Matinyani & Kathivo Youth Polytechnics
P.O.Box 996-90200 • Kitui
MATINYANI DIVISION
Locations
Sub Locations
1. Matinyani
1. Kyondoni
2. Kalia
3. Katheuni
2. Mutulu
1. Mutulu
2. Maseki
3. Kitumbi
3. Kauma
1. Kauma
2. Musosya
4. Kalimani
1. Kyambusya
2. Nzakame
3. Kavuuvuu
5. Kithumula
1. Kithumula
2. Kasaini
6. Kathivo
1. Kathivo
2. Kalindilo
7, Kwa Mulungu
1. Kwa Mulungu
2. Maselele
8. Kwa Mutonga
1. Kwa Mutonga
2. Mithikwani
3. Syokithumbi
ITHIIANI YOUTH POLYTECHNIC – FUNDED BY NGWATANIO C.F.P. # 3302.
The Polytechnic was founded in 1989 under former Tiva Project. It enrolled the first 9 trainees in tailoring and dressmaking, who completed the following year successfully.
Felt Needs of the Community by then.
(i) The nearest vocational training centre was 10km away from the Project offices and in some places within its area of coverage, 20Km.
(ii) This meant accessibility, especially to the girl –child was difficult. Thus girls who did not join Secondary Schools after Primary education faced early marriages or pregnancies.
(iii) There was need to provide survival skills to the youth, especially girls for empowerment and self-sustainability.
(iv) With poverty levels rising and owing to the fact that enrolled families could not afford boarding costs available in far Polytechnics, a day institution was necessary to the community.
Impact to the Community.
Ø The institution has, upto 2001, trained 48 sponsored children – 16 males and 32 females.
Ø The total number of trainees who went through a course in the institution since inception is 179 among which 136 are females and 43 males, and current enrollment is 42 trainees, 26 in first year.
Ø 70% of the trainees come from enrolled families.
Ø It has created self-employment to the graduants thus self-reliance and reduced poverty.
Ø Enrolment of both male and female gender has increased over the years, especially with introduction of male attractive courses of carpentry and masonry in 1997.
Ø Job creation for staff and community.
Changes during the decade of existence.
Ø More courses were introduced ie. Carpentry/joinery and masonry and also their workshops.
Ø Boarding facilities were introduced for both boys and girls.
Ø Staff establishment enlarged.
Ø Semi-autonomous status to prepare for future sustainability.
Challenges Faced.
Ø Dependency syndrome among the enrolled families thus reluctance to cost share.
Ø Ownership attitude among the community, that it belongs to the Project. Support has therefore been minimal.
Ø Need to expand the facilities for the increasing enrolment.
Ø The available land space is inadequate to provide co-curricular facilities and enable expansion.
Ø There is no reliable water source.
Ø Rising poverty levels and inadequate rains thus reduced affordability.
Ø Inadequate working tools.
Future Plans.
Ø Bore hole drilling for adequate water supply.
Ø Construct a dinning hall.
Ø Start mechanic and welding courses.
Ø Since power supply is not available other courses which require electricity cannot be started. But when this is attained, computer and other course shall be initiated.
NGWATANIO CFP 3302.
Water Provision in Schools.
Kitui being in Arid and Semi-arid regions of Kenya faces a lot of water challenges. The Project in its development objectives provide water to the community through collaboration.
Two project focus schools have benefited through project assistance of providing hand pumps for their wells and the community and other donors doing the rest.
This was done in 1999. A visit to the schools by the PEP in October 2001 to monitor their impact found that due to the long drought and inadequate rains during the last 2 years, the water level has gone very low such that the pumps cannot yield enough pressure to pump water to the surface.
In central Primary School with a total enrolment of 839 pupils and 22 teachers, the well with a depth of 32 feet, can yield about 40 litres using the hand pump in the morning hours. But water can be drawn with a bucket for watering kales (Sukuma wiki) to feed the rabbits and chicken reared by the school. Arrow roots and bananas beneath are doing well. Some girls were cheerfully washing their hands after using the latrine while another was watering the kales. The school has 6 sponsored children this year.
The deputy headteacher Mr. Gedion Mbula, told us that were it not for the long drought there would be enough water for other school uses but now the little available is being used for the two Projects.
In Kaveta Primary school, a well is almost dry and the headteacher, Mr. Mulinge, told us that he dismantled the hand pump, provided by the project, to avoid vandalism by the community until adequate security is guaranteed and the water level rises enough for pumping. The water is used especially for the boarding facility for class 7 and 8 in the school. The school has a population of 417 pupils and 11 teachers. There are 18 sponsored children in the school this year.
He says if the school had the ability, the well would be deepened during the dry period to a depth of about 45 feet from the current 39 feet. Vegetation around the well is dry depicting the harsh weather condition, and the almost dry well.
This situation is common to almost all the other 12 water wells dug and installed with hands pumps through the project to the community and purposely for use by focus groups. Except for the drought period they provide adequate water for the group projects.
MATINYANI YOUTH POLYTECHNIC
P.O. Box 996, KITUI
FINANCIAL MANAGEMENT GUIDELINES
FIRST EDITION – JULY 2005
This edition of the financial management guidelines was prepared by the following members of the Matinyani Youth Polytechnic Management Committee:
Mr. Stephen S. Mittau, Chairman
Mr. Justus M. Woie, Treasurer
Mr. Gabriel K. Kilonzo, Manager
Mrs. Alice Ngila, Parent Member
The Financial Management Guidelines were confirmed and authorized on July 11, 2005 by the Management Committee of Matinyani Youth Polytechnic for immediate implementation. It was also resoluted that these guidelines would be reviewed with community members at the Annual General Meeting held in December 2005.
TABLE OF CONTENTS
Introduction
Organization Structure and Sources of Funds
Accounting System
Accounting Procedure
Budgeting
Audit
1. INTRODUCTION
1.1 These Matinyani Youth Polytechnic Financial Guidelines shall guide all financial matters within the YP and will be available to all relevant staff and management committee members.
1.2 The purpose of these guidelines is to control the YP finances to avoid wastage, misuse and misappropriation of YP funds; to ensure funds are used as intended; to ensure continuity of the YP; to ensure transparency in the financial management of the YP and to become more prepared to attract donor and government funding.
1.3 The Management Committee shall refer to the guidelines in matters pertaining to the YP’s finances. A copy of the guidelines will be available at all times through the office of the Manager.
1.4 The guidelines will be subject to change by the Management Committee through an official meeting and following discussion and voting as described in the constitution.
2. ORGANIZATIONAL STRUCTURE & SOURCES OF FUNDS
2.1 Below is the organizational chart of Matinyani YP :
COMMUNITY
Ý
MANAGEMENT COMMITTEE
EXECUTIVE COMMITTEEÝ
SUB- COMMITTEES
Ý
MANAGER
SUPPORT STAFF
Ý
INSTRUCTORS
TRAINEE
REPRESENTATIVESÝ
Ý
TRAINEES
2.2 The sources of funds for Matinyani YP are as follows:
2.2.1 School Fees
2.2.2 Contracts
2.2.3 Government Grants
2.2.4 Harambee funds from community
2.2.5 Donors
2.2.6 Sales of goods produced at the YP
2.2.7 Other income generating activities
2.3 The funds of the polytechnic shall be used for the following purpose only:
1. Payment of salaries as in an approved annual and/or term budget
2. Payment of appropriate allowances as in an approved annual and/or term budget
3. Purchasing of tools, equipment and training materials as in an approved annual and/or term budget
4. Repair and maintenance as in an approved annual and/or term budget
5. Purchase of stationeries as in an approved annual and/or term budget
6. Purchase of adequate food and water supplies for trainees and staff as in an approved annual and/or term budget
7. Development of the polytechnic as per the priorities set by the M.C. as in an approved annual and/or term budget
8. Income generating activities as in an approved annual and/or term budget
3. ACCOUNTING SYSTEM
3.1 Non-Technical Setup
The following books and files will be maintained in Matinyani Youth Polytechnic:
1. Cash Book
2. Cash Analysis Book
3. Payment Vouchers
4. Receipt Books
5. Cheque Books
6. Petty Cash Vouchers
7. Asset Register
8. Income File
9. Bank statement file
10. Expenditure File
11. Annual and Budget File
3.2 Security Procedures:
1. All documents produced with the name of the YP will have a copy filed for reference.
2. All accounting documents will be locked up in the drawers safely.
3. All necessary steps will be taken to ensure that the office has good security such as strong doors and windows and always be locked when un-attended.
3.3 Filing:
1. All vouches will be numbered and filed accordingly. There will be distinction between internal and external vouchers.
2. Bank reconciliation statement, cheque stubs and copies of cash and bank books will be filed safely.
3. Withdrawal slips and banking slips will be correctly filed and stored safely.
4. Monthly reports will be filed chronologically and made easily accessible.
4. ACCOUNTING PROCEDURES
4.1 Responsibilities:
4.1.1 The manager will be responsible for the day to day smooth running of the youth polytechnic.
4.1.2 Before any payment is made, a payment voucher will be prepared; verified; approved and authorized.
4.1.3 Strictly the following four bank signatories will be authorized to sign cheques:
- Chairman
- Treasurer
- Manager/Secretary
- District Applied Technology Officer (DATO)
4.1.4 Authority regarding signing of vouchers will need to be shared between three people –
- the person receiving the funds
- the manager
- a witness
4.1.5 The manager will be responsible for ensuring that all assets of the YP are properly maintained.
4.1.6 The Executive Committee comprised of the Chairman, Treasurer and Manager will supervise the approved budget and ensure that it is appropriately followed.
4.1.7 Any officer of the executive committee appointed by the Management Committee will have the authority to conduct a random check of finances without prior notice.
4.2 Cash Handling:
4.2.1 The executive committee and a government officer in charge of polytechnics such as the DATO will be the authorized officers allowed to handle cash for the YP. In the event that an accounts clerk is employed, he or she will also share this responsibility.
4.2.2 The keys of the safe will be kept in custody of the manager.
4.2.3 When cash is received, an income voucher will be issued to the payor.
4.2.4 Cash book must be updated on a monthly basis.
4.3 Petty Cash
4.3.1 Petty cash amount will not exceed a total of Kshs 2,000. This amount will be replenished on surrender and approval of appropriate receipts.
4.3.2 Manager will handle petty cash vouchers while the Treasurer will be responsible for verifying the same.
4.4 Imprest
4.4.1 If a member of the MC or a staff member need to travel or purchase an item solely for the YP, he/she will use an imprest form available from the manager to request any funds.
4.4.2 The imprest form will need to be accompanied by a budget before the request is considered.
4.4.3 The imprest amount will not exceed a total of Kshs 1,000.
4.4.4 All receipts to support the imprest amount will be surrendered within 48 hours after the activity or else the funds will be recovered from the person responsible.
4.4.5 If the old imprest has not been cleared, no new imprest request will be considered.
4.4.6 The issuing of imprest will be contingent upon the availability of funds within the youth polytechnic.
4.5 Daily Cash Procedures
4.5.1 All cash will be receipted at the time it is received. The person making the payment will be issued an appropriate receipt.
4.5.2 Before any payment is made by the YP, an appropriate payment voucher will be prepared, verified, approved and authorized.
4.5.3 All debtors will need to submit an invoice before any payment is made.
4.5.4 The manager will record all daily transactions in appropriate books and report to the Executive Committee on a monthly basis and the MC as requested but at least once per term.
4.6 Monthly Procedures & Reporting
4.6.1 The manager shall prepare monthly financial statements and report to the Executive Committee.
4.6.2 The accounts will be closed and reconciled on a monthly basis.
4.6.3 The cash book, cash analysis book and all other files will be organized and updated monthly.
4.6.4 The manager will monitor the approved term and annual budgets and ensure that expenditure does not exceed budgeted amounts.
4.7 Termly Procedures & Reporting
4.7.1 The manager shall prepare termly financial statements and report to the Management Committee.
4.7.2 The manager will monitor the approved term and annual budgets and ensure that expenditure does not exceed budgeted amounts.
4.8 Annual Procedures & Reporting
4.8.1 The financial year of Matinyani YP starts on January 1st and ends on December 31st every year.
4.8.2 The manager will prepare an annual financial report, approved and verified by the Executive Committee and present to the Management Committee.
4.8.3 The Executive Committee of the YP shall present the annual financial report to the community members and all other stakeholders every year at the Annual General Meeting.
4.8.4 The manager will monitor the approved term and annual budgets and ensure that expenditure does not exceed budgeted amounts.
4.9 Purchasing
4.9.1 Purchasing will be conducted by the manager as per the approved budget and witnessed by a staff member. All purchases will be verified by members of the Purchasing sub-committee of the YP’s Management Committee.
4.9.2 Every purchase must be supported by an approved budget and appropriate receipts and payment vouchers.
4.9.3 No purchases may be made using petty cash vouchers.
4.9.4 The Executive Committee of the YP will conduct random checks on the purchasing records and goods purchased to ensure full accountability.
4.10 Stores
4.10.1 The store room will be the locked room where all excess YP equipment and tools will be kept safely.
4.10.2 Archival files from previous years will also be stored in this room for future reference. No records from the past seven years may be eliminated.
4.10.3 An inventory of all tools, equipment, furniture and other assets will be conducted once a year. This will include assets in the store as well as in the workshops.
4.10.4 The inventory will be conducted by the manager and instructors along with appointed members of the Management Committee. The asset inventory will be presented to the Management Committee for verification and approval.
4.11 Payroll
4.11.1 The payroll will be prepared by the manager and approved by the executive committee. If an accounts clerk is hired, this responsibility will be handed over to the accounts clerk.
4.11.2 The person receiving the salary payment will sign the payroll voucher and the treasurer will verify the payment.
4.11.3 All allowances requested by employees of the YP will be previously approved by the MC and adequately documented with supporting documents such as receipts.
4.11.4 The appointment letter for each employee will be filed and referred to as required.
4.11.5 All cheques must be signed by the authorized signatories.
4.12 Asset Register
4.12.1 All the assets of the YP including tools, equipment, furniture and all immovable and movable assets must be recorded in the asset register.
4.12.2 An annual asset inventory will be conducted by the manager, instructors and appointed management committee members.
5. BUDGETS
5.1 At the beginning of each year, an annual budget will be prepared and reviewed by the MC.
5.2 At the end of each year, the annual budget will be reconciled with actual numbers by the Manager and the difference presented for analysis and discussion by the MC.
5.3 At the beginning of each year, a term budget will be prepared by the Manager and reviewed by the MC.
5.4 At the end of each term, the term budget will be reconciled with actual numbers by the Manager and the difference presented for discussion by the MC.
5.5 The trial balance will be prepared on a monthly, termly and annual basis by the Manager.
5.6 Income and expenses balance sheet will also be prepared regularly.
6. AUDITS
6.1 INTERNAL AUDIT
The MC shall appoint a Finance Sub-Committee to conduct an internal audit of the YP’s finances. Each of the above mentioned books and reports will be carefully examined and recommendations will be made to the manager, staff and MC based on the findings of the audit.
6.2 EXTERNAL AUDIT
6.2.1 Since the YP is handling public funds, an external audit will be conducted once per year.
6.2.2 The MC will solicit the services of a qualified public auditor.
6.2.3 The findings of the external audit will be presented to the community and all other stakeholders during the Annual General Meeting.
6.2.4 All recommendations of the auditor will be followed up by the manager and the MC.
MATINYANI YOUTH POLYTECHNIC
P.O. Box 996, KITUI
FINANCIAL MANAGEMENT GUIDELINES
FIRST EDITION – JULY 2005
This edition of the financial management guidelines was prepared by the following members of the Matinyani Youth Polytechnic Management Committee:
Mr. Stephen S. Mittau, Chairman
Mr. Justus M. Woie, Treasurer
Mr. Gabriel K. Kilonzo, Manager
Mrs. Alice Ngila, Parent Member
The Financial Management Guidelines were confirmed and authorized on July 11, 2005 by the Management Committee of Matinyani Youth Polytechnic for immediate implementation. It was also resoluted that these guidelines would be reviewed with community members at the Annual General Meeting held in December 2005.
TABLE OF CONTENTS
Introduction
Organization Structure and Sources of Funds
Accounting System
Accounting Procedure
Budgeting
Audit
1. INTRODUCTION
1.1 These Matinyani Youth Polytechnic Financial Guidelines shall guide all financial matters within the YP and will be available to all relevant staff and management committee members.
1.2 The purpose of these guidelines is to control the YP finances to avoid wastage, misuse and misappropriation of YP funds; to ensure funds are used as intended; to ensure continuity of the YP; to ensure transparency in the financial management of the YP and to become more prepared to attract donor and government funding.
1.3 The Management Committee shall refer to the guidelines in matters pertaining to the YP’s finances. A copy of the guidelines will be available at all times through the office of the Manager.
1.4 The guidelines will be subject to change by the Management Committee through an official meeting and following discussion and voting as described in the constitution.
2. ORGANIZATIONAL STRUCTURE & SOURCES OF FUNDS
2.1 Below is the organizational chart of Matinyani YP :
COMMUNITY
Ý
MANAGEMENT COMMITTEE
EXECUTIVE COMMITTEEÝ
SUB- COMMITTEES
Ý
MANAGER
SUPPORT STAFF
Ý
INSTRUCTORS
TRAINEE
REPRESENTATIVESÝ
Ý
TRAINEES
2.2 The sources of funds for Matinyani YP are as follows:
2.2.1 School Fees
2.2.2 Contracts
2.2.3 Government Grants
2.2.4 Harambee funds from community
2.2.5 Donors
2.2.6 Sales of goods produced at the YP
2.2.7 Other income generating activities
2.3 The funds of the polytechnic shall be used for the following purpose only:
1. Payment of salaries as in an approved annual and/or term budget
2. Payment of appropriate allowances as in an approved annual and/or term budget
3. Purchasing of tools, equipment and training materials as in an approved annual and/or term budget
4. Repair and maintenance as in an approved annual and/or term budget
5. Purchase of stationeries as in an approved annual and/or term budget
6. Purchase of adequate food and water supplies for trainees and staff as in an approved annual and/or term budget
7. Development of the polytechnic as per the priorities set by the M.C. as in an approved annual and/or term budget
8. Income generating activities as in an approved annual and/or term budget
3. ACCOUNTING SYSTEM
3.1 Non-Technical Setup
The following books and files will be maintained in Matinyani Youth Polytechnic:
1. Cash Book
2. Cash Analysis Book
3. Payment Vouchers
4. Receipt Books
5. Cheque Books
6. Petty Cash Vouchers
7. Asset Register
8. Income File
9. Bank statement file
10. Expenditure File
11. Annual and Budget File
3.2 Security Procedures:
1. All documents produced with the name of the YP will have a copy filed for reference.
2. All accounting documents will be locked up in the drawers safely.
3. All necessary steps will be taken to ensure that the office has good security such as strong doors and windows and always be locked when un-attended.
3.3 Filing:
1. All vouches will be numbered and filed accordingly. There will be distinction between internal and external vouchers.
2. Bank reconciliation statement, cheque stubs and copies of cash and bank books will be filed safely.
3. Withdrawal slips and banking slips will be correctly filed and stored safely.
4. Monthly reports will be filed chronologically and made easily accessible.
4. ACCOUNTING PROCEDURES
4.1 Responsibilities:
4.1.1 The manager will be responsible for the day to day smooth running of the youth polytechnic.
4.1.2 Before any payment is made, a payment voucher will be prepared; verified; approved and authorized.
4.1.3 Strictly the following four bank signatories will be authorized to sign cheques:
- Chairman
- Treasurer
- Manager/Secretary
- District Applied Technology Officer (DATO)
4.1.4 Authority regarding signing of vouchers will need to be shared between three people –
- the person receiving the funds
- the manager
- a witness
4.1.5 The manager will be responsible for ensuring that all assets of the YP are properly maintained.
4.1.6 The Executive Committee comprised of the Chairman, Treasurer and Manager will supervise the approved budget and ensure that it is appropriately followed.
4.1.7 Any officer of the executive committee appointed by the Management Committee will have the authority to conduct a random check of finances without prior notice.
4.2 Cash Handling:
4.2.1 The executive committee and a government officer in charge of polytechnics such as the DATO will be the authorized officers allowed to handle cash for the YP. In the event that an accounts clerk is employed, he or she will also share this responsibility.
4.2.2 The keys of the safe will be kept in custody of the manager.
4.2.3 When cash is received, an income voucher will be issued to the payor.
4.2.4 Cash book must be updated on a monthly basis.
4.3 Petty Cash
4.3.1 Petty cash amount will not exceed a total of Kshs 2,000. This amount will be replenished on surrender and approval of appropriate receipts.
4.3.2 Manager will handle petty cash vouchers while the Treasurer will be responsible for verifying the same.
4.4 Imprest
4.4.1 If a member of the MC or a staff member need to travel or purchase an item solely for the YP, he/she will use an imprest form available from the manager to request any funds.
4.4.2 The imprest form will need to be accompanied by a budget before the request is considered.
4.4.3 The imprest amount will not exceed a total of Kshs 1,000.
4.4.4 All receipts to support the imprest amount will be surrendered within 48 hours after the activity or else the funds will be recovered from the person responsible.
4.4.5 If the old imprest has not been cleared, no new imprest request will be considered.
4.4.6 The issuing of imprest will be contingent upon the availability of funds within the youth polytechnic.
4.5 Daily Cash Procedures
4.5.1 All cash will be receipted at the time it is received. The person making the payment will be issued an appropriate receipt.
4.5.2 Before any payment is made by the YP, an appropriate payment voucher will be prepared, verified, approved and authorized.
4.5.3 All debtors will need to submit an invoice before any payment is made.
4.5.4 The manager will record all daily transactions in appropriate books and report to the Executive Committee on a monthly basis and the MC as requested but at least once per term.
4.6 Monthly Procedures & Reporting
4.6.1 The manager shall prepare monthly financial statements and report to the Executive Committee.
4.6.2 The accounts will be closed and reconciled on a monthly basis.
4.6.3 The cash book, cash analysis book and all other files will be organized and updated monthly.
4.6.4 The manager will monitor the approved term and annual budgets and ensure that expenditure does not exceed budgeted amounts.
4.7 Termly Procedures & Reporting
4.7.1 The manager shall prepare termly financial statements and report to the Management Committee.
4.7.2 The manager will monitor the approved term and annual budgets and ensure that expenditure does not exceed budgeted amounts.
4.8 Annual Procedures & Reporting
4.8.1 The financial year of Matinyani YP starts on January 1st and ends on December 31st every year.
4.8.2 The manager will prepare an annual financial report, approved and verified by the Executive Committee and present to the Management Committee.
4.8.3 The Executive Committee of the YP shall present the annual financial report to the community members and all other stakeholders every year at the Annual General Meeting.
4.8.4 The manager will monitor the approved term and annual budgets and ensure that expenditure does not exceed budgeted amounts.
4.9 Purchasing
4.9.1 Purchasing will be conducted by the manager as per the approved budget and witnessed by a staff member. All purchases will be verified by members of the Purchasing sub-committee of the YP’s Management Committee.
4.9.2 Every purchase must be supported by an approved budget and appropriate receipts and payment vouchers.
4.9.3 No purchases may be made using petty cash vouchers.
4.9.4 The Executive Committee of the YP will conduct random checks on the purchasing records and goods purchased to ensure full accountability.
4.10 Stores
4.10.1 The store room will be the locked room where all excess YP equipment and tools will be kept safely.
4.10.2 Archival files from previous years will also be stored in this room for future reference. No records from the past seven years may be eliminated.
4.10.3 An inventory of all tools, equipment, furniture and other assets will be conducted once a year. This will include assets in the store as well as in the workshops.
4.10.4 The inventory will be conducted by the manager and instructors along with appointed members of the Management Committee. The asset inventory will be presented to the Management Committee for verification and approval.
4.11 Payroll
4.11.1 The payroll will be prepared by the manager and approved by the executive committee. If an accounts clerk is hired, this responsibility will be handed over to the accounts clerk.
4.11.2 The person receiving the salary payment will sign the payroll voucher and the treasurer will verify the payment.
4.11.3 All allowances requested by employees of the YP will be previously approved by the MC and adequately documented with supporting documents such as receipts.
4.11.4 The appointment letter for each employee will be filed and referred to as required.
4.11.5 All cheques must be signed by the authorized signatories.
4.12 Asset Register
4.12.1 All the assets of the YP including tools, equipment, furniture and all immovable and movable assets must be recorded in the asset register.
4.12.2 An annual asset inventory will be conducted by the manager, instructors and appointed management committee members.
5. BUDGETS
5.1 At the beginning of each year, an annual budget will be prepared and reviewed by the MC.
5.2 At the end of each year, the annual budget will be reconciled with actual numbers by the Manager and the difference presented for analysis and discussion by the MC.
5.3 At the beginning of each year, a term budget will be prepared by the Manager and reviewed by the MC.
5.4 At the end of each term, the term budget will be reconciled with actual numbers by the Manager and the difference presented for discussion by the MC.
5.5 The trial balance will be prepared on a monthly, termly and annual basis by the Manager.
5.6 Income and expenses balance sheet will also be prepared regularly.
6. AUDITS
6.1 INTERNAL AUDIT
The MC shall appoint a Finance Sub-Committee to conduct an internal audit of the YP’s finances. Each of the above mentioned books and reports will be carefully examined and recommendations will be made to the manager, staff and MC based on the findings of the audit.
6.2 EXTERNAL AUDIT
6.2.1 Since the YP is handling public funds, an external audit will be conducted once per year.
6.2.2 The MC will solicit the services of a qualified public auditor.
6.2.3 The findings of the external audit will be presented to the community and all other stakeholders during the Annual General Meeting.
6.2.4 All recommendations of the auditor will be followed up by the manager and the MC.
My Daily life - a brief snapshot
The lines which always inspired and motivated me to work with the disadvantage youths is that of a famous Indian poet Rabindranath Tagore, a Nobel peace prize winner . I quote few lines here from his collection of poems and I would like to dedicate it to the V.S.O JITOLEE Family
"Where the mind is without fear and head is held high;
Where knowledge is free;
Where the world has not broken up into fragments by
Narrow domestic walls;
Where the words come out from the depth of truth;
Where tireless striving stretches its arm towards perfection
Where the clear stream of reason has not lost its way into the
Dreary desert sand of dead habit
Where the mind is lead forward by thee into ever widening
Thought and action—
Into that heaven of freedom, my father let my country awake "
Starting my day early.......
Ø Waking up with the roosters at 7:00 – 7:30 am
Ø My domestic help arrives by the time and I discuss about his previous day happening or his latest gossips
Ø He prepares morning breakfast while I do some morning Yoga which gives me inner peace and strength for whole day .Sometime I read daily nation newspaper if I am lucky to get one from polytechnic campus where I stay
Ø I feel blessed when I see water running down my tap which means I can take a hot shower in the morning. To have a hot shower in kitui is luxury since place is very dry and water is scarce
Looking forward to another day's work.........
Ø I then check my VSO piki piki before going for work since all the three polytechnics are located in remote areas, away from the town and the journey is adventurous and one need tough training to ride in the bush
Ø I have distributed my working days in the three polytechnics and I usually give my advance monthly plan to the polytechnics to utilize our times efficiently to derive maximum benefit from our interactive sessions.
Ø My work starts with staff and managers, assessing the achievement of previous week, identifying issues and challenges, planning for the week ahead, and resolving any burning issue in the organization which needs my urgent attention or require further escalation
Ø Most often I get caught in a hectic schedule especially when there is lot of parallel activities taking place within the polytechnics as I have to spread my wings within the three youth polytechnics on the same day, each located in different area and a bit far from each other. My only lifeline is my beloved piki piki without which life would be difficult to imagine.
Ø On a busy day I have to attend one executive committee meeting in kathivo during the morning followed by small group activity session in another polytechnic, Matinyani, and then rushing to third YP-Ithiiyani to provide some motivational talk. If lady luck is not at your side and your miss piki piki decides to throw some tantrums during the course of day you definitely need a six pack Abs if not a big heart mate!
Ø To make sure that our polytechnics have clean and good ambience within the campus I have made four houses compromising of students each represented by a Instructor. As part of group initiative we assign activities to each house such as cleaning of the campus, painting, clearing the fences, tree planting etc. After couple of hours of hard labour we sit down for small break to catch our breath and relax. The photo journalist inside me comes to the fore during such sessions and I keep my digital camera vigilant to capture snaps of interesting activities being done by the groups. After a short break we all go back to respective teams to finish our unaccomplished jobs. It gives all our staff and trainee a sense of responsibility and ownership toward the polytechnic and we also learn the importance of team building- an important building block for success in life that lies ahead.
Ø I have made some self help groups within the community and I have learnt to cherish their small success. The group has started a nursery in the campus of the polytechnic where by helping the polytechnic in maintaining the samba and at the same time earning some money for their family. My personal view about development is that it is a slow process and there is no rocket science to bring change. It evolves slowly and gradually and has its life cycle.
Ø The main aim of various activities that we plan is for the benefit of youths and their capacity and capability development. During my motivational talks to the youth I usually try to give them necessary guidance and direction to move forward. I usually remind the group the wisdom given by some unknown folk –“Even crazy looking problems are sometimes real and all problems seem to be simple only when we find the solution with a cool thinking. Don’t just say its “IMPOSSIBLE” without putting a sincere effort... Observe the word “IMPOSSIBLE” carefully... You can see “I’M POSSIBLE... ”
Ø I usually take my lunch in the polytechnic .Now I am used to eating githiri, ugali with cabbage, skumaviki and some times afacados with lunch. Being a vegetarian is a big problem for me but people here are very understanding and nice and that keeps me going.
Returning back from work.....
Ø After all day planning and deadlines I finally prepare to go back to sweet home. On the way back home I usually visit posta to check my mail and to access internet since its is the cheapest in town 1 shs per min .There are other cyber cafes in town but they charge two shs per min.
Ø Sometimes I go to local shopkeepers who are my friends now to chat with them to know the pulse of the town. I discuss/gossip with them on various issues personal, cultural and their daily problems. Somtimes even end up giving them genuine solutions where I feel comfortable. This way I have developed a social bond with them and created a space in the local community.
Utlising my idiot box...........
Ø Back home I switch on my cable T.V though I have access to only limited channels to catch the latest happenings in real time I guess, whilst keeping an eye on the setting sun. I usually watch Alzazira news and one Hindi channel B4U for latest bollywood songs while at the same time start preparation for dinner. Whilst chopping the vegetable, enjoying the aroma of freshly cooking rice on slow steam, making a slow but steady progress, listening to songs and enjoying loneliness is another great way of making one’s day unaware of your surroundings and from things one will consider mundane in life. Most often I sit in my small samba with drink and enjoy nature reflecting on things gone by.
Weekend entertainment unlimited..........
Ø On Saturday night I go to the “Club” for change from monotonous and someimes happening week. It is not a great place where one always wants to go but the people are nice and the “club” is made up of local people.Kitui is one of the poorest regions in Kenya and there are hardly any good clubs. Some of the clubs which exist are very noisy and you may feel that your eardrums cannot take it for long if you stay put there!. But the best thing about Mukamba tribe or Mukambani is that they are peace loving people and one hardly hears about any violence or fight. Even night is quite safe if one likes to venture out but being expatriates one should take precaution and it is advisable to take taxi. During holidays, spending your time is difficult especially when you are living alone and there is no recreation club around.
Bed time wish............
Ø I usually go to bed by 11-11.30 pm. hoping for a sound sleep. I try to sleep but the only obstacle between me and my sleep is my neighbour hood. Some days in week I really struggle to go to bed and get caught between two enthuastic groups -a group of people behind my backyard who are used to singing throughout the night and the other group is local Mullahs in the mosque near my home chasing my morning slumber. The only workaround is plugging my ears with buds so I feel a bit unlucky in terms of location but then this is life…no cribbing please!
Experience in a nutshell........
If I have to summarize in nutshell about my experience then I will say that I am glad that I am in the right country and in the right place. It took me long time and most of the world to learn that we know so little about other civilizations yet we always have a perception and opinion on them. I say opinion because when we have less knowledge then we have more opinion.
I started my journey from Delhi,India which has massive population and directly landed at Nairobi airport. The first thing I noticed about Kenya was the smell of a different air. I could smell it before I saw or heard anything of Kenya as I walked along the umbilical corridor that connected the plane to airport. I was excited and delighted by it, in that first Nairobi minute, escaping from crowded traffic back home and to the new unkown world that I didn’t and couldn’t recognise. The next thing I noticed was the pleasant weather limbering in airport queues, not five minutes from the conditioned air of the plane. Then there were people from fair skin and dark green eyes and golden brown and black, every different face and form of that extravagant variety that is incomparable African beauty .
The various Kenyan officials assumed me a Muhandi and I was received harshly by the authority at the immigration but nevertheless it is the perception which always works against or in favour of a particular ethnic or expatriates which I learned during my stay as a volunteer whilst trying to contribute my skills to bring some change for Kenyans in Kitui. I am sure my contribution no matter however small, will certainly bring positive change in the life of ordinary Kenyan youth. As I mentioned earlier that I learnt a lot of things while staying away from home and living in a very different environment where even items of necessity which we take it for granted back home, some times seems luxury here but it all depends on individual level as how one takes or feel about his/her experience as a volunteer.
SUREEL SINGH
V.SO Volunteer
COMMITMENT
1) Doing ordinary things extraordinary well
2) Revising target on daily basis
3) Putting extra effort for our customer
4) Going beyond what is expected
5) Customer will be provided professional and genuine advice and counseling
6) I will be more punctual
7) I will make sure that YPs should have relaxed but business environment
8) A telephone call will be picked up within 3 rings
9) I will assure my self that in my YPs, vision, mission and core vale, description of our product, testimonial and picture should be clearly visible
10) Minimum acceptance commitment
COMMUNITY DEVELOPMENT
SIMPLE DEFINITION
This is a process of identifying and harnessing local and regional resources and opportunities to stimulate new economic and employment opportunities.
It is about communities maximizing the use of their human, physical and financial resources to maintain and enhance development opportunities and their quality of life
It is based upon simple premises that each community has within itself, considerable opportunities to influence its economic future.
As we think about development, we need to appreciate that sustainable local economic development does result from fix measures. It involves developing a mix of initiatives related to the community’s competitive advantages.
ROLE OF MICRO FINANCE IN ACTIVATING LOCAL ECONOMIC DEVELOPMENT BOF THE DISADVANTAGED
Micro finance can be defined as an effective and innovative solution to deliver services (credit, saving, insurance, etc to the poor or disadvantage)
Past experience and data available has shown that while micro finance is a business, it is also powerful tool for development.
2.1 Even very modest loans generate huge productivity gains and contribute both to job creation and to raise family living standards (adequate nutrition, better health and housing, more education).
If the above is true we can therefore say that credit alone cannot eradicate poverty but contributes to eradication and other development interventions must come into play
Micro finance offers for the first time in the field of social action, the opportunity to reach sustainability of impact through financial profitability.
It is indeed an opportunity for socially responsible development partners to make a concrete and lasting contribution to the improvement of the poor and their families.
3. FINANCIAL SERVICES AND POORTY REDUCTION
Micro financing assists the entrepreneurs to exploit the skills and competence without compromising his or herself confidence. This is because the entrepreneurs participates in designing and attaining his/her success path
The poverty lending approach of microfinance institutions (MFI) overall goals should be poverty reduction and empowerment MFIs should target the poor .Credit is indeed a powerful tool for poverty reduction
3-1 Investment in productive assets for income generation
3.2 Facilitating the household’s livelihood activities.
3.3Protection against income shocks and reduced vulnerability
3.4 Qualitative factors such as empowerment and building of social capital.
1)SERVICES WHICH MICROFINANCE INSTITUTIONS GIVE
Loans or credit
A common assumption upon which micro finance programmes are based is lack of access to credit. This is seen as most serious constraint the poor face.
Various entrepreneurs needs different loan products which most institutions try to provide
While MFIs in other countries have developed innovative products for the clients, this is not so in Kenya where credit has dominated the sector. Other products could be market linages,business training
The products currently available are ;
Ø Business loans
Ø Education loans
Ø Medical loans
Ø Small holder farmer loans
Ø Technology loans-popularly called community telephone
Ø Skill and knowledge acquisition
Most MFI s started through an integrated approach, providing training and credit. Over the time, the training has not emphasized due to various reasons:-
Ø Insurance – for proposal needs and assets
Ø Consumer loans –purchase of household items
Ø Investment loans- for acquisition or development of assets.
NB: Commercial banks have now started micro lending but for the able, employed and those with small and medium businesses and their loans are larger.
One characteristic of these loans is that they are short term between 3-24 months. There are also small loans of between shs 5,000- to shs 400,000/-
4. TYPES OF MICRO FINANCE INSTITUTIONS
Currently in Kenya, the word micro finance is generally used by any financial institution which imagines that they are lending small loans to its clients.
We see commercials banks calling themselves institutions and this distorts the sector. While micro finance institution goals are to support the poor or disadvantaged, the reasons for banks and non –banking institutions may be actually tapping the benefits of the large market to create wealth for the shareholder.
Categorically there are two types of micro finance institutions:-
4.1 NGOs: Pursuing exclusively social objectives. They use micro finance as a mean for poverty reduction
4.2 Commercial institutions; These perceive the provision of financial services as their main objectives commercial. Institutional goal is expansion to new markets for institutional image profitability
The two have very little in common e.g. vision mission lending methods, capital accesses,etc
5. DO MFI ‘s REACH THE POOR OF THE POOREST
It is commonly believed that MFI clients in general are the poor .However there is a relationship between the type of an institution and poverty level of its clients. Studies which have been carried out indicate that very few MFI’s reach the poorest of the poor. The poor benefit more on social services than credit.
Why is this :
Firstly ,because the poorest of the poor do not need credit but support to meet their immediate need e.g. food,health,etc.It is what finances do that reduces poverty and therefore, since the poor of the poorest have other pressing needs financing makes little sense.
Secondly the poorest of the poor lack physical collateral e.g. household assets which form part of collateral e.g. household assets which form part of collateral for loans
Solidarity groups lending has tried to solve this problem but still the poor of the poorest still are limited to this access
However NGO MFI’s reach more poor people than commercial MFIs.
Thirdly the push for MFIs to become financially self sustaining we have seen in Kenya donor’s pushing MFIs from the poor because they must be sustainable.
Donors have become investors and their funds have been converted to trusts or advanced through commercial banks at high fees, others have converted themselves into MFI’s thus depriving the poor of the social support
6. FINANCIALLY ABLE MFI’s CAN REACH THE POOREST OF THE POOR THROUGH ITS OWN CAPITAL
6-1 Studies have shown that there is evidence that financially sustainable institutions have increased their out reach and served a great number of the poor
6.2 MFI’s also are able to reach petty traders than commercial banks
6.3 MFI’s reach the poor especially in rural areas. Barrier to outreach are poor infrastructure, low population density, terrain and accessibility.
6-4 MFI’s give small loans which are only attractive to the poor
7.SHOULD MFI’s STRIVE TO REACH THE POOREST OF THE POOR
The answer is Yes: The main goal of micro financing the poor is to access credit even when the poor benefit more form social services. If some of the poorest are credit constrained due to other reasons as discussed above this should not be viewed as institutional failure.
The provision of credit to the poor people is complicated and expensive, requires credit worthiness and involves risks for both borrowers and lenders. It is still possible for MFI’s to deepen outreach through complimentary activities.
If this is a factor, MFI’s should be encouraged to reach a large number of poor within a diversified client group. In this endeavour to reach the poor, a wide Varity of approaches and MFI’s is needed.
These should include: Sustainable institutions to secure large scale outreach and reduction in absolute poverty, a poverty-oriented pilot programme
Although studies have not been done in Kenya on the impact and of MFI’s,other studies in Asia and latin America have shown that micro finance plays a big role in poverty reduction.However,conditions must be available for financing to play its role in this endeavour. The following are some of the achievements of micro financing:-
Ø Increased employment
Ø Increased use of family labour
Ø Increased household income
Ø Higher survival of enterprises due to access to additional finance
Ø Improved nutrition and access to health
Ø Increased participation of the entrepreneur at family and community affairs
Ø Improved self esteem
Ø Increased use of local resources
Ø Increased saving for local activities,etc.
8.SOURCES OF FINANCES FOR MFI’s
8.1 Partner contributions (grants)
8.2 Collateral savings
8-3 Reveres (profits)
8.4 Loans
8.5 Alliances and networks
Alliances and networks
This area has started being a major source of funds for MFI’s .This is more so due to two or more institutions with common missions but different skills coming together for the achievements of their goals.
Each of the institution realizes that it can achieve more by partnering with another. The relationships are well defined and each partner’s role expressed
Collaborations goals could include;-
Ø Developing new development agencies and initiatives
Ø Sharing scarce resources
Ø Intermediary- intermediation
Ø Increasing local networks
Ø Creating local networks
Ø Creating synergy
Ø Sharing skills and knowledge
Ø Sustainability
Ø Entering a local market especially for foreign institutions etc.
9.WHAT HAS BEEN THE SUCECCESS OF ALLIANCES AND PARTNERSHIPS
Well designed alliances have worked very well to the satisfaction of both partners although poorly designed ones have failed
MFI’s in Kenya mostly work with more partners and alliances and this has enable institutions to create an impact through use of resources and technical expertise of their partners.
SMEP in this regard has been able to look with various partners in the are of delivery of service to the poor in the following areas.
9.1 Agriculture Development
SMEP is currently working with a partner to provide agricultural credit to small holder farmers in Taita Taveta and Kirinyaga out of this alliance the partner has provided finances for SMEP to deliver credit to this segment which SMEP would not have done due to the nature of credit needed and our current sources of finances which is commercial borrowing. We have disbursed over kshs.75million to this community over 1 year.
9.2 SMEP is also working with a partner in kawangware and Riruta to provide business loans to the recipient of the partner other social support. This partner besides providing services such as water, sanitation, health education, decided to provide credit for income generating activities.
The size of loans needs by these clients is very small and SMEP would have found them uneconomical to disburse. Because of this alliance, we have over 500 borrowers in this location. The partner has provided a payable grant for these loans besides meeting some of our administrative costs.
9.3 Because of isolation currently being experienced by people infected by HIV/AIDS, a partner approached SMEP to provide soft loans to the clients segment of those infected or affected e.g windows.
The programme is working in all major towns in Kenya viz kisumu, Nakuru, Mombasa, Nairobi.The loans are well utilized and repayment rate is over 99% .These people have now been able to meet most of their needs without seeking for handouts.
9-4 We have signed another contract with partner interested in supporting unemployed youth to start small businesses. The partnership will deliver credit to 600 youth over 2 years.Normally; SMEP would give start –up loans.
The services to be provided are training and credit. The partner will do the training and SMEP will carry out the credit component on behalf of the partner. The partner will support SMEP with funds to meet operational costs in those areas viz: kissi, kisumu
9.5Accounting for partner funds becomes easy and cost of delivery is minimised. These partnerships have been very successful for both partners
10.In conclusion ,it is necessary to emphasize that partnerships and networks are important and necessary. They should be formed when organisations seek to mutually strengthen and sustain themselfes.They should be seen as an empowering process which relies on trust and confidence, solidarity of vision and approach and it acknowledges mutual contribution and equality.
Both partners have complimentary roles, established through negotiation s and subject to change as the partnership grows and circumstances changes
I believe effective teaching is an interactive process in which students and teachers explore and create knowledge together. Each student brings to the learning process his or her own perspective, experiences, knowledge, and insights. Classroom discussions are facilitated and students are encouraged to associate classroom experiences with life experiences. Providing a meaningful learning environment promotes the belief that students learn better if they find meaning in what they are learning. Students will achieve and learn based on their previous learning and experiences.
I believe teaching is a science, a skill, and an art. It is a science in that a good teacher must know what scientific research says about human development, motivation, and effective teaching techniques. Educators need to be classroom researchers who investigate new ways of assimilation and accommodation. Teaching is skill because educators need to effectively apply instructional strategies to their own unique classrooms. Cognitive forms of learning must be implemented and students need to learn strategies that transfer information from short term to long term memory. The best educators know the art of teaching. They have a natural talent for teaching that sets them apart from others. Educators must see the natural abilities in students and dare to bring out the best in each student, everyday.
I believe good teaching is respectful and supportive of all students. It sees possibilities and strengths in all learners. It holds high expectations for every student and promotes individual dignity, encourages cross-cultural understanding, and empowers the individual to excel. It allows the learner to make significant choices that connect to his or her real world. Effective teaching is student centered, impartial, and multicultural in its focus.
I believe effective teaching leads rather than preaches. Teaching provides students with opportunities for learning and real life application. Learning experiences support comprehension and assimilation of new information. Students should continue to learn even when class is not in session. Successful teaching encourages students to value who they are, and not a particular grade. Enabling students to integrate new information with daily life and other subject areas allows for internal happiness and provides intrinsic motivation in the classroom. A student becomes smarter because they are genuinely motivated to learn and actively add to the enthusiasm of the classroom.
I believe teaching is a complex process, which involves taking a risk, experimentation, and creativity for both the educator and the student. The best teaching is that which provides the learner with productive thinking skills and an insightful learning experience. An educator must challenge students to see the value in being genuinely interested in learning and achieving life goals.
Sureel singh
Today is the day of the African child. We celebrate this day because in 1976 in Soweto in South Africa thousands of black school children demonstrated to protest the inferior quality of their education and demanded their right to be taught in their own language. Hundreds of youth were shot down and more violence followed this event. Since 1991, this day has been celebrated all throughout Africa and in fact, the world.
In other words, this day is celebrated because you as youth, as African youth, have the right to live with full dignity and your community, government, institutions are meant to serve this goal along with you.
What do we mean by dignity?
dig·ni·ty n
1. a proper sense of pride and self-respect
2. the condition of being worthy of respect, esteem, or honor
Encarta® World English Dictionary © 1999 Microsoft Corporation.
Failure
fail·ure n
1. a lack of success in something, or an unsuccessful attempt at doing something
2. something that falls short of what is required or expected
3. somebody who or something that is unsuccessful
4. a breakdown or decline in the performance of something, or an occasion when something stops working or stops working adequately
5. inadequate growth, development, or production of something
6. a financial collapse, usually leading to bankruptcy
Encarta® World English Dictionary © 1999 Microsoft Corporation.
In Kenya, more than 40 percent of adults do not have productive employment. In Kitui district, about 46 percent of women and about 49 percent of men are economically inactive. More women, roughly 40 percent provide unpaid labour in family farms than men 25 percent. In Kitui district, 66 percent of the population is poor, acc. to district planning unit. Much of the povertycan be attributed to large family sizes, low agricultural activity due to high land subdivision, high disease, poor marketing and quality of products, unemployment,
In Kitui, a study conducted in 2003 found that there is demand for cheap but quality finished goods and services to farmers and people working in small scale businesses. There is need for creativity, technical skills and business education. There is need to inprove and add value to current courses to make them more relevant to community demand. In Kitui, indigenous technology thrives in the form of horticulture, weaving, floriculture, carving etc.
In Kenya, the illiteracy rate is 22 percent but female illiteracy is 30 percent.
women are 51 percent of the world’s population. (Nairobi conf. for women in 1985)
they do 66 percent of the world’s working hours
they earn ten percent of the world’s income
and they own less than one percent of the world’s assets.
does a tailor have to be a woman?
can a girl not be a mason? she can carry heavy loads.
VISION STATEMENT
Empowered and self-reliant youth and communities capable of generating wealth for better quality of life for all.
MISSION STATEMENT
To offer quality training to youth and community members, as per their demands and needs, to enhance business and technical skills and create employment opportunities.
CORE VALUES
Ø Quality of life
Ø Youth, Children, community
Ø Empowerment and self-reliance
Ø Business and technical skills
Ø Wealth Generation
INTRODUCTION.
Commitment Cycle of a Healthy YP
Implement
Delegate Evaluate
Decide
Recommend
Strategic planning is having something like a stool which have four legs which without one cannot function.
- Structures - MC, Staff, Trainees etc
- Policy - Government
- Systems - Money, Construction, hiring
- Strategy - This is the direction, action or style of implementation, decision making, plan
of how and what to do.
Real Strategic Planning Involves.
(1) History
(2) SWOT
- Strength
- Weakness
- Opportunities
- Threats
(3) VMGO
- Vision
- Mission
- Goals
- Objectives
(4) Plan of Action – For 5 years
Expectations & Facts
1. Setting the goals 1. How to achieve our goals
2. To know development plans, divide them
prioritize, then look for ways of implementing 2. Issues of shareholding is not well handled
we might not achieve our goals
3. To share openly our views and ideas 3. Some might choose not to speak or
participate.
GROUND RULES WERE SET.
HOME WORK.
Participants were told to have identified the following by the next meeting.
(i) Strength – What good or advantages we see about or in our YP
(ii) Weakness - What bad things or hindrances, the limitations and the problems affecting
our YP.
(iii) Opportunities - Possible chances to change things for the better eg. if Government change
the management of Yps from the Labour Ministry to education ministry.
(iv) Threats - Things that stop positive things from happening eg HIV/Aids, deaths etc.
THE YP’S STRENGTHS.
Ø Qualified personnel (staff). Instructors who have trained in specified fields
Ø Adequate field for expectation of the institution
Ø It’s a trade testing centre
Ø Have a Management Advisor
Ø Have a competence MC
Ø It offers information Technology
Ø Networking with GoK, NGO’s and others
Ø Sponsored by CCF
THE YP’S WEAKNESSES.
Ø Low enrolment
Ø Lack of enough funds to run the YP
Ø Demoralized staff due to salary arrears
Ø Lack of modernized tools
Ø People not ready to adopt change
Ø Lack of support from provincial Administration
Ø Lack of vehicle for MuM
Ø Poor payment of fees
Ø Poor management structures and practices
Opportunities
Ø Government grants and CDT - & CCF
Ø Broad catchment area for more trainees
Ø Introduction of more courses
Ø Donor support
Ø Community support
Ø Electricity, water kiosk, borehole
Threats.
Ø Poverty and drought
Ø Negative attitude toward the YP
Ø Lack of Government policies
Ø No bursaries
Ø Increase of trade test fee from 500 to 1300
Ø Competition amongst YPs instead of co-operating
Ø Lack of trainees exposure.
26/07/05.
1. How can strengths be used to take advantage of opportunity?
2. How can we overcome the weaknesses to avoid threats?
NB: See the page with these questions and answers.
The YP Vision Statement.
(1) To change the YP to a training centre or a National Polytechnic.
(2) Increased and improved quality life among the youth and the community through quality skill training and community development ie. Reducing dependence on agriculture only.
(3) To have empowered youth and community members in the catchment area with technical and business skills for self-reliance.
(4) To offer many advanced courses.
(5) To train youth to assist parents, families and community to fight poverty and disadvantages through using technical skills and generating wealth in self-employment, business activities and through leadership.
(6) To be wealthy as YP and as a community.
(7) Youth gaining further (Advanced skills and opportunities.
COMMON ELEMENTS WERE.
Ø Quality of life
Ø Youth, Children, community
Ø Empowerment and self-reliance
Ø Business and technical skills
Ø Wealth Generation
VISION STATEMENT.
Is to have empowered youth and community members for self-reliance and wealth creation for better quality life.
MISSION STATEMENT.
Is to offer quality training to the youth and the community members as per their needs and demand to enhance business and technical skills to create job opportunities and employment.
HOW CAN STRENGTHS BE USED TO TAKE ADVANTAGE OF THE
OPPORTUNITIES.
Ø Enough rooms to introduce more courses.
Ø Electricity for electric related courses.
Ø Committed MC and dedicated staff can increase enrolment, raise more money and reduce debts.
Ø Good relationship with donors will increase our resource base.
Ø Catchment area can be used to market the YP and its products.
HOW TO OVERCOME WEAKNESSES TO AVOID THREATS.
- Low enrolment - Use community members to increase.
- Advertise
- HIV/Aids - Train the youth to change behaviour
- Lack of provincial Administration support
- Involve them
- Poverty - Train people on how to eradicate it
- Lack of Government support - Request from them Government cash and materials
- Demoralized staff - Give salary on time
- Solve problem before it becomes serious
- Start income generating activities
- Take them to skills upgrading
- Take them to exposure visits.
- Poor payments of fees - Parents/guardians to be called and told of their children fee balances
- No enough instructors - Recruit enough instructor and pay them.
ITHIIANI YOUTH POLYTECHNIC
P.O. Box 253 KITUI 90200 Tel: 0721-404602
ASSISTED BY MINISTRY OF LABOUR AND HUMAN RESOURCES;
THE CHRISTIAN CHILDREN’S FUND NGWATANIO PROJECT;
AND VOLUNTARY SERVICES OVERSEAS
CONSTITUTION
approved April 13th 2005
1. NAME
2. VISION
3. MISSION
4. ORGANISATIONAL STRUCTURE
5. CATCHMENT AREA & COMMUNITY DELEGATES
6. PROCESS OF ELECTION & DISSOLUTION OF M.C.
7. MINIMUM QUALIFICATIONS
8. TERM OF OFFICE
9. MANAGEMENT COMMITTEE COMPOSITION
10. RESPONSIBILITIES OF MANAGEMENT COMMITTEE
11. EXECUTIVE COMMITTEE COMPOSITION
12. RESPONSIBILITIES OF EXECUTIVE COMMITTEE
13. ROLE OF OFFICE BEARERS
14. ROLE OF SPONSOR(S)
15. MEETINGS & ATTENDANCE
16. VOTING
17. POLYTECHNIC FUNDS & FINANCIAL CONTROL
18. REVIEW & AMENDMENT OF THE CONSTITUTION
1. NAME
The name of the polytechnic will remain ITHIIANI YOUTH POLYTECHNIC and will be reflected as the POLYTECHNIC throughout this constitution.
2. VISION
Empowered and self-reliant youth and communities capable of generating wealth for better quality of life for all.
3. MISSION
To offer quality training to youth and community members, as per their demands and needs,
to enhance business and technical skills and create employment opportunities.
4. ORGANISATIONAL STRUCTURE
The polytechnic follows the organisational structure outlined below.
4.1. Ministry: The Government always determines the Ministry where the Polytechnics fall in. Currently, all government-assisted polytechnics report to the Ministry of Labour and Human Resources.
4.2. Director of Vocational and Industrial Training (D.V.I.T): The polytechnics directive comes from D.V.I.T.
4.3. Provincial Applied Technology Officer (P.A.T.O): P.A.T.O is the public officer in charge of youth polytechnics in the province.
4.4. District Applied Technology Officer (D.A.T.O): D.A.T.O is the public officer in charge of youth polytechnics in the district.
4.5. Community Members: These are the community members from the catchment area of the youth polytechnic. They are the owners of the youth polytechnic. They are eligible to stand for elections as well as elect community delegates and management committee members to represent the community. The polytechnic and its management committee are ultimately accountable to the community members and must report regularly to the community.
4.6. Community Delegates: These are community members who are effected by and can influence the youth polytechnic i.e. they are the stakeholders in the youth polytechnic. Community delegates represent all parts of the catchment area. The community delegates are responsible for electing the polytechnic’s management committee.
4.7. Management Committee: An elected body from the community, sponsor, parents and the administration runs the polytechnic.
4.8. Sub-Committees of the Management Committee: These are small group of management committee members who have a specific responsibility to work on particular development tasks, for example, physical development; marketing; community mobilization; training; etc. The executive committee is also a sub-committee of the management committee. All sub-committees are appointed by and report to the Management Committee.
4.9. Manager: A manager is employed by the management committee to co-ordinate all day-to-day activities of the youth polytechnic.
4.10. Deputy Manager: The Management Committee together with the manager appoints him/her to assist the manager in daily operations of the polytechnic.
4.11. Instructors and Support Staff: There shall be instructor(s) in every trade and support staff as determined by the number of trainees. The greater the enrollment, the more instructors will be allowed based upon a ratio determined by the M.C. in consultation with the D.A.T.O.
4.12. Trainees Representatives: These representatives are elected by trainees from amongst themselves with support from staff and manager. Representatives should conduct themselves responsibly and must have a record of good conduct and performance at the polytechnic.
4.13. Trainees: There will be trainees for every trade in the polytechnic.
5. CATCHMENT AREA & SELECTION OF COMMUNITY DELEGATES
5.1. The catchment area of the polytechnic refers to the geographical area from where trainees currently come to the polytechnic as well as the target area from where trainees are expected to be recruited due to a need for vocational training and/or shortage of other polytechnics.
5.2. Currently, this catchment area include the locations of:
5.2.1 Changwithya West
5.2.2 Itoleka
5.2.3 Changwithya East
5.2.4 Yatta
5.2.5 Nzambani
5.2.6 Kwa-vonza
5.2.7 Katulani
5.2.8 Mulango
6. PROCESS OF ELECTION & DISSOLUTION OF THE MANAGEMENT COMMITTEE
6.1. New Management Committee Elections will be held every two years.
6.2. Voting for new MC members will be held at the Annual General Meeting of formal representatives from the community comprising the catchment area of the polytechnic.
6.3. Voting will be done by secret ballot with one vote per person per office. Elections will be presided over by the D.A.T.O./office-in-charge.
6.4. Special consideration will be given to age, gender, geographic location, disability, skills, education and qualifications that are able to actively participate in the development of the polytechnic.
6.5. When nominating a candidate for membership in the MC, he/she must be seconded by another participant. The nominee shall then either accept or reject the nomination before voting takes place.
6.6. All potential nominees must be physically present for the duration of the entire annual general meeting in order to be elected. Absentee nominations are not allowed.
6.7. Community Delegates will elect new community representatives to the MC at the end of their term.
6.8. Parents/Guardians will elect new representatives to the MC at the end of their term.
6.9. The Secretary of the Management Committee, in consultation with the D.A.T.O. will issue an official letter informing the current MC within 90 days of the end of their term.
6.10. The Annual General Meeting must be held before the end of the current MC’s term so as to ensure a smooth process of transition from one MC to another.
6.11. Elections will be held earlier only if the membership of the MC falls below the number necessary for a quorum i.e. 10 members or if either the member or a trainee (in case of a parent/guardian representative) have been removed for disciplinary reasons.
7. MINIMUM QUALIFICATIONS OF MANAGEMENT COMMITTEE MEMBERS
7.1. People with K.C.P.E./C.P.E. certificates and above.
7.2. People who are able to read, write and communicate in Kikamba and Kiswahili.
7.3. People who are committed to the polytechnic and the policies and procedures governing the institution.
7.4. People without any criminal record.
7.5. People with good conduct and ability to work well in teams.
7.6. People who are able to participate actively in the affairs of the polytechnic.
7.7. People with an interest in youth development and vocational training.
7.8. People who are accountable to community members, parents/guardians, staff and trainees of the polytechnic.
8. TERM OF OFFICE
The Management Committee members and the executive will serve for a period of two years and are legible for re-election once.
9. COMPOSITION OF THE MANAGEMENT COMMITTEE
9.1. There shall be a Management Committee (M.C.) to govern all affairs of the Polytechnic and nominated and elected by a community-based Management Committee Selecting Panel.
9.2. The M.C. shall be composed of members with qualifications, skills and experiences that will assist the development of the polytechnic.
9.3. The membership of the Management Committee shall not exceed fifteen (15) members in number, not including the ex-officio members.
9.4. M.C. members shall be:
9.3.1 Five (5) Parents/Guardians, at least three (3) must be women.
9.3.2 Four (4) Members of the community taking into account the polytechnic’s catchment area, at least two (2) must be women and at least one (1) must be a youth.
9.3.3 The Manager is to act as the secretary of the Management Committee
9.3.4 Three (3) persons will be appointed by the Sponsor(s), at least one (1) must have a trainee in the polytechnic and at least one (1) must be a woman.
9.3.5 Two (2) personalities with experience in Youth Development, at least (1) must be a woman.
9.3.6 Public Officers such as M.P., Councillors, Chiefs and Assistant Chiefs will be invited to attend in their respective capacities but without voting powers. They constitute ex-officio membership in the M.C.
9.3.7 The Management Committee members shall elect the following office bearers (except the Secretary who is the Manager of the polytechnic):
9.3.7.1 Chairperson
9.3.7.2 Vice-chairperson
9.3.7.3 Treasurer
9.3.7.4 Secretary (Manager of the polytechnic)
10. RESPONSIBILITIES OF MANAGEMENT COMMITTEE
10.1 The M.C. shall administer and control the polytechnic in accordance with the contents of this constitution.
10.2 The M.C. shall review and amend the constitution, code of regulations and other policies and procedures governing the polytechnic as required.
10.3 The M.C. shall prepare and implement the polytechnic’s strategic plan, including the polytechnic’s mission, vision, goals and objectives.
10.4 The M.C. shall recruit the polytechnic’s staff in consultation with the D.A.T.O./officer in-charge
10.5 The M.C. shall recommend disciplinary action to be taken if need be, termination of staff member(s) to the D.A.T.O./officer in-charge. The staff member shall first be given the opportunity to defend him/herself and he/she should be accompanied by one person in such a meeting as a witness.
10.6 The M.C. shall be responsible for the physical development of the polytechnic.
10.7 The M.C. shall assist in looking for contracts for the polytechnic to provide practical training opportunity and earn income.
10.8 The M.C. shall be responsible for mobilizing community support and for marketing and advertising the polytechnic.
10.9 The M.C. shall be responsible for the welfare of staff.
10.10 The M.C. shall, with the approval of the D.A.T.O/officer in-charge, determine the scale of fees payable by the trainees to the polytechnic.
10.11 The M.C. shall approve or disapprove the proceedings of the Executive.
10.12 The M.C. shall receive audited report of each financial year.
10.13 The M.C. shall receive each year’s budget from the Manager to approve or disapprove.
10.14 The M.C. shall ensure that there are enough training facilities in the Y.P.
10.15 The M.C. shall be the bridge between the polytechnic and the community.
10.16 The M.C. shall have the powers to suspend any officer bearer and/or MC member who shall not account properly for the funds and property of the polytechnic; who shall conduct him/herself in an irresponsible manner e.g. alcohol abuse, verbal abuse, intimidation, etc.
10.17 The M.C. shall call community delegates to elect new member(s) of the management committee to replace errant member(s).
11. EXECUTIVE COMMITTEE COMPOSITION
11.1 The Executive Committee of the polytechnic shall consist of
11.1.1 Chairperson
11.1.2 Vice-chairperson
11.1.3 Treasurer
11.1.4 Secretary (Manager)
11.1.5 D.A.T.O/P.A.T.O/Government Officer in–charge of polytechnics in the district
11.2 The chairperson, treasurer and secretary shall be the polytechnic’s bank account signatories.
11.3 The quorum for the Executive Committee shall be three members - the chairperson, the treasurer and the secretary.
12 . RESPONSIBILITIES OF EXECUTIVE COMMITTEE
12.1 To give closer guidance to the Manager in the implementation of the decisions of the Management Committee.
12.2 To authorize financial transactions and develop proposals on behalf of the Management Committee.
12.3 To prepare the agenda of the Management Committee meeting.
13 . ROLE OF OFFICE BEARERS
13.1 The Chairperson shall be elected by the M.C. members and his/her duties shall be to:
13.1.1 Call and chair meetings
13.1.2 Represent the polytechnic in Executive forums
13.1.3 Ensure smooth running of the polytechnic as per this constitution
13.1.4 Resolve conflicts
13.1.5 Co-ordinate the other members in implementing institutional development projects
13.2 The Vice-Chairperson shall be elected by the M.C. members and his/her duties shall be to:
13.2.1 Assist the Chairperson in carrying out his/her duties
13.2.2 Perform all the duties of the Chairperson in his/her absence
13.3 The Treasurer shall be elected by the M.C. members and his/her duties shall be to:
13.3.1 Exercise Financial Control and oversee Financial Management of polytechnic funds
13.3.2 Ensure proper utilization of finances of the polytechnic
13.3.3 Act as advisor to the M.C. members on financial issues
13.3.4 Ensure that all financial transactions are recorded properly in books of accounts
13.3.5 Present the books of accounts to the auditor appointed by M.C.
13.4 The Manager of the polytechnic will act as the Secretary of the Management Committee and his/her duties shall be to:
13.4.1 Manage the day-to-day activities of the polytechnic
13.4.2 Control the budget of the polytechnic and shall together with the treasurer, present the statement of accounts to the M.C. every term.
13.4.3 The manager will also present the auditor’s findings along with the treasurer to the M.C. on an annual basis.
13.4.4 Receive trainee fees and government grants on behalf of the M.C.
13.4.5 Be responsible for discipline in the polytechnic
13.4.6 Present monthly, quarterly and annual reports to the M.C.
13.4.7 Maintain suitable standards of conduct and behavior among staff and trainees.
13.4.8 Ensure that relevant and approved curriculum are followed for instruction within the polytechnic
13.4.9 Act as the secretary of the M.C. by taking and reading minutes and keeping the M.C.’s records.
13.4.10 Write letters for external and internal communications
13.4.11 Represent the polytechnic in external forums
13.4.12 Maintain the polytechnic’s calendar of events
13.4.13 Act as one of the bank account signatories
14 . ROLE OF SPONSOR(S)
14.1 A sponsor shall be a person or authority supporting the polytechnic materially and/or financially. Currently, the Christian Children’s Fund (CCF) is a sponsor of Ithiiani Youth Polytechnic and supports the polytechnic materially and financially.
14.2 A sponsor shall not be deemed to be the owner of the polytechnic and shall not have veto powers.
14.3 A sponsor shall cease to be involved in the running of the polytechnic if two thirds of the Management Committee decides so in a general meeting or if the Government has reason(s) to believe that further involvement of the sponsor(s) will not be beneficial to the polytechnic.
14.4 Clear documentation of agreement between the sponsor and the polytechnic will be kept in the polytechnic’s office.
15. MEETINGS & ATTENDANCE
15.1 The Management Committee shall meet at minimum, once per term that the polytechnic is in session and more often as needed. Each member shall be informed of the dates of meetings in writing by the Secretary in no less than fourteen days before the meeting.
15.2 A special meeting may be called for a specific purpose by the Chairman through the Secretary, as needed. The letter of such invitation should bear the agenda of such a meeting.
15.3 The quorum of the M.C. meeting will not be less than two thirds of all elected members.
15.4 The quorum of a special M.C. meeting will not be less than one third of all elected members.
15.5 Any member who fails to attend three consecutive meetings without an apology shall cease to be a member of the polytechnic’s M.C. A member is only allowed three apologies before ceasing to be a member of the MC. Members will be informed about their dismissal through an official letter from the Chairman of the MC.
15.6 The secretary will take and prepare accurate minutes of all meetings to be reviewed and approved by the MC at the next meeting.
16. VOTING
16.1 All resolutions shall be decided by voting or by show of hands. Secret ballot will be used in times of equality.
16.2 The secretary of the MC is responsible for taking accurate minutes of all resolutions. These minutes must be reviewed and approved at each MC meeting.
17. POLYTECHNIC FUNDS & FINANCIAL CONTROL
17.1 The Manager must seek approval of Management Committee for all intended expenditure by the polytechnic. No expenditure should be incurred without the approval of the Management Committee. Such approvals should clearly be minuted during M.C. meetings and the approving minutes quoted on the payment voucher in all payment.
17.2 The Manager will present an annual budget to the MC for review and approval at the beginning of the first term and at the end of the third term.
17.3 The Manager will present a term budget to the MC at the beginning and end of every term.
17.4 After approval by the Management Committee, the Manager and the Executive Committee may carry out the services or purchase goods.
17.5 After services have been rendered or goods received, the Manager shall prepare the payment vouchers. The payment vouchers should quote the authorizing minute(s). issue notes number and the invoice. This voucher should be recommended by the Treasurer.
17.6 The voucher is then presented to the Chairperson or his/her designated with supportive documents such as committee minutes, order sheet, issue notes, and invoices. The chairperson then authorizes the payment voucher after scrutinizing the available documents and certified that everything is in order.
17.7 The treasurer or his/her designate then writes the cheque against the authorized amount in the voucher. The cheque is then signed by the Manager and the Treasurer.
17.8 Cheques with amount above Kshs 5,000 must be presented to the authorized Government Officer in-charge for counter signature.
17.9 All payments must be made against payment vouchers, except in very special cases when standing imprest is used. All payment of goods and services worth Kshs 2,001 and above should be paid for by cheques. The payments must be made after the goods are received.
17.10 The Management Committee may approve a reasonable standing imprest (cash on hand) for the Manager for incidental expenditure. Cash on hand for this purpose should not be more than Kshs 2,000.
17.11 All monies received by the polytechnic from fees, sales of items, contracts undertaken by the polytechnic, Government grants, sponsor or any other source must in the first instance be banked. Money authorized by Management Committee to be spent as imprest will be withdrawn from the bank following the normal procedure described above. This implies that no Manager shall spend polytechnic funds without obtaining proper authority from the Management Committee Chairman, and authorized Government Officer.
17.12 The Manager must prepare monthly financial returns, statements and reports, which should be approved by the Executive Committee and sent to the Government officer in-charge.
17.13 Strictly four approved signatories should be submitted to the bank. They should be signatures of the:
17.13.1 Chairman
17.13.2 Treasurer
17.13.3 Manager/Secretary
17.13.4 D.A.T.O/Officer in-charge of polytechnics in district
17.14 The funds of the polytechnic shall be used for the following purpose and governed by appropriate, written policies and procedures:
17.14.1 Payment of salaries as in an approved annual and/or term budget
17.14.2 Payment of appropriate allowances as in an approved annual and/or term budget
17.12.2 Purchasing of tools, equipment and training materials as in an approved annual and/or term budget
17.12.3 Repair and maintenance as in an approved annual and/or term budget
17.12.4 Purchase of stationeries as in an approved annual and/or term budget
17.12.5 Purchase of adequate food and water supplies for trainees and staff as in an approved annual and/or term budget
17.12.6 Development of the polytechnic as per the priorities set by the M.C. as in an approved annual and/or term budget
17.15 All books of accounts shall be presented to an external Auditor appointed by the M.C.
17.16 The audit report shall be an agenda item in the meeting following the auditor’s report.
17.17 No auditor shall be an office bearer or member of the M.C.
17.18 Detailed financial management procedures and policies should be followed as per the polytechnic’s Financial Management Guidelines.
18. REVIEW & AMENDMENT OF THE CONSTITUTION
18.1 This constitution must be reviewed at least once every year in a meeting of the entire management committee to ensure that all members are knowledgeable about and in agreement with the contents of the constitution and to make any necessary amendments.
18.2 All proposals to amend this constitution shall be forwarded to the Secretary/Manager to be submitted to the members in their next meeting.
18.3 The amendment of this constitution shall be approved by at least two-thirds of the community delegates and the management committee at an annual general meeting.
18.4 Government circulars and policies updates shall be incorporated in the constitution in a timely manner. All amendment resolutions shall be made by voting
MATINYANI YOUTH POLYTECHNIC
MINISTRY OF LABOUR & HUMAN RESOURCE DEVELOPMENT
P.O. Box 996, KITUI Tel: 0723-370509
Graduation Day Programme
November 25th 2005
Welcome to Matinyani Youth Polytechnic’s very first Graduation and Open Day. We are honoured to welcome you to our polytechnic on this historical day. The Management Committee of Matinyani Youth Polytechnic, together with our instructors, support staff and trainees have prepared for many months to make today a special celebration of our graduating trainees and to share the YP’s successes and challenges with all our stakeholders. Our Management Committee (MC) is comprised of community leaders, parents and guardians and the provincial administration along with myself as the secretary of the YP. Our trainees are also represented through elected representatives on the MC.
Our YP’s shared and collectively developed VISION statement is
A developed and peaceful Kenya whose citizens live with dignity, free from suffering, and whose youth have enough resources and opportunities for advancement.
Our YP’s shared and collectively developed MISSION statement is
To provide quality technical training to youth for employment, self-discipline and community benefit.
We strive to work towards this vision and mission with your support. Below is a tentative programme for today. Mr. Robert S. Muinde, MC Member, will be the Master of Ceremony for the day’s programme. Kindly limit your speech to a maximum of 5 minutes to allow all esteemed guests to bless our youth as they start their journey into the working world. Thank you very much for being with us today and boosting our confidence. You are welcome to visit us often and guide us with your ideas and actions.
Yours truly,
Gabriel K. Kilonzo
Project Manager
Time
Item
10:00 am – 11:30 am
Arrival of all Guests; Sign in to Attendance Register; Seat and Self-Tour of Products
11:30 am – 11:40 am
Opening Prayer – Invited Pastor/Priest
11:40 am – 11:50 am
YP Manager’s Official Welcome Speech & Introduction to Staff Members
11:50 am – 12:20 pm
Compound Tour and Product Display - YP Manager and Instructors
12:20 pm – 12:30 pm
YP MC Chairman’s Speech & Introduction to MC Members
12:30 pm – 1:30 pm
Entertainment
(a) Songs by YP Trainees
(b) Poems by YP Trainees
1:30 pm – 3:00 pm
Brief Speeches
(a) Trainees’ Representatives
(b) Ex-Trainees/Graduates
(c) Instructors
(d) Management Advisor/VSO Volunteer
(e) Visiting YP Managers from Partner YPs
(f) Invited Guests
Ø Head Teachers
Ø Community & Women’s Group Leaders
Ø Volunteers
(g) Chiefs
(h) Chief Guest
3:00 pm - 3:30 pm
Certificates and Awards Ceremony
3:30 pm – 3:40 pm
Vote of Thanks – Chairman
3:40 pm – 3:45 pm
Closing Prayer
3:45 pm – 4:30 pm
Lunch and Departure
