sambia vuosiraportti 2010

/26

ANNUAL REPORT FOR NGO DEVELOPMENT CO-OPERATION PROJECT

YEAR 2010____ PROJECT CODE___28812601_______________________

1. Hankkeen perustiedot

1. Basic information on the Project 1.1 Name of Organisation registered in Finland

Suomen ylioppilaskuntien liitto SYL ry

1.2 Name of Organisation in English

The National Union of University Students in Finland (SYL)

1.3 Name of Project in Finnish

KYP:n ammattikoulun kehittäminen

1.4 Name of Project in English Developing KYP vocational training centre 1.5 Name of Project in other relevant language 1.6 Location of Project (country, province, village/community) The project is located in Kanyama constituency about 500m south of Lusaka the Capital city of Zambia in Southern Africa. 1.7 Name of co-operation Partner Kanyama Youth Programme (KYP) 1.8 Planned initiation and termination dates of the Project Planned initiation date is 1st January 2009 and a termination date of the Project is 31st December 2011. However, this is an extension of the 2003 planned initiative 1.9 Summary of the core idea of the Project and the key results and impacts achieved

(see Project plan, 1.11.)

/26

This project aims at diminishing the negative effects of poverty in the compounds of Lusaka. The objective is to enhance the possibility of employment of young people, especially women, through updated and improved vocational and entrepreneurship training provided at the KYP training centre. This is done through:

• Ensuring that graduating students are better prepared meet the needs of current job market by updating the curriculum

• Improving the studying environment by training the teachers and acquiring modern teaching materials

• Ensuring that graduated students have the know-how to start their own small-scale business by integrating entrepreneurship training

• Improving KYP’s financial and administration sustainability by broadening the financial basis

The summary below highlights of activities which were implemented to attain the core ideas of the project:

Kanyama Youth Programme has continued to improve its training program in alignment with the job market. The institution has been constantly updating its curriculum according to the needs and requirements of the Technical Education, Vocational and Entrepreneurship Training Authority (TEVETA). During the reporting period, a total of 160 students were under training at KYP. Out of the 160 students 87 were from the January and July 2010 intakes while the rest were from the July 2009 intake.

To ensure graduating students are better prepared for the job market and entrepreneurship, KYP integrated inceptives to develop the graduate’s skills to compete on the job market and to start their own businesses. KYP has integrated computer and the entrepreneurship lessons in all courses, to prepare those students who would not find formal employment. Students are taught how to start their businesses and how manage them. The institution also invited a specialist from a money lending institution to talk to students and 95% of students were placed in companies for industrial attachment before they graduated to prepare them for formal employment.

There have been minor improvements to the study environment, sanitary facilities have been enhanced, the surrounding environment has improved and KYP carried out minor renovation to the classroom roof and floor at City campus. There has been some improvement to the study environment at KYP city campus, as we were able to relocate most tenants with businesses that interfered with the study environment. We have also allowed students to use the school hall for studying purposes.

The training of teachers in teaching methodologies has improved the delivery of training at KYP. During the reporting period, two lecturers underwent training in teaching methodology. KYP has continued to invest in semi-modern tools and materials.

KYP has in past two years implemented initiatives that are aimed at improving financial and administrational sustainability. The first initiative was the establishment of the tailoring workshop, which started late 2010, but during the reporting period, the venture has contributed less than 5% to the income of the institution, running under a loss of about 68% due to salaries of workers.

/26

1.10 Financing summary

Year 2010 Euro s

Project support not used in the previous year (incl. not withdrawn + withdrawn unused funds)

243 (this hasn’t been calculated into the budget 2010)

Support approved for the reporting year 48530

Total Project support available for the reporting year 48773 (243 e hasn’t been marked into the budget appendices 2010)

Total Project support used during the reporting year 45321,93

Funds not used, transferred to be used and reported in the following year

(incl. not withdrawn + withdrawn unused funds)

3188,07 from 2010 and 243 from 2009, total 3431,07 e

1.11 Other financing of the Project during the reporting year, if any.

Please state here the amount and source of this financing.

The other financing of the project came from KYP own income generating ventures. The table below gives the summary of what has been raised from KYP own income:

Name of Tenant Half year Charge (ZMK)

Amount Paid (ZMK)

Amount Due (ZMK)

Percentage of total Rent

Omega Legal consultants 9,360,000 - 9,360,000 - G-take away 5,850,000 5,431,000 419,000 93% Enteruro Enterprises 5,760,000 6,950,000 -1,190,000 120% Ambuya Restaurant 7,800,000 9,140,000 -1,340,000 50% Malita’s Restaurant 2,250,000 2,250,000 - 100% Ohms Enterprises 7,580,160 3,980,000 3,600,160 52.5% Hadac Construction 12,700,800 7,900,000 4,800,800 62% Bangala Distributors 6,739,200 6,739,200 - 100% Sapaka enterprises 5,184,000 800,000 4,384,000 15% Alkens Agencies 7,800,000 7,150,000 650,000 92% Godnam stationery 7,920,000 8,130,000 -210,000 102.6% Benni Tauni Enterprises 5,760,000 3,000,000 2,760,000 52% DK Machines 2,880,000 500,000 2,380,000 17% E M Motors 3,600,000 3,510,000 90,000 96% FANGOM 3,600,000 3,041,500 558,500 84% P M Centre 8,415,360 6,200,000 2,215,360 74% Agriphase Ltd 4,959,360 4,535,000 424,360 91% Zyambo Carpentry 2,160,000 - 2,160,000 - Fishermen Association 750,000 500,000 250,000 67% MTN Zambia 16,800,000 16,800,000 - 100%

Totals 127,868,880 96,556,700 31,312,180 76%

/26

The following has been the income generated from the Tailoring production unit;

Customer Product Income Generated (ZMK)

Kamwala Basic School (1st order) School uniforms 780,000 Kamwala Basic School (2nd Order) School uniforms 795,000

Hotel catering students Chefs uniforms 385,000

Totals 1,960,000

2. Co-operation Partner and co-operation procedure 2.1 How did the co-operation Partner participate in the implementation of the Project?

(e.g. Did they provide labour, economic resources, other assets?) The co-operating partner KYP was responsible for the practical implementation of the project in Zambia. It contributed to salaries of the local administrative staff. KYP was also responsible for recruiting teaching and administrative personnel needed for the project. KYP provided the office premises, classrooms, training facilities and some other equipment for the project. It was also responsible for the general maintenance of the premises. KYP’s own financial contribution is covered by tuition fees, renting out of the campus area premises for businesses, the organization’s membership fees and incomes from workshops. 2.2 Were there other parties involved in the co-operation (e.g. Finnish, local or international

organisations or officials)? Please describe their role and involvement in the Project.

The other co-operation partners of the project include:

1. Technical Education Vocation and Entrepreneurshi p Training Authority (TEVETA)

The training authority TEVETA was involved in the project through their routine annual inspections. They evaluated the implementation of the training programmes and made suggestions for improvements. TEVETA also provided training for all of KYP’s teachers to qualify them in teaching entrepreneurship skills.

2. KYP members

KYP members contributed to the financial capabilities of KYP by paying membership fees. They also participated in the administration and decision making of the organization by attending general meetings and electing the board.

3. Churches

Seven churches from the Kanyama area have been important partners through assisting in promoting KYP for young people. In the last quarter of the year the churches also rented out the campus premises for services, thus contributing to the financial sustainability of the organization.

/26

4. Local companies

The students made visits in local companies, where they were able to make contact with potential future employers and find attachments. Based on these visits, KYP was also able to evaluate the relevance of its trainings in light of the demands of the labour market. The companies also provided visiting lecturers for KYP’s courses.

5. Umoyo Training Centre

Umoyo Training Centre continued to cooperate with KYP through paying the course fees of 7 vulnerable girls to attend hotel and catering courses. The tuition fees helped KYP in its own share of activity costs.

6. Lusaka City Council

The City Council offered technical assistance to the board by having a representative from the department of Housing, community and social services attend the meetings. The Council gave the board practical advise on good practices of administrating the organization.

7. Service Centre for Development Cooperation (Kepa )

The project organization has been working with Kepa in Etvo Volunteering Programme that has provided KYP with a Finnish volunteer in 2010.

3. Sustainability of the Project 3.1 How did predictable or unprecedented external factors affect the implementation of the Project?

(economic, social, environmental or cultural factors)

There were not many unpredicted external factors that affected the project. For example the prises of commodities and training material were stable.

The most significant factor that affected the implementation was the resignation of previous Marketing manager. The absence of the Marketing manager had a considerable impact on the project especially in line with enrolment for July 2010 intake.

The certification of trade exams shifted from the Examination Council of Zambia (ECZ) to TEVETA in 2010, but this did not affect the running of the institution, because KYP has been working with TEVETA for along time.

As for economic factors , some of the students were unable to contribute towards their tuition fees due to the hard economy at community level. This in turn affected the economic gain of KYP.

As for environmental factors , in December 2010 we experienced heavy rains and thunder storms that damaged the entire roof of the workshop for auto mechanics and electrical. This stopped the teaching of automechanics for few days.

/26

3.2 How has the local government, local organisation or the beneficiaries themselves taken responsibility for the economic sustainability and continuation of the Project?

KYP has taken different responsibilities to ensure sustainability and continuation of the project activities and administration. The table below indicates the responsibility of each key stakeholder.

Name of the key stakeholder Responsibility Local government (City Council) Offering technical assistance

Seconding teachers to be on government pay role Beneficiaries (students) Contribution towards tuition fees to facilitate the payment of

training materials and utility bills

Contribute towards stationery and sanitary facilities KYP membership Contribute in monetary form to fund the operations of the

organisation.

Steps taken to improve economic sustainability

There were not many activities implemented to improve the economic sustainability of the programme. However, KYP managed to maximize the collection of rentals by 15% from 2009. KYP also put in place the investment plans which we hope would improve KYP opportunities for economic sustainability.

In 2010 there have been many community activities to raise awareness about KYP. The community activities in 2010 are similar to those conducted in 2009, but some of the groups which did not benefit in previous years were now involved. The activities included Theatre, Focus Group Discussions and HIV/AIDS education by the anti AIDS club

KYP has been planning for the future after the project finishes and has thought of the different choices for the future, there are a number of challenging options:

1. Reducing the full time courses and employees

This could be one of the options considered although it might not be the popular one as it involves job cuts. In order to sustain the operations of the training programme in the event that KYP does not have any cooperating partner, auto electrical and power electrical might be discontinued. The cutting down of some courses would mean lay off teachers in-charge of those programs. This has to be well planned as it involves financial implications (payment of benefits) but keeping unproductive employees would mean serious financial consequences to the organisation. KYP should then carry out vigorous marketing focusing on course like mechanics, tailoring and hotel and catering. A training needs assessment could also be conducted to introduce demand driven course which would be self sustainable.

2. Increase the income generating activities of the organisation

KYP needs the capital investment to be able to raise its own income to support the training programmes. The services and products to be provided by KYP should be in line with the training programmes being offered at KYP. The need for KYP to lessen its dependence on donors is very important at this point especially that donor focus is shifting from funding the vocational skills programmes. KYP programmes still remain vital in the alleviation of poverty on the Zambian community. Therefore, KYP needs to start raising its own finances.

Now two new income generating activities have been initiated in addition to those that already exist: auto mechanics and carpentry workshop.

/26

3. Finding a new partner

The other way is to try and find new partners who would continue with the cooperation after the partnership with SYL comes to an end. This could be done with the help of SYL.

4. Hand over some autonomy to local government depa rtment

A hard and risky way is to hand over the operations of the facility to the local government department. In this case there would be no possibility to continue KYP programmes. This is because the government has a lot of problems with the few existing colleges including the only two universities.

5. Introduce less costly courses

The KYP could consider introducing programmes which do not need expensive training materials to manage.

4. Beneficiaries 4.1 Who were the direct beneficiaries of the Project, and how many were there?

Students of KYP Technical Institute

During year 2010 there were 160 students under training of KYP. A total of 87 students were enrolled in KYP courses in 2010. The intake in January 2010 was 50 students (22 female and 28 male). The July 2010 intake was 37 students (15 female and 22 male). There were 4 dropouts in the July intake. See tables 1 and 2 for the distribution in courses (next page). Rest of the students were from July 2009 intake. In 2009 the total amount of students was 189 students.

KYP as an organization

Through the project funding KYP was able to employ enough teaching staff and continue to develop its courses.

Staff of the Institute and Board Trustees

The board trustees gained experience in administrative tasks. Also some related training was organized to improve their knowledge. The teachers benefited from KYP’s improved ability to employ teaching staff through job opportunities and salaries.

/26

Table 1. January 2010 Intake

Course

Auto mechanics

Auto electrical

Catering

Tailoring

Total

M

F

M

F

M

F

M

F

Male

Female

21 2 5 0 2 15 0 5 28 22

Drop outs 0 0 0 0 0 0 0 0 0

Total 21 2 5 0 2 15 0 5 28 22

Total number of students both male and female during the reporting period is 50.

Table 2. July 2010 Intake

Course

Auto mechanics

Auto electrical

Catering

Tailoring

Total

M

F

M

F

M

F

M

F

Male

Female

18 0 03 0 01 09 0 06 22 15

Drop outs 03 0 0 0 0 1 0 0 3 1

Total 15 0 03 01 01 08 0 06 19 14

Total number of students during the reporting period is 37. number of drop outs 4

/26

4.2 Who were the indirect beneficiaries of the Project?

The project contributed towards meeting the organization’s goal of “equipping youths with training and entrepreneurship skills”, benefiting the members of KYP.

The families of students were able to have their children trained with moderate tuition fees and thus increase the earning potential of the family.

The local companies were able to benefit from additional workforce during the student attachments and were able to make contact with potential future workforce.

A voluntary drama group operated in KYP’s premises, having a spacious place for practising. In their performance outreaches the drama group communicated important issues, such as HIV/AIDS, to the community at large.

If the project support granted was less than 20.000 €, please answer the following question: 4.3 How did the beneficiaries participate in the Project? If the project support granted was 20.000 € or more , please answer the following question: 4.4 Please specify the way in which each group of beneficiaries participated in the Project.

Students of KYP Technical Institute

Students participated in courses, gave feedback on teaching and made suggestions on improvements. They also participated the annual planning and evaluation meetings and in general maintenance, such as cleaning, at the campus.

KYP members

The members organized the Annual General Meeting (AGM) that elected the board members. KYP members implemented the decisions arrived at by the board and the partners. They paid membership fees and supervised the auditing of accounts. The members also enforced positive plans and remedied those that did not perform well. Assessment of on-going and completed projects was also done by the members.

KYP Board

The board supervised the management of the project in daily tasks and monitored the application of the financial and other resources of the project. The board was formulating the organization’s general policies as well as following their implementation. They also made plans for further developing the project and the organization in general. The commitment of the board was measured through minutes of the monitoring and development meetings.

/26

Teaching staff

The teachers actively participated in the planning of the project implementation by providing curricula for all intake groups. They provided both adequate theoretical and technical training and made suggestions for the further development of the teaching practices.

Implementing staff

Members’ of staff were given a chance to participate in the planning of the program.

The local companies

Local companies offered practice opportunities for the students of KYP and benefited additional workforce during the student attachments

5. Project objective, implementation and monitoring OBJECTIVE 5.1 Has the objective(s) of the Project remained the same as in the original Project plan? If they have

changed, please describe how. The objectives of the project have remained the same. The long-term development objective of the project is that the negative effects of poverty are diminished. The direct objective of the project is to enhance the possibility of employment to 450 young people, especially women, from compounds of Lusaka through updated and improved vocational and entrepreneurship training. IMPLEMENTATION 5.2 Have the objectives of the Project been implemented by the activities as mentioned in the Action

Plan? If the activities are different from the original plan, please state the reason for the change and the nature of the current plan of action. Has the Project proceeded according to the original timetable?

All the core activities were carried out as planned. Some hindrances were anyhow presented because of staff problems. The previous Marketing manager resigned and the absence of the Marketing manager had a considerable impact on the project especially in line with enrolment for July 2010 intake.

There was Marketing and information officer only from November to December 2010. From January 2011 KYP engaged another marketing officer who has working on part time until February 31st 2011. He has now been employed on full time. There is still a challenge on the remuneration the marketing personnel as most of them including the current one are demanding for pay rise which is not included on the project budget.

/26

As KYP only had the Marketing officer for two months therefore 11 months of his salary was unpaid. This unpaid money was therefore used to pay for the salaries of the Tailor at the tailoring production unit under Activity costs and the remainder was spread across training materials.

1. Graduated students are better prepared to meet t he needs of the current job market

KYP has continued to provide its training programs based on the updated and the Technical Education, Vocational and Entrepreneurship Training Authority (TEVETA) recommended curriculm. This has made 75% of the average 150 graduates better prepared for formal employment at the current job market

KYP has successfully organized 8 trade-level courses during the reporting year in: Tailoring, Hotel & catering, Auto mechanics and Auto electrical.

Company visits for all four courses have been organized.

Computer lessons have been organized for the students. This has previously depended on the Finnish etvo-volunteers. This year there was an etvo-volunteer only for part of the year. Rest of the year computer lessons were given by a local IT-student who was doing his internship at KYP.

Special courses on modern clothing in tailoring were given

The institution has continued to invest in semi-modern tools and materials according to the availability of the resources. Although modern equipment and materials are so expensive, KYP with the help of the SYL funds has managed to acquire appropriate tools and materials which have allowed our students compete comparatively on the job market. During the reporting period following purchase was done:

Auto mechanics : Four tools boxes, Petrol engine used for exams

Hotel and catering: Cutlery accessories and Dinner plates, Electric cattle, Hand mixer, toaster

Auto electrical: Head lamps, Digital testers, 12 volts battery,

Tailoring and designing: Bobbing cases, needles and other assorted sewing machines parts

There were some changes in the procurements. Under Materials and procurements the money allocated for hotel and catering was spent less so that we spend more on servicing Machinery for Tailoring and designing because they constantly broke down. The cost of services and materials had increased due to the fluctuation of the dollar to Kwacha

KYP did not spend all the amounts allocated to the Tailoring workshop as there was a sharp increase in the expenses for bank charges so the remainder was absorbed in servicing bank charges.

The allocation for the construction of the heat excavator for the KYP Restaurant was not used. This was because the cost of constructing the excavator was under estimated in the budget by almost the same amount quoted. The money was added to company visits by students and the orientation and teaching of the new board. The rest was also spent across on Training materials.

Ninety five percent (95%) of our students were placed in companies for industrial attachment before they graduated. This was in the effort of preparing student for industrial experience which always a pre-requisite to acceptance into formal employment.

/26

Table 03: List of companies where students were att ached

Name of the course Name Company or industry of attachment

Auto mechanics Boyd Mawaso Motor repairs

Boyd Mawaso motors

BH diesel engineers

Mount Makulu research workshop

Zawa workshop

Seble Transporter

Auto Electrical Top Gear engineering

Ministry of works and Supply

Bomeki electrical enterprise

Catering and Hotel management Sambalayasi Lodge

Priceme Motel

Blue Water motel

Garden House Hotel

Rimo motel

Sun Hotel in Livingstone

Intercontinental Hotel

Tailoring and Designing Lusaka City Clothing

Master John Designer

Beauty designers

City Market tailoring shops

/26

Visiting lecturers were invited to cover specific lectures.

Table 04: Number of visiting lecturers, their insti tution and topics covered.

Name of visiting Lecturer

Visiting lecturers Institution

Name of the course

Topics or lessons covered

Mrs Janet P Mawaso

John Kalenje.

Peter Namusiya

John Muhata

Boyd Mawaso motors

BH diesel engineers

Mount Makulu research

Zawa workshop

Auto-Mechanics Engine timing and tuning

Fault finding ,Servicing and repair of a diesel pump

Problem identification using the computerized system.

Bleeding brakes, Wheel alignment and balances

Basic operation of a fuel injection engine

Joseph Luwaile

ERZ workshop Auto-Electrical Charging system

Repairing the starter motor and marketing research.

Basic wiring of the ignition system and business idea identification.

Power circuit in a computerized system.

Mrs Nyorongo Regina

Mr Phinius

Makeni Economic Centre

Pricem Motel

Catering and Hotel management

Wedding cake making and decoration

House keeping and front office

Mr Gabriel Phiri

Lusaka City clothing

Tailoring Understanding parts of a sewing machine in an entrepreneurial manner.

/26

Mr John Mwenya

St Chileshe

Master john clothing

ZNS tailoring workshop

Basic Jacket making

Workshop preparation and basic techniques in marketing.

2. KYP’s studying environment has improved

During the reporting year no books were purchased instead of the planned 50 books per year. The money was relocated to more acute needs.

The documentation of the training centre has been improved and maintained.

The monthly salaries of the teachers have been increased from K 756 540 in 2009 to K850 000.

Training manager has met with the teachers and teachers have participated in planning the course curriculum. The procurement of the teaching equipment and material was also done with the full participation of the respective lecturers who identified their needs to the training manager and the KYP’s procurement committee for approval.

During reporting period, two lecturers Ms Royce Phiri Banda and Mr Kalenge underwent training in teaching methodology. The training was conducted by Digi-tech Consultants. The training teaching in teaching methodologies has been a continued exercise which has improved the delivery of training at KYP.

Practicals have been held in all the four courses twice a week. However, KYP had a natural disaster in December 2010 when the roof of the Auto mechanic and Auto electrical workshop was damaged by the storm. This affected the students were as it was impossible to use the workshop for practical lessons.

KYP still have not managed to partition the available school hall into library and other learning facilities which were proposed last year (2009).

However there has been minor improvement to the study environment. The sanitary facilities have been enhanced and the surrounding environment has also improved.

Last year in December 2009 the institution had experienced flood at both campuses. During the reporting period we resolved this problem by raising the lower ground where the pools of water were collecting. We managed to hire a company to put gravel in order to raise the ground where rainy water was collecting. We also carried out minor renovation to the class room roof and floor at City campus.

KYP city campus studying environment has also suffered from tenants who make disturbing noise. During the reporting period KYP was able to relocate most of tenants with business that interferes with the study environment much further away from the classes. We have also allowed students to use the school hall for studying purposes.

/26

3. Graduated students have the knowhow to start the ir own small scale business.

Entrepreneurship training provided by TEVETA was held in January 2010, where all the lecturers underwent the training of trainers (TOTs) meaning they will transfer that knowledge to their students for years to come.

The entrepreneurship training is integrated to all courses in order prepare those students who would not find formal employment. Students are taught how to start their businesses and how manage them.

The institution also invited specialist from money lending institution to talk to students on how they can access loan facilities. The motivation speakers from other institution were also called to discuss with students on how they can develop their business ideas. Students are given additional information on cross cutting issues such as HIV/AIDS, Civic education and communication skills.

A tailoring workshop that was established at the end of 2009 has been running. Workshop provided tailoring students possibility to learn new skills including the use of electrical machines.

4. KYP’s financial and administrative base is susta inable

KYP with the help of the SYL project has in past two years implementing initiative that are aimed at improving financial and administration sustainability of the organisation.

The first initiative was the establishment of the tailoring workshop which was stared late last year (2009). The activity started on a slow pace with more orders coming from schools around Lusaka. Currently the enterprise runs as a periodical business venture which has predicted income and sources. During the reporting period, the venture has contributed less than five percent (5%) to the income of the institution. This translates in the actual sense that the venture run under loss of about 68%. The loss was made from the salaries and wages of the workers in the tailoring workshop. The working has suffered from the lack of marketing manager.

However, there are other systems that will be engaged to improve the income in the running of the workshop and the institution as a whole. KYP hope to start a carpentry workshop next year which has been well planned. The tailoring workshop will continue running as planned with new initiatives put in place to reduce loses and maximise profit.

The restaurant building has been rented out to an entrepreneur whose lease contract comes to an end in November 2011. Plans have been developed to start the restaurant under KYP again. This has come after the review of the investment plan of KYP. Its planned that KYP shall resume the operation the restaurant by December 2011.

A New board was elected and started their work during the second half of the reporting period. The new board was organized a training during which they were taught about role and working of a board, how they should relate to the management and the importance of mission and vision. The training was felt to be very important further training is still planned. Board has made plans for future financial basis. Concrete action plan to carry out is still in progress.

KYP has continued its marketing efforts through radio adverts, printing and distribution of flyers and posters, free TV promotion programmes on ZNBC TV, Discussion with young groups in church and schools and letter to church leaders. Community group residing in KYP premises also made a new radio advertisement for KYP, advertising the courses as well as the possibility to rent the new hall for workshops.

/26

In the first half of the year mid-term evaluation was conducted by a consulting group 3C – Development management and Entrepreneurship Experts. The evaluation had been done more extensively than written in the terms of reference. In KYP it was felt that the evaluation process was inclusive and the voice of the students, teachers, management, Board members and the community members could be heard from the evaluation report.

Mid term evaluation was highly beneficial to the sustainability of the organization. It was done in a inclusive way and the community is more aware of KYP´s work. Also the personnel have more vision. Unfortunately the board has been re-elected after this process.

KYP finalized a new strategy for years 2009-2014. Strategy was drafted in three day workshop that was organized in March 2009 and facilitated by outside consultant. In total the process took a month and after the workshop the consultant wrote the final version. Strategy seminar was participated by staff, some student representatives, some residents from the community and representatives from Lusaka City Council and TEVETA. Strategic main focus is on sustainable activities, where as the previous strategy was focusing on capacity building activities.

If the project support granted was less than 20.000 €, please answer the following question: 5.3 Please estimate how and how successfully the objectives of the Project have been achieved from

the beginning of the Project and during the reporting year. If the project support granted was 20.000 € or more , please answer the following question: 5.4 Please describe the results that have been achieved since the beginning of the Project and during

the reporting year.

All together 160 students were trained in KYP during the year 2010 (including two intakes in 2010 and the July 2009 intake).

1. Graduated students are better prepared to meet t he needs of the prevailing job market (potential employers and customers)

Kanyama Youth Programme has continued to improve its training program in alignment with job market. The institution has also been constantly updating its curriculum according to the needs and requirements of the Technical Education, Vocational and Entrepreneurship Training Authority (TEVETA).

The training centre has been receiving positive feedback from the places of attachment. This means that the quality of training is compatible to the set up modern labour market.

TEVETA course training of trainers on entrepreneurship skills that was given to teachers enhanced the entrepreneurship training.

Company visits, visiting lecturers and industrial attachment as part of the courses have given more insight into labor market.

/26


Teveta grade was in 2010 2.

Methodological skills have improved by training of two teachers. Currently 65 % of KYP teaching staffs were equipped with teaching methodology skills which is a pre-requisite for accreditation to TEVETA. The low percentage is for loosing skilled teachers.

Materials, tools and equipment have been bought for all the courses in 2009. This has made it possible to organize practical lessons in all the courses.

The construction of the new building with the help of TEVETA funding has increased the studying space for students which was a problem before. However, we are still facing challenges to establish a formal library which students can use and borrow books.

The availability of the photo coping facility has enhanced the study materials provision.

The students are also able to collect printed handouts as compared to last years when students used to depend on notes copied from the white board.

It has been impossible to establish a properly working internet connection in the computer class.

The number of application forms collected has increased by 20% as compared to last year. However there has been a slight decrease in enrolments compared to some previous years. Main reason behind this is another training provider that operated earlier this year and promised similar courses for free. This turned out to be a scam and they no longer operate in Kanyama. Also the lack of the marketing manager has had an effect.

3. Graduated students have the knowhow to start the ir own small scale business

All teachers have the knowledge and ability to integrate entrepreneurship training in their subjects as a result as the TEVETA course. During the reporting period, all lecturers were trained entrepreneurship by TEVETA. Since then entrepreneurship lessoned have been integrated in to courses. The ability and knowledge of our teachers to teach entrepreneurship has improved. This has also improved chances of graduates to start their own small scale income generation ventures.

Business activities have been suffered slightly due to the lack of Marketing manager. However the tailoring workshop has provided good practice for students of tailoring course.

Students were given knowledge about micro credit possibilities


The capacity of KYP to manages its income generation activities has been enhanced by the training and experiences from the tailoring workshop.

The Tailoring Production unit has been doing loss. It is expected to improve after the Marketing manager is employed and can help in marketing. There are some customers that have reordered, however production and orders are still small scale and do not cover the expenses. Major expense being the salary payment (K15, 600,000), to the employee, who is managing the workshop.

/26

The mid term evaluation was successful in increasing motivation of the personnel as it provided a picture of the successes, view of common goal and some concrete issues to work on

Improvements have been made in bookkeeping according to the recommendations of auditors and midterm evaluation. The Bookkeeper/cashier has finalized his studies in financial management. He first attended to a 6 months course in University of Zambia, after which he has participated in two year course in National Institute for Public Administration. He concluded his studies in December 2009.

There are several ideas for future financial base; these include short term courses, renting out hall in the new TEVETA funded building, searching for new partners and applying grants (see more at 3.2)

KYP has continued to improve it’s financial and administration sustainability. KYP has during the reporting period managed to contribute above 1000 euros (K6, 200,000) profit from its income generation activities. This entails that the organisation is preparing for the sustainability of the project activities after the financing of SYL. The strict monitoring of resource application within KYP by the board has increased transparency and accountability over the usage of financial and material resources of the project.

The 2010 mid term evaluation and the appointment of the new auditor has also broadened the administration support to the institution. The institution now has the best practices to learn from the recommendation of the two consulting firms that were engaged to offer independent opinion on the entire management of the project.

Despite having high turnover of employees, those that have passed through KYP leave the institution with skills to compete on the job market. This means that the capacity development system at KYP has enhanced workers opportunities to compete favourably on the job market.

If the project support granted was less than 20.000 €, please answer the following question: 5.5 How did the separation of responsibilities in the implementation of the Project work? If the project support granted was 20.000 € or more , please answer the question: 5.6 Describe the implementation and monitoring procedure of the Project and the responsibility of each

party therein.

/26

Implementation and Monitoring Procedure of the Proj ect

The project is owned by the community who in trust powers into a board of trustees who are democratically elected. The board of trustees develops policies based on the goals and mission of KYP and employs management to develop implementation plan for the attainment of policy objectives.

Management

In this project, management has been responsible for planning, organizing, leading and controlling the operations of the project. Management has been able to hire implementing staff and ensure that activities were implemented in accordance to the conditions set in project plan between SYL and the Ministry of Foreign Affairs of Finland. Management is led by the Executive Coordinator and in addition to the Executive Coordinator it is composed of the Training Manager and the Marketing and Information Manager.

Implementing staff (lower management)

The implementing staff ensured that activities were implemented in accordance with the objectives of the institution. They were involved in the actual delivery of training and other services to the community. The employees report to the management.

Auxiliary staff

The auxiliary staff performed duties as assigned by senior managers and other senior members of staff. Their main responsibility was to protect property and also work to create conducive learning environment for the youth programme.

Executive Coordinator

TEVETA

Marketing and Information Manager (1)

Training Manager (1)

Business Counsellor

In house Lecturers (4) and Tailor (1)

Visiting Lecturers Part time Marketing assistants

Board of trustees SYL

Accountant

Cashier

Students

/26

MONITORING 5.7 How did the responsible persons in the Finnish organisation follow the implementation of the

Project and the use of financial resources? How did they participate in the implementation themselves?

The official monitoring is carried out by quarterly and annual reports which include the narrative report and the financial report. In SYL the monitoring is done by the Project Coordinator and SYL`s advisory board of development cooperation (KENKKU). KENKKU consists of 15 voluntary members of different student unions and it has meetings every month. A great part of KENKKU`s work is also done by emails through which the members discuss issues related to the project. Within KENKKU there is also a smaller group of people forming the Zambia group that follows especially KYP-SYL project. The group has its own meetings in addition to KENKKU meetings. The project coordinator reports to SYL board about the project.

During the year 2010 the monitoring has also been done by regular contacts via emails and phone calls with KYP employees when needed.

In September 2010 a two-week monitoring visit was implemented by two members of KENKKU Satu Nieminen ja Saara Simonen. During the visit they had meetings with KYP board, management, teachers and students. They also met the persons responsible for the audit and mid-term evaluation done in the project in 2010.

5.8 How did the local co-operation partners follow the implementation of the Project?

KYP did the following exercises to monitor the implementation of the project:

• Monthly reporting system was developed to monitor the progress of the project. All lecturers submitted in progress reports to the training manager at the end every month. The data obtained helped in the development of quarterly report to syl.

• The meetings held quarterly with the student’s representative were a conduit pipe for information about the training they were getting from their various lecturers.

• Field visits were made to the other campus for tailoring. • Student assessment reports from attachment institutions gave adequate information on the

progress of the project.

5.9 What kind of qualitative or quantitative data was collected on the advancement of the Project?

1. Graduated students are better prepared to meet t he needs of the prevailing job market (potential employers and customers)

• Annual follow-up of graduated students and their employment situation was done by the Training Manager and the statistic was compared with the results from past years.

• The Training Manager had an annual curriculum planning meeting with teachers. • The Training Manager and teachers have gathered up monthly to discuss about the progress of

the students, courses they are teaching, material needs of the courses and the motivation of teachers.

/26


• ECZ (Examination Council of Zambia) has organized and graded exams and collected the information on results.

• The development of the amount of students, distribution of gender and students’ grades has been monitored by the marketing & information manager.

• The motivation and commitment of teachers has been monitored by the Executive Coordinator and Training Manager by conducting confidential discussions within the work community and with the consistency of teachers.

• The development of KYP was monitored through TEVETA’s yearly inspections. • The Training Manager is in charge of monitoring the teaching materials, equipment and tools

and keeps a full-out inventory list of them and updates the list regularly.

3. Graduated students have the knowhow to start the ir own small scale business

• An annual follow-up of graduated students and their employment situation wasn’t done in 2010 for the lack of Marketing & Information manager. Still, KYP is currently working with the annual follow-up since they received Marketing & Information Manager in the end of 2010.

• Employers of industrial attachments were asked to fill in an evaluation form on the skills of trainees. The results were analysed by the Training Manager and the teachers in question.

• Teachers and the students have reported verbally and in writing to the Training Manager about the quality of industrial attachment places and how easy/difficult it was to get one.


• Tenants’ capability to pay rents and frequency of payment was monitored by the cashier. • Annual follow-up of tailoring workshop was done by the Marketing & Information Manager • TEVETA inspection report was monitored by the Executive Manager.

5.10 How has the Project budget been realised? If the realised costs in one or more of the budget

sections differ by 15 % from the planned costs, please explain here.

The overall expenditure in the financial report is 100% but there are however changes in the categories arising as a result of the following;

Unpaid salaries allocated to the Marketing and Info rmation officer for 10 months plus an addition one month of gratuity

KYP only had the Marketing officer for two months therefore 11 months of his salary was unpaid. This unpaid money was therefore used to pay for the salaries of the Tailor at the tailoring production unit under Activity costs and the remainder was spread across training materials.

/26

Materials and Procurements

Under Materials and procurements the money allocated for hotel and catering was spent less so that more was spent on servicing Machinery for Tailoring and designing because they constantly broke down. The cost of services and materials had increased due to the fluctuation of the dollar to Kwacha.

KYP did not spend all the amounts allocated to the Tailoring workshop as there was a sharp increase in the expenses for bank charges so the remainder was absorbed in servicing bank charges.

The allocation for the construction of the heat excavator for the KYP Restaurant was not used. This was because the cost of constructing the excavator was under estimated in the budget by almost the same amount quoted.

The money was added to company visits by students and the orientation and teaching of the new board. The rest was also spent across on Training materials.

5.11 Where and how were the accounting and audit of the Project arranged?

The management accounts were prepared by accounting staff at the City Campus. The preparation of the financial statement is usually the responsibility of the board. The preparation of the audit started with the board appointing the auditor who was adopted by the general membership at the AGM. The audit was done by NA Lungu and Associates.

5.12 Has the organisation carried out an evaluation of the Project during the reporting year?

If so, please state here the findings in brief. Please also attach the evaluation report.

The organisation has carried out a Mid-term Evaluation that was done by consulting group 3C - Development Management & Entrepreneurship Experts. The purpose of the mid-term evaluation was to evaluate the implementation and administration of the KYP, the review contemplated the entire cooperation period from 2003 to the present (2010).

The findings of the evaluation were:

1. Institutional Governance

There are some issues to be tackled at the working of the board at KYP; at the moment the entire board retires at the same time which does not make the work of the board sustainable. Also there were some differing ideas about the responsibilities of the management and the board.

2. Executive management and operations

It was recognized that the training offered at KYP is partly tackling the problem of unemployment in Kanyama. The report noticed that KYP has supported gender mainstreaming by reducing the enrolment fees in female dominated programmes, but it was felt that more should be done to raise the number of females on male-dominated programmes. The report also stated that the support from SYL has raised the standard of training in KYP and KYP has been able to meet the basic TEVETA rating requirements.

3. Financial management and accountability

/26

The report found out that the bookkeeping system at KYP meets the acceptable standards, however there are some improvements to be made to the bookkeeping and internal control system for example. a need for proper tenancy management and payroll systems.

4. Operations

The teachers of KYP seem motivated and have been trained in teaching methodology and entrepreneurship skills. There is underutilisation of the newest building that was build by the funding of TEVETA and something should be done to get the full potential of the building used.

The report suggested that KYP should promote income generating activities since the cooperation with SYL is coming to an end. There is a need to recognise that training alone can not run the institution financially, this is why income generation is needed.

5. Other key findings

It was noted that quality of education in KYP is good and the courses are up to date with the current market requirements. There is a need for proper institutional branding and comprehensive marketing plan for the institution. It was also acknowledged that the programme has yielded positive results. The majority of students seem to have developed a mindset needed to run successful and sustainable businesses. Still improvements should be made to the student management system so that there would be an efficient way to keep record of the current and former students.

All in all the report stated that SYL cooperation with KYP has achieved many of its objectives and SYL presence in KYP has influenced positively to the quality of training and management of the organisation at KYP. In the near future KYP should start thinking the sustainability of the institution after the cooperation with SYL and consider the future in the light of impact, effectiveness, sustainability, efficiency and relevance of the training.

5.13. How has the organization informed of the Project? Give details on the target groups, information

material and distribution channels. The members of KENKKU have started to write columns of development work done by SYL in a blog created by KENKKU. It is the responsibility of the members of KENKKKU to inform about the project in their own universities. SYL also has a mailing list for all the university students interested in development cooperation issues, the mailing list contains information about the development co-operation projects of SYL among other development related issues. Information about the project can also be found in the internet on SYL`s development cooperation webpage.

6. Lessons learned and the continuation of the Proj ect 6.1 Describe the nature of problems encountered during the Project and the attempts to solve them.

(e.g. in reaching the beneficiaries, working to keep to the timetable and other risks not included in 3.7)

/26

High labor turnover

There has been labor turnover mainly due to poor conditions of services. There is need to revisit the budget for salaries if the few remaining lecturers are to be retained, because other trade institutions are offering better salaries. This has been reported to the board to address the issue.

Environmental factors

Heavy windy rains and thunder storms damaged the roof of the auto mechanics and autoelectrical workshop and it required extra fund allocation. Efforts to repair the roof have been put in place.

Exchange rate

The 2010 allocation came at a time when exchange rate for the euro to kwacha had gone down. This affected other activities which were planned to for the reporting period. There was nothing that KYP could do because this was an external factor which was beyond our control.

6.2 Describe the next stages of the implementation of the Project. The year 2011 will be the last year of the project. The last stage of the project will be based on sustainability of the project after the funding of SYL. There are a number of options that KYP has planned for the future after the project. This stage will also measure the effects and impact of the project on the targeted audience. The next stage (2011) will be challenging as it shall be the ultimate stage this project implementation.

7. Free-form description of the Project and its ope ration (optional: if the other questions in this form are not suitable or sufficient to describe the Project, please use this space to give additional information.)

/26

8. Project costs and financing Project costs Approved Project

budget Cost performance

1. Personnel costs (Appendix 1)

Salaries and related costs of the Finnish personnel 0 0

Travel and accommodation of the Finnish personnel 0 0

Salaries and related of the local personnel 7156 3219

Other personnel costs 310 54,60

Value of Finnish voluntary work 0 0

Personnel costs, subtotal 7466 3273,6

2. Activity costs (e.g. training) (Appendix 2)

Fees of hired experts 10433 10207

Other costs 10438 12848

Activity costs, subtotal 20871 23055

3. Materials, procurements and investments (Appendi x 3)

Procurement of materials and appliances 4981 3768

Construction 0 726

Other procurements 0 0

Value of donated goods 0 0

Materials, procurements and investments, subtotal 4 981 4494

4. Operation and maintenance (Appendix 4)

Operation costs 1100 940

Maintenance costs 550 1045

Operation and maintenance, subtotal 1650 1985

5. Monitoring, evaluation, and information (Appendi x 5)

External services (incl. experts) 7280 6903

Travel and accommodation 5690 4144,08

Other costs 1596 2259

Information costs (max. 5 % of total project costs) 2000 2000

Monitoring, evaluation, and information, subtotal 1 6566 15306,08

TOTAL IMPLEMENTATION COSTS 51534

6. Administrative costs (Appendix 6)

Salaries and related costs of administrative personnel 5453,25 5375

Office costs 65,25 53,75

Statutory audit costs of the Finnish organisation 0 0

Fund-raising 0 0

Value of Finnish voluntary work in administration 0 0

Total administrative costs 5518,5 5428,75

TOTAL PROJECT COSTS 57052,5 53542,43

Administrative costs as a % of total costs (max. 10 %) 9,67 10,1

/26

Project financing Approved Project

Budget Cost performance

1. Self-financing (Appendix 7)

Cash contributions 4280 4100

Voluntary work and material donations 4280 4100

Total self-financing 8560 8200

Self-financing as a % of the total costs 15,00 15,24

2. Project support from the Ministry for Foreign Af fairs

Support transferred from prior years 230

Support available for and used during the reporting year 48773 45617,38

TOTAL FINANCING 57320 56730

9. Signatures Place and date Place and date Signature Signature Name in Capitals Name in Capitals Position Position

❏ Copy of the co-operation agreement between organisations (if it was not attached to the Project

plan)

❏ Report of the Board of Directors

❏ Financial Statement of the organisation

(= income statement, balance sheet, notes to the financial statement)

❏ Audit report on the organisation's annual financial statements

❏ Auditor's assurance on the legal use of the Project funds

❏