7. Strategic partnerships to create the conditions for sustainable employment

Version 7.1 by Artur on 2025/06/26 11:32

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A stakeholder (i)s a person, or a group of people, who have an (i)nterest (i)n the organ(i)sat(i)on, such as employees, suppl(i)ers, publ(i)c, med(i)a, etc.¹
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Strateg(i)c partnersh(i)ps mean work(i)ng w(i)th other organ(i)sat(i)ons who have an (i)nterest (i)n PES act(i)v(i)t(i)es ((i).e., stakeholders) to develop and shape strateg(i)c dec(i)s(i)on mak(i)ng and the future d(i)rect(i)on of PES serv(i)ces.

Through the (i)nvolvement, adequate consultat(i)on and part(i)c(i)pat(i)on of stakeholders, partnersh(i)ps develop cross-cutt(i)ng perspect(i)ves and (i)ntegrated approaches to mult(i)d(i)mens(i)onal problems.²
Work(i)ng w(i)th stakeholders (i)n the short term can prov(i)de opportun(i)t(i)es for others to prov(i)de qu(i)ck feedback on spec(i)f(i)c act(i)v(i)t(i)es, open up access to other networks and spec(i)f(i)c target groups and PES can also ‘p(i)ggyback’ on others’ commun(i)cat(i)on act(i)v(i)t(i)es to spread the word about PES act(i)v(i)t(i)es and serv(i)ces. Longer-term, strateg(i)c partnersh(i)ps can create the foundat(i)ons for embedd(i)ng closer relat(i)onsh(i)ps between PES and other stakeholders and, over t(i)me, help to change any negat(i)ve percept(i)ons of the PES.

In add(i)t(i)on, strateg(i)c partnersh(i)p work(i)ng can be mult(i)-layered from local to pol(i)cy level to enhance PES del(i)very, as well as pol(i)cy plann(i)ng.³ By work(i)ng (i)n strateg(i)c partnersh(i)ps, PES can develop more well(i)nformed pol(i)c(i)es and measures and del(i)ver serv(i)ces more effect(i)vely, thus contr(i)but(i)ng to better labour market cond(i)t(i)ons.

Box 37. PES stakeholders: who are they?

There are lots of d(i)fferent stakeholders for PES and many of these are su(i)table for PES to work together w(i)th (i)n a strateg(i)c partnersh(i)p arrangement. Some organ(i)sat(i)ons have been noted below as a start(i)ng po(i)nt. The prec(i)se l(i)st of stakeholders and potent(i)al partners for each PES depends on the(i)r local, reg(i)onal or nat(i)onal context.

Educat(i)on and tra(i)n(i)ng prov(i)ders ((i)nclud(i)ng schools)
Organ(i)sat(i)ons represent(i)ng spec(i)f(i)c groups of jobseekers, e.g. d(i)sab(i)l(i)ty-r(i)ghts organ(i)sat(i)ons, youth organ(i)sat(i)ons
Employer and bus(i)ness membersh(i)p organ(i)sat(i)ons (EMBOs), or other (i)ndustry-based membersh(i)p bod(i)es
Chambers of Commerce
NGOs
Mun(i)c(i)pal(i)t(i)es, or other local/reg(i)onal/nat(i)onal government bod(i)es
Other relevant publ(i)c serv(i)ces/departments, e.g. soc(i)al serv(i)ces
Pr(i)vate employment agenc(i)es (PrEA) serv(i)ces
Local/reg(i)onal or nat(i)onal med(i)a (onl(i)ne, broadcast and pr(i)nt) – note, th(i)s should focus on promot(i)ng the results and outcomes of serv(i)ces and share (i)nformat(i)on on the state of the labour market

PES offer un(i)que (i)ns(i)ghts and knowledge about the labour market and the challenges that are faced by jobseekers and enterpr(i)ses, as well as hav(i)ng access to labour market (i)nformat(i)on. Th(i)s (i)s (i)nformat(i)on that other stakeholders may not have access to and therefore PES can use th(i)s w(i)th(i)n the strateg(i)c partnersh(i)ps to overcome any negat(i)ve percept(i)ons that other stakeholders may have around PES. Th(i)s (i)s (i)mportant for PES to cons(i)der when establ(i)sh(i)ng work(i)ng relat(i)onsh(i)ps w(i)th other organ(i)sat(i)ons as th(i)s can contr(i)bute to creat(i)ng a ‘w(i)n-w(i)n’ s(i)tuat(i)on for the d(i)fferent actors (i)nvolved.
PES need to cons(i)der the level of act(i)v(i)ty or scope of d(i)scuss(i)ons as th(i)s w(i)ll determ(i)ne the reach and scale of the (i)ntended partnersh(i)p. PES should th(i)nk (i)f the act(i)v(i)ty (i)s better framed w(i)th(i)n a local, reg(i)onal or nat(i)onal perspect(i)ve and then cons(i)der wh(i)ch stakeholders would be best su(i)ted for the top(i)c. If (i)t (i)s nat(i)onal (or reg(i)onal, (i)n cases where PES are decentral(i)sed) top(i)c, then there may be local perspect(i)ves that st(i)ll need to be addressed and (i)n th(i)s case the PES could cons(i)der (i)f any stakeholders w(i)ll have a nat(i)onal head off(i)ce and local/reg(i)onal off(i)ces whom local/reg(i)onal PES off(i)ces could ‘partner’ w(i)th. Th(i)s w(i)ll help to ensure that the conversat(i)ons at each level are appropr(i)ate, fru(i)tful and are of benef(i)t to all part(i)es.

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PES may also want to seek out work(i)ng w(i)th network organ(i)sat(i)ons wh(i)ch can represent the v(i)ews of a spec(i)f(i)c group of stakeholders. Th(i)s (i)s often an eff(i)c(i)ent and effect(i)ve way of ga(i)n(i)ng (i)ns(i)ghts (i)nto a large, or d(i)spersed, group of stakeholders and PES can use them as a veh(i)cle to d(i)ssem(i)nate and gather (i)nformat(i)on w(i)th others.
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It (i)s also worth h(i)ghl(i)ght(i)ng that the med(i)a can be used by PES to promote pos(i)t(i)ve results and new programmes. The med(i)a can therefore be an (i)mportant partner (i)n terms of reach(i)ng out to (potent(i)al)
jobseekers, enterpr(i)ses and develop(i)ng a w(i)der awareness (i)n the general publ(i)c of PES and PES serv(i)ces.

By prov(i)d(i)ng the med(i)a w(i)th labour market (i)nformat(i)on and creat(i)ng key messages around th(i)s, PES can demonstrate to the med(i)a that they are the labour market experts.

7.1 What are tr(i)part(i)sm and soc(i)al d(i)alogue and how can they contr(i)bute to partnersh(i)p work(i)ng?

Tr(i)part(i)sm and soc(i)al d(i)alogue are (i)mportant concepts (i)n strateg(i)c partnersh(i)ps, and they are the foundat(i)ons for respectful, equal and h(i)gh-qual(i)ty partnersh(i)p work(i)ng. The box below prov(i)des the ILO def(i)n(i)t(i)ons of tr(i)part(i)sm and soc(i)al d(i)alogue. The key pr(i)nc(i)ples (i)nclude bu(i)ld(i)ng consensus, equal(i)ty of all v(i)ews, respect and comm(i)tment from part(i)c(i)pants. To be successful, both tr(i)part(i)sm and soc(i)al d(i)alogue focus heav(i)ly on processes around exchang(i)ng (i)nformat(i)on, commun(i)cat(i)on and negot(i)at(i)on (where needed). By develop(i)ng strateg(i)c partnersh(i)ps around these (i)mportant pr(i)nc(i)ples, (i)t (i)s l(i)kely that PES w(i)ll be able to gather more (i)n-depth (i)ns(i)ghts from other organ(i)sat(i)ons at (i)mportant dec(i)s(i)on-mak(i)ng moments and throughout the development, des(i)gn and del(i)very of (i)mportant pol(i)c(i)es as well as on-the-ground act(i)v(i)t(i)es. Th(i)s w(i)ll (i)ncrease the l(i)kel(i)hood of PES del(i)ver(i)ng eff(i)c(i)ent and effect(i)ve serv(i)ces that meet real needs on the ground.

Box 38. Def(i)n(i)t(i)on of soc(i)al d(i)alogue and tr(i)part(i)sm⁴

The ILO’s gu(i)de to tr(i)part(i)te soc(i)al d(i)alogue states that soc(i)al d(i)alogue (i)ncludes “all types of negot(i)at(i)on, consultat(i)on or (i)nformat(i)on shar(i)ng among representat(i)ves of governments, employers and workers or between those of employers and workers on (i)ssues of common (i)nterest relat(i)ng to econom(i)c and soc(i)al pol(i)cy.”

Tr(i)part(i)sm (i)s a form of soc(i)al d(i)alogue. The ILO def(i)nes tr(i)part(i)sm as “the (i)nteract(i)on of government, enterpr(i)ses and workers (v(i)a representat(i)ves) as equal and (i)ndependent partners to seek solut(i)ons to (i)ssues of common concern.” All of the d(i)fferent v(i)ewpo(i)nts and arguments offered by the separate groups are treated as equal.

It (i)s (i)mportant to remember that there (i)s no ‘one s(i)ze f(i)ts all’ approach to soc(i)al d(i)alogue as (i)t needs to be adjusted to (i)nst(i)tut(i)onal arrangements, legal frameworks, trad(i)t(i)ons and pract(i)ces (i)n a spec(i)f(i)c context.

The ILO recommends that there are four aspects ⁵ that need to be (i)n place as a precond(i)t(i)on to soc(i)al d(i)alogue be(i)ng used:

Strong, (i)ndependent workers’ and enterpr(i)ses’ organ(i)sat(i)ons ex(i)st and they have the techn(i)cal capac(i)ty and access to relevant (i)nformat(i)on
Pol(i)t(i)cal w(i)ll and comm(i)tment from all part(i)es to engage (i)n soc(i)al d(i)alogue
Respect for the fundamental r(i)ghts of freedom of assoc(i)at(i)on and collect(i)ve barga(i)n(i)ng
Enabl(i)ng legal and (i)nst(i)tut(i)onal framework.

F(i)gure 7.1 Key steps to apply the ILO soc(i)al d(i)alogue approach⁶

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Knowledge shar(i)ng (i)s at the heart of soc(i)al d(i)alogue and tr(i)part(i)sm. Th(i)s (i)s a two-way process where PES can share (i)ns(i)ghts (i)nto the labour market, programmes and pol(i)c(i)es and the (i)ns(i)ghts offered by partners can be w(i)de-rang(i)ng. The d(i)agram below shows what PES can offer to partners and what (i)nformat(i)on partners can prov(i)de to PES.

F(i)gure 7.2 Shar(i)ng knowledge w(i)th stakeholders

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D(i)alogue w(i)th partners should not be a one-off , token(i)st(i)c act(i)v(i)ty and (i)nstead (i)t should be (i)n-bu(i)lt to both the development of any new serv(i)ces and the ongo(i)ng plann(i)ng, del(i)very and rev(i)ew of current serv(i)ce prov(i)s(i)on. Th(i)s ensures that feedback and d(i)fferent v(i)ews can be regularly captured. There are d(i)fferent mechan(i)sms for th(i)s but (i)mportantly, th(i)s should at least (i)n(i)t(i)ally (i)nclude face-to-face contact, wh(i)ch w(i)ll help to develop personal connect(i)ons and mutual trust between the PES and partners.

One proven approach to work(i)ng w(i)th partners (i)s hav(i)ng regular quarterly meet(i)ngs w(i)th local, or reg(i)onal, stakeholders. Th(i)s can (i)nclude:

Present(i)ng (i)nformat(i)on on the local labour market
Expected trends
Presentat(i)on of new programmes or act(i)v(i)t(i)es and the(i)r results to date ((i)f known)
Opportun(i)ty for others to offer v(i)ews on PES developments, and results
Input from others on the(i)r developments.

It (i)s adv(i)sable that th(i)s can be complemented by a wr(i)tten note produced afterwards as well as shar(i)ng of (i)nformat(i)on and news from the PES (i)n between meet(i)ngs. For example, a s(i)m(i)lar approach (i)s used (i)n the Astrakhan Reg(i)on (i)n the Russ(i)an Federat(i)on. Th(i)s PES has a soc(i)al counc(i)l (i)n place that br(i)ngs together trade un(i)ons, the educat(i)on sector, enterpr(i)se representat(i)ves and others w(i)th the a(i)m to mon(i)tor and (i)mprove employment cond(i)t(i)ons. In add(i)t(i)on, (i)n Armen(i)a, a ‘tr(i)part(i)te comm(i)ss(i)on’ has been establ(i)shed wh(i)ch br(i)ngs together enterpr(i)ses, employment centres and trade un(i)ons on a regular bas(i)s to share (i)nformat(i)on and make common agreements.

When PES are develop(i)ng new strateg(i)es or programmes a round table d(i)scuss(i)on can (i)nclude other partners w(i)th spec(i)f(i)c expert(i)se and (i)nterest relevant to the new proposal. These partners can be (i)nv(i)ted w(i)th a clear rem(i)t to prov(i)de construct(i)ve feedback on the (i)dea (i)n focus. A round table d(i)scuss(i)on can (i)nclude:

Presentat(i)on from the PES on the new (i)dea, and the reasons beh(i)nd (i)t,

Opportun(i)ty for each part(i)c(i)pant to prov(i)de feedback on the strengths of the (i)dea – what do they l(i)ke?
Opportun(i)ty for each part(i)c(i)pant to (i)dent(i)fy what they th(i)nk needs to be (i)mproved – what changes would they l(i)ke to see, and why?

PES can use the feedback when develop(i)ng the strategy, or programme. The f(i)gure below outl(i)nes th(i)s process and what the (i)mpact can be on partnersh(i)p work(i)ng. Th(i)s type of approach (i)s successfully used (i)n the Russ(i)an Federat(i)on by the Republ(i)c of Bashkortostan (i)n develop(i)ng a strateg(i)c programme (see the Case Study below).

F(i)gure 7.3 Us(i)ng round table d(i)scuss(i)ons to develop approaches

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Case Study 23. Us(i)ng tr(i)part(i)sm to develop strateg(i)c programmes: the example ofRepubl(i)c of Bashkortostan, Russ(i)an Federat(i)on and ‘Decent Work (i)n the Republ(i)c of Bashkortostan’⁷

The Republ(i)c of Bashkortostan, (i)n the Russ(i)an Federat(i)on, was the f(i)rst reg(i)on (i)n the country to des(i)gn and adopt a tr(i)part(i)te format to develop and des(i)gn the ‘Decent Work (i)n the Republ(i)c of Bashkortostan’ programme. Tr(i)part(i)sm helped the PES to work w(i)th other part(i)es to def(i)ne task and respons(i)b(i)l(i)t(i)es for (i)ts (i)mplementat(i)on unt(i)l 2025. Tr(i)part(i)te and b(i)part(i)te soc(i)al d(i)alogue at all levels a(i)ms to (i)mprove employment cond(i)t(i)ons and defend workers’ r(i)ghts.

7.2 How can governance structures support the (i)mplementat(i)on of local partnersh(i)ps for employment?

PES governance arrangements can strengthen, or (i)nh(i)b(i)t, PES’ ab(i)l(i)ty to work w(i)th local partners. Governance arrangements can prov(i)de more fl ex(i)b(i)l(i)ty at local levels (e.g., decentral(i)sed arrangements),
w(i)th more respons(i)b(i)l(i)t(i)es placed w(i)th local or reg(i)onal off(i)ces to form the(i)r own approaches, partnersh(i)ps and other such matters. In contrast, central(i)sed governance arrangements mean that all dec(i)s(i)ons are tak(i)ng at a central off(i)ce, most often on a nat(i)onal level. In terms of partnersh(i)ps, th(i)s can mean that dec(i)s(i)ons to work w(i)th others are made at th(i)s central off(i)ce and they adv(i)se, or (i)nform, local and reg(i)onal off(i)ces who to work w(i)th. Th(i)s can place certa(i)n ‘restr(i)ct(i)ons’ on local off(i)ces on whom they could work w(i)th. Ult(i)mately, governance systems should be (i)n place to create support(i)ve cond(i)t(i)ons for mean(i)ngful local partnersh(i)ps to be establ(i)shed and mechan(i)sms for ongo(i)ng commun(i)cat(i)on and exchange between PES and local partners.

Across the world, most PES work w(i)th local partners, but the types of partnersh(i)ps/work(i)ng arrangements and the ab(i)l(i)ty to cooperate often d(i)ffers across, and w(i)th(i)n, nat(i)onal boundar(i)es due to:⁸

Issues w(i)th PES capac(i)ty (e.g., PES ab(i)l(i)ty to have staff (i)n local areas and the(i)r ab(i)l(i)ty to work w(i)th local partners to collect t(i)mely and relevant data);
D(i)fferences (i)n local fl ex(i)b(i)l(i)ty across reg(i)ons, and by management approaches (e.g., local off(i)ces hav(i)ng more autonomy versus a ‘central(i)sed’ system);
Level of decentral(i)sat(i)on of the PES, (i).e. how much power and freedom a local PES off(i)ce has to dec(i)de who they want to work w(i)th, when and why; and
D(i)fferent ‘top down’ and ‘bottom up’ (i)n(i)t(i)at(i)ves that are (i)n place to encourage collaborat(i)on, such as pol(i)cy (i)n(i)t(i)at(i)ves to br(i)ng d(i)fferent partners together or the establ(i)shment of local task forces to tackle unemployment (i)n one spec(i)f(i)c c(i)ty/local area.

Governance systems can also prov(i)de strateg(i)c frameworks for the context of partnersh(i)ps. At local and reg(i)onal level, strateg(i)c frameworks can prov(i)de the ‘structure’ for work(i)ng w(i)th local partners and (i)nd(i)cate the benef(i)ts of such work, (i)nclud(i)ng:

Gather(i)ng (i)ns(i)ghts at local level on pol(i)cy and programme (i)ntervent(i)on on what does and does not work;
Becom(i)ng aware of (i)ssues that may cause labour market exclus(i)on, part(i)cularly local factors, and be(i)ng able to eff(i)c(i)ently plan use of resources so that partners and serv(i)ces can work together;
Develop(i)ng and (i)dent(i)fy(i)ng shared object(i)ves and pr(i)or(i)t(i)es, creat(i)ng common v(i)s(i)ons and (i)ntegrated strateg(i)es; and
Strengthen(i)ng the ab(i)l(i)ty for PES and partners to develop (i)nnovat(i)ve solut(i)ons that are adapted to local s(i)tuat(i)ons.

7.2.1 What steps and tools can PES use to make sure that they have the r(i)ght governance (i)n place?

Strateg(i)c fl ex(i)b(i)l(i)ty can help PES to develop and ach(i)eve operat(i)onal excellence w(i)th(i)n local contexts. The OECD def(i)nes strateg(i)c fl ex(i)b(i)l(i)ty as the ‘ab(i)l(i)ty of PES actors work(i)ng at the local level to develop strateg(i)es and custom(i)se pol(i)c(i)es and programmes that respond spec(i)f(i)cally to local labour market cond(i)t(i)ons.’

The table below outl(i)nes key aspects that are useful to have (i)n place when develop(i)ng PES local governance.

Table 7.1 Key aspects for PES local governance

Area	Key quest(i)ons to cons(i)der
Des(i)gn(i)ng pol(i)c(i)es and programmes	Do sub-reg(i)onal off(i)ces have any (i)nput (i)nto the des(i)gn process? Are they consulted and can they (i)nfl uence the des(i)gn features or target groups? Can local PES (i)mplement programmes outs(i)de of the standard programme portfol(i)o? Can local PES off(i)ces des(i)gn local employment strateg(i)es?
Budget allocat(i)on	Do sub-reg(i)onal PES off(i)ces have fl ex(i)ble global budgets, or l(i)ne (i)tem budgets for act(i)ve measures? How fl ex(i)ble (i)s (i)t to move resources between budget (i)tems?
El(i)g(i)b(i)l(i)ty and target cr(i)ter(i)a	Can local PES off(i)ces dec(i)de on the(i)r target groups for the(i)r programmes, or are these set centrally?
Performance management	To what extent are goals and targets centrally determ(i)ned? Are sub-reg(i)onal goals developed, or (i)s there some fl ex(i)b(i)l(i)ty (i)n adapt(i)ng goals to local c(i)rcumstances? Are targets and (i)nd(i)cators negot(i)ated w(i)th reg(i)onal or local actors? Is performance purely assessed on quant(i)tat(i)ve cr(i)ter(i)a?
Manag(i)ng networks of local development pol(i)c(i)es/collaborat(i)on	Are local PES off(i)ces free to part(i)c(i)pate (i)n partnersh(i)ps? Can local PES off(i)ces dec(i)de freely who they can collaborate w(i)th locally?
Outsourc(i)ng	Are local PES off(i)ces respons(i)ble for outsourc(i)ng serv(i)ces to external prov(i)ders? Can local PES off(i)ces (i)nfl uence the terms of reference of contracts w(i)th serv(i)ce prov(i)ders?

Source: IDB; WAPES and OECD (2015) ‘The World of Publ(i)c Employment Serv(i)ces: Challenges, capac(i)ty and outlook for publ(i)c employment serv(i)ces (i)n the new world of work’

The OECD has also outl(i)ned a set of d(i)fferent tools that can be used by nat(i)onal governments, and can be appl(i)ed by PES, to promote and (i)ncrease a culture of fl ex(i)b(i)l(i)ty:⁹

Negot(i)at(i)ng targets – consult(i)ng at the local level when sett(i)ng government targets
Increas(i)ng the use of outcome targets, rather than output targets;
Establ(i)sh(i)ng common and cross-sector targets wh(i)ch (i)ncent(i)v(i)se local actors to work together;
Boards and scrut(i)ny panels wh(i)ch allow a w(i)der group of local actors to scrut(i)n(i)se del(i)very of nat(i)onal programmes;
Flex(i)ble fund(i)ng schemes and spec(i)al funds to encourage creat(i)ve solut(i)ons at the local level; and
Incremental respons(i)b(i)l(i)ty – devolv(i)ng dec(i)s(i)on mak(i)ng where accountab(i)l(i)ty r(i)sk (i)s judged to be m(i)n(i)mal.

As well as tools to foster the cond(i)t(i)ons for the r(i)ght governance, PES also need to ensure that they have appropr(i)ately sk(i)lled staff (i)n place to ensure that they can work successfully w(i)th strateg(i)c partners. The next sect(i)on prov(i)des an (i)ntroduct(i)on to the key requ(i)rements around staff resources (i)n th(i)s area.

7.2.1.1 What staff resources are needed to work w(i)th strateg(i)c partners?

Internally, PES need to have the r(i)ght staff resources ava(i)lable to ensure that they can create cond(i)t(i)ons conduct(i)ve to strateg(i)c partnersh(i)p work(i)ng. When work(i)ng w(i)th stakeholders through strateg(i)c partnersh(i)ps PES need to be able to respond to partners qu(i)ckly and us(i)ng clear commun(i)cat(i)on. Th(i)s (i)s (i)mportant to demonstrate PES’ expert(i)se, capac(i)t(i)es to work w(i)th other partners and prov(i)de them w(i)th the t(i)me to bu(i)ld relat(i)onsh(i)ps w(i)th other stakeholders. Larger PES may have the resources and access to a ded(i)cated external relat(i)ons team. Smaller reg(i)onal or local PES may have a small group, or a lone (i)nd(i)v(i)dual, who can undertake the role of ‘partnersh(i)p manager’.

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The role of partnersh(i)p manager (i)s an (i)mportant pos(i)t(i)on w(i)th(i)n th(i)s process as they are needed to pool knowledge, coord(i)nate act(i)v(i)t(i)es and manage the var(i)ous tasks of the partnersh(i)p.¹⁰
{{/(i)nfo}}

The (i)nd(i)v(i)dual, or team, undertak(i)ng the role as partnersh(i)p manager needs to have excellent (i)nterpersonal sk(i)lls, be cl(i)ent-or(i)ented and be able to network (i)nternally w(i)th(i)n the PES as well as w(i)th d(i)fferent external stakeholders, uphold(i)ng the key pr(i)nc(i)ples of soc(i)al d(i)alogue and tr(i)part(i)sm. For (i)nternal commun(i)cat(i)ons, they w(i)ll need to work closely w(i)th respect(i)ve un(i)ts where and when requ(i)red but also ma(i)nta(i)n an excellent knowledge of d(i)fferent PES act(i)v(i)t(i)es and (i)nd(i)v(i)dual un(i)ts as well as the w(i)der labour market. Th(i)s (i)s (i)mportant as they are the key contact for stakeholders and therefore the(i)r att(i)tudes, behav(i)ours and overall profess(i)onal(i)sm w(i)ll refl ect the work(i)ng pract(i)ces and att(i)tudes of the PES as a whole.

It (i)s therefore v(i)tal that the partnersh(i)p manager(s) rece(i)ves appropr(i)ate tra(i)n(i)ng and support to develop the(i)r sk(i)lls (i)n terms of commun(i)cat(i)ons as well as ensur(i)ng that they keep up-to-date w(i)th w(i)der PES act(i)v(i)t(i)es. Partnersh(i)p managers must therefore be (i)ncluded w(i)th(i)n all requ(i)red (i)nternal (i)nformat(i)on networks and rece(i)ve appropr(i)ate updates and br(i)ef(i)ngs. Th(i)s (i)s part(i)cularly (i)mportant as the sk(i)llset of partnersh(i)p managers (i)s sl(i)ghtly d(i)fferent to other profess(i)ons w(i)th(i)n the PES. PES need to (i)nvest (i)n ta(i)lored tra(i)n(i)ng programmes so that they can bu(i)ld effect(i)ve partnersh(i)ps as th(i)s w(i)ll have long-term benef(i)ts to the (i)nformat(i)on and (i)ns(i)ghts ava(i)lable to PES as well as how they are v(i)ewed.

7.2.2 How can PES demonstrate the contr(i)but(i)on of employment serv(i)ces to ach(i)ev(i)ng employment pol(i)c(i)es?

PES play a key role (i)n the labour market and undertake valuable work that contr(i)butes to ach(i)ev(i)ng nat(i)onal employment pol(i)c(i)es. The ILO reported (i)n 2018¹¹ that across the world many PES have gone
beyond the core funct(i)onal(i)ty of job-match(i)ng and (i)nstead, they now offer much more comprehens(i)ve and hol(i)st(i)c support to the labour market. For example, many PES have now fully developed serv(i)ces for employers and jobseekers that address sk(i)lls m(i)smatches and enhance employab(i)l(i)ty. Through des(i)gn(i)ng and del(i)ver(i)ng act(i)ve labour market programmes they also can d(i)rectly support workers and employers.

W(i)th such act(i)v(i)t(i)es, PES can collect data and use th(i)s to create a portfol(i)o of ev(i)dence to demonstrate how the(i)r serv(i)ces have made an (i)mpact and contr(i)buted to employment pol(i)c(i)es. The ILO reports that s(i)nce the econom(i)c cr(i)s(i)s (i)n 2008 many countr(i)es are now expect(i)ng ev(i)dence-based adv(i)ce on pol(i)c(i)es and (i)ntervent(i)ons. Countr(i)es are (i)ncreas(i)ngly want(i)ng to know ‘what works, for who and why’ so that they can create more job opportun(i)t(i)es for all types of workers. By learn(i)ng about what works and (i)mprov(i)ng pract(i)ces, PES can develop more eff(i)c(i)ent and effect(i)ve measures and support serv(i)ces for employer and jobseekers, lead(i)ng to better match(i)ng. In the long term, th(i)s w(i)ll help to max(i)m(i)se the potent(i)al of the labour market as (i)t can (i)ncrease employment rates and thus contr(i)bute to greater econom(i)c act(i)v(i)ty.

PES are at the forefront of del(i)ver(i)ng serv(i)ces that put econom(i)c and employment pol(i)c(i)es (i)nto act(i)on. To help support and shape future employment pol(i)c(i)es PES have the potent(i)al to gather data v(i)a the(i)r del(i)very and report(i)ng mechan(i)sms. By collect(i)ng and analys(i)ng such data, PES can show to a w(i)der group of stakeholders (e.g., government and local/reg(i)onal partners) the (i)mpact of the(i)r serv(i)ces, (i)nclud(i)ng targeted programme del(i)very. Commun(i)cat(i)ng results and outcomes may help to boost the(i)r prof(i)le and enhance the(i)r reputat(i)on.

Strateg(i)c and brand commun(i)cat(i)on can be an (i)mportant tool to overcome common reputat(i)onal challenges related to PES, wh(i)ch often (i)nclude:

Negat(i)ve att(i)tudes about governments (i)n general
Fund(i)ng l(i)m(i)tat(i)ons
D(i)fferent levels of brand recogn(i)t(i)on
D(i)fferent approaches to strateg(i)c and commun(i)cat(i)on processes¹²

PES can enhance the(i)r reputat(i)on w(i)th partners by undertak(i)ng ta(i)lored strateg(i)c and commun(i)cat(i)on act(i)v(i)t(i)es. Strateg(i)c and commun(i)cat(i)on act(i)v(i)t(i)es follow a f(i)ve-step process, as outl(i)ned (i)n the table below.

Table 7.2 F(i)ve-step process for strateg(i)c and brand commun(i)cat(i)ons

Step	Process	Central object(i)ves
1	Ident(i)f(i) cat(i)on of needs	Help PES understand (i)ts commun(i)cat(i)on needs; stakeholders and the character(i)st(i)cs of stakeholders and PES needs (i)n a complex and d(i)verse env(i)ronment
2	Des(i)gn strategy	To develop measurable object(i)ves and message frameworks (i)n order to translate the needs (i)dent(i)f(i) ed (i)n Step 1 (i)nto al(i)gned, act(i)onable and measurable object(i)ves
3	Create messages	Help PES apply (i)nformat(i)on from Steps 1 and 2 to produce effect(i)ve, act(i)on-or(i)entated messages that appeal to targeted stakeholder groups
4	Mob(i)l(i)se and mon(i)tor	Focus on (i)mplement(i)ng the commun(i)cat(i)on plan and evaluat(i)ng (i)ts success; (i)dent(i)fy strateg(i)c changes that need to be made and demonstrate return on (i)nvestment of resources
5	Evaluate and evolve	Undertake a summat(i)ve evaluat(i)on (see the box below for (i)nformat(i)on), assess the outcomes and results and feedback (i)nto future commun(i)cat(i)ons act(i)v(i)t(i)es helps PES to bu(i)ld on the(i)r reputat(i)on and (i)mprove commun(i)cat(i)on outcomes

European Comm(i)ss(i)on (2018) ‘Commun(i)cat(i)on and (re-)brand(i)ng toolk(i)t for employment serv(i)ces’

Box 39. Summat(i)ve evaluat(i)on: What (i)s (i)t?

It (i)s the f(i)nal assessment of campa(i)gn’s outcomes, relat(i)ve to (i)ts (i)ntended and un(i)ntended effects. Its (i)ntended effects focus on the assessment of how effect(i)vely the campa(i)gn was able to meet (i)ts measurable object(i)ves based on the thresholds establ(i)shed before the campa(i)gn (and potent(i)ally adjusted dur(i)ng the commun(i)cat(i)ons campa(i)gn). Its un(i)ntended effects recogn(i)se that often campa(i)gns may result (i)n outcomes (both pos(i)t(i)ve and negat(i)ve) that were not foreseen. Summat(i)ve evaluat(i)on (i)s used as a way for organ(i)sat(i)ons to cr(i)t(i)cally refl ect the campa(i)gn (i)n order to determ(i)ne act(i)on-steps and future campa(i)gn development.

Ult(i)mately, PES need to be suff(i)c(i)ently funded so that they can del(i)ver h(i)gh-qual(i)ty, successful serv(i)ces and also undertake commun(i)cat(i)on act(i)v(i)t(i)es. The ILO¹³ recently called for PES to be adequately funded so that they can face the challenges of the labour market, prov(i)de effect(i)ve support w(i)th the (i)ncreas(i)ng trans(i)t(i)ons (i)n the labour market and evolve (i)nto a more proact(i)ve organ(i)sat(i)on. An (i)mportant part of the new approach (i)s lever(i)ng the potent(i)al of local, reg(i)onal and nat(i)onal partnersh(i)ps to ensure that PES can work w(i)th others to develop approaches that are ‘f(i)t’ for purpose. Such partnersh(i)ps can also (i)nclude work(i)ng w(i)th pr(i)vate employment agenc(i)es (further (i)nformat(i)on can be found (i)n 7.2.3.1).

7.2.3 What can PES contr(i)bute to employment pol(i)c(i)es accord(i)ng to the(i)r core (i)nst(i)tut(i)onal mandates?

Understand(i)ng the core (i)nst(i)tut(i)onal mandates for PES (i)s fundamental to understand(i)ng the role, respons(i)b(i)l(i)t(i)es and object(i)ves that need to be (i)n place. These can then be al(i)gned and ta(i)lored accord(i)ngly
towards nat(i)onal, or reg(i)onal, employment pol(i)c(i)es. Indeed, at the foundat(i)on of all PES act(i)v(i)t(i)es, they contr(i)bute to three ma(i)n nat(i)onal object(i)ves:

Support labour market (i)nclus(i)on;
Fac(i)l(i)tate labour market adjustments; and
M(i)t(i)gate the (i)mpact of econom(i)c trans(i)t(i)ons.

Box 40. ILO Employment Serv(i)ce Recommendat(i)on, 1948 (No. 83)¹⁴

The ILO Employment Serv(i)ce Recommendat(i)on of 1948 (No. 83) prov(i)des recommendat(i)ons on the organ(i)sat(i)on of employment serv(i)ces. Some of the key components outl(i)ned (i)nclude:

PES need to prov(i)de support on labour market (i)nclus(i)on by re-address(i)ng (i)nequal(i)t(i)es and employment barr(i)ers faced by d(i)sadvantaged groups (e.g., ass(i)st(i)ng w(i)th the mot(i)vat(i)on, employab(i)l(i)ty and job opportun(i)t(i)es) and help such groups to enter the labour market.
PES should fac(i)l(i)tate labour market m(i)smatches, for example over-supply, unemployment and sk(i)lls shortages as well as over/under qual(i)f(i)cat(i)ons and look(i)ng at current sk(i)lls and future labour market sk(i)lls’ demands.
PES can use labour market (i)nformat(i)on as a strateg(i)c tool to analyse cause and effect of labour market m(i)smatches ((i).e., between supply and demand).
PES have a role (i)n fac(i)l(i)tat(i)ng the mob(i)l(i)ty of labour. The ILO Recommendat(i)on outl(i)nes four categor(i)es of worker trans(i)t(i)ons, wh(i)ch (i)nclude transfer between reg(i)ons w(i)th oversupply of labour to labour shortages; between econom(i)c sectors; (i)mbalances between labour and the demand for labour; and (i)nternat(i)onal mob(i)l(i)ty (e.g., m(i)grant workers).
PES should have a role (i)n m(i)t(i)gat(i)ng the (i)mpact of econom(i)c trans(i)t(i)ons, cover(i)ng moves between recess(i)ons/econom(i)c decl(i)ne and per(i)ods of growth; structural transformat(i)ons (i)nto h(i)gher product(i)ve sectors ((i).e., from (i)nformal to formal); mov(i)ng from (i)ndustr(i)al to d(i)g(i)tal based econom(i)es; local to global labour markets; and carbon-based to green econom(i)es.

It also stresses that employment serv(i)ces should collect labour market (i)nformat(i)on on:

Current and prospect(i)ve labour market requ(i)rements ((i)nclud(i)ng the number and type of workers needed, group accord(i)ng to (i)ndustr(i)al, occupat(i)onal or geograph(i)cal bas(i)s)
Current and prospect(i)ve labour supply ((i)nclud(i)ng number, age, sex, sk(i)lls, occupat(i)ons, (i)ndustr(i)es, locat(i)on, appl(i)cant character(i)st(i)cs)

Further, (i)t recommends that employment serv(i)ces can undertake cont(i)nuous or ‘spec(i)al’ stud(i)es on areas that cover:

Causes and (i)nc(i)dence of unemployment, (i)nclud(i)ng unemployment related to technolog(i)cal developments;
Placement of part(i)cular groups of appl(i)cants for employment such as d(i)sabled workers or young people;
Factors affect(i)ng the level and character of employment;
Vocat(i)onal gu(i)dance (i)n relat(i)on to placement;
Occupat(i)onal and job analys(i)s; and
Other aspects regard(i)ng the organ(i)sat(i)on of the labour market.

The ILO Employment Serv(i)ces Recommendat(i)on also states that ‘employment serv(i)ces should co-operate w(i)th other publ(i)c and pr(i)vate bod(i)es concerned w(i)th employment problems.’ It spec(i)f(i)cally states that employment serv(i)ces should consult w(i)th such bod(i)es around the quest(i)ons of:

The d(i)str(i)but(i)on of (i)ndustry;
Publ(i)c works and publ(i)c (i)nvestment;
Technolog(i)cal progress (i)n relat(i)on to product(i)on and employment;
M(i)grat(i)on;
Hous(i)ng;
Prov(i)s(i)on of soc(i)al amen(i)t(i)es (e.g., schools, health care); and
General commun(i)ty organ(i)sat(i)on and plann(i)ng, wh(i)ch may affect the ava(i)lab(i)l(i)ty of employment.

The follow(i)ng sect(i)on prov(i)des further (i)nformat(i)on on how PES can work w(i)th pr(i)vate employment agenc(i)es.

7.2.3.1 What (i)s the d(i)fference between publ(i)c and pr(i)vate employment agenc(i)es and how can they best work together to ach(i)eve common employment a(i)ms?

Publ(i)c employment serv(i)ces and pr(i)vate employment agenc(i)es (PrEA) have some s(i)m(i)lar(i)t(i)es (i)n common but they also have some very (i)mportant d(i)ff erences that need to be cons(i)dered. Both PES and PrEA prov(i)de support to enterpr(i)ses and jobseekers w(i)th regards to the match(i)ng process. However, PES are prov(i)ded by the state where as PrEA are commerc(i)al-based organ(i)sat(i)ons wh(i)ch are completely (i)ndependent of the state. PrEA tend to:

Offer serv(i)ces to enterpr(i)ses, for a fee, w(i)th an a(i)m to prov(i)de a qu(i)cker match(i)ng process;
Concentrate on sk(i)lled job cand(i)dates for enterpr(i)ses, upon demand; and
Act(i)vely recru(i)t for fore(i)gn workers for enterpr(i)ses (i)n the(i)r country or can organ(i)se m(i)grat(i)on for work abroad.¹⁵

In many countr(i)es, there are spec(i)f(i)c types of PrEA that offer temporary forms of employment. These temporary work agenc(i)es offer the(i)r workers for short term employment ass(i)gnments to enterpr(i)ses.
These can help to f(i)ll spec(i)f(i)c gaps for enterpr(i)ses and a fl ex(i)ble, access(i)ble workforce. The box below prov(i)des (i)nformat(i)on on the ILO convent(i)on on PrEA.

Box 41. ILO Pr(i)vate Employment Agenc(i)es Convent(i)on, 1997 (No. 181)¹⁶

The convent(i)on terms pr(i)vate employment agency means any natural or legal person, (i)ndependent of the publ(i)c author(i)t(i)es, wh(i)ch prov(i)des one or more of the follow(i)ng labour market serv(i)ces:

(a) serv(i)ces for match(i)ng offers and appl(i)cat(i)ons for employment, w(i)thout the pr(i)vate employment agency becom(i)ng a party to the employment relat(i)onsh(i)ps wh(i)ch may ar(i)se therefrom;

(b) serv(i)ces cons(i)st(i)ng of employ(i)ng workers w(i)th a v(i)ew to mak(i)ng them ava(i)lable to a th(i)rd party, who may be a natural or legal person (referred below as a “user enterpr(i)se”) wh(i)ch ass(i)gns the(i)r tasks and superv(i)ses the execut(i)on of these tasks;

(c) other serv(i)ces related to job seek(i)ng, determ(i)ned by the competent author(i)ty after consult(i)ng the most representat(i)ve employers’ and workers’ organ(i)sat(i)ons, such as the prov(i)s(i)on of (i)nformat(i)on that do not set out to match spec(i)f(i)c offers and appl(i)cat(i)ons for employment.

It (i)s worth not(i)ng that (i)n some countr(i)es the protect(i)ve prov(i)s(i)ons establ(i)shed (i)n law may not cover certa(i)n types of workers who are recru(i)ted v(i)a PrEA and (i)n many countr(i)es only jobseekers reg(i)stered w(i)th the PES are el(i)g(i)ble to part(i)c(i)pate (i)n ALMPs.

PES and PrEA are not compet(i)t(i)ve, (i)nstead cooperat(i)on between PES and PrEA can be mutually benef(i)c(i)al. Cooperat(i)on can prov(i)de opportun(i)t(i)es to:

Share (i)nformat(i)on;
Cooperate on job match(i)ng serv(i)ces that are prov(i)ded to d(i)fferent groups of jobseekers;
Cooperate (i)n del(i)ver(i)ng complementary serv(i)ces for enterpr(i)ses;
Share approaches and techn(i)ques to (i)mprove eff(i)c(i)enc(i)es, as (i)n case of the Netherlands; and
Contract out certa(i)n serv(i)ces from PES to PrEA (such as p(i)lot programmes, as seen (i)n Kazakhstan).¹⁷

Case Study 24. Local Employment Partnersh(i)ps (i)n Bosn(i)a and Herzegov(i)na¹⁸

The ILO and EU-funded Instrument for Pre-Access(i)on Ass(i)stance (IPA) funded act(i)v(i)t(i)es (i)n Bosn(i)a and Herzegov(i)na br(i)ng stakeholders closer together and further develop the labour market. The object(i)ve of the act(i)v(i)t(i)es was to foster susta(i)nable, partnersh(i)p-dr(i)ven act(i)ve labour market frameworks at local level w(i)th a v(i)ew of (i)ncreas(i)ng access to formal employment, part(i)cularly (i)n areas that had been affected by natural d(i)sasters (i)n recent years. The project had four ma(i)n components:

Country-w(i)de awareness ra(i)s(i)ng act(i)v(i)t(i)es on fund(i)ng opportun(i)t(i)es ava(i)lable
Capac(i)ty development and techn(i)cal support for appl(i)cants and local employment partnersh(i)ps
Mon(i)tor(i)ng, (i)nst(i)tut(i)onal strengthen(i)ng and capac(i)ty development act(i)v(i)t(i)es for local employmentpartners
D(i)ssem(i)nat(i)on of project results, further act(i)v(i)t(i)es and capac(i)ty development act(i)v(i)t(i)es for local employment partnersh(i)ps

The project supported 19 local employment (i)n(i)t(i)at(i)ves and (i)nst(i)tut(i)onal development, fac(i)l(i)tat(i)ng a sh(i)ft from trad(i)t(i)onal models of work(i)ng to fl ex(i)ble, partnersh(i)p-dr(i)ven models based on local needs. Act(i)v(i)t(i)es offered by local employment partnersh(i)ps (i)ncluded:

Re-tra(i)n(i)ng for known employers;
Tra(i)n(i)ng unemployed people (i)n agr(i)culture;
Prov(i)d(i)ng support to start up entrepreneurs;
Prov(i)d(i)ng support to the prov(i)s(i)on of soc(i)al serv(i)ces; and
Support(i)ng soc(i)al entrepreneursh(i)p.

The project ach(i)eved the follow(i)ng:

Part(i)c(i)pat(i)on of 143 organ(i)sat(i)ons;
Local employment partnersh(i)ps developed 38 new serv(i)ces;
1,584 people tra(i)ned ga(i)ned h(i)gher qual(i)f(i)cat(i)ons;
517 people were formally employed.

Stakeholders welcomed the local employment partnersh(i)p model. Th(i)s helped to strengthen the l(i)nks between local employment off(i)ces, soc(i)al partners, and c(i)v(i)l soc(i)ety. Formal structures were supported by mun(i)c(i)pal author(i)t(i)es, wh(i)ch should ensure future local level act(i)v(i)t(i)es. Th(i)s w(i)ll help to (i)mprove local econom(i)c development and lead to an (i)ncrease (i)n employment opportun(i)t(i)es.

Case Study 25. Unleash(i)ng the potent(i)al of youth to succeed (i)n bus(i)ness and to access to decent work: Global (i)n(i)t(i)at(i)ve on Decent Jobs for Youth¹⁹

The global (i)n(i)t(i)at(i)ve on Decent Jobs for Youth (i)s the f(i)rst Un(i)ted Nat(i)ons system w(i)de effort to promote youth employment on a world-w(i)de bas(i)s. It br(i)ngs together d(i)fferent groups and organ(i)sat(i)ons across the world to ensure that young people have access to decent work, and (i)t focuses on how best to promote decent jobs for young people through entrepreneursh(i)p and selfemployment. Key aspects (i)nclude:

Creat(i)ng a bus(i)ness env(i)ronment – pol(i)c(i)es need to be (i)n place to create the r(i)ght env(i)ronment and enhance sk(i)lls
Fac(i)l(i)tat(i)ng access to markets, networks, knowledge and sk(i)lls – br(i)ng young people and others together to strengthen collaborat(i)on and share knowledge
Sk(i)ll development ((i)nclud(i)ng ICT sk(i)lls) – equ(i)p young people w(i)th the sk(i)lls they need to make the(i)r entrepreneur(i)al asp(i)rat(i)ons a real(i)ty and (i)ncrease access to markets
Networks and peer-to-peer support – networks help to mob(i)l(i)se resources, d(i)ssem(i)nat(i)on (i)nformat(i)on and foster (i)nnovat(i)on
Access to f(i)nance to be comb(i)ned w(i)th tra(i)n(i)ng and support – tra(i)n(i)ng, adv(i)sory support and access to f(i)nance are the key for greater success

7.3 How can PES part(i)c(i)pate (i)n strateg(i)c partnersh(i)ps to create (i)ntegrated serv(i)ces to d(i)sadvantaged groups and (i)ncrease coherence between employment and soc(i)al pol(i)c(i)es?

D(i)sadvantaged groups often face mult(i)ple, complex barr(i)ers that can prevent them from enter(i)ng employment or from stay(i)ng (i)n work. Barr(i)ers can (i)nclude (i)ssues around hous(i)ng, ch(i)ldcare, transportat(i)on, health (i)ssues ((i)nclud(i)ng mental health), substance abuse, among others.²⁰

These are often coupled w(i)th employment and sk(i)lls related barr(i)ers, such as poor l(i)teracy and numeracy sk(i)lls, lack of techn(i)cal sk(i)lls, long-term unemployment and l(i)ttle (or no) work exper(i)ence. Integrated approaches that br(i)ng prov(i)ders together can help to address these (i)ssues (i)n a more eff(i)c(i)ent manner than fragmented serv(i)ce prov(i)s(i)on.

Th(i)s can ensure susta(i)ned access to the labour market.

For PES to make the sh(i)ft from standalone serv(i)ces to work(i)ng w(i)th others to del(i)ver (i)ntegrated prov(i)s(i)on, they need to start to bu(i)ld partnersh(i)ps w(i)th others. Th(i)s can (i)nclude government agenc(i)es and stakeholders w(i)th core mandates related to econom(i)c and soc(i)al r(i)ghts.²¹

However, the extent to wh(i)ch they work together var(i)es across nat(i)onal contexts, governance structures, (i)nst(i)tut(i)onal capac(i)ty and levels of (i)nvestments (i)n PES and ALMPs.

PES can look beyond government agenc(i)es to the pr(i)vate sector, not-for-prof(i)t organ(i)sat(i)ons and nongovernmental organ(i)sat(i)ons to max(i)m(i)se capac(i)ty, br(i)ng (i)n expert(i)se and knowledge of spec(i)f(i)c groups and therefore develop and del(i)ver serv(i)ces that closely meet the needs of spec(i)f(i)c d(i)sadvantaged groups.

Th(i)s can (i)n turn lead to susta(i)nable outcomes and better use of resources. Ex(i)st(i)ng PES pract(i)ces across the world (i)nd(i)cate that successful strateg(i)c partnersh(i)ps for (i)ntegrated serv(i)ce del(i)very to d(i)sadvantaged groups share the follow(i)ng core attr(i)butes:²²

A cl(i)ent-centred approach, wh(i)ch bu(i)lds serv(i)ces around cl(i)ent needs;
Mult(i)-d(i)sc(i)pl(i)nary teams drawn from d(i)fferent agenc(i)es, and/or partners;
Ease of access to serv(i)ces by d(i)fferent prov(i)ders;
Informat(i)on shar(i)ng and (i)nd(i)v(i)dual case management; and
Flex(i)b(i)l(i)ty to adapt serv(i)ces to local cond(i)t(i)ons.

The European Comm(i)ss(i)on²³ have outl(i)ned four steps to (i)ntegrat(i)ng serv(i)ces to support market (i)ntegrat(i)on of m(i)n(i)mum (i)ncome rec(i)p(i)ents. The four steps can also be ta(i)lored and appl(i)ed to other d(i)sadvantaged groups. The table below outl(i)nes the four steps and the key messages for each step.

Table 7.3 Steps to develop and del(i)ver (i)ntegrated serv(i)ces

Key step	Key messages
Step 1: Pol(i)t(i)cal comm(i)tment and goal sett(i)ng	The goal of the reform should be chosen (i)n v(i)ew of the (i)n(i)t(i)al (i)nst(i)tut(i)onal setup and the reform capac(i)ty of the government Amb(i)t(i)ous (i)ntegrat(i)on reforms requ(i)re strong and susta(i)ned pol(i)t(i)cal comm(i)tment, espec(i)ally (i)n countr(i)es where local governments have cons(i)derable autonomy (i)n serv(i)ce prov(i)s(i)on
Step 2: Plann(i)ng and des(i)gn(i)ng the coord(i)nat(i)on of serv(i)ces	Choose partners w(i)th care based on the(i)r ‘serv(i)ce relevance’ Assess the capab(i)l(i)ty of each partner w(i)th care Cons(i)der p(i)lot(i)ng your proposed model to test (i)ts relevance and effect(i)veness
Step 3: Implement(i)ng a serv(i)ce (i)ntegrat(i)on (i)n(i)t(i)at(i)ve	The cooperat(i)ng un(i)ts should expl(i)c(i)tly share a clear headl(i)ne goal to reduce long-term unemployment Cooperat(i)on (i)s not automat(i)c; (i)t needs to be encouraged by clear (i)ncent(i)ves The (i)mprovement (i)n (i)nformat(i)on exchange can greatly (i)ncrease eff(i)c(i)ency, but reap(i)ng such ga(i)ns requ(i)res careful plann(i)ng and (i)mplementat(i)on Staff tra(i)n(i)ng may be necessary even (i)f PES staff are very exper(i)enced
Step 4: Mon(i)tor(i)ng and evaluat(i)on of (i)ntegrated serv(i)ces	Introduce a un(i)f(i)ed mon(i)tor(i)ng system and (i)nclude deta(i)led process (i)nd(i)cators Evaluat(i)ons can s(i)gn(i)f(i)cantly help (i)n (i)dent(i)fy(i)ng the most effect(i)ve arrangements

European Comm(i)ss(i)on (2018) ‘Integrated serv(i)ces to support the labour market (i)ntegrat(i)on of m(i)n(i)mum (i)ncome rec(i)p(i)ents – Pract(i)t(i)oners’ checkl(i)st’

These steps can also be cons(i)dered when th(i)nk(i)ng of des(i)gned and develop(i)ng (i)ntegrated serv(i)ces to longterm unemployed. The European Soc(i)al Fund Platform Themat(i)c Network on long-term unemployment²⁴

(i)dent(i)f(i)ed that (i)ntegrated serv(i)ce del(i)very can be a successful approach to ach(i)ev(i)ng susta(i)nable outcomes for th(i)s d(i)sadvantaged group. In part(i)cular, PES can work w(i)th other organ(i)sat(i)ons around spec(i)f(i)c act(i)ons that can help to (i)ncrease the employab(i)l(i)ty of long-term unemployed people, (i)nclud(i)ng areas on:

Prov(i)d(i)ng support around psycholog(i)cal and mental health
Bu(i)ld(i)ng (i)nd(i)v(i)duals’ conf(i)dence and develop(i)ng att(i)tudes to work
Integrat(i)ng m(i)grants, prov(i)d(i)ng debt counsell(i)ng and other support
Prov(i)s(i)on of work tr(i)als and placements
Ra(i)s(i)ng and adapt(i)ng the sk(i)ll level of (i)nd(i)v(i)duals, e.g. v(i)a VET-based ALMPs
Develop(i)ng (i)nd(i)v(i)duals’ bas(i)c and transferable sk(i)lls

However, PES may have several barr(i)ers to overcome before they del(i)ver jo(i)ned up, or (i)ntegrated, serv(i)ces. Barr(i)ers can (i)nclude clashes between local and nat(i)onal pr(i)or(i)t(i)es; fragmented serv(i)ces; lack of employer (i)nvolvement or buy (i)n; and ‘ownersh(i)p’ (i)ssues around certa(i)n target groups, serv(i)ces and act(i)v(i)t(i)es.

Box 42. Key elements to overcome barr(i)ers to jo(i)n(i)ng up serv(i)ces

The ILO174 has (i)dent(i)f(i)ed f(i)ve elements that can be helpful to cons(i)der when overcom(i)ng barr(i)ers to develop(i)ng and del(i)ver(i)ng jo(i)ned up, or (i)ntegrated, serv(i)ces:

Ensur(i)ng that analys(i)s of the mult(i)ple barr(i)ers affect(i)ng each jobseeker’s ab(i)l(i)ty to take up a job (i)s part of the cl(i)ent’s (i)n(i)t(i)al assessment. Th(i)s approach (i)s necessary even when the ma(i)n entry door to serv(i)ce prov(i)s(i)on (i)s not the PES but another agency or prov(i)der work(i)ng w(i)th populat(i)on fac(i)ng d(i)sadvantage. Employment should be v(i)ewed as a key goal (i)n help(i)ng target populat(i)on to ga(i)n autonomy (i)n the long term.
Ach(i)ev(i)ng jo(i)ned-up serv(i)ces by bu(i)ld(i)ng on ex(i)st(i)ng programmes and good pract(i)ces at local level. Packag(i)ng serv(i)ces for target groups (i)n l(i)ne w(i)th ava(i)lable of human, f(i)nanc(i)al and techn(i)cal resources at local level ensures that (i)ntervent(i)ons are susta(i)nable and overcome (i)nst(i)tut(i)onal d(i)v(i)s(i)ons w(i)th(i)n and between government agenc(i)es.
Involv(i)ng employers (i)n jo(i)ned-up (i)ntervent(i)ons. Act(i)vely (i)nvolv(i)ng employers can (i)nfl uence recru(i)tment pract(i)ces (i)n favor of soc(i)al (i)nclus(i)on and reduce the soc(i)al st(i)gma attached to d(i)sadvantaged populat(i)on groups.
Creat(i)ng collect(i)ve respons(i)b(i)l(i)ty among government agenc(i)es and prov(i)ders to develop reengagement strateg(i)es. Protocols for follow-up are (i)mportant element to avo(i)d dupl(i)cat(i)on and ensure that cl(i)ents do not ‘fall through the cracks’ (i)n the system.
Prov(i)d(i)ng local fl ex(i)b(i)l(i)ty but w(i)th(i)n a nat(i)onal framework to enable the al(i)gnment of (i)ntervent(i)ons towards overarch(i)ng goals. Th(i)s requ(i)res work(i)ng s(i)multaneously (i)n both the pol(i)cymak(i)ng and the management d(i)mens(i)on to organ(i)se prov(i)s(i)on from d(i)fferent prov(i)ders. Investment (i)n the sk(i)lls of staff (i)n PES and other prov(i)ders (i)s also necessary to fac(i)l(i)tate referrals through the cha(i)n of serv(i)ces across prov(i)ders and keep vulnerable groups mot(i)vated and engaged.

7.4. What (i)s the role of partnersh(i)ps for reduc(i)ng sk(i)ll m(i)smatches and foster(i)ng cooperat(i)on between educat(i)on and the world of work?

The management of labour market trans(i)t(i)ons, w(i)th (i)ts constant need to (i)dent(i)fy, tra(i)n, and match sk(i)lls throughout l(i)fe-long careers, (i)s complex and ever-chang(i)ng.²⁵ There has been a sh(i)ft from the trad(i)t(i)onal approach of (i)n(i)t(i)al educat(i)on, a job for l(i)fe and then ret(i)rement to an (i)ncreas(i)ng number of trans(i)t(i)ons (i)n the labour market, w(i)th(i)n and between d(i)fferent sectors, as well as rap(i)d technolog(i)cal changes. Th(i)s means that workers need to be act(i)vely engaged (i)n sk(i)ll development throughout the(i)r work(i)ng l(i)fe so that the(i)r sk(i)ll sets are appropr(i)ate to the(i)r work and to the technology that they w(i)ll encounter. Tra(i)n(i)ng (i)s not l(i)m(i)ted to the workplace, or a formal classroom sett(i)ng, w(i)th an (i)ncreas(i)ng range of tra(i)n(i)ng be(i)ng del(i)vered onl(i)ne and by d(i)fferent partners (PES, VET schools, pr(i)vate prov(i)ders, among others).

Wh(i)le PES currently have a l(i)m(i)ted scope and small market share (i)n the area of sk(i)ll development, they have the potent(i)al (and they w(i)ll need) to play a greater role (i)n the future as they venture (i)nto area of career gu(i)dance and l(i)felong learn(i)ng. Therefore, an (i)mportant part of develop(i)ng such serv(i)ces and reduc(i)ng (i)ssues around sk(i)lls m(i)smatches (i)s work(i)ng w(i)th d(i)fferent types of partners to collect up-to-date (i)nformat(i)on on sk(i)lls needs. The IDB, OECD and WAPES (2015) suggest that (i)f PES can collect, analyse and d(i)ssem(i)nate (i)nformat(i)on about sk(i)lls supply and demand (i)t can lead to the PES hav(i)ng a greater (i)nfl uence (i)n th(i)s arena.²⁶

Partnersh(i)ps need to be (i)n place to help job seekers bu(i)ld, develop, and ma(i)nta(i)n an employable prof(i)le from an early age, and to help employers f(i)ll (i)n the sk(i)lls that w(i)ll contr(i)bute to grow(i)ng econom(i)es and a coherent global soc(i)ety. PES are a natural partner (i)n th(i)s. W(i)th more capac(i)ty, new technology, better (i)nformat(i)on coverage (and the knowledge to use th(i)s (i)nformat(i)on), and results-dr(i)ven stakeholder management, publ(i)c employment serv(i)ces can become the dr(i)v(i)ng force (i)n match(i)ng sk(i)lls for the l(i)fe cycle.²⁷

Apprent(i)cesh(i)ps are an (i)mportant veh(i)cle (i)n many countr(i)es to equ(i)p workers (most l(i)kely young people) w(i)th the r(i)ght educat(i)on and sk(i)lls that employers need now and (i)n the future. Apprent(i)cesh(i)p programmes br(i)ng together VET (i)nst(i)tut(i)ons and the labour market to share knowledge and develop programmes that produce well qual(i)f(i)ed workers. In many countr(i)es, small and med(i)um enterpr(i)ses use apprent(i)cesh(i)p programmes to deal w(i)th sk(i)lls shortages and as a way to h(i)re well-sk(i)lled young people.

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SMEs play a large role (i)n local econom(i)es therefore apprent(i)cesh(i)p programmes can be a really (i)mportant tool to br(i)ng together d(i)fferent partners to foster cooperat(i)on between educat(i)on and the world of work and address sk(i)lls needs.
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Such partnersh(i)ps can (i)ncrease knowledge exchange, (i)mprove the qual(i)ty and effect(i)veness of tra(i)n(i)ng. In the longer-term qual(i)ty apprent(i)cesh(i)p programmes can also:

Increase product(i)v(i)ty;
Lower the cost of recru(i)tment; and
Enhance employee retent(i)on.²⁸

PES can work together w(i)th other publ(i)c author(i)t(i)es (such as local educat(i)on author(i)t(i)es); enterpr(i)se’ assoc(i)at(i)ons; VET (i)nst(i)tut(i)ons and soc(i)al partners to develop and promote qual(i)ty apprent(i)cesh(i)p
programmes. For example, the PES can have a key role (i)n adv(i)s(i)ng young people that apprent(i)cesh(i)ps are a valuable career path and PES can broker the match(i)ng (or recru(i)tment) process. In many countr(i)es across Europe and further af(i)eld, comm(i)ttees are establ(i)shed to d(i)scuss d(i)fferent aspects of pol(i)cy des(i)gn and the (i)mplementat(i)on of VET tra(i)n(i)ng, (i)nclud(i)ng apprent(i)cesh(i)ps. These tr(i)part(i)te comm(i)ttees can (i)nclude stakeholders such as:

Trade un(i)ons;
Employers’ assoc(i)at(i)ons;
VET tra(i)n(i)ng centres (or assoc(i)at(i)ons);
Qual(i)f(i)cat(i)on bod(i)es;
Government representat(i)ves; and
PES ((i)n some cases).²⁹

Case Study 26. Establ(i)shment of youth employment partnersh(i)p: Khanty-Mans(i) Reg(i)on, Russ(i)an Federat(i)on

A partnersh(i)p to address youth unemployment (i)ssues was establ(i)shed (i)n 2016 (i)n the Khanty-Mans(i) reg(i)on of the Russ(i)an Federat(i)on. Th(i)s was establ(i)shed (i)n the form of the Coord(i)nat(i)on Counc(i)l
for the Promot(i)on of the Employment of Young People. Under the adm(i)n(i)strat(i)on of the c(i)ty of N(i)zhnevartovsk, the Counc(i)l cons(i)sts of representat(i)ves from:

The c(i)ty adm(i)n(i)strat(i)on
Local employers
Local workers’ assoc(i)at(i)ons
Local PES
The Duma (lower house) of the c(i)ty
Educat(i)on and vocat(i)onal tra(i)n(i)ng (i)nst(i)tut(i)ons
Local chamber of commerce
Small and med(i)um enterpr(i)se organ(i)sat(i)ons
Entrepreneursh(i)p support fund

The Coord(i)nat(i)on Counc(i)l’s a(i)m (i)s to ensure that there are coord(i)nated act(i)ons by, and between, d(i)fferent actors regard(i)ng youth employment (i)ssues. It meets at least once every s(i)x months. To date, (i)t has undertaken act(i)v(i)t(i)es that (i)nclude fac(i)l(i)tat(i)on (i)nteract(i)ons between d(i)fferent representat(i)ves ((i)nclud(i)ng local government) and develop(i)ng a set of recommendat(i)ons for employers on youth employment (i)ssues. The Coord(i)nat(i)on Counc(i)l has also created the foundat(i)ons for (i)nternsh(i)p programmes for graduates and students, coord(i)nated employment of new graduates between educat(i)on (i)nst(i)tut(i)ons, local employment centre, c(i)ty adm(i)n(i)strat(i)on and employers.

The youth partnersh(i)p was supported by the ILO project ‘Partnersh(i)ps for Youth Employment (i)n the CIS’, Phase I (2013–2017). The Project was funded by LUKOIL, a Russ(i)an o(i)l company.

Soc(i)al d(i)alogue (i)s an (i)mportant aspect of develop(i)ng h(i)gh qual(i)ty apprent(i)cesh(i)p tra(i)n(i)ng systems. Ideally, soc(i)al d(i)alogue should be (i)n place at a nat(i)onal and sector level so that programmes can be (i)n l(i)ne w(i)th sector demands and nat(i)onal pol(i)c(i)es. However, ensur(i)ng that the v(i)ews of employers and trade un(i)ons are (i)ncorporated (i)n the development of apprent(i)cesh(i)p programmes (i)s an (i)ssue (i)n some countr(i)es. A poss(i)ble solut(i)on (i)s to develop appropr(i)ate (i)nst(i)tut(i)onal frameworks that promote soc(i)al d(i)alogue. Th(i)s can (i)nclude formal agreements between organ(i)sat(i)ons that lay down the foundat(i)ons for such d(i)alogue and exchange.³⁰

Case Study 27. Promot(i)ng qual(i)ty apprent(i)cesh(i)ps for young people: Innovat(i)ve approaches

The global (i)n(i)t(i)at(i)ve for decent work for youth has (i)dent(i)f(i)ed f(i)ve (i)nnovat(i)ve approaches³¹ to promot(i)ng qual(i)ty apprent(i)cesh(i)ps:

Foster(i)ng the development of transversal and transferable sk(i)lls across occupat(i)ons and sectors by:
- comb(i)n(i)ng techn(i)cal sk(i)lls w(i)th soft (core work), entrepreneur(i)al and d(i)g(i)tal sk(i)lls; and
- (i)ncent(i)v(i)s(i)ng the mob(i)l(i)ty/rotat(i)on of apprent(i)ces across d(i)fferent compan(i)es.
Improv(i)ng the qual(i)ty and respons(i)veness of tra(i)ner–apprent(i)ce (i)nteract(i)ons through d(i)g(i)tal technolog(i)es. ICT (i)s enabl(i)ng (i)nstantaneous (i)nteract(i)on and feedback us(i)ng technology-enabled appl(i)cat(i)ons for on-the-job tra(i)n(i)ng. Furthermore, ICT (i)s foster(i)ng the part(i)c(i)pat(i)on of d(i)sabled young people (i)n qual(i)ty apprent(i)cesh(i)p schemes.
Enhanc(i)ng careers adv(i)ce and counsell(i)ng serv(i)ces through collaborat(i)on between tra(i)n(i)ng prov(i)ders, employment serv(i)ces and compan(i)es.
Mak(i)ng apprent(i)cesh(i)ps more affordable by (i)ntegrat(i)ng learn(i)ng fac(i)l(i)t(i)es and del(i)very (i)n the workplace. In add(i)t(i)on to reduc(i)ng the cost of tra(i)n(i)ng, th(i)s (i)s (i)mprov(i)ng (i)ts qual(i)ty and labour market relevance wh(i)le enhanc(i)ng occupat(i)onal safety among young apprent(i)ces.
Exper(i)ment(i)ng w(i)th d(i)fferent f(i)nanc(i)ng mechan(i)sms. Us(i)ng mechan(i)sms long establ(i)shed for publ(i)c techn(i)cal and vocat(i)onal educat(i)on and tra(i)n(i)ng, such as levy systems and publ(i)c and pr(i)vate f(i)nanc(i)ng, some countr(i)es have found solut(i)ons to make qual(i)ty apprent(i)cesh(i)ps more affordable for governments and enterpr(i)ses.

Box 43. Strateg(i)c partnersh(i)ps:

Below (i)s a checkl(i)st of the key features that should be (i)ncluded (i)n develop(i)ng strateg(i)c partnersh(i)ps and establ(i)sh(i)ng tr(i)part(i)te and soc(i)al d(i)alogue arrangements:

A comprehens(i)ve database of potent(i)al partners
Key stakeholders add(i)ng the most value to (re)(i)ntegrat(i)on act(i)v(i)t(i)es have been (i)dent(i)f(i)ed
PES are explor(i)ng the scope to (i)ncrease effect(i)veness through ut(i)l(i)s(i)ng soc(i)al d(i)alogue and tr(i)part(i)sm
Spec(i)f(i)c resources are ava(i)lable to manage partnersh(i)ps, e.g. through ded(i)cated external relat(i)ons teams or (i)nd(i)v(i)dual staff
Mechan(i)sms are (i)n place for (i)nformat(i)on exchange w(i)th partners
There (i)s a summary serv(i)ces l(i)st wh(i)ch can be (i)mproved through del(i)very partnersh(i)ps
PES are cons(i)der(i)ng the value of shar(i)ng mutual (i)nformat(i)on w(i)th partner organ(i)sat(i)ons to establ(i)sh mutual benef(i)ts
There are opportun(i)t(i)es for partners to (i)nput to development of PES pol(i)cy and strateg(i)es
Systems are (i)n place for partners to prov(i)de feedback on the del(i)very of PES serv(i)ces

Box 44. Quest(i)ons for self-reflect(i)on

Use the quest(i)ons below to th(i)nk about the steps your PES need to take to develop strateg(i)c partnersh(i)ps and to bu(i)ld the cond(i)t(i)ons for tr(i)part(i)te and soc(i)al d(i)alogue:

What systems do you have to assess the benef(i)ts of work(i)ng (i)n partnersh(i)ps w(i)th spec(i)f(i)c stakeholder organ(i)sat(i)ons? Can these be (i)mproved?
What opportun(i)ty do partners have to (i)nput to the development of PES pol(i)c(i)es and strateg(i)es?
Is your current range of partners suff(i)c(i)ent to prov(i)de stakeholder feedback on all areas of PES act(i)v(i)ty? Why (i)s th(i)s? If not, how can you broaden th(i)s to engage w(i)th other organ(i)sat(i)ons?
How can you (i)mprove soc(i)al d(i)alogue and tr(i)part(i)sm structures to ra(i)se the prof(i)le of the PES and (i)ncrease (i)ts (i)mpact on susta(i)nable employment?

^ European Comm(i)ss(i)on (2018) ‘Commun(i)cat(i)on and (re-) brand(i)ng toolk(i)t for employment serv(i)ces’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=20004&langId=en)
^ European Comm(i)ss(i)on (2013) ‘Successful partnersh(i)ps (i)n del(i)ver(i)ng publ(i)c employment serv(i)ces’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=14096&langId=en)
^ Ib(i)d.
^ ILO (2013) ‘Nat(i)onal tr(i)part(i)te soc(i)al d(i)alogue: An ILO gu(i)de for (i)mproved governance’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-ed_d(i)alogue/~~-d(i)alogue/documents/publ(i)cat(i)on/wcms_231193.pdf)
^ ILO (2013) ‘Nat(i)onal tr(i)part(i)te soc(i)al d(i)alogue: An ILO gu(i)de for (i)mproved governance’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-ed_d(i)alogue/~~-d(i)alogue/documents/publ(i)cat(i)on/wcms_231193.pdf)
^ Ib(i)d.
^ ILO (2017) ‘Towards pol(i)c(i)es tackl(i)ng the current youth employment challenges (i)n Eas tern Europe and Central As(i)a’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-europe/~~-ro-geneva/~~-sro-moscow/documents/publ(i)cat(i)on/wcms_575550.pdf)~~
^ InterAmer(i)can Development Bank (IDB), the World Assoc(i)at(i)on of Publ(i)c Employment Serv(i)ces (WAPES) and the Local Econom(i)c and
Employment Development Programme of the Organ(i)zat(i)on for Econom(i)c Co-operat(i)on and Development (LEED/OECD) (2015) (https://www.sk(i)llsforemployment.org/edmsp1/(i)dcplg?IdcServ(i)ce=GET_FILE&dID=350665&dDocName=WCMSTEST4_171855&allowInterrupt=1)
^ https://www.oecd.org/cfe/leed/promot(i)nggreaterflex(i)b(i)l(i)ty(i)nlabourmarketpol(i)cy.htm
^ European Comm(i)ss(i)on (2013) ‘Successful partnersh(i)ps (i)n del(i)ver(i)ng publ(i)c employment serv(i)ces’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=14096&langId=en)
^ ILO (2019) ‘F(i)fth meet(i)ng of the SRM Themat(i)c Work(i)ng Group (23-27 September 2019). Techn(i)cal Note 1: Instrument
concern(i)ng unemployment pol(i)cy and serv(i)ces’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-ed_norm/~~-normes/documents/gener(i)cdocument/wcms_715383.pdf) and ILO (2019) ‘F(i)fth meet(i)ng of the SRM Themat(i)c Work(i)ng Group (23–27 September 2019). Overv(i)ew document: Background (i)nformat(i)on for the rev(i)ew of (i)nstruments concern(i)ng employment pol(i)cy and promot(i)on’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-ed_norm/~~-normes/documents/gener(i)cdocument/wcms_715382.pdf)
^ European Comm(i)ss(i)on (2018) ‘Commun(i)cat(i)on and (re-)brand(i)ng toolk(i)t for employment serv(i)ces’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=20004&langId=en)
^ ILO (2019) ‘Work for a br(i)ghter future – Global Comm(i)ss(i)on on the Future of Work’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-dgreports/~~-cab(i)net/documents/publ(i)cat(i)on/wcms_662410.pdf)
^ https://www.(i)lo.org/dyn/normlex/en/f?p=NORMLEXPUB:55:0::NO::P55_TYPE,P55_LANG,P55_DOCUMENT,P55_NODE:REC,en,R083,%2FDocument
^ ILO (2017) ‘Towards pol(i)c(i)es tackl(i)ng the current youth employment challenges (i)n Eas tern Europe and Central As(i)a’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-europe/~~-ro-geneva/~~-sro-moscow/documents/publ(i)cat(i)on/wcms_575550.pdf)~~
^ ILO (2007) ‘Gu(i)de to pr(i)vate employment agenc(i)es: regulat(i)on, mon(i)tor(i)ng and enforcement’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-ed_norm/~~-declarat(i)on/documents/(i)nstruct(i)onalmater(i)al/wcms_083275.pdf)
^ ILO (2017) ‘Towards pol(i)c(i)es tackl(i)ng the current youth employment challenges (i)n Eas tern Europe and Central As(i)a’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-europe/~~-ro-geneva/~~-sro-moscow/documents/publ(i)cat(i)on/wcms_575550.pdf)~~
^ ILO (2019) ‘F(i)nal Report: Local Employment Partnersh(i)p (i)n Bosn(i)a and Herzegov(i)na’ (for more (i)nformat(i)on about the project
see: https://www.(i)lo.org/budapest/what-we-do/projects/WCMS_478081/lang~~en/(i)ndex.htm)~~
^ https://www.decentjobsforyouth.org/
^ ILO (2018) ILO br(i)efs on Employment Serv(i)ces and ALMPs. Issue No. 1 ‘Publ(i)c employment serv(i)ces: Jo(i)ned-up serv(i)ces for people fac(i)ng labour market d(i)sadvantage’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-ed_emp/documents/publ(i)cat(i)on/wcms_632629.pdf)~~
^ Ib(i)d.
^ Ib(i)d.
^ European Comm(i)ss(i)on (2018) ‘Integrat(i)ng serv(i)ces to support the labour market (i)ntegrat(i)on of m(i)n(i)mum (i)ncome rec(i)p(i)ents:
Pract(i)t(i)oners’ checkl(i)s t’ (https://ec.europa.eu/soc(i)al/ma(i)n.jsp?catId=738&langId=en&pubId=8147&furtherPubs=yes)
^ European Un(i)on (2017) ‘Wh(i)te Paper 1: Tackl(i)ng long-term unemployment: The role of (i)ntegrated serv(i)ces’ (https://ec.europa.eu/esf/transnat(i)onal(i)ty/content/wh(i)te-paper-1-tackl(i)ng-long-term-unemployment-role-(i)ntegrated-serv(i)ces)
^ InterAmer(i)can Development Bank (IDB), the World Assoc(i)at(i)on of Publ(i)c Employment Serv(i)ces (WAPES) and the
Local Econom(i)c and Employment Development Programme of the Organ(i)zat(i)on for Econom(i)c Co-operat(i)on
and Development (LEED/OECD) (2015) (https://www.sk(i)llsforemployment.org/edmsp1/(i)dcplg?IdcServ(i)ce=GET_FILE&dID=350665&dDocName=WCMSTEST4_171855&allowInterrupt=1)
^ Ib(i)d.
^ Ib(i)d.
^ ILO (2017) ‘ILO Toolk(i)t for Qual(i)ty Apprent(i)cesh(i)ps Volume 1: Gu(i)de for Pol(i)cy Makers’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-ed_emp/~~-(i)fp_sk(i)lls/documents/publ(i)cat(i)on/wcms_607466.pdf)
^ Ib(i)d.
^ ILO (2017) ‘ILO Toolk(i)t for Qual(i)ty Apprent(i)cesh(i)ps Volume 1: Gu(i)de for Pol(i)cy Makers’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/~~-ed_emp/~~-(i)fp_sk(i)lls/documents/publ(i)cat(i)on/wcms_607466.pdf)
^ https://www.decentjobsforyouth.org/wordpress/wp-content/uploads/2017/08/Themat(i)c-Plan-2-Qual(i)ty-Apprent(i)cesh(i)ps.pdf