Revitalised National Youth Service

The primary aim of the NYS program is to mobilize young people to become active citizens of the country’s democracy, while earning an income and increasing their employability.

Objectives:

Driving active citizenry and youth employability through youth service

Duration of the Initiative:

One year.

Positive Impact:

National youth service program can trigger a ripple effect of positive outcomes that extend far beyond its initial scope. By nurturing skills, fostering community engagement, and promoting personal growth, such programs contribute to a more prosperous, interconnected, and socially conscious society.

Preparation Phase:

National Youth Service (NYS):

• Aims to mobilize young people as active citizens, providing income and increasing employability.

• Community service should be valuable, delivered through youth organizations, prioritize excluded youth, benefit a target group, enhance service delivery, and create social networks.

• Active community engagement increases the likelihood of employment and income generation.

Partner Identification:

• Partners should integrate youth development principles into community service delivery.

• Proposals should demonstrate how the applicant will:

• Identify youth challenges and opportunities.

• Engage youth in understanding and addressing their barriers.

• Precisely describe community service activities and performance standards (e.g., trained and supervised lay counselors for peer counseling).

• Engage youth beyond tasks to improve agency.

• Monitor, report, and provide auditable evidence.

• Deliver complementary education or training.

• Priority community service activities include surveys/digital mapping, sports/recreation, arts/culture/entertainment, learner support, social support, solidarity/care, early childhood development, food security, community works/revitalization/greening.

Organizational Structure and Resources:

• A project governance structure exists with defined roles: Project Sponsor (NYDA CEO), Program Director, Steering Committee (NYDA members), and Project Team.

• The NYDA has strong governance and accountability structures, evidenced by clean audits and high-performance plan achievement.

• The NYDA’s organizational structure includes oversight from the Presidency and Executive Authority, an Accounting Authority (Board of Directors), HR, ICT, Corporate Investments, Corporate Strategy and Planning, Financial Services, and Program Design, Development, and Delivery units.

Timeline:

• Projects are 1 year long, with 6 months of support for young people. This allows time for recruitment/onboarding, service work, and close-out activities.

Participant Selection Mechanism:

• Bids/proposals are evaluated based on functionality, including:

• Organization’s experience managing large development programs (20 points).

• Project manager/team experience (10 points).

• Experience working with smaller NGOs (20 points).

• Access to youth database (15 points).

• Capacity to implement (35 points), including a recruitment plan, sourcing platforms, program content, evaluation framework, stipend payment systems, partnership agreements, and an example evaluation report.

Program Participation Criteria:

• Programs must:

• Be led by an NPO/NPC.

• Target youth aged 18-35.

• Provide at least 64 hours/month of community service.

• Benefit the community and be completed to a high standard.

• Facilitate personal growth and citizenship.

• Recruit/enroll youth through SAYouth.mobi (free platform).

• Engage partners for transition opportunities.

Institutional Criteria:

• A call for proposals is open to eligible NPOs.

• Successful applicants must:

• Be managed by experienced implementers.

• Engage 2,000 youth for 6 months (scalable). The 1-year agreement includes a 2-month inception phase, 7-month implementation phase, and 3-month close-out phase.

• Be able to enroll/onboard youth, ensure bank accounts, and monitor activities (manual and electronic).

• Have a monitoring and evaluation protocol.

• Allocate budget for monitoring and evaluation and report against standard indicators.

• Propose SMART indicators.

• Collaborate with other organizations (NPOs/NPCs, consortiums, private sector).

Lead Applicant Requirements:

• Must demonstrate capacity to engage 2,000 youth or manage a consortium.

• Must be a registered NPO/NPC.

• Must be compliant with administrative requirements (CSD status).

• Must demonstrate capacity for stipend payments.

Lead Applicant/Implementing Partner Requirements:

• Must have an existing budget for youth work and demonstrate past program implementation (3 years).

• Must have 3+ years of technical experience.

• Must provide program content.

Implementation Phase:

Registration:

• Handled through the National Pathway Management Network (NPMN) via SAYouth.mobi, a free platform accessible to young South Africans (18-35).

• SAYouth.mobi allows registration, searching for opportunities, password retrieval, and applications.

• This system is part of the Presidential Youth Employment Intervention (PYEI), a broader effort to combat youth unemployment.

Management and Performance Monitoring:

• Implementing organizations (NPCs/NPOs) are responsible for staffing and program management, funded by allocated fees.

• Organizations must have robust monitoring and evaluation frameworks in place.

• Key performance indicators (KPIs) will be tracked:

• Indicator 1: Number of young people securing paid service opportunities (disaggregated by sex, age, disability, race, location, program type, opportunities secured, and stipend value). Verification will be done through timesheets, payroll reports, biometric databases, and affidavits.

• Indicator 2: Number of young people completing planned service activities (disaggregated similarly to Indicator 1, plus priority service area). Verification will be through service completion documents, certificates, signed service plans, and biometric data.

• Indicator 3: Number of young people transitioning out of the National Youth Service (NYS) into other opportunities (disaggregated similarly to Indicator 1, plus reason for leaving and type of opportunity secured). Verification will be through electronic de-registration information on the National Pathway Management Network.

• Data will be reported monthly and quarterly by contracted partners and tracked by the National Pathway Management System.

• Each project must submit a close-out evaluation report and an independently commissioned audit report after the 6-month implementation period.

Documentation:

• Several essential documents are required, including:

• Standard Bidding Documents (SBDs) in original hard copy and PDF format.

• Proof of registration with the Department of Social Development/CIPC.

• Certified copies of directors’ IDs (less than 3 months old).

• Central Supplier Database (CSD) report or pin.

• Current Tax Pin Status.

• Current B-BBEE Affidavit/Certificate.

• Latest Annual Financial Statement or management accounts (3 years).

• Proof of business location.

Post-Initiative Phase:

Applicants or prospective partners should have robust monitoring and evaluation frameworks in place, and it is expected that all initiatives will be tracked and evaluated to ensure feedback loops for program improvements and encourage evidence-based policy making across related government initiatives. Each applicant is expected to show that they have in place/demonstrate the ability to establish a suitable evaluation framework and budget for all related activities (over and above basic monitoring activities covered under the Service implementation costs line item stated above). At the end of the 6-month implementation period, each project will be required to submit: (1) a close out evaluation report/ self- evaluation report, and (2) independently commissioned close out audit report.

Project Results

At an individual level participants have:

• Formed an identity as a working person: Importance of having obtained ‘work’ (being paid) and providing an ‘introduction to the world of work.’

• Enjoyed financial benefits, which for the majority was the first time they had a bank account or earned an income.

• Greater self-reliance and self-confidence/ increased assertiveness.

• Service satisfaction from doing meaningful work

At community level, NYS participants have demonstrated agency and patriotism towards their community wellness and being part of change. Economically, participants use their stipend money to contribute to the local economy by buying from local vendors and increasing the demand and supply for goods and services in their communities.

 

Multiplier Effects

• Skill Development and Employability: As young participants engage in various service activities, they can acquire a diverse set of skills, including teamwork, leadership, problem-solving, and communication. These skills enhance their employability, making them more attractive to potential employers and increasing their chances of securing meaningful employment.

• Social Capital and Networks: Through their involvement in service activities, young people can build networks with peers, mentors, and community leaders. These connections can be valuable assets in terms of personal and professional growth, opening doors to future collaborations and opportunities.

• Innovation and Entrepreneurship: Participants have an opportunity to identify unmet needs within their communities while working on service projects. We have seen this spark innovative solutions and even inspire some participants to pursue entrepreneurial ventures that address these needs, fostering economic innovation.

• Health and Well-being: Engaging in service activities can have positive effects on mental and emotional well-being. Participants often report increased satisfaction and a sense of purpose, which can contribute to improved mental health and overall life satisfaction.

• Positive Public Perception: A well-executed youth service program can enhance the image of the government or organization sponsoring it. By showing a genuine dedication to helping young people and making communities better, it can create a positive view of that entity and build trust among the people it serves.

 

In summary, it is evident that a national youth service program can trigger a ripple effect of positive outcomes that extend far beyond its initial scope. By nurturing skills, fostering community engagement, and promoting personal growth, such programs contribute to a more prosperous, interconnected, and socially conscious society.