The triple helix: A case study of centurion university of technology and management

Funding text 1: Two such interventions are the establishment of the National Skill Development Corporation (NSDC) in 2009, and subsequently the NSDA in 2013 (Tara & Kumar, 2016). In addition to gaining a comparative advantage, India’s endemic unemployment rate has also triggered these policies. Annually, an estimated 12.8 million Indians enter the labour market for the first time. Also, there are only 72.88 million employed in formal sectors in comparison to 387.34 million in informal sectors (Mehrotra, Gandhi, Sahoo, & Saha, 2012). Therefore, CUTM, by virtue of its university status and vocational orientation, is well organised to coordinate the government’s employability agenda with funding from NSDC and NSDA. In one instance, NSDC has financed an organic and responsible farming project run by CUTM’s School of Agriculture. In 2013, CUTM also won an NSDC tender to train 250,000 youth over a 10-year period (Ernst & Young, 2018). On the whole, India’s vast population, employment needs and universities’ proximity to target demographics are factors informing government support in CUTM’s triple helix configuration.; Funding text 2: the formation of CUTM’s subsidiaries has been driven by public–private partnership demand. For instance, in 2013, the formation of UMBC as a livelihood incubator stemmed from conversations between CUTM, India’s Department of Housing and Urban Development and Bhubaneswar Municipal Corporation in the state of Odisha. Also, of the total 147,401 apprentices trained by GTET as at 2018, 120,844 were financed by government schemes for skills development in the areas of automotive and manufacturing, sewing machine operation, hospitality, retail, IT, agriculture and finance. Likewise, the livelihood support schemes at UMBC are actively supported by the Odisha Milk Marketing Federation.

Funding text 1: Two such interventions are the establishment of the National Skill Development Corporation (NSDC) in 2009, and subsequently the NSDA in 2013 (Tara & Kumar, 2016). In addition to gaining a comparative advantage, India’s endemic unemployment rate has also triggered these policies. Annually, an estimated 12.8 million Indians enter the labour market for the first time. Also, there are only 72.88 million employed in formal sectors in comparison to 387.34 million in informal sectors (Mehrotra, Gandhi, Sahoo, & Saha, 2012). Therefore, CUTM, by virtue of its university status and vocational orientation, is well organised to coordinate the government’s employability agenda with funding from NSDC and NSDA. In one instance, NSDC has financed an organic and responsible farming project run by CUTM’s School of Agriculture. In 2013, CUTM also won an NSDC tender to train 250,000 youth over a 10-year period (Ernst & Young, 2018). On the whole, India’s vast population, employment needs and universities’ proximity to target demographics are factors informing government support in CUTM’s triple helix configuration.; Funding text 2: the formation of CUTM’s subsidiaries has been driven by public–private partnership demand. For instance, in 2013, the formation of UMBC as a livelihood incubator stemmed from conversations between CUTM, India’s Department of Housing and Urban Development and Bhubaneswar Municipal Corporation in the state of Odisha. Also, of the total 147,401 apprentices trained by GTET as at 2018, 120,844 were financed by government schemes for skills development in the areas of automotive and manufacturing, sewing machine operation, hospitality, retail, IT, agriculture and finance. Likewise, the livelihood support schemes at UMBC are actively supported by the Odisha Milk Marketing Federation.