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Document ofThe World Bank

FOR OFFICIAL USE ONLY

Report No: PP2372

PROJECT PAPER

ON A

PROPOSED GRANT

IN THE AMOUNT OF US$ 2.80 MILLION

TO THE

HASHEMITE KINGDOM OF JORDAN

FOR A

INTEGRATED SOCIAL SERVICES FOR VULNERABLE YOUTH PROJECT

May 19, 2017

This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

CURRENCY EQUIVALENTS

(Exchange Rate Effective March 31, 2017)

1 JOD = 1.409 USD1 USD = 0.710 JOD

FISCAL YEARJanuary 1 – December 31

ABBREVIATIONS AND ACRONYMS

CBO Community-Based OrganizationCPF Country Partnership FrameworkDA Designated AccountFMGAC

Financial ManagementGrant Approval Committee

GRS Grievance Redress ServiceICR Implementation Completion and ResultsIFR Unaudited Financial ReportJSDF Japan Social Development FundM&E Monitoring and EvaluationMIS Management Information SystemMoPIC Ministry of Planning and International CooperationMoY Ministry of YouthNGO Non-Governmental OrganizationNPF New Procurement Framework PMU Project Management Unit PP Procurement Plan

Regional Vice President: Hafez M. H. GhanemActing Country Director: Kanthan Shankar

Global Practice Senior Director: Ede Jorge Ijjasz-VasquezPractice Manager: Ayat Soliman

Task Team Leader: Sima W. Kanaan

HASHEMITE KINGDOM OF JORDANIntegrated Social Services for Vulnerable Youth

TABLE OF CONTENTS

Page

I. STRATEGIC CONTEXT.................................................................................................8

A. Country Context.............................................................................................................8

B. Sectoral and Institutional Context.................................................................................8

C. Higher Level Objectives to which the Project Contributes...........................................9

II. PROJECT DEVELOPMENT OBJECTIVES..............................................................10

A. PDO.............................................................................................................................10

B. Project Beneficiaries....................................................................................................10

C. PDO Level Results Indicators.....................................................................................10

III. PROJECT DESCRIPTION............................................................................................11

A. Project Components.....................................................................................................11

B. Project Cost and Financing..........................................................................................11

IV. IMPLEMENTATION.....................................................................................................12

A. Institutional and Implementation Arrangements.........................................................12

B. Results Monitoring and Evaluation.............................................................................13

C. Sustainability...............................................................................................................13

V. KEY RISKS AND MITIGATION MEASURES..........................................................15

VI. APPRAISAL SUMMARY..............................................................................................16

A. Other Safeguards Policies Triggered...........................................................................19

B. World Bank Grievance Redress...................................................................................19

Annex 1: Results Framework and Monitoring...................................................20

Annex 2: Detailed Project Description...................................................................22

Annex 3: Fiduciary Arrangements............................................................................33

Annex 4: Implementation Support Plan................................................................39

Annex 5: Implementation Arrangements.............................................................41

.

APPRAISAL DATA SHEETJordan

Jordan Integrated Social Services for Vulnerable Youth (P163241)PROJECT PAPER

.

MIDDLE EAST AND NORTH AFRICA0000009361

Report No.: PP2372.

Basic Information Project ID EA Category Team Leader(s)

P163241 C - Not Required Sima W. Kanaan

Lending Instrument Fragile and/or Capacity Constraints [ ]

Investment Project Financing Financial Intermediaries [ ]

Series of Projects [ ]

Project Implementation Start Date Project Implementation End Date

01-Jun-2017 31-May-2020

Expected Effectiveness Date Expected Closing Date

01-Jun-2017 31-May-2020

Joint IFC

No

Practice Manager/Manager

Senior Global Practice Director Acting Country Director Regional Vice President

Ayat Soliman Ede Jorge Ijjasz-Vasquez Kanthan Shankar Hafez M. H. Ghanem.

Approval AuthorityApproval Authority

CD Decision.

Borrower: Ministry of Planning and International Cooperation

Responsible Agency: Ministry of Youth

Contact: Mr. Haditha Al Khreisha Title: Minister Telephone No.: Email: [email protected]

.

Project Financing Data(in USD Million)Total Project Cost: 2.80 Total Bank Financing: 0.00

Financing Gap: 0.00.

Financing Source Amount

Japan Social Development Fund 2.80

Total 2.80.

Expected Disbursements (in USD Million)

Fiscal Year 2017 2018 2019 2020 0000 0000 0000 0000 0000 0000

Annual 0.30 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00

Cumulative 0.30 1.30 2.30 2.80 0.00 0.00 0.00 0.00 0.00 0.00.

Institutional DataPractice Area (Lead)

Social, Urban, Rural and Resilience Global Practice

Contributing Practice Areas

Proposed Development Objective(s)

The project development objective is to improve the quality of life of vulnerable youth by increasing the provision of services to young people, by increasing the participation of youth in decision-making related to these services, and by empowering local NGOs/service providers and communities..

Components

Component Name Cost (USD Millions)

Capacity-Building for Civil Society Partners serving Youth 0.47

Support for Youth Empowerment 1.83

Project Management, Monitoring and Evaluation and Knowledge Dissemination

0.48

.

Compliance Policy

Does the project depart from the CAS in content or in other significant respects?

Yes [ ] No [ X ]

.

Does the project require any waivers of Bank policies? Yes [ ] No [ X ]

Have these been approved by Bank management? Yes [ ] No [ ]

Does the project meet the Regional criteria for readiness for implementation? Yes [ X ] No [ ].

Safeguard Policies Triggered by the Project Yes No

Environmental Assessment OP/BP 4.01 X

Natural Habitats OP/BP 4.04 X

Forests OP/BP 4.36 X

Pest Management OP 4.09 X

Physical Cultural Resources OP/BP 4.11 X

Indigenous Peoples OP/BP 4.10 X

Involuntary Resettlement OP/BP 4.12 X

Safety of Dams OP/BP 4.37 X

Projects on International Waterways OP/BP 7.50 X

Projects in Disputed Areas OP/BP 7.60 X.

Team CompositionBank Staff

Name Role Title Specialization Unit

Sima W. Kanaan Team Leader (ADM Responsible)

Lead Social Development Specialist

GSU05

Samira Al-Harithi Procurement Specialist

Procurement Analyst

GGO05

Walid Hamoud Ali Al-Najar

Financial Management Specialist

Financial Management Specialist

GGO23

Amer Abdulwahab Ali Al-Ghorbany

Safeguards Specialist

Environmental Specialist

GEN05

Charlene D'Almeida Team Member Program Assistant GSU11

Michelle P. Rebosio Calderon

Safeguards Specialist

Senior Social Development Specialist, Safeguard Po

GSU05

Tobias Lechtenfeld Team Member Social Development Specialist

GSU05

Extended Team

Name Title Office Phone Location

.

Locations

Country First Administrative Division

Location Planned Actual Comments

.

I. STRATEGIC CONTEXT

A. Country Context

1. Jordan has done well in terms of economic growth and achievement of human development indicators in the past decade. The country is in a strategic geographic location that has helped it benefit from investments from Gulf Cooperation Council (GCC) countries as well as from remittances from Jordanians living in these countries. However, economic growth has slowed down over the past few years due to lack of cross-border access. Investments have also dropped resulting in limited availability of private-sector jobs and high levels of unemployment. Unemployment amongst youth exceeds 20 percent1 and is more acute in the country’s peripheral towns. The country’s achievements in terms of social service availability, although impressive, have also led to provision of services of varying quality around the country. In terms of poverty, while Jordan’s poverty headcount is low, at around 14 percent,2 one third of the population transitions into poverty during a year and rising energy and transport costs impact greatly the lower quintile of households.

2. Jordan’s strategic geographic location has also made it quite vulnerable to spillovers from regional conflicts. Over the past five years, Jordan has received an estimated 1.2 million Syrians of whom 650,000 are registered as refugees. Over 85 percent of the refugee population lives in urban centers and shares services offered by the Government of Jordan to its own population. Other than for those living in camps (only 15 percent of Syrian refugees and the 2 million Palestinian refugees), refugees use the same services available to Jordanians and this has placed a heavy burden on the ability of the Government to provide adequate access that can preserve its human development achievements. The demographic pressure created by this population, along with the perception that their displacement is unlikely to end in the near future, contributes to social tension in the country and puts pressure on service provision.

B. Sectoral and Institutional Context

3. Young people in Jordan have been disproportionately affected by the slow-down of the country’s economy. The social contract in Jordan is largely based on the government’s ability to provide public sector jobs for many of its citizens and to subsidize prices for services and utilities. As the economy slows, young people are less likely to be able to find jobs, and are more likely to suffer from poorer quality services, leading to a breakdown in trust between younger citizens and their government. The country is likely to start to feel this impact now, due to pressures on services arising from the refugee population, but is likely to be exacerbated in upcoming years, as the 34 percent of the country’s children reach youth-hood, and find that the government is not able to meet their expectations. In fact, there is already a sense that a large number of youth, and especially those in lagging regions, feel alienated.

4. To address these issues, the government has carried out multiple diagnostics and put in place a large number of strategies. Just over the last decade, the country has had a National Agenda, a poverty reduction strategy, and National Employment Strategy, and numerous reviews and country strategies undertaken by external partners. However, implementation of these strategies 1 Source: World Bank Databank, based on 2016 estimates of ILO labor force data; ages 15-30.2 Source: World Bank Databank, based on 2010 data.

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has been lacking. In consultations leading up to the Jordan 2025 strategic blueprint, citizens described their fatigue with participation in strategic exercises and emphasized the need for implementation. Jordan 2025 therefore places a great deal of emphasis on strengthening implementation mechanisms.

5. The most important goal of the Jordan 2025 vision is improving the welfare of citizens and the basic services provided to them, to create a balanced society where opportunities are available to all and the gap between governorates is bridged. The vision puts Jordanian citizens at the heart of the development process; success and failure are measured by the extent of the progress made at the level of individuals, and therefore the welfare of the community. Relatedly, the Council of Ministers has also endorsed an update on the National Youth Strategy for 2016-2019. Several other policies are being developed to enhance youth participation in labor markets and to promote youth well-being more generally.

6. Over the past two years, the Government of Jordan has been championing a global effort to focus on the youth agenda. In April 2015, Jordan convened and chaired a Security Council Debate on the Role of Youth in Countering Extremism and Promoting Peace. In August 2015, Jordan hosted the first Global Forum on Youth, Peace and Security. Both events were chaired by the Crown Prince of Jordan. This focus on the need to address the role of youth in Jordan’s society translated into raising the status of the Higher Youth Council, converting it into a Ministry of Youth (MoY) and designating a very dynamic official as the new Minister of Youth. In this context, it is important for the World Bank to demonstrate its support to the Government’s effort to address the needs of youth as a segment of Jordanian society that faces many challenges and, in light of regional conflict and instability, is at risk of increased radicalization.

7. The project is well-aligned with the recently approved Bank’s Country Partnership Framework (CPF FY2017-2022) would support its focus on enhancing inclusion through social protection and local development. The project will directly address the CPF’s objective of promoting public participation and civic engagement by empowering and engaging young citizens at a very grassroots level. By strengthening the voice of vulnerable youth, the Government will be better able to understand and address the needs of the society as a whole in policy development, implementation and monitoring. Finally, youth empowerment will foster stronger engagement and consultation between the Government and young people, strengthening the social contract and reducing youth alienation. The World Bank’s experience in Jordan and in this bottom-up youth empowerment and engagement approach will be essential in supporting the Government’s efforts to implement this activity. Through this support, the Bank will help to promote other such activities that empower the most vulnerable citizens, improve the quality of services provided to them, and increase the accountability of government to citizens.

C. Higher Level Objectives to which the Project Contributes

8. By providing the opportunity to adopt an innovative approach to service design and delivery, and at the same time empowering youth to take an active role in community development, the JSDF will be essential in ensuring that social services are effective and well-targeted towards the poorest and most vulnerable youth. As this approach has never been fully implemented in this setting, it will provide essential guidance to the Government in its efforts to ensure that development approaches are appropriate and inclusive of poor and hard-to-reach populations.

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Consideration for sustainability is a major feature of the proposed project, which will rely on a well-planned exit strategy to be developed in the initial phase of the project. This strategy will outline concrete actions to ensure that project achievements are not compromised at project’s end. The capacity-building aspect of the proposed project, which will build capacity of local Non-Governmental Organizations (NGOs) and Community-Based Organizations (CBOs), will increase the ability of these entities to design and implement innovative, feasible and sustainable action plans and approaches to provide high quality services for youth and to promote youth development and empowerment following the end of the proposed project’s funding. A high level of collaboration and partnerships between community members, services providers and other stakeholders on the development and implementation of these plans will be essential to having an effective exit strategy.

II. PROJECT DEVELOPMENT OBJECTIVES

A. PDO

9. The project development objective is to improve the quality of life of vulnerable youth by increasing the provision of services to young people, by increasing the participation of youth in decision-making related to these services, and by empowering local NGOs/service providers and communities.

B. Project Beneficiaries

10. The project will directly benefit a minimum of 3,000 vulnerable youth between 15-30 years, half of which will be young women. Indirect effects are expected to reach a large number of household members. Based on an average household size of 5.4 family members, indirect effects could reach more than 13,000 beneficiaries (Data: Jordan 2012 Population and Family Health Survey). The project will also benefit at least 40 local NGO/CBOs sub-grantees.

11. Under this project, vulnerability among youth is defined as belonging to one of the following groups: member of household with an income below the poverty line, refugee status, or having been in conflict with the law, youth from household with single-parent, 3 or more siblings, or both parents unemployed; school drop-out.

12. As described in the context section above, youth between 15-30 years are selected because they disproportionately suffer the impacts of the current economic slow-down and high rates of unemployment. A focus on youth services is also deemed appropriate given the large number of children who will reach youth-hood in upcoming years and the need for services to be available to them when they reach this age.

C. PDO Level Results Indicators

(a) Direct Youth Beneficiaries (Number) of whom women (%): 3,000 total (50% female)

(b) Youth beneficiaries employed through community projects (Number): 3,000 total (50% female)

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(c) Share of youth benefiting from youth services who assess the relevance and quality of the services received as satisfactory (%): 65%

(d) Staff of civil society organizations who have benefited from capacity building to manage programs related to youth services and social assistance (Number): 200

III. PROJECT DESCRIPTION

A. Project Components

13. The project has three components:

14. Component 1 : Capacity-Building for Civil Society Partners serving Youth. Under this component, the Project will enhance the capacity of NGOs and CBOs to provide services to youth through workshops and other learning events and exchanges.

15. Component 2 : Support for Youth Empowerment. This component will provide small sub-grants of up to US$ 40,000 to CBOs and Service providers to empower youth and to improve the lives of vulnerable young people through civic participation, youth development, positive behavioral-change activities, improved social services and support to employability.

16. Component 3 : Project Management, Monitoring and Evaluation and Knowledge Dissemination. This component covers project management, including (i) setting up project implementation arrangements, (ii) supporting continuous monitoring, (iii) participatory evaluations, (iv) knowledge sharing, and (v) a final evaluation report with lessons learned, best practices and guidance related to scaling-up this approach in Jordan. The MoY will establish a Project Management Unit (PMU) to implement, manage, and coordinate the project activities. The PMU will be responsible for identifying experienced civil society partners to assist in the implementation of activities under Component 1 and 2. The project will involve direct collaboration between the government, civil society and community members, including the poorest and most vulnerable.

B. Project Cost and Financing

Category Amount (US Dollars)

Percentage of Expenditures to

be FinancedPercentage of Grant Total

Sub-Grants 1,600,000 100% 53.4%

Disb-Training 316,750 100% 10.6%

Disb-Consulting 582,700 100% 19.4%

Disb-Operating Cost 163,900 100% 5.5%

Disb-Goods 136,950 100% 4.6%

Disb-Civil Works - 100% -

Total Grant to Recipient 2,800,300 93.5%

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World Bank Incremental Costs

196,033 100% 6.5%

Total Grant Amount: 2,996,333 100%

IV. IMPLEMENTATION

A. Institutional and Implementation Arrangements

17. The Grant Recipient will be the Ministry of Planning and International Cooperation (MoPIC), while MoY will be the Implementing Agency for this grant. MoY, re-established in June 2016 to replace the Higher Youth Council, is the mandated agency in Jordan for youth affairs and for national youth policies. It regulates and manages youth centers, youth clubs, organizations, and programs for talented and disadvantaged youth.

18. The MoY has a network of youth related infrastructure in Jordan covering 548 facilities. These include 170 youth centers, 350 youth clubs, 5 sports cities, 10 camps and 13 youth hostels. The 170 youth centers constitute the largest number of dedicated youth centers in Jordan and cover all 12 governorates. Half of these are in buildings owned by the Ministry and the other half are in rented buildings. Around 100 centers are well equipped with meeting rooms, projection and IT facilities and 50 of the centers were more active than the rest. The centers offer training in life skills, employment, crafts, and civic participation. The youth centers have a standard design including a conference room, workshops, training rooms, computer lab and library. However, the centers have limited staff and training activities are restricted by the lack of funds. The annual budget for activities per center is only about US$ 7,500. The MoY will make its youth centers available for all project activities, and youth center staff will provide assistance to local CBOs during sub-project implementation.

19. The MoY – and its predecessor agency, the Higher Council of Youth – has also been a core member of a campaign aimed at sensitizing youth and raising their awareness about vulnerability to radicalization and extremism through organizing camps for young people that highlight the need to combat extremism. The campaign has so far reached about 250,000 youth.

20. MoY will implement some of the activities in partnership with experienced NGOs. The involved civil society organizations will have at least 5 years of professional experience working on youth inclusion in Jordan. The tasks implemented in partnership with NGOs include inter alia youth services, institutional support, assessments and monitoring and evaluation (M&E).

21. Under Component 2, the project will provide sub-grants to CBOs of up to US$ 40,000 as described above. Sub-grant disbursement will follow a transparent system with a clear accountability structure, which includes (1) Call for Applications; (2) Training in proposal writing for CBOs; (3) Screening and Technical Assessment of proposals; (4) Safeguards Screening to ensure full compliance with national and World Bank requirements; (5) Evaluation of CBO Projects by Grant Approval Committee; (6) Sub-grant Agreement, including application of World Bank fiduciary rules; (7) Sub-Grant Disbursement and monitoring of eligible expenses. The ceiling per sub-grant are limited to US$ 40,000. CBOs are eligible for multiple sub-grants,

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based on No Objection by the Bank and approval by the Project Grant Approval Committee (GAC).

B. Results Monitoring and Evaluation

22. Monitoring and evaluation (M&E) will focus on determining the extent to which the project has achieved its objectives in terms of outputs (across all components) and outcomes for youth empowerment and capacity building. To establish whether outputs have been delivered, the MoY will contract an M&E specialist as part of the PMU who will put in place an M&E online platform that tracks whether the project is on target and achieving gains according to an established timeline and output (process) indicators.

23. Monitoring: The M&E process will include a baseline survey that will provide a starting point against which to monitor future performance of the project. To undertake M&E at community level, participatory approaches will be used. For example, NGOs, CBOs, service providers and participating youth will be regularly invited to evaluate project activities through a “score-card” exercise and to provide feedback. These participatory M&E exercises will be conducted on an ongoing basis and will be led by the MoY. Communities benefiting from the project will also engage in participatory M&E related to services provided and the overall project/sub-grant approach. Such feedback from the NGOs and the communities themselves will rely on mixed methods whenever possible, and will include data from completed feedback questionnaires, in-depth interviews, focus group discussions and case studies. Information collected through the monitoring of the Project will be documented in semi-annual reports summarizing activities and outputs, and will be submitted to the Bank.

24. Evaluation: To establish project outcomes, an independent outcome evaluation of the Project will be conducted by a qualified researcher. The Bank will review the terms of reference and draft report to ensure the responsiveness and quality of the work. The evaluation will identify samples of project beneficiaries and non-beneficiaries. Details related to the design of the evaluation study will be established as soon as project activities are selected and established. The sample size will be large enough to control for basic demographic variables and to account for potential attrition over time (often a concern in such studies). The study will aim to understand the overall outcomes of the project, including understanding the project’s effects on youth empowerment, access to services, quality of youth services, and overall changes in the relationship between youth and the state. The project final evaluation report will highlight all project outputs and outcomes, lessons learnt, best practices and guidance for scaling up these activities within the Jordanian context. In addition, a number of case studies on organizations, activities funded by sub-grants, and communities will be undertaken to better understand their experience and the ways in which the project benefitted them and any other important information which would be useful in community development projects in the future.

25. The project will also fund an Implementation Completion and Results (ICR) Report that will gather lessons learned for future Bank activities within Jordan and in other similar settings. The ICR will be developed as part of the Outcome Evaluation by an experienced independent evaluation consultant.

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C. Sustainability

26. Sustainability of project activities and achievements will be supported at all levels, including community level, local service provider, and Government.

27. Civil Society and Service Provider Level : Sustainability of project achievements will be ensured through capacity-building efforts targeting local NGOs/service providers in a number of areas, including project design and management (e.g., targeting, financial procedures, activity implementation, how to facilitate a demand- and youth-driven- approach, development of a logic framework, and design of measurable indicators). In this way, by strengthening the capacity of local service providers to meet population needs through training (Component 1) and “learning by doing” (Component 2) efforts, these local service providers who are close to the community will be able to better design and effectively manage projects tailored to community needs in the future. Through activities to transfer knowledge across sub-projects and organizations (Component 3), these local partners will have a stronger capacity in technical areas and a heightened sense of ownership of the project.

28. Local Government Level: Additionally, the project aims to ensure that local government actors remain involved in the project, through consultation and outreach to the communities, with an emphasis on transparency and accountability. The involvement of the local government is expected to positively impact the relationship between communities, youth and local government, and facilitate long-term cooperation. Lastly, as part of the project a Transition and Exit Strategy of Donor Support will be prepared as part of the project to ensure the sustainability of project activities and achievements.

29. Beneficiary Level: Beneficiaries will gain a heightened sense of agency and empowerment in contributing to the community’s efforts to improve its overall socio-economic well-being. The gains will be achieved through the project emphasis on active participation of youth and their communities in identification of problems and solutions and various aspects of project design, management, monitoring and evaluation, as well as the development of marketable skills (e.g., for income generating activities). Further, youth beneficiaries will have the opportunity to share their experience with other young people and youth-focused NGOs who work in local development. Specifically, the project will play a unique and important role in the lives of youth by providing the opportunity to acquire important life skills and strengthen the understanding of community needs and solutions, each of which can positively influence the self-confidence of youth and add support the positive development and ability to navigate the transition to adulthood.

30. Finally, the Project Task Team will aim to mobilize other resources to finance potential capacity building efforts targeting the Ministry of Youth and Youth centers to help institutionalize the learning they will achieve through the Projects activities.

31. A sustainability/exit-strategy workshop will also be carried out within the first six months of the project’s start. During this workshop, the mechanisms for ensuring that the project is sustainable will be developed. The workshop will also determine the key government and non-government agencies that need to be involved in the project so that youth continue to receive high quality services in the long-run and the mechanisms for involving these agencies.

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Fundraising strategies for MoY will also be put in place at this point, as will strategies for ensuring continued and long-lasting links between MoY and local NGOs, CBOs and service providers. The plans and strategies developed during this workshop will be implemented by MoY and NGOs through the project.

V. KEY RISKS AND MITIGATION MEASURES

32. Overall risk rating is medium.

Risk Category Risk Rating

Risk Description Proposed Mitigation

Implementing Agency Risks

High The MoY does not have experience with the World Bank which may cause delays in the delivery of the Project

A professional PMU will be established and consist of qualified consultants with experience in similar projects. The PMU will include qualified and experienced staff to oversee all project activities. The project will partner with qualified NGOs and private sector vendors on selected activities.

Governance Risks

Substantial Possible misuse of funds due to the MoY’s unfamiliarity with World Bank financed projects’ FM and Procurement Procedures and involvement of NGOs to provide sub-grants on its behalf.

The Bank's team undertook an assessment of the financial management systems within MoY. The assessment concluded that with the implementation of agreed-upon actions, the proposed FM arrangements will satisfy the minimum requirements under OP/BP10.00. A Bank team also conducted a procurement assessment and concluded that with specific mitigation measures the project will have acceptable procurement arrangements. The PMU will contract a Financial Management and Procurement consultant to mitigate financial and procurement risks, and World Bank procurement procedures will be followed in the implementation of project activities. The overall fiduciary risk is Substantial, but with the mitigation measures in place, as detailed in the FM and Procurement sections, the risk rating will be Moderate. Capacity building will be provided by the Bank to the PMU regarding fiduciary aspects as needed.

Project Beneficiaries and Stakeholders Risks

Medium-L

Local NGOs and partners have limited experience with project design and might face challenges in effectively and collaboratively implementing a

Given the participatory and transparent approach to sub-grant design and selection, and an emphasis on building the capacity of partner NGOs, it is expected that local partners will be supported in managing their sub-grants and effectively reaching out to the target communities.

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participatory and youth-driven development approach.

Project RisksDesign High Community groups can

be skeptical of the value of a participatory approach. Since this is a new methodology in Jordan there are many actors who are unfamiliar with the process of applying for and screening the sub-grant proposals.

Through high levels community participation at all stages of project preparation and implementation, including a participatory approach to assessment and eliciting and incorporating feedback from households and community leaders as well as NGOs and CBOs, awareness of the importance of a youth-driven approach will be strengthened within the community.

Social and Environmental

Medium-L

Inadequate and non-transparent targeting leading to inefficient resource allocation and reduced confidence in the program.

Sub-grant provisions will be well-defined with clear eligibility criteria. The World Bank will retain non-objection over the sub-grant awards to ensure full compliance with safeguards requirements. Periodic beneficiary assessments will be conducted to evaluate NGO service delivery.The project manual will include a negative list to manage safeguards implications.

JSDF Program and Donor

Low Project fits with Country Partnership Strategy and JSDF priorities and has been endorsed by the Government.

Country Partnership Strategy provides institutional support to project.

Delivery Quality Medium-L

Activities might inadvertently exclude the hardest-to-reach populations in their design and delivery.

Eligibility criteria will require an emphasis on reaching underserved and vulnerable groups in both design and delivery. There will be specific indicators in the M&E framework to ensure efforts are consistently undertaken to promote inclusion.

VI. APPRAISAL SUMMARY

33. Project Cost-Benefit Summary: The Project aims to improve the quality of life of 3000 vulnerable youth by increasing the provision of services to young people, by increasing the participation of youth in decision-making related to these services, and by empowering local NGOs/service providers and communities. The total cost of the project is US$ 2.8m. Under component 1, US$ 478,750 will be invested into Capacity-Building for Civil Society Partners serving Youth. The total value of Component 2 is US$ 1,834,400, of which US$ 1.6m are planned for sub-grants to CBOs and youth service providers at the community level.

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34. Financial Management: The Bank’s team undertook an assessment of the financial management systems within MoY and rated the overall FM risk as “Substantial”. With mitigation measures in place, the project will have acceptable project FM arrangements and residual FM risk rating will be “Moderate”. The assessment concluded that with the implementation of agreed-upon actions, the proposed FM arrangements, as outlined in the following paragraph, will satisfy the minimum requirements under OP/BP10.00. Annex 3 provides additional information on the FM assessment and the recommended mitigation measures. Based on the proposed implementation arrangements, MoY will be responsible for the project implementation and coordination through establishing a PMU. The PMU will be responsible for planning and coordinating specific activities, including FM (payment authorization, disbursement, accounting, reporting and audit), procurement of consultants (and related contract management), and monitoring and evaluation, while MoPIC will manage the Project’s disbursement functions. A Financial Officer will be hired as part of the PMU (part-time), and financed from the grant. MoPIC will assign a Financial Officer from its own Finance Department, a civil servant, to be in charge of the project financials at MoPIC. The two Financial Officers will maintain close coordination and collaboration.

35. The FM arrangements were designed to mitigate the identified FM risks, which would suit the available capacity during implementation, including:

i) The PMU/MoY will manage the main FM function while MoPIC will manage the disbursement function on behalf of MoY;

ii) A part time Financial Officer with experience in World Bank funded projects and related guidelines will be hired to be part of the PMU/MoY, and will work in collaboration with MoPIC designated Financial Officer;

iii) The MoY and MoPIC Financial Officers, facilitated by the Bank’s FM Specialist, will streamline the project procedures between MoPIC and MoY;

iv) Opening a Designated Account (DA) for the PMU with a sufficient advance payment; v) Submission of quarterly Interim Unaudited Financial Reports (IFRs) will allow the

Bank team to follow up on the disbursement progress and address any bottlenecks on timely basis;

vi) Contracting an NGO to implement the Project’s activities will include agreeing on the payment method against clear deliverables; and

vii) Sub-grants will be provided to eligible NGOs and CBOs by the contracted Lead NGO based on set criteria. Selection of beneficiaries will be through the Grant Approval Committee (GAC) and the composition of the GAC will be pre-approved by the World Bank.

viii) An independent external auditor, acceptable to the World Bank, will be hired to audit the project’s annual financial statements in accordance with terms of reference (TORs) acceptable to the World Bank.

36. Procurement: The procurement capacity assessment of MoY was conducted and the procurement risk is rated as “Substantial”. The implementing agency of this Grant is MoY which has no experience in handling World Bank funded projects. The Financial Manager in the Financial Department is responsible for all procurement activities, in addition to his finance related work. The financial department is staffed with a number of employees, three of whom are responsible for handling all procurement issues. These employees are civil servants and have

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information on public procurement and government procurement procedures in house, but do not have any capacity for handling procurements following the Bank Procurement Regulations. The capacity of the procurement staff is moderately satisfactory with respect to their current work which includes small procurement activities such as hiring International Consultants and supplies of small furniture and equipment, with limited budget of the order of JD 5000.

37. In view of the assessed risk, and the present setup in MoY, following mitigation measures are contemplated, with these mitigation measures in place, the residual Procurement risk rating will be reduced to “Moderate”:

The PMU will recruit a qualified and experienced Procurement Officer (part-time) familiar with World Bank procurement regulations and guidelines. The Procurement Officer will work closely with the concerned procurement staff at MoY;

PMU will arrange for appropriate support (staff, training, tools) and support for carrying out procurement activities and for effective procurement management, with technical assistance from the World Bank;

PMU shall utilize the procurement plan as a monitoring tool for timely completion of procurement activities;

38. The Grant will finance mainly the procurement of the services of a lead NGO, and other consulting, non-consulting services, goods and minor operational expenses. The Project will follow the World Bank’s New Procurement Framework (NPF), effective since July 2016. Additionally, the “Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants”, dated October 15, 2006, revised in January 2011, and as of July 1, 2016 shall be applicable for the project; and the provisions stipulated in the Legal Agreement. For each contract to be financed by the fund, the procurement methods or consultant selection methods, estimated costs, prior review requirements, and time frame are agreed between the MoY and the Bank project team in the draft Procurement Plan (PP) dated March 23, 2017. The PP will be updated at least annually, or earlier as needed to reflect the actual project implementation needs and improvements in institutional capacity.

39. Procurement activities. The main procurement activities financed under the project include (i) selection of PMU consultants; (ii) selection the lead NGO; (iii) selection of a vender to setup a Management Information System online platform; (iv) selection of a communications firm; and (v) appointment of external auditor; The project will apply the following procurement methods:

(i) Goods and non-consulting services: The Project is expected to procure only small value goods following the methods; (i) a Request for Quotations (RFQ); and ii) Direct selection (DC).

(ii) Consulting Services: The Project is expected to use request for proposals to select the lead NGO and other consultancy services with the following methods (i) Quality Cost-Based Selection (QCBS), (ii) Fixed Budget-based Selection (FBS); (iii) Least Cost-based Selection (LCS); (iv) Consultants’ Qualification-based Selection (CQS); (v) Direct

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Selection; and (vi) Selection of Individual Consultants. All TORs will be prepared, reviewed and cleared with the Bank.

40. Safeguards: This project is classified ‘C’, thus and as per the safeguards policies, there is no requirement for the preparation of safeguard’s instrument; accordingly neither consultation nor disclosure requirements are applicable.

A. Other Safeguards Policies Triggered

41. No safeguards policies are triggered.

B. World Bank Grievance Redress

42. Communities and individuals who believe that they are adversely affected by a World Bank supported project may submit complaints to existing project-level grievance redress mechanisms or the Bank’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to address project-related concerns. Project affected communities and individuals may submit their complaint to the Bank’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of Bank non-compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has been given an opportunity to respond. For information on how to submit complaints to the World Bank’s corporate GRS, please visit http://www.worldbank.org/GRS. For information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org.

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Annex 1: Results Framework and Monitoring

HASHEMITE KINGDOM OF JORDAN: Integrated Social Services for Vulnerable Youth (P163241)

Project Development Objective (PDO):

PDO Level Results Indicators* C

ore Unit of

Measure BaselineCumulative Target Values**

Frequency

Data Source/

Methodology

Responsibility for Data

Collection

Description (indicator

definition etc.)YR 1 YR 2 YR3 YR 4 YR5

Indicator One: Youth beneficiaries employed through community projects (Number)

-

Number 0 500 1500 3000 Semi-Annual

Project monitoring platform

PMU

Indicator Two: Direct project beneficiaries (Number) X



PMU

Subindicator: Female direct project beneficiaries (Percentage)

X Percentage

0 50 50 50 Semi-Annual


PMU

Indicator Three: Satisfaction with youth services(Percentage)

-Percentage

0 65 65 65 Semi-Annual


PMU

Indicator Four: Number of staff of local NGOs, CBOs, benefiting from capacity building (Number)

- Number 0 50 100 200 Semi-Annual


PMU

INTERMEDIATE RESULTS

Intermediate Result (Component One):

Intermediate Result indicator One: Number of capacity building workshops for institutions serving youth(Number)

-



PMU

Intermediate Result indicator Two: Number of staff of local


Project monitoring

PMU

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NGOs, CBOs and service providers trained

platform

Intermediate Result (Component Two):

Intermediate Result indicator One: Number of sub-grants disbursed (Number)

-Number 0 5 10 20 Semi-

AnnualProject monitoring platform

PMU

Intermediate Result indicator Two: Number of youth directly benefitting from sub-grant service provision activities (Number)

-



PMU

Intermediate Result indicator Three: Number of sub-grants provided to local CBOs and service providers for youth empowerment activities (Number)



PMU

Intermediate Result indicator Four: Number of youth directly benefitting from sub-grant empowerment activities (Number)



PMU

*Please indicate whether the indicator is a Core Sector Indicator (see further http://coreindicators)**Target values should be entered for the years data will be available, not necessarily annually

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http://coreindicators/

Annex 2: Detailed Project Description

HASHEMITE KINGDOM OF JORDAN: INTEGRATED SOCIAL SERVICES FOR VULNERABLE YOUTH

1. BASIC DATA1.1 Implementing Agency Type:

Government

1.2 Recipient Grant Amount: US$ 2,800,3001.3 Bank Supervision Grant Amount: US$ 196,0331.4 Total JSDF Grant Amount (Recipient plus Bank Supervision Grants Costs):

US$ 2,996,333

1.5 Grant Type: Project1.6 Was a JSDF Seed Fund Used? If yes, insert TF Number. No TF No.

1.7 Africa Special Allocation (Does this qualify for the Africa Special Allocation?

No

1.8 Ongoing Sector Operations in the country: (If so, please provide the Project Name and Description, and the Project Activity Code

N/A

2. PROJECT SUMMARYGRANT DEVELOPMENT OBJECTIVE 3

The project development objective is to improve the quality of life of vulnerable youth by increasing the provision of services to young people, by increasing the participation of youth in decision-making related to these services, and by empowering local NGOs/service providers and communities.DEVELOPMENT OUTCOME INDICATORS4 Baseline End Target

(a) Youth beneficiaries employed through community projects (Number) 0 3000(b) Direct project beneficiaries (Number) 0 3000(c) Satisfaction with youth services (Percentage) 0 65(d) Number of staff of local NGOs, CBOs, benefiting from capacity building

(Number)0 200

3. PROJECT BENEFICIARIES3.1. Main Beneficiaries5: The project will directly benefit a minimum of 3,000 vulnerable youth between 15-30 years. Indirect effects are expected to reach a large number of household members. Based on an average household size of 5.4 family members, indirect effects could reach more than 13,000 beneficiaries (Data: Jordan 2012 Population and Family Health Survey). The project will also benefit at least 40 local NGO/CSOs sub-grantees.

3 Development Objectives: What will be the principal outcome of the grant financed project that will address the needs of the vulnerable target group, and how will it be accomplished?

4 Development Outcome Indicators: What are the (SMART) Specific, Measurable, Attributable, Realistic, Relevant and Time-bound indicators (one/three) that will give evidence that the project outcomes have been attained? A minimum of three, or maximum of five, quantified indicators are required, demonstrating achievement of the grant Development Objective.

5 Main Beneficiaries: (a) What are the characteristics of the targeted beneficiaries, and the key challenges they face as the poorest and most vulnerable? (b) What is the number of direct beneficiaries receiving grant inputs in terms of individuals, villages, households, or other groups? (Note: this number will be used to determine the cost per beneficiary)

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Under this project, vulnerability among youth is defined as belonging to one of the following groups: member of household with an income below the poverty line, refugee status, or having been in conflict with the law, youth from household with single-parent, 3 or more siblings, or both parents unemployed; school drop-out.As described in the context section above, youth between 15-30 years are selected because they disproportionately suffer the impacts of the current economic slow-down and high rates of unemployment. A focus on youth services is also deemed appropriate given the large number of children who will reach youth-hood in upcoming years and the need for services to be available to them when they reach this age. 3.2. Project Location6: The Project area covers East Amman and part of Ahgwar area. East Amman and the Ahgwar area, which cuts across several governorates, are amongst the poorest and least developed areas of Jordan with significant infrastructure and service deficits. Communities in the Project area suffer from the highest poverty rates, while also being home to a large number of less educated and disadvantaged youth. They also host a large number of refugees from Syria and Iraq. To address existing needs of marginalized communities in the Project area, the Project will provide community-based social and youth services.

4. PROJECT INNOVATION, SUSTAINABILITY, AND PARTICIPATION4.1. Innovation 7 : The project uses an innovative model that builds the capacity of the civil society to empower young citizens, and then provides them with high quality services and activities. The project will be the first of its kind in Jordan where government actors and civil society will partner on a variety of youth-related services and will deliver these services to vulnerable youth together with empowerment and engagement activities as an integrated package. The proposed project will demonstrate the impact of a strong collaboration between civil society, beneficiaries, and the government in addressing gaps and quality issues in service provision. This pilot will serve as demonstration of an approach that can then be taken to scale and can be replicated to benefit other vulnerable groups in the country. The projects also innovates on results-based approaches. To strengthen efficacy and impact, the project will apply performance-based procurement methods for youth service providers, CBOs, and training.4.2. Sustainability8: Sustainability of project activities and achievements will be supported at all levels, including community level, local service provider, and Government as described above. 4.3. Participatory Design Consultations9: The Project design is based on large number of consultations with vulnerable youth, parents and community members, which were complemented by key informant interviews with youth center managers, ministerial and regional staff of the MoY. The consultations took place during the project appraisal mission in April 2017 and are described in full detail in the Mission Aide Memoire. 4.4. Community Driven Activities10: The Project will include community driven activities through the sub-grants which will be disbursed to community-based organizations (CBOs) and youth service providers. Specifically, sub-grants will be provided in two main windows: (A) youth-driven development and (B) youth-focused services as explained above. Activities will be planned and implemented with and for young people and based on the needs and priorities of local youth.

5. JUSTIFICATION FOR BANK SUPERVISION COSTS11

6 Project Location: What is the geographic areas where the targeted beneficiaries live?7 Innovation: (a) What is new or different about the approaches that will be piloted under the project to deliver benefits to the vulnerable group? (b) What will be the immediate benefits obtained by the vulnerable group that will address and begin to relieve their vulnerability?8 Sustainability: What is proposed to be done to ensure the sustainability of the grant outcomes and benefits obtained by the vulnerable group?9 Participatory Design and Implementation: (a) Describe the consultation process that is taking place with the targeted beneficiaries in the pilot project area. (b) Describe the proposed participatory implementation to ensure ownership and sustainability, capacity building, and empowerment of the beneficiaries.10 Community Driven Activities: What community driven activities will be used to involve the vulnerable group in the project activities (e.g., participatory monitoring) and ensure ownership of the project and accountability of stakeholders and the implementing agency?

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Project Supervision be provided during implementation as per the World Bank’s requirement by its member countries to ensure that the proceeds of the grant are used only for the intended purposes. Bi-annual implementation support missions by Bank staff will provide the required supervision. These will be complemented with additional technical assistance to the recipient and/or PMU regarding all fiduciary aspects, safeguards, and technical quality of activities and sub-grant proposals, as well as monitoring and evaluation through specialized members on the Task Team. The total supervision fund of US$196,033 will cover Bank incremental cost in necessary to carry out fiduciary and technical due diligence, assessment of sub-grant proposals and implementers, support the implementation arrangements, and monitor grant implementation.

6. JAPANESE CONSULTATIONS6.1. Embassy of Japan (EoJ):Name and Designation(s) of the Officials Met :

Mr. Kojima Moriyuki, Coordinator; EoJMs. Sawsan Haddad Program Officer, JICA Jordan Office

Date(s) of the Meeting(s):

June 11, 2015

Summary of discussion and agreements reached on the objectives, scope, and implementation arrangements:The World Bank had the opportunity to brief Messrs. Moriyuki and Haddad on the proposed project. Discussions included information related to the project’s focus areas and possible locations. The meeting emphasized the larger community’s interest in this project and its unique approach – specifically its emphasis on community participation and institutional capacity-building in project design and implementation to ensure effective, appropriate and sustainable assistance for Jordan’s most vulnerable youth.

6.2. Japan International Cooperation Agency (JICA):Name(s) and Designation(s) of Representative(s):

Mr. Junji Wakui, Senior Representative; Mr. Shinichiro Kato, Project Formulation Advisor; Ms. Sawsan Haddad, Program Officer

Date(s) of the Meeting(s):

March 22, 2017

Summary of Discussion(s) and agreements reached on the objectives, scope and implementation arrangements:During the Appraisal mission in March 2017, the Bank met with the representatives of Japan International Cooperation Agency to brief them about the progress in project preparation. During the meeting, JICA confirmed the commitment to the youth sector in Jordan and thanked the Bank for the project preparation. The Bank explained the objectives and scope of the new project. The Bank briefed JICA regarding next steps towards the signing of the Grant Agreement and invited representatives of the Government of Jordan and JICA to attend the signature ceremony. The Japanese representatives also briefed the mission about JICA’s current interventions in Jordan which are related to youth such as the services offered to children in Za’atari Camp through Save the Children, vocational training in partnership with the Jordanian Vocational Training Cooperation- VTC focusing on occupational safety and health, and the career guidance project with the Ministry of Labor- MoL. The World Bank mission indicated that they would welcome any cooperation and complementarity between the JSDF- funded project and JICA’s youth related

11 Justification for Bank Supervision Costs: (a) If additional resources are needed for Bank supervision, please describe the context and justification. Up to 9% of the recipient grant amount may be added to the Japan grant for HQ-based TTLs and 5% of the recipient grant amount for field-based TTLs. Ceiling of $3 million is inclusive of SPN grant. (b) As Annex to the Project Paper, Implementation Support Plan, is required for JSDF.

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initiatives which would be further discussed during implementation. 6.3. Confirm that a grant signing ceremony will take place in the recipient country, including representatives from the Embassy of Japan, and that a press release would be issued in local newspapers

Agreed

6.4 Confirm that the Embassy of Japan in the recipient country will be invited to participate in field visits and project events, and will receive copies of progress review mission reports

Agreed

7. JAPAN VISIBILITY STRATEGY12

The proposed project will take the following steps to ensure visibility of Japan’s efforts in improving and supporting sustainable and effective integrated services to the youth population of East Amman and governorates in the Aghwar region:

1) Grant signing ceremonies and those information sessions introducing the project to the community will highlight Japan’s support of this project and representatives from Japan will be invited to participate in any such activities;

2) Any information sessions, trainings, workshops and documentation produced in the context of the project (including general information, M&E documentation, annual reports, etc.) will have the logo of the Japanese national flag; and

The project will take steps to invite media/reporters to ensure coverage of the project objectives, launch, implementation, activities and achievements. Any media/press releases and/or other sources of information, including press releases issued by the Bank, will specifically state the financial and technical contribution of Japan to the proposed project.

8. DETAILED DESCRIPTION OF GRANT COMPONENTS8.1 Component 1: Capacity-Building for Civil Society Partners serving Youth US$ 478,750

Activity 1.1: Capacity-building for Civil Society Partners This activity will involve capacity-building activities for NGOs and CBOs providing youth-services in Jordan. It will be based on a thorough and participatory needs assessment and capacity-building plan. This activity will be implemented in partnership with an experienced NGO.

The capacity building plan will have the objective of building the capacity of local NGOs, CBOs, and other service providers to empower young people, deliver quality services for youth, and use participatory approaches. The capacity building plan will be include an analysis of youth populations in Jordan and on the National Youth Strategy and its implementation plans.

12 Japanese Visibilitya. What kind of activities, events, press release or notices will be arranged to ensure the visibility of Japan as the donor of this JSDF

project?b. What kind of arrangements have been made for inviting the Embassy to participate in field visits and missions and for transmitting

progress and mission reports to the Embassy on a regular basis?c. What agreements have been made with the Government, implementing agency, beneficiaries and NGOs/CSOs to ensure that the

recognition of Japan as the donor will be sustained throughout the life of the project?

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A structured series of workshops will be used to refine the capacity building plan. During the first series of workshop, NGOs specializing in service delivery for youth will be invited to leverage their expertise, learn from their challenges and successes working with youth, and help map civil society organizations working with youth in the Project area. This information will be used to develop a capacity building plan for relevant civil society organizations and other service providers working with youth.

A second set of workshops will involve CBOs, and service providers interested in implementing activities under Component 2. Capacity building activities will be targeted to the specific type of institution and to their role. All institutions, however, are expected to receive thorough training on youth engagement and empowerment, participatory development, and participatory monitoring and evaluation. In total, a minimum of 200 staff from 30 of NGOs, CBOs, and other service providers is expected to participate in the workshops, which will include participating NGOs, CBOs, and other service providers to further develop individual capacity building plans. Indirectly, this activity would benefit youth served by local NGOs, CBOs, and other service providers.

Activity 1.2: Support to Youth Volunteer Program and Youth Coordination Platforms

Youth Volunteer Program: Under this activity, youth volunteers in project areas would be supported through training on outreach to more vulnerable youth populations. In addition, volunteers would be provided with information on services available to youth and communities in their area, and on how these services can be accessed. The Ministry of Youth has requested these activities for youth volunteers.

Youth Coordination Platforms: As part of this activity, the project will help youth volunteers to initiate Youth Coordination Platforms. These local platforms will focus on understanding the situation and priorities for youth in each project location. The information will be used to reach out to vulnerable young people and to ensure that youth-focused service providers and local officials well understand the needs of local youth. Implementation of this activity will emphasize the inclusion of vulnerable youth also in volunteer leadership, such that the opinions of these more vulnerable populations are emphasized in the group’s activities.

In total, 60 youth volunteers will benefit directly from this activity. Each youth volunteer will provide outreach and information on services to at least 200 other young people. Outputs: This component will directly benefit 260 individuals, including 60 youth beneficiaries and 200

youth service provider staff. In addition, the component is expected to indirectly benefit about 5,000 vulnerable youth through the improved services provided by NGOs, CBOs, and other services providers.

Outputs will include: (1) 4 capacity building workshops for NGOs, CBOs(2) 200 staff of local NGOs, CBOs, and other service providers trained. (3) 60 trained youth volunteers in project areas.

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(4) Up to 5000 indirect youth beneficiaries

8.2 Component 2: Support for Youth Empowerment US$ 1,834,400Through this component, the Ministry of Youth will provide sub-grants to local CBOs and other eligible youth service providers. The sub-grants will enable CBOs and youth service providers to take action to improve the lives and well-being of vulnerable young men and women and their communities.

Eligibility Criteria - Sub-grants will be disbursed to community-based organizations (CBOs) and youth service providers follow a stringent system which includes (1) Call for Applications; (2) Training in proposal writing for CBOs; (3) Screening and Technical Assessment of proposals; (4) Safeguards Screening to ensure full compliance with national and World Bank requirements; (5) Evaluation of CBO Projects by Grant Approval Committee; (6) Sub-grant Agreement, including application of World Bank fiduciary rules; (7) Sub-Grant Disbursement and monitoring of eligible expenses

Sub-grants will be provided in two main windows: (A) youth-driven development and (B) youth-focused services. Specific areas for funding are listed below.

A. Youth-driven development: Civic participation (promoting engagement, for example, through volunteerism, community centers,

etc.) Youth social development (e.g., youth centers, entertainment activities, activities which support

cooperation and trust); Vulnerable youth inclusion activities (e.g., infrastructure to support disabled youth, promotion of

activities for young women, activities to promote cohesion between refugee youth and host communities, etc.)

B. Youth-focused services: Employability support (e.g., life skills, language skills, basic business skills, skills marketing, business

marketing, counseling) with a focus on vulnerable groups including, among others, female youth and persons with disabilities);

Apprenticeship and internship programs; Health (promoting knowledge of and access to services, addressing gaps in health services, for

example, community-based rehabilitation efforts, counseling); Education (providing a re-entry point for the unemployed/dropouts to vocational and/or literacy

training).

Eligibility of subproject proposals will be determined during a review process by the MoY through its PMU, the World Bank, and the Grant Approval Committee (GAC) on the basis of an evaluation which focuses on the technical and organizational capacity of the applicant institution. Specifically, to be eligible to receive sub-grant funding, the GAC (described below) and the MoY will ensure that the proposed approach and activities: (1) support an institution that operates local facilities which will be enhanced by the grant; (2) are developed using a participatory design and a strong consultation process with youth and community members (including the most vulnerable and hard to reach groups); (3) adhere to a model for effectively

26

targeting services to reach youth not reached by other programs; (4) use participatory M&E mechanisms; and (5) are characterized by a high level of cooperation/partnerships with other providers/organizations and linkages to a services referral network.

A GAC comprised of sector specialists, development experts and local leaders, including community leaders, local government representatives and youth will be established in each project area in coordination with the MoY and other relevant authorities. The primary responsibility of the GAC will be to review and rate subproject proposals (applications) following a screening of proposals by the PMU to ensure all applications meet the basic eligibility criteria as detailed in the Project Operational Manual. The GAC will evaluate the proposals on the following criteria: technical soundness, feasibility, the organizations’ capacity to work closely with the community and to manage the proposed project. Based on the evaluation, the GAC will prepare a shortlist of proposals, which will present subproject proposals to the GAC, which will be invited to participate in an interview with the GAC. In addition to requiring local field staff to participate in interviews, they may be asked to furnish additional proposal documentation. Following selection, identified technical experts supported by an implementation specialist will work with the selected organizations to develop their Action Plans and Budgets which will take into account staff time, capacity-building within the organization as well as capacity-building to ensure effective implementation of services to the community. Ensuring participation of a broad range of participants throughout the selection process will be important in promoting impartiality and objectivity in decision-making regarding applicants and awards.

Outputs: This component will directly benefit 3000 youth and 40 sub-grantees. It is also expected to indirectly benefit other youth and civil society representatives in the targeted areas.

20 sub-grants awarded to local CBOs to undertake youth-driven development activitiesOn average 100 youth are reached directly by each sub-grant

20 sub-grants awarded to undertake youth-focused services activities. On average 100 youth are reached directly by each sub-grant

8.3 Component 3: Project Management and Administration, Monitoring and Evaluation, and Knowledge Dissemination

US$ 487,150

A. Project Management and Administration

The MoY will set up a professional Project Management Unit (PMU) to implement activities under Components 1 and 2 of the Project and to manage monitoring and knowledge exchange under Component 3.

The PMU will be responsible for the overall implementation of the Project. It will be staffed by a Project Manager, a Financial Management Specialist and a Procurement Specialist. The TORs of the respective positions will be developed and detailed in the Project Operational Manual.

The PMU will partner with NGOs and private sector vendors for selected activities. Specifically, for

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Component 1 and 2 civil society organizations will support the implementation. They will be selected based on staff expertise related to youth inclusion and empowerment; as well as overall capacity on procurement, financial management, and safeguards. Implementing partners will be selected based on a competitive bidding process, following the World Bank procurement procedures. The World Bank will provide the MoY with the necessary technical support to prepare the TORs for the contracts. The World Bank’s No Objection to the recommended selections will ensure it takes into account the NGOs’ institutional capacity including fiduciary systems and ability to manage procurement and financial management procedures.

The World Bank has undertaken an institutional assessment of the MoY and its Financial Management and Procurement systems. Following are the recommendations of the review:

Financial Management Arrangements: MoY will be responsible for the Project’s overall implementation and coordination through establishing a Project Management Unit (PMU), while the Ministry of Planning (MoPIC) will manage the Project’s designated account and related FM and disbursement functions. The arrangement is aligned with arrangements for grant-funded projects in situations where the implementing agency does not have sufficient experience implementing World Bank financed projects. Having MoPIC manage the designated account will ensure adequate fiduciary oversight and ensure against delays in processing payments and funds transfers. MoPIC has built solid experience with a strong track record regarding the World Bank FM and disbursement guidelines during the implementation of past and current World Bank-financed projects. A Financial Management Officer will be hired as part of the PMU, and financed from the grant (part-time). MoPIC will assign a Financial Management Officer from its own Finance Department, a civil servant, to be in charge of the project financials at MoPIC. The two Financial Management Officers will maintain close coordination and collaboration.

FM Risk: Based on the preliminary assessment, the overall FM risk is “Substantial”. With mitigation measures in place, the project will have acceptable project FM arrangements and residual FM risk rating will be “Moderate”. The FM risk is preliminary assessed as “Substantial” mainly due to: i) Limited prior experience of MoY with World Bank operations; ii) Limited coordination between MoPIC and the PMU at MoY that may cause delays in submission of timely financial reporting and payments to beneficiaries; iii) Sub-grants administered and provided by contracted NGO are not made to eligible NGOs per the specified criteria set in the contract with NGO.

FM Risk Mitigation: The following measures are to be taken to mitigate FM-related risks: i) MoPIC will manage the main FM and disbursement functions on behalf of MoY; ii) A part time Financial Officer with experience in World Bank funded projects and related guidelines will be hired to be part of the PMU/MoY, and will work in collaboration with MoPIC designated Financial Officer; iii) The MoY and MoPIC Financial Officers, facilitated by the Bank’s FM Specialist, will streamline the project procedures between MoPIC and MoY; iv) Submission of quarterly Interim Unaudited Financial Reports (IFRs) will allow the Bank team to follow up on the disbursement progress and address any bottlenecks on timely basis; v) Contracting an NGO to implement the Project’s activities will include agreeing on the payment method against clear deliverables; and vi) An independent external auditor, acceptable to the World Bank, will be hired to audit the project’s annual financial statements in accordance with terms of reference (TORs) acceptable to the World Bank.

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To ensure that funds are readily available for project implementation, MoPIC will open a segregated Designated Account at the Central Bank of Jordan (CBJ) in US Dollars to cover Grant' shares of eligible project expenditures. The project will follow the cash basis of accounting where resources and uses of funds are recorded when cash is received or when payments are made. MoPIC will be using Excel spreadsheets to record the project’s financial transactions and will be responsible for generating quarterly Interim Unaudited Financial Reports (IFRs) due for submission 45 days after the end of each quarter. The IFRs statements will be agreed upon with MoPIC after project effectiveness. An external independent auditor acceptable to the World Bank, financed by the Grant, will be hired to audit project financial statements in accordance with International Standards on Auditing. The audit report and management letter will be submitted by MoPIC to the World Bank within six months after the end of the audit period. MoPIC will be responsible for preparing the Terms of Reference (TORs) for the auditor and submitting them to the World Bank for clearance. The auditor will be requested as well to assess the effectiveness of internal controls within the project.

Sub-grants: Small sub-grants will be provided to CBOs and youth service providers to finance activities that will strengthen the provision of services to vulnerable youth and to empower communities to take action to improve the lives and well-being of vulnerable youth and their communities. The MoY through the PMU will manage the sub-grants within a clear accountability system and including transparent selection criteria. Eligibility will be determined on the basis of a screening (by the PMU) and an evaluation (by the GAC) which focuses on the technical and organizational capacity of the applicant organization, as described above. Sub-grant disbursement will take place in accordance to the terms specified in a contractual agreement between the selected sub-grant recipient and the MoY, which will be submitted to the World Bank for No Objection. The Bank task team will ensure that all eligibility and selection criteria are adhered to and that internal controls in place. This can include a simplified FM assessment by the Bank task team to ensure that selected NGOs/CBOs possess the necessary FM capacity to manage the received funds.

Project Audit: The audit of the Project will be conducted (i) by independent, private auditors acceptable to the Bank, on the basis of the terms of reference (TOR) acceptable to the Bank and procured by the Ministry of Youth, and (ii) according to the International Standards on Auditing (ISA) issued by the International Auditing and Assurance Standards Board of the International Federation of Accountants (IFAC).The annual audited Project financial statements will be provided to the Bank within 6 months of the end of each fiscal year, and also for the Project at the closing of the Project. The Recipient has agreed to disclose the audit reports for the Project within one month of their receipt from the auditors. Following the Bank's formal receipt of these reports from the Recipient, the Bank will make them publicly available according to World Bank Policy on Access to Information. The cost of the audit will be financed from the proceeds of the Project.

B. Monitoring and Evaluation and Reporting

Monitoring and evaluation (M&E) will focus on determining the extent to which the project has achieved its objectives in terms of outputs (across all components) and outcomes for youth empowerment and capacity building. To establish whether outputs have been delivered, the MoY will contract an M&E specialist as part of the PMU who will put in place an M&E online platform that tracks whether the project

29

is on target and achieving gains according to an established timeline and output (process) indicators.

Monitoring: The M&E process will include a baseline survey that will provide a starting point against which to monitor future performance of the project. To undertake M&E at community level, participatory approaches will be used. For example, NGOs, CBOs, service providers and participating youth will be regularly invited to evaluate project activities through a “score-card” exercise and to provide feedback. These participatory M&E exercises will be conducted on an ongoing basis and will be led by the MoY. Communities benefiting from the project will also engage in participatory M&E related to services provided and the overall project/sub-grant approach. Such feedback from the NGOs and the communities themselves will rely on mixed methods whenever possible, and will include data from completed feedback questionnaires, in-depth interviews, focus group discussions and case studies. Information collected through the monitoring of the Project will be documented in semi-annual reports summarizing activities and outputs, and will be submitted to the Bank.

Evaluation: To establish project outcomes, an independent outcome evaluation of the Project will be conducted by a qualified researcher. The Bank will review the terms of reference and draft report to ensure the responsiveness and quality of the work. The evaluation will identify samples of project beneficiaries and non-beneficiaries. Details related to the design of the evaluation study will be established as soon as project activities are selected and established. The sample size will be large enough to control for basic demographic variables and to account for potential attrition over time (often a concern in such studies). The study will aim to understand the overall outcomes of the project, including understanding the project’s effects on youth empowerment, access to services, quality of youth services, and overall changes in the relationship between youth and the state. The project final evaluation report will highlight all project outputs and outcomes, lessons learnt, best practices and guidance for scaling up these activities within the Jordanian context. In addition, a number of case studies on organizations, activities funded by sub-grants, and communities will be undertaken to better understand their experience and the ways in which the project benefitted them and any other important information which would be useful in community development projects in the future.

The project will also fund an Implementation Completion and Results (ICR) Report that will gather lessons learned for future Bank activities within Jordan and in other similar settings. The ICR will be developed as part of the Outcome Evaluation by an experienced independent evaluation consultant.

C. Knowledge Sharing and Sustainability PlanningKnowledge sharing will take place throughout the project. Lessons learned will be disseminated in civil society forums and coordination bodies, to local communities, and to donors.

Information gathered and analyzed in each component will be part of knowledge sharing activities.

In Component 1, capacity building materials will be gathered, translated and disseminated to other government and civil society organizations, so that these can be widely used to build the capacity of other agencies. In addition, workshop reports will also be developed after each workshop, which will highlight specific lessons learned from the specific training activity. In Component 2, organizations receiving sub-grants will be invited to share their lessons learned in

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annual events that will also aim to create a network of these local level service providers. At least one such annual event will be held in each project location each year. Reports from these events will also be written and translated so that they are available and useful to organizations throughout Jordan. In Component 3, monitoring and evaluation reports will also be widely shared and translated. Special efforts will be made to develop summary reports that can be shared with youth and can be used by young people to hold service providers and the project accountable.

A sustainability/exit-strategy workshop will also be carried out within the first six months of the project’s start. During this workshop, the mechanisms for ensuring that the project is sustainable will be developed. The workshop will also determine the key government and non-government agencies that need to be involved in the project so that youth continue to receive high quality services in the long-run and the mechanisms for involving these agencies. Fundraising strategies for the Ministry of Youth will also be put in place at this point, as will strategies for ensuring continued and long-lasting links between the Ministry of Youth and local NGOs, CBOs and service providers. The plans and strategies developed during this workshop will be implemented by the Ministry of Youth and NGOs through the project.

Outputs: Annual lessons learned event for sub-grantees Progress Reports (Semi-annual) Baseline and Final Outcome Evaluation Reports Knowledge Dissemination Workshops Final Independent report compiling lessons learned and guidance relevant to scaling up

activities in the country Annual Audit Reports Project Implementation Completion Report

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Annex 3: Fiduciary Arrangements

A. Financial Management

Staffing: MoY will be responsible for the project implementation and coordination through establishing a Project Management Unit (PMU). The PMU will be responsible for planning and coordinating specific activities, including FM (payment authorization, disbursement, accounting, reporting and audit), procurement of consultants (and related contract management), and monitoring and evaluation, while the MoPIC will manage the Project’s disbursement functions. A part time Financial Officer will be hired as part of the PMU, and financed from the grant. MoPIC will assign a Financial Officer from its own Finance Department, a civil servant, to be in charge of the project financials at the MoPIC. The two Financial Officers will maintain close coordination and collaboration.

Project FM risk. Based on the FM assessment, the overall FM risk is “Substantial”. With mitigation measures in place, the project will have acceptable project FM arrangements and residual FM risk rating will be “Moderate”.

The FM risk is assessed as “Substantial” mainly due to: a) No prior experience of MoY with World Bank operations; b) Limited coordination between MoPIC and the PMU at MoY that may cause delays in

submission of timely financial reporting and payments to beneficiaries; andc) Sub-grants administered and provided by contracted NGO might not be made to eligible

NGOs per the specified criteria set in the contract with NGO.

The following measures are to be taken to mitigate FM-related risks: The FM arrangements were designed to mitigate the identified FM risks, which would suit the available capacity during implementation, including: i) MoY PMU will manage the main FM function while MoPIC will manage the disbursement

function on behalf of MoY; ii) A part time Financial Officer with experience in World Bank funded projects and related

guidelines will be hired to be part of the PMU/MoY, and will work in collaboration with MoPIC designated Financial Officer;

iii) The MoY and MoPIC Financial Officers, facilitated by the Bank’s FM Specialist, will streamline the project procedures between MoPIC and MoY;

iv) Opening a Designated Account (DA) for the PMU with a sufficient advance payment; v) Submission of quarter Interim Unaudited Financial Reports (IFRs) will allow the Bank

team to follow up on the disbursement progress and address any bottlenecks on timely basis;

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vi) Contracting an NGO to implement the Project’s activities will include agreeing on the payment method against clear deliverables; and

vii) Sub-grants will be provided to eligible NGOs and CBOs by the contracted Lead NGO based on set criteria. Selection of beneficiaries will be through the Grant Approval Committee (GAC) and the composition of the GAC will be pre-approved by the World Bank.

viii) An independent external auditor, acceptable to the World Bank, will be hired to audit the project’s annual financial statements in accordance with terms of reference (TORs) acceptable to the World Bank.

Sub-grants and outsourced activities to the Lead NGO: Capacity-Building for Civil Society Partners serving Youth and Support for Youth Empowerment activities will majorly be managed by a Lead NGO that will be responsible for implementation. The terms of payments will be spelled out in the contract that will be signed and financed by the project. Provision of small sub-grants to CBOs and Service providers under the Support for Youth Empowerment component will be based on a set of eligibility criteria and prerequisite requirements per the Grant Approval Committee’s (GAC) review and approval of sub-projects proposals. MoY will set up project implementation arrangements, provide continuous monitoring and support participatory evaluations, manage knowledge sharing. The Monitoring and evaluation system to be set will inform on the physical and qualitative progress of these grants and will enable the financial management to match it with the financial progress, casting an acceptable control over the grants provision disbursed for the project’s intended purposes.

Accounting and Financial Reporting: The project will follow the cash basis of accounting and key accounting policies and procedures will be documented in the financial procedures manual which will be finalized before project effectiveness. The ministry uses a simple accounting software to capture its daily financial transactions. All daily transactions are recorded manually and excel is used for reporting. Manual accounting and excel spread sheets will be used to record project financial transactions and generate the quarterly IFRs.

The PMU will be responsible for preparing the following:(a) Interim Unaudited Financial Reports (IFRs) and submitting them to the Bank within 45

days from the end of each quarter. The format of the reports will be agreed before Project effectiveness date. These reports will consist of: i) Statement of Cash Receipts and Payments by each category, (ii) “the list of all signed Contracts per category” showing Contract amounts committed, paid, and unpaid under each contract, and (iii) Reconciliation Statement for the balance of the Designated Account.

(b) Annual Project Financial Statements (PFS) which will be audited by an independent external auditor. The audit report should be submitted to the Bank not later than six months following the end of each fiscal year. The PFS should include: Statement of Cash Receipts

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and Payments by category and accounting policies and explanatory notes, including a footnote disclosure on schedules: (i) List of all signed Contracts per category: showing Contract amounts committed, paid, and unpaid under each contract, (ii) Reconciliation Statement for the balance of the Designated Accounts, (iii) List of assets (goods and equipment).

Internal controls: Project’s expenditure cycle will follow the controls specified in the National Financial System of the Hashemite Kingdom of Jordan, which includes: (i) technical approval of the department involved; (ii) checking and approval by finance staff; (iii) verification of the accuracy of the payments and its compliance with the applicable laws in Jordan and the World Bank procurement and FM procedures as well as the Grant terms and conditions. Although the project will follow the Government-applied controls set in the local laws, there will be supplementary controls in place for monitoring project activities, including the verification and approval of the PMU staff (financial and technical). A financial management manual will be prepared. This manual will document the Project’s implementation of internal control functions and processes and describe the roles and responsibilities of the PMU staff and MoY finance department, summarized in terms of authorization and execution processes. The manual will also describe clearly the fiduciary responsibilities by MoY and PMU on related financial procedures and controls to be set in place, and the required financial reporting obligations.

On a monthly basis, the PMU Financial Officer will reconcile the Project account bank statement with the account book balance. Reconciliations should be prepared by the PMU Financial Officer and verified by the PMU Manager. All reconciling items (if any) should be listed, explained and followed upon. Copies of the reconciliation together with the account bank statement should be kept in the Project files and should be attached to the IFRs.

Financial Audit: MoY PMU will hire an external independent audit firm to audit the Project’s financial statements on annual basis. The external auditor, acceptable to the Bank, will be hired to conduct the audit in accordance with internationally accepted auditing standards and based on terms of reference cleared by the Bank. The PMU will be responsible for preparing the TORs for the auditor and will submit them to the Bank for clearance. The PMU should engage an external auditor six months following the submission of the first withdrawal application. The audit report will be sent to the Bank no later than 6 months following the end of the Project’s fiscal year. The report shall include an opinion on the Project’s financial statement. The auditor will also be requested to provide an opinion on the Project’s effectiveness of internal control system. Finally, a management letter shall accompany the audit report, identifying any deficiencies in the control system the auditor finds pertinent, including recommendations for their improvement.

Budgeting: The PMU will maintain a detailed disbursement plan per quarter. This plan will be developed based on the initial procurement plan, approved business plans for grant provisions, and/or based on the schedule of outputs as defined in the implementation schedule and estimated

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payments cycles - revised upon need. It will be used as a monitoring tool to analyze budget variances and manage cash, and will feed into the quarterly Interim Unaudited Financial Reports (IFRs). To ensure that funds are readily available for project implementation, a Designated Account (DA) will be opened for the project in the Central Bank of Jordan in U.S Dollar. The MoPIC will be responsible for managing the DA, preparing the reconciliations, and submitting monthly replenishment applications with appropriate supporting documentation.

Disbursements

Designated Account (DA) and Sub-Account. To ensure that funds are readily available for project implementation, a DA will be opened for the PMU in U.S Dollar. Authorized signatories, names and corresponding specimens of their signatures would be submitted to the Bank prior to the receipt of the first Withdrawal Application. The MoPIC will be responsible for submitting monthly replenishment applications with appropriate supporting documentation. The proceeds of the Grant will be disbursed in accordance with the World Bank's disbursements terms that will be outlined in the Disbursement Letter and in accordance with the World Bank Disbursement Guidelines for Projects. Transaction-based disbursement will be used under this project. Accordingly, requests for payments from the Grant will be initiated through the use of Withdrawal Applications (WAs) either for advances, direct payments, reimbursements or replenishments to the DA. All WAs will include appropriate supporting documentation, including detailed Statement of Expenditures (SOEs) for reimbursements and replenishments to the DA. The category of Eligible Expenditures that may be financed out of the proceeds of the Grant and the percentage of expenditures to be financed for Eligible Expenditures will be spelled out in the Grant Agreement. A Sub-Account will be opened to facilitate the payment of small and recurring expenditures in Jordanian Dinars. The Sub-Account will be replenished periodically and reconciled on monthly basis. Exchange rate losses from the transfer of US Dollars to Jordanian Dinars will be borne by the recipient as this is considered an ineligible expenditure by the World Bank.

E-Disbursement. The World Bank has introduced e-disbursement for all projects in Jordan. Under e-Disbursement, all transactions will be conducted and associated supporting documents and IFRs scanned and transmitted online through the World Bank’s Client connection system. The use of e-Disbursement functionality will streamline online payment processing to (i) avoid common mistakes in filling out WAs; (ii) reduce the time and the cost of sending WAs to the Bank; and (iii) expedite the Bank processing of disbursement requests.

Statements of Expenditures. All Reimbursement and Designated Account Replenishment Applications for withdrawal of proceeds from the grant account will be fully documented. Necessary supporting documents will be sent to the Bank in connection with contracts that are above the prior review threshold contracts as per the procurement plan, except for expenditures under Contracts with an estimated value of: (a) US$150,000 or less for Goods; (b) US$100,000

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or less for Consulting Firms; and (c) US$50,000 or less for Individual Consultants, incremental operating costs, as well as Training, which will be claimed on the basis of SOEs. The documentation supporting expenditures will be retained at the PMU and will be readily accessible for review by external auditors and periodic Bank supervision missions.

“Incremental Operating Costs” means Project related incremental costs incurred by the PMU on account of communication, translation and interpretation, printing, procurement-related advertising, office supplies, banking charges, Project related travel including per diem accommodation and transportation, vehicle rental and fuel, postal fee, and other miscellaneous costs directly associated with Project implementation subject to prior approval by the World Bank.

Supervision and Independent Verification: The Project will require close supervision during the start-up phase to ensure that the PMUs’ fiduciary requirements are completed in a timely manner, minimizing project fiduciary risk. Throughout Project implementation, supervision will be conducted every six months to ensure compliance with Bank requirements and to develop internally generated Project risks. The Bank Financial Management Specialist (FMS) will be granted regular access to the project documents at the PMU and different relevant entities. The FMS will mainly perform the following:

a. Verify and validate the projects’ FM and procurement arrangements and internal controls agreed upon with the implementing agencies;

b. Monitor the physical progress of Project activities; andc. Visit the PMU periodically and offer technical advice in addition to periodically reporting

issues to the Bank task team as they arise, and recommend actions to be taken by the PMU and the task team.

B. Procurement Arrangements

1. Procurement Regulations: applicable Procurement regulations for the Project are the WB New Procurement Framework (NPF), effective since July 2016. The Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants”, dated October 15, 2006 revised January 2011 and as of July 1, 2016; and the provisions stipulated in the Legal Agreement.

2. Prior Review Thresholds: based on the assessed procurement risk rating, the Project shall be subject to ‘Substantial’ risk prior review thresholds as defined under NPF. Therefore, all contracts, with exception of TORs, are expected to be post review. Hands on assistance will be provided by Bank staff as needed.

3. Procurement plan: The procurement plan needs to be prepared covering all planned activities under the project. The procurement plan shall also be used as a useful monitoring tool for timely processing and completion of procurement activities. The procurement plan shall cover at least first 18 months of project implementation.

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4. Project Operation Manual (POM), shall include a procurement section which shall detail the procurement and contract management arrangements. It shall also cover all other relevant activities such as record-keeping, handling of procurement related complaint, bidding documents, schedule of powers, prior/post review requirements, notification of award, disclosure of information, debriefing etc. in line with the Bank Procurement Regulations.

5. Frequency of Supervision: The frequency of supervision missions and post procurement review is envisaged to be once a year. In post procurement review, a minimum sample of ten percent of contracts or at least one contract of each type shall be covered.

6. Prior review thresholds: Based on the procurement assessment, small size of packages proposed to be procured under the project, and risk based review thresholds under NPF, all contracts are expected to post reviewed. However, all TORs, will be reviewed and cleared with the Bank.

7. STEP: The procurement plan for the life of the project will be developed by MoY through STEP. It will define the market approach options, the selection methods and contractual arrangements, and shall determine the WB’s prior/post reviews. The initial procurement plan covering at least 18 months of project implementation will be ready by signing of the Grant Agreement and shall be attached to the legal agreement. Packaging shall be determined to implement procurement activities efficiently and effectively.

8. PPSD: The MoY shall prepare a PPSD as per the procurement Regulations, and the agreed PPSD including procurement plan should be available before signing of the Grant Agreement.

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Annex 4: Implementation Support Plan

A. Strategy and Approach for Implementation Support

This proposed project will support a large number of stakeholders at the local level to implement locally driven youth development projects. For technical aspects of the project, the MoY, PMU and Lead NGO will play a key role in developing strong sub-grant activities and mobilizing youth.

The project will require attention to the quality of sub-grants, and support in stakeholder coordination. Therefore, the implementation support plan for the Project is designed to help to establish the institutional arrangements and roles and responsibilities for all key stakeholders, and launch the proposed project at the local level. The Implementation Support Plan (ISP) aims to focus support in the areas where the implementing entities are less experienced and where it needs to be strengthened further.

B. Implementation Support Plan

The objectives of the Implementation Support Plan (ISP) are (i) to monitor implementation progress of the Project and the implementation of the risk mitigation measures defined in the technical, fiduciary, and safeguard assessments and (ii) to provide the counterpart with the technical advice necessary to facilitate the achievement of the PDO and contribute to the quality of the capacity building of stakeholders by providing best practices, benchmarks and training.

The Bank will provide regular implementation support to the Project as appropriate, including for the implementation of sub-grants. Formal implementation support missions and field visits will be carried out bi-annually. The main focus of the implementation support is summarized below:

Table A4.1. Focus of Implementation Support

Time Focus Skills Needed Resource EstimateFirst twelve months

Procurement of all service providers for component 1-3; Start capacity building activities and support local CBOs in preparing strong sub-grant proposals.

Strong operational experience; in-depth understanding of youth sector and effective youth development policies; Fiduciary, Safeguards, M&E

60,000

Until MTR Continued capacity building, review of sub-grant proposals and their implementation; ongoing capacity building

Same as above 50,000

MTR MTR Same as above 50,000Following MTR

Continued capacity building, implementation of sub-grants

Same as above 36,033

Total (4 years) 196,033

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Table A4.2. Task Team Skills Mix Requirements for Implementation Support (per year)

Skills Needed Number of Staff Weeks

Number of Trips

Comments

Task Team Leader 10 0 Based in COSocial Development Specialist 10 2 Based in HQ

Procurement Specialist 4 0 Based in COFinancial Management Specialist 4 0 Based in CO

Social Safeguards Specialist 1 0 Based in COEnvironmental Safeguards Specialist 2 0 Based in CO

Operations Analyst 5 0 Based in CO

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Annex 5: Implementation Arrangements

The schematic diagram presents the relationships between the different entities, including their main roles and responsibilities. The detailed description of all contracted stakeholders is available in the TOR as detailed in the POM. The reporting relationship to the MoPIC is further described in the Project Paper.

CBOs and Service ProvidersOverall implementation of (A) Youth-driven empowerment and (B) Youth-focused services

Responsibilities: conduct training and youth-driven development projects at local level

Lead NGOOverall Project Implementation Support for Sub-Grants and M&E

Responsibilities: deliver project activities and outputs, manage sub-grant selection process and provide capacity building to sub-grant implementers

Ministry of Youth: Project Management UnitOverall Project Management, Procurement, M&E and Communication

Responsibilities: implement, manage, and coordinate project activities, including supervision of Lead NGO, Management Information System, etc. and Sub-Grant fiduciary compliance

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