishment activities will be site-specific and can be adequately addressed through appropriate screening and environmental management plans (EMPs). During operation, facilities will be required to have adequate waste and waste management system. The implementing agencies—MPHIDB for ITI civil works and DOSD for GSP civil works—will ensure that EMPs are all duly implemented. Any activity expected to generate adverse and irreversible environmental impacts will be excluded from the project. 75. Involuntary resettlement. The project is category C for involuntary resettlement. No new land will be acquired for this project, permanently or temporarily, from a person, household, business establishment, or from a community. Any site that would trigger any involuntary resettlement issues will be excluded. All legal formalities pertaining to land transfer from other GOMP departments to DTESD&D have been completed and land is in possession of DTESD&E. The GSP site as well as sites of the existing ITI campuses are free from encumbrance. Construction activities related to the project will not restrict any person’s land use or access to legally-designated parks or protected areas. The refurbishment of existing buildings or construction of new buildings for the project components will not block or affect any person’s assets, access to assets, income sources, or means of livelihoods. 76. Indigenous peoples. The project is category B for indigenous peoples. The share of scheduled tribes in Madhya Pradesh’s population is 21%, higher than the national average of 15%, while the share of scheduled castes at 16% is similar to the national average. The project does not envisage any adverse impacts on scheduled tribes and scheduled castes. Rather, improved training programs and ITI management practices are expected to have positive impacts on the groups’ access to improved training programs. An indigenous peoples plan (IPP) has been prepared to ensure access to the skill development components of the project, both at GSP and
45
ITIs, for all indigenous groups in the state, so that they can benefit equitably and in a culturally appropriate manner from the project. The executing and implementing agencies will prepare semiannual social safeguards monitoring reports on the IPP implementation, reflecting all actions undertaken to ensure the indigenous peoples’ accessibility to improved training programs at GSP and ITIs, their enrollment rates, and job placements. 77. Prohibited investment activities. Pursuant to ADB’s Safeguard Policy Statement (2009), ADB funds may not be applied to the activities described on the ADB Prohibited Investment Activities List set forth at Appendix 5 of the Safeguard Policy Statement (2009).
VIII. GENDER AND SOCIAL DIMENSIONS 78. The project is categorized as effective gender mainstreaming. DOSD will be responsible for ensuring the implementation of the gender and social inclusion activities set out in the gender equality and social inclusion (GESI) plan (Table 17). The project aims to ensure inclusiveness and enhanced participation of women and socially disadvantaged communities in Madhya Pradesh in skilling and employment opportunities provided. The GESI plan for this project has taken into account the various issues and challenges experienced by women in skilling ecosystem in the state. Focused group discussions were conducted in all 10 ITIs under the project with stakeholders such as community leaders, indigenous persons, current and past students of the ITI, ITI faculty, non-governmental organizations and industry partners in the district. The findings from these focus group discussions, along with consultations with relevant government departments (e.g. Tribal Welfare Department), have helped develop the GESI plan and the list of short- and long-term training opportunities to be supported under the project. 79. The key measures in the GESI plan include the provision of women’s hostel facilities in four ITIs, which will enable women of small towns and rural areas to access good quality TVET programs. Gender-sensitive counselling services to be offered at the ITIs, introduction of international quality training at the GSP, and short-term trainings at 10 ITIs all aim to expand career choices for women. Institutional development plans of 10 ITIs will reinforce ITI management to address gender and social issues. Communication and social marketing activities will carry out mobilization drives to encourage training participation in the GSP and ITIs by women and socially disadvantaged groups. Considering the emphasis on training of trainers under the project, it will also promote the inclusion of female trainers as part of master trainer programs. 80. GESI-related capacity development initiatives, targeted at implementing agencies and project stakeholders, will also be carried out on basic GESI concepts and practices in the context of skills improvement. They are aimed at ensuring the ownership of the GESI commitments to promote the effective outreach and to address the needs of women and socially marginalized groups. 81. The GESI plan will be implemented as part of project activities by 10 ITIs and GSP management staff. PMU will include a gender and social development specialist who will assist DOSD to ensure its implementation and monitor its progress. Special attention will be paid to the collection of date disaggregated by sex, scheduled tribe, scheduled caste, people with disability, and other disadvantaged groups. Relevant outcome and output indicators included in the design and monitoring framework (DMF) will also be tracked by MIS disaggregated by these groups. Regular monitoring of the GESI plan will be carried out by relevant project staff as well as the gender and social development specialist in PMC, which will be attached to each of the progress reports sent to the ADB.
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82. DTESD&E and DOSD will ensure that the bidding and contract documents include specific provisions where the government requires contractors to comply with all: (i) applicable labor laws and core labor standards on: (a) prohibition of child labor as defined in national legislation for construction and maintenance activities; (b) equal pay for equal work of equal value regardless of gender, ethnicity, or caste; and (c) elimination of forced labor; and (ii) the requirement to disseminate information on sexually transmitted diseases including HIV to employees and local communities surrounding the project sites. These will be monitored as part of the project’s safeguards and quarterly reporting requirements.
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Table 17: Gender Equality and Social Inclusion Plan Activities Targets and Performance Indicators Responsibility Timeline
Outcome: Number of skilled workers with internationally or nationally recognized TVET certificates increased
a. At least 18,000 youth received internationally recognized certificates from the GSP for advanced job-ready skills
Out of the total enrollment in GSP, at least 30% will be women, 50% will be from socially disadvantaged groups (e.g., scheduled tribes, scheduled castes), and 6% will be persons with disability. (2017 baseline: 0)
DOSD, PMU By 2024
b. At least 90% of 10 ITI graduates certified with NCVT
At least 30% of trainees receiving NCVT certificates will be female. (2016 baseline: 21%)
DOSD, PMU By 2024
Output 1: Global Skills Park established for advanced training and TVET support
1.1 At least 200 GSP trainers created to impart international standards GSP training
Out of total trainers, at least 30% will be female trainers. (2017 baseline: 0)
DOSD, PMU By 2023
1.2 At least 3,000 youth trained for advanced agricultural skills at CAAT
At least 30% trainees at CAAT will be female. (2017 baseline: 0)
DOSD, PMU Annual target
1.3 At least 500 applicants receive support for entrepreneurship and mentoring from Center for Innovation and Entrepreneurship
At least 30% of participants will be female. (2017 baseline: 0)
DOSD, PMU By 2023
Output 2: Quality and relevance of state ITI programs enhanced
2.1 At least 25,000 students enrolled in the CTS in 10 ITIs for NCVT certificates
Out of the total enrollment in 10 ITIs, at least 30% will be women; 50% will be socially and economically disadvantaged groups; and 6% will be persons with disability.a
(2017 baseline: female 28%, socially disadvantaged groups 60%, physically disabled groups 4%)
DOSD, ITI Management Committee
Annual Target
2.2 At least 35,000 youth trained in industry-led, short-term courses for upskilling and/or reskilling
• Out of the total enrollment in 10 ITIs, at least 35% will be women; 50% will be socially and economically disadvantaged groups; and 6% will be persons with disability. (2017 baseline: 0)
• Out of the total short-term training programs to be developed, at least 30% of training courses are specifically targeted at women and social disadvantaged groups, including nontraditional programs for women. (2017 baseline: 0)
DOSD, ITI Management Committee
Annual Target
2.3 Creation of a pool of 320 master trainers in 10 ITIs and capacity of 600 trainers from network ITIs developed
At least 25% trained master trainers will be women. (2017 baseline: 23% female; 125 females out of 543 total regular teaching faculty)
DOSD, ITI Management Committee
By 2023
48
Activities Targets and Performance Indicators Responsibility Timeline
2.4 Capacity improvement of 600 trainers from network ITIs, including soft skills training
At least 25% of trainers from network ITIs will be women. (2017 baseline: not available)
DOSD, ITI Management Committee
By 2023
Output 3: Inclusive and market-aligned TVET access strengthened
3.1 At least 1,500 youth with disability trained in the GSP and 10 ITIs
• At least 20 training programs are conducted for trainers and interpreters on disability and cultural training and awareness, sign language, and others.
DSOD, PMU By 2023
3.2 Infrastructure developed to accommodate accessibility for people with disability
• All new and upgraded infrastructural facilities have accessible design and barrier-free environment, with different types of aids, equipment, and assistive technology for people with disabilities.
DOSD, PMU By 2023
3.3. Women hostels established • Women hostels established in four ITIs (Indore, Jabalpur, Rewa, and Ujjain).
• Recruitment of female guards for women’s hostels.
DOSD, ITI Management Committee
By 2023
3.4 Job counseling and placement centers operationalized
• All staff in job counseling and placement centers will undergo sensitizing orientation programs to provide services for women, socially disadvantaged groups, and people with disabilities.
DOSD, PMU By 2023
3.5 TVET mobilization drives conducted
• At least 2 sensitization workshops and mobilization drives per year are carried out to encourage GSP and ITI participation by women and disadvantaged groups.
• All mobilization drives include messages for encouraging women participation in engineering and nontraditional trade programs.
DOSD, PMU By 2023
Output 4: Institutional capacity for TVET management improved
4.1 At least 40 officials from DOSD and other skills agencies completed TVET management and leadership training
At least 30% training participants are women. DOSD, PMU By 2023
4.2 Conduct gender training for PMU staff
All PMU staff will complete mandatory gender sensitivity training organized by gender and social development specialist. Training to be carried out annually.
DOSD, PMU Annually
4.3 Project MIS includes GESI indicators
Project MIS will incorporate all GESI indicators, and all reports will include reporting on the status of GESI implementation.
DOSD, PMU Annually
CAAT = Center for Advanced Agricultural Training, CTS = Craftsperson Training Scheme, DOSD = Directorate of Skill Development, GESI = gender equality and social inclusion plan, GSP = Global Skills Park, ITI = industrial training institute, MIS = management information system, NCVT = National Council for Vocational Training, PMU = project management unit, TVET = technical and vocational education and training. a Government Order on reservations in ITIs. Source: Asian Development Bank.
49
IX. PERFORMANCE MONITORING, EVALUATION, REPORTING, AND COMMUNICATION
A. Project Design and Monitoring Framework 83. Based on the project’s expected outputs and outcome, DMF has been developed to enable meaningful measurement and monitoring of the project’s performance.
Table 18: Design and Monitoring Framework
Impacts the Project is Aligned with
By 2026, employment and income prospects for young men and women in Madhya Pradesh increased (National Policy for Skill Development and Entrepreneurship 2015)a
Results Chain Performance Indicators with Targets
and Baseline
Data Sources and Reporting Mechanisms Risks
Outcome Number of skilled workers with internationally or nationally recognized TVET certificates increased
By 2024: a. At least 18,000 youth received
internationally recognized certificates from the GSP for advanced, job-ready skills (30% women) (2017 baseline: 0)
b. At least 90% of graduates from 10 ITIs certified with NCVT (2017 baseline: 30%)
a–b. MIS project reports of DOSD
Fiscal constraints may undermine the sustainability of advanced training at the GSP.
Outputs 1. GSP established
for advanced training and TVET support
By 2023: 1a. At least 60 advanced training
workshops or laboratories constructed at the GSP for industrial-setting learning experience
(2017 baseline: not applicable) 1b. New advanced training for 10 trades
implemented at COSA with international partnerships (2017 baseline: not applicable)
1c. At least 3,000 youth trained for advanced agricultural skills at CAAT (at least 30% women)
(2017 baseline: not applicable) 1d. At least 500 applicants receive
support for entrepreneurship and mentoring from Center for Innovation and Entrepreneurship (30% women) (2017 baseline: not applicable)
1a–1d. Quarterly progress reports of DOSD, MIS reports, and DOSD annual reports
Enrollment in new advanced training at the GSP does not reach the expected level.
2. Quality and relevance of state ITI programs enhanced
By 2023: 2a. Training facilities and equipment at
10 ITIs upgraded to meet NCVT requirements
(2017 baseline: not applicable) 2b. At least 25,000 students enrolled in
CTS in 10 ITIs for NCVT certificates (30% women) (2017 baseline: 8,500)
2a–2e. Quarterly progress reports of DOSD, MIS reports, and DOSD annual reports
50
Results Chain Performance Indicators with Targets
and Baseline
Data Sources and Reporting Mechanisms Risks
2c. At least 35,000 youth trained in industry-led, short-term courses for upskilling and/or reskilling (35% women) (2017 baseline: 0)
2d. Job placement rate of 10 ITIs improved by 30 percentage points from the baseline
(2017 baseline: below 40%)b 2e. A cadre of 320 master trainers from
10 ITIs created and 600 trainers from network ITIs trained with upgraded pedagogic and technical competencies (at least 25% women) (2017 baseline: 0)
3. Inclusive and market-aligned TVET access strengthened
By 2023: 3a. At least 1,500 youth with disability are
trained in the GSP and 10 ITIs (2017 baseline: 420) 3b. All facilities constructed or upgraded
with barrier-free designs for people with disabilityc
(2017 baseline: not applicable) 3c. Women’s hostels established in four
ITIs (Indore, Jabalpur, Rewa, and Ujjain) (2017 baseline: 0)
3d. At least two TVET mobilization drives per year implemented, targeted at women, people with disability, and other disadvantaged groups
(2017 baseline: not applicable)
3a–3d. Quarterly progress reports of DOSD, MIS reports, and DOSD annual reports
4. Institutional capacity for TVET management improved
By 2023: 4a. At least 40 officials from DOSD and
other skills agencies completed TVET management and leadership training
(2017 baseline: 0) 4b. Results-oriented institutional
development plans for 10 ITIs implemented
(2017 baseline: not applicable) 4c. GSP Society registered under the
Madhya Pradesh Societies Registration Act, 1973, with its operational guidelines ready for implementation
(2017 baseline: not applicable) 4d. MIS, including gender equality and
social inclusion indicators, designed and operationalized
(2017 baseline: not applicable)
4a–4d. Quarterly progress reports of the project, MIS reports, and DOSD annual reports
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Key Activities with Milestones 1. GSP established for advanced training and TVET support 1.1. Develop detailed designs of the GSP campus and issue bid documents for its construction
(Q3 2018–Q1 2019). 1.2. Conduct industry consultations on internship and cooperation programs for GSP training, and
finalize cooperation memorandums of understanding (Q3 2018–Q4 2019). 1.3. Finalize training implementation plans for COSA and CAAT, including selection of trainees and
trainers, curriculum designs, and certification and assessment procedures (Q3 2019). 1.4. Recruit trainers, conduct training of trainers, and commence trainee recruitment (Q1–Q4 2020). 1.5. Complete the civil works, set up training workshops, and install equipment (Q4 2020–Q1 2021). 1.6. Commence GSP training courses with technical support from ITE and GIZ (Q1 2021). 2. Quality and relevance of state ITI programs enhanced 2.1. Commence the upgrading civil works for 10 ITIs (Q4 2018). 2.2. Complete institutional development plans for ITIs and the DOSD performance rating system
(Q3 2019). 2.3. Finalize implementation plans for NCVT-aligned CTS programs, training of trainers, and short-term
training with industry collaboration (Q1 2020). 2.4. Establish a pool of master trainers from 10 ITIs and assessors, and conduct training of trainers in
partnership with national and international institutions (Q2 2019–Q3 2020). 2.5. Select trainers from network ITIs based on trades and eligibility criteria for upgrading training
programs in pedagogic and technical competencies (Q1–Q4 2020). 2.6. Complete the upgrading works, set-up workshops, and install equipment (Q4 2020). 2.7. Commence CTS programs with NCVT and short-term training aligned with the National Skills
Qualification Framework (Q3 2020). 3. Inclusive and market-aligned TVET access strengthened 3.1. Conduct periodic social marketing and mobilization drives for training at the GSP and ITIs, with
special attention to women and socially disadvantaged groups (Q2 2019–Q4 2020). 3.2. Monitor all construction works to ensure women-friendly and barrier-free designs at the GSP and
10 ITIs (Q1 2019–Q4 2020). 3.3. Operationalize career counseling and job placement centers at the GSP and 10 ITIs to reach out to
women and disadvantaged groups (Q4 2020). 3.4. Carry out periodic training programs for GSP and ITI trainers on disability, cultural training and
awareness, sign language, and pedagogic methods (2021–2023). 3.5. Implement recognition of prior learning programs in coordination with state support schemes (2021–
2023). 4. Institutional capacity for TVET management improved 4.1. Finalize work plans for TVET leadership and management training, and commence training for
DOSD and PMU officials with ITE (Q1–Q2 2019). 4.2. Undertake project management, financial management, procurement, gender, and safeguard
monitoring training for all PMU and GSP staff (Q1–Q4 2019). 4.3. Establish a robust MIS and monitoring and evaluation manuals to monitor project performance at
the GSP and ITIs (Q4 2019). Project Management Activities Establish a full staffed PMU (Q3–Q4 2018). Prepare and submit quarterly progress reports (from Q1 2019).
Inputs Asian Development Bank: $150 million (OCR regular loan) Government of Madhya Pradesh: $90 million Japan Fund for Poverty Reduction: $2 million (TA grant)
Assumptions for Partner Financing Not applicable
CAAT = Centre for Advanced Agricultural Training, COSA = Center for Occupational Skills Acquisition, CTS = Craftsman Training Scheme, DOSD = Directorate of Skill Development, GIZ = Deutsche Gesellschaft für Internationale Zusammenarbeit, GSP = Global Skills Park, ITE = Institute of Technical Education Singapore, ITI = industrial training institute, MIS = management information system, NCVT = National Council for Vocational Training, OCR = ordinary
52
capital resources, PMU = project management unit, Q = quarter, TA = technical assistance, TVET = technical and vocational education and training. a Government of India, Ministry of Skill Development and Entrepreneurship. 2015. National Policy for Skill
Development and Entrepreneurship. New Delhi. b This estimate is based on data gathered from selected ITIs during project preparation because no systematic
baseline data are available from all relevant ITIs. A tracer study, to be conducted under the attached TA, will establish a baseline job placement rate.
c Barrier-free designs include ramps with specified width, inclusion of elevators in all buildings, proper signage, adequate width for lift doors, and suitable locations and space requirements for toilets.
Source: Asian Development Bank.
B. Monitoring 84. Project performance monitoring. DOSD, through PMU, and with the support of PMC, will be responsible for monitoring the implementation and performance of MPSDP, and for reporting and documenting the results achieved at various stages of the project. DOSD will have the overall responsibility of coordinating with other implementing agencies for tracking the performance targets laid down in DMF. DOSD will also be responsible for conducting targeted internal and independent studies, and for disseminating the findings to the stakeholders. DOSD will develop periodic monitoring reports (monthly, quarterly, and annual) as required, which will include progress in implementation and monitoring activities, the results on the performance indicators (input, process, outputs, and outcome), and identification of implementation issues and other challenges. These reports will be submitted to DTESD&E and ADB on a quarterly and annual basis. 85. ADB will field two review missions each year. One review will discuss the progress in the performance of MPSDP, based on the periodic progress reports submitted by DOSD. These will specify the physical progress of different outputs, usage of funds, and implementation challenges and possible solutions, including assessment of whether the outputs are leading to the desired outcomes. The second review will focus on implementation arrangements and project performance under various outputs of MPSDP. Field visits will be undertaken as required to review the progress being made in terms of training, civil works, upgrading of training facilities and equipment, and implementation of institutional reforms and to ascertain the stakeholder response. The annual implementation plan, including detailed budgeted work plan and procurement plan for the following year will also be discussed and finalized during the review missions. The annual implementation plan and budget will be approved subsequent to the mission, by the PSC. 86. Compliance monitoring. The status of compliance with project design, including actions taken to comply with the loan covenants and assurances will be reported by DOSD during the review missions. Based on the understanding reached during these missions, status will be updated in the ADB's project performance reporting system. The monitoring mechanism will include reporting by DOSD for review and verification during review missions and a field level monitoring and evaluation study, if required.
87. Safeguards monitoring: Environment. MPSDP is categorized B for environment. It will establish a new GSP campus on a vacant and unencumbered land owned by GOMP. It will also upgrade 10 government ITIs within the existing campuses and on vacant and unencumbered land owned by GOMP. Further, the project shall install equipment for GSP or existing and/or new buildings of ITIs. The potential effects of construction and refurbishment activities will be site-specific and can be adequately addressed through appropriate screening and mitigation measures. Therefore, no significant environmental impact is anticipated from the civil works within the existing premises. The initial environmental examination and EMPs have been prepared. A
53
qualified, full-time environment safeguards consultant in the PMC will support the DOSD’s PMU team to monitor all aspects pertaining to environment and prepare semiannual environmental monitoring reports to be provided to ADB. 88. Safeguard monitoring: Indigenous People. The project is categorized B in terms of indigenous peoples and an IPP has been prepared for the project. DSOD will be responsible for the implementation and monitoring of the IPP with the support of the PMC. Social monitoring reports will be prepared by DOSD semiannually to report how the targeted groups (indigenous peoples and other socially disadvantaged groups, including persons with disabilities and women) are benefiting in different areas in terms of training and job placement. Therefore, the data captured in the reports will be disaggregated by various socially disadvantaged groups and sex. Consolidated monitoring reports will be shared with ADB. The PMC will include a full-time gender and social development specialist for this purpose, who will conduct sensitization training workshops besides monitoring and reporting on targets and achievements set out in the GESI plan. The specialist will also support the project staff in conducting community-level consultations, focusing on understanding and safeguarding the rights and needs of indigenous peoples. 89. Safeguard monitoring: Involuntary Resettlement. The project is categorized C since it will not require any land acquisition or involve the displacement of people. All civil works will be on current government premises or on government-owned lands for purpose of the project. No involuntary resettlement is allowed for the proposed construction. The semiannual social monitoring reports will confirm the absence of involuntary resettlement impacts.
90. Gender and social dimensions monitoring. DOSD will implement and monitor the activities under the GESI plan with support from PMC firm. DOSD will be responsible for monitoring the GESI plan and will submit periodic (quarterly) reports in the GESI monitoring matrix (Appendix 5), which will capture progress achieved against activities and indicators outlined in the GESI plan. An experienced gender and social development specialist will be engaged under the PMC firm for the purpose. The project MIS has been designed to record sex-disaggregated data for all project components. In addition to quantitative indicators, DOSD with support from the gender and social development specialist will collect qualitative data (e.g., impact stories) as much as possible to provide assessments on the interventions (i.e., before and after project implementation) in terms of expanded training opportunities, career outlooks among the target groups, and employment outcomes. C. Evaluation 91. The PMC shall conduct a baseline study for establishing the baseline dataset for all the key performance indicators listed in the DMF during the first year of project implementation, which will be essential for monitoring the progress and impact of the project. 92. The midterm review is proposed to be conducted during the third year (2021) of the project implementation. During the midterm review, the progress on the overall results, project implementation, and the design of different project components will be reviewed. A monitoring and evaluation specialist will be engaged under PMC to undertake monitoring and evaluation (including tracer studies) to capture the critical data against performance indicators, and to analyze and prepare case studies and reports. These will also inform the review process by providing evidence on the project performance in terms of achieving the desired outputs and outcomes. Within 6 months of physical completion of the project, DTESD&E will submit a project
54
completion report to ADB.25
D. Reporting 93. DOSD with the support of PMC will provide ADB with (i) quarterly progress reports in a format consistent with ADB's project performance reporting system; (ii) consolidated annual reports including (a) progress achieved under outputs measured by performance indicators and targets in the DMF; (b) key implementation challenges and solutions; (c) updated procurement plan to be agreed with ADB; (d) updated implementation plan for the next 12 months; (e) compliance with loan covenants and assurance; (iii) a project completion report within 6 months of physical completion of the project; and (iv) other requirements as appropriate. To ensure that the project will continue to be both viable and sustainable, project accounts and the executing agency’s audited financial statement together with the associated auditor's report should be reviewed. 94. The following table shows the reporting requirements after the start of the project:
Table 19: Reporting Requirements Report Responsible for compiling
1. Quarterly progress reports against key targets DOSD
2. Consolidated annual reports including a. progress achieved as against the targets set under outputs,
outcomes and impacts, through the relevant indicators identified within the DMF,
b. key implementation challenges and resolutions; c. updated procurement plan; d. updated implementation plan for the next 12 months; e. progress in terms of civil works and procurement of
equipment f. compliance with loan covenants and assurance:
environmental, social, inclusive education and overall
DOSD
3. Annual report on performance of training programs DOSD
4. Annual report on performance of GSP and 10 ITIs DOSD 5. Gender, social and environment safeguards monitoring reports
to be attached to the quarterly progress report DOSD
6. Annual audit report and financial statements of the project DOSD
DMF = design and monitoring framework, DOSD = Directorate of Skill Development, GSP = Global Skills Park, ITI = industrial training institute. Source: Asian Development Bank.
E. Stakeholder Communication Strategy 95. A consultation and participation plan will be developed mainly as part of the GSP and ITI communication strategy to mobilize trainees across the state to participate in the new GSP training and the upgraded 10 ITIs. Along with the overall communication strategy, preliminary outreach materials for building awareness about the opportunities offered by TVET, GSP, and ITIs, and career counselling materials focusing on select trades and job roles will be prepared.
Gender-concerns will be incorporated into these materials. Sensitization workshops regarding the communication strategy will be carried out for potential trainees and their parents, community
25 The format for project completion report is available at: http://www.adb.org/Consulting/consultants-toolkits/PCR-
Public- Sector-Landscape.rar
55
leaders, socially marginalized groups, and other stakeholders. Similar workshops will be conducted for other stakeholders such as industry, assessment agencies, and sector skills councils, in partnership with DOSD officials.
96. Consolidated information on all project activities and the progress will be posted on the website of DOSD, with links to all relevant implementing agencies. DOSD will take the lead in preparing annual reports in which achievements to date will be summarized, along with details about what is working well and what needs to be improved. DOSD will be assisted by the communication and counselling specialist who will be part of the PMC. Together, they will ensure that the communication strategy is implemented effectively so that the potential benefits of the project are shared by large numbers of needy youth of Madhya Pradesh.
X. ANTICORRUPTION POLICY 97. The Government of India, the State, executing agency and MPHIDB are advised of ADB’s Anticorruption Policy (1998, as amended to date). Consistent with its commitment to good governance, accountability and transparency, implementation of the project shall adhere to ADB’s Anticorruption Policy. ADB reserves the right to review and examine, directly or through its agents, any alleged corrupt, fraudulent, collusive, or coercive practices relating to the project. In this regard, investigation of government officials, if any, would be requested by ADB to be undertaken by the government. To support these efforts, relevant provisions of ADB’s Anticorruption Policy are included in the Loan Regulations and the bidding documents. In particular, all contracts financed by ADB shall include provisions specifying the right of ADB to audit and examine the records and accounts of executing agency and MPHIDB and all contractors, suppliers, consultants, and other service providers as they relate to the project.
98. ADB's Anticorruption Policy designates the Office of Anticorruption and Integrity as the point of contact to report allegations of fraud or corruption among ADB-financed projects or its staff. Office of Anticorruption and Integrity is responsible for all matters related to allegations of fraud and corruption. For a more detailed explanation refer to the Anticorruption Policy and Procedures. Anyone coming across evidence of corruption associated with the project may contact the Anticorruption Unit by telephone, facsimile, mail, or email at the following numbers/addresses:
• by email at [email protected] or [email protected]
• by phone at +63 2 632 5004
• by fax to +6326362152
• by mail at the following address (Please mark correspondence Strictly Confidential):
Office of Anticorruption and Integrity Asian Development Bank 6 ADB Avenue, Mandaluyong City 1550 Metro Manila, Philippines
XI. ACCOUNTABILITY MECHANISM
99. An apex state-level grievance redress cell will be established at PMU within DOSD. Relevant representatives of other agencies will also be co-opted into it as required. The grievance redress cell will handle potential grievances from project beneficiaries and stakeholders, whether from social, environmental, or contractual perspectives. The details with respect to the
56
environment and social safeguards grievances will be discussed in the respective EMP and IPP. The complainant may approach a court of law at any time if not satisfied with the responses from the grievance redress cell. The time lines specified for resolution of complaints are one month at the PMU level. A complaint register will be maintained at the PMU level to record complaints and details of action taken. 100. People who are, or may in the future be, adversely affected by the project may submit complaints to ADB’s Accountability Mechanism. The Accountability Mechanism provides an independent forum and process whereby people adversely affected by ADB-assisted projects can voice, and seek a resolution of their problems, as well as report alleged violations of ADB’s operational policies and procedures. Before submitting a complaint to the Accountability Mechanism, affected people should make an effort in good faith to solve their problems by working with the concerned ADB operations department. Only after doing that, and if they are still dissatisfied, should they approach the Accountability Mechanism.26
XII. RECORD OF CHANGES TO THE PROJECT ADMINISTRATION MANUAL 101. All revisions and/or updates during the course of implementation should be retained in this section to provide a chronological history of changes to implemented arrangements recorded in the PAM, including revision to contract awards and disbursement s-curves.
26 Accountability Mechanism. http://www.adb.org/Accountability-Mechanism/default.asp.
Appendix 1 57
APPENDIX 1 DESCRIPTION OF GLOBAL SKILLS PARK
A. Context 1. The state of Madhya Pradesh, the sixth most populous state in India (about 78 million), has been one of the fastest growing states in the country, averaging an annual growth of 8.0% during FY2012–FY2017. The share of the three sectors i.e., primary, secondary, and tertiary in the state’s economy in terms of gross state valued added in FY2017 was 41%, 20% and 39%, respectively.1 The primary sector comprising of agriculture is the largest contributor and the fastest
growing sector (20% during FY2012–FY2017). Madhya Pradesh is the largest producer of key crops such as pulses, oilseeds, soybeans, and gram; the second largest in wheat and mustard; and leading in production of rice, sugarcane, maize, and cotton. The contribution of the secondary sector consisting of manufacturing, power, gas and water supply, construction, among others, has been the lowest among the three sectors, but the sector has recently shown strong growth at 8% (FY2012–FY2017). The impressive growth of the tertiary sector (15% in FY2012–FY2017) has been driven by trade, hotels, real estate, finance, insurance, transport and communication services. 2. During the last few years, the state’s infrastructure has improved considerably, and it has been attracting significant private-sector investments in areas such as power, information technology, automotive, electronics, machinery, textiles, hospitality, and tourism. From a skill development perspective, the economic share, growth rates, and investments are indicators where the jobs are expected to be created and skilled labor will be in demand. In case of Madhya Pradesh, between FY2012 and FY2017 the share of the state’s working-age population employed in the secondary sector has increased from 13% to 22% and the share employed in the tertiary sector has risen from 17% to 23%. The surplus labor in agriculture, in addition to being deployed in organized sectors, has also found significant employment in other sectors in contract work, self-employment, or entrepreneurship models. These include sectors such as infrastructure and construction driven by government spending; and self-employment or entrepreneurship driven by easy availability of financing schemes such as Prime Minister Mudra Yojana. Given the already predominance of agriculture in the state’s economy, creating additional jobs in the sector would be a challenge unless new-age farming driven by the government’s “Doubling Farmers’ Income” initiative and the downstream food processing industry take off. 3. In this context, a survey of the Indian TVET sector, including Madhya Pradesh, reveals that most of TVET institutions provide training to support the skill-based economy. The investments in the TVET space to support the larger economy’s transition to the technology and other phases is low. The industrial training institutes (ITIs), along with the polytechnics, are the key institutional models in the TVET space. The Indian TVET system focuses on the creation of craftsmen and technicians by ITIs and supervisors by polytechnics, while the university system provides engineers, technologists, managers and researchers for various fields. 4. The ITI system today in Madhya Pradesh has over 1,000 institutions, of which 233 are public.2 The duration of ITI courses vary from 6 to 36 months, with education eligibility to avail them is classes 8 to 12 pass. Over the years, the ITI system across the country and in Madhya Pradesh has faced multiple challenges and undergone reform initiatives, but its two biggest drawbacks continue to be: (i) the low quality of its output, that is the low employability of its pass-
1 Ministry of Statistics and Program Implementation, Government of India. 2 National Council for Vocational Training MIS portal, accesses on 29 April 2018
58 Appendix 1
outs; and (ii) its inability to support the economy’s transition to the technology phase. The reform initiatives have had moderate success, varying across geographies, depending on individual ITI leadership. None of the initiatives has focused on supporting the economy’s transition to the higher impact phases, applying emerging technology and innovation. There is an opportunity to establish an advanced quality TVET institution, which can address the drawbacks within the ITI system and leads the overall TVET to improve its quality and relevance. 5. The Global Skills Park (GSP) has been conceptualized with the support of expertise from the Institute of Technical Education (ITE) Singapore, based on the existing memorandum of understanding with Government of Madhya Pradesh (GOMP). A needs’ analysis was carried out by ITE in July 2017 to assess the feasibility of establishing a GSP in Bhopla, Madhya Pradesh. In addition, recent business and investment reports in the state show that the city of Indore is emerging as the India’s second biggest automotive manufacturing hub; IT special economic zones has attracted top IT companies such as Infosys and Tata Consulting Services; major pharmaceutical companies such as Ajanta, Alkem and Rusan Pharma are located in special economic zones in Pithampur; many consumer packaged goods companies have warehouses in the state to save on logistics expenses; and the state is emerging as a solar hub. Importantly, stakeholder’s workshops and interactions with industries indicated strong demand for a skilled workforce. B. Vision, Objectives, and Functions of the Global Skills Park 6. The vision of the GSP is to achieve the national “Make in India” and “Skill India” agenda through global standards in skills development and certification. The objectives of the GSP are as follows:
(i) Establish internationally recognized standards in management, teaching, and training infrastructure for skills development.
(ii) Introduce an industrial cluster approach to developing occupation-ready skills. (iii) Strengthen linkages and cooperation with industries through training partnership
in GSP, as well as to support in-company training such as structured apprenticeship program.
(iv) Stimulate and enhance innovations in skills development through research, future skills, lifelong learning, productivity enhancement, application of technologies and innovation.
7. The functions of the GSP, in addition to skills training, will include the following: (i) Upskilling of TVET trainers (training of master trainers); (ii) Certification and assessment services, including overseas employment; (iii) Quality assurance services; (iv) Support for apprenticeship services; (v) Entrepreneurship development and incubation services; (vi) Applied research on skills development to support the formulation of policy and
strategies on TVET planning, development, execution, monitoring and evaluation; and
(vii) Residential and hostel services, and convention and event services.
C. Operating Model of the Global Skills Park 8. The GSP will be established as the new state-of-the-art TVET institution that would seek to:
(i) create a TVET workforce in Madhya Pradesh with high level of employability; and
Appendix 1 59
(ii) enable the TVET ecosystem in the state to move into the technology-innovation space from the current skill-based one.
9. GSP will have unique features that are enshrined in its training philosophy consisting of: (i) cluster-sector approach to skill development; (ii) applied industry skills that lead to production of industry products and services; (iii) occupation-ready skills; (iv) international partnerships with reputable international TVET partners; and (v) aspirational in terms of design, aesthetics, and functionality of the GSP campus and its facilities. Hence, the proposed GSP is distinct in its positioning within the existing skilling ecosystem and will create “aspirational” attraction for young people and others to pursue vocational education courses and go into a specific occupation. 10. GSP aims to develop a highly skilled workforce for the state and elsewhere and enhance the state’s overall TVET environment with support services, such as training of trainers, entrepreneurship development support, and skills related research. The operating model of GSP consists of training and TVET support services, as depicted in Figure A1.1.
Figure A1.1: Operating Model of the Global Skills Park
11. Center for Occupational Skills Acquisition (COSA). COSA will be the core center at GSP, which will impart advanced training with technical support from two international premier TVET institutional partners, Institute of Technical Education (ITE) Singapore and Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Germany. COSA will be equipped with facilities and equipment that simulate actual industrial settings to deliver quality advanced training for internationally recognized certification and assessments. Trainers will be recruited based on industrial experience, who will be further trained by ITE and GIZ. Trades to be implemented in COSA include precision machining, electronic technology, ICT networking, building facility technologies, automotive technology, mechatronics, mechanical technology, electrical technology, and hospitality operations. 12. COSA will be positioned as a model TVET institution and will possess some key features such as: dedicated team of management staff that are visionary and committed to achieving a high standard of TVET development and delivery; an aesthetically appealing physical infrastructure that is befitting of a model TVET institution; an authentic learning environment with modern training facilities and equipment to prepare students for skilled level employment in the
60 Appendix 1
engineering and services sectors; technically and pedagogically competent staff with relevant industry work experience; and training curriculum that is contextualised to Madhya Pradesh and relevant to industry needs to ensure the employability of its graduates. Yet, COSA’s core training programs will also be flexible enough to train TVET students and trainers from other states. 13. COSA – Industry Cooperation Center. COSA will also house industry-led training facilities where reputable companies will set up own training workshops for training and recruitment of prospective employees, or to carry out specific industrial tasks. This system of industry-led training facilities inside COSA aims to address the placement challenge of short-term training programs under National Skills Qualification Framework (NSQF) by calling on companies that have large captive workforce requirement. GSP will provide built infrastructure in shell form, which companies can modify and equip with training machinery and aids. Alternatively, the companies will also collaborate with GSP in establishing a training unit with the required curriculum to meet own requirements and those of the NSQF levels. The companies will mobilize the candidates or with support from GSP (depending on the collaboration modality); train them through its own training staff, provide support for training of trainers, and provide 100% placement for the certified candidates. 14. Center for Advanced Agricultural Training (CAAT). CAAT will focus on imparting emerging and advanced farming skills based on technology applications, which can attract the youth population for employment and entrepreneurship opportunities, as well as upskilling farmers to enhance their productivity and incomes. The priority of training programs will be on the applications of precision farming and post-harvest technologies, with focus on a complete value chain approach to promote employment in the agricultural sector. The training will be delivered by identified institutional partners or agri-business partners who will absorb or support job placement of trainees after the program. 15. Center for Innovation and Entrepreneurship (CIE). CIE will promote entrepreneurship opportunities for trainees and others in the state by providing entrepreneurship training, mentoring, support for business incubations, and facilitation for market linkage and financing. CIE will also focus on cluster-based micro-entrepreneurship, small- and medium-sized businesses, and technology start-ups. CIE will provide an integrated quality support system in collaboration with reputable national and international institutes. 16. Center for TVET Practitioners Development. The center will help address the shortage of quality trainers in the TVET system. It will offer training of trainers to enhance the pedagogical and technical competencies and leadership skills of TVET trainers, provide services in curriculum designs and development, and deliver learning resources and materials. A curriculum and content develop facility will be set up in the center. During the initial years of the project, it will focus, with support from ITE and GIZ, on upgrading the pedagogic and technical competencies of ITI teaching staff. Based on the experience, the center will develop a longer-term business plan, in consultation with ITIs and other TVET institutions. In the longer-term, the center should be positioned to offer structured upgrading and refresher training programs to TVET institutes outside the state as well. 17. Center for Skill Research and Development. The center will provide various skill-related research and services, including updated labor market information on skills demands, emerging skills training programs, career guidance and TVET training information, among others. The center will be responsible for collecting, managing, analysing, evaluating, and communicating research and statistics about TVET in the state and elsewhere. It will help promote better understanding and discussion within the TVET sector and assist policymakers, practitioners, industry, training providers, and students to make informed decisions. The center’s vision would
Appendix 1 61
be to inform and influence vocational education and training in Madhya Pradesh through credible, reliable and responsive research and statistical services. Its mission will be to become an authoritative source of high-quality independent information on TVET. 18. GSP-City Campus (GSP-CC). Since training at GSP will start its operation only from 2021 after construction, GSP-CC has been under construction on the ITI Govindpura campus dedicated for precision machining training. As this will be one of core competencies for various engineering areas, this separate campus will start ahead of other GSP programs; training is expected to start during Q3 2018. 19. GSP as Anchor for State’s TVET. GSP will act as an anchor (central hub) for ITIs by making its training infrastructure and resources available at GSP in the following way. GSP will be the main hub where trainers from ITIs gain further pedagogic and technical competencies and become master trainers in a specific trade area, who in turn will become trainers for network ITIs. GSP will facilitate placement and apprenticeship opportunities for students or graduates from ITIs. GSP, based on its established partnerships with industries, will organize regular interactions to learn their skill requirements and facilitate industry visits for trainers and students. In addition, GSP can act as a demand and supply aggregator, conducting a skill gap analysis of the designated area for an ITI and collating industry requirements from various businesses in the area. Based on the identified skills gap, GSP and ITIs will work closely to conduct training programs for the gap area, extend mobilization support, refer trainees to each other based on the availability of programs, and provide follow-up services as needed. 20. GSP Training Implementation by ITE and GIZ. For the successful establishment of GSP and implementation of new advanced skills programs at GSP, GOMP will engage the ITE Singapore and GIZ Germany based on their exceptional experience and track record in India and elsewhere in TVET development. Both ITE and GIZ are wholly owned government institute and agency, respectively. As for ITE, GOMP has an existing MOU, which was signed in January 2016 for technical cooperation in TVET development in Madhya Pradesh. GSP is also modelled after ITE, which played a central role in transforming the quality and relevance of overall TVET system in Singapore, while producing a highly competent skilled workforce. GOMP identified ITE based on the assessment that ITE has not only supported the successful development of premier TVET institutes in other countries (e.g., Myanmar, Vietnam), but it also has demonstrated strong records in India in establishing advanced TVET institutes in Assam, New Delhi, and Rajasthan. 21. As for GIZ, GOMP is in the process of finalizing an MOU, which is built upon an existing technical cooperation between the Government of India and the Government of Germany. GOMP proposes GIZ as the second implementing partner for GSP, given that Germany is at the forefront of automotive technology and precision machining sectors. These are two of the priority training programs at GSP. Both ITE and GIZ are to support the implementation of advanced skills training, where GIZ will focus more on industry-accredited training courses while ITE will develop longer-term courses (9–12 months). Both partners will be engaged in developing advanced curricula and learning materials, improving the qualifications of trainers, building the capacity of TVET management staff, establishing industry linkages, and implementing credible assessment and certification systems. ITE will also advise on the design and development of the new GSP campus in Bhopal. D. Governance and Management Structure 22. For effective functioning of GSP, it is essential that the different centers within GSP are provided autonomy in terms of taking operational decisions such as finalization of curriculum,
62 Appendix 1
procurement of training equipment, selection of trainers, examination and certification of trainees, undertaking industry collaborations and placements, among others. Similarly, the management of GSP should be accountable for performance by setting certain key performance indicators, such as placement rates, dropout rates, and so on. This combination of autonomy and accountability needs to be incorporated in the governance framework of the GSP. 23. GOMP is in the process of registering an autonomous agency—GSP Society—to manage the operations of GSP after project completion. The GSP society is proposed to be headed by a CEO reporting to a Governing Board headed by the Chief Secretary of GOMP and an Executive Committee headed by the Principal Secretary of DTESD&E. Both the Governing Board and the Executive Committee will have representation from relevant government ministries, industries, training institutions, and relevant stakeholders in the field of TVET. The operational plan for the GSP Society, covering its organizational structure, corporate governance, budget, and business plan will be finalized in a phased manner during the project period and it will assume the full management of GSP at project completion. An indicative governance and management structure of GSP is shown in Figure A1.2. 24. During project implementation, all TVET-related aspects in GSP (other than construction components) will be implemented under the Directorate of Skill Development (DOSD) with support from the project management unit (PMU). PMU will initially include a GSP Head position who will manage the GSP-City Campus operation, as well as GSP training preparation. The procurement requirements for GSP will be managed by PMU.
Figure A1.2: Governance and Management Structure of GSP (Indicative)
Appendix 1 63
E. Training Programs 25. COSA in GSP will provide training programs in about 10 trades with technical support from ITE. The training programs proposed in COSA are shown in Table A1.1.
Table A1.1: Proposed Training Programs in COSA Sl. No. Proposed Training Programs Technical Support
1. Precision Machining ITE 2. Electrical Technology ITE 3. Mechanical Technology ITE 4. Mechatronics Technology ITE 5. Automotive Technology (Light
and Heavy Vehicle) ITE
6. Electronics Mobile Device ITE 7. ICT Network and Systems
Administration ITE
8. Facility Technology – AC and Refrigeration
ITE
9. Facility Technology – Mechanical and Electrical
ITE
10. Hospitality Operations ITE
26. The COSA will provide training in two categories: (i) pre-employment training (PET) leading to an occupation technical certificate, and (ii) continuous employment training (CET) or upskilling or retraining leading to a specialist certificate. The key features of these trainings are provided in Table A1.2.
Table A1.2: Key Features of COSA Training Programs Sl. No. Type of training in COSA Key features
1. Pre-Employment Training (PET)
• Target group is ITI graduates, polytechnic graduates and 12th graders with at least 1 year technical training
• Full training program consists of 8–10 modules with each module of 120 hours
• Institutional training, 6–9 months; Internship, 3 months
2. Continuous Employment Training (CET)
• Target group is working adults with at least 2 years of working experience
• Short term courses (3–6 months) customized courses
27. The learning content and outcome will be common for both the programs but working adults need not sign up for full training programs. Assessment standards will be the same for both target groups. For ease of administration and implementation, GSP will only target these two groups during initial years. The training programs to be implemented in CAAT will be determined in consultation with national or international technical and business partner(s) to be identified and appointed for providing technical support to GSP. Support from institutional technical partners will assure the quality of training programs, which is of utmost significance to achieve quality learning and employment outcomes for the trainees. 28. Overall, about 20,000 people will receive training and other support at GSP during the project period. The break-up of training numbers in GSP during the project is shown in Table A1.3.
64 Appendix 1
Table A1.3: Target Number of Trainees in GSP
F. Infrastructure 29. Quality infrastructure with facilities catering to not only training needs but also the overall physical and mental well-being of the trainees is critical for creating a conducive environment for quality training. The quality infrastructure will make the training endearing and create an “aspirational pull” for the trainees. To this end, the infrastructure of GSP will be modern and will go beyond the basic facilities currently being available in most of current TVET facilities. The “aspirational” TVET facilities at GSP are also intended to rebrand the traditional negative image of TVET to motivate young people to pursue technical fields and take pride in their occupations. 30. The proposed GSP will have the following infrastructure:
(i) separate administrative and training blocks; (ii) training blocks equipped with classrooms, labs, and workshops to meet multiple
course requirements; (iii) production centers (e.g., automotive repair and maintenance services) in
collaboration with industry to enhance work-based learning for trainees; (iv) convention center, business centers, and library for trainees and trainers; (v) hostel facilities for both male and female trainees and trainers; and (vi) recreational facilities such as auditorium, cafeteria, indoor and outdoor sports
facilities, track fields, among others. 31. All infrastructure facilities in GSP will incorporate accessible designs and barrier-free environments to encourage training participation among people with disabilities.
PARTICULARS TOTAL Y1 Y2 Y3 Y4 Y5
Global Skills Park 19,626 176 160 6,240 6,530 6,520
GSP City Campus 1,296 176 160 320 320 320
Precision Machining 1,280 160 160 320 320 320
Train the Trainers (GIZ) 16 16
Center Of Skill Acquisition (COSA) 13,680 - - 4,570 4,560 4,550
GIZ Training 4,900 - - 1,640 1,630 1,630
Electrical Technology 1,200 400 400 400
Mechanical Technology 1,200 400 400 400
Automotive Technology 1,200 400 400 400
Mechatronics 1,200 400 400 400
Training of Trainers (COSA Trainers) 100 40 30 30
ITEES Singapore 8,780 - - 2,930 2,930 2,920
Electronic Mobile Device 1,440 480 480 480
ICT Network and Systems Administration 1,440 480 480 480
Facility Technology- AC & Refigeration 1,440 480 480 480
Facility Technology- Machanical and Electrical 1,440 480 480 480
Hospitality Operations - Front office and housekeep 1,440 480 480 480
Food and Beverage Services 1,440 480 480 480
Training of Trainers (COSA Trainers) 140 50 50 40
COSA - Industry Based Trainings 500 100 200 200
Center for Advanced Agricultural Training (CAAT) 3,000 1,000 1,000 1,000
Center for Innovation and Entrepreneurship 500 100 200 200
TVET Practitioners Center 500 100 200 200
Center for Skill Research and Development 150 50 50 50
Appendix 1 65
Figure A1.3: Global Skills Park (Indicative Layout)
G. Key Stakeholders and their Role and Responsibilities 32. The key stakeholders and their broad roles and responsibilities for smooth development and implementation of GSP is mentioned in Table A1.4.
Table A1.4: Key Stakeholders and Broad Roles and Responsibilities Sl. No. Key Stakeholders Roles and Responsibilities
1. Asian Development Bank (ADB) • Funding for the GSP
• Performance monitoring
2. Department of Technical Education Skill Development and Employment (DTESD&E), GOMP
• Executing agency
• Provide land for GSP construction
• Funding and developing GSP-City Campus
3. Directorate of Skill Development (DOSD)
• Implementing agency
• Coordination, procurement and management of technical partners
• Coordination, procurement and management of civil works and training equipment for GSP
• Progress and performance reporting to ADB
4. Project Management Unit (PMU) • Developing, managing, and operating the GSP until operational plan for GSP is finalized
• Support DOSD in procurement of civil works and training equipment for GSP
5. Project Management Consultant (PMC)
• Program management support to PMU with select specialists
6. GSP Society • Operational plan for the GSP Society, covering its organizational structure, corporate governance, budget, and business plan
• Assume full operation and management of the GSP Society at project completion
7. ITE and GIZ (technical partners) • Technical support to GSP
66 Appendix 1
H. Investment and Financing 33. The GSP is estimated to cost $123.6 million,3 including taxes, duties, interests, and other charges. The investment will be financed using both ADB funding and counterpart funding from GOMP. The ADB’s share will be $69.7 million and government’s share will be $53.9 million. I. Human Resource Strategy 34. Qualified and experienced trainers with required skills in line with the requirement of industry are critical for success of GSP. The selection of quality trainers and a mechanism of “training of trainers” will be an integral part of the overall operational framework of GSP. According to the curriculum of each trade, ITE and GIZ will work with PMU to develop required qualifications of trainers for each trade and recruitment plans with timelines will be prepared. The minimum qualification for teaching staff will be relevant diploma holder with relevant industry experience. All trainers will undergo intensive pedagogic and technical training programs by ITE and GIZ, prior to implementation of training. The teaching staff will be required to attend at least 80 hours of relevant industry training course on a yearly basis. The vocational competency of teaching staff will be updated through industry attachment during institute vacation once every two years.
35. The PMU will have a head GSP position, which will be a professional position, recruited competitively from the market. The PMU with support from PMC will provide support during GSP development including construction. The recruitment of senior management, training staff and other support staff of GSP will begin from the second year of the project, so that required operational team is ready by the time construction is completed. The senior management and other operating staff will be hired from the market on long-term contracts with clearly defined outcomes. J. Industry Engagement Strategy 36. Industry collaboration is one of the critical factor that serves the ultimate objective of providing employment to the trainees of GSP upon successful completion of the course. Industry collaboration could be in the form of making industry partners as members of a committee responsible for designing curriculum, organizing internships, workshops, guest lectures and placements. In the case of GSP, the Executive Committee will have representation from industries. 37. Flexi-MOUs could also be executed with industry through GSP. Based on the MOUs, the specific training modules in consultation with the industry partners will be finalized. Selected trainees from the GSP will be trained in these modules where theory and general technical training component will be taught in GSP, while trainees will get additional practical training in the premises of industry partners. Upon successful completion of the modules, these trainees will be offered placement opportunities in the industry. The industry cooperation center (COSA-II) will provide facilities for setting up industry-specific training with equipment, if needed, provided by industry partners.
38. For industry-based trainings in COSA-II, an appropriate arrangement will be executed with industry partners or reputed training companies to set up their training centers to service their customized training requirement. The GSP will provide the built-in infrastructure in a shell form, which industry partners can utilize to equip them with required training infrastructure. The
3 As per cost estimates of the project dated 28 March 2018.
Appendix 1 67
arrangement between GSP and industry partners could include revenue sharing, free or subsidized training for trainees nominated/or selected by state government.
39. A dedicated team will be required for industry collaboration who interacts with various industries to know their requirements, take inputs for updating the curriculum, seek support for internships, guest lectures and selection of trainers and invite them for recruiting trainees from GSP. K. Mobilization, Marketing, and Branding Strategy 40. The GSP needs to enthusiastically connect with the larger community in which it is located. It needs to be aspirational for the youth and their parents to consider it as a promising career option. To enable this, social media and marketing firm will be appointed under the project. The firm will launch a marketing campaign through extensive use of social media platforms such as Facebook, Twitter, etc. and other media channels such as print, radio, and television, among others. A centralized branding campaign will be launched with aspirational theme, uniformity in signage, GSP logo, standardized uniforms and kits for candidates etc. Leading designers will design the smart uniforms.
41. Career counseling and placement centers will be operationalized in the GSP to provide career guidance and TVET choices to disadvantaged youth, as well as overall TVET trainees. Mobilization drives will be undertaken to promote skills training and to encourage TVET participation by rural youth, women, people with disability, and other disadvantaged groups. A number of community outreach initiatives will be identified by GSP and implemented.
42. GSP will help organize for the state of MP, skill competitions at ITI, GSP, district and state levels for the students to display their skills and aspire for perfection. This will also have a positive impact on the student retention and training quality. 43. GSP will introduce scholarship schemes for meritorious candidates. These scholarships may be provided to top ranking students at GSP and award-winning students in the skill competitions.
44. Regular student feedback will be taken from the candidates on trainer and training quality, infrastructure, student concerns, etc. and interventions will be designed based on feedback. L. Performance Monitoring 45. Monitoring of performance is critical to ensure that GSP achieves its intended objectives. GSP will implement a performance management system that will draw from the business plan of GSP. The business plan will define the overall strategies, long-term and short-term goals of the institute and operating plans for achieving the same. Within 6 months after the effectivity date, GOMP through DTESD&E will establish a project performance monitoring system in line with the targets, indicators set in the design and monitoring framework, as well as overall operational and management plans. 46. GSP’s performance will be assessed against certain predefined key performance indicators (KPIs) to be decided by the GSP Society and incorporated in the business plan of GSP. The KPIs will be linked to the objective of GOMP’s overall agenda on TVET improvement and its support for the state’s industrial development. Performance monitoring will include a combination of monitoring and audit by GOMP and third party monitoring. The project will establish a
68 Appendix 1
management information system (MIS), which will be an institutional-level database for ITIs and GSP, including information on trainees and graduates, trainers, management and administrative staff, training programs, etc. The MIS will consolidate all data disaggregated by sex and other social groups to assess the inclusive dimension of project performance. M. Financial Sustainability 47. GSP will be established as a new TVET institute with a total estimated civil works cost of around $55 million to be financed by the ADB loan and GOMP counterpart funding. The civil works of GSP is expected to be completed by year 2 of the project, with the entire project being completed in phased manner, with some of the facilities being constructed on priority basis. Similarly, it is estimated that training equipment worth $30 million will be required across various facilities to impart training of international standard to the youth. The procurement of training equipment is expected to be completed by the end of year 2 of the project. Of the $30 million, $25.60 million will be required for COSA-I and CAAT which shall be financed through ADB loan. To cover the cost of equipment at other centers, alternative means of financing and support may be utilized. These alternate sources have been mentioned in Table A1.5.
Table A1.5: Alternate Sources of Support S.No. Training Facility Sources of support
1. COSA-II (Industry cooperation facilities)
Capex sharing model between GOMP and industry partner. Two options may be considered: (i) GOMP fixes its own share (e.g. 50%) and pursues industry partners to absorb remaining 50%; (ii) GOMP negotiates with each industry partner separately and agrees on the terms of sharing; and (iii) GOMP covers 100% of capex cost and industry partner pays rent for using the facilities.
2. CIE (Center for Innovation and Entrepreneurship)
GOMP to fund training equipment as per the specific requirement of this center. The training and other facilities at COSA-I and COSA-II shall be leveraged for other aspects of training.
3. TPC (TVET Practitioners Center)
GOMP to fund training equipment as per the specific requirement of this center. The training and other facilities at COSA-I and COSA-II shall be leveraged for other aspects of training.
48. Apart from the training equipment, other capex costs across categories such as computer & IT hardware, furniture and fixtures, and electrical equipment are estimated to be financed through GOMP’s budgetary allocation. 49. By the time civil works are completed and training equipment is procured, GOMP is expected to have established and notified the GSP Society, which will provide an institutional framework to begin operations at GSP from year 3 onwards in a phased manner. The GSP Society will be at the core of management and operation of GSP, and the project will finance its operational expenses during the initially years of the project. 50. During the starting phase of GSP operations from years 3–5 of the project, the GSP Society will be responsible for defining and endorsing the vision and mission of GSP, finalizing its organizational structure, recruiting trainers and other manpower for GSP operations, developing systems and processes of GSP, defining training modalities of its centers, implementing training delivery at various centers, securing relevant partnerships such as partnerships with industries for running COSA-II, and managing end to end training and other activities of the institute. The GSP Society will also undertake mid-term and long-term operational and financial sustainability
Appendix 1 69
planning for the institute in consultation with various stakeholders such as GOMP, industries, ITEES, and GIZ, among others. This will enable the GSP Society to establish solid business plans with different sources of revenue; stabilize the institute’s operations; and scale up its activities. The activities of the GSP Society will be supported by PMU during the project period. 51. In the next phase of operations (years 6–10), the GSP is expected to scale up its activities in terms of mobilization of trainees, training delivery, conducting training of trainers, securing more partnerships with industry for COSA-II, entrepreneurship development, conducting research on different aspects of skills, exploring new sources of revenue including income from production units relevant to some of the core training programs, short-term training programs for working professionals from industries, and increasing collaboration with key stakeholders in skills ecosystem both at the national and state levels. These activities will help in securing international partnerships, and enhancing the visibility and brand value of the institute. This phase will enable the GSP to transform the TVET landscape in the state and also influence the outcome of TVET activities across the country.
52. In the context of above considerations, the financial planning for GSP over a period of 10 years has been carried out to estimate the revenues and costs and determine the financial sustainability of the institute. The base financial model of the GSP has been developed and projected to be self-sustainable from year 9 onwards. The projected revenues and operating expenses of the base financial model are presented in Table A1.6.
Table A1.6: Projected Revenue and Operating Expenses of Base Financial Model (INR)
53. It may be inferred from the above table that course fees are expected to be the major source of revenue for GSP, constituting almost 90% of total revenues year-on-year. Similarly, the operating expenses arising from common facilities at GSP constitute around 75% of total operating expenses. The major components of common operating expenses of GSP include manpower, electricity, and water. The center-wise operating expenses primarily include training consumables. 54. Further, the financial projections estimate loss at operating level up to year 6 and turns positive from year 7 onwards. Similarly, at the net earnings level, the financial projections estimate loss up to year 8, becoming self-sustainable from year 9 onwards, assuming the full utilization of training capacity. The financial losses in the initial few years is primarily due to lack of revenue during the first 2 years of construction phase while incurring operating expenses; sharp increases in operating expenses from year 3 onwards; and gradual increases in capacity utilization of
Particulars (INR) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Revenue from course fee 312,920,000 392,347,600 533,929,752 549,947,645 611,826,589 630,181,387 649,086,828 668,559,433
Revenue from consultancy and publications - 200,000 2,210,000 2,320,500 2,436,525 2,558,351 2,686,269 2,820,582
Revenue from Assessment and Placement Fee 35,130,000 42,811,000 56,605,000 56,605,000 61,130,000 61,130,000 61,130,000 61,130,000
Reveune from accomodation 662,400 772,800 992,400 993,600 1,104,000 1,104,000 1,104,000 1,104,000
Revenue from other support facilities 180,000 1,500,000 1,650,000 1,710,000 1,800,000 1,800,000 1,800,000 1,800,000
Other Revenue sources (income from
production units, short-term training)- - - 2,000,000 2,100,000 2,205,000 2,315,250 2,431,013
Total Revenue (INR) 348,892,400 437,631,400 595,387,152 613,576,745 680,397,114 698,978,738 718,122,347 737,845,028
Total Revenue ($) 5,409,184 6,784,983 9,230,809 9,512,818 10,548,792 10,836,880 11,133,680 11,439,458
Total of Common Opex for GSP 348,570,534 411,217,670 476,835,966 477,960,819 495,480,107 495,232,701 495,486,996 495,254,980
Center wise Opex for GSP
Opex for COSA-1 72,497,250 105,497,438 111,981,366 112,028,124 124,441,063 124,494,492 124,551,621 124,612,716
Opex for COSA-2 2,809,800 3,832,920 5,231,804 5,278,561 5,328,538 5,381,967 5,439,096 5,500,191
Opex for CAAT 13,734,000 18,975,600 26,838,000 26,838,000 26,838,000 26,838,000 26,838,000 26,838,000
Opex for CIE 846,300 865,200 903,000 903,000 903,000 903,000 903,000 903,000
Opex for TPC 5,250,000 7,098,000 9,870,000 9,870,000 9,870,000 9,870,000 9,870,000 9,870,000
Opex for CSRD 1,029,000 1,029,000 1,029,000 1,029,000 1,029,000 1,029,000 1,029,000 1,029,000
Total of center wise Opex 96,166,350 137,298,158 155,853,170 155,946,685 168,409,602 168,516,459 168,630,716 168,752,908
Total Opex (INR) 444,736,884 548,515,828 632,689,136 633,907,504 663,889,709 663,749,160 664,117,713 664,007,887
Total Opex ($) 6,895,145 8,504,121 9,809,134 9,828,023 10,292,864 10,290,685 10,296,399 10,294,696
70 Appendix 1
training facilities. Given the high cost of investment and operating expenses required to achieve world-class training standards, it is important to adequately cover them through different revenue sources, together with strong government commitments. The GSP is expected to be sustainable from year 9 onwards, supported by revenue streams from various sources such as course fees, assessment and placement fees, consultancy, publications, income from production unit, income from industry aligned short-term courses, and rent from support facilities. The different revenue streams have been considered in the financial planning to ensure mid-term and long-term financial sustainability of the GSP. The table below presents the projected income and loss statement of GSP.
Table A1.7: Income and Loss Projections – Base Financial Model (₹)
55. In the base financial model, the average course fee per student, across different centers in GSP, required to be self-sustainable from year 9 is around ₹90,000. This course fee, assumed in the financial model, has been derived based on its adequacy to cover the cost of training by benchmarking it with similar quality training institutes in India. Given that GSP is going to be established as a “premier” TVET institute in India with a strong brand attached to it, the student course fee should reflect the quality of training outcomes that the GSP is expected to deliver. However, given the affordability of the target student segment, the average course fee of ₹90,000 per student may not be affordable. To address this, it has been assumed in the financial model that GOMP through ADB funding will allocate a training fund of $7.5 million to support at least 30% of the course fee for deserving students in courses to be imparted at COSA-I, COSA-II, and CAAT. This $7.5 million training fund will be spread across 3 years (project period 3 to 5) and has been accounted under financing head of cash flow statement for GSP. The remaining 70% course fee will be paid by those students. 56. Further, multiple scenarios of sustainability based on average course fee have been worked out to enable GOMP to decide on optimal fee structure for courses and amount of budgetary support required to sustain GSP. The scenarios are depicted in Table A1.8.
Particulars (INR) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Total Revenue - - 348,892,400 437,631,400 595,387,152 613,576,745 680,397,114 698,978,738 718,122,347 737,845,028
Total Operating Expenses - 125,359,260 444,736,884 548,515,828 632,689,136 633,907,504 663,889,709 663,749,160 664,117,713 664,007,887
Earning Before Interest, Depreciation, Taxes and
Amortization (EBITDA) - (125,359,260) (95,844,484) (110,884,428) (37,301,984) (20,330,759) 16,507,405 35,229,578 54,004,635 73,837,141
Depreciation - 24,761,563 24,761,563 24,761,563 24,761,563 24,761,563 24,761,563 25,058,813 25,058,813 25,256,569
Amortization - 20,275,200 13,432,320 8,059,392 4,835,635 7,970,181 18,721,309 13,767,185 8,260,311 4,956,187
Earning Before Interest and Taxes (EBIT) 0 (170,396,023) (134,038,367) (143,705,382) (66,899,181) (53,062,503) (26,975,466) (3,596,420) 20,685,511 43,624,385
Interest Expense - - - - - 0 0 0 - -
Earning Before Taxes (EBT) 0 (170,396,023) (134,038,367) (143,705,382) (66,899,181) (53,062,503) (26,975,466) (3,596,420) 20,685,511 43,624,385
Tax - - - - - 0 0 0 - -
Earning After Taxes (EAT) 0 (170,396,023) (134,038,367) (143,705,382) (66,899,181) (53,062,503) (26,975,466) (3,596,420) 20,685,511 43,624,385
Sl.no Name of the institute Duration of Courses
Fee charged per student (in INR)
1 World Class Skill Center, Delhi 1 year 42,000
2 Bhartiya Skill Development University, Jaipur 2 years 150,000
3 Central Tool Room and Training Center, Bhubaneshwar
1 year 32,000
4 MSME Tool Room, Indore 1 year 40,200
5 CRISP, Bhopal 5 working days 14,000
6 Toyota Technical Training Institute, Bangalore 3 years No fees (subsidized)
7 Bosch Training Center, Bangalore 1 year No fees (subsidized)
Appendix 1 71
Table A1.8: Sustainability Scenarios Based on Average Course Fee (₹)
57. From Table A1.8, it could be inferred that reduction in average course fee per student from ₹90,000 will lead to challenges in achieving the self-sustainability of GSP. Therefore, the GSP will require continuous budgetary support from GOMP until it establishes the full operation of GSP services and achieves sustainable training programs. The amount of budgetary support required year-on-year from GOMP will be decided by the GSP Society based on its financial planning and analysis. 58. Some of the key considerations in deciding on the course fee structure include: (i) affordability of course fees for the target student segment; (ii) capacity of GOMP to provide budgetary support year-on-year to cover shortfalls resulting from lower course fee; (iii) maintenance of the fee structure to reflect the brand value and quality of training outcomes of GSP; and (iv) developing a clear roadmap to achieve self-sustainability of GSP. 59. In addition to GOMP’s budgetary support, the GSP Society can also leverage other state- and national-level skill development training schemes to draw subsidy for courses in GSP. The state government may also design a targeted scheme for GSP to provide subsidy support. Further, other sources of funds which may be leveraged by the GSP Society are Corporate Social Responsibility (CSR) funds from large corporations, student loans from nationalized banks, and credit guarantee schemes of governments, among others. 60. With GOMP’s continuous financial support for GSP, the mid-term operational and financial sustainability envisaged above will enable the GSP to set strong foundations to deliver training at large scale in a sustainable manner. Once GSP is firmly established with demonstrated quality of training programs, the GSP in the long-term (beyond 10 years), should be able to expand its student pool, drawing students from other states. To enable this, the GSP Society should aim for the following:
• Maintain efficiencies across processes and standardization in services offering.
• Significantly increase the revenues through alternate sources such as consultancy services, renting out facility spaces to industry groups, income from commercial
Particulars (NR) Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Base Model (Self-Sustainable)
Average Course Fee per Student 88,235 90,882 93,609 96,417 99,310 102,289 105,358 108,518
Operating earnings (95,844,484) (110,884,428) (37,301,984) (20,330,759) 16,507,405 35,229,578 54,004,635 73,837,141
Net earnings (134,038,367) (143,705,382) (66,899,181) (53,062,503) (26,975,466) (3,596,420) 20,685,511 43,624,385
Closing cash balance 1,475,536,399 1,624,351,190 1,831,978,028 1,796,146,731 1,771,666,441 1,778,802,082 1,828,696,616 1,882,695,916
Model Option 1
Average Course Fee per Student 76,471 78,765 81,128 83,561 86,068 88,650 91,310 94,049
Operating earnings (132,476,884) (157,195,700) (100,639,411) (87,528,310) (57,686,706) (41,231,516) (24,793,510) (7,370,327)
Net earnings (170,670,767) (190,016,654) (130,236,609) (120,260,053) (101,169,577) (80,057,514) (58,112,634) (37,583,083)
Closing cash balance 1,445,009,399 1,549,126,063 1,696,253,166 1,593,867,673 1,496,359,366 1,427,411,744 1,398,897,641 1,372,091,027
Model Option 2
Average Course Fee per Student 48,235 49,682 51,173 52,708 54,289 55,918 57,595 59,323
Operating earnings (233,162,084) (283,209,196) (271,937,418) (263,965,256) (254,241,062) (243,682,503) (233,318,027) (222,150,580)
Net earnings (271,355,967) (316,030,150) (301,534,615) (296,697,000) (297,723,934) (282,508,501) (266,637,151) (252,363,335)
Closing cash balance 1,361,105,065 1,343,429,617 1,326,806,131 1,048,840,182 758,130,420 487,714,582 251,688,218 11,143,974
Model Option 3
Average Course Fee per Student 30,000 30,900 31,827 32,782 33,765 34,778 35,822 36,896
Operating earnings (299,517,884) (366,141,500) (384,576,565) (379,983,578) (383,622,802) (376,945,695) (370,579,115) (363,529,500)
Net earnings (337,711,767) (398,962,454) (414,173,763) (412,715,322) (427,105,673) (415,771,693) (403,898,238) (393,742,255)
Closing cash balance 1,305,808,565 1,207,963,563 1,083,652,071 690,230,995 272,366,730 (130,665,392) (503,286,528) (884,523,386)
Model Option 4
Average Course Fee per Student 20,000 20,600 21,218 21,855 22,510 23,185 23,881 24,597
Operating earnings (333,847,284) (409,222,692) (443,235,424) (440,402,203) (450,795,419) (446,133,490) (441,842,544) (436,930,832)
Net earnings (372,041,167) (442,043,646) (472,832,622) (473,133,946) (494,278,290) (484,959,488) (475,161,667) (467,143,587)
Closing cash balance 1,277,200,732 1,137,733,170 957,359,097 503,812,691 19,901,474 (451,982,579) (895,521,206) (1,349,803,079)
72 Appendix 1
service operators such as canteens, etc. to reduce dependency on government funding for subsidies.
• Enhance partnerships with other institutions across the globe to promote research and innovation in skills; student exchange programs; best practice sharing; technical collaboration; thought leadership; and garnering funds from global institutions and bodies.
• Leverage technology to enhance the reach of training delivery and explore alternate revenue streams through such platforms.
61. Other detailed projections related to GSP’s financial model are available upon request. N. Key Risks and Mitigation Plan 62. The development and implementation of GSP involves certain key risks, which need to be mitigated appropriately to ensure success of the intervention. The table below highlights the key risks and the mitigation plan:
Table A1.9: Key Risks and Mitigation Plan Sl. No. Key Risks Mitigation Plan
1. Legal and regulatory risk – delay in formation of GSP society
• GOMP is already in the process of registering an independent agency (GSP Society) to manage the operations of GSP after project completion. GSP society’s phased establishment is included as part of conditions under the loan agreement.
2. GSP development risk (delay in construction)
• The civil works contract will be awarded by Q1 2019 to ensure construction begins immediately and gets completed by Q1 2021.
3. Demand risk (market) • DOSD with support from PMU will launch a GSP promotion and mobilization campaign to sensitize the prospective students, parents and community about the merits and future prospects of GSP training programs.
• GOMP will work out appropriate mechanisms to reduce the burden of fees on prospective trainees.
• GOMP will structure the arrangement with industry partners in such a way that they are incentivized to set training facilities at COSA
4. Operational risk (right manpower, timely development of systems and processes)
• The process of hiring of required manpower and setting of systems and processes will begin in the second year of the project duration while construction is under way.
5. Financial sustainability risk • GSP to charge appropriate level of course fees considering the market forces and its cost structure.
• GSP to explore alternate sources of revenue such as advisory services, short-term courses, financial support from corporates, publications, among others
6. Branding risk • DOSD with support from PMU need to undertake massive publicity campaigns and other brand building initiatives to develop a
Appendix 1 73
strong TVET institution brand of GSP in and outside the state.
7. Risk of acceptance within national skills framework
• GSP will work with all key stakeholders within the national skills framework such as the Ministry of Skill Development and Entrepreneurship (MSDE), National Skill Development Corporation (NSDC), National Council for Vocational Training (NCVT), sector skill councils (SSCs), and National Skill Development Agency (NSDA) to ensure that GSP value proposition complements other national level initiatives
74 Appendix 1
O. Implementation Plan 63. The implementation plan of the GSP is shown Figure A1.4.
Figure A1.4: Implementation Plan for the Global Skills Park
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
COSA + CAAT
Campus Planning and Design
Procurement of Construction
Company
GSP Construction (COSA +
CAAT)
Recruitment and Selection of
GSP Key Appointment Holders
GSP Key Appointment Holders'
TVET Leadership Training
Recruitment and Selection of
GSP HoD Teaching Faculties
Recruitment and Selection of
teaching faculties (10 trades)
and CAAT
Curriculum Development /
Adaptation
TOT (Curriculum & Learning
Content)
TOT (Pedagogy)
TOT (Technical)
Develop training equipment
specifications and quantity
Procurement of Training
Equipment
Installation, Testing and
Commissioning of Equipment
Recruitement of Technician
Training of Technician
Students Recruitment Drive
Enrolment of students
Procurement of Training
Consumables
Delivery of Training Program in
COSA
Examination and Assessment
Entrepreneurship Development
Center
Recruit and select
entrepreneurship development
specialists
Develop entrepreneurship
development scheme
Establish entrepreneurship
network
Support 50 startups /
incubations
TVET PDC
Recruit and select instructional
designers (ID), curriculum
development specialists (CDS),
and education technologists
(ET)
Training of ID, CDS, and ET
Develop and implement
programs in GSP for ITIs
CRSD
Recruit specialists to coordinate
Research and Development
work
Commission research work
through independent
researchers / guest researchers
Publish research work
Publish curriculum and learning
content
Year 4 Year 5Year 0 Year 1 Year 2 Year 3
Appendix 1 75
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Other Auxiliary facilities
Operationalize student hostel
Operationalize trainers' hostel
Landscaping
GSP facilities maintenance and
housekeeping
Operationalize student
canteens
Operationalize retail businesses
and shops spaces in GSP
Year 4 Year 5Year 0 Year 1 Year 2 Year 3
76 Appendix 2
APPENDIX 2 DESCRIPTION OF INDUSTRIAL TRAINING INSTITUTES
A. Overview of the Industrial Training Institute (ITI) System in Madhya Pradesh 1. The Directorate of Skill Development (DOSD) regulates and manages 223 government industrial training institutes (ITIs) and 818 private ITIs. The total seat capacity under the Craftsmen Training Scheme (CTS) in the ITI system in Madhya Pradesh is nearly 217,000 (70,000 in government and 147,000 in private ITIs). The current enrollment in government ITIs is approximately 58,000 trainees. 2. In addition to the CTS, DOSD also manages various schemes such as the Apprenticeship Training Scheme (ATS), scholarship for trainees from scheduled tribes and scheduled castes, scholarship for below poverty line trainees, merit-based scholarships, Eklavya ITIs exclusively for scheduled tribe trainees, online exams, model ITIs, centers of excellence at district level ITIs, ITIs and skill development centers in extremism-affected areas. The Mukhya Mantri Kaushal Samvardhan Yojana (Chief Minister’s skill development program), entrepreneurship development cell, and flexible memorandum of understandings with industries are other skills initiatives being implemented through Madhya Pradesh State Skill Development and Employment Generation Board. B. Organizational Structure 3. DOSD is headquartered in Jabalpur with one full-time director, one additional director, eight regional joint directors, and one joint director for the directorate. Each ITI is headed by a principal, vice principal, training superintendent, training officers, and workshop assistants (Figure A2.1).
Figure A2.1: Directorate of Skill Development Organizational Structure
Additional Director
Regional Joint
Directors
Jabalupr
Indore
Gwalior
Bhopal Rewa
Sagar
Ujjain
Balaghat
Joint Director
(Directorate)
Deputy
Director 1
(Directorate)
Deputy
Director 2
(Directorate)
Assistant
Director
(Directorate)
Director
Principal
Vice Principal
Training
Suprintendent
Training Officer
Workshop
Assistant
ITI structure
Directorate of Skill Development
Appendix 2 77
4. There are nearly 2,770 vacancies (43%) in DOSD, highest being at the level of Class II employees constituting of principals and vice-principals at the ITI level. There is a significant shortage at the management level also. Shortage at the level of training officers is almost 37% which impedes quality of training across trades.
Table A2.1: Status of Management and Teaching Staff at ITIs Class of Service
Description Sanctioned Operational Filled Vacancies Vacancies
(%)
Class I Mostly officers 96 92 15 77 83.7
Class II Mostly principals and vice-principals
259 249 37 212 85.1
Class III Mostly training officers and workshop assistants
6,559 4,980 3,127 1,853 37.2
Class IV Mostly support staff 1,065 1,065 438 627 58.9
Total 7,979 6,386 3,617 2,769 43.4
Source: Directorate of Skill Development, Government of Madhya Pradesh.
C. Ten Divisional Industrial Training Institutes 5. Madhya Pradesh has 10 revenue divisions i.e., Chambal, Gwalior, Ujjain, Indore, Bhopal, Sagar, Hoshangabad, Rewa, Shahdol, and Jabalpur. The 10 high-growth economic zones in Madhya Pradesh also overlap with the 10 revenue divisions (Map A2.1).
Map A2.1: Industrial and Economic Zones across 10 Divisions in Madhya Pradesh
CHAMBAL REGIONSitapur (Pahadi)
Industrial Area
Logistics Park
Large Industrial Area
Medium, Small and Micro
Enterprise Area
SEZ Pithampur
Vikram
Udyogpuri Ujjain
Plastic Park,
Tamot
Divisions
6. Madhya Pradesh has a strong industrial development potential, being at the center of India; being well connected to all the major Indian cities and ports; and having a road network of nearly 160,000 kms. There are 5 commercial airports, 6 inland container depots, and nearly 425 trains that transit through the state every day. Also, the state offers 24x7 industrial power and dedicated water supply to the industries. Madhya Pradesh has been the sole producer of diamond
78 Appendix 2
in India. Additionally, it has been the country’s leading producer of coal, limestone, copper, diaspore, pyrophyllite, manganese, dolomite, rock phosphate, glass sand, and cement. The state has recorded an impressive growth in gross state domestic product, averaging over 8% during the last decade (Table A2.2).
Table A2.2: Major Industries across 10 Divisions in Madhya Pradesh Division Major Industries Major Developments
Bhopal
HEG, Crompton Greaves, Procter & Gamble, Godrej, Lupin, Oswal, Vardhman Proposed: Engineering cluster, logistic hub, food park, plastic park, textile park Potential cluster: Engineering, textile, biotech, herbal, IT, food processing
Under the Centre’s Plastic Park Scheme, Industries & Commerce Department is developing plastic parks at an estimated cost of $27.93 million at Tamot in Raisen and Billoa district, Gwalior.
Hoshangabad
The bottling division of Coca Cola in India, Hindustan Coca-Cola Beverages Ltd. (HCCBL), is planning to invest $111.56 million to set up a bottling plant at in Hoshangabad, Madhya Pradesh.
Gwalior
Surya Roshini, Godrej, Grasim, Cadbury, JK, Crompton Greaves Proposed: Readymade garment park, food park Potential cluster: Electronics, IT, FMCG, engineering, stone, food processing
Bhind (Chambal division)
Godrej Consumer products, Surya Lights, Modiguard, Punj Lloyd, Sterling Agro
The government approved a coated fabric manufacturing plant set up in January 2017 at Seetapur, Morena by Mayur Uniquoters Ltd. with a $16.21 million investment. In January 2017, the Defence Ministry announced its plans to set up a unit of national importance at Morena, with investment worth $223.11 million.
Jabalpur
Raymond, Hindustan Petroleum, Ayur Proposed: Agri SEZ, food park, textile park, apparel park Potential cluster: Garment, mineral, stone, forest, herbal, food processing
Electronic manufacturing clusters are also being established in Jabalpur and Bhopal. For these new establishments, the Government of Madhya Pradesh allocated an amount of $9 million in its budget for 2017–2018.
Rewa
Birla, Jaypee, Bio Fuel Park (Rewa) are major infrastructure facilities operational in the region Potential Cluster: Mineral, cement, forest produce
Satna, Jawad, and Neemuch of Madhya Pradesh feature among the seven major limestone clusters in India. These clusters provide easy access to raw material resources for the cement industry.
Shahdol
Thermal Power, Orient Paper, Deccan Chromates, SEZ Umaria, Coal based industries, Keltek Energies, Mahaveer industries
Sagar
Ghadi Detergent, RSPL (Rohit Surfactant), Sanmati Foods Potential cluster: Mineral processing, stone
State-owned NTPC plans to construct a 2,640 MW power plant in Barethi in Chattarpur district of Madhya Pradesh at a cost of $3 billion.
Indore
Eicher, Bridgestone, Hindustan Motors, Force, Mahindra, Flexituff, Kinetic, Cummins Proposed: Auto testing track, food park, pharma cluster, namkeen park, logistics park Potential cluster: Pharmaceutical, textile, food processing, IT, auto components
A gems and jewellery park is being developed in Indore to promote the diamond industry in the state.
Appendix 2 79
Division Major Industries Major Developments
Ujjain
Ranbaxy, S.Kumars, Gajra, Kirloskar, Tata Proposed: Knowledge city, new industrial area under the Delhi Mumbai Industrial Corridor project
The government in January 2017 approved a furniture fittings and manufacturing unit in Pithampur by Hettich India Pvt. Ltd., with an investment of US$ 59.20 million.
7. In order to align with the economic priorities and industrial development in the state, the Government of Madhya Pradesh has decided to merge and modernize ITIs at the divisional level into large divisional ITIs. Nearly 19 ITIs would be merged into 10 divisional level ITIs, which would not only be the epicenter of high quality industry-relevant training but also work as resource centers to other 204 ITIs of the neighboring districts (Map A2.2).
Map A2.2: Location of 10 Divisional ITIs
8. Each of the divisional level ITI would work as a resource center for the network ITIs. The resource center support would include imparting finishing skills to the students of its network ITIs; additional training on advanced equipment, counselling, and employment; support to trainers on content, curriculum, pedagogy, industry relevance, exposure visits, and use of technology; and support in standardizing processes of procurement, accounting, reporting, etc.
80 Appendix 2
Table A2.3: 10 Divisional ITIs and Network ITIs
SN
Divisional ITI Name
SN
ITI Name
Current Enrol-
ment in Div. ITIs
Network ITIs
Total Enrolment
in Govt. ITIs
2018 (X) ITIs in Same
District
ITIs in Neigh-
bouring Districts
No. of Network
ITIs
Names of Neighbouring
Districts
Enrolment in Network ITIs (2018)
(Y)
2018 (X+Y)
I Bhopal
1 Govt. Model ITI Bhopal
3,063 2 19 24
Raisen, Vidisha, Rajgarh, Sehore, Guna
5,330 8,393 2
Govt. Gas Relief and Rehabilitation ITI, Bhopal
3 Govt. Women ITI Bhopal
II Hosha’bad 4 Govt. ITI Hoshangabad
639 4 9 12 Betul, Harda 2,655 3,294
III Gwalior
5 Govt. ITI Gwalior
1,405 0 16 9 Shivpuri, Sheopur
1,962 3,367
6 Govt. Women ITI Gwalior
IV Bhind 7 Govt. ITI Bhind
514 2 2 6 Morena, Datia
1,307 1,821
V Jabalpur
8 Govt. Model ITI Jabalpur
2,163 4 30 36
Narsinghpur, Chindwara, Balaghat, Mandla, Seoni, Katni
9,145 11,308
9 Govt. Women ITI Jabalpur
VI Rewa
10 Govt. ITI Rewa
1,078 2 14 15 Satna, Sidhi, Singrauli
3,236 4,314
11 Govt. Women ITI Rewa
VII Shahdol 12 Govt. ITI Shahdol
740 3 14 14 Umaria, Annupur, Dhindori
2,431 3,171
VIII Sagar
13 Govt. ITI Sagar
1,054 5 14 19
Tikamgarh, Chhatarpur, Damoh, Panna, Ashoknagar
4,160 5,214
14 Govt. Women ITI Sagar
IX Indore
15 Govt. ITI Indore
1,781 2 43 43
Khandwa, Khargone, Barwani, Burhanpur, Dhar, Jhabua, Alirajpur
7,587 9,368 16
Govt. Women ITI Indore
17 Govt. Apang ITI Indore
X Ujjain
18 Govt. ITI Ujjain
1,017 4 23 26
Dewas, Shajapur, Ratlam, Mandsaur, Neemuch, Aagar
6,586 7,603
19 Govt. Women ITI Ujjain
Total 13,454 28 184 204 44,399 57,853
Appendix 2 81
D. Trades and Trainees 9. There are nearly 58,000 students across 62 operational trades in ITIs including nearly 14,000 trainees of 2-year trades. Out of the 44,000 seats available in 2017, nearly 80% of seats were in 11 highly popular trades (Table A2.4).
Table A2.4: Top Trades for Enrollment in ITIs
S.No. Trade Name Seats
1 Computer Operator and Programming Assistant 8,263
2 Welder 6,342
3 Electrician 5,292
4 Fitter 3,213
5 Mechanic Diesel Engine 3,213
6 Secretarial Practice Assistant (Hindi) 3,094
7 Electronics Mechanic 1,363
8 Mechanic Motor Vehicle 1,260
9 Sewing Technology 1,134
10 Carpenter 957
11 Turner 736
Total 34,867
10. There are 39 trades operational in just one to five ITIs. For example, trades such as electroplating, hospital housekeeping, front office assistant, wireman, and information technology are only available in single ITIs with one or two units (21–42 trainee capacity); sheet-metal worker, housekeeper, painter (general) are available only in two ITIs with 42–84 trainee capacity. 11. The trades in 10 divisional ITIs has been rationalized to an overall 32 trades to ensure industrial and economic alignment in the region, as well as optimization of existing and new infrastructure in the ITIs. For example, at the Govindpura campus in Bhopal there are three ITIs running with 37 trades. There are 17 trades which are running in more than one ITI. The three ITIs are proposed to be merged into one divisional ITI with 27 trades.
12. The 32 trades are categorized into six groups of trades mainly, mechanical, auto, electrical, construction, fashion, and non-engineering trades grouped as below. The seat distribution across groups is also balanced to ensure that training is well distributed across sectors and opportunity is provided to all potential trainee groups such as women, people with disabilities, and economically disadvantaged. The seats proposed are 26.6% in mechanical group, 11.9% in auto, 21.6% in electrical, 7.2% in construction, 27.7% in non-engineering, and 5% in fashion group. The 32 trades selected also have a high potential for short-term training such as split AC technicians, wood polishing, advanced welding, drilling and grinding, etc. as well as upskilling for industry employees such as coordinate measuring machine, destructive and nondestructive testing, process control block operations, hydraulics, and pneumatics, etc.
13. About 25,000 trainees trained in these trades under CTS will receive nationally recognized National Council for Vocational Training (NCVT) certificates. This will enable them to access jobs in public enterprises or large private companies in and outside the state. Under the Madhya Pradesh Skills Development Project (MPSDP), about 35,000 people will receive industry-led
82 Appendix 2
short-term training for upskilling/reskilling, which will be delivered by utilizing upgraded facilities and equipment in the 10 ITIs. Short-term courses will include training specifically targeted at women and disadvantaged groups (Table A2.5).
Table A2.5: List of Trades to Be Run in 10 Divisional ITIs S.No. Mechanical S.No. Non-Engineering
1 Fitter 17 Computer Hardware and Network Maintenance
2 Litho – Offset Machine Minder 18 Computer Operator and Programming Assistant
3 Machinist Composite 19 DMC-Draughtsman Civil
4 Operator Advanced Machine Tools 20 DMM-Draughtsman Mechanical
5 Sheet Metal Worker 21 Stenography and Secretarial Assistant (English)
6 Tool and Die Maker (Dies and Moulds)
22 Stenography (Hindi)
7 Turner 23 Surveyor
8 Welder 24 Basic Cosmetology
S.No. Auto S.No. Electrical
9 Mechanic (Tractor) 25 Electrician
10 Mechanic Auto body Painting 26 Electronics mechanic
11 Mechanic Auto body Repair 27 Instrument Mechanic
12 Mechanic Diesel Engine 28 Mechanic Refrigeration and Air-conditioning
13 Mechanic Motor Vehicle (MMV)
S.No. Construction
S.No. Fashion 29 Carpenter
14 Dress Making 30 Mason
15 Fashion Design Technology 31 Painter General
16 Sewing technology 32 Plumber
14. One of the strong focus areas of the 10 divisional ITIs under MPSDP would be mobilization and counselling, including activities like (i) counselling and mentorship to help trainees understand short-term and long-term career goals; (ii) minimum salary and expectations at the workplace; (iii) evaluation of soft-skills of trainees at the time of joining (e.g., clarity of communication, English speaking skills, degree of ease with technology); and (iv) special requirements or support, resume preparation, mock interviews, advisory on job profiles to target and opportunities to interact with industry before the placement process. 15. Detailed institutional development plans for each divisional level ITI would be prepared under the following themes:
(i) Planning for training. Includes management of old and new long-term trades, short-term courses, scheduling of courses, infrastructure and equipment maintenance and management plan, plans for industry linkages for inputs on training, equipment and employment.
(ii) Planning for administration. Includes rationalization of current trainers, recruitment of new trainers, subject matter experts, monitoring, evaluation and reporting systems.
(iii) Planning for network ITIs. Includes support to students in finishing skills, additional training on advanced equipment, counselling and employment, support to trainers on content, curriculum, pedagogy, industry relevance, exposure visits, use of technology, and support in standardizing processes of procurement, accounting, reporting etc. This would be supported under the JFPR-TA.
Appendix 2 83
E. Trainers and Faculty 16. There are about 1,850 trainers in 223 ITIs: 67% trainers are in the top 11 seat capacity trades. While there is an overall shortage of about 37%, the teacher-seat ratio is skewed and trades like computer operator and programming assistant, welder, mechanical diesel engine and carpenter indicate a significant shortage of trainers (Table A2.6).
Table A2.6: Availability of Teaching Staff by Trade
S.No. Trade Name Seats Trainers Ratio
1 Computer Operator and Programming Assistant 8,263 185 44.7
2 Welder 6,342 183 34.7
3 Electrician 5,292 248 21.3
4 Fitter 3,213 218 14.7
5 Mechanic Diesel Engine 3,213 48 66.9
6 Secretarial Practice Assistant (Hindi) 3,094 108 28.6
7 Electronics Mechanic 1,363 57 23.9
8 Mechanic Motor Vehicle 1,260 63 20.0
9 Sewing Technology 1,134 43 26.4
10 Carpenter 957 28 34.2
11 Turner 736 51 14.4
Total 34,867 1,232 28.3
17. The Craft Instructors’ Training Scheme (i.e., TVET teachers’ institute) is operational since the inception of CTS. There are now 14 Advanced Training Institutes (ATIs) in Ludhiana, Kanpur, Kolkata, Mumbai, Hyderabad, Chennai, Jodhpur, Haldwani, Calicut, Choudwar, CTI Chennai, ATI-EPI Dehradun, ATI-EPI Hyderabad and FTI Bangalore. The total training capacity for instructors at these institutes is only 3,378 leading to huge demand-supply gap for instructor training in India.
18. One of the key focus of MPSDP would be to develop a cadre of 320 trainers from the pool of nearly 730 trainers in 10 divisional ITIs and the capacity of 360 trainers from network ITIs. This will be done in the areas of equipment upkeep and maintenance, exposure on trade-related updates and awareness, attachment program to institutes and industries, exposure on session planning, scheduling of labs/classrooms, use of technology, assessment methods, problem solving, and exposure on soft skills such as presentation, creative writing, public speaking, grievance handling, negotiations, and crisis management. F. Infrastructure Upgradation of 10 Divisional ITIs 19. Many of the government ITIs are more than 30 years old. In the absence of maintenance, the classrooms, workshops, and buildings bear a neglected look. The training tools, instruments and equipment are also worn down due to poor upkeep and lack of funds. Other impeding issues in the infrastructure of ITI are poor capacity and availability of power, lack of hostels, lack of boundary walls, and problem of encroachment. Poor infrastructure makes the institute unattractive, less aspirational, and uninviting for the students and the employers.
84 Appendix 2
20. The present ITI buildings are poorly integrated as a campus. There are severe deficiencies in terms of internal roads, boundary walls, street lighting, drainage, and landscaping. The creation of only new buildings in such an environment is of limited value. Therefore, MPSDP has allocated a sufficient budget for upgradation of existing training buildings, repair of existing internal roads, building new roads, setting up rainwater drainage and sewage treatment plants, recycling water to use in flushing tanks and landscape maintenance, and enhancing water and electric supply to meet the increased demand for additional power back up through diesel generation sets and possibly solar power.
21. The layout of labs in the 10 divisional ITIs focuses on stimulating industrial work environment. Each trade main lab is complemented by a trade quality lab and a sector quality lab to bring authenticity and true shop-floor experience of the industry. The industry standards are also being adopted with regard to safety and pedagogic suitability. Turbo ventilators on workshop roofs are being provided to increase air changes and reduce heat buildup, LED lighting is being used for low energy consumption, and centralized air-conditioning is being provided in selected areas to optimize power consumption as well as include a portion of fresh cooled air.
22. The training equipment in the 10 divisional ITIs would be of industry and National Skills Qualifications Framework standards. For example, Juki motorized stitching machines, 5-Axis CNC machines for both Fitter and Operator Advanced Machine Tools Trades, Festo Hydraulic and Pneumatic training work stations for Fitter, automatic Injection Moulding Machines for Tool and Die Maker (Dies & Moulds) have been planned across the selected trades. The specifications of the machine are also more advanced than those prescribed by NCVT standards. For example, as per NCVT, the specified accuracy level the students can achieve during training on CNC
Turning 0.05mm (total tolerance 0.10mm) and on conventional machines is 0.1mm (total tolerance 0.2mm). Under MPSDP, the equipment specification has been enhanced to achieve
the accuracy level 0.01mm on CNC and 0.05mm on all conventional equipment.
23. In addition, the trainees would be given maximum exposure on machines by increasing the machine to trainee ratios. For example, the NCVT standard in turner trade is about 2 trainees per lathe machine or 16 trainees to one CNC machine. Under MPSDP, more number of machines are being deployed and more contact hours are being planned to increase the exposure of each student per machine.
Appendix 3 85
APPENDIX 3 TERMS OF REFERENCE FOR INTERNAL AUDITOR
A. Introduction 1. The Directorate of Skill Development (DOSD) intends to procure the services of a reputable chartered accountant firm (the consultant) to provide independent and objective outsourced internal auditing for 3 years. The function of the head of internal audit, along with two assisting team members will be outsourced to the consulting firm, who will report to the Director, DOSD. The head of internal audit is expected to be a member of the Institute of Chartered Accountants of India (ICAI) and a recognized Institute of Internal Audit, along with more than 7 years of experience in internal audit, preferably in the public sector. Internal audit team members shall have over 5 years of relevant experience. The internal audit team assigned will not be replaced without the consent of DOSD. 2. Internal audit function is expected to be an independent and objective assurance activity that is guided by a philosophy of adding value to improve the operations of DOSD. It shall assist DOSD in accomplishing its objectives by bringing a systematic and disciplined approach to evaluate and improve the effectiveness of the organization's governance, risk management, and internal control. 3. The internal audit function will cover all activities of DOSD, as well as activities undertaken by the Madhya Pradesh Housing and Infrastructure Development Board (MPHIDB) under the Madhya Pradesh Skills Development Project. The team will set up and establish the internal audit function at DOSD, including the development of adequate internal audit manual, such that the internal audit function may be gradually co-sourced and ultimately housed within DOSD. B. Role 4. The purpose, authority, and responsibility of the internal audit activity must be formally defined in an internal audit charter, consistent with the Definition of Internal Auditing, the Code of Ethics, and acceptable internal audit standards. This will also give due regard to the guidance provided by the Internal Audit Division of the Controller General of Accounts, India. This must be approved by the Director of DOSD. 5. To ensure operational independence, the internal audit head shall be appointed by and report directly to the Director of DOSD. 6. In addition to the above, with respect to internal audit, the Director directly, or a subcommittee appointed on his behalf, shall have the authority over the following:
(i) Approve the annual audit plan and all major changes to the plan, and review the internal audit activity’s performance relative to its plan.
(ii) Review with the chief audit executive the internal audit budget, resource plan,
activities, and organizational structure of the internal audit function. (iii) Review the effectiveness of the internal audit function, including conformance with
Institute of ICAI; The Institute of Internal Auditors' the Definition of Internal Auditing, Code of Ethics; and the International Standards for Professional Practice of Internal Auditing.
86 Appendix 3
(iv) On a regular basis, meet separately with the chief audit executive to discuss any matter that the committee or internal audit believes should be discussed privately.
C. Scope of Work 7. The scope of internal auditing encompasses, but is not limited to, the examination and evaluation of the adequacy and effectiveness of the organizations’ governance, risk management, and internal controls; as well as the quality of performance in carrying out assigned responsibilities to achieve the organizations’ stated goals and objectives. This includes:
(i) evaluating risk exposure relating to achievement of the organization’s strategic objectives;
(ii) evaluating the reliability and integrity of information and the means used to identify,
measure, classify, and report such information; (iii) evaluating the systems established to ensure compliance with those policies,
plans, procedures, laws, and regulations, which could have a significant impact on the organization;
(iv) evaluating the means of safeguarding assets and, as appropriate, verifying the
existence of such assets; (v) evaluating the effectiveness and efficiency with which resources are employed; (vi) evaluating operations or programs to ascertain whether results are consistent with
established objectives and goals and whether the operations or programs are being carried out as planned;
(vii) monitoring and evaluating governance processes; (viii) monitoring and evaluating the effectiveness of the organization's risk management
processes; (ix) evaluating the quality of performance of external auditors and the degree of
coordination with internal audit; (x) reporting periodically on the internal audit activity’s purpose, authority,
responsibility, and performance relative to its plan; (xi) reporting significant risk exposures and control issues, including fraud risks,
governance issues, and other matters needed or requested by the management; and
(xii) evaluating specific operations at the request of the management, as appropriate.
D. Professionalism 8. The internal audit activity will govern itself by adherence to ICAI and the Institute of Internal Auditors' mandatory guidance, including the Definition of Internal Auditing, the Code of Ethics, and the International Standards for the Professional Practice of Internal Auditing (Standards). This
Appendix 3 87
mandatory guidance constitutes principles of the fundamental requirements for the professional practice of internal auditing and for evaluating the effectiveness of the internal audit activity’s performance. E. Authority 9. The internal audit activity, with strict accountability for confidentiality and safeguarding records and information, is authorized for full, free, and unrestricted access to any and all of DOSD’s and MPHIDB’s and the above-defined relevant institutions’ records, physical properties, and personnel pertinent to carrying out any engagement in the project. All employees are requested to assist the internal audit activity in fulfilling its roles and responsibilities. The internal audit activity will also have free and unrestricted access to the Director of DOSD and MPHIDB. F. Independence and Objectivity 10. The internal audit activity will remain free from interference by any element in the organization, including matters of audit selection, scope, procedures, frequency, timing, or report content to permit maintenance of a necessary independent and objective mental attitude. Internal auditors will have no direct operational responsibility or authority over any of the activities audited. Accordingly, they will not implement internal controls, develop procedures, install systems, prepare records, or engage in any other activity that may impair the internal auditor’s judgment. 11. Internal auditors will exhibit the highest level of professional objectivity in gathering, evaluating, and communicating information about the activity or process being examined. Internal auditors will make a balanced assessment of all the relevant circumstances and not be unduly influenced by their own interests or by others in forming judgments. 12. The head of internal audit will confirm to the Director of DOSD, at least annually, the organizational independence of the internal audit activity. G. Internal Audit Plan 13. At least annually, the Head of Internal Audit will submit to senior management and the Director of DOSD, an internal audit plan for review and approval. The internal audit plan will consist of a work schedule as well as budget and resource requirements for the next fiscal or calendar year. The head of internal audit will communicate the impact of resource limitations and significant interim changes to senior management and the Director of DOSD. 14. The internal audit plan will be developed based on a prioritization of the audit universe using a risk-based methodology, including input of senior management and the Director of DOSD. The head of internal audit will review and adjust the plan, as necessary, in response to changes in the organization’s business, risks, operations, programs, systems, and controls. Any significant deviation from the approved internal audit plan will be communicated to senior management and the Director of DOSD through periodic activity reports. H. Reporting and Monitoring 15. A written report will be prepared and issued by the head of internal audit or designee following the conclusion of each internal audit engagement and will be distributed as appropriate. Internal audit results will also be communicated to the Director of DOSD. Although the internal audit function will be continuous, the head of internal audit will issue at least four audit reports per
88 Appendix 3
year, i.e., on a quarterly basis. 16. The internal audit report may include management’s response and corrective action taken or to be taken in regard to the specific findings and recommendations. Management's response, whether included within the original audit report or provided thereafter (within 30 days) by management of the audited area should include a timetable for anticipated completion of action to be taken, and an explanation for any corrective action that will not be implemented. 17. The internal audit activity will be responsible for appropriate follow-up on engagement findings and recommendations. All significant findings will remain in an open issues file until cleared.
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APPENDIX 4 TERMS OF REFERENCE FOR CONSULTING SERVICES
A. Project Management Consulting Firm
1. Scope of Services
1. The Project Management Consulting (PMC) firm will assist the project management unit (PMU) and the project implementation units (PIUs) in executing the project in an effective and timely manner. It will help with all aspects of project management including (i) the planning and roll-out of the planned development and training activities for industrial training institutes (ITIs) and the Global Skills Park (GSP); (ii) project monitoring, documentation, and reporting in formats agreed between the Government of Madhya Pradesh (GOMP) and Asian Development Bank (ADB); (iii) undertaking periodic skill-gap and stakeholder surveys so that the proposed TVET programs can be planned and executed according to the needs of the market and aspirations of the youth; (iv) adhering to the environmental and social safeguard requirements of the project; (iv) assisting with financial management, accounting, and contract management; (v) assisting in procurement and tendering of civil works and goods, including short-listing and evaluation, monitoring of contracts, and verification of bills and invoices; (vi) outreach, communication, and counselling functions; (vii) updating the project management information system (MIS), and assisting PMU and PIUs in the preparation of periodic reports to understand project trends and identify potential problems early on; (viii) addressing grievances of stakeholders; and (ix) building the institutional capacity of PMU and GSP society so that it can achieve the outcome and outputs of the project according to implementation schedules. 2. The selection and engagement of the PMC will be undertaken by GOMP in accordance with the Quality- and Cost-Based Selection (QCBS) procedures in the ADB’s Guidelines on the Use of Consultants (2013, as amended from time to time). The cost of the PMC will be financed by the loan. A total of 524 person-months of consulting services (260 for key experts and 264 for non-key experts) will be required intermittently over 5 years. The overall tasks by the firm include, but not be limited to, the following:
2. Tasks
a. Project Management
3. The PMC will assist the PMU and PIU in:
(i) coordinating across departments and implementing all the project activities in a timely and effective manner.
(ii) streamlining the institutional arrangement for project planning, management, implementation, and monitoring by preparing the required business processes, and communication and reporting protocols.
(iii) preparing annual work plans, detailed implementation schedules, and budgets using computer-based project management tools.
(iv) developing a robust mechanism for fixing the yearly targets for contract award and disbursement.
(v) coordinating with other consulting firms or technical support teams (e.g., the Institute of Technical Education Singapore, design and supervision firm for GSP) engaged under the loan for smooth implementation of project activities.
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b. Project Performance Monitoring and Reporting
4. The PMC will assist in:
(i) collecting and verifying project baseline data, listed in the project design an monitoring framework (DMF) and gender equality and social inclusion (GESI) plan, and establishing the project performance monitoring system (PPMS) for regular monitoring of all project activities.
(ii) working with the MIS providers or vendors to operationalize the PPMS by drawing on relevant information from the overall project activities, including financial transactions.
(iii) Updating information on the key indicators laid down in the DMF periodically. (iv) Monitoring the progress of all project activities and preparing progress reports. (v) alerting the PMU and the PIU on implementation problems and suggesting
corrective actions. (vi) Assisting the PMU in compiling and preparing all reports as per ADB and GOMP’s
requirements.
c. Financial Management and Project Accounting
5. The PMC will:
(i) assist the PMU in maintaining the project accounts with all ledgers and control systems.
(ii) help the PMU in preparing the annual budgets and financial documents on time and in formats required by ADB and GOMP.
(iii) generate different accounts, reports, and financial statements as required. (iv) assist the PMU in preparing annual financial statements and periodic withdrawal
applications in formats required by ADB.
d. Procurement
6. The PMC will: (i) assist the PMU in the procurement of civil works (for GSP), training equipment,
goods pertaining to training, consulting services, and non-consulting services as required in compliance with ADB procurement guidelines.
(ii) assist in the preparation of bidding documents following standard ADB templates and processes,1 including the technical specifications for all types of procurement and the conditions of the contracts.
(iii) assist the PMU in organizing pre-bid workshops and responding to queries from bidders.
(iv) assist the PMU in contract negotiations with the successful bidders as required. (v) assist the PMU in monitoring the performance of other agencies under the project
(e.g., international training partners, DSC, etc) in an objective manner, which includes reviewing and clearing the bills submitted by other agencies and
1 All procurement of goods and works will be undertaken in accordance with ADB’s Procurement Guidelines (2015, as
amended from time to time). All consultants and NGOs, if appropriate, will be recruited according to ADB’s Guidelines on the Use of Consultants (2013, as amended from time to time).
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contractors by ensuring all the required deliverables and milestones have been met according to the contracts.
(vi) assist the PMU in monitoring all contracts, verifying bills and invoices, and preparing withdrawal applications in the format specified by ADB.
(vii) help the PMU in managing contracts and resolving contractual issues. e. Safeguards
7. The PMC will:
(i) help the PMU in preparing detailed bidding documents for civil works as needed, by incorporating environmental management plans (EMPs).
(ii) help the executing and implementing agencies in submitting periodic monitoring reports to ADB as per safeguard requirements in the loan agreement.
(iii) support the PMU in keeping all no objection clearances updated during the construction phase.
(iv) have its environmental expert to visit the project sites, where construction works are in progress to ensure the EMP implementation during the construction phase.
(v) ensure all civil works contracts are in compliance with EMPs and all monitoring requirements are followed.
(vi) organize capacity building and training programs on environmental safeguards for the executing and implementing agencies, contractors, and PMU staff. f. Focus on Gender, People with disabilities (PWDs), and Indigenous
People 8. The PMU will:
(i) ensure that gender disaggregated data are collected for all project-related indicators in monitoring the progress during project implementation, including indicators and targets in the DMF and GESI plan.
(ii) support the PMU, GSP and ITIs in implementing and monitoring the Indigenous Peoples Plan (IPP) and preparing its regular monitoring reports.
(iii) support in the design of gender and IP–sensitive communication strategy and information, education, and communication (IEC) materials, illustrating the importance of education and vocational skills training, as needed.
(iv) assist the PMU in designing and implementing specific trainings focusing on PWDs.
(v) assist the PMU in implementing, monitoring, and updating the GESI action plan over the project period.
(vi) conduct training and sensitization workshops for relevant executing and implementing staff, GSP and ITI management and administrative staff, career counsellors, and contractors.
(vii) ensure to prepare periodic reports to the PMU on progress achieved against the activities and targets in the GESI plan, which will be incorporated into quarterly progress reports.
g. Monitoring of 10 ITI civil works
9. The PMC will:
(i) monitor the 10 ITI civil works with regular visits to construction sites and assist MPHIDB in supervising the quality of construction works in all 10 ITI sites.
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(ii) report to PMU on weekly basis on the status of ITI civil works construction, identify potential issues in the quality and progress of construction works, and provide solutions to ensure the quality implementation of civil works in 10 ITIs.
h. Project Completion Report
10. The PMC will assist the executing and implementing agencies in preparing a project completion report upon the project’s completion in the format prescribed by ADB.
3. Team Composition & Qualification Requirements for the Key Experts 11. A minimum of 260 person-months of key national experts and 264 person-months of non-key experts are required for PMC services. The positions qualifications and person-months for the key experts are presented in Table A4.1.
Table A4.1: Summary of Key Experts S.No. Position Qualifications and responsibilities Person-
months
1. PMC Team Coordinator/Skill Development Specialist
Key Qualifications:
• Master’s degree in business management, development economics, education or related field preferably with 15 years of experience in managing and coordinating large externally aided projects related to skill development.
• Extensive experience in skills development initiatives in India and abroad, with deep knowledge of advanced TVET programs in India and international best practices.
• Proven record in successfully managing diverse skill development programs in governments or private sector, preferably in multilateral-financed programs, with sound financial management, effective personnel and stakeholder management.
• Demonstrated outcomes of successful skills programs in terms of employment outcomes, institution building, and sustainability.
Job Responsibilities: (1) Oversee and supervise the work of all the key and non-
key experts of PMC for effective and timely delivery of required tasks.
(2) Establish concrete work plans, implementation schedules, and deliverables for each of PMC specialists, and ensure their inputs result into expected outputs in a timely manner to support the project management unit (PMU).
(3) Provide monthly reports of work plans and outputs of PMC specialists to PMU.
(4) Coordinate across implementing agencies (DOSD, MPHIDB), other training institutes (GSP, ITIs), and implementing partners (ITE, GIZ, and DSC) to ensure that all project activities are undertaken as planned according to implementation schedules.
(5) Support PMU in establishing implementation schedules for the overall project and major components of the
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S.No. Position Qualifications and responsibilities Person-months
project (GSP, ITIs), as well as evaluation & monitoring frameworks for project progress.
(6) Assist the executing and implementing agencies to assess the project progress, identify potential issues, and develop effective solutions to address the issues.
(7) Assist PMU in preparing quarterly and annual progress reports, as well as briefings for the project steering committee (PSC) and project implementation committee (PIC).
(8) Ensure that all project activities, including procurement, financial management, and safeguards are complied with ADB policies and guidelines.
(9) Provide strategic guidance to the Project Director and PMU senior management team on the effectiveness of ongoing skills initiatives in India and abroad by preparing briefing notes based on research and other knowledge products.
(10) Support PMU in building networks with knowledge partners, industries, and other training institutes in India and abroad to support the operation of premier advanced training institutes at GSP.
(11) Identify expert resource needs in PMU during project implementation and coordinate the recruitment and mobilization of experts for the PMU team.
2. Industry Partnership Specialist
Key qualification
• A highly committed individual preferably with 12 years of experience in business management, human resources recruitment, and training in government or private sector related to large manufacturing and services sectors.
• Broad knowledge of skills requirements across a range of industries and practical understanding of skills requirements and training needs in key industries.
• Proven record in establishing partnerships between training/education institutions and industries towards worker training, customized training programs, job placement, or entrepreneurship development.
• Direct operation and management experience of training programs in major industries will be an advantage.
• Deep knowledge of national policies, practices, and initiatives in skills development, and familiarity with international best practices in advance training, particularly in manufacturing and service-related fields.
Job Responsibilities: (1) Develop industry engagement strategies to establish
industry-cooperated training programs (i.e., short-term training and customized training) in GSP and ITIs, which respond the skills needs in major industries in MP.
(2) Establish networks with diverse industries to support the job placement of trainees and achieve employment targets.
(3) Explore overseas employment opportunities for project trainees, set up relevant international accreditation
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S.No. Position Qualifications and responsibilities Person-months
programs, and establish industry partnerships for advanced training.
(4) Develop apprenticeship for job placement strategies for trainees at ITIs and GSP by establishing networks of industries for priority training programs. Closely coordinate with Apprenticeship Training Scheme at the state level for trainees from ITIs and GSP.
(5) Develop and maintain a database of industries and their requirements for current and emerging skills needs, and advise on the content of training programs at GSP and ITIs, including soft skills.
(6) Establish networks with industry consortiums (e.g., sector skill councils and industry associations) to promote project training programs and job placement of trainees.
(7) Consolidate feedback from industries on placed students and provide inputs to GSP and ITI programs to improve training quality.
(8) Coordinate closely with communication specialist(s) to ensure robust industry participation in all programmatic interventions, and support PMU in creating placement brochures to highlight student profiles and their job placements.
(9) Explore potential entrepreneurship support programs for indigenous sectors of Madhya Pradesh in GSP (e.g., agriculture, handloom, handicrafts and other native skills of the tribal belts) and coordinate with GM training and entrepreneurship specialist for possible development of specialized short-term courses in ITIs.
3. Finance Specialist
Key qualifications:
• A finance professional, preferably a chartered accountant, or with a masters’ degree in financial management/ accounting, and preferably with 12 years’ experience of working on development projects.
• Knowledge about ADB’s financial management policies and procedures will be given an advantage.
Job Responsibilities: (1) Review the current financial management systems of the
executing ang implementing agencies (DOSD and MPHIDB) and suggest ways of streamlining them.
(2) Support PMU in preparing annual budgets and financial documents in formats as required by GOMP and ADB, including the establishment and periodic updates of quarterly projections for contract awards and disbursements of the project.
(3) Establish and document key business functions and processes which would be required for strengthening financial management practices and to bring them in synch with requirements of ADB-financed projects.
(4) Assess the adequacy of existing internal controls and procedures for key processes; prepare and operationalize a financial management manual for DOSD; and assess the need for other manuals that may be required to ensure PMU and PIU follow due process per ADB procedures.
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S.No. Position Qualifications and responsibilities Person-months
(5) Train the relevant GOMP officials and members of PMU and PIU in using the manuals and standard operating procedures.
(6) Assist PMU in preparing annual financial statements for the project and for the entity in formats as approved by the Comptroller and Auditor General (CAG) and ADB, including guidance in preparation of periodic withdrawal applications for loan disbursement.
(7) Ensure overall supervision and guidance over the work of the Accounts Officer in performing his functions.
(8) Provide suggestions to MIS consultants for the creation of appropriate modules for tracking the financial transactions under the project.
(9) Assist the Audit Committee of DOSD in overall guidance and supervision and in performing their duties.
(10) Assist PMU in overall compliance with the provisions related to Companies Act, 2013, Income Tax Act, 1956 and Finance Act, 1994, Goods and Services Tax etc.
4. M&E Specialist
Key qualifications:
• The specialist should have a master’s degree in development/labor economics, statistics, sociology, education, or related field, preferably with 12 years of work experience in the development of monitoring & evaluation (M&E) framework, based on management information system (MIS), other baseline surveys and data (e.g., tracer study).
• Proficiency in quantitative and qualitative methodologies to examine labor market trends and apply in assessing training outcomes.
• Extensive knowledge of the education and skill development in India and its M&E systems, as well as the use of effective of MIS platforms and other surveys.
• Excellent communication skills—written and verbal—with capability to present periodic M&E results to higher authorities. Analytical skills are essential to articulate complex reporting on the project and its implementation progress.
Job Responsibilities: (1) Oversee the development of effective MIS designs, which
can track the implementation progress of various project activities.
(2) Help procure and customize the most appropriate system for project management which should include
a. Institutional-level live database of GSP and ITIs including student information, faculty information, alumni information, courses, training schedules, calendars, etc.
b. Trainee-level database including backgrounds, past training, current training, attendance, assessment and certification records, employment records etc. This should be linked to an online tracking/tracer system for the trainee.
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S.No. Position Qualifications and responsibilities Person-months
c. Trainer-level database including qualifications, experience, skill sets, refresher training records, interests, career progression, professional development records etc.
d. Other project level information such as finances, procurement information, HR information, progress reports on civil works, training progress etc.
(3) Provide guidance and support in integrating with the NCVT MIS system and other state-level MIS system to ensure convergence of information about placements, industry linkages, quality assurance, and district-level planning etc.
(4) Establish comprehensive M&E frameworks to monitor the progress of project implementation and achievements, by consolidating required information from MIS, tracer study, and other sources, and by designing additional data collection methods as needed.
(5) Prepare periodic M&E reports on project progress, including the identification of potential issues in project implementation (e.g., civil works and equipment installation), institution-wise performance, training performance, and training outcomes, etc.
(6) Ensure the establishment of the project website and periodic updating according to ADB’s communication policies.
(7) Work closely with ITI and GSP staff in building their capacity towards the management and maintenance of data and information in MIS and other sources.
(8) Produce quarterly progress data for the project’s design and monitoring framework (DMF) and other project performance reporting system (PPRS) per requirements by ADB and GOMP, which will be incorporated into the project’s quarterly progress reports to DTESD and ADB.
5. Environmental Specialist
Key Qualifications:
• An environment specialist with preferably a master’s degree in environment sciences, management, or related specialized fields, and preferably with 10 years of relevant experience in environmental management and environmental impact assessment of infrastructure and major construction projects.
• Knowledge of policy and regulatory frameworks for environmental management in India and Madhya Pradesh, as well as demonstrated records in promoting environmental standards and good practices.
• Good understanding of the environment operations, policies, and procedures of multilateral development and financing institutions, and experience in working on ADB or similar organizations’ projects.
• Familiarity with ADB’s Safeguard Policy Statement (SPS) 2009, and prior experience in monitoring environment management plans (EMPs) and preparing safeguard
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S.No. Position Qualifications and responsibilities Person-months
monitoring reports during project operations financed by ADB.
Job Responsibilities: (1) Collect baseline data on social and environmental
safeguards in pre-construction phase through primary and secondary sources, update them semi-annually, and monitor the implementation as per EMPs and monitoring requirements.
(2) Assist PMU in establishing a system for monitoring the project’s environmental indicators and compliance with EMPs. Conduct training and sensitization workshops for relevant executing and implementing agencies staff, consultants, and contractors. Prepare the required manuals and conduct additional training on safeguards, if required.
(3) Review and check the quality of data, evaluate the effectiveness with which the mitigation and monitoring measures are being implemented, and recommend further actions to be taken as needed.
(4) Prepare periodic safeguard monitoring reports as per the format acceptable to ADB and other statutory agencies.
(5) Support PMU in obtaining applicable statutory clearances, permissions, consents, 'No Objection Certificates (NOC)' for construction sites, as needed.
(6) Ensure contractor(s) obtain all necessary permissions and NOCs, etc. for installation of construction equipment and machinery at construction camps and/or sites.
(7) Interact with designated environmental specialist(s) of implementing agencies for safeguard compliances at site and obtain data to prepare safeguard monitoring reports for submission to ADB.
(8) Resolve/redress grievances related to environment, if any, filed at construction sites and/or implementing agencies.
(9) Update IEE and EMPs for major changes in scope of works, if required, during the project implementation.
(10) Visit construction sites regularly along with implementing agency environmental specialist(s) to ensure EMP compliance during construction.
(11) Support PMU to ensure the project complies with all loan covenants pertaining to environmental safeguards.
6. Social and Gender Specialist
Key Qualifications:
• Master’s degree in development economics, sociology, or related field, preferably with 10 years of relevant experience in supporting the implementation of social and gender interventions in multilateral development projects, preferably related to skills development.
• Comprehensive knowledge and understanding of social and gender development issues in Madhya Pradesh or in India, including issues related to scheduled tribes and scheduled casts.
• Knowledge in social and gender dimensions of TVET or skills development operations of multilateral development
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S.No. Position Qualifications and responsibilities Person-months
institutions, and the mandate of government initiatives in TVET.
Job Responsibilities: (1) Responsible for ensuring the implementation of the
gender and social inclusion activities set out in the gender equality and social inclusion (GESI) plan and carrying out capacity building activities with implementation agencies on GESI action plan.
(2) Support PMU in the implementation of the Indigenous People’s Plan (IPP) in ITIs and other agencies under the project. Conduct training and sensitization workshops for executing and implementing agencies, including PMU staff, consultants, and contractors.
(3) In coordination with PMU team and other consultants in the PMC, verify baseline data in DMF and GESI, and collect additional data, as needed.
(4) Develop the monitoring framework for GESI and IPP implementation and establish monitoring schedules and reporting mechanisms.
(5) Assist PMU to prepare quarterly reports on implementation progress in GESI and IPP, identify issues that may constrain the achievement of targets, and develop remedial actions, as needed.
(6) Support the communication specialist in designing a gender–sensitive communication strategies and information materials, aimed at promoting TVET for women and disadvantaged social groups and supporting job placements of TVET trainees.
7. Equipment Engineer (International) .
Key Qualifications:
• A qualified engineer with 15 years of experience in identifying equipment for advanced engineering programs, managing equipment installation, project management, preferably in large skills development projects in government or private sector.
• Proven record in commissioning, operation, maintenance of equipment in industry or institutions including preparing schedules, training, quality control, and industry/vendor liaising.
Job Responsibilities: (1) Review training equipment specifications according to
industry/ international norms, and advise PMU and training institutes (e.g., ITIs) on users’ requirements and proper layouts in training facilities.
(2) Assist ITIs in the design layout of each workshop and laboratory in 10 divisional ITIs, along with inputs from domain experts as needed.
(3) Support PMU in preparing detailed schedules of installation of equipment at ITIs (and GSP if needed) in close coordination with ITE Singapore and GIZ experts.
(4) Supervise the installation and commissioning of equipment/ machinery at ITIs and GSP (if needed).
(5) Support PMU and ITIs in preparing action plans and schedules of maintenance and operations of the
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S.No. Position Qualifications and responsibilities Person-months
equipment and instruments, including arrangements for necessary training and workshops for ITIs and GSP.
(6) Support PMU and ITIs in preparing action plans and schedules to discard or relocate old machinery in 10 divisional ITIs.
(7) Provide capacity building support to ITI principals and management staff on the use and maintenance of equipment.
(8) Supervise the development of assets lists for all equipment to be provided/installed at ITIs and GSP, monitor the maintenance and updates of the assets lists, and support GSP and ITIs to prepare periodic reports.
8. HR and Organization Development Specialist
Key Qualifications:
• Graduate/postgraduate in human resources (HR) or in a related field with at least 10 years of HR experience in leading and managing an HR unit in large industry or education/training institutions for technical specialists.
• The specialist should have a proven ability to plan, develop, and execute a new HR unit with strategic initiatives to advance organizational goals with good knowledge of global, state, and local employment laws and best practices. He/she should also should have hands-on experience with all functional areas of HR including recruitment, compensation, benefits, performance management, employee relations, training/development, terminations, policy formulation, etc.
• The specialist should have a demonstrated record of developing an efficient and effective HR system of managing a large group of newly recruited staff, establishing a well-coordinated system of monitoring the staff performance, in close coordination with PMU staff and other government officials.
• The specialist should have excellent communication skills—both written, verbal, and presentation skills--to develop HR strategies for consensus and to effectively implement the strategies. Proficiency in Microsoft Office (i.e. Outlook, Word, Excel, PowerPoint) is mandatory.
Job Responsibilities: (1) Support the implementing agency and PMU in developing
HR strategies to establish newly recruited staff and trainers at GSP for its effective delivery of advance training programs and to implement reform initiatives at 10 divisional ITIs.
(2) Support PMU in developing detailed plans and timelines to establish and effective HR unit at GSP related to managerial staff and trainers, resources, and logistics, as well as at ITIs.
(3) Support PMU in developing the full scope of HR functions for the project and GSP’s future operations, including recruitment, compensation, performance management, employee relations, succession planning, training/development, policy formulation, etc.
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S.No. Position Qualifications and responsibilities Person-months
(4) Assist PMU to recruit and mobilize qualified trainers for GGSP and GSP, and other GSP management team and technical staff, and undertake all required evaluation procedures as required by the project and financier (ADB).
(5) Ensure all HR management and recruitment procedures are complied with loan covenants.
(6) Develop and implement short- and long-range programs and initiatives to drive organizational effectiveness, professional development, and overall management and performance of employees.
(7) Build, manage, and motivate effective HR team to meet and exceed organizational and departmental goals and objectives.
(8) Serve as the corporate liaison to advise and consult on cross-functional policies, processes, and facilitate relevant internal communications to employees, managers, and departments.
(9) Support PMU to develop a monitoring and evaluation framework and performance indicators for effective functioning of the HR system, which can diagnose and address employment and operational performance.
(10) Assist PMU to develop and manage a grievance redressal system.
9. Agriculture specialist
Key qualifications:
• The specialist should preferably have a post graduate degree in agricultural economics, development economics, or other related fields, preferably with 10 years of work experience in designing and implementing skills training programs in agriculture related sectors.
• The specialist should be familiar with reforms underway in agriculture related skill development in India and should have extensive knowledge of technology applications in agriculture and best practice cases, with respect to productivity enhancement, innovative entrepreneurship development, youth engagement, etc.
• The specialist should have extensive knowledge of agri-business organizations in India, their skills demands, and related employment opportunities.
• Excellent written and oral communication in English is desirable.
Job Responsibilities: (1) Based on the agricultural training programs prepared
under project design team, oversee the establishment of training programs for CAAT based on the trends of agriculture transformation in MP and India.
(2) Support the engagement plans for identified partner institutions and agri-businesses to establish training programs at GSP and develop employment or entrepreneurship opportunities for trainees.
(3) Support the PMU and partner organizations to establish the target trainees, selection criteria for trainees, training curricula, credible certification and assessment systems
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for priority training programs, linked to specific employment and entrepreneurship opportunities.
(4) Support the PMU to establish an effective management structure of the agricultural training programs at GSP, with a wide range of business opportunities for future sustainability of the Center for Advanced Agricultural Training (CAAT).
(5) Support the implementation of CAAT and monitor the effectiveness of training programs at CAAT, including the employment outcomes of trainees, and establish mechanisms to support the visible outcomes of training programs.
(6) Assess the functioning of CAAT and identify additional support needs if necessary, and coordinate with PMU to develop remedial action plans.
(7) Establish a monitoring framework for CAAT operations and prepare quarterly progress reports to be incorporated into the overall project progress reports.
10. Entrepreneurship Specialist
Key qualifications:
• Post Graduate in business, commerce, economics or a related field, preferably with 10 years of experience in supporting entrepreneurship or small business development programs, or related activities.
• Extensive knowledge of current initiatives in entrepreneurship support programs in India and abroad, related to specific fields promoted in GSP and ITIs, as well as successes and opportunities of those initiatives.
• Deep knowledge of financing, administrative, monitoring resources required for entrepreneurship support programs in India and Madhya Pradesh.
Job Responsibilities: (1) Map out key entrepreneurship support programs targeted
at ITIs, GSP, or related institution graduates and analyze successful and less successful aspects of ongoing support initiatives in MP and elsewhere in India.
(2) Coordinate with existing entrepreneurship support programs at GSP and develop strategic elements to upscale the existing program for target trainees in ITIs, GSP, and others in MP.
(3) For GSP entrepreneurship support center, support PMU to develop the linkages with ITIs and other government agencies such as Rural Development and Tribal Affairs, etc.
(4) Create models of entrepreneurship support programs and linkages with market and financial institutions, review existing operating procedures, assess the existing standard procedures, and revise the procedures, if necessary, to be used for graduate trainees from ITIs and GSP.
(5) Work closely with GM-Training and Quality on creating customized curriculum and incorporating into regular curriculum of relevant training programs, like marketing, finance, international business, HR-information system and language and communication.
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(6) Explore creating soft launch pads, a vibrant learning and networking facility for students who wish to create high-impact ventures. These facilities can provide supportive environments where students benefit by being a part of the entrepreneurial community and by networking with budding entrepreneurs.
(7) Work closely with the Industry Partnership Specialist to create industry linkages and help students explore business opportunities in various sectors.
(8) Promote international partnerships with various institutions abroad to expose the students to the working and functioning of economies of other countries.
(9) Support the GSP Entrepreneurship Development Center to establish all required platforms, including the establishment of operational structure, linkages to seed capital, administrative/licensing support, etc.
11. Procurement specialist
Key qualifications:
• Preferably a masters’ degree in engineering or relevant discipline, preferably with 12 years’ experience of managing procurement of civil works, goods, consulting, and non-consulting services is required.
• Good knowledge of the procurement and consulting services policies and procedures of ADB and other donor agencies such as the World Bank is a pre-requisite for this position.
Job Responsibilities: (1) Support PMU procurement team to prepare the
Expression of Interests (EOIs) and request for proposals (RFPs) for civil works, goods & equipment, and engagement of consultants, training partners, and NGOs as needed.
(2) Support PMU to prepare standard bidding documents for procurement of goods, civil works, consultancy and non-consultancy contracts following ADB’s templates and procedures.
(3) Ensure that the consulting firms, training partners, civil works contractors, and suppliers of equipment are following the contract agreements in terms of quality of inputs, satisfactory completion of outputs and deliverables, and billing.
(4) Support PMU to establish standard processes for transparent preparation of bidding documents and contract management.
(5) Assist PMU in undertaking any other duties and responsibilities related to procurement, including engagement of consultants.
(6) Prepare the required procurement manuals and business processes to institutionalize and strengthen the procurement process in DOSD, MPHIDB etc.
24
Appendix 4 103
Table A4.2: Summary of Non-Key Experts Sl. No.
Position Qualification Person–months
Non-key Experts
1 Engineers/Construction supervisors (4 positions)
Diploma /Graduate Engineers with preferably 10 years of overall experience in large building construction supervision, out of which 5 years should be in educational projects.
96 (4 *24 person-month)
2 Analyst M&E (2 position) M&E Specialists should have good technical knowledge of MIS and its use for M&E framework. The specialist will be responsible for ensuring data inputs to the newly established MIS by all concerned institutions and the application of data inputs for M&E reporting. (MIS system will be developed by a specialized company.)
96 (2*48 person-month)
3 Support Consultant (4 position)
MBA with preferably 5 years’ experience in project management and capacity building. Experience in externally aided projects will be advantage.
48 (4*12 person-month)
4 Resource Person – International (4 position)
Will be decided as and when required during implementation of the project.
24 (4*6 person-month)
B. Design and Supervision Consulting Firm for Global Skills Park
1. Scope of Services 12. The Government of Madhya Pradesh (GOMP) will engage a DSC firm to assist the executing and implementing agencies in preparation of the Global Skills Park (GSP). DSC shall carry out the following tasks related to GSP, but not be limited to:
(i) prepare Detailed Project Reports (DPR) for the GSP components; (ii) procure civil works with fixtures for GSP construction and supervise the contractors
during implementation; all procurement of works, goods and services will be according to ADB procurement guidelines and principles; and
(iii) provide construction supervision and monitoring services during implementation stage.
13. The duration of the DSC assignment is approximately 36 months and is expected to commence by September 2018. The Department of Technical Education, Skill Development and Employment (DTESD&E) as the executing agency will follow quality- and cost-based selection procedures (QCBS) for DSC selection, with weights given to technical and financial proposals in the ratio of 80:20. The selection process for DSC will follow Guidelines on the Use of Consultants by Asian Development Bank and its Borrowers, 2013 (as amended from time to time) available online at https://www.adb.org/documents/guidelines-use-consultants-asian-development-bank-and-its-borrowers.
104 Appendix 4
2. Tasks 14. Campus Master Planning. The DSC will carry out the following tasks:
(i) Verify engineering surveys and investigations issued by the Employer such as
topographical surveys, geotechnical investigations, and soil surveys. (ii) Conduct additional investigations as required such as construction material
survey, ground water investigation, rainfall data collection, and ground water quality testing.
(iii) Prepare a conceptual master plan of the campus to accommodate all the components of the project, in terms of buildings, roads and parking, services components, green areas, and community facilities.
(iv) Seek inputs and approval from the Employer and ensure that the approved designs are in line with municipal bye laws, national building codes, town planning, and any other concerned authorities.
(v) Ensure that concerns of seismic safety, disaster-proofing (e.g., from fire, floods, landslides) and basic hygiene are all factored into the detailed designs.
15. Design of Individual Buildings. The DSC will:
(i) Prepare design sketches of the basis of the Employers Requirements to meet the
requirements therein; (ii) Provide adequate information by way of 3D views, models, and drawings so as to
convey to the Employer the principles of the designs; (iii) Conduct discussions with the Employer in order to derive the final layout plans; (iv) Ensure implementation of sustainable architecture components in line with the
agreed parameters as well as the required GRIHA ratings (Green Rating for Integrated Habitat Assessment); and a manual for maintaining the water recycling system and maintaining toilet hygiene should also be prepared as required;
(v) Seek approval of the designs by the Employer and in co-ordination with other stakeholders such as the Institute of Technical Education (ITE) Singapore and the Asian Development Bank (ADB).
16. Conditional Assessment and Upgradation of Existing Buildings. The DSC will do the following:
(i) In case any renovation of existing buildings is needed, inspect exist buildings and
assessments for safety and suitability, and prepare a strategy for modification. (ii) Prepare architectural, structural, and building services plans so as to
accommodate the requirements of the buildings proposed in the GSP.
17. Approval of plans, obtaining statutory clearances, and vetting of designs and drawings. The DSC shall ensure:
(i) All necessary drawings and documents are prepared and submitted, followed up,
and supported so that approvals are obtained in a timely manner; closely co-ordinate with the implementing agency—the Directorate of Skill Development (DOSD)—to ensure proper documentation, submission of fees, and monitoring of correspondence are carried out;
(ii) All structural drawings are to be approved by a reputed central university, engineering college, or Indian Institute of Technology (IIT); this process is to be
Appendix 4 105
carried out faithfully and in a timely manner; and only approved drawings are issued at site and the work is carried out in accordance to the approved drawings; and
(iii) Obtain GRIHA IV rating, follow up the required process of approval, and oversee its implementation.
18. Preparation of Bid Documents and Selection of Contractor. The DSC will ensure the following:
(i) All procurement will follow ADB’s Procurement Guidelines. Bidding documents for the works and operation contracts shall be based on ADB’s standard bidding documents. If the recommended form of contract is outside the current catalogue of ADB standard bidding documents, the DSC shall propose an alternative form of contract for DOSD and seeks ADB endorsement for an alternative form.
(ii) If the type of procurement is different for each of the major subproject works, it is the responsibility of DSC to recommend the most appropriate methodology. Procurement may be by either single stage or two stage bidding, depending on the content of each contract package. It may require two stage bidding where there is a substantial design element within the implementation contracts. All bid documents being prepared by the DSC shall have comprehensive BOQ such that all bidders can compete on an equal basis for the DSC’s proposed solutions. However, to incorporate the latest technological developments, the bidders may be allowed to submit alternative bids based on their own proposed designs to meet the specified performance requirements.
(iii) The DSC shall support the DOSD throughout the bidding process for all works and operation contracts, including preparation of bid documents and, prequalification, contract negotiations, and contract award. This shall include, but not be limited to, the preparation of bidder prequalification documents, attendance at the pre-bid meetings and site visits, technical and financial bid evaluation for single stage or two stage bid procedures, the preparation of bid evaluation reports, and support to the bid evaluation committee. For two stage bids, the DSC shall be responsible for seeking any clarifications of the first stage technical bids and preparation of relevant memorandums for inclusion in the invitation for the second stage bid.
(iv) The bidding documents should incorporate the preliminary design, detailed BOQ, and specification for the works. In this case, the Contractor may be responsible for the final detailed design of the rehabilitation and/or replacement works but shall follow closely the proposals of the DSC in the bidding document. The final detailed design shall be completed only after contact awards, and no compliant design is required to be submitted with the bid. However, alternative designs from the bidders will be accepted, since DOSD may benefit from innovative ideas proposed by specialist contractors with extensive experience.
19. Detailed Engineering Design. The DSC will:
(i) Prepare the engineering designs of all GSP components of in sufficient detail to ensure clarity and understanding by and other relevant stakeholders. All designs should be inconformity with the best international and national standards;
(ii) Prepare the design in close consultation with DOSD to meet its requirements, and submit for their approval;
106 Appendix 4
(iii) Ensure that the detailed designs, construction drawings, and detailed tally with associated contract documentation, and that no unauthorised deviations enter the implementation schedules; and
(iv) Ensure that all vetting and approval by DOSD are carried out in a timely manner so that the approved drawings are released at site in advance of the construction schedule to prevent any delay in works.
20. Construction Engineering Management. The DSC shall undertake, on behalf of DOSD, the supervision and management of all GSP construction contracts. This work shall be comprehensive and include, but not be limited to, the following:
(i) Check contractors’ designs and drawings for the conventional and turnkey
contracts; supervising and monitor all construction components, prepare measurements for works completed, and verify bills for payments to the contractors or suppliers;
(ii) Check the line, level, and layout of construction to ensure conformity with the contracts, propose any changes in the plans if required based on findings during construction (i.e., unforeseen obstructions);
(iii) Assess and ensure the adequacy of contractors’ inputs in terms of materials, equipment, construction machinery, workers, and construction approach and methodologies;
(iv) Carrying out third party inspections as needed, and provide certification on the quality of the materials, plant, or supplies based on such inspections;
(v) Monitor and enforce, as detailed in the Contractor’s Safety Manual, the measures to ensure the safety of the workers, other project personnel, and the general public and works;
(vi) Evaluating and process contractors’ requests for interim payment; (vii) After physical completion of the contracts, prepare planned maintenance
procedures, check installation and commissioning, monitor preparation of the “as-built” drawings and the O&M manuals which shall include at least reference to all relevant design and other reports, specifications etc. in order to provide a complete bibliography of the structures and plants. This will help the operation and maintenance staff understand the basis of their functions, details of any problems encountered during construction that may have a bearing on the future safe operation, decommissioning of the facilities, full operating instructions for all systems, drawings, diagrams, charts, and notices to facilitate understanding of safe operation and maintenance.
21. Contract Administration. The DSC will:
(i) Work as the engineer or employer’s representative within the context of the
construction contracts and assist DOSD with overall contract administration; (ii) Assist DOSD in preparing an effective construction schedule and advise all civil
works contractors to follow work activities as stipulated in the schedule; (iii) Support DOSD in the following activities to ensure fair working condition are
provided to the labourers:
• awareness raising programs for labourers at the construction sites informing them about their opportunities, rights and duties;
• ensure that the labourers are fully aware of the insurance facilities provided under the contract and facilitate claims in case of injuries, disabilities, and death;
Appendix 4 107
• enforce strictly the provision of labour cards and;
• prepare posters and pamphlets for dissemination of relevant information on fair working conditions including elimination of child labour, provision of equal pay for both men and women for equal volumes of work performed, occupational safety and health, and other relevant aspects.
(iv) Monitor contract variations and time extensions, build the capacity of DOSD to keep up-to-date records of contract prices and completion dates, and assist timely payment of bills to the contractors;
(v) Regularly monitor physical and financial progress against the milestones as per the contract to ensure contract completions on time;
(vi) Review contractor’s requests for time extensions, variations, additional compensation and claims, and recommend appropriate timely decisions; and
(vii) Assist DOSD in the resolution of contractual issues including review, evaluation, confirmation of contract variation orders, and issue recommendations on the assessment of the final bill.
22. Construction Supervision. The DSC will:
(i) Supervise and monitor construction of GSP on behalf of DOSD; (ii) Check, on behalf of DOSD, the line level, layout of the construction to ensure
conformity with the contract, propose and present for approval of any change in the plans that may be deemed necessary, observe any effect the change may have on contract, and prepare all change or/and variation orders; and
(iii) Assess and enforce, on behalf of DOSD, the adequacy of contractors’ inputs in terms of material, equipment, construction machinery, workers, and construction approach and methodologies as per the best accepted construction management practices.
23. Quality Monitoring. The DSC shall perform all duties of quality assurance of works and carry out comprehensive technical supervision of the works to ensure conformity with approved designs, specifications for materials and workmanship, applicable relevant standards, and codes and sound engineering practices such as the civil engineering standards and codes of Bureau of Indian Standards. The DSC shall:
(i) Support DOSD in supervising all construction works to ensure quality of works as
per technical specification, drawings, and conditions of contract by using modern and computerized systems of project monitoring;
(ii) Establish a process for third party inspections, attend third party inspections, if required, and provide certification on the quality of the supplies based on such inspections;
(iii) Monitor construction and quality control methods, certify that quality of works conforms to the specifications and drawings, assess the adequacy of the contractors’ inputs in material, labor and construction method, and furnish all revisions and detailed drawings as necessary during the continuation of the contract;
(iv) Establish “a quality assurance and quality control plan” and manage its implementation, including quality assurance procedures, schedule of quality conducting periodic “quality meetings” to maintain approved quality standards;
(v) Perform inspection of the contractor and supplier's work for conformance with the contract and purchase order documents;
108 Appendix 4
(vi) Generate a non-conformance report in case of any non-conformance; and the non-conformance report should be verified and recorded;
(vii) Ensure suitable and sufficient quality tests are performed on materials and equipment; the test results need to be documented in conformance with the specific requirements of the contract documents;
(viii) Carry out independent tests as necessary, as and when desired by DOSD, for quality assurance of the works at contractor’s own cost;
(ix) Maintain complete records of all test results including suppliers material tests; (x) Review and approve the test results or certificates; when tests indicate lack of
conformance, initiate action to secure conformance, including additional tests as needed, to establish the quality of the work desired;
(xi) Note deficiencies in the contractor’s and supplier's work, cause corrections to be made, check the remedial work, and facilitate to rectify the deficiencies as per CPWD or BIS standards;
(xii) Ensure that various products’ guarantees used in the works are available for sufficient period;
(xiii) Conduct monthly technical quality audits in coordination with DOSD; and (xiv) Establish a testing laboratory at the site of construction work equipped with
prescribed machinery, tools, plants and equipment; costs for such a laboratory should be under the contractor’s contract.
24. Construction Site Management. The DSC will:
(i) Ensure the timely provision of approved detailed drawings at site and check contractors’ working drawings or fabrication drawings;
(ii) Assess and enforce, as per standard construction management practices, the adequacy of contractors’ inputs in terms of materials, equipment, construction machinery, workers, funds, and construction approach and methodologies;
(iii) Verify and authorise payments on achievement of milestones, preparation of or verification of measurement books, bills of quantity, where required; and prepare measurements of completed works, review the progress, and verify interim claims and bills for payments; and
(iv) Ensure that the payment process is well established as per the ADB guidelines. 25. Health, Safety and Environment Requirements. The DSC shall ensure that the contractors and suppliers shall place due importance and regard to the overall aesthetics, ambience, topography, and eco-system of the site. They shall also:
(i) Take due precautions to ensure all necessary compliances for environmental and
health & safety requirements at site, as well as preliminary safety norms, are followed; (ii) Ensure the highest standards of safety, security and health for all workers of all
contractors and other agencies, as well as all other persons entering the site in conformance with legal provisions, codes, standards, and good practices;
(iii) Ensure the contractor implements site-specific environment management plan (EMP) as per ADB guidelines and;
(iv) Conduct training or briefing to all workers and visitors in this regard. 26. Time Management. The DSC will be responsible for:
(i) systematic management of available time for the satisfactory completion of the project;
Appendix 4 109
(ii) preparing master construction programs and submitting for DOSD acceptance; (iii) obtaining the contractor’s preliminary construction program, checking against the
master program, and incorporating necessary modifications, if any, jointly; (iv) establishing and implementing effective monitoring and control systems; (v) developing and maintaining detailed record of work activities accomplished by the
contractors; and (vi) arranging daily or weekly progress review meetings, and analyzing the program
and its progress in line with the master program and progress reports.
27. Cost Management. The DSC will:
(i) Advise on the management of cash flows; (ii) Receive, scrutinize, certify, and make recommendations to DOSD on the
contractor’s bills including statutory tax deduction observing all codal formalities; (iii) Assess and issue authorized change orders; (iv) Reconcile all the materials supplied by client and; (v) Submit weekly cost reports including variation in cost, reasons for variation and
the projected total cost. 28. Completion. The DSC will:
(i) Verify and approve the physical construction and installation of the various facilities
and systems of the project towards or after completion in coordination with the contractor;
(ii) Ensure the master snag/punch lists and the check-out tests for facilities and systems. Tests will be observed and/or approved by DOSD or its representatives at its discretion. DOSD and all consultants may also contribute to the final snag/punch lists;
(iii) Arrange, coordinate, and verify the contractors’ or suppliers’ corrections, modifications and adjustments, if any, to equipment and systems prior to final handing over of each facility or system to the satisfaction of DOSD and/or operating staff;
(iv) Make a final inspection and list the defects to be rectified prior to issue of final completion certificate;
(v) Recommend to DOSD to issue completion certificates after the contractors and suppliers have satisfactorily completed all work;
(vi) Recommend DOSD’s acceptance of facilities or systems from the contractors for operation and use after arranging for sufficient training to the end users or operators at DOSD for each facility or system as per the respective contracts;
(vii) Obtain from the contractors to supply trade files, documents, test certificates, performance warranties or guarantees, spare parts list, maintenance manuals, no claim certificate, and transmit the same to DOSD in both hard copy and electronic formats;
(viii) Compile and arrange for the vetting of the equipment and systems operation and maintenance procedures or manuals as provided by the contractors and suppliers prior to completion certificate. Transmit all such manuals to DOSD and maintain documentation of transmittal;
(ix) Obtain from the contractor the “as-built” drawings immediately on completion of each area after reviewing, verifying, and approving the “as-built” corrections to all plans, drawings, and other documents;
110 Appendix 4
(x) Maintain 6 sets of hard copies and 2 soft copies and specifications marked with "as-built" conditions and transmit the same to DOSD;
(xi) Ensuring that the constructed works and sites are cleaned and prepared for occupancy; and
(xii) Verify and approve the final bill under the terms of their contracts or purchase orders; and adjust the final payment to the contractor, if needed, after adjusting any liquidated damages and security deposits.
29. Post Construction Support. The DSC will:
(i) Establish a mechanism to monitor, identify, and rectify any defects during
applicable Defects Liability Period, including periodic monitoring and reporting; (ii) Prepare final project completion reports, project expenses analysis, estimates and
final account of expenditure in the format as desired by DOSD; and (iii) Prepare maintenance procedures for the buildings and equipment procured under
the project.
3. Team Composition & Qualification Requirements for the Key Experts 30. A minimum of 209 person-months of key national experts are required for DSC services. The positions qualifications and person-months for the key experts are presented in Table A4.3.
Table A4.3: Summary of Key Experts Expertise Qualification Indicative job description and task Total
Person Months
Key Experts (National)
Chief Architect/ Civil Engineer – 1 No.
Preferably B Arch /BE/B. Tech / B Arch with PG degree in construction management/ MBA with 20 years’ experience in construction of large teaching institutions and with international experience
• Leadership and overall co-ordination at all levels during planning, design, implementation, etc. with MPSSDM and all nodal agencies and officers.
• Ensure that there is convergence and synergy with the ongoing projects/programs, quality of the civil works is maintained, and there is strict compliance with the relevant national codes.
• Involve the local resources as far as possible and develop human capital with enhanced skills viewing construction as an opportunity.
• Develop a good working relation with Government Departments, MPSSDM, and build their capacity under the project.
• Ensure that there is proper coordination between the MPSSDM and DSC.
• Ensure that the overall civil works component is completed on time and to the required quality.
20
Deputy Team Leader cum Architect– 1 No.
B. Arch Tech, preferably with PG degrees in Urban Design/Landscape Architecture with 15 years’
• Design of Campus, and individual buildings.
• Ensure adherence to by laws, codes and best practices.
18
Appendix 4 111
experience in design of educational campus
• Ensure specifications tendered and executed are as per Employers Requirements.
• Ensure that building designs and drawings are upto best international standards.
• Assessment of existing buildings, and designing modifications to maximise the use of the existing facilities.
Deputy Team Leader cum Senior Structural Engineer – 1 No.
BE/B Tech, preferably with PG degrees in structural engineering with 15 years’ experience in structural design
• Design and supervision of all buildings and facilities as per the latest IS Codes, focusing on the potential hazards such as seismic, wind, landslide, flash flood, etc.
• Approval from structural vetting agency.
• Assessment of existing buildings, designing structural modifications as required and ensuring structural safety.
15
Civil Design Engineers (Water, Sanitation, Fire Detection and Suppression) – 1 No.
BE/B Tech with PG degrees in Public Health/ environmental engineering with 15 years’ experience in sustainable buildings
• Design and supervision of all water and sanitation works, focusing on sustainable and environment-friendly system with rainwater harvesting, recycling waste water, solid waste disposal/reuse and ground water recharge.
• Ensure adequate provisions for Fire Detection and Suppression.
• Ensuring that the required parameters in water quality are met, especially w.r.t GRIHA IV
• Integration and upgradations of existing buildings ensuring maximum utilisation of existing components.
6
Electrical Engineer – 1 No.
BE/B Tech in electrical engineering with 15 years’ experience in electrical designs.
• Design and supervision of all electrical works, focusing on energy saving systems.
• Ensuring that the required parameters are met, especially w.r.t GRIHA IV and Energy Conservation Building Code.
• Integration and upgradations of existing buildings ensuring maximum utilisation of existing components.
6
HVAC Engineer – 1 No.
BE/B Tech in electrical engineering with 10 years’ experience in air conditioning design.
• Design and supervision of all HVAC works, focusing on energy saving systems.
• Ensuring that the required parameters are met, especially w.r.t GRIHA IV and Energy Conservation Building Code.
• Integration and upgradations of existing buildings ensuring maximum utilisation of existing components.
6
Architect – 2 No. B Arch preferably with PG degree in sustainable buildings/ Urban Design/building engineering/ with 10 years’ experience
Review the designs, provide inputs on innovative, sustainable, safe, environment-friendly and barrier free built environment. Approve shop drawings
24 (12-person
month x 2)
112 Appendix 4
Landscape Architect B Arch preferably with PG degree in Landscape architecture with 10 years’ experience
Hard and soft landscaping of campus,with emphasis on sustainability.
6
Junior Architect – 3 No.
B Arch preferably with 5 years’ experience
Develop working and detailed drawings.
24 (8 person
month x 3)
Contract Management Specialist – 1 No.
• A university degree or professional qualification in engineering, finance, public administration or a related field.
• Practical experience in the field of procurement.
• Preferably 3 years of experience of working in procurement-related activities for the Asian Development Bank and/or other Multilateral Development Banks (MDB)-funded projects (working experience under ADB financed projects will be an advantage)
• Prepare a Working Paper on contract options;
• Update the standard bidding documents;
• Prepare bid documents for each work package in accordance with ADB Procurement Guidelines;
• Assist IAs in all aspects of contractor procurement; and
• Support the construction
managers/engineers/Resident
Engineer on key contract
management issues.
24
Quantity Surveyor – 1 No.
Diploma in civil engineering, with at least 5 years experience in Quantity Survey jobs such as maintenance of cost records of labour and material, claims of payments on contracts etc.
• Prepare bills of Quantity, detailed
estimate.
• Verify and ensure that all Bills of
Measurement, and other data as
required by the Employer are carried.
24
Senior Construction Manager -1 No.
Preferably B Tech with PG in construction management with 10 years experience in building projects
• Assist Contract Management
Specialist in preparation of Bid
documents.
• Ensure that all works are carried to
highest levels of quality and in the
required time.
• Ensure that work is carried out as per
the contract, minimize variation, track
and assess variation.
18
Construction Manager – 1 No.
Preferably B Tech with 5-10 years relevant experience
• Help the Senior Construction
Manager in all her/his work.
• Ensure highest levels of quality and
adherence to Contract terms.
18
Table A4.4: Summary of Non-Key Experts
Sl. No. Position Qualification
Person–months
Non-key Experts
1 Engineers/Construction supervisors
Diploma /Graduate Engineers with preferably 10 years of overall experience in construction supervision, out of which 5 years should be in educational projects.
54 (3 *18 person-month)
2 Junior Engineers (Civil, Electrical and PHE) – 3 Nos
Diploma in respective fields of Engineering with 3-5 years relevant experience
36 (12 person
month x 3)
Appendix 4 113
Sl. No. Position Qualification
Person–months
3 Draughtsmen (Architectural, s Structural, Electrical, PHE and HVAC) – 4 Nos.
Proficient and qualified in relevant software with 3-5 years relevant experience
32 (8 person
monthx4)
114 Appendix 5
APPENDIX 5: GENDER EQUALITY AND SOCIAL INCLUSION ACTION PLAN UPDATE FORMAT Activities Targets and Performance
Indicators Progress to Date Issues and
Challenges (Please include reasons why an
activity was not fully implemented, or if
targets fall short, or reasons for delay,
etc.)
Progress for the Reporting Period
(MM/YYYY to MM/YYYY) (This should include
information on progress for the current quarter--
qualitative and quantitative updates (sex-
disaggregated data)
Cumulative Progress (MM/YYYY to MM/YYYY)
(This should include information on progress
(qualitative and quantitative updates including sex-
disaggregated data) from the start of the project to
the previous quarter’s progress report.)
Outcome: TVET graduates with internationally or nationally recognized certificates increased
a. At least 18,000 youth received internationally recognized certificates from the GSP for advanced job-ready skills
Out of the total enrollment in GSP, at least 30% will be women, 50% will be from socially disadvantaged groups (e.g., scheduled tribes, scheduled castes), and 6% will be persons with disability. (2017 baseline: 0)
b. At least 90% of 10 ITI graduates certified with NCVT
At least 30% of trainees receiving NCVT certificates will be female. (2016 baseline: 21%)
Output 1: Global Skills Park (GSP) established for advanced training and TVET support
1.1 At least 200 GSP trainers created to impart international standards GSP training
Out of total trainers, at least 30% will be female trainers. (2017 baseline: 0)
1.2 At least 3,000 youth trained for advanced agricultural skills at CAAT
At least 30% trainees at CAAT will be female. (2017 baseline: 0)
1.3 At least 500 applicants receive support for entrepreneurship and mentoring from Center
At least 30% of participants will be female. (2017 baseline: 0)
Appendix 5 115
Activities Targets and Performance Indicators
Progress to Date Issues and Challenges
(Please include reasons why an
activity was not fully implemented, or if
targets fall short, or reasons for delay,
etc.)
Progress for the Reporting Period
(MM/YYYY to MM/YYYY) (This should include
information on progress for the current quarter--
qualitative and quantitative updates (sex-
disaggregated data)
Cumulative Progress (MM/YYYY to MM/YYYY)
(This should include information on progress
(qualitative and quantitative updates including sex-
disaggregated data) from the start of the project to
the previous quarter’s progress report.)
for Innovation and Entrepreneurship
Output 2: Quality and relevance of state ITI programs enhanced
2.1 At least 25,000 students enrolled in the CTS in 10 ITIs for NCVT certificates
Out of the total enrollment in 10 ITIs, at least 30% will be women; 50% will be socially and economically disadvantaged groups; and 6% will be persons with disability.a
(2017 baseline: female 28%, socially disadvantaged groups 60%, physically disabled groups 4%)
2.2 At least 35,000 youth trained in industry-led, short-term courses for upskilling and/or reskilling
• Out of the total enrollment in 10 ITIs, at least 35% will be women; 50% will be socially and economically disadvantaged groups; and 6% will be persons with disability. (2017 baseline: 0)
• Out of the total short-term training programs to be developed, at least 30% of training courses are specifically targeted at women and social disadvantaged groups,
116 Appendix 5
Activities Targets and Performance Indicators
Progress to Date Issues and Challenges
(Please include reasons why an
activity was not fully implemented, or if
targets fall short, or reasons for delay,
etc.)
Progress for the Reporting Period
(MM/YYYY to MM/YYYY) (This should include
information on progress for the current quarter--
qualitative and quantitative updates (sex-
disaggregated data)
Cumulative Progress (MM/YYYY to MM/YYYY)
(This should include information on progress
(qualitative and quantitative updates including sex-
disaggregated data) from the start of the project to
the previous quarter’s progress report.)
including nontraditional programs for women. (2017 baseline: 0)
2.3 Creation of a pool of 320 master trainers in 10 ITIs and capacity of 600 trainers from network ITIs developed
At least 25% trained master trainers will be women. (2017 baseline: 23% female; 125 females out of 543 total regular teaching faculty)
2.4 Capacity improvement of 600 trainers from network ITIs, including soft skills training
At least 25% of trainers from network ITIs will be women. (2017 baseline: not available)
Output 3: Inclusive and market-aligned TVET access strengthened
3.1 At least 1,500 youth with disability trained in the GSP and 10 ITIs
• At least 20 training programs are conducted for trainers and interpreters on disability and cultural training and awareness, sign language, and others.
3.2 Infrastructure developed to accommodate accessibility for people with disability
• All new and upgraded infrastructural facilities have accessible design and barrier-free environment, with different types of aids, equipment, and assistive technology for people with disabilities.
Appendix 5 117
Activities Targets and Performance Indicators
Progress to Date Issues and Challenges
(Please include reasons why an
activity was not fully implemented, or if
targets fall short, or reasons for delay,
etc.)
Progress for the Reporting Period
(MM/YYYY to MM/YYYY) (This should include
information on progress for the current quarter--
qualitative and quantitative updates (sex-
disaggregated data)
Cumulative Progress (MM/YYYY to MM/YYYY)
(This should include information on progress
(qualitative and quantitative updates including sex-
disaggregated data) from the start of the project to
the previous quarter’s progress report.)
3.3. Women hostels established
• Women hostels established in four ITIs (Indore, Jabalpur, Rewa, and Ujjain).
• Recruitment of female guards for women’s hostels.
3.4 Job counseling and placement centers operationalized
• All staff in job counseling and placement centers will undergo sensitizing orientation programs to provide services for women, socially disadvantaged groups, and people with disabilities.
3.5 TVET mobilization drives conducted
• At least 2 sensitization workshops and mobilization drives per year are carried out to encourage GSP and ITI participation by women and disadvantaged groups.
• All mobilization drives include messages for encouraging women participation in engineering and nontraditional trade programs.
118 Appendix 5
Activities Targets and Performance Indicators
Progress to Date Issues and Challenges
(Please include reasons why an
activity was not fully implemented, or if
targets fall short, or reasons for delay,
etc.)
Progress for the Reporting Period
(MM/YYYY to MM/YYYY) (This should include
information on progress for the current quarter--
qualitative and quantitative updates (sex-
disaggregated data)
Cumulative Progress (MM/YYYY to MM/YYYY)
(This should include information on progress
(qualitative and quantitative updates including sex-
disaggregated data) from the start of the project to
the previous quarter’s progress report.)
Output 4: Institutional capacity for TVET management improved
4.1 At least 40 officials from DOSD and other skills agencies completed TVET management and leadership training
At least 30% training participants are women.
4.2 Conduct gender training for PMU staff
All PMU staff will complete mandatory gender sensitivity training organized by gender and social development specialist. Training to be carried out annually.
4.3 Project MIS includes GESI indicators
Project MIS will incorporate all GESI indicators, and all reports will include reporting on the status of GESI implementation.
ADB = Asian Development Bank, CAAT = center for advanced agriculture center, CTS = Craftsperson Training Scheme, DOSD = Directorate of Skill Development, GESI = gender equality and social inclusion plan, GSP = global skills park, ITI = industrial training institute, NA = not available, NCVT = National Council for Vocational Training, PMU = project management unit, TVET = technical and vocational education and training. a Government Order on reservations in ITIs. Source: Asian Development Bank.