Education and Employment AlliancesWorld Bank - MENA Youth Employment Workshop

December 5, 2007

Who We AreWho We Are

Work with a worldwide network of partners operating in 70 countries

Build multi-sector alliances to increase impact and quality

Promote effectiveness, scale and sustainability -- “what works”

Global nonprofit committed to preparing young people worldwide, ages 16 to 29, to lead healthy, productive and engaged lives

Where We OperateWhere We Operate

THE CARIBBEAN & SOUTH AMERICA – 20Argentina, Belize, Bolivia, Brazil, Chile, Colombia, Dominican Republic, Ecuador, El Salvador, Guatemala, Haiti, Honduras, Nicaragua, Panama, Paraguay, Peru, Puerto Rico, Trinidad and Tobago, Uruguay, Venezuela

AFRICA – 14Ethiopia, Ghana, Kenya, Malawi, Mozambique, Nigeria, Rwanda, Senegal, Sierra Leone, South Africa, Tanzania, Uganda, Zambia, Zimbabwe

ASIA/PACIFIC – 16Australia, Bangladesh, China, Chinese Taipei, India, Indonesia, Japan, New Zealand, Pakistan, Philippines, Republic of Korea, Singapore, Sri Lanka, Thailand, Vietnam

EUROPE – 28Albania, Armenia, Austria, Belgium, Bosnia-Herzegovina, Bulgaria, Croatia, Czech Republic, Finland, Germany, Hungary, Italy, Ireland, Latvia, Kosovo, Macedonia, Moldova, Netherlands, Poland, Portugal, Romania, Russia, Serbia & Montenegro, Slovakia, Slovenia, Spain, Turkey, United Kingdom

NORTH AMERICA – 3Canada, Mexico, USA

NORTH AFRICA & MIDDLE EAST – 5Egypt, Israel, Jordan, Morocco, Palestine

Why Why MultisectorMultisector Alliances?Alliances?

Better identify gaps between education and employment needs

– Corporate sector is key stakeholder linking formal/non formal education programs with businesses

Use multiple “drivers” to develop innovative programs

– Businesses, multilaterals, bilaterals and governments working together with youth, religious and other community groups

Help to “unlock” local resources and synergies

Tested partnerships are well positioned for replication and scale

IYFIYF’’s Corporate Partnerss Corporate Partners

The Corporate The Corporate ““Value AddedValue Added””

Direct beneficiaries of training / Emphasis on the bottom line

Ability to engage like minded groups for broader impact (e.g. trade associations, chambers of commerce, corporate foundations)

Reputational value to assist in pushing the policy agenda and attracting participant interest

Employee engagement, intellectual property, other in-kind support

Long-term institutional interest in stable communities, stable economies, rule of law

Goal: To improve the employability of Latin American and Caribbean youth by providing access to skills and knowledge necessary to find productive jobs and succeed in the workplace.

Beneficiaries: More than 19,000 youth, ages 16-29

Countries: 35 projects in 18 countries in Latin America and the Caribbean

Approach: Supports projects teaching Life Skills, Information Technology and job training to underemployed and unemployed youthto improve job placement rates in the region.

Partners: USAID, IDB/MIF, Gap, Lucent, Merrill Lynch, Microsoft, Shell, Nokia, Nike, Unocal

Program OverviewProgram Overview

Program ResultsProgram Results

ORIGINAL TARGETS RESULTS / ACCOMPLISHMENTS$23.75 million total investment $29.2 million total investment

12,000 youth enter program 19,332 youth, projected with 35 projects

20% drop-out rate 10-15% drop-out rate

40% placement rate 48.5% placement rate overall and40% net increase in job placement1

Gender balance 55% of beneficiaries are femaleRe-enrollment rate (no target set) 22% re-enter schoolEmployer satisfaction (no target

set)92% satisfaction with interns

[1] Based on 12 evaluated projects.

entra 21entra 21 PhasePhase 2 2 LatinLatin AmericaAmerica

Scaling up effective employability programs:

Train 45,000 youth using the entra 21 model

Place 50% in high quality, formal sector jobs

Targeting vulnerable / underserved youth: Rural, out of school, disabled and at risk youth (gangs, conflict, trafficking, displaced)

Train 5,000 rural and other highly vulnerable youth

Place 40% in jobs or in rural enterprises

Learning and dissemination:

Conduct a rigorous evaluation of all program activities

Promote institutionalization, demonstrate impact, share learning, engage policymakers, disseminate results

Illustrative Illustrative entraentra 21 Partners21 Partners

EEA Program OverviewEEA Program Overview

Goal: To establish public-private alliances to address critical education and employability gaps for disadvantaged youth in Asia and the Middle East.

Countries: Morocco, Egypt, Pakistan, India, Indonesia and the Philippines

Beneficiaries: Reaches nearly 1.1 million youth

Approach: 43 projects underway presenting new educational content in primary and secondary schools; vocational, professional and life skills training; entrepreneurship programs; and job counseling and job placement

Funding: $12 Million USD from USAID; $9 million cash and in-kind leverage from Microsoft, GE, BP, Chevron, Nike, Oracle, WFP, UNDP and many others

The EEA Process The EEA Process –– Country LevelCountry Level

IYF GlobalSecretariat

Country Alliance

USAID, Corporations, Ministries, Foundations

Universities, NGOs

Local Secretariat

Implementers + Resource Partners +

Technical Assistance + Seed Funds

EEA Programs

30-35 InnovativePublic-Private Partnerships

Showcasing Effortsand

Taking Programs to Scale

Illustrative EEA Partners Illustrative EEA Partners

EEA Egypt Snapshot

•Theme: Demand-driven skill development for Egyptian University, Technical Institute and secondary students to improve employability prospects

•Programs: Focus on “quick wins” to build momentum, largely through coordinating current activities and drawing direct links to jobs

Career Development Centers: Replicable career centers at Cairo and AinShams Universities to provide needed skills, entrepreneurship training and develop new “social contracts” with 100 companies to employ participants

Youth Center Partnerships for Training: MOU with National Youth Council provides job and leadership training as a means to reinvigorate Egyptian Youth Centers

•Partners: Sewediy Foundation, Cairo and Ain Shams Universities, Egyptian Jr Business Association, National Youth Council, P&G, BP, Vodafone, Sekem, Nahdet el Mahrousa

EEA Morocco Snapshot

•Theme: Improved relevance of education and employment training to better prepare young people for jobs and self employment

•Programs: EEA Morocco seeds a new culture of corporate social responsibility while providing concrete examples of public-private partnerships

Digital Opportunities Workshop:Unemployed youth in Casablanca trained to refurbish, repair and install computers, and provide schools and their students with affordable access

Emploi Habilite: Partnership between GE, Microsoft and Min. of Ed. provides life skills and job placement; Second phase moves from 50 participants to 1,500 when institutionalized

•Partners: GE, Microsoft, Nike, Oracle, Moroccan Apparel Association, Al-Jisr, ANAPEC, Min. of Education, Attijariwafa Bank, CGEM, Fed. PME, AmCham, Hassan II Univ.

Alliance programs have organically clustered around several types of education and employability interventions:

EEA Content and StrategiesEEA Content and Strategies

Life Skills and Employability

Youth Leadership and Entrepreneurship

Demand-Driven Skills Training

CAP Foundation/Microsoft Training Trafficking Victims

(India)

Injaz/ Vodafone Leadership and Business Skills Training

(Egypt)

Auto/Small Engine Repair in Chevron Service Centers

(Philippines)

Construction/Life Skills for Mindanao Combatants

(Philippines)

Entrepreneurship in Tempe Production Industry

(Indonesia)

Women’s Entrepreneur Association Job Training

(Morocco)

GE Foundation Life Skills for Employability

(India, Indonesia, Morocco)

CJD School for Entrepreneurs

(Morocco)

Microsoft IT Training for Employment

(Pakistan)

ChallengesChallenges

Initial partnership formation is time and resource intensive

Long term view is required if effective programs and tested partnerships are to be taken to scale during a second phase

Less appreciation for the value of in-kind donations and support

Evaluation requires aggregation across multiple countries, partners and thematic areas for interventions – keep it simple, but make it meaningful