Project Document. Brief Description

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1 Project Document United Nations Development Programme Country: Saudi Arabia Project Document Proect Tt1 i e CCSF Outcome(s): Capacity Development of Princess Al Anood Center for Youth Development (Warif) Inclusive Growth and Employment Expected CP Outcome(s): Effective Strategies and Institutions for Social Empowerment on Youth, Women and the Poor Expected Output(s): Capacity of Warif Developed to Carry out its Mandate for promotion of volunteerism Executing Entity: Warif Implementing Agencies: Warif Brief Description The present project represents a unique partnership between an NGO (Warif) and the UNDP with the objective of increasing youth participation in the national development processes. Youth participation in development is perceived to sustain the national development results while ensuring that such development is inclusive and participatory in a meaningful way. The project is envisaged to compliment recent public-sector efforts, which are mainly UNDP-supported, to strategically approach issues of youth participation in development. The project embraces three key outputs: 1) Warifs institutional capacity developed to deliver the organization s mandate on volunteerism with particular emphasis on youth volunteerism; 2) volunteerism niches explored, identified and verified in a national forum to reach a wide-ranging consensus; and 3) outreach prototype program developed. Programme Period: Key Result Area (Strategic Plan) One Year Fostering inclusive participation Atlas Award ID: Start date: 01 June 2012 End Date 31 May 2013 Total resources required $ Total allocated resources: $150,000 Regular $ Other: o Donor o Government Unfunded budget: In-kind Contributions PAC Meeting Date 14 March 2012 Management Arrangements NIM Agreed by Princess Al Anood Foundation HRH Prince Sultan bin Fahad bin bdulaziz Al Saud, Board of Trustees Member Date Agreed by(undp): z1- Dr. Riyad Musa Al Ahmad, UN Resident Coordjpator, UNDP Resident Representative Date: 22

2 L SITUATION ANALYSIS Presently, Saudi Arabia is witnessing an unprecedented socio-economic development which is accompanied by a national resolve to engage youth in all development processes. In fact, the younger people in the age group amounted in 2010 to 3.9 million out of a total population of 23.7 million based on the statistics in which the Ninth National Development Plan ( ) was grounded. It is conceived that full participation of the youth in the development processes is the only possible means to ensure sustainability of the development results, on the one hand, and to realize inclusive growth that benefits all population in an equitable and meaningful manner. It is to be noted that the public sector is implementing a UNDP-supported intervention, to formulate a national youth strategy. The National Youth Strategy will certainly embrace an ambitious objective of creating practical niches for youth participation in development and maximizing youth s benefits from the current economic growth through greater value-added participation in the labor market. Parallel to this, civil society organizations (NGOs) are equally keen to sustain this momentum. The NGOs, by the very nature of their grass-roots presence, have the ability to reach the young people and channel their untapped potentials into the development. In this context, Princess Al Anood Center for Youth Development (Warif), which was established under Princess Al Anood Foundation, has the mandate of empowering the youth to fully participate in development of their communities through volunteerism, which is deeply rooted in the national and traditional norms. Warif has sought UNDP s support to provide assistance in building its individual and institutional capacities as well identifying new youth volunteerism niches. On one hand, with unemployment rate among youth is high at 39.55%, studies show that youth in Saudi Arabia are facing certain difficulties with regard to utilizing their ample free time. While on the other hand, with the speedy growth of Saudi economy and population, there will be some social and economic needs that the government will not be able to provide. Volunteerism, a concept embedded in the Saudi society s values, can help bride this gap. The benefits of volunteerism to individual volunteers and communities are many; on the individual level, it is believed that volunteerism can increase skills and knowledge, promotes cooperation, encourages participation and contributes to the well-being of individuals and of society as a whole. UNDP, through its various Human Development Reports, has promoted the concept of human development; it goes beyond basic needs to call for expanding people s freedoms and choices and increasing their capabilities to lead lives that they value. This notion cannot be measured only by GDP per capita, but also by the extent to which people s choices have expanded and improved their quality of life. To achieve human development, education, health and decent work can be combined with non-material attainments such as empowerment and citizenship, of which volunteerism is such a strong expression. 2

3 N. STRATEGY The strategy of the project is to build on institutional strengths of Warif, as a national NGQ with a mandate to promote volunteerism among the youth and thereby boost socially inclusive development, and UNDP with a diversified portfolio of worldwide experiences in developing national capacities, particularly to create sustainable and efficient institutions and in delivering the national development priorities, In this respect, UNDP has also the capability to mobilize technical and substantive assistance from the UN System (namely, UNV) to ensure that the results of Want s work are in line with the best international practices. 3

4 INTENDED OUTPUTS OUTPUT TARGETS FOR INDICATIVE ACTIVITIES RESPONSIBLE INPUTS (YEARS) PARTIES IN. RESULTS AND RESOURCES FRAMEWORK Intended Outcome as stated in the Country Programme Results and Resource Framework: Effective Strategies and Institutions for Social Empowerment on Youth, Women and the Poor. Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets: Indicator: enhanced capacity of charity societies and social institutions. Baseline: modest role for charity societies and social institutions in economic and public life. Target: Increased participation of charity and social institutions in the mainstream economy and new policies to support broader results. Applicable Key Result Area (from Strategic Plan): Fostering inclusive participation Partnership Strategy: Partnership between UNDP and Warif as an executing agency with possible partnership with United Nations Volunteers (UNV) Project title and ID (ATLAS Award ID): SAUl : Capacity Development of Princess Al Anood Center for Youth Development (Warif) Output 1 A comprehensive capacity 1.1 Needs-assessment 1. Assessment of institutional and Warif National / International development program mission conducted and individual capacities of Warif experts formulated to deliver the renorted. organization s mandate of 2. Report produced with a program for a. 2.1 Training manual successive phase. promoting volunteerism US$50,120 developed 3. Training packages and toolkits for both the staff and development Baseline: partners Warif established in with massive mandate and limited human resources Indicators: At least three themes targeted in the capacity development programme for potential focus of Warif

5 Outreach prototype program 3.1 Formulation of prototype 1. Desk review to draft outreach Want National /International developed outreach program program Experts Sub-total US$142,500 UNDP s GMS (5%) US$7,500 Project Total US$150,000 Output 2 Volunteerism niches explored, 2.1 Sociological study 1. Study conducted on the status of Want National /lnternational identified and verified in a conducted to identify youth volunteerism and its challenges Experts national forum to realize a wide- areas of potential nationally ranging consensus volunteerism and 2. Survey conducted for international challenges facing US$60,244 best practices volunteenism within the US$18,000 Baseline: national context 3. Report produced combining national and international studies with Diverse studies conducted at recommendations for the national national level on volunteerism context Indicators: 4. Focus group to forge consensus on Domestic volunteenism niches potential niches for volunteerism explored with at least three lessons 2.2 Twinning arrangements 1. Two selected study tours organized to Warif Travel with at least two relevant countries of best practices international institutions Output 3 2. Focus group to reach consensus on Baseline: target groups and selected messages to promote volunteerism Warif established in 2011 with massive mandate and limited human resources Indicators: Wide-ranging (within Warif and with partners) on context-specific approaches to promote volunteerism US$14,136 5

6 EXPECTED OUTPUTS PLANNED ACTIVITIES TIMEFRAME PLANNED BUDGET RESPONSIBLE PARTY Qi Q2 Q3 Q4 Funding Source Budget Description Amount uss IV. ANNUAL WORK PLAN Year: 2012 Output 1 A comprehensive capacity development program formulated to deliver the organization s mandate of promoting volunteerism 1. Assessment of institutional and individual capacities of Warif Want Want PERLOC/PERINT 35,120 Baseline: Warif established in 2011 with massive mandate and limited human resources 2. Report produced with a program for a successive phase Want Wanif PERLOC/PERINT 10,000 Indicators: At least three themes targeted in the capacity development programme for potential focus of Want 3. Training packages and toolkits for both the staff and development partners Want PERLOC/PERINT 5,000 Targets: 1. Needs-assessment mission conducted and reported 2. Training manual developed 6

7 Output 2 Volunteerism niches explored, identified and verified in a national forum to realize a wide-ranging consensus Baseline: Diverse studies conducted at national level on volunteerism Indicators: Domestic volunteerism niches explored with at least three lessons 5. Two selected study tours organized to relevant countries of best practices Warif Want TRAVEL 18,000 Targets: 1. Sociological study conducted to identify areas of potential volunteerism and challenges facing volunteerism within the national context 2. Twinning arrangements with at least two international institutions 7

8 Amount US$ Year: 2013 EXPECTED OUTPUTS PLANNED ACTIVITIES TIMEFRAME Qi Q2 Q3 04 RESPONSIBLE PARTY PLANNED BUDGET Funding Source Budget Description Output 2 Volunteerism niches explored, identified and verified in a national forum to realize a wide-ranging consensus Baseline: Diverse studies conducted at national level on volunteerism Indicators: Domestic volunteerism niches explored with at least three lessons 1. Study conducted on the status of youth volunteerism and its challenges nationally 2. Survey conducted for international best practices 3. Report produced combining national and international studies with recommendations for the national context Warif Want PERLOC 15,000 Warif Want PER! NT 25,000 Want Want PERLOC/PERINT 18,244 Targets: 1. Sociological study conducted to identify areas of potential volunteerism and challenges facing volunteerism within the national context 2. Twinning arrangements with at least two international institutions 4. Focus group to forge consensus on potential niches for volunteerism Warif Want PERLOC 2,000

9 Output 3 Outreach prototype program 1 Desk review to draft developed outreach program Warif Warif PERINT 9,136 Baseline: Warif established in 2011 with massive mandate and limited human resources Indicators: Wide-ranging (within Want and with partners) on contextspecific approaches to promote volunteerism 2. Focus group to reach consensus on target groups and selected messages to promote volunteerism Want Want PERLOC 5,000 Targets: 1 Formulation of prototype outreach program 9

10 V. MANAGEMENT ARRANGEMENTS Execution Arrangements This project will be implemented under the National Implementation (NIM) modality with activities implemented through UNDP NIM modality, whereby Want assumes implementation responsibility with UNDP Implementation Support Services for recruitment of international and national advisors and other activities as noted in the Annual Workplan. All activities under the project will be done through standard Project Board mechanism to serve as a steering committee between Want and UNDP to ensure coherence of all activities under the project. UNDP will provide technical advisory support to all activities through the UNDP Country Office in Riyadh, UNDP Regional Service Centre in Cairo and various units in UNDP Headquarters in New York. Other UN agencies/bodies (UNV, etc) may also be invited to contribute to specific activities in the project. Project Board The Project Board is the group responsible for making on a consensus basis management decisions for a project when guidance is required by the National Project Manager, including recommendation for approval of project revisions. Project reviews by this group are made at biannual basis in Riyadh, or as necessary when raised by the National Project Manager. This group is consulted by the National Project Manager for decisions when management tolerances (i.e. constraints normally in terms of time and budget) have been exceeded. This group contains three roles: executive representing the project ownership to chair the group, senior Supplier role to provide guidance regarding the technical feasibility of the project, and senior Beneficiary role to ensure the realization of project benefits from the perspective of project beneficiaries. The Project Board has the following members: from Warif (Executive and Senior Beneficiary) Resident Representative, United Nations Development Programme, Saudi Arabia (as Senior Supplier).

11 Project Assurance Project Assurance is the responsibility of each Project Board member, but the role can be delegated to staff within each agency. The Project Assurance role supports the Project Board by carrying out objective and independent project oversight and monitoring functions. This role ensures appropriate project management milestones are managed and completed. The Team Leader for Governance UNDP Saudi Arabia will hold the Project Assurance role for the UNDP. A similar officer at Want will undertake the role of project assurance to provide on-the-site quality assurance of results. However, the National Project Manager and Project Assurance roles will never be held by the same individual in Warif. National Project Manager The National Project Manager will be the and has the authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid down by the Project Board. The National Project Manager is responsible for day-to-day management and decision-making for the project. The National Project Manager s prime responsibility is to ensure that the project produces the results specified in the project document, to the required standard of quality and within the specified constraints of time and cost. The National Project Manager is appointed by Warif through letter to UNDP. Want will also provide counterpart staff, offices facilities and necessary office equipment (including computers) for project staff, other project support facilities as required including for project related seminars, workshops and training facilities; other support in kind. Terms of Reference/job descriptions for the respective long term advisers and short term experts/consultants are set out in the Annex. Prior Obligations and Requisites There are no prior obligations and requisites attached to this document. Schedule of Payments: DATE AMOUNT US$ June ,000 January ,000 Total 150,000 11

12 VI. MONITORING FRAMEWORK AND EVALUATION In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored through the following: Within the annual cycle On a quarterly basis, a quality assessment shall record progress towards the completion of key results, based on quality criteria and methods captured in the Quality Management table below. An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change. > Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation. > Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be submitted by the Project Manager to the Project Board through Project Assurance, using the standard report format available in the Executive Snapshot. > a project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project Annually a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and shared with the Project Board and the Outcome Board. As minimum requirement, the Annual Review Report shall consist of the Atlas standard format for the QPR covering the whole year with updated information for each above element of the QPR as well as a summary of results achieved against pre-defined annual targets at the output level. Annual Project Review. Based on the above report, an annual project review shall be conducted during the fourth quarter of the year or soon after, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review is driven by the Project Board and may involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes. 12

13 Assessment Training Report Desk Quality Management for Project Activity Results OUTPUTS 1-3: Activity Result 1 ACT! VITY1: Capacity Development Start Date: 01 June 2012 (Atlas Activity ID) End Date: 31 May 2013 Purpose Individual and institutional capacity development to enable Warif delivers Description of institutional and individual capacities of Warif packages and toolkits for both the staff and development partners produced combining national and international studies with recommendations for the national context review to draft outreach program Quality Criteria Quality Method Date of Assessment At least three themes targeted in the capacity development programme for potential focus of Want Domestic volunteensm niches explored with at least three lessons Wide-ranging (within Want and with partners) on context-specific approaches to promote volunteerism On-site quality assessment Towards the end of the pro ect VII. LEGAL CONTEXT This project document shall be the instrument referred to as such in Article I of the Standard Basic Assistance AQreement between the Government of the Kingdom of Saudi Arabia and the United Nations Development Programme, signed by the parties on 04 January The host country implementing agency shall, for the purposes of the Standard Basic Assistance Agreement, refer to the Government Cooperating Agency described in that Agreement. The following types of revisions may be made to this project document with the signature of the UNDP Resident Coordinator! Resident Representative (or Officer in Charge) only, provided he or she is assured that the other signatories of the project document have no objections to the proposed changes: (a) (b) (c) VIII. Revisions in, or addition of, any of the annexes of the project document; Revisions which do not involve significant changes in the immediate objectives, outputs or activities of a project, but are caused by the rearrangement of inputs already agreed to or by cost increases due to inflation; Mandatory annual revisions which rephase the delivery of agreed project inputs, or reflect increased expert or other costs due to inflation, or take into account agency expenditure ANNEXES Annex 1: Risk Analysis Log Annex 2: Terms of Reference: TOR for key project personnel should be developed and attached 13

14 Annex 1: C RISK LOG Project Title: Award ID: Date: 17 March 2012 Ity in 1 March Describe the potential What actions have locating suitable 2012 (prior effect on the project if this been taken/will be (bilingual) to risk were to occur: taken to counter this candidates for signature Delay of implementation of risk: both national and of PD) inputs. Reach consensus international between project consultancy stakeholders that posts (on short- Enter probability on a scale translation can be term basis) from 1 (low) to 5 (high) utilized as a way out. P=2 Enter impact on a scale from 1 (low) to 5 (high) h=4 2 Lack of funds to Financial Results of this phase of To formulate fund- Warif UNDP sustain intervention may not be raising module as a intervention maintained beyond the starting activity in beyond this term of this project. next phase phase of project P=2 1= 2 14