2. About We The People
We the People Group is a social enterprise providing livelihoods promotion services to the
poor emphasising on women, youth and farmers by offering institutional development services,
financial inclusion services and business development services. We believe ‘Income is
Development’. We the People strives to address the challenge of persistent poverty by creating
income opportunities for the poor and by enabling them to earn a stable income. ‘We the
People’ achieves its goal through its two entities – We the People, an NGO registered as a
society and Justrojgar India Pvt. Ltd, a for-profit company.
To promote skills and lifelong employment opportunities amongst youth and women, Justrojgar
works through a ‘Skill Eco-System Approach Model (SEAM)’ that includes sourcing, skilling,
placement/ outsourcing/ self-employment and post-placement/ self-employment services
through public-private partnerships (PPP) and multi-stakeholders’ engagement including
government, corporate sector, NGOs, NSDC and sector skills council. Justrojgar does this
through its offline skills centres viz. Rojgar Academies and online employment exchange
www.justrojgar.com and e-learning skill development platform viz. www.rojgaracademy.org.
Justrojgar and its’ associates have so far skill trained over 15,000 candidates and placed/
outsourced/ self-employed 12,500 candidates since last 5 years.
3. About the CM - Ajaya Mohapatra
Ajaya Mohapatra is the Co-founder and Managing Director of Justrojgar India Pvt. Ltd. and CEO of We
The People (NGO). Ajaya co-founded www.justrojgar.com, one of India’s first employment exchanges for the
informal sector and www.rojgaracademy.org, e-learning skill development platform. Ajaya has over 25 years
of experience spanning NGOs, chambers of commerce, corporate sector, and government at all levels,
bilateral and multilateral agencies.
He has demonstrated experience in the field of micro-entrepreneurships, livelihoods and micro-finance,
skills development, policy and programme advocacy, strategic planning and management,
organisational development, and networking.
Ajaya has been consulting to a large number corporates on CSR including ACC Ltd., ArcelorMittal, JSPL,
Jindal Stainless Limited, ACC Ltd. and Vedanta Group and OCL India Ltd.
To his credit, he steered key innovations projects including Mentor Online Training (MOL) for micro-
entrepreneurship development for BYST supported by International Finance Corporation (IFC).
He was awarded Visiting Fellowship by the Institute of Development Studies, University of Sussex, UK
for his outstanding contributions to the institutions of local-governance.
Under his leadership, Justrojgar received 1st Runner-Up Award at the National Skill Competition 2013 for
the Best Skill Development Business Plan organized by NSDC.
Ajaya holds an MBA in Rural Development from XISS, Ranchi. He is trained on entrepreneurship from
Chicago School of Business, U.S. and Deakin University, Melbourne, Australia.
4. Discovery Information Report
-Key Insights from A Team
“Road ahead to a million livelihoods”
About the Changemakers
Ajaya Mohapatra – Justrojgar (NCR)
Justrojgar works with the youth, from urban slums and rural areas (NCR / Himachal
Pradesh), through a ‘Skill Eco-System Approach Model (SEAM)’ that includes sourcing,
skilling, placement / outsourcing / self-employment and post-placement / self-employment
services in the Healthcare, Retail, Tourism and Hospitality sectors.
Area of Impact:
Illiterates and school / college dropout youth, who are largely the potential beneficiaries for
skills training to become employable
Vision:
Justrojgar’s vision is to facilitate one-million rojgar (livelihoods) for the people at the BoP by
2025 and 50,000 rojgar in the next 3 years.
5. Discovery Information Report
-Key Insights from A Team
Insights from the ‘A’ team members
Vikram Kohli – Business Expert
(Head of Technology & Customer Service @ QiloTech)
a. Ajaya is coming up with a technology solution i.e.: making it tech enabled will give him
scale. Delivering vocational content through internet needs to much more engaging. People
will always prefer to spend time on Facebook, WhatsApp, than listening to boring lectures
online.
b. I felt there was less clarity / focus on the impact of how many jobs got created and how
much salary people were able to get basis the employment given to them.
6. Discovery Information Report
-Key Insights from A Team
Pavan Bhat – Student
(Shri Ram College of Commerce)
a. I felt that the organisation has been slightly stagnant in terms of impact in the past year or so
and they don't have that one goal or impact figure which they are trying to achieve.
b. There is a lot of the burden on Ajaya and he needs a deputy in managing the organisation -
work can be done more efficiently by a team.
7. Eye Opener (anything of great value, / impact, significance)
a. The greatest eye-opener for me from this experience was understanding the unemployment
scenario in India. Ajaya spoke about how many graduates are unemployable and was
rather a reality check on the practicality of employments.
b. Another thing that struck me was the way the trained workers are treated in the some
industries. Lack of toilets, basic amenities and harsh working hours have to be better
regulated.
Nuggets (an event or situation that proves to be unexpectedly enlightening)
a. Quality Education and it's correlation with employability.
b. The scale of unemployment in India.
c. The whole tendering process for training centres can be made more friendly.
Discovery Information Report
-Key Insights from A Team
8. Spot the Potential (ideas or potential opportunities)
a. He can have a much bigger impact by creating and enabling micro entrepreneurship
b. He needs to fine - tune the various process and also pick the right people who can execute
the strategy / plans.
c. Having seen Ajaya's resolve to help the unemployed and his existing networks in place, I
see there is a huge potential for increasing impact. He has to be aided in terms of getting a
clear direction, funds for this renewed goal and the right people to work under him.
Discovery Information Report
-Key Insights from A Team
9. About the Discovery Document
Skill & Placement
Social Impact
Partnerships
Key Sectors
• Skill trained over 15,000 candidates since 2010 in Delhi & NCR, Himachal Pradesh,
Odisha and west Bengal
• Placed/ outsourced/ self-employed over 71% of the trained candidates
• Facilitated jobs for over 10,000 youth and women through www.justrojgar.com across
15 states of India
• Increased participation of women in skills training from 2 to 35%
• 88% of the candidates were getting a salary b/w Rs. 5,500 – 20,000/- per month
• Partnerships with corporate sector, industries, state governments, Banks, NGOs/ MFIs
and Delhi Police
• Hospitality, Retail and Sales, IT & ITeS, BFSI, Apparel, and Agri-business
Trainee Profile
• Our candidates range from neo-literates up to graduates
• 80% of the candidates were between 18 to 30 years living in slums or rural areas
• More than 33% of the candidates were the only bread-winners in their family
Recognition
• 1st Runner-Up: NSDC P2E Competition in FY 12-13
• Our business model was recognized as one of 21 innovations in India in skills
development and creating informal sector jobs by NSDC in FY 13-14
• Justrojgar was featured in Outlook Business (Independence Day Special Issue, August 31,
2013) as one of the 14 innovative social enterprises in India.
• NSDC Affiliated Partner in March 2017, Affiliated to RASCI in 2017, AMHSSC in 2015
• Empaneled as an Assessing Body under DGT, MSDE, GoI for 10 Indian states
Key Clients
• OCL, New Look, SAN, iPartner, ACC, ArcelorMittal, JSPL, Jindal Stainless Ltd., Vedanta
Group, HZL, DLF
10. About the Discovery Document
Livelihoods support
Social Impact
Partnerships
Sectors
• Supported over 15,000 households through SE & MED since 2006 -- IDS,
FIS & BDS in Rural and Urban areas
• 58% of our members are earning over Rs. 4,000/ month with an increase in
per capita income of 30% in the last 2 years
• Partnerships with Corporate sector, NABARD, SIDBI, state governments
and Banks
• Service Sector, Farm and Non-Farm Sector
Members Profile
• Over 83% of our SHG/ JLG members were women and farmers from
lower income families, widows, single women, SCs, STs and
minorities
• 15% were small and marginal farmers
Key Clients
• ACC, NABARD, SIDBI, PNB, SBI, HDFC Bank, UCO Bank, SBoP, GoHP
& GoR
11. Vision and Focus
Vision: Facilitate Million Rojgar (Jobs/ livelihoods) for
the people at the Bottom of the Pyramid by 2025.
Focus: Rural Areas & Slums
Target Group: Under-privileged youth, women and
farmers, Particular Vulnerable Tribal Groups
12. Facilitate Million Rojgar (Jobs/ livelihoods) for the
people at the Bottom of the Pyramid by 2025.
Goals
13. Ajaya Mohapatra (CM) is the Secretary and CEO of
We The People since its inception, as per the Bye-
laws and MoA
The measurement of the performance of the Head
of the organization (Annually)
Leadership and Organisation
Structure
14. Organisation Structure
14
Governing Body
Chief Executive Officer
Manager (Monitoring) Manager (HR) Manager (Fin & Ac) Manager (Operations) Manager
(Procurements)
All the above departments are supported by secretarial and support staff
Centre Manager
Trainers Placement Off
Centre Manager
Area Manager
Trainers Placements Off
15. Board & Governance
Board plays an advisory role in the functioning of the
organization. However, The organization is largely founder
driven.
Most of the decisions made by the CEO w.r.t. operations,
finance in consultation with the operational heads. Key
decisions, important projects are being informed to the board
members.
Board involves in quarterly review meetings/ board meetings
and advise on various matters
Board discusses the Annual financial/ audited reports and
review progress against the annual action plans
16. Audit & Compliance
The yearly audits and the processes and how many have
been done: WTP conducts annual audits by a statutory
auditors, the audited financial report is uploaded to its
website. WTP is a fully compliant organization with Annual
FCRA Return, Services Tax/ GSTN returns, ITR.
The accreditation and independent entity that does the Audit:
yes
Till when has the Income tax return been filed: For last 12
years, since its inception
The proper record of the various Articles of Incorporation,
Bye-Laws, Trust Deed, etc: Yes
Does the organisation have 10A, FCRA registration, and are
these currently valid?: We have FCRA, 12A, 80G
17. Financial Management
Does the Budget process follow an annual
calendar? Dos the board approves annual budget &
plan: Yes
Strategies for raising funds for the organisation and
the success so far: We raise fund through CSR and
govt funding. Our average annual turnover since
last 3 years are over Rs.61 Lacs
The Audited financial statement, for the last
completed financial year, available on record: Yes
Bank Statements, supporting documents for
relevant financial transactions to be made available
on request: Yes
18. Program Operations
Proper description of the various programs and support
offered by the Organization: We only do livelihoods
promotions that include: skills training, wage employment,
self-employment services
Separate monitoring and evaluation parameters for such
programs: Yes
Separate One / Three / Five-year strategic program plans
with corresponding ‘projected’ outcomes and impact,
budgets and details – as much as is available: One year
Plans based on the available projects
19. Planning
Do you have an overall Strategic plan? Please share: No
Do you have an Annual plan that prioritizes the organization’s goals
and has timelines for their accomplishment: Our Annual Plans are
linked to available projects
Evaluation processes for the organization’s progress toward its goals:
Currently, funders do the evaluation for their respective projects
Are the Goals aligned to the strategic plan or is it different? Please
expand: We don’t have a strategic plan currently
Is the annual plan reviewed by staff, board and the community?: By
the Board and senior management
Which collaborations with other organizations are in place, to produce
comprehensive and effective programs: with NSDC, respective
donors
20. Fundraising
The Fundraising plan that includes multiple strategies for
generating funds: CSR funding, Govt funding primarily
Details of staff involved in Fundraising: Currently CEO only
The close working of Fundraising team with the program team on
annual planning, and on reporting to donors: Yes
The organization’s prospect research, records of past giving that
can assist with cultivation and development of donors: Yes
21. IMPACT ASSESSMENT – Ajaya
Mahapatra- Just Rojgar
Project Domain- Skills & employment opportunities
Target Beneficiaries – Under privileged youth, women and
farmers ( Tribal groups)
Beneficiaries impacted as on date- 15000+ candidates(since
2010) in Delhi & NCR , Himachal Pradesh, Odisha & West
Bengal. Majority of the candidates are between 18 to 30 years
ranging from neo-literates to graduates. More that 33% of these
candidates were the only bread winners in the family.
Direct and indirect impact on beneficiaries through the
project- Placed/ outsourced/ self-employed over 71% of the
trained candidates. Facilitates jobs for over 10000 youth and
women through www.justrojgar.com across 15 states in India.
Increased participation of women in skills training from 2% to
35%. 88% of candidates are getting salary between Rs.5000 to
Rs.25000 per month
22. IMPACT ASSESSMENT
Impact on society through this project- Supported over
15000 households through SE & MED since 2006- IDS, FIS,
BDS in rural and urban areas, 58% of our members are
earning over Rs.4000/ month; with an increase in per capita
income of 30% in the last 2 years
Measurement of Impact- We measure the impact in terms of
number of livelihoods supported through skills training, wage
employment, self employment, candidates retained over 3
months period
Data collection for impact measurement- Through random
sampling
Impact measurement tools used- Our impact is based on
the hard numbers for skills trained , assessed and certified,
wage employed , self employed and retained which is the
impact assessment tool used by the donors including
international agencies and govt.
