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Abstract In Australia, 9.4% of young people aged 15–24 are unemployed, more than double the national rate. The national employment services system in Australia has, however, not successfully tackled this issue. While some wraparound programs have been implemented to better address young people's needs, most are designed to find young people any job rather than being tailored towards a specific career. Despite governments encouraging solutions that involve cross‐sector collaboration with private businesses, the potential of industry‐specific solutions has been less well‐explored. Addressing this gap, this paper presents an in‐depth case study of how one major Australian construction company has implemented an industry‐specific collaborative wraparound program to address youth unemployment, called the Connectivity Centre model (CCM). The paper discusses the features of this model that make it distinctive compared to other programs supporting young people's employment. It also discusses how the policy context of social procurement (policies generating social value through procurement processes) and cross‐sector collaboration incentivise the model. The policy implications are explored, highlighting how models like the CCM offer a complementary alternative to other unemployment supports available to young jobseekers in Australia. Points for practitioners Social procurement policies incentivise private companies’ involvement in youth unemployment programs, including utilising their cross‐sector networks. Private companies’ involvement enables youth unemployment programs that reflect the same benefits as wraparound programs in intensive/personalised support while providing more industry specificity. This set of characteristics is unique and complementary within Australia's youth unemployment support landscape.
Meltzer et al. (Wed,) studied this question.