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 Slogan
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
Har Hunarmand ko Kam (sounds good can brainstorm to generate more options)

5. Vision – Version YP 2 Mission/ core business Long term goal
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 based Partially loaning (strategic)

7. YP 2- Core activities/ product and clients
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-directed life 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/her life 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. Aajeevika Skills – 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. MoRD Contd… 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!