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Oxfam Novib Version: 29 October 2014 Approved by PEO

Project proposal

Youth Livelihood Champion /Mentorship Model Project


INTRODUCTION SECTION A: GENERAL INFORMATION SECTION B: PROJECT DESCRIPTION SECTION C: PROJECT MANAGEMENT Section D: BUDGET

INTRODUCTION Whereas Oxfam Novib (sub) programmes focus on changes we can bring about in people’s lives (impact level). Projects are the way programmes are implemented: e.g. concrete ways of implementing (parts of) the programme. Programmes focus on the longer term and consist of several projects. They focus on achieving outcomes and impact level. A project is clearly defined by its available budget and time frame, and in most of the cases with a donor grant. A project covers the achievements of outcomes and outputs in principle (and in some cases impact). Therefore this project proposal format is to be used at the project development stage. It supports you in preparing a good project, analysing all the information needed for whatever donor. This format is in line with CAMSA requirements related to programme planning and design, including Theory of Change formulation, risk management and hand over strategy. It is also in-line with the gender mainstream requirements of Oxfam Novib. This narrative format should be prepared in conjunction with the budget and log-frame (see Oxfam Novib Financial Resource Pack for a standard budget template). In principle, the project proposal should be limited to 20 pages. This format is aligned with the programme template of Oxfam Novib (see template in the Easy Guide to programme development). It is expected that many elements included in the programme document can be included in project proposals. For guidance on how to do a context analysis, theory of change, or stakeholder analysis, please consult the Oxfam Novib Easy guide on Programme Development. It is also aligned with many of the main donor project proposal formats (EC, Sida, etc) to facilitate submission of the same project to several donors.


If a donor has its own proposal format, the donor format should be used; however the obligatory checklists and formats for analysis risks, gender, strategic opportunity, risk assessment, etc. as described in the Procedure for Management of Programmes and Projects must still be applied independently of donor’s compliances. Within the different sections of the Project Proposal Format you will find different tools that can and in some cases must be applied for project development and also there are references of additional resources available within Oxfam to help improve the quality of a project proposal.

PROJECT PROPOSAL SECTION A: GENERAL INFORMATION

0.1 General data

(to be filled in by Oxfam Novib) Title of the (project) proposal Link to Programme Potential donor Lead or coordinator for overall proposal development

lead coordinator Oxfam Novib Project duration Total project budget Oxfam Novib project budget Oxfam Novib contribution to total project budget

Version’s date (to be filled in by partners(s) Partner Uganda Youth Network Project duration 4 Months Partner project budget € 100,000 Partner contribution to total project budget Version’s date


0.2 Executive Summary of the project

The long insurgency in northern Uganda greatly affected the socio-economic setup and weakened the capacity of the local systems to effectively coordinate and mobilize people to meaningfully participate in governance and development processes and demand for service delivery. The interventions by government, local and foreign agencies intended to bridge the gap in access levels is still low compared to other parts of the country. Uganda Youth Network with support from Oxfam is implementing a project “Enhancing Youth Livelihood for Social Transformation” that has captured the critical needs of young people in the region and the broken linkages to tap into the government development discourses. This project “The youth livelihood champion/mentorship modal” is therefore designed to bridge these gaps by identifying groups of individuals, enhance their business/livelihood capacities and link them to the local successful young people who have broken even without much external support for mentorship. The project has an overall goal of developing a thriving youth support system through the champion/mentorship between youth, the local economy and the mentors so that youth can access increased opportunities for productive engagement in societies/communities. Specifically, the project aims at; establishing internship/mentorship opportunity for 120 young men and women in the 4 regions to enhance the business/livelihood skills and hands on experience, to provide lasting linkages between the youth beneficiaries and the identified competent business mentors, to provide opportunities for 120 young men and women to develop a set of core skills and access financial support to operate sustainable Income Generating Activities. The project shall be implemented in the districts of Apac, Arua, Gulu, Abim and Kotido representing Lango, Acholi, West Nile and Karamoja sub regions respectively. The four month project will be implemented through the following activities; Mapping the beneficiary groups, Developing business ideas, ‘table’ engagement with beneficiaries to identify community mentors, Mapping successful business proprietors, Inventory of their ventures, Profiling their business by region, Developing a mentorship plan, Attach the youth for internship, Develop a roadmap for placement for the skills developed though mentorship, Learning visit to the millennium village, Develop a standard business/livelihood training manual, Conduct Business/livelihood skills training, Develop a financial support access criteria and conditions, Develop beneficiary support and monitoring framework document


0.3 List of Acronyms and Abbreviations

UYONETUganda Youth Network JAWCU Justice and Advocacy for Women and Children CSO Civil Society Organization YLP Youth Livelihood Programme MoGLSD Ministry of Gender Labour and Social Development VSLA Village Savings and Loan Associations CBO Community Based Organisation CDD Community Demand-Driven Development CDO Community Development Officer GoU Government of Uganda IEC Information Education and Communication IGA Income Generating Activities LG Local Government MoU Memorandum of Understanding NGO Non-Governmental Organisation SC Sub- County TV Television UGS Uganda Shillings CA Commitment Agreement


SECTION B: PROJECT DESCRIPTION

1.1. Context

Youth Livelihood Champion /Mentorship Model Project Enhancing livelihood through advocacy, knowledge and skills development is good but

does not directly translate into improved livelihoods. Its positive impact to society is usually

long term far beyond the project duration and therefore such impact is hard to measure.

Much as there is need to enhance young people’s civic competence, there is also need to

enhance their income potentials to directly translate into improved standards of

living.Livelihood change is generally approached from a relatively short-term perspective

with the focus on developing specific activities - having a longer-term vision for the future is

important. Youth-focused interventions are inherently complex. Because we are dealing

with a dynamic target group with need to place an importance of fully understanding

people's existing strengths and capacities before attempting to intervene to support

livelihood change

According to organizational capacity assessment during the group identification process, it

was established that over 90% of the groups interacted with in the northern region were

established with the aim of improving the members’ livelihoods, so at the end of the day,

young people expect these groups to deliver them to a better life style.Each of these groups

has a sketchy plan of improving their livelihood through business enterprises including but

not limited to agriculture; (crop farming, poultry, piggery, cattle rearing), cattle trading, and

business in cereals, value addition and small scale business enterprises like tailoring.

Innovation

Reshaping the livelihood programme into a ‘livelihood champion/Mentor model’ for more

tangible sustainable action for youth engagement and empowerment is much needed

approach that has potential to attract funding from EU, Mastercard, Rockefeller Foundation,

and Gates Foundation among other donors through ‘livelihood champion/mentor model’, once the youth in informal sector have attained a given level of capacity;

1) Each group will be tasked to come up with a livelihood concept detailing the group’s plan

to improve the livelihoods of its members.

2) Promising and realistic plans will be fine tuned with technical support from partners

3) Study visits to the farms/business premises of successful young people shall be

conducted to give them first hand experiences on how to succeed.

4) Successful young people identified and trained further in business Development

(incubation, financing, investment etc).


5) Internship/mentorship arranged in related enterprise to test, refine and challenge the

resolve and skills of the successful candidates.

Two groups with best concepts in each sub-region will be supported in the next phase of

the project to implement their business ideas; capacity building in the management of small

businesses shall be undertaken to equip the groups with knowledge and skills and

successful groups will be models groups in livelihood development and will be empowered

to support other struggling or upcoming youth groups.

Sustainability

Local examples of success will greatly inspire the youth; this is because if there are

similar cases of individuals who have made ‘something out of nothing’, the youth will

feel they too can make it.

If and when the linkage, financial and technical support from this project is wound

up, there will be already cemented partnership between mentor and mentee and

will most likely ensure sustainability of the project, unlike other projects that are

implemented and at closure of the programme, the projects also immediately close.

Problem statement

Youth unemployment has continued to be a major challenge for governments in Africa, and

Uganda in particular.While some youth livelihood development programs focus on reducing

youth unemployment, others are more concerned about mitigating youth vulnerabilities and

involvement in armed conflicts. These differences in objectives cause practitioners to

emphasize different messages and results. In Uganda specifically, the unemployment levels

keep soaring given that it has the youngest population around the Sub Saharan Africa. In

2012, the Uganda Bureau of Statistics revealed that the share of unemployed youth

(national definition, 18-30 years) among the total unemployed persons in the country was

64%. Urban youth are more likely to be unemployed compared to their rural counterpart.The

Uganda government has taken on various approaches towards solving the youth

unemployment ‘crisis’. Various wealth creation programmes such as loan schemes,

liberalization of the private sector, enhancing the capacity of the ministry of education to

expound on skills training programmes have been commissioned and implemented. NGO’s

and other private sector organizations have also invested in wealth creation programmes

for young people.

However, irrespective of the above initiatives, the unemployment and poverty challenge has

continued to loom, continuously threatening the livelihoods of the ordinary citizens. The

effectiveness of these programmes has evidently been challenged. Mainly because they do

not sustain the intended outcomes i.e. sustainably improve the wellbeing of the masses.


This can mainly be attributed to; lack of understanding and consideration of the local

dynamics at the design and implementation of such projects. Northern Uganda has

experienced prolonged civil strife that completely disoriented the people from the normal

socio-economic development processes. Karamoja has its own unique history of strong

pastoral cultural bondage that cannot easily be broken in the interest of alternative socio-

economic life style. Many projects have failed in this region because of the wrong approach

taken without involving the beneficiaries in the design and implementation of such projects.

The success of any livelihoods enhancement initiative will mainly depend on clear cut research, understanding of the local contexts as well as clear gender considerations at conceptualization as well as during project implementation. Through this project, Uganda Youth Network and its partners seeks to address the key issues of youth participation in the design of livelihood initiatives specific to a given group of young men and women in their respective regions.

Through this project, Uganda Youth Network and its partners seeks to address the key

issues of youth participation by developing a process when they initiate work with

communities which they regard as essential in creating a basis of learning, understanding

and trust between them and their target communities before starting to discuss specific

activities and interventions. Thinking about specific options for livelihood change needs to

be rooted in a good understanding of what people already do, what they are good at, and

what they aspire to for the future. Particularly if local people are to take full ownership of the

process of changing their own livelihoods, they need to identify the need for new types.

Identifying specific actions to bring about livelihood change is not a "one-off" event - it

needs to be an iterative process where different options are identified, explored and their

real potential analysed in detail hence the designing of this livelihood mentorship model.

1.2 Stakeholder and Power Analysis Stakeholders The project will be implemented as a consortium in a two-way partnership with the Uganda Youth Network (UYONET) taking lead role as the lead implementing agency and involving the Justice and Advocacy for Women and Children (JAWCU) with broader skill in promoting economic rights aspects specifically for young women in rural communities.

• UYONET is Uganda’s leading network of youth civil society organizations bringing together a total of 147 youth organizations across the country with the overall goal “To increase meaningful youth participation in governance and development processes.


• JAWCU is a human rights special partner in this case with the mission of accelerating socio-economic transformation and inclusive development in Uganda by providing evidence-based livelihood options that put young women at the centre of policy development and advocacy.

• Other key stakeholders in this project will include; government; ministries, parliament, authorities and local governments, particularly, the MGLSD being the youth line ministry responsible for initiating and managing youth policies and programmes. Local governments shall be handy in this project because they are custodians of youth policies and programmes at local government level.

Beneficiaries

This project will directly benefit a total of 147 youth from the two project regions of north and central. The breakdown is as follows, 21 youth per group per beneficiary district will be identified to benefit from this project especially those that have been trained /drawn for participation in the first project phase of Youth Livelihoods. Each district will be clustered into 2 groups.The action aims at reaching 55% (80) females and 45% (67) males.

The project will specifically target to identify 12 successful business men and women with proven potential andacumen at local community level as mentors.

The project will specifically target youth leaders from identified youth civil society organizations, youth groups and youth leadership structures. It will also reach approximately 2000 indirect beneficiaries out of information sharing and learning experiences.

Selection of beneficiaries

The beneficiaries will be selected from among the groups which have been benefiting from the on-going youth livelihood programme, which draw membership from the youth leadership structures, students, youth in slums and youth in the informal sector. The selection criteria will be based on the ability of the group to develop a good livelihood idea and to transfer knowledge, skill and lessons learnt to his/her respective constituency.

Participatory process The process of implementation will rely heavily of participatory approaches where the beneficiaries will develop their own business or livelihood plans and take lead in identifying livelihood champions for consideration as mentors in their local settings. The action by design is framed around facilitating the beneficiaries to conduct self-due diligence and capitalize on the perceived strengths and preferences rather than their weaknesses to create an enabling environment for total ownership and accountability of their choices and actions.

1.2 Theory of Change


• Capacity building of youth in livelihood engagements. Youth need the knowledge, skills, self-confidence and conviction required to succeed in agriculture, business and their roles as individuals and members of their households and communities.

• Coaching and mentoring of youth. The beneficiaries through a tenable system of locally sourced and linked champions through participatory means will help provide moral and technical support continuously and very economically to the beneficiaries. This strategy will open doors of appreciation of what simple non-monetary advice and guidance can do in as far as changing lives of youths and communities are concerned. This will initiate a replicated action where the beneficiaries and the benefactors will carry out the model in a sustainable and practical way that will result in resilient and sustainable collective approach action

• Access to capital: The linkages and capacity building will ensure that the concerned youth can ably source, access and realize their capitalization requirements in a prudent and productive way that will enable them to translate their plans into incomes

• Productivity realization. Youth need not just IGA opportunity but also skills, experience and

self-belief. If this is availed, they will stop lazing about and will be active productive Uganda citizens and will meaningfully partake in the policy processeswith increased capacity on sourcing for opportunity, knowledge and skills and the necessary enabling policy environment.

• Household Influence. The livelihood models or champions will open doors to boomerang influence and positive energy transmission that will scale down to households within communities where the action will target with realistic possibilities of replication in the neighbourhood communities and districts. This will improve youth influence over household decision making, particularly decisions more significantly for the female youth in matters related to the household division of labour, the use of household income and decisions affecting the food women and their families prepare and consume.

1.3 Objective

1.3.1 Overall objectives (intermediate impact) Develop a thriving youth support system through the champion/mentorship between youth, the local economy and the mentors so that youth can access increased opportunities for productive engagement in societies/communities. It is expected that the initiative will provide youth with relevant life and work readiness, internships and support as well as hands on experience and ability to identify opportunities in their communities. Specifically; 1.0 Specific Objective 1 Establish internship/mentorship opportunity for 120 young men and women in the 4 regions to enhance the business/livelihood skills and hands on experience.


1.1 .1 Activity

1. Mapping the beneficiary groups, developing business ideas, ‘table’ engagement with beneficiaries to identify community mentors;

2. Mapping successful business proprietors. 3. Inventory of their ventures, profiling their business by region 4. Develop a mentorship plan with them to youth attachment 5. Reach out to the youth to find out the priority gaps and areas of interest 6. Attach the youth for internship. 7. Develop a roadmap for placement for the skills developed though mentorship

1.1.2 Output

• At least 10 beneficiary groups identified • At least 10 successful livelihood mentors identified, and their IGAs profiled and

commitment agreement (CA) • Priority gaps identified in beneficiary areas of interest • An internship roadmap for beneficiary attachment developed by UYONET and

the mentors. • 120 beneficiaries attached to relevant mentors for hands on experience.

1.1.3 Outcome i) Beneficiary taking control of the livelihood processes ii) 120 youth beneficiaries encouraged to discover and dream about positive change by adopting positive attitude by December 2015 iii) Practical business skills and knowledge enhanced among the 10 beneficiary groups (120 youth) 1.2.0 Specific Objective 2 To provide lasting linkages between the youth beneficiaries and the identified competent business mentors 1.2.1 Activities

1. Identify successful livelihood mentors. 2. Establish a working relationship and sign Commitment Agreement(CAs) with the

mentors 3. Develop engagement framework between the mentors and the mentee

1.2.2 Output

• 10 livelihood mentors identified. • Commitment Agreement(CAs) signed with all mentors (10)


• Engagement framework between individual mentors(10) and the beneficiaries

1.2.3 Outcome Platforms for knowledge, input, operations and market support established through local linkages and partnerships

1.3.0 Specific Objective 3 To provide opportunities for 120 young men and women to develop a set of core skills and access financial support to operate sustainable Income Generating Activities. 1.3.1 Activity

1. Learning visit to the millennium village 2. Develop a standard business/livelihood training manual 3. Business/livelihood skills training

1.3.2 Output

• Learning visit to the millennium visit conducted and lessons documented • Business training consultant identified and contracted • Business/ livelihood training for 120 youth conducted • Business/livelihood training manual developed

1.3.3 Outcome

i) Knowledge and skills of 120 enhanced through business/livelihood training ii) Improved livelihoods as a result of Income Generating Activity initiatives

Describe the results (outputs and outcomes) which we want to achieve through the project. Results are concrete achievements which we hold ourselves accountable to achieving by the project’s end.

1.4 How you want to achieve this: intervention strategy Strategies

a) Mobilization and coordination The project will target organised groups at least two from the four project regions. The project team will engage with the identified groups to pick the best two to benefit from the project. Each region will be supported by a coordinator in the mobilization drive. A total of ten groups will be mobilized from the four regions with Karamoja represented with four groups. The mobilization will also involve identifying the modals/champions who will play the mentorship role. The mentors will be identified with the help of the groups/mentees basing on the livelihood idea the group has.


b) Knowledge/skills development and information sharing The youth have lagged behind in social and economic development because they continue to live in their social and traditional/cultural enclaves accelerated by their immense lack of adequate resources, knowledge and skills to translate into meaningful socio-economic transformation for improved livelihoods. To break these barriers, this project will enhance the knowledge and skills of the groups through a comprehensive business skills and management training. To buttress their fears against all possible odds, a learning visit shall be conducted to the UN Millennium Village in Isingiro district.

c) Mentorship The project is aimed at creating modal livelihood initiatives where others can learn from. Each group will identify a mentor who is a local hero who is running a successful enterprise out of his personal effort. The interaction between the young people and the modal person is intended to inspire the young people to emulate and benchmark the successes for replication. The identified modal persons shall be contracted to mentor the young men and women from different groups for a given period of time. As a strategy to alleviate poverty and unemployment among the youth in Uganda, this project strategy will focus on mentoring as many youth (both semi-literate and literate as the available resources will allow). With the basic necessary business knowledge and hands-on skills, the mentees will be able to operate at the lowest end of the business cycle. However, as they gain experience and business momentum, they can be supported to operate at a higher business chain.

d) Integrating local leaders The process will be supervised by area local leaders. The local leaders will form part of the project implementation team and will be tasked to oversee the implementation process. The inclusive of the local leaders is aimed at giving the project political clout and since these leaders play a critical role in the implementation of government development programmes, such groups stand a chance of being considered for government funded development programmes. The local leaders will also ensure that pertinent social values and cross cutting issues are observed and Challenge the youth to pursue their economic means of livelihood among others.


1.4.3 Annual Work plan or Action Plan

Ghantt Chart

2015 2016

Activity 9 10 11 12 01 02 Partner responsible

1.Mapping the beneficiary groups, developing business ideas, ‘table’ engagement with beneficiaries to identify community mentors;

UYONET, JAWCU

2.Refine business plans/concepts UYONET, JAWCU

3.Development of training manual UYONET, JAWCU

4.Training in business mgt. UYONET, JAWCU

5.Internship of mentorship UYONET, JAWCU

6.Develop a mentorship plan with them to youth attachment

UYONET, JAWCU

7.Reach out to the youth to find out the priority gaps and areas of interest

UYONET, JAWCU

8.Attach the youth for internship. UYONET, JAWCU

9.Identify successful livelihood mentors. UYONET, JAWCU

10.Develop engagement framework between the mentors and the mentee

UYONET, JAWCU


1.5 Risks and assumptions

1.5.1 Risks

• Political instability due electioneering processes resulting into the proposed action being misunderstood as a particular political player tool

• Currency fluctuations in exchange rate of Euro against the Uganda Shillingsresulting into budget short fall.

• Delayed disbursement of fundsfrom(Oxfam and within the implementing organizations) for procurement, and timely action/implementation.

1.5.2 Preconditions and assumptions

Political processes leading to presidential, parliamentary and lower level elections has commenced, it is assumed that stability and calmness will be maintained through this electioneering and campaign period leading up to elections which otherwise could result into the proposed action being misunderstood as a particular political player tool

There is an assumption that the currency fluctuations in exchange rate if any will be gains of the Euro against the Uganda Shillings, but not the reverse, which could result into budge short fall.

There is an assumption that there will be timely disbursement of funds for procurement, and timely action/implementations. Find detailed assessment in the risk assessment tool attached

1.6 External Communication

Strong communication measures will be employed that will encourage greater debate, dialogue and feedback from key stakeholders and communities, which will assist in making better judged and informed decisions.

This will focus on key audiences including but are not limited to: Members of the community, Media, Government and potential stakeholders and partners, Local authorities and other public bodies.

The principle channels will include:

Website, Facebook and twitter feeds– Modern forms of information sharing will be employed to keep the world abreast of the action progress, achievements and learning.

Quarterly Report – The quarterly report will be shared after its compilation with stakeholders and potential partners.


Working with the media – This action seeks to develop positive relationships with the media, locally, nationally and internationally while providing a platform for marketing the action.

Liaison with communities – meeting members of the community in their local area to address matters of concern is a positive means of communicating on key action messages.

Attending livelihood forums and conferences – The implementing staff will endeavour to attend related and relevant forums and conferences for information sharing, complementarity purposes

1.7 Sustainability or long term perspective

The project banks on the existing/ natural capital – the natural resource stocks (soil, water, air, genetic resources, etc.) and environmental services as incentives for action. This ensures that the set out actions will be achieved since the resources will be there with or without the projects direct effort. It will only build the capacity of beneficiaries to meaningfully utilize them for improved livelihoods.

The action aims at refining human capital through the skills, knowledge, ability to labour and good health and physical capability important for the successful pursuit of different livelihood strategies. This therefore ensures sustainability given that they will have attained the knowledge of ‘fishing’ on their own rather than depending on the project action for continuous support.

The project aims at building a sustainable and very pertinent social capital. This will include linkages to mentors and livelihood champions who are locally sourced to ensure easy access and semblance of networks, social claims, social relations, affiliations, and associations though which beneficiaries will draw from in pursuit of the different livelihood strategies requiring co-ordinated approaches.

The actions aims at building a capital base including linkages to low credit, easy to access capital e.g. through VSLAs for both credit and savings, and other economic assets, including basic infrastructure and production equipment and technologies) which are essential for the pursuit of any livelihood strategy. It will also aim to mobilize resource in form of start-up capital after the project cycle to enable the capacitated beneficiaries to build their livelihood actions and build their dreams.

1.8 MEAL


1.8.1. Planning and monitoring

The Project will have a monitoring and evaluation officer who will develop the monitoring system, tools, and guidelines in order to collect the right data to track the indicators, and who will monitor the project implementation through frequent field visits to the regions of north and central. All other professional staff will also be responsible to monitor implementation in their respective areas of responsibilities at the partnership offices as focal point persons for this project.

This Project will be monitored through the following:

Quarterly Progress Report (QPR): UYONET commits to follow up the project from the moment work commences and will send three-monthly reports to the Oxfam, the donor agency up until 3 months after its termination. A quality assessment shall record progresstowards the completion of key outputs, based on quality criteria and methods to be developed by UYONET.

The project will establish a project monitoring plan based on the project log-frame for internal monitoring and evaluation purpose. The monthly activity plans will be developed from the project monitoring plan and the project coordinators of the two partner organizations and monthly project review meetings will be organised to review the progress and these meetings will be facilitated by the UYONET Project Manager. The UYONET Executive Director will provide oversight to the implementation team, and monitor the overall performance.

1.8.2 Evaluation

Field monitoring reports by UYONET project staff and the Monitoring and Evaluation officer will be fed into the Project implementation teams to continually assess whether the action is on the right track both at implementation/progress and project performance level.

1.8.3 Learning

A Lesson-learned Log shall be introduced and regularly updated to ensure on-going learning and adaptation for UYONET and JAWCU to facilitate the preparation of the Lessons-learned Report by the end of the project but most significantly to support and inform the on-going action for continuous improvement and refocusing in order to effectively and efficiently realize the objective.


1.8.5 Social Accountability

• Promote role models for sustainable but most significantly scalable livelihood support and initiative action by encouraging continued co-opting of beneficiaries once the primary beneficiaries have gained the required knowledge, experience and skill through their participation in social activities and community development concerning their livelihood situation

• Work to support the creation and operation of independent associations of youth in the similar sectors for unified approaches to inputs, capacity building, resources and markets within their structures and through their local authorities so that the right holders can communicate and deal with their duty bearers effectively.

• Empower beneficiary communities through capacity development on livelihood engagements, leadership, good governance, conflict resolution, problem solving, and communication skills and providing them knowledge on human rights and people politics.

SECTION C: PROJECT MANAGEMENT

2.1 Project management

Section C deals with project management issues, partners, management structure, agreements, communication and decision-making etc.

2.1. Proposed project partners

2.1.1 Description of the partners involved (rationale)

The project will be implemented in a two-way partnership with the Uganda Youth Network (UYONET) as the lead implementing agency and Justice and Advocacy for Women and Children (JAWCU). UYONET is Uganda’s leading youth umbrella civil society organization bringing together a total of 147 youth organizations across the country with proven experience in youth livelihood intervention action, Policy advocacy, development of Policy advocacy briefs, good governance and accountability action with ability to absorb large amounts of grants and with experience in working in a partnership arrangement. JAWCU is a human rights special focused agency particularly for women and children with the mission of accelerating socio-economic transformation and inclusive development in Uganda by providing evidence-based livelihood options that put young women at the


centre of policy development and advocacy. It is a community based organization that works to promote equal opportunities for women and the girl child to achieve economic independence and enable meaningful participation in governance and development processes.

2 Track record & capacity

• Describe the track record of all partners involved (including Oxfam) in the sector or country and its capacity;

• Describe the complementary skills, capacity, what is their financial capacity, etc. • And analysis if capacity building is needed, and how it will look like.

2.2. Organisational Structure

2.2.1 Organogram

Board of Directors -UYONET

Executive Director-UYONET

M &E Officer

Program Assistant -YONET Focal Point -JAWCU

PO –Policy Advocacy

Program Manager -UYONET

PPOH _JAWCU

Accountant-UYONET


2.2.2 Roles, responsibilities and communication

UYONET is a network of civil society organisations and its core business is to empower

young people. The Network currently boosts of over 47 member organizations that

collectively work to mainstream young peoples’ engagement in development and

governance processes in Uganda and beyond. Since inception, UYONET has been

positioning the young people to play a leading role in nation building by enhancing their

visibility in policy and governance processes across East Africa and providing the necessary

infrastructure for information sharing and networking through youth empowerment on

critical issues, capacity building, lobby and advocacy, publicity and media.

In this partnership,

UYONET will play a central coordination role and management of the overall

implementation processes. It will give guidance to the organisation to build their capacity to

ably implement the proposed project activities.

Partners’ Roles and Responsibilities

Partner Roles and responsibilities Outputs/Outcomes

UYONET Lead implementing partner charged

with the overall project coordination,

implementing, monitoring and

reporting

- Progress_ Quarterly

programmatic and financial

reports

- Develop relevant MoUs with

JAWCU to be signed

- Sub grant to the organisation

as spelt out in the contract

agreement between UYONET

and Oxfam

- Convene PPOH review

meetings

Ensure official project launch - Ensure key media platforms

present to make coverage.

Use UYONET’s member organisation

to actively participate in the

implementation as participants

- 120 youth beneficiaries

identified in each of the

regions chosen.


SECTION D: BUDGET Name of Counterpart Organisation : Uganda Youth Network

Name of Project:

Youth Livelihood Champion/Mentorship Model

OxfamNovib Project Number: Total contract/project period of Project: 4 Months Current report period : Donor: OXFAM Total contract approved amount:

Unit

# of Units

Number of days/months

Unit rate Total

Programme costs Activity line objective1: Establish internship/mentorship opportunity for 120 young men and women in the 4 regions to enhance the business/livelihood skills and hands on experience Mapping the beneficiary groups, developing business ideas and reviewing business ideas UYONET (Northern Region)

Car hire 1 5

5

300,000

7,500,000

Fuel 55 5

5

3,500

4,812,500

Staff per diem 5 5

5

150,000

18,750,000

Hall hire 1 5

5

200,000

5,000,000

Meals and refreshments 20 5

5

30,000

15,000,000

Coordinators' stipend 4 5

1

200,000

4,000,000

Transport refund for participants 20 5

1

40,000

4,000,000

Sub total 59,062,500

Activity line objective 2: Provide lasting linkages between the youth beneficiaries and the identifies potential business mentors Technical support to refine business concepts

Consultancy fees for refining business concepts 1 1

10

500,000

5,000,000

designing and Printing the business concepts 50 1

1

15,000

750,000

Sub total 5,750,000

Development of the business/livelihood training manual

Consultancy fees 2 1

10

500,000

10,000,000

Designing and printing of the training manual 150 1

1

15,000

2,250,000


Activity line objective 3: To provide opportunities for 120 young women and men to develop a set of core skills and access financial support to operate sustainable Income Generating Activities Training in Business Development (incubation, financing, investment etc).

Car hire 1 5

5

300,000

7,500,000

Fuel 50 5

4

3,500

3,500,000

Staff per diem 5 5

5

150,000

18,750,000

Hall hire 1 5

4

200,000

4,000,000

Full board accommodation 20 5

4

100,000

40,000,000


1

40,000

800,000


Projection equipment hire 1 5

4

100,000

2,000,000

Consultancy fees for the trainers 2 5

4

400,000

16,000,000

Stationery 1 5

1

300,000

1,500,000


Internship/mentorship

Transport for the beneficiaries 20 5 15

20,000

30,000,000

Communication airtime 4 1 1

100,000

400,000

Regional Coordinators' stipend 4 1 1

200,000

800,000

Allowance for mentors 2 5

1

2,000,000

20,000,000


Contribution to UYONET Institutional human resource development Capacity development for UYONET Project staff in project planning and management 2 1

4

500,000

4,000,000

sub total 4,000,000

Project monitoring

Car hire 1 5 3

300,000

4,500,000

Fuel 50 5 3

3,400

2,550,000

Per diem for staff 4 5 3

150,000

9,000,000


30,000

150,000


Project publicity

Project pullup banner 2 1 1

450,000

900,000

Project tear drop banner 2 1 1

550,000

1,100,000

Project T-shirts 120 1 1

35,000

4,200,000

Sub total 6,200,000

Direct programme personnel costs -

Implementation allowance for Programme officer M&E salary topup 1

1

4

1,250,000

5,000,000

Salary project assistants 2 1 4

1,500,000

12,000,000

Implementation allowance for the Programme Officer 1 1

4

1,250,000

5,000,000

Implementation allowance for Executive Director 1 1

4

1,400,000

5,600,000

Implementation allowance for accountant 1 1

4

1,250,000

5,000,000

Implementation allowance for Programmes Manager 1 1

4

1,250,000

5,000,000


Administrative cost (UYONET) -

-

Stationery for project activities 1 5 1

500,000

2,500,000

Office rent (60% contribution) 1 1 4 2,000,00 8,000,000


0

Office utilities (20% contribution) 1 1

4

300,000

1,200,000


Supplies and equipments -

-

General supplies(sandries) 1 1

4

500,000

2,000,000

Digital Camera 1 1

1

2,000,000

2,000,000

Stationery 4 1

1

200,000

800,000

Laptop for project manager 1 1

1

2,500,000

2,000,000

Sub total 6,800,000

Communication -

Internet subscription 30% contribution) 1 1

4

100,000

400,000

Airtime 1 1

4

100,000

400,000

Sub total 800,000

JAWCU (Central Region, Kampala) Activity line objective 1: Establish intership/partnership opportunities for 140 young men and women in the 5 sub regions Mapping the beneficiary groups, developing business ideas and reviewing business ideas

Car hire 1 2

1

250,000

500,000

Fuel 30 2

1

3,700

222,000

Staff per diem 3 2

1

50,000

300,000

Hall hire 1 2

1

200,000

400,000

Meals and refreshments 25 2

1

30,000

1,500,000

Coordinators' stipend 2 2

1

50,000

200,000


1

30,000

1,500,000

Communication 1 2

1

50,000

100,000

Sub total 4,722,000

Activity line objective 2: Provide lasting linkages between the youth beneficiaries and the identifies potential business mentors

Technical support to refine business concepts

Consultancy fees for refining business concepts 2 2

5

500,000

10,000,000

Designing and Printing the business concept 10 1

1

10,000

100,000


Training in Business Development (incubation, financing, investment etc).

Car hire 1 1

5

100,000

500,000

Fuel 20 1

5

3,700

370,000

Staff per diem 2 1

5

150,000

1,500,000

Hall hire 1 1

5

200,000

1,000,000

Full board accommodation 20 1

5

120,000

12,000,000


1

30,000

600,000


Projection equipment hire 1 1

5

100,000

500,000

Consultancy fees for the trainers 2 1

5

300,000

3,000,000

Stationery 1 1

1

200,000

200,000


Internship/mentorship

Transport for the beneficiaries 10 2 15

30,000

9,000,000


100,000

400,000

Allowance for mentors 2 2

1

5,000,000

20,000,000


Project monitoring

Car hire 1 2 2

200,000

800,000

Fuel 20 2 2

3,400

272,000

Per diem for staff 4 2 2

100,000

1,600,000


30,000

60,000

Sub total 2,732,000

Project publicity

Project pullup banner 1 1 1

450,000

450,000

Project tear drop banner 1 1 1

550,000

550,000

Project T-shirts 100 1 1

35,000

3,500,000

External communication (media publicity) 3 1 2

1,000,000

6,000,000


Direct programme personnel cost -

Implementation allowance for Project Officer 1 1

4

1,000,000

4,000,000

Implementation allowance for the Project Assistant 1 1

4

1,000,000

4,000,000

Implementation allowance for Executive Director 1 1

4

1,500,000

6,000,000

Implementation allowance for accountant 1 1

4

1,000,000

4,000,000


Administrative cost (JAWCU) -

-

Stationery for project activities 1 2 1

300,000

600,000

Office rent (60% contribution) 1 1

4

800,000

3,200,000

Office utilities (20% contribution) 1 1

4

200,000

800,000

Sub total 4,600,000

Supplies and equipments -

-

General supplies(sandries) 1 1

4

300,000

1,200,000

Stationery 4 1

1

200,000

800,000


Sub total 2,000,000

Communication -

Internet subscription 50% contribution) 1 1

4

100,000

400,000

Airtime 1 1

4

100,000

400,000

Sub total 800,000

Grand total

408,136,500

ANNEXES

Annex 1: Logframe Annex 2: Partner Quick Assessment & Full Ramon Annex 3: Risk Assessment Annex 4: Strategic Opportunity Assessment Annex 5: Gender Power Analysis Annex 6: Monitoring, Evaluation and Learning Plan Annex 7: Checklist working in Consortium Annex 8: Partner Capacity Building Plan

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