Driven by long‐term shifts in the labor market and on‐going poverty and inequality, youth employment challenges have mounted steadily over the last decade and reached a crisis point in the wake of the Great Recession. Youth unemployment in 2010 reached its highest level since World War II. The short‐ and long‐term consequences of youth unemployment are severe. Individuals who fail to
transition to stable jobs by their early 20s are at risk of experiencing more frequent and prolonged spells of joblessness, permanently lower earnings, and greater difficulty building a secure financial future for themselves and their families. Ultimately, youth unemployment and associated challenges threaten to perpetuate cycles of intergenerational poverty for individuals and communities.
This is a presentation used for explaining the importance and concept of Skill Development with respect to various issues addressed by the UNDP, OECD, ILO and India.
Youth Percpective in Pakistan and comparative analysis with the youth policies of different European, Australian and Asian Countries and How we can convert the youth as the Strength of Pakistan. Please comments how you find this presentation!
This is a presentation used for explaining the importance and concept of Skill Development with respect to various issues addressed by the UNDP, OECD, ILO and India.
Youth Percpective in Pakistan and comparative analysis with the youth policies of different European, Australian and Asian Countries and How we can convert the youth as the Strength of Pakistan. Please comments how you find this presentation!
Gain knowledge about the Future of Work(ers) in an on-demand economy. Understand how baby boomers are retiring and exiting the workforce in mass, and the Millennials are taking their place. Learn how job and career expectations have changed because of the shift. This includes workplace expectations, how people are searching for jobs, and how companies are hiring. See in detail how this shift is being driven by mobile app adoption and technology. #YourFutureWorkforce www.shiftgig.com/future
Many people give the impression of being for overseas job opportunities when they are unhappy with their current job in term of payment and other working surroundings. Some people search for a job abroad out of infatuation and a concentration to experience a different background and living style.
The EV Charging Business Plan provides a strategic roadmap for establishing and operating electric vehicle charging stations. It encompasses market analysis, infrastructure deployment, revenue models, and sustainability. Leveraging the increasing demand for electric vehicles, the plan ensures a successful and sustainable presence in the EV charging sector.
This presentation covers the importance of youth in a nation. What role does the youth have to play in nation's growth. It displays the various ways a youth can help a nation grow from different sectors.
Youth In India - a detailed study with referencesUdayan Sikdar
Being in a country with the largest youth population, it is detrimental for brands to understand the mindset of this target audience.
Choice is everything an independent youth has, be it for their gadgets, food or entertainment. They live their lives muti-tasking with their studies, gadgets, internet and television amongst other things.
They try to seek their identity both online and offline through the various mediums available.
For youth the brand they associate with matters a lot more than a simple choice of necessity.
The following report showcases the various aspects of the youth population and attempts to establish an understanding of their preferences.
INTRODUCTION
A global leader in connecting people
Time period: 20 year
Services provided: 40+ countries
Founded: 1999 Founder: Jeff Taylor
Headquarter: New York, U.S.
Website: www.monster.com
www.about-monster.com
HISTORY
It is one of the most visited employment websites in the United States and one of the largest in the world.
Jeff Taylor founded and served as CEO and “Chief Monster” for many years.
IN 1999 by the merger of The Monster Board (TMB) and online career centre(OCC).
MONSTER.COM IN INDIA
Established in 2003.
Headquartered in Hyderabad and present in 11 other cities of India.
In 2013 ,Monster.com ranks third behind indeed.com and careerbuilder.com.
Global rank 866 and rank in USA is 247.
Rating: 1.96
Traditional v/s Online Recruitment
Traditional Recruitment Method
Recruitment- new concept
Print media are mostly used
But this was long process and time taking as there was no filtration
Therefore,
Online Method is better:-
Fast acting
Efficient
Cost effective
Any place, anywhere
Online pre-employment screening
SERVICE MECHANISM
Registration Information
For Applicants:
Non-Paid
Paid
&
For Recruiter/ Employeer
ADMINISTRATOR
Should be able to create a new applicant.
Should be able to change any of the editable details for the applicant.
Should be able to search on applicant number and vacancy number.
Attach an applicant to a vacancy-The relationship between applicant and vacancy.
BENEFITS of signing up with Monster.com
Protect your personal information by never providing credit card , bank account number
or any other information.
help.monster.com > faq
BENEFITS of e-recruitment
A new approach – very common these days
Easier to find and get job – for job seekers
Cost- effective
Less time taking.
RESTRICTIONS
In violation of any applicable law or regulation,
In a manner that will infringe the copyright, trademark, trade secret or other intellectual property or proprietary rights of others.
That belongs to another person and to which the user does not have any right to,
Harm minors in any way,
COMPETITORS
CONCLUSION
Job matchmaking is an important issue in today’s global , distributed and heterogeneous market. We have briefly explored how available technology can possibly help how job recruitment and job seeking processes are implemented.
We strongly believe that ,due to its high social impact ,research has to look with ”Job matching” not only with the goal to propose advances in the scientific knowledge ,but this is an application area capable of bringing direct and immediate benefits to humanity.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The Future of Youth Employment report offers an in-depth look at the changing nature of work in the United States—from microwork, to new coordination and automation technologies, and beyond. It explores challenges and opportunities these changes present for poor and vulnerable youth, and suggests policies and actions corporations, governments, and nonprofits can take to ensure positive futures for them.
Gain knowledge about the Future of Work(ers) in an on-demand economy. Understand how baby boomers are retiring and exiting the workforce in mass, and the Millennials are taking their place. Learn how job and career expectations have changed because of the shift. This includes workplace expectations, how people are searching for jobs, and how companies are hiring. See in detail how this shift is being driven by mobile app adoption and technology. #YourFutureWorkforce www.shiftgig.com/future
Many people give the impression of being for overseas job opportunities when they are unhappy with their current job in term of payment and other working surroundings. Some people search for a job abroad out of infatuation and a concentration to experience a different background and living style.
The EV Charging Business Plan provides a strategic roadmap for establishing and operating electric vehicle charging stations. It encompasses market analysis, infrastructure deployment, revenue models, and sustainability. Leveraging the increasing demand for electric vehicles, the plan ensures a successful and sustainable presence in the EV charging sector.
This presentation covers the importance of youth in a nation. What role does the youth have to play in nation's growth. It displays the various ways a youth can help a nation grow from different sectors.
Youth In India - a detailed study with referencesUdayan Sikdar
Being in a country with the largest youth population, it is detrimental for brands to understand the mindset of this target audience.
Choice is everything an independent youth has, be it for their gadgets, food or entertainment. They live their lives muti-tasking with their studies, gadgets, internet and television amongst other things.
They try to seek their identity both online and offline through the various mediums available.
For youth the brand they associate with matters a lot more than a simple choice of necessity.
The following report showcases the various aspects of the youth population and attempts to establish an understanding of their preferences.
INTRODUCTION
A global leader in connecting people
Time period: 20 year
Services provided: 40+ countries
Founded: 1999 Founder: Jeff Taylor
Headquarter: New York, U.S.
Website: www.monster.com
www.about-monster.com
HISTORY
It is one of the most visited employment websites in the United States and one of the largest in the world.
Jeff Taylor founded and served as CEO and “Chief Monster” for many years.
IN 1999 by the merger of The Monster Board (TMB) and online career centre(OCC).
MONSTER.COM IN INDIA
Established in 2003.
Headquartered in Hyderabad and present in 11 other cities of India.
In 2013 ,Monster.com ranks third behind indeed.com and careerbuilder.com.
Global rank 866 and rank in USA is 247.
Rating: 1.96
Traditional v/s Online Recruitment
Traditional Recruitment Method
Recruitment- new concept
Print media are mostly used
But this was long process and time taking as there was no filtration
Therefore,
Online Method is better:-
Fast acting
Efficient
Cost effective
Any place, anywhere
Online pre-employment screening
SERVICE MECHANISM
Registration Information
For Applicants:
Non-Paid
Paid
&
For Recruiter/ Employeer
ADMINISTRATOR
Should be able to create a new applicant.
Should be able to change any of the editable details for the applicant.
Should be able to search on applicant number and vacancy number.
Attach an applicant to a vacancy-The relationship between applicant and vacancy.
BENEFITS of signing up with Monster.com
Protect your personal information by never providing credit card , bank account number
or any other information.
help.monster.com > faq
BENEFITS of e-recruitment
A new approach – very common these days
Easier to find and get job – for job seekers
Cost- effective
Less time taking.
RESTRICTIONS
In violation of any applicable law or regulation,
In a manner that will infringe the copyright, trademark, trade secret or other intellectual property or proprietary rights of others.
That belongs to another person and to which the user does not have any right to,
Harm minors in any way,
COMPETITORS
CONCLUSION
Job matchmaking is an important issue in today’s global , distributed and heterogeneous market. We have briefly explored how available technology can possibly help how job recruitment and job seeking processes are implemented.
We strongly believe that ,due to its high social impact ,research has to look with ”Job matching” not only with the goal to propose advances in the scientific knowledge ,but this is an application area capable of bringing direct and immediate benefits to humanity.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The Future of Youth Employment report offers an in-depth look at the changing nature of work in the United States—from microwork, to new coordination and automation technologies, and beyond. It explores challenges and opportunities these changes present for poor and vulnerable youth, and suggests policies and actions corporations, governments, and nonprofits can take to ensure positive futures for them.
Stimulating Opportunity: An Evaluation of ARRA-Funded Subsidized Employment P...The Rockefeller Foundation
In 2009, in its efforts to stimulate the economy through the American Recovery and Reinvestment Act (ARRA), Congress included funding in the Temporary Assistance to Needy Families (TANF) Emergency Fund (EF) to help states cover the costs of creating new or expanding existing subsidized employment programs. All told, 39 states and the District of Columbia received approval to spend $1.3 billion of the Emergency Fund on subsidized employment programs. While the goals and structures of the TANF EF-supported subsidized employment programs varied from jurisdiction to jurisdiction, they generally sought to create job opportunities for unemployed individuals so that they could earn immediate income and build experience and skills. Many programs also sought to reduce the costs and risks to employers of hiring during a slack economy and to stimulate local economies. In a short period of time, states implemented large-scale programs, creating more than 260,000 subsidized jobs.
Insights, a product of the ongoing work of The Rockefeller Foundation’s strategic research team, identifies compelling and emerging problem trends and areas of dynamism where there might be opportunities for intervention.
Suburban poverty affects over 16.4 million people across the U.S. and is growing rapidly, significantly outpacing the growth rate of urban poverty over the last decade (64% vs. 29%). Experts suggest that the problem of suburban poverty is “the new normal.” While the basic needs of the poor in the suburbs are similar to those of the urban poor (e.g. education inequity, poor access to quality healthcare etc.), there are some critical systemic differences (e.g. limited transportation options, jurisdictional challenges etc.). These challenges are further exacerbated by the lack of awareness and understanding of the problem and
potential solutions.
Is convening the right tool for your work? Convening places a significant demand on people’s time and resources, so it’s important to make informed decisions about when and how to bring a group together.
GATHER: The Art & Science of Effective Convening is a unique guidebook for convening planners and change agents interested in harnessing the potential of collective intelligence through in-person convening.
Learn more: http://rockefellerfoundation.org/gather-guide
Long‐term unemployment has reached historic highs in the United States in recent years. Currently, nearly 40 percent of unemployed workers have been out of work for six months or longer, compared to a high of 25 percent in the 1980s recession. Lengthy periods of joblessness profoundly affect the economic and social resilience of workers and their families. Long‐term unemployment erodes assets, diminishes reemployment possibilities and significantly reduces lifetime wages. Additionally, the longterm unemployed face higher rates of family instability, mental and physical health problems.
Over the past century, The Rockefeller Foundation has remained true to the pursuit of health access for all mankind. We have helped to build and develop schools of medicine and public health, contributed to new medicines and treatments that helped cure patients and advanced the field of health. Our long history has given the foundation a unique place in the field of global health. We have the ability and privilege to convene great minds, catalyze new initiatives, identify new opportunities and increase global health and wellbeing.
UiWE presentation on "CPH Social Innovation Lab" - a hub for creating new social solutions in Scandinavia - at MindLab June 2, 2010. UiWE is cultural design company based in Copenhagen.
Informal workers face substantial risks and vulnerabilities due to insecurity surrounding their employment status and lack of control of the conditions of their employment. In addition, informal workers have limited access to affordable and appropriate health care for themselves and their families, and they may not seek care if they have insecure legal status, or due to the potential expense or loss of income. The combination of high vulnerabilities and inadequate social protections (including insufficient access to affordable health services) results in high incidences of injury, illness, susceptibility to chronic diseases and poverty.
Our first issue of 2013 starts with three important topics that are recently receiving much attention,
but whose consequences and dynamics are difficult to grasp. These three topics deserve another
look because the visibility of some events may hinder what are their actual potential in the future.
Our first article is about various countries in the South American region organizing macro-events
in order to attract tourist and promote their service sector —where a great portion of informal jobs
and precariousness exist. Governments are investing heavily in creating infrastructure and giving
all the support that the private sector needs to organize successful events. Nevertheless, these
events are just the tip of the iceberg: governments may be losing the opportunity of having a wave
of tourist in the next ten years in order to extend benefits to a vast group of informal workers that
depend on services that tourist demand, such as retailing, restaurants, and tours, among others.
Climate change is making things worse for vulnerable population in South American countries.
Nevertheless, the rhetoric at negotiation tables still refers to the time when the Kyoto Protocol was
being designed. Such clear division of responsibilities between developed and developing countries
simply cannot hold in a post-Kyoto world. It is now that such divisions are becoming a
insurmountable barrier to reach an agreement. Nevertheless, such divisions of interests, goals and
coalitions has roots in the growing diversity of countries in the region, but they cannot be a pretext
for not reaching a shared criteria to deal with global negotiations about climate change.
Participation was, two decades ago, the flavor of the month in development policies. Giving power
to people in democracies was a correct strategy to improve social services and design public
policies. Nevertheless, the growing gap between the political discourse on what participation can
potentially bring and what actually achieves in most localities is giving ammunition to some
authorities to reverse participatory processes. Again, cities need to be creative, not only by
improving consultations with alternative techniques to reach people that has been reluctant to
participate, but also by improving their internal bureaucratic processes to become more responsive
and open to citizens’ preferences.
Yang design service design lab social innovation powered by service designYANG DESIGN
Service design is a relatively young discipline, dating back to the late 1990s, and even more so in Asia, where it began emerging around 2008-2009. As an emerging field that is drawing more and more interest, service design is not fully understood by both private and public institutions.
Urban transportation is undergoing massive change and expansion, especially in the developing world. The rapid growth of cities is driving demand for better urban transportation and many cities are set to invest heavily in infrastructure. Unfortunately, the needs of low-income households are often overlooked in the selection, design, and service decisions related to these investments. According to the World Bank, urban public transportation systems disproportionately disadvantage the urban poor and vulnerable, especially in cities in the developing world.
Meanwhile, innovative business and service models are emerging that are disrupting the established transportation systems in cities by taking advantage of open data, the Internet and mobile telephony. Services such as bike share, ZipCar®, Waze®, Hopstop®, and Uber® are reducing consumption and reconfiguring the relationship between modes, users, and providers of transportation. These new approaches improve urban transportation by making it more efficient, dependable, and sustainable.
As Susan Zielinski of the University of Michigan’s SMART Initiative puts it, “Transportation is at a crossroads. In response to rapid urbanization, shifting demographics, and other pressing social, economic, and environmental factors, cities and regions are shifting investment dollars from single mode infrastructure to multi-mode, multi-service, IT-enabled door-to-door systems… innovations and opportunities (are going) beyond the bounds of the traditional transportation industry.”
Collectively referred to as the emerging New Mobility sector, this innovative industry sector provides a key opportunity to build more inclusive cities and more resilient communities.
Catalyzing the New Mobility in Cities is an exploratory effort focused on identifying innovative business and service models that are beneficial to the urban poor, both as users and providers of urban transportation.The primer briefly summarizes and showcases some of the hallmark innovations that are challenging the status quo in rapidly growing cities in the developing world.
In August 2013, a multidisciplinary group gathered at the Rockefeller Foundation’s Bellagio Center to address the theme of “Community Resilience Through big data and Technology.” Creative and critical thinkers were selected from the technology sector, academia, the arts, humanitarian and ecological spheres. Over ten days, we explored how data could be used to help build community resilience in the face of a range of stresses — environmental, political, social and economic. Large data collection and analysis may support communities by providing them with timely feedback loops on their immediate environment. However, the collection and use of data can also create new vulnerabilities and risks, by enabling discriminating against individuals, skewing evidence, and creating dependencies on centralized infrastructure that may increase a system’s vulnerability. After analyzing these risks and opportunities, we developed a framework to help guide the effective use of data for building community-driven resilience. In this framework, we propose six domains: ethics, governance, science, technology, place and sociocultural context. We believe that by considering all six domains together, organizations can safeguard against predictable failures by exposing project weaknesses from the outset rather than in hindsight.
Recurrent food crises are one of the principal impediments to development in the Horn and Sahel regions of Africa. In 2011, a drought-related emergency affected over 12 million people in the Horn – the fourth such event since the turn of the millennium. Precise numbers are unavailable, but estimates indicate that hundreds of thousands of people were displaced and tens of thousands more died. A year later, 18 million people were affected by a major crisis in the Sahel – the third to hit the region in eight years.
Food crises are slow-onset disasters. They emerge over a period of months and are routinely tracked and anticipated by famine early warning systems – specialist units that monitor and forecast risk factors such as food prices, health indicators, rainfall and crop production. These systems provide governments and humanitarian actors with the chance to take early action and prevent the situation from escalating into an emergency. Cost-benefit analyses indicate that, compared with emergency response, early action offers significant cost savings in the long run.
Yet all too often the link between early warning and early action fails and the opportunity to mitigate a gathering crisis is lost. This disconnect was starkly apparent in Somalia during 2010/11, when increasingly urgent early warnings accumulated for 11 months before famine was finally declared in July. Only after that did the humanitarian system mobilize.
Beginning with the failures that allowed the Somalia famine to take place and drawing on the recent history of other early warnings, this report considers in detail the various political, institutional and organizational barriers to translating early warning of famine into early action to avert it, and makes recommendations for how these can be overcome.
Waleed AboalsunoonDr. Frederick J. Oerther01292015Assignem.docxmelbruce90096
Waleed Aboalsunoon
Dr. Frederick J. Oerther
01/29/2015
Assignemnt 1 1 1
Waleed Aboalsunoon
6
Upsurge in Youth Unemployment
The international Labour organizations have recently released disturbing statistics that estimates that there are 75 Million youngsters aged between 15 and 24 years old are looking for job opportunities across the globe. This figure however excludes a very large number of youth who never participates in the labour market. Statistics released by the World Bank further reveal that there are estimated 26 Million youth who are not in education, employment or training (NEETs) in 34 rich nations while in developing countries, there are 262 Million such youths. An estimated 290 Million youths aged between 15-24 years old are not at all participating in the labour market-this is almost a quarter of the world’s youth population or almost equal to the Americas total population; this is a real problem facing this generation.
Some of these youths do not work for cultural reasons (75.2 M South Asian women) while others choose not to work especially in the rich world but a large number lack job opportunities especially in the developing countries. A fifth of these youth become unpaid laborers or end up working in the informal sector hence half of the world’s youth are contributing less effectively in the labour market. There are multiple causes of youth unemployment which include relevance and quality of education, inflexibility of the labour market and its regulations which cause dependency (Goldstein, F. 2012 P. 32).
The first root of youth unemployment is attached to poor quality and irrelevance of education with Tunisia posing a good example where 40% of its unemployed youth are graduates against 24% of non-graduates. Education no longer guarantees a good job since it is less tailored to the needs of the job market and this leads to employers lacking personnel with required skills and hence preferring some of the uneducated but have gained experience over time and relevant skills in the labour market and the youth are left jobless.
Labour market institutions, regulations and policies play a key role in promotion of labour demands and in support of the transition from education to the working environment. Employment protection regulations have dire negative effects on the youth seeking employment since it protects them from being fired during an economic downturn. This discourages employers from employing them and these has led many youths to unpaid unemployment with employers softly referring to them as internships where they perform grunt-work rather than learning key knowledge and skills (International Labour Organization, 2010 Pg.21).
A “lost generation” has been borne out of this crisis leading to the “full-nest syndrome” where youths live with their parents and depend on them up to their late twenties and some to their thirties which is a worrying trend. The other members of the family start looking for opport.
THE RECENT SLOWDOWN IN THE WAR ON POVERTY 50 Y.docxAASTHA76
THE RECENT SLOWDOWN IN
THE WAR ON POVERTY 50
YEARS LATER:
A PROGRESS REPORT
The Council of Economic Advisers
January 2014
2
Executive Summary
“Unfortunately, many Americans live on the outskirts of hope—some because of their poverty,
and some because of their color, and all too many because of both. Our task is to help replace
their despair with opportunity. This administration today, here and now, declares unconditional
war on poverty in America. I urge this Congress and all Americans to join with me in that effort.”
- President Lyndon B. Johnson, January 8, 1964
Fifty years ago, in January of 1964, President Lyndon B. Johnson declared a “War on Poverty”
and introduced initiatives designed to improve the education, health, skills, jobs, and access to
economic resources of those struggling to make ends meet. While there is more work to do, in
the ensuing decades we have strengthened and reformed many of these programs and had
significant success in reducing poverty. In this report, the Council of Economic Advisers presents
evidence of the progress made possible by decades of bipartisan efforts to fight poverty by
expanding economic opportunity and rewarding hard work. We also document some of the
key steps the Obama Administration has taken to further increase opportunity and economic
security by improving key programs while ensuring greater efficiency and integrity. These steps
prevented millions of hardworking Americans from slipping into poverty during the worst
economic crisis since the Great Depression.
Poverty has declined by more than one-third since 1967.
The percent of the population in poverty when measured to include tax credits and
other benefits has declined from 25.8 percent in 1967 to 16.0 percent in 2012.
These figures use new historical estimates of the Census Bureau’s Supplemental Poverty
Measure (SPM) anchored to today’s poverty thresholds. The SPM is widely
acknowledged to measure poverty more accurately than the official poverty measure,
which excludes the value of refundable tax credits and benefits like nutrition assistance
and has other limitations.
By anchoring the measure to today’s poverty standards we are able to ask how many
people in each year since 1967 would have had inflation-adjusted family resources
below the 2012 SPM poverty thresholds.
Despite real progress in the War on Poverty, there is more work to do.
In 2012, there were 49.7 million Americans grappling with the economic and social
hardships of living below the poverty line, including 13.4 million children.
While the United States is often seen as the land of economic opportunity, only about
half of low-income Americans make it out of the lowest income distribution quintile
over a 20-year period. About 40 percent of the differences in parents’ income are
3
reflected in children’s income as they become adults, pointing to strong lingerin.
YOUTH AND EMPLOYMENT IN LATIN AMERICA AND THE CARIBBEAN: PROBLEMS, PROSPECTS ...suzi smith
The employment situation of young people in Latin America and the Caribbean is critical, dynamic and segmented.
A. It is critical because average unemployment among young people is, in all countries of the region, much higher than average unemployment overall. In fact, in Latin America and the Caribbean the youth unemployment rate is twice the overall unemployment rate and three times the rate for adults; in some countries it is as high as five times the rate for adults over age 45. What is more, young people account for about 50% of all unemployed workers in nearly every country in the region. The situation is especially critical in certain countries, where unemployment among 15- to 24-year-olds circa 1999 reached levels of 29.5% (Panama) and 27.9% (Uruguay and Venezuela), according to ILO data. The same source indicated that the situation was particularly serious among 15- to 19-year-olds, whose unemployment rates were 37% in Colombia, 35.9% in Argentina and 29.2% in Chile. While open urban unemployment in 1998 was 7.2% in Chile and 10.2% in Uruguay, youth unemployment was 20.8% (15- to 19-year-olds) and 15.1% (20- to 24-year-olds) in Chile and 25.1% (15- to 24-year-olds) in Uruguay. These gaps were also observed circa 1997 in the OECD countries, where youth unemployment was about 13.4%, compared to 5.9% for adults.
Project abstract or effective unemployment of somaliaMohamedAli47986
This project is written by Mohamed Ali from Somalia, in my idea I would be very grateful you to share with you the main causes of Somali youth unemployment.
The United States workforce is shrinking, and is expected to get worse. It stems from a demographic issue: the number of people aging out of the job market is much larger than the number aging into it.
How can haiti prepare for disruption in the future of workOnyl GEDEON
The nature of work is changing. People will need to adapt and readapt. The Haitian government must invest in early childhood education and health and build a lifelong learning system that will allow the Haitian youngs and adults to be reskilled and/or upskilled in many cases. Also, it must build a social protection system that will promote a renewed social contract. In order to do so, the government may conduct tax reforms that will allow the leaders to find the financial means they need.
Running head INCOME INEQUALITY1INCOME INEQUALITY6A.docxcowinhelen
Running head: INCOME INEQUALITY 1
INCOME INEQUALITY 6
ADDRESSING INCOME INEQUALITY
(Author’s Name)
(Institutional Affiliation)
Addressing Income Inequality
For decades now, the wealth gap among United States citizens has increasingly become high. This has contributed to various social and economic problems such as inadequate employment, poverty, crime, and health issues (Dabla-Norris et al., 2015). Because of the wide array of challenges attributed to Income Inequality there is need for the society to come up with some solutions to address this issue. Even though there are many ways through which the society can narrow down this wealth gap, the policies chosen need to follow a multifaceted approach in order to come up with a permanent solution. Below are some of the policy alternatives that can be used to address the issue.Providing affordable, and quality education to the citizens
According to Breen & Chung (2015), education is one of the major factors that accounts for income inequality among the people. The people who are well educated are more likely to earn better incomes than the people who are not educated. This is due to the fact that educated people have some skills which they can use to acquire full time employment with good salaries. Because of this reason education is arguably one of the best tools that can be used to eradicate income inequality in United States.
Lack of education among some citizen in the United States is closely attributed to poverty. Statistics show that more than 1 out of every 5 children are living in poverty (Childfund, 2013). This means that a similar number of children don’t get good education because their parents can afford. Even if they access education it will likely be the basic primary and secondary education and they will never have the opportunity to get post-secondary education. Since most of the good jobs currently demand at least one to have post-secondary education it is important that we invest in providing access to affordable and quality education and encourage young people to go school.
To provide affordable, and quality education the government should:
· Build enough schools in all parts of the country that can accommodate everyone who needs education.
· Ensure that the schools have enough resources needed to provide quality education. This include qualified teachers and learning materials
· Subsidize the cost of education to ensure that the citizens can afford
· Provide scholarships to low-income students to help them access higher education in-order to acquire the skills needed to secure jobs in the competitive market.
Issues facing education in United States
One of the greatest issue currently facing education in the us is the criticism of public schools. This has consequently led to decrease of funding of the schools. As these are the schools which most of the low-class people can afford, most of the students end up not getting quality education because the schoo ...
The Transforming Health Systems (THS) initiative was one of The Rockefeller Foundation’s largest global health initiatives. Aligned with the Foundation’s mission to promote the well-being of humanity, THS aimed to improve the health status and financial resilience of poor and otherwise vulnerable populations through activities promoting improved health systems performance and the expansion of universal health coverage (UHC).
This report synthesizes findings from a five-year, multicomponent evaluation of the THS initiative. The objectives of the evaluation were to assess i) the effectiveness of the three core strategies – global advocacy, regional networks, and country-level investments – employed under THS to advance progress toward UHC in low- and middle-income countries in four focus countries, ii) the overall effectiveness and influence of the initiative, and iii) the Foundation’s legacy in the UHC arena. A key component of the evaluation was to document lessons learned from achievements and challenges to inform the development of future initiatives at the Foundation.
Overall, the evaluation found the THS initiative to be successful in its efforts to activate a global movement to accelerate progress toward UHC. The Foundation catalyzed and shaped the global UHC movement and, ultimately, influenced the inclusion of UHC in the Sustainable Development Goals (SDGs) of the post-2015 agenda. It also created enduring cross-learning platforms and tools to support country progress toward the SDGs’ UHC targets. Although THS gained less traction in advancing UHC through its focus country investments, its success in making UHC a global development target and creating networks and coalitions to support UHC reform efforts in LMICs will likely have country-level impacts for years to come.
This guide is designed for program officers to use in their work related to networks, coalitions, and other relationship-based structures as part of their initiatives, program strategies, and outcomes. It offers a set of core components that make up the basics of strategizing, implementing, and sustaining inter-organizational relationships and structures. You can work through the guide from beginning to end or jump to specific issues with which you might be struggling. Every component suggests concrete “actions” or questions that a program officer can apply.
Putting “Impact” at the Center of Impact Investing: A Case Study of How Green...The Rockefeller Foundation
More than ever before, investors are looking to put their money where their values are. As a result, impact investing has burgeoned into an over $100 billion industry in just over ten years. But how do impact investors know whether their money is truly having a positive impact on people and
the planet? How can these investors better manage their results, and use material data – both positive and negative – about social and environmental performance to maximize their impact?
This case study documents the journey of one organization, Green Canopy Homes – and its financing arm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing its impact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied a theory of change tool, an approach common within the social sector, to systematically map the causal pathways between its strategies and intended impact. Its rationale for adopting this approach was simple: use it to maximize impact, and understand and minimize possible harm. The tool also effectively positioned Green Canopy to measure and communicate about its social and environmental performance, and to make client-centric adaptations to its business.
The case study provides an illuminating example of how investors can adapt theory of change to serve their impact management needs. By demonstrating the relevance and transferability of this tool for articulating, measuring, and managing impact, the hope is that this case study can contribute to strengthening other investors’ approaches, in turn contributing to building the evidence base for the “impact” of impact investments.
Electricity is one of the most important drivers of socio-economic development, yet up to 250 million Indians are not connected to the national grid, and the majority of rural consumers have grossly unreliable power supply. More than solar lanterns and home systems that power a few lights and fans, among the most efficient ways to provide reliable electricity in remote areas is through local mini-grids. India has several run by energy service companies and usually funded by philanthropic capital.
Most of these enterprises have not been able to scale-up their impact meaningfully because the risk of the national grid entering their markets can render their mini-grid unviable. Rather than seeing “grid versus mini-grid” as a policy choice, Beyond Off-Grid: Integrating Mini-Grids with India’s Evolving Electricity System explores ways we can encourage more of both: to have the grid operate in partnership with a network of distributed mini-grids to accelerate electrification.
What does the roadmap for this ‘interconnection’ of our energy system look like? How can we leverage both government and private investment? What are the different interconnection models and their commercial, technical and regulatory implications? Where do mini-grids go from here? This timely report – commissioned by the Asha Impact Trust in collaboration with Shakti Foundation and Rockefeller Foundation – provides a multi-layered perspective to address these questions based on extensive research, wide-ranging policymaker interactions, and our investment experience evaluating mini-grid operators.
We cannot achieve significant poverty reduction without stimulating electricity consumption, which fuels income-generating activities in the modern economy. In India, about 237 million people have little or no access to reliable electricity -- more than 90% of them live in rural areas. This severely constrains economic opportunities. Addressing this chronic problem requires going beyond simply expanding the government grid.
Mini-grids have emerged as a viable solution to complement and integrate with the national grid, and can support the government in achieving its ‘Power for All’ vision. The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) initiative is the first to pursue the creation of a mini-grid sector that is robust enough to fuel commercial enterprises and drive economic development beyond just one village. Smart Power India (SPI), which leads the SPRD initiative in India, has proven that mini-grids can be swiftly deployed to deliver reliable power, and has likewise demonstrated that mini-grids can spur economic activity needed to help people lift themselves out of poverty.
This issue of Smart Power Connect, published after the hundredth village was connected to Smart Power, explores the efforts, success stories, and challenges faced in SPI’s mini-grid journey to date. With insights from government agencies, policy experts, energy service companies, investors and mini-grid customers themselves, this publication provides a glimpse into the potential of the mini-grids to transform the energy sector – and how rural communities are embracing and utilizing clean, reliable and adequate power to improve their lives.
Today, nearly 240 million Indians lack access to reliable electricity, and 90 percent of them live in rural areas. Despite the government’s ambitious plans to accelerate universal electrification by 2018, challenges remain in providing reliable and sufficient energy to the last mile. Distributed renewable energy (DRE) solutions, and in particular mini-grids, have emerged as a reliable complement to the government’s electrification programs by providing rural areas with access to reliable and high-quality electricity at a much faster pace. The growth of the DRE sector will be an important fillip to the last-mile challenge.
Smart Power India (SPI) is an organization that implements The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) to build viable and commercially oriented mini-grid ecosystems in India. This report explains the Smart Power mini-grid model and explores the drivers of success. Analyzing early data from a cohort of the 106 Smart Power mini-grids operational as of 2017, SPI provides data on commercial performance as well as recommendations to further accelerate the rural mini-grid business.
Encouragingly, the report reveals that the 23 top-cohort plants have an average unit-level profit margin of approximately 30% after the first year of operations. It also highlights that villages receiving electricity from SPRD mini-grids show early signs of social and economic impact (also see Understanding the Impact of Rural Electrification.) SPI has observed that site selection, a strong focus on operations, support for demand generation and marketing optimized for rural customers, are critical to the continued improvement of mini-grid operations. Finally, the report provides recommendations to address external challenges such as the need for increased financing, stronger policy support and further technological innovation.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Globally, over 1 billion people still live without electricity. Roughly 237 million of these people are in India. Smart Power for Rural Development (SPRD) is a $75 million initiative aimed at accelerating development in India’s least electrified states. Through the deployment of decentralized renewable energy mini-grids, SPRD works to accelerate the growth of rural economies, while at the same time improving the lives and livelihoods of poor and marginalized families and communities. With access to energy, individuals, households, and communities can generate economic opportunities and enhance their quality of life. Understanding the Impact of Rural Electrification has generated significant insights on how SPRD is having an impact on the lives of villagers, and what more is needed to sustain, grow, and scale these gains. We’ve learned that households and businesses are slowly but surely moving up the energy ladder; enterprises are expanding and new ones are being created as a result of energy access, and women are feeling safer and more mobile after dark. In this report, we also introduce the innovative GDP+ approach which, which quantifies and measures the social, economic and environmental gains of access to electricity in GDP terms. The initial findings here show that SPRD villages experienced an $18.50 per capita increase in GDP+.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
The Joint Learning Network (JLN) is a key innovation and central part of The Rockefeller Foundation’s efforts to promote universal health coverage (UHC) in low- and middle-income countries (LMICs) under its Transforming Health Systems (THS) initiative (2009-2017). Launched in 2010, the JLN is a country-led, global learning network that connects practitioners around the globe, in order to advance knowledge and learning about approaches to accelerate country progress toward UHC. The JLN currently includes 27 member countries across Africa, Asia, Europe, and Latin America that engage in multilateral workshops, country learning exchanges, and virtual dialogues to share experiences and develop tools to support the design and implementation of UHC-oriented reforms. The core vehicles for shared learning and resource development under the JLN are technical initiatives, which are managed by several technical partners and organized around key levers for reaching UHC objectives.
With 62.5 million tons of food wasted in the United States each year, there is much work to be done to
bring about substantial changes in the food industry that will create a more efficient food system and
help preserve the environment. This guide describes promising opportunities to reduce food waste
in three areas—packaging, food retail, and home kitchens—and discusses a number of solutions that
could be piloted, validated, and scaled to significantly reduce food waste in America.
National Disaster Resilience Competition's Resilience Academies - Emerging In...The Rockefeller Foundation
In 2015 The Rockefeller Foundation partnered with the U.S. Department of Housing and Urban Development (HUD) to launch the National Disaster Resilience Competition (NDRC)
Resilience Academies. Recognizing the salient need to infuse resilience thinking into HUD’s NDRC, these Academies were established to expose state and local governments to new approaches for protecting and promoting the long-term well-being and safety of their communities. A recent independent evaluation of the Academies has provided instructive insights about what works in efforts to build innovative resilience capacity.
Following its successful partnership with the U.S. Department of Housing and Urban Development’s (HUD) post–Hurricane Sandy Rebuild by Design competition, The Rockefeller Foundation launched the Resilience Academies and Capacity-Building Initiative. Designed to support HUD’s National Disaster Resilience Competition (NDRC), the Academies and the Initiative provide eligible state, county, and municipal governments with subject-matter expertise and lessons from the Foundation’s years of on-the-ground disaster recovery programming and mitigation planning. Further, the Foundation hoped to assist these key players in moving global knowledge and resources to meet homegrown needs.
In December 2016, The Rockefeller Foundation’s African Regional Office hosted the Rockefeller Foundation Resilience Convening in Nairobi, Kenya. Over 150 delegates and 40 speakers participated, sharing insights, examples, and engaging in debate and discussion on why and how ‘resilience’ can enhance Africa’s ongoing development.
Launched in 2008, the Asian Cities Climate Change Resilience Network (ACCCRN) Initiative aimed to catalyze attention, funding, and action for building the climate change resilience of vulnerable cities and people in Asia. Given that current estimates forecast that about 55 percent of Asia’s population will be living in urban centers by 2030, the ACCCRN Initiative is built on the premise that cities can take actions to build climate resilience – including drainage and flood management, ecosystem strengthening,
increasing awareness, and disease control – which can greatly improve the lives of poor and vulnerable people, not just in times of shock or stress, but every day.
At the time the initiative was launched, the concept of urban resilience and models for implementing it were nascent and emergent. ACCCRN proved to be an important experiment and “learning lab” for the Foundation and its grantees and partners to build capacity in cities to better understand and implement resilience solutions to the often devastating shocks and stresses of climate change. The initiative was effective in the initial 10 ACCCRN cities and, later, in an additional 40 cities.
As part of our Foundation-wide commitment to learning and accountability to our grantees, partners and stakeholders, we undertook an independent evaluation of the work of the initiative in 2014 to assess what worked well and not so well in ACCCRN. Conducted by Verulam Associates and ITAD, who also conducted a mid-term evaluation of the ACCCRN Initiative in 2011, this summative evaluation highlights successes, but also provides an important moment to reflect on the challenges we faced and on what we can do better or differently going forward.
As part of its overall mission of promoting the well-being of humanity throughout the world, The Rockefeller Foundation developed the goal of advancing inclusive economies. The framing of this goal is deliberate: the word inclusive stresses the need to overcome disadvantage while the choice of economies versus growth suggests the need to consider all dimensions of economic life. This executive summary outlines efforts to develop a framework to better understand and measure the characteristics of an inclusive economy. It includes:
• The evolution of the concept of an inclusive economy
• Key lessons learned from an analysis of indicator initiatives
related to measuring an inclusive economy
• A recommended indicator framework composed of 5 broad
characteristics, 15 sub-categories, and 57 indicators
• Implications for future work
For more details, a full report is available at:
inclusiveeconomies.org
Situating the Next Generation of Impact Measurement and Evaluation for Impact...The Rockefeller Foundation
Situating the Next Generation of Impact Measurement and Evaluation for Impact Investing contends that measurement practices need to evolve by borrowing from the strengths of both private business and social sector evaluation. Suggesting that an impact thesis is a crucial anchor for impact measurement strategies, the paper offers several measurement approaches in use today. The ‘next generation’ of impact measurement and evaluation must stem from a commitment of impact investors to strengthen evidence for their social returns alongside the evidence for financial returns.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Latino Buying Power - May 2024 Presentation for Latino CaucusDanay Escanaverino
Unlock the potential of Latino Buying Power with this in-depth SlideShare presentation. Explore how the Latino consumer market is transforming the American economy, driven by their significant buying power, entrepreneurial contributions, and growing influence across various sectors.
**Key Sections Covered:**
1. **Economic Impact:** Understand the profound economic impact of Latino consumers on the U.S. economy. Discover how their increasing purchasing power is fueling growth in key industries and contributing to national economic prosperity.
2. **Buying Power:** Dive into detailed analyses of Latino buying power, including its growth trends, key drivers, and projections for the future. Learn how this influential group’s spending habits are shaping market dynamics and creating opportunities for businesses.
3. **Entrepreneurial Contributions:** Explore the entrepreneurial spirit within the Latino community. Examine how Latino-owned businesses are thriving and contributing to job creation, innovation, and economic diversification.
4. **Workforce Statistics:** Gain insights into the role of Latino workers in the American labor market. Review statistics on employment rates, occupational distribution, and the economic contributions of Latino professionals across various industries.
5. **Media Consumption:** Understand the media consumption habits of Latino audiences. Discover their preferences for digital platforms, television, radio, and social media. Learn how these consumption patterns are influencing advertising strategies and media content.
6. **Education:** Examine the educational achievements and challenges within the Latino community. Review statistics on enrollment, graduation rates, and fields of study. Understand the implications of education on economic mobility and workforce readiness.
7. **Home Ownership:** Explore trends in Latino home ownership. Understand the factors driving home buying decisions, the challenges faced by Latino homeowners, and the impact of home ownership on community stability and economic growth.
This SlideShare provides valuable insights for marketers, business owners, policymakers, and anyone interested in the economic influence of the Latino community. By understanding the various facets of Latino buying power, you can effectively engage with this dynamic and growing market segment.
Equip yourself with the knowledge to leverage Latino buying power, tap into their entrepreneurial spirit, and connect with their unique cultural and consumer preferences. Drive your business success by embracing the economic potential of Latino consumers.
**Keywords:** Latino buying power, economic impact, entrepreneurial contributions, workforce statistics, media consumption, education, home ownership, Latino market, Hispanic buying power, Latino purchasing power.
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The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
Resume
• Real GDP growth slowed down due to problems with access to electricity caused by the destruction of manoeuvrable electricity generation by Russian drones and missiles.
• Exports and imports continued growing due to better logistics through the Ukrainian sea corridor and road. Polish farmers and drivers stopped blocking borders at the end of April.
• In April, both the Tax and Customs Services over-executed the revenue plan. Moreover, the NBU transferred twice the planned profit to the budget.
• The European side approved the Ukraine Plan, which the government adopted to determine indicators for the Ukraine Facility. That approval will allow Ukraine to receive a EUR 1.9 bn loan from the EU in May. At the same time, the EU provided Ukraine with a EUR 1.5 bn loan in April, as the government fulfilled five indicators under the Ukraine Plan.
• The USA has finally approved an aid package for Ukraine, which includes USD 7.8 bn of budget support; however, the conditions and timing of the assistance are still unknown.
• As in March, annual consumer inflation amounted to 3.2% yoy in April.
• At the April monetary policy meeting, the NBU again reduced the key policy rate from 14.5% to 13.5% per annum.
• Over the past four weeks, the hryvnia exchange rate has stabilized in the UAH 39-40 per USD range.
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
2. Problem Statement and Key Messages
2
Driven by long‐term shifts in the labor market and on‐going poverty and inequality, youth
employment challenges have mounted steadily over the last decade and reached a crisis point in the
wake of the Great Recession. Youth unemployment in 2010 reached its highest level since World War
II. The short‐ and long‐term consequences of youth unemployment are severe. Individuals who fail to
transition to stable jobs by their early 20s are at risk of experiencing more frequent and prolonged
spells of joblessness, permanently lower earnings, and greater difficulty building a secure financial
future for themselves and their families. Ultimately, youth unemployment and associated challenges
threaten to perpetuate cycles of intergenerational poverty for individuals and communities.
Key Messages
1. Overall, 14 million youth – more than one‐third of all 16‐24 year olds
in the US – face employment challenges. Of these, nearly seven
million young people who lack a college degree are out of school and
out of work; five million are only able to work or study part‐time; and
almost two million are employed in positions that do not draw on
their formal education. Youth unemployment has ratcheted up in the
last several decades, making it a chronic feature of the US economy.
2. Youth from low‐income families, young black males, and young
Hispanic females have especially bad labor market outcomes. Racial
disparities persist regardless of educational achievement.
3. Youth face increasingly scarce career on‐ramps and heightened
competition for jobs. Companies have automated or outsourced jobs;
cut back on formal training; and have increased their reliance on
temporary and part‐time labor. The concurrent rise of online
recruiting systems has triggered a deluge in job applications,
disadvantaging youth who are often screened out for having limited
work experience or academic credentials.
4. Prior efforts to address youth unemployment have focused relatively
narrowly on skill development, without commitment to – or large‐scale
success in – improving ultimate employment outcomes for
young people.
5. High‐level attention to the issue, increasing recognition of the
importance of private sector involvement, innovation with new
assessment and recruiting tools, increasing government support for
evidence of outcomes, and the emergence of place‐based and
collaborative community development efforts are opening a
potential window for action to address youth unemployment.
6. While new initiatives are emerging, they could be more strategically
aligned with a focus on employer needs and employer engagement.
Specifically, there is an opportunity for direct employer engagement
in solutions and integration of employer perspectives into
assessment tools and job preparation systems. However, aligning
actors across the public, nonprofit and private sectors around
improved youth job opportunities could be difficult, especially at a
national level.
3. Definitions of Key Terms
3
Youth Employment
Challenge Definition
Disconnected Youth not currently in education, training, or employment nor possessing a post‐secondary
credential
Loosely connected Youth only able to work or study part‐time
Underemployed Youth who would like to work full‐time, but who can only find part‐time employment
Mal‐employed College graduates who are in full‐time jobs that do not draw on much of their formal college
education
Unemployed Youth who are physically capable of working and are actively searching for employment, but who
have not secured either a part‐time or full‐time job
4. 4
Executive Summary
• Youth employment challenges have mounted steadily over the last decade and reached a potential crisis point in the wake of the
Great Recession. Overall, 14 million youth – more than one‐third of the 29 million 16‐24 year olds in the US – face employment
challenges, with black males, Hispanic females and low‐income youth disproportionately affected. The short‐ and long‐term economic
and social consequences of youth unemployment are severe. Ultimately, youth unemployment and associated challenges threaten to
perpetuate cycles of intergenerational poverty for individuals and communities.
• A number of initiatives are converging to address youth unemployment but could be more strategically aligned through a focus on
employer needs and employer engagement. In contrast to the programmatic focus on youth skill development of most prior and on‐going
efforts in this space, an approach that takes a view of the whole system is required to address the scale of the problem.
Specifically, working with employers to commit to help solve the problem – while difficult and uncertain – could be the most powerful
way to improve youth job opportunities.
• Funding for youth employment initiatives is relatively limited and, in general, narrowly focused on skill development without
meaningful employer engagement. While philanthropy contributes roughly $2 billion each year for education and youth development,
annual grant‐making for youth employment initiatives is only $150 million. Similar to the nonprofits in the space, philanthropic efforts
primarily center on youth skills and training, with limited attention to the broader employment system. Focusing on employer
engagement and the creation of permanent jobs remain relative “white spaces” in the philanthropic landscape.
• Transforming youth employment opportunities will require going beyond program replication to broad systems change. There is an
opportunity to better leverage philanthropic support to expand youth job opportunities through direct employer engagement and to
help government increase the impact of the $7 billion it spends annually on youth employment initiatives. Fostering an economic
system that broadly improves employment prospects for young people could directly impact more than a half million youth in the next
seven years and potentially millions more in the future.
5. 5
What is the scale and scope of the problem? Why is
Scale: Why It Is Important
Youth employment challenges have surged in the wake of the Great Recession
• In 2010, youth unemployment (at 18.4%) hit its highest level since World War II
• After holding steady for a decade, the number of disconnected youth surged by
800,000 through the Great Recession
• The number of youth who can only find part‐time work increased from 1.3
million in 2000 (3% of all 16‐24 year olds) to 3.1 million (8%) in 2010
Today’s youth employment crisis represents a magnification of long‐term
structural shifts in the economy
• Employment‐to‐population ratios dropped for all workers between 2000 and
2010, with the steepest declines concentrated among the youngest workers
• All net job growth of the past two decades has been for employees with at least
some post‐secondary education
• Part‐time employment as a share of total employment, at nearly 20%, has
reached a record high. Youth are almost twice as likely as older workers to hold
a part‐time job
• More than 80% of employees have not received formal employer‐led training in
the last five years
Consequences will be severe if nothing is done to improve youth job prospects
• The total cost associated with the current cohort of disconnected youth will be
approximately $1.2 trillion borne directly by taxpayers and $3.6 trillion borne by
society
• By 2020, there will be an estimated 5.9 million more people seeking work
without a high school degree than there will be jobs available for this skill group
• Failure to address the employment challenges of today’s youth could result in
an economically fragile generation chronically stuck in unstable jobs, with
permanently lower earnings and less accumulated savings to invest in education
or other areas that further their progress
the problem pressing?
Scope: National Relevance
This is a national problem that has differential impacts among and within
states and cities, based on a range of contextual factors
Cities across the country grapple with youth disconnection, although certain
regions have more acute problems
• Areas with the highest rates of youth disconnection are concentrated in the
Sun Belt and southeastern states and in the poorest neighborhoods of large
urban areas
• America’s 25 largest metropolitan areas contain nearly 38% of all
disconnected youth
• Large cities with the highest rates of disconnected youth include Phoenix,
Miami, Detroit, Riverside‐San Bernardino, and Atlanta
• Large cities with the lowest rates of disconnected youth include Boston,
Minneapolis‐St. Paul, San Diego, Washington, DC, and Philadelphia
Within cities, disconnection rates can vary significantly by neighborhood
• For example, the Boston metropolitan has an overall youth disconnection
rate of only 9%, but this figure jumps to 16‐18% in the districts of Mission
Hill, East Boston, and the City of Brockton
• In the New York metropolitan area, youth disconnection varies from 4% in
parts of Nassau County to 36% in parts of the South Bronx
Numerous factors shape local disparities in youth disconnection rates
• Racial disparities partially explain varying rates of youth disconnection
within a city. In Phoenix, for example, 13% of white youth are disconnected,
compared with 24% of Hispanic youth and over 28% of black youth
• Additional drivers of disparities across neighborhoods include the dynamics
of the local economy and access to and quality of education
Youth employment challenges – both widespread and unequally borne – threaten to undermine the
country’s social and economic well‐being and competitiveness now and into the future
6. What is the scale and scope of the problem?
6
Over 14 million US youth – or 36% of all 16‐24 year‐olds – face an employment challenge
DEFINITIONS
• Disconnected: not currently in education,
training or employment nor attained a
post‐secondary degree
• Partially disconnected: have some
schooling or work experience beyond the
age of 16, but have not progressed
through college or secured stable
employment
• Chronically disconnected: have neither
studied nor worked after the age of 16
• Loosely connected: only working or
studying part time
• Mal‐employed: college graduates who are
in full‐time jobs that do not draw on much
of their formal college education
100%
80
60
40
20
0
38.9M
Disconnected 17.2%
Loosely connected 13.1%
Mal-employed 4.5%
Connected
63.9%
All youth (16-24)
6.7M
Partially disconnected
49.3%
Chronically disconnected
50.7%
Disconnected youth
Unemployed
college
grads
1.2%
Source: Disconnected/loosely connected ‐‐ Clive R. Belfield, et al. (2012, January), “The economic value of opportunity youth.” Washington, D.C.: Civic Enterprises, p. 7;
Unemployed college grads ‐‐ U.S. Congress Joint Economic Committee (2010, May), “Understanding the economy: Unemployment among young workers. Washington,
D.C.: U.S. Joint Economic Committee, p. 4; Bureau of Labor Statistics; Mal‐employed ‐‐ Andrew Sum (2011, July), “The deterioration in the labor market fortunes of
America’s young adults during the lost decade of 2000‐2010.” (Policy Brief #2). Washington, D.C.: Children’s Defense Fund, p. 4.
7. What is the scale and scope of the problem?
7
Youth unemployment levels have been higher than adult unemployment for decades,
and have failed to recover after six of 10 recessions following World War II
Average annual unemployment rate
(Seasonally adjusted)
20
15
10
5
0
Shading indicates recessions, as defined by the National Bureau of Economic Research (NBER) .
In those shaded orange, youth unemployment level did not recover to its pre‐recession level
Youth
(16-24)
Adults
(25+)
1948 1952 1956 1960 1964 1968 1972 1976 1980 1984 1988 1992 1996 2000 2004 2008 2012
Note: Unemployment rates only reflect those unemployed who have actively looked for work in the prior 4 weeks and are currently available for work
Source: Bureau of Labor Statistics; NBER
8. What is the impact on the lives of poor or
vulnerable people?
8
Youth employment challenges disproportionately affect the poor and vulnerable
• Low‐income youth are more likely to be disconnected from school and work: About 40% of all disconnected youth come from families living below the
poverty line, compared to 21% of all connected youth
• Youth with the least education have the most difficulty securing employment: Youth from the lowest income quartile are more than five times as likely to
drop out of school as youth from the highest income quartile. Youth who have dropped out of high school are four times more likely to be unemployed than
youth with a college degree
• Black and Hispanic youth have the highest rates of disconnection, especially black males and Hispanic females
o Among all race/gender groups, black males have the highest rate of disconnection at 26%; Hispanic females are next highest at over 20%
o Racial inequities persist regardless of educational achievement. Young black college graduates looking for work face an unemployment rate of 16%,
nearly double the overall unemployment rate for young college graduates as a whole
• Additional life challenges can increase the likelihood of disconnection
o 35% of disconnected females are mothers, compared to 10% of connected females
o 13% of disconnected youth have a disability, compared to 4% of connected youth
o Additional life challenges that can inhibit employment include long distances between residents and jobs within cities, poor transit access, unstable
housing, lack of citizenship status, and limited personal and professional networks, among other factors
Youth employment challenges can trap individuals and families in cycles of poverty
• The social and economic consequences of youth disconnection are severe
o Depressed future earnings: Consider two males with the same education, IQ, places of residence and family background – if one spends a year
unemployed before the age of 23, he can expect to earn 23% less than the other ten years later. For females, the gap ten years out is 16%
o Risk of perpetuating poverty: About two‐thirds of Americans born into the bottom fifth of earners remain permanently among the poorest 40%
o Increased crime: Multiple data sources suggest that disconnected youth are more likely than the rest of the population to commit a crime. In 2011,
about 375,000 16‐24 year‐olds were either detained or serving time in prison. A criminal record presents an additional barrier to employment
o Poor mental and physical health: Compared to peers connected to school or work, disconnected youth tend to have lower self‐confidence, reduced
ambition, lower life satisfaction, and higher rates of suicide
Youth unemployment tends to affect youth who are already poor and vulnerable,
exacerbating the challenges they already face and reinforcing inter‐generational poverty
9. What are the root causes at play? What systems
failures are causing or exacerbating the problem?
9
Slow job growth, general disinvestment in workers, and dysfunctional education, training and
recruiting systems have converged to undermine youth employment opportunities
System Failures: Underlying constraints that exacerbate the vulnerability of the poor
Higher education
and workforce
development
Vocational training
programs and academic
programs at community
colleges and universities
often fail to develop
relationships with actual
employers and to orient
their curriculum toward
the skill demands of the
economy
K‐12 education
Weak schools hurt youth
by allowing them to drop
out before earning a high
school credential, or by not
equipping them with the
key knowledge, problem
solving abilities, technical
capacity and professional
skills they need to succeed
in postsecondary
education or a job after
graduation
Slow job growth
The rate of job growth
after the Great Recession
has been too slow to
return to full
employment for either
adults or youth.
Paradoxically, job
vacancies are taking
longer to fill even with
three active job seekers
for every available
position
Recruiting and
hiring
The proliferation of
online recruiting systems
has made it easier to
apply for a job, but
translating one’s talents
in an online system
remains challenging for
youth, who often get
screened out on the basis
of limited education
and/or work history
Employer‐provided
Heightened competition
for entry‐level work
Youth face growing competition
for entry‐level employment as
Baby Boomers remain in the labor
force longer, and as job seekers
with more advanced credentials
and experience increasingly apply
for entry‐level positions
Root Causes: Main drivers that directly* contribute to vulnerability
*Note: Some drivers also indirectly contribute to increased vulnerability through interaction with other drivers
training
Employers increasingly
expect that new hires will
arrive with job‐ready
skills and knowledge, and
are cutting back on the
training they provide to
employees, making it
more difficult for less‐experienced
youth to
enter the job market and
develop professionally
Employer focus on
minimizing labor costs to
maximize profits
As companies have concentrated
on maximizing productivity, they
have increasingly relied on
temporary workers and viewed
labor as a cost to be minimized
rather than as an asset to be
developed
Poverty and social inequity
Self‐reinforcing poverty and social
inequity—disproportionately
affecting black and Hispanic
youth—hinders employment
prospects (e.g., because of weak
local economy, poor transit access
to jobs, poor health, limited social
capital and political voice, inability
to take unpaid internships, etc.)
Structural shifts in the job
market
Automation and outsourcing have
eroded mid‐wage employment
and increased the demand for
highly‐educated, highly‐skilled
labor, narrowing the options for
youth to gain a foothold in the
middle class
10. 10
What are the prevailing perspectives on this
problem?
A more prevalent view attributes youth unemployment to inadequate skills, experience
and social support, with fewer attributing the problem to the economy or employers
Focus on the Unfavorable Labor Market
Without overall job growth, youth unemployment will remain high even if more youth are prepared for work. Key
Slow job growth actors holding this view include government and education providers.
Automation, outsourcing, the rise of contingent labor, decline in on‐the‐job training and employers’ increasing
demands for credentials and experience have made it permanently harder for youth to start their careers. Key actors
holding this view include many researchers.
Structural
economic change
Traditional education and job training is not keeping pace with changes in the economy, leaving many youth without
the knowledge, skills and credentials employers expect them to have when they enter the workforce. Key actors
holding this view include employers, education and job training reformers, funders and the media.
Inadequate
credentials
and skills
With increasing competition in the labor market, youth are disadvantaged because they have relatively fewer on‐the‐job
experiences and skills – and not enough employers are willing to train and mentor young workers. Key actors
holding this view include job training providers.
Lack of
opportunities for
work experience
Unstable housing, food insecurity, undocumented immigrant status, disability, family obligations, lack of
transportation, and criminal records all pose obstacles to youth connecting to work. Key actors holding this view
include youth service providers and some job training providers.
Life challenges
Focus on Youth Deficiencies
Private, public and nonprofit employers do not fully appreciate the potential for young workers to contribute
creativity, energy, technological savvy, and diversity to organizations., and as a consequence, are not preserving,
creating, or expanding entry‐level jobs. Key actors holding this view include youth and youth service providers.
Employer
misperceptions
Focus on Employer Misperceptions
11. What has and has not worked?
11
Many past efforts have focused on building youth job skills but have failed to provide
adequate differentiated support and to connect programming to actual employer needs
What Has Not Worked
Efforts to
improve
youth skills
• Designing education and job training programs independent of
employer input: Approaches to preparing youth for the workplace
have routinely failed by not developing relationships with
employers, and not orienting training toward the skills and
knowledge employers are looking for.
• Providing training with an exclusive focus on skills to the most
disadvantaged youth: Successfully serving youth facing multiple
life challenges often requires costly wrap around services that can
be cost‐prohibitive for cash‐strapped schools, community colleges,
and training programs.
Efforts to
place youth
in jobs
What Has Worked
• Improving the quality of education and promoting access and
persistence (e.g., KIPP): A focus on the core aspects of
instruction—effective teachers, rich content, and student
readiness to learn—can increase the likelihood that students will
graduate from high school and go on to earn a post‐secondary
credential, increasingly necessary to secure a job.
• Integrating a career focus into education (e.g., ConnectEd):
Programs that infuse work‐based learning and career exploration
into the academic experience show promise to improve for
students’ employment outcomes.
• Creating job training programs linked to specific career pathways
(e.g., Year Up): The most successful job training programs—
provided directly by employers or by third parties—are designed
with both youth and employers in mind.
• Focusing on jobs exclusively: Programs that do not offer support in
meeting basic needs (e.g., health and housing) may not prepare at‐risk
youth for success in a new job.
• Treating corporate philanthropy and corporate social
responsibility as the point of entry: Companies and organizations
cannot sustain youth hiring programs if these are not delivering
tangible value.
• Providing short‐term economic incentives for hiring: While some
attempts to stimulate employment by offering short‐term subsidies
have resulted in net job creation for disadvantaged youth
(especially in the public sector), private employer participation has
generally been low, and sustained participation even lower.
• Facilitating work experience for youth early and often (e.g.,
Boston’s Summer Jobs Campaign): Especially for at‐risk youth,
gaining experience in volunteer, internship and/or paid positions
as early as middle school is associated with more successful job
market outcomes later on.
• Demonstrating in specific contexts that engaging with youth can
boost business metrics (e.g., The Gap): Some employers have
found that training and/or hiring youth can improve overall
employee retention and boost the bottom line, although the
specific segments of employers that would most benefit are still
not well understood.
12. 12
2) Dynamism Assessment
Purpose
The Dynamism Assessment aims to identify the primary opportunities that could be catalyzed to address the
problem. It also aims to identify emerging issues and future trends that could influence these opportunities,
and the potential risks or uncertainties that could inhibit transformative change.
Key Findings
• High‐level attention to youth unemployment has increased significantly over the last decade, with a
growing number of public and nonprofit actors taking action to address the problem. Players in the field
are increasingly recognizing the importance of the private sector – which provides 80% of all jobs in the
US – but private employer involvement in youth employment solutions remains limited. This confluence
of actors, along with other forces, may provide a window for new solutions.
• There is an opportunity to better direct and accelerate emerging efforts in the space by championing a
focus on employer engagement and needs. Employers could be persuaded to directly train and hire
youth, and their perspectives could inform the development of improved job preparation programs and
assessment and recruiting systems.
• Successful engagement of bellwether employers could trigger a positive tipping point toward system‐wide
shifts in employer practice. On the other hand, worsening of youth unemployment could mean that
a large number of today’s young people face permanent disadvantage in the labor market and society.
• Solutions that depend on increased government spending or that focus on youth entrepreneurship are
less dynamic right now.
13. What forces are creating windows of opportunity?
Forces Contributing to Dynamism Areas of Dynamism
13
•The disconnected youth population has recently gained greater attention from foundations, think tanks, and government
leaders, evidenced by the increasing number of initiatives. The 2009 launch of the Social Innovation Fund, partially focused on
disconnected youth, followed in 2010 by the creation of the White House Council for Community Solutions (WHCCS) showed
strong interest at the federal level. Attention from private funders has also grown since 2010, with Kellogg Foundation
launching the New Options Project, Bloomberg’s Young Men’s Initiative, and the Aspen Forum for Community Solutions.
•Greater interest has likely been driven by: the mounting urgency of the problem; global youth unemployment trends and
resultant political implications; and a national desire for global competitiveness of the American workforce.
• Confluence of high‐level
interest in addressing
youth unemployment
• Growing recognition of
the importance of the
private sector
• Experimentation with
new technologies to
increase efficiency in
skill‐building and
recruiting
• Increasing government
support for evidence of
outcomes and greater
funding flexibility
• Emergence of place‐based
and collaborative
efforts to solve social
problems
•Faced with long‐term labor market shifts and rising youth unemployment that past efforts have failed to adequately address,
both non‐profit and public sector actors are increasingly recognizing the important role of the private sector and creating
programs that successfully engage employers to connect youth with career opportunities. Examples include the place‐based
work of National Fund for Workforce Solutions, enterprise‐based work of Goodwill Industries, and career pathway programs
like Year Up. Work to integrate a work‐based perspective into school is also gaining momentum with efforts like the Irvine
Foundation‐initiated Linked Learning program expanding significantly. Through the 2012 Summer Jobs+ initiative, senior
government leaders also demonstrated a new emphasis on the role of employers.
•Although still limited in scope and scale, employers are also beginning to recognize a need for greater investment in youth
talent pipelines – either due to an aging workforce (e.g., PG&E), business need for younger employees (e.g., The Gap), or
commitment to the community (e.g., Southwire).
•New skills‐based assessments, such as WorkKeys by ACT, Workforce.io, Evolv, and other tools that use data analysis to inform
hiring decision‐making are being developed and tested. Online credentialing programs and other less formal training
opportunities such as Learn Up are emerging as low‐ or no‐cost alternatives to traditional education and training. Systems are
also being prototyped to track progress and recognize skills gained in online learning environments by entities like Mozilla.
•These new technologies have the opportunity to better connect youth and employers by highlighting “hidden talents” that are
difficult to surface in a resume or traditional interview.
•Increased advocacy and declining government budgets are driving pressure for federal funding to support “what works”. In this
context, evaluations of youth employment skills programs are underway and could provide an opening to improve the
effectiveness of the $7 billion that the federal government spends annually in this area.
•Awareness and support for better‐coordinated funding has also grown, particularly following the experimentation with
flexibility made possible under ARRA. Specifically, Workforce Investment Act waivers that allow greater flexibility were shown
to contribute to stronger connections with employers, increased employer‐based training, and improved outcomes for youth.
•Bridgespan research done for the WHCCS in 2011 found there were at least 500 collaborative efforts working to move the
needle on a specific social problem across the country. These efforts are growing in number, and many are focused on youth.
The Aspen Forum for Community Solutions and others are providing guidance and funding incentives for cities and regions to
test the approach specifically for disconnected youth.
14. 14
What are the primary opportunities that could
address this problem?
There are multiple intervention points for various actors within each Area of Dynamism.
A few potential intervention points are particularly dynamic.
Importance of
private sector
Confluence of high‐level interest in addressing youth unemployment
New recruiting tools
and technologies Government effectiveness Place‐based and
collaborative approaches
Some employers are recognizing
the potential for youth to meet
their workforce needs and
committing to hiring and training
youth
New tools continue to be
developed and piloted that more
efficiently assess and match skills
to job requirements
Government leaders are
beginning to embrace evidence‐based
practices to get more
impact from shrinking budgets
Highlighted initiatives reflect the most dynamic opportunities for further exploration.
Comprehensive place‐based
efforts focused on youth are
attracting broad interest and
support
Research: Support research to
better segment and identify
employers most likely to hire and
train youth
Make the case: Support efforts to
help employers understand the
value of training and hiring youth
Influence: Support new
commitment to youth starting
with bellwether employers, peer‐to‐
peer networking, and relevant
industry associations
Scale: Support the codification
and replication of effective
employer‐led career pathways
Incentivize: Reduce employer risk
by advocating for targeted hiring
subsidies and supporting
intermediary organizations
Innovate: Spur creation and
support piloting of new recruiting
and assessment tools and
approaches that better capture
and reflect youth talent
Scale: Support the expansion of
improved recruiting and
assessment tools, including those
already validated in pilot programs
Influence/Train: Encourage
leading employers to adopt new
recruiting and assessment tools,
and support implementation
Build evidence base: Facilitate
the establishment of common
outcome standards for youth
employment programs and
support evaluation of existing
programs against these standards
to understand “what works”
Build capacity: Help education
and job training providers
implement best practices,
especially in developing closer
relationships with employers
Advocate: Cultivate champions at
federal, state and local levels for
creating flexible funding, and for
investing public dollars in
evidence‐based programs
Collaborate: Work with funders
making community revitalization
investments across the country to
add, or strengthen, a focus on
youth employment
Convene: Gather leaders of place‐based
youth employment
initiatives to share lessons,
particularly on how to effectively
engage employers
Pilot: Support place‐based efforts
to increase youth employment,
leveraging local economic
development plans and
partnerships with local industries
and employers
15. What potential tipping points are emerging?
15
Description What would have to happen
to reach this tipping point?
• Significant change in employer attitudes toward youth employment:
Increased recognition of the problem, its potential effect on their business,
and engagement in solutions within a subset of bellwether employers could
trigger a broad shift toward norms and practices more favorable for youth
employment.
• Employers recognize the future human capital
challenges they may face and believe the business case
for investing in youth
• Employers adopt new approaches that better enable
youth to access career opportunities
• Innovation and improvement in federal government programs: A number of
federally‐funded programs, including the largest —Job Corps—are currently
being evaluated, which will generate better guidance as to how the programs
can improve their outcomes. These evaluations, combined with the broader
“what works” movement, could help to direct resources towards the best
programs. The pending reauthorization of the Workforce Investment Act
could also improve some programs addressing this problem. Simultaneously,
there is appetite for increased coordination across systems that serve youth.
• Program evaluations are conclusive and inspire federal
leaders to redirect funding flows to efforts that have
greater impact for youth
• Efforts continue to pilot innovative approaches to
coordination like those led by the Office of
Management and Budget
• Reauthorization of the Workforce Investment Act
(which Congress has failed to do since 2003) could
expedite reform, but incremental improvements are
possible under the old legislation
• Failure to improve employment prospects creates a “lost generation”:
Failure to secure a job as a young adult increases the risk of unemployment
and associated negative social and economic effects later in life, both because
it limits the opportunity to accumulate work experience and because
employers are likely to be skeptical about applicants who have endured long
periods of joblessness.
• Youth unemployment levels fail to recover after the
Great Recession (as they have failed to recover after six
of ten recessions since World War II), contributing to
the continued ratcheting up of youth employment
challenges
These could potentially be tipping points (positive or negative) but will require further monitoring to define and size:
• Non‐traditional, technology‐based skill building: Massive Open Online Courses (MOOCs), online credentialing programs, and other less‐formal
training opportunities such as Learn Up, are emerging as low‐ or no‐cost alternatives to traditional education and training.
• Use of data analytics to match candidates to jobs: Online job aggregators may exacerbate the deluge of low‐quality information that adds to
employer and job seeker confusion but employer adoption of data‐driven hiring techniques could help identify “hidden talents” in youth.
Positive
Potential
Tipping
Points
(Actions &
events that
could catalyze
large‐scale
positive
change)
Negative
Potential
Tipping
Points
Too Early
to Tell
16. 16
What are emerging issues and future trends that
could influence these opportunities?
College‐ and Career‐Ready
Education Reform
Government, nonprofit and private
sector actors back “career‐ready
education,” but implementation across
the K‐12 and higher education systems
remains uncertain
• Education reform has the potential to
provide important tailwinds for any youth
employment efforts
• College and career readiness remain at the
heart of the education agenda and are
being further propelled by the Common
Core State Standards (CCSS), although
continued state support will depend on the
results of new national exams
• The private sector was not deeply involved
in design of standards, but the Business
Roundtable and the U.S. Chamber of
Commerce have recently made public
statements of support of CCSS
• The Obama Administration has
demonstrated a commitment to improving
Career and Technical Education (CTE)
through technical assistance, competitive
funding, and rewards structured to ensure
that more students—regardless of
background—can access high‐quality CTE
Industry Growth
and Job Creation
The two industries employing the highest
proportion of youth – leisure and
hospitality, and retail – are projected to
create about 3 million new jobs and 4‐5
million replacement jobs by 2018
• Job growth through the next decade will
result from both industry growth and
replacement jobs due to retirement, with
the latter providing the largest source
• The highest projections of new jobs are
anticipated in professional and business
services, leisure and hospitality services,
government, and construction
• When replacement jobs are considered,
the professional and business services
industry is expected to offer the highest
number of employment openings through
2018
• Continuing recent trends in employment
gains, the largest proportion of jobs,
especially those to be created rather than
replaced, are expected to go to workers
with some postsecondary education
Exit and Entry of
Key Philanthropic Players
Kellogg will end its youth employment
program in 2013, but Bloomberg
Philanthropies, the Open Society
Foundations, and other funders are
developing new initiatives in the space
• The W.K. Kellogg Foundation has
announced the end of its support for the
New Options Project – focused on an
employer engagement platform, skills‐based
assessment tools, and improved job
market information for youth – at the end
of 2013. Kellogg plans to shift focus to
early childhood development
• Several major foundations have recently
announced new commitments:
‐ Bloomberg Philanthropies, the Open
Society Foundations, and New York City
will invest about $130 million over three
years to launch the NYC Young Men’s
Initiative, which will strengthen
educational, employment, and social
service supports for young black and
Hispanic males
‐ A number of funders are also coming
together to support the work of the
Aspen Forum for Community Solutions
and its Opportunity Youth Incentive Fund
17. • The recovery trajectory, more than any other factor, will significantly enable or limit the possibilities for
addressing youth unemployment. Slower recovery may impose a ceiling on what is possible for the youth
population.
• Education reform could provide an important platform for improving youth skills, but a long‐term effort
on this front may not benefit today’s cohort of disconnected youth.
• The more rigorous GED is expected to be a better predictor of college and career readiness but will also
challenge current high school dropouts who otherwise might have relied on this second‐chance pathway.
• Partially motivated by the federal budget crisis, a complete reform of individual and corporate taxation is
being discussed in Washington. Such comprehensive reform could impact the trajectory of overall job
growth, labor market trends, and individual income.
17
What are potential risks or uncertainties?
Interventions in this space are subject to a range of factors that could derail or diminish impact
PACE OF JOB RECOVERY
SEQUESTRATION
PENDING FEDERAL
LEGISLATION
EDUCATION REFORM
CHANGES TO TAX
POLICY
Uncertainties
POTENTIAL INCREASE
IN MINIMUM WAGE
• The reauthorization of some key federal laws could significantly change the way youth employment
services are delivered. Important pieces of legislation include the Elementary and Secondary
Education Act, the Perkins Vocational and Technical Education Act, and the Workforce Investment Act
(although WIA has been up for reauthorization without Congressional action since 2003).
• Comprehensive immigration reform policies are being considered that would create a path for
undocumented immigrants to become citizens. These policies could increase competition for jobs—
including lower‐skilled jobs that might be available for youth—but could also potentially grow the
economy, create more demand for goods and services, and lead to more business and job creation.
• Although an increase in the minimum wage (as called for in President Obama’s 2013 State of the Union
address) would have many positive results for lower‐skilled workers, some economists predict it could
have negative impacts on young workers, particularly those looking for their first job.
IMMIGRATION REFORM
• The nonpartisan Congressional Budget Office estimates that sequestration will reduce GDP growth by
about 1.5%, slowing the pace of macroeconomic recovery. Budget cuts directly impact funding available
for workforce development, education, and other areas important for the youth population. Federal jobs
that might have ultimately provided opportunities for youth are also being cut.
Risks
18. 18
3) Landscape Assessment
Purpose
The Landscape Assessment aims to identify the key players and opinion leaders in the field, what organizations
are doing innovative work, who provides funding, and where there are gaps in funding.
Key Findings
• Youth unemployment actors sit at the nexus of education and workforce development. The main categories of system players
include federal, state, and local government; education and training providers; nonprofits and community based‐organizations;
and employers.
• Nonprofit players doing high‐impact work include certain direct service providers better integrating work and education,
intermediaries facilitating connections between youth and employers, and nonprofit advocacy groups and coalitions working to
share best practices and advocate for policy change.
• The federal government provides the vast majority of funding for youth unemployment—$7.1 billion annually—primarily from
the Departments of Labor and Education. However, federal funding for most major programs has declined or remained stagnant
for the last decade.
• Compared to the roughly $2 billion in annual philanthropic funding for the adjacent fields of education and youth development,
philanthropic funding for youth initiatives with some connection to employment is relatively limited at $150 million per year;
further, much of that funding is targeted to particular regions, specific sub‐populations, or aspects of the larger problem (e.g.
child care or transportation). About half of grant‐making is concentrated among 15 funders, who primarily focus on youth skill
development.
• Few current philanthropic efforts take a systems‐ or employer‐centric view of the youth employment challenge. White space
opportunities exist to support permanent job creation efforts, employer‐driven demand‐based solutions, and comprehensive
system‐wide approaches.
19. 19
Who are the key players
and opinion leaders in the field?
Because youth unemployment is a multifaceted problem, key players span
Federal
government
State and local
governments
Education and
training providers
Employers
a number of sectors and roles
The Department of Labor plays a lead role in administering the public workforce development system under the Workforce
Investment Act (WIA). Other main actors at the federal level include the Departments of Education, Health and Human Services,
Justice, and the Corporation for National and Community Service (CNCS), all of which provide funding for youth‐focused programs
with a connection to employment.
State and local governments manage and implement most federal programs focused on youth employment through various
departments, and in many cases, are required to match federal contributions to be eligible for funds. Local governments are also
primarily responsible for funding and managing the country’s public education system. Government players innovating with
programs and funding approaches for youth workforce development include the state of South Carolina, and the cities of Boston,
Kansas City, Los Angeles, Chicago, and Albuquerque.
Education and training providers receive WIA and other federal, state, local and private funding to educate youth and train them
for employment. Relevant actors include the public and private education system—K‐12 schools, community colleges, and public
and private universities—as well as private training schools and centers focused more squarely on job training and employment.
One notable leader in this sector is the Advanced Manufacturing Alliance, a coalition of 10 community colleges in North Carolina
dedicated to preparing students for local manufacturing jobs.
For‐profit, nonprofit, and government employers by nature play a crucial role in the youth unemployment field, because they take
the final step of hiring and retaining youth. Businesses in particular are influential system players in their role as members of
industry associations, local chambers of commerce and Workforce Investment Boards, where they have an opportunity to shape
training practices and advocate for the needs of businesses. Employers cited by Corporate Voices as demonstrating best practices
include The Gap, Inc., JP Morgan Chase, Pacific Gas & Electric, and Southwire.
Nonprofits
Nonprofits play several roles in the youth unemployment field. Direct service providers educate and train youth for successful
careers. Intermediaries facilitate better connections between youth and employers. Nonprofit advocacy groups and coalitions
work to share best practices and advocate for favorable policy changes. Examples of leading organizations in this sector include
Goodwill Industries, Year Up, MDRC, the Aspen Institute, CLASP, and the Corps Network (see following two slides for more detail
on these and other high‐impact nonprofits).
Researchers
A number of individuals, including labor economists, policy analysts, and consultants, are providing insights for the field by
publishing key research and policy documents. Key figures include Clive Belfield, John Bridgeland, Peter Cappelli, Peter Edelman,
Harry Holzer, Andrew Sum and researchers at McKinsey & Company, Demos, and Manpower.
20. 20
What organizations are doing innovative and/or high‐impact
work?
Nonprofit Revenue
(2011)
Description
Direct Service Providers
Goodwill Industries $4,400.0M Through the Goodwill GoodGuides program and other youth services, provides career path
support, training, mentoring, and placement to youth. Goodwill trains 4.2M youth and adults
and places nearly 200K people in meaningful employment every year.
YearUp $46.4M One‐year training program for youth age 18‐24 that incorporates hands‐on skill development,
college credits, and corporate internships. Serves ~1,300 youth annually.
YouthBuild USA $26.3M Provides ~10K young adults each year with opportunities to work toward their GEDs while
learning job skills by building housing in communities across 46 states.
Intermediaries
MDRC $62.8M Through disconnected youth practice, provides evaluation and technical assistance services to
programs, including Year Up.
Full Employment Council $17.5M In Kansas City, works with partners to secure employment for unemployed residents. Blends
public and private funding for training, internships, and other experiences that meet needs of
employers and youth.
ConnectEd $11.6M Develops tools, supports initiatives, and promotes policies that expand pathways preparing young
people for success in college, career, and life.
New Options Project $9.0M Creates market‐based tools that better connect youth to jobs. Additionally, works to infuse a
skills‐based focus in hiring and training. Advocates to change employer hiring practices to create
more opportunities for youth employment.
REDF $7.0M Provides grants and technical assistance to nonprofit social enterprises that intentionally hire
unemployed young people and adults who might otherwise struggle to get a job.
Most nonprofit efforts in this space focus on youth skill building to some degree, but
some are taking a more systemic, rather than programmatic, approach to the problem
Note: See appendix for profiles of additional organizations doing high‐impact work in the youth employment space
21. Nonprofits are supported in the field by a number of major coalitions and advocacy
groups working to share best practices and advocate for policy change
Membership association of 150+ service
and conservation Corps that advocates for
more Corps funding to provide youth with
job training, education, and leadership skills
Membership organization focused on youth
employment. Works to increase adoption
of research‐based practices, advocates for
policy changes on behalf of members, and
builds capacity of members
21
What organizations are doing innovative and/or high‐impact
work? – Supporting coalitions
Conveners
Research and policy
Membership organizations
Convenes key players, advances policy and
research, and provides tools and
resources through initiatives such as the
Aspen Forum for Community Solutions,
the Workforce Strategies Initiative, and
Skills for America’s Future
Coalition of 250+ organizations
(nonprofits and for‐profits) working to
address the inequality of economic
opportunity in America
Focuses on creating structural changes in
the economy, including reform of the
nation's workforce development system
"Action tank" dedicated to ensuring all
young people are ready for college, work
and life by age 21
Works to promote policies that strengthen
families and create pathways to education
and work through research and advocacy at
federal, state and local levels
Fifty‐member business organization seeking
universally‐beneficial changes in the areas
of workforce readiness, workplace
flexibility, family economic stability, and
work/family balance
22. 22
Government Funding Landscape: Key Observations
• There are 19 federal programs
focused on youth unemployment
spending $7.1 billion annually,
creating a relatively dispersed set
of funding flows. An additional
20 federal programs with $20.1
billion in annual funding are not
specifically youth‐ or
employment‐focused, but are
partially relevant
• Federal funding has declined or
remained stagnant for the past
decade
Who is providing funding in this space?
Budgets not
available
While government funding for youth unemployment is significant and far exceeds private
funding, there is limited evidence that these programs are improving youth employment
23. 23
Who is providing funding in this space?
Most funders either have targeted focus areas or are deeply connected to particular geographies,
leaving large areas of the landscape under‐funded
• Philanthropic grants totaled $593 million for youth initiatives with some connection to employment between
2008 and 2011, or an average of about $150 million annually.
Funder Grants
Top Eight
Foundations
$190M+
(08‐11) Primary focus of investments
The Bill & Melinda Gates
Foundation $58.9M Identifying and scaling new models to promote college and career readiness
The Annie E. Casey Foundation $46.1M Replication of successful models to promote family economic stability;
employment‐related advocacy
The James Irvine Foundation $45.3M “Linked Learning,” which integrates real‐world professions with academics
Lilly Endowment Inc. $30.3M Improving education and employment opportunities for Indiana residents
The W. K. Kellogg Foundation $28.3M Connecting youth and employers through market‐based tools and support for
apprenticeships
The Charles Stewart Mott
Foundation $16.8M Helping youth find employment; promoting career development
The J. Willard and Alice S.
Marriott Foundation $13.2M Employing young people with disabilities
The William Penn Foundation $12.5M Increasing the supply of educational opportunities, including internships
The Ford Foundation $12.2M Advocacy and research around low‐wage workers’ rights; workforce development
The Wal‐Mart Foundation $9.7M Providing job training, placement, and career advice
The Robert Wood Johnson
Foundation $9.5M Enlarging the pipeline of health researchers and providing high‐risk youth with
skills needed to succeed
The Harry and Jeanette
Weinberg Foundation $8.9M Providing training that results in job placement and retention; wage and career
advancement initiatives
The Edna McConnell Clark
Foundation $8.4M Supporting evaluation and growth of promising youth development interventions
The California Endowment $8.4M Creating health care career pipelines for youth in California
The Foundation to Promote
Open Society $6.6M Supporting job and internship opportunities for youth, including juvenile court‐involved
youth
Note: Grants total is a conservative estimate based on keyword search of grants related to youth AND employment subject tags in the Foundation Center database;
Grants under $50K have been estimated based on grant numbers and average grant size, but not confirmed
24. 24
How is funding distributed across sub‐themes?
Which areas are under‐funded or crowded?
An assessment of existing youth employment
funding suggests white space opportunities
primarily exist in three areas
1. Permanent job creation
• Most job creation efforts are primarily focused on
short‐term opportunities.
• Only ~1% of all philanthropic funding in this space
supports creation of jobs lasting a year or more.
2. Demand‐driven employer‐based solutions
• While all of the 15 largest funders in the space
support youth‐focused programmatic activities,
expert interviews almost unanimously emphasized
the need to fund solutions driven by the business
fundamentals of employers.
3. Comprehensive system‐wide focus
• The majority of grant‐making, and nearly all of the
more comprehensive approaches, is place‐based.
• Youth employment is usually a secondary priority for
foundations that primarily support other strategic
goals in education, youth development, or
community revitalization.
Youth employment is relatively under‐resourced,
indicating an opportunity for additional
philanthropic impact in the space
Note: See appendix for a detailed overview of the 15 largest donors in youth employment.
25. 25
Communications Audit
Coverage Drivers
• The monthly release of jobs numbers by the Bureau of Labor Statistics drove overall coverage of unemployment and focused on
notable trends. The finding in April 2012, that 25 percent of youth were unemployed, drove more coverage than other months. Stories
often appeared in late spring through June, when young people are out of school and looking for jobs.
• Reports drive coverage. The annual KIDS COUNT report has resulted in strong local coverage, particularly in states that do not fare well
in the state‐by‐state assessment. The annual Jobs Outlook, (each November and April by the National Association of Colleges and
Employers), also drove coverage.
Gap Analysis
• There could be more focus on the skills that translate into workforce success. There was light attention to the value of certain college
degrees, but less focus on the full continuum of education from grade school through college in preparing the workforce.
• Despite some focus around the elections, there is little focus on national solutions; minimum wage was the major national policy
discussed in the last 18 months.
Volume, Geography & Tone
• The frequency of coverage increased steadily from 2009, resulting from the economic downturn and its impact on the youth
employment outlook. The increase can also be partially attributed to the Occupy movements, which began in September 2011 and
elevated media conversation about youth unemployment and underemployment.
• Boston led in frequency of coverage, likely due to numerous city initiatives related to youth unemployment. Coverage in other cities, in
descending order of frequency, included Atlanta, New York, Chicago, Los Angeles, the greater Cleveland area and Detroit.
• Coverage is more fact‐based than editorial commentary, and focuses on illegal immigration, youth “hiding” from a scarce job market by
staying in school, and the link between unemployment and violence. The most significant controversy was on increasing minimum
wage.
26. 26
Communications Opportunity
Highlights from Coverage
• Coverage on youth unemployment occurs in stories about broader economic issues, including the overall social good of
connecting youth with jobs – both for their individual development and longer‐term financial well‐being – but also for
averting social problems, like violence and teen pregnancy.
• There is growing discussion about wage scarring, specifically focusing on the long‐term financial impacts it has on young
people who are struggling to enter the workforce and what that means for them not only as a group, but also for the
larger economy.
• While the majority of coverage surrounding youth unemployment cited state government policies and initiatives – with
some minor focus on public‐private partnerships – public opinion places responsibility on the government to create
long‐term solutions. The largest area of controversy occurs around raising the minimum wage.
• Coverage on youth entrepreneurship as a solution to youth joblessness received light, but consistent coverage,
suggesting the media’s interest in featuring stories about how young people are creating their own jobs and presenting
an opportunity to amplify the conversation around business and communication skills that contribute to success.
• Solutions to youth unemployment received light coverage, including bolstering public and private training programs,
increasing small businesses’ access to financing, expanding entrepreneurial opportunities, lowering government hurdles
to the formation of new businesses, offering subsidies for private employers that hire young people, and addressing
public works and infrastructure.
White Space Recommendation
• There is widespread understanding of the individual and larger societal impacts resulting from high youth unemployment. There is also
more discussion on the role of the private sector to hire and train, but also to increase skills, including entrepreneurship.
27. 27
5) Impact Assessment
Purpose
The Impact Assessment presents an early view of the impact potential in this space, outlining how we think
change could happen based on the dynamism assessment and using scenarios to illustrate different impact
ranges.
Key Findings
• Fostering an economic system that creates more employment opportunities for youth will require going
beyond program replication to broad systems change. Specifically, it will mean shifting how employers
value, recruit, assess, and train youth; re‐engineering public and nonprofit education and job training
programs to reflect the needs of employers; and addressing racial and socioeconomic disparities in access
to employment opportunities.
• Illustrative scenarios for impact include: changing employer practices through outreach to specific
segments of employers; strengthening employer focus in skill development by catalyzing widespread
integration of identified best practices; and transforming youth employment in high‐need cities through
collaborative and other place‐based initiatives.
• The potential scale of impact is uncertain given the systemic nature of both the problem and potential
solutions. In the short term, any of the scenarios for impact could reach tens to hundreds of thousands of
youth. In the long term, the aim is to indirectly impact entire generations of young people by helping to
catalyze a favorable shift in the employment system for youth.
28. 28
How We Think Change Could Happen
Areas of Dynamism That Could be
Catalyzed Towards High‐level Outcomes
Economic growth is
spurring new job creation
Companies are showing
interest in finding more
efficient ways to identify
talent
Industries that tend to hire
High‐level Outcomes That
Would be Required to Achieve
the Impact Goal
youth are expanding Increased jobs available for youth
Some employers are
demonstrating that youth
training and hiring is
profitable
Advocates are cultivating
champions in government
for more effective use of
job training resources
Innovators are developing
new recruiting and
assessment tools
Some employers are
recognizing need to
develop talent
Funders are investing to
improve minority education
and employment prospects
Increased employer commitment
to hiring and training youth
Improved recruiting and assessment
practices to better match youth to jobs
Youth prepared to successfully find
and retain new jobs
Potential
Impact Goal
An economic system
that creates more
career opportunities
for youth, especially
those who are poor
and vulnerable
Reduced racial disparities in access to
Community revitalization
collaboratives are emerging
Some schools are employment opportunities
integrating a career focus
in some cities
Current areas of dynamism would need to be amplified and directed more strategically to
achieve the high‐level outcomes required to improve the youth employment system
29. 29
Illustrative Scenarios for Impact
These scenarios present selected choices around which a potential development strategy
could be designed. They could be combined as part of a broader systems‐level initiative
Change Employer Practices Strengthen Employer Focus in
Skill Development
Transform Youth Employment in
High‐Need Cities
Support collaborative and other place‐based
initiatives in 8‐10 cities to
develop ‘proof points’ of success in
addressing youth unemployment
Drive outreach efforts to specific
segments of employers to promote
increased training and hiring of youth
Transform public and nonprofit job
preparation and training for youth by
catalyzing widespread integration of
employer focus and relationships
Rationale for pursuing this scenario: Most
employers’ hiring and training practices
disadvantage youth, but an opportunity exists to
magnify and coordinate efforts to increase
employer commitment to young workers
Likely target youth population: Unemployed and
underemployed youth with at least a high school
degree and moderate to no life challenges
Trade‐offs and considerations:
• Could initially favor relatively better‐off
unemployed youth with potential to help shift
practices for all youth in the long term
• Requires selecting target industries based on
growth projections and likelihood of hiring
youth
Illustrative activities/interventions:
• Support development and communication of
a targeted business case for hiring youth
• Support experimentation with better
recruiting and assessment tools
Rationale for pursuing this scenario: Increasing
employer engagement could multiply the impact
of the billions spent annually on public and
nonprofit youth career readiness programs
Likely target youth population: Unemployed
youth who may have a high school degree or
less, and who may face serious life challenges
Trade‐offs and considerations:
• Public programs are much larger, but more
difficult to shift than nonprofit programs
Illustrative activities/interventions:
• Support stronger collaboration between
career education and training providers and
employers
• Drive the transfer of best practices for
collaborating with employers across
nonprofit and public job training programs
Rationale for pursuing this scenario: Emerging
place‐based initiatives offer opportunities to
engage deeply in select cities to demonstrate the
potential to move the needle on youth
employment, including for individuals with the
most severe life challenges
Likely target youth population: Unemployed and
underemployed youth living in target US cities
Trade‐offs and considerations:
• Lessons from place‐based efforts may not be
transferable to other locations
• Job creation in target cities could be the result
of displacement rather than net growth
Illustrative activities/interventions:
• Leverage local partnerships with targeted
industries and employers
• Support replication of effective approaches
demonstrated in model city initiatives and
increase focus on employment outcomes
30. 30
Illustrative Scenarios for Impact
Vision of Scale
Goal: Largest US employers (with 500+
employees) increase hiring of youth by 1‐5%
Beneficiaries: 80,000 – 400,000 additional
youth hired over 7 years
Transform Youth Employment in High‐Need
Cities
Support collaborative and other place‐based
initiatives in 8‐10 cities to develop ‘proof points’
of success in addressing youth unemployment
through community development
Disconnected Youth in Highest‐Need Places
1.7 million
Youth who are out of school and out of work in
the ten US cities with the highest number of
disconnected youth
(New York, Los Angeles, Chicago, Houston,
Dallas, Atlanta, Miami, Riverside, Phoenix,
Philadelphia)
Goal: Local employers increase hiring of youth
by 2‐10%
Beneficiaries: 120,000 – 600,000 additional
youth hired over 7 years
Affected Populations Possible Solution
Spaces Vision of Scale
National Scenario
6.7 million
16‐24 year‐olds who are out of school
and out of work in the US
+ 5.1 million
16‐24 year‐olds who are only able to work or
study part‐time
Change Employer Practices
Drive outreach efforts to specific segments of
employers to promote increased training and
hiring of youth, including support for bottom
line‐oriented business cases and
experimentation with new recruiting and
assessment tools
Goal: Permanent job placement rate of major
public and nonprofit job training programs
improves by 10‐30 percentage points
Beneficiaries: 60,000 – 175,000 additional
youth hired/year (0.4‐1.2 million additional
youth hired over 7 years)
Youth Less‐Well Positioned for Employment
3.7 million
Disconnected youth without a high school; and
disconnected youth with a high school degree
who come from families making less than 150%
of the federal poverty line
Strengthen Employer Focus in Skill
Development
Transform public and nonprofit career education
and training for youth by catalyzing widespread
integration of employer focus and relationships
Note: See appendix for scale of impact calculation assumptions and methodology, and for youth segmentation details
32. 32
Appendix Outline
Content in the
Appendix
Slide
Number Summary of Content
Map of the
Distribution of Youth
Disconnection Across
the US
34 • Presents a map of the US highlighting different rates of youth disconnection by public
use microdata area (PUMA)
• Includes an illustrative inset maps of Los Angeles County and New York City
Numbers of
Disconnected Youth in
the 25 Largest Cities of
the US
35 • Presents a chart comparing the absolute numbers of disconnected youth in the 25
largest metropolitan areas of the US
Additional
Organizations
Doing High‐Impact
Work
36 • Profiles some additional nonprofit direct service providers and intermediary
organizations doing high‐impact work to address youth employment challenges.
Detailed Overview of
Philanthropic Funding
37 • Provides brief profiles of foundation donors who invested the most in youth
employment‐related initiatives between 2008 and 2011.
• Includes four‐year giving total, primary focus of investment, geographic concentration
(if applicable), and specific links of the employer decision chain targeted
Calculations for the
Vision of Scale of the
Illustrative Scenarios
for Impact
38 • Explains calculations for the scale of impact, including methodology and assumptions
33. 33
Appendix Outline
Content in the
Appendix
Slide
Number Summary of Content
Segmentation of
Disconnected Youth I
39 • Presents segmentation of the current cohort of out‐of‐school, out‐of‐work 16‐24 year‐olds
based on educational attainment and family income relative to the federal poverty
line
Segmentation of
Disconnected Youth II
40 • Presents segmentation of the current cohort of out‐of‐school, out‐of‐work 16‐24 year‐olds
based on educational attainment and life circumstances affecting employability
Relationship of this
Search to the White
House Council for
Community Solutions
Report
41 • Summarizes the main recommendations of the report on disconnected youth issued by
the White House Council for Community Solutions in June 2012
• Highlights how the Rockefeller Youth and Skills Search has built upon the WHCCS
report and developed additional insights
Relationship of the
Global Youth
Unemployment Search
to this Search
42 • Summarizes the similarities and differences between the global and US youth
unemployment searches
34. Youth disconnection rates are highest in the Sun Belt and southeast, and in poorer urban neighborhoods
34
Appendix: Map of the Distribution of
Youth Disconnection Across the US
Rate of youth disconnection by public use microdata area (PUMA)*
Legend
1‐15% (below US avg.)
16‐28%
29‐41%
New York City
LA County
Central LA
Note: Rate of youth disconnection is defined as the number of 16‐24 year‐olds in a PUMA who are neither in school nor in a job divided by the total number of 16‐
24 year‐olds in the PUMA
Source: 2011 American Community Survey
35. Appendix: Numbers of Disconnected
Youth in the 25 Largest Cities of the US
35
Nearly two‐fifths of disconnected youth live in America’s 25 largest cities
400K 384
300
200
100
0
276
173
134 128 126 125
116 112
101 96
84
67 67
58 55 54 53 51 50 46 43 41 40 36
Number of disconnected youth in 25 largest metro areas
Total youth: 17.7 million (40.5% of US youth)
Total disconnected youth: 2.5 million (37.6% of US disconnected youth)
Source: US Census Bureau; Sarah Burd‐Sharps and Kristen Lewis (2012), “One in Seven: Ranking Youth
Disconnection in the 25 Largest Metro Areas.” New York: Measure of America, p. 6.
36. 36
Appendix: Additional Organizations
Doing High‐Impact Work
Nonprofit Revenue
(2011)
Description
Direct Service Providers
Public Allies $12.3M Through Ally Program, identifies ~200 diverse young adults each year and prepares them for
leadership through paid full‐time nonprofit apprenticeships and rigorous leadership training.
Hillside Work‐Scholarship
Connection
$8.1M High school program focused on developing good habits and acquiring essential skills to become
contributing, responsible citizens at home, in school, and at work. Continues supports two years
after HS graduation. Serves ~5,000 youth each year.
Our Piece of the Pie $4.4M Works with youth on an individual basis to develop and execute on a plan for education,
credentials and/or employment. Serves ~2,500 youth annually.
Urban Alliance $2.1M Operates year‐long employment program for ~220 high school seniors in D.C., Baltimore and
Chicago. Program provides paid internships, formal training, and mentorship.
Intermediaries
Jobs for the Future $44.8M Works nationally with partners to design and drive education and career pathways for low‐income
youth and adults. Through Pathways to Prosperity Network, is building career pipelines
in six states.
Philadelphia Youth Network $37.0M Using collective impact model, works to change systems and improve outcomes for youth.
Programs provide internships, career guidance and GED completion support.
National Academy
Foundation
$10.8M Oversees a national network of 500+ career academies focused on one of five career pipelines.
Partners with businesses to provide students with combination of school‐based curricula and
work‐based experiences.
37. 37
Appendix: Detailed Overview of
Philanthropic Funding
Funder Funding
(08‐11) Primary focus of investments Geographic
concentration
Job
creation1
Position
scoping
Recruit‐ing
Most funders either have particular focus areas or are deeply connected to particular
geographies, leaving large areas of the landscape under‐funded
Skills Retention
and career
The Bill & Melinda Gates
Foundation $58.9M Identifying and scaling new models to promote
college and career readiness X X
The Annie E. Casey
Foundation $46.1M Replication of successful models to promote family
economic stability; employment‐related advocacy Baltimore, Atlanta X X
The James Irvine
Foundation $45.3M “Linked Learning,” an approach that integrates real‐world
professions with rigorous academics
California (San
Joaquin Valley,
Inland Empire)
X X
Lilly Endowment Inc. $30.3M Improving education and employment opportunities
for Indiana residents Indiana X X
The W. K. Kellogg
Foundation $28.3M Better connecting youth and employers through
market‐based tools and support for apprenticeships
Michigan, New
Mexico, Mississippi X X X
The Charles Stewart Mott
Foundation $16.8M Helping youth find employment; promoting career
development Michigan (Flint) X X X
The J. Willard and Alice S.
Marriott Foundation $13.2M Employing young people with disabilities X X X
The William Penn
Foundation $12.5M Increasing the supply of educational opportunities,
including internships Pennsylvania X X X X
The Ford Foundation $12.2M Advocacy and research around low‐wage workers’
rights; workforce development X X
The Wal‐Mart Foundation,
Inc. $9.7M Providing job training, placement, and career advice X X X
The Robert Wood Johnson
Foundation $9.5M
Enlarging the pipeline of health researchers and
providing high‐risk youth with skills needed to
succeed
X X X
The Harry and Jeanette
Weinberg Foundation, Inc. $8.9M Providing training that results in job placement and
retention; wage and career advancement initiatives
Baltimore,
Pennsylvania,
Hawaii
X X
The Edna McConnell Clark
Foundation $8.4M Supporting evaluation and growth of promising
youth development interventions X X
The California Endowment $8.4M Creating health care career pipelines for youth in
California California X X X X
The Foundation to
Promote Open Society $6.6M Supporting job and internship opportunities for
youth, including juvenile court‐involved youth
Baltimore
(partial focus) X X X
1Primarily includes short‐term job opportunities (e.g., paid internships)
38. Appendix: Calculations for the Vision of
Scale of the Illustrative Scenarios for Impact
38
Vision of Scale Calculation Calculation Assumptions (Source)
Disconnected Youth in
Highest‐Need Places
Population
• Number of out‐of‐work, out‐of‐school
16‐24 year‐olds in the ten US cities with
the highest number of disconnected
youth
• Total number of 16‐24 year‐olds by metropolitan area¹
• Rate of youth disconnection by metropolitan area²
Youth Less‐Well Positioned
for Employment Population
• Number of disconnected youth in
segments C and D (see slide 44 for Youth
Segmentation I)
• Total number of disconnected youth = 6.7M³
• Percentage of disconnected youth in segments C and D = 56% ¹
Change Employer Practices
Impact
• Youth employed in largest companies *
1‐5% increase
• Number of youth employed in America’s largest companies = 8M4
Improve and Expand Job
Training Programs Impact
• [Youth served by major public and
nonprofit job training programs * 60‐
80% job placement rate] – [Youth served
by major public and nonprofit job
training programs * 50% job placement
rate]
• Number of youth in major public (530K) and nonprofit (50K) job
training programs.5
• Illustrative job placement rates include: YouthBuild at 35%; WIA
programs at 49%; Job Corps at 55%; and Year Up at 84%.5
Place‐Based Focus on Youth
Employment Impact
• Youth employed in ten potential target
cities * 2‐10% increase
• Number of youth employed in ten potential target cities = Number
of 16‐24 year‐olds in ten target cities * national average
employment‐to‐population ratio for 18‐24 year‐olds = 11.1M
youth¹ * 55%4 = 6.1M youth
1 US Census Bureau, Current Population Survey, 2012.
2 Sarah Burd‐Sharps and Kristen Lewis (2012), “One in seven: Ranking youth disconnection in the 25 largest metro areas.” New York: Measure of America, p. 6.
3 Clive R. Belfield, et al. (2012), “The economic value of opportunity youth.” Washington, D.C.: Civic Enterprises.
4 US Bureau of Labor Statistics.
5 Program websites.
41. Appendix: Relationship of this Search to the White
House Council for Community Solutions Report
41
This Search extends the work of the White House Council by elaborating on the
nature of the problem, the youth employment landscape, and the relative dynamism
of intervention opportunities
• More thorough assessment of the economic and social
drivers of youth employment challenges, including
detailed analysis of labor market trends and
segmentation of unemployed youth by educational
attainment and life challenges
• More comprehensive analysis of the youth employment
landscape, including analysis of government and
foundation funding and profiles of additional high‐impact
organizations not mentioned in the WHCCS report
• Deeper assessment of the forces creating windows of
opportunity for new solutions, and the relative dynamism
of various initiatives to address youth unemployment
• Focus on job creation as ultimate outcome, resulting in
less focus on service programs that are valuable for skill‐building,
but may not lead directly to employment
Key recommendations of the White
House Council for Community Solutions
1. Drive the development of successful cross‐sector
community collaboratives
2. Create shared national responsibility and
accountability
3. Engage youth as leaders in the solution
4. Build more robust on‐ramps to employment
• Employer‐led training and job
opportunities
• Relevant education and credentialing
• Structured, long‐term service programs
Additive elements of the
Youth and Skills Search
Focus of the Youth and Skills Search
42. 42
Appendix: Relationship of this Search to
RF’s Global Youth Unemployment Search
Both RF’s 2011 global youth unemployment Search and this Search identified a need for
improved assessment tools to validate youth skills. They differed on their assessment of
information inefficiencies and the potential for youth entrepreneurship.
Focus of Global Youth
Unemployment Search Relevance to the US Youth and Skills Search
Pressing problem
• The urgency of youth employment challenges is framed very similarly across the two Searches,
with primary emphasis on the untapped economic potential of unemployed youth
• Global Search places greater emphasis on unrest and instability as possible consequences of
youth unemployment
Need for improved
information access
• Both Searches highlighted information inefficiencies, but in different contexts. Whereas the
global Search focused on inefficiencies in communication of information about job
opportunities, the US Search focused on the inefficiencies in communication of information
about job seekers imposed by online recruiting systems that make it difficult for youth to
demonstrate their potential value to employers
• The global Search focused on the target population of rural‐urban migrators, which does not
have a relevant analogue in the US Search
Need for enhanced small
business development
• The US Search downplayed youth entrepreneurship, a major focus of the global Search. The US
Search concluded that youth entrepreneurship is a relatively less dynamic opportunity in this
country given its small scale, and the high risk of small business failure even with improved
access to capital and other supports
Need for improved
employment readiness
• Both the global and US Searches shared an emphasis on creating new assessment tools to
recognize and communicate youth skills as an alternative to the formal education and
credentialing system