Progressing with the community

We believe ourselves to be an integral part of the community we work with. Our team has grown phenomenally with experiences from the field, not just professionally but personally. We learn each time we interact with our primary stakeholders and varied people and institutions we come across.

We intend to work in regions within 400 kilometers from Gurugram - the major hub of our operations. Currently, we have operations in Bathinda, Bahadurgarh and Mathura besides Gurgaon.

Our Story

We were born on 03 December 2010 and on 09 September 2011, our Employability Program was launched. This was the time when National Skill Development Policy, 2009 was in initial stages and various stakeholders were struggling to "meet numbers". Our first centre was run with a placement percentage of 90% in the first as well as years to follow. The key success-factor was an "impact-first" approach adopted by the founder-duo in-spite of the "500 Million-wave" in the country.

We realised that most of the youth enrolling in our employability program are those who have not received proper education and therefore struggling with basic Employability skills required in all kinds of jobs.  With this thought, Agrasar Bachpan was attempted in 2013 but could not succeed due to inexperience of the team and lack of resources. Re-launched on 13 Feb 2015 with more experience and resources, our 'Bachpan' has progressed phenomenally ever since then.

Over time, we learnt that mothers of most of the children studying at Agrasar Bachpan centres and many other women from communities are not able to go out of their homes and work because of various constraints. However, they have always been highly keen to work from homes or community centres with an option of flexible timings. Therefore, we incubated Societymaker to rekindle the entrepreneurial spirit in such women and provide an ecosystem to unleash that spirit.

In 2016, we moved to Bathinda in Punjab and Mathura in Uttar Pradesh and the town of Bahadurgarh in Haryana. We also decided upon our geographical spread to be normally not more than 400 kilometers (less than 8 hours by road) from Gurgaon so that the core team, which is based out of Gurgaon, can be meaningfully and consistently involved in operations in these regions. Moving to new areas is not just about replication of systems and process but also entails the spread of organizational culture.

The first lot of children we mainstreamed to the Schools with great enthusiasm were beaten up on the very first day. Our teachers had a word with the school teachers and tried to make the situation a little better. We achieved some success, however in 2017 upon realizing the magnitude of the problem, we decided to have an organized effort to eliminate violence against children in the schools of India with the launch of 'Kaagaz ki Kashti' - a solidarity against corporal punishment.

With six years of experience, we decided to upgrade our “Operating Software”. In organisational context, Software may be considered as a generic term referring to various kinds of processes, conventions and rules to operate the organisation and its associated functions. Through this exercise, Agrasar intends to critically analyze, establish and formalize policies, processes, practices and curriculum and institutionalize the culture and values that the organisation takes pride in!

We were born on 03 December 2010 and on 09 September 2011, our Employability Program was launched. This was the time when National Skill Development Policy, 2009 was in initial stages and various stakeholders were struggling to "meet numbers". Our first centre was run with a placement percentage of 90% in the first as well as years to follow. The key success-factor was an "impact-first" approach adopted by the founder-duo in-spite of the "500 Million-wave" in the country.

We realised that most of the youth enrolling in our employability program are those who have not received proper education and therefore struggling with basic Employability skills required in all kinds of jobs.  With this thought, Agrasar Bachpan was attempted in 2013 but could not succeed due to inexperience of the team and lack of resources. Re-launched on 13 Feb 2015 with more experience and resources, our 'Bachpan' has progressed phenomenally ever since then.

Over time, we learnt that mothers of most of the children studying at Agrasar Bachpan centres and many other women from communities are not able to go out of their homes and work because of various constraints. However, they have always been highly keen to work from homes or community centres with an option of flexible timings. Therefore, we incubated Societymaker to rekindle the entrepreneurial spirit in such women and provide an ecosystem to unleash that spirit.

In 2016, we moved to Bathinda in Punjab and Mathura in Uttar Pradesh and the town of Bahadurgarh in Haryana. We also decided upon our geographical spread to be normally not more than 400 kilometers (less than 8 hours by road) from Gurgaon so that the core team, which is based out of Gurgaon, can be meaningfully and consistently involved in operations in these regions. Moving to new areas is not just about replication of systems and process but also entails the spread of organizational culture.

The first lot of children we mainstreamed to the Schools with great enthusiasm were beaten up on the very first day. Our teachers had a word with the school teachers and tried to make the situation a little better. We achieved some success, however in 2017 upon realizing the magnitude of the problem, we decided to have an organized effort to eliminate violence against children in the schools of India with the launch of 'Kaagaz ki Kashti' - a solidarity against corporal punishment.

With six years of experience, we decided to upgrade our “Operating Software”. In organisational context, Software may be considered as a generic term referring to various kinds of processes, conventions and rules to operate the organisation and its associated functions. Through this exercise, Agrasar intends to critically analyze, establish and formalize policies, processes, practices and curriculum and institutionalize the culture and values that the organisation takes pride in!

Our Values

Our Team

Board of Trustees

Funding Partners

Other Partners

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October 13, 2017

Guest Contributor

Strong Children or Broken Men

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October 13, 2017

Guest Contributor

‘Unearthing alternatives to corporal punishment’

Some thoughts to ponder on: Apparently, Corporal Punishment is a world-wide phenomenon. It’s being fought against, just like many other.....