American Friends Service Committee, Dialogue and Exchange Program

DEP Report Africa Youth Initiative Network Regional Advisory group planning and evaluation Meeting, Kigali Rwanda 21st - 25th November 2003.

A. Problem being addressed:

On a day-to-day basis, African youth are faced with challenges of HIV/AIDS, unemployment, underemployment, lack of opportunity for education and skill building, hunger, disease, war, other effects of economic deprivation, and lack of political power. Despite this fact youth remain under-represented at on-going discussions, debates and decisions taking place at many levels about the direction of Africa's development. It is not the practice of African governments to consult youth on development issues as they formulate policies that affect their countries and the youth themselves. Despite espousing the principles of equality and citizens' participation as any democratic privilege, the lack of youth representation exists equally within African civil society processes as well as within a majority of governments in Africa. Discussion forums on the Africa Union and NEPAD are the most recent examples of having no or token representation of youth.

In the last century, African youth were the foot soldiers and cannon fodders of its wars, as stakeholders for peace and stability today and the future; they have a major interest in being the movers and shakers of a permanent peace and sustainable development movement for Africa.

Through networks such as AYINET, young African people have organized themselves at different levels as they seek to get actively involved in adding value to the continents' development processes. AYINET is a network that seeks to assert African youth as leaders seeking a radical shift on debates and policy around Africa's development through promoting youth participation. It is now more important than ever for government decision-making processes, both at regional and national levels, to consciously draw on the wisdom of all people who would be affected by the policies they formulate.

Since August 2003 AFSC and strategic partners such as Safer Africa and Quaker Peace Center have committed to developing leadership capacities of committed African youth through their organizations and groups. Due to limited resources for developing processes for sustained and collective action, these youth organizations have to be effectively organized at the local, national, continental and international levels as they seek to influence development policy in Africa.

B. Goal:

• To build the leadership capacities of the AYINET Africa Regional Advisory to further the mission of AYINET.
• To streamline and strengthen the structure, and activities of AYINET for 2004.
• For AFSC to develop a devolvement plan in conjunction with partner organizations that will ensure sustainability AYINET activities beyond the years of the Africa Initiative.

C. Objectives of the project:

1. To facilitate a leadership training in the context of the AYINET movement for AYINET leaders.
2. To undertake a SWOT of the structure and operations of the AYINET regional Advisory Group with a view to strengthening its ability to execute its functions.
3. To design an evaluation plan and tools to evaluate past AYINET activities and plan future activities at all functional levels.
4. To prioritize on AYINET intervention program area(s) that seek policy outcomes and assessment of committee responsibilities and capacities.
5. To evaluate a draft leadership-training package for future training's and youth exchanges.
6. To design a model work plan for AFSC support after leadership training's.
7. To develop an outreach strategy and plan for AYINET.
8. To discuss and come to a resolution on the functions of AU and NEPAD internships, and how they should serve AYINET.
9. To assess Rwanda as a possible destination of the Africa Initiative Youth Exchange.

The following is a summary assessment of the achievements of the meeting objectives.

I. Leadership training in the Context of AYINET

In lieu of the universal interest in leadership development by AYINET, participants shared what they considered to be the driving or motivating forces that provided impetus for their involvement in AYINET. Under this section the participants articulated the reasons for their involvement in AYINET. The group re-visited the mission, vision and objectives of AYINET to make sure that they had the capacity to achieve them and identified what capacity needs to be addressed for its leadership to be to propel its activities independently and effectively.

II. To undertake a SWOT of the structure and operations of the AYINET

In their reports on the performance of AYINET at national and regional levels participants highlighted its achievements and challenges since the Nairobi meeting around the identified post conference follow up work. The group identified the major constraints that had limited the performance of network members from executing their assigned responsibilities. It was also noted that the financial resources as well a responsibilities for undertaking the day to day running of the network concentrated in few individuals was limiting its effectiveness. Given the constraints the Africa Regional Advisory Group was reduced to four to enable easier coordination and implementation of activities.

The members identified were given responsibility based on their reiteration of the ability and time to contribute as AYINET leaders at continental levels. The roles and timed work plans for the new Steering committee were redefined. A strong recommendation was forwarded for strengthening the management capacity of the identified core while simultaneously working toward fundraising for full time persons to staff the network. AYINET steering committee recognized the potential AYINET has to be an influential youth activist network on the continent. The committee noted that ensuring professionalism and quality assurance would bolster AYINET's success. From this meeting the focus of AYINET will be specifically to give attention to the following critical areas:

1. Develop and sustain good governance and implementation mechanism
2. Develop strategies that adequately addresses common issues at multiple levels based on the points and recommendations identified by this planning meeting

III. Evaluation plan and tools for AYINET activities

Performance evaluation was done at two levels:

1. The country reports and reports on steering committee responsibilities.
2. Secondly participants filled in a performance evaluation feedback form which gave information on the following: progress made since the March 2003 youth conference when AYINET was founded; The experience organizations had working in collaborative projects on identified civic and policy processes, target populations, and challenges they faced.

IV. AYINET intervention program area(s)

Based on the recommendations made at the Nairobi youth conference where AYINET was founded, the reports from the AFSC pilot Africa Initiative leadership training and exchange (AIYE) Anthony a consultant with Jubilee South Africa presented a draft training package for future AIYE. This training package included a Train the trainer package which will used by trainees or replicating the training. The participants gave feedback to the training package incorporates he priorities identified by AYINET is this meeting.

V. Draft leadership-training package

Based on the recommendations made at the Nairobi youth conference where AYINET was founded, the reports from the AFSC pilot Africa Initiative leadership training and exchange (AIYE) Anthony a consultant with Jubilee South Africa presented a draft training package for future AIYE. This training package included a Train the trainer package which will used by trainees or replicating the training. The participants gave feedback to the training package incorporates he priorities identified by AYINET is this meeting.

VI. To design a model work plan for AFSC support after leadership training's.

With regard to this point the consultant suggested that participating organizations need to be actively involved in the preparatory sessions before participants go for training. Among other things organizations ought to look at what would enable participants to apply their gained experience and knowledge usefully.
A model work plan was not developed due to time constraints, however AYINET local organizations where seen as key to organizing pre and post training outreach activities.

VII. To develop an outreach strategy and plan for AYINET.

Due to time constraints, the outreach plan was not develop but a process was identified for its development.

VIII. AU and NEPAD internships

The internship with AU and NEPAD where seen as consistent with AYINET thrust number one on policy formulation and implementation. It was felt that it was very important for AYINET members to be up to date with government policy issues at national and at intergovernmental levels to enable it to advocate effectively and educate and mobilize from an informed position. These internships were seen as key in contributing to this thrust. AFSC was encouraged to go ahead and look for ways in which these programs could be established.

IX. To Assess Rwanda as a possible destination of the Africa Initiative Youth Exchange.

The participants visited a site for the Africa Initiative Youth Exchange. It was found out that the identified venue had the meeting, accommodation and catering facilities for the groups of up to 30 including participants and trainers. The organizers also gained good experience with regard to Visa process getting in Rwanda. The host for the next youth exchange will work with AFSC to develop a list of resource people locally available in Rwanda that will provide the training.

D. Description of Activity:

This section presents an overview of the meeting process and places emphasis on the actual product or outcome achieved in accordance with the objectives of the meeting. The presentation of each outcome is preceded by a brief summary of the process that unfolded leading up to it.

The Rwanda meeting took place at a critical juncture several months after the inception of the Africa Youth Initiative Network (AYINET). It no doubt has a very competent and committed force driving it but unfortunately the burden of responsibility for daily and critical programmatic work rests on too few people. The ‘spirit' of change that provided impetus for the network inception was beginning too weaken. This weakening resulted mainly because the ownership of AYINET had not yet been rightfully claimed. It furthermore needed to be strengthened by establishing a team that not only was committed to the process but also available to perform.

The meeting commenced with Zawadi Nikuze Assistant Coordinator of the Friends Peace House welcoming participants to Rwanda and the AYINET meeting. In her presentation she gave to participants the specific objectives of the meeting.

Nachilala Nkombo the AFSC Africa Initiative Youth Coordinator in her opening remarks pointed out that the broad goal of the meeting was for AYINET to revisit itself i.e what it is? What it does? Who it serves? How it carries out its work and what policies it would impact in the future around the established fundamentals of AYINET identified in the founding conference.

This meeting was particularly important because it was the first time AYINET leaders were meeting after the founding of AYINET at the Africa Young Voices Conference held in March 2003 in Nairobi Kenya. At this Nairobi meeting participants were charged with the deep desire to make a contribution toward change in their communities as well as Africa as a whole. The vision, values of AYINET, training needs and post conference follow up were articulated. However time was limiting for the meeting to come up with comprehensive frameworks of implementation that included an assessment of capacity for day to day work and articulating of short and long term measurable objectives to be attained by the network.

Given the above, this gathering was therefore an AYINET evaluation and planning meeting that would enable the Africa regional advisory (also referred to as the steering committee in this document) to evaluate it self, make adjustments to its functionaries and plan activities that the network can implement within its capacity for the next year. This meeting was important for AFSC because the main thrust of the AFSC Africa Initiative Youth Program was to build capacity of a cadre of youth leaders that would contribute to development debate on Africa and mobilize each other and their communities toward specific policy outcomes.

In the light of the fact that AYINET is a product of an AFSC program with a fixed life span of 3 years ending September 2005,it was important for the meeting to make the strategic choices in terms of training and activities for 2004 and subsequent year that would enable AYINET to be less dependent on AFSC and be self propelling.

In opening the discussions of the meeting, the facilitator explained to participants that the methodology proposed for the meeting process had two main steps. The first was to gather sufficient data from participants regarding AYINET. This data would enable the members to perform the second step of analyzing and constructing action steps for implementing and consolidating AYINET. The data would also enable AYINET to conduct an interim assessment of the achievements thus far. Since the meeting was concerned with strategy the facilitator informed the meeting that the data would help the meeting to use future mapping to assess AYINET's destiny by constructing several scenarios of the trajectory of AYINET towards goal achievement.

Video footage of the Africa Young Voices on African Unity and Development gathering was shown to help open discussion on what had to be done next practically and coherently by AYINET after Nairobi. The founding of AYINET was around the need to build and prepare youth leaders that will contributing in discussions and processes working toward moving the continent from war to peace and from poverty to prosperity through demanding the voice and participation of youth in public policy formulation and implementation.

Most of the data was gathered through focused group work. Members discussed and clustered information that was used later in the meeting to produce what the facilitator hoped would be packaged as tangible outcomes corresponding with the above mentioned objectives.

Participants shared what they considered to be the driving or motivating forces that provided impetus for their involvement in AYINET.

They were therefore asked to articulate why they were involved in AYINET and more specifically the meeting in Rwanda. This was done in order to ascertain how members viewed themselves in relation to providing leadership to AYINET. Responses highlighted that AYINET indeed is endowed with dedicated and specialized capacity and vision to support and strengthen initiatives and programs designed to transform the shape of Africa politically, economically, socially and culturally. Among the list of driving forces the following are pertinent (see Box 1).

• Interested in African issues
• Hunger for sharing ideas with other youth people
• Shape the future and destiny of Africa
• Affect the change in our respective countries
• Contribute to the positive revolution struggles in their communities
• Need to do something to prepare and mobilize effective leaders for Africa
• Advocate for development interests of Africa
• See how together US and Africa youth may collaborate for the good of Africa
• To influence and be influenced positively
• Move from talking to actions and implementations
• Make impact in our societies
• See how to use this unique opportunity to strengthen AYINET work for its own
• Change the history of Africa and make it socially beautiful
• Connecting to others
• Create opportunities for personal development of youth, dialogue and solidarity

Box 1: Motivation for involvement in AYINET

Africa and African issues are the focal point for AYINET. This is motivated by a "hunger" and deep commitment to transform the lives and livelihoods of African people. It requires hard work and perseverance and cannot be realized by constant "talking" about what needs to happen. There is a need for urgency in moving towards action that is focused and driven by dialogue, training, collaboration and solidarity at local, continental and international level. All efforts should be underpinned by a strong desire to change the destiny of Africa and its people living at home and abroad. The work undertaken by organizations such as the AFSC in the north was also relevant to this point.

To address meeting expectations, participants were asked to formulate two questions that they would like to be answered in relation to their briefing about the purpose of the meeting. In addition to these questions they had to think about and write down one thing they would like to say to the members of the meeting.

Members expressed, with great clarity, what they expected the meeting to achieve. They wanted the meeting to develop strategies that would address three main areas stated in the form of questions:

1. How will the vision of AYINET be transformed into tangible activities?
   One participant aptly wanted to know: "What long-term operational goal is AYINET striving to achieve".
2. Does AYINET have the capacity and necessary systems in place in order to achieve its goals?
3. What will AYINET's strategic focus be?

At the onset of the meeting members expressed concerns in regard to the sustainability of AYINET. There were also appeals for realism pertaining to what could be achieved given the capacity and constraints that AYINET members faced organizationally, regionally, nationally and continentally.

At the first session the facilitator noted, and was pleased to confirm suspicions, that the vision for AYINET had to be tested in order to ensure that it is achievable and not over ambitious. One of the members reminded others that:

"It is a heavy and demanding task. As the committee we should be clear about each and every step we must take because at the end of the day the country chapters will look bad at us. Let's stay focused!"

Another echoed these sentiments by stating that as AYINET, we must

"Be careful that we are not overly optimistic of the role will play in our capacity, to meet our goals. In my experience, people often fail to meet their goals because those goals are too ambitious."

I. Assessment of the work done by AYINET in represented.

After a brief reminder of what the purpose of the meeting was the first item of meeting was a detailed assessment of the work that had taken place at country chapter level by AYINET. Each chapter presented their progress reports to the meeting. Achievements were noted and commended.
Notwithstanding the initial achievements the data that was considered most useful, especially since it comprised a greater percentage of all country reports, was the constraints or problems that each country highlighted as limiting mobilizing around what AYINET stands for.
Below are the country reports presented by participants on AYINET activities and functionaries in their countries.

South Africa

At the time of the meeting a South African chapter had not yet been constituted. The participants at the African Young Voices from South Africa had not managed to organize a chapter .A participant from Youth for Work, South Africa who represents new hope for the formation of AYINET South Africa, (one of the participants of the AFSC July Africa Initiative Exchange program) reported that organizers of the chapter planned to launch AYINET in December, 2003 legally. However, collaborating organizations at this particular time found that their own workload was too taxing. The launching of AYINET has been slated for January 2004.

Kenya

In addition to establishing the country chapter, Kenya was mandated with task of reaching out to Tanzania and Uganda. The Kenya representative from UZIMA foundation shared that his organizations had identified partners organizations to set up AYINET Kenya. However, this chapter had difficult making decisions between setting up a chapter or joining the African Youth Parliament network, as objectives of the two organizations were similar. Another factor with Kenya was that the members who were active in AYINET were either school going, attending University, or had full-time employment. Many people withdrew from their involvement because of busy schedule in the other domains of living. The chapter is very clear about the problems and has put in a process for reorganize AYINET, they appointed a national coordinator to organize the chapter.

Zambia

The representative from the Anti-Voter Apathy Project shared that the chapter in Zambia has been formed and fully functional. It had identified the five partner organizations as well as identified the local chapter advocacy issue as peace. The chapter was cautious in regard to selection of organizations that wished to join as members. They have also developed terms of engagement between member's organizations so as to reduce conflict and competition among members and AYINET activities. Among other factors, internal problems within organizations was highlighted at the main threat to the growth of AYINET there .The July 2003 community US/Africa youth exchange program that they coordinated under the auspices of AFSC's Africa Initiative provided a publicity opportunity through which AYINET was marketed. The fact that the constitution had not been finalized meant that organizations misinterpreted AYINET's role, as some perceived it to be a funding organization. There was already the growing concern that some organizations perceived AYINET as a vehicle for meeting their own needs.

Zimbabwe

The Zimbabwe chapter represented by the Young Women Christian Association Zimbabwe shared that AYINET momentum within the chapter was sustained through involvement in a number of processes such as the AFSC organized NGO regional workshop on NEPAD, participation at the Zimbabwe and Southern Africa Social forums. Another key activity was the hosting of the AFSC Africa Initiative Youth Exchange they coordinated under the auspices of AFSC's Africa Initiative. Through this program AYINET Zimbabwe expanded AYINET membership to smaller towns in Zimbabwe such as GWERU. This kept interest in AYINET going. The biggest challenge the chapter faces is retention of membership. Initial members withdrew because they did not receive the leadership spaces within AYINET. It is an unfortunate fact that within many among youth structures there is a growing tendency of using platforms such as these as stepping stone for self-promotion. An increasing occurrence within civil society is organizations and individuals lose sight of the bigger goals. While host organizations need to guard against hogging leadership they need to be equally vigilant against practices that allows unethical leadership to damage sound initiatives and processes. AYINET Zimbabwe plans to hold its strategic planning meeting for 2004 activities end of November 2003.

Angola

AYINET Angola has implemented a major outreach drive and systems of sharing information among member's organizations. AYINET's growth is largely due to the work of Angola 2000. Angola 2000 also hosted community US/Africa youth exchange program that they coordinated under the auspices of AFSC's Africa Initiative The growth of the chapter is however impacted upon by several constraining factors. The lack of clear selection criteria has impacted the decisions in regard to who is admitted as members. The national political processes are very complex and have a very profound on the work of AYINET. Movement and internal communication posses real challenges to AYINET work in Angola.

RWANDA

The Friends Peace House represented the Rwanda chapter. The chapter reduced momentum towards the presidential and parliamentary elections held in September 2003 due to the tensions in the political climate. The priority on people's minds was managing the transitions of election. Meetings were not allowed. There seemed nevertheless to be openness to the ideals and opportunities that AYINET offers. Again the turnover of human resources was mentioned as a major constraining force causing immense pressure on the few individuals. This chapter has also successfully established contact with a group in Sierra Leone in accordance with the mandate issued at the March conference.

Democratic Republic of Congo DRC

The leadership of Rwanda AYINET were instrumental in the setting up of both AYINET chapters in Eastern DRC and Kinshasa DRC. They have held several workshops to market AYINET and around HIV/AIDS as their Key advocacy issue chosen. The size and political and social milieu compound the challenges for AYINET. The size of the country presents the biggest challenge for the work of AYINET. Linked to this is the question of language especially as it relates to the translation of information and documentation into French. The political environment means that the organizations are resolute to work only with legitimate entities/initiatives recognized by the legal government of the country. Some contact had been made with groups in Kinshasa. It is important also to recognize that youth formation agitate the government.

AFSC US Organizing

The AFSC Africa Initiative Youth Exchange US based Coordinator gave a report on the youth mobilization in the AFSC program areas in the US. This work to date has resulted in growing support for work pertaining seeking to influence US foreign policy towards Africa. The work in the US AFSC is running are educational and advocacy initiatives, a major one among these was campaign to cancel Africa debt and peace tours. Other specific work has been to organize Africa training's for youth involved in the Africa initiative youth exchange and subsequently AYINET. Unfortunately, this is limited due to lack of clarity regarding the role of the US in AYINET. She hoped that this meeting was going to come to a resolution around the participation of US youth in AYINET.

AFSC Africa Organizing

The period leading up to the meeting has been a busy time involving a variety of activities. These include:

• Organizing follow-up activities after the Nairobi conference
• Managing AYINET communication and coordination.
• Initiating AYINET advocacy initiatives around the G8 position towards NEPAD
• Accompanying youth organizations and AYINET in particular at the Zimbabwe and the Southern Africa Social Forum
• Organizing the first Africa initiative leadership training and youth exchanges that took place July/ August 2003 in South Africa, Angola, Zambia and Zimbabwe

Information from the country reports were further listed and clustered under broader headings that accentuate the constraining forces that impact on AYINET across the board.
See table 1a below

II. Analysis from Performance Feedback form

Of the 14 Participants indicated in the summary of this report, one was a facilitator, one a presenter, three AFSC staff, one Friends Peace House consultant, and one Evaluation and monitoring expert from International Labour Organization. The seven participants that filed in the performance feedback were AYINET members, 2 were new to this committee the 5 were old members of this committee.

The form asked for information on their organizations on going work, their target populations, experience working in collaborative projects on public processes and their /progress towards agreed action/ activities after the founding of AYINET in March 2003.

1. Experience working on collaborative projects

Two were currently collaborating with other organizations around the formulation of youth policies in their respective countries.
Three were involved in constitution review processes in their countries.
One is involved in the review of electoral processes.
One is involved in the review of constitutional act that discriminates women's access to land.
One was involved in the review of the penal code.
One was involved in community mobilization on the case for reparations for public Debt.
One was involved in the mobilization of peace clubs in schools.

2. Target populations of these organizations

Youth
High schools, colleges, Universities and young politicians
Potential electorate (community)
Young people aged's 13- 30
Youth 18-30

3. Progress towards Agreed Action After March 2003

7 of them identified and mobilized 5 other youth organizations to join AYINET.
7 of them identified the focal advocacy issues; these include constitutional and penal reform, Debt cancellation, Review of youth policy, peace building, and democracy, social and economic justice.

4. Support youth in collaborative efforts to influence public policies and Africa's development priorities since inception of AYINET.

Two had organized public forums on democracy, human rights and world peace.
Three organized community youth exchanges between their countries and US youth activists.
One convened meeting to draw plan and strategy to meet the minister in charge of youth affairs.
One participated in the National Social Forum
2 Participated in the Southern Africa Social Forum
Three organizations sent AYINET members to and NGO regional meeting to audit NEPAD
One organized a report back meeting after March youth conference.

5. Challenges.

Below is the summary of constraints and comments that steering committee members felt in terms of execution of agreed action and activities after the Nairobi meeting.
These constraining factors are listed on table 1a below.

Constraints

Comments

Table 1: Constraints and challenges to AYINET's work

A working group was formed and assigned the task of consolidating the information presented in chapter reports. Using the above table (table 1) they were asked to:

1. Formulate opportunity and threat statements
2. Identify the sustainability elements
3. Develop a plan of action for leadership delivery
4. Describe the implications of these opportunities and threats for AYINET

These served as a guide for mapping a strategic path for AYINET that is conversant and responsive to the opportunities and threats.

III. Outcome A: Identification of opportunities and threats to AYINET and the responses to these challenges.

The outcome achieves both the SWOT objectives and presents a description of the factors that impact most on ability of the leadership to deliver. It identifies the areas where capacity building and support is required most. These pressure points also suggest the focus for organizational development.

Assessment of the output capacity of the interim steering committee was done throughout the process but the country reports presented a very clear picture of how the work was carried out and the reasons for this.

The opportunity and threat statement provides hard evidence those AYINET faces daunting challenges as it forms itself into a viable entity. It also presents the potential to overcome these challenges and be transformed into a noteworthy movement for social change.

Box 2: Opportunity and threat statements and responses to the challenge AYINET faces

Threats and opportunity statements

Threats

1. Fundamentals of AYINET:
   An inability to commit, or a misunderstanding of the key principles, activities, and values of AYINET that limits the effectiveness of individual country chapters and partner organizations.


2. Lack in human and financial resources:
   Limits the administrative capacity of AYINET.


3. Leadership:
   Individuals as they seek power and position may imperil the good governance of AYINET.


4. Lack of communication


5. Too much reliance on host organizations (on national and continental levels) that limits AYINET's autonomy, range of activities, and effectiveness as well as the long-term future if host organizations change their priorities.


6. Recognition:
   AYINET lacks government recognition in some countries, which may limit its activities and effectiveness.


7. Political and social environment:
   The social, political, and economic environments (i.e. including war, poverty, lack of democracy, food emergencies, lack of education) limit AYINET's activities and effectiveness in certain countries.


8. Language barrier:
   AYINET's credibility is threatened because its is not truly pan African- there are regions and languages which are not included in the current structure.


9. Lack of specific strategies in specific countries:
   Because each region and country in Africa is unique, establishing a truly universal vision and plan of action for AYINEY is difficult.


10. Lack of a process of monitoring and evaluation.

Opportunities

1. Ability to learn from each other
2. Leadership training
3. Opportunity to unite dedicated youth
4. Opportunity to foster and nurture volunteers
5. Strengthening existing organizations
6. Potential to build a powerful knowledge base
7. Support from allied organizations such as the AFSC

Implications of these opportunities and threats for AYINET

1. Ability to learn from each other
   To sharpen out own vision, activities and effectiveness.
   To create unity
   Create and discuss alternatives to the current system.


2. Leadership training
   Those leaders should become an integral part of AYINET leadership.
   Those leaders will promote change in their own communities, counties and in Africa.
   


3. Opportunity to unite dedicated youth
   Gives AYINET credibility
   Gives AYINET strength through a social movement


4. Opportunity to foster and nurture volunteers
   Educate, organize and Mobilize many youth with alternative perspectives
   To foster ubuntu in the work
   


5. Strengthening existing organizations
   AYINET is not creating (which takes a lot of work)- the network gets to learn from that organization's experiences and share its passion.


6. A powerful knowledge base (in terms of its constituencies)
   A massive resource from which AYINET can build on and learn from
   A resource that AYINET can mobilize
   An external driving force which can help to maintain momentum.
   
7. Support from allied organizations such as the AFSC
   Organizations committed to peace and justice are key in offering tangible solidarity to peace and justice process on the continent.

What needs to be done to overcome the constraints?

1. Fundamentals of AYINET
   By choosing member organizations carefully, using a clear set of criteria.
   Support member organizations through capacity building
   Improving communication, clarifying documents.


2. Lack in human and financial resources
   Dedicate network to build capacity to seek and manage funds
   Diversification of donor base
   Investigating the possibility of income-generating activities to enable sustainability in the funding of AYINET activities


3. Leadership
   Develop and implement clear governance policies
   Formulate clear vision, objective, and value statements
   Working in teams/committees, not focusing on individuals.


4. Lack of communication
   Develop clear reporting guidelines, deadlines and structures
   Establish a permanent and dedicated secretariat
   Develop a web site
   Commitment to find alternative means of communication
   Diversify communication/contact partners within any given country


5. Too much reliance on host organizations (on national and continental levels) that limits
   The network needs to be as independent as much as possible
   Change office space/host organization at least every 2 years
   Depends on financial resources
   Register with the government if possible


6. Recognition
   Rely on host organization for legal status
   Be visible as much as possible


7. Political and social environment
   Need to do job well. This is the network's core business.
   In terms of poverty and volunteerism, try to pay expenses of volunteers.


8. Language barrier
   Find ways and dedicate ourselves to include more countries and languages.
   Practice what we preach. Be lingually and geographically inclusive in our own countries.


9. Lack of specific strategies in specific countries
   Each and every country chapter must be a driving force within the network.
   Country chapters need to be autonomous.
   Country chapters need to adapt AYINET's vision and activities to their own local activity.


10. Lack of a process of monitoring and evaluation
    Develop and implement a formalized and well-planned system of evaluation and monitoring

IV. Outcome B: Identifying the strategic thrust of AYINET

The greater part of the meeting was given to narrowing the focus of AYINET. The facilitator asked the meeting to shift into a strategic mode and respond to five critical questions. These were:

1. What does AYINET do? What is its core business?
2. Who are primary beneficiaries of the work you do?
3. What makes AYINET unique?
4. What is important to AYINET's success?

This was a difficult process for a number of reasons. Initially, there was clearly no consensus in regard to what AYINET should be focusing on. All those around the table conceded that AYINET was trying to achieve too many objectives and that some streamlining was required. AYINET could not be all things to all people and expect to make a significant impact on the continent.

A working group was formed and assigned the task of consolidating the information presented in chapter reports.

Using the above table (table 1) they were asked to:

e) Formulate opportunity and threat statements
f) Identify the sustainability elements
g) Develop a plan of action for leadership delivery
h) Describe the implications of these opportunities and threats for AYINET

The facilitator asked more questions that helped members to trim the foci of AYINET. A working tasked to develop a statement of the strategic thrusts of AYINET produced the final product.
These would serve as a guide for mapping a strategic path for AYINET that is conversant and responsive to the opportunities and threats. Another working group was tasked to look into the streamlining the unfinished AYINET constitution.

Statement of Strategic Intent

AYINET provides support and opportunities for African Youth and youth organizations to enable them to contribute to policy formulation and implementation at national, regional and international levels as a contribution to peace and sustainable development in Africa; It builds national, regional and international youth networks in order to share experiences and engage in public policy processes; It researches and engages in information dissemination on the realities within African countries.

Box 3: Statement of Strategic intent Strategic Thrusts

1. Public Policy Formulation and Implementation

AYINET seeks to promote increased and effective participation of young people in public policy by advocating for the creation of and access to educational opportunities for African Youth that being the basis for enabling them to meaningfully contribute to policy development and debate on social justice, economic justice, HIV/AIDS and peace building/conflict resolution.

2. Capacity Building and Policy Outcomes

AYINET develops and strengthens the capacity of Youth organizations and their constituents committed to social change and economic development; to lead and mobilize their communities towards specific development policy outcomes that are responsive to the needs of young people.

3. Networking

AYINET consolidates its position on developmental policies by building and sustaining networks between member organizations and other identified strategic partners in order for them to share ideas and models of action for purposes of designing and implementing collective responses to gaps in public policy.

4. Consciousness Raising

AYINET raises African consciousness among Youth in order to promote the dignity, socio-economic and political interests of African people and sovereignty of the African continent as a basis for Africa’s development.

Box 4 a: Strategic thrusts of AYINET

Sustainability Elements - Future Impact drivers

Another group was tasked to identify future impact drivers AYINET was going to focus on, what ways they will add value to AYINET, identifying one and three year out puts of engaging them. See box 4b

Box 4b.Sustainability Elements -Future Impact drivers

V. Outcome C: Presentation on the Draft Leadership Training package and discussion

Alvin Anthony, the Consultant that has been contracted by the AFSC to develop a comprehensive training package for its Africa Initiative leadership training and exchange Program, presented this component of the program. He is a former Director of the Alternative Information Development Center (AIDC) and currently a Director at Jubilee South Africa based in Johannesburg South Africa. The purpose of the session was for the AYINET youth steering committee to give feedback to the training package before consolidation for implementation next year. This session was also designed to ensure the consultant captures the critical need identified by this group based on listed priorities for strengthening AYINET's mobilization capacity. The presentation was in two parts; the presenter firstly shared the overall perspective to the proposed training focusing on the fundamental approaches and tenets of the training. Secondly the presenter walked the participants through a session by session two-week timetable of the modules that the training will cover.

The main processes/components of the training package were outlined as:

Basic processes

• Selection process
• Preparative process
• Schema
• Workshop
• Follow up support

Political economy, cultural, conflict analysis
Organism, mobilizing, Movement building

Concept ---------------------Relevant
Application ----------------Effective
Support ---------------------Efficient

VI. PROPOSED TRAINING PERSPECTIVE - AFSC/AYINET LTP

PART 1

A. Introduction.

1. The two-week training course is part of an ongoing basic introductory training course to train 40 youth from the United States and 40 youth from Africa, every year for three years. The goal is to strengthen a corps of 240 youth who will hold before Africa and the US a new vision for Africa's renewal that promotes peace, African unity and just policies that foster sustainable development. The leadership training and exchange and the other *three elements of the AFSC Youth Leadership Program will eventually develop a common agenda that assists to consolidate a popular youth movement that advocates fundamental change. Therefore the target groups for training are peace, social justice and human rights activists who are leaders of youth, student, and social justice organization


2. The AYINET network with its chapters will be further developed through this training and the other three elements of the AFSC Youth Leadership Program. AYINET will provide support for post training implementation and drive the process of building and consolidating the popular movement that advocates fundamental change.


3. That there is an interrelated strategy with regard to how all four elements of the AFSC Youth leadership Program unfolds towards meeting the goal of the program. These elements are:
   
   • Community base building and regional organizing
   • The leadership Training and Exchange
   • Partnerships - Providing opportunities for community service, community to community or program to program partnerships.
   • Community Projects for African Youth - Capacity building for youth based Organizations.
   
   
4. Therefore this training should relate to and merge, compliment, inform the emerging strategy which still needs to unfold into a strategic plan.


5. Training is rooted in the reality of where people come from and the objective conditions that they confront in their communities and sectors where they act as social change agents.


6. Training is not the answer and workshops are not the answer. The two- week training is part of a broader set of processes that helps build organization and social movements for fundamental change and that these processes should be isolated, understood and catered for/integrated in the workshop, back home in their organizations, by AYINET/AFSC and other support mechanisms.


7. This training is based and will be developed on a set of four interrelated components:
   
   1. Political Economy and Culture
   2. Organizing, mobilizing, campaign building, coalition building.
   3. Institutional development
   4. Building AYINET and solidarity


8. Workshop notes should be recorded in such a way that they provide a reference tool for support. Therefore the purpose, structure and content of the report should be popular and user friendly in order to meet this need. I would strongly recommend that a skilled materials development person be commissioned to develop the notes in such a way that it becomes a tool and intersects with the emerging Training of Trainers (TOT) guide. During the orientation session of the workshop, a session will cover the type of notes that are being produced. This fit under the session workshop flow, program and notes.


9. There has got to be ideological, process and role cohesion between those that design the workshop, overall facilitators who manage the whole process and those that facilitate particular sessions. It is therefore ideal that those that design take responsibility to control the shape by also being responsible for the overall facilitation.


10. A combined TOT workshop is more demanding. Space needs to be created for more process reflection, presentation and design of learning events of participants. This will be done through TOT/reflection teams. These teams will:
    
    • Observe and evaluate sessions based on a guide
    • Reports back after the session and are central to consolidating learning's and process strengths and weaknesses.
    • Design an exercise and make a presentation taking into account their learning's.
    
    This process will help impact very positively on the TOT.

Example/ model of training schedule {see the attachments (Time)}

PART 2

In the second part of the presentation the presenter detailed the objectives of each session, process and methods. expected outcomes and facilitation requirements and integration aspects of both the skills and knowledge imparted in training. The session timetable covers objectives of training, the AFSC Africa Initiative and Youth Mobilization, history of African struggles, economics, culture, war and population education, trade and economic agreements.

The skills the training will provide are leadership, conflict management, community organizing, proposal writing and reporting, institutional building and follow up frameworks. See annexure 1

This training will supply reading materials, tools and training manual from participants to use as reference points as they training in their local communities.

The presenter emphasized that each participant will have a follow up work plan for implementation, which will be developed by organizations participating and consolidated during training. Participants will be familiarity with each other plans and responsibilities they will have to support each other to drive each of the plans in their chapters and US regions. A proposal put forward by the presenter was to encourage cross country field work for AYINET members were participants from one country travel to another to experience and audit other participants work.

The steering committee also echoed that fact that even after the end of the AFSC Africa Initiative the AYINET would like to continue the US /Africa exchanges as well as exchanges between African countries and regions as well.

Feedback from participants

• Parts of the leadership skills should stand alone and involve situational problem solving.
• Gender training should be brought in earlier in training and all topics should be discussed with that perspective.
• The case studies should involve examination of high level peace processes.
• Specific training in policy formulation of public policy making structures.
• Training on understanding national budget and how to use it as advocacy tool.

PART 3

The presenter also shared the planning and evaluation guidelines for trainees see annexure

VII. Outcome D: Re-structuring of the AYINET Regional Steering Committee (Africa Regional Advisory)

From the opportunity and threats statements a telling picture of the output capacity of the interim steering committee was presented. Participants reaffirmed their commitment to the process and the notion of a network that would unite the voice of Africa. They were however, realistic about how much they could do for the network given current responsibilities in their home organizations. Members were extremely busy and regarded this as the biggest challenge to growing AYINET.

A steering committee needed to be established that would focus on the work of AYINET.

The meeting was reminded about the devolvement of the AFSC AI as a reality to be contended with. Since people present at the Nairobi conference brought about AYINET it was there responsibility to grow and sustain the network not AFSC.

A process for nominating and selecting a steering committee was discussed and agreed upon. The meeting selected regional representatives to serve on the steering committee, as was the previous pattern. The selection of the committee was guided by the factors highlighted during the country reports. It was considered essential that the individuals who were selected to serve on the steering committee:

• Was able to commit sufficient time to conduct the business of AYINET in additional to their organizational
• responsibilities
• Considered themselves sufficiently skilled and competent to fulfill the leadership, organizing and coordinating responsibilities

The following people were selected to serve of the Steering Committee:

Young Women's Christian Association (YWCA) Rejoice Matanga - Zimbabwe
Youth for Work Mamma Matshaba - South Africa
UZIMA Foundation Steven Kinaro - Kenya
Friends Peace House. Zawadi Nikuze - Rwanda
AFSC Nachilala Nkombo Zimbabwe
The YWCA was given a special function to gradually take over the coordination of AYINET from AFSC. However, AFSC will give constant support to the YWCA in the transition.

IIX. Outcome E: Steering committee's terms of reference

The Steering committee was task with developing its terms of reference (Box 5) and a detailed plan of action (Box 6).

Box 5: Key result areas of the Steering Committee

Key Result Areas Coordination

Co-ordinate activities of Youth organizations and their constituents related to regional meetings, networking, and other AYINET activities. Coordination and oversight of the 4 AYINET subcommittees (Research, Policy Monitoring and Media Monitoring; Evaluation and Mobilization; Mobilization; and Fundraising)
Networking

To ensure constant communication between Steering Committee, AYINET chapters and AFSC Coordinate the development and maintenance of an AYINET website. To prepare and distribute information packets on AYINET for future leadership trainings, outreach to prospective members, media and other strategic partners.

Information

Ensure the flow of information through available means to local, regional and US networks.

IX. Outcome G: Consolidation of the constitution

The constitutional-working group found that the constitution required more time than what was allocated. This task was very critical to the organization. The group agreed to amend the section that could complete within the time restriction granted and that a date is set for submission of final amendment recommendation after the meeting on the 5th of December 2004. The aims and objectives received much attention as these were found to be repetitive and had to be aligned with newly formulated strategic thrusts and statement of strategic intent (Box 8).

Box 8: Amendments to Constitution: Revised aims and objectives of AYINET

Aims and Objectives

We, the African youth based organizations and solidarity partners established a network that seeks to bring about fundamental change in the socio-political, economic and cultural realities of African people. To achieve this we will:

1. Educate Africa youth about development policy issues and the socio-political, economic, educational and cultural impact on their lives and futures


2. Support and enable youth organizations to influence decision making on policy formulation and implementation locally, regionally and continentally


3. Promote the dignity, image and interest of African people and countries at home and abroad as the basis for Africa’s development


4. Enhance the working relationship among identified organizations in order to build capacity of youth people to strengthen social movements that work to bring about fundamental change in political, cultural, and economic realities

X. Outcome H: Role of AFSC

The role that AFSC should play in AYINET was alluded to in numerous conversations and comments throughout the meeting. Nachilala sketched the real scenario about the devolvement process of AFSC I Africa Initiative in 2005.

The meeting had to discuss the matter and issue a very clear statement in regard to the role that AFSC would play in AYINET. The meeting recognized that AFSC had done a superb job in constituting and sustaining AYINET but that this also meant that members relied to heavily of AFSC and reneged on fulfilling their own responsibilities. The issue of ownership was raised and discussed especially since only a few members were doing most of the work. It was imperative that the role of AFSC is described and that members recognize the role that they should be playing in establishing and growing the network to self-sufficiency.

A secondary objective for this discussion was to reach a decision in regard to the working relationship between AYINET and the AFSC.

The resultant statement from these discussions is presented in below (box 9).

Box 9: Roles and relationship between AYINET and ASFC

Roles and relationship between AYINET and ASFC

Recognizing:

• That AYINET is a product of the work of AFSC through the work of its Africa Initiative and has been facilitated through resource mobilization and capacity of AFSC
• That the Africa Initiative has a specific lifespan and will accordingly design and implement a devolvement strategy that would enable initiatives such as AYINET to consolidate themselves.
• The importance of AYINET establishing itself and its viability
• That AYINET finds itself in a transitional phase of its development, a phase that requires the mobilization of significant resources and capacity
• That AFSC is not a donor organization
• The integrity, experience and strategic positioning of AFSC in the international arena
• The importance of building strategic partnership
• That both AYINET and AFSC can add value to the work of the other

AYINET recommends that AFSC:

• Continue to provide the necessary support, opportunities for developing capacity, and expertise that will enable AYINET to consolidate and eventually sustain itself. The phase of transition will mean that AYINET rely heavily on AFSC in this regard and that this reliance eventually is eclipsed by self-reliance and autonomy


• Assists with the organizational development of AYINET and make consultants available to AYINET so that the expertise will grow the network into a successful initiative


• Continues to play a marketing role and also make a concerted effort to link AYINET to strategic partners with whom AYINET can develop sound relationship


• Facilitate the strategic positioning of AYINET on relevant global fora and platforms as this will contribute significantly to the achievement of AYINET’s goals


• Facilitates the establishment of NEPAD and AU internships through its relationship with its partners. This will enable AYINET to develop capacity and also grow the socials weight of the network in order to make the necessary impact to inform and influence policy development and implementation


• Assist with building the Secretariat of AYINET and in so doing fast track the consolidation of the network


• In preparation for devolment of the AFSC Africa Initiative AYINET will take over the coordination of AYINET activities with help from the AFSC Africa region office. This responsibility has been taken over by the Young Women’s Christian Association –Zimbabwe on behalf of AYINET


• AYINET agrees to provide AFSC with updated and current information in order for AFSC to lobby US congress on specific legislation that affect Africa and Africa’s development


• AYINET will support AFSC initiatives and provide the necessary support that to the participants training at the leadership-training program. AYINET members will provide AFSC with impact assessment reports and supervision and support to individual trainees


• AYINET members will share the expertise of members to provide consultants for AFSC’s work on the ground in AFRICA


• AYINET will strengthen the position of AFSC within communities and countries where members are active

XI. Other items discussed

The group also voted for logo AYINET will use among the available logo submissions. With the permission of AFSC, the group suggested that AYINET adopt the AFSC Africa Youth Leadership development programs logo as AYINET intends to continue with the activity AYLDP.

The meeting also endorsed the full participation of interested US youth in AYINET including the setting up of chapters in the US.

The Rwanda meeting was a combination of an evaluation and a planning session. However, time was not sufficient for a strategic visioning and planning exercise that encompassed items such as allocation of budgets to activities.

The presence of four additional resource people at the meeting gave the meeting an opportunity to receive independent feedback from external people. These subjective perspectives provided an opportunity for members to test the proposed plans against the experiences and wealth of knowledge brought by these individuals.

The resource panel was comprised of:

1. Evans Lwanga
   International Labor Organization
   101 Kwame Nkrumah Avenue
   P.O Box 3474
   Harare Zimbabwe
   elwanga@ilosiyb.co.zw
   Monitoring and evaluation Systems Expert


2. Neema Ngama
   AFSC
   Philadelphia, PA 1910 USA
   nmgana@afsc.org
   AFSC Africa Initiative Evaluation


3. Josh Bauin
   Mennonite Central CommitteeMCC/ FPH BD 100%7
   Canada
   singerjosh@yahoo.co.uk
   Organisational Developemt


4. Alvin Anthony
   Jubilee South Africa
   Curriculum development and community organizing expert

E. Evaluation:

The meeting was evaluated through written evaluation. The facilitator used two additional participatory activities during the meeting in order to track and plot the progress of the meeting on a chart that was intended more for the facilitator than the process as a whole.

The first activity helped the facilitator to ascertain the extent to which members were open to move to the steps that required them to make the important decisions in regard to the priorities of AYINET. Results from the activity confirmed what the facilitator had suspected after speaking informally to several members. It became clear at the early stages of the meeting that the group would make the critical decision once sufficient data had been extracted for them to work with.

Another activity was designed to ascertain how diverse the expectations for AYINET were among members. Knowing this would enable the facilitator to use this information to make required changes in the initial plan in order to move the group to more focused discourse.

The results from the written evaluation were analyzed using content analysis. Members were wholly positive about the meeting and ascribes the success of the meeting to the following:

• The meeting gave member an opportunity to gain clarity in regard what was expected from them and where AYINET was heading as an organization
• It provided an opportunity for making AYINET more focused with specific strategic thrusts
• The meeting managed to unpack the vision and all the objectives. This will facilitate the smoother implementation of the plans
• The inclusion of outside expertise enabled the meeting to be more objective and thorough in its use of the content. It provided a more ‘realist' dimension to the discussions.

Participants found certain parts of the more difficult than other parts. At some points they were frustrated with the process because the work planned to enable them arrive decision was long. This was particularly true in regard to articulating the strategic thrusts. However participants acknowledged that the process was necessary. The workload in relation too the time allocated for the meeting did not work too well. Many felt that the meeting tried to achieve a lot with limited time. This meant that members had to work so hard that at time they did not produce their best, as they were just too tired to think. Other realized that not having a specific and narrow focus was a hindrance to the meeting's development. If a common issue were found at earlier gathering the meeting would have been able to focus on the programmatic elements.

The meeting helped the members to enhance their understanding of AYINET and what it is about. Members were appreciative to the organizer for making such a critical meeting possible and they were motivated by what they discovered throughout the process.

Participants gained a greater understanding of the strategic role they will play in furthering AYINET's mission, and an awareness of the structure of the network and the role of committee members. Participants were glad to be given an opportunity to input in the training package before finalization. This meeting empowered the participants to design tools and methodologies for operation at different levels with respect to future training, follow up, and communication activities within and outside of Africa. Overall, the capacity and skills of participants was greatly enhanced to carry out the mission of AYINET in their respective countries and running regional networks.

F. Impact:

• Streamlined the focus of AYINET intervention program areas
• The capacity and skills of participants was greatly enhanced to carry out the mission of AYINET in their respective countries and running regional networks.
• Streamlined structure of AYINET and clarified roles of Steering committee
• Input into the draft curriculum of leadership training will enhance its applicability
• Specific capacity building needs by steering committee members were identified for management of network
• Consolidation of constitution will allow chapters that need constitution to function
• Clarification of AYINET, target, partners and partners will enhance its effectiveness
• Clarification of working relationships and responsibilities between organizations will promote effectiveness
• Identification of processes for retention and recruitment will enhance its effectiveness and public understanding it

G. Follow up

H.

To ensure sustainability and active participation and mobilization of youth and youth organizations the new steering committee was tasked to undertake the following steps toward consolidating of AYINET.

Box 6:Workflow plan of the Steering Committee

Outcome F: Preliminary Action Plan

Working groups were convened and asked to formulate objectives and programs of action that they considered crucial for the establishment of AYINET. Members were reminded that they needed to bear in mind the initial successes and pitfalls that had been experienced to date.

They were required to develop a plan of action that was responsive to the newly articulated strategic thrusts. Some of the findings in the discussion included the following recommendations:

In lieu of the challenge to sustainability and to eliminate a growing dependency on AFSC it is important that:

• Resources, vital for AYINET's existence and operation be secured
• An effective communication system implemented
• The steering committee be install, each member being very clear in regard to his or her role
• An outreach plan be developed for growing and retaining members

Box 7: Plan of Action for AYINET

Plan of Action- Fundraising

AYINET shall build capacity to seek and manage funds, shall diversify and expand our donor base, and shall investigate the possibility of income-generating activities and implement them I If possible.

Plan of Action

Establish fundraising team (functioning as of May 2004). There shall be 6 members on the team, at least one from each region of AYINET and other strategic members (for instance, those associated with the formation of the network).

• Provide training in fundraising; grant proposal writing, financial management (by July 2004). As there is this type of training in the leadership training, these trainees will be key parts of this process.

• Establish a fundraising policy that identifies the values of organizations from which we wish to solicit funds (September 2004).

• Establish financial stewardship, accounting, and financial reporting standards and policies (September 2004).

• The team shall disseminate these skills and standards to individual country chapters’ fundraising teams.

• Research and identify strategic potential donors in cooperation with the research team.

• Engage in dialogue with potential donors. AYINET publications and publicity materials will be essential to promoting this activity. These materials will need to be produced as soon as possible and sent strategically to these organizations.

• Write any proposals required by those organizations and otherwise follow-up these contacts.

• Once the money is obtained from the donors, it will need to be well managed. An individual from the fundraising committee will be appointed to oversee the financial management of the funds.

• Research to identify and assess possible income generating activities.

• Engage in those activities, assessing and managing them well. A member of the committee will be charged with overseeing the process.

The steering committee shall be charged with overall implementation of this plan.

2. Communication Strategies and Effective E-System AYINET shall establish an effective communication strategy that will provide relevant, timely information for responsive action and follow-up. This strategy shall facilitate information exchange between all levels of AYINET operations (i.e. between continental and national levels, between different country chapters, and within the country chapters themselves).

This strategy shall be primarily based on electronic communication facilitated by a permanent secretariat/ coordinator.
Individual country chapters will be responsible for making sure that all AYINET members will be able to access this information in whatever formats are available.

Plan of Action

• Establish the permanent secretariat/coordinator with a position that is mandated to facilitate communication. This position shall be in place by May 2004.
• The communication person shall develop clear structures, guidelines, and deadlines for reports and other communication. These structures shall be in place by July 2004.
• The monitoring and evaluation team shall be responsible to ensure that communication structures and procedures are efficient, effective, and relevant.
• The communication person shall investigate the possibility of creating an AYINET website. If a website is feasible, the secretariat will be charged with developing and carrying out a plan. Feasibility studies shall be complete by September 2004.
• Country chapters will report how they facilitate non-electronic communication and shall identify primary and back-up contact persons.

The steering committee shall be charged with overall implementation of this plan.

3. Role of the Steering Committee

The Steering Committee will establish a regional research committee that will undertake research on education and Youth policies and disseminate position reports to guide AYINET intervention campaigns by January 2004

Plan of Action

• To identify 4 research committee members by January 2004.
• To organize a strategy meeting by March 2004.
• To formulate a case statement to inter-governmental agencies (for internship programs) by April 2004.
• Establish contact with these inter-governmental agencies by July 2004.
• Undertake research from February to April 2004.
• Feedback on the intervention of the research team by May 2004.
• Organize a meeting for the research team to strategize for campaigns on AYINET core issues by July 2004.

4. Outreach Strategy

To develop an outreach plan and strategy to develop AYINET in 15 countries by February 2004

Plan of Action

• The coordinating team, in collaboration with the research team, will provide support for legalizing national chapters from February to June 2004.
• To develop an information kit on AYINET by March 2004 (this will be done by the Steering Committee)
• To identify at least 1 strategic partner in one of the 15 country chapters by April 2004.To identify a core of mentors and allies for the trained group leaders by May 2004.
• To undertake outreach to at least 80 (6 members per country) Youth organizations, selected in accordance with AYINET criteria, to recruit them to AYINET by November 2004 (steering group will facilitate this)

III. Other materials to be sent with report:

Nairobi Youth Conference report

Participant list

Photos

Meeting evaluation form

Performance feedback form

Letter of invitation

Agenda

Submitted by:

Nachilala Nkombo

Date

December 29, 2003

Annexure

Planning monitoring and evaluation - AFSC/AYINET(pdf)
Participants contact list - Rwanda Meeting November 21st - 25th 2003(pdf)
Programme for AYINET Rwanda meeting 21-24 November 2003 (pdf)

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