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 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. Component 1: Expanded capacity of youth-serving organizations As noted above, Component One focuses on two primary activities. The first activity, a robust stakeholder engagement process, will help connect YED with potential partners, build excitement and local ownership for the program, and identify potential “quick win” activities for program support. It will also help in informing the contours of our second activity under this Component, a highly participatory and practical series of capacity building activities with local YSIs that result in well designed, longer term programs eligible for YED subgrant funding. Each of these activities is explained in greater detail below.

Programmatic Components. Through the first two years YED’s performance management framework was originally structured under three Intermediate Results (IRs), each corresponding to one of implementationYED’s three original project components: IR1: Expanded capacity of youth-serving organizations (Component 1) IR2: Enhanced employment and entrepreneurship education (Component 2) IR3: Increased access for youth to practical on-the-job training (Component 3) 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 particular, is a labor intensive process that requires patience and persistence without always providing direct and visible results, although its final year of implementation to ensure it does prove contributes directly to validate and build the following main Objective: Strengthen the capacity of career guidance units at selected local ownership of projects.  Capacity strengthening for partner XXXx is more effective when workshops are supplemented with tailored coaching and opportunities for YSI partners universities 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 enable them to provide quality training for youth in employability, entrepreneurship, service learning, their students and alumni with essential life skills.  Service learning as a tool to build youth , employability and entrepreneurship skills is not a well-developed concept in Palestine training, organize quality internship 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 beneficiariesfairs, as well as carry out credible career guidance and counseling support for students and alumni. Through this objective, YED will fulfill its desired legacy of developing stronger and more capable university partners that are endowed with the ability of private sector companies skills needed to provide leverage contributions to YSI partners’ projectsdesign and implement programs that empower Palestinian youth and build their skills through demand driven, industry-led training and other employability support services. 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 As outlined below under each of the YSIs components, YED will achieve this objective by providing materials implementing a series of activities directly through its own team and funding for activitiesthrough hiring external trainers or consults as needed.  Participants acknowledged the importance • Under Component 1, YED will provide targeted technical and program support up to five UCCs that will ultimately become capable of Xxxxxxx institutionalizing YED’s employability and requested increasing the number of trained advisors entrepreneurship practices and NGOsprograms within their strategic plans.  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 YED’s support will include helping them develop strategic partnerships 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 details of planned activities under each Program Component are provided 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 sections 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 follow.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:

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.