KIWAKKUKI BUSINESS PLAN
PROJECT NAME:
KIWAKKUKI YOUTH VOCATIONAL TRAINING CENTRE
PROJECT APPLICANT:
KIWAKKUKI
Moshi
Tel/Fax: (255) 2727 51504
Email: KIWAKKUKI@kilionline.com
PROJECT OWNER:
The KIWAKKUKI Board of Trustees
PROJECT RECOMMENDING OFFICE:
The Regional Commissioner’s Office
P.O Box
Moshi.
Kilimanjaro
List of acronyms
KIWAKKUKI- Kikundi cha wanawake Kilimanjaro Kupambana na UKIMWI
HIV- Human Immunodefiiciecny Virus
AIDS-Acquired Immuno deficiency Syndrome
NGO- Non Govermental Otganization
Table of Contents
Page
Q.1 a) Format of the Business Plan 4
1.0 PROJECT AT A GLANCE 5
2.0 EXECUTIVE SUMMARY 5
3.0 BACKGROUND TO KIWAKKUKI 7
4.0 PROJECT HISTORICAL BACKGROUND 9
5.0 PROJECT DESCRIPTION 11
6.0 PROJECT MANAGEMENT PLAN 13
7.0 PROJECT BENEFITS AND JUSTIFICATION 16
9.0 8.0 PROJECT MARKET
11.0 MONITORING AND EVALUATION 21
12.0 CONCLUSION 23
ANNEXES 1- 11
PHOTOGRAPH OF SITE AND MAP OF LOCATION
Q.1 a) Format of the Business Plan according to Directorate of NGO’s in
- Title page . Table of Contents
- Executive Summary
- Project at a Glance
- Introduction
- Historical background
- Project Location
- Project Description
- Project Management
- Project market
- Project benefits and Justification
- Project Worthiness and Sustainability
- Conclusion
- Appendices/Annexes
1.0 PROJECT AT A GLANCE:
1.1 REQUEST OF 126,990,000/= FOR CONSTRUCTION OF A KIWAKKUKI ORPHANS VOCATIONAL TRAINING CENTRE
1.2 PROJECT BUSINESS NAME: KIWAKKUKI Orphans Vocational
Training Centre.
1.3 PROJECT LOCATION: Plot No. 1224 Block DDD Karanga
Karanga Ward
Western Division of
1.4 PROJECT OWNERS: The Centre will be owned and managed by the KIWAKKUKI Board of Trustees.
Technical support will be by VETA-Kilimanjaro who are highly experienced and experts in providing vocational training.
1.5 OWNERS CONTACT: KIWAKKUKI
MOSHI
Phone; (255)272751504
Email: KIWAKKUKI@kilionline.com
1.6 LEGAL STATUS: The centre will be managed in partnership with the Vocational Educational Training Authority-Kilimanjaro Branch and other outside parties.
1.7 PROJECT TARGET:
3.0 EXECUTIVE SUMMARY
The KIWAKKUKI Youth Vocational Training Centre is a new project located at Karanga in the western part of
The centre will offer good quality vocational skills and knowledge. On completion, the graduates of this centre shall have acquired hands on experience of working efficiently in their area of specialization. Theories and practical sessions will be emphasized to build more confidence among the trainees.
KIWAKKUKI has committed itself to the establishment of a vocational centre that will help secure the lives of the orphans and non-orphans in Kilimanjaro so as to mitigate the serious impact HIV and AIDS has caused in the community. The management of KIWAKKUKI centre believes that all graduates from the centre will be absorbed by different sectors, industries, enterprises and others will be self-employed through establishing small enterprises in groups. The centre will be under a strong management of KIWAKKUKI. VETA-Kilimanjaro will be the contractors who will provide both technical skills to the groups of students in collaboration with the KIWAKKUKI leadership team. The KIWAKKUKI Board of Trustees will be the sole owner of the property since KIWAKKUKI as an NGO is not allowed by NGO registration procedures to own property.
Another most important aspect of KIWAKKUKI vocational training center is the financial success which will be achieved through strict financial controls. Additionally, success will be ensured by offering a high quality service, extremely competitive and non-dubious.
The market and financial analysis indicate that initially, the centre will be able to accommodate one hundred students from different areas whereas fifty are orphans and the other fifty are non-orphans. Albeit, the organization is not for profit making. The forecast is that in the first and second years it will generate Tshs. 40,000,000/= and 80,000,000/= respectively from enrolling students, sales of students’ products during training as well as gardening. Together with this amount the centre will have a deficit of Tshs.175,940,000/= for the first year and 76,240, in the following year and will start generating a profit of18,940/= in the 5th year.
However, for ensuring sustainability the trend shows that there is a cost decline trend as time goes on although during the first two years ( phase one) the cost is higher than the revenue. This is due to the fact that the centre is more for service provisions to marginalized groups of children in the vulnerable community rather than purely for business.
The planned centre therefore, will have more economic returns to the community in Kilimanjaro region and on individual youth and households. Also the youth will access HIV and AIDS education and life skills which will prepare them to be responsible citizens and contribute to an AIDS free generation. Generally there will be a conducive environment to prepare for orphans and non orphans which will address the growing rate of orphans in the community. This is in line with the millennium development goals No. 1, “Eradicate extreme poverty and hunger “as well as the Tanzania Vision 2025 No 1, “high quality livelihood” and the National HIV and AIDS Multisectoral Strategic Goals of impact mitigation on affected and infected families. Consequently this will lead to reduced rate of new infections, reduced death rates and reduced percentage of children who are orphaned due to AIDS.
In order to meet the planned commitment KIWAKKUKI is applying for two hundred million three hundred and ninety thousand , 200,390,000/= to initiate the project which will eventually become socially and economically self sufficient.
Equity contribution is 35,000,000/= which is cost for purchasing the plot and constructing two classrooms.
3.0 BACKGROUND TO KIWAKKUKI.
KIWAKKUKI was founded in 1990 around the theme of Women and AIDS and was formally registered as an NGO in1995. The fundamental goal was to accelerate women’s access to Information on HIV and empower them with skills needed to fight HIV/AIDS in their Community. KIWAKKUKI works in all 6 Districts of Kilimanjaro.
KIWAKKUKI exists because of the cause the women decided to pursue 16 years ago, to reach out to more women and let them be worriers in the war against AIDS. Today the number has risen from 42 at the first Annual General Meeting in 1992 to more than 6,000 from virtually all corners of Kilimanjaro region. KIWAKKUKI exists because of the need to prevent further spread of HIV in the community of Kilimanjaro and also the need to care and support those marginalized by the epidemic especially women and children.
The primary beneficiaries of KIWAKKUKI include the People Living with HIV/AIDS (PLHIV) who are open and those not open about their sero status and Orphans and Vulnerable Children (OVC). OVC caretakers and families caring for AIDS patients are secondary beneficiaries. Both groups have been marginalized by the epidemic and also by the policies and systems which deprive them resources allocation locally, nationally and internationally. Another disadvantaged group is that of youth, who have been reported as highly vulnerable throughout the
For the past 16 years, KIWAKKUKI has been contributing towards addressing the challenges facing the Health Sector in Tanzania such as inadequate human resources to deliver quality health services compounded by poverty in the community which limit’s patients capacity to purchase drugs and also addressing the economic and psychosocial needs of OVC’s and their care givers. By so doing, the organization has participated in the National HIV AIDS Prevention, Care and Support Programme as well as the Poverty Reduction Strategy. Apparently, KIWAKKUKI’s approach has been an integration of HIV and AIDS activities into the national long, medium and short term plans namely Vision 2025, National Strategy for Growth and Reduction of Poverty (NSGPR) or MKUKUTA and the Millennium Development Goals.
As per 2007 -2011 Strategic Business Plan, the main programme of KIWAKKUKI is HIV and AIDS prevention, Care, Support and impact mitigation with the components of HIV/AIDS Awareness Raising, Voluntary Counseling and Testing, Home Based Care, Orphans and Vulnerable Children support and Treatment Follow up. One of the strategies is impact mitigation and poverty reduction as implied in the strategic thinking process of supporting communities with community economic development processes such as addressing the needs of families caring for children who do not go on with higher education to enable them to cope with the growing cost of living in a sustainable manner.
The Overall Objective/Goal of KIWAKKUKI is, “To contribute towards improved community capacity to respond and cope with the causes and effects of HIV&AIDS.”
KIWAKKUKI’s Vision is, “A Community taking appropriate measures to eradicate HIV and contributing efforts to mitigate AIDS Impact.” KIWAKKUKI’s
KIWAKKUKI’s Core Purpose is “To unite women and help them harness the skills and talents needed in order to face challenges and restore dignity, self - respect and purpose to lives on individuals and their families mainly AIDS patients and children”.
5.0 PROJECT HISTORICAL BACKGROUND
The history of the KIWAKKUKI Youth Vocational Training Centre owes a lot to the history of KIWAKKUKI’s support to vulnerable youth which started in 1996 when one disabled youth was supported to learn shoe making at a Vocational Training centre so that he could employ himself and be able to support his 5 siblings after losing both parents to AIDS. Today he owns a shop and continues with cobbling outside his shop. He has a wife and a child and his siblings are doing well.
Since then, the trend has been encouraging since KIWAKKUKI has supported more than 1,000 children for vocational skills. The shortcoming for this kind of support was that it was becoming difficult to get the supported youth together so that we give them extra empowerment in terms of life skills, HIV and AIDS education, career counseling, field placement and a systematic monitoring of their performance. A certain percentage of these youth would finish their training, receive working tools and shift to something else.
The idea to construct a vocational training centre was conceived in the year 2000 when a group of visitors from
Attempts to get further donations have been turned down several times due to people being skeptical about investing or supporting such a venture. Others have been challenging KIWAKKUKI for trying to diverge form the mission of addressing HIV and the core business and going into business or worse still into running an institution! Finally we got one donor who has requested us to produce a business plan and also to be specific about our participation. It is such a good coincidence that this has been an opportunity to design one.
5.0 PROJECT DESCRIPTION
KIWAKKUKI vocational training centre is the new project and is part and parcel for service provision to orphans as per organization vision. This project is described under its mission, strategies, objectives and operational plan.
5.1
The intent of this centre will be to serve boys and girls, orphans resulting from AIDS and any other interested youth. The combination of both orphans and non-orphans at the centre will explicitly seek to reduce stigmatization of vulnerable children. The training will be conducted through theory and practical presentations. Also, the anticipated areas of specialization at the centre will be to provide vocational training in the areas of tailoring, knitting, welding, welding, home economics/ catering and carpentry to youth. Another strategy is to continue sensitizing and educating the target group on HIV and AIDS, life skills, career counselling and the like.
5.2 Project Goal and Objectives
Although there are a few vocational centres in
The goal of the project is “A Model Centre for Vocational Skills and Sustainable Livelihood for Orphans in Kilimanjaro region”
5.2.1 Project Specific objectives include:
(i) To have a centre which is catering for vocational skills, recreation and sports for youth as one component of life skills by December 2009.
(ii) To have 100 youth, 50 girls and 50 boys especially orphans and vulnerable children who have acquired vocational skills and are accessing employment opportunities from 2010 onwards.
(iii) To have income raised from the business and contributing to the financial sustainability of KIWAKKUKI from 2010 onwards.
(iv) To facilitate employment search for orphans who have completed training form 2010 onwards.
5.2.2 Project outputs
1. Training centre with 2 classrooms and other basic facilities constructed
2. Five courses and other extracurricular courses offered at the centre per year
3.100 youth recruited and graduating every 2 years
4. Centre products and services sold every year
5. 100 youth graduating accessing jobs every 2 years
5.2.3 Project Activities and Implementation Plan
1. Complete construction of centre
2. Register youth
3. Recruit instructors
4. Conduct training
5. Supervise sale of centre activities
6. Organize field attachment for students
7. Organize for students to attempt Trade tests
8. Organize job placement
9. Monitoring
10. Evaluation
11. Report Writing and Dissemination
(See Annex X: Implementation Plan
5.3 Operational Plan
The operation of the planned centre will be categorized into different phases whereby the first phase as an initial period shall use more costs than the following years. Since this is not the core business of KIWAKKUKI, the organization shall contract VETA-Kilimanjaro to manage the vocational training centre on its behalf. Along with these, VETA-Kilimanjaro will be the identified stakeholders who will be working and hired to train the enrolled students. The Business Type
KIWAKKUKI will undertake will be contracting type of Business as well as service delivery.
On the side of product and services, vocational training and advisory services will be the expected products/ services to be offered by the KIWAKKUKI centre. This will include mapping and searching orphans from different parts of the Kilimanjaro region as well as sponsorship services to orphans.
5.4 Business Schedule
The centre will be operational from Monday to Friday during working hours. Normally it will be opened from 8:00 am to 5:00 pm. There will be some different sessions including cleanliness, theory classes, practical, sports and games. There will also be short breaks and lunch break sessions. In the first two years, the planned centre will be running as a first phase thereafter, the centre is expected to gain experience and can possibly start running profitably and independently without depending on grants.
6.0 PROJECT MANAGEMENT PLAN
As already explained, KIWAKKUKI as an NGO is not allowed to own property.
6.1 Management and Duties
The Centre will be owned by the KIWAKKUKI Board of Trustees and managed by the KIWAKKUKI Leadership and the Moshi Municipal Team. This team will also comprise of principal who will be both the overall in charge of the centre and also will be in charge of curriculum development affairs at the centre. He will be accountable to the Executive Coordinator. Project accounts will be managed centrally by the KIWAKKUKI Finance team. Other centre employees will be accountable to the Principal and will work cooperatively to enhance a smooth management of the centre. These include: Four instructors who will be hired from VETA-Kilimanjaro branch and shall be under supervision of the Principal. Each instructor will have an extra duty in the office administration namely, deputy principal, secretarial, storekeeping, income generation which will compose of sales from the gardens, shop and premises hiring services. The students will do the preparation of gardens, weeding and watering and take turns to work in the shop as training in self reliance. The total employees will therefore be seven. The total number of students in the first two years will be one hundred, 50 females and 50 males.
The centre will fit in the KIWAKKUKI administrative structure as displayed below.
I. The Board of Trustees
II. The KIWAKKUKI Leadership Team
III. The Executive Coordinator
IV. The Finance and Administration
V. The Principal
VI. The Staff
VII. The Students
6.2 Illustration of the organization structure for the Centre
The following organization chart shows the KIWAKKUKI organization structure
7.0 PROJECT BENEFITS AND JUSTIFICATION
The estimated number of orphans in Kilimanjaro is more than 150,000 one hundred and fifty thousand. KIWAKKUKI has so far managed to reach out to about 10,000 for a range of support activities. This is only 6.6% of the total number of orphans in Kilimanjaro region. In
There was a rapid survey undertaken by the organization which showed that a lot of opportunities had not yet been deployed upon vocational centers in Kilimanjaro region. Therefore, strategically, the organization wants to deploy the available opportunities to enable the orphans get skills and knowledge hence to access employment and have sustainable futures.
The rapid survey of the situation in the existing vocational training institutions in
Consequently, establishment of this centre has been conceived due to a vast increase in the number of orphans resulting from today’s increase of HIV and AIDS pandemic. Therefore, KIWAKKUKI thought that the support already being given could be more meaningful if the risk of an increased number of street children could be avoided. KIWAKKUKI recognized this challenge as an opportunity to them to establish a centre which will be giving skills and necessary equipment to allow self-employment. This is in line with the KIWAKKUKI vision. Below are other factors which add to the benefits.
7.1 SOCIALLY.
The Project’s Social benefits will include job creation for 6 staff at the centre, as well as community benefits from the various services that will be rendered by the centre. These will include products from the training retail shop products vegetables, recreation and improved generally well being as the training in HIV and AIDS will lead to reduction of new infections. Moreover 100 new jobs will be reacted for the students, either on self employment or provider employment.
7.2 ECONOMICALLY.
In order to sustain the functioning of the centre. It is expected that revenue will be generated from sales of different products to be sold at the premises. This will include tailoring and related products. It is anticipated that a show room will later be placed in down town Moshi for display of the centres products. Some students will remain at the centre each year to produce products for sale.
There will also be some income raised by renting classrooms as meeting rooms once in a while especially during the weekends. Moreover the government will earn income from various taxes.
An estimated 113,640,000/= gross revenue will be accrued to the project for the period of 6 years (see Annex VIII ) against the initial capital of 126,990,000/=
Benefits on Investments.
The investment costs as displayed in Annex 1 distinguish between the operating costs such as raw materials , utility and administrative costs such as remunerations and related items. The project staff salaries as much as possible have minimal increment.
8.0 PROJECT MARKET.
Basing on a rapid survey on market potentiality, it was revealed that demand for the products to be generated by the centre will be high. Moreover, there are potentialities of market expansion.
There is a master plan of converting the
8.1 PROJECT MARKETING PLAN
8.1.2 Size
The centre will accommodate only one hundred students both girls and boys in the first phase. This will constitute fifty orphans and fifty non-orphans who have completed form four. Therefore, the organization expects that all these students will be graduating after two years being acquainted with vocational skills in the aforementioned areas of specializations. Those who will do well will be able to attempt Trade Test Grade 3 before leaving the centre and others will be guided to do them later on.
8.1.2 Job Analysis/Employment profile
KIWAKKUKI conducted a survey in diverse areas and identified that there is a potential demand of technicians in different parts and industries. Advancement of technology use, population and quality products creates a special call for having more experts who are reasonably skilled and specialized in different field.
Apart from above available industries in and outside Kilimanjaro region such as carpentry, electrical, masonry, knitting, shoe mending and hotels also allow absorption of the graduate from our centre.
Furthermore, Self-employment will be highly encouraged since there will be trained on entrepreneurship as well as facilitated to form small groups and establish an enterprise; such as students who will be taking tailoring, knitting and welding can be self employed.
The centre itself will retain some students who will look to perform better in their studies so as to get employment at the centre as trainees. In this respect, will also attract and motivates other students or people to join the centre. Again, the centre planned to attach its students in different organizations for internships where they will get hands on experience of their areas of specializations.
8.1.3 Tuition fees payment
As a strategy to market the centre, the fees will be paid differently depending on the student category. The orphans will pay only 300,000/= and the non-orphan will pay 500,000/= per year. The orphan students will be sponsored by KIWAKKUKI organization through its orphans support programme component as it does to other students who are schooling in other schools. The rest of the students will pay directly to the centre.
In order to meet the economic situation of some of the households and reduce complains as well as one of market strategies the payment will be done under installment system. Thus, each installment will be paid in its respective quarter.
8.2 Promotion
Strategically, KIWAKKUKI will promote the centre through its normal awareness meeting to the communities, advertisement through different media such as radio, televisions, and news papers. The centre is also self-promoted due to the reputation of the organization and the partners (VETA) in the community. There are also plans to have a show room in down town Moshi.
8.3 The cost
The entire expense budget for the expenditure budget and learning equipment are obtained in the attachments made as I and II respectively.
8.4 Suppliers:
Both infected and uninfected families will be the suppliers of the students to the centre. KIWAKKUKI organization in collaboration with other organizations dealing with HIV/AIDS and orphans will assist enrolment of these students to the planned centre.
10.0 FINANCIAL ASPECT AND PROJECT VIABILITY
10.1 Cash flow forecast for 10 years
The financial projections for the two years (phase one) are in the attached
Annex III (Excel document)
10.2 Assumptions and Consideration:
· That the project economic life is ten (10) years.
· That the loan/grant to be secured will be repaid within a period of 10 years without a grace period.
· Interest rate is 30% per annum.
10.3 Project Viability
The Cash flow forecast for Year one and two is (37,216,000/=) and Year two is 19,746,400/=. The project has a high Net Present Value (NPV). This is because although it is not for profit the big capital investment in terms of capital cost including 4 hectares of land and 2 skeleton classrooms and the huge social support make it to be economically viable. This justifies that it is worth undertaking.
11.0 Monitoring and Evaluation
This section will share how this business will measure its achievement to be able to provide accountability. This first KIWAKKUKI Business Plan will require routinely gathering of information to assess project implementation as per agreed implementation plan. It is important to conduct this systematic and continuous collection of data on the specific activity indicators. This is because the process provides the basis for corrective actions for improvement of operations and project design.
9.4.1 Monitoring
Information will be collected on whether the project is going on the successfully or not using monitoring tools and will be based on the performance of the institution as an operational unit. Another set of information will be based on the reaction of stakeholders of the institution’s activities and the general control in which the institution operates.
A Monitoring Report will be written monthly, quarterly, biannually and annually. This will enable KIWAKKUKI to capture early signs of problems in implementation and take timely action and adjust strategies to improve efficiency, effectiveness and relevance vocational centre’s activity. Another most important component to KIWAKKUKI vocational training center is the financial success which will be achieved through strict financial controls.
9.4.2 Evaluation
This will be applied in order to gather information and analyze it to determine if the project is implemented according to planned objectives and the extent to which they are being achieved. It will verify the monitoring data and assess effectiveness, efficiency and significance of the project. Internal evaluation will be conducted by the project staff and KIWAKKUKI management. External Evaluation will be conducted by hired consultants not directly related to project. Both types of evaluation will involve stakeholders.
Evaluation will be done in 3 phases. Formative will be done at the launching of the project to analyze the initial situation. Mid tem Evaluation will be conducted after five years. What will be evaluated internally will be progress being made in the work plan as well as how the objectives are being achieved. What will be evaluated externally will mainly be on how the objectives have been achieved, impact of the project in terms of input, output and impact indicators, effectiveness of the project , efficiency and cost effectiveness of the project as well as analysis of sustainability. Thereafter, the evaluation report will be compiled and disseminated to different stakeholders. (See Annex X).
12.0Conclusion
This Business Plan has been developed by following the essential procedures as per Tanzanian Directorate of NGOs.
It is expected to change the life of KIWAKKUKI as an organization since it is the first major attempt towards self sustainability. It is KIWAKKUKI’s firs baby!
The project will alsi change the lives of the youth especially the orphans since some of them will already be caring for their siblings . Also, some of them from KIWAKKUKI’s experience will be caring for their sick parents or grand parents. We have seen children who have become parents in their adolescent ages.
For the people of Karanga Ward, the project will be an added value to their area. Some will purchase centre’ products, others will be employed as junior workers. It is also expected that some children will come from the ward to study at the centre.
The ward leadership will add a new institution in their ward. Moreover, the Municipal of Moshi and Kilimanjaro region in general will also benefit from increased jobs, reduced idleness, laxity, crime and will have more people contributing to the local government levy through income tax and other statutory contributions.
KIWAKKUKI is optimistic that the project will be a success because all necessary steps have been adhered to.
Sumbitted,
Itemba D.K Mrema. I.W
Executive Coordinator Chairperson
On behalf of the Board of Trustees
c) Other documents required as preliminary:
1. 2. Letters of Recommendation from the Regional Commissioner’s office
3. Location Maps and Photographs
4. License
5. Registration Certificate
6. Security/ Collateral
7. Names of Lawyers/Bankers
8. Title deed for the KIWAKKUKI Office Building Plot as colateral
9. CV’s of Key Managers
10. Audited Report of 2007
d) Huddles which might occur and how to overcome them
1. Low intake of students: The way out will be to lobby with other NGOs to facilitate increase in number.
2. Low Profit- Then KIWAKKUKI will work out ways of diversification. This will be a non profit business since it will provide service as well.
3. Increasing running costs for gardens especially water bills: KIWAKKUKI might consider introduction of sack gardening which consumes volumes of water.
Annex X: The Project Implementation Plan for Year 1
| Activities | Project Month | Resources Needed | Person responsible | ||||||||||||||
| | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | | | |||
| 1. Complete construction of centre and purchase of equipment | x | x | x | x | x | | | | | | | | Funding Finishing material | KIWAKKUKI management | |||
| 2. Register youth | | | | | | | | | x | x | x | x | Stationery Fees | KIWAKKUKI management | |||
| 3. Recruit instructors | | | | | | | | | | | x | x | Time | KIWAKKUKI management | |||
| 4. Conduct training | | | | | | | | | | | | x | Training material | instructors | |||
| 5. Supervise sale of centre activities | | | | | | | | | | | | Year 2 | Time | instructors | |||
| 6.Organize field attachment for students | | | | | | | | | | | | Year 2 | Time | | |||
| instructors | |||||||||||||||||
| 7. Organize for students to attempt Trade tests | | | | | | | | | | | Year 2 | | | ||||
| 8. Organize job placement | | | | | | | | | | | Year 2 | | instructors | ||||
| 9. Monitoring | x | x | x | x | x | x | x | x | x | x | x | x | Funding | KIWAKKUKI management | |||
| 10. Evaluation | | | | | | x | | | | | | x | Funding | | |||
| 11. Report Writing and Dissemination | | | | | | x | | | | | | x | | Stationery | KIWAKKUKI management | ||
Annex X1: MONITORING AND EVALUATION PLAN
| Narrative | Performance indicators | Data Source/Means of Verification | Methods/Tools | Who will use Information? | Responsible | Time Frame |
| Goal: “A Model Centre for Vocational Skills and Sustainable Livelihood for Orphans in Kilimanjaro region” | 30% reduced income poverty at household level. | -Organizational reports -VETA Reports | Focus Group Discussion -Documentary reviews Interviews | KIWAKKUKI Management Donors Ward Office -Board of Trustees | KIWAKKUKI management team - beneficiaries | Annually |
| Objectives: | | | | | | |
| 1. To have a centre which is catering for vocational skills, ,career counseling, HIV and AIDS education, recreation and sports for youth as one component of life skills by December 2009. . | - Centre in place -Number of activities and skills offered at the centre Percentage increase in self confidence and HIV and AIDS education | -Pictures of centre -Centre reports | Centre meetings - Interviews | KIWAKKUKI Management Board of Trustees | -KIWAKKUKI management team - KIWAKKUKI Council | -Quarterly |
| 2. To have 100 youth, 50 girls and 50 boys especially orphans and vulnerable children who have acquired vocational skills and are accessing employment opportunities from 2010 onwards. | -Number of orphans and non orphans registered at the centre | - Pictures of youth -Centre registers | Students Meetings | -KIWAKKUKI Management -Centre Staff | -KIWAKKUKI management team - KIWAKKUKI Council | -Quarterly |
| 3. To have income raised from the business and contributing to the financial sustainability of KIWAKKUKI from 2010 onwards. | -Amount and contribution of income raised from sale of products at the centre. -Visibility of cost effectiveness in the running of the centre. -Frequency of sales | Sales records -Pictures of products -Advertisements -Centre sustainability plan | Documentary reviews -Performance reviews | - KIWAKKUKI Council and management | -KIWAKKUKI Management -Centre Staff | Monthly |
| 4.To facilitate employment search for orphans who have completed training from 2010 onwards | Percent of beneficiary youth accessing jobs after completion. | -Employment records - Pictures - Examination results -Letters of employment | - Interviews -Most significant stories | -KIWAKKUKI Council and management | -KIWAKKUKI Management -Centre Staff | Biannually |
| Outputs | | | | | | Bi annually |
| 1. Training centre with 2 classrooms and other basic facilities constructed | Quality of training at centre | Records | Documentary reviews -Performance reviews | -KIWAKKUKI Council and management | KIWAKKUKI Management -Centre Staff | -Bi annually |
| 2. Five courses and other extracurricular courses offered at the centre per year | Increased knowledge among students | Timetable Names of courses offered | Documentary reviews -Performance reviews | -KIWAKKUKI Council and management | Centre staff | Quarterly |
| 3.100 youth recruited and graduating every 2 years | Exam results | List of graduates | Focus Group Discussion | -KIWAKKUKI Council and management | Centre staff | Bi annually |
| 4. Centre products and services sold every year | Increased revenue from sales | Sales records | Focus Group Discussion | -KIWAKKUKI Council and management | Centre staff | Bi annually |
| 5. 100 youth graduating accessing jobs every 2 years | Percentage of students accessing jobs | Lists of those successful | Focus Group Discussion | -KIWAKKUKI Council and management | Centre staff | |
| Activities | | | | | | Annually |
| 1.Complete construction of centre | | | | | | |
| 2.Register youth | | | | | | |
| 3.Recruit instructors | | | | | | |
| 4. Conduct training | | | | | | |
| 5. Supervise sale of centre activities | | | | | | |
| 6. Organize field attachment for students | | | | | | |
| 7.Organise for students to attempt Trade tests | Percentage of students passing the tests | -Registration certificates -Test results -Certificates | | | | |
| 8.Organizejob placement | | | | | | |
| 9. Monitoring | | | | | | |
| 10. Evaluation | | | | | | |
| 11. Report Writing and Dissemination | | | | | | |
An Evaluation Plan
| Goal | What to Evaluate | Method | Who will Evaluate? | Users | Time Frame |
| “A Model Centre for Vocational Skills and Sustainable Livelihood for Orphans in Kilimanjaro region | How the centre has contributed to poverty reduction | -Interviews -MSC | External Evaluator | -KIWAKKUKI management -BOT Donors | Annually or Every 2 years |
| Objectives: | | | | | |
| 1. To have a centre which is catering for vocational skills,career counseling, HIV and AIDS education, recreation and sports for youth as one component of life skills by December 2009. . | Centers performance | FGD Documentary review Most significant stories | KIWAKKUKI management Team | KIWAKKUKI management -BOT | Biannually Annually |
| 2. To have 100 youth, 50 girls and 50 boys especially orphans and vulnerable children who have acquired vocational skills and are accessing employment opportunities from 2010 onwards. | Number of new jobs created | FGD Documentary review Most significant stories | KIWAKKUKI management Team External evaluators | KIWAKKUKI management -BOT Donors | Biannually Annually |
| 3. To have income raised from the business and contributing to the financial sustainability of KIWAKKUKI from 2010 onwards. | Sales at the centre | FGD Documentary review Most significant stories | KIWAKKUKI management Team External evaluators | KIWAKKUKI management -BOT Donors | Biannually Annually |
| 4.To facilitate employment search for orphans who have completed training from 2010 onwards | Percentage of realization of objectives | FGD Documentary review Most significant stories | KIWAKKUKI management Team External evaluators | KIWAKKUKI management -BOT Donors | Biannually Annually |
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