Global Leadership in the Youth Service Field: The Promise of the International Association

for National Youth Service (IANYS)

Rockefeller Conference Center Bellagio, Italy

March 5 – 9, 2012

April, 2012

The view overlooking Lake Como from the Rockefeller Foundation Bellagio Conference Center

Contents

1. Introduction ........................................................................................................................................ 1

2. Bellagio Meeting Background ............................................................................................................. 2

3. The Growing Relevance of Youth Service and the Need for Strong Leadership ................................. 4

4. IANYS as a Leadership Vehicle to Advance Leadership on Youth Service Globally........................... 11

5. The Future of IANYS: Proposed Focus, Activities and Form.............................................................. 12

6. Constraints, Strategic Risks and Factors for Success ........................................................................ 17

7. Conclusion ......................................................................................................................................... 18

Appendix 1: Participant list and bios .................................................................................................... 19

Appendix 2: Bellagio meeting agenda .................................................................................................. 29

Appendix 3: List of National Youth Service Programs……………………………………………………………………….31

The participants of the meeting gathered for a group picture. Pictured from left to right: (back) Sebastián Zulueta , Michael Lipsky, Reuven Dashevsky, Ali Khan, Marie Trellu-Kane, Phil Hudson, Licio Palazzini, Clayton Peters, Jose Rodriguez, Yuanzhu Ding, (front) Linda McGinnis, Susan Stroud, Reuven Gal, Abdel-Rahman Ghandour, Manon Bernier, Karena Cronin, Sarah Warren (not pictured: Emmanuel Ishie Etim)

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1. Introduction

Innovations in Civic Participation (ICP) convened a meeting from 5-9 March, 2012 to assess the needs and opportunities in the youth service field internationally with leading experts in the field. The meeting was made possible by the generous support of the Rockefeller Foundation, KPMG Foundation, Martin Rodgers and the Shinnyo-En Foundation and took place at the world renowned Rockefeller Foundation Conference Center in Bellagio, Italy. The meeting was held because new growth in the youth service field around the world, along with growing youth unemployment rates and youth disaffection with limited social and civic opportunities worldwide, makes it an especially timely moment to reflect on the changing priorities of the field and the evolving demands of youth civic engagement practitioners, policy makers and stakeholders.1 Innovations in Civic Participation (ICP) is a non-governmental organization based in the United States that seeks to create meaningful opportunities for young people to engage in their communities and to develop and thrive as active citizens. ICP has served as the Secretariat for the International Association of National Youth Service (IANYS) since 2006. IANYS was founded in 1992 by Don Eberly, a pioneering leader and advocate of youth service worldwide. Today it is a well-respected and unique global network of practitioners, policymakers, researchers, and other professionals actively working to encourage countries worldwide to implement policies and programs that support youth civic engagement. Now celebrating its 20th anniversary, IANYS is at a critical juncture of its development, which requires reflection on its sustainability and leadership as a network. The March 2012 meeting in Bellagio thus provided an opportunity to reflect on the opportunities and needs for global leadership on youth service, as well as to consider how the existing IANYS network can be leveraged to help strengthen leadership in the field of youth service. This report captures the proceedings of that meeting. This report documents the context and content of the discussions in Bellagio, serving as a testament to the consensus forged in this meeting regarding the current status of the youth service field and the role of IANYS moving forward. ICP contracted with Volunteer and Service Enquiry Southern Africa (VOSESA) to attend the meeting and draft this report. Karena Cronin (VOSESA) is the principle author of this report, with input from Susan Stroud (ICP), Helene Perold (VOSESA), and Reuven Dashevsky (ICP). The report is organized into the following six sections:

Bellagio Meeting Background – This section provides background on the meeting objectives, participants, and structure.

The Growing Relevance of Youth Service and the Need for Strong Leadership – This section explores the growing relevance of youth service as a strategy for youth social and economic participation in light of current trends, opportunities and challenges in the global context. It then explores the need for global leadership to strengthen the field internationally and to expand opportunities for youth participation.

IANYS as a Leadership Vehicle for Advancing Youth Service Globally – This section describes the critical role that IANYS has played in strengthening the field and ICP’s instrumental leadership of IANYS since 2006.

1 Innovations in Civic Participation (ICP). 2011.“ Strengthening the Youth Civic Engagement Field Internationally: Assessment and Strategic.” Unpublished

proposal presented to Rockefeller Foundation.

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The Future of IANYS: Proposed Focus, Activities and Form – This section outlines the key recommendations and conclusions captured in the discussions in Bellagio. This section includes discussion on how the IANYS network can be developed into a more robust and effective leadership body in the youth service field.

Constraints, Risks, and Factors for Success – This section of this report presents significant constraints, strategic risks, and critical factors for success facing IANYS and ICP in bringing to fruition the vision discussed in the previous section.

Conclusion – The final section reflects on the major recommendations from the meeting and the next steps for advancing IANYS’ leadership role in the youth service field.

2. Bellagio Meeting Background

Overall, the meeting sought to engage a select group of foremost experts and innovators in the youth service field in a strategic assessment of the opportunities and challenges in the field internationally. The following three key objectives were identified for the meeting:

1. To identify and prioritize key needs, challenges, opportunities and likely avenues of future growth in the youth civic engagement field;

2. To determine the urgency for a global leadership body on youth civic engagement; and 3. To define priority action areas and objectives for IANYS.

Additionally, the meeting aimed to develop an action plan for IANYS that would make a significant contribution to advancing the youth service field in the three ways:

1. Fill the global need for intellectual, technical and public leadership as a strategy for youth development;

2. Build a compelling case for the value of youth civic engagement as a strategy for youth development; and

3. Advocate for youth civic engagement as a critical plank in national and international development.

The 18 meeting participants hailed from 12 countries, including China, Israel, the United States, South Africa, France, Pakistan, Nigeria, Canada, the United Kingdom, Italy, Chile and Lebanon and thus represented both northern and southern regions of the world. Participants were carefully selected and drawn from national and regional governments, international development agencies, youth-led organizations, the private sector, the education sector, and non-governmental organizations that promote service and implement national and cross-border service programs. (See Appendix 1 for the list of participants.) On the first day of the meeting, participants introduced themselves and learned about each other’s work. On day two, participants reflected on the challenges and opportunities facing the youth service field internationally. Discussions on day three focused on the potential form and scope of a leadership vehicle for the field, and the final day was devoted to developing an action plan for taking forward the recommendation to enhance the leadership role of IANYS so that it can better respond to the needs and opportunities of the youth service field. (See Appendix 2 for the meeting agenda.) To prepare for the meeting, ICP distributed a survey on the needs and opportunities in the youth service field in February 2012 to over 550 practitioners and stakeholders worldwide. The key findings from the survey were presented by Reuven Dashevsky (Program and Development Associate, ICP) and provided useful insights into the prevailing challenges of youth service as well as the opportunities for providing leadership to strengthen policy and practice for youth service. To further inform the meeting discussions, Professor Ebenezer Obadare of the University of Kansas was commissioned to write and present (via Skype) a reflection piece entitled, “National Youth

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Service in the Twenty-First Century: Towards a Role for the International Association for National Youth Service.” The paper explores the changing global milieu for national service and identifies how IANYS could provide thought leadership and knowledge in the field. Steve Grove (Head of Community Development, Google+) made a presentation from the United States on the Google+ platform, which is a multi-person conferencing tool. His presentation highlighted how Google+ facilitates engagement between ordinary individuals as well as between ordinary individuals and high-level decision-makers. Steve spoke about the potential of the Google+ platform to support the mission of youth service organizations by facilitating education and social and political participation, particularly among young people. Other inputs to the meeting included an overview of the history of IANYS by Reuven Gal (IANYS Global Council Member), an explanation of the relationship between IANYS and ICP by Michael Lipsky (Board Member, ICP; Distinguished Fellow, Demos), a presentation by Linda McGinnis (Former Lead Economist for Children and Youth, World Bank) on the role of youth service in the current and changing environment, and a presentation by Karena Cronin (Projects and Outreach Manager, VOSESA) on organizational forms and resourcing strategies for IANYS to consider in the future. The meeting was chaired by Susan Stroud (Founder and Executive Director, ICP) and other participants provided facilitation support throughout the meeting, including IANYS Global Council members Clayton Peters (South African National Youth Development Agency), Marie Trellu-Kane, (Co-founder and President, Unis-Cité) and Ali Raza Khan (Founder, Youth Development Network Pakistan). Also, Reuven Dashevsky (Program and Development Associate, ICP) and Laura Podio (Meeting Coordinator, Rockefeller Foundation, Bellagio Center) provided exceptional logistical support and ensured that the meeting ran smoothly. It is worth noting that the discussion was not limited to the narrow needs and opportunities for National Youth Service,2 but encompassed a broader focus on youth service and youth civic engagement. Participants referenced the different forms of youth service that are occurring internationally and noted the need to give youth civic engagement a more programmatic form. Strong interest was expressed about the relationship between youth service and employability and the potential of youth service to serve as a bridge to employment. Participants also discussed how the increasing impact of globalization reflects in the youth service field through increased interest in cross-border and regional youth service programs. Countries are also offering a wider diversity of shorter and medium term service programs, in order to find creative ways of widening service opportunities in the face of limited financial resources. The discussion thus took a broad view of youth service, and canvassed policy as well as programmatic issues. While no working definition of youth service was explicitly adopted by participants, it can be understood from the meeting’s discussions that participants agreed on a number of key elements, including:

“Service activities vary in duration and structure, from ad hoc or occasional volunteering at one end of the spectrum to structured and intensive civic service programs at the other.”3

Youth service benefits both the server and society more broadly, is often undertaken of one’s own free will, but sometimes involves a degree of compulsion or is mandated.

While youth service is not undertaken for financial gain, it can involve compensation such as “reimbursement of expenses, a stipend or educational credit.”4

2 At the 2010 9

th International Association for National Youth Service (IANYS) Global Conference, service was defined as “An organized period of substantial

youth engagement with and contribution to a community supported or mandated by the national government, with minimal monetary compensation to the participant.” 3 Moore McBride et al, 2003

4 Moore McBride et al, 2003

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3. The Growing Relevance of Youth Service and the Need for Strong

Leadership

A critical question facing countries today is how to capitalize on the largest-ever generation of young people in the context of economic uncertainty, widespread youth unemployment, deepening poverty, pervasive state failure, evolving technology, increasing globalization and rapid change. Participants agreed that to reap the benefits of the ‘youth bulge’ and to address the challenges of our day, opportunities need to be expanded for young people to engage more fully and meaningfully in society. Against this backdrop, youth service emerged as a unique development strategy which can foster social, economic and political participation of young people whilst also addressing major national and regional development challenges. Participants concluded that there is currently a window of opportunity to accelerate and continue the momentum towards growing the youth service field. However to strengthen the recognition and practice of youth service, strong leadership is required at the global, regional and national levels on eight critical youth service issues, as will be discussed below. This section begins by outlining the trends and issues that participants experience in their different work environments and later draws on the proceedings of the meeting to examine the need for strong leadership in addressing the critical issues facing the field. Spotlight on youth issues worldwide

The youth population is rising at an unprecedented rate, especially in developing countries. According to the 2007 World Bank Report, the number of young people aged 12-24 will increase to 1.5 billion by 2035.5 In Africa (sub-Saharan and North), where youth is often defined as those aged 15-30/35, it is projected that in a decade young people aged 15-29 will constitute 28% of Africa’s population. In countries characterized by extreme poverty and conflict, such as the DRC, Angola and Somalia, the youth population already stands at 30% of the population.6 Many development agencies have argued that the ‘youth bulge’ phenomenon has the potential to contribute positively to national development and to usher in a ‘demographic dividend.’ For this to happen, however, young people need support to achieve their potential and must have the opportunity and capacity to participate economically, socially and politically. Sadly, however, large numbers of young people in all regions of the world remain on the fringes of society. As a result, young people disproportionately carry the burden of today’s global challenges, such as unemployment, poverty, environmental degradation, a lack of education, epidemics like HIV and AIDS, human trafficking and prostitution.7 The recent economic crisis has had an especially devastating impact on the state of youth. Youth unemployment in particular is shockingly high. The International Labour Organization (ILO) reports that between 2008 and 2009 there was the largest annual increase in the youth unemployment rate on record, 75.8 million at its peak. 8 According to the ILO, the Middle East and North Africa Region (MENA) face the highest unemployment rates in the world while unemployment rates in Central and South-eastern Europe are also alarmingly high.9 In addition to unemployment, young people, particularly young women, face the challenge of being underemployed and in vulnerable jobs.

5 United Nations Volunteers (UNV). 2011. State of the World’s Volunteerism Report. UNV.

6 “Youth Bulge: A Demographic Dividend or a Demographic Bomb in Developing Countries?”. 2011. Accessed online at Let’s Talk Development:

http://blogs.worldbank.org/developmenttalk/node/693 [29 March 2012]. 7 Obadare,Ebenezer. 2011. “National Youth Service in the Twenty-First Century: Towards a Role for the International Association for National Youth Service.” Background paper for ICP Bellagio meeting. Available online at: http://icicp.org/networks/files/2012/03/National-Youth-Service-in-the-Twenty-First-Century.pdf. 8 United Nations. 2011. United Nations World Youth Report. Accessed online at: http://www.un.org/esa/socdev/unyin/documents/wyr11/summaryreport.pdf [29 March 2012]. 9 International Labour Organization (ILO). 2011. Global Employment Trends: The Challenge of Jobs Recovery. International Labour Organization. Available at:

http://www.ilo.org/global/publications/books/WCMS_150440/lang--en/index.htm.

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The ILO further warns that:

“Unemployment rates understate the severe extent to which the crisis impacted young people. Across 56 countries with available data, there are 1.7 million fewer youth in the labour market than expected based on longer term trends, indicating that discouragement among youth has risen sharply. These discouraged youth are not counted among the unemployed because they are not actively seeking work.”

The tragic suicide of Mohamed Bouazizi, a 26-year old resident of the central Tunisian city of Sidi Bouzid, which sparked the ‘Arab Spring’, is a powerful reminder of the helplessness and desperation that the many young people feel in the face of unemployment and government failure to provide for its citizens.10 With the World Bank reporting a rise in poverty and downgrading growth projections for developed and developing countries,11 the economic and social pressures on young people show few signs of abating in the near future. At the sametime, the ‘Arab Spring’ and movements like ‘Occupy’ highlight that young people are determined to play a significant role in solving the social, economic and political challenges of our time. Indeed young people today are engaging in new and different ways, often outside of formal civil society and government structures,12 in order to find solutions to the increasingly ‘borderless’ problems of humanity. Much of the discussion at the start of the meeting highlighted these issues, providing a useful conceptual framework for the meeting in Bellagio. It was clear that participants agreed that any discussion of the future of the field should be within the context of the issues facing youth worldwide, and that these issues should inform the conversations in Bellagio regarding strong leadership within the field and also need to be taken into account by leaders and practitioners of youth service field internationally. Growing recognition of youth civic service as a tool for youth development, active citizenship and increased opportunity for employment

Within the context of the issues discussed above, participants of the Bellagio meeting launched into discussion of youth service as a powerful tool for addressing the current challenges facing youth, supporting youth development, and fostering a culture of active citizenship, and increasing opportunities for employment. Increasingly, youth service is being recognized for its enormous developmental potential and is consequently continuing to grow as a field, as evidenced by the following information and perspectives sharing during the meeting and included in the many resources shared by the participants. Participants recognized the bold announcement made by UN Secretary General Ban Ki-Moon on February 16, 2012 that the United Nations Volunteers Program will open its doors to young people.13 In doing this, the UN Secretary General catapulted youth service onto the international stage and recognized it as an indispensable strategy for promoting youth development and active citizenship. Additionally, participants acknowledged that the UN Secretary General’s announcement highlights the growing recognition, that youth service can be leveraged to play a role in addressing the myriad challenges facing humanity today. UN Resolution 66/67, adopted on 5 December 2011, emphasizes

10 Obadar,Ebenezer. 2011. National Youth Service in the Twenty-First Century: Towards a Role for the International Association for National Youth Service. 11 McGinnis, Linda. 2011. “Development and the Next Generation”. 6 March 2012. Presentation at ICP Bellagio meeting. Available online at: http://icicp.org/networks/ianys/ianys-2012-global-meeting/. 12

CIVICUS. 2011. “Civil Society Volunteering Patterns in Africa: An analysis of the CIVICUS Civil Society Index 2008-2011 findings on volunteerism.” Johannesburg, South Africa, 17-19 October 2011, Johannesburg: VOSESA. Available online at http://www.vosesa.org.za/sadcconference/conference_papers.php. 13

United Nations Volunteers (UNV). 2012. “UN Secretary-General’s new plan to expand UNV to open its doors to young people.” Accessed online at: http://www.unv.org/en/news-resources/news/doc/unsgs-new-5-year-action.html [29 March 2012].

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that volunteerism – including youth service – is an important component of any strategy to promote poverty reduction, youth empowerment, employment, social inclusion and peace building. Additionally, the resolution acknowledges that service offers “valuable opportunities for youth engagement and leadership to contribute to the development of peaceful and inclusive societies, while also allowing youth to acquire skills, build their capacities and increase their employability.”14 Notably, in the last ten years, 16 new youth service programs have been implemented by governments in developing and developed countries.15 (See Appendix 3 for a full list of National Youth Service Programs.) As participants discussed, many of these programs seek explicitly to address major national challenges such as youth unemployment, underdevelopment, social cohesion, civil unrest and peace. For example, the service programs in South African, Lesotho and Namibia are largely geared toward promoting employability among young people and involving young people in national development. China implemented the Go West program in 2003 which aims to address labour shortages whilst also dealing with high levels of graduate unemployment. In 2012, China expects that 20% of its 6.8 million graduates will be unable to secure employment. New service programs aimed at promoting social cohesion and development have also been launched in France (2010), Bermuda (2010), South Africa (2011), Britain (2011), and Lesotho (2012), among others. Other countries are also considering the benefits of national youth service programs and are in the initial planning stages, including Bhutan, the Bahamas and Tanzania. Participants attested to the fact that regional governments are also increasingly embracing youth civic service as a tool for achieving development objectives, fostering regional integration and cultivating peace. In 2010 the African Youth Volunteer Corps and the Economic Community for West African States (ECOWAS) Volunteer Program were launched. In eastern and southern Africa, champions of service are advocating for multi-stakeholder supported regional youth service programs. There is also a great deal of interest in establishing regional youth service programs as a tool for social cohesion and youth development in order to inject a stronger social dimension into regional integration efforts. One participant shared information from the 2007 World Bank World Development Report on youth, which provides a useful summary on the positive contributions of youth service to youth development and development more broadly. With respect to young people, the World Bank argues that youth service assists young people to:

1. Develop lifeskills that can assist young people in life and in the workplace; 2. Exercise active citizenship; and 3. Increase employability and access to employment opportunities. 16

In terms of societal benefits, the report goes on to argue that youth service contributes to development by:

1. Reducing unemployment by building human capital; 2. Enabling public services to be provided at a lower cost; 3. Reducing civil unrest and building social capital; 4. Enhancing the overall climate for investment; and 5. Strengthening civil society by building active citizens.17

14 United Nations. 2012. UN Resolution 66/67. Accessed online at http://www.eyv2011.eu/resources-library/item/546-resolution-adopted-by-the-general-assembly. [29 March 2012]. 15

See the ICP 120322 NYS start date list_updated_Mar22 16 McGinnis, Linda. 2011. “Development and the Next Generation”. 6 March 2012. Presentation at ICP Bellagio meeting. Available online at: http://icicp.org/networks/ianys/ianys-2012-global-meeting/. 17

McGinnis, Linda. 2011. “Development and the Next Generation”. 6 March 2012. Presentation at ICP Bellagio meeting. Available online at: http://icicp.org/networks/ianys/ianys-2012-global-meeting/.

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While minimal data exists on the impact of youth service on development, participants agreed that there is some compelling evidence on the positive relationship between youth service, youth employability, and active citizenship and shared the following examples. A longitudinal study on the United States AmeriCorps program shows that individuals who had participated in AmeriCorps increased their level of civic engagement on a number of outcome measures while comparison group members typically showed little to no change.18 An impact assessment of the South African loveLife youth service program found that alumni are 50% more likely than the national average of their same age counterparts to access further education opportunities. Furthermore, alumni are more likely to be employed than their same age counterparts.19 A new study on regional youth service programs in southern and eastern Africa finds that service plays an important role in fostering inter-cultural understanding, cross-border friendships, and a regional understanding of development.20 In conclusion, participants overwhelmingly agreed that youth service can help to prepare and equip young people to participate in economic, social and political processes in society. However, at the same time participants stressed that youth service is not a substitute for a quality education or decent work: youth service needs to be seen as one component of the socialization process that promotes youth active citizenship and development. It must be positioned alongside a sound education system, the creation of economic opportunities for young people, and the provision of other basic services. Finally, there was consensus among participants that global leadership in the youth field needs to incorporate these important perspectives in advocacy efforts to advance youth service.

The need for strong leadership in the field of youth service – a challenge for the future of IANYS

Given the growing relevance of youth service in today’s global context and the challenges facing youth, participants agreed that strong leadership is needed to strengthen youth service in the following eight areas:

1. Research on the nature, impact and contribution of youth service 2. Advocating for increased support and recognition of youth service 3. Taking programs to scale whilst maintaining the quality and integrity of youth service 4. Promoting local, national and global citizenship through youth service 5. Inclusivity and diversity in youth service 6. Opportunities for youth participation and decision-making in youth service 7. Cost effectiveness and resourcing for youth service; and 8. The demand for technical assistance for youth service.

Drawing on the experiences and perspectives shared by participants at the meeting, the rest of this section explores in greater detail the challenges and opportunities related to these key issues. Research on the impact and contribution of youth service

Participants gave testament to the fact that there is insufficient data on the impact of youth service on various economic, social and political outcomes, particularly in the context of developing countries. Significantly, there are few studies on the role of youth service in enhancing youth employability even though this is a key area of interest among government, the private sector and potential funders. Additionally, the lion’s share of impact evaluations on youth service have been

18 Corporation for National and Community Service. 2004. Americorps Longitudinal Study: Impacts of Service on Members. Available online at: http://www.nationalserviceresources.org/americorps-longitudinal-study. 19 loveLife (2008). A self-reported assessment of the loveLife groundbreakers program 2005 – 2008.loveLife: Johannesburg. Available online at:

http://www.vosesa.org.za/volunteering_youth_social_cohesion.php. 20

Mati, Jacob. 2011. Youth Volunteer Exchange Programs in Southern and Eastern Africa: Models and Effects. VOSESA and CWY.

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conducted in developed countries and focus on short-term outcomes and perceptions of impact on the server. There is thus a need for longitudinal studies that evaluate the actual as opposed to perceived changes, argued participants. Additionally, more research is required on the impact of service on the so-called beneficiaries of service, such as host organizations and community members. While quantitative approaches to research are important, qualitative methodologies should also be employed. The lack of evidence on the nature and impact of service can hinder advocacy efforts to secure and sustain investment in service programs by government, the private sector, international agencies and civil society. Participants shared their common experience in this regard. For example, the African Union faced challenges in establishing the African Union Youth Volunteer Corps because it struggled to find evidence on the long-term impact of service on young people as well as evidence about the perceptions and practice of volunteering among young Africans. Existing programs also need research and evaluation in order to demonstrate positive outcomes and improve program design for long-term impact. However, many funders, including governments, need to be convinced of the value of investing in rigorous research on the impact of youth service and the monitoring and evaluation systems required to track outcomes.

Without investments in research and monitoring and evaluation youth service practitioners are constrained in their ability to enhance program effectiveness and find difficulty in designing evidence-based programming. As a result, practitioners lose out on the opportunity to learn from failure, to identify best practice and to test the theories of change under which they are operating. Given this reality, participants emphasized that there is a need among youth service practitioners for access to cost-effective methodologies for evaluating youth service. They would also benefit from guidance and support on key indicators and benchmarks for youth service and youth civic engagement, particularly if these were responsive to different contexts and internationally comparable. Advocacy for youth service

Too often the social and civic rewards of youth leadership are not sufficiently understood or acknowledged. This view was widely shared among participants. Unfortunately, youth service is sometimes viewed simply as cheap labor and young people are exploited in the process. As a result, trade unions are inclined to view youth service as a threat. Youth service has also been co-opted by politicians and channeled towards violent and destructive ends. The ‘Green Bombers’ in Zimbabwe is a case in point. In many cases young people themselves are seen as a problem rather than development actors who can and do make important contributions to society. Furthermore many governments are often wary of promoting ‘activism’ among young people and do not see the value in cross-border service programs. Meeting participants concluded that there is a need for greater thought leadership and advocacy on these issues at the international, regional and local levels. As mentioned earlier, there is a dire need for evidence on the benefits of youth service, particularly with respect to its longer-term impacts on development outcomes and its cost effectiveness. Furthermore, support is needed to help answer some of the following questions: How can generic ideas about youth service be turned into a convincing case in local or national contexts? How can youth service be positioned and communicated so that it appeals to different target audiences such as youth, government, private sector, parents, potential employers, communities, etc.? What are the best strategies for navigating state bureaucracy and surviving political transitions? Which local and international partners and experts can lend credibility to advocacy efforts?

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The demand for technical assistance for youth service

Along with the trend towards viewing youth service as a tool for addressing major social challenges, participants agreed that there is also a growing demand for technical assistance on how to design and implement effective youth service programs. For example, the Peace Corps received a high volume of requests in 2011 from governments around the world, but was unable to respond to most of these. The United Nations Volunteers, VSO, and the African Union are also experiencing high demand for technical assistance. Notably, there is great interest in developing and expanding multinational and regional service initiatives; yet there is insufficient technical support for this work. Based on the above issues, participants identified an emerging need for leadership, advisory services and technical skills to respond to this demand by creating opportunities for exchange and learning with relevant practitioners and experts in the field. Given the diverse regional contexts in which youth service occurs, specialist knowledge and evidence-based recommendations have an important role to play in sharpening the impact of youth service programs. Taking programs to scale whilst maintaining the quality and integrity of youth service

According to participants, a common challenge facing many governments is how to take youth service programs to scale while ensuring delivery of a high-quality service program. In countries with high youth unemployment, youth service programs often come under extreme pressure to engage greater numbers of disadvantaged youth. As a result, the lines between youth service and employment often become blurred and the service component of these programs can become eroded. Given the challenges facing practitioners, participants called for the establishment of a consolidated body of knowledge on youth service, national, regional and international benchmarks and standards, as well as a strong network in the youth service field to facilitate the efforts of youth service practitioners worldwide to scale up while also maintaining quality. Promoting local, national and global citizenship through youth service

The background paper for the Bellagio meeting emphasized that the problems facing humanity today are increasingly ‘borderless’ in nature and have implications for us all. This then necessitates that individuals and governments around the world act jointly to address the present day challenges. Participants agreed that youth service presents a unique strategy for encouraging a global attitude towards problems among young people and fostering greater regional integration. At the same time, social challenges cannot be solved only at the global and regional levels: local energy and involvement is fundamental to finding solutions to the problems in our own backyards. Practically speaking then, how does one operationalize, in a cost-effective way, global citizenship at the local level and foster cross-border engagement through service? This is particularly challenging given the resource constraints in the field and the development challenges faced at country level. Participants indicated the need for greater guidance and knowledge on this issue. Inclusivity and diversity in youth service

Youth service should be accessible to all young people, irrespective of gender, race, ethnicity, religion, sexual orientation, nationality, socio-economic status or ability. While this view was shared by all participants, they acknowledged that practitioners from all regions face challenges in engaging young people from diverse backgrounds in their programs. For example, due to family pressures and traditional gender roles, young girls and women are often unable to participate in longer term service programs, especially those that require one to live away from home. Practitioners would benefit from having more opportunities to learn about effectives strategies for engaging young people from diverse backgrounds such as the provision of stipends and skills training

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to servers, shorter-term or episodic service programs, or scaling up. In addition, participants underscored that practitioners need opportunities to reflect on these strategies and to consider how existing best practice could be adopted in their own context.

Opportunities for youth participation and decision-making in youth service

Young people are participating in new and different ways today, often outside of formal NGOs and other social and political structures.21 This highlights the fact that young people want to be involved and are creating their own avenues for participation in society. Consequently, it is important to better understand how to make youth service more attractive to young people. Participants suggested that one way to do this is to enhance opportunities for young people to participate as leaders and decision-makers in youth service. Young people are critical champions of youth service and have great energy, potential and commitment that can be leveraged to strengthen youth service and its appeal to young people. Practitioners thus need more opportunities for training and exchange on best practice in creating opportunities for youth leadership – from program design to program evaluation. This will engender a stronger youth development focus in youth service while promoting youth-led and youth-driven service initiatives.

To make youth service more attractive to young people, participants argued that it is also important to disseminate opportunities more widely. Many young people today, particularly in developed countries, are congregating more and more online. Leveraging new forms of technology and social media (such as Google+) thus becomes critical for advancing greater youth participation and leadership in youth service. Google+, for example, enables ten people to ‘hang out’ together through an online video conference and to discuss issues of concern to them, learn new things and drive social change. To engage larger groups of people, Google+ provides live stream ‘hang outs’ to broader online audiences. Furthermore, Google+ is increasingly becoming a “content-centric platform” which helps to connect people through specific interests. Drawing on social media platforms like Google+, young people can provide leadership on how to integrate social media into various stages of youth service. Cost effectiveness and resourcing for youth service

Speaking from experience, participants stressed that youth service is not easy to resource. This is in part due to the lack of evidence on the value of youth service for development as well as the need for greater awareness about the benefits of youth service. Some forms of youth service are also simply too expensive to support. As a result, funding and sustainability are critical challenges facing the field. With the rise in corporate social responsibility globally, the private sector should be increasingly approached to provide much needed support. Governments, foundations, companies and universities in emerging economies such as India, Brazil, China and South Africa are also viable options for future funding. Youth service programs may also consider employing funding strategies such as ‘fee for services. ’ Given the global recession and the diminishing resources, striking effective partnerships is likely to become an important strategy. Participants agreed that there is an urgent need to provide leadership on how youth service programs can effectively diversify their funding base and strengthen the sustainability of programs given the current challenges and opportunities.

21

CIVICUS. 2011. “Civil Society Volunteering Patterns in Africa: An analysis of the CIVICUS Civil Society Index 2008-2011 findings on volunteerism.” Johannesburg, South Africa, 17-19 October 2011, Johannesburg: VOSESA. Available online at: http://www.vosesa.org.za/sadcconference/conference_papers.php.

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4. IANYS as a Leadership Vehicle to Advance Leadership on Youth Service

Globally

Having established the need for global leadership to address the aforementioned key needs and opportunities in the field, participants then reflected on the leadership role of IANYS to date and the potential to build on the existing network. Participants attested to the important contributions made by IANYS to their own work as well as to the field more broadly, and recognized ICP for bolstering the network’s relevance and impact in the field. Given this, and the fact that IANYS is the only global leadership network focused on promoting youth service internationally, participants agreed that there was significant potential to grow IANYS into a more robust, representative and responsive leadership body in the youth service field. The evolution of IANYS and the leadership of ICP

Since its inception, the flagship IANYS activity has been a biennial global conference. To date, IANYS has held nine conferences in: two in sub-Saharan Africa; two in the Middle East; two in Europe; one in North America; one in Latin America; and one in Southeast Asia and the Pacific. ICP organized the last two global conferences in Paris in 2008 and at the Library of Alexandria in Egypt in 2010, both of which were attended by people from more than 40 countries. Through the conferences, as well as through research, advocacy and networking efforts, IANYS has made significant contributions to promoting knowledge-building, exchange and policy development in the field of youth service. Today the network draws together practitioners, policymakers, researchers, and other stakeholders and champions of youth service from the six regions of the world. For its first 13 years, IANYS functioned as an informal network, with a Global Council, and a roving Secretariat responsible for planning and implementing the biennial conference. However, in 2006 it became clear that there was a need for a coordinating body to guide and strengthen the network. The Global Council Members met in 2006 and selected ICP to serve as the Secretariat. For the last six years ICP has provided much-needed leadership to revitalize the Association and elevate its international status. In particular ICP has made the following contributions:

Organized biennial conferences with unprecedented levels of participation, international exchange of knowledge, and connection between practitioners and professionals worldwide;

Gathered and disseminated national youth service profiles and information around the world;

Built an online community of practice for national youth service supporters using new social media; and

Improved the structure of the network and defined new parameters and activities for achieving its mission.22

The IANYS conferences and the exceptional people they draw has been a significant source of inspiration and learning for many people in the field. Additionally, apart from the resources made available by ICP and IANYS on youth service, it is difficult to find information on youth service internationally. Furthermore, IANYS has helped people in the youth service to learn from contextual experience in different countries and regions, and has also deepened partnerships in their own contexts. The survey conducted by ICP on the needs and opportunities of youth service overwhelmingly endorsed the importance of IANYS’s leadership role and confirmed the potential for building on the Association to advance the recognition, practice and support for youth service internationally. Respondents had the following to say:

22 Innovations in Civic Participation. 2010. “Activity Report”.

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“The sharing of ideas, innovations, and learning across countries would be of huge value. It is important to look beyond one’s own country for development ideas.”

“There must be a comprehensive link between practitioners, policymakers, researchers, funders, international organizations, and stakeholders – all of whom must be linked to the youth on the ground.”

“Providing knowledge, expertise, and learning on global youth service initiatives and how these can be adopted, replicated, and adapted for specific country contexts and challenges [is critical].”

While there are many networks, organizations and international agencies that promote volunteerism, youth civic engagement, and civic engagement more generally, the International Association for National Youth Service (IANYS) is the only entity that is dedicated to the promotion of youth service internationally. IANYS thus currently occupies a strategic niche in the field. This reality underscores the relevance of IANYS in today’s context and points to the importance of building on the existing IANYS network to grow a more robust and widely recognized global leadership body on youth service. Indeed IANYS has great potential to support and inspire people around the world who are passionate about young people and the promotion of civic service.

5. The Future of IANYS: Proposed Focus, Activities and Form

Looking to the future, participants considered the core functions, focus areas, and activities of an enhanced IANYS. While participants discussed a number of different leadership formations, organizational forms, and potential affiliations for the long-term, they ultimately agreed that this issue would require greater consultation and reflection following the meeting. Participants then outlined an action plan for a planning phase and transition period, which ICP would lead. Envisioning the future role of IANYS

A key aspiration is for IANYS to become the pre-eminent point of reference, first port of call and foremost clearinghouse for youth service issues around the world. With this in mind, and taking into consideration the prevailing needs and opportunities in the field, participants articulated the following vision and mission for IANYS going forward.

Vision: All young people have access to [quality] service opportunities locally and globally that promote positive change and individual development. Mission: We are a network of organizations and individuals that promote youth service and civic engagement at national, [regional] and international levels by developing an enabling environment and expanding capacity to implement high quality programs. We do this through the provision of technical support, advocacy, research, and knowledge sharing.

Given the particular needs and opportunities in the youth service field, and the potential for IANYS to be a broker of knowledge, expertise, and technical assistance, it was proposed that IANYS should focus on the following four work streams going forward:

1. advocacy 2. research 3. technical assistance; and 4. knowledge building.

The table below lays out the four recommended work streams and lists potential focus areas and activities for each.

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Work stream Potential focus areas and activities

ADVOCACY: Promote awareness about the social and civic value of service and urge national governments, international institutions, the private sector and other stakeholders to support and fund youth service policies and programs

1. Exhibitions and campaigns 2. International service days 3. Media partnerships and celebrity involvement 4. Case studies (evidence-base) 5. Ambassadors of service 6. Identify and connect researchers with “nodes of influence” 7. Contextualize advocacy for the local level (connecting youth

service to critical issues – “service as a strategy”) 8. Promote pilot service projects (including national service

projects) in countries that lack programs 9. Raise profile of existing programs at local level in contexts

where service is not adequately recognized or supported 10. Establish youth engagement issue as a serious field of

inquiry at universities and in academia 11. Foster awareness of service among youth and servers

RESEARCH: Research and publish on the nature, state and impact of youth service around the world to provide a strong evidence base on the social and civic value of youth service

1. Synthesis of existing research and generate summaries 2. Studies of the relationship between youth service and

employability. 3. Longitudinal studies on impact of youth service 4. Cost-benefit analysis 5. Analysis of regional volunteer policy frameworks 6. Commissioning of research that is not currently available

(e.g. on youth service and employability) 7. Mapping youth service globally 8. Develop an authoritative handbook and resource on youth

service for practitioners

TECHNICAL ASSISTANCE: Respond to the increasing demand for technical assistance for youth service on a range of policy and programming issues

1. Curriculum development 2. Program development and models (local, national, multi-

national and regional) 3. Benchmarks and standards 4. Impact assessment; monitoring and evaluation 5. Peer review and accreditation 6. Policy development (e.g. compulsory versus non-compulsory

service) 7. Integrating service into development planning 8. Volunteer management 9. Developing and adapting advocacy strategies 10. Network of experts (roster/bank of experts); match experts

with request for assistance 11. Peer-to-peer exchange 12. Online community of practice 13. Programming for youth development and leadership 14. Provision of long-term volunteers

KNOWLEDGE-SHARING: Convene events and create online and offline opportunities to promote learning, mutual exchange and information sharing

1. Conferences/meetings/ exhibitions 2. Publications/newsletters 3. Social media 4. Case studies 5. Online communities (young people and professionals)

collaborate with existing platforms 6. Sharing of tools and methodologies

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7. Sharing of new models and innovation 8. Clearinghouse of research and tools 9. Creating social groups and ongoing relationships among

young people

Exploring the potential form and structure of a new and improved IANYS

Drawing on the conversations regarding the role that IANYS must play in supporting the youth service field, participants discussed the form that would best allow IANYS to fulfill these purposes. As will be seen below in more detail, participants considered a whole range of possible forms and structures, weighing the benefits and drawbacks of each. Ultimately, the participants did not settle on a single conclusion, but agreed that ICP and the IANYS Global Council should carry the insights gained from the meeting into the next stage of planning and development, as will be outlined below. Throughout discussion of form and structure, there was widespread agreement that IANYS should be formalized and there was some discussion about the possibility of establishing a membership-based organization or a professional association, which would charge a membership fee. Membership would need to be cultivated among existing IANYS members as well as among a wider base of key youth service stakeholders, including governments, international agencies, civil society, the private sector, and foundations and trusts. A differentiated fee structure could be developed for individuals and institutions, stakeholders from different sectors (e.g. foundations, civil society), as well as different countries. This option, however, requires further consideration by ICP and the IANYS Global Council. For both the short-term and long-term viability of the organization, however, participants agreed on the necessity of a Secretariat with permanent staff. During the transition period, participants envisioned a small Secretariat (2 staff members) and recommended that ICP continue to hold this responsibility. In the longer term, ideally, there would be funds to support a larger Secretariat of at least 4 people. Participants also discussed other staffing options, looking to other networks and associations for ideas. Similar to the Better Aid network, a virtual Secretariat could be established with staff seconded from partner organizations to support certain organizational functions (e.g. communications, policy, convening, and project management). Another strategy proposed was the possibility of having a small number of core staff at the Secretariat (e.g. 2-4) and building up the Secretariat’s capacity through the secondment of temporary staff and volunteers on a project by project basis, similar to the way in which the International Society for Third Sector Research (ISTR) operates. However, dedicated core staff is critical to an effective operation. Participants also agreed that in the future IANYS needs to have a stronger presence at both the regional level (including potentially sub-regions) as well as at the country level. Drawing on the experience of other international networks, it was mentioned that IANYS should strive to be “global light, country heavy” as opposed to “global heavy, country light.” The possibility of establishing regional networks as well thematic working groups on different forms of service and in relation to different development issues was also discussed. The governance structure of an enhanced IANYS will also have to have greater regional representation, especially from the MENA region, and emerging economies like China, Brazil and India. The question of how to strengthen IANYS through strategic partnerships was also explored. The importance of looking for potential partners in the Arab region as well as in developing countries such as India, Brazil and China was also raised by numerous participants. In the short- to medium-term however, ICP would need to guide a planning process to reflect on these issues.

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Possible funding sources identified included (1) membership fees, (2) grants or donations, (3) revenue or fees for services, (4) in-kind contributions, (5) strategic partnerships; and (6) volunteers.23 Despite a lengthy discussion, participants concluded that it was not possible to finalize an organizational form for an enhanced IANYS at the meeting. Instead, it was recommended that a planning grant be secured to provide an opportunity for ICP to engage in further consultation about the most viable structure, funding model, partnerships and activities required to elevate IANYS to a new level. The action plan below identifies important short-term, medium-term and longer-term activities for planning as well as launching a more robust IANYS.

Action Plan

Months 1-6: Planning and survival

Planning Analyze the existing IANYS network

Develop a planning grant proposal for a new leadership body

Identify sponsors and raise funds for planning

Identify and explore potential partnerships/funding models for new leadership body

Source new members for IANYS Global Council to support transition phase

Secure funds to support ICP to hire a staff member to drive planning process

Convene a discussion at the July 2012 African Conference on Volunteer Action for Peace and Development to discuss IANYS

Start to develop a membership strategy

Develop communications strategy

Advocacy Work with existing IANYS members to position youth service and civic engagement on the agendas of international development forums

Start to develop a case for policy connections (e.g. between youth service and employment)

Knowledge-building Write and share post-meeting report

Create list serve/connect meeting participants on Linked In

Activate existing online IANYS community of practice

Expand and consolidate ICP mapping of key NYS programs as well as youth service programs

Technical Assistance Participate in AU continental policy framework discussion and provide feedback

Provide feedback on UK ICS framework

Months 6 – 12: Laying the foundation

Planning Continue to build membership of IANYS (e.g. finalize membership strategy

Continue to explore potential

23 Some potential funders/partners mentioned include the Arab League, UNV DFID, the Gates Foundation, UNDP, UNICEF, ILO, University of Washington,

China Guangdong Provincial Volunteering Service Foundation

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funders/partners and secure commitments

Explore possible organizational formations for IANYS

Build regional representation/councils of IANYS

Recruit one volunteer to be focal point/coordinator per region

Start to prepare for the launch event of the new IANYS

Finalize social media strategy including Google + and youth engagement strategy

Technical assistance Develop a network of ‘expert’ service providers

Knowledge-building Expand IANYS online community of practice to more regions and continue online engagement

Finalize and integrate social media strategy on community of practice

Compile existing evaluation and research (case studies, evaluations, methodologies, tool kits)

Design online map with links to research in different regions

Secure location and key partner for 2013 conference (e.g. China) and start to plan

Convene a youth meeting about youth service and/or develop a youth advisory board

Research Write a guidance note on main/key results of existing research on NYS to date

Conduct a cost/benefit analysis of main NYS programs.

Identify funders that might be interested in large-scale study on the link between youth service and employability

Months 12 – 36: Launch and consolidation

Planning Secure sustainable funding for IANYS

Finalize primary partnerships for new IANYS

Consolidate governance structure

Consolidate/expand capacity of ICP Secretariat

Finalize planning and launch more robust IANYS at 2013 conference

Knowledge-building Convene 2013 conference

Technical Assistance Launch network and provide customized responses to requests for technical assistance.

Develop benchmarks and standards for youth engagement

Create peer review strategy

Research Develop and implement strategy for establishing a professional journal on service (linked to broader issues like education/peace/employability)

Publish cost/benefit analysis from foundational phase

Research agenda and/or authoritative

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research publication conceptualized; funders identified and research commissioned

Advocacy Recognition of youth service (e.g. innovation prize, launch of first global youth service competition and regional events that profile youth servers.

Develop policy climate for the integration of youth service in the educational/technical institutions

Create an innovation fund to fund innovative pilot program (s).

6. Constraints, Strategic Risks and Factors for Success

The main recommendation from the meeting is that a planning phase is needed to transition the existing IANYS body to the ‘new and improved’ IANYS proposed by participants. This is a critical next step for establishing a leadership body which commands respect in the field, is valued by key stakeholders, and is uniquely positioned vis-à-vis other international networks and organizations working on civic engagement and volunteerism issues. A planning phase is also needed to conduct further consultation on the most appropriate and viable organizational form, affiliation and funding strategy for the new phase of IANYS, given the current opportunities in today’s global context. ICP is committed to continuing its leadership of IANYS and to driving a transitional phase. However, funding is required to enable ICP to play this role. It is critical that ICP secures a planning grant so that it can build on the momentum and commitment generated by the meeting and enable ICP and IANYS to leverage the unique window of opportunity for expanding and strengthening the field of youth service, as is evident in the current global context. Additionally, the IANYS Global Council has pledged to support ICP through a transition phase through the provision by providing strategic advice. The following critical success factors thus emerge based on key constraints and strategic risks facing the establishment of a ‘new and improved’ IANYS leadership body:

Leveraging the existing IANYS network to build the next iteration of IANYS;

Developing a planning grant and securing funding;

Further definition of the vision, mission and goals of IANYS;

Development of a business plan for IANYS, including a communications and marketing plan;

The identification of appropriate and viable partners that will enhance the credibility of the IANYS;

Exploration of new funding sources, particularly in developing countries and the development of a diversified funding strategy;

Further consultation on the most appropriate organizational form and governance structure;

Ensuring regional representation, presence and buy-in to IANYS;

Rebranding IANYS as a body that spans youth service more broadly;

Developing a more detailed and targeted three-year activity plan for IANYS;

Cultivating membership particularly in regions, countries and sectors where the existing IANYS network is weak;

Strategic communication with existing IANYS network and skillful management of the transition to a new and improved IANYS; and the

Commitment and support of current IANYS Global Council Members and Bellagio Meeting participants.

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7. Conclusion

In no uncertain terms, participants at the ICP Bellagio meeting identified the need for global leadership for the youth service field. Speaking of their own organizational needs as well as the opportunities in the field more broadly, participants attested to the growing importance of youth service for addressing the today’s challenges and providing productive avenues for young people to develop. The recent civil unrest and political change in the Arab region is a powerful reminder of the determination of young people to participate in shaping the future, as well as their desperation when faced with a lack of opportunity. It is indeed encouraging to note that more and more governments are adopting youth service as a strategy for addressing both youth development and critical national development challenges such as the record-high levels of youth unemployment. National youth service programs in many countries with high youth unemployment rates engage large numbers of young people in development activities for extended periods of time. However, because little documentation exists about the effects of youth service on preparing young people for post-service employment and about the most effective practices for forging the linkage between youth service and employment, specific research on the relationship between youth service and employability is greatly needed. A reconceptualized IANYS could play a significant role in articulating the civic, economic and social value of youth service and advancing greater recognition and support for youth service at multiple levels and in different sectors.

Participants identified eight critical challenges in the field and agreed that strong global leadership could help to turn these challenges into an opportunity to strengthen the field. As the foremost network on youth service internationally, IANYS can be further developed to respond to the prevailing needs and opportunities in the field today. To do this, however, IANYS will need to build the evidence-base on the impact of youth service, advocate for greater recognition and support for service, respond to the demand for technical assistance to design, implement and evaluate youth service programs, and promote knowledge-building among practitioners and key stakeholders in the field. In outlining the scope and focus of the new IANYS, participants demonstrated the potential for individuals passionate about youth service and young people to work together to expand youth service opportunities. Despite coming from different sectors and different regions, participants jointly articulated a vision and mission statement and developed the beginnings of an action plan to support the establishment of an enhanced IANYS. A key component of the action plan is securing a planning grant to support a crucial planning phase. With the necessary support, ICP is prepared to lead the planning effort. The importance of this effort cannot be underscored enough. It would provide much needed space to consult with a wider set of stakeholders in the field and potential funders to determine a viable organizational form, affiliation and resourcing strategy for the new IANYS. Indeed the opportunity is ripe to build on the momentum of the meeting and the strong foundation of the IANYS network. With the right capacity and sufficient support, it is possible that the Bellagio meeting will be the catalyst for IANYS to evolve into the pre-eminent international leadership body on youth service that puts youth service on the map and ensures that young people, of all backgrounds and from all countries, have the opportunity to contribute to society.

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Appendix 1: Participant list and bios Rockefeller Foundation Bellagio Center

Bellagio, Italy March 5-9. 2012

Participant Bios

Manon Bernier Manon Bernier, anthropologist and program manager, has more than 10 years of work experience in the area of youth and volunteerism. Canadian of origin, she has been working for the past five years for the United Nations Volunteers program (UNV). She was previously the Portfolio Manager for Latin America and acting as the Youth Programming Focal Point. Within her functions, she supported the development and implementation of different initiatives to promote youth participation in development through volunteer action. Last year, she was appointed to lead Knowledge Management as part of the Volunteer Knowledge and Innovation Section. Her team is supporting staff, UN Volunteers and partners to capture and share their knowledge on volunteerism for development to contribute to organizational learning and improve organizational performance. Previously, she worked for 5 years for the well-known Cirque du Soleil in their Social Action and International Cooperation Department. She was coordinating the implementation of social programs in Latin America and with native communities in Canada using arts as a way of intervention with youth at risk. She also worked for the organization Canada World Youth where she lead some of their youth volunteer pre and post assignment trainings as well as coordinated the development of a former youth volunteer network. She also worked for 2 years in Panama for the United Nations Development Program (UNDP) as Program Officer in the area of local governance, as well as in Guatemala for the Canadian development organization SOCODEVI. Karena Cronin Karena Cronin is the projects and outreach manager of Volunteer and Service Enquiry Southern Africa (VOSESA). She came to South Africa in 2007 through the United Nations Volunteers (UNV) Program and was placed at CIVICUS: World Alliance for Citizen Participation. There she researched and co-authored a publication on volunteering and social activism, and advised the organization on how to mainstream and develop a focus on volunteerism in its work. Prior to this, she was a Council of Women World Leaders Fellow at the Club of Madrid in Spain and the Associate Director of the Saguaro Seminar: Civic Engagement in America at Harvard University’s Kennedy School of Government. She holds a Master of International Affairs in Economic and Political Development from Columbia University and a Bachelor of Arts in Sociology and Political Science from Union College (cum laude). She believes in the power of volunteering for personal as well as social transformation. Dr. Yuanzhu Ding Dr. Yuanzhu Ding is currently a deputy-director and professor with the Department for Policy-Making Consultation under the Chinese Academy of Governance of PRC. He also serves as a director and professor at Peking University (Research Center for Public Service and Governance). For the past twenty years, Dr. Ding had taught at the university level in China, with articles published in local and international publications. He had also done consulting work and currently acts as an organizer and member of the working group on volunteering services project funded and commissioned by National Youth Organization’s international funding institutions.

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Between 1993 and 1995, Dr. Ding was an International Fellow at the Education College of the University of Montreal. Between 1999 and 2001, he was a Heinz Fellow of University Center for International Studies at the University of Pittsburgh. Dr. Ding holds a PhD in sociology. Reuven Dashevsky Reuven Dashevsky is the Program and Development Associate at Innovations in Civic Participation (ICP). Prior to his work with ICP, Reuven engaged in the national service field as a participant, serving as an AmeriCorps VISTA volunteer in the United States. Reuven also examined service and civic engagement academically, as seen in his undergraduate thesis, entitled “National Service in the United States: A Civic Republican Critique.” Reuven holds a BA in political science (summa cum laude) from the University of Massachusetts, Amherst. Emmanuel Ishie Etim Emmanuel Etim, an International Public Policy Analyst and Media Sociologist, has labored to position youth development and empowerment in the continental and international developmental policy and resource mobilization discourse for over 15 years at the United Nations, the African Union, and the international development organizations. Currently, Emmanuel is the Senior Partnership & Program Expert at the African Union Commission, where he also backstops the implementation of the African Union Youth Volunteers Corps (AUYVC). Before this, he served for two years as a Youth Adviser in the office of the UNFPA Representative to the African Union and UN-ECA. During this period he was the focal point for the UN Regional Cluster Mechanism: Social and Human Development Sub-Cluster on Education and Human Resources. Emmanuel Etim is a two time awardee of the Nigerian Youth Awards: for effective use of Advocacy on Youth Rights and Development (2010) and for Excellence in Public Service (2011). Before moving fully to Addis Ababa, Ethiopia in 2008, Emmanuel served on several Nigerian national government programs at policy level including the Presidential Technical Committee on the Niger Delta of as the Youth Resources Person and Technical backstopping for the preparatory and final report. He also served on the Federal Ministry of Health National Working Group on Adolescent Health and was the founding Director of the Center for Development Action - An Institute for Youth Studies and Development Research. He has an extensive portfolio in grant management, covering bi-lateral and multi-lateral organizations, Brettonwood institutions, the UN development agencies, the United States Agency for International Development (USAID) and private foundations including the Ford Foundation, the Open Society Foundations and others. In addition to his scope of work (which includes: Program Development; Strategic thinking and planning; Youth Research and Analysis; Institution building and Management; Training and Capacity Building; Public Policy Advocacy, Media and Communication), in 2007 Etim set up the Emmanuel Etim Foundation, a philanthropy which focuses on Youth Leadership exchange, Small Business Support, and Community driven projects and interventions. Reuven Gal Dr. Reuven Gal holds a BA and MA both in Psychology and Sociology from the Hebrew University of Jerusalem and PhD from the University of California at Berkeley. He served as IDF's Chief Psychologist and subsequently founded and commanded the IDF’s Department of Behavioural Studies (MAMDA). Dr. Gal retired from active duty in 1983 with the rank of Colonel. He founded and subsequently headed the Carmel Institute for Social Studies (1985- 2002) and the Center for Outstanding Leadership (1991-2002). In 2002, he was appointed as Deputy Head of Israel's National Security Council, responsible for domestic and social policy. In 2007, Dr. Gal was invited by the Israeli government to establish a

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universal framework for National Youth Service in Israel. Consequently, he has been appointed (January 2008) as the General Director of this framework, called The Authority for National Civic Service, at the Prime Minister's office. In August 2009 he resigned from this position. Since January 2010, Dr. Gal has served as an Area Leader and Head of the Haredim (Ultra-Orthodox) Integration Project at the Samuel Neaman Institute for National Policy Research at the Technion – Israel Institute of Technology. He also holds a Senior Research Fellow position at the Dan Shomron Institute for Social, Security & Peace Studies, at the Kinneret College on the Sea of Galilee. Dr. Gal is the author of numerous books and articles, among them A Portrait of the Israeli Soldier (Greenwood Press, Westport 1986) and Service without Guns (with D. Eberly, 2006). Reuven is married to Ivria, a family-therapist, and together they have (so far…) five children and nine grandchildren. Abdel-Rahman Ghandour Abdel-Rahman Ghandour currently serves as the Deputy Director of Communications at the United Nations Development Program (UNDP). Prior to this position, Abdel-Rahman worked in numerous other capacities for the UN, including: extensive work on youth and civic engagement issues in the MENA region with UNICEF, as the Regional Chief of communications in the Middle East and North Africa in Amman; leading a regional office of IRIN, the UN Online Humanitarian News Service; and serving as Special Assistant/Political Advisor to Special Representative of the Secretary-General for the Great Lakes region. Before coming to the United Nations in 2001, Abdel-Rahman represented Médecins Sans Frontières (Doctors without Borders) in Sudan, the Gulf, and Iran from 1993 to 2000. From 1987 to 1992, he was a university lecturer in political science at the American University of Beirut and Sciences Po Paris. Abdel-Rahman also served as a field officer and Head of Dissemination of International Humanitiarian Law for the International/Lebanese Red Cross in Lebanon from 1988 to 1989. Abdel-Rahman is the author of many publications, including a global book on Islamic charities, entitled “Jihad humanitaire” (Flammarion, 2002). Abdel-Rahman holds degrees from American University of Beirut, University of London - School of Oriental and African studies and Institut d'Etudes Politiques Paris (Sciences Po Paris) in political science and international relations. He is based in New York, and is married with two daughters, aged 9 and 8. Phil Hudson Phil is Head of UK Programs at VSO. VSO is an international development NGO that works through volunteers in thirty seven developing countries. VSO’s UK Programs develop flexible and creative models for promoting volunteering for development across UK communities, as well as building volunteering and learning opportunities in the UK that our international development partners can participate in. VSO’s UK Programs include the diaspora volunteering program and the youth program Global Xchange. Since 2010, Phil has led the development of a consortium of UK NGOs to deliver the UK government’s pilot scheme, International Citizen Service (ICS). This is a new government flagship program that by the end of the pilot will have sent 1250 volunteers aged 18-25 on three month projects in developing countries. The program focuses on the development impact of the volunteers’ work at community level as well as on the personal development of the young people themselves. The program builds on VSO’s learning on supporting in-country volunteering and national citizen service schemes over the past ten years. Phil has over 12 years of experience managing international development programs, including as VSO Country Director in Rwanda and in Pakistan. He has a Masters degree in the understanding and securing of human rights, as well as in development management, and has been a research grant

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holder from the Economic and Social Research Council. Phil is particularly interested in issues around identity, diversity and inclusion as well as current debates around active citizenship and participation. Ali Raza Khan Mr. Ali Raza Khan is the Founder of Youth Engagement Services (YES) Network Pakistan. He participated in a one-year Master Program in Social Work at McGill University, Montreal, Canada as a Sauvé Scholar. He also holds a Masters degree in Political Science focusing on Development Politics. He has undertaken a one-year diploma in Documentary Making from Jean Sauvé Foundation, Montreal, Canada. He obtained certification in Strategic Communication from Johns Hopkins University, Baltimore, U.S.A. In addition to that, he has done a wide range of professional courses such as Leadership Development, Strategic Planning, Community Mobilization, Emotional Intelligence, Business Plan Development, Communication Skills, Material Development, Youth Organizing, Reproductive Health, Advocacy, etc, from abroad. Ali has played a pioneer role in introducing and institutionalizing the concepts of service learning, youth service and youth social entrepreneurship in Pakistan. He has an extensive experience of working with youth, which is filled with change and challenge; visioning; planning and program development; innovative and social action initiatives and much cooperative exciting work both within and outside the country. He is an Ashoka Fellow, International Leadership Development Program Fellow, Sauvé Scholar Fellow and Population Council Leadership Development Program Fellow. He has won several international awards. He was given the title of “Architect of the Future” by the Waldzell Institute in Austria. He has also been selected as one of the top ten young social entrepreneurs (out of 801) under Young Social Enterprise Initiative (YSEI) fellowship of Global Knowledge Partnership. He has additionally been bestowed with AZM Alishan 2011 Award by the leading media companies of Pakistan. He has served as a consultant, trainer and facilitator for several local and leading international organizations such as ILO, British Council, Population Council, Church World Service, Caritas Pakistan, Sisters of Charity of Jesus & Mary, etc. He has conducted over 300 training workshops for over 1,000 small and medium scale youth driven and youth serving organizations. He has had the honor of meeting with outstanding leaders of the world such as former U.S.A President, Mr. Bill Clinton and former Malaysian Prime Minister, Mr. Muhathir Muhammad. He has given talks and presentations at the leading international platforms and educational institutions of the world. Michael Lipsky Michael Lipsky is a Distinguished Senior Fellow at Demos, a public policy organization based in New York City. Michael came to Demos from the Ford Foundation, where he worked for 12 years in the Peace and Social Justice program. Responsible for the Foundation's portfolio on "government performance and accountability," he helped assemble the State Fiscal Analysis Initiative, a national network of organizations devoted to budget transparency and accountability, and the International Budget Partnership of the Center on Budget and Policy Priorities. Prior to Ford, Michael taught political science at the University of Wisconsin, and, for 21 years, at the

Massachusetts Institute of Technology. Among his books are Protest in City Politics; Nonprofits for

Hire: The Welfare State in the Age of Contracting (with S.R. Smith); and the award-winning Street-

Level Bureaucracy. In 2010, a 30th Anniversary edition of Street-Level Bureaucracy was published

with a new chapter and revised preface. He holds degrees from Oberlin College and Princeton

University.

Linda McGinnis Linda McGinnis has devoted her career to working on issues of youth development and poverty reduction in over forty countries. Her work at the World Bank spanned 20 years and culminated with a passion for helping young people make the transition to adulthood in the most productive way possible. As Lead Economist for Children and Youth at the World Bank, she authored the Bank’s

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global strategy for investing in young people in collaboration with dozens of developing country and institutional partners. This strategy charted a vigorous course for helping countries improve the lives today of those who will inherit the planet from us tomorrow. In this capacity, she was also the editor of a new policy series ‘Youth Development Notes’ which focused on best practices across a range of youth development policies and projects in areas ranging from learning, working, and staying healthy to those focusing on forming families and citizenship. This work became an important part of the Bank’s World Development Report 2007: “Development and the Next Generation”, a document which firmly places the largest cohort of young people in history at the center of the Bank’s overarching mission of fighting poverty. Linda is also the co-founder and Board member of a global learning NGO, WorldLinks, empowering and building mutual understanding among youth worldwide through technology. It has created teacher development programs, cross-country collaborative projects, and telecenters in hundreds of disadvantaged schools across five continents. She recently joined as Board Director of the Vermont Youth Conservation Corps, one of the oldest and most successful youth development and environmental programs in the US. She currently guides their strategic planning process with a focus on developing a National Youth Conservation ‘Gap Year’ program. Linda holds degrees from Stanford, Princeton, and Sciences Po (Paris) as well as a mid-career management degree from Harvard Business School. She enjoys travel, yoga, the outdoors, languages, reading, singing, acting and being the proud mother of three children: Maya, Misha and Sean. Licio Palazzini Licio Palazzini has been the President of ARCI Servizio Civile since 1996. His civic began with the Catholic Workers Organization (ACLI) and then with ARCI (Italian Association for Cultural and Civic Engagement). From 1981-1982 he served Italy as conscientious objector. He established a local chapter of ARCI in the Arno River Valley on 1982.From 1984-86 he served in the national office of ARCI in Rome as the human resources and training activities director. From 1986 Licio became the coordinator of the agreement between ARCI and the Italian Ministry of Defence to employ 200 conscientious objectors to serve in NGOs. Licio was a founding member of a network of associations (CNESC) which successfully lobbied Parliament for equal conditions of service for members of the military and conscientious objectors. A result of this accomplishment was the establishment in 1996 of Arci Servizio Civile (ASC), a non profit association with the goal to promote the culture and practice of Civil Service. During the ’90s he lead research groups on several studies on National Service in Italy, sponsored by Istituto Ricerca Sociale of Milano. He promoted studies about the evaluation of competencies learned during the service and about the NGO’s financial and human resources investment on National Voluntary Service. In 1996-97, Mr. Palazzini was the Italian leader of the exchange program between Italy and the Corporation for National Service of US Federal Government called “United States and Italy: Partners in Developing New Forms of Civic Consciousness.” He was also a consultant to Emilia Romagna and Toscana Regions about state laws in civil service. In 1999 when the Italian Government decided to end conscription and to create a voluntary military, he helped lead a coalition to lobby Parliament to pass legislation to create the National Voluntary Service. He has also served as the President of National Board of Consultation of the National Office of Civic Service since 1999. He also serves on the Global Council of the International Association for National Youth Service (IANYS) and the Board of the Association of Voluntary Service Organizations (AVSO). He promoted studies about the evaluation of competencies learned during the service and about the NGO’s financial and human resources investment on National Voluntary Service.

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He is a member of the National Forum of Third Sector, a network of the most important Italian NGO’s. Licio is a graduate of Contemporary History at Florence University (1981). Clayton Peters Clayton Peters has worked extensively in the youth and international development sectors over the past 18 years. He founded and was the CEO of the Youth Development Network. Under his leadership, the network extended its programming to thirteen countries in the SADC region. As editor of South Africa’s first journal on youth development, he has written extensively about youth development. Working on a United Nations project on youth employment has given Clayton considerable global experience. He has worked in Africa, Asia, the Middle East and Latin America. Clayton was a Director at YouthBuild International, based in Boston, USA responsible for developing new program areas around the globe. With a team of researchers, he conducted in-depth research on global youth employment models for a World Bank related study. He was the head of South Africa’s National Youth Service Program until 2011. Under his tenure the NYSP was expanded and Clayton directed the massive volunteer effort for the FIFA World Cup 2010. Clayton is now responsible for overseeing strategic programs for youth development within the South African government’s National Youth Development Agency Jose Rodriguez Jose is an audit partner in the New York office of KPMG. He also serves as the Regional Professional Practice Partner, SEC Reviewing Partner and a Foreign Filing Review Partner. Jose was admitted to the partnership in 1995, in the Miami office and has done a rotation in KPMG’s national office. Additionally, Jose is a former member of KPMG’s US and Americas Board of Directors and served as the Lead Director. Jose currently serves as the chairman of the KPMG Foundation. Jose’s professional and industry experience has been with large multi-national companies and mid-size private and publicly-held companies with primary emphasis in the consumer markets (retail, restaurants and distribution and manufacturing concerns) and oil and gas. He also has experience with initial public offerings, merger & acquisitions, and International Financial Reporting Standards (IFRS) audits. He has participated in several successful initial public offerings and public company transitions to KPMG. Susan Stroud Susan is the founder and Executive Director of Innovations in Civic Participation, which she started in 2001. Prior to starting ICP, Susan worked at the Ford Foundation on national youth service around the world, most notably helping to create a network of university-based programs on civic engagement in South Africa and various youth service initiatives in Russia and Mexico. From 1993-1998 Susan served in the Clinton administration, initially in the White House as one of the architects of the AmeriCorps program and the creation of the Corporation for National Service, a new federal agency to administer government funded service programs. She was also the founding director of the Learn and Serve America program, a $43 million annual grants program that supports students in service through schools, universities and community organizations. From 1978-1993 Susan worked at Brown University as Assistant to the President, during which time she was the founding director of Campus Compact, a national coalition of 1200 university presidents, as well as the founding director of the Swearer Center for Public Service. As a Senior Fellow at Tisch College for Citizenship and Public Service at Tufts University, Susan was co-founder of the Talloires Network, a coalition of 230 universities in 62 countries committed to social responsibility and civic engagement. Susan also co-chairs the Alliance for International Youth Development and serves on the Board of the Paul J Aicher Foundation and VOSESA and the Advisory Committees of the Civic Mission of Schools, Educurious, the College of Education at the University of Washington, and Street Law.

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Marie Trellu-Kane A graduate from ESSEC Business School, Marie is the co-founder and President of the leading non-profit organization in youth volunteering and youth service in France: Unis-Cité (www.uniscite.fr), which inspired the French National Civic Service scheme. As a freelance consultant, she has worked with the United Nations on various projects dealing with volunteer infrastructures, youth development and/or CSO capacity building, especially in Africa, and with businesses on their corporate social responsibility. At ESSEC Business School, as an expert for the Social Entrepreneurship Center, she launched a social incubator and a venture philanthropic fund, to support social entrepreneurs in the launch of their social enterprise. Sebastián Zulueta Sebastián Zulueta is Executive Director of América Solidaria Foundation. This NGO is an international initiative that promotes a partnership and cooperation among the American nations to enable Globalizing Solidarity. Its efforts are focused on building projects to overcome poverty in the continent through the work of young volunteer professionals in the most impoverished sectors in Latin America and the Caribbean, mobilizing the continent to help countries suffering from disasters, and raising awareness in Latin American and Caribbean societies on social issues affecting the region and the need to overcome them. The areas in which it concentrates its action are: Education and children, Health, Housing and living conditions, Environment and Agro, Production development and Organizational Strengthening solidarity. Between 2003 and 2009, Sebastián was Professor of Volunteerism: Theory and Practice Cathedra at the Sociology Institute of the Pontificia Universidad Católica de Chile. Between 2002 and 2004, he served as Executive Director of the Nuestra Casa Corporation, an organization that works on a participatory-affective approach with homeless population, with the mission to "build a society that goes from prejudice to confidence." Between 2004 and 2008, Sebastián was Director of the Service Learning Program at the Catholic University of Chile, which promotes student social projects within the community. This program also aims other two goals: improve the student academic learning and enable students to develop values of civic engagement. Sebastián is a graduate of Economics and Administrative Sciences and Master in Sociology in the Pontificia Universidad Católida de Chile. He has focused his studies on social exclusion, Pedagogy of Solidarity, and Solidarity structures, such as Volunteerism, Service- Learning and International Development Cooperation. Sebastian Zulueta is married to Ignacia, and is the father of Simon, Valentín, and Teodoro. Sarah Warren For the past 17 years, Sarah Warren has built and managed humanitarian, development, and advocacy programs to assist communities affected by conflict and poverty. She has worked in numerous war-affected countries around the world, such as Taliban-controlled Afghanistan, Kosovo, Lebanon, Iraq, Angola, Ethiopia, and Cambodia. Sarah currently serves as Director for the Global Citizen Corps, a Mercy Corps initiative that inspires and equips an expanding international network of young leaders to take informed actions that build secure, productive and just communities around the world (globalcitizencorps.org). Sarah is also Director of Gulf Partnerships for Mercy Corps, facilitating relationships with Gulf-based organizations such as Reach Out to Asia (part of the Qatar Foundation) and Silatech. She has been based in Doha since 2008. Prior to moving to Qatar, Sarah served as country director for Mercy Corps in Lebanon. In this role, she managed a large-scale post-conflict recovery program to assist people affected by the July 2006 war between Hezbollah and Israel, as well as a longer-term program aimed at providing humanitarian and development assistance to disadvantaged Lebanese citizens and Palestinian

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refugees. Sarah joined Mercy Corps in 2005 as senior program officer for the Middle East, based in Washington, DC. Before coming to Mercy Corps, Sarah served in several different capacities with various humanitarian and development agencies. In the mid-1990s, she spent three years working for Save the Children in Afghanistan and Pakistan during Afghanistan’s on-going civil conflict and takeover by the Taliban. There, she designed programs that provided landmine education for children and assisted child landmine survivors. She was also very involved in the International and Afghan Campaigns to Ban Landmines. Following the war in Kosovo in 1999, Sarah set up an office and program for the Vietnam Veterans of American Foundation (VVAF). Later, based in their Washington, DC headquarters, she created “Sports for Life,” a global initiative that used sports as a vehicle for promoting the integration of people with disabilities and reconciliation between groups in conflict. She ultimately became Deputy Director for Humanitarian Affairs, overseeing the organization’s post-war rehabilitation programs around the world. In 2005, Sarah served as a consultant for USAID, researching and writing congressionally-mandated reports on the agency’s efforts to include persons with disabilities and on the use of sports as a tool for development. She also consulted with the Quaker lobby organization, Friends Committee on National Legislation, on their Iraq peace campaign. Sarah holds an EdM from Harvard Graduate School of Education and a Bachelor of Arts from Haverford College in Pennsylvania. She serves on the Haverford Corporation and has appeared in a variety of media, including the Washington Post, CNN, CBS Radio, and National Public Radio. Sarah was raised in Maine and got her start with international travel at age 14 when she toured the USSR on a memorial trip honoring the memory of her friend, the child peace icon Samanatha Smith. The trip was sponsored by Ted Turner, who invited the group to participate in the opening ceremony of the first-ever Goodwill Games.

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Appendix 2: Bellagio meeting agenda

AGENDA

March 5th (Day 1): Arrival

7:00 Drinks and welcome by Director, Bellagio conference center

7:30 Dinner, welcome and introductions (Susan Stroud and Licio Palazzini on behalf of the Global Council of IANYS)

o Brief descriptions from participants of NYS in countries represented and expectations for the meeting

March 6th (Day 2): Status of the NYS Field: Challenges and Opportunities The sessions in Day 2 will focus on assessing the Challenges and Opportunities facing the NYS field globally.

8:00 Breakfast

9:00 Welcome and review agenda (Susan Stroud)

9:15 Context (Susan Stroud) o History of IANYS (Reuven Gal) – Reflection on its development,

accomplishments and short-comings and tribute to Don Eberly o Relationship between IANYS and ICP (Michael Lipsky) o Discussion

Relevance of IANYS to the work of participants

10:30 Tea/coffee break

11:00 What is the role for NYS in the current and changing environment? o Ebenezer Obadare: The Role of National Youth Service in Transitioning to

Adulthood o Linda McGinnis: The World Bank 2007 World Development Report on Youth

Development o Discussion

o 12:15 Challenges and Opportunities: The past decade has been one of progress and growth of NYS globally. How do we continue the growth and continue to provide support for the development of NYS programs and professionals and other stakeholders in the NYS field? (Marie Trellu-Kane)

o Review questions for small groups

1:00 Lunch – continuation of participants’ description of NYS programs

2:30 Summary of survey results (Reuven Dashevsky) o Discussion

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Challenges and Opportunities (continued) o Break into three small groups, each group to discuss one of the following

questions and the implications for IANYS: Review the challenges presented in the survey; identify additional

challenges; prioritize challenges and suggest ways of meeting those challenges.

Review the opportunities identified in the survey. Are there other opportunities and assets? How can these opportunities be pursued to further develop NYS around the world?

Which among the challenges and opportunities pertain to NYS globally and which are specific to a particular region?

4:00 Tea/coffee break

4:30 Report back from each group and discussion (Marie Trellu-Kane)

5:30 Summarize Day One, review agenda for Day 3 (Susan Stroud)

7:00 Drinks

7:30 Dinner

9:00 IANYS Global Council members meeting

March 7th (Day 3): Future Strategic Directions for NYS Action The sessions on Day 3 will draw on the discussions of Day 2 in thinking about an appropriate institutional vehicle for supporting the NYS field in moving forward.

8:00 Breakfast

9:00 Review of agenda (Susan Stroud)

9:15 Feedback from Day 2 discussion (Reuven Dashevsky and Karena Cronin)

9:45 Leadership for the NYS field globally (Clayton Peters) o Is there a need for a global organization to provide leadership in the NYS field?

How could it support the organizations represented by participants in your work going forward?

o Options for Organizational Forms and Functions (Karena Cronin) Current structure What are the principal purposes of a leadership organizations? Other options, eg, Professional association, Advocacy organization, Other

forms With what other actors would a leadership organization interact and how?

Government, international bodies, research institutes, funders, other o Discussion

10:45 Tea/coffee break

11:15 Continue discussion of leadership, options for institutional structure and role (Clayton Peters)

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o The importance of linking NYS with other policy issues, eg, employment, further education and training

12:45 Summary of the discussion, review of agenda for next day (Reuven Dashevsky and Karena Cronin)

1:00 Lunch

2:00 Free time (options include boat to Como; explore Bellagio)

7:00 Drinks

7:30 Dinner

9:00 Online conversation with Steve Grove at Google about Google+; o Discussion about use of technology and social media to connect professionals in

the field with young people

March 8th (Day 4): Action Planning Day 4 is the culmination of the meeting, drawing on the discussion of the previous days in creating an action plan for setting into motion the ideas discussed.

8:00 Breakfast

9:00 Review agenda (Susan Stroud)

9:15 Discussion of activities to support the NYS field (Ali Raza Khan) o Prioritize potential activities to be pursued (resources permitting):

Enhancing the knowledge and capacity of professionals in the NYS field Enhancing and exploiting the interests of participants, eg, connecting young

people through technology platform; creating fellowship program for next generation leadership; social innovation fund

Deepening and expanding confidence in service methodologies and structures

10:45 Tea/coffee break

11:15 Resourcing (Reuven Gal) o Funding for IANYS o Building the capacity of IANYS to respond to opportunities and challenges o Strategic Partnerships: international organizations, institutions of higher

education, research institutions, organisations working in different regions, governments/public sector entities, etc; Prioritize partnerships to be pursued

o Reality check: can it be resourced?

1:00 Lunch

2:30 Where do we go from here? (Clayton Peters) o Short term action plan: what do we have to do? Is there a finite time by which

we have to put things in place? o Shared responsibilities and commitments: How can each organization and other

organizations not represented at the meeting contribute to the plan?

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3:45 Tea/coffee break

4:15 Summary and further discussion of action items (Michael Lipsky)

5:30 Thanks and Adjourn (Susan Stroud and Yuanzhu Ding)

6:45 Depart the conference center for dinner at the Villa with the Resident Fellows

7:00 Drinks and dinner with Resident Fellows

9:00 IANYS Global Council meeting

March 9th (Day 5): Departure

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Appendix 3: List of National Youth Service Programs

1. National Youth Service Programs currently in Operation

Region Country Program Name Year of Start/Creation

Africa Burkina Faso National Development Service 1984

Cote d’Ivoire National Civic Service 2007

Gambia National Youth Service Scheme 1996

Kenya National Youth Service 1964

Lesotho Youth Volunteer Corps Project 2012

Liberia National Youth Volunteers Service Piloted in 2007

Mali National Youth Service (SNJ)

Namibia National Youth Service Piloted in 1999, implemented in 2005

Niger National Participatory Service (SNP 1989

National Volunteer Program for the Development of Niger

2007

National Civic Service 1983

Nigeria National Youth Service Corps 1973

Senegal National Civic Service 1998

South Africa National Youth Service Programme 2004

National Rural Youth Service Corps 2011

Zambia Zambian National Service 1972

Zimbabwe National Youth Service Training Programme

2000

Asia & the Pacific

Brunei National Service Programme (PKBN) 2008

Programme National de Volontariat 2008

China Go West 2003

India National Service Scheme 1969

Nehru Yuva Kendra Scheme 1972; 1987 re-formed

Malaysia National Service Training Scheme 2003

Nepal National Development Volunteer Service 2001

Papau New Guinea

National Youth Service 1991

Philippines National Service Training Programme 2001

Thailand Thai Volunteer Service (non-governmental)

1980

Europe Austria Zivildienst 1975 as alternative to conscription

England National Citizen Service 2010

France Service Civique 2005

Germany Zivildienst, renamed Federal Volunteer Service in 2011

1973

Italy Servizio Civile Sostitutivo, renamed Servizio Civile Nazionale in 2001

1972

Luxembourg Service National de la Jeunesse (SNJ) 1964

Scotland Project Scotland 2005

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Middle East

Israel National Youth Service (Sherut Le’Umi) 1970

National Civic Service (Sherut Ezrachi Le’Umi), reorganized from National Youth Service

2007

North America

Canada Katimavik 1977

United States AmeriCorps 1993

South America & the Carribean

Bermuda National Youth Service 2010

Brazil Rondo Project 1967-1989

Programa Universidade Solidaria (Unisol, Solidarity University Programme)

1995

Civil Service 1996

Costa Rica National Youth Movement (MNJ) 1966

Student Community Work (TCE) 1995

Jamaica National Civic Service Established 1973; relaunched 1995

Mexico University Social Service Original legislation passed in 1940s

Community Social Service Program 1989

2. National Youth Service Programs in Planning

Country Name of Program Year of Start/Creation

Bahamas Youth Development Corps Proposed in 2011

Bhutan National Service Programme In operation 1970s-1980s; Consideration for reinstitution starting in 2010

Burundi Service Civique Volontaire Working with UNDP since 2005

El Salvador

Tanzania National Youth Service Plan to reestablish in 2013

Sri Lanka

Uganda