Stakeholders involved
Government representatives (national), (I)NGOs, UNICEF, academic institutions, training providers , employment service or career guidance officers
Guidelines
- PROSPECTS partnered with relevant line ministries as a measure to support ownership and sustainability of JSC at a national level. This was in addition to a dedicated implementing partner to oversee the day-to-day operations of JSCs. For example, in Jordan, the Business Development Centre was engaged as an implementing partner to support JSC rollout. It was responsible for outreach, organization and running the clubs, while the Ministry of Youth oversaw the process and provided access to its centres to convene the clubs.
- Civil servants had competing priorities and time constraints, whereas the implementing partners brought onboard were able to dedicate their full time to JSC implementation. The heavy time commitment made it necessary to train and contract implementing partners who could dedicate all their working time to JSC implementation, alongside civil servants, who could play a supervisory and supporting role. The commitment of facilitators greatly influenced the clubs’ success, in terms of cohesion of the group members and their ability to find jobs.
- Sensitivities regarding employment for non-national workers also varied from country to country and influenced which partnerships were pursued. National stakeholders, such as Ministry of Labour career counsellors, whose mandates were restricted to serving only national workers, were not an effective partner for JSC. As illustrated by the experiences in Jordan and Egypt, partnering with Ministries of Youth allowed PROSPECTS to work with national and refugee youth. In Iraq, where the refugee population is relatively small compared with the number of IDPs and returnees, JSCs were organized in partnership with the MOYS, as well as Ministry of Labour and Social Affairs labour directorates in Nineveh and Dohuk.
- Education and training institutions are useful partners, particularly given their proximity to large groups of young people with foundational skill sets, who are looking for jobs.
- Career guidance offices of training institutions and universities can be used for outreach to students from refugee and host communities who are about to enter the labour market.
