SECTION A: PROJECT RATIONALE AND APPROACH

1.1.Project Summary

Candle of hope lighter foundation (COHLF), is a non-governmental concept that upon incorporation is set to rehabilitate street kids and slum youths and offer them a new lease in life. The NGO is set to educate and offer practical skills to these set of the target population to enable them to become financially independent and live above the poverty line, in line with the millennium development goals. As for the street kids, the organization offers a package of psych-social training for them to overcome drug addiction and another for enrollment to schools.

(COHLF), is an idea whose timing is appropriate, as the results by UN habitant point to an increase of youths in the slums, and an increased level of unemployment. However, for the NGO to meet its mandate, it has to have sufficient financing. The organization seeks to offer practical skills to this population in tailoring; beads work, carpentry, and welding. To achieve this, the organization needs to institute learning centers for each of the skill set. Construction and equipping of these centers are capital intensive; hence the NGO is seeking financial support from donors and people of goodwill to make the project a reality. Upon institutionalization of these facilities, it is expected that the number of children in the streets will decrease considerably. It would be a positive indicator in the attainment of the millennial development goals. In addition, the project would ensure that the percentage of unemployed youths in the slums decreases. This would further inspire better living standards and reduced cases of insecurity in the slums.

 

1.2.Organizational Background and Capacity to implement the Project

According to Moses and Maurice(2012), there are many slums in Kenya, most of which are in the country’s capital, Nairobi. UN-Habitat has over the years made an estimation of the number of people living in slums across the globe. According to their report, in 2009 slum dwellers population was at 817 million, and in 2013 the number had grown exponentially to 830 million. UN habitat made an estimation that the numbers were bound to increase over the years to reach 900 million by 2020. What’s more, is the fact that the report pointed two-thirds of the world the slum-dwellers are in Africa. In addition, an estimated 60% of people living in urban areas in Kenya are slum dwellers.

In regards to the Republic of Kenya Ministry of Housing(2013), slums in Kenya are characterized by:

Marginalization: People residing in these zones have minimal power, and hence they are deprived of materials that are essential to them. They are often excluded from national and county services, programs and policies which results in economic marginalization.

Poor Housing: Most of the houses in these slums are one-room shacks that are constructed with poor materials. These houses lack the most basic services such as water, sanitation, and fire and safety protection. It has, however, been determined that the houses belong to absentee landlords as more than 92% of those who reside in these shacks are tenants.

Insecurity: People who live and work in the slums are exposed to a couple of security and safety concerns such as violence, floods, rape, and fires among many others. Rarely is there any formal security arrangements in slums. The residents are always made to organize informal security arrangements to reduce the probability of security threats.

Deprivation: Most of the slum dwellers live below the poverty line. This implies that most of the slum families survive on a meagre less than 1.25 dollars per day. They also are deprived of services such as electricity, education, health centers, and education among other basics.

Unemployment: Unemployment among the youths in the slums in Kenya is the highest, as high as 46% for youths aged 15 to 24 years.

Land Tenure and Administration: Most of those leading a life in the slums live in constant fear of evictions at any time as these informal settlements they have are located in public land, community land, and private land. It, therefore, becomes difficult for any of the residents to realize any meaningful developments.

Kenya has a population of 39 million, of which 20.58% (8 million) people are the youths aged 15 to 24 years. The rates of unemployment in the country is estimated at 40%, with the youths accounting for 78% of the employed. A big percentage of Kenyan youths always lead their lives in urban areas, and mostly in the slums (Kiarie, 2013). The increase in the number of unemployed youths and their increased percentage in the slums has attracted the attention of government and a couple of non-governmental organizations (NGO) initiatives. One of the major initiatives that were initiated to reduce unemployment rates among the youths is the KAZI KWA VIJANA (KKV), a term coined in Swahili to imply “jobs for the youths.” The success of the initiative is yet to be exemplified, and thus it has found criticism(Ruth, 2014). Critics argue that this initiative was not well thought and would not yield expected results as it lacks systematic skills training that is essential to alleviate unemployment. It is, therefore, in regards to critics a categorization of an initiative that inhibits upwards skills development among the youths(Moses & Maurice, 2012). The involvement of the government in trying to create opportunities for the unemployed youths is an indication of their recognition of menace of unemployment. However,there has not been sufficient exploitation of the means of addressing the skill development opportunities essential in reducing the levels of youth unemployment and especially in the slums. It is notable that the youths in these slums have the potential for development, even though, this is subject to them getting education and opportunities for skills training.

1.3.Why Street Kids and Slum Youths?

As the statistics show, a great percentage of youths are unemployed, across the country. Unemployment is not selective of the slum youths, as it cuts across. Also, there are many kids not in the streets, yet not attending school, hence the question, why street kids? The reason is basic in that; this population faces additional challenges such as drug addiction, rejection,abuse, and other negative issues which require rehabilitation and professional counsel even before education and skills development initiatives.

The situation for street kids in Kenya is not any better than that of the slum youths. Even though there is no official statistics of the number of street kids in the country, Consortium of Street Children (CSC), estimates that they could be as high as 250,0000 to 300,000 across the country, with Nairobi accommodating around 60,000 of those. Some of these kids live in the streets not out of choice but because it was the only choice, as they were born on the streets. Others were as a result of being dumped in the streets when they were born, by their irresponsible parents, avoiding responsibilities.

In addition, other kids prefer to be street kids after running away from their homes because of various reasons such as traumatic experiences. For instance, harsh treatment by their parents and the community in general. Also, it may be as a result of family disintegration, whereby no one in the family is concerned with anyone else. For instance, parents may divorce, and none may want to assume the responsibility of taking care of the kids, giving them no other option other than running into the streets.

Notwithstanding, some of the street kids are as a result of attraction by the glamour of the city. Some of the kids thus run away from their homes thinking of a great life in the city, only for them to find the contrary upon arrival. Lastly, kids may find their way into the streets because of an irresponsible society. In some cases, orphans are left under the care of the society, and instead of treating them well, it mistreats them or even ignores them, giving them no option than to leave for the streets.

According to kenyachildrenofhope.org(2013), the kind of life that these kids lead in the streets is unfathomable and characterized by;

• Harassment
• Violence amongst themselves and towards others
• Drug taking and trafficking
• Sexual exploitation accompanied by a high risk of contracting STIs and HIV/AIDS
• Loneliness and fear
• Physical and emotional abuse and neglect
• Starvation
• Exposure to the elements
• Early, unplanned and uncontrolled pregnancy and parenthood
• Poor hygienic and sanitation conditions

These kids need to be schooled; however, with such traumatic experiences, it might be difficult for them to realize the essence of it. It is, therefore, important to that these kids undergo rehabilitation before getting enrolled back to school.

1.4.Candle of Hope Lighter Foundation (COHLF) Born

In light to this, the candle of hope lighter foundation (COHLF), is a non-governmental organization (NGO) that upon registration will seek to exploit this existing rehabilitation, education and skills gap among street kids and youths from the slums, as a means of empowering them for development. Its core mandate is torehabilitate street kids and youths slums,  give them skills like carpentry, baking, tailoring, beads work and welding  that will help them be able to stand on their own financially. COHLF seeks to achieve this core mandate by offering practical skills to those under rehabilitation. In essence, the NGO needs to have a carpentry workshop, a bakery, driving school, a tailoring class, and a welding shop. During the process of rehabilitation, the street kids and slum youths will make a choice of the skill they want to acquire, and that will inform the management on were among these available options to place them.

COHLF establishment is also informed by the need to actualize international poverty reduction strategies and national poverty reduction strategies. The intentional poverty reduction strategies are; world summit for social development, Recife declaration, and millennium development goals. During the world summit for social development (WSSD) held in Copenhagen March 1995, 185 countries were represented, and a consensus was attained on 10 primary commitments were, key among them being poverty eradication, the creation of employment and creating an enabling environment for development.

 

 

1.4.1.      Candle of hope lighter foundation (COHLF) Recruitment and Programs

The rehabilitation process for both street kids and youths will be sequential and systematic. The initial stage is the identification and screening of suitable candidates. There are many street kids and slum youths, and obviously, the organization cannot manage to facilitate all of them at once. Therefore, the organization will dedicate its services to those who will be randomly sampled from the target population. Random sampling is the most preferred mode of incorporating new recruits into the rehabilitation program, as it is free of bias. The board will occasionally identify the streets and slums from which recruitment will happen to ensure chances of getting chosen is fair to all those who deserve rehabilitation. The organization can only manage a capacity of 100 people for a start. Upon recruitment, the recruits will go through the following programs by COHLF sequentially;

1^st Step: Rehabilitation

Upon recruitment of both the streets children and slum youths, a needs assessment will be conducted to determine the kind of rehabilitation each requires. As was discussed in the previous section, either the streets kids and slum youths face have led traumatic lives inspired either by drugs abuse, rejection, emotional abuse among others. The needs assessment would assist in the development of tailor-made rehabilitation solutions for each of the recruits. Those involved in drugs will have training that assists them in realizing the disadvantages that it has, and in addition, a program to assist them in overcoming the habit. For instance, the drug addicts will be engaged in fun activities that paint out sobriety as better than being high on substance. As part of rehabilitation, the following will be involved:

Psych-Social Training: It is a training that involves counselors and life skills trainers. The organization is committed to ensuring that it incorporates them on daily activities. Some of those with for instance past traumatic experiences such as rape may need counselors to overcome so that they can engage in a new lease of life.

Familiarization with Law: the rehabilitation school will also incorporate a class not essentially on law, but showing the importance of remaining ion the right side of the law. That would then enthuse familiarization with the basics of the law so that they may know which is the right and wrong side of the law.

The rehabilitation instructors will file a report on the progress of each of the recruits to the project manager. Upon satisfactory progress, the recruits would then be set in for the second phase of empowerment. Rehabilitation without empowerment would basically not amount to nothing much, as the street kids and the slum youths would still go back to their ways for lack of a better thing to do.

2^nd Step: Empowerment

This is the second stage that involves engaging the street kids and slum youths in programs that can ensure a certain future for them. To start with, the street kids are too young to be engaged in skills training, and engaging them in such would amount to child labor. Therefore, in the spirit of the millennium development goals, the sides would be enrolled to either primary school or secondary school depending on where they had previously reached. The NGO would take the initiative if paying for their school fees and mentoring them until they graduate from college.

As for the youths, upon graduating from the rehabilitation stage, even though it is an ongoing process, they would then be enrolled in a skills training centers based on their interests. However, the choices would be limited within those offered by the NGO which include; carpentry, beads work, tailoring, baking and welding. During the process of training, the youths will be paid; however, the amount would be kept for them for release at the date of graduation. Upon graduating, 10 percent of their total earnings would be directed into a SACCO; so that the youths can have the capacity to get loans in the near future in case they mind need them. The remaining 90% of their earnings will be issued to them so that they can start their own businesses, as a way to sustain their livelihoods and of those that may depend on them.

3^rd Step: Monitoring and Evaluation

The NGO plans to ensure that it does a follow-up of the street kids and slum youths to determine their progress, and know if there is an anomaly, such as going back to the old habits. During the evaluation, the organization will recall back some of those not performing as expected for further rehabilitation. Moreover, it is expected, the process of monitoring and evaluation will make the organization to determine areas that need improvement for effectiveness in delivery.

 

 

 

 

 

 

 

 

 

1.4.2.      COHLF Strategic Direction

Vision

To be an efficient, effective and sustainablestreet kids and youths charitable organization across Kenya

Mission

To provide quality and authentic rehabilitation to street kids and youths throughproper education and skills trainingto enable them to be financially stable.

Core values

Transparency

Accountability

Excellence

Collaboration: To work with communities and other like-minded organizations in the development of functional rehabilitation programs.

Professionalism

1.4.3.      COHLF Organizational Structure, Governance, and Administrative Framework:

 

1.5.Project Objectives and Expected Outcomes

Objective 1:To adopt poverty coping strategies among street kids and slum youths across the country

Outcome 1: Increase household Income to above 1.25$ a day

Outcome 2: Universal Primary Education for the street kids

Objective 2:To increase the percentage of employed youths in the slums

Outcome 1: Retention of Skills Developed on a paid basis

Outcome 2: Partnership with Potential Employers to incorporate qualified youths from these centers

Objective 3:To facilitate street kids and slum youths to learn practical skills for financial independence and stability

Outcome 1: Skills Centers Development

Outcome 2: Policies, Programs, and Practices that Emphasize on Practical skills development

 

 

 

 

 

 

 

1.6.Description of Project Activities

Outcome 1: Increase household Income to above 1.25$ a day

Output 1: Better Paying Jobs because of Skills Obtained

Output 2:Self-employment because of practical skills

Outcome 2: Universal Primary Education for the street kids

Output 3: Greater Parental/Community Involvement

Output 4: Budgets prioritize learning of the street kids

Outcome 3: Retention of Skills Developed on a paid basis

Output 5:Employment for qualified candidates to teach others as the courses are more of apprenticeship

Output 6:

Outcome 4: Partnership with Potential Employers to incorporate qualified youths from these centers

Output 7: Reduced unemployment rates for those who graduate from these courses

Output 8:Acceptance of the Youths back into the community because of earning venture

Outcome 5: Skills Centers Developed

Output 9:Skills centers funding mechanisms development

Output 10: Enrolment of youths in the suitable skills centers available

Outcome 6: Policies, Programs, and Practices that Emphasize on Practical skills development

Output 11: Rigorous Monitoring and Evaluation Framework Developed

Output 12:Lessons Documented and Shared

 

 

1.7.SWOT Analysis

 

Strengths Competent staff members. · Goodwill from the NGO Sector · Credibility in the NGO Sector · Clearly defined the mandate · Relatively well-remunerated staff · Committed staff members. ·Country office in Nairobi · Constitutional threshold on a regional balance achieved	Weaknesses · Misalignment of skills versus profiles of the Board Members. · Inadequate ICT infrastructure · Inadequate resource base. · Poor working environment and office space. · Operational procedures not adequately documented
Opportunities · Highly qualified human capital · Devolution as an opportunity for devolving organization services. · The county governments as partners in development. · Performance Contracting · Vision 2030 and the MTP · Dynamism of the NGO Sector · Advancement in technology (ICT Based)	Threats · Inadequate understanding of the Board’s mandate by key stakeholders. · Vulnerability of the sector to abuse · Lack of sustainability of NGOs in Kenya · Dwindling funding for NGOs from traditional donors · Corruption in the country · Reduced government funding for SAGAs · Macro-economic instability

SECTION B: PROJECT RISKS, MONITORING & EVALUATION

2.1. Risks to Successful Implementation

Management Commitment and support

Problem Solving Abilities: Project managers are faced by a lot of uncertainties in the implementation of their mandates. Due to the complexity in the mandate of the job that the project managers are assigned, it is vital that they possess the skills of solving issues that may come their way, for instance, sometimes, employees or the recruits may have disagreements. Problem-solving abilities would assist in tackling the stalemate between those involved to avoid further issues. In the event that the management is not committed to problem-solving, then the project is bound to fail.

Planning / Controlling: Project managers are tasked with many activities in the implementation of projects, planning and controlling being one of them. These managers are given the mandate by the board to work on the organizations best interest, and so, they are tasked with activities such as recruitment of effective participants, provision of framework that guides implementation of activities, ensuring clarity in vision, coordination of activities, budget management, among other functions.in the event that the project manager does is not a vision carrier, then it is possible that the project will stagnate or fail(Belina, 2015).

Project Team Competency

Education: To reduce the risks of failure of a project, it is essential that those incorporated in a team that is tasked with the responsibility possess the necessary and relevant education and skills.

Experience in years: While constituting a team for the project, however, much people with relevant education have to be considered, the experience is equally of importance. Failure to incorporate employees with sufficient experience may result in solutions that are not practical.

Community Participation

Dialogue: COHLF needs to involve the community in the decision-making process. Particularly in the determination of issues such as the programs that would work right for them, and where to locate the facility. Failure to involve the community in decision making may result in a failed project as the target population may reject to enroll because they were not involved. Involvement makes the target population get the feeling of ownership and belongingness, as they can relate with the project(Moses & Maurice, 2012).

Government Involvement

Government Policies: COHLF needs to stay up to date with the policies that the government enacts as regards to NGOs. Failure to factor in some of these policies such as the declaration of sources of funds, how much has been sourced and for what purposes are among some of the reasons that may result in its termination. Besides, COHLF should align its goals with those of the government, so that it is viewed as complementing government efforts towards poverty reduction and not rather a competition.

2.2. Monitoring, Evaluation Plan and Indicators

 

 

	INDICATOR	DEFINITION How is it calculated?	BASELINE What is the current value?	TARGET What is the target value?	DATA SOURCE How will it be measured?	FREQUENCY How often will it be measured?	RESPONSIBLE Who will measure it?	REPORTING Where will it be reported?
Goal 1	Decreased poverty levels among street kids and slum youths across the country	Collecting Data and doing analysis after every six months				Annual	Director	Annual report
Outcomes	Increased household Income to above 1.25$ a day Universal Primary Education for the street kids					Every 6 months	Coordinator	6 monthly reports
Outputs	Better Paying Jobs because of Skills Obtained Self-employment because of practical skills						Coordinator
	Greater Parental/Community Involvement Budgets that prioritize learning of the street kids						Coordinator	Survey report

 

	INDICATOR	DEFINITION How is it calculated?	BASELINE What is the current value?	TARGET What is the target value?	DATA SOURCE How will it be measured?	FREQUENCY How often will it be measured?	RESPONSIBLE Who will measure it?	REPORTING Where will it be reported?
Goal 2	Objective 2: To increase the percentage of employed youths in the slums					Annual	Program manager	Annual report
Outcomes	Retention of Skills Developed on a paid basis Partnership with Potential Employers to incorporate qualified youths from these centers					Every 6 months	Coordinator	6 monthly reports
Outputs	Employment for qualified candidates to teach others as the courses are more of apprenticeship						Coordinator
	Reduced unemployment rates for those who graduate from these courses Acceptance of the Youths back into the community because of earning venture						Coordinator	Survey report

 

 

 

	INDICATOR	DEFINITION How is it calculated?	BASELINE What is the current value?	TARGET What is the target value?	DATA SOURCE How will it be measured?	FREQUENCY How often will it be measured?	RESPONSIBLE Who will measure it?	REPORTING Where will it be reported?
Goal 3	To facilitate street kids and slum youths to learn practical skills for financial independence and stability		50%	60%		Annual	Program manager	Annual report
Outcomes	Skills Centers Development Policies, Programs, and Practices that Emphasize on Practical skills development					Every 6 months	Coordinator	6 monthly reports
Outputs	Skills centers funding mechanisms development Enrolment of youths in the suitable skills centers available		0	500			Coordinator
	Rigorous Monitoring and Evaluation Framework Developed Lessons Documented and Shared		0	500			Coordinator	Survey report

 

Roles and Responsibilities

Roles	Project Responsibilities
BoardMembers	Deliberate on how COHLF needs to be run Appointment of a director to oversee the delivery of the NGOs mandate
Director	The chief executive officer taking charge of all day to day activities from rehabilitation, to administrative, accounts, and any other important activity Report to the board
Project Manager	In charge of all projects, the NGO has, reports to the director
Administrative Officer	In charge of all administration work, such as filling, and recruitment of staff Reports to the director
Accounts Officer	In charge of all accounting work Reports to the director
Rehabilitation Coordinator	In charge of all rehabilitation programs Reports to the Project manager
Bakery Coordinator	In charge of the bakery centre Reports to the rehabilitation coordinator
Beads work coordinator	In charge of the Beads work centre Reports to rehabilitation coordinator
Tailoring Coordinator	In charge of the tailoring centre Report to rehabilitation coordinator
Welding Coordinator	In charge of the welding centre Reports to rehabilitation coordinator
Carpentry Coordinator	In charge of the carpentry centre Reports to rehabilitation coordinator

 

SECTION C: PROJECT BUDGET

3.1 Financial Details

Bakery Budget

Basic Ingredients (prices are approximated)

Wheat Flour 2 bale)	Ksh. 1400
Sugar (50kg)	Ksh. 7,000
Margarine (carton)	Ksh. 2,000
Icing Sugar (5kgs)	Ksh. 850
Baking Powder (4kgs)	Ksh. 500
Eggs (Tray)	Ksh. 300
Milk (box)	Ksh. 500
TOTAL	Ksh. 12,550

Utensils

Electric Hand Whisk	Ksh. 3700
Cookswell Oven	Ksh. 26,000
10 Baking Pans	Ksh. 2,500
Icing spatula	Ksh. 550
Noozle set	Ksh. 1,500
Other utensils	Ksh. 2,000
TOTAL	Ksh. 36, 250

Others

Charcoal – 1 bag	Ksh. 1,500
Fliers, Brochures	Ksh. 1,500
Cleaning agents	Ksh. 1,000
Packaging Materials and labels	Ksh. 2,000
Miscellaneous	Ksh. 5,000
TOTAL	Ksh 11,000
Licenses

 

 

TOTAL INVESTMENT: 11,000 + 36,250 + 12,550 = KSH. 59,800

 

 

 

 

 

Budget Estimates

Project Name	Estimates
Bakery	450,000
Beads Work	350,000
Carpentry	250,000
Tailoring	350,000
Welding	150,000
Total	1,550,000

 

3.2 Bank Details

 

 

 

 

References

BELINA, J. (2015). DETERMINANTS OF IMPLEMENTATION OF NON-GOVERNMENTAL PROJECTS IN KENYA: A CASE OF WORLD VISION OSILIGI IPA IN KAJIADO COUNTY. Nairobi: University of Nairobi.

kenyachildrenofhope.org. (2013, February 2013). kenyachildrenofhope.org. Retrieved from kenyachildrenofhope: http://kenyachildrenofhope.org/the-street-children-of-nairobi/

KIARIE, L. N. (2013). AN ASSESSMENT OF POVERTY REDUCTION INTERVENTIONS IN KIANDUTU SLUM, THIKA WEST DISTRICT, KIAMBU COUNTY, KENYA. Nairobi: Kenyatta University.

Moses, O., & Maurice, M. (2012). Education, training and work amongst youth living in slums of Nairobi, Kenya. Nairobi: UNESCO.

Republic of Kenya Ministry of Housing. (2013). BACKGROUND DOCUMENT: THE NATIONAL SLUM UPGRADING AND PREVENTION POLICY. Nairobi: Republic of Kenya Ministry of Housing.

RUTH, T. (2014). AN ANALYSIS OF IMPLEMENTATION OF NGO PROJECTS IN NAIROBI COUNTY. Nairobi: Kenyatta University.

 

Do you need high quality Custom Essay Writing Services?