United Nations Fund for Population
Project title: Youth Advisory Board – Member and Institutional development programme.
Theory of Change
We propose the following theory of change to be refined through consultation with the Ministry, the UNFP and the Youth Board Members:
If we engage with Youth Board Members who are committed to public service and reconciliation based on the representation of youth opinion in policy making and with key adult stakeholders at provincial and federal level,
if we provide core competence-based training, mentoring and capacity building to these young leaders as well as structured opportunities to network with and work alongside the key adult stakeholders,
if we provide an individual development plan which includes personal communication skills in expressive writing and speaking and the ability to design and deliver a personal branding campaign which builds legitimacy of the Board members as representative leaders and collectively projects the role of the Board to a wider public
and
if these teams of members of Youth Boards work individually and collectively on Action Plans which incorporate key deliverables in the form of agreed KPIs and Standing Orders as well as personal goals through the values-based Personal Development Plan (‘PDPs’) element of their Action Plans, including if possible taking them abroad to expose them to best practice and inspiring them with the importance and potential of their roles.
Then, these youth leaders will compile and launch a Plan for Youth Engagement that will project the work of the Advisory boards to other young people and to influencers in government and civil society, so that the position of youth issues is enhanced in Iraqi political discourse and young people help to shape and influence policy in areas that most concern them (short-term changes),
Leading to enhanced youth leadership and better policymaking, which in turn will inspire more young people to engage with the work of the Youth Advisory Boards (mid-term changes);
And eventually help to build an active, engaged, accountable and responsive political culture in Iraq as new generations of young people become involved in the democratic process (long-term changes).
For this theory to work in practice it will require the active and genuine engagement of adult stake holders at local and federal level who are prepared to allow young peoples’ voices not only to be heard, but to be listened to and to effect change. It is also assuming that the mitigation of risks identified in the preliminary and on-going risk assessment can be successfully achieved.
Intended Project Outcomes
| This project will strengthen the Iraqi political settlement by developing a team of young leaders who will form the membership of Youth Advisory Boards. The pilot project will develop teams in four key provinces and link these teams to stakeholders in the Provincial and Federal government
The project will therefore operate on three output levels:
1) Youth Board Members: Building the team and capacity of the Youth Advisors themselves in core competences: a. Strategic communications including measuring impact of communicating b. Personal communications, brand projection and expressive writing and speaking c. Networking with youth and with provincial and federal government d. Social media management individually and collectively e. Policymaking and influencing policy makers f. Leadership styles and understanding their own power g. Team work and institution building h. Effective Committee Membership i. 2) Adult Stakeholders: Working with this team and key government officials to develop the institutional capacity of the Boards, develop a sustainable set of key performance indicators and draft and adapt standing orders
3) Joint Youth-Adult Programme: Train and engage government officials in key departments to work with and understand the contribution that can be made by the Youth Advisory Boards from launch onwards.
This programme, while based on UK and other international experience of the role of Youth Advisory Boards, is designed to be a problem driven iterative project that allows the members of the Youth Boards and their stakeholders in government to shape their own agenda, specifically to prepare Action Plans, Key Performance Indicators (KPIs) and Standing Orders (SOs) in the context of knowledge transfer in key competencies and learning from precedent from other countries.
The project will train a cadre of Youth politicians in each of the four provinces – Diyala, Najaf, Basra and Wasit in which the pilot has been agreed.
It will do this by running a Fellowship programme designed to support the creation and work of Youth Advisory Boards through the drafting of action plans mapping out KPIs and developing standing orders. These Fellowships, including multiple 2 and 3 days programmes in Iraq, continuous online engagement and, if funding allows, a five-day fellowship in the UK, will build teams and a collective sense of identity and commitment to the success of the Boards. These Fellowships will also bring, through adult engagement processes, all the key stakeholders together to produce local Plans for Youth Engagement, to be fed into and supported by the decentralisation process. |
Background and context of project
|
Context and Strategic Fit in Iraq The Strategic plan of the Ministry of Youth and Sport · Opportunities: o The size of the youth demographic in Iraq o The official and international importance of youth issues o The global and national importance of youth in development
The Strategic Plan of the Ministry of Youth and Sports places an emphasis on incorporating the voices of youth into the development of policy at a provincial council and ultimately national level. Given the age profile of Iraq, it is important that the voices and opinions of young people are incorporated into the national dialogue. The incorporation younger voices requires mechanisms for the knowledge, perspectives and experiences of young people to be integrated into the policymaking- process. It is an essential element of any organization that works with youth. When you begin integrating a Youth Voice into programming, it is imperative that youth have a safe place to share their thoughts, input and opinions, but that they also have a forum in which they can engage directly with adult policymakers. The Ministry of Youth and Sports’ Strategic Plan emphasises the importance of creating opportunities for youth to volunteer and become involved with development and policymaking on a community, provincial and national level. For this to happen, it is necessary to identify potential enablers and barriers to creating these opportunities at each level. A common barrier preventing the inclusion a Youth Voice in these processes is the perception of young people as problems to be dealt with, as opposed to valuable partners and agents of change. This perception is frequently cited as a problem in the literature on the role of youth in peacebuilding and policy making, including the independent progress study on youth in peace and security that was commissioned as a result of UNSCR 2250.
The Youth Advisory Boards will therefore be encouraged to engage with this issue throughout the programme and to identify potential individuals, groups and organisations that are perpetuating this perception at a community, provincial and national level, and those that might be instrumental to changing it and removing this barrier.
For the development of an effective Youth Voice in policymaking, there need to be clear sets of expectations on both sides that can form the basis of agreed key performance indicators for the Board’s operation. These KPIs will be developed in a joint process of dialogue between the Provincial governments and the Advisory Boards. But the young people also need a set of core competences to build their legitimacy as representatives voices of young people, combat cynicism amongst older people on the role they might play and to engage constructively in the policy making process.
1) Adult Stakeholders: Working with this team and key government officials to develop the institutional capacity of the Boards
2) Joint Youth-Adult Programme: Train and engage government officials in key departments to work with and understand the contribution that can be made by the Advisory Board
The ability of the young politicians to engage in this process will be based on an intensive training programme in a set of core competences. This model will be adapted from the experience of other Youth Advisory Boards but will be tailored to the political and administrative context of Iraq.
The indicative core competences that will form the basis of the knowledge transfer process will comprise:
|
Implementing Agency
The Stabilisation and Recovery Network (UK Social Enterprise)
Dr. Brian Brivati
The Stabilisation and Recovery Network (TSRN)
1a Summerhouse Road, London, N16
E: brian.brivati@tsrnetwork.org
M: +447787241157
Implementing team leaders:
Dr Brian Brivati
Was Professor of Human Rights at Kingston University and is now a specialist in designing and delivering professional development, leadership and bespoke training programmes for government, NGOS, the private sector and overseas clients. He also works as a special adviser to politicians, government departments and civil society organisations in Central and Eastern Europe, and other Middle Eastern countries. He has implemented multiple projects in Iraq, including working closely with the Minister of Human Rights, members of the Human Rights Commission and relevant Committees in Parliament.
Dr Ghassan Jawad
Based in Baghdad, Ghassan manages a network of high-level officials, representatives, and individuals participating in international fora. He is an advisor to public sector and non-governmental organisations in Iraq. Ghassan has worked as adviser to the former Ministers of Human Rights and to members of the Human Rights Commission.
Sam Tilston
Has over 20 years IT and Cyber Security experience with a strong background in social media training, cyber counter-terrorism. He has developed software and training programmes that cover areas such as Communications for Social Change, National Cyber Security Assessment, Governance after conflict, Election Protection Systems, Active Cyber Defence mechanisms and Countering Violent Extremism. Cliients include INGOs: UNAMI Political Affairs Office and UNOPs Iraq, High Net Worth: individuals, family offices, businesses and governments; Politicians and Civil Society leaders: across 30 countries globally and the UK Government: British Embassies in Baghdad, Bahrain, Oman and Ukraine, FCO, Ministry of Justice, and Cabinet Office, London
Laura Cretney
Laura is an Arabic speaker and specialist in Middle East politics and security. She is the Director of Al Ishara Consulting, which advises businesses, NGOs and governments working in the MENA on political risk and understanding local cultures. She travels frequently to the region and has managed training and capacity building programmes in the Gulf and Iraq for donors including the UK FCO and the Omani government.
| Summary of deliverables: Full Cost programme
Activity 1: Formative Training Programme |
|||
| Activity 1.1: Youth Advisory Board Fellowship Formation: 3-day workshop in Baghdad for up to 32 participants from 4 regions | Output 1 | · Team Building
· Core Competences Training · Developing Action Plans · Drafting KPIs and SOs |
November 2018 |
| Activity 1.2: Technical Training: social media, strategic communications etc: 2 day workshop in Baghdad for up to 32 participants from 4 regions | Output 1 | · Building Core Competences:
· Enhancing Action Plans |
December 2018 |
| Activity 2: Network Development and Core Competence Enhancement | |||
| Activity 2.1: Inception of Online follow-up and individual communication training
|
Output 1 | · Inception of communications platforms
· Social Media connectivity and individual communications development · Discussing and developing Action Plans |
November 2018-October 2019 |
| Activity 2.2: Mentoring trips to each Board by Iraqi Project Manager and senior political figure | Output 1 and 3 | · Adult stakeholder engagement with Boards
· Developing and receiving feedback on Action Plans |
November 2018-May 2019 |
| Activity 2.3 – Delivery of UK workshop programme | Output 1 | · Building of Core Competences through exposure to international best practice
· Presenting and workshopping Action Plans |
March 2019 |
| Activity 3: Adult Stakeholder engagement | |||
| Activity 3.1: Online follow-up and personal communication training | Outputs 1 and 2 | · Social Media connectivity and individual communications development
· Discussing and developing Action Plans |
November 2018-October 2019 |
| Activity 3.2: Adult Stakeholders Joint Workshop: 2 days Baghdad | Output 2 and 3 | · Workshops on KPIs and Standing Orders
· Feedback on Action Plans |
June 2019 |
| Activity 4: Summative conference and launch | |||
| Activity 4: Summative Conference: Joint Youth-Adult Programme – 2 days Baghdad | Output 2 and 3 | · Launch of Boards and publication of KPIs and Standing Orders | September 2019 |
LOGICAL FRAMEWORK – ACTIVITIES, INPUTS, OUTPUTS, OUTCOMES AND INDICATORS
Project outcome:
| This project will strengthen the Iraqi political settlement by developing a team of young leaders who will form the membership of the Youth Advisory Board. |
Outcome Indicators
| Indicator | Baseline | Target
(including date) |
Source of information & who will collect | What will these results be used for? |
| Qualitative Indicators based on a social dialogue approach that evaluates the quality and content of discussions and conclusions of the Youth Advisory Board members and their adult stakeholders | ||||
| Active participation of the participants: Key indicators for measurement include the level of equal participation and the amount of time representatives group talk during the discussion | Assumed to be zero unless YAB members have previous contact | Qualitative analysis of engagement levels and consensus building to achieve a meaningful dialogue and agreed targets and objectives for KPIs and SOs | Baseline interviewing, observation and recording of meetings | To inform design of subsequent events, to map onto meeting agendas and to influence participants’ contributions and arrangements |
| Inter-group interaction: Key indicators for measurement include the level of joint agreement and the number of aggressive questions | As above | Observational analysis of the group interaction during and after key meetings to achieve a collegiate atmosphere and build trust in the group | Baseline interviewing on expectations for meetings | To influence the design of subsequent meetings |
| Atmosphere: Key indicators for measurement include the level of atmosphere during the meetings (positive-negative) | As above | Produce YAB members and Adult Stakeholder meetings that participants want and feel they have to attend | Focus groups with key players to reflect on what success will look like | To create a group identity and loyalty to the process itself |
|
Quantitative indicators of the visibility of and community level support for the Commission process
|
||||
| Number of Members of YAB trained | Nil | Up to 32 | Quarterly report by implementer | KPI for output delivery |
| Number of YAB Meetings | Nil | Initial and then frequency set by SOs | Quarterly report by implementer | KPI for output delivery |
| Social Media coverage of work of YAB | Nil | Number and tone of impressions
|
Quarterly report by implementer | KPI for output delivery |
| Number of policy initiatives/changes recommended in period of full operation | Nil | Benchmarked after consultation to form KPIs | Quarterly report by implementer | KPI for output delivery |
Output 1:
| Youth Boards: Building the team and capacity of the Youth Advisors themselves in core competences (strategic communications, networking, policymaking, leadership and teamwork, effective committee membership) while enhancing their ability to network with provincial and national government |
Output 1 Indicators
| Indicator | Baseline information | Target/milestone
(including date) |
Source of information & who will collect |
| Presentation of Action Plans for individual boards | Baseline interview | Independent qualitative assessment | M and E consultant report based on social dialogue process, interviewing, references and due diligence |
| Presentation of Action Plans for collective boards | Baseline interview | Strong qualitative and 90% quantitative approvals of training | M and E consultant report based on social dialogue process, interviewing, references and due diligence |
| YAB performance against KPI | Appraisal system for YA as part of SOs | Strong qualitative and 75% quantitative achievement of KPIs | Project management team based on private KPI appraisal |
Output 2:
| Adult Stakeholders: Working with this team and key government officials to develop the institutional capacity of the Boards, develop a sustainable set of key performance indicators and draft and adapt standing orders |
Output 2 Indicators
| Indicator | Baseline information | Target/milestone
(including date) |
Source of information & who will collect |
| Consensus based KPIs published | Nil | Launch Month 10 at joint conference | Project team |
| Consensus based Standing Orders published | Nil | Launch Month 10 at joint conference | Project team |
| Public response to launch | Baseline survey of online attitudes to Youth engagement in government, if any | Social Media survey and monitoring in three-month period after launch | Project Team |
Output 3:
| Joint Youth-Adult Programme: Train and engage government officials in key departments to work with and understand the contribution that can be made by the Youth Advisory Board |
Output 3 Indicators
| Indicator | Baseline information | Target/milestone
(including date) |
Source of information & who will collect |
| Strategic Communications around first meetings of Boards | Nil | Social Media promotion of Board meetings | Project Team |
| Focus Groups of key participants | Nil | Two focus groups of participants for qualitative assessment | Record and analysis of Focus Group, M and E consultant |
| Social Media Monitoring | Nil | High level of discussion of meetings | Media Monitoring by AKKAD |
MONITORING AND EVALUATION
M&E checklist
| Area | Description | Progress |
| Evaluation plan | Additional information needed for an end of year evaluation, to demonstrate project impact. | In format agreed with donor |
| Quarterly reporting | Quarterly reporting of the project | In format agreed with donor |
| Independent validation of results | Independent measurement of impact and delivery of targets against Logical Framework | An independent M and E consultant will be appointed |
| Lessons Learned | Lessons learned to be captured and continually updated, ensuring the project evolves as necessary and is PDIA compliant. | Continuous assessment process with focus groups, analysis and reporting |
Budget breakdown 1: UNFP cover all costs
| Youth Advisory Board – Member and Institutional development programme | |||||
| Budget Summary for September 2018 – October 2019 | |||||
| Assumption: UNFP covers the full economic cost of the programme | |||||
| All figures are in USD. Assuming 32 Members attend all activities | |||||
| Summary | Programme Expenses | Programme Delivery Fee | Direct Cost | Total Cost | Cost per Member |
| Total Cost for Activity 1 | 124,350 | 34,500 | 16,218 | 175,068 | 5,471 |
| Total Cost for Activity 2 | 205,040 | 42,000 | 10,252 | 257,292 | 8,040 |
| Total Cost for Activity 3 | 116,850 | 18,600 | 5,843 | 141,293 | 4,415 |
| Total Cost for Activity 4 | 68,550 | 18,600 | 3,428 | 90,578 | 1,617 |
| TOTALS | 514,790 | 3,700 | 35,740 | 664,230 | |
Please find attached YAB Budget Full Economic Cost
which breaks down all costs by activity and budget lines
Budget breakdown 2: Ministry cover members costs
| Youth Advisory Board – Member and Institutional development programme | ||||||
| Budget Summary for September 2018 – October 2019 | ||||||
| Assumption: Ministry of Youth and Sport covers travel and subsistence costs of Members and other Iraqi participants | ||||||
| All figures are in USD. Assuming 32 Members attend all activities | ||||||
| Summary | Programme Expenses | Programme Delivery Fee | Direct Cost | Total Cost | Cost per Member | |
| Total Cost for Activity 1 | 73,950 | 34,500 | 11,698 | 120,148 | 3,755 | |
| Total Cost for Activity 2 | 82,900 | 42,000 | 4,145 | 129,045 | 4,033 | |
| Total Cost for Activity 3 | 87,250 | 18,600 | 4,363 | 110,213 | 3,444 | |
| Total Cost for Activity 4 | 32,900 | 18,600 | 1,645 | 53,145 | 949 | |
| TOTALS | 277,000 | 113,700 | 21,850 | 412,550 | ||
Please find attached YAB Budget with Ministry Contribution,
which breaks down all remaining costs by activity and budget lines
PRELIMINARY RISK ANALYSIS
| Risk | Chance
(RAG) |
Impact (RAG) | Mitigation | Level | How and how often will this be monitored? |
| Country-Level Risks – programme delivery untenable as a result of systemic threats to stability, change of government, full scale civil war | A | A | Consult with UNFP and UNAMI to gauge political situation. Keep open channels to all political actors to ensure that the program can be re-started as soon as security situation allows | Programme | Monthly review of the situation |
| Partner risks – programme unsupported by provincial government and other key stakeholders | G | R | Political lobbying operation by Iraqi country manager in consultation with UNFP to ensure political support is maintained. Regular and director consultation with key figures in the Ministry | Programme | Maintain stakeholder mapping and review with political partners |
| Reputational risk- reputational impact on UNFPA as a result of the Board’s failing to deliver | A | A | Manage expectations of all stakeholders and ensure focus is on deliverables and the communicating of their delivery at each step to build momentum | Programme | Media monitoring and weekly reporting |
| Security risks – security situation changes rapidly on the ground | A | A | Iraqi based team will work through local partners or move meetings to secure locations when necessary. Program will be suspended and reactivated if necessary. | Programme | Security review before each movement in Iraq and each movement to Iraq.
Programme threat/risk assessment drawn up and regularly reviewed; contingency plans established to increase or decrease geographical profile as required |
| Political risk – adult stakeholders fail to engage and to deliver | A | A | Work all political contacts at regional and national level to ensure the Boards are taken seriously, engage with national political figures in our network to build credibility of the programme | Activity | Political risk analysis to be constantly updated. |
| Participant risk – the young people selected for the boards are not up to the challenge | The structure of the programme is creating an institution as much as a team of individuals. If the quality is low the focus will be much more on institution building and the training delivered will focus on those most able to deliver | Activity | Personal development plans and direct engagement with the participants from the outset. |
International context and comparative examples
Advisory Group of Experts for the Progress Study on Youth, Peace and Security mandated by UNSCR 2250
Background:
21 members appointed by the UN Secretary General in 2016 to lead the Progress Study and to inform implementation and future developments of UNSCR 2250. Members comprised of scholars, practitioners and youth leaders from various countries affected by conflict and civil unrest, including Yemen, Libya, Pakistan, Syria, Nigeria, Palestine, Sri Lanka, Colombia, Somalia, CAR, South Sudan, Jamaica, Tunisia, Sierra Leone. Not exclusively young people but overwhelming majority are under 30.
RESOURCE: ‘The Missing Peace: Progress Report on Youth, Peace & Security’, March 2018, UN report (available in English & Arabic)[1].
The Group of Experts contributed to the report, which sets out the findings[2] of research by the UN, civil society and academics into the role of youth in peace and security. Methodology included engagement with youth through consultations, focus group discussions and online contributions. Put forth the following three recommendations:
- Invest in young people’s capacities, agency and leadership through substantial funding support, network-building and capacity-strengthening, recognizing the full diversity of youth and the ways young people organize.
- The systems that reinforce exclusion must be transformed in order to address the structural barriers limiting youth participation in peace and security.
- Partnerships and collaborative action, where young people are viewed as equal and essential partners for peace, must be prioritized.
These findings are reflected in the Youth-Adult officials engagement dimensions of this proposal, the heavy emphasis on social media and strategic communications to ensure outreach to the broader youth community and measurement of response and impact is embedded in the operation of the Boards from the outset and an emphasis on peace and reconciliation themes in the framing of the KPIs.
Youth advisory groups NOT focused specifically on peacebuilding:
US Embassy in Beirut – Youth Advisory Council
First launched in 2012, comprised of 12 Lebanese youth leaders who meet with Embassy officials once a month to discuss hot topics in Lebanon, from the effects on Lebanon of spill over from the Syrian conflict, to the job market and economic prospects for Lebanese graduates.
The inclusion of donors and embassies at the Joint Conference to launch the Boards reflects lessons from this programme.
UN-Habitat Youth Advisory Board
2-year term board established in 2008, comprising 16 young people aged 18-32 years old (12 elected members from the six continents of the world and 4 nominated representatives on special issues) who project the views of the urban youth for integration into the UN-Habitat urban strategy and work programme.
Their role is to represent young people in local, national and international forums; advise the organization on how to engage urban youth in sustainable urbanization and development; and strengthen youth participation and advocacy in youth-led initiatives.
This provides one a number of examples of tenure models that will presented to the YABs in order to shape the nature of their membership.
World Bank – Lebanon Youth Advisory Group
Voluntary advisory group to be formed 2018-2019 composed of 20-25 young men and women from diverse backgrounds, to create a pathway for youth to participate and engage in policy discussion and communicate their concerns.
Proposed activities:
Acquire comments, feedback and inputs to WBG-supported interventions, including at design, implementation, and evaluation stages;
Acquire comments on WBG strategic documents, such as the Country Partnership Frameworks (CPF) and other sectoral strategies;
Organize youth consultations roundtables on selected issues of national or regional significance;
Invite youth to attend conferences and events organized by the WBG;
Obtain youth perceptions related to the WBG image and its development effectiveness in the respective country, regionally, and globally;
Use of the abovementioned platforms by WBG staff to raise awareness of the WBG vision and work globally, regionally, and in the respective countries.
This model of proposed activities will inform the training programme for YABs as they shape their own set of standing orders.
EU – Youth Capacity and Action for Change (YCAC), Kosovo
Programme funded by the EU and the Austrian Development cooperation. Brought together more than 200 participants from 10 well-organized local youth councils with the aim of advancing youth in rural areas, promoting healthy lifestyles through an open air gym, raising youth participation in voluntary work and increasing employment opportunities.
The participants were trained in advocacy skills, the use of social media for advocacy, project management and organizational development.
Outcomes:
“The Local Youth Action Councils have become an important stakeholder in policy development,” said Christof Stock, Head of the Cooperation at the EU office in Kosovo/EUSR. “Equally important, however, they have established partnerships with their local municipal youth departments which allow them to jointly develop Local Youth Action Plans and partnerships, which will also enable them to hold regular consultative meetings with policy makers in the future”.
World Vision’s Operational Director in Kosovo, Philip Harris, also emphasized some of the changes made possible through the project. “Before the intervention, most of the targeted youth councils were weak or inactive,” he says. “Since the project started, an increased rate for volunteerism and advocacy activities has been recorded. Today, these councils have more young members who are ready to participate in organized events, be it voluntarily or through support.”
The outcomes of this project reinforce the need for the Youth-Adult engagement as key elements in building the capacity of the Boards.
Kosovar Youth Council (KYC)
Youth non-governmental organization (NGO) established to activate young Kosovars to respond to their problems brought on by massive expulsion from their homes to Albania in 1999. Acts to build a civil society through youth participation, by creating and supporting youth NGOs and coordinating their leadership.
Objectives:
Representing youth voices;
Promoting self-organized education, development and entertainment for youth;
Actively involving youth in the creation and development of meaningful youth policies.
KYC Youth Monitoring Group:
Initiated and participated in various projects and relating to peacebuilding and promoting tolerance in the early 2000s, but today seems to be more focused on social issues, child safety, education etc.
Youth Council of the US Embassy in Kosovo
Launched in April 2014 and comprised of U.S. alumni, civil society members and students.
Objectives:
To serve as a bridge between the U.S. Embassy in Kosovo and the Kosovar youth.
To raise awareness about youth issues by, among other efforts, proposing and implementing solutions.
To promote an all-inclusive society which is tolerant and open to diversity in all facets of life.
To strengthen the sense of active citizenship among the youth of Kosovo through leadership and community service activities.
Examples of projects and activities:
February 2018 event, ‘The Power of Youth in Building a Country #Kosova10’ (panel discussion).
February 2018 roundtable discussion with the US Ambassador.
Other workshops and awareness raising campaigns.
World Federation of United Nations Associations (WFUNA) Youth Advisory Council
3-year term board comprised of 9 youth leaders from various regions. Their objective is to advise the Secretary-General on youth issues, by brainstorming pragmatic, innovative, and cost-effective programs for WFUNA’s local, regional, and global networks.
[1] Report downloadable here: https://reliefweb.int/report/world/missing-peace-independent-progress-study-youth-peace-and-security-a72761-s201886-enarru
[2] Summary of findings: https://www.sfcg.org/the-missing-peace-independent-progress-study-on-youth-peace-and-security/
United Nations Fund for Population
Project title: Youth Advisory Board – Member and Institutional development programme.
Theory of Change
We propose the following theory of change to be refined through consultation with the Ministry, the UNFP and the Youth Board Members:
If we engage with Youth Board Members who are committed to public service and reconciliation based on the representation of youth opinion in policy making and with key adult stakeholders at provincial and federal level,
if we provide core competence-based training, mentoring and capacity building to these young leaders as well as structured opportunities to network with and work alongside the key adult stakeholders,
if we provide an individual development plan which includes personal communication skills in expressive writing and speaking and the ability to design and deliver a personal branding campaign which builds legitimacy of the Board members as representative leaders and collectively projects the role of the Board to a wider public
and
if these teams of members of Youth Boards work individually and collectively on Action Plans which incorporate key deliverables in the form of agreed KPIs and Standing Orders as well as personal goals through the values-based Personal Development Plan (‘PDPs’) element of their Action Plans, including if possible taking them abroad to expose them to best practice and inspiring them with the importance and potential of their roles.
Then, these youth leaders will compile and launch a Plan for Youth Engagement that will project the work of the Advisory boards to other young people and to influencers in government and civil society, so that the position of youth issues is enhanced in Iraqi political discourse and young people help to shape and influence policy in areas that most concern them (short-term changes),
Leading to enhanced youth leadership and better policymaking, which in turn will inspire more young people to engage with the work of the Youth Advisory Boards (mid-term changes);
And eventually help to build an active, engaged, accountable and responsive political culture in Iraq as new generations of young people become involved in the democratic process (long-term changes).
For this theory to work in practice it will require the active and genuine engagement of adult stake holders at local and federal level who are prepared to allow young peoples’ voices not only to be heard, but to be listened to and to effect change. It is also assuming that the mitigation of risks identified in the preliminary and on-going risk assessment can be successfully achieved.
Intended Project Outcomes
This project will strengthen the Iraqi political settlement by developing a team of young leaders who will form the membership of Youth Advisory Boards. The pilot project will develop teams in four key provinces and link these teams to stakeholders in the Provincial and Federal government
The project will therefore operate on three output levels:
1) Youth Board Members: Building the team and capacity of the Youth Advisors themselves in core competences:
a. Strategic communications including measuring impact of communicating
b. Personal communications, brand projection and expressive writing and speaking
c. Networking with youth and with provincial and federal government
d. Social media management individually and collectively
e. Policymaking and influencing policy makers
f. Leadership styles and understanding their own power
g. Team work and institution building
h. Effective Committee Membership
i.
2) Adult Stakeholders: Working with this team and key government officials to develop the institutional capacity of the Boards, develop a sustainable set of key performance indicators and draft and adapt standing orders
3) Joint Youth-Adult Programme: Train and engage government officials in key departments to work with and understand the contribution that can be made by the Youth Advisory Boards from launch onwards.
This programme, while based on UK and other international experience of the role of Youth Advisory Boards, is designed to be a problem driven iterative project that allows the members of the Youth Boards and their stakeholders in government to shape their own agenda, specifically to prepare Action Plans, Key Performance Indicators (KPIs) and Standing Orders (SOs) in the context of knowledge transfer in key competencies and learning from precedent from other countries.
The project will train a cadre of Youth politicians in each of the four provinces – Diyala, Najaf, Basra and Wasit in which the pilot has been agreed.
It will do this by running a Fellowship programme designed to support the creation and work of Youth Advisory Boards through the drafting of action plans mapping out KPIs and developing standing orders. These Fellowships, including multiple 2 and 3 days programmes in Iraq, continuous online engagement and, if funding allows, a five-day fellowship in the UK, will build teams and a collective sense of identity and commitment to the success of the Boards. These Fellowships will also bring, through adult engagement processes, all the key stakeholders together to produce local Plans for Youth Engagement, to be fed into and supported by the decentralisation process.
Background and context of project
Context and Strategic Fit in Iraq
The Strategic plan of the Ministry of Youth and Sport
• Opportunities:
o The size of the youth demographic in Iraq
o The official and international importance of youth issues
o The global and national importance of youth in development
The Strategic Plan of the Ministry of Youth and Sports places an emphasis on incorporating the voices of youth into the development of policy at a provincial council and ultimately national level. Given the age profile of Iraq, it is important that the voices and opinions of young people are incorporated into the national dialogue. The incorporation younger voices requires mechanisms for the knowledge, perspectives and experiences of young people to be integrated into the policymaking- process. It is an essential element of any organization that works with youth. When you begin integrating a Youth Voice into programming, it is imperative that youth have a safe place to share their thoughts, input and opinions, but that they also have a forum in which they can engage directly with adult policymakers.
The Ministry of Youth and Sports’ Strategic Plan emphasises the importance of creating opportunities for youth to volunteer and become involved with development and policymaking on a community, provincial and national level. For this to happen, it is necessary to identify potential enablers and barriers to creating these opportunities at each level. A common barrier preventing the inclusion a Youth Voice in these processes is the perception of young people as problems to be dealt with, as opposed to valuable partners and agents of change. This perception is frequently cited as a problem in the literature on the role of youth in peacebuilding and policy making, including the independent progress study on youth in peace and security that was commissioned as a result of UNSCR 2250.
The Youth Advisory Boards will therefore be encouraged to engage with this issue throughout the programme and to identify potential individuals, groups and organisations that are perpetuating this perception at a community, provincial and national level, and those that might be instrumental to changing it and removing this barrier.
For the development of an effective Youth Voice in policymaking, there need to be clear sets of expectations on both sides that can form the basis of agreed key performance indicators for the Board’s operation. These KPIs will be developed in a joint process of dialogue between the Provincial governments and the Advisory Boards. But the young people also need a set of core competences to build their legitimacy as representatives voices of young people, combat cynicism amongst older people on the role they might play and to engage constructively in the policy making process.
1) Adult Stakeholders: Working with this team and key government officials to develop the institutional capacity of the Boards
2) Joint Youth-Adult Programme: Train and engage government officials in key departments to work with and understand the contribution that can be made by the Advisory Board
The ability of the young politicians to engage in this process will be based on an intensive training programme in a set of core competences. This model will be adapted from the experience of other Youth Advisory Boards but will be tailored to the political and administrative context of Iraq.
The indicative core competences that will form the basis of the knowledge transfer process will comprise:
1. Strategic communications including measuring impact of communicating
a. Social media presence and management
b. Internal communications
c. Stakeholder communications – outside government
2. Personal communications, expressive writing and speaking
a. Creating and expressing a personal narrative
b. Developing an individual brand to build support
c. Developing a speaking style that is distinctive and expressive
d. Understanding active listening
3. Networking with youth and with provincial and federal government
a. Bridging
b. Bonding
c. Brokering
4. Social media management individually and collectively
a. Expressing your brand and identity through social media
b. Working together to create a brand and an identity for the youth boards
5. Policy-making and accountability and influencing policy makers
a. Evidence-based policymaking
b. Basic research and analysis skills
c. Drafting skills and policy idea formation
6. Leadership styles and understanding their own power
a. Knowing yourself as a leader
b. Building consensus and alliances
c. Rhetoric and the force of language
7. Team work and institution building
a. Working across political divides to build the institution of the Youth Boards
b. Defining strengths and weaknesses of yourself and others
c. Learning to delegate and to accept delegation
8. Effective Committee membership
a. Organisation
b. Time management
c. Consensus building
d. Mastering a brief
Implementing Agency
The Stabilisation and Recovery Network (UK Social Enterprise)
Dr. Brian Brivati
The Stabilisation and Recovery Network (TSRN)
1a Summerhouse Road, London, N16
E: brian.brivati@tsrnetwork.org
M: +447787241157
http://tsrnetwork.org
Implementing team leaders:
Dr Brian Brivati
Was Professor of Human Rights at Kingston University and is now a specialist in designing and delivering professional development, leadership and bespoke training programmes for government, NGOS, the private sector and overseas clients. He also works as a special adviser to politicians, government departments and civil society organisations in Central and Eastern Europe, and other Middle Eastern countries. He has implemented multiple projects in Iraq, including working closely with the Minister of Human Rights, members of the Human Rights Commission and relevant Committees in Parliament.
Dr Ghassan Jawad
Based in Baghdad, Ghassan manages a network of high-level officials, representatives, and individuals participating in international fora. He is an advisor to public sector and non-governmental organisations in Iraq. Ghassan has worked as adviser to the former Ministers of Human Rights and to members of the Human Rights Commission.
Sam Tilston
Has over 20 years IT and Cyber Security experience with a strong background in social media training, cyber counter-terrorism. He has developed software and training programmes that cover areas such as Communications for Social Change, National Cyber Security Assessment, Governance after conflict, Election Protection Systems, Active Cyber Defence mechanisms and Countering Violent Extremism. Cliients include INGOs: UNAMI Political Affairs Office and UNOPs Iraq, High Net Worth: individuals, family offices, businesses and governments; Politicians and Civil Society leaders: across 30 countries globally and the UK Government: British Embassies in Baghdad, Bahrain, Oman and Ukraine, FCO, Ministry of Justice, and Cabinet Office, London
Laura Cretney
Laura is an Arabic speaker and specialist in Middle East politics and security. She is the Director of Al Ishara Consulting, which advises businesses, NGOs and governments working in the MENA on political risk and understanding local cultures. She travels frequently to the region and has managed training and capacity building programmes in the Gulf and Iraq for donors including the UK FCO and the Omani government.
Summary of deliverables: Full Cost programme
Activity 1: Formative Training Programme
Activity 1.1: Youth Advisory Board Fellowship Formation: 3-day workshop in Baghdad for up to 32 participants from 4 regions Output 1 • Team Building
• Core Competences Training
• Developing Action Plans
• Drafting KPIs and SOs November 2018
Activity 1.2: Technical Training: social media, strategic communications etc: 2 day workshop in Baghdad for up to 32 participants from 4 regions Output 1 • Building Core Competences:
• Enhancing Action Plans December 2018
Activity 2: Network Development and Core Competence Enhancement
Activity 2.1: Inception of Online follow-up and individual communication training
Output 1 • Inception of communications platforms
• Social Media connectivity and individual communications development
• Discussing and developing Action Plans November 2018-October 2019
Activity 2.2: Mentoring trips to each Board by Iraqi Project Manager and senior political figure Output 1 and 3 • Adult stakeholder engagement with Boards
• Developing and receiving feedback on Action Plans November 2018-May 2019
Activity 2.3 – Delivery of UK workshop programme Output 1 • Building of Core Competences through exposure to international best practice
• Presenting and workshopping Action Plans March 2019
Activity 3: Adult Stakeholder engagement
Activity 3.1: Online follow-up and personal communication training Outputs 1 and 2 • Social Media connectivity and individual communications development
• Discussing and developing Action Plans November 2018-October 2019
Activity 3.2: Adult Stakeholders Joint Workshop: 2 days Baghdad Output 2 and 3 • Workshops on KPIs and Standing Orders
• Feedback on Action Plans June 2019
Activity 4: Summative conference and launch
Activity 4: Summative Conference: Joint Youth-Adult Programme – 2 days Baghdad Output 2 and 3 • Launch of Boards and publication of KPIs and Standing Orders September 2019
LOGICAL FRAMEWORK – ACTIVITIES, INPUTS, OUTPUTS, OUTCOMES AND INDICATORS
Project outcome:
This project will strengthen the Iraqi political settlement by developing a team of young leaders who will form the membership of the Youth Advisory Board.
Outcome Indicators
Indicator Baseline Target
(including date) Source of information & who will collect What will these results be used for?
Qualitative Indicators based on a social dialogue approach that evaluates the quality and content of discussions and conclusions of the Youth Advisory Board members and their adult stakeholders
Active participation of the participants: Key indicators for measurement include the level of equal participation and the amount of time representatives group talk during the discussion Assumed to be zero unless YAB members have previous contact Qualitative analysis of engagement levels and consensus building to achieve a meaningful dialogue and agreed targets and objectives for KPIs and SOs Baseline interviewing, observation and recording of meetings To inform design of subsequent events, to map onto meeting agendas and to influence participants’ contributions and arrangements
Inter-group interaction: Key indicators for measurement include the level of joint agreement and the number of aggressive questions As above Observational analysis of the group interaction during and after key meetings to achieve a collegiate atmosphere and build trust in the group Baseline interviewing on expectations for meetings To influence the design of subsequent meetings
Atmosphere: Key indicators for measurement include the level of atmosphere during the meetings (positive-negative) As above Produce YAB members and Adult Stakeholder meetings that participants want and feel they have to attend Focus groups with key players to reflect on what success will look like To create a group identity and loyalty to the process itself
Quantitative indicators of the visibility of and community level support for the Commission process
Number of Members of YAB trained Nil Up to 32 Quarterly report by implementer KPI for output delivery
Number of YAB Meetings Nil Initial and then frequency set by SOs Quarterly report by implementer KPI for output delivery
Social Media coverage of work of YAB Nil Number and tone of impressions
Quarterly report by implementer KPI for output delivery
Number of policy initiatives/changes recommended in period of full operation Nil Benchmarked after consultation to form KPIs Quarterly report by implementer KPI for output delivery
Output 1:
Youth Boards: Building the team and capacity of the Youth Advisors themselves in core competences (strategic communications, networking, policymaking, leadership and teamwork, effective committee membership) while enhancing their ability to network with provincial and national government
Output 1 Indicators
Indicator Baseline information Target/milestone
(including date) Source of information & who will collect
Presentation of Action Plans for individual boards Baseline interview Independent qualitative assessment M and E consultant report based on social dialogue process, interviewing, references and due diligence
Presentation of Action Plans for collective boards Baseline interview Strong qualitative and 90% quantitative approvals of training M and E consultant report based on social dialogue process, interviewing, references and due diligence
YAB performance against KPI Appraisal system for YA as part of SOs Strong qualitative and 75% quantitative achievement of KPIs Project management team based on private KPI appraisal
Output 2:
Adult Stakeholders: Working with this team and key government officials to develop the institutional capacity of the Boards, develop a sustainable set of key performance indicators and draft and adapt standing orders
Output 2 Indicators
Indicator Baseline information Target/milestone
(including date) Source of information & who will collect
Consensus based KPIs published Nil Launch Month 10 at joint conference Project team
Consensus based Standing Orders published Nil Launch Month 10 at joint conference Project team
Public response to launch Baseline survey of online attitudes to Youth engagement in government, if any Social Media survey and monitoring in three-month period after launch Project Team
Output 3:
Joint Youth-Adult Programme: Train and engage government officials in key departments to work with and understand the contribution that can be made by the Youth Advisory Board
Output 3 Indicators
Indicator Baseline information Target/milestone
(including date) Source of information & who will collect
Strategic Communications around first meetings of Boards Nil Social Media promotion of Board meetings Project Team
Focus Groups of key participants Nil Two focus groups of participants for qualitative assessment Record and analysis of Focus Group, M and E consultant
Social Media Monitoring Nil High level of discussion of meetings Media Monitoring by AKKAD
MONITORING AND EVALUATION
M&E checklist
Area Description Progress
Evaluation plan Additional information needed for an end of year evaluation, to demonstrate project impact. In format agreed with donor
Quarterly reporting Quarterly reporting of the project In format agreed with donor
Independent validation of results Independent measurement of impact and delivery of targets against Logical Framework An independent M and E consultant will be appointed
Lessons Learned Lessons learned to be captured and continually updated, ensuring the project evolves as necessary and is PDIA compliant. Continuous assessment process with focus groups, analysis and reporting
Budget breakdown 1: UNFP cover all costs
Youth Advisory Board – Member and Institutional development programme
Budget Summary for September 2018 – October 2019
Assumption: UNFP covers the full economic cost of the programme
All figures are in USD. Assuming 32 Members attend all activities
Summary Programme Expenses Programme Delivery Fee Direct Cost Total Cost Cost per Member
Total Cost for Activity 1 124,350 34,500 16,218 175,068 5,471
Total Cost for Activity 2 205,040 42,000 10,252 257,292 8,040
Total Cost for Activity 3 116,850 18,600 5,843 141,293 4,415
Total Cost for Activity 4 68,550 18,600 3,428 90,578 1,617
TOTALS 514,790 3,700 35,740 664,230
Please find attached YAB Budget Full Economic Cost
which breaks down all costs by activity and budget lines
Budget breakdown 2: Ministry cover members costs
Youth Advisory Board – Member and Institutional development programme
Budget Summary for September 2018 – October 2019
Assumption: Ministry of Youth and Sport covers travel and subsistence costs of Members and other Iraqi participants
All figures are in USD. Assuming 32 Members attend all activities
Summary Programme Expenses Programme Delivery Fee Direct Cost Total Cost Cost per Member
Total Cost for Activity 1 73,950 34,500 11,698 120,148 3,755
Total Cost for Activity 2 82,900 42,000 4,145 129,045 4,033
Total Cost for Activity 3 87,250 18,600 4,363 110,213 3,444
Total Cost for Activity 4 32,900 18,600 1,645 53,145 949
TOTALS 277,000 113,700 21,850 412,550
Please find attached YAB Budget with Ministry Contribution,
which breaks down all remaining costs by activity and budget lines
PRELIMINARY RISK ANALYSIS
Risk Chance
(RAG) Impact (RAG) Mitigation Level How and how often will this be monitored?
Country-Level Risks – programme delivery untenable as a result of systemic threats to stability, change of government, full scale civil war A A Consult with UNFP and UNAMI to gauge political situation. Keep open channels to all political actors to ensure that the program can be re-started as soon as security situation allows Programme Monthly review of the situation
Partner risks – programme unsupported by provincial government and other key stakeholders G R Political lobbying operation by Iraqi country manager in consultation with UNFP to ensure political support is maintained. Regular and director consultation with key figures in the Ministry Programme Maintain stakeholder mapping and review with political partners
Reputational risk- reputational impact on UNFPA as a result of the Board’s failing to deliver A A Manage expectations of all stakeholders and ensure focus is on deliverables and the communicating of their delivery at each step to build momentum Programme Media monitoring and weekly reporting
Security risks – security situation changes rapidly on the ground A A Iraqi based team will work through local partners or move meetings to secure locations when necessary. Program will be suspended and reactivated if necessary. Programme Security review before each movement in Iraq and each movement to Iraq.
Programme threat/risk assessment drawn up and regularly reviewed; contingency plans established to increase or decrease geographical profile as required
Political risk – adult stakeholders fail to engage and to deliver A A Work all political contacts at regional and national level to ensure the Boards are taken seriously, engage with national political figures in our network to build credibility of the programme Activity Political risk analysis to be constantly updated.
Participant risk – the young people selected for the boards are not up to the challenge The structure of the programme is creating an institution as much as a team of individuals. If the quality is low the focus will be much more on institution building and the training delivered will focus on those most able to deliver Activity Personal development plans and direct engagement with the participants from the outset.
International context and comparative examples
Advisory Group of Experts for the Progress Study on Youth, Peace and Security mandated by UNSCR 2250
Background:
21 members appointed by the UN Secretary General in 2016 to lead the Progress Study and to inform implementation and future developments of UNSCR 2250. Members comprised of scholars, practitioners and youth leaders from various countries affected by conflict and civil unrest, including Yemen, Libya, Pakistan, Syria, Nigeria, Palestine, Sri Lanka, Colombia, Somalia, CAR, South Sudan, Jamaica, Tunisia, Sierra Leone. Not exclusively young people but overwhelming majority are under 30.
RESOURCE: ‘The Missing Peace: Progress Report on Youth, Peace & Security’, March 2018, UN report (available in English & Arabic) .
The Group of Experts contributed to the report, which sets out the findings of research by the UN, civil society and academics into the role of youth in peace and security. Methodology included engagement with youth through consultations, focus group discussions and online contributions. Put forth the following three recommendations:
• Invest in young people’s capacities, agency and leadership through substantial funding support, network-building and capacity-strengthening, recognizing the full diversity of youth and the ways young people organize.
• The systems that reinforce exclusion must be transformed in order to address the structural barriers limiting youth participation in peace and security.
• Partnerships and collaborative action, where young people are viewed as equal and essential partners for peace, must be prioritized.
These findings are reflected in the Youth-Adult officials engagement dimensions of this proposal, the heavy emphasis on social media and strategic communications to ensure outreach to the broader youth community and measurement of response and impact is embedded in the operation of the Boards from the outset and an emphasis on peace and reconciliation themes in the framing of the KPIs.
Youth advisory groups NOT focused specifically on peacebuilding:
US Embassy in Beirut – Youth Advisory Council
First launched in 2012, comprised of 12 Lebanese youth leaders who meet with Embassy officials once a month to discuss hot topics in Lebanon, from the effects on Lebanon of spill over from the Syrian conflict, to the job market and economic prospects for Lebanese graduates.
The inclusion of donors and embassies at the Joint Conference to launch the Boards reflects lessons from this programme.
UN-Habitat Youth Advisory Board
2-year term board established in 2008, comprising 16 young people aged 18-32 years old (12 elected members from the six continents of the world and 4 nominated representatives on special issues) who project the views of the urban youth for integration into the UN-Habitat urban strategy and work programme.
Their role is to represent young people in local, national and international forums; advise the organization on how to engage urban youth in sustainable urbanization and development; and strengthen youth participation and advocacy in youth-led initiatives.
This provides one a number of examples of tenure models that will presented to the YABs in order to shape the nature of their membership.
World Bank – Lebanon Youth Advisory Group
Voluntary advisory group to be formed 2018-2019 composed of 20-25 young men and women from diverse backgrounds, to create a pathway for youth to participate and engage in policy discussion and communicate their concerns.
Proposed activities:
Acquire comments, feedback and inputs to WBG-supported interventions, including at design, implementation, and evaluation stages;
Acquire comments on WBG strategic documents, such as the Country Partnership Frameworks (CPF) and other sectoral strategies;
Organize youth consultations roundtables on selected issues of national or regional significance;
Invite youth to attend conferences and events organized by the WBG;
Obtain youth perceptions related to the WBG image and its development effectiveness in the respective country, regionally, and globally;
Use of the abovementioned platforms by WBG staff to raise awareness of the WBG vision and work globally, regionally, and in the respective countries.
This model of proposed activities will inform the training programme for YABs as they shape their own set of standing orders.
EU – Youth Capacity and Action for Change (YCAC), Kosovo
Programme funded by the EU and the Austrian Development cooperation. Brought together more than 200 participants from 10 well-organized local youth councils with the aim of advancing youth in rural areas, promoting healthy lifestyles through an open air gym, raising youth participation in voluntary work and increasing employment opportunities.
The participants were trained in advocacy skills, the use of social media for advocacy, project management and organizational development.
Outcomes:
“The Local Youth Action Councils have become an important stakeholder in policy development,” said Christof Stock, Head of the Cooperation at the EU office in Kosovo/EUSR. “Equally important, however, they have established partnerships with their local municipal youth departments which allow them to jointly develop Local Youth Action Plans and partnerships, which will also enable them to hold regular consultative meetings with policy makers in the future”.
World Vision’s Operational Director in Kosovo, Philip Harris, also emphasized some of the changes made possible through the project. “Before the intervention, most of the targeted youth councils were weak or inactive,” he says. “Since the project started, an increased rate for volunteerism and advocacy activities has been recorded. Today, these councils have more young members who are ready to participate in organized events, be it voluntarily or through support.”
The outcomes of this project reinforce the need for the Youth-Adult engagement as key elements in building the capacity of the Boards.
Kosovar Youth Council (KYC)
Youth non-governmental organization (NGO) established to activate young Kosovars to respond to their problems brought on by massive expulsion from their homes to Albania in 1999. Acts to build a civil society through youth participation, by creating and supporting youth NGOs and coordinating their leadership.
Objectives:
Representing youth voices;
Promoting self-organized education, development and entertainment for youth;
Actively involving youth in the creation and development of meaningful youth policies.
KYC Youth Monitoring Group:
Initiated and participated in various projects and relating to peacebuilding and promoting tolerance in the early 2000s, but today seems to be more focused on social issues, child safety, education etc.
Youth Council of the US Embassy in Kosovo
Launched in April 2014 and comprised of U.S. alumni, civil society members and students.
Objectives:
To serve as a bridge between the U.S. Embassy in Kosovo and the Kosovar youth.
To raise awareness about youth issues by, among other efforts, proposing and implementing solutions.
To promote an all-inclusive society which is tolerant and open to diversity in all facets of life.
To strengthen the sense of active citizenship among the youth of Kosovo through leadership and community service activities.
Examples of projects and activities:
February 2018 event, ‘The Power of Youth in Building a Country #Kosova10’ (panel discussion).
February 2018 roundtable discussion with the US Ambassador.
Other workshops and awareness raising campaigns.
World Federation of United Nations Associations (WFUNA) Youth Advisory Council
3-year term board comprised of 9 youth leaders from various regions. Their objective is to advise the Secretary-General on youth issues, by brainstorming pragmatic, innovative, and cost-effective programs for WFUNA’s local, regional, and global networks.
The Charlwood Review 