3. What is the Urban Youth Fund?
1
•A gate opener for youth groups with low
or no access to finance
2
•A laboratory for testing out new models
and mechanisms for youth empowerment
3
•A provider of input to UN-Habitat’s
research and normative work
Ultimate goal
Change the policy of bilaterals and multilaterals
affecting youth globally
4. Youth Fund: A working model?
• Funding small scale initiatives
• Small is equally efficient
• We learn through diversity
6. Youth Fund: A working model?
• Funding small scale initiatives
• Small is equally efficient
• We learn through diversity
7. Small is equally good and efficient
-0.1
0.1
0.3
0.5
0.7
0.9
1.1
1.3
Rateofsuccess
1:Outcome=Target
Grant Size ranging from USD4,000 to USD 25,000
Level of success
Source: 2009 Urban Youth Funded Projects
8. Small is equally good and efficient
Youth Fund Grantees
No significant difference between small and large grants in terms of ability to
achieve project goals
There is inverse relationship between the size of grant and efficiency
9. Youth Fund: A working model?
• Funding small scale initiatives
• Small is equally efficient
• We learn through diversity
12. What have we learnt?
• Youth-led development is complex and multi-focused
• Financial important but not in a vacuum
• How to create sustainable results?
13. Purpose of Youth-led Initiatives
Youth-led projects are wide in
their scope of work and tackle
intricately-linked issues
TOGETHER rather than one by
one.
Source: 2008-2012 Web Survey of Youth-Led Initiatives-UN-
Habitat, Youth Unit
Community
Development
Vocational
training
Entrepreneurship
Reprodu
ctive
Health
14. What have we learnt?
• Youth-led development is complex and multi-focused
• Financial support important but not in a vacuum
• How to create sustainable results?
15. “Personally, I am grateful to UN-Habitat for the
support they gave me as the Project Coordinator.
In 2012, I benefited from the project
implementation training in Cairo (Egypt) which
greatly boosted my project management and
implementation skills. UN-Habitat also gave
CI, guidelines on various aspects of the project
such as report writing”
-Project Coordinator, Conscience International -
Gambia
16. Physical
Capital
Human
Capital
Financial
Capital
Social, p
olitical &
cultural
capital
“Personally, I am grateful to UN-Habitat for the support they
gave me as the Project Coordinator. In 2012, I benefited
from the project implementation training in Cairo (Egypt)
which greatly boosted my project management and
implementation skills. UN-Habitat also gave CI, guidelines on
various aspects of the project such as report writing”
-Project Coordinator, Conscience International -Gambia
“The project has established a credit facility for the youth
known as the Entrepreneurship Support Fund which supports
small businesses run by youth and helps turn their ideas into
successful businesses. UN-Habitat funds for entrepreneurship
support were invested as a revolving fund and are helping to
address part of the challenges. The credit facilities established
means that the project impact will continue after UN-Habitat
funding as it is a revolving fund which will continue to benefit
more youths in various ways.”
- Project Coordinator, CYM
17. What have we learnt?
• Youth-led development is complex and multi-focused
• Financial important but not in a vacuum
• Creating sustainable results
19. Creating Sustainable Results
Immediate
Outcomes
•Capacity
building through
project
management
training for
Project
Coordinators
•Expanded
working space for
some grantees
Intermediate
Outcomes
•Revolving funds
•Youth-run micro-
enterprises
•Resource centers
•Cooperatives
and working
groups
•Enhanced skills
for targeted
youth
Long term
Outcomes
•Community
cooperation and
mobilization
towards
sustainable youth
employment
creation
•Youth viewed as
positive change
agents in their
community
21. Our goals
Improved
mentorship during
the project
Improved monitoring
and evaluation during
the project
Improved
assistance/
support to
scale up
successful
projects for
year 2
Create platform and
networks for peer-to-peer
learning and support during
and after the project
Create platform
for capacity
development
after year 1
And Here
23. How to get involved
1. Through One-To-One mentorship
2. As a resource person in regional training sessions
3. As a resource person in regional alumni sessions
4. As funder
25. The greatest strength of youth
organizations or initiatives is the
young people within them
AND
the people they are able to
network and partner with.
26. Partnering up: Full-scale partner
Example 1: The Narotam Sehksaria Foundation
• The India Youth Fund (yearly budget of 155,000 USD for 3 years)
• Customized partnership model for the India Youth Fund
• Financial support
• Application documents and requirements
• Active partner in the screening process
• Selection of projects
• Contracting
27. Partnering up : Financial Partner
Example 2: BASF Social Foundation
• Financial support to our regional project management trainings, and
• Selected projects, and
• Developing e-learning platform for the Urban Youth Fund (tbc)
Y axis is the Rate / Level of success where 1 = Outcome meets target (number of people expected to be trained have effectively been trained). So, in a case where a given project has said it will train 100 people, and the project actually delivers training to 100 people, the project will score 1. The smallest bubble is 1 and the largest is 5. Further, the bubbles are graduated according to the number of projects funded in each grant size.X axis is the amount of money which has been granted, starting from $ 4,000 up to $ 25,000. (Grant size is per 1000, i.e. from $4,000 - $4,999). there is no significant difference between projects given small grants and projects given large grants in respect to the level of success, as measured here. In terms of achieving the stated goals in the project document, small grant receivers and large grant receiver have an equal rate of success.
X axis is showing the grant size, while the Y axis is showing the cost per person trained (grant size/number of people trained). The logarithmic trendline in the diagram is showing the relation between the cost per person trained and the actual grant size of the project. What we see when the grant size increases from around 5,000USD per project to 13,000USD and upward, is two things. First, the internal coherence of cost per person we see in the small grant projects cluster disappear. While the small grant projects have an average cost per person trained of 146 USD, the large grants (from 8,000USD upwards) have an average cost per person trained of 658 USD. So, the small grant projects have more internal coherence in terms of costs than internally among the large grant projects. Second, and perhaps more interesting, is the indication in the data material that we see an efficiency-loss as defined by cost per person trained. This is a rater clear indication in the data material, but the data set is of course too small to make any sharp conclusions. Still, the trendline above is telling a story of decreasing efficiency with an increase in grant. With an increase in grant we see also an increase in the cost per person trained. This is of course just true for the 34 projects in 2009 doing training.
Total number of projects : 211
The complexity of youth-led initiatives can be illustrated in the purposes of the initiatives. Youth-led projects focus on a wide range of issues which throughout the world appear to be of common concern among youth. Our research suggests that “livelihood” (33%) is the prime concern amongst young people, followed closely by youth’s civic engagement (22%), concern for the environment (15%)Diversity among and within the initiatives.
It is important so separate the sustainability question on different levels: The direct youth beneficiaries The funded project The funded youth group The community levelThe clear feedback from our data and beneficiaries, is that in order to create more sustainable results, UN-Habitat needs to use more resources on creating an alumni network as the umbrella for supporting the youth groups.
The immediate impact of the UYF grant was capacity building for youth-led organizations through project management training for project coordinators and expanded working space for some grantees. Intermediate outcomes centered on skills training through entrepreneurship, self-employment opportunities, job creation and young women empowerment projects. Through job creation and entrepreneurship projects, UYF grantees created revolving funds; youth run micro-enterprises, resource centers, cooperatives and working groups.Longterm outcomes shows increased community appreciation that fostered community cooperation and mobilization toward sustainable youth employment creation. In the process, some grantees secured external funding to train more and more youth, also from local funds.