Common use of Programmatic Components Clause in Contracts

Programmatic Components. 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 ▇▇▇▇▇ ▇▇▇-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 ▇▇▇’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 year of implementation, the YED program achieved the following benchmarks in strengthening the capacity of Palestinian Youth-serving Institutions (YSIs): • Awarded pilot grants to three YSIs to implement activities that 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 first 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 during FY12 is undertaken in a context of reduced and uncertain funding; fewer staff hours and reduced staffing available to support project activities; delays due to vetting requirements; and without an approved implementation plan for the first quarter. These challenges limit YED’s ability to reach its previously-set annual targets and force the program to make hard decisions about the number and type of YSI partners that YED will work with during the year. The YED team will work in close consultation with USAID to maximize the utility of available resources and produce tangible results that contribute to USAID’s priority areas within youth development. In Year Two, YED plans to award four full capacity grants for approximately $500,000 in total value. This is a 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 (FOGs) to provide support for several YSIs to participate in CSP II. A summary of planned grants for Year Two is illustrated in Table 4 under Component Two. In Year One, the YED team engaged in wide-ranging dialogue with representatives of 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, ▇▇▇ 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, ▇▇▇▇▇▇ 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 in the past year. Overall, the YED team’s capacity strengthening and technical assistance efforts aim to help partner ▇▇▇▇ 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 ▇▇▇▇ to improve their ability to develop and implement grant activities that respond to the YED Standards of Excellence that were agreed upon with partners in Year One (see ▇▇▇▇▇ 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 ▇▇▇▇ 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. Component 1: Expanded Capacity of Youth-serving Organizations 11 Institutions 10 Component 2: Enhanced Employment and Entrepreneurship Education 20 15 Component Three: Increased access for youth to practical on-the-job training 27 26 Cross-cutting Activities 33 31 AGFUND Arab Gulf Programme for Development AIP Annual Implementation Plan AOTR Agreement Officer’s Technical Representative ATC AntiAAUJ Arab-Terrorism Certification 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 EDC Education DfID Department for International Development Center EOI Expression of Interest FOG Fixed Obligation ▇▇▇▇▇ ▇▇▇-MIS Geographic Management Information System - UK EU European Union FY Fiscal Year 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 MOEHE Ministry of Education and Higher Education NGO Non-Governmental Organization PA Palestinian Authority PAUC Palestine Ahliya University College PMP Performance Monitoring Plan POs Program Officers PTS Passport to Success PICTI Palestine Information and Communications Technology Incubator PPU Palestine Polytechnic University RFA Request for Applications STA Senior Technical Advisor TOT Training of Trainers 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 USD U.S. Dollar YAN YouthActionNetwork YDRC Youth Development Resource Center YED Youth Entrepreneurship Development program YSI Youth-Serving Institution This Revised work plan for Year Two Work Plan for Four of the USAID-funded Youth Entrepreneurship Development (YED) program outlines planned the implementation strategies planned to be undertaken during the period from between October 1, 2011 to 2013 and September 30, 20122014. The YED team submitted an earlier version program was originally designed around three primary program components: expanded capacity of this work plan to USAID in July 2011youth-serving organizations, 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 enhanced employment and entrepreneurship needs of education for 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, integratedyouth, and consensusincreased access for youth to practical on-building method to achieving the-job training opportunities. However, starting in the project’s main objectives. This approach views all of ▇▇▇’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 fourth year of implementation, YED will build on lessons learned through the YED program achieved first three years of implementation,1 and on the following benchmarks in strengthening outcomes of YED’s midterm evaluation,2 and will focus on developing programs that serve three main strategic objectives: Objective 1: Strengthen the capacity of Palestinian Youth-serving Institutions 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 to secondary school students through School to Career in collaboration with the Ministry of Education and Higher Education (YSIs): • Awarded pilot grants to three YSIs to implement activities that 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 first 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 IIMoEHE). This Year Two Work Plan builds on these successes, expanding the program Objective 3: Support service provision to provide substantial financial marginalized 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 rural communities, while also gaining tangible including meeting the employability or entrepreneurship skills. However, it is important to note that YED’s implementation during FY12 is undertaken in a context needs of reduced and uncertain funding; fewer staff hours and reduced staffing available to support project activities; delays due to vetting requirements; and without an approved implementation plan for the first quarter. These challenges limit YED’s ability to reach its previously-set annual targets and force the program to make hard decisions about the number and type of YSI partners that YED will work with during the year. The YED team will work in close consultation with USAID to maximize the utility of available resources and produce tangible results that contribute to USAID’s priority areas within youth development. In Year Two, YED plans to award four full capacity grants for approximately $500,000 in total value. This is a 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 (FOGs) to provide support for several YSIs to participate in CSP II. A summary of planned grants for Year Two is illustrated in Table 4 under Component Two. In Year One, the YED team engaged in wide-ranging dialogue with representatives of 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, ▇▇▇ 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, ▇▇▇▇▇▇ 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 in the past year. Overall, the YED team’s capacity strengthening and technical assistance efforts aim to help partner ▇▇▇▇ 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 ▇▇▇▇ to improve their ability to develop and implement grant activities that respond to the YED Standards of Excellence that were agreed upon with partners in Year One (see ▇▇▇▇▇ 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 ▇▇▇▇ 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 activitiesrural women. Table 1: Summary of YED’s Program Goal, Objectives, Intermediate Results, and Activities

Programmatic Components. Component COMPONENT 1: Expanded Capacity of YouthEXPANDED CAPACITY OF YOUTH-serving Organizations 11 Component SERVING ORGANIZATIONS 12 COMPONENT 2: Enhanced Employment and Entrepreneurship Education ENHANCED EMPLOYMENT AND ENTREPRENEURSHIP EDUCATION 20 Component ThreeCOMPONENT THREE: Increased access INCREASED ACCESS FOR YOUTH TO PRACTICAL ON-THE-JOB TRAINING 32 CROSS-CUTTING ACTIVITIES 39 LIST OF ACRONYMS AGFUND Arab Gulf Programme for youth to practical on-the-job training 27 Cross-cutting Activities 33 Development AIP Annual Implementation Plan AOTR Agreement Officer’s Technical Representative 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 EDC Education Development Center DCA Dual-Client Assessment EOI Expression of Interest FOG Fixed Obligation ▇▇▇▇▇ ▇▇▇-MIS Geographic Management Information System FY Fiscal Year GIZ German Society for International Cooperation HQ Headquarters 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 POs Program Officers PICTI Palestine Information and Communications Technology Incubator PPU Palestine Polytechnic University PTS Passport to Success RFA Request for Applications STA Senior Technical Advisor TVET Technical SL Service Learning SME Small and Vocational Education Medium Enterprise StC Save the Children STEP Support for Services and Training U.S. United States for Employment Participation - ▇▇▇▇▇▇ UNDP United Nations Development Program USAID United States Agency for International Development USG United States Government 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 Revised work plan for Year Two Work Plan for Three of the USAID-funded Youth Entrepreneurship Development (YED) program outlines planned implementation strategies to be undertaken during the period from between October 1, 2011 to 2012 and 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 FY20122013. YED’s primary objective is to contribute to addressing address the employability and entrepreneurship needs of Palestinian youth through by strengthening the institutions that serve them. The main distinguishing feature of the YED programYED’s approach to youth development is a holistic, integrated, and consensus-building method to achieving achieve the projectprogram’s main objectives. This approach views all of ▇▇▇’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 employability, and entrepreneurship services to Palestinian youth who are between 14-29 years the ages of age14 and 29, focusing especially on marginalized youth. In accordance with this approach, YED’s grants and related technical support activities are seen as practical, practical means to cultivate hands-on capacity development for partner youth-serving institutions (YSIs; they are not an end unto themselves). During the first year two years of implementation, the YED program achieved the following benchmarks in strengthening the benchmarks:  Awarded seven full-capacity of Palestinian Youth-serving Institutions (YSIs): • Awarded pilot grants to three Palestinian YSIs to implement activities that trained employability, entrepreneurship, and service learning projects; thereby providing training to more than 1,100 youth1500 Palestinian youth between the ages of 15 and29.  Undertook the capacity strengthening process with twenty partner ▇▇▇▇ to support their integration of YED’s Standards of Excellence into their youth employability, supported 34 participants entrepreneurship, and service learning projects.  Supported 49 youth to find jobsemployment, 24 to find internships and 6 youth to start their own business; • Successfully completed the first 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, 31 to participate in internships, 21 to start new enterprises, and 120 to return to school; as well as facilitating job fair opportunities to 478 youth throughout the second round West Bank.  Organized a series of CSP (CSP II)Consensus Building Dialogues between YSI partners and representatives of public and private sector organizations to discuss best practices in employability, entrepreneurship, and service learning programs in the Palestinian context. This  Supported partner ▇▇▇▇ 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 leverage. The following Year Two Three Work Plan builds on these successessuccesses and lessons learned and utilizes feedback gathered from a variety of stakeholders on how to develop more effective strategies to strengthen partner YSIs’ capacity, expanding the program to provide substantial financial and technical support to partner YSIs in order to to: 1) help additional Palestinian youth become more employable, start ; 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. HoweverIn Year Three, it is important YED will continue the process initiated in Year Two to note 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 that would present themselves during the implementation phase). These grants will be awarded out of existing USAID funds obligated during FY 2012. In addition, at the end of FY 2012, YED was awarded $440,000 in basic education-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 learning grants). Based on YED’s implementation during FY12 is undertaken in a context of reduced targets and uncertain funding; fewer staff hours outputs to date, and reduced staffing available activities planned with existing funds, YED would tentatively plan to use additional obligated funds to support up to three new 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; delays due . In addition to vetting requirements; and without an approved implementation plan for grants-making, YED will work in Year Three to strengthen the first quarter. These challenges limit YED’s ability to reach its previously-set annual targets and force the program to make hard decisions about the number and type capacity of YSI partners that YED will work to implement YED’s Standards of Excellence in youth programs. In Year Two, ▇▇▇ worked with during ten YSI partners through the yearfirst 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 consultation collaboration with USAID current grantees to maximize the utility support quality implementation of available resources and produce tangible results that contribute to USAID’s priority areas within youth development. In Year Two, YED plans to award four full capacity grants for approximately $500,000 in total value. This is a 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 (FOGs) to provide support for several YSIs to participate in CSP II. A summary of planned grants for Year Two is illustrated in Table 4 under Component Two. In Year One, the YED team engaged in wide-ranging dialogue with representatives of the private sector, public sector, and other active NGOsactivities, as well as USAID and its engaging CSP I partners not currently implementing partnersgrants, in the coming year. Additionally, YED started CSP with a second group of YSIs during FY 2012, and other donors, plans to gather inputs complete the workshops and perspectives that informed further development one-on-one support for the CSP II organizations in the coming year. All current partners (CSP I and refinement of II) will have opportunities to compete for the YED program’s implementation strategyplanned grants outlined above. In Year Two an effort to expand the scope and throughout range of YSIs being served through YED, IYF issued an open solicitation at the program lifecycle, end of FY 2012 to gauge the Chief level 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, ▇▇▇ succeeded in engaging representatives interest for a third round 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, ▇▇▇▇▇▇ 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 interventionsCSP. The June 2011 annual planning meeting held in Bethlehem convened an even broader stakeholder groupYED team will review all submissions and determine if there is sufficient demand; if so, 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 initial stages of this active and wide engagement, as well as learning gleaned through YED’s experience implementing program activities work would start in the past year. Overall, the YED team’s capacity strengthening and technical assistance efforts aim to help partner ▇▇▇▇ 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 ▇▇▇▇ to improve their ability to develop and implement grant activities that respond to the YED Standards of Excellence that were agreed upon with partners in Year One (see ▇▇▇▇▇ 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 ▇▇▇▇ to better communicate their goals, objectives, and resultsFY 2013. Finally, YED will continue in Year Three to monitor support current partners’ implementation of the four existing grants to provide employability and review its staffing entrepreneurship training and management structure, and ability to operate under adverse conditionsexperiential learning opportunities for Palestinian youth. This will include: review of staffing needscontinuous support includes tailored coaching and support on technical, careful monitoring of financial, reporting and sustainability planning, offering partners an opportunity to apply the budget, strengthened controls principles learned in the CSP workshops 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 youthcoaching sessions. The following table summarizes YED’s program goal, objectives, intermediate results, and activities. Table 1: Summary . Based on regular consultations, ▇▇▇ believes ▇▇▇’s goals continue to be valid and meaningful, especially given the high rates of YED’s unemployment among youth in Palestine. YED Program Goal, Objectives, Intermediate ResultsGoal To prepare young Palestinian men and women for the job market, and Activitiesprovide them with the skills they need to help find employment with the public or private sector or to start their own enterprises.