Youth Development Clause Samples

The Youth Development clause outlines the obligations and initiatives aimed at fostering the growth and advancement of young individuals within an organization or community. Typically, this clause may require the provision of training programs, mentorship opportunities, or educational resources specifically targeted at youth participants or employees. Its core practical function is to ensure that young people receive structured support and opportunities for personal and professional development, addressing the need for skill-building and future readiness among younger demographics.
Youth Development. A framework or concept that views young people as valuable members of 14 their communities rather than social problems or a population needing prescribed services. Youth 15 Development engages young people in developing the skills, attitudes, knowledge, and experiences to 16 prepare them to serve as active leaders in creating healthy, positive environments in their communities. 17
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Youth Development. A framework or concept that views young people as valuable members of 20 their communities rather than social problems or a population needing prescribed services. Youth 21 Development engages young people in developing the skills, attitudes, knowledge, and experiences to 22 prepare them to serve as active leaders in creating healthy, positive environments in their communities. 23 // 24 // 25 // 26 // 27 // 28 // 29 // 30 // 31 // 32 // 33 // 34 // 35 // 36 // 37 // 3 of 17 EXHIBIT A
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Youth Development. Young people’s assets and strengths should be at the forefront of all program options.
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Youth Development. Purposefully seeking to meet youth needs and build youth competencies relevant to enabling them to become successful adults. This positive development approach views youth as resources, builds on their strengths, and capabilities to develop within their own community. Youth development programs seek to build competencies in the following areas: physical, social, cognitive, vocational and moral.
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Youth Development. A framework or concept that views young people as valuable members of 20 their communities rather than social problems or a population needing prescribed services. Youth 21 Development engages young people in developing the skills, attitudes, knowledge, and experiences to 22 prepare them to serve as active leaders in creating healthy, positive environments in their communities. 23 // 24 // 25 // 26 // 27 // DocuSign Envelope ID: 83158627-2C41-4BA0-8CFF-99EE893ECDF9 DDooccuuSSiiggnn EEnnvveellooppee IIDD:: A83158627FBFABC-02-C64812-D4-B4AD01-68-CAFDF3-D9-94E5EE8F903DEECDD2F9EC3 28 // 29 // 30 // 31 // 32 // 33 // 34 // 35 // 36 // 37 // DocuSign Envelope ID: 83158627-2C41-4BA0-8CFF-99EE893ECDF9 DDooccuuSSiiggnn EEnnvveellooppee IIDD:: A83158627FBFABC-02-C64812-D4-B4AD01-68-CAFDF3-D9-94E5EE8F903DEECDD2F9EC3
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Youth Development. In A Winter’s Tale, ▇▇▇▇▇▇▇▇▇▇▇’s Shepherd laments: I would there were no age between sixteen and three-and-twenty, or that youth would sleep out the rest; for there is nothing in the between but getting wenches with child, wronging the ancientry, stealing, fighting. (2010 3.3.58-71, p.370) This sentiment evokes an understanding of youth development that can be traced, in social research, to the early work of ▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇ ▇▇▇▇ (1904). ▇▇▇▇ characterises adolescence as a phase of ‘some ancient storm and stress when old moorings were broken and a higher level attained’ (n/p). By the 1950s, research into youth development challenged this ‘storm and stress’ model, arguing that young people are typically governed by less violent passions and, in general, enjoy more positive relationships with their parents, are reasonably happy, and follow social norms and rules (▇▇▇▇▇▇▇ and ▇▇▇▇▇ 1957; Offer 1969; Offer 1975; ▇▇▇▇▇▇▇ 1978). Despite this, the picture of young people engaged in ‘wronging the ancientry’ has continued to influence the popular imagination (▇▇▇▇▇▇, 1999, 2006b).
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Related to Youth Development

  • Research and Development (i) Advice and assistance in relation to research and development of Party B; (ii) Advice and assistance in strategic planning; and

  • Skills Development The Company acknowledges the changing pace of technology in the electrical contracting industry and the need for employees to understand those changes and have the necessary skill requirements to keep the Company at the forefront of the industry. The Parties to this Agreement recognise that in order to increase the efficiency, productivity and competitiveness of the Company, a commitment to training and skill development is required. Accordingly, the parties commit themselves to: i) Developing a more highly skilled and flexible workforce. ii) Providing employees with career opportunities through appropriate training to acquire the additional skills as required by the Company. Taking into account; The current and future skill needs of the Company. The size, structure and nature of the Company. The need to develop vocational skills relevant to the Company and the Electrical Contracting Industry. Where, by agreement between the employee and employer, an employee undertakes training providing skills, which are not a company specific requirement, any time spent in the completion of this training shall be unpaid.

  • Staff Development As part of their induction, new staff will be made aware of this policy and will be asked to ensure compliance with its procedures at all times.

  • Job Development ‌ a. Does the district conduct or access job development services to expand job opportunities for TA and SNAP participants? Yes No If Yes, select how the district participates in job development activities. District staff contacts employers to solicit jobs for TA and SNAP Participants. Describe below how this is done, including number of staff, frequency of contacts, etc. Self Sufficiency Supervisory Staff members promote the hiring of Temporary Assistance clients through the use of the Transitional Employment Advancement Program (TEAP). MCDSS offers periodic job interviews with 60 - 75 TA recipients (concentrating on the Safety Net Singles) to fill vacant positions with companies who may participate with TEAP or OJT. Daily, job openings are received from area employers and reviewed by the Self Sufficiency staff for possible applicant matching. All jobs are posted in our waiting rooms, handed out at our front windows, given during recertification interviews or employment assessments for clients and applicants to review and submit applications to. To find additional employers, intranet searches of employment web sites, phone calls, cold calls, and mailings are made to employers in the area to explain the TEAP and OJT contracts along with information about Tax Incentives. Self Sufficiency staff also attend Job Fairs, as they arise to speak with employers and discuss the benefits of hiring a client currently on Public Assistance. Individuals that are eligible for TEAP or OJT are also given a TEAP brochure and OJT literature to use to advise potential employers that they are eligible for TEAP or OJT if they are hired. The Employment Coordinator receives notifications of job postings from various Monroe County vendors, we then try to match clients with these positions. MCDSS screens recipients for job skills matching current openings at an employer. MCDSS then schedules recipients to come to office and have a job interview here in the building. We assist with online application filing and interview preparation before the interview is conducted with the employer. MCDSS receives notifications of community job fairs and advises employable individuals to attend. MCDSS is able to have a sign in table at these events and are able to mentor individuals and offer support during the fair. District contracts or has an agreement with another agency to contact employers and solicit jobs for TA and/or SNAP participants. Describe below how this is done, including number of staff, frequency of contacts, etc. RochesterWorks, Inc. - There are 3 full-time staff dedicated to employer outreach on the RochesterWorks Business Services team. Outreach is done on a daily basis in a variety of ways such as through daily job posts on behalf of business, presentations to business/industry associations and groups like the local ▇▇▇▇▇▇▇▇ of Commerce, Pro-ROC (Professional Recruiters of Rochester) and other networks; one-on-one meetings at employers’ worksites, virtually, over the phone or via email; virtual and in-person recruitment events; and monthly business newsletters. RochesterWorks also engages employers referred by our local county Economic Development Department as well as the Department of Labor, to promote and connect job seekers with hiring companies. In addition to free job posting, recruitment events, and promotion, RochesterWorks offers work-based training grants in the form of On-the-Job Training (partial wage subsidy) and Transitional Jobs (fully subsidized). Career Systems currently refers Job Seekers from a number of programs to area job fairs. They will continue this and consider a referral to a job fair to be equivalent to a referral to potential employment; it will be a condition of continued eligibility for the program. They will facilitate, monitor and report this attendance and participation. Career Systems will also develop relationships with hiring agencies that will allow groups of participants to be interviews at the job site. Career Systems staff will facilitate, monitor and report attendance at these functions.

  • Joint Development If joint development is involved, the Recipient agrees to follow the latest edition of FTA Circular 7050.1, “Federal Transit Administration Guidance on Joint Development.”