1.State of the field in YouthenterpriSe, emploYment andlivelihoodS developmentA Guide for Programming, Policymaking,and Partnership BuildingAlso includes information on: 316 recently released articles,books, case studies, handbooks,interviews, publications, reports,technical briefs, toolkits, and portals. 27 learning events related toyouth enterprise, employmentand livelihoods developmentthat take place in 2011.In partnership with:THE WORLD BANK

2. Table of ContentsChapter 1Chapter 2 Chapter 3 Chapter 4Chapter 5Conclusion Annexes STATE OF THE FIELD IN YOUTH ENTERPRISE, EMPLOYMENT AND LIVELIHOODS DEVELOPMENTA Guide for Programming, Policymaking and Partnership Building To provide feedback or other comments on this publication, please contact:whitney@makingcents.com Skype: MakingCentsConference www.makingcents.com www.YouthEconomicOpportunities.org www.yfslink.org 2011 Making Cents International. All rights reserved, including the right of reproduction in whole or in part in any form.Written permission from Making Cents International is required before extracting any section of this publication. If any contentis used, a reference of this publication is required. All information in this publication is verified to the best of the authors ability. First printing, February, 2011, in the United States of America. 3. Table of Contents Chapter 1Chapter 2 Chapter 3Chapter 4Chapter 5 Conclusion Annexes All presentations and presentation material fromMaking Cents Internationals 2010 Global Youth Enterprise & Livelihoods Development Conference can be accessed at: http://www.youthenterpriseconference.org/agenda_2010.asp.To download Making Cents Internationals previous post-conferenceState of the Field publications, please visit: www.makingcents.com or www.YouthEconomicOpportunities.org.Join us at the 2011 Global Youth Economic Opportunities Conference September 7-9, 2011 in Washington, DC! For more information, please visit: www.YouthEconomicOpportunities.org. Visit the new YFS-Link portal: www.yfslink.org. The one-stop-shop for information on Youth-Inclusive Financial Services. To learn more about Making Cents Internationals projects,curricula and services, please visit: www.makingcents.com. 4. Table of Contents Chapter 1Chapter 2Chapter 3Chapter 4Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentTable of ContentsLetter from Making Cents International.............................................. 3Acknowledgements ................................................................. 4Executive Summary................................................................. 7Introduction ....................................................................... 15Chapter I: Youth Enterprise Development........................................... 21Chapter 2: Workforce Development................................................ 39Chapter 3: Youth-Inclusive Financial Services........................................ 51Chapter 4: Adolescent Girls & Young Women........................................ 75Chapter 5: Monitoring, Evaluation & Impact Assessment............................ 87Conclusion........................................................................ 99Annex I: Acronyms................................................................108Annex II: Definitions..............................................................109Annex III: 2009-2010 Articles, Briefs, Interviews, Papers, Technical Notes.............112Annex IV: 2009-2010 Books, Reports, Studies .......................................131Annex V: 2009-2010 Case Studies..................................................148Annex VI: Internet-Based Resources (Portals and Websites) ..........................153Annex VII: Toolkits, Guides, Handbooks, and Manuals...............................161Annex VIII: 2011 Learning Events Related to Youth Enterprise, Employment, Financial Services and/or Livelihoods Development.................167Annex IX: List of Participating Organizations in 2010 Global Youth Enterprise & Livelihoods Development Conference.........................172Annex X: 2010 Global Youth Enterprise & Livelihoods Development Conference Agenda.............................................................1761 5. Table of Contents Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development 2 6. Table of ContentsChapter 1 Chapter 2Chapter 3 Chapter 4 Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentDear Colleagues,This 2010 State of the Field publication is a synthesis of the key findings, lessons learned, and recommended nextsteps that more than 400 leaders from 63 countries examined at Making Cents Internationals fourth Global YouthEnterprise & Livelihoods Development Conference. The conference was hosted by the Inter-American DevelopmentBank September 15-16, 2010 in Washington, DC. Its demand-driven learning agenda enabled practitioners,policymakers, funders, researchers, and youth entrepreneurs to challenge assumptions, take stock of programmingdone to date, and examine gaps in understanding that we as a global community need to address if we are toeffectively increase and improve economic opportunities for young people.Conference participants shared their experiences and ideas through the following 2010 conference tracks: YouthEnterprise Development; Workforce Development; Youth-Inclusive Financial Services and FinancialCapabilities; Adolescent Girls and Young Women; and Monitoring, Evaluation and Impact Assessment.Participants discussed a variety of topics, such as how to effectively conduct market research to design appropriatefinancial products and services for youth, how to develop high-impact economic empowerment programs for girls,and how to serve both youth and employers by taking a dual client approach with youth workforce development.Participants left the conference with enhanced technical capacity, new partnerships, and access to fundingopportunities.I would like to take this opportunity to express Making Cents sincere appreciation to all of the conference partners,Global Advisory Committee Members, presenters, exhibitors, advertisers, and participants who committed theirtime and expertise to the 2010 learning program. In particular, I would like to recognize RTI International, theconferences Platinum Plus sponsor and the sponsor of the Workforce Development chapter of this publication; TheMasterCard Foundation, which provided a scholarship fund to facilitate participation in the conference and partneredon this publication, and whose collaborations on youth-inclusive financial services have exponentially moved thissector forward; to the Nike Foundation, which supported the development of the chapter on Adolescent Girls & YoungWomen; and to ImagineNations Group for its committed support of the conference and publication since the inauguralconference in 2007.This publication builds upon the information that was shared via Making Cents three previous post-conferencepublications. The 2007, 2008, and 2009 post-conference State of the Field publications are downloadable from: www.YouthEconomicOpportunities.org. They have been downloaded 3,000 times in more than 200 countries to date, whichshows the high demand for this information globally. Making Cents is interested in hearing how the conference and itsresulting publication have made an impact on you and the work youre doing; please let us know.As we are quickly approaching the fifth anniversary of our global conference, Making Cents is excited to announcethat the Global Youth Enterprise & Livelihoods Development Conference has a new name: Global Youth EconomicOpportunities (GYEO) Conference. The new name is inclusive of the diverse programming being implementedby stakeholders working to increase and improve economic opportunities for young people. It also reflects the evolvingnature of this conferences demand-driven learning agenda. We look forward to your active participation in the 2011conference, which has as its theme: breakthroughs in youth enterprise development, youth workforce development,youth-inclusive financial services, and youth livelihoods development. We hope you will play an active role in buildingthe evidence base of proven approaches that have the potential to achieve scale in a sustainable way.Sincerely,Fiona MacaulayFounder and President, Making Cents InternationalFiona@makingcents.comSkype: fmacaulay 3 7. Table of Contents Chapter 1Chapter 2 Chapter 3 Chapter 4 Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentAcknowledgementsMaking Cents International wishes to acknowledge and thank the hundreds of organizations and individuals thatcontributed to building the 2010 learning program. This publication is the result of a yearlong collaborationwith partners that support youth enterprise, employment, and livelihoods development around the world.Thank you to RTI International for their support of the Workforce Development trackat the 2010 Conference and for providing the Lead Writers, Andrew Baird and EsteraBarbarosa, for the Workforce Development chapter of this publication. We would alsolike to make a special acknowledgement to the following additional RTI staff memberswho contributed in various ways to the 2010 conference and publication: Gayle Schwartz for her involvementon the Global Advisory Committee, assistance with shaping the Workforce Development track, and technicalreview of the Workforce Development chapter; and Christy Crais and Haden Springer who served as sessionreporters and organized the RTI reception. Making Cents thanks The MasterCard Foundation for a scholarship fund that facilitated youth participation in the 2010 conference, and for collaborating on the Youth-Inclusive Financial Services Linkage (YFS-Link) program and conference track. Making Cents greatly appreciates its partnership with The MasterCard Foundation to expand economic opportunities for youth in developing countries. This strategicpartnership is built on the mutual belief that given the opportunity to learn and build their human and financialassets, young people have the potential to transform their lives and improve the economic opportunities of theirfamilies and communities.Thank you, Rick Little, Alan Fleischmann, the rest of the ImagineNations team, andalso their Global Partnership for Youth Investment with the World Bank Group forenvision engage empowerTMtheir contributions to the conference and post-conference publication. A specialacknowledgement to the following ImagineNations staff members who served as sessionreporters: Elizabeth Dowling, Anna Elfing, and Stefanie Harrington.Making Cents would also like to express its sincere appreciation to the Nike Foundation for its support of thechapter on Adolescent Girls & Young Women, and for its global initiatives that support the girl effect(www.girleffect.org). Making Cents shares the Nike Foundations commitment to drive resources, change thesystem, show the impact, and spread the word on how to effectively work with and support adolescent girls andyoung women around the world.Additionally, Making Cents recognizes the significant contribution of Chemonics International to the 2010conference and this State of the Field publication. We have greatly appreciated our long-term collaborationwith Chemonics on high-impact international development initiatives that promote meaningful change and helppeople live healthier, more productive, and more independent lives.Making Cents International also recognizes and acknowledges the contributions ofour staff and consultants to the publication:Fiona Macaulay, Founder and President: Strategic Direction and ReviewWhitney Harrelson, Associate Director,Youth Enterprise & Livelihoods Development:Publication Manager and Conference DirectorElena Reilly, Consultant: Publication Coordinator, Lead Writer of Chapters on Enterprise Development,Adolescent Girls & Young Women, and Monitoring, Evaluation & Impact Assessment4 8. Table of Contents Chapter 1Chapter 2Chapter 3 Chapter 4 Chapter 5 ConclusionAnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentLara Storm-Swire, Lead Writer of Chapter on Youth-Inclusive Financial ServicesDavid James-Wilson, Contributing Writer for Chapter on Youth-Inclusive Financial ServicesVeronica Torres, Director,Youth Enterprise & Livelihoods Development: ReviewVeleka Burrell, Manager, New Business Development: Copy EditingLindsey Witmer, Coordinator,Youth Enterprise & Livelihoods Development: Development of AnnexesRon Ivey, Executive Vice President, New Business Development and Technical Assistance: ReviewThank you also to the presenters who reviewed sections of the publication pertaining to their presentations, and to the following conference sponsors that helped make the content possible.CONFERENCE HOST PLATINUM SPONSORInter-American Development Banks RTI International IDB YOUTH ProgramGOLD SPONSORS BRONzE SPONSORS ImagineNations GroupAcademy for Educational DevelopmentUSAID Chemonics International EQUIP3Education Development CenterInternational Rescue Committee Plan InternationalCOPPER SPONSORSYOUTH SCHOLARSHIP SPONSORSCHF International The MasterCard FoundationInter-American Foundation 5 9. Table of Contents Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development 6 10. Table of Contents Chapter 1 Chapter 2Chapter 3 Chapter 4 Chapter 5 Conclusion AnnexesExecutive SummaryEXECUTIVESUMMARY 11. Table of Contents Chapter 1Chapter 2Chapter 3 Chapter 4Chapter 5ConclusionAnnexes State of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentExecutive SummaryAll over the world, every day, young men and women open a bank account, launch a business, receive theirExecutive Summaryfirst paycheck, save for their education, contribute to their families, and find safe and rewarding ways toachieve their economic goals. Those seemingly small successes can have lasting impacts on young peopleslives. Economic opportunities help many young people avoid risky behavior, adopt new technologies, findsolutions to social problems, and engage with others. Those successes can reverberate through families,communities and local economies.Young people can inject new talent into the work and marketplace. Theycan shake-up the status quo, questioning harmful social practices. But they need adults, as well as institutions,to give them access to services, eliminate barriers, and guide them on their way. And the worlds more than1.8 billion young people1 deserve many more successes.The youth enterprise, employment and livelihoods development (YEELD) field has been growingand evolving to respond effectively to two critical issues: the youth population surge and global youthunemployment crisis. With the largest youth population in the history of the world, developing economiesstruggle to provide economic opportunities, as well as health and education services, for such a largedemographic. The need for a youth focus is especially acute in fragile states, conflict-affected areas, andcountries where the majority of the population is under age 30, but it exists to varying degrees throughoutthe world.The recent global economic crisis has exacerbated challenges related to youth unemployment, impactingboth developed and underdeveloped economies at unprecedented levels. During the economic crisis, youthunemployment experienced the sharpest increase ever, rising from 11.9 percent in 2007 to 13 percent at theend of 2009 for a total of 81 million unemployed young people.2 For those young people, formal employmentand the social protection it affords remains out of reach; they dedicate themselves to the informal market,work for their families, and subsist on whatever opportunities arise. By channeling youth energy andinnovation towards safe and viable economic opportunities, both in the formal and informal sector, youngpeople can contribute to vibrant economies, peaceful societies, and healthier and better educated people.Making Cents Internationals 2010 Global Youth Enterprise & Livelihoods Development Conference convenedmore than 400 stakeholders from 63 countries to share key findings and lessons learned, discuss commonchallenges, and reflect on next steps needed for the maturation of the YEELD field. This publication providesa snapshot of how 400 conference participants from 63 countriesthose who design, implement, monitor,evaluate, and fund programs and policies in this fieldwork to create impact, influence policy, and achievescale and sustainability. As the field advances and more people dedicate time, resources and energy to YEELD,it is important to take stock and chart the way forward. At the 2010 conference,YEELD stakeholdershighlighted the following overall advances and recommendations for the field:Focus on policy change. Governments need assistance to effectively support youth livelihoods. Policies should build on lessons learned in programs or pilots, bridge the gap between education1 The Inter-Agency Network for Youth Development estimates that there are approximately 1.8 billion young people ages 10-24 years in the worldtoday. The United Nations Population Division estimated that the global youth population (ages 15-24 years) in March 2009 was 1.1 billion youthApproximately 90 percent of young people ages 15-24 live in the developing world. www.un.org/esa/population/publications/wpp2008/pressrelease.pdf. Note that global youth statistics can vary depending on the age range considered.Young people are considered to be inclusive ofchildren in their early adolescence.2 International Labour Office. Global Employment Trends for Youth: Special issue on the impact of the global economic crisis on youth. Geneva:August 2010. http://www.ilo.org/wcmsp5/groups/public/---ed_emp/---emp_elm/---trends/documents/publication/wcms_143349.pdf.Youthunemployment rates track young people ages 15-24, when young people in many countries are legally allowed to engage in formal employment. 8 12. Table of Contents Chapter 1 Chapter 2Chapter 3Chapter 4 Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development systems and the market, institutionalize support for young people, and remove antiquated policy barriers that prevent young people from accessing the services and education opportunities they need.Build a more nuanced knowledge base of what works. The knowledge base is startingExecutive Summary to grow and expand; deepening and disseminating this knowledge is a critical next step. Examining what works and for whom, as well as what doesnt work, strengthens learning and contributes to more intentional programs.Mobilize donors. The number, type, and sophistication of donors funding the field indicate a growing understanding of the impact programs can have on youth, economies, and nations. Donors realize that youth as a demographic are critical to reaching socio-economic development objectives. Investment horizons of three to ten years allow for depth, impact and significant contributions to the evidence base.Listen to and engage young people. Practitioners and policymakers have increased access to the tools, expertise, and guidance necessary to engage young people in program design, implementation, monitoring, and evaluation. The field still has to create stronger policy and institutional environments that give voice to young people and inspire authentic engagement with them.Work with young people as partners. Understanding young peoples vulnerability is critical. Equally critical is acknowledging their potential to transform their own lives and communities; and also ensuring that youth development professionals, educational leaders, policy-makers, families, and community members do as well.Promote cross-sectoral approaches. Holistic programs reflect the way young people live their lives; address the interconnected nature of economic opportunities and HIV/AIDS, reproductive health, and education; and can strengthen outcomes across those various domains. Avoiding silos of development, and convincing all partners to invest in and work with youth, remains a challenge.Create networks to advocate and promote the field. National, regional, and global networks connect young people and stakeholders via technology or other types of exchanges. They publicize successes in the field, communicate its importance to policy-makers, and share new approaches and research. This is an important start but more needs to be done to organize concerted advocacy efforts. While important advances have been made in the field, stakeholders remain dedicated to its continued maturation. Details about how to fund, design, implement, evaluate, and improve YEELD programs, especially in certain contexts and with specific populations, need to be refined. Many of those gaps are highlighted as next steps in the chapters of this publication. The five tracks for learning at the 2010 conference included: youth enterprise development; workforce development; youth-inclusive financial services and financial capabilities; adolescent girls and young women; and monitoring, evaluation and impact assessment. Overlap exists between the tracks. For example, the success of youth enterprise development programs is often dependent on young peoples access to financial services. Workforce development programs may include entrepreneurial components and vice versa. Monitoring, evaluation and impact assessment, as well as gender considerations, are common to all tracks. Key findings from each of the tracks are summarized below. 9 13. Table of Contents Chapter 1 Chapter 2Chapter 3 Chapter 4 Chapter 5ConclusionAnnexes State of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentYouth Enterprise Development (YED)Youth enterprise development programs encourage and support the entrepreneurial behaviors that youngpeople need to devise innovative solutions to social or business problems, create and sustain small businesses,Executive Summaryand succeed in employment.Young entrepreneurs now benefit from national networks, experienced mentors,resource-filled websites, online communities, supportive organizations, market-driven capacity building,unique partnerships, and more youth-friendly financial services. Participants in the 2010 conference reflectedon how to mobilize policy-makers, link to mentors in the private sector, and encourage schools to promoteentrepreneurial behaviors, creativity, and positive risk-taking. Tailoring approaches to support diverse types ofentrepreneurs, from small-scale to high growth entrepreneurs, was also discussed.Workforce Development (WFD)Workforce development programs strive to provide relevant and accessible training, education, anddevelopment opportunities so that young people can secure meaningful employment in rapidly changingeconomies. This new sector continues to address key issues critical to its evolution: balancing public andprivate sector investment, addressing the supply and demand sides of WFD, ensuring that marginalizedyoung people access services, and strengthening educational institutions to create sustainable workforcedevelopment solutions. Innovative experiences partnering with high-growth sectors, involving youth andfamilies, and designing dual-client approaches that address both youth and employers needs are a few of theexperiences highlighted here.Youth-Inclusive Financial Services and Financial Capabilities (YFS and YFC)Young people depend on access to youth-friendly financial services to secure their livelihoods, manage andcontrol their assets, and make wise financial decisions for their future. Participants in the 2010 conferencediscussed how to identify the youth sub-segments of existing markets, develop new youth-friendly products using both formal and informal models by using market research to adapt existing products, andutilize innovative delivery approaches and channels including the use of technology to reach youth.Partnerships between financial institutions and youth-serving organizations can lead to more holisticprogramming and offer unique opportunities for quality, sustainability, and scale. Microfinance institutionsoffering youth products as part of their competitive strategies are now convincing peers of the business casefor investing in youth; powerful arguments that will undoubtedly lead to the continued advancement of thesector.Adolescent Girls and Young Women (AGYW)Important investments in YEELD programming for adolescent girls and young women have contributedto more sophisticated and intentional programming for this population. Exciting programs embrace theempowerment side of the economic equation, counteracting unacceptable situations of vulnerability enduredby millions of girls and young women. Participants discussed how to refine program delivery models, designgirl-friendly and girl-designed financial products, integrate girls into value chains, and expand pre-existinglivelihoods programs to include girls. 10 14. Table of ContentsChapter 1Chapter 2 Chapter 3Chapter 4 Chapter 5ConclusionAnnexes State of the Field in Youth Enterprise, Employment, and Livelihoods Development Monitoring, Evaluation and Impact Assessment (M&E) Practitioners, donors, policy-makers and other stakeholders acknowledge that while employment or financial statistics tell an important story, the building blocks of young peoples success may be more subtle and needExecutive Summary to be measured at the individual level. The sector advances in finding viable ways to measure the outcomes and impacts of interventions designed specifically to increase and improve a young persons employability, life, financial, and entrepreneurial skills and access to finance, mentors, and other resources. More sophisticated and standardized M&E tools, meta-analyses of evaluations, reflections on operational and capacity-related challenges for M&E, and careful considerations of gender-responsive M&E characterized the dialogue on this track at the conference. Whats next? Several ways forward emerged from presentations, conversations, panels, and participants at the 2010 conference. They include the following: Develop more targeted, intentional programming for specific youth populations.Theories of change should reflect a nuanced understanding of population sub-sectors and howYEELD programming will add value to young peoples lives and contribute to the social andeconomic progress of their communities. Stakeholders, whether deciding to invest in girls, earlyadolescents, street children, or high-growth entrepreneurs, should map a path for change based aclear understanding of the young peoples life cycle and the individuals and institutions that make upa young persons environment. Determine which models and approaches merit being taken to scale and advocate forthem. The development of the YEELD evidence base still lags behind the pace of implementation.Despite advances, the field still needs a more detailed understanding of which models andapproaches are most effective for a particular context, population, or problem and why and whenthey are most effective. That knowledge should then inform advocacy, national-level policy change,and additional investment. Research is also needed to prove more explicitly the connection betweenYEELD programs and poverty alleviation, demonstrating which youth interventions impact localand national economies. Use partnerships to fill current gaps and broaden the reach of the YEELD field.Partnerships offer the potential for scale and allow specialized organizations to complement eachothers expertise, resources, and geographical focus. Given the time and resources necessary todevelop effective partnerships,YEELD stakeholders should strategically partner with organizationsto fill existing knowledge or coverage gaps and advance the field. Communicating with partnersabout practical, field-level issues should be prioritized as the best-designed programs can be undoneby operational challenges during implementation. Maximize the use of media and technology in YEELD programs.Technology and mediaoffer intriguing opportunities to reach scale, expand services, lower operating costs,democratizeparticipation, and keep programming relevant to a dynamic world. Questions about access totechnology and mediawho gets left behindneed to be addressed, as do questions about thequality and purpose of content for both new types of social media and old television, radio, andprint media. Both media and technology continue to offer entrepreneurial opportunities for youngpeople as early adopters of technology.11 15. Table of Contents Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentLearn More and Participate in the 2011 ConferenceParticipants in the 2010 conference left with ideas, fresh perspectives, tools, publications, pamphlets, CDs,websites, and advice from colleagues. They also left with affirmations and challenges. Their leading affirmationExecutive Summarywas that youth enterprise and livelihoods development programs offer new hope for transforming the youthproblem into a youth solution. Their challenge is to fix the shortcomings in their programs, build newpartnerships, publish and share the results of their initiatives, find new ways to achieve sustainability, and taketheir intervention(s) to scale. Their other challenge, and the challenge for those who did not participate in theconference, is to read this publication, review the ideas and experiences represented, consider the questionsit raises, read the annexes that lists additional resources and 2011 learning events, and apply the relevantguidance and information provided to their work. We also hope you will visit the conferences agenda pageto review the 2010 presentation material (www.youthenterpriseconference.org/agenda_2010.asp), sendfeedback, and register to attend the 2011 conference as presenters or participants.As more and more young people come of working age without a clear pathway for economic security, civicengagement, or personal fulfillment,YEELD stakeholders must continue to come together as a learningcommunity. The need is as urgent as ever to create and sustain impact at scale for young people. We invite youto continue participating, consolidating learning, reflecting on achievements, filling gaps, and advancing thefield.12 16. Table of ContentsChapter 1 Chapter 2Chapter 3Chapter 4Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentVoices: Why Should We Be Talking About Youth?Executive SummaryThe following visionaries and thought leadersWe, the old people (and I dont like to say this), arereflected on the critical role that young people can comfortable consuming. But we need more making.play in global development. They offer their opinionsYoung people are well-positioned to re-invent economies.on why we need to create economic opportunities forYoung people are capable of initiatives, if those areyoung people and how we can best support youth toenabled. My vision is that out of extreme conditions [likebring about positive change. slums] emerge new ideas on how to construct. In the global slum and city, people are motivated to initiateThe average age in Latin America and the Caribbean is rather than just consume.26 years old; there are a billion youth in the region. Manyof the countries in the region are nearing incomes of theDr . Saskia Sassen, Robert S. Lynd Professordeveloped world. That tells us about the opportunities we of Sociology and Member, The Committee onhave today. There is a direct link between developmentGlobal Thought, Colombia University. Dr. Sassenand youth development. The region has the highest emphasized the importance of nurturing talent andcellular phone penetration in the world. What will we doproduction in the poorer sectors as the middle classwith that technology?will take care of itself and our economies need tobetter distributed.Mr . Luis Alberto Moreno, President, Inter-American Development Bank (IDB). In addition to speaking For more information about her research, see about the importance of technology, Mr. Morenowww.saskiasassen.com. discussed the importance of scaling-up initiativesWe have studied changemakers and learned from social through partnerships and collaboration, and seeingentrepreneurs. We found that they start early. Changes and promoting youth as agents of change for their they brought about as young people inspired a lifelong communities.mission. An adult mentor encouraged them to pursueFor more information about youth and the IDB, seeideas. They work in teams. They are empathetic andwww.iadb.org/idbyouth. understand other peoples situations.Young people are the single most untapped resource forMs . Diana Wells, President, Ashoka. In addition toeconomic growth and better governance. With the right discussing characteristics of social entrepreneurs,investments in young people, we have the opportunity to Ms. Wells discussed the importance of participation,change the planet. We need to start by listening to young asserting that more people need to have a role andpeople and creating the supportive environments thatrealize that they are part of the conversation. Sheenable us to do so.and other panelists agreed that shining a light onstories about changemakers can promote positiveMs . Reeta Roy, President and CEO, The MasterCardideas about youth and encourage engagement. Foundation. Ms. Roy discussed how to empower young people to create their own pathways, andFor more information about Ashoka, how we need to broaden the formal education see www.ashoka.org. system and teach marketable skills for a 21st Century economy.For more information about The MasterCardFoundation, see www.themastercardfoundation.org.13 17. Table of Contents Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentExecutive Summary14 18. Table of Contents Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Conclusion Annexes Introduction INTRODUCTION 19. Table of Contents Chapter 1Chapter 2 Chapter 3Chapter 4 Chapter 5 Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development INTRODUCTION A . Why Youth Enterprise, Employment, and Livelihoods Development? Young men in Jamaican slums enter the value chain of the US$6 billion ornamental fish industry. Andean artisans contribute traditional designs to the world of high fashion. Blind Colombian children benefit from the ingenuity of local engineering students. Central American coffee farmers connect to fair-trade retailers. Brazilian teenagers transfer skills learned on the soccer field to the workplace. High school students analyze the ethical consequences of their role in the marketplace. And like many of the young entrepreneurs behind these success stories, practitioners in the youth enterprise, employment, and livelihoods development (YEELD) field catalyze and support the creative, social and entrepreneurial potential of young people for a greater social and economic good.YEELD programs may: Protect youth from trafficking, sexual exploitation, unsafe labor, risky behaviors or recruitment intocriminal or armed groups that destabilize countries and threaten global security. Empower young people, especially girls or other marginalized populations, by promoting their safeIntroductionparticipation in local economies and in their communities. Support educational systems to improve quality and relevance, teach entrepreneurial behaviors, andassist young people to translate ideas for income-generation into the local marketplace. Prepare young people for formal employment in traditional and growth economies in their localcontexts through public and private partnerships that bridge the learning and earning divide. Provide access to age-appropriate financial services to give young people control over their assetsand the guidance they need to make informed financial and life decisions. YEELD programs make sense for economies, societies and nations: economies depend on the continual flow of talent and new ideas into the workforce and marketplace, societies depend on empathetic individuals to devise solutions to vexing social problems; and nations benefit from a young, productive, and engaged citizenry that contributes to socio-economic growth, builds the private sector, and develops civil society. The YEELD field must continually advance by building on past experiences, documenting lessons learned, assessing impact, filling knowledge gaps, and developing richer and more sophisticated evidence-based approaches that have been proven effective. The 2010 Global Youth Enterprise & Livelihoods Development Conference convened more than 400 practitioners, educators, funders, policy-makers, researchers, and youth entrepreneurs from 63 countries to focus on that task. The conference provided a learning platform to reflect on the fields advances and chart a shared course for the next 10 to 20 years. Participants learned about new tools, debated promising practices, shared successes and failures, networked with colleagues, and engaged with visionaries. The 20103 conference responded to the same impulse that drove the organization of the first event in 2007.4 a need to better understand how to increase and improve economic opportunities effectively for young people around the world. The 2010 conference, in its fourth year, continued to tackle issues of global relevance. Statistics paint a bleak picture for adolescents and youth. Nine out of ten of the worlds young people live in developing countries.3 Over 81 million young people were unemployed in 2009, 7.8 million people more than in 2007.4 Formal employment, and the social services that frequently accompany it, remain out of reach for millions; young 3 http://www.ilo.org/wcmsp5/groups/public/---ed_emp/---emp_elm/---trends/documents/publication/wcms_143349.pdf, page. 1 4 Ibid, page. 1 16 20. Table of Contents Chapter 1 Chapter 2Chapter 3 Chapter 4 Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods Development people must seek the economic opportunities they need to continue education, stay healthy, build their future, and support their families. Since young people are key to developing strong families, open societies, fair governments and vibrant local and national economies, the situation calls for a comprehensive response. With access to appropriate educational and financial services, guidance and social support, and facilitating policy environments, the youth problem becomes an opportunity. B . What Are The Key Ingredients Of Youth Enterprise And Livelihoods Development Programs? Participants in the 2010 conference deliberated over key ingredients that are necessary to include in programming and policymaking in order for young people to obtain a decent job or start a successful business. The following are key ingredients that participants agreed lead to high-impact YEELD initiatives:Connection with classrooms. Connecting with school systems or other formal learning institutions provides YEELD programs opportunities to bridge the learning and earning divide, impact large numbers of young people, and influence national policy through curriculum change. Introduction Some YEELD programs, such as workforce development with in-school youth or financial education for children, may be based entirely in schools. Other programs may focus on out-of-school young people or employ a hybrid approach, focusing on non-formal education but connecting with traditional classrooms when necessary.Access to financial products, services and education. Financial products, services, and education are the basic building blocks of the YEELD field. Without access to financial products and services, young people often cannot save income, receive credit to start small businesses, or control their assets. Financial education can complement life skills, entrepreneurial education and other learning components offered in YEELD programs. Services may be offered by commercial banks, informal savings and loan arrangements, schools, or through family members. Mentors or peer leaders also serve to guide young people as they develop entrepreneurial, financial, and life skills.Private sector partnerships. YEELD programs are intimately connected to local economies. In most cases, young people are already actors in their local marketplaces, though their contributions may not be recognized. Private sector partnerships allow YEELD programs to tap into available resources, uch as mentors, meeting space, and products that can serve as in-kind donations. They can also help ensure YEELD programs are market-led. In many cases, private sector partnerships benefit both the private sector company and the individual client(s) since young people or their families may become new clients for businesses or banks. Financial services, value chain approaches, micro-franchising, internships, and mentoring all involve private sector partnerships.Enabling environments for systemic change. YEELD pilots or small-scale programs serve to test delivery mechanisms, refine financial services or products, target marginalized young people, and improve the lives of a select group of young people. Nevertheless, program impact will be limited to a geographic area or a target group unless programs also take a macro-level approach to policy change. That policy change will be context-dependent; it might mean allowing minors to open bank accounts, integrating entrepreneurial education into the formal school system, or requiring both public and private financing for workforce development. Whatever the change, a focus on the enabling environment will allow for impact beyond a limited geographic area or target group. 17 21. Table of ContentsChapter 1Chapter 2 Chapter 3Chapter 4 Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods Development C . How Can We Engage Young People As Participants And Partners In Development? Youth engagement and participation emerged as a key ingredient that cross-cut all conference tracks. Successful YEELD and youth development programs engage young people as active participants in their own development and partners in the development of their communities. Engaging youth begins with the belief that young people are capable of developing successful economic and social initiatives when given the appropriate support. Listening to young people is also an important step in design, implementation, and evaluation phases of programming and policymaking.Young people can share which YEELD program and policy components would be most effective to them in securing employment, starting a business, and utilizing financial services. Resources exist within the YEELD field to assist stakeholders to guarantee authentic engagement and participation by young people. Many resources are documented throughout the publication though the following ones deserve a special highlight: Web-based networks and social media for youth and youth-serving organizationsIntroductionconnect young people to organizations and opportunities that exist close to home and on the globalstage. They allow young people to drive the conversation and provide support and resources whennecessary. Media outlets can promote positive images of young people, communicating to youth andthe general public the impact that young people can have on their communities. They may usecelebrities or other traditional media channels to access young people who are not participating inyouth development or YEELD programs. Youth representatives tell their stories, highlighting their path to success and explainingwhich types of support helped them achieve their goals. Testimonies from young people can helpYEELD practitioners understand what young people need to succeed and what facilitates youthparticipation. The following section describes the experiences of several young entrepreneurs, orthose who support them. The following pages of this publication are rich with examples of how various organizations navigated through complex operating environments to impact the lives of young people throughout the world. Many of those organizations explain how young people were engaged in various steps of program design, implementation, and evaluation. Other organizations share how: Projects were tailored to fit the particular context of a given country or target population or adjusted to respond better to young peoples needs or a changing operating context. Partnerships allowed them to combine resources and expertise to make an idea a reality. They created a tool to fill a programming need or create guidance based on their YEELD experiences. Monitoring and evaluation results led them to think differently about their programming. Given the diversity and number of organizations sharing their experiences, the following section will assist readers to know how best to use the publication to meet their learning needs or particular interests.18 22. Table of ContentsChapter 1Chapter 2 Chapter 3 Chapter 4Chapter 5 Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentVoices: Young Entrepreneurs Speak to their ExperiencesMarcella Echavarria began as a journalist and anhis friends designed and tested a device that wouldaficionado of traditional handicrafts in Colombia and help blind children distinguish and feel colors, thusthe Andean region. After connecting with artisans allowing them to participate in the world and have athroughout Latin America, she cold-called Donna more fulfilling experience in traditional classrooms.Karan in New York, looking for a connection to theOver a period of years, DUTO S.A. and its IRIS projectfashion world. From that fortuitous moment, she have received international recognitions. People toldlaunched her own company, SURevolution, selling John he was crazy, but he and his team believed in thetraditional designs to a luxury market. She took risks, product and its potential to change childrens lives.defended the integrity of traditional design, expandedwww.duto.org.to Asia and Africa, and is thrilled to see Colombians,as well as fashion-lovers everywhere, valuing the Noah Bopp founded the School for Ethics andtraditional designs of artisans from around the world.Global Leadership, a semester-long charter schoolwww.surevolution.com/intro.htmthat educates American high school students to beethically strong and internationally aware. He said,Introductionwww.marcellaechavarria.comIts not enough to create more leaders, we have toNicardo Neil described the work of thethink about what kind of leaders we want to create. InCompetitiveness Company promoting a value chain Washington DC, the school provokes young people toin the ghettos of Jamaica where young men deal with think about how the world works, identify solutions tothe daily realities of unemployment and violence. problems in their communities, and focus on solvingYoung men reported that they raised fish in tubs in those problems as a keystone project.their backyards for varying reasons, either they were www.schoolforethics.org.taught by a father figure or they enjoyed keeping fishas children. Nicardo and his team researched the valueMartin Mayorga and his family fled Nicaragua andchain and found that ornamental fish, ranging frommigrated to the United States over 25 years ago. Ofpet goldfish to high-end tropical fish like Discus andGuatemalan and Nicaraguan heritage, Martin grewKoi, are part of a US$6 billion global export industry. up visiting both countries and bringing back coffeeThe company has worked to form clusters of over and cigars. He launched Mayorga Coffee, paying for300 young men, trained them in fish cultivation,most of the start-up costs on a credit card, to changeprovided them better technology, and created enough the antiquated structure of the coffee export businessproducers to achieve the volume necessary for export. in Central America and create a more advantageousTheyve also worked to develop more local exporters,relationship for coffee producers who are often at thea critical component if the production of so many mercy of unfair pre-harvest financing. The companysmall fish farmers is to be aggregated and marketed now employs more than 100 people and wholesales toworldwide.over 1,500 retailers, including Costco Wholesale, Giantwww.youtube.com/watch?v=Df_UQy5-dKM Foods, Whole Foods, Sodexo, Sams Club, and otherregional and national chains. Mayorga Coffee is proudJohn Alexis Guerra, as an engineering student in ato support organic and environmentally sustainablesmall city of Colombia, was interested in a final thesiscoffee. For more information, seeproject that didnt make rich people richer. He and www.mayorgacoffee.com/learn/about. D . What Should I Know About This Publication? This publication is a consolidation and synthesis of the key findings and lessons learned, common challenges and recommended next steps that participants highlighted during the 2010 conference. While it is not an exhaustive review of global practice, it offers an intriguing look into the current state and evolution of the field. The experiences and ideas in this publication detail how many members of the global community are building upon the past and working towards achieving ambitious goals for the field. Their recent experiences, 19 23. Table of ContentsChapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods Development generated in countries, classrooms, foundations, governments, and businesses throughout the world, represent the real-time evolution of the field. Chapters reflect the insights, analysis, and recommendations generated by conference presenters and/or the synergy between presenters and participants. To capture the rich and multi-faceted learning from the event, this publication follows the overall design of the conference. The five tracks/themes of the conference were: Youth Enterprise Development Workforce Development Youth-Inclusive Financial Services and Financial Capabilities Adolescent Girls and Young Women Monitoring, Evaluation and Impact Assessment Within the publication, the key findings and programmatic examples related to these tracks/themes are dispersed within and across different chapters. Some examples fit into more than one track. For example, gender approaches to workforce development are included in the workforce development chapter, althoughIntroduction they could also fit in the chapter on adolescent girls and young women. E . How Should I Use This Publication? Feel free to extract information and learning from chapters of particular interest or review all chapters based on your interests and needs. Programmatic examples provide additional insight and ground lessons learned within their operative contexts. In order to facilitate a quick read, certain sections include a small icon to help identify what the example offers.Noteworthy Results share evaluation or other results from YEELD programs operating throughoutthe world and include a brief description of the program.New tools include training manuals, monitoring and evaluation resources, websites, publications,and any other resources that might be of use to members of the YEELD field. The annexes alsoinclude relevant resources that members of this community produced in 2009-2010. Hot topics refer to points of debate or discussion within the field. These may be topics that have recently emerged or that have consistently inspired debate amongst practitioners. Bright ideas include new or interesting approaches worth highlighting. They may refer to an innovation relevant to the entire field or to a region or operating context. Practical tips capture practitioners advice, techniques or some other learning crystallized from programmatic examples and on-the-ground experience.Checklists offer new ways for practitioners and others to think about whether they have thecomponents necessary to be successful. They are extracted from presentations shared at theconference.Voices of participants, presenters or other experts in the field make learning personal; describinganecdotes and experiences that shaped colleagues perspectives about an issue in the field. 20 24. Table of Contents Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Conclusion AnnexesChapter 1: Approaches to Youth Chapter 1: Youth Enterprise DevelopmentEnterprise Development 25. Table of ContentsChapter 1Chapter 2 Chapter 3Chapter 4 Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentIntroductionYouth enterprise development (YED) seeks to equip young people with the skills, information and supportthey need to make an idea a reality, start a social or income-generating venture, seek out financial and otherresources needed to begin or grow their social ventures or businesses, and make informed education andemployment decisions for their future. While skill-building forms the back bone of youth entrepreneurialdevelopment,YEELD practitioners presenting at the 2010 conference emphasized the importance of creatingenvironments that support and promote entrepreneurship and entrepreneurial behavior for all young people.Presenters discussed the diverse population groups that youth enterprise development initiatives target,including small-scale or necessity entrepreneurs, growth-oriented or opportunity entrepreneurs, socialentrepreneurs or change-makers, and young people who could benefit from entrepreneurship education andapply it to various facets of their lives. Given the diversity of young business people and their backgrounds, thefield must segment its offerings to ensure that programs are applicable and relevant to the specific type of youngpeople they target.Creating safe and viable pathways for young peoples income generation remains a primary concern for YEELDpractitioners. For necessity entrepreneurs, income-generation can help young people negotiate the challengesof poverty. Additional income can improve young peoples quality of life, enable them to contribute to theirhousehold spending needs, and allow them to further their education. Opportunity entrepreneurs frequentlycome from more privileged backgrounds, middle-income countries, or environments that otherwise facilitatebusiness development. These young entrepreneurs leverage educational or economic advantage they might haveto convert a business idea into a successful business, and they have greater propensity to be growth-oriented.Both types of entrepreneurs are critical to the overall panorama of social and economic development, and it isChapter 1: Youth Enterprise Developmentimportant to distinguish between those who are true entrepreneurs and those who are starting a business thathas been run many times before. Nevertheless, entrepreneurship, broadly speaking, should not be mistaken as apanacea for the youth unemployment crisis but it should rather be seen as a viable option for integrating youngpeople into a larger strategy for social and economic growth.At the 2010 conference, presenters focused on the following aspects of the sector: micro-franchising,entrepreneurship education, global networks for entrepreneurship, and successful partnerships for youthentrepreneurship development. Social entrepreneurship emerged as a key area requiring greater attention,with many presenters reminding participants that the gap between business entrepreneurship and socialentrepreneurship continues to narrow.22 26. Table of ContentsChapter 1Chapter 2 Chapter 3 Chapter 4Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods Development1 .1 Voices: Leaders Discuss Additional Key Ingredients for High-ImpactYEELD ProgramsLeaders from the field added their thoughts on key Ortmans felt that key ingredients for the field includeingredients needed to create high-impact YEELD elevating the quality of economic research, improvingprograms. Each spoke to their area of expertise, program performance through robust research, andexplaining why those particular areas are importantchanging how policy leaders view entrepreneurship.to socio-economic development and the rights ofMr. Ortmans and the Kauffman Foundation believeyoung people. They noted emerging priorities for the that entrepreneurs are at the heart of new economiccontinued advancement of the field.growth; as such, the field cannot be relegated to the sidelines but rather must be actively creatingJonathan Ortmans, Senior Fellow, Ewing Marionconnections with Presidents and high-level decision-Kauffman Foundation. The Ewing Marion Kauffman makers. As important as entrepreneurship is toFoundation is one of the thirty largest foundationseconomic growth, practitioners must also rememberin the United States, supporting entrepreneurship, the fun, social, and collaborative opportunities itinnovation, education, and research and policy. Mr.provides to young people. www.kauffman.org.Key Findings and Lessons LearnedA. Promoting Dynamic Entrepreneurship Educational Opportunities, Within and Outside the Chapter 1: Youth Enterprise Development Formal Educational System, Encourages Youth Innovation and EntrepreneurshipEntrepreneurship education is at the heart of the sector and offers the clearest and most sustainable path toscale through the formal education system. According to the International Labor Organization (ILO), creatingentrepreneurial societies starts with education that fosters creativity, problem-solving skills, positive risk-taking,and enterprising mindsets for both girls and boys. The goal is not to transform all youth into entrepreneursbut rather to expose youth to positive attributes and skills behind entrepreneurship. This requires leadershipand a fundamental change in curriculum by integrating entrepreneurship education with content that isgender sensitive and adapted to the countrys context. It also requires a change in how schools encourageentrepreneurial behaviors, provide learning experiences relevant to future income generation, and how teachersembrace active and participatory teaching methodologies. Considering the emphasis placed on rote learningand memorization in many educational systems, the task seems gargantuan. Nevertheless, entrepreneurshipeducation can jump-start the educational system by creating a level of excitement in schools that transcendsentrepreneurship and promotes effective approaches to education.The how of entrepreneurial education can take many forms and depends on context. The ILO feels thatentrepreneurship skills, and also life skills and adaptability, should be embedded across the curriculum for allages.5 Financial education can provide an entry-point for entrepreneurial education, though most teacherswill still need significant support to jump from teaching financial education and literacy to promotingentrepreneurial mindsets. Partnerships between in-school curricula and extra-curricular activities can assist theformal education system to change as out-of-school activities allow for more freedom and experimentation.Non-formal education holds the promise of working with more vulnerable out-of-school adolescents and youth.Opportunities exist to link formal and non-formal activities and encourage cross-fertilization.5 For discussion of the nature versus nurture debate in entrepreneurship education, as well as a look into necessity and opportunity entrepreneurs seethe 2009 State of the Field Publication for a synthesis of ILOs previous presentation at the Conference, page 54.23 27. Table of ContentsChapter 1Chapter 2Chapter 3 Chapter 4 Chapter 5 Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentThe Kauffman Foundation promotes messy entrepreneurship education in a non-classroom setting. Theirresearch tells them that rigid frameworks will not lead to the organic innovations and ideas that characterizeentrepreneurship. An example of what works is Startup Weekend, www.startupweekend.org, which provides adynamic, non-traditional approach to entrepreneurship education in a 54-hour event. 1 .2 Checklists: How Can You Support Entrepreneurship Education in Your Country?The ILO put together the following checklist to spark messages content into entrepreneurship educationideas on how best to advocate and support the and translated into local languages? Ensureddevelopment of entrepreneurship education at theeffective support and ongoing learning of teachernational policy and program level. Have you, your trainers? Been realistic about the amount of timeorganization, or your coalition:necessary to integrate entrepreneurship educationinto the curriculum (2-5 years?) Connected in-school Reviewed existing economic development andand out-of-school programs?employment policies? Identified champions fromgovernment, private sector, and civil society to Piloted the program first in a select number ofadvance entrepreneurship education nationally?regions including urban, semi-urban and ruralschools? Integrated monitoring and evaluation Invited a broad range of stakeholders to participatemechanisms that are simple and can track a smallin policy development? Cooperated with thenumber of core impacts onyouth employabilitybusiness community? Established roles and and attitude changes among young participants?Chapter 1: Youth Enterprise Developmentresponsibilities between stakeholders through Prepared a report to the government about pilotdialogue? Developed greater cooperation between results that highlights the need for entrepreneurshipMinistries? education and includes the voices of teachers and Created teacher training in entrepreneurshipstudents?education and worked with teachers colleges? For more information about the ILO, www.ilo.org/seed.Integrated gender equality, disability, and HIV/AIDSB. Creating Effective Partnerships Are Critical For Developing High-Impact Entrepreneurship Programs that Have the Potential to Achieve Scale and SustainabilityEffective partnerships, though challenging, are key to achieving scale and sustainability in the YEELD field.Many organizations create global and local partnerships to inspire and support youth entrepreneurs byconnecting them to networks, mentors, and other useful resources. Partnerships with formal school systems,training institutions, financial services, and local businesses are often key to designing comprehensive YEELDprograms that have the potential to survive after project funding runs out. At the 2010 conference, PeaceCorps shared advice on creating effective partnerships, drawn from their experiences with developing youthentrepreneurship programs in Central America. 24 28. Table of Contents Chapter 1Chapter 2 Chapter 3Chapter 4 Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development 1 .3 Practical Tips: Advice from Peace Corps in Central America on Creating Effective PartnershipsPeace Corps (PC) Honduras and Nicaragua shared Workwithmanylevelsofthegovernmentguidance at the 2010 conference on how organizationssimultaneously.PC Nicaragua knew that integratingcan develop effective partnerships. This guidance entrepreneurship into the national curriculumis based on lessons learned from Peace Corps would transform an after-school activity into amanagement of youth entrepreneurship and business nationwide change. They signed agreements withincubator programs in Honduras and Nicaragua. both local and national Ministry of Education officialsto ensure that all stakeholders were engaged and Buildlocalcapacitythrougheffectivethat entrepreneurship, life skills, workreadiness and methodologiesforsupportandsharing. Intechnology were integrated into the secondary Nicaragua, Peace Corps volunteers co-teach and meetcurriculum. with local teachers regularly. Bepatient,bepersistentandcelebratesuccesses. Documentexperiencesandtraining Most partnerships require patience. It took ten years methodologies.Replication for growth is onlyfor the Nicaraguan government to make the Peace possible if experiences are well-documented. This is Corps-volunteer designed curriculum part of the especially important in Peace Corps since volunteers national curriculum. The media are an ally in raising only serve two year terms. awareness and interest in a program. Adaptanationalmodeltolocalcontexts. PC Flexibilitycounts. Programs need to adapt to Honduras learned that cookie-cutter approaches topolitical and social instability; youth need supportChapter 1: Youth Enterprise Development program replication often dont adjust for differences during those times. in rural-urban contexts, literacy, and food security levels in diverse regions. Program designers should For more information on Peace Corps, see: solicit community input to help understand localwww.peacecorps.gov. contexts and what elements of the program need to be adapted.While most organizations are usually able to agree on the why of partnerships, the how can be challenging.Negotiating between various organizations should include a discussion on how to divide roles andresponsibilities, as well as on general partnership principles.Youth Business International, drawing lessonsfrom a global portfolio of partners, has developed the following guiding questions to support organizationspartnership-building process.25 29. Table of Contents Chapter 1Chapter 2Chapter 3 Chapter 4Chapter 5Conclusion Annexes State of the Field in Youth Enterprise, Employment, and Livelihoods Development 1 .4 Checklists: Youth Business International Shares Guiding Questions for the Partnership-Building Process Youth Business International (YBI) has supported over Transparency. Are we saying what we think? 100,000 young people, ages 18-35, start their own businesses. YBI partners with NGOs, governments, andConsultation. Have we talked to all partners? local communities to provide mentors and funding Understanding. Are we speaking the same for young entrepreneurs. They know how important language? If we are partnering with a business, are partnership building is to successful programming and we acting business-like? promoting enterprise development for young people around the world. YBI asks the following questionsFor more information on YBIs experiences with during their partnership-building process, which have partnerships and entrepreneurship, see their Making proven to make the difference in securing effective Entrepreneurship Work series, including the report, partnerships: Recommendations for Action: How governments, businesses and civil society organizations can help Mutualbenefit. Do all partners stand to gain from young people get started in business at www. the partnership? youthbusiness.org/media/making-entrepreneurship- work.aspx.C. Global and Regional Alliances and Networks Support and Raise Awareness on theChapter 1: Youth Enterprise Development Multiplier Effect Youth Entrepreneurship Can HaveGlobal and regional alliances are critical to getting the word out about youth entrepreneurship opportunitiesand the potential entrepreneurship has to transform individuals, communities, and local economiesoftencalled the social and economic multiplier effect.6 Many of the presenters at the 2010 conference discussedalliances and networks that support entrepreneurial development in a globalized way.Those collaborations build on individual organizations strengths to raise awareness on the multiplier effect andget local success stories to a global stage. They often link young people, universities, organizations, governmentsand private sector partners, thus promoting a global policy and programmatic environment that supports youthentrepreneurship in various countries and contexts. The following text boxes provide examples of high-impactalliances and networks that are facilitating information exchange, partnership building, and access to resources.6 Resolutions adopted by the International Labour Conference at its 93rd Session, Geneva, June 2005.www.ilo.org/public/english/standards/relm/ilc/ilc93/pdf/resolutions.pdf26 30. Table of Contents Chapter 1Chapter 2 Chapter 3Chapter 4 Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development1 .5 Bright Ideas: Global Entrepreneurship Week and the KauffmanFoundation Create a Global Movement for EntrepreneursGlobal Entrepreneurship Week (GEW) was designed to The Kauffman Foundation supports GEW and otherpromote entrepreneurship globally. It seeks to inspire activities such as iStart (www.iStart.org), an onlineyoung people to explore their potential as self-startersplatform for the administration of business planand innovators and encourage entrepreneurialcompetitions around the world; Kauffman FastTracbehavior through activities that expose young people,(http://fasttrac.org/), an initiative that provideseducators, policy-makers, and other key stakeholders mentorship and support to entrepreneurs at everyto generate new ideas and seek better ways of doing stage of their businesss development; and Globalthings. This movement of entrepreneurs has a global Scholars (www.kauffman.org/entrepreneurship/vision, believing that entrepreneurship transcends kauffman-global-scholars-program.aspx), a programnational boundaries and socio-economic contexts. Inthat immerses top young entrepreneurs in American2009, over 7.5 million people participated in activities businesses.that over 18,000 partner organizations organized in 88countries. The 2010 GEW occurred from November 15- For more information, see21; new partners are invited to join for 2011. http://unleashingideas.org/about.1 .6 Bright Ideas: ImagineNations Group, a Global Alliance and Catalyst ofNetworks to Support Youth Entrepreneurship and EmploymentChapter 1: Youth Enterprise DevelopmentThe ImagineNations Group (ING) is an example that economically advance young people. GPYIsof a global alliance that catalyzes the creation ofexperience to date has shown that it is necessary tocollaborations and networks that support youth engage government leaders on contextually-specificentrepreneurship and employment. ING consistsyouth employment and enterprise developmentof policymakers, world leaders, media, socialissues in a way that demonstrates to them theentrepreneurs, financial institutions, global brands,benefits of their investments in youth. Focusing onmedia and the private sector, which are dedicatedthe policy level is critical.to empowering and inspiring young adults in thedeveloping world with opportunities, employment Silatech. One of the initiatives ING is leading inand livelihoods. ING and its partners support the the Middle East and North Africa (MENA) regiondevelopment of comprehensive and scalable youth is Silatech (meaning your connection in Arabic).investment systems and models that address theThis initiative, which is featured in Chapter 5 of thisbarriers faced by unemployed young people.publication, is financed and chaired by Her HighnessSheikha Mozah bint Nasser al-Missned of Qatar toSince its founding in 2003, ING has created, supported, address the critical need for jobs and opportunitiesand promoted the following alliances and networks:for young people in this region. GlobalPartnershipforYouthInvestment(GPYI). ImagineNetwork(INN).The ImagineNetwork is a Recognizing the convening power and role of theglobal technology platform ImagineNations Group World Bank in the youth space, ING joined with developed in collaboration with Yahoo! Inc. to the World Bank in 2007 to co-found GPYI, which facilitate the access young entrepreneurs have to is a global trilateral public, private, civil societymentors and other supporters. For information on partnership. GPYI mobilizes interest, investment,INNs lessons learned and outcomes to date, please knowledge, resources and action to drive large-see: www.imagine-network.org. scale, comprehensive youth investment initiatives27 31. Table of Contents Chapter 1Chapter 2 Chapter 3Chapter 4Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development1 .7 Bright Ideas: The IDB Youth Program Promotes Youth Participation andDevelopment through Regional Networks The Inter-American Development Banks (IDB) Youth Promotingsportsasavehicleforyouth Development and Outreach Program (IDB YOUTH)development. The program A Ganar/A Vencer uses focuses on the potential of young people, ages 15-30soccer as a way to teach skills that young people years old, to contribute to the economic and social need to succeed in life and in the formal job market. development of the Latin American and Caribbean Key partners from the soccer industry support this region. It promotes youth development throughoutprogram in Brazil, Ecuador and Uruguay. Sports the region and integrates young people into the programming can be both a strategy for youth IDBs portfolio and activities. Given the vibrancy of development, social inclusion, labor training, the private sector and civil society in Latin America and life skills as well as a way to generate positive and the Caribbean, IDB YOUTH works to promote media and public attention to youth at risk. investment in youth development, integrate youth development into the Banks core business, and create Linkingyouthandorganizationsworkingfor national and regional linkages that facilitate youthandwithyouthandyoungpeoplethroughout participation and leadership. The IDB Youth Program theregion. Regional networks support knowledge works to achieve their objectives by: dissemination between young leaders, ages 15-30 years old, and public, private and non-governmental Collaboratingwiththepublicandprivateorganizations working on behalf of youth in the sector. Microsoft, MTV Latin America, the region. Though the region is vast, cultural and Federacin Internacional de Ftbol Asociado (FIFA), linguistic similarities can lend itself to learning andChapter 1: Youth Enterprise Development the Organization of American States (OAS) and cooperation between countries and organizations, thousands of youth leaders and organizationssharing lessons learned, opportunities for throughout the region are partners of the IDB Youth collaboration, and relevant data. Program. These partnerships leverage private sector interest in the youth market to initiatives thatFor more information, see www.iadb.org/topics/youth/ prioritize investments and in-kind support for youngidbyouth/index.cfm?artid=7135&lang=en. people.D. Technology Offers Innovative Ways to Connect Young Entrepreneurs with Resources, Information, and an Entrepreneurial CommunityTechnology provides innovative opportunities to help young people from around the world join the globaleconomy on more equal footing. INGs global technology platform, called the ImagineNetwork (INN), is anexample of how technology is being used in the youth employment and enterprise development space to bringyoung people, mentors and other stakeholders together. Through the INN, young people are able to access acomprehensive menu of educational content and business development services.28 32. Table of Contents Chapter 1Chapter 2 Chapter 3Chapter 4Chapter 5 ConclusionAnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development1 .8 Bright ideas: ImagineNetwork: a Technology Platform that ConnectsYouth Entrepreneurs to Mentors and Other ResourcesThe ImagineNetwork is based on the idea that its indicated, when a woman is trying to figure out howall about who you know. Through the portal, young to run her small grocery from 7 a.m. to 7 p.m., shesentrepreneurs, mentors, supporters and others cannot going to take an hour-long bus ride to get to theinteract virtually to promote youth entrepreneurship nearest Internet caf, especially when the streetsand development by offering access to: arent safe at night. PeerNetworking. Linking people or groups in the Languagebarriersmustbeovercome. Certainly, same country or across the globe who share this applies to English as a second language, common interests, ideas and challenges but it also applies to the language of business.Understanding the business aptitude and Q&AForums. Personalized answers to business educational threshold of the young entrepreneurs questionsis key to developing content that is relevant anddelivered in useful ways. MentoringandAdvising. Expertise from experienced peers and business professionals Engagingyouthandthefrontlinestaff ofyouth enterprise development organizations in ContentKnowledgeBase.Educational articles,the development process will boost usage and videos and practical tools covering a range ofeffectiveness of the ultimate product. business topics. YouthenterprisedevelopmentorganizationsThrough INGs partnership with Yahoo! Inc., Chapter 1: Youth Enterprise Developmentarethegatekeeperstoyoungentrepreneurs.ImagineNations is planning to expand INNs reach,Engaging these organizations early on helps ensureaccessibility, convenience, and utility through thethe ImagineNations Network meets their needs anddevelopment of a mobile phone interface. They arethat they can advocate for its usage.developing this interface in response to the reality thatin emerging markets, Internet usage is increasingly Identifyingandengagingtrustedadvisorsisdriven by wireless access technologies, low-costcriticaltoinfluencingparticipationandbuildingmessaging channels, and mobile net and Web services.credibility.With more than 600 million unique visitors per month,thousands of mentors, and a platform that reaches Thereisalackofonlinecontent offering basichalf of the worlds online population, INNs experience business and sector-specific information for youngoffers the following lessons learned and guidance for entrepreneurs.practitioners planning to develop similar technology-based initiatives: Thereareaplethoraofgoodprogramsaddressingyoungentrepreneurneedsbutthey Culturalrelevancyisessential.A one-size-fits-all oftenlackcoordination.The ImagineNations approach will not work. Rather, it is important to Network can serve an important role in effectively understand the needs and constraints associatedintegrating successful programs, sharing best with cultural, social, political and economicpractices, minimizing redundancies and facilitating situations in each country.project sharing. DonotassumeInternetaccessisreadily Visit: www.imagine-network.org. accessible.As a microfinance institution in Tanzania29 33. Table of ContentsChapter 1Chapter 2 Chapter 3 Chapter 4Chapter 5 ConclusionAnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentE. Growth-Oriented or High-Impact Youth Entrepreneurs Merit Additional Attention for Their Job Creation and Innovation PotentialSome organizations within this field are focused on supporting Opportunity entrepreneurs who are growth-oriented or high-impact. These entrepreneurs take an innovative idea for a product or service to themarketplace and have the potential to build breakthrough enterprises that generate significant employment,growth, and revenue. They are particularly relevant in emerging markets where new and growing businesses and new business ideas can revitalize local economies and communities by creating new job and businessopportunities for others. Given their job creation potential, growth-oriented businesses can attract policy-maker attention and provide a more visible link to poverty alleviation, but experts caution that they are themost difficult types of start-ups, especially for young entrepreneurs. The Kauffman Foundation and Endeavorpresented at the 2010 conference, pointing out that these types of entrepreneurs, especially in their first fewyears, merit additional attention in the entrepreneur landscape with almost all net job growth coming fromfirms less than five years old. 1 .9 Bright Ideas: Endeavor Fills a Void for High-Impact Entrepreneurs in Emerging MarketsChapter 1: Youth Enterprise DevelopmentEndeavor Global has found that despite the Networks. Endeavor entrepreneurs can accesseconomic potential of high-impact entrepreneurs between 100-300 in-country mentors to help them(defined as those who run innovative, high-growth navigate the pain points of business development.businesses that create jobs, wealth, and opportunity),the following barriers often prevent them from Learningopportunities. Conferences andthriving: cost of failure, lack of role models, limited workshops that provde the entrepreneurs withmanagement expertise, lack of contacts or mentors,space to share best practices.lack of trust, and limited access to smart capital. Endeavor only operates in countries where the localEndeavor does not believe capital is an entrepreneurs business community pulls Endeavor in and adopts itsgreatest challenge, trust is. Endeavor works to break model for high-impact entrepreneurship. Endeavordown those barriers that prevent trust from flourishing believes that entrepreneurs exist in every corner ofin places like South Africa, Turkey and Egypt. the world, and that it is a matter of identifying themEndeavor breaks down barriers high-impactand helping unleash their potential. Their experienceentrepreneurs in emerging markets often face byhas found that only the local business leaders are in aproviding them with: position to do that. Mentorshipandstrategicadvice.EntrepreneursEndeavor Entrepreneurs have generated 130,000+ are linked to in-country mentors; 82 percenthigh quality jobs (three-fourths created from growth of them said they would never have met theirpost-engagement with Endeavor) and the average mentors without Endeavors support. This provides Endeavor company employed 225 people in 2009. A entrepreneurs with solid advice on how to navigatefocus on high-impact entrepreneurs ensures a more the unique business culture of each country.complete portfolio of entrepreneurial support in countries with the potential for dynamic growth and provides a model for expansion to other countries. For more information, see: www.endeavor.org.30 34. Table of ContentsChapter 1Chapter 2 Chapter 3Chapter 4 Chapter 5 ConclusionAnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods DevelopmentF. Micro-Franchising Continues To Be A Viable Springboard For Youth Entrepreneurship Development. Scale-Up Strategies, As Well As The Role For NGOs In Micro-Franchising, Require Careful ConsiderationMicro-franchising has less complex rules than regular franchising and includes a social component. Likefranchising, it builds off the brand of an established product, allows for widespread replication, and permitsyoung people to engage in self-employment opportunities while contributing to the expansion of the privatesector.NGOs can consider several possible roles to facilitate micro-franchising. NGOs can: create a micro-franchisethemselves; invest in an existing microenterprise and support its replication; or build, own, operate andthen transfer (BOOT) the franchise to a promising franchisee or a local entrepreneur.7 In Sierra Leone, theInternational Rescue Committee (IRC) worked with existing businesses to develop micro-franchise operationsfor youth through its YouthWorks microfranchising pilot program. The targeted youth typically had completedprimary level education and showed an interest or previous experience in entrepreneurship. IRC trainedyoung people in business development, counseled youth, geographically situated the young people to avoidcompetition between the micro-franchises, and facilitated the relationship between young people and thebusiness. IRC also signed an agreement with the business to formalize the relationship.The IRC is learning through the scale-up of the YouthWorks pilot that additional business skills interventions arenecessary to help participants refine and grow their businesses. They also found that peer support has played animportant role; youth were able to overcome barriers with the support of other youth franchisees. Next stepswill include creating linkages to the school system, refining the model, and building a strong management teamto assist with the ambitious goals they have set for the next three years. Chapter 1: Youth Enterprise Development7 Previous microfranchising experiences, including StreetKids International in Nepal, Fan Milk Limited in West Africa, and the IRC are detailed inMaking Cents Internationals 2009 State of the Field publication, page 93. 31 35. Table of ContentsChapter 1Chapter 2Chapter 3Chapter 4Chapter 5 ConclusionAnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development1 .10 Practical Tips: The IRC and Fairbourne Consulting Reflect on NGOParticipation in Micro-franchisingThe International Rescue Committee (IRC) began sector not just by linking youth to businesses, butthe YouthWorks micro-franchising program in Sierra actually supporting the private sector to create jobsLeone in November 2008 with 100 participants; theand self-employment opportunities for youth.program grew to 150 youth in 2010 and they are nowdeveloping a three-year strategy for scale with the Identifyapathtoscale-up. Make sure marketgoal of reaching 4,000 young people. Franchises variedresearch and analysis are integrated into the scale-depending on location. Many sold ice, fish, bread, andup design process to ensure that there is sufficientmobile phone air time. The programs main objective isdemand for micro-franchising at scale. Ensure that ato support young people to increase income, their self- long-term scaling strategy provides enough supportesteem and goal-setting behavior. to business franchisors to manage and maintainmicro-franchise operations.Having completed a final evaluation of the pilot anddesigned a scale-up strategy, the IRC is at a unique Evaluatebusinessesforbothbrandandpoint in its learning trajectory to explain how theymanagementstylesbeforebeginning. Certainbelieve NGOs can support youth micro-franchising: businesses have a strong brand that makes sense foryouth franchisees; nevertheless, when an NGO works Believeinyouth.Young people, with appropriate closely with a business their overall management is support, were able to succeed at micro-franchising also important to making micro-franchising a viable and engage with the financial services sector as strategy. a result of participation. Results from 150 youthChapter 1: Youth Enterprise Development included the following: 100 percent were stillUnderstand micro-franchisings limitations. In a engaged in their micro-franchise seven months post-conflict country with 70 percent unemployment after start-up; 83 percent of youth reported making like Sierra Leone, there are a limited number of a profit and 16 percent of youth reported breakingbusinesses that lend themselves to youth-oriented even seven months after startup; and 43 percent micro-franchising. A preliminary report found that the of youth reported saving money as their primary franchises themselves coulduse additional training on investment for profits. business development. PreparetoengageinanewwayofdoingFor the complete evaluation, see business. NGOs must break from their traditionalwww.theirc.org/resource-file/irc-youthworks- way of working to work closely with the private microfranchising-project-evaluation.G. Cross-Sectoral Approaches Can Improve Outcomes Across Sectors, Especially for Vulnerable Populations and When Built on Existing ProjectsSeveral organizations presented on cross-sectoral approaches at the 2010 conference. These approaches leverageYEELD programs to impact outcomes in other areas of young peoples lives. USAIDs Cross-Sectoral YouthProgram (CSY) in the Democratic Republic of the Congo (locally referred to as the Youth Enterprise Developmentor YED project and detailed below), focused specifically on the connection between income inequality andhigh-risk sexual practices. By increasing income generation, the project sought to change the individual healthbehaviors that can lead to HIV infection. Like many cross-sectoral programs, the CSY Program benefitted from theprogrammatic structure of a pre-existing projectin this case, Family Health Internationals HIV/AIDS AwarenessProgram (ROADS II)and a clear idea of how YED activities could complement health programming. Additionalexamples of cross-sectoral approaches can be found in Chapter 4 on Adolescent Girls and Young Women, whereprograms also addressed leadership and empowerment as independent outcomes of YEELD programming.32 36. Table of Contents Chapter 1Chapter 2Chapter 3 Chapter 4 Chapter 5Conclusion AnnexesState of the Field in Youth Enterprise, Employment, and Livelihoods Development1 .11 Bright Ideas: Layer Youth Enterprise Development into Existing HealthPrograms in the Democratic Republic of Congo (DRC)Through initial focus groups, the project team found Results were positive: in less than one year, youthsthat young women in Bukavu engaged in transactional revenues increased by 40 percent on average andsex, trading sex for support to their businesses to household savings increased 72 percent on average.raise capital and inactive young men identified riskyParticipants business management skills