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 XXXx 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 xxxxxx 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, XXX organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, XXX 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:  XXX is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with XXX 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 Xxxxxxx 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.  XXXx 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, XXX 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 Component 1: Expanded Capacity of Youth-serving Institutions 10 Component 2: Enhanced Employment and Entrepreneurship Education 15 Component Three: Increased access for youth to practical on-the-job training 26 Cross-cutting Activities 31 AGFUND Arab Gulf Programme for Development AIP Annual Implementation Plan AAUJ Arab-American University Jenin BYB Build Your Business curriculum CBO Community-based Organization CDCE-I Community Development and Continuing Education Institute CECD Center for Entrepreneurship and Career Development – PPU COP Chief of Party CSP Capacity Strengthening Process DfID Department for International Development - UK EU European Union FY Fiscal Year GIZ German Society for International Cooperation IR Intermediate Result IYF International Youth Foundation M&E Monitoring and Evaluation MENA Middle East and North Africa MOEHE Ministry of Education and Higher Education NGO Non-Governmental Organization PA Palestinian Authority PAUC Palestine Ahliya University College PMP Performance Monitoring Plan PICTI Palestine Information and Communications Technology Incubator PPU Palestine Polytechnic University RFA Request for Applications TOT Training of Trainers TVET Technical and Vocational Education and Training UNDP United Nations Development Program USAID United States Agency for International Development USD U.S. Dollar YAN YouthActionNetwork YDRC Youth Development Resource Center YED Youth Entrepreneurship Development program YSI Youth-Serving Institution This work plan for Year Four of the first two years Youth Entrepreneurship Development (YED) program outlines the implementation strategies planned to be undertaken between October 1, 2013 and September 30, 2014. The YED program was originally designed around three primary program components: expanded capacity of youth-serving organizations, enhanced employment and entrepreneurship education for Palestinian youth, and increased access for youth to practical on-the-job training opportunities. However, starting in the fourth year 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 XXXx 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 xxxxxx 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, XXX organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, XXX 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:  XXX is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with XXX 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 Xxxxxxx 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.  XXXx 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, XXX will build on accomplishments and lessons learned from through the first two three years of implementation implementation,1 and on the above mentioned feedback from key stakeholders to undertake outcomes of YED’s midterm evaluation,2 and will focus on developing programs that serve three main strategic objectives: Objective 1: Strengthen 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 capacity of career guidance units at local universities to enable them to carry out credible career guidance and counseling support for students and alumni. Objective 2: Expand career guidance services for youthto secondary school students through School to Career in collaboration with the Ministry of Education and Higher Education (MoEHE).  Under Component Three YED plans Objective 3: Support service provision to facilitate applied learning opportunitiesmarginalized and rural communities, including internships, youth-led community service initiatives, and support for young entrepreneurs, as implemented by YED’s current YSI partners in complement to meeting the training provided under Component Two. Additional details employability needs of planned activities under each Program Component are provided in the sections that followrural women.

Programmatic Components. Through COMPONENT 1: EXPANDED CAPACITY OF YOUTH-SERVING ORGANIZATIONS 12 COMPONENT 2: ENHANCED EMPLOYMENT AND ENTREPRENEURSHIP EDUCATION 20 COMPONENT THREE: INCREASED ACCESS FOR YOUTH TO PRACTICAL ON-THE-JOB TRAINING 32 CROSS-CUTTING ACTIVITIES 39 LIST OF ACRONYMS AGFUND Arab Gulf Programme for Development AIP Annual Implementation Plan ATC Anti-Terrorism Certification BYB Build Your Business curriculum CGI Clinton Global Initiative CECD Center for Entrepreneurship and Career Development – PPU COP Chief of Party CSP Capacity Strengthening Process DCA Dual-Client Assessment EOI Expression of Interest FY Fiscal Year GIZ German Society for International Cooperation ICI Investment Climate Improvement project IR Intermediate Result IYF International Youth Foundation M&E Monitoring and Evaluation MENA Middle East and North Africa MOE Ministry of Education MOU Memorandum of Understanding NGO Non-Governmental Organization PA Palestinian Authority PMP Performance Monitoring Plan PICTI Palestine Information and Communications Technology Incubator PPU Palestine Polytechnic University PTS Passport to Success RFA Request for Applications SL Service Learning SME Small and Medium Enterprise StC Save the Children STEP Support for Services and Training for Employment Participation - Xxxxxx UNDP United Nations Development Program USAID United States Agency for International Development USD U.S. Dollar WA Welfare Association YDRC Youth Development Resource Center YED Youth Entrepreneurship Development program YES Youth Employment Services program – Welfare Association YSI Youth-Serving Institution This work plan for Year Three of the Youth Entrepreneurship Development (YED) program outlines planned implementation strategies to be undertaken between October 1, 2012 and September 30, 2013. YED’s primary objective is to address the employability and entrepreneurship needs of Palestinian youth by strengthening the institutions that serve them. The main distinguishing feature of YED’s approach to youth development is a holistic, integrated, and consensus-building method to achieve the program’s main objectives. This approach views all of XXX’s work over the lifecycle of the four-year program as a collaborative capacity-strengthening effort designed to help targeted YSIs form strategic partnerships with the private sector and to deliver high quality, scalable employability, and entrepreneurship services to Palestinian youth between the ages of 14 and 29, focusing especially on marginalized youth. In accordance with this approach, YED’s grants and related technical support activities are seen as practical means to cultivate hands-on capacity development for partner youth-serving institutions (YSIs). During the first two years of implementation, the YED team has identified a number of key lessons learned that have influenced program achieved the program’s implementation strategy. These include the followingfollowing benchmarks:  Effective Awarded seven full-capacity grants to Palestinian YSIs to implement employability, entrepreneurship, and quality stakeholder engagement service learning projects; thereby providing training to more than 1500 Palestinian youth between the ages of 15 and29.  Undertook the capacity strengthening process with twenty partner XXXx to support their integration of YED’s Standards of Excellence into their youth employability, entrepreneurship, and service learning projects.  Supported 49 youth to find employment, 31 to participate in generalinternships, 21 to start new enterprises, and 120 to return to school; as well as facilitating job fair opportunities to 478 youth throughout the West Bank.  Organized a series of Consensus Building Dialogues between YSI partners and representatives of public 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 organizations to validate and build local ownership of projects.  Capacity strengthening for partner XXXx 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 xxxxxx 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 discuss best practices in employability, entrepreneurship, and service learninglearning programs in the Palestinian context.  Supported partner XXXx to develop strategic partnerships, which has resulted in more than $400,000 in cash and in-kind leverage for USAID’s YED funds.  Worked with YSI partners to strengthen their capacity to engage with private sector companies through consensus dialogues, training, coaching, and life skillsleverage.  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 The following Year Three Work Plan builds on these successes and lessons learned and utilizes feedback gathered from a variety of stakeholders on how to develop itmore effective strategies to strengthen partner YSIs’ capacity, in order to: 1) help additional Palestinian youth become more employable; 2) support them in starting their own businesses; and/or 3) become more effective in serving their communities, while also gaining tangible employability or entrepreneurship skills.  Experiential In Year Three, YED will continue the process initiated in Year Two to award up to five new grants to YSI partners, totaling up to USD $660,000 in funding and tentatively planned to fund two employability projects and three service learning projects (depending on the quality of projects proposed, YED may adjust the composition of these grants and/or allocate grants funding to other types of projects through a strategic funding pool that would be used to respond to meaningful opportunities such as internshipsthat would present themselves during the implementation phase). These grants will be awarded out of existing USAID funds obligated during FY 2012. In addition, youthat the end of FY 2012, YED was awarded $440,000 in basic education-led community earmarked funds to implement the School to Career curriculum developed by Save the Children in cooperation with the Ministry of Education. In Year Three, YED plans to award up to three additional grants for a total of $300,000 to YSI partners to implement the activities planned with these funds. If additional incremental funds are obligated in FY 2013, YED will consider awarding up to nine new grants, totaling up to $1.27 million in funding (including an extension of the two best performing service initiativeslearning grants). Based on YED’s targets and outputs to date, and activities planned with existing funds, YED would tentatively plan to use additional obligated funds to support up to three new business incubation require extensive development employability projects, one new entrepreneurship project, and three new service learning (SL) projects. In addition, YED would consider extending two promising service learning initiatives that will be funded out of existing obligated funds, which would leverage the fairly significant investment in project start-up that is inherent in SL activities. In addition to grants-making, YED will work in Year Three to strengthen the capacity of YSI partners to implement YED’s Standards of Excellence in youth programs. In Year Two, XXX worked with ten YSI partners through the first round of YED’s capacity strengthening process (CSP I), which culminated in the award of the four current full-capacity grants. The YED team will continue to work in close collaboration with current grantees to 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 quality implementation of job and internship opportunities available to YED beneficiariesactivities, as well as engaging CSP I partners not currently implementing grants, in the ability coming year. Additionally, YED started CSP with a second group of private sector companies YSIs during FY 2012, and plans to provide leverage contributions complete the workshops and one-on-one support for the CSP II organizations in the coming year. All current partners (CSP I and II) will have opportunities to YSI partners’ projectscompete for the planned grants outlined above. At In an effort to expand the scope and range of YSIs being served through YED, IYF issued an open solicitation at the end of FY 2012 to gauge the level of interest for a third round of CSP. The YED team will review all submissions and determine if there is sufficient demand; if so, initial stages of this work would start in the first quarter of FY 2013. Finally, YED will continue in Year TwoThree to support current partners’ implementation of the four existing grants to provide employability and entrepreneurship training and experiential learning opportunities for Palestinian youth. This continuous support includes tailored coaching and support on technical, financial, reporting and sustainability planning, offering partners an opportunity to apply the principles learned in the CSP workshops and coaching sessions. The following table summarizes YED’s program goal, objectives, intermediate results, and activities. Based on regular consultations, XXX organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, XXX 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:  XXX is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with XXX helped the YSIs to consider new horizons and IYF should believes XXX’s goals continue to support be valid and meaningful, especially given the work high rates of the YSIs by providing materials unemployment among youth in Palestine. YED Program Goal To prepare young Palestinian men and funding for activities.  Participants acknowledged the importance of Xxxxxxx 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.  XXXx 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, XXX 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. Through Component 1: Expanded Capacity of Youth-serving Organizations 11 Component 2: Enhanced Employment and Entrepreneurship Education 20 Component Three: Increased access for youth to practical on-the-job training 27 Cross-cutting Activities 33 AIP Annual Implementation Plan AOTR Agreement Officer’s Technical Representative ATC Anti-Terrorism Certification COP Chief of Party CSP Capacity Strengthening Process EDC Education Development Center EOI Expression of Interest FOG Fixed Obligation Xxxxx Xxx-MIS Geographic Management Information System GIZ German Society for International Cooperation HQ Headquarters IR Intermediate Result IYF International Youth Foundation M&E Monitoring and Evaluation MENA Middle East and North Africa NGO Non-Governmental Organization PA Palestinian Authority PMP Performance Monitoring Plan POs Program Officers PTS Passport to Success RFA Request for Applications STA Senior Technical Advisor TVET Technical and Vocational Education and Training U.S. United States UNDP United Nations Development Program USAID United States Agency for International Development USG United States Government YDRC Youth Development Resource Center YED Youth Entrepreneurship Development program YSI Youth-Serving Institution This Revised Year Two Work Plan for the USAID-funded Youth Entrepreneurship Development (YED) program outlines planned implementation strategies to be undertaken during the period from October 1, 2011 to September 30, 2012. The YED team submitted an earlier version of this work plan to USAID in July 2011, but funding issues delayed the approval of this document and it was revised in January 2012 to reflect the reduced funding level available for FY2012. YED’s primary objective is to contribute to addressing the employability and entrepreneurship needs of Palestinian youth through strengthening the institutions that serve them. The main distinguishing feature of the YED program’s approach to youth development is a holistic, integrated, and consensus-building method to achieving the project’s main objectives. This approach views all of XXX’s work over the lifecycle of the four-year program as a collaborative capacity-strengthening effort designed to help targeted YSIs deliver high quality, scalable employability and entrepreneurship services to Palestinian youth who are between 14-29 years of age, focusing especially on marginalized youth. In accordance with this approach, YED’s grants and related technical support are seen as practical, hands-on capacity development for partner YSIs; they are not an end unto themselves. During the first two years year of implementation, the YED team has identified a number program achieved the following benchmarks in strengthening the capacity of key lessons learned Palestinian Youth-serving Institutions (YSIs): • Awarded pilot grants to three YSIs to implement activities that have influenced trained more than 1,100 youth, supported 34 participants to find jobs, 24 to find internships and 6 youth to start their own business; • Successfully completed the programfirst round of the Capacity Strengthening Process (CSP I), strengthening the capacity of 23 individuals from 11 YSIs; • Provided technical support and feedback to ten YSIs participating in CSP I to develop proposals for new projects to receive grant funding from YED. These applications are being reviewed for potential development into full grant applications; and • Issued an Expression of Interest (EOI) open solicitation, and selected up to nine potential new YSIs from the 33 responses received, to participate in the second round of CSP (CSP II). This Year Two Work Plan builds on these successes, expanding the program to provide substantial financial and technical support to partner YSIs in order to help Palestinian youth become more employable, start their own businesses, and/or become more effective in serving their communities, while also gaining tangible employability or entrepreneurship skills. However, it is important to note that YED’s implementation strategy. These include the following:  Effective during FY12 is undertaken in a context of reduced and quality stakeholder engagement in general, uncertain funding; fewer staff hours 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 XXXx 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 xxxxxx support for CSP participation and will encourage trainees to share the CSP materials and resources with other staff within their organization reduced staffing available to support sustainable development.  YSIs need materials project activities; delays due to vetting requirements; 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, XXX organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, XXX shared without an initial approved implementation plan for FY 2013 the first quarter. These challenges limit YED’s ability to reach its previously-set annual targets and gathered feedback from force the various stakeholders, program to refine make hard decisions about the work plan number and to explore other areas type of intervention YSI partners that YED might consider will work with during the year. The YED team will work in close consultation with USAID to maximize the future. Their feedback included the following observations utility of available resources and recommendations:  XXX is a real partner, adds value through implemented interventions, being responsive produce tangible results that contribute to YSIs needs, and introducing many new tools to the practice. Working with XXX 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 Xxxxxxx 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 USAID’s priority areas within 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.  XXXx 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, XXX 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 four full capacity grants for approximately $500,000 in total value. This is a series of new significant reduction from the 14 grants, totaling $3.8 million, which were originally planned for this period. The organizations considered for potential awards include CSP I partners that responded to the EOI with a quality proposal. The YED program also plans to award fixed-obligation grants to support YSI partners (FOGs) 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 several YSIs to participate in complement to the training provided CSP II. A summary of planned grants for Year Two is illustrated in Table 4 under Component Two. Additional details In Year One, the YED team engaged in wide-ranging dialogue with representatives of planned the private sector, public sector, and other active NGOs, as well as USAID and its implementing partners, and other donors, to gather inputs and perspectives that informed further development and refinement of the YED program’s implementation strategy. In Year Two and throughout the program lifecycle, the Chief of Party (CoP) will continue to lead the team’s efforts to reach out to and consult with these groups, to seek feedback, cooperation, and/or leverage contributions from them. YED will also continue to support USAID in its efforts to develop and implement its forthcoming youth strategy. Furthermore, in Year One, XXX succeeded in engaging representatives of the private and public sector, as well as YSIs that are not direct beneficiaries of the program, in a constructive and mutually-beneficial manner. Companies such as PADICO Holding, Wataniya Mobile, Xxxxxx Group, and Paltel Telecommunications, as well as YSIs such as Welfare Association, have been regularly engaged through individual meetings and consensus dialogues, providing useful inputs and establishing the YED program’s model of collaboration. Throughout the program lifecycle, YED will continue to build upon these relationships in order to facilitate lasting partnerships that lead to leverage contributions and sustainable interventions. The June 2011 annual planning meeting held in Bethlehem convened an even broader stakeholder group, including private sector representatives, international NGOs, Palestinian YSIs and USAID, to discuss strategies and opportunities for the YED program. This work plan is a direct result of this active and wide engagement, as well as learning gleaned through YED’s experience implementing program activities under each Program Component are provided in the sections past year. Overall, the YED team’s capacity strengthening and technical assistance efforts aim to help partner XXXx deliver quality, sustainable services to youth during and beyond YED’s lifetime. YED’s Program Officers (POs) will build on experiences from Year One to continue to coach partner XXXx to improve their ability to develop and implement grant activities that followrespond to the YED Standards of Excellence that were agreed upon with partners in Year One (see Xxxxx A for a copy of these Standards of Excellence). In order to support YSI partners’ capacity to evaluate more effectively their success in reaching USAID-mandated objectives and assure quality program implementation, the YED M&E team will fully implement a comprehensive results monitoring program during FY2012. This will include fine-tuning and implementing a monitoring and evaluation system designed to provide quantitative and qualitative data on project successes, and to prepare information for the mid- term evaluation, which is planned for the first quarter of Year Three. Over the course of Year Two, the YED team will also continue to support a comprehensive communications program in order to increase transparency, understanding, and appreciation of USAID’ efforts among key audiences, as well as to enhance the capacity of partner XXXx to better communicate their goals, objectives, and results. Finally, YED will continue to monitor and review its staffing and management structure, and ability to operate under adverse conditions. This will include: review of staffing needs, careful monitoring of the budget, strengthened controls and adherence to cooperative agreement requirements, and planning meetings to improve coordination among our team members to provide support for the partner YSIs and the critical role they play in serving Palestinian youth. The following table summarizes YED’s program goal, objectives, intermediate results, and activities. Table 1: Summary of YED’s Program Goal, Objectives, Intermediate Results, and Activities

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 together with XXX’s initial dialogues with stakeholders, provide clear evidence 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 young Palestinians would benefit greatly from opportunities with Youth Serving Institutions 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 XXXx 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 YSIscan help them achieve their full potential. IYF will work has accordingly grounded program design on proven approaches and models to try help these institutions best support young Palestinians in attaining the technical and behavioral skills they need to engage governing boards acquire decent jobs and senior staff to xxxxxx support for CSP participation and will encourage trainees to share the CSP materials and resources with other staff within their organization to support sustainable developmentsecure productive livelihoods.  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, XXX organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, XXX 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:  XXX is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with XXX 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 Xxxxxxx 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.  XXXx 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 In presenting programmatic activities to be recruited by undertaken in Year One, it is important to note the private sectorclear linkages between each of YED’s three program component areas. YSIs should serve the private sector’s needs by providing quality employeesSuch linkages in turn help drive highly complementary and integrated activities under each of these components in this Work Plan.  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 marketIn summary, 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, XXX 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 componentComponent 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 positioned to receive “quick-win” sub-grants – with such engagement designed to yield valuable information about continued gaps in youth programming and 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 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 receive sub-grants.  Building on these activities under Component One, YED plans to complete workshopComponent Two of the program will support direct training programs and other activities including sub-based training for CSP II partners which started in Year Twogrants that enhance employment, explore the potential for CSP IIIentrepreneurship, and continue 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 that 10 longer term subgrants, which present strong program designs based on capacity building activities, will be developed by the end of September 2011.  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 gain practical, hands-on experience in applying newly developed employability and entrepreneurship skills. As detailed in the last section below, under this component, XXX will initiate service learning activities through quick win and longer term subgrants which will help youth improve their communities, initiate new social enterprises, and build skills important for long term career success. Simultaneously, in concert with local partners, XXX 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, XXX 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 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 XXX’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 xxxxxx 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 xxxxxxx, 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, XXX 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 Senior Manager for Sub-Grants Administration – along with the local IYF Finance Officer have been hired. XXX has also started a labor intensive competitive recruitment process that requires patience and persistence without always providing direct and visible results, although it does prove for all remaining staffing positions to validate and build local ownership of projectsbring our program up to full implementation capacity.  Capacity strengthening for partner XXXx is In early November, XXX submitted an initial three-month summary work plan covering the period of October 1 – December 31, 2010 to provide USAID with an 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, IYF has met with approximately 20 YSI operating in and around Ramallah and Jerusalem, including Ruwwad and YDRC staff. XXX has also met with most of the 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 effective when workshops are supplemented with tailored coaching about important approvals, compliance issues, VAT, reporting requirements, vetting, and opportunities for YSI partners to apply the concepts taught other significant aspects of operating a USAID program in the group training sessionsWest Bank and Gaza.  Sustainable gains in strengthening partners’ capacities are hampered by high turnover rates within IYF has initiated the YSIs. IYF will work process for registration with the Palestinian Authority, leased office space and initiated renovations to try to engage governing boards and senior staff to xxxxxx support ensure it is fully functional for CSP participation and will encourage trainees to share the CSP materials and resources with other staff within their organization to support sustainable developmentour needs.  YSIs need materials XXX submitted the YED M&E plan on November 30, 2010 which provides specific indicators, units of measurement and curricula targets to provide quality training for youth in employability, entrepreneurship, service learningassess progress toward overall program objectives.  Finally, and life skills.  Service learning as a tool reflected in this Year One Work Plan, IYF has significantly benefited from broad consultation with the program’s AOTR and Education office to build youth employability and entrepreneurship skills is not a well-developed concept in Palestine and requires significant investment to pilot projects and identify discuss program objectives, best practices and lessons learned to develop it.  Experiential learning opportunities such as internships, youth-led community service initiativesalign the design of activities with the Mission’s strategic interests, and new business incubation require extensive development 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 support from strategic partnerships 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 ensure participants achieve the maximum benefitoperational start up of the program in this first year. IV.  Ongoing economic challenges on a national level increase unemployment Section IV describes the specific activities and milestones, divided by the program’s three components, in general and among youth in particular, reduce the number first year of job and internship opportunities available to YED beneficiaries, 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 ability completion of private sector companies to provide leverage contributions to YSI partners’ projectsmajor year one deliverables and milestones. At Finally, we have not included a budget with this year workplan given the end of Year Twooriginal proposal budget with annual budget breakdowns was only recently approved and still holds generally valid. Following is a table summarizing the program’s goal, XXX organized a meeting with 17 individuals representing NGOsobjectives, universities, private sector companies, USAID implementing partnersintermediate results, and USAID representatives. At this meeting, XXX shared an initial implementation plan for FY 2013 activities: YED Program Goal To prepare young Palestinian men 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:  XXX is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with XXX 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 Xxxxxxx 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.  XXXx 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, XXX 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. Through the first two years YED’s performance management framework was originally structured under three Intermediate Results (IRs), each corresponding to one of implementationYED’s three original project components: However, the YED team has identified a number of key lessons learned that have influenced in line with the program’s implementation strategy. These include the following:  Effective mission, numerous discussions with USAID and quality stakeholder engagement in generalpartners, and private sector engagement building on lessons learned from implementing the project and the outcomes of YED’s midterm evaluation, YED will focus the activities in particularits final year of implementation to ensure it contributes directly to the following main Objective: Through this objective, is a labor intensive process YED will fulfill its desired legacy of developing stronger and more capable university partners that requires patience are endowed with the skills needed to design and persistence without always providing direct and visible results, although it does prove to validate implement programs that empower Palestinian youth and build local ownership their skills through demand driven, industry-led training and other employability support services. As outlined below under each of projectsthe 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.  Capacity strengthening for partner XXXx is more effective when workshops are supplemented with tailored coaching • Under Component 1, YED will provide targeted technical and opportunities for YSI partners program support up 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 five UCCs that will work to try to engage governing boards and senior staff to xxxxxx 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 ultimately become capable of institutionalizing YED’s 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 programs within their strategic plans. YED’s support will include helping them 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, XXX organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, XXX 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:  XXX is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with XXX 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 Xxxxxxx 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’ developmentto support their activities.  XXXx 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 • Under Component 2, YED will support up 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 five universities to improve the enable them to directly provide quality of education products. Life skills employability, entrepreneurship training, and career counseling should be integrated in the students’ curricula.  Universities should focus on specialties with guidance services for more value added. Explore opportunities to establish partnerships between universities and the private sector to develop curricula that supports the needs than 900 of the labor market.  Consider supporting advocacy campaigns to motivate their 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, XXX 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 youthalumni. In support of this trainingthese trainings, YED will also explore provide university staff the utility of providing YSIs 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 materialsprovided and their adherence to planned implementation schedules. Additionally• Under Component 3, YED will work to expand and enhance support the quality and availability of career guidance services for youth.  Under Component Three YED plans partner UCCs to facilitate applied learning opportunities, including internships, youth-led community service initiativesinternships and job fairs, and support for young entrepreneurs, as implemented by YED’s current YSI partners in entrepreneurs to complement to the training provided under Component Two2. Additional In Year Six, YED will continue to view sustainability and scalability as its two 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 its 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 XXX 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 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 of on YED’s planned activities under corresponding to each Program Component are provided 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 effective and quality stakeholder engagement is a labor-intensive process requiring patience and persistence that directly contributes towards facilitating access to quality employability services in a sustainable and scalable manner. YED’s experience to date has confirmed the sections that followongoing need for investment in this type of support; thus, IYF will continue to promote the development of strategic partnerships with up to five UCCs through facilitating linkages with a wider spectrum of sectors including Palestinian private sector companies, public sector institutions, NGOs, Xxxxxxxx of Commerce, and donors such as DFID, Belgium Technical Cooperation, the GIZ, Microsoft Foundation, and other USAID funded projects with complementary activities. Cooperation. In addition, YED will explore opportunities to share resources and increase coordination between donor-supported programs.

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 XXXx 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 xxxxxx 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, XXX organized a meeting with 17 individuals representing NGOs, universities, private sector companies, USAID implementing partners, and USAID representatives. At this meeting, XXX 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:  XXX is a real partner, adds value through implemented interventions, being responsive to YSIs needs, and introducing many new tools to the practice. Working with XXX 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 Xxxxxxx 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.  XXXx 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, XXX 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, XXX 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.