Trabajo definitivo
Introduction
Young adulthood is one of the most significant stages in a person's life, not only because it marks the
transition to adulthood, but also because it represents the moment in which personal, professional, and
social projects are consolidated. During this period, young people face the need to make momentous
decisions: academic training, entering the labor market, the pursuit of financial independence, and,
finally, the process of emancipation. Traditionally, the latter has been conceived as the natural step
toward autonomy, symbolizing the ability to build one's own home, maintain a stable economic
livelihood, and actively participate in civic life. However, in the current context, this horizon appears
connoted by a growing degree of uncertainty.
Youth emancipation has been progressively delayed in recent decades. Structural factors such as job
insecurity, temporary contracts, low wages, and the high cost of housing have created a scenario in
which achieving independence is becoming increasingly complex. This situation not only affects
young people's personal expectations but also has broader social and economic repercussions: from
declining birth rates to limited generational renewal in the productive sector. In this sense,
emancipation is no longer perceived solely as a right associated with maturity, but as a collective
challenge that calls into question the sustainability of current social models.
Added to this is a future that young people themselves perceive with mixed feelings. While there is
enormous potential in terms of creativity, technological innovation, and social transformation, reality
imposes obstacles that generate a sense of insecurity and distrust about the future. The financial crisis,
the pandemic, geopolitical tensions, and the climate emergency have contributed to the future
appearing not as a space of certainty, but as an ambiguous terrain in which stability seems elusive. In
this context, reflecting on youth, emancipation, and the uncertain future not only involves analyzing a
generational issue, but also addressing a phenomenon that challenges society as a whole.
Consequently, this project aims to examine the difficulties and challenges young people face on their
path to emancipation, as well as to explore the implications of this uncertain future for social
cohesion, the economy, and sustainable development. Based on a critical analysis, it seeks to highlight
not only the obstacles that characterize this reality, but also the opportunities that, despite everything,
can open new horizons for young people in their role as protagonists of change.
Theoretical and Analytical Part
“Being independent has always been a complicated challenge, but now it has become almost
impossible.” This statement clearly reflects the situation experienced by thousands of young people in
the Region of Murcia and in Spain in general, where difficulties in accessing housing, job insecurity,
and a lack of economic stability have turned residential independence into a privilege available to
very few.
1. Description of the Problem.
The youth emancipation rate in the Region of Murcia is at its lowest point in history. According to the
Spanish Youth Council, only 15% of people under 30 live independently, a significant drop from
18.2% earlier in 2023. This decline is mainly driven by two structural issues: low wages and housing
market speculation. Around 25% of young people in the region work part-time, with an average
annual income of just over 15.000 euros. Meanwhile, housing prices have surged, with rents
increasing by 100% over the last decade and an additional 11% rise in just one year. As a result,
young people in Murcia must spend nearly 80% of their salary to live alone in the capital.
Graphic 1: Residential emancipation rate of the population aged 16 to 29.
Own elaboration. Data from the second half of 2024.
The situation is no better for those seeking homeownership. The average price of a home in the region
is 197.210 euros which would require 14 years of wages to afford. The down payment of 59.000 euros
is also unaffordable for most young workers, who struggle to save due to low salaries and high living
costs. This growing disparity between income and housing prices has led to the emergence of the
"renter generation," with nearly 58% of young people living in rented accommodations, and a third
sharing apartments to manage basic expenses.
Graphic 2: Percentage of the median youth salary that a person aged 16 to 29 should spend on rent
alone.
Own elaboration. Data from the second half of 2024.
2. Who is affected by the problem?
The problem directly affects young people under 30, a social group that should be at the vital stage of
building their independence, developing personal projects, and steadily contributing to the economic
and social growth of the community.
However, structural obstacles force them to delay their emancipation and remain in the family home
much longer than desirable. Seventy percent of employed young people still live with their parents,
despite working or studying. This contradicts the image of a passive youth, since, in fact, less than 3%
neither study nor work, while 35.5% combine both activities, a remarkable effort that rarely translates
into independence.
3. The importance of addressing it.
Youth emancipation is not only a matter of personal independence, but also an indicator of the social
well-being and economic health of a region. The inability to access housing and stable employment
pushes young people towards frustration and despair.
Spain leads the youth unemployment rate in the European Union, at over 33%. This, combined with
endemic job insecurity, prevents young people from planning a secure future. In fact, almost 30% of
high school students say they want to take civil service exams, a higher rate than those who aspire to
start their own business, which reveals a shift in mentality motivated by the desire for stability over
risk.
Solving this problem is essential not only to guarantee a decent future for young people, but also to
ensure generational renewal, social balance, and the economic dynamism of the Region of Murcia and
the country as a whole. Supporting affordable housing policies, improving working conditions, and
promoting stability is, therefore, an unavoidable priority.
4. Social Enterprise Proposal.
4.1 Mission of the enterprise
Young Horizon's main mission is to reduce the uncertainty and difficulties young people face in their
transition to adulthood, providing them with the necessary tools to overcome the economic,
emotional, and educational barriers that limit their personal and professional development. We seek to
contribute to a more equitable society, where every young person, regardless of their social, economic,
or cultural background, has the same opportunities for growth and success.
4.2. Goals and Objectives
Young Horizon's aims to promote the personal and professional development of young people by
offering education, mentoring, and access to employment and training opportunities, especially for
those from vulnerable communities, while fostering a sense of community and self-confidence.
To achieve this, the following objectives are developed:
1. Create an online platform offering free courses on career development, financial literacy,
mental health, and socio-emotional skills.
2. Implement a mentoring program that connects young people with experienced professionals
for guidance on their personal and professional futures.
3. Establish partnerships with companies to create internships, apprenticeships, and work-based
programs, offering practical experience.
4. Offer workshops and courses on entrepreneurship to help young people develop their own
business initiatives.
5. Create peer support groups and local youth networks to foster collaboration, mutual support,
and emotional connections.
6. Organize events such as conferences, seminars, and workshops for young people.
4.3. Product or service offered
➢ Online Learning Platform:
The company will offer an online educational platform that will provide a wide variety of free courses
designed to promote the comprehensive development of young people. These courses will focus on
key areas such as personal development, career exploration, financial management, leadership, and
emotional skills. The platform will be accessible and practical, allowing young people to acquire
knowledge and tools that will help them grow both personally and professionally.
➢ Mentoring Programs:
A mentoring network will be established where young people can connect with professionals from
various fields to receive guidance on their professional, academic, and personal development.
Mentoring will be provided both virtually and in person, adapting to the needs of each participant and
offering ongoing support throughout their growth process. This network of mentors will be key in
guiding young people in their career decisions and in developing emotional and social skills.
➢ Job Placement and Internship Services:
The company will work closely with businesses to create a job placement system that offers
internships, apprenticeships, and first jobs to young people. Through these opportunities, they will
gain practical experience and begin their effective integration into the workforce. This service aims to
facilitate young people's transition from education to professional life, providing them with tools for
successful entry into the labor market.
➢ Youth Empowerment Events:
Both in-person and virtual events will be organized, bringing together young people, mentors, and
experts in different professional and personal areas. These events will be designed to encourage
ongoing training, promote social interaction, and create support networks among young people.
Additionally, opportunities will be offered for participants to learn from industry leaders, share
experiences, and connect with other young people and professionals, creating an environment
conducive to knowledge sharing and skills development.
4.4. Contribution to solving the problem
Young Horizon aims to empower young people by providing them with educational tools, vocational
training, and access to job opportunities, enabling them to face the uncertainty of their future with
greater preparation and confidence. Through education and mentoring, young people acquire the skills
necessary to navigate an increasingly changing world, while internship and entrepreneurship programs
offer them concrete paths to economic stability.
By establishing a support network and fostering collaboration among young people, Horizon
Empower also helps mitigate the feeling of isolation that many experience during the transition to
adulthood. This strengthens their resilience and ability to adapt to social and economic challenges.
4.5. Target Clients and Beneficiaries
The target audience and beneficiaries of Young Horizon are young people, aged 15-30, who are
transitioning into adulthood and facing challenges in education, employment, and personal
development. The initiative focuses on those from diverse socio-economic and cultural backgrounds,
particularly those dealing with economic, emotional, and educational barriers. These young
individuals often need support in areas such as personal growth, career exploration, financial
management, leadership, and emotional skills. Additionally, Young Horizon targets vulnerable youth,
including those from disadvantaged or marginalized communities who lack access to educational or
professional opportunities.
Another key group of beneficiaries are young people seeking career guidance or those needing
practical tools to enter the workforce, such as through internships or apprenticeships. Young Horizon
also supports youth facing mental health and emotional challenges that affect their personal and
professional development.
The direct clients include educational institutions seeking to enhance student training through career
advice and skill development, businesses looking to invest in the next generation of workers through
job placements, and NGOs or public sector entities committed to improving youth opportunities. This
creates a collaborative network of partners helping young people overcome barriers and build a
brighter future.
Project Part
5. Business model of the enterprise
5.1 Value Proposition
5.1.1 Problem Solved
Today, many young people face an uncertain future due to a lack of professional skills, limited
networks, and a limited supply of job opportunities. This scenario generates frustration and stagnation,
as young people lack access to adequate training or the resources necessary to effectively integrate
into the labor market. Furthermore, many of them lack guidance on how to make important decisions
for their professional and personal lives.
5.1.2 Value Created
Young Horizon creates value by offering a series of educational programs, skills development
workshops, and mentoring opportunities that allow young people to acquire both technical and soft
skills essential for their future. These activities are designed to improve their employability, foster
their independence, and give them a clear vision of available opportunities. By connecting young
people with companies and mentoring networks, the organization provides them with the necessary
support to advance their careers and make informed decisions about their future.
5.2 Customer Segments
Young Horizon primarily targets young people between the ages of 16 and 30, especially those from
disadvantaged socioeconomic backgrounds or who face significant barriers to accessing vocational
training and employment. This group includes students who have dropped out of high school or
university, young people seeking to enter the labor market for the first time, and those who, despite
having basic training, lack the experience and skills necessary to access quality jobs.
The target audience also includes young entrepreneurs who want to develop their projects but need
guidance and resources to turn their ideas into a tangible reality. Ultimately, the program seeks to
reach young people in a transitional stage toward adulthood, facing challenges in finding their place in
society.
5.3 Key Partners
The success of Young Horizon is closely linked to the development of a robust network of strategic
partners. These include educational institutions, such as universities, colleges, and vocational training
centers, which collaborate in the design and delivery of courses and training programs aimed at youth
development. Non-governmental organizations are key partners in providing funding, resources, and
logistical support for youth-oriented initiatives. Local governments contribute through subsidies and
the creation of joint programs that focus on enhancing youth employment opportunities and
supporting their integration into the labor market. Private sector companies also play a vital role by
sponsoring events, funding training initiatives, and offering internships and job opportunities for
young people. Additionally, mentors and professionals from diverse fields provide essential guidance
and personalized advice, helping young individuals navigate their career paths and skills development.
These partnerships are fundamental to Young Horizon's ability to drive meaningful impact in youth
empowerment and employability.
5.4 Communication and sales channels
Young Horizon uses a comprehensive communications and sales strategy that combines digital and
in-person channels to effectively reach its target audience. The organization leverages digital
platforms such as Instagram, Facebook, and LinkedIn to interact directly with young people,
disseminating information about its programs, sharing success stories, and promoting events and
opportunities that appeal to this segment. Additionally, the company's website serves as a
comprehensive information center, where users can learn about available courses and activities in
detail, as well as register for personalized counseling or enroll in the various programs.
In parallel, Young Horizon organizes in-person events, such as job fairs, personal development
workshops, and educational seminars, held in various cities and communities. These events allow
young people direct access to information on job opportunities, interact with mentors, and establish
valuable contacts with employers and industry professionals. Furthermore, the company maintains an
active network of collaborations with educational institutions, NGOs, and community centers, which
facilitates the dissemination of its activities and ensures that its programs reach the young people most
in need. In this way, Young Horizon combines the effectiveness of digital channels with the proximity
and impact of in-person interaction, generating a broad reach and solid engagement with its audience.
5.5 Key resources and activities
Young Horizon's key resources are centered on three fundamental pillars that guarantee the success of
its programs and the quality of support for young people. First, human capital constitutes the core of
the organization, consisting of a team of trainers, psychologists, and experts in different areas, who
contribute their knowledge and experience to guide young people in their personal and professional
development. Second, the company's digital platform includes a website and a mobile app that allows
users to access educational resources, workshops, jobs, and connect with mentors, thus creating a
community of support and continuous learning. Finally, the physical spaces where workshops,
courses, and networking events are held are essential for fostering direct interaction, collaborative
learning, and relationship-building between young people and professionals.
Young Horizon's key activities focus on designing and implementing training programs that address
both technical and soft skills, including project management, leadership, effective communication,
and teamwork. The organization also offers personalized mentoring, providing individualized support
to each young person. Additionally, networking events are organized that allow participants to connect
with employers, collaborators, and mentors, expanding their professional growth opportunities.
Finally, periodic evaluation and monitoring of participants ensure that the programs are continually
tailored to their needs and goals.
5.6 Cost structure and revenue streams
Young Horizon's cost structure encompasses several key aspects. Operating costs include team
salaries, rental of physical spaces for workshops and events, as well as maintenance of the digital
platform and the development of educational content. Additionally, investments are made in
marketing and promotion, through digital advertising campaigns and event planning, to increase the
company's visibility. Resources are also allocated to the development of training programs,
educational materials, and the technologies necessary to provide a quality experience for young
people.
Regarding revenue sources, Young Horizon is funded through grants and public funds aimed at
promoting youth employment and training. It also receives corporate sponsorship from companies that
support activities, training programs, and networking events. It also receives private donations from
individuals and foundations that support its mission. Finally, some premium services, such as
specialized courses or personalized advice, generate additional income that contributes to the
organization's sustainability.
5.7 Social impact.
The social impact of Young Horizon is measured primarily through improved employability of young
people, their increased independence, and their ability to make informed decisions about their future.
By providing them with the tools necessary to enter the workforce, the organization not only improves
their employment prospects but also fosters self-esteem, personal responsibility, and resilience.
Furthermore, the initiative contributes to social inclusion by providing young people from diverse
backgrounds with the opportunity to overcome economic and social barriers, accessing resources that
allow them to improve their quality of life and that of their communities. In the long term, this creates
a positive cycle of social change, as empowered young people can be agents of transformation in their
own environments.
6. The social impact and possible sources of sustainable financing.
6.1 Expected social outcomes
Young Horizon has a clear focus on generating a positive social impact by addressing the issues
young people face in their transition to the labor market. The expected impact of this project is
significant, with several key outcomes that directly impact the quality of life of young people and
society at large. One of the main objectives is the reduction of youth unemployment. By offering
comprehensive training in technical and soft skills, the company improves the employability of young
people, helping them access better job opportunities. Furthermore, it encourages entrepreneurship and
autonomy, as young people, by acquiring key skills and gaining access to professional networks, can
create their own projects or more effectively integrate into established companies.
Another expected outcome is an improvement in young people's quality of life. By feeling more
empowered and with a clear vision of the future, their self-esteem and confidence increase. This
project also contributes to greater access to quality education, especially for young people who have
not had access to formal education or who are in vulnerable situations. In this way, Young Horizon not
only impacts the workplace, but also the comprehensive development of young people, providing
them with the necessary tools for their personal and professional growth.
6.2 Indicators for measuring impact
Table 1: Summary of Quantitative and Qualitative Indicators for Measuring Social Impact
Type Indicator What It Measures Method Frequency
Quantitative Employment rate % of participants who get a job or Follow-up Every 6 months
internship after the program surveys
Quantitative Course completion % of participants who finish the Platform data Quarterly
rate training courses
Quantitative Active participants Number of young people enrolled in Registration Monthly
programs or mentoring records
Qualitative Perceived Participants’ perception of their job Pre- and Every 6 months
employability readiness post-surveys
Qualitative Self-confidence & Level of confidence and Focus groups Every 6 months
motivation empowerment gained
Qualitative Satisfaction with Quality and usefulness of mentor Feedback forms After each cycle
mentoring support
To measure the social impact of Young Horizon, it is necessary to establish both quantitative and
qualitative indicators. Quantitative indicators are essential to obtain a clear view of the project's
results. These include the job placement rate of young people who complete the programs, the number
of internships and jobs obtained by participants, and the retention rate of young people in training
programs. These indicators provide an objective measure of the organization's effectiveness in terms
of employability. Regarding qualitative indicators, aspects such as participants' satisfaction with the
quality of the training received, their sense of empowerment, and their perception of the personal and
professional growth achieved can be assessed. These can be measured through surveys, interviews,
and focus groups, which would help obtain more detailed information on the program's effects on
young people's lives.
6.3 Monitoring mechanisms
Young Horizon’s monitoring mechanism will play a key role in ensuring the effectiveness of its
activities and adapting programs to participants’ evolving needs. The organization will conduct
regular quantitative and qualitative evaluations to analyze progress and identify areas for
improvement. Satisfaction surveys and follow-up interviews will provide valuable feedback from
participants, while digital tools will facilitate real-time tracking of engagement and outcomes.
Through this continuous monitoring process, Young Horizon will be able to adjust its content and
methodologies, ensuring the constant enhancement of its services and maximizing their impact on
young people.
6.4 Sources of financing
For the long-term sustainability of Young Horizon, having diversified funding sources is crucial. One
main revenue stream will come from commercial activities such as premium training programs,
personalized counseling, and specialized courses, ensuring recurring income beyond external support.
Public grants and funds, particularly those promoting youth employability, inclusion, and education,
will also be essential, and the organization will actively seek support from governments and
international bodies. Corporate sponsorships will provide additional financing through the funding of
events, training, and networking activities, often linked to internships and job opportunities for young
people. Private donations from individuals and foundations, as well as crowdfunding initiatives, will
further strengthen financial stability and community engagement. Finally, impact investments will
support expansion by attracting investors seeking both social and financial returns.
Graphic 3: Funding Sources of Young Horizon
Own elaboration. Estimated data to be obtained with the creation of Young Horizon.
6.5 Sustainability in the long term.
To ensure long-term sustainability, Young Horizon must develop a business model that does not rely
exclusively on a single source of funding. Diversifying its revenue sources is essential to maintaining
financial stability and operating independently. The organization must also continue to adapt to the
changing needs of the labor market and the expectations of young people, allowing it to remain
relevant and offer training programs that remain useful and effective. Furthermore, establishing
strategic partnerships with educational institutions, businesses, and NGOs will not only secure
financial resources but also ensure that Young Horizon can expand its social impact through
collaborations and joint projects. Through these diverse sources of funding and ongoing impact
monitoring, Young Horizon will be able to ensure its financial and social sustainability, becoming a
key driver for youth development and improving their employment prospects.
Conclusions and Recommendations
The process of youth emancipation is in a critical situation, especially in the Region of Murcia and
many other parts of Spain, where young people face increasing difficulty in achieving economic and
social independence. The combination of structural factors such as job insecurity, temporary contracts,
low wages, and rising housing costs has created a scenario in which achieving stability and autonomy
has become an increasingly complex task. This has not only affected young people's personal
expectations but has also generated significant social and economic consequences, such as the
stagnation of the generational cycle and limited renewal in the productive sector.
Despite these challenges, young people continue to show great resilience, seeking alternatives through
education, training, entrepreneurship, and strengthening social support networks. However, the reality
is that due to economic uncertainty, the lack of stable employment, and difficulties in accessing
housing, many are forced to delay their emancipation process. This endangers not only their personal
well-being but also the social cohesion and economic sustainability of the region. A rethinking of the
current model is urgent, where emancipation is no longer a privilege reserved for a few, but becomes a
real possibility for the majority of young people.
To address this issue, it is essential for authorities, educational institutions, businesses, and social
organizations to collaborate in designing public policies and social strategies that support youth
emancipation. First, policies should be implemented to provide more accessible and fair housing
through subsidies or affordable rental programs, helping young people gain independence without
being trapped in high costs. Additionally, it is crucial to improve the quality and stability of youth
employment by promoting dignified jobs with better growth prospects.
Initiatives like "Young Horizon" are clear examples of how this generation can be supported on their
path to autonomy. However, such initiatives should be expanded and strengthened through
collaboration between the public, private, and non-governmental sectors.
Furthermore, youth entrepreneurship should be promoted as a viable path to economic independence.
Young people with innovative ideas and entrepreneurial projects need access to resources, training,
and specialized advice to turn their ideas into successful ventures. Establishing business incubators
and collaboration spaces is key to providing the necessary support for young people to develop their
projects.
Finally, it is vital to promote the inclusion of the most vulnerable youth, those facing economic,
social, or educational barriers. Targeted support programs should be created to provide them with
quality education and opportunities for growth.
List of References