Common use of Programmatic Components Clause in Contracts

Programmatic Components. Through the first two years of implementation, the YED team has identified a number of key lessons learned that have influenced the program’s implementation strategy. These include the following:  Effective and quality stakeholder engagement in general, and private sector engagement in particular, is a labor intensive process that requires patience and persistence without always providing direct and visible results, although it does prove to validate and build local ownership of projects.  Capacity strengthening for partner ▇▇▇▇ is more effective when workshops are supplemented with tailored coaching and opportunities for YSI partners to apply the concepts taught in the group training sessions.  Sustainable gains in strengthening partners’ capacities are hampered by high turnover rates within the YSIs. IYF will work to try to engage governing boards and senior staff to ▇▇▇▇▇▇ support for CSP participation and will encourage trainees to share the CSP materials and resources with other staff within their organization to support sustainable development.  YSIs need materials and curricula to provide quality training for youth in employability, entrepreneurship, service learning, and life skills.  Service learning as a tool to build youth employability and entrepreneurship skills is not a well-developed concept in Palestine and requires significant investment to pilot projects and identify best practices and lessons learned to develop it.  Experiential learning opportunities such as internships, youth-led community service initiatives, and new business incubation require extensive development and support from strategic partnerships to ensure participants achieve the maximum benefit.  Ongoing economic challenges on a national level increase unemployment in general and among youth in particular, reduce the number of job and internship opportunities available to YED beneficiaries, as well as the ability of private sector companies to provide leverage contributions to YSI partners’ projects. At the end of Year Two, ▇▇▇ organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, ▇▇▇ shared an initial implementation plan for FY 2013 and gathered feedback from the various stakeholders, to refine the work plan and to explore other areas of intervention that YED might consider in the future. Their feedback included the following observations and recommendations:  ▇▇▇ is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with ▇▇▇ helped the YSIs to consider new horizons and IYF should continue to support the work of the YSIs by providing materials and funding for activities.  Participants acknowledged the importance of ▇▇▇▇▇▇▇ and requested increasing the number of trained advisors and NGOs.  Importance of life skills and social entrepreneurship trainings were stressed.  Start career guidance, trainings, and internships at much earlier stages with school and university students. Internships in the governmental sector are encouraged but should be exempted from their share as they do not have the budget for interns.  Encourage the youth to identify good opportunities to create new companies involve mentors from the private sector.  Private sector engagement should be about more than corporate social responsibility; the focus should also be on the commercialization and calculation of returned benefits on the private sector. IYF can utilize other resources from the privates sector – not only financial. Institutionalizing the relationship with the private sector should be seen as a key component of YSIs’ development.  ▇▇▇▇ requested more cooperation amongst themselves in developing proposals.  Focus on results: the return on investment in development projects should be greater than the national employment rate.  Focus on skills development: youth who are well-prepared to join the job market are more likely to be recruited by the private sector. YSIs should serve the private sector’s needs by providing quality employees.  Focus on YSIs’ sustainability: support YSIs with long-term core funding. The duration of projects usually is short and allows very limited time for measuring long term impact.  Expand work with universities to improve the quality of education products. Life skills and career counseling should be integrated in the students’ curricula.  Universities should focus on specialties with more value added. Explore opportunities to establish partnerships between universities and the private sector to develop curricula that supports the needs of the labor market.  Consider supporting advocacy campaigns to motivate students and prepare them for the job market, and to address the fear of failure in new business creation.  In light of the changing circumstances in the country, partners requested the program be more responsive to emerging street and youth needs.  The program should work with YSIs to facilitate funding with fewer requirements.  USAID should be able to provide a timeframe for receiving vetting results for better planning purposes. Beneficiaries are sensitive about USAID funding, and USAID is advised to work on improving their image. Thus, during Year Three, ▇▇▇ will build on accomplishments and lessons learned from the first two years of implementation and the above mentioned feedback from key stakeholders to undertake the following activities under each YED component:  Under Component One, YED plans to complete workshop-based training for CSP II partners which started in Year Two, explore the potential for CSP III, and continue to support the development of CSP I partners implementing grants, as well as providing ongoing experiential learning opportunities for CSP I partners not implementing grants. IYF will also continue to develop strategic partnerships to leverage current investments.  Under Component Two, YED plans to award a series of new grants to support YSI partners to provide employability, entrepreneurship, service learning, and life skills training for Palestinian youth. In support of this training, YED will also explore the utility of providing YSIs access to a variety of curricula and training materials. Additionally, YED will work to expand and enhance the quality and availability of career guidance services for youth.  Under Component Three YED plans to facilitate applied learning opportunities, including internships, youth-led community service initiatives, and support for young entrepreneurs, as implemented by YED’s current YSI partners in complement to the training provided under Component Two. Additional details of planned activities under each Program Component are provided in the sections that follow.

Programmatic Components. Through The USAID-commissioned Youth Assessment for the first two years of implementationWest Bank and Gaza, the YED team has identified a number of key lessons learned that have influenced the program’s implementation strategy. These include the following:  Effective and quality stakeholder engagement in general, and private sector engagement in particular, is a labor intensive process that requires patience and persistence without always providing direct and visible results, although it does prove to validate and build local ownership of projects.  Capacity strengthening for partner together with ▇▇▇▇ ’s initial dialogues with stakeholders, provide clear evidence that young Palestinians would benefit greatly from opportunities with Youth Serving Institutions that can help them achieve their full potential. IYF has accordingly grounded program design on proven approaches and models to help these institutions best support young Palestinians in attaining the technical and behavioral skills they need to acquire decent jobs and secure productive livelihoods. In presenting programmatic activities to be undertaken in Year One, it is more effective when workshops important to note the clear linkages between each of YED’s three program component areas. Such linkages in turn help drive highly complementary and integrated activities under each of these components in this Work Plan. In summary, activities under each YED Component area will be focused as follows:  Under Component One of the program, YED will place strong emphasis on stakeholder engagement and capacity building which leads YSI to improve and expand their capacity to effectively engage and serve youth in employment, entrepreneurship and civic engagement programs. Initial stakeholder engagement efforts through February will connect YED with potential partners – including those that are supplemented positioned to receive “quick-win” sub-grants – with tailored coaching such engagement designed to yield valuable information about continued gaps in youth programming and opportunities how to best guide capacity building activities under this component. Thereafter, capacity building will be participatory, practical, and results-oriented and will be greatly enhanced by the observation and analysis of “quick win” sub-grant activities. The culmination of efforts under Component One will position YSIs to develop well designed activities that successfully support youth and are eligible for YSI partners YED subgrant funding. Furthermore, YSIs that are only interested in capacity strengthening and/or technical assistance will be provided with this support without having to apply the concepts taught in the group training sessionsreceive sub-grants.  Sustainable gains in strengthening partners’ capacities are hampered by high turnover rates within Building on these activities under Component One, Component Two of the YSIs. IYF program will work to try to engage governing boards support direct training programs and senior staff to ▇▇▇▇▇▇ support for CSP participation and will encourage trainees to share the CSP materials and resources with other staff within their organization to support sustainable development.  YSIs need materials and curricula to provide quality training for youth in employabilityactivities including sub-grants that enhance employment, entrepreneurship, service learningand civic engagement skills among young people. Within year one, a primary focus of activities under this component will be to ensure appropriate processes for both grant making related to short term “quick win” pilot projects and longer term employment and entrepreneurship programs are in place. We anticipate approximately 2-3 quick win subgrants will be identified for YED support by February, and life skillsthat 10 longer term subgrants, which present strong program designs based on capacity building activities, will be developed by the end of September 2011.  Service learning as a tool Finally, building on the capacity building provided in Component 1, and the well designed programs provided with subgrants under Component 2, Component 3 aims at providing youth with opportunities to build youth gain practical, hands-on experience in applying newly developed employability and entrepreneurship skills is not a well-developed concept in Palestine and requires significant investment to pilot projects and identify best practices and lessons learned to develop itskills.  Experiential learning opportunities such as internships, youth-led community service initiatives, and new business incubation require extensive development and support from strategic partnerships to ensure participants achieve the maximum benefit.  Ongoing economic challenges on a national level increase unemployment in general and among youth in particular, reduce the number of job and internship opportunities available to YED beneficiaries, as well as the ability of private sector companies to provide leverage contributions to YSI partners’ projects. At the end of Year Two, ▇▇▇ organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, ▇▇▇ shared an initial implementation plan for FY 2013 and gathered feedback from the various stakeholders, to refine the work plan and to explore other areas of intervention that YED might consider As detailed in the future. Their feedback included the following observations and recommendations:  ▇▇▇ is a real partnerlast section below, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with ▇▇▇ helped the YSIs to consider new horizons and IYF should continue to support the work of the YSIs by providing materials and funding for activities.  Participants acknowledged the importance of ▇▇▇▇▇▇▇ and requested increasing the number of trained advisors and NGOs.  Importance of life skills and social entrepreneurship trainings were stressed.  Start career guidance, trainings, and internships at much earlier stages with school and university students. Internships in the governmental sector are encouraged but should be exempted from their share as they do not have the budget for interns.  Encourage the youth to identify good opportunities to create new companies involve mentors from the private sector.  Private sector engagement should be about more than corporate social responsibility; the focus should also be on the commercialization and calculation of returned benefits on the private sector. IYF can utilize other resources from the privates sector – not only financial. Institutionalizing the relationship with the private sector should be seen as a key component of YSIs’ development.  ▇▇▇▇ requested more cooperation amongst themselves in developing proposals.  Focus on results: the return on investment in development projects should be greater than the national employment rate.  Focus on skills development: youth who are well-prepared to join the job market are more likely to be recruited by the private sector. YSIs should serve the private sector’s needs by providing quality employees.  Focus on YSIs’ sustainability: support YSIs with long-term core funding. The duration of projects usually is short and allows very limited time for measuring long term impact.  Expand work with universities to improve the quality of education products. Life skills and career counseling should be integrated in the students’ curricula.  Universities should focus on specialties with more value added. Explore opportunities to establish partnerships between universities and the private sector to develop curricula that supports the needs of the labor market.  Consider supporting advocacy campaigns to motivate students and prepare them for the job market, and to address the fear of failure in new business creation.  In light of the changing circumstances in the country, partners requested the program be more responsive to emerging street and youth needs.  The program should work with YSIs to facilitate funding with fewer requirements.  USAID should be able to provide a timeframe for receiving vetting results for better planning purposes. Beneficiaries are sensitive about USAID funding, and USAID is advised to work on improving their image. Thus, during Year Threeunder this component, ▇▇▇ will build on accomplishments initiate service learning activities through quick win and lessons learned from the first two years of implementation and the above mentioned feedback from key stakeholders to undertake the following activities under each YED component:  Under Component Onelonger term subgrants which will help youth improve their communities, YED plans to complete workshop-based training for CSP II partners which started in Year Two, explore the potential for CSP IIIinitiate new social enterprises, and continue to support build skills important for long term career success. Simultaneously, in concert with local partners, ▇▇▇ will analyze current approaches and spur the development of CSP I partners implementing grants, subgrant supported initiatives in the areas of career counseling as well as providing ongoing experiential learning opportunities for CSP I partners not implementing grantsinternship promotion and entrepreneurship. IYF Finally, under this component, ▇▇▇ will also continue examine and deploy approaches to develop strategic partnerships to leverage current investments.  Under Component Two, YED plans to award a series online engagement of new grants youth to support YSI partners practical learning and linkages to provide employability, entrepreneurship, service learning, and life skills training for Palestinian youth. In support of this training, YED will also explore the utility of providing YSIs access to a variety of curricula and training materials. Additionally, YED will work to expand and enhance the quality and availability of career guidance services for youth.  Under Component Three YED plans to facilitate applied learning opportunities, including internships, youth-led community service initiatives, and support for young entrepreneurs, as implemented by YED’s current YSI partners in complement to the training provided under Component Twojobs. Additional details of planned activities detail on each activity under each Program Component are is provided in the sections that follow. As noted above, Component One focuses on two primary activities. The first activity, a robust stakeholder engagement process, will help connect YED with potential partners, build excitement and local ownership for the program, and identify potential “quick win” activities for program support. It will also help in informing the contours of our second activity under this Component, a highly participatory and practical series of capacity building activities with local YSIs that result in well designed, longer term programs eligible for YED subgrant funding. Each of these activities is explained in greater detail below.

Programmatic Components. Through the first two years of implementation, the YED team has identified a number of key lessons learned that have influenced the program’s implementation strategy. These include the following:  Effective and quality stakeholder engagement in general, and private sector engagement in particular, is a labor intensive process that requires patience and persistence without always providing direct and visible results, although it does prove to validate and build local ownership of projects.  Capacity strengthening for partner ▇▇▇▇ is more effective when workshops are supplemented with tailored coaching and opportunities for YSI partners to apply the concepts taught in the group training sessions.  Sustainable gains in strengthening partners’ capacities are hampered by high turnover rates within the YSIs. IYF will work to try to engage governing boards and senior staff to ▇▇▇▇▇▇ support for CSP participation and will encourage trainees to share the CSP materials and resources with other staff within their organization to support sustainable development.  YSIs need materials and curricula to provide quality training for youth in employability, entrepreneurship, service learning, and life skills.  Service learning as a tool to build youth employability and entrepreneurship skills is not a well-developed concept in Palestine and requires significant investment to pilot projects and identify best practices and lessons learned to develop it.  Experiential learning opportunities such as internships, youth-led community service initiatives, and new business incubation require extensive development and support from strategic partnerships to ensure participants achieve the maximum benefit.  Ongoing economic challenges on a national level increase unemployment in general and among youth in particular, reduce the number of job and internship opportunities available to YED beneficiaries, as well as the ability of private sector companies to provide leverage contributions to YSI partners’ projects. At the end of During Year Two, ▇▇▇ organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, ▇▇▇ shared an initial implementation plan for FY 2013 and gathered feedback from the various stakeholders, to refine the work plan and to explore other areas of intervention that YED might consider in the future. Their feedback included the following observations and recommendations:  ▇▇▇ is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with ▇▇▇ helped the YSIs to consider new horizons and IYF should continue to support the work of the YSIs by providing materials and funding for activities.  Participants acknowledged the importance of ▇▇▇▇▇▇▇ and requested increasing the number of trained advisors and NGOs.  Importance of life skills and social entrepreneurship trainings were stressed.  Start career guidance, trainings, and internships at much earlier stages with school and university students. Internships in the governmental sector are encouraged but should be exempted from their share as they do not have the budget for interns.  Encourage the youth to identify good opportunities to create new companies involve mentors from the private sector.  Private sector engagement should be about more than corporate social responsibility; the focus should also be on the commercialization and calculation of returned benefits on the private sector. IYF can utilize other resources from the privates sector – not only financial. Institutionalizing the relationship with the private sector should be seen as a key component of YSIs’ development.  ▇▇▇▇ requested more cooperation amongst themselves in developing proposals.  Focus on results: the return on investment in development projects should be greater than the national employment rate.  Focus on skills development: youth who are well-prepared to join the job market are more likely to be recruited by the private sector. YSIs should serve the private sector’s needs by providing quality employees.  Focus on YSIs’ sustainability: support YSIs with long-term core funding. The duration of projects usually is short and allows very limited time for measuring long term impact.  Expand work with universities to improve the quality of education products. Life skills and career counseling should be integrated in the students’ curricula.  Universities should focus on specialties with more value added. Explore opportunities to establish partnerships between universities and the private sector to develop curricula that supports the needs of the labor market.  Consider supporting advocacy campaigns to motivate students and prepare them for the job market, and to address the fear of failure in new business creation.  In light of the changing circumstances in the country, partners requested the program be more responsive to emerging street and youth needs.  The program should work with YSIs to facilitate funding with fewer requirements.  USAID should be able to provide a timeframe for receiving vetting results for better planning purposes. Beneficiaries are sensitive about USAID funding, and USAID is advised to work on improving their image. Thus, during Year Three, ▇▇▇ will build on Year One accomplishments and lessons learned from the first two years of implementation and the above mentioned feedback from key stakeholders to undertake the following learned; activities under each YED component:  component will be focused as follows. • Under Component OneOne of the program, YED plans capacity strengthening will be offered to complete workshop-based training a second group of YSIs and universities, allowing additional partners to expand their capacity to engage and serve youth in employment, entrepreneurship and service learning programs effectively. However, given the reduced funding level available for CSP II partners which started in Year Two, explore CSP II will focus on YSIs that are most likely to contribute to achieving YED’s objectives. In addition, building on lessons learned from CSP I, the potential for format of CSP IIIII will place more emphasis on coaching and one-on-one support tailored to each YSI’s particular area of focus within employment and entrepreneurship, and continue in order to support the development of CSP I targeted interventions that will produce strong outcomes to create an even more effective learning process for YSIs. The YED team will also provide direct coaching and mentoring to the YSI partners implementing grants, as well as providing ongoing experiential learning opportunities for CSP I partners not implementing grantsgrant-funded activities. IYF will also continue to develop strategic partnerships to leverage current investments.  Under Component Two, YED plans to award a series of new grants to support YSI partners to provide employability, entrepreneurship, service learning, and life skills training for Palestinian youth. In support of this trainingFinally, YED will also explore continue outreach to stakeholders in an effort to establish new partnerships that can improve the utility quality, scale, and sustainability of providing YSIs access grant-funded activities through leverage contributions. • Building on activities initiated during the first year of implementation, Component Two will support new direct training programs and other activities for youth beneficiaries, including grants to a variety of curricula fund activities that will enhance their employability and training materialsentrepreneurial skills. AdditionallyIn Year Two, subject to available funding, we anticipate that the YED program will work through several YSI partners that have completed CSP I to implement up to four new grant-funded activities. • Finally, Component Three will work to expand provide Palestinian youth with practical opportunities to apply their newly-developed employability and enhance entrepreneurship skills. Under this component, ▇▇▇ will support initiatives in the quality and availability areas of career guidance counseling, internship promotion, and entrepreneurship that will be informed by targeted research initiatives designed to ensure such services for youth.  Under Component Three YED plans meet the needs of both youth and the private sector, and to facilitate applied learning opportunities, including internships, youth-led community service initiatives, the private sector’s full engagement and support for young entrepreneurs, as implemented by YED’s current YSI partners in complement to the training provided under Component Twosupport. Additional details of planned activities under each Program Component are provided in the sections that follow.

Programmatic Components. Through COMPONENT 1: EXPANDED CAPACITY OF YOUTH-SERVING ORGANIZATIONS 11 COMPONENT 2: ENHANCED EMPLOYMENT AND ENTREPRENEURSHIP EDUCATION 25 COMPONENT THREE: INCREASED ACCESS FOR YOUTH TO PRACTICAL ON-THE-JOB TRAINING 27 CROSS-CUTTING ACTIVITIES 32 The International Youth Foundation (IYF) is excited about the first two years opportunity to partner with the United States Agency for International Development (USAID) to design and lead the implementation of implementationa holistic youth development program to support and strengthen youth employability and entrepreneurship programs in West Bank and Gaza. In implementing this four-year, $15 million cooperative agreement, IYF will work closely with USAID and relevant counterparts across the public, private and civil society sectors as well as key donors to address workforce and livelihoods challenges faced by Palestinian youth. The Youth Entrepreneurship Development (YED) program will achieve its objectives by focusing on three key components:  Component 1: Capacity building to youth serving institutions  Component 2: Supporting employment and entrepreneurial education  Component 3: Provision of on-the-job training This Year One Work Plan for the YED program provides an overview of program activities that will serve as the foundation for overall program success. As noted in the USAID program description and ▇▇▇’s approved proposal, at the heart of year-one activities will be a robust stakeholder engagement and validation process – including young people, the private sector, government partners, key donor agencies, other relevant USAID implementers, local NGOs, and community-based organizations. This wide ranging engagement of project partners will help ▇▇▇▇▇▇ local ownership of the program and engage these partners to support long term improvements in Youth Serving Institutions (YSI) and the quality of the youth programs they undertake. This stakeholder engagement process will help the YED team in designing a series of capacity building activities with YSI to help them conceptualize, design and implement youth employability, entrepreneurship, and civic engagement activities that are both effective and sustainable. Such capacity building will be highly practical in nature, supporting participating institutions as they “learn by doing”. This learning will start as partners use refined programming strategies and tools introduced through IYF capacity building activities to design new youth programs in YED thematic areas. Areas for capacity building support include: (1) Successful approaches to job training and placement including assessing labor market demand and youth capabilities, developing integrated job training packages meeting minimum standards including in areas such as life skills, English skills and technical skills, as well career counseling, internship program design and job placement; (2) Effective entrepreneurship program design including assessments of entrepreneurial aptitude, business plan development, accessing financing, and coaching and mentoring of new businesses, and (3) Youth civic engagement models and approaches that support youth in identifying community needs, designing projects to address these needs, and supporting leadership and other skills for long term viability of youth-led projects and improved employment capabilities of participating youth. In turn, as participating institutions demonstrate strong capacity to implement newly designed programs in each of these areas, they will become eligible for YED sub-grants to execute upon their plans. IYF is also cognizant of the fact that many YSIs particularly the universities and colleges are interested in the capacity strengthening component of the YED program although they may not be as interested in receiving grants from the YED program. To address their specific needs and concerns, the YED team will also support these organizations and enable them to design and implement future employability and entrepreneurship programs with their own leveraged resources. Once these programs are launched, YED capacity building efforts will continue in ▇▇▇▇▇▇▇, supporting program partners by helping them ensure interventions maintain high quality standards, are positioned for expansion through leverage partners, and are well positioned for long term sustainability. Simultaneously, as a part of initial outreach activities to be undertaken through February, IYF will identify two to three pilot project opportunities that can be supported by YED and can be rapidly deployed through a flexible grant or contract mechanism. Such activities would be designed to both demonstrate the early success of YED in improving the livelihoods of young people and to support capacity building efforts in a highly practical way. In this respect, while building momentum around the program and showing what is possible through a new partnership focused approach, these “quick win” pilot programs will allow the YSIs that are engaged in capacity building trainings to observe, analyze, and learn from real activities in line with YED program objectives. Overall, activities undertaken by program partners will help young people transition into productive work—whether in the private sector, public sector, or in new start-up enterprises. Job trainings, placement and entrepreneurship programs will be designed as a result of discussions, consensus, feedback and coaching. They will simultaneously be guided by IYF minimum standards in each of these areas, customized to the specific needs of Palestinian youth and the contours of the Palestinian labor market. Included in job preparation activities will also be a series of civic engagement initiatives that allow young people to learn and employ practical skills that will help them be successful in the workplace, such as project planning, financial management, and team work, all while improving their local surroundings. Youth will be featured prominently in all activities as active participants in their own development, and YED supported programs will also use innovative technology platforms that help fully engage targeted youth. In presenting this Work Plan, it should also be noted that as of the submission date, ▇▇▇ has identified a number of key lessons learned accomplished several significant milestones articulated below that have influenced the program’s implementation strategywill be built upon in year one activities. These include the following:  Effective and quality stakeholder engagement in generalAll three key personnel – Chief of Party, Senior Technical Manager, and private sector engagement in particular, is a labor intensive process that requires patience and persistence without always providing direct and visible results, although it does prove to validate and build Senior Manager for Sub-Grants Administration – along with the local ownership of projectsIYF Finance Officer have been hired.  Capacity strengthening for partner ▇▇▇▇ is more effective when workshops are supplemented with tailored coaching and opportunities has also started a competitive recruitment process for YSI partners all remaining staffing positions to apply the concepts taught in the group training sessionsbring our program up to full implementation capacity.  Sustainable gains in strengthening partners’ capacities are hampered by high turnover rates within the YSIs. IYF will work to try to engage governing boards and senior staff to ▇▇▇▇▇▇ support for CSP participation and will encourage trainees to share the CSP materials and resources with other staff within their organization to support sustainable development.  YSIs need materials and curricula to provide quality training for youth in employability, entrepreneurship, service learning, and life skills.  Service learning as a tool to build youth employability and entrepreneurship skills is not a well-developed concept in Palestine and requires significant investment to pilot projects and identify best practices and lessons learned to develop it.  Experiential learning opportunities such as internships, youth-led community service initiatives, and new business incubation require extensive development and support from strategic partnerships to ensure participants achieve the maximum benefit.  Ongoing economic challenges on a national level increase unemployment in general and among youth in particular, reduce the number of job and internship opportunities available to YED beneficiaries, as well as the ability of private sector companies to provide leverage contributions to YSI partners’ projects. At the end of Year TwoIn early November, ▇▇▇ organized a meeting submitted an initial three-month summary work plan covering the period of October 1 – December 31, 2010 to provide USAID with 17 individuals representing NGOsan overview of our major priorities during the first 12 weeks of the program. This Work Plan builds on the initial activities outlined in that overview.  As part of the initial stakeholder consultation process, universitiesIYF has met with approximately 20 YSI operating in and around Ramallah and Jerusalem, private sector companies, USAID implementing partners, including Ruwwad and USAID representativesYDRC staff. At this meeting, ▇▇▇ shared an initial implementation plan for FY 2013 and gathered feedback from has also met with most of the various stakeholders, to refine the work plan and relevant USAID technical offices to explore program synergies, including the Democracy & Governance, Private Enterprise, and Health offices.  IYF has had post-launch orientation meetings with USAID to learn more about important approvals, compliance issues, VAT, reporting requirements, vetting, and other areas significant aspects of intervention that YED might consider operating a USAID program in the futureWest Bank and Gaza. Their feedback included  IYF has initiated the following observations process for registration with the Palestinian Authority, leased office space and recommendations: initiated renovations to ensure it is fully functional for our needs.  ▇▇▇ submitted the YED M&E plan on November 30, 2010 which provides specific indicators, units of measurement and targets to assess progress toward overall program objectives.  Finally, and as reflected in this Year One Work Plan, IYF has significantly benefited from broad consultation with the program’s AOTR and Education office to discuss program objectives, best align the design of activities with the Mission’s strategic interests, and otherwise position the program for success. Building on this progress, the following sections of the Work Plan help detail specific activities in each of the following areas from the period October 1, 2010 – September 30, 2011: I. Section I provides a brief overview of program outcomes and objectives as outlined in the program’s Results Framework. II. Section II outlines specific operational assumptions that have been made in the formulation of this Work Plan that will be important factors in program success. III. Section III describes the specific activities and milestones related to the operational start up of the program in this first year. IV. Section IV describes the specific activities and milestones, divided by the program’s three components, in the first year of implementation as well as an indication of what is to come in year two through four activities. V. Section V provides an implementation timeline for the completion of major year one deliverables and milestones. Finally, we have not included a budget with this year workplan given the original proposal budget with annual budget breakdowns was only recently approved and still holds generally valid. Following is a real partnertable summarizing the program’s goal, adds value through implemented interventionsobjectives, being responsive to YSIs needsintermediate results, and introducing many new tools to the practice. Working with ▇▇▇ helped the YSIs to consider new horizons activities: YED Program Goal To prepare young Palestinian men and IYF should continue to support the work of the YSIs by providing materials and funding for activities.  Participants acknowledged the importance of ▇▇▇▇▇▇▇ and requested increasing the number of trained advisors and NGOs.  Importance of life skills and social entrepreneurship trainings were stressed.  Start career guidance, trainings, and internships at much earlier stages with school and university students. Internships in the governmental sector are encouraged but should be exempted from their share as they do not have the budget for interns.  Encourage the youth to identify good opportunities to create new companies involve mentors from the private sector.  Private sector engagement should be about more than corporate social responsibility; the focus should also be on the commercialization and calculation of returned benefits on the private sector. IYF can utilize other resources from the privates sector – not only financial. Institutionalizing the relationship with the private sector should be seen as a key component of YSIs’ development.  ▇▇▇▇ requested more cooperation amongst themselves in developing proposals.  Focus on results: the return on investment in development projects should be greater than the national employment rate.  Focus on skills development: youth who are well-prepared to join the job market are more likely to be recruited by the private sector. YSIs should serve the private sector’s needs by providing quality employees.  Focus on YSIs’ sustainability: support YSIs with long-term core funding. The duration of projects usually is short and allows very limited time for measuring long term impact.  Expand work with universities to improve the quality of education products. Life skills and career counseling should be integrated in the students’ curricula.  Universities should focus on specialties with more value added. Explore opportunities to establish partnerships between universities and the private sector to develop curricula that supports the needs of the labor market.  Consider supporting advocacy campaigns to motivate students and prepare them women for the job market, and provide them with the skills they need to address help find employment with the fear of failure in new business creation.  In light of the changing circumstances in the country, partners requested the program be more responsive public or private sector or to emerging street and youth needs.  The program should work with YSIs to facilitate funding with fewer requirements.  USAID should be able to provide a timeframe for receiving vetting results for better planning purposes. Beneficiaries are sensitive about USAID funding, and USAID is advised to work on improving start their image. Thus, during Year Three, ▇▇▇ will build on accomplishments and lessons learned from the first two years of implementation and the above mentioned feedback from key stakeholders to undertake the following activities under each YED component:  Under Component One, YED plans to complete workshop-based training for CSP II partners which started in Year Two, explore the potential for CSP III, and continue to support the development of CSP I partners implementing grants, as well as providing ongoing experiential learning opportunities for CSP I partners not implementing grants. IYF will also continue to develop strategic partnerships to leverage current investments.  Under Component Two, YED plans to award a series of new grants to support YSI partners to provide employability, entrepreneurship, service learning, and life skills training for Palestinian youth. In support of this training, YED will also explore the utility of providing YSIs access to a variety of curricula and training materials. Additionally, YED will work to expand and enhance the quality and availability of career guidance services for youth.  Under Component Three YED plans to facilitate applied learning opportunities, including internships, youth-led community service initiatives, and support for young entrepreneurs, as implemented by YED’s current YSI partners in complement to the training provided under Component Two. Additional details of planned activities under each Program Component are provided in the sections that followown enterprises.

Programmatic Components. YED’s performance management framework was originally structured under three Intermediate Results (IRs), each corresponding to one of YED’s three original project components: However, in line with the program’s mission, numerous discussions with USAID and partners, and building on lessons learned from implementing the project and the outcomes of YED’s midterm evaluation, YED will focus the activities in its final year of implementation to ensure it contributes directly to the following main Objective: Through this objective, YED will fulfill its desired legacy of developing stronger and more capable university partners that are endowed with the first skills needed to design and implement programs that empower Palestinian youth and build their skills through demand driven, industry-led training and other employability support services. As outlined below under each of the components, YED will achieve this objective by implementing a series of activities directly through its own team and through hiring external trainers or consults as needed. • Under Component 1, YED will provide targeted technical and program support up to five UCCs that will ultimately become capable of institutionalizing YED’s employability and entrepreneurship practices and programs within their strategic plans. YED’s support will include helping them develop strategic partnerships with the private sector to support their activities. • Under Component 2, YED will support up to five universities to enable them to directly provide quality employability, entrepreneurship training, and career guidance services for more than 900 of their students and alumni. In support of these trainings, YED will provide university staff the needed training and access to a variety of curricula and materials including Passport to Success®, BYB®, and I-Serve®, and will work in close collaboration with universities to monitor the quality of the training provided and their adherence to planned implementation schedules. • Under Component 3, YED will support the partner UCCs to facilitate applied learning opportunities, including internships and job fairs, and support for young entrepreneurs to complement the training provided under Component 2. In Year Six, YED will continue to view sustainability and scalability as its two years main guiding principles in fulfilling its legacy. YED will focus its efforts and limited resources available to support UCCs to become better equipped to design and implement quality and scalable programs that Palestinian youth need to build their skills through demand driven, industry-led training and other employability and entrepreneurship support services detailed in the following sections. In support of implementationits objective, YED will continue to facilitate networking between universities and key stakeholder groups, most notably the private sector to support their activities. It is worth noting that ▇▇▇ has selected the five university partners from the total of nine that the project supported previously based on their active engagement in the program including timely submission of career center strategic plans, their commitment to further strengthen their UCCs as demonstrated by allocating resources and dedicating personnel time to staff these centers, and limited resources available to YED team has identified a number during the upcoming year. Based on these factors, YED will give priority to support UCCs at the following universities: 1. Arab-American University – Jenin (AAUJ) 2. Bethlehem University (BU) 3. Palestine Ahliya University College (PAUC) 4. Palestine Polytechnic University (PPU) 5. Palestine Technical University - Khadoory (PTUK) The following sections of the Year Six work plan provide additional details on YED’s planned activities corresponding to each of the three component areas mentioned above. ACTIVITY ONE: STAKEHOLDER ENGAGEMENT One of the key lessons learned during the past five years of implementation is that have influenced the program’s implementation strategy. These include the following:  Effective effective and quality stakeholder engagement in general, and private sector engagement in particular, is a labor labor-intensive process that requires requiring patience and persistence without always providing direct that directly contributes towards facilitating access to quality employability services in a sustainable and visible resultsscalable manner. YED’s experience to date has confirmed the ongoing need for investment in this type of support; thus, although it does prove to validate and build local ownership of projects.  Capacity strengthening for partner ▇▇▇▇ is more effective when workshops are supplemented with tailored coaching and opportunities for YSI partners to apply the concepts taught in the group training sessions.  Sustainable gains in strengthening partners’ capacities are hampered by high turnover rates within the YSIs. IYF will work continue to try to engage governing boards and senior staff to ▇▇▇▇▇▇ support for CSP participation and will encourage trainees to share promote the CSP materials and resources with other staff within their organization to support sustainable development.  YSIs need materials and curricula to provide quality training for youth in employability, entrepreneurship, service learning, and life skills.  Service learning as a tool to build youth employability and entrepreneurship skills is not a well-developed concept in Palestine and requires significant investment to pilot projects and identify best practices and lessons learned to develop it.  Experiential learning opportunities such as internships, youth-led community service initiatives, and new business incubation require extensive development and support from of strategic partnerships with up to ensure participants achieve the maximum benefit.  Ongoing economic challenges on five UCCs through facilitating linkages with a national level increase unemployment in general and among youth in particular, reduce the number wider spectrum of job and internship opportunities available to YED beneficiaries, as well as the ability of private sector companies to provide leverage contributions to YSI partners’ projects. At the end of Year Two, ▇▇▇ organized a meeting with 17 individuals representing NGOs, universities, sectors including Palestinian private sector companies, USAID implementing partnerspublic sector institutions, and USAID representatives. At this meetingNGOs, ▇▇▇ shared an initial implementation plan for FY 2013 and gathered feedback from the various stakeholders, to refine the work plan and to explore other areas of intervention that YED might consider in the future. Their feedback included the following observations and recommendations:  ▇▇▇ is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with ▇▇▇ helped the YSIs to consider new horizons and IYF should continue to support the work of the YSIs by providing materials and funding for activities.  Participants acknowledged the importance of ▇▇▇▇▇▇▇ and requested increasing the number of trained advisors and NGOs.  Importance of life skills and social entrepreneurship trainings were stressed.  Start career guidance, trainingsCommerce, and internships at much earlier stages with school and university students. Internships in donors such as DFID, Belgium Technical Cooperation, the governmental sector are encouraged but should be exempted from their share as they do not have the budget for interns.  Encourage the youth to identify good opportunities to create new companies involve mentors from the private sector.  Private sector engagement should be about more than corporate social responsibility; the focus should also be on the commercialization and calculation of returned benefits on the private sector. IYF can utilize other resources from the privates sector – not only financial. Institutionalizing the relationship with the private sector should be seen as a key component of YSIs’ development.  ▇▇▇▇ requested more cooperation amongst themselves in developing proposals.  Focus on results: the return on investment in development projects should be greater than the national employment rate.  Focus on skills development: youth who are well-prepared to join the job market are more likely to be recruited by the private sector. YSIs should serve the private sector’s needs by providing quality employees.  Focus on YSIs’ sustainability: support YSIs with long-term core funding. The duration of projects usually is short and allows very limited time for measuring long term impact.  Expand work with universities to improve the quality of education products. Life skills and career counseling should be integrated in the students’ curricula.  Universities should focus on specialties with more value added. Explore opportunities to establish partnerships between universities and the private sector to develop curricula that supports the needs of the labor market.  Consider supporting advocacy campaigns to motivate students and prepare them for the job marketGIZ, Microsoft Foundation, and to address the fear of failure in new business creationother USAID funded projects with complementary activities.  In light of the changing circumstances in the country, partners requested the program be more responsive to emerging street and youth needs.  The program should work with YSIs to facilitate funding with fewer requirements.  USAID should be able to provide a timeframe for receiving vetting results for better planning purposes. Beneficiaries are sensitive about USAID funding, and USAID is advised to work on improving their image. Thus, during Year Three, ▇▇▇ will build on accomplishments and lessons learned from the first two years of implementation and the above mentioned feedback from key stakeholders to undertake the following activities under each YED component:  Under Component One, YED plans to complete workshop-based training for CSP II partners which started in Year Two, explore the potential for CSP III, and continue to support the development of CSP I partners implementing grants, as well as providing ongoing experiential learning opportunities for CSP I partners not implementing grants. IYF will also continue to develop strategic partnerships to leverage current investments.  Under Component Two, YED plans to award a series of new grants to support YSI partners to provide employability, entrepreneurship, service learning, and life skills training for Palestinian youthCooperation. In support of this trainingaddition, YED will also explore the utility of providing YSIs access opportunities to a variety of curricula share resources and training materials. Additionally, YED will work to expand and enhance the quality and availability of career guidance services for youth.  Under Component Three YED plans to facilitate applied learning opportunities, including internships, youthincrease coordination between donor-led community service initiatives, and support for young entrepreneurs, as implemented by YED’s current YSI partners in complement to the training provided under Component Two. Additional details of planned activities under each Program Component are provided in the sections that followsupported programs.