1. 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.)
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2. 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.
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3. 1.10 Financing summary
Year 2010 Euros
Project support not used in the previous year 243 (this hasn’t been
(incl. not withdrawn + withdrawn unused funds) 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 3188,07 from 2010 and
243 from 2009, total
(incl. not withdrawn + withdrawn unused funds)
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:
Half year Amount Paid Amount Due Percentage of
Name of Tenant
Charge (ZMK) (ZMK) (ZMK) 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%
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4. 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 Entrepreneurship 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.
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5. 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.
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6. 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.
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7. 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 department
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.
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8. Table 1. January 2010 Intake
Auto Auto
mechanics electrical
Course 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 Auto Catering Tailoring Total
mechanics electrical
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
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9. 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.
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10. 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.
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11. 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 the 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.
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12. Table 03: List of companies where students were attached
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
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13. Visiting lecturers were invited to cover specific lectures.
Table 04: Number of visiting lecturers, their institution and topics covered.
Name of Visiting lecturers Name of the Topics or lessons covered
visiting Institution course
Lecturer
Mrs Janet P Boyd Mawaso Auto-Mechanics Engine timing and tuning
Mawaso motors
Fault finding ,Servicing and repair of a
John Kalenje. BH diesel engineers diesel pump
Peter Mount Makulu Problem identification using the
Namusiya research computerized system.
Bleeding brakes, Wheel alignment and
balances
Basic operation of a fuel injection
John Muhata Zawa workshop engine
Joseph ERZ workshop Auto-Electrical Charging system
Luwaile
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 Makeni Catering and Wedding cake making and decoration
Regina Economic Centre Hotel
management
Mr Phinius Pricem Motel
House keeping and front office
Mr Gabriel Lusaka City clothing Tailoring Understanding parts of a sewing
Phiri machine in an entrepreneurial manner.
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14. Mr John Master john clothing Basic Jacket making
Mwenya
ZNS tailoring Workshop preparation and basic
St Chileshe workshop 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.
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15. 3. Graduated students have the knowhow to start their 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 sustainable
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.
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16. 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 the 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.
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17. 2. KYP’s studying environment has improved
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 their 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
4. KYP’s financial and administrative base is sustainable
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.
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18. 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.
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19. SYL Board of trustees TEVETA
Executive
Coordinator
Marketing and Accountant Training Manager
Information (1)
Manager (1)
Part time Marketing Business In house Lecturers Visiting Lecturers
assistants Counsellor (4) and Tailor (1)
Cashier
Students
Implementation and Monitoring Procedure of the Project
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.
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20. 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 the 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.
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21. 2. KYP’s studying environment has improved
• 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 their 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.
4. KYP’s financial and administrative base is sustainable
• 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 Information 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.
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22. 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
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23. 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 Project
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)
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24. 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 operation
(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.)
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25. 8. Project costs and financing
Project costs Approved Project Cost performance
budget
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 (Appendix 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 4981 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 (Appendix 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 16566 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
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26. Project financing Approved Project Cost performance
Budget
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 Affairs
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
❏
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