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#2 from 2013: Challenges for India’s Livelihood Youth Skill Development in Rural Areas

Abhilaksh Likhi's picture

Our Top Ten blog posts by readership in 2013
This post was originally published on July 2, 2013


A critical element in India’s 12th Five Year Plan (2012-2017) is the generation of productive and gainful employment on a sufficient scale. The aim of such planning is to systematically absorb the growing working population in the unorganized sector of an expanding economy. This sector contributes about sixty percent of the country’s GDP. Infact, it employs workers in micro enterprises, unpaid family work, casual labor and home based work on a mammoth scale. In addition, it also absorbs migrant laborers, farmers, artisans and more importantly out of school rural youth.

In the last decade, the Indian economy has witnessed a structural transformation from agricultural activities to manufacturing and services oriented activities. A distinct feature of this transition has been a substantial decline in the absolute number of people employed in agriculture. However, according to the Planning Commission, a crucial factor in the migration of the labor force from rural to urban areas is its temporary nature and occurrence only in lean agricultural seasons. Besides, this large chunk of labor force is not available to participate in the manufacturing or the services oriented activities due to severe lack of appropriate skill sets. According to the Commission, the latter reflects rural distress, driven by the fact, that more than eighty percent of India’s farming households are small and marginal, tilling only less than 2.5 acres of land.

Nailing in on Communication and Governance Reform: 2012 Summer Institute

Uwimana Basaninyenzi's picture

Nearly a week ago, we began the second World Bank-Annenberg Executive Course in Communication and Governance Reform, which is being hosted at the University of Southern California. The last few days have been filled with interactive courses and engaging discussions between top notch researchers, communication practitioners, and program participants from Uganda, Yemen, Serbia, Zambia, Morocco, and Pakistan, among other countries.  The participants of this year's program have all come together to pursue a similar goal: develop core competencies essential for the successful implementation of governance objectives, even in the most difficult reform environment.

This endeavor was launched a year ago with an inaugural course in July 2011 in Washington, DC through the partnership of the World Bank’s External Affairs Operational Communication division, the World Bank Institute’s Governance Practice, the Annenberg School for Communication and Journalism at the University of Southern California and the Annenberg School of Communication at the University of Pennsylvania. In the last year, these partners have focused on creating the 2012 Summer Institute, which continues to develop networks of specially trained communication practitioners that can provide effective implementation support to reform leaders and change agents. 

Using Geo Mapping to Alter the Bank – CSO Political Landscape

John Garrison's picture

Can the sharing of technical mapping tools and datasets help to change longstanding political relations?  This is exactly what’s happening between the World Bank and some of its longstanding advocacy CSO interlocutors.  Several recent training sessions and technical workshops co-organized with CSOs on the Bank’s open data tools, are leading to increased collaboration around a common transparency and accountability agenda.

One example is a hands-on training workshop co-organized by the World Bank and the Bank Information Center (BIC) on the Bank’s Open Development Programs on March 7, 2012. Some 20 representatives of well known policy advocacy CSOs from the Washington area (see photo) participated in the two-hour session which featured presentations on a number of Bank data platforms and search tools: Projects and Operations, Open Data, Mapping for Results, and Open Finances.  With individual computers stations and Internet access, participants were able to carry out individualized exercises and interactive tutorials. Building on the positive feedback received from this session, an extended 4-hour training session was held during the Spring Meetings on April 18.  Some 25 CSO and Youth leaders from developing countries participated in this second session. (see Summary)

Building Accountability in Tanzania: Applying an Evolutionary/Venture Capitalist Theory of Change

Duncan Green's picture

I’ve been catching up on our accountability work in Tanzania recently, and it continues to be really ground-breaking. Rather than churning out the standard logical framework of activities, outputs and predicted outcomes before the project even starts, the programme, known as Chukua Hatua (Swahili for ‘take action’) uses an evolutionary model of change (try out numerous approaches, drop the less successful ones, scale up and develop the winners). It’s more like a venture capitalist backing ten start-up firms knowing that most will fail, but some will win big. This has been possible partly because DFID has been willing to fund such an experimental approach as part of its ‘Accountability in Tanzania’ (AcT) programme (props to them).

18 months into the programme, it’s good to see that Chukua Hatua is, errmm, evolving, according to programme coordinator Jane Lonsdale.

The first phase piloted six approaches:

Toolkit for a Tricky Business

Anne-Katrin Arnold's picture

What makes media development work? It seems that even development specialists don't always know. To close this knowledge gap, CommGAP is working on a media development toolkit for governance advisors, giving recommendations on how to implement successful media development projects.