CMA for NSDC Monitoring

Technical Presentation

21st November 2016

 Contents
EY TEAM 03
EY VALUE PROPOSITION 09
EY CREDENTIALS 12
OUR UNDERSTANDING OF THE SKILL SPACE 14
EY APPROACH & METHODOLOGY 23

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 3

1 EY Team

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The CMA assignment calls for 8 skill sets that EY is well
positioned to offer

Strategic PMU

End to end experience in skill development

Fund Management

Financial Restructuring

Risk Management

Commercial – Legal Advice

Management Audit

IT in Skill Development

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Page 5 18 December 2019 CMA for NSDC Monitoring
Team Skill Mapping across Thematic areas

End to end experience Commercial – Legal

Strategic PMU Fund Management Financial Restructuring Risk Management Management Audit IT in Skill Development
in skill development Advice

Lokesh Gupta
D Anoop Kumar
Maitreya yadav
Neha Khare
Aanchal Malhotra
Shray Khurana
Vivekanandan

Punit Pandey
Divya Aggarwal
Monali Mathur
Hari Singh
CR Mahesh
Nikita Jain
Amanpreet Singh Sahota

Pragya Priyadarshini
Rohit Aditya Pulagam
M Krishnapriya Premachandra
Krushit Jethva
Anurag Khetan
Amit Dutta
Ankur Kathuria

Abhijit Dutta
Gaurav Pandey
Aditi Kapoor
Soniya Gunjikar
Asmita

Nirupam sarkar
Samit Chand Chaudhury

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Proposed Team Structure: Design, Develop and Maintain
Project Strategy Team

Gaurav Taneja, Anurag Malik, ArunKumar Pillai, Dinkar, Suchindra D. Anoop Kumar,
National Partner Executive Director Partner TAS Kumar, Project Director
Director Skills Development Skill Development Director

Repair/Prepare/ Design PMU Operations

As – Is Market System & Stakeholder

Enterprise Monitoring MIS & Analytics Commercial & Legal
Analysis Analysis Processes Management

Monali Mathur Divya Agarwal Lokesh Gupta

Aanchal Maitreya Yadav Punit Pandey Ankur Kathuria Saurabh Joshi Gaurav Pandey MIS, Analytics &
Stakeholder Finance Expert
Malhotra Enterprise Lead Fund Validation through SDMS Lead
Management Lead
management Site Visit
Expert

Krushit Jethva

Abhijit Dutta Neha Khare Soniya Gunjikar Anurag Khetan

Krishnapriya Asmita Amanpreet Singh Branding & Marketing Call Centre Management
Risk Management
Shray Khurana

Vivekanandan Rohit Pulagam

C R Mahesh Hari Singh
Aditi Kapoor Nominee Director Support
Placement
Coordination Sumit Chaudhury
and with Legal Expert
Grievance Management Bank and UIDAI

Nikita Jain Amit Dutta Nirupam Sarkar

Pragya Priyadarshini
Management Audit Coordination with
SSC & Certification Agency

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Proposed Team Structure: PMU Operations

D. Anoop Kumar,
Project Director, PMU Operation

Enterprise Monitoring Stakeholder Management MIS & Analytics Commercial & Legal

Lokesh Gupta
Ankur Kathuria Saurabh Joshi Punit Pandey Divya Agarwal
Maitreya Yadav Finance Expert
Enterprise Lead Fund Stakeholder Management Lead MIS, Analytics & SDMS Lead
Monitoring Team Lead
management
Expert

Krushit Jethva

Aditi Kapoor
Abhijit Dutta Gaurav Pandey Monali Mathur Anurag Khetan
Risk Management Validation through
Site Visit
Shray Khurana

Amanpreet Singh
Vivekanandan Soniya Gunjikar
Nominee Director Support Neha Khare Call Centre Hari Singh
and Branding & Marketing management Krishnapriya
Grievance Management
Asmita

Rohit Pulagam
Nirupam sarkar
Coordination with
Pragya Priyadarshini Bank & UIDAI
Management Audit C R Mahesh Sumit Chaudhury
Placement Legal Expert

Nikita Jain Amit Dutta

Coordination with
Aanchal Malhotra
SSC & Certification Agency
Grievance Management

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Team members experience in organizations (Skill Development Mandate)
PMUfor PMKVY2
Developmentof the concept and
frameworkfor setting up an
Education City in Bhutan
Developmentof GreenField IT
City and Skill Development centre
on PPP in Uttar Pradesh
Developmentof QP-NOSand
Skill Gap Study With Automotive
SSC
Developmentof QP-NOSand Skill
Gap Study With Beauty &
WellnessSSC
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PMUfor PMKK
Advisoryservicesfor Implementation
of AdarshSchoolScheme
Feasibility study and businessplan
validation for a higher education player
planning to opena campus in an
Education City
Developmentof QP-NOSand
Skill Gap Study With Agriculture
SSC
PMUfor skilling of 1 lakh people
for Café Coffee Day
UT skill GAP study
Reengineeringthe Gujarat
Council of Vocational Training
Appraisal of skill development and
training programsunder HRD
scheme of Development
Commissioner ( Handicrafts)
Developmentof QP-NOSand
Skill Gap Study With Mining SSC
PMUfor skilling for Muthoot
Finance
CMA for NSDC Monitoring
Monitoring PMU (Individual
team members experience)
Supporting Skill Development in
Meghalaya
Skill Development of 30,000
professionalsfor the IT and ITES
sectorsin Bangladesh
Developmentof QP-NOSand Skill
Gap Study With Apparel Made-ups
and HomeFurnishingsSSC
PMUfor skilling for Survoday
Bank
Establishing of a PhysicalEducation
and SportsUniversityon PPP mode
Online Tutorial & Career Counseling
Services for students of higher
secondaryschoolsin the State through
PPP
PMUfor Skill Developmentfor
State of Bihar. 1 cr peopleto be
skilled over 5 years
Developmentof QP-NOSand
Skill Gap Study With Handicrafts
and CarpetsSSC
Review of ITIs for Maruti
Empanelment of Skill Training
Institutions for Placement Linked
Training Programmein Punjab
Facilitating skill developmentthrough
private sector developmentfor
Governmentof MadhyaPradesh,
DFID.
Setting up three NavodayaVidyalaya
Schoolsat Narmada and Dahod
districts in Gujaratand Nandurbarin
Maharashtraon PPP
Developmentof QP-NOSand
Skill Gap Study With GreenJobs
SSC
Set of skilling center in Ludhiana for
RockmanIndustries
Setting up of greenfield world class
skill center in Delhi on PPPframework
Financial AdvisoryServicesfor Operationof
Developmentof WorldClass Skill Development ModelSchoolsin the State of Uttar Pradesh
Centre in Delhi in collaborationwith Institute of throughPrivateSector Participation on Public
Technical Education, Singapore PrivatePartnership Mode
Developmentof QP-NOSand
Skill Gap Study With Power SSC
Technical and financial due diligence of private
sector proposalsin skill development space
PMUfor the programwhich consist of TransactionAdvisoryservicesfor establishment
upgrading the existing 18 TechnologyCentres of seven advanced Skill Development
(TCs) and establishing up to fifteen new TCs. Institutions (SDI) in the DMIC regionon PPP
mode
Developmentof QP-NOSand
Skill Gap Study With Strategic
Manufacturing SSC
Transaction AdvisoryServicesfor finalization of
the RFP document and BPM for Empanelment
of Skill Training Institutions for Placement Linked
Training Programme Punjab under Capacity Building of DDU-GKYScheme
SwaranJyanti Shehri RojgarYojna
Developmentof QP-NOSand
Skill Gap Study With furniture
and fittings SSC
Establishment and operationalizationof State
Due diligence and TransactionAdvisoryServices
MissionManagementUnit(SMMU) & City
Skill development plan for Rio for setting up a Medical College and hospital on
MissionManagementUnit(CMMU) for
Tinto PPPmodein Shillong
National Urban Development Mission(NULM),
Odisha
 10

2 EY Value Proposition

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EY Value Proposition

EY Value Proposition
Largest Skill Development Team in the country Understanding of Client Pressures & Market
Only professional services firm with a dedicated skill development team of over
Challenges due to current engagements
100 persons PMKVY, PMKK, UT Skill Gap

Strong Understanding of the Skills Space Risk Management Capabilities

International Central State Corporates Sector Multilaterals Largest Risk Advisory Practice (>50% market share) among the Big 4
Govt. Govt. Skill
Councils

Large experience of Financial Management IT Advisory

Experience of working with the largest & most complex financial services Experience of working with the largest & most complex financial services
organizations in banking & insurance industry globally & domestically organizations in banking & insurance industry

Experienced Team to be deployed for Central Nation-wide/ State wide Program

Monitoring Agency Implementation Experience
350+ years of collective experience to deliver great results Experience of implemented & executed the largest no of mission programs of
Govt. of India/ state govt.

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Our Understanding of every element of the Lending Value Chain
would be leveraged to deliver this assignment
STRATEGY AND BUSINESS PLANNING
Strategy and Customer Business
Operating model Product strategy Communication Partnerships
business model segment planning

EXPANSION / DIVERSIFICATION
Customer needs Market Fund & fee Geographic Channel/partner Feasibility Roll out and
evaluation assessment income products presence selection evaluation monitoring

NBFC VALUE CHAIN

MARKETING CUSTOMER UNDERWRITING OPERATIONS COLLECTIONS & CUSTOMER
ACQUISITION RECOVERY SERVICE

Segmentation & Lead management Customer & asset Loan policy Portfolio reviews Customer
profiling risk evaluation documentation communication
Early warning channels
Value proposition
for customer Underwriting Loan disbursement systems
Brand strategy decision Single view of
Segmentation & customer
Prevent mis-selling allocation
Campaign Exception Secure document
/ fraud
development management storage / retrieval
Handholding Collections Customer
support to Loan pricing and grievance redressal
Local insights customer Account servicing
terms
Loan restructuring Customer
Manage sales force Billing
ATL / BTL Manage Turn education
advertising Around Time Agency
Manage channels Account closure management
campaigns
Incentives / U/w quality
payouts assurance End use monitoring Legal strategy

OTHER CORPORATE FUNCTIONS

Governance Credit, Market, Training Treasury
Legal, Compliance &
Operational Risk
Internal control RBI Reporting Human Capital Mgmt
management Finance & Accounting

BUSINESS INTELLIGENCE & TECHNOLOGY

Reporting & analytics Enterprise control Business & IT alignment Core lending solutions
Information systems Data governance Technology architecture Business applications

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 13

3 EY Credentials

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 15

Our Understanding Of The Skill

4
Development Space

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NSDC journey as a Development Financial Institution focused
on Skill Development (2009-Today)
TWO DISTINCT MODELS GRANT MODEL IN NSDC 3 NSDC PRODUCTS
(2009-12) SYSTEM (2013 -14) (2015 – today)

► NSDC Model: Soft ► PMKVY 2.0 –

funding for creating ► STAR grant scheme Completely
skilling capacities to ► Increased acceptance revamped grant
deliver skills training in of QP NOS/ SSC scheme
market mode system ► PMKK – Grant +
► Ministries Grant Model: ► NSDC under MSDE Loan funding for
Grant Funding for job Institutional Model
roles with low market ► PMKVY 1.0 grant
scheme ► NSDC Loan
willingness to pay Product

► Low Acceptance of Market ► Quality Issues in

Development Activities of ► Quality Drive
implementation
NSDC (QP NOS/ SSC) ► Need for improvement in Key
► Low performing Business
► Aggressive TP Business Plans, Result Areas
Models
difficult to execute in ► Rebuilding confidence in Skill
challenging market leading to ► Original NSDC loan Model
Development Space
viability issues under stress

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The Proposed CMA would have 2 components supporting NSDC
in its future strategies & operations

STRATEGIC CMA OPERATIONS CMA

► Review, Design and

Implement
► Product positioning strategy
► PMU Operations
► PMU Systems & Processes
including Financial Monitoring EY ► Fund Management
using IT System
CMA ► Risk Management
► Systems & Processes for Fund
Management , Risk Management ► Commercial – Legal
Financial Restructuring,
► Management Audit
Commercial – Legal,
Management Audit
► Financial Restructuring

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NSDC Current product portfolio

TP* Asset Capex Opex

S. No. NSDC Product
Model Support support

1. PMKVY Light None Grant/ Trainee

2. PMKK Heavy Soft Loan Grant/ Trainee

3. Loan Product Light/ Heavy Loan None

* TP – Training Partner

► The Loan product needs to be positioned viz. a viz. other 2 products for market acceptance in such a
way that
► Individually the 3 products complement each other
► Collectively address the requirements of the skill development space
► Based on our understanding of Skill Development space, we are proposing a positioning strategy in the
following slides

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We plot all current job roles in a sector on cost of training
delivery Vs. willingness to pay axes

Engineering Trades
Mechatronics

100
Undersea CAD/ CAM
CAD/ CAM
Welding
PLC Technician
Pneumatic/
Delivery (Rs/ hr.)**

Welding for CNC Hydraulic

Cost of Training

Overseas Programmer technician

Placements cum Operator
40 ** we have used Rs 40 / hr. as a reference cost as
Welding CNC
Operator the current common norms offer Rs 40/ hr. as
Fitter Electricians maximum fee for grant based programs
L1/ L2
Programs Willingness to pay exists
beyond this line

0
School School School ITI Pass- Diploma Graduate Engg.
Drop-out Student Pass-out out Pass-out Graduate
Low Learner Segment/ Willingness to Pay Hi

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Segmenting the market for job roles would help in positioning
them for type of operational funding support

Engineering Trades
Mechatronics

100
Undersea CAD/ CAM
PROGRAMSCAD/
UNDER
CAM
Welding
MARKET MODEL
PLC Technician
Pneumatic/
Delivery (Rs/ hr.)**

Welding for CNC Hydraulic

Cost of Training

Overseas Programmer technician

Placements cum Operator
40
Welding CNC
Operator
FitterPROGRAMS
L1/ L2
FOR
Electricians
GRANT FUNDING
Programs

0
School School School ITI Pass- Diploma Graduate Engg.
Drop-out Student Pass-out out Pass-out Graduate
Low Learner Segment/ Willingness to Pay Hi

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In addition to the skill sets for current job roles, an assessment
of future job roles need to be done

► Changes being ushered in by Industry 4.0 technologies (3D Printing,

Robotics, AI, IOT etc.), globalization and demographics
► Changing Jobs – WEF** study quotes that 35% of skill sets in current jobs
would undergo change
► New Jobs – Personalized Healthcare Experts, Gene Therapy Expert, Bio
Informatician. Industrial robot designer, games educator, mind fitness coach
► Endangered Jobs – Accountant, Librarian, Travel Agent, Call center operator,
security guard, sewing machinist, concrete worker
► Skills Training for these Existing, Changing and New jobs
► Can be a market driven model
► Requires creation of an enabling ecosystem that draws its fundamentals from
the current one

** WEF Study 2016 “Future of Jobs” EY is currently working with FICCI on the “Future of Jobs” for India
building on “Future of Jobs” global study by World Economic Forum

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The Enabling Ecosystem for Market driven Models needs to be
developed

► Sector wise Skill Studies, skill gap analysis

► Quality Assurance System & Standardized Training Inputs

► Competency Standards – QP NOS
► Creating a robust assessment & certification system
► Trainer Specification, Training of Trainers and Assessors
► Curriculum and Model Content Creation
► Training Infrastructure – Equipment, machinery

► Stakeholders Engagement Processes & Systems

► Trainees – How to market to them
► Employers – Salary levels, productivity demands
► Training Partners – PPP models addressing viability Issues
► Banks – Creating SKILL LOAN products for trainees

► IT Monitoring System
► Physical & Financial Performance
► Loan Portfolio Management

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A repositioned NSDC product portfolio

Cost/
NSDC Type of Opex
S. No. Trainee/Hour Capex Support
Product Programs support
(Rs/ hr)

1. PMKVY Grant Programs < 30 None Grant/ Trainee

Grant/ Trainee +
Grant Programs
2. PMKK < 50 Soft Loan Skill Loan to
upto 60% capacity
trainees

Skill Loan Skill Loan to

3. Loan Model > 50 Soft Loan
Programs trainees

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 24

5 EY Approach & Methodology

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 EYs 4 PHASED APPROACH
1 Design & Develop 2 Maintain 3 Implement 4 Operate
Analyze Report on • Policy and Strategy Select Training Partner
Repair

current funding re- Transition System & Processes Changes

funded structuring from Incumbent
projects cases • Funding
Restructuring Monitor & Manage Training Partners
• Operate • Systems &
Conduct
Prepare

Develop • Optimize & Improve by processes

as is Strategy Monitor & Manage Other Stakeholders
analysis leveraging common processes • Ecosystem Enabler
with PMKVY/ PMKK PMUs Changes
T + 6 months T + 7 months T5 + 3 months T8 + 17 months

DESIGN & DEVELOP DESIGN & DEVELOP DESIGN & DEVELOP

Analyze current funded Report on funding re-structuring Conduct as is analysis Develop Strategy
projects cases
► Analysis of the current loan/ ► Report on each NSDC Partner

Prepare

Prepare
equity portfolio of NSDC ► Classification of Partners as
Repair

Market/
► Case analysis of each of ► Deemed Fit (DF) Current IT enabled Policies & QA Systems
300+ NSDC partners to ► Case for Fund QA Systems, Stakeholder Stakeholder IT based
Policies/ NSDC NSDC & Minimum
understand their current Restructuring (FR) Standardized Engagement Systems & Monitoring
NSDC Systems & Institutional Standard
status of funding and ► Insolvent (IS) Guidelines Process Processes System
Strategy & Processes Strategy Guidelines
performance Plans
► Seek inputs from NSDC
partners for ecosystem
improvement
► Seek revised business plans
MAINTAIN 3 IMPLEMENT 4 OPERATE
Policy & Strategy Funding Redesigned
Transition Optimize & Improve Systems & NSDC Loan Based Team Monitor &
Changes Restructuring Select Training
Manage
Processes Partners
EY CMA Call Centre
► Transition current processes to ► Integrate the common processes ► Policy Changes ► Policy changes to ► QA Systems
Monitor &
EY CMA team with the PMUs of PMKK/ PMKVY Notifications with restructure Training ► Stakeholder Monitor &
Monitor & Manage Manage
► Shadow incumbent team to ► Improve process effectiveness respect to fund partner funding Engagement Systems Manage Other
TP Network SSCs
understand operations & IT through quick win measures restructuring, ► A case to case basis ► Fund mgmt., risk Stakeholders
processes ► Operate till end of design, common norms, approach adopted mgmt, mgmt. audit
► Independently operate the develop and implement phases ► NSDC Strategy with with each training related systems & MIS Funds
system and present to NSDC ► Transition to newly designed respect to fee based partner resulting processes
its readiness processes programs to be funding restructuring ► Redesigned IT Centre Mobilizatio Training Assessment Placement Tracking
implemented & closure of Monitoring Systems Setup n Certification
litigations & Processes

FINAL OUTCOMES in line with National Skill Development Policy 2015

Aspiration Synergy Capacity Quality Partnership Financial

& Advocacy Inclusivity Sustainability

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EY 4 Phased Approach

DESIGN & DEVELOP IMPLEMENT OPERATE

OUTCOMES
REPAIR
 Policy and ► Aspirations &
Analyze Report on Select Training
Strategy Partner
Advocacy
Current Funding Re- Changes
Funded structuring ► Capacity
 Funding
Projects Cases Restructuring Monitor & ► Quality
Manage Training
PREPARE  Systems & Partner ► Partnerships
processes
Conduct  Ecosystem Monitor & ► Synergy
Develop
As – Is Enabler Manage Other
Analysis
Strategy
Changes Stakeholders
► Inclusivity
► Financial
Sustainability
MAINTAIN

 Operate
 Optimize & Improve
Transition System & We would simultaneously begin two
by leveraging
Processes from
common processes processes – Design & Develop AND
Incumbent
with PMKK/ PMKVY
Maintain
PMUs

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Design and Develop: REPAIR

DESIGN & DEVELOP: REPAIR

Analyze Current Funded Projects Cases for Funding Re-structuring

►Current loan/ equity portfolio ►Report on each NSDC Partner

►Case analysis of each of 300+ ►Classification of Partners as
NSDC partners ► Deemed Fit (DF)
►Seek inputs and revised business ► Case for Fund Restructuring (FR)
plans from partners ► Insolvent (IS)

Desk Evaluation, Face to Face interactions with NSDC Partners, Field Visits to Partner Sites

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Design and Develop: PREPARE

DESIGN & DEVELOP: PREPARE

AS-IS Analysis
Stakeholder
Market/ Current Policies/ QA Systems, Engagement Systems IT enabled NSDC
NSDC Strategy & Plans Standardized Guidelines & Processes Systems & Processes

► Project Appraisal
► Trainee ► Performance
► Market segments Monitoring
► Trainers
for fee based skills ► Current QA System ► Financial Monitoring
model and Processes ► TP
► Fund Management
► Current policies, ► Employer ► Risk Management
strategy and plans ► Minimum Standard ► NGOs ► Commercial – Legal
► Fit between market Guidelines for ► SSCs/ Industry ► Management Audit
conditions training inputs ► IT systems
► Govt. Agencies capabilities to
and policies
► Banks support above
processes

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EY would customize its Bank risk management framework for
analysis and design of NSDC RM systems & processes

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EY management audit model is a structured approach to
assessment to enable NSDC achieves its goals & objectives

► The model considers

Governance
Governance, Organization
and Operations as key
areas in assessing the
Organization
departments

► Additionally, benchmarks
with similar local and global
institutions will be used to
Operations provide market perspective

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Design and Develop: PREPARE

DESIGN & DEVELOP: PREPARE

Develop To-Be Picture

Policies & NSDC QA Systems & Minimum

Institutional Strategy Standard Guidelines

► Identify QP NOS to be developed, modified

► Market Analysis Report
► Identify relevant knowledge partners
► Positioning of the Loan
product viz. a viz. other ► Work with knowledge partners and SSC to develop
products standards, assessment & certification framework
over 6 months
► Policy Changes
► Develop Minimum Standard Guidelines for training
► NSDC Institutional
infra, model content & curriculum, trainer
Strategy and Plans
specification

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Design and Develop: PREPARE

DESIGN & DEVELOP: PREPARE

Develop To-Be Picture

Stakeholder Systems & IT based Monitoring
Processes System

► Trainees: Design the Communication and Brand ► Develop detailed PMU policies and
Strategy for Fee based Model guidelines
► Employers: Institute Engagement model with ► Project Appraisal & Training Partner
employers Selection
► SSC : Support establishment of QA System ► Performance and Financial
► Training Partners: Design standard PPP models Monitoring
that address TP viability Issues ► Fund management, risk
► Banks : Create SKILL LOAN products for trainees management, management audit,
► Call Centre: Develop Monitoring Parameters fund restructuring
► Skill components of the GoI Mission ► Design and Develop a well-designed work
Programs: Integrate Skills plans with Make in India, flow based IT System with automation
Digital India, Jan Dhan Yojana and Smart Cities ► Develop Decentralized mobile Apps for
► LMIS – Support development of LMIS to bring together Centre Inspection, Mobilization etc.
all above stakeholders on common IT platform ► Develop BI Tools

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Maintain

MAINTAIN

Transition Optimize/ Improve

► Integrate the common processes with

► Transition current processes from
incumbent team
► Shadow incumbent team
► Independently operate the system
the PMUs of PMKK/ PMKVY
► Improve process effectiveness through
quick win measures
► Operate till end of design, develop and
implement phases and then transition
to newly designed processes

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Implement

IMPLEMENT

Policy & Strategy Funding Redesigned Systems,

Changes Restructuring Processes

►QA Systems &

► Across the board policy Standardized Guidelines
changes to restructure ►Stakeholder
TP funding Engagement Systems
► Policy Changes ► A case to case basis and processes
Notifications approach ►Fund management, risk
► Fund Restructuring, management,
► NSDC Strategic Signing of new Term management audit
Initiatives Sheet related systems &
► Closure and dealing processes
with the litigation ►Redesigned IT
issues that may arise Monitoring Systems &
Processes

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Operate

EY CMA would support the NSDC Loan Based Program Operations

NSDC Loan Based Program TEAM 4. Monitor &

5. Monitor & Manage
Manage Call
Other Stakeholder
Center
Mgmt. (banks, SSC, EY CMA
employers, UIDAI,
NGOs)

2. Monitor & Manage 3. Monitor &

1. Select Training Manage SSCs/
Partner Training Partner Network.

MIS Funds

Training Provider Process Flow

Assess-
Centre Mobilization,
ment &
Resourcing Counselling Training Placement Tracking
Certifica-
/ Set-Up Registration
tion

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Operate – Monitor TP

The Monitoring Process would have the following steps

Ident ify & Act Keep a Build

1. Create
on Lead & Lag Compelling Accountability
Process Goals
Measures Scorecard in t he system

► Process wise goals ► Lag Measure – ► Scorecards would be ► Work towards

identified basis EY Mobilization Cost developed for each making Reports on
experience and the per trainee in youth process at the network last week’s
realities on the ground. camps level to determine commitments
performance and
► For instance the process ► Lead Measure – ► Review of Scorecard
quality for lag lead
goal for mobilization with Indirect Marketing – measures.
respect to current base Number of radio ► Plan for next week
line making new
campaigns ► The BI tool will be
commitments
designed to capture
► Higher Number of Youth ► Lead Measure – data from SDMS/
Mobilized Direct marketing – SMART and conduct
Number of Colleges analysis to enable
► Higher Conversion of covered
“Mobilized” youth to planning and decision
“Skill certified & placed” making
Youth

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Outcomes
Final OUTCOMES are in line with the National Skill Development Policy 2015
Aspiration & Advocacy
• Behavioural change
toward vocational
skills
• Role Models
• Brand Skill India
• Counselling centres
Partnerships
• Partnerships with
credible global skills
training institutions
• Partnership with
International
Governments
• Trainers from retired
army personnel
• Partnership for
overseas placements
Page 37 18 December 2019 CMA for NSDC Monitoring
Synergy
• Skills Training to
support National
Missions
• Raise CSR funds for
Skill Development
• On-the-Job Training
support/
apprenticeship from
industry
Inclusivity
• Training in
underserved districts
• Training capacity for
Persons with
Disabilities
• Women participation
in non-traditional
trades
Capacity
• Annual Capacity of 10
lakh seats for both
loan based training
• Minimum Annual
Capacity of 5000 per
district
• Minimum 40%
training capacity in
NSDC Partners in
Manufacturing sector
Training & placing
10,000 youth in
overseas jobs
• Increased capacity
creation for market
linked skills training
for current & future
skill sets
Quality
• India contingent to
World Skills 2019 to
be trainees of NSDC
Partners
• Medal winners in
World Skills
• trades by 2018
• Certified assessors
• Training of Trainer/
Assessors Institute
• Training centres with
CCTV monitoring
Financial Sustainability
Work Plan

PROCESS M1 M2 M3 M4 M5 M6 M7 M8 M9-24

Design and Develop

Maintain

Transition Processes

Operate on existing processes

Repair

Analyze Current funded Projects (274 Nos)

Report on Fund Restructuring Cases

Prepare

As Is Market Analysis

Strategy Development

Implement

Operate Redesigned System & Processes

► The work plan has been shown in the figure below: The Design & Develop Phase would be completed in 6 months, the
Implement phase would be completed in 3 months with an overlap of 2 months with the Design & Develop phase.
► The Operate phase with redesigned systems and processes would begin from the 8th month.

Page 38 18 December 2019 CMA for NSDC Monitoring

Finally a key Value Proposition: SYNERGY in Strategy &
Operations across 3 products and in the market place
Addressing the entire skills markets
EY Presence Skill Loan Programs Grant + Skill Loan Grant
Programs Programs

Monitoring of Financial
FINANCE PMU
Operations

Maintain/ Monitoring of Monitoring of MAINTAIN/ Monitoring

OPERATIONS PMU
Operations Operations of Operations

PREPARE Phase – EY in Repair/ Prepare

Design/Develop & Supported NSDC in Phase – Restructuring of
design of PMKK SDMS, Drawing Quality
Implement Strategy, PMKK guidelines for SMART
STRATEGIC PMU guidelines, Clustering of system, Designing of
districts, RFP Evaluation policies for RFP, State
& Selection of Partners, Engagement, Special
Standardization of Labs, Projects
IMPLEMENT Phase

LOAN MODEL PMKK PMKVY

Page 39 18 December 2019 CMA for NSDC Monitoring

 Thank You!

The information in this presentation pack is confidential and contains proprietary information of
EY. It should not be provided to anyone other that the intended recipients without our written
consent. Anyone who receives a copy of this presentation pack other than in the context of our
oral presentation/ communication should note that we do not have any responsibility to anyone
other than our client in respect of the information contained in this document.

Page 40 18 December 2019 CMA for NSDC Monitoring