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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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;qok dk;ZØe vkSj [ksy ea=ky;Government of India
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
ix
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
1
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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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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.
3
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
4
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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)
5
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
Background
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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
7
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).
Background
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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Background
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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
NYP Policy 2014, Government Schemes and Scope or Promoting Social Entrepreneurship
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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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:
NYP Policy 2014, Government Schemes and Scope or Promoting Social Entrepreneurship
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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
• 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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Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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.
19
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
Youth Volunteerism and Social Entrepreneurship
20
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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.
Youth Volunteerism and Social Entrepreneurship
22
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
23
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
NYKS programmes that have the potential to integrate SE components
Recommended strategy Recommended action
- 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
NYKS programmes that have the potential to integrate SE components
Recommended strategy Recommended action
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
Strengthening Implementing Institutions – NYKS and NSS
26
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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.
Strengthening Implementing Institutions – NYKS and NSS
28
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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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dvan
tage
d an
d so
cial
ly e
xclu
ded
yout
h
• Co
nduc
ting
Dist
rict l
evel
situ
atio
nal
anal
ysis
by U
NV
DYC
s •
Dev
elop
ing
a ch
eckl
ist fo
r situ
atio
nal
anal
ysis
whi
ch w
ill a
lso re
flect
how
to
capt
ure
the
aspi
ratio
ns o
f div
erse
gro
ups
of y
oung
peo
ple
• Tr
aini
ng a
nd re
late
d to
ols d
evel
oped
to
unde
rtak
e m
appi
ng e
xerc
ise•
Publ
ishin
g an
d sh
arin
g of
the
situa
tiona
l an
alys
is re
port
thro
ugh
mai
nstr
eam
m
edia
• 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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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
Turn the Tide: Amplifying Social Entrepreneurship through Youth Volunteering
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.
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