turn the tide · 2020. 1. 7. · social entrepreneurship ... thematic areas as a realistic and...

Turn The TideAmplifying sociAl entrepreneurship through youth Volunteering

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turn the tide

Copyrights © 2017by the Ministry of Youth Affairs and Sports, Government of India

All rights reserved. Published in India This publication has been done with the support of United Nations Volunteers (UNV) and United Nations Development Programme (UNDP)

Disclaimer: The views expressed in the publication are those of the authors and do not necessarily reflect the views of the Ministry of Youth Affairs and Sports, Government of India/United Nations Volunteers/United Nations Development Programme

To obtain a copy, contact:United Nations Development Programme (UNDP)Post Box #3059, 55 Lodhi EstateNew Delhi - 110003, IndiaTel: +91-11-46532333, Fax: +91-11-24627612Email: [email protected]: www.in.undp.org/unv

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Turn The TideAmplifying sociAl entrepreneurship through youth Volunteering

foreword ........................................................................................................................................................................................................ v

messAges .......................................................................................................................................................................................................... vi

Acknowledgements ............................................................................................................................................................................. ix

Acronyms And ABBreViAtions........................................................................................................................................................ x

executiVe summAry ................................................................................................................................................................................ 1

BAckground .................................................................................................................................................................................................... 3

nyp policy 2014, goVernment schemes And scope for promoting sociAl entrepreneurship .............................................................................................................................................................. 11

youth Volunteerism And sociAl entrepreneurship .......................................................................................... 17 strengthening implementing institutions – nyks And nss ....................................................................... 22

strAtegies And Action plAn ....................................................................................................................................................... 29

Action plAn ................................................................................................................................................................................................ 30

conclusion ................................................................................................................................................................................................. 51

Appendices ................................................................................................................................................................................................... 52

references ..................................................................................................................................................................................................... 60

ConTenTs

Dr. A.K. Dubey, IASSecretary

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Department of Youth AffairsMinistry of Youth Affairs & Sports

Foreword

About 27.5% of the Indian population is in the age groups of 15-29 years. We are emerging slated to be the fourth largest economy by 2025. To make this a reality, this youth population must be empowered and their capabilities honed over the coming years. The National Youth Policy 2014 echoes a similar vision. For India to achieve its rightful place in the league of Nations, empowering the youth of the country to achieve their full potential is the key.

Some of the most pertinent challenges faced by youth in our country today are unemployment, discrimination and social exclusion based on gender identities and other factors, and environmental concerns. The National Youth Policy talks in depth about these challenges and incorporates elements to address them through its strategies. Using the framework of the policy, these four action plans have been developed by our Ministry with support from the United Nations Development Programme and United Nations Volunteers.

Along with national challenges, these plans are also crucial to aligning our work with the international development agenda. In 2015, the Sustainable Development Goals were agreed upon by members of the United Nations including India. These goals will shape the world in which young people will make their contribution and also requires the contribution of young people to become a reality. These plans collectively, and individually, talk about ensuring youth are at the center of the development agenda.

A pioneering approach has been brought in to ensure the achievement of the objectives of the NYP 2014 as well as the Sustainable development goals. Volunteering has been entwined across all four thematic areas as a realistic and achievable strategy to involve young people in development work. With volunteering as an overarching strategy, all the plans bring to light new issues and strategies in the respective themes. For example, the action plan for Social Inclusion – Promoting Social Inclusion of Excluded Youth Groups through Volunteering – talks about the importance of intersectional inclusive practices, while also highlighting the fact that youth themselves are an excluded group in our country. Turn the Tide – Amplifying Social Entrepreneurship Through Youth Volunteering, on the other hand, looks at developing the skills of youth to create employment opportunities for themselves and others while addressing pressing social issues through an entrepreneurial lens.

The relevance of volunteering is particularly highlighted in the action plan on Engaging Youth Volunteers in Disaster Risk Reduction and Environment Management where building a cohort of trained youth volunteers is suggested to tackle unexpected disasters in India. Further, in Engendering the National Youth Policy, a strong focus has been to empower the existing voluntary schemes like gender champions and Anganwadi workers under the Integrated Child Development Services scheme to transform existing social norms and behaviours for gender justice and equality.

I am happy that the Ministry is bringing out these action plans in these important areas of concern. I hope that the suggested strategies assimilated into the various other ministries, government agencies, and civil society organizations. They can play a vital role in creating a world that is more peaceful, equitable, and sustainable one than what we have today.

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United Nations Development Programme

mr. yuri Afanasiev,un resident coordinator

undp resident representative, india

UNDP in India • 55, Lodi Estate, Post Box No. 3059, New Delhi 110 003, IndiaTel: 91-11-2462 8877 • Fax : 91-11-2462 7612 • Email: [email protected] • www.in.undp.org

Message

When the world’s governments adopted the ambitious Agenda 2030 in 2015, it was with the recognition that achieving the 17 Sustainable Development Goals (SDGs) will require the participation of all institutions and individuals. The young, especially, are central to this effort. They have the potential to be a positive force for transformational change. India’s 330-million-plus young men and women will be instrumental in helping realize the SDGs.

The UNDP Youth Strategy 2014-17 identifies support to national youth policy development and implementation as a key area of intervention. In India, the project, ‘Strengthening Nehru Yuva Kendra Sangathan and National Service Scheme’, was conceived with the aim of strengthening youth volunteering infrastructure and supporting the implementation of the Government of India’s National Youth Policy 2014.

Under the National Youth Policy 2014, four key areas of intervention have been identified, with many areas of overlap with the SDGs. Action Plans were developed to achieve the objectives of the National Youth Policy 2014 under four key areas: Social Entrepreneurship; Gender Justice and Equality; Environment and Disaster Risk Reduction; and Social Inclusion. While all four Action Plans work towards Goal 1 (No Poverty), the plans also bring focus to other SDGs.

The Action Plan on Social Entrepreneurship looks at the targets of Goal 8 (Decent Work and Economic Growth). Strategies detailed in the plan suggest facilitating entrepreneurship opportunities for youth in order to build creative, innovative solutions to the most pressing development challenges in India through education and volunteering.

The Action Plan on Gender Justice and Equality provides clear strategies to work towards Goal 5 (Gender Equality) in India. For example, one of the key strategies outlined is to encourage young women to volunteer in their communities, which could help them build skills while also challenging gender inequalities.

Along with an overarching focus on Goal 6 (Clean Water and Sanitation), Goal 14 (Life under Water), and Goal 15 (Life on Land), the Action Plan on Environment and Disaster Risk Reduction also addresses some of the targets of Goal 13 (Climate Action), by strategizing prevention and mitigation of natural disasters, involving youth volunteers in climate-change related planning, and improving education and awareness about climate change and environmental challenges.

Goal 10 calls for reducing inequalities based on age, sex, disability, race, ethnicity, origin, religion, or economic or other status within a country. The Action Plan on Social Inclusion recognized young people as a marginalized group, laying out a blueprint to effectively approach intersectional marginality due to other factors like sex, disability, caste, ethnicity, religion and others by creating safe spaces for youth and promoting a rights-based approach to youth development.

These four Action Plans together create a strong framework for India to bring together youth volunteers and channel their dynamism and energy towards tackling some of the most pressing national and global development challenges. The Government of India and other stakeholders are already concentrating its efforts to carrying young people along as it seeks to meet these targets. We offer our full support as these Action Plans are implemented.

Message

Around the world, more than one billion people, including many youth, volunteer within and outside their communities. Young people are increasingly acting as agents of change in their communities. Moving from being the beneficiaries of development work, they are leading impactful sustainable development initiatives. Youth are becoming a transformative force for social change and progress in India and around the world.

Volunteerism allows young people a chance to take part in community and national development activities. It gives them a sense of ownership, a chance to understand these issues and their rights, to build character and develop personally. Volunteerism also provides opportunities for youth to interact with other young people, build soft job skills and get a better understanding of employment opportunities they would like to pursue.

While volunteering for development, young people also develop their own skills and talents, and further feed into a pool of skilled professionals creating better opportunities for addressing development goals. This cycle creates a cohort of young people with the potential to change their world and meet development issues head on.

Volunteering has formed part of Indian culture since the very beginning. Society above self has been a mantra for the nation, which has helped create some of the largest youth volunteering schemes in the world. Schemes like Nehru Yuva Kendra Sangathan and the National Service Scheme reach out to over 11 million young people in the country and promote volunteerism as a tool for sustainable social change. Along with understanding the potential impact of volunteering, there lies an unprecedented opportunity with over 60 percent of the population, who are under the age of 35.

Volunteering can play an important role in achieving the goals of the National Youth Policy 2014, but also the Sustainable Development Goals. The four Action Plans developed by the Ministry of Youth Affairs and Sports, UNDP India, and UNV India provide concrete and effective strategies to use volunteering for social inclusion, gender justice and equality, social entrepreneurship, and environment and disaster risk reduction.

To tackle these and other development issues, we must focus on volunteering to leave no one behind, including young people. With young volunteers at the center of development plans, India has the opportunity to pave the way in pioneering youth volunteering models which can be replicated across the world.

Olivier Adam Executive Coordinator

T. +49 (0) 228-815 2000

F. +49 (0) 228-815 2001

The United Nations Volunteers (UNV) programme is administered by the United Nations Development Programme (UNDP).

A. Platz der Vereinten Nationen 1, 53113 Bonn, Germany

W. www.unv.org

Message

The National Youth Policy 2014 envisages an empowering scaffolding for youth in India to ensure their personal development as well as development of our country. While considering translating this policy into action, the idea of action plans in four selected focus areas of the NYP 2014 was shaped. While the four thematic areas reflected the objectives of the policy, volunteering emerged as an interweaving thread to ensure practical implementation of the strategies under these plans.

These action plans have been developed by experts in their fields after multiple consultations with the ministry, government agencies, civil society organizations, and of course, youth themselves. Starting with a consultation on International Volunteer Day (December 5, 2015), an expert group on youth development was identified with members from various government departments like NITI Aayog, Ministry of Women and Child Development, Ministry of Skill Development and Entrepreneurship, Ministry of Social Justice and Empowerment, Ministry of Environment, Forests and Climate Change, and many others. The committee also consisted of youth leaders, representatives of youth agencies and organizations, representatives from international organizations like UNDP and UNICEF, and others.

Meanwhile, the individual consultants that were engaged were chosen after careful consideration of their experience and are leaders and experts in their respective fields. Pravah – a leading youth development organization with more than 20 years of experience – has developed Turn the Tide – Amplifying Social Entrepreneurship through Youth Volunteering. Centre for Social Equity and Inclusion, an organization working to promote social inclusion for almost three decades, led Promoting Social Inclusion of Excluded Youth Groups Through Volunteering. Engaging Youth Volunteers in Disaster Risk Reduction and Environment Management and Engendering the National Youth Policy have been created by Ms. Ranjini Mukherjee and Ms. Leena Patel respectively, both front runners in their fields as well.

Immense effort has been put into the creation of meaningful yet feasible strategies to make the NYP 2014 into a reality. While over-arching strategies are shared across all four documents, specific strategies keeping in mind relevant ministries, agencies like Nehru Yuva Kendra Sangathan and National Service Scheme, etc. are also in place. I hope that these action plans can be incorporated into the long-term strategies of all concerned stakeholders to ensure that young volunteers are at the forefront of development in India.

(Lalit Kumar Gupta)

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Government of IndiaMinistry of Youth Affairs & Sports

Department of Youth AffairsShastri Bhawan, New Delhi-110001Telefax: 011-23384441, 23381002

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L. K. GuptaJoint Secretary

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ACknowledgemenTs

Turn the Tide – Amplifying Social Entrepreneurship through Youth Volunteering has been developed as an Action Plan for the implementation of the National Youth Policy (2014) under ‘Strengthening Nehru Yuva Kendra Sangathan and National Service Scheme’, a joint project between the Ministry of Youth Affairs and Sports, Government of India, United Nations Development Programme, and United Nations Volunteers.

We thank Ms Ishani Sen, the lead consultant for this Action Plan, for her expertise and inputs in the creation of this plan. Special thanks to the resource organisations, Pravah and Commutiny – The Youth Collective, including Ms Sonal Chaturvedi, Mr Rajesh Nandan Singh Meher, Mr Arjun Shekhar, Ms Meenu Venkateswaran, Ms Arunima Singh and Ms Prathibha Pathak. We also extend our thanks to social entrepreneurs including Ms Ashraf Patel, Mr Ajay Pandit, Mr Bappaditya Mukherjee, Ms Deepjyoti Sonu Bramha, Mr Indrajit Sinha, Mr Navendu Mishra, Ms Neha Buch, Mr Sangeep mehto, mr souvik saha and mr Anirban sen gupta who have contributed towards the development of this Action Plan. We also recognise the efforts of many social entrepreneurship incubating programmes/organisations, including Ashoka: Innovators for the Public, Dhriti, Changelooms, Farm to Food, Going to School, UnLtd India and Villgro Innovations Foundation, for inputs to this Action Plan. Discussions with experts in many disciplines have been valuable in the development of this plan, including Ms Annie Namala, Ms Leena Patel and Ms Ranjini Mukherjee. We thank all members of the Expert Group Committee for Youth Development in 2016 for their valuable insights for this plan.

This document would not have been possible without the support of Dr A.K Dubey, Secretary (Youth Affairs), Ministry of Youth Affairs and Sports, and Mr Rajeev Gupta, former Secretary

(Youth Affairs), Ministry of Youth Affairs and Sports, Government of India. We are also grateful to Mr Lalit Kumar Gupta, Joint Secretary (Youth Affairs), Ministry of Youth Affairs and Sports, Government of India, and National Project Director, ‘Strengthening Nehru Yuva Kendra Sangathan and National Service Scheme’.

We would like to thank Major General (retd) Dilawar Singh, Director General, Nehru Yuva Kendra Sangathan (NYKS), along with other senior staff members of the NYKS including Mr Sunil Malik, Mr M.P. Gupta, Mr Atif Chaudhary and Mr S K Thakur. We also thank Dr Girish Tuteja, former Director, National Service Scheme (NSS), and officials of the Rajiv Gandhi National Institute of Youth Development (RGNIYD) for their valuable inputs.

We are also grateful to Mr Yuri Afanasiev, United nations resident coordinator and undp resident Representative in India, and Mr. Jaco Cilliers, Country Director, United Nations Development Programme (UNDP), India. We are appreciative of the constant support offered by Ms Marina Walter, Deputy Country Director, UNDP India, throughout the development of the Action Plan.

We acknowledge the continuous follow-up, feedback and support of Ms Bhavya Goswami, Ms Rubina Singh and Ms Vriti Vasudevan under ‘Strengthening Nehru Yuva Kendra Sangathan and National Service Scheme’ for developing these Action Plans. We acknowledge the support of Mr Narendra Mishra, Mr Krishna Raj and Ms Gul Berry at United Nations Volunteers India, and Mr Utkarsh Pandey, National UNV, for their guidance and support in the finalisation of the Action Plans. Special thanks to online volunteer Ms Rebecca Ro, from Onlinevolunteering.com, for facilitating in the process of editing and proofreading of this document.

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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering

CSO Civil Society Organisation

DDU-GKY Deen Dayal Upadhyaya Grameen Kaushalya Yojana

dyc district youth coordinator

GDP Gross Domestic Product

GoI Government of India

MoF Ministry of Finance

MoHRD Ministry of Human Resource Development

MoRD Ministry of Rural Development

MoSDE Ministry of Skill Development and Entrepreneurship

MoSME Ministry of Micro, Small and Medium Enterprises

MoYAS Ministry of Youth Affairs and Sports

NGO Non-governmental Organisation

NSS National Service Scheme

NYC National Youth Coordinator

NYKS Nehru Yuva Kendra Sangathan

NYP National Youth Policy

PMEGP Prime Minister’s Employment Generation Programme

RGNIYD Rajiv Gandhi National Institute of Youth Development

SC Schedule Caste

SE Social Entrepreneurship

SETU Self-Employment and Talent Utilisation

SFURTI Scheme of Fund for Regeneration of Traditional Industries

SGSY Swarnjayanti Gram Swarozgar Yojana

ST Schedule Tribe

TREAD Trade Related Entrepreneurship Assistance and Development

UNDP United Nations Development Programme

UNICEF United Nations Children’s Fund

UNV United Nations Volunteer

YDI Youth Development Index

ACronYms And ABBreViATions

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exeCuTiVe summArY

The Ministry of Youth Affairs and Sports (MoYAS), Government of India, developed the National Youth Policy (NYP) in 2014 to provide a holistic vision for youth in India. The vision is “to empower the youth of the country to achieve their full potential, and through them, enable India to find its rightful place in the community of nations.” 1 to provide support to the Ministry in implementing the youth policy and strengthening its volunteering schemes (NSS: National Service Scheme; NYKS: Nehru Yuva Kendra Sangathan), United Nations Volunteers (UNV), the United Nations Development Programme (UNDP) and MoYAS partnered on a project titled ‘Strengthening NYKS and NSS’ in 2015. The project seeks to develop Action Plans for the roll-out of the NYP 2014 on four selected themes to foster increased recognition of the contribution of youth volunteering. This document outlines the Action Plan for one of the four selected themes, that of the promotion of social entrepreneurship (SE) through youth volunteering.

India is witnessing a demographic transition. Currently youth (ages 15–29) constitute 27.5 per cent of the population and contribute to 37 per cent of the country’s Gross Domestic Product (GDP).2 While this demographic shift creates potential for a demographic dividend in India, which is defined as economic growth that can occur when the share of the working-age population is larger than the non-working-age

share of the population, this economic potential can only be reached if proper access to social services are in place.3 It is important to develop a range of options to address challenges associated with this shift including unemployment, lack of quality education, social exclusion and lack of leadership opportunities, which has resulted in the social and financial exclusion of Indian youth.

Youth social entrepreneurship can be seen as “an initiative by youth that can create social value and economic sustainability using social innovation as a means”. From a financial perspective, social entrepreneurship has the potential to gain financial sustainability by serving the underserved market through innovative business models. Since social entrepreneurs mostly work with and for their communities, they are able to foster a system of mutual support and gain respect from community members which contributes to their overall success. From a social perspective, this also enables young people to enhance their self-esteem and contribute to community development by providing innovative solutions to familiar existing social challenges. From a psychological perspective, entrepreneurship opportunities allow young people to lead experiments and innovations, make their own decisions, enhance their ability to work with diverse people and thus build their confidence in their leadership abilities.

1 Ministry of State for Youth Affairs and Sport. 2014. National Youth Policy. Retrieved from http://www.rgniyd.gov.in/sites/default/files/pdfs/scheme/nyp_2014.pdf. 2 National Youth Policy. 2014.3 United National Children’s Fund. 2011. The Situation of Children in India: A Profile. Retrieved from https://www.unicef.org/sitan/files/SitAn_India_May_2011.pdf.

Executive Summary

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Although social entrepreneurship has existed in India for a while, it has only recently gained recognition. Currently, there are limited opportunities for young people in India to develop their social entrepreneurial abilities. Giving access to social entrepreneurship volunteer opportunities can expose young people to various issues and encourage them to design and implement possible solutions.

The NSS and NYKS, the two largest youth volunteering schemes in India administered by the MoYAS, offer great possibilities for such learning. However, current programmes offered by these two agencies are largely designed from a ‘youth for development’ lens and their potential to address the social and financial needs of young people is not fully explored. There is a need to align the objectives and programmes of these two institutions to better promote the social and financial inclusion of youth. Both these spaces have the potential to be a hub for developing entrepreneurial abilities among youth through prioritising experiential learning through action and reflection and learning for self- transformation, while also continuing to contribute to Indian communities. This can be achieved by creating youth-led safe spaces, as well as by providing mentoring support for young people.

The proposed Action Plan was developed to recommend a possible roadmap for enhancing NYKS and NSS spaces as nurturing schemes for social entrepreneurship. It was developed through an inclusive consultation process with youth in India, budding and experienced social entrepreneurs, incubating agencies and NYKS and NSS officials. The Action Plan has two parts: Part A focusses on prioritising youth development as a key strategy for the implementation of the 2014

NYP; Part B outlines strategies to strengthen NYKS and NSS programmes as nurturing spaces for social entrepreneurship. The four key strategies for developing social entrepreneurship are:

• Reshaping volunteerism to make it more aspirational for young people: this restructuring will include the demonstration of long-term benefits of volunteerism for social entrepreneurship. The actions under this strategy will help create buy-in among youth and the NSS and NYKS functionaries for the amended programmes to include an SE component.

• Recasting the volunteering programmes an individual capacity building vehicles: Under this strategy, actions will ensure that the NSS and NYKS volunteering experience include processes of reflection and action activities, which increase capacity building for the volunteer.

• Building an ecosystem for the reimagined volunteering journey: This strategy will work towards energising diverse stakeholders including government, corporations, civil society, educational institutions and networks of entrepreneurs to promote, support and nurture social entrepreneurship for youth.

• Aligning and enabling internal organisational elements to support the reimagined programmes: This strategy will focus on strengthening and streamlining processes and systems such as governance and review within the MoYAS, NSS and NYKS.

As India’s demographics continues to shift, it is important to build strategies which focus on youth empowerment and address the social, psychological and financial needs of young people.

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1.1 Introduction

The Ministry of Youth Affairs and Sports (MoYAS) of the Government of India (GoI) formulated the National Youth Policy (NYP) 2014 to provide a holistic vision for youth in India. The mandate is “to empower the youth of the country to achieve their full potential, and through them enable India to find its rightful place in the community of nations.”4 The Ministry has identified 11 priority areas which cater to the needs of youth by equipping skills, knowledge and capacities to take on the current and future challenges of an increasingly complex global community (see Appendix I for priority areas). To provide support to the MoYAS in implementing the youth policy and strengthening its volunteering schemes, United Nations Volunteers (UNV), United Nations Development Programmes (UNDP) and MoYAS have signed a project titled ‘Strengthening NYKS and NSS’ in 2015. The overall aim of the project is to provide direction to the youth volunteer schemes of the MoYAS and to prepare concrete Action Plans for the successful implementation of various objectives defined under the NYP 2014.5 To foster increased recognition of the contribution of youth volunteering, the project will develop Action Plans for the roll-out of NYP 2014 on four selected themes, including promotion of social entrepreneurship through youth volunteering. This document will address the promotion of social entrepreneurship through youth volunteerism by outlining an Action Plan to strengthen NYKS and NSS programmes as nurturing spaces for social entrepreneurship.

BACkground

1.2 Youth Landscape in India

India is currently witnessing a demographic transition. in the south Asian area, one in three people are youth. According to United Nations Population Fund State of the World’s Population report, India has the largest youth population in the world with 356 million 10-24 year old.6

The National Youth Policy defines youth as a person between ages 15 and 29 years old. Currently youth constitute 27.5 per cent of the population contributing 34 per cent to the Gross National Income (NYP 2014) In addition, the working population of India is expected to increase to 592 million by 2020 (NYP 2014). This, coupled with the increasing economic growth of India to be the fourth largest economy in the world by 2025, raises the potential for a demographic dividend in the country.7

This increase in India`s youth population presents the country with an unprecedented opportunity to accelerate growth. However, it is essential that growth be paired with investment in human capital, related infrastructure and capacity building in development initiatives to provide the support necessary to ensure a productive and educated demographic.

1.2.1 Global Youth Development Index

The Youth Development Index (YDI) is a composite index of 18 indicators that collectively measure

4 National Youth Policy 2014.5 UNDP. 2014. Strengthening NYKS and NSS. Retrieved from http://www.in.undp.org/content/india/en/home/operations/projects/poverty_reduction/strengthening-nyks-and-nss.html.6 United Nations Population Fund. 2016. State of the World’s Population Report. Retrieved from http://www.unfpa.org/swop. 7 United Nations Population Fund. 2016.

Background

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progress in youth development in 183 countries. The YDI is based on the definition of youth as individuals between the ages 15 and 29. The five domains of youth development that it measures are education, health and well-being, employment and opportunity, political participation and civic participation (See Appendix 2 for the YDI indicators by domain).8

The overall YDI score for the South Asia region was 0.581, ranking it eighth of the nine regions (YDI 2016). The South Asian region consists of eight countries: Afghanistan, Bangladesh, Bhutan, Maldives, Nepal, India, Pakistan and Sri Lanka. In the region, civic participation and employment and opportunity had low YDI scores, education has a medium YDI score, political participation had high and health and well-being had a very high score. India’s 345 million youth account for nearly three-fourths of the South Asian region’s youth. Between 2010 and 2015, India and Sri Lanka’s YDI score improved by more than 10 per cent. India’s score’s improvement can be attributed to an increase in the number of youth with an account at a financial institution and reduction in the adolescent fertility rate as well as a drop in youth mortality. India ranks 133 of 183 on the 2016 YDI index (YDI 2016).

A comparative analysis of the YDI across South Asian countries demonstrates that India has

relatively low civil participation and relatively high political participation compared to its neighbours. However, when compared to its counterparts, India – which ranks seventh in the world based on Gross Domestic Product (GDP) – has a substantially lower YDI then the top 10 countries by GDP.

When examining the YDI scores around the world, it can be concluded that having a higher youth population is in no way correlated to a higher YDI score.9 For example, the African region has a high number of individuals under 20 years of age but ranks relatively low on the YDI scale; Japan, which has the world’s largest oldest population with only 7.12 per cent of its citizens considered youth (ages 15 to 29) in 2016 ranks high (10th) on the YDI score and has the third largest economy, according to International Monetary Fund estimates.10

1.2.2 Challenges of Indian youth

Social, Cultural and Political ChallengesDespite the fact that Indian youth (15 to 29 years old) comprise 27.5 per cent of the population, there are still a number of social, cultural, economic and political challenges youth face today.

Although Article 15 of the Constitution of India prohibits discrimination based on caste, Indian society remains deeply stratified. Many young

8 The Commonwealth. 2016. Youth Development Index 2016. Retrieved from http://youthdevelopmentindex.org/.9 http://youthdevelopmentindex.org/;http://blog.euromonitor.com/2012/02/special-report-the-worlds-youngest-populations-.html;http://unesdoc.unesco.org/images/0022/002214/221487e.pdf. 10 International Monetary Fund. 2016. World Economic Outlook 2016. Retrieved from https://www.imf.org/external/pubs/ft/weo/2016/01/weodata/index.aspx.

Overall rank Country YDI YD level Education Health and well-being

Employment and

opportunity

Political participation

Civil participation

31 sri lanka 0.731 Very high 0.721 0.700 0.751 0.412 0.238

62 Maldives 0.665 High 0.714 0.834 0.527 0.648 0.487

69 Bhutan 0.657 High 0.647 0.701 0.475 0.825 0.779

77 Nepal 0.647 High 0.570 0.720 0.624 0.859 0.392

133 india 0.548 Medium 0.592 0.616 0.439 0.703 0.310

147 Bangladesh 0.492 Low 0.520 0.690 0.321 0.412 0.476

154 pakistan 0.470 Low 0.474 0.730 0.429 0.246 0.250

167 Afghanistan 0.440 Low 0.413 0.507 0.314 0.624 0.380

Table 1: Youth Development Index in South Asia (2016)

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11 Cabinet Secretariat Government of India. 2006. Social, Economic and Educational Status of the Muslim Community of India. Retrieved from http://mhrd.gov.in/sites/upload_files/mhrd/files/sachar_comm.pdf; Bhasin, Agrima et al. 2014. India Exclusion Report. Retrieved from http://www.indianet.nl/pdf/IndiaExclusionReport2013-2014.pdf 12 World Economic Forum. (2016). The Global Gender Gap Index. Retrieved from https://reports.weforum.org/global-gender-gap-report-2016/rankings/.13 World Economic Forum. 2016.14 DeSouza, Peter, Sanjay Kumar, and Sandeep Shastri. 2008. Indian Youth in a Transforming World. Retrieved from https://us.sagepub.com/en-us/nam/indian-youth-in-a-transforming-world/book234348.15 http://www.ey.com/Publication/vwLUAssets/EY-Government-and-Public-Sector-Reaping-Indias-demographic-dividend/$FILE/EY-Reaping-Indias-promised-demographic-dividend-industry-in-driving-seat.pdf16 USF. Unknown. Realizing India’s demographic dividend. Retrieved from http://usf.vc/entrepreneur-info/realizing-indias-demographic-dividend-gainfully-employing-a-billion-person-workforce.17 Government of India. 2008. Economic Survey. Retrieved from http://indiabudget.nic.in/es2007-08/esmain.htm.

people are marginalised because of their identity based on caste, social class, religion and gender. This impacts their access to education, healthcare, livelihood options and opportunity to participate in governance.11

With respect to gender discrimination in India, according to the 2016 Global Gender Gap Index produced by the World Economic Forum, India ranks 87th of 144 countries, with a score of 0.684, indicating it has closed the gender gap by 68 per cent.12 However, the country has an increased gender gap in the economic participation and opportunity and political empowerment spheres. Politically, decision making authorities mostly rest with elders, leading to limited opportunities for youth participation.13

Economic Challenges A 2008 study titled ‘Indian Youth in a Transforming World’, by the Centre for Society for Development Studies, states that youth identified unemployment and poverty are the two major challenges that young people faced.14 Based on these findings, they believed that the youth generation and the guarantee of employment for this demographic should be the nation’s priority.

According to the National Sample Survey Office 2011–12, (NSS Report No. 554(68/10/1), the unemployment rate among youth (age 15– 29 years) is much higher as compared to the overall population (Ministry of Statistics and Programme Implementation, 2012). Unemployment rates among youth in usual status (which measures unemployment based on 365 days) were about 5 per cent for rural males, 5 per cent for rural females,

8 per cent for urban males and 13 per cent for urban females (Ministry of Statistics and Programme Implementation, 2012). The International Labour Organization report (2013), ‘Youth employment and unemployment: An Indian perspective,’ outlines statistics on labour force participation in India. Of youth ages 15 to 29, males have a 68 per cent labour force participation rate and females have a 30.2 per cent in rural areas. In urban areas, males have a 61 per cent and females a 16.8 per cent labour force participation rate.

The lack of access to quality education and skill training impacts youth employability. Only 5 per cent of youth have access to formal skills training. Almost 95 per cent of the youth population enters the market without adequate skillsets. In addition, India’s economy is creating an additional 5.5 million15 number of sector jobs a year,16 as opposed to India’s 13 million annual new entrants into the job market. According to the Ministry of Human Resource Development (MoHRD), 38 per cent of India’s workforce is illiterate and 25 per cent is literate only up to the primary level. Due to this disparity in education and marketable skills, 93 per cent of the workforce is employed in the unorganised or informal sector, characterised by low productivity and low-paying jobs.17 this further exacerbates social and financial exclusion of young people and limits their opportunities and choices, as well as their ability to contribute to the societies in which they live.

Other challenges relating to social inclusion and justice, environmental threats and psychological isolation grouped with social, cultural, political and economic challenges for youth remains a growing

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problem as the youth demographic in India continues to increase. Therefore, it is important to build strategies that focus on youth empowerment addressing the social, psychological and financial needs of young people.

1.3 Lenses of Working with Youth

The nature of youth empowerment in our country is significantly influenced by the way young people are viewed. In India, the primary lens used to look at youth is economic and there is huge focus on providing them with the necessary skills to become an economically productive workforce to reap the demographic dividend.18 Another key approach is to look at youth as clients for development interventions and focus on targeting programmes towards problems that affect them, including unemployment, illiteracy, substance abuse, etc. the third approach is the youth for development approach that views young people as volunteers, community workers and peer educators – who can contribute their time, energy and skills to the achievement of global development goals. The fourth lens, youth development, focusses on investing in youth to empower them with knowledge, values, attitude and skills to lead life meaningfully. It also focusses on youth leadership building by recognising personal transformation as the key to socio-economic transformation (Patel et al., 2013). While all these lenses require youth empowerment, the

youth development lens addresses the diverse needs of youth more holistically. The vision of the NYP 2014 calls for realising the full potential of youth. In this context, it is imperative that the youth development lens is the prioritised lens, underlying youth programming to enable young people to build their leadership capacities in order to take on the challenge of leading India’s development. Therefore, this lens will provide the foundation for this Action Plan and help to shape programmes and initiatives for youth social entrepreneurship.

1.4 Social Entrepreneurship as an Imperative for Social and Financial Inclusion of Young People

The NYP 2014 discusses social entrepreneurship as a critical future imperative that can contribute in achieving the economic and social empowerment of young people. For the purpose of this Action Plan, social entrepreneurship is referred to those initiatives that can create social value and economic sustainability using innovation as a means.19 According to the United Nations Children’s Fund (UNICEF), youth social entrepreneurship provides an opportunity for young people to develop traits which provide them with valuable life skills that will facilitate their transition into adulthood and benefit them throughout their adult lives.20 Some common characteristics of social entrepreneurship identified by UNICEF can be seen in Table 2.

18 Patel et al. 2013. The Ocean in a Drop. New Delhi: Sage Publications India.19 National Youth Strategy 2014.20 UNICEF. 2007. Adolescents and Civil Engagement: Social Entrepreneurship and Young People. Retrieved from https://www.unicef.org/Learning_Series_3_Social_Entrepreneurship_24dec2007.pdf.

Characteristic Description

Visionary Vision for change, inspires others, mobilises young people, forms alliances

innovative Ability to be creative, identifies and exploits new opportunities for creating lasting social change

leadership and dedication Committed in leading the creation of superior social values as well as persistence in overcom-ing setbacks

Willingness to self-correct Highly self-correcting since they are attached more to a goal rather than an approach or plan

Ethical fibre Fosters the development of good organisa-tional values, vision and ethics for all to follow as well as the ability to build trust

Table 2: Common Characteristics of Social Entrepreneurship

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The social entrepreneurship model for youth engagement, very often viewed through an economistic lens, has been promoted by many countries as a strategy to combat unemployment. However, the social entrepreneurship approach inherently lends itself to youth development beyond just economic benefits. It enables young people to find their passion, build entrepreneurial leadership abilities like working with others, build empathy, identify opportunities and take risk to innovate a solution for social problems.

Over the last decade, social entrepreneurship in India has seen exponential growth. An increasing number of passionate young men and women have started social enterprises, providing out-of-the-box ways of improving the lives of the country’s 400 million poor through innovative ventures in areas such as healthcare, education, livelihood, retail and environment. These young social entrepreneurs with their creative ideas have set up enterprises which not only address development problems but have also resulted in the creation of social capital, wealth and jobs for millions of young people, contributing towards the sustainable development agenda. Box 1 provides two examples of social entrepreneurship initiatives in india.

Youth social entrepreneurship has many advantages. Financially, entrepreneurship has the potential to enhance incomes for the entrepreneurs and their co-workers and partners

from an emotional perspective; entrepreneurship allows youth to have a strong social support system. It also gives them the opportunity to earn respect and recognition from the community in which they operate. Additionally, entrepreneurship opportunities give youth autonomy through leading experiments and innovations and enhancing leadership skills. From a development perspective, entrepreneurship has the potential to contribute significantly towards local community development through wealth creation, employment generation and poverty alleviation.

Although there are many benefits of social entrepreneurship, there are also some challenges related to participation in it for youth. This is due to the lack of learning opportunities in this area to develop an entrepreneurial mindset and necessary skills in educational institutions, inadequate funding opportunities, societal attitude towards entrepreneurship and lack of safety net and supportive environment.

A prerequisite to overcome such challenges would be to:

1) Build young people’s leadership capacities for self-learning, self-expression, reflections and decision-making, which will enable them to take ownership of their life through critical analysis of the issues affecting them; it will also allow them to build psychological, social

Box 1: Examples of Social Entrepreneurship Initiatives in India

Miracle Couriers: Dhruva Lark, the founder of Miracle Couriers, came up with the idea for the organisation when he signed a courier package at home and realised that no verbal communication was needed. With support from Thermax and various awards funds, he launched Miracle Couriers, an organisation which hires deaf individuals for courier delivery and processing. He now hopes to hire blind people as well.

BPO Desi Crew: Saloni Malhotra’s experience of working in a Leo Club (youth organisation of Lions Clubs International) inspired her to found rural business process outsourcing (BPO) Desi Crew, a non-profit organisation which provides competitive outsourcing solution to clients and meaningful employment opportunities. The rural BPO has opened new opportunities for rural youth, especially girls. Now large Indian IT firms are also adopting rural BPO strategies. (See Appendix 3 for list of IT firms).

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and financial competencies to take initiative and increase their confidence in their ability to withstand risks.

2) Create an enabling environment through policy formulations and adequate budget allocation, not only for setting up enterprises but also for entrepreneurship education and leadership building and set up experiments which may have risk of failure. This Action Plan provides a way to implement some of these solutions to create a more conducive atmosphere for youth social entrepreneurship in India.

1.5 Action Plan Methodology

1.5.1. Framework

The framework for developing the Action Plan is based on three critical premises: (a) the needs of young people; (b) passion/and skills of young people; and (c) passion and skills of the institutions working with youth.

Based on the problem analysis and youth landscape in India, social and financial inclusion along with opportunities for participation in decision making have emerged as the critical needs for young

people. The Action Plan proposes to address the gaps at three levels. One is at the level of the young people – which includes building abilities, skillsets and the attitudes required by the young person to address the challenges of financial and social exclusion. The second is at the level of the organisation – which includes youth programming and the skills needed by the institutions working with youth to address the problem of financial and social exclusion. The third is at the level of the larger ecosystem.

1.5.2 Goal and Objectives

The overall goal of the Action Plan is to create a roadmap for implementing the NYP objectives by energising the existing schemes within the MOYAS, National Service Scheme (NSS) and Nehru Yuva Kendra Sangathan (NYKS) for enhancing social entrepreneurship through volunteering.

1.5.2 Intended Outcomes

• Increase in the number of active volunteers in all blocks by at least 25 per cent (including women, and youth from Dalit, marginalised and differently abled communities).

NEED Of yOUth• Safe, empowering

spaces• Social inclusion• Economic inclusion• Psychological inclusion

ACtiON PLANTo build aspiring youth

leaders throughpsycho-social, financial interventions to ensure

economic and social inclusion

SkiLLS AND PASSiON Of yOUNg PEOPLE

• Ability to identify and challenge/change social exclusion and discriminatory practices

• Increase in support of developing social entrepreneurial competencies and setting up of enterprises

• Greater access to finance and market for enterprise

SkiLLS AND PASSiON Of thE iNStitUtiONS

wORkiNg with yOUth• preventive• Architects of empowering

spaces• Psycho-social• Self to society• Mindset change

Figure 1: Conceptual Framework for Developing Action Plan

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• Increase in participation in volunteering opportunities amongst youth in the 100 districts with low Human Development Indexes (See Appendix 4 for 100 districts).

• Increase in the number of youth clubs/NSS units which promote entrepreneurial activities.

• At least one youth club in each block to be developed as a social entrepreneurial hub.

• Increase in the number of young people who are aware of, or have access to or have available, social entrepreneurial scheme benefits.

• Greater number of young people who have identified an opportunity to build their social entrepreneurship ideas including greater access to finance and markets for social enterprises.

• Trained elected representatives/grassroots functionaries as Community Champions to mobilise communities to improve volunteering and promote social entrepreneurship.

• Increase in number of youth social enterprises set up in india.

• Improved income levels amongst youth.

This chapter is focussed on Indian youth landscape, within which the action plan is to be developed. It emphasizes the need of approaching youth empowerment through youth development lens to realize the potential of the youth cohort. The chapter further examines the scope of action plan in promoting social entrepreneurship as a strategy for social and financial inclusion of youth population.

1.5.3 Methodology

For the development of the Action Plan, the following methodology was adopted:

1) Desk-based research: Review of the literature: NYP 2014, UNV Youth Volunteering Strategy 2014–17, UNDP Youth Strategy 2014–17 and State of World Volunteering Report 2011, were studied to examine the scope of youth social entrepreneurship in the current context. The literature review also included articles and publications which build knowledge and capture good practices on the focus area. The narratives of five social

entrepreneurs from across the world were studied to identify the enabling factors for building a social entrepreneurial mindset. Case studies by UNICEF on developing entrepreneurial ability among young adolescents were examined to identify the processes involved.

Key identified policy documents related to youth schemes and entrepreneurship were studied to identify the range of support that is available for young people to pursue their interest towards becoming social entrepreneurs.

2) Meeting with NykS and NSS officials: The NYKS and NSS are the two pioneering government agencies which reach out to the maximum number of young people in the country. As these Action Plans are primarily going to be implemented through these two agencies, a thorough understanding of the system, along with its strengths and areas of opportunity, is required. Two or three critical people from the central system were interviewed. In addition, six officials from five districts were also interviewed to understand their perspective on the scope of nurturing social entrepreneurial ability through the NSS and nyks.

3) interviewing young social entrepreneurs: Eight social entrepreneurs/young social entrepreneurs were interviewed to trace their journey from volunteering to setting up their own social initiatives. Case studies of two initiatives, which have nurtured young social entrepreneurs, were studied in detail to draw out their learnings. Interviews were also conducted with personnel from three incubating agencies to understand the challenges and possibilities of supporting entrepreneurial abilities among young people.

4) Crowd sourcing of ideas of promoting youth volunteering with a focus on social entrepreneurship through social media: An online crowd sourcing initiative was

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conducted to understand young people’s interest in volunteering and their perception of how volunteering can help them to build entrepreneurial mindsets. This survey was open to young people in the age group of 20 to 30.

5) field Visits:a. Field visits: Five initiatives, which focus on

building social entrepreneurial mindsets among young people and have used volunteering as a strategy to induct these young people to explore social entrepreneurship as a viable career option, were visited.

b. Four youth-led organisations/initiatives/entrepreneurs, who have been able to build a cadre of youth volunteer through their initiative in their area of operation, were also visited.

6) Consultation: Once the first draft Action Plan was ready, consultations with youth groups and some key social entrepreneurs were organised across four states: Tamil Nadu, Uttar Pradesh, Delhi and Rajasthan. NYKS and NSS volunteers along with young people from other youth organisations/institutions were part of the consultation.

The formulation of four hypotheses were utilised to gather content for the Action Plan:

• Promotion of youth volunteerism through the lens of social entrepreneurship can offer creative solutions to economic, social and psychological needs of youth while they contribute to the needs of nation building.

• Strengthening of youth volunteerism via the creation of relevant empowering spaces which build young people’s agency to develop entrepreneurial values, attitudes and behaviour.

• Availability of funding which allows building human capital as much as creation of enterprise, which will promote social entrepreneurship among youth.

• Easing of the social entrepreneurship environment to make it aspirational for young people.

This chapter focusses on the Indian youth landscape, outlines social entrepreneurship, sets out a framework and methodology for the Action Plan with key outcomes and further examines the scope of the Action Plan in promoting social entrepreneurship as a strategy for the social and financial inclusion of the youth population.

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nYP PoliCY 2014, Government Schemes and Scope For Promoting Social entrepreneurship

The NYP 2014 aims at empowering young people to realise their full potential. The five objectives of the policy focus on different lenses of youth empowerment.

No. Objectives Priority areas Lens of youth empowerment

1 Create a productive workforce that can make a sustainable contribution to India’s economic development

• Education • Employment • Skill development

entrepreneurship

Economist

2 Develop a strong and healthy generation equipped to take on future challenges

• Health and healthy lifestyle • Sports

Social awareness

3 Instil social values and promote community service to build national ownership

• Promotion of social values • Community engagement

Youth for development

4 Facilitate participation and civic engagement at levels of governance

• Participation in politics and governance

• Youth engagement

Youth-centric development

5 Support youth at risk and create equitable opportunity for all disadvantaged and marginalised groups

• Inclusion • Social justice

Youth for development and youth development

Table 3: Five Objectives of NYP 2014

NYP Policy 2014, Government Schemes and Scope or Promoting Social Entrepreneurship

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As discussed in the previous chapter, youth in India come from diverse social and economic backgrounds with different sets of challenges, needs and aspirations. The MoYAS, as the key ministry to implement NYP recommendations, has the challenge of coordinating and giving directions and guidelines to different departments and institutions which are directly and indirectly responsible for achieving the objectives of the NYP 2014. The Ministry, therefore, needs to examine the different lenses that each of the objectives emphasise and create guidelines to prioritise the youth development perspective in achieving these objectives.

2.1 Social Entrepreneurship in NYP 2014

The NYP 2014 recognises entrepreneurship as a priority area to achieve Objective 1 and mentions it as a future imperative to achieve Objective 3. As a priority area to achieve Objective 1, the policy document recognises that entrepreneurship has the potential to increase economic growth in India. Given that 50 per cent of the labour force is currently self-employed, and small and medium-sized enterprises (SMEs) employ 70 million people which accounts for approximately 15 per cent of the labour force, entrepreneurship is an important part of the Indian economy.21 the policy encourages entrepreneurship among youth through the development of necessary training programmes and financing options to generate sustainable self-employment.

Although there are several programmes that the NYP 2014 mentions, outlined in Chapter 1, the NYP 2014 also outlines various areas of improvement of the current initiatives in parts such as outreach and information provision, scale and inclusion, programme quality and relevance, and monitoring and evaluation.22

As a future imperative to instil social values and promote community service as a priority area, the policy identifies social entrepreneurship as a

means for community engagement. This builds upon the idea of transitioning from volunteerism to sustainable development. The underlying assumption markets ‘social entrepreneurship’ as a viable career option that can impact the community as well as the individual at a micro-scale.

By acknowledging the above-mentioned purpose of social entrepreneurship, the policy creates a wider scope for promoting social entrepreneurship in achieving the objectives of NYP 2014.

Table 4 provides some highlights on the scope of social entrepreneurship in achieving the other objectives.

To strengthen the potential of social entrepreneurship, the nyp 2014 has identified the need to have youth targeted outreach programmes through making information on different schemes available to youth through the NYKS. This can be further built on through the creation of NYKS youth club hubs for developing entrepreneurial capacities among young people. Similarly, in colleges, NSS can take up the mandate of collating and disseminating information on various schemes and organising entrepreneurship fairs and summits in their respective areas.

The policy also indicates the scope for developing and customising entrepreneurship learning programmes specific to the needs and reality of young people. The Rajiv Gandhi National Institute of Youth Development (RGNIYD), as a training organisation, can support the NYKS and NSS to develop relevant entrepreneurial learning programmes.

2.2 Enabling Inter-ministerial and Inter-institutional Convergences at Different Levels to Promote Social Entrepreneurship

Besides the NYP 2014, there are other policy documents and other government ministries

21 National Youth Policy. 2014.22 National Youth Policy. 2014.

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S. no. Objectives Priority areas Scope for promoting social entrepreneurship (SE)

1 create a productive workforce that can make a sustainable contribution to India’s economic development

education Employment and skills development entrepreneurship

This objective outlines the importance of quality education by focussing on lifelong learning, vocation of education and promotion of skill development. It lends the possibility of developing an entrepreneurial mindset and skills through curriculum reform It also suggests a public-private partnership model in education, which can widen the scope of social enterprises in the education sector

2 Develop a strong and healthy generation equipped to take on future challenges

Health and healthy lifestyle sports

The policy calls for improved service delivery and setting up of healthcare facilities for easy access

It also places emphasis on awareness programmes on adolescent health and youth lifestyle choices, preventive healthcare and women’s health. SE can be a possible mechanism to address these issues

The scope for SE can also be explored in the two priority areas of increasing sports facilities and training and the promotion of sports culture among youth.

3 Instil social values and promote community service to build national ownership

Promotion of social values Community engagement

SE is recognised as a future imperative under this objective. It recognises promotion of social values as an imperative and the importance of strengthening youth organisations to promote community engagement. It also calls for seed funding for SE and the creation of an enabling environment

4 Facilitate participation and civic engagement at levels of governance

Participation in politics and governance Youth engagement

This objective emphasises developing youth engagement and leadership in governance. It legitimises the importance of youth voice in decision making. The scope of SE initiatives to develop youth leadership in both social and political space can be leveraged

5 Support youth at risk and create equitable opportunity for all disadvantaged and marginalised groups

Inclusion Social justice

This objective focusses on the need to address the challenges that marginalised youth groups face. Social enterprises often focus on the issues of the marginalised and are therefore able to address the challenge of these groups in innovative ways. Further, promotion of SE in the youth groups from these communities can nurture leadership from within these communities to take the initiative in developing innovative solutions

Table 4: Scope for Promoting Social Entrepreneurship


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implementing initiatives to promote social entrepreneurship. To channel policies and initiatives effectively, the directions outlined in the NYP 2014 need to be seen in conjunction with other ministries’ initiatives.

The National Policy for Skill Development and Entrepreneurship 2015, developed by the Ministry of Skill Development and Entrepreneurship (MoSDE), recognises the need to foster social entrepreneurship and innovation. It mentions social enterprises ‘as important business instruments to address the issues of poverty, unemployment and inequity in society, through socially oriented business innovations.’23

Apart from the MoYAS and MoSDE, other ministries such as the Ministry of Micro, Small and Medium Enterprises (MoSME), the Ministry of Rural Development (MoRD) and the Ministry of Finance (MoF) have schemes which help to support social entrepreneurship development among youth.

The MoYAS needs to build partnerships with these ministries and departments to coordinate young entrepreneurial programmes and initiatives, and create a support group for youth interested in pursuing social entrepreneurship. Coordination with other ministries and departments can support the potential entrepreneurs by providing various options for funding support to volunteers to conceptualise and roll-out their enterprises and various options to gain experience for running social enterprises through participation in such initiatives.

To reach these objectives, the MoYAS needs to take the lead in organising meetings and programme planning to ensure NYKS and NSS mandates are included in the respective ministry’s work plans. In addition, it needs to develop and share a White Paper to enable different ministries to include a youth development approach in their programming and budgeting.

Some of the government schemes, which the MoYAS can capitalise on to promote social entrepreneurship, are:

1. Ministry of Micro, Small and Medium Enterprises

Scheme of Fund for Regeneration of Traditional Industries (SFURTI): this initiative seeks to organise traditional industries and artisans into clusters to make them competitive. It also intends to provide support for their long-term sustainability and sustained employment to enhance the marketability of products in these clusters. Finally, it seeks to equip traditional artisans of the associated clusters with the improved skills and build new models of public-private partnerships, gradually replicating similar models of cluster-based regenerated traditional industries.

Opportunity area: NYKS and NSS volunteers can undertake a mapping exercise to understand the possibility of potential enterprises in traditional industries.

Scheme for supporting five selected universities/colleges to run 1,200 entrepreneurship clubs per annum. The entrepreneur clubs are intended to create a platform for entrepreneurs to come together through workshops/seminars, discuss common issues and identify solutions in areas such as obtaining certifications, participating in trade fairs, and implementing quality management tools, etc.

Opportunity area: This can be incorporated in the regular NSS activity at the college levels. Colleges can set up entrepreneur clubs under the NSS programme, which can provide opportunities to youth to development innovative projects based on their interests and passions.

Scheme of ‘Trade Related Entrepreneurship Assistance and Development (TREAD) for Women’: This initiative runs training programmes through micro, small and medium enterprises and development institutions for the empowerment of women beneficiaries. The initiative provides participants with a grant to undergo training activities.24

23 http://www.skilldevelopment.gov.in/assets/images/Skill%20India/policy%20booklet-%20Final.pdf.24 Ministry of Micro, Small and Medium Enterprises. 2014. TREAD Scheme. Retrieved from http://www.dcmsme.gov.in/schemes/tread-guidlines-scheme.pdf.

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25 Indian Banks’ Association. 2016. Stand-Up India Scheme. Retrieved from https://www.standupmitra.in/Home/SUISchemes.26 Ministry of Rural Development. 2011. Swarnjayanti Gram Swarozgar Yojana Guidelines. Retrieved from http://www.rural.nic.in/sites/downloads/programmes-schemes/prog-schemes-sgsy.pdf.

Opportunity area: NYKS and NSS women volunteers can draw upon financial and non-financial resources to fulfil their aspirations to start enterprises.

2. Ministry of Employment and Labour

the Prime Minister’s Employment Generation Programme (PMEGP) is a credit-linked subsidy programme launched by the MoSME for the creation of employment in both rural and urban areas of the country.

Opportunity area: NSS and NYKS volunteers can set up enterprises which can create wealth and livelihood opportunities for other young people in their communities.

3. Ministry of Commerce and Industry

Startup India is a flagship initiative of the Government of India (GoI) intended to build a strong eco-system for nurturing innovation and startups in the country that will drive sustainable economic growth and generate large-scale employment opportunities. The government, through this initiative, aims to empower startups to grow through innovation and design.

Opportunity area: Allocate 25 per cent of funds to support young people coming through NYKS and NSS volunteering programmes to set up social enterprises.

4. Ministry of Finance

Standup India: This scheme will promote entrepreneurship among youth from Schedule Castes (SC) and Schedule Tribes (ST), and women entrepreneurs. The scheme is intended to facilitate at least two green field projects in the areas of manufacturing or trade per bank branch, on an average, one for each category of entrepreneur. It is expected to benefit at least 2.5 lakh borrowers.25

Opportunity area: Support NYKS and NSS volunteers from the marginalised sections of the population.

5. NITI Aayog

Self-Employment and Talent Utilisation (SETU) is a techno-financial, incubation and facilitation programme to support all aspects of start-up businesses, and other self-employment activities, particularly in technology-driven areas.

Opportunity area: Linkages with NYKS youth clubs as innovation hubs at the district level.

6. Ministry of Rural Development

the Deen Dayal Upadhyaya Grameen Kaushalya Yojana (DDU-GKY) bridges the gap between education for poor rural youth and the skills required by the modern market, by funding training projects benchmarked to global standards with an emphasis on placement, retention, career progression and foreign placement.

under the Swarnjayanti Gram Swarozgar Yojana (SGSY), assistance is given to the poor families living below the poverty line in rural areas for self-employment. People undertaking self-employment are called swarozgaris. These individuals may take up various income generating activities which are chosen based on the availability of local resources and their skills, in a group or individually.26

Opportunity area: Support rural youth to develop their entrepreneurial ideas into actions through developing their entrepreneurial skills and mindsets.

The immense scope that the current policy environment is providing can be unleashed fully by the MoYAS to support volunteers through:


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• Providing access to information about the schemes of different ministries and departments.

• Widening the scope in NSS and NYKS volunteering programme design to leverage such schemes to promote social entrepreneurship among the volunteers.

• Prioritising the NSS and NYKS as learning programmes to support young people’s ability to develop entrepreneurial mindsets.

The MoYAS needs to focus on convergence and coordination amongst various ministries

– specifically, the MoSDE, MoRD, MoSME and MoHRD – departments, civil society organisations and the corporate sector. The MoYAS will also need to lead and support the other ministries to develop a working paper indicating the processes and guidelines for youth empowerment through the youth development lens.

This chapter highlights the scope for social entrepreneurship within the NYP 2014 framework. It also identifies the opportunities that exist in the current policy and government environment to promote social entrepreneurship among young people.

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In recent years, youth volunteering has received significant attention. Around the world, countries are viewing volunteering as an important strategy to harness the energy of youth. The NYP 2014 views volunteering as a process to reach out to young people by creating opportunities where the community benefits from the energy of youth.27 The MoYAS primarily operates through the NYKS and NSS, two large youth volunteering institutions. The NSS has more than 3.25 million volunteers while the NYKS, one of the largest volunteering programmes in India, has more than 8 million volunteers. Both institutions use volunteering as a means for youth engagement. The NYP 2014’s policy recommendations will be implemented through these volunteering programmes and, thus, it is important to understand the current volunteer ecosystem in India.

3.1 Understanding Youth Volunteering in India

Historically, volunteering in India has been a way of life. In almost all communities, especially in rural and tribal areas, volunteering, though not formally acknowledged, has existed in various forms.

Over the years, volunteering opportunities have increased manifold in India. There are hundreds of thousands of non-governmental organisations (NGOs), religious charities, political parties, cooperatives and various other organisations working across the country in virtually every

YouTh VolunTeerismand Social entrepreneurship

sector, many of which rely on youth volunteers. These organisations play a pivotal role in the development process in sectors such as education, health, agriculture, rural sanitation and others.

Volunteering opportunities have enabled young people to address concerns of their own societies. These opportunities have given them a sense of purpose, belonging and a sense that they are contributing to a bigger cause where they would otherwise have very limited say. Volunteering also exposes youth to other aspects of society and introduces them to careers they may not have considered.

In independent India, the journey of volunteering in India has gone through various phases. The post-liberalisation period influenced the volunteering space through changing the nature of volunteer engagement. Youth expectations and interests have also changed. Today middle-class youth have other stronger pulls and volunteering occupies only a small part of their mind space and time. Typically, young persons have four legitimate spaces where they spend their time: family, education/career, leisure and lifestyle, and friends. The volunteering space sits in the fringes with very little family or societal sanction. The current trend in youth volunteering shows that young people engage in volunteering opportunities in short bursts when there is a lull in the other four spaces.28 The following challenges in youth volunteering spaces need

27 National Youth Policy. 2014.28 Patel et al. 2013. The Ocean in a Drop – Inside-out youth leadership. New Delhi: Sage Publications India.

Youth Volunteerism and Social Entrepreneurship

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to be addressed to ensure more sustained youth engagement:

1) Adult Led vs youth Led: Most volunteering opportunities today are organised and offered by development organisations which are governed by adults. These organisations engage young people based on cause – the ‘call for duty’ approach. There is a need to create youth-led volunteering spaces to enable youth to be more autonomous and promote sustained engagement with organisations.

2) tokenism Vs Ownership: Since most organised volunteering spaces are adult governed, ownership rests with the adults. Adults are usually apprehensive about their level of commitment and therefore allow minimalistic participation in decision making. While the expectation is that young volunteers will take ownership for their work, the decision making is mostly governed by the adults. This leaves young people with a low level of ownership. It is evident, when youth have full ownership they are more likely to be committed and ensure sustainability of their efforts.

3) Activity vs Journey: As mentioned earlier, most volunteering opportunities are issue-based and young people join on a short-term basis. Due to this type of participation, they are often unaware of how their work fits in the big picture. Such opportunities hardly have any scope for volunteers to reflect on the work that they do and their experiences during volunteering. Such reflections on relationships, attitude towards community, level of ownership and leadership styles play a part in the volunteer’s sustained level of commitment to the organisation and project.

4) Learning vs Achievement: Volunteering programmes are very often designed to focus on the achievement of targets and not so much on learning from these experiences. Therefore, most of the time, such opportunities get reduced to target-driven work rather than opportunities to develop ones’ skills.

Given these realities, the youth volunteering space has to reimagine itself to be able to attract young people for a sustained period. To do this, organisations need to offer opportunities for youth to develop leadership capabilities and help them influence the four priority spaces listed above.

Given below are some examples of volunteer opportunities that help to develop the skills of youth.

SMILE: Students Mobilisation Initiative for Learning through Exposure (SMILE) mobilises campus youth (ages 17–25) through hands-on exposure to development issues. Its aim is for each volunteer to undertake the programme ‘From Me to Us’ and through this process engage in acting for social change. To enable these young people to become agents of social change, the intervention also develops their competencies through a series of workshops on life skills, campaigns on social issues, meetings and events and volunteering/exchange opportunities with NGOs in Delhi and other areas. Nurtured by Pravah, SMILE offers a unique opportunity to young people for experiential learning. It facilitates the process of decision-making, based on stances and values, and helps youth to learn about communities and related issues directly.

Community Connect Fellowship: initiated by Blue Ribbon Movement, the Community Connect Fellowship is a seven-month leadership development programme empowering youth to be active citizens through service learning. It is a constructive approach to bridge the gap between citizens and government authorities. The programme involves 80 hours of learning sessions and 50 hours of action. Through this initiative, young people develop leadership capabilities by taking charge of volunteers, and their teamwork, communication and entrepreneurial skills.

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Source: Patel et al. 2013. The Ocean in a Drop – Chapter 4: Inside-Out Youth Leadership. New Delhi: Sage Publications India.

• Help with peer learning. • Offer mentoring support.

These markers, when embedded in the volunteering programmes, can help increase the importance of volunteering in youth’s lives. This reimagined space is what we would like to name as a fifth space, a space which facilitates self-transformation among young people as they transform their communities.

3.2 How can Volunteering Become a Vehicle for Social Entrepreneurship?

Social entrepreneurship is a key lever to promote social, psychological and financial inclusion of the youth in India. However, neither the Indian education system nor society at large offers many initiatives to promote entrepreneurial learning. By incorporating the fifth space into young peoples’ priorities, it could provide a space for youth to develop entrepreneurial competencies.

From our conversations with established and budding entrepreneurs, we learnt that triggers for

International Citizen Service (ICS): it is a three-month volunteering programme by Pravah and Voluntary Service Overseas (VSO), funded by the United Kingdom government. As an ICS volunteer or an ICS team leader, volunteer placements are structured so that volunteers work in a community, positively impacting community initiatives while developing their own skills and capacities in the development sector.

These volunteer programmes are unique as they:

• Focus on self-transformation while engaging with others (self to society).

• Develop leadership skills attitudes and values through workshops, exposure opportunities and internships, and action projects.

• Introduce a well-defined and designed learning journey (through curriculum).

• Focus on experiential learning through community engagement.

• Offer cross border engagement opportunities.• Present the opportunity to learn through

action and reflection.

Diagram 1: Five Spaces for Youth


20


social entrepreneurship ideas emerge from the personal experience of the social entrepreneurs. They suggested that the ability to identify social problems and generate innovative solutions comes from real world experiences.

By encouraging experiential learning, the fifth space creates hands-on experiences to connect body, mind and soul and therefore inspire action. Such opportunities also enable young people to conduct low risk experiments which can foster entrepreneurial ability. Since fifth space experiments are youth-led, it gives youth an opportunity to make decisions and take risks, two very critical competencies of entrepreneurs.

By creating opportunities for young people to intern and dialogue with established entrepreneurs, it is possible to encourage young people to choose social entrepreneurship as a possible career option.

We believe that when a volunteer programme has well-defined markers, it allows young people to be part of a learning journey. By defining these critical markers within the volunteering programme and aligning them with entrepreneurial capacities, individuals will be able to transition from volunteers to ‘voluntrepreneurs’.

3.3 Case Studies of Volunteer Programmes Developing Entrepreneurial Capacity among Youth

CHANGELOOMS

Changelooms encourages, recognises and supports young leaders to achieve their potential to lead social change initiatives through exciting opportunities for intensive learning, inspiration, mentorship, visibility and fundraising. Young activists with innovative ideas are mentored to put their ideas into action and become a social entrepreneur. The programme offers the following initiatives for a learning journey:

• Changeovers are encouraged to explore their leadership potential, starting from within by examining their own self-awareness.

• The Development Centre enables the changeloomers to deepen their intervention and strategies and to build skills to design and facilitate high impact learning spaces.

• Mentoring: Each changeloomer is assigned a mentor who helps them to develop their personal and public leadership skills.

• Visibility support: Changeloomers are supported to draw up action plans to help them design and demonstrate their social change initiatives, messages and actions.

• Seed funding: Based on their action plans and mentoring discussions, each changeloomer can apply for a small amount of funding to help them to carry out or scale up their projects.

• Network linkages: Bringing together various youth collectives and actions, liaising with youth initiatives and partners and help with various social campaigns.

YOUNG SOCIAL PIONEERS PROGRAMME – AUSTRALIA

Young Social Pioneers (YSP) began with a national competition, the Innovation Nation, which called for young people’s ideas to create a better Australia. Hundreds of ideas were generated and connected to the application process for YSP.

Over six months, Pioneers underwent a learning journey that involved intensive face-to-face three-day residential learning “touch points”. The first examined innovation practice and process, the second looked at how to turbocharge your venture, and the last was a “pitch up”. They pitched their ideas to a live audience before a panel of judges for seed funding between $5,000 and $10,000 per stream (supported by their stream sponsor). Following the third touch point, all participants were invited to be part of the Foundation for Young Australians’ (FYA’s) Unleashed Festival and awards – Australia’s largest annual gathering of young changemakers and entrepreneurs. Alumni were invited to apply to undertake a masterclass

21

on communication training in the Colin James method and were given mentors to hone their pitches for further funding ($10,000).29

UNLTD INDIA

UnLtd India is an incubating organisation working in India and supports young social entrepreneurs. The journey offers the following components:

• Hands-on coaching and training: on business and financial planning, fundraising, legal structures, governance, marketing and human resource management.

• High-value connections: Links with mentors, peers and experts in various fields, and funders and investors.

• Seed funding: To pay for critical early startup costs and support youth ventures.

In this chapter, the scope of volunteering as a space for developing social entrepreneurship among young people were examined. Given the interest and engagement of young people in volunteering, there is a need to reimagine the space. Young people need to be able to enhance their skills through internships and volunteering, therefore volunteering programmes should recast themselves as a capacity building vehicle for youth.

29 Accelerating young entrepreneurs’ ideas to change the world: Findings from the Young Social Pioneers evaluation 2015, Foundation for Young Australians October 2015.


22


As stated earlier, the MoYAS has three autonomous bodies – the NSS, NYKS and RGNIYD – each working towards fulfilling the vision of the NYP 2014. These three institutions reach out to large numbers of young people and engage them through volunteering and education programmes The NYKS reaches out to more than 83 lakh young people spread over 623 districts through 2.7330 lakh youth clubs. The NSS supports around 3.231 million college students from more than 290 colleges and 42 senior secondary schools.

These existing youth programmes have been running successfully; however, given the dynamic youth demographic, it is time to explore new strategies for engagement and focus on

sTrengThening Implementing Institutions – nyks and nss

strengthening existing programmes to maximise youth support. Drawing on the insights from the previous chapters, this chapter will review the scope of strengthening existing NSS and NYKS programmes to align them with the fifth space and entrepreneurship development. It will also assess the scope of RGNIYD programmes and initiatives.

4.1 A SWOT Analysis of NSS and NYKS Programmes

To understand how to strengthen and improve existing NSS and NYKS programmes, a strengths, weaknesses, opportunities and threats (SWOT) analysis was conducted.

30 www.nyks.org31 http://nss.nic.in

Strengths Weaknesses

• Mobilisation: Huge volunteer base and diverse outreach

• Leveraging local knowledge to address issues • Diverse training and leadership building

opportunities as part of the NYKS mandate• Convergences with departments and ministries

• Engagement not sustained with youth in many areas

• Community action prioritised well but limited scope for reflection in programme activities; learning and development not catered to individual needs and growth

• Lack of processes for sustaining volunteer interest in the programmes

• Lack of budget for promoting SE education• Activity driven model • Inadequate capacity building processes and

mentoring

Table 5: SWOT Analysis of NSS and NYKS Programmes

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Opportunities Threats

• Great opportunities for promoting SE through existing programmes such as:

- Training on Youth Leadership and Community Development (TYLCD)

- Theme-based Awareness and Education Programme

- Skill Upgradation Training Programme (SUTP) for Women

- District Youth Convention and Yuva Kriti - Peer mentoring

• Passion for volunteer engagement may decrease due to lack of tangible social and financial outcomes for individuals

• If volunteers are not shown the link of their experience to their future, they may discontinue their engagement

NYKS programmes that have the potential to integrate SE components

Recommended strategy Recommended action

Youth Club Development Programme (YCDP)

Enhance ‘voluntrepreneurship’ opportunities by developing one youth club in each block in chosen districts as an education, information and incubation hub for promoting SE

Participation from at least 25 per cent participants from marginalised communities and at least 25 per cent women(Note: An indicative model of this space is provided in Appendix 2)

- Development of an SE curriculum

Capacity building of potential trainers for facilitating social entrepreneurship education:

- Mobilisation of potential trainees

- Implementation of a 40–50 hour course spread over two months including classroom sessions and at least a one-week internship with a local entrepreneur (an indicative ‘voluntrepreneur’ journey is given in Appendix 5 – the Hourglass Model)

- Dissemination of information on state and central government schemes related to entrepreneurship

4.2 Strengthening NYKS Programmes to include SE

NYKS programmes such as the Youth Club Development Programme (YCDP), Training on Youth Leadership and Community Development (TYLCD) and Skill Upgradation Training Programme (SUTP) for Women, are examples of programmes

that can be strengthened to include social entrepreneurship competencies and skills into the NYKS programming and training.

Table 6 provides recommended strategies and actions which can help to incorporate a social entrepreneurship component in existing NYKS activities.

Table 6: NYKS Opportunity Areas for SE Integration

Strengthening Implementing Institutions – NYKS and NSS

24




- Develop a pool of local social entrepreneurs to act as mentors for volunteers

- Periodic interaction with social entrepreneur role models, and funders, including individuals and financial institutions

- Organising events to promote social entrepreneurship as a career option via melas (fairs) and other events

- Linkages with academic institutes and innovation centres for information sharing and programme development

Training on Youth Leadership and Community Development (TYLCD)

Develop the entrepreneurial abilities of the volunteers to enable them to take action in the community with respect to development issues which are in alignment with NYP priority areas

Include components to develop entrepreneurship skills such as risk-taking, identification of opportunities, resilience-building and relationship-building in leadership workshops. Include a component to design and implement a social action project to apply the skills learnt in the workshops

Theme-based Awareness and Education Programme

Support in the development of sectorial enterprises on health, environment, sanitation, technology and gender which can address the issues of poverty and unemployment

Exposure to theme-based social enterprises such as health, environment, sanitation and green technology as well as organisation of interactions with social entrepreneurs

Skill Upgradation Training Programme (SUTP) for Women

Support in the development of women-led enterprises based on the skills acquired

Developing and offering skill training programmes based on the needs and interest of young women include competency building for entrepreneurship capacity in the skill upgradation programme and as a course elective option

25



Promotion of Folk Art and Culture

Promotion of handicrafts including bamboo jewellery, bamboo furniture, batik, block printing, papier-mâché, Madhubani paintings and wooden toy making

Skill upgradation to include training on making local handicrafts, formation of groups/cooperatives, enhance capacities of the craftsmen in finance and marketing matters, special opportunities to promote the branding, marketing and selling of created products, linkages with departments and ministries to expand the work of the craftsmen via financial resources and partnerships

4.3 Strengthening NSS Core Programmes to Develop SE Competencies among Young People

The NSS aims at developing the following qualities/competencies among the volunteers:

a) To understand the community in which the NSS volunteers work and to understand themselves in relation to their community.

b) To identify the needs and problems of the community and involve themselves in problem solving exercises.

c) To develop among themselves a sense of social and civic responsibility.

d) To utilise their knowledge in finding practical solutions to individual and community problems.

e) To gain skills in mobilising community participation.

f ) To acquire leadership qualities and democratic values.

g) To develop capacity to meet emergencies and natural disasters.

h) To practice national integration and social harmony.

Table 7 outlines recommended strategies and actions for strengthening NSS programmes and including a social entrepreneurship component.

Programme Recommended strategy Recommended action

Regular NSS activity NSS as an individual capacity development vehicle for social entrepreneurship

Include activities which expose volunteers to SE initiatives during the orientation programme, develop volunteering projects to include entrepreneurial abilities using the hour glass model, develop and implement youth-led micro-entrepreneurial projects in partnership with local governance bodies and/or municipal corporations

Table 7: NSS Opportunity Areas for SE Integration


26


Programme Recommended strategy Recommended action

Special camping programme

One camp in each unit to focus on exposing volunteers to entrepreneurial ventures

This process will include a two-day orientation workshop to prepare participants

Design a social entrepreneurship immersion camp to nurture and promote social entrepreneurship. This can be a rural immersion for volunteers, where they can work on project ideas in depth and help to roll-out pilot initiatives in rural communities

Suggested activities of the camp to include community actions:- Mapping of existing entrepreneurial

activities in rural locations and help to assess and develop potential new initiatives

- Identification of interested local youth in pursuing SE as a career option

- Organising interfaces with established entrepreneurs

4.4 Role of RGNIYD in Promoting SE among Young People

The RGNIYD was set up in 1993. The institute functions as a think-tank of the MoYAS and as a premier organisation of youth-related activities in the country. Like the apex institute at the national level, it works in close cooperation with the NSS, NYKS and other youth organisations to implement training programmes.

The institute’s functions/activities are detailed in Table 8.

4.5 Monitoring Mechanism

The monitoring of youth voluntrepreneur programmes needs to consider the areas indicated in table 9.

RGNIYD mandate Recommended strategy Recommended action

Academic programmes Develop and promote three short term SE courses for young people through NYKS and NSS hubs

Develop course content and ICT learning materials Develop TOT courses on building SE amongst young people

Research programmes focus on action research to outline successful models of SE nationally and internationally that can be adopted by NYKS and NSS

Offer fellowships and research opportunities to programme officers and the District Youth Coordinator to integrate best practices in SE into NSS and NYKS programmes

Table 8: RCNIYD Recommended Strategies and Actions

27

Performance areas

Indicators (indicative) Indicator measures Means of verification

Entrepreneurial (individual) competency development

Ability to take risks

Leadership skills

Goal setting

Monitoring and managing change in relationships

Demonstrated ability to take risks on various projects, leadership skills and ability

Written goals for competency development

Individual demonstrates receptiveness to change and demonstrates ability to have strong relationships

Bi-monthly or, as needed, self-report

Bi-monthly or, as needed, peer evaluation

Annual youth committee report written by NYKS and NSS youth committees focussed on measuring outcomes from SE youth development programmes

Social performance

Fostering stronger community organisations

Influencing community actions and practices

Strong delivery of services

Awareness programmes

Individual demonstrates ability to increase efficiency and effectiveness of community organisations

Demonstrated ability to help provide strong delivery of services

Participation in awareness programmes by voluntary organisations

Feedback from community on a ‘to be determined’ basis

Bi-monthly or, as needed, self-reporting

National Youth Volunteers (NYV) report

Annual youth committee report written by NYKS and NSS youth committees focussed on measuring outcomes from SE youth development programmes

Financial performance

Financial literacy

Business plan in place

Shows increased financial literacy ability through attending training or courses

Outlines business plan for se idea

Business documents in place

Table 9: Monitoring of Youth Voluntrepreneur Programmes

in addition to the monitoring tools listed above, periodic surveys and studies should be designed and facilitated to: (i) regularly collect relevant and reliable data on various aspects and features of voluntrepreneur programmes; and (ii) analyse the basis of empirical data or otherwise, the constraints and challenges faced by these as well as the opportunities available to them in the context of developing youth entrepreneurs.32

Online management and monitoring systems can also be developed to collect self-reported

evidence-based data and financial and business documents. It can also help track progress on various projects and individual competencies under social entrepreneurship. Reports can be generated from the data gathered on the system.

4.6 Life Cycle – From a Volunteer to a Voluntrepreneur

Institutions providing more opportunities for youth social entrepreneurship development will also

32 Ministry of Micro, Small and Medium Enterprises. 2016. MSME at a Glance 2016. Retrieved from http://msme.gov.in/WriteReadData/ebook/MSME_at_a_GLANCE_2016_Final.pdf.


28


help to foster sustained volunteer engagement. Experiences of various volunteer organisations suggest that the commitment level of young volunteers vary at different stages of engagement. Most young volunteers enter the volunteering space out of curiosity, as an interested novice. Their level of commitment to a large degree rests on the kind of learning and input they get from volunteer organisations. The transition from an interested novice to a voluntrepreneur is a journey marked by critical phases of learning, recognition and confidence building measures. Diagram 2 illustrates a possible journey of volunteering across different levels of engagement. The boxes indicate

youth’s levels of engagement and the arrows represent the kind of support and input required by the volunteer to move to the next engagement stage. As demonstrated by the diagram, both voluntary organisations and volunteers need to put effort to transform volunteers to voluntrepreneurs.

This section reviewed three institutions – the NSS, NYKS and RGNIYD – and identified areas and plans to strengthen their current programming for social entrepreneurship. This chapter also suggested, on an individual level, an indicative journey on how to transition from being a volunteer to a voluntrepreneur.

INTERESTEDNOVICE

ORIENTED TO SOCIAL CHANGE

EXPERIMENTAL VOLUNTEERING

CYCLICALVOLUNTEERING

SUSTAINED VOLUNTEERING

ACTION PROJECT EXPERIMENTOR

SOCIAL ENTREPRENEUR POLITICAL

LEARNING & BUILDING GROWTH

FROM MISTAKES;SHOWING IMPACT

POSSIBILITY & POTENTIAL

BUILD COMMITMENT

RECOGNITION

FACILITATING LEARNING

AND GROWTH

INSPIRING

KNOWLEDGE AND INTEREST

BUILDING

WHAT CAN NSS AND NYKS DO TO PROMOTE SOCIAL ENTREPRENEURSHIP?

29

sTrATegies and Action Plan

The Action Plan was developed with inputs from consultations with youth across different states; meetings with the officials from the NYKS, NSS and MoYAS; and discussions with organisations working on the issue of youth volunteering and promotion of social entrepreneurship.

The Action Plan has two parts. Part A focusses on prioritising youth development work as a key strategy to implement youth policies. Part B outlines specific actions to promote volunteerism with a focus on social entrepreneurship.

The following four key strategies will be developed in detail as part of the Action Plan for the second part of the action project:

• Reshaping volunteerism to make it more aspirational for young people: This restructuring will include the demonstration of long-term benefits of volunteerism for social entrepreneurship. The actions under this strategy will help create buy-in among youth and the NSS and NYKS functionaries for the amended programmes to include a social entrepreneurship component.

• Recasting the volunteering programmes as an individual capacity building vehicle: under this strategy, actions will ensure that the NSS and NYKS volunteering experience include processes of reflection and action activities, which increase capacity building for the volunteer.

• Building an ecosystem for the reimagined volunteering journey: This strategy will work towards energising diverse stakeholders including government, corporations, civil society, educational institutions and networks of entrepreneurs to promote, support and nurture social entrepreneurship for youth.

• Aligning and enabling internal organisational elements to support the reimagined programmes: This strategy will focus on strengthening and streamlining processes and systems such as governance and review within the MOYAS, NSS and NYKS.

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• n

eeds

and

asp

iratio

ns

of y

outh

s will

be

map

ped

• Be

tter

nua

nced

and

fo

cuss

ed st

rate

gies

an

d pr

ogra

mm

ing

for

yout

h

Yout

h, p

olic

y m

aker

s and

ad

min

istra

tors

, in

stitu

tions

w

orki

ng w

ith

yout

h, C

SOs

Imm

edia

teD

ecem

ber 2

017

un

V, d

yc, m

oyAs

Map

ping

exp

ecta

tions

an

d ch

alle

nges

of

you

ng p

eopl

e fro

m v

olun

teer

ing

oppo

rtun

ities

• Co

nsul

tatio

n w

ith y

oung

peo

ple

at z

onal

an

d na

tiona

l lev

els

• Pu

blish

out

com

es o

f suc

h co

nsul

tatio

ns,

with

spec

ial m

entio

n of

exp

ecta

tions

an

d ch

alle

nges

of w

omen

, diff

eren

tly

able

d an

d so

cial

ly e

xclu

ded

com

mun

ity

• N

eeds

and

cha

lleng

es

of y

outh

will

be

map

ped

• m

ore

focu

ssed

st

rate

gies

for w

omen

, di

ffere

ntly

abl

ed a

nd

soci

ally

exc

lude

d co

mm

unity

Yout

h, p

olic

y m

aker

s and

ad

min

istra

tors

, in

stitu

tions

w

orki

ng w

ith

yout

h, C

SOs

Imm

edia

teD

ecem

ber 2

017

un

V, d

yc, m

oyAs

Action Plan

32


S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

dRe

orie

ntin

g th

e yo

uth

fest

ival

and

you

th

conc

lave

to re

cogn

ise

and

high

light

you

th

dive

rsity

, res

ilien

ce a

nd

cont

ribut

ion

• O

rgan

ise d

iscus

sions

and

deb

ates

to

prov

ide

spac

e fo

r you

th to

disc

uss t

heir

aspi

ratio

ns a

nd n

eeds

• En

gage

you

ng p

eopl

e to

cre

ate

yout

h fe

stiv

als;

youn

g pe

ople

par

t of d

esig

n an

d ag

enda

sett

ing

of th

e fe

stiv

al•

Hol

ding

inte

ract

ive

sess

ions

acr

oss

dive

rse

grou

ps o

f you

th to

pro

mot

e co

llabo

ratio

n

• yo

uth

aspi

ratio

ns

real

ised

• Be

tter

eng

agem

ent

acro

ss d

iver

se y

outh

gr

oups

• Fu

ture

col

labo

ratio

ns

evol

ve•

yout

h co

ntrib

utio

n

Yout

h, y

outh

vo

lunt

eers

, m

inist

ry

Inte

rmed

iate

Dec

embe

r 201

8 u

nV,

dyc

, moy

As,

nyk

s

eH

igh

profi

ling

of

awar

ds: Y

outh

and

Vo

lunt

eers

• En

gage

with

med

ia to

hig

hlig

ht th

e im

port

ance

of a

war

d/ fe

stiv

al a

t nat

iona

l le

vel

• In

volv

e th

e yo

uth

awar

dees

in d

istric

t-

and

stat

e-le

vel m

eetin

gs

• m

otiv

atio

n an

d en

cour

agem

ent o

f yo

uth

• N

atio

nal a

tten

tion

on y

outh

issu

es a

nd

cont

ribut

ion

• Yo

uth

from

re

mot

e ar

eas a

nd

disa

dvan

tage

d yo

uth

are

reco

gnise

d an

d aw

arde

d•

Yout

h ro

le m

odel

s em

erge

Med

ia, y

outh

aw

arde

es,

yout

h-le

d or

gani

satio

ns,

cso

s

Inte

rmed

iate

2018

moy

As, p

mo

33

S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

2Yo

uth

Hig

hlig

htin

g

a.N

atio

nal

Com

mun

icat

ion

Stra

tegy

and

incr

easin

g vi

sibili

ty

• Fo

rmul

ate

a N

atio

nal C

omm

unic

atio

n St

rate

gy fo

cuss

ing

on y

outh

div

ersit

y, ne

eds a

nd a

spira

tions

, con

trib

utio

ns,

awar

enes

s cre

atio

n, o

utre

ach,

adv

ocac

y an

d en

gage

men

t of s

ocia

l med

ia

(inte

rnal

and

ext

erna

l age

nda

for y

outh

em

pow

erm

ent)

• Cr

eatin

g a

stro

ng ta

g-lin

e to

cre

ate

visib

ility

abo

ut in

vest

ing

in y

outh

(fo

r exa

mpl

e, ‘e

mpo

wer

ed y

outh

, em

pow

ered

Indi

a’)

• O

rgan

ising

slog

an c

onte

st w

hich

can

be

held

at n

atio

nal a

nd lo

cal l

evel

s•

Prep

are

docu

men

tarie

s cap

turin

g yo

uth

dive

rsity

, con

trib

utio

n, a

chie

vem

ents

•

Org

anise

med

ia e

vent

s•

Crea

te F

aceb

ook

and

Twitt

er a

ccou

nts

and

post

regu

lar b

logs

on

soci

al m

edia

to

pro

vide

an

inte

rface

with

you

th

• N

atio

nal a

tten

tion

on y

outh

role

s and

co

ntrib

utio

ns•

Impr

oved

stra

tegy

to

enga

ge w

ith y

outh

• In

crea

sed

inve

stm

ent o

n yo

uth

empo

wer

men

t •

Expa

ndin

g an

d de

epen

ing

the

enga

gem

ent w

ith

yout

h•

Mar

gina

lised

and

so

cial

ly e

xclu

ded

yout

h ar

e co

vere

d

Yout

h, y

outh

-led

orga

nisa

tions

, CS

Os,

med

ia

orga

nisa

tions

Imm

edia

te

Sep

t 201

7–M

arch

20

18

April

201

8–D

ecem

ber 2

018

April

201

8–D

ecem

ber 2

018

April

201

8–D

ecem

ber 2

018

moy

As, n

yks,

un

V,

dyc

3Se

ttin

g up

of N

atio

nal A

dvis

ory

Bodi

es a

nd S

tren

gthe

ning

of S

imila

r Str

uctu

res/

Bodi

es a

t Dis

tric

t and

Sta

te L

evel

s

a.N

atio

nal A

dviso

ry B

ody

• Se

ttin

g up

of a

Nat

iona

l Adv

isory

Bod

y in

clud

ing

expe

rts,

yout

hs, C

SOs a

nd

yout

h or

gani

satio

ns re

flect

ing

soci

al

dive

rsity

and

disa

dvan

tage

d so

cial

gr

oups

• Po

licy,

plan

ning

and

pr

ogra

mm

ing

are

mor

e co

ntex

tual

and

nu

ance

d •

Real

tim

e iss

ues

and

need

s can

be

incl

uded

in th

e yo

uth

empo

wer

men

t st

rate

gy a

nd

prog

ram

mes

• Im

prov

ed p

lann

ing

and

prog

ram

min

g in

th

e co

ncer

ned

bodi

es

Expe

rts f

rom

di

sadv

anta

ged

com

mun

ities

Inte

rmed

iate

20

18m

oyAs

Action Plan

34


S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

4Ca

paci

ty B

uild

ing

a.Bu

ildin

g ca

paci

ty o

f ex

istin

g yo

uth

wor

kers

th

roug

h ce

rtifi

catio

n co

urse

s and

trai

ning

pr

ogra

mm

es

Capa

city

bui

ldin

g pr

ogra

mm

es o

n:

• U

nder

stan

ding

you

th a

nd h

ow to

wor

k w

ith th

em•

Und

erst

andi

ng n

eeds

, div

ersit

y, pe

rspe

ctiv

es, g

ende

r and

iden

tity,

volu

ntee

r man

agem

ent,

etc

• H

ow to

cre

ate

safe

spac

es fo

r you

ng

peop

le’s

enga

gem

ent

• Sh

ort-

term

cer

tifica

tion

trai

ning

may

be

deve

lope

d (c

ould

be

onlin

e)•

Trai

ning

of t

rain

ers p

rogr

amm

e on

all

four

them

atic

are

as w

hich

will

hel

p to

cr

eate

a st

ate-

wise

poo

l of t

rain

ers

• As

sess

men

t of t

he e

xist

ing

inst

itutio

ns

(ETI

s) a

nd tr

aini

ng c

ours

es

• Se

ttin

g up

of y

outh

wor

kers

’ net

wor

ks

and

conn

ectin

g w

ith th

em fo

r kn

owle

dge

shar

ing

• In

crea

sed

num

bers

of

yout

h w

orke

rs

• Yo

uth

wor

kers

em

erge

fro

m so

cial

ly e

xclu

ded

com

mun

ities

•

Know

ledg

e ba

se

of y

outh

wor

kers

en

hanc

ed•

Bett

er im

plem

enta

tion

of p

olic

ies a

nd

stra

tegi

es•

Inno

vatio

n fro

m th

e gr

ound

Yout

h-le

d or

gani

satio

ns,

trai

ning

in

stitu

tions

, CS

Os,

NSS

/NYK

S

Inte

rmed

iate

20

18–2

020

rgn

iyd

, un

dp,

moy

As, c

sos

35

S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

b.Bu

ildin

g ca

paci

ty

of y

outh

(inc

ludi

ng

volu

ntee

rs)

• D

evel

opin

g on

line

cour

ses o

n vo

lunt

eerin

g th

roug

h N

YKS

and

NSS

po

rtal

s and

in th

e fo

ur th

emat

ic a

reas

• D

esig

n pr

ogra

mm

es fo

r fac

ilita

ting

cros

s-bo

rder

exc

hang

e (d

iffer

ent i

dent

ities

, in

term

s of c

aste

, rel

igio

n, se

xual

ity) o

f op

inio

n, id

eas a

nd li

fe e

xper

ienc

es•

IEC

mat

eria

l for

four

them

atic

are

as c

an

be d

evel

oped

(thi

s cou

ld b

e a

part

of t

he

proj

ect)

• G

uide

lines

on

desig

ning

of y

outh

vo

lunt

eerin

g pr

ogra

mm

e•

Des

igni

ng v

olun

teer

pro

gram

mes

that

em

pow

er th

e yo

uth

and

are

yout

h le

d •

Yout

h an

d yo

uth

wor

k re

late

d th

eme-

base

d bo

okle

ts d

evel

oped

and

mad

e av

aila

ble

at y

outh

clu

bs, p

anch

ayat

s, lo

cal b

odie

s, sc

hool

s and

col

lege

s

• D

eepe

ned

know

ledg

e an

d sk

ills

• Yo

uth

volu

ntee

rs

emer

ge fr

om so

cial

ly

excl

uded

com

mun

ities

• H

ealth

ier r

elat

ions

hip

amon

g yo

uth

acro

ss

diffe

rent

com

mun

ities

• Be

tter

tran

slatio

n of

th

e fo

ur th

emat

ic

obje

ctiv

es o

n th

e gr

ound

• Yo

uth

volu

ntee

rs

emer

ge

Yout

h, y

outh

w

orke

rs,

yout

h-le

d or

gani

satio

ns,

trai

ning

in

stitu

tions

Imm

edia

te

2018

–202

0m

oyAs

, rg

niy

d,

un

dp

5In

stitu

tion

Stre

ngth

enin

g

a.Se

ttin

g up

app

ropr

iate

m

echa

nism

s at t

he

min

istry

leve

l for

im

plem

enta

tion

– fo

r ex

ampl

e, n

odal

cel

ls/pe

rson

s with

in m

inist

ry

to p

rom

ote

and

trac

k co

nver

genc

e, so

cial

and

ge

nder

incl

usio

n, e

tc

• Ca

paci

ty b

uild

ing

of M

oYAS

gov

ernm

ent

func

tiona

ries;

and

at th

e st

ate

leve

ls•

Iden

tifica

tion

of su

ppor

t age

ncie

s•

Coun

cil o

f you

ng p

eopl

e to

inpu

t the

di

rect

ion

of in

stitu

tions

• Im

prov

ed st

rate

gies

an

d re

sour

ces t

o pr

omot

e yo

uth

empo

wer

men

t•

Yout

h vo

ice

in

deci

sion

mak

ing

Gov

ernm

ent

func

tiona

ries,

MoY

AS, y

outh

Inte

rmed

iate

20

18 U

NV/

UN

DP

Action Plan

36


S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

b.Co

nver

genc

e bu

ildin

g w

ith o

ther

min

istrie

s •

Set u

p a

plat

form

/com

mitt

ee a

t nat

iona

l an

d st

ate

leve

l to

brin

g to

geth

er v

ario

us

rele

vant

min

istrie

s and

gov

ernm

ent

depa

rtm

ents

to sh

are

good

pra

ctic

es

by th

e pa

rtic

ular

min

istrie

s, sp

ecifi

c to

pr

ogra

mm

e en

gage

men

t and

fina

ncia

l in

vest

men

t •

Enab

ling

yout

h co

nnec

t with

oth

er

min

istrie

s, pa

rtic

ular

ly w

ith m

inist

ries

focu

ssed

on

vuln

erab

le a

nd m

argi

nalis

ed

yout

h•

Rele

vant

min

istry

’s ye

arly

act

ion

plan

st

ates

its s

peci

fic in

itiat

ives

with

you

ng

peop

le a

nd in

clud

es su

ch a

ctiv

ities

in it

s an

nual

repo

rt

• Cr

eatin

g gu

idan

ce n

otes

for e

ach

min

istry

on

how

to p

rom

ote

yout

h vo

lunt

eeris

m a

nd e

ngag

e yo

uth

thro

ugh

thei

r cor

e pr

ogra

mm

es

• Yo

uth

agen

da g

ets

acce

pted

acr

oss

min

istrie

s as t

heir

inte

gral

com

pone

nt•

Gre

ater

cla

rity

in

indi

vidu

al m

inist

ries

on th

e ro

le a

nd

pote

ntia

l of y

outh

in

thei

r min

istry

, pur

pose

an

d re

sults

• La

rge

prop

ortio

n of

yo

uth

get c

over

ed

Rel

evan

t m

inist

ries,

incl

udin

g M

oYAS

Inte

rmed

iate

20

18–2

020

moy

As

c.Im

plem

enta

tion

of

gend

er a

nd so

cial

in

clus

ion

polic

y

• Cr

eatin

g an

ena

blin

g en

viro

nmen

t at

the

min

istry

for t

he im

plem

enta

tion

of

gend

er a

nd so

cial

incl

usio

n po

licy

• M

oYAS

cre

ates

and

shar

e m

odel

pol

icie

s to

all

inst

itutio

ns to

ada

pt a

nd a

dopt

• Cr

eate

gen

der a

nd so

cial

incl

usio

n in

dica

tors

and

inco

rpor

ate

them

at a

ll re

port

ing

leve

ls •

Incl

ude

gend

er a

nd so

cial

incl

usio

n as

cr

iteria

for s

elec

tion

for a

ll aw

ards

• In

clud

e w

omen

and

soci

ally

exc

lude

d yo

uth

in a

ll pr

ofilin

g, a

war

ding

and

ce

lebr

atio

ns, e

tc

• G

reat

er c

larit

y an

d co

nsen

sus o

n pr

omot

ing

gend

er

and

soci

al in

clus

ion

• G

ende

r and

soci

al

incl

usio

n be

com

es

fund

amen

tal s

trat

egie

s an

d ou

tcom

es a

t al

l lev

els o

f var

ious

in

stitu

tions

• Cl

arity

on

inst

itutio

nal

man

date

s and

co

nseq

uenc

es

All

min

istrie

sIn

term

edia

te

2018

moy

As, n

ss, n

yks

37

S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

d.Cr

eatin

g a

repo

rtin

g m

echa

nism

•

Prep

arat

ion

of d

etai

led

Annu

al R

epor

t•

Qua

rter

ly n

ewsle

tter

• W

eekl

y bl

ogs o

n th

e w

ebsit

e•

Regu

lar t

wee

ts a

nd p

osts

on

Face

book

• Re

port

ing

refle

cts d

iver

sity,

disa

dvan

tage

d gr

oups

and

incl

usio

n ac

tions

• In

clud

e in

nova

tions

in re

port

ing

• Vi

sibili

ty o

f you

th w

ork

• In

form

ed d

ecisi

ons

arou

nd y

outh

issu

es

All m

inist

ries,

yout

h or

gani

satio

ns,

polic

y m

aker

s

Imm

edia

te

Dec

embe

r 201

7n

ss, n

yks,

moy

As,

un

dp

e.Yo

uth

budg

etin

g •

Advo

cacy

for y

outh

bud

getin

g w

ith

vario

us m

inist

ries

• Le

vera

ge sp

ecia

l bud

gets

ava

ilabl

e w

ith d

iffer

ent m

inist

ries f

or y

outh

em

pow

erm

ent –

for e

xam

ple,

Sch

edul

ed

Cast

e su

b-pl

an, t

ribal

sub-

plan

, mul

ti-se

ctor

dev

elop

men

t pro

gram

me,

di

sabi

lity

spec

ific

budg

ets,

gend

er

spec

ific

budg

ets,

etc

• Pr

ovid

ing

deta

ils o

n bu

dget

ing

in th

e an

nual

repo

rt

• M

inist

ry w

ill a

lloca

te

allo

catio

n of

spec

ific

budg

et fo

r you

th

deve

lopm

ent

• Pl

anne

d ac

tiviti

es fo

r yo

uth

enga

gem

ent

thro

ugh

diffe

rent

m

inist

ries

Diff

eren

t m

inist

ries,

de

part

men

ts a

nd

orga

nisa

tions

w

orki

ng w

ith

yout

h

Inte

rmed

iate

20

18m

oyAs

f.Pa

rtne

rshi

ps w

ith th

e pr

ivat

e se

ctor

•

Build

ing

part

ners

hips

with

the

priv

ate

sect

or a

t nat

iona

l and

loca

l lev

els –

fo

r inn

ovat

ion

and

skill

s; fo

r res

ourc

e m

obili

satio

n: fi

nanc

ial a

nd te

chni

cal

(cor

pora

te v

olun

teer

s)•

Crea

te p

rovi

sions

to ta

p CS

R fu

nds f

or

deve

lopm

ent a

ctiv

ities

• In

clud

e yo

uth

deve

lopm

ent w

ork

as a

co

re a

rea

for C

SR fu

ndin

g

• Pu

blic

-priv

ate

part

ners

hip

(PPP

) m

odel

s to

supp

ort

posit

ive

yout

h de

velo

pmen

t in

itiat

ives

• M

obili

satio

n of

fund

s in

you

th se

ctor

• In

crea

sed

budg

et fo

r yo

uth

deve

lopm

ent i

n pr

ivat

e se

ctor

priv

ate

sect

or

incl

udin

g co

rpor

ates

Lon

g te

rm

2018

moy

As, u

nV,

dyc

Action Plan

38


S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

6Ed

ucat

ion

as a

Str

ateg

y fo

r You

th D

evel

opm

ent

a.Pa

rtne

rshi

ps w

ith

educ

atio

nal i

nstit

utes

an

d ac

adem

ia

• Pa

rtne

rshi

ps w

ith e

duca

tiona

l in

stitu

tions

to d

o re

sear

ch o

n as

pira

tions

, ne

eds,

of y

oung

peo

ple,

role

of y

outh

in

deve

lopm

ent,

yout

h de

velo

pmen

t and

yo

uth

lead

ersh

ip p

rogr

amm

es a

nd o

ther

yo

uth-

rela

ted

issue

s•

Des

ign

onlin

e pr

ogra

mm

es•

Colla

bora

te w

ith U

GC

to se

t up

rese

arch

/po

licy

inst

itutio

ns/b

odie

s on

yout

h de

velo

pmen

t•

Colla

bora

te w

ith w

omen

stud

ies’

units

an

d ce

ntre

for e

xclu

sion

and

incl

usiv

e po

licie

s in

vario

us u

nive

rsiti

es

• Re

sear

ched

in

form

atio

n av

aila

ble

on y

outh

issu

es a

nd

yout

h em

pow

erm

ent

• M

ore

acad

emic

in

stitu

tions

are

en

gage

d in

you

th

stra

tegy

and

pla

nnin

g•

Inde

pend

ent d

ata

and

info

rmat

ion

on y

outh

iss

ues

• Fo

cuss

ed In

form

atio

n on

soci

ally

exc

lude

d an

d m

argi

nalis

ed

yout

h iss

ues

Yout

h, y

outh

de

velo

pmen

t pr

ofes

siona

ls,

rese

arch

scho

lars

an

d ac

adem

ic

inst

itutio

ns

Inte

rmed

iate

20

18m

oyAs

and

m

ohrd

, ug

c

7Se

ttin

g up

a N

atio

nal C

omm

issi

on fo

r You

th

a.Se

ttin

g up

of a

Nat

iona

l Co

mm

issio

n fo

r you

th•

This

will

be

an in

depe

nden

t bod

y w

hich

will

hav

e ov

ersig

ht fo

r you

th

deve

lopm

ent,

need

s, iss

ues a

nd

empo

wer

men

t in

keep

ing

with

co

nstit

utio

nal m

anda

tes a

nd p

rogr

ess o

f yo

uth

at th

e gl

obal

leve

l•

Publ

ic c

onsu

ltatio

ns to

det

erm

ine

the

role

of t

he c

omm

issio

n in

you

th

deve

lopm

ent

• Fo

cuss

ed n

atio

nal

atte

ntio

n on

you

th•

Yout

h rig

hts a

re

prot

ecte

d an

d pr

omot

ed, v

iola

tions

ad

dres

sed

• In

tern

atio

nal

colla

bora

tion

and

coop

erat

ion

on y

outh

em

pow

erm

ent

yout

h L

ong

term

2

018

moy

As

39

S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

8Pr

omot

ing

Yout

h Vo

lunt

eeri

ng

a.D

evel

op S

trat

egie

s to

pro

mot

e yo

uth

volu

ntee

ring

with

sp

ecia

l att

entio

n to

di

sadv

anta

ged

and

soci

ally

exc

lude

d yo

uth

• M

appi

ng th

e ne

ed o

f you

ng p

eopl

e fro

m

volu

ntee

ring

oppo

rtun

ities

. Thi

s can

be

done

as p

art o

f the

situ

atio

nal a

naly

sis

men

tione

d in

poi

nt n

o 1c

• G

uide

lines

on

desig

ning

of y

outh

vo

lunt

eerin

g pr

ogra

mm

es w

ith fo

cus

on c

reat

ing

safe

spac

es w

hich

faci

litat

e le

arni

ng a

bout

self

by e

ngag

ing

with

co

mm

unity

issu

es

• M

ake

volu

ntee

ring

aspi

ratio

nal a

mon

g yo

ung

peop

le b

y di

ssem

inat

ing

stor

ies

on im

pact

of v

olun

teer

ing

in p

erso

nal

and

prof

essio

nal g

row

th th

roug

h m

ains

trea

m m

edia

•

Sett

ing

up o

f NSS

self-

finan

ce u

nits

in

priv

ate

educ

atio

nal i

nstit

utio

ns

• Pr

omot

ing

volu

ntee

ring

as a

cul

ture

at

scho

ol le

vel t

hrou

gh N

atio

nal

Coun

cil o

f Edu

catio

nal R

esea

rch

and

Trai

ning

(NCE

RT),

Nat

iona

l Uni

vers

ity o

f Ed

ucat

iona

l Pla

nnin

g an

d Ad

min

istra

tion

(NEU

PA),

Cent

ral B

oard

of S

econ

dary

Ed

ucat

ion

(CBS

E) a

nd st

ate

boar

ds•

Intr

oduc

ing

awar

ds a

t the

scho

ol

leve

l for

goo

d pr

actic

es o

f pro

mot

ing

volu

ntee

ring

• D

esig

n ro

bust

vol

unte

erin

g pr

ogra

mm

es

- spe

cific

to th

e fo

ur th

emat

ic a

reas

w

hich

will

incl

ude

set o

f spe

cific

act

iviti

es

to b

e co

nduc

ted

by th

e vo

lunt

eers

• Vo

lunt

eer m

anag

emen

t gui

delin

es

prep

ared

•

Map

ping

of e

xist

ing

orga

nisa

tions

/pr

ogra

mm

es o

n yo

uth

volu

ntee

ring

• In

trod

ucin

g m

anda

tory

num

ber o

f hou

rs

for v

olun

teer

ing

at th

e lo

cal l

evel

• In

form

ed v

olun

teer

ing

prog

ram

min

g by

NSS

an

d n

yks

and

othe

r yo

uth

orga

nisa

tions

• In

crea

sed

effec

tiven

ess

of V

olun

teer

ing

prog

ram

mes

• Pa

rtic

ipat

ion

of y

outh

in

vol

unte

erin

g pr

ogra

mm

es fr

om

diffe

rent

bac

kgro

unds

• Vo

lunt

eerin

g em

erge

s as

a c

apac

ity b

uild

ing

vehi

cle

• Vo

lunt

eerin

g is

a so

ught

-afte

r act

ivity

am

ong

youn

g pe

ople

•

Gre

ater

acc

epta

nce

and

reco

gniti

on o

f vo

lunt

eerin

g eff

orts

m

ade

by y

outh

• Vo

lunt

eerin

g em

bedd

ed a

s par

t of

scho

ol e

duca

tion

• H

igh

leve

l of

owne

rshi

p am

ong

volu

ntee

rs a

nd

optim

al p

oten

tial o

f vo

lunt

eer u

nlea

shed

• Em

pow

ered

vo

lunt

eers

nyk

s, n

ss

and

yout

h or

gani

satio

ns

and

depa

rtm

ents

/ in

stitu

tions

who

w

ant t

o en

gage

yo

uth

volu

ntee

rs

Imm

edia

te

Inte

rmed

iate

Long

term

Inte

rmed

iate

Imm

edia

te

Inte

rmed

iate

Long

term

Imm

edia

te

2018

–202

0u

nV,

dyc

, nyk

s,

nss

and

rg

niy

d,

moy

As, u

nd

p, u

nV

Action Plan

40


S. n

o.Ke

y ac

tion

Act

iviti

esEx

pect

ed o

utco

mes

Targ

et g

roup

(y

outh

w

orke

rs, y

outh

vo

lunt

eers

, go

vern

men

t fu

nctio

nari

es

etc.

)

Tim

elin

e (im

med

iate

, in

term

edia

te,

long

term

)

Prio

rity

(as

per

timel

ine,

reso

urce

av

aila

bilit

y)

Resp

onsi

ble

part

ner (

MoY

AS,

N

YKS,

NSS

, RG

NIY

D a

ny

othe

r min

istr

y/

depa

rtm

ent/

in

stitu

tion

• Tr

aini

ng to

be

orga

nise

d fo

r you

ng

peop

le o

n de

velo

ping

you

th le

ader

ship

an

d bu

ildin

g an

und

erst

andi

ng o

n vo

lunt

eerin

g an

d ho

w it

is g

oing

to a

dd

valu

e to

thei

r ow

n se

lf•

Hig

hlig

htin

g yo

uth

volu

ntee

ring

wor

k at

di

ffere

nt p

latfo

rms

9Pl

an o

f Act

ion

• Al

l the

abo

ve re

com

men

datio

ns to

be

impl

emen

ted

first

in 2

9 di

stric

ts

whi

ch a

re a

apa

rt o

f the

pro

ject

–

‘Str

engt

heni

ng o

f NYK

S an

d N

SS’

• M

odel

stra

tegi

es,

mec

hani

sms a

re

evol

ved

and

fine-

tune

d•

Dist

rict m

odel

s av

aila

ble

for s

tate

s to

adop

t and

ada

pt•

Less

ons a

re le

arnt

and

im

prov

ed u

pon

• At

scal

e ad

aptio

n po

ssib

le a

fter p

ilot

perio

d

nyk

s, n

ss,

CSO

s, yo

uth

orga

nisa

tions

, yo

uth

volu

ntee

rs,

med

ia, v

ario

us

gove

rnm

ent

depa

rtm

ents

Imm

edia

te

2017

–201

8m

oyAs

, un

V, d

yc ,

un

dp

41

Act

ion

Plan

Par

t B:

Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

Reim

agin

ing

yout

h en

gage

men

t to

mak

e it

aspi

ratio

nal f

or

yout

h to

war

ds

beco

min

g so

cial

en

trep

rene

urs

1. C

onsu

ltatio

ns w

ith 2

0–25

you

th d

evel

opm

ent

expe

rts i

nclu

ding

cs

os,

un

V, n

ss a

nd

nyk

s fu

nctio

narie

s to

rede

fine

the

conc

ept o

f vo

lunt

eerin

g to

incl

ude

soci

al, p

sych

olog

ical

an

d fin

anci

al

aspi

ratio

ns o

f you

th

• Co

nsen

sus o

n th

e re

alig

ned

defin

ition

of v

olun

teer

ing

whi

ch

mee

ts so

cial

, psy

chol

ogic

al a

nd

finan

cial

nee

ds o

f you

th

• G

uide

lines

for i

nclu

ding

Soc

ial

entr

epre

neur

ship

com

pone

nts i

n N

SS a

nd N

YKS

prog

ram

min

g

• Yo

uth

deve

lopm

ent

expe

rts,

nss

and

nyk

s fu

nctio

narie

s, cs

os a

nd

un

V•

NYK

S, N

SS, C

SOs a

nd

yout

h or

gani

satio

ns

prom

otin

g vo

lunt

eerin

g

Imm

edia

teSe

ptem

ber 2

017

Nat

iona

l lev

el

(MoY

AS),

NSS

and

n

yks,

un

V

2. C

onsu

ltatio

ns w

ith

yout

h to

ens

ure

soci

al,

psyc

holo

gica

l and

fin

anci

al in

clus

ion

and

the

scop

e of

soci

al

entr

epre

neur

ship

vis-

a-vi

s suc

h ne

eds

• Yo

uth

inpu

t inc

lude

d in

the

guid

elin

es fo

r vol

unte

erin

g pr

ojec

ts

• Yo

uth,

you

th

orga

nisa

tions

, crit

ical

st

akeh

olde

rs li

ke p

aren

ts

and

opin

ion

mak

ers

Imm

edia

te

oct

ober

201

7St

ate

leve

l th

roug

h N

YKS

and

nss

and

un

V

3. D

esig

n an

d im

plem

ent

cam

paig

ns (o

nlin

e an

d on

-the

-gro

und)

and

de

velo

p IE

C m

ater

ials

spec

ific

to ta

rget

ed

yout

h (w

omen

, di

ffere

ntly

abl

ed,

mar

gina

lised

you

th) t

o pu

blic

ise v

olun

teer

ing

oppo

rtun

ities

as a

pl

atfo

rm to

bec

ome

soci

al e

ntre

pren

eurs

• St

ate-

leve

l cam

paig

ns

• So

cial

ent

repr

eneu

rshi

p be

com

es

an a

spira

tiona

l car

eer c

hoic

e am

ong

youn

g pe

ople

• Yo

uth

orga

nisa

tions

, in

clud

ing

CSO

s, m

edia

, yo

uth

and

educ

atio

nal

inst

itutio

ns

Imm

edia

te

Nov

embe

r 201

7 on

war

ds

MoY

AS, e

ngag

ing

at n

atio

nal a

nd

stat

e le

vel i

n co

llabo

ratio

n w

ith

the

med

ia

Action Plan

42


Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

4. C

olla

tion

and

diss

emin

atio

n of

bes

t pr

actic

es/in

itiat

ives

(lo

cal a

nd g

loba

l) on

ho

w v

olun

teer

ing

oppo

rtun

ities

hav

e le

d to

car

eers

in so

cial

en

trep

rene

ursh

ip

• D

ocum

enta

tion

of b

est p

ract

ices

on

vol

unte

erin

g op

port

uniti

es

whi

ch h

ave

led

to S

ocia

l en

trep

rene

ursh

ip c

aree

r fro

m N

SS,

NYK

S an

d ci

vil s

ocie

ty in

itiat

ives

• Yo

uth

from

NSS

and

NYK

S m

otiv

ated

to p

ursu

e so

cial

en

trep

rene

ursh

ip e

ngag

emen

t

• Yo

uth,

par

ents

and

crit

ical

st

akeh

olde

rsIn

term

edia

te

Mar

ch 2

018

• D

evel

opm

ent

at th

e na

tiona

l le

vel (

RGN

IYD

); ad

apte

d at

stat

e le

vel b

y N

YKS

and

nss

•

Dev

elop

men

t by

RG

NIY

D in

co

llabo

ratio

n w

ith e

xper

ts

cso

s and

the

Min

istry

of S

kill

Dev

elop

men

t; im

plem

enta

tion

by N

YKS

and

nss

2. R

ecas

ting

volu

ntee

ring

pr

ogra

mm

es to

in

clud

e w

ays

to d

evel

op

entr

epre

neur

ial

skill

s an

d m

inds

ets

in

youn

g pe

ople

1. D

esig

n an

d de

velo

p an

in

dica

tive

curr

icul

um

and

a pr

oces

s man

ual

base

d on

fifth

spac

e pr

inci

ples

to p

riorit

ise

volu

ntee

ring

as a

safe

sp

ace

to d

evel

op so

cial

en

trep

rene

ursh

ip

com

pete

ncie

s

• Vo

lunt

eerin

g pr

ogra

mm

es

cond

uciv

e to

dev

elop

ing

entr

epre

neur

ial c

apac

ities

and

m

inds

ets

• N

SS a

nd N

YKS

incl

ude

soci

al

entr

epre

neur

ship

edu

catio

n in

th

eir c

ore

prog

ram

min

g

yout

h, n

yks

and

nss

fa

cilit

ator

s fro

m C

SOs

Imm

edia

teD

ecem

ber 2

017

rgn

iyd

in

colla

bora

tion

with

you

th

deve

lopm

ent

expe

rts (

from

cs

os,

un

V an

d ed

ucat

iona

l in

stitu

tions

) and

es

tabl

ished

soci

al

entr

epre

neur

s fro

m th

e fie

ld.

• Ad

apte

d at

the

stat

e le

vel –

n

yks

and

nss

43

Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

2. T

rain

ing

mod

ules

de

velo

ped

for t

wo

sepa

rate

age

gro

ups

– (a

) 15–

18 y

ears

; and

(b

) 19–

29 y

ears

– fo

r en

trep

rene

ursh

ip

capa

city

dev

elop

men

t

The

curr

icul

um fo

r 15

–19

year

s sho

uld

incl

ude

deve

lopm

ent o

f en

trep

rene

uria

l val

ues a

nd

skill

s; th

e cu

rric

ulum

for

19–2

9 ye

ars w

ill fo

cus o

n pr

actic

ing

entr

epre

neur

ial

com

pete

ncie

s (pl

anni

ng,

risk-

taki

ng, fi

nanc

ial

liter

acy,

rela

tions

hip

build

ing,

pro

gram

me

man

agem

ent a

nd c

onfli

ct

reso

lutio

n)

• Yo

ung

peop

le’s

entr

epre

neur

ial

capa

citie

s are

enh

ance

d an

d ex

perim

enta

l mic

ro-e

nter

prise

s are

es

tabl

ished

•

Incr

ease

in th

e nu

mbe

r of

youn

g pe

ople

who

initi

ate

soci

al

entr

epre

neur

ial e

xper

imen

ts

• 50

per

cen

t of t

he v

olun

teer

s de

velo

p so

cial

ent

repr

eneu

rshi

p id

eas

Yout

h, y

outh

org

anisa

tions

, cs

os,

nyk

s an

d n

ss

volu

ntee

rs a

nd fa

cilit

ator

s

Inte

rmed

iate

Ap

ril 2

018

rgn

iyd

in

colla

bora

tion

with

you

th

deve

lopm

ent

expe

rts,s

ocia

l en

trep

rene

urs a

nd

incu

batio

n ce

lls

3. r

gn

iyd

to tr

ain

a co

hort

of N

YC/D

YC

reso

urce

peo

ple

to

deve

lop

curr

icul

um

and

onlin

e le

arni

ng

mat

eria

ls

A co

hort

(fou

r fro

m e

ach

dist

rict

and

two

from

the

unio

n te

rrito

ries)

of

exp

ert f

acili

tato

rs tr

aine

d to

trai

n ot

her f

acili

tato

rs

• D

YC, N

YC, l

ocal

faci

litat

ors

and

reso

urce

peo

ple

Inte

rmed

iate

May

201

8rg

niy

d

Action Plan

44


Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

4. D

evel

op a

nd m

ake

avai

labl

e in

form

atio

n bo

okle

ts o

n ac

tion

proj

ects

whi

ch in

clud

e en

trep

rene

ursh

ip

capa

bilit

y bu

ildin

g tr

aini

ng in

sele

ct N

SS

(Spe

cial

Cam

ping

Pr

ogra

mm

e,

prod

uctio

n-or

ient

ed

prog

ram

mes

, ed

ucat

ion,

en

viro

nmen

t co

nser

vatio

n) a

nd

NYK

S (fo

r exa

mpl

e,

cam

paig

ns fo

r Sw

achh

Bh

arat

Abh

iyan

, You

th

Club

Dev

elop

men

t Pr

ogra

mm

e [Y

CDP]

, Tra

inin

g on

yo

uth

lead

ersh

ip

and

Com

mun

ity

Dev

elop

men

t [TY

LCD

], Sk

ill U

pgra

datio

n Tr

aini

ng P

rogr

amm

e [S

UTP

] for

Wom

en,

Prom

otio

n of

Fol

k Ar

t and

Cul

ture

) pr

ogra

mm

es

• Yo

ung

peop

le a

war

e of

thei

r ca

paci

ties

• 50

per

cen

t of t

he v

olun

teer

s de

velo

p so

cial

ent

repr

eneu

rshi

p id

eas

• So

cial

ent

repr

eneu

rshi

p em

bedd

ed in

the

NYK

S an

d N

SS

volu

ntee

ring

proj

ects

• M

icro

-ent

erpr

ises s

et u

p

Proj

ect l

eads

Yout

h an

d lo

cal s

ocia

l en

trep

rene

urs

You

th g

roup

s

Imm

edia

te

Augu

st 2

018

rgn

iyd

and

ex

pert

s CSO

s; ad

apte

d by

stat

e-le

vel N

YKS

and

nss

5. D

evel

op a

poo

l of l

ocal

so

cial

ent

repr

eneu

rs

as m

ento

rs to

supp

ort

expe

rimen

ts o

f soc

ial

entr

epre

neur

ship

em

ergi

ng fr

om

volu

ntee

ring

prog

ram

mes

• N

etw

ork

of lo

cal s

ocia

l en

trep

rene

urs

• N

ew so

cial

ent

repr

eneu

r sup

port

gr

oup

• Yo

ung

peop

le a

war

e of

thei

r ca

paci

ties

• In

crea

se in

the

num

ber o

f soc

ial

entr

epre

neur

s

Yout

h an

d lo

cal s

ocia

l en

trep

rene

urs,

nyk

s an

d N

SS v

olun

teer

s

Inte

rmed

iate

Augu

st 2

018

Stat

e-le

vel N

YKS

and

nss

45

Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

6. D

evel

opm

ent o

f m

onito

ring

and

eval

uatio

n fra

mew

ork

to m

onito

r the

en

trep

rene

uria

l co

mpe

tenc

y de

velo

pmen

t of

volu

ntee

rs

• En

hanc

emen

t in

the

qual

ity

of im

plem

enta

tion

of so

cial

en

trep

rene

ursh

ip p

rogr

amm

es

and

an in

crea

se in

the

succ

ess

rate

of y

oung

soci

al e

ntre

pren

eur

vent

ures

Volu

ntee

rs o

f NYK

S an

d N

SS a

nd n

ew so

cial

en

trep

rene

urs

Imm

edia

te

Janu

ary

2018

MoY

AS th

roug

h rg

niy

d

3. B

uild

ing

an

ecos

yste

m fo

r th

e re

imag

ined

vo

lunt

eeri

ng

jour

ney

1. B

udge

t allo

catio

n to

nyk

s an

d n

ss to

supp

ort

entr

epre

neur

ial

educ

atio

n an

d su

ppor

t vo

lunt

eer-l

ed m

icro

-en

terp

rises

• In

crea

se in

the

num

ber o

f you

ng

peop

le w

ho h

ave

acce

ss to

en

trep

rene

uria

l edu

catio

n •

Incr

ease

in th

e nu

mbe

r of y

oung

pe

ople

who

star

t the

ir ow

n in

itiat

ives

•

Incr

ease

in th

e in

com

e of

you

ng

peop

le

• In

crea

se in

the

num

ber o

f in

nova

tive

solu

tions

dev

elop

ed b

y yo

uth

to a

ddre

ss lo

cal i

ssue

s •

Incr

ease

in th

e vi

sibili

ty o

f soc

ial

entr

epre

neur

ship

effo

rts

• N

YKS

(you

th c

lubs

) and

n

ss u

nits

Inte

rmed

iate

A

pril

2018

moy

As

2. D

evel

op o

ne y

outh

cl

ub in

eac

h bl

ock

of

the

chos

en d

istric

ts fo

r so

cial

ent

repr

eneu

rshi

p ed

ucat

ion,

info

rmat

ion

and

incu

batio

n; th

e cl

ubs w

ould

act

as a

hu

b fo

r pro

mot

ing

so

cial

ent

repr

eneu

rshi

p

• M

appi

ng o

f ski

lls a

nd se

ctor

s lo

cally

for d

evel

opin

g so

cial

en

trep

rene

ursh

ip in

itiat

ives

• Po

sitiv

e m

inds

et c

hang

e of

you

th

and

thei

r par

ents

tow

ards

soci

al

entr

epre

neur

s•

One

you

th c

lub

to b

e de

velo

ped

as a

soc

ial e

ntre

pren

eurs

hip

hub

in e

ach

dist

rict w

here

at l

east

25

per

cen

t of p

artic

ipan

ts fr

om

mar

gina

lised

com

mun

ities

and

at

leas

t 25

per c

ent a

re w

omen

• Im

prov

ed a

war

enes

s and

ut

ilisa

tion

of g

over

nmen

t sc

hem

es/p

rogr

amm

es

Soci

al e

ntre

pren

eurs

hip

club

m

embe

rs, N

YKS

and

NSS

offi

cial

s, w

ith D

YCs a

nd N

YCs

Inte

rmed

iate

to lo

ng te

rmAp

ril 2

018–

2020

Dist

rict l

evel

(N

YKS)

in

colla

bora

tion

with

M

inist

ry o

f Ski

ll D

evel

opm

ent a

nd

entr

epre

neur

ship

Action Plan

46


Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

3. I

dent

ify a

nd e

stab

lish

linka

ges w

ith

loca

l exp

erie

nced

in

cuba

ting

agen

cies

/co

rpor

atio

ns to

shar

e ex

pert

ise a

nd re

sour

ces

with

you

th c

lubs

for

thei

r dev

elop

men

t as

soci

al e

ntre

pren

eurs

hip

hubs

Youn

g so

cial

ent

repr

eneu

rs h

ave

easy

ac

cess

to s

ocia

l ent

repr

eneu

rshi

p kn

owle

dge

and

finan

ce re

sour

ces

Youn

g so

cial

ent

repr

eneu

rs,

loca

l inc

ubat

ing

agen

cies

an

d co

rpor

ates

Inte

rmed

iate

June

201

8–O

ngoi

ngRe

gion

al le

vel

nyk

s an

d n

ss

4. D

istric

t-le

vel c

reat

ive

even

ts su

ch a

s so

cial

en

trep

rene

ursh

ip id

ea

conc

lave

s, aw

aren

ess

yatra

s, an

d so

cial

en

trep

rene

ursh

ip

fairs

to p

rom

ote

it as

an

opt

ion

for s

ocia

l, ps

ycho

logi

cal a

nd

finan

cial

incl

usio

n

• In

crea

sing

the

num

ber o

f you

ng

peop

le in

tere

sted

in s

ocia

l en

trep

rene

ursh

ip a

s a c

aree

r op

tion

• Po

sitiv

e m

inds

et c

hang

e of

you

th

and

thei

r par

ents

tow

ards

soci

al

entr

epre

neur

s

NYK

S/N

SS v

olun

teer

s, lo

cal

soci

al e

ntre

pren

eurs

and

cr

itica

l you

th st

akeh

olde

rs

Scho

ol st

uden

ts, T

each

ers

Imm

edia

te

Inte

rmed

iate

Janu

ary

2018

April

201

8

Dist

rict l

evel

(NYK

S an

d N

SS)

moy

As in

co

llabo

ratio

n w

ith M

oHRD

, M

inist

ry o

f ski

ll de

velo

pmen

t and

en

trep

rene

ursh

ip

and

stat

e bo

ards

47

Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

5. A

war

enes

s bui

ldin

g pr

ogra

mm

es fo

r acc

ess

and

utili

satio

n of

sc

hem

es, s

uch

as P

rime

Min

ister

’s Em

ploy

men

t G

ener

atio

n Pr

ogra

mm

e (P

MEG

P), D

een

Day

al U

padh

yaya

–

Gra

mee

n Ka

usha

lya

Yoja

na (D

DU

-GKY

),

Self-

Empl

oym

ent

and

Tale

nt U

tilisa

tion

(SET

U),

Star

tup

Indi

a,

Stan

d-U

p In

dia,

Pr

adha

n M

antr

i Jan

-D

han

Yoja

na (P

MJD

Y),

Sche

me

of F

und

for R

egen

erat

ion

of

Trad

ition

al In

dust

ries

(SFU

RTI),

sche

me

for ‘

Supp

ortin

g fiv

e se

lect

ed

univ

ersit

ies/

colle

ges’,

and

the

sche

me

for T

rade

Rel

ated

en

trep

rene

ursh

ip

Assis

tanc

e an

d D

evel

opm

ent (

TREA

D)

• Aw

aren

ess a

nd u

tilisa

tion

of

gove

rnm

ent s

chem

es a

nd

prog

ram

mes

• G

ener

atio

n an

d te

stin

g of

idea

s by

scho

ol a

nd c

olle

ge st

uden

ts•

Teac

hers

supp

ortin

g en

trep

rene

uria

l effo

rts b

y st

uden

ts

and

also

pro

mot

ing

educ

atio

n

Awar

enes

s abo

ut A

C as

a p

ossib

le

care

er o

ptio

n

yout

h Im

med

iate

Ja

nuar

y 20

18–

Ong

oing

moy

As in

co

llabo

ratio

n w

ith

rele

vant

min

istrie

s

6. D

evel

opm

ent o

f SE

club

s fo

r sec

onda

ry

and

seni

or se

cond

ary

scho

ols a

nd c

olle

ge

Action Plan

48


Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

7. D

evel

opm

ent o

f so

cial

en

trep

rene

ursh

ip

club

s for

seco

ndar

y an

d se

nior

seco

ndar

y sc

hool

s and

col

lege

s

• G

ener

atio

n an

d te

stin

g of

idea

s by

scho

ol a

nd c

olle

ge st

uden

ts•

Teac

hers

supp

ortin

g en

trep

rene

uria

l effo

rts b

y st

uden

ts

and

prom

otin

g ed

ucat

iona

l op

port

uniti

es

• Aw

aren

ess a

bout

soc

ial

entr

epre

neur

ship

as a

pos

sible

ca

reer

opt

ion

Scho

ol st

uden

ts, t

each

ers

Inte

rmed

iate

April

201

8m

oyAs

in

colla

bora

tion

with

MoH

RD,

Min

istry

of S

kill

Dev

elop

men

t and

en

trep

rene

ursh

ip

and

stat

e bo

ards

8. B

i-ann

ual m

eetin

gs to

co

llect

ivise

gat

herin

gs

for y

oung

soci

al

entr

epre

neur

s for

in

form

atio

n sh

arin

g an

d co

nsta

nt p

eer

supp

ort

Colle

ctiv

es o

f you

ng so

cial

en

trep

rene

urs c

reat

ed a

t the

dist

rict

leve

l whi

ch h

elp

to a

dvoc

ate

for

soci

al e

ntre

pren

eurs

hip

Youn

g so

cial

ent

repr

eneu

rs,

NSS

and

NYK

S vo

lunt

eers

an

d d

ycs

Long

term

April

201

9 on

war

dsm

oyAs

and

dyc

4. R

ealig

nmen

t of

the

inte

rnal

sy

stem

s an

d pr

oces

ses

to e

mbe

d so

cial

ent

re-

pren

eurs

hip

deve

lopm

ent

in v

olun

teer

ing

prog

ram

mes

1. O

rient

atio

n at

all

leve

ls fo

r NSS

and

n

yks

func

tiona

ries

on th

e re

imag

ined

vo

lunt

eerin

g pr

ogra

mm

e em

bedd

ing

a so

cial

en

trep

rene

ursh

ip

capa

bilit

y-bu

ildin

g co

mpo

nent

Buy-

in o

f NYK

S an

d N

SS fu

nctio

narie

s

Ther

e w

ill b

e a

proc

ess m

anua

l fo

r em

bedd

ing

the

soci

al

entr

epre

neur

ship

pro

gram

me

in th

e n

yks

and

nss

nyk

s, n

ss a

nd m

oyAs

Imm

edia

te

Dec

embe

r 201

7N

atio

nal l

evel

(M

oYAS

)

49

Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

2. r

econ

stitu

tion

of th

e ro

les a

nd

resp

onsib

ilitie

s of N

YCs

and

DYC

s for

effe

ctiv

e im

plem

enta

tion

of a

reim

agin

ed

volu

ntee

ring

prog

ram

me

embe

ddin

g a

soci

al

entr

epre

neur

ship

ca

pabi

lity-

build

ing

com

pone

nt

• Re

vise

d ro

le d

escr

iptio

ns fo

r DYC

an

d n

yc

• Pr

oces

ses s

et u

p fo

r the

exe

cutio

n of

the

abov

e ro

les

• In

clus

ion

of m

anda

te o

f NYC

s to

orga

nise

mon

thly

mee

tings

of

volu

ntee

rs a

t the

you

th c

lub

leve

l fo

cuss

ing

on th

eir r

eflec

tions

from

th

eir v

olun

teer

ing

expe

rienc

es

• In

clus

ion

of m

anda

te o

f the

DYC

s to

cre

ate

and

anch

or n

etw

orks

of

youn

g so

cial

ent

repr

eneu

rs a

t the

di

stric

t lev

el a

nd e

stab

lish

linka

ges

for f

undi

ng fr

om a

vaila

ble

sche

mes

nyk

s, n

ss, d

ycs a

nd n

ycs

Imm

edia

teD

ecem

ber 2

017

moy

As a

nd

natio

nal l

evel

(N

YKS

and

NSS

)

3.

Dev

elop

and

im

plem

ent c

apac

ity-

build

ing

prog

ram

mes

fo

r nyc

s and

d

ycs t

o su

ppor

t im

plem

enta

tion

of th

e re

imag

ined

pr

ogra

mm

e

• Eff

ectiv

e im

plem

enta

tion

of

soci

al e

ntre

pren

eurs

hip

lear

ning

pr

ogra

mm

es a

t the

dist

rict l

evel

• Eff

ectiv

e m

ento

ring

of so

cial

en

trep

rene

ursh

ip in

itiat

ives

• Cr

eatio

n of

safe

spac

es fo

r de

velo

pmen

t of e

ntre

pren

euria

l ab

ilitie

s

DYC

s, N

YCs,

yout

h w

orke

rsIn

term

edia

te

Mar

ch 2

018

moy

As in

co

llabo

ratio

n w

ith

the

rgn

iyd

4.

Incl

ude

soci

al

entr

epre

neur

ship

de

velo

pmen

t in

dica

tors

as p

art o

f th

e m

onito

ring

and

repo

rtin

g m

echa

nism

• So

cial

ent

repr

eneu

rshi

p in

itiat

ive

prog

ress

trac

ked

and

repo

rted

in

annu

al re

port

s of t

he M

oYAS

nyk

s an

d n

ssIn

term

edia

te

May

201

8–O

ngoi

ngD

evel

oped

in

part

ners

hip

with

th

e rg

niy

d,

natio

nal l

evel

n

yks

and

nss

and

en

trep

rene

ursh

ip

deve

lopm

ent

acad

emic

in

stitu

tions

lik

e th

e In

dian

in

stitu

te o

f M

anag

emen

t (II

M),

etc

Action Plan

50


Act

ions

Act

iviti

esO

utco

mes

Targ

et g

roup

Prio

rity

(im

med

iate

/in

term

edia

te/lo

ng-t

erm

)Ti

mel

ine

Resp

onsi

bilit

y

5.

Crea

te fo

rum

s at

the

zona

l/sta

te le

vel

for N

YVs [

from

201

6 on

war

ds, N

YCs a

re

also

kno

wn

as N

YVs]

an

d d

ycs t

o sh

are

thei

r refl

ectio

ns fr

om

the

field

to le

arn

from

pee

rs o

n so

cial

en

trep

rene

ursh

ip

initi

ativ

es a

nd to

co

llabo

rate

on

such

pr

ojec

ts th

roug

h qu

arte

rly m

eetin

gs

• En

hanc

ed u

nder

stan

ding

of s

ocia

l en

trep

rene

ursh

ip d

evel

opm

ent

thro

ugh

volu

ntee

ring

prog

ram

mes

•

Enha

nced

cap

acity

of N

YCs a

nd

DYC

s and

impr

oved

stra

tegi

es a

nd

reso

urce

s to

colla

bora

te b

etw

een

yout

h w

orke

rs’ fo

rum

s to

supp

ort

yout

h en

trep

rene

ursh

ip

dyc

s and

nyc

sLo

ng te

rm

Dec

embe

r 201

8–O

ngoi

ngu

nV

and

moy

As

51

ConClusion

As mentioned throughout the document, the proportion of youth (ages 15–29) in India continues to increase. The NYP 2014 developed by the MoYAS provides a solid framework for addressing the increasing needs of youth and the various challenges facing young people today. Incorporating youth volunteerism and social entrepreneurship into youth programming and initiatives is a key component of increasing the economic and social success of the youth demographic.

The Action Plan detailed above incorporates four key strategies which help to better define youth volunteerism and social entrepreneurship: reshaping volunteerism to demonstrate long-term benefits for youth; recasting the volunteer programme as a capacity-building vehicle; building an ecosystem for the reimagined volunteering journey; and aligning and enabling internal organisational elements to support the reimagined volunteer programme. By integrating these four strategies into the actions and priorities of the plan, the NYP 2014 can be effectively implemented. NYKS and NSS programmes can also entice more youth volunteers as well as enable volunteers to develop the skills necessary to be successful social entrepreneurs.

52


APPendiCes

Appendix 1: 11 Priority Areas for National youth Policy 2014

Objective Priority Future imperatives

1. create a productive workforce that can make a sustainable contribution to India’s economic development

education Build system capacity and quality • Promote skill development and lifelong

learning

Employment and skill development

Targeted youth outreach and awareness • Build linkages across systems and

stakeholders • Define role of government vis-a-vis other

stakeholders

entrepreneurship Targeted youth outreach programmes • Scale-up effective programmes to build

capacity • Create customised programmes for youth

entrepreneurs • Implement widespread monitoring and

evaluation systems

2. Develop a strong and healthy generation equipped to take on future challenges

Health and healthy lifestyle

Improve service delivery • Awareness about health, nutrition and

preventive care • Targeted disease control programmes for

youth

sports Increase access to sports facilities and training • Promotion of sports culture among youth • Support and development for talented sports

persons

3. Instil social values and promote community service to build national ownership

Promotion of social values Formalise value education system • Strengthen engagement programmes for

youth • Support NGOs and for-profit organisations

working towards spreading values and harmony

Community engagement • Leverage existing community development organisations

• Promote social entrepreneurship

53

Appendices

Objective Priority Future imperatives

4. Facilitate participation and civic engagement at all levels of governance

Participation in politics and governance

Engage youth outside of the political system • Create governance mechanisms that youth

can leverage • Promote youth engagement in urban

governance

Youth engagement Measure and monitor effectiveness of youth• Create a platform for engagement with youth

5. Support youth at risk and create equitable opportunity for all disadvantaged and marginalised youth

Inclusion • Enablement and capability building for disadvantaged youth

• Ensuring economic opportunities for youth in conflict-affected regions

• Develop a multi-pronged approach to supporting youth with disability

• Create awareness and opportunities to prevent youth being put at risk

Social justice Leveraging youth to eliminate unjust social practices • Strengthen access to justice at all levels

54


Appendix 2: yDi indicators by Domain33

Domain Indicator

education Enrolment in secondary education

Literacy rate

Digital native rate

Health and Well-being Youth mortality rate

Mental disorder rate

Alcohol abuse rate

Drug abuse rate

hiV rate

Score on Global Wellbeing Index

Employment and Opportunity neet rate

Youth unemployment ratio

Adolescent fertility rate

Existence of account at a financial institution

Political Participation Existence of a national youth policy

Existence of voter education conducted nationally

Voiced opinion to official

civic participation Volunteered time

Helped a stranger

33 http://youthdevelopmentindex.org/.

55

Appendices

Appendix 3: List of Rural BPO Priority Areas

Companies

Adf

B2r

Desicrew

drishtee

E Gram IT

harva

Rural shores

Next Wealth

Tata group/Tata Business Support Services, a wholly-owned subsidiary of tata Sons Ltd

Source: www.ijbmi.org/papers/Vol(2)8/Version-1/F0281040049.pdf

56


Appendix 4: 100 Districts34

34 Statistics and Applications {ISSN 2454-7395 (online)}, Volume 14, Nos 1 and 2, 2016 (New Series) pp. 43-61, Development of Human Development Index at District Level for EAG States, Padam Singh1 and Satyendra Keshari2 (1Invision Communications and Research Pvt Ltd, New Delhi, 2TRIOs Development & Support Pvt Ltd, New Delhi, Received December 22, 2015; Revised: March 01, 2016; Accepted: March 08, 2016.

hDi Districts State health Education income hDiRanking index index index Values161 mainpuri uttar pradesh 0.3999 0.7412 0.4528 0.5120162 Maharajganj uttar pradesh 0.4495 0.6557 0.4549 0.5118163 Bhagalpur Bihar 0.5509 0.6601 0.3684 0.5117164 Rae Bareli uttar pradesh 0.5422 0.5875 0.4185 0.5108165 Kushinagar uttar pradesh 0.4772 0.6441 0.4328 0.5105166 unnao uttar pradesh 0.5599 0.5869 0.4036 0.5100167 Shahdol Madhya Pradesh 0.5375 0.6858 0.3572 0.5088168 Dhenkanal odisha 0.6513 0.5538 0.3613 0.5070169 Jhalawar Rajasthan 0.5719 0.4750 0.4728 0.5045170 Bhilwara Rajasthan 0.5647 0.4320 0.5216 0.5030171 moradabad uttar pradesh 0.4188 0.5592 0.5427 0.5027172 Sitamarhi Bihar 0.5235 0.6837 0.3538 0.5022173 Sant Kabir Nagar uttar pradesh 0.4751 0.5588 0.4714 0.5002174 Kaimur (Bhabua) Bihar 0.4999 0.6837 0.3646 0.4995175 Bhojpur Bihar 0.5721 0.6667 0.3258 0.4990176 purnia Bihar 0.5058 0.5946 0.4119 0.4985177 Lalitpur uttar pradesh 0.4676 0.6281 0.4188 0.4973178 Aligarh uttar pradesh 0.4213 0.5046 0.5586 0.4915179 Umaria Madhya Pradesh 0.5572 0.6430 0.3314 0.4915180 udaipur Rajasthan 0.5639 0.3921 0.5355 0.4910181 farrukhabad uttar pradesh 0.3859 0.6016 0.5088 0.4907182 Aurangabad Bihar 0.4276 0.6961 0.3892 0.4875183 Gopalganj Bihar 0.5341 0.6750 0.3150 0.4842184 Barwani Madhya Pradesh 0.5371 0.4662 0.4533 0.4842185 Amroha uttar pradesh 0.4625 0.4958 0.4892 0.4823186 Jehanabad Bihar 0.5245 0.6077 0.3517 0.4822187 Lohardaga Jharkhand 0.5971 0.7073 0.2642 0.4814188 Begusarai Bihar 0.4731 0.6632 0.3554 0.4813189 Damoh Madhya Pradesh 0.4908 0.6273 0.3619 0.4812190 Sambalpur odisha 0.7339 0.3716 0.4044 0.4796191 Gaya Bihar 0.5253 0.6514 0.3221 0.4795192 sidhi Madhya Pradesh 0.5399 0.7031 0.2880 0.4782193 chitrakoot uttar pradesh 0.4799 0.6334 0.3555 0.4763194 Garhwa Jharkhand 0.5533 0.7694 0.2527 0.4756195 Banda uttar pradesh 0.4772 0.5941 0.3782 0.4751

57

Appendices

hDi Districts State health Education income hDiRanking index index index Values196 Banswara Rajasthan 0.6155 0.4917 0.3539 0.4749197 Jamui Bihar 0.5131 0.6294 0.3306 0.4744198 chhatarpur Madhya Pradesh 0.4941 0.6073 0.3552 0.4741199 Mandla Madhya Pradesh 0.5974 0.6109 0.2907 0.4734200 Supaul Bihar 0.5080 0.5918 0.3507 0.4724201 Banka Bihar 0.4534 0.6713 0.3448 0.4717202 sirohi Rajasthan 0.5903 0.3247 0.5386 0.4691203 Tikamgarh Madhya Pradesh 0.4833 0.6421 0.3289 0.4673204 Debagarh odisha 0.6994 0.4865 0.2951 0.4648205 Buxar Bihar 0.4979 0.6644 0.3034 0.4647206 Nawada Bihar 0.5448 0.6234 0.2950 0.4645207 Deoghar Jharkhand 0.5364 0.5947 0.3135 0.4642208 Palamu Jharkhand 0.5311 0.6992 0.2679 0.4634209 fatehpur uttar pradesh 0.4386 0.5846 0.3835 0.4616210 Jaisalmer Rajasthan 0.4799 0.3651 0.5602 0.4613211 Kendujhar odisha 0.6455 0.4809 0.3158 0.4611212 Surguja Chhattisgarh 0.5051 0.6339 0.3026 0.4593213 Kannauj uttar pradesh 0.3721 0.6317 0.4117 0.4591214 Gajapati odisha 0.5915 0.4791 0.3364 0.4569215 Mayurbhanj odisha 0.7080 0.5148 0.2599 0.4558216 Dantewada Chhattisgarh 0.6119 0.5161 0.2983 0.4550217 sheopur Madhya Pradesh 0.4895 0.4985 0.3835 0.4540218 Balangir odisha 0.6682 0.4176 0.3344 0.4536219 Araria Bihar 0.5196 0.5721 0.3136 0.4535220 Jashpur Chhattisgarh 0.5755 0.6279 0.2554 0.4519221 Rampur uttar pradesh 0.4218 0.4397 0.4919 0.4501222 chatra Jharkhand 0.5181 0.6909 0.2540 0.4497223 giridih Jharkhand 0.5354 0.6288 0.2698 0.4495224 nuapada odisha 0.6307 0.4436 0.3239 0.4492225 Barabanki uttar pradesh 0.4347 0.5553 0.3639 0.4445226 panna Madhya Pradesh 0.4655 0.6396 0.2882 0.4410227 Baudh odisha 0.5623 0.5449 0.2767 0.4393228 Kaushambi uttar pradesh 0.4371 0.5139 0.3756 0.4386229 Kandhamal odisha 0.5904 0.5476 0.2562 0.4359230 Kalahandi odisha 0.6184 0.4138 0.3235 0.4358231 Pashchimi

SinghbhumJharkhand 0.5275 0.5451 0.2849 0.4343

232 Darbhanga Bihar 0.4876 0.5437 0.3089 0.4342233 Bareilly uttar pradesh 0.3837 0.3973 0.5178 0.4289234 Jalor Rajasthan 0.4817 0.3394 0.4789 0.4278235 godda Jharkhand 0.4632 0.5847 0.2835 0.4250

58


hDi Districts State health Education income hDiRanking index index index Values236 Siddharthnagar uttar pradesh 0.3529 0.4790 0.4524 0.4244237 Sahibganj Jharkhand 0.4822 0.5975 0.2648 0.4242238 Gumla Jharkhand 0.5365 0.7008 0.2004 0.4224239 gonda uttar pradesh 0.3301 0.5653 0.4027 0.4220240 dindori Madhya Pradesh 0.5478 0.5618 0.2415 0.4204241 Bargarh odisha 0.7380 0.3048 0.3301 0.4203242 Rayagada odisha 0.5705 0.3786 0.3208 0.4107243 Dumka Jharkhand 0.5245 0.5551 0.2329 0.4078244 Shahjahanpur uttar pradesh 0.3365 0.4917 0.4092 0.4076245 Vaishali Bihar 0.4332 0.5806 0.2686 0.4073246 Barmer Rajasthan 0.4094 0.3509 0.4572 0.4035247 sonbhadra uttar pradesh 0.3369 0.5962 0.3247 0.4025248 Jhabua Madhya Pradesh 0.5340 0.3008 0.4048 0.4021249 Pilibhit uttar pradesh 0.3630 0.4236 0.4217 0.4017250 etah uttar pradesh 0.2940 0.5001 0.4268 0.3974251 hardoi uttar pradesh 0.3565 0.4906 0.3424 0.3912252 kheri uttar pradesh 0.3313 0.4866 0.3639 0.3885253 Balrampur uttar pradesh 0.2951 0.4265 0.4123 0.3730254 koraput odisha 0.5502 0.3005 0.3008 0.3678255 sitapur uttar pradesh 0.3434 0.4212 0.3425 0.3673256 pakaur Jharkhand 0.4969 0.4148 0.2396 0.3669257 Malkangiri odisha 0.5117 0.3881 0.2473 0.3662258 Bahraich uttar pradesh 0.2888 0.3240 0.3404 0.3170259 Shrawasti uttar pradesh 0.2209 0.3961 0.3578 0.3152260 Budaun uttar pradesh 0.2066 0.3073 0.4262 0.3002261 Nabarangapur odisha 0.5155 0.1777 0.2485 0.2834

59

Appendices

Appendix 5: the hourglass Model

Social EntrEprEnEurialSocial ExpErimEntS

Government Schemesincluding Stand-up india, Startup indiarecognising budding social entrepreneurs

linking with existing schemes and incubators

Social EntrEprEnEurialSocial ExpErimEntS

60


Arimpoor, J. 1983. Indian Youth in Perspective: A Research Study. Tirupattur Department of Social Work, Sacred Heart College.

Bhasin, Agrima et al. 2014. India Exclusion Report. Retrieved from http://www.indianet.nl/pdf/IndiaExclusionReport2013-2014.pdf.

Cabinet Secretariat Government of India. 2006. Social, Economic and Educational Status of the Muslim Community of India. Retrieved from http://mhrd.gov.in/sites/upload_files/mhrd/files/sachar_comm.pdf.

Cart, W. 2008. Education for Citizenship. In James Arthur and Ian Davies (eds), Citizenship Education. New Delhi.

DeSouza, Peter, Sanjay Kumar, and Sandeep Shastri. 2008. Indian Youth in a Transforming World. Retrieved from https://us.sagepub.com/en-us/nam/indian-youth-in-a-transforming-world/book234348.

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International Labour Organization. 2013. Youth employment and unemployment: An Indian Perspective. Retrieved from http://www.ilo.org/newdelhi/whatwedo/publications/WCMS_211552/lang--en/index.htm.

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Lukose, Ritty. 2005. Consuming Globalization: Youth and Gender in Kerala, India. University of Pennsylvania: Graduate School of Education. Retrieved from http://repository.upenn.edu/cgi/viewcontent.cgi?article=1029.

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referenCes

61

Arimpoor, J. 1983. Indian Youth in Perspective: A Research Study. Tirupattur Department of Social Work, Sacred Heart College.

Bhasin, Agrima et al. 2014. India Exclusion Report. Retrieved from http://www.indianet.nl/pdf/IndiaExclusionReport2013-2014.pdf.

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