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;}\listid2070028241}}{\*\listoverridetable{\listoverride\listid678316823\listoverridecount0\ls1}{\listoverride\listid1039163080\listoverridecount0\ls2}{\listoverride\listid1817334557\listoverridecount0\ls3}{\listoverride\listid2070028241
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{\author Steve Waddell}{\operator Jen Cottes}{\creatim\yr2002\mo11\dy13\hr15\min24}{\revtim\yr2002\mo11\dy13\hr15\min24}{\printim\yr2000\mo5\dy30\hr6\min24}{\version2}{\edmins0}{\nofpages3}{\nofwords11030}{\nofchars62875}{\*\company home}
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\par }\pard\plain \s1\qc\sb240\sa60\keepn\widctlpar\outlinelevel0\adjustright \b\f1\fs32\kerning32\cgrid {{\*\bkmkstart _Toc482261960}{\*\bkmkstart _Toc482321319}{\*\bkmkstart _Toc484522182}
\par Youth Employment and Livelihood:{\*\bkmkend _Toc482261960}{\*\bkmkend _Toc482321319}{\*\bkmkend _Toc484522182}
\par }\pard \s1\qc\sb120\sa60\keepn\widctlpar\outlinelevel0\adjustright {{\*\bkmkstart _Toc482261961}{\*\bkmkstart _Toc482321320}{\*\bkmkstart _Toc484522183}The Role of the Private Sector{\*\bkmkend _Toc482261961}{\*\bkmkend _Toc482321320}
{\*\bkmkend _Toc484522183} 
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\par }\pard \s2\qc\keepn\widctlpar\outlinelevel1\adjustright {\b0\i0\f0\fs24 {\*\bkmkstart _Toc484522185}By:  Steve Waddell,{\*\bkmkend _Toc484522185}
\par {\*\bkmkstart _Toc484522186}Sr. Researcher and Consultant,{\*\bkmkend _Toc484522186}
\par {\*\bkmkstart _Toc484522187}Organizational Futures{\*\bkmkend _Toc484522187}, Inc.
\par }\pard\plain \qc\widctlpar\adjustright \cgrid {\i swaddell@prodigy.net
\par www.thecollaborationworks.com
\par }\pard\plain \s2\qc\sb240\sa60\keepn\widctlpar\outlinelevel1\adjustright \b\i\f1\fs28\cgrid {\b0\i0\f0\fs24 {\*\bkmkstart _Toc484522188}On behalf of:{\*\bkmkend _Toc484522188}
\par }\pard \s2\qc\keepn\widctlpar\outlinelevel1\adjustright {\b0\i0\f0\fs24 {\*\bkmkstart _Toc484522189}The International Youth Foundation{\*\bkmkend _Toc484522189}
\par {\*\bkmkstart _Toc484522190}Baltimore, MD{\*\bkmkend _Toc484522190}
\par {\*\bkmkstart _Toc484522191}USA{\*\bkmkend _Toc484522191}
\par 
\par {\*\bkmkstart _Toc484522192}For:{\*\bkmkend _Toc484522192}
\par {\*\bkmkstart _Toc484522193}The Youth Employment Summit (YES)
\par \page 
\par }\pard\plain \widctlpar\adjustright \cgrid {
\par }\pard\plain \s2\qc\keepn\widctlpar\outlinelevel1\adjustright \b\i\f1\fs28\cgrid {{\*\bkmkstart _Toc482321322}{\*\bkmkstart _Toc484522194}Contents{\*\bkmkend _Toc482321321}{\*\bkmkend _Toc484522193}{\*\bkmkend _Toc482321322}{\*\bkmkend _Toc484522194}

\par }\pard\plain \s21\widctlpar\tqr\tldot\tx9350\adjustright \cgrid {\field\fldedit{\*\fldinst {\fs20\cf1\lang1024  TOC \\o "1-3" \\h \\z }}{\fldrslt {\lang1024 
\par 
\par }\pard\plain \s22\li240\sl360\slmult1\widctlpar\tqr\tldot\tx9350\adjustright \fs20\cf1\lang1024\cgrid {\field\fldedit{\*\fldinst {\cs33\ul\cf2  }{HYPERLINK \\l "_Toc484522197"}{\cs33\ul\cf2  }{\ul\cf2 {\*\datafield 
08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003100390037000000}}}{\fldrslt {\cs33\ul\cf2 1.  Overview}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522197 \\h }{{\*\datafield 
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2.  Current Barriers}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522202 \\h }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200300032000000}}}{\fldrslt {4}}}}}{\fs24\cf0 
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3.  Current Conditions/Systems that are Supportive}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522203 \\h }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200300033000000}}}{\fldrslt {6}}}}}
{\fs24\cf0 
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4.  Programs and Practices That Have Worked}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522204 \\h }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200300034000000}}}{\fldrslt {8}}}}}{
\fs24\cf0 
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5.  Promising Strategies for Future Programming}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522205 \\h }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200300035000000}}}{\fldrslt {12}}}}}{
\fs24\cf0 
\par }\pard\plain \s23\li475\widctlpar\tqr\tldot\tx9350\adjustright \fs20\lang1024\cgrid {\cs33 Appendix A:
\par }{\field\fldedit{\*\fldinst {\cs33\ul\cf2  }{HYPERLINK \\l "_Toc484522208"}{\cs33\ul\cf2  }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200300038000000}}}{\fldrslt {\cs33\ul\cf2   
 Table 1 - Some }{\cs33\i\ul\cf2 Comparative }{\cs33\ul\cf2 Distinctive Characteristics of the Sectors}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522208 \\h }{{\*\datafield 
08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200300038000000}}}{\fldrslt {14}}}}}{
\par }{\field\fldedit{\*\fldinst {\cs33  }{HYPERLINK \\l "_Toc484522211"}{\cs33  }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310031000000}}}{\fldrslt {\cs33 Appendix B:  
\par    Table 2 - Sectors\rquote  Generic }{\cs33\i Comparative Primary}{\cs33  Resources, Capabilities and Competencies}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522211 \\h }{{\*\datafield 
08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310031000000}}}{\fldrslt {15}}}}}\pard\plain \s23\li475\widctlpar\tqr\tldot\tx9350\adjustright \fs20\lang1024\cgrid {
\par }{\cs33    Table 3 - }{\field\fldedit{\*\fldinst {\cs33  }{HYPERLINK \\l "_Toc484522213"}{\cs33  }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310033000000}}}{\fldrslt {\cs33 
Some Generic }{\cs33\i Comparative }{\cs33 Sectoral Weaknesses}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522213 \\h }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310033000000}}
}{\fldrslt {15}}}}}{
\par }{\cs33 Appendix C:
\par }\pard\plain \s22\li245\widctlpar\tqr\tldot\tx9350\adjustright \fs20\cf1\lang1024\cgrid {\cs33\cf2      }{\field\fldedit{\*\fldinst {\cs33\cf2  }{HYPERLINK \\l "_Toc484522215"}{\cs33\cf2  }{{\*\datafield 
08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310035000000}}}{\fldrslt {\cs33\cf2    Stages and Services in Developing Intersectoral Collaboration}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522215 \\
h }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310035000000}}}{\fldrslt {16}}}}}{\cs33\cf2 
\par }\pard\plain \s23\li475\widctlpar\tqr\tldot\tx9350\adjustright \fs20\lang1024\cgrid {\cs33 Appendix D:
\par }\pard\plain \s22\li240\sl360\slmult1\widctlpar\tqr\tldot\tx9350\adjustright \fs20\cf1\lang1024\cgrid {\cs33\cf2      }{\field\fldedit{\*\fldinst {\cs33\ul\cf2  }{HYPERLINK \\l "_Toc484522217"}{\cs33\ul\cf2  }{\ul\cf2 {\*\datafield 
08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310037000000}}}{\fldrslt {\cs33\cf2    P}{\cs33\ul\cf2 eople Interviewed}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522217 \\h }{{\*\datafield 
08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310037000000}}}{\fldrslt {18}}}}}{\fs24\cf0 
\par }{\cs33\cf2      }{\field\fldedit{\*\fldinst {\cs33\ul\cf2  }{HYPERLINK \\l "_Toc484522218"}{\cs33\ul\cf2  }{\ul\cf2 {\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310038000000}}
}{\fldrslt {\cs33\ul\cf2 Bibliography}{\tab }{\field{\*\fldinst { PAGEREF _Toc484522218 \\h }{{\*\datafield 08d0c9ea79f9bace118c8200aa004ba90b02000000080000000e0000005f0054006f0063003400380034003500320032003200310038000000}}}{\fldrslt {20}}}}}{\fs24\cf0 

\par }\pard\plain \sl360\slmult1\widctlpar\adjustright \cgrid }}\pard\plain \sl360\slmult1\widctlpar\adjustright \cgrid {\fs20\cf1 
\par }\pard\plain \s1\qc\sb240\sa60\keepn\widctlpar\outlinelevel0\adjustright \b\f1\fs32\kerning32\cgrid {\cf1 \sect }\sectd \margbsxn1152\psz1\pgnrestart\linex0\footery1035\endnhere\sectlinegrid360\sectdefaultcl {\header \pard\plain \s31\qr\widctlpar
\tqc\tx4320\tqr\tx8640\adjustright \cgrid {\i\fs20 06-07-00
\par }}{\footer \pard\plain \s16\widctlpar\tqc\tx4320\tqr\tx8640\pvpara\phmrg\posxr\posy0\adjustright \fs20\cgrid {\cs30 
\par }\pard \s16\qr\ri360\widctlpar\tqc\tx4320\tqr\tx8640\adjustright {\field{\*\fldinst {\cs30  PAGE }}{\fldrslt {\cs30\lang1024 20}}}{
\par }}\pard\plain \s1\qc\sa60\keepn\widctlpar\outlinelevel0\adjustright \b\f1\fs32\kerning32\cgrid {{\*\bkmkstart _Toc482321323}{\*\bkmkstart _Toc484522195}Youth Employment and Livelihood:{\*\bkmkend _Toc482321323}{\*\bkmkend _Toc484522195}
\par }\pard \s1\qc\sb120\sa60\keepn\widctlpar\outlinelevel0\adjustright {{\*\bkmkstart _Toc482321324}{\*\bkmkstart _Toc484522196}The Role of the Private Sector{\*\bkmkend _Toc482321324}{\*\bkmkend _Toc484522196} 
\par }\pard\plain \s2\sb240\sa60\keepn\widctlpar\outlinelevel1\adjustright \b\i\f1\fs28\cgrid {{\*\bkmkstart _Toc484522197}1.  Overview{\*\bkmkend _Toc484522197}
\par }\pard\plain \s19\widctlpar\adjustright \fs20\cgrid {\tab Shifting ideologies represented by the fall of the 
Berlin Wall, market liberalization, the emergence of civil society, growth of global capital markets, continued decline of trade barriers, and increased international trade are all key factors in the great global growth of business and the market sector i
n
 the last decade.  This growth has been driven in part by the belief of many that the market sector can more readily provide solutions to some seemingly intractable problems such as poverty and unemployment.  Moreover, with the growth of business globally
 has come an increasingly strong and widespread belief that the business sector\rquote 
s responsibility for helping to address such problems has increased.  Yet, the tools, practices, and structures for business action on youth employment and livelihood (YEL) rema
in poorly defined. This paper aims to more clearly define these tools, practices and structures as well as and steps for practitioners to develop them.
\par }\pard\plain \s3\sb240\sa60\keepn\widctlpar\outlinelevel2\adjustright \b\f1\fs26\cgrid {{\*\bkmkstart _Toc484522198}Statement of Problem{\*\bkmkend _Toc484522198}
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20 \tab YEL is an increasingly critical issue.  Youth\emdash referring generally to those who are 15-24 years of age\emdash 
are facing increasing difficulty around the world in becoming economically productive participants.  In Northern developed countries youth makes up a disproportionate number of the unemployed, ranging between one and two times the rate 
of their elders.  And when they do secure jobs, they face significantly lower wages than their counterparts a generation ago.  In Southern developing countries, youth face even greater challenges since unemployment rates are even higher and wages are lowe
r
.  Moreover, many also feel the impact of urbanization and dislocation from traditional support networks.  On top of this, the primary traditional developmental support network of the family has weakened with urbanization, economic dislocation, and dimini
shing size with one-parent families becoming common.  }{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
42004300380033004500300033003300300030003900450041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003200450039004200300038003000300032003500350045003400410030003200300030003000300030003000320032
00390038004300450044004200430046003000320030003000300030003000300032003800350042003400390036004500370034003600350037003200360045003600310037003400360039003600460036004500360031003600430032003000340043003600310036003200360046003700320032003000340046003600
3600360036003600390036003300360035003200430032003000330031003300390033003900330039003200300032003300330036003300370033003200350044003000300030004100300030003000300030003000}}}{\fldrslt {\fs20 (International Labor Office, 1999)}}}{\fs20 
\par }\pard \fi720\sa120\widctlpar\adjustright {\fs20 To increase the role of the business sector in YEL issues, a basic concern must be addressed first:  the goal of dramatically improved YEL and the prof
it goals of business are not automatically compatible.  They must be \ldblquote translated\rdblquote 
 into higher-level aspirations of missions and visions, and into lower level operational objectives and tactics that make sense for those aiming to attain both YEL and profit goals.  This requires a sort of dual-track thinking and operating, such as with 
\ldblquote double\rdblquote  and \ldblquote triple\rdblquote  bottom line approaches that are producing corporate financial, social, and environment audits.  This multi-dimensional systems thinking conflicts with man
y traditional uni-dimensional linear programs, plans, and policy frameworks.  New processes, structures and strategies that reflect this multi-dimensional approach are still in the early stages of development.  
\par }\pard \sa120\widctlpar\adjustright {\fs20 \tab Three particular challenges arise within th
is systems-thinking perspective.  To translate the YEL goal into business interests requires addressing the medium- and long-term commitment needed to address YEL issues on the national and international level, within the short-term and hyper-turbulent en
vironment of business today.  Translation also requires addressing how costs are shared by business for what is a \ldblquote messy\rdblquote  }{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
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00300030003000370037003900430045003000320030003000300030003000300031003400350042003400310036003300360042003600460036003600360036003200430032003000330031003300390033003700330034003200300032003300330032003300390033003700350044003000300030004100300030003000
300030003000}}}{\fldrslt {\fs20 (Ackoff, 1974)}}}{\fs20  social issue that raises free-rider problems with businesses that do not contribute to the YEL efforts.
  Finally there is global imbalance of issues and resources.  Business is by far the most wealthy sector.  At the same time, the YEL problem is particularly acute and growing in the South (developing countries) while the bulk of corporate resources are co
ntrolled in the North (developed countries).  In this context, engaging business in the YEL issue also requires addressing geographic and sectoral imbalances.  In short, a new social contract around YEL issues is needed.
\par }\pard\plain \s3\sb240\sa60\keepn\widctlpar\outlinelevel2\adjustright \b\f1\fs26\cgrid {{\*\bkmkstart _Toc484522199}Definition{\*\bkmkend _Toc484522199}
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20 \tab The key conceptual definitions behind this problem statement and its resolution involve the concept of organizational }{\i\fs20 sectors}{\fs20 
, their key attributes, core competencies and weaknesses.  From a business point of view four business and society frameworks help define routes to engage corporations.
\par }{\fs20\ul 1.  Organizational Sectors
\par }{\fs20 \tab Today it is common to divide organizations in society into three archetypes and their hybrids:  the state (government), the market (business), and civil society (nonprofits/NGOs).  These sectors can be thought of i
n terms of their core goals and attributes.  For example, the core sector goals can include lawful behavior and order by the state, profits for the market, and justice for civil society.  Distinct temporal frames dominate the sectors:  elections cycles fo
r the state, profit reporting and business cycles for the market, and sustainability and (re) generation cycles for civil society.  (See Appendix A.)}{\b\i\fs20 
\par }\pard \fi720\sa120\widctlpar\adjustright {\fs20 These attributes lead to different sectoral frameworks for defining the YEL problem.  Much of the challenge
 in engaging the private sector involves constructing a framework the private sector will find compelling.  Many business leaders understand a disenfranchised generation leads to social instability and thereby a problematic operating environment for busin
e
ss.  Alienated youth, particularly when they form a large proportion of the population, will turn their energy to drugs, crime, violence and even revolution.  Unengaged youth represent a wasted economic resource;  poorly trained youth means higher costs f
or training and orientation.  These macro issues have been poorly integrated into an operational framework to identify appropriate responses from individual businesses.
\par Another challenge is to create a framework that encourages collaboration among the sectors\emdash 
the YEL issue is simply too large and unisectoral approaches have proven too inadequate to exclude business engagement.  Without coordination and collaboration among sectors, their distinctions can prove highly problematic when addressing complex issues
 such as YEL: the sectors end up with distinct and uncoordinated strategies for addressing the problem that produces redundant activities and that work at cross-purpose.  Traditionally, youth development and employment issues were thought of as the respon
s
ibility of government (particularly education and training, and fiscal and monetary policy) and civil society (particularly families and increasingly NGOs).  The private sector was perceived as a relatively passive receptacle of this activity.  True priva
te sector engagement in YEL suggests the development of fundamentally new frameworks and strategies.  
\par For issues like YEL, this three-sector model can usefully be further developed into a set of distinctive resources, capabilities, competencies and weaknes
ses.  (See Appendix B, Tables 2 and 3.)  This analysis suggests an intersectoral model which engages business can tap its core competencies, particularly its abilities for wealth-generation and assessment of activities in terms of profitability.  At the s
a
me time, approaches engaging business suggest ways to offset some of the weaknesses inherent in the other sectors.  Examples include state sector weaknesses which include its rule-based behavior and civil society weaknesses such as its fragmentation and r
esource scarcity.  Clearly engaging the market sector offers the potential to harness its capacity for entrepreneurial\emdash and thereby job-creation\emdash abilities to YEL issues.   }{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
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30003000300030003000}}}{\fldrslt {\fs20 (Waddell, 2000)}}}{\fs20 
\par }\pard\plain \s15\sa120\widctlpar\adjustright \f6\cgrid {\f0\fs20\ul 2.  Business and Society Frameworks
\par }{\f0\fs20 \tab The issue of bri
nging business directly into the efforts to generate solutions to YEL infers a shifting perspective of the role of business in broader society.  Four emerging frameworks define these relationships.  Although definitions are necessarily contentious, it is 
useful to suggest cautiously some for these frameworks, to help define routes to engage corporations in the YEL issue:
\par {\listtext\pard\plain\s15 \f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard \s15\fi-360\li360\sa120\widctlpar\jclisttab\tx360\ls1\adjustright {\f0\fs20 A }{\i\f0\fs20 philanthropic}{\f0\fs20 
 framework is a traditional framework that might be characterized as charity based in gift-giving systems.  One of the best
 examples is with anonymous business giving such as with United Way campaigns in the United States.  Although broadly perceived as a framework declining in importance, this decline might be as much the result of clearer definition of traditional philanthr
opy with the rise of other frameworks as real decline.
\par {\listtext\pard\plain\s15 \f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}A }{\i\f0\fs20 social responsibility}{\f0\fs20 
 framework emphasizes social expectations and standards for corporate behavior, and is based in obligations systems.  Numerous new business associations promote this approach, whi
ch has become formalized over the last quarter century.  The strength of the framework often depends upon local and corporate-specific values, for the majority of businesses resist \ldblquote socially-driven\rdblquote  standards. 
\par {\listtext\pard\plain\s15 \f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}A }{\i\f0\fs20 corporate citizenship}{\f0\fs20  framework sees corpor
ations as creatures with rights and responsibilities, and is based in these systems.  Newer, but often associated with social responsibility, this perspective sees corporations joining with other sectors to renegotiate the social contract around specific 
issues.  However, this can easily result in privatization and rewriting public policy to business advantage rather than a true transformation of business as well as other organizations for societal advantage.
\par {\listtext\pard\plain\s15 \f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}A }{\i\f0\fs20 mutual gains}{\f0\fs20  perspective emphasizes corporate 
operational objectives, suggests corporations engage other sectors and issues when they can produce benefits for all, and is based in systems of mutuality and exchange.  Mutuality demands deep understanding of partners and their issues, and all parties co
mmitting to address a concern by producing outcomes each party values in terms of its own distinct goals.  
\par }\pard \s15\sa120\widctlpar\adjustright {\f0\fs20 \tab These business and society perspectives suggest that engaging businesses in YEL issues can draw upon diverse frameworks.  In addition, two framework
s may be used simultaneously to leverage greater impact, such as by combining marketing philanthropic and budget resources to achieve marketing and community development outcomes.}{\f0 
\par }\pard\plain \s3\sb240\sa60\keepn\widctlpar\outlinelevel2\adjustright \b\f1\fs26\cgrid {{\*\bkmkstart _Toc484522200}Magnitude{\*\bkmkend _Toc484522200}
\par }\pard\plain \s19\sa120\widctlpar\adjustright \fs20\cgrid {\tab Two particular dimensions of \ldblquote magnitude\rdblquote  are relevant to the role
 of the private sector in YEL issues.  One dimension is the scale of the YEL problem itself.  The scale of the problem is, to say the least, gargantuan.  About one third of the world\rquote 
s population lives in abject poverty;  this is the fastest growing segment of the world\rquote 
s population and is source of a disproportionate number of youth.  In 1995 there were 1.025 billion 15-24 year olds;  about 83 percent live in developing countries;  from 1980 to 1995 the percentage in this age category declined slightly fro
m 19 to 18 percent.  }{\field\fldedit{\*\fldinst { ADDIN ENRfu }{{\*\datafield 
30004300380033003000360032004500300030003900450041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003300360046003200320043003000300036003300320042003600320030003200300030003000300030003000320032
00390038004300450044004200430046003000320030003000300030003000300032003800350042003400390036004500370034003600350037003200360045003600310037003400360039003600460036004500360031003600430032003000340043003600310036003200360046003700320032003000340046003600
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\par }\pard\plain \fi720\sa120\widctlpar\adjustright \cgrid {\fs20 The second large challenge is to identify motivating frameworks and to build structures to engage the private sector deeply in the YEL issue.  Traditionally the role of the private se
ctor has been limited:  as an employer, as a trainer of employees, and as a member of national policy-setting bodies.  The problem statement and definitions suggest that to engage business actively in YEL issues requires some basic societal reorganizing. 
 In other words, the issue raises problems of substantial magnitude.  It involves building awareness, changing attitudes, and establishing new organizations, including new }{\i\fs20 types }{\fs20 
of organizations that can coordinate intersectoral activity, give support and scale to individual businesses\rquote 
 activity, and translate traditional YEL social frameworks into business concerns.  Developing YEL issues demands creativity and the ability to hold effective dialogue across sectors with distinct languages and between people 
who have not traditionally interacted.  It requires that an economically privileged \ldblquote elite\rdblquote 
 in the North and in South business corporations be willing to open doors to disadvantaged youth who do not traditionally interact with business people.  
\par }\pard \fi720\sa120\widctlpar\tx2520\adjustright {\fs20 Of course there is wide variation in the scale of the YEL issue from country to country.  Some, such as the Nordic countries, are known for impressive achievements in addressing YEL. }
{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
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4100300030003000300030003000}}}{\fldrslt {\fs20 (Mitchell, 1998)}}}{\fs20   However, the magnitude of the YEL challenge with respect to training in developing countries has led one analyst to describe the situation as a \ldblquote crisis.\rdblquote   }
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32003700430045004500350038004100300030003700380041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003100340037003200330041003000310030004500410036003200320030003200300030003000300030003000300046
00300030003000460042003500300038003000320030003000300030003000300031003500350042003400320036003500360045003600450036003500360043003600430032004300320030003300310033003900330039003300390032003000320033003300360033003700330031003500440030003000300041003000
30003000300030003000}}}{\fldrslt {\fs20 (Bennell, 1999)}}}{\fs20  Others focusing upon the broader poverty issues have commented that despite some localized progress over short periods, the incidence of poverty is actually growing.  
\par }\pard\plain \s19\sa120\widctlpar\adjustright \fs20\cgrid {\tab 
Societal change and concentrated effort over a sustained period of time are necessary.  There are other examples of even greater social reordering which can be cited, such as the rise of the welfare stat
e, the spread of democracy over the last 15 years, and the decentralization of government over a similar period.    
\par \tab Today more than ever we have greater capacity globally to address this level of change.  We have more knowledge about how to create large-scale change, and we have more organizational capacity\emdash in government, business, and civil society\emdash 
to support such change.  Moreover, our financial resources and skills are greater than ever before.  Rather than provoking a reaction of helplessness, the mag
nitude of YEL issues should spur the development of effective strategies for addressing the challenge.  
\par }\pard\plain \s3\sb240\sa60\keepn\widctlpar\outlinelevel2\adjustright \b\f1\fs26\cgrid {{\*\bkmkstart _Toc484522201}Historic and current perspectives{\*\bkmkend _Toc484522201}
\par }\pard\plain \s19\sa120\widctlpar\adjustright \fs20\cgrid {\tab Historically the role of business in YEL issues has been limited.  The YEL problem has been seen as the responsibility of government, with business\rquote 
 role being simply to hire what government \ldblquote produces.\rdblquote   Business provided policy advice to governmental committees and in intersectoral forums, as well as training for its own employees.  Certainly there are some notable his
toric exceptions such as Germany, which has a history of more integrated activity, particularly with apprenticeship training in trades.  However, by and large there has been a relatively clear consensus that YEL issues are a government responsibility.

\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20 \tab A s
imilar division is clear for poverty issues more broadly.  The business sector perceived these issues as a government responsibility, while the business of business is business and profit making.  Becoming more directly active in the issues of poverty and
 YEL, according to traditional thought, would burden business and take it away from what it does best:  generate wealth.   
\par }\pard\plain \s19\sa120\widctlpar\adjustright \fs20\cgrid {\tab Chronic high unemployment in most Northern countries over the last 15 years and the on-going poverty crisis in Southern countries ha
ve led many to question this basic arrangement of responsibilities.  There is growing consensus that since the private sector is the major engine of wealth creation and employment, the growth and prosperity of business is key to addressing poverty.  A dee
p
er understanding of the complexity and relationship of issues of wealth generation and more general well-being in the business sector can be seen as driving forces behind some relatively new impressive business organizations such as the global Prince of W
a
les Business Leaders Forum (PWBLF), Business for Social Responsibility (BSR) in the United States, the European Business for Social Cohesion (EBSC), Ethos in Brazil, the venerable Philippine Business for Social Progress(PBSP), and the National Business In
itiative (NBI) in South Africa.  
\par \tab On government\rquote s part, chronic unemployment and poverty has produced a noticeable humbling of aspirations:  the desired outcomes government claimed capable of achieving, have proven elusive.  The first admission of governme
nt weakness was accompanied by budget restrictions and engagement of civil society organizations as facilitators, mobilizers, and deliverers of services\emdash 
roles government previously viewed as exclusively its own.  This is one factor that has led to a virtual burgeoning of civil society organizations to the point that their growth and economic importance is now very substantial.  }
{\field\fldedit{\*\fldinst { ADDIN ENRfu }{{\*\datafield 
32003300460030003800420035003700300030004100300041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003100340037003200330041003000310030004500410036003200320030003200300030003000300030003000320043
00460046003000390035004100340041003000320030003000300030003000300032003900350042003500330036003100360043003600310036004400360046003600450032004300320030003300310033003900330039003300370032003000320033003300360033003200330035003300420032003000350033003600
310036004300360031003600440036004600360045003200430032003000330031003300390033003900330034003200300032003300330034003300390033003600350044003000300030004100300030003000300030003000}}}{\fldrslt {(Salamon, 1994;  Salamon and Anheirer, 1997)}}}{ 
\par }\pard\plain \s20\fi720\widctlpar\adjustright \fs20\cgrid {The challenge is to makes several shifts in focus, including:
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard\plain \fi-360\li360\widctlpar\jclisttab\tx360\ls7\adjustright \cgrid {\fs20 from a government- and/or civil society-based approach to YEL to a trisectoral one, 
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}from a nation-state based approach to a global reordering approach, 
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}from focusing upon those youth most-likely-to-succeed to those with some of the greatest challenges,and 
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}from barriers between formal and informal economies to economies that embrace increased variety. 
\par }\pard\plain \s2\sb240\sa60\keepn\widctlpar\outlinelevel1\adjustright \b\i\f1\fs28\cgrid {{\*\bkmkstart _Toc484522202}2.  Current Barriers{\*\bkmkend _Toc484522202}
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20 \tab Change does not come easily and several barriers must be overcome.  Current barriers to engaging business in YEL issues include:
\par }{\fs20\ul 1)  Lack of compelling frameworks to engage business
\par }\pard \fi720\sa120\widctlpar\adjustright {\fs20 
YEL as a phrase does not relate obviously to business interests.  Rather, it speaks to a government and civil society interest.  This leads to dependency upon champions who feel very personally motivated, rather t
han to institutionalized business approaches.  Consequently, with high turnover rates within many corporations, there is a constant need to build renewed commitment.
\par Corporate responsibility is a concept that ties together business and society.  However, it speaks more to outsiders\rquote 
 expectations than to business goals.  An engaging business framework must speak both to business short-term and long-term goals with early and measurable \ldblquote wins.\rdblquote   Perhaps an overall business framework for YEL would be a corporat
e or business development one, where YEL is seen through the goal of a business to develop itself.  But within such an overall framework, individual company\rquote 
s goals must be understood and customized programs developed.  These could, for example, include op
erational goals to improve human resource quality, reduce recruitment and training costs, build a market, create innovation, reduce risk, build brand to name a few.  }{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
36003900440035003100320034003700300030003800360041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003100340037003200330041003000310030004500410036003500450030003200300030003000300030003000310036
00300035003900380030003100430032003000320030003000300030003000300031004300350042003500370036003100360034003600340036003500360043003600430032004300320030003300320033003000330030003300300032003000320038003400410037003500360045003600350032003900320030003200
3300330036003300330033003400350044003000300030004100300030003000300030003000}}}{\fldrslt {\fs20 (Waddell, 2000.  June)}}}{\fs20   Sometimes, of course, several businesses will find a similar motivation and might be grouped collectively.    
\par }\pard\plain \s15\sa120\widctlpar\adjustright \f6\cgrid {\f0\fs20\ul 2) Lack of differentiation between developed and developing countries 
\par }\pard\plain \s19\sa120\widctlpar\adjustright \fs20\cgrid {\tab Closely related to the first point, but important enough for separate mention, is that insufficient attention is paid to t
he differences between engaging business in the North and the South.  Of course there are several other potential geographic categories of major difference, such as with the former Soviet bloc and with Southern countries that have a strong multinational a
n
d national corporate sector versus those with only small and medium enterprises.  The former Soviet bloc and China have strong statist histories that mean business and civil society are still relatively weak and business-state ties are still strong.  This
 
suggests that to successfully engage business in YEL issues will require more government support than elsewhere.  Southern countries such as Brazil, the Philippines and India with strong multinational and local businesses can combine a more global strateg
y as well as a local strategy.  Where business is weak, as is the case throughout much of Africa, the impact of business on YEL is necessarily constrained.  
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20 \tab Some distinctions seem apparent, but deserve further investigation.  For example, the social respo
nsibility motivation seems more of a Northern framework than Southern.  In the South, businesses are generally family-based, whereas in the North, ownership is much more impersonal through institutional shareholders.  This means approaches in the South wi
l
l tend to depend even more on highly personalized connections, as opposed to institutional ones.  In the North many companies produce mass consumer end products and are very sensitive to brand image.  In the South, companies more often tend to be intermed
iate producers in a corporate supply chain where brand and consumer attitudes are much less important.  This has led to the issue of supplier standards for companies such as Nike and The Gap who have Southern partners.  
\par }{\fs20\ul 3)  Barriers between formal education and entrepreneurial needs
\par }\pard\plain \s20\fi720\sa120\widctlpar\adjustright \fs20\cgrid {
There is a mismatch between the type of skills acquired in formal education and the skills needed for the workplace.  This results in large part from the dominant perspective among sectors that \ldblquote education is a government responsibility.
\rdblquote   Another factor is the tradition of relatively little intersectoral collaboration with the belief that \ldblquote you keep out of my pond, and I\rquote ll keep out of yours.\rdblquote 
 However, as long as government remains in control of education it is reasonable to expect certain focuses of educational institutions:  teaching history from a government viewpoint; production of \ldblquote good\rdblquote 
 citizens from a government perspective; and emphasis upon culture through literature and arts that the governing elite value.  Government-led
 education will likely continue to emphasize the number of graduates rather than the number of successful school-to-work transitions.  
\par }\pard\plain \fi720\sa120\widctlpar\adjustright \cgrid {\fs20 Of course the choice is not }{\i\fs20 either }{\fs20 government }{\i\fs20 or }{\fs20 business (or civil society, for that matter) domination of education, b
ut education that successfully integrates all sectors\rquote 
 perspectives.  This suggests education that can, for example, relate citizenship to being a worker.  Many people see these various goals as incompatible, but there is no reason to assume this.  Transce
ndence of uni-sectoral views into a newly integrated approach suggests the need for different educational structures, skills, and curricula.  
\par }\pard \sa120\widctlpar\adjustright {\fs20\ul 4)  The poor versus elite
\par }{\fs20 \tab Most business people have a natural discomfort working with the poor, and vice versa.  Sectors often work with generalizations and ignore }{\i\fs20 intra}{\fs20 
-sectoral diversity simply out of lack of experience.  For example, many business people associate being poor with lower class and failure;  many of the poor associate business people as selfish and 
insufficiently recognizant of the role of luck in life circumstances.  There also are enormous gaps in language and culture.  This means that social capital bridges linking the poor and business must be built.  
\par \tab Without conscious development of alternativ
e strategies, these attitudes will be maintained and resources will continually focus upon the most-likely-to-succeed (with an emphasis upon social elite membership).  In other words, a broadly conceived YEL perspective implies an opening of life opportun
ities and social integration.  People working in the YEL field are important \ldblquote social knitters\rdblquote  trying to produce bridges across social chasms as well as economic ones.  
\par }{\fs20\ul 5)  Lack of awareness of models and options, and poorly developed collaboration skills, structures, tools, processes
\par }{\fs20 \tab People who perceive that business has important new roles in YEL issues are at a vanguard.  They are hard put, however, to refer to many examples with much history.  At 17 years of age, Prince\rquote s Trust in England is certainly 
among the (if not the) oldest organization in the YEL-business field.  Most initiatives are under five years old and on a very steep learning curve.  This highlights the importance of organizations like the International Youth Foundation in building upon 
experience globally and fostering further experimentation based upon the most current knowledge.  
\par \tab Development is being handicapped by an inadequacy of skills needed for the intersectoral approaches that engage business in YEL.  These are very different language and conceptual frameworks than are found }{\i\fs20 within }{\fs20 any one sector
\emdash \ldblquote translators\rdblquote  }{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
30003000430035003000360043003100300030003900340041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003100340037003200330041003000310030004500410036003500450030003200300030003000300030003000310044
00440034003400380034003000430030003000320030003000300030003000300032003300350042003500370036003100360034003600340036004600360033003600420032004300320030003300320033003000330030003300320032003000320038003400360036004600370032003700340036003800360033003600
460036004400360039003600450036003700320039003200300032003300330036003300320033003700350044003000300030004100300030003000300030003000}}}{\fldrslt {\fs20 (Waddock, 2002 Forthcoming)}}}{\fs20 
 are needed who can speak the distinct sectoral languages and hold in their minds at the same time various agendas of the sector
s and ways to integrate them.  For example, intersectoral leaders need to understand the differences and similarities between words such as \ldblquote administering/managing/developing\rdblquote  and \ldblquote campaigning/marketing/advocating;\rdblquote 
  they must understand the different concepts driving the sectors (see the attributes in Appendix A), and the steps for developing them (see Appendix C, }{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
42004600320034004200330044004300300030003700380041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003200440033003300310036003000300030003200300033003800430030003200300030003000300030003000310039
00330039004300380031004600430032003000320030003000300030003000300031003500350042003500370036003100360034003600340036003500360043003600430032004300320030003300310033003900330039003300370032003000320033003300350033003100330034003500440030003000300039003000
30003000300030003000}}}{\fldrslt {\fs20 Waddell and Brown, 1997)}}}{\fs20 .  In particular, there is need for leaders who have collaborative leadership skills in power-sharing a
nd working with everyone as peers, which is much different than traditional (particularly American) leadership approaches.  
\par \tab There is need for more intermediary organizations to work between the sectors.  It is simply unreasonable to think that a core cor
porate department will be able to effectively engage the necessary resources on its own.  Corporations simply do not have the networks with the poor, nor can they build such good ties as can NGOs.  While there is a growing number of intermediaries, very f
ew have a focus upon YEL issues.  To mobilize the serious resources that the YEL issues demand, more specialized intermediary organizations must be created.   
\par }{\fs20\ul 6)  Paternalism versus empowerment
\par }\pard\plain \s19\sa120\widctlpar\adjustright \fs20\cgrid {\tab The disadvantaged in general do not traditionally get a say i
n the policies that affect them most.  For disadvantaged youth, this problem is even greater.  Nevertheless, effective YEL programs place high value upon active participation of youth.  They are put on boards and opportunities are created for them to acti
vely participate in the development of YEL activities, rather than youth simply being a target of other people\rquote s attention.  
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20 \tab When disadvantaged youths compare their status to that of successful business people, the business people usually appear to be an 
elite.  Traditional paternalistic approaches are reinforced by most business peoples\rquote 
 poor understanding of differences between them and the people who are disadvantaged.  The self-confidence, social power, verbal abilities, and knowledge of elites allow t
hem to much more freely state their views;  their self-confidence leads them to assume others should do the same.  On the other hand, the marginalized generally need more time spent on relationship and building and communicating through shared activity, r
a
ther than emphasizing words.  People are generally unaware that the very particular type of communication they consider legitimate is the product of a very particular culture, experience, and education.  This easily produces impatience among business peop
le when working with the poor, and distrust among the poor when working with business people.  Relationships do not start with a blank slate\emdash 
they begin with a history and culture.  Numerous assumptions and generalizations are made by both sides that easily 
produce a feeling among business people that the poor are incapable and teaching will be one-way, and among the marginalized youth that business people are too impatient and neglectful of process in favor of product.  
\par \tab All this points to the importance of
 training participants in YEL programs to help them understand one another.  It also implies that traditional hierarchical and elite structures must be reformed to actively engage the disadvantaged and make them more central participants in their own futu
re-setting.  
\par }{\fs20\ul 7)  Cash cows or partners?
\par }{\fs20 \tab On the other hand, civil society organizations and the disadvantaged tend to focus upon the difference of financial resources as the source of their overall difference with business.  This means they often approach 
business with the goal of obtaining funding, and without understanding the broader and often more accessible array of resources which a business can apply to YEL issues.  And since most businesses have thought little about YEL issues, they do not even kno
w what resources they possess (such as technical expertise) that can be useful.  
\par \tab Partnership implies mutual commitment to both collective goals and the independent goals of each partner working towards the common goal.  Partnerships take many years to dev
elop well, with much experimentation around small projects that identify how they can best work together.  There is an unreasonable strategy that is often applied:  simply getting together to talk about how organizations might work together.  This often r
esults in confusion and despondency since the potential partners do not yet even know how to communicate across sectoral lines.  There are clear developmental stages in partnerships }{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
30004600440034003400340031003700300030003700380041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003100340037003200330041003000310030004500410036003900300030003200300030003000300030003000310039
00330039004300380031004600430032003000320030003000300030003000300031003500350042003500370036003100360034003600340036003500360043003600430032004300320030003300310033003900330039003300370032003000320033003300350033003100330034003500440030003000300041003000
30003000300030003000}}}{\fldrslt {\fs20 (Waddell and Brown, 1997)}}}{\fs20  and these must be understood and applied to create strong partnerships.  
\par 
\par }\pard\plain \s2\sb240\sa60\keepn\widctlpar\outlinelevel1\adjustright \b\i\f1\fs28\cgrid {{\*\bkmkstart _Toc484522203}3.  Current conditions/systems that are supportive{\*\bkmkend _Toc484522203}
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20 \tab Alongside these barriers are factors which support the engagement of business in YEL issues.  By and large, these factors result from rapidly changing social, cu
ltural, political, and technological environments that collectively present substantial opportunity for people wanting to engage the private sector in YEL issues.  Following are some supportive conditions and systems:
\par }{\fs20\ul 1) Recognition of the failure of traditional solutions as the issues grow more serious
\par }{\fs20 \tab Believing that \ldblquote business as usual\rdblquote  is an acceptable mode of operation is challenged by both swiftly changing markets and the growth in YEL issues.  The solutions which seemed to work or were accepted in the past\emdash 
mainly allocating to government wide responsibility for direct solutions and action\emdash 
have proven insufficient.  YEL issues have become worse around the world as incomes for youth decline, unemployment rates increase, and the number of youth swell into a crisis threatening stability in many countries.  
\par \tab This crisis has pushed people to experiment with new approaches, organizations, and systems to address the YEL issues.  However, the impact of these responses is still relatively marginal as people stru
ggle with building new models, replications, and scaling up strategies.  
\par }{\fs20\ul 2)  Clarification of operational business benefits
\par }\pard \fi360\sa120\widctlpar\adjustright {\fs20 Some emerging operational objectives for business in the }{\i\fs20 mutual gain }{\fs20 tradition that appear promising include addressing YEL issues as:
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard \fi-360\li360\sa120\widctlpar\jclisttab\tx360\ls4\adjustright {\fs20\ul Workforce investment/development}{\fs20 
:  Addressing YEL issues can produce better trained entry-level employees at lower cost and have lower turnover.  As corporate training budgets get squeezed in the drive to lower costs, there is increased interest in fin
ding ways to partner with others for better results.  As with government\rquote s \ldblquote going alone strategy\rdblquote  in education, corporations\rquote 
 attempts to create parallel systems is simply too costly.  This is leading to new institutions, such as intersectoral Workforce In
vestment Boards in the U.S. and variations with youth councils and regional workforce planning boards elsewhere.  These are usually intersectoral.
\par }\pard\plain \s40\li360\sa120\widctlpar\adjustright \fs20\cgrid {Another product of business involvement in YEL activities is increased employee satisfaction.  Some organizat
ions encourage employees to become engaged in YEL activities as a refreshing and productive break from more routine activities.  
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard\plain \fi-360\li360\sa120\widctlpar\jclisttab\tx360\ls4\adjustright \cgrid {\fs20\ul Economic Development}{\fs20 
:  The mutual gain framework is creating new intersectoral planning processes, with a youth focus emerging
 as a product of economic development concerns.  People understand that youth issues must be addressed to ensure a good workforce and a healthy market.  
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard \fi-360\li360\sa120\widctlpar\jclisttab\tx360\ls6\adjustright {\fs20\ul Business restructuring}{\fs20 
:  As businesses merge, narrow their focus, and become leaner, they risk employe
e loyalty and corporate reputation if they do not find creative ways to address retrenchments/layoffs and economic dislocation.  This leads some companies to reach out to NGOs to assist them to address the impact of corporate restructuring.  This imperati
ve leads them to address YEL employment issues such as with support for entrepreneurial development opportunities and community economic development initiatives.
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard \fi-360\li360\sa120\widctlpar\jclisttab\tx360\ls3\adjustright {\fs20\ul Social risk management}{\fs20 :  As the potential dangers of a large disenfranchised youth population b
ecome better understood, some corporations understand the threat they pose to the stable environments necessary for healthy business development.  The ability for business to respond to such a situation pro-actively has precedents.  For example, risk redu
ction and management was a major impetus to form South Africa\rquote 
s National Business Initiative and the Philippine Business for Social Progress many years ahead of PWBLF and BSR.  Business under apartheir in South Africa and under Marcos in the Philippines und
erstood that government was illegitimate in the eyes of the majority of citizens. If business did not build a pro-active strategy that supported and connected with the masses, and was closely associated with government elites, business foresaw  that it wo
uld face nationalization and other punitative measures when the government inevitably changed.  With the dangers of growing unemployed youth, business is facing a similar challenge.
\par }\pard\plain \s40\li360\sa120\widctlpar\adjustright \fs20\cgrid {Companies also face social risk on a smaller level which can be reduced thr
ough YEL activities.   YEL programs can form part of public relations programs to build support for a company among key external stakeholders through building a good image.  For example, YEL support by business can influence legislators and their constitu
encies to favor business-positive legislation;  and YEL support can influence communities where a corporation operates or wishes to operate to support a specific company plan.  In terms of this paper\rquote 
s definitions, this is more of a corporate citizenship approach.  \tab 
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard\plain \fi-360\li360\sa120\widctlpar\jclisttab\tx360\ls3\adjustright \cgrid {\fs20\ul Market development, brand image, and public relations}{\fs20 
: Disadvantaged youth are a hard-to-reach market requiring different development strategies than traditional market development.  Businesses generally have to find partners to reach them effec
tively.  Moreover, their buying power is so low it requires some proactive thinking about how to increase it to literally create a strong market demand. 
\par }\pard \li360\sa120\widctlpar\adjustright {\fs20 Some corporations engage in YEL issues as a way to protect (risk management) and build (market develop
ment) their corporate reputation.  In some countries, this takes the form of affinity marketing and associating with YEL issues as a way of promoting a corporation.  
\par {\listtext\pard\plain\f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard \fi-360\li360\sa120\widctlpar\jclisttab\tx360\ls3\adjustright {\fs20\ul Supply chain development}{\fs20 :  One response to the need to develop suppliers who can produce 
appropriate quality and quantity on time is to create a vertically integrated corporation that includes all levels of processing\emdash 
from owning farms raising crops to stores selling the product.  However, with greater focus by corporations upon their core com
petencies, the costs of this approach are leading to vertical disintegration.  Now many corporations take a more proactive approach to the development of suppliers as separate organizations, which includes extensive use of subcontractors and creating new 
entrepreneurs.  
\par {\listtext\pard\plain\s15 \f3\fs20\cgrid \loch\af3\dbch\af0\hich\f3 \'b7\tab}}\pard\plain \s15\fi-360\li360\sa120\widctlpar\jclisttab\tx360\ls3\adjustright \f6\cgrid {\f0\fs20\ul Philanthropy, social responsibility, corporate citizenship}{\f0\fs20 
:  These frameworks each have imperatives that have pushed some corporations to become engaged in YEL issues.  The charity imperative is still a strong force for corporations address
ing YEL issues;  social responsibility continues to be promoted by some;  and corporate citizenship is on the rise, as is mutual gain (see above).  The growing strength of these imperatives for YEL can be seen in new organizations such as Ethos in Brazil,
 Business for Social Responsibility in the United States, European Business for Social Cohesion, and several Centers for Corporate Citizenship.  
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20\ul 3) Erosion of confrontational and paternalistic ideologies 
\par }{\fs20 \tab Less than 15 years ago the world was still caught 
in a conflict between warring ideologies of capitalism, socialism, and communism.  During the Cold War there was great pressure to buy into one ideology or the other, and little room for experimentation existed.  Now there is more willingness to recognize
 the weaknesses of any one ideology, and to experiment with new approaches to problems intractable under any ideology.   This is creating new roles for business.  
\par \tab Evidence for this can be seen in the burgeoning growth in intersectoral collaboration over t
he past decade, beyond the traditional tripartite workforce one of labor-business-government structure.  The models, tools, and skills to support interaction between the sectors, and the ability to engage business in these initiatives, have grown.
\par \tab This id
eological shift has been accompanied by a decentralization in business structures, reduction in the use of hierarchies simply for control purposes, and new ways of operating cross-functionally within business.  In the new business environment, paternalism
 is eschewed in favor of decentralized responsibility.  When business addresses particular issues, it comes with a different mindset about the legitimacy of working with very different people who themselves are empowered.  
\par }\pard\plain \s15\sa120\widctlpar\adjustright \f6\cgrid {\f0\fs20\ul 4)  Growth of systems consciousness and capacity
\par }\pard\plain \fi720\sa120\widctlpar\adjustright \cgrid {\fs20 Systems thinking is increasingly integrated into business processes.  Within companies, systems thinking relates to internal production systems and continues to be popularized as }{\i\fs20 
organizational learning }{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
42003900460035004300460043003800300030003700340041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003200440037004200370036003000310031004300420041003300320030003200300030003000300030003000300044
00300030003000330041003400420041003000320030003000300030003000300031003300350042003500330036003500360045003600370036003500320043003200300033003100330039003300390033003000320030003200330033003100330031003300390035004400300030003000410030003000300030003000
3000}}}{\fldrslt {\fs20 (Senge, 1990)}}}{\fs20 .  This
 challenges the traditional business approach to solving problems by isolating them in a traditional scientific management strategy.  The systems thinking approach emphasizes that changing one part of a system inevitably impacts other parts.  Understandin
g the total system is critical to problem solving.
\par }\pard\plain \s20\fi720\sa120\widctlpar\adjustright \fs20\cgrid {
Largely through the environmental crises and the rise in stakeholder concepts, this systems approach is being applied to external corporate relationships.  Business increasingly understands it cannot treat 
its broader impacts simply as externalities.  It must find ways to address them.  This leads business to participate more actively in some activities such as community economic development that lead to the door of YEL issues.  
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20\ul 5) Reduced NGO resources from government and aid agencies
\par }{\fs20 \tab This is perhaps an odd supporting factor.  However, many contacts made by NGOs with corporations have been driven by the thought that corporations might provide funding previously provided by government.  In several cases, th
e two parties have persevered through the difficult initial challenge of talking through differences and built in-depth partnerships.  The funding difficulties of NGOs have created pressure to find ways to overcome civil society\rquote 
s old tendency toward ideological parochialism (see Appendix B, Table 3) that often leads NGOs to view business uniformly as exploitative and the fundamental \ldblquote problem\rdblquote  of our society.  
\par }{\fs20\ul 6)  Global competitiveness
\par }{\fs20 \tab Business feels a similar compulsion to be open to NGOs\rquote  advances and 
to identify more creative approaches, particularly with market development.  This pressure comes from breaking down national trade barriers and opening companies to the pressures of meeting global competitiveness.  
\par \tab Globalization also has forced companies to address more creatively the need to respond to local diversity, within a global strategy.  Corporations are learning how to more effectively act and think both globally and locally.
\par 
\par }\pard\plain \s2\sb240\sa60\keepn\widctlpar\outlinelevel1\adjustright \b\i\f1\fs28\cgrid {{\*\bkmkstart _Toc484522204}4.  Programs and Practices That Have Worked{\*\bkmkend _Toc484522204}
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20 \tab Programs and practices involving business in YEL issues are generally so young that giving a definitive declaration that \ldblquote they have worked\rdblquote 
 is often difficult.  Most initiatives have less than a decade of operation and most less than five years.  One key ingredient is a willingness to experiment and to change programs in response to feedback.  
\par }\pard\plain \s20\fi720\sa120\widctlpar\adjustright \fs20\cgrid {Initiatives engaging business in YEL can generally be placed into one of four categories.  One is awareness building in the business and government communities of the issue of YEL, research
 on the issue, and development of ideas for improvements.  A second category is improving the fit between the output of educational institutions and the needs of business\emdash 
the school-to-work initiatives (this includes programs for youth with only a few year
s of formal schooling).  A third category is with new entrepreneur and new business development, sometimes coordinated with education issues.  The fourth specifically category focuses upon livelihood, working with youth and other workers at worksites to i
mprove their lives.  Given the space constraints in this paper, only a few illustrative examples are presented.  They are drawn from interviews that provided data for this paper.  (See Appendix C)
\par }\pard\plain \s15\sa120\widctlpar\adjustright \f6\cgrid {\b\f0\fs20\ul 
\par Awareness Building and Policy Development
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20\ul Program:}{\fs20  Corporate Council on Youth and the Economy, Canadian Youth Foundation (CYF), Canada
\par }{\fs20\ul Description}{\fs20 :  CYF research revealed young Canadians were experiencing growing difficulties in their transition from school to work, finding employment and developing careers. The F
oundation's work also indicated a troubling lack of recognition of the problem.  Consequently, in 1997 the Foundation, in partnership with a number of large companies, established the Corporate Council on Youth and the Economy. The mandate of the Council,
 
which is operated by the Canadian Youth Foundation, is to conduct research on issues related to youth in the economy, improve communication of these issues and take action to address the issues, recognizing that no one player has total responsibility nor 
s
olutions. Members are from the private sector (mostly large businesses), but there is also close linkage with major business networks.  Participation is motivated by the understanding that engaging young people within the economy has a positive impact on 
b
usiness performance.  This is because of the importance of a skilled and educated labor pool, the consumer power of youth, the return on investment in education (the majority of corporate philanthropy is directed towards education), and the reduced the dr
a
in on social programs financed through taxation.  Over its first couple of years of operation, the Council focused on awareness-building, deepening understanding of the problem and developing tools such as best practice resources.  This involved conductin
g
 and producing several research reports, developing a communication medium for broad dissemination (web-site) and public speaking. The Council's next steps are to focus on dissemination and communication of its work as well as to consideration issues such
 as the role of small-medium sized business in job growth. 
\par }{\fs20\ul Success factors}{\fs20 :  Council members are not stakeholder representatives from different regions or industries, but people actively committed to doing something for young people.  It is clearly busines
s-driven.  By deepening the understanding of the YEL issues and developing itself as an expert on youth issues, the Council has built a strong        collaboration, developed its legitimacy and profile, and constructed a firm knowledge-base to move forwar
d.
\par 
\par }\pard\plain \s4\sa120\keepn\widctlpar\outlinelevel3\adjustright \b\ul\cgrid {\fs20 School-to-Work
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20\ul Program:}{\fs20  National School-to-Work Program, United States
\par }{\fs20\ul Description:}{\fs20   This program builds awareness among youth about work options and what \ldblquote work\rdblquote  involves.  The federal Departments of Labor and Education joined together to create this de
centralized, community driven program to improve the fit between business needs and high school education.  The federal government has provided a five-year pool of money that can be accessed upon application by local school districts.  In Los Angeles, the
 program has developed into a school and business partnership among eight \ldblquote academies\rdblquote 
 representing different education tracks.  For example, a transportation academy has partnered with the metropolitan transportation agency.  The agency invites students ont
o its sites to become more familiar with the workplace over semester-long programs, and the agency\rquote s work becomes a common experience around which the school curriculum is developed.  
\par }{\fs20\ul Success factors:}{\fs20   The initiative is a locally driven business-school co
llaboration.  In schools, cross-disciplinary teams are formed among schoolteachers, who become familiar with the companies by visits and internships with them of up to three months.  The staff costs are covered through federal and other funds, but the com
panies provide office space so an initiative staff member can coordinate the program on-site.  
\par 
\par }{\fs20\ul Program:}{\fs20   Out-of-School Youth Development Project, Children and Youth Foundation of the Philippines (CYFP), Philippines
\par }{\fs20\ul Description:}{\fs20   In the Philippines, 65% of
 out-of-school youth have not graduated from high school and the out-of-school youth population in the Philippines is estimated at 40% of the total youth population in the country.  Although school is free, the incidental costs (such as transportation and
 
the opportunity cost of lost wages while in school) are important deterrents to completing a high school education.  However, education is only one barrier for the disadvantaged who would like to enter the formal business sector.  An equally important one
 
is social barriers for youth who do not have workplace connections or experience, and another is the lack of workplace orientation of traditional educational institutions.  With the support of the World Bank, some major companies are working with CYFP to 
f
orm a national consortium and five regional ones composed of business, civil society and government to work with out-of-school children and youth. They are applying best practices from existing programs such as the Technical Skills Training Project where 
Toyota Motors (Philippines) and a technical school have teamed up to ensure the school gives a work- and corporate needs-oriented education;  Toyota gives training funds, access to equipment, and preference to the school\rquote 
s graduates.  The school and NGOs help connect Toyota to disadvantaged youth with strong potential.  
\par }{\fs20\ul Success factors:}{\fs20   On both the national and local levels there is direct government involvement in this scheme through the Department of Social Welfare and Development and five other agencies
.  When government financially participates in joint projects, it requires that all funds be placed in the Treasury where they are very hard to access.  The World Bank Fund will follow Treasury procedures, but to create more flexibility, the consortia (as
 
private sector-led) will put resources directly into implementing institutions (such as private schools and NGOs).  There is a strong sense of corporate social responsibility in the country.  Companies are used to working through external intermediaries, 
a
lthough many prefer to provide direct service through their own foundations.  Even within this social responsibility tradition, it is critical to find specific leverage points for each company.  For example, for Toyota the issue was workforce development;
  other times, such as with companies producing youth-oriented products, there are also marketing goals.  
\par 
\par }\pard\plain \s4\sa120\keepn\widctlpar\outlinelevel3\adjustright \b\ul\cgrid {\fs20 Entrepreneur and New Business Development
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20\ul Program:}{\fs20   Rural Youth Career Development, Thailand, National Council for Child and Youth Development (NYCD)
\par }{\fs20\ul Description:}{\fs20 
 NCYD is a national network of child and youth organizations that also undertakes some direct development activities.  It approaches the rural YEL issues by first studying them, and then addresses both entrepreneur development and education-to
-employee issues.  It concluded that past training-based efforts failed because they did not recognize that youth themselves need to be motivated and committed; traditional approaches depended upon the availability of jobs;  and parents and families want 
c
hildren to go to factories and do not want children to train without income for six months.  In a new approach, NYCD brings together stakeholders from all sectors in a particular locality to share information about youth issues, gets them to talk to paren
ts to explain the value of further training and identify their youth\rquote 
s training preferences, and then find places in regional training centers nearby.  After the training, NYCD returns and the youth decide whether they want to be self-employed or employees.
  If the preference is self-employment, entrepreneurial skills development and low-interest loans follow;  if the choice is to be an employee, NYCD helps find a placement.  The CP Group, a major Thai agriculture-based conglomerate, participates in the pro
g
ram by supporting it financially and assisting in placements and linkages with other businesses.  In an associated joint CP-NYCD initiative, rural youth are trained to be farmers.  NYCD and its members provide training and have analyzed success and limita
tion factors.  One finding led NYCD to emphasize a greater focus upon }{\i\fs20 skilled }{\fs20 farm employees rather than }{\i\fs20 laborers}{\fs20 \emdash the CP programs were criticized as being too directly oriented to creating CP customers.  
\par }{\fs20\ul Success factors:}{\fs20   The Chair of NCYD is a retired hig
h government official who has good connections not just in government, but other sectors as well.  NYCD does not emphasize financial contributions, but the full meaning of partnership and mutual commitment to one another\rquote 
s success.  NYCD is willing to openly criticize partners, in the spirit of mutual improvement.  
\par }{\fs20\ul 
\par Program:}{\fs20   Youth Business International (YBI), UK-global
\par }{\fs20\ul Description:}{\fs20   Based on 17 years of success in the Prince\rquote s Trust model in the United Kingdom for growing entrepreneurs, YBI is spreading the model around the world.  It continues the Trust\rquote 
s tradition of putting business in the driver\rquote s seat of new entrepreneur and enterprise development\'85supporting enterprises doing everything from buffalo breeding to software development.  Business provide
s leadership, significant financing, and intensive one-on-one mentoring over a three-year period.  Youths are identified by working with other NGOs and government agencies.  YBI supports the development of national programs in other countries that reflect
 
these core elements.  Depending upon the location, an estimated 25 to 35 percent of youth have the potential to become independent entrepreneurs.  Business engagement is motivated by a sense of social responsibility, fun, sometimes (as with banks) the pot
ential to grow new clients, and public relations/marketing with hard-to-reach groups.
\par }{\fs20\ul Success factors:}{\fs20   The initiative is flexible and takes a customized approach with businesses, business people, and the youth being engaged.  A wide variety of approaches are taken to attract particular people\emdash 
each is understood to have different types of motivations.  The activities are focused very clearly upon new business creation, and business is in charge in terms of the organization.  Making up almost all boards, coun
cils and committee memberships, NGOs and government agencies are critical bridges to identify potential entrepreneur youth.  The initiative mobilizes business people as mentors, and provides financial and mentor support for the first three years of develo
pment\emdash when banks will usually pick up the financial end and the need for mentors disappears.  In the UK, government matches donations raised elsewhere.  There is a balance between centrally provided resources, and locally driven initiative.  

\par }{\fs20\ul 
\par }\pard \sa120\widctlpar\adjustright {\fs20\ul Program:}{\fs20   Business and Youth Starting Together (BYST), India
\par }{\fs20\ul Description:}{\fs20   BYST has been set up to foster the entrepreneurial dreams of the underprivileged youth of India. Nationally launched by HRH Prince Charles in New Delhi, 1992, BYST has been inspired by the Prince\rquote s Trust \endash 
 Youth Business. However, in India the challenge is much larger - there are 300 million people between the ages of 18 to 35 in a country many times bigger, and with a greater cultural variety and income disparity. BYST is adapting and building u
pon the UK model, of supporting new small enterprises with finance and business advisors (mentors), to particularly suit the environment in developing countries. Nationally, the program has built a close alliance with a broad range of Indian Industry 
\endash  top corporations including Multinationals (Tata, Bajaj, Godrej, Diageo etc)  SME\rquote s and Chambers of Commerce (Confederation of Indian Industries (CII)). 
\par At the local level, BYST works on a multi-pronged strategy depending upon the needs \endash  setting up its own p
rogram, partnering with one major company and developing programs customized around their activity or training and monitoring programs run independently by a company in its community. BYST can be tailored to enable companies to address retrenchments/lay-o
ffs, or employee skills development.  For example, BYST works closely with Escorts Ltd., a very large agriculture machinery manufacturer and other diverse products, in over 80 villages in Haryana in North India.  This dovetails well with Escorts\rquote 
 own rural development work in Haryana where its major factories are located.
\par }{\fs20\ul Success factors:}{\fs20    BYST realized that bringing the Prince\rquote s Trust lessons to India (and developing countries in general) required significant adaptations, which it has developed through exp
erimentation.  The social responsibility and brand image strategies that can drive business involvement in the North simply does not work very well in India where many enterprises are suppliers to brand-conscious Northern companies.  Therefore new framewo
r
ks were established.  As well, BYST has created very customized approaches, company-by-company, to gain support.  It analyzes the company needs, and then frames its activities in terms of those needs in ways that also address community involvement issues.
 
BYST emphasizes mentor development through training courses that teach business people how to interact with the less privileged, how to help businesses at the grass roots level. It also hosts get-togethers and mentor clubs that help mentors meet, share an
d support one another\rquote s development.
\par }\pard \sa120\widctlpar\adjustright {\fs20 
\par }{\fs20\ul Program:}{\fs20   Building opportunities through credit cooperatives, Paraguay
\par }{\fs20\ul Description:}{\fs20   The country of Paraguay has a poorly financed centralized government structure that frequently acts unilaterally.  The business sector
 is highly distrustful of government and NGOs who it sees as inefficient and spendthrift.  Moreover, business sees YEL issues as a \ldblquote government responsibility\rdblquote 
.  However, an increasing number of businesses are understanding they are in a dangerous situation
 with 50 percent of the population under age 25 and high youth unemployment.  The Center for Information and Resources for Development (CIRD) founded in 1988 is an NGO-network organization that aims to funnel resources from business to NGOs.  Over the pas
t
 few years, it has been developing YEL initiatives not just with traditional privately owned business, but also with cooperatives and financial cooperatives (credit unions) in particular.  Community-based credit unions are forming youth committees and usi
n
g their membership as a base for building local development strategies that address YEL issues.  They also are beginning to make significant financial commitments.  With Inter-American Development Bank support, two projects have been developed in informat
ics and in tomato growing.  More initiatives are being developed by developing ties with the major national business association.  
\par }{\fs20\ul Success factors:}{\fs20   The CIRD executive director has a critical social capital network. He comes from a business-connected famil
y, which greatly facilitates the generation of venues to connect with business.  CIRD itself is a network organization, and knows much about how to create networks and the value of them.  This is reflected in an understanding that connection with credit u
n
ions also allows connections with their members.  Credit unions, themselves combining critical business and civil society qualities, find the local economic and social development aspirations associated with YEL much easier to identify with than many priv
ate corporations.  
\par }\pard\plain \s16\sa120\widctlpar\adjustright \fs20\cgrid {
\par }\pard\plain \s4\sa120\keepn\widctlpar\outlinelevel3\adjustright \b\ul\cgrid {\fs20 Livelihood Development
\par }\pard\plain \sa120\widctlpar\adjustright \cgrid {\fs20\ul Program:}{\fs20   Global Alliance for Workers and Communities, Global
\par }{\fs20\ul Description:}{\fs20   The International Youth Foundation and Nike initiated The Alliance in 1999.  Based at IYF headquarters, there are corporate, NGO, and int
ernational donor agency members with leadership provided by Nike, IYF, and the World Bank.  It is growing into a network of multinational companies and their subcontractors who work with the Alliance to improve workers\rquote 
 lives.  The initial focus is upon su
bcontractor employees of companies like Nike and The GAP in Southeast Asia.  Most developed are Thailand operations where a local l university-affiliated research conducted an extensive assessment process  with employees  over a 10-week period to identify
 
key issues.  This included surveys of approximately eight percent of the workforce, focus groups, and in-depth interviews. The researchers worked closely with project teams, which are typically 12-15 people, throughout the subcontracting organizations and
 
include workers and Human Resource managers, who facilitate the work of the Global Alliance in the factory setting.  In the course of the assessment process, health and education are often identified as priorities, and many times these issues have little 
t
o do with workplace operations but are more oriented to broad skill development that can help workers improve their work and life options.  In one case, employees wanted to learn about their worker rights and a lawyer was brought in to explain their legal
 rights; the program was subsequently taken up at other subcontractors.  
\par }{\fs20\ul Success factors:}{\fs20   Undoubtedly one of the major drivers behind this initiative is its potential to improve conditions related to the globalization of business.  Globalization requires 
new structures and strategies to make multi-national corporations sensitive and accountable to local constituencies.  The traditional approaches to community and employee relationships cannot be effectively addressed by traditional centralized corporate a
pproaches\emdash 
the variations are too great, subcontractor relationship structures make the traditional approach highly problematic, and enforcement/review mechanisms are very difficult for multinationals to directly undertake.  The commitment of the multination
als and subcontractors, and the ability to build groups where employees will speak up freely are also critical.  Also important is the intensive repetitive contact that the program makes up front and continues throughout the process with the subcontractor
 workers.    
\par }\pard\plain \s2\sb240\sa60\keepn\widctlpar\outlinelevel1\adjustright \b\i\f1\fs28\cgrid {{\*\bkmkstart _Toc484522205}5.  Promising Strategies for Future Programming{\*\bkmkend _Toc484522205}
\par }\pard\plain \fi720\sa120\widctlpar\adjustright \cgrid {\fs20 There are a number of lessons that become apparent from this analysis of how to engage business in youth employment and livelihood issues.  These are briefly described below.
\par }\pard \sa120\widctlpar\adjustright {\fs20\ul 1) Develop both top-down and grassroots vibrancy
\par }\pard \fi720\sa120\widctlpar\adjustright {\fs20 
The most successful strategies provide resources nationally or internationally through government, business, and foundations, but are driven locally.  This demands very broad frameworks for action, but lots of room for local in
itiatives and adapting to local conditions.
\par }\pard \sa120\widctlpar\adjustright {\fs20\ul 2)  Be business-driven
\par }{\fs20 \tab This does not necessarily mean\emdash although often it does\emdash have business clearly in charge.  In the new environment, even if business is titularly in charge, there needs to be engagement of oth
er players.  However, being business-driven does mean giving business a substantial voice and responsibility, and keeping the nose firmly on business impacts both for new and established enterprises.
\par }{\fs20\ul 3) Put youth in active driver position
\par }\pard \fi720\sa120\widctlpar\adjustright {\fs20 The decline in pa
ternalistic approaches results in large part from recognition that a critical ingredient in success is encouragement of active participation of key stakeholders.  This includes youth.  Give them leadership in developing ways to better their circumstances,
 through a new enterprises they form and through engagement in planning processes or on intermediaries\rquote  boards.
\par }\pard \sa120\widctlpar\adjustright {\fs20\ul 4) Customize the framework for each business and setting
\par }\pard \fi720\sa120\widctlpar\adjustright {\fs20 Different businesses and different YEL  programs will be more attuned to different base 
frameworks:  philanthropy, social responsibility, corporate citizenship, and mutual gain.  Often the frameworks can be combined in any one YEL initiative\emdash even within one company\emdash 
and costs can be covered, for example, through both social responsibility and mutual gain frameworks.  
\par An overall integrated framework to engage business might be a corporate or business development one.  However, different motivations and operational objectives will be found in different businesses.  Motivations can be influenced 
by social conditions, the industry, personal leadership, company values, key challenges, and business size.  In some places the three sectors work well together, in others partnering with one sector in particular makes more sense.  Diverse strategic frame
works and engagement approaches are critical.
\par }\pard \sa120\widctlpar\adjustright {\fs20\ul 5) Make the relationships personal
\par }\pard \fi720\sa120\widctlpar\adjustright {\fs20 Motivations and commitments are strengthened when grounded in personal relationships.  There should be a focus upon support for personal caring relationships between adults and
 youth, strengthened by the ability to simply have fun working together.
\par }\pard \sa120\widctlpar\adjustright {\fs20\ul 6) Build intermediaries as service brokers, rather than service providers
\par }{\fs20 \tab The importance of intermediaries is indisputable.  Sometimes a corporate foundation may take a successful in
termediary role, but more often it is an external organization that can mobilize numerous business members and other participants, and specialize specifically in addressing YEL issues.  These are critical bridging organizations and translators. }
{\field\fldedit{\*\fldinst {\fs20  ADDIN ENRfu }{\fs20 {\*\datafield 
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00390042003500370044003800450046003000320030003000300030003000300037003400350042003400320037003200360046003700370036004500320043003200300033003100330039003300390033003100320030003200330033003300330033003300420032003000340032003700320036004600370037003600
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00360033004200320030003500330036003800360031003700320036004400360031003200430032003000330031003300390033003900330034003200300032003300330035003300300033003100330042003200300035003700360035003700330037003400360043003600350037003900320043003200300033003100
33003900330039003300310032003000320033003300310033003300330037003300420032003000350037003600310036003400360034003600350036004300360043003200430032003000330031003300390033003900330039003200300032003300330036003300300033003500350044003000300030004100300030
003000300030003000}}}{\fldrslt {\fs20 (Brown, 1991;  Brown, 1993;  Lawrence, 1999;  Sharma, et al., 1994;  Waddell, 1999;  Westley and Vredenburg, 1991)}}}{\fs20 
\par }{\fs20\ul 7) Build systems-thinking approaches by breaking down barriers 
\par }{\fs20 \tab The barriers to engaging business might best be summed up as the need to break down barriers, particularly  business-civil society-government boundaries.  This imperative does }{\i\fs20 not }{\fs20 
mean these three sectors should become more like one another\emdash for if they do, they will lose their core competencies that provide the base rationale for collaborating.  It }{\i\fs20 does }{\fs20 
mean building partnerships that will be able to mobilize and access the distinctive competencies and resources of each sector, and offset respective sectors\rquote  weakness (see Tables 2 and 3).  Other barriers to challenge are:  di
sadvantaged/elite; between government departments, educational institutions/workplaces, and formal/informal economy.  Reducing the government/business/civil society and educational institution/workplace barriers includes shifting government\rquote 
s role from \ldblquote directly doing\rdblquote  in YEL to also creating an enabling environment that supports others to do the job in collaboration with government.  
\par }{\fs20\ul 8)  Build upon distinct sectoral competencies and weaknesses
\par }{\fs20 \tab Almost all initiatives involve both business and a civil society organization\emdash 
the latter being formed by business, an affiliated program partner or initiator, or a new intersectoral collaboration.  As well, the government always has an important influence and often an active role.  Understanding more deeply the dist
inct competencies and weaknesses of the sectors helps sharpen strategies for the different participant organizations, more clearly develop potential synergies, and avoid assigning inappropriate tasks to an organization.  
\par }\pard\plain \s3\qr\sb240\sa120\keepn\widctlpar\outlinelevel2\adjustright \b\f1\fs26\cgrid {\fs20 \page }{{\*\bkmkstart _Toc482321334}{\*\bkmkstart _Toc484522206}Appendix A{\*\bkmkend _Toc482321334}{\*\bkmkend _Toc484522206}
\par }\pard\plain \widctlpar\adjustright \cgrid {
\par }\trowd \trgaph72\trleft543 \clvertalt\clbrdrt\brdrs\brdrw20\brdrcf1 \clbrdrl\brdrs\brdrw20\brdrcf1 \clbrdrb\brdrs\brdrw20\brdrcf1 \clbrdrr\brdrs\brdrw20\brdrcf1 \cltxlrtb \cellx8280\pard\plain 
\s3\qc\sb60\sa60\keepn\widctlpar\intbl\outlinelevel2\adjustright \b\f1\fs26\cgrid {\page {\*\bkmkstart _Toc472072004}{\*\bkmkstart _Toc472661511}{\*\bkmkstart _Toc472925317}{\*\bkmkstart _Toc474904940}{\*\bkmkstart _Toc474905125}
{\*\bkmkstart _Toc482261972}{\*\bkmkstart _Toc484522207}Table {\*\bkmkend _Toc472072004}{\*\bkmkend _Toc472661511}{\*\bkmkend _Toc472925317}{\*\bkmkend _Toc474904940}{\*\bkmkend _Toc474905125}1{\*\bkmkend _Toc482261972}{\*\bkmkend _Toc484522207}
\par {\*\bkmkstart _Toc472072005}{\*\bkmkstart _Toc472661512}{\*\bkmkstart _Toc472925318}{\*\bkmkstart _Toc474904941}{\*\bkmkstart _Toc474905126}{\*\bkmkstart _Toc484522208}Some }{\i Comparative }{Distinctive Characteristics of the Sectors
{\*\bkmkend _Toc472072005}{\*\bkmkend _Toc472661512}{\*\bkmkend _Toc472925318}{\*\bkmkend _Toc474904941}{\*\bkmkend _Toc474905126}{\*\bkmkend _Toc484522208}\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\b\ul \row }\trowd 
\trgaph72\trrh271\trleft543 \clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx2793\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 
\clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx4503\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx6300\clvertalt\clbrdrt
\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx8280\pard \sa120\widctlpar\intbl\adjustright {\b Sector\cell State Sector\cell Market Sector\cell Civil Sector\cell }\pard 
\widctlpar\intbl\adjustright {\b \row }\trowd \trgaph72\trleft543 \clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx2793\clvertalt\clbrdrt
\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx4503\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr
\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx6300\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx8280\pard \widctlpar\intbl\adjustright {\b\fs20 
Primary interest\cell }{\fs20 Political\cell Economic\cell Social\cell }\pard \widctlpar\intbl\adjustright {\row }\trowd \trgaph72\trrh451\trleft543 \clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 
\clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx2793\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx4503\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl
\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx6300\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb 
\cellx8280\pard\plain \s6\keepn\widctlpar\intbl\outlinelevel5\adjustright \b\fs20\cgrid {Primary control agents\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\fs20 {\*\bkmkstart _Toc471630638}{\*\bkmkstart _Toc472067102}
{\*\bkmkstart _Toc472067856}{\*\bkmkstart _Toc472068122}{\*\bkmkstart _Toc472068482}{\*\bkmkstart _Toc472071370}Voters/rulers{\*\bkmkend _Toc471630638}{\*\bkmkend _Toc472067102}{\*\bkmkend _Toc472067856}{\*\bkmkend _Toc472068122}{\*\bkmkend _Toc472068482}
{\*\bkmkend _Toc472071370}\cell Owners\cell Communities \cell }\pard \widctlpar\intbl\adjustright {\fs20 \row }\trowd \trgaph72\trrh370\trleft543 \clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 
\clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx2793\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx4503\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl
\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx6300\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb 
\cellx8280\pard \widctlpar\intbl\adjustright {\b\fs20 Primary power form\cell }{\fs20 Laws, police, fines\cell Money\cell }\pard\plain \s16\widctlpar\intbl\adjustright \fs20\cgrid {Traditions, values\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {
\fs20 \row }\pard \widctlpar\intbl\adjustright {\b\fs20 Primary goals\cell }{\fs20 Societal order\cell }\pard\plain \s16\widctlpar\intbl\adjustright \fs20\cgrid {Wealth creation\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\fs20 
Expression of values\cell }\pard \widctlpar\intbl\adjustright {\fs20 \row }\trowd \trgaph72\trleft543 \clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb 
\cellx2793\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx4503\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb
\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx6300\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx8280\pard\plain 
\s6\keepn\widctlpar\intbl\outlinelevel5\adjustright \b\fs20\cgrid {Assessment frame\cell }\pard\plain \s15\widctlpar\intbl\adjustright \f6\cgrid {\f0\fs20 Legality\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\fs20 Profitability\cell Justice
\cell }\pard \widctlpar\intbl\adjustright {\row }\pard \widctlpar\intbl\adjustright {\b\fs20 Goods produced\cell }{\fs20 Public\cell Private\cell Group\cell }\pard \widctlpar\intbl\adjustright {\fs20 \row }\trowd \trgaph72\trleft543 \clvertalt\clbrdrt
\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx2793\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr
\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx4503\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx6300\clvertalt\clbrdrt\brdrs\brdrw17\brdrcf1 \clbrdrl
\brdrs\brdrw17\brdrcf1 \clbrdrb\brdrs\brdrw17\brdrcf1 \clbrdrr\brdrs\brdrw17\brdrcf1 \cltxlrtb \cellx8280\pard\plain \s6\keepn\widctlpar\intbl\outlinelevel5\adjustright \b\fs20\cgrid {Temporal Framework\cell }\pard\plain \s15\widctlpar\intbl\adjustright 
\f6\cgrid {\f0\fs20 Election cycles\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\fs20 Profit-reporting/
\par business cycles\cell Sustainability/ regeneration cycles\cell }\pard \widctlpar\intbl\adjustright {\row }\pard \fi720\widctlpar\adjustright {\b\i\fs16 \'a9 Steve Waddell
\par }\pard\plain \s3\qr\sb240\sa60\keepn\widctlpar\outlinelevel2\adjustright \b\f1\fs26\cgrid {\page {\*\bkmkstart _Toc482321337}{\*\bkmkstart _Toc484522209}Appendix B{\*\bkmkend _Toc482321337}{\*\bkmkend _Toc484522209}
\par }\pard\plain \widctlpar\adjustright \cgrid {\b\i\fs16 
\par }{
\par }\trowd \trgaph108\trkeep\trbrdrt\brdrs\brdrw10 \trbrdrl\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrh\brdrs\brdrw10 \trbrdrv\brdrs\brdrw10 \clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr
\brdrs\brdrw10 \cltxlrtb \cellx8460\pard\plain \s3\qc\sb60\sa60\keepn\widctlpar\intbl\outlinelevel2\adjustright \b\f1\fs26\cgrid {{\*\bkmkstart _Toc472072010}{\*\bkmkstart _Toc472661517}{\*\bkmkstart _Toc472925320}{\*\bkmkstart _Toc474904943}
{\*\bkmkstart _Toc474905128}{\*\bkmkstart _Toc482261975}{\*\bkmkstart _Toc482321338}{\*\bkmkstart _Toc484522210}Table {\*\bkmkend _Toc472072010}{\*\bkmkend _Toc472661517}{\*\bkmkend _Toc472925320}{\*\bkmkend _Toc474904943}{\*\bkmkend _Toc474905128}2
{\*\bkmkend _Toc482261975}{\*\bkmkend _Toc482321338}{\*\bkmkend _Toc484522210}
\par {\*\bkmkstart _Toc472072011}{\*\bkmkstart _Toc472661518}{\*\bkmkstart _Toc472925321}{\*\bkmkstart _Toc474904944}{\*\bkmkstart _Toc474905129}{\*\bkmkstart _Toc484522211}Sectors\rquote  Generic }{\i Comparative Primary}{
 Resources, Capabilities and Competencies}{\b0 {\*\bkmkend _Toc472072011}{\*\bkmkend _Toc472661518}{\*\bkmkend _Toc472925321}{\*\bkmkend _Toc474904944}{\*\bkmkend _Toc474905129}{\*\bkmkend _Toc484522211}\cell }\pard\plain \widctlpar\intbl\adjustright 
\cgrid {\row }\trowd \trgaph108\trbrdrt\brdrs\brdrw10 \trbrdrl\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrh\brdrs\brdrw10 \trbrdrv\brdrs\brdrw10 \clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 
\clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx1440\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx3510\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr
\brdrs\brdrw10 \cltxlrtb \cellx6030\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx8460\pard \sa240\widctlpar\intbl\adjustright {\cell }{\b State\cell Market\cell Civil Society\cell 
}\pard \widctlpar\intbl\adjustright {\row }\trowd \trgaph108\trrh1385\trbrdrt\brdrs\brdrw10 \trbrdrl\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrh\brdrs\brdrw10 \trbrdrv\brdrs\brdrw10 \clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl
\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx1440\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx3510\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl
\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx6030\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx8460\pard \widctlpar\intbl\adjustright {\b\fs20 
{\*\bkmkstart _Toc470595035}{\*\bkmkstart _Toc471630641}{\*\bkmkstart _Toc472067105}{\*\bkmkstart _Toc472067859}{\*\bkmkstart _Toc472068125}{\*\bkmkstart _Toc472068485}{\*\bkmkstart _Toc472071373}Resources{\*\bkmkend _Toc470595035}
{\*\bkmkend _Toc471630641}{\*\bkmkend _Toc472067105}{\*\bkmkend _Toc472067859}{\*\bkmkend _Toc472068125}{\*\bkmkend _Toc472068485}{\*\bkmkend _Toc472071373}\cell }{\shad\fs20 -Regulatory and taxation powers
\par -Enforcement apparatus
\par -Specialized policy impact knowledge
\par }{\shad\v\fs20 
\par }{\shad\fs20 -Government reputation}{\v\fs20 
\par }{\fs20 \cell }{\shad\fs20 -Capital and financial assets
\par -Production systems
\par -Specialized industry knowledge
\par -Business reputation
\par }{\v\fs20 
\par }{\fs20 \cell }{\shad\fs20 -Inspirational and volunteer assets
\par -Community bonds
\par -Specialized community/ issue knowledge
\par -Community reputation}{\shad\v\fs20 
\par }{\v\fs20 
\par }{\fs20 \cell }\pard \widctlpar\intbl\adjustright {\row }\trowd \trgaph108\trbrdrt\brdrs\brdrw10 \trbrdrl\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrh\brdrs\brdrw10 \trbrdrv\brdrs\brdrw10 \clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl
\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx1440\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx3510\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl
\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx6030\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx8460\pard \widctlpar\intbl\adjustright {\b\fs20 Capab
ilities\cell }{\fs20  }{\shad\fs20 -Public policy development
\par }{\shad\v\fs20 
\par }{\shad\fs20 -Enforcement skills
\par }{\shad\v\fs20 
\par 
\par 
\par }{\shad\fs20 -Government agency networks}{\fs20 \cell }{\shad\fs20 -Production process management
\par }{\shad\v\fs20 
\par }{\shad\fs20 -Capital mobilization/ management skills
\par }{\shad\v\fs20 
\par }{\shad\fs20 -Business networks}{\v\fs20 
\par }\pard\plain \s16\widctlpar\intbl\adjustright \fs20\cgrid {\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\shad\fs20 -Issue development
\par }{\shad\v\fs20 
\par 
\par }{\shad\fs20 -Community organizing skills
\par }{\shad\v\fs20 
\par 
\par }{\shad\fs20 -Civil society networks }{\v\fs20 
\par 
\par }{\fs20 \cell }\pard \widctlpar\intbl\adjustright {\row }\trowd \trgaph108\trbrdrt\brdrs\brdrw10 \trbrdrl\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrh\brdrs\brdrw10 \trbrdrv\brdrs\brdrw10 \clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl
\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx1440\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx3510\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl
\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx6030\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx8460\pard \widctlpar\intbl\adjustright {\b\fs20 
Core Competencies\cell }{\shad\fs20 -Rules-focused activity
\par }{\shad\v\fs20 
\par }{\shad\fs20 -Creation of \ldblquote level playing field\rdblquote 
\par }{\shad\v\fs20 
\par }{\shad\fs20 -Redistribution of benefits/select public priorities; infrastructure development}{\v\fs20 
\par }{\fs20 \cell }{\shad\fs20  -Efficiency-focused activity
\par }{\shad\v\fs20 
\par }{\shad\fs20 -Profit generation
\par }{\shad\v\fs20 
\par 
\par }{\shad\fs20 -Delivery of goods and services to medium and upper income}{\v\fs20 
\par }{\fs20 \cell }{\shad\fs20  -Human impact-focused activity
\par }{\shad\v\fs20 
\par }{\shad\fs20 -Community relationship and trust generation
\par }{\shad\v\fs20 
\par 
\par }{\shad\fs20 -Support for the vulnerable and marginalized}{\v\fs20 
\par }{\fs20 \cell }\pard \widctlpar\intbl\adjustright {\row }\pard \sa240\widctlpar\adjustright {\fs16 \'a9 Steve Waddell 
\par }\trowd \trgaph108\trkeep\trbrdrt\brdrs\brdrw10 \trbrdrl\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrh\brdrs\brdrw10 \trbrdrv\brdrs\brdrw10 \clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr
\brdrs\brdrw10 \cltxlrtb \cellx8460\pard\plain \s3\qc\sb60\sa60\keepn\widctlpar\intbl\outlinelevel2\adjustright \b\f1\fs26\cgrid {{\*\bkmkstart _Toc472072013}{\*\bkmkstart _Toc472661520}{\*\bkmkstart _Toc472925323}{\*\bkmkstart _Toc474904946}
{\*\bkmkstart _Toc474905131}{\*\bkmkstart _Toc482261977}{\*\bkmkstart _Toc484522212}Table {\*\bkmkend _Toc472072013}{\*\bkmkend _Toc472661520}{\*\bkmkend _Toc472925323}{\*\bkmkend _Toc474904946}{\*\bkmkend _Toc474905131}3{\*\bkmkend _Toc482261977}
{\*\bkmkend _Toc484522212}
\par {\*\bkmkstart _Toc472072014}{\*\bkmkstart _Toc472661521}{\*\bkmkstart _Toc472925324}{\*\bkmkstart _Toc474904947}{\*\bkmkstart _Toc474905132}{\*\bkmkstart _Toc484522213}Some Generic }{\i Comparative }{Sectoral Weaknesses{\*\bkmkend _Toc472072014}
{\*\bkmkend _Toc472661521}{\*\bkmkend _Toc472925324}{\*\bkmkend _Toc474904947}{\*\bkmkend _Toc474905132}{\*\bkmkend _Toc484522213}\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\row }\trowd \trgaph108\trbrdrt\brdrs\brdrw10 \trbrdrl\brdrs\brdrw10 
\trbrdrb\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrh\brdrs\brdrw10 \trbrdrv\brdrs\brdrw10 \clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx3060\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl
\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx6120\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx8460\pard\plain \s16\sa120\widctlpar\intbl\adjustright 
\fs20\cgrid {\b\fs24 State\cell }\pard\plain \sa120\widctlpar\intbl\adjustright \cgrid {\b Market\cell Civil Society}{\cs42\b\super \chftn {\footnote \pard\plain \s41\widctlpar\tx360\adjustright \fs20\cgrid {\cs42\super \chftn }{ }
{\field\fldedit{\*\fldinst { ADDIN ENRfu }{{\*\datafield 
37003300330039004100370034003800300030003700340041003300360038003500360031003000300030003000380033003200430046003600350036004500370032003600360030003000330039003200440037004200370036003000310031004300420041004100300030003200300030003000300030003000430032
00310032003400370046003200320041003000320030003000300030003000300031003300350042003400320037003200360046003700370036004500320043003200300033003100330039003300390033003800320030003200330033003500330038003300380035004400300030003000410030003000300030003000
3000}}}{\fldrslt {Brown, L. D., & Kalegaonkar, A. }{\i Addressing Civil Society's Challenges:  Support Organizations as Emerging Institutions.}{ Vol. 15, }{\i IDR Report}{. Boston, MA: Institute for Development Research, 1998.}}}}}{\b \cell }\pard 
\widctlpar\intbl\adjustright {\b \row }\pard\plain \s16\widctlpar\intbl\adjustright \fs20\cgrid {Inflexibility in rule application\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\fs20 Tendency to monopoly\cell Restricted (interest) focus\cell 
}\pard \widctlpar\intbl\adjustright {\fs20 \row }\pard \widctlpar\intbl\adjustright {\fs20 Slow pace of decision-making\cell Disregard for externalities\cell Amateurism\cell }\pard \widctlpar\intbl\adjustright {\fs20 \row }\pard 
\widctlpar\intbl\adjustright {\fs20 Complexity of jurisdictions/levels\cell Integration of long-term concerns\cell Material scarcity\cell }\pard \widctlpar\intbl\adjustright {\fs20 \row }\pard \widctlpar\intbl\adjustright {\fs20 Difficulty in interna
l coordination\cell }\pard\plain \s16\widctlpar\intbl\adjustright \fs20\cgrid {Inequality of outcomes\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\fs20 Fragmentation (scale)\cell }\pard \widctlpar\intbl\adjustright {\fs20 \row }\trowd 
\trgaph108\trbrdrt\brdrs\brdrw10 \trbrdrl\brdrs\brdrw10 \trbrdrb\brdrs\brdrw10 \trbrdrr\brdrs\brdrw10 \trbrdrh\brdrs\brdrw10 \trbrdrv\brdrs\brdrw10 \clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 
\cltxlrtb \cellx3060\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb \cellx6120\clvertalt\clbrdrt\brdrs\brdrw10 \clbrdrl\brdrs\brdrw10 \clbrdrb\brdrs\brdrw10 \clbrdrr\brdrs\brdrw10 \cltxlrtb 
\cellx8460\pard \widctlpar\intbl\adjustright {\fs20 Desire to control other sectors\cell }\pard\plain \s16\widctlpar\intbl\adjustright \fs20\cgrid {Transactional parochialism\cell }\pard\plain \widctlpar\intbl\adjustright \cgrid {\fs20 
Ideological parochialism (political correctness)\cell }\pard \widctlpar\intbl\adjustright {\fs20 \row }\pard \widctlpar\adjustright {\b\i\fs16 \'a9 Steve Waddell
\par }\pard\plain \s2\qr\sb240\sa60\keepn\widctlpar\outlinelevel1\adjustright \b\i\f1\fs28\cgrid {\b0\i0 \page }{{\*\bkmkstart _Toc482321342}{\*\bkmkstart _Toc484522214}Appendix C{\*\bkmkend _Toc484522214}
\par }\pard \s2\qc\sb240\sa60\keepn\widctlpar\outlinelevel1\adjustright {\b0\i0 {\*\bkmkstart _Toc484522215}Stages and Services in Developing Intersectoral Collaboration{\*\bkmkend _Toc484522215}
\par }\pard\plain \s16\qc\widctlpar\adjustright \fs20\cgrid {\i\fs16 Adapted from:  The Collaboration Works, www.thecollaborationworks.com
\par }\pard\plain \s34\qj\nowidctlpar\tx720\adjustright {\f1\ul 
\par Stage One: Preparing the Ground}{\ul      }{\f1\ul    
\par }\pard\plain \qj\widctlpar\tx720\adjustright \cgrid {\f1 
\par }\pard\plain \s36\qj\nowidctlpar\tx400\adjustright {\f1\fs18 A)\tab Identifying the options: Researching opportunities
\par }\pard\plain \s37\qj\nowidctlpar\tx940\adjustright {\b\i\f1\fs18 Activities:\tab Stakeholder research, opportunity analysis, strategic planning
\par }\pard\plain \qj\widctlpar\tx940\adjustright \cgrid {\b\i\f1\fs18 
\par }\pard\plain \s35\qj\nowidctlpar\tx720\adjustright {\fs18 Collaborat
ions involve significant resources, so it makes sense to take the time to analyze the opportunities and put a plan in place to develop them.  Assess the potential benefits of collaboration with regards to a specific industry, group, issue or geography.  I
dentify actual capacity to realize the multi-sector potential based upon institutions, attitudes, policies, leadership and skills. By identifying impediments, your organization can plan how to achieve the potential results while addressing the problems.

\par }\pard\plain \qj\widctlpar\tx720\adjustright \cgrid {\fs18 
\par }\pard\plain \s36\qj\nowidctlpar\tx400\adjustright {\f1\fs18 B)\tab Creating the right environment: Education for effective collaboration among sectors.
\par }\pard\plain \s38\qj\nowidctlpar\tx720\adjustright {\b\i\f1\fs18 Activities: workshops, presentations, seminars, publications
\par }\pard\plain \qj\widctlpar\tx720\adjustright \cgrid {\b\i\fs18 
\par }\pard\plain \s35\qj\nowidctlpar\tx720\adjustright {\fs18 Most individuals and organizations are simply unaware of the benefits of collaboration among sectors or lack
 the skills to realize them. The sectors simply do not interac