Vision Statements

1. Vision Statements Concluding session

2. How good is your vision? • Clarity in articulation – an important communication for internal and external stakeholders and public at large • A well-developed vision shows the following characteristics: • Challenging • Having an inherent tension between what is already there and what is not yet there • Inspiring • Emphasizing what the organisation aspires to be • Shared • Vision must have been contributed to by the majority of the stakeholders • Must be reviewed once in every 3-5 years as stakeholders and employees also keep changing • Binding • Everyone should feel part of the team – be able to identify own individual vision (at least partly) within the vision of the organisation • Giving Direction • Must be clear enough to serve as a beacon or guide in all major decisions of the organisation

3. Vision - Version YP 1 group • Mission/ core business • Reduce poverty by diversifying and augmenting the income avenues of rural poor youth for sustainability through meaningful employment • Identify most needy rural poor and enhance their employability by equipping them with skills • Freedom of choice to pursue vocation that improves quality of life in a sustainable manner • Long term goal • To eradicat unemployment problem (challenging) • By end of decade we should be able to fulfill global skill manpower demand (perhaps too challenging because we are still far from meeting own requirements) • Working approach and core values • Saturation approach • Priority to POP (Poorest of Poor) • Everyone be given opportunity • Joint mobilization of PIA, CBO, SRLM and sustainable interface • Building on existing institutions of Poor • Demand driven approach • Realistic aspiration building (whose?) • Institution building

4. YP 1 Contd…. • Core activities/ product and clients • Skill Gap Study against variety of demands • Inventory of skilled people • Direct Placement of already skilled from different training agencies (ITI, etc) • Convergence with line departments for skills and placement (approach) • Awareness of all stakeholders • Collaboration between stakeholders • Conduct trainings which have employment potential with out extra effort • Capacity building of SRLM (M & E), PIA (Implementing) (approach) • Slogan • Everyone skilled, Everyone Employed • HarHunarmandkoKam (sounds good can brainstorm to generate more options)

5. Vision – Version YP 2 • Mission/ core business • Placement linked Skilling of rural youth • Enhance employability of rural poor to cater the livelihoods of each (?) HH • Skilling of rural poor to enhance employability of every drop-out (?) • Long term goal • To became a largest organization throughout the world in Skilling (may sound inspiring but not necessary for our mission) • Creation of job opportunities for all needy poor youth so that they can become self reliant (need to give some quantification rather than keeping it vague)

6. YP 2- Working approach and core values • Development of competent institutions at local level and helping them achieve global standards of training by mentoring of category A –PIAs and other stakeholders (strategic) • Transparency • Community participation (awareness and post placement support in tracking) • Equal opportunity for rural youth • To map the Qualification  Aspiration Skill (not clear) • Matching incremental manpower requirement against the present and future demands • Youth centric reporting/monitoring – change from PIA centric approach (strategic) • Demand basedPartially loaning (strategic)

7. YP 2- Core activities/ product and clients Activities • Awareness • Mobilization • Identification • Counseling of parents and identified youth • Assessment & Selection of trainees • Enrollment &Training • Assessment and certifications • Placement • Post placement support Product • Training material • Tools • Youth (skilled youth is the main product in this value chain, other things contribute towards adding value to the product) Clients • Employers • Trainees (primary) • PIAs Slogan One Job for poor household

8. Vision Aajevika Skills – PIA version • Mission/ core business • To alleviate the rural poverty through skill building and provision of decent jobs for the youth in partnership with community, industry and support institutions • Long term goal • To skill and provide jobs to -- m rural youth by 2022 (incomplete) • Working approach and core values • Market driven employable skills • Building network of institutions with shared vision, values and capacities for fulfilling the mission objectives • Public Private Community Partnership • Ownership and involvement of rural SHGs • Quality • Transparency • Mutual trust • Dignity of labour (for whom could be clarified to avoid any confusion) • Core activities/ product and clients • Identification of deserving target youth • Developing replicable and sustainable skill development delivery models • Engaging the employers for job linkages • Developing of knowledge repository – sector wise knowledge and skill modules? • Focus on self-directedlife long learning for career progression (take to working approach)

9. Vision – Aajeevika Skills - AAP version • Mission/ core business • To empower rural poor youth through gainful employment and bring about an irreversible change in his/herlife with sustainable income (sounds good) • Goal Short term (Till 2017) • All non – AAP states converted to AAP states (should go to working approach) • to build a strong foundation, provide enabling environment, develop the appropriate ecosystem and standardize processes in the initial years (this should be in working approach) Long term (Till 2022) • Training and placement of at least 1 youth per poor rural household in the country (challenging) • Working approach and core values • Youth at the core ( should go to core clients) • Community participation in mobilisation, monitoring the training programmes, support services after placements also • Structuring industry demand based training programmes • Standerdisation of the quality training programmes • Inclusiveness • Core activities/ product and clients • Mobilisation and counselling- Right candidate for right training • Market driven placement linked training • Technology based trainings • Provision for work readiness (may need to elaborate) • Retention support and placement tracking

10. AajeevikaSkills – MoRD version • Mission/ core business To empower poor rural youth with skills in order to enable them an assured sustainable regular wage employment, supporting their aspirational needs and boosting the . country’s economic growth (sounds good) • Long term goal • To train 33 lakh poor rural youth by 31st March 2017 and place 25 lakh youth with the minimum salary commitment as follows: (only 3 years – long enough?) • 3 months course – Rs.6,000/ per month • 6 months course – Rs.8,000/ per month • 9 months course – Rs.12,000/ per month • 12 months course – Rs. 15,000/ per month • For foreign placement Rs. 25,000/ per month (ok for 3 years, need to worry about inflation) • Working approach and core values • Total integrity in operations and fund utilization supported by documentation • Market orientation by all Stakeholders to align training courses on continuous basis • Transparency in process • Zero tolerance for delay (one way or two way? Can we allow partners to say the same?)

11. MoRDContd… • Core activities/ product and clients • Identify and directly involve the industries which need manpower for themselves and professional training agencies, in skilling activities (strategic element) • Continuous understanding of aspirations of rural youth (strategic element) and designing course offerings to meet these aspirations

12. Creating a Shared Vision • Leaders go through several steps to create a shared vision • Leaders start clarifying how they see the future of the organisation • Allow time for employees to talk about it and think it over • Leaders listen to the views of members at different levels and from different departments • Engage in dialogue – giving equal importance to all stakeholders and employees • Check whether everyone can recognise his /her own contribution

13. Vision to Strategy Formulation • Can use Ruling Constraints Analysis to identify the main bottlenecks/challenges that need to be addressed • Devise long term and creative responses to address each of these bottlenecks • Together these will constitute the key elements of the strategy

14. Conclusion • Vision development is a time and energy consuming process • But it also gives the organisation a lot of satisfaction and motivation • A shared vision can be a very valuable instrument to guide an organisation and make it become a reference point in society

15. Thank You!