International Youth Foundation, State Government of Baja California Sur, BRAC USA, UNICEF
HIVOS, Aflatoun International, SOS Children's Villages, The Netherlands
Millennium Challenge Corporation
Mozaik Foundation, Deloitte Consulting
The Brookings Institute, Transfr VR, Harambee Youth Employment Accelerator
Access to quality education and skill building is essential in an age of rising inequality; by 2030, it is estimated that 825 million children will
Education Development Center, FHI 360, Creative Associates International
In areas where conflict and violence are present, youth are prone to be victims and/or perpetrators of violence. In these contexts, youth economic opportunity programs are compelled to create responses that not only do no harm, but also strengthen youth resilience in a way that minimizes the impact of violence. This session covers collective impact (CI) approaches for implementing and sustaining youth workforce and livelihoods projects within fragile environments, with the end goal of strengthening youth resilience.
Catholic Relief Services, YouthPathways Project
"I am READY" is a cognitive behavioral curriculum specifically designed for use with at-risk youth in employability programs, incorporating both content as well as instructional delivery.
WomenStrong International, Financial Nutrition, Morgan Stanley
Millions of girls are not receiving the necessary financial and techincal education to thrive in the formal economy. WomenStrong Girls' Club Handbook provides educators with evidence based strategies that empower and prepare girls to succeed in the global workforce. This presentation contains samples from the handbook, launched in Fall 2018.
RTI International
The magnitude of the global youth unemployment challenge is enormous. Few dispute that the field is desperate for innovation. But how do we generate, test, and scale good ideas?
MasterCard Foundation
The proliferation of evidence of what works for youth employment and workforce development programs, has not been matched by an understanding of the cost-drivers and value for money of similar interventions. Without clear financial models, it’s difficult to develop a business case for employers to absorb some of the associated training costs currently subsidized by donors; this makes creating pathways to scale a challenge. It discourages employers from paying for training, even when it increases productivity and retention and decreases recruitment costs for entry-level employees.
Pages
